January 2026 issue of In Business Magazine

THE PEOPLE’S OPEN

RESPECT THE FANS | RESPECT THE PLAYERS | RESPECT THE GAME

OF OUR

Goodwill of Central and Northern Arizona turns donations into possibilities by providing no-cost services to more than 30,00 Arizonans annually that help them build a better economic future.

Your purchases and donations help support local, no-cost career services, education, sustainability efforts and housing solutions so Arizonans can build better futures for themselves and their families.

Goodwill of Central and Northern Arizona is a 501(c)(3) non-profit organization dedicated to ending poverty through the power of work! GoodwillAZ.org

This month spotlighting CornerStone Staffing, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community. 44

Bruce Weber’s series examines developing and sustaining organizational capacity.

STORY

28

Trading on Tariffs : The Cost Impact of Doing Business across Borders

Businesses in our community, in varied points in the supply chain and marketplace, evaluate the challenges tariffs pose for them and calculate their response.

DEPARTMENTS

9 Guest Editor

Kimber Lanning, Founder and CEO of Local First Arizona, introduces the “Trading on Tariffs” issue.

10 Feedback

Kimberly Banach, James Frabasilio and Lauren Peterson respond to In Business Magazine’s burning business question of the month: What part of your company website design — in either look or functionality — do you think has been most important in producing the most positive customer/client results?

12 Briefs

“Millennials and Gen Z Redefine Prenups as Smart Business Strategy,” “Dailies Top Stories,” “Local Standouts Recognized for Philanthropy,” “BeeStop Innovates Protection against Home Invasion” and “Waymo Launches New Feature for Businesses”

15 Startups

“SorbiForce Battery: Breakthrough Concept in Energy Systems” and “Strategic Impact Partners Aligns Clients’ Brands with Heart”

16 From the Top

Jennifer Kaplan built her PR firm through curiosity, clarity and trust.

17 CRE

“Short-Term Rentals: A Growing Investment Opportunity in Arizona,” “Medical Office/Inpatient Rehab Combo Honored,” “Construction Resumes on Sports Academy Complex, Hotel” and “One Camelback’s Comeback Finds Its Unlikely Savior”

20 Semi Insights

“As Data Centers Expand, Arizona Debates Power, Water and Local Control,” “NGK Expands Phoenix Facility to Support Semiconductor Equipment Demand” and “NXP’s Chandler Exit Highlights Shifts in the 5G Market”

FEATURES

38 The Hidden Costs of Choosing the Wrong Software for Your Business

Alex Radulovic evaluates options and explores repercussions of inappropriate workflow tools.

43 New Year, New Energy Savings

SRP shares how its annual reviews, on-site audits and custom energy strategies guide businesses toward smarter, more efficient operations.

45 How CX (Customer Experience) Can Combat Customer Churn

Matt Ream discusses why businesses need to take CX beyond merely customer service.

24 Healthcare

“beem Light Sauna Illuminates the Future of Preventive Wellness” and “The Rise of Eyelid Surgery and Its Impact on Arizona’s Healthcare Economy”

26 Technology

“AI Is Transforming Home Inspections and the Real Estate Industry Is Next” and “Human Expertise Improves AI Decision Quality”

Books

New releases give fresh insights on business thinking.

40 Economy

Bryan Esarco explores business exit planning and how owners should prepare ahead of a sale.

41 Legal

Blake Moscatello discusses why legal structures matter and the importance of protecting business and personal finances.

46 Nonprofit

Mohana Holloway explores social impact as a business strategy and strategies for using social media to turn purpose into power.

47 Assets

2025 Porsche Panamera 4 E-Hybrid Plus: Onsite car maintenance can boost employee productivity.

48 Power Lunch

Sushi Brokers: A Fresh Take on Business Dining

66 Roundtable

Jeri Royce and Dr. Karen D. Johnson make the business case for investing in under-resourced youth.

“Smoot and Hawley ginned up The Tariff Act of 1930 to get America back to work after the Stock Market Crash of ‘29. Instead, it destroyed trade so effectively that by 1932, American exports to Europe were just a third of what they had been in 1929. World trade fell two-thirds as other nations retaliated. Jobs evaporated.” —Elaine Chao, former United States Secretary of Labor

RaeAnne Marsh

Editor in Chief, In Business Magazine

RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.

Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine

Tyler Butler

Guest Columnist – Social Impact

A long-time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in myriad ways globally. She operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity — shedding light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.

Kim Ryder

Guest Columnist – Commercial Real Estate

Kim Ryder is a dynamic commercial real estate executive with extensive experience in managing multi-million-dollar, complex projects and the build-out of more than 54 million square feet of retail and commercial space. Ryder has started several business lines in her career, most notably launching Thrive Real Estate and Development groups. Her career in the thrift industry extends over 25 years and led her team to expand the Goodwill real estate portfolio by more than 100 locations, having leadership over more than 400 transactions. Her expertise in thrift real estate has made her a well-known resource of knowledge

Bruce Weber

Guest Columnist – Capacity

Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”

This month’s contributors

Alex Radulovic is the founder of PurpleOwl in Scottsdale, which specializes in building custom software for small and medium-sized businesses. (“The Hidden Costs of Choosing the Wrong Software for Your Business,” page 38)

Bryan Esarco, CPA, MST, CFE, CVA, CEPA is the vice president of Business Planning Solutions at UMB Bank. (“Business Exit Planning,” page 40)

Blake Moscatello took his six years’ experience at a large law firm to found his own, The Moscatello Group, in 2024, (“Why Legal Structures Matter,” page 41)

Matt Ream is the director of product marketing at BillingPlatform. (“How CX (Customer Experience) Can Combat Customer Churn,” page 45)

Mohana Holloway is the marketing specialist at Valley of the Sun United Way. (“Social Impact as a Business Strategy,” page 46)

Jeri Royce is CEO of Phoenix-based nonprofit Advance Community, Karen D. Johnson, Ph.D., is CEO of Phoenix-based nonprofit New Pathways for Youth. (“The Business Case for Investing in Under-Resourced Youth,” page 66)

Editor in Chief RaeAnne Marsh

Associate Publisher Nico Pacioni

Graphic Design Matt Fischer

CONTRIBUTING WRITERS

Tyler Butler

Peter Carabetta

Nicole Cormany

Bryan Esarco

Michelle Talsma Everson

Mark Garcia

Elizabeth Hale

Mohana Holloway

Jennifer Howard Mike Hunter

Karen D. Johnson

Emilio M. Justo

Kimber Lanning

Tessa Manning

Blake Moscatello

Stephanie Quinn

Alex Radulovic

Matt Ream

Jeri Royce

Caelum Shove

Molly Cerreta Smith

Erin Thorburn

Bruce Weber

ADVERTISING

Operations Louise Ferrari

Business Development Raegen Ramsdell

Louise Ferrari

Cami Shore

Events Amy Corben

WTSM TV STUDIO

General Manager Chris Weir

More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.

Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com

President Camron McCartney

Editorial Director RaeAnne Marsh

Financial Manager Tom Beyer

Office Manager Allie Jones

Accounting Manager Todd Hagen

Founder & Chair Rick McCartney Vol. 17, No. 1 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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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.

In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.

PARTNER ORGANIZATIONS

Debbie Hann, Interim CEO Arizona Small Business Association Central Office (602) 306-4000 www.asba.com

Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org

Kristen Wilson, CEO AZ Impact for Good (602) 279-2966 www.azimpactforgood.org

Terri Kimble, President & CEO Chandler Chamber of Commerce (480) 963-4571 www.chandlerchamber.com

Joanna Horton McPherson, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org

Robin Arredondo-Savage, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org

Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com.

ASSOCIATE PARTNERS

Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com

Arizona Chamber of Commerce & Industry azchamber.com

Arizona Hispanic Chamber of Commerce azhcc.com

The Black Chamber of Arizona phoenixblackchamber.com

Economic Club of Phoenix econclubphx.org

Glendale Chamber of Commerce glendaleazchamber.org

Greater Phoenix Chamber of Commerce phoenixchamber.com

Greater Phoenix Equality Chamber of Commerce gpglcc.org

Mesa Chamber of Commerce mesachamber.org

North Phoenix Chamber of Commerce northphoenixchamber.com

Peoria Chamber of Commerce peoriachamber.com

Phoenix Metro Chamber of Commerce phoenixmetrochamber.com

Scottsdale Area Chamber of Commerce scottsdalechamber.com

Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com

Surprise Regional Chamber of Commerce surpriseregionalchamber.com

WESTMARC westmarc.org

Kimber Lanning is an entrepreneur and economic specialist who works to cultivate vibrant, sustainable communities and inspire a higher quality of life throughout Arizona. Lanning is actively involved in strengthening economic self-reliance by leveraging entrepreneurship and small business development. She is the founder and CEO of Local First Arizona, an economic and community development nonprofit focused on creating, capitalizing, and supporting Arizona’s business community. localfirstaz.com

Truths to Tariffs

Tariffs are far from a simple cost add-on phenomenon that end-users have to deal with. They insinuate themselves into business operations and supply chain calculations far removed from any obvious final product. But that isn’t the only strain today’s business leaders contend with due to tariffs — the actual status of a given tariff may change without warning.

Small businesses, however, are experiencing the impact of tariffs in dramatically different ways. They are not a monolith. A solar installer faces a very different set of constraints than a furniture retailer, toy store or neighborhood restaurant. Some local businesses have attempted to adjust their product mix or renegotiate terms with suppliers, sharing costs where possible. Others have taken far riskier paths, borrowing heavily to purchase inventory ahead of anticipated tariff increases. While this strategy may have temporarily shielded them from higher prices, it has introduced new burdens: interest payments, storage costs and tied-up capital.

Many are effectively gambling on a strong holiday season or hoping tariff policies will be reversed within a year. In every case, margins shrink. Business owners are left with the same stark choice: absorb diminished returns or pass higher costs along to customers.

The notion that tariffs will quickly revive American manufacturing is appealing but largely unrealistic. Rebuilding entire industries requires years — if not decades — of investment in infrastructure, skilled labor and supply networks that no longer exist at scale. Labor costs alone present a formidable barrier. While policymakers experiment with blunt economic tools, Arizona’s small businesses are bearing the immediate consequences, struggling to stay afloat amid uncertainty that they did not create and cannot control.

For this month’s cover story, In Business Magazine reached out to businesses in diverse industries — from microchips to construction to healthcare and entertainment — to learn not just how they are experiencing the impact of tariffs in the short term but to begin an understanding of long-term outcomes to our business community.

One of the promises of technology is benefitting business planning, but, as Alex Radulovic points out in his feature article “The Hidden Costs of Choosing the Wrong Software for Your Business,” there is no one-size-fits-all solution; in fact, he notes using workflow tools can be counterproductive if not done correctly. Fit requires a tailored approach, and Radulovic discusses factors that business leaders should consider.

Technology isn’t the only area where business is — or can be — investing in the future. Exploring economic as well as social concerns, Jeri Royce and Dr. Karen D. Johnson make “The Business Case for Investing in Under-Resourced Youth” in this month’s Roundtable feature.

Taking a practical look at social involvement, Mohana Holloway discusses how social media turns purpose into power in this month’s Nonprofit feature, “Social Impact as a Business Strategy.”

In-depth articles explore “How CX (Customer Experience) Can Combat Customer Churn,” as Matt Ream advises businesses to note that CX doesn’t stop at customer service, and “The Hidden Distractions of Leadership,” as Bruce Weber discusses how leaders lose focus and what it costs to their business.

Other features this month include whys and hows of “Business Exit Planning” from an experienced banker and considerations of protecting business and personal finances in “Why Legal Structures Matter” from a local attorney. Content also covers business “prenups” (check it out in the Briefs section), short-term rentals as a business opportunity in the real estate sector, trends in the healthcare sector and advances in our burgeoning semiconductor industry, and much more.

In Business Magazine is focused on helping strengthen our local business community, and it is my pleasure to help bring you this January 2026 edition as we celebrate the promise of the new year.

Sincerely,

Kimber Lanning Founder and CEO Local First Arizona

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

What part of your company website design — in either look or functionality — do you think has been most important in producing the most positive customer/client results?

KIMBERLY BANACH

Senior Director of Marketing

Howard Hughes Communities, Arizona

Region

Sector: Real Estate Development

A seamless, intuitive website experience is essential to supporting the rapid growth and momentum underway at Teravalis. With seven award-winning homebuilders now offering new homes in Floreo — Century Communities, Courtland Communities, DRB Homes, KB Home, Lennar, Meritage Homes and Risewell Homes — the Homefinder tool has become one of our most valuable digital assets for Teravalis. By centralizing diverse floor plans, pricing and current available quick move-in inventory, the Homefinder allows home shoppers to easily compare available floor plans and identify homes that meet their needs, generating high-quality leads for builder partners while reducing friction in the home-search process.

Equally important, the website serves as a digital gateway into the broader vision for this 37,000-acre master-planned community. Through clear storytelling and immersive content, would-be homebuyers learn not only about available homes but also about the amenities, sustainability initiatives and thoughtful long-term planning that define Teravalis — from the Echo Community Center now in construction to the integrated parks, trails and future Floreo village offerings.

Howard Hughes Communities/Teravalis teravalis.com

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

Kimberly Banach is the senior director of marketing for the Arizona Region of Howard Hughes Communities, guiding marketing and communications for Teravalis, the 37,000-acre master-planned community in the West Valley. With deep experience in branding, strategy and community engagement, she specializes in shaping dynamic, sustainable communities and delivering marketing initiatives that strengthen connection, support growth and enhance the resident experience.

JAMES FRABASILIO

President & CEO

Presidential Pools & Spas Sector: Pool Building

The most important part of our website has been the evolution of our landing pages and how intentionally they’re built around the homeowner’s decisionmaking process. Today, a potential customer can see everything they care about in one place: popular pool shapes and design styles, in-house financing options, and a clear breakdown of what the pool-build process actually looks like from start to finish.

From a functionality standpoint, that transparency has made a huge impact. Leads come in better educated, more confident and more prepared to move forward. From a design standpoint, the pages are clean, visual, mobile-optimized and fast — so homeowners can browse inspiration, understand pricing paths and request a consultation without friction.

Those landing pages have become our most powerful conversion tool because they answer the biggest questions upfront and build trust before the first conversation.

Presidential Pools & Spas presidentialpools.com

James Frabasilio is president and CEO of Presidential Pools & Spas, Arizona’s largest custom pool builder. Under his leadership, the company focuses on transparent design-to-build processes, combining deep local knowledge with financing options and diverse offerings to help homeowners craft the backyard they’ve always envisioned.

LAUREN PETERSON

Director of Marketing & Creative

Mark-Taylor

Sector: Commercial Real Estate –Multifamily

At Mark-Taylor, the most impactful part of our website design, both visually and functionally, is our focus on reducing friction for renters and guiding them to take the next step through easy action points on the site.

We prioritize a clean, modern aesthetic that reflects the elevated living experience of our communities, underpinned by a high-performance infrastructure behind the scenes.

Three elements drive the strongest customer results and marketing outcomes:

1. Intuitive, conversion-first navigation: Most renters come to explore a community, check pricing or schedule a tour. Our site anticipates those behaviors, shortening paths and reducing clicks. This improves time on page, lowers bounce rates and increases lead-to-tour conversions.

2. Real-time pricing and availability: Accuracy and speed matter. Integrating real-time data gives prospects the most current information without waiting for follow-up. This transparency builds trust and leads to stronger conversion intent.

3. Influential visual content: Cinematic photography, video, 3D tours and interactive maps help prospects visualize life at a Mark-Taylor community, boosting engagement and moving them deeper into the leasing funnel.

Mark-Taylor mark-taylor.com

Lauren Peterson leads and customizes our marketing strategy and creative services to fit the needs of our valued investors, partners and residents. Driving our brand forward, she thoughtfully directs her team to achieve company and client goals.

Redefining What a Modern Law Firm Should Be.

Since 1885.

In today’s fast-moving world, standing still isn’t an option. Fennemore has been paving the way for over 140 years—combining a tradition of excellence with an enduring drive to innovate.

From pioneering the use of AI and building platforms that supercharge our teams, to reimagining what collaboration looks like in the legal industry, we continually push boundaries to deliver better outcomes for our clients.

Thank you to our CEO James Goodnow, our attorneys, and our dedicated staff for their relentless commitment to advancing Fennemore’s vision and setting a new standard for what’s possible in law.

DAILIES TOP STORIES

‘In Business Dailies’ Most Views Last 30 Days

Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies, which hits email inboxes every weekday at 9:30 a.m. Sign up today: at www.inbusinessphx.com/dailies-signup

Commercial Real Estate & Development | inbusinessphx.com | December 2 2025

Key 8.9-Acre Site Sells in Buckeye’s Booming Jackrabbit Corridor

inbusinessPHX.com

Kidder Mathews has brokered the $2,530,000 sale of an 8.9-acre commercial land parcel located at the southwest corner of Jackrabbit Trail and Encanto Boulevard in Buckeye, Arizona.

Technology & Innovation | inbusinessphx.com | December 9 2025

Arizona-based Fiber Provider Wins $195M to Expand Broadband across Eight Counties

inbusinessPHX.com

Wecom Fiber, an Arizona-based provider of fiber-to-thepremise broadband, has been awarded $195 million by the State of Arizona to connect rural and underserved communities with high-speed broadband. Wecom will utilize the funding, together with private matching dollars, to connect over 66,000 Arizona homes and businesses across 17 project areas and eight counties.

Growth & Enterprise | inbusinessphx.com | December 4 2025

Tempe Lands Global Headquarters as Industrial AI Co. Shifts Base to Arizona

inbusinessPHX.com

Cognite, a global leader in Industrial AI, announced the official grand opening of its new global headquarters in Tempe, Arizona. The relocation from Oslo, Norway marks a milestone in the company’s growth strategy and underscores its commitment to the North American market.

Growth & Enterprise | Briefs | December 2025

We-Ko-Pa Casino Resort: Redefining Arizona’s Business and Entertainment Landscape by Harold Baugus

Nikki Garcia of the WWE Garcia Twins (right) with Dominique Newland of Fox 10 News at the awardwinning restaurant Ember Set against the stunning McDowell Mountains, We-Ko-Pa Casino Resort is fast becoming one of Arizona’s go-to venues for highimpact events — from brand launches to celebrityled experiences.

Millennials and Gen Z

Redefine Prenups as Smart Business Strategy

Once viewed as a taboo topic, prenuptial agreements are now gaining ground as a symbol of financial transparency and partnership. A recent study shows that nearly half of engaged or married millennials, and 41% of Gen Z, now have prenups in place. This shift reflects a generational change in how couples approach both relationships and finances, and it carries meaningful implications for Arizona business owners.

Today’s entrepreneurs are approaching marriage much like they would a merger by evaluating assets, clarifying responsibilities and planning for potential outcomes. This pragmatic mindset helps ensure stability not only for the individuals involved but also for the companies they lead. For business owners, a personal financial decision like marriage can have a direct impact on operations, ownership and long-term planning.

For many entrepreneurs, a prenup functions as a form of risk management. Just as a business carries insurance to protect against operational disruptions, a well-structured agreement can safeguard ownership stakes, equity and future cash flow from potential personal disputes. When viewed through a financial planning lens, it becomes another tool to ensure business continuity and reduce uncertainty.

Arizona’s community property laws make these considerations even more significant. Assets acquired during marriage are typically

considered jointly owned, which can include portions of a business. Without clear legal boundaries, the end of a marriage can create complex financial and operational challenges that affect not only the owner but also employees and clients.

A CPA plays a key role in helping clients align personal and business finances before marriage. Collaborating with legal and financial advisors ensures that ownership structures, tax implications and valuation issues are addressed early and accurately. This integrated approach protects assets and minimizes financial surprises during major life transitions.

Proactive financial planning is a hallmark of strong leadership. Younger generations are normalizing open conversations about money before marriage, and entrepreneurs are following suit by aligning personal and professional goals from the start.

In today’s economy, a prenup isn’t a sign of mistrust, it’s a reflection of foresight. By viewing marriage as both an emotional and financial partnership, business owners can strengthen their personal foundation while protecting the enterprises they’ve built. —Elizabeth Hale, founder and CEO of Scottsdale-based eeCPA (eecpa.com), a woman-founded boutique accounting and consulting firm providing proactive tax strategy and CFO services for entrepreneurs, family offices and real estate leaders nationwide

JAN. 2026

For

WWE Garcia Twins at the award-winning restaurant Ember, courtesy

We-Ko-Pa

Local Standouts Recognized for Philanthropy

BioLab Gifts Alma Mater with $2.2 Million by BioLab Holdings, Inc., an ASU alumni-founded biotech manufacturer in Mesa, recently gifted ASU’s W. P. Carey School of Business with $2.2 million to support new scholarships, professional development travel, and the creation and buildout of the BioLab Sales and Innovation Lab. biolabholdings.com

Carlisle Companies Supports Suicide Prevention Program

Carlisle Companies Incorporated recently pledged $1.5 million to expand Phoenix Children’s Suicide Prevention Program, strengthening efforts to identify and support youth at risk for suicide. carlisle.com phoenixchildrens.org/specialties-conditions/suicideawareness-and-prevention MC Companies Dedicates Day to Community Scottsdale-based multifamily investment, development and management company MC Companies demonstrated its commitment to community service recently with its 4th annual Volunteer Day, when employees across the country stepped away from their desks and properties to dedicate the day to helping local food banks and nonprofits. mccompanies.com Cox Charities Invests in Arizona Nonprofits Cox, helping to bridge the gap as fewer Americans are donating to nonprofits, is increasing Arizona grants to at least $10,000 and some to $20,000. Cox employees, who fund Cox Charities through personal contributions, have raised $540,000 this year for nonprofits in the communities where they live and work.  coxcharitieswest.org/community-grants-phx

Plexus Worldwide Combats Food Insecurity

Scottsdale wellness company Plexus Worldwide’s recent annual Week of Service supported its Nourish One campaign to end food insecurity. Along with Plexus’ donation of $15,000 to help feed families across Arizona, 138 Plexus® team members volunteered 410 hours at St. Mary’s Food Bank. plexusworldwide.com Bashas’ Supports Feeding America Food Banks Bashas’ — building on its long-time commitment to giving back to the communities it serves — stepped up to support its Feeding America food bank partners as food banks throughout Arizona and New Mexico were reporting growing requests for assistance. Over a fourday period recently, Bashas’ donated 20% of its profits across all stores to the hunger relief effort. bashas.com Southwest Gas Helps The Foster Alliance Bring Holiday Cheer

As part of Southwest Gas’ BLUE (Building Lives Up Everywhere) employee volunteer program, more than 150 Southwest Gas employees along with their families assembled 100 new bicycles and made 100 cozy blankets for children in foster care. thefosteralliance.org swgas.com

BeeStop Innovates Protection against Home Invasion

When local entrepreneur Mitchell Cooper saw a shocking video of a home invasion, he was inspired to help homeowners feel safe and empowered in their own homes. Cooper, a dentist with an engineering background, began developing his idea for the BeeStop Unit. He then enlisted the help of his sons Shane, a student at Arizona State University W. P. Carey School of Business studying entrepreneurship, Harrison and Bailey, all of whom have backgrounds in respected fields that include law enforcement.

Together, a family mission was born to create a product that would safeguard homeowners and their loved ones. BeeStop is the result of this mission. A modern twist on the traditional chainlock system, BeeStop is a multi-position smart security lock with three modes.

In Stow Mode, the product is not actively in use, allowing users to fully open their door without restriction. Pass-Thru Mode restricts the

door to open a customizable maximum of eight inches, enabling homeowners to safely verify a guest or receive packages. Deadbolt Mode offers complete reinforcement that adds more than 1,000 pounds of force resistance to a door.

In the event of a forced entry, BeeStop activates a loud siren and flashing red LED lights to deter an intruder and give homeowners time to call 911. It also includes a Panic Mode that can be triggered remotely, activating the alarm and flashing lights.

The BeeStop Unit works with almost any front or outside door that opens inward and can be used to secure outdoor spaces like garages and sheds with structural headers.

The Cooper family is currently working with investors for the financing of this product, with distribution slated for Q1 of 2026. —Molly

Cerreta Smith

BeeStop beestop.com

Waymo Launches New Feature for Businesses

Waymo recently launched Waymo for Business. It offers organizations a powerful blend of safe, sustainable transportation and enterprise-grade management tools, making it a strategic solution for employee, student and guest mobility.

From an organizational perspective, the value of consistency and safety cannot be overstated. Waymo’s autonomous fleet operates 24/7, ensuring that employees working late shifts, students commuting to campus or guests attending conferences have reliable rides at any hour. For example, a healthcare provider could use Waymo to offer safe transportation for nurses finishing overnight shifts, reducing stress and improving retention. Similarly, universities could offer students dependable rides, reinforcing both safety and accessibility. Beyond the rides themselves, Waymo for Business equips organizations with enterprise-grade tools that streamline program management. The business portal allows administrators to set parameters and manage users with ease. A company hosting interns for the summer could quickly onboard them into the system, ensuring they have access to rides

without burdening HR with manual coordination.

The promo code feature is particularly useful for events. Imagine a tech firm hosting a conference: By issuing Waymo promo codes, they can provide guests with seamless transportation to and from the venue, enhancing the overall experience while reinforcing the brand’s commitment to innovation.

Finally, the reporting tools give organizations visibility into budgets and ride activity. For instance, a corporate sustainability officer could track how much of the company’s transportation footprint is being offset by Waymo’s fully electric fleet. This not only supports internal reporting but also helps demonstrate progress toward goals to stakeholders.

In short, Waymo for Business is more than a ridehailing service — it’s a comprehensive mobility program that combines safety, sustainability and smart management, enabling organizations to lead with innovation while caring for their people.

—Caelum Shove, strategic partnerships and business development at Waymo

Waymo for Business waymo.com/business

A recent StorageCafe study ranked Tempe 19th nationally for car-optional living, with a bike score of 75 (fifth highest nationwide, a walk score of 54 and transit score of 29 (representing solid walkability and improving transit), and 10% of residents commuting without a car (led by ASU’s student and staff population). storagecafe.com/blog/best-walk-and-ride-cities-in-the-us

Photo courtesy of BeeStop

SorbiForce Battery: Breakthrough Concept in Energy Systems

SorbiForce has developed the world’s first non-metal, biocharbased, water-electrolyte battery architecture — replacing mined materials with renewable ones like carbon derived from agricultural waste, salt and water. “The result is an ultra-safe, high-performance storage system designed for the rapid energy fluctuations of the AI era,” says CEO Serhii Kaminsky. This enables SorbiForce to deliver reliability that helps critical systems — from data centers and utilities to advanced manufacturing — operate efficiently, safely and responsibly.

Acting as a Volatility Absorber™, SorbiForce’s battery instantly responds to millisecond-level power spikes common in data centers, protecting equipment and maintaining stable operations. And Kaminsky notes that, with no risk of thermal runaway or explosion, it remains safe even when cut in half or fully submerged in water. “It’s a fact we’ve proven live at Arizona State University’s LEAPS Lab before an audience of industry and academic observers. Furthermore, after seven to ten years of operation, simply adding water restores performance, extending life and minimizing waste,” he says.

“One of the most powerful pieces of advice I ever received was from a mentor who said, ‘If you want to change the system, don’t just improve what’s broken. Reimagine what it could be.’ That mentality reshaped my thinking as I founded SorbiForce,” Kaminsky relates. “Instead of trying to optimize existing battery technology, we started with a blank slate. We asked, ‘What if energy storage didn’t depend on metals at all? What if it could be made from organic, safe and affordable materials available almost anywhere? And what if it could be produced locally, rather than shipped halfway around the world?’”

SorbiForce also created the modular micro-factory concept, which enables production almost anywhere energy storage is needed. “Each facility can be deployed in weeks rather than years, using regional materials to reduce logistics, emissions and cost,” Kaminsky notes. “This model, which is in its pilot phase, makes it possible to scale safely, rapidly and profitably.” —RaeAnne Marsh

SorbiForce sorbiforce.com

[Editor’s note: For more about the powerful vision and innovation behind SorbiForce, see this article online at www.inbusinessphx.]

Strategic Impact Partners Aligns Clients’ Brands with Heart

Strategic Impact Partners is a national visibility firm that helps businesses and executives align their external presence with their internal values. “Through on-demand photography, executive visibility consulting and strategic storytelling, we elevate the way organizations show up in the world — capturing their leadership, culture and community impact in ways that build trust, connection and lasting influence,” explains Karianne Munstedt, CEO, who founded her company in 2025.

“After years of helping women see themselves more clearly through body-positive portrait photography, I realized I could bring that same lens of authenticity to the business world. So many incredible companies were doing meaningful work — but weren’t being seen for who they truly are. I launched SIP to change that,” Munstedt says. “Visibility shouldn’t be performative — it should be powerful, purposeful and personal.”

In creating SIP, Munstedt found her biggest challenge in giving herself permission to evolve — letting go of a successful

photography brand she had grown for more than a decade to build something new. “There was fear and uncertainty in starting over, but I knew this was the next step in my leadership,” she shares, relating, “I met that challenge by leaning into my own R.E.A.L. Leadership framework — staying Rooted in my values, allowing myself to Evolve, living in Alignment and embracing all the Layers of who I am.”

Taking to heart the observation from her photography mentor Sue Bryce, “Your body is the least interesting thing about you,” Munstedt has applied that wisdom to her work with Strategic Impact Partners by helping companies and leaders focus on showing the heart of their brand — the values, purpose and people behind the scenes. “Real visibility isn’t about surface-level polish. It’s about aligning what’s seen on the outside with what truly matters on the inside,” she says. —RaeAnne Marsh

Strategic Impact Partners strategicimpactpartners.us

Founding the company in 2022 with the aim of enabling the freedom to create energy that isn’t dependent on mined metals, fragile supply chains or unsafe chemistry, Serhii Kaminsky says, “My team and I wanted to build a solution that could give people and industries real control over their power. That vision began in Ukraine, where I saw how quickly energy systems collapse when resources are scarce and infrastructure is under threat.”

Each year, Strategic Impact Partners donates up to 60 hours of photography to a nonprofit aligned with its mission. In 2026, SIP partnered with Arouet, which supports women and families impacted by the justice system. “Giving back is part of how we stay connected to the deeper ‘why’ behind visibility: to amplify the voices and stories that matter most,” says Karianne Munstedt, founder and CEO.

Evolve PR in a Nutshell

• Founded in 2010, Evolve PR & Marketing is now in its 15th year.

• Represents more than 140 clients across industries that include hospitality, real estate, retail, nonprofit, technology, finance and more.

• Supported by a full-time team of 28.

Jennifer Kaplan on Building a Business through Curiosity, Clarity and Trust

Evolve PR and its founder evolved their culture and style with a focus on relationships by Jennifer Howard

When Jennifer Kaplan talks about building a business, she rarely starts with revenue graphs or milestone moments. Instead, she goes back to the thing that has always driven her: a deep instinct to help people tell their stories. Long before she became the leader of a rapidly growing PR firm, Kaplan was the person connecting people, elevating ideas and making sure good work found the attention it deserved.

“I’ve always loved being the bridge between someone doing something meaningful and the community that should know about it,” she says. “At some point, I realized I could take that passion and build an entire business around it.”

• Recognized as the largest PR agency in Arizona based on team size and client scope. Research shows that stories are 22 times more memorable than facts alone. It’s one reason Jennifer Kaplan built her entire business around narrative, believing that the right story, told clearly, can change the trajectory of a brand.

That early vision didn’t begin with a formal business plan. It began with intuition and the willingness to figure things out while moving forward. In the early years, Kaplan resisted the temptation to emulate someone else’s leadership style. Instead, she built Evolve PR & Marketing piece by piece, guided by relationships, instincts and a belief that good work is rooted in connection.

Her leadership philosophy wasn’t formed overnight. It evolved through moments she now recognizes as turning points, times when she had to choose between trying to do everything herself or trusting others enough to let go. “Early on, I thought I had to have every answer,” she says. “Now I know that leadership is really about recognizing when a moment is asking you to learn, stretch or see something differently.”

As the company grew, Kaplan realized that many of the most important decisions weren’t about strategy; they were about people. Choosing when to hire. When to slow down. When to expand benefits. When to step back so others could step forward. She describes those choices not as grand strategic leaps, but as steady shifts that built the foundation for the agency’s culture and long-term stability.

With growth came new challenges, and new lessons in leadership. Kaplan’s biggest ongoing work has been learning to delegate more, trust more and resist the urge to carry everything alone. “There’s only so much any leader can control,” she says. “Letting go isn’t a weakness. It’s how you build a team that’s truly empowered.”

Her approach to difficult decisions has also changed over time. She now asks a series of quiet questions before she acts: How will this affect the team? Does it align with our values? Does it protect the reputation we’ve built? She rarely centers herself in the equation. “I try not to make decisions from a place of ‘What do I want?’” she says. “It’s always about the bigger picture — the people, the culture and the long-term health of the organization.”

Driving sustained momentum in a competitive industry has required clarity above all else. Kaplan focuses on intentional growth rather than fast growth, rooting every expansion or shift in relationships and long-term thinking. She balances

big-picture vision with a daily awareness of what her team and clients need in real time, an ongoing negotiation between the future and the present.

If there’s one constant in Kaplan’s leadership, it’s awareness — awareness of people, timing and the subtle cues that reveal when something needs attention or change. She credits that awareness to years of paying close attention to the environments around her. “I’m less driven by ego than I was in my twenties,” she says. “Now I’m driven by what’s happening around me; the needs, the opportunities and the moments where I can help someone grow.”

Success, for Kaplan, has shifted over the years. Awards and company milestones matter, but they are not the metric she uses to define effective leadership. Today, success looks like mentoring emerging leaders, supporting her community and creating space for others to do their best work. “Making a difference in people’s lives, that’s the part that lasts,” she says. Looking ahead, Kaplan sees her own evolution continuing. She is still hungry to learn, still energized by new ideas, and still committed to leading with clarity and curiosity. “There’s so much more I want to do,” she says. “The goal now is to stay open, to keep learning from the people and situations around me, and to keep growing right along with them.”

Evolve PR & Marketing volveprandmarketing.com

Photo courtesy of Evolve PR & Marketing

Short-Term Rentals

A Growing Investment Opportunity in Arizona

Over the past decade, the short-term rental (STR) market has evolved from a niche concept into a thriving sector of the real estate industry. Investors and property owners alike are increasingly drawn to this model, recognizing its ability to generate strong returns while adapting to shifting consumer travel habits. With more travelers seeking unique accommodations and flexible lodging options, short-term rentals are reshaping the landscape of property investment. Arizona is emerging as one of the most promising markets for this trend.

THE RISE OF SHORT-TERM RENTALS

The surge in short-term rental demand is largely driven by changing preferences among both leisure and business travelers. Guests are prioritizing amenities that provide a more personalized and home-like experience compared to traditional hotels. As platforms like Airbnb and Vrbo continue to normalize this type of lodging, STRs have become a mainstream option for travelers worldwide.

This growing demand translates into opportunity for investors. Owners can adjust availability based on personal use, market demand or local events. This adaptability provides a hedge against market fluctuations, giving investors greater control over a property’s performance. Industry leaders, myself included, emphasize that effective management is key to realizing this profitability.

A PROFITABLE MODEL FOR INVESTORS

What makes short-term rentals so attractive from an investment standpoint is their ability to deliver higher revenue potential than traditional long-term leasing. While monthly rental income on a long-term unit is typically capped, STRs allow for dynamic pricing strategies, higher nightly rates and seasonal adjustments that align with peak travel periods. For investors, this can mean significantly greater profitability when managed effectively.

Another advantage is flexibility. Owners

can adjust availability based on personal use, market demand or local events. This adaptability provides a unique hedge against market fluctuations, giving investors a stronger sense of control over their property’s performance.

WHY ARIZONA STANDS OUT

Arizona’s real estate market has quickly become a magnet for short-term rental investment. With year-round sunshine, golf, hiking and cultural attractions, the state sees millions of visitors annually. Major events like the Waste Management Phoenix Open, Barrett-Jackson Auto Auction and spring training games further fuel demand for temporary accommodations. Phoenix and Scottsdale, in particular, have emerged as top-performing STR markets nationally, consistently ranking high in occupancy and average daily rates. Beyond tourism, Arizona’s growing business sector and influx of remote workers also support consistent rental demand.

For investors, Arizona offers the dual benefit of a strong tourism draw and a steadily expanding population, creating a reliable foundation for short-term rental success. —Peter Carabetta, founder of Coast to Cactus Vacation Homes (www. coasttocactus.com), a premier property management company specializing in short-term rentals across Arizona and Southern California

GET REAL

Medical Office/Inpatient Rehab Combo

Honored

Healthcare Real Estate Insights™ magazine’s annual national awards program honors PMB’s Abrazo Health Litchfield Medical Building, the first combination medical office and inpatient rehabilitation facility in Goodyear.

Named a 2025 finalist, the 46,000-square-foot facility and surrounding services is positioned alongside the Abrazo West Campus and expands access to specialized care within the community. The new building is slated to open in the first quarter of 2026.

“PMB is grateful to be named a finalist for the HREI awards, which recognize the strong partnerships and collective commitment behind this extremely unique project,” says Jake Dinnen, partner and EVP of Development at PMB. —Mike Hunter abrazohealth.com pmbllc.com

Construction Resumes on Sports Academy Complex, Hote

Texas-based real estate developer SSS Partners, LLC recently closed on $183 million in financing and will immediately resume construction on its plans for a private sports academy for grades nine through 12, multisport arena and hotel located at I-17 and Sonoran Desert Drive, adjacent to TSMC. SSS Partners acquired the project that was approximately 50% complete in 2023. With construction now underway, the project is targeted for completion in August 2026.

Along with the 181,000-square-foot, multi-sports complex and arena. the 17.5-acre complex will also feature a 96-room Fire N Ice Hotel for visitors and families. The 60,000-square-foot resort-inspired hotel offers suite-style rooms that include kitchenettes, meeting rooms and co-working lounges, restaurant and bar, guest laundry room and lobby market. —Mike Hunter sssschools.org

Phoenix and Scottsdale, in particular, have emerged as top-performing short-term rental markets nationally, consistently ranking high in occupancy and average daily rates.

One Camelback’s Comeback Finds Its Unlikely Savior

For nearly five years, the tower at Central Avenue and Camelback Road stood as one of Phoenix’s most puzzling real estate stories. Commuters admired its angles and shimmering glass. But for all its promise, One Camelback remained frozen, an office-to-apartment conversion turned cautionary tale.

The building was roughly 80% complete, and 100% stuck. Contractors left. Lawsuits circulated. It fell into default after a perfect storm of cost escalation, rising interest rates and pandemic-era disruptions. Acore Capital, the lender, ultimately took ownership through foreclosure. Inside the tower, high-end finishes gathered dust while demand for multifamily in Uptown Phoenix only grew.

TK Stratton, founder and CEO of Phoenix-based Kinella Capital, LLC, has built a career in the shadows of disaster: thousands of homes and buildings restored after fire, water and structural failures, plus complex insurance disputes most investors avoid. “He’s the guy you call when everybody else walks away,” says Dale Phillips, whose firm provides development strategy and lease-up guidance.

Kinella acquired One Camelback directly from Acore Capital and partnered with Post Road Group, which is providing debt financing to relaunch the project. Stratton and his team approached the tower not as opportunists but as specialists.

“We saw a beautiful building in a remarkable location,” Stratton says. “The problem was never the architecture. The problem was capital markets. Rising interest rates made it uneconomical for the last developer to finish. But the bones were exceptional. The vision was intact.”

What distinguishes Kinella is not simply interest, but capability. The firm holds both KB-1 general contracting and A-1 engineering licenses, allowing it to build, engineer and operate internally rather than outsource risk.

“A stalled high-rise terrifies lenders,” Phillips says. “Every unknown is a financial landmine. Kinella’s integrated model removes most of that uncertainty.”

Upon taking ownership, Stratton’s team began a systematic, floor-byfloor forensic review of mechanical systems, electrical tie-ins, structural

connections and fire-life-safety alignment. Scope creep was eliminated. Design questions were finalized, many of them unresolved for years. “In this kind of situation, you can’t subcontract your way out of trouble,” Stratton says. “You need designers, builders, engineers and capital decision-makers in the same room, aligned to the same goal.”

When completed, One Camelback will deliver 163 residences with sweeping views of the Phoenix skyline, floor-to-ceiling window walls, refined finishes, wellness amenities, technology-forward conveniences and a rooftop pool suspended above the Uptown corridor.

Features include a 150-foot atrium, a vertical canyon of light rarely glimpsed by the public; floor-to-ceiling windows with views of Uptown, Midtown, Camelback Mountain and beyond; a signature 1,800-square-foot, three-bedroom residence on Level 11; modern fitness and wellness spaces; walkable access to restaurants, retail and light rail.

“People think they know this building,” Phillips says. “But almost nobody has seen the inside. The eleventh-floor units offer some of the most striking views in Phoenix.”

Once defined by mid-century offices and modest retail, Uptown Phoenix has emerged as one of the city’s most important residential corridors. The stalled One Camelback tower created a highly visible void.

Its completion will add premium housing to a submarket with consistent demand and limited inventory. It also demonstrates that office-toresidential conversions, often discussed and rarely executed, can succeed when managed by a team able to control complexity.

“This project is the definition of value being created, not reimagined,” Stratton says. “Our role is simple: bring discipline, bring clarity, finish what should have been finished long ago.”

Stratton, who has restored thousands of homes that others wrote off, says One Camelback carries particular significance. “It matters to Phoenix. It matters to our team,” he says. —Michelle Talsma Everson

Kinella Capital, LLC kinellacapital.com One Camelback onecamelback.com

When completed, One Camelback will deliver 163 residences with sweeping views of the Phoenix skyline, floor-to-ceiling window walls, refined finishes, wellness amenities, technology-forward conveniences and a rooftop pool suspended above the Uptown corridor.

Photos courtesy of Kinella Capital, LLC

OUR DATA CENTER LANDSCAPE

• Arizona hosts at least 16 operating data centers, with more than 20 additional facilities proposed or under development, representing nearly 4,000 megawatts of planned capacity, according to data compiled by Cleanview, which tracks large-scale data center projects nationwide.

• Arizona’s data centers supported more than 81,000 jobs statewide in 2023, including both operations and related economic activity, according to a recent PwC industry analysis.

• Arizona’s largest utility, Arizona Public Service Co., has filed a rate application that includes a request for a nearly 14% increase in revenue tied in part to rising demand from data centers and the cost of grid upgrades.

As Data Centers Expand, Arizona Debates Power, Water and Local Control

Balancing economic development with consumer protection by Stephanie

Quinn

Data centers are becoming one of the most visible and contested pieces of Arizona’s technology growth. As demand for cloud computing and artificial intelligence accelerates, communities across the state are weighing the benefits of large-scale digital infrastructure against concerns about water, power and long-term local impact.

Arizona’s appeal to data center developers is not difficult to understand. The state offers available land, relatively low natural disaster risk, strong utility infrastructure and proximity to major technology and semiconductor investments. Over the past several years, as chip manufacturing and advanced computing expanded in Arizona, data centers followed, supporting everything from cloud storage to AI model training.

But as proposals have grown larger, so has public scrutiny. In cities such as Chandler and Marana, residents have turned out in force at public meetings to voice opposition to proposed projects. Many worry that hyperscale facilities could strain water supplies, increase electricity costs or change the character of their communities. Other questions center on whether data centers deliver enough permanent jobs to justify their footprint.

Those concerns are not abstract. Modern AI-focused data centers can require hundreds of megawatts of power at full buildout, comparable to the electricity demand of tens of thousands of homes. Critics argue that even if utilities say costs are covered by developers, the scale of demand raises questions about long-term grid planning, emissions from backup generators and whether ratepayers could eventually be affected.

Water use is another flashpoint. Arizona’s long history of water concerns makes any large industrial project a focal point for scrutiny. Residents often ask whether commitments made today will hold for decades, especially as technology and ownership change. Some have also raised concerns about air quality, noise and emergency power systems, particularly when diesel or natural gas generators are part of backup plans.

Developers and utilities counter that data center design has changed significantly over the years. In public hearings, developers have argued that newer data center designs rely on air cooling rather than traditional cooling towers, limiting water use. In several proposals reviewed by local governments, the estimated water demand was substantially lower than the water used for farming on the same sites.

Utilities have emphasized that large data center customers typically pay the full upfront costs for new transmission and distribution infrastructure. In regulatory hearings, utility executives have said that if new generation is required to

serve a data center, those costs are borne by the customer, not residential ratepayers. In some cases, utilities argue that longterm contracts with data centers can help stabilize revenues and delay future rate increases.

The Arizona Corporation Commission has become a central forum for these debates. In approving energy supply agreements tied to data center projects, commissioners have pressed utilities and developers on ratepayer protections, power sourcing and contingency planning. Regulators have repeatedly stressed that their role is to balance economic development with consumer protection.

Commissioners have also noted that data centers are not new to Arizona. What has changed is their scale. Facilities built to support artificial intelligence, cloud computing and hyperscale operations are far larger and more energy-intensive than earlier generations, forcing regulators and communities to rethink assumptions about land use and infrastructure.

Economically, the stakes are significant. Developers point to multibillion-dollar capital investments, construction activity and long-term tax revenue for local governments. Construction trades and regional business groups often support projects for the short- and medium-term employment they generate. Opponents counter that once construction ends, permanent staffing levels are relatively small, sometimes numbering in the dozens rather than hundreds.

Questions about transparency have surfaced repeatedly during public hearings. Residents and local officials have asked who ultimately owns and operates proposed data centers, how projects are financed and whether commitments made during zoning and permitting remain in place if ownership changes.

Rather than approving or rejecting projects outright, some municipalities are turning to ordinances and zoning rules to guide future data center proposals. Several Arizona communities have adopted data center ordinances that set standards for water use, cooling methods, noise and setbacks. Others are considering due diligence requirements for large energy and water users.

Arizona checks many of the boxes developers look for, including land, power infrastructure and proximity to major chip manufacturing. At the same time, projects are prompting more direct debate over water planning, grid capacity and which commitments should be locked in before approvals are granted.

For now, outcomes have differed across Arizona. Some projects have been rejected after strong public opposition, while others continue through zoning and regulatory review, underscoring how local the decisions remain.

Facilities built to support artificial intelligence, cloud computing and hyperscale operations are far larger and more energy-intensive than earlier generations, forcing regulators and communities to rethink assumptions about land use and infrastructure.

ARIZONA

Arizona is a global hub for emerging technologies and high-tech advancements that are shaping the future. Top companies from aerospace and defense, semiconductors, battery, electric and automated vehicles, AI, medical devices and more are making significant investments throughout the state. With vibrant culture, a business-friendly environment and 300+ days of sunshine every year, it’s easy to see why Arizona is a great place to innovate and scale.

Learn more at azcommerce.com

NGK Expands Phoenix Facility to Support Semiconductor Equipment Demand

NGK Insulators is expanding its Arizona-based operations as semiconductor manufacturers continue to invest in U.S. production.

The Japan-based company said it will invest about $56 million to expand FM Industries, its Phoenix subsidiary that produces precision components used in semiconductor manufacturing equipment. The expansion is expected to increase production capacity by roughly 20%, with manufacturing scheduled to begin in January 2027.

FM Industries supplies high-precision metal and ceramic components that operate inside chipmaking tools, where reliability and tight tolerances are critical. The company uses advanced metal machining and thermal spraying techniques to produce parts designed to withstand extreme temperatures and operating conditions.

The investment builds on a 2023 purchase of a Phoenix site spanning more than 30,000 square meters, including a manufacturing building of about 10,000 square meters. NGK said the latest funding will be used to install new equipment and upgrade the facility to support higher output.

While new fabrication plants often draw the most attention, suppliers like FM Industries play a central role in semiconductor manufacturing. Equipment makers and their suppliers are under pressure to deliver components faster and closer to where production occurs as U.S. fabs expand. Local sourcing has become a priority as companies look to reduce lead times and limit supply chain disruptions.

NGK already manufactures ceramic components for semiconductor equipment in Japan, but the Arizona expansion reflects rising demand from North American customers, including those supporting advanced computing and artificial intelligence applications.

The Phoenix facility is expected to employ about 150 people once fully operational. —Stephanie Quinn NGK Insulators ngk-insulators.com/en

NXP’s Chandler Exit Highlights Shifts in the 5G Market

NXP Semiconductors’ decision to exit the radio power market and close its Chandler gallium nitride facility by 2027 raised questions about 5G, compound semiconductors and Arizona’s role in the global chip industry.

The Dutch semiconductor company said the decision reflects current conditions in the 5G infrastructure market. Network upgrades have slowed, particularly among mobile operators that invested heavily early in the rollout. Demand for radio frequency power components used in base stations has softened as a result.

And with no expectation of a market recovery, according to an NXP spokesperson, the company decided the radio power business no longer fit its long-term strategic direction and it would ramp down its RP product line.

The Chandler ECHO fab produces gallium nitride-based power amplifiers for 5G equipment. Gallium nitride has been used in telecom equipment for its ability to handle higher power loads. NXP brought the Chandler facility online in 2020 as part of a $100-million expansion focused on radio frequency power amplifiers for 5G. The company expects to produce its final gallium nitride wafers at the site by the end of the first quarter of 2027.

While the closure affects the workforce, analysts believe the broader impact on Arizona’s semiconductor sector will be limited. The ECHO fab produces 6-inch GaN wafers, which were advanced at launch but have since been surpassed by larger, more cost-effective wafer sizes.

“In 2020, six-inch gallium nitride was state of the art,” said semiconductor analyst Dean Freeman. “Today, 200-millimeter and even 300-millimeter GaN-on-silicon processes offer much better cost structures. This is less about the viability of GaN and more about where the economics now favor production.”

The pullback is not limited to smaller suppliers. Taiwan Semiconductor Manufacturing Co. has said it plans to wind down its gallium nitride foundry operations by 2027, pointing to margin pressure and increased competition. Fewer companies now focus on radio-frequency power devices, while gallium nitride continues to be used in defense, aerospace and other high-power applications.

For Arizona, the more immediate concern centers on talent. NXP has not disclosed how many employees will ultimately be affected, though the ECHO fab historically employed

about 100 workers focused on gallium nitride fabrication. The company will continue operating its other Chandler fab, and decisions related to radio power manufacturing are independent of the rest of the site.

Semiconductor experts have commented that, although the shutdown will affect a specialized workforce, these engineers and technicians with compound semiconductor experience are in demand. The hope is that companies like Intel, TSMC and their suppliers may be able to absorb some of this workforce, helping retain talent and economic activity in Arizona.

NXP has not disclosed plans for the ECHO facility following the shutdown. Options include converting the fab to silicon production or selling it to manufacturers that continue to operate in the gallium nitride market, with cost and tooling requirements shaping any decision.

NXP’s move comes amid a series of changes across both telecommunications and semiconductor manufacturing. Facilities dedicated to specific technologies or earlier phases of network deployment sometimes see demand shift as new technologies emerge.

The decision sets a timeline for the end of production at the Chandler site and closes a chapter that began with the expansion of 5G manufacturing earlier in the decade. What follows will depend on how both the facility and its workforce are redeployed in an industry that continues to adjust. —Stephanie Quinn

NXP Semiconductors nxp.com

Japan-based NGK Insulators plans to invest about $56 million to expand FM Industries, its Phoenix subsidiary that produces precision components used in semiconductor manufacturing equipment. The expansion is expected to increase production capacity by roughly 20%, with manufacturing scheduled to begin in January 2027.

WELL, WELL, WELL

In the evolving landscape of wellness and preventive healthcare, light-based therapies are gaining serious scientific traction, and beem Light Sauna in North Scottsdale is leading the charge. The boutique wellness studio opened by Nicole and Josh Cormany blends modern technology with an elevated spa experience to help clients recharge at the cellular level through red light and nearinfrared light therapy.

Once limited to dermatology offices and elite training centers, these therapies are now accessible to anyone seeking improved skin health, faster recovery and overall body rejuvenation. Red light works by stimulating fibroblasts, the cells responsible for producing collagen and elastin. This helps to smooth fine lines, enhance elasticity and strengthen skin texture. Near-infrared light, on the other hand, penetrates more deeply into muscle and connective tissue, increasing circulation and cellular repair while reducing inflammation and fatigue.

Each private sauna suite at beem combines full-spectrum infrared heat with targeted red and NIR light exposure, creating a synergistic environment for detoxification and relaxation. Unlike traditional saunas that heat the air, infrared wavelengths directly warm the body, producing a deep, comfortable sweat at lower temperatures. The result is improved circulation, reduced oxidative stress and enhanced cellular energy.

Since infrared light doesn’t interfere with electronics, visitors can read a book, catch up on their favorite shows or listen to music and podcasts using the in-room tablet stocked with endless options. For those who prefer a shared experience, beem also offers a spacious group sauna where friends can unwind and recharge together.

As research continues to confirm the benefits of light therapy, beem Light Sauna stands at the forefront of preventive, restorative wellness. Clients report clearer skin, less soreness and renewed vitality, proof that when science and self-care align, the results shine. —Nicole Cormany, owner of beem® Light Sauna in North Scottsdale (www.beemlightsauna.com/ location/north-scottsdale)

The Rise of Eyelid Surgery and Its Impact on Arizona’s Healthcare Economy

The rise of high-definition video and longer working lives has brought new attention to the face we show the world, especially the eyes. That shift has helped fuel a nationwide surge in upper eyelid surgery, with CO₂ laser blepharoplasty emerging as a preferred option for patients seeking natural, noticeable results without stepping away from their responsibilities for too long.

Upper eyelid blepharoplasty targets excess skin that can make patients appear fatigued and, in some cases, interfere with peripheral vision. CO₂ laser technology has transformed that experience by allowing greater precision, reduced bleeding and faster healing than traditional techniques. Most procedures can be completed in an outpatient setting under local anesthesia, often in less than 30 minutes, enabling patients to return quickly to work and family life without the extended downtime historically associated with surgery.

For healthcare practices navigating today’s economic and regulatory pressures, that combination of patient appeal and efficiency represents an opportunity to reshape Arizona healthcare practices. Providers are contending with rising operating costs; declining reimbursements; and patients who expect highquality, convenient care. Within that context, CO₂ laser blepharoplasty stands out as a financially sustainable service line that can help stabilize and grow revenue.

Because it is predominantly a cash-pay procedure, typically priced between $3,000 and $5,000, it bypasses many of the administrative burdens that strain staff time and margins. There are no prior authorizations to chase and less exhaustive insurance documentation to generate. For many practices, adding even one or two procedures per week can materially strengthen financial performance, creating a reliable revenue stream less vulnerable to reimbursement cuts.

The implications extend beyond any single office. The growth of advanced aesthetic services plays into Arizona’s broader positioning in the national healthcare marketplace. As new residents relocate from across the country, they bring expectations for locally available aesthetic and medical services. When practices invest in CO₂ laser capabilities, they help ensure that patient demand — and patient spending — stays in-state, supporting outpatient surgery centers and skilled jobs while contributing to Arizona’s reputation as a destination for innovative, accessible care.

Demand for CO₂ laser blepharoplasty has also outpaced traditional training pathways. Despite growing interest, relatively few physicians have had the opportunity to build confidence and competence

performing this procedure consistently and at scale. Many residency programs offer limited exposure to eyelid surgery in outpatient, aesthetics-driven settings, leaving a gap between what patients are requesting and what many physicians feel fully prepared to deliver.

To bridge that gap, physicians from dermatology, ophthalmology, emergency medicine, primary care and other specialties are turning to targeted, hands-on education. One such option is a structured three-day CO₂ Laser Blepharoplasty Training Program offered at Arizona Eye Institute & Cosmetic Laser Center, an AAAHC-accredited, Medicare-certified outpatient facility in the Northwest Valley. The program combines live-surgery observation and consultations with practical guidance on case selection, safety and efficiency protocols, postoperative management, and practice-integration strategies. Participants receive a comprehensive clinical syllabus, curated procedural videos and essential marketing materials — tools designed not only to build clinical skill but also to help physicians incorporate the procedure effectively into their existing practice models.

The rise of CO₂ laser blepharoplasty reflects how modern medicine is evolving. Patients increasingly expect treatments that are effective yet minimally disruptive to their lives, while practices are searching for procedures that enhance patient satisfaction and reinforce financial stability. As Arizona’s healthcare sector responds, the integration of office-based, technology-forward procedures such as CO₂ laser blepharoplasty positions local providers for longterm success, supports the healthcare ecosystem and underscores the vitality of the state’s medical economy. Emilio M. Justo, M.D., a boardcertified ophthalmologist and founder of the Arizona Eye Institute & Cosmetic Laser Center (www.azeyeinstitute.com) in Phoenix

CO₂ Laser Blepharoplasty Training Program dremiliojusto.com/blepharoplasty

BEEM LIGHT SAUNA ILLUMINATES THE FUTURE OF PREVENTIVE WELLNESS

Photo courtesy of beem Light Sauna (left)

IS WHAT GIVES US PURPOSE HONOR

Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com

AI Is Transforming Home Inspections and the Real Estate Industry Is Next

The home inspection process has long been a bottleneck in real estate transactions. Despite its importance, it remains one of the most manual and fragmented steps in the homebuying journey. In an industry valued at more than $500 billion, the reliance on static PDFs and outdated reporting tools has created inefficiencies that affect inspectors, agents and buyers alike.

Artificial intelligence is now reshaping this landscape. New AI-powered platforms, such as Binsr Inspect, are enabling inspectors to capture voice and video documentation in real time, generate automated pricing estimates, and deliver dynamic insights that go far beyond traditional reports. Binsr Inspect’s tools reduce time spent on manual documentation and allow inspectors to focus on the inspection itself, improving speed, accuracy and transparency.

The ripple effects across the real estate industry are significant. Agents can respond to inspection findings faster, buyers gain a clearer understanding of property conditions, and homeowners benefit from more actionable data. This shift toward intelligent workflows is helping all parties make better-informed decisions while streamlining negotiations and post-inspection planning.

The rise of vertical SaaS platforms built around AI is also changing how innovation happens. Lean, focused teams, often composed of young engineers and local talent, are building infrastructure that rivals legacy systems. Binsr Inspect has three employees and is seeking to more than double its workforce in the next year. These platforms are not just modernizing legacy industries; they’re redefining what efficiency looks like in real estate.

As AI continues to evolve, its role in simplifying transactions, personalizing insights and supporting long-term homeownership will only grow. The transformation of home inspections is just the beginning. With tools that empower professionals and clarify the process for consumers, the future of real estate is becoming smarter, faster and more accessible. This evolution is being driven from places like Arizona, but its impact is national and it’s accelerating rapidly

—Mark Garcia, CEO and co-founder of Binsr Inspect (www.binsrinspect.com)

Human Expertise Improves AI Decision Quality

AI tools are valuable brainstorming partners, but sound decision analysis still requires a “human in the loop.” According to a peer-reviewed study in a recent issue of INFORMS journal Decision Analysis, generative AI can help define viable objectives for organizational and policy decision-making, but the overall quality of those objectives falls short unless humans intervene.

INFORMS is the world’s largest association for professionals and students in operations research, AI, analytics and data science and related disciplines. It serves as a global authority advancing cutting-edge practices and fostering an interdisciplinary community of innovation. The study, “ChatGPT vs. Experts: Can GenAI Develop High-Quality Organizational and Policy Objectives?” was authored by scientists from American University and Management Center Innsbruck.

The researchers compared objectives generated by GenAI tools — including GPT4o, Claude 3.7, Gemini 2.5 and Grok-2 — to objectives created by professional decision analysts in six previously published Decision Analysis studies. Each GenAI-generated set was rated across nine key criteria from valuefocused thinking (VFT), such as completeness, decomposability and redundancy.

They found that, while GenAI frequently produced individually reasonable objectives, the sets as a whole were incomplete, redundant and often included “means objectives” despite explicit instructions to avoid them. “In short, AI can list

what might matter, but it cannot yet distinguish what truly matters,” the authors wrote.

“Both lists are better than most individuals could create. However, neither list should be used for a quality decision analysis, as you should only include the fundamental objectives in explicitly evaluating alternatives,” says Ralph Keeney, a pioneer of value-focused thinking, in response to two AI-produced lists of objectives in the study.

To improve GenAI output, the researchers tested several prompting strategies, including chain-of-thought reasoning and expert critiqueand-revise methods. When both techniques were combined, the AI’s results significantly improved—producing smaller, more focused and more logically structured sets of objectives.

“Generative AI performs well on several criteria,” said the study authors. “But it still struggles with producing coherent and nonredundant sets of objectives. Human decision analysts are essential to refine and validate what the AI produces.”

The study authors added, “Our findings make clear that GenAI should augment, not replace, expert judgment. When humans and AI work together, they can leverage each other’s strengths for better decision making.”

The study concludes with a four-step hybrid model for decision-makers that integrates GenAI brainstorming with expert refinement to ensure the objectives used in analysis are essential, decomposable and complete. —Mike Hunter

INFORMS informs.org

Researchers at INFORMS, the world’s largest association for professionals and students in operations research, evaluated ChatGPT for generation of objectives and found “AI can list what might matter, but it cannot yet distinguish what truly matters.”

Trading on Tariffs

The Cost Impact of Doing Business across Borders

by RaeAnne Marsh

Most people understand that tariffs are not simply a cost tacked onto the final price of a product but permeate every step in the network of transactions that ultimately result in its reaching the market. As businesses throughout the supply chain and marketplace evaluate the challenges tariffs pose for them and calculate their response, we see differences not just in the choice of whether or not to absorb the extra costs but in accommodations that range from ultra-preparedness to changes in the way they do business.

Addressing this impact, In Business Magazine reached out to businesses in our community in varied economic sectors and varied points along a supply chain. Contributors are filling in the gaps in our understanding, some offering broad economic perspective and some sharing insights into changes they’ve made in their growth plans.

Trading on Tariffs

Trade Wars, Tariffs and Uncertainty: How New Federal Policies Are Rewriting the Rules for American Business

from John Mitman, Founder & CEO of Obodo Energy Partners

The economic cost of geopolitical maneuvering via tariffs and other trade policies is slow to translate to the marketplace, quietly arriving in quotes, invoices, shipping notices, supplier memos — until we are all forced to ask the question: “What is going on?” In recent years, U.S. trade tensions have escalated into a web of tariffs, import restrictions and regulatory hurdles that touch nearly every sector of American business through direct and indirect cost increases, whether in raw materials, manufacturing inputs or the technology we rely on to operate. For companies like mine, operating in the large-scale energy and infrastructure space, the current international trade climate is a daily operational challenge where we constantly juggle the risk-reward calculus on long-form contract commitments, especially when procurement is spread across many months. What once felt like distant political maneuvering has become a defining force in how we plan, price, source and deliver projects across the Southwest.

Leaders across the political spectrum understand the cost pressures we are facing. The bottom line drives every business, and trade policy is an undeniable variable that can change without warning. Whether you are developing commercial property, manufacturing goods, or running a retail operation, today’s trade environment directly shapes decisions about cost, timing and risk. These pressures continue to reshape how we interact with one another and how businesses plan for long-term growth.

As conditions grow more complicated, the focus has shifted from managing costs to navigating a regulatory landscape that often lacks predictability. Nowhere is this more evident than in one of the least predictable policy developments currently unfolding: the emerging Foreign Entities of Concern, or FEOC, restrictions. While these rules are a hot topic in the clean-energy tax credit community, their reach is far broader. Industries involved in manufacturing, electronics, telecommunications, industrial equipment and even software are now preparing for Treasury guidance that may determine whether their products can participate in federally supported programs. The core challenge is this: A product may be disqualified if even a small ownership interest within a global supply chain traces back to a designated FEOC country, the most prominent of which is China. In practice, a company may discover that an otherwise standard import has unexpectedly become a “bad good,” an (almost) impossible outcome to predict. The unfortunate reality is that the concerted offshoring effort following China’s entrée into the World Trade Organization in 2001 intentionally moved significant amounts of intellectual

property and manufacturing prowess overseas. In my view, a more gradual approach will be necessary as we work to rebuild domestic capacity and recover from decades of dependence on foreign production.

The result of these policies is greater volatility in pricing and availability. Where suppliers once offered variety, they now must balance cost competitiveness with the ability to deliver consistent pricing under shifting trade conditions. The FEOC framework adds another layer of uncertainty. Ownership structures across global supply chains are often opaque and can change quickly, and businesses are still awaiting detailed federal guidance on how compliance will be evaluated.

When Trade Policy Collides with the Market

Under stable policy conditions, sourcing equipment and materials is a refined practice; however, in today’s environment, it is a core risk management function. Companies operating on strategic margins cannot absorb unplanned tariff costs, import delays or sudden exclusion from federal programs. Many are transforming how they approach their pricing, legal and capital strategy. One example of the latter is bulk purchasing at designated rates in exchange for certainty.

The irony is difficult to ignore. At the same time our leaders call for economic expansion, technological advancement and infrastructure growth, federal policies intended to strengthen domestic industry have introduced new constraints that may slow or complicate progress.

Charting a Path Forward

Even with these challenges, I remain optimistic. American businesses have a long history of adapting to adversity, and our capacity to innovate has always been one of our greatest strengths. As we navigate this period of transition, I’m confident we can draw from our manufacturing roots while still engaging thoughtfully in the global economy. With clear planning and a willingness to adapt, we can move toward supply chains that are more resilient, more transparent and better aligned with our long-term economic goals.

John Mitman is the founder and CEO of Obodo Energy Partners, a leading provider of large-scale solar and energy infrastructure solutions headquartered in Tempe, and board president of AriSEIA, a trade organization representing solar, storage and electrification interests in Arizona. obodoenergy.com

Tariffs and Dentistry: How Policy Volatility Ripples through an Entire Industry from Matt Ellingson,

CEO of Swiss Biologic Dentistry

Tariffs can be useful when foreign governments subsidize products to undercut U.S. industries. In those cases, they can restore fair market conditions. However, what we’re seeing now looks far less like a targeted economic strategy. Today’s tariff environment is unpredictable, inconsistent and increasingly disconnected from any clear economic rationale. As a business owner, I can’t point to a single product and confidently state what tariff rate applies in any given week. And, because we’re not the importer, we often never see the tariff cost itself, only the downstream price increases. This uncertainty affects everyone in the chain, from importer to vendor to end consumer. As a result, tariffs shape both how we procure supplies and how we manage costs for patients.

Swiss Biologic Dentistry is a dental practice focused on ceramic implants and advanced restorative care, and a good portion of the materials and equipment we rely on are manufactured overseas, especially in Switzerland. While we prefer to buy American-made products, some dental

components are only made internationally, leaving us with no alternative. Every FDA-approved ceramic dental implant system available is manufactured in Switzerland, and each has seen double-digit cost increases over the past year as tariff volatility and global supply-chain pressures ripple through the market.

Now, a recent memorandum of understanding (www. bbc.com/news/articles/ce8zkrplpdyo) between the U.S. and Switzerland states that tariffs on Swiss goods would drop from 39% to 15%, but the deal is nonbinding and we will still be eating 15% price increases for no reason at all. And, given that tariff policy has shifted overnight in response to something as irrelevant as political ads from Canada, it’s difficult to count on any promised relief at all. Even American-made products are becoming more expensive. Domestic manufacturers depend on overseas machinery and specialty parts, and increased costs there get rolled into their goods. The result: Nearly every category of supply we use, from clinical materials to basic office essentials, has inched upward month after month.For consumers, tariffs function as a straight consumption tax. Increased costs get passed down until they ultimately land on the patient. We’ve limited price increases here because dental care is already expensive, but the pressure is constant.While most of our supplies have remained available, we’ve experienced disruptions in key components. One American company that produced the carbon-fiber screw used in our implants stopped manufacturing it. I cannot say definitively that tariffs were the cause but, because that screw would have been sold to the Swiss company that manufactures our system, retaliatory tariffs would have substantially increased its cost.We haven’t lost patients due to supply issues, but we have noticed a slowdown. Global tariff pressures reduce consumer buying power across the board. Dentistry tends to be more resilient than many industries, but even that resilience has limits. In the end, tariffs don’t punish producing countries. They punish the people who buy the goods — businesses, patients and households already feeling economic strain. If there is a strategic purpose behind the current tariff landscape, those of us in the dental industry are still waiting to see it.

Matt Ellingson is the CEO of Swiss Biologic Dentistry, where he champions a biologic and minimally invasive approach to oral health. Under his leadership, the practice is known for innovative, patient-first care and its commitment to safe, science-backed dentistry. swissbiologic.com

Trading on Tariffs

Grocers

Feel the Tariffs on Food – and on Getting That Food on the Shelves

from

Lisa Bednar, President of Arizona Food Marketing Alliance

The Arizona Food Marketing Alliance is a state trade nonprofit association for the retail food industry in Arizona. We represent food retailers (supermarkets, convenience stores and independents) and their suppliers in all areas that are impacted by state and federal legislatures.

Tariffs act like a tax on imports, so the landed cost of affected items (and in many cases the packaging or equipment used to sell them) raises the costs for imported foods and packaging, which creates tighter margins in an already extremely lean margin industry. This ultimately can cause increases in prices and changes in what products are available for consumers. The impact shows up fastest in import-heavy categories like produce, seafood, coffee, and packaged goods, and is especially challenging for companies that are already operating on thin margins.

Tariffs also add planning risk by making supply costs volatile and disrupting established global supply networks. When tariffs hit inputs like steel and aluminum, stores can see indirect impacts through higher prices for canned goods and store equipment, not just the food itself.

Beyond direct product costs, tariffs can influence transportation and refrigeration expenses by affecting the cost and availability of parts and equipment needed to maintain supply chain operations. These shifts impact how products are distributed, stored and kept safe for customer consumption — all critical to efficient retail operations and overall cost control.

Budgeting for groceries becomes harder for customers when tariff news leads to sudden price moves in staples like coffee, canned goods or key produce items. As imported items become more expensive, consumer demand often shifts toward domestic and private-label alternatives that can be priced more competitively. While Arizona has seen limited interruptions to our supply chain, on-again, off-again tariffs disrupt planning, amplifying the likelihood of supply gaps as trade becomes less predictable.

Our retail partners work diligently to ensure Arizona communities have access to the products they require and have adjusted pricing strategies as quickly as possible with targeted discounts, enhanced loyalty offers and promotional pricing focused on customer needs. All of which have a heavy cost for the industry. As always, our customers remain our top priority, and we remain committed to providing the products they rely on every time they shop with us.

Lisa Bednar is president of Arizona Food Marketing Alliance. Bringing her 20 years of experience at Hensley Beverage Company, Bednar has been in leadership positions at AFMA since 2022 and is the first female president in the organization’s 81-year history. afmaaz.org

Key Is Staying on Top of Changing Trade Conditions

from Steve Sanghi, CEO of Microchip Technology

It’s really too soon to comment on the full impact of tariffs as trade conditions continue to shift. Certainly, tariffs can present challenges by affecting the cost and availability of supplies and consumer confidence, and we are closely monitoring the evolving landscape. Microchip remains committed to minimizing the potential impact of tariffs through strategic inventory management, flexible global operations and open communication with customers. By proactively adapting to changing trade

conditions, we are working to maintain reliable product availability and competitive pricing as much as possible so that our customers can continue to innovate and succeed in their markets.

Steve Sanghi, CEO of Microchip Technology, has been a leader of Microchip for more than 30 years. microchip.com

The Ripple Effects of Tariffs Challenge Collaboration and Ingenuity

from Wendy Cohen, President & CEO of Kitchell Corporation

At Kitchell, we build, develop and manage projects across diverse sectors — from healthcare and higher education to municipal and mission-critical infrastructure. Every project we deliver depends on a complex global supply chain, with materials sourced from around the world. When tariffs are imposed on key construction materials, the effects ripple through that network — influencing costs, availability and delivery schedules. These shifts ultimately determine how far our clients’ budgets can go and how efficiently we can deliver.

As a Purchaser

Tariffs on commodities such as steel, aluminum, copper and manufactured components have introduced cost volatility across nearly every category of construction materials. When tariffs are levied, prices often rise sharply — not only because of the direct cost of the tariff, but because of secondary effects like constrained supply and speculative purchasing. Lead times for critical materials, from structural steel to light fixtures, can lengthen by weeks or even months.

At Kitchell, we’ve responded by adopting proactive procurement strategies. We lock in pricing earlier in the project cycle whenever possible, allowing us to hedge against potential cost increases. Our preconstruction teams continually broaden and diversify supplier networks, seeking alternatives that maintain both quality and schedule. Collaboration with trade partners has become even more essential — working together to anticipate market changes, share forecasts and identify substitutions that align with design intent. This foresight not only minimizes disruption but also supports a more resilient supply chain.

As a Vendor

From the contractor’s perspective, tariffs introduce another layer of challenge within an already tight cost structure. In a fixed-price contracting environment, there’s a limit to what can be absorbed before those increases must be shared with clients. This dynamic demands creativity, open communication

and trust between all project stakeholders.

We work hand in hand with owners, architects and engineers to identify solutions that maintain value without sacrificing performance. Sometimes that means exploring alternate materials or finishes. Other times, we adjust sequencing to delay certain purchases until market conditions stabilize. On occasion, we revisit design details to achieve similar outcomes with more readily available products. While these measures help manage cost exposure, the broader truth remains: Tariffs reduce purchasing power, meaning a client’s dollar doesn’t reach as far today as it once did.

Building Resilience through Collaboration

These challenges underscore the importance of early collaboration, transparency and agility — values that are core to how Kitchell operates. Tariffs serve as a reminder that global policy decisions have very real, local consequences. They influence what we build, how we build it and when we can deliver it. By fostering strong relationships with our clients, design partners and trade allies, we can adapt more effectively to these external pressures. Through strategic planning, thoughtful communication and continuous learning, we help ensure that even amid uncertainty, our projects move forward with purpose and precision. The ripple effect of tariffs may be global, but our response — grounded in collaboration and ingenuity — is distinctly Kitchell.

As president and CEO, Wendy Cohen leads the Kitchell Corporation, the holding enterprise of four independent operating companies: Kitchell Contractors Inc., Kitchell CEM, Kitchell Development Company and American Refrigeration Supplies. With nearly 30 years in the building industry, Cohen has worked in many aspects of the construction business: as a general contractor, construction manager, consultant and owner. kitchell.com

Trading on Tariffs

From Tariff to Table: Strains Felt in Restaurant Service and Concept Development

from Christopher Collins, Owner of Common Ground Culinary

Tariffs have had a significant and increasingly overwhelming presence in our day-to-day operations, affecting everything from costs of goods to our menu pricing all the way up to how we invest in future concepts and equipment. One of the most direct effects of tariffs is the higher food costs, which is something we have been battling since 2020. Many of our ingredients, such as cheeses, olives, oils, seafood, spices, pork and produce, are imported into the U.S. and have all taken a price increase over what were already inflated prices before 2025. I have reached a breaking point with our loyal customers to where I can no longer pass along these costs directly to the consumer and realize in real time our already thin profit margins are shrinking.

There has been a ripple effect on my customer purchasing trends: As dining out becomes more and more expensive, I have noticed guests dining out less often and changing their ordering habits. To manage these challenges, we have had to adapt and implement programs to attract price-conscious guests back into the restaurants by focusing on slower shifts and providing new valuedriven options. At several locations, we now offer all-night happy hour, half off bottles of wine, kids eat free and food/ drink features on certain days throughout the week to help offset slower foot traffic.

As we build our next concept, Cowboy Seafood, I have become acutely aware of the effects of tariffs on materials like steel, aluminum and electronic components that have increased my costs to build and acquire cooking equipment. I’ve had to make sacrifices on design and materials to help keep

my project within a manageable budget — while passing on new opportunities because the cost of entry is too high and the hope for profits too low. I have also come to realize it is not just those items made abroad but domestic brands have increased pricing as well, so now I am left with few choices to help offset other costs.

Overall, tariffs are amplifying cost pressure across nearly every front of our business, and managing this new and ever-changing landscape is my greatest challenge. I’m constantly trying to think outside the box with creativity and speed, but at the end of the day if pricing continues to strain our ability to run a successful business, then eventually our guests will be the ones to bear the burden. In the meantime, I’m steadfast in holding my prices as steady as possible and firmly believe if we do what is right for our guests now, then we will win the devotedness of our neighbors that will continue to support us for generations to come — all while patiently being optimistic that costs will temper and pricing across the board will stabilize.

Christopher Collins is a fourth-generation restaurateur and the founder and operator of Common Ground Culinary, whose current nine concepts include Collins Brothers Public House and The Macintosh. After graduating with honors from Boston University with a degree in hospitality management, Collins honed his craft working as both an executive chef and general manager for top restaurant brands nationwide. commongroundculinary.com

Construction Company Combats Uncertainty by Building Flexibility into Every Phase of Project Delivery

from Fred Bueler, Teammate Owner & Vice President of CHASSE Building Team

Tariffs continue to be a major point of discussion across the construction industry and, in a fast-growing state like Arizona, they shape how projects are priced, procured and delivered. As both a consumer of construction materials through our projects and a vendor serving clients, CHASSE is watching these developments closely and responding with proactive strategies to minimize disruptions and maintain project stability.

Stable Procurement but Higher Costs

CHASSE has not experienced significant disruptions in material procurement, which marks a major shift from the challenges of 2020–2024 when global shutdowns led to widespread delays and shortages. Supply chains today have proven to be far more reliable; however, we continue to monitor availability, pricing and lead times in anticipation of any potential volatility.

Where the industry is feeling some impact is in the costs. Construction relies heavily on materials such as steel, aluminum, copper, mechanical equipment, electrical components and roofing systems. Many of these are imported or sourced through global supply chains. When tariffs rise, the cost of these materials increases accordingly. Even a modest change in steel or electrical-equipment tariffs can create meaningful cost shifts across a $100-million project.

Industry reports project material costs to go up between 8.5% and 9.5% due to tariffs, while ultimately impacting the total project costs by 4% to 5%. While these are projections, the Associated General Contractors of Arizona reported in June a 2.3% year-over-year increase in non-residential material costs and services, driven in part by tariff pressures. Through that timeframe, not all tariffs had been set in place.

Availability Concerns, Yet Manageable

While we are not seeing material shortages like those experienced from 2020 through 2024, tariffs still carry the potential to tighten supply, lengthen production timelines or reduce inventory levels. On complex construction projects,

even one delayed component can disrupt sequences and impact multiple trades.

Fortunately, the industry is much more prepared today. Lessons from the pandemic strengthened procurement strategies, broadened supplier networks and improved forecasting. Any future availability challenges tied to tariffs are expected to be far more manageable than the disruptions experienced during the COVID-19 pandemic.

Vendor Perspective: Pricing, Risk and Client Relationships

When suppliers pass tariff-driven cost increases down the chain, contractors must work with owners to determine how these impacts will be absorbed or whether design or scope adjustments are needed. This requires strong collaboration between all parties and clear communication. Updated pricing through continuous estimating, early risk identification and value engineering all help the project teams navigate these potential changes. These are the same methods we all heavily relied on over the past five years to navigate a market of volatility, hyperinflation and supply chain disruptions.

While tariffs add some cost pressure, many owners may not yet be feeling the full impact. With some markets cooling, trade partners have become more competitive, bid participation has increased significantly and subcontractors are eager to fill their backlogs. This increased competitiveness is offsetting some tariff-related cost escalation, easing budget pressures even in uncertain times.

The Bottom Line: Tariffs Create Uncertainty, Not Instability

Tariffs introduce uncertainty, but they are not causing instability in our operations. They influence how we buy, how we plan and how we communicate. At CHASSE, success in this environment means staying informed, remaining agile, collaborating closely with partners and building flexibility into every phase of project delivery.

Arizona’s construction industry remains resilient. With proactive procurement, strong supplier relationships and transparent communication, CHASSE is well-positioned to continue delivering projects efficiently and responsibly, regardless of how global trade dynamics evolve.

Fred Bueler earned his Bachelor of Science in civil engineering at Arizona State University, and has been with employee-owned CHASSE Building Team since 2008. chasse.us

Trading on Tariffs

Absorbing Costs Despite Procurement Challenges from Tim Vasquez, Owner & President of Someburros

At Someburros, we’ve always believed that authentic, familyinspired Mexican food should be accessible to the communities we serve. Our recipes come directly from my Nana’s kitchen and, for nearly 40 years, we’ve centered our business around scratch-made dishes, fresh ingredients and genuine hospitality. As a family-owned restaurant group with 17 locations across Arizona, we feel a deep responsibility to uphold that standard for every guest who walks through our doors.

Because of this, we’ve approached the impact of tariffs with a very clear priority: Protect the guest experience first.

From a procurement standpoint, tariffs undeniably create challenges. We rely on consistent access to high-quality ingredients, from produce to proteins to key imported items that contribute to the traditional flavors our guests expect. Tariff-driven cost fluctuations make long-term planning more difficult, and at times have strained our supply chain with longer lead times or limited availability. As a company that prides itself on authenticity, “swapping out” ingredients or altering recipes to save on cost has never been an option we’d even consider. Our food is part of our identity. Compromising on quality or tradition would compromise who we are.

Instead, we’ve put significant effort into finding efficiencies elsewhere: strengthening relationships with local vendors when possible, improving internal systems and sharpening our forecasting to better navigate periods of volatility. These adjustments require time, creativity and ongoing commitment from our team, but they allow us to preserve the recipes and flavors our guests know and love.

From the business and pricing perspective, we’ve made a conscious choice to not pass tariff-related increases directly to our customers. Many businesses are struggling with rising costs, and price increases have become a common response. But our guests are the reason we continue to grow. They are families, students, teachers and local workers who choose Someburros because it feels like home. We’re mindful that any price changes affect the communities we serve, so we approach those decisions with the values that have shaped our brand since day one.

We recognize the financial pressure tariffs place on the restaurant industry, and it would be easy, even logical, to adjust our menu prices accordingly. For now, we have chosen a different path. We are absorbing these costs with the belief that maintaining affordability will strengthen long-term loyalty and help us continue expanding responsibly. Market share is earned through consistency, trust and community connection, and we believe the short-term challenges are worth the longterm benefit of being a brand our guests can rely on.

At Someburros, our guiding principle has always been to serve great food, take care of people and honor the community that has supported us for decades. Navigating tariffs is just one more opportunity to stay true to that mission, and to ensure that our growth never comes at the expense of the guests who made it possible.

Tim Vasquez is the owner and thirdgeneration restaurateur of Someburros. someburros.com

Tariffs Is One Element in a Complex Web of Decisions for Food Manufacturer

from Aaron Henderson, Board Member & CEO of Wisdom Natural Brands

Wisdom Natural Brands (makers of SweetLeaf Stevia) is a more than 40-year-old, family-owned business that helped pioneer stevia in the United States. WNB sources raw materials both domestically and internationally, including packaging components, across a portfolio of more than 90 SKUs. Our supply chain along with sales across channels like direct-to-consumer, retail, ingredient sales and international branded business creates a complex web of decisions. Add in that WNB acquired the Canadian honey company Drizzle in late 2024, which has added to the complexity.

However, we chose to look at tariffs differently and use them as an opportunity to evaluate a 40-year-old business through a different lens. We sat down and said first, the consumer is most important. We have loyal consumers but we must never take that for granted. What can get lost in the very loud tariff discussion is that inflation had been running rampant leading up to tariffs and this double hit impacting consumers did not give them many places to turn for relief. We committed to not raising pricing unless we absolutely had to. So far, we have not raised prices through 2025.

Once we established that mindset, we set out to renegotiate every one of our dozens of supplier and co-manufacturer agreements. We empowered our internal supply chain team to solve problems. It became a bit of a game among the team on how fast and how dramatically they could navigate this. This involved raw material costs, ordering patterns, production lead times, how we view inventory in a dramatically changing landscape, payment terms … on down the line. There was nothing we did not look at or evaluate. Many times along this path, we were offered what I viewed as raw materials that were not up to our expectations. We declined every single time. If anything, we pushed to find better suppliers and superior raw materials. The mantra of “consumer first” guides everything we are trying to do.

One of the biggest challenges we faced was on a particular organic raw material ingredient we use in a handful of products.

Due to a combination of tariffs and unrelated government regulations designed to support a particular U.S. business, we saw this ingredient cost rise more than 300% almost overnight. We had large retailer partners like Walmart and Whole Foods Market reach out inquiring how we planned to handle this and if they could count on us. Those are some tough conversations when the unknown is great. But we gave the only answer we could: “We have a commitment to our consumers and will figure it out.” We approached parallel paths to solve this. The first was to develop similar products using a completely different ingredient that is cutting edge but we think could be a strong value for the consumer in the future. We have this developed just in case. The second was to scour the globe for our existing organic ingredient. We had six months of inventory but, because it may take three months or more to get the raw material, we knew timing was tight. Finally, on a trip that one of my supply chain managers and I took, we sat with a long-time supplier of ours. He had never supplied us this organic ingredient before but agreed to use his contacts to see what he could find. Within a week, he found 100 metric tons (roughly, another year’s worth of inventory) for us at our existing cost. Sometimes, business is not about solving every problem forever but, instead, solving it to allow the dust to settle on the current challenge.

Once we felt secure in this supply chain process, we realized that we needed to fully commit to speaking to our consumers differently, with tariffs being just one catalyst for that. You see, COVID-19 really started this five-year time period of drastic change in the world, particularly in the United States. Consumers have changed how they eat out, how they spend money, where they place value, how health is viewed and even where they place their trust. We are in the midst of a complete overhaul of our branding, packaging and consumer engagement. We brought on a talented VP of Marketing to lead these efforts and have already had a record Black Friday / Cyber Monday sales period. We expect 2026 to be a year of exciting evolution for our brand. Business is never easy and tariffs will not be the last challenge we or others face. However, what a wonderful opportunity to work with a talented team that provides products that help consumers live a better life.

Aaron Henderson, Wisdom Natural Brands board member and CEO as of May 2025, has a long background in the consumer products space spanning more than 20 years. He is the first non-family member to run the business day to day — which happened to coincide with the largest tariff increase in roughly a century. wisdomnaturalbrands.com

is the founder of PurpleOwl in Scottsdale, which specializes in building custom software for small and medium-sized businesses. Purple Owl has been helping business owners across the country build software for nearly a decade. purpleowl.io

The Hidden Costs of Choosing the Wrong Software for Your Business

Using workflow tools can be counterproductive if not done correctly by Alex Radulovic

For organizations from small businesses to large companies, integrating new software is a major decision. Several things can go wrong, leading to software that doesn’t help or even makes things worse. Time and time again, a company will invest heavily in workflow software only to find employees frustrated, productivity flatlined, and significant time and money wasted.

Workflow software automates and streamlines a repeatable sequence of tasks, ensuring they are completed in the correct order. Most businesses invest in this software so their employees can focus on higher-value work. When used correctly, it increases efficiency, reduces costs and improves productivity by automating repetitive tasks. It can help businesses manage processes such as new-employee onboarding, tracking social media posts, managing gym attendance and more. However, despite the benefits, it can increase problems rather than solve them if it is not implemented correctly.

THE RISE OF WORKFLOW SOFTWARE

In today's world, businesses are constantly turning to automation and digital tools to reduce time and streamline processes. While workflow tools can transform operations, success depends less on the technology itself and more on how companies prepare for and implement it.

It has also gained popularity because it supports remote and hybrid work by providing a centralized system for managing processes, regardless of employees' locations.

Businesses often use project management tools such as Asana and Monday.com, as well as CRM systems such as HubSpot and Salesforce. Implementing this software can cost thousands of dollars, and, since every business has its own unique workflow and needs, they often want to integrate custom software to fill gaps or prefer it altogether. However,

this can be counterproductive if not done correctly. Integrating workflow software fails nearly 68% of the time. There’s a common misconception that this software can be implemented in the blink of an eye. Many business owners believe they can simply tell a software company what they want and it will be implemented, but the truth is it’s a lot more complicated than that.

Many people think that once this software is implemented, all their problems will be solved. However, it’s important to remember that software is a tool. It is there to help individuals do things, not to do things for individuals. When people say they’re going to get new software, they may think that as soon as it’s implemented, it will automatically adapt to their processes. It’s not going to do anything for them; they need to work with it.

Businesses need to spend a lot of time nailing down exactly what they want. Implementing software is supposed to save thousands of hours a year. But businesses need to invest a lot of time and commitment to implement it.

INCLUDE THE TEAM

Before even thinking about adding new software, businesses must discuss it with their employees. Software is often integrated in ways that don’t fit the company's workflow. Everyone who is going to utilize the new software needs to be included in the integration process, no matter how big or small the company is.

The last thing business leaders want is for the software to go live only for an employee in accounting to panic because the feature that lets her copy and paste has become a multi-hour task. Before deciding on software, it’s wise to ask her how much time it takes her to do that copying and pasting; perhaps it can be simplified to a new process that would take her only a couple of minutes.

While workflow tools can transform operations, success depends less on the technology itself and more on how companies prepare for and implement it.

Alex Radulovic

In fact, it’s wise to interview all members of the company. Ask them if something would be helpful and have them go into detail as to why or why not. Taking an hour to interview each person about their workflow may seem an extensive amount of time, but implementing the proper software that genuinely helps the employees will pay off in the long run.

It’s also important to include employees throughout the entire process. The process involves decision-making stakeholders. Talking to the software company about testing prototypes enables everyone to see how it works. Business leaders can miss crucial details when they don’t involve the entire team. The day it goes live, there should be no surprises for anyone.

KNOW THE BUSINESS’S WORKFLOW

Additionally, business leaders should know their company's workflow like the back of their hand before they even think about implementing software. That way, if things are happening simultaneously, they can find a way to simplify it.

Many companies implement software without a clear understanding of the workflow. When people integrate workflow systems, they need to recognize that while it may be automating one thing, other things may be happening or need to happen at the same time.

For example, if a construction company wants to roll out software to automate logging safety inspections, they need to ensure a process is in place for what happens after an issue is flagged. While the inspection reminders might run smoothly, the hazards would still go unaddressed because the follow-up tasks weren’t built into the workflow. If a business is relying on two different systems hand in hand, they will likely not be happy with the outcome; in fact, it can make tracking harder.

DATA QUALITY AND CHOOSING THE RIGHT SOFTWARE

Data quality is another common pitfall that can make or break the integration process. It’s crucial that all data is complete and in one place, with no duplicates. Every company starts implementing software with data first. No workflow system is going to fix bad data. It uses the data the business provides to help that business’s workflow. If a business does not have data, there’s no point in software.

It’s vital to not choose the wrong software. People often forget little details in software. It needs to match the team's complexity. For example, a gym might invest in a management platform that’s supposed to handle scheduling, billing and member communications. However, once it’s implemented, the staff may realize there’s no easy way for trainers to adjust class rosters. That missing feature may seem small, but it creates friction in daily operations.

When working with a software company, it’s important to change course as soon as it feels like things are not going right. The answer may be that the business doesn’t need software yet. The software should never be the first solution a business leader reaches for; it should be the right solution at the right time. Adding a new system can make things worse if the team is still figuring out workflows, responsibilities or data organization.

When implementing software, business leaders should think long-term: Don’t answer today's problem but rather the issue the business will face in three years. Making sure it's flexible will allow the software to change as the workflow and company evolve.

Software is like buying a car. When people buy a car, they can compare vehicles based on a million different things. But at the end of the day, they buy a new car because one thing on their old car keeps breaking and they don’t want to deal with it anymore. Software is the same. So, don’t think about the current problem. Think about the future and what will make the family happy or you’ll end up with the wrong car.

The Exception Code

Leadership development isn’t failing because leaders don’t care. It’s failing because most are leading by default. Caught between quarterly pressures, cultural fatigue and constant change, too many capable leaders are doing everything right and still watching engagement, innovation and loyalty slip through their fingers.

The Exception Code is for the ones who know there’s more to leadership than metrics, titles or optics. It’s for founders, executives and purpose-driven teams who want to build something that performs because it’s principled and keeps performing even when they’re not in the room.

The Exception Code: How to Make Culture, Retention, and Customer Loyalty Profitable by Leading Like No One Else

Johnathan Johannes

$29.99

Leadership Awake Press On shelves and online 272 pages

The Hidden YES

Customers don’t need more reasons to say “yes” — they need fewer reasons to say “no.”

Those in finance or insurance know this frustration all too well. Great products. Compelling offers. Yet still customers hesitate, delay, disappear. More often than not, the problem isn’t the pitch. It’s the invisible psychological barriers standing in their way.

Matt Sucha is one of the world’s top experts on consumer psychology in sales and communication. For the past decade, he has trained and advised the biggest brands in finance and insurance, helping them increase sales and conversions.

In The Hidden YES, he fuses this hands-on experience with decades of research in consumer psychology and behavioral economics. This book isn’t just theory. It’s a battle-tested blueprint to boost sales both online and in person.

On shelves and online 304 pages

The Winner’s Curse

Nobel Prize-winner Richard H. Thaler and rising-star economist Alex O. Imas explore the past, present and cutting-edge future in behavioral economics in The Winner’s Curse.

Why do people cooperate with one another when they have no obvious motivation to do so? Why do we hold on to possessions of little value? And why is the winner of an auction so often disappointed?

More than 30 years ago, Richard H. Thaler introduced readers to behavioral economics in his seminal Anomalies column, written with collaborators who included Daniel Kahneman and Amos Tversky. These provocative articles challenged the fundamental idea at the heart of economics that people are selfish, rational optimizers, and provided the foundation for what became behavioral economics. That was then.

The Winner’s Curse: Behavioral Economics Anomalies, Then and Now

Richard H. Thaler and Alex Imas $27.96 Simon & Schuster On shelves and online 352 pages

The Hidden YES: Decoding Consumer Psychology to Boost Sales in Finance and Insurance

Matt Sucha $28.99

Mindworx

Bryan Esarco, CPA, MST, CFE, CVA, CEPA is the vice president of Business Planning Solutions at UMB Bank. He is an experienced strategic advisor for Business Value Growth and Transition/Exit Planning with more than 25 years in public accounting and academic instruction.

Esarco has a Bachelor of Arts in accounting from Cardinal Stritch University in Milwaukee, Wisconsin, and a master’s in taxation from the University of Wisconsin-Milwaukee. umb.com

Business Exit Planning

How to prepare ahead of a sale

by Bryan Esarco

Selling a business is a significant milestone, both personally and financially — but it also takes a deliberate plan to maximize the sale proceeds and to prepare personally for the business exit. The more time business owners have in crafting and executing their business exit plans, the higher the probability they will achieve their desired outcomes. Understanding the different time factors and how to plan accordingly is crucial to a successful business exit.

WHAT ARE THE MORE COMMON TYPES OF BUSINESS EXIT PATHS?

Planning for a business exit is key to getting the most value and liquidity for the business. There are many different exit paths to consider:

1. Selling to an employee

2. Selling to a family member

3. Selling to a third party

4. Selling to an ESOP

Working with a team of financial advisors can help determine which of these options is best and how to best position it for sale based on when the owner plans to exit.

WHAT CAN A BUSINESS EXIT TEAM DO FOR AN OWNER?

A business exit team is a strategic benefit for many business owners. This team of advisors can act like the architects of a business plan, meaning they bring fresh eyes to identify strengths and weaknesses and help optimize and maximize a business’s full potential.

When an owner meets with a business exit team, they will first discuss goals for the business and the owner’s personal finances. This can include how much income the owner needs for retirement and considering the impacts of selling the business on meeting those financial goals. Having an end retirement savings goal with a team of trusted advisors helps define a destination, so owners can make the goals a reality.

WHAT TO DO 10 YEARS AHEAD OF A SALE?

According to the “2023 National State of Owner Readiness Report” conducted by the Exit Planning Institute, 75% of business owners would like to exit their businesses within the next 10 years. Understanding the end buyer is a crucial first step to maximizing the value of a business. Next is to aim to understand the true value of the business. Planning for a financial future during retirement years is the most important consideration in understanding how and when owners could sell their business.

Once the business owners have answered the first few questions about the business exit strategy, they will need to review the company financials. The strength and health of the business will greatly determine the value at which it can be sold.

A 10-year time horizon provides owners a chance to

strengthen any financial metrics or parts of the business that need attention, as well as plan how to minimize taxes at the time of business exit. The beauty of a long-time horizon and working with a full relationship team is that owners can access liquidity needed to continue growing the business before the intended sale — further maximizing the value ahead of an exit.

WHAT TO DO FIVE YEARS AHEAD OF A SALE?

Many of the questions above can still apply to the business if the owners are five years away from a sale. This is an important time to establish the leadership team for the next generation. A team with tenure who will stay with the business after it’s sold can be more attractive to a potential buyer than a team that is brand new and doesn’t fully understand the business.

Five years ahead of a sale is also a crucial time to ensure financials are solid and that a growth plan is in place. This is when owners can rely on a forecast, to know the business is strong going into a sale, as well as whether a sale would help meet anticipated retirement goals.

WHAT TO DO THREE YEARS AHEAD OF A SALE?

Three years ahead of a sale is mission-critical time. This is most likely the minimum amount of time required to put forth a solid plan to optimize the value of a business and after-tax proceeds. With a three-year-time horizon, owners can put quarterly or monthly goals in place to strengthen or grow the business to ensure they are efficiently positioned to sell.

Ultimately, it is important to work with a team of trusted advisors who can support owners through the different life cycles and time horizons for the sale of the business. With proactive planning at each phase, putting the business first and assembling the right collaborative team can help achieve both business and individual financial goals.

A 10-year time horizon provides owners a chance to strengthen any financial metrics or parts of the business that need attention, as well as plan how to minimize taxes at the time of business exit.

Why Legal Structures Matter

Protecting business and personal finances

by Blake Moscatello

Starting a business is exciting but it is also a legal commitment. One of the most overlooked decisions entrepreneurs make is choosing the right business entity when starting their company. That choice can determine whether personal assets — including one’s home, savings and investments — are safe if their business faces any legal troubles. Beyond the formation of a company, maintaining separation between personal and business finances and layering in insurance and legal reviews are critical steps to long-term protection.

Many entrepreneurs stumble into legal trouble because they underestimate the importance of formal processes. Skipping written agreements and relying on verbal promises often leads to disputes that are hard to resolve. Others fail to register their business correctly or ignore licensing requirements, exposing themselves to fines and penalties. Inconsistent record keeping, such as missing receipts or incomplete payroll documentation, can trigger tax issues and regulatory audits. Another frequent oversight is neglecting to update policies as the business evolves, leaving outdated terms that don’t reflect current operations. These gaps create vulnerabilities that can escalate into costly legal challenges.

Here’s how to build a strong legal foundation that grows as one’s business does.

WHY LEGAL STRUCTURES MATTER

A business entity isn’t just a formality but is a business’s first line of defense. Sole proprietorships may be simple, but they offer zero liability protection. If a business is sued, the owners’ personal assets can be on the line. Forming an LLC or corporation creates a legal barrier between personal and business obligations.

An LLC is often the go-to for small businesses because it combines flexibility with liability protection. Corporations, while more complex, can offer additional benefits like easier access to capital and structured governance. The key is understanding risk profile and growth plans based on the size and growth of the business.

AVOID PIERCING THE CORPORATE VEIL

Just forming an LLC or corporation isn’t enough to maintain the separation of personal and business finances. Courts can “pierce the corporate veil” if a business owner mixes their finances, leaving the owner personally liable for business expenses.

To avoid this, business owners should:

• Open separate bank accounts for business transactions

• Keep records clean by tracking expenses, invoices and payroll accurately

• Sign contracts in the business name, not the owner or employees

• Follow formalities like annual filings and meeting minutes if required

It’s important to think of entity as a shield. Every time a business blurs the lines, that shield is weakened. Treating a business like a distinct legal entity ensures that the business owner can preserve the protection they initially created.

COMBINING LEGAL PROTECTION WITH INSURANCE

Even with the right entity and clean records, lawsuits and accidents can happen, which is where insurance comes in. General liability coverage protects against claims like property damage or injury. Professional liability covers errors in services.

It is also important to pair insurance with periodic legal reviews, because as laws change so can a business.

Scheduling an annual check-in with a business attorney to update contracts, compliance practices and entity status can help keep one’s business safe. A layered approach, including legal structure, financial separation, insurance and reviews, creates a comprehensive protection plan that grows as one business does.

Building a business is about more than just revenue; it’s about resilience. By choosing the right entity, maintaining separation and reinforcing the shield with insurance and legal oversight, business owners can protect what matters most: their future.

Blake Moscatello has been helping businesses around the Valley as a lawyer for more than eight years, ensuring that they understand the importance of business planning, estate planning, asset protection and more. Since leaving the large firm where he practiced for six years to found his own firm, The Moscatello Group, in April of 2024, Moscatello has assisted families and businesses in business law practices to help them strengthen and grow. moscatellogroup.com

Social Impact

CornerStone Staffing: Building Stronger Communities, One Connection at a Time

CornerStone Staffing’s efforts reflect a consistent throughline: The company invests in organizations that uplift children, families and the workforce, mirroring its own role in helping people build stable, fulfilling futures. Its partnership with Phoenix Children’s Foundation remains a defining pillar of its Arizona presence, supporting pediatric care, research and family assistance programs for children undergoing treatment. Through financial contributions, volunteer activities, awareness campaigns and seasonal giving drives, CornerStone helps amplify the mission of one of the state’s most essential institutions.

Giving back is a natural extension of the company’s identity

by Tyler Butler

When CornerStone Staffing opened its doors in 1991, it was a modest, familyrun staffing agency in Fort Worth with a simple belief: Strong businesses are built on strong people. More than three decades later, that belief has grown into a companywide ethos, one that now stretches across 11 locations, 65 employees and a rapidly expanding presence in the Greater Phoenix region.

CornerStone entered the Phoenix market in 2020 at the request of a longtime client. What began as a strategic expansion quickly evolved into something deeper. As the company embedded itself in the Valley’s business landscape, it also began weaving itself into the fabric of the community.

“Community support is part of our identity at CornerStone Staffing,” says Jody Smith, president and owner. “Our partnership with Phoenix Children’s allows us to invest in the future of families across Arizona, and we are honored to play a small role in the extraordinary work they do every day.”

That partnership, now a cornerstone of the company’s local engagement, reflects a broader mission: to make a measurable and meaningful difference in the communities where CornerStone’s employees, clients and associates live and work. Its vision is ambitious yet grounded: a world where every child has access to lifesaving medical care, every family has support in times of crisis, and every adult has a pathway to meaningful employment.

Tyler Butler, a trailblazer in ESG and corporate citizenship, has led Fortune 500 sustainability programs, contributed to two IPOs and founded Collaboration for Good. With degrees from ASU, Boston College and Cornell, she writes for top publications and serves as head of Public Affairs for Phoenix Rising FC. collaborationforgood.com

Giving back became a natural extension of the company’s identity. As a staffing firm, CornerStone sees firsthand how health, stability and opportunity shape a person’s ability to thrive at work. Over time, those insights inspired the company to formalize its community engagement efforts, transforming goodwill into structured, sustainable programs. “Social responsibility is a buzzword of sorts,” says Chief Information Officer Debra Hill, “but we’ve always been passionate about giving back to the community we live and work in.” That passion led CornerStone to seek out local nonprofits in every market it enters, ensuring its presence benefits not just businesses and job seekers but the broader community ecosystem.

One of the most meaningful expressions of this commitment is Helping Hands of CornerStone, a 501(c)(3) foundation established in 2008 to support temporary associates and internal colleagues facing unexpected financial hardship. Funded through voluntary employee contributions and company donations, the foundation provides confidential, need-based assistance for crises ranging from medical emergencies to housing instability. The program is administered by an independent committee of CornerStone team members, ensuring fairness and integrity in every award. Helping Hands has become a powerful symbol of the company’s belief that community begins with the people we are closest to. Beyond internal support, CornerStone invests in causes that strengthen families, empower women and expand

opportunities for youth. Its philanthropic footprint includes financial contributions, volunteerism, advocacy and grantmaking. The company’s Colleague Charity Day program gives every employee a paid day each year to volunteer with the nonprofit of their choice, paired with a company donation to that organization. In 2025 alone, employees have supported more than 40 nonprofits, reflecting the diverse passions and commitments of the CornerStone team.

The company’s grantstyle initiatives further amplify its impact. CornerStone has sponsored the FC Dallas Foundation’s annual grants, supporting healthy, active lifestyles for underserved communities, and provided a “Homegrown Helper” gift benefiting children, families, and individuals with special needs. In Arizona, the company served as Presenting Sponsor of the Phoenix Business Journal’s 2025 Corporate Philanthropy & Nonprofit Business Summit, awarding a $5,000 unrestricted grant to L.I.F.E. (Lauren’s Institute for Education) to help build an inclusive playground for children with developmental disabilities. Earlier, in celebration of kits 25th anniversary, CornerStone launched a donation campaign supporting organizations such as Ladder Alliance and Dress for Success, helping women rebuild their lives and reenter the workforce with confidence.

As CornerStone Staffing continues to grow in Phoenix, its commitment to community remains unwavering. The company’s philanthropic model is rooted in purpose, guided by compassion and strengthened by the belief that when people thrive, businesses thrive. “Our responsibility is to support both,” Smith says. In a region defined by rapid growth and evolving needs, CornerStone is proving that a staffing firm can be more than a connector of talent; it can be a connector of hope, stability and opportunity.

CornerStone Staffing cornerstonestaffing.com

CornerStone Staffing seeks out local nonprofits in every market it enters, ensuring its presence benefits not just businesses and job seekers but the broader community ecosystem.

New Year, New Energy Savings

Annual reviews, on-site audits and custom energy strategies guide businesses toward smarter, more efficient operations

by Erin Thorburn

A new year marks a time for many to re-evaluate and establish new goals and businesses are no different. Often, companies make cost savings and increased profitability No. 1 on their list of resolutions. Knowing this, the SRP Business Solutions Program is designed to identify any inefficiencies and help midsize companies save — and not just at the beginning of the year.

MAXIMIZING REBATES THROUGH STRATEGIC ENERGY PLANNING

Making energy-efficient adjustments to lighting, HVAC and custom projects can lead to significant savings for businesses in virtually every industry. Midsize companies — those that use 300,000 kilowatt-hours or more of total energy annually — can qualify for up to $300,000 yearly in rebates under the SRP Business Solutions program.

But how does a company know if and when energy-efficient upgrades are needed?

This is where SRP’s Strategic Energy Managers (SEM) and SRP annual reviews come in. Every business is assigned a dedicated SEM for its SRP account. These “energy-efficiency ambassadors” conduct site visits, account audits, facility energy audits and custom energy reports.

Each time a new year begins, SEMs gear up to help midsize companies devise an energy-efficient strategy.

“Annual reviews are important in helping to identify seasonal demand spikes, highlight inefficiencies in HVAC, lighting and refrigeration systems,” says Shane Plein, SEM for SRP. “These insights allow businesses to plan upgrades and take advantage of SRP rebates.”

SHINING THE LIGHT ON THE MOST COMMON ENERGY INEFFICIENCIES

Plein mentions lighting as one of the ways businesses can benefit by becoming more energy efficient. The savings involved may surprise you! “LED lighting retrofits are huge,” he says. “Rebates typically range from 25 cents to 35 cents per watt reduced.”

Another inefficiency to snuff out? The way businesses handle their HVAC system. “We’ll have customers with business hours that end at 5 p.m. and their HVAC is running all night,” Plein says. “So, they are heating and cooling rooms that they don’t need to.”

Another annual energy saver can be addressing refrigeration, air conditioning and even air leaks (in the roof). Evaluating these areas is relatively low cost (or no cost at all), with an easy return, according to Plein.

SRP BUSINESS SOLUTIONS CATERS TO ALL INDUSTRIES

One aspect of the SRP Business Solutions program that Arizona customers appreciate most is it’s open to all industries. While Plein mainly works with hotels, golf courses and family entertainment businesses, he notes that SRP welcomes working with midsize companies in varying markets.

“SRP has a Custom Business Solutions Program that we can work with the business to specifically design projects unique to their operations,” Plein says.

ON-SITE AND READY TO HELP

For businesses looking to improve their energy efficiency and take advantage of maximum rebate options, SEMs are always available to help. While an annual review is a good jumping-off place, a business can call its dedicated SEM at any time for advice on how to save.

SEMs also make house calls. “We have a third-party company that handles the rebates specifically, and we can go in with them,” Plein explains.

Often, when on-site, an SEM may spot an area of energyefficiency improvement. “I’ll look up and see old-school lighting and say, ‘Hey, you guys ever thought about replacing that?’” Plein says.

In addition to going on-site and conducting annual reviews, Plein says businesses can also save with SRP’s Demand Response Program (DRP). Companies can get rebates for reducing energy consumption from the grid for brief periods throughout the year.

For SEMs, it always goes back to fostering relationships with the businesses they serve. “We’re always available to talk to the customer, see what they have going on and how we can help,” Plein says.

There is no cost to sign up for the SRP Business Solutions Plan. To learn more, visit Savewithsrpbiz.com

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.

Bruce Weber is founder, president and CEO at Weber Group. Weber brings more than 25 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is on strengthening organizations through strategic planning, leadership and board development. He is a BoardSource Certified Governance trainer and a graduate of the Smith School of Business, University of Maryland, College Park. webergroupaz.com

The Hidden Distractions of Leadership

How leaders lose focus and what it costs

by Bruce Weber

Leadership is often described as a role of vision, clarity and decisive action. Yet leaders face a constant stream of distractions that quietly erode their effectiveness. These distractions do not always look like interruptions; sometimes they appear as opportunities, competing priorities or the pressure to be everything to everyone. Over time, even the most capable leader can drift from strategic purpose toward reactive management. Understanding these distractions is the first step toward overcoming them.

URGENCY

One of the most persistent distractions in leadership is the weight of operational urgency. Leaders frequently find themselves pulled into day-to-day issues — staff conflicts, budget troubleshooting or last-minute logistics. Although these matters may feel important, they often divert attention from strategic priorities. When leaders become entrenched in operational firefighting, they inadvertently take on roles better suited for managers or functional specialists. The result is a narrowing of perspective: Instead of shaping the organization’s future, the leader becomes a responder to its present.

VALIDATION

Another subtle but powerful distraction lies in external validation. Leaders are often praised for being visible, responsive and engaged with multiple stakeholder groups. While relationship-building is essential, the pursuit of approval can become a trap. Requests for quick support, participation in external committees or involvement in community activities can multiply until they consume significant time and energy. When leaders chase affirmation rather than alignment, they risk losing sight of the organization’s true priorities.

TECHNOLOGY

Technology adds another layer of distraction. With constant emails, messages, notifications and virtual meetings, leaders are rarely afforded uninterrupted thinking time. Modern leadership has become synonymous with perpetual availability. The pressure to respond immediately can create a false sense of productivity, masking the absence of deeper reflection. Leaders who fail to protect focused strategic time find themselves overloaded with information yet starved of insight.

INTERNALIZING

Internal expectations also create distraction. Leaders often feel responsible for resolving interpersonal tensions, soothing anxieties and projecting confidence — even in uncertainty. This emotional labor can be draining and time-consuming. In environments where psychological safety is not fully cultivated, leaders may unintentionally function as mediators

or counselors rather than strategic guides. The distraction is not simply the time spent, but the cognitive load it carries.

TOO MUCH

Decision overload further complicates the leadership landscape. Leaders make countless decisions daily, and each choice — large or small — uses mental bandwidth. Without clear frameworks or delegation practices, leaders can fall into decision fatigue, reducing both the quality and pace of their thinking. Over time, they may default to familiar choices or defer decisions entirely, stalling progress and innovation.

DOUBTING MYSELF

Perhaps the most overlooked distraction is the leader’s own internal narrative. Self-doubt, fear of failure, and pressure to perform can create constant internal noise. Leaders may focus excessively on optics, reputation or comparison with peers. This inward attention distracts from outward purpose and diminishes the courage needed for bold, values-based action. These distractions carry real consequences. Organizations may lose momentum, staff may lack clarity, and strategic initiatives may languish unfinished. Yet distractions are not inevitable barriers — they are signals. They reveal where boundaries need strengthening, where systems require improvement and where leadership roles need clarity.

Effective leaders recognize that focus is a discipline, not a default. By prioritizing strategic thinking, delegating well, setting communication boundaries and cultivating reflective time, leaders can reclaim attention. In doing so, they create the conditions needed for clarity, innovation and meaningful impact.

Ultimately, leadership is not defined by how much a leader manages, but by how well the leader stays aligned with purpose. The ability to resist distraction is one of the quietest — and most powerful — forms of leadership.

How CX (Customer Experience) Can Combat Customer Churn

Businesses should note that CX doesn’t stop at customer service by

Matt Ream

In today’s hyper-competitive market, customer loyalty can’t be taken for granted. Even long-standing customers are quick to move on if their experience falls short of expectations. That reality makes customer experience (CX) one of the most powerful levers for reducing churn. By focusing on seamless interactions, personalized service and proactive support, businesses can transform retention rates and strengthen their bottom line.

WHY CX IS DIRECTLY TIED TO CHURN

Customer churn is the percentage of clients who stop using a product or service during a given timeframe. While it can happen for many reasons, one of the most common is a poor experience. In fact, studies show that more than half of customers will switch to a competitor after just one negative encounter. Nearly half have left brands they’d been loyal to for more than a year due to disappointing service. Those statistics highlight a truth every business leader should take seriously: A single misstep can undo years of relationship-building.

THE BUILDING BLOCKS OF A STRONG CUSTOMER EXPERIENCE

The foundations of effective CX are simple but nonnegotiable: speed, ease, responsiveness, consistency, relevance, transparency and personalization. Customers expect transactions to be seamless, communication to be clear and service to be responsive. Each one of these elements reinforces trust.

BEYOND THE BASICS: PAYMENTS AND PROCESSES

CX doesn’t stop at customer service — it extends into every corner of the journey, including payments and billing. One-third of consumers will abandon a service if it doesn’t include their preferred payment method, yet only 16% of companies offer more than three ways to pay. That gap represents a missed opportunity. Payment flexibility may not feel like a differentiator, but when customers can’t transact the way they want, they often take their business elsewhere, which is why many successful companies take advantage of billing management services. Another overlooked factor is involuntary churn, which occurs when customers unintentionally lose access due to issues like expired cards, insufficient funds or connectivity errors. This accounts for up to 40% of churn, yet nearly all of it is preventable with stronger billing operations. Proactive reminders, flexible retry systems and clear communication can resolve many of these issues before they lead to lost customers.

ADDRESSING PAIN POINTS ALONG THE CUSTOMER JOURNEY

The customer journey — awareness, consideration, conversion, retention and advocacy — is shaped by every touchpoint between a customer and a brand. Pain points at any

stage reduce loyalty and increase churn.

• Financial pain points include hidden fees or confusing billing systems.

• Productivity pain points stem from wasted time, such as redundant steps or too much back-and-forth in communication.

• Process pain points often involve inconsistency across channels or unclear instructions for self-service.

• Support pain points are perhaps the most damaging, with untimely responses or unanswered questions leaving customers frustrated.

Addressing these issues requires looking at CX holistically, rather than treating service as a silo.

PERSONALIZATION AND PROACTIVE SUPPORT BUILD LOYALTY

While eliminating pain points helps stop customers from leaving, going a step further with personalization can inspire them to stay. Tailoring communication, offers and support to individual needs makes customers feel valued, not just serviced. Proactive support — that is, reaching out before problems escalate — further reinforces trust.

CX AS A RETENTION STRATEGY

Retaining customers is significantly less costly than acquiring new ones, and loyal customers often spend more over time. By focusing on CX, businesses can reduce churn, improve retention and generate more consistent revenue. As important, satisfied customers become advocates, spreading positive word-of-mouth that strengthens the brand’s reputation.

PUTTING CX INTO PRACTICE

Building a CX strategy that combats churn requires both leadership commitment and practical steps:

• Review every stage of the customer journey to identify pain points.

• Expand payment options to meet customer preferences.

• Strengthen billing operations to prevent involuntary churn.

• Train employees to deliver fast, responsive and consistent service.

• Use data to personalize interactions and anticipate needs. These actions not only improve satisfaction but also reduce the likelihood that customers will look elsewhere.

Customer churn is an unavoidable reality in business, but the rate at which it happens can be controlled. By strengthening CX across every interaction — speed, ease, responsiveness, personalization and support — at-risk customers can be converted into long-term advocates. In the process, revenue is safeguarded but also a brand is built into one that customers trust, recommend and return to time and again.

The Seattle Times learned about involuntary churn the hard way. They discovered their paper couldn’t process payments and was causing 62% of their overall churn. They focused on creating a seamless payment experience and their involuntary churn rate went down by 25%.

CX IS THE KEY TO RETENTION

• More than 50% of customers will migrate to a competitor after just one bad CX.

• Forty-nine percent of people have abandoned more than 12 years of brand loyalty because of poor CX.

• One-third of consumers will abandon purchase decisions if their preferred payment method isn’t available.

• Nearly all involuntary churn could be lessened by improved billing practices. Matt Ream is the director of Product Marketing at BillingPlatform. With extensive experience in product marketing, particularly for B2B SaaS companies, Ream has a proven track record of establishing robust marketing foundations and positioning products as industry leaders. billingplatform.com

United Way. vsuw.org

Social Impact as a Business Strategy

How social media turns purpose into power by Mohana

Holloway

Social impact is no longer an optional add-on for brands — it is the determining factor behind reputation, recruitment and employee retention. In today’s world, social media functions as the modern stage where brand growth unfolds. It’s the first touchpoint where consumers see brand values come to life, which is integral when purpose is now a leading business differentiator.

THE ROLE OF SOCIAL MEDIA IN AMPLIFYING IMPACT

Social media transforms day-to-day work from local to global visibility by putting a company in a tangible, scalable and highly visible lens. It provides companies the ability to show, not just tell, how they meaningfully engage with their communities. It also reinforces the sentiment that social impact is a strategic advantage. Data shows that purpose-driven content drives stronger social media engagement: higher impressions, increased reach and repeated customer interactions.

Storytelling is at the core of these key interactions. Storytelling builds connection to a brand, and social media is transparent storytelling at scale. To truly cultivate a loyal audience, whether it’s new or repeat customers, authentic and raw tidbits are key. It enables a brand to uncover the “why” behind the work, creating a through-line and sense of tangibility for customers that embeds a company into the culture of the regions it serves.

TURNING PURPOSE INTO CONTENT

The strongest brands are finding simple and effective

ways to bring their social impact to life online. Key approaches include:

• Spotlight partnerships with nonprofit organizations that genuinely have a connection to a brand’s values. By partnering with nonprofits that have aligned social impact goals, corporations position themselves as strategic leaders, not only in business but also in partnership and philanthropy.

• Feature employees volunteering, mentoring or giving back. Consumers connect when they see real people. Going behind the scenes and sharing employee-led impact, including participation in philanthropic social media challenges or days of service, humanizes a brand and strengthens internal culture.

• Share stories of impact from customers or beneficiaries. Real voices, anecdotes and experiences demonstrate that a company’s efforts are making a measurable difference, amplifying positive brand perception.

FROM CAMPAIGNS TO COMMUNITY

The emerging era of business is all about connection, and social media sits at the heart of that. It’s no longer just a marketing platform; it is where brand trust is built, stories are shared and actions are seen. Brands that integrate purpose into both their strategy and their social media tactics will define the future of corporate growth. By showing impact, not just stating it, businesses can transform digital presence into real influence — becoming a leader in the community and cultivating an audience base that passionately supports their long-term success, in the digital landscape and beyond.

Storytelling builds connection to a brand, and social media is transparent storytelling at scale.

Mohana Holloway is the marketing specialist at Valley of the Sun

2025 Porsche Panamera 4 E-Hybrid

The Panamera 4 E-Hybrid is aimed squarely at the executive who wants a serene, high-content daily commute without giving up decisive performance. In typical Porsche fashion, the hybrid bits are there to serve the drive first and the spreadsheet second: silent departures, instant torque for on-ramps, and an easy glide down the 51 or the 101 before the twin-turbo V6 quietly joins the effort. Cabin execution is all business: clean sightlines, precise switchgear and a tech stack that stays out of the way until it’s needed. The ride is notably composed on broken Phoenix pavement, and the chassis carries itself with the kind of discipline that makes back-to-

Auto Care: Asset in Time

Time is the asset valued by employers and employees alike. And time is the benefit OOROO Auto brings the Phoenix corporate community through its mobile auto care services.

Enabling employers to offer convenient, on-site vehicle maintenance as a highly valued workplace benefit, OOROO at Work provides companies with a practical way to increase productivity, reduce schedule disruptions and enhance employee satisfaction.

“Expanding OOROO Auto’s mobile service to employer campuses and facilities is a natural extension of the quality care and convenience we’ve built our reputation on,” says Ron Artzi, director of Enterprise Services. “We’re helping employers give their team members something truly valuable: time. Time to stay productive at work or time to focus on what matters most outside of it.”

back meetings in Scottsdale and downtown feel less like a slog and more like a plan.

What is most noticeable is how seamless it all feels. The driver can pull away on electric power; merge with authority; settle into a calm, well-insulated cruise; then arrive with the same low heart rate as at the start. It’s quick when asked, discreet when not, and built with the long-haul durability and residuals that matter to buyers who view their cars as assets, not accessories. —Mike Hunter

porsche.com/usa

OOROO at Work makes this possible by sending ASEcertified technicians directly to employer campuses and facilities to perform routine vehicle maintenance while employees remain productive on the job. —Mike Hunter

OOROO Auto oorooauto.com

On the Level: The available Active Ride system can keep the body nearly level under hard braking and acceleration — and even subtly lift the car when a door is opened — prioritizing ride quality without blunting response.

MSRP (base): $117,000 Power (combined): 463 hp, approximately (twin-turbo V6 + e-motor)

Drivetrain: AWD

Transmission: 8-speed PDK 0–60 mph (mfr. est.): 3.9–4.0 sec, approximately

SASHIMI SALAD

Tuna, salmon and yellowtail over mixed green, cucumber and avocado, with ginger vinaigrette

$18

ROLL

Spicy krab mix, yellowtail, cucumber and avocado, topped with salmon, mango, mirin and scallions

$16.75

TEMPURA BENTO BOX

Includes a mix of shrimp and vegetable tempura with wokked vegetables, miso soup, cucumber salad and white rice

$15

Sushi Brokers: A Fresh Take on Business Dining

by Tessa Manning

In the heart of the Arcadia, Sushi Brokers Arcadia has carved out a niche as the go-to spot for professionals seeking a dining experience that balances speed, quality and style. With dishes ranging from classic rolls to lunch entrees, and modern décor equipped with TVs for a lunchtime game watch, Sushi Brokers Arcadia offers the perfect location for a quick lunch break, meeting spot or networking location.

Time is money, and Sushi Brokers Arcadia understands that. The lunch menu is designed with efficiency in mind, featuring dishes that are fresh, flavorful and served promptly. Bento boxes and signature rolls provide balanced options that satisfy without slowing you down, making it easy to return to the office energized and ready for the rest of the day. For those hosting clients, the presentation is as impressive as the taste, as every plate is a visual delight.

Sushi Brokers Arcadia’s offerings range from traditional favorites to inventive creations. Guests can choose a starter of Shishito Peppers or Chicken Lettuce Cups, or dive right in to their main course. The Spicy Tuna Roll delivers a classic kick with premium tuna and house-made spicy sauce, while the Hawaiian Roll is a showstopper, filled with spicy crab mix, yellowtail, cucumber and avocado, topped with salmon, mango and scallions. For a more complete lunch, the Lunch Bento Box includes a choice of five proteins, including Beef and Broccoli or Chicken Katsu,

steamed rice, wokked vegetables, cucumber salad and miso soup. Guests who aren’t sushi lovers can also find a new favorite with the popular Brokers Cheeseburger or Mango Chicken Salad.

The restaurateurs chose this location for its proximity to corporate offices in Downtown Phoenix and the nearby Arcadia neighborhood, aiming to create a space where professionals could connect over exceptional food. The décor reflects that vision: clean lines and warm tones foster a sense of calm amid the day’s hustle, while vibrant accents keep the energy high. This creative approach ensures the menu evolves with seasonal ingredients and global trends.

While Sushi Brokers shines during the midday rush, it’s equally appealing after hours. The lively bar scene and inventive twice-daily happy hour specials make it a natural choice for unwinding with colleagues or entertaining clients in a more relaxed setting. Whether it’s a quick bite between meetings or a celebratory dinner, Sushi Brokers Arcadia delivers an experience that’s as versatile as it is memorable.

Sushi Brokers Arcadia

4419 E. Indian School Rd., Phoenix (480) 515-5000 sushibrokers.com

Sushi Brokers also has locations in Scottsdale and Gilbert.

HAWAIIAN

Photos courtesy of Sushi Brokers

The Strategic Wardrobe: Why HighPerforming Women Are Outsourcing Their Closet to Elevate Their Influence

by the Fabulous DeAnna DuPree

You’ve built the business. You’ve secured the board seat. You’ve navigated mergers, signed the seven-figure contracts, and taken the mic on stages around the world. When you enter a room, the energy shifts — people pay attention not just because of your title but because you consistently deliver.

And yet, there’s a moment of friction that happens long before you ever greet your first meeting of the day.

You open your closet and pause.

It’s not that you lack clothing — your closet is full. But what you don’t see is the woman you are today. The woman who leads with certainty. Instead, you’re staring at a collage of past versions of yourself, impulse buys and “safe” outfits that dilute your presence.

This isn’t a vanity issue. For high-visibility women, it’s a bandwidth issue. And in a world where decision fatigue kills creativity, your closet has quietly become a drain.

The Cognitive Cost of ‘Getting

Dressed’

We talk often about male tech titans and their signature grey T-shirts — how they remove choices to protect their brainpower. But for women in leadership, the expectations are di erent. Your visual presence is scrutinized, interpreted and instantly tied to perceived competence.

To maintain a premium personal brand, the expectations are clear: variety, elegance, relevance and intention. But unless you have a stylist on call, holding that standard requires time and mental energy you simply don’t have.

And the emotional weight of a disorganized wardrobe is real. The micro-doubts creep in:

“Does this still fit?”

“Is this outdated?”

“Do I look like the woman they think I am?”

You deserve to start your day without that friction. You deserve a wardrobe that works as hard — and as intentionally — as you do.

Style Isn’t Vanity. It’s Visual Strategy.

We are living in a hyper-visual business landscape. People make judgments in seconds. On a panel, on a stage, in the boardroom — the woman who shows up with intentionality commands the room before she ever speaks.

This isn’t fashion for fashion’s sake. This is asset management.

A strategic wardrobe should do three things for a leader:

• Dress Your Brand: If you champion innovation but dress in outdated silhouettes, your presence and your message become misaligned.

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

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

We provide opportunities to connect, collaborate, and cultivate through our events each month.

Events are open to both members and guests. Check out our calendar at nawbophx.org and join us!

Take advantage of this great opportunity to connect — we can’t wait to see you there!

Joanna Horton McPherson NAWBO Phoenix President

Joanna Horton McPherson is a private advisor and master coach for thought leaders. She is president of NAWBO Phoenix, a speaker and six-time founder. As a coach, she provides expert training to confidently deliver transformative messages that build a following, drive business and change lives for the better. A graduate of Harvard University, McPherson has founded and led schools, nonprofits and businesses in the U.S. and abroad since 2005, and brings unique expertise as a professional actor and Buddhist meditation guide. To inspire the next generation of global leadership, she serves as a strategic advisor on several boards.

joannahortonmcpherson.com

Continued on page 2

For more infomation, visit www.nawbophx.org

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

• Amplify Your Authority: The right cut, fit and color act as silent anchors — reinforcing confidence and clarity before you say a word.

• Eliminate Decision-Fatigue: Your morning routine should be a runway into your day, not a negotiation.

The ‘Chief Style O cer’ Mindset

You outsource legal, financial and operational responsibilities without hesitation. So why are you still managing your most visible asset — your image — alone?

The most e ective leaders I work with are shifting from reactive shopping (the dreaded preconference panic spree) to proactive curation. They’re adopting what I call Style On Demand — the same level of support your business has in every other critical area.

Imagine this: It’s Monday morning. You’ve got a podcast interview, a team review and dinner with a potential investor. You’re not guessing or digging.

You open your digital lookbook.

The entire week is curated for you — aligned with your schedule, your body and the current season. The decisions are made. The impact is guaranteed.

That is Executive Presence on autopilot.

Curate. Refresh. Support

The Style On Demand system rests on three pillars:

Intentional Curation: Monthly lookbooks and targeted shopping lists designed around your actual lifestyle and calendar — not a fantasy version of your week.

Consistent Evolution: Quarterly closet refreshes that evolve with your brand, business and trajectory. Stagnant style signals stagnant thinking.

Real-Time Counsel: Unlimited access to expert styling support — so you never second-guess a high-stakes outfit again. It’s strategic insurance for your image.

The Return on Investment

I watch women step into this level of support and the ROI is immediate.

• When she clears the “closet fog,” she regains mental clarity.

• When she knows she looks the part, her posture shifts.

• Her voice lands di erently.

• She stops shrinking.

• She shows up — fully.

Deals move faster. Stages open wider. Opportunities multiply. She becomes unstoppable, not because of the clothes themselves but because her external presence finally matches the power she’s been carrying all along.

To the woman reading this who keeps saying she’ll “get her style together” when life slows down: Life isn’t slowing down. You’re only rising higher. You don’t need more time. You need a system. It’s time to step into the woman you’ve already become — every day, in every room, for every opportunity. Your closet is speaking. Let’s make sure she’s telling the right story.

The Fabulous DeAnna DuPree is a Personal Stylist and Image Strategist for highvisibility women. Through her signature Style On Demand white-glove service, she helps founders, executives, and speakers eliminate decision fatigue and build a visual brand that mirrors their success. deannadupree.com

O cers:

President

Joanna Horton McPherson

President Elect + Partnerships/Mentorship

Tish Times

Immediate Past President

Tanaha Hairston

Vice President + Director of Strategy and Development

Suzi Glover

Secretary

Jana Martin

Treasurer/Finance

Amy Foeller

Directors:

Marketing Director

Jenavi Kasper

Events + Operations Director

Gina Smith

Membership Director

Jessica Avignone

Sponsorship Co-Director

Monica May

Sponsorship Co-Director

Lisa Riley

NextGen Director

Kimberly Mitchell

Public Policy Director

Sarah Heeter

The Leadership Gap No One Talks About — And Why It’s Costing Founders Their Freedom

by Cari Kenzie, CEPA

Most founders don’t struggle because they’re unclear. They struggle because they’re carrying more than any one leader was ever meant to hold.

Ask any seasoned entrepreneur how they built their company and you’ll rarely hear a clean, linear story. You’ll hear about grit, ingenuity, instinct and the pressure of building something bigger than yourself. You’ll hear about doing whatever it took — because that’s what building required. But buried inside those stories is a far more consequential truth: Somewhere along the way, many founders stopped building a business and quietly became the business.

This is the part of entrepreneurship rarely examined in business media, yet it’s the dynamic I see most often when advising founders through the inflection points of scaling, succession and exit. Most aren’t actually struggling with strategy. They’re struggling with identity.

They’ve run the business brilliantly. But no one ever taught them how to evolve their leadership at the same pace as the organization they were building. And when that evolution lags — when the business outgrows the leadership structure anchoring it — the consequences show up everywhere.

Teams look to the founder for decisions that should belong elsewhere. Growth requires more e ort, not less. The company’s valuation stalls even as revenue climbs. And behind the scenes, the founder begins to feel a quiet tension: pride in what they’ve created mixed with fatigue from holding too much of it.

For women founders, this tension is even more pronounced. We often lead relationally. We build through connection, culture and presence. That becomes our strength — and, eventually, our sticking point. When your leadership is the stabilizing force of the business, stepping out feels impossible. And so, women do what they’ve been conditioned to do: They carry more. They adapt. They stretch. They stay longer than they intended because the alternative feels like abandoning something they love.

What’s often interpreted as burnout is, in truth, misalignment. A misalignment between who the founder has been and who the next chapter requires them to become.

Every founder I’ve worked with hits this moment in some form. I call it the Threshold. It’s the Mile 26.1 moment — the place where everything you’ve built collides with everything you haven’t yet allowed yourself to imagine. The place where the questions begin to shift. Where the future becomes harder to ignore. Where even the strongest leaders feel the tug between responsibility and desire.

And this is where the biggest misunderstanding about exit shows up.

Exit isn’t an end. It’s not even a transaction.

Exit is a leadership evolution.

It begins long before a sale is on the table. It begins the moment a founder starts asking, “What would it look like to lead di erently? To build a company that can grow without leaning on me? To create value that isn’t tied to my presence? To choose what comes next rather than feel forced into it?”

What many founders don’t realize is that the most transferable, valuable, and scalable businesses are built by leaders who stop operating inside the business and start leading above it. When that shift happens, everything changes. Decision-making speeds up. Teams become stronger. Pressure decreases. And the business becomes more attractive to buyers because the risk decreases the moment the founder stops being the central

operating system.

Yet strategy alone can’t create that shift. It begins internally, with a single reframing:

You are not the operator. You are the asset.

When founders begin leading from this truth, their entire approach to building and transitioning the business changes. They stop asking, “How do I get through this quarter?” and start asking, “What creates long-term, transferable value? What strengthens this company independent of me? What role am I uniquely meant to play — and what roles must I release?”

This is where exit readiness becomes far more than a plan. It becomes a design decision.

A founder who is exit-ready isn’t someone preparing to walk away tomorrow. She is someone who has built a company that o ers her choice. The choice to sell. The choice to scale. The choice to step into a di erent role. The choice to stay because she wants to, not because she has to.

And the truth that too few founders are told: Optionality is the highest form of freedom in business.

When I exited my own company, I learned firsthand what happens when a founder hasn’t disentangled her identity from the organization she built. I learned what it feels like to be deeply capable operationally but unprepared emotionally. I learned how easy it is to over-function, to hold too much, to believe the company can’t run without you — even when it can.

I also learned what becomes possible when a founder stops negotiating with herself, names what’s true, and builds an enterprise instead of a dependency.

This is the work I do now: helping founders evolve into the leaders their next chapter requires. Helping them create businesses that are scalable, valuable and transferable. Helping them step back without losing the culture they shaped. Helping them build legacies that don’t collapse the moment they step out of the room.

When this evolution happens — inside the leadership and the business — something powerful emerges. The founder returns to herself. The business becomes stronger than the founder’s capacity to carry it. And the future becomes something to design, not fear.

Because the real purpose of exit planning isn’t selling. It’s liberating the founder. It’s giving her the structure, support, and clarity to choose what she wants next.

It’s creating the conditions for wealth, legacy and freedom.

It’s honoring the truth behind the success: Founders don’t burn out from building. They burn out from holding what was never meant to be theirs alone.

We are entering a new era of leadership — one where founders are no longer praised for how much they can endure but for how intentionally they can design a company that thrives beyond them.

That’s the story I want more founders to hear.

And it’s the one I believe will change the future of women-led enterprise.

Cari Kenzie, CEPA, is the founder of KINZA. www.kinzacollective.com

What 50 Years of Closings Tells Us about Today’s Commercial Real Estate Market

by Monica May-Dunn

As Arizona Escrow & Financial approaches our 50th anniversary in 2026, I find myself in a unique position. From the closing table, we see commercial real estate transactions in their most granular detail — not just the headlines, but how deals actually get done. And right now, how deals get done is changing significantly.

Since founding AEF in 1976, we’ve facilitated thousands of transactions across every commercial sector. The market dynamics of late 2025 are creating ripple e ects that extend all the way to escrow, a ecting timelines, contract structures, and what it takes to successfully close a deal.

What We’re Seeing from the Escrow Side

The most noticeable change over the past 18 months has been the lengthening of escrow periods. According to Cushman & Wakefield’s Q3 2025 MarketBeat, Phoenix’s o ce vacancy rate reached 27.2%, while Colliers reports that industrial vacancy climbed to 10.1% after five consecutive quarterly increases. These aren’t just statistics; they translate

directly into how transactions unfold.

Lenders are conducting deeper due diligence, requesting additional documentation, and taking considerably longer to underwrite deals. What might have required a 30-day financing contingency three years ago now routinely needs 60 to 90 days.

Appraisal shortfalls are triggering renegotiations more frequently. When appraised values come in below purchase prices, buyers and sellers must return to the negotiating table. As the neutral intermediary, we facilitate these conversations and document amended terms or, when necessary, handle the dissolution of agreements.

For land and development deals, we’re now seeing 12- to 24-month escrow periods. These are timelines that would have been unthinkable just a few years ago. Buyers can’t close until entitlements are secured, and zoning and permit approvals are taking much longer than in previous market cycles.

The multifamily sector illustrates these challenges particularly well.

According to Kidder Mathews’ Q3 2025 report, Phoenix’s multifamily vacancy rate increased to 11.6%, with asking rents falling 2% year-over-year. Matthews Real Estate reports that Phoenix absorbed 4,600 units in Q3 2025 alone, demonstrating strong demand, but 6,500 units were delivered in the same period, keeping supply ahead of absorption.

This supply-demand imbalance a ects how deals are structured. Contracts now include far more contingencies than during the heated market of 2021-2022: financing contingencies, extended inspection periods, due diligence extensions, zoning approval contingencies, environmental assessment periods. Each contingency represents complexity in managing the escrow process and ensuring all parties fulfill their obligations.

Sector-Specific Observations

Di erent property types are experiencing distinct challenges at closing:

• Retail has been the most stable sector from an escrow perspective. Retail transactions typically proceed more smoothly than other commercial sectors right now, with fewer financing complications and shorter escrow periods.

• Industrial deals require more patience than in recent years. Buyers are being more selective, focusing on well-located assets in proven logistics corridors.

• Office transactions present the most complexity. Beyond the 27.2% vacancy rate, we’re seeing increased interest in office-toresidential conversions, which create unique escrow challenges given the complexity of entitlement changes and construction financing structures.

• Multifamily deals require sophisticated parties willing to take longerterm views. Despite near-term vacancy pressures, industry forecasts from CBRE suggest that as construction pipelines moderate, the market should see gradual stabilization through 2026.

Practical Guidance for Transactions in 2026

Based on what we’re observing from the escrow side, I o er these recommendations:

• Build longer escrow periods into contracts from the outset. Don’t assume historical timelines will apply. A 45-day escrow that would have been standard three years ago may now require 75 to 90 days or more. Setting realistic expectations prevents frustration and failed deadlines.

• Include comprehensive appraisal and permitting contingencies. Well-drafted contingencies don’t kill deals; they provide the flexibility needed to navigate complications when they arise.

• Prepare for extensive due diligence. Buyers are conducting deeper investigations, and lenders require more documentation and analysis. Sellers should anticipate more information requests and longer evaluation periods.

• Work with experienced commercial escrow professionals. The complexity of today’s transactions demands expertise. Not all escrow companies regularly handle commercial deals, and the learning curve is steep.

What Arizona Escrow & Financial Does

For nearly fi ve decades, we’ve specialized in transactions that require particular expertise and attention. While we handle commercial real estate of all types, our capabilities extend well beyond traditional property transfers.

We facilitate business sales — from small local operations to multimillion-dollar enterprises. We handle vacant land transactions where zoning uncertainties create unique challenges. We manage combination sales involving both personal property and commercial real estate.

Our SBA approval for commercial lending escrows enables us to handle 504 and 7(a) loans, financing tools that help entrepreneurs acquire and grow businesses. We manage holding and disbursement accounts, facilitate liquor license transfers, and handle stock sales and LLC membership interest transactions.

The depth of experience extends throughout our organization. Olivia Limon, escrow administrator with 20 years at AEF, works closely with attorneys, fiduciaries, lenders and investors on specialized services ranging from holding and disbursement accounts to facilitating private purchases of high-value items like classic cars, boats and artwork.

When I reflect on our record-breaking years in 2022, 2023 and 2024, I think about the countless ways our team went above and beyond to close complex transactions under pressure. As our President Annette Anderson noted, the relationship our team shares is incomparable, and their ability to work together to assist clients in achieving their goals is unwavering. Escrow o cers like Darci Finsterwalder, Bobby Uhl and Nicole Steele have earned recognition for their professionalism and ability to navigate challenging situations with grace and expertise.

Looking toward Our 50th Anniversary

What strikes me most as we approach this milestone is how the fundamentals of our business remain constant even as market conditions shift. Whether in boom times or challenging markets, parties need a trusted, neutral intermediary to facilitate significant transactions.

The market dynamics of late 2025 and into 2026 are creating a more deliberate, thoughtful transaction environment. Yes, deals take longer and require more expertise to navigate, but they’re also more carefully structured and thoroughly vetted. Arizona’s fundamental strengths remain compelling: steady population growth, diverse economic sectors, and continued business expansion. The parties who approach this market with patience and preparation aren’t just surviving; they’re positioning themselves for success as conditions stabilize.

Phoenix continues to attract businesses and individuals seeking opportunity and quality of life. The transactions we facilitate today are building Arizona’s economic future, whether it’s a business changing hands, a commercial property development anchoring neighborhood revitalization, or an industrial facility strengthening supply chain resilience.

That’s what 50 years really means: five decades of facilitating Arizona’s growth, one transaction at a time. While 2026 may demand more time and expertise to navigate successfully, the ultimate outcome remains the same: helping parties complete transactions that move Arizona forward.

Monica May-Dunn is CEO of Arizona Escrow & Financial Corporation, Arizona’s largest independent escrow company. She has more than three decades of experience in commercial escrow and completed the Fintech Frameworks, Applications, and Strategies course at UC Berkeley. She was named one of AZRE Magazine’s “Most Influential Women in Commercial Real Estate 2024” and received the NAWBO 2025 Phoenix Legacy Builder accolade. Arizona Escrow & Financial is located at 5353 N. 16th St., Suite 110, Phoenix, AZ 85016. arizonaescrow.com

Putting Your Oxygen Mask on First

Why Working Professionals Need Respite Care for Aging Parents before Burnout

by Kimberly Mitchell

Most of us have that one moment we never forget. For me, it was sitting in my car with my laptop open, juggling calls from my kids, my parents and my team while trying to advocate for an aging family member who lived across the ocean from me and had just fallen home. I remember thinking, “This is not sustainable. For anyone.”

If you are a working professional caring for an aging parent, you probably know that feeling. You answer emails from waiting rooms, take calls from the car and squeeze pharmacy runs between meetings.

That is where respite care comes in. It is not a luxury. It is a way to keep both you and your parents safer over time.

The Invisible Job So Many Professionals Are Doing

Caregiving is a labor of love, and it is also an extra job that rarely shows on a calendar. You manage medications and appointments, keep an eye on safety, handle meals and paperwork, and try to be emotionally present, all while maintaining a career or running a business. What begins as helping out quickly becomes a second shift that never fully ends.

Over time, the strain accumulates. You show up for everyone else, but there is less and less left for you. When the caregiver breaks down, the whole family feels it.

What Respite Care Really Is

Respite care is a planned break from caregiving so the primary caregiver can rest, work or recharge while the person receiving care is still supported. It does not replace family love. It supports it.

Respite can be a professional caregiver in the home, an adult day program or a short stay in a care community. The shape is flexible. The purpose is simple. You get time to breathe, and your parent continues to receive consistent care.

Respite care is not giving up and it is not abandoning your parents. It is not something to save for a crisis. In my work in non-medical home care in the Phoenix area, respite often looks like a few hours of help on the busiest days so Mom is not alone in the bathroom or kitchen, or morning help so Dad can shower and dress safely, or short-term overnight care after a hospital stay so families can sleep.

The Cost of Waiting Too Long

Many families delay asking for help. They tell themselves this season will calm down or that they should be able to manage alone. By the time they reach out, there has often been a fall, a wandering scare or weeks of broken sleep and frayed tempers.

At that point, choices narrow. Decisions are made quickly and under stress. The parent may need more care than before, and the caregiver may be exhausted, ill or struggling at work. It feels reactive rather than thoughtful.

In business, we would never run a company that way. We plan for growth, build backup systems and protect key people. Respite care is one of the simplest ways to bring that same planning mindset into family life.

Practical Ways to Put Your Mask on First

Begin with honest conversations. Talk with your parents and siblings now about what staying at home really means as needs change. Ask what your parents hope for if they can no longer drive, manage medications or bathe safely on their own, and share clearly what you can and cannot do alone.

Clarify your non-negotiables. You are allowed to have boundaries and still be a loving caregiver. Think about what you need to stay healthy and keep your work or business stable, such as regular sleep, some protected family time or a few hours of focused work most days. Those needs help you see where respite support would make the biggest di erence.

Build a small support team. Respite does not have to mean 24-hour care. It might be a sibling who takes some weekends, a neighbor who checks in, a faith group that helps with meals or rides, and a trusted home care agency that sends trained caregivers for a few hours a week. At Home With Help, our caregivers provide non-medical services such as personal care, bathing assistance, meal preparation, light housekeeping, dementia support and companionship, all with the goal of keeping seniors safe and comfortable at home while families get breathing room.

The Emotional Hurdle of Guilt

Guilt is a quiet companion for many caregivers. They remember what their parents did for them and feel that asking for help means they are not doing enough. They wonder if a truly devoted son or daughter would simply try harder.

Here is the truth: You are not seeking respite because you love your parents less. You are seeking respite because you want them to have steady, safe care from a caregiver who is present and rested, not from someone who is running on empty. You are saying that their well-being matters and that your health matters, too.

A Loving Nudge to the Responsible One

If you are the person everyone relies on, the oldest daughter, the problem solver, the business owner, the dependable sibling, consider this a gentle nudge. You do not need to wait until you are crying in a parking lot between meetings to ask for help.

You are allowed to design a care plan the way you design a business plan. You are allowed to invest in support the way you invest in training or sta . You are allowed to put your own oxygen mask on first, not because you are more important but because everyone is safer when you can breathe.

Your parents deserve care that is steady and dignified. You deserve a life that is sustainable and whole. Respite care is one of the few tools that serves both.

Kimberly Mitchell is owner and president of Home With Help. homewithhelp.net

Top Valley venues, hotels and unique ideas for holding the best meetings and conventions here

Meetings & Conventions Means Meeting People: Handshakes Speak for You

Some handshakes will hurt your influence

by Stacey Hanke

Have you ever wondered what your handshake says about you? Your handshake is like your business card. It conveys your confidence, credibility and influence without a single word being spoken. Studies have shown this one simple gesture can enhance a social situation and make a positive impact on others.

In our culture, a handshake accompanies almost every introduction and initiates many conversations. It sets the tone for new relationships by signaling others of your integrity. People often admit to judging others based on this small gesture. Because of this, The Journal of Personality and Social Psychology encourages everyone to pay attention to their handshake as it has found significant consistencies in a firm handshake and a positive first impression.

Perfecting the Perfect Handshake

Practice the perfect handshake first by seeking feedback on yours. Ask someone you trust to help identify areas of opportunity. Then practice it on others to solicit feedback and more guidance until you’ve mastered the art.

Some keys to the perfect handshake:

Anticipate the handshake. Ensure your hand is free, out of your pocket and not holding onto any items. Switching hands to shake is distracting and awkward.

• Use your right hand. Even if you’re a leftie, our culture dictates right-handed handshakes as key.

• Maintain a strong, confident posture. Remain upright and refrain from leaning. If necessary, take a step toward the person with whom you’re greeting. If you’re seated upon meeting someone,

About Our Guide

stand up before shaking their hand. This signifies respect to the person you’re meeting.

• Make intentional eye contact as you greet the other person. Once your hand makes a connection, ensure your eyes connect, too. Use a kind greeting such as “nice to meet you” or “great to see you again.” Incorporate their name with your greeting to help better solidify your introduction. This interaction trifecta will warm up anyone with whom you connect.

• Remain firm throughout the handshake. Grasp the other person’s hand with a firm grip without squeezing. Maintain the grip for two seconds before releasing. Don’t allow your hand to fall limp upon the initial grip.

• Shake from your elbow, not your wrist. Two or three pumps will do. Any more and your partner will begin to feel uncomfortable.

You want to be so confident in your handshake style that it is second nature. Seeking feedback and frequent practice will help solidify your good habits, so you can concentrate more on meeting the person and less on the impression you’re making. The more comfortable you become, the more confidence you’ll convey.

Stacey Hanke is the founder and communication expert of Stacey Hanke Inc. (staceyhankeinc.com). She is the author of Influence Redefined: Be the Leader You Were Meant to Be, Monday to Monday and Yes You Can! Everything You Need From A to Z to Influence Others to Take Action. Hanke and her team have delivered thousands of presentations and workshops for leaders of Fortune 500 companies, including Coca-Cola, Nationwide, FedEx, Kohl’s and AbbVie.

We hope you will enjoy this comprehensive compilation of the Valley’s top sites for business events, conventions and meetings. Our Valley is home to some of the best properties, with state-of-the-art technology and facilities to ensure the success of your next great event. In Business Magazine has compiled this guide so companies can compare amenities and make choices for their local events. This guide will be online at www.inbusinessphx.com for a full year.

Conference Centers

Black Canyon Conference Center

9440 N. 25th Ave. Phoenix, AZ 85021 (602) 944-0569

blackcanyonconferencecenter.com

Desert Willow Conference Center

4340 E. Cotton Center Blvd. Phoenix, AZ 85040 (602) 431-0001

desertwillowconferencecenter.com

Glendale Civic Center

5750 W. Glenn Dr. Glendale, AZ 85301 (623) 930-4300

glendaleciviccenter.com

Mesa Convention Center

263 N. Center St. Mesa, AZ 85201 (480) 644-2178

mesaconventioncenter.com

Phoenix Convention Center

100 N. 3rd St. Phoenix, AZ 85004 (602) 262-6225

phoenixconventioncenter.com

Poco Diablo Resort & Conference Center

1752 Arizona 179 Sedona, AZ 86336 (928) 282-7333

pocodiablo.com

Experience Scottsdale

4343 N. Scottsdale Rd., Suite 70 Scottsdale, AZ 85251 (480) 421-1004

experiencescottsdale.com

Glendale Convention & Visitors Bureau

9494 W. Maryland Ave., Third Floor Glendale, AZ 85305 (623) 930-4500

visitglendale.com

Greater Phoenix Convention & Visitors Bureau 125 N. 2nd St. Phoenix, AZ 85004 (602) 254-6500

visitphoenix.com

Tempe Tourism Office

222 S. Mill Avenue, Suite 120 Tempe, AZ 85281 (480) 894-8158 tempetourism.com

visitmesa.com

Hotels

AC Hotel & Element by Westin Norterra 25100 N. 22nd Lane Phoenix, AZ 85085 (602) 837-2510 marriott.com/en-us/hotels/phxhc-achotel-phoenix-north-norterra/overview

Caesars Republic Scottsdale 4747 N. Goldwater Blvd. Scottsdale, AZ 85251 (480) 903-4747 caesarsrepublicscottsdale.com

Camby Hotel 2401 E. Camelback Rd. Phoenix, AZ 85016 (602) 468-0700 thecamby.com

Chaparral Suites Hotel Scottsdale 5001 N. Scottsdale Rd. Scottsdale, AZ 85250 (480) 949-1414 chaparralsuites.com

Courtyard Scottsdale Old Town 3311 N. Scottsdale Rd. Scottsdale, AZ 85250 (480) 429-7785 marriott.com

Crowne Plaza Hotel Phoenix – Airport 4300 E. Washington St. Phoenix, AZ 85034 (602) 273-7778 crowneplazaphx.com

Delta Hotels Phoenix Mesa 4300 E. Washington St. Phoenix, AZ 85034 (480) 898-8300 https://www.marriott.com/en-us/hotels/ phxde-delta-hotels-phoenix-mesa/

Doubletree by Hilton Chandler 7475 W. Chandler Blvd. Chandler, AZ 85226 (480) 961-4444 chandlersouthgatehotel.com

Hotels (con’t)

DoubleTree by Hilton Hotel Phoenix Tempe

2100 S. Priest Dr. Tempe, AZ 85282 (480) 967-1441

hilton.com

DoubleTree Suites by Hilton Phoenix

320 N. 44th St. Phoenix, AZ 85008 (602) 225-0500

doubletreephoenix.com

Embassy Suites by Hilton Phoenix Biltmore

2630 E. Camelback Rd. Phoenix, AZ 85016 (602) 955-3992 hilton.com

Embassy Suites Hotel Phoenix-Tempe 4400 S. Rural Rd. Tempe, AZ 85282 (480) 897-7444 hilton.com

Four Points by Sheraton North 2532 W. Peoria Ave. Phoenix, AZ 85029 (602) 943-2341 four-points.marriott.com

Hilton Phoenix/Mesa 1011 W. Holmes Ave. Mesa, AZ 85210 (480) 833-5555 hilton.com

Hotel Palomar Phoenix, A Kimpton Hotel 2 E. Jefferson St. Phoenix, AZ 85004 (602) 253-6633

hotelpalomar-phoenix.com

Hotel Valley Ho 6850 E. Main St. Scottsdale, AZ 85251 (480) 376-2600 hotelvalleyho.com

Hyatt Regency Phoenix 122 N. 2nd St. Phoenix, AZ 85004 (602) 252-1234 phoenix.hyatt.com

Omni Tempe Hotel at ASU 7 E. University Dr. Tempe, AZ 85281 (602) 794-8600 omnihotels.com/hotels/tempe-asu

Phoenix Airport Marriott 1101 N. 44th St. Phoenix, AZ 85008 (602) 273-7373

Renaissance Phoenix Downtown Hotel 100 N. 1st Street Phoenix, AZ 85004 (602) 333-0000 marriott.com

Renaissance Phoenix Glendale Hotel & Spa

9495 W. Coyotes Blvd. Glendale, AZ 85305 (623) 937-3700

How High-Performance Organizations Make Meetings Effective

Tip 1: Set clear expectations for all meetings.

Meeting norms, ground rules, guidelines — these set the foundation for building an effective meeting habit. They often include things like use of an agenda and keeping meetings on time. Whatever your rules, the leadership team must follow them. The way the leadership group meets sets the real standard everyone else follows. J. Elise Keith, co-founder of Lucid Meetings (www.lucidmeetings.com) and author of Where the Action Is: The Meetings That Make or Break Your Organization

Hotels (con’t)

Scottsdale Marriott Suites Old Town

7325 E. 3rd Ave. Scottsdale, AZ 85251 (480) 945-1550

marriott.com

Sheraton Crescent Hotel

2620 W. Dunlap Ave. Phoenix, AZ 85021 (602) 943-8200

sheratoncrescent.com

Sheraton Grand Phoenix

340 N. 3rd St. Phoenix, AZ 85004 (602) 262-2500 sheratonphoenixdowntown.com

Sheraton Mesa Hotel at Wrigleyville West 860 N. Riverview Mesa, AZ 85201 (480) 664-1221

https://www.marriott.com/en-us/ hotels/phxww-sheraton-mesa-hotel-atwrigleyville-west

Sheraton Phoenix Airport Hotel – Tempe 1600 S. 52nd St. Tempe, AZ 85281 (480) 967-6600

sheratonphoenixairport.com

Windemere Hotel & Conference Center

5750 E. Main St. Mesa, AZ 85205 (480) 985-3600

windemerehotelmesa.com

Wyndham Garden Phoenix Midtown 3600 N. 2nd Ave. Phoenix, AZ 85013 (602) 604-4900 wyndhamhotels.com

Resorts

Adero Scottsdale Resort 13225 N. Eagle Ridge Dr. Scottsdale, AZ 85268 (480) 333-1900

aderoscottsdale.com

Arizona Biltmore, A Waldorf Astoria Resort

2400 E. Missouri Ave. Phoenix, AZ 85016 (602) 955-6600

arizonabiltmore.com

Resorts (con’t)

Arizona Golf Resort & Conference Center 425 S. Power Rd. Mesa, AZ 85206 (480) 832-3202 arizonagolfresort.com

Arizona Grand Resort & Spa 8000 Arizona Grand Pkwy. Phoenix, AZ 85044 (602) 438-9000 arizonagrandresort.com

N. San Marcos Pl. Chandler, AZ 85225 (480) 812-0900 sanmarcosresort.com

DoubleTree Resort by Hilton Hotel Paradise Valley Scottsdale 5401 N. Scottsdale Rd. Scottsdale, AZ 85250 (480) 947-5400 hilton.com

Fairmont Scottsdale Princess 7575 E. Princess Dr. Scottsdale, AZ 85255 (480) 585-4848 fairmont.com/scottsdale

FireSky Resort & Spa 4925 N. Scottsdale Rd. Scottsdale, AZ 85251 (480) 945-7666 fireskyresort.com

Found:RE Hotel Phoenix 1100 N. Central Ave. Phoenix, AZ 85003 (602) 875-8000 foundrehotels.com

Four Seasons Resort Scottsdale at Troon North 10600 E. Crescent Moon Dr. Scottsdale, AZ 85262 (480) 515-5700

fourseasons.com/scottsdale

Resorts (con’t)

The Global Ambassador Hotel

4360 E. Camelback Rd. Phoenix, AZ 85018 (480) 800-2211

globalambassadorhotel.com

Grand Canyon Squire Inn 74 Arizona 64

Grand Canyon Village, AZ 86023 (928) 638-2681 grandcanyonsquire.com

Harrah’s Ak-Chin Hotel & Casino 15406 N. Maricopa Rd. Maricopa, AZ 85139 (480) 802-5000 caesars.com/harrahs-ak-chin

The Hermosa Inn 5532 N. Palo Cristi Rd. Scottsdale, AZ 85253 (602) 955-8614 hermosainn.com

Hilton Scottsdale Resort & Villas 6333 N. Scottsdale Rd. Scottsdale, AZ 85250 (480) 948-7750 hilton.com

Hyatt Regency Scottsdale Resort & Spa at Gainey Ranch

7500 E. Doubletree Ranch Rd. Scottsdale, AZ 85258 (480) 444-1234

JW Marriott Phoenix Desert Ridge Resort & Spa 5350 Marriott Dr. Phoenix, AZ 85054 (480) 293-5000

Resorts (con’t)

JW Marriott Scottsdale Camelback Inn Resort & Spa 5402 E. Lincoln Dr. Scottsdale, AZ 85253 (480) 948-1700

6808 S. 32nd St. Phoenix, AZ 85042 (602) 305-5500

The McCormick Scottsdale 7401 N. Scottsdale Rd. Scottsdale, AZ 85253 (480) 948-5050

Mountain Shadows

5445 E. Lincoln Dr. Scottsdale, AZ 85253 (480) 624-5400

Omni Scottsdale Resort & Spa at Montelucia 4949 E. Lincoln Dr. Scottsdale, AZ 85253 (480) 627-3200 omnihotels.com/hotels/scottsdalemontelucia

Orange Tree Golf Resort 10601 N. 56th St. Scottsdale, AZ 85254 (480) 948-6100 extraholidays.com

The Phoenician Scottsdale 6000 E. Camelback Rd. Scottsdale, AZ 85251 (480) 941-8200 thephoenician.com

How High-Performance Organizations Make Meetings Effective

Tip 2: Document and share meeting results.

Fear of missing out (FOMO) compels people to attend meetings they shouldn’t. Organizers don’t want to leave people out, so they invite everyone who might possibly want to weigh in. Having irrelevant people in the room de-energizes the conversation and disrupts productivity.

Documented meeting results are the fastest and easiest way to combat meeting FOMO. Before the meeting, clearly document the meeting purpose and desired outcomes. After the meeting, send out written meeting results. When people can see in advance what

a meeting is for, then see afterwards what happened, they can decide whether they need to attend. This keeps meetings more focused, and it keeps everyone more productive. —J. Elise Keith, co-founder of Lucid Meetings (www.lucidmeetings.com) and author of Where the Action Is: The Meetings That Make or Break Your Organization

Resorts (con’t)

Phoenix Marriott Resort Tempe at The Buttes

2000 W. Westcourt Way Tempe, AZ 85282 (602) 225-9000

Pointe Hilton Squaw Peak Resort

7677 N. 16th St. Phoenix, AZ 85020 (602) 997-2626

squawpeakhilton.com

Pointe Hilton Tapatio Cliffs Resort 11111 N. 7th St. Phoenix, AZ 85020 (602) 866-7500 tapatiocliffshilton.com

Rise Uptown Hotel

400 W. Camelback Rd. Phoenix, AZ 85013 (480) 536-8900

riseuptownhotel.com

The Ritz-Carlton – Paradise Valley

7000 E. Lincoln Blvd. Scottsdale, AZ 85253 (602) 922-2900

ritzcarlton.com/en/hotels/arizona/ paradise-valley

Sanctuary Camelback Mountain Resort & Spa

5700 E. McDonald Dr. Paradise Valley, AZ 85253 (480)607-2350 sanctuaryoncamelback.com

Scottsdale Marriott at McDowell Mountains

16770 N. Perimeter Dr. Scottsdale, AZ 85260 (480) 502-3836

marriott.com

The Scottsdale Plaza Resort

7200 N. Scottsdale Rd. Scottsdale, AZ 85253 (480) 948-5000

scottsdaleplaza.com

The Scottsdale Resort at McCormick Ranch

7700 E. McCormick Pkwy. Scottsdale, AZ 85258 (480) 991-9000 hilton.com

Resorts (con’t)

Sheraton Grand at Wild Horse Pass

5594 W. Wild Horse Pass Rd. Chandler, AZ 85226 (602) 225-0100 wildhorsepassresort.com

Sonesta Suites Scottsdale Gainey Ranch

7300 E. Gainey Suites Dr. Scottsdale, AZ 85258 (480)367-4616 sonesta.com

Talking Stick Resort

9800 E. Indian Bend Rd. Scottsdale, AZ 85256 (480) 850-7777 talkingstickresort.com

Tempe Mission Palms, A Destination Hotel 60 E. 5th St. Tempe, AZ 85281 (480) 894-1400

W Scottsdale 7277 E. Camelback Rd. Scottsdale, AZ 85251 (480) 970-2100 wscottsdalehotel.com

We-Ko-Pa Resort & Conference Center 10438 N. Fort McDowell Rd. Scottsdale, AZ 85264 (480) 789-5300 wekoparesort.com

The Westin Kierland Resort & Spa 6902 E. Greenway Pkwy. Scottsdale, AZ 85254 (480) 624-1000 kierlandresort.com

The Westin Tempe 11 E. 7th St., Tempe, AZ 85281 (480) 968-8885 marriott.com/en-us/hotels/ phxwt-the-westin-tempe

The Wigwam Resort & Golf Club

300 E. Wigwam Ln. Litchfield Park, AZ 85340 (623) 935-3811 wigwamarizona.com

Resorts (con’t)

Wild Horse Pass Hotel & Casino

5040 Wild Horse Pass Blvd. Chandler, AZ 85226 (520)796-4923

wildhorsepass.com

Special Event Venues

Arizona Center

400 E. Van Buren St. Phoenix, AZ 85004 (602) 271-4000

arizonacenter.com

Arizona Financial Theatre

400 W. Washington St. Phoenix, AZ 85003 (602) 379-2800

livenation.com

Arizona Science Center

600 E. Washington St. Phoenix, AZ 85004 (602) 716-2000

azscience.org

AZ Ice Arcadia

3853 E. Thomas Rd. Phoenix, AZ 85018 (602) 957-9966

azicearcadia.com

Bentley Gallery

215 E. Grant St. Phoenix, AZ 85004 (602) 340-9200

bentleygallery.com

Boojum Tree

16026 N. 36th St. Phoenix, AZ 85032 (602) 867-8975

boojumtree.com

Special Event Venues (con’t)

Castles ‘n’ Coasters 9445 N. Metro Pkwy. E. Phoenix, AZ 85051 (602) 997-7575 castlesncoasters.com

Chase Field

401 E. Jefferson St. Phoenix, AZ 85004 (480) 339-5000 azchasefield.com

Chateau Luxe 1175 E. Lone Cactus Dr. Phoenix, AZ 85024 (623) 266-8747 chateauluxeaz.com

Children’s Museum of Phoenix 215 N. 7th St. Phoenix, AZ 85034 (602) 253-0501 childrensmuseumofphoenix.org

The Croft Downtown Phoenix 22 E. Buchman St. Phoenix, AZ 85004 (602) 462-970 thecroftdowntown.com

Cutler-Plotkin Jewish Heritage Center 122 E. Culver St. Phoenix, AZ 85004 (602) 241-7870

azjhs.org

Desert Botanical Garden 1201 N. Galvin Pkwy. Phoenix, AZ 85008 (480) 941-1225

dbg.org

How High-Performance Organizations Make Meetings Effective

Tip 3: Define ‘The Way’ to meet for all core processes.

There are 16 different types of business meetings, and each has a purpose. A regular team meeting is good for confirming progress and identifying problems, but it’s a lousy place to make a big decision. Big decisions demand a dedicated decision-making meeting. Similarly, the initial meeting with a prospective client (or funder) should look very different from the meeting where you ink the deal. Each of these pivotal meetings can be optimized to drive the results your company needs. High-performance organizations know the type of meetings

they need to run and how to run each one well. Each meeting gets a name and becomes “the way” that kind of work gets done. For example, the team’s check-in meeting becomes “the huddle.” The meeting to impress prospective clients early in the sales cycle becomes a “services briefing.” Anything called simply a “meeting” isn’t specific enough. —J. Elise Keith, co-founder of Lucid Meetings (www. lucidmeetings.com) and author of Where the Action Is: The Meetings That Make or Break Your Organization

Special Event Venues (con’t)

Enchanted Island Amusement Park

1202 W. Encanto Blvd. Phoenix, AZ 85007 (602) 254-1200 enchantedisland.com

Franciscan Renewal Center

5802 E. Lincoln Dr. Scottsdale, AZ 85253 (480) 948-7460 thecasa.org

Heard Museum

2301 N. Central Ave. Phoenix, AZ 85004 (602) 252-8840 heard.org

Herberger Theater Center

222 E. Monroe St. Phoenix, AZ 85004 (602) 254-7399 herbergertheater.org

K1 Speed

2425 S. 21st St. Phoenix, AZ 85034 (602) 275-5278 k1speed.com/phoenix-location.html

MonOrchid

214 E. Roosevelt St. Phoenix, AZ 85004 (602) 253-0339 monorchid.com

Musical Instrument Museum

4725 E. Mayo Blvd. Phoenix, AZ 85050 (480) 478-6000 mim.org

The Penske Racing Museum

7125 E. Chauncey Ln. Phoenix, AZ 85054 (480) 538-4444 penskeracingmuseum.com

Phoenix Art Museum

1625 N. Central Ave. Phoenix, AZ 85004 (602) 257-1222 phxart.org

Phoenix Zoo

455 N. Galvin Pkwy. Phoenix, AZ 85008 (602) 286-3800 phoenixzoo.org

Special Event Venues (con’t)

Rawhide

5700 W. North Loop Rd. Chandler, AZ 85226 (480) 502-5600 rawhide.com

Rio Salado Audubon Center

3131 S. Central Ave. Phoenix, AZ 85040 (602) 468-6470 riosalado.audubon.org

Rise Uptown Hotel

400 W. Camelback Rd. Phoenix, AZ 85013 (480) 536-8900

riseuptownhotel.com

The Ritz-Carlton – Paradise Valley

7000 E. Lincoln Blvd. Scottsdale, AZ 85253 (602) 922-2900 ritzcarlton.com/en/hotels/arizona/ paradise-valley

Secret Garden

2501 E. Baseline Rd. Phoenix, AZ 85042 (602) 268-5522 secretgardenevents.com

Stand Up Live

50 W. Jefferson St., Suite 200 Phoenix, AZ 85003 (480) 719-6100 phoenix.standuplive.com

University of Arizona College of Medicine

550 E. Van Buren St. Phoenix, AZ 85004 (602) 827-2002 phoenixmed.arizona.edu

Valley Youth Theatre

525 N. 1st St. Phoenix, AZ 85004 (602) 253-8188 vyt.com

Venue at the Grove

7010 S. 27th Ave. Phoenix, AZ 85041 (602) 456-0803 venueatthegrove.com

The Wrigley Mansion

2501 E. Telawa Trail Phoenix, AZ 85016 (602) 955-4079 wrigleymansionclub.com

Arizona’s Talent Pipeline Fuels Our Economy

Arizona’s economic future depends on how well we prepare students today. Nearly seven in ten jobs will soon require education or training beyond high school—yet fewer than half of Arizonans have it. To stay competitive, we must invest in growing our own talent.

The Arizona Education Progress Meter tracks progress from early learning through career readiness, showing where we’re gaining ground and where urgent action is needed. Progress Meter results make it clear: Arizona’s current outcomes will not produce the workforce needed to drive Arizona forward.

Arizona must do more to reach the state’s Achieve60AZ attainment goal and to prepare for more than 488,000 new jobs by 2033. Reaching these goals will take all of us—business leaders, educators, and elected officials—working together to ensure students are prepared with the skills Arizona’s future workforce demands.

ATTAINMENT

JOIN US

Join Education Forward Arizona’s network to receive new polling insights, our latest report on the Future of Attainment in Arizona, and the data and stories shaping Arizona’s workforce and economic future.

Artzi, Ron, 47

Banach, Kimberly, 10

Bednar, Lisa, 28

Bueler, Fred, 28

Caelum Shove, 14

Carabetta, Peter, 17

Cohen, Wendy, 28 Collins, Christopher, 28

Cooper, Bailey, 14

Cooper, Harrison, 14

Cooper, Mitchell, 14

Cooper, Shane, 14

Cormany, Nicole, 24

Abrazo Health, 17

Advance Community, 66

Arizona Commerce Authority, 21

Arizona Corporation Commission, 20

Arizona Escrow & Financial Corporation, 52

Arizona Eye Institute & Cosmetic Laser Center, 24

Arizona Food Marketing Alliance, 28

Arizona State University, 67

beem Light Sauna, 24

BeeStop, 14

BillingPlatform, 45

Binsr Inspect, 26

Blue Cross Blue Shield of Arizona, 5 CHASSE Building Team, 28

Coast to Cactus Vacation Homes, 17

Common Ground Culinary, 28

CornerStone Staffing, 42

Education Forward Arizona, 64

eeCPA, 12

Evolve PR & Marketing, 16 Fennemore, 11

First Things First, 19

Goodmans, 68

Goodwill of Central & Northern

Dinnen, Jake, 17

DuPree, DeAnna, 49

Ellingson, Matt, 28

Esarco, Bryan, 40

Frabasilio, James, 10

Freeman, Dean, 22

Garcia, Mark, 26

Hale, Elizabeth, 12

Henderson, Aaron, 28

Hill, Debra, 42

Holloway, Mohana, 46

Imas, Alex, 39

Johannes, Johnathan, 39

Arizona, 3

Home With Help, 54

HonorHealth, 25

Howard Hughes Communities, 10 INFORMS, 26

Jive, 8

Kinella Capital, 18

KINZA, 51

Kitchell Corporation, 28 Kiterocket, 23

Local First Arizona, 9

Mark-Taylor, 10

Microchip Technology, 28 Moscatello Group, The, 41

National Association of Women Business Owners – Phoenix, 49

National Bank of Arizona, 19

New Pathways for Youth, 66

NGK Insulatiors, 22

NXP Semiconductors, 22

Obodo Energy Partners, 28

OOROO Auto, 47

Optum, 7

Phoenix Symphony, The, 13 PMB, 17

Johnson, Karen D., 66

Justo, Emilio M., 24

Kaminsky, Serhii, 15

Kaplan, Jennifer, 16

Kenzie, Cari, 51

Lanning, Kimber, 9

May-Dunn, Monica, 52

McPherson, Joanna Horton, 49

Mitchell, Kimberly, 54

Mitman, John, 28

Moscatello, Bryan, 41

Munstedt, Karianne, 15

Peterson, Lauren, 10

Phillips, Dale, 18

Radulovic, Alex, 38

Ream, Matt, 45

Royce, Jeri, 66

Sanghi, Steve, 28

Smith, Jody, 42

Stratton, TK, 18

Sucha, Matt, 39

Thaler, Richard H., 39

Vasquez, Tim, 28

Weber, Bruce, 44

In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.

Porsche, 47

Presidential Pools & Spas, 10 ProTech Detailing, 27 PurpleOwl, 38

Sandra Day O’Connor College of Law, 67

Someburros, 28

SorbiForce, 15

SRP, 43

SSS Partners, 17

Stearns Bank, 8 Strategic Impact Partners, 15

Sunbelt Holdings, 27

Sushi Brokers, 48

Swiss Biologic Dentistry, 28

UMB, 40

Valley of the Sun United Way, 46 Waste Management Phoenix Open, 2 Waymo, 14

Weber Group, 44

Wisdom Natural Brands, 28

Bold listings are advertisers supporting this issue of In Business Magazine

INVEST!

We invite all businesses in our community to join us. Mentor. Sponsor. Partner. Invest. Together, we can build a future where no young person is left behind, where every student has a fair shot at success, and where Arizona continues to grow and thrive. When we show up for our youth today, they show up for Arizona tomorrow. That’s a future worth building together. Wouldn’t you agree?

The Business Case for Investing in Under-Resourced Youth

Challenges aren’t just social concerns but are also economic ones

by Jeri Royce and Dr. Karen D. Johnson

When we talk about “investing in the future,” it’s easy to think about hot-button topics like technology, infrastructure or renewable energy. These are undeniably important to Arizona’s growth and long-term sustainability. But there’s another critical investment that doesn’t always make the headlines and yet is just as essential for the health of our economy and communities: our youth.

Specifically, our under-resourced youth.

In Arizona, too many young people face barriers that prevent them from realizing their full potential. These barriers can take many forms: limited access to quality healthcare, underfunded schools, lack of mentors and role models, food insecurity and few clear career pathways. For young people growing up in under-resourced communities, success often feels like something reserved for others. The deck is stacked against them, and the opportunity gap keeps widening.

Jeri Royce is CEO of Advance Community, a Phoenixbased nonprofit dedicated to advancing communities to help under-resourced children, adults and seniors live sustainable and fulfilling lives. advancecommunity.org

Karen D. Johnson, Ph.D., is CEO of New Pathways for Youth, a Phoenix-based nonprofit focused on building a future where every young person can live their life with joy and purpose, confident in their ability to decide their own path. npfy.org

These challenges aren’t just social concerns. They’re economic ones. When large segments of Arizona’s youth are left behind, the consequences ripple across our economy. We shrink our future workforce, limit the diversity of ideas that fuel innovation and slow economic growth. On the other hand, when we level the playing field ensuring that every young person, regardless of zip code, has access to opportunity, everyone benefits. Businesses gain a stronger talent pool, communities thrive and families build stability that lasts for generations.

As leaders of social service organizations focused on underserved youth, we see this transformation firsthand. Every day, we work alongside young people who, when given support, coaching and encouragement, rise to meet challenges and redefine what’s possible for their lives. Our proven programs help them uncover their potential and set them on a trajectory toward college, career and life success. However, we can’t do it alone. It takes partnerships with businesses, schools, policymakers and community members to amplify the impact and reach of this work.

Two examples are New Pathways for Youth’s Level Up mentoring and personal development program and Advance Community’s Show Up! program. Together, these initiatives equip students in under-resourced schools with the academic support, life skills and resources they need to thrive. In fact, Show Up! has enrolled several students who are also in the Level Up program, creating a wraparound support system that meets youth where they are and pushes them toward a brighter future.

The numbers speak for themselves. Research consistently shows that every dollar invested in quality youth development programs yields multiple dollars in economic return. These returns come in the form of higher lifetime earnings, increased tax revenue and reduced social service costs. Education equity ensures that tomorrow’s engineers, nurses, entrepreneurs, teachers and skilled tradespeople come from every background, not just from the most advantaged communities.

Imagine the collective innovation and problem-solving that Arizona can unlock by fully engaging all its young people.

Business leaders, here’s the truth: Investing in underserved youth isn’t a “nice to have” or a feel-good initiative; it’s an economic imperative. It’s not charity; it’s strategy. Programs like Level Up and Show Up! increase graduation rates, improve college and career readiness, and prepare a talent pipeline that Arizona businesses desperately need. As our state continues to attract new industries and expand existing ones, the demand for skilled, adaptable workers will only grow. Meeting that demand requires us to start today, investing in the young people who will soon be our employees, customers and community leaders.

This investment also strengthens Arizona’s competitiveness nationally. States that commit to inclusive education and workforce development are the ones that thrive in the long run. By contrast, those that fail to close opportunity gaps find themselves struggling to attract and retain businesses. Simply put, the future of our economy rests on whether we prepare all young people — not just some — for success.

The good news is that everyone can play a role. Mentorship provides students with guidance and role models who show them what’s possible. Sponsorship ensures programs have the resources to expand their reach. Partnerships between businesses and nonprofits create opportunities for internships, apprenticeships and hands-on learning. And direct investments in youth programs deliver exponential returns that ripple across families, neighborhoods and the state as a whole.

Arizona has always been a state built on resilience, innovation and community. By showing up for our youth today, we ensure that these values remain strong tomorrow. The students we empower now will become the entrepreneurs who start new companies, the healthcare professionals who care for our families, the educators who inspire the next generation, and the civic leaders who shape Arizona’s future.

Research consistently shows that every dollar invested in quality youth development programs yields multiple dollars in economic return.

Reimagining legal education