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BEING TRUE BLUETO FRIENDS OLD AND NEW

A BIT ABOUT BITCOIN DIGITAL ECONOMY 16

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04 | B2B OMAHA MAGAZINE volume 16 | issue 2

publisher

TODD LEMKE

B2B Magazine is published four times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 68046-1208. Telephone: 402-884-2000; fax 402-884-2001. Subscription rates: $12.95 for 4 issues (one year), $19.95 for 8 issues (two years). Multiple subscriptions at different rates are available. No whole or part of the contents herein may be reproduced without prior written permission of B2B Omaha Magazine, excepting individually copyrighted articles and photographs. Unsolicited manuscripts are accepted, however no responsibility will be assumed for such solicitations.

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omahamagazine.com SUMMER 2016 | 05

DEPARTMENTS SPECIAL SECTIONS

COLUMNS

FEATURES

TABLE OF CONTENTS

COVER FEATURE

07 FROM THE EDITOR The Latest Innovators

34 THE BRAND BRIEF Battle of the USPs

51 OMAHA CVB Granddaddy’s Living Legacy

56 PLAYING BIG Trust Issues

65 OFFICE FURNITURE Workspaces Today for Millennials Tomorrow

66 ETHICS Conflicted

27 BUY OMAHA PROFILE Vistage

33 BUY OMAHA PROFILE Marco

35 THE FIRM DEAL REVIEW Business Diversity Edition

24

20 3018 TRAVEL DREAMS, BY DESIGNA Quick Escape to Plan a Long Getaway

A BIT ABOUT BITCOIN Digital Economy 16

OLYMPIC SWIM TRIALSEight Days of Fun, 47 Days of Preparations

NEW MANAGEMENT FOR THENEW MILLENNIUM

DIFFERENT WORKING STYLES MOVE WITH MILLENNIALS

08 ON THE RISE Being True Blue to Friends New and Old

12 IN THE OFFICE Feeling Mod

16 HOW I ROLL His Own Idea of Classic

28 OmAHA! Argent Jewelry

52 FACES Robin Donovan

54 FACES Nick Niemann

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07THE LATESTINNOVATORS

Millenials. Depending (at least in part) on your age, the word either sounds like a four-letter one or a victory cry. No matter whether you are ready to retire or ready to join the workforce, there is no denying the facts.

This year, millennials became the largest percentage of the workforce, with one in three adults being between the ages of 18 and 34, according to Pew Power Research. According to Forbes, by 2030, 75 percent of the workforce will be of the millennial generation.

Many of those millennials now rank as managers in workplaces, and they bring with them innovative changes to which many corporations are trying to adapt. I’m not talking about allowing flip-flops and inserting an employer-paid snack bar on every floor, although certainly some companies do that. More often the millennials have no problem answering a call at midnight about a work-related issue, but they also expect that said employer will allow a personal call to be taken in the office. Charlie Litton writes about the millennial generation moving into management in our cover article.

Workstations are becoming more open as a result of this generation that wants to work with us, not for us. Interestingly enough, these workstations are a throwback to the 1960s and before, when offices contained long rows of desks without cubicles between them. The idea is that employees will be able to collaborate easier without walls between them.

The same is true of conventions. This generation understands that networking is key to gaining great employers or employees, and they thrive on new ideas. Conferences like Digital Economy 16 have become important places to both network and play.

This generation brings with them a sense of community, a fluidity between personal time and professional time, and an interest in learning about people and ideas. Whether you love them or don’t understand them—be nice to millennials. Chances are they’ll own the businesses next.

B2B

Daisy Hutzell-Rodman is editor of B2B, a publication of Omaha Magazine, LTD. Hutzell-Rodman can reached at [email protected].

FROM THE EDITOR BY DAISY HUTZELL-RODMAN


l-r, Jodie McGill, Melissa Williams, Jessica Mogis


True Blue Goods and Gifts looks a bit like the popular web-based store Etsy set up a storefront in NoDo. True Blue is a retail store stocked with handcrafted goods from local and regional makers, as well as national vendors creating products not found elsewhere in Omaha. Jewelry, quirky handmade cards, vases, and baby onesies promoting “The Good Life” line shelves.

It is beyond Etsy, though. Not even a year old, the store one-ups the online site with a gallery of rotating shows and regular classes offered for adults and children. Owned by Omahans Melissa Williams, Jessica Mogis, and Jodie McGill, the store is set up to showcase local artisans, providing them with a brick and mortar outlet in which to sell their wares that eliminated shipping costs.

CONT. PAGE 10

BEING TRUE BLUETO FRIENDS OLD AND NEW

A NODO RETAIL ARTS STORE

09ON THE RISE | BY KIM REINER | PHOTOGRAPHY BY BILL SITZMANN


FROM PAGE 9

A stack of soy candles by The Wild Woodsmen are made by a 12-year-old boy named Nic. Nearby lays jewelry by Heather Kita. Kita’s jewelry is one of the most popular items in the store. “She’s become a good friend,” says Williams.

Friendship’s a theme that carries throughout the store. “We had a lot of help from people—friends and family,” says Mogis. They sell bags made by Cody Medina, a friend who also built their display tables. The hanging pots in the front window are by their pal Andrew Bauer. The owners convinced Bauer to sell his goods at their store after seeing one of his handmade gifts.

The three women are first time entrepreneurs—Mogis was a teacher and Williams worked in hospice. McGill continues her law practice. “We wanted a change,” says Mogis.

The setting, located in the Saddlecreek Records complex, fits their needs and personalities. The shop’s loft doubles as inventory storage and a holding corral to entertain the owners’ children while their moms manage the shop downstairs.

The storeowners started out selling goods from their friends—who happened to be talented artists—and creatives they encountered at different markets. Artists now approach True Blue with their wares.

Williams, Mogis, and McGill curate their store with the eyes and minds of art gallery owners, intentionally maintaining the vibe of a boutique from the coasts. A rotating gallery of fine art fills one wall of the store. Each showing is kicked off with an opening night event.

Like artwork, many items sold at the store have “Meet Your Maker” signage explaining the artists’ backgrounds. The ladies behind the counter will fill in the missing details as you shop, explaining

how the collage-maker from Ashland used pages from an old dictionary found at Bud Olson’s Bar, or how the store’s popular Brucie Bags are handmade by Williams’ dad.

The jovial relationships the storeowners have forged with their vendors also extends to customers. On a recent afternoon, a woman walked into the store and Williams cheerfully greeted her like an old friend. There’s no long history between the two—she’s a regular customer who’s been folded into the family that is True Blue.

Visit truebluegoodsandgifts.com for more information.

B2B


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IN THE OFFICE | BY CHELSEA BALZER | PHOTOGRAPHY BY BILL SITZMANN

13

Sometimes creating the new requires reinventing the old. In 1968, furniture designer Robert Propst invented a series of temporary walls to allow privacy for white-collar workers not privileged to an office. By the 1980s, the American workplace had been transformed to the image we know today: Lines of felt-walled cubicles with a uniform aesthetic that can generally be described as bleak.

While the original goal of reducing distraction and establishing privacy makes sense, companies today are increasingly turning away from this prototype in favor of a more interactive design. The idea is that a creative setting encourages creativity from its employees.

It seems this notion holds true. Just ask Brody Deren and Michelle Wingard of IT start-up Dynamo. The co-owners partnered with TACK architects to create an open layout and bright, colorful décor in their Aksarben office, and the results have been overwhelmingly positive.

When asked about the decision to choose a unique interior, they both point out the importance of company culture. “We have a really open environment, very collaborative,” says Wingard. Dener echoes the sentiment: “The space reflects that. It fits the brand of our company.”

CONT. PAGE 14

FEELING MODCOLORFUL IT OFFICE INSPIRES HARD WORK AND SOME PLAY

The retro-inspired logo is splashed across monitors in many areas of the company.


14

CONT. FROM PAGE 13

Walking into the Dynamo lobby, the first thing one might notice is that it’s flooded with natural light. Sitting front and center is a custom desk with a look that feels both futuristic and retro. Crafted by Workshop Unknown, the locally-made piece is robin’s egg blue with white accents. The walls on either side are a mod-inspired electric chartreuse and black-and-white, with floor to ceiling patterns that mimic the company’s logo.

Entering the main work area, there are no cubicle walls in sight. Each person has their own part of a multi-table pod; basically, a set of desks facing one another. Everyone’s area is decorated differently, but they also seem aware

of the fact that they share the workspace. There are no giant stacks of papers lying around.

At the other end of the room is a hoverboard and a portion of the floor cleared for riding. A carpet, serving as a makeshift putting range, is rolled out near a wall.

Deren says the floorplan allows the staff to dialogue more freely.

“There are conversations that happen throughout the day. It’s really helpful to just be able to look over.” He says it isn’t just leadership who has noticed increased efficiency. Philip Schmidt, a technical recruiter at Dynamo, spoke highly of the streamlined communication. “It’s great to be

able to talk to leadership and your coworkers. You don’t have to wait,” Schmidt says.

Deren and Wingard acknowledge that there is more they want to do with the space, but they also know they’re already reaping benefits. So while we can’t necessarily predict what the next generation of American offices will look like, it appears Dynamo is on the leading edge of a more vibrant future.

Visit godynamo.co for more information.

B2B

Mod multi-table pods replace the traditional desks shoved into cubicles.




HOW I ROLL | BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY BILL SITZMANN

17

Tushner’s almost-completely original car looks factory-new.

HIS OWNIDEA OFCLASSIC

MIKE TUSHNER’S 1988 MERCEDES 560 SL

“I was always a car fan,” says Mike Tushner, president of Telesystems LLC. “When my kids were little I fixed and sold cars several times.”

Make that more than several. Between 1984 and 1988 he bought, restored, and sold around 30 cars.

He knows and appreciates cars of all types. By 1988, however, family and work life overtook the time for his hobby. He quit working on cars, and turned his energy towards running his telecommunications business.

Towards the early 20-teens, however, with his children gone, his wife, Connie, knew that Tushner would benefit from working on a car again. She began looking for a car for him to restore, and, ultimately, feed into Tushner’s love of car culture.

“A perfect Sunday to me is hopping in the car and going to a car show,” Kushner says. “I’ve never had a car I felt was worthy of being in a car show.”

The couple specifically wanted to find his dream car, a 450 SL Mercedes Benz convertible. The SL class is a style of sports car Mercedes made between 1972 and 1989. The 450, specifically, was made between 1986 and 1989.

CONT. PAGE 62


Edward Weniger


FEATURE | BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY BILL SITZMANN

Money is an interesting concept. People hand other people pieces of paper or a piece of plastic, and, in return, they receive goods and services. Now, throw in bitcoin, the latest in financial technology, or FinTech. Bitcoin is a term one hears in coffee shops and tech circles…but what does it mean?

Here’s how it works. It is a “push” technology, meaning the transaction request is generated by the central web server or publisher. A bitcoin user installs a “wallet” on their computer or Smartphone. This generates a unique bitcoin address in the form of a QR code. The user then swipes his/her QR code at a place of business that accepts bitcoin, and the transaction is made. The payment is deducted from a shared public ledger, or block chain, which pays the business provider and deducts the amount from the user’s account.

But it isn’t money, right?

“Gold is not money,” says Edward Weniger of Alpha Bitcoin. “It is shiny, it has assigned value to it. Bitcoin is similar to gold. It has value, but instead of making jewelry, you can write programs with it. Instead of signing up for PayPal you can maneuver money right from your computer.”

While to the untrained eye it may look like fancy Monopoly money, it isn’t. It is real currency, and it is being used around the metro area.

There is one bitcoin teller machine (BTM) in Omaha. It is at Jones Bros. Cupcakes, and makes about 50 transactions per month. There are about 23 businesses in Omaha that accept the payment system, including a roofing company, a law firm, a Council Bluffs dentist, a tattoo shop, and restaurants…from the aforementioned cupcake shop to pizza parlors to Asian restaurants.

There’s a lot to learn about this new technology, and people wanting to learn even more can attend the second Digital Economy Conference on October 7, 2016, at The Holland Center.

The event is organized by Weniger. Last year’s guests included Eric Vohyees of ShapeShift, a company that facilitates transactions between the different digital currencies. Representatives of digital insurance provider Upsy also attended the event.

“I feel the sessions ran smoothly, there was a lot of good networking. I thought it went really well for a first conference. I’m looking forward to going back again this year,” says Joe Ciccolo from BitAML Compliance in Illinois.

Weniger hopes this year’s event brings even greater content. “We want to talk more about commerce and payments,” Weniger says of this year’s conference. “Last year we had biometrics. We want to talk about trading and commodities. Compliance.”

The conference wasn’t just attended by computer techies in jeans and flip-flops, either.

“There were bankers, programmers, some executives,” Weniger says. “I’ve been surprised by the number of marketing people who came.”

It’s a new wave of currency, that, like many technologies, has started quietly in the tech circles and is spreading as people learn of it.

“I’m trying to make Omaha get more known for the potential,” says Weniger. “Des Moines has the insurance accelerator. Kansas City has the Sprint accelerator. I think there’s a logical connection for Omaha to be FinTech focused.”

Omaha is working on it. FirstData has teamed up with payment technology company TrueBEACON. TD Ameritrade is based on internet trading. Then there’s that service in Papillion.

“PayPal was making a big push a few months ago to set up payments in stores,” says Weniger.

People coming to the conference can expect to find out all about FinTech.

“I think you have a lot of startups and businesses within the digital economy stage,” says Ciccolo. “Anyone who is interested in using digital economy should come.”

B2B

Visit digitaleconomy.io for more information.

19

A BIT ABOUT BITCOIN

DIGITAL ECONOMY 16


There are no tickets required for this travel adventure.

On a busy corner inside The Shops of Legacy, you’ll find a quiet spot to explore, relax, and plan your next vacation. Or not. At Travel Design Lounge, everyone is welcome, not just those who have a destination in mind.

On a chilly and rainy March evening, the bright, comfortable chairs and travel scenes playing across four TV screens invite guests to linger and dream a while. Artwork encourages visitors to “Get tripsy.” Menu choices are simple but enticing: light appetizers like hummus and lahvosh or a meat and cheese platter. There’s an assortment of chocolates. The treats can be partnered with international beer and/or wine options or a decadent café latte. When the weather is nicer, a large outdoor café area beckons.

Shelby Goodrum has managed the bar at Travel Design Lounge since it opened in October of 2015. She enjoys the vacation stories that are starting to roll in.

“We had a group of ladies who went to London, lots of people who traveled to Mexico and the Caribbean over the winter, and a very excited couple who just came back from Hawaii,” she says. “They are all eager to come back, show their pictures, and tell us how it went!”

Travel and Transport opened Travel Design Lounge to make their experts more accessible to people.

CONT. PAGE 22

FEATURE | BY BEV CARLSON | PHOTOGRAPHY BY BILL SITZMANN

20TRAVEL DREAMS, BY DESIGN

A QUICK ESCAPE TO PLAN A LONG GETAWAY

Caption


Michelle Holmes and Shelby Goodrum


FROM PAGE 21

“Some people are just intimidated by a traditional agency,” says Michelle Holmes, general manager of Travel and Transport. “But they may not have the expertise to plan their travel just using online tools. Travel Design Lounge fixes that. Plus, this offers a relaxed atmosphere for friends and family to plan together. ”

Goodrum says travel bloggers have already scheduled meetings at the lounge, and the company is adding theme nights to attract groups of people interested in similar locations.

“Plus, we’ll have advisers here to show them how they can turn the discussion into a terrific vacation!”

There was a time when nearly all travel required a call to a travel agency, or directly to the airlines, to arrange the details. Now, an entire generation cannot conceptualize the idea of leaving a computer screen to order tickets. Once online ticketing became available in 1995, passengers flocked to the convenience of booking their travel at home or the office that way.

Holmes says nothing can replace the experience of having a travel adviser on your side.

“Advisers are your advocate.,” she says. “It doesn’t cost extra, but travel advisers will back you up if you get stuck somewhere, make sure you have a great place to stay, and can send you places with deals you can’t find online. Plus, they’ll customize the search especially for your needs and take care of the planning so you can truly relax and enjoy your trip.”

Who doesn’t dream of getting away from it all, at least for a little while? Holmes certainly does. “Everyone is inspired by travel. What’s so great about Travel Design Lounge is that you don’t have to come in with a plan in mind—or even an agenda. You can just grab a friend or two, have a nice glass of wine, and consider the possibilities.”

B2B

Visit traveldesignlounge.com for more information


BUY OMAHA PROFILES SPECIAL ADVERTISING SECTION

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KARL SCHAPHORST

23

Sandler Training provides personal and business development services for companies that have good salespeople and sales teams but have struggled to grow their business and increase revenues. Few professional salespeople take the time to develop their selling skills, but you should do this if you seek high performance. Effective selling happens when the sales culture of a business is deliberate, built upon a systematic process of engagement that is repeatable, and outcomes are predictable. Sandler Training works with all industries and company sizes.

Sandler Training in Nebraska and Iowa has grown to serve dozens of clients from start-ups to business with over $100 million in gross revenue. One client has revenue that topped $17 billion. We have expanded the offerings to include training of professional services (engineers, accountants, attorneys to name a few), one-day seminars and in-house trainings, and personal coaching.

I spent 20 years in the Heating, Ventilating, and Air Conditioning (HVAC) business, selling and managing a sales team that provided building solutions to consulting engineers, contractors and building owners. I had the privilege of using Sandler Training as a sales manager. I believed in the Sandler process and used it as my operating system. My passion for the Sandler System, combined with the gift to teach and encourage has led me to my perfect career.

Many sales training organizations market themselves nationally. We are local, and provide the training at either our Omaha-based training center or in the client’s business. We recognize that behavior change is difficult. That’s why regular reinforcement of the teachings is built into the program. The Sandler Selling System departs from features-and-benefits selling and makes the sales professional the unique offering. Combine our training methodology with the contrarian sales approach of Sandler, and we truly have a unique offering that keeps our clients engaged with us.

We believe that sales is one of the greatest and highest-paying professions available to the worker. This is the attitude that fuels our culture and defines the type of people we employ. We also believe in human potential.

At the end of the day, my business is about those I serve and pour into. It is about developing others and then watching them achieve new goals both personally and professionally. My business is about raising the bar for sales professionals.

B2B

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Rachel Tew

“MY WORK STAYS AT WORK, BUT MY MIND IS ALWAYS LOOKING AT OPPORTUNITIES.”


Kids today…they’re entitled, disrespectful brats who can’t write a complete sentence and are always playing with their phones.

Harumph.

You know, those so-called Millennials born between 1980 and 2000 with the silver spoons in their mouths. The ones who lost, but still got a trophy. The ones doing all the Snapchatting, Tweeting, and Tinder-swiping.

They roll in late, take long lunches, and then leave early. Then they whine for a pat on the back.

Funny thing is, none of that is really true. It’s just a variation on what every older generation likes to say about “kids these days.”

We are surrounded by Millennials—about 55.9 million of them are in the workforce today, the largest of any cohort. Baby Boomers and Gen Xers number about 49 million in each group, according to the latest data available from the U.S. Bureau of Labor Statistics.

Every year it grows increasingly more probable that a millennial is signing paychecks.

They’re making important decisions at businesses everywhere. BVH Architects, for example, announced a restructuring of their organization in June. This includes putting into key positions people such as 35-year-old Mark Bacon, their new creative director.

To understand the influences a Millennial might have as a manager in the workplace is to understand that Millennials are just a product of their parents and the times—times that have seen remarkable technological advances in the last 30 years, taking us from rotary phones and fax machines to the wonders of Google and the full breadth of human knowledge readily accessible from even the cheapest smartphone.

Alec Levenson, a Yale-educated economics professor at the University of Southern California, has studied generational differences for most of his career. His book, What Millennials Want from Work, carries one inescapable theme: “Millennials want what older generations have always wanted—an interesting job that pays well, where they work with people they like and trust, have access to development and the opportunity to advance, are shown appreciation on a regular basis, and don’t have to leave.”

While they may not be all that different from those who came before them, they are a complex mix of privilege and disadvantage. They came of age as the smartest and most educated—but also the most indebted—generation ever, during one of the worst U.S. economic periods since the Depression.

It’s a tough world out there for Millennials, made tougher by skeptical older generations who are unwilling to step back.

Kristin Streff Barnett, 33, is the director of Employment Services at First National Bank. She manages a couple of millennials, but most of her staff consists of people in the Gen X or Baby Boomer classifications. As a manager, she invokes a laid back style and tries to be as flexible as possible.

“I am more relaxed than my team desires at times,” she says. “The bank is not the most important thing in your life.”

Nonetheless, she understands that as a younger manager, she needs to built trust and credibility with any team she manages.

CONT. PAGE 24

25BY CHARLIE LITTON | PHOTOGRAPHY BY BILL SITZMANN

COVER FEATURE

NEWMANAGEMENTFOR THE NEWMILLENNIUM

DIFFERENT WORKING STYLES MOVE WITH MILLENNIALS


FROM PAGE 23

“There’s a certain amount of proving yourself I have to do,” Barnett says. “I don’t see that as part of my age. I’ve had seven years of management experience, and I think it’s gotten easier with time.”

Although Barnett works at a bank, the dress codes and flexibility of the company have become more relaxed as the company evolves. She has been known to wear a suit, but she won’t be seen in flip flops at the office. And she knows how to answer an office telephone and leave voice mail.

Bacon is transitioning from a non-management position to managing a team of 52, but he doesn’t see himself barking orders at minions. “It’s not hierarchical, it’s much more about collaboration and integration with project teams.”

Moving millennials into management is often more important than bosses realize. Brandi Goldapp, the 45-year-old owner of Omaha event planning firm, A View Premier Event Venues, needed help connecting with a younger generation. After decades of success in the industry, something changed.

“Our product didn’t change,” she said. “But there was a disconnect.”

She realized something. Her clients were millennials, who nationally account for roughly 81 million people—many of whom are now entering the life stages of marriage and building families.

So she put a few Millennials in charge.

Her business has now expanded to two additional locations, including the construction of an entirely new building. Most of their venues are booked solid several months in advance, and most of that traces back to the tireless energy of her management team—a pair of dynamo Millennials.

“I believe my business is as successful as it is because of them,” Goldapp said.

Staying ahead of the curve usually involves keeping a close eye on a smartphone, which can be aggravating for the older set. But those phones are for more than Facebook posts and Twitter feeds. The gadgets allow them to be constantly “on the clock,” accessing email, contacts, documents, and calendars. Anywhere, anytime.

The tradeoff? Just as they don’t mind working from home, they expect the boss to accept some of their personal life bleeding into work.

“I think it’s important to remember how important all aspects of their lives are to them,” Barnett says.

Nonetheless, they want to work. Another key piece to understanding Millennials is their need for a sense of ownership, or making a contribution to the larger whole, in a real, tangible way.

“That people are forgetting the fact that there’s still integrity at work,” says Rachel Tew, the 28-year-old tattooed marketing specialist at Mid-America Center. “My work stays at work, but my mind is always looking at opportunities. An older generation believed in work…If I have a deadline, I never miss a deadline.”

Another key piece to understanding Millennials is their need for a sense of ownership, or making a contribution to the larger whole, in a real, tangible way.

Goldapp promoted Millennials in her event planning business as she started developing plans for a new building to accommodate the company’s growth. She brought in her young protégées for input. Together they sketched plans on napkins and visited the construction site.

Goldapp described the process from her small 12-feet x 12-feet office in the new building. She shares the space with her two managers. It’s crammed with two desks and a small fridge. One wall is painted bright orange, another is painted gold, and she loves every bit of it.

“I’ve never had an office,” Goldapp said with a wide grin. It never even occurred to her to include it in the plans, but it did to her 24-year-old sales manager, Britney McRoberts, who had to make a workspace wherever she could.

McRoberts laughed as she recalled the conversation with Goldapp: “If you want us to work smarter and not harder,” McRoberts said, “then we need a desk and a place where we can shut a door. And then you need to paint the walls gold.”

McRoberts also helped rebrand the business, which continued to grow. That meant there was going to be more work for everyone, but not enough to justify hiring more help. Goldapp said they didn’t complain, or ask for raises. They saw the bigger picture.

The bigger issue for Levenson is that problems with management in the workplace are systemic.

“One of the biggest problems we have in organizations,” he said, “is that people get put into frontline management roles without any evidence that they can actually work as managers.”

Corporate policies for hiring, training, and retaining talented leaders leave a lot to be desired across the board, not just Millennials. Changing policies and practices that benefit Millennials would benefit all, he said.

Goldapp laughs at the idea of generalizing the Millennial generation in anything less than flattering terms.

“If you want your business to survive, you better make some changes,” she said.

Goldapp put down a few swaths of gold paint, had a few conversations, outlined expectations, and let the kids take care of the rest.

B2B

26



Work On Your Business With CEOs, Executives and Business Owners Just Like You

Cathy Fitzhenry and Rick Faber are two of four regional chairman for Vistage boards in the Omaha area.

Vistage boards provide the “power of peers” for business owners and leaders. This peer board format, along with individual coaching and mentoring provides the foundation for growing leaders professionally and personally.

Vistage groups meet once a month to solve problems, evaluate opportunities and work on an assortment of strategic and operational issues. They are confidential forums of experienced executives who rely on each other for wisdom and counsel.

In 2009, Cathy “Fitz” Fitzhenry, a former CEO, introduced Vistage to the Omaha market. Rick Faber a former Vistage member who was a regional president, joined Fitz in 2013 to help grow local businesses through the Vistage experience. Today more than 100 businesses have been appointed to Omaha Vistage private advisory boards.

VISTAGECATHY FITZHENRY AND RICK FABER

The Vistage Omaha members grow their organizations at three times the rate of their competitors. They represent 4 billion in annual revenue and 25 thousand employees.

Vistage started in 1957. It is the world’s leading CEO organization with over 20,000 members worldwide in 15 countries. These executives are guided by a professional and experienced chairman with a passion for mentoring CEO’s and business executives.

Vistage is unique to other peer organizations due to its private monthly coaching sessions, wise and experienced expert speakers, on-line worldwide connections and monthly meetings facilitated by professionals.

Cathy “Fitz” Fitzhenry, relocated to Omaha in 2008, with her husband of 37 years, after working overseas as a CEO and turn-around specialist. She moved here to be near her daughter and grandkids.

Fitz has owned several successful businesses in the areas of audio publishing, real estate investing, and strategic planning. She has taught and mentored on

topics such as international land development, real estate investing, emotional intelligence and strategic thinking.

Rick Faber is a father of two daughters, Lauren 17 and Leah 12. Rick and his wife Jean have been married for 35 years and have lived in Omaha for 32 years. He received his undergraduate degree from Northwestern College and his Master of Business Administration from Creighton University.

You are welcome to connect with Rick or Fitz on LinkedIn or call their local office. They will gladly sit down you and help you investigate what private advisory boards can help you achieve.

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omAHA! | BY KARA SCHWEISS | PHOTOGRAPHY BY BILL SITZMANN

28

Matt Powell of Perspective Jewelry freely admits he didn’t purposefully or strategically branch out his fine jewelry business into a new genre. He was, however, quick to recognize its potential.

“The sports stuff is something that we just sort of fell into,” he says. “We developed a cool product, there was customer demand for it, it lent itself to this kind of thing, and we’ve just taken off and ran with it.”

Powell’s unintentionally sporty but apt metaphor illustrates how, in just a few years, Perspective Jewelry has added an entire sub-business—Argent Sports—featuring officially licensed NCAA and College World Series custom jewelry pieces.

“We’re kind of on the fringe market in that we’re on the high-end side. We fit that alumni crowd, the more affluent, luxury-box crowd,” Powell says, explaining that his clients generally have long-held “institutional attachment” that becomes part of their

ARGENTJEWELRY

TAKING THE DIAMOND OFF THE FIELD AND INTO JEWELRY STORES

identity, and they’re looking for lasting, high-quality jewelry to reflect that. “So we have product that ranges in retail price from, say, $75 to $2,000. That puts us at the very high-end of the licensed sports jewelry line.”

The pre-game actually began in 1993 when Powell left a position with a major fine jewelry retailer (where he specialized in custom projects) to strike out on his own from his hometown of Missouri Valley, Iowa. He brought his wife, Sheila, into the business side of things. His son, Chad, eventually became a CAD (computer-aided design) master and joined the family business. In 2007, the Powells opened up an Old Market storefront, Perspective Jewelry Design Studio, where they created, and still create, many one-of-a-kind engagement rings and other fine pieces.

For the first few years at Perspective, the Powells were comfortable with just their “nice niche” of taking clients’ ideas (and sometimes heritage diamonds or other elements) all the way from rough concept to shining reality.

l-r: Sheila, Matt, and Chad Powell


“We’re artisans in that we know how to do it all. We can design it, we can build the models and prototypes, we can cast the pieces, we can set the stones, we can do all the other work involved with it,” he says. “It’s really all—start-to-finish—us.”

The same in-house resources that were optimal for couples designing engagement rings made possible the fast turnaround time needed for custom sports jewelry. Argent Sports began with a simple baseball pendant created during a College World Series. Using various precious metals and a range of enamels, diamonds, and gemstones, the Powells developed a line of customized baseball necklaces for team insiders and fans by the next year’s series.

“We found something that people responded to and reacted to, and we took that and built on it. We kept fine-tuning it and adjusting, and through that feedback loop, we developed a product line that works,” Powell says, explaining that the direct interaction with

CONT. PAGE 60

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The U.S. Olympic swim team trials officially take place over a period of eight days, from June 26 through July 3, but preparations for the massive event close down the entire CenturyLink Center to the public for 47 days beginning in late May. During that period, the entire facility transforms into what Director of Communications Kristi Andersen considers its own unique community.

“A typical event for us—a concert, a basketball game, a consumer show—probably would take a few days in set-up. Or less, maybe just a day,” she says. “So this is very different. It’s really a city, a little city working to make this fly. It’s such a tremendous undertaking, but it’s one that everyone involved seems to take on happily and with pride.”

At heart of the swim trials are 1,800 athletes representing all 50 states (a maximum of 52 swimmers will make the final 2016 Olympic team), accompanied by 750 coaches and 600 support staff. Over a tight three-week build schedule, a 10-lane competition pool (50 meters long by 26 meters wide and 9 feet deep) will be installed in the arena and an 8-lane warm-up pool (50 meters by 25 meters and 7 feet deep) will be installed in the convention center. The two pools will hold a total of two million gallons of water.

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“It’s a pretty aggressive timeframe…everybody has to pull together, whether it’s the electricians, the plumbers, the pool installers, the decking people, the special effects and lighting (people). It’s many, many moving parts that need to be coordinated for it to be done correctly,” says Harold Cliff, president and executive director of the Omaha Sports Commission, which coordinates the efforts of entities from all over the world who are involved in the various facets of the event.

“When people come into the building we want them to think that it’s a swimming pool, not a basketball court with a swimming pool on top of it. That’s easier said than done.”

“This event is really a true partnership and it’s so collaborative on many levels. The U.S. Olympic Committee, it’s their event. USA Swimming and the Omaha Sports Commission run the event and manage it, but there are so many other groups, community groups and others, involved,” Andersen says. “I just think it’s a testament to our community. There are a thousand people who have signed up to volunteer to work this event. And our staff is just thrilled to be part of the action.”

More than 90 percent of this year’s volunteers also helped during the 2008 or 2012 trials, Cliff adds, and most of them are from the area.

“It’s a very solid core group of talented people who’ve done it before and work well together and understand the event,” Andersen says.

The list of additional supporting organizations and personnel is exhaustive: law enforcement will provide security, NBC will air all eight evenings of competition live with preliminary coverage on NBCSN, Levy Restaurants will present food service, 300 members of the media are already credentialed for the event period, and medical support will be offered through The Nebraska Medical Center. Andersen and Cliff both emphasize that’s just a glimpse of who is ultimately involved.

CONT. PAGE 58

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34THE BRAND BRIEF BY JASON FOX

BATTLEOF THE USPs

Every time I sit down to write one of these columns I worry that, at best, I’ll just be adding to the noise. After all, a large portion of the columns, articles, books, conferences, tweets, clubs, pamphlets, and banner ads you consume involve marketing and advertising in some way. Everything I’m about to write here has probably been said or written before, quite possibly in “listicle” form—but I cannot bring myself to use an optimized search engine to verify this, lest I be paralyzed with self-doubt by the voluminous number of links it returns.

Chances are, however, you’re not still reading this column because you believe I will at some point–probably the third sentence from the end–reveal a golden nugget of branding insight guaranteed to take your own marketing efforts from yawn to yahoo.

Hopefully you glean some useful knowledge from reading this. The point is: This column doesn’t have what MBAs from 1983 would call a Unique Selling Proposition. What it has instead is a Unique Selling Personality, and that’s the type of USP most brands truly, often desperately, need.

The original USP–the propositional kind–remains valid. It just doesn’t apply to every product or service extant, at least not in a meaningful, marketable way. It’s one thing to advertise a patented feature no one else can truly claim, but it’s quite another to make “customer service that really serves the customer” your branding foundation. You may very well have the best customer service in the history of retail, with CSRs who routinely reject stock option-laden offers from

Zappos because the shoe giant’s standards just aren’t quite up to their own—but is anyone going to believe that claim on a prima facie basis? In a marketplace saturated with variations of “we care,” “we’re here for you,” and “because we care, we’re here for you,” the answer is prolonged, derisive laughter.

This is where the other USP comes in. Not to wholly supplant whatever tenuously unique proposition you may have, but to give people a reason to care about it. To appreciate it. To like it. To, more importantly, like your brand. After all, most of the brands we love or at least prefer have a personality that sets them apart. Target’s personality makes it feel more upscale than Walmart. But is it? Not by any objective measure. Which is the point. When it comes to having a winning personality, it’s subjectivity that counts.

For example, let’s take a couple of little-known brands that sell commoditized sugar water. We’ll call them Coca-Cola and Pepsi. Test after test has shown that, in a blind tasting, people prefer the slightly sweeter, more sugary taste of Pepsi. Once upon a time, this led to some good advertising (Pepsi Challenge, anyone?), and poor business decisions (New Coke, nobody ever?). For these two products that are essentially the same, loyalties run deep and often fierce. A lot of this has to do with the personalities the brands have developed over the decades. Coca-Cola is it, the real thing, a way to open happiness. It’s a Norman Rockwell Santa, or a day at the beach without inappropriate Speedo sightings. Pepsi, however, has long pushed the youth angle. It’s

for those who think young, who have fun, and is the choice of a new generation…although that generation is now in its mid-forties.

So, between a proposition and a personality, which is the ne plus ultra of USPs? (I ask this only for people who skipped to the end). It boils down to this: A brand can thrive with a good product and a great personality, but will be hard pressed to match that success long-term with only a great product, and no personality. When you make the brand itself compelling enough to warrant trial and reinforce loyalty, you can “shoot the moon” product-wise without worrying whether or not your next launch may be your last. Cue the New Coke reprise.

B2B

Jason Fox is the executive creative director at Webster, and the chin behind @leeclowsbeard.

Leaving Main Stream for Main StreetServing Those Who Served Us TURNING MILITARY TRAINING INTO BUSINESS SUCCESS PG. 5

Cashing in on Passion20 YEAR SCHOOL TEACHER BUYS ART BUSINESS PG.13

BUSINESS DIVERSITY EDITION

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016

A Publication of The Firm Business Brokerage

HOW A CORPORATE AMERICA LAYOFF PUSHED NEW OPPORTUNITIES PG. 8

2

Volume 1 Issue 8Published by The Firm Business Brokerage

President/Editor • Cortney SellsDirector/Assistant Editor • Cassandra PowersIn-House Legal Counsel • Susanne MillerAccounting & Finance • Cassandra WaltripBrokerage Principal • Rene RademacherMarket Development • Rachael RandParalegal • Julie O’BrienMail Marketer • Adam JaimeOutreach Coordinator • Tina McGillOutreach Coordinator • Jordan BurtResearch Analyst • Daniel HayesIntern • Seth Balke

Design • OBI Creative

Contributing Writers • Kathy Rygg, Maureen Tierney, Aaron Stockton, Jeff Reiner

Photography by Bill Sitzmann

To Subscribe:The Firm Business [email protected] N. 78 St.Omaha, NE 68114402.998.5288

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In the Winter 2016 edition of The Firm Deal Review, the cover story regarding Joe Heieck and GIS Work-shops, LLC implied that Mr. Heieck’s Naval service record included service as a Navy SEAL. Mr. Heieck, who did serve as a Naval Intelligence Officer, not a Navy SEAL, never represented himself as a SEAL to the writer, publisher, or anyone else. The mistake was ours and we apologize to Mr. Heieck and the Naval Special Warfare community for the misrepresenta-tion. Digital copies of the Winter 2016 edition have been corrected.

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Columns

4 Net Worth: Marketing vs. Branding

Jeff Reiner of TurnPost advises on

knowing the difference

12 Negotiated: Complexity of Business Insurance

State Farm protecting your business

15 Executive Impact: Drafting Reviews

Research Analyst Hayes discusses

importance of CBR

Features

5 Uniform Exchange How an Air Force vet buys a business “to

pass it forward”

8 Main Stream to Main Street A small town cage is the right order

13 Passion for Art Classroom of a different kind

14 Bison Witches A good date became a good business

The Bottom Line

Sells Insights

Entrepreneurship Sees No Set Timeframe

Main Stream to Main Street

A small town cafwwe is the right order

pg.8

Much like in life, buying or selling a business takes a great deal of per-

severance –‘it’s not a race, it’s a marathon’. Kevin Ruden was one of our first clients in 2010. Through perseverance and patience, he is now the owner of our 100th business sold. In this issue we dive into the phases of life that one has, as our articles tell a story of how each of these people became entre-preneurs. When Brandon Kosek was in col-

lege he and his wife spent their date nights at Bison Witches. In a fairy-tale ending, they now own that very restaurant where their future began. All of the business owners featured had the courage to keep going and never give up, serving as an example to us all that hard work and perseverance always prevails. The FIRM

Special Section

7 Fresh Off The Firm The Firm Business Brokerage has over

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Management of current cash flowing

businesses for sale – from residential

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by Cortney Sells president/editor


3Summer 2016 The Firm Deal Review

4

Net Worth: Marketing vs. Branding: Knowing the Difference Can Improve Your Business

written by Jeff Reiner, owner of Turn


All too often, businesses view brand-ing as interchangeable with marketing.

This incorrect assessment can lead to failed marketing efforts and missed opportunities for success.

By gaining a better understanding of what branding is, you’ll have a stronger founda-tion for promoting your business and craft-ing a story that will last for years to come.

Begin with branding.

Your brand is your company’s personality, its culture, and the message that permeates all of your communications. It’s the pre-de-termined look, feel, and tone that becomes a part of your décor and graphic design.

It’s also the feeling your customers get after interacting with your company—from the service they receive to the emotions you elicit. Ultimately, it’s the philosophical foundation for everything you do, and it is determined by looking inward.

At Turnpost, we first help our clients find consensus regarding their purpose, values and objectives as an organization. Then, we work with them to achieve clarity by build-ing a brand platform. Finally, we help them establish continuity by determining how this new platform will be communicated.

Create a marketing strategy based on your brand.

Once your brand platform is in place, you’ll be much better equipped to create an effective marketing strategy. Marketing includes the tactics you’ll use to advertise your business—from your website to your social media strategy. How you design your communications, write copy, and approach social media will all be determined by your brand platform.

“A strong brand establishes a critical foun-dation for your business,” says Jeff Reiner, president and creative director at Turnpost.

“Once your platform is in place, you’ll see more success in your marketing efforts.”

Your brand doesn’t just solidify your unique position in the marketplace—it can also add equity to your business, in the form of loyalty, trust, awareness, and positive associations like quality and strength.

And it can be the perfect initiative to visit in times of transition.

“If you want to sell a business that lacks a solid brand, this could be a great time to add value for prospective buyers,” says Reiner. “Conversely, if you buy an existing business that lacks an established brand, this is your chance to give your new com-pany vital direction.”

To date, Turnpost has completed branding initiatives and updates for a wide variety of large companies known on both a local and national scale. Some of the agency’s recent accomplishments include:

• A comprehensive rebrand for Travel and Transport, one of the top international corporate travel companies in the world.

• The creation of a unique brand with national appeal for Brix—an initiative that helped the wine bistro secure vital investments.

• The development of a brand for Benaissance, a billing and payments solutions provider, that supported the company’s rapid growth and subsequent acquisition.

• A complete branding initiative and corresponding marketing campaign for 88 Tactical, a rapidly growing training organization focused on teaching professionals and civilians how to respond in crisis scenarios. THE FIRM

To learn more about our branding services, visit Turnpost.com today.

Jeff Reiner


One Uniform to Anotherwritten by Maureen Tierney | photography by Bill Sitzmann

Dan Warren has a knack for finding a good niche market, and chances are

you’ll soon find the need for one of his busi-nesses. The Lincoln-based entrepreneur owns two businesses, co-owns another, and works full-time at yet another establishment owned by his brother. Apart from such an impressive schedule, Warren managed to delve into three very separate areas.

Like any good story, Warren’s begins with a solid foundation, one that was started at the age of 17 when he chose to enlist in the U.S. Air Force. It was a formative decision that curtailed some “reckless behavior” and gave him the chance to gain some wisdom


from those older and disciplined. After nearly 14 years as an enlisted man and Air Force contractor in Djibouti, Kuwait, and Iraq, Warren had built the “cornerstone to whom [he] would eventually become,” having found that what one learns in ser-vice, “transcends who [one] will be.” Warren has certainly carried this notion with him through to his current endeavors.

Just like the Air Force is always the first wave in, Warren has plowed the way for a greener and more engaged Lincoln metro. A self-described “bike guy,” Warren be-came interested in the bike taxi industry. Having visited Austin, Texas, known as one of the biggest bike taxi markets in the U.S., he soon realized that Lincoln had the right sort of demographic and need to support its own such service. So began the inno-vation of Pedal Pushers. Nearly four years and 23 bike taxis later, Pedal Pushers can

be seen around Lincoln during the summer and fall, and at the World Series and oth-er special events in Omaha. Much like his time working ground support in the military, Warren’s Pedal Pushers offer a useful service that works as a “natural fit in Lincoln,” with its many events and biker friendly terrain.

Similar to its mechanized counterpart found in every large city, Pedal Pushers’ taxis are moving ads. In fact, mobile adver-tisement seems to have become a specialty for Warren. As the operations manager for Aqua Systems, his brother’s water softener company, Warren began to conceptualize a better way to deliver fresh water to cus-tomers that not only serves more but is also greener. With his brother, Warren created Springo, the “anti-bottle” water company that is “green in nature,” and proudly so.

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The Firm Deal ReviewBuyer’s Drive: To serve those who have served us Customer Base: Over 100 Midwest American Legions & VFW ChaptersDeal Structure: Asset Purchase AgreementFinancing: Home Equity Line of Credit

Dan Warren

6


Much like Pedal Pushers, Springo oper-ates as delivery and promotional services in one package. A large mobile water cooler with the capacity to serve 10,000 people (or sometimes people and pets) from atop a car trailer, Springo taps into existing water lines and filters water on the spot. It’s a per-fect marriage for large events like concerts, marathons, and festivals. The water is free, with Warren either charging a flat rental fee or branding bottles and other souvenirs for companies using Springo’s services.

Perhaps most important of all, Warren is drawn to serving those who have served us all. As a retired senior airman, Warren spent the last couple of years searching for a business opportunity that would help him connect his skills in a more personal way. He then engaged in the acquisition of an indoor billboard business that proudly serves masses of VFWs and American Le-gions throughout the Midwest. With Indoor Billboards, he found not only a “connection to other veterans” but a way to help vet-erans “promote themselves to the veteran community.” The business was founded 15 years ago by a veteran who saw a need for improved message boards in veteran establishments. Indoor Billboards was de-signed to give them a better, cleaner means of communicating events with each other. While Warren’s other two ventures are start-ups, Indoor Billboards was already in full swing when he purchased it spring 2016. The fact that it was “established and mature was a big appeal,” but it also allows him to lend his marketing strengths to a dear cause.

What is most special about Warren and his companies is that he sees beyond the product and focuses on how the services he provides can improve the lives of oth-ers. Maybe that harkens back to the ca-maraderie Warren would have found in the military, where working together is equally beneficial to all. More than anything he is always looking for the right fit, where he can “show how to use a service for a com-pany’s benefit.” Warren is ready to step in and prove that meaning can be found in the most interesting of ideas…whether that is a bike taxi, a roving cooler ready to provide clean water, or something as simple as a message and advertising board at a veterans meeting. THE FIRM


FOLLOW US:tel 800.608.3645 [email protected]

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Fresh Off The Firm: Featured Opportunities for Sale

Large Animal PracticeOWNER’S PROFIT $171,862 PRICE $590,000

Caring for animals of all sizes for 40 years in South Central Nebraska, this established veterinary clinic, largest in town, offers in-clinic as well as onsite services. The practice does 50% production and large animal companion and 50% small animals.

Regional Trucking Service OWNER’S PROFIT $171,474 PRICE $600,000

An 80-year history built on integrity, this southeast Nebraska freight carrier pro-vides cost-effective/reliable transportation solutions, addressing the client’s specific needs. They also provide brokerage ser-vices in a 300-mile radius for heavy haul, expedited transit, and volume shipment.

Themed Photo BoothsOWNER’S PROFIT $56,831 PRICE $172,000

Turnkey classy photo booth business with over $40,000 A/R. Offering a variety of themed and retro style photo booths that range from cozy five-person capac-ity booths to large 12-person affairs, this company is far more than a typical photo booth rental operation.

**Manufacture, Ship, & Sell Green Products OWNER’S PROFIT $311,832 PRICE $1,280,000

This online retailer with over $1 million in revenue is selling the greenest of the green products with an established e-commerce store and 8 domain names. The products offered through this site include applications for home, office, industrial, agricultural, and health & beauty. More than 180 products are for sale on the site.

Salon in the Suburbs OWNER’S PROFIT $63,839 PRICE $116,000

Revenue generating from booth renters and commissioned stylists this salon is do-ing 80% women and 20% men services for a revenue of $171,224. Providing services such as haircuts, color, styling, waxing, natural nails, and spray tans—the business serves to a west suburb of Omaha.

Community Pharmacy OWNER’S PROFIT $346,760 PRICE $1,100,000

This franchised community pharmacy prides itself on its hometown feel and place in the community. Customers keep returning for the service they receive, even with the big box stores in the area. The business shows a high referral rate from local medical practices, long-term care facilities and surrounding community.

Auto Body ShopOWNER’S PROFIT $102,642 PRICE $310,000

Reputable auto body shop with over 30 years of history. Established in 1985, this southwest Omaha body shop has worked hard to establish and maintain a solid repu-tation. Some customers even drive from as far away as Kansas City to have their auto body work done at this location.

Southwest Omaha DaycareOWNER’S PROFIT $123,055 PRICE $405,000

Situated in a premium shopping complex in a neighborhood with an $85,000 median income. This well placed daycare has over 17,500 drivers pass by daily, is located only two blocks from the nearest elementary school and just under four blocks from the nearest middle school. Business is steady and thriving with an 18% profit margin.

** Broker’s Choice | 110+ Available Business Opportunities For Sale. Please visit TheFirmBusinessBrokerage.com.



Hassan and Georgiana Amoura

The Firm Deal ReviewList Date to Close Date: Less than 5 monthsReason for Purchase: Laid off from corporate AmericaLocation: Louisville; Just south of OmahaSeller Training Period: 90 daysOperation: Family owned and operated

Leaving Main Stream for Main StreetThe Perfect Small Town Purchase

written by Kathy Rygg | photography by Bill Sitzmann

A Publication of The Firm Business BrokerageA Publication of The Firm Business Brokerage

“WE’RE GOING WHOLE-HEARTED INTO THIS AND WANT TO ESTABLISH OUR REPUTATION IN TOWN

AND BUILD ON THE EXISTING BUSINESS.” -Georgiana Amoura

To own a business is one of the classic American dreams. But often the road

to get there takes a number of unexpected turns. With patience and perseverance, the right opportunity can come along at the right time. Georgiana and Hassan Amoura know this firsthand. Their road has been long and, at times, trying, but they nev-er gave up and finally achieved their own American dream.

The Amouras’ journey began after Has-san was laid-off from his well-known cor-porate job after 17 years. He had trouble re-entering the workforce due to being overqualified for many positions and ended up working at Jimmy John’s, which was far below his skill level. That prompted the Amouras to begin looking for their own

business to purchase. They didn’t want to subject themselves again to the insecurity of working in corporate America.

The couple wanted to look for a restaurant opportunity, and Georgiana hoped to have her own bakery. For three years the cou-ple kept an eye out for the right business, pursuing different avenues, none of which panned out. Last December The Firm told them about an opportunity—Main Street Café in nearby Louisville, Nebraska, was for sale. “We liked the sound of it from the beginning,” Georgiana said. “And when people told us how much they loved the place, it made it even more appealing.”

Mandi and Cory Chubb owned Main Street Café for nine years. Corey grew up in Lou-isville, and the couple have lived there for the last 15 years. Cory’s family owns the bar next door, and when the 106-year-old build-ing went up for sale, the Chubbs bought and renovated it from an antique store into a restaurant. Now that their family is grow-ing, the Chubbs wanted to focus on their children, and made the emotionally difficult decision to sell. “It’s like sending your child off to college,” Mandi said. “We’ve built it up and created a successful business, so it’s rewarding, but emotional to let go of it.”

When they made the decision to sell, the Chubbs originally tried looking for a buyer


10

on their own. “We had a few people ap-proach us, but it just never worked out,” Mandi said. They knew they needed some-one to assist them through the process.

“We decided to go with The Firm so they would bring us their qualified buyers, assist through the process with the paperwork, and ultimately help match us up with the right buyer.”

It turned out the Chubbs and Amouras were, in fact, a perfect match. At their first meeting, the two couples instantly hit it off and found themselves chatting every chance they had. “It was very comfortable the first time we met,” Mandi says. “We felt they shared our values and vision. We think of the café as a family, not as a business, and we feel they will continue that relationship with employees. We chose them as much as they chose us.”

In fact, that choice to purchase the café was done completely sight unseen. “Be-cause none of the other opportunities had


worked out, we decided we weren’t going to go see the restaurant until we knew the purchase would go through,” Georgiana says. Hassan even told her it would be bad luck if they walked through the restaurant before buying it, based on their previous experience. “We made the decision mostly off the café’s reputation and our instinct,” Hassan said. “My gut feeling told me they were honest people, so we didn’t hesitate to move forward.”

There was a bit of a battle to find the right buyer because the café is 10 miles outside of Omaha. But the distance didn’t deter Georgiana and Hassan. It’s only a 20 minute drive from their current home, and Georgi-ana said she hopes to eventually move to Louisville, especially since they’ve already received such a warm welcome from resi-dents and business owners there.

“We’ve met people there at the bank, the post office, and the café, and everyone al-ready knows who we are,” Georgiana says.

“WE THINK OF THE CAFÉ AS A FAMILY, NOT AS A BUSINESS, AND WE FEEL THEY WILL CONTINUE THAT RELATIONSHIP WITH EMPLOYEES. WE CHOSE THEM AS MUCH AS THEY CHOSE US.”

-Mandi Chubb



“They’ve all been so nice, especially the staff.” Mandi said she’s really pleased with how Georgiana and Hassan have already started to build those relationships, and said she thinks they’re off to a great start with the new business. She’s also excited to see what new things they’ll introduce to the café. “It will be fun to see what improve-ments they make and watch them get to know the staff and community,” Mandi says.

Georgiana plans to have her dream bak-ery as part of the business and wants to expand the catering options. “We’re go-ing whole-hearted into this and want to establish our reputation in town and build on the existing business,” she says. But for now they are ecstatic about their purchase and are glad they never gave up looking.

“Each time an opportunity didn’t work out, I told Georgiana there would be another one,” Hassan says. “Always go with your gut feeling, and don’t give up. For us, it turned out that everything about this was just right.” THE FIRM


12

Business insurance is one of the most complex areas of insurance that we deal

with in our industry. It requires extra atten-tion to the details of a policy. Most business owners have to carry a number of different policies to make sure the business and em-ployees are protected properly. There is extra coverage, endorsements, riders, etc., that may or may not need to be added.

This is why having an agent who is an advocate for you, and has experience, is essential to a business owner. Being un-derinsured can potentially be devastating

provider and how their policy will work when you need to use it.

We encourage business owners to not just look at quantity but the quality. With most things in life you get what you pay for. Business insurance is no different.

Buying a business is an accomplishment and a big investment. Make sure you have an agent and a company that you can trust to protect it. THE FIRM


for an owner if a claim arises and they are not properly covered.

I encourage anyone that is in the mar-ket to purchase a business, to look at the insurance history of the business they are purchasing. This can tell them a lot about what to expect with claims and workers’ compensation incidents, and can assist in discovering discounts. Take the time to get quotes, compare company ratings, and talk with agents early in the process so, as an owner, you can make an educated decision on who you will go with as your insurance

Complexity of Business Insurancewritten by Aaron Stockton, State Farm Insurance


The Firm Deal ReviewLender: Cassie Kohl of Union Bank & TrustGrowth Plans: Add an art gallery and more corporate eventsLocation: BensonFormer Occupation: Teacher


Turning a Passion for Art into a Businesswritten by Kathy Rygg | photography by Bill Sitzmann

When you are passionate about some-thing, being able to turn your passion

into a viable business is ideal. Beth O’Han-lon’s passion is art. For more than 20 years she has been both an artist and a teacher. She is certified in art and gifted education, and has experience in framing, gallery work, and residencies. She also teaches art history at Southeast Community College. O’Hanlon lives and breathes art.

Two years ago O’Hanlon left her teaching career and thought a business sounded intriguing. O’Hanlon explored entrepre-neurship and went from there. “This was the first business I had purchased, and I wanted to make sure it was the right deci-sion,” she says. “I take my time and process things slowly. I didn’t know much about owning a business, so the prospect was a little frightening.”

She called upon her support system, which includes several friends in the art industry and her brother, who owns his own business in Lincoln. “My brother taught me what

to look for from a business perspective,” O’Hanlon explained. “I had a lot of good ideas for what I wanted to do with the business, but I needed advice on how to implement it all.”

Those ideas have since been implemented, transforming Adventure in Art to a true educational studio for both adults and kids. Focusing on art fundamentals, O’Hanlon personally teaches all classes, including drawing, painting, pottery, mosaic, glass fusion, jewelry making, and weaving. She offers classes in a variety of ways, from in-dividual one-time classes, to a series, to week-long summer camps and birthday parties for kids. “Right now I’m teaching all of the classes, so I don’t have time to go to art gallery openings and network like I want to,” O’Hanlon says. She plans to change that by bringing on additional instructors so that she can focus on providing classes off-site at organizations throughout the communi-ty. “I’d like to do 50 percent administrative and 50 percent teaching, rather than 100 percent of it myself.”

Through her hard work, she has already made the business successful, increasing it month over month. And she loves having the freedom to be creative and introduce new projects, art mediums, and classes to the community. “The people of Omaha have been so wonderful,” she says. “I can’t say enough about everyone who comes to take my classes.”

The feedback she’s received has been overwhelming and confirms that her initial concept was a good one. “It’s a great busi-ness, and I want to keep growing it,” she says. “There’s obviously a niche here for me.” Looking back on the process of pur-chasing the business, O’Hanlon reflected on that initial fear she had. “It was like sledding down a steel-faced cliff,” she says. “It was scary to do, but so rewarding afterward. It’s worth taking the chance. You’ll be part of a whole new community of business owners, and you realize you have something valu-able to offer.” THE FIRM

Beth O’Hanlon


14


A new business involves much more ex-pense, from the build-out, to hiring, mar-keting, and even holding a grand opening.

“You also already have customers in place rather than finding a new customer base,” Brandi added.

Brandon and Brandi are equal owners and share all of the responsibilities. The purchase was completed in March, and the couple has focused on training, social media marketing, and developing a cocktail menu for the restaurant. They also plan to do some light remodeling. The Koseks current-ly live in Papillion but have no issues with frequenting their new business in Lincoln.

Eventually Brandon and Brandi hope to bring Bison Witches to the Omaha market.

“A lot of people in Omaha went to school in Lincoln and would be excited to have a location in Omaha,” Brandon says. In fact, the Lincoln Journal Star’s People’s Choice Awards voted Bison Witches the best sand-wich in Lincoln. Brandon said the chili con queso is just as good.

For others considering purchasing their own business, the Koseks’ advice is simple:

“Do a lot of research and trust in the process. This is going to be your business, so look into every aspect, both the benefits and the drawbacks,” Brandi says “And don’t let any-one deter you from your goal.” THE FIRM

Brandon and Brandi Kosek met as col-lege students in Lincoln, Nebraska. The

couple’s favorite date night restaurant was Bison Witches. Years after marrying and moving to Omaha, whenever they traveled to Lincoln they would eat at their favorite spot. When the restaurant became available for sale, the Koseks jumped at the opportu-nity and made an offer within days, knowing it was the perfect match.

This wasn’t the first restaurant the couple owned. They started two restaurants be-fore, but the difference this time was Bison Witches already existed. Brandon said there were a lot of advantages to purchasing an established franchise. “It’s so nice to have everything in place, from the layout to the staff,” he says.

A Good Date Becomes A Good BusinessBison Witcheswritten by Kathy Rygg | photography by Bill Sitzmann

The Firm Deal ReviewReason for Sale: Owner resides in ArizonaBuyers: Bought Bison Witches after starting 2 BBQ RestaurantsEmployees: Full staff retained, included GMLender: Thomas Klein of First Na-tional BankList Date to Close Date: 99 Days

Brandi and Brandon Kosek


A Publication of The Firm Business Brokerage A Publication of The Firm Business Brokerage

Executive Impact Approaching a Confidential Business Review Through the Buyer’s Eyes

written by Kathy Rygg | photography by Bill Sitzmann

One of the services provided by The Firm Business Brokerage is creating

a Confidential Business Review (CBR)—a comprehensive look at every aspect of a business that would be of interest to a po-

tential buyer. A CBR is much more than just a set of financials. It’s a way to posi-tion a company that makes it attractive to certain buyers, or presents an opportunity that might not otherwise be apparent. Dan

Hayes, Research Analyst for The Firm, gives his unique insight into how he prepares CBRs, and why he has such a passion for detecting all intricate insights of a business.

When drafting a CBR, Hayes said he ap-proaches it from the buyer’s perspective. “I think about what would be important to me if I were that business owner,” Hayes says. The CBR gives a potential owner a history of the business, as well as a look at the cur-rent competition, location of the business, advertising, marketing, and financials. “I try to include areas that would appeal to many different types of people who might be interested in the type of business,” he says.

For example, someone interested in purchasing a restaurant who will be very hands-on with the business requires more detailed information about the product, service, location, and marketing efforts. In contrast, a passive owner interested in it as an investment opportunity might want a more managerial analysis.

Each CBR is truly customized, all the way down to current staffing, photos, and mar-keting materials that provide a better un-derstanding of the business to potential buyers. With a background as a business owner himself, Hayes brings a lot of ex-perience to his position. “In analytics you have to understand what individuals want, and I’ve developed an instinct for figuring that out and putting it all together, like a puzzle,” he says.

Hayes activities outside the office help bring perspective to his work. He has prac-ticed the martial art Aikido for 29 years and taught it for the last 18. “I’ve had to take something that is uniquely Japanese from a cultural perspective and teach it to a Western audience,” he explained. “I’m always trying to reframe it into something my students can understand, and that’s what I do at The Firm. What we offer in the CBRs is valuable, so I frame the mes-sage that anyone can understand it in their own way.” THE FIRM

Daniel Hayes, Research Analyst


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Who’s your…granddaddy? In the world of big Omaha events, no question, Omaha’s granddaddy is the NCAA College World Series. The signature Omaha event turns 67 years old this year, and is healthier than ever. The College World Series was first played in Omaha in 1950, with a total attendance of 17,805. Fast forward to last year when the series set a total attendance record of 353,378, breaking the 2014 series mark of 347,740.

What’s nice is the series has produced some heavy-hitting offspring. Count the NCAA Men’s Basketball and NCAA Women’s Volleyball Championships as direct descendants. The U.S. Olympic Swim Trials are the very successful younger cousin. This year’s sold-out event is expected to draw more than 18,000 out-of-town visitors, and produce seven nights of primetime media coverage. Then there’s the U.S. Senior Open, which generated record revenue, and had the second-largest attendance since its conception in 1980. Also in this mix are the U.S. Figure Skating Championships and the Veterans

Wheelchair Games. The family tree even has some international branches with the 2015 FIVB Women’s Volleyball World Grand Prix. This marked the first time in history the U.S. hosted the finals, and it was held in Omaha.

The fact is: Omaha knows how to fill seats. Pair that with a community that puts its money where its fan base is, and you have a desirable destination for sporting event planners. The proof is in the 2017 FEI World Cup. Omaha beat out Hong Kong to host the event. Not to mention the USA Triathlon is set to swim, cycle, and run its way through Omaha this August.

Omaha is a sports town without a professional team, a community filled with fans ready to embrace everything from dressage to bowling, a city that will turn a basketball

court into an Olympic swimming pool in the blink of an eye. Amateur sports is in Omaha’s DNA, and rest assured, granddaddy, Omaha is extremely proud of its ancestry.

B2B


51

GRANDDADDY’S LIVINGLEGACY

OMAHA CVB BY KEITH BACKSEN

Keith Backsen is executive director of the Omaha Convention & Visitors Bureau

Writing a book is a dream of many people, including Robin Donovan. While many people dream of writing the Great American Novel, the now-president of Bozell began by writing a non-fiction business book.

A business tome, however, did not fuel her creative fire. That fire was stoked after Robin and her business partner, Kim Mickelsen, purchased Bozell from the parent company about six years ago. They (and the first book) started out in plush, shiny west Omaha offices and then moved to a downtown building with high ceilings, uneven floors, and exposed pipes. It was a bold move.

“I honestly didn’t know how I’d feel about such an old building with no offices, just cubicles. But it’s very freeing to be in a more rustic environment. It’s more collaborative,” she says.

Unable to finish a business book, she switched to writing light-hearted murder mysteries and has been writing since.

The creaky floors and exposed pipes of her office even inspire her. Donovan’s latest book, I Didn’t Kill Her, but That May Have Been Shortsighted, is based on a fictionalized version of her own company. The main character, Donna Leigh, is buffeted by Clovis, her evil “Jiminy Cricket,” who spouts thoughtless comments that lead Donna to the murderers.

“You can learn about business and laugh at the same time with my books,” the Bozell president says. “The books are primers on how to work with colleagues. It’s all based on real life, the real behavior of real people. And as we all know, one of the hardest things to do in any business is trying to deal with other humans.”

Writing these books involved the collaboration of the Bozell team. Donovan’s 40-member staff has jumped in to make suggestions on each book, and they designed the front and back covers.

KILLING READERSWITH LIGHT-HEARTEDMURDER

ROBIN DONOVAN


FACES | BY KATE SULLIVAN | PHOTOGRAPHY BY BILL SITZMANN

52

Donovan said both “Shortsighted” and her second book, Is it Still Murder Even If She Was a Bitch? review the psychology of characters, how to work as a team, and how to produce good work for clients—even if it means working through character flaws along the way.

“In the books I’m also championing an imperfect woman. I’m portraying someone who is not perfect looking, is over 50, and has character flaws. But that’s OK. And it needs to be said that it’s OK,” Donovan says.

Local readers can expect to read about familiar places. Donovan’s original publisher strongly suggested she remove Omaha from her first book. Donovan refused in order to keep location details clear and authentic. Besides, Donovan said, she wants to promote Omaha.

“People don’t know what a cool place Omaha is. I’d like to help change that,” she says.

Omaha has great restaurants and smart people. It’s such a beautiful city.

“People here are conscientious about making things better. Omaha people try to identify what could be better, and work to improve it. It’s a place where anyone can live and feel good. It’s a place where you can talk to strangers. I don’t always find that true in the Northeast, where I came from.”

Donovan has already written half of her third book: I Don’t Know Why They Killed Him. He Really Wasn’t That Annoying. She hopes to finish it by December.

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FACES | BY LISA LUKECART | PHOTOGRAPHY BY BILL SITZMANN

55

essential concepts of grow, protect, control, and retire, but each succession plan needs to fit hand-to-glove. In other words, it needs to be tailored to the specific company.

“This is the secret most businesses don’t know,” Niemann says with a smile.

He speaks from experience. Niemann’s Foods was born as a corner market back in 1917 by his grandfather. It transformed into a small chain by the early 1940s in Quincy, Illinois. When his father passed away, Niemann had already worked everything out so the fourth generation supermarket would continue to thrive.

Growing up surrounded by a family very active in owning and operating companies, from farms to real estates to restaurants, was a guiding factor in why Niemann wanted to become a lawyer.

“It gave me the opportunity to see the importance of the job,” he says. “I wanted to bring success to those who own a business.”

Cathy Fitzhenry, chair of Vistage International Omaha CEO Boards, described Niemann as a “lawyer sage.” He sits on the advisory board of Vistage, answering CEOs tough questions during his “coffee with Nick” chats.

Fitzhenry says she has never met someone quite like Niemann who sees ideas with

A MODEL FOR GENERATING BUSINESS

NICK NIEMANN

Eight hundred and fifty businesses. One hundred thousand new jobs. Twenty-five billion in capital investment. If it weren’t for attorney Nick Niemann, Nebraska may have been in a different financial and economic place than it is today.

“I felt a great sense of satisfaction…to do something great for the citizens of Nebraska,” he says.

Niemann rubs his chin as he talks, meticulously and thoughtfully selecting each word. As a partner at McGrath North for 32 years, this may come naturally to him now. As one of the co-creators of the Business Model Generation program, he is used to planning essential insights for businesses. Five thousand entrepreneurs and business leaders now use it as a strategic tool.

Whether an owner, employee, or family member, there is a vested interest in growth. It is Niemann’s job to ensure these companies stay successful. His approach is to go beyond the normal services a business succession planning attorney would provide. He believes it is much better to have in-depth knowledge of a company’s model.

For example, if a longtime founder of a company passes away, Niemann will have a detailed plan already in place so the business can continue. Those plans are based on the

tactical and intuitive eyes. He is like an architect with a blueprint so it becomes an idea of what the corporation wants to accomplish, whether that is an estate, succession, protection, or profit plan.

According to Niemann, the biggest mistake is when companies become stuck in the “business model myth.” In other words, it is the belief that if their business model succeeded in the past, it will again succeed in the future.

Movie rental giant Blockbuster, for instance, may have failed because advisers failed to understand the dynamics of a changing world.

“They got Netflixed,” Niemann says with a laugh.

The perfect partnership between lawyer and owner is all about trust, loyalty, and respect. And when a business expresses a sense of gratitude and peace of mind, Niemann knows he has done what is necessary to protect them.

Visit myfourthquartergameplan.com for more information.

B2B


56

The data is overwhelming. Employee retention depends on one question: Do team members trust their team leader?

In a virtually full-employment market like Omaha, trust is obviously an issue worth discussing.

Trust doesn’t just determine success in recruiting and retention. Current research proves trust determines success with all popular business goals including engagement, culture, high-performance, etc.

Trust is the key to successful relationships between team leaders and team members. In truly high performance, fully-engaged business cultures, trust is also essential to relationships with all constituents: customers, community, investors, government, the media, etc.

Stephen Covey says it best, “trust is the highest form of human motivation It brings out the very best in people.”

No company can claim 100 percent trust in all relationships with all audiences. No. The highest performing companies with the most engaged employees (and communities, investors, etc.) are laser-focused on building, maintaining, and deepening trust.

As difficult as it may seem to define trust, let alone intentionally create it, there are mountains of research defining the conditions necessary for trust to be developed in business which can be distilled to two key principles:

1. PROFESSIONAL COMPETENCE

Professionally competent leaders aren’t necessarily the most knowledgeable or experienced individuals on their teams. However, team members are confident that these leaders know enough to consistently ask good questions, make good decisions, provide good direction, and recognize and address good (and bad) performance in real time.

2. PERSONAL CHARACTER.

From a psychological perspective, personal character allows team members to trust that their leader will not allow them to be harmed, especially when they are vulnerable. Trusted leaders don’t allow gossip, and never engage in it. They “have the backs” of their teammates in all situations.

There are three specific components of personal character that team members must observe in their leaders before they can trust them:

A) HONESTY

Honesty goes well beyond telling the truth. It means the intent to be transparent and “real” at all times—to communicate clearly and completely. Trusted leaders don’t hoard information. They are authentic, genuine, and are willing to have difficult conversations.

B) CONSISTENCY

Consistent adherence to personal values allows team members to predict their leaders reactions and behaviors. Predictability is essential to trust. Fairness in decision-making is another key aspect of consistency. Trusted leaders don’t play favorites. Team members can count on them to put principles before personalities.

C) CONCERN

A concerned leader is not easily swayed by an emotional appeal or grants every wish to be popular. On the contrary, concerned leaders are willing to not only want what’s best for team members, but also hold them accountable to perform at the highest possible standard.

B2B

Scott Anderson is CEO of Doubledare, an executive coaching, consulting, and search firm.

PLAYING BIG by Scott Anderson

TRUST ISSUESWHAT ENGAGEMENT, CULTURE, AND HIGH-PERFORMANCE BOIL DOWN TO.

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FROM PAGE 30

The CenturyLink Center is on a very short list of facilities around the country that can be realistically considered to host the swim trials because of the event’s unique logistical needs, Cliff says. A stellar performance when it hosted for the very first time in 2008 led the way to successful bids again in 2012 and 2016.

“There are a number of factors. The venue itself works exceptionally well for this type of competition when you have to put two Olympic-size pools in on a short-term basis. Having such a short transition space between the arena and convention center means the swimmers’ warm-up and warm-down area is very close to the competition area. The building itself is a good size and it has modern conveniences and good technology,” Cliff says. “The hotel proximity in downtown is very good, as is the distance to and from the airport. And there are lots of restaurants, et cetera.”

More than 29,000 hotel room-nights are already booked for the swim trials period, and as of mid-April, well over 200,000 tickets were already sold, with 14 of the 15 sessions

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sold out. These record-setting numbers exceed even that of the 2008 swim trials, which attracted more spectators than any other swimming event in U.S. history—including the Olympic competitions hosted in Atlanta and Los Angeles. The estimated economic impact for Omaha is over $40 million.

“It’s really a good-news scenario for the community and Nebraska as a whole. The economic impact will certainly be very substantial,” Cliff says.

Plus, it’s great exposure for Omaha. And not only have the local media and the community embraced the swim trials, but past visitors widely report being treated well by friendly locals.

“The community is our greatest asset,” Cliff says.

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FROM PAGE 26

clients visiting during the CWS was another advantageous factor in Argent’s growth.

“If I were sitting in my little shop in Missouri Valley, I don’t think I could have ever done it.”

Baseball pendants are still a mainstay for Argent, and they have more design options to broaden the spectrum further. “We do add new product all the time,” Powell says. “We have something for different price points.”

Baseball jewelry led to football jewelry, and, following a serendipitous visit from just the right official, Powell was able to gain exclusive rights to licensed NCAA logos and images. With the ability to create exclusive, institution-approved pieces, the CWS remains a peak period for business, and Powell gets closer to the fans each year through a temporary second location he operates in Omaha Baseball Village. He holds relationships with retailers from Alabama to Wisconsin, often in communities with the right kind of fan, such as college towns. This enables him to sell team-affinity jewelry year-round— and sell baseball pieces long after the last CWS game.

Matt Powell

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He’s produced pieces in batches for special groups like alumni organizations and booster groups.

“You have to have the right crowd and the right store…There’s a streakiness and a quirkiness to it that’s really hard to put your thumb on, and we’ve really kind of learned as we’ve gone along,” he says.

Most of the pieces on the top end of the line are made on demand, Powell says, and although he doesn’t mass-produce, anything that doesn’t sell can usually be recast and the material repurposed.

“We’re not doing any of this overseas; it’s all done here in Omaha and Missouri Valley. Because it’s all done locally and we’re able to turn it pretty quickly, I don’t have to stock a ton of inventory and hope it sells. When I get an order I can fill it either immediately or pretty quickly and then I can backfill.”

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FROM PAGE 16

Many executives drive Mercedes Benzes. The vehicle is the definition of “luxury sedan.” But to Tushner, this car is more than a symbol of luxury.

“The style of that car has an iconic look to it. I always thought it was a classy-looking car,” Tushner said. “In the early 1980s I had a picture of the 450SL.”

That iconic look possibly comes from the fact that during the 18 years Mercedes made the SL class, the German auto maker did not change one thing about the body style.

The Tushners thought it would take a trip to a different state to get exactly the car they wanted. They did…but it wasn’t a long road trip.

“I finally found a 560 SL on Craigslist, just outside of Crescent, Iowa,” Tushner says. The car was sitting in a garage. It hadn’t been driven in years.

It looked as though it hadn’t been driven at all. In fact, if owners Chuck and Teresa Troxel said they just purchased it from the factory, Tushner may have believed them.

The soft top had rarely come out of its compartment. The car had always been hand washed, and soap was never used on the soft top. Those weren’t the only pleasant surprises.

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“The fuel filter was original,” Mike says with awe, even five years after owning the car. “The mechanic who replaced it said he could tell because it had this factory goo on it that the dealership missed when they cleaned it up.”

The paint is original, except for the hood. A rock once skipped across the hood and damaged the paint, so the previous owners had it repainted.

Although Tushner wanted a 450 SL, he was happy to find a 560 SL. The number in front of the SL reflects the engine size, meaning the 560 SL runs on a 5.6 liter engine as opposed to a 4.5 liter engine, and the 450 had a three-speed automatic transmission whereas the 560 had a four-speed automatic transmission.

Tushner paid $6500 for the car in 2011, but he’s gotten a million dollars worth of enjoyment out of it. He attended a car show last year and saw a 560 SL about his age, but not in as nice of condition. Seeing that gave him the courage to place his car in the Lauritzen Gardens All-European Show and Shine. Although the show is not judged, he spent the day happily chatting with fellow car enthusiasts.

“For me, it’s something I enjoy driving,” he says. “It’s not as flashy as some cars, but it was my dream car.”

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65omahamagazine.com SUMMER 2016 | 65

65OFFICE FURNITURE BY DOUG SCHURING

If you think the cost of real estate today is the top consideration when companies look at relocating, you may be surprised to learn what’s really driving their decision.

In a recent survey of 229 corporate real estate executives by CBRE Group Inc., more than half of the respondents cited talent availability and not real estate costs as their most important consideration for site selection and other property decisions. What is it about these new spaces that employers are hoping will attract this new talent? Maybe more importantly, what do these new spaces offer that attracts and can retain this new worker talent?

No longer an old stereotype of tightly planned layouts with cubicle mazes, custom wood corner offices and massive boardrooms with overstuffed leather chairs, trends for workplaces today embrace open floor plans, extensive access to daylight, avenues for team collaboration and selective privacy space scattered throughout.

These newly designed spaces include workstations with shorter panels than old ones had. While there’s enough height to deliver seated privacy, they allow views of the entire space when standing. The footprint of the workstation is generally smaller than previous ones partly due to the fact that volumes of paper storage, formerly placed in multiple drawers throughout, are now being kept on computer servers. The remaining storage space is now primarily housing other work and personal items.

The overall square footage for workstations is significantly reduced in many cases. This “found floor space” justifies the increased amount available for meetings and collaboration. There’s more room for formal and casual gathering, huddle rooms, media tables, and other shared spaces.

The pendulum has swung from larger, enclosed, individual space to more open, shared, accessible spaces throughout the entire facility. We can’t forget the importance of private spaces to talk on the phone with a doctor’s office, a school teacher, or family member. Those conversations may be held in a small meeting room or one of many newly designed chairs offering cocoon-like privacy in the middle of a room.

While this model may not work for all departments in a company…human resources, legal, accounting, to name a few…many groups are enjoying the difference in the culture created by this new place to work. We’ve seen ping pong tables, pool tables, and wall-mounted televisions in these breakout areas fostering creativity and bringing workers together in the office like never before. Some companies have gone so far as to offer a fitness center, daycare center, restaurant, and bar among many other millennial-favored extras.

Hoping to attract younger, educated workers, some large companies have moved from the suburbs back to the downtown business district. In Chicago, United Airlines is moving into the Willis (formerly Sears) Tower and Kraft Heinz into the Aon Center. Omaha recently saw this with ConAgra’s headquarters moving to the 13th floor of the Merchandise Mart in downtown Chicago. I’m fairly certain these design ideas and perks will be considered in the new space, lending credibility to the famous line from the movie Field of Dreams…“If you build it, he will come.”

B2B

WORKSPACES TODAYFOR MILLENNIALSTOMORROW

Doug Schuring is the director of sales administration at All Makes Office Equipment Co.


66ETHICS BY BEVERLY KRACHER

CONFLICTEDOne of my favorite poems was written by a business ethics poet, James A. Autry.

It’s called “Threads” (Love and Profit: The Art of Caring Leadership):

“Sometimes you just connect, like that, no big thing maybe but something beyond the usual business stuff. It comes and goes quickly so you have to pay attention, a change in the eyes when you ask about the family, a pain flickering behind the statistics about a boy and a girl in school, or about seeing them every other Sunday. An older guy talks about his bride, a little affectation after twenty-five years. A hot-eyed achiever laughs before you want him to. Someone tells about his wife’s job or why she quit working to stay home. An old joker needs another laugh on the way to retirement. A woman says she spends a lot of her salary on an au pair and a good one is hard to find but worth it because there’s nothing more important than the baby. Listen. In every office You hear the threads of love and joy and fear and guilt, the cries for celebration and reassurance, and somehow you know that connecting those threads is what you are supposed to do and business takes care of itself.”

I have read this poem a hundred times and I am always conflicted by Autry’s words. On the one hand, as a business leader in charge of an organization, I rail at the last line of the poem. Business never “takes care of itself.” Running a business is like pushing the proverbial Sisyphusian rock up the hill. It takes tremendous energy to develop a business model, compete in the market, create a product, and satisfy customers.

On the other hand, I respond to Autry’s words in a deeply human way. I agree that we need to understand business as a means of developing significant relationships. It’s all about the people and the connections. The threads.

I suppose the smartest among us would agree that both hands are correct. Leadership is a balancing act. The art comes in knowing how and when to focus on the human, and how and when to focus on the market.

Indeed, the best leadership research agrees that both are important. Years ago, after evaluating leadership at over 200 firms, Daniel Goldman concluded that emotional intelligence, which is understanding and responding to people as humans, as well as cognitive intelligence, which is using our brains as money making machines, are both required to be truly effective business leaders.

The rub is that this feels like the “supermom syndrome” because emotional intelligence takes a monuments amount of time. I believe

this is where a question of ethics comes in. When I talk about practicing empathy when I am delivering ethics education at local firms, I hear from call center frontline workers that they have to shut down their empathy because it can suck productive hours away from their days. Yes, some vice-presidents say good leaders need to express strong vision at all times, but showing empathy needs to be managed. Because, let’s face it, there’s not enough time in the day. If these people are right, then Autry is wrong. But isn’t there something deeply moving in these words?

“…and somehow you know that connecting those threads is what you are supposed to do....”

I always had two conflicting responses when I read Autry’s words…

B2B

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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