May 2025 issue of In Business Magazine

The Ultimate Office

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

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.

19

Tariffs and Their Impact on Commercial Real Estate

In this recurring CRE feature, Kim Ryder shares insight into the industry, where the market is going and what’s impacting it.

46

Atlasta Catering’s Recipe for Impact

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

47 Creating Healthier Spaces in Our Built Environment

In this recurring feature from global design and architecture firm Gensler, Stacey Olson discusses practical steps to remove harmful chemicals and create safer, healthier indoor environments for everyone.

COVER STORY

30

The Ultimate Office: Productive and innovative workspaces elevating Arizona's workforce

Insights from leaders in workplace design cover many ways the workplace is evolving beyond a collection of experiences and becoming a space designed to foster intentional transformations

DEPARTMENTS

11 Guest Editor

Martha dePlazaola Abbott, co-managing partner of Gensler –Phoenix, introduces the “The Ultimate Office” issue.

12 Feedback

Veronique James, Beth Maloney and Kathy Mills respond to In Business Magazine’s burning business question of the month: What changes have you made in office space usage in the past couple of years?

14 Briefs

“Phoenix Coffee Shop Doubles as a Design Lab” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Edo Japanese Grill – U.S. Debut from Canada” and “Generational Divides about Workplace L&D”

17 By the Numbers

The CMO Council’s inaugural Marketing Vitality Index forecasts waves of vitality, volatility and velocity in 2025.

59 Chandler Chamber of Commerce

18 From the Top

Joy Seitz’s leadership of American Solar & Roofing embraces a culture where its people can thrive.

19 CRE

“Tariffs and Their Impact on Commercial Real Estate,” “New Attainable Housing Project in Tempe,” “Sustainable Luxury Community in North Scottsdale” and “Behavioral Health Services Battle Stigma in Office Space Search”

22 Semi Insights

“Can a Customer-First Culture Reignite U.S. Chipmaking?,” “Lucid Expands Arizona Footprint with Nikola Facility Dea” and “Arizona’s Space Age

FEATURES

40 The ROI Of Employee Engagement

Howie Turkenkopf examines how and why companies that invest in engagement strategies see improvements in productivity, profitability and retention.

48

Unlocking Potential: The Business of Autism Education and the Neurodiverse Workforce

Robin Sweet shines a light on the business of educating people with autism – and on the economic potential of their participation in the economy.

50

Guiding Principles: The Blueprint for Enduring Business Success

Susan Quinn elaborates on the importance of principles to articulate “Who we are; why we exist; and how we intend to create value over the long haul.”

52 Employers’ Guide to Hiring Veterans

Jeremy Silverstein discusses the benefits of hiring veterans, how to hire them and the best ways to retain them

26 Healthcare

“Elevating Medical Aesthetics in the Valley” and “Growing Demand for Mobile Medical Care”

28 Technology

“New Accelerator to Provide Hands-On Battery Training” and “Avnet Commits to STEM and Empowering the Next Generation in Arizona”

41 Books

New releases give fresh insights on business thinking.

42 Economy

Karah Gagnon explains how sweep accounts can help ensure funds are protected beyond standard insurance limits.

44 Legal

Sarah Clifford explains what small business owners need to know about estate planning for business succession.

54 Nonprofit

Sam Leyvas discusses how for-profits can elevate their corporate social responsibility through collaboration with nonprofits.

55 Assets

2026 All-New Lucid Gravity Grand Touring

Plus: Give the workplace a tune-up with music.

57 Powerlunch

SugerJam The Southern Kitchen – Culture & Spice & Everything Nice

66 Roundtable

Trends impacting company culture and challenging HR leaders include growing cultural divides.

“Design is not just what it looks like and feels like. Design is how it works.” —Steve Jobs

CLASSICS

BEETHOVEN’S NINTH SYMPHONY

SYMPHONY HALL

April 25 – 27, 2025

Tito Muñoz, Conductor

Phoenix Symphony Chorus, Dr. Thomas Bookhout, Chorus Master

Felicia Moore, Soprano

Briana Elyse Hunter, Mezzo Soprano

Miles Mykkanen, Tenor

Norman Garrett, Baritone

PROGRAM

Hindemith: Symphonic Metamorphosis

Beethoven: Symphony No. 9, “Choral”

ANN HAMPTON CALLAWAY: THE LINDA RONSTADT SONGBOOK

SYMPHONY HALL

May 9 – 11, 2025

Andrés Franco, Conductor

Ann Hampton Callaway, Vocalist

Tony-award nominee Ann Hampton Callaway brings a joyous performance of songs and stories to the stage in celebration of one of Arizona’s most beloved artists, Linda Ronstadt.

MADISON CENTER FOR THE ARTS

May 10, 2025 | 2:00 PM

Alex Amsel, Conductor

PROGRAM INCLUDES

Bernstein: Three Dance Episode from On The Town

Benzecry: Obertura Tanguera

A one-hour concert created for the whole family. Enjoy fun hands-on activities before an informative live performance.

SYMPHONY HALL

May 16 – 18, 2025

Thomas Wilkins, Conductor

Francisco Fullana, Violin

PROGRAM

Copland: El Salón México

Márquez: Fandango Violin Concerto

Grofe: Grand Canyon Suite

To be announced: Mystery Piece

RaeAnne Marsh

Editor, In Business Magazine

RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine 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 – Resilience

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

Bruce Weber

Guest Columnist – Capacity

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

This month’s contributors

Sarah Clifford is a shareholder at Gallagher & Kennedy, advising individuals, families, and business owners with their estate plans. (“Estate Planning for Business Succession,” page 44)

Karah Gagnon is senior vice president, relationship manager team lead at Enterprise Bank & Trust. ("Sweep Accounts," page 42)

Sam Leyvas is VP of corporate relations and social responsibility at Valley of the Sun United Way. (“Elevating Corporate Social Responsibility through Collaboration,” page 54)

Stacey Olson serves as a global wellness leader and a director of Sustainable Design for Gensler’s Southwest Region. (“Creating Healthier Spaces in Our Built Environment,” page 47)

Susan Quinn has worked more than 30 years with Fortune 500 to middle market firms across the country. (“Guiding Principles: The Blueprint for Enduring Business Success,” page 50)

Jeremy Silverstein is VP of operations and vehicle dispatching at Veteran Car Donations. (“Employers’ Guide to Hiring Veterans,” page 52)

Robin Sweet is CEO and co-founder of Gateway Academy. (“headline to come that will certainly spread this out to two lines of copy,” page 48)

Howie Turkenkopf is VP of marketing and business development at Stran Promotions Solutions. (“The ROI Of Employee Engagement,” page 40)

Publisher Rick McCartney

Editor RaeAnne Marsh

Web Editor Jake Kless

Graphic Design Matt Fischer

CONTRIBUTING WRITERS

Tyler Butler

Valerie Chapa

Sarah Clifford

Karah Gagnon

Mike Hunter

Christine Juby

Victoria Karlic

Sam Leyvas

Stacey Olson

Stephanie Quinn

Susan Quinn

Kim Ryder

Joy Seitz

Jeremy Silverstein

Katie Stringham

Robin Sweet

Howie Turkenkopf

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 & CEO Rick McCartney

Editorial Director RaeAnne Marsh

Financial Manager Tom Beyer

Office Manager Allie Jones

Accounting Manager Todd Hagen

Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003

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Vol. 16, No. 5 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.

Relationship Goals

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

PARTNER ORGANIZATIONS

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

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

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

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

Tanaha Hairston, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org

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

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

ASSOCIATE PARTNERS

Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com

Arizona Chamber of Commerce & Industry azchamber.com

Arizona Hispanic Chamber of Commerce azhcc.com

The Black Chamber of Arizona phoenixblackchamber.com Economic Club of Phoenix econclubphx.org

Glendale Chamber of Commerce glendaleazchamber.org

Greater Phoenix Chamber of Commerce phoenixchamber.com

Greater Phoenix Equality Chamber of Commerce gpglcc.org

Mesa Chamber of Commerce mesachamber.org

North Phoenix Chamber of Commerce northphoenixchamber.com

Peoria Chamber of Commerce peoriachamber.com

Phoenix Metro Chamber of Commerce phoenixmetrochamber.com

Scottsdale Area Chamber of Commerce scottsdalechamber.com

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

Surprise Regional Chamber of Commerce surpriseregionalchamber.com

WESTMARC westmarc.org

Martha Abbott is co-managing principal of Gensler - Phoenix. During her more than 30-year career practicing architecture, Martha Abbott has built a comprehensive portfolio inclusive of myriad “WorkLife” projects. She has won accolades for her holistic approach to architecture, is engaged with local organizations such as ULI, Greater Phoenix Leadership and Valley partnership. Most recently, Abbott was a panelist at ASU’s Design School, for Women who Practice Principled Innovation. Abbott studied Architecture at the Vicenza Institute of Architecture in Italy and holds a Bachelor of Design in Architecture from the University of Florida. gensler.com/offices/phoenix

Office Transformation

As the office landscape has permanently changed, the perception of work has changed along with it. Today’s modern office is considered a “lifestyle,” an experience that supports a myriad of workspaces that not only inspire and attract incredible talent but compel them to stay.

There is no question that, ultimately, we come to the office to “work,” and providing spaces where that focus can occur remains top of mind. However, the pandemic taught us that what matters now is what we get done, not when we do it. The notion of the 9–5 grind is fading fast. Trust and autonomy are huge, and companies are finally realizing that burnout is real.

Spaces that engage all the senses and anticipate our needs — whether we’re in a great mood or having a rough day — are the ones we fall in love with. These are the places that make us excited to come to work, creating environments that are not just functional but truly delightful.

“A successful workplace creates a work-life balance that helps employees feel like they’re leaving the workday better than when they started.” —Kelly Dubisar, leader of Build to Suit and Headquarters at Gensler.

This month’s cover story, “The Ultimate Office: What’s new and innovative for Arizona’s workforce,” offers insights from leaders in workplace design who bring their expertise to the conversation. The information covers how to support varied needs and collaborative work styles as well as amenities that enhance the office experience. The workplace is evolving beyond a collection of experiences and becoming a space designed to foster intentional transformations.

Promoting employee engagement is an implied intended outcome in the office discussion. Howie Turkenkopf takes a broader look at that concern in the feature article “The ROI of Employee Engagement,” which addresses how investing in well-being, development and recognition can drive business success.

Well-being and mental health have become essential factors to great workplace design post pandemic. The attention has shifted from wellness as an episodic amenity to an essential part of the cultural ecosystem. Christine Juby addresses a lesser-recognized challenge in her article “Behavioral Health Services Battle Stigma in Office Space Search” in this month’s CRE section.

With today’s roller-coaster unease regarding the economy, Michael Blanton’s Economy feature “Top Questions Entrepreneurs Should Ask Their Financial Advisors” brings a timely discussion to financial planning helping business owners protect wealth and adapt plans to new goals and life circumstances.

Another hot-topic feature, the Roundtable article spotlights the growing pressure on HR teams to juggle top-down mandates and widening cultural divides that run counter to carefully crafted people-first strategies for driving productivity.

This month’s mix of business-relevant articles ranges from the impact of tariffs on commercial real estate to what’s trending in the healthcare sector and for-profit and nonprofit collaborations, while elevating corporate social responsibility, as In Business Magazine aims to serve as the resource to support and strengthen our business community.

I am pleased to help bring you this May edition of In Business Magazine. Enjoy the read.

Sincerely,

Martha dePlazaola Abbott Co-Managing Principal Gensler – Phoenix

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FEEDBACK QUESTION:

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

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

What changes have you made in office space usage in the past few years?

VERONIQUE JAMES

Founder & CEO

The James Agency

Sector: Public Relations

Over the past few years, we’ve seen firsthand how intentional office design directly impacts team connection, collaboration and productivity. In response, we expanded The James Agency’s office footprint to create a more dynamic, people-first environment. Our new space includes open collaboration areas, wellnessforward amenities and quiet zones designed for deep focus — balancing the need for flexibility with functional spaces that inspire creativity.

One of the most significant changes was designing for why employees come into the office, not just when. For us, that meant rethinking traditional desk arrangements and investing in shared spaces that foster team energy — stand-up desks, soft seating and natural light throughout. We also added a clientfocused photo studio to support content creation and efficiency, as well as an in-office coffee shop called The James Bean to fuel daily connection and convenience.

This shift has made a noticeable difference in engagement and culture. Our team chooses to be here — not out of obligation but because the environment fuels connection, ideasharing and a sense of belonging.

The James Agency thejamesagency.com

Veronique James is founder and CEO of The James Agency, Scottsdale’s woman-led, insights first agency celebrating 20 years in 2025. James founded TJA with the goal of creating an agency focused on open communication and transparency with clients and employees. Today, the awardwinning, integrated agency specializes in research, strategy development, consumer advertising, public relations and digital media, and continues to exemplify James’s original vision.

BETH MALONEY, ED.D.

Executive Director

Act One

Sector: Nonprofit

Our new office is in the BHHS Legacy Foundation’s Legacy Place III campus in Phoenix. Since our Virtual Reality Field Trip program started in 2021, we have grown significantly in both equipment and staff. Currently, we have 150 VR headsets, and they must be stored in a climate-controlled secured room that also has enough power to charge all headsets at once. This, as well as the office’s central location and covered parking for our two VR vans, were needed when looking for a new office space, and we found the ideal location. Also, with a team now of nine people, we needed a larger space that our team can utilize to be more efficient, collaborative and comfortable. We are grateful to be in this space with other incredible nonprofits. Some of the organizations we share the building with include the Arizona Education Foundation, Aunt Rita’s Foundation and Autism Life and Living. It is a benefit because it lets us collaborate and interact day to day with other people in our sector who are doing incredible work.

Act One act1az.org

Beth Maloney, Ed.D., is a National BoardCertified teacher and the 2014 Arizona Teacher of the Year, with two decades of classroom experience. A passionate advocate for students, teachers and quality public education, Dr. Maloney is the executive director of Act One, a nonprofit organization dedicated to providing meaningful arts experiences to students in Arizona

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

KATHY MILLS

President & CEO

Donor Network of Arizona

Sector: Biomedical

Yes, even our building is aligned with our mission to save and heal lives through organ and tissue donation! As the only organization of its kind in Arizona, we had the chance to create an optimized space for the unique work we do when we moved locations in 2020.

We co-created this clinical and office space in Tempe with professional architects to make it efficient around our lifesaving processes and inviting to employees and visitors alike. We have ORs, a laboratory, a gym with locker rooms, spaces to focus on work or collaborate with others, and artwork honoring donors. The building is designed to embrace continual improvements, such as our upcoming project to install a simulation lab for onsite donor care training. That’s just one example of how we stay focused on advancing donation.

For visitors, we welcome anyone to come share our space for offsite events, such as luncheons or strategic planning meetings, which gives us another chance to educate people about how we operate as a vital link in donation for transplantation.

Donor Network of Arizona dnaz.org

Kathy Mills, president and CEO, brings 33 years of leadership to Donor Network of Arizona. She has a bachelor’s degree in business and two master’s degrees — one in Healthcare Management and another in Business Administration. Mills provides strategic leadership to advance organ and tissue donation and to ensure continual improvement. Her journey from CFO to CEO reflects her dedication to the mission of saving lives through organ and tissue donation.

‘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.

Healthcare & Wellness | Cover Story | Apr. 2025 11 Arizona Healthcare Innovators: The Leaders and Their Companies Making Healthcare Great in Arizona

by Mike Hunter

It is so important to honor leaders in healthcare who are truly making a difference in Arizona for Arizonans. These individuals must be working to improve healthcare for Arizonans through innovation and forward-thinking efforts that will not only improve our health but may change healthcare overall.

Semi Insights | inbusinessphx.com | Mar. 4 2025

TSMC to Build Additional Three Fabs, Two Advanced Packaging Facilities, and R&D Center in Arizona

inbusinessPHX.com

Following a meeting at the White House, TSMC Chairman and CEO C.C. Wei announced a historic expansion of TSMC’s advanced semiconductor operations in Arizona. TSMC will invest at least an additional $100 billion to build three additional semiconductor fabs in Arizona as well as two advanced packaging facilities and a major R&D Center.

Technology & Innovation | Semi Insights | Mar. 2025 Arizona’s Semiconductor Industry Prepares for Tariffs

by Stephanie Quinn

Arizona’s semiconductor industry is facing a new variable in its growth equation: tariffs. With billions of dollars on the line, the industry is bracing for what comes next. If higher import taxes on materials from Mexico, China and Canada take effect, chip manufacturers must adapt — and fast.

Commercial Real Estate & Development | Cover Story | Feb.025 Building Arizona: Critical Strengths and Challenges in Our Housing Market

by RaeAnne Marsh

Metro Phoenix is the No. 3 housing market in the United States, according to Greg Vogel, founder and CEO of Land Advisors Organization, who cites data from the U.S. Census Bureau showing single-family and multifamily permits totaled 45,000 for the 12 months through September 2024.

Phoenix Coffee Shop Doubles as a Design Lab

When Thomas Porter of Porter Barn Wood decided to join his many restaurant clients in the hospitality business by opening his own coffee shop and café, he saw it as a unique way to combine his love of coffee and construction — hence the name The Coffee Builders — while also learning more about his clients’ businesses. “I wanted to step onto the other side of the fence and be the customer instead of just the provider of materials,” he says. “It gave me a better understanding of how the industry works as a whole.”

Equally important, opening a public café on the grounds of his lumberyard and wood, iron and cement workshops just south of downtown Phoenix allowed Porter to drive foot traffic and raise public awareness of his 13-year-old custom furnishing company, Porter Barn Wood, which has grown to include Porter Iron Works and Our Block Co., a concrete casting works. Already well known to industry folks — with commercial clients such as Disney, Intel and Amazon and high-profile restauranteurs such as Christopher’s at the Wrigley Mansion, Fox Restaurant Concepts, Pizzeria Bianco and more — The Coffee Builders helped the public put a name to the amazing craftsmen behind some of their favorite restaurant designs.

In fact, this new project first started as a living, breathing laboratory and design showcase for future clients to experience his team’s hand

craftsmanship for themselves. “My original plan for this space was to build an experimental showroom or ‘testeraunt,’ as I like to call it, for our hospitality clients to demonstrate exciting new materials, finishes and service items,” Porter says. “But after we started building it out, I decided we should go all in and create a one-of-akind breakfast and lunch experience.”

But one thing Porter didn’t change was the tiny 850-square-foot layout of this longshuttered 1960 storefront. “I loved the challenge of working with such a small space, because it’s important that the restaurant not only look great but operate smoothly.” says Porter.

Celebrating two years in business this July, The Coffee Builders has won multiple awards and a diehard following for its innovative drinks, signature Danish-style sandwiches, and fun themed events like the Star Wars takeover wrapping up on May the 4th.

—Dawson Fearnow

Photo

The Coffee Builders thecoffeebuilders.com

Edo Japanese Grill – U.S. Debut from Canada

Women UBS Wealth Advisors Honored

Three financial advisors in the Scottsdale office of UBS Wealth Management USA’s Pacific Desert Wealth Management Market have been named to the Forbes Top Women Wealth Advisors Best-In-State list for 2025: Susan Bailey, Jennifer Lucovich and Jennifer Pope. local.ubs.com/scottsdale-az-ga

4 Wins for Queen Creek Olive Mill

The Queen Creek Olive Mill won an impressive four silver awards at the 2025 New York International Olive Oil Competition, the most awards the Mill has won in a single year: Delicate Extra Virgin Olive Oil, Arizona Extra Virgin Olive Oil, Balanced Extra Virgin Olive Oil, Estate Extra Virgin Olive Oil queencreekolivemill.com

Trevor Wilde a Top Wealth Advisor Barron’s has named Wilde Wealth Management Group CEO Trevor Wilde, MBA, AIF® to its annual list of top 1,200 advisors nationwide, earning the No. 30 position nationwide and No. 3 overall in Arizona. wildewealth.com

AZ Water Co. Celebrates 70 Years

This year, Arizona Water Company celebrates 70 Years of serving Arizona customers and communities, providing services to more than 300,000 customers in 30 communities across the state. The company has been honored with numerous awards throughout its history including ‘Project of the Year’ awards by the American Society of Civil Engineers. azwater.com

Local Publisher/Editor Earns WSET Diploma

Shannan Metcalf-Perciballi, publisher and editor of Edible Phoenix magazine, has become the first and only woman in Phoenix to earn the WSET Diploma offered through the Napa Valley Wine Academy. This is the highest level qualification offered by the Wine & Spirit Education Trust, a globally recognized certification for wine professionals. ediblephoenix.ediblecommunities.com

MC Companies Supports National Food Drive MC Companies has been recognized as the thirdhighest food donor in the nation through Move For Hunger’s annual food drive. The real estate investment, development, construction and management company specializing in multifamily properties contributed an impressive 10,399 pounds of food to the nationally recognized nonprofit organization that works to reduce food waste and fight hunger across North America. mccompanies.com

Edo Japan, one of Canada’s premier fast-casual franchises known for its fresh, flavorful Japaneseinspired cuisine, has made its U.S. debut with the opening of Edo Japanese Grill in Chandler, Arizona.

“Bringing Edo Japanese Grill to the U.S. has been in the works for a while, and with the rising interest in teriyaki food, choosing the right location was key. We decided on Arizona as our starting point, and selected Chandler because of its sustained growth and reputation as a vibrant, welcoming community that continues to attract new residents,” says Dave Minnett, CEO of Edo Japan. “It’s the perfect place to introduce our unique, Japanese-inspired experience, bringing a taste of what’s already loved by millions.”

Similar to the Canadian franchise, Edo Japanese Grill will serve fresh teppanyaki-style meals inspired by the tastes, sights, and sounds of Japan. Edo Japanese Grill is known for preparing food fresh on a sizzling 450°F teppan grill, which sears the ingredients to perfection while locking in flavor. Meals are then topped off with Edo’s signature teriyaki sauce. As a convenient, family-friendly dining option with fresh choices, customers get a delicious, hot meal, served fast.

“We are very excited to share our beloved Canadian brand with our newest community in Chandler,” says Minnett. “We procure most of our ingredients and materials domestically, with many items sourced directly from distributors within Phoenix Valley. We do not foresee any pricing adjustments due to the tariffs.”

The cornerstones of Edo Japanese Grill’s highquality menu are the signature shaved beef and teriyaki chicken bowls. The menu also includes specialties such as freshly made poke bowls, customizable bento boxes, Tokyo fried chicken, and bubble teas. A favorite among sushi lovers, Edo Japanese Grill offers a variety of delicious sushi, hand-rolled in-store daily, including California and dynamite rolls. Understanding that customers have unique tastes and preferences, almost every meal on the Edo menu can be customized. With additions such as cauliflower rice, Asian veggies and Yakisoba Noodles, Edo Japanese Grill’s customizable menu options aim to satisfy a variety of palates and preferences.

—Mike Hunter

edojapanesegrill.com

Generational Divides about Workplace L&D

The annual L&D benchmark report recently released by TalentLMS, an award-winning SaaS training vendor, uncovers how four generations of employees view workplace learning and development programs and what they expect from them.

The TalentLMS 2024 Annual L&D Benchmark Report found a generational divide: Millennials are the most satisfied generation with training, with a satisfaction rate of 83%. They are followed by Gen X (78%) and baby boomers (77%). Gen Z trails behind with 75%, while also reporting the highest dissatisfaction rate (13%) among all generations. Gen Z is also the only generation to rank mental health training among its top three development priorities.

Despite high employee satisfaction with training, learning and development programs in companies are far from flawless. The surveyed employees recognized plenty of untapped potential; 63% say the training programs in their company could be improved. In fact, 37% of Gen Z will look for a new job in 2025 if their company doesn’t provide adequate training opportunities.

While 68% of employees are more prepared

for the future of work because of the training they’ve received, almost half of employees (49%) say AI is advancing faster than their company’s training programs are keeping up and more than 4 in 10 employees (41%) think that work skills are losing relevance faster due to technological advancements.

Forty-two percent of employees report that AI tools have a positive impact on their skills. But AI’s negative impact, though overall low (5%), looks different for the youngest employees. Gen Z is three times more likely to say that AI harms their skills than Gen X (9% and 3%, respectively), and 2.2 times more than millennials (4%) and baby boomers (4%). The report notes this could indicate an emerging pattern of skill decline in a generation increasingly reliant on AI.

Overall, employees’ top three training priorities for 2025 are leadership and management, soft skills and digital skills — although 23% of employees hesitate to ask for additional training they need because the budget availability is unclear. —Mike Hunter

talentlms.com/research/learning-development-research-2025

Generational Gap in Communication: According to the TalentLMS 2024 Annual L&D Benchmark Report, 23% of employees find it challenging to communicate with colleagues who aren’t close to their age. For Gen Z, the challenge is greatest, as 33% struggle with cross-generational communication; the youngest workers are three times more likely than baby boomers, 1.5 times more than Gen X, and 1.3 times more than millennials to find it difficult to communicate with different generations at work.

Forces and Factors Impacting Marketing Performance

The CMO Council’s inaugural Marketing Vitality Index forecasts waves of vitality, volatility and velocity in 2025

by Mike Hunter

Are marketing dollars going to the right places? What’s the bang for the buck? The index indicates CMOs should allocate spend to mostly digital channels that engage target customers more actively, more visibly, and can be measured and optimized.

Smarter spending is also being driven by increased competition and audience fragmentation. Audiences are spread out in a plethora of social media channels that rise and fall in popularity overnight.

Massive digital disruption is happening not just at the point of sale but how consumers are finding, selecting and receiving products. Let’s face it, online shopping, e-commerce and home delivery are just simpler, faster and more convenient.

CHAT COMMERCE COMES OF AGE

One of the most exciting online engagement channels this year will be chat commerce. In a Meta-commissioned study, 7 in 10 online adults said they prefer messaging businesses over email and phone calls. They feel more connected, thus leading to more upsells and cross-sells.

Buyer Intent Breadcrumbs

As people research online, they leave digital breadcrumbs along the buyer’s journey. A B2B company, for instance, will take an average of 32 intent actions before making a purchasing decision, according to LeadSift.

It’s more important than ever for marketers to understand and track buyer-intent signals in order to take action at the apex of the purchasing decision. In fact, buyer intent signals top the list of most relevant marketing data, even ahead of purchase data, according to the CMO Council.

INFLUENCER MARKETING ON THE RISE

Brands looking to better connect with younger audiences and understand what they’re doing should tap into influencer

Chat Influencer and Loyalty

channels and crowdsourced content. According to Forbes, the size of the influencer marketing industry is $24 billion, and, despite economic challenges, it is still showing growth.

Influencer channels and crowdsourced content are driving consumption of products. They’re helping people choose products and get more value out of them. Smart brands are finding ways to multiply influencer interactions and help marketers better understand buyer intentions. This has the added benefit of informing product development.

HARD LOOK AT LOYALTY PROGRAMS

In contrast, traditional loyalty programs offer customers little value except for discounts. They’re complex and costly to manage, and consumers don’t really trust them. Truth is, people are quick to become a little miffed, even downright frustrated, if they see a membership discount and feel pressured to sign up just to receive it.

Nevertheless, marketers continue to pour resources into loyalty programs. Statista projects the global loyalty management market to reach $41.2 billion by the end of 2032. To be fair, some loyalty programs are really strong, particularly in the hospitality and travel industries.

At the same time, CMOs should strive to be more inventive in what makes people want to sign up to a loyalty program. What’s the real value? Where’s the excitement? Many loyalty programs are being redirected or shut down because they don’t really build customer affinity.

WILL AI HYPE GET A REALITY CHECK?

AI continues to disrupt marketing, media and the creative industries. But there are signs of a potential bubble burst in 2025, or at least a slowdown, as AI hype meets AI reality. CMOs risk overextending this year and failing to deliver on AI’s lofty promises. Most CMOs lack a good grasp on all the issues and implications, making AI a minefield to be navigated carefully.

Chat commerce conversion rates are 61% higher than email and 87% higher than other mobile apps

Companies that include chat experience have 75% year-over-year growth in annual revenue.

Forty percent of marketers allocate a quarter of their marketing budget to influencer campaigns, up significantly from previous years.

The global loyalty management market is projected to be $41.2 billion by the end of 2032

Loyalty programs in the first year or two post-launch typically achieve 20–30% revenue coverage, while mature programs that are considered successful are in the 35–50% range.

More than two-thirds of buyers involved in large and complex transactions valued at more than $1 million are millennials and Generation Z buyers.

Details as reported in the CMO Council Economic Vitality Index (www.cmocouncil.org/thought-leadership/reports/cmo-council-marketingvitality-index)

The CMO Council represents more than 16,000 marketing leaders in 10,000 companies collectively controlling nearly $1 trillion in annual, aggregated marketing spend.

cmocouncil.org/thoughtleadership/reports/451/ download

According to Forbes, the size of the influencer marketing industry is $24 billion, and, despite economic challenges, it is

Leading.

Local. Licensed.

American Solar & Roofing was founded in 2001 as the first company to bring residential solar to Arizonans. It is the only local licensed solar and roofing installer.

To date, American Solar & Roofing has installed a total 37,600 kilowatts for more than 15,000 customers.

Shining Light on American Solar’s People-Centric Vision

American Solar & Roofing embraces a culture where its people can thrive by

Joy Seitz

For many leaders, the path to the top is carefully planned. For me, it was forged through experience, adversity and a deep sense of responsibility. My outlook was shaped by my upbringing as a classic Gen X-er, a so-called “feral child” of divorced working parents — if I didn’t make my own meals while watching “In Living Color,” no one would. I credit that early independence for shaping my leadership style, inspiring resilience, adaptability and deep commitment to self-growth. Over the years, in fact, I have embraced that journey with gratitude.

I joined American Solar & Roofing in 2009, during the company’s peak. My responsibility was to manage government and policy issues, a logical step given my background working in small businesses across industries such as healthcare, venture capital, nonprofits, lobbying and debt collection. The policies I tackled ranged from local building codes to state legislation. One early challenge for the company was to reassure those cities that were concerned about the “load” solar panels would place on roofs. I didn’t know what “load calculations” were, so I walked down the hall to the engineering team to learn — and was then able to educate policymakers, gently, about why these concerns were misplaced.

My first major hurdle wasn’t technical, but cultural, from within my own company. Engineering leadership wasn’t thrilled about a “young girl” engaging with their staff. The company operated in silos, where departments worked independently rather than collaboratively. I felt this structure wasn’t conducive to growth, innovation or learning from failure. I realized American Solar & Roofing was built and run with an engineer’s mindset methodical, data-driven and riskaverse, whereas I am not an engineer and am willing to take risks. My first major lesson as a leader was recognizing I would make decisions that frustrate people, often because they feel there isn’t enough data to support my perspective.

I credit the book Rocket Fuel by Gino Wickman and Mark Winters to understanding my power. The book introduced me to the Entrepreneurial Operating System (EOS), a gamechanger for how to approach leadership. That is where I learned I am a Visionary — skilled at looking at the big picture, designing a culture and solving big problems.

As the CEO and Visionary, my job is to see the bigger picture to analyze business sectors, watch trends and shape a strategy that aligns with our company’s purpose: Affecting revolutionary change through our employees, customers and community.

Once I saw how EOS transformed our company, I turned my focus inward. My daily routine has become a cycle of waking up, drinking tea, heading to work, coming home, making a

cocktail and passing out. I was a wife, mother and CEO — but had no idea how to balance these roles. Then I started to listen to my own thoughts, set boundaries to create time for myself, and focus on what genuinely brings me joy.

Now, I prioritize reminding my leadership team that no business problem is worth the stress; I want to help them avoid the stressors of a work/life out-of-balance that I had. I believe it is vital that, when professionals are home, they be present with their family and not let work stress consume them. Leadership is so much more than driving a business forward; it’s about building a culture where people can thrive.

American Solar & Roofing americansolarandroofing.com

Photo courtesy of American Solar & Roofing

Tariffs and Their Impact on Commercial Real Estate

Developers must strategize on sourcing and usage by

Kim Ryder

In recent months, there has been increasing concern among commercial real estate professionals with the potential impact of new tariffs. These tariffs, introduced as part of broader trade policies, have affected various industries, with commercial real estate being no exception. From construction costs to property values, these tariffs are resonating across the CRE sector, prompting investors, developers and tenants to reassess strategies and operations.

UNDERSTANDING THE NEW TARIFFS

The tariffs in question primarily focus on imported goods, including materials used in construction, machinery and finished products. These measures are part of broader trade negotiations between various countries, particularly the U.S. and major trading partners like China, Europe and Mexico. As tariffs on goods such as steel, aluminum and timber increase, the direct costs of construction and renovation projects rise and are passed on to developers, builders and tenants. As of 2024, Canada was the largest supplier of steel to the U.S., with Brazil and Mexico not far behind.

RISING CONSTRUCTION COSTS AND DELAYS

One of the most immediate and visible effects of the new tariffs on commercial real estate is the increase in construction costs, which have already seen record highs in recent years. According to industry reports, tariffs are expected to raise the price of steel between 10 and 25% and lumber by 4 to 9%.

For developers, these rising costs can have a two-fold effect. First, it can lead to delays as they navigate sourcing alternative materials or renegotiate contracts with suppliers. Second, the increased cost of materials may result in higher overall project costs, which could lead to either an increase in rental rates or a reduction in profit margins for the developer. In some cases, projects that were once considered feasible may no longer be financially viable.

COMMERCIAL LEASE IMPLICATIONS

The impact of tariffs extends beyond the construction phase and into the operational side of CRE. As businesses in industries dependent on imported goods face higher costs, they may look to adjust their business strategies, including renegotiating commercial leases. For example, companies in retail may feel the pressure to reduce their footprint as they grapple with higher operational costs due to the increased price of goods and materials. This could result in an increase in vacancies in certain types of commercial real estate, particularly in retail properties.

On the flip side, landlords of office spaces may face increasing demands for flexibility in lease agreements, as businesses look for ways to cut costs in response to tariffs.

Flexible lease terms, shorter commitment periods or more customizable office spaces could become more attractive options for tenants seeking to maintain operational efficiency without long-term financial burdens.

THE GLOBAL NATURE OF TARIFF EFFECTS

While tariffs on building materials have a global impact, some of these materials may be sourced from other countries or even domestically. This means that, in some cases, the overall effect may be somewhat mitigated by shifts in sourcing strategies. However, the uncertainty surrounding trade policies can cause volatility, which may make long-term forecasting difficult for CRE professionals.

WHAT’S NEXT: STRATEGIES FOR COMMERCIAL REAL ESTATE STAKEHOLDERS

While the rising tariffs present clear challenges for the commercial real estate sector, there are several strategies that developers, investors, and tenants can employ to mitigate their effects.

• Diversify supply chains: Developers can look to diversify their suppliers and materials to avoid being overly reliant on countries facing tariffs. For example, sourcing materials from non-tariffed countries or domestic suppliers could reduce or stabilize costs.

• Adjust project timelines and budgets: With the potential for cost increases and delays, it is important for developers to factor in these variables when planning new projects. This includes creating contingency plans for potential cost overruns or delays.

• Reassess investment strategies: Investors should carefully assess how rising tariffs may affect specific sectors within the commercial real estate market. While some property types may suffer from cost pressures, others may benefit from increased demand. Logistics and warehouse spaces, for example, could see growth as e-commerce continues to expand.

• Advocate for policy change: Stakeholders in the commercial real estate sector, particularly those who are directly affected by tariffs, may find it valuable to engage with policymakers to advocate for changes or adjustments in tariff policies that align better with industry needs.

CRE Outlook

New tariffs are undeniably shaping the commercial real estate landscape in significant ways. From rising construction costs to changing market dynamics, these trade policies present both challenges and opportunities for developers, investors, and tenants alike. By understanding the broader economic effects and implementing strategic responses, the commercial real estate sector can navigate these turbulent waters and continue to thrive despite the shifting global trade environment. Supply and demand will continue to be key drivers of future growth and development.

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.

tsginc.com/thrivedevelopment-group

New Attainable Housing Project in Tempe

Dwell @ 5th and Farmer is an innovative, transit-oriented, attainable housing community from Holualoa Companies. Located on a two-acre parcel in the heart of Tempe, the multifamily project will provide new housing options for residents working in downtown Tempe, Arizona State University and other locations.

The 129 attainable housing units are integrated with two existing creative office buildings and open space to create a true mixed-use development. The Tempe project is the first in what is envisioned to be a series of Dwell developments in the Valley.

The project uses the urban environment itself as an amenity. “High Walkability” scores in urban environments provide convenient access to employment, shopping, restaurants and nightlife, arts venues, outdoor recreation and public transportation. —Mike Hunter dwell5thandfarmer.com holualoa.com

Sustainable Luxury Community in North Scottsdale

As Optima McDowell Mountain takes shape in North Scottsdale, award-winning real estate firm Optima is setting a new benchmark for sustainable luxury with its $1-billion mixed-use community, featuring meticulously designed residences, cutting-edge green building techniques, expansive open space and community-driven amenities designed for modern desert living.

Designed by internationally acclaimed, award-winning architects David Hovey Sr., FAIA, and David Hovey Jr., AIA, the project features sustainable design and development that includes the largest private rainwater harvesting system in the U.S.; the project is designed to collect rainwater for all on-site irrigation and reduce residential and commercial water consumption. It will also be Scottsdale’s first development built under the newly adopted International Energy Conservation Code and International Green Construction Code. —Mike Hunter optima.inc optimamcdowellmountain.com

Behavioral Health Services Battle Stigma in Office Space Search

Most business owners in search of office space have a variety of options — the real challenge is finding the best space to fit operational and financial criteria. That is not the case for providers of behavioral or mental health services. In fact, behavioral health providers are routinely met with roadblocks. According to the National Institute of Mental Health, approximately 31% of adults and 32% of adolescents suffer from anxiety disorders, and approximately 20% of teens and 60% of adults experience depression. Despite rising rates, Arizona ranks 48th in the U.S. for access to behavioral health care. As the need for mental health care grows, providers face significant challenges securing commercial property leases that will allow them to provide much-needed services.

“In 2021, we began looking for office space to expand the practice. At that time, offices were sitting empty due to COVID, and we would be denied, which was surprising considering they needed tenants,” states Stacey Krauss, Psy.D., CEO of Transitions Counseling and Consulting.

Dr. Krauss learned that property owners were not only resistant to entering a lease agreement with providers offering behavioral health services, they wouldn’t even consider it.

“Sadly, they have a negative perception of mental health service providers. They think it attracts people that will disturb other tenants,” Dr. Krauss explains.

REALITY VS. PERCEPTION

Most behavioral health providers require private office space ranging from 1,000 to 4,000 square feet. An office suite for a small team of providers may include a reception or lobby, a mix of private offices and group meeting rooms, and a kitchen or lounge for staff. Clients come in for one-on-one appointments or small group meetings and leave, similar to a medical or physical therapy practice but without the need for medical equipment installation or medical waste disposal.

The negative perception is primarily based on concerns about clientele. The

expectation is that people will loiter in the parking lot, smoking or using drugs, making noise, imposing danger or demonstrating inappropriate behavior. Another major concern is controlled substances may be stored on the premises.

OVERCOMING OBSTACLES

Business owners and tenant reps must educate property owners first. In Dr. Krauss’s case, when met with resistance she and her broker ask property owners about concerns to try and open a dialog and address apprehensions. The following information can help open doors:

• Provide background/history of the company and information about services.

• Share accreditation of the practice and qualifications.

• Invite landlord to tour current offices and introduce to staff.

• Offer tenant records and references.

Typically, a mental health care practice is a quiet office setting that is inviting for patients and offers a safe, comfortable work environment for staff.

“A good location with a safe, well-lit parking lot is important,” explains Dr. Krauss. “We look for a 7 to 10-year lease and an option, in some cases, to increase our space; it’s a long-term relationship that we want to work.”

Transitions Counseling demonstrates why property owners should look beyond stigmas and how tenant agreements with behavioral health service providers can be mutually beneficial. —Christine Juby, a licensed commercial real estate broker and top producer with Davis Commercial AZ (daviscreaz.com) As the need for mental health care grows, providers face significant challenges securing commercial property leases that will allow them to provide much-needed services.

Can a Customer-First Culture Reignite U.S. Chipmaking?

Intel’s new CEO brings a track record of rebuilding from within by Stephanie Quinn

Expectations were high when Lip-Bu Tan stepped on stage at Intel Vision 2025. The semiconductor giant has fallen from grace, ceding technological leadership to global competitors and watching its foundry business hemorrhage money. But Tan, Intel’s new CEO and a well-known figure in venture capital and design automation, didn’t shy away from the company’s shortcomings. Instead, he leaned in.

He emphasized the need to return to a startup mentality, with an engineering-first mindset supported by customer trust and transparent feedback.

This wasn’t just corporate-speak. Tan’s track record — investments in Amazon’s Annapurna Labs, Qualcomm’s Nuvia, and a transformative run at Cadence Design Systems — tells a story of someone who understands how to rebuild from within. His mission now? Restore Intel’s relevance at the leading edge of chipmaking, not just for itself but for the entire U.S. technology ecosystem.

That’s a tall order. But it’s one with ripple effects well beyond Silicon Valley — including here in Arizona.

The spotlight on Intel’s 18A process technology — its most advanced yet — served as the showpiece of Tan’s keynote. With “risk production” now underway, the company is signaling confidence in its ability to deliver performance-per-watt improvements that rival or surpass TSMC’s 2nm process. It couldn’t come at a more critical moment.

The U.S. has poured billions into semiconductor independence through the CHIPS and Science Act, hoping to shore up national security and stabilize supply chains. Yet Intel’s foundry unit has continued to lose money, prompting reports that the government encouraged TSMC — the Taiwanese manufacturing powerhouse — to step in. A potential joint venture between the two, still in early discussions, could reshape the competitive landscape.

But here’s the question for Arizona: if Intel regains its footing, where will that momentum land?

Arizona has already established itself as a semiconductor super hub, home to massive investments by TSMC, Intel and an expanding network of suppliers, toolmakers and workforce pipelines. With Tan’s push for streamlined operations and tighter customer integration, if Intel can succeed in making its 18A process both competitive and available to external customers, it would mark a turning point — not only for the company but for U.S.-based advanced manufacturing. Arizona’s influence within the U.S. semiconductor industry would undoubtedly grow.

Tan’s plan diverges from past playbooks in one important way: He’s betting on culture before capital.

He’s called for a reduction in bureaucracy and an increase in engineering autonomy. He’s asking customers for brutally

honest feedback, not staged testimonials. He’s also hinted at shedding non-core business units to stay focused on what Intel does best.

Alongside product executives like Michelle Johnston Holthaus and Jim Johnson — both praised for their pragmatic execution — Tan is pushing Intel to design with purpose, not just power. That includes upcoming platforms like Panther Lake and Lunar Lake, designed with AI-native compute in mind. Gaudi 3 is Intel›s newest AI accelerator, and it is starting to draw attention. Because it offers a more cost-effective and flexible option than many of the closed systems on the market, not just because it’s the flashiest piece of tech, these developments reflect a shift in thinking that prioritizes practical solutions over theoretical benchmarks.

Despite the applause in the room, the market response to Intel Vision 2025 has been cautious. Investors have heard ambitious plans before. What matters now, especially to policymakers, is whether Intel can deliver. Panther Lake and the 18A process aren’t just product launches but litmus tests. If they hit the mark, they’ll help reestablish Intel’s role in the global chip race.

Arizona business leaders, too, have a stake in that outcome. Intel’s future direction could influence supplier contracts, talent demand, regional investment and the trajectory of AI innovation in the Southwest.

Tan didn’t promise a miracle. He offered a roadmap grounded in humility, focused on what made Intel matter in the first place: bold engineering, responsive leadership and a willingness to listen.

For Arizona, that could mean another chapter in its already vital role in semiconductor manufacturing. Or it could mean watching a once-dominant player fade further behind.

All eyes are on whether Intel can deliver not just for itself but for a country betting big on bringing chips home.

Intel intel.com

In Arizona, small business is a big deal.

The Arizona Commerce Authority off ers a wide range of programming to support entrepreneurs and small business owners. Find tools to help launch, operate and scale your business with our online, interactive Small Business Checklist. View webinars in our Small Business Boot Camp to help you master everything from finances, to leadership, to business plans. If you want to improve your digital footprint, our Small Business Digital Academy offers hands-on training to help grow your presence online. Plus, we’ll connect you with fellow Arizona business leaders who can share valuable insights and growth strategies to help you find success. Whether you have questions about getting started or you’re looking for a strategic plan to take your business to the next level, we’re here to help.

Lucid Expands Arizona Footprint with Nikola Facility Deal

Lucid Group is accelerating its presence in Arizona after acquiring key facilities from bankrupt electric truck maker Nikola Corporation. The $30-million deal, announced April 10, includes Nikola’s Coolidge manufacturing plant and a Phoenix facility formerly used for headquarters and R&D. With it, Lucid gains more than 884,000 square feet of space, along with high-end development equipment like battery testing chambers and chassis dynamometers. Lucid is planning to offer jobs to more than 300 former Nikola employees across roles in engineering, assembly, software and testing.

The acquisition gives Lucid room to scale — and fast. Today’s electric vehicles are powered by semiconductors; today’s EVs can require more than 2,000 chips per vehicle. These chips manage everything from power flow and battery systems to self-driving features and over-the-air updates. As demand for features like autonomous driving and real-time connectivity increases, so does the need for cutting-edge semiconductors.

This deal arrives amid a broader shakeout in the EV market, where rising interest rates and tighter capital have challenged even the most-hyped players. Lucid’s expansion rather than contraction offers a reassuring signal: Not all EV stories are cooling. Some are consolidating, investing and moving forward.

That’s good news for Arizona’s semiconductor ecosystem.

From fab investments by TSMC and Intel to advanced packaging and prototyping hubs at ASU, Arizona is building an ecosystem stretching from silicon to steering wheels. Lucid’s continued presence helps close the loop, bringing the state one step closer to a full-stack innovation economy, with everything needed to design, build and test advanced tech under one skyline.

For Arizona, it’s a reminder: Semiconductors don’t just power the digital world. They’re also steering the future of transportation — and that future increasingly runs through the desert.

—Stephanie Quinn lucidmotors.com

Arizona’s Space Age

Arizona already sits at the center of America’s semiconductor surge. Now, it may be charting a new trajectory — straight into space.

From research labs to manufacturing floors, the state has become a powerhouse in advanced chipmaking. Governor Katie Hobbs reinstated the Arizona Space Commission in February, hoping it will help push the state to the forefront of the rapidly expanding space economy — an industry projected to grow to $1.8 trillion within the next decade.

It’s not a matter of if Arizona can make its mark in the space economy — it’s how quickly it’s ready to move.

The logic is simple: No modern space mission, from satellites to exploratory probes, functions without advanced semiconductors. And thanks to a robust chipmaking ecosystem, an aerospace legacy and renewed momentum from government and industry, Arizona is uniquely positioned to shape the future of space tech.

Arizona’s space and defense roots run deep, with Raytheon, Boeing, Northrop Grumman and Honeywell already deeply entrenched in Arizona’s aerospace economy. But the state is attracting newcomers like Virgin Galactic, who are betting on Arizona’s longterm potential. The company is currently assembling its next-generation spaceplanes in Mesa, and its plans to begin flying research payloads in 2026 are part of a growing constellation of aerospace activity across the state.

It’s not just about the big names, either. Homegrown firms like Paragon Space Development in Tucson and Qwaltec in Tempe — both represented on the re-formed Space Commission — highlight the diversity and depth of Arizona’s aerospace sector.

Still, experts say the real shift lies in the intersection between semiconductors and space. Because, when it comes to rockets, satellites and deep-space missions, it all begins with chips. Systems for autonomous navigation, satellite imaging and mission-critical flight computing all rely on them. But not just any chip will do — space demands semiconductors that can survive extreme radiation, temperature swings and the rigors of long-term operation.

That’s where Arizona stands out.

Billions have been invested here by companies like Intel, TSMC and ON Semiconductor to build and scale operations. But Arizona’s edge isn’t just in having large tech players — it’s in the ecosystem that’s grown around them. Chandler-based Everspin Technologies is one standout. Its magnetoresistive RAM (MRAM)

offers a resilient memory solution for use in satellites and other spacecraft. Unlike conventional memory, MRAM doesn’t fail under radiation and provides faster write speeds and higher durability — exactly what’s needed in orbit.

Access to this kind of technology, locally sourced and space-tested, is a game-changer.

That’s part of the reason the U.S. Department of Commerce recently selected the ASU Research Park in Tempe to house one of three national semiconductor R&D facilities under the CHIPS and Science Act. The center will support prototyping and advanced packaging, accelerating innovation by connecting academic researchers with engineers and commercial partners.

To prepare a future-ready workforce, programs like ASU’s NewSpace Initiative and the Department of Defense’s Microelectronics Commons Southwest Hub are already training students in aerospace, semiconductors and systems engineering.

“It really sends the message that we’re not only a semiconductor hub, but the semiconductor renaissance is happening here in Arizona,” says Michael Rosas, vice president of business development for the Arizona Commerce Authority. “This facility, when it’s up and running, is going to build the most advanced chips for quantum computing, the ones that are going to be in the rockets. It’s the exclamation point at the end of the sentence.”

Arizona’s aerospace and defense industry supports more than 66,000 jobs. While it ranks eighth nationally in Department of Defense funding per capita, it contributes almost $9 billion to the state’s bottom line — a growth rate that’s faster than what we’re seeing nationwide.

To paraphrase a line from Captain Kirk: Space — Arizona’s new frontier — isn’t just a scientific story. It’s becoming a reality in the Valley of the Sun.

Stephanie Quinn

Virgin Galactic’s plans to begin flying research payloads in 2026 are part of a growing constellation of aerospace activity across the state.

Elevating Medical Aesthetics in the Valley

Med 44 Arcadia, a premier concierge-style healthy skin clinic located at 44th Street and Camelback in Phoenix, was founded by Holly Mueller, a cosmetic nurse with a lifelong passion for beauty and wellness. After working at other med spas, Mueller noticed the growing trend of wellness-focused aesthetics in Phoenix and knew there was more to offer. “I felt there was an opportunity to provide an elevated and comprehensive approach for patients,” shares Mueller. “I started Med 44 Arcadia to provide patients with the latest laser skin technology and regenerative aesthetics in the most luxurious location.”

Mueller’s business approach and philosophy at Med 44 is patient centered. “Our patient’s time is valuable. We simplify everything about their visits,” says Mueller. “I’ve designed the patient experience to be modern and luxurious, with the absolute best customer service” through no wait times, easy text message scheduling, express checkouts and comprehensive treatment plans to meet patients’ aesthetic goals.

This commitment to patients extends to Mueller’s philosophy on medical aesthetics. Med 44 distinguishes itself through a holistic and personalized approach to beauty. Mueller explains, “Our plans address all aspects of the skin, volume loss, facial balancing, medical-grade skincare and clean beauty.” She ensures client’s results will be natural and long-lasting, reflected in Med 44’s “House Rules” which are displayed on the lobby wall and reviewed during consultations. She explains, “We don’t offer gimmick-like treatments that are the latest TikTok or Instagram trends. We are a science- and evidence-based practice. We only offer aesthetic services that are FDA approved and have significant clinic data to provide results.”

By focusing on continuous education, embracing a culture of wellness and offering natural, longlasting alternatives, Med 44 Arcadia not only meets the demands of health-conscious patients but also positions itself as a leader, shaping a new era of health-focused medical aesthetics.

—Victoria Karlic

Growing Demand for Mobile Medical Care

Imagine having to travel to a doctor’s office, walk into a building and down long corridors while wheezing and being short of breath from chronic heart or lung disease. Joint pains, back problems or leg or backside wounds overwhelm the assistance from a cane or walker, making that doctor visit seem as difficult as climbing Mount Everest. Then there are risks of falling, catching winter flu bugs, or suffering a breathing crisis from the strain, leading to an emergency room visit.

An aging population has made mobile medical services a key part of quality healthcare. One in four Arizona adults are age 65 or older, and 1.5 million residents are over age 60, according to recent data. The aging population extends across the country. In the United States, there are roughly 2 million people who are completely homebound and 5.5 million who are partially homebound, according to the National Health and Aging Trends Study. In addition, many patients may live far from skilled medical providers in “medical deserts,” or underserved areas.

Arizona Wound Healers was born out of a mission to provide adults in need with key services as part of a continuum of care for those who have chronic and life-limiting illness. The “continuum of care” model includes mobile primary care for elderly and disabled (DoctorCare), palliative and hospice care for those approaching the end of life (Elevate Hospice and Palliative Care), and in-home advanced wound care for the 3% of elderly who suffer from chronic wounds in group homes, assisted living, nursing homes or in their private residence (Arizona Wound Healers). These services differ from concierge practices by providing care to those who are most

needy and might live in underserved or rural areas.

Arizona Wound Healers was started in 2024 by Joel Cohen, M.D., and Valerie Palacios-Chapa, FNP, to add mobile, advanced wound care therapies to complete the continuum of care. It is led by Medical Director Dr. Joel Cohen. Arizona Wound Healers is a source of great comfort for patients as they can get skilled medical care in the comfort of their living space when suffering from acute illness or severe pain or perhaps are approaching end of life. Chronic, or “hard-to-heal” wounds, are medical complications primarily treated by Arizona Wound Healers. Chronic wounds are skin defects that linger beyond four to six weeks without significant progress in healing, fail to progress through the normal stages of healing, and are associated with underlying health conditions such as diabetes, obesity, heart disease, poor circulation or infections. Common examples of chronic wounds include diabetic foot ulcers, venous leg ulcers as well as pressure ulcers from lack of mobility. Up to 6.5 million Americans live with chronic wounds, and 3% of the population have open wounds, with seniors (65+) making up 85% of this group.

Mobile medical care will continue to flourish as Arizona’s population ages, and companies such as Arizona Wound Healers respond to growing demand from patients whose wounds, chronic pain, fall risk, mobility challenges and other health conditions keep them from leaving their home. —Valerie Chapa, NP-C, CWON, owner and co-founder of Arizona Wound Healers (www.arizonawoundhealers.com) with more than 23 years of experience in healthcare

IS WHAT GIVES US PURPOSE HONOR

New Accelerator to Provide Hands-On Battery Training

The Arizona Commerce Authority has opened Future48 Workforce Accelerator, a battery-focused accelerator to provide workforce training focused on the manufacturing process of cylindrical batteries used for electric vehicles and other applications. Specifically, as the program is designed to develop regional talent who will join LG Energy Solution’s Queen Creek facility after completion, members of LG Energy Solution Arizona will provide handson training for the 19,850-square-foot facility’s manufacturing equipment and safety processes and incorporate simulation technology for personnel training.

As the company’s first cylindrical battery plant in the U.S., the facility will deliver its state-of-theart 46-Series cylindrical batteries to renowned automakers, bringing well-paying, high-quality jobs to the community along the way.

The accelerator is located at Central Arizona College’s Superstition Mountain Campus in Apache Junction; opened in conjunction with Pinal County, Central Arizona College, Greater Phoenix Economic Council and LG Energy Solution, it marks the second training center launched in partnership with Central Arizona College and Pinal County. In 2021, Arizona launched Drive48, the inaugural Future48 Workforce Accelerator, an automotive training assembly facility in Coolidge with partners including the ACA, Central Arizona College, Pinal County, the City of Casa Grande, and Lucid. Drive48 features multiple assembly robots and individual training rooms to prepare students for jobs in automotive assembly manufacturing.

“We will create 1,500 new employment opportunities overall by 2027, significantly thriving the local economy and further cementing Arizona’s growing reputation as a hub for advanced manufacturing,” says Richard Ra, president of LG Energy Solution Arizona. “This workforce training center at CAC will be a cornerstone of our effort, preparing a highly skilled workforce for the jobs of tomorrow for Arizonans by awakening their infinite potential.” —Mike Hunter azcommerce.com/future48-workforce-accelerators azcommerce.com/programs/arizona-advancedtechnology-network/drive48

Avnet Commits to STEM and Empowering the Next Generation in Arizona

Avnet, a global technology solutions provider with deep roots in Phoenix, is working to expand STEM (science, technology, engineering and math) education through a range of initiatives. By supporting local robotics competitions, funding STEM projects and increasing access to educational resources, Avnet is helping shape the next generation of engineers, scientists and innovators right here in Arizona.

A PASSION FOR STEM EDUCATION

Avnet believes that children have the potential to drive innovation and create change. Through mentorship, hands-on learning and financial support, the company is helping young people develop problem-solving skills, creativity and technical expertise. These efforts go beyond the classroom, reaching into communities striving to ensure that STEM opportunities are accessible. Supporting this work is Avnet Cares, the company’s philanthropic and volunteer program. With a strong focus on STEM education, Avnet Cares sponsors initiatives that prepare students to succeed in areas like advanced manufacturing, logistics and, of course, electronics.

BUILDING THE FUTURE THROUGH STEM PROGRAMS

One of Avnet’s partnerships is with the Chief Science Officers program, a global initiative designed to develop young STEM leaders in grades 6–12. Through Avnet’s support, CSO has expanded to six countries and 15 U.S. states that include Arizona, growing its student participation from 800 to 1,500.

In addition to supporting student leadership, Avnet provides direct funding for STEM education through community grants. In 2024 alone, more than 20 grants were awarded to schools, nonprofits and local community organizations that promote STEM learning.

EXPANDING STEM ACCESS TO ARIZONA AND BEYOND

To make STEM education more accessible, Avnet supports the SciTech Institute’s STEM Little Libraries initiative. Inspired by the popular Little Free Library program, this project provides STEM-themed learning kits to rural communities in Arizona. Since launching in 2023, the program has expanded to nine additional states, distributing more than 7,000 STEM kits with hands-on projects

and monthly themes.

Avnet also participated in the Chandler Innovation Fair, where Avnet employees led handson STEM activities, including a Micro:bit challenge where kids tested computer recognition of their dance moves. The booth also featured a Raspberry Pi demo and information about “Coolest Projects,” a global contest for young digital creators. Free STEM kits were distributed, encouraging students to experiment with technology after the event.

In addition, Avnet employees often volunteer to share their career journeys with students across the U.S., offering insights into their work and the paths they took to get there. These sessions, the most requested volunteer activity at Avnet, help students explore STEM careers through real-world experiences. Employees speak with groups like the Girl Scouts and Chief Science Officers, sharing challenges and successes to inspire the next generation.

TECHNOLOGY FOR A BETTER TOMORROW

Avnet also leverages STEM for global impact. The company supports Ribbit Network, an initiative that uses CO₂ sensors to build the world’s largest greenhouse gas emissions dataset, helping scientists combat climate change. In addition, Avnet played a key role in deploying the AquaBlock Emergency Water System to Morocco following the devastating 2023 earthquake, demonstrating its efforts for using technology for humanitarian efforts.

SHAPING ARIZONA’S STEM WORKFORCE

Through Avnet’s investments in STEM education, its goal is to shape the future of young learners and strengthen Arizona’s tech ecosystem. As industries increasingly rely on skilled professionals in engineering, artificial intelligence and digital transformation, Avnet’s initiatives are working to create a strong talent pipeline.

Avnet’s ongoing STEM programs provide Phoenix-area students, educators and parents with valuable opportunities to explore STEM. Whether through grants, mentorship, robotics competitions and more, Avnet is working to ensure that Arizona remains a hub for technology and innovation.

—Katie Stringham, global community engagement manager at Avnet (www.avnet.com)

Avnet’s STEM programs discover.avnet.com/stem/p/1

The Future48 Workforce Accelerators are modeled after the successful Drive48 facility in Pinal County. Since launching in 2021, more than 2,000 students have graduated from that program, with many currently working at Lucid’s advanced manufacturing plant in Casa Grande.

the brightest minds in medicine, focused on your cancer diagnosis.

City of Hope® is one of the largest and most advanced cancer research and treatment organizations in the United States. With an independent, National Cancer Institutedesignated comprehensive cancer center that is ranked top 5 in the nation for cancer care by U.S. News & World Report at our core, we turn hope into reality by providing world-class treatments for all stages and types of cancer.

The experts at the Gastrointestinal (GI) Cancer Center at City of Hope Phoenix treat all gastrointestinal-related cancers, including colorectal, liver, pancreatic and stomach cancers, as well as neuroendocrine tumors. Our GI Cancer Center team is dedicated to treating patients with new and innovative cancer treatment options for diagnostic and surgical needs, using evidence-informed supportive care services to address gastrointestinal cancer symptoms and treatment side e ects — all under one roof.

The Ultimate Office

by RaeAnne Marsh

Productive and innovative workspaces elevating Arizona's workforce

T“he traditional office is dead — it just doesn’t know it yet,” says Zac Cohen,. creative director of Räkkhaus. Observing that the best workspaces today function less like static layouts and more like neighborhoods — offering spaces that flex between deep focus, collaboration, and social interaction — he emphasizes the need to design work environments that evolve with how people actually work, not how outdated floor plans say they should. “Offices need adaptability: modular elements, reconfigurable work zones, and dynamic spatial design that keeps the workplace feeling alive instead of locked into a 20th-century model,” he explains.

SPACE MATTERS BEYOND MERE SQUARE FOOTAGE

The new reality of hybrid work is one force putting pressure on workplace design to reinvent itself. Notes Mark Adams, VP and director of workplace at SmithGroup, “Instead of measuring cost per square foot, there has been a seismic shift to measuring how many people are using the space and how often.” Response to that shift is manifested in how effective workplaces are designed. “As the office transforms from a warehouse for workers to a magnet for talent,” he says, “hospitality and experienceled design principles have emerged as mega-trends.” But applying this approach to office design is more complex than recreating hotel lobbies. “Instead, hospitality design is about creating safe, memorable spaces and experiences that people want to come back to again and again. At SmithGroup, we are focused on the user experience and creating spaces that make them feel welcome, safe and special,” Adams says.

“Why do we design hotels, restaurants and cultural spaces to be engaging and inviting, but expect people to work in sterile, uninspired boxes?” Cohen asks rhetorically before asserting, “The modern office should feel like a destination, not an obligation.” His design philosophy takes cues from highend hospitality — integrating rich materials, curated common areas and thoughtful lighting that enhances experience, not just function. He believes office buildings should have flex workspaces, rooftop terraces, and curated common areas that blur the line between productivity and lifestyle. “If you wouldn’t want to spend your free time there, why would you want to work there?”

This is a whole-building approach that underlies SmithGroup’s belief that a unique experience can be shared by the entire building, not just in one tenant’s suite. After all, landlords and their buildings need to stand out

The Union building features high ceilings, outdoor balconies and 10-foot vision glass for an exceptionally bright and open work environment, and an amenity package anchored by “The Clubhouse,” a space featuring a state-of-the-art conference center, bar and kitchen areas, and golf simulator; courtesy Lincoln Property Company

Hines’s Phoenix office was designed with a hospitality-inspired ethic, including a backdrop of floor-to-ceiling glass that gives way to stunning city and mountain views; photo courtesy of Phoenix Design One

from the pack. For example, SmithGroup recently helped Metro Commercial create a work-play think-tank space for tenants to use for larger social gatherings or brainstorming sessions. Providing amenities like gaming, large conference rooms, huddle and other social and functional spaces for the building is a benefit for individual tenants as it allows them to design their spaces even more efficiently because they do not have to replicate similar spaces in their own suite.

Another unique space was brought to life at the new Fender headquarters, where SmithGroup transformed a well-known site and created a brand experience that includes such spaces as an employee retail store and a rooftop deck for jam sessions — even an exhibit showcasing the beloved and historic brand and the many famous musicians who have played Fender guitars over the years. Plus a “kaboom room” to test amplifiers to failure. This manifests SmithGroup’s premise that “it’s the unique and special elements of the space that, ultimately, make the people who occupy it feel special, too.”

As Kerri Swischuk, principal of Phoenix Design One, puts it, Metro Phoenix office tenants want workspaces designed “not just as a place to work, but as an environment that influences how that work happens” — and this holds true for offices from corporate headquarters to spec suites.

Focusing attention at an individual employee level, Gensler design director James Bailey says, “The greatest amenity at the moment is the ability to do focused work in a quiet space where you can close a door. This means it’s important for a workplace to have a variety of space typologies, offering flexibility and choice in the way employees work.” This (which he addressed in his Guest Columnist article “What’s In and What’s Out: Workplace Trends for a Changing Workforce”; In Business Magazine, April

2024) includes having correctly sized desking neighborhoods and nonreservable rooms for serendipitous calls and team collaboration. He finds it more important now than ever before to design these rooms for hybrid work styles with technology that meets the scale of the space — which includes providing front-facing lighting and designing for appropriate video call backgrounds.

And psychological safety is important, according to Madeline Dunsmore, senior workplace strategist at SmithGroup. “In this new era of user-centric design, psychologically safe spaces — where you can show up and do your best work with others — is just as critical as physically safe spaces. The combination is what makes it a truly hospitable environment.”

Describing psychologically safe workspaces as ones where it’s hard to sneak up behind someone, Dunsmore explains, “We’ve learned in our research that it is harder to concentrate if you are ‘watching your back’ all the time. Workspaces should be designed with some visual privacy while at the same time providing workers with the ability to easily survey their surroundings.”

Space tucked away from windows is another example she offers of psychologically safe spaces in the office can be found tucked away from the windows. Noting that SmithGroup designers use interior and often darker places to create hidden special spaces that feel one-of-a-kind and separate from the main workspace, she shares, “We had a blast creating a speakeasy with a secret hidden door for a recent law firm client, May Potenza Baran & Gillespie, giving their attorneys something unique, magical and private.”

Adam Goodman, president and CEO of Goodmans, finds Arizona’s commercial office market is redefining the concept of the workplace as sprawling corporate headquarters, boutique offices and reimagined

Outdoor courtyard at The Square with a lush oasis and inviting pathways to connect disparate parts of the building; photo by Kevin C Korczyk, K2 Creative LLC, courtesy of SmithGroup

industrial office spaces are evolving to meet employees’ changing needs and expectations. “Companies embracing a holistic philosophy may have an edge in attracting and retaining top talent by emphasizing the three tenets of well-being, connection and change,” he says, explaining, “This approach, crafted by iconic global design company, MillerKnoll, aims to draw out the true purpose of the workplace, whether it’s for a large corporate campus or a nimble startup.”

In this regard, Goodman believes supporting employee wellness means creating spaces that help people thrive — physically, mentally and socially. He cites MillerKnoll research that found most employees want flexibility in both schedule and location yet still see the office as an essential hub. “That’s why collaboration areas, biophilic elements (like plants and natural light) and respite spaces (semi-private nooks to restore focus) are key,” he says. Experience with his own business validates his belief that an environment that meets fundamental work needs and also feels good is more likely to keep employees satisfied, healthy and engaged (“Goodmans CEO Leads by Listening, Workers Return in Droves”; In Business Magazine, August 2024). Additionally, integrating sustainability features such as solar shading and low-flow water fixtures, and eco-friendly materials and fabrics help protect the planet and supports people’s sense of purpose and pride.

Addressing the tenet of connection, Goodman says it’s fostered by a thriving workspace to both the organization and the individuals within it. He points to settings such as cafés, lounges and forums as spaces that encourage employees to gather, share ideas, spark creativity and create friendships. He notes that modern audio-visual tools make it easier for in-person and remote team members to collaborate, while workshop areas enable real-time brainstorming and problem solving. “These spaces, carefully designed around how people actually work, support a sense of belonging that’s vital for collaboration and productivity as well as build a positive company culture,” he says.

Blake Wells, VP of pre-construction at LGE Design Build, also addresses the impact of space configuration on connection. He notes the traditional private office model is being replaced by more open layouts with a higher emphasis on smaller meeting rooms — spaces that, often designed for digital meetings or private calls, allow employees to engage in focused conversations without disruption. “This shift reflects the growing need for flexibility in how employees collaborate and communicate, with many opting for hybrid work models,” says Wells.

Change, of course, is the constant we all live with, and Goodman points out no workplace remains static. As needs shift, offices must adapt, he says, offering the following examples: “Neighborhood settings are designed to accommodate both collaborative group projects and focused heads-down tasks, with small-group lounge spaces directly adjacent to workstations. Modular furnishings and movable walls like those manufactured by DIRTT make it simple to reconfigure a space in hours, not weeks. Additionally, designing for future expansion — or a potential pivot — lets companies avoid wasteful remodels that come with short-term planning. By anticipating the inevitable changes in how people work, organizations can maintain a dynamic environment that ages gracefully instead of quickly becoming outdated.”

Beyond the workspaces, Bailey is finding amenitization important at a variety of scales. “We’re seeing the biggest shift with mid-sized companies that are now looking for more flexibility in space allocation by reducing one-to-one desk assignments in favor of shared, multifunctional areas,” he says. These mid-sized companies, which don’t have the plentiful resources of a corporate headquarters or the constraints of a small startup, are looking for locations that offer built-in amenities such as large-scale conferencing areas, cafes and lounges that provide alternative workspaces without requiring extensive in-office buildouts. “These factors help employees feel that commuting to the office is worthwhile.”

SmithGroup’s office in Phoenix, designed through the lens of experiencing the office through all five senses, aimed at LEED certification and WELL certification to couple sustainability with the human experience; photo by Kevin C. Korczyk, courtesy of SmithGroup

AMENITIES, PRODUCTS AND PERKS … OH, MY!

Wells reports one of the most prominent trends in modern office spaces is the increasing demand for improved acoustics. “With most employees still relying heavily on digital platforms like Zoom and Teams, there is a growing need for offices that support seamless digital communication,” he explains. “Acoustics have become a top priority, not just in open office areas but also in conference rooms and smaller meeting spaces.” Companies are investing in functional furniture, specialized ceilings and flooring to create quieter, more conducive environments for virtual meetings, plus, Wells finds, decorative acoustics are gaining popularity as an innovative way to address noise control while adding a stylish touch to the office’s aesthetic.

He notes also that employee-focused perks are playing a significant role in office design. “With employee satisfaction being a priority, organizations are investing in more comfortable and attractive spaces to promote well-being,” says Wells. For instance, break rooms are becoming more inviting and are equipped with amenities that foster relaxation and social interaction. Additionally, entertainment spaces, wellness rooms and flexible workstations are designed to accommodate various work styles and encourage creativity.

In this regard, Goodman points out that Arizona’s competitive talent market makes perks like on-site fitness and wellness areas or generously stocked cafés help to attract and retain employees. “But,” he says, “more fundamental to success are spaces that support the entire person: settings that help people decompress, connect meaningfully and be inspired to produce their best work.” He notes that new technologies such as Microsoft Teams-equipped conference rooms, soundproof acoustic pods, light sensors and ambient sound masking blend seamlessly into this design approach. “These innovations foster comfort, efficiency and a sense of progress.”

Amenities that were once “nice to have” as essential today, Swischuk notes. These include high-end kitchens, wellness rooms and outdoor

For Big-D Construction’s new Southwest headquarters, Phoenix Design One translated the company’s strong brand identity into an environment that blends raw materials like concrete and steel with soft textures and clean lines; photo courtesy Phoenix Design One

Shared amenity at the Union building; photo courtesy of Lincoln Property Company

terraces, which serve as creature comforts for existing employees and as a way to attract and retain new talent. “In Phoenix, where heat can challenge outdoor activation, we incorporate creative solutions like shaded rooftop lounges or garden-level retreats that offer fresh air without compromising comfort,” she says. “We’re also leveraging new and improved products that add sustainability and durability.” Among these are recycled and low-VOC materials, energy-efficient lighting and smart HVAC that reduce carbon footprint and improve the occupant experience.

Swischuk shares a recent project by Phoenix Design One for global real estate firm Hines that exemplifies the collective impact of these practices: Hines’ updated Phoenix office “was designed with a hospitality-inspired aesthetic, balancing sophistication and warmth. Dramatic design elements add impact while conveniences offer comfortable retreat — all with a backdrop of floor-to-ceiling glass that gives way to stunning city and mountain views.”

Another example Swischuk offers is Big-D Construction’s new Southwest headquarters. “We translated the company’s strong brand identity into an environment that blends raw materials like concrete and steel with soft textures and clean lines. The result is a space that’s bold, modern and built to support the scale and intensity of Big-D’s work while creating a welcoming home for its teams.”

Dunsmore notes that generic perks like a gym in the basement and free pod coffee are not enough to provide a competitive in-office experience. “People are not generic,” she says. “They are special and unique, and they should feel that way in their workspace.” Creating specialty one-of-a-kind spaces is another way to infuse hospitality in workplace design.

An example of SmithGroup’s use of elements like gamification and

At Fender headquarters, spaces such as an employee retail store are among the special elements that, ultimately, make the people who occupy it feel special, too; photo courtesy of SmithGroup

For CCS Presentation Systems, SmithGroup created a specialty gaming suite with mood lighting, special acoustic treatment, audience seating and a large digital interface with real-time gameplay for developers to be immersed in the experience; photo by Kyle Zirkus, courtesy of SmithGroup

experiential brand design to specialize and enhance key work zones is its work with CCS Presentation Systems. SmithGroup created a specialty gaming suite, with mood lighting, special acoustic treatment, audience seating and a large digital interface with real-time gameplay for developers to be immersed in the experience. The result is a unique setting that supports the business and gives developers the tools they need to test and create their ideas while being exclusive to their office.

Adams adds, “In our quest to create a hospitality-forward experience we are also cognizant of sustainability and the impact of the built environment.” He shares their approach to their own office in Pheonix, which used the lens of experiencing the office through the five senses as they designed HVAC, acoustics, lighting and communal space. In fact, he notes they went not only after LEED certification but WELL certification, too, coupling sustainability with the human experience:

• Feel: “We wanted our employees and guests to feel comfortable, so we utilized both a traditional heat pump and a chilled beam solution. The system provides redundancy, resilience, and energy efficiency in keeping the space at a comfortable temperature for all guests no matter how hot it is during our Arizona summers.”

• Hear: “We worked with Turf and other partners for acoustical treatments on ceilings and walls to keep the noise and distraction to a minimum while still maintaining the ‘buzz’ in the space.”

• See: “To reduce glare, the window shades are electronic and automatically adjust to changes in sunlight providing the highest quality of both daylight, views and thermal comfort.”

• Taste: “We included a larger work café as our staff frequently enjoys meals and celebrations together.”

Another example of psychologically safe spaces in the office can be found tucked away from the windows, such as this speakeasy with a secret hidden door for May Potenza Baran & Gillespie; photo by Kevin C Korczyk, K2 Creative LLC, courtesy of SmithGroup

Workspaces should be designed with some visual privacy while at the same time providing workers with the psychological safety of being able to easily survey their surroundings; photo by Kyle Zirkus, courtesy of SmithGroup

• Smell: “Advanced air filtration, regular cleaning and great coffee go a long way to make sure the olfactory senses are satisfied, or at least not offended.”

In this regard, he points out the opportunity in outdoor space to delight all five senses, sharing as example the outdoor courtyard at The Square that they reimagined with a lush oasis and inviting pathways to connect disparate parts of the building — creating the courtyard as a destination on its own with event space that can accommodate music, an area for yoga, fire pit and more.

“The metro Phoenix office market is always changing, and our buildings (even those delivered just a few years ago!) must change with it,” says John Orsak, executive vice president at Lincoln Property Company. He offers as example the amenity strategy of Lincoln Property Company’s Union building, the first of four Class A office buildings being developed by Lincoln and Harvard Investments at the intersection of the Loop 101 and 202 freeways.

“Delivered during the pandemic, the 238,348-square-foot, four-story Union building had already embraced the Class A office market’s new amenity-driven normal,” Orsak says, citing the building’s large floorplates, high ceilings, outdoor balconies and 10-foot vision glass for an exceptionally bright and open work environment, along with custom artwork like commissioned wooden furniture and a custom art mural in the lobby.

But the tenant that had preleased the building was acquired by another

company and the market at the time changed so that it no longer required office space. Lincoln took that opportunity to create what Orsak refers to as a “magnified vision.” Recently completed upgrades integrate comfort, entertainment and tech, with the new amenity package anchored by “The Clubhouse,” a space featuring a state-of-the-art conference center, bar and kitchen areas, and golf simulator. “Collectively, this adds a workplace addition that feels as engaging as it is functional,” says Orsak. Pointing to the additional key role of design aesthetics, he credits award-winning interior architects McCarthy Nordburg for realizing Union as a top-notch designed environment mixing hospitality and residential design elements like paneled walls, wood floors, bold fabrics and metal accents reminiscent of a golf club.

With Union as his example, Orsak describes another defining Metro Phoenix office trend: the demand for move-in-ready office spaces that allow tenants to get up-and-running quickly. “This has fueled the rise of speculative office suites with premium finishes, integrated technology and adaptable layouts,” he says. “Union’s new spec suites cater directly to this demand, providing a plug-and-play solution for tenants looking for a seamless transition into Class A office product.”

THE FUTURE OF OFFICE DESIGN IN ARIZONA

“The best workspaces aren’t just about where people work — they’re about how they feel, interact, and create,” Räkkhaus’s Cohen declares.

The traditional private office model is being replaced by more open layouts with a higher emphasis on smaller meeting rooms — spaces that, often designed for digital meetings or private calls, allow employees to engage in focused conversations without disruption; photo courtesy of LGE Design Build

“After all, aside from home, the office is where we spend the majority of our waking hours,” He believes Arizona has the opportunity to rethink the office and set a new standard — one that integrates flexibility, climate-conscious design, and long-term durability.

“Ultimately, commercial real estate is about more than square footage,” says Goodman, emphasizing the need for workplaces to champion wellbeing, connection and change in order to attract and retain today’s top talent — and evolve for tomorrow. “Whether for a cozy neighborhoodstyle suite or a buzzing corporate campus, intentional planning creates an environment where people want to be,” he says. “And that’s the true power of design, aligning physical spaces with the people who bring them to life.”

Gensler gensler.com

Goodmans goodmans.com

LGE Design Build lgedesignbuild.com

Lincoln Property Company lpc.com

Phoenix Design One p-d-o.com

Räkkhaus rakk.haus

SmithGroup smithgroup.com

Photo courtesy of LGE Design Build

Howie Turkenkopf is VP of marketing and business development at Stran Promotions Solutions. He has led marketing at Stran for 10 years and helps to convey Stran’s portfolio of services and its value proposition internally and externally to clients and prospects. Prior to working at Stran, Turkenkopf spent 15 years in the live music industry in marketing, merchandising and event operations roles. stran.com

The ROI of Employee Engagement

Investing in well-being, development and recognition can drive business success by

Howie Turkenkopf

Employee engagement is often viewed as a feel-good initiative, but its impact on business success is undeniable. Companies that invest in engagement strategies see improvements in productivity, profitability and retention. However, many organizations struggle to measure the financial impact of these efforts, leading them to deprioritize engagement initiatives.

A FOUR-POINT BUSINESS CASE FOR EMPLOYEE ENGAGEMENT

Employee engagement is more than just a workplace buzzword — it’s a key driver of productivity, profitability and retention. Companies that prioritize engagement create environments where employees feel valued, motivated and committed to success. Research shows that organizations that view engagement as a strategic investment rather than an optional initiative outperform competitors and see higher returns across key business metrics.

According to Gallup’s 2023 report, companies with high employee engagement experience 23% higher profitability compared to businesses with low engagement; 18% greater productivity, as engaged employees tend to be more proactive and invested in their roles; and 81% lower absenteeism, reducing workplace disruptions and increasing efficiency.

1. The Link Between Employee Engagement and Productivity

A highly engaged workforce is a more productive workforce. Employees who feel connected to their company’s mission and values are more likely to go above and beyond in their roles. Studies show that organizations with high engagement levels experience a 10% increase in customer loyalty, leading to enhanced brand reputation and repeat business. Along with that, highly engaged employees are 87% less likely to leave, reducing turnover costs and maintaining institutional knowledge.

Engagement enhances productivity in several ways: Employees who feel supported and valued are more committed to their work, teams that receive ongoing training and professional development stay ahead of industry trends, and a positive work culture fosters collaboration and knowledgesharing, leading to better decision-making.

A workplace that prioritizes engagement encourages employees to contribute new ideas, optimize processes and take ownership of their roles. Companies that implement structured engagement programs — such as leadership training, performance recognition and goal-setting initiatives — can expect to see significant gains in efficiency and output.

2. How Employee Engagement Increases Profitability  Profitability is another area where engagement strategies produce measurable results. Companies that invest in engagement can see financial gains from improved efficiency, stronger customer relationships and reduced errors.

Companies with engaged workforces outperform competitors by 147% in earnings per share And employees at leading companies in employee experience are 40% more likely to exhibit discretionary effort, indicating a strong link between engagement and performance.

Several key factors explain why engagement fuels profitability: Engaged employees provide better customer service, leading to increased customer loyalty and sales; higher engagement levels reduce inefficiencies, minimizing costly mistakes and delays; and employees who feel empowered are more likely to drive innovation, helping businesses stay competitive.

3. The Cost of Employee Turnover and the Role of Engagement

Employee turnover is one of the most expensive challenges businesses face. Replacing employees involves recruiting, hiring, onboarding and training costs, making retention a key factor in financial stability.

Research from Gallup shows that the cost of replacing an employee ranges from one-half to two times their annual salary, and businesses with strong engagement strategies experience a 41% reduction in absenteeism and a 24% decrease in turnover.

When employees feel engaged, they are more likely to stay with the company, contribute meaningfully and build stronger relationships with their teams. Companies with high engagement levels typically benefit threefold: lower hiring and recruitment costs due to increased retention; greater workplace satisfaction, leading to stronger company loyalty; and a more cohesive company culture, where employees feel connected to their work and colleagues.

Reducing turnover doesn’t just save money — it helps maintain knowledge, stability and productivity, positioning businesses for long-term growth.

4. The Role of Engagement in Workplace Culture

Engagement plays a major role in shaping workplace culture as well. A strong, positive culture leads to higher morale, better teamwork and greater trust between employees and leadership.

Companies with a strong workplace culture that values employees saw their revenue grow by 682% over an 11-year period. Strong engagement also correlates with 48% fewer safety incidents and higher innovation rates.

Companies that actively invest in engagement initiatives see greater collaboration and teamwork, improving overall efficiency; higher job satisfaction, reducing stress and burnout; and stronger alignment between employees and company goals, fostering long-term commitment.

By creating an environment where employees feel valued, supported and motivated, businesses lay the foundation for stronger performance and continued success.

According to Gallup’s 2023 report, companies with high employee engagement experience 23% higher profitability compared to businesses with low engagement.

MAXIMIZING ROI: STRATEGIES FOR STRENGTHENING EMPLOYEE ENGAGEMENT

To realize the full ROI of engagement, businesses must take a structured approach to improving workplace satisfaction. Below are four key areas to focus on:

• Prioritizing Employee Well-Being: Companies that prioritize well-being initiatives — such as flexible work schedules, mental health support and workplace wellness programs — see increased engagement levels. Employees who feel their health and personal needs are supported are more productive and less likely to experience burnout.

•  Providing Career Growth Opportunities: Employees who see a future within their company are more likely to stay engaged. Providing career development programs, mentorship opportunities and leadership training helps ensure that employees feel they are continuously progressing within their organization.

•  Recognizing and Rewarding Contributions: Recognition is one of the most powerful drivers of engagement. Employees who feel appreciated are typically more motivated to perform at their best. Implementing structured employee recognition programs — such as peer acknowledgment, performance-based incentives and non-monetary rewards like branded merchandise — can boost morale and workplace satisfaction.

•  Encouraging Workplace Collaboration and Innovation: Giving employees autonomy over their work and opportunities to contribute ideas fosters engagement. When employees feel trusted to make decisions, they become more invested in the success of their projects and the company overall. Businesses that actively encourage teamwork and innovation can create an environment where employees thrive.

MEASURING THE ROI OF EMPLOYEE ENGAGEMENT

For engagement strategies to be effective, businesses must track key metrics that reflect workforce satisfaction and productivity. The following key performance indicators help measure engagement impact:

• Employee Productivity Levels — monitoring project completion rates and quality of work

• Turnover and Retention Rates — evaluating how engagement initiatives influence employee loyalty

• Employee Satisfaction Surveys — gathering insights into workplace culture and engagement levels

• Profitability and Revenue Growth — analyzing financial performance to assess engagement’s business impact

By continuously monitoring these indicators, organizations can refine engagement strategies and maximize returns.

Additionally, there are tech platforms specifically designed to bring clarity to engagement program effectiveness. With robust reporting and data-driven insights, advanced solutions can seamlessly integrate with ERP, CRM and other enterprise systems – giving businesses the ability to track engagement efforts, measure their impact and refine strategies for maximum ROI.

FINAL THOUGHTS: WHY EMPLOYEE ENGAGEMENT PAYS OFF

The financial and operational benefits of employee engagement are undeniable. Companies that invest in their people — through well-being initiatives, professional development and recognition programs — can achieve higher productivity, profitability and retention.

The key to maximizing engagement ROI is strategic implementation. Organizations that continuously refine their engagement efforts based on measurable data have it in their hands to create a workplace where employees feel valued, motivated and dedicated to business success

The 7 Commitments of a Great Team

From bestselling author Jon Gordon, top consultant to championship coaches and high-performing teams in the NFL, NBA and MLB, comes a powerful new fable on what it takes to build a truly great team. It’s not just talent — it’s commitment. In The 7 Commitments of a Great Team, we follow the journey of Tim, a struggling leader facing declining business performance, low team morale and self-doubt. He visits his old college coach, who is on his deathbed, and experiences a powerful flashback to when his team defied all odds and achieved something remarkable. He realizes the same 7 Commitments that led to success back then can be applied to his current team — and to any team striving to achieve extraordinary results together.

The 7 Commitments of a Great Team

Jon Gordon

$23.25 Wiley Available 5/20/2025 192 pages

Rebooting Tech Culture

Many technology leaders believe in having more women and people of color in technical and leadership positions throughout their organizations. In truth, though, they just fall back on exclusionary behaviors, like revering the typically male “lone genius” who is essential to their innovative future. But there is a solution. In Rebooting Tech Culture, Whitney argues that the same values at the heart of innovation — creativity, courage, confidence, curiosity, communication and community — can also foster a culture that’s welcoming to all employees. Drawing on more than 50 interviews with tech executives and a survey of a thousand people in tech, she shows how these “six C’s” can power real change in technology organizations, creating workplaces where anyone can be successful and where innovation thrives.

Rebooting Tech Culture: How to Ignite Innovation and Build Organizations Where Everyone Can Thrive

Telle Whitney

$32

Harvard Business Review Press Available 5/20/2025 224 pages

Become Time Rich

In Become Time Rich, celebrated financial educator and business coach Lloyd Ross delivers to readers an exciting, practical and insightful new take on how they can effectively manage their time to help them reach exceptional financial and lifestyle outcomes. The book teaches readers how to achieve more by doing less and spending the time they save on things they love that also enriches their life. Readers will learn four powerful Time Rich laws with the potential to transform life, work and bank accounts. They will also discover how they can apply the principles of purpose, elimination, leverage and priority to dramatically improve every aspect of their day-to-day experiences.

Become Time Rich: How to Stop Being Busy and Start Getting Wealthy

Lloyd J. Ross

$28

Wiley Available 5/27/2025 224 pages

Companies with a strong workplace culture that values employees saw their revenue grow by 682% over an 11-year period.

Karah Gagnon serves as senior vice president, relationship manager team lead at Enterprise Bank & Trust, Member FDIC. With more than two decades of commercial banking experience, Gagnon is a trusted expert and resource for her clients and team. She leads Enterprise’s commercial banking team in Arizona, focusing on strategy, lead generation, strengthening current client relationships and supporting the execution of clients’ financial success. enterprisebank.com

Sweep Accounts: Strategy to Manage Deposits that Exceed the FDIC Limit

How sweep accounts can help ensure funds are protected beyond standard insurance limits

by Karah Gagnon

Managing deposits that exceed the standard FDIC insurance threshold can seem like a daunting task. Businesses and individuals alike often seek a way to maintain simplicity while ensuring coverage for deposits. Sweep accounts offer a practical solution by allowing businesses and individuals to work with just one account, while funds are automatically dispersed. This streamlined approach can simplify account management and provide a safety net for funds that might otherwise be vulnerable.

Certain conditions must be satisfied in order for FDIC passthrough insurance coverage to apply. This article contains a brief overview of potential coverage in the context of sweep accounts but is not intended to comprehensively cover all conditions of eligibility. Businesses and individuals should review coverage eligibility with their financial institution partner prior to making any changes to their deposit account management structure.

STREAMLINE DEPOSIT MANAGEMENT

One concern for those with large deposits is managing multiple banking relationships to stay within FDIC coverage limits. Traditionally, exceeding the FDIC threshold — $250,000 per depositor per bank — would require opening accounts at several institutions. With a sweep account, however, there is no need to juggle numerous logins, statements or banking relationships. Instead, depositors benefit from the ease of a single account that automatically redistributes excess funds to participating institutions.

By dispersing funds to multiple banks, the system guarantees that every dollar is covered by FDIC insurance at each participating bank, with total dispersal subject to higher sweep account network limits instead. This means that even if one institution were to encounter issues, a client’s overall deposit remains protected. Rather than facing the risk associated with a single financial institution, depositors can take advantage of the security of a broad-based network that adheres to regulatory guidelines and offers much higher insured limits, up to $265 million for account holders in one major network sweep program, for example. This approach not only bolsters the safety of funds but also demonstrates an effective strategy to manage risk in uncertain economic environments.

MAXIMIZE INTEREST AND MINIMIZE HASSLES

Beyond simply ensuring FDIC coverage, sweep accounts also help optimize the return on large deposits. Excess funds, once transferred into secondary accounts, can be placed in interest-

bearing accounts that offer more attractive returns than a basic account. Depositors no longer need to worry about manually shifting money between accounts to chase higher rates. The automated process ensures that idle cash is actively working to generate income while keeping the frontend management of funds straightforward.

AUTOMATE SECURITY AND TRANSPARENCY

In an era when cyber threats are a constant concern, security is essential to managing significant amounts of money. Sweep accounts incorporate security measures to safeguard transactions. Modern platforms provide realtime monitoring, enabling depositors to view where their funds are allocated at any moment through a secure online banking portal. In addition to the inherent benefits of a broad allocation strategy, many sweep systems also come equipped with advanced fraud protection tools, such as positive pay and transaction filters. These features add an extra layer of security and often simplify the oversight of multiple banking relationships by consolidating activity into a single, online banking portal.

Some established financial institutions offer a turnkey solution that combines the benefits of sweep accounts with a comprehensive suite of other tools, minimizing effort for account holders. With the right bank, account holders can make deposits, write checks, wire funds and benefit from the automatic daily transfer of funds between accounts — ensuring liquidity and real-time access to balances.

Whether for businesses, nonprofits or individuals handling significant sums, the ability to maintain a single, streamlined account while benefiting from broad-based FDIC coverage is a key advantage. A bank that provides a comprehensive suite of sweep account solutions offers a well-rounded option for those seeking to combine ease of use with security and broadbased protection.

The automated sweep account process ensures that idle cash is actively working to generate income while keeping the frontend management of funds straightforward.

The Business Legacy

A business represents more than just financial value — it embodies its owner’s vision, values and years of dedication. Proper succession planning ensures this legacy continues according to the owner’s wishes, providing peace of mind that the owner’s life’s work will be preserved and those who depend on the business will be cared for.

Estate Planning for Business Succession

What small business owners need to know

by Sarah Clifford

John Mercer never imagined his sudden heart attack at age 58 would leave his business vulnerable. With no formal succession plan in place, his family struggled to maintain operations while managing their grief. Key clients, concerned about service continuity, began exploring relationships with competitors. Meanwhile, valuable employees, uncertain about the company’s future, entertained offers from other firms. Within 12 months, the business John had dedicated his life to building had lost 40% of its value.

This scenario (although fictional in this case) plays out with alarming frequency among business owners who haven’t adequately prepared for the inevitable transition of their businesses. Unlike non-business owners who can simply name beneficiaries for their retirement accounts and life insurance, business owners must consider complex questions: Who will run daily operations? How will ownership transfer? What happens to client relationships and obligations? How will the business value be preserved during transition?

SUCCESSION PLANNING OPTIONS

How business owners structure their succession plan depends largely on their business model. Those operating within established partnerships or multi-owner businesses have different considerations from those of solo entrepreneurs.

Sarah Clifford is a shareholder at Gallagher & Kennedy, advising individuals, families, and business owners with their estate plans to help manage and preserve wealth and assets. Her experience includes probate and trust administration, including representation of highnet-worth clients with trusts and estates valued in excess of $20 million.

gknet.com

For business owners in partnerships or multi-owner enterprises: Owners who are part of an established business with multiple principals should review all governing documents, including operating agreements, bylaws and buy-sell provisions, ensuring they align with their personal estate plan. Owners should pay particular attention to how their business interest will be valued upon their death or incapacity. Ambiguous valuation methods often lead to disputes between remaining partners and the deceased partner’s estate, sometimes resulting in litigation that damages both the business and family relationships. Owners should work with their partners to establish clear, fair mechanisms for business valuation and ownership transition.

For solo entrepreneurs and small business owners: Solo business owners bear complete responsibility for all business matters and client relationships. Their personal guarantees often secure business leases, loans and other obligations, creating potential complications for their estates.

Several options exist for solo entrepreneurs planning for succession. One approach involves entering a formal agreement with another professional in their field to assume responsibility for the business in the event of their death or incapacity. This arrangement works particularly well for professional service providers who can identify colleagues with similar expertise and client service philosophy, such as doctors, dentists, attorneys, etc.

Another option is to include detailed provisions in their will or trust for handling their enterprises and directing executors

to engage qualified management to oversee the transition. Another alternative is to arrange for someone to assume temporary leadership while a permanent succession solution is implemented.

Regardless of the mechanism chosen, a succession plan should be formalized in writing and regularly updated as the business evolves. The designated successor should understand the given industry and be capable of evaluating time-sensitive matters.

THE CRITICAL ROLE OF DOCUMENTATION

Whether the business is a manufacturing plant, a retail store or a consulting practice, comprehensive documentation forms the backbone of effective business succession planning. Owners should create a business continuity dossier containing:

• Access information for physical facilities, digital systems and financial accounts;

• Contact details for key employees, vendors, clients and professional advisors;

• Business insurance policies, including liability coverage and key person insurance;

• Loan agreements, leases and other contractual obligations;

• Intellectual property documentation and licensing agreements;

• Employee benefit plans and payroll processing information; and

• Tax records and financial reporting systems.

This information should be stored securely but remain accessible to the designated successors and personal representatives. Owners should update the dossier regularly as their business circumstances change.

FAMILY CONSIDERATIONS IN BUSINESS TRANSITIONS

Family dynamics add another layer of complexity to business succession planning. If some family members actively participate in the business while others do not, owners must determine how they will reconcile this in their plan. If multiple children work in the business, how will leadership transition? Will ownership and management remain unified or separate after the owner’s departure?

These sensitive questions require thoughtful consideration well before a crisis occurs. Frank family discussions, professionally facilitated if necessary, can prevent misunderstandings and establish realistic expectations. Owners should document the outcomes of these discussions in both their business succession plan and their estate plan.

Just as business owners have shown foresight and determination in building their business, it’s important they demonstrate the same qualities in planning for its future beyond their stewardship.

Whether the business is a manufacturing plant, a retail store or a consulting practice, comprehensive documentation forms the backbone of effective business succession planning.

Reimagining legal education

Waste Not: Fighting Hunger with Dignity

Waste Not is a Phoenix-based nonprofit tackling food insecurity by redistributing surplus food to those in need. Since 2001, it has partnered with local businesses like Atlasta Catering to collect quality, surplus meals and deliver them to food banks, shelters and community organizations. Unlike traditional food donations, Waste Not ensures meals are nutritious and thoughtfully prepared, preserving the dignity of recipients. In 2022, the organization distributed more than 2 million pounds of food, impacting 80,000 individuals. wastenotaz.org.

Atlasta Catering’s Recipe for Impact

Atlasta’s commitment to community and sustainability by Tyler

Butler

Atlasta Catering is more than a culinary powerhouse redefining what catering can be; it’s a beacon of sustainability and community engagement. Since its inception, Atlasta has been guided by an ethos that combines innovation, environmental stewardship and commitment to tackling food insecurity. By blending a restaurant-quality dining experience with a zero-landfill philosophy, Atlasta has crafted not just meals but meaningful change in the community.

Fifteen years ago, Atlasta embarked on a journey to eliminate landfill waste across its operations. What began as an ambitious goal evolved into a logistical triumph that took six years to achieve. For the past nine years, the company has been operating as a zero-landfill business. From rethinking waste streams to finding innovative ways to repurpose food waste, every aspect of Atlasta’s operations reflects a sustainability-first mindset. This includes diverting food waste to composting initiatives and supporting local not-forslaughter animal farms, along with donating more than one million pounds of food — equivalent to 600,000 meals — to those in need.

At the heart of Atlasta’s efforts is a partnership with Waste Not, a local nonprofit committed to alleviating food insecurity. Through this collaboration, Atlasta ensures that surplus food is repurposed to feed thousands of food-insecure individuals each year. Rosa Hernandez, communications and engagement manager for Waste Not, emphasizes the impact of this partnership: “Atlasta has been an incredible long-term partner of ours, and we are deeply grateful for their dedication and generosity. Their support not only helps us feed thousands each year, but their advocacy for our mission in the community has been invaluable. Through their leadership and commitment, Atlasta has enabled us to serve more neighbors in need while raising awareness of the work we do.”

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

This commitment extends beyond food donations. Atlasta’s sustainability lens informs everything from sourcing ingredients to energy use and workplace culture. Its philosophy rests on the principle that sustainability is not a static achievement but a continuous process requiring ongoing attention and innovation. For Atlasta, every decision — big or small — must align with its values and contribute to a greater purpose.

Atlasta’s purpose-driven approach stems from a realization during the 2008 economic downturn. As the hospitality industry faced mounting challenges, Atlasta found an opportunity to align its operations with its core belief: that businesses have both the ability and responsibility to create meaningful change. Sustainability became the vehicle through which Atlasta could extend its impact, integrating environmentally conscious practices with community-driven initiatives.

Beyond waste diversion, Atlasta supports organizations dedicated to teaching children about food origins and sustainability. This holistic approach ensures that the

company’s impact is felt not only in the present but also in shaping a more informed and engaged future generation.

Internally, Atlasta fosters a culture where sustainability isn’t just a company mandate but a shared value. Employees take pride in knowing their work contributes to a larger mission, from crafting menus that celebrate intrinsic flavors to finding innovative ways to minimize waste. This alignment of purpose and practice boosts morale and underscores the company’s belief that every individual decision can create ripples of positive change.

Atlasta’s efforts exemplify the power of combining business acumen with a philanthropic heart. By marrying exceptional culinary experiences with a commitment to sustainability and community service, Atlasta has set a standard for what hospitality businesses can achieve when they embrace their potential to drive meaningful impact.

In a world where customers demand transparency and authenticity, Atlasta rises to the occasion, proving that greenwashing has no place in today’s landscape. Instead, it leads by example, demonstrating that sustainability and business success are not mutually exclusive but deeply interconnected.

For Atlasta, the journey is far from over. Its leadership views sustainability as an ongoing challenge and opportunity, one that inspires constant innovation and reinforces the belief that large-scale hospitality businesses can — and must — be catalysts for change. Through its dedication to eliminating food waste, supporting community needs and fostering a culture of sustainability, Atlasta Catering continues to nourish not just its clients but the world around it.

Every plate it serves tells a story of commitment, innovation, and care, leaving an indelible mark on the community and setting the table for a brighter, more sustainable future.

Atlasta Catering atlastacatering.com

Photo courtesy of Atlasta Catering

Creating Healthier Spaces in Our Built Environment

Practical steps to remove harmful chemicals and create safer, healthier indoor environments for everyone

by Stacey Olson

In Arizona, where extreme heat keeps us indoors for much of the year and air quality challenges persist, it’s more important than ever to think about the air we breathe inside our homes, schools, offices — and commercial properties. The quality of our interior environments directly impacts the health, comfort and performance of everyone who occupies them.

Many of us assume that indoor spaces are automatically safe. But certain materials used in furniture, flooring, paints and finishes can release invisible chemicals into the air and dust — affecting our health in ways we’re only beginning to understand.

WHAT ARE THESE CHEMICALS, AND WHY SHOULD WE CARE?

Some of the most concerning substances found in everyday building materials include:

• PFAS (per- and polyfluoroalkyl substances), known as “forever chemicals,” which are extremely persistent in the environment and linked to hormone disruption, cancer and immune issues.

• Phthalates, often found in plastics and synthetic fragrances, which can interfere with reproductive development and increase risk of obesity and high blood pressure.

• Microplastics, which are now being detected in human lungs, blood and even placental tissue.

These chemicals may be invisible, but their effects on our health are very real — especially when we spend up to 90% of our time indoors.

THE SCIENCE IS HARD TO IGNORE

Over the past decade, scientists around the world have deepened our understanding of how certain chemicals — especially endocrine disruptors like PFAS and phthalates — interact with the human body. Even at extremely low levels, these substances can interfere with hormone regulation, impacting everything from metabolism to fertility to child development. Unlike other environmental risks, these exposures often happen quietly and over long periods of time, making them hard to detect but important to address.

The more we learn, the clearer it becomes that reducing exposure to these chemicals is a smart and proactive step toward long-term health and resilience. This matters not just for our health, but also for business. Healthier indoor environments are becoming a competitive differentiator — helping to reduce liability, support tenant satisfaction and retention, and future-proof buildings against evolving standards and regulations.

FIVE THINGS WE CAN DO TODAY TO CREATE HEALTHIER SPACES

1. Avoid vinyl in building materials. Materials like PVC flooring release harmful substances over time. Safer alternatives include polished concrete, terrazzo, linoleum and sustainably sourced wood.

2. Switch out single-use plastics. Instead of bottled water and plastic utensils, consider refill stations and reusable dishware — reducing plastic exposure and landfill waste at the same time.

3. Use safer cleaning products. Look for non-toxic cleaners without added fragrance, bleach or ammonia. These safer products are gentler on lungs and skin — especially important in schools, homes with kids and healthcare settings.

4.Add indoor air quality monitors. These small devices help us keep track of air pollutants like VOCs and particulate matter, especially helpful in places with high dust or ozone levels.

5.Ask about material transparency. Those planning a renovation or building a home should talk with their designer or builder about avoiding Red List chemicals. Just like food labels, materials should be transparent about what’s inside.

WHY IT MATTERS

This is about protecting what matters most: our children, our pets, our communities and our own well-being. Small changes made today — in how we build, renovate and maintain our spaces — can lead to better health outcomes and a higher quality of life for years to come.

In commercial real estate, healthier materials and cleaner air are no longer “nice to have” — they’re becoming standard expectations. Tenants, investors and even insurers are paying closer attention to indoor environmental quality. Buildings that proactively eliminate harmful chemicals can reduce liability, improve tenant retention and boost long-term asset value. In a climate like Arizona’s — where indoor spaces are used intensively year-round — creating safer, healthier environments is both a responsible and strategic business decision.

We don’t need to wait for new regulations. We can take ownership of our spaces now, using science-backed information to make better choices. Whether the project is designing a school, developing a property, running a business or managing a home, there are tangible steps decision makers can take to ensure a healthier environment for everyone who walks through the doors.

Pollution in Our Built Environment

• Indoor air can be 2 to 100 times more polluted than outdoor air.

• More than 350,000 chemicals are used in commercial products worldwide — but only a small fraction are fully tested for safety.

• Microplastics have been detected in drinking water, food and even human tissue.

• Ninety percent of indoor dust contains at least one chemical of concern.

Stacey Olson serves as a global wellness leader and a director of Sustainable Design for Gensler’s Southwest Region. Her focus is in sustainability, health and well-being, and conscientious design. She is a LEED Fellow and certified interior designer, and is professionally accredited in EcoDistricts and Fitwel third-party certification programs.  gensler.com

Unlocking Potential: The Business of Autism Education and the Neurodiverse Workforce

There is both a noble mission and a viable market in helping neurodivergent students thrive

by O. Robin Sweet

In a quiet Phoenix campus, every single graduate is headed to college. This isn’t a typical preparatory academy, but Gateway Academy — a private school exclusively serving students with high-functioning autism. Its 100% postsecondary placement rate is no accident. As autism diagnoses rise and more neurodiverse youth come of age, Gateway’s success highlights a burgeoning opportunity: the business of specialized autism education and its payoff in human capital. Investing in the education of autistic individuals isn’t just a social mission; it’s an economic strategy with significant return on investment for communities and companies alike.

GATEWAY

ACADEMY’S

MODEL: EDUCATING FOR SUCCESS AND INDEPENDENCE

gatewayacademy.us

Gateway Academy, founded in 2005, has become a leading example of how tailored education can unlock the potential of students with autism. Serving about 125 “twice-exceptional” learners (students who are academically bright and diagnosed with level 1 autism), Gateway builds its program on a few key pillars: expert teachers, social-emotional and executive support, experiential and hands-on learning, dual enrollment opportunities and transition and life skills training. This comprehensive model yields remarkable outcomes. Every Gateway Academy graduate has gone on to college, university or a post-secondary specialty program. In an environment tailored to their needs, students who once struggled in traditional schools “blossom academically and

socially”; they join rock bands, run student clubs, go to prom — experiences that build confidence and social skills alongside knowledge. Gateway’s example demonstrates that with the right support, students on the autism spectrum can achieve at the highest levels of education.

RISING DEMAND AND OPPORTUNITY IN AUTISMFOCUSED EDUCATION

The success of Gateway Academy comes at a time when demand for autism-specialized education is surging. Awareness and diagnoses of autism have increased dramatically. About 1 in 31 children in the U.S. is now identified with an Autism Spectrum Disorder — a prevalence that has climbed over the past decade. In U.S. public schools, the portion of students in special education diagnosed with autism has nearly doubled from 7.8% to 13% in 10 years. This means tens of thousands more families each year are seeking appropriate educational environments.

Traditional schools often struggle to fully accommodate high-functioning autistic students who may be academically advanced but need social or sensory support. Indeed, specialized private schools and services for autism are a growth sector. Entrepreneurs and even private equity investors have begun to take notice of the business potential in special education, as parents demand better options and are willing to pursue alternative schooling to meet their children’s needs. In states like Arizona, policy innovations such as

Specialized private schools and services for autism are a growth sector. Entrepreneurs and even private equity investors have begun to take notice of the business potential in special education.

O. Robin Sweet is the executive director and CEO of Gateway Academy, which she founded 20 years ago after the autism diagnosis of her son.

Empowerment Scholarship Accounts (which in Gateway’s case cover tuition for all students) have made funding more portable, enabling the rise of private autism-focused academies.

The growth opportunity is twofold: social impact and market demand. Schools that succeed in this niche fill an urgent gap, and the model can be sustainable with the mix of private tuition, scholarships and public funding streams. As the neurodiverse population grows, the education sector is responding with new programs, technologies and methodologies tailored to autism — from K–12 schools to college transition programs. The implication for educational entrepreneurs is clear: There is both a noble mission and a viable market in helping neurodivergent students thrive.

ROI OF EDUCATING NEURODIVERSE STUDENTS: FROM COSTS TO CONTRIBUTIONS

Investing in specialized education for autistic individuals yields dividends far beyond the classroom. Economically, the case for supporting these students early on is compelling. The lifetime societal cost of supporting one person with autism — including healthcare, special education and lost productivity — has been estimated at more than $2 million per individual when support is inadequate. Aggregate costs are staggering: Autismrelated expenses in the U.S. were estimated at $268 billion in 2015 and projected to exceed $460 billion by 2025. These figures rival the costs of major diseases like diabetes.

However, economists note that these costs can be curbed by early and effective interventions — precisely the kind of education and transition support schools like Gateway provide. By emphasizing academics, life skills and career preparation, such programs increase the likelihood that autistic students will attend college and attain meaningful employment rather than requiring lifelong support. The return on investment for society is high: Every young person with autism who becomes a self-sufficient adult in the workforce transforms from a potential cost into a taxpayer and contributor.

The stakes are especially high when considering current outcomes for autistic adults. Despite many having exceptional talents and intelligence, an estimated up to 85% of college-educated autistic adults are unemployed or underemployed. This represents a tremendous waste of human potential — one that better education and transition planning can help address.

TAPPING THE TALENT: NEURODIVERSITY IN THE WORKFORCE

For businesses and economic stakeholders, the rise of neurodiversity is not just a social issue but a talent opportunity. Autistic individuals often bring strengths like intense focus, analytical thinking, honesty and innovation — qualities prized in many industries. When placed in environments aligned with their passions and skills, neurodiverse employees can excel. Corporate America is beginning to learn this: Companies such as SAP, Microsoft, JPMorgan Chase and Ernst & Young have launched autism hiring initiatives, not out of charity but because it gives them a competitive edge. A landmark evaluation of JPMorgan’s Autism at Work program found that autistic employees in certain roles were 92% more productive and 48% faster than their neurotypical peers. Additionally, these programs report higher retention rates (often around 90%) for neurodivergent hires, saving costs on turnover and training

The key is alignment and support. Just as Gateway Academy ignites student success by nurturing each child’s special interests (whether it be robotics, music or aeronautics), companies can reap rewards by positioning neurodivergent employees in roles that play to their strengths. Many autistic individuals flourish in structured, passion-driven work — for example, a Gateway senior pursuing his love of neuroscience through

internships and planning a career in the field. When educational institutions and employers provide the right accommodations and celebrate differences, neurodiverse individuals often become some of the most dedicated and high-performing contributors.

A COLLABORATIVE INVESTMENT WITH HIGH YIELDS

The business of educating students with high-functioning autism is, at its heart, an investment in human potential. Gateway Academy’s model showcases what is possible when education is tailored to neurodiverse minds. The outcome is not only 100% of its students moving on to higher education, but also a ripple effect of empowerment that carries into the workforce and society.

For educational entrepreneurs, the message is one of opportunity and impact: The growing demand for autism-specialized education presents a chance to build programs that change lives and produce tangible economic benefits. For businesses and policymakers, supporting such education (through funding, partnerships or simply hiring its graduates) is a long-term strategy to tap into a rich talent pool that has too often been sidelined. As the prevalence of autism continues to climb, those who adapt and invest in neurodiverse education will help shape a more inclusive economy — one where individuals on the autism spectrum can transition from school to college to career, and, in doing so, convert what was once seen as a disability into different-ability and productivity. In an era of knowledgebased economies and talent shortages, unlocking the potential of neurodiverse individuals isn’t just altruism; it’s smart business.

The success of schools like Gateway Academy illuminates a path forward: With the right educational model and support, autistic students thrive academically and socially, ultimately enriching workplaces and communities. In nurturing these unique minds, we are not only doing the right thing — we are also sowing the seeds of innovation, diversity and economic growth for years to come.

A landmark evaluation of JPMorgan’s Autism at Work program found that autistic employees in certain roles were 92% more productive and 48% faster than their neurotypical peers.

Susan Quinn has worked more than 30 years with Fortune 500 to middle market firms across the country developing strategies that spur growth. As CEO of circle S studio, she supports companies in their quest to “better their best” and brings a keen understanding of how to create a winning strategy.

Guiding Principles: The Blueprint for Enduring Business Success

They articulate ‘Who are we; why do we exist; and how do we intend to create value over the long haul?’

by Susan Quinn

The longevity of a business is not determined solely by external market forces, but by the strength of its internal foundation. When companies are built on well-defined guiding principles, they are better equipped to navigate economic downturns, adapt to technological advances, and overcome the inevitable challenges that come with growth.

THE ESSENTIAL ELEMENTS OF GUIDING PRINCIPLES

Guiding principles form the blueprint of any resilient organization. At their core, these principles comprise four interlocking components:

1. Purpose: The “why” behind a business’s existence — Purpose is more than a catchy slogan or an aspirational statement. It is the fundamental reason an organization exists — the driving force that fuels every decision and inspires every action. It answers the question, “Why do we do what we do?” In a world where transactional relationships are increasingly being replaced by authentic engagement, a clearly defined purpose not only attracts the right talent but also builds loyalty among clients and stakeholders. When business leaders articulate their purpose with conviction and clarity, they provide their entire organization with a compass. Employees understand the impact of their work, and customers feel a deeper connection to the brand. A purpose that resonates is a purpose that endures.

2. Vision: Charting the future — A business leader’s vision is the organization’s North Star. It defines where the leader wants it to go and what to achieve over the long term. A compelling vision is both ambitious and realistic — it challenges the status quo while providing a tangible goal that everyone can rally behind.

In an environment where change is constant, a steadfast vision keeps the team focused on the ultimate destination, even as the organization adapts to new opportunitiesand challenges.

3. Mission: The “how” of getting there — If purpose answers why a business exists and vision shows where it’s headed, then mission describes how it’ll get there. A business’s mission is the strategic framework that outlines the methods, processes and actions that will enable the organization to fulfill its purpose and achieve its vision.

A robust mission statement is about more than just competing — it’s about doing so in a way that is authentic, sustainable and true to its core values. When every team member understands the mission, they can see how their daily work contributes to the larger picture, reinforcing a culture of commitment and excellence.

4. Core values: The behaviors that define a business’s culture — Core values are the non-negotiables that shape the culture of an organization. They are the ethical and operational standards that dictate how its purpose, vision and mission are brought to life on a day-to-day basis. Unlike transient trends or strategies, core values remain constant regardless of external changes.

These values should not be an afterthought or a box to check on an annual review. They must be actively lived and demonstrated at every level of the organization — from the boardroom to the front lines.

ATTRACTING AND RETAINING TOP TALENT

In today’s competitive landscape, top talent is in high demand. Professionals want to work for companies that have a clear identity and a compelling reason for being. They are drawn to organizations that offer more than just a paycheck — they want to be part of something meaningful. By establishing and communicating strong guiding principles, business leaders create an environment where employees are inspired to contribute their best work. This, in turn, leads to higher retention rates and a more engaged, motivated workforce.

BUILDING TRUST WITH CLIENTS AND STAKEHOLDERS

Trust is the currency of lasting business relationships. Clients and stakeholders are more likely to invest in a company that demonstrates consistency in its values and actions. A brand built on strong guiding principles sends a clear message: We are committed to excellence, integrity and sustainable growth. In a competitive marketplace trust is a business’s most valuable currency, and it’s built on consistency.

DRIVING SUSTAINABLE GROWTH

Businesses that are built on transient ideas or short-term gains may experience rapid growth initially, but sustaining that growth over time requires more than just luck. It requires a disciplined approach rooted in guiding principles. The longterm success of a business is a direct reflection of the strategic choices made at its foundation. When every decision is aligned with a well-defined purpose, vision, mission and set of core values, the path to sustainable growth becomes clearer and more achievable.

Quinn is the author of Does Your Business Show Up or Stand Out?, a leader’s playbook for implementing the nine traits. circlesstudio.com In the United States, more than 33 million businesses exist, yet only 25% of these last more than 15 years, and a scant 1% ever reach $10 million in revenue. These statistics underscore an uncomfortable truth: without a clear, purpose-driven foundation, even the most promising ventures may falter.

Veteran Car Donations is a national organization that accepts vehicle donations to better the lives of veterans. The organization partners with a number of wellknown veteran charities to help provide essential medical care, mental health services and more. veterancardonations.org/ locations/arizona

Employers’ Guide to Hiring Veterans

Resources, hiring & retaining

by Jeremy Silverstein

Veterans can be some of the best workers a company could have. They tend to prize attention to detail; they understand the importance of following the rules; and they know how to persist, even when the going gets tough. Despite these advantages, veterans often have a hard time finding employment that suits their skills and experience.

Fortunately, employers can improve these circumstances while finding qualified workers with great skills. By learning the benefits of hiring veterans, how to hire them and the best ways to retain them, employers can meet their business goals while helping an underserved group.

REASONS TO HIRE VETERANS

Although veterans often present different qualifications for today’s modern jobs, they still bring plenty of advantages to the table. Companies that hire veterans often discover these benefits of adding veterans to the workforce:

• Agility: Veterans are used to working in changing circumstances, giving them the ability to adapt faster than other employees might

• Skills: Veterans often have specialized skills that translate well into civilian jobs, with the right kind of support and training to accommodate

• Teamwork: Veterans are accustomed to working within a team environment, making them ideal employees for collaborative projects.

• Performance: Veterans are used to working at a high level for long periods of time, and less likely to struggle under difficult deadlines or high-pressure circumstances.

• Work ethic: Veterans come from a work environment in which achievement is the main goal, making them more likely to persist until they hit the target.

• Loyalty: Veterans invest themselves into the value of their goals, which can make them more loyal as employees.

Jeremy Silverstein is vice president of operations and vehicle dispatching at Veteran Car Donations. During the years he’s been with the organization, he has become quite an expert in the industry and has handled tens of thousands of donated vehicles.

Although veterans may face some challenges in their transition to civilian employment, they present sufficient incentives such that employers can benefit from considering their applications.

HOW TO RECRUIT VETERANS

Since there are so many advantages to hiring veterans, companies should consider looking for qualified veterans as part of their application process for jobs. Because the transition to civilian work is not always smooth, veterans are more likely to look for jobs on sites and forums that specialize in veteran hiring. Organizations such as the VA Employment Center and the National Veterans Foundation offer resources to help veterans find qualified employment. Many of these organizations allow businesses to partner with them, putting listings directly in front of veterans for review.

The hiring process for veterans should look somewhat different from how it would for an applicant with civilian

experience. Veterans may have highly specialized skills that fit the requirements of the job, but hiring managers often need to use creative methods to ascertain them. Instead of asking about degrees, hiring teams might consider asking veterans to describe their job history, general duties and responsibilities. The answers to these questions can reveal which skills would apply to the job, possibly highlighting training opportunities to get veterans to the right level for peak performance.

TOP WAYS TO RETAIN VETERAN EMPLOYEES

Retaining top talent, including veterans, requires a strategy. Employees look for signs that their employers care about them and their professional development, not just their output for the company. As such, businesses can find ways to retain veteran hires through these actions:

• Accommodate disabilities: Many veterans have disabilities, but they are capable of working full-time jobs with effective accommodations.

• Provide training: Many veterans need additional training to help them transition into civilian employment. Providing this training can increase veterans’ loyalty to the company and ensure that the business has a properly trained workforce.

• Tailor benefits to veteran needs: Veterans might need flexible schedules to help them balance health concerns or additional military responsibilities. Adding these benefits to employment can improve the work-life balance of all employees.

• Train employees and managers on veteran experiences: Workers and managers may not know how to interact with veterans, or how their experiences differ. Minor training sessions can coach teams to treat veterans with empathy, fairness and inclusion.

Besides these accommodations, employers can do additional things to make veterans feel included, such as participating in charities like auto donations for veterans.

For many veterans, finding a job outside the military involves a long search and some complicated interviews. Companies that take on the challenge can get employees with great skills and experience that help the business move forward.

About 30% of veterans are underemployed, taking jobs that are well below their skills and experience. Roughly 20% of veterans also have a long-term disability, complicating their post-military employment goals. Companies that help veterans face these challenges can find a qualified workforce with an excellent work ethic.

Strengthening communities through charitable giving.

For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.

When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.

Sam Leyvas is the vice president of corporate relations and social responsibility at Valley of the Sun United Way. Valley of the Sun United Way is creating Mighty Change throughout Maricopa County and invites businesses to get involved.

vsuw.org

Elevating Corporate Social Responsibility through Collaboration

Philanthropy beyond businesses’ one-and-done fundraising

by Sam Leyvas

Collaborations between businesses and philanthropic organizations are more common than ever. The strongest partnerships that communities can rally behind are longstanding, strategic relationships between corporations and nonprofits. But the dynamics of these relationships are evolving. Communities are calling on corporations to provide a more comprehensive and consistent support strategy to address growing needs and limited resources.

Through a combination of financial support, activism, volunteerism, advocacy and other mutual benefits, companies and nonprofits are coming to the table to redefine how they can create lasting and meaningful impact, together.

RAISING THE BAR FOR CORPORATE SOCIAL RESPONSIBILITY

It is not a secret that socially responsible businesses attract passionate and purpose-driven employees, leading to cohesive teams, increased efficiency and higher employee retention. And we know these same businesses boast elevated brand loyalty and customer satisfaction. But some companies are operating on prior notions of community expectations and not those of a NextGen consumer.

Generational and cultural shifts have caused corporate social responsibility — more commonly known as CSR — to look different from that of previous years. Employees and customers now hold corporations to a higher standard in which they expect companies and CEOs to not only support but champion social change that is important to them.

As Gen Z and millennials continue to make up larger portions of the current market, workforce and donor network, traditional giving methods and CSR strategies are being redefined. This dynamic and socially conscious group of young people demand more from the businesses that they support and are no longer satisfied with annual “one and done” fundraising events as the entirety of a philanthropic culture.

INTEGRATING PHILANTHROPY INTO COMPANY CULTURE

While the importance of one-time giving through annual grants or other charitable support has not diminished, employees and customers have come to expect these as a baseline, not the totality of a corporate giving strategy. A growing emphasis is being placed on opportunities to support causes throughout the year utilizing varied and intentional engagement and fundraising.

With increasing emphasis being placed on the power of advocacy and engagement, in addition to monetary contributions, consumers are putting their dollars behind

companies that demonstrate a consistent and dynamic alignment with their core values and those causes that matter most to them.

Similarly, employees continue to stay loyal to employers who are willing to grow alongside their community, not only with the products and services they provide to customers but also the company culture they create, their use of corporate influence and the causes they choose to support financially.

IMPLEMENTING TANGIBLE, PURPOSE-DRIVEN CHANGE

Together, corporations and nonprofits have the power to tackle and eliminate some of the most urgent needs within the community. And when both sides come together to reevaluate, strategize and expand their collaboration, they make greater strides in facing these needs head on.

By utilizing more proactive and continuous corporateinitiated programs such as payroll giving campaigns, monthly collection drives and incentivized volunteer and community outreach programming, companies and nonprofits can more effectively provide critical resources and community support.

Having an ongoing awareness of the expanding philanthropic landscape and areas of opportunity allows businesses to continue to help nonprofits maximize their impact while also demonstrating their community alignment and progressive business practices.

When corporations and community partners align in authentic and meaningful ways, both achieve success through synergy.

Employees and customers now hold corporations to a higher standard in which they expect companies and CEOs to not only support but champion social change that is important to them.

2026 All-New Lucid Gravity Grand Touring

The Lucid Gravity offers the versatility of a sophisticated, full-size, three-row SUV, with space for adults and families to ride in comfort with all their gear and the performance of a luxury sports car. With up to 450 miles of EPA-estimated driving range, blistering-fast charging that can add 200 miles of range in less than 11 minutes, and a built-in NACS charge port, the Lucid Gravity ensures the easiest and fastest possible charging experience possible at any public charger.

Lucid Gravity’s exceptional performance starts with a brandnew platform developed from the ground up as a sporty SUV. Featuring two motors and all-wheel drive, the Lucid Gravity Grand Touring is rated at 828 hp, and accelerates from 0 to 60 mph in 3.4 seconds. Large new front and rear brake calipers codeveloped with Brembo ensure confidant stopping power.

The Lucid Gravity is designed around a spacious, flexible interior. The seating is accommodating, with the added convenience of second and available third-row seats that fold flat to reveal more than 111 cubic feet of total usable

cargo space in the seven-passenger version for an effortless combination of comfort and cargo capacity.

Lucid Gravity offers next-level fast charging speeds and seamless Plug & Charge access to the top charging networks, including Tesla Superchargers and Electrify America. To enable superlative charging performance, Lucid developed and patented an innovative technology employing its proprietary rear motor drive unit to boost the charging voltage of 500V to match the 926V of the Lucid battery pack.

The Lucid Gravity introduces the next evolution of Lucid’s user interface, the Clearview Cockpit. It features an intuitive 34-inch curved and uninterrupted 6K OLED display that floats above Lucid Gravity’s innovative new steering wheel, closely matched with the driver’s line of sight, and a newly designed horizontally oriented full HD Pilot Panel with quick-access touch bar.

—Mike Hunter

Lucid Motors lucidmotors.com

A Tune-Up at Work?

Music in the office can be a real hit—or a total miss. At our office, the speakers are always playing tunes, and, while some people love the background beat, others wish they could press “pause.” So, does music help or hurt productivity? Let’s break it down:

Boosting the Beat: For some, music helps them focus, boosts their mood, and makes the workday feel less like work. Studies show that the right tunes can reduce stress and even enhance cognitive performance. Classical music, for example, can help with deep thinking.

The Sound of Silence: On the other hand, not everyone wants a concert while trying to crank out emails or are on calls/ zooms.  For teams that thrive on collaboration, music might be more of a barrier than a bridge.

The Headphone Compromise: The best solution? Headphones! Headphones let people enjoy their personal music choices without disrupting others, and noise-cancelling mode drowns out background noise for quiet contemplation. Common spaces can have a shared soundtrack that isn’t too overpowering. A well-balanced office should hit all the right notes at the right volume!  Our team has the best noise-canceling headphones on the market, so when we are on a call, our overhead music in the office is not a distraction. —Gregg Kafka, principal at The Coppola-Cheney Group, a team within Lee & Associates (www.coppolacheney.com; c2brokerage. com/c2voice), which helps business find an office space that works for everyone

Plugging In: Lucid Gravity Grand Touring offers one of the easiest and fastest possible charging experiences, allowing Plug & Charge convenience at superchargers with a built-in NACS charge port and nearly universal compatibility. Groundbreaking DC fast charging is capable of adding 200 miles of range in less than 11 minutes.

MSRP: $94,900

Driving Range: 450 miles (EPA-estimated) Power: Up to 828 hp 0 to 60 mph: 3.4 sec

SugerJam The Southern Kitchen –Culture & Spice & Everything Nice

by RaeAnne Marsh

Dana Dumas has brought all the elements together to make “Southern hospitality” a palpable presence. At SugarJam The Southern Kitchen, good vibes from the wait staff and the eclectic décor combine with good food.

The restaurant owes its start to Dumas’s “jammies” — her jam-filled sugar-cookie sandwiches she sold first at farmers markets and street fairs. But the menu’s origins go much deeper — to her experiences as a child with a father whose work took him throughout the South and gave him opportunity to soak up a varied treasure of cuisines. Inheriting his wealth of recipes and love of creating new ones, she developed her own take for her repertoire of signature Southern dishes.

Fried chicken makes multiple appearances on the menu, one being the French Toast N’ Fried Chicken. Buttermilk-battered chicken tenders, fried, are placed on Grand Marnier-marinated challah slices and served with two eggs, rum pecan syrup and house-made vanilla butter.

Grits is an of course on the menu. Belying the name, grits in Dumas’s treatment is smooth, fluffy and creamy. It’s a great complement to the seasoned mains in the Catfish N’ Southern Grits Meal, the Salmon Croquettes and Southern Grits Meal and the Creole Shrimp N’ Grits Meal (which also includes two handmade crab balls). Dumas’s signature chipotle remoulade, drizzled to taste, adds a strong peppery kick.

Fish N’ Chips, SugarJam style, is battered and fried filets of catfish served with flavorfully seasoned French fries.

Dishes that come with a buttermilk biscuit — large, fresh

and crumbly — give patrons a chance to also enjoy the housemade strawberry jam with the intensified flavor that comes from lemon zest.

Defying the odds, Dumas opened her restaurant in January 2021, during the COVID-19 pandemic that was challenging the entire restaurant industry. The décor gives an ambience of age, with walls of weathered brick and vine-covered dividers. Artwork is noteworthy, created especially for SugarJam and celebrating its cuisine.

SugerJam The Southern Kitchen 15111 N. Hayden Rd., Scottsdale (480) 948-6210 sjsouthernkitchen.com

Belgian Waffle N’ Fried Chicken

Delicate Belgian waffle served with two eggs, fried chicken tenders, butter and maple syrup, garnished with fresh strawberries $19.95

Creole Shrimp N’ Grits Seven sautéed shrimp in creole gravy topped with two handmade crab balls layered on top creamy southern-style grits served with two eggs $25.95

Lobster Mac N’ Cheese with Fried Shrimp Smoked gouda lobster mac n’ cheese topped with fried lobster drizzled with house-made chipotle rémoulade sauce and 3 fried shrimp $36.95

CEO & President’s Letter

A Glance at May 2025

by Terri Kimble

As we navigate another quarter in the ever-evolving landscape of business, I want to take a moment to share some insights that directly impact our local economy and the businesses that drive it. The numbers tell a compelling story, one of resilience, challenges and opportunities that define today’s small business experience.

Nationally, optimism among small business owners has dipped slightly, with only 29% feeling positive about the country’s economic health — a slight decline from last quarter. Closer to home, 37% of business owners feel confident in our local economy, reflecting a one-point drop from the previous quarter at the same time last year. While these shifts may seem subtle, they underscore the headwinds we continue to face, particularly with inflation (58%) and revenue concerns (35%) topping the list of challenges.

Despite these hurdles, the entrepreneurial spirit remains strong. Sixty-three percent of small businesses are confident in their own health and, while this is a decline from last quarter, it’s clear that adaptability is key. Hiring trends reflect this balance, with 20% of businesses expanding their workforce in the past year, even as they navigate economic uncertainty.

These numbers come from a recent survey from the US Chamber in conjunction with MetLife.

If you’d like to share your experience navigating the 2025 business landscape, email our amazing team Chandler Chamber of Commerce.

Terri Kimble, President & CEO Chandler Chamber of Commerce

Terri Kimble CEO & President Chandler Chamber of Commerce

Arizona Works when Childcare Works

by Lisa Ciolli

Like the rest of the nation, Arizona is experiencing a childcare crisis. Working parents face the obvious problem of being unable to find or afford quality childcare.

Did you know that it’s also a problem for businesses? In Arizona, on average, businesses lose $2,020 per working parent annually through reduced revenue and extra hiring costs, according to a 2023 study funded by the Helios Education Foundation. The study commissioned a survey of working parents of children birth to age 5 in Arizona.

The lack of accessible and affordable childcare can wreak havoc on parents’ work lives. More than half of parents report being late for work, leaving work early or being distracted due to childcare problems. Nearly two-thirds reported missing a full day of work, while 28% of parents have quit their jobs due to childcare problems. These impacts on employees also impact businesses and their bottom line.

This crisis is affecting families that need childcare to work. Working parents are a critical part of the U.S. labor supply. About 11% of workers in the U.S. have a child under age 5 at home. That translates to about 474,000 working parents with children aged 5 and under in Arizona. And 60% of young children live in households where all adults work, which means many may need childcare.

DEMAND FAR EXCEEDS SUPPLY

A recent study by the Bipartisan Policy Center showed that in our state, about 304,000 young children may need childcare, but only 230,000 childcare openings exist.

As Arizona’s early childhood agency, First Things First has

been working throughout the state to bring awareness of the critical importance of early childhood investments. Ensuring babies, toddlers and preschoolers get a strong start and supporting working families are key to our state’s success. Arizona’s childcare crisis costs the state $4.7 billion annually in lost earnings, productivity and revenue. All Arizonans must understand that investing in quality childcare is investing in our future. Our state’s economic development starts with early childhood development.

SO, WHAT CAN CHANDLER BUSINESSES DO?

Businesses can work toward attracting top talent, especially for working families. Family-friendly benefits can help increase retention rates as businesses lose $958 million annually in turnover and productivity.

Working families need reliable and affordable childcare and their children need high-quality care so that we can prepare our next generation of the workforce. Every child, regardless of where they live or their family’s income or who cares for them, deserves great care that sets them up for success.

Investing in early childhood strengthens families, improves schools, builds a stronger workforce and boosts Arizona’s economy. Every $1 invested in quality early childhood programs yields up to $16 in returns. The earlier we act, the greater the impact — for kids, families, businesses and communities.

Lisa Cioll is a community engagement coordinator at First Things First (www.firstthingsfirst.org) and a Chandler Workforce Development Council member.

Ribbon cutting for The Compadres Early Learning & Family Resource Center

What Happens if Prop. 123 Expires in July 2025

This has provided $3.5 billion to K-12 education within the first ten years of its enactment

Proposition 123 is an Arizona initiative approved by voters in 2016 and has been top of mind at the legislature as policymakers work to find a sustainable solution to fund Arizona’s public school system.

Since the proposition is set to expire in July 2025, lawmakers have limited time to reach consensus and send a reauthorization to the voters.

THE HISTORY OF PROPOSITION 123

In 2000, a similar ballot initiative was passed to allow annual increases to education funding consistent with inflation. However, inflationary funding was not upheld in practice during the recession, and a lawsuit was filed against the state, claiming that the failure to fund inflation was in violation of the Voter Protection Act.

A settlement was reached in 2015 that would allow the Legislature to implement a new funding plan (now known as Prop. 123) to address the state’s evolving economic conditions and meet critical education funding requirements.

Funds for Prop. 123 would be allocated from the State Land Trust, a mechanism that generates revenue through the sale and use of land in Arizona.

With the passage of Prop. 123, $3.5 billion was provided to K-12 education within the first 10 years of its enactment, including an additional $625 million in funds over the same period. Inflation adjustments outlined in the original 2000 legislation were also reinstated to maintain the constitutionally required funding levels.

WHAT HAPPENS IF PROPOSITION 123 EXPIRES?

If the legislature fails to reach a resolution before the expiration (set for July 2025), lapsed funds up to $300 million

will be backfilled by the state’s general fund to ensure schools maintain a portion of their required financial support.

The main point of contention in the Prop. 123 negotiations is the percentage of funds that would be pulled from the State Land Trust, should voters approve a continuation of Prop. 123.

Initially, Governor Hobbs supported a plan to increase the 10year distribution from 6.9% to 8.9%, while others argue it should remain at 6.9%.

However, in a recent shift, Hobbs proposed keeping the current 6.9% distribution rate, but suggested drawing 5.5% from the fund, should voters not approve the new ballot measure. This would be in preference of a regression back to the original 2000 2.5% rate.

DISAGREEMENTS ON PROPOSITION 123 FUND ALLOCATIONS

The distribution rate isn’t the only source of disagreement, since lawmakers also differ on which school employees should receive pay raises.

Some advocate that raises should be directed toward teachers to encourage employment and combat teacher shortages that have plagued schools throughout the state.

Others advocate that raises should be given to both teachers and support staff, believing that the effective operation and maintenance of schools enables teachers to carry out their instruction.

Senator JD Mesnard (R-Chandler) and Representative Matt Gress (R-Scottsdale) have led efforts at the legislature to send the measure to the ballot for voter approval.

Should policymakers reach a consensus on Prop. 123’s continuation, a special election may be held later this year. If a consensus is not reached, however, then the measure will be taken to the ballot in 2026.

Southwest Gas Rate Increase Necessary for Businesses

by Terri Kimble, President & CEO of the Chandler Chamber

Chandler has long been known as a hub of innovation in Arizona, but today that reputation extends around the globe.

Our city stands at the forefront of the semiconductor revolution, with industry leaders like Intel investing billions in our community and a thriving supply chain of high-tech manufacturers choosing Chandler as their home. Our future is brighter than ever.

But, for Chandler to maintain its competitive edge, businesses — both large and small — need access to reliable, affordable energy.

That’s why the Chandler Chamber of Commerce supports the agreement between Southwest Gas and the staff of the Arizona Corporation Commission, the state’s utility regulator, in the company’s rate request.

Chandler’s growth in the semiconductor sector has been nothing short of remarkable. Intel’s massive investment in our city has solidified our position as a leader in advanced manufacturing.

The businesses that support semiconductor production — from suppliers to logistics companies — are expanding here, bringing jobs and economic prosperity.

These companies depend on stable, predictable energy rates to make long-term investments in Chandler, and natural gas plays a crucial role in keeping operations running efficiently and affordably.

With Chandler’s growth, though, comes the expectation that we offer amenities families want and a quality of life that brings folks here.

Take Chandler’s downtown, which has become one of the Valley’s most exciting destinations. Our restaurants are bustling with guests, serving up world-class meals that wouldn’t be possible without natural gas cooktops.

For these businesses, reliable access to natural gas isn’t a luxury, it’s a necessity.

From fast and casual to fine-dining establishments, our culinary scene thrives thanks to affordable energy and access to natural gas.

Southwest Gas has been a trusted partner to the Chandler business community.

The company works closely with businesses of all sizes, ensuring that natural gas remains an accessible, cost-effective energy source.

Small businesses, in particular, rely on natural gas to keep costs manageable while delivering high-quality products and

services to customers. In an era of economic uncertainty, our small businesses need energy stability, and Southwest Gas provides just that.

As a Chamber of Commerce leader, what has impressed me most is Southwest Gas’s commitment to open communication.

The company has maintained an open-door policy with the Chandler Chamber of Commerce and its members, engaging in a transparent and constructive dialogue about the potential for a rate increase, which today is smaller than in our initial meetings.

They have taken the time to explain the need to attract the capital that will make possible the infrastructure investments necessary to maintain safety and reliability, and to meet the demands of Chandler’s growth, all while ensuring rates remain competitive for businesses.

This kind of engagement and fair and balanced approach is exactly what we expect from a responsible corporate partner.

Chandler is growing, and the demand for energy is growing with it. If we want to continue attracting world-class companies, creating jobs and supporting our local businesses, we must ensure that reliable, affordable natural gas remains part of our energy mix.

We’ve looked closely at the agreement between Southwest Gas and the Corporation Commission staff.

Rate increases — even modest ones like this one — are rarely popular, but this has been vetted with community stakeholders, makes sense for our community and is consistent with recent outcomes for other regulated utilities.

We thank the Arizona Corporation Commission for granting its approval so that Chandler’s business community can continue to thrive with the help of affordable and reliable gas.

How U.S. Tariffs Impact Chandler Businesses

Arizona’s economy depends on international trade, meaning that 1 in 5 jobs may be negatively impacted by tariffs

Tariffs have become a hot-button issue as the United States has threatened economic action against international trade partners, ostensibly to increase domestic production and penalize countries for alleged unfair trade practices or even policies that have nothing to do with trade (e.g., fentanyl trafficking).

WHAT ARE TARIFFS?

Tariffs are duties or taxes paid on specific goods brought into the country through foreign trade and have been employed by the U.S. under several presidential administrations.

The application of tariffs can stem from several factors, as these taxes are oftentimes used as leverage in trade negotiations or to intimidate another country into meeting specific economic or policy demands.

The United States has also cited the trade deficit as another reason for tariff enactment, arguing that imports from Canada and Mexico exceed domestic exports to either country, creating an uneven balance in international exchange.

However, this argument, among others, does not accurately reflect the negative ramifications posed by the United States’ utilization of tariffs and would present a significant threat to Arizona’s economic stability and the vitality of Chandler’s business community.

HOW DO TARIFFS IMPACT BUSINESSES IN ARIZONA?

Arizona’s economy depends heavily on international trade, which supports 830,000 jobs statewide, meaning that one in five jobs are directly related to a trade-dependent industry that stands to suffer from tariffs.

Universal tariffs levied on foreign imports carry significant economic consequences. As the cost of acquiring imported material rises, domestic producers will need to raise consumer prices to ensure these transactions remain cost-effective.

The effects of increased import taxation can bleed into unrelated facets of everyday life, with the potential for inflated costs of produce, gasoline and much more.

Trade has been on a strong upward trajectory, with Arizona companies exporting $28 billion in goods and $17 billion in services in 2023, marking a 10-year high. Implementing broadbased tariffs could threaten this growth by making it more expensive for businesses to operate, ultimately slowing the state’s economic momentum.

Should the United States pursue an increased tax on imports from trade allies, businesses and consumers alike will pay the price; if costs rise, consumer spending will drop, making it increasingly difficult for businesses to maintain their profit margins.

The enactment of these tariffs also expands the possibility for retaliation, as nations targeted by import taxes are more likely to respond with sanctions of their own on U.S. exports, further perpetuating an already unpredictable cycle. This is particularly concerning given that Arizona’s total goods and services exports have increased by $12 billion (38%) over the past decade.

The state’s ability to remain competitive in the global marketplace depends on stable trade relationships, and the imposition of tariffs could disrupt those, harming both small and large businesses alike. If the U.S. continues to impose sweeping tariffs, businesses — importers, exporters and countless others downstream — will get caught in the crossfire.

WHERE DOES THE CHANDLER CHAMBER OF COMMERCE STAND ON TARIFFS?

The Chandler Chamber of Commerce opposes the use of tariffs, as the lasting effects of such economic reprisal can hinder effective business practices.

The Chandler Chamber advocates for free trade and policies that facilitate cross-border commerce and cooperation, understanding that such policies have long benefited Arizona businesses and consumers alike.

We will continue to monitor the effects of tariffs on our members as we strive to maintain Arizona’s status as a probusiness state.

The Importance of Social Media Marketing in 2025 and Beyond

by Christian Weninger

As we move further into 2025, social media marketing remains one of the most powerful tools for businesses to connect with their audience and drive growth. With billions of active users across platforms like Instagram, TikTok, LinkedIn and Facebook, social media continues to be essential for building brand awareness, fostering community and driving sales. Looking ahead, businesses will need to stay agile, creative and tuned into emerging trends to stay relevant.

One key trend we’re seeing is the shift toward video content, particularly on platforms like LinkedIn, which is now pushing video just as aggressively as TikTok and Instagram. Video continues to be the most engaging type of content, and platforms are giving it more prominence. Businesses will need to leverage short-form, authentic video content to capture their audience’s attention quickly. Whether through behind-thescenes glimpses, product demos or educational clips, video will be a must-have for brands looking to connect with consumers.

In addition to video, optimizing your Google My Business profile is becoming increasingly crucial. Not only does it help improve local SEO, but it also increases your visibility in search

STAFF LIST

Terri Kimble President/CEO

Angie Poirier Director of Operations

Carly Wakefield Vice President of Workforce Development & Government Relations

Barbara Caravella Project Manager

Brittany Banger

Business Development Area Manager

Mallery Campos

Business Development Area Manager

Grant Thompson Policy Coordinator

Claire Hartley Programs & Events Coordinator

Hilen Cruz, SRP – 2025 Board Chair, Executive Committee

Terri Kimble, Chandler Chamber of Commerce – President & CEO, Executive Committee

Andrea Marconi, Fennemore Craig, PC – Executive Committee, Women in Leadership Committee

Robert Sinkule, Yoga’s Arc – Immediate Past Board Chair, Executive Committee

Richard Amoroso, Murphy Cordier Casale Axel PLC – Legal Counsel Chair, Executive Committee

Jackson Armstrong, Armstrong Hospitality – Golf Committee

Kathleen Banister, AZ Key Realty –Ambassador Committee

John Bauer, Dignity Health – Finance Committee

Crystal Blackwell, Crystal Clear Results –Education & Workforce Committee

Colleen Flannery, Chandler Unified School District – Education & Workforce Committee

Danielle Goodman, Intel Corporation –Programs & Events

Steve Greeenhalgh, Arizona Pest Prevention

Monica Greenman, Chandler Fashion Center – Ostrich Festival Committee

results. For small businesses, an optimized Google My Business profile is one of the easiest and most effective ways to show up when local customers are looking for services you offer. As search engines continue to prioritize local and relevant results, making sure your profile is complete and up to date is vital for long-term growth.

Looking to the rest of 2025 and beyond, businesses that create high-quality, engaging content across both social media and search engines will see the greatest success. Staying current with trends, embracing new formats like video and ensuring your online presence is optimized for both SEO and social engagement will help you build a strong foundation for future growth.

Now more than ever, social media marketing and digital presence aren’t just nice to have — they’re essential for the longterm success of any business.

Christian Weninger is the owner of NeverNot Social (www. nevernotsocial.com)

BOARD OF DIRECTORS

Ralph Guariglio, Arizona Residential & Commercial Realty – Ostrich Festival Committee, Leads Group Chair

Samantha Gulick, Harrah’s Ak-Chin Casino & Hotel

Dr. Deborah Hardy, Chandler-Gilbert Community College

Kelly Harris, Air Products & Chemicals, Inc. – Lease Committee Chair

Morgan Hernke, Cox Communications –Education & Workforce Committee

Rick Heumann, CMA – Past Board Chair, Executive Committee

Kurt Johansen, First Interstate Bank – Executive Committee, Finance Committee

Dan Kush, Consultant – Executive Committee, Good Government Committee, Finance Committee

Clark Landrum, WM of Arizona, Inc. – Golf Committee

Shelley Mayes, Banner Health, Banner Ocotillo Medical Center

Ryan Moyer, Gila River Resorts & Casinos, Wild Horse Pass

Warde Nichols, Arizona State University –Past Board Chair, Executive Committee

Susan Perlman, Dogtopia of South Chandler

Brian Peters, Toyota Financial Services –Executive Committee

Robert Pizorni, Tilson

Robert Puller, Wells Fargo Bank – Ostrich Festival Committee

Sally Putnam, NOW Financial – Programs & Events, Ostrich Festival Committee

David Ralls, Commit Agency – Ostrich Festival Strategic Plan and Contract –Task Force

Jackie Sandoval, Southwest Gas Corporation

Peter Sciacca, di Sciacca Glassware & QuartHaus – Programs & Events, Ostrich Festival Committee

Ashley Shick, Bashas’ Family of Stores

Dunston Simpson, Encompass Tek –Programs & Events, Golf Committee

Seth Tucker, Price Mortgage – Golf Committee Chair, Leads Group Chair

Christian Weninger, NeverNot Social –Young Professionals

Chuck Wolf, Caring Transitions –Ambassador Chair, Ostrich Festival Committee, Golf Committee

Mayor Kevin Hartke, City of Chandler –Ex-Officio

Mike McClanahan, St. Vincent de Paul –Chamber Foundation Chair, Leadership Program, Finance Committee, Ex-Officio

Joan Saba, Saba’s Western Wear –Chamber Foundation Liaison, Ex-Officio

Abbott, Martha dePlazaola, 11 Adams, Mark, 30 Bailey, James, 30 Bailey, Susan, 16 Butler, Tyler, 46 Chapa, Valerie, 26 Ciolli, Lisa, 60 Clifford, Sarah, 44 Cohen, Zac, 30

Dookchitra, Luck, 66 Dumas, Dana, 57 Dunsmore, Madeline, 30

Gagnon, Karah, 42 Goodman, Adam, 30 Gordon, Jon, 41

Hernandez, Rosa, 46

James, Veronique, 12

Juby, Christine, 20 Kafka, Gregg, 55

Kimble, Terri, 59, 62

Leyvas, Sam, 54

Lucovich, Jennifer, 16

Maloney, Beth, 12

Metcalf-Perciballi, Shannan, 16

Mills, Kathy, 12

Minnett, Dave, 16 Mueller, Holly, 26 Olson, Stacey, 47

Orsak, John, 30

Pope, Jennifer, 16 Porter, Thomas, 14 Quinn, Susan, 50

Rosas, Michael, 24 Ross, Lloyd J., 41 Ryder, Kim 19 Seitz, Joy, 18

Silverstein, Jeremy, 52

Stringham, Katie, 28 Sweet, O. Robin, 48 Swischuk, Kerri, 30 Tan, Lip-Bu, 22 Turkenkopf, Howie, 40 Wells, Blake, 30

Weninger, Christian, 64

Whitney, Telle, 41 Wilde, Trevor, 16

Act One, 12

Alliance Bank of Arizona, 51

American Red Cross, 67

American Solar & Roofing, 18

Arizona Commerce Authority, 23, 24, 28

Arizona Community Foundation, 53

Arizona Financial, 43

Arizona State University, 45 Arizona Water Company, 16

Arizona Wound Healers, 26 Atlasta, 46 Avnet, 28

Blue Cross Blue Shield of Arizona, 2 Chandler Chamber of Commerce, 59 circle S studio, 50 City of Hope, 29

CMO Council, 17

Coffee Builders, The, 14 Collaboration for Good, 46 Copa Health, 58

Coppola-Cheney Group, The, 55

Davis Commercial AZ, 20

Donor Network of Arizona, 12 Edible Phoenix, 16

Edo Japan, 16

Enterprise Bank & Trust, 42 First Things First, 60 Gateway Academy, 48

Gensler, 11, 30, 47

Goodmans, 30, 56

Goodwill of Central & Northern Arizona, 3

Goodyear, City of, 15

Holualoa Companies, 20 HonorHealth, 27 Intel, 22

James Agency, The, 12 Jive, 10

Kiterocket, 25

Leapsome, 66

Lee & Associates, 55

LGE Design Build, 30

Lincoln Property Company, 30

Lucid Industries, 24

Lucid, 55

MC Companies, 16

Med 44 Arcadia, 26

National Bank of Arizona, 21

NeverNot Social, 64

Optima, 20

Optum, 5

PADT, 21

Phoenix Design One, 30

Phoenix Symphony, The, 7

Polestar Scottsdale, 68

Prisma Community Care, 13

ProTech Detailing, 9

Queen Creek Olive Mill, 16 Rakkhaus, 30

Sandra Day O’Connor College of Law, 45

SmithGroup, 30 SRP, 4

Stearns Bank, 10

Stran Promotions Solutions, 40

SugarJam The Southern Kitchen, 57

Sunbelt Holdings, 9 TalentLMS, 16

Thrive Real Estate and Development, 19

UBS Wealth Management USA, 16 Valley of the Sun United Way, 54 Veteran Car Donations, 52 Waste Not, 46

Wilde Wealth Management Group, 16

Do Trust, Inclusion and Alignment Drive Performance?

Luck Dookchitra, VP of People at Leapsome, notes their 2025 HR Insights Report outlines several clear links between employee experience and business outcomes:

“Seventy-nine percent of People leaders said allowing employees to choose where and how they work is best for productivity. The most effective teams, according to respondents, are built on a culture of trust, clear goals and meaningful development — not just face time or rigid mandates.

“On the flip side, ignoring these ‘soft’ metrics has real costs, relating, Over half of HR leaders report that RTO mandates (often rolled out without alignment or inclusive planning) undermine inclusivity, garner backlash and make recruiting harder. When DEI efforts are rolled back, HR leaders expect increased turnover, lower satisfaction, and reduced team performance. If people don’t feel like they belong or they matter, they disengage — and that’s when performance starts to slip.

“Outside our own research, this is echoed across the industry. A 2017 study published in Harvard Business Review found that employees at high-trust organizations reported 50% higher productivity, 76% more engagement and 40% less burnout compared to those in low-trust environments. And PwC’s 2023 Trust in Business survey reinforced our finding that trust is now a core performance metric — driving innovation, loyalty, and long-term success.”

Are Cultural Divides Growing at Work? And Why Does It Matter?

Leapsome’s latest report reveals trends impacting company culture and challenging HR leaders

by RaeAnne Marsh

A recently released report from Leapsome, the AI-powered people platform for HR excellence, spotlights the growing pressure on People teams to juggle top-down mandates, widening cultural divides and the rapid rise of AI — all while being tasked with driving productivity and influencing key business decisions.

From economic pressure to political polarization and AI disruption, Leapsome’s 2025 HR Insights Report, “Protecting People-First Strategies,” offers a rare glimpse into how today’s business climate is reshaping the world of work — and what it will take to navigate what comes next.

“HR teams are being pulled in every direction — but they’re not just holding things together, they’re guiding the business forward,” says Luck Dookchitra, VP of People at Leapsome. “They’re using people data to lead high-stakes conversations — and pushing back when leadership forgets what actually drives performance: trust, inclusion, and alignment.”

The report was developed in partnership with leading research agency Opinium and based on a survey of 1,000 HR decision-makers across the U.S., UK, Germany and the Netherlands. It spotlights several important trends.

CULTURAL SHIFTS ARE THREATENING PEOPLE-FIRST HUMAN RELATIONS

A staggering 92% of HR leaders report internal resistance when championing people-centric initiatives like DEI, flexibility and well-being. Return-to-office mandates are especially contentious — 56% feel pressured to enforce them, despite 81% considering other working models more effective for collaboration.

“This was one of the most striking findings in our research,” Dookchitra says, reporting that 52% of U.S.-based HR leaders say their teams are experiencing political or cultural divides, and 54% feel pressured to decrease DEI efforts.

“Across regions,” she continues. “HR professionals told us they’re seeing growing polarization and tension. But it’s not just about ideological disagreement — it’s about what happens to performance when trust breaks down. Of those experiencing this divide in the U.S., 83% say it’s making it harder to deliver business impact, and 79% say it’s affecting their ability to build organizational resilience.”

HR IS UNDER PRESSURE TO PREP THE WORKFORCE FOR AI — FAST

Seventy-three percent of companies are restructuring roles to integrate AI, with 85% of HR leaders involved expecting major changes this year. But People experts are already seeing

signs of employee resistance, with 64% reporting AI skills gaps as an urgent problem.

AS HR’S ROLE EXPANDS, SO DOES ITS POWER TO DRIVE CHANGE

Nearly two-thirds of HR leaders say they’re accountable for building high-performing teams — the No. 1 priority for CEOs in 2025. With 85% now owning or influencing key business decisions, the role has grown far beyond support. Today, HR is guiding strategy, driving outcomes and being measured by its impact.

Expanding on that third point, Dookchitra shares, “Our data shows that 75% of People leaders are stepping into a more strategic role, actively shaping business strategy rather than simply enforcing policy. In fact, 85% of HR leaders now say they have ownership or influence over key business decisions, and 92% feel ready to drive impact.”

In practical terms, HR leaders are:

• Leveraging people analytics to highlight ROI on flexible work models and well-being programs.

• Presenting data to leadership about the risks of unmet employee needs — such as higher turnover and lower engagement.

• Challenging assumptions that rigid mandates (e.g., strict return-to-office schedules and counting badge swipes) automatically boost performance — and instead sharing productivity metrics that point to more flexible paths forward.

• Designing intentional in-person moments. HR leaders are reframing the workplace conversation — not as a mandate, but as an opportunity to build connection. They’re helping teams understand why being in-person matters for culture and collaboration, and ensuring that on-sites and office days are purposeful, not performative.

“From my own experience, these conversations are happening more frequently and with more weight,” Dookchitra says, noting they also offer businesses and leaders an opportunity to differentiate their employer value proposition and give employees clarity about their benefits, expectations, and work culture.

“The future of HR isn’t just about automation or efficiency,” adds Dookchitra. “It’s about using people insights to shape how business gets done — and leading with the confidence that comes from data, not just instinct.”

Leapsome leapsome.com 2025 HR Insights Report leapsome.com/2025-hr-insights-report

A staggering 92% of HR leaders report internal resistance when championing people-centric initiatives like DEI, flexibility and well-being. Return-to-office mandates are especially contentious — 56% feel pressured to enforce them, despite 81% considering other working models more effective for collaboration.

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