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OCT 5 - OCT 18, 2026 » $10.00

Locally Owned Since 1995

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Brookfield Conference Center

12:30-1:00 PM - Registration, Exhibitor Booths, Networking 1:00-2:45 PM - Concurrent Business Strategy Seminars 2:45-3:15 PM – Networking and Exhibitor Booths 3:15–5:00 PM – Main Session 5:00-6:30 PM – Networking Reception

Strengthening the Wisconsin Supply Chain Growing the state’s manufacturing industry together A stronger manufacturing sector requires stronger relationships across the entire supply chain. At the BizTimes Manufacturing Summit, you’ll discover what major manufacturers are looking for in suppliers, how smaller companies can become more competitive, and what industry, education and workforce partners can do to strengthen Wisconsin’s manufacturing advantage. Leave with new contacts, practical ideas and strategies you can put to work immediately.

1:00 PM Business Strategy Seminars Room A Beyond the Bill: Navigating OBBBA Business Tax Changes in 2026 Presented by Annex Wealth Management Room B A Guide to Practical AI for Marketers Presented by Saturn Lounge Room C The New Norm? Navigating Supply Chain Disruptions and Volatile Raw Material Costs Presented by Landmark Credit Union

2:00 PM Business Strategy Seminars Room A Controlling Your AI Future Presented by River Run Room B Building Business Value: Strategic Succession & Exit Readiness Presented by SVA

Room D What Is Manual Still Costing You? Faster Approvals, Cleaner Records, Stronger Supply Chain Presented by James Imaging Room E Addressing Margin Leakage in Asian Supply Chains Presented by The ABC Group Room F What It Takes to Be a More Competitive Supplier Presented by Chortek LLP Room D The AI-Driven Buyer: How Buyers Choose Manufacturers in 2026 Presented by Top Floor Room E No Space – No People – No Time; Consider Subcontract Partnering Presented by Chryspac

3:15 PM Main Session • Andy Black, Sr. Vice President Global Supply Chain & Business Development, Husco (1) • Jacob Carter, Vice President – Sales, Operations Planning & Supply Chain, MPE(2) • Kyle Crum, President, Infinity EDM, LLC (3) • Paul Grekowicz, CEO, Gilman Precision (4)

5:00 Networking Reception

B U S I N E S S ST R AT E GY S P O N S O R S :

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 32, Number 9, October 5 - October 18, 2026. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, March, April, May, July, August, November and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $144. Single copy price is $10. Back issues are $12 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2025 by BizTimes Media LLC. All rights reserved.

Thursday, October 1, 2026

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LOCALLY OWNED FOR 31 YEARS

4 Leading Edge 4 NOW BY THE NUMBERS 5 QUOTE/UNQUOTE 6 IN FOCUS 7 COFFEE BREAK – Rae Frye, CIVAL 8 THE BEST AND WORST HABITS OF WISCONSIN’S HIGHLY INFLUENTIAL PEOPLE

10 Biz News 10 MADE IN MILWAUKEE – Fathom Digital Manufacturing

12 Real Estate 20 Sendik’s: 100 years of serving Wisconsin

COVER STORY

Sponsored Content

Inside Inpro Years of ‘incremental’ growth proving fruitful for Muskego manufacturer

Special Reports 30 Manufacturing

In addition to the cover story, coverage includes insights on the Wisconsin supply chain from Manufacturing Summit panelists and a review of some of the many manufacturing expansion projects underway in the region.

36 Insurance & Benefits

Take a closer look at how using AI could impact your risk-related insurance coverage and trends in the use of mental health benefits.

VALERIE HILL

at ers

Contents » OCT 5 - OCT 18, 2026

40 Meet the Notable Chief Operating Officers 44 Strategies 44 MANAGEMENT – Milena Dlugi 46 MARKETING – Scott Seroka 48 LEADERSHIP – Derek Deprey 49 Tip Sheet

52 Biz Connections 52 NONPROFIT 54 COMMENTARY GLANCE AT YESTERYEAR 55 5 MINUTES WITH… Brett Haney, Derse

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Leading Edge

BIZTIMES DAILY – The day’s most significant news → biztimes.com/subscribe

NOW

GENERAC

Generac’s headquarters in the Town of Genesee.

Town of Genesee-based Generac makes potential Generac has entered into a definitive agreement Amazon to $8 billion deal with Amazon provide up to $8with billion in backup over several years. for data center backup generators Immediately, the agreement that Amazon will purchase generators states $2.4 billion in generators to By Sonia Spitz, staff writer

BY THE NUMBERS Japan-based Kikkoman recently opened a new

240,000-

SQUARE-FOOT

production facility at the Jefferson County Food and Beverage Innovation Campus in Jefferson.

support its data center operations through 2027 and 2028, according to filings with the U.S. Securities and Exchange Commission. The full deal, potentially worth up to $8 billion, would extend through 2033. The deal also includes a warrant allowing Amazon to purchase up to 1.69 million Generac shares at $200.93 each, up from Generac’s $175.11 closing price the day the deal was announced. About 308,000 shares were vested immediately, while the remaining shares will vest in stages as Amazon purchases backup generators through September 2033 under the warrant. The news comes just a few months after Generac announced it had secured two large deals with data center hyperscale clients, the first of which will generate $700

million of work to be completed in 2027. The company later announced in July that it was negotiating a second deal, which could be as large if not larger than the first, with work slated for 2027 and 2028, Generac’s chief executive officer Aaron Jagdfeld said. A Generac spokesperson indicated that is the Amazon deal. In the 90 days prior to Generac’s July announcement, the company said it had already received roughly $1 billion in additional orders from its new and existing data center clients, bringing its backlog to $1.6 billion. That excluded the second deal with the data center client. The deal with Amazon could result in a significant increase in Generac’s yearly earnings. In fiscal 2025, Generac reported net sales of $4.21 billion. The company’s guidance after the second quarter of 2026 forecasted an increase in the mid-to-high teens this year, potentially putting the company’s net sales for the year around $5 billion. 

4 / BizTimes Milwaukee OCTOBER 5, 2026

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“ QUOTE UNQUOTE” WHAT MILWAUKEE AND WISCONSIN BUSINESS LEADERS ARE SAYING F I N D M O R E Q U O T E S F R O M R E C E N T C O V E R A G E AT B I Z T I M E S . C O M / Q U O T E - U N Q U O T E

“We are already a dominant player in the market for textile-based HVAC solutions with our DuctSox product lines, and we see the acquisition of KE Fibertec as an opportunity to bring further knowledge, expertise and growth to our business.”

Mike Bayer President, interior solutions division Rite-Hite

“Modexus Solutions captures who we are: a company that combines deep thermal management expertise with the innovation and agility required to help customers solve increasingly complex challenges.”

Neil Brinker President and CEO Modine

“We’re building for what’s next. Not just for us, but for our network of clients and partners who rely on us to bring creative visions to life.”

Brett Haney CEO Derse

Yuzaburo Mogi Director chairman and honorary chief executive officer Kikkoman

“Schneider Elite Machining Group is committed to providing Toolcraft with additional resources and relationships to support its long-term growth while allowing the company to maintain the identity and operational strengths that have made it successful.”

Paul Knoll CEO Schneider Elite Machining Group

“This facility gives us proximity to key agricultural suppliers, access to high-quality water our brewing process demands, and a workforce rooted in the same values that have guided Kikkoman for generations.” biztimes.com / 5

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Leading Edge

@BIZTIMESMEDIA – Real-time news

inf cus SNAP-ON has put its name in the fast lane as a multiyear title sponsor of the INDYCAR Weekend at the historic Milwaukee Mile at Wisconsin State Fair Park in West Allis. For the past two years, the Kenosha-based tool manufacturer has backed a weekend of high-octane racing at one of America’s oldest operating motor speedways, reinforcing its long-standing ties to the automotive and motorsports industries. This year’s Snap-on INDYCAR Weekend drew 36,100 racegoers who watched a field of 25 drivers compete in the 2026 NTT IndyCar Series doubleheader on Aug. 29 and 30. The century-old company sees the partnership as more than a branding play. The Aug. 29 Snap-on Makers and Fixers 250 race recognized technical education partners, students and instructors helping to address America’s critical skills gap, and the Aug. 30 Snap-on Milwaukee Mile 250 race spotlighted one employee from each of Snap-on’s 15 U.S. manufacturing plants, collectively known as the “Factory 15.” Those include its two Wisconsin plants, in Milwaukee and Kenosha. Extending its title sponsorship of the INDYCAR weekend in Milwaukee for “multiple years,” Snap-on continues a partnership that includes INDYCAR and Indianapolis Motor Speedway, where it serves as the official tools and equipment partner. “Snap-on has been dedicated to celebrating the pride and dignity of makers and fixers performing critical work for over a century, and Milwaukee is a wellspring of the energy that has driven our enterprise from the very beginning,” said Nick Pinchuk, Snap-on chairman and chief executive officer. “Extending our partnership with the Milwaukee Mile, INDYCAR, and the Indianapolis Motor Speedway reflects our deep respect for the skilled professionals of motorsports who make spectacular race days possible.” 

SNAP-ON

Gentleman, ‘Snap-on’ your engines

6 / BizTimes Milwaukee OCTOBER 5, 2026

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COFFEE BREAK

Rae Frye Founder and CEO | CIVAL 2159 S. Kinnickinnic Ave., Milwaukee shopcival.com Industry: Jewelry design •

Rae Frye started her custom jewelry design company, CIVAL, in 2013. In May, the business relocated from Walker’s Point to a new storefront in Bay View.

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Creativity was infused into Frye’s childhood. Growing up in the Washington D.C. area, her dad was a custom home builder who relocated historic homes and restored Victorian stained glass. He showed her that she could create her own job around something she’s passionate about.

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Frye began making jewelry around age 14, using antique costume jewelry from her grandmother, who was an antique dealer. “I was always tinkering and making stuff.” She started selling pieces online while in college and gradually moved toward metalsmithing and fine jewelry; an apprenticeship with an Oneida silversmith in Door County helped solidify her interest in ring design.

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After moving to Milwaukee in 2012, Frye grew CIVAL from its beginnings at makers markets and pop-ups to opening her first brick-and-mortar store in Walker’s Point in 2017.

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Building out the new Bay View location was roughly a two-year project, with $210,000 funded by the Milwaukee Economic Development Corp. and another $210,000 by Frye. The space reflects CIVAL’s strategic shift toward fine and demi-fine jewelry. “The pieces that we're selling are forever, it’s heirloom quality.”

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She often works with clients to repurpose family pieces, antique stones and gold. Her approach is less about selling a product and more about, “What can we create together that feels like you?” •

Since the move, CIVAL has seen an increase in foot traffic and design and repair requests, with custom design inquiries nearly doubling.

•

Frye takes her dark roast coffee with honey and cream. 

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Leading Edge

CHECK OUT BizTimes Media’s Wisconsin 275 → biztimes.com/wisconsin275

Each individual selected for Wisconsin 275 – BizTimes Media’s recognition of the most influential business leaders in the state – is asked to complete a short questionnaire that provides insight into their leadership style and lets readers get to know them a little better. Learn more about the Wisconsin 275 and view full profiles at biztimes.com/wisconsin275

THE BEST AND WORST HABITS OF WISCONSIN’S HIGHLY INFLUENTIAL PEOPLE We all have habits that help us navigate challenging days, and we all have ones we wish we could stop repeating. The individuals selected for Wisconsin 275 are no different. Here is a selection of the best and worst habits of those on this year’s list:

“Best: Early is on time; on time is late ... may have picked that up from somebody from Green Bay many years ago. Worst: I'll wear a piece of clothing until it's practically ready to fall apart (or my wife says 'You are not actually going to wear that out are you?' at which point I know it's got to go).” – Todd Zakreski, president, Husco Automotive

“My best and worst habit happens to be the same habit. I am very competitive and at times I will obsess over certain things. I will often dive in deep to get to the root cause of an issue while trying to solve a problem. Maybe too deep at times, but if it’s important to me I will pursue details with great passion.”

“Something my father used to do all the time, I will always check and re-check that the doors are locked in the house! Best habit because I'm keeping my family safe, worst habit because I'm also probably driving them crazy.” – Jim Yehle, president, Findorff

– Bob Wahlin, president and CEO, Stoughton Trailers

“Workaholic and curiosity.” – Hank Kohl, CEO, MPE Inc.

“My worst habit is ignoring financial reports (they put me to sleep). My best habit is following up and making sure things get done.” – Anthony Imperato, founder and CEO, Henry Repeating Arms

“Keeping a clean email inbox. It definitely keeps me organized, but it also causes me a lot of stress when I am out of the office. Sometimes, I find it hard to enjoy myself on vacation because I am envisioning my email inbox piling up.” – Timothy Stewart, president and managing partner, DeWitt Law Firm

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“My best habit is being early. It has served me well. My worst is getting way too upset watching Badger football.” – Kurt Bauer, president and CEO, Wisconsin Manufacturers & Commerce

“My best habit is practicing a thorough skincare routine, morning and night, every day no matter what. I've done this for my entire adult life. My worst habit is that I have absolutely terrible personal time management. It doesn’t matter how much time I have to prepare to leave the house for a social obligation, I will always underestimate how much time I need to get ready. My friends and family all know I will always be five to 10 minutes late!”

“Best: Send at least five handwritten notes each week. Worst: Thinking I have enough time (for everything).” – Jim Villa, CEO, CREDA Wisconsin

– Nicole Ryf, president, Kenosha Area Business Alliance

“(Best) Trying to knock down barriers for our teams. Listening. (Worst) Procrastinating on simple, unexciting projects.” – Mike Knapek, president and CEO, Yaskawa America Inc.

“It’s both my best and worst habit: the willingness and ability to jump in and come up with creative solutions to problems. It’s good because it reinforces first principles thinking but could limit our team's ability to scale if I do this too often.” – Greg Piefer, founder and CEO, SHINE Technologies

“My best habit is starting each day with a workout. No matter when I need to wake up, I always adjust my schedule to fit it in. I've found that this time for self-care is essential to being my best in my personal and professional life. As for my worst habit, I consulted my wife, Kelly, who had plenty of ideas to share! Her top choice is how I say ‘alright’ in a very exaggerated, drawn-out way when I'm changing tasks. Apparently, it adds to the stress level in our house.” – Todd Kelsey, president and CEO, Plexus Corp.

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SONIA SPITZ

BizNews

Fathom fighting the ‘war on talent’ while growing CNC and EDM operations

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A Fathom employee prepares a panel for paint

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By Sonia Spitz, staff writer HARTLAND-BASED Fathom Digital Manufacturing is fighting the “war on talent,” hiring more than 20 new employees in the first half of the year while doubling down on production in its core markets: aerospace and defense, health care and physical artificial intelligence infrastructure, said Steve Brahm, general manager at Fathom’s Hartland headquarters. Those 20 employees were added to Fathom’s 120 who report to its headquarters, and 450 across its seven locations nationwide. Two facilities in upstate New York, located in the aerospace corridor between Syracuse and Rochester, focus primarily on metalwork, including chemical etching, sheet metal fabrication and computer numerical control machining. Its Elk Grove, Illinois, facility specializes in CNC machining of exotic metals and medical product manufacturing, including work for GE HealthCare’s MRI division. Its Ham Lake, Minnesota, facility produces high-precision aluminum parts for medical customers. In Austin, Texas, the company’s CNC operation serves medical and semiconductor customers. The Texas facility is ISO 13485 certified for medical device manufacturing. The company’s Denver facility specializes in sheet metal manufacturing for customers in the energy and semiconductor industries, among others. Fathom closed a facility in Tempe, Arizona, in the first quarter of last year, which caused a slew

of machines and business to be absorbed by its Hartland facility. The company is in the process of sorting through the extra machinery to decide which operations it will absorb at its Hartland plant. After dealing with a slowdown in customer spending, economic uncertainty and plant consolidation from 2022 to 2025, Fathom decided to turn to its core markets to reestablish profitability. “We started really seeing some good traction in that space in Q4 of last year,” said Rush LaSelle, chief executive officer of Fathom. “As we got into Q1, we had about 17% growth year-over-year, so we started coming out of that contraction a little faster than the industry at large.” Today, the company’s growth initiatives include continuing to grow its electrical discharge machining and CNC sectors, while maintaining business in its prototype printing business. Its EDM and CNC sectors contribute a major portion of the company’s business and real estate in Hartland. Operations there feature end-to-end manufacturing including molding, cutting, fiberglass composite shaping, coating and painting. Its 3D printing functions include large- and small-scale prototyping with printers that occupy roughly a third of its Hartland facility. Fathom also welcomed general manager Brahm in February this year following years of leader-

T a

Fathom’s 3D printers

FATHOM DIGITAL MANUFACTURING 1050 Walnut Ridge Dr., Hartland

INDUSTRY: Prototype printing, machining, fabrication, injection molding EMPLOYEES: 450

fathommfg.com

ship and ownership transition in the company. In 2024, Fathom accepted a proposal from Chicago-based CORE Industrial Partners that allowed CORE to purchase all outstanding shares of Fathom’s class A and class B common stock. In early 2025, a little more than a year after becoming CEO, Carey Chen left the company to take on a role with another organization. He was succeeded by LaSelle. After a year and a half of rebuilding and spending on capital across its facilities, the company is now ready to invest in AI, LaSelle said.

“We're reasonably well-capitalized in capacity, so we're really investing most of our dollars today once again trying to become more efficient using AI tools,” he said. The company also continues to invest in people. “The good news is between the three industries – A&D, medical and data center energy transmissions – the demand is there for us,” LaSelle said. “We're just trying to figure out how to attend to it most efficiently.” Fathom intends to capitalize on the density of manufacturers in Wisconsin to continue to grow its workforce. 

10 / BizTimes Milwaukee OCTOBER 5, 2026

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N T s

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Benjamin Wehmeier

President & CEO, Greater Watertown Community Health Foundation

Greg Loos

Founder & Owner, Loos Homes

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Mickie Healy

Quality Manager & ISO Rep, Superior Crane Corp.

Ian Abston President Hoan Group

• Infrastructure • The future of education in the Madwaukee corridor • Showcasing success with affordable housing • Activating collaboration: The interurban trail project • Transportation improvement planning though 2030 • Financing growth

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REAL ESTATE NEWS – Find our latest real estate coverage → biztimes.com/RealEstateNews CURT WALTZ

Real Estate

The city is seeking redevelopment ideas for a vacant site at 35th Street and Capitol Drive, part of the Century City Business Park.

Future of Century City site remains unclear as city officials seek resident feedback By Hope Moses, staff writer FOR MORE THAN A DECADE, the City of Milwaukee has been working to transform the former A.O. Smith site near West Capitol Drive and North 31st Street into a modern business district. The 86-acre property, located within the city’s 30th Street Industrial Corridor, is now home to Century City Business Park. Its tenants include Talgo Inc., Craft Beverage Warehouse and Hundred Acre. But much of the Century City Business Park remains vacant, including a 13.7-acre parcel southeast of Capitol Drive and North 35th Street, for which city officials and partners, including the Sherman Park Community Association, are seeking redevelopment ideas. BizTimes spoke with city officials about the parcel’s future and what’s in store.

CENTURY CITY’S PAST AND PRESENT The Century City site was first develped in 1910 by A.O. Smith. Over time, neighborhoods grew around the company's industrial operations and economic conditions changed. The Century City redevelopment effort represents an attempt to adapt the area to a different economic era while retaining its industrial and employment potential. “As economic conditions change, the vision has to change with it,” city officials said. “The economic factors that affect this part of Milwaukee are complex and cannot be addressed with a single solution. The City of Milwaukee took the bold leap to move the needle on reinvention and reinvestment at Century City.”

In 1997, A.O. Smith sold its automotive products division to Tower Automotive, which took over operations of the site until 2006, following the company declaring bankruptcy and eventually shuttered its manufacturing operation, putting several thousand people out of work. In 2009, the City of Milwaukee purchased approximately 84 acres of the former industrial property. A separate 13.7-acre property at 3940 N. 35th St., west of the railroad, was acquired in 2019 in partnership with BID 37. That property is the focus of the city’s recent community engagement effort, known as the 35th & Capitol Project. Between 2010 and 2014, the city concentrated on clearing and remediating the former industrial site. From 2015 through 2017,

additional infrastructure was put in place, including a stormwater management facility designed to serve future business park tenants. The city also invested in green space, streets, sidewalks, storm sewers, water and electrical infrastructure, natural gas, street lighting and telecommunications. The Century City 1 building within the business park was constructed in 2016 and 2017. Good City purchased the building in 2018, and it was fully leased by 2021. City officials describe the approach to the remaining property as an exercise in “patient capital,” waiting for development that provides a strong long-term fit rather than simply filling vacant land as quickly as possible. There are potential uses that could occupy portions of the property relatively quickly, including concrete recycling, trailer parking and self-storage. Those uses are legitimate businesses, officials note, but they would produce a lower level of employment, investment and economic impact than more intensive development. Instead, the city’s objective is to use Century City to spur broader change and reinvestment. Milwaukee has relatively few large tracts of vacant land, particularly sites of more than 15 acres, available for development. Maintaining and reinvesting in existing industrial land is therefore an important part of the city’s strategy for competing for modern manufacturing and other businesses. Milwaukee is also the population center of the region, putting Century City close to a substantial workforce, officials said. But since Century City’s industrial infrastructure was originally designed around a manufacturing model in which raw materials arrived and finished products departed by rail, it has presented some opportunities and challenges. Some prospective users have

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raised questions about the site’s distance from major interstate highways, perceptions associated with redevelopment on a former brownfield and neighborhood safety, officials said. At the same time, Century City offers a combination of rail, road access, utilities and large contiguous parcels that are difficult to find elsewhere in the region. The business park was recently designated as a certified site by the Wisconsin Economic Development Corp. and was evaluated using site-selection criteria by Dallas-based Site Selection Group LLC. The analysis identified several strengths, including large, contiguous developable acreage, road, rail and interstate access, existing utilities and stormwater infrastructure, strong workforce availability and relatively low water and wastewater costs. The result is a site that city officials describe as a “multimodal development opportunity.”

Over the years, a range of large manufacturers and logistics companies have considered Century City, including many in the food and beverage sector. These kinds of companies can be particularly relevant to the site because they often operate close to their markets, require significant numbers of workers and employ people with a broad range of skills and experience, officials said. The city has at times spent six to nine months negotiating with prospective companies for Century City. But competition for large industrial projects is intense, officials said. Companies frequently consider multiple locations simultaneously, allowing municipalities and states to compete against one another for investment. The city also pursued tools intended to attract investment, including establishing an opportunity zone for Century City 1, one of the first established in Wisconsin. The federal Opportunity Zone tax

incentive program was created to spur investment in economically distressed census tracts. Still, the broader vision is to build on the diversity that the business park currently has and create an environment where people can enter the workforce with limited experience, develop skills and move into new opportunities as their experience grows, officials said. WHAT SHOULD HAPPEN AT 35TH AND CAPITOL? Recent community meetings have been central to what’s potentially next for the 13.7-acre site at 3940 N. 35th St. A formal request for development proposals is expected to be developed in 2027, officials said. Community feedback is still being collected and reviewed, but previous stakeholder input identified employment-generating development as a priority, along with services and amenities that are currently missing from the surrounding

area. Retail could be considered if market conditions support it, while residential development could also be possible if it is compatible with the rest of the development. Stakeholders also emphasized the importance of thoughtful site design that improves the surrounding environment. Residents who could not attend the meetings can view a recording of the virtual meeting and participate in an online survey through the city’s project website. The survey is scheduled to remain available through Nov. 6, officials said. Residents are being asked to consider a bold question: What kind of development can create lasting economic opportunity while fitting into the surrounding neighborhood? For the city, the answer will help determine not only what happens at 35th and Capitol, but how Milwaukee approaches the redevelopment of its remaining industrial land in the years ahead. 

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STORY COVER

Nate Burns, operator at Inpro, prepares the pool for hydrodipping banister caps at one of Inpro’s Muskego facilities. 14 / BizTimes Milwaukee OCTOBER 5, 2026

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ALL PHOTOS BY VALERIE HILL

e d i Ins o r p In

l’ a t n e m e r c n i ‘ f o s r Yea g n i v o r p h growt or Muskego fruitful furer t c a f u n a m BY SONIA SPITZ, staff writer

rom youth sports jerseys to athletic fields, the name Inpro can be seen in a number of places in Muskego, the Waukesha County community that is the company’s home. But Inpro’s 35,000 products, usually not labeled with company insignia, are far more ubiquitous than what meets the eye. The family-owned manufacturer of door and wall protection products, washroom systems, expansion joint systems, privacy systems, architectural signage and commercial window treatments is using its diverse product catalog and client base to grow its local and national footprint, add to its workforce and increase annual revenue to now more than $300 million and growing. In the past three years, Inpro has recorded its three largest revenue increases in the company’s 33-year history. In January this year, Inpro announced plans to construct a 30,000-square-foot facility near its world headquarters, located at S80 W18766 Apollo Dr. in the Muskego Industrial Park. The new building, slated to be fully operational before the end of

the year, will join Inpro’s roughly 600,000-squarefoot footprint spread across its 10 buildings in the industrial park. And there’s still room to grow, according to Inpro’s chief operating officer Craig Faust. The news of Inpro’s Muskego expansion followed shortly after the company announced plans to build a new 165,000-square-foot facility in Mint Hill, North Carolina, to accommodate its subsidiary WT Commercial Window Treatments and Hinkel Inc. Inpro opened that facility last month, four years after acquiring WT, which makes roller shades for windows. Amidst Inpro’s growth in the past two years, the company has added 100 employees, growing its local workforce to 625 as part of more than 800 workers globally.

From distribution to manufacturing Inpro was founded in 1979 as a distributor of products for the health care industry and related fields like assisted living. Fourteen years later and on the edge of bankruptcy, current owner and biztimes.com / 15

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Brett Schultz, a vinyl fabricator at Inpro, shapes a custom order for corner wall protectors.

chairman Steve Ziegler purchased the company, marking the start of its transition from distribution to now both manufacturing and distribution. Ziegler had served as the company’s accountant for years before the purchase. At the time it was sold, Inpro was a $12 million company with 140 employees, according to Inpro’s current chief executive officer Marc Holland. “(Ziegler) came in and he kind of reset the culture of the company,” said Holland. “The foundations that he set in 1993 are still what we operate under today.” Then began the path to growth, driven by 90% organic growth and 10% acquisition directed at product diversification rather than volume – a hallmark of the company’s growth strategy. Though the company made several acquisitions over the past 33 years, the following marked the most significant in building its product portfolio: In 2000, Inpro purchased both Clickeze and Jointmaster, adding privacy systems and expansion joint systems to its portfolio. In 2003, Inpro acquired Signscape, a manufacturer of architectural signage, including restroom signs, wayfinding and more. In 2006, the company acquired Lippert Cultured Marble, expanding its portfolio to include toilet partitions and shower surrounds for applications in college dormitories, health care, sports stadiums and airports. Clickeze, Jointmaster, Signscape and Lippert all function as business segments

Corner wall protectors are shaped for a custom order.

of Inpro Corp. In 2015, Inpro purchased North Carolina-based Hinkel, a manufacturer of window shades and treatments, cubicle curtains, privacy systems and decorative and specialty products. It later purchased North Carolina-based WT Commercial Window Treatments, formerly WT Shade, in 2022, which set the stage for the construction of its new facility in Mint Hill, which now houses operations for both Hinkel and WT. Its North Carolina manufacturing facility exists as its third of three manufacturing destinations in the world. The others are located in Wisconsin and Arizona. Other acquisitions over the years include Inpro’s 2015 purchase of Buffalo, New York-based Fireline 520, a designer and manufacturer of fire barriers for expansion joints; its 2016 purchase of the assets of California-based WebbShade, a maker of roller window shades; and its 2021 purchase of Northbrook, Illinois-based window treatment company Everything Division 12. Its acquisition strategy – building diversity in its catalog rather than volume of one product line – has driven the format of its transactions and current operations since its inception. All acquisitions now exist under the Inpro name as business segments and product lines with the exception of WT Commercial Window Treatments and Hinkel, which exist as wholly owned subsidiaries.

International establishment In order to better serve its customers outside of the United States, Inpro began establishing offices and exclusive distributor partnerships with companies across the globe to serve as regional hubs. Though the company had been selling internationally since 1997 following Ziegler’s acquisition, Inpro began establishing more permanent footholds in the 2010s. In 2016, 19 years after its entry into the United Kingdom, Inpro announced a partnership with U.K. company Intastop to take over as its exclusive distributor in the country. In 2017, Inpro announced it entered into an exclusive distribution agreement with Cape Town, South Africa-based Impact Solutions. In 2018, Inpro did the same with Kalamis, Istanbul-based Odin Yapi and Artista Building Materials Trading LLC, based in Dubai. It also established Inpro Europe S.R.L. in Orvieto, Italy in 2016, responding to a need for local governance in its European business. The company maintains an office in Italy today.

Family to non-family leadership In the midst of the acquisitions and international buildout, Steve Ziegler transitioned away from the helm and into the role of board chairman, leaving the company’s top seat to his twin brother, Phil Ziegler, in 2012. Phil, who had worked for the company since 1996, served as CEO from 2012

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“Incremental, strategic buys over the years have given us the space for inventory. Land becomes inventory and we have the space we need to support the business as the needs arise.” – Marc Holland, CEO of Inpro

to 2022 before retiring. At the time he retired, the company said Phil would remain active as a member of the board. He is no longer involved today, though several of his nieces and nephews, Steve’s children, remain indirectly involved, having worked on the manufacturing floor or in other capacities in years past. Holland was appointed in 2022 as Phil’s successor, taking the reigns as the company’s first non-family CEO. In his 26 years prior to his appointment as CEO, Holland served in a variety of leadership roles across sales and international business, including as general manager of the company’s Clickeze and Signscape segments, where he oversaw the integration of each segment to standardize Inpro’s shared service process. “(Clickeze and Signscape) were really the first acquisitions that we did and nobody wanted anything to do with them,” Holland said. “(Operating them) was really hard because we just didn’t have the structure that we have today.” Holland then served as president from 2015 to 2021 before stepping into the role of CEO. “I’ve known Steve for 30 years now, so he really didn’t have to tell me much because he knew me, I knew him and I knew the company,” Holland said. “All he said was, ‘Run it like you own it.’” Now just months away from celebrating 30 years with the company, Holland continues eyeing incremental growth for the company, following

Inpro sews a variety of shower curtains in-house.

the previous methodology of the Zieglers.

Current operations Of Inpro’s roughly 800 global employees, 780 are based in the United States. The company operates manufacturing facilities in Wisconsin, North Carolina and Arizona, and auxiliary offices across North America, Europe, Asia, South America and

the Middle East. Canada represents Inpro’s largest international market, with additional support through “regional websites” for the United Kingdom, Italy and India, according to a company representative. Inpro touts 15 different kinds of manufacturing, including computer numerical control machining, sewing, signage fabrication, routing, extrusion biztimes.com / 17

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“(Wall protection) is a mature business for us, but even our newest business units that may be at different stages of their life cycle, their markets are improving every day.” – Craig Faust, COO of Inpro

and more. Health care constitutes roughly 63% of Inpro’s manufacturing operations, said Faust. Inpro’s door and wall protection business is its largest segment, generating a significant portion of revenue for the company. Products including wall protection (custom printing on substrates), hydro-dipped banister protectors and extruded corner guards made of plastic polymers rank among Inpro’s most popular products in the protections segment. Product orders in that segment have become so dense, the company decided to expand local operations and invest millions of dollars to accommodate order volume.

‘Incremental’ growth Incremental growth is the name of the game for Inpro and has been since Ziegler began leading the company in 1993, Holland said. “Incremental, strategic buys over the years have given us the space for inventory,” he said. “Land becomes inventory and we have the space we need to support the business as the needs arise.” Inpro employs a business model similar to other distribution giants like Amazon and Uline. The company stocks products at volume within its warehouses to strengthen its inventory and cut down lead times. It upholds an average 10-day lead time, though the time can vary based on customi-

zation of the product, Faust said. Supporting its large inventory required several additions to its Muskego footprint, including a 19,000-square-foot expansion to one of its buildings at its Muskego headquarters in 2024, and the construction of a new 30,000-square-foot facility to be dedicated to the production and storage of its door and wall protection business. Most of the 30,000-square-foot building, currently under construction, will become warehouse and manufacturing space, with 2,700 square feet to be used as office space. The new facility is nearly complete with finishing touches like interior paint and exterior landscaping still remaining; machinery will be installed this month. Some equipment will be relocated from Inpro’s existing door and wall protection facility across the street. More will be purchased, adding to what Faust said will result in a multimillion-dollar project. The company will hire as needed to operate the new facility. Inpro owns more vacant land within the Muskego Industrial Park, though it did not disclose how much or where it is located. In 2023, Inpro announced it had added 150 jobs since January 2021 and predicted it would add an additional 200 jobs over the following three to five years. At the time, the company had 670 employees. It now has 800 across all global locations and touts a 10-15% turnover rate.

“Our biggest differentiator is our people,” said Holland. The majority of promotions made on the manufacturing floor are internal, Faust added. Most of Inpro’s recruiting is done via referral.

Commitment to corporate citizenship Upon purchase of the company, Ziegler quickly established a priority for corporate giving and community involvement. Beginning in the early 2000s, Ziegler became an active donor to the Muskego Athletic Association under the Inpro name. In addition to a standard yearly donation which supports the MAA and players’ uniforms, signified with the company logo, Ziegler and Inpro contributed $600,000 to support the completion of Muskego High School’s turf football field in 2018. That’s in addition to a large donation made to lay turf down on the largest baseball diamond at the city’s Park Arthur, said MAA board member Kurt Barry, who has served on the board since 1988. “(Ziegler) just likes to give back to the community,” Barry said. “There’s no payback for it, he does all kinds of things for his community and his employees.” Other company community initiatives have included establishing partnerships with Utopian Villas to create a sustainable tiny house in the Madison area and with Wakesha County’s AdoptA-Highway Litter Control program. The company

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Inpro’s new 30,000-square-foot facility under construction in the Muskego Industrial Park near its headquarters.

also began keeping bees to combat Colony Collapse Disorder – a phenomenon which causes adult bees to abruptly vanish, leaving the queen and her brood in a deserted hive – and encouraging employees to donate to the Muskego Food Pantry. Inpro also offers subsidized childcare and meal programming for its employees. A nearby daycare, which the company previously operated but sold during the COVID-19 pandemic, offers discounted rates to Inpro employees. The company also recently completed the renovation of its on-campus café, where employees can get breakfast, lunch, snacks, coffee and other beverages for $5 a day.

What’s next? “Hopefully more of the same,” Holland said, when asked about the future of Inpro. A three-time recipient of BizTimes’ Future 50 award, an annual program recognizing the region’s 50 fastest-growing, privately held companies, Inpro’s plans to grow are not slowing down. “If you go back 10 years, we were pretty much all health care,” Holland said. “Now we’re in airports, sports stadiums, data centers, banks, retail spaces … anything but a single-family home we’re putting products in.” As data center construction continues across the country, Inpro is joining the trend of businesses cashing in, supplying its wall protection, expansion joints and signage to several data center

Banister caps are hydrodipped with a wood grain pattern.

customers. Holland declined to name specific data center customers. Inpro is bullish on both its wall protection and its window shade businesses, seeing opportunity for significant growth in the coming years. “That’s why we built a new building (in North Carolina). That’s why we’ve added resources there,” Holland said. “The window shade business is a big space and we’re very optimistic about its potential.”

Inpro plans to keep hiring and growing as it enters new markets and develops new products, all of which will come from its own design team stationed at its Muskego headquarters. “(Wall protection) is a mature business for us, but even our newest business units that may be at different stages of their life cycle, their markets are improving every day,” Faust said. “There’s already excitement from our teams.” n biztimes.com / 19

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100 YEARS

OF SERVING WISCONSIN. BUILDING FOR THE NEXT CENTURY. On September 23, 2026, Sendik’s Food Market celebrated the grand opening of it’s Whitefish Bay Store. The new store is located on the same property, 500 E. Silver Spring Drive, next to where the store served customers for 75 years. Established in 1926, Sendik’s is a fourth-generation family business, serving customers throughout Southeastern Wisconsin. Owners include siblings Ted, Patrick and Nick Balistreri and Margaret Harris.

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Q &

A Ted Balistreri - Co-owner of Sendik’s Food Market What does reaching 100 years mean to you personally, and what do you hope customers think about when they see that milestone? The 100-year anniversary means a tremendous amount to me and my family. It’ s a milestone that speaks to the hard work that generations before us invested in making Sendik’s successful. It is also an expression of the amount of trust our customers, communities, and team members have in us. A trust that we have never taken for granted. Many family businesses never reach a second or third generation. What has allowed Sendik’s to thrive for a full century? This is a fun, dynamic business that is forever evolving. But it is not for the faint of heart and requires a lot of hard work. Generational success begins with the culture that was established with my grandparents and parents as we were brought up in the business. We were taught that customers have a choice where to shop. If we sell the best quality and freshest food and treat customers just like family, we have a much better chance of succeeding.

Why was now the right time to make this investment in Whitefish Bay? We have had so many great experiences and formed lasting memories at the original store - it’s where we learned the business. But the building was over 75 years old and undersized for the new products and eating experiences we want to bring to Whitefish Bay. This new facility gives us that opportunity to bring these exciting changes and do it more efficiently. That this investment in our flagship location coincides with our 100 year anniversary makes it more special. When customers walk into the new store, what do you hope surprises them? I hope they see the transformation this new store brings. The variety of fresh produce, meat and seafood. The enormous variety of ready-to-eat foods that can be eaten comfortably in the store or taken home. Mostly, I hope customers discover what a unique social gathering space this new store brings to them.

10 Business Lessons from a Company That Has Thrived for a Century • Stay true to your values. • Make sure your culture is clearly understood and communicated. • Quality creates differentiation. • Treat your customers like family- it matters. • Overall value matters more than having the lowest price. • Be an active part of your community- it builds loyalty. • Great associates create great businesses. • Challenge associates beyond what they think they are capable of- they will surprise you. • Listening is one of the most important tools you have and it’ s free. • Keep evolving without losing your identity.

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serving the real independent groCer sinCe 1930

Congratulates on the opening of the new whitefish Bay loCation Continuing The Tradition of Excellence in Operating 100 Years as the Trusted Real Local Grocer

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Sendik’s has long been involved in the communities it serves. Why has community investment remained such an important part of the company’s identity? We absolutely love Milwaukee and the state of Wisconsin! We think it is the greatest place in the world with the best people. We believe it is an honor and privilege to serve this community. To our family, community is everything. We say we are the area’s Trusted and Local Grocer. Being local, to us, means more than just geography. It means becoming a part of each community we serve. My siblings and I all live and have raised our own families in these very same communities. This drives our mission and our desire to give back to the community that has been so supportive of us. Many employees spend years, even decades, with Sendik’s. What do you think has created that kind of loyalty? What we do would not be possible without the help of similar minded individuals that make up our large Sendik’ s Family. It is a service culture of family and willing the best for

each other that has kept us together for years and decades. We believe we have the best team of people anywhere and they continually perform at the highest level to create the best shopping experience. Longevity comes from feeling valued by your fellow team members and being a part of something bigger.

serve. When you truly view these relationships as partnerships, then you enter each business agreement with each other’s goals in mind. It’ s also about our commitment to quality. Most often, buying local means offering the freshest and best tasting products to our customers.

If someone joined Sendik’s tomorrow, what would you want them to understand about the company’s culture? That they are here for a reason. We invest significant time into our hiring and training process. Most often, these are the associates that are closest to our customers, representing Sendik’ s brand. We take the time helping them understand the importance of things like cleanliness and sanitation, product rotation and freshness, and our customer service expectations.

The grocery industry has changed dramatically over the past decade. Which changes have had the biggest impact on how you operate? It’s amazing that with all the industry consolidation, new store brands entering the market and advancements in technology, many of the basic principles that existed when Sendik’s started, still exist today . Mainly, that the retail business is a people business and that relationships matter. What do you hope people will say about Sendik’s 25 years from now? If we have lived into our promise, then people will say that we are still their trusted choice for feeding their families. That is our commitment.

KENNY YOO

How important are relationships with Wisconsin farmers, food producers and local suppliers to your business? To us, local farmers and suppliers are a vital part of the fabric of the communities we

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We trace our grocery roots all the way back to 1926.

After immigrating to Milwaukee from Santa Elia, Sicily, the Balistreri family began peddling quality fruits and vegetables by horse-drawn wagon. This began on the northeast side of Milwaukee and eventually led to the opening of produce markets on Oakland and Downer avenues. In 1949, Grandpa Tom Balistreri - simply and affectionately known at Sendik’s as Mr. B - opened a third Sendik’s fruit and vegetable market on the corner of Silver Spring and Lake drives in the heart of Whitefish Bay. The store became known for honesty and integrity in treating customers and suppliers with courtesy and respect. The business flourished.

Before long, Tom was joined in the business by his two sons, Ted and Tom Jr. In the early 1970s, the brothers took over the operation, and in 1975, the store expanded to include groceries, meat, deli, dairy, bakery, and wine and spirits. During this time of growth, the store’s reputation for quality products and customer service grew, drawing customers from all over Milwaukee and surrounding communities. In 2001, the third generation of family owners began building on the strong, 75-year history Sendik’s had established in the community as the trusted, local grocer. Ted’s sons - Ted, Patrick and Nick - purchased Tom Jr.’s interest in the Whitefish Bay store that year, and along with their sister Margaret, have continued to expand the business. They currently own and operate 18 Sendik’s stores in Bayside, Elm Grove, Franklin, Germantown, Grafton, Greenfield, Hartland, Mequon, New Berlin, Wauwatosa, West Bend and Whitefish Bay. Together they carry on the tradition set by Grandpa Balistreri of combining quality products with exceptional customer service to offer the best grocery shopping experience, period.

Congratulations on 100 years! Thank you for your partnership.

We celebrate Sendik’s 100 years of excellence!

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CONGRATULATIONS TO SENDIK'S FOR 100 YEARS Pace Electric is one of the leading electrical contractors in Wisconsin. Whether it is design build, electrical contracting, service & maintenance or technology solutions, Pace Electric welcomes the opportunity to bring your project to completion on time, safely and within budget. paceelectricinc.com | (414) 425-3305 12015 W. Janesville Rd. | Hales Corners, WI 53130

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What does “sendik” mean? The name Sendik’s is derived from a simple misunderstanding. As new immigrants to America, the family needed to acquire many household items. While attempting to purchase a stove, Great Grandpa Balistreri overcame the language barrier and asked the clerk to “send it” to him. To the salesman, it sounded like Great Grandpa was saying “Sendik,” which is the name that was written on the order. When the stove arrived, the delivery person asked some neighbors where he could find “Mr. Sendik.” They pointed him in Great Grandpa’s direction because they knew he was expecting a stove. Great Grandpa became known as Mr. Sendik, and the rest, as they say, is history.

On Friday, September 18, 2026, Ted Balistreri, coowner of Sendik's Food Market hosted a behindthe-scenes tour of the new store. Attendees were the Whitefish Bay Village Board and select members of the media.

O N I S T ! A L U T A R G CO N Celebrating 100 Years AND CONGRATULATIONS ON YOUR NEW STORE IN WHITEFISH BAY!

Thank you, Sendik’s, for 100 years of serving our communities with quality, family and tradition. orth Cel 20 Years of Working Together - 100 Years W

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OPEN

B U I LT T O C A R R Y A L E G AC Y F O R WA R D Congratulations to Sendik’s on 100 years. Wells is proud to have been a building partner on their new Whitefish Bay store, manufacturing and installing the building system on the very site where this location’s own legacy began nearly 80 years ago. Get inspired at wells.build biztimes.com / 29

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On October 1 we spent the afternoon with a room full of Wisconsin manufacturers asking one question: what is manual still costing you? Not in theory. In the hours spent rekeying purchase orders, chasing approvals, and hunting for a compliance record someone saved to a desktop.

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Landmark Credit Union is proud to sponsor the BizTimes Manufacturing Summit. Strengthening the Wisconsin Supply Chain has never been more important, and we’re proud to work alongside manufacturers to help drive business momentum and power business growth. Whether it’s competitive financing, expansion capital or cash flow solutions, Landmark has the resources businesses need to invest, innovate and succeed.

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Event Coverage MANUFACTURING

Manufacturing Summit focuses on state supply chain TARIFFS, geopolitics and a global pandemic have put renewed attention on supply chains, reshoring and domestic manufacturing capabilities. While many stakeholders would like to see more manufacturing return to the U.S., and Wisconsin specifically, the decisions about where to locate new investment are anything but straightforward. The strength of the regional manufacturing ecosystem is a key consideration, among others, as

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companies make sourcing choices. The 2026 Manufacturing Summit, held Oct. 1 at the Brookfield Conference Center and sponsored by James Imaging Systems, Landmark Credit Union and Saturn Lounge, featured important conversations on strengthening Wisconsin’s supply chain. Ahead of the event, BizTimes asked main program panelists to weigh in on how they see the health of the state’s manufacturing sector:

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Kyle Crum president, Infinity EDM

Our strength is our network. Ninety minutes from Infinity's floor we have customers and suppliers we've worked with for years – straight answers, complete trust. The weakness is the same thing. How do we scale a Midwest handshake in the digital age? The answer is almost certainly not another portal.” Crum and his wife Laura acquired Infinity EDM in October 2025. The company specializes in CNC and electrodischarge machining. Crum was previously director of advanced technology at Rockwell Automation and served as an officer in the U.S. Navy for eight years.

What are the biggest strengths and opportunities for improvement in Wisconsin's supply chain?

Andy Black

SVP supply chain and business development, Husco

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Paul Grekowicz CEO, Gilman Precision

Wisconsin’s strength is its manufacturing depth – skilled people, capable suppliers and deep technical expertise. Our opportunity is to connect that ecosystem, accelerate investment in people and automation, and make it easier to source locally. Done well, we can shorten lead times, strengthen resilience and bring more manufacturing back to Wisconsin.”

Wisconsin’s greatest strength as part of a global supply chain is its manufacturing talent. By investing in education and workforce development, and strengthening partnerships between industry and educators, we can prepare the next generation to deploy automation, AI and advanced technologies while building stronger, more competitive supply chains.” Black leads global supply chain, strategic sourcing, supplier development, business development and new product commercialization activities for Husco’s offhighway division. He has been with the company since 2004 and has held leadership roles in engineering, product management, supply chain and commercial functions.

Grekowicz has been CEO of Gilman Precision, a designer and maker of custom slides and spindles for machining in industries like aerospace, medical equipment, robotics, semiconductor and machine building, since 2024. His previous experience includes roles at Caljan, Enerpac, MTI, Cooper Power Systems and General Electric.

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Jacob Carter vice president – sales, operations planning and supply chain, MPE

The strengths in the Wisconsin supply chain to me are the diversity of the processes that we have when you look across the different commodity categories and how it supports our business. The opportunities … are for each of our manufacturers to truly study their total cost and look at the areas where they could be more competitive through use of technology and automation, which will allow them to expand their business on a broader basis.”

Carter has been with MPE, a contract designer and manufacturer of complex electromechanical and roboticassisted surgical systems for the medical device industry, since 2021. Prior to MPE, Carter worked in supply chain at ER Wagner and was a senior purchasing manager at Briggs & Stratton for eight years.

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Special Report MANUFACTURING Rendering of Rockwell Automation’s 1 million-square-foot plant planned in New Berlin.

Bullish area manufacturers move forward with expansion plans

HGA

BY ANDREW WEILAND, staff writer

WITH CONSUMERS feeling increasingly anxious about inflation, including higher grocery and gas prices, U.S. economic growth has been modest during the past year. U.S. GDP rose just 1.5% in the second quarter, down from 2.1% in the first quarter which followed a measly 0.5% growth rate for the fourth quarter of 2025. But despite that lackluster economic growth, a long list of southeastern Wisconsin manufacturers have been moving forward recently with expansion plans in various stages of development.

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KIKKOMAN

Notable expansion projects include Rockwell Automation’s planned 1 million-square-foot plant in New Berlin, Kikkoman’s new 240,000-squarefoot plant in Jefferson and Derse building a new 300,000-square-foot headquarters facility in Oak Creek. Other local manufacturers working on expansion projects, in various stages, include DreamPak, DJS Manufacturing, H.O. Bostrom, Accurate Fabrication, Badger Paperboard, The Gund Co., Basic Metals and Maxon Industries. Those projects follow a national trend of positive momentum for the manufacturing sector, according to Brian Jacobsen, chief economic strategist for Brookfield-based investment advisory firm Annex Wealth Management. “Nationwide, the manufacturing cycle has turned for the better,” Jacobsen said. “After ten consecutive months of contraction, U.S. manufacturing has now recorded six months of expansion. The fastest growth has been in the primary metals, fabricated metal products, computer and electronic products, and transportation equipment industries. Those map neatly onto southeastern Wisconsin’s industrial base.” Federal tax policy is heavily subsidizing capital investment, something that expanding manufacturers are able to take advantage of, Jacobsen

Aerial view of Kikkoman’s new plant in Jefferson.

said. The One Big Beautiful Bill Act restored 100% bonus depreciation, raised Section 179 expense limits, and created a new 100% deduction for qualified production property that covers manufacturing-related construction. “Instead of writing off the high cost of invest-

ing over decades, firms can now get the tax benefit right away,” he said. “That’s a huge incentive to invest today instead of waiting.” Reshoring and tariffs are also playing a role, Jacobsen said as many companies are shifting back toward domestic production.

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Special Report MANUFACTURING

EUA

Rendering of Derse’s headquarters plant that is under construction in Oak Creek.

“For Wisconsin’s contract manufacturers and component suppliers, they’re viewed as the lower risk and more reliable suppliers compared to foreign suppliers,” he said. The boom in AI data center development is also driving growth for manufacturers with numerous area companies in the data center supply

chain reporting a boost to their business, including Banker Wire, IEWC, Mayville Engineering, Modine, Generac, Regal Rexnord and others. “Milwaukee has strength in electrical equipment, power and controls, positioning the area to benefit from the data center buildout,” Jacobsen said. “Metalworking is an area that is sometimes

underappreciated in terms of how critical it is to building these structures and innards.” “There are a lot of forces coming together from tax policy to AI innovation that are helping the area shine brightly,” he said. Earlier this year, Germantown-based MGS opened a new 300,000-square-foot plant in Richfield. The company designs and builds precision plastic components, devices and automated systems for the pharmaceutical, diagnostic and medical technology sectors. The new Richfield facility includes 140,000 square feet of Class 8 cleanroom manufacturing space, more than 100 electric injection molding presses, advanced custom automation and high-efficiency assembly lines, integrated quality control capabilities and capacity to produce hundreds of millions of sub-assemblies each year. “The expansion is driven by accelerating demand for advanced drug delivery devices, injectable therapies and combination products,” an MGS spokesperson said. “Pharmaceutical inno-

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vators require trusted partners that can provide high-volume cleanroom manufacturing, rapid scale-up and end-to-end support, and the Richfield facility was designed to meet these growing market needs. … The facility was developed in close alignment with a pharmaceutical customer, with a defined utilization plan designed to support both immediate needs and future growth.” H.O. Bostrom, a manufacturer of ergonomic seating, is planning to add 50,000 square feet to its existing building at 818 Progress Avenue in Waukesha. Construction was scheduled to begin in early fall, with the first phase completed by the end of the year and a second phase next year. “We are increasing capacity and adding new equipment to expand our in-house manufacturing capabilities. We are expanding into new markets that require different manufacturing techniques,” the company said. “We continue to experience year-over-year growth from existing customers, global expansion and the new markets we are entering, creating the need for additional production capacity. The expansion, along with new equipment, will increase capacity and broaden our in-house manufacturing capabilities, enabling specialized manufacturing techniques to produce seat features and components required

for certain markets.” Germantown-based metals distributor Basic Metals is building a 42,000-square-foot addition to its facility, which will increase its size to 120,000 square feet upon completion early next year. “The expansion is primarily about adding capacity and improving the flow of material through our operation,” the company said. “We are adding significantly more warehouse and production space, an automated overhead crane system and additional truck loading capacity, including new dock and drive-in positions. The building is also being designed to give us flexibility to add additional processing equipment and capabilities as we continue to grow.” Basic Metals is also renovating a 12,000-squarefoot office building on its site. “We have outgrown our current office space, so our team will be moving into that building as part of the project,” the company said. “We are also putting a lot of thought into making it a place employees enjoy coming to work. The renovated office will include additional meeting and collaboration space, along with amenities such as a fitness room, golf simulator and game room. As we continue to grow, we want to make sure we are investing not only in equipment and capacity, but

also in the environment we are creating for our employees.” This year, Basic Metals was named to BizTimes Media’s Future 50 list of the region’s fastest-growing privately owned businesses. “The biggest driver (for the expansion projects) has simply been the growth of the business,” the company said. “Our volume has grown substantially over the last several years, and we were reaching the limits of what we could efficiently handle within our existing footprint. The same has been true on the office side as our team has grown. We want to make sure our facility, equipment and infrastructure stay ahead of that growth rather than allowing space constraints to become a bottleneck. “There is obviously a lot of uncertainty in the market right now between tariffs, inflation and interest rates. At the same time, we try not to make long-term capital decisions based on short-term market cycles. We have continued to see strong demand from our customer base, and we believe in the long-term outlook for domestic manufacturing. We also felt it was important to invest from a position of strength and make sure we have the capacity to support our customers as they grow.” ■

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Special Report INSURANCE & BENEFITS

Jerad Steinfeld

JT Schlembach

Robert Orozco

Managing risk in the ‘Wild West’ of AI BY MOLLY DILL, for BizTimes AS ARTIFICIAL INTELLIGENCE use continues to proliferate in the workplace, prudent employers have put in place guidelines for employees’ use of the tools. But should something go wrong – say, clients’ personally protected information leaks because of inattentive use of an AI tool – does business insurance cover the cost of correcting the mistake? The short answer is: it depends. A basic business insurance policy often has some cyber liability coverage but speaking with an insurance broker about a business’ niche and how they’re using AI can help avoid surprises, said Jerad Steinfeld, owner of commercial insurance agency Cream City Insurance in Wauwatosa. “A restaurant doesn’t need a full cyber liability policy, but they do need some coverage in the

event credit card information goes missing,” Steinfeld said. “Whereas a health care company could use a full cyber liability policy in case there’s a data breach that exposes client information.” The safest approach is to get both business and cybersecurity insurance to eliminate any gray area, said JT Schlembach, director of cyber liability at Madison-based M3 Insurance. And if the company is selling a tech service or product, a technology errors and omissions policy is also key. AI can result in claims under other umbrellas as well. If AI is used for copyright infringement, then it might be covered under an intellectual property policy, Schlembach said. A “deepfake” impersonating an executive and authorizing payment, a fake invoice created with AI, or an accidental client data leak would

all generally fall under a cyber policy, Steinfeld said. If an AI model were to defame someone in a response, that would potentially fall under media liability. In general, current business insurance policies tend toward broad coverage rather than specific use cases, Schlembach said. “As an old-school insurance nerd, I tend to lean that brevity is your friend,” he said. The impact to the business is more important than the tool used to achieve that result, Steinfeld said. “Like a property policy, it doesn’t matter how a fire started, it’s just the fact that there’s a fire that’s covered,” he said. According to a recent Better Business Bureau report, reports of AI-related scams in Wisconsin are up 238% in 2026 versus last year, and the average financial impact has increased from $778 to $5,500 over the same time period. Some insurers recommend businesses im-

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plement an internal policy like a $25,000 limit on payments authorized by one person, Schlembach said. Robert Orozco, executive in residence-AI at the University of Wisconsin-Whitewater, advises both the university and employers across the region who are interested in deploying AI in their business. He cautions them to implement AI along with governance around its use. “Traditional software has always been easily guarded with security keys and permission settings. But with AI, you have to treat it more like an intern,” Orozco said. That means not giving AI tools access to production or operational data. “I can’t tell you how many times I’ve met with very large and very small entities and it’s been, ‘Hey, I just ran our company (financial) info … through an open-source platform’ and so now we have to notify the insurance carrier of a potential breach,” Schlembach said. Orozco has seen more area employers expressing concern about AI risk this year, which he attributes to lawsuits involving the technology. The insurance industry itself is also wrestling with the use of AI for efficiencies in underwriting policies, careful to remain within the bounds

of industry regulations. “Part of the problem when it comes to insuring is that it’s very much the Wild West of a very evolving technology,” Orozco said. “I do eventually expect there to be a lot more AI security software tools that will be mandated by insurance companies.” One local startup building such a tool is Wauwatosa-based Goose FL, which aims to silo a business’ proprietary data while allowing it to gain insights from peers. “Insurance is very reactive; we had this issue so here’s how it’s going to be covered. We want to have proactive architecture that is protecting the data,” said Katie Grillaert, one of four co-founders of Goose FL. Goose FL’s infrastructure runs an AI model at each business, and the learnings are sent to a central model that is shared with peers. “One of the key things that I see a huge opportunity for insurers to realize is that if they were to have robust governance requirements for the companies they insure, they are protecting their business,” Grillaert said. “It doesn’t have to be this unknown space where we’re feeling as though we can’t mitigate and we can’t predict what’s happening with AI.” n

“

We want to have proactive architecture that is protecting the data.” − Katie Grillaert, co-founder, Goose FL

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Special Report INSURANCE & BENEFITS

From personal matter to workplace priority Employers look beyond coverage to improve mental health access BY KELLY FENG, for BizTimes FOR YEARS, mental health was largely treated as a personal matter employees handled on their own time. Increasingly, southeastern Wisconsin employers are treating it as a business issue, too. That shift is especially evident among larger employers. A 2025 Employee Benefit Research Institute survey found that 97% of employers with 500 or more employees offered mental health coverage. Employers are providing a range of resources, including telehealth services, employee assistance programs, therapy and counseling coverage, and wellness programs. Earlier this year, the City of Milwaukee approved an expansion of its employee assistance and mental health program, increasing counseling visits from three to six per issue and transitioning to AI mental health platform Spring Health. The city cited limitations in its existing program, including wait times and limited provider access. “Three counseling visits just weren’t enough time for many people to work through what they were dealing with, so we doubled that to six

visits,” said benefits director Molly King and employee assistance and resource coordinator Cris Zamora, both of the City of Milwaukee. “When we moved to Spring Health earlier this year, it was really about getting people in the door faster. Some employees were waiting weeks to see someone, and when you’re struggling, a few weeks can feel like forever.” The new program offers appointments within two business days, including appointments outside normal business hours, and in some cases allows employees to continue seeing the same therapist through the city’s medical plan. “At the end of the day, it’s not just about checking a compliance box. We want our employees to feel like their mental health is taken as seriously as their physical health and to have quick, real access to care when they need it,” Zamora said. But access is more than having insurance or a mental health benefit. Employees also need to know where to turn and feel comfortable asking for help. Heather Jones, a licensed psychologist and

chief clinical officer of Rogers Behavioral Health, sees those challenges among working adults. “When families call me, usually the number one statement that they make is, ‘I don’t know where to start. I don’t know what to do. I know I’m struggling, I know my loved one is struggling, but I don’t even know where to start,’” said Jones, who holds a doctorate in educational psychology. Jones is also seeing more patients with layered concerns rather than a single, isolated issue. “Someone is not only coming in with anxiety, someone is not only coming in with depression,” she said, but with overlapping challenges such as trauma or substance use. She also cited the barriers she sees among working adults: stigma, cost, wait times and a shortage of providers. “Employees are less likely to use mental health resources if they believe doing so could affect how they are perceived, promoted or treated,” Jones said. Interest in mental health benefits is also growing among smaller employers in southeastern Wisconsin. Chris McArdle, president of MKE Benefits, an independent insurance brokerage that works primarily with employers with fewer than 100 employees, said interest in mental health benefits has increased significantly in recent years.

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McArdle said his firm has received more inquiries about mental health benefits in the past five or six years than it did during the previous 15 to 20 years. He said employers are increasingly recognizing mental health as a workforce need rather than something employees are expected to manage on their own. Among smaller employers, McArdle said, employee assistance programs are one of the most common requests. Standard group health plans also generally include mental health coverage, while EAPs can provide additional support outside traditional clinical appointments, including someone to talk with when an employee is dealing with stress or other challenges. Cost can still be a hurdle for smaller businesses, McArdle said. Some programs have both fixed and per-user costs, and smaller employers may have less bandwidth to administer programs or provide services directly in the workplace. Mental health benefits can also play a role in how smaller employers compete for workers, McArdle said. Employers may not lead with counseling or mental health services when recruiting, but those benefits can become more important as prospective employees compare the overall package.

“

At the end of the day, it’s not just about checking a compliance box. We want our employees to feel like their mental health is taken as seriously as their physical health and to have quick, real access to care when they need it.” − Cris Zamora, employee assistance and resource coordinator, City of Milwaukee

“I think people are looking at it as a recruiting and retention tool,” he said. “Is it number one or two or three on the list of things that people are looking for in a new position? Probably not. But is it on the list? Yeah, it is.” Earlier in his career, McArdle said, working long hours could be viewed as a point of pride. Today, employers are more conscious of burnout and

the importance of work-life balance. “There is definitely more of a focus, both from the top down and from the bottom up, on having that work-life balance,” McArdle said. Mental health may once have been something employees were expected to manage on their own. Increasingly, employers are recognizing that their response can shape the workplace itself. ■

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NOTABLE COOs

BizTimes Milwaukee is proud to present its showcase of Notable Chief Operating Officers, recognizing accomplished professionals who orchestrate the people, processes and priorities that keep organizations running efficiently and effectively. The individuals profiled on the following pages were nominated by their peers and highlight the talent in this region. METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after a review by our editorial team. To qualify for the list, nominees must be currently working at the C-suite level in an organization in the southeastern Wisconsin area, have demonstrated excellence in their field of expertise and the ability to effect change within the organization, industry or community, and also should have shared their skills and time outside of their own organization, including professional organizations and civic/community service initiatives.

PAUL GALLAGHER

CRAIG FAUST

PRESIDENT AND CHIEF OPERATING OFFICER

CHIEF OPERATING OFFICER

GROSS AUTOMATION

INPRO

Paul Gallagher, president and COO of Brookfield-based Gross Automation, acts as the company’s integrator, leading implementation of the Entrepreneurial Operating System for more than 12 years. “The transition to a new ERP system posed many challenges, but Paul’s proactive, collaborative approach over three years ensured a smooth implementation that became operational early last year,” said Bob Gross, CEO of Gross Automation. “His foresight in anticipating potential mid-year integration issues and their effect on year-end accounting enabled him to coordinate the team effectively, resulting in a cohesive effort and a seamless fiscal year close.” Gallagher also participates in his faith community and has organized and led quarterly initiatives at Gross Automation, such as Feed My Starving Children and food and toy drives for various charities. Additionally, he served as the head coach for his son’s local baseball team. “Having worked with Paul for over 16 years, I have seen his unwavering commitment to the company’s well-being and his positive influence on the team,” said Amie Moua, director of inside sales and finance. “His attentive listening and recognition of contributions foster a motivating environment.”

Craig Faust has been chief operating officer of Inpro, a Muskego-based manufacturer of architectural products for almost five years. Previously, Faust served as vice president of manufacturing and business development at Inpro. “In his role as COO, he navigates the challenges of an international business experiencing rapid growth while staying rooted to the Muskego community,” said Jeff Budzien, senior vice president, director and team lead at BMO. Faust earned a Lean Six Sigma Green Belt certification and a LEED Green Associate designation, both in 2020. Before joining Inpro in 2015, Faust was president and CEO of the HGI Co., until selling the company to Quad, where he then served as president of commercial and specialty. Outside of his work with Inpro, Faust serves on the boards of directors for Bank CMG and the Experience Burlington chamber of commerce. He is also active with Make-A-Wish, where he recently served as an executive board member and board chair.

KATIE STOLP

EVAN CONLEY

MAURICE THOMAS

SENIOR VICE PRESIDENT AND CHIEF OPERATIONS OFFICER

DIRECTOR OF OPERATIONS

CHIEF OPERATING OFFICER

DORAL CORP.

GREATER HOLY TEMPLE CHRISTIAN ACADEMY

COMMUNITY STATE BANK Katie Stolp, senior vice president and chief operations officer at Community State Bank, joined the Union Grove-based bank 15 years ago as a customer service representative. “That path has given Katie something you can’t learn from an org chart. She knows how decisions made around a conference table eventually reach an employee helping a customer at one of our offices,” said Gregory Wall, chief innovation officer at Community State Bank. Stolp’s projects can involve IT, retail, lending, compliance deposit operations and marketing. She has helped improve how funds move through the bank, shape new online and mobile banking experiences, guide a core system change and support a major branch remodel. She also leads CSB’s enterprise risk management efforts and works with compliance and government agency reporting. “Katie asks good questions, works through the details and keeps everyone moving in the same direction,” Wall said. Outside the bank, Stolp is involved with 100 Women Who Care – Western Racine County, the Westosha Central High School Foundation board and various community events.

Evan Conley, director of operations for Doral Corp., is a growth-minded, practical operations leader, according to Jeff Budzien, director, senior vice president and team lead for BMO Bank. Conley’s management experience at Johnson Controls and Clarios led him to head the shop fabrication for the Milwaukeebased Doral Corp., which is currently experiencing rapid national growth. Doral Corp. provides machinery moving and rigging, material handling and metal fabrication services to companies in the food and beverage, construction and manufacturing industries. Conley oversees daily operations, meeting the various demands of the diverse customer set. One day, he and his team will engineer and fabricate a “snow chute” capable of handling tons of snow and salt atop a five-story plant. The next day, his team will manufacture a catwalk and mezzanine system specifically engineered for a customer to keep their plant managers safe. “Evan leads from the front and his team greatly respects him,” Budzien said.

Under the leadership of Maurice Thomas, chief operating officer at the Greater Holy Temple Christian Academy in Milwaukee, the school has grown enrollment by 15% in a single school year. “That number reflects families choosing us because of the trust Maurice built with them,” said Edward DeShazer, CEO of Greater Holy Temple Christian Academy. At the same time, Thomas secured grants that sent students to Washington, D.C., to experience academics outside of Milwaukee and Wisconsin. “I have been in educational leadership for 10 years and in education for 21 years. I have never met a more dynamic leader in education in my time. GHTCA is a much better organization because Maurice is here,” DeShazer said. Thomas also owns Maurice Thomas Consulting LLC, which coaches and develops school leaders, business owners and entrepreneurs. He previously served as chief development officer at the Dr. Howard Fuller Collegiate Academy and as founder, president and CEO of the former Milwaukee Excellence Charter School. Outside of the school, Thomas is involved with Forward 48, the Hoan Group and Fathers Making Progress.

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KIM COCHENOUR

PHILIP FREEMAN

MIKE KIRSCH

CHIEF OPERATING OFFICER

PRESIDENT

VICE PRESIDENT AND MANAGING PARTNER

ACUPUNCTURE & HOLISTIC HEALTH ASSOCIATES

FORM WEALTH ADVISORS Kim Cochenour, COO at Lake Geneva-based FORM Wealth Advisors, has worked to build the systems, structure and opportunities that help both the organization and its people grow, colleagues say. “Kim has led operational improvements that give FORM’s advisors more time to focus on what only people can do: build relationships, solve complex problems and care for clients,” said Rachel Worland, director of marketing at FORM Wealth Advisors. “She identified opportunities to integrate automation and AI into the firm’s CRM, streamlining client onboarding and service through automated workflows and AI-generated meeting notes.” As the firm has grown, Cochenour reorganized it into client, marketing and operations divisions. She also advanced FORM’s internship program by establishing a defined career path from intern to client associate to wealth advisor. Since March 2025, six interns have participated, and two have joined FORM as employees. In addition, Cochenour serves on the board of Children’s World Impact, supporting fundraising, events and volunteer efforts while encouraging FORM employees to participate. She is also involved with the Walworth County Economic Development Alliance.

J.H. HASSINGER CONSTRUCTION, INC.

Philip Freeman has driven measurable growth and stronger community impact at Glendale-based Acupuncture & Holistic Health Associates in Glendale, colleagues say.

Mike Kirsch brings more than 35 years of experience to his role as vice president and managing partner for J.H. Hassinger Construction.

“Philip leads by example and by systems,” said office manager Heather Freeman. “He sets clear targets, removes obstacles, and never asks the team to do something he isn’t refining himself. The result is a clinic that feels both ambitious and genuinely patientcentered.”

In his current role, Kirsch supervises all daily operations and construction activities for the Menomonee Falls-based company, connecting the field, yard, office operations, partners and clients.

As AHHA president, he increased new patient volume through focused Google and Facebook campaigns and structured followup systems, while introducing performance incentives that improve conversion and staff accountability. He also advanced efficient, privacy-focused clinic systems to support higher capacity and expanded specialized pathways for veterans, recovery support and fertility care. In addition, through the clinic’s Bayshore town center location and community efforts – including a Wisconsin State Fair presence – he has educated and served a broad southeastern Wisconsin population on chronic pain, stress, allergies and preventive wellness.

He also guides projects from inception to completion, leading 70 self-performance field personnel, project managers and superintendents. Kirsch recently led J.H. Hassinger’s enterprise-wide project management software implementation and served as the client advocate and project executive for the 60,000-square-foot expansion of the Moraine Park Technical College–Advanced Manufacturing Center located at its West Bend campus. “Mike is an out-of-the-box thinker who demonstrates brilliance in his approach to both preconstruction and construction activities,” said Jennifer Delaporte, director of business development at J.H. Hassinger. “His building acumen, emotional intelligence, and ability to understand all aspects of a project, from the field to the boardroom, make him nothing short of a unicorn in the construction industry.”

Someday, someone else will sit in your chair. You’ve Y Yo u’ve spent years building your business. What you do today can help determine how and when you eventually step away. START STA RT PL PLA AN NNING NI NG FO R W H AT CO ME MES N NE E XT

Tyson Ray Tyson Ray,, CFP & CEP CEPA A FORM | Founding Partner tyson@formwealth.com ®

FORM Wealth Advisors, LLC is a registered investment adviser. Additional disclosure information available at formwealth.com/disclosures. es. Of Office loc locations ations at: 431 Geneva a National A Av Ave. e. S., Lake Geneva, WI 53147, 686-3005, 7, (262) 6867 3005, and 6727 Frank Lloyd Wright ight Ave., Ave., Middleton, WI 53562, (608) 836-5133. A

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MOLLY THIEL

MATT KOHLS

ROB NOVAK

CHIEF OPERATING OFFICER

CIELO TALENT

GLOBAL SCHOOLWEAR

EXECUTIVE VICE PRESIDENT OF OPERATIONS AND FOOD AND BEVERAGE

As Cielo’s chief operating officer, Molly Thiel has executive responsibility spanning shared services, product, client technology, legal, IT, people and culture, operations and transformation. Thiel has experience in business management, human resources, organizational development, operations and finance. Before becoming COO in 2024, Thiel served as Cielo’s chief administrative officer, chief human resources officer and senior vice president of people and culture for the Americas. “Exceptional operations leaders create alignment between vision and execution, and Molly does that better than anyone I know,” said Marissa Geist, CEO of Cielo. “She brings together technology, people and performance in a way that drives meaningful results while strengthening our culture. Her leadership has been essential to advancing Cielo’s AI transformation, and her impact can be seen not only in our business outcomes, but in the confidence and momentum she creates across the organization.” Thiel’s responsibilities at Wauwatosa-based Cielo include modernizing operations with AI and technology, while maintaining human judgment, relationships and trust. An AI-native operating model is already being applied within select client programs.

Matt Kohls has been chief operating officer at Global Schoolwear, a school uniform company based in Oak Creek, for almost eight years. In his role, Kohls handles the operations and finances of the company including procurement, fulfillment, IT, logistics and shipping. “Matt handles over 200,000 orders annually to customers in every state across the country, fulfilling critical school uniform needs to public, private and parochial schools for customers at every age,” said Jeff Budzien, senior vice president, director and team lead at BMO Commercial Bank. Kohls handles an international supply chain with serial unit tracking and internal procedures. Global Schoolwear serves more than 1,750 schools across all 50 states. The company was ranked No. 2,347 on the 2026 Inc. 5000 List, an annual list of the fastestgrowing private companies in America, and was the 4th fastestgrowing company on the 2026 Future 50 list of southeastern Wisconsin’s fastest-growing private companies. His previous experience includes serving as director of operations and delivery for Perficient, chief operating officer for Zeon Solutions, and as an account executive at The Dentz Group, all in the greater Milwaukee area.

MARCUS THEATRES Rob Novak, executive vice president of operations and food and beverage for Milwaukee-based Marcus Theatres, began his career with Marcus Theatres in 1997 at its Addison, Illinois, location. Novak advanced in roles across theater operations and food and beverage strategy prior to taking his current position in May 2026. He is now responsible for the strategic direction and operational execution of concession and food and beverage operations across Marcus Theatres’ 77 locations in 17 states, including construction, purchasing and menu development. Throughout his tenure, Novak has played key roles in the development and launch of BistroPlex, a movie theater concept with full-service dining, and in the integration of Movie Tavern following its acquisition by Marcus in 2019. This year, under Novak’s leadership, Marcus Theatres recorded its highest total revenue for the summer moviegoing season in company history, including the highest combined concession, merchandise, and food and beverage revenue for a June opening weekend with the debut of “Toy Story 5.”

Congratulations Molly Thiel 2026 Notable Chief Operating Officers Molly's ability to turn vision into action while bringing people along the journey makes her an exceptional leader. Her impact on Cielo, our clients and our future is truly remarkable.

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T U L AT I O N A R G N S CO

ROB NOVAK

EXECUTIVE VP OF OPERATIONS AND FOOD & BEVERAGE

Your strategic leadership, commitment to excellence, and dedication to our people and mission continue to inspire those around you!

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Strategies MANAGEMENT

Keep it simple Rethinking standard operating procedure length I BELIEVE in processes and documentation that help a business run without every answer sitting in one person’s head. But when I say that standard operating procedures that are too lengthy can hurt business, too, I mean it. Recently, I was brought in to review the operations of a small business with a lean team and a lot of people wearing multiple hats. I expected to find missing pieces and what I found instead was a documentation library so heavy it had become an obstacle itself. One SOP came in at 16 pages. Not a policy manual. Not a training guide. A standard operating procedure for one process on 16 pages. When I worked through it, I was able to cut it down to three pages without losing its meaning and purpose and steps of process. Another procedure was split across five SOPs, with overlapping information that only made the process more confusing. That moment stuck with me because I’ve seen both sides more than once, when there is no single written process and when there are too many SOPs. The impulse to document comes from the right place. Business owners want consistency and clarity. They want to stop answering the same questions, so they can step away and trust that things will run, and the team will know the system. Those are good instincts. The problem is when documentation becomes more of an obstacle than a help, even though it gives the appearance of being organized. There is a difference between a business that runs on clear systems and a business that is buried in them. Each business is different; each organization needs their own specific development in place. It always will depend on what kind of business it is,

how big the team is, and which processes are run on a regular basis. MORE PAGES DO NOT CREATE CLARITY A 16-page SOP does not teach someone a proper system; it will teach them to avoid reading it. When documentation is too long, too detailed, people do one of two things: they skip it, or they follow it so rigidly that they stop thinking. Neither is the outcome that you want. A good SOP should answer three questions: What needs to happen? Who does it? What does “done” look like? If your SOP goes beyond that without a clear reason, it is worth asking whether you are documenting the process or documenting your anxiety about the process.

THE STANDARD SHOULD BE: WOULD A NEW TEAM MEMBER NOT ONLY READ IT, BUT ALSO UNDERSTAND IT AND USE IT? If the answer is no, it is not proper process. Not because it lacks detail, but because it lacks clarity. Documentation is a tool. Like any tool, the right one for the job is not always the biggest one. Simplicity is not a shortcut. It is the product of understanding a process well enough to make it clear, practical and easy to follow. Simplicity brings clarity and moves things faster. ■

SMALL TEAMS NEED PRACTICAL SYSTEMS When a business is small, the team is often still close enough to the work that over-documentation creates friction without adding value. A three- to four-person team does not need complicated documentation. They need a clear two- to three-page reference that they will use. If a SOP creates stress for the team by requiring them to follow overly detailed steps, it is not doing its job and delays the work that matters. The result for the business is that the chaos from the workflow is moved into the filing cabinet. PROCESS FOR GROWTH MUST BE BUILT RIGHT Here is where it becomes important: as business grows, the need for real documentation increases. New team members join. The owner cannot be in every conversation. This is the moment when systems genuinely matter, and this is exactly the moment when a lot of businesses either underdo it or overdo it. Under-documented businesses lose institutional knowledge every time someone leaves. Over-documented businesses create a compliance burden that slows people down and still does not produce consistency. The answer is not more pages; it is better thinking before you write it.

MILENA DLUGI Milena Dlugi is the founder of Milena Elite, which helps businesses, nonprofits, and leaders build operational architecture. She has two decades of experience across operations, leadership, and highaccuracy professional environments. More information is available at milenaelite.com

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Strategies MARKETING

L Misfiring revenue engine The costs of not connecting your sales strategy to your marketing strategy DURING A BUDGET REVIEW at a mid-sized industrial company, the CFO compared what marketing had spent on a campaign for a target vertical with what sales had closed in that same market. The gap was significant. Marketing had been generating solid leads for months, but sales had quietly deprioritized them because they were slow to convert. No one communicated that back to marketing, so the campaign kept running unchanged. In 19 weeks, that disconnect cost the company more than $24,000. Situations like this are not uncommon. When sales and marketing operate independently instead of as one revenue engine, companies quietly lose time, money, opportunities and momentum. Here are seven costs of failing to connect the two. WASTED AD AND CONTENT SPEND If marketing does not know which accounts or verticals sales is actively pursuing, campaigns can continue long after sales has lost interest in the audience. Money spent on trade publications, sponsored content, paid social and other channels may be generating leads that nobody intends to pursue. LEADS THAT GO NOWHERE Every lead that sits too long represents lost potential. Industrial buyers often evaluate several vendors at once. A delayed follow-up gives a competitor an opening and can signal that your company is disorganized, unresponsive or too busy to take on new work.

A LONGER, MORE EXPENSIVE SALES CYCLE When marketing does not address the questions, concerns and objections prospects actually have, salespeople must do more work to educate buyers and explain the company’s value. Every additional week in the sales cycle consumes sales resources, leaves revenue sitting in the pipeline, and gives competitors more time to influence the buyer. INCONSISTENT MESSAGING Industrial buyers are careful and skeptical. If your website communicates one capability, your sales presentation says something different and your salesperson describes something else, credibility suffers. Consistent messaging matters because buyers need confidence that your company understands what it does, who it serves, and how it creates value. LOST CUSTOMER INTELLIGENCE Salespeople hear what matters directly from prospects: objections, pricing concerns, competitive comparisons, operational challenges and changing priorities. If that information never reaches marketing, campaigns and messaging continue to rely on old assumptions. Meanwhile, competitors that regularly share customer intelligence between sales and marketing become more relevant and effective.

first areas cut during a downturn: leadership cannot clearly connect the investment to revenue. WHERE TO GO FROM HERE The solution begins by viewing sales and marketing as one revenue engine. Start by having both teams develop or refine buyer personas together. Sales brings firsthand market knowledge, while marketing converts that insight into stronger positioning, messaging, campaigns and content. Then establish a focused weekly sales and marketing meeting. Sales should share what is happening in the pipeline, what prospects are saying, which opportunities need support and which leads have gone dormant. Marketing can then adjust campaigns and develop tools that help move opportunities forward. Finally, agree on definitions for essential KPIs such as qualified leads, sales-qualified leads, opportunities, source attribution and revenue attribution. When sales and marketing share information, priorities, messaging and measures of success, marketing becomes more accountable and sales becomes better supported. The result is less wasted spending, shorter sales cycles, stronger customer intelligence, clearer ROI and a more sustainable path to growth. ■

CONTENT THAT DOES NOT HELP SALES Blogs, videos, case studies, whitepapers, social posts and website content should help move buyers toward a decision. Without input from sales, marketing may produce content that looks polished but fails to answer the questions prospects are actually asking. That means time and money are being invested in materials that do little to influence sales. MARKETING ROI BECOMES DIFFICULT TO PROVE When marketing measures traffic, impressions and engagement, while sales measures opportunities and revenue, leadership is left without a common definition of performance. Eventually, budgets get based on assumptions instead of evidence. This is one reason marketing is often among the

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SCOTT SEROKA Scott Seroka specializes in guiding small and mid-sized manufacturers through strategic marketing and brand-building initiatives. He is the founder of Seroka Industrial Branding and can be reached at scott@serokaib.com

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Real indu lega

9/25/26 6:16 PM

Sponso

Wednesday, November 18, 2026 2:30 PM: Registration | 3:00 PM – 6:30 PM | Brookfield Conference Center

Legends in Real Estate … A Lasting Legacy Real estate legends helped shape Milwaukee through vision, leadership and bold decisions. Join us for an afternoon honoring these industry leaders through stories from those who knew them well. Explore the risks behind landmark projects and the lessons their legacies offer for the future of development across southeastern Wisconsin.

Speakers:

Moderator: MARK EPPLI BILL WIGCHERS

CEO, Zilber Ltd.

Director of the James A. Graaskamp Center for Real Estate at the University of Wisconsin-Madison

BRUCE BLOCK Of Counsel, Real Estate Practice, Reinhart Boerner Van Deuren s.c.

ANDY HUNT REFLECTS ON LEGEND Joe Zilber

A Market Update and Economic Outlook Maggie Blair, Head of Platform & Experience, Partner - Colliers

REFLECTS ON LEGEND Jim Graaskamp

REFLECTS ON LEGEND Gary Grunau

BizTimes and Commercial Association of Realtors Wisconsin Annual Member Survey Results Tracy Johnson President & CEO, CARW

Executive Director, Vieth Institute for Real Estate Leadership at Marquette University

Networking Reception The program concludes with an engaging networking reception, featuring an open bar and a selection of light hors d’oeuvres. Mingle with the speakers and fellow attendees, exchange ideas and build valuable professional connections.

Partner:

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Strategies LEADERSHIP

The job nobody saw The leadership lesson I learned in a windowless storage closet IN 2001, during my senior year at Wisconsin Lutheran College, I landed what I thought was my dream opportunity: an internship with the Milwaukee Bucks. At the same time, I was also working for Delaware North with the Milwaukee Brewers organization. To most people around me, it sounded glamorous. “You work in professional sports?” What they didn’t picture was me spending hours inside a dark storage closet organizing VHS tapes for the Bucks. My first assignment was helping clear out old game film from the 1990s so the organization could transition into the DVD era. Not exactly the highlight reel I imagined. Meanwhile, at Miller Park, I worked as a vending manager overseeing beer and food vendors during Brewers home games. My responsibilities included hiring vendors, training them, and helping improve sales throughout the stadium. Every week, our management team met with the general manager, Tom Olson. One day during a meeting, Tom casually said something I’ve never forgotten: “When I was a porter…” That was all I remembered. Simple sentence. Probably lasted three seconds. But it changed the way I viewed my own work. For context, a porter was one of the entry-level positions responsible for physically moving product throughout the stadium. Tom wasn’t trying to deliver a motivational speech. He was simply referencing where he started.

But in that moment, something clicked for me. The people leading organizations often started much closer to the bottom than we assume. THE MOMENT EVERYTHING SHIFTED The next day, I walked back into that dark Bucks video room with a completely different attitude. The closet still had no windows. The tapes still needed sorting. Nobody suddenly rolled out a red carpet for the intern. But I started seeing the opportunity differently. Instead of feeling frustrated that I was “stuck doing small tasks,” I realized I was learning how professional organizations operated. I was observing leadership. I was building relationships. I was learning discipline and consistency. I was earning trust. And maybe most importantly, I started noticing that nearly every successful leader around me had a similar story. Today, many professionals want growth as quickly as possible. That’s understandable. Ambition is a good thing. But leadership development rarely skips steps. People want influence without experience, recognition without repetition, and leadership without the climb. Yet some of the most important leadership habits are developed long before someone receives a title. How you respond to work that feels repetitive. How you handle responsibility when nobody notices. How consistently you show up before the rewards arrive. Those moments shape leaders more than most people realize. WHY THIS STILL MATTERS TODAY I see this constantly when coaching leaders and organizations. A newer manager becomes frustrated because leadership feels harder than expected. An employee disengages because they no longer see purpose in their current role. A leader gets consumed by short-term pressure and loses sight of long-term growth. And often, the biggest breakthrough isn’t a promotion, raise or organizational restructuring. It’s

helping people reconnect to the value of the work directly in front of them. Organizations frequently talk about developing future leaders, but many employees quietly disengage before they ever reach their potential because they stop believing their current role matters. Great leaders don’t just assign tasks. They help people understand why the task matters. Sometimes employees don’t need a promotion, a new title, or another motivational speech. Sometimes they simply need help seeing that their current role still has purpose and is preparing them for something bigger. Tom Olson probably had no idea his simple comment would stay with me for more than two decades. But it did. That’s leadership. The best leaders often create impact through moments they don’t even realize are moments. What role, responsibility, or season of work might your team need to see differently right now? ■

DEREK DEPREY Derek Deprey is an author, speaker and leadership coach. Previously he served as director of leadership development for ETE Reman, director of people and service for the Wisconsin Athletic Club and coordinator of basketball operations for Marquette University. He can be reached at derek@derekdeprey.com.

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Tip Sheet AI improvements may not happen right away

hether it is to reduce overall costs or to free employees to take on new, more valuable tasks, many businesses see artificial intelligence as an opportunity to become more efficient. However, research in a 2025 U.S. Census Bureau Center for Economic Studies paper highlights that produc-

tivity often takes an initial dip after implementation before seeing better results over a longer period. Researchers found a J-curve pattern in productivity data, noting “the average effects of AI deployment are quite negative in the short run, followed by growth along multiple dimensions over time … These early losses, however, do not unfold uniformly; they vary substantially by age, business strategy and other organizational characteristics and practices.” The paper controlled for a number of factors like the size and age of the company, capital stock and IT infrastructure and found adopting AI initially dropped productivity 1.33 percentage points, according to an MIT Sloan School of Management post. “Adjustment is more challenging for older businesses, whereas young firms – especially those with growth-oriented strategies – show stronger AI-related performance improvements,”

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the researchers wrote in the paper. The authors point to older firms in particular having greater reliance on defining standard operating procedures, promoting active investigation of the root cause of problems, regularly reviewing KPIs and making sure all employees are aware of production targets. “Such structured practices are fundamentally still ‘analog’ in that they do not rely on digitalized information or much technology at all, but rather on the interaction of standardized operating procedures and employee training and practices,” the paper says. Researchers found that more intense adoption of AI caused a “de-adoption” of these kinds of structured management practices. While the research did find an initial dip in performance with the adoption of AI, it also found the second half of the J-curve with growth in employment, sales and labor productivity among firms that deployed AI in production. ■

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BIZ PEOPLE Advertising Section: New Hires, Promotions and Board Appointments CONSTRUCTION JP Cullen Promotes Devin White to Construction Director of Healthcare for Milwaukee JP Cullen has promoted Devin White to Construction Director of Healthcare for its Milwaukee office. Devin joined JP Cullen in 2011 and has 15 years of experience serving healthcare clients throughout Wisconsin. In his new role, he will lead healthcare market strategy, client relationships, and business development efforts. Throughout his career at JP Cullen, Devin has partnered with healthcare organizations across Wisconsin, helping plan and deliver complex projects within active healthcare environments. His experience and industry relationships will support JP Cullen’s continued growth in the healthcare market.

BANKING

(REQUESTOR PUBLICATIONS ONLY)

BANKING First Federal Promotes Meena Granado to VP Senior Commercial Banking Officer First Federal Bank of Wisconsin is proud to announce Meena Granado’s promotion to VP Senior Commercial Banking Officer. Meena is recognized for her expertise, dedication, and commitment to helping commercial clients achieve long-term success.

BANKING Waukesha State Bank Promotes Stasia Kruesel Waukesha State Bank is proud to announce the promotion of Stasia Kruesel to Assistant Vice President - Bank Manager. In this elevated role, Kruesel will continue overseeing the daily operations of the Menomonee Falls branch.

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Waukesha State Bank is pleased to announce the promotion of Yer Yang to Vice President – Assistant Credit Officer. In this elevated position, Yang will continue supporting the oversight of the bank’s credit risk strategies and policies.

BANKING

CONSTRUCTION Waukesha State Bank Promotes Mierzwinski to Vice President

Waukesha State Bank promotes Angela Mierzwinski to Vice President - Treasury Management Specialist. In this role, she will continue helping businesses optimize cash flow, enhance liquidity, streamline financial operations and mitigate risk.

No. copies of single

each issue during

issue published

preceding 12 months

nearest to filing date

b. Legitimate paid and/or requested distribution (by mail and outside the mail) 1. Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541. .....................................................................................................7,364 2. Not Applicable................................................................................................................................... — 3. Sales through Dealers & Carriers, Street Vendors, Counter Sales, and Other Paid or Requested distribution Outside USPS ........................................... — 4. Not Applicable................................................................................................................................... — c. Total Paid and/or Requested Circulation .................................................................................. 7,364 d. Nonrequested distribution (by mail and outside the mail) 1. Outside County Nonrequested Copies stated on PS form 3541.....................3,931 2. Not applicable ................................................................................................................................... — 3. Not applicable ................................................................................................................................... — 4. Nonrequested Copies Distributed Outside the Mail ................................................ 328

16.

J.H. Hassinger Construction, Inc. appoints Mike Bartell as Vice President - Power Mike Bartell has been promoted to Vice President - Power for J.H. Hassinger Construction, Inc., bringing 30+ years of industry experience to his role leading all Power Division daily construction activities, bidding processes, and project pursuits.

Average no. copies

a. Total no. copies (net press run) ..........................................................................11,778

Waukesha State Bank Promotes Yer Yang

Waukesha State Bank is pleased to announce the promotion of Jose Velez to Assistant Vice President - Bank Manager. In his elevated role, Velez will continue overseeing the daily operations of the Waukesha - E. Racine Avenue branch.

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BANKING Waukesha State Bank Promotes Jose Velez

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11,210

7,537 — — — 7,537 3,523 — — —

e. Total Nonrequested Distribution ..................................................................................................4,259

3,523

f. Total distribution .................................................................................................................................. 11,623

11,060

g. Copies not distributed .............................................................................................................................153

150

h. Total .............................................................................................................................................................11,776

11,210

i. Percent paid and/or requested circulation .........................................................................63.36%

68.15%

Electronic copy Circulation a. Requested and Paid Electronic Copies ........................................................................................ 958

1,140

b. Total Requested and Paid Print Copies (Line 15c) + Requested/Paid Electronic Copies (Line 16a) ...................................................................................................8,322

8,677

c. Total Requested Copy Distribution (Line 15f) + Requested/Paid Electronic Copies (Line 16a) ................................................................................................... 12,581

12,200

d. Percent Paid and/or Requested Circulation (Both Print & Electronic Copies) (16b divided by 16c x 100) ....................................................................................................66.15%

71.12%

I certify that 50% of all my distributed copies (electronic and print) are legitimate requests or paid copies. 17.

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I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).

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50 / BizTimes Milwaukee OCTOBER 5, 2026

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BIZ PEOPLE Advertising Section: New Hires, Promotions and Board Appointments LEGAL SERVICES von Briesen Welcomes Shareholder Sam Azinger to its Trusts and Estates Section Sam focuses his practice on estate planning, estate and trust administration, retirement benefits planning, charitable giving and special needs planning. Recognized by Best Lawyers: Ones to Watch® in America and Super Lawyers® Wisconsin Rising Star.

MANUFACTURING Laura Choinski Promoted at Associated Bag Company Associated Bag promoted Laura Choinski to Finance Manager. She will oversee Accounts Payable and General Accounting, helping ensure accurate processes that support Company objectives at the packaging, shipping, and workplace products distributor.

MANUFACTURING Kathy Morrissey Promoted at Associated Bag Company Associated Bag promoted Kathy Morrissey to Finance Manager. She will oversee the Accounts Receivable and Credit departments, ensuring efficient operations that support Company objectives at the packaging, shipping, and workplace products distributor.

MANUFACTURING Hope Schneider Hired at Associated Bag Company Associated Bag welcomes Hope Schneider as an Inside Sales Representative. Hope brings extensive sales experience in servicing a variety of accounts, making her a benefit to the customers of the packaging, shipping, and workplace products distributor.

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BizConnections NONPROFIT BRIDGE PROJECT EXPANDS MILWAUKEE CASH ASSISTANCE PROGRAM WITH $3 MILLION INVESTMENT At least 180 low-income pregnant women in Milwaukee will receive unrestricted financial support for three years as part of an expansion of the Bridge Project, organizers announced recently. The Zilber Family Foundation is committing more than $3 million to the expansion, with additional funding coming from the Yabuki Family Foundation, the City of Milwaukee and other donors. The Bridge Project is a nationwide initiative that provides direct financial support to moms and babies. The expansion builds on the first Milwaukee cohort, a $1.5 million effort announced in 2024, which included 122 mothers.

After one year of participation, the first Milwaukee cohort saw a 67% decrease in housing instability and a 33% decrease in food insecurity, according to Bridge Project data. About 23% of participants also began new job training or education programs. “For some families operating without this financial assistance, the stresses of having a newborn child can mean the difference between a trapdoor that pushes them deeper into financial precarity and a springboard to a foundation that supports their ability to give their children the best start in life,” said Suzanna Fritzberg, executive director of the Bridge Project. — Hunter Turpin, staff writer

C ALENDAR On Saturday, Oct. 10, which is World Homeless Day, Street Angels will celebrate its 10th anniversary at Venue 3 at the 3rd Street Market Hall, 275 W. Wisconsin Ave., Milwaukee. Big Brothers Big Sisters of Metro Milwaukee will host its annual BIG Gala, a Celebration of Mentoring, on Friday, Nov. 13 at The Pfister Hotel, 424 E. Wisconsin Ave., Milwaukee. The event supports BBBSMM’s mission of mentorship for youth facing adversity in Milwaukee and Waukesha counties. Food For Families, Hunger Task Force’s signature holiday food drive sponsored by Johnson Controls, started on Oct. 1. Local businesses, schools, organizations and families host virtual food drives to help raise funds for families and children in Milwaukee facing food insecurity. The Boys & Girls Club of Greater Milwaukee will hold its annual Holiday Gift Drive throughout the month of December.

D O N AT I O N R O U N D U P The Urban Ecology Center purchased a new school bus, with the help of a $100,000 contribution from the Generac Foundation. | NorthShore Classical Academy received a $500,000 commitment from the Herman Alfred Uihlein III, Trust. | Eli Lilly and Co. pledged $250,000 in scholarship funds to Gateway Technical College to support students entering the manufacturing field. | The Balistreri family donated $175,000 to Stars and Stripes Honor Flight, which will help fund veterans across Wisconsin to participate in the annual trip to the war memorials in Washington D.C. | Professional Insurance Programs through Liberty Mutual Insurance’s Make More Happen Award program donated $10,000 to the Wisconsin Dental Association Foundation to help provide dental supplies and treatment for 20 patients through Wisconsin Mission of Mercy and distribute toothbrushes and toothpaste to more than 5,700 low-income residents across the state.

NONPROFIT

SPOTLIGHT HOUSING RESOURCES INC. 7830 W. Burleigh St., Milwaukee 414-461-6330 | hri-wi.org Facebook: facebook.com/HousingResourcesInc/ LinkedIn: linkedin.com/company/hri-wisconsin Instagram: @hri_wisconsin | X: @HRI_Wisconsin

Year founded: 1991 Mission statement: Housing Resources Inc. prepares people for sustainable homeownership and fosters financial empowerment. Primary focus: Housing Resources Inc. uniquely supports families throughout the entire homeownership journey, not just the purchase of a home. HRI prepares aspiring homeowners through education, personalized counseling, financial coaching and access to down payment resources, then continues supporting them after closing. Services include post-purchase education, foreclosure prevention, critical home repairs, reverse mortgage counseling and homeowner preservation. This comprehensive approach helps families overcome barriers to buying a home, remain successful homeowners, protect their investment and build long-term financial stability and generational wealth. Other focuses: HRI also focuses on strengthening neighborhoods and preserving homeownership through financial empowerment, foreclosure prevention, home repair assistance, emergency homeowner support and community partnerships. We work with lenders, local governments, nonprofits and neighborhood organizations to expand access to resources, respond to housing challenges and help families remain safely and sustainably housed. HRI also advances financial capability and

long-term wealth building by helping homeowners protect and maintain one of their most important assets, their homes. Number of employees: 26 Key donors: Zilber Family Foundation, Greater Milwaukee Foundation, Northwestern Mutual, Bader Philanthropies, Racine Community Foundation, City of Milwaukee, Old National Bank Foundation, U.S. Bank Foundation, BMO, Associated Bank, Johnson Financial Group, LISC Milwaukee, NeighborWorks America, Women’s Fund of Greater Milwaukee, Federal Home Loan Bank of Chicago, WHEDA Board of directors: Eliana Williams, Northwestern Mutual; Lawanda Chambers, LIFE Wellness & Counseling Services; Sakuri Fears, LISC Milwaukee; Amy Turim, Milwaukee County; Joseph Bova, retired; Lawrence Kirby, JPMorganChase; Vincent Mack, U.S. Bank Is the organization actively seeking board members? Yes. HRI is seeking engaged board members who can bring expertise, relationships and resources that strengthen our mission and support our continued growth. Priority areas include fund development and philanthropy, banking and financial services, real estate and housing development, legal expertise, marketing and communications, technology, human resources and community or corporate leadership.

52 / BizTimes Milwaukee OCTOBER 5, 2026

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TELL YOUR STORY YOUR WAY In these upcoming Thought Leadership pages ESOP Essentials Q&A

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NEW DEVELOPMENT: TAILORED LABEL PRODUCTS NEW HEADQUARTERS

TIMING, TAXES AND TOOLS: SMART STRATEGIES FOR TRANSFERRING YOUR BUSINESS Brian Lamborne, JD, LLM, Senior Wealth Strategist, Annex Wealth Management

EFFECTIVE CASH MANAGEMENT helps businesses and nonprofits stay agile, cover expenses, and invest for the future. Sitting on extra cash isn’t a strategy, and leading organizations work with their banks’ treasury management experts to customize modern treasury management solutions, helping them allocate and optimize funds to improve efficiency, reduce risk, and create new opportunities.

CRAIG CERBINS Senior Vice President - Director of Treasury Management First Business Bank

Understanding types of cash Many organizations manage three broad types of cash, each serving a distinct purpose in their financial strategy: » Operating Cash - needs to be readily available for immediate business needs to cover day-to-day expenses like payroll, rent, and supplier payments. » Strategic Cash - includes reserves set aside for planned future investments or expansion. These funds should earn competitive returns while remaining accessible when opportunities arise. » Reserve Cash - a safety net for emergencies or unforeseen circumstances, ensuring financial stability during downturns or disruptions. Seasonal businesses and nonprofits with fluctuating revenue and donations need larger reserve cash positions during peak seasons to cover expenses during slower periods, while ensuring their strategic cash remains positioned for growth.

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Optimizing cash management Holding too much cash in a low- or no-yield account sometimes misses growth opportunities. However, having too little cash available can create liquidity crises, forcing businesses to rely on costly short-term borrowing for unexpected expenses. A customized, structured cash management strategy helps to

maintain the right balance. This might include: » Liquidity Planning - establishes clear guidelines for how much cash should be in each category. Regular reassessment based on market conditions and goals keeps the strategy current and effective. » Cash Flow Forecasting - uses data-driven projections to anticipate cash needs, helping businesses avoid lastminute funding shortfalls that can disrupt operations or force expensive borrowing decisions. » Strategic Yield Optimization - explores safe, short-term investment options for excess cash while ensuring accessibility when needed. This approach maximizes returns without sacrificing liquidity. » Automated Cash Sweeps & Transfers - reduces manual oversight and optimizes cash deployment with automated solutions that move money where it’s needed most without constant monitoring. Improving processing of receivables and payments Modern treasury management also focuses on how businesses and nonprofits process incoming and outgoing payments. Strategic management of both accounts receivable and accounts payable creates a more complete cash flow picture, allowing organizations to better predict when money comes in and goes out. This dual approach strengthens client and vendor relationships while improving overall financial performance. Businesses and nonprofits that take a proactive, structured approach to liquidity can make better financial decisions, improve efficiency, and reduce financial stress. Your strategic financial partner First Business Bank’s experts understand that every organization’s needs are different. We work with clients to develop customized strategies that turn resources into a competitive advantage. Our comprehensive solutions help companies make every dollar work harder. When you’re ready to transform finances from a static resource into a dynamic tool for success, our team is here to help. n

BIZTIMES MILWAUKEE: When should I transfer my business? BRIAN LAMBORNE: Making the transfer during your lifetime or at your death impacts your options. Consider your retirement needs and long-term goals. BIZTIMES: What are the principal methods to transfer my business? LAMBORNE: You can transfer it through a sale, as a gift, or via your estate. You can also choose a combination of methods. Each has its own tax and planning implications. BIZTIME: What tax considerations come with selling my business? LAMBORNE: Selling during your lifetime depends on the type of business (e.g., C-corporation, S-corporation) and type of sale. Stock sales typically incur capital gains taxes, while asset sales may result in both capital gains and ordinary income tax. Selling to an ESOP can defer taxes. Tax-free reorganizations, such as mergers, may offer deferral benefits.

By Cameron Bence, Co-Founder and Partner, Bence Build

BIZTIMES: What should I know about gifting my business? LAMBORNE: In 2025, the annual gift tax exclusion is $19,000 per recipient ($38,000 for married couples), with a lifetime exemption of $13.99 million ($27.98 million for married couples). Consider the recipient’s interest in running the business, your retirement income, and estate equalization. Gifts typically involve family members. BIZTIMES: Is there a hybrid approach to transferring my business? LAMBORNE: Yes, a part-gift/part-sale strategy can create retirement income while transferring ownership to family. This allows the recipient of the transfer to invest in the business while you retain financial benefits. BIZTIMES: What if I plan to transfer the business at death? LAMBORNE: Ensure your estate plan (will, trust) is updated to reflect your wishes. The 2025 estate tax exemption is $13.99 million ($27.98 million for married couples), and a business valuation will affect your tax liability.

CAN YOU BRIEFLY DESCRIBE THE TLP DEVELOPMENT AND BENCE BUILD’S ROLE? Bence Build was awarded the opportunity to develop, design and construct TLP’s new headquarters in Menomonee Falls. TLP, is an engineering-based company that manufactures labels and die-cut adhesive components. Sited on 6.5 acres just west of I-41 on Good Hope Road, the 82,210 square foot facility boarders Menomonee Falls and Milwaukee and joins architecture with manufacturing through bold and impactful design. While gathering areas are carved throughout the building, the interior draws natural light deep into the office and production space with expansive windows and double-height ceilings.

Brian Lamborne, JD, LLM

BIZTIMES: How often should I review my succession plan? LAMBORNE: Review it regularly, as laws and personal circumstances change. Work with financial professionals to keep it aligned with current regulations and your goals.

WHAT WERE TLP’S GOALS FOR THEIR NEW FACILITY AND HOW DID BENCE BUILD ACCOMPLISH THESE? The community built at TLP spans generations, and this new facility was designed to support what was already thriving—a collaborative, fun, problem-solving culture focused on delivering world-class, quality products and service to their customers. The building needed to promote solutions-focused energy directed at their customers’ needs. As a team we found opportunities to celebrate

BIZTIMES: What is Qualified Small Business Stock (QSBS)? LAMBORNE: For C-corporations, QSBS may exclude some or all capital gains from taxation if eligibility criteria are met. Consult a tax advisor to explore this option. BIZTIMES: Why is a business valuation important? LAMBORNE: A certified valuation is crucial for accurate tax calculations and IRS compliance — especially for gifting and estate planning.

17950 W. Corporate Drive • Brookfield, WI 53045 (262) 786-6363 • annexwealth.com

this culture and connectedness through the careful organization of program adjacencies and accenting thresholds between departments. The building plan, along with the materials and finishes, seamlessly threads engineering and office personnel to production teams. The project is an exercise in restraint; we wanted to honor the building’s structure and the industrial nature of TLP, emphasizing the fact things are made there. Incorporating an elemental and natural palette of wood, concrete, steel and glass reflects TLP’s authenticity. WHAT DIFFERENTIATES THE BENCE BUILD PROCESS? We believe architecture and the built environment has the ability to connect people to a place. By providing both the architecture and the construction we ensure the design intent and client vision is never lost while working within our cost parameters. Bence Build is a young, focused company with a defining history of success that challenges us to exceed the expectations of our clients. We are passionate about design and mastering construction means and methods. We pride ourselves on our relationships with our development partners, consultants and subcontractors and feel incredibly fortunate to live and work in a community where relationships and trust still come first.

This trust and commitment to our team allows us to provide our clients with an enjoyable experience culminating in a finished project they can be proud of for years to come. WHAT DOES YOUR TEAM VALUE MOST ABOUT YOUR PROFESSION? Bence Build is motivated by the contribution and value our work reflects in our communities. Our passion is developing, designing and building meaningful projects carried out with thoughtfulness and appreciation for those who will be working in the spaces we create. We hold ourselves accountable for the implications our projects have on the social, economic and cultural context of today and we are inspired by the positive impacts and future possibilities this awareness creates.

1301 W Canal St Ste 100 • Milwaukee, WI 53233 bencebuild.com • (414) 630-7190

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ESOP ESSENTIALS: Q&A

WEALTH MANAGEMENT: Q&A

October 19 Succession Issue

Share your experience and expertise on the reasons to consider becoming an ESOP and the benefits companies can see from employee ownership.

Share best practices with our highnet worth readers in this impactful advertising section.

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11/6/23 7:41 PM

REAL ESTATE Q&A: BUILDING PROJECTS

November 16 Issue Your company has worked hard on your latest real estate project, now it’s time to show it off to the Milwaukee area business community.

Space reservation: Oct. 29

Reserve your Thought Leadership pages today! For more information contact Linda Crawford at (414) 336-7112 or advertise@biztimes.com Thought Leadership placements include digital posts, reprints and a framed plaque.

We know YOU know the leaders and visionaries in southeast Wisconsin Make sure the business community meets the people who’ll make a difference in 2026. At companies across southeast Wisconsin, notable executives are running businesses, navigating company restructurings, serving on boards, running marketing departments, and investing in growth throughout the region. The notable individuals profiled in these categories are nominated by their peers at work and in the community.

NOTABLE

VETERAN EXECUTIVES

These current and former service members are recognized by colleagues, superiors and others as leaders and role models within their workplaces as well as in the wider community. Nomination Deadline: October 9, 2026 Issue Date: November 16, 2026

Look for these upcoming Notable nominations! Notable Heroes in Health Care

Nomination Deadline: November 6, 2026 Issue Date: December 14, 2026

Visit biztimes.com/notable for information and deadlines biztimes.com / 53

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BizConnections VOLUME 32, NUMBER 9 | OCTOBER 5, 2026

GLANCE AT YESTERYEAR

126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION: 414-336-7100 | circulation@biztimes.com ADVERTISING: 414-336-7112 | advertising@biztimes.com EDITORIAL: 414-336-7120 | andrew.weiland@biztimes.com REPRINTS: 414-336-7100 | reprints@biztimes.com

SALES & MARKETING

PUBLISHER / OWNER Dan Meyer dan.meyer@biztimes.com DIRECTOR OF OPERATIONS Mary Ernst mary.ernst@biztimes.com COMMUNITY ENGAGEMENT / OWNER Kate Meyer kate.meyer@biztimes.com

EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR Arthur Thomas arthur.thomas@biztimes.com

The history of engine production in Waukesha This photo from around 1918 shows the screw machine department at Waukesha Motor Co. in Waukesha. Founded in 1906, the company has gone through a number of acquisitions, iterations and owners over the years. It was renamed Waukesha Engine after an acquisition by Dresser Industries in 1974. Halliburton acquired Dresser in 1998 and then sold it to First Reserve Corp. and Odyssey Investment Partners in 2001. General Electric acquired Dresser in 2010. GE announced plans to close the Waukesha plant in 2015 but ultimately sold its distributed power business to Advent International in 2018, which rebranded it as INNIO. The company recently announced a planned $300 million investment in the Waukesha plant.

ASSOCIATE EDITOR Maredithe Meyer maredithe.meyer@biztimes.com REPORTER Hope Moses hope.moses@biztimes.com REPORTER Sonia Spitz sonia.spitz@biztimes.com

Data centers boost manufacturing sector THE DATA CENTER development boom remains a hot political topic in America, with an overwhelming majority of people saying they don’t want these huge facilities to be built in their communities. The concerns include noise, energy needs, water usage and visual impact. That widespread opposition is making it harder for hyperscale data center projects to gain approvals. Even so, there’s no sign that data center development is slowing down at a macro level as the facilities are needed to serve our increasingly high-tech world and, in particular, artificial intelligence. By the way, fear of the impact of AI is yet another reason so many people are opposed to data centers. While there are many concerns about the negative impacts of data centers, it’s increasingly clear that the economic impact from their de54 / BizTimes Milwaukee OCTOBER 5, 2026

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velopment is tremendously positive. Of course they are huge construction projects, costing billions of dollars and employing large numbers of construction firms and workers. Microsoft could end up spending $20 billion on data center facilities in Mount Pleasant. The cost of the data center development in Port Washington for OpenAI and Oracle is estimated at $15 billion. But even more remarkable is the impact that this data center boom is having on the manufacturing sector. We have seen one company after another in the region report increased business to supply data center projects. The supply chain to build these huge facilities is widespread, rippling throughout the economy. The biggest example of this is the recently announced deal between Generac and Amazon. Under the agreement, Town of Genesee-based Generac will provide backup generators for Amazon data centers over several years. The deal could potentially run through 2033 and be worth $8 billion to Generac. Immediately, the agreement states that Amazon will purchase $2.4 billion in generators from Generac through 2027 and 2028. The deal also includes a warrant for Amazon to purchase up to 1.69 million shares of Generac

SENIOR ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com ACCOUNT EXECUTIVE Robin Briese robin.briese@biztimes.com ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Christy Peterson christy.peterson@biztimes.com SALES ADMIN Shannon Whiting shannon.whiting@biztimes.com

ADMINISTRATION ADMINISTRATIVE COORDINATOR Sue Herzog sue.herzog@biztimes.com

PRODUCTION & DESIGN

REPORTER Hunter Turpin hunter.turpin@biztimes.com

SENIOR GRAPHIC DESIGNER Alex Schneider alex.schneider@biztimes.com

INTERN REPORTER Ethan Ainley ethan.ainley@biztimes.com

Independent & Locally Owned

— Founded 1995 —

— Photo courtesy of the National Archives. Submit your company’s historic photos at biztimes.com/glance

COMMENTARY

DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com

stock at $200.93 per share. Another large company in the region that is seeing significant growth from data center business is Racine-based Modine, which is rebranding as Modexus Solutions. The company recently announced that it is hiring 300 employees to work at its plant in Franklin, which opened last year. That facility is dedicated to manufacturing the company’s Airedale data center cooling systems. There are many more examples of area companies that are reporting increased business to serve the booming development of data centers in America, including Mayville Engineering, Banker Wire, IEWC, Maysteel Industries, Regal Rexnord and Johnson Controls. If data center opponents got their wish and stopped development of these facilities, it would have a devasting impact on the economy and especially on manufacturing. ■

ANDREW WEILAND EDITOR

P / 414-336-7120 E / andrew.weiland@biztimes.com T / @AndrewWeiland

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EUA

Brett Haney Rendering of Derse’s new headquarters currently under construction in Oak Creek.

5 MINUTES WITH…

BRETT HANEY CEO, Derse

BRETT HANEY is thinking big about Derse’s future. The Milwaukee-based trade show and events company that Haney has led since 2019, founded in 1948, is building a new 300,000-square-foot headquarters in Oak Creek, a $48 million project that will consolidate its Milwaukee and Waukegan, Illinois operations and leave room for substantial future expansion. BizTimes reporter Hunter Turpin sat down with Haney to talk about where the industry is headed, why Derse has stayed independent as competitors have turned to private equity and what he sees for the company. BEYOND THE TRADE SHOW FLOOR “The bread and butter of what the historical Derse company’s been is we design, build and execute trade show exhibit booths at the various convention centers around the world. That business has come back. It is slow and steady on growth, but the real bright future is large-scale events and activations for clients that aren’t at a convention center necessarily. A lot of our clients are wanting to do their own proprietary event work, and there’s a huge growth opportunity there in the many years ahead that we’re going to be right in the middle of. So, the growth opportunity depends on the segment of the industry you’re in. But if you look at a lot of the data, the traditional convention work is slow and steady, but it isn’t

going to have hyper growth, but all of the event work that happens off a convention floor has pretty good growth prospects for the future.” WHY DERSE STAYS INDEPENDENT “If you rewind 20 years ago, there was really no private equity in our industry. Obviously, there’s a tsunami of private equity money out there that’s kind of built the last 10 or 15 years, not just for our industry but many industries. But on the other side of COVID, I think the long-term viability of what we do as an industry has been reinforced and that attracted some of the private equity money to come into the industry. We are the last large privately held company in our industry that doesn’t have any private equity in it. Everything we do at Derse is custom, we’re not a widget maker, and much of what we do is employees and salespeople out on the road at various cities around the world, supporting clients at their exhibits and events. The customer relationship oftentimes is more intense, and I don’t know if all private equity companies understand that.” GROWTH WITH A PURPOSE “We want to keep growing and winning, but it’s not for just selfish reasons. We have a core belief that it’s our responsibility to keep growing the business because in doing that, we provide bigger opportunities for our employees to grow themselves, and it’s hard – when you have ambitious people who want to grow and better support their families – to give them avenues to do that, unless the company is growing itself. That’s really what’s driving why we wake up and come to work most mornings. My ambition for the future is that hopefully we can grow this business to a billion-dollar-revenue company. If we continue on the same growth trajectory we’ve been on the last several years, that would happen around 2040.”  biztimes.com / 55

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