B2B Omaha | December 2025, January 2026

DECEMBER 2025 • JANUARY 2026 | U.S. $4.95

WOMEN IN BUSINESS KING OF CONTENT

MATT TOMPKINS

MIDWEST WOMEN ENTREPRENEURS COLLECTIVE SPECIALIZED EDUCATION, NETWORKING, AND RESOURCES

TESTING THROUGH TIME

THE EVOLUTION OF DRUG AND ALCOHOL TESTING

DR. MARLA ASHE

NEW MCC BUSINESS DEVELOPMENT CENTER NURTURES ENTREPRENEURSHIP

Continuing the Legacy Wendy Wiseman is CEO of Constellation Collective, the full-service marketing firm serving clients across the nation from their Omaha base for 36 years. Founded

by Tracy Zaiss as Zaiss & Company, Wiseman is proud to carry on her legacy. “Tracy brought the concept of customer-based planning to the market,” said Wendy.

“Her drive to thread smart strategies through all of our work remains the key to our success today.

“We make it our business to know our clients’ businesses, and we go to great lengths to understand their goals, where they are in the marketplace, and who their competitors are. We build strategic marketing

Brand Power

Ideation

Deep Dives

campaigns around this knowledge with an emphasis on who they want to reach and what they want that target to know, think, and feel about their brands.”

When asked about her successful career as female leader, Wiseman said, “I’ve been given unbelievable opportunities, and I’ve had great role models including my mom, Tracy Zaiss, and other incredible mentors who ‘saw’ me and gave me the courage to live my strengths.

I work to be a role model and mentor for young women, including my daughter who is truly a star. She doesn’t realize it, but I learn so much from her every day.”

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STRUGGLING WITH A NEW DIRECTION?

02 | B2B MAGAZINE

·

ISSUE 6

B2B Omaha is dedicated to empowering local CEOs and business leaders by delivering authoritative insights into emerging trends, visionary leadership, and economic indicators shaping our region. We strive to be the go-to resource for professionals seeking data-driven reporting on Omaha’s GDP, in-depth analysis of evolving market dynamics, and stories of the trailblazers who are setting the pace for growth and innovation in our community.

EXECUTIVE CEO Bill Sitzmann

SALES business development executive Carole Sprunk

EDITORIAL executive editor Doug Meigs

executive vice president of sales and marketing Gil Cohen

associate editor Natalie Veloso assignment editor Isaac Nielsen editorial intern Naomi Heu guest editor Jim Vokal

branding specialists Francine Flegg Sandy Matson Kristen Springer contributing branding specialists Greg Bruns Dawn Dennis Tim McCormack

TABLE OF CONTENTS JUST THE FACTS

18 ECONOMIC TRENDS

OMAHA’S GENDER GAP IN LEADERSHIP

contributors Dr. Marla Ashe Tamsen Butler Brandi Long-Frank Kara Schweiss Keele Taylor Tim Trudell Jim Vokal Andy Williams

senior sales coordinator Alicia Hollins

45 EVENTS & ENGAGEMENT

sales coordinator Jessica Linhart Sandi McCormack

COLUMNS

CREATIVE creative director Rachel Birdsall

OPERATIONS business manager Kyle Fisher

senior graphic designer Renee Ludwick

ad traffic manager David Trouba

graphic designer II Nickie Robinson

digital manager Luis De La Toba

DEPARTMENTS

distribution manager Carson Kruse

14 MARKETING & GROWTH STRATEGIES

graphic designer I Joey Winton chief photographer Sarah Lemke photographers Katie Anderson Roger Humphries

digital advertising sales specialist Travis Fisher

publisher Todd Lemke

NETWORKING CALENDAR

04 FROM THE GUEST EDITOR

HELPING TRAILING SPOUSES STAY IN THE WORKFORCE

26 COACHING CORNER

TURNING SKILLS INTO SUCCESS

46 HUMAN RESOURCES

FINDING VOICE IN THE BOARDROOM

FUELING FOUNDERS

20 VOICES OF INDUSTRY THE NAME OF THE GAME: EFFICIENCY

36 ENTREPRENEURIAL JOURNEYS

BEAUTY THROUGH ADVERSITY

INFORMATION advertising information 402.884.2000 subscribe online omahamagazine.com/ pages/subscribe

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B2B Omaha Magazine is published six times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 68046-1208. Telephone: 402.884.2000; fax 402.884.2001. Subscription rates: $12.95 for 6 issues (one year), $19.95 for 12 issues (two years). Multiple subscriptions at different rates are available. No whole or part of the contents herein may be reproduced without prior written permission of B2B Omaha Magazine, excepting individually copyrighted articles and photographs. Unsolicited manuscripts are accepted, however no responsibility will be assumed for such solicitations.

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DECEMBER 2025 • JANUARY 2026 | U.S. $4.95

WOMEN IN BUSINESS KING OF CONTENT

MATT TOMPKINS

MIDWEST WOMEN ENTREPRENEURS COLLECTIVE SPECIALIZED EDUCATION, NETWORKING, AND RESOURCES

TESTING THROUGH TIME

THE EVOLUTION OF DRUG AND ALCOHOL TESTING

DR. MARLA ASHE

NEW MCC BUSINESS DEVELOPMENT CENTER NURTURES ENTREPRENEURSHIP

06

MIDWEST WOMEN ENTREPRENEURS COLLECTIVE SPECIALIZED EDUCATION, NETWORKING, AND RESOURCES

ABOUT THE COVER

Dr. Marla Ashe, executive director of business development at Metropolitan Community College, leads the charge in transforming student success into business growth. Full story on page 26.

Cover Photography: Sarah Lemke Cover Design: Nickie Robinson

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TESTING THROUGH TIME THE EVOLUTION OF DRUG AND ALCOHOL TESTING

B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

HELPING TRAILING SPOUSES STAY IN THE WORKFORCE

W

hen a family of a business executive or military official relocates to the Omaha metro area, much of the focus is on the executive or the military personnel. Public policies on trailing spouses, also known as accompany partners, are often ignored.

A trailing spouse is the partner that moves to a new city to support their spouse’s career. Although the numbers are starting to change, historically, trailing spouses have been (and the majority still are) women. Since many families have two incomes, the trailing spouse often struggles with finding new employment in their previous occupational area. This is especially problematic for those who are in state-licensed professions, where the licensing requirements for the same occupation can vary greatly from state to state.

Given the strength of the military presence in surrounding areas of Omaha, Nebraska policymakers have prioritized addressing the trailing spouse landscape. Occupational licensing compacts, as well as “automatic interstate licensure,” have become common themes in many states with large military bases. In Nebraska, bills have been introduced (and some passed) that allow for automatic (sometimes only temporary) licensure for teachers and nurses who are military spouses and are currently licensed in another state. Sen. Rita Sanders has been an enthusiastic sponsor of licensing compact legislation in recent years.

Universal recognition of occupational licenses is a state-level policy that allows workers to transfer their professional licenses across state lines, enabling them to practice in a new state without having to undergo the lengthy and costly process of re-applying for a license. This reform streamlines the licensing process by recognizing an applicant’s existing out-of-state license if it’s in good standing and meets certain criteria. The goal is to improve workforce mobility, reduce economic barriers, and address worker shortages by making it easier for skilled professionals to relocate and contribute to a state’s economy.

04

FROM THE GUEST EDITOR Jim Vokal is Platte Institute’s CEO. He can be reached for story suggestions and pitches at jvokal@platteinstitute.org. Or email editor@omahapublications.com.

In the last five years, about half the states in the country have passed some form of universal recognition. Nebraska’s version, LB16, championed

by Senior Fellow (and former state senator) Laura Ebke of the Platte Institute and carried by Sen. Danielle Conrad in 2024, recognizes virtually any state’s license in any Nebraska-licensed occupation as sufficient for Nebraska licensing, easing the path for trailing spouses to re-enter their careers in their new state.

The passage of this historic legislation in Nebraska is especially important to address the state’s ongoing workforce shortages. Key industries affected by this passed legislation include teaching, nursing, and other healthcarerelated occupations like physical therapists, massage therapists, and mental health professionals. Often, these key jobs are largely made up of women and trailing spouses. Essential workers in fields like healthcare and education can more readily move to underserved areas, improving access to critical services.

Our Platte Institute team is fortunate to work with the 14 women currently serving as senators in the Nebraska Legislature on improving the policy landscape for not only trailing spouses, but all Nebraskans. Passing good policies such as licensing compacts for the military and universal recognition of occupational licenses have been important steps forward for the state. Without them, a person who follows their partner often must abandon their own successful career, and restrictive policies can have severe economic consequences for the trailing partner and the household. Studies show this can lead to a significant lifetime income penalty, particularly for women who are disproportionately affected. Further, given that most families now rely on two incomes, a career setback for one spouse affects the entire family’s financial stability.

Nebraska must continue to prioritize policies that provide pathways for dual-career couples, easing the workforce challenges in the Omaha metro, but most importantly, expanding professional opportunities for trailing spouses to pursue. B2B OMAHA

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B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

FEATURE

PAMELA FINN

STORY: KARA SCHWEISS PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

06

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MIDWEST WOMEN ENTREPRENEURS COLLECTIVE

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SPECIALIZED EDUCATION, NETWORKING, AND RESOURCES

P

amela Finn is a business coach and seasoned entrepreneur with decades of experience in multiple areas. Appointed in 2024 as a Women’s Entrepreneurship Day Organization ambassador representing Nebraska, Finn said she was pleased to see Nebraska join 30 other states last year in declaring Nov. 19 as its annual Women’s Entrepreneurship Day.

“We are dedicated to helping women entrepreneurs, with our key focus being in education, networking, and promotion or visibility,” she said.

She also said she was surprised to find out that while Nebraska is home to over 65,000 registered women-owned businesses and Iowa has more than 99,000 women entrepreneurs, there were no professional groups in the area specifically for this demographic.

“Really, in order to be in our group, you have to own a business, you have to have an LLC or a C-Corp, you have to be working on something. This could be your side gig and you hope that it’ll someday become your big thing, that’s fine,” she said. “But unless you’re a partner organization with us, you have to be on this journey [of entrepreneurship]. It’s very different; we’re not there to just hand out business cards to one another and make nice introductions.

We’re really there to help support one another and to listen; it’s a very safe space.”

“We didn’t have one organization that unites us all or gives us opportunities to even meet one another,” Finn said. “I’ve been involved in a lot of networking organizations over the years, and there aren’t that many that are just women…

When you’re an entrepreneur, you’re on a different journey; if you’re in with people who are in corporate jobs, they do not understand what your day-to-day challenges can look like.

And your challenges as an entrepreneur are totally different than anybody in corporate.”

Finn decided to meet the need herself by planting the seeds for Midwest Women Entrepreneurs Collective last fall. A year later, she’s established the organization as a 501(c)(3) nonprofit and has several MWEC events under her belt.

Entrepreneurs from sole proprietorships to larger enterprises are welcome to participate in networking and educational events, Finn said, but registration is required. She does not intend for MWEC activities to be used by non-entrepreneurs for canvassing or generating sales leads.

MWEC advisory board member Margaux Towne, CEO of Moxie Film and Video, said the idea of interfacing and learning from other area women with similar experiences appealed to her.

“There are some other women’s organizations and some other women’s networking organizations, but there is no other for women entrepreneurs. I don’t know the statistics, but I’ve heard that there are more women starting businesses than men, so I think that’s the very unique thing about us,” she said. “We don’t get to go and talk business out on the golf course like the men do. So having a place where we can meet and exchange ideas is awesome.”

CONT. PAGE 08

WE ARE DEDICATED TO HELPING WOMEN ENTREPRENEURS, WITH OUR KEY FOCUS BEING IN EDUCATION, NETWORKING, AND PROMOTION OR VISIBILITY. -PAMELA FINN

08 | B2B MAGAZINE

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2025

B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

FROM PAGE 07

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The organization is growing fast through events such as a June campaign launch for “Promote Her Journey” entrepreneur spotlights that appear on MWEC digital platforms, the “Amplify: Branding, Connection & Influence” event hosted by and focusing on LinkedIn, and September’s “She Means Business—We Mean Funding” finance-themed event at FNBO Tower. Finn is not only seeing participants from the Omaha metro area, but some women are traveling from as far away as Grand Island and Hastings. The group’s business endeavors and experience are also quite diverse, she said.

“We do have some startups, or what I call ‘startups,’ in your first three years. We have businesses in that three- to eight-year range, which is where you either are going make a decision that you scale or stay and stabilize where you’re happy where you are. And then we have women who are in 10 years-plus,” she said. “We have the wide range of women entrepreneurs, which gives us some women

who’ve been in it for a long time—like myself; I’m a multi-time founder—who can mentor some of the ones that are in early stage. Some of us have already sold businesses; we can also help give advice to or make connections for women who are thinking about exits for their business.”

“Being an entrepreneur is hard, and you’re kind of in a silo, and you’re kind of on your own, right?

Because unless you’re a partnership, then the buck stops with you. You have to make all the decisions: the hard ones, the easy ones, figuring things out,” Towne said. “My hope for the organization is that we can all kind of lean on each other and share with each other. I made some mistakes when I started, and I would love for other people not to have to make those same mistakes. To be able to share that information and have a sounding board to bounce ideas off and learn is how I would love to see it grow.”

Call 402.399.9239 to see if we might be a right fit for you. We can also set up a complimentary session to see if we’re the right fit for your people.

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MWEC is more than just an opportunity to interface, Finn said. It provides education and other resources for its members and event attendees.

“That’s why I started this, because A.) I’m coaching women, but B.) I keep hearing the same things that were issues when I started my businesses 25 years ago,” she said. “Some things have changed; a little, but not much. We haven’t come that far.

So, education, to me, is huge.”

Prospective members can find out about upcoming activities and sign up for membership online at mwe-collective.org.

“They have to give us the name of their company and just a little bit about it, so we know they own a business,” Finn said. “Right now, everything is free to the members. We are [presenting events] through donations from companies…We do have partners; if they want to donate and become a partner, then they can have somebody come to the event, to the meeting.”

Women entrepreneurs typically are very busy people, so Finn’s already planning MWEC’s 2026 activities.

[One of ] the short-term goals is to get the calendar for next year,” she said. “Women need set dates.”

B2B OMAHA Visit pamelafinn.com and mwe-collective.org for more information.

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HOW LAUREL OETKEN AND OPEN RANGE ARE POWERING OMAHA’S STARTUP SURGE

O

pen Range vice president Laurel Oetken is leveraging her startup expertise and deep Omaha business connections to fuel ambitious growth—targeting scores of thriving new ventures across the city in the next few years.

Oetken helped launch Open Range earlier this year to support new business founders. The nonprofit is already gaining traction by helping entrepreneurs in Omaha and Lincoln tackle challenges in starting and growing fledgling companies.

“We know it’s not easy to build an emerging tech company or scalable business—especially if you don’t have the right network or the right connections,” Oetken said. “We want to make sure that no matter what your background is, no matter what business you’re trying to start, you have the same opportunities. We’re deeply invested in seeing the business community grow at scale, and we believe a great way to do that is through startups and supporting new company growth here.

“We want to make it easier for those founders to do their best work and grow their businesses here, and we’re all about finding program opportunities and finding the right partners to help us do that.”

Open Range pulled off a major coup to land one of those early partners in global startup accelerator Techstars. The Boulder, Colorado-based venture capital firm provides primarily educational programming for technology-based startups through its pre-accelerator and accelerator programs, and will collaborate with Open Range on a new Founder Catalyst Pre-Accelerator program that will debut in Nebraska.

With only two months to promote the new program, Open Range drew close to 100 applicants for the inaugural cohort of 10 startup firms. A planned four-year engagement with Techstars gives Open Range the opportunity to support 80 new businesses across Nebraska with Techstars’ robust backing and additional local resources.

“It’s great because the trend we’re seeing is that people are willing to take the leap and actually start a business or pursue the path of entrepreneurship,” said Oetken, noting that tech companies make up the majority of Open Range’s startup roster with a few firms focused on consumer goods. “We’re doubling down on resources with the help of Techstars, and we’re excited to bring that global network to the Omaha community.”

15

Open Range’s mission extends beyond supporting new ventures—it also connects C-suite leaders in existing companies, including Omaha and Lincoln’s large Fortune 500 firms, to broker mutually beneficial relationships with startups. When an established company executive commits to sit across the table from a budding entrepreneur, those conversations can spark ideas that advance both entities.

“Because of the relationships I’ve built in the Omaha business community, it’s easy for me to call a business leader and say, ‘I have a unique construction tech company that’s emerging, can you spend 30 minutes with them and see if there’s merit to the solution they’re proposing?’” Oetken said. “Those connections are so fulfilling because you can see the direct impact on the founder’s experience and you might open a door they didn’t even know existed.”

Oetken spotlights trucking and logistics management firm Werner Enterprises as a shining example of an existing company that strongly supports the startup community. Werner leaders connect with logistics startups and explore incorporating their products or services into Werner’s business model.

“Some of the greatest success stories we’ve seen are with companies like Werner who are willing to say, ‘We’ll be your first customer or we’ll pilot your product to help you get from point A to point B,’” Oetken said. “That may seem small in some people’s minds, but that is a huge win for those startups.

CONT. PAGE 16

STORY: ANDY WILLIAMS DESIGN & ILLUSTRATION: NICKIE ROBINSON

16 | B2B MAGAZINE

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2025

EVERYTHING YOU NEED

FROM PAGE 15 “Five years from now, every CEO of a company here in town that employs over a thousand people, if they could name five different startups that are prominent in our community, I think that’s a success for us.”

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Oetken’s leadership at Open Range completes an early career circle that began at Omaha tech startup Flywheel, where she honed her marketing skills. After a brief stop at Ervin & Smith marketing firm, she achieved the director role for entrepreneurship and innovation at the Greater Omaha Chamber of Commerce.

“I wanted to dip my toes back into the startup ecosystem, and I loved that opportunity,” said Oetken, who graduated with a degree in broadcast journalism from the University of Nebraska. “I got to meet such exceptional people that it solidified why I wanted to stay in Omaha and continue to support the startup community.”

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Oetken then launched Nebraska’s first technology trade association, Tech Nebraska, for the Nebraska Chamber of Commerce. She assembled a powerhouse advisory group of tech leaders and doubled membership over two years before Open Range called, pulling her back to her startup origins.

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“This was a chance to work with some people I really admire in the community,” Oetken said. “This had been in the works for quite a while, stemming from some of the work I did at the Chamber. So it felt like a full-circle moment for me to come back to the emerging tech community to support startups.”

At the age of 30, Oetken is blazing trails as a young woman claiming significant leadership in tech and startup circles.

“It’s not uncommon for me to be the only woman in the room and the youngest woman in the room,” said Oetken, who serves on the board and mentors with the

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B2B MAGAZINE • 2025

ECONOMIC TRENDS STORY: NAOMI HEU DESIGN & ILLUSTRATION: NICKIE ROBINSON

VOL 25 • ISSUE 6

OMAHA’S GENDER GAP IN LEADERSHIP

SLOWED GROWTH KEEPS WOMEN FROM BREAKING THE GLASS CEILING

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maha has shown a promising but slow rise of women in business and participation in economic activity. Recent data paints a challenging yet hopeful picture of workforce presence, entrepreneurship, and advancement opportunities for women in Omaha.

Women currently make up just under half of the workforce in Omaha at 47.4%, according to a 2024 analysis of American Community Survey data by the University of Nebraska– Omaha Center for Public Affairs Research. The same analysis looked at self-employed women in their own incorporated businesses, which was roughly 38.7%.

Unfortunately, these numbers are only slightly higher than they were a couple years ago. According to data from the Omaha

Chamber of Commerce, the percentage of women-owned businesses from 2020 to 2022 was 37.1%, 37.4%, and 38.7% respectively. While still rising, this slow growth continues to keep the gender gap in Omaha business from closing.

Despite this overall growth, Omaha falls short when it comes to advancing women into higher executive positions. This can be determined by the Glass Ceiling Score.

The Glass Ceiling Score, measured by the Women Leaders Association, helps women and companies evaluate how well a company provides executive and management position opportunities to men and women equally. This information is compiled

DATA SOURCE: THE OMAHA CHAMBER OF COMMERCE AND THE UNIVERSITY OF NEBRASKA–OMAHA CENTER FOR PUBLIC AFFAIRS RESEARCH.

2021

37.4%

2022

38.7%

2020

37.1%

18

0%

100%

WOMEN-OWNED EMPLOYER AND NONEMPLOYER FIRMS IN OMAHA

OMAHAMAGAZINE.COM

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each year as the WLA tracks around 97 million U.S. employees by name, title, and company. This score calculates the percentage of barriers that a company has for women to receive an executive or management position. By looking at these scores, women can determine where they want to work if they are looking for equal access to these higher positions. It is also a helpful metric for companies to use when evaluating their own abilities against their peer companies.

executive-level titles, while the mark for men is at 7%. Seven percent of the workforce is women holding manager-level titles, while men come in at 10%.

When comparing Omaha to other major cities in the U.S., it was ranked 35th out of the top 80 cities for its Glass Ceiling Score.

Among the highest-scoring cities were San Francisco, Washington, D.C., and Seattle. While Omaha is performing better than over half of other major cities in the U.S., there is still much room for growth in its individual score.

In 2023, Omaha received a Glass Ceiling Score of 70%, which translates to a letter grade of C. WLA categorizes this as average access to the best talent. Overall, women hold fewer senior titles in the workplace than men. Only 4% of the Omaha workforce is made up of women holding

From this data, it is evident that women in Omaha are becoming more prevalent in the workforce, but not as quickly as they could be, while also lacking leadership representation. This presents a great opportunity for businesses to increase female participation in business, not only as employees or entrepreneurship, but also in high-level management and executive positions. B2B OMAHA

OMAHA EMPLOYEE PERCENTAGES BY LEVEL (2023) NON-MANAGEMENT TITLES

MEN

MANAGER LEVEL TITLES

EXECUTIVE LEVEL TITLES

WOMEN

60% 55%

7%

50% 45%

10% 4%

40% 35% 30% 25% 20% 15% 10% 5% 0%

38%

7% 34%

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B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

VOICES OF INDUSTRY

MARY VANDENACK

STORY: NAOMI HEU PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

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THE NAME OF THE GAME: EFFICIENCY AN ATTORNEY WHO EXCELS BY STAYING INNOVATIVE

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self-proclaimed “technology evangelist,” Mary Vandenack is a local Omaha attorney with years of knowledge in the world of law, business, and tech.

A lawyer who is well-versed in tech is rare, and she uses that to her advantage. A constant drive to increase efficiency has kept her at the forefront of tech her whole life. She learned to code in high school, and her skills only grew from there.

She describes herself as an “efficiency freak” who believes that everything you do is a process.

Vandenack said that efficiency brings accuracy, which reduces client legal fees. “Technology in general is a tool that allows you to be more accurate and efficient and provide better service,” she said.

Freshly graduated from Creighton University’s School of Law in 1992, she was an early adopter of a faster and easier way to communicate: email.

A concept that seems so simple now was quite unusual at the time. Vandenack was often met with skepticism for how much time she spent on her computer. “But I was just automating everything,” she said. She was making her processes more efficient.

After working in the legal field for over 10 years, Vandenack then made the decision to start her own firm. With Mark Williams, a colleague who previously ran a tech company before becoming a lawyer, the two started Vandenack Weaver LLC. They planned to keep the firm just the two of them and their laptops, targeting underserved clients who needed help growing and establishing their businesses. Their goal was to use technology to provide services while reducing client fees, but still create profit and maintain efficiency. This model was extremely successful, and Vandenack Weaver LLC flourished.

Since then, Vandenack has merged her firm with Duggan Bertsch, a Chicago-based firm that is business and tech oriented—something many lawyers aren’t. Keeping efficiency as a top priority has allowed her to be a trailblazer throughout her career.

Technology can help increase efficiency in any career, not just law or business.

DECEMBER/JANUARY

Vandenack suggested implementing one new thing every day that makes your life easier. “Then six months from now, you are way more efficient than you were today,” she said. Subscribing to emails that give you quick tech tips every day or listening to self-help podcasts to find other tips can increase efficiency in your life, she said.

As one of the founding members of the Midwest Women Entrepreneurs (MWE) Collective, Vandenack has been an influential member in the Omaha community, especially for women in business. She was also the keynote speaker for the collective’s recent event, “She Means Business—We Mean Funding,” at the FNBO building in downtown Omaha on Sept. 16.

In her keynote address, Vandenack shared the most important things every entrepreneur should know as they start a business. As a woman in business herself, she began by saying, “There is nothing that inspires me more than a room full of women in business.”

One point Vandenack emphasized was the importance of protecting intellectual property. “Never undervalue your own personal brand or anything you have created in terms of know-how,” she said. Vandenack has her own website, presentation materials, and publications. And she owns all of it.

Anything you have created or produced should have your name on it, she advised. When building a team, aim to find people who care about you and your goals. A great professional team is one that shares the same motivations and cares about you as a person. They could be flashy and exciting, but they might not care about you as a person or what your goals are. If they are not asking questions about who you are and what you want, it’s not the right team for you. “I have one word spelled with three letters: R-U-N,” she said.

Vandenack ended her keynote address by encouraging the entrepreneurs in attendance to grow their own network, advice she received from a client who realized one person cannot fulfill every need of a business.

Build a network that you can reach out to for things you don’t know, she said, which applies to all areas of business. Vandenack went on to build not only a local network, but national and international networks, too. “It was kind of fun to have all these people to call, and then you can meet people all over the place,” she said.

Vandenack continues to inspire other women with her vast array of expertise and wisdom. Founder of MWE Pamela Finn said she finds every conversation with Vandenack valuable.

“She’s beyond a thought leader,” Finn said. “When I sit down and talk to Mary, my brain hurts afterwards, because she has expanded it. She challenges me on so many things.” B2B OMAHA

21 TECHNOLOGY IN GENERAL IS A TOOL THAT ALLOWS YOU TO BE MORE ACCURATE AND EFFICIENT AND PROVIDE BETTER SERVICE. -MARY VANDENACK

B2B MAGAZINE • 2025

FEATURE STORY: BRANDI-LONG FRANK PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

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VOL 25 • ISSUE 6

OMAHAMAGAZINE.COM

DECEMBER/JANUARY

TESTING THROUGH TIME THE EVOLUTION OF DRUG AND ALCOHOL TESTING

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ver the past two decades, the drug and alcohol testing industry has navigated regulatory changes, pandemic disruptions, technological advances, and cultural shifts among both employers and employees. Few people have witnessed that transformation as closely as Lorelee Byrd, owner of Midlands Testing Services.

While dozens of states have legalized marijuana for medicinal or recreational use, the federal government’s rules for transportation employees remain unchanged. “Rather, we are testing under the Department of Transportation, particularly with the Federal Railroad Administration and the Federal Aviation Administration,” Byrd said. “Federal law has not changed on cannabis or cannabidiol [CBD]—DOT is still testing for delta-9-tetrahydrocannabinol [THC] today.”

The lack of alignment between state and federal law continues to create confusion. Employees in safetysensitive positions—such as pilots, train operators, and truck drivers—remain subject to strict federal oversight regardless of their home state’s laws.

Byrd said the most significant federal change in recent decades came during the Obama administration, when the government lowered the percentage of employees required to be tested for both drugs and alcohol. “That was a significant change for the industry,” she said. The shift reduced costs for employers, but also prompted labs and testing companies to adapt to new standards.

When COVID-19 closed offices, schools, and entertainment venues, drug and alcohol testing quietly continued. “We tested all through COVID, and our collectors were designated essential workers,” Byrd said. But the pandemic also left a mark. “Coming out of the pandemic, we saw an increase in positive alcohol tests. As many industries reported, isolation and lifestyle changes led some people to use alcohol to cope. That rate has since come back down, but the spike was noticeable.”

Her observations echo national surveys from groups such as the National Institute on Alcohol Abuse and Alcoholism, which reported rising consumption during 2020 and 2021.

The trend highlighted the link between mental health and workplace safety, especially in industries where impairment can have catastrophic consequences.

For decades, labor unions resisted drug and alcohol testing, framing it as an invasion of privacy or a tool for discipline.

That stance has shifted. “Labor unions have done a much better job over the past 20 years of educating members on the positive side of drug and alcohol testing,” Byrd said.

“For employees in safety-sensitive jobs—flying planes, driving trains, operating semis—testing protects them, their coworkers, and the public. That shift in education has really improved employee attitudes toward testing.”

The collaboration between unions and testing providers has helped move the conversation from punishment toward prevention and protection, Byrd added.

As long as there have been drug tests, there have been attempts to cheat them. “The drug industry has always come up with new ways to try to cheat tests,” Byrd said. “But labs have invested heavily in detecting fake specimens, and the technology has improved dramatically. It’s much harder for false samples to get through today.”

That investment has increased industry confidence in the accuracy of results, particularly important in legal proceedings or employment disputes.

Perhaps the most visible transformation has been in how tests are administered. “Twenty years ago, employers had to send workers off-site to a clinic, which created costs and opportunities for cheating,” Byrd said.

Today, mobile testing is common. “The equipment is lighter, portable, and meets DOT standards. Employers can call us and have a tester on-site quickly. That shift has been a game-changer.”

CONT. PAGE 24

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B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

FROM PAGE 23 The convenience has saved employers both time and money, while limiting downtime for workers who once had to travel to clinics during work hours.

Another major change is the federal approval of oral fluid testing as an alternative to urine. “The look-back period is shorter, but it gives employers another option—especially when an employee can’t provide a urine specimen,” Byrd said. “That flexibility is a significant development.”

Experts say oral fluid testing is particularly useful for detecting more recent drug use, making it a complement rather than a replacement for traditional urine analysis.

Byrd’s journey into the industry was personal as much as professional. “As a single mom, I took a part-time job working on Union Pacific’s drug and alcohol testing contract to pay off some medical debt,” she said.

An executive encouraged her to expand into mobile testing, and Union Pacific provided resources and training. “That support gave me the confidence to build my own company,” Byrd said.

In 2015, she bid on and won the Union Pacific contract. “Within five years, we were the sole provider for every Class I railroad in the U.S. except one, plus more than 150 short line railroads.”

Byrd credits her company’s growth not just to service, but to technology. “I hired two phenomenal information technology professionals to build custom software for us,” she said. “That technology set us apart in the bidding process. Today, our testers can track flights in real time, meet crews at the jet bridge, and complete required testing

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immediately. We’re a technology company that also happens to provide drug and alcohol testing.”

By integrating real-time tracking and reporting, Midlands Testing Services has positioned itself as a logistics partner as much as a testing provider.

As the company has expanded, Byrd has made a point to create opportunities for others—especially women. “We have about 700 people in 49 states in our database, many of them single moms,” she said.

“Over the years, dozens of women we’ve trained have gone on to start their own drug and alcohol testing companies in their communities. That is something I’m thankful to have been part of.”

Byrd’s leadership philosophy reflects that approach.

“One of the lessons I learned early on is this: You must decide if you’re going to use people to build your company or use your company to build people. I chose the latter. That philosophy has allowed me to freely help others across the country start their own businesses and fill a critical need in their communities.”

From shifting regulations to the rise of mobile testing, the drug and alcohol testing industry has evolved rapidly since Byrd first entered it. But at its core, she said, the mission remains the same: protecting workers and the public.

“For employees in safety-sensitive jobs, the stakes are simply too high to ignore,” Byrd said. “Testing isn’t just about compliance—it’s about saving lives.”

B2B OMAHA For more information, visit midlandstestingservices.com.

DECEMBER/JANUARY

WE HAVE ABOUT 700 PEOPLE IN 49 STATES IN OUR DATABASE, MANY OF THEM SINGLE MOMS. OVER THE YEARS, DOZENS OF WOMEN WE’VE TRAINED HAVE GONE ON TO START THEIR OWN DRUG AND ALCOHOL TESTING COMPANIES IN THEIR COMMUNITIES. THAT IS SOMETHING I’M THANKFUL TO HAVE BEEN PART OF. —LORELEE BYRD

Thanks Omaha for over 40 Years!

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26

DR. MARLA ASHE

B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

OMAHAMAGAZINE.COM

DECEMBER/JANUARY

TURNING SKILLS INTO SUCCESS

NEW MCC BUSINESS DEVELOPMENT CENTER NURTURES ENTREPRENEURSHIP

W

hen a Metropolitan Community College student succeeds, the Nebraska workforce wins.

People who gain job skills at MCC often turn that knowledge into new businesses that serve our community—the culinary arts grad who opens a restaurant next to your workplace or the small engine-repair shop owner who sharpens your mower blade each season. These are the kinds of main-street dreams that MCC makes possible.

More than 80% of MCC grads work in Nebraska after completing their education, many with aspirations to open their own businesses using skills they already possess. What they need is support getting their concepts into a sustainable business plan and a partner to help them develop it.

With the opening of the new MCC Business Development Center in the historic Ashton building in Millwork Commons, the college is here to be that partner to the small business community.

For more than 50 years, MCC has been a catalyst of regional workforce growth—creating opportunities, equipping individuals with resources, and removing barriers to success. As Nebraska’s economy evolves, the path forward requires more than workforce readiness alone. Supporting small business development, advancing entrepreneurship, and driving economic development will remain central to strengthening our communities and ensuring long-term prosperity.

Resource Center The MCC Business Development Center is a hub where earlystage entrepreneurs can access free, personalized consulting from local business owners and attend procurement boot camps and leadership training seminars. By leveraging funding and providing expert resources, the center helps business owners take advantage of untapped opportunities and upscale their workforce.

Business Education The Business Development Center is a provider of accessible, affordable, and accelerated small business education and training through industry-informed boot camps, quickturn certifications, and credential-to-employment pipelines.

Through credit and noncredit courses in business planning, finance, and operations to support growth and stability, the center enables smooth student transitions from short-term training to degree programs.

Whether an individual is seeking a career change, supplemental income, or is ready to invest in themselves, they can take the MCC Business Development Center’s 10-week FastTrac course, offered weekends and evenings, and leave with a business plan and roadmap for growth.

Corporate Partnership Activation

More than 99% of businesses in Nebraska are small businesses, accounting for 48% of total employment in the state.

Developing partnerships with businesses and industries is at the foundation of the community college model. The college’s long-established relationships with industries in Douglas, Sarpy, Dodge, and Washington counties positions the MCC Business Development Center to drive job creation and advance communities by strengthening connections with local governments, chambers, and employers to raise visibility and unlock new funding opportunities. B2B OMAHA

The Business Development Center drives economic resilience while addressing three local needs, or pillars—a dedicated resource center for entrepreneurship, business development education, and corporate partnership activation.

Dr. Marla Ashe is the executive director of business development at Metropolitan Community College.

For more information about the MCC Business Development Center, visit mccneb.edu/bdc.

27 COACHING CORNER COLUMN: DR. MARLA ASHE PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

INVESTING IN IMPACT

B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

FNBO’S COMMUNITY GRANTS BUILD STRONGER FUTURES

STORY: TIM TRUDELL PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

MAIN FEATURE

OMAHAMAGAZINE.COM

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DECEMBER/JANUARY

B2B MAGAZINE • 2025

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ddressing food inequity. Providing safe shelter for domestic violence survivors. Helping women-owned businesses find their voice. Offering opportunities for people of color to create their own businesses. These are just a few of the success stories Nebraska and western Iowa have witnessed over the years as part of a special community grant program sponsored by First National Bank of Omaha.

Having helped enterprises of all sizes for decades across eight states, FNBO offers philanthropic support in communities using a three-pronged approach—community donations, event sponsorships, and impact grants, said Whitney Baker, director of philanthropy and giving.

“The grant category is really earmarked to support organizations programmatically, which we think is a distinction, in some cases, from other financial institutions, in the sense that many do support events [or] support large-scale capital projects,” Baker said. “But the programmatic support is a little bit more behind-the-scenes, and in many ways, kind of keeps the lights on, keeps the programs running, and ensures that people are connected to the resources and support that they need.”

In 2024, FNBO contributed $1.73 million to 90 organizations in Nebraska, Iowa, Colorado, Illinois, Kansas, South Dakota, Wyoming, and Texas.

More than 50 agencies received financial aid in Nebraska and western Iowa, Baker said.

FNBO received its fourth consecutive “outstanding” Community Reinvestment Act rating by the Office of the Comptroller of the Currency for its impact grant program, a designation that measures areas of lending, investment, and service. Fewer than 2% of banks regulated by the OCC receive the honor. “[The recognition shows] the immense commitment that the bank has to the community in, truly, the most genuine way,” Baker said. “It’s not about anything other than it’s just the right thing to do. Our leaders talk often about this virtuous cycle that exists, that when the bank does well, the community should do just as well. It’s our way of contributing into that virtuous cycle. I think the CRA rating is important to us, because it is an external validation that we are keeping up, that we prioritize and value this level of commitment to the community.”

FNBO targets organizations that touch the lives of people across a wide spectrum of the community, Baker said. While grants may be assigned to a specific organization, that agency helps dozens more people realize dreams of owning their own business or creating a nonprofit that helps others, she said.

“The other thing I’ve seen that is so amazing is these organizations are also working collaboratively with one another in a way that you don’t always see,” Baker said. “And I think in times when you know funding is limited

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VOL 25 • ISSUE 6

and resources are tight, it can feel threatening to collaborate with other organizations, especially those working kind of in the same space and probably talking to the same donors. But I have never seen that. If anything, I’ve seen the opposite. When one runs into a roadblock, the other one is willing to kind of reach back and bring them along and help make sure that they can be successful, too, because the reality is there’s so much need and no one organization can serve every need. Working collaboratively is really where the magic happens. So they do a great job of that.”

Among FNBO’s 2024 Impact Grant recipients was Catholic Charities for its Microbusiness & Asset Development Program, which provides comprehensive, individualized entrepreneurship assistance to low-income business owners. The program has been operating in some form for roughly 30 years.

“Thanks to the generosity of FNBO, our Microbusiness Program walks alongside entrepreneurs eager to build or grow a business,” said Denise Bartels, executive director of Catholic Charities. “Sixty percent of the entrepreneurs we serve are women. We empower them with tools and confidence that help their businesses thrive. It’s gratifying to see their hard work transform into lasting stability for their families and communities.”

Designed for small businesses with fewer than 10 employees, Catholic Charities realized potential business owners may need assistance with things such as obtaining business loans and record keeping.

“The program helps people learn how to start or grow a small business,” said Dave Vankat, chief community engagement officer at Catholic Charities.

“It was an effort that was established to basically teach people how to fish, instead of just giving them the fish.”

With a strong Hispanic customer base, Catholic Charities offers microbusiness classes in English and Spanish, Vankat said.

Entrepreneurs, through the agency’s business center, participate in two multi-week courses, which cover business training, networking, and business consulting, as well as offering business loans up to $10,000 based on viable business plans by program graduates.

International Bakery is one of their success stories, Vankat said. A husbandwife duo participated in a version of the program nearly 20 years ago before starting their popular bakery. Within the past few years, their daughter participated and started her own business. Meanwhile, the family-run bakery is now run by the next generation.

The Greater Nebraska Women’s Business Center’s Entrepreneurship Program, via GROW Nebraska, also received FNBO grant funding. The GROW Nebraska program provides training and professional consultations to help small business owners develop essential skills.

Realizing small businesses across the state struggled with marketing themselves, Janelle Anderson Ehrke founded GROW Nebraska as an outlet to help businesses in that arena.

CONT. PAGE 33

OMAHAMAGAZINE.COM

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DECEMBER/JANUARY

OUR LEADERS TALK OFTEN ABOUT THIS VIRTUOUS CYCLE THAT EXISTS, THAT WHEN THE BANK DOES WELL, THE COMMUNITY SHOULD DO JUST AS WELL. IT’S OUR WAY OF CONTRIBUTING INTO THAT VIRTUOUS CYCLE. -WHITNEY BAKER

DENISE BARTELS

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ASHLEI SPIVEY

B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

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FROM PAGE 30 “How do they get their product or service in front of potential and existing customers, especially when there’s no longer a phone book?” she said. “And the digital world has really created some great opportunities. You can be a small business in Stapleton, Nebraska, and look like you’re a Fortune 500 company in downtown Omaha, if you’re good digitally.”

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“We introduce entrepreneurs how to get on Amazon or Target,” she said.

“They can stay with us, helping them do that. Or we’ll teach them how if they want to go online. But one of the big things is that work/life balance is kind of a myth. I mean, small business owners are so over-tasked today, and so us providing them a way to get a digital footprint, especially in the commerce lane, is really important.”

en

But not all business owners are business savvy, Ehrke said. That’s where GROW Nebraska steps in and offers assistance.

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Adamant about not duplicating services offered by others, the organization QUALITY. VARIETY. EXPERIENCE. EXPERTISE. SERVICE. has found its voice over the last three decades. A major step for GROW Our priority is to deliver the best and freshest Our priority to deliver the Nebraska was creating the Women’s Business Center in 2021, Ehrke said. products that meet your is highest standards 11015 South 48th St. and grow products your business. besthelp andyou freshest that Papillion, NE 68133 Phone: 402.547.5001 “That has been a phenomenal opportunity for us to work with sometimes B&B Trees meet yourTrees/Shrubs highest standard and • Evergreen • Bagged Trees Fax: 402.505.3421 • • disadvantaged entrepreneurs, and to really get a footprint in Omaha. We do Deciduous Shrubs Ornamental Grasses helpShrub you Roses grow your business. papiovalley.com • Annuals • Grafted Evergreens Perennials some business plan development there, and some more nuts and bolts,” she (Wholesale Accounts Only) Topsoil • Hardwood Mulch said. “With the GROW Nebraska Women’s Business Center, the majority B&B Trees • Evergreen Trees/Shrubs • Bagged Trees of our services are free.”

CONT. PAGE 34

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B2B MAGAZINE • 2025

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FROM PAGE 33 While GROW Nebraska works with 464 businesses statewide, the Women’s Business Center has reached 500 businesses, Ehrke said.

The center has worked with businesses through the Nebraska Small Business Assistance Act, which targets businesses that are less than five years old, Ehrke said.

The center has helped young businesses find free resources for help, such as the Center for Rural Affairs, Nebraska Business Development Center, Catholic Charities, and Nebraska Enterprise Fund.

“It was amazing to me how many budding entrepreneurs or small businesses had no idea of all the resources that are available to them for free in the great state of Nebraska,” Ehrke said. “I know we have so much more to do, and this just really turned the light bulb on.”

Primarily a fee-based organization, GROW Nebraska, much like other nonprofits, needs to find ways to maintain its sustainability, she said.

“We are substantially fairly high self-sustaining through the value services that we offer at a discount,” Ehrke said.

I Be Black Girl, founded by Nebraska Sen. Ashlei Spivey and others in 2017, was another FNBO grant recipient. It works to give Black women-owned businesses a voice in the community.

“We really started organically from a brunch, where we had over 100 Black women get together for just work and ‘intentional’ time,” Spivey said. “We had a DJ. We had vendors. When we were shopping, it felt like this sense of community that I was wanting, that other people wanted, and they wanted a space to connect and kind of talk through and really develop a vision for some of the stuff that was facing ourselves and our community.”

I Be Black Girl took its name from a children’s book—B Boy Buzz—by Bell Hooks, Spivey said.

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“I would read it to my oldest,” she said. “The book talks about all of the things that Black boys can be or exist in a way that I felt like Black boys have not been able to do before. So it says like, ‘I be Black boy jumping.’ ‘I be Black boy running.’ ‘I be Black boy mad.’ Happy. All of these different things.”

Applying the concept to women-owned businesses seemed natural, and I Be Black Girl was born, she said.

Research from the Federal Reserve of Kansas City suggests that Black women entrepreneurs are a rapidly growing segment of the economy. “The report showed that after this 15-year life cycle of looking at data, Black women were the fastest growing entrepreneur segment, despite facing disproportionate levels of capital, lack of capital access, culturally relevant technical support, and lack of peer networks,” Spivey said.

Black women play a major role in Nebraska, and I Be Black Girl sought to help improve situations, she said.

“We lead the majority of households, but we have the highest pay equity gap,” she said. “So we could really use entrepreneurship as a lever for change, because we continue to build businesses, and we know that entrepreneurship is a way to see economic opportunity.”

Starting with a one-day summit, organizers quickly realized I Be Black Girl saw untapped potential with people, she said.

“They wanted more, and they needed more,” Spivey said. “So we created an intentional business accelerator that’s rooted in a lean canvas model, and with traditional best practices of business like how to understand value proposition or fiscal management.”

The accelerator didn’t just provide a general model. “We wrote the curriculum to be culturally relevant and appropriate,” she said.

“And so it is customized to really understand not only the needs of a business owner, but understand the needs of a Black woman and femme business owners.”

Using that as a catalyst, I Be Black Girl offers services such as underwriting technical assistance, helping people meet with an accountant to understand their business model and financial infrastructure to best run their business, helping them meet with a marketing professional to ensure they understand their voice and how they position themselves in a market, as well as grants to invest in their business, Spivey said.

Creative Counseling and Studio received a $5,000 grant by winning a pitch campaign, Spivey said.

“That $5,000 had outsized impact for them, and they were able to now have therapists working under them,” she said. “They actually created a nonprofit arm to ensure that they can do training and a sliding fee scale, so they have their for-profit and their nonprofit.

And they’re doing great. That $5,000, while small, was able to be leveraged in a really great way.”

The Nebraska Enterprise Fund was yet another entrepreneurfocused recipient of FNBO Impact Grant support. Instead of letting an entrepreneur’s dream fade because they may lack the credit rating or experience a traditional bank requires for a loan, the fund steps in to help launch new ventures.

OMAHAMAGAZINE.COM

Known as a Community Development Finance Institution, Nebraska Enterprise Fund is required by federal law to spend 60% of its business working with a target market, which is all of Nebraska and southwest Iowa, said Jim Reiff, executive director.

The remaining market area is considered other target populations, such as Black- and Hispanicowned businesses, he said.

Banks may recommend potential business owners to the Nebraska Enterprise Fund, and NEF staffers also attend seminars and conferences to help others. “Sometimes they don’t meet the criteria to get the full amount they need from the bank, and sometimes they just aren’t bank-ready yet,” Reiff said.

NEF staff works with entrepreneurs by conducting training sessions on subjects such as bookkeeping, insurance, and legal requirements, as well as individual coaching, he said. The organization also establishes revolving loans for its clients.

“Our biggest success is a guy that can actually move on to bank financing in three years, five years, seven years,” he said. “We’re trying to get clients into FNBO, because that means their business is strong enough to be banked.”

Lionsgate Security Solutions is one of the success stories funded by Nebraska Enterprise Fund.

Unable to obtain a traditional bank loan because of inexperience, NEF offered them a loan, followed by additional funding, Reiff said.

Lionsgate has expanded its services to six states, with more than 100 employees. The business paid off its final loan in 2020, he said.

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With about 157,000 mom-and-pop businesses (with less than 10 employees) across Nebraska and up to 40,000 more in Iowa, entrepreneurs sometimes need the extra help in getting started, Reiff said.

“We’re here to maximize that in-between, when a business is ready, but not quite bankable,” he said.

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B2B MAGAZINE • 2025

VOL 25 • ISSUE 6

ENTREPRENEURIAL

JOURNEYS

FROM LEFT TO RIGHT: SHANNON BINGHAM AND NIKKI HANEY

STORY: TAMSEN BUTLER PHOTO: SARAH LEMKE DESIGN: NICKIE ROBINSON

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BEAUTY THROUGH ADVERSITY

SEVEN SALON THRIVES THROUGH FAITH, RESILIENCE, AND GOOD SHOES

OMAHAMAGAZINE.COM

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he co-owners of Seven Salon & Boutique credit their longevity and success to their faith, resilience, and knowing to wear good shoes while working as a stylist. Though Shannon Bingham admitted to wearing unreasonable (but fashionable) shoes when she was a younger stylist, she also admitted that it doesn’t take long for someone who works on their feet all day to quickly realize the merit of some comfortable shoes.

More important than footwear to Bingham and her co-owner, Nikki Haney, is their faith. “We’re faith-based and faithbound,” Bingham said. Evidence of their faith is scattered throughout the salon—not from religious memorabilia, but with notices of toiletry drives, charity events, and other community involvement that hint at a business that cares about the community and those less fortunate.

Bingham and Haney were friends before opening the salon together, and remain close friends now. When Haney fought breast cancer in 2023, Bingham was right alongside her, supporting and encouraging her. In fact, Bingham cut Haney’s hair when the chemotherapy started to make Haney’s hair fall out.

“That was a big bonding experience to be able to cut her hair off,” Bingham said.

What’s it like for someone in the beauty industry to lose their beautiful hair? “I don’t know that there’s a word to describe it,” Haney said. “Humiliating is a strong word, but that’s how I felt.”

Bingham said that they remained grounded in faith throughout every challenge they encountered as a salon. Cancer wasn’t the only challenge Seven Salon & Boutique had to conquer.

DECEMBER/JANUARY

Toward the end of the crisis, they opened a second location.

They learned a valuable lesson: “Expanding doesn’t always mean expanding to other locations,” Bingham said. “Sometimes it’s just being the best you can be at the location you’re at.”

When the COVID-19 pandemic in 2020, Bingham and Haney quickly learned more about their abilities to adapt and diversify. The pandemic nudged them into opening the Seven Boutique, which resides within the salon and features a curated collection of clothing and accessories. Through it all, stylists remained “essential workers,” so they were able to keep working, but like most businesses, Seven Salon & Boutique had to stay flexible and innovative to stay afloat.

The salon has certainly experienced its fair share of hardships to endure and overcome, but a new chapter seems to be emerging. Bingham was recently crowned the 2025 Ultimate International Elite Mrs., a global title that has helped Bingham spread her message of adoption advocacy to a wider audience. The win also allowed the salon to appeal to pageant participants and even offer mock pageants to help future title-holders gain valuable experience.

Haney, now cancer-free and once again sporting a beautiful head of hair, is enjoying her retirement from the stylist’s chair as she focuses on the back-office tasks of the salon.

Evolving from overcoming struggles to thriving isn’t something Haney and Bingham take lightly. They urge other business owners to put systems in place so when difficult times occur, there are systems to fall back on.

Opened in February 2004, the salon had only been open a few years before the global financial crisis of 2007 hit. Bingham said that the first five years of a salon’s existence should ideally be spent building the culture while learning flexibility and resilience, and that’s certainly what they did as they fought the impact of the Great Recession.

The systems Bingham and Haney put into place helped them through challenging times, and will help guide them as they start contemplating eventual retirement. But even more important to Seven Salon & Boutique’s continued success is the faith that Haney and Bingham hold so dear.

It dictates their decisions and compels them to give back to the community, both to the local salon community and to the Omaha metro area as a whole.

What they also learned during the financial turmoil of the crisis was that their faith could stabilize their decisions and keep them grounded.

“Our business is extremely important to the community,” Bingham said. “We have the ability to touch people, and we don’t take that lightly.” B2B OMAHA For more information, visit sevensalon.com.

37 EXPANDING DOESN’T ALWAYS MEAN EXPANDING TO OTHER LOCATIONS. SOMETIMES IT’S JUST BEING THE BEST YOU CAN BE AT THE LOCATION YOU’RE AT. -SHANNON BINGHAM

38 | B2B MAGAZINE

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2025

Who We Are

Sage & Stone Strategies provides best-in-class, tailored strategic communication planning and execution.

Whether internal or external, structured messaging affects a business’ bottom line. We are committed to high-quality, efficient and successful strategic planning.

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People Helping People That’s what credit unions are all about. As a not-for-profit financial institution with a board of directors comprised of member volunteers, our focus is on our members and their needs, not margins.

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WOMEN IN BUSINESS Company presidents set the vision, standards, and goals of their organizations—no small feat. Their effective leadership, tenacity to see a business through trials and market changes, and ability to identify innovative solutions are all essential to a business’ success.

But who exactly makes a good leader?

In this sponsored profile series, B2B spotlights a few Omaha corporate executives, sharing tales of their career climb, what drives them in their daily work, and lessons in effective management. Their talents and relationships in business have garnered them the respect of both their employees and peers.

Learn more about the leaders of these local companies. Their stories are inspiring, and their experience, invaluable.

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DECEMBER/JANUARY

SERVICEMASTER CLEAN For over 30 years, ServiceMaster Clean has redefined what it means to be truly clean in the janitorial industry. Guided by the ServiceMaster Commitment—to honor God in all we do—the company continues to uphold its core values through excellence, integrity, and continuous improvement in every service provided.

COBALT CREDIT UNION ROBIN LARSEN A trailblazer in financial leadership with 37 years of dedicated service, Robin Larsen has devoted her career to empowering members and strengthening the communities she proudly serves through her work at Cobalt Credit Union. As President and CEO, she leads with vision, integrity, and heart, advancing innovation while honoring the credit union philosophy of “People Helping People.”

Under her leadership, Cobalt has grown to serve more than 120,000 members with over $1.3 billion in assets, expanding both its reach and impact across the region. Robin has championed Cobalt’s digital transformation, modernizing banking through innovative technology, enhancing the member experience, and ensuring financial inclusion for all. Her leadership blends forward-thinking strategy with genuine care for people, creating a culture where employees are empowered to serve members with excellence.

Beyond financial services, Robin’s deep commitment to community and military engagement is evident through her roles as Co-Commander of the 55th Maintenance Group and Treasurer of the Offutt Advisory Council, where she supports initiatives benefiting veterans and families. She is a proud graduate of Bellevue University and Leadership Omaha, and she serves on several national and regional boards, including the Defense Credit Union Council and the Nebraska Credit Union League.

Robin’s leadership continues to inspire others to serve with purpose, compassion, and courage, fostering innovation, strengthening community partnerships, and ensuring that every decision made at Cobalt stays true to its members and its mission.

COBALT CREDIT UNION WWW.COBALTCU.COM • 402.292.8000

ServiceMaster Clean is committed to providing a healthy work environment for your customers and employees. We offer a variety of customizable cleaning options designed for your specific needs, because we understand everyone’s cleaning needs are not the same. Whether it’s one building or several, our goal is to make your business shine with the highest standard of clean.

What truly sets ServiceMaster Clean apart is its proactive approach. Dedicated account managers conduct regular inspections to ensure quality, address concerns, and anticipate issues before they arise.

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SPONSORED CONTENT

ZEN COFFEE COMPANY ABBY MCLEAY Abby McLeay is the founder and owner of Zen Coffee Company, a growing brand in the Omaha community known for its innovative approach to coffee, its scratch-made bakery program, and its welcoming atmosphere. Since opening the first Zen location, Abby has overseen the company’s expansion to four shops, with a fifth currently underway—establishing Zen as both a local favorite and a leader in the city’s independent coffee scene.

What sets Zen Coffee Company apart is its emphasis on experience. Abby was among the first in the region to introduce coffee flights, transforming the way customers explore specialty coffee. These curated tastings allow guests to sample multiple flavors and brewing styles, making specialty coffee approachable and fun while showcasing seasonal creativity. Alongside coffee, Zen’s in-house bakery produces a lineup of pastries, bars, and treats that have become staples for customers seeking quality and consistency. The bakery also reflects Abby’s business philosophy: if something can be done better in-house, do it—and do it with care.

Abby’s entrepreneurial vision is grounded in a deep understanding of both product and people.

As a business owner, she has navigated challenges ranging from pandemic pivots to supply chain disruptions, always making decisions that protect her team and sustain the business long-term.

For Abby, leadership is not about quick wins but about building something sustainable: a company that creates opportunities for employees, provides memorable experiences for customers, and adds vibrancy to the neighborhoods it serves.

A mother of four, Abby is also familiar with the balancing act of raising a family while scaling a business. Her ability to manage both worlds comes not from striving for perfection but from prioritizing what matters most at each stage— whether that is launching a new store, developing a seasonal menu, or being present for her kids. This perspective has shaped her leadership style, making her both pragmatic and people-focused.

Zen Coffee Company continues to grow under Abby’s direction, with new locations chosen intentionally for both traffic and unique community fit. She is deliberate about expansion, ensuring each store reflects the company’s standards of quality while also serving as a space where people gather, connect, and feel welcome.

Looking ahead, Abby remains committed to innovation in the specialty coffee space, continued investment in her team, and deepening Zen’s role in the community. For her, success is not just measured in sales or store count but in creating a brand that customers trust and employees are proud to represent.

Abby McLeay’s journey reflects the realities of modern entrepreneurship: growth achieved through resilience, creativity, and a commitment to excellence. Through Zen Coffee Company, she has built more than a coffee shop. She has built a brand that is shaping the way Omaha experiences coffee.

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DECEMBER/JANUARY | 41

SPONSORED CONTENT

CUSHMAN & WAKEFIELD | THE LUND COMPANY JENNIFER SKOUMAL Omaha native Jennifer Skoumal attended UNO and Bellevue University and earned a degree in Management of Human Resources. She’s been with Cushman & Wakefield | The Lund Company since 2012 and has been in real estate for over 20 years.

As a full-service real estate firm, The Lund Company assists clients with property management, brokerage, investment sales, project management and development, and consulting.

In her current role of Senior Vice President of Commercial Property Management, Jennifer enjoys the teamwork and camaraderie that are key components of The Lund Company’s culture. “Our people are what sets us apart. We’re like a family and are very team-oriented. We strive to be the best that we can be. As you are managing properties, there are things going on 24/7 and everyone chips in and helps each other. Because we have a team process, our approach to managing properties is unique. We have people specialize in what they do best. The facility manager is good at sticks and bricks, and the physical aspects of the property. The commercial portfolio manager is like the quarterback, and they protect our client’s investment. We offer it all, but it’s catered to the needs of the client,” said Skoumal.

“Even though we have global affiliations, we are independently owned and operated allowing us to be very nimble. We can adjust and pivot to the needs of the market. We can be more flexible than large companies without the red tape, but we also have the tools and support that we need,” added Skoumal.

Skoumal is particularly proud of the Blackstone Plaza, formerly the Kiewit building. The Lund Company was part of the team that took a building that was dated and created a modern new structure. One of the highlights of the building is the Cloud Room.

which is great for owners. It’s fun to be part of that,” said Skoumal.

Outside of her career at The Lund Company, Skoumal has been married to her husband Jamie for 24 years, and they have three sons. Family is very important to her. They spend a lot of time camping, kayaking, and enjoying the outdoors. “I am blessed to have an amazing family and support system,” added Skoumal.

Skoumal’s advice to other women in business is to never be afraid to ask questions.

The Lund Company also manages Catalyst. Formerly a steel mill located by the UNMC campus, it has been turned into a stunning building that’s a collaborative place for people to gather and work. In converting this space, many features of the old steel mill were kept, giving the building a lot of character.

“Be confident and ask questions. It’s crucial to have the confidence to admit when you don’t know something and to be open to asking questions about the how and why of things. This not only helps gain a deeper understanding but also provides continuous learning and growth,” explained Skoumal.

“People spend a lot of time at work, so it’s amazing to be able to have an impact on people’s everyday work environment. We’re very customer service based and want our tenants to have a great experience in the buildings we manage. Happy tenants stay,

CUSHMAN & WAKEFIELD | THE LUND COMPANY 450 REGENCY PARKWAY, SUITE 200 OMAHA, NE 68114 LUNDCO.COM

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2025

SPONSORED CONTENT

JJT TRANSPORTATION & LOGISTICS BECKI CLOYED Becki Cloyed, one of the owners of JJT Transportation & Logistics since 2012 (her partners are Joel Euler and James Quimby), recently read in an industry publication that only 30% of executives in transportation today are female. It’s a greater percentage than in the past, Cloyed said, but she’d nevertheless like to see that number increase further.

“We are still behind 50%,” she said. “But there are getting to be more and more women in our field.

We not only have women in management here, but we also have women drivers. And we’d welcome even more of them.”

JJT originated in 2008 as a three-truck operation in Wathena, Kansas. Its primary operations are now located in Omaha—on J Street, fittingly— and today’s JJT serves as a total transportation solutions company. The company has grown more than tenfold since Cloyed arrived, and the industry is growing, too. Transportation and logistics are both key components to the supply chain, and it’s a sector the Bureau of Labor Statistics shows having a steady demand for workers now and projected into at least the next decade.

“We’re excited to be supporting that,” Cloyed said.

That resourcefulness has kept JJT going strong, too.

The company has long been known for its willingness and ability to find solutions to special circumstances and nonstandard freight.

However, the last year and a half has presented new and unique challenges, Cloyed said. When transportation was deemed an essential industry at the height of the COVID-19 pandemic, JJT operations never wavered.

“We have experienced growth and we have gained market share, and I think that’s because of the diversity in our business,” Cloyed said. “We not only can provide assets to our clients, we also do a great job of networking and finding other carriers to partner with to move our customers’ freight.”

“The pandemic has affected the supply chain. JJT has taken a very creative approach to help our customers solve those issues in the supply chain.

We’ve increased staff, we’ve increased availability,” she explained. “We have taken our commitment to our customers and our carriers seriously.”

That’s required some sacrifices, including a certain amount of employee turnover. “As a lot of people have found ways to work from home, we didn’t have that option,” Cloyed said, adding that her team found ways to get the job done with respect to the company’s mission of “keeping the stores supplied and the vendors supplied with what they need to keep them in business.”

The company’s devotion to providing the best service possible to its customers also involves an ongoing investment in quality vehicles, equipment and technology. JJT also continues to uphold a reputation for innovation, Cloyed said, like providing real-time tracking that allows JJT to stand behind its commitment to delivery with shipment guarantees. “Not everybody has that.”

“We look at all aspects of the business,” Cloyed said.

“We’re on the cutting edge. We’re always looking for process improvement.”

JJT TRANSPORTATION & LOGISTICS 7006 J ST. OMAHA, NE 68117 402.614.4777 JJTTRANS.COM

DECEMBER/JANUARY | 43

SPONSORED CONTENT

PRIME CHOICE INSURANCE LLC AVENUE SCHOLARS LINDSAY DECKER As the CEO of Avenue Scholars, Lindsay Decker is charged with an important mission: Preparing the young people in the program for a rapidly changing professional landscape.

“When you look at the workforce, you’re seeing the rising cost of postsecondary education, and you’re also seeing the decline of postsecondary participation,” she said. “I think we at Avenue Scholars are in a critical position to help our Scholars navigate this shift. It’s our job to provide as many avenues, or pathways, as possible to help them find successful work in our community.”

Decker leads an organization that is committed to providing career coaching and support to Omaha young people interested in careers outside of the traditional four-year college pathway. Students begin the program their junior year of high school and receive one-on-one coaching and professional development opportunities that help them land in a career that offers high wages, benefits, and opportunities for upward mobility.

Decker, who began as CEO in 2024, is leading the organization through a period of growth and deeper collaboration with local partners. This year, Avenue Scholars has expanded to 13 high schools in seven Omaha school districts, serving more than 750 Scholars across the metro.

It’s work that’s deeply personal for Decker, who said that she herself has benefitted from many mentors and champions in her own career. A graduate of the University of Nebraska at Omaha, Decker has a background in communications and business.

She previously served in several roles with Avenue Scholars, including as the organization’s senior director of communications and development.

As CEO, Decker sets Avenue Scholars’ vision and strategic direction and leads fundraising efforts. Outside of the office, she teaches free yoga classes during the summer at Omaha’s Highlander accelerator.

Decker said she carries wellness and balance as a core part of her life and leadership. It’s a philosophy that she brings daily to her role at Avenue Scholars.

“I see my mission as leading an organization where young talent is recognized, nurtured, and prepared for the workforce in a holistic way,” she said. “I feel so lucky for the opportunity to help shape brighter futures for our young people and our community as a whole.”

COURTNEY CALLAWAY Founder and CEO Courtney Callaway started Prime Choice Insurance in 2012 as a solo effort.

Today she leads a growing, all-female team of agents specializing in the individual health insurance market, which includes Medicare and Affordable Care Act plans. Prime Choice serves clients who do not have coverage through a big group plan, like small-business employees, self-employed individuals, college students, early retirees, and people on Medicare.

As an independent agency, Prime Choice agents work with all major carriers to find plans that fit their clients’ individual budget and health needs.

“We also proactively adapt our processes to comply with new and changing government regulations,” Callaway said. “Our processes are scalable, which lets us continue to serve our very large customer base while also remaining compliant with government expectations.”

Prime Choice’s team is relatively young, Callaway said (the average age is 36), but represents 100+ years of collective industry experience. She added that clients appreciate working with agents they know will be available through future stages of their lives.

“We’ll be here for the long haul,” she said.

AVENUE SCHOLARS 2121 N. 117TH AVE., SUITE 220 OMAHA, NE 68164 402.916.9777 AVESCHOLARS.ORG

PRIME CHOICE INSURANCE, LLC 402.219.3024 PRIMECHOICEINS.COM

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2025

SPONSORED CONTENT

PLANIT INC. CAITLIN GRUIS For over 25 years, planit inc. has established itself as a premier partner in the world of meetings and events, consistently delivering results that don’t just meet expectations but actively exceed them. Our decades of experience have allowed us to build an extensive and diverse portfolio, ranging from major Fortune 500 firms requiring complex, large-scale conferences to dynamic, emerging small businesses looking for intimate, high-impact gatherings.

At the core of our business model is a profound commitment to being a client-centric firm. We pledge and deliver unmatched service and professionalism because we know that successful events are built on a foundation of trust, clear communication, and dedicated partnership. When you work with planit inc., you gain an ally whose event expertise, creativity, and tireless work ethic are truly second to none. Our in-house event producers are not merely planners; they are seasoned strategists and logistics experts who approach every project with passion and meticulous attention to detail.

While we are proudly located in the Midwest, our crazy-talented event team is a dynamic, nationwide force. We are constantly in motion, bringing our expertise to major metropolitan areas and unique destinations from New York to L.A. and beyond. This coast-to-coast presence ensures that we can seamlessly execute events anywhere our clients need us.

Our exemplary industry reputation is affirmed by those we partner with. Clients and vendors alike frequently praise our levels of customer service, polished competence, and event execution as genuinely unmatched. We thrive on complexity and diversity, possessing the proven capability to plan and execute events of all sizes, within all budgets, and across all business silos. When you partner with us, you are leveraging an industry-leading reputation built on a quarter-century of success.

We are the wow experts. On its simplest level, wow means being on-time, on-budget, and on-point.

We define wow as the meticulous application

of the best products and practices to the event planning process, resulting in an extraordinary and memorable experience for every attendee.

Our clients understand that we invest the necessary time to fully grasp their core objectives and unique corporate culture. This deep institutional knowledge allows us to design events that not only look spectacular but also strategically support the client’s business goals. We are committed to working tirelessly on your behalf; we view ourselves not as outside contractors but as a seamless, committed extension of your team. Your goals are our goals.

This deep integration ensures that the experience our team creates resonates authentically with your brand and your attendees.

PLANIT INC. 10832 OLD MILL ROAD, SUITE 5 OMAHA, NE 68154 402.333.3062 CAITLIN@PLANITINCEVENTS.COM

DECEMBER/JANUARY | 45

EVENTS & ENGAGEMENT

NETWORKING CALENDAR UNO College of Business Administration Capstone Cup Finals December 5

Professionals Responsible for Sales and Marketing Networking Event January 8

Mammel Hall–UNO 6708 Pine St.

The Corner Kick 681 N 132nd St.

—unomaha.edu

—facebook.com/copplaconnect

Holiday Networking Event: CFMA December 9

Area 41 Assembly with Business Meeting January 10-11

Tipsy Pig 1150 Sterling Ridge Dr. —nebraska.cfma.org

In the Boardroom: Cliff Sharples, Co-founder and Director at Fexy December 9 Virtual Event on Zoom —member.eonetwork.org

2025 Nebraska Connection Conference December 11 Embassy Suites La Vista / Smash Park 12520 Westpork Pkwy. / 8121 S. 125th St. —bldconnection.org

Boots to Business Reboot December 11 Nebraska District Office 10675 Bedford Ave. —nebbiz.org

Offutt AFB Boots to Business January 6-7 Offutt Air Force Base 705 Nelson Dr. Room 206 —nebbiz.org

Quality Inn and Conference Center I-80 Grand Island 7838 US-281 Building A (Grand Island) —area41.org

Executive Roundtable for Marketing & Communications Leaders January 12 Greater Omaha Chamber 808 Conagra Dr. —your.omahachamber.org

Executive Roundtable for Small & Emerging Business Owners January 13 Greater Omaha Chamber 808 Conagra Dr. —your.omahachamber.org

Nebraska Turf Conference January 13-15 Embassy Suites by Hilton Omaha – La Vista Hotel & Conference Center 12520 Westport Pkwy.

—nebraskaturfgrass.com

Third Thursday PD: Building Community Workshop January 15 Collective for Youth 105 N. 31st Ave. Suite 103 —collectiveforyouth.org

Healthcare Management Financial Association: Nebraska Virtual Winter Conference January 15-16 Virtual —hfma.org

Work Smarter, Not Harder: Leveraging A.I. for Your Business Lunch & Learn January 22 1402 Jones St. —growomaha.com

Nebraska Nursery & Landscape Association: Winter Conference January 29-30 Nebraska Innovation Campus Conference Center 2021 Transformation Dr. (Lincoln) —members.nnla.org

B2B MAGAZINE • 2025

HUMAN RESOURCES COLUMN: KEELE TAYLOR PHOTOS: SARAH LEMKE DESIGN: NICKIE ROBINSON

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VOL 25 • ISSUE 6

OMAHAMAGAZINE.COM

DECEMBER/JANUARY

FINDING VOICE IN THE BOARDROOM THE QUIET BATTLE WOMEN STILL FACE IN THE C-SUITE

R

eflecting on my time spent working in executive HR roles, the question of whether or not there was equity in gender representation in the C-Suite comes second to the question of whether or not the women present are provided equitable opportunity to create influence, and if their voices and decisions are equally accepted.

The latter question is one that brings deeper reflection on observations where some executive leadership rooms have appeared more welcoming than others when it comes to allowing space for diversity in thought and female opinion.

If there is any word of advisement I can give to the culture-keepers of the organization as well as to C-suite leadership, it is to find ways to ensure that women do not have to “fight” any harder than their male counterparts to implement their ideas.

Throughout my career, I have held conversations with multiple female executive colleagues as well as female executive clients who have openly shared that they feel they have to work significantly harder for their opinions to carry weight. Many of them who maintain their positions in the C-suite often turn “harder” or feel the need to alter their personalities or dispositions to present as masculine in order to be taken seriously.

Equity for women in the executive boardroom is not a problem at every organization, and it can appear in some industries more than others. On a personal level, the more male-dominated industries that I have worked in or have serviced clients in were ones where the women faced a greater challenge to provide influence.

Personally, I can recall positive experiences at the executive tables I’ve been welcomed to join. In retrospect, I realize there has been more of a curiosity for my ideas and HR experiences that C-Suite leaders and business owners have often sought after and seem to respect.

The voice of HR is not always one that every business leader wants to hear, as it is often a call for change, improvement, or a different way of doing things. Being that HR is a cost-center in most organizations, it has sometimes been my experience that my voice was heard but my idea and/or request was not something the company wanted to justify the cost to implement for culture or training.

One memory I have in which I felt as though my voice was not being heard was a situation when a male counterpart would often talk over me in C-suite meetings. After having a respectful conversation with that leader about impact and optics, his behavior changed and improvement was quickly seen. The relationship improved and gratitude was expressed by the individual for taking the time to have the conversation.

To any woman or individual who can point to a pattern of behaviors or experiences that present the feeling or impact of inequality at work, my advice is to observe the instances, document the harm, and have a direct conversation. If that doesn’t work, escalate and work to encourage change. B2B OMAHA Keele Taylor is CEO and chief human resources officer at HR Minded Consulting Services. Visit hrmindedconsulting.com for more information.

47

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DECEMBER/JANUARY | 49

SPONSORED CONTENT

KING OF CONTENT

TWO BROTHERS CREATIVE AI CAN’T SAVE YOUR BUSINESS AI won’t save your business.

Not because it can’t—but because most small business owners never learn how to use it.

There’s a widening gap—not a tech gap, but a willingness gap. It’s the space between those fully embracing AI and those still treating it like a novelty or joke.

A new dog park opened near my apartment, featuring local businesses promoting their services.

I attended without any dogs to share too much unsolicited advice about marketing, which is sadly on-brand for me.

Meanwhile, a 15-year-old in Millard is launching a fully branded e-commerce business in a single weekend—using AI. Not because this kid is smarter than you, it’s worse­—this kid is more willing than you to learn and adapt.

I’m noticing a trend: too many small businesses aren’t learning how to use AI, let alone how to use it effectively.

Too many business owners are trapped in a willful state of delusion about AI magically doing everything for them.

AI is a tool. But if you don’t learn how to use the tool, it doesn’t do anything for you.

You don’t need to fear AI. You need to fear getting left behind by the 15-yearold in Millard who’s already figured it out.

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