We’re here to focus health care where it belongs: on you. You deserve the kind of care that goes beyond a chart or a prescription. It’s the kind of care that covers everything you need to live your healthiest life, including support from a whole team of doctors, nurses, and specialists to keep you feeling good. And it’s care that gives you all the benefits of a nationally recognized health care company with a hometown, personal touch.
GUEST COLUMNIST
48
Phoenix Rising FC’s ‘Reading with Rising’ Program
This month spotlighting women’s soccer team
Phoenix Rising, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community
50
Leadership and Emotional Intelligence: Key to Effective Leadership Success
Bruce Weber’s series examines developing and sustaining organizational capacity.
COVER
STORY
28 11 Arizona Healthcare Innovators
Leaders in healthcare who are truly making a difference in Arizona for Arizonans answer some hard-hitting questions to give us a sense of what they see for 2025
DEPARTMENTS
9 Guest Editor
Ann-Marie Alameddin, President and CEO of the Arizona Hospital and Healthcare Association, introduces the “Arizona Healthcare Innovators” issue.
10 Feedback
Jodi Amendola, Zander Diamont and Sandra Torre respond to In Business Magazine’s burning business question of the month: Inoffice? Remote? Hybrid? What policy works best for your business and your workforce?
12 Briefs
“Don Guerra’s Barrio Bagel & Slice: Engrained in Wholesome
Simplicity” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Holtzman Vogel Expands Arizona’s Legal Landscape” and “Desert Financial Funds 1 Darn Cool School”
15 By the Numbers
Arizona’s build-to-rent boom places our state in second place nationwide for this housing option.
FEATURES
42 The Truth about Diversity, Equity and Inclusion
As Yolanda Slan makes clear, DEI is not about replacing merit – it’s about revealing it.
52 Go Home, Go Home, Go Home
Kate Zabriskie’s subhead – Now let’s make ‘come back’ work – addresses the U-turn many companies' approach to work arrangements.
55 The Importance of Balancing Creativity and Data in Marketing Efforts
Shannon Keller discusses finding the sweet spot between innovation and metrics-based strategy.
24 Healthcare
“Office Design Enhances Holistic Dental Experience” and “DEI Under Fire: What the Backlash Could Mean for Rehab Therapy in Arizona”
26 Technology
“Why Businesses Must Own Their CRM in an AI-Driven World” and “Is Your Supply Chain Evolving? 4 Reasons AI Tools Are Essential for an Uncertain Future”
43 Books
New releases give fresh insights on business thinking
44 Economy
Jordan Tate discusses key factors shaping investment strategies in this look at private equity trends business owners should watch in 2025
46 Legal
Jeanine Conley-Daves and Kate Mrkonich Wilson explore their firm’s survey on companies’ inclusion, equity and diversity commitments.
54 Economy II
PARTNER SECTION
59
Tempe Chamber of Commerce
16 From the Top
It was a rocky road for Demetrios and Niko Vlachos to found V&P Nurseries and bring the now-ubiquitous Red Bird of Paradise to Arizona.
17 CRE
“Adaptive Reuse – Creating Jobs and Saving History One Old Building at a Time,” “BOH Building, Downtown Phoenix, Undergoes Adaptive Reuse,” “Merryman Funeral Home, Roosevelt Row Arts District, Undergoes Adaptive Reuse” and “Addressing the Workforce Crisis in Construction”
20 Semi Insights
“Semiconductors, Data Centers and the Power Strain,” “EMD’s Latest Arizona Semiconductor Investment” and “What the President’s Speech Means for Arizona’s Semiconductor Future”
Karla Jo Helms examines the importance of strategic media engagement for startups seeking venture capital
56 Nonprofit
Richard Tollefson addresses how nonprofits navigate today’s societal lethargy in their approach to fundraising
57 Assets
2025 Volvo XC90
Plus: Pizza and a T-shirt fund the entrepreneurial spirit
58 Powerlunch
Brody’s Italian Promotes a Neighborhood Welcome
66 Roundtable
Cheryl Fields Tyler explores the importance of companies investing in the development of their people managers.
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin
CLASSICS
BEETHOVEN’S NINTH SYMPHONY
SYMPHONY HALL
April 25 – 27, 2025
Tito Muñoz, Conductor
Phoenix Symphony Chorus, Dr. Thomas Bookhout, Chorus Master
Felicia Moore, Soprano
Briana Elyse Hunter, Mezzo Soprano
Miles Mykkanen, Tenor
Norman Garrett, Baritone
PROGRAM
Hindemith: Symphonic Metamorphosis
Beethoven: Symphony No. 9, “Choral”
ANN HAMPTON CALLAWAY: THE LINDA RONSTADT SONGBOOK
SYMPHONY HALL
May 9 – 11, 2025
Andrés Franco, Conductor
Ann Hampton Callaway, Vocalist
Tony-award nominee Ann Hampton Callaway brings a joyous performance of songs and stories to the stage in celebration of one of Arizona’s most beloved artists, Linda Ronstadt.
MADISON CENTER FOR THE ARTS
May 10, 2025 | 2:00 PM
Alex Amsel, Conductor
PROGRAM INCLUDES
Bernstein: Three Dance Episode from On The Town
Benzecry: Obertura Tanguera
A one-hour concert created for the whole family. Enjoy fun hands-on activities before an informative live performance.
SYMPHONY HALL
May 16 – 18, 2025
Thomas Wilkins, Conductor
Francisco Fullana, Violin
PROGRAM
Copland: El Salón México
Márquez: Fandango Violin Concerto
Grofe: Grand Canyon Suite
To be announced: Mystery Piece
Apr. 2025 Words
RaeAnne
Marsh Editor, In Business Magazine
RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., to work with business and media clients nationwide.
Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.
Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.
Tyler Butler
Guest Columnist – Social Impact
A long time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in a myriad of ways globally. Butler operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity. Butler looks to shed light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Kim Ryder
Guest Columnist – Resilience
Kim Ryder is a dynamic commercial real estate executive with extensive experience in managing multi-million-dollar, complex projects and the build-out of more than 54 million square feet of retail and commercial space. Ryder has started several business lines in her career, most notably launching Thrive Real Estate and Development groups. Her career in the thrift industry extends over 25 years and led her team to expand the Goodwill real estate portfolio by more than 100 locations, having leadership over more than 400 transactions. Her expertise in thrift real estate has made her a well-known resource of knowledge. .
Bruce Weber
Guest Columnist – Capacity
Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”
This month’s contributors
Yolanda Slan is the head of Human Resources for Televerde, a global revenue creation partner supporting marketing, sales and customer success for B2B businesses around the world. (“The Truth about Diversity, Equity and Inclusion, page 42)
Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. (“Go Home, Go Home, Go Home – Now Let’s Make ‘Come Back’ Work,” page 52)
Cheryl Fields Tyler is founder and CEO of Blue Beyond Consulting, a boutique management consulting firm focused on the people side of business. (“Four Reasons Why Investing in Your People Managers Is Paramount,” page 66)
Publisher Rick McCartney
Editor RaeAnne Marsh
Web Editor Jake Kless
Graphic Design Matt Fischer
CONTRIBUTING WRITERS
Grant Blunt
Tyler Butler
Alexandra Ciuntu
Dave Curtis
Jeanine Conley Daves
Andrew Gould
Karla Jo Helms
Mike Hunter
Heidi Jannenga
Shannon Keller
Heather Lennon
ADVERTISING
Brian O’Malley
Craig Pozen
Stephanie Quinn
Yolanda Slan
Molly Cerreta Smith
Jordan Tate
Richard Tollefson
Cheryl Fields Tyler
Bruce Weber
Kate Mrkonich Wilson
Operations Louise Ferrari
Business Development Raegen Ramsdell
Louise Ferrari
Cami Shore
Events Amy Corben
WTSM TV STUDIO
General Manager Chris Weir
More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.
Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com
the brightest minds in medicine, focused on your cancer diagnosis.
City of Hope® is one of the largest and most advanced cancer research and treatment organizations in the United States. With an independent, National Cancer Institutedesignated comprehensive cancer center that is ranked top 5 in the nation for cancer care by U.S. News & World Report at our core, we turn hope into reality by providing world-class treatments for all stages and types of cancer.
The experts at the Gastrointestinal (GI) Cancer Center at City of Hope Phoenix treat all gastrointestinal-related cancers, including colorectal, liver, pancreatic and stomach cancers, as well as neuroendocrine tumors. Our GI Cancer Center team is dedicated to treating patients with new and innovative cancer treatment options for diagnostic and surgical needs, using evidence-informed supportive care services to address gastrointestinal cancer symptoms and treatment side e ects — all under one roof.
Relationship Goals
In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.
PARTNER ORGANIZATIONS
Debbie Hann, Interim CEO Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org
Kristen Wilson, CEO AZ Impact for Good (602) 279-2966 www.azimpactforgood.org
Terri Kimble, President & CEO Chandler Chamber of Commerce (480) 963-4571 www.chandlerchamber.com
Tanaha Hairston, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org
Robin Arredondo-Savage, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org
Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com.
ASSOCIATE PARTNERS
Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com
Arizona Chamber of Commerce & Industry azchamber.com
Arizona Hispanic Chamber of Commerce azhcc.com
The Black Chamber of Arizona phoenixblackchamber.com Economic Club of Phoenix econclubphx.org
Glendale Chamber of Commerce glendaleazchamber.org
Greater Phoenix Chamber of Commerce phoenixchamber.com
Greater Phoenix Equality Chamber of Commerce gpglcc.org
Mesa Chamber of Commerce mesachamber.org
North Phoenix Chamber of Commerce northphoenixchamber.com
Peoria Chamber of Commerce peoriachamber.com
Phoenix Metro Chamber of Commerce phoenixmetrochamber.com
Scottsdale Area Chamber of Commerce scottsdalechamber.com
Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com
Surprise Regional Chamber of Commerce surpriseregionalchamber.com
WESTMARC westmarc.org
Ann-Marie Alameddin is the president and CEO of the Arizona Hospital and Healthcare Association. With more than 20 years of experience in healthcare, Alameddin brings together members to advance health and healthcare in Arizona. Under Alameddin’s leadership, AzHHA uses the statewide platform of a hospital association to help drive improvements in Arizona’s healthcare system. This includes policy and advocacy work, as well as grant-funded programs that support emergency preparedness, retain the nursing workforce and improve maternal health in Arizona. azhha.org
Leading Healthcare
Innovation in healthcare is a constant. And what we see in Arizona is some of the most cuttingedge advances on both the patient and administrative sides — making Arizonans healthier and the workplace a better place.
Innovation in healthcare is transforming the lives of Arizonans. This edition highlights some of the top innovators shaping the future of healthcare — but innovation can only thrive on a strong foundation. That foundation is built on a robust healthcare system, and, right now, our healthcare system is at risk with Congress eyeing cuts to Medicaid.
Medicaid in Arizona is called AHCCCS — the Arizona Health Care Cost Containment System — and it is foundational to Arizona’s healthcare system by providing critical access to care for more than two million vulnerable Arizonans. The potential reduction in AHCCCS funding could result in more than 700,000 Arizonans losing healthcare coverage. Losing this coverage has a direct impact on the uncompensated care provided by hospitals and a profound impact of the economic viability of hospitals across the state, leading to reduced healthcare services and job cuts. Protecting Medicaid is essential for hospitals, communities and the future of healthcare innovation in Arizona.
By maintaining a strong healthcare foundation, we empower our hospitals, providers and innovators to deliver groundbreaking solutions that improve lives. Arizona’s healthcare professionals are driving remarkable advancements, and with the right support, their impact will only grow.
For this month’s cover story, In Business Magazine invited eleven top leaders in the healthcare industry here to share how their and their companies’ innovations are impacting Arizona’s economic picture.
Two other of today’s hottest topics are explored in this April edition. Yolanda Slan addresses some of the confusion that permeates a lot of discussion of Diversity, Equity and Inclusion as she offers an analysis of DEI in practice, in “The Truth about Diversity, Equity and Inclusion: DEI Is Not about Replacing Merit – It’s about Revealing It.”
And Kate Zabriskie weighs in on the “where to work” debate in “Go Home, Go Home, Go Home; Now Let’s Make ‘Come Back’ Work.” Coordinating with this, the Feedback feature asks local businesses to describe the workplace arrangement that works for them.
DEI — also known as IE&D — issues surface in varied facets of business and affect the actual efficacy of some businesses. In “The Landscape of Businesses’ Inclusion, Equity and Diversity Commitments,” attorneys Jeanine Conley-Daves and Kate Mrkonich Wilson note that companies largely maintain inclusion, equity and diversity commitments amid Trump anti-IE&D policies, though concerns about legal risks grow. And Dr. Heidi Jannenga taps into her extensive experience in physical therapy as she discusses “DEI Under Fire: What the Backlash Could Mean for Rehab Therapy in Arizona.”
Other content ranges from insights and examples of adaptive reuse in our community in “Adaptive Reuse – Creating Jobs and Saving History One Old Building at a Time” to “Semiconductors, Data Centers and the Power Strain” to thought leadership on management, philanthropy and more.
It’s been a pleasure helping bring you this April edition of In Business Magazine. I hope you enjoy the read.
Sincerely,
Ann-Marie Alameddin President & CEO Arizona Hospital and Healthcare Association
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Editor’s Note: This question generated input also from:
Kurtis Strauel Senior Director of HR
Mark-Taylor
Residential Sector: Real Estate
Please visit April’s Feedback entry on our website to learn this company’s experience of workplace policy. www.inbusinessphx.com
FEEDBACK QUESTION:
Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
JODI AMENDOLA
President & Co-Founder
Amendola, part of Supreme Group
Sector: Public Relations
Amendola has always been a largely virtual company since its founding 21 years ago. When the pandemic forced companies to go virtual, I embraced the shift, even selling our headquarters in Scottsdale, and our award-winning healthcare/health tech PR and marketing agency became fully virtual. We have team members in 12 states, covering all time zones. We were recently acquired by The Supreme Group, with more than 250 remote employees, which is taking the virtual model and digital marketing platform for the healthcare industry to new heights.
While on-site work environments are becoming more popular again, staying the course with the virtual company approach has enabled us to tap into top healthcare talent nationwide — seasoned strategists, PR and social experts — regardless of location.
Our clients are in a mix of virtual, onsite and hybrid roles. We come together with clients when it really matters — at key in-person strategy meetings, user conferences or industry events.
Every business must evaluate whether remote work supports or hinders its core work product and mission. It’s about strategic alignment, not a one-size-fits-all solution.
Amendola Communications acmarketingpr.com
Jodi Amendola, co-founder and president of Amendola, has 30-plus years of experience helping healthcare, health tech and life science organizations shape their narratives, generate market/brand awareness and accelerate sales. In-office?
ZANDER DIAMONT
Co-Founder
Minimal Living Concepts
Sector: Construction
At Minimal Living Concepts, we’re all about in-person work because we know the best ideas happen when our team is together. Collaboration, creativity and problem-solving thrive in an environment where conversations flow naturally, and projects stay on track. Face-to-face time is what keeps our design, construction and development teams moving quickly and efficiently.
That said, we get that some roles need a little flexibility. For administrative tasks that require deep focus — things like financial analysis, permitting and documentation — we’re cool with one or two remote days a week. It’s all about getting the job done in the most efficient way possible.
But here’s the deal: we don’t believe in babysitting. If someone takes advantage of that flexibility or needs constant oversight, they’re just not the right fit for our team. We trust our people to be accountable and deliver. At the end of the day, we’re here to build incredible homes, and that takes a team that’s locked in, engaged and moving with purpose.
Minimal Living Concepts minimallivingconcepts.com
Zander Diamont is co-founder of Minimal Living Concepts, a company focused on revolutionizing and simplifying the new build experience. With an intent to offer the world’s most seamless path to buying new construction online, Minimal Living Concepts has built more than 100 modern guest homes and offers semi-custom luxury home products as well, with transparent packages and pricing.
SANDRA TORRE
Co-President & CFO
LAVIDGE
Sector: Advertising
LAVIDGE is a remote-first full-service advertising agency. The team primarily works from home but meets in person for key meetings, brainstorming sessions and team events. This approach offers the staff the best of both worlds: flexibility for our employees and the efficient collaboration vital to the clients’ success.
It allows us to hire and retain good talent regardless of location; it offers a better work-life balance, allowing employees to structure their days in ways that boost engagement and productivity; and it allows meaningful collaboration when we do meet in person for community volunteer events, company events and in-person meetings.
A flexible model helps us work smarter without rigid office constraints. It’s better for the clients we serve as we can stay agile and responsive, adapting to each client’s specific needs. For instance, we can jump on a virtual call, brainstorm, answer questions and move projects forward in real time without having to factor in commute time or inoffice meeting availability.
LAVIDGE lavidge.com
Sandra Torre is co-president and chief financial officer at LAVIDGE, a Phoenix-based full-service ad agency. As a CPA and CGMA, she has helped grow LAVIDGE since 2003, serving as CFO for the last 15 years. She was named one of two co-presidents in May 2024. In addition, Torre also leads LAVIDGE’s employee volunteer program, IMPACT.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
DAILIES TOP STORIES
‘In Business Dailies’ Most Views Last 30 Days
Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies. The In Business Dailies hit email inboxes twice each weekday — at 9:30 a.m. and updated at 4:30 p.m. Sign up today at www.inbusinessphx.com/dailies-signup.
Technology & Innovation | Semi Insights | March 2025 Arizona’s Semiconductor Industry Prepares for Tariffs
by Stephanie Quinn
Arizona’s semiconductor industry is facing a new variable in its growth equation: tariffs. With billions of dollars on the line, the industry is bracing for what comes next. If higher import taxes on materials from Mexico, China and Canada take effect, chip manufacturers must adapt — and fast.
Commercial Real Estate & Development | Cover Story | February 2025
Building Arizona: Critical Strengths and Challenges in Our Housing Market
by RaeAnne Marsh
Metro Phoenix is the No. 3 housing market in the United States, according to Greg Vogel, founder and CEO of Land Advisors Organization, who cites data from the U.S. Census Bureau showing single-family and multifamily permits totaled 45,000 for the 12 months through September 2024.
Healthcare & Wellness | inbusinessphx.com | March 3 2025 Mayo Clinic Announces Transformative $1.9B Investment in Arizona, Reimagining Healthcare inbusinessPHX.com
Mayo Clinic announced a nearly $1.9 billion investment in the continued transformation of its Phoenix campus as part of its Bold. Forward. strategy to Cure, Connect and Transform healthcare for the benefit of patients everywhere.
Growth & Enterprise | inbusinessphx.com | February 26 2025 Steak 44 Acquires Durant’s, Plans Temporary Closure for Renovations
by Mike Hunter
Local steak lovers will see a temporary shake-up in their dining plans as Durant’s, a longtime favorite, has been acquired by the acclaimed Steak 44 and Ocean 44 restaurant group, by brothers Mike and Jeffrey Mastro, along with their father Dennis Mastro and business partner Scott Troilo.
Don Guerra’s Barrio Bagel & Slice: Engrained in Wholesome Simplicity
In today’s hospitality industry, convenience is a must, but sacrificing quality need not be.
This spring, Don Guerra’s Barrio Bagel & Slice’s is set to open in Gilbert, Arizona, introducing the Southwest to a quick-casual concept featuring a menu based upon the already-popular artisan Barrio breads and bagels as well as pizza by the slice, all baked onsite with heritage grains grown and milled just a stone’s throw away.
A partnership between James Beard Awardwinner, baker, educator and entrepreneur Don Guerra, who is dedicated to developing and supporting the grain chain throughout Arizona, and Oren Molovinsky, a nationally renowned restauranteur, farmer, developer and contractor, Don Guerra’s Barrio Bagel & Slice begins at the very root — or rather, the grain.
Guerra has been deeply engrained in the growing and harvesting of heritage grains for well over a decade. As market interest began rapidly increasing in 2012, Guerra and others — craft brewers, pasta makers, bakers and distillers — quickly supported the movement.
“We all work together to support the growing of heritage grain varietals that grow well in our climate,” Guerra explains. “We’ve found that more and more customers are looking for craft and artisan food options. Consumers are also seeking products with a shorter ingredient list, and our breads achieve that — as most do not contain oils or sugars.”
The grains Guerra selects are sourced from a variety of Arizona farmers, including Hiscox Farms in Coolidge and BKW Farms in Marana, and Hayden Flour Mills, with whom he has worked to
create custom blends and very unique heritage grains. This would be nearly impossible to accomplish working with a large mill.
In fact, the relationship between Barrio Bread and Hayden Flour Mills initiated from a 2011 USDA Grant and has resulted in Guerra locating his commissary bakery at the mill itself. “This ensures an ultra-fresh product that makes its way directly from the field to the mill and, finally, to the bakery — all within days,” he adds.
Barrio Bagel & Slice is Guerra’s next step to achieving his longtime mission of feeding the community and making wholesome, high-quality, healthy foods accessible to the entire community.
A buildout from a previous Sonic Drive-In, evoking nostalgia of a simpler time when drive-thrus offered a different experience from what they do today, Barrio Bagel & Slice will be the first location to offer Barrio bread products baked fresh daily available for retail purchase. —
Molly Cerreta Smith
barriobagelandslice.com
Photos courtesy
of Barrio Bagel & Slice
The grains Don Guerra selects for his breads are sourced from a variety of Arizona farmers, including Hiscox Farms in Coolidge and BKW Farms in Marana, and Hayden Flour Mills.
2025 Top Arizona Healthcare Innovators
Robert L. Meyer
Phoenix Children’s is proud to celebrate President and CEO Robert L. Meyer’s recognition as one of the Top Arizona Healthcare Innovators of 2025.
Under his visionary leadership, we’ve expanded clinical programs, broadened translational research and invested in innovation designed to build a healthy future for kids in our community.
Congratulations from all of us at Phoenix Children’s!
Gold for Robson Communities
Robson Resort Communities, a premier leader in luxury 55+ living, earned three Gold Awards at The Nationals, the prestigious New Home Sales and Marketing Awards presented by the National Association of Home Builders. robson.com
3 from UBS on Financial Planning Top 40 under 40
Three of UBS’s financial advisors in its Pacific Desert Market areas of Southern California and Arizona have been named to the Financial Planning Top 40 Brokers Under 40 listing for 2025: Scott MacDonald (Scottsdale), Stockton Schultz (Phoenix) and Bryan Thompson (San Diego). Nationwide, UBS held 12 of the 40 top spots. financial-planning.com ubs.com/us/en.html
LDV Winery Wins Prestigious Awards
LDV Winery, with its vineyard and estate in the Chiricahua Mountains of southeastern Arizona and its Tasting Room in Old Town Scottsdale, stood out in a field of nearly 5,500 wines at the prestigious 2025 San Francisco Chronicle Wine Competition to win awards for three of its popular wines: 2023 LDV Winery Rosé (Silver), 2017 LDV Winery Petite Sirah (Bronze) and 2022 LDV Winery Viognier (Bronze). ldvwinery.com
Gilbert Economic Development Director Honored Gilbert Office of Economic Development Director Dan Henderson, CEcD, was recently honored by the International Economic Development Council as the recipient of the 2024 Jeffrey A. Finkle Organizational Leadership Award in recognition of his exceptional leadership and dedication to economic development in his nearly two decades of advancing economic development efforts in Gilbert. gilbertedi.com
M Culinary Combats Food Waste
Following the recent WM Phoenix Open, M Culinary Concepts donated 30,764 pounds of unused food from the event — that would otherwise have rotted in landfills — to Waste Not, which distributed the food to more than 30 nonprofit organizations. mculinary.com wastenotaz.org
Babbo Italian Funds Pancreatic Cancer Research
At its recent fourth annual Baseball for Babbo Day of Giving as part of its ongoing campaign, Babbo Italian Eatery raised $203,501 to support pancreatic cancer research — giving 100% of restaurant profits to the Seena Magowitz Foundation, benefiting groundbreaking research at HonorHealth Research Institute. babboitalian.com seenamagowitzfoundation.org honorhealth.com/company/research-institute
Holtzman Vogel Expands Arizona’s Legal Landscape
As a leading national political, regulatory and litigation law firm, Holtzman Vogel is committed to counseling clients on the ever-changing complexities of election law, government compliance, commercial litigation and more. To meet the growing demand for legal expertise in these areas, we are expanding our Arizona practice and office.
With Arizona increasingly viewed as a battleground in both local and national elections, issues such as voter eligibility, election integrity and political strategy have never been more pressing. Our expanded Arizona team is well-equipped to provide timely, strategic counsel to candidates, political organizations and lobbyist groups as they navigate these evolving legal landscapes in preparation for upcoming elections.
In addition, our team has significant expertise in commercial litigation and constitutional law and has been active in antisemitism and anti-terrorism cases. Arizona has long been a champion of business
Desert Financial Funds 1 Darn Cool School
For children facing lengthy hospital stays, health recovery involves more than medicine. Addressing this, Phoenix Children’s created 1 Darn Cool School, a program that provides educational sessions in person, virtually and at various Phoenix Children’s locations, ensuring flexibility and accessibility for all patients.
The 1 Darn Cool School is fully funded by Desert Financial Foundation, Desert Financial Credit Union, its members and its employees. In 2024, Desert Financial committed to raising $5 million for 1 Darn Cool School in five years, by 2029. And earlier this year, Desert Financial Foundation and Desert Financial Credit Union announced a record-breaking $2.25 million donation. This singular donation brings Desert Financial nearly halfway to its $5 million goal after only one year. In addition to this historic donation, Desert Financial provided a special surprise for the program’s teachers: oversized “toolboxes” filled with technology, such as iPads, Kindles, VR headsets and STEAM classroom
interests, as demonstrated by recent efforts to strengthen its legal framework for handling commercial disputes. As the state’s political and legal environments continue to evolve, the need for specialized legal counsel in these areas is on the rise. We are uniquely positioned to guide clients through complex litigation, defend against hate-driven activities, and address constitutional law matters that will shape Arizona’s future.
In response to these growing needs, we have expanded our team, tripling our footprint in Arizona. Last month, we moved into a new 10,000-square-foot office in the Esplanade in the Biltmore area of Phoenix, providing a collaborative space to meet client needs and support our dynamic team.
Holtzman Vogel is proud to continue playing a pivotal role in shaping Arizona’s legal landscape as we work on cases that define the state’s future. —Andrew Gould, partner at Holtzman Vogel (www.holtzmanvogel.com) in the Arizona office
kits. These resources were selected based on teacher requests to support hospitalized students’ success.
Last year, 1 Darn Cool School supported more than 2,100 students, providing a sense of normalcy and continuity amid medical challenges. The fully accredited K–12 school, staffed by seven full-time master’s level teachers, provides children hospitalized for five days or more with bedside education to ensure they stay on track academically while facing chronic illnesses or life-changing injuries.
Ongoing support for 1 Darn Cool School from Desert Financial now totals more than $13.2 million over the past 28 years. This remarkable partnership reflects the credit union’s deep commitment to education and its mission to share success with the Arizona community.
—Mike Hunter
desertfinancial.com phoenixChildren’s.org
Arizona’s Build-to-Rent Boom
14,000 new homes underway statewide as Arizona holds second place nationwide by Alexandra Ciuntu
The build-to-rent (BTR) market is transforming housing across the U.S., with more than 110,700 single-family homes under construction, spread across more than 600 communities. As demand for rental homes increases, Arizona has emerged as a standout player, second only to Texas. With nearly 14,000 new single-family rentals underway, the state is reshaping its housing options.
Once completed, these projects will boost Arizona’s BTR inventory by 76.3%, providing much-needed rental homes for its growing population. Arizona’s affordability, job market and available land make it a prime destination for developers and renters alike, with strong additions coming from both metropolitan hubs and smaller cities.
PHOENIX METRO: LEADING ARIZONA’S BTR GROWTH
The Phoenix-Mesa-Chandler metro is the driving force behind Arizona’s BTR boom, with 13,100-plus units under construction — more than most entire U.S. states. Local real estate developers are working on large communities like The Canopy at Sundance and Village at Bronco Trail, each featuring more than 350 homes. For comparison, Tucson has 659 house rentals and Flagstaff 200 units currently in development.
Phoenix Metro: Top Cities for New Single-Family Rentals
SMALLER CITIES WITH BIGGEST GROWTHS
While the city of Phoenix is leading in net numbers, several smaller cities are driving growth percentages. Casa Grande is experiencing a 600% surge in BTR supply, with 700 new homes for rent underway. Buckeye, with close to 1,900 units under construction, ranks 4th nationwide in BTR development and will boost its local inventory by 332%. Meanwhile, Surprise, Goodyear, and Queen Creek are each adding around 1,000 single-family houses, while other cities like Tucson, Chandler and Gilbert have about 100–200 rental units in the pipeline.
Apache Junction and Queen Creek are also seeing major percentage increases, with plans to more than double their rental supply as construction progresses. Together, these cities are reshaping the rental landscape by providing a mix of large-scale developments and localized expansions to meet the rising demand.
With its expansive development pipeline, affordable land and renter-friendly amenities, Arizona is a key state for buildto-rent communities, offering more options to the growing housing demand.
Percentage increase in the rental inventory once all units under construction are completed
About the Analysis
This analysis was performed by Point2Homes using data as of January 2025 provided by our sister company, Yardi Matrix. The data includes only properties defined as single-family homes for rent that are located in build-to-rent communities containing at least 50 single-family rental units.
Single-family rentals under construction represent units in buildto-rent communities that are in various stages of the construction process, from permitted units to units that are just waiting for a certificate of occupancy.
holds a B.A. in Language and an M.A. in Journalism and Cultural Studies. With more than five years of experience in covering and interpreting housing market trends, she has written extensively on various real estate topics, including renter demographic shifts, residential development, the dynamics of house rentals, market reports and industry news. point2homes.com
Alexandra Ciuntu is a senior real estate writer for Point2Homes. She
As demand for rental homes increases, Arizona has emerged as a standout player in the build-to-rent market, second only to Texas.
Overcoming Challenges through Innovation
V&P’s success has been driven by the Vlachos’s ability to stay ahead of industry challenges. Their collaborations with large developers have required them to balance environmental responsibility with urban expansion. The partnership with Howard Hughes Holdings and its community of Teravalis, which aims to build 100,000 homes in Buckeye over the next 50 years, required V&P to select plant species that are both visually striking and water conscious.
V&P is able to leverage its owners’ nearly five decades of experience to impact the aesthetic of a community of this magnitude by imparting their knowledge of desert plant life, microclimates and technology available to bring the aesthetic homeowners will want but creating a sustainable balance — a key to V&P’s past and future successes.
V&P Nurseries Leadership Rooted in Legacy
How Demetrios and Niko Vlachos Overcame Obstacles to Cultivate Success
by Brian O’Malley
For nearly five decades, V&P Nurseries has been shaped by the vision, resilience and determination of Demetrios and Niko Vlachos. Their leadership is a reflection of their history — one defined by hard work, perseverance and an unwavering commitment to growth. The surname “Vlachos” translates to “humble peasant farmer,” a fitting representation of how they have built their business from the ground up, overcoming obstacles and empowering those around them.
TURNING HARDSHIP INTO OPPORTUNITY
Demetrios’ journey to success was far from easy. He left Greece on a scholarship to study horticulture at Arizona State University with little more than his passion for plants and a desire to learn. Without a place to live, he found an unexpected lifeline in a fellow student whose father was the president of the Desert Botanical Garden. This connection allowed him to live and work at DBG, earning his keep while deepening his knowledge of desert horticulture. It was there that he played a pivotal role in bringing the Caesalpinia pulcherrima (Red Bird of Paradise) seed to Arizona — a plant that would later become the foundation of his business.
From these humble beginnings, V&P Nurseries was born in Demetrios’ backyard. His wife, Lydia, and their sons, Niko and Dion, helped him collect discarded coffee cans from local grocers to grow and sell Caesalpinia pulcherrima seedlings to local nurseries. As a teenager, Niko loaded their small red pickup truck after school, personally delivering their plants to local businesses. Their work was labor-intensive, but they remained undeterred.
After nearly a decade of relentless effort, the family was finally able to purchase a small plot of land near the Rio Salado Preserve in Phoenix. This allowed them to expand their operations, adding desert trees and shrubs and developing innovative hybrids designed to thrive in Arizona’s unique climate. Their expansion was not just a business decision; it was a testament to their ability to adapt, innovate and grow despite challenges.
A STRATEGIC APPROACH TO GROWTH
Demetrios’ expertise in horticulture laid the foundation, but it was Niko’s business acumen that turned V&P into a major industry player. With a degree in business from ASU, Niko secured V&P’s first major contract with K-Mart, an achievement that propelled them onto a national stage. He then forged relationships with Home Depot, Lowe’s and Costco, expanding their reach while remaining loyal to their initial customers — local nurseries and landscape professionals.
Throughout this growth, the Vlachos’ always prioritized
their process, the education and care of their employees, and the innovations and science necessary to meet the needs of their clientele to deliver products that can thrive in the desert settings that many of their clients operate in.
Today, V&P operates across 300 acres in Queen Creek and Chino Valley, employing more than 200 people. They have not only maintained strong relationships with local nurseries like Berridge, Whitfill and Harper but have also expanded into growing for large-scale developments such as Teravalis in Buckeye, a 37,000-acre master-planned community by Howard Hughes Holdings.
A LEGACY OF LEADERSHIP AND GIVING BACK
At the heart of V&P’s success is a philosophy of long-term leadership and investment in people. The “P” in V&P honors Pablo, Demetrios’ oldest colleague and best friend, who played a key role in sourcing their first Caesalpinia pulcherrima seeds. Their friendship, spanning more than 65 years, embodies the deep relationships that have sustained V&P through the decades.
Beyond business, education and mentorship have remained central to the company’s mission. V&P maintains a strong relationship with ASU, donating proceeds from the Tecoma ‘Sparky’ to fund ASU’s landscape architecture program. The company also sponsors a private scholarship, allowing two Masters in Landscape Architecture students to present innovative, sustainable concepts at Demetrios’ alma mater, The American Farm School in Greece. Through these initiatives, the Vlachos’ are cultivating the next generation of horticulturists and environmental stewards.
SUSTAINING THE FUTURE WHILE HONORING THE PAST
Now 89 years old, Demetrios remains actively involved in the nursery, walking briskly through the fields each day, often outpacing his employees. His leadership, resilience and dedication continue to set the standard for excellence.
As Demetrios and Niko look toward the future, sustainability and ethical business practices remain top priorities. For them, sustainability is not just about water conservation, efficient labor or operational best practices — it is about creating an environment where people and plants can thrive together. Through determination, innovation, and a commitment to excellence, Demetrios and Niko Vlachos have not only built a successful business but have also fostered a legacy of leadership — one that continues to shape the future of horticulture and sustainable development across the Southwest.
V&P Nurseries vpnurseries.com
Demetrios Vlachos is the person who brought Caesalpinia pulcherrima seed (Red Bird of Paradise) to Arizona and made it the mainstay in landscapes that it is today.
Adaptive Reuse – Creating Jobs and Saving History One Old Building at a Time
As an entrepreneur, niche general contractor and real estate developer, I have spent my 27-year career applying adaptive reuse not just as a design philosophy, but as an economic and cultural catalyst. Simply owning an old or historic building does not preserve it — its survival depends on meaningful reintegration into the community in ways that resonate with the community’s needs while honoring its past.
Adaptive reuse transforms underutilized, neglected or historic structures into dynamic, revenue-generating assets that create jobs, economic growth and neighborhood revitalization. These projects do more than restore buildings; they reignite activity, eliminate blight and encourage further investment, setting the stage for broader urban renewal. More than a construction and development strategy, adaptive reuse is a commitment to preservation through progress—ensuring that yesterday’s structures serve today’s purposes while safeguarding their architectural and cultural significance.
A historic building holds stories within its walls and will speak to us if we know how to listen, offering insights into the past that shape our understanding of the present and inform our vision for the future. The process of restoring these structures is never straightforward. Every project is an exercise in discovery — a mix of hidden challenges and unexpected finds. Our scope evolves as we contend with murals behind walls, sinkholes, engineering challenges, unforeseen structural hurdles, failed infrastructure, zoning requirements, historical building constraints and so on.
I’ve worked on spaces that once housed produce warehouses, textile mills, funeral homes, churches, schools and manufacturing plants, to name just a few — each with a distinct narrative shaped by the work done and the people who labored there. Rather than stripping these places of their identity, we strive to reclaim materials and preserve original details, weaving the past into
the future through thoughtful design. By repurposing architectural elements — be it aged wood, steel beams or industrial fixtures — we create authentic spaces connected to their history.
Every adaptive reuse project expresses itself in meaningful ways and offers a glimpse of the history of Phoenix and its people, as the examples on this page attest.
My passion and success in revitalizing Phoenix’s historic buildings demonstrates that historical preservation and economic viability are not mutually exclusive but inexorably linked. As a resident of Phoenix, a neighbor, a parent, a minority business owner, I want our community to be a locally focused, culturally vibrant community. Through adaptive reuse, I will continue to create jobs whilst saving the history of Phoenix one old building at a time.
—Heather Lennon, owner and CEO of Imagine General Contracting & Development (imaginedevelops.com)
BOH Building, Downtown Phoenix, Undergoes Adaptive Reuse
Built in the early 1950s, this 5,000-square-foot, all-metal, dilapidated, underutilized and blighted structure in an underserved community had seen better days. Through adaptive reuse, the building was transformed into a kosher catering kitchen for the largest caterer in the Southwest. This new life provides a much-needed resource for residents and visitors, generates jobs and serves as a catalyst for revitalization in the area. —Heather Lennon
Merryman Funeral Home, Roosevelt Row Arts District, Undergoes Adaptive Reuse
Built in 1937, this building at 817 N. 1st Street served as the final location for Merryman Funeral Home, built and owned by a woman, Holland Merryman. The two-year adaptive reuse process created a space reborn as Sin Muerte restaurant and now with a new tenant concept to be announced soon, plus plans for a rooftop speakeasy that will further enrich the arts district. —Heather Lennon
More than a construction and development strategy, adaptive reuse is a commitment to preservation through progress—ensuring that yesterday’s structures serve today’s purposes while safeguarding their architectural and cultural significance
Heather Lennon sitting on a table made of the Phoenix Suns court from the 1990s
As regional vice president at Phoenix-based LGE Design Build, Grant Blunt has spent more than nine years driving operational excellence, streamlining processes and fostering strong relationships with clients and subcontractors to ensure the successful execution of complex projects. His leadership has played a pivotal role in enhancing efficiency, improving team collaboration and strengthening the company’s reputation as a premier design-build firm. lgedesignbuild.com
Addressing the Workforce Crisis in Construction
Timelines, safety and overall quality also at risk
by Grant Blunt
The construction industry faces a significant workforce shortage, with projections indicating a need for 454,000 additional workers in 2025. As skilled laborers exit the field faster than they can be replaced, the shortage threatens project timelines, safety and overall quality. Addressing this challenge requires a multi-faceted approach that includes innovative workforce strategies, collaborative engagement with subcontractors and the adoption of emerging technologies.
THE IMPACT OF THE WORKFORCE GAP
The aging workforce and the decreasing number of younger workers entering the trades have created a substantial skills gap. With only 9% of the workforce under 25, fewer individuals are pursuing careers in construction, leading to increased pressure on existing laborers. The workforce gap is straining productivity, driving up costs and extending timelines. Shortages also heighten safety risks, with audits revealing increased noncompliance issues — underscoring the need for experienced, well-trained labor to maintain industry standards.
LEVERAGING DESIGN-BUILD FOR EFFICIENCY
The design-build approach, which integrates design and construction under a single contract, offers a strategic solution to workforce shortages. By streamlining communication and fostering early collaboration, this model ensures potential issues are identified and addressed before they become costly problems. It also promotes a cohesive work environment where key stakeholders are aligned, optimizing scheduling and budget control from start to finish.
A key advantage of design-build is its early engagement with subcontractors. Unlike traditional design-bid-build projects, where subcontractors are often selected primarily based on the lowest bid, design-build prioritizes expertise and capacity, ensuring project expectations align with workforce availability. This approach reduces delays, improves quality and creates greater predictability in workforce management.
TECHNOLOGY AS A WORKFORCE SOLUTION
Technological advancements play a critical role in offsetting labor shortages. Robotics and AI-driven tools enhance efficiency in field construction, allowing tasks to be completed with fewer workers while maintaining safety and quality.
Robotic layout tools are revolutionizing the framing process, eliminating the need for additional manpower while increasing accuracy. AI-powered painting systems require just one individual to control operations, providing a faster and safer method. The integration of technology also makes the industry more appealing to younger generations who are drawn to tech-driven careers.
Beyond on-site applications, technology is also
transforming project management. AI-powered scheduling tools analyze BIM data to anticipate delays and optimize workforce allocation, while construction management software streamlines collaboration with features including document sharing, project tracking, resource management and more.
SUPPORTING AND RETAINING FIELD WORKERS
Improving jobsite conditions is key to retaining skilled labor. Many contractors and subcontractors are implementing measures such as providing shaded rest areas, climatecontrolled facilities and on-site meals to enhance worker comfort. These impactful efforts signal to tradespeople that their well-being is valued, helping to create a more sustainable and attractive work environment.
Recognizing and celebrating contributions is another essential step. While project milestones and industry awards often spotlight general contractors and owners, there is a growing call to acknowledge the men and women in the field who bring these projects to life. Industry events, groundbreaking ceremonies and award celebrations should increasingly include those whose work is instrumental to a project’s success.
Financial considerations play a major role in workforce sustainability. Subcontractors often face significant upfront costs and lengthy payment cycles, with some waiting up to 60 days to receive compensation. This financial strain can limit the ability of smaller subcontractors to take on additional work, further exacerbating labor shortages. Addressing these challenges — whether through more streamlined payment processes or financial support mechanisms — will be critical to ensuring subcontractors can continue to operate effectively and invest in workforce development.
CHANGING THE NARRATIVE TO SECURE THE FUTURE
Long-term solutions require a shift in how the industry approaches workforce development. Grassroots initiatives targeting high school and even junior high students are essential to building a pipeline of future construction professionals. Some subcontractors are already actively recruiting at high school career fairs, demonstrating that construction offers lucrative and stable career paths. Expanding partnerships with vocational programs and universities can also help bridge the gap between education and fieldwork.
The construction industry must evolve to meet growing demand, and tackling workforce shortages head-on will be critical to sustaining growth. Through strategic collaboration, technological innovation and improved workforce support, the industry can ensure a more resilient and efficient future.
The construction industry needs an estimated 454,000 additional workers in 2025 just to meet demand. With only 9% of the workforce under 25, firms are actively recruiting younger talent while also leveraging technology and enhancing jobsite conditions to attract and retain skilled workers.
Semiconductors, Data Centers and the Power Strain
Is Arizona ready for what’s next?
by Stephanie Quinn
Arizona is at the center of two of the biggest technological transformations of the decade: the semiconductor boom and the rapid rise of AI-driven data centers. Together, they are reshaping the state’s economy, infrastructure and energy grid.
Meta’s $1-billion data center in Mesa is one of the latest in a wave of large-scale facilities being built across the country to support AI and cloud computing. These data centers, filled with high-performance semiconductors, are essential to running the algorithms behind everything from ChatGPT to real-time analytics for businesses. But a looming challenge is becoming harder to ignore: power consumption.
The scale of power required for AI data centers is unprecedented. AI-driven applications alone are expected to account for 19% of total data center energy consumption by 2028. High-performance accelerator cards, like NVIDIA’s Blackwell GPUs, can consume up to 60 kilowatts per rack, placing immense strain on existing power infrastructure.
Semiconductor fabrication plants, like those run by TSMC and Intel, require vast amounts of energy and water for production. Meanwhile, data centers — though less waterintensive — run at high densities and require round-the-clock cooling. Arizona’s climate only intensifies the challenge, as the desert heat makes cooling systems work even harder.
This raises a critical question for Arizona, which is already experiencing rising energy demand: Will the state’s power grid keep up?
State utilities are taking notice. Arizona Public Service, Salt River Project and Tucson Electric Power recently announced they are exploring new nuclear energy generation to ensure long-term stability.
“Energy demand in Arizona is increasing rapidly,” says Ted Geisler, president of APS. “To ensure a reliable and affordable electric supply for our customers, we are committed to maintaining a diverse energy mix. While new nuclear generation would take more than a decade to develop, the planning and exploration of options must begin now.”
The challenge is balancing rapid industrial growth with sustainability. Companies like Meta have pledged to power their facilities with 100% renewable energy, partnering with SRP on three projects totaling 450 megawatts of clean power. But experts warn that solar and wind alone won’t be enough to support the surging demand from AI and semiconductor manufacturing.
Currently, traditional horizontal power delivery systems create inefficiencies, leading to wasted heat and power loss. Saras Micro Devices’ STILE (Saras Tile) technology integrates power components directly into chip substrates, reducing energy dissipation and improving efficiency.
What does this mean for data centers? Less power loss, lower cooling requirements, and the ability to scale AI workloads without massive infrastructure upgrades.
Power requirements for high-performance computing will continue to rise, and traditional power architectures aren’t keeping up. So, the hope is optimizing power efficiency at the chip level will make a significant impact on reducing overall energy consumption.
Arizona’s economic future is tied to these technological shifts. While the semiconductor boom and data center expansion bring high-paying jobs, infrastructure investment and long-term economic benefits, they also come with complex challenges:
Energy Grid Resilience — Can Arizona expand its power generation fast enough to support growing industrial demand without causing instability or price spikes?
Workforce Development — While semiconductor fabs create thousands of jobs, AI data centers are highly automated. What will the long-term job impact be?
Renewable Energy vs. Demand Growth — Meta, TSMC and Intel have made sustainability commitments, but will the state’s renewable energy infrastructure grow fast enough to meet the need?
With the U.S. semiconductor market expected to reach $697 billion by 2025, Arizona stands at the intersection of technological progress and industrial responsibility. Semiconductors power AI. AI fuels the need for more data centers. And data centers push the limits of energy infrastructure. As this cycle continues, Arizona must find the balance between growth and sustainability. DON’T MISS OUT! Get a year of In Business Magazine Subscribe now at inbusinessphx.com
While utilities race to expand capacity, semiconductor companies are also working to make data centers and chip manufacturing more energy efficient. One of Arizona’s own, Saras Micro Devices, has a new approach to power delivery that could change how energy is managed inside these facilities.
With the U.S. semiconductor market expected to reach $697 billion by 2025, Arizona stands at the intersection of technological progress and industrial responsibility.
In Arizona, innovation is everywhere. The Arizona Commerce Authority is proud to support startups at all stages through a comprehensive suite of programs and partners. The Arizona Innovation Challenge, Venture Scale, Venture Raise, Venture Start and Plug and Play accelerateAZ connect founders to mentors, partners, investors and other capital to grow their ventures.
Learn more about how Arizona prioritizes innovation at azcommerce.com/start-up.
EMD’s Latest Arizona Semiconductor Investment
EMD Electronics invested in advanced 300mm tooling and enhancing its capabilities in Flowable Chemical Vapor Deposition (FCVD) technology at its Tempe R&D lab in Arizona. This strengthens the company’s dielectrics platform within the Thin Films business, aiming to meet the increasing gap-filling demands in logic, memory and packaging sectors for their customers and partners.
For EMD Electronics, the investment is about more than just keeping pace — it’s about setting the standard. “With this investment, EMD Electronics is proud to be the only materials company in the industry offering a full spectrum of process technologies, including Spin-On Dielectrics (SOD), Atomic Layer Deposition (ALD), and now FCVD,” says Surésh Rajaraman, EVP and head of the Thin Film Business Unit.
FCVD might not be a household term, but its impact is everywhere. The process deposits a dielectric film in a liquid-like state, allowing it to flow into microscopic gaps on a semiconductor wafer. The result? More reliable chips with fewer defects — critical as devices shrink and processing power grows.
For consumers, this means faster processors, better memory storage and longer battery life. This results in fewer system crashes, better performance and improved AI-powered applications like voice assistants and real-time translation.
Having next-generation deposition technology available domestically reduces reliance on overseas suppliers, strengthening U.S. semiconductor independence and supply chain resilience. It also expands opportunities for collaboration with universities and research institutions, training the next wave of engineers and pushing the boundaries of chip design.
From the chips in smartphones to the processors powering AI and autonomous vehicles, FCVD is helping shape the future of technology. And with this latest investment, Arizona is once again proving that the semiconductor industry doesn’t just run through the state — it thrives here.
—Stephanie Quinn emdgroup.com
What the President’s Speech Means for Arizona’s Semiconductor Future
The skyline of Arizona’s semiconductor industry is changing — again. President Trump took to the stage before Congress, hailing the investment as a game-changer for American chipmaking. Although his speech had plenty of headline moments, one of the biggest takeaways for Arizona was Taiwan Semiconductor Manufacturing Co.’s massive new investment in Phoenix. This move could reshape the state’s role in global chipmaking.
TSMC’s decision to double its Arizona investment to $165 billion marks a turning point. The company will build three new fabrication plants, two advanced packaging facilities and a research and design center, making it the largest single foreign direct investment in U.S. history. Trump called it a “game changer,” declaring that “the most powerful AI chips in the world will be made right here in America.”
But the announcement comes with questions. How much of TSMC’s most advanced technology will actually make its way to Arizona? For now, the most cutting-edge chips — 2nm and beyond — will remain in Taiwan. A delicate balance is in play: Taiwan wants to protect its “silicon shield” while the U.S. wants to secure domestic chip production to avoid overreliance on foreign suppliers.
The aggressive trade stance also adds another layer of uncertainty. Proposed tariffs are between 25% and 100% on imported chips. Trump’s argument? Force companies to manufacture in the U.S. rather than importing chips.
For Arizona, that is a double-edged sword.
• Upside: Tariffs might encourage more foreign investment to make its way into Arizona as companies look for ways to avoid fees on imports.
• Downside: Semiconductor manufacturing depends on international supply chains — from initial materials to high-tech machinery. Higher tariffs could drive up production costs for companies such as TSMC and Intel, making fabs in Arizona potentially less competitive.
Industry analysts are already questioning whether TSMC’s Arizona fabs will remain costeffective in a trade-war environment.
Then there’s the CHIPS Act — the very legislation that helped bring TSMC to Arizona in the first place. Despite celebrating TSMC’s investment, Trump used his speech to attack the CHIPS and Science Act — the $39-billion federal program designed to boost semiconductor
manufacturing in the U.S. Trump dismissed it as “a horrible, horrible thing” and suggested scrapping it altogether. But TSMC’s expansion likely depends on those federal subsidies, particularly the 25% manufacturing tax credit. Intel, which also has major fabs in Chandler, is set to receive billions in CHIPS funding as well. If funding gets cut, it could force companies to rethink their plans.
WHAT COMES NEXT? THE KEY TAKEAWAYS
1. Will Arizona fabs ever lead in advanced chipmaking?
• If TSMC eventually produces 2nm and 1.6nm chips in Arizona, the state could become a global leader in high-tech semiconductor manufacturing.
• If Taiwan keeps its most advanced technology at home, Arizona’s fabs may play a secondary role.
2. How will tariffs reshape Arizona’s chip industry?
• Higher tariffs could bring more investment into U.S.-based fabs.
• But they could also increase costs for Arizona’s semiconductor plants, making them less competitive.
3. What happens if the CHIPS Act is repealed?
• Intel, TSMC and other Arizona-based manufacturers could lose billions in funding.
• Without government incentives, semiconductor companies may slow expansion plans in Arizona.
Ultimately, the challenge lies in balancing the need for strategic investment with the urgency of addressing national debt. The President’s speech made it clear that Arizona will play a pivotal role in shaping the future of U.S. semiconductor manufacturing, but rhetoric alone won’t secure its future. The only thing left to do is watch the next moves policymakers, industry leaders and companies make and adjust accordingly.
Stephanie Quinn
Industry analysts are already questioning whether TSMC's Arizona fabs will remain cost-effective in a trade-war environment.
Office Design Enhances Holistic Dental Experience
Swiss Biologic Dentistry has created an office environment that syncs with its innovative, holistic approach to dental care, which combines cuttingedge dental science with a commitment to overall health and patient well-being.
While the fundamental principles of dental health remain, the practice goes above and beyond with a range of treatments and materials that actively promote wellness and prevent future health complications.
“Our goal is to minimize the work done and to preserve as much tooth structure as possible,” says Matt Ellingson, CEO. “We cannot regrow your teeth (yet), no matter what crazy ad you see on YouTube or Facebook claiming otherwise. So, another way we’re different is by recommending an onlay versus a crown where possible. An onlay preserves much more tooth structure, but other offices don’t usually recommend them because a crown is easier and more lucrative to do.”
Other services that highlight the office’s unique approach include the use of bio-inert ceramics to craft all restorations, providing a natural alternative to traditional metal implants, and platelet-rich fibrin, which, by utilizing a patient’s own biological healing scaffolding, promotes faster healing without the use of foreign substances.
Continuing this holistic approach in its office design, Swiss Biologic Dentistry’s remodeled office is more than just a dental clinic — it is a sanctuary where patients can relax, recharge and experience truly transformative care. Each treatment room offers peaceful views of the tranquil courtyard, providing an added layer of comfort and privacy during dental visits.
Swiss Biologic Dentistry continues to evolve, with plans to introduce new, non-invasive treatments like pinhole surgery and microneedling in the near future. —Mike Hunter swissbiologic.com
DEI Under Fire: What the Backlash Could Mean for Rehab Therapy in Arizona
Over the past several months, diversity, equity and inclusion efforts have encountered an undeniable plummet across multiple industries, including healthcare. With federal funding cuts and policy rollbacks taking hold, many organizations — including some here in Arizona — are pulling back from these initiatives, leaving a noticeable void in efforts to improve accessibility and healthcare equity.
For those of us in physical therapy, this shift is alarming. The Valley is already battling an increasingly severe provider shortage, growing patient wait times, declining applications to doctor of physical therapy (DPT) programs and the challenges of expanding patient access to care. But here’s the real question we should ask ourselves: Do we fully understand why rehab therapists committed to DEI efforts so wholeheartedly?
THE PT INDUSTRY’S PERSISTENT DIVERSITY CHALLENGE
The physical therapy profession has long positioned DEI as a means to address disparities in both workforce representation and patient access to care. Representation isn’t just about appearances — it has tangible benefits for patients. When patients receive treatment from providers who share their cultural background or who understand their socioeconomic experiences, outcomes improve Research demonstrates that diverse healthcare teams enhance patient satisfaction and overall quality of care.
The PT profession continues to struggle with diversity. The most recent data emphasizes this point: As of 2024, the PT workforce is overwhelmingly white (81%), while Asian professionals make up 11% of the workforce. Black (3.7%) and Hispanic/Latino (4.6%) physical therapists remain significantly underrepresented compared to their presence in the broader U.S. population.
THE COMPOUNDING EFFECT OF THE GROWING PT SHORTAGE
On top of diversity concerns, the PT industry faces another crisis: an increasing shortage of providers. As demand for physical therapy surges due to an aging population, rising levels of chronic conditions and increased interest in holistic healthcare, our profession isn’t expanding at a pace that keeps up. Take regional clinics, hospitals and rehab
facilities: Like so many others around the country, they are struggling to hire and retain qualified PTs, diminishing the quality of care patients receive.
Longer wait times, overworked therapists and reduced access to care are becoming more common. Without a robust and diverse talent pipeline, this shortage will only worsen.
ARIZONA’S UNIQUE PT WORKFORCE CHALLENGE
The shortage is particularly concerning here in Arizona, with rural and underserved communities especially affected. With a population of 7.582 million residents as of 2024, there are only 4,490 licensed physical therapists who serve the entire state. That equates to just one PT for every 1,689 residents — far below what we need to ensure timely, high-quality care.
THE MALLEABLE FUTURE OF DEI IN PHYSICAL THERAPY
DEI efforts in physical therapy are practical, results-driven solutions to industry-wide challenges. Investing in mentorship programs, scholarships and outreach efforts accomplishes much more than checking a box. These efforts bring in talented, qualified individuals who may not have previously considered this career path.
I founded Rizing Tide in 2019 to address these very issues head-on. As a physical therapist, clinic director and technology leader in this industry for close to 30 years, I’ve seen firsthand the barriers that face aspiring PTs from underrepresented backgrounds. Through Rizing Tide, we provide scholarships, mentorship opportunities and a strong supportive community to ensure that talented individuals — regardless of background — can access the resources they need to succeed. We’re working to build a future where physical therapy is more accessible and representative of the patients we serve. Because in the end, a stronger, more inclusive PT workforce benefits us all, in Arizona and beyond. —Dr. Heidi Jannenga, co-founder and chief clinical officer of WebPT (www.webpt.com) and founder and CEO of Rizing Tide (rizing-tide.com)
Photo courtesy of Swiss Biologic Dentistry (right)
IS WHAT GIVES US PURPOSE HONOR
Why Businesses Must Own Their CRM in an AI-Driven World
As AI redefines industries, businesses relying on third-party CRM solutions risk falling behind. It’s become a necessity for companies to remain ahead of the game with custom-built, in-house CRM platforms to achieve efficiency, scalability and stronger client relationships. Recently, 72SOLD agents underwent rigorous beta testing to develop the company’s own CRM platform, Lead Vision Pro (LVP). LVP is tailored to the unique workflows of real estate professionals.
The importance of owning proprietary CRM technology goes beyond convenience. Businesses that build their own platforms can integrate AI-driven automation, refine workflows based on real-time user feedback, and maintain full control over their most valuable asset: data.
When developing any new tool, incorporating direct feedback from beta testers and industry experts to streamline operations and accelerate success is essential. Building a custom CRM isn’t just about convenience; it’s about creating a tool tailored to the business’s unique needs, workflows and goals. It streamlines operations. Tailoring it within specific needs in the business’s own industry helps increase productivity.
Consider the systems in place that need the most automation — no matter what the industry. Is a seamless integration that syncs with Google Calendar and Microsoft 365 for real-time scheduling important? How about customizable templates that simplify follow-ups and lead nurturing, saving valuable time? For agents in real estate, personalized lead tagging allows for more targeted and effective communication. Integrating websites on housing stats and real time property data directly within the platform allow our agents to work smarter.
Having an internal CRM also allows a company flexibility to refine and expand its capabilities based on agent feedback. Future enhancements can also easily be developed when the company has a hand in creating its own platform. By investing in purpose-built CRM, companies can ensure their technology aligns with their processes — rather than forcing their processes to fit someone else’s software. —Craig Pozen, chief technology officer at 72SOLD (72sold.com)
Is Your Supply Chain Evolving?
4 Reasons AI Tools Are Essential for an Uncertain Future
The global positioning system revolutionized transportation for every person and every business. What once seemed impossible in terms of effortlessly navigating from point A to point B was now well within reach.
Not surprisingly, the world took full advantage. Demand for services skyrocketed, and transportation grew increasingly complex. Today, mega corporations deliver billions of packages every year with next-day service, and hopelessly complicated “spaghetti junctions” around the world make getting lost a still-very-real possibility for modern drivers. How does GPS keep up? By continuously evolving, launching new satellites as recently as last year.
Supply chain logistics are facing similar challenges with tariff-induced uncertainties looming on the horizon. In 2023, more than 90% of industry professionals reported problems with their supply chain footprint. Meanwhile, nearly every executive has been looking to reevaluate their supply chain management since the COVID pandemic. This comes as no surprise when one considers the fact that supply chain disruptions can cost larger organizations up to $82 million per year
The only solution is to keep evolving. Much like GPS technology rose to meet the demands of its absolutely essential future, supply chain professionals must harness the power of artificial intelligence in order to fully optimize and persistently monitor each area of logistics. In fact, there are four well-defined reasons AI tools are essential for the uncertain future of supply chain management.
1. They never stop evaluating risk. In a traditional sense, end-to-end supply chain visibility is extremely difficult to accomplish. That’s likely why only around 6% of companies actually achieve it. However, with help from the latest AI assessment tools, organizations can constantly scrutinize their entire network for all areas of risk, including cyber threats, sanctions, modern slavery and payment times reporting systems (PTRS). These evaluations never stop running, and they are precisely aligned to any pre-selected standards.
What the numbers say: Eighty-six percent of executives believe their organization needs to invest more technology into evaluating supply chain risk.
2. They solve the riddle of ‘good’ tail spending. An organization’s “maverick spend” is the result of many factors. That said, the majority of
those factors are confined to user error and a lack of centralization, both of which are directly refuted by AI integration. With the right guidance, the latest AI tools can reduce off-contract spending, centralize all of a company’s procurement, and immediately identify areas where rogue spending might benefit the bottom line.
What the numbers say: It’s estimated that tail spend accounts for an up to 16% loss in negotiated savings across all categories.
3. They rise to meet the latest regulatory standards. High-income countries are setting increasingly stringent standards for supply chain governance, and middle-income countries aren’t too far behind. On top of that, tariffs are injecting uncertainty into supply chains around the world. AI tools improve data quality and reporting procedures, which naturally prepares any company to hit a target that is not only increasingly small — but always on the move.
What the numbers say: Tariff concerns from the United States and abroad have already altered freight patterns and slowed down transportation metrics.
4. They easily rationalize and diversify vendors. Supplier rationalization and diversification tell a complicated story. According to a survey of chief procurement officers, companies are fairly split about whether to expand or to consolidate. However, the end goal in this post-pandemic world is always the same: less overreliance and greater geographical efficiencies. Whether it’s reshoring, near-shoring or highperforming consolidation, AI tools can unlock a more resilient supply chain network.
One statistic to remember: Only 8% of CPOs believe their companies are already thriving in the “new normal” of procurement operation.
Dave Curtis, chief technology officer at RobobAI (robobai.com), a global fintech organization leveraging AI tools and technology to help companies ethically transform their global supply chains
With a program that is currently revolutionizing the home selling process, 72SOLD was recognized in the Inc. 5000 list, the most prestigious ranking of the fastest-growing private companies in America. 72SOLD.com
arizona healthcare innovators 11
The leaders and their companies making healthcare great in Arizona by
Mike Hunter
It is so important to honor leaders in healthcare who are truly making a difference in Arizona for Arizonans. These individuals must be working to improve healthcare for Arizonans through innovation and forward-thinking efforts that will not only improve our health but may change healthcare overall.
We have selected the individuals and companies featured on the following pages as top healthcare leaders in our community. We believe this is important because it shows our business community that innovation in healthcare impacts Arizona’s economic picture through systems innovations, technology, services, access, research and wellness programs — making Arizonans healthier and the workplace a better place.
They each responded to our hard-hitting questions to help us present a picture of what we can expect at this time of flux on the subjects of innovations advanced by their organization, their effective management style and how their organization’s great future will impact us overall.
Their answers are intriguing, thoughtful and certainly inspiring as we move into this new world of healthcare in which we find ourselves.
Dr. Sherine Gabriel
Executive Vice President
Arizona State University – ASU Health
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
What stands out is not “an innovation” but innovation itself. When Michael Crow became the 16th president of ASU on July 1, 2002, he set out to create the New American University, a new model for public universities that is accessible, impactful and highly innovative. Innovation is at the core of everything we do at ASU. As a result, for the 10th year in a row, ASU has been selected as the most innovative university in the nation, according to U.S. News & World Report, ahead of MIT and Stanford. And ASU is repeatedly ranked No. 1, topping 20+ lists in the last three years alone.
When it comes to creating a new medical school, what that means is a commitment to producing graduates who are not only excellent doctors but also innovators in medicine, doctors with tools, skills and knowledge not typically available to them in medical schools, that allow them to innovate in order to improve health for all. In addition, because we understand that healthcare in the future will be increasingly multidisciplinary, it also means drawing upon every college and unit within ASU to play a role. In fact, we are not only leveraging every resource at ASU but also collaborating with external partners across sectors, and driving innovation in medicine through engineering, AI and technology. This kind of interdisciplinary, cross-sector teamwork is what ASU does best.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
My style of leadership is highly collaborative, and mission driven.
Since ASU Health was launched only about 1.5 years ago and improving health outcomes is a long-term goal, it is too early to show direct benefit to health outcomes in Arizona. It is worth noting, however, that every initiative within ASU Health is designed with a clear line of sight toward improving health outcomes and will be assessed with that design requirement in mind.
Q. What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
ASU Health is a groundbreaking approach to advancing health in higher education. It is a complex, coordinated multifaceted effort with a singular focus: improving health outcomes for Arizona and beyond. A healthier Arizona means people and families have access to the most reliable and up-to-date information to help them make better health decisions for themselves and their families; it means having access to affordable,
Name of Leader: Dr. Sherine Gabriel
Position of Leader: Executive Vice President
Organization Name: Arizona State University – ASU Health
high-quality care when its needed; and it means a healthier workforce, a workforce that is more consistently engaged and more productive with less absenteeism or presenteeism (people who suffer from poor health but still attend work, though with lower productivity).
Q: What is on the horizon for your organization?
ASU Health was born 1.5 years ago, the result of years of design thinking led by ASU President Michael Crow and guided by the goals set by the Arizona Board of Regents for Arizona’s three public universities. At ASU Health, we are moving on multiple fronts simultaneously. The news of the day is that we have launched a new Public Health School, the School of Technology for Public Health, and a new medical school, the School of Medicine and Advanced Medical Engineering. And we just announced the location of the new ASU Health headquarters, which will house both schools in Downtown Phoenix.
We are now moving through the accreditation process for ASU’s School of Medicine and Advanced Medical Engineering and recently hired its founding dean (Dr. Sarah H. Lisanby) with a first class of students expected in 2026. We also recently hired the founding dean of ASU’s new School of Technology for Public Health (Dr. Jyoti Pathak) with the first class of students expected in 2026. But ASU Health is more than two innovative new schools. We are also launching the ASU Health Observatory, which will drive medical innovation and detect, respond to and prevent emerging health threats. We will accelerate advances in health research, advance health literacy and grow our nursing and health programs.
And while our mission is to improve health outcomes for Arizona and beyond, these programs, taken together, will also provide jobs, attract investment and drive growth directly and indirectly to Arizona’s economy.
Main Local Office Address:
300 E. University Dr. Tempe AZ 85287
Phone: (602) 543-1680
Website: asuhealth.asu.edu
Number of offices in Greater Phoenix: 5
Year Established Locally: 1885
City Nationally Headquartered: Tempe, Arizona
Richard J. Gray, M.D.
CEO of Mayo Clinic in AZ and VP of Mayo Clinic
Mayo Clinic
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
Mayo Clinic is proud to be recognized as a leader in medical innovation, patient-centered care and cutting-edge research, continuously redefining healthcare excellence in the region.
Patients come to us seeking our Mayo Clinic Model of Care in which multidisciplinary teams work seamlessly together to address the most serious and complex medical conditions. They seek solutions that aren’t available anywhere else, and that is what drives our innovation culture.
To complement our world-class clinicians and scientists, we developed Mayo Clinic Platform, where safe, effective artificial intelligence models for healthcare can be created and validated and made available to all who can benefit from them. These models are already benefiting Arizonans as well as people around the globe whose healthcare providers are part of the Platform.
Additionally, we are expanding our research and innovation efforts through Discovery Oasis, a biotech innovation hub next to our Phoenix campus, where startups across the biosciences can collaborate with us and each other to find new treatments and cures for patients.
We’re building the future of healthcare, fueled by our relentless research and commitment to innovation to deliver groundbreaking treatments, enhance patient outcomes and inspire hope in those who need it most.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
My leadership style is deeply rooted in Mayo Clinic’s primary value: The needs of the patient come first. This guiding principle is the driving force behind everything we do, ensuring that we provide compassionate, patient-centered care. This manifests in our leadership styles — including mine — being centered on individual humility and selflessness combined with courage and confidence that our teams, together, can accomplish anything our patients need. This culture is what produces many of the most important aspects of Mayo Clinic care, such as unhurried exams; taking the time to truly listen to our patients’ concerns and goals; and developing new, innovative treatments to address the most challenging unmet medical needs.
This commitment to our patients is embodied at every level of our organization — from our dedicated employees and volunteers to our leaders. The impact of this patient-first focus is evident: Mayo Clinic in Arizona was named a top hospital in the world by Newsweek, earned our 25th consecutive Leapfrog “A” grade for patient safety, and was named to the national honor roll for the eighth consecutive year with national
Name of Leader: Richard J. Gray, M.D.
Position of Leader: CEO of Mayo Clinic in AZ and VP of Mayo Clinic
Organization Name: Mayo Clinic
rankings in 10 specialties by U.S. News & World Report.
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A healthy workforce and strong families are the foundation of Arizona’s long-term growth and prosperity. At Mayo Clinic, we are committed to delivering high-quality, whole-person care that empowers individuals to lead healthier, more fulfilling lives. When people have access to exceptional healthcare, they are more productive, engaged and better equipped to contribute to their workplaces and communities — driving both personal and economic wellbeing across the state.
In addition, healthy families are the foundation of stable, vibrant communities. With access to quality care and support, they experience better educational outcomes, expanded economic opportunities and an overall higher quality of life.
While Mayo Clinic remains deeply committed to the growth and success of our communities, we are also strategically expanding to meet the rising demand for care. Through intentional investments in both physical and digital infrastructure, we are ensuring continued access to exceptional, patient-centered healthcare for those with serious and complex conditions — now and in the future.
Q: What is on the horizon for your organization?
Mayo Clinic recently announced a historic $1.9 billion investment in the transformation and expansion of our Phoenix campus, called Bold. Forward. Unbound. in Arizona.
Bold. Forward. Unbound. in Arizona will increase clinical space on the Phoenix campus by nearly 60% and enable us to better serve the patients who need us most through innovative care concepts and integrated technologies. This growth will transform the way we deliver care, creating safer, more personalized and more convenient experiences for patients and staff. We will incorporate care neighborhoods to streamline the patient journey and foster a sense of belonging, and we will introduce a reimagined arrival experience with intuitive wayfinding to alleviate stress. This expansion will also feature new operating and procedural suites, additional imaging capabilities, more patient beds, expanded cancer cellular therapies and theranostics, and more.
The first phase of construction is anticipated to begin in late 2025, with the completion of all spaces by 2031. We have a comprehensive plan for adding thousands more staff over the next 10 years to support this expansion and the many more patients it will allow us to serve.
Main Local Office Address: 5777 E. Mayo Blvd. Phoenix, AZ 85054
Phone: (480) 342-2000
Website: www.mayoclinic.org
No. of Years with Org: 29
Number of offices in Greater Phoenix: 6
Year Established Locally: 1987
City Nationally Headquartered: Rochester, Minnesota
Michael D. Jones
President & CEO
Delta Dental of Arizona
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
At Delta Dental of Arizona, innovation isn’t just about new products, it’s about driving meaningful change that improves the health and well-being of Arizonans. For more than 50 years, we’ve been the trusted leader in dental benefits, but we’re not stopping there. With the addition of vision insurance and an innovative discount card program, we’re making comprehensive coverage more accessible than ever.
We’re also breaking down barriers between medical and dental care. After a successful pilot at Banner – University Medical Center Phoenix, the Hospital Oral Care and Periodontal Disease Education (HOPE) program expanded to 28 acute-care hospitals across six states. By collaborating with nurses and therapists, we’re helping patients establish critical oral health routines that support overall well-being, especially for seniors and those managing chronic conditions. Studies continue to show that Medical-Dental Integration (MDI) leads to better health outcomes, and we’re leading the way in making that a reality.
Beyond coverage, our commitment extends to underserved and uninsured communities. Since 2010, our Foundation has invested $20 million in oral health education, disease prevention and food assistance programs. At Delta Dental of Arizona, we don’t just insure people — we empower them to live healthier, happier lives.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
As a leader, setting the proper example is essential. By embodying our core values — integrity, service, collaboration, inclusion and care — I help foster a thriving, value-driven culture. My servant-leadership style focuses on empowering my employees to be their very best. I am a strong advocate for enhanced performance management and rewards systems, which provides everyone with clear, direct feedback and effective personal development.
Under my leadership over the last three years, Delta Dental of Arizona has consistently earned Healthy Arizona Worksites Program Platinum Awards and has been recognized among Arizona’s Healthiest Employers and the Valley’s Best Places to Work.
Supporting employee volunteerism is also a priority for me. Last year, employees volunteered 946 hours at 27 events, with 63% of our team actively participating in the community. This approach enhances employee engagement, strengthens our organizational culture and improves our service to patients and members.
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A healthy workforce is the foundation of a thriving economy, and at Delta Dental of Arizona, we believe that access to quality healthcare plays a pivotal role in Arizona’s long-term growth. When employees and families have access to comprehensive healthcare — including preventive dental, vision and wellness services — they are more productive, engaged and able to contribute to their communities. Investing in health today prevents costly medical issues in the future. Our specialized dental benefits for individuals with special healthcare needs combined with our community outreach programs ensure that even the most vulnerable populations receive essential care.
In 2024, we served more than 1.6 million members, helping Arizonans lead healthier lives, reducing absenteeism in the workplace and fostering a more resilient workforce. A state that prioritizes health is a state that attracts businesses, families and talent, driving economic prosperity, innovation and a brighter future for all Arizonans.
Q: What is on the horizon for your organization?
Over the next three years, Delta Dental of Arizona is focused on expanding our products and services to create a path to better health and wellness for Arizonans. We’re committed to increasing access to affordable benefits, launching new solutions that support whole-person health and strengthening brand awareness around our mission.
As a forward-thinking health and wellness company, we leverage science, data and technology to improve health outcomes and remove barriers to care. To support future growth, we’re expanding our workforce and enhancing our internal infrastructure.
We are also deepening our engagement with community partners and healthcare organizations to ensure equitable access to care. Plus, our work continues to bridge gaps in healthcare, advocating for stronger collaboration between medical, dental and vision providers to improve patient health holistically.
By evolving our services and expanding our impact, we’re helping businesses, families and individuals across Arizona lead healthier lives.
Name of Leader: Michael D. Jones
Position of Leader: President & CEO
Organization Name: Delta Dental of Arizona
No. of Years with Org: 3. 5
Year Established Locally: 1972
City Nationally Headquartered: Scottsdale, Arizona
Pam Kehaly
President & CEO
Blue Cross Blue Shield of Arizona
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
Arizonans deserve a health system that delivers more health for less money. That’s why AZ Blue is moving into care delivery with nine Prosano Health Advanced Primary Care Center locations. The 2024 results speak for themselves: Prosano members visit the ER 28% less frequently and are admitted to the hospital 15% less often than our non-Prosano commercial members. Cost savings translates to $130 per member per month and, on top of that, patients who receive care at Prosano Health give our providers a 95% net promoter score. Designing health solutions that simplify access to care, reduce administrative burdens and protect members from excessive costs is no small task, yet the health of our neighbors, families and people we love is at stake.
At AZ Blue, we are speeding up access to care. When members face a health scare or life-altering diagnosis, they need help getting answers and care faster. AZ Blue’s clinical rapid response team helps members navigate complexities, expedite pre-authorizations for diagnostic testing and accelerate access to care. Members can reach out 24/7 for personalized help.
We are making it easier for providers to care for members. Most medical providers practice within medical standards of care backed by research and science. Those providers do not need an insurance company to double check their work. We have developed a “Gold Card” program for physicians whose requests are frequently approved and have demonstrated care excellence. Providers who meet these criteria are given a “pass” on most prior authorization requirements.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
In my experience, leadership in the healthcare space begins with listening, understanding and compassion. Helping support and pay for care for two million members, while managing inside a dynamic environment with thousands of details and nuances, we have made the conscious choice to be a health solutions company with heart. It keeps our focus in the right place.
That focus reinforces how we define success. Our goals are directly tied to lifting community health through a performance model — when we elevate community health, every employee shares in that achievement through our incentive structure. This model reinforces a culture of accountability, engagement and purpose-driven leadership, attracting professionals who are empathetic, committed and invested in making a difference.
Name of Leader: Pam Kehaly
Position of Leader: President & CEO
Organization Name: Blue Cross Blue Shield of Arizona
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
We know that a strong workforce fuels productivity and economic growth. By investing in employee well-being, we help families stay healthy and support businesses in attracting and retaining talent. AZ Blue has consistently been recognized as a top employer nationally and locally because of our commitment to supporting our workforce. We encourage volunteerism, with our employees volunteering more than 13,000 hours in 2024 alone, and offer unique programs like Infants at Work, which allows parents to bring their baby to work until six months old.
We’ve long recognized that when families and businesses are healthy, Arizona thrives — and we continue building on that foundation.
Q: What is on the horizon for your organization?
At AZ Blue, we wake up and make a difference every day for Arizona. Our leadership team is committed to bringing smart thinking and health solutions to the healthcare table.
Affordability: We are tackling affordability from all angles: investing in solutions, working with policymakers, prioritizing preventive care and working with partners to remove financial barriers and make care easier.
Convenience: We are simplifying healthcare access by eliminating unnecessary processes. In the last few months alone, we removed hundreds of prior authorization requirements, speeding up care for 25,000 treatments. We continue to enhance digital tools, making it easier for members to find care, access services and get timely approvals.
Personalized: We are making healthcare more personal and accessible. Members can get faster support, whether navigating a health scare, managing ongoing care, or needing one-on-one guidance.
While progress is being made, we know there is more to accomplish. To our current and future members, employers, brokers and the provider community, this is our moment to do more. You have our commitment that the AZ Blue team is stepping up and stepping in to be part of the solution.
Main Local Office Address: 8220 N. 23rd Ave. Phoenix, AZ 85021
Phone: (602) 864-4100 Website: www.azblue.com
Number of offices in Greater Phoenix: 1
No. of Years with Org: 7
Year Established Locally: 1939
City Nationally Headquartered: Phoenix, Arizona
Todd LaPorte
Chief Executive Officer HonorHealth
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
HonorHealth is committed to advancing healthcare by delivering high-quality outcomes and expanding access through patient-centered, innovative solutions.
One of our most notable achievements is the HonorHealth Research Institute, where leading experts work together on advanced clinical trials leading to breakthrough treatments for patients in Arizona and around the globe. The Institute’s 20-year history of pioneering new therapies for cancer, cardiovascular disease and neurological disorders offers hope to those with limited options.
Most recently, the new Arizona State University School of Medical and Advanced Medical Engineering (SOMME) named HonorHealth its Primary Clinical Affiliate. Together, we will educate and train medical professionals to integrate medicine, engineering and humanities, using AI, virtual reality and data science to transform and enhance compassionate care.
Our new simulation center, in collaboration with CDW, is testing emerging sensor technology and impressive applications for hospital use, while our partnership with Qventus leverages AI and automated tools to enhance the effectiveness and efficiency of how patients flow through our hospitals.
HonorHealth and our strategic partnerships continue to pioneer new ways to improve patient experience and positive outcomes. We’re not just treating conditions — we’re transforming lives.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
My leadership philosophy is defined by two concepts: appreciate the unique gifts of every member of our team and no one style of leadership fits every situation. Both take extra time and judgment, but they’re essential for building a strong, adaptable team.
I helped lead the integration of two organizations, each with its own unique culture and processes, into what is now HonorHealth. This merger positioned us to better serve our existing patients and expand into new communities that were at risk for being underserved.
When the pandemic hit, I was challenged to lead through a crisis that brought daily, unpredictable challenges. While every team member rose to the occasion, an all-together mindset kept us moving forward through years of uncertainty.
Strong leadership in healthcare means listening, adapting and always putting patients first. I’ve seen how fostering a culture of innovation, collaboration and compassion helps us all to succeed
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A healthy workforce is the foundation of a vibrant community. When
Name of Leader: Todd LaPorte
Position of Leader: Chief Executive Officer Organization Name: HonorHealth
people have access to quality care, data shows they’re more productive, engaged and able to contribute in positive ways to their communities and workplaces.
We recognize that healthcare is more than just treating illness. It’s about promoting whole person well-being and addressing social determinants of health. Through initiatives like our Blue Zones community project, which promotes evolving the environments where we live, work and play to make healthy choices easier; our Desert Mission food bank, which addresses food insecurity; and a host of other programs, we strive to build a healthier future for Arizonans.
With nearly 17,000 team members, our commitment, courage and hard work make a real difference every day. Their service not only improves people’s health by the traditional definition, but it strengthens Arizona’s economic vibrancy and allows people to live longer, better lives.
Q: What is on the horizon for your organization?
We are expanding our footprint and advancing healthcare innovation to better serve Arizona’s growing communities.
We are implementing strategies to address the nationwide shortage of medical professionals, not just for physicians through the ASU SOMME, but across the board for all roles.
We’re revitalizing recently acquired East Valley facilities, that were at risk after their previous owner’s bankruptcy, to provide high-quality, accessible care to more Arizonans
Valley-wide, we have at least a dozen projects underway to enhance clinical programs, expand into underserved and growing areas, and create more convenient access points for care.
We’re also adopting high-reliability best practices to strengthen our processes and outcomes, while rolling out a new ERP system to improve efficiency in our non-clinical functions. All of this leads to making healthcare more affordable.
While healthcare faces challenges nationwide, our team stays focused on what we can control: making a real difference in our community, one patient at a time.
Phone: (623) 580-5800
Website: www.honorhealth.com
Number of offices in Greater Phoenix: 230+
No. of Years with Org: 24
Year Established Locally: 1927
City Nationally Headquartered: Scottsdale, Arizona
Jessyca Leach
Chief Executive Officer
Prisma Community Care
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
Prisma Community Care is dedicated to ensuring that every Arizonan has access to affirming, high-quality healthcare that respects their unique needs and lived experiences. We are pioneers in delivering integrated, patient-centered care that combines medical, behavioral health and preventive services into a seamless and equitable model. Our approach prioritizes accessibility, inclusivity and comprehensive treatment, ensuring that no one is left behind.
A key innovation is our commitment to culturally reactive care, ensuring that healthcare is both accessible and affirming for historically underserved communities, including LGBTQ+ individuals, people of color and those experiencing economic hardship. By embedding social determinants of health into our service model, we go beyond traditional healthcare by addressing housing stability, nutrition and mental health as integral parts of overall wellness.
Through deep partnerships with local communities and organizations, we are expanding access to equitable, affirming care where it is needed most. By continuously evolving our integrated care framework, we are breaking down barriers to healthcare access and championing a model that prioritizes dignity, equity and long-term health for all Arizonans.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
My leadership philosophy is rooted in collaboration, inclusivity and accountability. I believe that representation matters at every level of an organization, which is why Prisma Community Care prioritizes hiring individuals from the communities we serve. By ensuring that our staff and board members reflect the diverse populations we support, we create an environment where patients feel seen, heard and understood.
This intentional approach to representation has led to the development of culturally competent care strategies tailored to the unique needs of our patients. Our community-driven leadership structure allows us to identify and address barriers to healthcare more effectively, ensuring that services are accessible, affirming and responsive. By integrating lived experiences into our decision-making processes, we continue to foster trust, engagement and better health outcomes for Arizona’s most vulnerable populations.
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A thriving workforce begins with a healthy community. When Arizona’s workforce and families have access to quality healthcare, the state benefits from increased productivity, reduced absenteeism and stronger economic
growth. Good health enables individuals to perform at their highest potential, contributing to innovation and long-term sustainability across industries.
At Prisma Community Care, we recognize the direct link between healthcare accessibility and workforce stability. By providing preventive care, mental health services and chronic disease management, we empower employees and families to lead healthier lives. This investment in community health not only enhances individual well-being but also reduces healthcare costs, alleviating the strain on businesses and the healthcare system.
A commitment to holistic healthcare solutions ultimately drives Arizona’s economic prosperity by fostering a resilient, engaged and high-performing workforce.
Q: What is on the horizon for your organization?
Prisma Community Care is committed to expanding access to equitable, affirming healthcare by strengthening partnerships with local communities and organizations. Through these collaborations, we ensure that underserved populations receive high-quality, comprehensive care tailored to their unique needs.
We are further integrating technology and data-driven approaches to enhance care coordination, allowing us to proactively address health disparities and improve patient outcomes. By refining our service model, we are removing barriers to care, increasing preventive health access and fostering long-term wellness within Arizona communities.
Prisma Community Care is continuously evolving our integrated care framework and remains committed to setting a new standard for patientcentered healthcare in Arizona.
Name of Leader: Jessyca
Leach
Position of Leader:
Chief Executive Officer
Organization Name: Prisma Community Care
Main Local Office Address: 1101 N. Central Ave., Suite 200 Phoenix, AZ 85004
Phone: (602) 595-8115
Website: prismacare.org
Number of offices in Greater Phoenix: 1
No. of Years with Org: 4.75
Year Established Locally: 1990
City Nationally Headquartered: Phoenix, Arizona
Stephen Macias
President &
CEO
Optum
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
Optum empowers us to determine locally the care we provide and where care is most needed.
I’m an Arizona native. I fondly remember cruising Metro Parkway as a teen. Over time, Metro Center became an area underserved by healthcare. I led the charge for Optum to become one of the first anchors of the new Metropolitan development on the former Metro Center site.
Last year, we realized an extraordinary achievement by opening our 32,000-square-foot flagship Optum – Metro Center Clinic on North Metro Parkway. It contains 42 primary and specialty care rooms, offers behavioral health services, has an on-site lab and X-ray and mammography services. We have plans to add more services soon. The clinic is next to the new Metro Parkway light rail stop. To ensure the clinic meets community needs, it accepts payment from private insurance providers and Medicaid and has a self-pay plan for uninsured patients.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
At Optum – Arizona, I lead with a hands-on, people-first approach. Believing strong leadership starts with listening, learning and engaging at every level, I make it a priority to visit our medical clinics, speak with frontline staff, and understand their challenges firsthand.
My leadership philosophy — and Optum’s — fosters a culture of collaboration, empowering team members at each level to innovate and problem-solve. As one colleague put it, “Stephen doesn’t dictate solutions — he collaborates, inspires, and brings out the best in us.” That’s the leadership style I strive for — one that drives results by valuing and investing in people.
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
At Optum, we believe a healthy workforce is the foundation of Arizona’s growth. By prioritizing preventive care, we help Arizonans stay healthy, productive and engaged in fueling Arizona’s economic vitality.
With our robust network of primary care physicians in neighborhoods where our members live and work, we provide access to care close to home. From traditional medical care to cardiac screenings, diabetes management and mental health services, our comprehensive approach reduces reliance on high-cost acute care, lowering healthcare expenses while improving long-term health outcomes.
Name of Leader: Stephen Macias
Position of Leader: President & CEO
Organization Name: Optum
Further, our six community centers support individuals age 55+ with free fitness, socialization and wellness programs, ensuring their longer and more fulfilling lives.
When workers are healthy, businesses thrive, communities prosper and Arizona continues to attract innovation and investment. At Optum – Arizona, we are committed to delivering value-based care that strengthens our workforce, sustains our economy, and ensures a healthier future for all.
A key Optum initiative that directly improved healthcare outcomes for Arizonans is our value-based care model. We focus on keeping people healthy — not just treating them when they are sick. By focusing on prevention over intervention and leveraging technology and care coordination, we’ve enhanced access, reduced hospital stays and improved patient outcomes.
Q: What is on the horizon for your organization?
At Optum – Arizona, we are committed to advancing the value-based care that defines us. Our future plans include continued innovation, collaboration and expansion — always to deliver the best outcomes for our patients. We will deepen our partnerships statewide to bring collaborative care to Arizona communities.
Our focus is growing beyond primary care and mental health services to include specialty care, with plans to integrate specialized physicians directly into our clinics. As we expand, we are prioritizing underserved areas across the state, ensuring more Arizonans have access to the care they deserve.
We are working to broaden our strong network of contracted providers, offering, for example, clinician access to our industry-leading electronic medical records system, a strong focus on Centers for Medicare & Medicaid Services (CMS) star ratings, and our rigorous provider mentoring program. Looking ahead, we will expand into employer groups and Medicaid, reinforcing our leadership in the industry.
Main Local Office Address: 20414 N. 27th Ave., Suite 500 Phoenix, AZ 85027
Phone: (623) 707-0843
Website: www.optum.com/az
Number of offices in Greater Phoenix: 34
No. of Years with Org: 3
Year Established Locally: 2012
City Nationally Headquartered: Eden Prairie, Minnesota
Robert L. Meyer
President
& CEO
Phoenix Children’s
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
As the only pediatric health system in Arizona, Phoenix Children’s is dedicated to consistently improving the care we provide and developing programs that positively impact the physical, social and emotional health of our patients.
Given that suicide is the second leading cause of death among youth aged 10–24, Phoenix Children’s launched a comprehensive Suicide Prevention Program. This initiative screens all children for suicide risk and utilizes Amazon Alexa technology for real-time intervention. Operating across all outpatient clinics, the program has conducted more than 72,000 suicide screenings since it launched, identifying more than 1,500 youth in need of intervention.
Every child who visits a Phoenix Children’s clinic — for any reason, from well-child checkups to minor injuries — receives a standardized mental health screening. If a child’s responses indicate mental or emotional distress, physicians use Amazon Echo Show devices, located in every clinic room, to immediately connect with a licensed therapist before the patient leaves the office, saving precious time and lives.
Specially trained therapists were added to the staff to work exclusively with this population. The initial visit aims to evaluate the child’s mental state, ensure their safety and determine appropriate next steps.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
Phoenix Children’s has expanded to keep pace with the population growth in Maricopa County, specifically matching the geographic spread that was historically in the East Valley to its shift to the West Valley. My philosophy is to ensure that our expansion meets families where they are, providing necessary healthcare closer to home. While many of our complex care programs like organ transplant are based at the Thomas Campus, we’ve integrated specialty services into our sites of service throughout Arizona.
I’m proud to say Phoenix Children’s was the first pediatric health system to establish patient and family advisory councils. These 12 councils provide patient families, including former patients and siblings, the opportunity to directly impact the health system. Members consistently remind leadership and staff of the needs of children and teens, ensuring that patient- and family-centered care is at the core of everything Phoenix Children’s strives to achieve.
Name of Leader: Robert
L. Meyer
Position of Leader: President & CEO
Organization Name: Phoenix Children’s
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A healthy Arizona workforce depends on a sizable, well-run children’s hospital. A quaternary children’s hospital that offers this level of specialty care and trauma services makes Arizona an ideal location for large organizations looking to bring their employees here. A Tier 1 pediatric healthcare system is a significant business driver for the state of Arizona, and having healthy Arizona children means families and business can grow here.
Phoenix Children’s research collaborates with academic institutions, contributing to medical research, education and innovation. This also enhances the state’s reputation as a hub for medical excellence. Highquality healthcare services for children is a crucial factor for families when choosing where to live and work. Employers attract and retain top talent by offering access to superior pediatric care.
Q: What is on the horizon for your organization?
It’s been an honor to guide Phoenix Children’s through tremendous change for the past 22 years, including expanding clinical services and completing a new community hospital, with a second on the way. The West Valley embraced the new Arrowhead hospital, and we anticipate the same for our East Valley location opening in the next year. A new hospital benefits the entire community — an emergency department closer to home enables first responders to provide faster service and return to the community more quickly.
Phoenix Children’s is also in a strong fiscal position, thanks to thoughtful planning and the support of our community. This allows us to hire more medical professionals, lead vital research and innovate for the future. We will continue our strong partnerships with municipalities to meet the growing population’s needs. We remain committed to serving our growing pediatric population and addressing the increasing behavioral and mental health needs of our community.
Main Local Office Address: 1919 E. Thomas Rd. Phoenix, AZ 85016
Phone: (480) 236-2582
Website: phoenixchildrens.org
Number of offices in Greater Phoenix: 50+
No. of Years with Org: 22
Year Established Locally: 1983
City Nationally Headquartered: Phoenix, Arizona
Dr. Karen Hoffman Tepper
President & CEO
Terros
Health
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
Terros Health has a passion for helping people and we save lives every day.
Our inspired whole health model of care starts by ensuring access to care for anyone who needs it. We also create a deep connection and sense of belonging with everyone we serve so that they are active participants in their recoveries.
At Terros Health, innovation is at the core of everything we do. When AIDS become an epidemic in the 1980s, we served on the front lines as a national HIV educator, screener and crisis trainer. As our community’s needs evolved, Terros Health has responded with a partnership to provide wellness services to youth, first-of-a-kind Justice Clinics at probation offices, lifesaving Narcan training and dispensing machines and a mobile crisis system lauded nationally for its response time and community stabilization rate.
Our secret weapon is our people, who are united in their desire to help people get well and stay well. This talented workforce knows no bounds in removing barriers to care and advocating for those who suffer in silence. Their passions are to create stronger, healthier communities, children and families, sharing hope, health and healing with people across Arizona.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
At Terros Health, our employees have a seat at the table and their voices are critical, as many of them or their families received care from us before joining our team. Having experienced how Terros Health inspires hope, they wholeheartedly embrace our mission.
We create an environment of connection that enables employees to bring their best ideas forward. I help by opening doors, removing barriers and strengthening collaboration so great ideas come to life.
America’s healthcare system is broken, yet I am optimistic because we are uniquely positioned to effect positive change. Our employees routinely solve complex problems that positively impact our communities. For example, Terros Health is one of four providers with Certified Community Behavioral Health Clinics in Arizona. This model enables us to wrap a full array of behavioral health services around members of our community, plus offer housing and employment, afterschool tutoring, primary care, pediatrics and other support.
Position of Leader: President & CEO
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
In burgeoning communities across Arizona, a healthy workforce is the underpinning of a robust economy. Workers in optimal physical and emotional health are integral to delivering products and services to customers, driving business growth and expansion, and attracting new companies to the state. At the same time, a healthy workforce and healthy families create the fabric of our communities, contributing to our state’s enviable quality of life.
As healthcare providers and business leaders. we must redouble our commitment to Arizona’s workforce by ensuring that quality primary care and mental health services are available to everyone. We also must consider workers’ social determinants of health, including the availability of food, transportation and stable, affordable housing. Finally, we must seize opportunities to implement programs to improve the overall health of our citizens while addressing pressing issues such as the meteoric rise in substance use disorder.
Q: What is on the horizon for your organization?
Terros Health is at a critical juncture, serving more people in more places and providing more services than ever before.
We are currently focused on improving access to a unique blend of employment supports to help individuals in recovery, improve their skills and be engaged in their communities and the workforce in meaningful ways. We believe everyone has an opportunity to make a difference, and, by expanding access to these services, we can watch the entire community grow.
We are also continuing our focus on delivering services anywhere with continued growth of our mobile health services that go into our communities and offer physical health, mental health, substance use and prevention services to individuals who can’t come to a clinic. We believe that transportation and geography should never be a barrier to care and are working diligently to find new ways to save lives outside of a physical clinic.
Organization Name: Terros Health Main Local Office Address: 3003 N. Central Ave., Suite 400 Phoenix, AZ 85012
Phone: (602) 512-2977
Website: www.terroshealth.org
Number of offices in Greater Phoenix: 14
No. of Years with Org: 11
Year Established Locally: 1969
City Nationally Headquartered: Phoenix, Arizona
Name of Leader: Dr. Karen Hoffman Tepper
Kevin Tulipana, D.O.
President & CEO
City of Hope Cancer Center Phoenix
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
City of Hope is transforming cancer care in Arizona by expanding access to world-class treatment, research and expertise. Our mission is to make hope a reality for all those affected by cancer, and our innovative approach combines cutting-edge science with compassionate care. With the opening of our new comprehensive cancer center in Scottsdale, we are ensuring that patients across the Phoenix metro area and beyond can receive the highest quality care without the burden of extensive travel.
vWhat sets City of Hope apart is our integration of breakthrough research from the Beckman Research Institute and TGen, bringing the latest scientific advancements directly to Arizona patients. We offer a full spectrum of cancer care, from education, screening, diagnostics and infusion therapy to advanced radiation therapy and advanced surgical, all under one roof at our Goodyear campus. Our Scottsdale, North Phoenix and Gilbert facilities provide all these with the exception of surgical intervention for now.
Our commitment to innovation extends beyond treatment — we are actively working to find cures. By combining pioneering research with a deeply patient-centered approach, City of Hope is not only improving healthcare outcomes but also redefining what it means to receive cancer care in Arizona.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona
At City of Hope, our leadership philosophy is built on compassion, innovation and accessibility, along with being trailblazing and being inclusive of all people affected by cancer and doing so with the greatest integrity. We believe that strong leadership in healthcare means putting patients first while driving forward groundbreaking research and treatment options.
One example of our leadership in action is our commitment to expanding access to cancer care across Arizona. Recognizing that daily travel for treatment can be a challenge, we continue to expand our clinical footprint to better serve patients throughout Arizona. These decisions are driven by our leadership’s patient-focused approach — ensuring that high-quality, comprehensive cancer care is within reach for more Arizonans.
Additionally, through our collaboration with TGen, we bring advanced genomic research into clinical practice, allowing patients to benefit from personalized treatment plans. By bridging the gap between research and patient care, our leadership ensures that Arizona remains at the forefront of cancer treatment and innovation.
Name of Leader: Kevin Tulipana, D.O.
Position of Leader: President & CEO
Organization Name: City of Hope Cancer Center Phoenix
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
A healthy workforce is the foundation of a thriving Arizona economy. When individuals and families have access to high-quality healthcare, they are better able to contribute to their workplaces, communities and overall economic prosperity.
At City of Hope, we recognize that cancer care is not just about treating illness — it’s about giving people the opportunity to live full, productive lives. When patients receive timely diagnoses and effective treatment close to home, they can continue to work, care for their families and contribute to the local economy.
Moreover, a strong healthcare system attracts businesses, talent and investment to Arizona. By expanding access to world-class cancer care, City of Hope is helping to position Arizona as a leader in medical innovation, further supporting economic development. A healthier population leads to a stronger workforce, which, in turn, fuels the state’s long-term growth and success.
Q: What is on the horizon for your organization?
City of Hope is expanding its footprint throughout Arizona with the opening of our new comprehensive cancer center in Scottsdale. This facility will provide cutting-edge treatment options, including diagnostic imaging, infusion therapy, radiation oncology and, in the near future, ambulatory surgical suites. By increasing access to high-quality cancer care in the Phoenix metro area, we are improving patient outcomes while reducing the burden of long-distance travel for care.
Beyond treatment, we are also advancing cancer research through our partnership with TGen, bringing the latest genomic discoveries to the bedside. This commitment to innovation not only benefits patients but also attracts top medical talent and investment to Arizona, strengthening the state’s healthcare industry.
Looking ahead, City of Hope will continue to invest in this community with our services and research initiatives, reinforcing Arizona’s reputation as a hub for cutting-edge cancer treatment and life-saving medical breakthroughs.
Main Local Office Address: 14200 W. Celebrate Life Way Goodyear, AZ 85338
Phone: (855) 622-HOPE
Website: www.cityofhope.org/phoenix
Number of offices in Greater Phoenix: 4
No. of Years with Org: 10
Year Established Locally: 2020
City Nationally Headquartered: Duarte, California
Dr. Roderick Tung
Chief of Cardiology
Banner – University Medical Center Phoenix
Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?
For the fifth largest city in the country, Phoenix has never had the traditional academic medical center landscape as NYC, Chicago and LA. Banner – University Medicine was designed through the integration with UA College of Medicine to build the premier university-based flagship center by attracting talented physicians who care deeply about personalized clinical care, innovative research and educating the next generation of physicians.
Banner – University Medicine Heart Institute is quickly becoming a treatment destination center for people across Arizona and across the nation needing care for the most complex cardiovascular conditions. We believe that a destination for life should be a destination for healthcare.
Groundbreaking ablation therapy for the most complex heart rhythm disorders.
Resolving failures in initial treatment patients received at other hospitals- center for tertiary and quaternary care.
Creation of valve program with team-based approach between advanced imaging, cardiac surgery and interventional experts.
Providing the most advanced services and facilities with state-of-the-art technology.
Leader in developing and using the most advanced artificial heart technology and heart transplantation.
Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.
My own philosophy is that medicine is best practiced as a team sport and we should strive to build a new brand of academic medicine culture that is inspiring, innovative, cohesive and fun for all. We should constantly challenge the status quo both scientifically, strategically and operationally. We are unified by our vision to emerge as a top ten destination for heart care and transform the way that healthcare is delivered not only in Arizona, but across the U.S.
Some of the innovations and investments at the Banner – University Medicine Heart Institute that have benefitted Arizonans include:
Cardio-Oncology Program: Created with MD Andersen Gateway to provide specialized cardiac care for cancer patients that suffer from heart disease and also require chemo/immunotherapy that has cardiac-specific risks. This is a new field that is growing quickly, as cardiovascular disease and cancer are the Nos. 1 and 2 causes of death, and so many of our patients have both diseases. There are many important nuances in the management of such
delicate patients that require timely, tailored, and personalized approaches.
Cardio-Metabolic Program: Created through the support of the Banner Health Foundation, we launched a first-ever weight management program for patients with heart conditions, as the percentage of Americans that are overweight approaches 70%. So many common conditions such as diabetes, sleep apnea, atrial fibrillation and heart failure have increased prevalence in patients suffering from obesity and are all inter-related. In the current U.S. healthcare system, patients too often fall through the cracks along their weight loss journey. We strongly believe that a team-based multi-pronged approach across the disciplines of cardiology, metabolism, endocrinology, psychology, sleep medicine and bariatric surgery can change the paradigm for the country. Enrollment into our program streamlines access for patients at one facility in Arcadia and holds promise to be a new model for prevention and treatment of cardiovascular disease.
Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?
Having lived on both coasts and being from the Midwest, it is such an exciting time in history to be in State 48. We have a real opportunity to deliver healthcare in different ways to ensure that we keep our workforce and families healthy. Banner is the largest employer in the state, and we hope that we can improve overall health through local clinics that complement community practice, social awareness campaigns, community events and educational channels.
Q: What is on the horizon for your organization?
We are opening the first university-based cardiovascular ambulatory surgical center (ASC) in May at our Arcadia location. ASCs offer patients a more concierge experience, reduce costs for the U.S. healthcare system, and further align physicians and their organizations to deliver the highest value of care. Patients will undergo diagnostic and therapeutic procedures such as angiography, angioplasty, pacemaker and defibrillator implantation, and catheter ablation at the Banner Cardiovascular Center, which is integrated within our Banner Health Center Plus clinic offices one floor above.
Name of Leader: Dr. Roderick Tung
Position of Leader: Chief of Cardiology Organization Name: Banner – University
Number of offices in Greater Phoenix: 3
No. of Years with Org: 3.5
City Nationally Headquartered: Phoenix, Arizona
Reimagining legal education
Slan is the head of Human Resources for Televerde, a global revenue creation partner supporting marketing, sales and customer success for B2B businesses around the world. A purposebuilt company, Televerde believes in secondchance employment and strives to help disempowered people find their voice and reach their human potential. televerde.com
The Truth about Diversity, Equity and Inclusion
DEI Is Not about Replacing Merit – It’s about Revealing It
by Yolanda Slan
When people talk about dismantling diversity, equity and inclusion programs, they often argue that these initiatives prioritize identity over merit. That’s the story we’ve been told: that DEI lowers the bar, forces hiring quotas, and takes opportunities away from people who “deserve” them.
Let me tell you the truth: I have lived the impact of what we now call DEI firsthand, and I know the difference between a fair shot and a stacked deck.
I might look like a DEI hire on paper. I’m a black woman, and a professional with an unseen disability. However, my career wasn’t handed to me. It was built through long hours, relentless effort, and proving my worth over and over again. Early on, I had to be cautious about how I carried myself, downplaying my knowledge and skills to appease others or risk losing my job. I watched my ideas get dismissed, only to be repackaged and praised when voiced by someone else. I saw doors open for colleagues through connections while I had to push mine open myself.
DEI initiatives didn’t give me a job. Instead, they have enabled me, and many others, to be seen, to be heard, and to compete on equal footing. That’s the reality: It’s not about hiring people because they look different; it’s about ensuring qualified people aren’t overlooked because they do.
DEI BENEFITS EVERYONE – NOT JUST UNDERREPRESENTED GROUPS
One of the biggest misconceptions about DEI is that it benefits only marginalized groups. However, fairness, innovation and equal opportunity don’t just serve minorities; they help businesses thrive.
Take a look at the data:
• A 2023 McKinsey report found that companies in the top quartile for gender diversity among executives were 39% more likely to outperform financially than those in the bottom quartile. Companies in the top quartile for ethnic diversity were 39% more likely to outperform their least diverse competitors.
• Research from Boston Consulting Group found that companies with above-average diversity on their management teams generate 19% higher innovation revenue compared to companies with below-average diversity.
The numbers don’t lie: Businesses that embrace diversity, equity and inclusion outperform those that don’t.
But DEI isn’t just about race or gender. It’s about making sure
that everyone has an equal opportunity to contribute. If you’re a veteran transitioning into civilian work, a parent returning to the workforce after raising kids, or a skilled worker without a degree who’s shut out of job opportunities — you benefit from DEI. When we open the door to different perspectives, we unlock new possibilities for everyone.
THE MYTH THAT DEI UNDERMINES MERIT
A common argument against DEI is that it compromises merit. Critics claim that it’s about lowering standards or giving jobs to people based on their identity rather than their abilities. One of the biggest misconceptions about DEI is that it forces companies to implement hiring quotas, which likely stems from people conflating DEI with Affirmative Action. Affirmative Action was a legally mandated policy to address historic discrimination. DEI is about expanding the pool of qualified candidates by recognizing that talent comes in many forms and from many different backgrounds. It ensures that hiring decisions are made based on skills and potential rather than familiarity or personal bias. DEI doesn’t replace merit — it reveals it.
For decades, hiring was shaped by who you knew, not necessarily who was most qualified. Decision-makers tended to recruit from their networks, which often reflected people who looked, thought and acted like them. That wasn’t a meritocracy; it was nepotism disguised as business as usual.
When people claim they’re losing opportunities to DEI, what they’re experiencing, perhaps for the first time, is true competition. Hiring managers are expanding their candidate pools beyond familiar names and faces. That doesn’t mean unqualified candidates are getting a leg up; it means qualified candidates who were previously overlooked are now getting a fair shot.
WHAT’S AT STAKE FOR COMPANIES ROLLING BACK DEI INITIATIVES
Despite the clear benefits of DEI, some companies are dismantling these programs, citing financial pressures or shifting political climates. Meta, for example, rolled back its DEI efforts, joining a list of major corporations scaling back their
Yolanda
commitments. But eliminating DEI initiatives doesn’t just hurt employees — it weakens organizations.
When companies turn away from DEI, they risk:
• Losing top talent: Employees want to work for organizations that value fairness and inclusion. A lack of commitment to DEI can drive high performers — particularly younger generations — away.
• Decreasing innovation: A homogenous workforce is an echo chamber. Without diverse perspectives, companies miss out on creative solutions and fresh ideas.
• Damaging their brand reputation: Consumers and clients are paying attention. Companies that abandon DEI initiatives risk public backlash and loss of consumer trust.
BEYOND THE BUZZWORD: THE FUTURE OF DEI
The problem is, DEI has become a buzzword, stripped of its meaning. “Diversity, Equity and Inclusion” gets thrown around in corporate statements, but when real action is needed, it’s often deprioritized. DEI isn’t a corporate trend — it’s a fundamental business practice.
For leaders who truly values fairness and long-term success, here’s where to start:
• Don’t treat DEI as a separate initiative. Inclusive hiring, fair pay and unbiased promotions should be standard, not side projects.
• Examine hiring practices. Is all qualified talent being considered, or just people who already fit the business’s existing culture?
• Mentor and sponsor diverse talent. Many employees don’t lack skill; what they lack is access to the same networks and opportunities as their peers.
• Listen to employees. Talk to those who feel underrepresented. Understand their experiences, then take meaningful action.
THE BOTTOM LINE: DEI IS ABOUT FAIRNESS, NOT FAVORITISM
DEI was never about handouts or hiring quotas. It is a critical step in fixing a broken system that left too many talented people on the sidelines.
When I look at my own career, I don’t see someone who was given a job because of a label. I see someone who fought to be seen — who had to work twice as hard to prove I belonged in the room. And when a leader finally recognized my work, it wasn’t a gift. It was a chance — the same chance that everyone deserves.
The companies that understand this — who recognize that fairness, opportunity and innovation go hand in hand — will be the ones that thrive. Those that don’t? They’ll be left behind, clinging to outdated hiring models while the future moves on without them.
The future of business isn’t about going backward. It’s about moving forward — to a workplace where merit truly wins.
From Panic to Profit
Armed with the hands-on guidance in From Panic to Profit: Uncover Value, Boost Revenue, and Grow Your Business with the 80/20 Principle, companies of any size and in any industry can pivot from panic to profit in a 100-day turnaround using just four steps: set the goal, develop the strategy, build the structure, and launch the action plan. To set the stage for the four steps, this book first empowers leaders to replace their fear, uncertainty and doubt with confidence from segmentby-segment insights into their business, its customers, its products, and its markets. Canady lays out an essential blueprint for all entrepreneurs, executives, managers and business leaders seeking the confidence and tools they need to help their organizations reach great heights.
From Panic to Profit: Uncover Value, Boost Revenue, and Grow Your Business with the 80/20 Principle
Bill Canady
Wiley Available 4/29/2025
It’s Not What You’re Thinking
$28
256 pages
It’s Not What You’re Thinking by Dr. Rick van Pelt addresses the deep-rooted crises in healthcare: escalating costs, persistent safety issues and the overwhelming burnout of caregivers. In this groundbreaking work, van Pelt introduces “Precision Problem Solving,” a fresh, no-hypothesis approach that reveals how entrenched problem-solving methods have failed to transform the healthcare landscape. His methodology rejects conventional thinking and instead focuses on addressing conflict to create safe learning conditions, objective observation and sustained solutions through comprehensive understanding of core functional problems. With more than 30 years of clinical experience, van Pelt outlines practical solutions for navigating the chaotic intricacies of healthcare. He also explores the importance of interprofessional collaboration, offering insights into how healthcare systems can foster empowerment and ownership by eliminating conflict and focusing on comprehensive understanding.
It’s Not What You’re Thinking: Precision Problem Solving with No Hypothesis Rick van Pelt
Advantage Media Group Available 4/29/2025
The
Steady Leader
$29.99
256 pages
Those who want to lead their team better need to learn first how to lead themselves. Those who want to lead their company well need to learn first how to lead their team. In the chaos of running a business, we can complicate what it means to lead. But at the end of the day, leadership really boils down to one clear tenet: taking care of people. It’s about teaching others how to think so that they can get what they want. It’s about enabling people to be and to do their best. While there’s no formula for great leadership, there are opportunities to “stand on the shoulders of giants,” to follow the example of those who have gone before us, to mimic and adapt techniques that have worked for others.
The Steady Leader: Leadership Models That Bring Clarity to Chaos
Schuyler Williamson
Ballast Books Available 4/29/2025
Research from Boston Consulting Group found that companies with above-average diversity on their management teams generate 19% higher innovation revenue compared to companies with below-average diversity. bcg.com: “How Diverse Leadership Teams Boost Innovation”
$27.99
308 pages
As managing partner, Jordan Tate is involved in all aspects of Montage Partners’ investments, including sourcing and execution, valuation and structuring and postclosing oversight.
Private Equity Trends Business Owners Should Watch in 2025
Key factors shaping investment strategies
by Jordan Tate
For business owners considering a capital partner or an eventual exit, understanding the trends shaping the private equity (PE) market is crucial. With more than 4,500 private equity firms in the U.S. — nearly as many as the total number of companies traded on the NYSE and Nasdaq combined — there are more options than ever when it comes to choosing the right partner. However, not all firms are created equal, and market dynamics continue to evolve in ways that impact how deals are structured, valued and executed.
As we move through 2025, several key trends are shaping the private equity landscape. For those actively considering a sale or just keeping an eye on the market, here’s what business owners should know:
EXIT OPPORTUNITIES ARE EXPANDING
After a challenging 2023, when capital deployment fell roughly 30% and exit value declined 25%, private equity saw a rebound in 2024. Most experts expect further improvement in 2025, with deal activity continuing to rise. This means more business owners will be bringing their companies to market, and private equity firms will also be looking to sell portfolio companies acquired in previous years.
For owners considering an exit, this means a more active and competitive landscape. Strategic buyers, PE firms and family offices will all be evaluating opportunities, making it important to position their business effectively. If a sale is on the horizon, business owners should ensure their financials are in order, their operations are optimized and their long-term growth story is compelling.
VALUE CREATION IS A BIGGER FOCUS THAN EVER
Gone are the days when PE firms relied primarily on financial engineering to drive returns. In today’s market, firms are increasingly focused on value creation — helping portfolio companies grow revenue, improve operational efficiency and boost margins.
For business owners, this means that the right PE partner should bring more than just capital to the table. They should be able to provide industry expertise, operational resources and strategic guidance that help the business scale. Those who are considering private equity as a partner should ask how they support portfolio companies beyond financing: whether through add-on acquisitions, technology investments or talent development. It’s important to find out how deep their expertise is in the given industry. Owners also should ask to speak to founders they’ve invested in previously to find out what kind of partner they were, both in good times and challenging times.
AI IS BECOMING A COMPETITIVE ADVANTAGE IN PORTFOLIO COMPANIES
Artificial intelligence is no longer just a buzzword — it’s becoming a critical tool for improving business performance across industries. PE firms are increasingly looking for ways to implement AI within their portfolio companies to enhance decision-making, streamline operations and drive efficiencies. For business owners, this presents both an opportunity and a challenge. Companies that proactively explore AI applications and other technology upgrades — whether in customer analytics, supply chain optimization, eCommerce or automation — will be more attractive to investors. Conversely, companies that lag behind in adopting new technologies may struggle to compete. For owners who are preparing for a sale or investment, demonstrating how AI or other technology upgrades can enhance their business operations could make their company more appealing to potential buyers.
Prior to Montage, Jordan was a member of the investment banking group at Merrill Lynch & Co. Jordan holds an MBA with honors from the Wharton School at the University of Pennsylvania and bachelor’s degrees in finance and accounting, summa cum laude, from the University of Arizona. montagepartners.com Gone are the days when PE firms relied primarily on financial engineering to drive returns. In today’s market, firms are increasingly focused on value creation — helping portfolio companies grow revenue, improve operational efficiency and boost margins.
WHAT THIS MEANS FOR BUSINESS OWNERS IN 2025
Business owners thinking about growth, a capital partner or an eventual exit should have these trends on their radar. The market is becoming more dynamic, with increased transaction activity, a greater emphasis on operational improvements and evolving technology shaping investment strategies. The best way to navigate this changing landscape is to stay informed and proactive. Whether it’s engaging advisors, evaluating potential investors or exploring ways to enhance the business operations, being prepared will put owners in the best position to capitalize on the opportunities 202 may bring.
Methodology
Littler’s pre- and postinauguration surveys were completed by 347 and 340 C-suite executives, respectively, including chief executive officers, chief legal officers, and chief diversity officers across the U.S. Respondents represented a range of industries and company sizes, and the report breaks down the heightened concerns and distinct priorities of larger employers.
The research also analyzes how businesses have adapted their programs since Littler's January 2024 survey — a period of significant political and legal developments around IE&D.
Jeanine Conley-Daves is a Littler shareholder and member of the firm’s IE&D Consulting Practice. She has represented many of the nation’s leading companies in employment-related disputes and workplace investigations.
Kate Mrkonich Wilson is a Littler shareholder and member of the firm’s IE&D Consulting Practice. She has successfully litigated employment discrimination, contract, and tort cases before juries and judges in both federal and state courts across the country. littler.com
The Landscape of Businesses’ Inclusion, Equity and Diversity Commitments
Companies largely maintain inclusion, equity and diversity commitments amid Trump anti-IE&D policies, though concerns about legal risks grow, Littler survey finds
by Jeanine Conley-Daves and Kate Mrkonich Wilson
As the Trump administration takes aim at inclusion, equity and diversity (IE&D) initiatives, new research shows that most businesses are not yet making significant changes to their programs and commitments. Nearly half (49%) of C-suite leaders are not considering new or further rollbacks of their IE&D programs as a result of Trump executive orders targeting IE&D and only 8% are seriously considering changes.
That’s according to the 2025 Inclusion, Equity, and Diversity C-Suite Survey Report, recently released by Littler, the world’s largest employment and labor law practice representing management.
MIXED OUTLOOK ON IMPACT OF ANTI-IE&D POLICIES
With corporate IE&D programs in the regulatory crosshairs, just 53% of C-suite leaders surveyed after the inauguration say the Trump administration’s anti-IE&D policies and/or rhetoric are likely to decrease corporate commitments in 2025. While this is a 15-percentage-point jump from the preinauguration survey result, it still leaves 47% of executives expecting to see commitments remain the same or even grow as IE&D becomes increasingly polarized.
Overall, most executives are following a “wait-and-see” approach to adjusting programs and commitments. Six in 10 respondents say their organizations are awaiting further developments on the new administration’s IE&D priorities, including enforcement plans, before making any changes.
Even though many companies are not retreating from their IE&D programs, they are increasingly aware of the risks. More than half (55%) say they are more worried post-inauguration about the risk of IE&D-related lawsuits, government enforcement actions and shareholder proposals. Such fears are even more widespread among those that are highly visible targets for regulators, including federal contractors (74%), public companies (67%) and large employers (65%).
The first weeks of the new administration have forced business leaders to reckon with new and complex considerations as they weigh how — or even whether — to continue to pursue core aspects of their IE&D programming. Despite the increased scrutiny, many companies seem to be taking a measured approach, rather than rushing to end or scale back IE&D efforts. Leaders are looking for ways to balance legal risks with the value such programs provide to their workforces and company cultures.
MOST ORGANIZATIONS MAINTAINED OR INCREASED IE&D COMMITMENTS IN 2024
As anti-IE&D sentiment intensified in 2024, only 24% of respondents said their organizations decreased IE&D efforts
to any degree, with the majority either maintaining (46%) or even increasing (30%) their commitments and activity levels since 2023. Approximately three quarters of those maintaining or increasing commitments said employee expectations played a role, suggesting that IE&D remains an important tool for attracting and retaining talent.
Nevertheless, that nearly a quarter of organizations scaled back IE&D commitments and activities in 2024 is a notable increase from last year’s survey report, when just 6% said the same. Concern about legal liability and litigation, including reverse discrimination lawsuits, was the most common reason, cited by 42% of those whose organizations decreased commitments.
COMPANIES ADAPT IE&D STRATEGIES IN CONTENTIOUS ENVIRONMENT
With the new climate in Washington, many organizations appear to be avoiding what may be perceived as unnecessary risks — such as IE&D benchmarks and metrics — while still pushing forward with well-established activities that support their commitment to inclusion and belonging in the workplace.
Post-inauguration, organizations considering future rollbacks of IE&D programs are mainly focused on minimizing external communications, rather than eliminating programs. Nearly two-thirds (61%) say they are weighing whether to remove or reduce IE&D-related language from their websites, proxy statements and/or outward-facing communications.
Notably, only 22% of executives surveyed after the inauguration are currently considering reducing or eliminating IE&D-focused roles. Employee resource groups or affinity groups also appear to have staying power, with 53% preinauguration saying such groups are part of their IE&D programs and only 28% currently considering rollbacks.
Still, higher-risk elements of IE&D programs are facing real cuts: Fifty-two percent of those looking to downshift IE&D are considering whether to eliminate IE&D benchmarks and/or metrics, which could be viewed as quotas by federal agencies focusing in on potentially exclusionary or discriminatory practices. Similarly, 38% of this group is contemplating ending incentives or manager evaluation criteria tied to advancing IE&D priorities.
While the letter of the law governing IE&D programs remains unchanged, the risk of investigations and lawsuits is amplified by the Trump administration’s regulatory priorities. As a result, it’s more important than ever for private-sector companies to carefully review their IE&D practices for any potential vulnerabilities to guide compliance with longstanding anti-discrimination laws.
As anti-IE&D sentiment intensified in 2024, only 24% of respondents said their organizations decreased IE&D efforts to any degree, with the majority either maintaining (46%) or even increasing (30%) their commitments and activity levels since 2023.
How to Participate in “Reading with Rising” Phoenix Rising FC’s “Reading with Rising” program inspires 2nd- to 4th-grade students to embrace reading while earning rewards. For every three books completed, young readers earn two free tickets to a Phoenix Rising FC home game, creating a fun connection between literacy and community. Teachers distribute bookmarks to track progress, signing off on completed goals. These bookmarks can be redeemed at the Phoenix Rising FC Box Office for game tickets.
Running throughout 2025, this program encourages students to reach new reading milestones while enjoying the excitement of live soccer. Parents, teachers and schools play a vital role in supporting young readers as they achieve their goals and share in the celebration of literacy and teamwork. Together, “Reading with Rising” builds a stronger community, one book and one goal at a time. phxrisingfc.com/ community/promotions/ reading-with-rising/
Tyler Butler, a trailblazer in ESG and corporate citizenship, has led Fortune 500 sustainability programs, contributed to two IPOs and founded Collaboration for Good. With degrees from ASU, Boston College and Cornell, she writes for top publications and serves as head of Public Affairs for Phoenix Rising FC. collaborationforgood.com
Phoenix Rising FC’s ‘Reading with Rising’ Program
Inspiring young minds through literacy
by Tyler Butler
Phoenix Rising FC is leaving a lasting mark both on and off the field with its signature community program, “Reading with Rising.” This innovative initiative inspires young readers and fosters a love for literacy while deepening the club’s ties to the vibrant Phoenix community. By blending the excitement of professional soccer with the power of storytelling, the program demonstrates how sports can be a catalyst for positive change.
Through “Reading with Rising,” professional players, coaches and staff visit schools, libraries and community centers to engage with students in meaningful and inspiring ways. Central to these visits are read-aloud sessions featuring books that highlight important values such as teamwork, perseverance, diversity and inclusion. The stories chosen reinforce the club’s broader mission of creating an inclusive and connected community while promoting the importance of education.
The program primarily focuses on second through fourth graders, emphasizing Title 1 schools and underserved communities where access to resources is often limited. By prioritizing these schools, Phoenix Rising helps ensure that every child, regardless of background, has the chance to experience the joy of reading. Participating students are encouraged to set personal reading goals, and their achievements are rewarded with game tickets, team merchandise and even recognition during home matches.
To leave a lasting impact, Phoenix Rising provides participating classrooms with literacy kits. These kits include books, bookmarks and team-themed items like activity sheets and stickers, giving students the tools to continue their reading journey long after the event. For many children, these kits represent an invaluable resource, opening doors to new ideas and opportunities.
A standout addition to the program is the annual “Reading with Rising” Day at Phoenix Rising Stadium. This special event invites participating schools and families to a pre-game celebration featuring engaging story time sessions, exciting book giveaways and the chance to meet Phoenix Rising players. It’s a vibrant day of fun and inspiration, where young readers are celebrated for their achievements and encouraged to continue their literacy journey. The event leaves a lasting impact, fostering a love for reading while
strengthening connections between youth, education and the community.
Looking ahead, Phoenix Rising is working to expand the program’s reach through new initiatives. Plans include bilingual reading sessions in English and Spanish to reflect the area’s rich cultural diversity, along with digital resources such as recorded read-alouds and online literacy tools. These upcoming enhancements aim to make the program more accessible yearround, ensuring that literacy remains a cornerstone of the club’s community outreach efforts.
“Reading with Rising” brings together the club’s pillars, which are centered on youth, health, inclusion and community. Through this dedicated program, the club is positively impacting young readers, encouraging them to stay on a healthy path while embracing diversity, inclusion and belonging, along with a shared commitment to community.
The success of the program also reflects the strength of the club’s local partnerships. Collaborations with businesses, libraries and educational nonprofits help provide the resources needed to sustain and grow the initiative. These partnerships ensure that more students and schools can benefit from the program’s positive influence.
Schools interested in participating can easily apply online, where Phoenix Rising staff work closely with educators to coordinate visits and customize the experience to meet the needs of each community. The program’s thoughtful design and collaborative approach have made it a favorite among students and teachers alike.
With “Reading with Rising,” Phoenix Rising FC is proving that its influence goes far beyond the soccer field. By empowering young readers and fostering a culture of inclusion and learning, the club is shaping a brighter future for the community it represents. It’s a legacy of education, equity and connection — one book, one goal and one child at a time.
Phoenix Rising FC phxrisingfc.com
“Reading with Rising” brings together the club’s pillars, which are centered on youth, health, inclusion and community. Through this dedicated program, the club is positively impacting young readers, encouraging them to stay on a healthy path while embracing diversity, inclusion and belonging, along with a shared commitment to community.
Photo courtesy of Phoenix Rising FC
Strengthening communities through charitable giving.
For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.
When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.
Bruce Weber is founder, president and CEO at Weber Group. Weber brings more than 25 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is on strengthening organizations through strategic planning, leadership and board development. He is a BoardSource Certified Governance trainer and a graduate of the Smith School of Business, University of Maryland, College Park. webergroupaz.com
Leadership and Emotional Intelligence
These are key to effective leadership success
by Bruce Weber
Emotional intelligence has become an essential component of effective leadership in today’s fast-paced and dynamic work environments. Leaders who possess a high degree of emotional intelligence are better equipped to understand, manage and influence their emotions and those of others. As organizations navigate the complexities of the modern business landscape, leaders who demonstrate emotional intelligence stand out as the ones who inspire trust, collaboration and sustained success.
UNDERSTANDING EMOTIONAL INTELLIGENCE
Emotional intelligence, a term popularized by psychologist Daniel Goleman, encompasses five key components: selfawareness, self-regulation, motivation, empathy and social skills. These elements collectively shape how individuals perceive and interact with their emotions and those of others. In leadership, the application of emotional intelligence can be the difference between a cohesive, engaged team and a disengaged, unproductive workforce. As we navigate thru our current environment in 2025, EI has become an increasingly important focus for leadership.
THE ROLE OF SELF-AWARENESS IN LEADERSHIP
Self-awareness is the foundation of emotional intelligence. Leaders who are self-aware understand their strengths, weaknesses and emotional triggers. This awareness allows them to manage their responses in various situations, preventing reactive decision-making and fostering a more balanced approach to leadership. Leaders who understand their emotional tendencies can navigate challenges with composure, ensuring that their emotions do not negatively impact their judgment or relationships with their teams.
SELF-REGULATION: MANAGING EMOTIONS EFFECTIVELY
Closely tied to self-awareness is self-regulation, the ability to control and channel emotions constructively. Leaders who practice self-regulation remain calm under pressure, think before acting and handle conflicts with diplomacy. This trait is especially crucial in high-stakes environments where impulsive reactions can lead to poor decision-making and strained relationships. A leader who exhibits self-regulation sets the tone for a stable and resilient work culture, fostering an atmosphere of trust and confidence.
MOTIVATION: THE DRIVING FORCE OF LEADERSHIP
Effective leaders are driven by intrinsic motivation, a deep-seated passion for their work that extends beyond external rewards. Emotional intelligence contributes to this internal drive, enabling leaders to set ambitious goals, stay committed in the face of setbacks and inspire others to strive for excellence. Leaders who exhibit high motivation cultivate a culture of perseverance and continuous improvement, influencing their teams to adopt a similar mindset.
EMPATHY: THE HEART OF EMOTIONAL INTELLIGENCE
Empathy, the ability to understand and share the feelings of others, is a defining characteristic of emotionally intelligent leaders. By recognizing and validating the emotions of their team members, leaders build trust and foster a sense of belonging. Empathy allows leaders to address concerns, provide meaningful support and adapt their leadership style to meet the needs of diverse individuals. This ability to connect on an emotional level enhances collaboration and morale, ultimately driving organizational success.
SOCIAL SKILLS: BUILDING STRONG RELATIONSHIPS
Strong interpersonal skills are essential for effective leadership. Leaders with high emotional intelligence excel in communication, conflict resolution and relationship-building. They understand the importance of active listening, clear articulation of ideas and constructive feedback. By fostering open communication and encouraging teamwork, emotionally intelligent leaders create an inclusive and innovative work environment where individuals feel valued and motivated to contribute.
THE IMPACT OF EMOTIONAL INTELLIGENCE ON ORGANIZATIONAL SUCCESS
Organizations that prioritize emotional intelligence in leadership development often experience higher employee engagement, reduced turnover and increased productivity. Leaders who demonstrate emotional intelligence cultivate positive workplace cultures where employees feel respected and motivated. This not only enhances individual performance but also strengthens team cohesion and overall organizational effectiveness.
Moreover, emotionally intelligent leaders are better equipped to handle crises and uncertainties. Their ability to remain composed, empathize with stakeholders and make informed decisions contributes to organizational resilience. In a rapidly changing business landscape, adaptability and emotional intelligence go hand in hand, enabling leaders to navigate challenges with confidence and foresight.
DEVELOPING EMOTIONAL INTELLIGENCE IN LEADERSHIP
Emotional intelligence is not an innate trait but a skill that can be developed through continuous learning and practice. Leaders can enhance their emotional intelligence by engaging in self-reflection, seeking feedback and actively practicing empathy and active listening. Training programs, coaching and mindfulness exercises can also contribute to strengthening emotional intelligence.
Organizations can support the development of emotional intelligence by integrating it into leadership training programs and performance evaluations. Encouraging a culture of emotional intelligence at all levels fosters a more harmonious and effective work environment, ultimately contributing to long-term success.
Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual and online soft-skills training courses and workshops to clients in the United States and internationally. businesstrainingworks. com
Go Home, Go Home, Go Home
Now Let’s Make ‘Come Back’ Work
by Kate Zabriskie
If this title feels like a lyric from a confusing song, that’s because the message has been just as mixed. For years, it was all “Go home, stay remote, stay safe” — a chorus sung on repeat. Now, the tune has flipped to “Come back, come back, come back,” and employees are understandably out of sync with the new rhythm.
Some are ready to march back to the office, happy to leave behind barking dogs and lawn equipment symphonies. Others are clutching their home setups like cherished vinyl records, unwilling to let go. It’s complicated, sure, but it’s far from impossible. With the right approach, this transition can hit all the right notes.
ACKNOWLEDGE THE WHIPLASH
First things first: The shift from “go away” to “come back” has created some emotional and logistical whiplash. Employees spent years adapting to remote work, building routines and redefining their work-life balance. Asking them to switch gears again is no small ask.
To smooth the transition, leaders need to acknowledge this shift head-on:
• Validate the journey: “We know this change comes after years of adapting to remote work, and we understand it’s a big adjustment.”
• Be transparent about the “why”: Explain why the return is happening. Is it about collaboration? Team culture? Improved innovation? People are more likely to embrace the shift if they understand its purpose.
BALANCE FLEXIBILITY WITH STRUCTURE
Flexibility was the hallmark of remote work, and employees
aren’t going to give it up lightly. A rigid “butts-in-seats” policy won’t fly, but neither will a free-for-all. The sweet spot? A hybrid approach that offers structure with room to adapt.
Here are a few approaches:
• Hybrid days with intentional overlaps: Let employees choose their in-office days but schedule team overlaps for key collaboration days.
• Commuter-friendly schedules: For those with long commutes, consider three-day office weeks instead of five.
• Remote-first roles where it makes sense: Some positions don’t require constant face time. Be honest about which roles can stay remote and which need in-office presence.
Flexibility shows employees that the business’s leadership respects their time and challenges, while structure keeps the team aligned and productive.
BRING BACK CONNECTION
For many, remote work was isolating but comfortable. Now, coming back to the office means re-learning how to connect in person — and rebuilding relationships that may have faded.
Make reconnecting a priority:
• Start with social moments: Host casual lunches, coffee chats or team activities to ease the transition.
• Encourage Collaboration: Create spaces and opportunities for organic idea-sharing—think open workspaces, brainstorming sessions, or cross-departmental meetups.
• Celebrate the Return: Treat the transition as a fresh
The goal is to create a workplace where people feel excited to show up — not obligated.
start. Celebrate milestones and acknowledge the team’s effort to adapt yet again.
When people feel connected, they’re more likely to embrace the change.
EXPECT RESISTANCE – AND HANDLE IT WITH EMPATHY
Not everyone will be on board with coming back to the office, and that’s okay. Some will push back because they’re anxious, burned out, or struggling to adjust.
Here’s how to navigate resistance:
• Listen First: “I understand this change is hard. What’s the biggest challenge you’re facing with coming back?”
• Address Real Barriers: If someone is overwhelmed by their commute, could they shift their hours to avoid rush hour?
• Stay Firm When Necessary: While empathy matters, clarity does too. “I hear your concerns, but in-office collaboration is essential for this team. Let’s talk about how we can make it work for you.”
Resistance isn’t the enemy — it’s an opportunity for the business’s leadership to find solutions and show employees they value the employees’ input.
REFRAME THE OFFICE AS A PLACE PEOPLE WANT TO BE
One reason employees resist returning to the office is that it doesn’t feel worth it. If they’re commuting just to sit in meetings they could attend virtually, who can blame them?
Shift the narrative by making the office a space that’s productive, engaging and enjoyable:
• Make it collaborative: Designate spaces for teamwork and brainstorming, not just rows of desks.
• Offer perks: Provide things employees can’t get at home — like free coffee, quiet focus rooms or tech support.
• Show appreciation: Small gestures, like weekly treats or recognition shoutouts, go a long way in boosting morale.
The goal is to create a workplace where people feel excited to show up — not obligated.
BE READY TO ADJUST
This transition isn’t a “set it and forget it” scenario. It’s a process that requires regular evaluation and fine-tuning.
Here’s how to stay adaptable:
• Gather feedback: Use surveys or team discussions to understand what’s working and what’s not.
• Adjust policies as needed: If commuting challenges are a major issue, could a two-day office week work instead?
• Keep communicating: Transparency builds trust. Share updates on how the return-to-office strategy is evolving and what’s driving decisions.
Flexibility and communication show employees that the organization is evolving with them — not against them.
ADJUSTING TO THE NEW TUNE
Switching from “go away” to “come back” is more than a logistical change — it’s a shift in rhythm that requires rebuilding trust, fostering connection and redefining purpose in the workplace. Like any new song, it takes time for everyone to find their groove.
By harmonizing flexibility with structure, creating genuine opportunities for connection and designing a workplace that feels worth the commute, leaders can transform this transition into a chance to grow stronger together.
The goal isn’t to drag people back to their desks — it’s to compose an environment where they feel inspired to return. When that happens, the entire team hits the right note.
Switching from “go away” to “come back” is more than a logistical change — it’s a shift in rhythm that requires rebuilding trust, fostering connection and redefining purpose in the workplace.
Karla Jo Helms is the chief evangelist and Anti-PR™ strategist for JOTO PR Disruptors™. A crisis management alumna, she has worked with attorneys, investigators and media to restore reputations. She champions Anti-PR as a powerful tool to shape markets and corporate perception. Helms speaks globally on PR’s evolution and its impact.
jotopr.com
VCs Favor Startups with Media Coverage
Build momentum through strategic media engagement by Karla
Jo Helms
Startup funding in January 2025 reached $10.1 billion, reflecting an 8.3% year-over-year increase but a 12.5% drop from the previous month — clear evidence that securing venture capital remains an uphill battle. While the IPO market may rebound in the upcoming moths, experts caution that it will take time for capital to flow back into VC funding. In this environment, startups that fail to establish visibility and credibility risk being overlooked.
Strategic communication is no longer an option; it’s a survival tool. VCs increasingly prioritize media exposure for their portfolio companies, knowing that visibility translates to investor confidence, customer acquisition and market authority.
WHY VCS PRIORITIZE MEDIA COVERAGE
Venture capitalists understand that visibility in respected publications does more than introduce a startup to the market — it validates its potential. A Harvard Business School study confirms that media exposure significantly enhances brand recognition, particularly for early-stage companies still establishing their reputation. For VCs, securing media coverage is a strategic move to signal credibility to potential investors, customers and partners. Third-party validation demonstrates momentum, making it more attractive for follow-on funding and industry partnerships.
This approach is especially crucial in competitive sectors such as startups, which must fight for attention. Without consistent media exposure, even the most innovative companies risk fading into obscurity.
VCs actively shape the media narratives of their portfolio companies to help them stand out, ensuring that their startups remain visible to the right audiences. By doing so, they not only boost investor confidence but also accelerate customer adoption — two critical factors in scaling almost any young company.
PR MISSTEPS THAT UNDERMINE STARTUP GROWTH
Startups often stumble in their PR efforts by treating media exposure as a one-time event rather than a continuous strategy. A common mistake is chasing high-profile coverage while ignoring niche industry publications, which can provide more targeted and engaged audiences. Additionally, many founders pitch generic “profile pieces” instead of sharing real news that demonstrates traction — such as product launches, partnerships or key milestones. To maximize impact, startups must build relationships with journalists, maintain a steady news cadence and tailor their messaging to resonate with investors and potential customers.
COMMON PR MISTAKES AND HOW TO FIX THEM
• Focusing Only on Big Media: Tech giants may get Forbes features, but startups often gain more traction in industry-specific outlets. Overlooking niche publications can mean missing valuable exposure in industry-specific circles.
• Pitching Generic Profile Pieces: Investors and journalists prefer real news with measurable impact, not just founder backstories or occasional product launches.
• Inconsistent Media Outreach: Sporadic PR efforts weaken momentum; maintaining a steady flow of updates keeps a startup relevant.
To cut through the noise and gain investor trust, startups must move beyond traditional PR tactics and embrace strategic communication, prioritizing consistent, value-driven media engagement over one-off press hits.
This is what’s called the “Anti-PR” approach, which treats media exposure as a core business function — like sales or product development. Instead of chasing vanity coverage, startups should focus on building credibility through thought leadership and data-driven storytelling.
MASTERING STRATEGIC COMMUNICATION: THE ANTIPR APPROACH
Startups often make the mistake of viewing PR as a oneoff transaction rather than an ongoing relationship. Instead of cold-pitching journalists only when they need coverage, businesses should focus on providing consistent value. This is the essence of Anti-PR: treating media relations as a long-term strategy rather than a quick publicity stunt.
By offering exclusive insights, expert commentary and fresh data, startups can become a go-to resource for journalists. This approach not only increases media exposure but also helps position the startup as an industry leader, making it more attractive to investors.
A key part of Anti-PR is maintaining a steady news cadence. Instead of waiting for a major announcement, startups should consistently engage with the media and stay on their radar. This proactive approach makes media coverage a growth asset rather than a last-minute effort to gain investor attention.
By embracing disruptive public relations strategies, startups can transform their media presence from a mere afterthought into a strategic advantage. As the funding landscape continues to evolve, startups that prioritize strategic communication will be better positioned to navigate challenges, seize opportunities and drive sustainable growth. In a world where visibility is paramount, mastering the art of media relations could very well be the key to lasting success.
According to a Harvard Business School study, startups that receive media coverage experience a significant boost in brand recognition. This is especially crucial for early-stage companies, as increased visibility can enhance their credibility, attract investors and lead to greater customer engagement.
The Importance of Balancing Creativity and Data in Marketing Efforts
Finding the sweet spot between innovation and metrics-based strategy by
Shannon Keller
In today’s fast-paced, competitive landscape, marketers often find themselves at the crossroads of creativity and data. On one hand, creativity is the cornerstone of a compelling brand story — fueling innovation, differentiation, and emotional resonance with audiences. On the other hand, data-driven insights provide the structure, precision and accountability necessary to ensure campaigns reach the right people and achieve measurable results. Balancing these two forces is essential to crafting effective marketing strategies that drive both engagement and business growth.
WHY CREATIVITY MATTERS IN MARKETING
Who doesn’t love creativity? The ability to create a message that resonates and is impactful — and meaningful — is critical to campaigns that are authentic, relevant and leave a lasting impression. At its core, marketing is about making connections — between brands and their customers, products and their purposes, and ideas and their audiences. Creativity breathes life into these connections, engages people and inspires them to buy into a brand. Creativity fosters:
Brand Differentiation: Unique, bold ideas are what make brands memorable and relatable. Campaigns like Nike’s “Just Do It” or Apple’s focus on simplicity and design inspire customers and foster loyalty.
Emotional Engagement: Emotionally resonant campaigns are more likely to leave a lasting impression. A well-crafted story or a striking visual can build trust and humanize a brand in ways data alone cannot.
Innovation: In a world of endless content, creativity drives the next big idea or approach that captures attention in new, unexpected ways.
However, creativity without direction can fall flat, failing to connect with the right audience or achieve tangible goals. This is where data steps in.
THE ROLE OF DATA IN MARKETING
Data has revolutionized the marketing world, offering unparalleled insights into customer behavior, campaign performance and market trends. When used effectively, it ensures creative efforts are aligned with what works, making marketing strategies more efficient and impactful. Data enables:
• Audience Targeting: Knowing who its customers are, what they value, and how they interact with the brand allows a business to tailor campaigns that speak directly to their needs.
• Performance Measurement: Metrics like click-through rates, conversion rates and return on investment help marketers evaluate what’s working and where improvements
are needed.
• Optimization: Real-time data allows for agile decisionmaking, helping marketers adjust strategies on the fly to maximize results.
But an over-reliance on data can stifle creativity, turning marketing into a mechanical process devoid of emotion, imagination and connection.
FINDING THE SWEET SPOT
The most successful marketing strategies strike a balance between the art of creativity and the science of data. Here’s how to find that sweet spot:
• Start with insights, then build creative concepts. Marketers should use data to uncover trends, customer pain points and opportunities, but let creativity guide how to address them. For example, Spotify Wrapped combines user data with playful, engaging visuals and storytelling, creating a campaign that feels both personal and imaginative.
• Test, learn and iterate. Marketers should avoid assuming their first idea is the best one. By using A/B testing, they can experiment with different creative approaches while analyzing which resonates best with their audience.
• Collaborate across teams. Marketers should encourage collaboration between creative and data teams. Combining insights with storytelling enables them to craft campaigns that are both inspiring and effective.
• Prioritize metrics that matter. Marketers should avoid drowning in data by focusing on the metrics that align with their goals. Measuring creative impact through customer engagement or brand awareness might be more relevant than obsessing over vanity metrics like likes or impressions.
• Embrace flexibility. The marketing landscape is constantly evolving. Marketers need to be willing to adjust their approach as new data emerges or as trends shift, while still keeping creativity at the forefront.
THE POWER OF BALANCE
When creativity and data work hand-in-hand, marketing becomes more than a function — it becomes a force for growth. Creativity fuels bold ideas that inspire and captivate, while data ensures those ideas are targeted, relevant and impactful. By finding the balance, marketers can build campaigns that connect emotionally, deliver results, and evolve with the needs of their audience.
In the end, the art of marketing lies not in choosing between creativity and data but in mastering the relationship between them. Striking the right balance unlocks the potential for truly innovative, results-driven strategies.
It’s no secret, data has revolutionized marketing. Where marketers once relied on instinct, they now rely on insights gleaned from careful data analysis. That said, studies show that brands combining both art and science achieve three times higher conversion rates, demonstrating that creativity and analytics together drive innovation and results.
Shannon Keller is founder and chief marketing officer of Art & Science, a brand strategy and marketing agency helping emerging brands drive meaningful growth through a balance of precision, instinct, data and insight. The agency leader and former restaurant CMO has spent the last 20 years creating and directing award-winning marketing campaigns for some of the nation’s most innovative brands. artandscienceagency.com
Human Empathy and Giving
A growing body of research indicates that humans react with more compassion to single individuals in need versus groups in dire situations. In fact, stories of individuals result in greater donations, according to a research paper on PLOS One, titled “Compassion Fade.” Why? It seems it is more difficult for humans to harness the needed emotion for groups of people — resulting in “compassion fatigue” — versus a single individual.
Research at ASU further supports the effectiveness of storytelling as a way to increase empathy and, as a result, giving. Organizations should keep these realities in mind when crafting fundraising campaigns for a society that, already, is emotionally strained, itself.
Apathy’s Spillover into Fundraising
How nonprofits navigate today’s societal lethargy by
Richard Tollefson
Donors and volunteers once filled with energy, enthusiasm or indignation for social causes have gone a bit silent. Their new mantra: Wait and see what happens.
Psychologists suggest that an increase in apathy is to be expected in a world filled with uncertainty. To be sure, there’s a lot of it to go around: global political upheaval, regional warfare, rising costs for basic needs, divided politics, wildfires, floods and hurricanes.
A lack of engagement and interest in societal issues happens when individuals feel overwhelmed or powerless — or, worse, that their individual actions won’t make a difference. What’s more, community apathy can become the norm, making it that much easier for individuals to tune out.
But it’s not all doom and gloom for nonprofits. There is good news, actually. Really good news. Nonprofits today have more technological options at their disposal to connect even more deeply with key donors than they ever did in the past. They also can turn up the volume on time-tested personal outreach and rekindle passion from their donors.
EMBRACE CONNECTION THROUGH TECHNOLOGY
According to Nathan Chappell, author of The Generosity Crisis, on average, people interact with 4,000 algorithms per day, receive 300 emails per day and scroll 300 feet on their phones daily.
With all that noise in what has been coined the “attention economy” — where everyone wants your attention — he says nonprofits face competition for real connection with their donors. He concedes that donor response to so much hyper stimulus looks a lot like apathy. The answer to breaking through, he admits, seems antithetical: more technology. Chappell’s new book is titled Nonprofit AI: A Comprehensive Guide to Implementing Artificial Intelligence for Social Good.
“Machine-learning has honestly unlocked insight about charitable giving that has never been answered before,” says Chappell, “like what donors and non-donors actually look like from a math perspective. It’s taught us that giving has very little to do with wealth, yet 80 percent of the fundraising market uses wealth data as a way of identifying donors.”
know who somebody is, what they care about and how they’re behaving, you can automate the right message at the right time on the right channel, or even prompt your team to make the right phone call at the right time.”
PURSUE PROFOUND CONNECTION
Of course, human interaction remains key. Yes to phone calls, coffee and lunches, but also yes to a fundraising mindset that is relationship- and retention-driven rather than transaction-driven. “You’re aiming for radical connection — bringing people in you want to keep, whom you want to foster so they’ll give again and again,” says Chappell. “It also involves surveying or asking donors about the depth of their affiliation with the nonprofit, asking if your nonprofit is an amplifier or a barrier to a donor’s generosity.”
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com
It really should be about connection, which — ironically — is where machine-generated AI comes in. “It’s not just another Netflix subscription,” says Chappell. “Generative and predictive AI can unlock deep, personal relationships. It has to be a personalized experience that transcends.”
Gabe Cooper, founder and CEO of Phoenix-based Virtuous, agrees. “The most effective fundraisers in this new world understand who their donors are and how to be way more personal in their outreach in order to break through the noise.” Virtuous and Cooper help charities reimagine generosity through nonprofitspecific Customer Relationship Management software (CRM).
Combining marketing automation with first- and thirdparty data — what people click on, how they engage with an organization, their demographic data — is key, Cooper says. “If you
Gone are the days of “spray and pray” marketing — every donor getting the same piece of mail — adds Cooper. What does personalized marketing automation look like? “Your donors should get a personalized text message — connected to the reason that they gave,” he says. “Then they get an email directing them to a personalized landing page based on what they gave. They should get all of that within the first ten days of their gift.” Then they get a postcard in the mail closing the loop on the impact their gift made in the world.
The proof that it works? Cooper’s clients, on aggregate, see an increase in donor retention of 12%, with many donors increasing their gifts by an average of 50%.
In the end, the biggest factor in stemming the tide of fundraising apathy comes down to creativity. Get to know donors, embrace AI, share the stories of lives touched as a way to reiterate the importance of philanthropy and volunteerism. And consider thinking more commercially: Partner with companies that share a consumer base aligned with your prospective donors.
Build your case with personal touch and tech, statistics and stories.
Understand the Stats
The middle-class donor is disappearing, with fewer donors giving and the biggest donors giving the most, according to Nathan Chappell, who shares: Once, the largest donors gave 80% while others filled in at 20%; trends are moving toward 90/10 and 95/5. In 2001, two-thirds of Americans gave to charity; by 2021, less than half were reported giving to charity.
The All-New 2025 Volvo XC90
Volvo’s flagship SUV, the XC90, returns for 2025 with a refined design, enhanced technology and an eco-conscious approach, reinforcing the Swedish automaker’s commitment to luxury and sustainability. As the automotive industry shifts toward electrification and digitalization, the all-new XC90 strategically positions itself as a leader in the premium SUV segment.
Aesthetically, the 2025 XC90 maintains its Scandinavian elegance while adopting a refreshed exterior with a sleeker front grille, redesigned LED headlights and a sculpted hood that exudes sophistication. The aerodynamic enhancements not only improve efficiency but also give the vehicle a more dynamic road presence.
Inside, Volvo continues its reputation for minimalistic luxury with premium materials, ergonomic seating and a tech-forward cabin. The new 11.2-inch high-resolution touchscreen, powered by an updated Google-based infotainment system, provides seamless connectivity and intuitive controls. Enhanced sound insulation and a refined suspension system ensure a smooth and quiet ride, reinforcing Volvo’s dedication to comfort.
Under the hood, the XC90 offers a range of electrified powertrains, including mild hybrid and plug-in hybrid (PHEV)
options. The PHEV variant now boasts an improved electric-only range of up to 32 miles, catering to eco-conscious consumers and urban commuters. While a fully electric version is not yet available, industry experts anticipate one in the near future as Volvo advances toward its goal of becoming an all-electric brand by 2030.
From a business perspective, Volvo’s latest iteration of the XC90 demonstrates a keen understanding of market demands. The SUV balances luxury and sustainability, appealing to corporate fleets and environmentally conscious executives. Additionally, Volvo’s commitment to over-the-air software updates ensures longevity and adaptability, a crucial aspect in today’s fast-evolving automotive landscape.
With a starting price of $59,745, the 2025 XC90 remains competitive against rivals like the BMW X5 and Mercedes-Benz GLE. As Volvo continues to align with global sustainability trends and technological advancements, the XC90 solidifies its place as a top choice for discerning buyers looking for innovation, elegance and environmental responsibility in one package.
Mike Hunter
volvocars.com/us
Pizza and a T-Shirt in the Entrepreneurial Spirit
A collaboration between Tempe-based Spinato’s and Chandler-based apparel company State Forty Eight brings us a special pizza and a limited-edition T-shirt, supporting a campaign running through May 31 at all six Spinato’s locations in Tempe, Scottsdale, Phoenix, Ahwatukee and Gilbert.
The exclusive State Forty Eight Pizza blends Spinato’s signature handcrafted flavors with bold Southwestern flair. This zesty Southwest Margarita pizza is created with olive oil, mozzarella, Pico de Gallo, feta, lime crema, cotija and cilantro. The special pizza is being paired with The Phoenix, an orange blossom margarita that is a nod to the historic citrus groves that once thrived in the Valley. The bright, citrusy notes cut through the richness of the pizza’s feta, bringing a delicate sweetness that perfectly complements every bite.
The limited-edition State Forty Eight/Spinato’s T-shirt ($30) captures the essence of Arizona’s breathtaking landscape while also paying tribute to Hayden Flour Mills, a staple in our community.
MSRP: $59,745
Fuel Economy (Combined): 26 mpg
Transmission: 8-speed
Geartronic™ automatic, AWD
0-60 PMH: 6.4 sec
A portion of the proceeds from pizza, margaritas, T-shirts and stickers goes to the State Forty Eight Foundation. “We are big fans of State Forty Eight and we jumped at the chance to collaborate with them on a pizza to raise funds for their foundation,” said Anthony Spinato, CEO of Spinato’s Pizzeria & Family Kitchen. “Mike Spangenberg and his State Forty Eight team do tremendous work supporting small businesses and startups. We admire their innovation and commitment to strengthening our community, and we’re excited that our guests can help support their efforts as well.”
Googles In-car Tech: The Volvo XC90 is known for its cutting-edge technology. The XC90 integrates Google services, such as Google Assistant, Google Maps and Google Play, through its infotainment system for a seamless user experience.
Chicken breast, pounded, with mozzarella cheese and marinara sauce in homemade Italian bread; baked in the oven
$16
Italian Chopped Salad
Iceberg lettuce, Kalamata olives, sun-dried tomatoes and mozzarella in a vinaigrette dressing
$16
Penne Alla Campagna Chicken, sun dried tomatoes, mushrooms and spinach in a garlic and white wine sauce
$24
Brody’s Italian Promotes a Neighborhood Welcome
by RaeAnne Marsh
A long-standing neighborhood favorite in north Phoenix with a devoted clientele, Brody’s Italian established its reputation long before Jason Brody put his own name above the door.
But his culinary talents helped develop many of the menu items its patrons return for. And when he had the opportunity to take ownership from his mentor Nick, he was eager to keep those traditional dishes — and, of course, add his own imprimatur.
Brody’s Baked Rigatoni is one of these new signature dishes — a personal favorite he has added to the menu. The rigatoni pasta is liberally covered in Brody’s creamy Spicy Pink Sauce and topped with mozzarella cheese, then baked for a crisp top. Offered as a starter, its size could suit as a light lunch entrée.
Grilled shrimp is another starter, a plentiful serving of bitesized morsels of shrimp in arrabbiata sauce in which crushed red pepper gives traditional marinara sauce a sharp kick.
Expanding the menu for lunch by adding hot sandwiches and half salads (the half-salad option available on most of the regular salads), Brody notes, “Lunch doesn’t have to be heavy.” Portions, however, are still hearty. The Salmon Pesto sandwich is a succulent filet of salmon on focaccia bread liberally slathered with fresh pesto. Another sandwich option is Eggplant Parmesan, served with marinara sauce in a sandwichsized loaf of Italian bread.
Pastas and gnocchi are made in-house. Among the pasta dishes is Linguini Clams, on the full menu, offered in a very flavorful garlic and white wine sauce with a liberal serving of clams in-shell — or an even more liberal serving for clams already shelled. This can also be ordered with marinara sauce.
The menu offers personal, 10-inch pizzas such as the
the
Comfortable for business meetings or personal meetups, Brody’s dining room and lounge welcomes with a warm and cozy vibe in modern décor, with framed mirrors helping create a sense of spacious while wood and upholstered accents help modulate sound. The patio is a bright and cheerful space that is enclosed by a privacy shade that provides protection from the direct force of the sun. Easy parking is a plus during the busy business week.
Brody’s Italian 10810 N. Tatum Blvd., Phoenix (602) 953-1110 brodysitalian.com
vegetarian Vegetali; the four-cheese, sauce-free Bianca; and
BBQ Chicken with barbecue sauce.
Chicken Parmesan Sandwich
Jason Brody acquired one of the three Valley locations of Nick’s Italian, culminating 20 years of working in various positions at all three locations.
Photos by Joanie Simon, courtesy of Brody's Italian
2025 Economic Outlook
Recently, the Tempe Chamber of Commerce presented a thoughtprovoking economic forecast packed with information and data business owners can use to navigate the coming year. The event presented expert insights into local and national economies, featuring a unique opportunity to understand the forces shaping the market after the recent election. Topics included tariffs and housing. Sandra Watson, president/CEO of the Arizona Commerce Authority; Luis Ramirez Thomas, president of Ramirez Advisors Inter-National; Economist Jim Rounds with Rounds Consulting Group; and City of Tempe Economic Development Director Mike DiDomenico helped attendees to stay informed, competitive and prepared to align their business strategy with emerging economic trends.
Secretary of State Fontes Meets with Tempe Chamber Members
Members of the Tempe Chamber and Board of Directors met with Arizona Secretary of State Adrian Fontes on Wednesday, January 15th, at the MAC6 co-working space. The Secretary shared his vision for elections in Arizona and the need to modernize computer systems within various divisions of his of ce. He also championed the preservation of the Arizona Business One Stop website, saving it from the legislative chopping block and advancing its functionality to make establishing a business easier. Other topics discussed included election legislation and budget requests.
Tempe Chamber President and CEO Robin Arredondo-Savage said,
Chamber members to gain valuable insight into Arizona’s election modernization, business resources and legislative priorities, fostering a dialogue that strengthens collaboration between government and our local business community.”
Looking forward to Career Ready Tempe 2025 Summer Internships
Career Ready Tempe (CRT) is a workforce program by the Tempe Chamber Foundation in collaboration with the City of Tempe Economic Development Department that connects low-income high school juniors and seniors with paid internships, bridging the skills gap and preparing them for in-demand careers. CRT provides students with hands-on experience, career pathway exploration and mentorship, addressing equity gaps in workforce development.
Students in the program will be prepared for professional settings through quality soft skills training. They will receive in-person training from Arizona@Work and complete six online soft skills courses via Arizona State University’s Edge program, covering customer service, leadership and personal development. Interns must complete modules on Time Management, Customer Service and Communication Etiquette. Employers can select three additional modules for students to complete before starting their internships.
Program Overview
• Internships will run for 6 weeks from June 9 through July 18.
• Interns complete a total of 120 hours, approximately 20 hours per week.
• The Career Ready team handles student application review, interviewing and matching with businesses (business partners are invited to review student pro les and attend interviews).
Launched in 2019, the program has perpetuated the hiring of several graduates by the businesses they interned at through the program. Businesses who wish to apply for an intern can do so by contacting the City of Tempe. tempe.gov/government/economic-development
“Hosting Secretary of State Fontes allowed Tempe
Pictured (left to right): Economic Outlook: Jim Rounds, Tim Bourcet, Robin Arredondo-Savage, Mike DiDomenico, Sandra Watson, Rosa Inchausti, Arlene Chin, Tom Binge
Career Ready Tempe matches high school interns with local businesses to give students an opportunity to work in a professional setting through a paid summer internship.
For Students For Businesses
Eligibility requirements
• Tempe student or resident
• Incoming junior or senior
• At least 16 years of age when internship starts
• 2.0 unweighted GPA
Student benefits
• Paid $15/ hour
• 120 hours over the summer in a professional work environment
• 6 soft skills development trainings
• Interview/resume skill building
• 1/2 career exploration credit available to TUHSD students
• College Connect Tempe advisor to assist with educational goals
• Networking, mentorship and practical skill building through internship host site
Student testimonials
“The internship strengthened my resume and provided a meaningful foundation for future opportunities, as well as my mentor volunteering to be a reference contact.”
“My advisor did an amazing job leading me through programs like Photoshop, Premiere Pro, Lightroom, professional presentations, using a drone, and many more fundamental tools that are key to marketing. A lot of these skills were hard skills that I can apply in any marketing workplace that will make it easier to understand and adapt in the future.”
Eligibility requirements
• Physically located in the City of Tempe
• Good standing with Arizona Corporation Commission
• Designated on-site supervisor to work with the intern
• Provide meaningful project assignments
• Provide a safe work environment meeting mandated safety precautions
Business benefits
• Business exposure/visibility within the City of Tempe
• Intern compensation covered by program
• Support in on-boarding, preparing and matching a student intern
• Contribute to and retain talent in the workforce needed to grow the economy
• Increase competence and awareness related to your industry
Business testimonials
“The program gave me the opportunity to participate in interviews with candidates that I thought would be the best match, and then they took into consideration my feedback and my intern’s feedback when matching us together, so I was very happy with the result.”
“I think the program is put together well and is currently set up in a way that helps both the students and businesses succeed together.”
“Our internsgive usfresh perspectives.”
Tempe Chamber of Commerce Names Robin Arredondo-Savage President/CEO
The Tempe Chamber of Commerce Board of Directors announced Robin Arredondo-Savage as the organization’s President/CEO in December of 2024. She had previously been serving in an interim capacity since July.
Arredondo-Savage offers extensive experience, a deep understanding of the Tempe community and a proven leadership track record. She is an army veteran, former Tempe Union High School Board member and ASU alumni. Arredondo-Savage is no stranger to the Tempe Chamber, having served as board chair while working for her family’s business, Arredondo and Arredondo Insurance. And, as a former three-term Tempe City Councilmember, she is uniquely equipped to lead the Chamber into its next chapter.
“Robin’s visionary approach to leadership and her built-in relationships with stakeholders like the City and ASU made the thought of her guiding the Chamber into its next chapter very exciting. Over a very short period of time, I’ve seen her make bold decisions that I believe will only strengthen the organization. And lastly, the way the staff has rallied and supported her has shown me and the board that Robin is the right choice,” said Tempe Chamber Board Chair Tom Binge. “I think we’re all excited to see what’s next as she works to support our thriving business community.”
Arredondo-Savage is a true Tempe trailblazer, having successfully built regional partnerships and collaborated on multiple initiatives that have delivered positive outcomes. She served honorably in the U.S. Army and has turned that experience into a strong advocacy for veterans by leading efforts for Tempe to become the rst Veteran
Supportive City in the state, developing Valor on 8th, the rst female veterans’ housing project in Arizona, and organizing a female veterans’ recruitment program for the re department. She’s led efforts to connect STEAM programs with youth, business and community through Geeks’ Night Out in partnership with the AZ SciTech Festival and created College Connect, a partnership with Tempe Schools, Arizona State University, University of Arizona, Northern Arizona University and Maricopa Community Colleges. She was instrumental in creating Career Ready Tempe, a program through the city of Tempe and the Tempe Chamber Foundation offering high school students internships with Tempe businesses.
As President/CEO, she will focus on creating opportunities for local businesses to thrive, advocating for the needs of members and strengthening partnerships. Arredondo-Savage shared her enthusiasm for the opportunity to serve her hometown in this capacity. “As a lifelong resident, business owner and former City Councilmember, I’ve had the privilege of experiencing this city from many perspectives. I’m honored to lead the Tempe Chamber and to work alongside our incredible business community to strengthen our economy, foster collaboration and ensure Tempe remains a great place to live, work and play.”
She is a member of the National League of Cities’ Youth, Education and Family Council and its Human Development Committee. She is also on the board of directors for the East Valley Partnership, East Valley Chambers of Commerce Alliance, Valley Metro, Tempe Tourism and the Tempe Coalition.
Pictured: Robin Arredondo-Savage President/CEO
Tempe Chamber Hops into the Craft Ale Ring with Local Tempe Brewery for Charity
Raise a glass for a great cause
On Tuesday, February 4th, local Tempe brewery Catalyst Crafted Ales began the brewing process for the Tempe Chamber of Commerce charity beer. Tempe Chamber President/CEO Robin Arredondo-Savage explains, “We’re thrilled to partner with Catalyst Crafted Ales to bring this special brew to our community in support of the Tempe Chamber Foundation. This collaboration is a perfect blend of local craftsmanship and community impact — every can sold helps fund vital programs that support our businesses, workforce and future leaders.”
Robin Arredondo-Savage and Tempe Chamber Board Chair Tom Binge, along with Tempe Mayor Corey Woods and members of the Tempe City Council, were on hand to help kick off the brewing process.
On Wednesday, February 26th, the Tempe Chamber of Commerce proudly unveiled its exclusive charity beer at a successful launch event hosted at Catalyst Crafted Ales with Tempe City Lifestyle Magazine. Tempe Chamber members, Tempe City Council members and local business leaders gathered to celebrate this exciting collaboration, which supports the Tempe Chamber Foundation’s impactful programs.
Proceeds from the beer directly bene t Career Ready Tempe, a summer internship program that connects high school students with career opportunities. The Foundation also supports Tempe Leadership, Tempe Youth Leadership and Tempe Cares, all of which cultivate leadership and community engagement.
Thank you to everyone who joined us to raise a glass — and funds — for a great cause! If you missed the launch, you can still support Career Ready Tempe by purchasing the beer at Catalyst Crafted Ales or scan
The
Foundation serves programs and initiatives that include Career Ready Tempe, a high school student summer internship program;
Leadership;
Youth Leadership; and Tempe Cares developing leaders in community service.
the QR Code to donate. Cheers to community and opportunity!
Tempe Chamber
Tempe
Tempe
Pictured: Kassandra Beavers
Pictured: Toast at Tempe Chamber Beer for Career Ready Tempe
Tempe Chamber State of the City with Mayor Corey Woods
The Tempe Chamber of Commerce recently hosted the 26th Annual State of the City Breakfast with Tempe Mayor Corey Woods in marking more than a quarter-century of collaboration between the Chamber and the city. This highly anticipated, sold-out event took place at the Omni Tempe Hotel at ASU, with Edward Jones serving as the presenting sponsor and SRP as the Diamond sponsor. The event welcomed a record number of business leaders, local of cials and community stakeholders, demonstrating the strong connection between the business community and city leadership.
Mayor Woods delivered the 2024 State of the City Address, highlighting Tempe’s recent achievements, pressing challenges and a forward-looking vision for growth and prosperity. A major focus of his address was the city’s efforts in tackling homelessness with compassionate yet practical solutions. Woods emphasized the impact of Tempe’s HOPE outreach team, which engaged with more than 10,000 individuals in need this year. He also spotlighted Sue’s Espacio, a bridge shelter that provided temporary housing and support services to 19,000 people, helping them nd pathways out of homelessness. The mayor reinforced Tempe’s commitment to leading with empathy while ensuring public safety through services and enforcement of city ordinances.
In addition to addressing homelessness, Woods outlined progress in infrastructure development, ongoing construction projects and public safety improvements, noting a remarkable 20% decrease in the city’s violent crime rate. He also celebrated the 25th anniversary of Tempe Town Lake, recognizing its role as a vital economic and recreational asset to the city.
“The State of the City Address is meant to strengthen the bond between business and community, delivering insights into the issues
that affect Tempe’s economic landscape,” said Robin ArredondoSavage, president and CEO of the Tempe Chamber of Commerce.
“It’s an excellent opportunity to celebrate our progress and discuss resources for supporting business growth in Tempe.” The event served as a platform for meaningful dialogue, reinforcing the city’s commitment to collaboration, innovation and sustained economic vitality.
Pictured: Mayor Corey Woods Photo
Pictured (left to right): Mayor Corey Woods and Robin Arredondo-Savage President/CEO
Tempe Chamber Sta
Board of Directors
Board Chair: Tom Binge
Incoming Chair: Laura Briscoe
Treasurer: Beth Stull
Immediate Past Chair: Suzy Greenwood
Directors: Deborah Arteaga, Cionte Prater, Jayashree Ganesan, Jesse Shank, John Bauer, Mark Holthaus, Matthew Heil, Nick Bastian, Paul Quinn, Zack Heim, Patrick Carlson, Sean Brown
Ex-Of cios: Lori Foster, Linda Sullivan, Rosa Inchausti, Tim Gomez, Michael Martin, Dr. Kate Smith
Committee Chairs: NoRa Travino, Tom Binge, Dawn Hocking, Robert Walker, Carly Schorman
The Tempe Chamber of Commerce strengthens the local economy through networking, advocacy, professional and workforce development. It regularly advocates for a favorable business climate through interactive public policy engagement and provides ongoing representation in government at local, state and federal levels.
Tempe Chamber of Commerce 1438 W. Broadway Rd., #213 Tempe, AZ 85282 480-967-7891 www.TempeChamber.org
Pictured: Adrian Fontes meets with Tempe Chamber members
Cheryl Fields Tyler is founder and CEO of Blue Beyond Consulting, a boutique management consulting firm focused on the people side of business, taking an integrated approach to culture, talent, communications, leading and managing people, change management, and organizational effectiveness. A soughtafter advisor, Tyler is also lead author of Blue Beyond’s latest study, “Winning on the People Side of Business: Research, Insights, and Recommendations.” bluebeyondconsulting.com
Four Reasons Why Investing in Your People Managers Is Paramount
Recognize their role as distinct and valued by Cheryl Fields Tyler
People managers are the cornerstone of any successful organization, serving as the link that actively and agilely balances the changing needs of the people and the business. Here are four reasons why investing in their development is one of the most significant strategic moves a business leader can make.
1. A Key Influence on Employee Mental Health and Well-Being
Employees today expect businesses to prioritize their wellbeing. In fact, seven in 10 workers say people managers have a significant impact on their mental health — on par with their partner or spouse, and more significant than the influence of their doctor (51%) or therapist (41%). This statistic underscores the profound role managers play in shaping the day-to-day experiences and well-being of their teams. However, there is a noticeable gap between managers’ intentions and employees’ perceptions. One-third of employees reported that their manager does not fully recognize the impact they have on team mental well-being, and a substantial number expressed a desire for their organization and managers to become more supportive. While managers often feel confident in their abilities, there is a disparity in employee confidence that suggests a need for targeted training and support to equip managers with tools to positively impact their teams’ well-being.
2. Drivers of Learning, Career Development, Upskilling and Reskilling
Blue Beyond’s latest research shows that learning and career development, along with upskilling and reskilling, have recently become top priorities. More than nine in 10 survey respondents believe skills development and training is important for their company to thrive and 91% say learning and career development are important to them personally. That’s up from 75% and 77%, respectively, from our 2021 study
People managers are critical to modeling a growth mindset — the belief that a person’s abilities can be improved through effort, learning and persistence — and making development opportunities accessible. Several research studies indicate that employees are more likely to stay with companies where managers provide clear career paths and encourage ongoing training, upskilling and reskilling. Managers who support employees’ goals for development foster loyalty and build a “Deep Trust and High Expectations®“ culture characterized by psychological safety where challenges are viewed as opportunities to learn, make mistakes and grow.
3. The Foundation of Inclusive, Positive Workplace Cultures
The importance of people managers in creating a supportive and productive workplace culture cannot be underestimated. A recent Gartner survey found that 77% of employees say manager support is more critical than ever to build connections, foster purpose and improve motivation within their teams — making employees feel seen, valued and engaged.
This is reflected in Blue Beyond’s latest research as well, with 93% of all respondents saying effective people managers are an important factor for building and sustaining a high-performing workplace culture. However, just 24% of knowledge workers strongly agree that their company actually has effective people managers.
Additionally, remote and hybrid employees report higher levels of management effectiveness than in-office workers, with 85% of fully remote and 83% of hybrid employees rating their managers as effective compared to 75% of in-office employees. This suggests that flexible work arrangements may foster an environment where managers focus more on effective management across the organization.
4. Catalysts for Organizational Success
An overwhelming majority of employees and leaders agree that people managers are essential for organizational success. Recent research from McKinsey shows that having more topperforming middle managers leads to much better financial outcomes. Our research data echoes that sentiment, with 89% of all respondents believing people manager capabilities are crucial for their company to thrive now and in the future.
Yet, there’s still so much room for improvement. While more than eight in 10 business and HR leaders express confidence in their company’s people managers, only 63% of knowledge workers share this confidence. This disparity emphasizes that investment in people manager development could greatly enhance employee confidence and engagement, driving organizational performance in the process.
It’s clear that a paradigm shift is necessary in how we perceive and invest in people management. It must become less a role and more of a practice with a repertoire of capabilities and skills that are seen as a distinct and valued vocation. In today’s competitive landscape, building peopleleaders’ capability to shape culture and spur innovation is not only wise — it’s essential to building a future-ready organization where both the business and the people can thrive.
According to Blue Beyond’s 2024 survey, 77% of respondents agree they have “confidence in my manager’s leadership.” That number increases to 84% of business leaders and 85% of HR leaders, holds steady at 77% of people managers but drops precipitously to 63% of knowledge workers. Just 23% of knowledge workers “strongly agree” that they have “confidence in my manager’s leadership.”
Help Can’t Wait DURING EMERGENCIES
We invite you and others to join the American Red Cross mission by volunteering, giving blood, learning lifesaving skills or making a financial donation. Your support helps ensure families don’t face emergencies alone.
We invite you and others to join the American Red Cross mission by volunteering, giving blood, learning lifesaving skills or making a financial donation. Your support helps ensure families don’t face emergencies alone.
Volunteer. Give Blood. Donate. Take a Class. Visit redcross.org/AZNM to learn more.
Volunteer. Give Blood. Donate. Take a Class. Visit redcross.org/AZNM to learn more.
OF OUR
Goodwill of Central and Northern Arizona turns donations into possibilities by providing no-cost services to more than 30,00 Arizonans annually that help them build a better economic future.
Your purchases and donations help support local, no-cost career services, education, sustainability efforts and housing solutions so Arizonans can build better futures for themselves and their families.
Goodwill of Central and Northern Arizona is a 501(c)(3) non-profit organization dedicated to ending poverty through the power of work! GoodwillAZ.org
