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FE AT URES special section NABCAP Premier Advisors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 feature Omahans Should Be Proud of Progress. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 feature Buy Omaha Profiles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 cover feature Omaha Restaurateur Greg Cutchall. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 feature The Gupta Way, Database 101. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 feature STEP Group Ups Experiential Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
omAHA! Mapping Your Genealogy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 how i roll Larry Kavich, “Patina Porsche”. . . . . . . . . . . . . . . . . . . . . . . . . . . 10 arts & entertainment Riverfront Place. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 social media Do You Need a Social Media Policy?. . . . . . . . . . . . . 15 omAHA! PaySAFE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 in the office Hayneedle’s New Home. . . . . . . . . . . . . . . . . . . . . . . . 40 know-it-all 20th Century: The Bloody Quest for Utopia. . . . . 42
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office furniture Make First Impressions Count with Quality Office Furniture . . . . . . . . . . . . . . . . . . . . . . . . . . 44
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Page 26
business ethics Support Moral Hygiene . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
In our Fall 2011 issue of B2B Omaha magazine, we misidentified the founders of Proxibid. We regret the error. The three founding members are Andrew Letter, Andrew Liakos, and Ken Maxwell. Check us Out on Facebook and Find Out How to Subscribe and get a 50% discount. Search for Omaha Magazine. www.ReadOnlineNow.com
B2B Omaha Magazine • Winter 2012 5
omAHA! S tory by W en dy Tow n l e y • Ph otos by m i n orw h i t e s t u d i os .co m
Mapping Your Genealogy? There’s an app for that
RestingSpot app founders Scott Kroeger, at left, with Brett Atlas: “People have an incredibly emotional connection to what we are doing.” 6
B2B Omaha Magazine • Winter 2012
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Struggling in these difficult economic times?
We Can Help!
T
he advent of social media
has connected everyone in ways never imagined. No longer are the whereabouts of middle-school classmates or former neighbors hidden forever. Typically, a quick search on Google, or a few clicks on Facebook, will at least start a modern-day scavenger hunt from the comfort of a home computer. Now, take that technology and consider what it means for genealogy; the possibilities and potential only seem to expand from one keystroke to the next. Enter the new smartphone application (or app) RestingSpot. Launched earlier this year by Omaha friends Brett Atlas and Scott Kroeger, the RestingSpot app is designed to easily and rather effortlessly connect family members and friends with departed loved ones based on their final resting places in cemeteries around the world. Users of the free RestingSpot app — designed for both the iPhone and Android smartphone platforms — can add the final resting places of their loved ones to the global directory, along with special details about each person. When a loved one’s location is added via the smartphone app, a linked profile is automatically created on the RestingSpot website (www.restingspot.com). Each RestingSpot webpage contains the person’s exact location, down to the precise GPS coordinates within the cemetery. Additionally, each person’s RestingSpot webpage can become a virtual home where family members and friends can converse and connect on birthdays, anniversaries, and other meaningful holidays and events. Atlas, who holds degrees from the University of Kansas and John Marshall Law School, began developing the idea for RestingSpot after spending some 45 minutes searching for his grandfather’s headstone in a Chicago cemetery. He then contacted Kroeger, a graduate of DePauw University, about partnering on the project. “Our goal has always been to create a platform that preserves and cherishes the memories of loved ones for generations to come,” Atlas says. >>
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B2B Omaha Magazine • Winter 2012
As of early November, more than 3,500 resting spots have been added to the global database via the smartphone app. Since the iPhone version of RestingSpot was launched in August 2010, more than 600 users have downloaded the app; and more than 200 Android users have downloaded the app since its September launch. “People have an incredibly emotional connection to what we are doing,” Atlas explains. “We have connected with genealogists across the country, and those who are starting to better document their family history.” Atlas and Kroeger have become active on Facebook, Twitter and the RestingSpot blog to document the stories of people using RestingSpot around the country. Additionally, Atlas and Kroeger have been busy with Project RestingSpot. The two have created a lofty goal for their users: to obtain the exact location of every headstone in every cemetery across the United States by Memorial Day 2013. They have been busy recruiting project leaders and team members, armed with their smartphones in cities both big and small, to map their local cemeteries and add the data to the growing RestingSpot database. “We want to capture this important data because it is meaningful to so many people,” Atlas adds. “There is something extremely powerful about taking on a project that has never been done before. But most importantly, we want to have this data available for everyone to use, now and in the future, for generation after generation.” www.OmahaPublications.com
Businesses Are Buying Smarter The All Makes team is trained to help you make design and furniture purchases that fit your office atmosphere, your work style and your budget. Visit All Makes’ 165,000 sq. ft. showroom to see the latest in new office furniture, pre-owned office furniture and business machines.
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how i roll S tory by L i n da Per si g eh l • Ph otos by B H cr a i n e
w h e n k av i c h b r oug h t t h e po r sc h e ou t o f s t o r ag e , i t h a d 6 3 , 0 0 0 m i l e s o n t h e odo m e t e r , a n d a l l o r i g i n a l pa r t s .
Larry Kavich
L
“Patina” Porsche
arry Kavich is, admittedly, a creature of habit and somewhat resistant to change. The now-retired CEO/president of the Omaha fourth-generation family-owned All Makes Office Equipment, eats the same breakfast at the same table at the same restaurant every day. He’s lived in the same house with his wife of 45 years, Andi, since 1972. He’s worn the same watch, an anniversary gift from his wife, for 38 years. “One could say I like to save and preserve what I have, and surround myself with familiar things,” Kavich said. So it should come as no surprise that, when in Omaha, Kavich’s ‘daily driver’ is a 1991 Mercedes 420SEL four-door sedan. “That car was 20 years old when I got it, with 135,000 miles on the odometer.” When in Scottsdale (he and Andi are snowbirds, fleeing to Arizona for the winter season), his favorite mode of transportation is his 1969 Porsche 911 E, which he bought new when he was 24. After 11 years of driving and some minor rust/paint repair, Kavich put the sports car into storage…for 30 years. When he pulled it out, he found it in vintage condition.
10
B2B Omaha Magazine • Winter 2012
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“Other than the paint, the car is exactly the way it left the factory….the entire interior, motor, upholstery, shift knob…It’s an example of preservation as opposed to a restoration.” The car features mechanical fuel injection and very limited sophistication, Kavich said. “The original push-button radio still works. The heater is controlled by one lever on the floor. There’s no power anything. “And it’s never been detailed or cleaned. It’s essentially a time capsule. The word the auto crowd uses is ‘patina.’” Despite its age, the vehicle drives quite impressively, even without all the electronic aids and computerization of today’s cars. Kavich had the Porsche transported to Arizona, where he now occasionally shows it at local Saturday morning car shows. He also likes to drive it on the beautiful highways around Scottsdale. “Traffic on the open road is minimal, and the opportunity to drive it aggressively presents itself often,” he jokes. “It’s a blast to drive, as you get a great feeling of the road…the noise….the wind.” www.ReadOnlineNow.com
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B2B Omaha Magazine • Winter 2012 11
arts entertainment S tory by Pa m el a S . T h o m p s o n Ph otos by m i n orw h i t e s t u d i os .co m & co u r t e s y o f r i v er fro n t pl ace R i v e r f r o n t p l ac e ’ s l obby, f e at u r i n g t h e c e r a m i c wa l l a r t t i t l e d t h e r i s e a n d d e c l i n e o f l a k e m c c o n a u g h y by j e ss b e n j a m i n .
Riverfront Place Condos + Art Gallery The Bemis Center played a key role in lobby design and as an art consultant for Riverfront Place
B
efore residents moved into the stunning condominiums in Riverfront Place — which sits on the lip of the Missouri River, between the Gallup campus and the Bob Kerrey pedestrian bridge — the sweeping vistas of the riverfront area were enjoyed only from low-flying aircraft. But now residents can take in the astonishing bird’s-eye views from all directions – east across the picturesque Loess Hills, west over the Creighton campus, north to Eppley Airfield and south past Lauritzen Gardens. Inside the 15-story glass tower, the views are equally dramatic, thanks to creative business collaboration between the Bemis Center for Contemporary Arts and the Riverfront Place development. Loretta Carroll, of Carroll Communications, explained that the Bemis Center played a key role in lobby design and also acted as an art consultant for every floor in Riverfront Place.
Hundreds toured Riverfront during “River Dreams” Ben Proctor, sales and marketing manager of Riverfront Place, said the business arrangement between the two entities has worked largely because the two operations share a similar luxury market clientele. To further engage and entice that discriminating customer base, a weeklong public event called “River Dreams” was held in September. Hundreds of visitors were invited into the tower to tour three units featuring unique creations of three local interior design firms complimented with contemporary artwork from the Bemis Center. The design teams included Pam Stanek and Becki Wiechman of Interior Design Firm, who 12
B2B Omaha Magazine • Winter 2012
included artist Colin Smith’s piece, Stride, in their unit; Brianne Wilhelm and Lisa McCoid from D3 Interiors, who included Homare Ikeda’s Rain #2 and Aaron Karp’s Arenal; and Erin Scobaca and Marian Holden from Designer’s Touch, who used Lorey Hobbs’ Oracle and Mary Ann Strandell’s The Road in their unit. Proctor said “River Dreams” successfully showcased the condominiums, the tower’s amenities, the furnishings, accessories, and interior designs, as well as the original artwork. “The relationship we built with the Bemis Center will continue,” he said. To add a touch of history to the Riverfront Place’s modern architecture, Bemis Center Art Sales Manager Erika Meisinger selected historical photographs to be displayed on every floor of the condominium tower. She culled through the Durham Museum’s www.OmahaPublications.com
a pa i n t i n g o n a wood pa n e l by a r t i s t E . T. h a n gs a bov e t h e f i r e p l ac e i n t h e co n do d e co r at e d by t h e d3 interiors team.
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B2B Omaha Magazine • Winter 2012 13
arts entertainment
B e l ow: H i s t o r i c a l p h o t os o f O m a h a l i n e t h e co r r i do r o n a f l oo r o f r i v e r f r o n t p l ac e , a dd i n g a b i t o f n os ta l g i a t o t h e n e w d e v e l op m e n t.
Abov e : p r oc t o r a n d m e i s i n g e r i n a f u r n i s h e d co n do .
14
B2B Omaha Magazine • Winter 2012
extensive archive to find appropriate themes, reaching back into Omaha’s rich and eclectic past, highlighting aspects of the city’s growth and development. The photos feature many Omaha landmarks, including Peony Park, the Livestock Exchange building, Creighton University, the Ak-Sar-Ben Ball Coronations, Union Pacific Railroad, downtown and the Old Market. The Bemis Center also selected local artists’ works for the lobby. Meisinger said the Bemis Center art consultation business has been steadily growing. “We are always trying to push the envelope and open people’s eyes to the current contemporary art world both through our exhibitions programs and through our art sales program,” she said. The Bemis Center’s non-commercial sales program features collections management and museum-quality installation services for a variety of clientele, including individuals, designers, corporations and commercial developments. As an art consultant, Meisinger recommends keeping interior spaces fresh and dynamic. www.OmahaPublications.com
social media S tory by joa n Lu k a s
Do You Need a Social Media Policy?
D
oes your workplace or business need a Social Media Policy? It depends. If
you use social media to help communicate your “brand personality,” do you involve employees in your social media outreach? And on the other side of the coin— do you let employees engage in their personal social media streams during work hours? When using social streams to further business objectives, employees are an asset to your business because they know your products and services better than the customers you are targeting. It would be wise to tap into this expertise. Does this mean you have all your employee experts posting at all times of the day? No. It is best to have one person direct or manage the social stream and be aware of what gets posted and when. You can have several employees post and answer questions, but one person should be the gatekeeper. It goes back to having a solid strategy for your social media outreach. Do you allow your employees to engage in their personal social media streams during work hours? If yes, does the business monitor for disparaging comments made by employees? What if employees say bad things about your business? The National Labor Relations Board’s Division of Advice has issued a report about employees’ use of social media. See www.NLRB.gov. When employees complained about their work on Facebook, the Division found in favor of the employees, citing they were engaged in “protected concerted activity,” discussing conditions of employment with fellow employees. In other cases involving Facebook or Twitter posts, the Division found that the activity was not protected. www.ReadOnlineNow.com
A social media policy should detail what employees can do rather than what they cannot do. The following websites are excellent sources on how to write a policy—on each site, search for social media policies. • www.inc.com • www.mashable.com • www.reputation.com • www.fastcompany.com Social media change rapidly, so it may be best to create a framework instead of a static policy that is too rigid. We can’t go too far and take the “social” out of a social media policy. J oa n Lu k a s ow n s Lu k a s Pa r t n e r s , a P R a n d Fu n d D e v e lopm e n t fi r m b a se d i n O m a h a .
B2B Omaha Magazine • Winter 2012 15
feature
A
Nebraska NABCAP Premier Advisors BOUT. T he Nat iona l Associ at ion 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 twenty 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 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.
Exemplary Wealth Managers Client Education & Customer Service Model
Ethen Bagley Group, Merrill Lynch Financial Planning
Harrison Financial Services, Northwestern Mutual Wealth Management Company Risk Management
The Militti Group, Morgan Stanley Smith Barney See Exemplary Wealth Managers description on page 18
Continued page 18
NABCAP©2011 Avg. $ Assets Under Management per Client
Avg. # of Clients per Advisor
Advisor to Support Staff
Top 5 Specialties & Credentials
City, State Phone #
Bob Kenny RBC Wealth Management
$225,000
470
1:1
RP,IM,RS,PM,CM
Omaha, NE 402-392-6105
Cambridge Advisors Inc. Schwab Institutional
$765,000
47
5:1
RP,FP,IM,PM,AM CFA,CHFC,CLU
Omaha, NE 402-687-1166
Carson Wealth Management Group Carson Wealth Management Group
$3,870,000
75
9:23
IM,RM,EP,PM,AM CFP,CHFC,CPA,CLU
Omaha, NE 402-334-6274
Cibola Group Morgan Stanley Smith Barney
$420,000
64
3:1
RP,FP,IM,RS,PM CFP
Omaha, NE 402-399-6156
Craig Korkow Merrill Lynch
$735,000
175
1:1
RP,FP,WP,RS,RM CFP
Omaha, NE 402-496-5127
Curnes Financial Group Curnes Financial Group
$620,000
91
11:4
RP,FP,WP,IM,PM CFP,CHFC,CLU
Omaha, NE 402-397-5440
Advisor Practice Name Firm
16
B2B Omaha Magazine • Winter 2012
www.OmahaPublications.com
NABCAP©2011 Avg. $ Assets Under Management per Client
Avg. # of Clients per Advisor
Advisor to Support Staff
Egermier Wealth Management Group LPL Financial
$215,000
88
Ethen Bagley Group Merrill Lynch
$600,000
Feltz WealthPLAN Feltz WealthPLAN
Top 5 Specialties & Credentials
City, State Phone #
5:3
RP,FP,WP,CM,AM CFP,CHFC
Omaha, NE 402-861-9696
145
2:3
RP,FP,IM,PM,CM CFP
Omaha, NE 402-496-5192
$650,000
170
5:11
RP,FP,IM,CM,AM CFA,CFP
Omaha, NE 402-691-0200
First National Wealth Advisors First National Wealth Advisors
$3,940,000
91
11:2
FP,IM,PM,CM,AM CPA
Omaha, NE 402-602-8749
Frank J. Ward Ameriprise Financial
$360,000
250
1:1
RP,FP,SP,IM,CM
Omaha, NE 402-391-5400
Harrison Financial Services Northwestern Mutual Wealth Management Company
$1,765,000
60
2:4
FP,WP,IM,EP,CM CFP,CIMA,CHFC,CLU
Omaha, NE 402-891-2302
Jeff Sharp SilverStone Group
$1,790,000
99
1:3
RP,WP,IM,EP,CM CFP,CHFC,CLU
Omaha, NE 402-964-5440
John “Buzz” Garlock RBC Wealth Management
$1,900,000
270
1:1
RP,FP,IM,RS,PM
Omaha, NE 402-392-6138
Ken Koop Morgan Stanley Smith Barney
$285,000
300
1:1
RP,FP,IM,AM,SA CFP,CRPS
Lincoln, NE 402-474-2400
Kerlik, Sadler, Smith & Associates Ameriprise Financial
$175,000
125
4:1
RP,FP,WP,EP,CM CFP
Omaha, NE 402-334-7265
Manarin Investment Counsel Manarin Investment Counsel
$180,000
278
9:10
RP,FP,IM,PM,CM CFA
Omaha, NE 402-330-1166
The Militti Group Morgan Stanley Smith Barney
$915,000
150
3:1
RP,FP,EP,CM,AM
Omaha, NE 402-399-1513
Moylan Kropp RP, LLC Securities America
$315,000
300
2:3
RP,FP,WP,EP,CM CFP,CHFC,CPA,CLU
Omaha, NE 402-390-9066
Mundy & Associates NFP Securities
$775,000
43
2:4
RP,IM,EP,PM,AM CIMA
Omaha, NE 402-398-1103
Mutual of Omaha Bank Wealth Management Mutual of Omaha
$1,150,000
100
6:11
RP,FP,CS,IM,CM CFA,CIMA
Omaha, NE 866-826-3357
Slatterys & Hruby Group Merrill Lynch
$2,000,000
106
3:2
RP,RM,EP,PM,CM CFP,CIMA
Omaha, NE 402-496-5109
Solutions Group, Inc Solutions Group, Inc
$450,000
30
5:1
RP,IM,BP,RM,AM CFP
Omaha, NE 402-991-9670
Union IM Group Union Bank & Trust Company
$3,960,000
60
10:8
IM,FS,RM,PM,CM CFA,CFP
Lincoln, NE 402-323-1538
Vintage Financial Group, LLC Vintage Financial Group, LLC Williams Quinn Heimrod & Associates Ameriprise Financial
$60,000
500
4:7
RP,FP,SP,IM,RM
$1,200,000
48
3:3
RP,FP,EP,CM,SA
Omaha, NE 402-932-7233 Omaha, NE 402-391-5400
Advisor Practice Name Firm
www.ReadOnlineNow.com
B2B Omaha Magazine • Winter 2012 17
feature 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- 1 million. 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.
Exemplary A dv isor Explanation. NABCAP’s objective
questionnaire assesses 20 categories of practice management of all participating advisors and while all the practices on the list this year met NABCAP’s minimum objective criteria, the practices on page 113 achieved exemplary scores in their respective categories. The highlighted categories were selected through NABCAP’s independent investor research which concluded these three areas of practice management were the highest influences in choosing a financial advisor: 1) Client Education & Customer Service Model- This category reflects the actual service model the practice employs and whether they incorporate any education of investments and/or markets to the client 2) Financial Planning- this category reflects what level the practice/advisor implements financial planning when servicing clientele 3) Risk Management–this category measures what systems and policies are utilized to potentially help mitigate and manage the risk of the markets. 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’ 18
B2B Omaha Magazine • Winter 2012
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. [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 [h] 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. [i] 2,500+ direct contacts were made via email and mail in Nebraska and XXX+ indirect to subscribers for participation/nomination of
participants. Premier Advisors list will not exceed 3.5% of each market’s financial advisory practices [j] NABCAP created the methodology and process. Rank Premier Advisors is contracted to administer the evaluation process. [k] All profiles in the special advertising section were sold exclusively by Omaha Publications and not endorsed in any way by NABCAP. Omaha Publications is exclusively responsible for all advertisements. Credentials Index: CEP- Certified Estate Planner CFA- Chartered Financial Analyst CFP- Certified Financial Planner CIMA- Certified Investment Management Analyst CAIA- Chartered Alternative Investment Analyst CPWA- Certified Private Wealth Advisor CHFC- Chartered Financial Consultant CRPS- Chartered Retirement Plans Specialist CLU- Chartered Life Underwriter MCEP- Master Certified Estate Planner CPA- Certified Public Accountant AIF- Accredited Investment Fiduciary Specialties Index: RP: Retirement Planning FP: Financial Planning EP: Estate Planning SP: Special Needs Planning PP: Philanthropic Planning BP: Business Planning WP: Wealth Preservation/Insurance CP: Capital Preservation CM: Comprehensive Wealth Management AM: Asset Allocation Management PM: Portfolio Management IM: Investment Management RM: Risk Management LM: Liability Management RS: Retirement Services CS: Corporate Services FS: Family Office Services ES: Executive Services PA: Professional Athletes HP: High Profiled Individuals LC: Low Cost Provider SA: Separately Managed Accounts
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OMAHA MAGAZINE’S
wealthmanagement WINNERS
the militti Group at morgan Stanley Smith Barney
What are your team’s wealth planning philosophy and advantages? We believe wealth planning isn’t asset allocation, estate planning or what you might think of as financial planning – though, done right, it addresses those areas. We focus on what is meaningful in your life and develop strategies to help achieve your goals. With The Militti Group at Morgan Stanley Smith Barney, you have access to a team of professionals who bring a breadth of experience and collective wisdom focused on you. This means practical solutions and true objectivity. Where we differentiate and provide added value is our comprehensive, strategic approach for your entire financial balance sheet. Whether you intend to prepare for retirement; develop or wind down a business; help protect your estate; explore estate-tax management strategies; or need assistance with philanthropic endeavors, we can assist. For affluent clients with investible assets of $5 million or more, we offer you complimentary access to our firm’s esteemed Wealth Planning Center. Here, The Militti Group will lead you through the Four Pillars of professional wealth planning: asset, risk, liability and lifestyle management. And we easily collaborate with your management team comprising of your attorney, accountant and other key advisors. Our holistic approach to financial planning and risk management helps our clients worry less and enjoy life more. Morgan Stanley Smith Barney LLC, its affiliates and Morgan Stanley Smith Barney Financial Advisors and employees do not provide tax or legal advice. Clients should consult their tax advisor for matters involving taxation and tax planning and their attorney for matters involving trust and estate planning and other legal matters.
Carroll militti-hacker financial advisor alejandra Sanchez Client Service associate
Morgan Stanley Smith Barney LLC. Member SIPC.
edward J. militti, Sr. Senior Vice President, financial advisor
e.J. militti, Jr. financial advisor
13625 california street, ste. 400 Omaha, ne 68154 402-399-1513 www.morganstanley.com/fa/milittigroup
OMAHA MAGAZINE’S
wealthmanagement WINNERS What is your philosophy on what It means to be a financial advisory practice? The Slatterys/ Hruby Group provides wealth management services to affluent families and trusts. We help clients articulate their goals, then guide them with appropriate strategies for investments, lending, wealth transfer, and philanthropy with particular emphasis on tax minimization and wealth preservation. By formally reviewing and understanding a client’s total assets and liabilities, we are able to develop customized solutions to address their unique needs and challenges. For clients, we seek to have a profound impact on both their financial and personal lives. Our ultimate responsibility is to help clients achieve their aspirations for themselves, future generations and their communities. Within that effort, we provide the personal attention and high level of service that significant wealth warrants. What is the process you take each customer through? We use a comprehensive, values based financial planning process. Our process starts with our initial Discovery meeting, where we take the time to learn about the prospective client, their values, interests, past experience and goals. Extensive analysis is done by our staff Certified Financial Planning practitioner to determine the strengths and weaknesses of the current situation. From there we develop investment
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Slatterys/hruby Group of merrill lynch
and advanced planning strategies specific to their goals and needs. Once a client, we meet on a quarterly basis to not only review investment performance, but also to review advanced planning topics that are pertinent to their situation. The analysis that was done initially is updated on at least an annual basis or as life changes warrant.
and preferences, as well as to protect clients from Personal, Market, and Aspirational risk factors. The framework brings together Portfolio theory with aspects of Behavioral Finance to overlay a client’s risk exposures on to their balance sheet. The application of our investment philosophy is typically executed within an Advisory relationship. We asset allocate benchmark indexes for market risk exposures in selected asset classes. Our fixed income approach is to customize portfolios by matching the client needs with a separately managed fixed income portfolio manager.
Describe your practices’ investment philosophy: We apply a comprehensive wealth allocation framework to a client’s balance sheet. In the simplest form you could state it as Risk Allocation precedes Asset Allocation. The framework enables clients to construct appropriate portfolio’s using all their assets such as their home, mortgage, and market investments. The resulting frameworks are designed to meet l -r: timothy Slattery, Jr., client needs Peggy fehncke, Stephen hruby, Cima®, Kandis Schissel, CfP®, Daniel Slattery
1044 n. 115th street Omaha, ne 68154 402-496-5152 www.totalmerrill.com B2B Omaha Magazine • Winter 2012 19
OMAHA MAGAZINE’S
wealthmanagement WINNERS
Craig D. Korkow, CfP®, CrPC® of merrill lynch
What is your philosophy on what it means to be a financial advisory practice: Our guiding principle and mission is over 95 years old—“client first”—as stated by Charles E. Merrill himself. The foundation of which begins by listening. Only then can we garner the necessary understanding to help the individual or organizational client successfully identify the respective financial goal. We can then work to develop the potential solutions with our vast access to resources for goal accomplishment. Define the added value of your services in relationship to your fees: Our value-add is in providing a holistic approach to financial planning. Leaving nothing uncovered. To truly become a family or organizational adjunct chief financial officer, it requires the specialist resources of which our firm has access, and the knowledge of how to put those resources to work. It is exemplified in our industry leading and unwavering commitment to continuing education and training.
Craig D. Korkow, CFP®, CRPC® Craig D. Korkow is principle of the Korkow Group and is a First Vice President-Investments with Merrill Lynch, Omaha, NE. After graduating Summa Cum Laude in Economics from South Dakota State University and leaving the US Army as a Captain, he joined Merrill Lynch in 2000. Craig specializes in retirement planning for organizations and individuals. double tree BB0311.pdf
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3:54 PM
1044 n. 115th street, suite 500 Omaha, ne 68154 402-496-5127 http://fa.ml.com/korkow_group
Well-organized events planned here daily. Whether your event is large or small, at the DoubleTree® by Hilton Omaha Downtown, we have the services, facilities and experience to make it a huge success. Your meeting participants will appreciate our comfortable, well-equipped meeting rooms; you’ll enjoy the support of our experienced and attentive team members who are dedicated to making your event flawless. And if you’d like to take all the work out of planning your next event, our well-trained Catering Team can handle all the details for you. When you have an event at the DoubleTree® by Hilton Omaha Downtown, you and your participants can enjoy our comfortable surroundings, caring staff and a warm cookie at check-in.
1616 Dodge Street, Omaha, NE 68102 • (402) 346-7600 www.omahadowntown.doubletree.com Hilton HHonors® membership, earning of Points & Miles®, and redemption of points are subject to HHonors Terms and Conditions. ©2010 Hilton Worldwide
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feature by K ei t h Id l e • Ph oto by m i n orw h i t e s t u d i os .co m
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Omahans Should Be Proud of Progress aving moved away from Omaha over 10 years ago, this author can now
come back and view his former city with awe and amazement. Omaha has a real urban and metropolitan feel to it, nowadays. You have many reasons to be very proud of where you live—The mid-city development, the Bob Kerrey Pedestrian Bridge, the Dodge Street Overpass, the Holland Performing Arts Center, to name a few. If you lived through these changes, watching these developments take shape is like knowing how the magician performs his tricks; once you know how he does it, it’s no longer amazing. Coming back to Omaha for me was an eye-opening experience. As I traveled into downtown on I-480, there on my right was the new walking bridge. What a gorgeous sight! I had no idea that you had built such a thing! I drove through downtown and headed west on Farnam Street toward what I thought would be the old Mutual of Omaha neighborhood. The midtown development is beautiful! Later that night, my family and I went back and checked out Midtown Crossing’s CineDine. What movie theater has a piano bar?! That’s awesome! Although it seems odd to pat government workers on the back, Omaha’s city leaders seem to have done a very good job. They’ve helped give Omaha the feel of a much larger metropolis. www.ReadOnlineNow.com
After all, what city really needs a 22 milliondollar walking bridge or a world-class performing arts center? But they are fantastic! These things help give Omaha character and it shows good city planning. Why mention city planning? Well, let’s compare Omaha to its next largest neighbor, Kansas City. I’ll state these criticisms at the risk of sounding like a traitor; I love Kansas City and it’s a beautiful place to live, but its layout and city planning pales in comparison to Omaha. For example: the wisdom of building the new TD Ameritrade Park baseball stadium downtown is apparent if you’ve ever traveled to K.C. and stayed overnight to go to a Chiefs or Royals game. There’s simply no good way to get to the games without renting a car. Omaha’s downtown strikes me as being crucial to the life of the city. Another example? Omaha, a city half the size of K.C., built the Qwest Center (now CenturyLink Center) years before the Sprint Center was built in K.C. You built the Holland Center for the Performing Arts several years ago, and K.C. just this year opened the Kauffman Center. Do you realize what significant achievements both of those things are? When I moved to Omaha in 1983, the Old Market covered only two city blocks and the city had just finished the Gene Leahy Mall and it was a huge controversy. After all, it was a huge area of downtown that could have been developed into useable storefronts. To build a park took courage and foresight and the past 30+ years have proven that it was the right decision. The Old Market area, and by extension the downtown, is booming and, the Old Market is a shopping experience that is unique to Omaha. (More people know about the Old Market than I ever realized.) Today, a drive on or under the Dodge Street Overpass is amazing. The city talked about the traffic problems at 114th and Dodge for years and not only came up with a solution that works, but it’s a beautiful feat of engineering, too! Omaha worked for years on its interstate system and it’s very good now. By comparison, K.C. has to be one of the only cities in America where an interstate (I-35) narrows down to one lane—twice— as it passes through the city. Twice! Enjoy your wide interstates and your beautiful city, people of Omaha! B2B Omaha Magazine • Winter 2012 21
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Omaha profiles
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onsumer Credit Counseling Service of
Nebraska, Inc. (CCCSN) is a non-profit, community service organization providing debt management, financial literacy, housing counseling and prebankruptcy counseling. CCCSN is certified through the Council on Accreditation for Families and Children and is a member of the National Foundation for Credit Counseling in Washington, D.C. All CCCSN counselors are certified through national organizations. The customer service provided by dedicated and caring individuals is exceptional. “Our customers are anyone from the entire state of Nebraska and western Iowa. We have branches in Omaha, Lincoln, Grand Island, North Platte, and Norfolk, Neb., and also in Des Moines and Council Bluffs, Iowa,” says Vice President Sharon Taubert, “If you are in need of financial coaching, budget or credit counseling, or housing or bankruptcy counseling, we are here for you.” One key aspect of counseling that CCCSN offers is inhousing education. Its mission is to provide a non-profit, community service dedicated to delivering professional, confidential literacy and comprehensive housing counseling. Education and counseling is offered on many levels: pre-purchase homebuyer counseling; counseling to resolve or prevent mortgage delinquency or default; non-delinquency post-purchase counseling on improving mortgage terms; home equity conversion (reverse mortgage); and post-purchase education programs. CCCSN educators use a variety of vehicles to educate customers, including: video, literature, a speaker’s bureau, and programs to share with any group. CCCSN programs are available to the community free of charge and topics include: basic budgeting, consumer rights, credit report basics, building a good credit history, money and marriage, and mortgage loans. In business in Omaha since 1976, CCCSN’s staff is trained and fully qualified to handle a customer’s financial matters. The agency is committed to assuring the privacy of individuals and/or families who have contacted CCCSN for assistance. All information shared both orally and in writing is managed with legal and ethical considerations. Personal financial information, such as total debt information, income, living expenses and personal information concerning financial circumstances, is provided to creditors only with a client’s expressed, written permission.
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Consumer Credit Counseling Service of Nebraska, Inc. 809 N. 96th St., Ste. 100 Omaha, Nebraska 68114 402-333-2227 1-877-494-2227 www.cccsn.org www.OmahaPublications.com
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Omaha profiles
V
oted Best in Omaha in mail services for
the last three years, Burke’s Direct Mail and Fulfillment has merged with Dedicated Business Solutions, Inc. to form DBS Burke. It is a service company that specializes in mail, list services, graphic design, print, variable data, fulfillment, and call center services. Offering a wide breadth of services, DBS Burke makes it easy for customers to implement projects and in some instances, has offered new services at their request. The goal of providing services needed to help clients grow without having to build infrastructure themselves is at the heart of what DBS Burke does. Most of its new business comes through customer referral. In addition to electronic communication, faceto-face interaction with clients is strongly preferred by the staff at DBS Burke. When long-distance meetings cannot take place in a visit, the online video conferencing tool Skype is utilized. For the traditional client or start up business, DBS Burke can design business logos, create a direct mail campaign, develop newspaper ads, generate the graphic design for postcards, letters and envelopes, and create banners. By partnering, e-commerce companies are able to focus on their site and drive traffic to it while allowing DBS Burke to handle the day-to-day aspects of servicing customers, shipping orders, and running the back-office operations. DBS Burke feels that Omaha is the ideal city to do business. Being centrally located across the U.S., Omaha has remained stable and prosperous in today’s economic environment. Compared to other markets across the country, the cost of labor is more affordable, and employees demonstrate strong customer service skills and an unparalleled work ethic.
Nick Radloff, President Dan Burke, Vice President
DBS Burke 8961 H Street Omaha, NE 68177 402.455.1200 netdbs.com www.ReadOnlineNow.com
B2B Omaha Magazine • Winter 2012 23
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Omaha profiles
S
ageView Advisory Group serves as a
fiduciary advisor to retirement plan sponsors. It provides services that include investment advisory monitoring and review, compliance consulting, operations consulting and employee education. SageView works with clients to provide a retirement plan for participants and meet the plan sponsor’s fiduciary obligations. SageView has grown in recent years through both the acquisition of new clients and through the hiring of additional consultants who bring client relationships with them. With corporate headquarters in Irvine, Calif., SageView currently has 15 offices around the country. Its assets have increased from $6.3 billion in assets at the end of 2008 to over $12 billion as of June 2011. SageView builds a strategic relationship with each client and believes that this is the key to its success in dealing with complex situations and retaining satisfied clients. By assembling a team of consultants, actuaries, and analysts with extensive industry knowledge and project management experience, the firm consults with a wide range of organizations. “At SageView, we take pride in our clear communication skills and have an acute understanding of our clients’ organizations,” said Jason Smith, retirement plan consultant. “We make it a priority to fully inform our clients of the financial impact and risks involved in managing their retirement benefits program.” SageView’s actuarial valuation software is stateof-the-art in pension evaluation and forecasting. It allows the company to perform funding and expense valuations, projections, forecasts, and deterministic and stochastic actuarial asset/liability modeling for both qualified and non-qualified retirement plans. When coupled with the company’s Advisory Group’s team of registered investment advisors, its modeling and forecasting capabilities are second to none. SageView has also made the switch from paper quarterly reports to reports loaded on iPads, which are taken on site with each review. While being more environmentally friendly, it provides committee members with an equally positive experience.
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B2B Omaha Magazine • Winter 2012
Jason Smith CFP® AIF® Retirement Plan Consultant
SageView Advisory Group 2425 S. 144th St., Ste. 201C Omaha, NE 68144 1-800-814-8742 ext. 169 www.SageViewAdvisory.com jsmith@sageviewadvisory.com www.OmahaPublications.com
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parkling Klean is a privately held full-service janitorial com-
pany specializing in commercial cleaning for corporate clients throughout Nebraska and western Iowa. Founded in 1975 by Sandy Hammers, Sparking Klean is certified locally and nationally as a “Women Owned Business.” The company’s offices and warehouse are located at 156th and West Center Road. “Service” is the root of everything Sparkling Klean does for its clients, its website says. Cleaning programs are designed around each customer’s personal needs and wishes. Their Vision Statement reads: “To provide a Standard of Excellence, unsurpassed by others in our industry, creating a Healthy, Clean, Secure environment that promotes our Customers, Ourselves and our Community.” Hammers found the inspiration for her cleaning business when she was contracted by a large construction company in Lincoln to provide clean-up services for newly constructed houses. The business, at first operating out of Hammers’ home in Greenwood, Neb., quickly expanded into residential cleaning. Sandy’s brother, Gary, joined the company in 1984, bringing with him years of experience working in a large commercial cleaning business in Denver, and a commercial division was launched. Sparkling Klean’s first corporate account was the Durham Plaza building at 84th & Dodge streets. Chuck Durham hired the firm himself, and “We will never forget the opportunity [Chuck] gave a new company,” said Hammers. “We’re proud to say that we still service that account today.” Gary Wieker & Sandy Hammers Eventually, the residential division was sold, allowing Sparkling Klean to focus on building its commercial base. Since then, the firm has concentrated most of its effort on growing its client base in Omaha; though the company has clients as far away as North Platte and Wayne, Neb., and southwest Iowa, and is working on adding clients in Lincoln, Neb. Much of the company’s success can be attributed to Sparkling Klean’s Quality Assurance Measures, which include: emphasis on proper training; open communication between facilities managers and our office; quick response; nightly inspections; unannounced audits; employee recognition; exceptionally low employee turnover; and complete background investigations of employees. “Trust and confidence are the foundation of every lasting client-vendor relationship, and the reasons we’ve kept many of our clients happy for years,” their website reads. Sandy Hammers said a casual, open-door policy with employees (“Everyone is on a first-name basis”), promoting from within, and staying personally involved in servicing facilities have also Sparkling Klean contributed to the firm’s success. 2606 S. 156th Cir. “At the end of the day, we are proud of the reputation we have Omaha, NE 68130 in the community, and the fact that our company started with 402-399-9233 two people working out of a garage and has grown to the size it www.SparklingKlean.com is today,” said Hammers.
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B2B Omaha Magazine • Winter 2012 25
cover feature
Omaha Restaurateur
Not doing laying out. Text in. I’ll re-flow with photos.
Greg Cutchall
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B2B Omaha Magazine • Winter 2012
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S tory by L eo a da m B i g a • Ph otos by m i n orw h i t e s t u d i os .co m
The local businessman and owner of Cutchall Management Co. has developed the right recipe for franchising success
A
s a boy working in his father’s South Omaha A&W drive-in, Greg Cutchall
couldn’t imagine anything else besides being a restaurateur. His dad, Ray Cutchall, and uncle, Bob Cutchall, owned several A&Ws and Kentucky Fried Chickens. Helping out at his father’s A&W in the summers became a rite of summer for young Greg, who lived the rest of the year in Tucson, Ariz., with his mother and siblings. His folks divorced when he was small. He recalls working trash cleanup and dishwashing details at the restaurant. He wanted to be just like his dad when he grew up and run his own fast-food joint. By his late teens, though, he found a new passion in photography. He enrolled at the University of Nebraska at Omaha fully intent on staying one year and then furthering his photo training in California. But his studies took a back seat to earning money from the portraits he shot and from an Indian jewelry shop he and a brother opened at the Westroads Mall. The lure of restaurants changed his plans as he ended up managing one of his dad’s KFC stores. A catering program Cutchall developed there caught the attention of KFC bigwigs, and he soon became a rising star in the national chain. “We were doing catering but pretty haphazardly. There were >> www.ReadOnlineNow.com
B2B Omaha Magazine • Winter 2012 27
cover feature
Abov e : cu t c h a l l e n joys a m i l d day at r ock bo t t o m ’ s ou t doo r pat i o . H e d e sc r i b e s h i m s e l f a s a “ p r e t t y h a n ds - o n ” ow n e r
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B2B Omaha Magazine • Winter 2012
no systems in place. Nobody had really gone after the budget or economy niche. I saw the opportunity. I redeveloped the packaging, came up with a marketing plan, and it just took off like gangbusters,” says Cutchall. “It went from $20,000 to a half-million dollars a year in like three years.” That success led KFC corporate to hire the college dropout to consult executives and franchisors, many of them twice his age, on how to exploit this untapped market. He also presented at the National Restaurant Association convention. He was only 23. Such early affirmation confirmed for Cutchall his future lay in food. “That gave me credibility. Confidence is important in this business. You’ve got to have faith in yourself and then work really hard to prove you can do it.” After his father’s death, his uncle and partners looked to retire and in 1986, Cutchall purchased KFC’s Omaha franchise. He raised $1 million from investors to secure $4 million from RJ Reynolds Tobacco, who owned KFC at the time. He says “it was unheard of” for someone his age—then 35—and with limited assets to land a loan of such size. “Only because of my track record in the industry was I able to organize a $5 million leveraged buyout. That’s how I was able to put that deal together. I was actually the youngest KFC franchisee in the country. I felt like the fastfood version of a rock star.” When, in 1989, he was bought out by his then-partners, he found himself starting over. “I was a little bitter the way I was pushed out.” But he’s friends today with those expartners, who he now views as doing him a favor. “I look back at it as they really gave me an opportunity to have my own company.” He formed Cutchall Management Co. and quickly built a portfolio of properties. Today, as president and CEO, he has 55 restaurants in six states, including Sonic, Famous Dave’s, Paradise Bakery & Cafe, Domino’s Pizza, Tin Star and Twin Peaks stores. “I’ve opened a multitude of different concepts, but I’ve always had at least one or two restaurants or franchises in my portfolio that were my own creations and right now it’s Burger Star.” For Cutchall to invest in a concept, he says, it must be “best-in-class.” CMC’s restaurants and catering division www.OmahaPublications.com
B e l ow : cu t c h a l l ou t s i d e h i s o l d m a r k e t e at e r y, r ock bo t t o m at 11 t h & h a r n e y s t r e e t s , jus t o n e o f h i s d i v e r s i f i e d h o l d i n gs .
do combined sales in excess of $1million per week. His restaurants are strategically placed around the metro. His cateringomaha.com business caters several of his concepts’ product lines at everything from weddings to air shows and at many popular venues, including TD Ameritrade Park, CenturyLink Center and Werner Park. Catering corporate events is a big market segment, and one way CMC feeds the demand is with Progressive Park, an 18-acre corporate picnic facility on the Missouri River. A dozen employees work in the headquarters offices overlooking Champions Golf Club, and dozens more are in the field as area managers. CMC made Inc. Magazine’s fastest-growing companies list and has been named MONG Omaha’s best employers. Cutchall’s success is not surprising given how long he’s been steeped in the industry. By the time he was 13, he says, “I was fully trained on line to cook everything” on the A&W menu. Besides, the business was in his blood. His dad and uncle are both Omaha Hospitality Hall of Fame inductees. Greg may end up there, too. “I am in no hurry for that honor,” he says. “I still have more things I want to accomplish first, but it would be a great honor.” Just as his dad and uncle experienced ups and downs, so has Greg. Through it all, he’s learned what it takes to realize a vision: “Having the right idea, having the right product, having a great business plan and sticking to it,” he says. And, “Not being afraid of putting everything on the line. My first ten business deals when I went on my own I put my own house on the line. “Now I’m a little smarter about it, but when I first got going I was really stretching, opening too many restaurants too fast, undercapitalized…But that’s how you learn, and the motivation was there not to lose my house. Sometimes my entrepreneurial spirit [still] does get ahead of my business sense.” Good people are vital, too—in the office, the field, the kitchen, behind the counter. He says as CMC’s diversified, the importance of the right people in the right jobs has only increased. “I am fortunate to have surrounded myself with great people that go the extra mile when needed to make things happen.” His vice president/COO, Tim Griggs, is also his managing partner in Sonic. www.ReadOnlineNow.com
“He is probably the best deal maker I have ever seen,” Griggs says of Cutchall. “He’s the kind of guy that just never slows down. He looks at more deals in probably a month than I do in a lifetime. When he sees opportunities, it’s amazing how he can get it done and bring it to reality.” As a “pretty hands-on” owner, Cutchall stays abreast of his divisions’ performance via realtime, online monitoring and nightly reports. “I’m not as technically sophisticated as I should be for the size of my company,” says Cutchall, “but I have people who are and I know where to find them. But in the big picture, I understand all the moving parts of the business.” He says his experience in so many facets, from food quality and customer satisfaction to location development and marketing to securing financing, “has helped us be successful.” He has a knack for finding the right location and turning around under-performing sites. “If your basics are there—if you’ve got a good product, a good name, good service—the thing that takes you from a $2 million restaurant to a $3 million restaurant is location. We get calls every week from franchisors who want us to develop their brand or from somebody who wants to take over their restaurant that’s not making it.” With four locations projected to open in 2012, Cutchall is plenty busy. As CMC evolves and adapts, he says, more new locations may arise but for now, “our real focus is how can we improve what we have.” When not in the office or traveling on business, he enjoys golfing and spending time with his wife, Molly, and their son. The family has a winter home in Arizona. B2B Omaha Magazine • Winter 2012 29
feature S tory by L eo Ada m B i g a • Ph oto by m i n orw h i t e s t u d i os .co m
B e l ow : G up ta : “ Educ at i o n i s t h e k e y t o t h e g r ow t h o f c i v i l i z at i o n .” G up ta h a s t wo m a s t e r ’ s d e g r e e s .
The Gupta Way Database 101’s guru, Vin Gupta, credits education for much of his business success
V
inod Gupta grew up in a family of self-made success stories in his native
India, where his elderly father still works as a physician. So it’s no surprise a decade after coming to the United States Gupta realized the American Dream by forming his own company, Business Research Services. The company morphed into American Business Information and launched its initial public offering in 1993. It eventually became branded as InfoUSA. When Gupta retired in 2008 as CEO and chairman of the board, his data processing firm employed 1,800 workers in Omaha alone. By 2010 the company, whose name by then was infogroup, sold for $650 million. Not content with sitting idle, Gupta soon started another business, Database101, whose management team includes former InfoUSA employees. In July, he and his team introduced Infofree.com.
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Gupta’s enjoyed highprofile peaks and valleys in his globe-hopping career. He regards education as key to opening doors in business and in life. He earned dual master’s degrees at the University of Nebraska-Lincoln. He uses his wealth to give back to educational institutions in India and the States, including UNL. “Education is the key to the growth of civilization,” he says. “In the countries that have invested in education, their people have done very well. People get education, they get smarter, they create more new things. That’s the way out of poverty. The reason India is growing the way it is is because they made a huge investment in the educational system— in language, science, math.” He doesn’t agree with the contention American education is broken, but does say, “Our problem is we need more educated people, especially in science and math, to fuel our economy.” As a high-tech employer, he says he’s concerned the need for techie talent “far outstrips the supply.” Just as education and expertise are essential to entrepreneurial success, so are foresight, www.ReadOnlineNow.com
innovation and courage. If he’s learned anything, he says, business success follows “a singular focus in creating something new, something different, something people want, then being able to produce that product or service that fills that need, and doing it cheaper and better than what’s available.” He followed that formula in the list field and is following it again, providing high-value, low-cost business and sales leads via Database101 and Infofree.com. It’s all about delivering what he terms “the wow factor— when the customer says, ‘This is great, this is what I’ve been looking for.’ I think a passion to excel in that sense makes a person an entrepreneur. You have to have the vision, you have to be observant as to what need is there in the marketplace. And then, of course, you’ve got to be able to take a risk. “Believe me, before I started InfoUSA, I had two other businesses where I failed—an Indian furniture import business and a semi-precious stone import business. I lost a bunch of money, I had a lot of debt. I never thought I would be able to repay that.” When the list business proved profitable its first year, he paid off his debt and never looked back. As he’s discovered, setbacks are inevitable—it’s what you do with them that matters. “A failure is not a failure, it is like a learning experience,” he says, “and just like I tell my employees and my sons, ‘Never be afraid of failure.’” Decades of success have not left him jaded. He still enjoys starting new ventures. “It’s always exciting to hire people and to create new opportunities and to gather together a family of talented people.” Though he takes “great satisfaction” in what he’s accomplished, he says, “you cannot just look back, you have to keep on moving forward.” Read more of Leo Adam Biga’s work at leoadambiga.wordpress.com
66 Years of Business in Omaha!
4315 South 50th Street 402.733.5500 B2B Omaha Magazine • Winter 2012 31
omAHA! S tory by Tr aci Osu na • Ph otos by m i n orw h i t e s t u d i os .co m
B e l ow : m e d l ock : “ t h e r e ’ s a t r e m e n dous a m ou n t o f r i sk i n t h e cu r r e n t e co n o m i c sys t e m .”
PaySAFE
Entrepreneur Matt Medlock capitalizes on need for securing contractor funds
I
n an economic climate where many small businesses are strug-
gling to stay afloat, Matt Medlock saw an opportunity to not only start his own company but perhaps help out other small businesses in the process. In August, Medlock’s new business endeavor, PaySAFE, an online escrow company, logged its first contract. The idea is a simple one, he says, but one that has taken the traditional way of doing business and shaken it up just a bit. To put it simply, PaySAFE is a neutral third party that will hold the funds of the consumer until the work of a hired contractor (electrician, roofer, carpenter, etc.) is completed to the customer’s satisfaction.
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“There’s a tremendous amount of risk in the [current economic] system,” says Medlock. “The status quo of how [contract] work is done…[means that] at some point, somebody is trusting somebody.” After 20 years in the banking industry and loaning to businesses that were struggling with bad debt, Medlock says he felt there was a better way of conducting business that would protect both the contractor and the consumer. For contractors that partner with PaySAFE (which stands for Secured Audited Funding and Escrowing), their customers must deposit the funds for the job before any work is completed. The consumer has the comfort of knowing that their money is safely held in escrow until the job is completed according to the terms of the contact. According to Medlock, the two parties will agree on the contract terms. For larger jobs, the contractor may request draws to be taken periodically in order to pay suppliers or subcontractors. Lien waivers will also be granted after the project is completed and payment is made. “A lot of consumers don’t understand lien waivers until it’s too late,” he says. Medlock adds that the fact that he only accepts money from, and deposits money into, U.S. bank accounts provides peace of mind that the business is a legitimate one. “They would have had to satisfy the high level of requirements it takes to open up a business account and to prove they are able to do business.” “The construction business has always been one of handshakes and trust,” he says. “And there’s both good and bad things that go along with that, but we mostly hear about the bad.” Not limited to construction, PaySAFE can also benefit any business in which services are being provided before payment is received. “What we tried to do is create that balance by taking it out to a third party, saying ‘You [the contractor] won’t be paid until you’re done with the work; but you [the consumer] need to be able to show you are able to pay for it. It’s ethically right to be able to do that.” Medlock says it was about a year and a half ago when he first started thinking of how he could positively impact the way local continued on page 34 www.ReadOnlineNow.com
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contractors conducted business. “[The idea] grew as the economy worsened for the construction industry and I saw a lot of customers struggle with the really big problems of accounts receivable and collections,” he says. “That challenged me to create a better way of doing business.” After researching his idea and getting input from local contractors and former banking clients, he felt the time was right to make the move from corporate America to entrepreneur. “The momentum got to be enough that I had to make the tough decision to leave the corporate life…and start my own company,” he explains. “I’m very excited about it and it’s something I’m very passionate about. In these economic conditions right now, in some ways it’s a horrible time to start a business. But with this particular solution, [my team and I] felt that it’s the perfect time, because it’s when most people need it.” With the response that PaySAFE has been receiving, Medlock is optimistic about the company and the prospect of growing into other cities and other areas of business. “I’m very proud of what has been accomplished and the service we are able to [provide], but also extremely excited for what lies ahead for us in the future.” www.OmahaPublications.com
The Best of B2B Omaha celebrates businesses that help other businesses keep the Big O’s economy rolling! Vote for those vendors you call time and time again. The results are anxiously awaited and celebrated the entire year. The results will be published in the Spring 2012 issue, on the stands and in your hands on April 1! Only the ballot printed in this Winter 2012 issue will be accepted. Minimum of 15 categories must be filled out. We will not accept copies or faxes. Ballots must be postmarked by January 29, 2012. Please mail your entries to:
Goracke & Associates, CPA, 12110 Port Grace Blvd., Suite 200 La Vista, NE 68128
Omaha’s Business to Business Magazine
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Janitorial Service _ _____________________________________
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Commercial Photographer _ _____________________________ Printer _ ______________________________________________ Uniform Supply _ ______________________________________ Water – Bottled ________________________________________ Website Developer _____________________________________
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feature S tory by a a ro n m i cha el s • Ph otos by M i n orw h i t e S t u d i os
B e l ow : ( L- R ) Moo r e HI n r i c h s a n d r i c h a r ds i n t h e i r S TE P g r oup o f f i c e s . T h e i r f i r m ’ s m a r k e t i n g m e t h ods a r e i n t e r ac t i v e , m u lt i - fac e t e d , a n d f u n .
STEP Group Ups Experiential Marketing
H
osting the Oprah finale earlier this year at the Aksarben Cinema may have been the event that put Omaha’s STEP Group, founded in 2011 by Rachel Richards and Caroline Moore Hinrichs, on the proverbial business map. But it’s what’s happened since and is yet to come that Richards and Moore Hinrichs are banking on that will make the experiential marketing group a household name. In November, they arranged and hosted a slew of events in and around town, and next May, they will launch their inaugural signature “Haute in the City” interactive lifestyle festival. Scheduled to be held at Midtown Crossing, Richards said the daylong event will give shoppers the opportunity to interact directly with a variety of entertainment, fashion and beauty, wellness and fitness, culinary and décor business owners and products from throughout Omaha and the country.
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B2B Omaha Magazine • Winter 2012
This brand-intensive, customer-owner interactive, relationship-building marketing— which allows customers to engage and interact with brands, products and services in sensory ways—is what makes STEP Group unique and highly effective in its marketing results. “We really want people to get the opportunity to interact with local, regional and national brands and take the next step in creating interactive lifestyles,” said Richards, >> formerly the brand and marketing manager
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for Nomad Lounge, who met Moore Hinrichs last year while they both worked at Omaha Fashion Week. “There are so many brands, that bringing them all together at regional events like ‘Haute in the City’ creates a fun environment for retailers and shoppers.” In addition to the Oprah finale—which featured retailer tables promoting the experiential marketing mantra and received national coverage from Good Morning America—STEP Group has also done interactive openings for Saigon Surface, Red Mango and Kimball Lofts downtown, among others downtown, this summer. STEP Group also orchestrated an event to unveil Eliana Smith’s Fall 2012 collection. Moore Hinrichs, who has embraced marketing roles with the Strategic Air & Space Museum and Creighton University, and Richards joined forces after both realized the opportunity that existed to capitalize on a missing segment and service in the marketing arena that went beyond advertising and standard event management. What’s hot about experiential marketing is that it is essentially the difference between telling people about product or service features and allowing them to experience the benefits themselves. When done right, Moore Hinrichs and Richards both know that it’s the most powerful tool out there in the race to win and keep brand loyalty. “We knew the Midwest was missing the interactive marketing experience that has been happening in other parts of the country, so we knew we could offer something and educate people on what it is and what it means to consumers and retailers,” said Moore Hinrichs. “There is a huge focus on customer service and customization, and the [marketing method] lets customers experience things in an interactive way that they don’t often get.”
B2B Omaha Magazine • Winter 2012 39
in the office s tory by To n y En d el m a n • Ph otos by m i n orw h i t e s t u d i os .co m
B e l ow : jo n b a r k e r at H ay n e e d l e ’ s s l e e k r e c e p t i o n d e sk . “ G r e e n ” m at e r i a l s a r e us e d t h r oug h ou t t h e i r spac e .
P
Hayneedle’s New Home ass through Omaha’s busiest intersection and you may notice that one of Omaha’s most
unique companies has a new home. Previously located at 12710 I Street, Hayneedle, a leading online retailer of home and lifestyle products, recently moved its corporate headquarters to the building at 9400 West Dodge Road. “As we recognized we would need more space, it was crucial to find a place that would continue to foster our culture of creativity, entrepreneurial thinking and collegiality,” said Jon Barker, chief operating officer for Hayneedle. “9400 Dodge provided us with the kind of open floor plan and flexibility that will serve us well for years to come. In addition, we wanted a site that was close to the expressway and offered other amenities for our employees.” The fully renovated, 68,300-square-foot facility is centrally located in Omaha adjacent to the city’s most heavily-trafficked area. Now fully occupied, the building was over 75 percent empty when Hayneedle decided to move in. RDG, who designed the space, implemented several environmentally conscious practices during
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B2B Omaha Magazine • Winter 2012
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in the office
the process. The team used high efficiency light fixtures, occupancy sensors that turn off lights in the absence of employees, and eco-friendly materials whenever possible (e.g. the reception desk is made entirely of bamboo). In addition to the environmentally friendly building components, Hayneedle has eliminated the use of Styrofoam cups, plates and bowls as well as plastic utensils in the workplace. The company is also incorporating the use of live plants among the new office furniture and décor as a natural way of improving air quality. Currently home to 225 employees, Hayneedle’s new offices can accommodate more than 300, as the company continues to expand. “We really wanted to open up the space,” describes Barker. “The cubicle walls are much lower, there are a couple of centralized break rooms, and a focus group area. Our goal was to improve communication and collaboration. And, it’s working.” Established in 2002, Hayneedle has been recognized by Internet Retailer and Inc. Magazine as one of the top online retailers and fastest growing companies in America.
a bov e : a n op e n wo r k environment and co n t e m po r a r y f u r n i t u r e lend an airy feeling to their offices.
For more information on Hayneedle, visit www.hayneedle.com. www.ReadOnlineNow.com
B2B Omaha Magazine • Winter 2012 41
know-it-all “ So m eo n e w h o t h i n k s log i c a l ly prov i d e s a n i ce co n t r a s t to t h e r e a l wor l d.”
20th Century The Bloody Quest for Utopia
If I were to characterize the entire 20th century, it would be the implementation of utopian dreams. At the end of the 19th century, scientists believed that nearly all that could be discovered had been discovered. There was consensus that the globalized world economy precluded any large scale international conflict. To the betterment of mankind the scientific approach of animal husbandry was being applied to humans, eugenics. Colonization had brought order and trade to distant parts of the planet. Intellectuals were exploring the idea of mankind transcending historic governmental models. In essence, there was an unbridled level of optimism about the prospects for civilization as the world entered the 20th century. The 20th century was awash in utopian dreams which were implemented based on the socialist model crafted by Karl Heinrich Marx. The nationalisticbased socialism of Mussolini, which he named fascism. The race-based socialism of the German National Socialists. The class-based socialism tried in the Union of Soviet Socialist Republics, China, Cambodia, Vietnam, Cuba and North Korea. Each of these experiments in forced transitions to a perceived utopian model failed. For example: Where would you choose to live: North Korea or South Korea? Yet, in spite the abject failure of these experiments, the irresistible draw of the utopian goal remains today in the minds of those on 42
B2B Omaha Magazine • Winter 2012
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the left. Just listen to the interviews with the Occupy Wall Street protestors. The refrain of “fair distribution of wealth” is commonplace there. Just as it was part of the mantra of all the 20th century socialist protagonists. In addition, the Occupy Wall Street spokesman, Michael Moore, said that capitalism must be destroyed. To be replaced with something new, something yet to be invented. Heaven help us if they succeed in implementing their utopian ambitions. The domineering will of the individuals who defined each of those movements (aka: revolutions) were willing to kill and destroy anything, and anyone, that either got in their way. In addition, should any race, or class, of people, the demonization of which furthered their cause, their subjugation or extermination was undertaken. What were the deaths of 200 million people when compared to the lofty utopian goal of social justice? I ask
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you now: Is it intentions or actions (words or deeds) that define the nature of an individual, group of people or nation?
Compared to the United States There is no group of people who have freed, liberated or saved the lives of desperate souls like the United States military. Nor has there ever been a country that liberates another without compensation. Further, the United States has rebuilt the countries which it has been forced to defend itself against. These actions are not the product of some late 19th century notion of Utopia, but instead the result of the ideas and ideals of a country focused on individual liberty and capitalism. Socialist values revolve around groups of people, and equality of result. Capitalist values revolve around individuals and the liberty and opportunity to pursue individual aspirations.
The United States is the only country the basis of which was an idea. Other countries are the result of geographic location, religion, arbitrary boundaries drawn post-war by intellectuals or race. The United States is the result of people who desired to relocate here. To find opportunities to pursue their individual dreams, to start anew freed from the shackles imposed by the governments they left behind. Why then would so many want to emulate the failed utopian models pursued in Europe? Why, when we have seen time and time again the failures and bloody expressions of those European utopian ambitions? How can the grass in Europe be considered greener when it has been irrigated with so much innocent blood? Why would a president, or the Occupy Wall Street protestors, demonize those Americans who have been successful in chasing their individual dreams?
B2B Omaha Magazine • Winter 2012 43
office furniture S tory by A l l m a k e s o ffi ce e q u i pm en t
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B2B Omaha Magazine • Winter 2012
I
had a conversation with a
college student who was confused about the unfair outcome of doing the right thing and wondered about, what I call, “maintaining his moral hygiene.” This particular student, let’s call him Allen, started an internship last August at a large Omaha firm. It was a job in his desired field, a one-year placement through this summer. He has enjoyed the work and has liked the company. Then another incredible opportunity arose for Allen—a summer leadership internship for a multinational firm, which would give him the opportunity to move out of town and work in a new industry. He applied and the firm offered him a position. His ethical dilemma was the following —when should he tell his current firm that, before his contract is up, he is leaving for a different job? Was he obligate to tell right away? Morally speaking, could he wait? What would the firm do? Well, Allen’s moral hygiene practices have been developed since birth. Just like, after years of training, it is natural to regularly wash ourselves in order to feel healthy, so too, through great parental and school training, Allen now wants to tell the truth right away. It is the honorable thing to do, right? So Allen told his bosses. They thanked him, and a couple of days later told him that his last day at work would be the end of January. Bummer, no spring job. To make matters worse, Allen knows another student at his company who is going to quit in the summer in order to do the same internship at the multinational firm. But this student is going to wait until May to tell the Omaha company because he thinks it shows business savvy to work through the spring and collect a good salary. Now, of course, I told Allen that life is not always fair but nevertheless, he should continue his moral hygiene practices and that,
in the end, there is no better way to live. I told Allen that as time goes on and he continues to listen to his gut, then his “integrity habit”—his moral hygiene practice—will get stronger and stronger. So, when he gets in a really big jam, his inclination will be to do the right thing and he will shine. He won’t make that bad error—that cover-up—that will bring his reputation down after he has worked so hard to create it. But any coach knows that a helpful way to make this advice stick is if sometime soon Allen sees that his integrity is a real competitive advantage. This is the cycle that builds strong habits—practice, reward, practice, reward. If he doesn’t get at least some small rewards as he grows in business, then the doubts will fester and he may end up taking the easy way out. So here is our challenge: We, the builders of business, must create support systems for our young professionals’ healthy moral habits. These processes can be incredibly easy. First, acknowledge Allen. Tell him that you respect him and appreciate that he told you his plans. Second, if possible, keep Allen on. But if you can’t, then let him know that you will be happy to serve as a reference. I challenge each business with this New Year’s resolution. Take a look at your employment practices this year. Find easy ways to support our young professionals’ moral hygiene practices.
B e v e r ly K r ac h e r , P h . D. E x e c u t i v e D i r e c tor , B us i n e s s E t h i c s Alliance c h a i r o f B us i n e s s E t h i c s & So c i e t y Co l l e g e o f B us i n e s s , Cr e i g h to n U n i v e r s i t y
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B2B Omaha Magazine • Winter 2012 47
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