September 2020 Issue of In Business Magazine

SEPT. 2020

COVID-19 Stories: Experiences that Show Our Strength

Great Impact Funding businesses and nonprofits to sustain our economy

Political Discussions in a Virtual

Workplace

No-Fluff Diversity & Inclusion Plans Transitional

Retirement Options $7.95 INBUSINESSPHX.COM

THIS ISSUE National Association of Women Business Owners —Phoenix

Stay Healthy.

Return Smarter.

Return Stronger.

With public health top of mind, Arizona is moving forward safely and responsibly together.

Since the start, the state of Arizona has worked hard to keep Arizonans safe and healthy while slowing the spread of COVID-19. By continuing to follow the data and recommendations of public health officials, we can safely move forward with the next steps of Arizona’s economic recovery. And as our state’s businesses gradually reopen their operations, the Arizona Commerce Authority is here to continue offering tools and resources for families, workers and businesses to return stronger.

azcommerce.com

We’re Making Our Mark on Medicine OptumCare® believes that great health begins by providing forwardthinking leadership in the discipline of medicine. So we proudly serve Phoenix with advanced health care at 16 clinics with over 40 providers, all dedicated to putting the patient first. We’re here to stay—and to move care in our community in bold new directions.

Find out more at professionals.optumcare.com.

©2020 Optum, Inc. All rights reserved.

SEPTEMBER 2020 COVER STORY

24

Great Impact: Funding Businesses and Nonprofits to Sustain Our Economy

Introducing grantor organizations, and telling the stories of some of the businesses and nonprofits they helped put back on their feet.

36 FEATURES

42

To Build Trust, Try B.R.A.V.I.N.G.

Eileen Rogers’ series explores the strength of risk in leaders’ calculations of risk and return in business.

49

Create a Transitional Retirement Option for Your Employees

Chip Munn explains how, and discusses the significant benefit that accrues to both employer and employees.

DEPARTMENTS

9

Guest Editor

Juan Salgado, CEO of Phoenix IDA and PCDIC, introduces the “Grantor & Grantee” issue.

10

Feedback

Monica Bailey, Michael H. Bill and Rebeca Lopez respond to In Business Magazine’s burning business question of the month.

11 PARTNER SECTION

Briefs

“Promoting Workforce Opportunity for the Deaf,” “Notarize Remotely,” “Improve I/O Efficiency,” “Remote Collaboration in Real Time,” “Local Standouts Recognized for Achievements and Philanthropy,” “New Executive Office: VP of People and Organizational Development” and “Small-Business Success for Arizona-based Supplement Brand”

13

By the Numbers

Work-from-home attitudes are probed and analyzed.

55 National Association of Women Business Owners - Phoenix

14

Startups

“ROOM8 Enables Co-Living Search while Social Distancing” and “Hook & Hunt Offers Top Brands at Lower Prices”

15

CRE

“Whole-Building Approach to High-Rise Safety,” “High Demand Fills Medical Office Space,” “New Distribution Center for the West Valley,” “30,400-Sq-Ft Redevelopment in Mesa,” “To Lease or Not to Lease,” “Papago Plaza Site Revitalized” and “Developing Community-Conscious Urban Living in Historic Downtown Phoenix”

SEPT. 2020

4

INBUSINESSPHX.COM

Three businesses share their stories of what they learned and how they grew their business during the crisis.

Develop a Diversity & Inclusion Plan that Isn’t Fluff

Eric Bailey shares five (easy, but not simple) steps for businesses to create a plan that works for them.

48

COVID-19 Stories: Experiences that Show Our Strength

18

From the Top

Chris Koch’s leadership style at Carlisle illustrates the power of clarity in crisis.

20

Healthcare

“Get Up-to-Date Return-to-Work Requirements across All 50 States” and “Changing the Way Hospital Rooms Are Disinfected, One Robot at a Time”

22

Technology

“ZorroSign Move Boosts Phoenix’s Creds as Blockchain Tech Hub” and “Intelligent Chat Enables Better Lead Conversion”

43

Books

New releases give fresh insights on business thinking.

44

Economy

FinTech remains hot for banking and investing.

46

Legal

Attorney discusses the rise — and rising concerns — about business chat and how information too easily becomes onrecord and public.

47

Social Impact

Focusing this month on Ripclear, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.

50

Nonprofit

Donor-advised funds, a once-misunderstood giving tool, is proving its value.

52

Assets

2020 Alfa Romeo Stelvio Quadrifoglio Plus: Remote wellness programs now include massage.

54

Power Lunch

S & V Urban Italian: Spreading Out with Its Family Recipes

62

Roundtable

Mike Baize offers tips for navigating political discussions in remote as well as traditional workplace settings.

The 2020 American Management Association Diversity, Inclusion, and Belonging Survey found that nearly 40 percent of employees have been discriminated against, while 55 percent have witnessed discrimination against others. amanet.org

Caring Is Back Equality Health is giving doctors more time to be doctors, so they can provide the personalized care you deserve.

Ask if your doctor is part of the Equality Health network today.

Fast funding for working capital

Flexible and innovative lines of credit

No termination fees or contracts

No minimum volume required

caringisback.com

Fortunately for you, not all lenders are the same. FSW Funding is a privately owned and operated lending company specializing in the financing needs of today’s small- and medium-sized businesses.

Contact us today at (602) 535-5984 to learn how our flexible assetbased lines of credit can help meet your company’s capital needs.

www.fswfunding.com 4530 E. Shea Blvd., Suite 170, Phoenix, Arizona 85028

Sept. 2020

Hi Phoenix, Let’s spend smarter.

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 Kristen Merrifield, CEO Alliance of Arizona Nonprofits (602) 279-2966 www.arizonanonprofits.org Jess Roman, Chief Executive Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com

Learn more at getdivvy.com/phx1

Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org Doug Bruhnke, Founder & President Global ChamberÂŽ (480) 595-5000 www.globalchamber.org Jean Briese, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org Anne Gill, 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@inbusinessmag.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 Chandler Chamber of Commerce chandlerchamber.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 Surprise Regional Chamber of Commerce surpriseregionalchamber.com WESTMARC westmarc.org

6

SEPT. 2020

INBUSINESSPHX.COM

Sept. 2020

VOL. 11, NO. 9

Publisher Rick McCartney Editor RaeAnne Marsh Graphic Design Benjamin Little

Contributing Writers

Eric Bailey Mike Baize Kyle Ballew Jean Briese Nadia Y. Brown Tyler Butler Rebecca Clyde Ernest Cunningham Matt Fairhurst Angela Garmon Mike Hunter Dana Lam Stefanie Lerner John Mahlmeister Lee Mashburn Denise Meridith Chip Nunn Robyn Moore Patterson Lorrie Ray Eileen Rogers Tish Times Richard Tollefson Michal Tyra Matt Zajechowski

ADVERTISING

Operations Louise Ferrari

Business Development Louise Ferrari Cami Shore

Events Amy Corben 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 & CEO

Editorial Director

Financial Manager

Office Manager

Accounting Manager

Corporate Office

Rick McCartney RaeAnne Marsh Tom Beyer Allie Schimmel Todd Juhl

InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505

info@inmediacompany.com

www.inmediacompany.com Vol. 11, No. 9 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope.

InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. Š2020 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.

8

SEPT. 2020

INBUSINESSPHX.COM

JUAN SALGADO, PHOENIX IDA AND PCDIC

Small Business and Nonprofit Assistance

With more than three decades of experience in community development, public finance, and affordable housing, Juan Salgado serves as the chief executive officer of the Phoenix IDA and the Phoenix Community Development & Investment Corporation.

He is highly regarded both locally and nationally for developing creative financing structures that result in job creation, increased housing opportunities and significant community development in traditionally underserved markets and poor communities. phoenixida.com

There is no question that the COVID-19 pandemic stifled growth and prosperity for businesses at the start of 2020.

As the crisis unfolded, leaders of the business community — like the Phoenix IDA and Phoenix Community Development and Investment Corporation — recognized that the pandemic would negatively impact small businesses that bolster local communities. Through various resources, both organizations provided funding to support the local economy. This was done in coordination with Mayor Kate Gallego and the Phoenix City Council, Arizona Public Service, Local First Arizona, the Arizona Community Foundation and community nonprofit lenders offering the Small Business Administration’s Paycheck Protection Program. Both the Phoenix IDA and the PCDIC used resources and experience from their daily work of improving communities for underserved residents to work quickly, leverage existing relationships and provide relief as fast as possible.

More than 200 businesses of various types received grants during the initial round of funding this spring: restaurants like Han Korean BBQ, Inc. and The Breadfruit, private photographers such as Aaron Kes Photography, hair salons like Organic Hair Salon, and neighborhood favorites like Cha Cha’s Tea Lounge. These businesses used their grant funds to cover costs for personal protective equipment for employees and cleaning supplies to sanitize and keep customers safe.

This month’s cover story takes a close look at how grant-making organizations are impacting our community in this time of COVID-19 and economic shutdown as they provide funds directly to businesses and more indirectly contribute to business strength with funds for nonprofits (which were on the front lines of the pandemic assisting families and others with food boxes, loss of income, housing and more). Organizations that provided grants, such as the Phoenix IDA, and some of the recipients of those grants share their views and experiences in “Great Impact: Funding Businesses and Nonprofits to Sustain Our Economy.”

Critical to every organization today is the topic of diversity in the workplace. This edition of In Business Magazine includes feature article “Develop a Diversity & Inclusion Plan that Isn’t Fluff.”

Eric Bailey offers concrete suggestions to help businesses create their own best plan through steps that are easy to present; the challenge is in their follow-through.

It’s election season and, as leaders, we need to be proactive with setting guideposts for our teams regarding talking politics “at the office.” Attorney Mike Baize provides tips for navigating political discussions in remote — and traditional — workplace settings in the Roundtable feature “Election Year Talk and Tempers in a Virtual Workplace.

And COVID-19 continues to permeate business activity, as is seen in the experience of both businesses spotlighted for this month’s Startups feature, advances in hospital and medical center disinfecting procedures shared in a Healthcare article, high-rise building management discussed in a CRE article, and the By the Numbers feature on work-from-home statistics.

These are among the breadth of topics and information you will find in this September edition of In Business Magazine. I’m pleased to help bring it to you, and I hope you enjoy reading it.

Sincerely,

YOUR HEALTH. YOUR BUSINESS Get alerts and all the information to benefot your business during this time by following our RSS Feeds and Social Media. Visit www.inbusinessphx.com to sign up.

CONNECT WITH US:

Juan Salgado Chief Executive Officer • Phoenix IDA and PCDIC

A Boost So much has been said about the effects of the pandemic on

We want to thank Juan Salgado for his

our economy, both nationally and locally. There is no question

incredible work and for the services

this will be a tough one to overcome. However, there is a set of

Phoenix IDA is providing now, and for the

organizations who look at channeling assistance in the form of

long history the organization has had in

grants that are helping business and nonprofits get through this

working to enrich our local economy. Its work is second-to-none

tough time. We spoke to both the grantors and the grantees about

and has impacted Greater Phoenix — and continues to, through

what they are doing and how it has recharged our local economy —

this unfortunate shut down. —Rick McCartney, Publisher

Story Ideas/PR: editor@ inbusinessphx.com Business Events/ Connections: businessevents@ inbusinessphx.com Marketing/Exposure: advertise@ inbusinessphx.com Visit us online at www.inbusinessphx.com

at least during what we hope we’ll look back on as the worst of it.

DON’T MISS OUT!

Get a year of In Business Magazine Subscribe now at inbusinessphx.com

Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessmag.com.

9

SEPT. 2020

INBUSINESSPHX.COM

SPEAKING OUT

What are the most significant strengths of your company’s diversity and inclusion plan?

FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com

MONICA BAILEY

MICHAEL H. BILL

REBECA LOPEZ

Chief People Officer GoDaddy Sector: Technology

Chief Executive Officer MJ Insurance Sector: Insurance

GoDaddy’s diversity and inclusion strategy is guided by a mix of research, collaboration with thought leaders, and feedback from our employees and our leaders. We partnered with Stanford’s Clayman Institute to craft consistent performance criteria that extends to how we evaluate employees for promotion.

The work has paid off — we’ve seen growth in promotion rates for women and minorities, with equal likelihood of achieving top performance marks.

Employee feedback led to the launch of a new career development program.

Our internal career portal features resources that offer transparency into the expectations for roles across the company and tools to help guide career conversations.

Ninety percent of our employees say, “My manager creates an environment that allows me to be myself at work.” We believe that a sense of authenticity and belonging are crucial in an inclusive culture and help our recruiting team to bring more diverse talent to GoDaddy. Our annual diversity and pay report shows increased representation of women and minorities year over year, and we’ve achieved pay parity (equal pay for employees in the same job and location, regardless of gender or ethnicity) for the last several years.

Many organizations understand the value of a diverse, equitable and inclusive (DE&I) workplace, yet struggle to establish and foster a program with impact. Creating a formal DE&I program is no easy task, which is why we partnered with outside professionals and invited employee participation.

MJ’s DE&I initiative is central to our purpose — “to inspire the success, fulfillment and well-being of each person we serve.” Our formal program will be built by an employee-led DE&I Council along with the consultants and MJ executives from our Value Creation Team. We believe this collaborative approach will best leverage our individual talents, and it was incredibly encouraging to review the tremendous number of thoughtful responses submitted as part of the council application process.

At MJ, our DE&I program isn’t simply a “check the box” initiative. Our council members are passionate about representing the diverse voices of all employees, and because we are starting with a bona fide, deliberate plan built by a committed team, we believe we will cultivate meaningful change that can continue to evolve in perpetuity.

Co-Founder and Chief Operating Officer Milestone Pediatrics Sector: Healthcare

GoDaddy godaddy.com

For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.

SEPT. 2020

10

INBUSINESSPHX.COM

As head of GoDaddy’s people and culture, Monica Bailey is responsible for talent and performance management, total rewards, learning and development, hiring, inclusion and partnership with our people and leaders worldwide.

Since joining GoDaddy in 2013, she’s been instrumental in leveling and career structure, pay parity and an employee feedback engine to improve GoDaddy’s culture and company.

MJ Insurance mjinsurance.com Michael H. Bill joined the MJ Insurance team in 1992, became president in 2001 and was named chief executive officer in 2006. As a purposedriven leader, Bill offers his unique visions, broad experience and wealth of knowledge to all he comes into contact with while focusing on the positive impact he may have upon key constituents — MJ associates and their families, clients, partners and the community.

Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.

Diversity in the workplace in this ever-changing environment can help attract top talent and achieve results. At Milestone Pediatrics, we strive to create a sense of belonging for employees. Our diversity and inclusion plan is derived upon a pillar of having a sense of connection to the company. This breeds creativity and a feeling of being yourself within the organization. In our field of providing therapy services to children with developmental disabilities, we cannot have a one-size-fits-all approach. We must think outside the box to fit each individual’s needs. This really works for our organization as our therapists can freely express themselves through their therapeutic approaches.

The results we have achieved so far have been great. Our employees are empowered to reach out to leadership via engagement surveys to voice their opinions on how we can improve. Our diversity and inclusion plan of having a sense of belonging creates conditions that allow every employee to contribute in their own unique way. By working together, we can see employees thrive and grow within our organization.

Milestone Pediatrics milestoneaz.com Rebeca Lopez is the chief operating officer and a co-founder of Milestone Pediatrics. She brings more than 20 years of experience that ranges from nonprofit work, entrepreneurship and leadership boards to philanthropy abroad. She is a social entrepreneur who has spent her career advocating for individuals with disabilities. Lopez holds a master’s degree in business administration and is currently working on a graduate certificate in healthcare law and policy.

QUICK AND TO THE POINT

BYTES

by Mike Hunter

Notarize Remotely eNotaryLog, the first​ remote online notary (RON) platform to be MISMO®-certified, is an agile cloud technology company providing a flexible, secure, and complete SaaS RON/RIN platform. MISMO® created RON standards to promote consistency across mortgage banking industry practices and state regulations to allow the use of audio-visual communication devices to notarize documents in a virtual online environment.

Providing its platform to all industries with notarization needs, eNotaryLog works within an organization’s existing framework to enhance current business processes and the signer experience. The platform is intuitive, simple to use, and allows documents to be processed and notarized anytime, anywhere. enotarylog.com

Improve I/O Efficiency DymaxIO, from Condusiv Technologies, dynamically

Promoting Workforce Opportunity for the Deaf With a rise in unemployment rates due to COVID-19, the deaf and hard of hearing are particularly vulnerable in the workplace. In fact, a study published in The New York Times acknowledged that employers are 34 percent less likely to hire an experienced job candidate with a disability. For this, among other reasons, nearly half of deaf people (47 percent) are not in the labor,force, compared to less than a quarter (23 percent) of hearing people.

The Arizona Commission for the Deaf & the Hard of Hearing launched a campaign the end of last month that aims to change those numbers and help additional deaf, hard of hearing and deafblind individuals obtain jobs across Arizona.

Arizona has an estimated 1.1 million individuals who are considered deaf or hard of hearing, and the “Let’s Get to Work” initiative is aimed at making sure they get the employment opportunities they deserve. The goal is to encourage employers in Arizona to interview, hire and, ultimately, promote workers who are deaf, hard of hearing or deafblind.

“Arizona has a very talented workforce that is not getting hired due to their hearing status,” says Sherri Collins, executive director of the Arizona Commission for the Deaf and the Hard of Hearing. ‘We are calling on businesses to commit to working with these employees to

make sure they are getting the opportunities they deserve, both before and after the hiring process.”

The statewide public education and awareness campaign will focus on a variety of efforts to reach out to the business community, including advertising, outdoor billboards, digital advertising and direct outreach to employers.

All the models used in the campaign are deaf, hard of hearing or deafblind and represent the diversity of the community both culturally and career-wise.

A key component will be providing education to the business community, particularly in the needs and costs of providing accessibility to workers. The Commission has developed a full employment guide to help employers understand the key needs of this community.

“One of the biggest limitations for many businesses is their understanding of how to provide accommodations for their employees,” says Collins. “The Commission is a great resource for helping individuals and businesses navigate the world of accessibility. Many people are surprised that it is not as costly or complicated as they would expect.”

—Mike Hunter The Arizona Commission for the Deaf and the Hard of Hearing acdhh.org Let’s Get to Work changeyourperception.org

accelerates data for maximum I/O performance. By solving I/O inefficiencies at the source, DymaxIO improves application performance, increases throughput 30–40 percent, reduces latency, increases VDI capacity, reduces timeouts and crashes, shortens backups, improves data transfer rates and extends hardware lifecycles. This addresses Windows’ two severe I/O inefficiencies that cause performance and reliability problems: the tendency of the Windows file system to break up writes into separate storage I/Os, which causes I/O characteristics that are much smaller, more fractured, and more random than they need to be; and storage IO contention, also known as the I/O Blender Effect, which happens when multiple systems share the same storage resource. condusiv.com

Remote Collaboration in Real Time Designed to deliver a highly user-friendly, robust and low-cost way to connect remote team members via real-time collaboration anywhere in the world and on any AR-enabled device, Avatar CONNECT is a powerful AR-enabled remote workforce solution that dramatically improves design, field coordination, installation, project management, quality control and assurance, productivity, safety training, and maintenance for a wide range of applications across multiple markets.

Using mobile devices, on-premise team members can share real-time views of equipment and environments with up to 15 remote concurrent users in multiple locations. A unique 3D annotation feature enables teams and senior experts to virtually view and draw on objects in three dimensions using a tablet or remote PC. avatarpartners.com

A study published in The New York Times acknowledged that employers are 34 percent less likely to hire an experienced job candidate with a disability.

11

SEPT. 2020

INBUSINESSPHX.COM

QUICK AND TO THE POINT

LOOKING GOOD

Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS

Terracon Achievements: Top Rankings & Philanthropy The Southwest regional offices (Ariz., Nev., N.M.) of Terracon, a leading provider of environmental, facilities, geotechnical, and materials services, moved up nine spots from last year to No. 13 on Engineering News-Record’s (ENR) list of Top Southwest Design Firms, while the company overall continues to advance in other national rankings.

The employee-owners at Terracon are dedicated to giving back to the community. In the past year, the Arizona office locations have helped with Kids at Hope via their Charity Golf tournament; securing Terracon Foundation grants for University of Arizona College of Public Health; and donating to the Southern Arizona Research, Science and Engineering Foundation. terracon.com/offices/phoenix

Paul Johnson Drywall Holds AZ on TopRanking Contractor List Paul Johnson Drywall, Inc. has been named to Walls & Ceilings Magazine’s 2020 Top 50 Contractors elite list for the sixth consecutive year and is the only drywall contractor with a presence in Arizona and Nevada to make the list. The publication is a premier resource for professionals in the wall and ceiling industry, and its list identifies the industry’s most progressive and resourceful contractors.

PJD’s exceptional employee benefits for craft workers and employees, including healthcare and paid vacation that begins on first day, and career and professional advancement education program reimbursement has established the company as a leader in the construction industry. pauljohnsondrywall.com

PHILANTHROPY

UnitedHealthcare Donates More than $100,000 to Nonprofits in Arizona With, funding is part of UnitedHealthcare’s $12.3 million in Empowering Health grants nationally, focused on expanding access to care and addressing the social determinants of health for people in underserved communities, includes $105,000 being awarded to three community-based organizations in Arizona: Pima Council on Aging in Tucson to purchase and deliver meals to homebound seniors, Boys & Girls Clubs of the Valley in Phoenix to help keep clubs open that are providing full-day child care for essential workers and parents with low incomes who cannot do their jobs from home, and Preeclampsia Foundation in Navajo County for telehealth care to homebound pregnant and postpartum women in the Navajo Nation. uhc.com

SEPT. 2020

12

INBUSINESSPHX.COM

New Executive Office: VP of People and Organizational Development Creating a new position in its executive team, Delta Dental of Arizona has promoted Jolean Fleck to VP of people and organizational development. Fleck will help the dental insurer navigate ever-changing workplace and societal challenges, with a focus on leadership development, employer branding and enriching the employee experience.

“Part of it is that I’ve done strategic-level HR work for a number of years, but the other part is that these are unprecedented times for all organizations. We’re solving for variables that have never been a part of the employment equation before, so there are no road maps yet. Without solid leadership, the threat of a workforce that is scattered, unfocused and unengaged is very real,” says Fleck, discussing the company’s impetus for creating the new position.

Says Allan Allford, president and CEO, “With the workplace changes and demands brought on by the COVID-19 pandemic — along with the many societal dynamics we’re experiencing across the country — now more than ever, strategic people leadership is a

priority. We continually make organizational decisions that affect our people and their families, and we wanted a voice at the table who would ensure our employees’ well-being is a part of the discussion.”

Bringing more than 20 years’ experience in HR, Fleck joined Delta Dental of Arizona in July 2019 as the organization’s director of human resources. During this time, she overhauled the company’s performance management program to focus more on employee strengths and talents instead of their weaknesses. This innovative program zooms in on employees’ natural abilities so they can shine at doing what they do best.

“Like many other organizations, we will likely emerge from this pandemic a different organization than we started,” says Fleck. “It will take creative, future-oriented, employeecentric thinking to reimagine our workplace. We don’t know what that will look like yet, but it’s an exciting opportunity to reinvent and challenge ourselves to meet a different set of employee needs and expectations.” —RaeAnne Marsh Delta Dental of Arizona deltadentalaz.com

Small-Business Success for Arizona-based Supplement Brand For many people, this pandemic brought to light the importance of supporting their immune system and improving health. Zinc Up, from Phoenix-based NB Pure, was created as a convenient solution to aid immune health.

Wellness enthusiast Danna Pratte founded NB Pure as a manufacturing, distribution and sales company that provides nutrition and natural wellness solutions. Originally from Texas, Pratte moved to Arizona to attend graduate school, and stayed on after completing her degree. She felt that Arizona was the perfect place for her business. “It’s an extension of me and my company. A lot of health enthusiasts live here. The state really resonates with being well and healthy,” says Pratte. The location of the business is convenient for the distribution that NB Pure does in Mexico and South America, as well. The dry climate has also been ideal for nutritional supplement manufacturing.

Arizona has become a hub for good talent in a lot of different areas, including sales and

A report done by Society for Human Resource Management found that more than a third of Black American workers agree that discrimination based on race or ethnicity exists at their job. togetherforwardatwork.shrm.org

technology, and it’s helped NB Pure grow and thrive. With the onset of the COVID-19 marketing pandemic this year, the NB Pure team quickly launched a new product called Zinc Up, focused on improving immunity.

The manufacturing and distribution capabilities in the Phoenix area enabled NB Pure to quickly get the product to market.

Pratte noted that the convenience aspect was a big driver in the product formulation.

“When we think of innovating products, we think of convenience,” says Pratte, “Who wants to take another pill? Who wants to drink another smoothie?” Instead, Zinc Up is sold in a liquid form that is sprayed into the mouth then swallowed, making it easy to use when on-the-go. For people who may have been on the fence about taking supplements, Zinc Up is an easy way for them to take control of their personal health.

—Leah Johnston, wellness communications specialist at SRW and a registered dietitian Nutritional Brands nbpure.us

METRICS & MEASUREMENTS

Work-from-Home Statistics during the Pandemic Study probes the employee experience

by Matt Zajechowski

At this point, working from home is no longer the strange new phenomenon that stirred up national attention just a few short months ago. There are however many fascinating aspects of this pandemic-spurred era of remote work, according to a recently released report.

Employment screening services and background check company JDP recently surveyed more than 2,000 Americans who typically work in offices who are now working from home full-time to try and learn more about how much they’re working, their productivity levels and whether or not their boss trusts them working remotely.

HOW MUCH ARE YOU WORKING DURING QUARANTINE?

When remote workers were asked how much they were working during quarantine compared to how much they worked previously, 42 percent of respondents said they were working less than usual. 33 percent said they were actually working more than usual, while 25 percent said they were working about the same as they would in the office.

WHY ARE YOU WORKING MORE?

For those who said they were working more than usual, the top reason was they found it hard to keep boundaries between work and home life (49 percent of responses). This was followed by remote workers saying they had more work to be done than usual (42 percent of responses) and trying to be extra valuable because they were afraid of losing their job (9 percent of responses).

WHY ARE YOU WORKING LESS?

For those who said they were working less than usual, the top reason was they had less work to do during the pandemic (45 percent of responses). Other remote workers found it hard to focus on work while at home (40 percent of responses) and also found it hard to focus on work with everything that is happening in the world (15 percent of responses).

HOW IS YOUR PRODUCTIVITY WORKING FROM HOME?

When asked about how productive newly remote workers were at home, 41 percent said they were more productive, 33 percent said they were less productive and 26 percent said their productivity levels were about the same as they were in the office.

One interesting takeaway: The study also found that remote workers were 66 percent more likely to work night and weekends than they would before the quarantine. They also reported having more distractions while working from home (54 percent) despite being more productive.

DO YOU FEEL YOUR BOSS TRUSTS YOU WHILE WORKING FROM HOME?

Surprisingly enough, a whopping 92 percent of respondents said they believe their boss trusts them working from home and 86 percent of those respondents say they’ve taken advantage of their freedom while working remotely that they might not otherwise have in the office.

JDP jdp.com

Employee Perspective on Work-from-Home How much are you working during the quarantine?

Are you working different hours during the quarantine?

Have you taken advantage of your freedom while working remotely?

Same as usual

25%

Yes; start and finish earlier

30%

Yes, quite a bit

32%

More than usual

33%

Yes; start and finish later

28%

Yes, a little bit

54%

Less than usual

42%

Yes; start earlier and finish later

19%

No, not at all

14%

No; about the same

23%

How is your productivity from home?

About the same as usual

26%

More than usual

41%

Less than usual

33%

Do you have more distractions at work or at home?

About the same

17%

More distractions at work

29%

More distractions at home

54%

Do you feel your boss trusts you working from home?

Yes, totally

49%

Yes, for the most part

43%

No, not really

7%

No, not at al

1%

Do you think any of your co-workers have taken advantage of being remote?

Yes

85%

No

15%

Matt Zajechowski is a content strategist with Digital Third Coast (digitalthirdcoast.com) who was commissioned to help author the survey questions for the JDP survey on working from home during the pandemic.

Source: JDP study “Working From Home During the Pandemic” (www.jdp.com/blog/work-from-home-statistics)

As a follow-up to its recent working-from-home study during the pandemic, JDP surveyed 2,000 Americans about their feelings on returning work during COVID-19 and found 86 percent favor a staggered four-day work week to limit the amount of people in the office and 69 percent said they trust their co-workers to respect their personal boundaries in regard to COVID-19. jdp.com/blog/return-to-work-statistics

13

SEPT. 2020

INBUSINESSPHX.COM

BY RAEANNE MARSH

ENTREPRENEURS & INNOVATORS

ROOM8 Enables Co-Living Search while Social Distancing Mere months after ROOM8 launched its app to optimize co-living through roommate matching and apartment search services, the emergence of COVID-19 gave it new purpose.

Modifications added in April to the features of last October’s launch help users navigate the intimate process of vetting potential roommates and looking for apartments virtually from the comfort and safety of their homes. These include in-app audio and video calling capabilities, as well as a partnership with Google Street View Trusted Agency, LCP360 to provide immersive 360 virtual apartment tours, drone photography and built-in virtual meetings with leasing professionals. All matching and communication is done in-app, so users’ personal information is kept private and secure.

“We’re using AI/IoT tech to provide renters with a stable matching market for roommates and to ensure a safe search for a place, which can now all be done virtually and safely using our platform,” says Dan Mathews, CTO of ROOM8.

“So many people have lost their jobs or been furloughed during this pandemic and they are now in need of new living arrangements and roommates to share housing costs. It can take months to find the right co-living arrangement during normal times, let alone during a time with stay at home orders

and social distancing. ROOM8 is here to help ease renters’ concerns during this uncertain time.”

ROOM8 has offices in San Francisco and Scottsdale but is available to users in all major cities nationwide through the App Store and Google Play. Unlike other co-living platforms and roommate matching apps, ROOM8 provides user verification and partners directly with property management companies to offer trusted listings in real time. The app is free to use for both potential renters and for property managers to post listings, and is monetized through partnerships with prominent Tier 1 insurance companies, with Liberty Mutual its first major partner.

ROOM8 room8.io

Hook & Hunt Offers Top Brands at Lower Prices the goods being sold, Hook & Hunt provides delivery, in-store pickup, and shipping to get a product to the customer’s door.

There are several other pieces to Hampton’s online platform.

The first is a website that wows. Says Hampton, “An online business model is a safe bet, but do not cut corners when trying to wow customers. Trends this year include oversized lettering, asymmetric layouts, animation and custom images.”

Other aspects address the realities of today’s COVID-19impacted economy. Having an automated lead machine in place she feels is important because “if the economy goes down, you are going to have to sell twice as much as you were previously, and without automation, you are running an uphill race.” She has made her advertising decisions based on her observation that “people are looking at their phones now more than ever,” and says, “With the right targeted audience on social, a surprisingly small amount of money will get your business in front of thousands of potential clients.”

Says Hampton, “The journey thus far has been the most interesting to learn for me as far as connecting to our clients with strictly an online platform. Being able to pour my passion into the business, website and the product selection we sell has helped bridge the gap.”

Hook & Hunt LLC hookandhuntaz.com

SEPT. 2020

14

INBUSINESSPHX.COM

The most searched phrase on Google is “permanent work from home” (searches increased 9212.50 percent year over year), according to trends data provider SEMrush, which analyzed Google search volume to find out how perceptions of work from home have shifted.

And the most searched support topic is virtual group therapy, with searches increased 2800 percent year over year. semrush.com

Photo courtesy of ROOM8 (top)

DON’T MISS OUT!

Get a year of In Business Magazine. Subscribe now at inbusinessphx.com

Founding her company in February of this year, Mary Hampton was just in time for the COVID-19-induced general economic slowdown. She incorporated specific operations — some at the last minute — to fortify her online model.

Hook & Hunt is a resale company of new, brand name products that are “the latest and greatest items people need, want and love at an unbelievably discounted price,” Hampton says, putting into practice advice she’d been given to “find what people need or want and create a way to provide them options in the best way possible.” Inventory includes designer handbags, furniture, technology, landscaping tools, home appliances, office supplies “and even some essentials,” she says.

Describing herself as “a relationship-driven people person,” Hampton shares that learning a business model that is totally online has been a challenge. To make sure people can purchase

PROPERTY, GROWTH AND LOCATION

Whole-Building Approach to High-Rise Safety COVID-19 flipped the business world on its head earlier this year, and many businesses were forced to either shut their doors for good or shift operations to remote work, making skyscraper office buildings look like ghost towns.

Now, companies and building management are working side by side to institute new policies and procedures that will enable workers to safely return to offices.

WHAT ARE COMPANIES DOING?

Following the closing of office spaces, many companies developed internal teams to generate ideas on how they can safely bring employees back to the office while following social distancing recommendations and other CDC guidelines.

Mask-wearing will certainly be one of the main

precautions taken, as many states are now requiring it as COVID-19 cases continue to climb.

Other large companies are reassessing seating charts to ensure that people aren’t sitting too close to each other — even going so far as assigning workers to groups and using capacitybased scheduling software to automatically designate days in the office. This technology can also be used for scheduling conference room times or telling workers what times they’re allowed to use the kitchen.

WHAT IS BUILDING MANAGEMENT DOING?

Now, the onus of ensuring health and safety measures are in place doesn’t fall only on the companies. Building management can follow CDC recommendations by taking peoples’

temperatures before they enter, installing hand sanitizer stations near high-touch areas, scheduling elevator usage and following social distancing regulations. Some places have even enacted rules limiting the number of people in elevators.

But what happens when everyone arrives around the same time and congregates in the lobby, breaking social distancing rules? Deploying a capacity-based scheduling software can help building management curtail this problem by assigning arrival and departure times to each person. This software can assign workers to elevators according to the capacity, allow building management to send messages about procedures to follow — like what door to enter, where to go and what elevator to use — and, when there’s a delay for some reason, the software can automatically triage the bookings, reassigning arrival and departure times.

All these creative measures have the peoples’ best interests in mind and are meant to promote health and safety. By enacting some of these guidelines, we can all limit the further spread of COVID-19.

—Matt Fairhurst, CEO of Skedulo (www.skedulo.com), which builds deskless productivity software for the 80 percent of global workers who don’t work in a traditional office setting, from employees in fixed location facilities to mobile field workers on the frontline

Photos courtesy of JLL, Scannel Properties, Evergreen Devco, Inc. (bottom, l to r)

GET REAL

by Mike Hunter

High Demand Fills Medical Office Space

New Distribution Center for the West Valley

30,400-Sq-Ft Redevelopment in Mesa

Medical office experts in JLL’s Phoenix office have

Scannel Properties recently purchased an

Evergreen Devco, Inc., a leading retail and multifamily

completed 21,275 square feet in new leases at the

approximately 70-acre site just south of Interstate

development company, recently purchased the

27,868-square-foot Class A Lincoln Medical Plaza,

10 in east Buckeye for nearly $6.65 million, with

anchor-tenant building at the southwest corner

located at the southwest corner of Scottsdale

plans for the construction of an 850,000-square-

of Mesa Drive and Southern Avenue in Mesa, for

Road and Lincoln Drive, within the Lincoln Plaza

foot distribution center for specialty discount retailer

an undisclosed price, and plans to redevelop the

Retail Center in Paradise Valley, bringing the newly

Five Below. This marks the newest distribution

currently vacant 30,400-square-foot property. The

renovated building to 100-percent leased.

center for the City of Buckeye and West Valley,

company is working with a national tenant on a lease

James Shough and architect Dean Munkachy of

which continues to grow and attract employers. Five

agreement to occupy the anchor space.

Suite 6 are bringing the same vision to this project as

Below plans to bring approximately 150 new jobs to

their renovation four years ago of Lincoln Plaza Retail

the area initially and expects to grow to nearly 300

the shopping center is located less than a quarter

Center. “Surgery centers are complex to design, but

employees over the next five years.

mile from the Superstition Freeway along a popular

by opting to strategically renovate instead of tearing

Greg Vogel and Wes Campbell, who represent

Situated on approximately 89,000 square feet,

retail and traffic corridor that has more than 180,000

down and rebuilding, this property owner was able

a broad spectrum of clients including financial

residents within a three-mile radius. The anchor

to bring modern amenities back into Lincoln Medical

institutions, investors, homebuilders, industrial

space, formerly occupied by Big Lots, is ideally

Plaza while still keeping it affordable for future

and master-planned community developers

positioned to reach customers throughout the East

tenants,” says JLL vice president Mari Lederman.

throughout Arizona for Land Advisors Organization’s

Valley. evgre.com

us.jll.com/en/locations/west/phoenix

Metro Phoenix office, represented the seller in the transaction. landadvisors.com

The Phoenix office market has experienced its first quarter of occupancy loss in eight years, according to the Q2 2020 Office Insight Report from the Phoenix office of JLL. However, the market continues to maintain positive long-term viability thanks to a diverse workforce, affordability and continued population growth. us.jll.com/en/locations/west/phoenix

15

SEPT. 2020

INBUSINESSPHX.COM

PROPERTY, GROWTH AND LOCATION

Papago Plaza Site Revitalized Lease management software company Visual Lease recently surveyed more than 100 commercial tenants to see how they have been impacted, any payments they withheld or concessions they have been offered, and how the pandemic is impacting their future leasing plans.

According to the survey: • Thirty percent of respondents stated that 75–100 percent of their company’s leased real estate properties are unoccupied due to COVID-19.

• Sixty-six percent paid rent on at least a portion of unoccupied properties and 47 percent paid rent on all unoccupied properties.

• Fifty-one percent have or are planning to seek rent concessions, including rent abatement, reduction or deferral.

• One third plan to reduce facilities and commercial offices leases.

• Sixty-three percent are evaluating “Options Clauses” in their leases for potential cost savings (e.g., renewals, terminations, downsizing and relocation); other clauses being considered include late fee, force majeure, bankruptcy, right to go dark and more.

• Sixty-two percent plan to go to partial or full remote workforce postpandemic, making them reconsider their leases and plans to get out of leases. —Mike Hunter visuallease.com

SEPT. 2020

16

INBUSINESSPHX.COM

Even with pandemic-related market issues, there seems to be a continued demand for retail and restaurants in good locations. Leasing velocity has increased, interest is high and the cost of building is less right now.

The first buildings are on track with a planned opening of late spring 2021, while the entire project is anticipated to be complete in December of 2021.

—Real estate veteran Lee Mashburn, president of Pivot Development, known for improving older prime areas into thriving urban lifestyle communities, and responsible for rezoning and entitling the Scottsdale Waterfront mixed-use retail community located along Camelback Road, across from Scottsdale Fashion Square

Developing Community-Conscious Urban Living in Historic Downtown Phoenix Urban living is becoming increasingly popular in downtown Phoenix. When designing these projects in historical neighborhoods, developers must work with the surrounding community to ensure the property fits with the overall look and feel of the area.

Meeting with residents of the neighborhood is important when designing an urban living project. Holding meetings provides the residents a forum to discuss concerns and the proper way to build the property. Receiving and implementing this feedback from the community allows the development to be a welcome addition to the area.

In developing Verde Park Condominiums and meeting with area residents, the need for workforce housing and attainable housing in downtown Phoenix was made apparent. By minimizing some amenities, such as pools and on-site gyms, we were able to set the price of each unit at an affordable level. Affordability is a bigger issue than having some of the built-in amenities.

The residents of the historic Garfield district wanted the property to embrace the overall look of the community.

We achieved this by installing historical design and architectural elements.

Adding balconies to units embraced the porch-style living that was popular at the turn of the last century and created a welcoming feel to the neighborhood. Instituting archways and building with materials common throughout the neighborhood

The first move-ins to Verde Park Condominiums will be taking place over Labor Day weekend.

also helped the development fit in with the surrounding area.

Embracing the historical character of these neighborhoods in the finishes and exterior features reflects on the existing community. The residents specifically requested the building of courtyards, gardens and sitting areas while not walling off the boundaries of the property. These areas add to the open feel and sense of community within the development.

Speaking with the neighbors and implementing their ideas in the design process goes a long way in creating a property that suits the needs of the tenants while providing a welcoming addition to the surrounding neighborhood.

—Kyle Ballew, a partner in Denver-based Live Forward Ventures, which is currently building Verde Park Condominiums in the historic Garfield District in downtown Phoenix Verde Park Condominiums verdeparkcondos.com

Photos courtesy of Pivot Development (top), Verde Park Condominiums (bottom)

TO LEASE OR NOT TO LEASE

Papago Plaza, the mixed-use redevelopment of the prime southwest corner of Scottsdale and McDowell roads, is beginning infrastructure work in south Scottsdale this month.

The 11-acre legacy property will include an 80,000-squarefoot Marriott Hotel; 50,000 square feet of grocery, restaurant and retail; 276 luxury apartment units developed by Alliance Residential; and a 275-car parking garage.

The new Papago Plaza will replace the iconic, Pueblo-style retail center originally built in 1962, which I acquired in 2015.

The project will use specific components of the old Papago Plaza, including the metal Kachina that was prominent on the original signage as part of a new mural that will be positioned along Scottsdale Road. The reclaimed heavy timbers that were part of the 1962 structure will also be used as accents in the new project. The architectural theme will be adaptive reuse with brick, reclaimed wood and steel accents.

Serving as a catalyst for the revitalization of the south Scottsdale corridor and a significant boost to the area’s economy, the redevelopment of the plaza is important to Mashburn, an Arizona resident of more than 35 years. The site is viewed as a significant entry point to the City of Scottsdale from the south, and the project’s quality, design and character is paramount to Pivot Development.

Meet Uncertain Times with Confidence.

Quarles & Brady understands your COVID -19 business issues and provides advice and solutions to your challenges.

VISIT OUR COVID-19 MICROSITE AT WWW.QUARLES.COM for current information on how legislation and announcements resulting from the pandemic impact your employees and business operations.

FOR INFORMATION, PLEASE CONTACT Leonardo Loo, Phoenix Office Managing Partner, at 602.229.5638 or leonardo.loo@quarles.com.

quarles.com

Get your twice-daily dose of all you need to Grow Your Business.

inbusinessphx.com /inbusinessphx

@inbusinessPHX

MINDING THEIR BUSINESS

Chris Koch: Leading Carlisle through Dynamic Change Style illustrates the power of clarity in crisis

by Mike Hunter

FOSTERING DIVERSITY AND SUSTAINABLE BUSINESS PRACTICES In 2018 Carlisle joined CEO Action for Diversity & Inclusion™ (CEO Action), an organization with over 1,000 CEOs supporting businesses to cultivate a workplace where diverse perspectives and experiences are welcomed and respected.

“Carlisle is committed to measurable strategies that will contribute to sustainable business practices, including increased diversity across the enterprise. We do this not because it’s a trending subject, but because we believe these behaviors are necessary and drive significant value to our employees, communities, and shareholders,” says D. Christian “Chris” Koch, chairman, president and chief executive officer of Carlisle Companies Incorporated.

SEPT. 2020

18

INBUSINESSPHX.COM

D. Christian “Chris” Koch, chairman, president and chief executive officer of Carlisle Companies Incorporated, is leading the diversified industrial company through one of the most challenging times in recent economic and geopolitical history: the global pandemic.

Carlisle factories and facilities manufacture highly engineered products and solutions for their target markets that include construction, aerospace, medical technologies, defense, transportation, automotive and general industrial.

Headquartered in Scottsdale, Arizona, the 103-year-old company holds a portfolio of businesses with a global footprint in more than 180 locations. With locations throughout the Americas, Asia Pacific and Europe, Carlisle faced the gravity of the initial COVID-19 pandemic well before the impact of the virus was felt on the shores of the United States.

“Our first priority was and is protecting the health and safety of Carlisle’s approximately 15,000 global employees,” Koch says.

Koch credits the Fortune 1000 company’s ability to respond effectively during the pandemic crisis to Vision 2025, Carlisle’s multi-year strategic plan. Initiated in 2017, Vision 2025 incorporates the best aspects of Carlisle’s historically decentralized and entrepreneurial model with center-led philosophies.

True to Carlisle’s entrepreneurial culture that seeks to empower its leaders, Vision 2025 was built from the ground up, meaning the businesses conducted the research, built their models — which were tested by globally recognized consulting firm Bain Capital — and presented their plans to Koch. This inclusive process ensured buy-in throughout the organization.

These plans provide the foundation of Vision 2025’s objectives of $8 billion of revenues, 20 percent operating income margins and 15 percent return on invested capital.

Coupled with the Carlisle Operating System, Carlisle’s lean operating system, Koch is convinced the center-led philosophy and entrepreneurial culture are central to Carlisle’s success in responding to the COVID-19 pandemic quickly and accelerating the business beyond it.

Carlisle’s established crisis management protocols were first developed in January as the coronavirus threat began to impact its multiple Chinese facilities. From the start of the pandemic, Koch and his team looked to professional resources that could provide information and education on how to better protect employees while continuing to fulfill business functions. By early March, travel restrictions, facility access limitations, a sick- and family-leave policy, social distancing and environment cleaning protocols were in place company wide. Korea, Germany and U.S. companies and governing health organizations also provided insights and ideas that helped Carlisle formulate a comprehensive strategy that continues to evolve.

“While we could not foresee a pandemic in 2020, we anticipated a downturn would occur during the course of Vision 2025,” Koch says.

Koch is convinced that, coupled with ample liquidity and a fortress balance sheet, Vision 2025 provides the financial and strategic foundation for Carlisle to not only weather the crisis but to accelerate growth plans during and through the recovery.

Through June 30th of 2020, Carlisle has invested $49 million into capital expenditures to drive organic growth, including plant and equipment improvements to drive efficiencies; repurchased $192 million of stock; and paid shareholders $56 million of dividends. In August, Carlisle increased its dividend for the 44th consecutive year and continued its track record of acquiring synergistic and strategic “bolt-on” acquisitions for its core platforms, the latest closing in mid-July.

“Sometimes, leaders today are constrained by the model that defined past success instead of thinking about what is possible. The construction of Vision 2025 focused our teams on unlocking their full potential and the potential of their businesses.” Koch says. “At Carlisle, we have a bias for action culture. As a result, Carlisle’s employees have not only delivered for our customers during this challenging time but continued to focus on long-term initiatives central to the success of Vision 2025.”

An example of this is Carlisle’s efforts on ESG (Environmental, Social, Governance). In 2018, Carlisle appointed Dave Smith to the role of its first Director of Sustainability, who in a center-led role, was responsible for publishing Carlisle’s first Corporate Sustainability Report. This report showcases how Carlisle has always sought to treat employees fairly, respect the communities in which it operates and put forth its best effort to ensure it remains a responsible business partner. More importantly, it highlights Koch’s belief that the issues surrounding society and the environment cannot be put on the shelf in times of crisis, but rather need to be supported and invested in to maintain momentum.

“Surviving and ultimately emerging from the pandemic requires a focused and committed organization. This begins with the power of clarity that a well-constructed strategic plan delivers,” Koch says.

He notes, “We’ve seen massive upheaval in our end markets since the beginning of 2020 as the pandemic has migrated across the world. With the support of Vision 2025 and our strong financial position, Carlisle’s employees have risen to the unprecedented challenge and delivered value for our customers and shareholders, and supported our communities and each other.”

The Carlisle Interconnect Technologies division of Carlisle (CIT) is participating in the Mars 2020 Perseverance Rover Mission by providing CIT-engineered products that support the communication link between NASA and the Perseverance Rover, helicopter and based command, continuing Carlisle’s almost three decades of partnership with the U.S. space program.

At JLL, we know smart real estate strategy is simply good business. We bring together the right combination of skills and match them with valuable data, powerful connections and a deep understanding of real estate. The result is one-of-a-kind advice and solutions. Buildings that operate at peak performance. Workplaces where employees can thrive.

Our JLL Phoenix real estate experts in all property types look forward to helping you achieve your business ambitions with our local services: • • • • •

Tenant representation Landlord representation Real estate consultation Capital markets Debt and equity financing

jll.com

I

+1602 282 6300

(@)JLL Jones Lang LaSalle© 2019 Jones Lang LaSalle Americas, Inc. License#: C0508577000 All rights reserved.

• • • • •

Financial analysis Property valuation Property tax services Facilities and property management Project and development management

YOUR BENEFIT IN BUSINESS

Get Up-to-Date Returnto-Work Requirements across All 50 States Text-message health-screening company Picohealth offers businesses a free tool, COVID-19 State Health Screening Requirements, to make sense of constantly changing COVID-19 symptom and temperature screening requirements in all 50 states.

Each week, states are issuing return-to-work guidelines and executive orders mandating how employers should keep their workplaces safe. But with frequent changes to these guidelines — often updated weekly and specific to each industry — businesses encounter confusion about the requirements that apply to them.

Picohealth has distilled these guidelines into an easy-to-use tool that companies can use to see what they’re required to implement — and what’s just recommended. By simply selecting their state and industry in the COVID-19 Health Screening Requirements tool, managers can see at a glance the COVID symptom questions they’re required to ask employees, when they should screen employees, and if they need to consider temperature checks in addition to symptom screening.

Click on the website’s Resources tab to access the “COVID-19 Employee Health Screening Requirements by State.”

Picohealth is a text-messaging health screening company that helps employers reduce risk by screening their workers for COVID-19 symptoms.

With an easy-to-use platform, employers can prompt workers via SMS to complete a secure, customizable symptom screener — with no apps to download or install. Based on employee responses, businesses can define next steps for the employee, and can view trends and audit logs in an administrator dashboard. —Mike Hunter Picohealth picohealth.net

SEPT. 2020

20

INBUSINESSPHX.COM

The current COVID-19 outbreak has created tremendous awareness of the importance of thorough disinfection. Given the extraordinary challenges facing healthcare systems and hospitals today, it is critical that the healthcare industry transform its disinfection and cleaning protocols to focus on deadly pathogen elimination to ensure the greatest safety for staff, patients and the public.

Even before COVID-19, hospital-borne pathogens were infecting hospital patients at an unacceptably high rate and in too many cases causing severe illness and even death. The Centers for Disease Control and Prevention estimates that almost 100,000 people die annually in the United States from healthcare-associated infections.

Nevoa® Inc. — a local company based in Tempe, Arizona, with extensive experience in technology, healthcare and product development — has launched one of the most technologically advanced disinfecting systems currently on the market, called Nimbus™. Nimbus is a whole-room disinfecting robot that uses a proprietary fogging technique for disinfecting hospital patient rooms as well as other enclosed spaces.

The patented Nimbus robot, when used in conjunction with Nevoa Microburst Solution, not only kills SARS CoV-2 (the coronavirus that causes COVID-19) but also kills other deadly pathogens, including Staph, MRSA, C. diff. and Influenza A. Microburst is proven to be greater than 99.99 percent effective at disinfection, and is an EPAregistered, hospital-grade disinfectant whose active ingredient is Hypochlorous acid (HOCl).

The no-touch, automated robot Nimbus is placed inside a hospital patient room and all vents and doors are temporarily sealed. Nimbus is controlled by a smart tablet just outside the room and guides the user to initiate the disinfection process. Microburst disinfecting solution is atomized, or fogged, by Nimbus, and the fine mist contacts all surfaces in the room for whole-room disinfection. Nimbus then uses its patented filtration and dehumidification Rapid Room™ Technology to eliminate the disinfecting solution from the air and surfaces, while logging the process data for quality control. This allows for immediate room re-entry with no waiting required.

It takes only about 30 minutes to disinfect an entire room, which lets the next hospital patient

Almost 100,000 people die annually in the United States from healthcare-associated infections.

to be admitted, quickly and safely, to a clean, disinfected room.

The Nimbus + Microburst disinfection cycle is one of the fastest and most effective technologies currently available to healthcare facilities. Unlike ultraviolet (UV) disinfecting systems, Nimbus + Microburst’s whole-room fogging eliminates shadowing effects where pathogens can hide, and leaves no unpleasant odors behind.

Led by inspired, passionate creators who approach problems from a unique perspective, Nevoa has invented solutions that are currently being used in hospitals around the country to help eliminate deadly pathogens commonly found in patient rooms.

Nevoa’s goal is to invent disinfection products that kill pathogens that cause healthcareassociated infections and, ultimately, to save the lives of people in environments where germs and pathogens are known to thrive.

Nevoa is transforming the healthcare industry’s decades-old disinfection and cleaning protocols to highly effective, automated protocols that disinfect better.

This technology is already changing the way hospitals approach whole-room disinfection.

—Ernest Cunningham, president of Nevoa Inc. (www.nevoainc.com), a company committed to disinfection technology designed to kill deadly pathogens commonly found in healthcare settings

Photos courtesy of Picohealth (left), Nevoa Inc. (right)

Changing the Way Hospital Rooms Are Disinfected, One Robot at a Time

WELL WELL WELL

Let’s talk.

INNOVATIONS FOR BUSINESS

TECH NOTES

ZorroSign Move Boosts Phoenix’s Creds as Blockchain Tech Hub Blockchain technology has been increasing the security of electronic transactions, and the aim of ZorroSign’s CEO and co-founder, Shamsh Hadi, is to ensure such transactions can stand up in any court of law. The recently announced move of ZorroSign, Inc., a global leader in blockchain-based digital signatures and digital transaction management, to relocate its worldwide headquarters to the Greater Phoenix area strengthens our metropolitan region’s position as a hub for this critical technology.

“We’re very excited to establish our global operations hub in Greater Phoenix,” says Hadi.

“The region offers a supportive ecosystem for a rapidly growing tech company like ours — with mechanisms in place at the academic, state and municipal levels — especially through the efforts of the Greater Phoenix Economic Council and the City of Phoenix Community and Economic Development teams, which helped drive our decision to relocate.”

Access to talent from top-ranked universities was one factor in the company’s choice of location, furthering Hadi’s vision to continue to evolve and develop smart, secure — and efficient — solutions to everyday business challenges.

Other factors in ZorroSign’s choice of Phoenix over other markets were its supportive technology ecosystem, pro-business and friendly regulatory environment, and the quality of life and affordability the region affords. ZorroSign will maintain offices in Dubai, UAE; Colombo, Sri Lanka; and Mumbai, India; and will immediately start hiring for sales development and technology roles.

As an initial phase of this move, ZorroSign will set up their global operations hub and headquarters at Grand Canyon University Canyon Ventures Center for Innovation and Entrepreneurship. The company will also establish links with blockchain-related research and development work at both GCU and Arizona State University campuses, while accessing the excellent academic and business-building support that Canyon Ventures offers.

ZorroSign’s digital business platform is built on private, permissioned blockchain technology for maximum privacy and security. As part of ZorroSign’s commitment to corporate citizenship, and understanding of the current economic climate, the company will help Greater Phoenix businesses securely go digital in the new economy by providing companies with a free trial and support services. —Mike Hunter zorrosign.com

SEPT. 2020

22

INBUSINESSPHX.COM

Intelligent Chat Enables Better Lead Conversion Buyers today expect businesses to always be available — they have short attention spans, and they’re increasingly unwilling to sift through information to get the answers they need. Long email correspondence, phone tag and contact forms are no longer sufficient, especially since quick response times matter more than ever before.

The longer a business waits to follow up with a lead, the less likely it is to make the sale, book the appointment or pitch the product. Timing is crucial; if a business can contact a lead within the first five minutes, as opposed to the first 30 minutes, that business is one hundred times more likely to achieve its desired outcome, according to a study by LeadResponseManagement.com (www.leadresponsemanagement.org/lrm_study).

This means that for businesses to thrive, they need to have a plan for delivering instant, ondemand communication that makes the buying process effortless.

THE AI-POWERED SOLUTION

Because of the changing landscape of lead engagement, AI-powered chat is stepping in to fill the gap. With intelligent chat, customers can receive answers to their inquiries 24/7 without the need for a live agent. Not only does this benefit customers looking for answers to basic questions, but AI-powered chat can also answer highly specific, free-form questions. If someone wants to know how long a certain staff member will be available or what the current in-person wait time is for a service, intelligent chat can provide a quick and automatic response. While these are common uses of intelligent chat, the technology is capable of so much more — and this is especially true in today’s difficult and unpredictable climate.

COVID-19 drastically shifted the way businesses communicate with customers. With so much uncertainty surrounding the pandemic, such as changing business hours, added health and safety precautions, and even closures, AI-powered chat offers an instant solution that addresses questions customers are raising in greater frequency. The technology has been especially useful for businesses with several brick and mortar locations. If a customer from Phoenix wants to know details about her local store, intelligent chat can ensure she gets the correct information. Static websites often do a poor job of communicating specifics, and this is where intelligent chat provides superior value.

Businesses aren’t just dealing with customer uncertainty; they’re addressing employee uncertainty as well. No one knows when it’ll be completely safe to return to office environments, but for companies putting together their return-to-work plans, intelligent chat can make the process easier. Intelligent chat is now being offered by companies like STChealth to help human resource leaders make informed decisions for employee well-being. Through STC’s SAFE Return to Work Program, HR professionals can learn about COVID-19 best practices, stay up to date on the latest research and even enable contact tracing amongst employees, all with the assistance of intelligent chat when needed.

Leads are the lifeblood of any business, and intelligent chat can manage them faster and more effectively than human representatives. Intelligent chat allows end-users to clearly articulate what they’re looking for and gives businesses the ability to respond instantly with a helpful answer.

This process enables businesses to personalize the discovery process using natural language conversion. If those leads are truly qualified, they’ll get moved to the next stage of the sales process, which could be speaking with an in-person team member. Companies that use this approach have been shown to double their conversion rates and significantly increase their revenue.

Enabling this next generation of intelligent chat nurturing, Botco.ai is currently the only marketingfocused chat technology company robust enough to scale to the demands of enterprise-level businesses. This is achieved through its unique learning approach. Rather than having a team of live agents or a solution that can answer only basic questions, the company leverages advanced AI and machine learning to quickly analyze inquiries and predict outcomes. Intelligent chat is the future of communication, and Botco.ai is paving the way.

—Rebecca Clyde, CEO and co-founder of Botco.ai (botco.ai), a fully-automated, AI-powered marketing chat solution that can be implemented at scale

Google search histories are an excellent way to find out what workers are thinking about. An analysis by SEMrush, a trends data provider, on how perceptions of work from home have shifted found the most trafficked website is Zoom (spiked 359.25 percent year over year) and the most sought-after home office item is best home office chair (searches increased 613.75 percent year over year). semrush.com

Great Impact: Funding Businesses and Nonprofits to Sustain Our Economy

by Mike Hunter

OUR COMMUNITY has stepped up to the plate to help businesses of all sizes — it always has.

This economic downturn is among the worst we have seen. No one could have anticipated a time in modern America when business would be asked to simply shut down.

Prior to the pandemic, our economy was stronger than most other states in the country. From population growth to property values, the Greater Phoenix metropolitan area was, simply put, the place to be.

So it is no surprise that federal, city and local governments and organizations would step in and help to fund small business and provide relief grants and other programs to help them get by, nor that some businesses would build themselves up to thrive in the face of COVID-19. Many of their stories are stories of inspiration. Many businesses have pivoted because they have had little idea as to when “business as usual� will resume.

In Business Magazine is introducing its readers to the organizations funding these businesses and telling the stories that are putting them back on their feet. While these are uncertain times, one thing is for certain: This business community will come back.

Injecting Funds to Sustain Our Economy Many are stepping up, but these funding partners are doing the hard work to provide immediate help through relief grants and other programs. While some of these organizations regularly grant funds, there is no question that the volume — both in number of grants and amount of funds — is a lot to manage and disburse. Overwhelmed staff changed policies, and the urgency of doing it now has taken a toll.

But at the end of the day, each of these organizations is working harder than ever to empower business and make a difference.

Arizona Community Foundation Steven G. Seleznow, President and CEO azfoundation.org

The Arizona COVID-19 Community Response Fund was established by the Arizona Community Foundation, in partnership with a growing list of local corporations and foundations, to support nonprofit organizations across the state as they respond to the impact of COVID-19 within our community.

ACF is committed to working with other funding partners and community collaborators to move resources quickly and adapt to evolving community needs in order to support gaps not covered by state or federal relief funding.

One hundred percent of contributions to this fund will be distributed to nonprofit organizations swiftly as needs arise.

While the initial priority is to address immediate needs, additional funds will be released on a rolling basis as fundraising continues through outbreak and recovery phases of the COVID-19 pandemic.

FUNDS & ELIGIBILITY Nonprofits were provided grants up to $25,000, depending on the immediate relief efforts outlined in their application.

To be eligible, organizations needed to meet the following criteria: • Any Arizona 501(c)(3) organization, government agency, tribal entity and religious organization that operates with fiscal accountability and responsibility.

• Organizations without 501(c)(3) status must use a fiscal agent to apply on their behalf. Fiscal agents must be a 501(c)(3) organization. A copy of the agreement between the fiscal sponsor and the sponsored organization is required.

• Organizations must be in good standing with the IRS at the time of review.

• If requested, organizations must demonstrate a non-discrimination policy regarding staff, employment, governing board and service delivery based on race, ethnicity, religion, gender, sexual orientation, gender identity, age, disability or national origin.

ACF has granted $8.2 million to 787 nonprofits. It reports that, as of mid-August, it is out of funding for immediate relief grants and is starting to consider the long-term recovery needs.

ACF is also administering the small-business relief grant programs for Phoenix IDA, City of Phoenix, City of Yuma, Maricopa County, City of Chandler and the City of Peoria. As of mid-August, more than $37.0 million was still available to grant to small businesses.

ACF has granted $8.2 million to 787 nonprofits.

26

SEPT. 2020

INBUSINESSPHX.COM

Flinn Foundation Tammy McLeod, Ph.D., President and CEO flinn.org

The Flinn Foundation’s philanthropic investment in Arizona is in four areas: bioscience, education, civic leadership, and arts and culture. This spring, in two of those areas — bioscience and arts and culture — the Flinn Foundation focused its grantmaking on responses to COVID-19.

In the biosciences, Flinn Foundation grants have been to protect frontline healthcare workers, accelerate development of therapeutics, and support outbreak modeling and tracking.

In arts and culture, the Flinn Foundation has shifted an existing program that addresses the financial and creative health of the state’s largest arts-and-culture organizations to help these organizations respond to the pressures of the pandemic.

Additionally, the Flinn Foundation has contributed to a multi-funder community fund established by the Arizona Community Foundation.

FUNDS & ELIGIBILITY The Flinn Foundation’s 2020 COVID-19-related grants have included: • $175,000 to Northern Arizona University to support a pair of projects at NAU’s Pathogen and Microbiome Institute and the Center for Health Equity Research: the first a project to establish a center for testing and evaluating effectiveness of proposed drugs for treating patients with COVID-19; the second a project to model the spread of COVID-19 in rural settings like northern Arizona and the Colorado Plateau, which have much different characteristics than the urban centers of outbreak informing most existing models.

• $150,000 to the Arizona Apparel Foundation to support a project of the Fashion and Business Resource Innovation Center, located in downtown Tempe, to manufacture PPE for healthcare workers.

• $100,000 to the Translational Genomics Research Institute to support an expansion of COVID-19 testing.

• $100,000 to the Arizona COVID-19 Community Response Fund, established by the Arizona Community Foundation to aid nonprofit organizations throughout the state that have been endangered by the disease’s wide-ranging impacts.

INBUSINESSPHX.COM

Grants to be awarde d in art s and cu lture throug h 2021 may exceed $1 milli on.

• $ 25,000 to the University of Arizona College of Medicine – Phoenix to support a new COVID-19 Innovation Team at the medical school, involving clinicians, students and local companies conducting rapiddesign projects to improve the efficacy and safety of treatment tools for COVID-19 patients.

• $10,000 to Arizona State University to support a project using wastewater epidemiology to track the prevalence of COVID-19 in the community, to enable local officials to identify disease hot spots.

The Flinn Foundation has earmarked the balance of its 2020 grantmaking budget in arts and culture — and the majority of funding in this area for 2021 — to help its grantee pool of 17 organizations respond to the pressures of the pandemic, including by reimagining programming and their broader business models. These arts-and-culture grants, which are being planned carefully in consultation with the grantee organizations, will likely total more than $1 million.

The Flinn Foundation’s grantmaking occurs by invitation only — not through open requests for proposals — with requirements for applying and conditions of grants dependent on the specific opportunities and needs of the grantees. All Flinn Foundation grantmaking is to Arizona nonprofit organizations in the Foundation’s four areas of investment.

As of mid-August, the 2020 grants awarded, which are described above, have totaled $560,000. Grants to be awarded in arts and culture through 2021 may exceed $1 million. Additional bioscience grantmaking focused on the response to COVID-19 will likely occur in 2020 and/or 2021.

SEPT. 2020

27

Maricopa County Small Business Relief Program John Lewis, Chief Financial Officer of Maricopa County bitly.com/maricopa-sbrp Maricopa County created a small-business grant program with the assistance of the Arizona Community Foundation in early July. The purpose of the Maricopa County Small Business Relief Program is to support the continued viability of small businesses experiencing financial hardship due to the COVID-19 pandemic.

le aritab h C ulliam year-end P n o Mas nual ld n a a n i d N s cou [ e de i i v c o n r f ]p age eas o Trust early, so r a d r, ar ng anne y tow e m fundi n y l o e tim he m put t need in a iteria r c g rtin n est great ened repo applicatio o s s loos ants, ied it r f i l g p y e im nc and s r emerge re tim o m pend ss fo s. proce its could s al service itic rof nonp livering cr on de

FUNDS & ELIGIBILITY The first phase of the program targeted small businesses and nonprofits with less than $3 million in annual gross revenue. The County wanted to help truly small organizations with few employees to keep them from closing their doors while the economy recovers. More than 300 businesses received grants up to $10,000 during that three-week period ending July 31. The total was about $2.4 million.

Phase 2 of the grant program started on August 17, 2020 and will run until October 2, 2020. The County increased the time period, elevated the caps on business size, and increased the potential grant to $25 thousand dollars for small business and nonprofits that qualify.

To qualify for Phase 2, businesses: • May have received other COVID-related financial assistance; • Must have a maximum of 50 employees; • Must have less than $5 million in gross sales; and • Must demonstrate their gross revenues declined by at least 25 percent as a result of COVID-19 from March to June 2020.

Other small business qualifications are available at Arizona Community Foundation located at www.azfoundation.org Maricopa County has approximately $20 million available for small businesses and nonprofits in this second phase. Grant awards will be provided on a rolling basis based on the date of submission until funding is exhausted or the grant period closes.

Maricopa County has approximately esses and $20 million available for small busin nonprofits in this second phase.

28

SEPT. 2020

Nina Mason Pulliam Charitable Trust Gene D’Adamo, President and CEO ninapulliamtrust.org

When it became apparent in early March that community spread was occurring in Arizona (and Indiana, where the Nina Mason Pulliam Charitable Trust also operates), the Nina Mason Pulliam Charitable Trust engaged with fellow philanthropic organizations and community partners to mobilize collectively and swiftly to help meet the needs that emerged. The Trust participated in the Arizona Community Foundation’s COVID-19 Community Response Fund to assist nonprofit agencies facing suddenly increased demands for services. It reached out to more than 65 of its grantees to determine where it could provide the greatest support, then focused the majority of its COVID-related aid on direct services organizations in Maricopa County providing food access, senior and homeless services and domestic violence/crisis intervention.

In addition to providing emergency grants, the Trust also changed some program-specific grants it had already distributed to operating support grants, so organizations have greater flexibility to use the funds where they need them most.

Finally, the Trust provided annual year-end funding early, so agencies could put the money toward areas of greatest need in a timely manner, loosened reporting criteria and simplified its application process for emergency grants, so nonprofits could spend more time on delivering critical services.

INBUSINESSPHX.COM

Phoenix Community Development & Investment Corporation (administered by Phoenix IDA) FUNDS & ELIGIBILITY

Milton Dohoney Jr., Chair of the Board of Directors

As of mid-August, the Trust in 2020 has granted nearly $2 million in COVID-related funding to nonprofits in Arizona, primarily to direct service organizations in Maricopa County providing food access, senior and homeless services, and domestic violence/ crisis intervention. In addition to meeting basic human needs, The Trust continues to support its initiative work related to animal welfare and the environment.

Organizations helping people in need to which the Trust has provided COVID-related grants include About Care, Arizona Community Foundation, Arizona Food Bank Network, Beneville, Big Brothers Big Sisters of Central Arizona, Child Crisis Arizona, Desert Mission, Dress for Success Phoenix, Fresh Start Women’s Foundation, Girl Scouts – Arizona Cactus Pine Council, House of Refuge, Human Services Campus, Justa Center, Native American Connections, Northwest Valley Connect and Waste Not. Organizations protecting animals to which the Trust has provided COVID-related grants include Alliance for Companion Animals, Altered Tails, Lost Our Home Pet Foundation, PACC911 – Phoenix Animal Care Coalition 911, Phoenix Herpetological Society and Southwest Wildlife Conservation Center.

Organizations enriching community life to which the Trust has provided COVID-related grants include the Heard Museum.

While the Trust does not have a dedicated COVID-19 fund, for the first time in its 23-year history, its board of trustees will consider proposals that increase the Trust’s grantmaking beyond annual giving limits, so it may provide additional help during these incredibly challenging times. The Trust anticipates granting an additional $1 million in relief funds by the end of the year.

The Nina Mason Pulliam Charitable Trust accepts proposals by invitation only. While the Trust relaxed its proposal process as the pandemic took hold but will be returning to the more typical process described on the website as the trustees consider funding for the rest of the year.

pcdic.org

INBUSINESSPHX.COM

The Phoenix Community Development & Investment Corporation is a nonprofit organization with a mission to attract and provide funds for projects that will improve the quality of life of those individuals who live and work in underserved areas of the community.

BDFC ap

proved 7 4 loans, averagin g $27,00 0, to support a wide v ariety of small business types with an a verage o f five employe es.

FUNDS & ELIGIBILITY In March 2020, PCDIC began directing funds to nonprofit and small businesses to offer relief across the Valley. PCDIC’s goal was to lend and invest in the highest-impact areas to reach those in need, including individuals, families, business owners of small and micro businesses and nonprofit organizations.

Payroll Protection Program Loans: PCDIC loaned the Business Development Finance Corporation (bdfc.com) $2 million to offer loans through the Small Business Administration’s Paycheck Protection Program. Loans were made available, up to $100,000, to for-profits, nonprofits, sole proprietors, independent contractors and self-employed individuals located in or near low-income census tracts within Maricopa county.

BDFC approved 74 loans, averaging $27,000, to support a wide variety of small business types with an average of five employees. Loans were approved to cover operating expenses with a focus on keeping workers employed during these difficult times.

Small Business Grants: PCDIC awarded $100,000 to Local First Arizona for the Small Business Relief Fund (localfirstaz.com/small-business-relief-fund) to provide mini-grants to Arizona’s smallest locally owned enterprises. Mini-grants were awarded in the amount of $1,000–$2,500 to micro-entrepreneurs (businesses with three or fewer employees, less than $250,000 in annual revenue, and approximately $35,000–$45,000 in net profits). Funds were intended to help microentrepreneurs cover immediate needs to care for their families until they could stabilize revenue and rebuild their businesses.

Support for Nonprofit Organizations: PCDIC provided $1,100,000 to support the Arizona Community Foundation’s COVID-19 Community Response Fund with grants to small nonprofits.

ACF and its donors, including PCDIC, awarded nearly 800 grants totaling more than $8 million to nonprofits across Arizona. This grant fund is no longer accepting applications.

Nonprofit and Small-Business Loan Relief: In collaboration with community lenders, the PCDIC offers loans to nonprofit organizations and small businesses for projects that create a social impact. Loans, referred to as Community Impact Loans, are generally made to improve the lives of vulnerable populations and underserved communities. Since the beginning of the pandemic, the PCDIC has deferred loan payments for borrowers to offer relief.

SEPT. 2020

29

Phoenix IDA Juan Salgado, Chief Executive Officer phoenixida.com

The Phoenix IDA is an entrepreneurial nonprofit organization focused on advancing economic growth and opportunity through access to capital.

In response to the COVID-19 pandemic, the Phoenix IDA pivoted quickly to allocate funds to support and offer emergency relief funds to Phoenix nonprofits and small businesses.

FUNDS & ELIGIBILITY Outlined below are the grant and loan programs lead or supported by the Phoenix IDA to reduce the economic and community effects of the crisis.

Small Business Relief Grants: The Phoenix IDA, in coordination with the City of Phoenix and other funding partners, developed a grant program targeted to help local small businesses located in economically distressed areas of Phoenix. Up to $10,000 grants were offered to help small businesses experiencing loss of revenue due to the COVID-19 pandemic.

• Round One (April 2020): Awarded 213 local small businesses a total of $1.8 million dollars — with an average of seven employees at time of application.

• Round Two (May 2020–Present): Funding primarily provided by the federal CARES Act funds through the City of Phoenix; grants are available up to $10,000 to local small businesses experiencing loss of revenue during the past five months and located in economically distressed areas of Phoenix. Funding for small businesses is still available and the online application is open on the Arizona Community Foundation website azfoundation.org/PHXgrants.

Nonprofit Relief Grants: The Phoenix IDA provided $100,000 to the Arizona Community Foundation COVID-19 Community Response Fund to provide immediate relief to nonprofits and to support increased demand of services due to COVID-19. ACF and its partners, including the Phoenix IDA, awarded nearly 800 grants totaling approximately $3.7 million to nonprofits across Arizona. ACF is no longer accepting applications.

Nonprofit Loan Relief: In collaboration with community lenders, the Phoenix IDA offers loans to nonprofit organizations and small businesses for projects that create a social impact. Loans, referred to as Community Impact Loans, are generally made to improve the lives of vulnerable populations and underserved communities. Since the beginning of the pandemic, the Phoenix IDA has paused loan payments for borrowers to offer relief.

Small Business Loans: The Phoenix IDA loaned $5.5 million to Prestamos Community Development Finance Institution in April 2020 to support its Small Business Administration Paycheck Protection Program lending efforts (as a community development financial institution, Prestamos is certified to serve small businesses in low-income communities and minority and woman-owned businesses). Prestamos stopped accepting applications on August 8, 2020, after providing 121 loans with an average loan size of $26,000 to Phoenix small businesses and more to businesses across Arizona. The average size of Phoenix small businesses that received PPP loans through Prestamos was four employees. The funding was intended to incentivize business owners to keep their staff on payroll through the COVID-19 pandemic.

the h t i w n o i dinat r o o c n i , IDA ners, t x r i a n p e o g h n i P The er fund h t o d n a enix ted to o e h g r P a f t o m y t a Ci progr t n a r g a ted in a c o l s e developed s usines b l l a m enix. s o l h a P c f o l o p s l he d area e s s e r t s i ally d economic

30

SEPT. 2020

INBUSINESSPHX.COM

Virginia G. Piper Charitable Trust Mary Jane Rynd, President and CEO pipertrust.org

Virginia G. Piper Charitable Trust supports organizations that enrich health, well-being, and opportunity for the people of Maricopa County, Arizona, carrying on the philanthropic legacy of Virginia Galvin Piper, the wife of Motorola founder Paul V. Galvin. The Trust began grantmaking in Maricopa County in 2000 with Mrs. Piper’s endowment of $600 million. To date, the Trust has invested more than $482 million in local nonprofits and programs in the areas of healthcare and medical research, children, older adults, arts and culture, education, and religious organizations.

FUNDS & ELIGIBILITY Due the rapid onset of the COVID-19 pandemic, in March 2020, Trustees of Piper Trust took swift action to support Maricopa County nonprofits through intentional focus on understanding community need and awarding emergency grants. Typically, Piper Trust awards approximately $22 million annually in grants to Maricopa County nonprofits. Since March 2020 to date, the Trust has awarded $11,450,000 in emergency grants to community nonprofits in response to the pandemic and economic downturn. The following are some examples of Piper Trust emergency grants this year:

INBUSINESSPHX.COM

Since M arch 202 0 to dat the Trus e, t has aw arded $11,450, 000 in e mergenc grants t y o comm unity nonprof its in res ponse to the p andemic and econom ic downt urn.

• $ 2 million grant to Arizona State University’s Biodesign Institute to develop preparedness responses to the novel coronavirus.

• $2,760,000 in grants to six hospital systems.

• $1 million in grants to six community health centers.

• $2,040,000 in grants to 28 human service organizations.

• $2,200,000 in grants to 44 arts and culture organizations.

Currently, Piper Trust’s responsive ongoing/monthly grantmaking process is paused so that staff and Trustees can focus 100 percent on emergency grantmaking. Emergency grants are determined by Trustees of Piper Trust and not through an application process. Emergency grants to date have been awarded to existing Trust grantees that have service missions in the areas of healthcare and medical research, children, older adults, arts and culture, education, and religious organizations.

Since March 2020 to mid-August, the Trust awarded $11,450,000 in emergency grants to community nonprofits in response to the pandemic and economic downturn.

Trustees of Piper Trust are actively listening to the community and seek to be on the pulse of understanding need in the midst of the pandemic and economic crisis. They are in constant communication with each other and Trust staff about nonprofit grantmaking and ways to support the community.

A “final dollar amount” for emergency grants has not been determined at this point; Trustees are willing to dip into its endowment if needed.

SEPT. 2020

31

Funding the Effects of the Pandemic to Grow Business Business is the lifeblood of any economy. Small businesses are said to be the fuel that any strong economy runs on. That thinking has, until earlier this year, been what we have proven — making Greater Phoenix one of the top places to be in business.

We are fortunate to have some of the stories of those who have received funding to get them through the toughest of times in recent months. The companies below represent many sectors that have been hardest hit by the pandemic. We asked them to share details about what they used the funding for, how it impacted them and what they plan for the future.

A Better Way Lois Williams, Chief Executive Officer Sector: Nonprofit A Better Way has been in existence for more than 16 years and has housed, provided sober living programs and job referrals to thousands of Arizona residents. We get hundreds of referrals monthly from detox centers and outpatient mental health facilities all over the Valley. A closing of this facility would cause an enormous impact on the low-income housing population in the state of Arizona.

Our mission is to help the homeless and those individuals who have been maladjusted to life due to drug and alcohol abuse as well as being homeless. We provide shelter, substance abuse classes and life skills clothing along with help obtaining resources for jobs and schooling. Our largest service of contributions was volunteering service to the sporting and entertainment venues. This ended

Stepping

situation

forced to

up to the

as best w

unpreced

e could,

ented

we were uarantine masks a areas an nd sanitiz d ers as w arranted . provide q

32

SEPT. 2020

at the beginning of March 2020. We were simultaneously interrupted without notice with the coronavirus pandemic. Our world as we knew it changed.

We provided service to several venues servicing different stadiums, both of which are now no more. It brought us a monthly revenue of approximately $18,000. This provided housing, utilities, food, clothing and other essentials to the more than 30 men we were helping at the time, along with help with meetings, training and other recovery needs.

We provide intake for all detox and behavioral health operations in Arizona, but were forced to limit the intake and faced the possibility of closing our doors. We applied to the Arizona Community Foundation for a grant that would allow us to keep our doors open and keep our men safe and off the streets and in hope of becoming productive citizens again.

The $10,000 COVID-19 Grant we received helped immensely in keeping the indigent, homeless and disabled in a safe home, especially needed during the pandemic. The funding was used to ensure housing with rent, utilities, food and clothing. With most of the shelters being overwhelmed and full, my sober living program had to adjust for safety to the homeless. Stepping up to the unprecedented situation as best we could, we were forced to provide quarantine areas and masks and sanitizers as warranted.

We are still in dire need of funding and still face the possibility of closing down. My services are highly requested, but I'm unable to meet the need because of funding, housing, and licensing and zoning issues. Licensing cost is tremendous with the state. As I write this in late August, I'm finding myself making a decision of releasing the men back into the streets or to other agencies that are equipped to take them in within the next 30 days.

Arizona Bleeding Disorders Chastity Fermoile, Executive Director and Chief Development Officer Sector: Nonprofit: arizonahemophilia.org

Arizona Bleeding Disorders (formerly Arizona Hemophilia Association) serves people with inherited bleeding disorders in the state of Arizona.

We had seven employees pre-COVID-19.

Since its onset, we have had to reorganize due to a tremendous loss in funding — down to five employees, of which one was cut back to 20 hours a week. When the State was opening (prior to shutting down again), we did bring on another staff to help with the influx of services and member needs that required more attention of our other staff.

Our organization services more than 550 families in Arizona, with 90 percent being women and children. Our community members suffer from a wide range of bleeding-related conditions that affect all ages. These families and individuals are considered immunocompromised due to their inherited disorders and the complications that can arise from them. Keeping this community healthy and reducing their exposure to COVID-19 is imperative, given the high risk the coronavirus poses to them. Consider an individual experiencing a high-risk internal bleed — who would likely end up in a hospital for several days to receive

INBUSINESSPHX.COM

treatment, incurring thousands if not hundreds of thousands of dollars in carerelated bills and medication costs. For example, we have an 11-year-old who is on access and has an inhibitor, was hospitalized due to a bleed and within two weeks cost the state more than $1 million. This is what we want to prevent, and we have the staff and expertise to make sure that happens.

As a nonprofit, we rely heavily on revenue from fundraising events. At the beginning of COVID-19, we had to cancel our largest fundraiser, the Salsa Challenge.

This was just the beginning. Over the months that followed, we had to make difficult decisions to cancel programs, conferences and other events that lost us more than $700,000 in revenue. That was just through September. We are continuing to cancel and postpone programs and events as we are so unsure of what the future looks like in the State of Arizona.

We received a $10,000 COVID-19 Grant from the Arizona Community Foundation.

Once we received this funding, our first priority was continuing to provide the muchneeded healthcare, emergency financial assistance, food, utilities assistance, etc. to our members. We were also able to implement virtual programming and resources.

The grant provided us the opportunity to set up virtual outlets to reach our members and continue to offer education and resources about bleeding disorders and the critical care that they need.

Prior to COVID-19, more than 55 percent of the bleeding disorder community was living below the poverty line, largely due to the astronomical costs incurred from medication and healthcare. Today, that number exceeds 70 percent. Cost of care can easily balloon to up to $45,000 a month per individual, without health insurance; even with health insurance, they face a co-pay of a minimum of $5000. Since March, the number of members with significant financial impact due to COVID-19 has been startling. This troubling scenario is becoming increasingly common because of the wide-reaching economic impact of the virus. This funding has helped us provide the much-needed services and resources our members were needing to get through this unprecedented time.

Regarding the future and our area’s economy, we are, frankly, scared and nervous of the unknown. As a nonprofit, we are having to get very creative in how we fundraise so that we can continue to provide to our community. Arizona has a large nonprofit sector, and every organization is searching for ways to provide for their community base. With the constant worry of businesses closing and people losing jobs and the fear of spreading the virus in a public event setting, we are worried that sponsorships, donors and fundraisers are going to fall to the wayside for not only us but the entire nonprofit sector. A falling economy can lead to a falling nonprofit sector.

had to e v a h e w , nset Since its o ndous e m e r t a due to reorganize n to five w o d — g din loss in fun as cut w e n o h ic s, of wh employee week. a s r u o h back to 20 INBUSINESSPHX.COM

The gran

main pie

in for its

t came a

ce of tes

t a crucia

ting equip

tri-annua

burden t

l mainten

he comp

l time be

ment nee

ance — a

any could

cause ou

ded to g

r

o

financial

not affor

d.

KAM Environmental, Inc. Kathy McCloskey, President Sector: Ecological Services kam-environmental.com

We are an environmental consulting firm servicing government entities, residential customers and private industry. We provide our services at the client site, and, after the stay-at-home order was implemented, we could no longer fulfill new work orders. Our two biggest clients are the City of Phoenix and a private engineering firm, both of whom shut down and were not issuing any new work requests. As I write this at the end of August, they are still not providing any new requests, and the monetary reserves the company had have all been depleted.

We received $7,500 from the Maricopa County Small Business Relief Grants. The grant came at a crucial time because our main piece of testing equipment needed to go in for its tri-annual maintenance — a financial burden the company could not afford. The instrument is a hand-held XRF analyzer, which tests for lead in paint. The source is radioactive and degrades over time; it has a life of about three years. My machine is at the three-year mark and a little beyond, so it can't be used. When we send it in for service, it's gone for two to three weeks. I want it ready to go when inspections start coming in again — I may lose out on work if I have to wait a few weeks to get it back.

I believe this type of funding has allowed very small businesses to remain open and keep employees on the payroll longer, which keeps money flowing in the local economy. If the numbers of new cases begins to decrease in the next few months, I believe that, with the assistance that’s been provided at both the Federal and local level, small businesses can stay open long enough to get back to normal cash flows — which means that we should recover fully. I think we can have a strong healthy economy in short order.

SEPT. 2020

33

NakedQ BBQ

Scott's Generations restaurant Delicatessen

Oren Hartman, Pitmaster

Scott Snyder, Co-Owner

Sector: Restaurant

Sector: Restaurant

nakedq.com

scottsgenerations.com

As COVID hit the Valley, we — like most small businesses — saw our business drop instantly. We lost our in-person dining, catering and a number of events. Historically, that had been the lion’s share of our overall revenue. Our business quickly had to adapt to the new business climate.

We received $10,000 from the City of Phoenix Restaurant Resiliency Grants. The Resiliency Grant has allowed us to keep our team members (all six) working and helped us to minimize the losses associated with the virus. The funding was very impactful in allowing us to transform our BBQ into a business built off carryout and delivery. We were able to build another prep station, a staging area for our delivery orders, and stay staffed adequately. We are in the process of moving some equipment that will give us more room to accommodate our new needs. The City of Phoenix program has been instrumental in making that a reality.

Looking to the future and our area’s economy, we expect it will take an extended time to fill our dining rooms again with in-person dining and to get back to our large-scale catering operations, but we are very optimistic that we can continue our current path and wait for things to get back to normal (or the new normal, whatever that looks like!).

Prior to the COVID-19 breakout, I employed 14 full- and part-time employees; at the present time, I have a total of eight full- and part-time employees. I hope that sometime soon we will be able to get our entire staff to work.

I received $10,000 from the City of Phoenix Restaurant Resiliency Grants.

Clearly, the reason I needed to apply was the lack of business due to COVID-19 and the struggles of staying afloat during the pandemic. After receiving the funding, I was able to prepare my restaurant for dine-in with appropriate distancing, put into practice the necessary steps to maintain the COVID-19 guidelines and continue to serve my customers in a responsible way.

I believe the funding has had a significant impact on our economy locally. I am trying to remain optimistic about the future of the local economy and hopeful that we can recover completely.

With that said, as time goes

by I believe we are all going to need more assistance from the After receiving the funding, I was able to government. After 32 years prepare my restaurant for din e-in with in business here in Phoenix, appropriate distancing, put into this obviously has been the practice the necessary steps to mainta most difficult time; hopefully, in the things will return to the levels COVID-19 guidelines and continu e to serve we enjoyed prior to March of my customers in a responsible way.

2020. I am truly grateful for the support of the City of Phoenix and its residents!

Sperduti Communications Kay Sperduti, President Sector: Marketing sperduticommunications.com

Sperduti Communications is a sole proprietorship that has been in business since 2009. We work with medical practices (all specialties) and medical services (urgent cares, outpatient surgical centers, etc.) to increase visibility, grow patient volume, optimize patient retention and handle day-to-day communications.

34

SEPT. 2020

Approximately 75 percent of our work involves visiting medical practices Valley-wide. When the stay-at-home order was enacted, we had to immediately shut down that portion of our business. The four independent contractors who have made those visits for the past 12 years had to stop immediately. The communications portion of the business was also greatly reduced as practices were having to minimize services. This resulted in a dramatic reduction of work sent to other local vendors, including graphic designers and web developers. Existing operational funds kept us going through June, but at that point we were nearing a zero balance.

Since June, the business has slowly restarted.

The late July funding — $10,000 from the Maricopa County Small Business Relief Grants — arrived just in time to pay for supplies, day-to-day operations and, most importantly, contractor and vendor payments. We were able to continue

paying our contractors and vendors immediately for their work as we've done for the past 12 years.

Each of our four independent contractors has been with Sperduti Communications since 2009.

They live locally and they count on this income.

While we continue to regrow our business, the funding has helped ensure the continued survival of the business and contributed to their financial well-being.

When it comes to our area's economic future, it's clear that small business will need continued support as we navigate our new realities. None of us should be sitting around waiting for things to return to normal. Rather, we have to redefine the roles of our businesses. The corporate giants who have mastered their online presence are doing just fine. It's time more attention is paid to small businesses as we work to re-establish ourselves in the months ahead..

INBUSINESSPHX.COM

Symmetry Health and Wellness Sue Kostyk, Owner Sector: Holistic Health symmetryhealthandwellness.com

I had just started my business January 2019, with a platform on social media. Very little overhead was needed, and I kept this platform while I finished my Integrative Health Certification. Mid-2019 to year end, business picked up and I was able to add clients and move to a more clinical style of practice, which included adding functional lab testing to my offerings — which requires a larger overhead.

Once COVID-19 hit and the stay-at-home order was in place, many of my clients lost income and could not afford my services. I was on the verge of building a good clientele and wanted to upgrade my back office. My very old computer was on its last legs and I was in the market to upgrade to a system to fit my growing business.

I have just received $5,000 from the Phoenix IDA Small Business Relief Grants, which will allow me pay rent, purchase a new computer and equipment, as well as add functional lab tests to my back office. Prior to COVID-19, I had one employee and two contractors; currently, I am down to just myself. I am hopeful that I will be able to rehire my intake assistant at some point. It has also enabled me to lower my prices to those clients that have been impacted, but still want to focus on their health.

This funding has allowed micro-businesses to get back on their feet. It doesn’t seem like a huge amount of money but, to a small business owner, it is exactly what I needed to sustain myself and not shut down completely.

I feel that our local economy is slowly but surely coming back. The grants that are being awarded will be so helpful to micro and small, family-owned businesses. It is sad and disheartening to see so many small businesses close their doors after decades of being in business. If we promote small business locally, our area’s economy will surely bounce back.

ad one h I , 9 1 D I OV Prior to C ctors; a r t n o c o and tw just employee o t n w o d I am ill be currently, w I t a h t l m hopefu a I . lf e s y ssistant m a e k a t in hire my able to re oint. at some p INBUSINESSPHX.COM

The grant enable

d us to cover 100

a totally unexpect

percent of

ed cost and to pro

business against

tect the

any additional hac

king.

Topete/Stonefield, Inc. Liz Topete-Stonefield, President and CEO Sector: Marketing topstone.net Topete/Stonefield, Inc., a minority- and woman-owned small business, is a multicultural and bilingual advertising, marketing and translations agency. The need to apply for a grant became obvious when 100 percent of my advertising clients stopped work altogether and I found out that one of our computers had been hacked via Zoom, which required a large, unforeseen expense at a time of uncertainty.

I am deeply thankful to the Arizona Community Foundation and the City of Phoenix. Their quick and thoughtful actions benefitted so many small businesses — like mine — as well as their employees and contractors and community at large.

At our company, we used the $5,000 we received from the Phoenix IDA Small Business Relief Grants to replace one dead computer with three computers: one to replace the one the hacker killed, a second one for sensitive information without access to the Internet or to our computer system, and a third one — also not connected to our main computer system — to be used exclusively for Zoom and searching the Internet. We also reviewed our system, procedures and firewalls.

The grant enabled us to cover 100 percent of a totally unexpected cost and to protect the business against any additional hacking. It also gave me peace of mind at a financially crucial time, as well as great joy knowing that ACF and the City had my back.

The advertising industry is back in business and, thank God, my company is doing very well, working long hours, which is great news for a small business! We have kept our staffing at the same level as preCOVID-19: two employees and 20-plus contractors.

We don’t expect to “go back to the way things were” any time soon.

During the past 34 years, we have learned to adapt to changes. We have survived one recession, one great recession and now we are faring well with this crisis, thanks to the Arizona Community Foundation, the City of Phoenix, our team, our friends, our families, and most importantly God. ¡Muchas gracias!

SEPT. 2020

35

COVID-19 Stories:

Experiences that Show Our Strength Can a small-business owner operate her business while fighting the novel coronavirus herself? Is there another avenue to pursue when COVID-19 closes a business’s bread-andbutter revenue stream? Are there new best practices a business can discover — and share with others?

Three businesses share their stories of what they learned and how they grew their business during the crisis.

COVID-19 Stories

Starting a Business during COVID-19

by Stefanie Lerner

Encore Creative was my pride and joy. I joined what was then known as Encore Entertainment in 2002. It was already a successful Arizona entertainment event production company, but in 2014 I took the reins and began leading the company. Through the years, we built a great scenic shop to fabricate one-of-a-kind set pieces, a cast of stellar entertainers and artists, and grew from being known as a high-end Arizona event production company into a worldwide boutique live-event production agency. We had amassed an awesome team of employees, contractors, and collaborators producing shows through the lens of an aesthetic live theatre versus “just a meeting.” We even identified all of our projects/ meetings as shows.

Our sweet spot was corporate incentive programs that involved our team flying all over the world to create unique and memorable “shows” for groups of 200 to 2,000. We were invited onto the world stage to produce the opening and closing ceremonies for Rotary International’s World Congress in Toronto, as well as the 10,000-person National Cattlemen’s Beef Association conventions in cities all over the United States.

But, just like most businesses experienced, when the coronavirus pandemic began in the spring of this year, everything changed for us.

38

SEPT. 2020

HOW DID COVID-19 AFFECT US?

Prospects would often ask if their event would meet our profile of projects we accepted. We had a tongue-in-cheek standard reply: We don’t work for a specific industry vertical; we don’t work specifically in any geography; the only real basic criteria across any client we chose to work with was that the group of people wanted an immersive experience. Sadly, the actions required to manage the pandemic took that one criterion away — there were no more groups.

Meeting in person, whether five people or 500, was no longer an option.

I quickly went through the gut-wrenching decisions that CEOs go through when income dries up and doesn’t appear to be coming back any time soon. Yes, we were profitable and successful but, with a hefty payroll and other overhead costs, we couldn’t afford to keep the doors open indefinitely. Unfortunately, after a time, we had to let most of our talented and dedicated staff go.

IT’S GO TIME?

After having to painfully shrink the company to what we internally refer to as the “Party of Five,” we realized we’d essentially become a nearly 40-year-old startup. With all rules and fear out the door, the five of us began to do what

we do best: get creative. Numerous ideas came up as to what we could do to not only stay afloat (financially) but what could help the public in the face of this growing health crisis. The first thing we needed was a new entity and a new name so that when live events as we knew them came back, Encore Creative was standing by to jump back in. We arrived at Go Time Design, which seemed to capture the essence of what we were doing. We could either sit here and stagnate, or we could say, “It’s Go Time!”

One of the many talents, skills and degrees that our creative director, Andy Glanz, holds is industrial design. He came to the table intending to design a solution for when live events did return. He was concerned that the pandemic was taking a toll on everyone, and that even when it became safe to meet again, there would be an understandable fear of how to stay healthy, and that anxiety might slow the rebirth of our industry. Enter SaniCrew.

WHAT IS SANICREW?

Sani Crew is a modern-day “Ghostbusters” way of bringing sanitation products to groups of people when they begin to gather again. But rather than being some harbinger of doom, we wanted this to be fun and playful. We worked with local distillery Blue Clover Distillery in

INBUSINESSPHX.COM

COVID-19 Stories Scottsdale to fulfill our supply needs. They, like us, had needed to pivot their business model from producing top-shelf gin to topshelf hand sanitizer. We then combined the design and product with an energetic talent pool of entertainers, greeters and brand ambassadors who were also looking for work.

Put it all together and you have SaniCrew, the uniformed sanitation squad with a gallon of sanitizer on their back and a dispenser wand that allows for social distancing and, of course, a smile. The goal was that a guest can feel the happy and bubbly energy of the SaniCrew even though they are gloved and masked.

We made it brandable so that it could be “sponsored” by the hosting entity and we subsequently have been asked to make a white uniform for some upcoming weddings. In many ways, you might think of SaniCrew as a staffing company but with a purpose and a twist.

WHAT’S NEXT?

We endeavor to have SaniCrew be ubiquitous with health and safety, like the Kleenex of live-event hand sanitizing. We want to see a SaniCrew at every convention registration, roaming every trade show floor, at the entrance to every live concert or sporting event, at bar and restaurant openings, and beyond. Anywhere that people gather and need a smile, SaniCrew will be on hand to deliver both. We just launched here in Phoenix, but before long we will see SaniCrew in every corner of the country, wand in hand, ready to greet guests.

Stefanie Lerner, CEO and leader of SaniCrew, is a longtime local Encore Creative event company leader and entrepreneur.

When COVID-19 hit Arizona hard back in March, the live event industry was set to be out of commission for the unforeseeable future, she was determined to make the best of the situation and find another source of work. It is her hope that SaniCrew will make the public feel at ease as we return to gatherings and being in public spaces and, most importantly, when attending events in the future. getsanicrew.com • gotime.design

INBUSINESSPHX.COM

Our Journey to Safely Reopening

by John Mahlmeister

To keep employees and customers safe amidst the global COVID-19 pandemic, many companies have had to alter the way they do business. As stay-at-home orders lift from state to state, these companies continue to look for ways to improve safety and sanitation in the workplace.

One such company is national ice machine provider Easy Ice. Before allowing its employees to return to the office, Easy Ice leadership needed to develop a scalable protocol to ensure a safe work environment. Below are some elements of Easy Ice’s comprehensive safety plan — a directed plan that offers proven best practices for other companies.

IDENTIFY THE CHALLENGES

With 14 locations across the United States, providing a safe environment for the company’s 200-plus employees was no small feat. Ryan Mahru, the safety manager for Easy Ice, was tasked with designing a reopening plan specific to Easy Ice and its multiple locations.

“The challenge is that there was no playbook for COVID-19 prevention,” says Mahru, “so we realized we had to make one.”

The first step to providing a safe environment for returning employees was to make sure offices followed the best safety practices. A COVID-19 response task force

was created to devise a safety plan that met recommendations from the world’s leading health organizations.

First, Easy Ice consulted the OSHA Occupational Risk Pyramid, which classifies workplace exposure risk into four categories: Lower, Medium, High and Very High exposure risk areas. OSHA provides baseline safety guidelines for each level of risk.

Some safety practices Easy Ice adopted include: • Requiring employees to wear a cloth or surgical facemask when leaving their desk or entering a customer’s business, • Requiring employees to move their desks at least six feet away from one another, • Restricting guests from entering Easy Ice offices, • Placing hand sanitizer and disinfectant spray stations in each department, • Providing N95 masks to every employee when in-person interaction was unavoidable, • Providing technicians with latex gloves and eye protection for use when servicing ice machines in the field, and • Limiting technicians to one individual per vehicle when traveling between jobs.

SEPT. 2020

39

COVID-19 Stories The next step was identifying companyspecific scenarios where in-person contact is likely. For example, Easy Ice has always required in-person confirmation and a signature before a technician could mark a job as completed.

Realizing this practice exposed technicians and customers to unnecessary risk, the company adopted a new policy that allows verbal phone confirmation that the job was complete.

Each business is unique, so it’s important for company leadership to work with employees to identify risky scenarios throughout their dayto-day operations.

STAY UP ON EMERGING INFORMATION AND TECHNOLOGY

There is still a lot to learn about preventing the spread of COVID-19. Medical consensus can change as new information about the disease emerges. While medical professionals find new ways to keep people safe, company leadership continues to stay up to date on new findings.

Easy Ice’s COVID task force meets weekly to discuss emerging technology and updated best practices.

Through their findings, many additional safety features were put in place. These include Hepa filters to help reduce the number of airborne particles floating throughout the office, Silver Defender tape applied to all workplace door handles, plastic partitions set up in workplaces that cannot adhere to six-foot social distancing rules, and no-touch thermometers at each sanitization station so employees can check their temperature.

Easy Ice’s experience underscores the need for companies to make sure safety measures reflect the most current information from reputable sources like the CDC. Many of these organizations provide daily updates on their websites.

Employees tasked with creating safety measures can also subscribe to daily email notifications from leading health agencies to receive up-todate information as it becomes official.

KEEPING EMPLOYEES IN GOOD PRACTICE

Creating an effective safety response is one thing; ensuring employees are following best practices is another. For this, Mahru and Easy Ice leadership looked to professional sports for

inspiration. “Our goal is to create a stimulusresponse, so our employees can create a routine practice that keeps everyone safe,” says Mahru.

Stimulus-response is a psychological theory that suggests the body’s response to stimulus influences behavior. A sports example is a basketball player readying himself to jump for a rebound off another player’s missed free-throw.

Easy Ice wanted employees to react safely in high-risk scenarios the same way a professional sports star responds immediately to a gamewinning opportunity. For this, Easy Ice branch managers perform a routine safety audit to identify areas for improvement and ensure compliance with federal guidelines. In addition, branch managers attended weekly safety briefs wherein leadership shares new, emerging safety information to prevent coronavirus spread in the office.

Finally, managers conducted training sessions with employees to hardwire these safety measures into their daily practices. The best safety measures are the ones employees don’t have to think about.

SAFETY SHOULD BE EVERY COMPANY’S TOP PRIORITY

It’s never too late to introduce new safety measures to combat the spread of COVID-19.

Developing an effective response plan, guided by the recommendations from the world’s professionals, can make a big difference.

Keeping everyone safe means getting everyone involved. Leadership should work hand-in-hand with employees throughout the company to identify opportunities to make the workplace as safe as it can be. Cooperation between management and staff will ensure best practices are being followed.

John Mahlmeister

40

SEPT. 2020

John Mahlmeister is the chief operating officer and co-founder of Easy Ice. Easy Ice is coheadquartered in Phoenix, Ariz., and Marquette, Mich., and is the national leader in the fullservice ice machine subscription industry, with warehouse and distribution facilities in Chicago, Dallas, Kansas City and Orlando. Since its founding in 2009, the company has rapidly grown its ice machines under management to 25,000 units across 47 states. Easy Ice’s commercial ice machine subscription programs include installation, cleaning, preventive maintenance, repairs, backup ice and peak demand ice. The company operates under three brands: Ice Masters in Kansas and Missouri, Automatic Icemakers in Chicago, and Easy Ice in all other cities and states. easyice.com

INBUSINESSPHX.COM

COVID-19 Stories

Returning to Work after Beating COVID-19

by Dana Lam

Receiving a positive coronavirus diagnosis can be scary. After I was diagnosed, I knew that people’s perceptions would change, because this is such a misunderstood virus. I was confident in my health and the fact that I could take the precautions necessary, but I didn’t immediately think about how the diagnosis would impact me beyond the two weeks of illness.

I spent multiple days in bed after feeling fatigued with a hundred-degree fever that then turned into full body chills and an illness that truly scared me. Thankfully, I got tested for the virus by my primary care physician and we quickly had a confirmed status. During those weeks, I had a lot of people step up to help me feel better, including a traveling IV service, Prana IV Therapy, who came into my home in full hazmat suits to give me a dose of zinc, vitamin C and other supplements. The kindness and support I’ve seen during this time have been inspiring.

So now, after fighting off this illness, I had to figure out how to return to work and resume living a normal life. My partner and I created The Surprise Date Challenge, which was adapted into a book and an online subscription program. The Surprise Date Challenge was created to invoke creativity and inspiration in love and relationships by turning the commonplace into extraordinary. Too often, people find themselves in a familiar rut of doing the same mundane activities and searching for that elusive spark that keeps relationships fresh and vibrant. We are committed to sharing activities and events that ignite the spark; eliminate the mundane; and add adventure, love and purpose to relationships, whether they are new or 20 years strong.

While having the virus, I felt fatigued like I have never felt before, but once I had high-dose vitamin C IV’s along with an Ozone treatment, my energy came back better than before contracting the virus. With that being said, I didn’t want to risk a relapse so I did take it easy my first week back to work and mostly got caught up on emails and was reaching out to clients and customers to see how they were doing. Fortunately, my life and business partner Marty was able to take control of the important things while I was down and out. We also leaned on our business support systems by having a virtual assistant to delegate things to and we also hired Blaze Experts to help us step up our game and take the creation of our Date of the

INBUSINESSPHX.COM

Month e-blast off my hands. I sent Blaze Experts the content and then they took care of the copywriting and graphic design, which was a huge weight off of my shoulders. Our clients love the new look of this and it freed up my time for other things, so this ended up being a great benefit and outcome from getting the virus.

When I was getting over the virus, I had a lot of people interested in my recovery because, again, this isn’t something that we have all experienced or even know much about. Once I got back to work, there were still some questions present, but we were able to transition everything back to normal. I had to be kind to myself and make sure I was fully healed before I got back into the busy life of running our own business, but it has been a successful transition. I think my willingness to talk about having COVID-19 has helped me appreciate the businesses and people who truly step up to help during this time. It also showed me that my business is really important because, even during this time, we have a new benefits company on the East Coast now offering the Date of the Month Club to its 250,000-plus employees. They understand the value in keeping employees happy and connected during these stressful times.

Three weeks after my first symptoms appeared, I was back to work full time and I continue to feel great now. The only lingering effect of COVID-19 has been my sense of smell and taste has been heightened, and this remains. I am thankful for the lessons and partnerships that this challenging time brought to light, the support of our community, and my health.

Growing up in Cottonwood, Arizona, Dana Lam dreamed of the big city.

While her small-town roots grounded her, since leaving rural Arizona she has traveled to more than 30 countries and is always planning her next trip to feed her wanderlust. Lam is an author and cofounder of the Surprise Date Challenge. surprisedatechallenge.com

SEPT. 2020

41

PEOPLE ARE KEY

Develop a Diversity & Inclusion Plan that Isn’t Fluff Here are five (easy, but not simple) steps

by Eric M. Bailey

Serving as the president and co-founder of Bailey Strategic Innovation Group, Eric Bailey helps break through barriers of human communication in the brain. Bailey is also the creator of the Principles of Human Understanding™, a leadership and communication methodology based in brain science and psychology, and bestselling author of the book The Cure for Stupidity – Using Brain Science to Explain Irrational Behavior at Work. baileyinnovationgroup.com

SEPT. 2020

42

INBUSINESSPHX.COM

The country is talking about race and racism in a way that many have never before experienced in their careers.

Organizations are beginning to develop, review or refresh their diversity plans in response, but don’t want to appear as if they are reacting to the broader national conversation. For many, this was something that was in process already; for others, it’s altogether new. Some believe that the negative perception of being reactive is worse than doing nothing at all. This is the first step in taking a stand in support of homogeneity.

It’s important to understand that a homogeneous organization is not necessarily bad. I regularly try to scrub judgements based on perception from my language.

Judgements like, “good” or “bad” often lead to deep emotions and powerful yet unproductive disagreements. My point here in highlighting homogeneity is this: If the goal is to promote or improve efforts around diversity and inclusion, taking a stand toward homogeneity is counterproductive.

Ph.D. psychologist and organizational development executive Randy Currier once shared, “We promote what we tolerate.” At the time he uttered this nugget of wisdom, the most pressing thing in his organization was gossip in the breakroom. As times have progressed, the wisdom of his words has become increasingly profound. As organizational leaders learn of the realistic possibility of inequity within their organizations or embedded in organizational policies, procedures or practices, any step of inaction is a step in support of inequity.

HOW TO DEVELOP A DIVERSITY & INCLUSION PLAN

Step 1: Start with why. The first step in creating an organizational diversity plan is to identify why a diversity plan is necessary in the first place. A plan is defined as “a detailed proposal for doing or achieving something” or “an intention or decision about what one is going to do.” In all cases, a plan is less about communication and more about action. The purpose of creating a plan is to get from one state to another state.

Questions to ask: What is the impetus of this plan? Is this in reaction to employee sentiment? Has this been waiting in the wings for months or years? Is there a challenge from the outside?

Being candid with the reasoning for beginning this process is critical. For lasting success in dealing with diversity, candor is a requirement. In any change initiative, if the words shared by organizational leadership don’t match the actions, the initiative is likely to fail. Encourage the entire leadership team to identify why a diversity plan is the right step for the organization. There are well-documented benefits to any organization, but upon starting this process, each organization should take the time to identify the why.

Step 2: Establish definitions. The next step is to identify what “diversity” means in the context of this plan. While there are broad and narrow definitions of diversity, many organizations initiate diversity plans but have no agreed-upon definition of diversity. In the context of workplace diversity, there are myriad ways in which a workplace can be diverse, from many of the common categorizations like gender, race, age, tenure, experience, primary language, etc. to many of the more cerebral distinctions, thinking style, extraversion, emotional intelligence, analytical inclination, problems-base/ solutions-based, etc.

Question to ask: What is our working definition of diversity?

Additionally, with such a broad possibility of the organizational definition of diversity, the creation of a tangible measure of success is often neglected. This measure doesn’t need to be concrete, especially at this phase, but recall that for a plan to be effective, it must lead to action.

A plan is designed to move the organization from one state to another. If there is no clear understanding of the current state, or a clear vision for the future state, a plan cannot exist.

At best, we can create an inspiring message. This is not a bad thing, but is not a plan.

Organizations are beginning to develop, review or refresh their diversity plans in response to the nationwide dialog on race and racism, but don’t want to appear as if they are reacting to the broader national conversation.

STRATEGIES FOR WORKING REMOTELY Step 3: Get the right people in the room. Many organizations institute change initiatives in one of two ways: One is by generating and vetting ideation and implementation methods at the top of the hierarchy and prescribing them down throughout the organization. In the other, ideation and implementation methods are passionately generated from the front lines and presented upward. The problem with the former — and most common — situation is that a purely top-down approach lacks the energy, passion and ownership of a vast majority of the organization. This isn’t to say that ideas generated from the top are all ineffective. Rather, it’s important to understand that many are more passionate when they can see their contribution to the idea or decision.

Interestingly, the converse situation (bottom-up) is also relatively ineffective, albeit for a different reason. If a change has strong grassroots momentum but lacks support from the top, it’s unlikely to have the necessary staying-power to effectively move the organization forward.

What’s needed is an approach that is fully supported by the upper echelon of the organization and utilizes the passions of the people across the organization as the driving engine.

Questions to ask: Who are the usual suspects we always lean on for new initiatives and committees? How can we invite more people into the generative conversation?

One highly effective method for inviting new voices into the conversation is the process of a blind application. Open the application to everyone in the organization and ask a few simple, yet broad and telling questions. For example: Why are you passionate about diversity in our organization? What is the first thing you would do to improve our organization’s diversity and inclusion? Why do you choose to come to work here every Monday?

This process is called a “blind application,” because these applications will be collected by an independent third party before being reviewed by a selection committee. The third party will strip away all identifying demographic information from each of the applications so that each can be reviewed on the merit of the questions that were answered. In practice, when our firm manages this process, organizations discover passion from employees that they didn’t know was there. Additionally, it provides an opportunity for those who are not a member of the “usual suspects” to participate in the idea generation process. Consequently, organizations end up with a much more diverse group of people to develop their diversity plan.

Step 4: Create a culture of safety. One of the most frequent points of difficulty for teams and organizations attempting to develop a diversity plan is fear. Individuals fear they will say something wrong. Organizations fear they will be perceived as performative or not doing enough. Mistakes, missteps and misunderstandings are going to happen. If the fear of making a mistake is going to prevent a leader or an organization from trying in the first place, then the cost-benefit analysis has returned a result that taking a stand for inequity is preferred to doing some hard or uncomfortable work.

Leaders have the opportunity to create a culture of safety — a culture where mistakes are met not with judgement but with authentic dialogue.

Rather than pretending to live in an environment where one person knows everything, establish an environment where everyone is curious to learn more.

Questions to ask: What are the greatest fears of doing this work? Is the fallout of potential mistakes worse than the reality of inaction?

Step 5: Now, develop the plan. Work together as a well-represented organization, in a safe environment, with clear definitions and reasonable measures of success, to create and implement a diversity plan.

Peak Performance Culture Peak Performance Culture: The Five Metrics of Operational Excellence is a step-by-step roadmap to achieving optimal organizational development in a company or association. This practical guide helps an organization’s leaders accurately evaluate the current state of their company and create a strategy that maximizes its future success. Author Dave Mitchell, building upon concepts introduced in his bestselling books The Power of Understanding People and The Power of Understanding, provides new applications, effective real-world tactics, powerful organizational assessment tools, and much more. The book addresses the five critical factors for organizational success — vertical alignment, horizontal alignment, leadership ideology and corporate culture, employee experience, and customer experience — and each comprehensive chapter introduces a key component to peak performance culture.

Peak Performance Culture: The Five Metrics of Organizational Excellence Dave Mitchell

240 pages

Wiley

Available 9/9/2020

$25

Game Changer For employers, employees, freelancers, or part of a management team alike, it’s important to understand how — now, more than ever — highly skilled 10x talent who can deliver exponential value is radically shifting the dynamics of corporations large and small. This groundbreaking book examines how to identify, attract, vet, employ, manage and retain — or become — the game-changing talent that will make a difference in the work world of tomorrow. Individuals, companies and governments around the globe need to understand what tactics are required to survive and thrive in an increasingly global, automated and postpandemic, distributed economy. The lessons presented in Game Changer reveal those tactics for any industry.

Game Changer: How to Be 10x in the Talent Economy Michael Solomon and Rishon Blumberg

272 pages

HarperCollins Leadership

$28.99

Available 9/22/2020

High-Tech High-Touch Recruiting Despite global economic conditions, companies are always looking to attract and retain the best talent. Unfortunately, almost 30 percent of U.S. job seekers leave a new job within the first 30 days. Why? Many new recruiters rely too heavily on high-tech tools to attract candidates and may not have learned the fundamental relationship-building skills that help recruiters ensure that clients and candidates are a good match. High-Tech High-Touch Recruiting provides recruiters with an end-to-end process for recruiting the highest-caliber talent who, after they are hired, will become engaged employees. High-Tech High-Touch Recruiting comes with online resources, including sample offer letters, recruiting scripts, job requisitions, interview scorecard, a listing of characteristics of best hires and guidelines for a nine-step telephone interview process.

High-Tech High-Touch Recruiting: How to Attract and Retain the Best Talent By Improving the Candidate Experience Barbara Bruno Kogan Page

One of the most frequent points of difficulty for teams and organizations attempting to develop a diversity plan is fear. Individuals fear they will say something wrong.

Organizations fear they will be perceived as performative or not doing enough.

216 pages Available 9/29/2020

$25.95

43 SEPT. 2020 INBUSINESSPHX.COM

Economy

DEVELOPING & GROWING BUSINESS DYNAMICS

FinTech for Banking and Investing The technology remains hot although investment slows

by Mike Hunter

As technology continues to play an increasingly dominant role in daily life, FinTech has followed suit, equipping the banking industry with tools that makes it more efficient and customer-oriented than ever before, according to Don Garner, CEO of Alliance Bank of Arizona. “Although nothing can replace an expert banker who has a close relationship with a customer and understands their business, FinTech tools have certainly improved the banking experience,” he says, “especially as banks harness customized solutions that increase both the speed and responsiveness at which we can help customers.”

In the FinTech industry, itself, recent years have witnessed a surge in the number of FinTech investments, with record funding levels and rising valuations. However, the coronavirus outbreak altered that, causing a significant decrease in the overall venture capital deals, changing funding conditions, and creating uncertainty for many FinTechs.

According to data gathered by AksjeBloggen, projections in June showed the global FinTech lending market set to reach $291.4 billion transaction value this year, growing by 9.1 percent year-on-year. The rising trend was forecast to continue in the following years, with the market reaching $396.8 billion value by 2024. However, according to data presented more recently by ForexSchoolOnline.com, FinTech startups raised $8.8 billion in the first half of 2020, a 20 percent fall year-on-year.

CUMULATIVE FUNDING REACHED $114.7 BILLION IN Q3 2020

DON’T MISS OUT!

Get a year of In Business Magazine. Subscribe now at inbusinessphx.com

SEPT. 2020

44

INBUSINESSPHX.COM

Even before the COVID-19 pandemic, access to funding was already becoming difficult for some FinTechs. Many investors focused on established companies with clear business models instead of investing in early-stage businesses.

In 2015, FinTech companies raised $9.5 billion, with the cumulative funding reaching $13.2 billion at the end of that year, revealed the CrunchBase data. In the next 12 months, this figure doubled and jumped over $27 billion. In 2017, FinTech raised another $17.2 billion in funding rounds, with the combined value of investments reaching $44.3 billion in the fourth quarter of that year.

Statistics show that 2018 delivered a record number of investments in the FinTech industry, with the cumulative funding raised over time reaching $77.9 billion, a $33.6 billion increase in a year. The increasing trend continued in 2019, with another $25.4 billion worth funding rounds.

The CrunchBase data revealed that by the end of the first quarter of 2020, the cumulative value of investments in the FinTech industry reached $107.9 billion. During the first three months of the year, FinTech s raised $4.6 billion, the same amount as in the first quarter of 2019.

However, due to the coronavirus crisis effects, the second quarter of the year witnessed a negative trend. Statistics indicate that between March and June, FinTech companies raised $4.3 billion in funding rounds, a 36 percent plunge year-on-year. In the third quarter of the year, the cumulative funding amount reached $114.7 billion value.

TECHSTARS, Y COMBINATOR AND 500 STARTUPS AS THE LEADING INVESTORS

Analyzed by geography, North America represents the leading region with $44.1 billion worth investments in FinTech startups. Statistics show the U.S. FinTechs raised 95% of that value. Asia ranked as the second-leading region with $51.3 billion of investments. European FinTech startups follow, with $15.1 billion, respectively.

The CrunchBase data also revealed that Techstars represents the most active investor in the FinTech market. The Colorado-based global platform for investment and innovation took part in 183 funding rounds so far.

Another US-based seed money startup accelerator, Y Combinator, ranked second on this list with 164 funding rounds. Statistics show that 500 Startups represents the third most active investor in the FinTech market. The San Franciscobased global venture capital firm participated in 140 funding rounds, so far. Plug and Play, QED Investors and Anthemis Group follow with 81, 60 and 59 funding rounds, respectively.

FINTECH SERVICES BANKING

Regarding FinTech’s impact on banks’ offerings to customers, Garner says, “At Alliance Bank of Arizona, we have seen a marked shift in how companies are doing business, and have worked hard to implement countless 24/7 tools, including online business banking, secure mobile business banking apps, fraud protection, remote deposit resources and more to serve businesses.”

Garner credits FinTech with helping the financial industry make incredible strides in enhancing the speed, accuracy and responsiveness of banks. “We see that trend continuing, especially as the FinTech community continues to push the envelope building increasingly efficient financial platforms and more enhanced tailored banking solutions,” he says.

“As well, we anticipate FinTech will place an even greater focus on developing technologies that more directly affect the customer,” Garner says. “Two specific areas include cybersecurity, especially when it comes to fraud, identifying theft and money laundering, as well as using big data to enhance customer segmentation and using predictive analytics to better manage risk.”

AksjeBloggen aksjebloggen.com Alliance Bank of Arizona westernalliancebancorporation.com/alliance-bank-of-arizona-home ForexSchoolOnline.com forexschoolonline.com

Arizona received a C for manufacturing again this year in the Manufacturing and Logistics Scorecard from Ball State University’s Center for Business and Economic Research. Arizona’s scores in specific areas of the economy that underlie the success of manufacturing and logistics range from a D- in human capital to a B in tax climate, showing improvement over last year (from C to B) in only one: worker benefit costs. mfgscorecard.cberdata.org

Two double-shot macchiatos before 10, then it’s decaf all the way.

Chai tea, soy latte or regular joe, we make it our priority to understand what makes you, you.

In doing so, we address your legal needs with a uniquely tailored approach.

Find out more at swlaw.com

Albuquerque | Boise | Denver | Las Vegas | Los Angeles | Los Cabos Orange County | Phoenix | Reno | Salt Lake City | Tucson | Washington, D.C.

LAW MATTERS TO BUSINESS

The Rise of and Rising Concerns about Business Chat Business information too easily becomes on-record and public

by Lorrie Ray, Esq.

Lorrie Ray, Esq., SPHR, is an attorney and the director of member engagement for Employers Council, a member-based association focused on guiding members through their toughest employment law, human resources and workplace challenges. Employers Council has an office located in Scottsdale that supports Arizona businesses. Previous to working at Employers Council, she worked at the U.S. Department of Labor Office of the Solicitor for a little over three years, prosecuting wage and hour cases for the Department.

Ray earned a Bachelor of Science in finance at University of Colorado and earned her law degree at University of Denver. employerscouncil.org

SEPT. 2020

46

INBUSINESSPHX.COM

Many employers have a significant number of employees working from home, performing tasks and connecting with others in ways that were little used prior to March of this year.

One popular tool is chat software. Chat software is gaining in popularity each day. Platforms are everywhere. There are two types of platforms discussed in this article. The first is within organizations, and the second is on external websites used by legal, financial, human resources, leadership or others within an organization.

On its face, a chat tool makes everything a little easier when navigating technology as never before. While using chat may seem like a great way forward, it is wise to take some precautions. The information disclosed in chats may be discoverable in a lawsuit, and suddenly what seemed innocent or a well-intentioned way to connect can become problematic.

Within organizations, there may be a chat option in the phone system. Chat options are also on virtual platforms, such as Zoom and Web-ex. Of course, it is easy for employees to Google “free chat tools� and download them both for work and personal use. Because so many employees are working from home, company laptops and computers may have this software loaded onto them without the employer having any awareness of it.

Externally, chat is on websites that employees may visit asking for information. Typically, when a website is visited there is a prompt that asks a visitor if they want to chat. While this is intended for simple questions, it is not uncommon for those wanting to know information to divulge details about themselves or their organizations to obtain a more complete answer. There may be a popular list serve on a website visited by employees who are professionally linked to gather information about a specific topic. Those on the list serve may feel comfortable with one another due to their professional connection. This may cause them to lay out in detail complex issues they are dealing with to get advice or opinions from others in the group.

As mentioned above, the contents of both internal and external chats or list serves may be discoverable in a lawsuit about the topics discussed. There are two problems with this discovery. First, it can be challenging to track down all the

What used to never be recorded anywhere can now be recorded everywhere. Employers need to take note and act accordingly.

information. Second, there may be information that a business would have preferred not to release.

Generally speaking, internal chats store a lot of information, and sorting through this would be both time consuming and difficult. To protect against this, organizations should draft clear policies stating that the information on these chat platforms is only informal in nature, and substantive business information is not to be discussed. The policy should explain that this information is not kept confidential, and let employees know that it may be reviewed at any time.

This policy should be in writing and distributed to all employees. For employees working remotely, employers should consider a software such as DocuSign that easily records and saves electronic signatures for employee acknowledgments. This software can also be used for employees to acknowledge receipt of the entire employee handbook. Employers should follow up by checking a list to see to it that all current employees have signed off on this policy, and make sure this is part of the onboarding process for new employees.

Employers should check to see that employees are following this policy by periodically checking the employer-sanctioned chat platforms to make sure that no substantive issues are being discussed. If there is something substantive, action to stop the chat should be immediate, and the parties to the chat should be told that this behavior is not appropriate and will not be tolerated.

To protect against providing information that an employer would not want others to see, employees looking for assistance on the topic should be advised to be cautious when using external list serves and chats. They should not disclose information that is sensitive for any reason: financial, employment related, or concerning proprietary information regarding the business. Employees should be clearly warned not to ask questions that involve current fact patterns in the workplace. Instead, more general questions without specific facts can be an opening to understanding the topic. And if an employee needs specific legal assistance, he or she should speak directly with an attorney representing the organization so that attorney-client privilege can be claimed.

BUSINESS GIVES BACK

Social Impact

Ripclear’s Pivot for Positivity Facing up to a wider need

by Tyler Butler

Ryan Doherty and Zach Hines launched their company, Ripclear, in 2014. Little did they know their innovation would serve as a salvation for humanity only six short years later.

And, while the pair originally set out to find a solution that saved expensive goggles from scratches, their effort has taken on a much larger social mission.

From its onset, Ripclear was revolutionizing products. The first hurdle that needed to be addressed was the development of a plastic that could fit on all surfaces while remaining optically clear. Co-founders Doherty and Hines quickly realized they would have to create the plastic from the ground up. After exploring many options, they finally found a design that would work for their product line.

Doherty and Hines started marketing their products at trade shows and received an overwhelming response. It was there that they first understood the full scope of the need for protection where optics and devices were concerned. It was seven years later amid a global pandemic that they realized the dramatic impact their fledgling company could have on society.

As 2020 began and COVID spread, Ripclear’s leadership realized they had a solution that could radically impact protection for humanity. The technology they had created was not only a solution for sporting goods but could also serve as a much-needed solution to the overwhelming PPE shortage. Through this pivot, the company immediately repurposed from manufacturing sports options to making temporary- and long-term-use PPE, which were FDA, ISO9001 and CE certified.

The need for the PPE that Ripclear has since produced has been apparent. In only these few months since March 2020, the company has delivered 1.5 million face shields and 10.8 million face masks to hospitals, dental offices and healthcare facilities. And, as demand continued to skyrocket from first responders, so did the demand for these resources from restaurant, hospitality and facilities managers.

The company quickly realized they now had a responsibility to take a leadership role as a good corporate citizen. They went about forging strategic partnerships that were designed to get PPE where it was needed most, regardless of industry.

Through a series of partnerships, Ripclear has been able to support organizations such as Children’s Cancer Network of Phoenix, Protect AZ, Herberger Theater and The Phoenix Cancer Support Network.

“When COVID-19 hit the U.S., we knew the most crucial objective was to flatten the curve and get PPE to frontline staff, like nurses, doctors, EMS, police and others. We also knew that vulnerable populations — like homeless and disabled people and those living in poverty — needed help during these challenging times. It was Ripclear’s mission to ensure that frontline personnel received the PPE they needed to perform their critical functions, but there was also a demand for PPE in vulnerable communities. Numerous

RIPCLEAR FACE SHIELD

Southwest Network Arizona Nonprofit

charitable organizations have donated staff, supplies and resources to help with these vulnerable communities; Ripclear has been proud to partner with many of these organizations to assist the most susceptible. If the country is going to effectively flatten the curve and tackle COVID-19 head on, we need to ensure that vulnerable populations are also being tested, quarantined and treated. Ripclear’s goal is to be part of the COVID solution,” shares Doherty, president of Ripclear.

Ripclear’s commitment to community is as real as the protection it is providing to countless people. The company’s relationships with nonprofits are more than a flash in the pan.

They are intentional and thoughtfully crafted to help those who are most vulnerable.

Jenny Martin, CEO and founder of the Phoenix Cancer Support Network, elaborates on the impact: “As a nonprofit, we truly appreciate Ripclear’s donation. At a time when everybody’s resources are stretched thin, Ripclear embodied the spirit of what businesses should be doing: helping when it is needed. Ripclear’s donation has helped relieve a COVID hurdle, making it easy for us to interact safely with our immunocompromised clients as well as the community.”

And Ripclear’s leadership recognizes that their commitment is one that will be needed for some time to come. Hines, CEO of Ripclear, shares, “With all the uncertainty out there, we’re glad we were able to contribute to protecting workers on the frontlines of the coronavirus fight. And to provide guidance for industries less familiar with PPE on how to open safely.”

Ripclear is in this battle for the long term, and now more than ever its leadership recognize that its customers and their communities require and deserve products they can trust from a company that cares.

Ripclear provides multiple levels of quality controls.

It starts by working only with FDA-, CE- and ISO-certified factories.

The company also uses independent thirdparty quality control in its factories. Ripclear makes sure consumers are receiving the highest quality product every time. Its high-quality foam padding with elastic headbands provides all-day comfort, making it easy for sustained employee adherence to PPE guidelines.

Tyler Butler (“Tyler Butler | Giving in Style”), founder and CEO of 11Eleven Consulting, is a corporate social responsibility practitioner and expert leader in the corporate citizenship space. She has served on numerous national and local boards and is often cited as a subject matter expert by Forbes, Entrepreneur, U.S. News & World Report and more.

11elevenconsulting.com givinginstyle.net

Ripclear ripclear.com

In only these few months since March 2020, Ripclear has delivered 1.5 million face shields and 10.8 million face masks to hospitals, dental offices and healthcare facilities.

47 SEPT. 2020 INBUSINESSPHX.COM

Risk

DARING TO BE BETTER

To Build Trust, Try B.R.A.V.I.N.G. Trust is driven by specific behaviors

by Eileen Rogers

Vulnerability is defined as a willingness to feel risk, uncertainty or emotional exposure, according to Brené Brown, Ph.D., LMSW,, in her book Dare to Lead. I know it as the uncomfortable feeling in the pit of my stomach when I am deeply aware that I cannot control the outcome of a situation.

In The Thin Book of Trust, author Charles Feltman defined trust this way: “Trust is choosing to make something important to you, vulnerable to the actions of someone else.” He adds, “Distrust happens when what I have shared with you that is important to me, is not safe with you.”

“We need to trust to be vulnerable, and we need to be vulnerable in order to build trust.” —Dr. Brené Brown After 40 years as president of her print and marketing company, Eileen Rogers’ encore career is now as a leadership coach and business advisor through her company One Creative View. She is a seasoned and accomplished entrepreneur and recognized community leader who is fiercely passionate about supporting and growing more vulnerable and courageous leaders.

She is a certified Dare to Lead™ facilitator, Integrative Enneagram practitioner and executive coach. onecreativeview.com

SEPT. 2020

48

INBUSINESSPHX.COM

WHY BUILD TRUST?

Nothing shakes people to their core as much as hearing the words, “I don’t trust you.” We naturally get defensive and stop listening.

Indeed, in my role as a leader, I’ve often found myself struggling to find the words to talk about trust in employee and professional relationships. I couldn’t break it down or describe it in detail, which made it hard to feel confident when having a conversation about accountability.

That changed for me when I learned about the “Seven Elements of Trust,” developed in the leadership research conducted by Dr. Brown. The ability to point to the specific behaviors that are driving the issue, rather than just using the word “trust,” helped me have more productive conversations.

When I was using this more specific language, I was more confident and risked having more of these important and vulnerable conversations.

The Elements follow the acronym “BRAVING,” which stands for Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment and Generosity. Dr. Brown describes each this way: Boundaries. Setting boundaries is making clear what’s okay and what’s not okay and why.

Reliability. You do what you say you will do. You stay aware of your competencies and limitations and you deliver on commitments and balance competing priorities.

Accountability. You own your mistakes, apologize and make amends.

Nothing shakes people to their core as much as hearing the words, “I don’t trust you.” We naturally get defensive and stop listening.

Vault. You don’t share information or experiences that are not yours to share. You keep the other person’s confidences.

Integrity. You choose courage over comfort. You choose what is right over what is fun, fast or easy. And you choose to practice your values rather than simply professing them.

Non-judgement. I can ask you for what I need, and you can ask me for what you need. We can talk about how we feel without judgement.

Generosity. Extending the most generous interpretation possible to intentions, words and actions of others.

Using these terms can be a conversation guide that allows me to walk through a conversation from a place of curiosity, learning and, ultimately, trust-building.

HOW TO BUILD TRUST THAT LASTS

Once you know now how important trust is to your success, and have the words to talk about it, how do you build it?

Psychological researcher John Gottman says, “Trust is built in the smallest of moments,” and it is the seemingly insignificant acts of kindness that count the most. He goes on to point out that in nearly every moment of life, “There is the opportunity to build trust and there is the opportunity to betray.” In one of those fleeting opportunities, if you choose not to connect with another human being, it is a betrayal. The opportunity to build trust is lost.

Trust requires vulnerability and vulnerability requires trust.

Trust and vulnerability build on one another; one cannot happen without the other. It is why, when we ask for help at work, it is recognized as one of the biggest builders of trust. This was counterintuitive for me until I took the time to reflect deeply on my own experiences. Dr. Brown’s research also showed that most of us believe that we are trustworthy — yet we trust only a handful of others. Believing we are trustworthy and being perceived as trustworthy are two very different things.

It is critical that leaders remember trust is not a grand gesture — it is a collection of small moments. If you wait until there is a crisis to say, “Trust me!” — you’re too late. It is the small things. Every single day.

I know my personal leadership is impactful and meaningful when I am choosing to risk vulnerability and trust. And my personal life is richer and more fulfilling because of it, too.

OUR SUBJECT IN-DEPTH

Create a Transitional Retirement Option for Your Employees Significant benefit accrues to both employer and employees

by Chip Munn

The relationship between companies and their employees has been forever changed by COVID-19. There’s a shift occurring, and the biggest question for companies will be whether this happened to you or for you.

Eventually, we will be on the other side of this pandemic, and changes in working relationships may necessitate that companies pivot in the same way their workers did during the crisis and adopt new strategies that many companies have been resistant to try. Successful businesses will develop a strategy for this transition before they’re forced to react to it.

Here are the steps that companies should take: • Separate each team member’s essential skills from their “busy work.” The modern workplace has seen increased specialization over the years. As a result of COVID-19, though, many workplaces have gotten much clearer on each team member’s most valuable activities. Removing simple tasks from the workloads of team members with unique skills could allow companies more flexibility and employees more time on their specialty.

• Develop official, late career tracks for team members.

By creating a path toward retirement, a company can be proactive in a transition that’s natural and inevitable.

• Allow long-term employees to opt into the program.

Creating a program that’s optional would give employees the chance to begin a transition on their own terms, without having to worry about a forced or abrupt exit.

• Create mentorship or team programs that pair newer team members with business veterans. Intellectual capital is the most valuable asset that many companies have. It’s also the most difficult thing to transfer from one generation to the next. A well-designed program would offer collaboration with a purpose, and that’s a win for all involved.

• Facilitate a transition of hours and responsibilities over time. Many older workers (and some younger ones, too) would like more flexibility. There comes a time when workers want less stress and responsibility, but they still have a lot left to contribute. That is the ideal time to shift hours and responsibilities from veteran workers to newer employees.

Under this new structure, companies and employees both win.

COMPANY ‘WINS’

Companies retain human capital (which is less expensive to keep than to create or buy). Information is easy to come by these days, but wisdom — which I define as information plus experience — isn’t. It’s much easier and cheaper to retain the wisdom of your current team than to train or recruit new talent.

Companies have the opportunity to reduce their overall labor cost. By retaining team members who have more experience, using them for their most valuable skills, and partnering them with next-generation talent, companies can get as much, or more, work done at a lower total cost.

Companies improve employee satisfaction and reduce stress. Who doesn’t want a happier team? Experienced employees can stay engaged, while next-generation leaders can acclimate to more responsibility over time.

Companies can develop a career arc that can last far longer and maximizes the lifetime value of the investment in their team. A company’s team is its biggest investment and it gets more valuable over time. Designing a long-term transition plan would be far simpler and effective than utilizing outside consultants.

‘WINS’ FOR LONG-TERM TEAM MEMBERS

Employees get increased flexibility and freedom at work. Most employees don’t necessarily get tired of their work; they get tired of how and when they work. A remixed retirement lets employees continue to do the parts of their job they enjoy while eliminating some of their headaches.

Longer working life allows for continued contribution.

Many retirees long to be valuable and miss being a part of a team that’s accomplishing things. A transitional program would give these employees the satisfaction of remaining involved in new innovations.

Employees may have the opportunity to defer withdrawals. Our retirement lifestyle is driven predominantly by our available income and assets that we have available to draw upon. By remixing their retirement, veteran team members would have a longer “working life” that allows for both increased income and the ability to wait to draw down on the assets they’ve set aside.

Charles Darwin said, “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” Businesses and employees can’t go through the worldwide shift that we are experiencing without seeing serious changes on the other side. The key is recognizing that the shift is coming and planning for it now.

Many workers are at or above what might be considered “normal” retirement age but, for various reasons, have continued to work.

Chip Munn is a senior financial advisor and CEO of Signature Wealth Strategies. He is the author of The Retirement Remix: A Modern Solution to an Old School Problem and host of “The Retirement Remix” and “Maximum Advisor” podcasts. chipmunn.com signaturewealth.com

49 SEPT. 2020 INBUSINESSPHX.COM

INVESTING IN COMMUNITY

It Is Time to Truly Embrace Donor Advised Funds A once-misunderstood giving tool is proving its value

by Richard Tollefson and Michal Tyra

ANOTHER TOOL FOR CRISIS RESPONSE Donors are investing resources to address today’s most pressing challenges. Donor Advised Funds are another tool in donors’ philanthropic toolbox.

Donors investing in DAFs get immediate tax relief along with opportunity to deploy their money into the community now, or later. Contributions from DAFs can complement outright gifts, legacy gifts and individual and family foundation contributions to optimize donors’ levels of giving and community investment and impact.

Richard Tollefson is founder and president, and Michal Tyra is director of Client and Community Engagement at The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com

SEPT. 2020

50

INBUSINESSPHX.COM

The secret has been out on Donor Advised Funds for some time now. Once a misunderstood niche giving vehicle, DAFs have been growing at an astonishing rate over the last decade, by as much as three times the overall growth in giving, according to the Giving USA Foundation. The appeal is obvious — the model allows donors to centralize and simplify their giving, easily transfer non-cash assets and optimize their tax benefits, all while delaying a final decision on which causes and organizations to support.

Despite these benefits, many nonprofit professionals are still leery about the long-term impacts of DAFs on philanthropy. Donor Advised Funds are not subject to the same annual disbursement requirements that private foundations must contend with, leading some to charge that the funds are often “parked” for tax benefits, not actually reaching the nonprofits in a timely manner. Furthermore, fundraisers, who often receive their checks from the sponsoring organizations housing the DAF, lament the lack of donor interaction and, therefore, the opportunity to build personal relationships with the donors themselves.

Recently, however, the vehicle has proven strikingly resilient, demonstrating its adaptability and usefulness as a valuable giving tool for individual donors. Fears that the COVID-19 crisis would negatively impact giving levels have been at least partially assuaged by the explosion in giving from Donor Advised Funds. Fidelity Charitable, Schwab Charitable and Vanguard Charitable have all reported significant increases in disbursements in Q1. Fidelity Charitable, in particular, reported an astonishing $3.8 billion was disbursed from its DAF accounts. Furthermore, an astonishing 79 percent of account holders who gave more than $1,000 stated that they planned to either increase or maintain their giving levels over the coming year.

This flood of funds both into and out of Donor Advised Funds speaks to the model’s suitability to contend with the challenges and opportunities of modern philanthropy. As traditional workplace giving programs continue to decline and impact is increasingly prioritized over institutional and geographic loyalty, Donor Advised Funds offer a straightforward and efficient way for donors to grapple with a progressively complex and sophisticated philanthropic environment.

And despite the very valid concerns of many nonprofit professionals about the impact of DAFs, the reality is that they are here to stay — and their value and utility to donors should be embraced. Nonprofit professionals need to be fully informed about, trained on and equipped to leverage Donor Advised Funds — only then will they be able to advise and counsel their donors to optimize their giving. With that in mind,

there is much that nonprofit executives, fundraising staff and volunteer leaders can do to better prepare their organizations.

Get educated. Donors expect nonprofit leaders and fundraising professionals to be fully knowledgeable about one of the most prominent giving tools in use today. Organizations should ensure that they are ready to engage with their donors about all their giving options by implementing training and education sessions on Donor Advised Funds and other complex giving tools for executive leaders, development officers and board members.

Invest in data analytics technologies and techniques.

Education and training on DAFs must be accompanied by an enhancement of the organization’s fundraising infrastructure.

Being knowledgeable about Donor Advised Funds and other giving tools will help to engage a potential donor, but identifying, tracking and stewarding those donors requires a data tracking and analysis capacity that will allow nonprofits to track where their DAF contributions are coming from, how donors behave and what donors respond to. This means a greater investment in data analytics technologies and techniques.

Remember, commercial funds are not the only game in town. Though Fidelity, Schwab, and Vanguard are giants in the world of Donor Advised Funds, community foundations, hospitals, universities and United Way chapters are becoming increasingly active and significant players. Donors who choose to forego the commercial giants in favor of these organizations are often more locally focused and much easier to identify and engage with. Furthermore, the philanthropic advisors at community foundations (who often play a crucial role in helping donors decide where to contribute) are usually open to learning about the stellar programs and impact of local organizations.

Building relationships with local DAF sponsors should be a top priority for nonprofit professionals and volunteer leaders.

The unprecedented political, social, and economic upheaval of 2020 makes any predictions about the future of philanthropy difficult at best. Regardless, Donor Advised Funds have proven to be a valuable and adaptable giving tool — and one that can help both nonprofits and their donors to diversify philanthropic revenue and sustain in times of crisis and uncertainty. The time has come to truly embrace them.

The most complete and comprehensive information on DonorAdvised Funds is Giving USA’s Special Report “The Data on DonorAdvised Funds,” which is available for purchase. store.givingusa.org

Your local Phoenix commercial banking team.

Local expertise to help Phoenix businesses prosper.

BMO Harris Commercial Bank is in the Phoenix region, with a banking team that has deep local roots and expertise in a range of industries. Combined with our decades working in Arizona, and supported by strong cross-border capabilities, we’re uniquely positioned to help Phoenix companies uncover more possibilities here at home and all the places you do business.

Brian Harbin 602-730-7562 brian.harbin@bmo.com bmoharris.com/commercial

Banking products and services subject to bank and credit approval.

BMO Harris Commercial Bank is a trade name used by BMO Harris Bank N.A. Member FDIC

WE VALUE WHAT WE OWN

BY MIKE HUNTER

2020 Alfa Romeo Stelvio Quadrifoglio

2020 ALFA ROMEO STELVIO QUADRIFOGLIO MSRP: $80,500 City: 17 mpg Hwy: 23 mpg Trans: 8-speed automatic 0–60: 3.6 Sec

The Stelvio Quadrifoglio is a high-performance SUV with the heart of a racer and tremendous power under the hood.

Its torque vectoring technology varies the amount of torque distributed to each rear wheel as it’s needed to help with traction and handling — making the Stelvio Quadrifoglio as precise as it is powerful. The Stelvio Quadrifoglio generates awesome power thanks to its all-aluminum, 2.9-liter twinturbocharged V6 engine. Its 505 horsepower and 443 poundfeet of torque are at the driver’s beck and call, making their presence known with a snarl as soon as the driver presses the steering-wheel-mounted ignition button.

The V Scudetto Grille is modeled after the Italian shield in the Alfa Romeo emblem and is an essential design element in every Alfa Romeo vehicle.

Whether at the track or in snow, sand or slick roads, the Q4 all-wheel-drive system helps maintain control across a variety of conditions. Quick, smooth, precisely-timed shifts are effortless and executed in less than 100 milliseconds with F1inspired, column-mounted aluminum paddle shifters.

Inside, Alcantara® seats mimic the comfort of suede with extra durability. Sport contouring provides extra back and side support to maintain seating position while cornering. Available

Sparco® carbon fiber seats further impart a true racer feel to the cabin of the Stelvio Quadrifoglio.

The new 8.8-inch touchscreen with customizable icon layout helps make accessing media and tools easier and more convenient. It also includes 3D navigation. And the cabin stays free from cable clutter with convenient available wireless charging.

Alfa Romeo alfaromeo.com

Wellness: Remote and Virtual As the current environment has made the importance of workplace wellness programs more paramount than ever, global wellness

Get a year of In Business Magazine. Subscribe now at inbusinessphx.com

brand ZEEL offers its comprehensive suite of services – from yoga to massage – virtually. Through its ZEEL@Work platform, ZEEL offers these services virtually and live, all with newly enhanced health and safety protocols through its newly introduced ZEEL Shield, a program of health, safety, and hygiene guidelines for providers and clients, as well as rigorous analysis of the constantly

kits. The classes are streamlined.” Observing that many employees

developing research and data around COVID-19 and its ramifications.

are struggling after all these months at WFH desks, in WFH chairs

It was important to ZEEL husband-and-wife co-founders Samer

and just missing the regular amount of movement that came with

Hamadeh and Alison Harmelin that each of ZEEL’s network of

getting out and about, getting to the gym - getting anywhere, for

11,000-plus therapists is fully prepared to work in conjunction

that matter, Harmelin says, “Even under the best circumstances,

with health and safety guidelines on COVID-19, as well as to

none of us are moving nearly as much as we should be.”

offer services virtually – and globally to remote workforces. Says Harmelin, “Now we have green screens, headsets, and lighting

SEPT. 2020

52

INBUSINESSPHX.COM

ZEEL zeel.com

QUADRIFOGLIO BADGE After a series of second-place finishes, a frustrated Ugo Sivocci painted a four-leaf clover within a square for luck. Whether it was luck or his superb skill behind the wheel of an exceptional machine, Sivocci won first place, nabbing the Alfa Romeo team its first first-place finish in 1923.

Photos courtesy of Alfa Romeo (top), ZEEL (bottom)

DON’T MISS OUT!

,

Arizona

TWO GREAT BANKS BECOME ONE. When it comes to furthering our state, it’s not just business. It’s personal. Which is why we merged two of Arizona’s most trusted banks—to give you a financial partner who

not only offers local decision-making, but the regional power and strength to keep pace with the growth of our state. Welcome to a new kind of banking experience. www.bokfinancial.com

— Dave Ralston Arizona Market CEO

+ © 2019 BOK Financial. Services provided by BOKF, NA. Member FDIC.

=

Banking | Lending | Investments

MEALS THAT MATTER

MEATBALLS SOPHIA’S WAY Seasoned meatballs baked in a zesty red sauce topped with parsley, melted mozzarella and baby arugula tossed with lemon oil $11

S & V Urban Italian: Spreading Out with Its Family Recipes Opening second Scottsdale location this fall

by Robyn Moore Patterson

Wood-fired pizza with BBQ sauce, grilled chicken, caramelized white onions, fresh mozzarella and sliced jalapeños $15

SMOKED SALMON TOWER Diced smoked salmon, lemon juice, seedless cucumber, sliced radishes, avocado, tomato relish and cracked black pepper oil $14

SEPT. 2020

54

INBUSINESSPHX.COM

make them feel like family, whether that’s at our restaurants or in their own home.”

S &V Urban Italian is currently offering dine-in service and take out. The restaurant has implemented safety practices closely following the recommendations issued by the CDC and state authorities. These include enhanced sanitation procedures, limited capacity, face masks, curbside pickup and strict food safety guidelines.

In addition to the second location, the restaurant recently rolled out a new Family Meal Deal for $50–$55 that includes a pasta dish and salad for four. Guests can choose from a Caesar or Mista salad, and one of the pasta dishes Spaghetti & Meatballs, Fettuccine Alfredo (can add chicken or sausage for $10), Penne Vodka or Rigatoni Bolognese. Other great specials include S & V’s Pizza & Wine Oh My deal on Mondays from 3–9 p.m. that pairs a pizza and a bottle of wine for only $20 — for dine-in or take out. On Wednesdays from 3–9 p.m., guests can enjoy half off bottles of wine.

To its diverse wine selection and wood-fired brick oven pizzas, S & V offers seasonal dishes changed weekly.

S & V Urban Italian 9343 E Shea Blvd., Scottsdale 16580 N. 92nd St., Scottsdale (480) 451-1850 sandvurbanitalian.com

Arizona Restaurant Association Foundation Relief Fund: The Arizona Restaurant Association, through its 501(c)3 Education Foundation has formed a relief fund to activate immediate funding for Arizona restaurant workers. Donations accepted online. azrestaurantstrong.com

Photos courtesy of S & V Urban Italian

COWBOY WOODFIRED PIZZA

A pandemic is a tough time to open a new business, especially a restaurant. But that is not stopping S & V Urban Italian from achieving its goal of opening a second location.

Located on Shea Blvd just east of the 101, the local Italian restaurant has been a staple to central Scottsdale. S & V Urban Italian first opened its doors in spring 2011 and since has cornered the market for exceptional Urban Italian cuisine thanks to its old family recipes and casual, laid-back vibe.

When restaurants were forced to shut down earlier this year, it was especially scary for the S &V team, who had had plans to open a second location for more than a year.

Thankfully, everything got pushed out and things kept moving forward while sustaining business at the original location.

The second location is now set to open this fall just a few miles north of the first. It will feature a large main dining area, an outdoor patio with views of McDowell Mountains and an inviting bar that flows from the inside to outside with adjustable garage doors. The restaurant will be open for lunch, happy hour and dinner seven days a week, serving the same delicious Italian dishes that S&V Urban Italian has been known for, for almost a decade.

“It’s been a crazy year so far, but we are excited to open another location,” says Sheena Gamache, the general manager.

“We have been doing everything we can these past few months to still serve our guests authentic Italian eats and

CELEBRATING 30 YEARS OF SERVING THE WOMEN BUSINESS OWNERS OF PHOENIX

Fall 2020 • nawbophx.org

From the President

by Jean Briese

ABOUT NAWBO

It is such an exciting and interesting time to be the President of NAWBO Phoenix. As we navigate uncharted waters, the sea of change has felt rough and wild as a storm, with brief moments of calm, only to stir up again in our constantly changing environment.

One thing that will not change: NAWBO’s commitment to propelling women business owners — through advocacy, through education, through collaboration, through innovation and, most of all, through meaningful connections. We are committed to being the wind that not only allows our members to sail through the storm, but that launches them toward greatness.

NAWBO invites you to join us this year. Because when powerful women connect, there is nothing we can’t accomplish!

One of the blessings that this time has given us is an opportunity for all of us to examine our own unconscious bias, to look again at ways that we may unintentionally be contributing to system racism.

The face of female entrepreneurship is becoming a lot less white. Minority women control 44 percent of woman-owned businesses in the United States. The National Economic Bureau of Research recently reported that woman- and minority-owned businesses have been the hardest hit by the pandemic. Being a female entrepreneur can be lonely, especially so for a woman of color business owner.

NAWBO is committed to understanding the unique challenges faced by all our sisters, whether white, Black, Hispanic, Asian, Indigenous or LGBTQIA, and offering resources, support and a whoohoo crowd. NAWBO doesn’t want any woman business owner to walk her journey alone, but to be surrounded by people who support and propel her.

The State of Women-Owned Business Report released in March of this year tells us that women entrepreneurs are twice as likely as their male counterparts to give back to their communities. When we prosper as women business owners, our entire community thrives.

NAWBO encourages you to do business with local woman-owned businesses. We invite you to join us for one of our virtual meetings where you can meet the power women changing the face of our community. Follow us on LinkedIn or visit our website, www.nawbo.org/phoenix, to learn more, or email me a message through our website.

NAWBO® prides itself on being a global beacon for influence, ingenuity and action and is uniquely positioned to provide incisive commentary on issues of importance to women business owners.

NAWBO Phoenix propels women entrepreneurs into economic, social and political spheres of power.

nawbophx.org

We host networking and education events throughout the valley each month, open to both members and guests. Check out our calendar at nawbophx.org and join us!

Take advantage of this great networking opportunity by bringing business cards and making connections.

Jean Briese

NAWBO Phoenix President Jean Briese is a motivational speaker empowering teams and individuals to achieve breakthrough results. Briese helps organizations align their leaders with the organization’s goals, elevate leadership skills and create high-performing cultures. With more than 25 years of experience creating and leading awardwinning teams for a Fortune 10 technology firm, Briese fills her engaging presentations with real-life examples and actions that can be taken immediately for personal or professional growth. Briese speaks in-person or virtually.

For more infomation, visit www.nawbophx.org.

Phoenix Metropolitan Chapter of the National Association of Women Business Owners 7729 E Greenway Rd. #300, Scottsdale, AZ 85260 480-289-5768 • info@NAWBOphx.org

1

NAWBO NEWS

Technology in the Age of COVID-19 and George Floyd

by Denise Meridith

Americans are dazed and confused. It is as if they got hit over the head from behind. They are hazily regaining consciousness, trying to figure out who clobbered them, wondering when their heads would stop hurting and they could return to work, and worried if the lack of taste is recurring or permanent. The pandemic, also, suddenly thrust technology to the forefront of their consciousness. But they cannot decide if technology is the deliverer or destroyer in the age of COVID-19 and George Floyd.

Americans have historically had a love-fear relationship with technology.

The beginnings of their love of moving pictures started with 1927’s Metropolis and 1936’s Modern Times and continued thru 2015’s Terminator: Genesis, where technology is, at a minimum, taking people’s jobs or, at the worst, killing them.

In the 1990s, technology was predicted to be the great equalizer. Who could tell sex or race of the people on keyboards? But in the U.S., this industry — like all others — was governed by humans with all their foibles, biases and irrationalities. In 2018, Blacks made up less than 8 percent of computer and tech workers, according to Brookings report “Black and Hispanic underrepresentation in tech: It’s time to change the equation (March 28, 2018). Just as having African-American President Obama did not signify the end of racism in America, having Sheryl Sandberg as COO of Facebook does not negate the fact that, in 2018, women held fewer jobs in technology than in the 1980s (“Women in the World of Tech,” Small Business Trends; March 13, 2018). In fact, the number of Black women in the industry decreased 13 percent between 2007 and 2015 (“There are now fewer women in tech than there were 10 years ago,” Fast Company; October 3, 2017).

The few tech businesses/systems started by people of color are often bought up by Anglo-dominated companies without assimilation of their diverse workers. Minority-owned American firms are also easily outbid for contracts by companies from high-education/low-salaried countries like India and Pakistan.

The pandemic shutdowns exposed other tech inequities. The “obvious” mitigation for closed schoolhouses — online education — does not work for poor youth in urban and rural areas, who do not have iPads or access to reliable WiFi. Technology was also predicted to be a spreader of democracy, as social media was used to spark protests during the “Arab Spring” in the early 2010s. But, recently, social media has been used by foreign and domestic terrorists to spew hate and undermine democracy. While technology, such as online voting, enables seniors, people with disabilities, essential employees, people without transportation and others to more fully participate, incumbent officials often try to block such advances.

Lack of access to brick-and-mortar buildings have boosted some industries (e.g., Zoom’s daily users rose from 10 to 300 million this spring, as reported in “Zooming Ahead: The Explosive Growth of Zoom During the Pandemic,” The Startup; April 25, 2020) and is devastating others (i.e., entertainment reservation sites). The COVID crisis has popularized telemedicine. Telemedicine has been around for years. But, just as electric car development was thwarted for years by the traditional car companies,

2

NAWBO NEWS

despite the social and medical benefits (especially for underserved in inner cities and rural communities), certain institutions, traditions, habits and suspicions have slowed telemedicine’s universal adoption.

Technology can be America’s best hope of social-economic recovery from the devastation left by the pandemic and racial inequities. But the American mindset must change. Apologies in high-priced ads and posting the Black Lives Matter logo do not put more Blacks on tech company boards. Putting students of color in STEM programs is useless if corporations will not hire them after graduation or promote them into management later in life. Social media and online elections can sustain our democracy and encourage others. But efforts have to be increased to prohibit false news and undo laws/policies/practices aimed at limiting voter registration and participation of all citizens. Technology can solve everything from the broken food distribution chain to producing more PPE to enhancing DNA analysis to undo wrongful convictions. But it has to be embraced, organized and nurtured for societal benefits as well as profits.

It is up to Americans to determine if technology is going to be Captain America, protecting our positive social norms and economic viability, or Space Odyssey 2001’s HAL, purposely not opening the hatch to prosperity.

Denise Meridith is CEO of The World’s Best Connectors, a virtual community for C-suite executives, who help other CEOs enhance their connections to their families, employees, clients, government and the media. The WBCs seeks to help tech and commercial development leaders solve their challenges in recruitment, retention, client acquisition and relocation.

With a BS from Cornell and an MPA from University of Southern California, Meridith is unique in having had successful careers in government, nonprofit, academic and private industries. www.thewbcs.com

Don’t Forget to Follow-Up

by Tish Times

If you attended any large conference recently (virtual or in-person), you probably met many amazing people. You are, more than likely, in your office with a stack of business cards or a list of contacts sitting on your desk, with great intentions of calling, emailing and maybe even handwriting each of them. You probably have a thousand other priorities that could easily take precedence over starting your follow-up process or you don’t have a thousand other things staring you in the face but you don’t have a clue how to start a successful follow-up campaign. Sure, you could start making phone calls, leaving voicemails, waiting to hear back then getting frustrated because people are not calling you back. You might also send a few emails, but when people are not as responsive as you’d like you may get discouraged and discontinue your efforts. Don’t allow fear, frustration or lack of knowledge concerning follow-up be the reason your profit shrinks.

I have a colleague (we’ll call her Angelica) who went to an event and made some great connections. She especially connected with one prospective client named Donna. They had a great initial interaction and Angelica was sure that Donna was her ideal client. After the conference, Angelica determined that she would connect with each person she met to set up meetings She started with great excitement. After making just a few phone calls, her enthusiasm waned. Leaving voice mail after voice mail seemed like a futile endeavor. She found her focus on the follow-up process diminishing as other projects took precedence. Before long, a couple of weeks had passed and she had completely stopped making calls.

Angelica found herself in an online meeting a few weeks later and who did she see on Zoom? Donna, of course. They reconnected in a private chat and eagerly struck up a conversation to catch up. Donna proceeded to

nawbophx.org

tell Angelica how she had just hired a coach. A coach in the same industry as Angelica, with the same expertise as Angelica. Donna went on to explain how her new coach had been so persistent in pursuing her business that it just felt right to hire her. Angelica maintained her professionalism, but inside she felt devastated. She realized that had she continued to reach out, she might be “the new coach” instead. (By the way, Donna invested $15,000 with the new coach.)

It was because of stories like this that I am so passionate about masterful follow-up. If you don’t have a follow-up system that works for you, make it a top priority to get one. I’m sure you are leaving loads of money on the table without one. It’s great to be a giver, but it’s bad business to give good business away by not following up.

Tish Times is the founder of Tish Times Networking & Sales Training and a franchise owner of Network in Action Central Phoenix. Times brings a sense of authenticity back to networking and sales. She works with companies and entrepreneurs who aren’t effectively leveraging networking as the entry point to the sales process to increase revenue. Times merges proven sales strategies with interpersonal awareness to create effective networking and follow-up plans that produce results while still feeling natural. Through her signature program, the Unstoppable Confidence Networking & Sales Academy, Times helps clients develop authentic sales strategies to increase profit, skyrocket confidence, and build genuine connections. For more information visit www.tishtimes.com.

3

NAWBO NEWS

Yes, the System Is Failing Us

by Angela Garmon

COVID-19 has changed the way we work, live and do business. In just a matter of days, the world was disrupted by the pandemic. As time progressed, it seemed like some businesses have excelled. Some industries ceased in just a matter of days. Others swiftly shifted their business model to stay afloat. While the world was still grappling with the changes that COVID brought, tension began to build, as Black lives were being taken by what appeared to be a series of hate crimes.

During seasons of economic decline, it is not unusual to see a rise in social inequality. The socioeconomic gaps tend to widen for minorities and the disenfranchised. Racial tension tends to increase as people become more anxious about making ends meet.

Unfortunately, systemic oppression causes this cycle to perpetuate when left unchecked.

4

NAWBO NEWS

Systemic issues infiltrate every facet of society. We have to have uncomfortable conversations to effect change. As a businesswoman, I must use my voice to advocate for changes in the business community.

As illustrated in my last article, “Is It The System� (inbusinessphx.com/ partner-section/presidents-message-is-it-the-system#.Xx5YY_hKhmA), there are still revenue disparities for woman-owned businesses. Looking at the data for businesses owned by women of color (WOC), there are stark differences when compared to our white counterparts.

As a mother and a Black woman, it is important to me that we address the challenges the country faces to overcome them to ensure that my daughter and generations to come will not have to fight over the same injustices we currently face. Systemic issues impact the slow growth and rapid decline of minorities in the business world.

Officers: Black businesses have seen a 40-percent decline since the pandemic, one of the largest stats amongst minority groups according to Biz Women section of The Business Journals. The published article “Pandemic has crushed number of black-owned businesses” (www.bizjournals.com/bizwomen/news/latest-news/2020/06/pandemic-hascrushed-number-of-black-owned-busines.html) spoke to the deterioration of Blackowned businesses. The opening paragraph reads: “The economic implications of the coronavirus pandemic have been especially devastating for black Americans, with new data revealing a loss of 440,000 black business owners this spring.”

Unfortunately, many Black businesses did not receive adequate funding for PPP or the EIDL. The article went on to share that 95 percent of Black-owned firms had little to no chance of acquiring funding through either program. This is not an uncommon occurrence for Black business owners who seek loans when attempting to launch and scale a business. The same tools and resources are not widely available to people of color.

To put things into perspective, here are some additional stats around growth for WOC. According to the 2019 State of Women-Owned Businesses Report commissioned by American Express, Black woman-owned businesses are the second largest group behind non-minority women. We make up 21 percent of total womanowned firms. Yet Black-woman-owned firms generate an average of $24,000 per firm vs. the national average of $142,900 amongst all woman-owned businesses.

In June, in my closing address as president of NAWBO Phoenix, I asked the question, “When was the last time you referred a woman of color to your circle of influence?” The next day, I received a phone call from a member who shared that the question was jarring. She went on to say that she does not have any women of color in her network, and that question caused her to realize that she needed to expand her circle.

I implore you to look at your spending. Are you supporting diverse vendors? Look at your network. If it is homogenous, please diversify. Support change. Support growth.

We have to start in our communities and spheres of influence. There is a lot of work to be done to gain equality for people of color. It takes intentionality and purpose. The impact that we can have on the business community by ensuring that we are building the ecosystem that sustains all businesses will be huge.

Blazing the trail that I started as president of NAWBO Phoenix, I look to continue my efforts in supporting women’s business ownership. Please join me. In August, I am launching The We Are Project. The goal of the project is to create awareness around the revenue and growth disparity for businesses owned by WOC. It is designed to eradicate the gaps that put WOC at a disadvantage and giving them an even playing field to business development.

The We Are Project is a reminder that it takes more than just one individual to effect change in the world. WE ARE collectively stronger together. As we begin to have deeper conversations around disparity in business ownership, we can become a mirror of reflection that can bridge gaps for growth and collaboration.

President: Jean Briese President-Elect: Rosaria Cain Treasurer: Joy Cervantes Secretary: Dr. Nadia Brown Past-President: Angela Garmon Membership Chair: Kaitlyn Laney & Imelda Hartley Marketing Chair: Melanie Moscicki Programming Chair: Robin Thompson Corporate Partners Co-Chair: Dee Daniels Corporate Partners Co-Chair: Ashley Ament Neighborhood NAWBOS Chair: Julie Cook Collaborative CoHorts: Amanda Schneider Mentoring Chair: Ronit Urman

Corporate Partners: Copperpoint Insurance Company Salt River Project Idea3 Media Modluxe Phoenix Business Journal In Business Magazine Predictive Group / Hayden Consulting Karianne Mundstedt Photography UPS Cox Business Wells Fargo Silverhawk Financial Financial Potion

National Partners: Merrill Lynch

Angela Garmon is founder and business strategist at ARG Coaching & Consulting Group (argccgroup.com). She uses her 20 years of change management experience to help her clients build their businesses and increase profits by focusing on three key areas: enhancing leadership effectiveness, building team cohesion and improving processes.

nawbophx.org

Bank of America Chubb Southwest Airlines

5

NAWBO NEWS

Dude! We’re All on the Same Team

by Dr. Nadia Brown

One of the challenges with having a sales team is building the right sales culture. Years ago, I was on a sales team — and there was an opportunity I was working on, with the goal of getting a particular deal closed. There were some questions from the prospect I was speaking to that I couldn’t answer. I knew there was another member of the sales team who had more expertise in the particular area in which the prospect was interested. So, I reached out to my team member and asked her to speak with the prospect directly, to answer their questions and close the deal.

My expectation was that, once their questions were answered, the prospect would enroll and become a client. But that’s not what happened.

Instead, the prospect got back in touch with me to let me know she’d talked with my team member, but still had questions, and what were the next steps?

That’s when I realized that my teammate was reluctant to move things forward and close the deal. Because of the culture of the company, she seemed to be more concerned about her sales commissions than she was about serving the client!

Scenarios like these must be nipped in the bud — there is too much at stake. So, I talked to the company leadership, got the answers I needed to move things forward, and closed the deal. Then I made sure we did whatever we needed to do on the back end to onboard this new client as smoothly and efficiently as possible.

Unfortunately, this sort of scenario is all too familiar to sales teams across the board. Whether it’s foot dragging, competition or outright sabotage on a sales team, no one wins. So, when you’re in charge of leading a sales team, what do you do?

Let’s be real: Many salespeople are drawn to the field because of a shared trait — we are competitive.

Still, there is power in taking a more collaborative sales approach. And a sales team with the capacity to work together moving sales forward is worth its weight in gold.

Here are some questions to get you started:

1. How would you characterize the sales culture of your team? Is it cutthroat competition between individual contributors, or is there evidence of real cooperation and teamwork?

6

NAWBO NEWS

2. What incentives and habits have you put in place to foster team cohesion?

3. What else could you do to build, develop, encourage and reward collaboration among members of your sales team?

As you contemplate the culture of your sales team, consider all the ways in which you can bolster unity. Sometimes it’s a cluster of salespeople working together. Maybe it’s a group of two. I’ve also seen cases where a group of three works really well. One of the reasons these working “pods” can work so well is it draws on the strengths, experiences and personalities of several people. By mixing genders or cultures in a single working group, you establish a team whose different experiences and insights can be leveraged in your sales process and sales conversations. Which helps fill in the gaps to reach even more prospects more effectively — together.

To be clear, there’s nothing wrong with competition. I am down for competition. I love competition. I’m a very competitive person. But there are times when competition ends up hindering your sales goals — because people are so focused on what’s in it for them that their own self-interest is at odds with what’s best for the company.

In cases like these, where competition rules the roost, ultimately your clients lose out. They see something they want, but the sales culture rewards egos, commissions and bonus checks instead of deep listening and real customer service.

There’s an old proverb: “If you want to go fast, go alone; if you want to go farther, go together.” This is true for sales teams. Dude, you really are all on the same team. And the name of the game is serving prospects and clients in meaningful ways that make their lives better, while generating revenue for the company. To do otherwise is to forget service and make sales all about you. Which it never should be.

Dr. Nadia Brown is the founder of The Doyenne Agency, a global sales and sales training firm serving service-based businesses. www.thedoyenneagency.com

Bailey, Eric, 42

Doherty, Ryan, 47

Lam, Dana, 41

Rogers, Eileen, 48

Bailey, Monica, 10

Dohoney, Milton Jr., 29

Lerner, Stefanie, 38

Rynd, Mary Jane, 31

Baize, Mike, 62

Fairhurst, Matt, 15

Lewis, John, 28

Salgado, Juan, 9, 30

Ballew, Kyle, 16

Fermoile, Chastity, 32

Lopez, Rebeca, 10

Seleznow, Steven G., 26

Bill, Michael H., 10

Fleck, Jolean, 12

Mahlmeister, John, 39

Snyder, Scott, 34

Blumberg, Rishon, 43

Garmon, Angela, 58

Mashburn, Lee, 16

Solomon, Michael, 43

Briese, Jean, 55

Garner, Don, 44

Mathews, Dan, 14

Sperduti, Kay, 34

Brown, Dr. Nadia, 60

Hadi, Shamsh, 22

McCloskey, Kathy, 33

Tish Times, 57

Bruno, Barbara, 43

Hampton, Mary, 14

McLeod, Tammy, 27

Tollefson, Richard, 50

Butler, Tyler, 47

Hartman, Oren, 34

Meridith, Denise, 56

Topete-Stonfield, Liz, 35

Clyde, Rebecca, 22

Hines, Zach, 47

Mitchell, Dave, 43

Tyra, Michal, 50

Collins, Sherri, 11

Johnston, Leah, 12

Munn, Chip, 49

Williams, Lois, 32

Cunningham, Ernest, 20

Koch, Chris, 18

Pratte, Danna, 12

Zajechowski, Matt, 13

D’Adamo, Gene, 28

Kostyk, Sue, 35

Ray, Lorrie, 46

11Eleven Consulting, 47

Employers Council, 46

NakedQ BBQ, 34

Skedulo, 15

A Better Way, 32

Encore Creative, 38

Snell & Wilmer, 45

AksjeBloggen, 44

eNotaryLog, 11

National Association of Women Business Owners – Phoenix, 55

Alfa Romeo, 52

Equality Health, 5

Alliance Bank of Arizona, 44

Evergreen Devco, Inc., 15

ARG Coaching & Consulting Group, 58

First Bank, 8

Arizona Bleeding Disorders, 32

Flinn Foundation, 27

Arizona Commerce Authority, 2, 64

ForexSchoolOnline.com, 44

Arizona Commission for the Deaf and the Hard of Hearing, 11

FSW Funding, 5

Nevoa Inc., 20 Nina Mason Pulliam Charitable Trust, 28 Nutritional Brands, 12 One Creative View, 48 Optum Care, 3 Paul Johnson Drywall, 12

Sperduti Communications, 34 Suite 6, 15 Surprise Date Challenge, 41 Symmetry Health and Wellness, 35 Terracon, 12 Tish Times Networking, 57 Topete/Stonefield, Inc., 35

GoDaddy, 10

Phoenix Community Development & Investment Corporation, 9, 29

Hook & Hunt, 14

Phoenix IDA, 9, 30

Virginia G. Piper Charitable Trust, 31

Avatar Partners, 11

Insperity, 62

Phoenix Philanthropy Group, The, 50

Visual Lease, 16

Bailey Strategic Innovation Group, 42

JDP, 13

Picohealth, 20

World’s Best Connectors, The, 56

BMO Harris Bank, 51

Jive, 8

Pivot Development, 16

ZEEL, 52

BOK Financial, 53

JLL, 15, 19

Quarles & Brady LLP, 17

ZorroSign, 22

Botco.ai, 22

KAM Environmental, Inc., 33

Ripclear, 47

Cake, 23

Kiterocket, 63

ROOM8, 14

Carlisle, 18

Land Advisors Organization, 15

S & V Urban Italian, 54

Conclusiv Technologies, 11

Live Forward Ventures, 16

SaniCrew, 38

Delta Dental of Arizona, 12

Maricopa County Small Business Relief Program, 28

Scannel Properties, 15

Arizona Community Foundation, 7, 26

Divvy, 6 Doyenne Agency, The, 60 Easy Ice, 39

Milestone Pediatrics, 10

Scott’s Generations Restaurant Delicatessen, 34

MJ Insurance, 10

Signature Wealth Strategies, 49

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 In Business Magazine.

UnitedHealthcare, 12, 21

CHECK US OUT

/InBusinessPHX @InBusinessPHX www.inbusinessphx.com

61 SEPT. 2020 INBUSINESSPHX.COM

A CANDID FORUM

BY

Election Year Talk and Tempers in a Virtual Workplace Tips for navigating political discussions in remote and traditional workplace settings

by Mike Baize

Take a presidential election year, combine it with a global pandemic and the stage is set for workplace discussions to bubble over into heated discourse, even in a virtual environment.

Between the daily stressors of COVID-19 and partisan tensions surrounding the 2020 presidential election, business owners and leaders need to be aware of how these factors can impact team performance and put steps in place to mitigate any issues.

With Election Day only months away, employers should develop a plan — aligned with customary office policies — to address the situation. Below are eight tips for employers to reduce stress in the virtual workplace and traditional office setting, helping to keep tensions at bay during this highly unusual election year.

DISTRIBUTE REMINDERS TO REINFORCE COMPANY VALUES

Although the surroundings may have changed and team communications are vastly different, employees should be reminded that the company’s mission, values and policies remain the same, especially as they relate to political discussions. It can be very easy for Zoom meetings, conference calls and one-on-one communications to become sidetracked if a colleague brings up election-related comments.

REVIEW AND UPDATE OFFICE POLICIES

Review the current company policies that relate to political activity and consider updating them to include the virtual workplace. Employers may also consider proactively communicating expectations with employees and sharing examples of unacceptable behavior to help limit potential issues. Make it clear that these actions cannot interfere with work or impact productivity.

LEAD BY EXAMPLE Mike Baize is manager of human resource services at Insperity, a trusted advisor to America’s best businesses for more than 34 years, provides an array of human resources and business solutions designed to help improve business performance. insperity.com

SEPT. 2020

62

INBUSINESSPHX.COM

Company executives, leaders and managers should remember that they set the tone, not only in the office but also during virtual meetings. Executives may consider asking their managers to be mindful about comments on political matters.

Conversely, if a supervisor is extremely vocal about his or her politics, it can potentially open the door for staff to follow suit.

REMAIN NEUTRAL

Businesses should remain neutral and avoid taking an official stance on a particular candidate or political issue. Otherwise, current and future clients or even employees who do not share a similar view can feel alienated. In addition, companies should consider discouraging political clothing and paraphernalia in public spaces and for employees who have direct contact with clients and vendors. In a virtual setting, this translates to background images and attire that are visible during Zoom meetings.

PREPARE MANAGERS

Be sure that managers are aware of the policies in place and that they are properly trained to handle any potential conflicts that may arise. When responding to tensions, managers should always respect boundaries and remember that employees should not be asked about their political affiliations. Leaders can carefully point out any concerns to an employee and explain how his or her actions were not in alignment with company policies.

RESPOND RAPIDLY

If tensions arise, it is important to respond right away.

Investigate any employee complaints that come up but remember to focus on the workplace behavior rather than on differing political opinions. While the virtual workplace can present more of a challenge, it is crucial to address the situation promptly to avoid an escalation in the matter, which can happen very easily in this type of environment.

ENCOURAGE WORKERS TO TAKE A BREAK

It is no surprise that working remotely can be stressful, especially during a pandemic — when the whole family may be sharing the workplace — and in a presidential election year. When TVs are on in the background providing a constant stream of news about COVID-19 numbers and political coverage, it can become a distraction and even increase stress levels. Employers should consider encouraging workers to take a break from traditional news coverage, social media channels and web surfing to help maintain focus and reduce anxiety.

OFFER GUIDANCE

While a company cannot prohibit political discussions completely, leadership may consider asking employees to limit political talk or activity to the lunch hour, other work breaks or after hours. It is also important to remind staff to respect the views of others. If employees openly make their political affiliations known, do not assume that staff members who support the same candidate also share similar views on all the issues. Employees and employers alike should respect colleagues’ views and not attack another person’s political affiliation or beliefs.

These eight tips for navigating political discussions in the workplace should help businesses set expectations to minimize election-related tensions and lead to a healthier workplace in which political strife does not affect employee morale and productivity.

Although the surroundings may have changed and team communications are vastly different, employees should be reminded that the company’s mission, values and policies remain the same, especially as they relate to political discussions. It can be very easy for Zoom meetings, conference calls and one-on-one communications to become sidetracked if a colleague brings up election-related comments.

Return Stronger Access training programs for new career opportunities.

FIND A CAREER

E X P LO R E T R A I N I N G

GET CERTIFIED

FIND A JOB

Whether you’re looking to advance your career or find a new beginning, Arizona’s workforce network has come together to help you prepare for what’s next. ARIZONA@WORK is offering no-cost guidance in exploring local career pathways, accessing training programs and obtaining new certifications for your next job. No matter your background or skill level, you can connect with local experts to find the tools you need to return stronger.

Arizona Commerce Authority

Arizona Department of Economic Security

Arizona Department

of Education

Arizona Office of Economic Opportunity

ARIZONA@WORK

azcommerce.com/ReturnStronger A proud partner of the

Supported, in part, by funds available through the U.S. Department of Labor (DOL) under Title 1B of the Workforce Innovation and Opportunity Act (WIOA).