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
Designing for Good
This month spotlighting House of Form, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
DEPARTMENTS
9 Guest Editor
Adam Goodman, CEO of Goodmans, introduces the “16 Top Leaders” issue.
10 Feedback
Dr. Rajan Bhatt, Jim Colletti, Erik Hoyer and Scott Pfeiffer respond to In Business Magazine’s burning business question of the month: Recognizing these are volatile times, what economic trends do you expect to impact your business in 2026?
12 Briefs
“Why 2026 Will Be the Year to Rethink Building Performance and Air Quality,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Caris Life Sciences Advances Precision Medicine from Phoenix” and “We-Ko-Pa Casino Resort: Redefining Arizona’s Business and Entertainment Landscape”
15 Startups
“Valley Roofing & Repair Building Customer Base through Connection” and “Recording Wins at The Pad Studio”
16 From the Top
Cristina Perez Hesano focuses on building justice, community and a new model of leadership in law.
17 CRE
“2026 Design Forecast: The Era of Human-Centered Adaptation,”
“Retail Breaks Ground in Mesa’s Eastmark,” “Entertainment & Retail Destination Coming to Laveen,” “Innovative Phoenix Project Mixes Residential & Retail” and “Future-Proofing Retail”
20 Semi Insights
“How Tesoro VC and Startups Will Power Arizona’s $1 Trillion Tech Transformation,” “ASU’s Work on Brain-Inspired Chips” and “Arizona Becomes New Home for COSM Tech Summit”
16 Top Leaders of 2025
Leaders who are making a difference across a variety of established sectors within our business community answer some hard-hitting questions about leadership and empowering our economic growth.
FEATURES
46 Benefits Are Interconnected and Your Strategy Should Be, Too
Eddie Pinto discusses the need and strategies for helping employees view benefits through a broad perspective rather than in silos.
54 Data Quality in AI Use
Ronak Bhavsar explains the reason AI fails in business and how to help it succeed.
24 Healthcare
“How Employers Win with Integrated Health Solutions” and “Bridging the Nurse Shortage: How Agentic AI Empowers, Not Replaces, Care Teams”
26
Technology
“First Impressions Are Biological – Biohack Them to Succeed in Remote Work” and “Tech-Forward Recovery Hospital for Trafficking Survivors”
47 Books
New releases give fresh insights on business thinking.
48 Legal
J. Alexander Dattilo explores the potential acceptance trajectory of a drug in popular use and what Arizona employers need to know about recent legal changes.
50 Legal
Danny Restrepo and Susan Rosenfield offer a practical guide to IP protection for Phoenix entrepreneurs to help them preserve their business’s competitive edge.
56 Nonprofit
Richard Tollefson advises on crafting a dynamic strategic plan as a better strategy than static, long-term planning for organizations today.
57 Assets
2026 Mercedes GLE 450 Coupe Plus: Food is an asset we can bank on.
58 Power Lunch
Business Lunch Meets Italian Glamour at Sexy Roman at the W Scottsdale
66 Roundtable
Grant McGaugh discusses how minority-owned businesses can counter funding barriers.
“Each day you are leading by example. Whether you realize it or not or whether it's positive or negative, you are influencing those around you.”
—Rob Liano
RaeAnne Marsh
Editor in Chief, 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 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. 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 myriad ways globally. She 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 — shedding light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Kim Ryder
Guest Columnist – Commercial Real Estate
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
Ronak Bhavsar is the CEO and co-founder of Prama. (“Data Quality in AI Use,” page 54)
J. Alexander Dattilo is a shareholder at Ogletree Deakins’ Phoenix office and a member of the firm’s drug testing practice group. (“Drug Developments: What Arizona Employers Need to Know about Recent Legal Changes,” page 48)
Grant McGaugh is a strategic brand consultant and founder of 5 STAR BDM. (“How Minority-Owned Businesses Can Counter Funding Barriers,” page 66)
Eddie Pinto is SVP of Product at PlanSource. (“Benefits Are Interconnected and Your Strategy Should Be, Too,” page 46)
Danny Restrepo is an associate attorney at Fennemore who works in the firm’s business and finance practice group. Susan Rosenfield is the chairperson of Fennemore’s intellectual property and IP litigation practice group. (“Preserving a Business’s Competitive Edge,” page 50)
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm. (“Crafting Today’s Dynamic Strategic Plan,” page 56)
Editor in Chief
RaeAnne Marsh
Associate Publisher Nico Pacioni
Graphic Design Matt Fischer
CONTRIBUTING WRITERS
Alison Bailin
Ronak Bhavsar
Tyler Butler
John Byrnes
Audwin Cash
Leeza Constantoulakis
J. Alexander Dattilo
Dawson Fearnow
Sophia Gonzalez
Mike Hunter
Scott Hutcheson
Derek Jackson
Christina Johnson
Andy Lombard
Grant McGaugh
Stephanie Quinn
Eddie Pinto
Danny Restrepo
Susan Rosenfield
Richard Tollefson
ADVERTISING
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
President Camron McCartney
Editorial Director RaeAnne Marsh
Financial Manager Tom Beyer
Office Manager Allie Jones
Accounting Manager Todd Hagen
Founder & Chair Rick McCartney
Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com
Each year, SRP hosts the Champions of Sustainability awards to honor businesses for their achievements in energy efficiency.
This year we recognized outstanding participants in the SRP Business Solutions™ programs, including Energy Efficiency, Business Electric Technology, EV Charger and Fleet and the SRP Business Demand Response Program™.
Join us in a round of applause for this year’s winners — companies and organizations that continuously lead the charge in sustainability and innovation.
WINNERS
• Alta Avondale
• City of Phoenix
• CMC Steel Fabricators Inc.
• Fulton Homes
• Global Ambassador Hotel a Fox Hotel 1, LLC, property
• Grand Canyon University
• Laveen Elementary School District
• Maricopa Community Colleges
• McClendon’s Select
• My Garage Arizona LLC
• Starbucks in Mercy Center
• Sunshine Acres Children’s Home
Learn more about SRP’s rebates and programs and how your business can benefit at savewithsrpbiz.com.
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
Joanna Horton McPherson, 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
Adam Goodman, CEO of Goodmans, is the third generation to lead the 71-yearold family business.
Under his leadership, Goodmans won the first-ever ACE Award for Community Impact in 2009 and became the third certified B Corp in Arizona in 2011. Numerous other recognitions include the Better Businss Bureau’s International Torch Award for Ethics in 2013 and being named to the Game Changers 500 list as one of the top 500 companies in the world using business as a force for social change. In 2018, Adam Goodman was honored with the Greater Phoenix Economic Council's Community Impact Award.
Goodman currently serves as board chair for the Banner Health Foundation and the Arizona Center for Investigative Reporting. In addition, he is the co-founder of Leadership Now Arizona, the immediate past chair of The Phoenix Symphony and currently serves on the boards of Greater Phoenix Leadership, Greater Phoenix Economic Council, Flinn Foundation, the Arizona Local News Initiative and the Jewish Community Relations Council. Previous leadership positions span diverse community organizations.
A Flinn-Brown Fellow (2023) and graduate of Valley Leadership Class 39, Adam Goodman has a bachelor’s degree in business administration from the University of Texas at Austin. goodmans.com
Leadership and Purpose
Arizona continues to distinguish itself as a place where business can grow and innovate. Our natural climate plays a role, but our business climate is earned — shaped by leaders who favor collaboration over division and remain focused on the state’s long-term prosperity.
What’s becoming increasingly clear is how much that prosperity depends on stability. Employers today are navigating heightened uncertainty around healthcare costs, workforce availability, global markets, and state budgeting. In moments like this, leadership is not only about managing through complexity — it’s about reinforcing the conditions that allow businesses to plan, invest, and compete with confidence.
That’s why the connection between democracy and economic strength matters. Leadership Now Arizona unites business leaders who believe democracy is a competitive advantage. John Fees and I launched Leadership Now Arizona in 2024 because threats against election workers made it evident that our civic foundation needed reinforcement.
Leadership Now’s Harris Poll shows 84% of executives view the current political instability as a threat to U.S. competitiveness. Here in Arizona, that concern is mirrored. At our recent statewide economic briefing, 88% of participants reported more negative sentiment in their business networks over just the past six months.
The headwinds are significant: An analysis by economist Jim Rounds for the Arizona Chamber of Commerce earlier this year warns that every $1 billion cut to Medicaid funding would cost Arizona roughly 36,000 jobs, $138 million in annual state and local tax revenue, and $3.7 billion in economic activity. Rural, tribal, and local leaders also report that shifts in federal funding have put critical projects at risk: in a survey of Arizona grant recipients, about half said their projects could continue only in reduced form, while 43% described theirs as “dead in the water.”
Companies evaluating Arizona — particularly international prospects — increasingly cite uncertainty itself as the decisive barrier. Businesses can adapt to competition; what they cannot price is unpredictability.
Across all of these issues, one theme stands out: leadership that strengthens both our civic and economic systems is now essential to Arizona’s competitiveness.
You’ll see that theme reflected in this month’s cover story, which highlights 16 leaders across the Valley who have navigated complexity with clarity and purpose. Their decisions — and their willingness to share what shaped them — offer valuable insight for leaders charting their own course.
This edition also examines the factors that influence the decisions executives make every day. Eddie Pinto reframes how employers approach benefits, reminding us that employees often make decisions in silos. Ronak Bhavsar explains why AI succeeds or fails based on data quality — not hype. Grant McGaugh addresses the funding barriers minority-owned businesses continue to face and the innovations that can open new doors. And our legal features examine intellectual property protection and emerging drug-policy changes that every employer should watch closely.
Other articles dig into Arizona’s role in the semiconductor economy and the measurable impact of air quality on workplace performance. Together, they reinforce a simple truth: Arizona’s future competitiveness will be shaped by the systems we strengthen today — civic and economic alike. I encourage leaders across the state to remain active in shaping those systems: sharing insights, supporting evidence-based policy, and investing in the stability our economy depends on.
I’m pleased to work with the editorial team on this December edition. Happy holidays and my best wishes for the New Year.
Sincerely,
Adam Goodman Chief Executive Officer Goodmans
Editor’s Note: This question generated input also from:
Dr. Rajan Bhatt CEO OrthoArizona
Sector: Healthcare
Please visit December’s Feedback entry on our website to learn this company’s perspective on the economy for 2026. 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.
Realizing these are volatile times, what economic trends do you expect will impact your business in 2026?
JIM COLLETTI
Co-Owner
LiTRV – Luxury in Travel
Sector: Travel
Our business model is like Airbnb in that LiTRV rents luxury motorcoaches — sometimes referred to as “land yachts” — for curated travel experiences. At the onset of the pandemic, our business peaked as more people learned they could travel with their family, friends and pets while enjoying the comforts of home. Much like a hotel suite, a luxury motorcoach features an expansive kitchen, comfortable beds, multiple bathrooms, washer and dryer, a dishwasher and other high-end amenities. All our short- and long-term charters include a private driver.
While our clients follow economic trends, they are most concerned with convenience, and they appreciate our customized concierge services. Recently, we have seen an increase in luxury vacation travel as well as one-way trips, such as a relocation across the country. Sometimes, corporate clients charter a luxury motorcoach for a one-way team building trip to another luxury destination, private jet or yacht.
In 2026, we will increase digital marketing efforts, and we will also seek partnerships with realtors and others who can help generate sales leads.
LiTRV – Luxury in Travel litrv.com
Jim Colletti joined national luxury motorcoach travel company LiTRV – Luxury in Travel in 2020, during a time of expansion. As co-owner, Colletti has been instrumental in LiTRV’s growth in the luxury leisure travel sector. Under his leadership, LiTRV provides motorcoach rental representation, care and maintenance, and transport and storage. LiTRV also provides onsite event management to the professional autosports industry at tracks across the U.S.
ERIK HOYER
Owner & CEO
EJ’s Auction & Appraisal Sector: Auction
We are fortunate in that we are very busy now. As a full-service auction house, EJ’s Auction & Appraisal works with consignors who are liquidating estates, downsizing or helping family members sell collectibles. We average more than 200 auctions each year, including specialty auctions. While we are based in Glendale, we have an international database of bidders who seek fine art, antiques, jewelry and other collectibles at our weekly online auctions.
The auction industry fares well during shifts in the economy. Our business doubled during the pandemic, primarily because of the supply chain challenges and lack of inventory at retail stores. Now, with the sharp increase of prices due to the new and changing tariffs, we are seeing more bidders seeking a better value for items such as cars, watches, toys, electronics, furniture and other household goods.
As 2026 approaches, we are expecting to see bidding levels increase much like they did during the pandemic. To prepare, we are improving our bidding platform and adding more staff to help with cataloging items and shipping.
EJ’s Auction & Appraisal ejsauction.com
Erik Hoyer is CEO of EJ’s Auction & Appraisal in Glendale. Hoyer founded the full-service auction house in 2012, which moved into its current 29,000-square-foot building a year later. Hoyer holds several certifications, including CAI (Certified Auctioneer Institute), GPPA (Graduate Personal Property Appraiser), CES (Certified Estate Specialist) and PRI )Professional Ringmen's Institute). EJ’s is a National Auctioneers Association member.
SCOTT PFEIFFER
Founder & CEO
Sonora West Development
Sector: Homebuilder
Even in volatile times, we’re seeing unprecedented momentum in the Phoenix luxury housing market. Never in my career have I seen this kind of momentum. Everyone is betting on Phoenix. That confidence is reinforced by the wave of companies relocating headquarters or expanding operations in Arizona, bringing high-earning talent and sustained demand for premium housing.
We expect this influx of employers and workforce growth to be a defining economic trend shaping our business through 2026. While interest rate fluctuations and broader uncertainty may create occasional slowdowns, the long-term fundamentals remain strong. The luxury housing market here is about to go absolutely bananas in the next one to two years.
To prepare, we are strengthening our strategic partnerships, expanding our marketing platforms and investing in data-driven tools that help us track shifting buyer behavior as new residents enter the market. Our team is built to scale, ensuring we stay agile, competitive and ready to meet rising demand as Arizona’s economic expansion continues into 2026.
Sonora West Development sonorawestdev.com
Scott Pfeiffer is the founder and CEO of Sonora West Development, a leading name in Scottsdale’s luxury home market. Since 2001, he has led the design and construction of more than 500 custom homes worth nearly $1 billion. Known for his craftsmanship and client-focused approach, Pfeiffer’s work continues to define the Valley’s most sought-after neighborhoods.
Redefining What a Modern Law Firm Should Be.
Since 1885.
In today’s fast-moving world, standing still isn’t an option. Fennemore has been paving the way for over 140 years—combining a tradition of excellence with an enduring drive to innovate.
From pioneering the use of AI and building platforms that supercharge our teams, to reimagining what collaboration looks like in the legal industry, we continually push boundaries to deliver better outcomes for our clients.
Thank you to our CEO James Goodnow, our attorneys, and our dedicated staff for their relentless commitment to advancing Fennemore’s vision and setting a new standard for what’s possible in law.
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, which hits email inboxes every weekday at 9:30 a.m. Sign up today: at www.inbusinessphx.com/dailies-signup
Commercial Real Estate & Development | inbusinessphx.com | November 5 2025
Developer Invests in East Valley Growth with Three Resort-Style Communities inbusinessPHX.com
Mark-Taylor Residential, the region’s longest-standing investment manager, developer and owner of Class-A communities, expands their portfolio with three additional luxury-living inspired communities in the East Valley.
Commercial Real Estate & Development | inbusinessphx.com | November 5 2025
Developer of Ritz-Carlton Paradise Valley Files Chapter 11, Aims to Complete Construction inbusinessPHX.com
Five Star Development, LLC and affiliated entities , including those developing The Palmeraie, announced that it has filed voluntary petitions for Chapter 11 protection in the U.S. Bankruptcy Court for the Southern District of Texas. The filing is intended to create a clear, court-supervised path toward completing The Ritz-Carlton Paradise Valley, The Palmeraie—a 122-acre masterplanned resort, residential, and luxury retail destination.
Growth & Enterprise | inbusinessphx.com | November 4 2025
Family-Owned Mexican Cafe Breaks Ground on New Flagship in West Valley inbusinessPHX.com
Estrella welcomed the third Rio Mirage Café in the West Valley to its gateway recently with a groundbreaking event attended by local dignitaries, community leaders, Estrella representatives, and the Gomez family, the restaurant’s owners. Located at 10047 S. Estrella Parkway, the new Rio Mirage Café will bring its popular Sonoran-style cuisine to the heart of Goodyear’s Estrella community.
Growth & Enterprise | inbusinessphx.com | November 6 2025
Aesthetic-Driven Bar to Re-Open in Scottsdale Following Facelift
inbusinessPHX.com
After a temporary closure to enhance and redesign the space, Bar Bambino, which is tucked inside Scottsdale hotspot Élephante, is reopening on Friday, November 7 with a refreshed vision and dynamic new programming.
Why 2026 Will Be the Year to Rethink Building Performance and Air Quality
As Arizona heads into 2026, the recently adopted mechanical code reshapes how designers and owners operate their HVAC systems. By adopting IMC 2024, built on ASHRAE 62.1-2022, Phoenix and the metro area lead the state in taking a significant step toward more efficient HVAC systems. In addition, the adoption of more conservative energy and conservation codes will result in more efficient and healthier buildings.
For property owners, this shift reaches beyond simple compliance. Building performance is now tied directly to energy management, occupant well-being and brand reputation. The connection between how a space performs and how it feels has never been clearer. The good news is that the updated mechanical code offers an engineer the tools to reduce a building’s energy use by 5 to 10% with more efficient ventilation under the Indoor Air Quality Procedure.
According to the 2025 GPS Air Indoor Air Quality Perceptions Report, 66% of Americans say they have become more cautious about indoor air since the pandemic, and 70% say recent pollution and smoke events made them more aware of what they breathe. These attitudes make this a pivotal moment for Arizona businesses to align operational efficiency with human comfort. With the efficient ventilation provisions for the Indoor Air Quality Procedure, owners will be able to achieve both the efficiency and air quality boosts they seek.
THE CODE SHIFT
The new standards raise expectations for HVAC performance, ventilation rates and verification of indoor air quality. Not only do these changes open the way for new air cleaning technologies that lower upfront equipment costs, they are also expected to deliver strong long-term returns through lower energy use, improved air quality and higher tenant satisfaction.
In Arizona’s expanding industrial and commercial markets, building performance is now a competitive metric. Developers and investors are incorporating energy and air quality goals into ESG strategies, lease terms and valuation models. These updates reflect a broader understanding that efficient, healthy buildings support both sustainability and profitability. In summary, owners can have efficiency and air quality with actually lower first costs.
THE BUSINESS IMPERATIVE
Phoenix continues to rank among the fastestgrowing metro areas in the nation. As that growth accelerates, customer and tenant expectations are changing. Air quality is becoming a marker of trust and professionalism. The GPS Air survey found that 41% of people would avoid returning to a business if the air smelled unpleasant, even more than those who said they would avoid a known virus outbreak. Sixty-one percent said they would trust a business more if it actively monitored indoor air quality.
For a service-driven market like Phoenix, those perceptions matter. The air people experience when they walk through the door can influence how long they stay and whether they come back.
BUILDING SMARTER FOR 2026
The businesses preparing now for 2026 will gain an advantage. Investments in efficient systems and intelligent air cleaning technologies reduce equipment costs and energy use, support well-being and signal a commitment to quality. Property owners who treat compliance as the starting point and air quality as a differentiator will attract tenants and future-proof their properties.
Clean air is good compliance. Considering the rapid pace of change in Arizona’s commercial market, it’s also good business. —Audwin Cash, CEO of GPS Air (gpsair.com)
According to the 2025 GPS Air Indoor Air Quality Perceptions Report, 66% of Americans say they have become more cautious about indoor air since the pandemic, and 70% say recent pollution and smoke events made them more aware of what they breathe.
Local Standouts Recognized for Achievements and Philanthropy
11 Consecutive ‘Excellence’ for Delta Dental of AZ
For the eleventh year in a row, Delta Dental of Arizona has earned the Center of Excellence certification by BenchmarkPortal — one of the most prestigious awards in the customer service and support industry. deltadentalaz.com
Best Lawyers® Awards 13 Ogletree Deakins
Attorneys
Best Lawyers® named 13 attorneys at Ogletree Deakins, one of the largest labor and employment law firms representing management, as a 2026 “Lawyer of the Year.” Best Lawyers® grants this award to the individual lawyer with the highest overall peer feedback for a specific practice area and geographic region. ogletree.com
Angry Crab Shack a Fastest-Growing Seafood Chain
Angry Crab Shack was recently named by “The Takeout” as one of the fastest-growing seafood chains in the United States. Founded in 2013 by former NFL lineman Ron Lou, the Mesa-based brand has expanded to 24 locations in the U.S. as well as two locations in London, England.
Marcus & Millichap Named Top Broker
The 2025 Mid-Year REA Rankings name Marcus & Millichap to numerous “tops”: Top Retail Broker for closed transactions ranging $5–$25 million, Top Multifamily Broker and Top Self-Storage Broker. marcusmillichap.com
Jennifer Kaplan a 2025 PRNEWS People of the Year
Jennifer Kaplan, president and CEO of Evolve PR & Marketing, is among the distinguished honorees of the 2025 PRNEWS People of the Year, a national recognition celebrating the industry’s most influential communicators. evolveprandmarketing.com
Caris Life Sciences Advances Precision Medicine from Phoenix
The life sciences sector is booming across Arizona, and Phoenix has ranked in the top ten for year-over-year growth in life sciences degrees and certificates in the market. This indicates that Arizona is not only a hub for life sciences R&D but also a region assisting in the life cycle of talent development for this booming sector. Caris Life Sciences, a leading, patientcentric, next-generation AI TechBio company, is proud to contribute to this ongoing advancement here in Phoenix.
Since its 2008 founding, Caris has invested more than $450 million in Arizona, building five major facilities, approaching 270,000 in square feet total and creating jobs for more than 950 Arizonans. In June 2025, we’re grateful to have gone public with a successful $494-million IPO. Our investment in Arizona has enabled local talent to develop and carry out molecular profiling with powerful AI-driven assays (tests) as we focus on helping thousands of oncologists across the
country personalize cancer treatment. In our labs we’ve performed more than 6.5 million molecular tests across more than 849,000 patient cases.
Arizona is a hub for Caris’ development of next-generation AI-powered healthcare solutions, supported by the state’s policies that encourage innovation. The 2022 passage of Arizona’s HB 2144, requiring health insurers to cover some biomarker testing, marked a pivotal step in expanding access to precision medicine. Arizona’s reputation as a center for advanced science was underscored in November 2024 when Caris’ MI Cancer Seek assay earned FDA approval as a companion diagnostic to identify cancer patients who may benefit from treatment with targeted therapies.
Growth and innovation attract top talent and reinforce Arizona’s standing as a destination for life sciences investment. The future of life sciences in Arizona has never looked brighter.
—David Spetzler, president of Caris Life Sciences (www.carislifesciences.com)
We-Ko-Pa Casino Resort: Redefining Arizona’s Business and Entertainment Landscape
OneAZ Credit Union Grants to 48 AZ Nonprofits
OneAZ Credit Union, through its 2025 Community Impact Grants, recently awarded an incredible $240,000 in funding to 48 nonprofit organizations making a difference across Arizona — driving lasting change in housing, education, youth support and food security. oneazcu.com
Sprouts Advancing Health & Nutrition Efforts
As part of a $3-million donation effort recently orchestrated across all Sprouts Farmers Markets locations in the United States to further nutrition education and access, the Sprouts Healthy Communities Foundation presented a $5,000 donation to Wirtzie’s Preschool & Childcare, a program of the nonprofit Benevilla, at the Sprouts Farmers Market located in Surprise, Arizona. sprouts.com
Set against the stunning McDowell Mountains, We-Ko-Pa Casino Resort is fast becoming one of Arizona’s go-to venues for high-impact events — from brand launches to celebrity-led experiences. Powered by the Fort McDowell Yavapai Nation, the Four Diamond property has emerged as a premier venue known for its world-class amenities, awardwinning dining and panoramic desert views.
In recent months, We-Ko-Pa hosted both the WWE Bella Twins (aka Garcia Twins) and LPGA Champion Cristie Kerr for strolling wine dinners at its signature fine dining restaurant, Ember. With its newly expanded culinary and leadership teams, Ember continues to set the standard for high-end dining, earning Wine Spectator’s “Best of Award of Excellence” for four consecutive years — a distinction shared by only a select few Arizona restaurants. Beyond its renowned culinary offerings, We-Ko-Pa is also home to two award-winning golf courses, including Arizona’s top-ranked We-Ko-Pa Golf Club, consistently celebrated among the best in the Southwest. The nearby Fort McDowell Adventures offers authentic
desert experiences — from horseback riding to off-road tours, and the Eagle View RV Resort adjacent to the property provides 150 deluxe and premium sites to enjoy the outdoors more closely. The combination of activities and stunning desert vistas makes the property a one-of-a-kind destination for both leisure and business events.
We-Ko-Pa is creating experiences that are as sophisticated as they are memorable. From luxury dining to strategic partnerships, We-Ko-Pa has become a canvas for creativity and connection.
Featuring more than 25,000 square feet of flexible indoor and outdoor event space, We-Ko-Pa continues to invest in infrastructure and workforce development, reinforcing its role as a key economic driver in Arizona’s tourism and hospitality industry. As brands seek immersive, high-caliber environments for launches and executive experiences, We-Ko-Pa’s blend of Native heritage, elevated hospitality, and award-winning amenities cements its position as a leader in the state’s evolving luxury landscape. —Harold Baugus
Since its 2008 founding, Caris has invested more than $450 million in Arizona, building five major facilities, approaching 270,000 in square feet total and creating jobs for more than 950 Arizonans.
Valley Roofing & Repair Building Customer Base through Connection
According to the Substance Abuse and Mental Health Services Administration, more than 50 million American adults consider themselves to be in recovery from substance use. Despite this astronomical figure, however, those in recovery are often quiet about their journey, especially on the job, for fear it will cloud others’ view of their skill and/or professionalism.
“That is such backward thinking. Those in recovery are not only strong but at the top of our games, thanks — in part — to what we have overcome,” says Zach Costa, co-founder of Valley Roofing & Repair, a general contractor focused on residential and commercial roof restoration and repair who is more than a decade into recovery.
That is why when Costa partnered with fellow industry veterans to found the business in early 2024, he did so with an eye to support fellow construction professionals in recovery at the forefront.
“We put the recruitment, training and retention of professionals in recovery into our business plan, hiring on a workforce that is made up 80% of individuals who have fought through addiction,” Costa says. “And we talk about it openly, even to customers, focused on getting the topic out of the shadows and part of the mainstream.”
The response has been overwhelmingly positive.
“I challenge you to find an individual who does not have a direct connection to substance use, either having gone through it themselves or supported someone through it,” Costa says.
By focusing on connecting with customers in a very real way while showcasing their decades of industry experience, Valley Roofing & Repair is building a strong foundation in more ways than one.
By way of example, in its first few months in business, the company has grown to 20 team members statewide with more than $2 million in revenue, and the trajectory is expected to continue up exponentially in the year ahead. —Alison Bailin
Valley Roofing and Repair valleyroofingandrepair.com
Recording Wins at The Pad Studio
The Pad Studio is a recording and content studio in Mesa offering a creative space to help musicians, photographers, videographers, content creators, editors and producers with their creative projects and brands.
Founded by Jason and Jeffrey Linford (aka “the Linford Twins”) The Pad Studio has gone through many iterations over the past 10 years. Most recently — after winning the grand prize grant this year from the State Forty Eight Foundation — The Pad Studio had an official soft opening with new branding, updated services and a refreshed approach to serving the creative community in Arizona.
“Driven by their passion for music and creativity, Jason and Jeff Linford envisioned The Pad Studio as a haven where artists could find the freedom, resources, and spark to bring their visions to life,” says studio manager William Bradford. “From live shows to music videos, music has always been at the heart of why The Pad Studio exists.”
It lives in two recent wins for the studio: It helped local YouTube sensation Life in 3D sell out their first concert and connect with The Righteous Brothers, and founders Jason and Jeffrey recently took first place in Saltmine Studios’ inaugural Open Mic competition.
It takes a concerted effort to achieve such results, and Bradford
notes one of the biggest challenges is finding the right team of people with the tenacity and dedication to bring a creative vision to life. “It takes a certain type of person to grasp the vision of what ‘could be,’” he says. “We have been working to overcome this challenge by redirecting the branding, focusing on small goals as a team, and using Facebook and networking to get connected with great talent here in Arizona.” —RaeAnne Marsh
The Pad Studio thepadstudio.com
A LEGACY STILL IN THE MAKING
More than a decade after founding Perez Law Group, Cristina Perez Hesano is still expanding her vision:
• A law firm recognized for securing justice in some of Arizona’s most significant and lifechanging cases.
• A podcast that reaches beyond the courtroom to explore the humanity, humor and heart behind the law.
• A statewide mentorship network redefining what women’s leadership in law looks like.
• Community partnerships that uplift everyday Arizonans and strengthen the place she proudly calls home.
• Hesano has quickly become more than one of Arizona’s leading attorneys. She is a force of change. A builder of spaces where healing begins, where women rise, where families find hope and where justice is not just pursued but felt.
Cristina Perez Hesano: Building Justice, Community and a New Model of Leadership in Law
Perez Law Group exemplifies the philosophy of lifting others as you climb.
by Sophia Gonzalez
When Cristina Perez Hesano founded Perez Law Group in 2010, she set out to do more than build a law firm; she set out to build a movement. In a field where Latinas make up only about 3% of all attorneys in the U.S., and progress has barely moved in 15 years, Hesano stands out as a trailblazer for representation, leadership and advocacy for the “little guy.”
Her mission has always been to give everyday people a voice and ensure justice isn’t reserved for the powerful. Under her leadership, Perez Law Group has become one of Arizona’s most respected firms for personal injury and wrongful death cases, known for both its results and compassion.
For Hesano, success isn’t measured by verdicts or settlements, but by people. Her legacy is defined by the clients she empowers, the team she mentors and the community she uplifts, opening doors for the next generation of women in law.
A FIRM BUILT ON JUSTICE AND HUMANITY
From the start, Cristina Perez Hesano built her practice around cases that demand both strength and compassion, such as catastrophic injuries, wrongful deaths and lifechanging tragedies. “We’re not dealing with files; we’re dealing with people whose lives have been changed forever,” she says.
That philosophy has earned Perez Law Group its reputation for fighting for justice with heart. Under Hesano’s leadership, the team focuses on rebuilding lives, not just winning cases, while giving back through schools, community programs and initiatives that support Arizona families.
VERDICTS AND VOGUE: REWRITING THE NARRATIVE OF STRENGTH
In 2024, Hesano launched podcast “Verdicts and Vogue,” an unexpected blend of empowerment, resilience and real-life stories that defy the traditional image of a trial lawyer.
The podcast explores what it truly means to be strong, in and out of the courtroom. Hesano dives into the good and the bad, the grit and the glory of being a lawyer, business owner, friend, partner and parent. It’s a space where success and struggle coexist, where laughter and tears are equally welcome, and where authenticity always wins.
Through candid conversations with lawyers, leaders and changemakers, “Verdicts and Vogue” reveals the real stories behind the titles. It delves into the moments of doubt, the victories that matter most, and the courage it
takes to keep showing up.
“Verdicts and Vogue” celebrates the modern lawyer: powerful, imperfect and unapologetically human.
WAZTLA: A NETWORK ROOTED IN COLLABORATION, NOT COMPETITION
Perhaps Hesano’s most transformative contribution has been her involvement in The Women’s Committee of the Arizona Trial Lawyers Association. The committee began as an idea under the direction of its president at the time, Ilya Lerma, and was brought to reality through the leadership of its co-chairs Hesano, Ronda Kelso and Frances Lynch.
What began as a simple idea to create a supportive space where women trial lawyers could share their experiences and strengthen one another has grown into a dynamic network that is reshaping the culture of the organization.
WAZTLA hosts monthly meetings that blend professional development with genuine connection. The committee provides continuing legal education opportunities, fosters mentorship across all experience levels, and has even created a shared document bank to help attorneys elevate their practice and better serve their clients.
At its core, the mission is simple but powerful: collaboration over competition. The women of WAZTLA come together not just to succeed individually, but to ensure that every woman in the courtroom has the tools, confidence and community to thrive.
LEADERSHIP GROUNDED IN PURPOSE
Hesano’s leadership embodies the same values that define her firm: empathy, accountability and an unwavering commitment to those who place their trust in her.
Her team describes her as both relentless and compassionate; a hands-on leader who empowers others to rise with her. She sets the bar high, not through fear or authority but through mentorship, integrity and example. Hesano invests deeply in her team’s growth, celebrates individuality and challenges every attorney, especially women, to own their voice, their skill and their power in and out of the courtroom.
Her philosophy is simple yet transformative: Leadership is not about control or title. It is about service, courage and the willingness to lift others as you climb.
Perez Law Group perezlawgroup.com
Sophia Gonzalez is chief administrative officer at Perez Law Group.
In 2024, Hesano launched podcast “Verdicts and Vogue,” an unexpected blend of empowerment, resilience and real-life stories that defy the traditional image of a trial lawyer.
2026 Design Forecast
The Era of Human-Centered Adaptation
As we close out 2025 and head into the new year, we’re reflecting on the cultural ripple effects that have ushered in a new design era, one defined by adaptability, empathy and authenticity. Design success will be driven by how well spaces evolve with human behavior, while we focus on the mindset behind the trends, not just the trends themselves. The forecast categories we are focusing on are Psychographic Personalization, Experiential Identity, Adaptive Reuse and Collective Well-Being.
PSYCHOGRAPHIC PERSONALIZATION
Developers and designers are creating environments that adjust to individualized emotional and sensory needs. Spaces are becoming more multi-dimensional and adaptable, with layered lighting, acoustics and material choices designed for selfexpression and well-being. Multifamily, hospitality and office projects now incorporate experience zones that cater to diverse personality types, helping brands deepen emotional loyalty and retention. The aesthetic trends that result from this are environmental graphics and wallcovering on all surfaces, even ceilings, curated art, unique furniture and layered texture.
EXPERIENTIAL IDENTITY
Similar to psychographic personalization, experiential identity is about spaces that convey personality and purpose. Drawing from the urban design and planning concept of placemaking, this trend merges art, technology and economy to transform properties into cultural landmarks. Design is used to amplify culture to create deep emotional connections. The aesthetic trends that result from this are driven by the culture that is being amplified.
ADAPTIVE REUSE
While overconsumption is overwhelming our environment, design is focusing more on adaptive reuse and conversions to help preserve resources where it is financially viable to do so. Thrifted furniture and recycled or reused materials are also trending as awareness of overconsumption is becoming more widespread. The aesthetic
trends that result from this are raw and exposed materials, worn and eclectic furniture, and heirloom art and collections. [Editor’s note: The impetus and urgency of this movement are discussed in this article online at www.inbusinessphx.com
COLLECTIVE WELL-BEING
Co-working and wellness have converged into a single, powerful concept: collective well-being. The third place has become the shared sanctuary, a space where productivity, play and restoration seamlessly coexist. Wellness design now extends beyond fitness to mental, emotional and social health. Natural materials, thoughtful acoustics and circadian lighting create calm amid constant motion. This shift reflects a global desire for environments that sustain balance and support a more conscious pace of living. One clear aesthetic trend of this concept is evident in the “colors of the year” introduced for 2026 so far. From Sherwin-Williams’ “Universal Khaki” to Behr’s “Hidden Gem” to Valspar’s “Warm Eucalyptus,” the 2026 colors of the year are all earthy colors intended to reflect the calming effect of nature.
GET REAL
Retail Breaks Ground in Mesa’s Eastmark
Common Bond Development Group, the award-winning development team behind the world-renowned Global Ambassador Hotel, has officially broken ground on Eastmarket at Eastmark, a new, communityfocused retail destination anchored by Sprouts Farmers Market in the heart of Mesa’s award-winning master-planned community, Eastmark.
As technology accelerates and lifestyles fragment, design’s role as a connector becomes more essential. The upcoming 2026 is the year of human-centered adaptation, where the most successful spaces are not just built for people but evolve with them. —Christina Johnson, creative director of Phoenixand San Francisco-based Private Label International (privatelabelintl.com), a fullservice interior design studio that develops hospitality environments and lifestyle brand experiences for clients worldwide
desert-inspired setting that celebrates the area’s Southwestern heritage. —Mike Hunter www.dpcre.com
Developed by Intersection Development, in conjunction with Räkkhaus Studio, the newly completed Rainbow Road project located at 1030 N. 1st Ave. in Phoenix thrives as a lively community hub in addition to offering 36 luxury apartments, igniting creativity and interaction through its bustling art galleries and commercial venues filled with artists, business owners, and visionaries. —Mike Hunter rainbowroadphx.com intersectiondev.com rakk.haus
In the Adaptive Reuse movement, some of the top searches on Pinterest in 2025 were “secondhand décor” and “dream thrift finds” — which prompted the platform to introduce “Thrift Shop,” something it describes as a first-of-its-kind shopping experience just for thrift lovers.
Future-Proofing Retail
How commercial real estate owners can transform
As consumer behaviors evolve and e-commerce continues to shape the retail landscape, commercial real estate owners are being challenged to rethink what makes a shopping center successful. The traditional model, anchored by retail giants and focused on transactions, no longer meets the needs of modern communities. To stay relevant, owners must design spaces that function as community hubs rather than just shopping destinations.
THE EVOLUTION OF THE SHOPPING CENTER
Retail’s role has expanded far beyond commerce. Shopping centers that once served purely economic purposes are now expected to provide connection, experience and cultural value. The most forward-thinking developers are shifting from a short-term leasing mindset to a long-term community investment strategy, creating vibrant environments that evolve alongside the neighborhoods they serve.
Retail has a powerful ability to shape the economic health and identity of a city. When thoughtfully designed and managed, shopping centers can generate jobs, stimulate local sales tax revenue and enhance quality of life. But achieving this requires more than strong tenants; it demands a vision that integrates commerce, placemaking strategic marketing programs and social engagement.
PLACEMAKING AS A STRATEGY FOR LONGEVITY
The foundation of a future-proof shopping center lies in placemaking, developing spaces that reflect local character and invite people to stay longer. This approach means curating experiences rooted in the community. A thoughtful mix of national retailers and regional or local businesses helps achieve this balance — local tenants add personality, while national anchors provide stability and consistent draw. Together, they create a sense of place that resonates with visitors and supports longterm tenant success. Today, placemaking has become the new anchor, with residential development and public space programming driving long-term vibrancy and community connection.
shopping centers into thriving community anchors
THE POWER OF ACTIVATION AND EXPERIENCE
Programming plays an equally important role. The most resilient shopping centers are not static; they are living, breathing destinations that change with the seasons. Community events like live concerts, art fairs, fitness classes and farmers markets foster connection and give people reasons to return beyond shopping.
Initiatives like Vestar’s Sip & Stroll programs, which allow customers to enjoy alcoholic beverages while roaming the property, have also transformed the modern retail experience.
BUILDING WITH A LONG-TERM MINDSET
Developers who take a long-term ownership approach are best positioned to thrive. By retaining assets, they can reinvest in maintenance, innovation and community programming that sustain relevance over time. This philosophy ensures that properties grow alongside the markets they serve rather than becoming outdated or over-retailed.
LOOKING AHEAD: THE RISE OF MIXED-USE DESTINATIONS
As Arizona continues to experience rapid population and infrastructure growth, new retail developments are evolving into mixed-use ecosystems that blend shopping, dining, residential, office and recreation. These projects reflect the next generation of retail environments, creating destinations where commerce, lifestyle and community intersect.
This evolution signals a shift in mindset for the entire industry. Shopping centers are no longer simply places to buy things; they are integral to how people live, gather and experience their cities. By prioritizing long-term value and designing for connection as much as commerce, commercial real estate owners can build destinations that truly anchor their communities for decades to come. —David Larcher, president and CEO of Vestar (www.vestar.com)
Current projections show that holiday spending, which includes November and December sales, will increase between 2.5% and 4.2% compared to the 2024 shopping season, which had an increase of about 4.3% from the prior year, according to Thomas McMillan, professor of practice in marketing and director of the Center for Retailing Innovation at Texas A&M University’s Mays Business School. stories.tamu.edu/news/2025/11/14/consumers-to-prioritize-quality-over-quantity-for-upcoming-holiday-shopping-season/
• Diversifying the economy beyond fabrication into high-value design, R&D, applied AI and commercialization;
• Creating thousands of high-wage jobs in semiconductor design, AI systems, photonics, and advanced engineering;
• Attracting global talent and strategic investment, making Phoenix the preferred U.S. hub for startups from Asia, Europe and the Middle East;
• Driving innovation in healthcare and sustainability, enabling AI-powered diagnostics, precision medicine and energy-efficient data infrastructure; and
• Strengthening national and digital resilience, with startups developing next-generation chips and AI servers that power Arizona’s expanding data-center networks.
Andy Lombard is the founder and managing partner of Tesoro Venture Capital, an AI + Semiconductor accelerator and venture fund. A six-time venture-backed founder and former executive with Motorola Asia and Motorola Ventures, he also created the Arizona Innovation Challenge and Venture Ready Accelerator and led the $87-million Arizona Venture Development Corporation. tesoro.vc
How Tesoro VC and Startups Will Power Arizona’s $1 Trillion Tech Transformation
Building the startup engine fueling Arizona’s rise as a global innovation powerhouse by Andy Lombard
Arizona is at the center of a once-in-a-generation transformation. Nearly $1 trillion in combined AI and semiconductor investment is reshaping the state’s economy — anchored by TSMC’s massive fabrication cluster and joined by Intel, Amkor, Apple, NVIDIA, Microsoft, OpenAI, Applied Materials and others building the infrastructure and technologies that define the next decade of innovation.
The Greater Phoenix region has emerged as a global epicenter for advanced manufacturing, chip design and AI-driven data systems. Arizona is home to more than 200 semiconductor companies and ranks as the second-largest data-center market in the United States, attracting both global giants and emerging startups.
TSMC’s north Phoenix fabs, Intel’s Chandler expansions and Amkor’s advanced-packaging facility form the foundation of this new industrial corridor. Yet, while these mega-projects build the physical infrastructure for America’s semiconductor comeback, the next breakthroughs — in chips, AI systems and intelligent computing — will come from startups.
At the center of that innovation engine is Tesoro Venture Capital (Tesoro VC). As a longtime leader in Arizona’s innovation economy, I founded Tesoro to create a world-class commercialization and startup-acceleration platform to ensure Arizona’s manufacturing boom is matched by an equally powerful pipeline of next-generation technology companies.
WHY STARTUPS MATTER
Every global technology powerhouse began as a startup.
• TSMC started as a bold idea in Hsinchu, Taiwan; today it anchors Arizona’s manufacturing corridor.
• NVIDIA, founded in 1993, is now worth about $4.4 trillion and powers much of the world’s AI and data-center infrastructure.
• OpenAI, launched in 2015, ignited the generative-AI revolution driving record semiconductor demand.
• Cadence, Synopsys and AMD all began as small ventures that redefined computing.
• These stories make one point clear: The next wave of trillion-dollar innovators will emerge from startups like those in Tesoro’s accelerator.
GLOBAL ACCELERATOR
The Tesoro AI + Semiconductor Accelerator is the first program built specifically for founders at the intersection of AI, chip design, data-center infrastructure, and advanced manufacturing. Each 12-week cohort hosts up to 30 startups from the U.S. and abroad developing EDA tools, chiplets, robotics, photonics, quantum materials, medical AI and defense systems.
Participants gain access to partners such as TSMC, Cadence, Amkor, the City of Phoenix and GPEC, along with venture networks spanning Silicon Valley, Taiwan, Japan, Singapore and the UAE. They receive design and prototyping access,
corporate partnerships, investor showcases and much more.
The backing of industry partners such as TSMC, Cadence and Amkor is vital. Their mentorship, technology access and collaboration give startups the tools and credibility to scale quickly and compete globally.
Tesoro’s global ecosystem strategy also links startups to leading universities and research centers — from ASU and the University of Arizona to partners in Taiwan, Singapore, and Europe — creating commercialization pipelines that move ideas from lab to market at record speed.
CONNECTING INNOVATION TO INFRASTRUCTURE
Tesoro’s mission is to ensure today’s fabs are filled with tomorrow’s breakthroughs. The Tesoro Global Design Center allows founders to prototype energy-efficient chips for hyperscale data centers, specialized processors for medical imaging AI, and other deep-tech solutions once limited to Silicon Valley or Taiwan. Combined with Tesoro’s venture fund and corporate network, it forms an environment where innovation, investment and manufacturing converge.
WHY IT MATTERS FOR ARIZONA AND GREATER PHOENIX
The Tesoro model is not just about startups — it’s about securing Arizona’s position as a global technology leader for decades to come. By integrating advanced manufacturing with AI-driven innovation, Tesoro is transforming Greater Phoenix from a production hub into a complete innovation ecosystem, where ideas, capital and talent converge to design and build the technologies of the future.
“Tesoro recognizes the critical role startups play in driving our technological edge,” says Greater Phoenix Economic Council President and CEO Christine Mackay. “By dedicating resources to capital, prototyping, international collaboration and cultivating a robust startup pipeline, the organization is empowering entrepreneurs to shape the next generation of technology.”
FROM IDEA TO IMPACT
What Arizona is building today rivals the early days of Silicon Valley — but with greater manufacturing depth and global connectivity. The race to build the future of AI and semiconductors is about who will invent the chips, algorithms and architectures that power everything from autonomous robotics to real-time medical AI to AI-optimized cloud workloads. By cultivating startups in partnership with TSMC, Cadence, and Amkor, Tesoro VC is helping ensure that the next NVIDIA or OpenAI could be born right here in Arizona. I believe the world’s AI and semiconductor future will be designed, built and scaled in Arizona. Tesoro’s role is to place global startups at the center of that story — driving innovation, creating jobs and powering the economy of the future.
Arizona is home to more than 200 semiconductor companies and ranks as the second-largest data-center market in the United States, attracting both global giants and emerging startups.
ARIZONA
Arizona is a global hub for emerging technologies and high-tech advancements that are shaping the future. Top companies from aerospace and defense, semiconductors, battery, electric and automated vehicles, AI, medical devices and more are making significant investments throughout the state. With vibrant culture, a business-friendly environment and 300+ days of sunshine every year, it’s easy to see why Arizona is a great place to innovate and scale.
Learn more at azcommerce.com
ASU’s Work on BrainInspired Chips
Arizona’s semiconductor story is often told through major fabs, but some of the most forward-looking work is happening inside university labs. At Arizona State University, researchers in the Semiconductor Device Research Laboratory are studying how to build memory devices that act more like the human brain and how to fabricate them in space.
This isn’t new territory for ASU. Almost a decade ago, university researchers began examining how hardware could learn and adapt the way the brain does. In 2017, electrical engineering professor Jae-sun Seo worked on low-power systems designed to recognize patterns more efficiently than conventional chips. That early work is now helping SDRL engineers understand how resistive random-access memory, or RRAM, can imitate basic synaptic behavior.
Today’s research centers on RRAM, a form of nonvolatile memory that stores data with far less energy than flash and at a smaller scale. Graduate researcher Sai Prakash Maddineni says the team fabricates and tests devices both in a natural Earth environment and in microgravity using printing-based methods that do not require a cleanroom. The approach could be useful for long missions or remote settings where traditional tools are impractical.
RRAM’s electrical behavior makes it a promising fit for neuromorphic computing. Earlier NSF-funded work at ASU explored how electronic devices might mirror biological processes such as learning and adaptation. Senior researcher Jordan Dunn says the lab’s RRAM devices can be tuned to strengthen or weaken their response, echoing how synapses operate in the brain. The team is also studying whether printing-based fabrication and low-power memory can help reduce resource use in manufacturing. Graduate researcher Yujian Huang notes that efficiency is crucial both on Earth and in space.
ASU researchers plan to test the devices outside the lab, a step that comes as chipmakers push to cut energy use and reduce system complexity. Whether RRAM plays a role in that search is uncertain, but the early data has drawn notice. —Stephanie Quinn
Arizona Becomes New Home for COSM Tech Summit
For nearly five decades, the COSM technology summit has brought together some of the sharpest minds in science and innovation. Founded by technology author and economist George Gilder, the event is a gathering place for leaders shaping the digital world, from the early internet era to today’s age of artificial intelligence.
Historically, COSM has called Seattle and Silicon Valley home, places synonymous with big tech. But this year, organizers decided the conversation belonged somewhere new: Arizona. The 2025 summit will take place at the Hilton Scottsdale Resort & Villas, marking the first time COSM has moved to the desert.
The decision is reminiscent of another trade show that relocated from Silicon Valley to the desert due to the state’s growing influence in advanced technology. Arizona is one of the fastest-growing super hubs for semiconductor manufacturing and high-tech research. The state is no longer an emerging player, and these recent shifts reflect a clear change in the national technology landscape.
COSM explores how technology reshapes economics, policy and daily life while bringing together scientists, investors and entrepreneurs to discuss next-generation computing, AI ethics, semiconductor innovation and what organizers call the “vibe shift” shaping the digital economy. The event typically draws several hundred senior executives and thought leaders from across the U.S. and abroad, with sessions focused on both opportunity and responsibility in an age defined by data and design.
While Silicon Valley remains the headquarters
for chip design, Arizona has become the nation’s hub for production. Its combination of cost advantages, infrastructure, and collaboration among state, industry and academia has turned what was once potential into momentum.
That rise is anchored by Taiwan Semiconductor Manufacturing Company’s $165-billion campus in north Phoenix, which is recognized as the largest single foreign industrial investment in U.S. history. However, that alone is not what propels Arizona's momentum. Operations such as Intel’s longestablished presence in Chandler, combined with companies like Amkor in Peoria, Microchip, Infineon and NXP help round out an end-to-end supply chain that solidifies Arizona’s place in the national technology landscape.
Still, Arizona’s work is far from finished. Industry leaders say that continued investment in workforce training, research and development, and infrastructure will be crucial to maintaining the state’s competitive edge. The same momentum that drew SEMI and COSM to Arizona now depends on preparing talent, building resilience and expanding the state’s capacity for innovation.
These shifts in location are more than just a new address. It is a shift in perception of Arizona’s influence within the technology industry. But it’s more than just the locals singing their home's praises; this recognition bears the weight on a national, if not a global, scale. Arizona’s rise isn’t about replacing Silicon Valley. It’s about expanding the map of where innovation happens and proving the next frontier might look a little more like the desert.
—Stephanie Quinn
Historically, COSM has called Seattle and Silicon Valley home, places synonymous with big tech. But this year, organizers decided the conversation belonged somewhere new: Arizona.
WELL, WELL, WELL
HOW EMPLOYERS WIN WITH INTEGRATED HEALTH SOLUTIONS
Rising healthcare costs and increasing rates of chronic disease are straining employer budgets. But the impact goes beyond the balance sheet — affecting workforce health, productivity and retention. In response, many businesses are investing in prevention and wellness programs designed to reduce long-term costs and improve employee well-being.
Yet results often vary. In many cases, health coverage and care delivery remain siloed, limiting program reach and making it harder for employees to engage. Without integration, even well-designed initiatives can fail to deliver consistent, measurable outcomes.
That’s why programs built on strong payer-provider collaboration stand out. When care teams and health plan resources are aligned — sharing accountability, data and infrastructure — solutions can be purposefully tailored to the employees who need them most. The result: easier navigation, stronger engagement and better outcomes that matter to both employees and employers.
One example is Banner|Aetna’s Type 2 diabetes reversal program, powered by Virta Health. Built into the local care ecosystem, it allows Banner Health clinicians to refer eligible employees directly, removing common barriers to participation. Over three years, enrollment has grown 290%, delivering measurable results such as:
• Per month in gross savings of $551 per employee from avoided complications, fewer ER visits, and reduced diabetes drug use (57% cut in medications and 66% reduction in insulin).
• An average of approximately 1% reduction in A1C blood sugar levels, and clinically significant weight loss for 61% of participants.
• Three times higher member engagement compared to industry averages.
• As employers work to manage costs while supporting a healthy, productive workforce, collaborative models like this one show what’s possible. Aligning care and coverage may not solve every challenge, but it is proving to be a powerful way to drive engagement, achieve measurable outcomes and create lasting business value. —John Byrnes, chief operating officer at Banner/Aetna (www.banneraetna.com)
Bridging the Nurse Shortage
How Agentic AI Empowers, Not Replaces, Care Teams
Arizona’s healthcare labor shortage is no longer a distant forecast; it’s a crisis. The American Hospital Association reports nursing vacancies up nearly 30% in recent years, with 3.2 million healthcare workers projected to be missing nationwide by 2026. Arizona ranks 48th nationally in healthcare workers per capita and will need 130,000 new direct-care workers by then. Recruitment alone cannot solve this. We must rethink how we deploy the clinicians we already have.
A PERSONAL STORY FROM THE FRONT LINES
One afternoon, I was finishing follow-up calls, those mundane but vital check-ins that ensure patients take their medications and schedule appointments, when an adolescent with an ankle injury arrived. What should have been a routine treatment escalated into a code. I dropped the call, leaving a patient waiting, to manage the emergency. These moments capture the impossible juggling nurses face: life-saving care competing with administrative duties. Every hour spent chasing lab results or scheduling a discharge is an hour pulled from direct patient care. As shortages worsen, these tradeoffs become even more dangerous.
AI AS A TOOL FOR EXPANDED CARE
We need technology that augments human skills rather than replaces them. Drive Health’s Avery, developed with Google Public Sector, offers a model. Avery is a multilingual AI caregiver designed to support clinicians around the clock. It performs real-time chart reviews, schedules appointments and engages patients proactively. Avery assists with discharge instructions, care coordination, triage and care plan adherence — the very tasks that often pull nurses from bedside.
Unlike generic chatbots, Avery was built for clinical contexts. It provides patients with instant access to care-plan details, medication instructions and symptom guidance while facilitating provider communication. For Arizona’s diverse population, Avery’s multilingual interface helps navigate cultural and linguistic barriers that human call centers often cannot.
FREEING NURSES FOR WHAT MATTERS
Critically, Avery does not replace nurses; it frees us to practice at the top of our licenses. Imagine being able to support patients while an AI agent compiles discharge summaries, schedules home-health visits and answers basic medication questions. Instead of spending half a shift on paperwork, nurses can focus on assessing complex conditions, educating patients face-to-face and advocating for their needs.
BALANCING PROMISE WITH CAUTION
Across industries, AI’s promise must be weighed
against its perils. A recent In Business Magazine article (“AI: A Revolution with Risks,” June 2025) noted that AI is helping doctors diagnose disease and recommend treatments, but also warned of risks like misinformation, privacy breaches and over-reliance on algorithms. I welcome regulatory guardrails. AI must never erode the human connection at the heart of healing. Avery reflects that ethos by keeping clinicians in the loop and prioritizing privacy, accountability and HIPAA compliance.
TRUST AND LOCAL IMPACT
The debate isn’t just about algorithms; it’s about trust. Patients must know how their data is used, and clinicians need assurance that AI recommendations are evidencebased. Drive Health supports AI privacy frameworks and calls for clear regulations akin to the U.S. AI Bill of Rights. For Phoenix business leaders, the stakes are economic as well as humanitarian. Healthcare accounts for 13.7% of Arizona’s workforce and is its leading sector of future job growth. Without innovation, the shortage will weaken both competitiveness and community health. By investing in platforms like Avery, insurers, hospitals and employers can support overworked nurses, expand access to underserved populations and preserve the quality of care.
TOWARD A SUSTAINABLE FUTURE
Technology alone will not solve the caregiver crisis, but AI can be a force multiplier. Avery demonstrates how to deploy AI ethically: handling routine tasks, delivering culturally competent education and providing continuous support while empowering nurses to focus on empathy and expertise. Phoenix has an opportunity to become a national model for responsible healthcare innovation. By embracing AI that serves caregivers rather than replaces them, we can meet the workforce shortage, improve outcomes and preserve the compassionate care that defines nursing. Leeza Constantoulakis, Ph.D., RN, chief nursing officer at Drive Health (drivehealth.ai)
IS WHAT GIVES US PURPOSE HONOR
Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com
First Impressions Are Biological – Biohack Them to Succeed in Remote
Work
In a virtual meeting, our brain still makes a snap judgment, often in under a second, based on what it sees, hears and senses. But without the usual office context, that “first impression” lands even harder. For remote workers, mastering that biology gives them an edge.
When we connect via video or audio, our subconscious mind triggers ancient-wired circuits that ask: Can I trust this person? Do they know what they’re doing? Are they ready to lead or follow? Those roots are biological and they play out in our lighting, camera angle, tone of voice, posture and micro-expressions. Remote workers don’t have the luxury of a warm-up handshake or a dynamic office entrance, so they must make their presence count from launch.
Here are three practical biohacks remote meeting participants can use to tilt the scales in their favor:
1. Frame your face, elevate your presence. Users should position their camera at eye-level, light their face evenly (no ceiling shadows) and keep their background clean yet relevant. When a person’s eyes are level and posture is open, the brain reads that person as credible and attentive.
2. Modulate your voice and leverage microexpressions. Users should speak with a confident but relaxed cadence, pause to let their points land, and offer an unmistakable smile when connecting. The brain recognizes honesty and competence in tone and facial rhythm long before words sink in.
3. Pre-call physiology reset. A simple two-minute reset like deep breaths, forward lean, shoulders back, primes our nervous system for clarity and alertness. When we walk into the digital room in “on” mode, we arrive as we mean to be seen.
4. Remote workers are always front-stage. When we tap into the biological wiring of first impressions, we don’t just show up; we show up ready. These biohacks will enable users to be perceived as more present, trusted and influential from the very first second. —Scott Hutcheson, Ph.D. (scotthutcheson.com), a senior lecturer at Purdue University specializing in technology and engineering leadership
Forward Recovery Hospital for Trafficking Survivors
When we talk about technology in healthcare, we often picture robots assisting in surgery, AI helping diagnose, or advanced imaging equipment. But sometimes the most transformative innovations aren’t about the most expensive machines; they’re about giving people in crisis a framework of structure, safety and trust.
That’s exactly what we’re building in Phoenix through the partnership between Where Hope Lives, a recovery center for human trafficking survivors, and Cyber Dive, the technology company specializing in modern transparent screens. Together, we’re creating the nation’s first technology-integrated inpatient treatment center management system — a digital backbone that connects every aspect of resident care.
For trafficking survivors, recovery isn’t just about therapy sessions or safe housing. It’s about rebuilding a life in a world dominated by screens and constant connectivity that are often a large part of controlling and exploiting these people. Phones, laptops and apps can be both a lifeline and a landmine. For providers, that means an impossible balancing act: How do we let survivors reconnect with technology without opening the door to re-traumatization, predators or relapse?
Historically, the answer was restriction: Confiscate phones. Block internet access. Limit communication. But restriction alone doesn’t teach someone how to live freely in the digital world — it teaches them how to live without it, and it causes 60% of trafficking victims to refuse getting rescued, all because they want to keep their phone rather than give it up.
Our system flips that model. Every resident at Where Hope Lives receives a carefully structured set of devices: a Cyber Dive Aqua One smartphone, a laptop or tablet, a biometric device like an Oura ring, and a smart TV.
The Aqua One smartphone, tablet and TV come equipped with Instant Replay, which records everything happening on the device — every message, search, watch, like, comment or app interaction. Staff can review activity — not to shame but to guide and mentor survivors. When a resident stumbles, counselors don’t see just the result but also the process, the trigger and every digital breadcrumb that led there.
Biometric devices track sleep and stress levels, giving clinicians insight into a resident’s overall well-being. TVs and laptops are restricted in ways that align with recovery phases, creating a rhythm of freedom and accountability.
But the most incredible innovation is that all this data flows into a centralized dashboard, which functions like a hospital command center. Staff can view progress on where each resident is in their recovery phase, what daily tasks they’ve completed, and whether any red flags have appeared.
Medical providers see health records in real time. Behavioral health staff see usage patterns that reveal moments of crisis. Case managers see daily checklists that measure progress. Everyone, from therapists to administrators, works from the same exact source of truth.
That kind of integration means fewer gaps, faster interventions and more personalized care.
Of course, when working with survivors of trafficking, security is non-negotiable. Every detail of this system is built with trauma-informed design: encryption for sensitive data, role-based access for staff, and HIPAA compliance at every level.
Just as importantly, the design is built for dignity. Survivors aren’t stripped of technology; they’re empowered with it. Instead of feeling like control is taken from them, they’re shown how to navigate technology in healthy, safe and transparent ways.
The model we’re building at Where Hope Lives can be replicated in treatment facilities nationwide — whether for trafficking survivors, substance recovery or youth in crisis. It’s scalable, exportable and ready to evolve with AI-driven insights that can help predict risks before they escalate.
At its heart, this project is about more than software or devices. It’s about rewriting the story for survivors — proving that technology can be a partner in healing, not a threat to it. Because for the residents of Where Hope Lives, technology isn’t just a tool. It’s a bridge. A bridge from fear to freedom. From isolation to connection. From surviving to truly living. —Derek Jackson, COO of Cyber Dive (www.cyberdive.co)
16 TOP LEADERS
Our List of Valley Leaders Who Are Making a Real Difference!
by Mike Hunter
At the close of each year, we spotlight top leaders who have demonstrated exceptional impact over the past year. This time, we’re profiling 16 leaders across key sectors of our business community. We asked them direct, forward-looking questions to understand what they see ahead for 2026. Each is deeply engaged in growing their organization and our regional economy — shaping policy, managing teams, and driving innovations that move Greater Phoenix business forward.
Every leader responded to the same set of questions about their management style, the effects of recent societal disruptions, what it will take to accelerate economic growth, and how their organization’s next chapter will influence our market.
Their answers are candid, insightful and energizing — a compelling snapshot of leadership in a business landscape that continues to evolve.
16TOP LEADERS
Mike Boden
Interim Chief Executive O cer
OneAZ Credit Union
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
What stands out most about my leadership style is that I lead through clarity, collaboration and purpose. I believe people perform their best when they understand not just what they are doing, but why it matters. My role as a leader is to connect strategy to meaning, remove barriers and empower talented people to take ownership of outcomes.
At OneAZ Credit Union, that philosophy has guided how we've transformed the organization by breaking down silos, building trust and aligning everyone around our mission to create financial well-being for all Arizonans. I am most proud of how our teams have embraced cross-functional collaboration that focuses on delivering member value rather than operating by department. It's created stronger engagement, faster problem solving and greater innovation. When people are trusted, informed and connected to purpose, they achieve more than any plan alone could ever deliver.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months have reinforced that leadership in times of disruption requires calm, clarity and connection. At OneAZ, we’ve navigated rapid change, from transforming our operating model to preparing for the acquisition of 1st Bank Yuma, all while maintaining focus on our mission and people.
I’ve learned that during uncertainty, people don’t just look for direction; they look for authenticity and reassurance. Being transparent about what we know, what we’re learning and how we’ll move forward together has strengthened trust across the organization.
These challenges also reshaped how I lead. I’ve focused on facilitating collaboration, encouraging diverse voices, inviting debate and empowering leaders to co-create solutions. That approach has built resilience and adaptability within our teams. Disruption has reminded me that leadership isn’t about having every answer; it’s about creating an environment where people can thrive even as the answers evolve.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Economic growth begins with the connection between businesses, community leaders and the people they serve. As a business community, we can accelerate Arizona’s growth by focusing on three essentials: access, education and partnership.
Access means ensuring individuals and small businesses can obtain fair credit, trusted advice and affordable capital. Education builds financial confidence and empowers better decisions. And partnership is aligning across sectors to share resources and ideas to amplify impact far beyond what any one organization can achieve.
At OneAZ, we’re committed to these principles. Through our associates, branch network and community foundation, we’ve provided more than $1 million in grants to Arizona nonprofits, and we continue to invest in financial education programs that help families and entrepreneurs thrive. When people and small businesses are financially healthy, they reinvest locally, which fuels a stronger, more inclusive economy for everyone.
Q: What is new and notable for your company’s near future that will impact our economy?
We are fortunate to be in a position where we can have a prosperous business model and pursue some of our meaningful passions at the same time. Our Charitable Committee spearheads much of what we do in our spare time: volunteering for causes that we love, fundraising on behalf of important missions and spending time giving back to our community. These efforts not only strengthen our bonds as a team but also allow us to create lasting impact, fostering goodwill and demonstrating that success is most rewarding when shared with those who need it most.
Name of Leader: Mike Boden
Position of Leader: Interim CEO Company Name: OneAZ Credit Union No. of Years with OneAZ Credit Union: 10
Number of Locations in Greater Phoenix: 8
Year Established Locally: 1951
City Nationally Headquartered: Phoenix
Fred Bueler
Teammate
Owner and Vice President
CHASSE Building Team
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
My leadership style is built on calm, steadiness, trust and genuine care for people. I believe strong leadership begins with dependability — showing up consistently, following through on commitments, and helping others find clarity and confidence during uncertain times. My approach is based on servant leadership: listening first, empowering others, and modeling accountability and integrity in every decision. At CHASSE, we offer a high degree of autonomy, balanced with strong team support and collaboration.
A core part of my leadership philosophy is creating open, team-driven communication. We prioritize consistent check-ins across teams and projects to ensure alignment, support and transparency. This practice strengthens trust, enhances performance and maintains morale, even through challenges.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Over the past 18 months, our industry has experienced both some markets slowing down and the effects of global tariffs. Fortunately, our diversification across multiple market sectors and a strong project backlog have helped us to navigate fluctuations in any one specific market. Additionally, while tariffs have driven up some material costs, the simultaneous market retraction created more competitive pricing among trade partners, which has ultimately offset much of the tariff impact.
Our organization was well-trained by the challenges we faced between 2020 and 2024: manufacturing shutdowns, supply chain disruptions, hyperinflation and labor shortages. As a result, the recent disruptions have felt far less severe and very manageable. On a personal level, those earlier experiences fundamentally shaped how I lead and how our teams respond to uncertainty. They taught me to stay calm under pressure, think strategically, be extremely proactive in planning and collaborate closely with all stakeholders.
Because of the systems and practices we developed during that period, we’ve become far more agile and resilient as an organization. As a leader, I’ve learned the value of proactive planning, empowering teams to problemsolve, and maintaining transparency even when conditions are changing. These lessons have strengthened my leadership style and personally enabled me to lead with greater clarity, confidence and steadiness — no matter the external circumstances.
Q: What do you feel we can be doing as a business community to empower economic growth here?
As a business community, we have an incredible opportunity to shape Arizona’s next chapter of growth by focusing on our greatest resource: people. Empowering economic growth begins with investing in our local workforce through education, mentorship and partnerships that connect young talent with meaningful career paths in construction and design. When we create strong, sustainable opportunities for individuals, we strengthen the entire community.
In the construction industry, we recognize that we have an aging workforce. Promoting and supporting students who want to pursue careers in the trades will be essential for the long-term vitality of the metro Phoenix area. Schools like West-MEC and EVIT play a critical role in this effort by offering a wide range of trade programs that not only develop workforce skills but also provide students with rewarding career paths.
Beyond workforce development, we must continue fostering collaboration between businesses, cities and schools to ensure growth remains intentional and balanced. Shared investment in infrastructure, affordable housing and workforce training will help keep the Phoenix region competitive, desirable and livable.
Q: What is new and notable for your company’s near future that will impact our economy?
We are fortunate to be in a position where we can have a prosperous business model and pursue some of our meaningful passions at the same time. Our Charitable Committee spearheads much of what we do in our spare time: volunteering for causes that we love, fundraising on behalf of important missions and spending time giving back to our community. These efforts not only strengthen our bonds as a team but also allow us to create lasting impact, fostering goodwill and demonstrating that success is most rewarding when shared with those who need it most.
Name of Leader: Fred Bueler
Position of Leader:
Teammate Owner and Vice President
Company Name: CHASSE Building Team
No. of Years with CHASSE Building Team: 17
Number of Locations in Greater Phoenix: 1
Year Established Locally: 2007
City Nationally Headquartered: Tempe, AZ
16TOP LEADERS
Wendy Cohen
President and Chief Executive O cer
Kitchell Corporation
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
For me, leadership starts with vulnerability. It’s about understanding that you don’t have all the answers and being confident enough to surround yourself with people who are smarter than you in their areas of expertise. I’ve learned that vulnerability combined with curiosity is one of the most powerful leadership traits — staying open to what you don’t know and being committed to learning every day.
At Kitchell, this approach is shaping our culture. We’ve built an organization where transparency, collaboration and curiosity drive us forward. It’s a constant work in progress that takes a daily commitment to trying, failing and trying again — and admitting when you’re wrong.
One of the greatest successes I’ve seen from this philosophy is the trust it builds. When people feel safe to share ideas, challenge assumptions or admit mistakes, innovation happens. The best ideas come from teams that feel empowered to think differently and know their input matters.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
If the last 18 months have taught me anything, it’s patience. Managing complex issues and organizational change takes time — often more time than we want to give. Sometimes the “easy button” simply isn’t an option. Some challenges have layers that require thoughtful consideration, and moving too quickly can create new ones or take you off course.
I’ve learned that lasting change doesn’t happen in bursts of activity; it happens through steady, deliberate progress. I call this grit — showing up every day, no matter how hard it is, and leaning into the work. As a leader, I’ve learned to balance speed with consistency — moving forward with purpose but allowing time for things to take root.
People also experience change differently, and leading through uncertainty means helping others stay grounded when the path isn’t clear. The most successful leaders are those who steady the ship — who provide clarity even when all the answers aren’t yet known. That steadiness, paired with optimism, keeps teams moving forward with confidence.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Arizona has long been known as a business-friendly state, and we need to stay intentional about protecting and expanding that advantage. Continued smart growth depends on remaining competitive with other states that are aggressively attracting investment and talent.
Name
of Leader: Wendy Cohen
Position of Leader: President &
CEO
Company Name: Kitchell Corporation
That means doubling down on infrastructure — the foundation of our communities — and keeping our workforce development efforts aligned with the evolving needs of employers. It’s essential to create pathways for young people to pursue careers in construction, engineering, technology and other high-demand fields that fuel growth.
Economic success doesn’t happen in isolation. It happens when the public and private sectors come together with a shared vision for how to grow responsibly and sustainably. Collaboration is key — between government, business and education. If we get that right, we not only attract businesses but create a stronger quality of life for everyone who calls Arizona home.
Q: What is new and notable for your company’s near future that will impact our economy?
Kitchell is celebrating its 75th anniversary — a milestone that’s both a reflection of where we’ve been and a bold step toward where we’re going. Earlier this year, we rolled out Forging the Future of the Built World — our 10-year vision to redefine how we lead and deliver in the built environment.
We’re deeply invested in Arizona’s future — in our people, our communities, and in developing the next generation of leaders who will shape what comes next. From expanding infrastructure and municipal projects to advancing healthcare and education facilities, our focus is on creating spaces that strengthen communities and improve quality of life.
We’re also evolving how we use technology and sustainability to drive innovation and reduce our environmental footprint. Our teams are finding smarter ways to build — using data, digital tools and collaboration to deliver projects that are more efficient and impactful.
Our commitment is simple: to keep building what’s next for Arizona — with leadership, innovation and collaboration at the core of everything we do. That’s how we honor our legacy and ensure the next 75 years are even more transformative than the last.
No. of Years with Kitchell Corporation: 12 Main Local Office Address: 1707 E. Highland Ave. Phoenix, AZ 85016
Phone: (602) 264-4411
Website: www.kitchell.com
Number of Locations in Greater Phoenix: 1
Year Established Locally: 1950
City Nationally Headquartered: Phoenix
Jason J. Coochwytewa
Chief Executive O cer
Urias Communications
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
What stands out most about my leadership style is that I lead from within the community. I believe leadership is about representation, advocacy and engagement — being present in spaces where voices need to be amplified. As president of the American Indian Chamber of Commerce of Arizona board of directors and a trustee/board member with the Arizona Science Center, Education Forward Arizona and the Western National Parks, I see leadership as bridge-building: connecting Tribal, corporate, civic and grassroots communities — from local entrepreneurs and cultural leaders to policymakers and educators — to create impact that truly lasts.
At Urias Communications, our philosophy centers on community transformation and cultural authenticity. We recognize that Arizona’s population is as diverse as its landscape — home to rapidly growing Hispanic and Asian American communities, significant Tribal Nations and a mix of younger families and older retirees. Understanding these distinctions allows us to segment first, then personalize — developing messages that reflect cultural values, lived experiences and trusted messengers.
Leadership success comes from listening first and leading collaboratively. Through this approach, I’ve witnessed firsthand how representation and shared purpose drive success. For example, under my leadership, we’ve strengthened partnerships that have opened doors for Tribal economic development and youth empowerment initiatives across Arizona. It’s this intersection of community engagement, strategy and creativity that defines my leadership and fuels the work I’m most proud of.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months have been marked by extraordinary shifts from changes in policy and funding priorities to the ongoing evolution of technology and media. Many of the organizations and clients I work closely with have had to pivot quickly, and that’s where adaptive leadership became essential. I’ve had to guide teams and partners through uncertainty, helping them rethink how to engage with their audiences and sustain impact despite disruption.
As a leader, I’ve learned that flexibility and foresight must go hand in hand. The ability to assess both the immediate challenges and longterm implications has become vital. I’ve also learned that empathy and communication are at the core of resilience. Staying grounded, listening deeply and fostering collaboration have helped maintain trust and alignment even in unpredictable times.
The experience reinforced my belief that leadership is not about having all the answers; it’s about creating the conditions where people feel supported enough to innovate and respond confidently to change.
Name of Leader: Jason J. Coochwytewa
Position of Leader: CEO
Company Name: Urias Communications
No. of Years with Urias Communications: 9.5
Disruption, while challenging, can be a powerful catalyst for creativity and growth when met with the right mindset.
Q: What do you feel we can be doing as a business community to empower economic growth here?
To empower economic growth in Arizona, we must invest in people — their ideas, voices and participation. I encourage business leaders and professionals to serve on boards, volunteer and actively contribute to shaping the conversations that define our future. When individuals engage with purpose and curiosity, it becomes less about work and more about building a shared future.
Arizona’s economic strength lies in its diversity. To harness it, we must empower entrepreneurs across all sectors by providing them with access to mentorship, procurement opportunities, and inclusive networks that reach both rural and urban communities. By supporting small businesses, fostering innovation hubs and promoting cultural collaboration, we create pathways for lasting growth. By bridging communities and celebrating shared values — innovation, family and opportunity — we strengthen Arizona’s collective prosperity and resilience.
Q: What is new and notable for your company’s near future that will impact our economy?
At Urias Communications, we’re evolving to meet a rapidly changing media landscape. We’re exploring how artificial intelligence, analytics and emerging digital tools can enhance storytelling while ensuring that cultural authenticity remains at the core of every message.
As audience behaviors shift, we recognize that different communities access information in distinct ways. Our goal is to meet people where they are, across languages, platforms and traditions. Increasingly, our campaigns aim to “bridge audiences.”
Looking ahead, we’ll continue blending technology with humanity, crafting strategies that honor culture, strengthen local economies and move Arizona forward through inclusive, community-centered communication.
Main Local Office Address: 5343 N. 16th St., Suite 240 Phoenix, AZ 85224
Phone: (480) 751-5569
Website: www.uriascommunications.com
Number of Locations in Greater Phoenix: 1
Year Established Locally: 2006
City Nationally Headquartered: Phoenix
16
LEADERS
John Fees
Co-Founder and Chief Executive O cer GradGuard – College Life Protected
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
Do the right thing. It is simple but guides any of my leadership functions and all our success at GradGuard.
We do the right thing for each of our stakeholders, including the schools and students we serve, for our team members who help keep our commitments and to our other vital partners, be it investors or business partners.
In business, catching people doing the right thing in both small and big ways is essential. From cleaning up the office sink to taking out boxes to the trash or assuring that we treat each of our customers the way we expect to be treated, at GradGuard everyone contributes to doing the right thing and speaking the truth no matter how uncomfortable.
At GradGuard, this has also become a standard business practice — not just for ordinary conduct of our team members but also in how we recognize “uncomfortable truths,” which is a common slide in company meetings. Welcoming radical candor, even when uncomfortable, is essential to making sound decisions.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
During disruptions, it is always vital to have a compass that keeps everyone focused on true north. While the compass helps us stay focused at GradGuard, a core function of leaders is to go a step further and to also accurately define reality. Within our organization, it is essential that our leaders clarify that reality and define where we are starting today, not just in what direction we are headed.
One of the largest disruptions is the efforts made by our adversaries to politically divide us. A divided country is bad for our communities. Our adversaries benefit when we are confused and divided. Just think of the energy used to discredit vital institutions and, more specifically, our elections and vaccines. While I hold space for a discussion, in both cases we see confusion being promoted to the detriment of our community. Generating mistrust among our neighbors and colleagues is detrimental to our nation’s health.
As ordinary Americans, we need to recognize that we agree on more than we disagree. We can agree that the literacy and health of all citizens is essential — not just to be able to participate in our democracy but also to be able to contribute to our workforce and the health of our economy.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Business leaders have a duty to speak the truth, no matter how uncomfortable.
Name
of Leader: John T. Fees
Position of Leader: Co-Founder & CEO
The collapse of local media combined with online media platforms whose algorithms deliver each of us a different form of content has quickly eroded common knowledge within Arizona.
The Arizona business community can make a difference by supporting local journalism that builds our common knowledge of the reality within our communities.
As just one example, basic literacy of third graders is a massive issue for Arizona. The most current report of the Arizona Progress Meter from Education Forward Arizona & Center for the Future of Arizona reveals that only 40% of Arizona third graders are proficient in reading.
We can all agree that a 40% literacy rate is unacceptable. Business leaders must demand a different result.
Every business leader can help by becoming involved today. Volunteer to support an existing nonprofit organization and encourage colleagues to do the same.
Q: What is new and notable for your company’s near future that will impact our economy?
The rapid changes in the economy due to AI and new, often unpredictable, economic policies (tariffs and a closed federal government) make it essential for leaders to identify new and emerging risks.
We all benefit when more of our citizens have credentials that enable them to contribute directly to our community — from nurses to electricians, teachers to plumbers, doctors to welders — credentials assure that we have competence across our Arizona community.
GradGuard aims to reduce the risks of college life and in so doing reduce the cost of college and promote greater student success.
GradGuard’s technology platform and pioneering insurance programs help schools and their students to overcome unexpected events that can disrupt their education.
We believe that all students and families deserve the opportunity to protect their investment in a higher education, and anticipate hundreds of
Company Name: GradGuard – College Life Protected No. of Years with GradGuard: 16 Main Local Office Address: 7600 N. 15th St., Suite 240 Phoenix, AZ 85020
Phone: (877) 794-6603 Website: www.gradguard.com
Number of Locations in Greater Phoenix: 1
Year Established Locally: 2009
City Nationally Headquartered: Phoenix
James Goodnow
Chief Executive O cer Fennemore
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
At Fennemore, leadership is a team sport. The firm’s structure is built around collaboration, and I’ve always believed the best results come when smart, driven teams work toward a shared goal.
A great example of this philosophy is our C-Suite leadership model, which fosters cross-functional collaboration and shared decision-making. This approach allows us to move faster, think more creatively and respond to change with agility.
I came up through the ranks at Fennemore, and that experience shaped my perspective. The goal at the firm is to create an environment where people feel comfortable finding their place and helping shape the firm they want to be part of. Fennemore’s success has always come from the people who make it what it is.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months have shown that the legal industry is no longer protected by tradition. Rapid advances in technology, consolidation in the market, and shifting client expectations are transforming how we create value and deliver services.
At Fennemore, we’ve responded by leaning into that change. We’ve been on the leading edge of AI, developing internal systems and applications in partnership with OpenAI. Teams across the firm have been expanding flatfee and alternative pricing models to deliver even greater value to our clients.
What stands out most is how our people have approached this period of constant change. They’ve stayed open, asked questions and tried new things without losing sight of what matters most — each other and the clients we serve. For 140 years, Fennemore has evolved alongside the businesses and communities we support. Today’s Fennemore continues that tradition: a reminder that progress doesn’t come from playing it safe; it comes from staying curious and moving forward together.
Q: What do you feel we can be doing as a business community to empower economic growth here?
At Fennemore, we have a front-row seat to the challenges and ambitions of companies across every sector, and we see the power of partnership every day. We’re business allies — helping organizations anticipate change, navigate risk and move faster toward innovation.
When the legal and business communities work in sync — sharing knowledge, removing barriers and fostering collaboration — we create the conditions for bold ideas to take root and thrive. Arizona’s continued growth will depend on how well we all support the businesses of the future, from
tech startups to legacy companies reinventing their industries.
The spirit that built this state is the same one that will carry it forward: people collaborating, taking chances, and creating opportunity for the next wave of leaders.
Q: What is new and notable for your company’s near future that will impact our economy?
We’re entering one of the most exciting chapters in Fennemore’s 140year history. Our continued growth — both in new markets and through strategic talent expansion — reflects the momentum we’re seeing across the business community.
At the center of this progress is Project BlueWave AI, our flagship initiative designed to transform how legal services are delivered. Inspired by the Blue Ocean Strategy concept, Project BlueWave AI focuses on discovering untapped opportunities and creating new operational models for the modern legal economy. By integrating advanced technology and automation across the firm, we’re empowering our teams to work smarter, deliver faster and create more value for clients.
Ultimately, these investments in people and technology don’t just strengthen Fennemore, they help drive innovation and growth throughout the industries we serve, contributing to a more dynamic and competitive economy.
But through it all, I would still say that Fennemore’s real story is about the people. The same spirit that guided Fennemore’s earliest pioneers still defines us today: curiosity, collaboration and the belief that progress is something we build as a team.
Name of Leader: James Goodnow
Position of Leader: CEO
Company Name: Fennemore No. of Years with Fennemore: 25, 7 of those years as CEO
Number of Locations in Greater Phoenix: 1
Year Established Locally: 1885
City Nationally Headquartered: Phoenix
16
LEADERS
Philip Kim
Managing
Director and Co-Founder
Signature Wealth Concepts
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
Leadership is a privilege, but I think it is also a calling. I take this very seriously because I know that an effective leader can have a profound impact on so many lives. I love the adage, “The speed of the leader determines the rate of the pack.” When I reflect on what this means and how it applies to my style of management, I am filled with gratitude for being in a place where I can race alongside my colleagues, knock down goals and set new ones just as quickly, and positively affect people along the way.
Leadership, to me, is about inspiring trust, fostering collaboration and creating an environment where others feel empowered to achieve their best. It’s not just about driving results — it’s about shaping a culture of integrity, resilience and shared success that endures beyond any single achievement.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The challenge with growth is being able to accommodate that expansion with the right infrastructure. This starts with having great people, of course, but equally important is having the capacity to actually do the things you say you are going to do. As our firm has increased in size and volume, my partners and I obsess over how we can ensure that our deliverables continue to improve while preserving the promise we make to our clients. We constantly evaluate systems, technology and processes to stay ahead of complexity, because sustainable growth demands discipline, innovation and a commitment to excellence.
Q: What do you feel we can be doing as a business community to empower economic growth here?
An important component of economic growth is ensuring that our community increases its advocacy for minorities and underrepresented leaders who are knocking on the door as the next generation of leaders. Phoenix is a city that is replete with talented and diverse all-stars, and our leaders need to reflect this emergent demographic population more and more. By creating intentional pathways for mentorship, access to resources and visibility in decision-making roles, we can uplift and empower individuals to step up and lead.
Name of Leader: Philip Kim
Position of Leader: Managing Director and Co-Founder, Signature Wealth Concepts Company Name: Signature Wealth Concepts No. of Years with Signature Wealth Concepts: 24
Q: What is new and notable for your company’s near future that will impact our economy?
We are fortunate to be in a position where we can have a prosperous business model and pursue some of our meaningful passions at the same time. Our Charitable Committee spearheads much of what we do in our spare time: volunteering for causes that we love, fundraising on behalf of important missions and spending time giving back to our community. These efforts not only strengthen our bonds as a team but also allow us to create lasting impact, fostering goodwill and demonstrating that success is most rewarding when shared with those who need it most.
Phone: (480) 444-3782
Website: www.signaturewealthconcepts.com Number of Locations in Greater Phoenix: 1 Year Established Locally: 2009 City Nationally Headquartered: Scottsdale, AZ
Christine Mackay
President and Chief Executive O cer
Greater Phoenix Economic Council
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
I work to lead with direction, perseverance and partnership. You build strong organizations when the team has a clear focus and the room to run. I set high expectations, but I lead by example and work alongside the team. I will never ask someone to do something that I would not do myself.
One example of my approach is our work to bolster Greater Phoenix’s position as a national leader in advanced industries. We aligned partners in economic development, workforce and education partners around this goal, targeting projects that have moved the needle to elevate Greater Phoenix into a region that every company must consider when looking for expansion opportunities. Through this, we must evaluate investments and relationships that are encompassing of the entire sphere of community building, ranging from investments in talent and infrastructure to relationships with CEOs of companies local and global. Over my time in Greater Phoenix, we have strengthened the economy, raised wages and created long-term career pathways for residents. These efforts worked because my teams have had a clear strategy and the authority to execute.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months sharpened my focus. Disruptions happen, and this isn’t the first time in my career that things have felt uncertain, but we know how to make quick, precise decisions. People look for certainty when things feel uncertain. I made sure the team always knew the plan, the priorities and the why.
Markets will constantly shift. Some projects accelerated and some stalled. I had to adapt quickly and find creative solutions to some of the most challenging issues. I coached the team to do the same. Most importantly, the last 18 months reinforced my belief in developing people. When you invest in talent, the organization can weather any disruption. My job is to clear obstacles so the team can succeed. The past year reminded me that strong leadership comes down to staying steady, being decisive and keeping your people at the center of every major choice.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Our communities have done an incredible job collaborating and being aligned in their work to empower equitable economic growth and to catalyze on new job opportunities. As a business community, we need to support the workforce pipeline to ensure companies can continue to meet their hiring needs in an increasingly advanced and competitive world. This means investing in universities, community colleges, vocational
programs and other workforce pipeline programs, and coordinating curriculum to ensure that instruction remains up-to-date with technological advancements. Additionally, we need to strengthen our infrastructure programs to ensure we can meet the connectivity, reliability and service we have all come to expect and what businesses that create jobs require.
We also need to work together to convey the importance of smart economic growth and intentional city planning that works to create a quality, sustainable city at build-out. It is important to note that a region that does not grow will stagnate and eventually slide.
Q: What is new and notable for your company’s near future that will impact our economy?
We will be building off the success of SEMICON West as we work to attract companies from around the world into Greater Phoenix. Global firms saw first-hand in October what the region offers; over the coming months, we'll take part in inbound and outbound delegations to showcase what makes the region unique.
One key initiative we’ve seen momentum in is a new way to tell the untold stories of Greater Phoenix, the stories about what makes this such a great region to live in and to operate a business. We have the honor of leading this effort on behalf of our partners who joined forces to work to tell the amazing story of Greater Phoenix. We will launch in 2026, and will be working to see impact to Greater Phoenix’s competitiveness at a global scale.
Our research team is also working to develop a new suite of products to inform communities, companies, utilities and investors using proprietary information unique to GPEC. Among our recent publications is the Economic Monitor 2.0 (www.gpec.org/monitor), an update to our tracker of economic health and trends at the local, state and national levels.
Number of Locations in Greater Phoenix: 1
Year Established Locally: 1989
City Nationally Headquartered: Phoenix
16TOP LEADERS
Sheryl Palmer
Chairman and Chief Executive O cer
Taylor Morrison
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
For me, it always comes down to people first and building strong relationships with others. While I bring my own personal experiences and knowledge to the table as a leader, it’s even more important to surround myself with team members from a wide range of backgrounds and expertise. Leaders should be accessible, approachable and authentic — and not afraid to ask questions. The most successful leaders don’t lead with ego; they instead exhibit a sense of vulnerability and empathy. I’ve worked with many leaders throughout my career, and I’ve always remembered how they made me feel. I never appreciated feeling ignored or like my ideas weren’t important, so I strive to make sure that every individual at our organization knows that they matter and play a key role in our success.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Despite the economic uncertainties our industry has faced over the past 18 months, it’s vital for leaders to continue showing up for both team members and customers alike. Especially in trying times, it is so important to keep teams motivated and feeling like they have the support needed to thrive in their role. Building trust among our team and home shoppers is a cornerstone of our business and has earned us the recognition of America’s Most Trusted® Home Builder for 10 years running as well as one of Forbes’ Most Trusted Companies in America for the first time. As the next generation comes into their homebuying years, continuing Taylor Morrison’s legacy of trust with our home shoppers is deeply meaningful.
Q: What do you feel we can be doing as a business community to empower economic growth here?
With Phoenix being our largest division, it’s extremely meaningful to have Taylor Morrison headquartered in Scottsdale and to witness the region’s growth firsthand. Collaborating with local businesses rather than working independently on shared resources and infrastructure is crucial to driving continued growth here.
I’m also a firm believer in giving back to our local community to support the neighborhoods in which we build. From working with HomeAid, a leading national provider of housing and resources for those experiencing homelessness, to building a 16-home community adjacent to Banner MD Anderson Cancer Center for patients receiving cancer treatment, our Corporate team and Phoenix division are involved in many partnerships and charitable projects that uplift our community.
Name of Leader: Sheryl Palmer
Position of Leader: Chairman and Chief Executive Officer
Company Name: Taylor Morrison
No. of Years with Taylor Morrison: 18
Q: What is new and notable for your company’s near future that will impact our economy?
Following recent years of housing market uncertainty, our team continues to double down on the customer experience. As a homebuilder, we have the privilege of helping customers achieve home ownership and work with each one individually to educate them along the homebuying journey.
We strive to be innovative and aligned with our customers, and one example of that is our first-of-its-kind online reservation system. This technology gives home shoppers the ability to build a new home entirely online, by selecting their floor plan, lot, the home’s exterior design, structural options, interior finishes, and then reserve the configuration online with a small deposit. We have also enhanced digital tools to make purchasing a Taylor Morrison home more accessible for our increasingly diverse customer base, with added features that include a language services platform, pricing transparency on the digital home reservation system, and floor plans with inclusive design principles such as Vatsu Shastra or Feng Shui.
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
Unity of purpose is critical, marching in lock step is critical, and having a passion for serving others is what should drive us as a team. Our employees and the community will notice this — and it will be positive.
The reinvention of Valleywise Health, Maricopa County’s public teaching hospital system, and our financial turnaround are accomplishments attributed to our board and our entire team.
In 2014, shortly after I had arrived at Valleywise Health, it became apparent that our community’s public teaching hospital and safety net system of care was facing dire financial difficulties. A Safety Net Care Program which provided approximately $50 million of annual federal funding for uncompensated care was set to expire. When combined with other structural budget deficits, our organization was facing a $75 million loss in FY 2014. At the same time, Maricopa County voters had just approved, by an overwhelming margin, Proposition 480 to provide funds to build a new hospital to replace the 50-year-old legacy “county” hospital. While taxpayers had committed almost a billion dollars in capital, we faced significant challenges in just keeping the doors open. We also knew there would be no state of federal bailout.
Our leadership team pulled together and began working on a “burning platform” to make dramatic changes. We set out on an ambitious plan to turn our finances around through a series of “100-day workouts” that broke down institutional silos and generated hundreds of ideas to reduce expenses. While some of the best ideas generated $1 – 3 million in savings (the best generated $10 million in validated savings), many ideas generated $300,000 to $900,000 annualized savings. Together, these projects amounted to more than $100 million in savings and allowed us to move forward with transforming our healthcare system.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Changes in the financing of safety net healthcare, especially Medicaid, require a renewed focus on advocacy and community engagement. This has not led to changes in leadership style, but renewed focus and intensity. We are fortunate to live in a community that recognizes and supports a strong public teaching hospital and safety net healthcare system, as evidenced by the recent passage of Proposition 409, which will allow Valleywise Health to continue to meet growing demands for healthcare services in our community, especially for those living with serious mental illness. The approval of Proposition 409 by Maricopa County voters represents a vote of confidence in our healthcare system and the essential care we provide across Maricopa County.
Name of Leader: Steven Purves
Position of Leader: President & CEO
Company Name: Valleywise Health
Q: What do you feel we can be doing as a business community to empower economic growth here?
Valleywise Health has never accomplished anything without engaging with the greater community, especially the business community and economic development organizations. Investing in the healthcare workforce improves access to quality healthcare services and is good for business.
In addition, Valleywise Health has a strong tradition of training the next generation of healthcare professionals. Valleywise began Arizona’s first residency program in 1952 and today trains hundreds of physicians every year through the Creighton University Arizona Health Education Alliance. More than 50% of the physicians who train through the Creighton Alliance remain to practice in Arizona. Continued investment in physician training programs is key to a vibrant community.
Q: What is new and notable for your company’s near future that will impact our economy?
Our plans to expand behavioral healthcare, community health clinics and emergency care will address unmet needs. This will include a new, larger behavioral health hospital that will replace a 50-year-old facility; expanded emergency room and trauma capacity; an outpatient specialty clinic; upgrades to community health centers; and increased capacity to teach the next generation of doctors and mental health professionals. These critical upgrades to the hospital system will ensure Maricopa County residents can access much-needed care, even as the county continues to grow.
No. of Years with Valleywise Health: 12 Main Local Office Address: 14851 N. Scottsdale Rd., Suite 103 Scottsdale, AZ 85254
Phone: (480) 444-3782
Website: www.signaturewealthconcepts.com
Number of Locations in Greater Phoenix: 1
Year Established Locally: 2009
City Nationally Headquartered: Scottsdale, AZ
16TOP LEADERS
Brandon Rafi
Founder
Law Group
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
My approach to leadership has always been about service. I believe real leadership means putting people first and creating an environment where everyone feels valued and supported. When I founded Rafi Law Group, my goal was to build a place where people could do meaningful work while making a positive impact on others.
Our success has come from investing in people. I focus on mentorship, training and personal growth for our team because when our people succeed, our clients benefit. That approach has allowed Rafi Law Group to grow from a small office into one of Arizona’s largest law firms with more than 250 professionals.
I also measure leadership by our investment back into our communities. Through Rafi’s Hope, our community initiative, we support children and families across Arizona. Seeing our team volunteer and give their time and energy reminds me that leadership is about lifting others up.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months have reminded me how important it is to lead with empathy and flexibility. Change has become a constant in our world, and that has challenged me to listen more, communicate more clearly and focus on what truly matters to our people.
I have learned that stability and kindness matter as much as strategy. We made a point to keep mental health and family time a priority across our firm because our work is demanding and our people give so much of themselves every day.
These experiences have strengthened my belief that a successful team is built on trust and understanding. Challenges will always come, but if you take care of your people, they will rise to meet them.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Economic growth begins with investing in people and creating opportunities close to home. At Rafi Law Group, we take pride in hiring and developing talent right here in Arizona. Every person we employ helps strengthen our economy, support their family and contribute to the community in meaningful ways.
When businesses choose to invest locally instead of outsourcing, they create jobs that keep resources circulating within our state. Those opportunities help small businesses grow, strengthen schools
Name of Leader: Brandon B. Rafi
Position of Leader: Founder
Company Name: Rafi Law Group
and improve quality of life across neighborhoods. As business leaders, we have the power to drive that momentum by mentoring, hiring and empowering the next generation of Arizonans. Real economic progress happens when success is shared and when we all do our part to build a stronger Arizona together.
Q: What is new and notable for your company’s near future that will impact our economy?
The coming year will bring continued growth for Rafi Law Group. We are expanding our offices and investing in new technology to make it easier for clients to access legal help when they need it most. Our goal is to continue setting the standard for personal injury law in Arizona while keeping our service personal and compassionate.
We are also building on our community partnerships and developing new initiatives through Rafi’s Hope that will focus on education, family assistance and local volunteer engagement. These efforts reflect what our firm stands for, which is helping people in meaningful ways and strengthening Arizona’s future.
Every milestone we reach is guided by a single purpose: to make a positive difference in people’s lives and in the communities we are proud to serve.
No. of Years with Rafi Law Group: 10 Main Local Office Address: 4701 N. 24th Street, Bldg. C Phoenix, AZ 85016
Phone: (623) 207-1555
Website: www.rafilawgroup.com
Number of Locations in Greater Phoenix: 6
Year Established Locally: 2015
City Nationally Headquartered: Phoenix
Denise Resnik
Founder, President and Chief Executive O cer
First Place AZ
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
My leadership style recognizes the value of constellations among stars and is fueled by building both. Stellar leaders are drawn to big ideas and even bigger visions — and I work to empower people who believe in each other and in what we're creating together for adults with autism and/or intellectual/developmental disabilities (I/DD). Trust is the starting point. That trust extends to external leaders across the private, public and nonprofit sectors. We share a commitment to innovation, learning and collaboration. This is the foundation for market transformation, where systems, standards and partnerships align so communities everywhere can offer inclusive housing, employment and healthcare options.
Consider this: When a real estate developer includes neuro-inclusive design, that project becomes eligible for public funding. When employers build neuro-inclusive teams, innovation and retention rise. When health insurers support community-based living models, emergency room visits decline. That's when we know the system is working — because the right thing has become possible, permissible, pragmatic and even profitable.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Over the past 18 months, national attention has focused on the one in 31 children diagnosed with autism. Children matter immensely — but most individuals spend the majority of their lives in adulthood, and adults with autism and/or I/DD remain significantly underserved.
Just as senior housing matured over decades to offer diverse communities, our field must evolve to offer a true marketplace of options. There is no one-size-fits-all approach.
As a leader, this moment has required me to focus on market-shaping principles: creating choices, improving quality, expanding affordability and connecting people to place, purpose and community. With more than one million Americans with I/DD living with caregivers over age 60, this is a present-tense urgency families face right now.
At First Place AZ and First Place Global, we are galvanizing innovators, trusted partners and adults with autism and/or I/DD to create proof points, change minds and transform systems.
Q: What do you feel we can be doing as a business community to empower economic growth here?
With one in three Americans experiencing a disability at some point in their lives, disability inclusion isn't a side topic — it's a core economic strategy.
Economic growth comes from getting it right for more people in more places. When Phoenix commits to being an accessible city — and when
businesses invest in inclusive hiring, accessible design and community engagement — we strengthen our workforce, expand consumer participation, reduce long-term costs and create neighborhoods where everyone can flourish.
Empowering the next generation of leaders in business, education and healthcare is essential. Creative, informed and inclusive leadership fuels transformation — and transformation fuels economic expansion.
Q: What is new and notable for your company’s near future that will impact our economy?
First Place AZ is creating community through First Place-Phoenix, our flagship supportive housing property, while First Place Global is building a marketplace — connecting housing, employment, education and healthcare with a network of trailblazers in Arizona and across the country.
Through A Place in the World® and Housing Market Analyses, we're giving communities the shared language and market insights needed to make informed decisions. Our Learn4Independence® and Be Open + Be Ready® initiatives equip educators, service providers and employers with tools to prepare neurodivergent adults for meaningful work. And we're partnering with universities, healthcare systems and employers to train future professionals, grow inclusive workplaces and demonstrate scalable models.
Leadership isn't a title — it's a responsibility to create opportunities for people in your orbit to deliver on your mission and theirs. At First Place Global, that means building partnerships that fuel innovation, expand economic participation and help communities thrive.
Name of Leader: Denise D. Resnik
Position of Leader: Founder & President/CEO
Company Name: First Place AZ
No. of Years with First Place AZ : 13 Main Local Office Address: 3001 N. Third St., Phoenix, AZ 85012 Phone: (602) 464-6600
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
My leadership style starts with genuine care — care for the mission, care for the work and, most importantly, care for the people who make it all happen. When that foundation is real, everything else becomes possible. From there, leadership at Player 15 Group is a shared commitment built on the same behaviors: bringing urgency to every opportunity, holding ourselves accountable before anyone else, and showing up with positive energy that elevates the people around us. When we model those traits consistently, we create a culture where everyone feels supported, challenged and inspired to be their best. And ultimately, it comes down to execution — turning standards into actions and goals into results. Together, we set the tone, we live the standard, and we deliver at a high level every day.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Disruption has reshaped the way we work and lead. What once felt like obstacles now serve as reminders that every day brings a new opportunity to learn, adapt and raise the standard. Disruption clarifies what truly matters: our purpose, our people, and the consistency with which we show up for both. It reinforces that leadership isn’t about controlling circumstances; it’s about meeting them with care, urgency, accountability and the kind of positive, steady energy that brings others forward with you. At Player 15 Group, we view every challenge — today’s and tomorrow’s — not as setbacks, but as catalysts to build something stronger than what existed before.
Each moment of uncertainty becomes fuel for a sharper mindset, a more resilient culture and a more confident future. In the end, disruption does not define us. Our response — how we stay focused, how we execute and how we keep moving forward — always will. That is where real leadership lives, and that is how strong organizations are built and thrive.
Q: What do you feel we can be doing as a business community to empower economic growth here?
The business community in Phoenix has a unique opportunity — and responsibility — to help shape the next era of economic growth in what I believe is the best market in the country. Our strength isn’t defined by any single industry or skyline; it’s defined by our people and their ambition. Empowering growth starts with continuing to work together; championing collaboration over competition; and showcasing the incredible talent,
Name of Leader: Paul Rivers
Position of Leader: Chief Innovation Officer
Company Name: Phoenix Suns/Mercury
No. of Years with Phoenix Suns/Mercury: 3
innovation and quality of life that make this region so special.
Live entertainment plays a major role in this trajectory — its lifestyle impact, cultural influence and ability to draw people together make it a powerful catalyst for economic momentum. When we highlight the best parts of Phoenix — its energy, its creativity, its world-class entertainment and its entrepreneurial spirit — we attract more investment, more talent and more opportunity. The future here is bright, and by standing together as a unified business community, we can help unlock the full potential of this market for years to come.
Q: What is new and notable for your company’s near future that will impact our economy?
The Phoenix Suns and Phoenix Mercury, under the leadership of owner Mat Ishbia, are committed to continuing to invest in the Phoenix community. We have invested in facilities — like our new business headquarters and Phoenix Mercury practice facility — as well as community initiatives and bringing major events to downtown.
Next year, Mortgage Matchup Center will host the 2026 NCAA Women’s Final Four and U.S. Gymnastics Championships, two world-class events that will bring in sports fans from around the world. These efforts are contributing to the broader economic vitality of the region and complementing Phoenix’s rapid growth, strengthening its position as one of the fastest-growing metros in the country.
We also continue to invest in our fan experience to ensure the Phoenix Suns and Phoenix Mercury are offering an experience unlike any other city. A great example of this is The Ra Ra Room, the first-ever members-only dining club in a sports and entertainment venue. This partnership with the renowned Mario Carbone and Major Food Group helps attract visitors and elevate Phoenix as a premier destination.
suns.com; phoenixmercury.com
Number of Locations in Greater Phoenix: 3
Year Established Locally: 1968
City Nationally Headquartered: Phoenix
Anthony Share
President
Pathward Financial, Inc.
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
Fortunately, colleagues at Pathward have supported my leadership style, which, I hope, is a combination of being empowering and inclusive. Pathward has evolved from a series of separate businesses and channels into a connected enterprise over the last three years through transformational change management. We accomplished this to align with our fintech partners and create increased efficiency and effectiveness. I trust Pathward teams to co-create with our partners, which enables solutions to flourish and aligns with one of Pathward’s values to find a better way.
Our values are a great example of outcomes you can enjoy from fostering an empowering and inclusive culture. As our company embarked upon our rebrand three years ago that unified the company under the Pathward umbrella, a cross-functional team of employees with representatives from all areas of the company worked together to define Pathward’s core values, which are:
1. Lead by example
2. Find a better way
3. Help others succeed
4. Dare to be great
5. We take our values to heart and, as a company with a workforce that is largely remote, for the first time ever brought our employees together for an in-person meeting in March 2025. That event connected teams who had met only virtually, creating opportunities for relationship building and cultural bonding. Employees also got to hear directly from our partners and well-known external contacts who are making a difference in our communities.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The macro-economic environment is ever-changing, as is the geopolitical landscape. As president of Pathward, whose purpose is powering financial inclusion and access for consumers and small and mid-sized businesses, part of my leadership charge is to remind colleagues and our partners of this important mission. At times, it’s difficult to navigate the regulatory and financial challenges (which are very important) while also remembering that living out our purpose will produce the business outcomes that we desire.
Additionally, I lead the evolution of Pathward’s operating model to more properly align with our fintech partners’ needs and operate more effectively, which underscored the constant need to transparently explain the “why” behind this transformation for our employees and stakeholders.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Empowering individuals means empowering our communities. Providing increased affordable housing, enabling accessibility for vocational and higher education opportunities, and supporting cultural opportunities for current and future residents typically spurs economic growth for the business community. Likewise, educational support is a pillar within Pathward’s Community Impact Program that supports the mission of increasing access to educational resources, mentorship and tutoring for students. An example that I am proud to share is the Pathward Scholars Program that provides funding to students pursuing post-secondary education, which they can use to help cover the cost of dependent care. In partnership with the Arizona Community Foundation, Pathward awards scholarships annually. Since the program’s inception in 2021, Pathward has awarded nearly $500,000 in scholarships through the Pathward Scholars Fund. Most of the recipients are from Arizona.
Q: What is new and notable for your company’s near future that will impact our economy?
Pathward is a trusted banking platform for fintech partners to grow and thrive. As a bank with many solutions and scalable infrastructure, we offer decades of experience and deep expertise across a range of products. Our partners offer consumer and business lending solutions and professional tax services, and enable business to accept and process payments. For Pathward, we will power increased integrated solutions with partners to provide a more seamless experience with consumers and businesses.
As one of the pioneer sponsor banks — established financial institutions that provide the regulatory framework, infrastructure and expertise needed to launch and scale financial products quickly — we have more than 20 years of experience in payments to offer our partners. The most effective sponsor banks build platforms that combine tools, people and processes. These elements are layered to support a broad range of partners. At Pathward, we are creating modular, adaptable systems that empower sustainable innovation.
Name of Leader: Anthony
Sharett
Position of Leader: President
Company Name: Pathward Financial, Inc.
No. of Years with Pathward: 6
Local Office Address: 2555 E. Camelback Rd., Suite 300 Phoenix, AZ 85016
Phone: (605) 681-4191 Website: pathward.com
Number of Locations in Greater Phoenix: 1
Year Established Locally: 2020
City Nationally Headquartered: Sioux Falls, SD
16
LEADERS
Rick
Smith Founder and Chief Executive O cer Axon
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
When you’ve been part of something since the very beginning, you carry a deep sense of responsibility — not just to the company but to the mission that started it all. At Axon, that mission is protecting life. I spend most of my time focused on how that mission takes shape in the future — what’s changing, what’s possible, and how we can serve public safety in ways that truly protect life.
Leadership at Axon isn’t about managing people — it’s about staying close to the problems we’re solving and the people we’re solving them for. That means spending time on the road listening directly to officers, agency leaders and community stakeholders.
We also host CEO summits that bring together public safety leaders to have honest, often difficult conversations — not just about tech but about trust and transformation. Those insights help shape what we build next.
For me, leadership is about helping the organization see what’s around the corner and staying grounded in our mission every step of the way.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
The past 18 months have reinforced a simple truth: The world changes faster than any roadmap. As a leader, I’ve had to spend more time scanning the horizon — challenging our assumptions and pushing us to stay adaptive. It’s also meant doubling down on listening. Whether that’s sitting with a police chief wrestling with product complexities or hearing from a community advocate about how technology impacts trust, I’m constantly reminded that innovation without empathy doesn’t work. These disruptions have deepened my belief in building for long-term impact, not short-term headlines. They’ve also underscored the need to be bold in uncertainty — to take informed risks while staying grounded in the mission. We don’t have all the answers, but we’re committed to asking the right questions, with the right people at the table.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Historically, when people think of technology hubs and centers of economic growth, they don’t always think of Scottsdale. But we believe that perception is changing — and needs to continue changing. Arizona has the foundation to be a major force in the innovation economy, and the business community plays a big role in making that real. That means continuing to invest in talent, in infrastructure and in partnerships that
Name of Leader: Rick Smith
Position of Leader: Founder & CEO
Company Name: Axon No. of Years with Wealth Concepts: 30
bring great minds and bold ideas here. It’s one of the reasons we’re building our new headquarters in Scottsdale — because we want to see more toptier talent choosing to live, work and build in Arizona. This state has been an important part of Axon’s story from the beginning, and we believe it can do even more for the future of tech, public safety and economic development. Growth happens when people align around a shared vision. Arizona has that potential — and we’re proud to be helping shape what comes next.
Q: What is new and notable for your company’s near future that will impact our economy?
The future of public safety is about connection. We believe everyone is better protected when they're more connected — when agencies, communities and technologies are integrated in a way that gives a fuller, faster, more accurate picture of what’s happening. That’s where we’re headed. We’re building systems that bring together real-time video, sensors, records, AI and even robotics and drones and help solve incidents faster and more transparently. As these capabilities expand, we’re going to see real gains in both safety and efficiency.
But we also know that with more powerful tools comes greater responsibility. That’s why at Axon, we’ve always built with both possibility and consequence in mind — working to make the right things easier and the wrong things harder. We’re committed to responsible innovation and, as we accelerate into new technologies, we’re doing so with clear principles in place. The pace of change is fast, but our job is to lead with purpose — and build systems that not only keep up with the future but help shape it in the right direction.
Number of Locations in Greater Phoenix: 1
Year Established Locally: 1993
City Nationally Headquartered: Scottsdale, AZ
Mark Stebbings
Chief Executive O cer
National Bank of Arizona
Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?
As a leader, I focus on establishing a clear strategic direction and aligning my team around our shared goals. I believe that when everyone understands not only what we are working toward but also why it matters, we can achieve remarkable results. My leadership style centers on empowering associates by providing the resources, training and support they need to excel. I encourage initiative and decision-making while maintaining accountability at every level, including myself.
One example of leadership success is our professional development program, which has directly benefited both our associates and customers. By investing in continuous learning, we have seen increased engagement, improved performance and a stronger sense of community.
I strive to create an environment where people feel valued, motivated and empowered to achieve their best, and I am always looking for ways to support my team’s growth and contribute wherever I can add value.
Q: What impact have any disruptions of the past 18 months had on you as a leader?
Disruptions are an everyday occurrence in today’s fast-paced business environment, and the past 18 months have certainly presented their share of challenges. As a leader, I have learned the importance of remaining steady and resilient, especially during times of uncertainty. Our primary responsibility is to be a reliable and consistent presence for our community, regardless of what is happening around us. This means adapting quickly to changing circumstances, communicating transparently with our team and customers, and maintaining a focus on our core values.
The disruptions of the past year and a half have reinforced my belief in the power of flexibility and adaptability. I have worked to foster a culture where change is embraced rather than feared, and where everyone feels supported in navigating new challenges. Ultimately, we want people to know they can count on us, even when things get unpredictable. This commitment to stability and reliability has helped us build trust and strengthen our relationships with customers and colleagues alike.
Q: What do you feel we can be doing as a business community to empower economic growth here?
Empowering economic growth in Arizona requires a continued commitment to fostering a pro-business and pro-growth environment. Supporting enterprises of all sizes and attracting new investment are essential for long-term prosperity. Phoenix’s leadership is focused on advancing key areas such as job creation, infrastructure development, education and affordability. By prioritizing these elements, we can create a
foundation for sustainable growth that benefits everyone.
Collaboration is crucial — businesses, government and community organizations must work together to identify opportunities, share resources and address challenges. Investing in workforce development and innovation will help ensure our economy remains competitive and resilient. By promoting responsible growth and fostering a spirit of partnership, we can build a stronger, more vibrant business community that supports long-term prosperity for Greater Phoenix and the entire region.
Q: What is new and notable for your company’s near future that will impact our economy?
Looking ahead, our company is intensifying its focus on lending to businesses as a key driver of economic growth. We recognize that access to capital is essential for entrepreneurs and established businesses alike, and we are committed to providing the financial solutions they need to succeed. Since the global financial crisis, Phoenix has become increasingly diverse, strengthening our position and enhancing the city’s appeal as a destination for business and investment.
In addition to our core financial services, we actively encourage and support our associates in engaging with the community and participating in nonprofit initiatives throughout Phoenix and Arizona. Our commitment to giving back is a fundamental part of our culture — we believe that supporting the communities that have contributed to our success is essential for long-term growth. Through volunteerism, charitable giving and partnerships with local organizations, we strive to make a positive impact on the business community and the broader economy.
Name of Leader: Mark Stebbings
Position of Leader: Chief Executive Officer
Company Name: National Bank of Arizona
No. of Years with National Bank of Arizona:27 Main Local Office Address: 6001 N. 24th St. Phoenix, AZ 85016
Phone: (602) 212-5474
Website: www.nbarizona.com
Number of Locations in Greater Phoenix:15
Year Established Locally:1984
City Nationally Headquartered:Phoenix
As SVP of Product at PlanSource, Eddie Pinto is responsible for leading the development and execution of PlanSource’s product strategy to build and maintain the company’s leadership position within benefits administration. With more than 20 years of benefits experience, including leadership roles with benefits administration providers, Pinto is a highly accomplished product executive whose expertise spans AI, design thinking, product management, process engineering and agile transformation.
PlanSource is a benefits administration technology and services company that is on a mission to make it easier for people to choose, use and manage benefits through engaging, AI-powered experiences. Leading the market in meaningful integration of AI, PlanSource has an unmatched range of ecosystem connections that drive continual innovation and value to clients, partners and consumers. plansource.com .
Benefits Are Interconnected and Your Strategy Should Be, Too
How smart tech and human-centered design make it happen
by Eddie Pinto
Employers are spending more on health coverage than ever in history — $8,951 per employee for single coverage and $25,572 for family coverage in 2024, according to the Kaiser Family Foundation. But many employees are not engaging meaningfully with, or even carefully selecting, these benefits. In fact, employees average only 18 minutes when selecting their benefits. This gap signals what experts define as a benefits paradox: rising investment without a corresponding increase in satisfaction or usage.
Because benefits are offered in silos, employees often make disjointed decisions. They may over-insure in one area while neglecting others. At the same time, they may also skip essential offerings such as preventive care or financial wellness programs, which leaves both money and valuable support on the table.
Why is this happening? Employers may be overlooking where more clarity is needed. Despite employers offering generous benefits packages with good intentions, the fragmented nature of traditional benefits administration makes it difficult for employees to connect the dots.
BENEFITS ARE INTERCONNECTED. YOUR STRATEGY SHOULD REFLECT THAT.
Employees rely on a single budget to help cover the cost of their needs, such as financial obligations, family
responsibilities, healthcare and future planning. Every benefit is compared to the rest to see which provides more long-term value: “Should I contribute more to my HSA, or do I select the plan with the HRA?” “Should I opt for accident coverage or use that money toward paying off my student loans?”
These questions are decisions employers should consider, especially as benefits continue to increase in price. Employers often present benefits independently rather than through a cohesive, integrated experience. This leaves employees susceptible to making uninformed decisions, creating confusion.
THE COST OF FRAGMENTATION
According to the 2024 Employee Financial Wellness Report from Payroll Integrations, 73% of employees want to learn more about their benefits, and 25% say they feel uninformed. When employees lack clarity, they’re less likely to engage with the programs available to them.
Education plays a crucial role in sparking that engagement by helping employees recognize the relevance of preventive care, financial planning tools, and supplemental benefits that strengthen their overall package. By connecting employees to resources in a way that emphasizes value and applicability, organizations can promote participation that
Despite employers offering generous benefits packages with good intentions, the fragmented nature of traditional benefits administration makes it difficult for employees to connect the dots.
improves the employee experience.
Failing to understand and engage with these valuable programs has consequences. For instance, about 65% of Americans are falling behind on their cancer screenings, despite the fact that in 2024 more than two million cancer diagnoses were reported. Helping people better understand and access preventive care services, like cancer screenings, is critical.
THE SOLUTION ISN’T MORE COMMUNICATION. IT’S SMARTER CONNECTION.
As employees continue to address rising claims by adding more point solutions, such as diabetes management, back pain care, or fertility support, it’s more difficult for employees to find and use them.
While thoughtful communication campaigns help convey the message, it’s extremely difficult to sync the right messaging to the right people at the right time. It’s practically impossible to target only the employees who could benefit without overwhelming the rest.
Instead, the platform employees use to enroll in their benefits should serve as a centralized hub, one that organizes essential resources in context. Rather than presenting a long list of options, it should highlight the most relevant guidance at the right time, whether that’s during enrollment, a major life event or planning for a financial milestone.
A connected benefits experience improves an employer’s strategy for delivering benefits by focusing on preventive care, high-value program participation and inclusive design, essentially meeting employees where they are in their health and financial journey. Financial flexibility through Health Savings Accounts and Flexible Spending Accounts helps improve financial wellness. Voluntary options, such as disability, foster added protection that helps reduce tension during difficult economic times.
HUMAN-CENTERED AI IS THE MISSING LINK
Human-centered design means creating technology that prioritizes the real behaviors and needs of the people who use it, instead of adding hurdles. Applied to HR, this design ensures employees and administrators can navigate benefits confidently and without frustration. The blend of artificial intelligence and human-centered design helps HR teams be more effective. For example, automated eligibility verification helps reduce manual work while providing personalized guidance.
This pairing also ensures sensitive data is handled responsibly and with care, which is imperative as AI technologies continue to make advancements. Equity, access and inclusion are improved through tailored benefits and communication recommendations within all employee demographics.
A connected benefits strategy should include:
• Centralized education platforms that are accessible year-round with benefits information and resources;
• Configurable communication tools that automatically provide outreach based on critical health concerns, eligibility changes or life events;
• Voluntary and financial benefits that reduce gaps, alleviate financial pressures and promote long-term wellness; and
• AI-powered features that simplify enrollment, personalize experiences and produce insights for current and future improvement.
• As employers and employees attempt to manage the rising costs of healthcare insurance, employers need a solution that ensures benefits are both high quality and affordable, without trading one for the other. Designing a connected and cohesive benefits experience empowers employees to better choose, use and manage their benefits. And when employees feel supported in navigating these critical life decisions, it strengthens their trust in the company behind the experience — turning a once-confusing process into a meaningful connection between people and their employer.
CEO Ready
For those who imagine themselves in line for advancement — Being on the short list for the CEO job and having a record of delivering amazing results; having been told they have the inside track; feeling they are the leader in the clubhouse — Mark Thompson and Byron Loflin offer a wakeup call: Don't believe it.
They caution readers that, no matter what a leader has heard or what their CV says, they are not alone in the race, and the odds are against their getting the job.
Leadership selection isn't the methodical, objective process we imagine. Decisions aren't made by robotic executives ticking boxes for attributes such as strategic fit, core competencies or cultural alignment. Instead, the process is deeply personal, emotional and, often, unpredictable.
CEO Ready: What You Need to Know to Earn the Job and Keep the Job
Mark Thompson and Byron Loflin
$35
Harvard Business Review Press On shelves and online 272 pages
Leadership Beyond the Playbook
For those who are in a corporate role, building a startup or preparing for their next move, this book will help them craft a leadership path that's entirely their own.
Leadership Beyond the Playbook offers no neatly packaged lists or models. Instead, it will help readers become a better leader — with clarity, sharper judgment and greater intention.
Roopa Kudva is a rare leader who has built across corporate, startup and impact sectors, served on top Indian boards, and contributed to public policy through regulatory committees.
Leadership Beyond the Playbook: Craft Your Own Path. Lead with Impact
Roopa Kudva
$17.99
Penguin Business On shelves and online 288 pages
Quick Leadership
Quick Leadership by Selena Rezvani equips its readers with modern, people-first strategies for leading in today's fast-moving, fast-changing workplaces. Forget outdated, top-down management — this book is packed with real-world tips that help readers build trust, boost performance and bring out the best in their teams (without burning themselves out). Selena Rezvani, a renowned leadership expert and coach, guides readers through simple, doable strategies that boost trust, inclusivity, and innovation — critical elements in a time when employees are demanding more purpose, autonomy and respect in their work.
Quick Leadership: Build Trust, Navigate Change, and Cultivate Unstoppable Teams
Selena Rezvani
$18.64
Wiley On shelves and online 256 pages
According to the 2024 Employee Financial Wellness Report from Payroll Integrations, 73% of employees want to learn more about their benefits, and 25% say they feel uninformed.
J. Alexander Dattilo is a shareholder at Ogletree Deakins’ Phoenix Office and a member of the firm’s Drug Testing practice group.
Dattilo devotes a substantial portion of his practice to litigating and advising on issues related to employee drug-testing that implicate the AMMA and DTEA. ogletree.com/locations/ phoenix
Drug Developments: What Arizona Employers Need to Know about Recent Legal Changes
Magic mushrooms may be on the same acceptance path as marijuana
by J. Alexander Dattilo
Psilocybin use could become legal in Arizona much sooner than employers realize, and there is already a blueprint for compliance.
Marijuana legalization in the United States has advanced piecemeal, state by state and city by city, but with steadily increasing momentum. California became the first state to legalize medical marijuana use in 1996, and Arizona did so in 2010. Colorado and Washington legalized recreational marijuana use in 2012. After Arizonans rejected a 2016 ballot measure to legalize recreational use by a 51–49 vote, they voted to legalize it in 2020. By 2025, 40 states had legalized medical marijuana use and 24 had legalized recreational use.
History has repeatedly shown that the public is generally receptive to legalizing medical use before it will support recreational use.
Legalization of psilocybin (also known as “magic mushrooms”) is following a remarkably similar path. Oregon and Colorado legalized “supervised” psilocybin use in 2020 and 2022, respectively, while Oakland; Washington, D.C.; Seattle; and many other cities decriminalized it starting in 2019. In 2024, Arizona’s legislature passed SB 1570, which, if enacted, would have created a system to license psychedelic-assisted therapy centers with a state advisory board to oversee legal psilocybin use to treat depression and PTSD. Arizona Governor Katie Hobbs vetoed this bill in June 2024 but simultaneously 1) approved a budget provision to allow continued use of a $5 million grant for state-funded psilocybin research and 2) publicly suggested she is willing to legalize psilocybin use to treat depression and PTSD should the research support that decision.
Governor Hobbs could have easily stymied efforts in Arizona to secure psilocybin legalization in the near future, but she instead may have widened a pathway to imminent legalization for medical use. This will likely soon impact employers across the state and may necessitate a review of current drug testing policies.
IMPACTS FOR ARIZONA EMPLOYERS
Arizona is potentially on the precipice of legalizing medicinal psilocybin use, and history suggests this would likely be accompanied by law protecting employees who use psilocybin for medical purposes. This is exactly what happened when the Arizona Medical Marijuana Act was enacted in 2010 to legalize medical marijuana use and protect employees who are medical marijuana cardholders.
Arizona employers are now all too familiar with the
landmines they must avoid to comply with the AMMA but, fortunately, strategies that limit an employer’s exposure to AMMA discrimination claims will also limit liability under any future laws protecting medicinal psilocybin users.
The AMMA generally prohibits Arizona employers from discriminating against employees and prospective employees based on their 1) status as a cardholder or 2) any drug test results positive for marijuana metabolites; it does not prohibit employers from terminating cardholding employees if they used, possessed or were impaired by marijuana during work. Additionally, an employer with a written drug-testing policy that satisfies all requirements in the Drug Testing of Employees Act is potentially shielded from liability it might otherwise face for taking action against an employee based on a good faith belief that the employee was impaired at work, or for preventing the employee from working in a “safety-sensitive” position (e.g., operating heavy machinery) based on a good faith belief that the employee is using marijuana.
COMPLIANCE STRATEGIES FOR NEW DRUG LAWS
The future viability of certain defenses to AMMA claims and the odds of psilocybin legalization in the near future are both in flux, but employers can remain on solid ground by using an old method to comply with new law: if a manager suspects an employee is impaired at work (whether from marijuana, psilocybin or another drug), that manager should thoroughly document all observations that support this belief before ordering the employee to report for a drug test.
For example, managers should use a “Reasonable Suspicion Checklist” to document observations of an employee’s bloodshot eyes, slurred speech, drowsy demeanor, nonsensical statements and any other indicia of impairment. If and when Arizona employees can lawfully use medicinal psilocybin outside of work, employers can and should replicate this same strategy to document suspected on-thejob impairment from psilocybin. Employers should require managers to thoroughly document all signs of impairment they observe, without exception, and this would ideally always precede terminations that are based on suspected drug use during work.
Documentation of impairment is the most critical line of defense against AMMA discrimination claims, and this will not change for any legal claims employees may bring under future laws protecting medicinal psilocybin use.
Arizona is potentially on the precipice of legalizing medicinal psilocybin use, and history suggests this would likely be accompanied by law protecting employees who use psilocybin for medical purposes.
WHAT IS IP AND HOW IS IT PROTECTED?
At a broad level, “IP” refers to creations of the mind that are eligible for legal protection, like brand names, logos, inventions, designs, software, writing, recipes, unique business methods, trade secrets and countless other intangible ideas.
IP can be protected through various strategies. For example, inventions can be protected with a patent, creative works with a copyright registration, logos and brand names with a trademark registration, and trade secrets through the maintained secrecy of that information. In many cases, the strongest approach to IP protection will involve a blending of strategies.
Preserving a Business’s Competitive Edge
A practical guide to IP protection for Phoenix entrepreneurs by
Danny Restrepo and Susan Rosenfield
Business owners often treat protecting their intellectual property in the way many treat a check-engine light appearing on the car dashboard: “That seems important, but it can wait.” But that strategy can be costly.
Understanding when and how to effectively protect IP is essential for safeguarding proprietary technology, preserving consumer goodwill, achieving long-term growth and maintaining a competitive edge. While not every idea might need to be protected, business owners should be familiar with when (and how) to protect the right ones.
WHEN IS IP PROTECTION THE RIGHT BUSINESS DECISION?
• When a brand drives business: If a brand name, logo, slogan or packaging helps generate sales or generates customer trust, trademark protection is essential. A business’s ability to prevent a competitor from using a confusingly similar brand is vital to customer retention. Failure to effectively protect a trademark can leave a business vulnerable to brand confusion and reputational harm.
• When a business has created something unique: If a business has developed something unique — like a customerfacing application, a backend algorithm or software, a new device, a manufacturing technique or a formula — those inventions or proprietary information may be eligible for patent or trade secret protection. If a competitor would benefit from copying the idea or losing control of the idea could harm one’s business, it is worth discussing with legal counsel whether a patent or other strategies are needed to secure protection.
Danny Restrepo is an associate attorney at Fennemore who works in the firm’s business and finance practice group.
Susan Rosenfield is the chairperson of Fennemore’s intellectual property and IP litigation practice group. fennemorelaw.com
• When a business is expanding, hiring, or seeking investment: Investors will expect clarity and assurance that a business owns the IP it claims it does. If a business is expanding teams, onboarding personnel or entering into a strategic partnership, it should aim to clearly define the various parties’ rights in existing and future IP developed in connection with the business or partnership. Having a welldrafted assignment agreement, work-for-hire agreement, NDA and/or an invention agreement in place can significantly help to mitigate future risk.
• When a business uses AI, digital content or sensitive data: Given the legal complexity, companies incorporating artificial intelligence, operating in highly regulated industries or making use of private consumer data must be sure they understand how these concepts interact with (and potentially limit) their rights in their associated IP.
• For instance, artistic works, including logos, are entitled to copyright protection in part because they involve an author’s unique creative expression. This is complicated by AI where content is generated by scraping pre-existing material belonging to others, resulting in unresolved questions regarding ultimate ownership to generated content. Trade secrets, on the other hand, are entitled to protection based
on such secrets remaining secret. If a business incorporates a trade secret into an AI prompt, that business may be risking the trade secret later being inadvertently disclosed to third parties after being incorporated into the AI’s learning model.
In these contexts, it is wise to consult with counsel to adopt strategies for appropriate intellectual property protection.
HOW TO ENFORCE IP RIGHTS EFFECTIVELY
While recognizing and registering valuable IP is a first step, enforcement is what gives those rights meaning.
• Internal housekeeping: Before a business can enforce IP, it must own it and safeguard it. Business owners should ensure that confidentiality and IP ownership and assignment clauses are standard in employment and contractor agreements; that trade secrets are disclosed only on a need-to-know basis and subject to NDAs; and that ownership of software, creative works and inventions is clearly documented.
• Take swift, strategic action against Infringement. A ceaseand-desist letter carefully crafted by an IP attorney signals to infringers the seriousness of the matter and a business’s appetite to defend its rights. This letter can frequently stop infringement in its tracks without litigation. A lawsuit may be warranted when infringement is willful or widespread, informal approaches fail, or when the financial harm to one’s business is clear.
• Monitor business IP assets regularly. The best time to address potential infringement is as soon as it's practicable. Monitoring tools like trademark watch services and setting basic search engine alerts can help spot threats before they escalate. A potential infringer is more likely to comply with a cease-anddesist demand letter if the alleged infringement is caught early.
• Intellectual property protection isn’t just for tech giants. It’s a business imperative for companies that invest in their innovation, reputation and growth. By developing a proactive IP protection and enforcement strategy, Phoenix businesses can safeguard their competitive edge and continued success.
Among other IP considerations, failure to effectively protect a trademark can leave a business vulnerable to brand confusion and reputational harm.
Photos courtesy of Fennemore
Arizona’s Talent Pipeline Fuels Our Economy
Arizona’s economic future depends on how well we prepare students today. Nearly seven in ten jobs will soon require education or training beyond high school—yet fewer than half of Arizonans have it. To stay competitive, we must invest in growing our own talent.
The Arizona Education Progress Meter tracks progress from early learning through career readiness, showing where we’re gaining ground and where urgent action is needed. Progress Meter results make it clear: Arizona’s current outcomes will not produce the workforce needed to drive Arizona forward.
Arizona must do more to reach the state’s Achieve60AZ attainment goal and to prepare for more than 488,000 new jobs by 2033. Reaching these goals will take all of us—business leaders, educators, and elected officials—working together to ensure students are prepared with the skills Arizona’s future workforce demands.
ATTAINMENT
JOIN US
Join Education Forward Arizona’s network to receive new polling insights, our latest report on the Future of Attainment in Arizona, and the data and stories shaping Arizona’s workforce and economic future.
Social Impact
SUPPORT A HO USE OF FORM BUSINESS
Wren House Brewing (now open)
2125 N. 24th St., Phoenix wrenhousebrewing.com
WHAT: A brewery
HOURS: Open Monday through Thursday, noon to 10 p.m.; open Friday and Saturday, 11 a.m. to midnight; open Sunday, 11 a.m. to 9 p.m.
HOUSE OF FORM'S ROLE/ PROJECT DETAILS: houseofform.com/wren-house
Designing for Good
How House of Form is reshaping hospitality through philanthropy by
Tyler Butler
In the world of hospitality design, beauty and function often take center stage. But for Phoenix-based studio House of Form, philanthropy is just as integral to the blueprint. Founded by visionary designer Dala Al-Fuwaires, House of Form has built a reputation for crafting spaces that spark connection, and now it’s extending that ethos beyond interiors and into the community. “Hospitality is about creating spaces where people feel cared for, seen and connected,” says Al-Fuwaires. “We believe this responsibility extends beyond the four walls of any project.”
That belief led to the creation of Off the Menu, a 501(c) (3) nonprofit arm of House of Form dedicated to mentoring emerging food and beverage entrepreneurs. What began in 2017 as a grassroots effort to support Arizona’s culinary creatives has evolved into a national platform offering mentorship, funding and design expertise to bold new voices in hospitality. Each year, Off the Menu selects one standout innovator to receive personalized guidance from a board of ten seasoned industry leaders. This year marks a milestone: the program’s first nationwide call for applicants and the introduction of a $5,000 cash award to help the winner bring their concept to life.
The mentorship is more than symbolic. Past winners have launched brick-and-mortar restaurants, secured investors and built lasting networks. Chef Cory Oppold, 2019 winner and founder of Course in Scottsdale, credits Off the Menu with helping him translate his dream into a tangible concept. “Off the Menu provided me with a concept deck that helped me take my dream and put it onto paper,” Oppold explains. “It wasn’t just handing investors number sheets; I could show them exactly what it would look like.”
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
For Chef Patience Titcombe, 2023 winner and owner of Lasgidi Cafe, the program offered visibility and validation at a critical moment. “Sometimes it’s difficult to get your name out there when you first start a business,” she says. “Since winning, I’ve been able to build a massive network and get into spaces I otherwise wouldn’t have.” Her success story is a testament to the program’s power to elevate emerging talent and open doors that might otherwise remain closed.
The impact of Off the Menu is felt not only by its winners but also by the House of Form team. Every employee contributes, from designing marketing collateral to curating the board of mentees, making philanthropy a shared responsibility. “Our outreach focuses on mentorship, celebrating culture and local partnerships,” says AlFuwaires. “We honor the stories and traditions within our community by weaving them into the spaces we design and the relationships we foster.”
This year’s board includes hospitality heavyweights like Veronica Arroyo of the Mina Group, Matt Erickson of MGM Resorts International, and Angela N. Bankhead of Marcus Samuelsson Group. Their collective expertise spans
branding, operations, storytelling and culinary innovation, offering mentees a rare opportunity to learn from the best.
The program’s expansion reflects House of Form’s broader vision: to democratize access to resources and elevate underrepresented voices in hospitality. “We saw young entrepreneurs with big ideas but little access to guidance,” Al-Fuwaires explains. “These gaps inspired us to prioritize giving back, not as an afterthought but as a core part of who we are.”
That commitment extends beyond Off the Menu. AlFuwaires serves on the board of the State Forty Eight Foundation, while senior brand experience manager Gabrielle Sikes holds a leadership role on the ULI Marketing Communication Committee. These roles reinforce the studio’s belief that design and community engagement go hand in hand.
For Nathan Coury, 2017 winner and co-founder of Freak Brothers Pizza, the program was a launchpad for growth.
“Off the Menu was one of the first ways I started to connect with influential people in the local community,” he says.
“It helped me build out my own network, which is now substantial.” His advice to future applicants is simple but powerful: “Really seek out as much support as you can get.
The more resources you have, the higher your chance of success will be.”
As House of Form continues to grow, its philanthropic blueprint remains clear: Design with intention, lead with generosity and build platforms that empower others to thrive.
In hospitality and in philanthropy, House of Form is proving that good design and good deeds go hand in hand.
House of Form houseofform.com
Off the Menu, the nonprofit arm of House of Form that began in 2017 as a grassroots effort to support Arizona’s culinary creatives, has evolved into a national platform offering mentorship, funding and design expertise to bold new voices in hospitality.
Photo courtesy of House of Form
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.
Ronak Bhavsar is the CEO and co-founder of Prama, which collaborates with businesses worldwide to develop AI platforms and products that drive business growth. Bhavsar has more than 15 years of experience in the IT industry.
Data Quality in AI Use
The reason AI fails in business and how to help it succeed by
Ronak Bhavsar
Businesses are rushing to implement artificial intelligence left and right. From customer service chatbots to predictive analytics, there’s a lot AI can do to help businesses grow. However, there is one thing that can derail any project before it gets off the ground: bad data.
When it comes to AI, data is everything. Businesses often assume that once they implement an AI platform, the technology will figure things out. However, AI is only as good as the data behind it.
It’s difficult for businesses to conceptualize the importance of high-quality data due to the sheer quantity and variety of information they can collect. Business leaders need to understand the importance of data quality to ensure the best possible outcome. Properly filed, clean, timely data is pivotal.
WHY DATA QUALITY SLIPS
It’s important to note that AI doesn’t create anything new out of thin air. It doesn’t create knowledge; it’s a culmination of knowledge that already exists.
The output is only as good as the input it’s fed. If an LLM (large language model) is fed data that is largely inaccurate, incomplete, inconsistent and irrelevant, it will create an AI program that is all those things. This is why data must be in pristine condition before building can begin.
Poor data is often submitted due to human nature. Humans aren’t naturally detail-oriented, especially when something becomes routine. Humans are inclined to take shortcuts with repetitive and tedious tasks. If a task doesn’t feel meaningful in the moment, we find ways to quickly complete it — and accuracy slips.
Another reason is a lack of education. Oftentimes, people will submit data believing it’s up to par, but it’s actually missing key components or filed incorrectly. Additionally, people often input data thinking it’s timely and relevant when, in fact, it’s not.
CHARACTERISTICS OF HIGH-QUALITY DATA
For AI to work effectively, the data must meet a few nonnegotiable standards.
• The data must be accurate and represent facts. For example, in a senior care community, if a patient’s discharge date or diagnosis is wrong, the AI could potentially make false assumptions about the number of available beds. False entries can distort the entire model.
• All necessary fields and records must be completed. Missing fields can cause gaps in AI-driven planning or reporting.
• All data needs to be relevant. The data being collected should directly support the AI’s purpose. It’s important to not clutter AI models with noise; this can make the outcome messy. Developers should use only meaningful inputs and make sure the rest is cut.
• Timeliness is also an important factor. It’s important to remember that AI isn’t going to do the work completely. It’s meant to work with people and the systems already in place. If the data isn’t being updated or is outdated, the outputs can be irrelevant or misleading.
• Consistency is also pivotal. The same type of information should always be recorded in the same way, whether it be currency symbols or phone number formats.
STEPS COMPANIES SHOULD TAKE BEFORE IMPLEMENTING AI
Before anything is built, businesses should have an introductory meeting with the software company and outline the initial steps. This will build structure and trust and set the project up for success.
• Establish data standards. Businesses should work with the software company to define exactly how they want the data to look and how it should be filed.
• Clean historical data. Businesses should take care to not get stuck training an AI system filled with inconsistencies and duplicates. This will make the process much more frustrating and can lead to a lot of wasted time.
• Educate the entire business. It’s important the businesses train all employees on how their daily contributions affect AI performance. For example, if a hospital inputs bed vacancies, all employees must know how the model can mess up and be catastrophic if that data isn’t input correctly.
• AI success starts with clean, well-managed data. If input is flawed, the output will be, too. If businesses focus on data quality from the start, AI systems can be beneficial and scale businesses in incredible ways. The data just needs to be there for that to happen.
The output is only as good as the input it’s fed. If an LLM is fed data that is largely inaccurate, incomplete, inconsistent and irrelevant, it will create an AI program that is all those things.
BALANCING LONG-TERM VISION WITH SHORT-TERM PIVOTS
The San Diego Natural History Museum has experienced its share of volatile challenges: Federal budget cuts affecting grants, increased competition for private dollars, higher costs of living impacting employee retention and recruitment. Even so, the organization offers these tips to nonprofits focused on strategy amid short-term surprises:
• Realize that long-term vision is the organization’s anchor — the horizon the nonprofit is moving toward.
• Embrace a clear vision. It provides energy.
• Build trust among staff, volunteers and constituents. It’s the only way to navigate pivots.
• Do the simple things right: clear communication, listening, transparency.
• Practice empathy and kindness. It is needed more than ever.
Crafting Today’s Dynamic Strategic Plan
Static, long-term planning is a thing of the past by
Richard Tollefson
Ten-year, five-year, three-year strategic plans … They work remarkably well under stable conditions. But with today’s governmental policy changes, political and economic swings, fundraising pressures and escalating community needs, these traditional “one and done” plans can leave nonprofits vulnerable.
That’s not to say long-term planning isn’t critical. It is. Strategic plans undoubtedly prevent harmful knee-jerk and reactionary responses. But today’s executives sitting on nonprofit boards must be nimble, continually assessing their organization’s strategic plans for effectiveness and validity in a volatile world. But how?
ADAPTING TO CHANGE
Traditional strategic planning, which involves the sharing of insightful information about the organization and analysis of current practices, allows for customized planning in the nonprofit’s own language versus a stock methodology. It can, however, be complemented by ever more structured tools. Organizations that adapt well to change implement both. They make a point of 1) staying true to their missions, 2) incorporating daily briefings and scenario-planning into their routines, and 3) practicing a SWAT — Special Weapons and Tactics — mentality so they can adjust strategic plans on the fly.
Ciara Claraty, a consultant with the Alford Group, agrees. “What’s required today is a planning approach that anticipates risks and really keeps the mission steady, even when environments are changing.” She suggests the following techniques:
• The RACI framework: Change management planning recognizes that strategy works only if people embrace and follow it. Nonprofits must bring board and staff into planning early and equip them with tools and support for change; and they must align internal culture with external strategy, making adaptation part of the culture.
particular program leaves. Rather than scrap the program, the nonprofit pivots to a new leader or reconfigures the program.
• Scenario planning: Part of the Lego-block concept’s versatility is aided by scenario planning — preparing for A, B and C scenarios. A is the best case — increased funding, strong donor engagement, favorable policy changes. B is baseline — stable conditions, no major disruptions. And C is the worst-case scenario; i.e., the nonprofit faces reduced donor support, economic downturn, new restrictions. “You pair those scenarios with modular planning so that you can quickly pivot,” says Claraty.
SURVIVING THE AGE OF CHAOS
Eowyn Bates, vice president of philanthropy and engagement for San Diego Natural History Museum, agrees that today’s strategic planning is synonymous with versatility. When the museum closed during COVID, her team leaned on their diversified funding model and pivoted to increased governmental support and biological consulting to sustain operations. More recently, they revised their mission and strategy to emphasize conservation, community engagement and advocacy.
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
To do so, they can consult the RACI framework, which defines who is Responsible, Accountable, Consulted and Informed. “Many times, strategic plans just assign who should complete the work, not who’s accountable — typically the CEO or executive director for whom ‘the buck stops here,’” says Claraty. The Consulted and Informed, she says, are often missed altogether, as in, “Who should be in the room when we’re talking about a particular strategy — finances or legal, for instance? Who should be consulted and informed so the plan gets cascaded to the rest of the nonprofit and engages folks — so it doesn’t just live in the board room?” Often community members, field staff and external partners need to be part of the conversation.
• Modular planning — strategy as Lego blocks: What happens when one part of a nonprofit’s strategy goes up in flames mid-year? “You don’t throw away the whole plan,” says Claraty, who suggests a Lego block concept, where each block stands on its own. “You simply adjust or replace the block that no longer fits.” An example: a key leader responsible for a
“Uncertainty,” she says, “can lead to analysis paralysis. We can’t wait for clarity; we’re in what futurist Jamais Cascio calls an Age of Chaos, and need to adapt our leadership model to handle a rapidly changing world.”
Caroline Dessert, CEO of San Diego LGBT Community Center, understands. She faces the prospect of losing nearly half her nonprofit’s funding due to federal budget cuts. The community her nonprofit serves faces unprecedented negativity and hostility, a crisis in the LGBT community some believe is comparable to the AIDs crisis in the ’80s and ’90s.
But she’s not backing down. She’s planning for strategic growth over the next five to seven years — focused on financial management, additional programs and services, staffing, and messaging to rally the LGBT community about advocacy and fundraising. “We may serve the LGBT community but, by addressing homelessness, workforce development and suicide prevention, we are part of the overall solution for San Diego,” she says. Her advice: “Fight! Fight! Fight!”
Nonprofits in Times of Turmoil: *Build teams first, including internal and external individuals who are authentic, honest and aren’t afraid to speak up — even when it’s uncomfortable. *Focus on progress, not perfection. *Failures aren’t dead ends. They’re just points on the map to success.
2026 Mercedes GLE 450 Coupe
The GLE 450 Coupe reads as a smart executive play for Phoenix: quiet, composed and more athletic than its fastback shape lets on. The 3.0-liter inline-six with a 48-volt assist is the story here — smooth off the line, unobtrusive in traffic, and eager when the 101 opens up. Ride quality stays calm over expansion joints and construction seams, and the cabin lands on the right side of modern: crisp graphics, straightforward controls and the kind of sound insulation that makes calls feel private. The sloping roofline adds presence without sacrificing everyday usefulness; it’s a genuinely accommodating five-passenger layout with flexible load
space for golf bags or carry-on cases. For desert nights, the ambient lighting and panoramic glass set a relaxed tone that still feels all business by morning.
All-wheel drive manages traction seamlessly in summer storms, and the 9-speed keeps the engine in its sweet spot without hunting. This isn’t a boulevard showpiece; it’s a wellsorted, high-content daily that moves purposefully between meetings, Sky Harbor runs and weekender exits — confident, quiet and impressively efficient for its size. —Mike Hunter
Mercedes mbusa.com
Community Asset
Food assistance has been a top news story of late. Something about this holiday season always brings that topic forward, but this year it was compelled by additional forces.
Refreshments, of course, are an asset to any gathering — from weekly sales meeting to corporate retreat to after-hours party … to a family dinner.
Food banks are a community asset. They uplift the people they support and the people and businesses that support them.
And they started here in Phoenix.
The brainchild of John van Hengel, the first food bank was opened in 1967. St. Mary’s Food Bank continues to be an asset to our community and has provided a model for the countless food banks that now exist here and across the country. —Mike Hunter
St. Mary’s Food Bank 2831 N. 31st Ave., Phoenix (602) 242-3663 stmarysfoodbank.org
turbocharged inline-six with mild-hybrid assist (375 hp, 369 lb-ft)
Business Lunch Meets Italian Glamour at Sexy Roman at the W Scottsdale
by Dawson Fearnow
Remember when a business lunch was something to be savored — a chance to impress a client or celebrate a big win in sumptuous style? Now open at the stylish W Scottsdale hotel in the heart of Old Town, Sexy Roman is a splashy new hotspot that pairs drop-dead-gorgeous décor with serious culinary chops from James Beard-nominated chef Jason Franey. What many don’t realize is that Sexy Roman also serves an irresistible lunch daily from 11 a.m. to 2:30 p.m., delivering the same spectacular flavors, tailored specifically for daytime dining.
So how can intention and connection be brought back to lunchtime in an era of cell phones and constant connectivity?
At Sexy Roman, it starts with the experience — an authentic menu of classic Italian dishes, with not a pizza in sight. “Our goal is to give guests a unique and unforgettable experience,” says Travis Strickland, COO of Alliance Hospitality Group.
“When we set out to design our menus, we wanted to focus on elevated yet timeless dishes that truly represent the best of Italian fare, from house-made pastas to premium seafood and even our version of the classic Italian sub, The Godfather.”
Sometimes, though, it’s the simplest dishes that make the biggest impression. Take Sexy Roman’s fresh-shucked oysters, served with a trio of sauces highlighted by a signature house-fermented hot sauce presented in a glass bottle with a dropper. Or the classic cacio e pepe — pasta tossed in creamy, decadent cheese-and-pepper sauce — made indulgent with house-made bucatini, a thicker, more toothsome substitute for traditional spaghetti. Another must-try: Sexy Roman’s Chicken Parmesan, butterflied and lightly breaded with a four-cheese blend, served atop a piquant marinara and topped with flashfried basil leaves.
Of course, no daytime escape is complete without a spectacular setting. Lunch offers the perfect opportunity to soak in Sexy Roman’s grandeur, from hand-troweled plaster walls and custom artwork to brass lighting crowned with Champagne glass shades that evoke an Italian villa. Overhead, a custom ceiling features concealed lighting that shifts from golden warmth to sultry red, a nod to the romance of luxury train cabins.
For a true European-style lunch, Sexy Roman also boasts an extensive wine and cocktail program. With a 760-bottle wine collection showcased in a glowing, bronze-encased wine room framed in olive wood, enthusiasts will find cult-level Italian wines alongside guidance from an in-house sommelier. Cocktail lovers can indulge in creations such as an espresso martini dusted with golden espresso beans or a refreshing limoncello spritz.
At Sexy Roman, lunch isn’t just another item on your to-do list — it’s an experience. Every detail has been crafted for indulgence, from olive wood booths with integrated ice buckets to Calcutta Viola and Port Laurent stone tabletops with brass inlay, and a lounge anchored by a green velvet sofa and walnut console. The result is an elevated space designed for pure enjoyment — tailored, timeless and unapologetically extravagant.
Sexy Roman W Scottsdale
7277 E. Camelback Rd., Scottsdale (602) 609-7002
sexyroman.com
Photos courtesy of Alliance Hospitality Group
Bucatini
Cacio e pepe
$29
Half Dozen Oysters With fermented hot sauce
$26
Chicken Parmesan
Made with four cheeses and marinara
$38
Should You Do It Yourself or Hire an Accountant?
by the Arizona Small Business Association’s Forge Ahead Program
About ASBA
The Arizona Small Business Association (ASBA), is a nonprofit 501(c)(6) membership organization that serves as the nonpartisan advocate and resource-hub for all Arizona small businesses. What started as a small group of businessmen who organized to combine resources has grown into one of the largest trade associations, serving businesses from all corners of the state.
Today, ASBA is a passionate supporter and representative of the diverse businesses who make up our membership. Dedicated to delivering innovative entrepreneurs the resources required to grow and thrive in an ever-changing marketplace, ASBA offers relevant education, mentoring, networking, advocacy programs, and member benefits that equip your business with all the tools to succeed.
Regardless of your business size or industry, whether you have one employee or 500 employees, operate in retail or technology or any trade inbetween, an ASBA membership means your voice is heard and your best interests are protected.
Find ASBA on:
Facebook: @AZSmallBIZ
Twitter: @asba
Facebook: @azsmallbiz
LinkedIn: @Arizona Small Business Association - ASBA
[Editor’s note: The following is a verbatim excerpt from ASBA’s Forge Ahead: Building an Accounting System for Your Business.”]
Hiring Help Versus Doing It Yourself: The Small Business Dilemma
When it comes to your small business, it’s personal — and for good reason. You brought your small business to where it is today, from concept to execution. So, when it comes to things like bookkeeping and accounting, you may find it easier to do it yourself as well. However, while there are benefits to doing your own bookkeeping, there are also pitfalls to watch out for too. Depending on the size and complexity of your small business, you may need to consider whether hiring an accountant may be better than doing your own books. Every small business owner has had this dilemma. Should you do your accounting yourself or contract out? Here are some pros and cons to consider.
DIYing Your Small Business Accounting Systems
The Pros
When starting your business, it’s a really good idea to handle your own accounting. This gives you a pulse in your business. Getting involved in accounting early helps you understand every aspect of your revenue and expenses. If you have a company with few or no employees, this may be a viable long-term option.
The Cons
On the flipside, DIYing your books can take up a lot of your time and may demand your attention away from other important matters with your business. Your bookkeeping also serves as an important document for assessment each year, so you and your business can’t afford mistakes. A single penalty, even if done unknowingly, could cost you.
Helpful tips for doing your own accounting:
• Build a personal relationship with a tax advisor and tax accountant
• If you can’t afford a CPA at the time, consider hiring a bookkeeper
• If you’re spending more than 3-5 hours a week on bookkeeping, you’re spending too much time and need to hire somebody to help
Hiring an Accountant
The Pros
Finance might not be your strong suit. When you have many other tasks vying for your attention, this isn’t an area you want to make a mistake. Having an experienced accountant can help keep your finances in good order and save you money in the long run. They are aware of all the tax laws and codes that could benefit or hurt your business. Additionally, a good accountant can assess the likelihood of getting bank loans approved and can even make introductions to other key business connections thanks to their network.
The Cons
The obvious con of hiring an accountant comes down to cost. It is an extra expense, and you’ll need to trust someone else to have access to your confidential business information. However, many business owners will find that having a professional on their side may save them money in the long run and free up time to focus on their business.”
To read the full course series, visit ASBA’s Forge Ahead program and sign up for free access to high-impact, on-demand learning.
Tax Impacts of the One Big Beautiful Bill Act
by Mario Aniles
On July 4, 2025, the One Big Beautiful Bill Act (OBBBA) was signed into law, marking one of the most comprehensive tax reforms in recent history. While the legislation encompasses a broad array of fiscal policies, its implications for small and mid-sized businesses are particularly significant. For entrepreneurs and business owners navigating today’s economic landscape, the OBBBA presents both meaningful relief and strategic opportunities.
1. Permanent Extension of the Qualified Business Income Deduction
One of the most impactful provisions for small businesses is the permanent extension of the Section 199A deduction, also known as the Qualified Business Income deduction. Originally set to expire at the end of 2025, this deduction allows pass-through entities — such as sole proprietorships, partnerships, and S corporations — to deduct up to 20% of their qualified business income. Making this benefit permanent removes uncertainty and ensures long-term tax savings for millions of small business owners.
2. Bonus Depreciation and R&D Expensing
The bill also makes 100% bonus depreciation and research and development expensing permanent. This means businesses can immediately deduct the full cost of qualifying equipment and R&D investments, encouraging innovation and capital reinvestment.
3. Expanded SALT Deduction Cap
The State and Local Tax (SALT) deduction cap has been temporarily raised from $10,000 to $40,000 for 2025 through 2029. This change benefits business owners in high-tax states who itemize deductions, allowing for greater tax relief.
4. No Tax on Tips and Overtime
For businesses in hospitality, retail, and other service industries, the bill introduces temporary exemptions on tip income and overtime pay. Employees can exclude up to $25,000 in tips and $12,500 in overtime pay from federal income tax through 2028. This not only boosts employee take-home pay but also helps employers attract and retain talent.
5. Section 1202 Exclusion-Qualified Small Business Stock
Business owners who hold QSBS in their business or as an investment in another eligible entity for more than five years can exclude up to 100% of the gain. The OBBBA increased the exclusion cap to $15 million and reduced the holding period to three years for partial benefits.
6. New Opportunity Zones – Effective Jan 1, 2027
By July 1, 2026, each state will be required to designate new Opportunity Zones, which will take effect on January 1, 2027. The
criteria for defining a “low-income community” and the census data used to identify these zones will differ from those established under the Tax Cuts and Jobs Act.
The extender provisions apply exclusively to eligible gains invested after December 31, 2026. Gains invested after this date will benefit from a five-year tax deferral and a basis step-up. These tax incentives are in addition to the capital gains exemption available if the new investment is held for at least 10 years in a Qualified Opportunity Fund.
7. Stability and Predictability
By extending and solidifying key provisions from the 2017 Tax Cuts and Jobs Act, the OBBBA provides predictability in tax planning. Business owners can now make long-term decisions with greater confidence, knowing that major deductions and credits won’t suddenly expire.
Final Thoughts
The One Big Beautiful Bill is more than a tax cut — it’s a strategic shift aimed at empowering small and mid-sized businesses. From permanent deductions to targeted relief for service industries, the bill creates a more favorable environment for entrepreneurship, investment and growth.
Business owners should consult with tax professionals to understand how these changes apply to their specific circumstances and to optimize their tax strategy for 2025 and beyond.
Mario L. Aniles, CPA, Principal Aniles and Company, PLLC CPAs and Advisors
Affordable Healthcare Option for Small Businesses
by Louie Picazo
Health insurance is one of the biggest financial challenges facing small businesses today. Premiums continue to rise, options are limited, and many plans simply aren’t designed with entrepreneurs, independent contractors or sole proprietors in mind. Recognizing this growing concern, the Arizona Small Business Association has partnered with CapCare to introduce a new ASBA member healthcare benefit designed to make quality coverage more accessible and affordable for small business owners.
This partnership represents a major step toward solving a persistent problem: How can small businesses compete with large corporations when it comes to offering healthcare benefits?
A Smarter, More Affordable Approach
ASBA’s new healthcare member benefit leverages a national PPO network available across all 50 states, and including Washington, D.C., and Puerto Rico. The program is structured to prioritize affordability, accessibility and flexibility — three things small businesses often struggle to find in traditional health insurance plans. Key features include:
• Nationwide PPO network access: Members can visit in-network providers anywhere in the U.S., making it ideal for businesses with remote teams or those who frequently travel.
• Predictable monthly costs: Set monthly rates with no deductibles on core services help members avoid surprise medical bills. Many common services are covered with low or no copays.
• Simple enrollment: The plan offers a four-tier rating with no age-banding or census data requirements, which means even sole proprietors and 1099 contractors can enroll easily.
• Guaranteed acceptance: There are no pre-existing condition exclusions, ensuring all ASBA members have equal access to coverage.
• Large-group pricing power: By pooling members together, ASBA is able to offer competitive, large-group pricing typically unavailable to small teams or individuals.
• Concierge support: A dedicated service team and intuitive digital platform provide personal assistance and account management.
Designed for Real Small Business Needs
Health insurance can easily become one of the largest expenses for small business owners — often costing thousands of dollars per employee each year. Traditional plans frequently exclude self-employed individuals or come with high deductibles that make care unaffordable. ASBA’s new program addresses these pain points headon. Members gain access to predictable costs, flexibility and comprehensive benefits that help attract and retain employees without breaking the bank.
Participants also receive additional benefits such as life insurance,
accident coverage and educational resources through ASBA’s partnership with Local 426, which enables full eligibility for the health-related offerings.
A Mission to Support Small Business
For Debbie Hann, CEO of ASBA, this initiative is a reflection of the organization’s long-standing mission to create meaningful value for Arizona’s business community.
“Our members have consistently told us that affordable healthcare is one of their biggest challenges,” said Hann. “This program provides a solution—flexible, cost-effective coverage that doesn’t compromise quality.”
Why It Matters
With healthcare costs continuing to rise nationwide, ASBA’s new benefit offers a lifeline for small business owners who want to remain competitive while keeping expenses under control. It’s an opportunity for entrepreneurs to protect their teams, plan confidently and focus on what matters most: growing their businesses.
Learn More
ASBA members can log in today to request a personalized proposal and explore how this program fits their needs. Not yet a member? Now is the perfect time to join and take advantage of this new healthcare benefit, along with ASBA’s many other tools, resources and advocacy efforts designed to help small businesses thrive.
Visit www.asba.com to learn more or request a quote.
2025 Holiday Freight Shipping Challenges Every Shipper Faces This Peak Season
by Sun Pen
The 2025 peak season will be particularly complex due to rising holiday shipping volumes, mounting expenses and evolving tariff pressures. These factors create a fragile shipping environment where minor disruptions can cause significant delays and costs. With compressed timelines and heightened delivery expectations, effective management is crucial to maintaining margins and customer loyalty. Below, we outline three key challenges in this year’s freight shipping cycle and explain how a trusted 3PL partner can help.
1. Why the Freight Recession Will Again Impact Peak Season Shipping
The freight recession that began in 2022 and continues to cast a shadow over the trucking industry — and it’s not going away in time for the 2025 holidays. Demand has softened, leaving too many trucks chasing too few loads. While this overcapacity keeps spot rates subdued, carriers have struggled recently with average operating costs of $2.26 per mile.
For shippers, this dynamic cuts both ways. Lower rates offer shortterm savings, but bankruptcies and consolidations among smaller carriers reduce options and flexibility this holiday season. Why this hits shippers hard in peak season:
• Fewer carrier options
• Volatile rates
• Capacity crunch risk
• What shippers can do:
• Lock in contracts. Work with a 3PL to secure stable rates before volatility returns.
• Diversify carriers. Don’t rely on one or two carriers — spread your shipments across a network.
• Watch the market. Monitor rate trends and tender rejections as early warning signs.
• In short, the trucking recession may feel like a temporary benefit on the rate sheet, but it carries long-term risks.
2. How Shipping Tariffs Will Threaten Shippers This Peak Season
Tariffs don’t just affect big importers. In fact, they act like a hidden tax on every U.S. business that relies on global suppliers. For shippers, that means margins are thinner, flexibility is limited and every unexpected cost can erode holiday shipping season profits.
A recent survey found that 62% of shippers have been impacted by shipping tariffs in the past year, from higher material costs to delayed inventory. And with U.S. imports from China dropping 28% from June 2024 to June 2025 due to tariff hikes, many shippers are scrambling to rework sourcing strategies at the worst possible time. How shippers are feeling the pinch:
• Margins under pressure. Some shippers can offset tariff impacts through volume leverage, but many are absorbing higher costs head-on.
• Inventory risks. To prevent stockouts, businesses may need to order earlier or increase purchase volumes, straining cash flow and warehouse space.
• Lead time uncertainty. Tariff-driven supplier renegotiations and re-routing can slow down the supply chain. How shippers can stay ahead:
• Audit your imports. Identify tariffsensitive products and explore alternate sourcing where possible.
• Leverage 3PL insights. Logistics partners often have updates on shipping tariffs and routing strategies that individual shippers can’t easily access.
• For shippers heading into the holidays, tariffs aren’t just a policy debate in Washington. They’re a real-world cost driver that can upend shipping budgets and delivery schedules if not managed proactively.
3. How Smarter Cargo Thieves Raise the Stakes This Peak Season
Cargo theft isn’t just rising — it’s evolving. Criminals now use fake documents, stolen identities and even AI-driven scams to hijack freight before it hits the road. For shippers heading into the holidays, this is one of the most disruptive risks.
According to one report, cargo theft was up
27% in 2024 and is predicted to rise another 22% by the end of 2025. The problem is especially severe in freight-dense states like California, Texas and other major hubs. Why this hits shippers hard in peak season:
• Holiday inventory draws thieves
• Limited safeguards
• Tight timelines How shippers can reduce exposure:
• Rely on vetted carriers. Avoid unknown or lowest-bid options.
• Tighten protocols. Enforce ID checks and secure pickup procedures.
• Use tracking tools. GPS alerts and 3PL visibility platforms flag unusual activity.
• Carry insurance. Even with safeguards, coverage can protect against loss.
• For shippers, cargo theft isn’t just a crime problem. It’s a peak season survival issue. Planning ahead and tightening controls now can keep shipments safe.
Why Shippers Choose WWEX Group as Their Peak Season Shipping
Partner
WWEX Group is a leading 3PL provider offering reliable, technology-driven supply chain solutions. We connect shippers to a vast network of trusted carriers and provide international, expedited and specialty shipping services. For expert peak season shipping guidance, contact WWEX Group today.
Sun Pen is senior director of Solutions at WWEX Group (wwexgroup.com).
ASBA STAFF
Debbie Hann Interim CEO
Robin Duncan
Senior Vice President of Business Development
Emma Piazza COO
Margo Pilastro
Administrative & Member Services Coordinator
Kaila Hammonds
Programs Director
Kat Dunphy
Marketing Director
Louie Picazo
Entrepreneurial Success Manager
BOARD OF DIRECTORS
John Lewis | Board Chair
National Bank of Arizona
Sandra Barton | Vice Chair
Alliance Bank of Arizona
James Chakires | Treasurer
Apex CPAs & Consultants, Inc
Denise Seomin | Secretary
DS Freelance Public Relations
John Tucker | Board Development
Salt River Project
Darius Green | Event Chair Keyser
Jerry Bustamante | Public Policy Chair
Hudbay Minerals
Frank Divers | Former Board Chair
Business Development Specialists, Inc
J. Randle House | Member At Large
Metier Pharmacy
Seema Patel
May Potenza Baran & Gillespie
Tom Barrett
Verus Analytics
Taft Lee
The Insider’s Edge: Why the Smartest Business Plan Is the One You Keep
by Dr. Louie Picazo
So, you’ve got the big idea. It’s the thing that keeps you up at night and gets you out of bed in the morning. Your first instinct is probably to crack open your laptop and start drafting that official, polished business plan for the bank, potential partners and investors.
With 25-plus years of business experience, I’m here to ask you to slow down, just for a minute. The single biggest mistake I see new founders make is skipping a crucial first step: writing a business plan for themselves.
Think of it as the foundation you pour before you even think about building the house. Without it, the whole structure — no matter how beautiful the blueprints — can develop cracks under pressure. This personal plan is your internal compass. It’s what keeps you grounded when a loan officer grills you or when you’re tempted by a “great” opportunity that’s all wrong for your actual life.
Let’s break down the three things this personal plan must have.
1. Get real about your personal financial runway. The truth shall set you free! Before you ask anyone for money, you need to have a brutally honest talk with your bank account. How long can you actually go without a steady paycheck?
Forget optimistic guesses. Sit down with your bills and calculate your non-negotiable monthly expenses: rent or mortgage, groceries, car payment, insurance, etc. Now, multiply that by at least 12 months. That number you land on? That’s your personal runway.
This isn’t just busy work. When you walk into a bank and can clearly articulate not only what the business needs but how you will survive for the first year, you stop looking like a dreamer and start sounding like a calculated risk-taker. That’s who they invest in!
2. Define your “success.” Not someone else’s. Is your dream to sell for $100 million in five years? Or is it to replace your corporate salary while having the freedom to take time off during the middle of the week to run errands and take a long lunch with a friend? Both are valid, but they require completely different game plans.
If you’re building a lifestyle business but chase high-risk venture capital, you’ll end up with investors demanding a growth trajectory you never wanted. If you crave a massive exit but operate like a solopreneur, you’ll burn out. You have to get crystal clear on what “making it” means for you.
Write it down in a sentence: “Success for me is ______.” This becomes the litmus test for every big decision you’ll ever make.
3. Set Your Non-Negotiables. Now. The grind will test you. You’ll be tempted to take on a client who pays well but is a nightmare to work with. You’ll consider skipping your best friend’s wedding for a “can’t-miss” meeting.
Before that happens, decide where your lines are. What are
you absolutely not willing to sacrifice? Is it your weekends? Your integrity? The college fund you promised your kids?
Writing these boundaries down now gives you the backbone to hold the line later. It saves you from the costly and soul-crushing process of building a successful business that you secretly hate.
The Payoff: From Clarity to Confidence
Once you’ve done this hard work on yourself, the official business plan almost writes itself. Your numbers are grounded in reality. Your “ask” from a lender or investors is confident because you’ve already covered your own bases. And when things get tough — and they will — you have a deep-seated “why” to pull you through, one that’s based on your life, not just a spreadsheet.
So, do the work on yourself first. Your personal plan might just become the most valuable document your company has ever had.
Louie Picazo, CFE, is the entrepreneurial success manager at the Arizona Small Business Association. For 25 years, Picazo has been a driving force in the franchise world, advising global brands and guiding hundreds of entrepreneurs to success. His insights have made him a featured speaker at premier business conferences and a published author in a variety of national magazines, blogs and business publications.
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more. Bold listings are advertisers supporting this issue of
Grant McGaugh is a strategic brand consultant and founder of 5 STAR BDM. He specializes in helping organizations and entrepreneurs overcome systemic growth barriers through thought leadership, digital strategy and inclusive business development. McGaugh also hosts the “Follow the Brand” podcast, where he interviews executives and entrepreneurs transforming industries through purpose and innovation.
5starbdm.com
How Minority-Owned Businesses Can Counter Funding Barriers
Capitalizing on alternative collateral by
Grant McGaugh
Minority-owned businesses generate nearly $2 trillion annually in the U.S., yet consistently face disproportionate barriers to funding. Despite growing entrepreneurial momentum, these businesses receive less than 2% of venture capital and face systemic exclusion from traditional financing. This gap is not just a matter of inequality — it’s a multibillion-dollar market failure.
STRUCTURAL BARRIERS, NOT JUST BIAS
Access to capital for minority entrepreneurs is limited not simply by discrimination, but by a web of outdated financial systems. Traditional lending depends heavily on relationship banking, where approval often hinges on proximity to networks of wealth and power — networks many minority founders historically haven’t had access to.
As a result, Black and Hispanic entrepreneurs are more likely to rely on personal savings or informal financing to launch their ventures. According to Brookings Institution research, Black business owners were the most likely to tap into their personal funds (74%) compared to white owners (61%) when facing financial challenges. Additionally, studies show that Black business owners are more likely to be denied loans and are offered higher interest rates, even when controlling for credit risk.
This creates a compounding disadvantage: Without access to affordable capital, it’s difficult to scale, build credit or establish a profitable track record — factors that funders look for before writing a check.
THE UNTAPPED ECONOMIC POTENTIAL
The systemic funding gap not only stifles individual growth — it suppresses economic expansion. McKinsey estimates that closing the racial wealth gap could add $1.5 trillion to the U.S. economy by 2028. Minority-owned businesses tend to reinvest heavily into their communities, meaning local job creation, real estate growth and improved health outcomes often follow.
In the startup ecosystem, the divide is glaring. Black founders received only 0.48% of venture capital in 2023, despite making up more than 13% of the U.S. population. This underinvestment persists despite growing evidence that diverse founding teams significantly outperform homogenous teams. Companies with above-average diversity generate 19% higher revenue from innovation and are 35% more likely to outperform their competitors, while diverse companies are 70% more likely to capture new markets.
BRAND AS A NEW FORM OF COLLATERAL
A growing number of minority entrepreneurs are overcoming financial gatekeeping by investing in “digital credibility assets” — thought leadership content, podcast appearances and authoritative LinkedIn presence. These assets create market visibility and demonstrate value before investors ever ask for a pitch deck.
One tech founder, unable to secure a traditional loan, attracted three angel investors within six months by building a personal brand as an industry expert. The strategy? Posting thought leadership on LinkedIn, appearing on relevant podcasts and sharing authentic insights on industry challenges. The brand became proof of concept, bypassing conventional financial filters.
This signals a shift: In a relationship-driven funding ecosystem, visibility is viability. Entrepreneurs who build audience trust and social proof early are more likely to convert those assets into capital.
COMMUNITY CAPITAL MODELS
Outside of traditional banking, innovative capital models are proving successful. Community Development Financial Institutions have deployed more than $8 billion in direct funding plus facilitated $81 billion in tax credit investments into underserved markets, offering affordable loans with more flexible approval metrics.
Other platforms — like crowdfunding sites focused on women and BIPOC entrepreneurs — have raised hundreds of millions by connecting underrepresented founders with mission-aligned investors. Local investment cooperatives and blockchain-based microfinance solutions are also showing early promise in reducing racial lending bias.
These models share one thing in common: They prioritize community impact and long-term sustainability over shortterm financial returns.
THE ROLE OF FINANCIAL INSTITUTIONS
Banks that modernize their risk models and train staff on cultural competency are seeing tangible benefits. Research from Brookings shows that alternative credit scoring systems and inclusive underwriting can expand access without increasing default rates.
Some institutions are partnering with local organizations to evaluate community-rooted businesses more holistically — recognizing that seasonal cash flow or collective ownership models aren’t signs of risk but reflections of cultural business norms.
CONCLUSION: A MARKET-DRIVEN MANDATE
Solving the funding gap isn’t just a social imperative — it’s an economic one. Entrepreneurs must treat brand building as a capital strategy, while banks must evolve from gatekeepers to growth enablers. Policymakers can accelerate this shift by incentivizing inclusive lending practices and transparent reporting on capital allocation.
When capital flows equitably, we unlock the full potential of American innovation — and fuel an economy that truly reflects its diversity.
