DBusiness | March-April 2026

Michigan’s private foundations, many born from the state’s industrial heritage, provide billions of dollars to support education programs, the arts, and public welfare.

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Where Detroit’s Iconic History Meets Modern Business

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20 POWER UP

Michigan politicians calling for the closure of a coal plant and Enbridge’s Line 5 fuel pipeline, which runs along the bottom of the Straits of Mackinac, cooled their heels once severe winter weather impacted the state over multiple weeks.

20 ECONOMIC ENGINE

More competitive auto loans are on the horizon as the FDIC, in January, granted conditional approval to Ford Motor Co. and General Motors Co. to establish industrial banks. The new lending mechanism would allow the automakers to provide customers with more financing options.

20 RIVERFRONT OASIS

With General Motors Co. moving its headquarters to Hudson’s Detroit from the Renaissance Center, the state and region have a golden opportunity to reimagine the office, retail, and hotel complex along the riverfront.

22 COMPENDIUM

How outsiders view Detroit.

26 BYE BYE BIRDIE

Stone Soap Co. subsidiary responds to avian flu crisis with upgraded bird repellant. By Tim Keenan

27 HOPS INFUSION

Pigeon Hill Brewing Co. in downtown Muskegon pairs craft beers with duckpin bowling and Mid-century Modern design. By Seth Schwartz

27 WHEELS UP

Cherry Capital Airport (TVC), which has been at its current location in Traverse City since 1936, drew a record number of passengers in 2025, marking the busiest year in the airport’s history. By R.J. King

28 BOW WOW MEOW

A privately owned veterinary clinic in Royal Oak embraces a family-friendly culture. By R.J. King

28 PDA Q&A

Jeffrey Fratarcangeli, founder and CEO, Fratarcangeli Wealth Management, Bloomfield Hills. By R.J. King

30 RAISING THE STAKES

Detroit’s three casinos are doubling down on improvements in a bid to attract more customers. By Dan Calabrese

Life

62 PIT STOP

The Out of Office Garage in Birmingham, a haven for owners of luxury vehicles, is fully loaded with concierge-like services, camaraderie, and exclusive events. By R.J. King

64 RETURN ON INVESTMENT

Designed in Detroit: Jeremy Levitt grew up in the region and, following a period of self-discovery, he turned his creative energy into a global design business. By Tom Murray

66 PATENTS AND INVENTIONS

Gloss Finish: Ronald B. Lipson mixed an entrepreneurial mindset with a formal education to streamline painting and detailing in the automotive, marine, and trucking industries. By Norm Sinclair

68 OPINION

Giving Back: Philanthropy has the greatest impact when it creates new solutions to daunting challenges. By Jim Anderson

69 THE CIRCUIT

Et Cetera

70 FROM THE TOP Top Undergraduate Business Schools in Metro Detroit, Top Graduate Business Schools in Metro Detroit, Top 10 Mortgage Lenders in Michigan, Top 20 Home Builders in Metro Detroit, Top Circuit Court Judges.

74 CLOSING BELL

Ore and Lore: The Copper Country National Byway is a unique Keweenaw Peninsula excursion that mixes beautiful scenery and colorful history. By Ronald Ahrens

Our party pics from exclusive events. ON THE COVER Illustration by Justin Stenson

R.J. KING

Game Plan

F$104 million in economic impact. at’s double the activity from when the race was previously held on Belle Isle.

sional sports teams, at

April, the Detroit Pistons

GM FUTURLINER

or the rst time in recent memory, last year all four of Detroit’s professional sports teams, at some point, led their respective divisions. at success stoked added business at area hotels, casinos, stores, and restaurants, with more on the way. Starting this April, the Detroit Pistons and the Detroit Red Wings are well-positioned for playo runs.

I just read your excellent article on the GM Futureliner in the January-February issue of DBusiness. Great job! Thank you for your interest in our project. I’m very proud to be in your fine publication.

o runs.

e Detroit Tigers, following the recent signing of Framber Valdez to a three-year, $115-million contract — the largest annual salary ever for a left-handed pitcher — are poised for another strong season and playo run. ey also re-signed All-Star pitcher Justin Verlander to a one-year contract, giving the team one of the best pitching lineups in Major League Baseball.

On the links, the region hosts the annual Rocket Classic at the Detroit Golf Club, the LIV tournament at Saint John’s Resort in Plymouth Township, and in what may be an unprecedented run, a succession of seven major USGA championships are coming to the South Course at Oakland Hills Country Club in Bloom eld Township. e club will play host to two U.S. Opens (2034 and 2051), two U.S. Women’s Opens (2031 and 2042), and three amateur championships (2031, 2038, and 2047). e timing couldn’t be better, given Oakland Hills’ clubhouse, which was destroyed by a re in 2022, is set to reopen this spring.

David Beattie Clinton Township

the recent signing of Framber Val-

Moving to the gridiron, the Detroit Lions missed the playo s after two years of postseason appearances. Whether they can turn their fortunes around depends on getting back to the basics by improving the o ensive and defensive lines; they have plenty of talent at the skilled positions.

Overall, sports as a driver of economic activity works best when teams are winning. It also helps to have sports venues all in one area, especially in a revitalized downtown district like Detroit that has seen billions of dollars in investment over the past 15 years.

In other sports, the revived Chevrolet Detroit Grand Prix is picking up speed, and the 2027 opening of the 15,000-seat AlumniFi Field for Detroit City FC will stoke added economic activity, while projecting a more positive image among world travelers.

In fact, the annual Detroit Grand Prix had one of its best years ever in 2025, generating some

For hospitality developers, a steady stream of major events in the region helps drive investment in new and restored properties, according to Visit Detroit and the Detroit Sports Commission. Each organization reports renewed interest in drawing everything from the Final Four at Ford Field (April 3-5, 2027) to the Men’s Basketball Regional (Sweet 16/Elite 8) tournament at Little Caesars Arena (March 24-26, 2028).

e uptick in sporting events, coupled with added business conferences and related gatherings at Huntington Place, the Department at Hudson’s, and upscale venues like e Westin Book Cadillac Hotel, is driving even more investment.

Consider the 600-room JW Marriott Detroit Water Square hotel west of Huntington Place, the 210-room Detroit EDITION Hotel at Hudson’s Detroit, and the 180-room NoMad Hotel at Michigan Central Station will collectively add nearly 1,000 rooms in Detroit this year and next.

In the long term, the bene ts of hosting major sporting events can’t be understated, given they boost our region’s standing, drive tourism, and generate new investment.

What’s more, sports creates positive bonds that span generations, foster friendships, and strengthen humanity.

R.J. King

rjking@dbusiness.com

TIES THAT BIND

Thank you so very much for the delightful dinner at the Book Tower in Detroit (on Nov. 20) and the engaging discussion on Michigan’s business landscape and economic issues as we look forward. I really appreciate the time and earnest interest you show to all of us in the community. DBusiness is the business publication for Detroit, and really greater Michigan. You have built, and you continue to cultivate, an incredible magazine and mission, and I am so grateful for all you do for Walsh College and our students as you help us advance our mission.

Suzy Siegle Troy

Business leaders say they trust the attorneys of Plunkett Cooney to anticipate legal pitfalls, to resolve high-stakes litigation and to craft contracts they can sign... with confidence. See your business differently. Get the Plunkett Cooney perspective. n Appellate Law n Banking, Bankruptcy & Creditors’ Rights n Business Transactions n Cannabis Law n Commercial Litigation n

CONTRIBUTORS

SETH SCHWARTZ

Seth Schwartz is in his third year as a DBusiness contributor. He covered high school sports for the Chicago Sun-Times and contributes to The Wall Street Journal real estate section. Schwartz also writes for The Local Palate, Block Club Chicago, and Sailing Anarchy. He covers food, spirits, small businesses, and real estate. In addition, he was the executive producer for documentaries on former Jackson State quarterback Roy Curry, former Cleveland Browns and Dallas Cowboy scout John Wooten, and Tampa’s Oliva cigar family. In this issue, Schwartz focuses on Pigeon Hill Brewing Co. in downtown Muskegon.

CONTRIBUTION: Writer, Ticker SEE IT HERE: Page 27

TERI GENOVESE

Teri Genovese is a freelance photographer specializing in travel, food and drink, and lifestyle portraits. She says she’s “passionate” about supporting local businesses, and shining a light on local artists’, chefs’, and small business owners’ talents is one of her greatest joys as a photographer. Her work has been featured in local and national publications, as well as in a Lake Michigan-inspired cookbook. For this issue, Genovese was in familiar surroundings at Pigeon Hill Brewing Co. in downtown Muskegon.

CONTRIBUTION: Photographer,

SABRINA SELDON

Sabrina Seldon is a Detroit native and a new junior art director at DBusiness. She graduated with honors from Michigan State University with a Bachelor of Arts in journalism and minors in graphic design, public relations, and broadcasting. During her time at MSU, she served as art director of VIM Magazine and editor-in-chief of an online publication. After graduation, Seldon worked at a startup marketing company before joining DBusiness. In this issue, she designed the Ticker section.

CONTRIBUTION: Designer, Ticker | SEE IT HERE: Page 25

CONTRIBUTING WRITERS

Ronald Ahrens, Jim Anderson, Tom Beaman, Dan Calabrese, Tom Murray, Seth Schwartz, Norm Sinclair

CONTRIBUTING ARTISTS

John d’Angelo, Sean Davidson, Teri Genovese, Patrick Gloria, James Haefner, Nick Hagen, Christine M.J. Hathaway, Matt Kisiday, Jenny Risher, Garret Rowland,

Travis Fletcher

DIGITAL DEVELOPMENT MANAGER Matt Cappo

SENIOR DIGITAL DEVELOPMENT SPECIALIST Luanne Lim

DIGITAL DEVELOPMENT SPECIALIST Brian Paul IT IT DIRECTOR Jeremy Leland

CIRCULATION

CIRCULATION MANAGER Riley Meyers

CIRCULATION COORDINATORS David Benvenuto, Cathy Krajenke, Rachel Moulden, Michele Wold

MARKETING AND EVENTS

MARKETING AND EVENTS MANAGER Regan Wright

MARKETING AND EVENTS COORDINATOR Puja Trivedi

MARKETING AND EVENTS ASSISTANT Kayla Yucha

EMAIL MARKETING COORDINATOR Mitch Ackerman

MARKETING RESEARCH

MARKETING RESEARCH DIRECTOR Sofia Shevin

MARKETING RESEARCH COORDINATOR Kristin Bestrom

MARKETING RESEARCH SALES COORDINATOR Alexandra Thompson

MARKETING RESEARCH SALES ASSISTANT Theresa Lowery

GRAPHIC DESIGNER Kendra Okamoto

MARKETING RESEARCH ASSISTANT Abby Galanty

MARKETING RESEARCH INTERNS Ariana Biondo, Lauren Lienhart, Gwen Zych

BUSINESS

CEO Stefan Wanczyk

PRESIDENT John Balardo

DIRECTOR OF BUSINESS OPERATIONS Kathie Gorecki

MEDIA ASSOCIATE Lachlan O’Neill

SENIOR ACCOUNTING ASSOCIATE Andrew Kotzian

ACCOUNTING ASSOCIATES Jenna Glod, Austin Schmelzle

DISTRIBUTION Target Distribution, Troy

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INSIDE THE NUMBERS

Power Up M

ichigan politicians calling for the closure of a coal plant and Enbridge’s Line 5 fuel pipeline, which runs along the bottom of the Straits of Mackinac, cooled their heels once severe winter weather impacted the state over multiple weeks.

Rather than cloak themselves in virtue, opponents of proven energy production facilities and infrastructure must face reality. Wind turbines don’t work when there’s limited wind, and they can freeze altogether in colder weather, while solar panels can’t generate power on cloudy days or when they’re covered in snow.

In fact, the DOE is calling on Michigan leaders to develop a comprehensive energy plan that provides reliable and consistent power. It’s doubtful the current leadership in Lansing will follow through on the department’s recommendation, but with a new governor and attorney general coming to office next year, there’s an opportunity for a fresh start.

Ever since Gov. Gretchen Whitmer and Attorney General Dana Nessel took office in 2019 they have moved aggressively to shut down Line 5, fearing a potential environmental disaster if the 30-inch pipeline ruptures. Neither politician has offered an alternative plan for the fuel pipeline.

In turn, the J.H. Campbell coal-fired plant in West Olive, located west of Grand Rapids, was slated to close in May 2025, but the U.S. Department of Energy ordered the plant to remain online based on the need for grid reliability during what they predicted would be a severe winter. It remains unclear how long the coal plant will continue to produce energy.

Meanwhile, since the Line 5 pipeline opened for service in 1953, there hasn’t been a major rupture; in 2018 and 2019, in separate incidents, boat anchors struck the pipeline but caused limited damage.

As Enbridge works to replace Line 5 with two underground pipelines that will run below the Straits of Mackinac, Whitmer and Nessel have fought the infrastructure upgrade at every turn. In January, Whitmer announced she will appeal a federal court decision in the Western District of Michigan to keep Line 5 open; the court determined federal pipeline safety laws and U.S. foreign policy superseded state resistance.

Even as Whitmer and Nessel strive to shut down Line 5, they’ve offered no ideas for replacing the fuel. For example, the pipeline provides 65 percent of the propane used in northern Michigan and the Upper Peninsula. It also provides 45 percent of the fuel used by refineries in the state and nearby regions.

According to Enbridge, if Line 5 was closed, 2,100 trucks a day, or 90 trucks an hour, would be needed to move fuel from northern Michigan across the state. Another 800 rail cars would be needed to move fuel, as well.

With the state’s energy sources in flux, one silver lining is the reopening of the Palisades Nuclear Generation Station in western Michigan this year. It will provide around 800 megawatts of power — enough to power more than 800,000 homes and businesses. Future plans call for adding 600 megawatts of small nuclear reactors at the site.

ECONOMIC ENGINE

MORE COMPETITIVE AUTO LOANS are on the horizon as the FDIC, in January, granted conditional approval to Ford Motor Co. and General Motors Co. to establish industrial banks. The new lending mechanism will allow the automakers to provide customers with more financing options.

In turn, with Ford and GM poised to fund auto loans directly via consumer deposits, metro Detroit stands to benefit from the new lending options, given the respective industrial banks will be an additional economic generator for the state. While the banks will be headquartered in Utah, economists are predicting new jobs and technology upgrades tied to the banks will be added in the region.

The timing works well — both automakers have up to 12 months to formally stand up and capitalize their industrial banks — given vehicle sales have been slowed by high interest rates and rising prices. The current average price of a new vehicle is more than $50,000, according to the Kelley Blue Book

“We already operate two banks in Europe, and we’ll draw on their expertise and experience,” says Cathy O’Callaghan, president and CEO of Ford Credit. “This is a long-term strategic initiative that will expand our capabilities, enabling us to offer additional savings options to customers — which will, over time, help us lower our cost of funding as well as broaden our financing offerings.”

RIVERFRONT

OASIS

WITH GENERAL MOTORS CO. moving its headquarters to Hudson’s Detroit from the Renaissance Center, the state and region have a golden opportunity to reimagine the office, retail, and hotel complex along the riverfront. Today, the 2.7 million square feet of office space at the RenCen is largely unoccupied, while only a handful of commercial tenants are in operation.

Bedrock, Dan Gilbert’s real estate company, along with GM and public officials, have proposed tearing down the two office towers closest to the river. In their place would be a major new public plaza. In turn, the land east of the RenCen, now dominated by surface parking lots, would be developed into an integrated mix of residences, storefronts, restaurants, and an enhanced Riverwalk.

What’s needed to bring the project forward is $175 million in transformational brownfield credits from the state. Already, Bedrock has committed $1 billion to the project, while GM will add $250 million and the Downtown Development Authority has approved $75 million toward infrastructure needs for the project.

Legislative leaders should approve the funds to transform the RenCen and neighboring property into a riverfront oasis that can be enjoyed for years to come, while at the same time serving as a powerful branding message for the city and state.

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COMPENDIUM: HOW OUTSIDERS VIEW DETROIT

AT THE DETROIT INSTITUTE OF ARTS, THE RICHES OF AFRICANAMERICAN ART

THE WALL STREET JOURNAL

JAN. 20, 2026

BY DAN BURNS

Encyclopedic museums can feel very similar. By endeavoring to tell the entire history of art, as far as their collections allow, they sometimes underplay a concentration within their holdings that makes them distinctive. So it is commendable that the Detroit Institute of Arts is now giving more prominence to its collection of African-American art, which it began collecting in the 1940s, many years before others did. Galleries for these works have recently been moved to the museum’s center, just off the courtyard displaying Diego Rivera’s popular “Detroit Industry Murals,” and rehung by Valerie Mercer. She was hired as the first curator exclusively devoted to such art in any encyclopedic American museum in 2001, a year after the DIA created a Center for African American Art.

Ms. Mercer decided to display African-American art history in 50 objects, spanning the years from 1846 to 1986, drawn from the Center’s 700 works. She chose a straightforward chronological hang that presents many wondrous

works and several revelations.

In the first gallery, Robert S. Duncanson, a self-taught artist who was born a free man in New York and ended his career in Detroit, begins the tale with two 1846 paintings: “At the Foot of the Cross,” depicting Mary, is a dramatically lighted, sentimental work, while “William Berthelet” is a folkloric, posthumous portrait of a boy, commissioned by his abolitionist grandfather. ...

DETROIT TELEVISION STATION TO DEPLOY RESILIENX DRONE NETWORK IN DETROIT

UNMANNED AIRSPACE JAN. 7, 2026 BY STAFF

ResilienX and WXYZ, Detroit’s ABC-affiliated local television station, have announced a pilot project to evaluate the ORION-X platform for broadcast media applications in metro Detroit. The collaboration, supported by Michigan Central’s Advanced Aerial Innovation Region (AAIR), will explore operational, editorial, and community value by enabling WXYZ to request missions that produce live stories. In turn, recorded aerial video will be integrated into newsroom workflows, according to a press release.

FORD MAKING ITS F1 PRESENCE FELT WITH RED BULL

RACER • JAN. 16, 2026 • BY CHRIS MEDLAND

For two entities that have at times insisted there isn’t going to be a rivalry between them in Formula 1, Ford and General Motors have one brewing.

ORION-X is an on-demand aerial intelligence service that enables drones to be delivered as a reliable, scalable regional service. Developed by ResilienX, ORION-X provides aerial data to cities, regions, and enterprise partners without requiring them to purchase aircraft, train pilots, or manage complex flight operations, according to the company. Through a unified network and AI-enabled mission automation, approved users can request missions in minutes and receive high-value imagery and data products, including video, photos, thermal, and LiDAR. ORION-X supports use cases such as public safety operations, infrastructure inspection, planned event coverage, and broadcast media capture, and integrates directly into existing workflows.

The pilot will prioritize routine “bump shot” footage such as sunrise capture, coverage of planned community events like parades and festivals, and limited breaking-news coverage.

“This collaboration lets us test a newsroomready service model with a focus on safety, compliance, and repeatable operations,” said Andrew Carter, CEO, ResilienX. ...

Admittedly, the GM side of the flames were first stoked by Cadillac F1 Team CEO Dan Towriss back in late November, when he dismissed Ford’s involvement as “a marketing deal with very minimal impact,” compared to the equity stake held in his team by GM. Since then he has not publicly spoken of Ford (although whether the timing of Cadillac’s first run of its 2026 car — less than 24 hours after Ford’s season launch — was purely coincidental remains to be seen).

On one hand, Towriss is right. Ford doesn’t have equity in Red Bull Racing or Red Bull Ford Powertrains, and on top of its ownership, GM is putting its entire Cadillac name to the project. Plus a GM powertrain program is in the process of being set up with the target of delivering its first power unit by the end of the decade.

But that program is a number of years away from bringing anything to the track, and as such a Ferrari power unit will be in the back of the first Cadillac F1 car for its early seasons in the sport. Something that is not lost on Ford Racing GM Will Ford.

“I guess I would say, what sounds more like a marketing ploy? What we’re doing with our engineers embedded with the Red Bull team and a team of engineers in Dearborn supporting the program, or Cadillac racing a Ferrari engine?” Ford told RACER. “That’s table stakes for us. We would never go into a sport and race another company’s engine. So I think it’s pretty clear which one’s more of a marketing effort.

“Bring it on (the rivalry). Absolutely. I mean, we compete against GM every single day. So, bring it to the greatest showcase of motorsport. That’s where we expect to fight them and we’re going to beat them there too.”

The counterargument is that Ford isn’t involved in the car design and is racing a Red Bull engine, but the

involvement has certainly evolved. There are very much different levels of influence from the respective automotive giants on the F1 teams they are part of, but Ford’s approach is to provide whatever Red Bull asks for.

“It had to be quite a fluid partnership. I think that’s going to happen with an endeavor this big on a timeline that we were on, that there’s always going to be unforeseen things that arise and new challenges that you’re not expecting,” Ford said. “And so that’s been part of the beauty of the partnership.

“We have engineers embedded with their team in Milton Keynes and we have engineers back in Dearborn supporting the program. And so as we’ve continued development and identified areas that Ford could contribute to the development — we’ve been opportunistic about those. So it’s been a great two-way relationship where we’re finding the ways to get the most out of each team in the most effective way together.”

One such area that has seen Ford influence grow beyond the initial expectations has been around advanced manufacturing, with Ford powertrain chief engineer Christian Hertrich revealing its state-of-theart 3D printing technology has allowed it to reduce a manufacturing window for printing prototype parts from Red Bull’s previous 16 days down to five.

Ford Racing global director Mark Rushbrook says that’s just one of a number of areas where the company has made its resource and expertise available as and when it’s required. ...

NINE SPECTACULAR STATE PARKS TO VISIT THIS WINTER

NATIONAL GEOGRAPHIC • JAN. 14, 2026 • BY CASSANDRA BROOKLYN

Winter strips landscapes down to their essentials — quiet, contour, light — and in that stillness, America’s State Parks reveal a different kind of drama. Unlike spring, summer, and autumn, when crowds clamor along boardwalks and struggle to see wildlife and fall foliage amid so many people, cold-weather months usually attract fewer visitors.

However, as wonderful as it is to explore a park in silence, the appeal of winter adventure goes well beyond who else you will (and won’t) see there. Winter transforms state parks into completely different places that offer distinct experiences like racing a toboggan, skiing through a ghost town, soaking in mineral-rich waters, or simply walking beneath redwoods as rain turns to mist.

Come for the sun or snow, stay for the stillness; these are some spectacular state parks to visit this winter.

1. Pfeiffer Big Sur State Park, California

2. Saratoga Spa State Park, New York

3. Pokagon State Park, Indiana

4. Lake Wissota State Park, Wisconsin

5. Bannack State Park, Montana

6. Dead Horse Point State Park, Utah

7. Catalina State Park, Arizona

8. Muskegon State Park, Michigan

On the eastern edge of Lake Michigan, snow-covered dunes and forested trails offer cross-country skiing and fat-tire biking at Michigan’s Muskegon State Park. Its winter sports complex channels Olympic ambition with its rare public luge track — one of only a handful in North America — where visitors can feel the ice rush beneath them, guided by trained staff. Not only does the luge have adaptive features that allow it to be used by people with limited lower-body mobility and by visitors who are visually or hearing-impaired, but the

park’s Universal Accessibility sports program also offers adaptive ice sleds, cross-country sit skis, and all-terrain hiking wheelchairs designed to work on snow.

BEFORE BUILDING A NEW HOME ON LAKE MICHIGAN, THEY CHECKED IN WITH THE NEIGHBORS

WALL STREET JOURNAL FEB. 4, 2026 BY

LAURA HINE

When a lakefront lot sits empty for more than a decade — especially in the desirable Chicago suburb of Evanston, Ill. — there’s probably a reason.

Longtime Evanston residents Dr. Eric Ruderman and his wife, Stacey Empson, knew they were taking on a challenge when they paid $2.35 million in 2020 for a long-vacant property on Lake Michigan, but they were determined to succeed where past owners had failed.

Three years later they moved into a 9,500square-foot house on the site with lake views, an indoor swimming pool and space for their large art collection. The $7.5 million process of building and furnishing the five-bedroom house required architectural wrangling to fit all they wanted on a narrow lot, and advanced building techniques to deal with the lakefront property’s high water table. Then there were the delicate dealings with the neighbors to ensure they wouldn’t contest their building plans.

They are grateful they persevered. A year after moving into the house, Empson was diagnosed with Parkinson’s disease. “Unbeknownst to me, what we planned in

this house will allow me to manage and live with a chronic disease,” says Empson, a 56-year-old principal at a consulting firm.

Ruderman, a rheumatologist, and Empson had lived for more than 20 years in a house that was nearby but not on the lake. They have a college-age daughter, and Ruderman has an adult daughter from a previous marriage. As they started contemplating their next phase of life as empty-nesters, they considered leaving town, but instead decided to stay in Evanston and build a house where they could age in place.

“We had walked down this block for years and saw the empty lot,” says Ruderman. “Stacey had always wanted to live on the water, so she called our real-estate agent.”

The agent filled them in on the saga of the narrow lot, which is approximately 50 feet by 330 feet.

Located amid the circa-1920s homes in the town’s Lakeshore Historic District, it had been owned by a couple who wanted to build a very modern house. The effort failed after neighbors voiced fierce opposition at hearings before the town’s preservation commission.

The previous owners “just couldn’t get it done,” Ruderman says. “They had gotten upside down with the neighbors.”

Ruderman and Empson didn’t want to repeat that mistake. Before closing on the lot, “I called the neighbors and asked, ‘What was the problem? Help me understand what you resisted,’” Empson says. “If we weren’t going to be able to build something that we wanted, then we weren’t going to invest in the lot.” ...

GM’S MARY BARRA ADMITS A FATAL FLAW IN PLUG‑IN HYBRIDS — AND THE EMISSIONS DATA PROVES IT

INC. • JAN. 24, 2026 • BY LEILA

SHERIDAN

Electric vehicles were once positioned as a fix for transportation’s emissions problem. Plug-in hybrids, in particular, promised the best of both worlds, offering electric power without the anxiety of going fully gas-free. But new research suggests those environmental benefits have been overstated, and plug-in hybrids may actually worsen emissions rather than reduce them.

The problem with plug-in hybrids is simple: “Most people don’t plug them in,” according to Mary Barra, CEO of General Motors. Speaking at the Automotive Press Association conference in Detroit, Barra said the company is conscious of that flaw. “That’s why we’re trying to be very thoughtful about what we do from a hybrid and a plug-in hybrid perspective,” she said.

GM introduced hybrid cars as a way to get more people interested in efficient cars. In 2024, the company announced plans to bring plug-in hybrid options to North America in 2027. Now, Barra said GM is “continuing to evaluate” its hybrid and plug-in strategy, even as it remains committed to electric vehicles. “We think that’s the endgame,” she said of EVs.

The Two Types of Hybrid Cars

There are two primary types of hybrid vehicles, and the difference between them matters.

Hybrid electric vehicles (HEVs) recharge their batteries through regenerative braking. They never plug in and rely on a constant interplay between gas and electric systems to improve fuel efficiency.

Plug-in hybrid electric vehicles (PHEVs), by contrast, have larger batteries that can be charged from an internal power source, like a fully electric vehicle. They also use regenerative braking but not enough to charge the battery entirely on its own. Without plugging in, much of the electric advantage disappears.

That distinction is crucial because PHEV drivers can simply choose not to plug in at all. In those cases, the vehicle relies almost entirely on its gas engine, while still hauling around a heavy battery.

THE TICKER

Bye Bye Birdie

Stone Soap Co. subsidiary responds to avian flu crisis with upgraded bird repellant.

BY TIM KEENAN

Avian Enterprises, a subsidiary of Stone Soap Co. Inc. in Sylvan Lake, has developed a way to prevent bird flu from infecting chickens and causing another potential spike in egg prices.

The company has taken an existing product called Avian Migrate Bird Repellant, formulated with the active ingredient MA (methal anthrinilate), and combined it with InvisiDye UV Marker. The marker causes the product to appear as a color that only birds can see.

“Geese and large birds just can’t stand MA. It’s like tear gas,” says Jon Stone, president of Avian Enterprises. “When you combine that product with our InvisiDye UV Marker, they see it as a different color as they fly, and associate that area with the bad reaction they had.”

DBUSINESS DIRECT

American Axle & Manufacturing Changes Name to Dauch Corp.

American Axle & Manufacturing Holdings Inc. in Detroit has changed its name to Dauch Corp. As a result, the company’s common stock now trades under the ticker symbol “DCH” rather than “AXL.”

FLY AWAY

Avian Enterprises has developed a new bird repellant that helps protect chicken coops and hen houses. It also is used at golf courses, schools, and residences.

Meijer and WellSync Partner on Virtual Health Care Platform

Meijer has announced a new partnership with a virtual-first health care platform, WellSync, to provide customers with what it says is easy, affordable access to virtual health care services for common conditions.

Since the Avian Migrate Bird Repellant also impacts hens, users of the product “create a barrier 50 to 100 feet away from the chickens, outside the facility, so the product doesn’t affect the chickens,” Stone says.

The bird repellant has been around for about 15 years, according to Stone. Its primary market has been agricultural, with one exception. MA comes from an extract of the Concord grape. “We sell a lot of product to grape-growers, except those who grow Concord grapes,” Stone says.

The addition of InvisiDye UV Marker and an additive that extends the effectiveness of the MA from a day or two to a week or two has opened the door to several other industries and markets.

In addition to egg producers, new customers include golf courses, municipalities, schools, corporate campuses, airports, landscapers, and even homeowners.

Avian Migrate Bird Repellant comes in half-gallon to drum-size containers. Stone says it works best if sprayed manually rather than being incorporated into a sprinkler system. It sells for $75 to $200 per gallon, depending on the size of the purchase.

This isn’t the first time Stone Soap or its subsidiary has responded to a national crisis.

Known as a leader in the car wash industry, the company created a biofuel alternative during a gas shortage in 2008. During the COVID-19 pandemic, it produced hand sanitizer and a delivery system adopted by Ford Motor Co. and other customers.

Avian Enterprises itself was founded when a Chicago-area refuse transfer station needed help with a bird problem.

“Avian Enterprises is a growing business,” Stone reports. “With these new industries for the bird repellant business nationally, the business is growing between 30 percent and 50 percent annually.”

USA TODAY Co. Set to Acquire

The Detroit News

USA TODAY Co. has submitted a letter of intent to acquire The Detroit News from MediaNews Group one month after the joint operating agreement between The News and the Detroit Free Press ended after almost 40 years.

Ford and GM Get FDIC Approval to Launch Industrial Banks

General Motors Co. and Ford Motor Co. have received Federal Deposit Insurance Corp. approval to launch U.S. industrial banks in Utah, allowing the finance units to take FDIC-insured deposits, giving them access to a lower-cost funding source.

SARGAD Partners on $100M Aero Manufacturing Ecosystem in India

Troy-based SARGAD and the government of Telangana, a state in India, have signed a memorandum of understanding to create AeroNxt, a program to modernize India’s aerospace and defense ecosystem.

WHEELS UP

CHERRY CAPITAL

AIRPORT (TVC), which has been at its current location in Traverse City since 1936, drew a record number of passengers in 2025, marking the busiest year in the airport’s history.

Final totals show TVC served 935,816 passengers last year — a 19 percent increase over the previous record of 787,114 passengers.

The record-setting year reflects TVC’s role as a vital gateway for northern Michigan. The facility primarily serves local residents, but it also is welcoming a growing number of visitors from across the country and around the world.

In 2025, the airport was served by seven airlines, and offered 20 nonstop destinations. In addition to meeting the travel needs of local residents, the airport attracts visitors looking to experience world-class golf courses, four-season resorts, wineries, breweries, culinary offerings, and recreation.

Momentum is expected to continue into 2026, with additional passenger growth projected as major infrastructure improvements are implemented.

This spring, TVC is expected to break ground on its “Gates to the Future” terminal expansion. The $120-million project will add five new gates, expand hold rooms, create an enhanced security checkpoint, and introduce other passenger-focused upgrades.

Construction is anticipated to begin in April, with project completion expected in 2028.

— R.J. King

G2 Consulting Group Acquires

Construction Testing Services

G2 Consulting Group, a Troy-based provider of geotechnical, environmental, and construction engineering services, has acquired Construction Testing Services in Burton, expanding G2’s reach into the Great Lakes Bay Area and Thumb region.

Hops Infusion

Pigeon Hill Brewing Co. in downtown Muskegon pairs craft beers with duckpin bowling and Mid-century Modern design.

BY SETH SCHWARTZ | TERI GENOVESE

Attorney Michael Brower and homebrewers Joel Kamp, a CPA, and Chad Doane, a production analyst, met through a homebrew club. The idea for opening a brewery was put on the table and digested over dozens of beers.

Two years later, in March 2014, their plan came to fruition when Pigeon Hill Brewing Co. opened. The trio renovated a Buick dealership at 441 W. Western Ave. in downtown Muskegon that dated back to the 1920s, and constructed a large production facility.

Since then, the partners have been in a constant state of creation.

Early on, head brewer Chris Carr delivered Kamp’s recipe for what is now a signature Oatmeal Cream Pie beer. Soon, demand exceeded supply. Blending oats, marshmallows, and other secret ingredients, the oatmeal cream pie is a noted blend of flavors.

“I think the OCP is a totally unique beer,” Carr says. “There aren’t too many beers that nail the flavor profile of what we’re trying to replicate without being overly sweet and undrinkable. Balance is a big goal of ours.

“Salted Caramel Porter is another beer that aims for balance, but rides the edge of beer conformity. We never intended it to be a year-round beer, let alone our No. 1 seller, but it has been since we started brewing it.”

Seasonal beers that sell well include Summer Spin, Beach Please, and Oktoberfest.

In the first year, the partners produced and served 800 barrels out of the taproom. By 2016, the beers were available across Michigan, and today they can be found in northern Indiana.

Looking to complement their core business, in 2019 the partners added a brewers’ lounge and a production facility in the parking lot, which doubles as event space. The 15 to18 beers on tap satisfy palates for most beer aficionados.

In 2023, the co-owners took another step and added Socibowl, which offers several duckpin bowling lanes and entertainment games. Handcrafted tables and chairs made from walnut and oak embrace the office furniture industry in western Michigan, with a focus on Mid-century Modern design.

Brandon Morrison and his wife, Liz, who live a few blocks away and stop by frequently, have witnessed the business’s evolution.

“It’s a testament to Pigeon Hill that they’ve blossomed like they have,” Brandon says. “The brewers focus on beer, and people here appreciate the quality.

Utilidata Establishes HQ and Innovation Lab in Ann Arbor Utilidata, a pioneer in embedded AI for power infrastructure backed by NVIDIA, has opened a new innovation lab that also will serve as its headquarters in Ann Arbor. The new space will serve as the company’s primary hub for testing.

Chef Zack Sklar Unveils Plans for $17M Event Venue

Chef Zack Sklar has unveiled plans for a $17 million event venue named Bloomfield Hollow on 30-acres of forest in Bloomfield Township. The “architecturally significant” event venue will be large enough to host notable events.

“The Oatmeal Cream Pie is well-balanced and creamy, but not overpowering. It has a really good finish. The Salted Caramel Porter is like tasting a cinnamon roll. In the summer, when the sun sets, the views of Lake Muskegon from the patio are the best.

MASHING SUCCESS

Pigeon Hill Brewing Co. was once a Buick dealership in downtown Muskegon that was renovated. Since its initial renovation, it’s been expanded.

“You meet all kinds of people from out of state during the summer. In the winter, it’s more locals. But overall it’s a unique, mellow vibe that keeps bringing you back.”

at the Somerset

in

The store is located next to

Avenue. Its façade pays tribute to the Art Deco style and features fluted columns and golden accents.

UWM in

to

The home of the United

Professional

League in Utica will have a new name and league updated branding, thanks to a 10-year partnership with United Wholesale Mortgage in Pontiac.

Bow Wow Meow

A privately owned veterinary clinic in Royal Oak embraces a family-friendly culture.

BY R.J. KING | NICK HAGEN

Afew things stand out at Burrwood Veterinary in Royal Oak, which o ers primary and urgent care for dogs and cats, and is privately owned.

For starters, if a phone rings, it’s most likely a client receiving a call while their pet is being treated. Seeking to limit any noises that may scare animals, general phone calls to the clinic are routed to a remote team and, based on the request, the caller is transferred to the appropriate personnel.

e o ce décor along 14 Mile Road, just east of Woodward Avenue, features muted colors, soft furniture, natural plants, and themed artwork that centers on dogs and cats. e overall culture is more like a spa at a northern Michigan resort than an animal hospital dominated by barks, growls, and meows.

What’s more, the 30-person sta is predominately female.

“It just worked out that way,” says Dr. Alex Schechter, founder and owner of Burrwood Veterinary. “Following school, residency, and getting experience elsewhere, I wanted to come home and open a veterinary business that wasn’t corporate but more entrepreneurial and family-oriented.”

Schechter, who grew up in metro Detroit, earned a Bachelor of Science degree at the University of Michigan in Ann Arbor and obtained his Doctorate of Veterinary Medicine from the Michigan State University College of Veterinary Medicine in East Lansing. He also undertook advanced training in New York City and Baltimore.

JEFFREY FRATARCANGELI

Founder and CEO

Fratarcangeli

Wealth Management

Bloomfield Hills

CALLING ALL VETS

Chonga, a Shar Pei, gets her ears cleaned by Marissa Riddle and Dominique Alexander at Burrwood Veterinary in Royal Oak. Below, founder and owner Dr. Alex Schechter with Dr. Lauren Zeid, a veterinarian.

Returning home following COVID-19, he acquired a former physical rehab building and “gutted it to the studs.” He opened the clinic’s doors in October 2022 with nine employees, and in the following year he doubled the business.

In both 2024 and 2025, the business grew 45 percent. at growth led to the recent expansion of the business — Schechter added 1,000 square feet to the facility, which now consists of 5,000 square feet of space.

“Our philosophy is to provide as much care to the client and the patient (as we can),” Schechter says. “Every exam room has large windows. We also have smart windows that go from transparent to opaque in case someone doesn’t want to watch, say, an operation.”

While working on the East Coast, Schechter says he noticed more veterinary centers were “being scooped up by private equity rms.”

“We really are a family o ce,” he says. “We draw clients from around the region, and we have some people with pets who drive here from Traverse City. e demand has been off the charts.”

PDA Q&A: THE E-INTERVIEW

DB: WHERE ARE YOU?

JF: In Fort Lauderdale, where we have an o ce.

DB: WHAT’S GOING ON?

JF: We have a number of clients in Michigan who travel to warmer climates during the winter, and our o ce here allows me to meet personally with them. I’m also on the board of Broward Health, and we have a board meeting I’m attending here.

DB: HOW WAS LAST YEAR?

JF: I’m always a critic of what we could have done better. After everything settled, we did extremely well — we continue to expand our assets under management and revenue, and our team process is more dialed in.

DB: IN WHAT WAY?

JF: As a business grows, you need to make adjustments to the

operations as you add more people and services. When you hit a certain mark, you need to restructure. In our case, we added more of a white-glove-designed communication process, so everyone is on the same page.

DB: DID TARIFFS AFFECT YOUR CLIENTS?

JF: Tari s a ected almost everyone. For our

Overall, 70 percent of that demand comes from dog owners, with cats making up the rest. In the future, Schechter says he may add a handful of locations around the region, and perhaps even in northern Michigan.

“We’ve seen more private equity rms scooping up mom and pop veterinarians, but we don’t want to be a number on a balance sheet,” he says. “We focus on families and individuals, and provide personal, quality care for our patients.”

clients who operate manufacturing businesses, it was impressive how quickly they adapted, whether it was moving an operation from one country to another or streamlining their work processes. Now that things are somewhat settled, you saw that fourth quarter outcomes were better — and that should continue (in 2026).

DB: DO YOU STILL MEET PERSONALLY WITH YOUR CLIENTS?

JF: Every hour on the hour, typically. There’s nothing better than face-to-face conversations. And we do a lot of client events, which creates new experiences that build relationships.

— R.J. King

Raising the Stakes

Detroit’s three casinos are doubling down on improvements in a bid to attract more customers.

BY DAN CALABRESE

Like casinos nationwide, the three Detroit casinos have seen their foot traffic take a hit in recent years due to the rise of online gaming, particularly the availability of sports betting through downloadable apps and other digital platforms.

The Michigan Gaming Control Board reported in January that 2025 annual revenue for slots and table games compared to 2024 was up 0.3 percent to $605.3 million at MGM Grand, while MotorCity Casino was down 2.5 percent to $376.1 million and Hollywood Casino at Greektown fell 3.1 percent to $283.9 million.

At the same time, the Detroit casinos took in $14.2 million in gross receipts from retail sports betting, broken down to $3 million for MGM Grand, $6.8 million for MotorCity, and $4.4 million for Hollywood.

That’s a total increase in retail betting of 45.9 percent compared with 2024.

Given the state of play, the casinos are looking for any advantage they can find to bring in new foot traffic, and officials at Hollywood Casino in Greektown see hope with the revamping project currently underway on nearby Monroe Street, which is expected to be completed this summer.

The $20 million project includes wider sidewalks, fewer curbs, new bollards, added trees, and a more pedestrian-friendly design.

Marvin Beatty, vice president of community and public relations at Hollywood Casino, says the renovations are designed to draw new clientele.

“It regenerates the historic relationships that people had with Greektown over the years, and we anticipate a whole new level of energy on Monroe Street,” Beatty says.

With many Detroit neighborhoods experiencing a resurgence in recent years, Beatty says the team at Hollywood views the Monroe Street renewal as putting the district in a position to compete more effectively for people’s time and attention.

To celebrate Monroe Street’s new era, Beatty says Hollywood Casino is working with other Greektown businesses to enhance the district’s presence, including welcoming pop-ups in the soon-to-be-revived Trapper’s Alley.

“We’re going to continue to look for different ways (to revitalize the area) — activations on the street, concerts, and all the sorts of things that help to generate foot traffic,” Beatty says. “Foot traffic is our business, and foot traffic is down in the casino world because of internet gaming and sports betting.”

Hollywood Casino also is offering several new food service choices, including a potential sitdown option, although Beatty says the details are still being defined.

LET IT RIDE

Hollywood Casino in Greektown hopes to attract more walk-in customers following $20 million in streetscape improvements along Monroe Street. The project will open this summer.

Those strategies, combined with the Monroe Street renovations, have Hollywood officials envisioning an upswing in their fortunes.

“It’s not very often you get to create some energy that hadn’t existed,” Beatty says. “For folks who want to game on the internet and engage in sports betting, they’ve got their energy, and brickand-mortar has suffered as a consequence of that all over the country.

“So, you’ve got to do something else. You’ve got to be creative and give people a reason to come, and we think this is one of the important steps.”

MGM Grand also has made considerable upgrades to its facilities, including updating all 400 hotel rooms, renovating its spa, and designing a new space for the MGM Rewards Desk.

MotorCity Casino also undertook $40 million in renovations, including redoing 400 rooms in its hotel tower while enlarging its center bar.

In other words, rather than stand pat, the Detroit casinos are betting their new investments will raise their fortunes.

It takes skill, determination, flexibility, and success to stay in business for 100 years or more, as evidenced by these five organizations.

BY TIM KEENAN

Colliers International Detroit

Colliers International Detroit in Royal Oak is part of the fourth-largest commercial real estate business in the world, but it started as a one-man enterprise in 1925 in Detroit.

Byron W. Trerice founded Byron W. Trerice Co. during the Roaring Twenties, and over the next several decades he earned a reputation as a trusted broker and provider of advisory services across industrial, o ce, and retail markets throughout southeast Michigan.

“A lot of these real estate companies started as one-man shops,” says Paul Choukourian, executive managing director and market leader at Colliers International Detroit, “and they didn’t realize the company might last for 100 years and the (early) records might have value someday. Byron Trerice was probably more worried about signing the next lease or making the next sale.”

In 1977, Leo Tosto joined the company and ushered in a new era of growth under the name Trerice Tosto Co. e rm continued to evolve through the 1980s and early 1990s, expanding its service lines beyond traditional brokerage to include valuation, consulting, property tax appeal, and property management — an uncommon breadth for a regional rm at the time.

e company a liated with Colliers International in 1992, joining an expanding global network of independently owned real estate rms.

Later, in 1998, Trerice Tosto merged with the Colliers Macaulay Nicolls Group (CMN) of

Vancouver, British Columbia, Canada, forming Colliers Trerice Tosto Partners, an equal partnership that marked Detroit’s full integration into the Colliers global platform.

e early 2000s saw major consolidation within Colliers worldwide. In 2004, FirstService Corp. acquired a controlling interest in CMN to unify operations globally, and by 2010, Trerice Tosto sold its remaining stake to Colliers, creating Colliers International Detroit, a fully owned and integrated o ce.

Choukourian took over management of the Detroit o ce in 2011.

Colliers became a publicly traded company in 2015, reinforcing its position as one of the world’s leading diversi ed professional services rms. Locally, Colliers Detroit remained a contributor to the brand’s global success, completing transactions across the U.S., Canada, Asia, and Europe, while maintaining deep ties to Michigan.

Today, operating from its downtown Royal Oak headquarters with satellite o ces in Ann Arbor and Birmingham, Colliers International Detroit provides a full suite of real estate services — brokerage, valuation, consulting, property tax appeals and incentives, property and asset management, and capital markets advisory — and serves clients across the o ce, industrial, retail, and investment sectors.

“We’re a service provider and a people company,” Choukourian says, explaining the company’s longevity. “I think for 100 years, at least the people

I’ve known since I started in the commercial real estate business over 30 years ago, everyone at Colliers has always been very professional and very good at what they do.”

From a one-man operation in 1925, Byron W. Trerice Co. has evolved into an o ce that’s part of a global enterprise, with 65 brokers, and generates revenue of around $2 billion each year.

e largest deal in the company’s history is a recent nine- gure transaction, covered by a condentiality agreement. Colliers also was involved in the lease of Renaissance Center Tower 5 to Blue Cross Blue Shield of Michigan and the subsequent sale of Tower 5 and RenCen Tower 6.

When asked about the future of Colliers International Detroit, Choukourian says the bigger question is what does the commercial real estate industry itself look like down the road?

“Technology has made data much more accessible to everyone in the business,” he says. “Having data used to be a di erentiator in the market. Now, you have to reinvent yourself as a commercial real estate broker.

“One of the reasons we’re still here is because we promote culture and collaboration more so than anyone else. We probably have more people in our o ce on a daily basis than anyone else, and we do more internal deals than anyone else because of that.”

REAL DEAL

From its beginnings as local real estate firm Byron W. Trerice Co. in 1925 to Colliers International Detroit in 2026, Colliers has become part of one of the largest organizations of its kind in the world.

Dykema

When the Dykema law rm was founded in June 1926 in the Penobscot Building in downtown Detroit, its attorneys focused primarily on clients in the automotive industry. A century later, the rm’s practice is much more diverse and spans the nation.

e law rm’s founders included Raymond K. Dykema, Elroy O. Jones, and Renville Wheat. With a headcount of ve, they engaged their rst client — the Great Lakes Engineering Co.

“(It) was always a practical application of the rm to provide the best service for a fair and reasonable price,” says Leonard Wolfe, chair and CEO of Dykema. “ at really helped the rm create a client base with a lot of trust and respect, and very good partnerships.

“Some of these clients have been clients for decades. at transcends lawyers, partially because of the way we practice and the way we view our relationships with our clients.”

One example is General Motors, which Dykema has been representing in one way or another since 1941. From there, according to Wolfe, the rm steadily built a reputation in automotive, product liability, and complex commercial litigation.

Over time, Dykema became a legal partner to major automakers and suppliers, with work spanning litigation, regulatory, transactional, and compliance matters.

In 1956, Dykema diversi ed with its involvement in the planning, building, and development of the Illinois and Indiana toll road systems.

While the rm was growing and spreading beyond the auto industry, it was creating a culture that was being passed down to younger attorneys. In fact, some of the longest-tenured Dykema lawyers actually worked with some of the founders.

“What you get with that is continuity in the way in which we practice,” says Wolfe, himself a 34-year veteran of the rm. “I never worked with Ray Dykema or Bill Gossett, but I worked with people who did.”

Dykema began expanding in earnest in the 1970s when it became one of the rst tenants of Detroit’s Renaissance Center. e rm opened o ces in Bloom eld Hills in 1970, Ann Arbor the following year, and Lansing in 1973, followed by its rst out-of-state o ce in Washington, D.C., in 1978.

In the 1990s and 2000s, Dykema pursued a deliberate national expansion strategy, opening o ces in Chicago in 1991, Los Angeles in 2003, Dallas in 2007, Austin, Texas, in 2013, and Minneapolis in 2013. It also joined forces with established rms in Chicago, Texas, and the nation’s capital.

In 2022, the rm expanded in Texas, opening an o ce in Houston. It also opened its rst Wisconsin o ce in Milwaukee.

During this period, Dykema had grown into a 400-plus attorney rm with a true coast-tocoast presence.

OFFICE APPEAL

Dykema’s first o ce was in the Penobscot Building, shown in 1926 (top), which is now visible behind Dykema’s new headquarters at One Kennedy Plaza (middle). The law firm’s lobby o ers casual meeting areas (below)

How has the rm lasted so long?

“It’s a re ection of many of the ideals that started the rm, like just being excellent lawyers with a deep understanding of their clients’ interests and priorities, (and being) part of the culture and the way in which we practice and treat one another,” Wolfe says.

After more than 50 years at the Renaissance Center — roughly half of its time in business — in 2025 Dykema relocated to One Kennedy Square. e new space is just across the street from its original Penobscot Building location.

Dykema currently operates from 13 o ces nationwide, and serves Fortune 1,000 and middle-market clients across multiple industries.

According to Wolfe, the future looks bright for one of Detroit’s oldest and most successful law rms, and he con dently proclaims it won’t be resting on its laurels.

“ ere are a lot of things we need to continue to do, which we did the rst 100 years; (we will continue) to listen to clients and adapt to their needs,” he says. “Technology plays a big role. All parts of the rm spend a signi cant amount of time looking at ways to take advantage of technology and AI, both in the practice and on the administrative side.

“We’ll continue to look for opportunities — in some cases working with our clients — to do things faster, and more e cient, and better.”

Detroit Red Wings

Over the storied 100-year history of the Detroit Red Wings, the best move didn’t come on the ice from Gordie Howe, Steve Yzerman, Sergei Federov, or Dylan Larkin.

It was when Mike and Marian Ilitch bought the team from the Norris family for $8 million in 1982.

e franchise now is worth $2.5 billion, according to Forbes.

e Ilitches’ goal back then was to bring the Red Wings back to the team’s former glory of the 1930s, 1940s, and 1950s, when there were just six teams in the National Hockey League.

“It’s been a great opportunity over the past two years to review the last 100 years,” says Chris Coman, chief commercial o cer of Ilitch Sports + Entertainment, which now owns both the Red Wings and the Detroit Tigers. “ rough that, you go in depth with the stories and history, and you realize all of it was important. ere are so many twists and turns that are so fascinating. It’s been really fun to be part of.”

e rst turn was bringing the Wings, then an expansion team called the Detroit Cougars, to Detroit from Victoria, British Columbia, on Sept. 25, 1926. e Cougars played in Windsor before the team moved into Olympia Stadium on Grand River Avenue on Detroit’s west side in 1927. At the same time, Jack Adams joined the team as its general manager and coach.

Adams changed the team’s name to the Detroit Falcons in 1930, and they became the Red Wings in 1932 when millionaire James Norris Sr. decided to invest in the team. e winged wheel was adopted as the team’s logo because Norris had played for a team called the Winged Wheelers in the Montreal Amateur Athletic Association.

From there, the Red Wings won Stanley Cups in 1936, 1937, 1943, 1950, 1952, 1954, and 1955 — and then went on an historic Cup drought.

e period between 1966 and 1983 often is called the Dead Wings Era and is known as Darkness with Harkness, a reference to longtime coach and general manager Ned Harkness.

Life slowly began to return to the Red Wings when the team moved into the new Joe Louis Arena along Detroit’s riverfront in 1979. e Ilitches

made their shrewd investment in 1982, hired Jimmy Devellano as general manager, and drafted Yzerman in 1983.

While they were building the team, and before adding the now-famous Russian Five and NHL allstars at every position, the pizza marketer was forced to give away cars to get fans to come to e Joe. e nal piece of the puzzle was hiring coach Scotty Bowman, who led the Wings to Stanley Cup championships in 1997, 1998, and 2002. Coach Mike Babcock was at the helm for the team’s last title in 2008.

But that was a di erent time, before the NHL salary cap went into e ect and the Red Wings could collect hockey talent like the New York Yankees (and today’s Los Angeles Dodgers) collected star baseball players.

Even with the salary cap restrictions in the National Hockey League, the team is working to improve both on the ice and in the front o ce.

“ e salary cap continues to scale (up) every year, and we’re trained in this business to maximize every square inch of the venue and every minute of broadcast time,” Coffman says. “It’s a real art.”

Little Caesars Arena opened in 2017. In addition to being more modern than e Joe, the facility o ers more opportunities for the team to drive added revenue.

“Globally speaking, the GDP of the NHL is signi cantly larger today than it was 10, 20, or 30 years ago,” Co man says. “Some of that has come through the expansion of additional teams, and

the expansion of the playo s from eight games to win the Stanley Cup to 16. ere’s an 82-game schedule and soon there will be more than that.

“ e venues are bigger, broadcast technology is advanced, and there are new assets in everything about the sport to increase the commercialization of the game — and I don’t see that slowing down.” e team currently nds itself in a decade-long playo drought, the longest since the Darkness with Harkness era.

“Today’s sport is di erent and I think the future is bright for the Red Wings,” Co man says. “I also think we’ll celebrate multiple Stanley Cups in the future.”

WINGED WHEELERS

The foundation of Hockeytown was laid in 1926 when the Detroit Cougars came to town (top). Its history includes the Russian Five (top left), 11 Stanley Cups (above), and a new home at Little Caesars Arena (left).

Detroit Edge Tool Co.

The Detroit Edge Tool Co. was founded 141 years ago on the shores of the Detroit River, where it manufactured and sharpened blades for the booming lumber industry of the 19th century. Now, the company’s products are used to create airplanes and other advanced, high-precision machinery.

“We can thank our grandfather and our fathers for diversifying and not staying in one industry,” says John Ebbing Jr., vice president of Detroit Edge Tool and part of the fth generation of Ebbings to run the company.

“Back in the 1980s, we were pretty dependent on automotive; now one of our specialties is box ways and rails for aerospace, which are essentially super-precise rails that machines ride back and forth on to make aircraft or in automation settings,” explains Patrick Ebbing, president of the company and another member of the fth generation of Ebbing ownership.

Patrick and John Jr.’s fathers, Ray and John Ebbing Sr., are still on the company’s board and are co-owners of Detroit Edge Tool.

Founded on June 24, 1885, as the Detroit Edge Tool Works Inc., the enterprise reportedly is the third-oldest company in the city of Detroit operating in its original capacity.

In the 1920s, the Ebbing family took ownership of the company. In 1935, it emerged from a bankruptcy as Detroit Edge Tool Co. and pivoted its focus during World War II toward machine tool components such as precision detachable ways, rails, and plates.

In recent decades, the company has expanded its capabilities through strategic acquisitions and facility growth. Opening plants in Wisconsin and acquiring two companies in England between 1979-2000, Detroit Edge became the largest manufacturer of scrap processing shear blades in the world, in addition to producing its legacy products.

Today, the company has consolidated into two facilities: one near Eight Mile and Mound roads on Detroit’s east side that focuses on machine tools, and one in Roseville that specializes in products for the scrap metal and demolition industries. e two facilities, combined, span approximately 90,000 square feet of manufacturing space.

Detroit Edge o ers three distinct product groups: shear blade manufacturing, machine tool component manufacturing, and ame-hardening of metal with Michigan Flame Hardening Co., which it acquired in 1998.

Most (60-70 percent) of its customers are OEM machine builders and rebuilders in the aerospace, defense, automotive, steel mill, scrap, and demolition equipment sectors. Detroit Edge also sells to end users at individual scrap yards, demolition facilities, and manufacturing facilities.

Patrick Ebbing credits his predecessors’ diversi cation activities and the company’s continued conservative approach to business for keeping the operation going for 141 years.

“By being a debt-free business and constantly reinvesting in the business, we’re able to run a pretty conservative and e cient organization,” he says. “One of our stated goals is to buy one new machine every year.”

e company also retro ts its older machines to keep them operational, including a grinding machine from the 1940s that functions alongside more modern, climate-controlled computer-aided machines that provide “ultra precision.”

e company also is keeping an eye on the future.

“We have to continue to innovate and continue to improve our e ciency,” Patrick Ebbing says. “We compete internationally with products from Europe,

CREATIVE EDGE

A Detroit Edge Tool newspaper ad from 1907 (above left), a sampling of its legacy Shear Blade products (above), and the Ebbing family and GM receive a Detroit Legacy Business Grant (right).

China, and India, and there’s some pretty cheap labor out there that we’re competing against.”

One of the company’s challenges is recruiting, training, and retaining skilled workers. e Ebbings are working with local trade schools, especially Roseville High School, to help train their future workers.

Another future goal for the Ebbing family and Detroit Edge Tool Co., according to Patrick Ebbing, is that “we’d like to keep the business in the family if we can.”

R.C. Merchant & Co.

The descendants of Roscoe C. Merchant, founder of the R.C. Merchant & Co. manufacturing rep rm in Farmington Hills, are impressed their forefather took a chance and joined the nascent electronics industry in 1924.

“We started as an electronics component rep,” says Brook Merchant, chairman of R.C. Merchant and grandson of the founder. “ e only product was the radio. We rst started selling tube sockets. After that, we went to tube testers and evolved until the invention of the transistor in the 1950s.”

Until the late 1930s, the Merchant rm was a one-man operation, with Roscoe working out of an o ce in the Hayward building in downtown Detroit. ere, he met Ethel Marquardt, who worked in an adjacent o ce. Soon, she undertook part-time secretarial work for Roscoe. In 1942, Marquardt joined the Merchant rm full time.

e original Merchant enterprise had one client, a company called Jewell Electrical Instrument Co. in Chicago. Today, the company represents as many as 15 electrical and electronics component manufacturers including Eaton, Mitsubishi Electric, and Grayhill.

In 2026, 70 percent of the company’s business is automotive, mostly comprised of capacitors and passive electronic components that store electrical energy in an electric eld by accumulating a charge on two closely spaced, insulated conductive plates.

“We sell these little things called capacitors,” Merchant says. “A car used to have 2,000 of them. Now they have 30,000. Even if they make fewer cars, our content continues to increase. at’s how we’ve grown so much over the last 10 to 15 years.”

Between Roscoe Merchant and Brook Merchant, and new president Mallerie Merchant — daughter of Brook and great-granddaughter of Roscoe — was John Merchant, who was convinced to drop out of college to take over for Roscoe when he was stricken with cancer in 1959.

“He had to sink or swim, and he survived pretty well,” Brook says of his father’s time at the company’s helm.

R.C. Merchant & Co. has grown from a humble beginning to an enterprise with regional operations across the Great Lakes — including Michigan, Indiana, Ohio, and Kentucky. e company maintains two divisions: the largest representing electronic components and the other representing electrical manufacturers, which focuses on data centers.

“ ere’s new technology emerging that’s really good for the rep model,” Mallerie Merchant says. “ ere’s a huge need for manufacturers who want to take their technology to market, and they don’t have the capabilities in customer relationships or the money to hire a sales sta .”

More than salespeople, Merchant’s reps function much like technical advisers, according to the company.

Although technology is bringing change to every industry, Mallerie Merchant sees a bright future for the company that she’s leading into its second century.

“We’re seeing a shift in how typical rep agreements are structured, due to industries becoming more global,” she says. “But I don’t think we’re seeing a decrease in the need for a technical salesperson who has deep relationships. Technology can replace some of the administrative things associated with sales, but it doesn’t replace the relationships.”

Relationships, expertise, and experience are what have kept R.C. Merchant going for more than 100 years.

“We have a lot of tenure on our sales team,” Mallerie Merchant says. “ e most important thing for a rep rm is relationships with your lines (products) and your customers. ere are customers with whom we have multigenerational relationships.”

Brook Merchant says the success and longevity of the company that bears his name is due to more than technical expertise.

“We strive to forge really close relationships with our customers,” he says. “ at developed because of our integrity and our morals. We don’t lie. We don’t cheat. We don’t hold people up for kickbacks, which is stu that used to go on in Detroit.”

Mahjong Mania

A new gathering space in downtown Birmingham has found its groove, thanks to a centuries-old tile game.

BY DAN CALABRESE | JENNY RISHER

For one entrepreneur looking to make the most of a family-owned storefront in downtown Birmingham, the key turned out to be a burgeoning cultural phenomenon: the tile game Mahjong and the exploding demand for opportunities to learn and play it.

A factor that simple has brought energy to a whimsical space that was looking for a purpose.

Nestled between an antiques store and a specialized boutique sits a storefront on Pierce Street that’s impossible to overlook. The window reads “You Are So Beautiful” in a playful pink script. Behind it lies Danialle’s Clubhouse, metro Detroit’s newest gathering spot, where women walk in as strangers and leave feeling right at home.

All genders are welcome, of course, but founder Danialle Karmanos, a philanthropist, video producer, and founding board member of the Museum of Contemporary Art Detroit, has created a new venture with a clear mission.

The space had been in the Karmanos family for 10 years. The upstairs serves as the Karmanos family’s office, from which various business and philanthropic endeavors operate, including MadDog Technology and related ventures.

The latter business, which operates a suite of businesses in the tech sector, was founded by her husband, Peter Karmanos Jr. He serves as chairman of MadDog Technology, while Danialle serves as CEO.

The building’s street-level space sat waiting for a decade; it was a storefront with potential but no defined purpose. At one point it was considered for use as a meeting space, “but that didn’t sound fun,” Karmanos laughs. “It didn’t feel like what the community needed.”

SUITS AND HONORS

Taking the opportunity to offer something new that builds networking and comraderie, Danialle Karmanos, CEO of MadDog Technology, launched Danialle’s Clubhouse along Pierece Street in downtown Birmingham.

Everything changed when she and her team began brainstorming. What could this space become? What did Birmingham need? What would make people exhale when they walked in the door?

“I have always come from a place of service,” Karmanos says. “It’s about what’s going to work for the community. So we just put out all these things during our brainstorm to see what would resonate. I couldn’t have anticipated it would go gangbusters the way it did.”

They tossed out dozens of ideas. Then two themes repeated themselves more than any others: Mahjong and menopause.

The true heartbeat of the Clubhouse is Mahjong, a centuries-old Chinese tile game with more than 40 variations. The name is derived from the Chinese word for sparrow, given the clattering of Mahjong tiles sounds like birds chirping.

While Mahjong has been available to play online for years, the recent explosion in its popularity has been driven by factors such as Tik Tok and its growing role in social gatherings. Eventbrite recently reported that listings involving Mahjong have tripled since 2023.

And the waitlist? It’s climbing by the minute.

To bring Mahjong to life, Karmanos partnered with Jamie Austler, founder of Mah Jongg Mommas.

“Everywhere I looked, every person I asked, the only recommendation I heard was Jamie,” Karmanos says. “It became clear from day one that she was the person we needed to partner with.”

It wasn’t long before Austler walked in for a session — carrying tiles, racks, and mats. Soon, students gathered around the sets, choosing their tiles the way kids choose candy in a store.

“It is and it isn’t complicated,” Austler says. “When you first learn, it really is complex. There’s a lot of information that’s thrown at you. There’s a little book you can buy that’s like 50 pages. Some of it is strategy, but a lot of it is the rules. There’s not an easy way to teach it where you can say, ‘Here’s the rules, let’s go play.’ ”

Austler’s first hour is often just orientation.

“I tell people when I start, your head is going to swim,” Austler relays. “When you leave here, you’re going to feel like, ‘What did I just do?’ But that will calm down later in the day. And when you come back the next week, you’re ready to go and you kind of understand what’s going on.”

If players arrive thinking they can understand Mahjong by comparing it to other card games, they have to reconsider that idea quickly.

“When we play a card game, we already know diamonds are diamonds and spades are spades,” Austler explains. “With Mahjong, you have to learn the tile names, the suits, the winds — that’s your first goal.

“And then, of course, you’ve seen the Mahjong card, right? It’s an insane amount of information. It’s almost like a foreign language. It’s kind of like learning piano or some kind of instrument, because you have to read the music to understand what’s going on.”

The group that shows up is usually quite eclectic. One player is in sleek black leggings, another’s in a tailored blazer straight from the office, someone else in sweats, and there’s a woman in heels who stopped in between business meetings.

No one notices, and no one cares. At the Clubhouse, Mahjong has a way of equalizing life’s playing field. The tiles don’t ask who you are, what you do, or how put-together you look today. It’s a rare space where performance drops, judgment disappears, and everyone settles into the simple pleasure of being fully themselves.

Ask Austler what new players struggle with most, and her answer is unexpected: Colors.

“They want to correlate the color on the card with the tiles,” Austler says. “I have to repeat myself that the color on the card is just a suit change. One color means one suit, two colors means two suits, three colors means three suits. But it doesn’t mean you have to play ‘bams’ because it’s green or ‘cracks’ because it’s red. People are into matching, and with this, you can’t. That’s a huge hurdle.”

As challenging as it may be for players to master the game, they find in the course of the experience that they’re enjoying another benefit — a restoration of civility.

“I do think we’ve lost a lot of our manners and our respect for other people,” Austler says. “This game also teaches that. When you’re doing a joker swap, you have to ask and do a hand-to-hand swap. You’re not supposed to just reach over and take the tile. There’s courtesy in the game, and we have to follow it.”

Austler says one of the rst things that appealed to her about Mahjong was that the game is generational.

“For me, it was amazing because I got to play with my grandmother,” she says. “My youngest daughter (has been) at the Mahjong table since she was born. I would just hold her, or somebody at the table would hold her, while we played — until she got too big and started crawling around.”

And her grandmother’s tiles are still being utilized today.

“My grandmother’s set is on generation four,” she says. “My kids can play with it. Whenever you play, it’s like playing with history.”

In the context of Danialle’s Clubhouse, Austler sees Mahjong as a natural t.

“I think it’s the ability to sit down with somebody and play,” she says. “ ere aren’t a lot of games where you go and meet people and play like this. e guys have poker. For women, there hasn’t been as much. And this isn’t just a women’s game — my goal this year is to get more men involved — but right now women are really nding something here.”

Part of the appeal is that once you get the hang of it, the game uses just enough brainpower to keep everyone engaged, but not so much that conversation stops.

“You can still sit and have a conversation,” she says. “We’re playing, and at the same time, it’s, ‘Hey, how are your kids? Did so-and-so get into that college? What’s going on with your mom?’ You’re playing and catching up at the same time.”

EXCHANGING TILES

Below Top: Anne Roche and Danialle Karmanos chat during a game of Mahjong.

Below Bottom: Jamie Austler, founder of Mah Jongg Mommas, coaches a new player. Her business has soared since Danialle’s Clubhouse opened.

EXPERT ADVICE

While Mahjong has exploded as a cultural phenomenon, and the desire to learn the game has driven steady demand to downtown Birmingham’s Danialle’s Clubhouse for lessons, founder Danialle Karmanos makes it clear the Chinese board game is just one of two primary topics she gets asked to include in Clubhouse programming.

The other is menopause.

“So many women tell us they want to have a safe space to talk about this issue,” Karmanos says. “We knew we could bring together great programming that would respond to what we were hearing.”

Karmanos and her team began working with Henry Ford Health on an event that took place last December. The occasion featured a panel of experts on menopause — and the space was packed. More events on the topic are planned.

Tickets for “The Hormone Conversation We Never Had” quickly sold out at $125 apiece.

The presenters included three Henry Ford Health practitioners:

• Dr. LeAnne Roberts, a board-certified OB/GYN and Menopause Society-certified practitioner who helps women navigate hormonal transitions with confidence.

• Dr. Sindhu Koshy, a board-certified cardiologist and Menopause Society-certified practitioner who focuses on women’s heart health and the connection between cardiovascular changes and menopause.

• Dr. Carrie Le , a board-certified physician and certified medical provider who integrates comprehensive menopause support into her primary care practice.

According to Koshy, conversations about menopause are rare because medical professionals don’t know what to say about anything they can’t treat, other than “good luck.”

For the attendees, the conversation provided an outlet where they could share their experiences and feel less isolated. “It was a huge hit, and everyone is demanding more events,” Karmanos says.

— Dan Calabrese

Fellow Birmingham shop owner Janine Esshaki has a unique perspective on the game’s exploding popularity. She started playing in February 2025, but she has also felt Mahjong’s impact on her bottom line. At her store, The Good Day, Mahjong-related items are flying off the shelves.

THIS SPACE WAS ALWAYS MEANT TO BRING PEOPLE TOGETHER. MAHJONG JUST TURNED OUT TO BE THE PERFECT EXCUSE.”— DANIALLE KARMANOS

It felt, to Austler, like watching kids find joy in a special treat.

“As a Mahjong teacher, I enjoy watching them be excited about the tiles,” she says. “I think that’s where it begins — the love of the tiles.”

“It’s a big seller,” Esshaki says. “This morning I got a text at 7 a.m. from a customer who bought a full set — you’re talking a $650 purchase — asking me to put it together for her.”

As recently as a year ago, Esshaki admits she knew little about Mahjong, and wasn’t sure how to answer the growing number of requests she was getting from customers.

“I had no idea what I was selling,” she says. “When the new 2025 cards came out and everyone was coming to the store asking if we had them, I reached out to Danialle.”

While she found it helpful to better understand her customers’ needs, she also had a genuine interest in learning the game.

“I think the game is fascinating because it’s so complicated,” she says. “It’s different from having a glass of wine with your friends and playing cards. I won’t even have a glass of wine. You have to focus. It’s so complicated and tricky.”

But she also finds Mahjong highly social and easy to become enthralled with, to the point where she and some friends recently played with a travel set on a flight.

Kori Shaw recently moved to the Detroit area from California, where she already had a committed group of Mahjong friends. She started coming to the Mahjong sessions at Danialle’s Clubhouse to further develop her skills, and has been pleased with the result.

“Jamie is a fabulous teacher who breaks down the game and makes it clear, while revealing layer upon layer of strategy and new ways of seeing the game,” Shaw says. “My California group is in for a surprise.”

Shaw continues to travel back and forth between Detroit and California, where her business interests include perfuming, bespoke blending, and corporate events. She has a background in mechanical engineering, as well, and sees some relatable qualities to Mahjong.

“Mahjong is about creating order out of chaos,” Shaw says, “and there’s something satisfying about how the game is played.”

According to Austler, her first group had 16 people occupying four tables. When she brought out the sets of tiles, the players were entranced by the variety of looks and styles. She says she encouraged players to sit wherever they saw a set they liked.

BONDS OF LIFE

Mahjong has proven to be a game that’s highly social, making it easy to meet new friends. The Chinese game combines skill, strategy, calculation, and a little bit of luck, and is often played within multigenerational families.

The exploding demand for Mahjong lessons has certainly been a solid business opportunity for Austler. She credits Karmanos for opening that door for her. At the same time, she sees the business benefit as flowing from the connection between people — which is really what the Mahjong phenomenon is all about.

“It just snowballed,” she says. “People were asking, ‘Can I get into this class? Can I join that one?’ I’ve always been the type to ask, ‘How can I make a little more money here, a little more there?’ But this — this has been different. This has been about meeting people and finding more people to play with. The business side followed.”

Now, Austler’s students regularly graduate into ongoing groups; some even join her at the Clubhouse for open play.

Learning to play takes three sessions and costs $200. After that, open play is available for $16 per session. For those who prefer to continue with guided play, it’s available for $40 per session.

“My hope is that people take it further,” Austler says. “You learn here, and then you play with friends, with family. I want it to be an intergenerational game. Your kids know how to play. Your husband knows how to play. You’re not just sitting on the sidelines while someone else plays; you’re at the table together.”

For Karmanos, that’s exactly the kind of story the Clubhouse was built to host.

“This space was always meant to bring people together,” she says. “Mahjong just turned out to be the perfect excuse.”

And Danialle’s Clubhouse has turned out to be a fitting venue for an exploding trend that was looking for a place to flourish.

Michigan’s private foundations, many born from the state’s industrial heritage, provide billions of dollars to support education programs, the arts, and public welfare.

BY NORM SINCLAIR

IFSUPPORT

n a nod to the visionary leaders of Michigan’s historic industrial and manufacturing past, many private foundations established decades ago continue to make a critical and lasting impact on the civic life of communities across the state, around the nation, and abroad.

e state’s three largest private foundations, among the largest and most famous in the country, have names synonymous with Michigan’s early commercial might — Kellogg, Kresge, and Mott.

Because of their expertise and combined endowments nearing $17 billion, these foundations help backstop local government programs in areas like health care, children’s welfare, education, the arts, the environment, civic development, and more.

rough long-term investments in various community measures, or in urgent situations where their resources are needed immediately, foundations have played major roles in civic life in Detroit and around the state.

WEST SIDE STORY

The Ralph C. Wilson Jr. Centennial Park opened last October along Detroit’s west riverfront. The 22-acre oasis was largely funded by the Ralph C. Wilson Jr. Foundation, which has o ces in Detroit and Bu alo, N.Y.

From providing health care cash for pregnant Detroit women and for babies up to 6 months old to saving Marygrove College — a 92-year-old landmark college — from extinction, while revitalizing the school’s northwest Detroit neighborhood, foundations have answered the calls for help.

e two newest and most visible foundation-inspired developments in metro Detroit are the Ralph C. Wilson Jr. Centennial Park, which opened last October on 22 acres along the Detroit riverfront, and the stunning four-year, $50 million transformation of the dated 75-year-old St. John’s Catholic seminary property in Plymouth Township into Saint John’s Resort, now one of the top-rated golf and events centers in southeast Michigan.

With a new 18-hole championship golf course, a hotel, ne dining, and a special events center, the former seminary is a revenue generator for its owner and developer, the Pulte Family Charitable Foundation. As part of its mission, 100 percent of the resort’s earnings are dedicated to charitable work.

Ralph C. Wilson Jr., a resident of Grosse Pointe Shores, owned one of the largest independent insurance agencies in Michigan and was the founding owner of the Bu alo Bills National Football League team.

Following his death at age 95 in 2014, the business and football team were sold and $1.2 billion of the proceeds was used to establish the foundation bearing his name.

e Wilson Foundation has a 20-year limit on its existence — a mandate that requires it to spend all its assets by Jan. 8, 2035. e money is dedicated to

improving the quality of life in the communities Wilson lived in and loved — southeast Michigan and western New York.

Specifically, the foundation’s programs are directed at supporting early childhood and youth activities, parks and trails, aiding working families and caregivers, entrepreneurship initiatives, economic development, and supporting other nonprofits in their initiatives.

The Wilson Foundation donated $40 million to build the riverfront park and $10 million for an endowment to maintain the facility years into the future. Additional capital support will be provided to connect the park to the east and west riverfront areas and to the Southwest Greenway, which connects Corktown to the river.

Former Mayor Mike Duggan said at the park’s opening ceremony that the Wilson investment will amount to $74 million in benefits to the community.

Another foundation from the world of sports that contributed to developing the Centennial Park

RIVER RETREAT

The Detroit Riverfront Conservancy oversaw the design and construction of the Ralph C. Wilson Jr. Centennial Park. Major sponsors included the William Davidson Foundation, Delta Dental of Michigan, and DTE Energy. Above is a bear-themed slide, while at right is the William Davidson Sport House.

is the William Davidson Foundation in Bloomfield Hills, which was established by Bill Davidson, the beloved owner of the Detroit Pistons and its former home arena, The Palace of Auburn Hills.

The Davidson Foundation donated $10 million to build one of Centennial Park’s major attractions, the William Davidson Sport House. The 28,000-square-foot, open-air pavilion has two year-round basketball courts adorned with the Pistons logo.

The structure also will be used for community events, yoga, and other fitness programs. Davidson created his foundation in 2005, four years before he died at age 86.

In his day job, Davidson owned Guardian Industries in Auburn Hills, one of the largest automotive and architectural glass companies in the world. The company did business in 150 countries on five continents, with a workforce of 19,000 employees.

His sports empire included the Pistons, the former Detroit Shock WBA team, the Tampa Bay Lightning NHL team, and the Detroit Fury arena football team. His Pistons and Shock teams each won three championships under his stewardship, and he was inducted into the Naismith Basketball Hall of Fame.

The Lightning have won the Stanley Cup three times.

Backed by an endowment of more than $1 billion, the Davidson Foundation has donated more than $500 million to local Jewish federations and causes in Israel. Local beneficiaries of his generosity include the Detroit Riverfront Conservancy, Michigan Opera Theatre, the Detroit Institute of Arts, and various educational endeavors.

When the Pulte Family Charitable Foundation began its renovation of Saint John’s Resort, Plymouth Township Supervisor Kurt Heise hoped the project would be a big boost for the region and the township.

Since its opening, guests from all over the U.S., international visitors from Europe and Japan, and a LIV golf championship that was televised around the globe have fulfilled Heise’s hopes.

The Pulte Family Charitable Foundation was established in 1990 by the family of William J. Pulte, a Detroit native who created the nation’s largest home builder and went on to take the company public as PulteGroup.

The foundation supports Catholic values and focuses on serving the most marginalized members of the community by feeding the hungry, providing affordable housing, and improving the lives of disadvantaged youth, the aged, and the emotional and physically disabled.

The conversion of Saint John’s Resort and its grounds began with building a new golf course designed by Raymond Hearn, one of the state’s foremost golf course architects.

Hearn carved out a 7,007-yard, 18-hole championship showpiece from the grounds of the old 27-hole layout. He also created a seven-hole walking Par 3 course with greens mimicking famous greens on famed courses in the British Isles. A full-service practice facility completes the golf course, aptly named e Cardinal.

Last August, the resort made its worldwide debut to glowing acclaim when it hosted the Aramco LIV Golf Team Championship. e positive response from fans, players, and viewers spurred a return visit; this year’s event is scheduled for Aug. 27-30.

Kevin Doyle, COO of the Pulte Foundation, says play on e Cardinal will be limited this season to about 25,000 rounds, to preserve the condition of the layout for the LIV tournament.

“We’re in Saint Johns for the long run. We certainly want to get rounds on the golf course,” Doyle says. “It’s an income-generator and helps fund the mission that’s so important to us, but we also don’t want to push through so many rounds that we’re spending a lot of money in the long run to just keep the place up.”

Players, tournament o cials, and fans will enjoy the renovated 118-room hotel as well as three dining and entertainment venues — the upscale FIVE Steakhouse, e Wine Grotto, and Doyles Irish Pub.

e most expansive remake is a 24,000-square-foot event space, e Monarch, with seating for up to 1,000 guests. e three-story events building also

includes a 15,000-square-foot ballroom with glass skylights and a 200-foot-long glass wall that opens to a courtyard with casual seating and re pits (weather-permitting).

“Our vision for Saint John’s when we began this journey in 2021 was that this can truly be a destination (and) an oasis in the metro Detroit area. And it can be a one-stop-shop for events, travelers, business associates — a place where they can come and be here for days and feel like everything is here in one place,” Doyle says.

He describes e Monarch as the most luxurious event space in the area, if not the state.

“Our development plan is now paused after, I guess, almost four years, as this place continues to grow and take on a life of its own,” he says.

Doyle emphasizes that the resort’s earnings are a positive for the Pulte Foundation’s charitable giving, providing cash every year for the causes and organizations it supports.

Alex Calderone, managing director and president of Calderone Advisory Group, a boutique turnaround rm in Birmingham, says the Saint John’s Resort model is one that other foundations may want to study.

“I characterize them as impact investing, kind of a capitalistic motive tied to a charitable cause,” Calderone says. “ ose who can gure out how to have a sustainable business model that generates revenue and income, supporting their causes well into the future and bolstering their nances to make them less reliant on donors, is absolutely a trend of the future. It’s a worthwhile feat for any charity to pursue that type of direction.”

Two other hotel properties join Saint John’s Resort in the Pulte Foundation’s Humanitarian Hotels portfolio.

Even as the remake of Saint John’s was underway, the foundation was funding a similar $40 million restoration of another historic property, the Inn at Stonecli e on Mackinac Island. With four restaurants, a spa, and three, three-bedroom cottages overlooking the Straits of Mackinac, this 1904 estate is now the epitome of luxury on the island.

e third hotel, a Hilton Garden Inn in Laramie, Wyo., adjacent to the University of Wyoming, is scheduled for a complete renovation and upgrade later this year. It will be rebranded as Graduate by Hilton Laramie when it reopens next year.

Doyle says the foundation’s performance at Saint John’s helped smooth the runway for the organization’s launch of the Catholic Initiative program in March 2025. e organization is dedicated to restoring and endowing Catholic churches and schools, and constructing specialized housing for persons with disabilities.

e initiative, part of the foundation’s Legacy of Hope outreach, gained unprecedented approval from the Vatican, allowing the Pulte Foundation to purchase, restore, and endow Catholic churches and schools so that parishes can thrive well into the future.

Under the initiative’s charter, the foundation purchased Corktown’s historic Basilica of Ste. Anne, the second-oldest continuously operating parish in the country. e ownership was then transferred in a 200-year lease to a newly created 501(c)(3) nonpro t organization. e Pulte Foundation assumed the $50 million tab for renovating and maintaining the property into perpetuity.

Doyle says even though Ste. Anne parish has a vibrant community of 700 members, the burden of repairing and maintaining the basilica and campus was an impossible task for the clergy and support personnel.

“We have an ironclad lease that ensures that no matter what happens in future iterations of our leadership, they can’t change it (and) we can’t sell it without the church’s approval, and even with that, the lease has to hold,” he says.

While taking the responsibilities of fundraising o the church, the initiative allows the Pulte Foundation to bring in help for the parish with personnel on its team who have experience operating Catholic schools, Doyle says.

In the past six years, the Pulte Family Charitable Foundation has donated more than $180 million in grants to charitable causes. It also has committed $111 million for the next three years for Legacy of Hope/Catholic Initiative projects, including the Basilica of Ste. Anne.

Unlike the relatively new Wilson and Pulte foundations, Michigan’s most senior foundations — Kellogg, Kresge, and Mott — have been operating for nearly the past century.

e W.K. Kellogg Foundation Trust, with assets of $8.9 billion and annual revenue of $540 million, is the nancial muscle of the W.K. Kellogg Foundation. Created in 1930 by one of America’s original breakfast cereal giants, the foundation focuses on supporting children, families, the arts, and its communities. In 2021, Kellogg donated $483 million, the most it has distributed in a single year.

e Kresge Foundation germinated from a ve-and-dime store that opened as S.S. Kresge Co. along Woodward Avenue in Detroit in 1897. e foundation, chartered in 1924, has awarded more than $5.1 billion in grants

BE OUR GUEST

The Pulte Family Charitable Foundation acquired and renovated the Inn at Stonecli e on Mackinac Island, left, and is now upgrading the Hilton Garden Inn in Laramie, Wyo., below. It will be rebranded as Graduate by Hilton Laramie next year.

that expand opportunities for low-income residents in cities across Michigan and nationwide.

C.S. Mott, an engineer and founding investor in the edging General Motors Co. in Flint in 1908, established the Charles Stewart Mott Foundation in Flint in 1926. Mott served on GM’s board from 1913 to 1973 — the last survivor of the original auto industry giants who motorized America and the world.

OUR VISION FOR SAINT JOHN’S (RESORT) WHEN WE BEGAN THIS JOURNEY IN 2021 WAS THAT THIS CAN TRULY BE A DESTINATION (AND) AN OASIS ...”

— KEVIN DOYLE

GREEN AND WHITE

The Charles Stewart Mott Foundation and others celebrate the opening of the Michigan State University College of Human Medicine in Flint. It’s one of eight such MSU community campuses.

With assets of $3.7 billion, the Charles Stewart Mott Foundation has focused on Flint since its inception, donating more than $4.4 billion over the decades to support educational, environmental, and community causes.

e foundation has played a central role in donating hundreds of millions of dollars to Flint’s recovery from the disastrous 2014 water crisis. City residents and their children were exposed to lead poisoning after the city switched its municipal water supply to what became poorly treated water from the Flint River.

e impetus behind the creation of the Kellogg Foundation can be traced to severe near-sightedness su ered by founder Will K. Kellogg. As a boy, Kellogg was thought to be dimwitted and unintelligent, and didn’t get past the sixth grade in school. Not until he was in his early 20s and was examined by an optometrist did Kellogg learn that his perceived lack of intelligence was the result of previously undiagnosed near-sightedness.

Upon receiving corrective lenses, he educated himself through voluminous reading, earned a business degree, and went on to become successful as a company manager.

In the 1890s, in collaboration with his older brother, John, he accidentally discovered how to make wheat flakes that could be a tasty breakfast when baked and served with milk.

That discovery led them to develop corn flakes, the wonder breakfast-in-a-box formula that built the Kellogg fortune.

Will Kellogg went on to create the Kellogg international cereal empire based in Battle Creek. His miserable experience as a child prompted him to contribute $66 million to establish the W.K. Kellogg Foundation to benefit children.

“As a boy, I never learned to play,” Will Kellogg said in explaining his foundation’s initial focus on children.

In the decades since its creation, the foundation has been a force for good in its hometown of Battle Creek, as well as in Detroit.

Among its most generous investments is $51 million that went to Battle Creek Public Schools in 2017 to improve K-12 education. A similar amount was pledged in the Hope Starts Here initiative, in partnership with the Kresge Foundation, to remake Detroit’s early childhood education system.

The Kellogg Foundation has invested millions more in child care programs, Head Start funding, the Motown Museum in Detroit, minority-owned small businesses, health care, and healthy food programs across the state.

Michigan’s other charitable heavyweight, the Kresge Foundation, has its roots in Sebastian S. Kresge’s retail empire.

The first store announced its new discount market approach with a sign above the front door that read: “Nothing over 10 cents.”

A second store in Port Huron and a third in Pontiac opened by 1900. Within 25 years, the Kresge discount chain of stores had grown to more than 300 locations.

On June 11, 1924, Sebastian Kresge established the Kresge Foundation in Detroit with an initial donation worth nearly $1.4 million; it included real estate leases and a $200,000 loan.

The foundation’s goal, Kresge said, was to promote “philanthropic and charitable means of human progress.”

The first distribution by the foundation was a modest $100 to the Salvation Army of Detroit in 1925, followed by $100,000 to the Detroit YMCA.

In 1926, Kresge announced a donation of 500,000 shares of common company stock worth approximately $22.5 million that pumped up the endowment over the next half century. Kresge would eventually donate more than $60 million of his personal fortune to the foundation.

The S.S. Kresge company took on a new persona in 1962 when then President Harry B. Cunningham opened the first 80,000-square-foot KMart discount store in Garden City.

That year the company operated 820 stores with total sales of $450 million under both brands. KMart eclipsed the Kresge stores, the last of which was sold in 1987. The Kresge Foundation, always a separate entity from the two retailers, sold its KMart stock at that time for a net gain of $193 million.

KMart went on to become a global company with more than 2,100 stores and sales of $31 billion by 1996. Intense competition from Walmart and inept management drove the company into bankruptcy in 2002.

Since its inception in 1924, the Kresge Foundation has made more than $5.1 billion in grants, focusing $1 billion in Detroit alone.

Last fall, the foundation re-emphasized its commitment to Detroit in a major announcement that it was moving its headquarters to the campus of the former Marygrove College on McNichols Road in northwest Detroit from its longtime home along W. Big Beaver Road in Troy.

In Detroit, Marygrove — with its nearly 100-year-old Tudor Gothicdesigned landmark — ended its undergraduate program in 2017, struggling with more than $25 million in debt.

The Kresge Foundation helped restructure that debt and underwrote the creation of the Marygrove Conservancy. Kresge also committed $50 million to keep the campus afloat as a P-20 institution, offering prenatal to post-graduate programs.

In conjunction with its announced move to the Marygrove campus, Rip Rapson, president and CEO of the Kresge Foundation, unveiled a $180 million investment over five years for housing stabilization, public space enhancements, and financial support to residents and businesses in neighborhoods surrounding Marygrove.

The 70,000-square-foot new Kresge Foundation headquarters, to be built on the campus, will have space for its 130 employees and will provide meeting areas and other facilities for community use.

“The purpose of these foundations is to fundamentally improve the communities that they serve,” Calderone says. “Do I think that we are blessed in Michigan to have so many great foundations that provide so many services to the community? The answer is absolutely yes.”

KRESGE FOUNDATION TROY

Through grantmaking and social investing, the Kresge Foundation advances equity and expands opportunity in Detroit and other American cities in the areas of arts and culture, education, the environment, health, and human services.

Total assets: $4B

Total revenue: $279M kresge.org

CHARLES STEWART MOTT FOUNDATION

FLINT

The Mott Foundation supports nonprofit organizations that are working to strengthen its hometown of Flint and communities around the world. Areas of focus include youth engagement, the environment, and a civil society.

Total assets: $3.7B

Total revenue: $136M mott.org

WILLIAM DAVIDSON FOUNDATION

BIRMINGHAM

The William Davidson Foundation is a private family foundation that honors its founder and continues his lifelong commitment to philanthropy, advancing for future generations the economic, cultural, and civic vitality of southeast Michigan, the state of Israel, and the Jewish community.

Total assets: $1.1B

Total revenue: $28M williamdavidson.org

RALPH C. WILSON JR. FOUNDATION

DETROIT

The Ralph C. Wilson Jr. Foundation is a 20-year limited-life foundation dedicated to improving the quality of life in southeast Michigan and western New York. Its investments are guided by community voice, powered by strong partnerships, and rooted in a commitment to inspire and drive meaningful change beyond its closing in 2035.

Total assets: $1B

Total revenue: $89M ralphcwilsonjrfoundation.org

FOUNDATIONS IN MICHIGAN

RANKED BY TOTAL ASSETS

HERBERT H. AND GRACE A. DOW FOUNDATION

MIDLAND

The Herbert H. and Grace A. Dow Foundation was established for religious, charitable, scientific, literary, or educational purposes for the benefit of the inhabitants of the city of Midland and of the people of the state of Michigan.

Total assets: $621M

Total revenue: $40M hhgsdowfdn.org

W.K. KELLOGG FOUNDATION

BATTLE CREEK

The W.K. Kellogg Foundation supports children, families, and communities as they strengthen and create conditions that propel vulnerable children to achieve success as individuals and as contributors to the larger community and society.

Total assets: $454M

Total revenue: $375M wkkf.org

SKILLMAN FOUNDATION DETROIT

Through grantmaking and partnerships, the Skillman Foundation supports the power of students, parents, and educators to modernize the education system in lockstep with policymakers and influencers across Michigan. It serves to strengthen K-12 education, after-school programming, child-centered neighborhoods, youth and community leadership, and racial equity and justice.

Total assets: $406M

Total revenue: $21M skillman.org

FRED A. AND BARBARA M. ERB FAMILY FOUNDATION BIRMINGHAM

The Fred A. and Barbara M. Erb Family Foundation envisions a flourishing, healthy, and resilient Great Lakes ecosystem and a culturally vibrant, sustainable southeast Michigan. Toward this end, it strengthens the cultural and environmental organizations that share its vision to make this a reality.

Total assets: $363M

Total revenue: $17M erb .org

IRVING S. GILMORE FOUNDATION KALAMAZOO

The mission of the Irving S. Gilmore Foundation is to support and enrich the cultural, social, and economic life of greater Kalamazoo. The priorities of the foundation include: the arts, culture, humanities, human services, education, community development, and health and well-being.

Total assets: $352M

Total revenue: $26M isgilmore.org

EDSEL AND ELEANOR FORD HOUSE

GROSSE POINTE SHORES

Ford House is the historic lakeside estate of Eleanor and Edsel Ford, designed to be a place of family, creativity, community, and connection. It was the home where Eleanor and Edsel Ford raised their children — Henry II, Benson, Josephine, and William Clay; hosted artists and innovators; and nurtured their shared love of design, nature, and culture.

Total assets: $299M

Total revenue: $5.7M fordhouse.org

MAX M. AND MARJORIE S. FISHER FOUNDATION SOUTHFIELD

The Max M. and Marjorie S. Fisher Foundation’s core philosophy is grounded in the beliefs of its founders and the family’s shared Jewish values that life’s purpose is found in service to others. The mission of the foundation is to enrich humanity by strengthening and empowering children and families in need. The foundation works to repair the world alongside those who share its mission.

Total assets: $280M

Total revenue: $6.3M mmfisher.org

THE WEGE FOUNDATION

GRAND RAPIDS

The Wege Foundation, which was initiated by the founder of Steelcase, is

mobility expertise to expand access to essential services, education for the future of work, and entrepreneurship.

Total assets: $195M

Total revenue: $53M fordphilanthropy.org

centered in west Michigan, mainly Grand Rapids. It plants seeds that develop leaders in economicology, health, education, and arts, and enhances the lives of people in west Michigan and around the world.

Total assets: $275M

Total revenue: $7.2M wegefoundation.org

RUTH MOTT FOUNDATION FLINT

Working with the community, the Ruth Mott Foundation connects people, ideas, and resources to cultivate trust, pursue justice, and promote civic engagement, and it is committed to a long-term vibrant and inclusive Flint.

Total assets: $256M

Total revenue: $8.6M ruthmottfoundation.org

DOW COMPANY FOUNDATION MIDLAND

The Dow Company Foundation strives to create positive social change through strategic investments that align with its social impact priorities. It is committed to finding innovative, sustainable, and inclusive ways to create solutions for business and positive social change.

Total assets: $237M

Total revenue: $11M corporate.dow.com/en-us/ purpose-in-action/global-citizenship/ grants-investments.html

MCGREGOR FUND DETROIT

The McGregor fund was founded to relieve the misfortunes and improve the well-being of humankind. Today the organization continues the McGregors’ legacy by focusing on racial equity and embracing the work of racial justice in its grantmaking.

Total assets: $209M

Total revenue: $5M mcgregorfund.org

FORD MOTOR COMPANY FUND DEARBORN

As the global philanthropic arm of Ford Motor Co., the Ford Motor Company Fund co-creates and invests in programs that build equity and apply

SAMUEL AND JEAN FRANKEL JEWISH HERITAGE FOUNDATION TROY

The Samuel and Jean Frankel Jewish Heritage Foundation primarily focuses on giving for Jewish services, the fine and performing arts, higher education, health organizations, and human services.

Total assets: $192M

Total revenue: $29M fconline.foundationcenter.org/ fdo-grantmaker-profile/?key=FRAN353

A. ALFRED TAUBMAN FOUNDATION

BLOOMFIELD HILLS

The A. Alfred Taubman Foundation supports nonprofit organizations in Michigan in areas including arts and culture, museums, Jewish organizations, health, medical research, and education.

Total assets: $186M

Total revenue: $278,420 taubmanfoundation.org

DOROTHY D. & JOSEPH A. MOLLER FOUNDATION

HILLSDALE

The Dorothy D. & Joseph A. Moller Foundation raises funds for a variety of social issues such as medicine, education, poverty, community development, and family issues.

Total assets: $183M

Total revenue: $7.9M

HERRICK FOUNDATION

ANN ARBOR

The Herrick Foundation was established to provide financial contributions to publicly supported charitable organizations in areas including housing, lifelong learning, and community well-being in southeast Michigan, northwest Michigan, and parts of Arizona and Montana.

Total assets: $179M

Total revenue: $7.1M herrickfdn.org

MEIJER FOUNDATION

GRAND RAPIDS

The Meijer Foundation provides grants, often in partnership with the broader Meijer company’s community e orts, focusing on education, human

services, and community development, primarily in the Midwest, for 501(c)(3)s — supporting everything from large projects to local food banks.

Total assets: $172M

Total revenue: $21M meijercommunity.com

HUDSON-WEBBER FOUNDATION

DETROIT

The Hudson-Webber Foundation is a private, independent grantmaking organization created to support organizations and institutions that move the city of Detroit forward in areas including arts and culture, the built environment, community and economic development, safe and just communities, and policy and research.

Total assets: $171M

Total revenue: $5M hudson-webber.org

VERA AND JOSEPH DRESNER FOUNDATION

DETROIT

The Vera and Joseph Dresner Foundation is dedicated to transforming lives in profoundly positive ways through grants focused on health, youth, and animal welfare.

Total assets: $148M

Total revenue: $5.8M dresnerfoundation.org

FREY FOUNDATION

GRAND RAPIDS

The Frey Foundation invests in, empowers, and works alongside local organizations to create systemic changes in what it calls the Pillars of Place: building community, children and families, community arts, and the environment.

Total assets: $147M

Total revenue: $1M freyfdn.org

ROLLIN M. GERSTACKER FOUNDATION

MIDLAND

The Rollin M. Gerstacker Foundation was founded to carry on, indefinitely, financial aid to charities of all types supported by Mr. and Mrs. R.M. Gerstacker during their lifetimes. These charities are concentrated in the states of Michigan and Ohio.

Total assets: $140M

Total revenue: $14M gerstackerfoundation.org

Source: Cause IQ

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Proving Grounds

The Detroit Three automakers have consolidated their respective operations to boost productivity and e ciency, but will it be enough to meet intense competition from China?

BY TOM BEAMAN AND R.J. KING

The Detroit ree automakers have never been in a better position since the great land rush of 1850, when the development of marine engines ignited a manufacturing boom.

As more factories were built along the Detroit River, already dominated by a century of shipbuilding, by 1915 nearly 50 auto manufacturers and 100 suppliers were competing ercely for land.

e result was that the automakers, like everyone else, acquired whatever parcels were available — often regardless of location. Eventually, the bulging, disparate real estate holdings served to limit pro ts and hamper innovation, and wear down employees who had to commute from one or multiple locations on any given day.

Today, General Motors Co., Ford Motor Co., and Stellantis — some completing the journey sooner than others — have reached, by historical standards, an unprecedented achievement by consolidating their once vast real estate holdings into seven hubs.

It couldn’t have come at a better time. With China intent on dominating the global auto industry, each member of the Detroit ree needs to shorten vehicle production times by maximizing design, engineering, testing, and production.

At the same time, the industry is at the dawn of a new era where human creativity and AI work hand-in-hand to accelerate breakthroughs in vehicle hardware, software, and mobility. Stellantis, for example, has more than 150 active AI projects around the world, all working to provide customers with a smarter in-car experience, personalized and intelligent trip planning, and better quality.

Ford Motor Co. in Dearborn is the latest to fuse its operations to drive added e ciency. rough a stroke of good fortune, the company’s executives, engineers, designers, and, yes, even test drivers, are now clustered together.

Making the move last November from its iconic Glass House along Michigan Avenue to the original Henry and Edsel Ford Research and Engineering Center along Oakwood Boulevard, the new Henry Ford II World Center is the capstone of years of consolidation.

In addition to its executives being within walking distance of the tech labs, design studios, advanced robotics, and wind tunnels on the research campus, the Dearborn Development Center, located on the site of the former Ford Airport, is directly across the street.

e 260-acre proving grounds, with its miles of test tracks, allows Ford personnel to quickly travel between the headquarters, R&D center, and testing facilities. e Dearborn test track is complemented by the Michigan Proving Grounds in Romeo, which contains more than 100 miles of varying durability layouts across 3,880 acres.

GM once had dozens of operations spread across the region, but today its local footprint consists of the Warren Technical Center and Milford Proving Grounds, along with executive o ces at Hudson’s Detroit. Stellantis, then known as Chrysler Corp., established its local technology center in Auburn Hills 35 years ago after leaving its original campus in Highland Park; its new vehicles are tested at the Chelsea Proving Grounds.

e larger picture of e ciency comes from the reduction of employees traveling to multiple locations on a daily basis, itself a productivity linchpin to speed the development of new vehicles within an increasingly competitive global landscape.

All told, the Detroit ree and their suppliers, along with all of Michigan, have a lot at stake in raising productivity levels as one way to better compete with China.

Consider the state’s established economic and labor resources: $348 billion in annual economic output; $37 billion invested by automakers and suppliers since 2020; a 98,000-plus engineering workforce; 8,518 patent lings in 2024 (one of four U.S. Patent O ces is in Detroit); 14 proving grounds; and four R1 universities, a classi cation given to doctoral institutions with “very high research activity.” In addition, 25 automotive OEM R&D and technical centers and 95 suppliers are located in Michigan.

But while the Detroit ree have a lot to brag about, the “great wall” is looming.

Recent headlines sum up the competition: “BYD Overtakes Tesla as World’s Top EV Seller” (CNBC) and “I Test Drove a Chinese EV. Now I Don’t Want to Buy American Cars Anymore,” by e Wall Street Journal’s technology columnist. In turn, Reuters reported last September that China had replaced Germany and moved for the rst time into the top 10 of the United Nations’ annual ranking of most innovative countries, as rms in Beijing invest heavily in research and development.

“Michigan cannot expect to win the future of the (mobility) industry through legacy alone,” says Glenn Stevens Jr., executive director of MichAuto and chief automotive and innovation officer at the Detroit Regional Chamber.

“Our hometown teams are competing on a scale and against a competitive force that they’ve never done before. Chinese companies like Xiaomi and BYD are bent on dominating the global market. But it’s not just the scale; it’s the speed of innovation, the tools they’re using, the assembly processes, design and engineering, vehicle structure, and electronics. It is happening, and we have to embrace it.”

In addition, China has an abundance of cheap labor and the world’s largest reserve of precious metals to help speed product development.

The Detroit Three state they are positioned to meet China’s wave of new, lighter, and greener vehicles, and are working to reduce costs across the board.

“At Ford, we’re … focused on applied research, understanding the problems of our customers, including the manufacturing organization, the development staff, dealerships, and the actual end customer, then applying our research to how we can solve the biggest problems,” says Matt Jones, head of global technical strategies and research and advanced engineering at Ford.

Apart from southeast Michigan, Ford’s research and advanced engineering activities, like those of its competitors, span the globe. Ford satellite hubs are located in Canada, the U.K., Germany, and Australia. It also has product development centers in Thailand, India, China, Turkey, South Africa, Saudi Arabia, and Dubai.

To advance innovation, Ford periodically hosts “pitch days” in the U.S, U.K., and Germany, where business incubators, early stage companies, and startups — both from inside and outside the company — gather to share their latest ideas.

“It’s not like ‘Shark Tank,’ where you’re in or out,” Jones says. “We bring the right people from across our massive product development and R&D organizations to meet these companies so that we can jointly ideate where this could help in the future.”

The idea for Canopy, Ford’s AI-driven truck bed camera security system, began in the company’s internal incubator and was spun out as a joint venture between Ford and ADT. Ford fully acquired Canopy in 2024.

While not exclusively a Ford R&D hub, Michigan Central, the 30-acre district anchored by Michigan Central Station in Detroit’s Corktown neighborhood, is home to Ford’s Model e (electric vehicle)

and autonomous vehicle business units, and more recently became the headquarters of Lincoln. But beyond Ford Motor itself, Michigan Central has become what participants call the center of gravity for emerging industries.

In 2025 alone, the Michigan Central Innovation District, which includes Newlab, attracted some 240 companies that collectively have accessed more than $1 billion from 30-plus venture capital firms. There are also partnerships with the University of Michigan Center for Innovation, Wayne State University, and Grand Valley State University.

At GM, the Dayton Engineering Laboratories Company, or DELCO, was founded in 1909 in Dayton, Ohio, by Charles F. Kettering and Edward A. Deeds. The firm’s signature achievement was the invention of the electric self-starter, first offered in the 1912 Cadillac. General Motors acquired DELCO in 1916, and it became the precursor to GM’s R&D enterprise (see sidebar).

But like its crosstown rivals, The General operated from multiple locations. Al Trombetta, a retired supervisor of the Midsize Car Division of GM’s North American Operations, who began his 33-year career in 1980, says that when he started, the automaker’s engineering groups were split by divisions.

Corktown neighborhood. Below: Ford’s new headquarters in Dearborn.

“They all had their own centers and were spread across the state,” Trombetta says. “Oldsmobile engineering was in Lansing, Pontiac Cars was in Pontiac, (and) trucks were spread out in suburban design shops, along with a huge building in Pontiac (now M1 Concourse and, in a separate area, the headquarters of United Wholesale Mortgage).

“Cadillac and Buick were in Flint. Saturn was in Madison Heights and Troy. All of these engineering sites eventually were closed down and moved to the Tech Center. I worked at most of these centers, and I spent a lot of time on the road going from one place to another.”

Over time, the automaker steadily expanded its Warren Technical Center. Still, the traditional methods of product development continued until 1998, when Larry Burns was appointed vice president of research, development, and planning. That’s when the old model was flipped.

Burns reported: “(Former GM CEO) Rick (Wagoner) sat down with me for lunch and said, ‘Larry, I don’t have time to think 10 years out, nor do the other members of the Automotive Strategy Board. And I’m curious, if you were going to invent the automobile today rather than 100 years ago, what would you do different? That’s what I want you to be thinking about.’ ”

To help answer that question, Burns’ team tore down a Toyota Prius and a Chevy Malibu to show Wagoner what they were envisioning.

“(Wagoner) looked at that and he got it,” Burns recalled. “He said, ‘This is going to be a software car and it’s going to really change the industry.’ ” Soon after, Burns restructured R&D around science labs and technology implementation.

“How do we get these ideas validated within the product development process?” he wondered.

Burns credits Wagoner for saving GM’s research initiatives. “The top finance and engineering people have so much short-term pressure, their budgets are never sufficient,” he says.

“Whenever our Strategy Board looked at quarterly earnings and saw we were missing our target, sure enough, someone would raise their hand and say, ‘Well, it looks like we’ve got to cut our R&D budget.’ And Rick would say, ‘No, we’re not going to do that. We can go bankrupt because we run out of money or we can go bankrupt because we’re obsolete on technology.’ ”

GM’s R&D activities today comprise 75 labs and 223,000 square feet of laboratory and testing space. The work is concentrated at the Kettering Research and Development Center at the Warren Tech Center, while related expertise can be found at the GM Proving Grounds in Milford (testing), Mountain View, Calif. (AI), Shanghai (materials), and Herzliya, Israel (software and robotics).

In turn, Hughes Research Laboratories, a vestige of former GM Chairman Roger Smith’s so-called “Lulu” acquisition of Hughes Aircraft Co. in

The Versailles of Industry

How General Motors Co. developed the first automotive research and development facility in Detroit, followed by the Technical Center in Warren.

BY TOM BEAMAN

BY THE MID-1920S, General Motors Co.’s research and engineering facilities were scattered in small buildings throughout Detroit.

But as the growth of the automotive sciences grew under research chief Charles F. “Boss” Kettering, the scope of work expanded far beyond what the original labs could support.

To bring more efficiency to its operations, GM consolidated its research and development footprint in 1928 with the construction of the Art Deco-style Argonaut Building, designed by noted architect Albert Kahn.

Located across W. Milwaukee Street from General Motors’ headquarters, also designed by Kahn, additional floorspace for scientific laboratories was added at the Argonaut in 1936. Naming buildings was fashionable at the time, and the Argonaut was a nod to the heroic explorers in Greek mythology, suggesting innovation and engineering prowess.

For the next 20 years, all of General Motors’ engineering and design activities were located in the Argonaut Building, where competition was encouraged. Areas of study included fuels and lubricants, electrical and ignition systems, metallurgy and materials, and paints and finishes.

The use of clay modeling in the design process and the first fully automatic power transmission emerged from research performed in the Argonaut Building.

The 11th story was the domain of Harley Earl, legendary vice president of GM’s Art & Colour Section. Earl considered sunlight an essential design tool, and he used the Argonaut Building’s roof to evaluate prototypes and observe colors in natural light.

Leading into the 1940s, industrial research in the United States was consolidated into large, centralized research campuses — think Bell Labs.

General Motors Chairman Alfred P. Sloan, Kettering, and Earl conceived the idea of the company’s own centralized product development campus, guided by the principle that the long-term prosperity of GM was dependent on the orderly planning of product lines based on the collaboration of research, engineering, manufacturing, and design.

Enter the Warren Technical Center.

“This new technical center represents long-considered plans of General Motors to expand — at the right time and on a broad scale — its peacetime research, engineering, and development activities, and even more progressively pursue its prewar policy of continued product improvement,” Sloan said in 1945.

“The end objective is more and better things at lower prices, thus expanding job opportunities and contributing to an advanced standard of living.”

A two-page 1945 ad in Life magazine dubbed the concept the “Versailles of Industry.”

Earl was put in charge of finding a location for the Technical Center, and the rural 350-acre tract in what was then Warren Township, north of Detroit, fit the bill perfectly for the realization of Kettering’s and Sloan’s vision. In June 1949, the construction of what would eventually be 25 buildings began on land where dairy cows once grazed.

The Technical Center’s official dedication was held in May 1956 with 5,000 science, engineering, education, and industry leaders on the property and 20,000 people viewing the event at luncheons held in 61 GM plant across the country.

GENERAL MOTORS WARREN TECHNICAL CENTER

14.5 million square feet across 38 buildings

24,600 employees

710 acres

38.2 miles of roadways

25 miles of sidewalks and paths

2,640 linear feet of tunnels

38 acres of reflecting pools

35 miles of underground power cabling

23 miles of underground utilities including steam, water, and gas

Among the GM inventions on display were the world’s first “free piston” engine automobile, a mechanical heart, air conditioners, jet engines, and the Centri-Filmer, a vaccine-purifying device that helped make large-scale manufacturing of the Salk polio vaccine possible.

The “Today” show’s Dave Garroway and radio personality Arthur Godfrey covered the dedication. President Dwight D. Eisenhower addressed the assemblage via closed-circuit television from the White House.

Lawrence R. Hafsted, vice president in charge of GM Research, told the assembled dignitaries that in the Cold War era, the U.S. must meet the challenge to its technological supremacy by educating more engineers, scientists, economists, and managers.

“Our choice is brutally clear,” he exhorted. “As a society, we can either learn mathematics and science — or Russian.” He added that he was convinced that “as a people we shall make the right choice.”

There was an internal debate among corporate chieftains as to whom to hire to bring the Tech Center to life. The tried and true Albert Kahn was the odds-on favorite, but in the end the decision was made to take a chance on 38-year-old Finnish American architect Eero Saarinen, who ran a firm with his father, Eliel, in Bloomfield Hills (Eliel designed, among other things, the Cranbrook Educational Community in Bloomfield Hills).

A champion of the International Style, an architectural movement

begun in the 1930s characterized by simplicity and functionality, Eero Saarinen’s aesthetics were revealed in every aspect of the project, from glass curtain walls to elaborate staircases, Mies Van Der Rohe chairs, a ballet of fountains designed by Alexander Calder on a centrally located 22-acre lake, and even the silverware used in the executive dining rooms.

According to Architectural Digest, “Saarinen’s works are not only architectural treasures, but also symbols — they capture an era of technology, of futurism, and of optimism.”

“The Tech Center represented the triumph of a highly rationalized, but also a supremely elegant and optimistic, idea about how we were going to design our way into a better future,” says Aaron Betsky, visiting architecture and design lecturer at the University of Pennsylvania. “Inside the Tech Center people were going to be coming up with cars that would be better, more beautiful, faster, sleeker, more comfortable, more efficiently built, and more powerful.”

The Tech Center added an Aerodynamics Laboratory (wind tunnel) in 1980 and the Cole Engineering Center, which houses 8,000 engineers, was completed in 2003.

Design West opened in 2024 and adds an additional 360,000 square feet to the Design Center. The General Motors Technical Center was added to the National Register of Historic Places in 2000 and became a National Historic Landmark in 2014.

1985, is co-owned by GM and Boeing and contributes exploratory and basic research.

As a measure of the automaker’s recent push for efficiency on the fly, Linda Cadwell Stancin joined General Motors as executive vice president and head of research and development in January 2025, after serving as vice president of air vehicle engineering at Lockheed Martin and Boeing/ Spirit AeroSystems.

“When I joined GM, it was really clear to me that our researchers and engineers, particularly around Detroit, are incredibly talented,” Stancin says. “We defined our new mission together, which is to identify, invent, and develop research that delivers disruptive technology, and products people crave and experiences that they never forget, with distinctive value for the company.

“We shifted our R&D investments upstream to ensure that new research developed the features and capabilities that are ready to be incorporated in our product development cycle,” she adds.

Chrysler also built its R&D prowess step by step.

In December 1930, a special issue of Automobile Topics devoted onethird of its 102 pages to Chrysler Engineering. The issue included biographical sketches of Frederick Zeder, Owen Skelton, and Carl Breer — founder Walter P. Chrysler’s engineering wunderkinds known as “The Three Musketeers.”

The magazine declared, “Engineering research has always occupied a prominent place in Chrysler planning (since it was founded in 1925). Indicative of this is the unusual size and scope of the Chrysler Engineering laboratories (then at its original Highland Park headquarters) headed by an engineering triumvirate that knows no peer — Zeder, Skelton, and Breer.”

The original Chrysler Six of 1924 alone had seven “firsts” on American cars: a high-compression engine, four-wheel hydraulic brakes, an oil filter, an air cleaner, an independent hand brake, a temperature gauge, and an electric fuel gauge on the dashboard. Chrysler engineering flourished because Walter P. Chrysler was willing to support it with buildings, equipment, staff, and funding.

The Chrysler Engineering Building, completed in 1928, was constructed on the site of half a dozen different automotive manufacturers that eventually became Maxwell Motor Co. The four-story building cost $1 million and had 960,000 square feet of laboratory space, a cold room with below-zero temperatures, and a chassis roll machine that subjected a car’s chassis, frame, and body to stress.

In documents at the Walter P. Chrysler Museum, Breer recounted that the founder never questioned corporate spending on facilities or equipment, even where a return wasn’t obvious.

In late 1929, following the stock market crash, when Chrysler reportedly called a meeting of all department heads and ordered them to reduce expenses by 20 percent, he took Breer aside and told him to ignore the order. Chrysler claimed he never made any cuts in research, for fear of mortgaging the future.

By the mid-1980s, Chrysler had operations in 28 different locations and began considering grouping its platform, research, engineering, manufacturing, and design teams and corporate staffs into one location. The $1 billion Chrysler Technical Center (CTC) in Auburn Hills, at 5.4 million square feet and the second largest office building in the U.S. after the Pentagon, opened in 1991.

In an interview with The Chrisitan Science Monitor at the time, Chrysler Chairman Lee Iacocca queried whether the automaker “could have gotten away without it.”

Before CTC opened, he said, “an engineer at Chrysler had to go to 20 different places to get his job done” because the company’s design and engineering operations were scattered all over metropolitan Detroit. “That’s a tough way to compete with the rest of the world,” he noted.

The CTC now houses approximately 15,000 employees, contractors, and suppliers; research and development facilities; a 170,000-square-foot pilot plant; and a wind tunnel.

Today, after its recent history of mergers, owners, and name changes, the company that Chrysler started in Highland Park benefits from the technical resources of multinational automotive group Stellantis.

The group’s R&D centers in North America, Europe, South America, and Asia support vehicle engineering, propulsion systems, software, component testing, and full vehicle development.

Its technology footprint includes several R&D and testing centers in North America: the Automotive Research & Development Centre in Windsor, Ontario; the Chelsea Proving Grounds; and the Mexico Technical Engineering Center in Mexico City. Stellantis reported total R&D spending of $6.1 billion in 2024.

Meanwhile, back in China, Xinhua, the country’s official state news agency, reported in September that R&D expenditure rose 8.9 percent year-to-year, to more than 3.6 trillion yuan (about $506.4 billion) in 2025, making China the world’s second-largest R&D investor.

Moving ahead, three avenues are emerging that the U.S. can pursue to keep the U.S.-China R&D gap from narrowing: education, public policy, and collaboration.

Embracing those principles, Ford and GM are part of the Michigan Economic Development Corp.’s Talent Action Team that works with higher education students to provide input and feedback

related to curriculum development, job training, and career exploration.

“There are three legs to the R&D stool here in the U.S. — the university leg; a government laboratory leg (the DOE, DOD, NASA, and NIH); and then there’s the industrial leg,” says Alton Romig Jr., executive director and COO at the National Academy of Engineering in Washington, D.C.

“The Chinese have a strategy that integrates all three of those. I don’t think we have the right kind of interconnectivity between the government, universities, the labs, and industry. But if we want the U.S. to compete in automotive, that’s going to require a national investment.”

The Trump administration’s fiscal year 2026 budget request includes $25 million for the Department of Energy’s Vehicle Technology Office, a 90 percent decrease from 2025 annual appropriations. The request prioritizes activities that “meet Administration goals of energy dominance, growth of U.S. industry and manufacturing, support for national defense, and cost savings to households and business.”

The automobility industry’s collaboration with government and universities is ongoing. Ford is partnering with the University of Michigan and the REMADE Institute on initiatives focused on sustainability and the circular economy.

Its “Clean Sheet” research project from 2024 focuses on developing new design tools and manufacturing processes to increase the use of post-consumer recycled aluminum and steel while analyzing the carbon intensity of sheet metal supply chains. Ford also is developing high-recyclable alloys for EV structural castings with greater than 40 percent post-industrial scrap.

GM also collaborated with the University of Michigan to use anonymous vehicle GPS data to adjust the timing of traffic lights in Oakland County.

Alan Taub, professor of mechanical engineering and material science and engineering at U-M, believes continued research of electric vehicles offers opportunities for the Detroit Three.

“We’re in the middle of the transition from EVs being government incentivized to being the vehicle of choice,” Taub predicts. “As long as the (local automakers) keep up in their engineering improvements and cycles of learning, in a level playing field I’d put them against anybody in the world.”

Culture

CAS A STRATEGIC ADVANTAGE

Winners of the fifth annual DBusiness Top Corporate Culture Awards turn company values into daily practice

IN AN ERA DEFINED BY RAPID CHANGE,

TALENT

MOBILITY,

AND RISING EXPECTATIONS from employees and customers alike, corporate culture has moved from a “soft” concept to a strategic imperative. The most successful companies understand that culture is not a perk or a slogan; it’s the operating system that guides decisions, shapes behavior, and ultimately drives performance.

ulture in uences how employees collaborate, how leaders lead, and how organizations respond under pressure. It determines whether innovation thrives or stalls, whether trust is built or eroded, and whether people feel empowered to do their best work. In competitive markets, culture can be the di erentiator that attracts top talent, retains institutional knowledge, and creates a sense of purpose that extends beyond the bottom line.

is year’s DBusiness Top Corporate Culture Awards recognize organizations that have made that commitment tangible. Using rigorous employee feedback and data collected by Best Companies Group, the awards highlight companies where strong culture is not aspirational but lived — measured through engagement, leadership e ectiveness, alignment, and trust. ese metrics go beyond surface-level bene ts to capture what employees actually experience day-to-day.

e results are telling. Companies with strong cultures consistently report higher levels of engagement, lower turnover, and greater resilience during periods of uncertainty. ey communicate clearly, invest in leadership development, and listen to employee voices.

In this special section, DBusiness celebrates organizations that exemplify what it means to put people at the center of strategy.

HOW TOP COMPANIES BUILD STRONG CORPORATE CULTURES

One of the most consistent tactics among this year’s award-winning companies is visible, accessible leadership. Executives regularly communicate business goals, invite feedback, and demonstrate transparency. Employees report higher trust when leaders are present, responsive, and willing to listen.

Employee engagement is another cornerstone. e award winners routinely measure sentiment through surveys and pulse checks, then act on the results. Whether re ning bene ts, adjusting workloads, or improving internal communication, these companies treat feedback as a road map, not a report card.

Flexibility also plays a central role. Many winners o er hybrid work models, exible scheduling, and generous time-o policies, recognizing that productivity and well-being go hand in hand. is exibility extends beyond where people work to how they work, empowering teams with autonomy and trust.

To foster connection, the top companies invest in collaboration and community-building. Team celebrations, volunteer initiatives, and shared experiences such as charitable fundraisers and company outings create a sense of belonging and shared purpose. ese e orts reinforce values while strengthening relationships across departments.

Innovation thrives where employees feel safe to contribute ideas. Top culture organizations encourage experimentation through idea-sharing platforms, cross-functional collaboration, and recognition programs that reward creative thinking and problem-solving.

Finally, competitive compensation and bene ts remain essential, but the di erentiator for these companies is how well they align with employee needs. From wellness initiatives to professional development pathways, the award winners view bene ts as part of a holistic employee experience.

ese tactics suggest that strong corporate cultures are intentional, measurable, and deeply human. ese winning organizations invest in people with the same rigor they apply to strategy and growth.

PRESENTING THE 2026 DBUSINESS TOP CORPORATE CULTURE AWARD WINNERS as ranked by Best Companies Group, an expert in helping companies assess and enhance their workplace environments and cultures by using rigorous research and employee data and feedback. Listed below are the winners’ main o ces in southeast Michigan.

WebFX

213 S. Ashley St., Suite 200 Ann Arbor, MI 48104 webfx.com

500 employees in U.S. 32 employees in Michigan

Atnip & Associates, PLLC

Oakland County Personal Injury O ce

400 Water St., Suite 205 Rochester, MI 48307 atniplawyers.com

14 employees in Michigan

Kapnick Insurance Group

880 W. Long Lake Road, Suite 500 Troy, MI 48098 kapnick.com

219 employees in Michigan

Real Property Management

Metro Detroit

570 Kirts Blvd., Suite 229 Troy, MI 48084 metrodetroitrpm.com 10 employees in Michigan

Blue Chip Partners, LLC

38505 Country Club Drive, Suite 150 Farmington Hills, MI 48331 bluechippartners.com

37 employees in Michigan

Financial Strategies Group 2270 Jolly Oak Road, Suite 2 Okemos, MI 48864 fsgmichigan.com

28 employees in Michigan

Global Telecom Solutions (GTS) 1501 Sixth St. Detroit, MI 48226 gtsdirect.com

23 employees in Michigan

Towne Mortgage Company

Emerge

3250 W. Big Beaver Road, Suite 233 Troy, MI 48084

emergejobs.com

10 employees in Michigan

MassMutual Great Lakes 3000 Town Center, Suite 3100 Southfield, MI 48075

greatlakes.massmutual.com

30 employees in Michigan

JAN-PRO Detroit

32823 W. 12 Mile Road

Farmington Hills, MI 48334

jan-pro.com/detroit

24 employees in Michigan

Glover Agency

330 Hamilton Row Birmingham, MI 48009 gloveragency.com

75 employees in Michigan

Lockton Companies

230 E. Grand River Ave., 5th Floor Detroit, MI 48226 global.lockton.com/us/en

7,200 employees in U.S.

67 employees in Michigan

Sachse Construction 3663 Woodward Ave., Suite 500 Detroit, MI 48201 sachseconstruction.com

183 employees in Michigan

Apex Placement and Consulting 903 W. Maple Road Clawson, MI 48017 apexsta ngco.com

27 employees in Michigan

1. 9. 17. 2. 10. 18. 3. 11. 19. 4. 12. 20. 21. 22. 23. 5. 13. 7. 15. 6. 14. 8. 16.

888 W. Big Beaver Road, Suite 310 Troy, MI 48084

townemortgage.com

246 employees in Michigan

DOBI Real Estate 2211 Cole St. Birmingham, MI 48009 wearedobi.com

111 employees in Michigan

Farbman Group

31700 Middlebelt Road, Suite 225 Farmington Hills, MI 48334 farbman.com

123 employees in U.S.

107 employees in Michigan

Michigan First Credit Union 27000 Evergreen Road Lathrup Village, MI 48076 michiganfirst.com

516 employees in Michigan

Arrow Strategies

525 S. Washington Ave. Royal Oak, MI 48067 arrowstrategies.com

30 employees in Michigan

Broder Sachse Real Estate

3663 Woodward Ave., Suite 550 Detroit, MI 48201 brodersachse.com

30 employees in Michigan

Detroit Regional Chamber

One Kennedy Square

777 Woodward Ave., Suite 800 Detroit, MI 48226 detroitchamber.com

84 employees in Michigan

Baker College

420 South Lafayette Ave. Royal Oak, MI 48067 baker.edu

670 employees in Michigan

Near Perfect Media

40950 Woodward Ave., Suite 360 Bloomfield Hills, MI 48304

nearperfectmedia.com

10 employees in Michigan

SPECIAL AWARDS

Innovative Culture Award

Global Telecom Solutions (GTS)

Customer-Focused Culture Award

Atnip & Associates, PLLC

Workspace Décor and Amenities Award

WebFX

Compensation and Benefits Award

Blue Chip Partners, LLC

Career Advancement Award

Emerge

CUSTOM CONTENT STUDIO

MENTOR OF THE YEAR: SIMON THOMAS OF DOBI REAL ESTATE

S

imon omas, CEO and founder of DOBI Real Estate, exempli es what it means to be a true mentorship champion. He has built a company where mentorship is not a side initiative but a core operating principle woven into the culture, expectations, and daily experience of his team. omas advances his company, colleagues, and community by consistently investing his time, experience, and leadership into developing people — professionally and personally — with the clear intention of making their lives better.

Teamwork and Collaboration Award

Real Property Management

Metro Detroit

Workplace Flexibility Award

WebFX

Community Engagement Award

Arrow Strategies

Leadership Award

Atnip & Associates, PLLC

Mentor of the Year Award

Simon Thomas, CEO and Founder

DOBI Real Estate

2026 DBusiness

Top Corporate Culture Awards Celebration

Tuesday, March 3

8:30-10:30 a.m.

Elevate at One Campus Martius, Detroit events.humanitix.com/top-corporateculture-awards-2026

At the heart of omas’s mentorship is a genuine commitment to improving the quality of life for the agents and team members he leads. He does not view people as “producers” or numbers — he views them as individuals with goals, families, potential, and futures worth building. His mentorship goes beyond business growth; it is rooted in helping people gain con dence, stability, and a sense of purpose through their work.

omas is a highly present and accessible leader who actively creates time for one-on-one mentorship. He meets with agents individually to help them plan, set goals, break down obstacles, and build the habits required for long-term success. ese one-on-one meetings are not surface-level check-ins — they are intentional coaching sessions where omas shares practical strategies and sharp insights and provides real-world accountability to help agents grow with clarity and direction.

His mentorship is also powerful because it’s grounded in lived experience. omas built his career through persistence, failure, and discipline — starting in Detroit selling foreclosed homes — and he shares both his successes and setbacks openly so others can learn faster and with greater con dence. He teaches people how to navigate uncertainty, move through fear, and build momentum through consistency and relationship-based business practices.

At DOBI, omas has created an environment where learning is continuous and mentorship

multiplies. New agents are supported; experienced professionals are challenged to grow; and emerging leaders are encouraged to step forward. Many individuals who entered the company unsure of their path have grown into con dent producers and mentors themselves under omas’s guidance. His leadership has enabled DOBI to scale while maintaining a strong, values-driven culture that prioritizes people, service, integrity, and personal growth.

Beyond the company, omas’s in uence extends into the broader community through the professionals he develops — individuals who go on to build sustainable careers, support their families, and mentor others in turn. omas does not mentor for recognition; he mentors because he believes leadership carries a responsibility to elevate those around you.

For his unwavering commitment to developing people, advancing a culture of learning, and improving the lives of the professionals he leads, Simon omas is exceptionally deserving of recognition as the DBusiness Mentor of the Year.

ALTERNATIVES FOR GIRLS ROLE MODEL CELEBRATION

March 5, 6 to 9 p.m. alternativesforgirls.org/support/role-model-celebration

In 1987, AFG began as a community effort to help girls and young women in southwest Detroit avoid violence, early pregnancy, and exploitation. The organization serves girls and young women experiencing homelessness and other risks through shelter, prevention, outreach, and housing stability, helping them explore and access the support, resources, and opportunities necessary to be safe, grow strong, and make positive life choices. The Role Model Celebration, first held in 1989, is AFG’s biggest fundraising event of the year. The 2026 Role Model Celebration takes place on March 6 in recognition of International Women’s Day. This is the premier event in the Detroit area, celebrating the achievements of women in the community and the accomplishments of the girls and young women AFG serves. The Role Model Celebration features live and silent auctions, honored role models, and testimonials.

ACG INSPIRE & IGNITE LUNCHEON

March 6, 11 a.m. to 1:30 p.m.

acg.org/detroit/events/acg-detroit-2026-inspire-ignite-luncheon

Industry professionals will gather on March 6 at Detroit’s Book Tower to recognize the contributions and achievements of women in the mergers and acquisitions community. The event will highlight the growing influence of women in the middle-market sector and celebrate their accomplishments during a champagne lunch. Programming includes an awards presentation honoring leaders, followed by a fireside chat with keynote speaker Alaina Money-Garman, founder and former CEO of Garman Homes. Money-Garman will share insights from her career, discussing leadership, impact, and giving back, as well as decisions that shaped her journey. Designed to be informative and celebratory, the event offers opportunities for networking and connection. Attendees are encouraged to attend with colleagues or friends for a day of recognition and conversation.

10TH ANNUAL WOMEN OF INFLUENCE SUMMIT

March 13, 8 to 11 a.m.

unitedwaysem.org/get-involved/give/affi nity-groups/women-united/women-of-influence-summit

United Way’s Women United affinity group will present the 10th annual Women of Influence Summit, marking a decade of leadership, generosity, and collective action. The 2026 summit will take place at Ford Field and bring together business owners, executives, thought leaders, and community and corporate partners from across southeast Michigan for a day of connection and inspiration.

Since its launch, the Women of Influence Summit has raised more than $2 million to support local children and families while empowering thousands of women through high-impact networking, keynote speakers, and opportunities to give, advocate, and volunteer. The milestone event honors the legacy of women driving change throughout the region while highlighting the ongoing work needed to strengthen families and communities.

Attendees will hear from influential women making a measurable impact in southeast Michigan. Walker-Miller Energy Services will serve as the presenting sponsor, reinforcing its commitment to investing in people and communities.

THE JUNIOR LEAGUE OF DETROIT PRESENTS: 313 RESERVE!

March 13, 6:30 to 9:30 p.m. detroit.jl.org/events/313-pours

Guests are invited to experience 313 Reserve, an elevated wine, bourbon, and cigar tasting celebrating the creativity, culture, and resilience of Detroit. The one-of-akind evening highlights the city’s vibrant culinary and craft beverage scene, bringing together local tastemakers, partners, and supporters committed to strengthening the community. Hosted at the iconic Roostertail along the Detroit River, the event will feature curated wine and bourbon tastings, hand-rolled cigars, and elevated small bites inspired by Detroit neighborhoods. Guests will also enjoy music, networking, and a lively atmosphere reflecting the city’s distinctive spirit and style. Former Detroit Lions legend Robert Porcher will serve as honorary chair. Proceeds will support the Junior League of Detroit’s mission to strengthen local communities.

47TH ANNUAL SALUTE TO DISTINGUISHED WARRIORS

March 19, 5:30 to 10 p.m. deturbanleague.org/sdw-detail

The Urban League of Detroit & Southeastern Michigan will host its 47th annual Distinguished Warriors Dinner, a signature black-tie fundraising event honoring leaders whose service has advanced equity, justice, and opportunity across Detroit and southeast Michigan. Held during the organization’s 110th anniversary year, the event celebrates five distinguished honorees whose work has made a lasting impact on civil rights, education, community advocacy, and civic engagement. Since 1980, more than 220 individuals have been recognized as distinguished warriors. The evening also features the Youth Dialogue, an intergenerational experience held prior to the dinner that connects young people from Urban League programs with past and present honorees for meaningful conversations about leadership, service, and pathways to success. Proceeds support the Urban League’s youth, workforce development, education, and family-support programs.

FRIENDS’ BALL

April 25, 5 to 11 p.m.

henryford.com/calendar/fundraising-events/friends-ball

Proceeds from the 2026 Friends’ Ball will support critical upgrades within the Emergency Department, with a focused investment in behavioral health infrastructure, team training and development, and essential equipment needs. The initiative addresses increasing patient complexity while enhancing safety for patients and care teams. By prioritizing these areas, the event supports efforts to improve care delivery and strengthen the department’s ability to meet evolving community needs. Funds raised will help create a more supportive and efficient emergency care environment, ensuring staff are equipped with the resources, training, and tools necessary to provide highquality care. These targeted improvements align with the organization’s goals of delivering patient-centered, equitable emergency services. The 2026 Friends’ Ball serves as a meaningful philanthropic effort and a commitment to advancing emergency care for the community it serves.

Pit Stop

The Out of Office Garage in Birminham’s Rail District is a haven for owners of luxury vehicles that’s fully loaded with concierge-like services, camaraderie, and exclusive events.

BY R.J. KING

Syed and Erica Ahmed saw an opportunity to enter a new business line to complement their luxury and exotic car dealership, Platinum Motor Cars, in a former plywood storage building in Birmingham’s Rail District.

The Ahmeds had acquired Platinum Motor Cars, located in Birmingham along Woodward Avenue, in 2015. The dealership, which offers 4,000 square feet of space and provides room for 12 vehicles, is operated by five full-time employees.

Four years ago, the couple learned that a 20,000-square-foot building in the nearby Rail District was coming up for sale, and even though finances were tight following COVID-19 and the accompanying government restrictions, they decided to move forward on a concept of developing a private club for owners of luxury vehicles.

“We were offered the building, and when I told Erica, she said we didn’t have a lot of money,” Syed says. “But despite the economy, we went ahead with it.”

Enter the Out of Office Garage, which opened in November 2022 following an extensive renovation. Multiple large bay doors were added to the structure, to quickly move vehicles in and out of the building; today, around 85 cars are stored in 16,000 square feet of space.

MOTOR MEETS

The Out of Office Garage in Birmingham roared to life in 2022 as a private club for owners of luxury vehicles. It includes car storage, events, and a clubhouse.

Many of the cars sit on lifts to maximize storage. There are Ferraris, Jaguars, Porsches, BMWs, Lamborghinis, Mercedes, and several other nameplates including a DeLorean DMC-12, and they’re rotated based on membership demand on any given day.

Summer weekends tend to be the busiest time of the year for local and statewide activities, including Cars and Coffee events (held twice a year in warmer months). The club also sponsors ski trips to northern Michigan, and a toy drive is held during the holiday season — heralded by the arrival of Santa Claus in a private helicopter (set on wheels, the chopper is rolled into the car storage and detailing space, where a party follows).

Most members store their cars at the Out of Office Garage for the winter, but if they want to drive on a crisp, sunny day in January, the club has three wash bays where trained personnel keep the cars in pristine condition.

“It’s a cool spot,” says Eric Frehsée, president of Tamaroff Motors Inc. and Jeffrey Automotive Group in Southfield, and a founding member of the Out of Office Garage. “Syed and I were neighbors in Birmingham, and I was always bringing home new cars and so did his dad, who was an engineer at Chrysler.

“We remained friends and I joined the club (early on). I haven’t done any road trips other than ride-and-drives on a Sunday morning to the Shinola store (in Detroit’s Midtown district), but I like to bring my daughter and son to the family activities like the Dream Cruise party. They have a blast, and they’ve made new friends.”

In addition to maintaining his car, Frehsée says the club offers plenty of networking opportunities.

The club is open year-round, and members can bring their laptops into its 4,000-square-foot lounge that’s outfitted with work stations, couches, tables, chairs, racing simulators, a coffee bar, and themed artwork and books.

Membership requires a $2,500 initiation fee and dues are $250 per month. There’s often a fee for attending events. To store a car, members must pay an additional $500 per month. The club can be rented by nonmembers for car reveals, reunions, and even weddings.

“About 90 percent of our members have families, so there’s always kids running around having fun,” Erica says. “We also accommodate dogs. Some of our members live out of town, and when they fly in, one of their first stops is to come and get their car and drive it around.”

Among the range of services, club personnel — there are eight fulltime employees — often act as a concierge, delivering and picking up vehicles to be serviced at area dealerships.

PEDAL TO THE METAL

Above left: In addition to running the club, co-owner Syed Ahmed (wearing a baseball cap) secures rare and exotic vehicles for private clients

“It’s a popular service,” Syed says. “Many of our members are very busy, and if they want a nice loaner car for the day, we’ll provide that to them while their car is at the dealership.”

Other o erings at the Out of O ce Garage include apparel and merchandise that’s sold exclusively to members, as well as an online private chat group.

In some cases, Syed can act as a member representative. In January 2025, for example, he attended the annual Barrett-Jackson Scottsdale Auction in Arizona on behalf of a private client.

e goal was to acquire an orange 2023 Hennessy Venom F5 Roadster that’s capable of reaching 260 mph — the V8 engine can pump out 1,800 horsepower.

“I travel quite a bit on behalf of our clients, and it was surreal to be at Barrett-Jackson,” Syed says. “ ere’s so much noise and energy, and it’s very di cult to carry on a phone conversation, let alone bid on a vehicle.”

As the Hennessy was rolled onto the auction stage, the price quickly went from $0 to $1.7 million. Within minutes, it was up to $1.8 million, then $1.9 million. When Syed’s $2 million o er was accepted, it turned out to be the highest sale at the event.

“We have more than 100 members, and it’s really become one big family of car enthusiasts,” Erica says. “We even did a glamping weekend on the west side of Michigan, which was popular. We’re always looking for new events, to provide our members with lifetime experiences with their cars.”

Designed in Detroit

Jeremy Levitt grew up in Huntington Woods and, following a period of self-discovery, he turned his creative energy into a global design business.

BY TOM MURRAY

Jeremy Levitt, founder of Parts and Labor Design in New York City, which specializes in creating hospitality, commercial, and retail spaces, didn’t start life o on the best of terms.

Levitt is the rst to admit he’s come a very long way from his early days growing up in Huntington Woods and West Bloom eld Township.

“My mom saw a psychic while she was pregnant with me,” he says. “ e psychic said I was going to be a total pain in the ass.”

e ominous news came after the psychic also predicted Levitt’s older brother was going to be what Levitt describes as a “by-the-book type of kid.” And, sure enough, his brother went to an Ivy League college and currently works in nance.

Before Levitt’s mother left her reading that day, the psychic had a few nal parting words of advice about her next child.

“She told my mom, make sure whatever you do, keep him in the art world,” Levitt says. “So, I guess what I’m doing now was sort of like predestined to some degree.”

Perhaps, but Levitt’s parents clearly played a signi cant role, although they may have kept the advice of the psychic in mind as their little boy developed.

“My dad’s a lawyer, he’s retired now, and my mom is a psychologist,” Levitt says. “When I was little, holding pencils and building things with blocks, they realized I had some degree of creativity, however young I was, and they went with the ow.

“Some parents say, ‘We want you to be a lawyer or a doctor, and you’re not going make any money in the art world.’ But my parents looked at it differently. It was more of do what you’re good at, and what you naturally love.”

Levitt took the usual art classes through his middle school years — and then some. “My mom always put me in these rooms full of adults, doing things like oil painting and charcoal, and learning about shading,” he says. “I

don’t remember not wanting to go, even though I was the youngest kid or didn’t really know anybody. I was just always eager to absorb knowledge and learn new techniques.”

By the time he enrolled at Andover High School in Bloom eld Township, Levitt had delved into sculpting. “I oddly even got into Legos. I would sit in my bedroom and get into these weird creative moments.”

On the surface, all the proper pieces were in place for Levitt to take the next logical step toward a career in the arts that surely seemed to be beckoning.

“But I lost interest at a certain point,” he reveals. “I (was) like, I’m tired of art. What inspires me anymore? I was a wild kid, great in art and English and creative areas, but not others. And part of what was important to me was meeting girls, and partying, and getting as wild as I possibly could.”

During high school, he earned an art scholarship to Eastern Michigan University in Ypsilanti, yet he wasn’t sure where he wanted to go.

“I got a scholarship to Ohio State University (in Columbus) for the same thing, but my parents said, ‘We’re not paying for you to go out of state,’ and they were right. I wasn’t serious.”

Levitt ended up taking the scholarship to Eastern Michigan. His parents promised if he pulled himself together, they’d support a transfer to the College for Creative Studies in Detroit, where he really wanted to be.

“Instead, I never went to class,” he admits. “I lived a really wild lifestyle, and my time there was short-lived. I needed some time to really nd myself as an artist, a student, and a professional.”

Levitt returned home and soon connected with David Costa, a lawyer and entrepreneur who was working on an automotive design program and contest for Chrysler in which high school students were competing for college scholarship money.

“I was hired to help promote the program and get schools and additional sponsors on board,” Levitt says. “He really liked my professionalism

and wanted to hire me for other ventures he was working on. Once I told him my goal was to get into CCS, he paid me to work part time and nalize my portfolio (so I could) apply there.”

As Levitt was putting the nishing touches on his application to CCS, he was the bene ciary of some unexpected inspiration.

“A friend who was already at CCS showed me a half-scale model of a really cool, well-designed o ce chair with these formed plastic components that were then covered in leather and stitched,” he says. “It all clicked, right then and there. at’s what I wanted to do — design furniture, design lighting, make sculptures come to life and have them be beautiful, functional objects. at was my lightbulb moment, which became the focus of my discussion with admissions at CCS.”

Soon after enrolling at CCS, he encountered another person who would dramatically in uence his life and career. As he explains, “Max Davis was one of the heads in the crafts department — a brilliant sculptor, too — and he saw something in me.”

Professor Maxwell Davis retired in 2018, following a 40-plus-year career at CCS. Living in Ann Arbor and still keeping busy as a design consultant, he has fond memories of his former student.

“He was a little bit of a bad boy, with the tattoos before anyone, but he was one of the most charming people I’ve ever met, and he was driven,” Davis recalls. “You know, you want your design person to be a little bit of a rebel, and that’s kind of how he was, but you also want him to be good.”

e turning point for Levitt was a speci c class taught by Davis called Radical Methods of Furniture Design.

“He would just push and push,” Levitt says. “At one point he said, ‘Dude, you’re not doing enough. By the end of the week, I want you to have 100 sketches.’”

Davis vows it was “only 50,” but then makes clear the actual number of sketches wasn’t the point of the exercise.

“You have to have something come from within inside of you, you know?” says Davis. “It’s like any writer, musician, whatever — what is inside of you that you can get out and present to somebody else that they can understand?”

Levitt got the message loud and clear.

“It was everything that I wanted and more out of school, out of life, out of everything,” he says. “I mean, honestly, I get a little emotional sometimes thinking about it. It was so life-changing.”

Imbued with confidence in his abilities and a newfound sense of purpose, Levitt was determined to launch his career immediately.

“I went to New York for a summer to intern with an exhibit design company,” he says, “and then while I was still in school, I started my own company doing custom furniture and decorative lighting for people because I wanted to be making money.”

After graduating from CCS in 2003 with a Bachelor of Fine Arts degree in industrial design and crafts, Levitt returned to New York for good. “I knew I’d never get as far as I want in the world without moving there,” he says.

He worked at a number of design firms for several years, learning everything he could about furniture production and decorative lighting.

“And then one day I walked into a restaurant in Little Italy called Public, which was owned and designed by a company called AvroKO,” Levitt says. “Another lightbulb went off in my head.

“As much as I loved designing furniture and lighting, I realized I also wanted to design the spaces they exist in, spaces (that are) open for the public to see and experience. That opened my eyes to what was out there both on the residential and commercial side.”

Levitt spent a few more years working for AvroKO, all the while focused on the goal that initially brought him to New York.

“I moved here to start my own company. I wasn’t sure quite what that was meant to be, but I knew I was going to be an entrepreneur with an interior design company that had a heavy emphasis on furniture and decorative lighting.”

Along with one of his coworkers, Levitt launched Parts and Labor Design on the side in 2009.

Two years later, Levitt and his business partner, Andrew Cohen, were running their company full time, initially specializing in restaurant spaces.

“It’s what we used to call our bread and butter,” Levitt says, “but now that’s only a fraction of what we do. I think we probably do more hotels at this point, where people come to sit in the lobby and then go to a restaurant, a bar, or a cafe. We also do apartment buildings, really high-end multifamily space where (the client) wants people to come through a beautiful lobby and then move on to their apartment.”

Today, Parts and Labor Design has a core group of around 15 employees that can increase based on the number of jobs the company is handling at any given time — which, invariably, is a lot.

“We always have things happening here in New York City, but also in California; Texas; North Carolina; Moab, Utah; and Bozeman, Mont.; and we’re just starting a project in Bermuda.”

LESS IS MORE

The seed for Known Work Perceptions, which designs chairs, lamps, furnishings, and welded aluminum cubes (shown), was planted at the Center for Creative Studies in Detroit’s Midtown district.

Which prompts him to pivot to a recitation of his international work. “We did a project in Dubai, we have one in Qatar, we’ve got some work in Hong Kong, and aspirationally, we’re really trying to get into the European market more. We’re kind of all over the place.”

He’s clearly busy, but apparently not busy enough. Levitt, along with his design director and partner, Danu Kennedy, recently launched a spinoff company — a furniture design studio called Known Work Perceptions, which is a homage to Levitt’s entrepreneurial business when he was still a student at CCS.

“I’d started a custom furniture and lighting company, and we had some standard products, but my goal was always to have a company that had luxury home goods and luxury products,” he says. “Known Work is a high-end luxury product line with pieces for sale that are specific to our tastes and our interests.”

Now 49 years old, Levitt says he’s flush with success, living and working in the place of his dreams, but never forgetting the place where it all began.

“My need to rise to the top and to have the company I do comes from growing up with hard-working parents in a city that was full of hard-working people, and growing up with the understanding of what it takes to get to where you want to be,” he says, wistfully.

“That is Michigan, and that is Detroit, and I’m always proud to say that’s where I’m from and where my work ethic comes from.”

Gloss Finish

Park

B.

mixed an entrepreneurial mindset with a formal education to streamline painting and detailing in the automotive, marine, and trucking industries.

BY NORM SINCLAIR

As a teenager growing up in Oak Park, Ronald B. Lipson developed a passion for repairing wrecked vehicles. He was especially drawn to repainting cars.

“I found painting cars fascinating. While in high school, during the summer I got a job in a body shop as an assistant to the painter, basically masking cars and getting them ready for the painter,” Lipson says. “I liked that job; there was something about it that appealed to me.”

His summer body shop experience in 1970 prompted him to set up his own part-time business — painting cars on the driveway of his parents’ home.

“We didn’t have a garage, so I painted them early in the morning on the driveway — until the cops came one day and said, You can’t do this,” he recalls with a chuckle.

The Oak Park police had received complaints about the open-air paint shop, and young Lipson was out of business after two summers of work.

“I found it fascinating that you could take something that was broken and damaged, and in a couple of hours make it beautiful again,” he says.

His interest in repainting cars inspired him, while he was still in his teens, to invent and obtain a patent for a process that would revolutionize how vehicles were prepped for painting. That patent would later allow him to create a multimillion-dollar business along Russell Street in Detroit’s Eastern Market.

The companies he founded, RBL Plastics and its subsidiaries, Kwik Paint Products and Kwik Protection Products, employed as many as 75 workers.

In nearly four decades in business, Lipson registered close to 20 patents for his inventions that centered around the methods, devices, and tools used for painting and detailing in the automotive, marine, and trucking industries.

Historically, when auto manufacturers or body shops painted vehicles, they taped over chrome decals, insignias, or metal parts such as nameplates, bumpers, and door handles that would be exposed to paint spray.

Applying and removing the tape was a laborintensive and time-consuming process.

“You literally had to remove every part and put them back on later, or you had to mask them off,” Lipson says. “My method was quick and inexpensive. It was a plastic vacuum-formed piece that fitted over the part like a glove.”

Lipson was 18 years old when he filed an application for a patent for his invention, which used heated pliable styrene plastic and a vacuum to pull the material tight, into a mold, over exposed parts that needed to be covered before painting.

Lipson went on to obtain more than 20 patents for various devices and products used in auto painting, prepping, and shipping vehicles. His innovative process was marketed to Detroit’s Big Three automakers, thousands of body shops nationwide, and in more than a dozen countries where autos were manufactured.

The success he enjoyed was hardly foreseeable during his early school years. By his own admission, he wasn’t much of a student — nor was he interested in the classes he was required to attend.

“From elementary school to junior high to high school, I couldn’t understand why we were

learning this stuff, and I couldn’t figure out how it really applied to me or how it was ever going to be part of my life,” he says. “So, once my brain kicked it out, I just started looking out the window.”

He wasn’t surprised when his counselor told him he wasn’t university material and suggested he apply to a community college when he graduated from high school.

“I always made it clear I wanted to work; I liked making money,” he remembers. “As a kid, I had a paper route. I always did something to make money. So I had a decision to make — did I want to work or go to school?”

Deciding to do both, Lipson enrolled at Oakland Community College and got a job working the midnight shift at a Massey Ferguson plant in Detroit, producing large tractors. Going to school in the morning and working midnights left time open on his money-making agenda, so he took a second job working afternoons in the record department at the E.J. Corvette discount store.

Eventually his heavy work schedule, which left little time for sleep, prompted Lipson to reassess his attitude and approach to education.

“I said to myself, if you’re going to go further in school, you might as well up your game the best you can,” he recalls. “Going to public school is different than college, where serious dollars are involved. I went to the University of Michigan and graduated with full honors with a business degree.”

Lipson says that, for as long as he can remember, he’s had an insatiable curiosity.

“I don’t know if that was inherited or what, but it was always there — the curiosity to figure out something, (discover) how to make something better, or (to find out) why this thing worked this way,” he says. “Those things were always happening in my mind. It was part of my life.”

Lipson believes that trait might have beenpassed down from his father, Larry Lipson, an engineer who worked with famed rocket pioneer Werner Von Braun in Huntsville, Ala., where Von Braun developed the Redstone rocket, among others, for the U.S. space program.

“My father died at a young age, at 58,” he says. “He also was an engineer at Bendix, and he was a watchmaker on the side. He had to figure out a lot of stuff, so there was some creativity there. I would say I inherited some of that from him.”

The inspiration for the plastic masking mold came out of hours of tedious work at his high school summer job at the North End Collision body shop on Woodward Avenue in Oak Park. As an assistant to the painter, the 16-year-old’s assignment was to prep vehicles for painting.

“Back then, on the side of the fenders, the Chevrolet Impala name was spelled out in nice script impaled in the panel, and they didn’t want you to take the letters off,” he recalls. “I would sit for hours on a 5-gallon bucket covering up letters with tape and masking the three-dimensional door handles. One day I said to myself, this is ridiculous, there must be a better way to do this.”

Eventually he approached the owner of a shop in the Packard plant in Detroit that made packaging and molds using a vacuum-forming process.

Dan, the shop owner, was impressed with the plucky teenager and helped Lipson incorporate his ideas into the vacuum-forming process to produce a kit that would enclose decals, or lettering, and metal pieces on an automobile.

“It was quick and inexpensive,” he says. “You would have a plastic, vacuum-formed piece that fits over the part like a glove. A lot of guys wouldn’t want to help out a young guy with an idea, but Dan did, and he worked with me.”

Lipson says his parents and fellow workers prodded him to shop his invention around, and suggested he start with General Motors. Meanwhile, an uncle, a Detroit school principal, sent him to see a patent attorney who helped the teenager register his invention.

The attorney told him that most people who come up with a good idea don’t know what to do with it, and explained that most patents awarded to inventors have no commercial value.

“But what did I know?” he says. “I was just a kid living in an apartment with my mom and dad.”

YOU WOULD HAVE A PLASTIC, VACUUM-FORMED PIECE THAT FITS OVER THE PART LIKE A GLOVE.”

— RONALD B. LIPSON

Lipson is fuzzy on the details, but says he somehow came up with the name of a paint engineer at a GM plant in Lansing, got him on the phone, and convinced the engineer to allow him to demonstrate his invention.

The engineer told him to bring enough samples to put them on cars that were damaged in the manufacturing process and had to be repainted.

Lipson said he arrived early at the Lansing plant and met the engineer, who took him to the paint area and left him to apply his masking kit to vehicles being prepped for painting.

“I’d never been to a car plant before. The engineer went off to do his job and I worked on about 25 cars, putting my covers on before they were painted,” Lipson says. “At the end of the day, around 4:30 p.m., the engineer came back, asked how it went, and thanked me for coming in and showing them my process.”

Lipson says he drove home not knowing if he had wasted his time going to Lansing.

“I get home, I’m at the dinner table, and my parents ask, How did it go? And I said, I don’t know,” he recalls. “My mother, Rosalie, said, What do you mean you don’t know? You were there all day. What did the engineer say?

“I told her that he didn’t spend any time with me, other than getting me going in the repair shop and saying thank you when I left.”

When he got home from work the next day, his mother said he had received a phone call from GM. The message was from his contact at the Lansing plant, who wanted to place an order for 10,000 of his plastic covers. He also wanted to know how quickly he could get them.

“I only had 10 or 20 of these things, and he wants 10,000,” Lipson recalls. “Thank God I’m not wired in a way that I would go stick my head in the toilet and start throwing up.”

With the help of Dan, his benefactor at the Packard plant, he was able to fill the order. Lipson says since the masks cost pennies to produce, he only charged about 15 cents apiece for them.

“The money didn’t mean anything,” he says. “It was the idea that if GM liked it, then (I) might really have something here.”

Next up for the youthful entrepreneur was the body shop repair business. He gave samples of his cover kit to metro Detroit’s largest distributor of products for body shops to pass out, and he was flooded with orders.

At that point, Lipson realized he needed to fill in the gaps in his education.

“The engineering part was already in my mind, but I didn’t know how to figure out the business end, so I went to U-M and got a business degree,” he says.

With the help of two employees and a local company, he continued making his Quik Covers while in school and after graduation. He also worked for more than a decade in the paint divisions at Chrysler Corp. and the chemical company BASF, getting experience until he thought he was ready to start his own business.

Lipson founded Kwik Paint Products in 1985, and later moved into a 65,000- square-foot building in Eastern Market. Two other businesses were operating in the building, as well.

Nearly 40 years later, in October 2023, he sold his business to Morgenthaler Private Equity, which is based in Cleveland and Boston, for an undisclosed price. After the sale was completed, he retired.

“If you had told me when I was in junior high or high school (that I was going) to end up creating something unique where (my) ideas became patents that built an international business, I would have said that’s not going to happen,” says the 72-year-old Lipson. “But I succeeded — and, as I sit here, I feel pretty good.”

Giving Back

Philanthropy has the greatest impact when it creates new solutions to daunting challenges.

BY JIM ANDERSON

In 1967, as an instructor in the College of Engineering at Wayne State University in Detroit, I leveraged the power of the scienti c method to model and automate environmental data. is work led to the creation of computer dot-mapping that I later was able to apply to the automotive industry.

At the time, my work felt experimental, but a decade later it became the foundation for my company, Urban Science, a global automotive data and technology rm that serves OEMs and dealers, and the AdTech companies that support them.

Home to some of the auto industry’s foremost companies, Detroit served as a proving ground for my early research and a wellspring for the talent that continues to propel us forward. As Urban Science’s footprint grew, so did my obligation to the city that gave me my start.

Detroit has always been home. It’s where I studied, taught, and met my wife, Patti. It’s also where I built a company that continues to draw strength and expertise from its Motor City roots.

My commitment re ects gratitude for Detroit and progress catalysts like WSU, which laid the foundation for my career and my giving approach. Today, that work is ampli ed by Urban Science’s team, whose time, talents, and resources expand our impact.

I’ve always believed science has the power to create a better tomorrow; this belief applies as much to people and communities as it does to our business philosophy.

Over the years, I developed clear parameters for giving, guided by the motto: “ e best way to predict the future is to invent it.” When I founded Urban Science, my focus was on establishing a team and scienti c process to create clarity in even the most ambiguous (automotive) market conditions.

I approach giving the same way — making investments that create opportunities and clear pathways to success for underrepresented communities; expanding access to science, technology, engineering, and mathematics (STEM) education; and strengthening our local talent pipeline and economy.

My wife and I donated $25 million in 2014 to establish the James and Patricia Anderson Engineering Ventures Institute at WSU to help faculty and students nd commercial applications for new technology, and to secure patents and launch Detroit-based startups.

We recently expanded our commitment with a $50 million gift to WSU’s College of Engineering — an investment that will continue to position the university and Detroit to compete through doctoral fellowships, faculty recruitment, and enhanced student experiences.

I wholeheartedly believe an investment in WSU is an investment in Detroit, given the vast majority of university students are metro Detroit natives who remain in the area following graduation.

Our work at Urban Science has always reinforced the importance of empowering people through science. Since 2020, our company has invested in Detroit-area STEM initiatives.

Our team members also mentor students through the Girls in Engineering Academy, which introduces middle school girls to STEM careers that are often di cult for young women to nd and navigate.

I’m proud to say we’ve sponsored this inspiring initiative since day one, and we recently celebrated the inaugural cohort’s ascension into STEM programs at several Michigan-based universities.

Additionally, we created the Urban Science National Society of Black Engineers endowed scholarship, in collaboration with WSU, to narrow the diversity gap in STEM careers. We support the Engineering Society of Detroit in South eld, which helps expand the STEM talent pipeline across the region.

Beyond the classroom, urban scientists work with many local nonpro ts to restore neighborhoods and revitalize community spaces across our city.

e future of Detroit depends on us investing our resources, including sweat equity, in our city and in tomorrow’s inventors and entrepreneurs. Progress is inevitable when more people have access to education, opportunity, and the environments that strengthen families, neighborhoods, and communities.

Over many years, I’ve learned philanthropy has the greatest impact when it creates new solutions to daunting challenges — and when we empower more people to lead. Above all else, it is giving that

builds con dence in the idea the path ahead is something we create together.

At Urban Science and in my personal endeavors, this approach re ects our company’s vision of a world in which innovation is powered by science and inspired by an entrepreneurial spirit to invent a better future.

For generations, Detroit has reinvented and rebuilt itself, always stronger than before.

Now, our city is leading again. e same spirit that once put the world on wheels is now driving breakthroughs in electric vehicles, clean energy, and AI, to name a few. I’m humbled and grateful to help write our city’s next great chapters, and I believe we all have a role to play in realizing Detroit’s best possible future.

You don’t have to donate a large sum of money to make a di erence. Everyone has the power to give back — whether through investing, mentoring, or volunteering. If you aren’t sure how to make an impact, let passion and purpose be your guides.

Detroit made my story possible, just as it has for countless others. Now it’s our turn to help the next generation write theirs.

DYC OFFICERS’ BALL

CHRISTINE M.J. HATHAWAY

The Detroit Yacht Club hosted its 150th Officers’ Ball on Jan. 31 at the club’s historic facility on Belle Isle in Detroit. The annual formal event honored 2026 Commodore Michael Thomas and his wife, Lynn. The evening included a cocktail reception, a plated dinner, entertainment, and dancing to the live music of the Packin’ Heat Band. The Officers’ Ball is believed to be the longest-running formal event in the City of Detroit.

6. Vince Cooley, Doug Rocho, Julian Fiander, Michael Babiarz

7. Scott Brickner, David Koch Fanfare Trumpeteers

8. Peter and Arwa Ansara

9. David Smith, Elizabeth and Carl Stafford

10. Lady Lynn and Commodore Michael Thomas

AUTOGLOW

PATRICK GLORIA

AutoGlow 2026 presented by Ford Motor Co., a pre- and post-Detroit Auto Show Charity Preview gala benefiting The Children’s Center in Detroit, took place on Jan. 16 at Michigan Central Station. The event was hosted by Lisa and Bill Ford and Lia and Jim Farley. It featured appetizers, a strolling dinner, and desserts, along with live music. Guests also were offered transportation via motor coaches to and from the Charity Preview at Huntington Place.

1. Gi and Dennis Edwards, Lisa and Bill Ford, Desiree and Harold Jennings, Lia and Jim Farley

2. Marci and Andrew Frick, Ed Krenz

3. Felix Scheuffelen, Chris Thomas

4. Jennifer and Danny Pagan

5. James and Lena White

CHARITY PREVIEW

PATRICK GLORIA

The 2026 Detroit Auto Show Charity Preview took place at Huntington Place in downtown Detroit on Jan. 16. Thousands of guests in their finest formalwear were treated to hundreds of the latest vehicles from the world’s automakers as well as performances by recording artists Trick Trick and Robin Thicke. Over the past 25 years, the Charity Preview has raised more than $125 million for children’s charities in southeast Michigan.

11. Anthony Tannous, Zach Tannous, Laurie Tannous, Nick Tannous

12. Marjory Winkelman Epstein, Phil Peter, Lena Epstein, Lilly and Alex Stotland

13. Lamont Yoder, Ryan Daly

14. Ken and Kristen Lingenfelter

15. Antonice Strickland, Glenda Lewis, Marilyn Horn

TOP UNDERGRADUATE BUSINESS SCHOOLS IN METRO DETROIT 2026

BAKER COLLEGE

CADILLAC, JACKSON, MUSKEGON, OWOSSO, ROYAL

OAK, ONLINE | Private, Nonprofit

Undergrad programs: Bachelor’s and 3+1 accelerated BBA/MBA degree programs including accounting, business, business administration, finance, human resource management, supply chain, marketing, and more. Programs are offered at select campuses or 100 percent online. Transfer students can apply at no cost. baker.edu; 855-487-7888

CLEARY UNIVERSITY

HOWELL, DETROIT | Private

Undergrad programs: BBA programs including accounting, business communications, digital marketing, finance, human resource management, organizational leadership, project management, sports promotion and management, and supply chain management. BS programs include information technology with major concentrations in artificial intelligence, cybersecurity, data analytics, and information technology management, as well as health care management. cleary.edu; 800-686-1883

DAVENPORT UNIVERSITY

DETROIT | Private

Undergrad programs: Bachelor’s in accounting, applied business,

business, finance, human resource management, management, marketing, and sports management, plus a BBA in operations and supply chain management. Associate degrees in business administration are available in finance, human resources, accounting, and general business administration. davenport.edu; 800-686-1600

EASTERN MICHIGAN UNIVERSITY

YPSILANTI

Undergrad programs: BBAs in accounting information systems, accounting, computer information systems, entrepreneurship, finance, financial planning and wealth management, general business, international business, management, marketing, and supply chain management. An undergraduate certificate in business analytics is also available.

emich.edu; 734-487-1849

HENRY FORD COLLEGE

DEARBORN

Undergrad programs: Associate degrees in 65 programs including accounting, business administration, computer science, general business, and more. Bachelor’s degrees in culinary arts and hospitality management. hfcc.edu; 313-845-9600

LAWRENCE TECHNOLOGICAL

UNIVERSITY

SOUTHFIELD | Private

Undergrad programs: BBAs with concentrations in accounting, finance, general business, information technology, marketing, and sports management. A BS in business data analytics or information technology is also available.

ltu.edu; 248-204-4000

MACOMB COMMUNITY COLLEGE

CLINTON TOWNSHIP, WARREN

Undergrad programs: Associate degrees in business administration are available with concentrations in accounting, business communications, business management, construction management, entrepreneurship, entrepreneurship and small business management, general business, global supply chain management, hospitality management, international business, marketing, project management, and restaurant management. macomb.edu; 586-445-7999

MADONNA UNIVERSITY

LIVONIA | Private

Undergrad programs: Bachelor’s degrees in accounting, business administration, business analytics, computer science, cybersecurity, and sports management. Certificates are offered in entrepreneurship, e-sports

and gaming administration, forensic accounting, and fundamentals of quality and operations leadership. madonna.edu; 734-432-5300

MICHIGAN STATE UNIVERSITY EAST LANSING

Undergrad programs:

Bachelor’s degrees in accounting, finance, hospitality business, human resource management, marketing, management, and supply chain management. broad.msu.edu; 517-355-7605

NORTHWOOD UNIVERSITY

MIDLAND | Private

Undergrad programs: Bachelor’s degrees in accounting, applied management, automotive aftermarket management, automotive marketing management, data analytics, economics, entrepreneurship, finance, health care management, general business, international business, leadership, marketing, operations and supply chain management, management information systems, management, marketing communications, sales management, and more. northwood.edu; 800-622-9000

OAKLAND COMMUNITY COLLEGE

AUBURN HILLS, FARMINGTON HILLS, ORCHARD RIDGE, ROYAL OAK, SOUTHFIELD

Undergrad programs: Associate degrees in business administration with a concentration in accounting, business management, supply chain management, and more. oaklandcc.edu; 248-341-2000

OAKLAND UNIVERSITY

ROCHESTER HILLS

Undergrad programs: Bachelor’s degrees in accounting, actuarial science, economics, finance, general management, human resource management, management information systems, marketing, and operations management. Also home of the Southeastern Michigan Economic Data Center, and the Center for Data Science and Big Data Analytics. oakland.edu/business; 248-370-3360

ROCHESTER CHRISTIAN

UNIVERSITY

ROCHESTER HILLS | Private

Undergrad programs: Bachelor’s degrees in accounting, computer information systems, digital marketing, financial planning, information systems – programming, management, nonprofit management, sports management, sports management – e-sports and gaming administration, and strategic leadership. A BBA in marketing is also available. Computer information systems, management, and strategic leadership are offered in RCU’s accelerated degree completion format.

rochesteru.edu/business; 248-218-2000

SCHOOLCRAFT COLLEGE

GARDEN CITY, LIVONIA

Undergrad programs: Associate degrees in accounting, general business, small business for entrepreneurs, marketing and applied management, business administration, business information technology, computer information systems (multiple degrees), cosmetology management, real estate property management, supply chain management, and more. Schoolcraft has transfer agreements with many four-year university business schools. schoolcraft.edu; 734-462-4426

UNIVERSITY OF DETROIT MERCY

DETROIT | Private Undergrad programs: Bachelor of Science in business administration with majors in accounting or general business, and concentrations in business law, decision sciences, human resources management, social entrepreneurship, international business, management, marketing, business intelligence, and sports management. Students can qualify for an accelerated, five-year BSBA/ MBA program, or an accelerated

3+3 Business Law program leading to a Doctorate of Jurisprudence (J.D.). udmercy.edu; 313-993-1245

UNIVERSITY OF MICHIGAN ANN ARBOR

Undergrad programs: The Ross School of Business offers a Bachelor of Business Administration, which includes course offerings in accounting, business administration, business economics and public policy, finance, business law, business communication, entrepreneurial studies, management and organizations, marketing, strategy, and technology and operations. michiganross.umich.edu; 734-764-7433

UNIVERSITY OF MICHIGAN DEARBORN

Undergrad programs: BBAs with majors in accounting, business analytics, finance, general business, human resource management, information systems management, marketing, small business management, and supply chain management. umdearborn.edu/cob; 313-593-5460

UNIVERSITY OF PHOENIX DETROIT

Undergrad programs: Bachelor’s degrees in business and business management. In-person classes are no longer offered in Detroit. phoenix.edu; 313-324-3900

WALSH COLLEGE TROY | Private

Undergrad programs: Online, virtual, and on-campus bachelor’s programs in accountancy, applied management, automotive cybersecurity, business analytics, business information systems, cybersecurity, data analytics, entrepreneurship, finance, general business, general information technology, human resource management, information systems management, information systems, international business, management, marketing, operations, programming, and project management. walshcollege.edu; 248-823-1600

WAYNE STATE UNIVERSITY DETROIT

Undergrad programs at the Mike Ilitch School of Business: Bachelor’s degrees with concentrations in accounting, finance, global supply chain management, management, marketing, and technology information systems and analytics. ilitchbusiness.wayne.edu; 313-577-4505

Source: DBusiness research

TOP GRADUATE BUSINESS SCHOOLS IN METRO DETROIT 2026

BAKER COLLEGE — CENTER FOR GRADUATE STUDIES

ONLINE | Private, Nonprofit Graduate programs: MBAs in accounting, business administration, business intelligence, finance, health care management, human resource management, information systems, and leadership studies. Doctoral programs: DBA and DBA-ABD (all but dissertation) in business administration. All graduate and doctoral programs are offered 100 percent online for busy professionals. baker.edu; 855-487-7888

CLEARY UNIVERSITY

HOWELL, DETROIT | Private Graduate programs: MBA and MS degrees are offered 100 percent online. MBA focuses include analytical efficiency, executive leadership, health care leadership, project management, sports leadership, strategic leadership, and women’s leadership. MS focuses include culture, change, and leadership; human resources management; and management. cleary.edu; 800-686-1883

DAVENPORT UNIVERSITY

DETROIT, WARREN | Private Graduate programs: MBA programs with specializations in cybersecurity management, finance, health care management, human resource management, managerial accounting, marketing, data mining, leadership strategies, predictive analytics and data visualizations, and strategy management. A Master of Management is available, along with a Master of Accountancy. davenport.edu; 800-686-1600

EASTERN MICHIGAN UNIVERSITY

YPSILANTI

Graduate programs: An MBA in business administration, as well as an executive MBA, are available for full-time, online, and part-time students. MS degrees are available in accounting, financial analytics, human resource management and organizational development, information systems, integrated marketing communication, and management of innovation and strategy.

Graduate certificates: Business administration, computer information systems, e-business, entrepreneurship, finance, human resource management, information

technology governance, integrated marketing communication, international business, management, marketing, organizational development, and supply chain management. emich.edu/cob; 734-487-0042

LAWRENCE TECHNOLOGICAL UNIVERSITY

SOUTHFIELD | Private

Graduate programs: MBA programs are offered both online and on campus with concentrations in business analytics, cybersecurity, finance, information technology, marketing, and project management. An MS in business data analytics is available, as are the following dual degrees: MBA/information technology, MBA/architecture, MBA/engineering management, and MBA/business data analytics. Students also have the option to pursue a general MBA where they can choose any combination of three graduate-level elective courses, providing the broadest range of knowledge. ltu.edu; 248-204-3050

MADONNA UNIVERSITY

LIVONIA | Private

Graduate programs: An MBA is offered in business administration, and an MS is offered in business

leadership. Graduate certificates are offered in nonprofit leadership, operations and global supply chain management, and quality management. madonna.edu; 734-432-5354

MICHIGAN STATE UNIVERSITY

EAST LANSING

Graduate programs: MBA programs are offered in person, online, or hybrid. Full-time MBA programs are available in accounting, business administration, business analytics, entrepreneurship, finance, health care management, HR management, strategy and leadership, and marketing research. MS degrees are offered in accounting; accounting and data analytics; business data science and analytics; finance; financial planning and wealth management; health care management; management, strategy and leadership; marketing research and analytics; and supply chain management.

Executive education: Executive MBAs are offered in Troy, East Lansing, and online one weekend/ month. A wide range of non-degree, open-enrollment programs are available, specializing in business tools and techniques, finance, leadership, and more.

Full-time MBA: 517-355-7604

Executive MBA: 517-355-7603

Executive Development Programs: 517-353-8711

msu.edu; 517-355-1855

NORTHWOOD UNIVERSITY, DEVOS GRADUATE SCHOOL

MIDLAND | Private

Graduate programs: Accelerated, online, and evening MBA programs are available; an MS is available in organizational leadership, business analytics, finance, and human resources. A Doctor of Business Administration is also offered. devos.northwood.edu; 800-622-9000

OAKLAND UNIVERSITY ROCHESTER HILLS

Graduate programs: Online and on-campus master’s programs include 100-percent online MBAs, part-time MBAs geared for working professionals, executive MBAs for experienced professionals, and a Master of Accounting. MS degrees are offered in business analytics, finance, and information technology management. Graduate certificates include business analytics, business economics, business essentials, data science, finance, FinTech, human resource management, information security management, and marketing.

Executive education: Career-advancing educational opportunities are available. oakland.edu/business; 248-370-3287

UNIVERSITY OF DETROIT MERCY

DETROIT | Private

Graduate programs: An MBA program geared toward working professionals is offered evenings and online and may be completed in one year with a full-time class schedule. Concentrations include business administration and health services administration. Certificates in business fundamentals, ethical leadership and change management, finance, forensic accounting, and business turnaround management are offered. Dual-degree programs are also available in law, computer and information systems, and health services administration. A new, flexible Master of Science in Ethical Leadership is now available, focusing on socially responsible, inclusive decision-making, and can be completed through full- or part-time study. business.udmercy.edu; 313-993-1245

UNIVERSITY OF MICHIGAN ANN ARBOR

Graduate programs at the Ross School of Business: MBA programs are available in various formats including full-time, weekend, and online. An Executive MBA program is available in Ann Arbor and Los Angeles. The school also offers one-year master’s degrees in accounting, business analytics, management, and supply chain management. michiganross.umich.edu; 734-615-5002

Executive education: A wide range of customized and open-enrollment programs are designed to develop

individual specializations and strengthen organizations. michiganross.umich.edu/programs/ executive-education; 734-763-1000 UNIVERSITY OF MICHIGAN DEARBORN

Graduate programs: Earn master’s degrees with courses available weekday evenings, online, or through a combination of the two. MBA and MS programs are offered in accounting, business analytics, finance, financial analytics, information systems, marketing, marketing analytics, and supply chain management. Dual-degree options are also available. umdearborn.edu/cob/ graduate-programs; 313-593-4776

UNIVERSITY OF PHOENIX DETROIT

Graduate programs: Master of Business Administration and Master of Health Administration/MBA, as well as a Master of Management, are available. In-person classes are no longer offered in Detroit. phoenix.edu; 313-324-3900

WALSH COLLEGE TROY | Private

Graduate programs: Online, virtual, and on-campus master’s programs include a Master of Business Administration, STEM MBA, and five MBA dual-degree programs. Master of Science programs are offered in accountancy, finance, management, marketing, and taxation.

Doctoral programs: Online, virtual, and on-campus doctoral programs include DBAs in accounting, artificial intelligence and machine learning leadership, and general business. Students may also pursue a Doctor of Philosophy in Organizational Leadership and Doctor of Philosophy in Technology.

UNIVERSITY, DETROIT

Graduate certificates: Online, virtual, and on-campus master’s level certificates are offered in cybersecurity, data analytics, global project and program management, human resource management, strategic business communication, and automotive cybersecurity.

Executive education: Custom training includes professional

development, the Walsh College HR Summit, the Walsh Leadership Academy, test prep, and continuing education for business certifications. walshcollege.edu; 248-823-1600

WAYNE STATE UNIVERSITY DETROIT

Graduate programs at the Mike Ilitch School of Business: MBAs are

offered part-time, full-time, and evenings, with 13 concentrations available online or on-site in accounting systems; digital/business analytics; entrepreneurship and innovation; financial accounting; finance; global supply chain management; human resources management; international business; management; marketing; sports and

TOP 10 MORTGAGE LENDERS IN MICHIGAN

1. UNITED WHOLESALE

MORTGAGE

585 South Blvd. E Pontiac

800-981-8898

uwm.com

Top local executive:

Mat Ishbia, President & CEO

Total residential loan volume (2025): $113.8B (through Q3-25)

Total residential loan volume (2024): $139.4B

Loans closed (2025): NA

Loans closed (2024): NA

2. ROCKET CO.

1050 Woodward Ave. Detroit

800-610-5499

rocket.com

Top local executives:

Dan Gilbert, Founder & Chairman; Varun Krishna, CEO

Total residential loan volume (2025): $83.1B (through Q3-25)

Total residential loan volume (2024): $101.2B

Loans closed (2025): NA

Loans closed (2024): NA

3. NORTHPOINTE BANK

3333 Deposit Dr. NE Grand Rapids

888-672-5626

northpointe.com

Top local executive: Charles Williams, Founder, President & CEO

Total residential loan volume (2025): $2.1B

Total residential loan volume (2024): $3.6B

Loans closed (2025): 5,472

Loans closed (2024): 10,522

4. SUCCESS MORTGAGE PARTNERS

1200 S. Sheldon Rd., Ste. 150 Plymouth Township 734-259-0880

successmortgagepartners.com

Top local executive: Allison Johnston, President

Total residential loan volume (2025): $1.75B

Total residential loan volume (2024): $1.35B

Loans closed (2025): 6,944

Loans closed (2024): 4,700

5. FIRST NATIONAL BANK OF AMERICA

241 E. Saginaw St. East Lansing

800-266-7661 fnba.com.com

Top local executive: Bruce Maguire, Vice President

Total residential loan volume (2025): $1.3B

Total residential loan volume (2024): $1.2B

Loans closed (2025): 5,044

Loans closed (2024): 4,667

6. PREMIA MORTGAGE 1111 W. Long Lake Rd., Ste. 102 Troy 866-591-0655

premiarelocationmortgage.com

Top local executive: Nina Arnaiz, President

Total residential loan volume (2025): $1.3B

Total residential loan volume (2024): $795M

Loans closed (2025): 1,889

Loans closed (2024): 1,945

7. VANDYK MORTGAGE CORP. 2449 Camelot Court SE Grand Rapids 888-482-6395 vandykmortgage.com

Top local executive: Tom VanDyk, Founder & Chairman

Total residential loan volume (2025): $780M

Total residential loan volume (2024): $942M

Loans closed (2025): 2,658

Loans closed (2024): 3,367

entertainment management; technology, information systems, and analysis; and health care supply chain management. The school also offers master’s degrees in accounting, finance, data science and business analytics, organizational leadership (online), as well as an executive MS in automotive supply chain

management. A Doctor of Philosophy in business administration with finance, management, and marketing options is available.

Additionally, joint J.D./MBA, MD/MBA, and MBA/MSA are also available. ilitchbusiness.wayne.edu; 313-577-4723

Source: DBusiness research

TOP 20 HOME BUILDERS IN METRO DETROIT

8. JOHN ADAMS MORTGAGE CO.

26261 Evergreen Rd., Ste. 510 Southfield 248-208-3902

johnadamsmortgage.com

Top local executive: Larry Bsharah, President

Total residential loan volume (2025): $696M

Total residential loan volume (2024): $561M

Loans closed (2025): 2,532

Loans closed (2024): 2,196

9. CAPITAL MORTGAGE FUNDING

32100 Telegraph Rd., Ste. 220 Bingham Farms

248-569-7283 lowrateonline.com

Top local executive: Harry J. Glanz, President & Co-founder

Total residential loan volume (2025): $293.9M

Total residential loan volume (2024): $274.7M

Loans closed (2025): 1,185

Loans closed (2024): 1,107

10. HORIZON FINANCIAL GROUP

A division of First Securities

Financial Services

30150 Telegraph Rd., Ste. 320 Bingham Farms

248-538-7162

horizonfinancialgroup.com

Top local executive: Joshua M. Rubin, President

Total residential loan volume (2025): $67.8M

Total residential loan volume (2024): $52M

Loans closed (2025): 179

Loans closed (2024): 160

Sources: DBusiness research and Scotsman Guide

(RANKED BY JAN. 1-DEC. 31, 2025 PERMIT VALUE)

1. PULTE HOMES 2800 Livernois, Bldg. D, Ste. 320 Troy

248-647-2750

Permits: 486

Permit value: $184.7M

2. LOMBARDO HOMES 13001 23 Mile Rd., Ste. 200 Shelby Township 586-781-7900

Permits: 305

Permit value: $123.1M

3. TOLL BROTHERS

26200 Town Center Dr., Ste. 200 Novi

248-305-4000

Permits: 105

Permit value: $42.2M

4. ROBERTSON BROTHERS HOMES 6905 Telegraph Rd., Ste. 200 Bloomfield Hills 248-657-4968

Permits: 148

Permit value: $36.1M

5. M/I HOMES OF MICHIGAN 40950 Woodward Ave., Ste. 204 Bloomfield Hills 248-836-4522

Permits: 114

Permit value: $32.8M

6. MJC COS. 46600 Romeo Plank Rd. Macomb Township 586-263-1203

Permits: 60

Permit value: $29.4M

7. MONDRIAN PROPERTIES 2113 Kohil Dr. Troy 248-680-9074

Permits: 52

Permit value: $26.3M

8. LANDTEC COS. 2355 Bishop Circle W. Dexter

800-LANDTEC (800-526-3832)

Permits: 61

Permit value: $23.7M

9. INFINITY HOMES AND CO. 42400 Grand River Ave., Ste. 112 Novi

248-449-8084

Permits: 91

Permit value: $13.7M

10. ACADIA HOMES

24715 Briar Bay Dr. Macomb Township 586-634-2246

Permits: 26

Permit value: $12.3M

11. LOMBARDO HOMES/ ANYWHERE LOMBARDO 13001 23 Mile Rd., Ste. 200 Shelby Township 586-781-7900

Permits: 25

Permit value: $11.6M

12. EVERGREEN HOMES 2500 Crystal Lake Dr. Commerce Township 734-724-6197

Permits: 18

Permit value: $10.6M

13. CLEARVIEW HOMES 811 E. South Blvd. Rochester Hills 248-563-1195

Permits: 33

Permit value: $9.6M

14. WADE JURNEY HOMES 41210 Bridge St. Novi 248-621-2895

Permits: 35

Permit value: $9.7M

15. TRE HOMES

52846 Wellington Valley Dr. Macomb Township 248-812-9186

Permits: 18

Permit value: $8.4M

16. D’ANNA CONSTRUCTION CO. 55274 Van Dyke Ave. Shelby Township 586-883-2826

Permits: 21

Permit value: $6.45M

17. GRAND HAVEN HOMES 1700 W. Big Beaver Rd., Ste. 120 Troy 248-635-6837

Permits: 30

Permit value: $6.4M

18. LIVONIA BUILDERS 4902 Dewitt Rd., Ste. 101 Canton Township 734-397-9140

Permits: 36

Permit value: $6.1M

19. NINO HOMES INC. 2553 23 Mile Rd. Shelby Township 586-254-3232

Permits: 18

Permit value: $5.9M

20. PH HOMES 8255 Cascade St. Commerce Township 248-242-6838

Permits: 18

Permit value: $3.9M

Source: Home Builders Association of Southeastern Michigan

TOP CIRCUIT COURT JUDGES

Ore and Lore

The Copper Country National Byway is a unique Keweenaw Peninsula excursion that mixes beautiful scenery and the colorful history of mining in Michigan.

BY RONALD AHRENS

The abundant presence of copper in the Keweenaw Peninsula in Michigan’s Upper Peninsula dominated a traveler’s dispatch to a Detroit newspaper in July 1865.

Aboard the steamer Meteor, he found “large pieces of the mineral piled up on and near the dock” at Eagle Harbor, along Lake Superior.

And when the boat called next at Eagle River, he reported “huge masses of copper” weighing as much as a ton. ey came from the Cli Mine, which had “a splendid stamp-mill, and engines to lower the men into the pits.”

e traveler regretted not visiting Ontonagon, where the copper ore was so rich that “the diculty is to sever it from the huge boulders … weighing from 10 to 500 tons, pieces small enough to be conveniently lifted to the surface and transported to the lake.”

A formidable block of native copper sitting exposed on a tributary of the Ontonagon River was known to voyageurs in the 17th century and to Native Americans before, but the eureka moment occurred in 1843.

at’s when hardware merchant Julius Eldred managed to haul the Ontonagon boulder to Detroit. It went on display for a few years until the government paid Eldred $5,645 and took it to Washington, D.C., where its brilliance ultimately shone in the Smithsonian Institution.

By that time, the rush to mine Keweenaw copper was on. State geologist Douglass Houghton (the city and surrounding county were named after him) foresaw the rise of mining during his explorations of the early 1840s, but he cautioned against get-rich-quick expectations.

SUNKEN RESERVES

The Rock House of the Tamarac Copper Mine, with its hoisting and rock processing machinery, was a profitable enterprise in 1893.

Located in Red Jacket (now Calumet), the mine saw copper-bearing rocks brought to the surface before they were sorted, processed, and sent to a mill.

“While I am fully satis ed that the mineral district of our State will prove a source of eventual and steadily increasing wealth to our people,” Houghton wrote, heavy capital investment would be needed “where the prospects of success are most favorable.”

By the late 1800s, the Calumet and Hecla Mining Co. and Quincy Mining Co. dominated the market — C&H produced 63 percent of United States copper in 1882.

While the nal Keweenaw mine ceased in 1997, the glories of the natural surroundings evolved to become a tourist destination. Tokens of the industry are found along US-41 from Houghton to Copper Harbor.

e Copper Country Trail National Byway, a 47-mile stretch, was designated a Michigan State Heritage Road in 1994. Eleven years later, the U.S. Department of Transportation added it to the group of 184 roads under the America’s Byways umbrella.

Prospective tourists may hesitate on traversing the 600 miles from Copper Harbor to Detroit, but Steve Lehto promises rewards. Lehto, a South eld consumer protection attorney, wrote “Michigan’s Columbus: e Life of Douglass Houghton.” He also produces YouTube travel guides, including a journey through US-41’s “Tunnel of Trees,” which complements the more famous Lower Peninsula M-119 Tunnel of Trees.

In a phone interview, he draws overall comparisons of the copper trail to the coast of Maine, but Keweenaw is less populated.

“You can nd a beach and have it all to yourself,” he says of the U.P. trail. One favorite feature, Brockway Mountain Drive, departs the highway westward from Copper Harbor and ascends to a point high above Lake Superior. “It’s a stellar view and free,” he reports.

South of town, the Estivant Pines Nature Sanctuary has the largest tract of old-growth white pines in Michigan. In turn, history bu s will nd the Quincy and Delaware mines open for tours.

Meanwhile, the year 1913 was marked by calamity. Lehto’s book about the Italian Hall disaster of that Christmas Eve, in Calumet, describes the catastrophe when 73 people — most of them the children of striking miners — perished in a stampede.

To avoid such a fate, Lehto urges “anyone who has time to slow down.”