IN BUSINESS MAGAZINE
OCT. 2026
Special Section: 2026 Healthcare Decisions Guide
Who’s Really Managing Your
The old model of simply trusting the plan may be over HEALTHCARE
Leverage Term Loans
for Growth
HR: Vital Department for
OCTOBER 2026 • INBUSINESSPHX.COM
Businesses of ALL Sizes This Month’s Guest Editor
Frances J. Ducar
Founder & President Healthcare Solutions Centers
THIS ISSUE Tempe Chamber of Commerce
When to Alter
Your Business Model $7.95 INBUSINESSPHX.COM
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DOING
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AT THE HEART OF OUR
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Goodwill of Central and Northern Arizona is a 501(c)(3) non-profit organization dedicated to ending poverty through the power of work!
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Contents OCTOBER 2026 GUEST COLUMNISTS
40
Who’s Really Managing Your
BUILDING COMMUNITY BY DESIGN
COVER STORY The old model of simply trusting the planmay be over
This month spotlighting California Pools & Landscape, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
by RaeAnne Marsh
28
Who’s Really Managing Your Healthcare Dollars?
Looking at the healthcare trend from simply an employee benefit to an employer investment, In Business Magazine shares insights and expertise from an innovative health plan provider, a benefits advisor and a prescription benefits manager.
42
THE MULTIPLIER EFFECT: HOW POSITIVE LEADERS TRANSFORM TEAMS Bruce Weber’s series examines developing and sustaining organizational capacity.
FEATURES
34
Does Size Matter? The HR Mistake Costing Small Businesses Thousands
Sam Bolen and Amanda Jorth explain why waiting until a company is “big enough” for HR can create legal, financial and operational risks long before business owners realize those risks exist.
41
Every Drop Counts
43
How to Know It’s Time to Alter Your Business Model
24
Healthcare
26
Technology
35
Books
36
Economy
38
Legal
Erin Thorburn shares how SRP is helping Valley businesses turn water conservation into long-term water resiliency.
Veronique James warns that a business model can remain profitable while simultaneously becoming less relevant.
PARTNER SECTION DEPARTMENTS Kicking Off the Season: Tempe Chamber Celebrates Sun Devil Football For 25 years, the Tempe Chamber of Commerce has brought the business and community together to celebrate the start of Sun Devil football. This year’s 25th Annual Sun Devil Football Kickoff Luncheon, proudly presented by San Tan Ford, continued that tradition with a celebration of ASU football, community partnerships and the excitement surrounding the upcoming season. The event brought together business leaders, Chamber members, elected officials, ASU alumni, students and Sun Devil fans for an afternoon of football and connection. Tempe Mayor Corey Woods, Vice Mayor Arlene Chin and Councilmembers Brooke St. George, Bobby Nichols and Nikki Amberg joined the celebration, along with members of the Tempe Chamber Board of Directors. The luncheon also highlighted the strong partnership between the Tempe Chamber, Arizona State University, ASU Athletics and the ASU Alumni Association. ASU Alumni Association President Morgan Harrison shared remarks about the university’s global Sun Devil community before the program turned its attention to the team and the upcoming season. With Sun Devil football expanding its reach this year, attendees celebrated the excitement of ASU taking the football experience across the pond to London. The program also featured the return of postseason college football to Tempe with the Cactus Bowl, further highlighting the role major sporting events play in bringing visitors, fans and economic activity to the community. The heart of the luncheon was, of course, Sun Devil football. Radio play-by-play voice Tim Healey, who has been part of the event since its beginning in 2001, introduced members of the 2026 team before leading a conversation with Sun Devil Athletics Director Graham Rossini, Head Coach Kenny
T E M P E C H A M B E R A D VA N TA G E
Te m p e C h a m b e r. o r g
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Tempe Chamber of Commerce
SPECIAL SECTION 2026/2027
HEALTHCARE DECISIONS Open Enrollment & Healthcare Guide for Business
Presented by
Informing Our Business Community on
Healthcare Options
53
2026 Healthcare Decisions Guide
OCT. 2026
4
INBUSINESSPHX.COM
9
Guest Editor
10
Feedback
Frances J. Ducar, founder and president of Healthcare Solutions Centers, introduces the “Healthcare” issue.
Dillingham and student-athletes. The program gave attendees an inside look at the team, its preparation and what fans can look forward to throughout the season. More than a football kickoff, the annual luncheon represents 25 years of bringing Tempe’s business community together around a shared tradition. As another season begins, the Tempe Chamber remains proud to celebrate the Sun Devils and the partnerships that connect Arizona State University, local businesses and the broader Tempe community.
Erica Bloudek, Kami Cothrun and Joe Dicks respond to In Business Magazine’s burning business question of the month: What are you hearing from your employees as the most important elements of their healthcare benefits, and how are you accommodating their needs?
12
Briefs
“The Power of Staying: What Hospitality Can Learn from a Culture Built for Change,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements & Philanthropy,” “Phoenix Has the Entrepreneurs. They Need Better Places to Grow” and “Phoenix Employers Need an AI Apprenticeship Scorecard”
“Healthcare Staffing’s Next Challenge Isn’t Hiring. It’s Operations” and “From Smartphones to Vital Signs – Building Arizona’s MedTech Future”
“Data in Constant Flux? Tech Slashes Updating Time & Effort” and “Why Your Business Might Be Invisible to AI Search”
New releases give fresh insights on business thinking.
Adam McDiarmid discusses how to leverage term loans for growth.
15
Startups
“Koa Pediatric Therapy Is There for Parents As Well As Patients” and “Keep Car Seats Clean with Snap-n-Go Seat Sheet”
Joshua Becker explores long-awaited federal legislation that aims to bring greater certainty to franchisors and franchisees by clarifying joint-employer liability.
16
From The Top
44
Chris Benguhe, the visionary behind Center for Social Capital, proves for-profit business can be a force for good.
17
CRE
20
Semi-Insights
“Multifamily Real Estate in the Valley: Recovery from Oversupply,” and “Data Centers: Changing How Arizona’s Commercial Real Estate Risk Is Insured”
“Some Assembly Required: Arizona Builds the Last Step in Chipmaking,” “Arizona’s Chipmakers Bet on Recycled Water as Colorado River Cuts Deepen” and “SEMICON West Finds Its Permanent Home in Phoenix”
Nonprofit
Richard Tollefson discusses benefits of cross-border philanthropy.
45
Assets
46
Power Lunch
66
Roundtable
2026 Range Rover Autobiography Plus: See what’s popping in corporate gifts.
Sushi & Strategy: Discover Uchi Scottsdale’s Sophisticated Power Lunch
Jeff Swanson examines why Arizona’s supportive housing shortage is becoming a workforce challenge
The 2025 Employee Benefits Survey by Society for Human Resource Management found 88% of HR professionals rank health-related benefits as “very important” or “extremely important” for their organization’s total rewards strategy. It has consistently been the highest-rated priority in annual SHRM employee benefits surveys.
Redefining What a Modern Law Firm Should Be. Since 1885. In today’s fast-moving world, standing still isn’t an option. Fennemore has been paving the way for over 140 years—combining a tradition of excellence with an enduring drive to innovate. From pioneering the use of AI and building platforms that supercharge our teams, to reimagining what collaboration looks like in the legal industry, we continually push boundaries to deliver better outcomes for our clients. Thank you to our CEO James Goodnow, our attorneys, and our dedicated staff for their relentless commitment to advancing Fennemore’s vision and setting a new standard for what’s possible in law.
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Words OUR CONTENT CREATORS
Oct. 2026
RaeAnne Marsh Editor in Chief, In Business Magazine Editor in Chief, In Business Magazine
Publisher
Rick McCartney
Editor in Chief
RaeAnne Marsh
Dir., Marketing & Creative
Benjamin Little
RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of
Associate Publisher
Nico Pacioni
Graphic Design
Marvin Forte
In Business Magazine to be the voice of and vehicle to nurture.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.
Guest columns are feature articles presented as a limited or ongoing special series.
Tyler Butler Guest Columnist – Social Impact A long-time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in myriad ways globally. Her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity through their generous outreach efforts.
Marco A. López Jr. Guest Columnist – Southern Border Marco A. López Jr. is founder and CEO of Intermestic Partners and Intermestic Capital, advising on cross-border investment, EB-5 strategy, U.S.–Mexico nearshoring and economic development initiatives across North America. He previously served as mayor of Nogales, Arizona; director of the Arizona Department of Commerce; and chief of staff at U.S. Customs and Border Protection under President Obama. Lopez is a past member of the Council on Foreign Relations and currently serves on The Nature Conservancy’s Conservation & Public Policy Committee.
Kim Ryder
CONTRIBUTING WRITERS Mike Shufeldt
Joshua Becker
Tonya Lively
Sam Bolen
Alexa Mayer
Jeff Swanson
Tyler Butler
Adam McDiarmid
Erin Thorburn
Keagan Huerta
Yasir Memon
Richard Tollefson
Mike Hunter
Dale Moseke
Gleb Tsipursky
Veronique James
Laurent Opman
Bruce Weber
Amanda Jorth
Jess Petersen
Chris Levandowski
John Sansoucie ADVERTISING Operations
Business Development
Louise Ferrari Tyson Brugman
Louise Ferrari Cami Shore Events
Amy Corben
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Chris Weir Rick McCartney
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
Guest Columnist – Commercial Real Estate Kim Ryder is a dynamic commercial real estate executive with extensive experience in managing multimillion-dollar, complex projects and the build-out of more than 54 million square feet of retail and commercial space. Ryder has started several business lines in her career, most notably launching Thrive Real Estate and Development groups. Her career in the thrift industry extends over 25 years and led her team to expand the Goodwill real estate portfolio by more than 100 locations.
Bruce Weber Guest Columnist – Capacity “I’m passionate about building leadership capacity and helping organizations grow their impact. Having worked with businesses of all sizes, I bring experience from Microsoft and Hewlett Packard, where I partnered with business integration teams to develop market expansion strategies. Today, I focus on helping leaders navigate change and turn complexity into opportunity.”
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This month’s contributors Joshua Becker is a Partner in the Phoenix office of Womble Bond Dickinson. (“The American Franchise Act: Seeking Clarity in the Relationship between Franchisors and Franchisees,” page 38) At REDW Advisors & CPAs, Sam Bolen, SHRM-SCP, THRP, is director of Human Resources and Amanda Jorth, THRP, is a senior HR consultant. (“Does Size Matter? The HR Mistake Costing Small Businesses Thousands,” page 34) Veronique James is the founder and CEO of The James Agency, a nationally recognized full-service integrated marketing agency. (“How to Know It’s Time to Alter Your Business Model,” page 43) Adam McDiarmid is president of small to medium business at UMB Bank. (“Beyond the Rate: How to Leverage Term Loans for Growth,” page 36) Jeff Swanson is CEO of One Step Beyond, Inc., bringing more than 20 years of leadership experience to the nonprofit. (“Why Arizona’s Supportive Housing Shortage Is Becoming a Workforce Challenge,” page 66) Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm. (“Benefits of Cross-Border Philanthropy,” page 44)
6 OCT. 2026
Vol. 17, No. 10 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. ©2025 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.
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Oct. 2026
VOL. 17, NO. 10
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.
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FRANCES JACQUELYNE DUCAR, HEALTHCARE SOLUTIONS CENTERS, LLC
Guest Editor
Healthcare as Investment
Frances Jacquelyne Ducar, MSN, FNP-C, is founder and president of Healthcare Solutions Centers, LLC. A nurse practitioner with more than 35 years of healthcare experience, Ducar has dedicated her career to improving access to high-quality, convenient care. Since founding HCS in 2003, she has worked with employers to bring healthcare directly to employees through onsite and near-site clinics. An Arizona native, Ducar is passionate about prevention, early intervention, healthier employees, improved workforce retention and creating sustainable healthcare solutions that benefit both employees and employers. hcsonsite.com
Healthcare remains a critical issue for employers. As a tool for both attraction and retention, healthcare coverage is a high-priority benefit to employees in all age groups. But its place in a business’s profit and loss accounting has evolved beyond strictly a Human Resources concern. After more than 35 years in healthcare, I have learned that the real cost of healthcare is not simply what an employer pays in premiums. It is also what happens when employees delay care, miss preventive screenings, struggle to navigate the healthcare system or wait until a manageable condition becomes a costly one. Employers have an opportunity to look beyond the traditional healthcare model and ask a different question: Are our healthcare dollars actually helping employees get the right care at the right time? When access is convenient and barriers are removed, employees are more likely to seek care earlier, manage chronic conditions and stay healthy and productive at work. Healthcare should not be viewed solely as an expense. When thoughtfully designed and effectively utilized, it can be an investment in both people and the long-term health of the business. The cover story this month, of which I am happy to be a part, focuses on a trend in healthcare from simply an employee benefit to an employer investment. “Who’s Really Managing Your Healthcare Dollars?” addresses employers becoming healthcare purchasers in place of the old model of simply trusting the plan. Bringing together perspectives from different functions of healthcare access, In Business Magazine shares insights and expertise from an innovative health plan provider, a benefits advisor and a prescription benefits manager. None of that should diminish the importance of Human Resources as a business function, as Sam Bolen makes clear in “Does Size Matter? The HR Mistake Costing Small Businesses Thousands” — explaining the many ways that waiting until a company is “big enough” for HR can create legal, financial and operational risks long before business owners realize those risks exist. Veronique James addresses another issue deserving proactive attention: a business’s fundamental essence — its brand. Pointing out that a business model can remain profitable while simultaneously becoming less relevant, she discusses why revenue is not the answer to “How to Know It’s Time to Alter Your Business Model.” Among other topics covered this month are potential conflict in franchising over employee policies, cross-border philanthropy and a thought-provoking discussion of neurodivergent housing as a business issue. And to the regular monthly departments on healthcare, technology, CRE and more, this October edition includes the annual healthcare business resource “Healthcare Decisions Guide,” all aimed at helping strengthen our business community. I’m pleased to help bring you this October edition of In Business Magazine and hope you enjoy the read. Sincerely,
Frances Jacquelyne Ducar, MSN, FNP-C Founder & President Healthcare Solutions Centers, LLC
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Publisher’s Note
inbusinessphx.com Business Events/
Healthcare as Priority Each month, our job at In Business Magazine is to look at the issues that are having a real impact on business and ask what our readers need to know now. Healthcare continues to be one of those issues — increasingly complex, increasingly costly, and increasingly important to the decisions employers make every day. That is why we chose to make it the focus of this month’s cover story and our annual Healthcare Decisions Guide. Special Section:
2026 Healthcare
Connections:
We are especially grateful to our Guest Editor, Frances Ducar, founder and president of Healthcare Solutions Centers. Frances has been a respected voice in healthcare for decades, and I’m fortunate to also call her a friend. Her experience, candor and genuine commitment to improving healthcare make her an ideal partner for this issue. Thank you, Frances, for lending us your expertise and helping make this an important edition. —Rick McCartney, Publisher
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Decisions Guide
IN BUSINESS OCT. 2026
MAGAZINE
Who’s Really Managin
g Your
DON’T MISS OUT!
simply The old model of may be over trusting the plan HEALTHCARE
Leverage Term
Loans
for Growth
HR: Vital Department
for
ALL Sizes Businesses of OCTOBER 2026
This Month’s Guest
Editor
• INBUSINESSPHX.COM
Frances J. Ducar
Founder & President Centers Healthcare Solutions
THIS ISSUE Tempe Chamber
of Commerce
When to Alter
Your Business
Model
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Feedback SPEAKING OUT What are you hearing from your employees as the most important elements of their healthcare benefits, and how are you accommodating their needs?
ERICA BLOUDEK
FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
KAMI COTHRUN
Chief Operating Officer Wilde Wealth Management Company Sector: Financial Services
Founder PS Academy Arizona Sector: Education
Our rapid firm growth has expanded our footprint to 16 offices across seven states, making intentional communication and connection with our remote teams more critical than ever. As we scale, keeping our culture united starts with listening directly to what our people need to thrive. Across every location, employees consistently emphasize the need for affordable care that protects their entire family through every walk of life. From milestone moments like welcoming a newborn to routine family needs like braces or accessing professional legal guidance, our team wants practical, whole-life security. To accommodate these needs across our expanding multi-state footprint, we are offering plan designs with competitive premiums and manageable deductibles to keep whole-family coverage genuinely affordable. We are also enhancing family dental, orthodontia and maternal health benefits while providing integrated legal assistance plans for life’s complex decisions. Finally, we are partnering with nationwide networks and providing robust telehealth options to ensure employees in every office receive equal access to high-tier care, regardless of where they live or work.
What we hear most from our employees is that healthcare benefits need to be both affordable and practical. Employees want coverage they can actually use without premiums and out-of-pocket costs becoming a financial burden. They also value having choices, because healthcare needs can look very different depending on an employee’s age, family situation and stage of life. As a smaller organization, we work hard to balance those needs with the rising cost of healthcare. We regularly review our benefit options, listen to employee feedback and look for ways to provide strong coverage while keeping the employee portion as manageable as possible. One change we made was adding Short Term Disability coverage for all staff, recognizing that an unexpected illness or injury can have a significant financial impact. We have also developed a tiered benefits structure that allows us to invest more in employees as they build their careers with PS Academy. Teachers receive full coverage of their insurance benefits, and other staff members become eligible for fully covered insurance benefits after five years of employment with PS Academy.
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
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Erica Bloudek is the COO of Wilde Wealth Management Company, an award-winning financial services firm that provides comprehensive retirement, investment, real estate, insurance, legal and tax planning services all under one roof.
As a 100% employee-owned company, McCarthy puts our people at the core of every benefits decision. We listen closely to what they need and take their input into consideration with every benefits decision we make. And I think that shows, based upon the feedback we receive. Across our workforce in Arizona, and nationally, our employee partners consistently tell us that affordability and access to whole-person care is what matters most. This means care beyond just physical health, and includes mental, financial and family well-being, too. We’ve taken their feedback to heart, which is why McCarthy Building Companies, Inc. invests in medical plan cost-sharing and layers in free resources like a personal health concierge, virtual care, family support and mental health programs. Our offerings go well beyond industry norms because we want every McCarthy employee and their family to have the care that fits their personal needs. I think our health benefits program is an excellent example of how employeeownership culture works — we take care of the people who build it. McCarthy Building Companies mccarthy.com
PS Academy Arizona Wilde Wealth Management Company wildewealth.com
JOE DICKS
Senior VP of Human Resources McCarthy Building Companies, Southwest Region Sector: Construction
psacademyarizona.com
Kami Cothrun is founder of PS Academy Arizona, a specialized school in Gilbert serving teens with autism and other neurodivergent learning needs. She is dedicated to creating supportive educational environments that help students build academic, social, functional and independent living skills. Through her work with students, families and educators, Cothrun advocates for meaningful learning opportunities that prepare neurodivergent young people for adulthood.
Joe Dicks is senior vice president of Human Resources for McCarthy’s Southwest Region. He is a trusted leader who focuses on strengthening learning and development, partner engagement, and talent acquisition. He oversees HR functions supporting the full employee lifecycle, including the delivery of meaningful benefits and resources that promote the physical, mental and financial well-being of McCarthy’s employeeowners, craft professionals and their families.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
Briefs QUICK AND TO THE POINT
The Power of Staying: What ‘In Business Dailies’ Most Hospitality Can Learn from a Views Last 30 Days Culture Built for Change DAILIES TOP STORIES
Here are the stories with the most views over the
past 30 days (prior to press time) that were features
in our In Business Dailies. The In Business Dailies hits email inboxes twice each weekday — at 9:30 a.m. and updated at 4:30 p.m. Sign up today at www.inbusinessphx.com/dailies-signup. Technology & Innovation | Technology | September 2026
Why Employee AI Adoption Isn’t One-Size-Fits-All by Caitlin Clark
As artificial intelligence becomes more deeply embedded in everyday life and work, organizations are investing heavily in tools and employee training. But new research from Texas A&M University suggests a one-size-fits-all approach may miss a fundamental truth: People don’t all respond to AI the
Economy & Trends | Economy | September 2026
Smart Steps to Position a Business for Mergers & Acquisitions by Brian Crisp
Mergers and acquisitions activity remains strong across industries. Many M&A opportunities stem from a combination of strategic repositioning and succession planning. Growth & Enterprise | inbusinessphx.com | August 31 2026
Shasta Pools Acquisition Turns 60-Year Arizona Brand toward National Growth inbusinessPHX.com
Dansons Capital Group, in partnership with Accrual Equity Partners and Hydro Construction, completed the acquisition of Shasta Pools, Phoenix Metro’s most recognized pool builder, and announced an immediate expansion into the broader home services market with plans to grow the brand into a national powerhouse. Growth & Enterprise | inbusinessphx.com | September 9 2026
Phoenix Legal Heavyweights to Unite, Creating 800-Person Firm inbusinessPHX.com
Fennemore, one of the nation’s fastest-growing Am Law 200 firms, and Gallagher & Kennedy, an Arizonabased business law firm with decades of experience serving businesses, organizations and individuals throughout Arizona and New Mexico, will merge effective Dec. 1, 2026.
OCT. 2026
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In hospitality, we talk a lot about creating memorable experiences for our guests. But behind every great guest experience is something equally important: a team that feels valued, connected and invested in the place they choose to work. That has become increasingly challenging across our industry. Hospitality is a people business, yet retaining experienced employees and filling open positions can be among our greatest challenges. In an industry where turnover can be high, long-term employee tenure is something worth celebrating and, more importantly, understanding. At Hilton Phoenix Resort at the Peak, we believe our history and a commitment to our shared goals have a lot to do with our ability to build lasting relationships with our team, all of which ultimately translates to exceptional guest experiences and the ability to adapt to change. The original property itself has been an influential fixture in Phoenix’s resort landscape for generations. Following our recent $100 million transformation, however, we are proud to build on that legacy, creating something brand-new in our latest chapter. While the property has undergone a dramatic transformation, one thing has remained remarkably consistent: It’s the people who make this resort. Today, approximately one-third have been with the resort for more than 10 years. Even more remarkable, 15 team members have been
here since the 1980s, including colleagues in Finance, Housekeeping, and Food & Beverage. Our longest-tenured current employee joined the team in 1981. Those numbers tell a story that goes well beyond retention. When I speak with our most tenured team members, many point to the same reasons they have chosen to stay: the culture, the relationships, the sense of being part of something bigger than themselves, and what’s still on the horizon for the resort. Over the decades, generations of employees have grown their careers together here. They have celebrated milestones, supported one another through challenges and welcomed countless guests through our doors. That creates a level of camaraderie that simply cannot be replicated. As an industry, we should continue looking for new ways to attract and compete for top talent. But we should also remember that retention starts with culture. People stay where they feel respected, appreciated and connected. At Hilton Phoenix Resort at the Peak, our bold transformation may have given our resort its most exciting chapter yet, but it’s our people who thread everything together: our past, present and future. That continuity is one of our greatest strengths, a reminder that sometimes the most powerful hospitality story is the one about the people who chose to stay. —Dale Moseke, general manager at Hilton Phoenix Resort at the Peak (www.hilton.com/en/)
Approximately one-third of the employees at Hilton Phoenix Resort at the Peak have been with the resort for more than 10 years; the longest-tenured current employee joined the team in 1981.
Photo courtesy of Hilton Phoenix Resort at the Peak
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Contact your SRP Strategic Energy Manager, call (602) 236-8833 or email bizcenter@srpnet.com to get started.
Briefs QUICK AND TO THE POINT LOOKING GOOD
Local Standouts Recognized for Achievements and Philanthropy Awake Makes Inc. 5000 on 50,604% Growth Awake Window & Door Co.’s 50,604% growth in four years earned it the No. 2,255 spot on the 2026 Inc. 5000. With its second-chance mission, Awake has built its growth with more than 60% of employees having a justice-involved background. awakewdc.com Phoenix Financial Team a Forbes Best Phoenix-based UBS advisor team The Schultz Group has been named to the Barron’s Top 250 Private Wealth Management Teams list for 2026, marking the second year that the team has been the only Phoenix-based team on the list. ubs.com Pinyon Named #1 Mediterranean Restaurant in U.S. Pinyon Coastal Mediterranean has been named the No. 1 Mediterranean restaurant in the United States in Yelp Elites’ guide to the “Top 25 Mediterranean Restaurants Worth the Epic Journey,” earning the top spot among standout destinations across the country. pinyonrestaurant.com Navi Nurses Reprises on Inc. 5000 Valley-based Navi Nurses, a private duty concierge nursing company, has ranked No. 699 on the 2026 Inc. 5000 list, marking its second consecutive year on the list with 492% revenue growth over the last three
Phoenix Employers Need an AI Apprenticeship Scorecard Greater Phoenix is building a technology economy that needs both automation and a deeper talent bench. In Business Magazine’s August issue puts young workers, AI accountability and the semiconductor workforce in the same conversation. Arizona is also expanding a registered-apprenticeship system that now reaches modern sectors, including semiconductors, cybersecurity, healthcare and IT. Employers should connect those two agendas. Stanford’s updated payroll analysis finds that employment among U.S. workers ages 22–25 in highly AI-exposed occupations is about 19% below where it would be if it had kept pace with similarly aged workers in less-exposed occupations. The comparable gap was 15% in the July 2025 data vintage. The adjustment appears mainly through reduced hiring, while experienced workers show no comparable gap. Arizona employers do not need to choose between AI efficiency and earlycareer development. What they need is an apprenticeship scorecard for AI-enabled work. For every workflow changed by AI, track four numbers: hours of routine preparation automated, hours of experienced-worker coaching created,
number of junior employees handling verification and exceptions, and median time until a junior can own a representative decision independently. A common accounting mistake is to count the time saved by AI without accounting for the judgment-building work that disappears when junior employees no longer practice recognizing a bad assumption, recovering from an exception or explaining a tradeoff to a customer. Arizona’s ReadyTechGo expansion is built around stackable skills and hands-on training for advanced manufacturing. Employers should carry that same logic into white-collar and technical AI workflows. Let AI prepare the first draft. Let junior workers test it, challenge it and make supervised recommendations. Let experienced employees spend less time on routine production and more time transferring judgment. The strongest AI strategy is one that produces more capable people per year, not simply fewer labor hours per task. —Gleb Tsipursky, Ph.D., a behavioral scientist, CEO of Disaster Avoidance Experts (disasteravoidanceexperts.com), and author of The Psychology of AI Adoption at Work: From Resistance to Results (Georgetown University Press, 2026)
years, nearly four times the list’s median of 130%. navinurses.com Jennifer Kaplan Named for National Honor Jennifer Kaplan, president and CEO of Evolve PR & Marketing, has been named a 2026 PRNEWS People of the Year honoree, marking her second consecutive year receiving the prestigious national recognition celebrating the most influential people in PR and communications. evolveprandmarketing.com
Walmart Grant to Support Workforce Development Over the next five years, Walmart and Walmart Foundation aim to help workers across select Phoenix communities move into and prepare for higherquality career opportunities. As part of that effort in Phoenix, Walmart has provided an initial $250,000 grant to The Center for the Future of Arizona to expand workforce opportunities across the Greater Phoenix area. walmart.com
www.walmart.org/
Jersey Mikes Supports Valleywise Health Thanks to the generosity of Jersey Mike’s customers throughout Arizona and the local Jersey Mike’s franchise company that developed the campaign, nearly $44,000 was raised during the restaurant’s July Round Up campaign to support pediatric patients at Valleywise Health and the Diane & Bruce Halle Arizona Burn Center.
Phoenix Has the Entrepreneurs. They Need Better Places to Grow Phoenix does not have a shortage of entrepreneurial ambition. What it lacks is enough flexible, professional space for businesses that have outgrown where they started but are not yet ready for the cost and commitment of a traditional commercial lease. That is the gap FlexEtc was built to fill. FlexEtc is a flexible business infrastructure platform that gives entrepreneurs, e-commerce companies, makers, trades and growing teams access to private industrial and professional workspace, shared operational infrastructure and business amenities without the burden of a conventional long-term lease. A business may begin in a spare room, garage or storage unit. Then inventory grows, employees are added, customers need somewhere to meet, or the operation simply becomes too complex for the space around it. The traditional next step can require significant upfront capital, a long commitment and more
space than the business actually needs. We believe there should be a better step in between. At our Phoenix location at 4114 E. Wood St., FlexEtc is bringing approximately 70,000 square feet of flexible business space to the Valley, including private workspaces, loading capabilities, meeting and content-creation spaces, shared amenities and a community of other business operators. The idea is simple: Real estate should support the growth of a business, not dictate it. That is particularly relevant in Phoenix, where continued population growth, business formation and investment are creating an increasingly diverse base of companies with evolving space requirements. As the Valley’s business ecosystem grows, it needs the physical infrastructure to grow with it. We believe that is the role FlexEtc can play, making the next stage of business growth easier to reach. —Laurent Opman, CEO of FlexEtc (www.flexetc.com)
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A common accounting mistake is to count the time saved by AI without accounting for the judgment-building work that disappears when junior employees no longer practice recognizing a bad assumption, recovering from an exception or explaining a tradeoff to a customer.
ENTREPRENEURS & INNOVATORS
Keep Car Seats Clean with Snap-n-Go Seat Sheet Cre8tive Brands, LLC launched in 2024 with Snap-n-Go Seat Sheet™, the first in what President Michelle Watson envisions as a line of “functional yet creative products.” Snap-n-Go Seat Sheet protects vehicle interiors against sweat, dirt, pet messes and everyday wear. Designed for convenience without sacrificing style, Snap-nGo Seat Sheet installs in two quick snaps — with each individual strap securing around each headrest post — which can then be easily flipped back toward the console when not in use. “Life is busy and often messy, but your car doesn’t have to be, when keeping it clean is a snap,” she says, explaining, “I created Snap-n-Go Seat Sheet™ to simplify one small but frustrating part of everyday life. “A few years ago, I needed something simple: an easy way to protect my car seats from post-workout sweat, pup claw paws.” Afraid that constantly wiping the seats would ruin them, she searched for a solution. “When I couldn’t find what I wanted online, I sourced materials and had one made for myself. At the time, it felt too expensive to produce — so I shelved the idea. “Fast forward three year later: My husband borrowed one and said, ‘Why aren’t you selling these? This is great!’ That ignited a spark. I figured out some fabrication and material changes and found a way to make it affordable. After a whirlwind year of applying for trademarks, a utility patent, manufacturing, learning curve on Amazon, I finally launched on Amazon November of 2025.” But that success engendered a new challenge: learning online
selling — specifically, the aforementioned learning curve on Amazon. In this article on our website (www.inbusinessphx.com), she shares her Amazon compliance journey. The ultra soft and suede-like Snap-N-Go Seat Sheet has since evolved from a home project into a machine-washable, lightweight go-to product for fitness enthusiasts, outdoor adventurers, pet owners “and anyone balancing a busy, active lifestyle,” says Watson. — RaeAnne Marsh
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personalized, evidence-based interventions to support each child’s unique developmental journey, ensuring a positive and enriching experience for both children and their families,” says Dr. Sandys. “Through hands-on, gentle interventions and guided parent education, Koa helps infants and children become more attuned to their bodies and environments, laying a strong foundation for future milestones.” In founding and growing her company, she took to heart the advice to accept that calculated risk is necessary for meaningful growth, and that waiting for perfect certainty often means missing the opportunity altogether. “I’ve learned that there’s a difference between being prepared and being paralyzed by overanalysis,” she shares. “When I began building this company, I kept coming back to two things: a genuine passion for the work and a clear, unmet need in the community. That combination became my anchor. It gave me the confidence to move forward even when not every outcome could be guaranteed.” — RaeAnne Marsh
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Koa Pediatric Therapy is a specialized occupational therapy practice based in Scottsdale, Arizona, dedicated to supporting children’s development through a range of therapeutic services. “Rooted in the belief that play is essential to growth and learning, our approach empowers children to thrive in every stage of their journey,” says Lindsey Sandys, OTD, OTR/L, who explains the company she founded in 2024 “was born from the realization that many parents feel overwhelmed and unsupported when navigating their child’s development, especially in the outpatient therapy world.” Observing a noticeable gap in accessible resources and consistent communication between therapists and families, Dr. Sandys determined to bridge that gap by empowering parents with the tools, guidance, and connection they need to confidently support their child’s growth — as well as provide top-quality interventions that are uniquely tied to the child, whether that be through sensory integration or head shape or by meeting milestones. “Koa Pediatric Therapy is committed to providing
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From the Top MINDING THEIR BUSINESS SUMMIT FOR PEOPLECENTRIC LEADERSHIP: UNLOCKING THE BUSINESS POTENTIAL OF SOCIAL CAPITAL IN A DISCONNECTED WORLD Bringing Social Capital beyond the written platform to a more personal and interactive forum for a full-day event, the Dave Alexander Center for Social Capital presents the inaugural Summit for People-Centric Leadership: Unlocking the Business Potential of Social Capital in a Disconnected World. Thursday, October 22, in Phoenix “Many leaders who embrace the Social Capital principles of putting people first — their employees, their customer and their community — feel isolated in their industries,” says Benguhe. “This event will bring them together so they can connect, exchange ideas and bring back cutting-edge leadership principles to their organizations.” centerforsocialcapital.com/ events
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Chris Benguhe Advances Business with People as the Bottom Line The visionary behind Center for Social Capital proves for-profit business can be a force for good by Mike Hunter Successful business leaders believe in people-centric practices and policies. Capitalism is not a winner-take-all construct. Meeting CEOs and founders in the for-profit world who quietly lived these principles created an epiphany for Chris Benguhe as he turned from an ego-centric industry in Hollywood to a broader, national, business-related journalism when he returned to his native Phoenix. Quiet is not in his nature, and this new awareness ignited in him a passion to share those business stories with a wide audience. An oft-overlooked quote from capitalism icon Adam Smith that people inherently need to improve life for others provided Benguhe a framework for his focused effort. Becoming a voice for a movement he branded “Social Capital” to underscore the point that people (not profit) are the most important element in capitalism, Benguhe started first with a special weekly section of feature articles in the news publication International Business Times. After two successful years there, he was able to jump it into his more expansive vision that emphasizes and grows the Social Capital community with events, certification and program as the Dave Alexander Center for Social Capital. “Unlike many other movements, certifications and philosophies out there that might stress being a ‘benefit’ or ‘sustainable’ or a slew of other perfectly fine ideas, Social Capital is the only delineation that stresses the undeniable and inseparable relationship between success in business and success in the lives of all those around us,” Benguhe explains. Its ten powerful and proven principles were organically and directly derived from the real-world practical policies expressed by some of the most successful and compelling CEOs nationally and even internationally in exclusive interviews and thought-leadership articles: authenticity, respect for family in the workplace, empowerment, respect for faith in the workplace, promotion of well-being, listening, empathy, community, excellence and fairness. Benguhe’s own leadership style reflects those ideals as he’s built a team equally dedicated to expanding the Social Capital movement. Benguhe says his top-notch team, made up of editorial experts he has known for years, has been an instrumental and indispensable part of the Center’s success. He first met managing editor and part owner RaeAnne Marsh more than two decades ago, when he took over another magazine and saw in her an incredible amount of editorial talent, integrity and devotion to many of the business principles the Center recognizes. “She is an editorial traffic genius and engineer who keeps the rest of us running in the right direction — and usually on time.” He met executive editor and part owner Elaine Pofeldt, an award-winning national business journalist and bestselling author, years ago when they were both helping a major fund manager write his New York Times bestselling book.
“Elaine has a real knack for making business news riveting,” Benguhe says. “She zeroes in on exactly why you need to know something if you want to make a business work.” The rest of the team came from the three owners’ circle of deeply experienced publishing colleagues, all of whom were 100% on board with creating the first center and media outlet built exclusively around business leaders committed to making the world a better place by doing business right. “Over the past three years, the Social Capital Insider has interviewed and proudly told the stories of nearly 200 leaders who prove, every day, that taking care of people is taking care of business,” Benguhe says. Some of them are high-profile leaders like Ed Bastian, CEO of Delta Air Lines. Every year, on or around Valentine’s Day, Delta celebrates Profit Sharing Day, a tradition dating back to 2007, where he gathers hundreds of employees together in a spirited rally where he announces employee bonuses of over a billion from their annual profits. Since 2015, it has paid more than $11 billion in profits directly to its people. Other riveting examples showcased in Social Capital Insider include Don Larson, founder and CEO of Sunshine Nut Company. A former head of Cocoa Purchasing at Hershey, Larson has spent 15 years in Mozambique building a vertically integrated cashew company. He buys directly from smallholder farmers and helps them organize into cooperatives so they can negotiate with a collective voice. He establishes community farms so they have land ownership for the first time. Each village Sunshine serves has a nursery, a farm and a factory, along with a transformation center, a subsidized store and Sunshine homes that pair vulnerable women with orphaned children. “All these companies are for-profit companies that are making a profit because they do business this way!” he emphasizes. Center for Social Capital centerforsocialcapital.com
“How selfish soever man may be supposed, there are evidently some principles in his nature, which interest him in the fortune of others, and render their happiness necessary to him, though he derives nothing from it except the pleasure of seeing it.” —Adam Smith, The Theory of Moral Sentiments
PROPERTY, GROWTH AND LOCATION
Multifamily Real Estate in the Valley: Recovery from Oversupply
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Pace, success and investment opportunity vary by submarket Across the Valley, the multifamily real estate market has faced oversupply since COVID. However, Phoenix apartment absorption is now outpacing deliverables for the first time in five years, which signals the beginning of what we expect will be a gradual recovery. It’s important to keep in mind that the pace and success of this recovery vary greatly by submarket, and affordability is at the forefront of renters’ minds.
OVERSUPPLY AND HOW IT IS IMPACTING SUBMARKETS TODAY The oversupply issue has impacted all pockets of the Valley; however, some areas have felt it more than others. The West Valley, Downtown Phoenix, Tempe and portions of the Southwest Valley have vacancies exceeding 10% (CoStar via Solex CRE, Jun ‘26). Recovery in these markets is expected to lag until late 2026 or potentially into 2027. Looking closely at one of these markets, many investors have deemed the West Valley as “up and coming” and have poured a lot of funding and resources into the area, hoping for a high return on investment. However, demand has not yet caught up with the pace of deliveries. This has led to them offering aggressive concessions to attract renters, including 10–15 weeks of free rent on new leases.
Photos courtesy of Vesper Hangars (top) and Cavan Commercial (bottom)
SUBMARKETS THAT ARE RECOVERING FASTER On the flip side, parts of the Valley are showing signs of stabilization and recovery. These areas include Old Town/ North Scottsdale, Chandler, Gilbert and the Camelback/Biltmore corridor. The East Valley and North Scottsdale corridors maintain vacancies near or below 7% and are expected to be among the first to return to positive rent growth (CoStar via Solex CRE, Jun ‘26). This is because there are higher barriers for new construction, which has led to less oversupply relative to demand.
AFFORDABILITY MEETS OPPORTUNITY Today, people are looking for affordability that goes beyond rent per square foot. Now, it’s more about the total monthly rent payment. Asking rents remain slightly negative year over year, declining between roughly 2.4% and 4.1% depending on the submarket. So, developers are looking at a few creative options like smaller, efficient floor plans and ways to decrease total monthly housing costs to attract residents. The job market in Phoenix is also expected to have a positive impact on the multifamily real estate market. The Phoenix Metro added approximately 41,300 jobs over 12 months (July 2025 – July 2026; U.S Bureau of Labor Statistics), and population growth is projected at approximately 1.5% in 2026 (Eller Q2 ‘26 forecast). Also, long-term economic drivers, including semiconductor investments from companies such as TSMC, Intel and Amkor, remain positive for housing demand.
Vesper Aviation to Expand Hangar Capacity at Chandler Airport The Chandler City Council approved a 30-year ground lease with CHD Curtis East LLC, a new subsidiary of Vesper Aviation, to develop 4.798 acres of currently undeveloped land adjacent to an airport taxi lane. Within 24 months of lease execution, the company will deliver a minimum of 10 standard, 4 large and 2 extra-large executive hangars. Over the project’s lifetime, Vesper Hangars will develop and sell or lease a total of 29 units. Spanning 113,000 square feet located on the airport’s northern boundary, the project addresses growing regional demand for hangar space. —Mike Hunter vesperhangars.com chandleraz.gov/business/chandler-municipal-airport
INVESTING IN THE VALLEY’S FUTURE While oversupply continues to pressure some Valley apartment markets, strong job growth, population gains and slowing construction activity are creating the conditions for stabilization. Aggressive concessions and softened pricing create an attractive acquisition basis for disciplined, wellcapitalized buyers before rent growth returns, making now a great time to invest. —Keagan Huerta, executive vice president of Investments at P.B. Bell (pbbell.com), which has navigated acquisitions, development, asset management and property management in-house for the past 50 years and recently announced a $125-million investment fund positioned to capitalize on recovery in the Phoenix Metro Area
A Mesa Industrial Park Serves Diverse Uses Hawes Commerce Park, a neighborhood flex bay development in Mesa, is challenging traditional assumptions about who uses industrial space and how it is used. Developed by Scottsdale-based Cavan Commercial, the 153,000-square-foot campus is home to a diverse mix of small and midsize businesses that require more than a traditional warehouse, such as the world’s largest indoor RC car rock crawling facility, a specialty offroad automotive shop and Arizona’s largest official HYROX training facility. Tenants are increasingly seeking environments that combine warehouse, office, showroom, storage and customer-facing functions within a single location, allowing them to operate more efficiently while maintaining a professional presence. —Mike Hunter cavancommercial.com
The East Valley and North Scottsdale corridors maintain vacancies near or below 7% and are expected to be among the first to return to positive rent growth
OCT. 17 2026 INBUSINESSPHX.COM
CRE PROPERTY, GROWTH AND LOCATION
Data Centers: Changing How Arizona’s Commercial Real Estate Risk Is Insured Arizona’s emergence as a hub for semiconductor manufacturing and data center development is altering the commercial real estate landscape, and local title insurers are adapting.
INCREASED PROJECT SCALE The scale of today’s projects is unlike anything the industry has seen before. Driven by demand in artificial intelligence, cloud computing and advanced manufacturing, data center developers are acquiring significantly larger sites than in previous years. According to a 2025 study, the average data center land transaction reached 224 acres in 2024, a sharp 144% increase from just two years earlier. Many hyperscale facilities now require 200 to 500 acres, while some developers are assembling campuses exceeding 1,000 acres to accommodate future growth. The rapid expansion of the industry is reflected in its overall land footprint. On average, a full-scale data center occupies approximately 40 acres. As of March 2025, more than 10,000 data centers existed globally. Even using a conservative estimate of 40 acres per facility, that represents hundreds of thousands of acres devoted to supporting the world’s growing digital infrastructure. As demand for AI computing power continues to increase, developers are expected to pursue even larger sites capable of supporting future expansion.
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As project sizes grow, so do transaction values. The amount of title insurance required for large data center developments often exceeds the underwriting limits many title insurers are willing to retain independently. As a result, co-insurance has become increasingly common, an arrangement whereby multiple title insurance companies share liability under a single policy. In data center real estate, co-insurance refers to the practice of combining a title insurance policy with other insurance layers, such as property, liability or business interruption, to share risk and cost. This structure allows insurers to distribute risk while supporting the large-scale investments fueling Arizona’s growth. The trend extends beyond new construction. Investors are actively acquiring portfolios of existing data centers, with individual facilities often selling for tens of millions of dollars and multi-site transactions reaching into the billions. These deals frequently require multiple insurers working together to provide sufficient coverage.
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Another issue gaining attention is mineral rights. For data center operators, uninterrupted operations are critical. Facilities depend on reliable power, physical security and highly controlled, climate-specific environments. Any activity that could disrupt operations, including drilling, mining or pipeline construction, presents a potential risk. While mineral rights concerns vary by state, they are especially relevant in jurisdictions where surface ownership and
mineral ownership can be separated. In those cases, a property owner may control the surface land while another party retains the right to access subsurface minerals. This creates what is commonly known as a split estate, where the mineral owner or its lessee may have rights that affect surface operations. For mission-critical facilities such as data centers, now more than ever, that possibility has increased demand for mineral rights-related title coverage during acquisitions. Developers and investors want greater certainty that future mineral extraction activities will not interfere with facility operations, utility infrastructure or long-term expansion plans. As a result, title insurers are increasingly being asked to address mineral rights concerns during the underwriting process. Arizona’s technology-driven growth is creating opportunities across commercial real estate, but it is also changing how risk is evaluated and insured. As data centers and semiconductor facilities continue to expand across the state, title insurance providers, developers and investors will need to adapt to larger transactions, more complex ownership structures and heightened due diligence requirements. The result is a commercial real estate market that is not only growing in size but also evolving in sophistication. — Tonya Lively, vice president of national commercial operations and escrow operations manager at Commonwealth Land Title Phoenix NCS with 25 years’ experience in the title and escrow industry; Commonwealth Land Title Insurance Company (www.cltic.com) has served the U.S. title insurance industry since 1876
According to a 2025 study, the average data center land transaction reached 224 acres in 2024, a sharp 144% increase from just two years earlier. Many hyperscale facilities now require 200 to 500 acres, while some developers are assembling campuses exceeding 1,000 acres to accommodate future growth.
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22
OCTOBER 2026
DON ’ T MISS IT !
Summit for People-Centric Leadership
Unlocking the Business Potential of Social Capital in a Disconnected World
The Dave Alexander Center for Social Capital and The Social Capital Insider host the inaugural Summit — featuring all 12 confirmed marquee speakers below.
PHOENIX, AZ TAKING CARE OF PEOPLE IS TAKING CARE OF BUSINESS
Vince Barsolo
Scott Davison
Omani Carson
Bob Glazer
Robin Daniels
Urs Koenig
CEO, Televerde
CEO, OneAmerica
Founder & Chairman, Carson Group
Founder & Chairman, Acceleration Partners
Chief Business Officer, Zensai
Leadership Expert, UN Peacekeeper
Amy Lemire
Dave Alexander
Jonathan Keyser Lyneir Richardson Frederica Peterson Rick McCartney
Founder, AIM Training and Consulting
Founder, Caljet; Founding Sponsor
Founder, Keyser Commercial Real Estate
CEO, TREND
Founder, Frederica Peterson Consulting
CEO, InMedia Company
This one-day gathering of 200–300 CEOs, CHROs, founders, senior leaders, authors, and changemakers will explore the connection between business success and the overall prosperity and well-being of society. SCAN TO REGISTER
➔ Register Now at www.centerforsocialcapital.com/events More info: www.socapcenter.com
Semi Insights ARIZONA’S SEMICONDUCTOR EPICENTER MILESTONES • Nov. 2023: Amkor announces a $2-billion packaging plant in Peoria • Oct. 2024: Amkor and TSMC agree to package TSMC chips in Peoria • Sept. 2025: Amkor starts Phase 1 construction • Early 2026: TSMC begins work on its first Arizona packaging fab • Sept. 2026: Amkor’s Phase 2 lifts its investment to about $12 billion • Early 2028: Amkor’s first production expected BY THE NUMBERS • $407 million: federal CHIPS funding for Amkor, plus $7 million for workforce training • 170 acres: size of Amkor’s Peoria campus • 1 million square feet: planned cleanroom space after Phase 2 • 3% to 5%: U.S. share of global assembly, test and packaging capacity, 2022 vs. 2032 projection
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Some Assembly Required: Arizona Builds the Last Step in Chipmaking
Amkor’s Peoria campus and TSMC’s packaging plans aim to finish Arizona-made chips without a trip across the Pacific by Mike Hunter When Nvidia and TSMC Arizona marked the first Blackwell wafer produced in Phoenix in October 2025, Nvidia CEO Jensen Huang called it “the very first time in recent American history that the single most important chip is being manufactured here.” It was a milestone. It was also, in one important sense, unfinished. A wafer is not yet a working chip. Before a processor can go into a phone, a laptop or an AI server, it has to be cut, assembled, connected and tested; the industry calls this packaging. “Packaging is the final critical step in manufacturing silicon chips,” Apple noted when it announced its American Manufacturing Program in August 2025. For decades, that final step has happened almost entirely in Asia. The United States held just 3% of global assembly, test and packaging capacity in 2022, according to a 2024 report from the Semiconductor Industry Association and Boston Consulting Group. That gap is now closing — and Peoria is where it is closing fastest. Amkor Technology, one of the world’s largest outsourced packaging and test companies, first announced a roughly $2-billion facility in Peoria in late 2023. The U.S. Commerce Department later awarded the project up to $407 million in CHIPS Act funding, calling advanced packaging “a significant chokepoint in the semiconductor industry’s ability to meet the rapidly increasing demand.” Amkor broke ground in 2025 on what became a $7-billion campus on 104 acres in Peoria’s Innovation Core, with Apple as its first and largest customer. In May 2026, the company added 67 adjacent acres. And on Sept. 8, Amkor announced a second phase that lifts its total planned investment to about $12 billion, adds roughly 60,000 square meters of cleanroom space and raises expected employment to more than 3,500. “This next phase reflects the confidence our customers have placed in Amkor, the critical role advanced packaging plays in enabling the future of semiconductor innovation, and the strategic importance of our Arizona campus,” says Kevin Engel, Amkor’s president and CEO. Phase 1 construction is scheduled to run through mid-2027, with production beginning in early 2028. Phase 2 is set to finish by the end of 2029. Amkor expects the campus to be the first high-volume advanced packaging facility of its kind in the United States. The customer list explains the scale. In June, TSMC and Amkor signed a 10-year agreement for TSMC to buy advanced packaging and test services from Amkor in Arizona, building on a 2024 agreement that covered InFO and CoWoS — packaging technologies used in smartphone processors and
AI accelerators. In July, Nvidia struck a $1.5 billion multi-year deal with Amkor that includes a prepayment to support the company’s U.S. expansion. Apple, meanwhile, says it is on track to buy “well over 100 million” advanced chips from TSMC Arizona’s fabs this year. Once Peoria is running, far more of those chips can be finished a short drive from where they were made. TSMC is building its own capability, too. Its Arizona plan, which the company now puts at $265 billion, includes two advanced packaging facilities and a research and development center alongside its fabs. TSMC says initial construction on its first Arizona advanced packaging fab began in early 2026. In 2024, Arizona State University and Deca Technologies opened what they describe as North America’s first fan-out wafer-level packaging research and development center. The two now co-lead SHIELD USA, a CHIPS-funded project of up to $100 million focused on next-generation substrates, the layer that connects a chip to the rest of a system. “This is a critical step for U.S. semiconductor independence, and it is the area of expertise in which we are in direct competition with China,” ASU President Michael Crow says. The stakes are highest in artificial intelligence. The most powerful AI processors are built by stacking or stitching multiple chips together, and the capacity to do that work has been one of the industry’s tightest bottlenecks. Arizona spent the past five years proving it could produce leading-edge wafers. The next few will test whether it can finish the job. If Peoria’s timeline holds, a chip could soon go from bare wafer to finished product without ever leaving the Valley. Amkor Technology amkor.com TSMC Arizona tsmc.com/static/abouttsmcaz/index.htm
Amkor broke ground in 2025 on what became a $7-billion campus on 104 acres in Peoria’s Innovation Core, and Phase 2 is set to finish by the end of 2029. Amkor expects the campus to be the first high-volume advanced packaging facility of its kind in the United States.
Strengthening communities through charitable giving. For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans. When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.
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Semi Insights ARIZONA’S SEMICONDUCTOR EPICENTER Arizona’s Chipmakers Bet on Recycled Water as Colorado River Cuts Deepen
Arizona’s semiconductor boom has always come with a question attached: Where will the water come from? That question got sharper on Aug. 21, when the U.S. Department of the Interior issued new operating guidelines for the Colorado River. The decision cuts Lower Basin deliveries by 1.25 million acre-feet in each of the next two years. Arizona’s share is 760,000 acre-feet a year, well above the 512,000 acre-feet the state gave up under this year’s Tier 1 shortage. For the state’s chipmakers, the answer so far has been to use the same water more than once. TSMC says approximately 65% of the water used at its north Phoenix campus will come from in-house recycling systems at startup. An industrial water reclamation plant, expected to be completed in 2028, is designed to push that to 90% or more as part of the company’s “Near Zero Liquid Discharge” goal. In Chandler, Intel reports restoring 3.6 billion gallons of water in Arizona from 2023 to 2025 through watershed projects, part of a companywide goal of net-positive water use by 2030. Amkor’s advanced packaging campus in Peoria, now under construction, is designed to draw at least 80% of its water from reclaimed sources. The cities that host these plants are building the same way. Phoenix already recycles 97% of the 70 billion gallons of wastewater it generates each year. Its first advanced water purification plant is expected to begin operating in 2027 and produce nearly 7 million gallons of purified drinking water a day. Chandler, which draws about 37% of its water from the Colorado River, expects that supply to drop about 16% in 2027 and 2028. The timing is tight. The deepest river cuts arrive in 2027 and 2028, the same window in which Phoenix’s first purification plant and TSMC’s reclamation plant are scheduled to come online. For an industry built on precision, the next two years will be a test of whether Arizona’s water planning can keep pace with its fabs. — Mike Hunter
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SEMICON West Finds Its Permanent Home in Phoenix For more than half a century, SEMICON West and San Francisco were nearly synonymous. The annual gathering became a fixture of the Bay Area’s technology landscape, bringing together the companies, innovators, suppliers and decision-makers responsible for advancing the semiconductor industry. Now, the industry is moving and its premier North American gathering is moving with it, as a record-setting Arizona debut turned a decadeslong San Francisco institution into an annual Phoenix event. Beginning March 30–April 1, 2027, SEMICON West will make Phoenix its long-term home, returning annually to the Phoenix Convention Center. The decision by SEMI, the global industry association behind the event, follows the extraordinary success of SEMICON West’s first Phoenix gathering in October 2025. It is a significant win for Arizona and one that was years in the making. SEMI first announced in 2023 that SEMICON West would expand beyond its longtime San Francisco home and begin rotating into Phoenix. At the time, the choice reflected something already becoming increasingly apparent: Arizona was emerging as one of the most important semiconductor manufacturing centers in the world. The effort to bring the event here included collaboration among SEMI, City of Phoenix, Arizona Commerce Authority, Greater Phoenix Economic Council, Visit Phoenix and the local business community. Then came 2025. SEMICON West’s Phoenix debut exceeded expectations. Registration surged 60% and the number of exhibitors increased nearly 50%, making it the most widely attended SEMICON West in nearly two decades. More than 35,000 people attended, with 1,500 booths and 860 exhibitors filling the Phoenix Convention Center. What was initially envisioned as a rotation between Phoenix and San Francisco suddenly looked like something bigger. In July 2026, SEMI announced that Phoenix would become the event’s long-term home beginning in 2027. The conference will also move to spring, helping SEMI better balance its increasingly busy international calendar of events in India, Taiwan, Europe and Japan. Events are already scheduled in Phoenix for 2028 and 2029. San Francisco deserves recognition for the remarkable role it played in building SEMICON
West. For more than 50 years, the Bay Area was an appropriate home for an industry that helped define Silicon Valley and transform the global economy. SEMICON West’s final scheduled San Francisco event will take place October 13–15, 2026, at Moscone Center. But the semiconductor map has expanded considerably — and Arizona is increasingly at its center. “Making Phoenix the permanent home puts it even more firmly at the center of the American semiconductor industry,” says Martijn Pierik, senior vice president at Bodewell Group. “This isn’t just landing a convention, it’s a recurring pipeline that brings more investment here, along with high-wage jobs for the engineers and technicians the state has been building toward. Then there’s the show itself — 30,000plus people flying in every year, filling hotels and spending money on corporate hospitality across the city. That’s real economic activity on a schedule, not a one-off. Put those three together and Arizona’s semiconductor bet is compounding in real time. Since 2020, the state has attracted more than $200 billion in semiconductor-related investment, according to SEMI. Major chipmakers, advanced-packaging operations, suppliers, research institutions and workforce-development programs are creating an increasingly dense ecosystem across Greater Phoenix. Perhaps most importantly, the decision demonstrates something Arizona has been working toward for years: The Valley is no longer simply attracting semiconductor companies. Increasingly, the semiconductor industry is coming here to do business. —Mike Hunter SEMI
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In 2015, Chandler became the first U.S. city to adopt sustainable water-use rules for industrial customers.
Photo courtesy of SEMI
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Healthcare YOUR BENEFIT TO BUSINESS HEALTHCARE STAFFING’S NEXT CHALLENGE ISN’T HIRING. IT’S OPERATIONS The healthcare staffing industry has spent recent years focused on one urgent priority: filling critical workforce shortages. As demand for nurses and healthcare professionals continues to outpace supply, staffing firms have worked tirelessly to recruit and place qualified talent. But a less visible challenge is emerging behind the scenes. Rapid hiring creates an increase in administrative responsibilities. Payroll processing, benefits administration, tax compliance and HR support all become more complex as organizations grow. According to the American Hospital Association, the average hospital employs about 64 administrative and billing staff dedicated to revenue cycle and billing functions. This pressure helps explain why more organizations are outsourcing payroll and HR operations to specialized business process management partners. A Healthcare Financial Management Association survey found that 71% of healthcare leaders are satisfied with their outsourcing partners and identified outsourcing as the leading strategy for addressing staffing shortages. Payroll remains one of the most commonly outsourced HR functions because it requires strict compliance with changing tax regulations and state-specific requirements. By shifting these responsibilities to experienced partners, firms can improve accuracy and allow internal teams to focus on recruiting and supporting healthcare professionals. Technology is also reshaping how these services are delivered. Automation and streamlined workflows reduce manual processes while improving visibility across payroll and workforce management. Rather than replacing human expertise, these tools help organizations scale efficiently as workforce demand fluctuates. The demand for healthcare talent is expected to continue rising, with the U.S. Bureau of Labor Statistics projecting healthcare occupations to grow much faster than the average for all occupations through 2033, adding millions of new jobs across the sector. As healthcare labor shortages continue, operational efficiency will become an important competitive advantage. The organizations best positioned for long-term growth will be those that view payroll and HR administration not simply as back-office functions but as strategic infrastructure supporting sustainable expansion. —John Sansoucie, chairman and CEO of CogNet (cognethro.com), a business process management company with decades of expertise supporting HR, payroll and workforce operations
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From Smartphones to Vital Signs – Building Arizona’s Med-Tech Future When Mitch Foster talks about healthcare innovation, he doesn’t start with buzzwords. He starts with reality. After more than three decades in medical devices and surgical robotics — including co-founding a spine and brain surgery robotics company that successfully exited — Foster has seen firsthand how difficult it is to translate promising technology into real clinical impact. The science can be sound and the demand can be obvious. But without the right economics, regulatory strategy and capital, innovation stalls. That lesson shaped the founding of Mindset Medical, a Phoenixbased digital health company pioneering software-only, contactless vital sign monitoring, using nothing more than the camera on a smartphone, tablet or laptop.
TURNING ACADEMIC RESEARCH INTO CLINICAL REALITY “We originally set out to improve patient-reported outcomes,” Foster says. “But in healthcare, if something isn’t reimbursed or doesn’t fit into existing workflows, it doesn’t scale, no matter how elegant the solution.” The breakthrough came at Arizona State University’s SkySong innovation center, where Foster and his team encountered research from ASU biomedical engineer NJ Tao, Ph.D. Using a technology known as remote photoplethysmography (rPPG), Dr. Tao’s lab demonstrated that vital signs such as pulse rate could be measured remotely by analyzing subtle changes in skin color captured on video. Mindset licensed Dr. Tao’s intellectual property and reduced the promising research to clinical practice. Drawing on their background in surgical robotics, the team engineered the technology to work reliably across lighting conditions and skin tones. The result is software that turns more than 300 million smartphones into medical devices. Mindset has since secured two FDA 510(k) clearances in less than a year and is advancing toward the “holy grail” of virtual care: non-contact blood pressure monitoring.
WHY SMART CAPITAL MATTERS: THE XCELLERANT CONNECTION Innovation alone doesn’t build companies. That’s where Xcellerant Ventures enters the story. Recognizing the potential of Mindset’s platform, Xcellerant Ventures (XVC) invested in the company through its initial fund, bringing more than just a check to the table. Backed by operators and physicians with deep healthcare experience, Xcellerant is designed to support companies navigating regulated, technically complex markets. For Mindset, the partnership has been critical. “Smart capital matters in healthcare,” Foster says. “Xcellerant understands regulatory pathways, commercialization and how to build companies that last. That changes the
conversation entirely.”
EXPANDING THE PLAYING FIELD: ENTER JETSTREAM VENTURE FUND The success of partnerships like Xcellerant and Mindset has paved the way for a new chapter in Arizona’s investment landscape. While Xcellerant’s early funds targeted institutional-level opportunities, the firm’s leadership recently launched the Jetstream Venture Fund to allow retail investors and other professionals access to this asset class. Jetstream is an innovative interval fund designed to open the door for individual investors — not just ultra-wealthy institutions — to back the next generation of high-growth companies. By lowering minimums and removing traditional barriers, Jetstream aims to align a broader base of local capital with the region’s exploding innovation sector.
PHOENIX’S MOMENT AS A MED-TECH HUB This evolution reflects a broader shift underway in Greater Phoenix. Long known for real estate and lifestyle appeal, the region is increasingly organizing its wealth, talent and institutions around innovation. With Mayo Clinic’s expanding presence, ASU’s growing biomedical programs and funds like Xcellerant and Jetstream actively deploying apital, the pieces are connecting. “You can feel it,” Foster says. “Engineering, biotech, regulatory expertise, it’s all here. The difference now is alignment.” With the right mix of innovation from founders like Foster and accessible “smart capital” from vehicles like Jetstream, Phoenix’s med-tech future is starting to feel less like a stretch and more like momentum. —Mike Shufeldt, general partner at Jetstream Venture Fund/Xcellerant Ventures (jvf.vc; xcellerantventures.com)
The demand for healthcare talent is expected to continue rising, with the U.S. Bureau of Labor Statistics projecting healthcare occupations to grow much faster than the average for all occupations through 2033.
Photo courtesy of New Visions Assisted Living
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Technology INNOVATIONS FOR BUSINESS
Data in Constant Flux? Tech Slashes Updating Time & Effort Our full-service marketing agency has spent the past year automating how we manage digital advertising for our retail and homebuilder clients, using Fluency, the agentic advertising operating system. Our shift to agentic automation addresses a problem familiar to many agencies: Growth has traditionally required hiring more staff as new clients are onboarded. Our multi-location clients require especially complex manual work: Ad campaigns constantly change offers, availability and messaging across every location. Something as simple as swapping a photo or updating a link across hundreds of local ads could take our team an entire 40-hour work week. Landing a large new account meant scrambling to hire and train staff just to meet timelines. Fluency’s platform is powered by agents that automatically apply an agency’s own pre-set rules, so campaigns update as real-world conditions change instead of waiting for a team member to catch it or make edits by hand. For our homebuilder clients, that means a community’s multichannel ads can flip from “Coming Soon” to “Now Selling” the moment it’s ready to sell instead of waiting for a fixed date each month for teams to make updates. With Fluency, we have cut the time it spends updating local ads by 98%, enabling the agency to grow our client base without adding headcount at the same rate and freeing up budget to grow our creative team. For one multi-location client, the shift also drove a 456% increase in form submissions, a 71% reduction in cost per lead and a 14% decrease in cost per click. Our experience reflects a broader shift in how agencies now work. They’re automating the repetitive work of campaign execution, so teams can focus on higher-level strategy and client relationships.” —Jess Petersen, VP of Digital Media at LT.agency (www.lt.agency)
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A growing share of the questions that used to begin on a search results page now begin in a chat window. A customer looking for a Chandler accountant or a Tempe HVAC company may ask ChatGPT, Perplexity or Google’s AI Overviews and act on the answer without ever seeing a list of blue links. For Phoenix-area businesses, that shift raises an uncomfortable question: When an AI assistant describes your industry to a potential customer, does it mention you at all? Ranking well on Google does not guarantee it. The two systems overlap, but they are not the same, and a business can be perfectly healthy in one while absent from the other. The main reason is that AI systems reach websites through their own crawlers. Googlebot has been visiting sites for two decades. The newer arrivals — OpenAI’s GPTBot and OAISearchBot, PerplexityBot, Anthropic’s ClaudeBot and others — are separate programs that follow separate permissions. A site can welcome Googlebot and quietly turn the rest away, usually without anyone intending to. Security plugins, hosting-level bot filters and CDN rules routinely block unfamiliar crawlers by default, and the block leaves no visible trace on the website itself. The second reason is that AI answers reward clarity over marketing. These systems summarize. A page that states plainly what a business does, where it operates and how to reach it is easy to summarize accurately. A page built around slogans is not, and vague source material tends to produce vague answers — or none. Three checks a business owner can make this month, none of which require a developer: 1. Confirm AI crawlers are actually allowed. Every site has a file at yourdomain.com/robots. txt, viewable in any browser. It lists which automated visitors may access the site. If names such as GPTBot, OAI-SearchBot, PerplexityBot or ClaudeBot appear beside “Disallow,” AI systems
are being turned away. Whoever maintains the site can change that in minutes. It is worth deciding deliberately rather than by default. 2. Make the basic facts unambiguous. Business name, address, phone number, hours and services should appear as plain text on the website — not only inside images, PDFs or a contact form. Structured data, a standard format that labels these details for machines, helps further. Inconsistencies matter too: If the phone number differs between the website, Google Business Profile and online directories, automated systems have no way to judge which is correct. 3. In my own experience, the problem is often simpler than it looks. When I audited my own company’s website earlier this year, I found that our best-performing page in Google search — appearing in results for dozens of queries — was blank. A headline with no content beneath it. It had been that way for a long time, quietly earning visibility and no visits. I also found several thoroughly written pages that Google had never once looked at, because nothing else on our site linked to them. Being listed in a sitemap, it turns out, is not the same as being found. We have since encountered the same pattern on other Phoenix-area sites we have taken over, and it is now the first thing we check. None of this is exotic, and none of it requires new spending. It requires someone to look. The businesses most exposed are not those with bad websites, but those with sites nobody has examined closely in two or three years — because the failure is silent. Nothing breaks. Traffic simply never arrives, and the assumption is that more advertising is the answer. Before increasing a marketing budget, it is worth confirming that the systems now answering customers’ questions can actually see the business. —Yasir Memon, CEO and founder of AZWebCorp (azwebcorp.com), a web development and SEO firm based in Gilbert.
Security plugins, hosting-level bot filters and CDN rules routinely block unfamiliar crawlers by default, and the block leaves no visible trace on the website itself.
Photos courtesy of American TMS Clinics
Why Your Business Might Be Invisible to AI Search
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Who’s Really Managing Your
The old model of simply trusting the planmay be over by RaeAnne Marsh
ost employers know their total healthcare spend, but far fewer understand where those dollars actually go. Healthcare is one of the largest expenses on the P&L, yet it is often one of the least transparent.” Paul Pruitt, co-founder and chief growth officer at SHARx, a prescription advocacy and drug procurement program, succinctly relates what others similarly express. Observing that their healthcare premium does not tell employers whether their healthcare dollars are actually producing value, Frances Ducar, founder and president of Healthcare Solutions Centers who has two decades’ experience designing and managing customized, on-site healthcare clinics for corporate employers, notes that the question of value is more urgent than ever in today’s market as Arizona employers are facing significant healthcare cost increases. “Employers should look beyond the renewal increase and ask where their healthcare dollars are going,” she says, pointing to such issues as emergency room utilization, delayed care, high-cost claims, prescription spending, administrative fees, absenteeism and barriers that prevent employees from accessing care early. Pruitt suggests employers start by examining pharmacy spending, specialty drug costs, administrative fees, broker compensation arrangements, dependent eligibility, vendor overlap and utilization patterns. “They should also understand how each healthcare partner is compensated and whether incentives are aligned with reducing costs or increasing spending,” he says, noting that, in many cases, the biggest opportunities are hidden inside pharmacy programs where costs can rise dramatically without employers having clear visibility into why. To illustrate his point about alignment, he shares the example of a pharmacy benefits manager (PBM) that is tasked with doing prior authorizations for specialty medications but also owns the specialty pharmacy. In such a situation, the PBM is incentivized to have its pharmacy fill more scripts, not less. “When you look at the fact that the specialty pharmacy is as profitable as the core PBM services, that is a significant misaligned incentive,” Pruitt explains.
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Chris Hogan, executive vice president and principal of insurance and financial services firm Alera Group – Arizona (formerly Benefit Commerce Group), cites two areas for employers to look at: details of contractual integrity and new opportunities to reduce the total cost of healthcare for the employer and for employees. Regarding contractual integrity, Hogan suggests employers carefully review each contract they have with vendors, “to fully understand what they are paying. Then compare what it says in the contract with the invoices they receive/financial exposure.” This includes TPAs, PBMs, health insurance companies, stop-loss vendors and any point solutions the employer is using. “A skilled benefits consultant/ broker should be able to assist in this to identify hidden costs, pricing inefficiencies and contractual concerns,” he says. “For example, during a review of a self-funded employer with approximately 1,500 employees, our team discovered approximately $378,000 in annual carrier fees that had accumulated over time and were not visible in standard reporting. Following our review, we negotiated fee limitations, conducted a carrier RFP process, and established stronger accountability measures and reporting requirements.” Addressing potential new opportunities,
Hogan says, “The most effective way to have consistent and ongoing impact on healthcare costs is for employers to steer employees and their covered family members to high-quality medical providers in their networks.” He emphasizes this does not mean just directing them to in-network lists nor to just highperformance networks but rather steering them using data-driven metrics that evaluate individual physicians on both quality and total cost of care. “By utilizing medical providers with lower rates of complications, readmissions and low-value care, organizations can improve outcomes while lowering overall healthcare costs,” he explains. “Historically, the healthcare system has told employees to prioritize buildings and office suites: ‘Go there, because that group of doctors is in-network.’ But it isn’t about the building or office suite; it’s about the identity of the provider once you’re in that building and recognizing that there are significant variations in performance from doctor to doctor,” Hogan continues. “One office suite may have the best performing quality doctor and also the worst performing quality doctor. How do you know which one you are getting? So, don’t just tell the employee to go to an address; use data on quality outcomes to tell them which is the best doctor to see once they are at that address.”
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LOOKING INTO TRANSPARENCY “Transparency” is a word we are hearing in many contexts today. In healthcare, too, it’s an important factor. Says Pruitt, “Transparency should no longer be viewed as a luxury; it should be an expectation. Employers cannot effectively manage any major business expense if they cannot see the underlying data.” He believes that, at a minimum, CEOs and CFOs should insist on access to complete and unredacted claims data that should include pharmacy utilization reports and specialty drug spend. “They should also have insight into fee disclosures, rebate arrangements, administrative costs and any financial relationships involving vendors or their affiliates,” he adds, noting the goal is not simply obtaining more reports but understanding what is driving costs and whether current strategies are producing meaningful results. “If an employer cannot clearly see where healthcare dollars are being spent, they are operating at a disadvantage.” Ducar states it even more baldly: “You cannot effectively manage what you cannot see.” To that end, she says, “Employers should expect meaningful reporting on medical and pharmacy claims, high-cost claim drivers, ER and urgent care utilization, chronic conditions, prescription trends, administrative costs and employee utilization of available healthcare resources.” Looking at transparency from another angle, Hogan points out that “as part of their fiduciary
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responsibility, employers should demand transparency from their health plan vendors.” He notes this includes fees, claims data, population health data, utilization data, PBM rebates and broker compensation. “However,” he continues, “to date, the conversation on transparency seems to be focused exclusively on unit cost of the transaction: How much does it cost me to have a service at one facility versus another facility? Transparency needs to be widened. We shouldn’t only be looking at unit costs; we should be looking at quality. Don’t just tell me how much it’s going to cost to have a service performed, tell me what the likely outcome is going to be if I choose you to perform the service. Accessing the lowest unit cost possible is worthless if the care you receive is poor quality.” Similarly, transparency may not be worth much if the presentation is poor quality. “The information should also be presented in a way leadership can actually use, not simply hundreds of pages of data,” Ducar notes. ““Transparency isn’t receiving more reports. It’s receiving information you can actually use to make better decisions.”
PUTTING THE PIECES TOGETHER “The question isn’t just, ‘What are we spending on healthcare?’ It should be, ‘What are we getting for what we’re spending?’” says Ducar. “At HCS, we see access as an important part of that equation. Our onsite and near-site healthcare model makes it easier for employees to receive convenient care earlier, giving employers an opportunity to address health issues before they become more expensive and disruptive.” Pruitt again brings up employers’ fiduciary responsibility, observing from that perspective, employers should be asking whether decisions are being made in the best interests of the plan participants. “Increasingly,” he notes, “that means understanding how vendors are compensated and ensuring incentives are aligned with better outcomes rather than higher spend. Too often, employers are evaluating vendors based on promises and projections instead of measurable results.” Which underlies his belief that the first question employers should ask is whether their current strategy is creating measurable value. Hogan points out that the regulatory framework has evolved significantly, turning
health plan cost management from a passive corporate function into an active, high-liability fiduciary task. “Employers are now expected to manage health benefits with the same rigorous scrutiny as 401(k) plans,” he says. “The Consolidated Appropriations Act, 2021 (CAA 2021) mandated transparency and explicitly shifted the burden of proof regarding plan costs onto employers. This includes broker fee disclosure, removal of gag clauses from TPA and insurance carrier agreements, annual reporting of prescription drug and medical cost data to the federal government, and more. In addition to a careful review of every vendor agreement to determine costs and liabilities, it is important to do an annual audit with your benefits consultant to ensure that the employer is fulfilling all its fiduciary responsibilities.” Specifically in the context of self-funded, Ducar notes those employers and the executives who oversee those plans take on fiduciary duties under ERISA to act in the interest of plan participants, use plan assets prudently and ensure fees paid to administrators, brokers and PBMs are reasonable. “That is not simply a legal formality; it is an active, ongoing responsibility, and employers should be able to document how they are meeting it.” For pharmacy programs, Pruitt points to the need for employers to look beyond rebates and discounts and evaluate net pharmacy spend, specialty utilization, member experience, prescription access and transparency. Noting, in fact, that pharmacy expense continues to be one of the fastest-growing components of healthcare costs, Hogan enumerates factors that Alera Group utilizes specialized pharmacy consulting resources to evaluate: PBM contract performance, rebate transparency, biosimilar adoption opportunities, GLP-1 management strategies, specialty pharmacy utilization, manufacturer assistance programs, formulary optimization and alternative sourcing arrangements. “These reviews,” he says, “help ensure that pharmacy strategies remain aligned with both cost-containment goals and employee access to necessary medications.” Referring to the importance of scrutinizing prescription coverage, Ducar says, “Employers should understand what medications actually
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cost, what the PBM is earning, where rebates and discounts are going and whether lower-cost alternatives are being utilized.” Self-funding is another perennial topic in healthcare coverage consideration. “Many employers are being told, ‘Self-funding is the way to go, and this will definitely work for you,’ Hogan affirms but assesses the choice as “maybe yes, maybe no.” What’s important, he says, is “to understand what self-funding really means for your organization. It’s about your situation, your data and the stop-loss carrier’s contract.” Explains Ducar, “With a traditional fully insured plan, the employer pays a fixed premium to the insurance carrier, and the carrier assumes the claims risk. Self-funded employers instead pay their employees’ healthcare claims directly, typically using a third-party administrator and stop-loss insurance to help protect against unusually large claims.” “Basically, it’s math,” says Hogan, explaining, “If your claims are expected to be low, when you add those claims to your fixed costs, you may be able to save money against the fully insured cost. However, the analysis for your situation may show claims expectations that will not save you money. We had a recent case where the data showed that the group would have to have claims experience 13% lower than expected in order to break even with fully insured. The math there didn’t show that self-funding was a good option. In fact, they would have been risking $3.5 million that they would run 13% better than expected. Even if they won that gamble, they would only
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be breaking even with fully insured. When they looked at the math, they decided self-funding just wasn’t a good bet for them at this time.” This underscores his point that employers should work with consultants/brokers who can perform a self-funding feasibility study that will model various scenarios for them to show expected costs. “Employers need to ask, ‘Where do my group’s claims have to run in order to break even against fully insured? And how does that compare to a rational expectation?’” Additionally, he confides, “Much like fully insured carriers who are responding to the challenges of today’s market in various ways to mitigate their risk, we are seeing selffunded stop-loss carriers take drastic steps to mitigate their risk — actions that would have been unthinkable just a few years ago.” These include contractual features that protect the stop-loss carrier at the expense of the employer. “That’s why we encourage our clients to read their contract to make sure they don’t have unexpected financial exposure.” Ducar believes that, for larger employers — particularly those with 500 or more employees — self-funding deserves serious consideration. “With a larger employee population, claims risk is generally spread across more people, making healthcare costs more predictable and giving employers greater opportunity to actively manage their healthcare spending,” she explains. “The potential advantage is greater transparency, flexibility and control. Rather than simply receiving an annual premium increase, a self-
funded employer can have greater visibility into what is actually driving healthcare spending and use that information to make targeted changes, such as improving access to primary care, managing chronic conditions, addressing highcost claims and evaluating pharmacy spending.” But she cautions that self-funding is not automatically the best choice for every employer, even above 500 employees, noting claims volatility, cash flow, stop-loss terms, workforce demographics and the employer’s ability to actively oversee the plan all need to be evaluated. Says Pruitt, “For healthcare plans, employers should evaluate total cost of care, predictability, employee satisfaction, flexibility and long-term sustainability instead of focusing exclusively on premium increases.”
C-SUITE OVERSIGHT “Healthcare can no longer sit solely in an HR silo,” Ducar says, noting that, while HR understands the workforce and employee experience, healthcare spending is also one of an organization’s most significant financial and risk-management decisions. Expanding on that point, Pruitt explains, “The most successful organizations make healthcare a shared responsibility between HR, Finance and executive leadership. HR brings expertise around employee experience, recruitment and retention. Finance brings accountability around cost management and forecasting. Leadership ensures healthcare decisions align with broader business objectives.” Observing that health plan expense now ranks among the top five line items in the budget for most employers, Hogan notes that achieving success in this area, in terms of savings money or optimizing costs, has the same impact to an organization as achieving any other significant objective. For this reason, he says, “We think you should apply the same disciplines to your health plan as you use in other areas of running your business. When you are rolling out an important strategic goal, you may be asking these same questions that you should ask about your health plan strategy: Did you use data? Did you have an intentional strategy? Are your employees connected to the outcome? Are they incentivized to contribute to a positive outcome? Does everyone know their role? Do we have a cohesive communication strategy?
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“We believe this should be a joint responsibility between finance and HR functions, with the CEO having oversight on both functions,” Hogan continues. As he breaks it down, finance should be reviewing actual to expected claims and utilization as well as reviewing contracts to identify financial leakage, improve transparency and align contracts with fiduciary standards while HR should be reviewing employee engagement in programs, especially those designed to promote well-being and improve the health of employees and their families. Emphasizing healthcare is a business investment as well as an employee benefit, Ducar believes it should be evaluated like one. “At HCS, we believe value should include more than claims costs. Employers should also consider access to care, employee utilization, time away from work, prevention, chronic disease management and whether employees are engaging with the benefits the company is paying for.” There is another side to the cost equation, as Pruitt notes, “Every dollar spent unnecessarily on healthcare is a dollar that cannot be invested elsewhere. When healthcare costs rise faster than business growth, employers are often forced to make difficult decisions around hiring, salaries, retirement contributions, wellness initiatives, and other employee investments.” His point is that healthcare spending should be viewed through the lens of opportunity cost. “The question is not simply, ‘How much did healthcare cost us?’ It is also, ‘What opportunities did those costs prevent us from pursuing?’ For many employers, improving healthcare efficiency is one of the most direct ways to create resources that can be reinvested back into the workforce.”
“Just as importantly,” Pruitt says, “they should ask whether their strategy is reducing underlying costs or merely shifting expenses onto employees through higher deductibles, copays and contributions.” In his experience, the most effective pharmacy strategies balance four factors: affordability, access, member experience — and predictability, which only occurs in conjunction with the ability to manage risk in a meaningful way, such as having a plan to avoid or mitigate catastrophic pharmacy claims in the future. “If one of those areas is missing, the strategy is likely creating problems somewhere else.”
AND BACK TO ‘START’ The best preparation starts with asking critical questions. “I would ask, ‘Can you show me exactly where every healthcare dollar is going and who benefits financially from each decision being made on our behalf?’” says Pruitt. “That single question often reveals whether incentives are aligned with the employer’s goals or someone else’s,” he explains. “Healthcare contracts can be incredibly complex, but transparency tends to simplify the conversation quickly. If partners can clearly explain where the money goes, employers are in a much stronger position to evaluate value. If
they cannot, that is worth investigating further.” Hogan believes planning starts with the business owners asking themselves if they view their healthcare expense as an investment or an expense: “Am I simply interested in getting the lowest price possible, no matter the impact to my organization and people, or do I view my benefits as something that helps my business be successful?” Ducar recommends businesses ask potential plan providers, “Show me exactly where our healthcare dollars went last year—and what we’re going to do differently next year to get more value from them.” That question, she says, “changes the conversation from simply accepting another renewal to evaluating the entire healthcare strategy.” Underscoring the importance of employers not being afraid to challenge the status quo, Ducar says, “A healthcare program should not only pay claims when employees become sick. The best strategy should make it easier for employees to access care, encourage earlier intervention and prevention, and, ultimately, help create a healthier, more productive workforce.” Alera Group aleragroup.com Healthcare Solutions Centers hcsonsite.com SHARx
sharxplan.com
EVALUATE THE BOTTOM LINE CHROs and CFOs, in particular, should be preparing ahead of annual benefits renewal to better manage pharmacy spending rather than simply shifting higher costs to employees. Moving the conversation beyond premium increases and contribution changes, Pruitt suggests CHROs and CFOs jointly review total pharmacy spend, year-over-year trends, specialty drug exposure, GLP-1 utilization, high-cost claimants, employee cost share, member complaints and access to care metrics.
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HR PEOPLE ARE KEY HR MILESTONES TO KNOW 1 employee: Numerous federal and state requirements already apply in areas that include wages and overtime, equal pay, workplace safety, and military-service protections and paid sick leave.
Does Size Matter? The HR Mistake Costing Small Businesses Thousands Waiting until a company is ‘big enough’ for HR can create legal, financial and operational risks long before business owners realize those risks exist by Sam Bolen, SHRM-SCP, THRP, and Amanda Jorth, THRP
50 employees: FMLA requirements and, generally, ACA employer obligations become considerations.
Hiring a first employee is a milestone for any small business. It often signals growth, increased demand and a new level of responsibility. It also marks the point when the business becomes an employer, with all the responsibilities that come with that role. That is what makes Human Resources a business necessity. One of the most common misconceptions among smallbusiness owners is that HR is a “someday” problem — after the company adds layers of management or has enough employees to justify a dedicated HR professional. But in reality, some employment requirements begin with employee No. 1, and the legal, financial and operational risks only increase as the business grows. Unfortunately, waiting for a problem to prove the need for HR can be an expensive way to learn that lesson.
State and local employment requirements may apply at different thresholds.
SMALL PROBLEMS HAVE A WAY OF BECOMING EXPENSIVE ONES
4 employees: Immigrationrelated anti-discrimination provisions come into play. 15 employees: Additional federal anti-discrimination requirements and disability protections apply. 20 employees: Age-discrimination requirements apply.
Sam Bolen, SHRM-SCP, THRP, is director of Human Resources Consulting Client Services at REDW Advisors & CPAs. She helps organizations build HR programs designed to reduce risk while supporting their people and long-term growth.
Amanda Jorth, THRP, is a senior HR consultant at REDW Advisors & CPAs. She holds the SHRM California Law HR Specialty Credential and specializes in state and federal employment law compliance. redw.com
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Many costly HR problems do not begin as lawsuits. They begin as everyday management decisions. An employee receives repeated verbal warnings, but no one documents them. Two managers handle similar performance problems differently. A job description no longer reflects what an employee actually does. A new hire receives little formal onboarding. A complaint is handled informally and inconsistently. Eventually, an employee is terminated, and the company has little documentation showing how or why the decision was made. None of these decisions may set off alarm bells on their own. Stack enough of them together, however, and a manageable people issue can quickly become an expensive business problem. An informal HR function works — until it doesn’t. Policies may no longer reflect how the business operates, and routine people decisions may lack a consistent process. As the business grows, practices that once seemed adequate can start showing their cracks. Employment disputes can be particularly damaging for smaller organizations because the cost extends beyond legal bills or a potential settlement. A 2025 report from Nakase Law Firm put the average cost to defend an employment claim through settlement at approximately $160,000, with cases that proceed to trial potentially costing significantly more. For most small businesses, $160,000 is hardly a rounding error. And the true expense does not end with attorneys and settlements. Leadership time is diverted from running the company. Productivity suffers. Employee morale can decline. Even when a business ultimately prevails, defending a decision without consistent policies and documentation can consume resources that a small organization can’t afford.
DON’T WAIT FOR A LEGAL PROBLEM TO BUILD HR Legal risk may be the most obvious reason to formalize HR, but it is far from the only one. The same practices that help protect a company also help it operate better. Clear job descriptions make recruiting more focused and establish expectations from the beginning. Structured onboarding helps employees understand their roles and become productive sooner. Regular feedback and performance management allow managers to address problems early while giving employees opportunities to develop and grow with the business. Compensation benchmarking helps businesses compete for talent without making pay decisions blindly. Clear processes and regular communication can also strengthen trust and engagement. Consistent processes for employee complaints, discipline and conflict resolution also give managers a framework for handling difficult situations fairly rather than improvising under pressure. For a small business, those practices can have an outsized impact. A large corporation may be able to absorb a poor hire, an unexpected departure or months of underperformance. On a team of eight or 10 people, one personnel problem can affect a significant portion of the organization. That is why HR should not be viewed simply as the department that steps in when an employee needs to be disciplined or terminated. Done well, it is part of the infrastructure that allows a business to get the most from the people it has invested in hiring.
BUILD THE FOUNDATION BEFORE IT IS NEEDED Small-business owners routinely plan for growth. They invest in technology before systems become overwhelmed, seek financing before capital runs out and expand facilities before space becomes impossible to manage. People-infrastructure deserves the same foresight. For a five-person company, that foundation can be relatively simple. Its practices and resources can expand alongside the workforce. As the workforce grows, the tools supporting its people should evolve, too. Spreadsheets, email and a filing cabinet behind a closed door may feel perfectly adequate for a handful of employees. But over time, so does the effort required to chase documents, piece together information and remember where everything lives. A centralized HR information system can make employee records easier to organize, protect and retrieve while freeing leaders from manually tracking information across multiple places. When expectations, responsibilities and processes are clear,
The financial impact of an employment lawsuit can be significant for a small business. The average cost to defend an employment claim through settlement is approximately $160,000, and cases that proceed to trial can cost significantly more — before accounting for the lost productivity and leadership time that can accompany a dispute.
Books BETTERING YOUR BUSINESS Expect A Lot, Care A Lot
managers are less likely to make important employment decisions differently between employees, and teams have a better understanding of what is expected of them. When an issue does arise, the business is in a much stronger position to respond.
Most leaders believe they have to choose between driving results and supporting their people. Expect a Lot, Care a Lot shows how the best leaders do both at the same time. Grounded in research across 60 countries and refined through thousands of real-world
SMALL BUSINESSES DO NOT NEED A BIG HR DEPARTMENT There is rarely a single employee count that tells an owner it is time to formalize HR. More often, a triggering event exposes what the business has outgrown, such as the first serious employee complaint, a difficult termination, a leave or accommodation issue, a payroll problem or the loss of a valued employee. Growing businesses have several options for getting the HR support they need, and hiring a full-time HR professional is only one of them. The right level of support depends on the company’s size, complexity, industry and existing resources. Some organizations divide basic HR responsibilities among internal leaders while relying on outside expertise for more complicated matters. Others use fractional HR support to establish policies, provide strategic guidance, conduct investigations or fill expertise gaps without adding a full-time position. What matters is whether someone with the appropriate knowledge is paying attention to the responsibilities that come with employing people. Another warning sign comes when leaders realize how much time they are spending on preventable administration. As a business adds managers and employees, decisions once made by one owner are now being made by multiple managers, making informal processes harder to maintain consistently. At that point, weak HR infrastructure begins taking time away from running and growing the business. The question is not whether a company is big enough for HR; it is whether the company can afford to wait until an HR problem proves otherwise. Business owners devote enormous energy to winning customers, managing cash flow and planning for growth. Their people strategy deserves that same attention from the very first hire, no matter the size of their HR function. REACTIVE HR
PROACTIVE HR
Hiring when a position suddenly needs to be filled
Using clear job descriptions, job families, succession planning, and a consistent hiring process
Informal or minimal onboarding
Structured onboarding that helps employees become productive sooner
Addressing performance problems after they escalate
Setting expectations and providing constant verbal coaching and regular documented feedback
Managers handling similar situations differently
Giving managers consistent processes for discipline, complaints and conflict
Making pay decisions as needs arise
Benchmarking compensation against the market and ensuring internal equity
implementations, the authors introduce six critical practices that consistently move teams into the highest levels of engagement and performance. Practical, repeatable and grounded in how work actually gets done, each practice translates directly into everyday leadership behavior. For those leading a small team to a global organization, Expect a Lot, Care a Lot offers a clear, proven system for driving performance while strengthening the people who make it possible. Expect A Lot, Care A Lot: How 6 Critical Practices Create High-Performing Teams Patrick Leddin, Ph.D.; Jennifer Colosimo; Victoria Roos
$30 HC
Olsson; Doug Faber Simon & Schuster
Available 10/6/2026
320 Pages
In Person For the first time in history, millions of workers can do their jobs from anywhere — and the result is the most contentious workplace debate in generations. Employees fight to protect their freedom. CEOs issue return-tooffice mandates by gut instinct. Everyone argues, but no one has the data. Until now. Harvard-trained economists Natalia Emanuel and Emma Harrington are leading researchers on remote and in-person work. They’ve spent years tracking millions of work hours across industries, analyzing Fortune 500 firms, startups, tech companies and call centers. Their findings? Remote work is good for crossing tasks off a to-do list, but can erode the quality of our work, stifle creativity and hurt mental health. In Person: How Working Together Fuels Creativity, Productivity, and Growth Natalia Emanuel and Emma Harrington, Ph.D.
$30 HC
Crown Currency
304 pages
Available 10/13/2026
Built to Breathe In a world that rewards speed, output and constant motion, most leaders know how to push. The harder question is whether success is sustainable once you’ve built it. In Built to Breathe, founder, CEO and leadership advisor Paige McPheely challenges the idea that efficiency, endurance and doing it all alone are the price of ambition for modern leaders. Drawing on more than a decade building remote-first companies, raising venture capital and advising high-performing executives, she explores a quieter truth: Lasting success depends not on how much you can carry but on what
Documenting decisions after a problem emerges
Maintaining records as part of everyday management
you’re willing to release.
Adding HR support only when something goes wrong
Building HR capabilities as the business grows
Paige McPheely
Built to Breathe: The Art of High-Performance Leadership Without Burnout Ideapress Publishing
Employee turnover carries a significant price tag. Gallup estimates that replacing a frontline employee costs about 40% of that employee’s annual salary, while replacing a technical professional costs about 80% and replacing a leader or manager can cost roughly twice their annual salary.
$30.95 HC Available 10/27/2026
260 pages
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Economy DEVELOPING & GROWING BUSINESS DYNAMICS
Beyond the Rate
How to leverage term loans for growth by Adam McDiarmid When most people think of a loan, they focus on a single number: the interest rate. But for small business owners, borrowing should be a much more strategic decision. A term loan is a versatile tool. Whatever its purpose, the true value of a loan comes down to protecting cash flow and scaling the business.
MATCHING THE LOAN TO THE NEED Business owners often treat an available line of credit (LOC) as flexible cash for any immediate need. However, a term loan is often the better solution. These two instruments serve fundamentally different purposes: An LOC covers day-to-day working capital needs that revolve in line with the operating cycle, whereas a term loan offers fixed payments over a set period, providing predictable costs immune to market volatility. The key to success is matching the loan structure to a specific objective. For instance, purchasing a fixed asset like equipment is ideal over a standard five-year term, aligning the expense with the revenue the asset generates. For a business acquisition in a familiar industry, a longer-term loan works well. However, if entering a new vertical, a lender may suggest an SBA loan to bridge the gap. If long-term working capital is needed for initiatives like hiring, a term loan provides upfront capital to expand while giving those investments time to generate revenue before the debt matures. Ultimately, a business must establish the “why” to understand how the asset will benefit the bottom line. BUSINESS NEED
LOAN
Large, lump-sum investments Term loan with predictable returns Adam McDiarmid is president of small to medium business at UMB Bank. He is responsible for the implementation of the strategic business plan for serving small and mid-market businesses across the footprint, including portfolio growth, performance quality and managing day-today operations. He has more than 18 years of experience in the financial services industry. He earned a bachelor’s degree in business from the University of South Carolina. umb.com
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Ongoing, variable cash flow needs
Line of credit
THINK ROI, NOT JUST SPENDING The core distinction between consumer spending and business financing is intent: Business purchases should strictly lower costs or increase revenue. Businesses never buy simply to buy. Because the financial return on a major purchase is rarely fully realized in year one, term loans spread the annual cost to match the revenue or savings generated over time. This preserves liquidity and leaves sufficient cash to manage daily operations. An additional consideration is tax strategies like Section 179, which allows businesses to fully deduct qualifying equipment in the year it is placed in service rather than depreciating it over time. This can significantly reduce tax liability. Business owners should review this option in the second half of the year or consult a tax professional.
THE BEST TIME TO BORROW IS WHEN THE BUSINESS HAS CASH Contrary to popular belief, businesses shouldn’t only borrow when cash is tight. The optimal time to secure financing is when liquidity is strong. Cash carries an opportunity cost. If a term loan has a 6% interest rate but reinvesting cash directly into core operations yields a much higher return, using debt is the smarter strategic move. It maximizes returns while preserving a healthy cash reserve. Even with the best intentions, rapid growth introduces risk without a sound capital strategy. Beyond lacking a clear “why,” another common mistake is over-leveraging. Every dollar of capital — cash or debt — has a cost. Relying entirely on debt leaves cash flow vulnerable to unexpected market shifts. Growth should be steady and calculated; rapid expansion without a financial safety net drastically increases risk. Before pursuing growth financing, it’s important to ensure the financial statements are on solid footing. While owners often focus on top-line revenue, lenders evaluate net cash flow and overall expense management to determine debt service capacity. Just as a consumer shouldn’t buy a car based on a hypothetical promotion, a business should never take on debt based on unproven revenue projections. To prepare for a loan, leaders must audit debt obligations, wage structures and credit profiles against existing revenues.
THE POWER OF RELATIONSHIP BANKING A business owner can get a term loan almost anywhere. What an algorithm or transactional lender cannot provide is a banker who truly understands the business and can guide the process. A transactional banker focuses strictly on rates, leaving the owner to figure out the rest. A relationship banker evaluates the entire financial picture, including debt, labor costs and historical cash flow, to ensure the business never takes on unsustainable debt. Working with a proactive banker ensures owners select the right financial instruments to build a resilient, profitable business for the long term.
While owners often focus on top-line revenue, lenders evaluate net cash flow and overall expense management to determine debt service capacity.
+ +
+ +
Legal LAW MATTERS TO BUSINESS
The American Franchise Act: Seeking Clarity in the Relationship between Franchisors and Franchisees
Long-awaited federal legislation aims to bring greater certainty to franchisors and franchisees by clarifying joint-employer liability by Joshua Becker
Joshua Becker is a Partner in the Phoenix office of Womble Bond Dickinson. He advises franchisors, licensors and multi-unit businesses on franchise development, regulatory compliance, system expansion, intellectual property and day-to-day operational matters. womblebonddickinson.com
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Franchising is an important part of the Arizona economy, enabling entrepreneurs to operate independently owned businesses under established brands and to leverage the strength of proven business systems, operational support and brand recognition. Business owners, therefore. have reason to pay attention to the proposed American Franchise Act, which seeks to reduce uncertainty in the franchisor/franchisee relationship and could significantly affect franchise businesses across Arizona and throughout the United States. At the heart of the issue is the unique nature of franchising. Franchisors typically establish brand standards, operational procedures, marketing requirements and quality controls that franchisees must follow. These requirements protect the franchisor’s trademarks and reputation, promote system consistency and safeguard the investments of both franchisors and franchisees. Joint employment is a legal doctrine under which two separate businesses may be treated as employers of the same workers based on the degree of control each possesses or exercises over employment-related matters. Over the last decade, federal regulators have repeatedly revised the circumstances under which a business may be deemed a “joint employer” of another business’s employees. These questions are important because joint-employment can expose a franchisor to liability arising from a franchisee’s employment practices. If a franchisor is deemed a joint employer of its franchisees’ employees, it may face liability under labor and employment laws involving hiring, firing, discipline, scheduling, wages, benefits, workplace policies and collective bargaining. In some periods, the NLRB’s “joint employment” analysis has focused on whether a business actually exercised direct control over employment decisions. In others, the Board has considered indirect control or even the reserved contractual right to influence employment-related matters as sufficient to create joint employment. These shifting standards have created challenges for franchise systems attempting to structure long-term business relationships and compliance programs. Much of the support for the American Franchise Act stems from frustration over these repeated changes in federal joint-employer policy from one presidential administration to the next and the resulting uncertainty for franchise systems trying to make long-term business decisions. The American Franchise Act was introduced in Congress in September 2025 as bipartisan legislation designed to establish clear federal standards for determining when a franchisor may be considered a joint employer of a franchisee’s employees. It is advancing through Congress but has not yet been enacted.
On July 21, 2026, the House Committee on Education and Workforce ordered H.R. 5267 reported to the full House. A companion measure remains pending in the Senate. The legislation must still be passed by both chambers in identical form and signed by the President before becoming law. Under the proposed law, a franchisor would only be considered a joint employer if it “possesses and exercises substantial direct and immediate control” over “one or more essential terms and conditions of employment of the employees of the franchisee.” Although joint-employer liability is sometimes characterized primarily as a concern for franchisors, it also has important implications for franchisees. Many franchisees oppose expansive joint-employer standards because such rules blur the distinction between independent business ownership and corporate management. Franchisors facing increased liability for employment decisions may be compelled to exercise greater control over hiring, discipline, compensation and workplace policies of their franchisees. That greater level of franchisor oversight may be viewed by franchisees as reducing the autonomy that makes franchising an attractive form of business ownership. The American Franchise Act would not eliminate all employmentrelated risk. Franchisees would remain responsible for compliance with applicable employment laws, and franchisors could still face joint-employer exposure when they possess and exercise the level of employment-related control specified in the legislation. Franchise systems would therefore still need to evaluate carefully how their agreements, operating practices and employmentrelated interactions allocate decision-making authority. The central question is where ordinary franchise-system administration ends and responsibility for another company’s workforce begins. The American Franchise Act attempts to draw that line around actual, consequential control of employment decisions rather than around the standards needed to maintain a common brand.
According to a 2023 Oxford Economics report cited in the American Franchise Act, U.S. franchise businesses generated approximately $825 billion in economic output and employed approximately 8.4 million workers in 2022.
Reimagining
legal education ASU Law is dedicated to creating the next generation of legal professionals. Honoring the legacy of Justice Sandra Day O’Connor and charged with upholding her namesake, our graduates are shaping the future of our community and the world. Phoenix
Washington, D.C.
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Social Impact BUSINESS GIVES BACK
Tyler Butler, a trailblazer in ESG and corporate citizenship, has led Fortune 500 sustainability programs, contributed to two IPOs and founded Collaboration for Good. With degrees from ASU, Boston College and Cornell, she writes for top publications and serves as a strategic CSR consultant for Omnicom. collaborationforgood.com
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Building Community by Design
How California Pools & Landscape Turns Backyard Dreams into Local Impact by Tyler Butler When Mike and Joan Smith started California Pools & Landscape at their kitchen table in 1988, they set out to build a company rooted in craftsmanship, fairness and genuine care. Thirty-eight years later, that company is Arizona’s premier backyard builder, and the philosophy that guided it from the start — “What is best for the customer, is best for all of us” — has grown into something larger than any pool it has ever built. Giving back came first, long before it had a name. The founders were especially passionate about supporting victims of domestic violence, and for years the team made Christmas possible for families living in shelters — providing gifts, necessities and compassion during an incredibly difficult season. When Jeremy and Stephanie Smith took over the business, they carried that legacy forward and added to it, convinced that customers, employees and trade partners alike deserved to be treated fairly and with gratitude. That conviction produced the company’s Wellness Committee, which gave employees a way to build relationships and support one another’s physical health, mental health, financial wellness, volunteerism and charitable involvement. Those efforts eventually took shape as the CPL Care Club, an employee-driven, volunteer-based charity arm built around care, connection and community. The Care Club runs on the energy of the team itself, organizing food drives, CPR classes, fun runs, fundraising walks and hands-on volunteer projects throughout the year. Its mission is to bring employees, trade partners, customers and community partners together around causes that matter, supporting children and families, advancing water safety, encouraging whole-person wellness and creating real opportunities to serve. The goal was never simply to write checks. It was to build relationships, lend a helping hand and leave the community better than they found it. That approach shows most clearly in the company’s partnership with Phoenix Children’s. In May 2024, the Spring Sales Event raised $25,000 for the Foundation, and for every pool sold in 2025 and 2026, California Pools & Landscape has committed to making a donation supporting the hospital’s work. The company also sponsors the DIVE program, which delivers water safety education and supplies throughout the Valley, with obvious meaning for a builder of backyard pools. Employees volunteer at Phoenix Children’s events all year, raising funds and awareness for families and staff. “As an Arizona native, I’ve seen the impact that Phoenix Children’s has in the Valley,” says President Darren Tamburrelli. “The staff, volunteers and, most importantly, the children drive us to come together and maximize our efforts for such a noble cause. Being able to give back inspires our entire team, knowing we all make a difference every day.” The Care Club’s reach extends well beyond one partner. Teammates volunteer at Ronald McDonald House through annual Brunch Buddies events, providing meals, conversation and comfort to guests. The club hosts an annual food drive for Midwest Food Bank, organizes Christmas Angel Trees
benefiting The Salvation Army, and leads at least two blood drives each year to help meet critical community needs. Participation is supported by an annual budget and strong executive backing, and many employees volunteer independently at organizations close to their hearts, evidence of a culture where service is both encouraged and celebrated. The company invests in futures, too. Each year, employees’ dependent children under age 26 can apply for one of 22 renewable scholarships for college or trade school, with awards up to $5,000, helping the next generation pursue education and build meaningful careers. Fundraising has grown alongside that commitment: The inaugural Cal Cup golf tournament at Papago Golf Club raised $48,000 for Phoenix Children’s, powered by employees, sponsors, vendors, colleagues and community partners. For Executive Director of Marketing & Business Strategy Nicole Shoppach, the heart of it all is simple. “I am passionate about creating a workplace where people feel cared for, connected and inspired to care for others,” she says. “When our employees come together to serve, support a family or help someone through a difficult season, it reminds us that even a small act of kindness can make a big splash. That ripple effect is something I’m incredibly proud to be part of.” Across every initiative, California Pools & Landscape demonstrates that building beautiful backyards is only part of its mission. The deeper work, the work that defines the company, is building a stronger, more connected community. California Pools & Landscape calpool.com
Each year, employees’ dependent children under age 26 can apply for one of 22 renewable scholarships for college or trade school, with awards up to $5,000, helping the next generation pursue education and build meaningful careers.
Photos courtesy of California Pools & Landscape
Every pool California Pools & Landscape sells through 2026 sends a donation to Phoenix Children’s. Give directly at phoenixchildrensfoundation. org, including to the Water Safety Program CPL’s DIVE sponsorship supports.
OUR SUBJECT IN-DEPTH
Focus
Every Drop Counts
Here’s how SRP is helping Valley businesses turn water conservation into long-term water resiliency by Erin Thorburn Every drop of water counts. It’s a common saying, but one that Salt River Project has taken seriously for more than 120 years. Today, the largest supplier of raw water to the Greater Phoenix region continues its commitment to ensuring a sustainable water supply for generations to come. With that in mind, SRP has set a goal to conserve 5 billion gallons of water by 2035 through partnerships with businesses and residents.
A SHARED RESPONSIBILITY SRP continues to collaborate with local municipalities, organizations and nonprofits to lead conservation research, pioneer watershed restoration efforts and bring educational opportunities to communities throughout the Valley. “I believe that water resiliency is a shared responsibility,” says Leeann Yacuel, senior water planning analyst at SRP. “It starts with understanding how water is used both indoors and outdoors and identifying opportunities to save while incorporating longterm water planning into day-to-day operations.” The annual SRP Water Conservation Expo is one such opportunity. Businesses and residents can learn about the latest innovations in water-saving technology and take advantage of exclusive discounts on irrigation products.
PUTTING CONSERVATION TO WORK
Photo courtesy of SRP
The Municipal Grass Conversion Rebate Program works with municipalities to offer dollar-for-dollar rebate matches for converting grass to water-efficient landscaping. The Town of Gilbert, for example, allows local businesses to receive up to $30,000 to remove grass and replace it with lowwater-use landscaping. “Through that partnership, we’ve converted 114,000 square feet of grass, and saved an estimated 5.7 million gallons of water,” Yacuel says. SRP offers similar rebate match programs to several other metro cities, including Goodyear, Mesa, Phoenix, Tempe and Queen Creek. It is estimated that more than one third of all water applied to commercial and public landscapes is the result of overwatering. HOAs and businesses can focus on outdoor water use by utilizing Waterfluence, a software tool designed to help set data-driven water budget benchmarks for commercial landscape managers, which is offered for free by several Valley municipalities. Since 2022, the SRP Waterfluence partnership program has conserved more than 586 million gallons of water. Businesses and HOAs can contact their water provider to find out if they offer the program. SRP partners with a local nonprofit, Friends of the Verde River, to support the River Friendly Living Grants Program. This initiative funds innovative water-saving projects that benefit businesses, homes and crucial water ecosystems like the Verde River. Through the grant program, businesses and organizations are
eligible to apply for up to $5,000. Priority projects for SRP funding include irrigation efficiency, lawn removal and commercial water conservation upgrades. Applications for the Fall 2026 grant cycle close on Oct. 31. More details can be found at verderiver.org/grants.
START WITH WATER USE Yacuel says improving water conservation can begin with three essential steps. Businesses and residents should: 1. Review their water bill to establish a baseline. “You can install submeters to see different water use and also monitor usage trends over time.” 2. Identify efficiency opportunities. “Fix leaks, optimize irrigation systems, upgrade fixtures and make operational improvements that reduce water waste.” 3. Set realistic goals. “Develop measurable water efficiency or resiliency targets that align with business operations and sustainability objectives.”
TOOLS AND RESOURCES There are many resources available to help businesses get started. The EPA’s WaterSense program offers tools and guidance for commercial facilities. Local water providers may offer rebates, technical assistance or other conservation programs that can support your efforts. When utilities, businesses, communities and water providers work together to manage water resources efficiently and responsibly, we can build a stronger, more resilient future for Arizona and the generations that follow. To learn more about SRP’s community water conservation initiatives and programs, visit srp.net/conservation. srpnet.com/ energy-savings-rebates/business/rebates/smart-thermostats.
Since 2022, the SRP Waterfluence partnership program has conserved more than 586 million gallons of water.
Erin Thorburn is an accomplished editor, writer, journalist, photographer and illustrator with more than 20 years of experience. She is the founder and creative director of The Best of the Southwest. Her work has appeared in multiple print and online publications including Az Business, AZRE, Experience AZ, PTK, SF Gate, Chicago Tribune, The Toronto Star and more.
OCT. 41 2026 INBUSINESSPHX.COM
Capacity
FOR-PROFIT & NONPROFIT GROWTH
The Multiplier Effect: How Positive Leaders Transform Teams A positive leader manages energy, not just tasks by Bruce Weber The way a leader shows up each day shapes far more than outcomes on a spreadsheet — it shapes the people around them and the culture they carry forward. In organizations where teams consistently outperform expectations, researchers and observers tend to find the same variable at the center: a leader who practices what behavioral scientists call positive leadership. It is not a matter of relentless cheerfulness or avoiding difficult truths. It is, rather, a deliberate approach to people — one that assumes capability, communicates with intention, and treats each staff member as someone worth developing. The effects on a team are measurable and significant. Studies in organizational psychology consistently show that employees working under positive leaders report higher engagement, lower burnout rates and a stronger sense of meaning in their daily work. Where one leader might manage tasks, a positive leader manages energy — and the distinction changes everything about how a team functions over time.
THE FOUNDATION OF PSYCHOLOGICAL SAFETY
Bruce Weber is founder, president and CEO of Weber Group, with 30+ years of experience serving for-profit and nonprofit organizations at every stage of growth. He specializes in strategic planning, leadership strategy and board development. Weber Group offers BoardSource Certified Governance, Jon Gordon Company leadership development and Six Sigma planning methodologies. Weber holds a degree from the Smith School of Business at the University of Maryland, College Park. webergroupaz.com
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Among the most critical contributions a positive leader makes is the creation of psychological safety. When staff members feel they can raise a concern, admit an error or propose a novel idea without fear of ridicule or retaliation, they engage more fully with their work. Google’s landmark Project Aristotle, a multi-year study of team effectiveness, identified psychological safety as the single greatest predictor of highperforming teams — outranking individual talent, experience or compensation structure. Positive leaders build this environment not through policy but through behavior. They ask questions before offering answers. They acknowledge uncertainty without performing weakness. When a team member fails, they focus the conversation on learning rather than blame. Over time, this approach teaches the team that honesty is safe here — and that safety unlocks the kind of candid, creative collaboration that purely transactional management structures never reach. A positive leader manages energy, not just tasks — and the distinction changes everything about how a team functions over time.
RECOGNITION AS A STRATEGIC TOOL Positive leaders understand recognition as more than a courtesy; it is a mechanism for reinforcing the behaviors that serve the organization and the individual simultaneously. Genuine, specific acknowledgment — tied to the particular action taken rather than a general sense of good performance — communicates that the leader is genuinely paying attention. Staff who feel seen and valued are demonstrably more likely to stay, to invest discretionary effort and to
replicate the behaviors being recognized. This dynamic carries a compounding effect. As individuals on a team begin modeling the behaviors their leader values and celebrates, those behaviors propagate laterally across the team. Positive leadership, in this way, is not simply a quality of one person — it becomes an ambient feature of the culture itself.
TRUST, AUTONOMY AND LONG-TERM GROWTH Perhaps the most lasting gift a positive leader offers a team is the expansion of their autonomy. Rather than positioning themselves as the sole source of answers, positive leaders invest deliberately in the capability of their people. They delegate with clarity, coach without hovering, and resist the pull of micromanagement even when the pressure to control outcomes is acute. The result, consistently, is a team that grows faster. When staff members are trusted to own decisions within their domain, they develop judgment in ways that no training program can replicate. They learn to lead themselves — and, eventually, to lead others. The organization benefits not just from today’s output but from the pipeline of capable, confident people the leader helped build. Positive leadership, then, is not idealism dressed in management language. It is a disciplined, evidence-backed approach to human development that produces stronger teams, deeper loyalty and cultures that can sustain themselves long after any individual leader has moved on.
“Critics write words, but they don’t write the future.” —Jon Gordon, Power of Positive Teams
SMART SUCCESS
Strategies
How to Know It’s Time to Alter Your Business Model Times may be a-changing before revenue slips by Veronique James Running an advertising agency in one of the fastest-growing metropolitan areas in the country has never been easy. When COVID-19 arrived, that challenge became a business owner’s worst nightmare. At The James Agency (TJA), we lost a net 62% of our business overnight in March 2020, much of it tied to hospitality, tourism, and food and beverage. We survived. I diversified our portfolio, restructured operations and protected our margins while retaining our entire team. By most traditional measures, we had weathered the storm. When the crisis was over, we realized the agency was stable again but the industry around us had changed. Clients were asking different questions, technology was accelerating and the value of deliverable production wasn’t enough. Waiting for revenue to tell us our business model was aging would have meant waiting too long. A business model can remain profitable while simultaneously becoming less relevant. That realization prompted us to evolve from a traditional full-service agency into a strategy-led consultancy. The best time to rethink a business model? When everything is still working.
THE WARNING BEFORE THE REVENUE DROP Aging business models rarely announce themselves with dramatic failure. More often, the warning signs show up in much smaller ways: • Customers ask for outcomes instead of outputs • Once-profitable services become easier to commoditize • Teams spend more effort producing the same value • The strongest business opportunities consistently fall outside the company’s scope These inconveniences are signals that something is shifting at the foundational level of the operation. Revenue is a lagging indicator. By the time it declines, clients may already have changed how they buy. Competitors may already have changed how they show up. Employees may already feel the friction of working inside a model that isn’t keeping up. Leaders should pay attention when a company is still successful, but success is becoming harder to produce. Profitability isn’t proof that a business model should remain unchanged.
Photo courtesy of The James Agency
AI IS EXPOSING WHERE VALUE REALLY LIVES Artificial intelligence has accelerated conversations about value, productivity and scalability in essentially every industry. What it can’t replace is judgment: understanding a client’s problems, recognizing what’s important, challenging assumptions, exercising taste or making decisions. Technology is most valuable when it creates more room for those human-based capabilities. That distinction helped clarify where the business needed to evolve. The future wasn’t about creating more “things.”
It was about helping clients make stronger decisions about what should be created, why it should be created and who it should serve. AI helps us shorten that mile — and was a key component of our evolution.
CHANGE THE MODEL, NOT THE SOUL When a business model changes, it is tempting to focus on tangible pieces: new services, processes, org charts and roles. But culture can get lost in the transition. Roles change, expectations are reset, workflows adjust and employees redefine their contributions. The hardest part of transformation isn’t always determining what the business should become. It is maintaining the values that made people want to be part of it in the first place. During TJA’s evolution, the goal was not to preserve every process from the traditional agency model. It was to preserve the value underneath them. Creativity still mattered. Collaboration still mattered. Client partnership, curiosity and end-user emotion still mattered. But those had to show up differently in a company that was now asking its people to think more strategically, advise clients confidently and connect their work to a clear business outcome. That also meant continuing to invest in the less-measurable elements of the culture: honest conversations from leaders who care, opportunities for people to connect, a sense of humor and tasty snacks. Those things may not appear on an organizational chart, but they can determine whether employees experience change as something happening to them or something they are helping build. With intentional investment in our culture, our new model stopped feeling like a transformation and became the new normal.
KNOW WHEN TO MOVE The companies best positioned for the future are the ones willing to reconsider how they create value while they still have the time and resources to make thoughtful changes. The question isn’t whether the current model is working. It is whether that model will continue creating value as customers, technology and expectations change. By the time the numbers make the answer obvious, the opportunity to evolve may already be gone.
Forty-two percent of CEOs say their companies will not remain viable for more than 10 years if they continue on their current path. Nearly two-thirds have already taken action to change how their organizations create, deliver or capture value.
Veronique James is the founder and CEO of The James Agency, a nationally recognized full-service integrated marketing agency dedicated to making brands matter to people. Since founding the firm in 2005, she has established it as one of the Southwest’s leading independent agencies, helping clients build relevance, drive growth and achieve measurable outcomes. thejamesagency.com
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Nonprofit INVESTING IN COMMUNITY
Arizona nonprofits must make an effort to understand the crossborder culture. “People coming from the U.S. can often come across to Mexican partners as heavyhanded, so it’s important to be aware of those power dynamics,” says Anne McEnany, principal at Strategic Consulting and former president and CEO of California-based International Community Foundation. “Even things we take for granted — data sharing agreements, confidentiality, transparency and accountability — the cross-border partner may not feel the same.” In Mexico, in fact, management structures are often more formal, based on government reporting requirements. It’s also important to simply slow down. “In Mexico, people spend a lot of time slowly building social fabric and social capital before engaging in business partnerships.” Having a Spanishspeaking representative within the nonprofit can also be pivotal, not only to navigate daily communications but also to assist in understanding business culture.
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com
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Benefits of Cross-Border Philanthropy Borderland synergies exist for Arizona nonprofits by Richard Tollefson It’s no secret that global philanthropy is increasing. Arizona nonprofits are developing scalable, novel products that have reached across country borders. The state’s universities are partnering with alumni around the globe for financial support and combining worldwide funds to advance joint research and educational programs. Situated in a borderland state, Arizona’s nonprofits are in a unique position to achieve similar gains closer to home, through cross-border partnerships and philanthropic campaigns in Mexico. Andy Carey, executive director of the U.S.-Mexico Border Philanthropy Project, has the statistics to prove it. BPP has shepherded more than $24 million in charitable giving between the U.S. and Mexico over the past 12 years. “What’s exciting is that it is 50/50 — about $12 million coming into the U.S. from generous people in Mexico, and $12 million from generous people in the U.S. going to Mexico.” Shared social, environmental, educational and economic issues — and the fact that nearly 40 million people of Mexican descent reside in the United States — give rise to U.S.-Mexico fundraising synergies that many local nonprofits aren’t considering. “When you live in a border community, everything you can do to learn about the border — your partners on the other side — enhances what you can do locally with a population that crosses the border daily for their jobs, or that is relocating to your community, or asking for services,” says Anne McEnany, principal at Strategic Consulting and former president and CEO of California-based International Community Foundation. “There are just a lot of shared borderlands issues,” says Carey. “We share the same water, breathe the same air, which means projects related to the environment appeal to both sides.” And, he says, “Don’t discount shared concerns about healthcare access, education and housing.” Unfortunately, there also are quite a few cross-border myths to dispel. “It is fundamentally untrue that people in and from Mexico and Latin America don’t donate to causes,” says Carey. What is true, adds McEnany, is the very philanthropic way the Mexican community approaches and solves societal problems. “There is also a whole new generation in Mexico that understands formal philanthropy. They’re getting more engaged and are starting to form private foundations.” So, how might executives sitting on nonprofit boards champion a cross-border jump for their organizations? “What you’re doing is you’re extending your territory, crossing a boundary where you’re engaging other people from another community about your cause,” says Carey. Because building trust is key, especially across cultures, starting with partnerships is often the most logical first step. Start small. A strategic partnership that provides more volunteers from the other side to engage in a nonprofit’s work not only bolsters mission and provides more hands on deck but
also creates a potential future fundraising pipeline. “If you’re just a transactional bypasser” asking for money out the gate, “you might as well keep going,” says Carey. “People want to support those who roll up their sleeves and work together.” Leverage key networks. When considering a cross-border partnership, it’s important that board members ask themselves a series of questions: • Who are the best partners for what we’re trying to accomplish? • How do our networks overlap with theirs? • Do we know their board members? (Organizations should poll their board to find out who knows whom.) “Find those points of intersection where you can start off the relationship on the right foot,” says McEnany. Work with intermediaries. With its legal and tax structures that vary from country to country, cross-border philanthropy takes time and requires careful compliance: on the U.S. side, adhering to the Patriot Act; on the Mexico side, the Anti-Money Laundering Act. But there are also other considerations, including administrative support, like fraud monitoring, or tax receipts for gifts donated in pesos that come to the U.S., and the vetting of partner institutions. Nonprofits must also determine a partnership structure and know how to execute it: a formal or informal partnership or a subsidiary structure with money moving between organizations. The good news is that organizations like BPP and ICF can provide guidance on these issues, as well as services, to those nonprofits wishing to expand across the border. “Don’t be afraid to engage the border,” says Carey to executives sitting on nonprofit boards. “By engaging with volunteers and donors — with partners from the other side of the border — you can only grow your program.”
With its legal and tax structures that vary from country to country, cross-border philanthropy takes time and requires careful compliance: on the U.S. side, adhering to the Patriot Act; on the Mexico side, the Anti-Money Laundering Act.
Photos courtesy of OOROO Auto
THE IMPORTANCE OF CULTURAL COMPETENCY
WE VALUE WHAT WE OWN
Assets
2026 Range Rover Autobiography The 2026 Range Rover Autobiography is the top luxuryfocused trim in the lineup, sitting one step below the performance-oriented SV and built on the same longwheelbase architecture introduced for this generation. It pairs a twin-turbocharged 4.4-liter V8 rated at 523 horsepower and 553 lb-ft of torque with an eight-speed automatic transmission and standard all-wheel drive, reaching 60 mph in 4.4 seconds. The air suspension adjusts ride height across multiple settings and works with active anti-roll technology to limit body lean and keep the wheels loaded evenly over uneven surfaces. Front seats offer 24-way power adjustment with heating, cooling and massage functions, and cabin surfaces use open-pore wood veneers and quilted leather on the door panels, console and seatbacks. All-wheel steering turns the rear wheels a few degrees
opposite the fronts at low speed, cutting the turning circle enough to make three-point turns and tight parking maneuvers easier despite the vehicle’s length. The new Electrostatic Sound system replaces conventional speaker cones with lightweight, surface-mounted transducers built into interior panels, reducing the space audio hardware normally occupies without changing output quality. The ClearSight interior mirror can switch to a rear camera feed when cargo or passengers block the standard sightline. Longwheelbase models add roughly four inches of rear legroom over the standard body and equip Executive Class rear seating, with recline angles up to 40 degrees and pop-out footrests built into the front seatbacks. —Mike Hunter Range Rover
MSRP: $174,800 Engine: 4.4L twin-turbo V8, 523 hp Torque: 553 lb-ft 0–60 mph: 4.4 seconds Fuel Economy: 19 MPG combined Drivetrain: All-wheel drive, 8-speed automatic
www.rangerover.com
Photos courtesy of Range Rovers (top); Photo courtesy of Cactus Corn (bottom)
The Corporate Gift That Actually Gets Eaten Most corporate gifts end up in a drawer. A logo mug, a fleece vest, a box of chocolates from three states away. The sender meant well. The recipient forgot by Friday. Popcorn works differently. Open a tin in a break room and people wander over, grab a handful and start talking. The gift gets shared, and the company that sent it becomes part of the conversation. That is the whole job of a gift. Cactus Corn has been popping small batches in Phoenix since 1998 and at every Diamondbacks home game since Chase Field opened. Somewhere along the way, we learned that the best gifts say where they came from. Prickly Pear Kettle, Roasted Street Corn and White Cheddar Jalapeño are flavors people cannot find outside the Sonoran Desert, which matters when the client sits in Chicago or Charlotte. Tins can carry a company logo in runs as small as 12, or an Arizona landmark like Horseshoe Bend. Everything is
gluten free and popped, packed and labeled in Phoenix. The logistics are the boring part, so we keep them simple. Orders ship to one address or straight to each recipient’s desk. Holiday orders placed by November 1 lock in delivery dates before the rush. Employee appreciation, client thankyous, event welcome bags, holiday gifts. A tin of popcorn does not need explaining. It just needs opening. — Chris Levandowski, founder and CEO of Cactus Corn (cactuscorn.com), a family-owned craft popcorn company in Phoenix
Room to Work The long-wheelbase Range Rover’s rear seats recline up to 40 degrees and include extendable footrests, turning the second row into a workable space for calls, email, or a few minutes of rest between meetings — a real advantage for executives who treat the back seat as a mobile office rather than just a place to sit.
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Power Lunch MEALS THAT MATTER
Sushi & Strategy: Discover Uchi Scottsdale’s Sophisticated Power Lunch by Alexa Mayer
Uchi Gem Salad Edamame dressing, cashew pesto and crispy wild rice $11
$60
Seasonal sorbet $8
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Nestled in the heart of Old Town Scottsdale, Uchi has long been celebrated as a premier culinary destination where innovation meets Japanese tradition. Now, the acclaimed sushi hotspot is seamlessly carrying that signature evening energy into the daytime with its lunch service (Friday through Sunday and extending to Thursdays starting October 8). It is a midday dining experience rooted in refined flavors, exceptional craftsmanship and a vibrant atmosphere perfectly tuned for the professional crowd. For those looking to maximize both flavor and time, the threecourse Lunch Prix Fixe is a definitive menu standout, and at just $25, it offers an unparalleled luxury value for daytime dining. • The Starter: Guests kick off the midday ritual with the crisp, refreshing Uchi Gem Salad, made with edamame dressing, cashew pesto and crispy wild rice. • The Main: The centerpiece of the prix fixe experience is the signature Walu Walu. This dish features succulent, oakgrilled escolar expertly balanced with bright candied citrus, savory ponzu and myoga. It delivers a sophisticated harmony of rich, smoky and acidic elements in every bite. • The Finale: To wrap up the meal on a clean, refreshing note, a rotating selection of Seasonal Sorbet offers the perfect ending. Beyond the main prix fixe attraction, the expanded daytime selections allow guests to tailor the meal to any business agenda. Impress guests by adding the fan-favorite Hama Chili, featuring delicate yellowtail, ponzu and a kick of Thai chili. For high-stakes meetings that require the ultimate statement, opt for the Sushi Omakase, which delivers a premium, multi-course showcase of chef-selected nigiri and sashimi highlights. No power lunch is truly complete without the perfect pairing. Guests can easily navigate the afternoon with Uchi’s extensive beverage program, featuring craft cocktails,
premium sake and curated wine, alongside a sophisticated roster of premium zero-proof options. Uchi also offers an atmosphere built for connection, as the setting matters just as much as the menu. Uchi Scottsdale balances sleek, modern architectural polish with a warm, energetic dining room that feels effortlessly upscale. Whether you are hosting a client lunch, celebrating a team milestone, or enjoying an overdue networking catch-up, the space brings the focused intimacy of the sushi bar experience directly to your table. At Uchi, lunch is far more than a quick break in the calendar; it is a distinct invitation to gather, collaborate and savor something extraordinary. Lunch service is available Thursday through Sunday from 11:30 a.m. to 2:30 p.m. Uchi 3821 N. Scottsdale Rd., Scottsdale (480) 916-0916 uchi.uchirestaurants.com
Uchi founder Tyson Cole in 2011 became one of only a few sushi chefs who have, still to date, received the James Beard award for Best Chef, Southwest.
Photos courtesy of Uchi
Walu Walu Oak-grilled escolar, yuzu pon, candied citrus and myoga
Kicking Off the Season: Tempe Chamber Celebrates Sun Devil Football For 25 years, the Tempe Chamber of Commerce has brought the business and community together to celebrate the start of Sun Devil football. This year’s 25th Annual Sun Devil Football Kickoff Luncheon, proudly presented by San Tan Ford, continued that tradition with a celebration of ASU football, community partnerships and the excitement surrounding the upcoming season. The event brought together business leaders, Chamber members, elected officials, ASU alumni, students and Sun Devil fans for an afternoon of football and connection. Tempe Mayor Corey Woods, Vice Mayor Arlene Chin and Councilmembers Brooke St. George, Bobby Nichols and Nikki Amberg joined the celebration, along with members of the Tempe Chamber Board of Directors. The luncheon also highlighted the strong partnership between the Tempe Chamber, Arizona State University, ASU Athletics and the ASU Alumni Association. ASU Alumni Association President Morgan Harrison shared remarks about the university’s global Sun Devil community before the program turned its attention to the team and the upcoming season. With Sun Devil football expanding its reach this year, attendees celebrated the excitement of ASU taking the football experience across the pond to London. The program also featured the return of postseason college football to Tempe with the Cactus Bowl, further highlighting the role major sporting events play in bringing visitors, fans and economic activity to the community. The heart of the luncheon was, of course, Sun Devil football. Radio play-by-play voice Tim Healey, who has been part of the event since its beginning in 2001, introduced members of the 2026 team before leading a conversation with Sun Devil Athletics Director Graham Rossini, Head Coach Kenny
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Dillingham and student-athletes. The program gave attendees an inside look at the team, its preparation and what fans can look forward to throughout the season. More than a football kickoff, the annual luncheon represents 25 years of bringing Tempe’s business community together around a shared tradition. As another season begins, the Tempe Chamber remains proud to celebrate the Sun Devils and the partnerships that connect Arizona State University, local businesses and the broader Tempe community.
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Tempe Chamber Hosts EVCCA 2026 Ballot Issues Forum On September 3, the Tempe Chamber of Commerce hosted the East Valley Chambers of Commerce Alliance (EVCCA) 2026 Ballot Issues Forum at the Rio Salado College Conference Center. With Arizona entering an election year featuring a gubernatorial race and several other contests, the forum provided an opportunity for East Valley businesses to learn more about key ballot initiatives and their potential impact on the business community. Advocacy experts discussed some of the most talked-about initiatives on the 2026 ballot, providing context on what each measure would do and how, if passed, it could affect businesses.
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The forum covered: • Prop 141 – Vehicle Mileage: Prohibits the state and local governments from imposing a tax or fee based on the number of miles a person travels in a motor vehicle. • Prop 142 – Preferential Treatment & Discrimination: Addresses requirements related to preferential treatment or discrimination based on race or ethnicity by public entities, including cities, universities and school districts. • Prop 316 – Food; Municipal Tax Exemption: Limits local governments’ ability to impose certain taxes or fees on food and beverages intended for home consumption.
• Prop 320 – Instructional Expenses: Requires school districts with at least 7,500 students to spend at least 60% of operational spending on direct instructional expenses. The EVCCA is a coalition of East Valley chambers representing the interests and needs of businesses throughout the region. Through its legislative advocacy and educational efforts, the alliance works to keep business owners informed about issues that could affect their businesses and communities. The forum reflects the Tempe Chamber’s commitment to providing businesses with timely, factual information on important public policy issues and opportunities to stay engaged in the decisions shaping Arizona’s business environment.
Building Tempe’s Future Workforce: Career Ready Tempe Celebrates Students and Business Partners The Tempe Chamber Foundation and City of Tempe came together to celebrate another successful summer of Career Ready Tempe, recognizing the high school students, local businesses and community partners who made the program possible. The celebration brought together student interns, business hosts, education leaders, elected officials and community partners to recognize the accomplishments of the 2026 interns and highlight the impact of connecting young people with realworld career experiences. Career Ready Tempe is a community partnership between the Tempe Chamber Foundation and the City of Tempe, designed to provide students with hands-on workplace experience while connecting them with local businesses and career opportunities. Through their internships, students gain exposure to professional environments, develop workplace skills and begin exploring potential career pathways. The evening highlighted the people behind
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the program and the shared commitment to developing Tempe’s future workforce. Representatives from the City of Tempe’s Office of Education, Career & Family Services and Economic Development Department, the Tempe Chamber Foundation and Tempe Union High School District all play important roles in implementing and supporting Career Ready Tempe. The evening concluded with recognition of the 2026 student interns and the businesses that opened their doors to provide internship opportunities. This year’s participating business and community hosts included Landings Credit Union, NMG Aerospace, Printing Specialists, Hazen and Sawyer, Bike Saviours, City of Tempe Economic Development, Drink Me! Tea Room, Gardel Engineering, Times Media Group, Conscious Gear, Focused Awareness Institute, Handwrytten, Lights Camera Discover, Tempe City Council, Caliente Construction, Rio Salado College and Vestar. Congratulations to all the Career Ready
Tempe student interns on their accomplishments, and thank you to every business that invested time and resources into helping a student gain valuable professional experience. Career Ready Tempe reflects what is possible when education, business and community come together with a shared goal: preparing young people for meaningful careers while building a workforce that meets the needs of Tempe’s growing business community.
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Unity in Uniforms: Supporting Tempe’s Next Generation of Leaders The Tempe Chamber’s Military Affairs Committee (MAC) partnered with Catalyst Craft Ales in July for the Unity in Uniforms Fundraiser, bringing veterans, business leaders and community advocates together to support local JROTC programs. The fundraiser focused on helping Tempe middle and high school JROTC cadets obtain the uniforms and resources they need for training and leadership development. Catalyst Craft Ales donated 15% of all liquid sales, including alcoholic and non-alcoholic beverages, directly to the JROTC uniform fund during the event.
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Raffle ticket purchases also contributed to the effort, helping ensure that every cadet has the professional attire needed to participate fully in their programs. More than a fundraiser, Unity in Uniforms brought the local business community together with the students who represent Tempe’s next generation of leaders — creating an opportunity to support youth, recognize service and invest in the future of the community.
Honoring Excellence: Tempe Chamber Celebrates Business Excellence Award Winners In June, the Tempe Chamber of Commerce brought together business and community leaders for the 2026 Business Excellence Awards Annual Luncheon, celebrating the bold leaders, businesses and organizations helping shape the future of Tempe. Held June 11 at Culinary Dropout Tempe, the event recognized nominees across nine award categories and announced this year’s winners. The 2026 awardees included: • Tempe Leadership Community Leader of the Year: Dave Tally (posthumous) • Volunteer of the Year: Patty Alfano • Spirit of Tempe: Harvey Gibson • Small Business of the Year: Mulberry Health • Large Business of the Year: Aurora Behavioral Health • Nonprofit of the Year: Tempe Community Action Agency • Innovation & Sustainability: United Dairymen Association • Cool Place to Work: Crest Insurance Group • First Responder of the Year: Detective Jordan Larson, Tempe Police Department The Business Excellence Awards shine a spotlight on the people and organizations whose leadership, innovation, service and commitment contribute to a thriving Tempe business community. Congratulations to all of this year’s honorees, and thank you to the sponsors, nominees and community leaders who helped make this celebration possible. Award winners also receive an engraved award, official winner logo, Tempe Lifestyle Magazine recognition, and digital and social media recognition.
Te m p e C h a m b e r. o r g
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Tempe Chamber Staff Robin Arredondo-Savage President & CEO robin@tempechamber.org
Karin Jimenez Director of Events & Programs karin@tempechamber.org
Julie Flanigan, CPA Director of Finance julieflanigan@tempechamber.org
Evan Nickels Development Growth Specialist evan@tempechamber.org
Kassandra Beavers Business Development Specialist kassandra@tempechamber.org
Gianna Pierson Marketing & Communications Manager gianna@tempechamber.org
Board of Directors OFFICERS Zach Heim: Chair, Salt River Project Chris Howard: Chair Elect, AV Concepts Tom Bing: Past Chair, Novaris Partners Jesse Shank: Treasurer, Brick Road Coffee Robin Arredondo: President & CEO, Tempe Chamber Nick Bastian: Vice Chair, Realty Executives Sean Brown: Vice Chair, Realty One Group/Sean Brown CRE
DIRECTORS Stacy Billings: Director, BD Patrick Carlson: Director, Arizona Public Service DeeDee Guerrero Esparza: Director, Dignity Health Paul Quinn: Director, R&K Professional Enterprises Susan Stephensen: Director, HonorHealth Matthew Heil: Director, Phoenix Sky Harbor International Airport Lisa Rehurek: Director, The RFP Success Company
CONNECT WITH THE TEMPE CHAMBER! JOIN US ON FACEBOOK /tempecc WATCH OUR VIDEOS /tempechamber
FOLLOW US ON TWITTER @tempechamber
FOLLOW US ON INSTAGRAM @tempechamber
Charlene Vasquez: Director, Arizona Theatre Company Cionte Prater: Director, J.P. Morgan Amanda Schneider: Director, Amplify Voices Electa Thompson: Director, Edward Jones
FOLLOW US ON LINKEDIN /company/tempe-chamber-of-commerce Visit our website at www.tempechamber.org!
The Tempe Chamber of Commerce strengthens the local economy through networking, advocacy, professional and workforce development. It regularly advocates for a favorable business climate through interactive public policy engagement and provides ongoing representation in government at local, state and federal levels. Tempe Chamber of Commerce | P.O. Box 28500, Tempe, AZ 85285 | (480) 967-7891 | www.tempechamber.org
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EX-OFFICIOS Lori Foster: Ex-Officioo, Downtown Tempe Authority Tim Gomez: Ex-Officioo, Arizona State University Rosa Inchausti: Ex-Officioo, City of Tempe Michael Martin: Ex-Officioo, Tempe Tourism Kate Smith: Ex-Officio, Rio Salado College
2026/2027
HEALTHCARE DECISIONS Open Enrollment & Healthcare Guide for Business
Presented by
Informing Our Business Community on
Healthcare Options
HONOR IS WHAT GIVES US PURPOSE
Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com
HEALTHCARE DECISIONS
Health Benefits Are Getting More Expensive. Here’s What Employers Must Balance Employers preparing their 2027 benefits packages face a difficult question: How much more can the company and its employees afford to pay for coverage? The answer will influence the plans a business offers, the amount deducted from each paycheck and the cost of getting care throughout the year. The pressure is increasing. Preliminary findings from Marsh’s 2026 National Survey of Employer-Sponsored Health Plans (www.mercer. com/en-us/about/newsroom/employers-expecthealth-benefit-costs-to-jump-in-2027) put the average increase in health benefit cost per employee at 8.2% for 2027, even after planned cost reductions. That compares with a projected 6.7% increase for 2026. Without changes, employers expect their current plans to cost 11% more next year. The findings draw on responses from more than 1,800 U.S. employers, offering a national view of the financial pressures behind this year’s benefits decisions. Those decisions will reach household budgets as well. Marsh found that 59% of employers plan cost-cutting benefit changes for 2027, including changes such as higher deductibles. A separate Marsh survey found that about two-thirds of large employers expect to increase employees’ share of premium costs. For employees, that raises two immediate concerns: what coverage costs to keep and what it costs to use. The consequences of unaffordable care are already evident. In the Commonwealth Fund’s 2024 Biennial Health Insurance Survey, 57% of underinsured working-age adults reported forgoing needed care because of cost. These were people insured throughout the year whose out-of-pocket expenses or deductibles were high relative to household income. Among underinsured adults, 66% had coverage through an employer. The findings show why maintaining coverage and maintaining affordable access to
care deserve separate consideration. For an employer, that means considering how a benefits package works across a workforce with different incomes, family responsibilities and healthcare needs. An employee covering children may place particular importance on dependent coverage and pediatric care. Someone anticipating surgery may weigh the deductible and out-of-pocket maximum more heavily. An employee managing an ongoing condition may need regular appointments and predictable expenses. A single contribution amount or plan option can affect those households quite differently. That variety also gives employers reason to consider the place of dental, vision and behavioral health services alongside medical coverage. Each adds another decision about eligibility, employee contributions and the services available. When budgets are tight, understanding which needs a benefit addresses becomes especially useful. Employees need enough information to weigh the
combined cost of their selections against the care they and their families expect to need. Practical comparisons can show employees how payroll deductions, deductibles and copays work together; where to check whether their doctors participate; and whom to contact with questions. Time to review changes before enrollment closes can help families make those decisions together. For employers, the task is to assemble an affordable offering and explain it well enough for employees to make informed choices. Our Healthcare Decisions Guide brings together information on Greater Phoenix healthcare organizations and their services to support that work. The following pages give employers a starting point for exploring available resources and connecting with organizations about their workforce’s needs. Those conversations can help employers turn a difficult annual renewal into benefits decisions they can explain clearly and employees can plan around. —Mike Hunter
2026/2027
HEALTHCARE DECISIONS Open Enrollment &
Healthcare Guide for
Business
In Business Magazine’s Healthcare Decisions: Open Enrollment & Healthcare Guide for Business is a special section highlighting the healthcare options available to company owners during the upcoming individual marketplace open enrollment window, November 1, 2026, through January 15, 2027. Open enrollment for company policies can occur throughout the year, but this national window offers an opportunity to review organizations providing plans and services. Marsh’s 2026 survey projects health benefit costs per employee will rise 8.2% in 2027 after planned cost reductions, following a projected 6.7% increase in 2026. With
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Healthcare Options
costs increasing, employers must balance affordable coverage with employees’ ability to access care. Using healthcare to support productivity through a healthy workforce remains an advantage to business and deserves careful consideration as company owners make benefits decisions for the year ahead.
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HEALTHCARE DECISIONS Associations & Government Many associations and government healthcare services give specific information on policies, open enrollment dates and services provided that may help employers understand the many options. Below is a list of local organizations. Arizona Dental Association 3193 N. Drinkwater Blvd., Scottsdale (480) 344-5777 azda.org Arizona Foundation for Medical Care 2700 N. Central Ave., Phoenix (602) 252-4042 azfmc.com Arizona Health Care Association 1440 E. Missouri Ave., Phoenix (602) 265-5331 azhca.org Arizona Health Care Cost Containment System (AHCCCS) 801 E. Jefferson St., Phoenix (602) 417-4000 azahcccs.gov
Arizona Hospital and Healthcare Association 2800 N. Central Ave., Phoenix (602) 445-4300 azhha.org Arizona Medical Association 810 W. Bethany Home Rd., Phoenix (602) 246-8901 azmed.org Arizona Pharmacy Association 1845 E. Southern Ave., Tempe (480) 838-3385 azpharmacy.org Maricopa County Medical Society 326 E. Coronado Rd., Phoenix (602) 252-2015 mcmsonline.com
Dental Insurance Getting the right coverage means truly investigating the best plans and supplemental plans. Here is a list of area companies offering dental insurance that have a great reputation and plan options for individuals and groups. American Dental Plan 1645 E. Bethany Home Rd., Phoenix (602) 265-6677 arizdental.com Breslau Insurance & Benefits Paul Breslau 8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com Delta Dental of Arizona 5656 W. Talavi Blvd., Glendale (602) 938-3131 deltadentalaz.com Matsock & Associates 2400 E. Arizona Biltmore Circle, Phoenix (602) 955-0200 matsock.com
Employee Benefits Consultants (many offer insurance) Using a consultant to work though options and the many plans can alleviate much of the confusion surrounding healthcare these days. We have included a list of brokers and firms that are reputable and have a tremendous amount of experience working with businesses to provide plans and ensure compliance. Arizona Benefit Consultants, LLC 4222 E. Thomas Rd., Phoenix (602) 956-5515 arizonabenefitconsultants.com Benefits By Design 4500 S. Lakeshore Dr., Tempe (480) 831-7700 benefitsbydesignaz.com Benefits Commerce Group 16220 N. Scottsdale Rd., Scottsdale (480) 515-5010 benefitscommerce.com Blue Water Benefits Consulting 7848 E. Davenport Dr., Scottsdale (480) 313-0910 employeebenefitcompliance.com
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Breslau Insurance & Benefits Paul Breslau 8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com
Health Insurance Express, Inc. and Fidelis Consultants 1155 S. Power Rd., Mesa (480) 654-1200 healthinsurance-express.com
Connect Benefits 1818 E. Southern Ave., Mesa (480) 985-2555 connect-benefits.com
Healthcare Solutions Centers 4831 N. 11th St., Phoenix (602) 424-2101 hcsonsite.com
FBC Services, Inc. 14201 N. 87th St., Scottsdale (602) 277-8477 fbcserv.com
Horizon Benefits Group 6245 N. 24th Pkwy., Phoenix (602) 957-3755 horizonbenefits.com
Focus Benefits Group 11022 S. 51st St., Phoenix (602) 381-9900 focusbenefits.com
Strunk Insurance Group 14425 N. 7th St., Phoenix (602) 978-4414 strunkgroup.com
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HEALTHCARE DECISIONS
Michael Jones, President & CEO at Delta Dental of Arizona
Delta Dental of Arizona Expands Its Benefit Offerings Statewide Addressing WholePerson Health This fall, Delta Dental of Arizona announced the introduction of DeltaWellness by Delta Dental®, a new brand that brings together the organization’s growing suite of health and wellness offerings under one unified umbrella. Also introduced was DeltaLife®, a new portfolio of life, disability and supplemental health insurance products. The launch reflects Delta Dental of Arizona’s continued commitment to serving employers, brokers and members with the products and services they need most. While expanding access to quality, affordable dental benefits remain the company’s core focus; the introduction of DeltaWellness by Delta Dental reflects a growing demand from employers and brokers to access more benefits through a single-carrier relationship. DeltaWellness by Delta Dental branding will now be used across the organization’s DeltaVision® and DeltaLife product portfolios, as well as bundled benefit offerings that combine dental, vision, life, disability and supplemental health insurance products. Together, these offerings provide employers and brokers with streamlined billing, fewer carriers to manage, integrated benefits administration and a single point of
contact for ongoing service and support. “For more than 50 years, Delta Dental of Arizona has earned the trust of employers, brokers and members by delivering quality dental benefits backed by exceptional service,” said Michael Jones, president and chief executive officer of Delta Dental of Arizona. “The introduction of DeltaWellness by Delta Dental builds on that trusted foundation while reflecting how today’s buyers want to purchase and manage benefits. They want simplicity, flexibility and partners who can support a range of health and wellness solutions. This positions us to meet those evolving needs while continuing to invest in the oral health advancements that anchor our mission of providing a path to better health and wellness.” Additionally, the new DeltaLife portfolio expands Delta Dental of Arizona’s ability to serve employer groups by offering life, disability and supplemental health products in combination with group dental coverage. DeltaLife products are designed to help provide financial protection for employees and their families while giving employers access to benefits that are easier to understand, administer and support.
“DeltaLife helps employers strengthen their benefits package with coverage that provides financial protection and income stability for employees and their families during tough times,” said Jones. “These benefits can help businesses attract and retain talent by giving employees greater confidence in their financial security. Businesses are assured top-notched quality and reliability because these services are offered by a partner that brokers, business owners and HR professionals already know and trust.” Currently available to Arizona-based businesses with 2–99 employees, the DeltaLife portfolio initially includes life insurance, short- and long-term disability insurance and accidental death and dismemberment plans. Value-added services like an Employee Assistance Program, bereavement counseling, identity theft support and travel assistance are also available with DeltaLife. Supplemental health products — including critical illness, hospital indemnity and accident insurance — are expected to hit the market later this year. Arizona businesses with 100 or more employees will be able to purchase DeltaLife products sometime in 2027. While Delta Dental of Arizona continues to expand, its principal commitment to delivering quality dental benefits, improving oral health and supporting underserved communities remains unchanged. The announcement continues a year of significant growth and innovation for Delta Dental of Arizona. Earlier this year, the Delta Dental of Arizona Foundation announced more than $838,000 in grants to 37 Arizona nonprofit organizations, including its inaugural two-year $100,000 Innovation Grant supporting new approaches to improving community health. Also, this past spring, Delta Dental of Arizona announced its partnership with Arizona State University to launch the Student-centered Medical Instruction and Learning in Oral Health powered by Artificial Intelligence (SMILE-AI) program at ASU’s John Shufeldt School of Medicine and Medical Engineering, a first-of-its-kind initiative that will integrate oral health education into medical school training and help prepare future physicians to deliver more comprehensive, team-based care. For more information, visit www.deltadentalaz.com.
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HEALTHCARE DECISIONS Individual & Group Health Insurance Knowing what plan is right for your employees and understanding who is managing that plan can make all the difference for your company. We have included below a list of reputable and experienced insurance companies, many of which you will be familiar with, that can guide your organization to the perfect group or individual plans. American Family Insurance Multiple Valley Locations (800) 381-6789 amfam.com Banner Aetna 8362 E. Via de Risa, Scottsdale (800) 381-6789 banneraetna.com Blue Cross Blue Shield of Arizona 2444 W. Las Palmaritas Dr., Phoenix (602) 864-4899 azblue.com Bowman & Associates 16042 N. 32nd St., Phoenix 600 W. Ray Rd., Chandler (602) 482-3300 bowmaninsurance.com
Breslau Insurance & Benefits Paul Breslau 8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com Cigna Multiple Valley Locations (800) 997-1654 cigna.com Farmers Insurance Group Kara Anspach 7077 E. Marilyn Rd., Scottsdale (480) 998-8070 farmersagent.com/kanspach
Lovitt &Touché 1050 W. Washington St., Tempe (602) 956-2250 lovitt-touche.com State Farm Arizona Multiple Valley Locations (877) 331-8261 statefarm.com Strunk Insurance Group 14425 N. 7th St., Phoenix (602) 978-4414 strunkgroup.com UnitedHealthcare 1 E. Washington St., Phoenix (800) 985-2356 uhc.com
Hospitals and Medical Centers Many of the healthcare providers listed below are part of specific networks or have created their own network to lower costs for businesses and individuals with the intent to provide all needed services for the patient. Abrazo Arizona Heart Hospital 1930 E. Thomas Rd., Phoenix (602) 532-1000 abrazohealth.com
Abrazo West Campus 13677 W. McDowell Rd., Goodyear (623) 882-1500 abrazohealth.com
Banner Estrella Medical Center 9201 W. Thomas Rd., Phoenix (623) 327-4000 bannerhealth.com
Abrazo Arrowhead Campus 18701 N. 67th Ave., Glendale (623) 561-1000 arrowheadhospital.org
Banner Baywood Medical Center 6644 E. Baywood Ave., Mesa (480) 321-2000 bannerhealth.com/baywood
Banner Gateway Medical Center 1900 N. Higley Rd., Gilbert (480) 543-2000 bannerhealth.com
Abrazo Central Campus 2000 W. Bethany Home Rd., Phoenix (602) 249-0212 phoenixbaptisthospital.com
Banner Boswell Medical Center 10401 W. Thunderbird Blvd., Sun City (623) 832-4000 bannerhealth.com/boswell
Banner Heart Hospital 6750 E. Baywood Ave., Mesa (480) 854-5000 bannerhealth.com
Abrazo Maryvale Campus 5102 W. Campbell Ave., Phoenix (623) 848-5000 maryvalehospital.com
Banner Del E. Webb Medical Center 14502 W. Meeker Blvd., Sun City West (623) 524-4000 bannerhealth.com
Banner Ironwood Medical Center 37000 N. Gantzel Rd., San Tan Valley (480) 394-4000 bannerhealth.com/ironwood
Abrazo Scottsdale Campus 3929 E. Bell Rd., Phoenix (602) 923-5000 paradisevalleyhospital.com
Banner Desert Medical Center 1400 S. Dobson Rd., Mesa (480) 412-3000 bannerhealth.com/desert
Banner MD Anderson Cancer Center 2946 E. Banner Gateway Dr., Gilbert (480) 256-6444 bannerhealth.com
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HEALTHCARE DECISIONS
✚ AT-A-GLANCE Company Name: Prisma Community Care Local Office: 1101 N. Central Ave. Ste. 200 Phoenix, AZ 85004 Phone: (602) 307-5330 Website: prismacare.org Established Locally: 1990 Top Plans: Primary care; mental and social wellness;
Come as you are. Book your visit. Prisma Community Care is a Phoenix-based nonprofit health and wellness center serving people across the Valley. Founded in 1990 as Phoenix Body Positive, Prisma grew from a community response to HIV and has since developed into a comprehensive medical home. Today, Prisma welcomes people of all identities and backgrounds, with particular experience serving 2SLGBTQIA+ communities and people affected by HIV. At its downtown Phoenix Wellness Center and through community outreach, Prisma connects primary care with mental and social wellness, sexual and reproductive healthcare, HIV and STI testing and treatment, HIV prevention, hormone therapy, and gender-affirming care. Patients can access routine checkups, preventive care, support for immediate health concerns and ongoing care through a team that works to understand their goals. Providers and staff respect each patient’s name, pronouns and identity, and involve patients in decisions about their care. That continuity can make it easier to coordinate appointments, understand referrals, manage medications together and return for follow-up, while giving patients a consistent team to contact when new health questions arise. Prisma brings specialized expertise in HIV care and prevention into a broader whole-person approach. Patients interested in PrEP, medication that helps prevent HIV, can get support through the steps from testing and consultation to prescriptions and follow-up. PrEP navigators help
patients understand coverage and explore financial assistance options. Reminders, refill support and follow-up can be tailored to individual schedules, helping make prevention easier to maintain. Patients can also receive PEP guidance after a possible HIV exposure. Access includes help beyond the exam room. Prisma accepts many insurance plans, including commercial coverage, AHCCCS and Medicare, and offers selfpay and sliding-fee options. Staff can help patients navigate coverage, billing questions and available support. The trusted pharmacy network connects care teams, prescriptions and medication support; patients can ask about participating pharmacies, including Avita Pharmacy, and eligibility for the $30 copay assistance program. Online tools, a patient portal and tele-visits can make scheduling and follow-up more convenient. Prisma’s community roots shape its welcoming, practical approach. Care teams connect clinical services with education, prevention and navigation, and bring health information into community settings so people can take steps toward care where they live, work and gather. For employees comparing benefits, Prisma recommends checking whether the provider and services they need are in network and reviewing prescription coverage, copays, deductibles and outof-pocket costs during Open Enrollment. To discuss coverage, payment options or an appointment, visit prismacare.org or call (602) 307-5330.
sexual health, including contraceptive methods; HIV/ STI testing and prevention; PrEP; and PEP HIV care; gender-affirming care Open Enrollment dates vary by employer. Confirm Prisma and your needed services are in network, and review prescription coverage and outof-pocket costs. Ask about Prisma’s trusted pharmacy network, including Avita Pharmacy, and eligibility for the $30 copay assistance program.
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HEALTHCARE DECISIONS
Healthcare That Sees All of You Healthcare works best when patients can bring their whole selves into the exam room. At Spectrum Medical, that belief shapes how we care for Arizona’s LGBTQ+ community and people living with HIV. Spectrum Medical is a nonprofit healthcare organization providing personalized primary care, HIV prevention and treatment, gender-affirming care, gynecologic care, sexual health services and community health programs. Our mission is to advance the health and well-being of Arizona’s LGBTQ+ community and people living with HIV through premium, personalized care rooted in deep cultural understanding and health equity. That understanding matters. LGBTQ+ patients have historically faced barriers within healthcare, from difficulty finding knowledgeable providers to experiences that leave them feeling misunderstood or
overlooked. Spectrum Medical was built differently. Our providers understand the unique health needs of the communities we serve while delivering comprehensive care that extends beyond any single diagnosis or service. For employers and employees navigating open enrollment, choosing a health plan also means considering where that coverage can be used. Spectrum Medical contracts with most major insurance companies, as well as Medicare and AHCCCS, helping patients access an LGBTQ+ healthcare home where primary care, prevention and specialized services can work together. That connected approach now extends to pharmacy care. PrideCare Rx, a Spectrum Medical-owned pharmacy, gives patients another option for filling their prescriptions while allowing pharmacy and healthcare teams to work more closely together when
Mark Moeremans, CEO at Spectrum Medical Care Center
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Janet Kim, MD, Physician at Spectrum Medical Care Center
patients choose to use it. Patients can speak directly with the pharmacy team about their medications, prescription pickup and delivery options, while continuing to receive care from the Spectrum Medical providers they know. For those who choose PrideCare Rx, bringing pharmacy access closer to their healthcare team can create a more convenient and coordinated experience. Spectrum Medical is also investing in the future of LGBTQ+ healthcare through our new Central Phoenix campus. Our vision is to create more than a medical facility; we are building a healthcare home where primary care, prevention, specialized services, lab access and pharmacy support can come together around the patient. As individuals and employers evaluate healthcare benefits for the year ahead, network access matters. So does finding care where people feel comfortable actually using those benefits. At Spectrum Medical, our goal is simple: to help every patient live a longer, healthier life while receiving care that sees all of them.
HEALTHCARE DECISIONS
✚ AT-A-GLANCE Company Name: Spectrum Medical Care Center Local Office: 52 E. Monterey Way Phoenix, AZ 85014 Phone: (602) 604-9500 Website: spectrummedicalcare.org Established Locally: 1997 We accept most major insurance carriers, Medicare and AHCCCS.Open Enrollment dates vary by employer.
Arizona's LGBTQ+ Healthcare Home
Primary Care Gender-Affirming Care Gynecologic Care
HIV/STI Treatment and Care PrEP/PEP/DoxyPEP Integrated Pharmacy
52 E. Monterey Way, Phoenix, AZ 85012
spectrummedicalcare.org
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HEALTHCARE DECISIONS
Hospitals and Medical Centers (con’t.) Banner Thunderbird Medical Center 5555 W. Thunderbird Rd., Glendale (602) 865-5555 bannerhealth.com
HonorHealth Osborn Medical Center 7400 E. Osborn Rd., Scottsdale (480) 882-4000 honorhealth.com
Banner University Medical Center Campus 1111 E. McDowell Rd., Phoenix (602) 839-2000 bannerhealth.com
HonorHealth Shea Medical Center – Shea Medical Center 9003 E. Shea Blvd., Scottsdale (480) 323-3000 honorhealth.com
Cancer Treatment Centers of America at Western Regional Medical Center 14200 Celebrate Life Way, Goodyear (623) 207-3000 cancercenter.com
Mayo Clinic Hospital 5777 E. Mayo Blvd., Phoenix (480) 515-6296 mayoclinic.org/patient-visitor-guide/ arizona
Cardon Children’s Medical Center 1400 S. Dobson Rd., Mesa (480) 412-5437 bannerhealth.com
Mountain Vista Medical Center 1301 S. Crismon Rd., Mesa (480) 358-6100 mvmedicalcenter.org
Dignity Health Chandler Regional Medical Center 1955 W. Frye Rd., Chandler (480) 728-3000 chandlerregional.org
Phoenix Children’s 1919 E. Thomas Rd., Phoenix (602) 933-1000 phoenixchildrens.org
Dignity Health Mercy Gilbert Medical Center 3555 S. Val Vista Dr., Gilbert (480) 728-8000 mercygilbert.org Dignity Health St. Joseph’s Hospital & Medical Center 350 W. Thomas Rd., Phoenix (602) 406-3000 stjosephs-phx.org Gilbert Hospital 5656 S. Power Rd., Gilbert (480) 984-2000 gilberter.com HonorHealth Deer Valley Hospital 19829 N. 27th Ave., Phoenix (623) 879-6100 honorhealth.com HonorHealth John C. Lincoln Medical Center 250 E. Dunlap Ave., Phoenix (602) 943-2381 honorhealth.com
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St. Luke’s Medical Center 1800 E. Van Buren St., Phoenix (602) 251-8100 stlukesmedcenter.com Valleywise Health Medical Center 2601 E. Roosevelt St., Phoenix (602) 344-5011 valleywisehealth.org
Valleywise Community Health Center – South Phoenix/Laveen 5650 S. 35th Ave., Phoenix (833) 855-9973 valleywisehealth.org Valleywise Community Health Center – South Central Phoenix 33 W. Tamarisk St., Phoenix (602) 344-6600 valleywisehealth.org Valleywise Community Health Center – North Phoenix 2025 W. Northern Ave., Phoenix (602) 655-6300 valleywisehealth.org Valleywise Community Health Center – Mesa 59 S. Hibbert, Mesa (480) 344-6200 valleywisehealth.org Valleywise Community Health Center – McDowell 1101 N. Central Ave., Phoenix (602) 344-6550 valleywisehealth.org Valleywise Community Health Center – Maryvale 4011 N. 51st Ave., Phoenix (623) 344-6900 valleywisehealth.org
Valleywise Emergency – Maryvale 5102 W. Campbell Ave., Phoenix (602) 344-5011 valleywisehealth.org
Valleywise Community Health Center – Guadalupe 5825 E. Calle Guadalupe, Guadalupe (480) 344-6000 valleywisehealth.org
Valleywise Comprehensive Health Center – Phoenix 2525 E. Roosevelt St., Phoenix (833) 855-9973 valleywisehealth.org
Valleywise Community Health Center – Chandler 811 S. Hamilton St., Chandler (480) 344-6100 valleywisehealth.org
Valleywise Comprehensive Health Center – Peoria 8088 W. Whitney Dr., Peoria (833) 855-9973 valleywisehealth.org
Valleywise Community Health Center – Avondale 950 E. Van Buren St., Avondale (623) 344-6800 valleywisehealth.org
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HEALTHCARE DECISIONS Mental Health Services and Healthcare Amid COVID-19, bringing employees back to work has become just one aspect that has created a new awareness to mental health and the workplace. Here are some services that can help. Devereux Advanced Behavioral Health 11024 N. 28th Dr., Phoenix (602) 283-1573 devereux.org Magellan Health Multiple Valley locations magellanhealth.com MIND 24-7 Multiple Valley locations (844) 646-3247 mind24-7.com Southwest Behavioral & Health Services 3450 N. 3rd St., Phoenix (602) 265-8338 sbhservices.org Terros Health Multiple Valley locations (602) 685-6000 terroshealth.org
Valleywise Behavioral Health Center – Phoenix 2619 E. Pierce St., Phoenix (833) 855-9973 valleywisehealth.org/services/behavioralhealth Valleywise Behavioral Health Center – Mesa 570 W. Brown Rd., Mesa (833) 855-9973 valleywisehealth.org/services/behavioralhealth Valleywise Behavioral Health Center – Maryvale 5102 W. Campbell Ave., Phoenix (833) 855-9973 valleywisehealth.org/services/behavioralhealth
Urgent Care Walk-in, face-to-face, brick-and-mortar urgent care facilities remain an important element in the healthcare system, even as virtual options expand.
Workplace Ergonomics Wellness includes how our bodies function in our work spaces, and is therefore greatly impacted by the physical elements of that space. These businesses provide solutions, from chairs to desks to lighting — and beyond. ESI Ergonomic Solutions 1314 N. Recker Rd., Mesa (800) 833.3746 esiergo.com Goodmans Interior Structures 1400 E. Indian School Rd., Phoenix (602) 263-1110 goodmans.com
Workplace Wellness There are many companies working to orchestrate alternative healthcare plans and consulting to customize healthcare benefits programs and policies for companies. These organizations below offer consulting, program development and direct care programs for businesses of all sizes.
Akos Urgent Care – Glendale 5104 N. 67th Ave., Glendale (602) 962-6296 akosurgentcare.com
FastMed Urgent Care Multiple Valley locations (480) 545-2787 fastmed.com
Absolute Health 8360 E. Raintree Dr., Scottsdale (480) 991-9945 absolutehealthaz.com
Akos Urgent Care – Avondale 10825 W. McDowell Rd., Avondale (623) 321-5088 akosurgentcare.com
NextCare Urgent Care Multiple Valley locations (888) 381-4858 nextcare.com
Absolute Health – Norterra 1614 W. Whispering Wind Dr., Phoenix (480) 991-9945 absolutehealthaz.com
Alliance Urgent Care Multiple Valley locations (855) 887-4368 allianceurgentcare.com
Phoenix Children’s Urgent Care 4 Valley locations (480) 922-5437 phoenixchildrensurgentcare.org
Healthcare Solutions Centers 4831 N. 11th St., Phoenix (602) 424-2101 hcsonsite.com
Banner Urgent Care Multiple Valley Locations urgentcare.bannerhealth.com
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All of us. For all of you. We’re here to focus health care where it belongs: on you. You deserve the kind of care that goes beyond a chart or a prescription. It’s the kind of care that covers everything you need to live your healthiest life, including support from a whole team of doctors, nurses, and specialists to keep you feeling good. And it’s care that gives you all the benefits of a nationally recognized health care company with a hometown, personal touch.
You-focused care. Anywhere you are. Cave Creek
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Gilbert 202
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Over 100 providers across 25 Optum Primary Care locations throughout Metro Phoenix. optumAZ.com Optum is a registered trademark of Optum, Inc. in the U.S. and other jurisdictions. All other brand or product names are the property of their respective owners. Because we are continuously improving our products and services, Optum reserves the right to change specifications without prior notice. Optum is an equal opportunity employer. © 2025 Optum, Inc. All rights reserved.
Index Amanuel, Natalia, 35
Ducar, Frances J., 9, 28
Levandowski, Chris, 45
Pruitt, Paul, 28
Becker, Joshua, 38
Engel, Kevin, 20
Lively, Tonya, 18
Sandys, Lindsey, 15
Benguhe, Chris, 16
Faber, Doug, 35
McDiarmid, Adam, 36
Sansoucie, John, 24
Bloudek, Erica, 10
Harrington, Emma, 35
McEnany, Anne, 44
Shufeldt, Mike, 24
Bolen, Sam, 34
Hogan, Chris, 28
McPheely, Paige, 35
Swanson, Jeff, 66
Butler, Tyler, 40
Huang, Jensen, 20
Memon, Yasir, 26
Thorburn, Erin, 41
Carey, Andy, 44
Huerta, Keagan, 17
Moseke, Dale, 12
Tollefson, Richard, 44
Colosimo, Jennifer, 35
James, Veronique, 43
Olsson, Victoria Roos, 35
Tsipursky, Gleb, 14
Cothrun, Kami, 10
Jorth, Amanda, 34
Opman, Laurent, 14
Watson, Michelle, 15
Crow, Michael, 20
Kaplan, Jennifer, 14
Peterson, Jess, 26
Weber, Bruce, 42
Dicks, Joe, 10
Leddin, Patrick, 35
Pierik, Martijn, 22
Yacuel, Leeann, 41
Alera Group, 28
Goodwill of Central and Northern Arizona, 2
Range Rover, 45
TSMC Arizona, 20
REDW Advisors & CPAs, 34
U.S.- Mexico Border Philanthropy Project, 44
Amkor Technology, 20 Arizona Community Foundation, 21 Arizona State University, 20, 39 Awake Window & Door Co., 14 AZWebCorp, 26 Blue Cross Blue Shield of Arizona, 68 Bodewell Group, 22 Cactus Corn, 45 Cavan Commercial, 17 Center for Social Capital, 16, 19 Chateau Luxe, 67 CHD Curtis East, 17 CogNet, 24 Collaboration for Good, 40 Commonwealth Land Title Phoenix, 18 Cre8tive Brands, 15 Delta Dental of Arizona, 57 Disaster Avoidance Experts, 14 Evolve PR & Marketing, 14 Fennemore, 5 FlexEtc, 14 Gensler, 11 Goodmans, 37
Goodyear, City of, 23 Healthcare Solutions Centers, 9, 28
Sandra Day O’Connor College of Law, 39
Hilton Phoenix Resort at the Peak, 12
Schultz Group, The, 14
UMB Bank, 27, 36
James Agency, The, 43
SEMI, 22
Vesper Aviation, 17
Jersey Mike’s, 14
SHARx, 28
Walmart, 14
Jetstream Venture Fund, 24
Spectrum, 60, 61
Weber Group, 42
Jive, 8
SRP, 13, 41
Wilde Wealth Management Company, 10
Koa Pediatric Therapy, 15
Stearns Bank, 8
Womble Bond Dickinson, 38
LT.agency, 26
Strategic Consulting, 44
Xcellerant Ventures, 2
McCarthy Building Companies, 10
Tempe Chamber of Commerce, 47
Uchi, 46
National Bank of Arizona, 19 Navi Nurses, 14
Check us out
Nvidia, 20 One Step Beyond, Inc., 66 Optum Care, 64 P.B. Bell, 17 Phoenix Philanthropy Group, The, 44 Phoenix Symphony, The, 3 Pinyon Coastal Mediterranean, 14 Prisma Community Care, 7, 59 ProTech Detailing, 27 PS Academy Arizona, 10
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Roundtable A CANDID FORUM
Why Arizona’s Supportive Housing Shortage Is Becoming a Workforce Challenge Companies have meaningful opportunities to become part of the solution by Jeff Swanson
Jeff Swanson is CEO of One Step Beyond, Inc., bringing more than 20 years of leadership experience to the nonprofit. A two-time Grand Canyon University graduate and former student-athlete, he previously spent 12 years with the Arizona Diamondbacks. Swanson is deeply committed to community service and has held numerous nonprofit board roles while remaining actively involved in youth baseball as a longtime Little League coach. osbi.org
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For years, conversations about supportive housing for adults with intellectual and developmental disabilities (IDD) have largely centered on compassion, independence and quality of life. Those priorities remain critically important. But today, Arizona faces another consequence of its housing shortage that deserves equal attention: the growing impact on our workforce and economy. This is no longer solely a disability services issue. It is becoming a business issue. Across Arizona, thousands of adults with IDD continue living with aging parents because appropriate long-term housing options simply don’t exist. Families are left asking an impossible question: Who will care for my son or daughter when I no longer can? That uncertainty carries significant economic consequences that extend well beyond individual households. Four in 10 Arizona caregivers supporting a loved one with a complex medical condition or disability are balancing caregiving with work. Many parents spend decades balancing full-time careers with lifelong caregiving, and as those responsibilities extend into their 60s and 70s, more are scaling back their hours, turning down promotions, delaying retirement or leaving the workforce altogether as a result. This emerging “caregiver cliff” is beginning to affect employers in ways that mirror the childcare challenges many businesses experienced during the pandemic. Employees who serve as primary caregivers often face increased absenteeism, higher stress levels and greater difficulty remaining fully engaged at work. Organizations lose experienced talent at a time when Arizona’s labor market is already tight. For employers focused on recruiting and retaining skilled workers, supportive housing should be viewed as part of the state’s workforce infrastructure. Arizona has invested heavily in attracting new industries, expanding advanced manufacturing, growing healthcare systems and supporting technology companies. Those investments recognize that strong communities require strong infrastructure that includes transportation, education and housing. Supportive housing deserves to be part of that same conversation. When adults with IDD have access to stable housing, they are more likely to participate in the workforce, volunteer in their communities and live with greater independence. Equally important, their family members often regain the flexibility to fully participate in their own careers. The benefits extend across multiple generations. Parents can continue contributing their expertise to Arizona businesses rather than stepping away prematurely. Employers retain valuable institutional knowledge. Families experience less financial and emotional strain. Communities become more inclusive while strengthening their economic resilience. This is not simply a social investment. It is an investment in
Arizona’s workforce. Business leaders increasingly recognize that economic competitiveness depends on creating communities where employees can build sustainable lives. Affordable housing, childcare and transportation have all become business priorities because they directly influence talent attraction and retention. Supportive housing belongs on that list. Companies also have meaningful opportunities to become part of the solution. Corporate philanthropy can help accelerate innovative housing developments. Businesses can sponsor workforce training, employment programs and community partnerships that create pathways for adults with disabilities to participate more fully in the economy. Employers can also advocate for public-private partnerships that expand housing options while encouraging inclusive community development. Arizona has an opportunity to become a national leader by demonstrating that disability inclusion is not only the right thing to do — it is also smart economic policy. One example is Nikki’s Next Step, a new nonprofit housing initiative in Glendale that plans to develop an inclusive residential community specifically designed for adults with intellectual and developmental disabilities. While our One Step Beyond project addresses an urgent housing need, it also illustrates a broader shift in thinking. Supportive housing should not be viewed as a standalone social service. It is community infrastructure that enables individuals, families and employers to thrive together. As Arizona continues to grow, our definition of infrastructure must evolve alongside it. Roads connect workers to jobs. Schools prepare tomorrow’s workforce. Housing allows families to build stable lives. Supportive housing serves those same functions for thousands of Arizonans whose potential, and whose caregivers’ contributions to our economy, depend on having safe, sustainable places to live. The question facing Arizona is not whether we can afford to invest in supportive housing. It is whether we can afford not to. Building stronger communities requires looking beyond traditional economic development strategies and recognizing that workforce participation depends on the systems that support families. By expanding inclusive housing options today, Arizona can strengthen its workforce, support employers and create communities where people of all abilities, and the families who care for them, have the opportunity to succeed together.
The average U.S. caregiver spends more than 26 hours a week providing unpaid care — the equivalent of adding a substantial part-time job to an already full schedule. That hidden workload helps explain why caregiving is increasingly showing up in conversations about employee retention, productivity and workforce planning.
AZ Businesses We’ve Got You Covered
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