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02 | B2B MAGAZINE

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2023/2024

EXECUTIVE publisher Todd Lemke

EDITORIAL managing editor Kim Carpenter

associate publisher Bill Sitzmann

associate editor Natalie Veloso

CREATIVE creative director Rachel Birdsall

senior staff writer Julius Fredrick

sr. graphic designer Renee Ludwick graphic designer I Nickie Robison Graphic design intern Joey Winton photographers Katie Anderson Scott Drickey Sarah Lemke

INFORMATION advertising information 402.884.2000

Edit intern Claudia Moomey contributors Tamsen Butler Jeff Lacey Lisa Lukecart Holly McAtee Kara Schweiss Kara Wesely Chris Wolfgang

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SALES executive vice president sales & marketing Gil Cohen branding specialists Dawn Dennis George Idelman Francine Flegg contributing branding specialists Greg Bruns Tim McCormack

OPERATIONS business manager Kyle Fisher

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CLEAN RESULTS.

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B2B 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 4 issues (one year), $19.95 for 8 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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TABLE OF CONTENTS MAIN FEATURE

24

CHALLENGE ACCEPTED

WOMEN-LED ORGANIZATIONS TAKE ON OMAHA’S AFFORDABLE HOUSING CRISIS FEATURES

20

SHONNA DORSEY

COLLABORATING TO KEEP TECH IN NEBRASKA

28

32

BEYOND THE STAGE

JOAN SQUIRES TAKES OMAHA PERFORMING ARTS FROM CONCEPT TO CAMPUS

DOLLARS AND DOGS, CATS AND CENTS

WOMEN ENTREPRENEURS TAKING THE LEAD IN OMAHA’S PET INDUSTRY

DEPARTMENTS

06 ROUNDTABLE

18 BIZ + GIVING

38 IN THE OFFICE

16 AFTER HOURS

36 HOW I GOT HERE

42 omAHA!

COLUMNS

SPECIAL SECTIONS

INDUSTRY LEADERS SHARE THEIR INSIGHTS CARING FOR COMMUNITY

FROM IOWA TO THE UNITED NATIONS ALEXANDRA BRUENING

BRINGING THE FIVE C’S TO THE CAPITOL DISTRICT

09 BEST OF B2B

48 OMAHA CVB

11 WOMEN IN BUSINESS

WOMEN IN THE WORKFORCE

OMAHA’S REALITY MAKEOVER SHOW

48 OMAHA CHAMBER

THE URBAN CORE OF OMAHA

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04 FROM THE EDITOR

44 ON THE RISE

Nebraska Tech Collaborative’s executive director Shonna Dorsey sat down with B2B to share her insights about attracting and retaining technical talent across the state.

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SHONNA DORSEY

KEEPING TECH IN NEBRASKA

WOMEN IN BUSINESS JOAN SQUIRES

BUILDING OMAHA’S PERFORMING ARTS

AFFORDABLE HOUSING

WOMEN ADDRESS THE CRISIS

04 | B2B MAGAZINE

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2023/2024

VOLUME 23

Thanks Omaha for over 46 Years!

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ISSUE 4

FROM THE EDITOR

SPOTLIGHT ON OMAHA’S WOMEN IN THE WORKFORCE to the US Bureau of Labor A ccording Statistics, in 2022 women accounted

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for 46.8% of the labor force–76.6 million in total—with 40.5% serving as the sole or co-breadwinner in their families. Women in Nebraska are some of the hardest working in the country. In fact, we have the highest percentage out of any state. 65.5% of women are in Nebraska’s workforce, or, just over half a million. Only one place ranks higher: the District of Columbia at 66.5%.

We should be proud, therefore, to celebrate what women in Omaha bring to the local economy. This issue of B2B does exactly that. Our annual “Women in Business” issue highlights women’s accomplishments and underscores how they make this city a great place to live, work, and do business.

Joan Squires, who has served as president of Omaha Performing Arts for over 20 years, is a prime example. Her visionary leadership has contributed an estimated $61 million in revenue to the city. It’s an astonishing amount, and it’s due to her determination to build an entertainment campus that by 2026 will include four world-class venues: the Orpheum Theater, the Holland Performing Arts Center, Steelhouse Omaha, and the forthcoming Tenaska Center for Arts Engagement.

She is just one of the women profiled in these pages. From affordable housing to the tech world, women are shaping Omaha’s distinct economic cityscape. With this issue, we honor women’s contributions and shine a light on how they enhance so many aspects of living and doing business in the city we call home.

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Kim Carpenter is managing She can be reached for story suggestions and pitches at

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A L W A Y S L O C A L, A L W A Y S B E A U T I F U L. Included with an Omaha Magazine Subscription— OmahaMagazine.com/pages/subscribe

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2023/2024

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VOLUME 23

ISSUE 4

B2B: What inspired you to be a leader? What motivated you to step up?

ROUNDTABLE | STORY BY KIM CARPENTER | PHOTOS CONTRIBUTED

WOMEN IN BUSINESS INDUSTRY LEADERS SHARE THEIR INSIGHTS

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or this issue focusing on women in business, we turned to three leaders in their respective fields. They include:

Beverly Kracher, Ph.D., holder of the Robert B. Daugherty Endowed Chair and professor in Business Ethics and Society, Heider College of Business, Creighton University, and founder of Business Ethics Alliance.

Amie Gamboian, principal consultant to CEOs and executive teams, Table Group Consulting, a firm dedicated to making employee work more fulfilling and companies more successful.

Crystal Sauser, director of human resources at Airlite Plastics, a privately-held, family-owned packaging company based in Omaha. Founded in 1946, the company employs 1,100 people across six North American locations and produces over two billion recyclable molded units annually.

B2B: How long ago did you begin working in this career and/or field? Did you ever imagine that you would have a leadership role in this profession/organization?

BK: I have been a business ethicist for about 35 years, and my path has been atypical. As a farm kid from a country high school, first generation college, I didn’t imagine that I would be a professor. In the early days, I didn’t imagine that I would, years later, start a nonprofit, the Business Ethics Alliance, lead it for about 15 years, and leave it financially secure and in good hands. I didn’t imagine that during the years I ran the Alliance, I would be called to other cities to explain the Business Ethics Alliance model and give them the tools to create an Alliance for themselves. As I reflected upon my actions as the years progressed, I learned about myself that I had become a community leader. That is different from being a leader of a team, which I did at the Alliance, but not to the same ability as what

I did in the community. My leadership strength has been acknowledged several times by the community, most recently by being inducted into the Omaha Business Hall of Fame. It’s the cherry on the icing on the cake.

AG: I’ve been in the coaching world for over 20 years, and in the consulting lane for over five. The invitation from Patrick Lencioni to be part of Table Group Consulting was presented to me in the midst of the pandemic. Health (whether physical, spiritual, emotional, mental, or relational) has long been a core value of mine, so having the opportunity to professionally support leaders and teams with their organizational health is a natural fit for me.

I’m highly motivated to ignite change and help leaders and teams embrace transformation–going from dysfunctional to high performing.

CS: I started my career in 2008 and, oh my gosh, no! I never thought when I graduated college I would be where I was today serving in a leadership role in the Human Resources function. As an HR Leader I constantly tell people [that] I am a horrible HR person. I push every barrier, I am driven to motivate and empower. I rarely take direction and complete tasks. I ask the tough questions, I fight for what’s right–not what’s easy. I really do swear way too much, but I care even more. I want to see anyone who trusts me to employ them meet their goals, where they are at, on their timeline. Joining the Airlite Plastics family in 2018, I realized how incredibly rewarding it was to work for a company that supported my mission and goals and makes it so incredibly easy to serve in leadership for all of our teams. As for my industry, NO! I would have never thought manufacturing was where I belonged! I was a business gal with a flair for eccentric communication. Not an industry gal–that’s what my dad did. But, here I am, and I don’t know that I could see myself serving in any other industry.

BK: I’ve never thought to myself, “I want to be a leader.” I don’t think that many people do that.

Instead, there’s a drive for more; an excitement; a thing that you see needs to get done. When you latch onto it, it feels like nothing else really matters except that thing. All energy is devoted to it. You wake up thinking about it. You waste paper with visions and plans and ideas you don’t want to forget. It’s exciting because it’s something that no one else seems to see but you see it and can’t believe others don’t. There’s an urgency. You have to put it together before anyone else sees what you see. It’s not traditional.

It’s alternative, unusual, maybe even weird, and ultra-important. So, I saw a thing that no one else seemed to see. At least no one seemed to see it from the academic world in which I was living. Education is an established institution with processes and boundaries. In the world I joined as an assistant business ethics professor, there were undergraduate and graduate classes to teach, 15 weeks long, with lectures, tests, and papers, all taking place within the university walls. I stepped outside the walls and interacted with business professionals who loved profound conversations and yearned for tools to live their values at work.

AG: I always had a deep desire to have a significant impact on people and found myself in various leadership roles at a very young age. I believe we’re called to serve others and consider every leadership opportunity one where I can invest in the lives of others. Leadership isn’t about titles, positions, or authority; it’s about God-given influence. Stewarding the influence I’ve been given well, and for the good of others, is very important to me.

CS: I would have never thought leadership was in my cards! In college, I was completely lost with the focus of a 20 year old! However, once I settled into my degree program, I realized people were interested in what I had to say and my approach. Believe me, I was as confused as the next guy! Throughout my career, I was blessed to work with great leaders who inspired and taught me their ways. I was a sponge. In 2012 I met my mentor, Lori Bruckner, and she pushed me so far out of my comfort zone and reminded me that I could do anything and supported me on that journey. Watching her time and time again secure a seat and a voice at the table meant everything to me. Her inspiration and constant support paired with my internal drive to do what is right, because, hell, it’s the

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right thing to do, caused me to continue to serve in a leadership capacity.

B2B: What are the benefits to having women in leadership? How can we calculate the positive impacts of having women in leadership positions?

BK: The benefits of having women in leadership positions are the same as having men. Women are analytical, organized, reflective, collaborative, ethical, creative, compassionate, tenacious, action-oriented, and prone to action. Women have ambition and drive. Should I continue? … Our nation is built on the ideals of equal rights and equal opportunity. They were originally “endowed” to white men, but we currently understand that equality must apply to every human being regardless of gender, race, and sexual preference in order for the concept of equality to be meaningful. How do we calculate the positive impact of this inclusivity?

Numerous academic and industry studies show that companies are as profitable, or more so, when there is diversity of leadership. The beliefs of younger generations that they can fulfill their goals because they see people that look like them in leadership roles can be used to calculate impact, too.

Beverly Kracher

AG: Whether male or female, we all lead in unique ways according to our hardwiring, gifts, beliefs, and relational abilities. Each of us should have a leadership brand that is distinctive and authentic, not a duplicate of someone else’s.

Many women contribute remarkable strength, emotional intelligence, empathy, confidence, and wisdom in their leadership roles. When combined with vision, strategy, collaboration, resilience, and attention to results, these are very powerful combinations. Calculating or quantifying such impacts in leadership is impossible—it’s critical that women who are gifted to lead step up to do so!

Amie Gamboian

CS: Women look at things differently. Women view the world from varying angles and lenses based on our experiences. Women do not always follow the mold. I like to think that power and control aren’t primary drivers as women grow in leadership. Women have a unique ability to understand where others are coming from and look uniquely at the overall impact of decisions versus following a script. Having a diverse palette of leaders at the table, including women, adds a level of recognition that not everyone needs to have the same things in life.

B2B

Crystal Sauser

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OFFICIAL BALLOT BEST OF B2B 2024 Results

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CELEBRATING BUSINESSES THAT HELP OTHER BUSINESSES KEEP THE BIG O’S ECONOMY ROLLING.

Who in Omaha has the best business lunch? Which photographer puts business events in the right light? December offers you a chance to vote in Best of B2B, a contest voted on by business leaders for business leaders. Only this ballot, printed in this December 2023/January 2024 issue, will be accepted. We will not accept copies, faxes, or scans. A minimum of 10 categories must be filled out. Ballots must be postmarked by Dec. 31, 2023. Readers will find the results in B2B’s annual Best of B2B issue, delivered by April 1.

PLEASE MAIL YOUR ENTRIES TO: Best of B2B 5921 S. 118th Cir Suite 101 Omaha, NE 68137

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2023/2024

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B2B 2024 Best New B2B Business 2024 Suggested Business Category

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ISSUE 4

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JANUARY | 11

LIMELIGHT EXPRESSIONS KIMMYLEA KONSEL-TAYLOR

WOMEN IN BUSINESS PHOTOS BY KATIE ANDERSON & PROVIDED STORIES BY KARA SCHWEISS, JULIUS FREDRICK & PROVIDED

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’s success.

But who exactly makes a good leader?

In this continuing profile series, B2B spotlights a few Omaha corporate executives, sharing tales of their career climbs, 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.

B2B

Kimmylea Konsel-Taylor established LimeLight Expressions in 2007 for one reason….to help people! With over 20 years of experience in the event planning industry, she has created a business model that is more unique than most because she prioritizes building relationships with her clients and establishing trust through consistent communication. From multimillion-dollar international events to local events, LimeLight Expressions’ approach to serving the needs of their clients is to intentionally build a relationship that feels more like family.

LimeLight staff takes pride in guiding their clients through the entire process so they can be confident the event will exceed their own expectations.

LimeLight Expressions is family owned and operated with over 23 awards in the industry. “We love helping people! We truly enjoy the process of taking our client’s vision and creating an atmosphere that not only wow’s our client but impresses all those in attendance. To us it is about making the entire event an incredible experience that places our client in the LimeLight.”

LimeLight Expressions not only has staff with unique backgrounds but also has built strong relationships with vendors throughout the industry. Kimmylea empowers her people to be proactive, creative, and to take ownership of their part of the event. She has a forward-thinking management style and financially rewards her staff for excellence and for taking initiative. “Being family owned and operated, we take pride in our exceptional customer service. Our staff, as well as vendors, have become part of our family. We absolutely love what we do and the incredible people we work with.”

LIMELIGHT EXPRESSIONS INFO@LIMELIGHTEXPRESSIONS.COM LIMELIGHTEXPRESSIONS.COM 402.915.3534

12 | B2B MAGAZINE

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2023/2024

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MILAN LASER HAIR REMOVAL 17645 WRIGHT STREET OMAHA, NE 68130 402.812.5111 MILANLASEROMAHA.COM

MILAN LASER HAIR REMOVAL COLLEEN PAPEK, PRESIDENT Colleen Papek reflects on her six-year journey at Milan Laser Hair Removal and looks forward to the company’s future as the new president.

When you talk to Colleen Papek about Milan Laser Hair Removal, it’s hard not to see her face light up. She loves to talk about what she refers to as Milan Magic.

“What we have is so special, and it’s so much more than just another job; it’s a passion,” Papek beams.

“Our culture, motivation, and the dedication of our corporate employees and clinic teams are magic.

We’re making a huge difference for many clients, and none of us take that lightly.”

to be part of this. Every day I’m so grateful to be on a team with highly motivated individuals who live out our core values.”

The South Omaha native studied business marketing at the University of Nebraska at Omaha and then spent 25 years in sales and operations at multi-unit companies. At Milan Laser, Papek started as the Chief Operating Officer, where she implemented business strategies, established policies that promoted company culture, and set goals for performance and growth.

“I’m motivated by seeing results and making a positive impact not only for clients but also our employees,” says Papek. “Being part of Milan during its explosive growth, and seeing the impact on people’s lives has been truly exhilarating.”

Just six years ago, Papek worked as vice president and director of stores with Bonton Stores. But in 2018, she was captivated by the vision of Milan Laser Hair Removal’s co-founders, doctors Shikhar Saxena and Abe Schumacher.

Papek has been instrumental in leading Milan Laser’s explosive growth and nationwide expansion efforts, growing the team to more than 1,700 employees and 260+ clinics in 30 states. In 2022, Milan Laser celebrated their 10th anniversary and officially became the country’s largest laser hair removal provider.

“I remember asking myself, ‘Is this too good to be true?’” Papek recalls. “But it wasn’t. I knew I had

“Being part of all our milestones over the years and seeing our team grow and evolve has been

incredible,” Papek says. “We have a relentless focus on success, and we’ve become such a trusted name in the industry. As a result, we’ve emerged as the number one laser hair removal company in the country!”

In October 2022, Papek was appointed president.

Part of her duties includes working with all departments to foster alignment around Milan Laser’s strategy and vision to become the world’s number one laser hair removal company. Working with senior leadership, Papek will help define company direction while focusing on short- and long-term goals, prioritizing initiatives that support Milan’s growth and stability.

Another passion of Papek’s is developing the future leaders of the organization.

“We believe strongly in internal growth at Milan, and it’s one of my driving forces,” says Papek.

“Nurturing and developing individuals to take on leadership roles and drive the organization forward is something we are very proud of.”

Papek is incredibly excited about the future of Milan and honored to lead the organization into its second decade of success.

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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.

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“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

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2023/2024

12 POINTS TECHNOLOGIES TRISH CODY, CO-OWNER When the first computer networks emerged in the early 1970s, so did the need for cybersecurity. Most wouldn’t know it, but the very first computer virus was launched in 1971 and was called The Creeper Virus. Today, it’s not only company computers that may be vulnerable; servers, systems, networks, data and even mobile devices need protection from increasingly sophisticated cyberattacks, said 12 Points Technologies Co-owner Trish Cody, whose company is a security-first managed services provider (MSP) specializing in cybersecurity and digital forensics.

“Cybersecurity is the foundation of everything we do,” Cody said. “We are the first line of defense against cyberattacks for our clients. Everyone is under attack, whether they realize it or not; there is no such thing as ‘too small’ or ‘not having any data worth targeting.’ Those who think they don’t need it are the businesses that create the pass-through to breaches at larger businesses they work with. We have the expertise and tools to combat the risks. We also assist our clients with compliance and cyber insurance assessments.”

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Cody is an Air Force veteran, making the company both woman- and veteran-owned. Other principals include Co-founder Tony Cody and Director of Business Development Eric Burns. The company began in 2004 under a different name and rebranded to 12 Points Technologies in 2015 in response to marketplace needs, Cody said.

“When we started in 2004, our main focus was typical VAR (value-added reseller) services and break-fix. Very early on, we developed a services team and structure in response to our customers’ frustrations; this was before managed services was really an industry-standard service,” she explained.

“Since about 2013, our focus shifted to security and forensics and has become the main interest of our business.”

12 Points Technologies stands out as the first to bring many security technologies to the Omaha market, Cody said, and was also the first MSP to include certain cybersecurity options as part of its standard services.

“This is what we mean by ‘security-first,’” she said. “We are also a leader in the field of security orchestration. This is an automated response and update to emerging threats in real-time as they occur.”

For example, if a remote hacker with an IP address overseas starts to show infiltration-type behaviors,

that IP address would be automatically blocked until released. Or, if an employee at a company accidentally downloaded ransomware, their device would be automatically isolated until addressed and cleared.

“I should state here that in the entire 20 years that we have been in business, we have never had a device that is under our full suite of recommended security protection become infected with ransomware,” Cody said. “This is another reason we do not offer opt-out of protection layers. Our customers do not cherry-pick their levels of protection.”

The 12 Points Technologies team considers individual clients’ business, growth goals and operations in tailoring services to meet their unique needs, Cody added. But on behalf of all clients, the company is ceaselessly vigilant in a world of constantly shifting threats to cybersecurity.

“We do not assume any issue is insignificant, and we hold ourselves to a high standard of response time, the same as we would want from our service providers,” she said.

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“WE DO WHAT WE DO TO HELP THESE KIDS. KNOWING THE STRUGGLES THAT THEY GO THROUGH AND THE EXPENSES THAT ADD UP FOR THEM. IF WE CAN HELP THEM IN ANY WAY, THAT IS WHAT WE DO.” -DAWN GONZALES

Paul and Dawn Gonzales

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AFTER HOURS | STORY BY HOLLY MCATEE | PHOTO BY BILL SITZMANN

CARING FOR COMMUNITY

DAWN & PAUL GONZALES BRING POWER COUPLE DYNAMIC TO SHRINERS VOLUNTEER WORK

D

awn and Paul Gonzales met three decades ago as high school students involved in Masonic youth organizations. Dawn belonged to the International Order of the Rainbow for Girls; Paul was a member of DeMolay International. The couple attended the same Masonic dance, and dating quickly followed. One thing led to another, and eventually, Dawn and Paul married. They’ve now been celebrating wedding anniversaries for 30 years.

The couple has also been building busy professional lives. Paul is a civil engineering project manager at HGM Associates Inc.; Dawn serves as vice president of community relations at Centris Federal Credit Union. Although they are focused on their own careers, giving back to the community as a duo has always been important in their marriage.

Enter Shriners International. In 2004, Paul joined Tangier Shriners in Omaha. Since then, the couple has participated in numerous fundraising events through the local temple, for which Paul is today potentate, or the highest leadership position. The fraternity itself is famously based on brotherly love, relief, and truth, and in 1922, it established the Shriners Hospitals for Children (popularly known as Shriners Children’s), one of the world’s largest pediatric sub-speciality healthcare systems.

Although the couple volunteers separately, the Shriners has become their joint passion. “It’s a social network we share. There is a lot more involved. We are doing stuff for others but there is also the great social side of it,” Dawn said. “The Shriners is about fellowship, fun, and family. At some fundraisers, we sit at the spaghetti feed table. At an event, I might sell cannoli, clear plates, and clean up after the event. There is a job for everyone.”

“Shriners is all about having fun,” Paul added. “We enjoy each other’s company. By making everything co-ed and family friendly, there is more participation.”

to help these kids. We know the struggles that they go through and the expenses that add up for them.

If we can help them in any way, that is what we do.”

When it comes to raising money for Shriners Children’s, the annual Nebraska Shrine Bowl is the organization’s largest event. Established in 1958 by Nebraska Shrine temples Tangier Omaha, Sesostris just outside Lincoln, and Tehama Hastings, the all-star football game features the state’s graduating high school seniors. In addition to the game, the “Beyond the Field Experience” invites local patients to meet the players and coaches. Last year’s Shrine Bowl raised $110,000.

Brody Linnell, a 14-year-old freshman at Millard South High School, is one of those kids. Megan and Tom Linnell’s son was born with fibular hemimelia, a congenital absence of the fibula leg bone. Brody’s left leg grows slower than his right, and he has only three toes on his left foot. The teen has endured multiple surgeries to correct this condition, and last year, the Linnell family discovered that Brody had scoliosis and needed a brace.

Over 300 children in the Omaha area need care from the Shriners hospital system. Some patients require only short-term care, while others require longterm treatment. Shriners covers 100% of this care.

“Some of these kids max out their care, but with Shriners, it doesn’t matter,” Dawn said. “The care of these children is the most important thing. We take care of them.”

That care extends far beyond what takes place in the hospital system. For example, a portion of Shrine Bowl proceeds goes toward local transportation funds, because Shriners takes care of expenses related to travel for care, including housing and food.

“If you have a child in a wheelchair with multiple concerns, to not have to be the person driving that child and getting the hotels and the meals is such a relief for the parents,” Dawn explained. “Our retirees love to be roadrunners. Whether it is for surgery or a prosthetic fitting. It extends beyond the dollars that we are raising. We do what we do

The Tangier Shriners assist Brody and his family with transportation back and forth to Saint Louis, where he receives treatment. They also cover the cost of gas, food, and lodging—expenses that can easily skyrocket for working families.

Megan appreciates all that the Gonzales couple does for her family through their volunteerism with the Shriners. “Dawn and Paul are amazing,” she enthused. “We met them through Tangiers [where] Brody speaks at events like Christmas parties. The last few years, we have gotten to know Dawn and Paul more. They are so kind, and they make Brody feel so comfortable when he is speaking. They are invested in him. You can genuinely tell that their heart is in it, and they care about these kids. We love them. They are amazing!”

For more information about the Tangier Shriners and their events, visit tangiershrine.com.

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BIZ + GIVING | STORY BY KARA WESELY | PHOTO BY BILL SITZMANN

FROM IOWA TO THE UNITED NATIONS

UNION PACIFIC’S KATE BETSWORTH BRINGS LEADERSHIP SKILLS TO GIRL SCOUTS SPIRIT OF NEBRASKA

W Nations, and Remsen, Iowa, together? hat brings Nebraska, The United

Strong leadership and the Girl Scouts Spirit of Nebraska.

Kate Betsworth, president of the Girl Scouts Spirit of Nebraska board of directors and assistant vice president of workforce resource initiatives at Union Pacific Railroad, plays a significant role in that leadership. She represents Hawkeyes in the above equation, because Remsen, Iowa, with a population of just over 1,500, is where she learned much about giving back and serving her community.

“Growing up in a small town and a close-knit community, there was always a cause we got behind and involved with. We were raised to serve and give of our time,” Betsworth explained.

Time is just one of the gifts Betsworth has shared during her nine years with the Girl Scouts Spirit of Nebraska. Over the course of her tenure, she has spearheaded many efforts, including the creation of a new committee made up of the Scouts themselves.

“This wasn’t just about creating a new committee. It was about giving the young women in our council a voice,” Betsworth said. “Their participation on the committee allows them to share what is important to them and share it directly with the board of directors.”

That feedback has led to many initiatives, such as the annual artVenture Fundraiser. The popular statewide event provides opportunities for Girl Scouts across Nebraska to partner with local artists to create pieces of art. Those artworks are then auctioned to the public, with all proceeds benefitting Girl Scouts Spirit of Nebraska.

Under Betsworth’s creative leadership, the board and staff of Girl Scouts Spirit of Nebraska have also created a way for adult women to relive their summer camp glory days. Through the event “glamp!,” women of all backgrounds and interests are invited to unplug and reconnect to the outdoors and to the Girl Scouts.

During the adult campout, participants can choose to do activities like hike, eat s’mores, and zipline through the trees. Event proceeds help keep summer camp affordable for all Girl Scouts.

“The ‘glamp!’ event is a ton of fun,” Betsworth said.

Sarah Waldman, CEO of Girl Scouts Spirit of Nebraska, recognizes the difference Betsworth makes as a leader.

“We are so fortunate to have Kate spearheading ‘glamp!.’ She has infinite amounts of energy and is truly committed to not just the glamp! and artVenture events, but to supporting the entire organization,” Waldman said.

Emma Bitterman is a Scout whose camp experience was just the beginning of a Girl Scout journey that took her all the way to The United Nations.

“I’ll never forget the day when I opened up my acceptance letter finding out I was one of 16 girls across the United States to be part of the Commission on the Status of Women and United Nations Women Gender Equality conference,” Bitterman shared.

Bitterman’s experience as a delegate was thanks to a special partnership.

“I COULDN’T HAVE DONE ANY OF IT WITHOUT THE HELP OF GIRL SCOUTS SPIRIT OF NEBRASKA AND GIRL SCOUTS USA. THIS ORGANIZATION HAS TRULY HELPED SHAPE MY LIFE IN SO MANY WAYS. I DON’T THINK I CAN EVER THANK ENOUGH OF THE AMAZING WOMEN MENTORS WHO HAVE IMPACTED ME IN A VARIETY OF POSITIVE WAYS THROUGHOUT THE YEARS.” -EMMA BITTERMAN

“I AM VERY INSPIRED BY THE GROWTH WE SEE IN OUR GIRL LEADERS. THE WORK OF GIRL SCOUTS ENCOURAGES THEM TO USE THEIR VOICE, GAIN CONFIDENCE, AND DREAM OF WHAT THEY CAN DO. AND WE DO THAT AT EVERY AGE AND EVERY STAGE THROUGHOUT THEIR LIFE.” -KATE BETSWORTH

“I couldn’t have done any of it without the help of Girl Scouts Spirit of Nebraska and Girl Scouts USA,” Bitterman said. “This organization has truly helped shape my life in so many ways. I don’t think I can ever thank enough of the amazing women mentors who have impacted me in a variety of positive ways throughout the years.”

Betsworth feels the same about Bitterman. Hearing her share that experience was just another reminder of why she remains passionate about her work with Girl Scouts Spirit of Nebraska.

“I am very inspired by the growth we see in our girl leaders,” she said. “The work of Girl Scouts encourages them to use their voice, gain confidence, and dream of

what they can do. And we do that at every age and every stage throughout their life.”

For more information about Girl Scouts Spirit of Nebraska and events like artVenture and glamp!, visit girlscoutsnebraska.org.

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JANUARY | 21

FEATURE | STORY BY CHRIS WOLFGANG | PHOTO BY BILL SITZMANN

SHONNA DORSEY

COLLABORATING TO KEEP TECH IN NEBRASKA

“Y where you’re the only person who can ou never want to create something

do the thing,” Shonna Dorsey said.

“That was a huge lesson for me. I used to think it was because I was so amazing. But what it actually says is that I didn’t do a good job of building something that was sustainable without me. That’s just a no-go for me anymore.”

After nearly 10 years of developing communities in Nebraska’s tech industry, Dorsey is turning her attention to a bigger goal: attracting and retaining technical talent across Nebraska as the executive director of the Nebraska Tech Collaborative and interim director of InternNE. Born and raised in North Omaha, Dorsey was living in Florida and working remotely for Mutual of Omaha, when CIO Michael Lechtenberger reached out with an unusual request. Would she consider moving back to Omaha to work with the Aksarben Foundation’s tech talent initiatives in the state?

“I’VE COME ACROSS VERY FEW PEOPLE IN NEBRASKA’S TECH COMMUNITY WHO DIDN’T KNOW SHONNA. SHE UNDERSTANDS THE COMMUNITY AND INDUSTRY HERE. SHE UNDERSTANDS HOW TO CONNECT TALENT WITH THE INDUSTRY.” -MICHAEL LECHTENBERGER Dorsey had known Lechtenberger since she sold her first startup, Interface, a web development school, to the AIM Institute, where he sat on the board.

“I’ve come across very few people in Nebraska’s tech community,” Lechtenberger said, “who didn’t

know Shonna. She understands the community and industry here. She understands how to connect talent with the industry.”

When he asked her to consider filling the executive director role at NTC, Dorsey said her first response was, “Well, I can help you find someone, but I’m pretty satisfied with my beach life.”

But the more she learned about the role, she realized it was an uncommon opportunity to do something at a scale that could impact an entire state.

“She said it was one of probably two jobs she’d consider coming back to Nebraska for,” Lechtenberger laughed.

“When I ran Interface from 2014 to 2017, I really didn’t know anyone outside of my work network,” Dorsey recounted. “But running the school required me to be very community-focused, very relationship-focused, and figure out who I could partner with to get things done.”

That collaborative approach is key, she said, to scaling NTC’s goal to grow and keep technical talent in Nebraska.

“NTC and InternNE are about talent retention and Nebraska prosperity,” said Sandra Reding, president of the Aksarben Foundation. “Companies won’t locate here or stay here if they can’t find the workforce.”

“We’re already about 5,000 people short in the tech industry here,” agreed Mike Cassling, founding chair of NTC. “We’re already having companies open out of state, and we’re going to quietly lose companies if we don’t address it.”

Dorsey emphasizes that both NTC and InternNE (a $20-million, 2-year grant for offering companies support and reimbursement for high-value internships) are statewide efforts. “Our goal is not, ‘hey, let’s get people to move to Omaha.’ We really want smaller communities to thrive as well.

So, let’s identify who the key players are in each of the regions [and] the individuals who can help us build connections with local companies faster.”

“These problems are too big to be siloed,” Cassling said. “And she’s the best connector and communicator I’ve ever seen.”

With the launch of InternNE in late fall, Dorsey will work to shore up partnerships in western counties, traveling around the state personally before the weather shifts for the winter. “After that initial meeting or two, we can switch to Zoom, but that first one cannot be online,” she insisted. “That’s not the way to build a relationship right at all.”

Still, no matter how solid a person’s relationshipbuilding skills are, a body needs some down time.

“I’m a slight introvert, which is surprising to people sometimes,” Dorsey shared.

“She is not an introvert!” Cassling exclaimed. “That is a lie. If she is, I have never seen anyone hide it so well.”

Dorsey does have a few tricks for recharging.

Coming out from the pandemic, she tried to figure out how to be around people and not have to, well, talk. In December 2021, she signed up for a 5K run in Florida. “And then, I was like, I should just keep doing it. I find a race, sign up, show up, do the thing, high-five a couple people at the end, get in my car and go home.”

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FROM PAGE 21 In 2022, Dorsey completed 22 races, and she’s on pace to complete 23 by the end of this year. 2024, she believes, will see her cap out at 24 races in a year.

“That’s about two a month. At least, that’s the plan.”

Karaoke is another favorite way to wind down, specifically at Moe & Curly’s on 108th and Maple.

“The DJs are always so great. You can sing multiple times a night,” Dorsey said.

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Her go-to song is “Rooster” by Alice in Chains. A recent addition to the pastime is what she calls “ball gown karaoke.” “I went to a fundraiser a few weeks ago, and I was planning to meet up with some girlfriends to go karaoke. I had on this ball gown, and I was like, just take me there. Now it’s a thing.

You know, there are no rules. A lot of this”—she gestures at life in general—”it’s all made up.”

It’s a philosophy she sprinkles around liberally. “I like to experiment in general, and I’m doing a lot of that with NTC. Sometimes things work, sometimes they won’t, but there’s no fear. That’s just part of how I’m wired at this point,” Dorsey said. “I just have to try stuff and see how it goes.

We may pilot and scale something or shut it down or whatever makes sense.”

“One of her superpowers,” Reding said, “is that she’s able to break things down into bite-sized pieces.

And you can be confident that she’ll do what she says she’ll do.”

To stay focused, Dorsey starts things she’s familiar with and tie into the same goal—like podcasts focusing on tech entrepreneurship in Nebraska or meetups for women of color in tech.

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“If it’s not related to what we’re trying to get done at the NTC, I can’t add it in. I really remember what it feels like to be burned out,” Dorsey said. She shakes her head. “That is…it’s not good. Especially when you’re running something where you have a lot of people depending on you. So let’s think bigger here.

Collaborative instead of being competitive. It’s not a pie to cut up and hand out in pieces.”

Visit nebtechcollab.com and internne.com for more information.

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“I LIKE TO EXPERIMENT IN GENERAL, AND I’M DOING A LOT OF THAT WITH NTC. SOMETIMES THINGS WORK, SOMETIMES THEY WON’T, BUT THERE’S NO FEAR. THAT’S JUST PART OF HOW I’M WIRED AT THIS POINT.” -SHONNA DORSEY

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FEATURE | STORY BY JEFF LACEY | PHOTO BY BILL SITZMANN

CHALLENGE ACCEPTED

WOMEN-LED ORGANIZATIONS TAKE ON OMAHA’S AFFORDABLE HOUSING CRISIS

A

s of August 2023, Redfin, the popular online home search tool, reports that the number of homes sold in Nebraska fell 11.4% during the last year, the number of homes for sale fell 12.1%, and the average cost of a home in Omaha sits at $275,000, up 5.8% from last year.

If you’re a renter, the trends are similar. Realtor. com estimates that the average rent increase in 2023 will be about 3% nationally, about half of what it grew in 2022.

While it is apparent that housing costs are pinching wallets across the economic spectrum, for the 44% of Nebraska households that can be described as “housing insecure,” which means that more than 30% of household income is spent on housing, these trends are a very real push towards a cliff’s edge that overlooks reduced economic mobility, negative health impacts, and even displacement.

Omaha, however, has an archipelago of institutions working to provide creative solutions for the mounting affordable housing crisis, many of which are led by women.

Joanie Poore and the Omaha Housing Authority The Omaha Housing Authority is one of these institutions and a lynchpin at that. The OHA is on a mission to alleviate the housing crisis by offering not just public housing, but vouchers and a range of choices that empower individuals as well. OHA’s commitment to addressing this issue is evident in its portfolio. The organization owns and operates 1,600 housing units and provides 5,000 vouchers to those in need. These vouchers are a lifeline for many, bridging the gap between aspiration and reality and enabling recipients to secure housing that meets their needs.

Joanie Poore, the CEO of the OHA, highlights ongoing efforts to expand options for citizens in need. One noteworthy expansion involves the foray into mixed-income housing options. By creating such communities, OHA is fostering an inclusive environment where individuals from various socioeconomic backgrounds can live sideby-side. These mixed-income communities, along with other projects and partnerships, including ones with Brinshore Development and Seventy Five North, exemplify OHA’s commitment to innovative solutions.

zip code should not determine what the rest of your life looks like,” explained the organnization’s co-director, Rachel Bahl.

Many who work for inCommon don’t just punch a clock and go to work; Bahl, for example, walks the walk. She lives in Park Avenue, a neighborhood inCOMMON supports. “These aren’t clients, they are my actual neighbors…When we begin work, we want to ask, ‘Does taking on this project help my neighbor? Is this going to benefit the people I know?’”

The work to help people find housing is personal for Poore. As a child, she experienced economic difficulty when her father, who worked at a packing house, suffered a back injury and was unable to work. Around the same time, her mother underwent a battle with non-Hodgkins lymphoma.

The nonprofit provides an array of programs, ranging from GED and citizenship classes, to homebuyer education programs, and even neighborhood leadership development. “We really believe that neighborhood transformation should come from neighborhoods themselves,” Bahl explained.

“We had to visit a food pantry and maybe only had one pair of shoes, but we had a home,” Poore said. “Without grandparents, my family could have very easily been without a place to live. While I didn’t have the experience of being evicted, I understand the importance of working to help people receive this basic human right. Whether it’s public housing or market-rate housing, people need a place to call home.”

inCOMMON also works specifically to combat the affordable housing crisis. “Around 2015, we started to realize that rents were increasing in the neighborhoods we worked in, and many couldn’t afford home ownership,” Bahl said. “inCommon went forward and purchased an apartment complex in Park Avenue, and the next year, purchased another.

The goal is to address affordable housing needs for as many as we can for those who qualify financially.”

InCommon and Rachel Bahl

In the end, the goal is dignity. “We believe that people should be able to live with dignity,” Bahl explained. “There should be no differentiators between quality of life for those in market-rate housing and those who rent.”

Another entity dedicated to ameliorating the affordable housing crisis in Omaha is inCOMMON. The organization’s mission is to “alleviate poverty at a root level by uniting and strengthening neighborhoods,” which it does through a myriad of programs that impact all levels of a community. “We believe that your

CONT. PAGE 26

“WE HAD TO VISIT A FOOD PANTRY AND MAYBE ONLY HAD ONE PAIR OF SHOES, BUT WE HAD A HOME. WITHOUT GRANDPARENTS, MY FAMILY COULD HAVE VERY EASILY BEEN WITHOUT A PLACE TO LIVE. WHILE I DIDN’T HAVE THE EXPERIENCE OF BEING EVICTED, I UNDERSTAND THE IMPORTANCE OF WORKING TO HELP PEOPLE RECEIVE THIS BASIC HUMAN RIGHT.” -JOANIE POORE

26 | B2B MAGAZINE

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ISSUE 4

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While land banks have been around since the 1920s, they were re-embraced as a tool for community reformation after the waves of foreclosures that followed the 2007 financial crisis. When done right, land banks can become powerful forces for revitalizing areas of cities that need non-traditional development tools. The Omaha Municipal Land Bank, headed by executive director Leslie Smith, is one such force.

Smith is a Nebraskan by choice. Although she is, in her own words, “Mississippi born and Memphis groomed,” she is now devoted to Omaha. She first worked in Memphis local government, where she did community advocacy work. Then she helped to get the land bank in Memphis operational. After that, she gained national experience working for Truist Bank, where, among other things, she was responsible for analysis on expanding lending opportunities. Her passion and experience for creating economically healthy communities has brought her to Omaha, where she is committed to kindling economic opportunity in regards to housing.

The OMLB is a nonprofit entity that takes abandoned or vacant properties and works to revitalize them. This not only helps to restore a city’s tax base in a way that is transparent and equitable, it also helps to battle inequitable housing.

The current goal of the OMLB is to “re-energize” 20 lots in Omaha. In Smith’s words, “We remove the impediments for development. We take a look at utility issues, zoning issues, issues with the foundation, and then work to fix those things, and prepare the lot for sale for equitable housing.”

Smith and the Land Bank also see wisdom in empowering community members to act on the opportunities the OMLB is creating. Another of the organization’s initiatives includes a series of buyers workshops, which are intended to educate potential buyers about the nuances of their own development projects. The next workshop will be at AfroCon Omaha in early 2024.

“My personal passion for helping communities is what motivates me,” Smith said. “I love it. I feel like I am really starting to plug into the community.”

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Front Porch Investments and the Importance of Collaboration Another organization dedicated to improving the lives of Omahans is Front Porch Investments, which has two essential missions: first, it acts like

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a funnel, dispersing money from federal, state, and private philanthropy to communities via loans and grants. Second, it works as a nonprofit developer, providing a fund that helps people renovate and repair their homes. In 2022, they provided over $7.3 million for a wide array of affordable housing related projects.

Naomi Hattaway, the communications lead for Front Porch, is no newcomer to the challenges of the battle for affordable housing relief, having worked in the equitable housing industry for decades. So, what drew her to Front Porch? “What really motivated me was a study that came out in early 2021 regarding affordable housing,” she said.

“I really saw this as an important issue. I thought to myself, who’s going to do this work?”

She uses the word ‘braiding’ to describe what Front Porch is especially designed to do. “A lot of times, an organization can get federal funds, but can’t get private or other sources of capital,” Hattaway explained. “That’s where we can help. We can braid funds for the sake of empowerment.”

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Hattaway acknowledged all the great programs and organizations dedicated to addressing the affordable housing crisis and community development in Omaha. “There are so many nonprofits doing so much good work,” she said, “but an important factor is that all this work has to be undergirded by policy. It’s really hard for one organization at a time to advocate for policy.”

The communications lead cited the Housing Affordability and Justice Lobby Day, an event held in mid March 2023 to raise awareness about the need for affordable housing, tenant protections, and homeownership equity across Nebraska, as a great example of how organizations dedicated to community economic revitalization can unite and leverage their presence regarding policy. Ten organizations showed up, joined arms, and lobbied together. It was great. It was a proud moment,” Hattaway explained.

For more information about the above organizations, visit ohauthority.org; incommoncd.org; omahalandbank.org and frontporchinvestments.org.

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F O O D F E AT U R E S . C H E F P R O F I L E S . R E S TA U R A N T R E V I E W S

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“We keep reinventing. We want to stay current and relevant and continue our evolution so that we’re reaching audiences and artists and continuing to make sure that we’re bringing the best.”

-JOAN SQUIRES

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FEATURE | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

BEYOND THE STAGE

JOAN SQUIRES TAKES OMAHA PERFORMING ARTS FROM CONCEPT TO CAMPUS

O Joan Squires has much to be proud of

maha Performing Arts (O-pa) president

as she celebrates her 20th anniversary with the organization. Today, the entertainment consortium encompasses the classic Orpheum Theater, constructed in 1927 and serving the community ever since; the Holland Performing Arts Center, which debuted in 2005; Steelhouse Omaha, a music venue that opened earlier this year; and the forthcoming Tenaska Center for Arts Engagement, opening in 2026. O-pa also offers education and community engagement activities for a diverse audience.

When Squires was recruited to lead Omaha Performing Arts in 2002, the organization was newly formed and construction had not yet commenced on what would become the Holland Center. She said that two decades ago, she didn’t foresee the emergence of a performing arts campus.

“Then, I would never have imagined today,” she said, adding that, nevertheless, “We keep reinventing.

We want to stay current and relevant and continue our evolution so that we’re reaching audiences and artists and continuing to make sure that we’re bringing the best.”

Much of that “best” comes thanks to Squires’ tireless arts advocacy.

“Joan has incredible vision and energy, coupled with passion for the arts that, combined, make it hard for people not to want to be involved, and want to say yes to what she sees as the potential for what is possible,” said Metro Omaha Medical

Society Executive Director Carol Wang, who’s been involved with O-pa community resource groups over the years. “She is also a collaborator and is always forging partnerships with business leaders and community leaders to offer the best in programming and to make arts accessible to everyone.”

Gennean Scott, O-pa’s former vice president of human capital and inclusion and current chief diversity and inclusion officer for The Broadway League Inc. in New York, had similar praise for Squires’ leadership.

“I spent seven years at O-pa, and I swear it felt like I took a leadership class every day. I learned so much just by watching how confidently she dealt with the complexities of nonprofit management, all while keeping donors happy and the community engaged. She’s got this incredible talent for building teams and pushing boundaries, and her fundraising skills are out of this world,” Scott said. “She is a fearless visionary.”

The one-time colleague describes the O-pa culture that Squires has fostered as centered around innovation, collaboration, and excellence. This, she explained, has been a key factor in keeping the organization continually improving, evolving, and moving forward. “Joan ensures that Omaha Performing Arts remains a staple locally and nationally,” Scott said. “She thinks beyond traditional norms, creates new paths, and keeps the organization relevant and forward-thinking.”

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FROM PAGE 29 Ananias “Markey” Montague, minister of music and fine arts for Salem Baptist Church, agreed. “I believe that Joan’s passion—not only for arts, but passion for people—is one of her strong qualities. Joan and O-pa are always looking for a way or ways to strengthen and empower the people within our community.”

Montague sees Squires’ determination as a major benefit for the city. “I expect Joan to lead this community of fine arts with the same drive that she has over the last almost two decades. There is constant growth of the arts and not just with new buildings. But O-pa is expanding in various communities and touching various ethnic backgrounds. I see nothing but growth. She is making Omaha and the surrounding areas better.”

That success has raised Omaha’s profile across the country.

“I’m proud of the national profile that we now have for performing arts…I used to go to New York and people would look over my shoulder about who else they could talk to—‘Omaha where?’—and they would wander off,” Squires said. “Now, I’m on the board and executive committee of the Broadway League.

We were leaders through COVID. We’re leaders in many of our programs. We are seen as a resource.”

Indeed, not only has O-pa’s team earned respect for its work on a national level, but Omaha has also emerged as a city that continues to move forward to reinvent and impact the community in a significant manner. “Omaha is really recognized for the performing arts,” Squires said, “and I think we’ve just taken it to another level.”

The president emphasized that she is not solely responsible for Omaha Performing Arts flourishing.

She is quick to credit the organization’s success to O-pa staff, its volunteer corps, the artists on the three venues’ stages, the board of directors, generous philanthropists, and the community as a whole.

“We are envied around the country for the depth of corporate, foundation, and individual philanthropic support that we receive, as well as robust ticket sales.”

-JOAN SQUIRES

“We are envied around the country for the depth of corporate, foundation, and individual philanthropic support that we receive, as well as robust ticket sales,” she said. “People have really shown up and demonstrated that they care about the shows that we bring in, and it enables us to continue to grow.”

That growth extends to Omaha. Squires said she wishes more people realized O-pa’s economic impact, estimated at $61 million annually and expected to increase further now that Steelhouse is operating and even more when the Tenaska Center opens its doors.

“It’s not just the performances, but it’s hotel nights, visitors and restaurants, and parking and employment—all those activities that our organization generates,” she explained.

O-pa has played a part in enhancing the metro’s overall quality of life, too, she added—far beyond what she envisioned 20 years ago.

“I think we have been a large contributor to giving people reasons to move here and stay here, and work here. That aspect is really important to be able to attract businesses and to help us attract and retain a workforce,” Squires explained. “I know we’ve touched people’s lives in our education activities, our engagement opportunities in the community, or just the quality of the Broadway shows, for instance. All of those really helped make people’s lives better.”

So, what’s next for O-pa?

Steelhouse is now open with an ever increasing roster of concerts, so continued growth in that building is a short-term goal as O-pa continues to announce more shows to come. The completion of the Tenaska Center for Arts Engagement will involve developing programs and activities with a longer-term goal of broadening the organization’s education and engagement activities. “We have a lot of plans right now and are starting to implement some of those so that when the building opens in early 2026, we’ve got all those activities up and running,” Squires said. “We’re out of space now; we have a lot more plans, and the new center will enable that.”

Wang is impressed with the plans Squires has in mind. “I think the arts education center that she has had her heart set on will make a substantial impact in our community for generations in bringing the arts to audiences of all ages,” she said. “I can’t even imagine where her focus will take her to next, but I know if she’s at the helm, it will be successful and it will be transformational.”

It’s that transformation that drives Squires, even if the public is sometimes unaware that she’s the woman behind the curtain.

“There’s nothing I like better than standing in the back and watching a performance and people’s response, or having someone stop me in the street and tell me about some special moment, or how much it meant to them to bring their children to a show or for us to go out into the community and provide an experience that they wouldn’t have had otherwise,” Squires shared. “It’s very gratifying to be able to get that feedback.”

O-pa’s president pauses and reflects on her 20 years at the helm.

“I love what I do, and it’s a joy to come to work every day,” she said. “This is not a 9-to-5 job by any means. There’s a lot of work behind the scenes.

But you know, that doesn’t matter when, at the end, you’re really standing back and realizing everything came together and it worked…People really deserve to have a good experience from the time they buy the ticket to when they enter, get a beverage and sit in their seat. And that will go seamlessly. No one’s thinking about the behind-the-scenes work that it took—not just for months, but sometimes years—to bring them shows. But that’s okay. They had a great night.”

For more information about Omaha Performing Arts’ performances, educational programs, and community outreach, visit o-pa.org.

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“THIS IS WHERE MY HEART IS, AND I WANT TO GIVE MY COMPLETE DEDICATION TO SEE WHERE IT CAN GO. I ALWAYS HAD THIS SOFT SPOT IN MY HEART FOR ANIMALS, AND I KNEW I WANTED TO WORK WITH THEM IN SOME CAPACITY.” -BRE PHELAN

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FEATURE | STORY BY LISA LUKECART | PHOTO BY BILL SITZMANN

DOLLARS AND DOGS, CATS AND CENTS

WOMEN ENTREPRENEURS TAKING THE LEAD IN OMAHA’S PET INDUSTRY

T

ell Your Dog I Said Hi.

Owners can purchase that cheeky slogan on t-shirts, hats, and license plate frames from WeRateDogs, the whimsical multi-platform social media account that rates photos users submit to show off their dogs. Rankings inevitably exceed the maximum with scores like “13 out 10.”

People love their pets and want reminders of their furry friends to keep them smiling.

A happy dog equals an even happier owner. Right?

Right, indeed. Pets make people happy, and pet owners are more than eager to shell out for that happiness. The pet industry writ large continues to tug on the purse strings of pet owners, who spent $136.8 billion for their “fur babies” last year alone, according to the American Pet Products Association (APPA). That amount demonstrates that despite rising costs and people budgeting for inflation, four-legged family members remain an integral part of big business. Pet spas, gourmet foods, and veterinary care take a big bite out of the wallets of U.S. pet owners.

Women entrepreneurs have jumped the fence at the opportunity to fetch the ball of financial opportunity. According to the 2016 State of

Women-Owned Business Report, over 60% of women entrepreneurs focus on one of four areas: administration, professional technical services, health care, and the pet industry. Several Omaha women business owners in the pet sector highlight this trend through a blend of specialized goods and services that they offer.

Dr. Kristin Engel, the founder of the Good Samaritan Pet Doctor on 72nd Street, says that when it comes to the industry, “the future is female.”

The veterinarian believes the pet medical profession shed its male-dominated reputation to transform into a feminine-centric force focused on creativity.

In the past, the transition meant women performed their jobs using masculine methods.

“The old ways are not serving us, not our patients, not our teams, and not our work-life balance,” Engel said.

The veterinarian decided to switch the narrative and think about a unique perspective to save lives and money. She saw how the burnout and suicide rates skyrocketed for veterinarians and noticed a trend in a lack of affordability in care.

“It’s messy right now,” Engel said. “Vets work in the evenings and overnight with less pay because they care so much...and it is killing them.”

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FROM PAGE 33

it’s about all of us.

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The American Veterinary Medical Association reported that most pet parents paid an average of $326 for health expenses in 2020. Interestingly, Engel decided to limit the scope of care to surgeries and dental work, lowering prices for pet patients.

Due to lower overhead, Good Samaritan pays less for supplies and resources while maintaining a higher volume of surgeries like removing cancerous tumors or foreign body objects. After eight years in business, the fast-paced work environment equals doing-more-by-doing-less. Her staff of 10 women and one man punches the clock at closing time after “busting their butts and doing really good work.”

More importantly, five dollars from each procedure pays it forward to the Good Sam Fund for other owners in need while some add-on services lead to donations of 100% of the proceeds.

Likewise, Bre Phelan found a “purrfect” solution to cater to the cat community. After visiting other cities, Phelan noticed a gap in care for Omaha area felines who needed homes or help. Phelan, 37, left her full-time job as a Yahoo senior strategic project manager to concentrate on her non-profit, Felius Cat Café & Rescue, which opened its doors in 2018.

“This is where my heart is, and I want to give my complete dedication to see where it can go,” Phelan said. “I always had this soft spot in my heart for animals, and I knew I wanted to work with them in some capacity.”

The café seems more like therapy than work with tabbies and tuxedo-mixed cats curled into puddles on the floor waiting for cuddles or climbing televisions to watch the action. Customers can drop by the coffee bar for a tea or latte after a hard day and interact with felines. Someone looking to adopt could spend 30 minutes in the playroom for a small fee of $7.50 or contribute a larger donation to help with food, litter, and medical expenses.

Or people might want a “snuggle session,” which Phelan believes is a cheaper form of therapy.

The non-profit stepped up to control the feral population by teaming up with Lone Tree Animal Care Center to spay and neuter homeless cats.

Phelan takes steps to socialize these finicky fur balls, and the 1,050 adoptions thus far demonstrate success. Currently, 10 cats roam the building while 60 foster felines remain hopeful that someone might make them a member of their family with the non-profit providing educational opportunities for new owners. Felius, a play on the scientific name for domestic cats, plans to expand and move from its downtown location to Dundee, where the new

OMAHAMAGAZINE.COM

“IT’S AN AUTHENTIC WAY TO PROVIDE FOR MY FAMILY AND SEE THE VALUE I COULD BRING TO DOGS AND HUMANS. I APPRECIATE THAT A LOT.” -MEGHAN WILKE headquarters will boast larger accommodations for kennels, personalized adoption rooms, and a community pantry.

Adopting pets, however, comes with extra expenditures above and beyond food and veterinarian care. Need a fresh summer cut for a curly Goldendoodle? Perhaps that Leonberger puppy needs to work off some extra energy? Or maybe a labrador retriever would look handsome in a designer seasonal pup cup collar? In 2022, APPA reported other such pet amenities tallied $11.4 billion, excluding the $58.1 billion for food and treats or the $31.5 billion for supplies.

Meghan Wilke, the new owner of Bark Avenue, believes the additional cost of their boarding, grooming, and daycare services benefits canines.

Wilke, 37, worked with Bark Avenue 16 years ago until landing a job at Mutual of Omaha as a national sales manager. Last year, Wilke took over the barking business from her mother-in-law, Suzanne, to concentrate on making dogs happy. She believes Suzanne led the way for women, herself a “pioneer” on a local and national level.

“It’s an authentic way to provide for my family and see the value I could bring to dogs and humans. I appreciate that a lot,” said Wilke, whose daughters, Reese (11) and Macy (9), have already hopped into the fray, helping with poop scooping and spraying down kennels for dog hugs and licks. Another soon-to-be dog-loving girl is on the way, ensuring the doggie enterprise stays in the family.

The multi-tiered 23-year-old company relies on customer loyalty and high-quality assistance.

“We have kick-ass clients,” Wilke said. “We don’t do it from a corporate standard, but more from the idea that clients are family.”

Even better, dogs don’t care if an employee comes to work without mascara or forgets to style their hair.

Most just love that someone stopped to say, “Hi.” For more information, visit goodsampetdoc.com; felius.org; and barkavenueomaha.com.

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HOW I GOT HERE | STORY BY KIM CARPENTER | PHOTO BY BILL SITZMANN

IT STARTED WITH MATH

ALEXANDRA BRUENING, CFO, THE STRAWHECKER GROUP

D

on’t tell Alexandra Bruening she isn’t good at something. Certainly avoid mentioning she might not be well-suited toward a specific academic discipline. And whatever you do, don’t even imply that girls can’t do math.

Indicating that Bruening isn’t capable of doing something is a surefire way to make sure not only that she masters it, but that she also outperforms her peers and excels.

That “can’t do” counseling is what paved the way for Bruening to emerge as a metro business leader. Since 2017, she has served as CFO for the The Strawhecker Group (TSG), an Omahabased company that supports the global payments industry through a unique combination of industry expertise and deep analytics.

The accomplishment is significant. According to the annual Crist|Kolder Volatility Report from 2023, only 18.8% of CFOs in the US are women, up from just 6.3% in 2004 when Crist Kolder first started tracking this data. This percentage translates to only 1 in 5 American CFOs being women.

Bruening is not only part of an elite group; she’s also an outlier. At just 38, she is well below the average age of 51.8 for women CFOs. At first glance, her professional track to rising to this position reads like a typical career trajectory.

Bruening, a graduate of University of Nebraska at Omaha and certified public accountant, served as a manager of financial planning and analysis at Javlin Capital, a private equity firm with over $200 million in assets, from 2015 to 2017. Prior to that, she worked as an audit manager at BKD

LLP, a regional accounting firm, for close to six years. She joined TSG in 2017 as senior director of finance and rose to CFO in 2020.

To understand how Bruening got to the C-suite, however, one has to go back much farther.

“It probably started in middle school,” Bruening shared. “In the fifth grade, I had to take a test for sixth-grade math placement. I got the lowest possible grade. There were only four of us in that group. I was embarrassed and devastated. And this is why I am where I am today.”

That’s because the experience was a self-described “turning point” for the CFO, who after the academic blow, had a heart-to-heart with her mother. The two devised a plan, and Bruening began devoting two hours each night to math— studying, learning, and practicing the subject until she mastered the problems.

In the middle of the school year, Bruening moved up to the middle math group, and eventually, the top one as well.

Even more importantly, something unexpected happened.

“I discovered I loved math,” she said. “I was not naturally good at it, but it was fun to solve problems and have the answers.”

Bruening continued to find those answers at UNO, despite a similar setback. She failed her first attempt at her Accounting II class, with the professor even declaring, “Accounting is not for you.”

As with her earlier academic challenge, Bruening didn’t allow an assessment to hold her back. “It lit a fire under me,” she recalled. “I signed up for the same class again. I picked the same professor.

I wanted to show him he was wrong.”

Bruening outperformed all her classmates and earned the highest grade in the class.

How did the professor respond? “He pulled me aside and said, ‘You proved me wrong.’ To his credit, he admitted it.’”

The CFO is grateful she’s had such experiences. “I probably get a little fired up when people tell me I can’t do something,” she confessed.

This fire is what she would share with middle-school girls or college women who are similarly struggling with subjects they may find daunting.

Bruening’s advice is simple: “People aren’t allowed to be right about you. A lot of times they don’t even know who they are; how can they possibly tell you who you are? Failure is often the best thing that can happen to you. It doesn’t define you. It’s how you learn. Failure has brought me so much. I never could have gotten here if it came easy.”

For more information about The Strawhecker Group, visit thestrawgroup.com.

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“PEOPLE AREN’T ALLOWED TO BE RIGHT ABOUT YOU. A LOT OF TIMES THEY DON’T EVEN KNOW WHO THEY ARE; HOW CAN THEY POSSIBLY TELL YOU WHO YOU ARE? FAILURE IS OFTEN THE BEST THING THAT CAN HAPPEN TO YOU. IT DOESN’T DEFINE YOU. IT’S HOW YOU LEARN. FAILURE HAS BROUGHT ME SO MUCH. I NEVER COULD HAVE GOTTEN HERE IF IT CAME EASY.” -ALEXANDRA BRUENING

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IN THE OFFICE | STORY BY TAMSEN BUTLER | PHOTO BY BILL SITZMANN

BRINGING THE FIVE CS TO THE CAPITOL DISTRICT

DELOITTE’S NEW OFFICE SPACE PROMOTES CONNECTION, COLLABORATION, AND MORE

O work at the Deloitte office space in the f the approximately 200 people who

Capitol District downtown, not one has a better office than the other. Deloitte employees share the space together, deciding where they want to work that day depending on their project and mood.

For some employees, that means setting up in one of the many “enclaves,” which are small rooms that provide privacy and quiet. For others, they gather in the Exploration Studio, an expansive room with a large conference table that doubles as a ping pong table. The staff sometimes uses this space to gather for meetings or to watch games on the big screens.

Adjacent to the Exploration Studio is the kitchen space where coffee (flavored and otherwise) and snacks are provided to all employees. In this space, employees can also enjoy some sparkling water and nice views of the surrounding city through the spacious windows.

Designed by HOK, a global design, architecture, engineering, and planning firm, and built by Turner Construction, the building has outdoor terraces that also offer lovely views of the Capitol District and the arch at the Gene Leahy Mall. Deloitte sometimes hosts social gatherings for employees on

THE DELOITTE OFFICE OPERATES UNDER THE “FIVE C’S” OF CONNECTION, COLLABORATION, CLIENT INTERACTIONS, COMPETENCY GROWTH, AND COUNSELING.

the terrace when the weather is nice, but employees can also bring their work to these outdoor spaces for a change of scenery.

coffee shops because employees frequently enjoy taking meetings while walking and they enjoy when those walks are toward coffee.

Most employees, by far, however, choose to congregate in the office flex space featuring stand-up desks and ample sound buffers. Here, collaboration thrives. Matt Mercer, Deloitte’s tax managing partner, said he was delighted to see different departments working side-by-side in this space because they probably would have been otherwise sectioned off in their previous offices.

Kinsella explained that the Deloitte office operates under the “Five C’s” of connection, collaboration, client interactions, competency growth, and counseling. The office is designed with all these in mind. For example, the various meeting spaces throughout the office feature a thin line of film on the glass walls and doors so that someone passing through the hallway can’t see what is displayed on the monitors in the room, a confidentiality measure that allows the space to still feel open and spacious.

Deloitte moved to their new location in December of 2022 after more than two decades in the First National Building downtown. “We loved First National,” Dan Kinsella, managing partner, said.

But the pandemic era taught them a lot about remote work and how the workplace of the future would look, so they knew they needed a space that would match the revolution of flexible work–and be suitable for the innovation and creativity that would flow through the space.

“The hybrid work model is very important to our culture,” Mercer said, noting that the office promotes flexibility that makes it possible for employees to switch up their work environment frequently.

Kinsella explained that Deloitte looked at a variety of spaces, but ultimately, the Capitol District was the best fit for their culture. They simply wouldn’t consider a location that wasn’t walking distance to

The walls feature images of iconic Omaha landmarks and quotes from famous Nebraskans, making the office space feel distinctly local despite Deloitte being a global brand. This business management consulting company has indeed created an innovative space for its employees and clients to collaborate and let creativity flow.

For more information about Deloitte Omaha, visit www2.deloitte.com/us/en/footerlinks/office-locator/ nebraska/omaha B2B

IMAGES CONT. PAGE 40

“THE HYBRID WORK MODEL IS VERY IMPORTANT TO OUR CULTURE.” -DAN KINSELLA

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omAHA! | STORY BY CLAUDIA MOOMEY | PHOTO BY BILL SITZMANN

FILM STREAMS’ SILVER SCREEN DREAMS

OMAHA’S UNIQUE NONPROFIT TREATS FILM AS ART

C Forever Young, Winter Warm and

reature Features, NOIRvember,

Cozy—these are just a few of the featured film series that cinema lovers can take in this winter at Film Streams, an organization dedicated to the art of cinema. Whether screening the original Godzilla (1954), the new box office smash Barbie (2023), or a new independent release, this novel nonprofit presents films unlike any other movie theater in the country.

Opened in 2007 by founder Rachel Jacobson, Film Streams is a 501(c)3 nonprofit arts organization dedicated to “enhancing the cultural environment of the Omaha-Council Bluffs area through the presentation and discussion of film as an art form.”

Film Streams boasts two art house locations, the downtown’s Ruth Sokolof Theater and the Dundee Theater, the only nonprofit art houses of their kind in the region. As such, they provide a vastly different experience than going to a movie theater, according to Sarah Yale, a board member since 2014. “Film Streams not only screens films that mirror our vibrant community,” she stated, “but also creates opportunities to discuss the art form in a meaningful way that invites everyone to come together.”

Director of marketing, Marie Schuett, agreed.

“We discuss the films and are able to welcome industry-leading filmmakers, screenwriters, and directors to our space,” said Schuett. “We also have community collaborations, in which we screen films in collaboration with other nonprofits to create community discussion.

“That’s what sets us apart,” she continued. “I think people can get the impression that an art house cinema can be elitist, but something I find wonderful about Film Streams is it’s not; it brings in a very diverse crowd, all ages, all walks of life. Film is meant to be that way—it’s meant to be inclusive.”

An important aspect of the organization is Film Streams’ dedication to supporting women in film.

The “See Change” initiative, for example, aims to “reach gender parity among directors of the films [they] program.”

“The number of female directors and filmmakers is slowly rising, but not at the pace at which we wish it were,” Schuett commented. “By finding and screening films made by women, this initiative hopes to get the word out that women can be successful filmmakers.”

One way Film Streams strives to support this goal is by hosting events such as the See Change Award Celebration, which took place this past August.

The event featured Kasi Lemmons, a prolific Black woman theatrical film director, who boasts an impressive collection of awards and filmography, including hit movies like Talk To Me (2007), Harriet (2019), and Whitney Houston: I Wanna Dance with Somebody (2022). The organization created the Film Streams Wavemaker Award in her honor and celebrated with a cocktail reception and audience Q&A with the director, during which she reflected on what keeps her making films. “I’m motivated by what I love, never money,” she shared.

“I’m motivated by what I love and what I feel that I must do and what I feel I can give voice to.”

Lemmons also took a determined approach to filmmaking during the height of the COVID19 pandemic. Although the virus brought many concerns for the film industry, she remained nonplussed. “We filmed Whitney in the middle of COVID,” she explained. “Like I felt that it was important to show that you could be a woman director who had children. I felt that it was important to show that you could get back out there and direct under these circumstances.”

Because of the engagement of filmmakers like Lemmons alongside perks like discounts for students, teachers, seniors, military, and first responders, Film Streams has kept Omahans visiting its two art houses.

For Schuett, the splendor of Film Streams is the community it creates. “We create spaces for conversations, but I also see them happen organically–it draws people together,” she reflected.

Yale agreed and added that the organization is “an important part of the cultural landscape in our Omaha community, and we are proud of what we’ve accomplished and excited about our future.”

For more information, visit filmstreams.org.

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“Film Streams not only screens films that mirror our vibrant community but also creates opportunities to discuss the art form in a meaningful way that invites everyone to come together.”

-Sarah Yale

“WE KNOW THAT EVERY SINGLE HUMAN RELATION CHALLENGE IS AS UNIQUE AS THE HUMANS INVOLVED IN THOSE CHALLENGES. WE CUSTOMIZE ALL OF OUR SOLUTIONS FOR ANY REQUESTING CLIENT, BECAUSE NO ONE PROBLEM IS THE SAME.” -MYNESHA SPENCER

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ON THE RISE | STORY BY NATALIE VELOSO | PHOTO BY BILL SITZMANN

A MORE INCLUSIVE OMAHA

MYNESHA SPENCER ENABLES A SPACE FOR ALL OF US, TOGETHER

M inclusion strategist of All of Us

ynesha Spencer, CEO and principal

Together Co., felt overwhelmingly out of place growing up in Omaha.

“From being the only person who looked like me in my AP courses to just trying to hang out on the weekends and experiencing some level of discrimination—I hated Omaha,” Spencer recalled.

“But, Omaha has changed. I’m happy to be a part of leading that change.”

There, she gained experience with public-facing programming and audience-centered dialogue. The experience underscored for her that while policies and laws evolve, people’s hearts and minds require intentional guidance.

Spencer felt an overwhelming need to apply what she’d learned and take further action into her own hands.

“I needed to take this with me out the door; I needed to do more with this,” she recalled. “I needed to make a bigger impact.”

A combination of experiences in her adolescent years pushed her to become an agent for change in her professional journey. Her siblings and her father, a history teacher, regularly watched the Ken Burns’ VHS series on weekends, sparking her fascination with the Civil Rights Movement of the 1950s and ‘60s.

Bringing her determination and extensive experiences back to the Midwest, Spencer founded All Of Us Together Co. in 2018 in Topeka. The company expanded to Georgia, and most recently, Nebraska, catalyzing meaningful change in the state for approximately one year.

Driven by her educational pursuits, Spencer earned an Administration of Justice degree in 2015 from Texas Southern University—one of the largest historically Black colleges or universities—while continuing her education in Salamanca, Spain, the same year. Spencer recalled encountering the racial tension between Castilian Spaniards and Mexicans and the way the relationship seemed to mirror that of African Americans and Europeans in the United States.

Presently, All Of Us Together Co. includes a team of four experts and interns well-versed in the arena of Diversity, Equity, Inclusion, and Accessibility (DEIA). The team works with private and public workforces, educational, state, and federal entities, for-profit and nonprofit organizations, and more, providing them with the education and tools to become the most inclusive versions of themselves.

With a variety of clients, Spencer rejects the notion of a one-size-fits-all mentality.

Subsequently, Spencer dedicated a portion of her career to working at the Brown v. Board of Education National Historic Site in Topeka, KS.

“We know that every single human relation challenge is as unique as the humans involved in those challenges,” Spencer explained. “We

customize all of our solutions for any requesting client, because no one problem is the same.”

Katie Weitz, executive director of the Weitz Family Foundation, first crossed paths with Spencer while seeking her expertise in addressing racism and bias within grant applications. The Weitz Family Foundation continues to work closely with All Of Us Together Co. to drive racial equity strategies further and achieve meaningful outcomes.

“All of Us Together allows an inclusivity journey without shame and blame,” Weitz explained.

“Mynesha’s professionalism allows even the most reluctant or nervous client to feel safe to explore what it means to be inclusive. Mynesha is so much more than the work she does. She will say the difficult things in ways that a person can hear and with suggestions for improvement.”

Spencer’s return to Nebraska has given rise to additional DEIA support opportunities, as she currently serves on the Mayor’s Board for Human Rights & Relations. She was also appointed to the Civil Rights Hearing Board. “[The board opportunity] is a testament to the way in which Omaha has changed so much from when I was growing up,” Spencer said. “Much of what I do is really predicated upon what I couldn’t do when I was a younger person here in Omaha, which is seeing myself represented by way of board leadership.”

CONT. PAGE 46

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VOLUME 23

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AT THE INTERSECTION OF

All Of Us Together Co. and other DEIA missions have given Spencer extensive work and life experiences, and while her business is expected to continue expanding, Weitz believes Spencer has a particularly deep understanding of Omaha— she embodies Midwestern humility with a deep work ethic.

“When you work with Mynesha in the political minefield of diversity, equity, and inclusion, you have an anchor—solid with the ability to bring people to a common place,” Weitz explained.

Spencer makes a consistent effort to ensure her company only undertakes tasks within its current capacity, placing the quality of their work above all else. Capacity building is a major company goal moving forward, she said.

“Ultimately, I see All of Us Together Co. as becoming the Amazon of human relations,” Spencer said. “We are in the very early infant stages of that dream being realized, but I think for sure that it can be.”

Independently Owned and Operated / A Member of the Cushman & Wakefield Alliance

2023 Winner

Spencer remains steadfast in upholding the primary mission of All of Us Together Co. as the cornerstone of their endeavors: to promote diversity, equity, inclusion, accessibility, and justice to all, with the aim of enabling a space for everyone.

“Success, for me, is becoming the most inclusive version of myself,” Spencer explained. “You can be passionate about something, but it takes more than passion to do this work well.”

For more information about All of Us Together Co., visit allofustogetherco.com.

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“WHEN YOU WORK WITH MYNESHA IN THE POLITICAL MINEFIELD OF DIVERSITY, EQUITY, AND INCLUSION, YOU HAVE AN ANCHOR—SOLID WITH THE ABILITY TO BRING PEOPLE TO A COMMON PLACE.” -KATIE WEITZ

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48 | B2B MAGAZINE

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2023/2024

VOLUME 23

OMAHA CVB BY DEBORAH WARD

HOW OMAHA TOURISM IMPACTS YOU

THE URBAN CORE OF OMAHA

news for Omaha residents: G reat tourists have returned in full

Greater Omaha Chamber T he puts our members first.

force. Why should you care? Tourism strengthens our community’s local businesses, creates jobs, stimulates our local economy, and feeds our tax base.

According to independent research

by Tourism Economic, an Oxford Economics Company, a total of 13.5 million travelers visited Omaha last year, a 6% increase from 2021. Omaha tourism even surpassed pre-pandemic numbers with 100,000 more visitors than in 2019.

Out-of-towner spending totaled nearly $1.5 billion in 2022, 16% higher than the previous year and 8% more than in 2019. Tourists spent $17 million more shopping in our retail stores year over year, $38 million more at our restaurants and bars, and a whopping $51 million more at our local attractions.

All this spending helps support jobs for our friends, family, and neighbors. More than 15,000 people in our community rely on tourism to support their livelihood. That’s one out of every 30 jobs. However, this is the only tourism statistic that still lags behind prepandemic numbers. Staffing shortages continue to challenge our local tourism industry, a trend felt nationwide.

As we move into a new year, projections are optimistic, not the double digit record-breaking growth of the last two years, but healthy growth spurred by a city dedicated to being a travelworthy destination.

Find more information about Omaha’s exciting tourism at visitomaha.com/wtll.

Deborah Ward is the executive director of Omaha Convention and Visitors Bureau.

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Whether we’re working with regional partners to create new employment opportunities, advocating for a strong business climate in Nebraska, or connecting business leaders with resources for growth, the Chamber understands that collaboration and teamwork often yield impressive results.

When a business decides to join the Greater Omaha Chamber, they are welcomed into a community of over 12,000 members. They can expand their network, grow professionally through leadership and management programs, and receive amplified recognition in the community.

Our team at the Greater Omaha Chamber is consistently updating programming and events to serve our members better, gathering feedback, and listening to the needs of businesses, both large and small.

In addition to professional development and networking opportunities, we’re committed to creating a thriving business environment for our region.

Our members can rest assured that we are advocating for the health of their businesses at both the state and local levels. In the last legislative session alone, the Greater Omaha Chamber brought 79 proposals to state senators. It also spent over 450 hours

Deborah Ward is the executive director

Heath Mello is CEO for the Greater

of Omaha Convention and Visitors Bureau.

Omaha Chamber.

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ISSUE 4

promoting policies that make it easier to do business in the Cornhusker State.

The results of our advocacy can be seen throughout the region, and we celebrate development that happens both in and around Greater Omaha. We’re proud to belong to a unique economic development partnership encompassing eight counties in Nebraska and Iowa, and we understand that a healthy business sector not only leads to economic growth but also improves the lives of those growing, learning, and working in the region.

When we work together, we achieve more- not only for our members but for Greater Omaha. We’d love for you to join us in our mission of making Omaha a great place to do business, work, and live: omahachamber.org/benefits Heath Mello is CEO for the Greater Omaha Chamber.

B2B

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