December/January/February 2015 B2B Omaha

WINTER 2015

KAREN LINDER THE (ACCIDENTAL) RENAISSANCE WOMAN

TERRY MOORE

CHANGING THE POLITICS OF LABOR

BEST OF B2B BALLOT INSIDE

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B2B OMAHA MAGAZINE

Publisher

TODD LEMKE executive editor

contributing writers

DAVID WILLIAMS

JAYLENE EILENSTINE ANTHONY FLOTT JASON FOX JUDY HORAN BEVERLY KRACHER, PH.D JASON KUIPER ELIZABETH MACK DANA MARKEL CAROL CRISSEY NIGRELLI TRACI OSUNA KARA SCHWEISS WENDY WISEMAN

managing editor

ROBERT NELSON editorial intern

CLAIRE MARTIN creative director

JOHN GAWLEY director of photography & interactive media

BILL SITZMANN senior graphic designer

KRISTEN HOFFMAN graphic designer

account executives

GREG BRUNS GIL COHEN GEORGE IDELMAN GWEN LEMKE VICKI VOET

RACHEL JOY assistant to the publisher contributing

SANDY BESCH MATSON

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TABLE OF CONTENTS

COVER FE ATURE

74 KAREN LINDER

THE (ACCIDENTAL) RENAISSANCE WOMAN FEATURES

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BUILDERTREND A Breakout Trend in Builder Software

FABLAB

Fabulous Fabrication at Metro Community College

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DEPARTMENTS

12 HOW I ROLL 20 omAHA! 24 IN THE OFFICE

Eric William’s Biofuel VW Golf Legacy Preservation

30 BIZ + GIVING 36 ON THE RISE

Children’s Scholarship Fund of Omaha Canfields—The Sport of Rebranding

78 ON THE RISE 80 BRAND REBRAND

Sharon Davis and Arbor Street Studios CThe New Fireplace Stone & Patio

THE BRAND BRIEF The Art of “The Ask”

41 BEST OF B2B BALLOT 43 THE FIRM DEAL REVIEW 59 BUY OMAHA PROFILES 61 NEBRASKA’S NABCAP Vote now for your favorite businesses.

The Exit Planning Edition

Addy’s Sports & Grill

Premier Wealth Advisors

COLUMNS

FROM THE EDITOR Renaissance Fanboy

Changing the Politics of Labor

SPECIAL SECTIONS

Gavilon’s new “wow factor.”

11 19

TERRY MOORE

34 35

B4B Banking on Relationships OMAHA CVB Now Serving Omaha

39 OFFICE FURNITURE 81 BUSINESS ETHICS

Making the Most of Your Workspace A Dream Interview with GM’s CEO

82 THE KNOW-IT-ALL

The Perception of Value Conundrum

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B2B OMAHA MAGAZINE

Thank You Omaha!

LOCATIONS

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10770 Fort St. [NEC] Omaha, NE 402.493.3257

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FROM THE EDITOR

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BY ROBERT NELSON

RENAISSANCE FANBOY I’D LIKE TO BE KAREN LINDER WHEN I GROW UP. I call myself “a musician,” but honestly, I only play guitar sporadically and dissonantly. I call myself a “coach” because I assist a rec-level youth baseball team that, perhaps thanks to me, likely will never ascend to the rarified air of mediocrity. I’m an “author” because I wrote a small regional history book that maybe a dozen people purchased. Get this: Nobody attended my second book signing. Not even my mom.

I think we all want to be a Renaissance Man or Woman— that Jack-of-All-Trades, Master-of-All, Most-Interesting-Man-inthe-World figure. But to really pull it off, you need a rare skillset of uniquely broad talents, boundless energy, wanderlust, and that kind of optimism that never lets you

hear Dirty Harry’s famously diminishing line: “A man’s got to know his limitations.”

This issue of B2B magazine will introduce you to several Omahans who defy singular labels. Perhaps the most astonishing and inspiring of these people is Karen Linder.

Her full resume is sitting here bowing my desk, but the truncated version is basically this: Cytotechnologist, founder of the UNMC School of Cytotechnology, and owner of Heartland Pathology Inc. She also has an investment company and a 3D printing company. But, most people may only know her from the book she wrote, The Women of Berkshire Hathaway: Lessons from Warren Buffett’s Female CEOs and Directors.

Personally, she had me at “cytotechnologist.”

Karen Linder is a remarkable woman. As we continue to grow this magazine, our goal is to keep introducing you to fascinating people like Karen who make Omaha the robust business landscape and thriving community it is today.

B2B Robert Nelson is managing editor of B2B, a publication of Omaha Magazine, LTD. Nelson can reached at robert@omahamagazine.com.

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HOW I ROLL | BY ANTHONY FLOTT | PHOTOGRAPHY BY BILL SITZMANN

ERIC WILLIAMS PUTTERS AROUND TO SAVE THE PLANET.

Fellow travelers on Omaha’s roads might figure Eric Williams spends all his time on the links. It’s an understandable misconception given his personalized license plates that read, “BIOGOLF.” Rather, the plates are a reference to Williams’ preference to putt around…on bio fuel.

Since 2006, Williams has been driving cars that run mostly on commercially produced biofuels.

First, that was with a 2002 Jetta. These days he’s behind the wheel of a 2003 Volkswagen Golf TDI, which boasts a 1.9-liter diesel engine.

“No modifications were needed to allow biodiesel,” he says. “Just pump it into the tank and I’m all set. I do most of my own maintenance on the car, and have made some other improvements to increase efficiency on the road. I generally get around 45-plus miles per gallon combined city/ highway when running on pure biofuels.”

He’s hoping to get others to do the same.

Williams and other biofuel-conscious folks in 2008 formed the Omaha Biofuels Cooperative. Williams is president (by day he’s a natural resources planner for the PapioMissouri River Natural Resources District).

Thus the license plate.

He definitely puts his miles where his mouth is. In the past nine years, Williams has driven more than 75,000 miles on biofuels, including road trips from California to Omaha.

The co-op is working on getting permits to provide their own fuel. That could mean collecting waste oil from local restaurants and recycling that into fuel for member cars.

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“The mission of the co-op is to produce, use, and promote biofuels,” Williams says. “We wish to use biofuels to replace fossil fuels… to reduce the total environmental impact.

In the mean time, Williams has a couple of his own biofuel projects cooking. He recently purchased a 1987 International short bus that he’s converting to run directly on recycled cooking oil. He’ll take that on camping trips.

He also is modifying a moped, replacing the gasoline engine with a small diesel engine so it can run on a blend of biofuels.

Sounds like he’ll be making a couple trips to the DMV for more personalized license plates.

B2B

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SHORT FEATURE | BY TRACI OSUNA | PHOTOGRAPHY BY BILL SITZMANN

Dan Houghton, Jeff Dugger, and Steve Dugger

BUILDERTREND A BREAKOUT TREND IN BUILDER SOFTWARE

Back when they attended Millard West High School together, there was little or no indication that these three guys would someday run a very successful business. More unlikely still: It all began with one of those usually hair-brained ideas spawned during a night out with the boys.

Not long after that evening, BuilderTREND Solutions, a web-based program and mobile app designed specifically for home builders, professional remodelers, and home improvement

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9 Straight Years! companies, was created by brothers, Steve and Jeff Dugger, and their friend, Dan Houghton.

Like so many precocious teenage entrepreneurs, they started it in their basement.

Eight years later, the company has approximately 65 employees, with clients in 25 different countries and half a million users worldwide.

“The program basically acts as a project management and collaboration tool for the contractor,” Houghton explains. “The system really manages everything, from their clients to their lease to their financial management.”

BuilderTREND software allows the contractors to build out budgets and manage purchase orders, as well as management for documents, photos, and change orders. If there is a change to the job, the program will automatically track the change.

The program also allows the contractor or the clients themselves to choose—or change— paint colors, counter tops, or anything that can make their new space their own. “There is a piece that allows the homeowner—or the client, if it’s a commercial job—to actually log in and track what is going on,” explains Houghton. This allows the homeowner or project owner to collaborate with contractors and subcontractors more easily and stay informed on the latest changes, updates,

and photos. Most important, says Houghton, “it’s about eliminating mistakes.”

BuilderTREND’s success is even more impressive given that the business started in 2006, the same year that the housing bubble burst and new home construction virtually stopped. Houghton reflects on the early years, admitting that it was a difficult time to sell something that was an extra expense to the construction industry when little money was coming in. “I think all businesses got hit hard, especially our industry,” he says. “Basically, we needed to make some changes to our marketing and development strategies.” By appealing to the remodeling industry as well as the new home construction, the partners were able to increase the original scope of their business plan.

BEST OF B2B AWARD 2014 | 2013 | 2012 | 2011 | 2010 2009 | 2008| 2007 | 2006

Thank you for voting Better Business Equipment THE BEST company in Omaha for the ninth year.

“We’ve always grown,” Houghton says.

“It’s just how fast you can grow, and during those times it was obviously more difficult.”

Houghton credits the improved economy, as well as their dedicated employees, for BuilderTREND’s continued success.

The company will soon be moving into a new 20,000-square-foot headquarters and has hired more than 30 employees this year alone. “We’re having a great time,” he says.

B2B

www.bbeomaha.com 402.393.6666

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FEATURE | BY KARA SCHWEISS PHOTOGRAPHY BY BILL SITZMANN

FABLAB FABULOUS FABRICATION AT METROPOLITAN COMMUNITY COLLEGE

Hugh Schuett

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68 69 Years of Business in Omaha!

402.733.5500 4315 South 50th Street

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Fab labs contain a spectrum of equipment that include computer-controlled laser cutters, precision milling machines, sign cutters, 3D scanners and printers, and, of course, the software that makes integrated design, manufacturing, and project management

MCC students may eventually do production work for small businesses and entrepreneurs, Schuett says, but as the lab is getting established community members have access through two noncredit courses. An increasing number of instructors are integrating the FabLab into their courses, like the How to Build an Electric Guitar class. MCC is also developing relationships with small businesses, entrepreneurs, and inventors in the community to further explore the program’s capabilities.

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MCC’s FabLab became the 145th such facility in the world when it opened less than a year ago. The number has since grown to over 200, Schuett says. Through access to MIT servers, MCC’s FabLab maintains a constant connection with other sites all over the world.

“It will be an interim place where we can do dirty, noisy, messy stuff,” Schuett says.

“What we’ll have the ability to do is get all our equipment, get all our processes in place, so that when the new building opens up we are ready and we’re moving in and we’re functional at the same time.”

ah

“It’s still a relatively new concept,” says information technology instructor Hugh Schuett, who works in the MCC FabLab with fellow instructor Jamie Bridgham. He explains that fabrication laboratories began only a few years ago as an outreach project of the Massachusetts Institute of Technology. MIT’s ultimate goal is to build a network of small-scale workshops that, through digital fabrication, can create almost any object and make the means for invention accessible to nearly anyone.

possible. MCC’s FabLab is currently residing in a small space tucked away in the library building on the Fort Omaha Campus, but it’s rapidly outgrowing its quarters. While awaiting a permanent home in the Center for Academic and Emerging Technologies building now under construction and slated to open in 2016 or 2017, the FabLab will soon be moving to The Mastercraft building in NoDo.

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The “Fab” in Metropolitan Community College’s FabLab stands for “fabrication,” but the space is actually pretty fabulous in its own right.

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FROM PAGE 17 Eventually, rapid prototyping accessible to private citizen inventors is expected to transform the currently slow and costly prototype manufacturing and product testing process, ushering in a new world of entrepreneurship, Schuette says. And he adds that the technological potential is infinite. 3D printers can already create items composed of substances from plastics and clay to chocolate and bone-compatible material on a scale from circuit boards and jewelry to machinery and building segments. Someday, anything that can be scanned or three-dimensionally modeled will be able to be fabricated.

“The more equipment we get, the more we’re going to be able to do,” Schuett says. “The more people come in, the more ways we find out how to use the equipment we already have.”

B2B

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THE BRAND BRIEF

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BY JASON FOX

SELL SOFTLY AND CARRY A BIG BRAND THE ART OF “THE ASK” In that specific world where only closers get coffee and WKRP’s Herb Tarlek is spoken of in reverent tones despite being 30 years past his pop culture sell-by date, there exists a special something known as “The Ask.” It most often occurs after a salesperson has given their spiel, answered questions, deflected objections and has still managed to keep either the proverbial or literal door from being slammed in his or her face. They ask for the sale. They ask what can be done to get you into that car today. Or that new wireless plan.

Or even if you want fries with that. Done correctly, “The Ask” can push a potential customer over the edge. Done poorly, it can do the same thing—just not in a good way.

As advertising is at best one-and-a-half Kevin Bacon acquaintances away from sales, “The Ask” has become a staple of everything from TV spots to direct mail postcards to lettering on the side of plumbers’ vans. Only it goes by a different name, one you probably already know—“the call to action.” “Act now, supplies are limited.” “Julie your Time Life operator is standing by to take your order.” “Call or click to like us on Facebook.” “Follow us on Twitter.”

Here’s the thing. In most cases, the “Call to Action” is superfluous, a waste of space, unnecessary and, wait for it, redundant. Why? Thanks for asking. Because the call to action isn’t just contained within the ad, it is the ad.

People know what ads are. People know why brands advertise. No one is ever confused by the motivation behind an ad. People understand what you want them to do after they’ve seen your ad. You want them to buy your stuff.

But is it really so wrong to go for “The Ask?” What harm can it do? Well, as with most things in advertising, it depends. If your brand voice would generally be considered of the Crazy Eddie variety—loud, obnoxious, in-yourface, and stuffed to the margins with as many hucksterish clichés as possible—then a sweet, gradient-filled starburst imploring people to “CALL NOW! TUESDAY IS TOO LATE!” makes perverse sense. If you’d rather keep your brand on the path to glory, it does not.

Because your brand should be the strong call to action.

Think about it. If the totality of your brand— the products or services it offers, the way it treats customers, the personality it has adopted, the experience it delivers from start to finish— isn’t enough to suffice as the foundation of an interesting piece of marketing, do you honestly believe a cry of desperation is going to get them moving in your direction? It is enough (and difficult enough) to entertain and inform without adding instructions to the mix that will duly be ignored. “The Ask” weakens. It distracts. It diminishes your brand. “But what if people haven’t heard of my company?” Then your advertising must be compelling enough to inspire them to seek more information. Not merely ask them to join your Google+ circle.

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“But what if what I’m selling is a limited-time offer?” By all means, tell people there’s an expiration date on your supply of seasonal, eggnog-flavored beef jerky. That knowledge, combined with your target’s existing impressions of your brand and their rather eclectic taste in reconstituted meat snacks, acts as the call to action. Telling them to “Swing by the Jerky Joint today!” does not.

“So I shouldn’t include my phone number or website address?” Of course you should.

But it’s when you tell people what to do with that information that you start rubbing them the wrong way (Again, people know what to do with a phone number.

If someone can’t operate their phone, they probably can’t use your product).

So sell softly and carry a big brand. After all, any ad can have a call to action. But a great ad for a great brand is a call to arms.

B2B

Jason Fox is the Executive Creative Director at Webster, and the chin behind @leeclowsbeard.

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omAHA! | BY JASON KUIPER | PHOTOGRAPHY BY BILL SITZMANN

David Harding, Robert Mundy, Jim Fogerty, and John Dechant

PRESERVING HISTORY LEGACY PRESERVATION TELLS THE STORIES THAT MIGHT OTHERWISE BE LOST TO HISTORY.

Inside the carriage house on the grounds of the Joslyn Castle, Jim Fogarty and company have a comfortable, and enviable, set up.

Couches, bookshelves and pieces of art make up the eclectic decor in what has to be one of Omaha’s hippest writing studios. The place is perfect for hours of relaxed reminiscing about our city’s history and the great old families that made Omaha what it is today.

But what’s going on inside the carriage house isn’t exactly what you’d call “relaxed.” Fogarty and a group of other writers who make up Legacy Preservation are busy putting stories down on paper, writing commissioned books about families, individuals, and businesses.

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The company’s motto is “We Write History.

Yours.” So far, Fogarty, along with business partners David Harding, John Dechant, and Robert Mundy, have been doing just that.

More than 50 books have been written so far by the men behind Legacy Preservation.

Harding, an Omaha native who spent a number of years in Alaska before moving back, remembers a book his father gave him about his great-great grandfather. He was struck by the power of the book and how it allowed to him know past generations that otherwise would have been lost to him.

Fogarty had worked on a book about his father, former Omaha World-Herald managing editor Hugh Fogarty. He knew firsthand the importance of those family stories. Fogarty, who also worked at the World-Herald, started Legacy Preservation in 2006 with Harding and Mundy. Through word of mouth and increased exposure to their books, more and more customers have signed on and commissioned new stories and projects.

Dechant, a Creighton University grad who joined Legacy in 2008, says they have 14 book projects or “active cases” in the works right now.

CONT. PAGE 22

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FROM PAGE 21 Among the books written are: Patented for Success: Dr. Wayne Ryan and Streck, Inc.; Truth and Other Tall Tales about Richard Holland; Never Back Down: Bob Gottsch, The Business of Life; and a book about Omaha artist Allan Tubach.

Some of the books, like the two on Holland and Tubach, have been sold in stores, but most of the books are only available to the families who have commissioned them, usually a few dozen copies.

Harding says Legacy handles all aspects of the project, from the interviews and research to the writing and editing to the layout and design of the book. Dechant says they make sure to keep the person who requested the book be written informed, providing sample chapters and regular updates along the way. Final say on the book including its look and the content are up to the family. The interviews done are all transcribed and given back to families.

omahamagazine.com WINTER 2015 |

“In a way we are reinventing the wheel with each book, each story is unique, we aren’t McDonalds,” Dechant says.

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THANK YOU OMAHA!

The company has writers in other states, many of whom are retired newspaper columnists from publications like the Kansas City Star, Miami Herald and Arizona Republic. Writers who want to continue to tell stories. Fogarty says they’ve started to think about how the company could franchise. He said in 10 years he thinks the business will look far different than it does today as it continues to grow.

BEST FLORIST

Tubach says working on the book was an “absolutely wonderful experience” and enjoyed the long chatting sessions it took to gather the material.

“Taylor Made” for ALL your floral needs since 1950”

“Jim has a facility to ask questions to cause you to analyze and think and bring things to the fore,” Tubach says.

“It was a great experience and pulled up some things I had forgotten about.”

402.733.2322

B2B

12310 K Plaza, Ste. 108 Locally Owned Since 1950

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IN THE OFFICE | BY CAROL CRISSEY NIGRELLI | PHOTOGRAPHY BY BILL SITZMANN

The Gavilon Trading Floor

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GAVILON TRADING PLACES, BUT WITH “WOW” FACTOR

Walking into the lobby of the new downtown Omaha headquarters of Gavilon, a commodities trading firm, is like walking into the future— a $44 million testament to the awesome capabilities of electronics, fiber optics, and the human mind. To the eye, the lobby, in hues of gray, appears elegant in its simplicity.

Walls that reach up to a very high ceiling are bare except for the word “GAVILON” in large silver letters above the security desk. Four low-sitting, squared-off beige leather chairs trimmed in chrome in a Mid-Century Modern vibe could have come from the set of Mad Men. CONT. PAGE 26

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FROM PAGE 25 To the ear, however, the building at 1331 Capitol Ave. is pure state-of-the-art. A litany of beeps breaks the lobby’s stillness as employees scan their ID badges against doors and elevators. Without a badge, no employee would get past the parking garages, which form the first two floors of the fivestory building. Security is multi-layered and includes 65 cameras—a necessity that becomes obvious when looking down from the fourth floor railing onto the heart of the operation: the massive trading floor.

A 35,000-square-foot hub of activity, the trading floor is the “wow” factor of Gavilon.

It occupies more than half of the third floor of the building and faces Dodge St. to the south, while the IT section takes up the rest of the room along Capitol. Hundreds of traders on headsets stand at their desks or sit at computers, buying and selling grain and fertilizer for transport on a global scale. The trading floor of Gavilon emits a continuous low hum of voices, thanks in part to the 22-foot-high ceilings and carpeting that help dampen the sound.

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T h e N e w e s t Eve n t Ve n u e B l e n d s T i m e l e s s C r a f t s m a n s h i p w i t h Eve r y A m e n i t y

(402) 905 9511 OmarEvents.com Facebook– Omar Arts & Events 4383 Nicholas, Omaha, NE 68131 Suite 230

“We wanted a very open and a very collaborative workspace,” says Robert W. Jones, Gavilon’s chief administrative officer and the company’s point man on the project. “There are no columns on the trading floor, creating an environment that allows for real-time communication and information sharing.”

The trading floor sits on an 18-inch raised platform that “controls the cooling and ventilation management, the cable and power management with 85 miles of copper and five miles of fiber optics under the floor,” Johnson explains, clearly proud of the achievement.

CONT. PAGE 28

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FROM PAGE 27 When Gavilon’s 400 Omaha employees (expected to rise to 750 eventually) moved into the new global headquarters last December from their former location on the ConAgra campus, they discovered plenty of amenities. The dining area offers full-service breakfast and lunch, with an outdoor patio overlooking TD Ameritrade Park Omaha.

Coffee bars abound, as do conference rooms, huddle rooms for impromptu meetings, and phone rooms for privacy. The virtual environment allows employees to sign in to any computer in any room. They can also access information at home.

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JAN. 2 – 4 MID-AMERICA CENTER

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When asked if he might have done anything differently, Jones admits that, “I would have made the fitness center a bit bigger.” With the fifth floor finished but unfurnished in anticipation of growth, that idea might just go from virtual to reality some day.

B2B

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BIZ + GIVING | BY JASON KUIPER PHOTOGRAPHY BY BILL SITZMANN

CHILDREN’S SCHOLARSHIP FUND OF OMAHA BROADENING EDUCATION OPPORTUNITIES FOR LOW-INCOME FAMILIES

Sandra Reding can recount many rewarding moments in her career as a fundraiser, but her current job helping parents find the right educational option for their children is one of the most rewarding.

As Executive Director of the Children’s Scholarship Fund of Omaha, Reding, in essence, is helping parents access the right school for their kids—families who otherwise might not have that option.

“Every family has a story,” Reding says. “Every parent wants to make the best choice for their kids, and if the best for them is sending them to a private school, that’s why we’re here. One type of education doesn’t fit every child. If you are a low-income family and the right education is a private or parochial school, and you are a qualifying family, we are there to help.”

omahamagazine.com WINTER 2015 |

With the help of many of Omaha’s leading businesses and business leaders, CSF provides low-income families with the choice of where their child will attend K-8. Once a child receives a scholarship, the organization will continue to provide a scholarship until they graduate from 8th grade. It also provides the child’s siblings with the same level scholarship. There are three different scholarship levels based on income.

The organization has students in 80 schools across Omaha and northeast Nebraska and is destination neutral, meaning the family chooses the school and the scholarship follows the student.

having an awful time in school. She’d cry every day and even had to repeat the grade.

She’s now in a private school and is thriving.

What’s compelling, she says, is that the families are making their own financial contributions of $500 each year to receive a scholarship.

“Just getting to meet those families and hear those stories was incredible,” says Reding of a recent event where families and donors were brought together. “I would like for all the donors and potential donors to have that same opportunity and know that a small gift, a small investment, can have such a dramatic impact.”

CONT. PAGE 32

Reding spoke recently of a family she met who had a little girl in kindergarten who was

Mary Boyle, Claire Buddenberg, and Sandra Reding

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FROM PAGE 31 The CSF is heavily funded by a number of local businesses and community leaders such as Gov. Pete Ricketts, Mutual of Omaha, Blue Cross and Blue Shield, Performance Auto Group, Mutual of Omaha and the Omaha World-Herald. A number of local foundations, including the Lozier Foundation, have also been involved in the funding.

“The business community is becoming more and more involved in working to improve education outcomes, trying to improve the education landscape in Omaha,” Reding said. “In doing so, they are helping better prepare our workforce. The business community is extremely active in helping to shape the workforce of the future.”

Reding says the Scholarship Fund has been in Omaha 15 years, funding 27,000 scholarships and dispersing $25 million. Over the last three years, funding efforts have increased dramatically, but the need is ever growing.

The group awarded $2.1 million this school year, an increase of about $400,000.

But the need is still great. Reding said the demand for scholarships continues to outpace the availability. This year CSF had more than 500 scholarships that went unfunded. There are so many parents who want more for their kids, she says.

“Every parent out there has a dream for their child and we are helping them find a path to fulfilling that dream,” Reding says. “It all starts with getting their child in the right learning environment. If you are a donor and looking for an organization where you can make a

omahamagazine.com WINTER 2015 |

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Reding says a lot of credit goes to the staff at CSF, whom she described as “very dedicated and amazing.”

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“We have a really dedicated and generous board,” Reding adds. “Their commitment to our mission, their level of engagement, is allowing us to broaden our reach more than ever. I’ve had the chance to work with some great community leaders.”

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Before becoming CSF’s first ever fulltime executive director, Reding was the President of the Joslyn Art Museum Foundation. She has also served as Director of Development at Lauritzen Gardens and as Vice President for Institutional Advancement at College of Saint Mary.

Reding grew up in Granville, Iowa, and attended Granville Spalding Catholic High School. She is also a graduate of both Briar Cliff College in Sioux City, Iowa, and Iowa State University.

Reding says fundraising is a way of making a tangible impact in the lives of others.

“Everyone wants to find meaning in their work,” she says. “I’ve been fortunate enough to work for some great organizations. I’ve been really lucky.”

B2B

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B4B

BY WENDY WISEMAN

BANKING ON RELATIONSHIPS FW BANK WORKS 4 THEIR BUSINESS CUSTOMERS. You may have noticed FW Bank’s recent media campaign. Throughout the year the bank has run ads featuring their business customers who express appreciation for how the bank has helped them reach their goals.

Intrigued by the campaign in the context of this B4B column, I reached out to CEO Chris Murphy to inquire about the bank’s

philosophy in this realm. “It seems logical that your banker is the one who should be for you,” he says. “But it’s amazing to me how many of our business banking customers first come to us because they just weren’t feeling valued by their bank. Not only are we the perfect size to get to know our customers on a personal level, we make it our business to do so. We are built around a service philosophy that inspires us to embrace our customers’ goals and do all we can to help them achieve them.”

in this community. It’s the old aphorism, ‘high tides raise all boats,’ and when business wins in Omaha, we all win,” he adds.

FW Bank cut its teeth in the business as First Westroads Bank in 1967. Murphy says it is the bank’s history and heritage of serving the greater Omaha community that keeps them grounded in being for the businesses they serve. “We realized long ago that our strength would be in helping others be strong and grow

Everyone wants an advocate in business and in life. Businesses being for other businesses is something beyond the technical, the specifications, the contracts. It’s visceral, meaningful, and garners results.

By all counts FW Bank’s customers are in the boat. Their comments range from, “It’s more than the best rate. It’s about the best relationship” to “They work hard to find solutions for our needs.” “Our companies grew up together. We care about the same things,” another customer professed.

If you’re ready to tell your B4B story, contact B2B editor Robert Nelson and we’ll get you on the docket.

B2B Wendy Wiseman is creative director at Zaiss & Company, a customer-based planning and communications firm.

What’s your B4B story at your company? Let us hear from you and you may be our next feature. Contact our editor, robert@omahamagazine.com

omahamagazine.com WINTER 2015 |

OMAHA CVB

BY DANA MARKEL

NOW SERVING OMAHA THE CITY IS GETTING RAVE REVIEWS NATIONALLY FOR ITS FINE FOODS. Ranked as a Top 10 Foodie City by Livability.com, Omaha’s reputation as a great dining destination continues to grow.

In choosing Omaha, Livability.com raves, “Innovative chefs throughout the city are creating sensational menus that surprise many visitors.” The Grey Plume and Boiler Room are constantly receiving high praise from national food critics. Open Table’s “100 Hottest Restaurants in America” list includes Pitch Pizzeria in the Dundee neighborhood, and the Food Network has featured Big Mama’s Kitchen, California Taco, and Brewburgers on its national broadcasts.

To capitalize on the growing interest and to increase awareness about Omaha’s culinary landscape, the Omaha Convention and Visitors Bureau (CVB) just started its own web series called “Now Serving Omaha.” Each month a new restaurant is featured in a short video webisode that is distributed to more than 165,000 people from all over the country via the CVB’s social media network. There is also a dedicated webpage featuring all of the videos at visitomaha.com/nowservingomaha.

Crescent Moon, and Blue Sushi. Thanks to a Nebraska Tourism-sponsored media tour, Omaha restaurants have also received media coverage in magazines in Austin, Texas, Des Moines, Iowa, and Kansas City, Mo. So is all the attention focused on promoting Omaha restaurants worth it? Consider this: Research shows out-of-town visitors spend more than $274 million a year dining out in Omaha restaurants. So the answer is a resounding yes—Omaha is serving up travelworthy food and visitors are eating it up.

B2B

In addition, the Omaha CVB partnered with Food and Travel magazine, a national publication with a readership of more than 81,000, to create a full-page editorial showcasing many of Omaha’s beloved restaurants such as The Drover, Piccolo Pete’s, Dundee Dell, Johnny’s Café,

Dana Markel is Executive Director of the Omaha Convention & Visitors Bureau. Questions or comments? Email the Omaha CVB at info@visitomaha.com.

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ON THE RISE | BY JASON KUIPER | PHOTOGRAPHY BY BILL SITZMANN

Canfield’s Sporting Goods owner Scott Marble.

THE SPORT OF REBRANDING CANFIELD’S SPORTING GOODS ENTERS A NEW ERA

Sometime in January, a new sign will go up on the outside of the Canfields building near 84th Street and West Center Road. It will signal that the final touch has been placed on remodeling the venerable sporting goods store.

“When we moved here from 24th and Cuming Streets in 1994,” says new owner Scott Marble, “it was basically a white box.

For the recent remodeling, the first thing we did was to bring color into the store.”

He also brought back the popular “Tent City.” Displayed in the middle of the 48,000-square-foot space along with trees, animals, and fun for kids, it’s something of an outdoorsman’s paradise.

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2014 Winner onesourcebackground.com

Suffering from Flatlining Sales?

We Can Help More importantly, rebranding also is underway.

“We are Omaha’s only locally owned outdoor store and wanted to bring that uniqueness into the logo,” Marble says. “A font was created for us that is rough around the edges, just like us.”

One of Marble’s most ambitious developments is the addition of home delivery and special orders to compete with online sales. “If customers want it delivered to their home, we do that. They get personal and fast service, and the purchase income stays in the community.”

“As an independent, locally owned store, 72 cents of every dollar stays in the community,” he says. “Only 42 cents stays in the community from purchases not made locally.”

CONT. PAGE 38

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FROM PAGE 37 Marble has also launched a new Canfield’s credit card that allows customers a zero-percent financing option along with a loyalty program.

A program for single mothers to take their children camping and fishing, with the help of a grant from the outdoor retailers’ organization Outdoor Nation, is a new and innovative community outreach program at Canfields.

“Ninety percent of kids are introduced to camping and fishing through their dads,” he explains. “Many may not have that opportunity,” he says of single-mom homes.

Canfield’s Sporting Goods store opened in 1946 with a focus on military surplus.

When Marble began working there in 1993, customers were looking for inexpensive camping gear and fishing equipment.

Merchandise selection has increased since he took over ownership of Canfield’s a year ago.

Military items are still available at Canfield‘s as they have been for generations, but, with one change.

“Studies show that when people take part in recreation,” he adds, “the quality of life is better. We can make that happen. When we make customer experience our main goal, then profitability comes along for the ride. Because we make good experiences for customers, we hope we will be in business the next 68 years.”

B2B

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Marble returned to Omaha from Seattle in April 2013 to become president of Canfield’s Inc., where he had worked until 2003. He bought the store from secondgeneration owner Rick Canfield as Canfield prepared to retire. Marble’s wife, Denise, and his three children, Elisha (19), Laura (17), and Alex (15), all work at the store.

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“For the first time,” Marble explains, “we are buying surplus from retired service people. The government has less surplus.”

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“We still carry products that made Canfield’s so popular with Omaha,” says Marble, “but the emphasis now is moderate to high-end fishing and camping equipment, premium work wear, kayaks, paddle boats, running, and yoga wear.”

omahamagazine.com WINTER 2015 |

OFFICE FURNITURE

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BY JAYLENE EILENSTINE

MAKING THE MOST OUT OF THE LEAST WORKSPACE Whether you are working for a Fortune 500 company or out of your home, most Americans would prefer to have a larger workspace.

According to IFMA (International Facility Management Association), the average American’s workspace has shrunk 15 square feet over the last 20 years. In 1994 the average worker had 90 square feet of workspace; now that has been reduced to 75 square feet.

Here are some tips to get the most from your workspace, no matter how small it is.

Declutter Purge, purge, and purge some more. If you’re going to have a functional and effective small office, you have to continually declutter. With a small space, just a few items on your desk may cause it to look cluttered. Learn how to purge all the “stuff” you don’t need. Ask yourself, “When was the last time I used this?”

Recycle it or pass it along to a co-worker.

Set computers, printers, and phones close to outlets so the cords can easily be hidden. Desks that come equipped with wire management grommets also ensure a clutter free workspace.

Buy Furniture that Maximizes Office Space

monitor can be easily pushed out of the way to create extra workspace if needed.

A well-planned office creates a good initial impression on your clients and draws in potential candidates; it also improves the productivity and attitudes of your current employees. How large or small your office space is will determine the kind of furniture you buy.

Over one-third of an average employee’s day is spent in the office; quality office furniture ensures a healthy and efficient work atmosphere.

Seeing the Light

Monitor Matters

With a little bit of planning, you can make the best out of any small workspace.

Flat-panel monitors provide almost effortless adjustments and create significant space savings. By elevating the monitor up off the work surface, a monitor arm frees up the valuable space directly in front of the user, leaving notes, documents and other work materials within easy reach. Plus, the

Good lighting is essential in any work environment. Ideally you want as much natural daylight as possible. Natural light not only saves electrical energy, but it gives you more personal energy too. Tone down harsh overhead lights. Add an energy-efficient task light to your workstation to provide light where you need it.

B2B Jaylene Eilenstine is the Director of Marketing at All Makes Office Equipment.

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THANK YOU!

volume 14 | issue 4

For giv ing us t he o ppo r tuni ty to s e r ve your Sea rc h, Staf fing, and Cons ulti ng ne e ds .

Omaha’s business leaders chose Hemphill as Omaha’s Best Employment firm in 2008, 2009, 2010, 2011, 2013 & 2014

The Right Match the First Time!

Helping our clients get from GOOD to GREAT, one hire at a time!

4 0 2 . 3 3 4 . 4 8 0 0 | www.hemp hillsea rc h.co m

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CELEBRATES BUSINESSES THAT HELP OTHER BUSINESSES KEEP THE BIG O’S ECONOMY ROLLING Vote for those vendors you call time and time again.

Businesses anxiously await the results of this popular vote contest and celebrate them all year long. Results will be published in the Spring 2015 issue, in your hands on March 1. Only the ballot printed in this Winter 2015 issue will be accepted. We will not accept copies, faxes, or scans. A minimum of 15 categories must be filled out. Ballots must be postmarked by Dec. 31, 2014.

2015 Winner

Please mail your entries to: Goracke & Associates, CPA, 12110 Port Grace Blvd., Suite 200 La Vista, NE 68128

PROFESSIONAL SERVICES

BUILDING SERVICES

Accounting Office

Carpet & Rug Cleaning

Advertising Agency

Door Company

Architectural Firm

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Employee Benefit Company

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Employment Agency

Garbage Collection

Engineering Firm

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Financial Planning Firm

Heating/AC Service

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Janitorial Service

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Locksmith

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Office Furniture

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Moving Company

Golf Course

Painting Contractor

Hotel

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Event Planning Service

Picture Framing

Rental Service Store

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Property Management Real Estate – Commercial

BUSINESS SERVICES

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Sign Company

Business Broker

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Towing Company

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FINANCIAL SERVICES

Copier Service

Bank

Corporate Jet Service

Credit Card Merchant Processing

Delivery Service

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Delivery Vehicle Dealer Electronics Recycling

FOOD SERVICES

Internet Provider

Banquet Facility

Mailing Lists

Caterer

Mailing Service

Restaurant – Business Breakfast

Office Supplies

Restaurant – Business Lunch

Commercial Photographer

Restaurant – Business Dinner

Printer

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Sales Training Water – Bottled

TRAVEL & EVENT PLANNING Audio-Visual Service Business Conference Venue Florist

Website Developer

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

Winter 2015

EXIT PLANNING EDITION

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Goodrich’s Vet Practice PLACED IN GOOD HANDS PG. 8

Off The Farm FROM HOG FEEDER TO FIVE-STATE CEO PG. 12

Ollie The Trolley AN OMAHA TRADITION ROLLS ON PG. 5

The Firm Business Brokerage warrants the included information herin to be true and accurate

As you can see, we believe in consistency!

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Thank you for voting us the Best Insurance Agency for three years in a row!

WEALTH MANAGEMENT WINNERS

~ The Koch Executive Team

Volume 1 IssueADVERTISING 2 SPECIAL

SECTION

Published by The Firm Business Brokerage, LLC President/Editor • Cortney Sells Director/Assistant Editor • Cassandra Powers In-House Legal Council • Susanne Miller Client Development Director • Alexa Billings

Dave Jesse

Scott E. Trofholz

Ken Jarosz

Executive Broker • Lindsay Novak Executive Broker • Rachael Rand Executive Broker • Elizabeth Jones

Karen Metzger

Jim Garbina

Associate Broker • Tracey George Associate Broker • Lori Stangl Outreach Coordinator • Rene Rademacher Marketing Division • Adam Jaime

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Client Services • Nycole Wandvik-Tolle ess-to-Busines sin sM Bu OMA H a

The Harry A. Koch Co.

Broker Liasison • Julie O’Brien

Insurance & Financial Consultants Member of First Insurance Group, LLC

2014 Winner

www.hakco.com • 402.861.7000

Business Insurance | Employee Benefits | Bonding | Safety/Loss Control | Family Insurance

Contributing Writer • Kara Wesely Contributing Writer • Bruce Brodkey Photography • Bill Sitzmann Design • OBI Creative

To Subscribe: The Firm Business Brokerage, LLC 210 N. 78 St., 2nd floor Omaha, NE 68114 402.998.5288 info@thefirmb2b.com Advertising Inquiries: 402.884.2000 todd@omahapublications.com

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The Bottom Line

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

A Tail of Success Two Vets Claw Their Way to Ownership

pg.8

Special Section

Departments

Columns

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Ollie the Trolley

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Winning the Fight

Fresh Off The Firm There are more than 115 opportunities in the listing portfolio—from medical practices to commercial services companies.

An Omaha Tradition Rolls On

New Owners of I Love Kickboxing fight to close on their business in only 46 days.

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From Fields of Green to Team Green New Opportunity, New City,

Negotiated Corporate Attorney Bruce Brodkey Counsels New Business Owners

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Net Worth

15

Cash Flow

An American Dream Cut Short

Perspective Directly From a Buyer’s Point of View

New Business

Sells Insights

Got Ketchup?

O

by Cortney Sells president/editor

maha’s very own Warren Buffet put his money into ketchup by acquiring H.J. Heinz and taking it private for $23.3 billion. It is the well-proven power of a private investment that can drive corporate growth. Research from Ernst & Young notes that privately owned companies outperformed their publically held peers from 2006-2012. While ketchup and perhaps other small businesses throughout the Midwest may not seem overly exciting, it is in these areas that a new owner can make a big difference!

As you fl ip your cheeseburger while watching the Husker game this weekend— consider adaptability. Buffet will bring a new management team where they will rebrand and reposition ketchup; then take action to redeploy themselves into other markets. It does not matter if you are buying, selling, or managing a business, adaptability isn’t something to only consider in transitional times, it is most successful when used as a best practice. The FIRM

Winter 2015

The Firm Deal Review

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Negotiated:

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Why Legal Representation is a Must

WEALTH MANAGEMENT WINNERS written by Bruce Brodkey of Brodkey, Peebles, Belmont, and Line

SPECIAL ADVERTISING SECTION

Bruce Brodkey

T

he decision to buy or sell a family business is typically the most significant investment or cash-out that a person can make during their lifetime. Unfortunately, times have long past where a handshake between parties was sufficient to close the sale of an established business. The rise of lengthier and more complicated purchase agreements and the increasing prevalence of governmental restrictions and regulations require that a sophisticated business person needs to assemble a team of professional advisors prior to undertaking such venture.

Smart investors place competent professional advisors in key positions in this process. This team should include not only a knowledgeable law firm, but also an accountant, investment advisor, and, depending on the type of transaction, business appraisers, real estate brokers, and construction experts.

On most occasions, the attorney should be involved from the outset and throughout the negotiation, due diligence periods, and closing. That attorney can be of critical assistance in the following activities:

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Choice of entity: For buyers, a decision needs to be made with the help of counsel as to whether a purchasing entity ought to be formed as a limited liability company, corporation, or partnership. The client’s needs and the type of specific transaction often dictate the type of entity that should be formed.

Negotiation: The lawyer is best situated to negotiate the general terms and conditions of the agreement. While the lawyer frequently is not involved in negotiating the economic terms, counsel is needed where critical matters are to be negotiated. These include allocation of the purchase price between the various asset classifications, the protection of the client in the various warranties, representations, and indemnities from the creditors of the seller.

Due diligence: In most agreements, the buyer has the right to conduct its “due diligence” regarding the business of the seller. Frequently, this examination includes a thorough review of tax returns, profit and loss statements, qualified and nonqualified retirement plans, financing details, interviewing key personnel, performing

environmental testing reviews, and assuring that governmental regulations do not act as a significant impediment to closing. The lawyer and the other professionals play key roles in these investigations, which are essential to an intelligent purchase of any business.

Closing: The lawyer is involved with the preparation of all required documents for closing. Typically these involve Bills of Sale, Promissory Notes, Non-Competition Agreements, Security Agreements, Leases, Option Agreements, and myriad other documents that may be necessary and convenient for final closing. No buyer or seller wants to leave the closing table with any documents not fully executed.

A lawyer is an integral person in an assembled team of qualified professionals to service the client in any business transaction. In my 43 years of practice, the early engagement of competent professional advice and guidance through the purchase or sale transaction is well worth the relatively small expense. Proceeding without the necessary team is fraught with potential oversights and probable problems after the fact. The FIRM

Ollie the Trolley

An Omaha classic finds new owners and new life.

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

The Deal Review

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written by Kara Wesely • photography by Bill Sitzmann

Buyer Training Period: 90 days, over 130 pre-booked Trolley reservations Law Firms: Gross & Welch, William Lindsay and Steier Law, David Steier Reason for Sale: Retirement Year Established: 1985 Financing: Equipment loan at Core Bank, Ron Baumert

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ou might say that Deb Skinner and George Davis are Omaha’s foremost facilitators of fun.

“Life is too short, too hard and too serious not to have fun,” Skinner shares.

So when the pair started their search for a business to purchase it was no surprise that the company they chose was one almost completely dedicated to good times.

Skinner and Davis are the proud new owners of Ollie the Trolley, a name synonymous with Omaha and, you guessed it…fun. They have hit the ground running and have a bevy of fresh ideas for the classic trolley business that has been providing event transportation to Omahans since 1985.

“There are some lovely wineries and breweries around the metro area and we’re looking into partnering with them to offer winery and brewery tours. We’re also looking into offering a tour of tasting and cigar bars around Omaha, a shop ‘til you drop charter for senior citizens in and around the metro area, and a holiday lights tour,” Skinner says.

And if you are looking to experience the Old West, you might be in luck. Skinner, who is involved in a Wild West re-enactment group, has an idea for a tour that will involve cowboys pretending to rob and highjack Old Ollie.

George Davis and Deb Skinner

The Wild West re-enactments and new tours will be coupled with the more traditional trolley uses, such as high school reunions and wedding parties. Nearly half of Ollie the Trolley’s bookings come from brides and grooms celebrating their special day. Any way you look at it, when you see a group riding around town on these classic trolleys, they are always having a good time.

Niche markets are something Skinner knows a lot about. Her professional life has included stints in marketing, tourism, and event-planning. Davis’ background is in the transportation industry, something that will come in handy in the years ahead.

Both are from Omaha and found each other after moving away for several years, then returning to the city. They are now engaged.

The owners appreciate not only the goodtime aspect of Ollie the Trolley, but also the nostalgic vibe that comes with riding an open-air trolley fitted with wooden benches.

The look and feel of the trollies is unique in comparison to charter and/or party buses, and they want to keep it that way.

Ollie the Trolley offers 22, 32, or 47-passenger trolleys and has a total of eight trolleys operating throughout Omaha.

“We provide a service that is not only nostalgic, but more sophisticated. It’s a niche market and it’s dignified, traditional, and more upscale,” Davis says.

The ownership team was pleased with their experience with The Firm.

“They are a good brokerage firm. They kept each side honest and did a good job gathering information and kept the process moving,” Davis says. The FIRM

Winter 2015

The Firm Deal Review

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They Kicked Tail for Our Nation

48

Now I Love Kickboxing Kicks Tail for Them

WEALTH MANAGEMENT WINNERS written by Elizabeth Jones • photography by Bill Sitzmann

SPECIAL ADVERTISING SECTION

Keith Frerichs, Ryan White, and Kodey Kerkman

The Deal Review Financing: Promissory note from seller Days on Market: 46 days from listing to close Valuation Type: Cost to create Law Firm: Smith, Gardner and Slusky Law, Shaun James Broker: Rachael Rand, The Firm

In just 46 short days after listing, I Love Kickboxing had found its new grateful owners. Meet Ryan White, Kodey Kerkman, and Keith Frerichs, three entrepreneurs brought together by their love for business and kickboxing.

White came from a small copper-mining town in southeastern Arizona. After

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Winter 2015

graduating, he entered the U.S. Air Force and was stationed at Offutt Air Force Base. He went on to earn a position as Vice President of Operations for a hotel ownership group where he manages multimillion dollar hotels.

Kerkman grew up in Atkinson, Neb., later joining the Army Reserves and serving a tour in Iraq. He was awarded the Purple Heart for surviving a roadside bombing. After graduating from UNK, he moved to Omaha in 2013, taking a position as Implementation Specialist with an insurance group in Lincoln.

Frerichs grew up in Minden, Neb. He graduated from the University of Nebraska– Kearney, making his way to Omaha in 2012.

He spent six years in the hotel business, where he met White, forming a partnership in 2013 with a Mission Foods route.

In May, the three decided to partner up

and purchased I Love Kickboxing through The Firm. They were excited to buy a business they could grow together and one they could help their clients reach health and fitness goals in. Today the gym is doing very well with more energy, a great staff, and loyal membership. They spend their free time growing the business by hosting open houses, giving members incentives, embracing social media marketing, and even joining in partnership with a nutritional store. Since taking ownership in May, they have brought on over 100 new members and look to bring in 200 more in the coming months.

Currently, White and Kerkman are selling their Mission Foods route as they are putting all of their focus into I Love Kickboxing. If you are interested in owning this route, profiting at least $50,000, email The Firm today at info@TheFirmB2B.com or call 402.998.5288. The FIRM

Fresh Off The Firm

WEALTH MANAGEMENT WINNERS

49

Mr. Goodcents

Passive Commercial Services Business

OWNER’S PROFIT $69,881 PRICE $87,000

OWNER’S PROFIT $128,800 PRICE $180,000

Take over this established quick-service sandwich shop for less than it would cost to start a new business. The location is top-notch – over 60,000 cars drive by each day!

This is the perfect business for someone who just wants a small company with extremely low overhead that is selfsustainable. The services offered are power washing, lot sweeping, line painting, and caulking during the spring, summer and fall; snow removal in the winter.

West Omaha Restorative Dental Practice

Concrete Manufacturing & Distribution

OWNER’S PROFIT $515,000 PRICE $650,000

OWNER’S PROFIT $401,986 PRICE $1,780,000

This established and profitable dental practice has a prime location in West Omaha. Since 2004, the clinical staff has established long-term relationships with nearby families providing outstanding level of specialty care.

With a patented concrete formulation, this business has carved a real niche in the market. Established operations in both the United States and Canada allow for international business to successfully take place throughout dozens of distribution sources.

Customized GIS Solutions Provider

Ultimate Bar on Dodge Street

OWNER’S PROFIT $1,449,447 PRICE $5,196,000

OWNER’S PROFIT $92,400 PRICE $165,000

Geography matters, and this business understands that fact. This niche-market with no competitors, established IT business focuses on GIS solutions for private and governmental entities.

This recently-expanded and painted lounge features four pool tables, four dartboards, and seven TVs to accommodate patrons and host tournaments.

Successful Senior Care Company

Web Hosting Platform IT Business

OWNER’S PROFIT $169,620 PRICE $535,000

OWNER’S PROFIT $3,001,084 PRICE $10,600,000

This is the perfect opportunity for someone interested in providing care to the elderly. With four full-time administrative staff and 90 part-time caregivers, this well-established business extends its service to 13,000 seniors across three counties!

With 10+ years of experience, this connecting network business has a great reputation and all the needed items in place to run smoothly. This business provides specialized IT services including cloud hosting and enterprise consulting.

SPECIAL ADVERTISING SECTION

With the exception of Mr. Goodcents, no actual businesses names are used on this page.

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51 A Tail of Success

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

Two Vets Claw Their Way to Ownership written by Susanne Miller • photography by Bill Sitzmann

THEY TOOK A LEAP BASED ON FAITH AND NOW THEY CONTROL WHAT COMES NEXT. The Deal Review Financing: Conventional loan

by Access Bank, Nathan Christ Profit Margins: 42% Days on the Market: 20 days from listing to close.

Transition: Seller agreed to stay on to transition all families/pets to new owners.

Year Established: 1990

“D

on’t wait until you are 47…I should have done this 10 years ago! I am doing better for my family and kids by being my own business owner. If buying your own business is in your heart…just do it! It is important,” Dr. Sarah Mongan preaches as she reflects.

Dr. Mongan and Dr. Melissa Gardner met at a veterinary clinic in Omaha where they practiced together for 16 years. Both dreamed of owning their own practice one day, but when a vet graduates from school they typically have a lot of debt, so the hope of stepping out on their own seems impossible. Most DVMs out of school will associate with an established practice with the thought of one day becoming a partner.

These two ladies believed that they would become partners one day, but that didn’t happen after a decade and a half.

One day Mongan’s husband, Nate, said something that got her thinking. “What Omaha needs is a clinic that provides affordable veterinary care.” There are families that want to provide quality care for their pets but also want to pay reasonable rates to do it. She should start a practice that has that as a mission.

Three months later, she asked Gardner what she thought of the idea. Her immediate response? “Let’s do it.” The question now was whether to build or purchase an existing practice. Continued > To start one from scratch was too hard: find a location, do a build-out, find clients, etc. One week later they called The Firm Business Brokerage looking for a practice to purchase.

They quickly identified one that fit their criteria: a good location, a full staff in place, and established clientele. They put in an Offer to Purchase and started to prepare for closing. Then, a snag. Just before closing the existing owner placed an additional qualification on the sale: he wanted a two-year employment agreement so he could stay on. Concern deepened as they calculated the cash flow once the existing owner’s salary was added into the mix.

They would not be able to run the business with the added expense. They pulled the Offer to Purchase just days before the scheduled closing.

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WEALTH MANAGEMENT WINNERS Disappointed by the turn of SECTION events, the SPECIAL ADVERTISING two started researching the cost to build a new location. There were so many reasons not to travel this path; there would be no staff present during the build-out, there would be no place to see patients until the facility was ready, and it was not the turnkey business they had hoped for. Of bigger concern: how would they pay the bank loans if they couldn’t see patients?

They soon realized that the grass isn’t greener when you start from scratch.

The pair decided to hire The Firm to find them a seller. The broker went out “on a wing and a prayer” to talk to six vets who may be close to retirement. Within two weeks, The Firm secured Dr. Goodrich as a client ready to sell his practice. Within 24 hours of listing, Dr. Mongan and Dr. Gardner submitted an Offer to Purchase.

Less than three weeks later, the practice was theirs.

5601 Harrison St. Omaha, NE 68157 (402) 932-5704 SunValleyOmaha.com

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Prioritized commercial clearing that keeps your business operational during snow events.

ELITE SERVICE PROFESSIONALS

ESP Superior quality, exceptional service.

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LA ND SC APES FO R LI FE

53

WEALTH MANAGEMENT WINNERS

“It really saved the deal to move that fast.

SPECIAL ADVERTISING SECTION If we hadn’t taken the leap of faith...we would still be in the 16-year grind of being an associate,” Gardner says.

The biggest challenge that they have faced as new business owners? They laugh and say, “Figuring out where everything is!”

Three employees stayed after the purchase, and out of 1,700 active clients only one has left. “Every day we continue to move up and move forward!”

Abe’s Trash Service, Inc. SALES • SERVICE • RENTALS For Over 60 Years

aha Maga z Om

e’s in in e ag

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a’

W

ah

N

IN

“It is not just a business venture…it is an adventure. We feel happier and healthier.

We landed exactly what we wanted,” says Mongan. The FIRM

az

Om

The advice they would give someone looking to own their own business is simple: Jump! They took a leap based on faith and now they control what comes next.

Bu

ER

sin

•

e s s t o B u sin e

ss

M

ER

It was a learning experience for both of them.They would now advise any vet student to have a plan and know where they are going. If you want to be a partner, get something in writing up front and don’t wait for 16 years like they did. In fact, when they are ready to expand and take on a new associate they will find a person who can be the next owner of the practice.

Quality, Dependable Trash & Recycling Service

N

-Dr. Gardner

B2 B

“IT REALLY SAVED THE DEAL TO MOVE THAT FAST. IF WE HADN’T TAKEN THE LEAP OF FAITH…WE WOULD STILL BE IN THE 16-YEAR GRIND OF BEING AN ASSOCIATE.”

2 012 • W

IN

COMMERCIAL

• Waste Disposal • Rear Load Containers • Front Load Containers • Recycling

RESIDENTIAL

• Dependable Weekly Trash Service • Trash Carts & Recycling Bins • Weekly Recycling

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CONSTRUC TION & CLEAN-UP • Roll-Off Containers • C&D Landfill • C&D Recycling • Green Build Services

Locally Owned & Operated abestrash.com | 8123 Christensen Lane

402-571-4926 Winter 2015

The Firm Deal Review

11

From Fields of Green to Team Green

54

New Opportunity, New City, New Business for Life-Long Farmer

WEALTH MANAGEMENT WINNERS written by Kara Wesely • photography by Bill Sitzmann

SPECIAL ADVERTISING SECTION

Gary Grundmeier

The Deal Review Locations: Services five states CPA Firm: Boone & Associates Owner’s Profit: $766,048 Financing: SBA loan by Union Bank, Cassie Kohl Reason for Sale: Divorce

G

ary Grundmeier knows a lot about hard work. He was born and raised on a farm in northwest Iowa and owned and operated his own farm for over 20 years.

And although he never shied away from hard work, after 20 years he felt like it was time for a change.

“I was looking for brighter opportunities and needed to move on,” Grundmeier says.

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The Firm Deal Review

Winter 2015

His search for brighter opportunities started with selling his farm and researching businesses for sale in the Omaha area.

When The Firm introduced Grundmeier to the Team Green business, he knew it was the right fit. Team Green has been successfully servicing Nebraska and the four surrounding states since the 1980s.

“It was as close to farming operations as I could get in this environment. I like to run crews and fix things,” he says.

And with everything from string trimmers, lawn edgers, big snow plows, street sweepers, and 15 trucks, Grundmeier will be doing a lot of fixing and, more than likely, a lot of running. But, this self-proclaimed optimist is not afraid of the responsibilities and challenges that will come along with owning a ground maintenance business like Team Green.

“If you don’t challenge yourself, you’re not going to gain much. If there were not challenges then everyone would do it,” he says.

The challenges he anticipates are mainly weather-related. With the snow comes long cold days and tired drivers. But again, with his farming background, pressing on through rain or snow is something he is more than familiar with.

Luckily, Grundmeier will have a little help.

He believes he has already fostered a great relationship with Team Green’s general manager and 14 employees. Fostering relationships with employees is something he knows about.

“I enjoy people and like helping people improve themselves. I once had an employee with several personal problems

55

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

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and really helped him improve his life. I’ve helped employees buy vehicles in the past.

I am caring to a fault. I get to be more of a friend than a boss.”

Grundmeier farmed all his life in Storm Lake, Iowa, and at one time owned and operated 2,200 acres, 30,000 hogs, and had six full-time employees.

He was impressed with The Firm Business Brokerage from the beginning of the process and with the way the staff prepared him as a buyer.

“They are an exemplary example of how business should be done,” he says.

The FIRM

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Order at: www.TheRanchBowl.com Winter 2015

The Firm Deal Review

13

Net Worth:

56

An American Dream Cut Short

WEALTH MANAGEMENT WINNERS

written by Cassandra Powers • photography by Portrait Innovations

SPECIAL ADVERTISING SECTION

FOR SALE: DEALER OF RECYCLED CLOTHING & TEXTILES PURCHASE PRICE: $106,000 OWNER’S PROFIT: $63,880 DISTRIBUTION TO: U.S., Canada, & Africa EQUIPMENT & INVENTORY (INCLUDED IN SALE): $58,214 REASON FOR SALE: Death REFERRAL TO THE FIRM: Attorney SUMMARY: It’s the perfect opportunity to get in this business for under fair market value. Buy low, sell high, and go green with this textile recycling business. Purchase used clothes and materials in bulk, at a deep discount and resell them nationwide or world-wide for a nice profit.

This is a for-profit company that collects unwanted textiles and resells them in the U.S. to retail stores and abroad, effectively diverting thousands of pounds of clothing from landfills. Access to inexpensive clothing and fabrics has lead to significant growth for the need to efficiently recycle excess inventory. Textile recycling continues to grow as this valuable asset has become a world commodity with the ability to bail and ship the clothing and textiles right away.

Cassandra Powers

R

uss Soukop had worked at a large corporation in Council Bluffs for a number of years where he gained knowledge in the recycling and distribution of used clothing, textiles, and goods. In 2011 Russ started his dream of business ownership, where the company filled a need in a niche market. The company was off to a successful start and then came the dreaded call that no one wants to be on the receiving end of. Russ had been diagnosed with Pulmonary Disease.

After over a year-long fight, Russ lost his battle. This left his widow, Sandy, with the

company. A company in which she had never worked in or learned about. Sandy set an appointment to see their attorney for some direction on what to do. Her attorney, Matt Saathoff of Saathoff & Associates directed her to see a business brokerage where she could start by getting the company valued.

Upon valuation Sandy decided she would need to sell her late husband’s business.

The company is currently listed for sale and the family is actively seeking a new owner. The family had an estate plan that encumbered a will and a trust along with the legal documents that one knows they

need to have complete. It is monumentally important to not only have your legal documents completed but to have taken the time to write out and explain the inner working of your small business.

Items you should have: a checklist of passwords and logins for email, quick books, financial records, website, vendor, and customer lists. Also, have a writeup for what employees’ responsibilities are within the business, the pricing and bidding guidelines available, and other day-to-day operational procedures.

The FIRM

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Peace

Cash Flow:

An Unedited Buyer’s Perspective

WEALTH MANAGEMENT WINNERS

written by Amy Nelson, Vice President of Diamond Laundry

SPECIAL ADVERTISING SECTION

Todd and Amy Nelson of Diamond Laundry Service

H

ave you ever thought of buying your own business? I never had. I was happy in my safe little box working for someone else and never thought another thing of it.

My husband, on the other hand; he thought about it often. When his job became a little less stable, the time seemed right to him. Suddenly I was receiving emails from him telling me to “take a look at these.” I was scared to death. I was thinking “No, we can’t do this. We don’t know anything about owning a business!” I humored him by going with him to The Firm Business Brokerage to discuss possibilities. A daycare center or a commercial laundry were two of the options presented. A laundry didn’t seem that interesting, and a daycare seemed like too much liability. They were both established businesses and the prices were similar. Maybe the laundry wasn’t such a bad choice.

Next, we found ourselves meeting with one of the owners of Diamond Laundry Service. Jaye McCoy came across as a very decent, honest woman who knew her business and was very upfront with any and all information about Diamond Laundry’s history, including financial history. So far, so good, I guess. Next up is looking into financial backing. We wanted to use our own bank. The broker was up for that, but also recommended a couple of institutions that she had dealt with in the past that were

small business friendly.

Okay, I guess. Let’s see what happens. We then met with Nathan Christ from Access Bank maybe a week later. We talked about ourselves and why we wanted to own a business. He talked about his bank and what they considered to be our best assets. Financials are always tricky.

57

In the end, we got the funding we needed to purchase Diamond Laundry Service. Enter fear! We started second guessing ourselves and started second guessing the business. Ring, ring, ring. Hello Cortney, we are out!

Another meeting with Cortney, and okay, we are calmed down now and we are back in. I think we were back out and back in at least one more time, before we finally reached the comfort zone and were convinced we were doing the right thing.

March 7, 2014, we signed all the papers at Access Bank. What an exciting day! We are now business owners. The best part is, we are not left to our own devices. Bernie and Jaye McCoy worked with us for a full three months teaching us the ins and outs of Diamond Laundry Service.

Fast forward to now. We have owned Diamond Laundry Service for 10 months.

We have come into our own. At least I should say my husband has. Todd runs the day-to-day operations of the business. I still work my in-the-box, safe and secure job, but now there is so much more out there.

It is a big learning curve, but so worth the rewards. Every thought of owning your own business? Maybe you should. The FIRM

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16The Firm Deal Review

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59

BUY OMAHA PROFILES SPECIAL ADVERTISING SECTION

ADDY’S SPORTS BAR & GRILL TIM ADDISON

Over the years we have grown tremendously. When we first started Addy’s, we had 12 employees and only three were full time.

Our bar was in an old building that was built in the late `60s.

Now we have about 40 employees and are running a state-ofthe-art bar and restaurant we built from the ground up.

has paid off. We are now able to give back to our community and nonprofits and it is enriching to be able to donate time and money.

I got started in the business by helping my wife’s cousin part time. He first needed help in the kitchen, which grew to several days a week behind the bar. I was then running a security business that I had started 11 years prior. I really didn’t anticipate owning a bar and grill, but realized it was something I enjoyed…and was not too shabby at doing.

As far as myself, I have been married for 10 years to my beautiful, understanding wife, Megan. We have three amazing daughters, Ava (8), Celia (6), and Molly (3). We are so blessed to have three healthy and happy girls.

Our company is unique. We offer just about anything you would like to enjoy when you go out for a good time. We also really appreciate our customers. We know there are literally hundreds of bars and restaurants in Omaha and we truly appreciate when customers choose to come to our place to spend their time.

At the end of the day, I want to be known for owning, operating, and providing a successful business that my family can be proud of.

When I do get a free minute, I enjoy camping, hunting, fishing, fast cars, drinking a cold one…and, of course, Husker football.

I have a wonderful family that has supported me from day one and has stood behind me through thick and thin. I wouldn’t be who I am with out them.

Thanks and salud!

Our work place is very relaxed and fun. We have a great time with our employees. They are some of the best in the business.

From our amazing management to our awesome cooks, I could not be more proud of our staff and what they have accomplished in making Addy’s one of the best places to celebrate in Omaha. Our staff makes us shine everyday, and I can’t thank them enough.

My greatest accomplishment has to be overcoming obstacles with great success. We had a few bad things happen to us prior to building our new place and we built an amazing new place in a very short amount of time. I am very proud of our hard work and how it

ADDY’S SPORTS BAR & GRILL 14110 “S” STREET OMAHA, NE 68137 402.991.2663 ADDYSBAR.COM

60 |

volume 14 | issue 4

B2B OMAHA MAGAZINE

Securities America Proud to support some of the nation’s leading financial professionals.

Congratulations

Kimberly Kropp of Moylan Kropp Retirement Planning, LLC for being recognized as a top wealth manager in Omaha.

Kimberly Kropp, CFP®, ChFC, CLU Patrick Moylan, CFP®, ChFC, CLU Sean Moylan, CFP®, ChFC, CLU, JD Devin Moylan, CFP®, CPA

www.mkrp.com

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Securities America Inc., a Registered Broker-Dealer, Member FINRA/SIPC. Moylan Kropp Retirement Planning is not affiliated with Securities America.

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WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

NEBRASKA’S NABCAP PREMIER WEALTH ADVISORS ABOUT. The National Association of Board Certified Advisory Practices (NABCAP) is an unaffiliated, nonprofit organization based in Colorado that was created to tackle the daunting challenge of identifying top practitioners, and through the process help reform the public’s perception of the industry and its professional membership. NABCAP currently has a presence in 35 plus U.S. markets.

The nonprofit along with its board of directors developed a formula designed to identify the best practices as determined by NABCAP. Separating and distinguishing the strongest practitioners from the industry’s pool of advisors is a solution with merit. The difficulty lies in the clear need for transparency. “I’m very

interested and concerned about the integrity of the industry,” says Dr. Chuck King, NABCAP board vice president. “Our goal is to make sure that the people who make our list meet our guidelines. It’s not about just hanging out a shingle. One of the reasons I got involved was the need for more scrutiny.” The public requires a reliable, independent resource to provide clarity for their financial decisions.

NABCAP was formed to help clarify the picture. And while NABCAP knows there is no perfect solution, it is committed to promoting higher standards and transparency, which are vital to the long-term success of the investing public. “We’re not just counting assets under management,” says King. “We’re interested in the processes used. And we don’t just take

anybody. This is not a pay-to-play organization.

I’m a big believer in free markets. And what makes free markets work is information, not a lot of regulations. The more perfect the information, the more perfect the regulation.”

METHODOLOGY. The primary focus of NABCAP is to serve the needs of the investing public by helping identify top wealth managers.

NABCAP and its board of directors created an unaffiliated evaluation process in which 20 categories of practice management are assessed. Advisors are invited and/or nominated to participate by submitting an online questionnaire. The multi-step verification process utilizes independent resources to assess the accuracy and truthfulness of the CONT. PAGE 68

PREMIER ADVISORS

NABCAP©2013

Advisory Practice Name

Average Assets Under Management Per Client

Avgerage number of clients per advisor

Advisors to Support Staff

Top Five Specialties

Credentials

City

Bob Kenny RBC Wealth Mgt

$250,000

570

1:1

RP,IM,RS,PM,CM

N/APP

Omaha, NE 402-392-6100

Callahan Financial Planning Company TD Ameritrade Institutional

$ 525,000

38

2:2

RP,FP,IM,EP,ES

CFP

Omaha, NE 402-341-2000

Cambridge Advisors Inc. Cambridge Advisors Inc.

$ 685,000

63

5:1

RP,FP,IM,PM,AM

CLU,CHFC,CFA

Omaha, NE 402-687-1166

PREMIER ADVISORS

NABCAPŠ2013

Advisory Practice Name

Average Assets Under Management Per Client

Avgerage number of clients per advisor

Advisors to Support Staff

Top Five Specialties

Credentials

City

Curnes Financial Group Curnes Financial Group

$ 625,000

91

11 : 3

RP,FP,WP,IM,PM

CHFC,CLU,CFP

Omaha, NE 402-397-5440

Egermier Wealth Management Group LPL Financial

$215,000

117

4:2

RP,FP,WP,CM,AM

CHFC,CFP

Omaha, NE 402-861-9696

Ethen Bagley Group Merrill Lynch

$700,000

149

2:3

RP,FP,IM,PM,CM

CFP

Omaha, NE 402-496-5192

Frank J. Ward First National Investments and Planning

$150,000

300

2:1

RP,FP,SP,IM,CM

N/APP

Omaha, NE 402-602-5128

Furstenau Financial Management LPL Financial

$275,000

337

1:2

RP,WP,IM,PM,CM

N/APP

Neligh, NE 402-887-4302

Harrison Financial Services Northwestern Mutual Investment Services

$2,200,000

60

3:7

FP,WP,IM,EP,CM

CHFC,CPWA,CLU, CIMA,CFP

Omaha, NE 402-892-2302

John "Buzz" Garlock RBC Wealth Management

$2,400,000

135

2:2

RP,FP,IM,RS,PM

N/APP

Omaha, NE 402-392-6138

Kelley Investment Team RBC Wealth Management

$1,950,000

300

2:3

RP,WP,IM,PM,PA

N/APP

Omaha, NE 402-392-6100

Korkow and Associates Merrill Lynch

$ 850,000

113

2:3

RP,FP,WP,RS,RM

CFP

Omaha, NE 402-496-5127

Militti Group Morgan Stanley

$ 3,300,000

42

3:1

PP,RM,EP,ES,CM

N/APP

Omaha, NE 402-399-1513

Moylan Kropp Retirement Planning, LLC Securities America, Inc

$470,000

150

4:1

RP,FP,WP,EP,CM

CHFC,CLU,CPA,CFP

Omaha, NE 402-390-9066

Mundy & Associates NFP Securities

$1,150,000

90

1:1

RP,IM,EP,PM,CM

CIMA,CPWA

Omaha, NE 402-398-1103

The Omaha Group Morgan Stanley

$1,500,000

100

5:2

RP,IM,BP,PM,CM

CIMA,CFP

Omaha, NE 402-399-6141

Slattery & Hruby Group Merrill Lynch

$1,800,000

152

2:2

RP,RM,EP,PM,CM

CIMA,CFP

Omaha, NE 402-496-5109

Union Investment Management Group Union Bank & Trust

$2,500,000

150

11 : 5

RP,FP,IM,EP,PM

CFA,CFP

Lincoln, NE 402-323-1762

Vintage Financial Group, LLC Vintage Financial Group, LLC

$150,000

425

5:7

RP,FP,WP,BP,EP

CFP

Omaha, NE 402-932-7233

Welsh Group Morgan Stanley

$ 950,000

125

2:1

FP,WP,PP,PM,CM

CFP

Omaha, NE 402-399-1541

WEALTH MANAGEMENT WINNERS

01

Carroll Militti-Hacker, Portfolio Manager, Financial Advisor | E.J. Militti, Jr., Portfolio Manager, Financial Advisor | Edward J. Militti, Sr., Senior Vice President, Financial Advisor

THE MILITTI GROUP AT MORGAN STANLEY 13625 CALIFORNIA ST. SUITE 400 OMAHA, NE 68154 402-399-1513 MORGANSTANLEYFA.COM/MILITTIGROUP How do you provide added value to your clientele?

Empowering high net worth individuals and families to achieve their personal and philanthropic goals is the fundamental principle that drives us at the Militti Group.

For more than 50 years*, we have been helping families, foundations, and endowments manage their wealth more effectively and more cost efficient. We are proud to have earned the reputation of truly understanding

our clients—their lives, their plans, their interests—so they may accomplish their goals and leave the legacy they desire.

At the Militti Group, we bring together a unique set of skills, knowledge, and experience that is often difficult to find in a boutique setting today. Founded in 1976, our group is recognized as the oldest Morgan Stanley family practice based in Omaha. An established father-daughter-son team, we understand what it takes to achieve personal and professional goals, while leaving the legacy that financially supports the people and causes our clients care most about. We know the hardships you must face; the decisions you must make. Our loyal service to our local community and to our clients across the country demonstrates our dedicated commitment to providing customized estate planning and philanthropic strategies for people who seek a “total client experience.”

How does your team differentiate itself?

We believe our difference is our personal commitment. Our clients believe, as we do, in the importance of building long-term relationships. They have grown to appreciate our ability to truly listen to them, so that we may clearly articulate their goals and

create a customized roadmap that helps ensure financial success, often over multiple generations. And, above all, they rely on our personal style—which is both respectful and comforting—to help manage their expectations about risk and reward in today’s complex marketplace. We strive to be a client’s confidential and dedicated financial advisor, working alongside other trusted advisors— such as estate attorney and CPA—to provide timely and unbiased advice so to make a difference in their life and the lives of others.

In short, we are committed to earning your trust and helping you grow and protect your assets, while inspiring a level of confidence that enables you to spend less time worrying about your finances and more time enjoying your life and your family.

Morgan Stanley and its Financial Advisors do not provide tax or legal advice. Individuals should seek advice based on their particular circumstances from an independent tax advisor. ©2015 Morgan Stanley Smith Barney LLC Member SIPC. *Edward J. Militti, Sr., 39 years; Carroll MilittiHacker, 12 years; E.J. Militti, Jr., 7 years CRC1281834 10/15

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WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

Vintage Financial Group

VINTAGE FINANCIAL GROUP 14217 DAYTON CIRCLE SUITE 3 402-932-7233 VINTAGEFINANCIALGROUP.COM What is your client mission and how do you provide added value?

Since the beginning of Vintage Financial Group, our philosophy has always been focused on developing long term relationships with our clients. Our clients tell us they truly consider us their financial partner, which is the highest compliment. In focusing on our clients’ long-term needs and objectives, it has been our privilege to develop multigenerational relationships serving the children, grandchildren and parents of our original clients.

How does your team differentiate itself from other wealth advisory groups?

The value we provide our clients cannot be compared to the actual cost of our services.

There are no minimum requirements to work with our firm. Vintage Financial Group believes each person has to start building wealth and financial security somewhere, and our advisors and staff know we can help them be successful in beginning their wealth accumulation plan. We are very clear with our clients about how we make money, and this provides each client with an understanding of our industry, making the process less intimidating.

Another way we differentiate our practice is through our financial planning process.

Vintage Financial Group provides a customized financial roadmap for each individual.

Through a series of questions in our initial meetings, we help individuals unravel their wants and needs, quantify the goals and objectives, and identify areas for concern. In every personalized plan, cash flow, retirement planning, risk management, estate planning and education funding issues are all reviewed

and analyzed. Ensuring those plans are current and include efficient solutions for our clients is a necessary part of our process.

It is truly an honor as advisors to walk alongside our clients as they work to achieve their financial success.

Insurance products from the Principal Financial Group® are issued by Principal National Life Insurance Company (except in New York), Principal Life Insurance Company and the companies available through the Preferred Product Network, Inc. Securities and advisory products offered through Princor Financial Services Corporation, 800/247-1737, member SIPC. Principal National, Principal Life, the Preferred Product Network, and Princor® are members of the Principal Financial Group®, Des Moines, IA 50392. Mindy S. Helfrich, Bradford R. Burwell, Kirstin J. Ricketts, Patrick M. Ricketts Principal National and Principal Life Financial Representative, Princor Registered Representative and Financial Advisor. Vintage Financial Group, LLC. is not an affiliate of any company of the Principal Financial Group.

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

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Shelley Welton, Registered Client Associate, Craig D. Korkow, CFP®, CRPC®, Sam Jorgenson, CRPC®, Financial Advisor

KORKOW & ASSOCIATES OF MERRILL LYNCH

13321 CALIFORNIA ST. SUITE 200 OMAHA, NE 68154 402-496-5127 FA.ML.COM/KORKOW_ASSOCIATES What is your philosophy on what it means to be a financial advisory practice?

To us, it means being consistently recognized as an essential partner in our clients’ financial lives by delivering goals-based investment management and wealth planning services

with the highest level of quality and integrity.

We utilize our goals-based approach through an extensive range of services, based upon our clients’ objectives, and integrate our approach by bringing to light the emotional side of life’s balance sheet. To be a reliable financial advisory practice, we connect with our clients and act as their personal CFO while always working hard every step of the way.

What is the process through which you take each client?

Through a broad range of discussions, we first assess their unique situation at hand in order to establish realistic goals and the strategy by which to reach them while employing particular emphasis on wealth preservation, tax minimization, and risk minimization. We help identify and define specific goal components, such as target value, time horizon, risk tolerance, and priority for each goal at hand.

Together, in the context of their full set of goals, we then implement appropriate solutions. Once a plan has been put in place, we continue to revisit concerns and goals periodically with our clients to track progress toward their desired outcomes, even as life situations change.

Craig D. Korkow, CFP®, CRPC® Craig D. Korkow is principle of Korkow & Associates and is a Senior Vice PresidentWealth Management with Merrill Lynch, Omaha, NE. After graduating Summa Cum Laude in Economics from South Dakota State University and leaving the U.S. Army as a Captain, he joined Merrill Lynch in 2000. Craig specializes in retirement planning for organizations and individuals.

Craig is a Teammates mentor, member of the Knights of Aksarben RCR board, and Founder of the Rough N’ Ready Challenge Rodeo for Children with Special Needs.

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WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

Tim Harrison, MSFS, CIMA, CFP®, CLU®, ChFC®, AEP®, CLTC®, CAP®, CPWA; JoAnne Reynolds, CFP®, RICP; Dalma Seitelbach, RP®; Dan McCoy, MBA, CLTC®; Darla Zumm, CLTC®, Angie Bade; Carla Laurent, Jack McKeegan, CPWA®; Seth Tracy, CLU®, ChFC.

HARRISON FINANCIAL SERVICES 9300 UNDERWOOD AVE. SUITE 500 OMAHA, NE 68114 402-891-2302 TIMJHARRISON.COM Tell us about your business.

Who are your clients?

Our clients are decision-makers and affluent families who typically have multiple advisors (lawyers, accountants, investment advisors, insurance). We understand it can get complicated getting all the advisors together and aligned with the same client goals in mind. The most important needs many of our clients have are to get their advisors to work as a team, to create a written financial plan, and make the plan of action simple and understood by all. We’re here to act as the facilitator of new ideas, action steps, and accountability.

We often help clients identify blind spots of strategies that are currently unknown to them.

How are you unique? What keeps your clients coming back?

By coordinating our clients’ holistic planning, this has allowed us to challenge them and find out what is really important. From there, we can create a disciplined plan to implement holistic tax and risk-efficient strategies to protect and grow their assets. Knowing the “why” of what is important to our clients. It is critical to ensure actions are aligned with goals.

What are some of the major issues facing your clients today?

Retirement income planning is a major challenge. People are living longer, taxes are high, and near-record-low interest rates exist.

Our unique solutions help reduce these risks and provide the foundation for lifetime income.

How would you describe your workplace culture?

Your team members?

Our culture is one of focus and fun. We live our core values of Kaizen (a philosophy that promotes continuous improvement), servant mentality, non‐negotiable integrity, work ethic, and being politely persistent. Team members evaluate each other quarterly on living our core values and key behaviors. We all own daily and weekly metrics, including discussing client feedback, to measure our

results and drive improvements for better service. Our entire team is very involved in the community with The Salvation Army, United Way, Susan G. Komen, Boy Scouts, E.O. Nebraska, University of Nebraska, and Omaha Estate Planning Council.

How has your company grown?

We work through referrals from current clients. Our commitment to exceeding clients’ expectations has created a level of trust that has resulted in great, new client introductions.

Our firm has grown at an average of 35 percent (YOY) for the last four years.

At the end of the day, what gives you the biggest sense of accomplishment? What do you want to be known for?

We want to earn the right to serve as our clients’ most trusted advisors. Our goal is to be recognized as the premier wealth management firm serving decisionmakers and affluent families.

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

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Patrick A. Friesen, CFP® Financial Advisor | Kevin M. Welsh, Senior Vice President, Wealth Advisor | Dawn L. Bonacci, Senior Registered Associate

THE WELSH FRIESEN GROUP AT MORGAN STANLEY 13625 CALIFORNIA ST. SUITE 400 OMAHA, NE 68154 402-399-1541 MORGANSTANLEYFA.COM/THEWELSHGROUP KEVIN.WELSH@MORGANSTANLEY.COM What is your philosophy on what it means to be a financial advisory practice?

We believe: Clear and consistent communication is paramount; our word is our bond; in transparency; investments should not be driven by emotion; CNBC will not change our plan; process and procedure are cornerstone; in managing debt as well as equity; diversification is a key to reducing risk.

What is the process you take each customer through?

Whatever your financial goals—whether to grow your wealth, preserve it, or pass it on

to others—we have developed and refined a comprehensive process to help you.

• Discovery: Discuss your financial goals, hopes, and dreams.

• Strategy Formulation: Create a customized investment strategy based on your specific needs.

• Implementation: Provide a step-by-step investment implementation plan.

• Offer consultation with your attorneys and tax advisors.

• Monitor and Review: Conduct formal reviews throughout the year to monitor your progress.

In your own words describe your practice’s financial planning process: The Welsh Friesen Group has a defined financial planning process. After discovering clients’ current and long term needs and positions, we drill down on areas that need work and then provide solutions for those issues. After implementation, we continually monitor plans to make sure we are on track to achieve goals and expectations.

What are the responsibilities of each individual on the team?

Kevin’s focus is in the capital markets. He buys and sells all of the fixed income for the client portfolios. Along with Patrick, he designs and develops individual strategies for client portfolios. Patrick is a CFP® professional. He and Kevin collaborate on plan design and strategy for each client. Patrick is in charge of implementation and maintenance of the investments and financial plans. Dawn is in charge of all aspects of administration in our practice. Morgan Stanley invests hundreds of millions in capital every day and provides access to the markets, research, private placements, alternative investments, insurance, and lending services. This access helps us implement our clients’ plans and achieve their definition of success. ©2014 Morgan Stanley Smith Barney LLC. Member SIPC. Certified Financial Planner Board of Standards Inc. owns the certification marks CFP®, CERTIFIED FINANCIAL PLANNER™ and federally registered CFP (with flame design) in the U.S., which it awards to individuals who successfully complete CFP Board’s initial and ongoing

How is your team different?

Who We Are: Your investments should not be driven by emotion, left to chance, or exposed to undue risk. At The Welsh Friesen Group, we don’t act on hunches or invest in the flavor of the month. The investment decisions we make for you will be based on a thoughtfully devised process and strategy. We will work with you to define your goals and construct a portfolio that aims to reach them. At The Welsh Friesen Group we have one goal: to help our clients reach theirs.

certification requirements. Morgan Stanley Smith Barney LLC offers insurance products in conjunction with its licensed insurance agency affiliates. Morgan Stanley Smith Barney LLC (“Morgan Stanley”), its affiliates and Morgan Stanley Financial Advisors do not provide tax or legal advice.

The strategies and/or investments discussed in this material may not be suitable for all investors. Diversification does not guarantee a profit or protect against a loss.

CRC 1027519 10/14

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WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

FROM PAGE 61 information submitted by participating advisory practices. NABCAP’s methodology is unique in deciphering advisors because it is primarily objective, not subjective, and helps add transparency for the investor’s benefit. NABCAP takes pride that its list of Premier Advisors is not merely defined by Assets Under Management (A.U.M.), revenues produced or even worse, popularity. Alternatively, NABCAP attempts to identify top advisors regardless of size, firm or affiliation.

Mark Egermier CFP®, Cayleigh Schow, Mike Egermier CFP®, Jake Rehder CFP®, Jerry Egermier CFP® & Debbie Egermier

EGERMIER WEALTH MANAGEMENT GROUP WEALTH ADVISORS 15606 ELM ST., STE. 103 OMAHA, NE 68130 402-861-9696

OMAHAFINANCIALCONSULTANTS.COM What is your philosophy on what it means to be a Financial Advisory Practice?

We feel a deep sense of responsibility, specifically when we’re talking about managing our client’s wealth. By the time we have gone through our goal setting, planning, and investment management process with clients, we not only have a comprehensive picture of their financial situation but a clear understanding of what drives their lives. We listen for financial concerns, analyze their individual situations, propose realistic financial strategies, and will continually monitor the progress toward their goals. Our services are offered in a transparent, cost effected manner by

four CERTIFIED FINANCIAL PLANNER™ professionals.

What is the process through which you take each client?

As CERTIFIED FINANCIAL PLANNER™ practitioners, we have built the six step financial planning process into our practice. We begin each of our client relationships with a complimentary consultation to gather our client’s information and to establish goals and objectives. We then analyze their current financial situation and develop a financial plan based on the client provided information, our firm’s current research and expertise, while using their goals as a compass. We will then present them with the plan and discuss our investment management recommendations. After the plan is in place, we continually monitor and assess it to ensure that it remains aligned with our client’s unique needs.

Securities and Advisory Services offered by LPL Financial, a Registered Investment Advisor. Member FINRA/SIPC. Award based on evaluation of twenty different practice categories such as experience, credentials, assets under management, fee structure, and philosophy among other factors.

CONSUMER USE. Even though NABCAP’s vetting process is comprehensive in evaluating advisors, every single practice on the list most likely will not fit you the investor. The list of advisory practices is in alphabetical order; NABCAP believes there is not one perfect practice for every investor out there. The first step recommended by NABCAP is to narrow down the list of practices by average client size. It is recommended you select practices that have an average client size of ½–¼ the size client you would estimate yourself, family or business to be. For example, if you have approximately $2 million of investable assets then identify practices with an average client size of $500K-1million. This way, you fall within the top 20% of a practice’s entire clientele. This increases the probability you receive the practice’s top shelf service, care and attention.

In addition to narrowing down the field of practices by average size client, it is recommended you also reference the practice’s top 5 specialties and designations to assure they are equipped and focused on handling your individual needs. Try to select at least 3 practices to interview for different personalities, service models and practice methodologies.

NABCAP’s focus is to provide objective differentiation between financial advisory practices and through their evaluation process to help add transparency to the Financial Services Industry. Even though the NABCAP Premier Advisors’ list is comprehensive it should not be considered exhaustive and the following disclaimers should be considered: [a] To ensure the best interests of the investing public, NABCAP does not accept financial support from advisory practices, financial institutions or the media in exchange for beneficial reviews, rankings or industry insight. NABCAP is not affiliated with any advisor or financial institution participating in the survey. [b] Selecting a NABCAP Premier Advisor is no guarantee as to future investment success nor is there any guarantee that the selected financial advisory practice will be designated as a Premier Advisor by NABCAP in the future. [c] The inclusion of a financial advisory practice on the NABCAP Premier Advisor’s list should not be construed as an endorsement of the financial advisory practice by NABCAP or Omaha Publications.

WEALTH MANAGEMENT WINNERS SPECIAL ADVERTISING SECTION

[d] Although NABCAP invites all advisors in a market to participate, the final decision lies with the advisor and as such there may be advisors who would qualify but do not appear on the list as they chose not to participate and if they were included some advisors on this list would not have been included. [e] NABCAP screens candidates for regulatory compliance issues: checks and balances are imposed to limit the inclusion of an advisor with a negative regulatory history or multiple client complaints. These checks and balances include: (i) NABCAP requires financial advisors to be registered/licensed financial advisors in good standing with state and federal regulatory bodies. In addition NABCAP requires financial advisors to be in compliance with their respective broker/dealer or affiliated representation (ii) NABCAP reviews each financial advisor and support staff’s U-4 or ADV to verify their employment and compliance record. (iii) If an advisory practice makes the list with a settlement on their record we recommend that investors inquire with the advisory practice as well with their supervisor for the nature of the settlement. [f] The supervisor survey is structured to make it equally easy for a respondent to give negative or positive responses and the method of calculating results incorporates both negative and positive survey responses [g] NABCAP does not perform subjective analysis of the survey results but assigns numerical ratings based on questionnaire and survey responses, as well as third party verification. [h] 3500+ direct contacts were made via email and mail in Nebraska and (INSERT YOUR PRINT CIRCULATION NUMBER) indirect to subscribers for participation/nomination of participants. Premier Advisors list will not exceed 3.5% of each market’s financial advisory practices [i] NABCAP created the methodology and process. Rank Premier Advisors is contracted to administer the evaluation process. [j] All advertisements in the special advertising section were sold exclusively

by Omaha Publications and not endorsed in any way by NABCAP.

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NABCAP VIEWPOINT: As impossible as it may seem, the U.S. population has experienced some slight growth on the heels of the second worst recession this country has ever experienced. According to CapGemini’s World Wealth Report 2011, the population of High Net-worth Individuals in North America has risen 25% since 2008. Even considering this slight incline in personal wealth, the fundamentals on the current US economy are still in an unstable state with talks of possibly entering another recessionary period. It remains critical that investors are able to identify quality wealth managers to assist them in weathering these challenging market environments. NABCAP’s objective research has proven to identify quality practitioners in over 35+ US markets since the recession.

The National Association of Board Certified Advisory Practices (NABCAP) was created in 2008 by it’s board of directors — representing industry insiders, investors and non-industry professionals — with over four years of research and interviews with investors and advisors. One of NABCAP’s main objectives is to hold the investment advising community to a higher standard, said Chuck King, NABCAP board vice president and dean emeritus of the School of Business and Leadership at Colorado Christian University. To ensure the best interest of the investing public, NABCAP does not accept financial support from advisory practices, financial institutions, or the media in exchange for beneficial reviews, rankings or industry insights. “This isn’t a money-driven effort,” said King. “It’s designed purely to provide information to investors and not to line someone’s pocket. Until financial advisors and banks and everyone else begins to police themselves we’re going to have problems. It’s essential that markets are operating properly for a free enterprise system to work.”

The nonprofit organization is achieving its overarching goal of empowering the investing community by adding transparency to financial services industry.

NABCAP Premier Advisors lists are a powerful reference for investors to identify the top wealth managers in their local market. Each market varies in size and is based on participation. Neither advisors nor firms pay to participate. With over 400,000 registered investment professionals nationally NABCAP has their work cut out for them. The nonprofit plans to expand it’s footprint to even more US markets in the immediate future. Below is a chart of the current markets open to participation for advisors, and investors, you the reader, to utilize the research for better informative decisions towards personal financial needs. To learn more about NABCAP please visit www.NABCAP. org or email info@nabcap.org

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B2B OMAHA MAGAZINE

FEATURE | BY CAROL CRISSEY NIGRELLI PHOTOGRAPHY BY BILL SITZMANN

NOT BUSINESS AS USUAL HOW TERRY MOORE HELPED CHANGE THE POLITICS OF LABOR Some things just don’t mix very well: oil and water, Red Sox and Yankees, the Kardashians and modesty. Labor and management might wind up on most lists, but not here. Not in Omaha.

For almost 40 years, union workers, business owners, and civic leaders have changed the landscape of the Midlands by developing, nurturing, and realizing projects together. This alliance, unique for an American city of any size, didn’t occur by chance. It began as a calculated move

by Terry Moore, long-time president of the Omaha Federation of Labor, AFL-CIO. “The one driving thing that benefits workers, business—everybody—is economic development,” declares Moore, 71. “But I knew in order for that to happen, I had to change the image of labor in this town.”

When Moore first ran for president of the Omaha Federation in 1976, he was already well-known in the labor movement. Like so many young men of his generation who grew up in South Omaha, Moore followed his older brothers and father into the thenthriving meatpacking business right out

of high school in 1961 because “those plants paid the best wages in town.” He got his union card the very first day.

“My father, Charlie Moore, was actually management at Swift & Company. He was the night supervisor and everybody loved him,” says Moore. “But he said to me, ‘I want you to join the union to protect your rights, son.’”

Around the same time, Moore became involved in South Omaha politics, stumping for candidates “of both parties, whoever supported labor.” Moore got to know a lot of people on the campaign trail and realized that, to many of them, labor was still stuck in the stogie-chewing, belligerent, wiseacre era.

“So I started wearing three-piece suits,” he says, “and I purposely got to know powerful labor leaders. I told them we were misunderstood, that we came across too confrontational. I said we needed to reach out to business. They heard me and knew it was time for a change.”

Moore won the union election in 1976 with more than 70 percent of the vote.

With characteristic Irish charm and energy, the diminutive Moore wore his nice threads CONT. PAGE 7 2

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Terry Moore

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FROM PAGE 71 to every breakfast, lunch, and dinner in those early years, shaking hands with business leaders and exchanging ideas on how to develop downtown Omaha—with labor as a leader. Many of the close friends he made so long ago are gone, but other friendships endure and have proven invaluable.

“I got to know Terry Moore in the ‘70s when he helped a group of us get the riverfront developed,” recalls Mike Yanney, longtime Omaha investment banker and philanthropist. “He’s trustworthy and very capable and knows how to follow through on a commitment. I couldn’t be more honored than to talk about Terry Moore.”

The two men most recently collaborated with government and business leaders to develop the new $323 million cancer research facility on the University of Nebraska Medical Center campus, set to open in 2017 with a projected yearly payroll of $100 million. But they made their first economic footprints along the Missouri River.

“The first step in cleaning up downtown Omaha was creating the Central Park Mall, now known as the Gene Leahy Mall,” says Moore. “The second step was to keep ConAgra Foods in Omaha by building their new campus. Step three was the arena. And the rest is history.”

By the time the arena, now known as CenturyLink Center Omaha opened in 2003, Moore had amassed a resume filled with honors, awards, community service citations, and six pages listing labor, education, arts, charitable, and business affiliations. Equally impressive are the millions of dollars in charitable projects union workers have done pro bono through the years, including the fountain on the Creighton University campus; the Potter House, where families of children who need transplants can stay; and the annual Tree of Lights for the Salvation Army.

“Terry is an Omaha treasure…an icon in terms of building bridges between companies and labor,” says Steven Martin, President

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For more than 35 years, trusted on these and many other projects ... and CEO of Blue Cross and Blue Shield of Nebraska. “He’s an innovator in bringing labor and management together in unique training and regulatory compliance programs.”

As Moore sits in his office at union headquarters at 6910 Pacific St. surrounded by trophies, awards, and pictures taken with every U.S. President since Jimmy Carter, he admits it’s tough keeping unions strong in this day and age. In 1976, Moore had 35,000 members in his organization. Today, that number is 25,000, which “isn’t bad,” he says, “considering the jobs lost when the packing plants left and other jobs were shipped overseas. But it goes well in Omaha.”

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He has spent a lifetime fighting for equitable wages, hours, and benefits for his workers. But Moore’s own life has been beset with sadness.

His wife Tania suffers from an incurable neuromuscular disease. Moore leaves the office early to be at her side, an act of devotion played out every day for years. His oldest child, Tawni, was 28 when she suddenly died in her sleep—cause unknown. She left behind a 5-year-old son. His beloved granddaughter, 10-year-old Lita Virgilito, died in 2003 when her family’s rental home just south of Harrison Street caught fire.

Moore says if his faith hadn’t been so strong, he would have never gotten over the grief.

His only son, 45-year old Terry, Jr., was born with Williams Syndrome, a rare genetic disorder characterized by learning disabilities and heart problems. But Terry is his father’s great joy and constant companion. The two can be seen every Sunday taking up the collection at St. John’s Church at Creighton.

Moore plans to run again in January for another three-year term as president of the union. With the energy of a man half his age, he still has the fire inside to do right by his workers, do well by business, and do good work for his community.

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COVER FEATURE | BY JUDY HORAN PHOTOGRAPHY BY BILL SITZMANN

KAREN LINDER THE (ACCIDENTAL) RENAISSANCE WOMAN According to dictionary.com, a Renaissance woman “has acquired profound knowledge or proficiency in more than one field.”

Karen Linder has nailed it as a scientist, business leader, author, and artist.

A look at printing that makes three-dimensional objects shows abundant possibilities. 3D is used for fine arts, medicine, in manufacturing prototype parts, and by architects to recreate retro items no longer available.

Linder’s dream to become a music teacher received little encouragement from her teachers at Lincoln Northeast High School.

So when she learned that a biology class was being held in the school’s only wing that had air conditioning, she wandered into a “cool” vocation as a scientist.

A prime example of how 3D printing works comes from an island in the Mediterranean Sea. Creighton University archaeologist and professor Erin Averett unearthed rare objects in Cyprus that could not be removed from the country. Her problem was solved when Tethon 3D recreated them in three dimensions from digital photos provided by the innovative archaeologist.

Her career as a cytotechnologist studying cells at the University of Nebraska Medical Center included founding and directing the UNMC School of Cytotechnology. That experience gave her confidence to start her own company, Heartland Pathology Inc. She sold Heartland Pathology in 2011 after 10 years to pursue other activities. She later founded Tethon 3D with her husband, Dr. James Linder. The 3D printing company began commercial operations in March 2014.

But Dr. Linder had little time for their new company after he was named interim president of the University of Nebraska system that year. She took the lead as president and CEO of the 3D printing company.

An entrepreneur herself, Linder is an “angel investor” for other entrepreneurs. She and her husband seed startup companies through their investment company, Linseed Capital. The Linders look for innovative ideas with high-growth potential.

“One in 10 startups gets to the level to be successful enough to make up for the other nine, according to national statistics,” she says. “We hope to do better than that for our companies.”

One of the first investments for Linseed Capital when the business started in 2008 was in SkyVu Entertainment,

CONT. PAGE 76

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volume 14 | issue 4

B2B OMAHA MAGAZINE

76 THE WOMEN OF BERKSHIRE HATHAWAY In 2011, Karen Linder was attending the Berkshire Hathaway shareholders meeting in Omaha when she had an epiphany. Why are there so few female CEOs in corporate America?

Only 4.8 percent of Fortune 500 CEOs are women; only 16.9 percent of corporate board members are women.

After mulling over the idea, the Omaha business leader wrote The Women of Berkshire Hathaway: Lessons from Warren Buffett’s Female CEOs and Directors. Linder’s book was rushed to print in time to sell at the 2012 shareholders’ meeting.

She found that none of the six women CEOs she profiled blamed gender discrimination when confronted by obstacles.

“They don’t victimize themselves,” says Linder. “If you feel like a victim, you lose power. All had a high level of selfconfidence. They were not afraid to break through barriers and try new things.”

She subscribes to the idea that “groupthink” limits the growth of companies and makes a case for diversity. “A homogenous board of directors thinks alike. If you don’t have diversity, the board doesn’t encourage innovative decision-making.”

Linder says she learned when writing the book that Berkshire Hathaway CEO Warren Buffett supports corporate women. She points out that he was the only man at the 2011 Fortune Most Powerful Women Summit.

Success for women means paying it forward.

In her book, Linder quotes Madeleine Albright, the first female U.S. Secretary of State: “There’s a special place in hell for women who don’t help women.”

FROM PAGE 71 a company that makes video games. Linder serves on SkyVu’s corporate board.

Linder discussed the company with B2B over a latte and a vanilla Diet Coke in Aksarben Village, just a few doors away from where the start-up company is now housed. Ben Vu founded the company with his brother, Hoa, in the basement of their Vietnamese immigrant father’s home. At press time, SkyVu’s Battle Bears game had 36 million downloads.

Linder says Ben Vu is the type of entrepreneur they are looking for, one with a good education, skill sets, and experience in his field—he once worked on Hollywood animation projects.

“We like him,” she says. “Ben Vu is very talented and has the level of common sense that we seek to make an investment.”

Linseed Capital also has persuaded companies to move to Nebraska by offering funding and less expensive startup costs.

Bulu Box moved from San Francisco and Travety moved from New York City.

The Linders are members of the Nebraska Angels, a network of investors that meets and evaluates applicants.

She also serves on a committee that reviews grant proposals for Women Investing in Nebraska (WIN), a philanthropic organization initiated by the University of Nebraska. Funded by members, grants of about $80,000 each are earmarked every year for a Nebraska nonprofit and for a University of Nebraska project.

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The lack of encouragement and a “cool” biology classroom that drew her away from music in high school hasn’t stopped Linder’s love for the arts. She is a painter, a sculptor, and a writer.

She serves on the board of directors of KANEKO and the Museum of Nebraska Art in Kearney. Linder also serves on the board of governors for her alma mater, Nebraska Wesleyan University.

What would successful businesswoman Karen Linder tell her 16-year-old self? “Don’t worry about what others think. Don’t dumb yourself down. If you’re strong in math skills, don’t be afraid people won’t like you.”

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ON THE RISE | BY KARA SCHWEISS | PHOTOGRAPHY BY BILL SITZMANN

ARBOR STREET STUDIOS PAINTING THE TOWN Sometimes the old becomes new again, and Arbor Street Studios is bringing oldschool, quality craftsmanship to local shop windows, building exteriors, business interiors, eateries, and drinking establishments.

“People are valuing that quality now, in a different way,” says artist and owner Sharon Davis.

“Simply put, it’s hand-painted signs and hand-drawn chalkboards,” she says of her new venture. Davis launched the business in June, but she’s worked in various aspects of the field for over 20 years.

The Western Pennsylvania native has called Omaha home for 12 years. Her business is named after the street on which she lives with husband Evan and their three children, but the studio is housed out of co-located space along Maple Street in the heart of thriving Benson. Not that Davis spends much time in the office anyway; the nature of her work takes her to sites all over the metro.

Sharon Davis of Arbor Street Studios

“I think that Omaha is so welcoming to young people going out on a limb and saying, ‘I’m going to give this a try’,” Davis says.

“I’m an artist first, so this is a way to make money doing art. It’s a huge blessing to be able to still be creative but make a living.”

Soe of her more familiar work now adorns such spaces as Benson Brewery and the neighborhood’s Aroma’s Coffeehouse. Further south in Midtown, she’s helped to establish a brand at the new vegan eatery hotspot,

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The self-described hands-on learner picked up the fundamentals of her craft through a high school/vo-tech school cooperative program. “I spent half the day in class and half the day honing my art skills,” she says.

“My first job right out of high school was running a sign shop at Wegman’s [a grocery store chain]. I was there about five years and did 150 chalkboards per week.”

Davis is as much an artisan as she is an artist. Most surfaces need priming and some pigments work better than others on certain backgrounds, she explains. Chalkboards “are all math”, which means measuring out each letter and using grid paper to execute a composition.

“It’s not just ‘Will it fit?’ but how will it fit and be readable and attractive and still leave you some negative space.

There’s a lot to take into account.”

Her signs go up on both indoor and outdoor surfaces, and that fact poses its own unique set of challenges.

“There’s science to it, too,” she says. “Certain paints work better in warmer weather. Certain paints have a viscosity that is better for brick or for windows. What kinds of thinners work in different paints, and how much to use?”

Through collaborative projects with other local sign artists, Davis has learned some new stenciling and projection techniques that have allowed her to expand her services.

“Being able to work with other people who have that experience and have been trained under apprenticeships and schooling, it’s been eye opening,” she says. “And it’s progressed my business a lot. I’m madly in love with learning all about it.”

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BRAND REBRAND | BY ELIZABETH MACK | PHOTOGRAPHY BY BILL SITZMANN figured if we’re going to have a grand opening event for the showroom, it made sense to announce the name change at the same time.”

Once the decision to move forward was made, Sigma Corporation was hired as general contractor to oversee the architectural layout of the showroom. Corporate Three Design was brought in to design the new logo.

Leading up to the opening, Envoy helped with the advertising and marketing, but most of the launch was handled internally.

Funk admits that the shear amount of coordination and planning of the launch was a lot to bite off for his internal team, who began planning well over a year in advance. “When you look at a logo or name change, you have to consider every piece of literature, every internal document, business card, every piece of stationary, every fax letterhead, every price sheet, signage. Every piece of material has to be coordinated.”

BRAND NEW AGAIN HOW REBRANDING REENERGIZED LUMBERMEN’S HEARTH AND HOME

Evolution is part of business. Change is good— required—for long-time businesses if they want to keep pace with the competition. Jeff Funk, president and CEO of the newly rebranded Fireplace Stone & Patio (formerly Lumbermen’s Hearth and Home), understands this. “It’s been something of a reinvention for us,” Funk says.

Lumbermen’s has been a mainstay of the Omaha building community since 1932, when Jeff Funk’s great grandfather opened the first Lumbermen’s at 11th and Farnam streets during the Depression. They’ve since gone through several name and location changes, but their decision to do a total rebrand finally came to a head when they decided they needed more than a name change.

“A confluence of reasons came together to really make the whole rebranding make sense,” says Funk. “We’d been discussing the idea of a name change for 10 or 15 years. But our building was really showing its age and in need of remodeling. We wanted to gut the interior and remodel the building, and we

For those considering rebranding, Funk suggests to consider the logistics, make a list, and prioritize. “We looked at the opening date and worked backwards. When do we want to start faxing with the letterhead? When do we want the business cards in hand? The credit applications? When do we want this or that to drop? Depending on the scope of the project, it’s quite an undertaking.”

While the rebranding has been a shot in the arm for the long-time business, Funk admits there was a bit of sentimentality attached to the history of the fourth-generation, familyowned brand. “My father, Dale, was open to the idea of rebranding, as it had been tossed around for years. Initially I thought I felt more sentimental about it than my father, but he finally admitted it was hard to let it go.”

While rebranding can be emotional as well as a logistical nightmare, the results can super-charge staff as well as attract new customers. “It’s definitely re-energized us, Funk says. “From the old to the new.”

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omahamagazine.com WINTER 2015 |

BUSINESS ETHICS

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BY BEVERLY KRACHER, PH.D.

A DREAM INTERVIEW WITH THE CEO OF GENERAL MOTORS Mary Barra runs General Motors. She worked her way up and earned the title of CEO in January, 2014.

We all know what happened after that. In April, and three more times since then, Barra was called to Congress to testify about faulty ignition switches in GM vehicles linked to 13 deaths. What has become clear from these investigations is that the GM culture is bureaucratic, and to say the least, ethically challenged. There is no accountability built into the behemoth.

Any business ethicist would celebrate with chocolate-coated strawberries and champagne if she scored an interview with Barra to learn her plan to turn GM’s ethical culture around.

Well, I can’t drink the champagne yet because I haven’t gotten that interview. However, I’ve decided to craft an imaginary interview to allow Barra to channel her plan through me. ………………..

Bev: Thanks for this opportunity, Mary.

From seasoned business leaders to young professionals, we all want to hear you talk about what you are doing at GM. Mary: Happy to be here.

Bev: Experts say that your challenge is to change GM’s ethical culture.

What is culture, Mary?

Mary: Organizational culture is to employees like water is to fish. It’s all around us, it keeps us alive, but if we don’t look for it, it is invisible to us. But once we recognize it, we realize it is essential to our lives and work.

Bev: How would you describe GM’s ethical culture when you took the role of CEO? Mary: In a large firm, we need effective processes. But we had developed a culture where we have process for the sake of process. An issue would go from one committee to another to another. And we had no accountability.

There was no resolution. The issue would just die. The buck didn’t stop with anyone.

Bev: How are you going to change that?

Mary: One of the best ways to affect ethical behavior is the use of moral words. Really brings intentionality to our ethics. So I’ve developed a tactic where I practice using the word “accountable” at least five times a day when I’m talking to staff, vendors, and the like. I even keep track of it on my calendar.

by mirrors that are strategically placed.

In order to focus on accountability, we are posting mirrors across our workplaces with the message “The buck stops here.”

Bev: Can’t wait to hear how the strategy works.

Say, one final question before you go. Do you think GM’s culture would have been any different if you were headquartered in Omaha?

Mary: Well, I know that one of the identified Omaha core values is accountability. I think it would have been front-of-mind for us if we were headquartered here. So yes, being Omaha-based would have made a difference.

Bev: Thanks again for your time, Mary.

Mary: It was a pleasure.

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Bev: Really? That seems a little corny.

Mary: Corny is good when it works, Bev. And it works.

Bev: What else do you do to drive accountability?

Mary: Well, I love thinking out of the box. So I thought of having our creative group develop an accountability cheer that we can all do before team meetings. But that idea is really corny.

Bev: Yeah…even I think that’s over the top.

Mary: And there is another concept we are rolling out…it’s the mirror strategy. Research indicates that the feeling of invisibility that contributes to acts of fraud and embezzlement can be mitigated when people are confronted

Beverly Kracher, Ph.D. is the Executive Director of Business Ethics Alliance, and the Daugherty Chair in Business Ethics & Society at Creighton University.

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THE KNOW-IT-ALL

THE PERCEPTION OF VALUE CONUNDRUM The backbone of the American economy is the small business owner and those employed by them. Businesses that often are ignored by the mass media. Businesses that provide valuable services and products upon which Americans rely. Flying below the radar, they are the nose-to-the-grindstone folks that make America what it is. Yet, for all that effort, for all that productivity, it is the glamorous businesses that suck the oxygen from business media coverage or investor valuation.

Much like the fixation on certain personalities, there are the high-profile businesses most are drawn to when making investment decisions. Take two of these businesses as examples: Amazon and Tesla. Amazon, who developed a business model that turns local retailers into showrooms has for 40 years influenced American retail in ways matching Wal-Mart. Yet Amazon stock sells for about

150-times earnings, while Wal-Mart stock sells for only about 13-times earnings. Yet Amazon earns a razor thin margin of about 1/2 of one percent while Wal-Mart hits over 5 percent. Celebrity status wins here.

How about the darling of the automotive media, Tesla Motors? It has developed a business model dependent on government subsidy. From the amazing extraction Nevada taxpayers will incur to create a battery facility east of Reno to the taxpayer-subsidized losses of about $18,000 per car sold, it’s all in the name of the environment. Tesla has an anticipated price-earnings ratio of about 288. But if there are only losses, how does one quantify that? The stalwart Ford has averaged a ratio of 8 over the last five years. Toyota offers a 9-times earnings stock price. So what gives?

Celebrity status wins here too.

Let’s now consider the Alibaba IPO. The Chinese company tries to offer an

Amazon experience but instead is merely a manufacturer showroom. Alibaba didn’t even qualify for a listing on the Hong Kong exchange, yet the ICE-owned NYSE says “Sure, bring it on.” Hyped as being the new Amazon, Alibaba investors are being suckered into buying stock in the shell company located in the Caiman Islands.

Sure seems like a bait-and-switch deal to me.

Celebrity status, solid future value, or pumpand-dump? To me it seems that a prudent investor would stick to the basics of real profits today over the hype of alleged future value.

Maybe this all is why so many find comfort investing with Berkshire Hathaway. There’s something to be said about investments in real companies that produce real services and products that generate real profits.

What if your local small business was able to be valued at 150 to 288 times earnings?

I suspect that every small business owner would cash in and then start a new venture.

In this world of celebrity mania and the perception of fame, is there a lesson for the small business owner? Maybe the better question is how does a business owner capture the imagination of the public? How does one become a celebrity business? A way to amplify the years of sacrifice and hard work, leveraging that into added value for the company?

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