Goodwill of Central and Northern Arizona turns donations into possibilities by providing no-cost services to more than 30,00 Arizonans annually that help them build a better economic future.
Your purchases and donations help support local, no-cost career services, education, sustainability efforts and housing solutions so Arizonans can build better futures for themselves and their families.
Goodwill of Central and Northern Arizona is a 501(c)(3) non-profit organization dedicated to ending poverty through the power of work! GoodwillAZ.org
Transforming the Desert Edge
In this recurring CRE feature, Kim Ryder shares insight into the industry, where the market is going and what’s impacting it.
Gameday Men’s Health Champions Community Giving
Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
Decision-Making and Hybrid Strategies
In this recurring feature from Gensler, Arnold Craig Levin discusses the factors of perception, power and the bottom line in work strategies.
Gerald J. Leonard shares three strategies to turn obstacles into opportunities.
DEPARTMENTS
9 Guest Editor
Paul Hickman, President and CEO of Arizona Bankers Association, introduces the “Banking” issue.
10 Feedback
Peggy Fiandaca, Shahe Koulloukian and Lisa Roux respond to In Business Magazine’s burning business question of the month: What’s your experience (and preference) regarding brick-andmortar and virtual banking?
12 Briefs
“Why SMBs Should Invest in Hiring Recent Graduates,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Cannabis Dispensary Tours for Seniors” and “Franchise Growth Hinges on Closing the Consumer Expectation Gap”
15 Startups
“EleeHub Amplifies Ad Opps for Smaller Nonprofits” and “Spark Pro Global Elevates Delegating with Virtual Assistant”
16 From the Top
Epicenter visionary William Johnston anchors decisions in first principles.
17 CRE
“Transforming the Desert Edge,” “The Evolution of Luxury Private Golf Communities,” “Differentiated Class A Spec Industrial in Chandler” and “New in Scottsdale's Booming Industrial Market”
20 Semi Insights
“Applied Materials and ASU Open $270M Materials-to-Fab Center in Tempe,” “SEMICON West Finds a Natural Fit in Phoenix” and “Global Builders Turn to Arizona as High-Tech Projects Accelerate”
COVER STORY
28 Bank on It: Arizona’s Banks Funding Our Future
In Business Magazine reached out to a select few of the major and community banks and credit unions that serve our community.
42 Study Finds Hidden Cause behind Employee Turnover and Burnout
Among factors David Kolbe discusses is the finding that fair pay is essential but insufficient as a driver of satisfaction.
“Why Your Wellness Program ROI Isn’t Adding Up” and “Building a Healthier Workforce (And Bottom Line) for a New Era of Employee Well-Being”
“SAVA AI: Transforming How Patients Find Clinical Trials” and “Balancing Analytics Freedom with Controlled Governance”
New releases give fresh insights on business thinking.
Karah Gagnon presents a business guide to merchant services.
Haley Harrigan explores the critical concerns of categorizing employees as exempt or non-exempt.
Lisa Harris discusses why businesses should incorporate skillsbased volunteering into their corporate social responsibility.
2026 Cadillac Vistiq EV Plus: Business perks up at The Phoenix Symphony’s Coffee Classics.
Glenrosa Restaurant Fires Up Authentic Sonoran
Mike Madsen discusses roadblocks and strategies around advancing economic innovation.
"Banking is very good business if you don't do anything dumb." —Warren Buffett, chairman and CEO of Berkshire Hathaway
We’re here to focus health care where it belongs: on you. You deserve the kind of care that goes beyond a chart or a prescription. It’s the kind of care that covers everything you need to live your healthiest life, including support from a whole team of doctors, nurses, and specialists to keep you feeling good. And it’s care that gives you all the benefits of a nationally recognized health care company with a hometown, personal touch.
RaeAnne Marsh
Editor in Chief, In Business Magazine
RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.
Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine
Tyler Butler
Guest Columnist – Social Impact
A long-time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in myriad ways globally. She operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity — shedding light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Kim Ryder
Guest Columnist – Commercial Real Estate
Kim Ryder is a dynamic commercial real estate executive with extensive experience in managing multi-million-dollar, complex projects and the build-out of more than 54 million square feet of retail and commercial space. Ryder has started several business lines in her career, most notably launching Thrive Real Estate and Development groups. Her career in the thrift industry extends over 25 years and led her team to expand the Goodwill real estate portfolio by more than 100 locations, having leadership over more than 400 transactions. Her expertise in thrift real estate has made her a well-known resource of knowledge
Bruce Weber
Guest Columnist – Capacity
Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”
This month’s contributors
Gerald Leonard is CEO of Turnberry Premiere, a strategic project portfolio management and IT governance firm. (“When the Roadblocks Become the Road,” page 34)
Karah Gagnon is senior vice president, relationship manager team lead at Enterprise Bank & Trust in Arizona. (“From Check Out to Cash Flow: A Business Guide to Merchant Services,” page 36)
Gallagher & Kennedy shareholder Haley Harrigan counsels individuals, small businesses, franchised operations and large companies. (“Employees: Exempt or Non-Exempt?” page 38)
David Kolbe comes from a lineage of psychometric pioneers and serves as CEO of Phoenix-based Kolbe Corp. (“Study Finds Hidden Cause behind Employee Turnover and Burnout,” page 42)
Arnold Levin, strategy director at Gensler, has more than 50 years of experience in design. (“The Hybrid Condition: Decision-Making and Adoption of Hybrid Strategies,” page 43)
Lisa Harris is senior director of donor experience and former loaned executive at Valley of the Sun United Way. (“Why Incorporate Skills-Based Volunteering into Corporate Social Responsibility,” page 44)
Mike Madsen has 37 years of experience in aerospace and defense, recently retiring as president and CEO of Honeywell Aerospace Technologies. (“From Barriers to Breakthroughs: Advancing Arizona's Innovation Economy,” page 66)
Editor in Chief RaeAnne Marsh
Associate Publisher Nico Pacioni
Graphic Design Matt Fischer
CONTRIBUTING WRITERS
Angela Anderson
Tyler Butler
Nick Dan-Bergman
Karah Gagnon
Hayley Harrigan
Lisa Harris
Mike Hunter
Kristy Jozwiak
David Kolbe
Gerald Leonard
Arnold Craig Levin
Mike Madsen
Eleesha Martin
Indu Navar
Stephanie Quinn
Kim Ryder
Todd Severson
Chitrang Shah
Cole Tsonis
ADVERTISING
Operations Louise Ferrari
Business Development Raegen Ramsdell
Louise Ferrari
Cami Shore
Events Amy Corben
WTSM TV STUDIO
General Manager Chris Weir
More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.
Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com
President Camron McCartney
Editorial Director RaeAnne Marsh
Financial Manager Tom Beyer
Office Manager Allie Jones
Accounting Manager Todd Hagen
Founder & Chair Rick McCartney
Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com
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Each year, SRP hosts the Champions of Sustainability awards to honor businesses for their achievements in energy efficiency.
This year we recognized outstanding participants in the SRP Business Solutions™ programs, including Energy Efficiency, Business Electric Technology, EV Charger and Fleet and the SRP Business Demand Response Program™.
Join us in a round of applause for this year’s winners — companies and organizations that continuously lead the charge in sustainability and innovation.
WINNERS
• Alta Avondale
• City of Phoenix
• CMC Steel Fabricators Inc.
• Fulton Homes
• Global Ambassador Hotel a Fox Hotel 1, LLC, property
• Grand Canyon University
• Laveen Elementary School District
• Maricopa Community Colleges
• McClendon’s Select
• My Garage Arizona LLC
• Starbucks in Mercy Center
• Sunshine Acres Children’s Home
Learn more about SRP’s rebates and programs and how your business can benefit at savewithsrpbiz.com.
In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.
PARTNER ORGANIZATIONS
Debbie Hann, Interim CEO Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org
Kristen Wilson, CEO AZ Impact for Good (602) 279-2966 www.azimpactforgood.org
Terri Kimble, President & CEO Chandler Chamber of Commerce (480) 963-4571 www.chandlerchamber.com
Joanna Horton McPherson, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org
Robin Arredondo-Savage, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org
Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com.
ASSOCIATE PARTNERS
Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com
Arizona Chamber of Commerce & Industry azchamber.com
Arizona Hispanic Chamber of Commerce azhcc.com
The Black Chamber of Arizona phoenixblackchamber.com
Economic Club of Phoenix econclubphx.org
Glendale Chamber of Commerce glendaleazchamber.org
Greater Phoenix Chamber of Commerce phoenixchamber.com
Greater Phoenix Equality Chamber of Commerce gpglcc.org
Mesa Chamber of Commerce mesachamber.org
North Phoenix Chamber of Commerce northphoenixchamber.com
Peoria Chamber of Commerce peoriachamber.com
Phoenix Metro Chamber of Commerce phoenixmetrochamber.com
Scottsdale Area Chamber of Commerce scottsdalechamber.com
Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com
Surprise Regional Chamber of Commerce surpriseregionalchamber.com
WESTMARC westmarc.org
Paul Hickman is the president and CEO of the Arizona Bankers Association, which represents the banking industry in the state. The industry is comprised of 62 banking institutions employing more than 100,000 Arizonans and managing close to $221 billion in insured deposits. Hickman holds a Bachelor of Science in political science, a Bachelor of Arts in history, and a law degree — all from Arizona State University. azbankers.org
Banking on Growth
What do customers get from their financial institution? “Money” is one answer. Another? “Relationship." As contributors to this month’s cover story make clear, understanding their customer’s situation and needs is the foundation for (providing) an appropriate solution.
I am happy to report that the banking industry in Arizona continues to strive to be part of that solution. The sector in Arizona reflects the industry writ large for the entire country. The industry here is diverse, robust and very well capitalized. It is resilient enough to navigate the uncertainty that has come with the new administration. And it is poised to take on the challenges of a revolution in payments, and the evolving digital-asset economy. We at the Arizona Bankers Association have been working hard to react to the needs of our member banks by mitigating threats to the state’s banking industry so that it can better serve our customers. Whether those threats come from misguided politicians who want to force businesses into ill-advised courses of action, or other business sectors who want to feather their nests at the expense of Arizona bank customers, the AzBA is proud to also be part of the solution.
Looking to offer a broad perspective, In Business Magazine reached out to major and community banks and credit unions. In this month’s cover story, “Bank on It: Arizona’s Banks Funding Our Future,” they speak to economic challenges and an evolving functional landscape as they discuss the products and services available to other businesses.
Challenges, of course, are universal. And inevitable. Gerald J. Leonard addresses this in feature article “When the Roadblocks Become the Road.” Pointing out, “What feels like a crisis is often the catalyst for long-term transformation,” he explores three strategies to turn obstacles into opportunities.
In this month’s Economy feature, “From Check Out to Cash Flow,” Karah Gagnon presents a business guide to merchant services that also addresses issues of fraud and user satisfaction.
Fair pay is essential but insufficient as a driver of satisfaction — this is among surprising insights from David Kolbe in his article “Study Finds Hidden Cause behind Employee Turnover and Burnout.” He examines a motivational factor that is harder to quantify, but with enormous influence.
Haley Harrigan delves into another important HR issue in this month’s Legal feature, “Employees: Exempt or Non-Exempt?” as she discusses ways businesses can avoid costly classification errors – and the consequences if they don’t.
As much as Phoenix — and Arizona as a whole — is known as a hub of innovation, there are some critical barriers. Mike Madsen went to businesses “in the trenches” and surveyed top executives from Arizona’s legacy companies and more recent arrivals, and he shares his findings in this month’s Roundtable feature.
Franchise growth, hiring strategies, trends in commercial real estate and development, and evaluating the efficacy of corporate wellness programs are among the articles populating the other varied editorial departments this month.
And this month’s edition also presents the 2025 “Excellence in Banking” special section, profiles of some of the Valley’s top leaders at our community banks and credit unions.
It’s my pleasure to help bring you this November edition of In Business Magazine . I hope you enjoy the read.
Sincerely,
Paul Hickman President & CEO Arizona Bankers Association
FEEDBACK
QUESTION:
Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
What’s your experience (and preference) regarding brick-and-mortar and virtual banking?
PEGGY FIANDACA
Owner & General Manager
LDV Winery
Sector: Wineries
We prefer virtual banking for all our business and personal needs. This includes payroll, deposits, managing multiple business and personal accounts, ordering checks, vendor payments, etc.
We run a retail business, but our price point is higher than some so the cash coming in is less than some food and beverage operations. LDV Winery is an estate winery, creating handcrafted wines that reflect the unique vineyard characteristics in Southeastern Arizona. The LDV Winery Tasting Room in Old Town Scottsdale is LDV’s primary retail location, where guests enjoy wine tastings, educational workshops, and light bites on the beautiful patio.
We do use a teller and/or night drop when we have higher-than-expected cash to deposit. Most of our entire operation, however, is fully digital/ virtual when it comes to banking!
LDV Winery ldvwinery.com
Peggy Fiandaca is owner and general manager of LDV Winery and is responsible for operations (vineyard and winemaking), marketing and retail, and overall business’s success. She makes final decisions in collaboration with the co-winemaker on the final formulas for all LDV wines. Fiandaca serves as the public face for the LDV brand, which includes social media, media relations, website, monthly blog, newsletters, podcast and video wine tips.
SHAHE KOULLOUKIAN
Owner
Mazvo Car Care Center
Sector: Automobile Repair
Running an auto repair business for more than three decades has taught me one thing: Relationships still matter more than algorithms. At Mazvo Car Care Center, we’ve kept our business account with a local brick-and-mortar bank because that personal connection is priceless. When I walk in, they know my name and my business, and I can look someone in the eye when discussing transactions that keep our shop running. There’s a level of trust you just can’t replicate with an AI chatbot or a 1-800 number. That said, I’m no stranger to the convenience of virtual banking — we use it for payroll and savings because efficiency has its place. But when it comes to the heartbeat of my business, I prefer the handshake over the hyperlink. For a service industry like mine, explaining the value behind every invoice or fee requires a real conversation, not another password reset.
Technology’s great — but relationships still sign the checks.
Mazvo Car Care Center mazvo.com
Shahe Koulloukian is the owner of Mazvo Car Care Center in Phoenix. With more than 43 years in the automotive industry, he’s built a reputation for educating and empowering customers through honesty, humor and expertise. He’s also the author of the best-selling book Car Confidential, a finalist for Author of the Year, and the host of podcast “The Car Confidential Show,” which focuses on car ownership empowerment. For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
LISA ROUX
Owner & CFO
Shooter’s World
Sector: Firearms
I like having a mix of both brick-andmortar and virtual banking. At Shooter’s World, we manage a lot of moving parts — from retail and range operations to payroll and multiple business accounts — so flexibility is everything. I work with a large national bank, and having a personal relationship with my banker has been a huge advantage. When I can pick up the phone and talk to someone who truly understands our business, things get done faster and with more care.
At the same time, virtual banking has been a game-changer for our day-today needs. The speed, convenience and visibility it offers make managing cash flow and expenses much more efficient, especially across multiple locations.
In our industry, we’ve had to be thoughtful about who we bank with, since firearm-related businesses can face discrimination. That’s why I value working with a bank that focuses on partnership and trust — not politics — and truly supports responsible business owners committed to safety and community.
Shooter's World azshootersworld.com
Lisa Roux is the CFO and co-owner of Shooter’s World, a premier indoor shooting range brand known for safety, education and community. With a background in finance and entrepreneurship, she leads with integrity and vision — creating spaces where customers feel welcomed, respected and empowered. Roux is passionate about growth, excellence and leaving every community she serves better than she found it.
DAILIES TOP STORIES
‘In Business Dailies’ Most Views Last 30 Days
Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies, which hits email inboxes every weekday at 9:30 a.m. Sign up today: at www.inbusinessphx.com/dailies-signup
Commercial Real Estate & Development | inbusinessphx.com | October 7 2025
Amenity-Rich Gated Community Breaks Ground Near Queen Creek inbusinessPHX.com
Tri Pointe Homes Arizona, a recognized leader serving the Phoenix market for more than 30 years under the name Maracay®, announced that construction is underway at Emberly, its new 32-acre gated community near Queen Creek. Located at the southwest corner of San Tan Boulevard and 172nd Street, Emberly is anticipated to include 42 single-family home sites upon completion.
Marketing | inbusinessphx.com | October 2 2025
Suns
and
Mercury Ink $115M Arena Naming Rights Deal
inbusinessPHX.com
The Phoenix Suns, Phoenix Mercury and United Wholesale Mortgage announced a 10-year, nearly $115 million dollar naming rights partnership — one of the largest in the NBA and WNBA — to name the downtown Phoenix arena after UWM’s consumer-facing brand, Mortgage Matchup.
Commercial Real Estate & Development | inbusinessphx.com | October 3 2025
Rezoning Paves Way for Next Phase of a 20,000-Acre Goodyear
Master-Planned Community
inbusinessPHX.com
In a transformative decision that sets the stage for the next chapter of growth in the master-planned community of Estrella, the Goodyear City Council voted unanimously (7-0) to approve the rezoning request for the Estrella 14 Planned Area Development. The approval marks a significant milestone for Estrella Development Company and the City of Goodyear.
Growth & Enterprise | inbusinessphx.com | October 15 2025
Valley Real Estate Giant Rolls Out Rebrand
inbusinessPHX.com
HomeSmart, the largest residential real estate brokerage in the Valley, announced that the enterprise is launching a new brand look and messaging at their annual premier agent event, Ignite: Growth Summit 2025. The refresh reflects HomeSmart’s evolution and vision for the future.
Why SMBs Should Invest in Hiring Recent Graduates
As the job market becomes increasingly competitive and uncertain, small and mid-sized businesses (SMBs) are uniquely positioned to make strategic hiring decisions by recognizing the often-underestimated value of recent graduates. This strategy can benefit their organization and the next generation of talent. The Rise of the Next-Gen Workforce
Recent graduates bring more than their academic credentials. Growing up at the forefront of technological innovation and often possessing entrepreneurial mindsets, they enter the workforce with practical skills that can significantly impact SMBs.
Many have gained real-world experience through internships, freelance work and side projects, making them more job-ready than ever. Shaped by experiences such as hybrid learning, economic shifts and entering a rapidly evolving workforce, recent graduates have sharpened their problem-solving and creative thinking skills, qualities that make them well-suited for SMBs, where agility and cross-functional collaboration are essential.
This generation also brings a strong desire to contribute to meaningful work and professional growth. For HR leaders, this means the talent pool is motivated to make an impact within an organization that values and invests in their potential.
COMPETING WITH LARGER EMPLOYERS
While larger corporations may offer brand recognition and a thorough onboarding process, SMBs can offer broader exposure, faster
career advancement and more direct access to leadership. These advantages position SMBs as steppingstones for professional growth, a quality recent graduates often seek to make a meaningful impact early in their careers.
TAKEAWAYS FOR HR LEADERS
• Embrace the new generation: Young professionals bring a new perspective to workforce culture, often emphasizing growth and connection to a larger purpose. Leaders should understand and invest in these priorities to see higher retention and engagement rates.
• Adopt a two-way hiring process : Employers should treat an interview as a mutual evaluation, creating a space where both parties openly explore shared values and longterm potential.
• Offer growth opportunities: Employers should showcase how their organization supports professional development and career advancement. They should position the company as a place where early-career professionals can grow.
Hiring recent graduates offers SMBs a significant advantage in landing highly talented and forward-thinking individuals. By aligning recruitment and retention strategies with the expectations of today’s early-career professionals, HR leaders can build long-term partners and future leaders.
For SMBs willing to adapt and invest, this new talent pool offers a powerful opportunity for organizational growth. —Eleesha Martin, director of Recruitment Process Outsourcing at G&A Partners (www.gnapartners.com) While larger corporations may offer brand recognition and a thorough onboarding process, SMBs can offer broader exposure, faster career advancement and more direct access to leadership.
Local Standouts Recognized for Achievements and Philanthropy
Acacia Health Center Awarded for High Quality Healthcare
Acacia Health Center, the onsite short- and long-term rehabilitation center at Sagewood Senior Living in North Phoenix, was recently ranked first out of 141 long-term care communities in Arizona based on the Arizona Department of Health Annual Survey outcomes. sagewoodlcs.com
Arizona Party Bike Ranked Among World’s Best Local Arizona company Arizona Party Bike, which offers private parties and group pub crawls around Scottsdale, Phoenix, Tucson and Flagstaff, was recently recognized by Tripadvisor as a 2025 Travelers’ Choice award winner for ranking among the best 10% of all attractions in the world. arizonapartybike.com
Arizona Autism United Recognized with Multiple Awards
Arizona Autism United, a leader in autism services across Arizona, has been named a 2025 Top Workplace in Arizona, Top Workplaces USA, and Top Workplaces Non-Profit Industry Award recipient. Additionally, AZA United received the Top Workplaces Spring Culture Excellence Award, and its CEO, Dr. Aaron Blocher-Rubin, was honored with the Best Manager Specialty Award. azaunited.org
Buck & Rider Named Among Top 20 Oyster Houses Buck & Rider, Phoenix's premier seafood and steak restaurant, has been named to Yelp's prestigious list of the Top 20 Oyster Houses in the United States and Canada. The original Phoenix location earned the No. 16 spot, a remarkable achievement for a restaurant not situated in a coastal area. buckandrider.com
Arizona Builders Alliance Empowers Students
The Arizona Builders Alliance, a leading trade association for contractors in Arizona, successfully hosted its annual Backpack Drive distributions, delivering $34,990 in essential school supplies to 800 students across Arizona. The distributions followed ABA’s 2025 Backpack Drive, during which the ABA's Community Service Board, construction industry professionals, volunteers and community members collected monetary donations to purchase essential school supplies for Arizona youth. azbuilders.org
Phoenix Nonprofit Receives Donation from JE Dunn Family Promise of Greater Phoenix, whose mission is to break the cycle of homelessness for families through innovative solutions, recently received a $150,000 grant from JE Dunn Construction to support its Emergency Shelter Program. familypromiseaz.org jedunn.com
Cannabis Dispensary Tours for Seniors
Mint Cannabis, operator of multiple Valley dispensaries and cultivation facilities in Arizona, is hosting ongoing VIP dispensary tours for locals who live in senior living facilities. Seniors are bused to the Mint’s flagship dispensary in Tempe, where they enjoy a free lunch. The tour follows, when they can ask questions about the cannabis industry in a comfortable setting, and see the state’s largest dispensary in action — including its on-site cannabis kitchen, grow, and drive-thru.
The tours are in partnership with Life is Chill, an Arizona-based company that specializes in cannabis-infused wellness products.
“Seniors are looking for safe, therapeutic and alternative options for their healthcare needs — however, they may not be entirely familiar with cannabis or knowledgeable about how a dispensary works,” says Eivan Shahara, CEO of Brightroot, Inc., parent company of Mint Cannabis. “That’s why we decided to offer these customized, educational tours, so individuals 55 years of age and better can learn more about the benefits of cannabis in an approachable, comfortable setting.”
The tours have been such a success that the dispensary operator and cannabis product vendor are not only planning more tours, but
they are also working on a plan to initiate regular deliveries to local senior living communities.
“We’re committed to changing perceptions about the plant and setting the bar for innovation and advancement in the industry,” says Shahara.
The Mint’s 12,000-square-foot dispensary in Tempe is not only its flagship location, it’s a cannabis destination — it introduced the nation’s first cannabis kitchen of its kind in 2018, added a large on-site grow in 2019 and implemented an on-site drive-thru in 2020. Open 24 hours a day, 365 days a year, this dispensary is the largest in the state, earning it “Most Innovative” by the international Commercial Cannabis Awards. —Kristy Jozwiak
Life is Chill lifeischill.com Mint Cannabis mintdeals.com
Franchise Growth Hinges on Closing the Consumer Expectation Gap
Franchises remain a powerful economic driver in the United States, contributing more than $936 billion in output in 2025. Among the top states for franchise growth? Arizona.
Yet new research from LT (formerly LaneTerralever) reveals that growth may be at risk due to a widening disconnect between what consumers expect and where franchisors are investing.
Today’s consumers want the best of both worlds: the trust and local credibility of independent businesses combined with the reliability and scale of national brands. They also expect seamless digital experiences — from loyalty apps and realtime communication to consistent service across locations. In fact, 90% of consumers say rewards programs drive brand loyalty and half use social media platforms to discover new brands.
Despite these clear signals, many franchisors continue to rely on the same marketing methods they’ve used for years. Only 39% plan to adopt AI tools in the next two years, even as AI and social media are fundamentally reshaping how people
discover and evaluate businesses. This gap leaves many brands vulnerable to losing relevance with fast-changing consumer behaviors.
The report also identifies three consumer personas shaping franchise decision-making: the Consistency Crusader, who values reliability and trust; the Digital Decision-Maker, who expects a tech-first experience; and the Value Hunter, who prioritizes cost and convenience. These groups cut across age and income, underscoring that behavior, not demographics, now drives purchasing decisions.
For franchisors, the message is clear: Traditional brand-building alone is no longer enough. To compete in 2025 and beyond, franchise systems must align investments with consumer priorities, focusing on personalization, loyalty and digital convenience.
For more insights, the full report, “The Gaps That May Be Killing Your Franchise: Changing Consumer Expectations & Where to Invest,” is available at www.lt.agency/reports —Nick Dan-Bergman, CMO of LT (www.lt.agency)
Ninety
EleeHub Amplifies Ad Opps for Smaller Nonprofits
Arizona is the U.S. Semiconductor epicenter
by RaeAnne Marsh
EleeHub is a niche marketing agency dedicated to helping small and mid-sized nonprofits maximize the benefits of Google’s Ad Grant program, which provides up to $10,000 per month in free advertising to eligible 501(c) (3) organizations. “Many nonprofits aren’t aware of this opportunity or lack the resources to manage it effectively,” says Todd Vigil, founder and CEO. “At EleeHub, we developed a streamlined, cost-effective model that makes it easy for nonprofits to put this grant to work, without the high costs of a full-service agency.”
With nearly 20 years as a nonprofit marketing executive and board member for organizations like The Phoenix Symphony, Heard Museum and Barrow Neurological Foundation, Vigil says, “I recognized a significant gap in digital marketing.” Observing that, while larger nonprofits could afford top marketing talent, smaller organizations often struggled to leverage valuable tools such as Google’s Ad Grant, Vigil launched EleeHub in October 2021. “My passion lies in helping nonprofits embrace digital opportunities,” Vigil shares. “Far too often, nonprofits underinvest in advertising
and technology. As tools like artificial intelligence become more accessible, the digital gap continues to widen. EleeHub exists to bridge that gap, empowering mission-driven organizations to unlock new potential.”
Citing challenges he views as typical of any early-stage company — cash flow, client acquisition, building scalable systems — Vigil says, “I’m grateful for a strong network in the arts and nonprofit communities that has kept our client pipeline active.” He credits strategic investments in legal, financial and executive coaching support for helping the organization strengthen operations, and says the focus now is on scaling smartly by enhancing the systems and automation.
“An early mentor once told me, ‘What gets you from 1 client to 10 won’t get you to 100 — and what gets you to 100 won’t get you to 1,000.’ I took that to heart,” he shares, “and have always balanced day-to-day operations while investing in future growth.”
—RaeAnne
Marsh
EleeHub eleehub.com
Spark Pro Global Elevates Delegating with Virtual Assistant
“Spark Pro Global is an innovative virtual assistant service designed to help entrepreneurs, business owners and creative professionals streamline their operations and reclaim their time,” says owner Heather Harris. “We specialize in handling time-consuming administrative tasks, allowing our clients to focus on their core strengths.” She describes the current Spark Pro Global VA model as purpose-built for the beauty industry, with structured training, in-house Standard Operating Procedures and specialized departments (web development, content writing, SEO, AI and marketing), plus a dedicated Client Success Manager to support each client, overseeing quality assurance, reporting and communication to ensure consistent results.
“As a business owner, I personally experienced the overwhelming burden of managing administrative tasks alongside growing my business,” Harris relates. “After being overwhelmed by the flood of emails, bookings and messages, I discovered the game-changing power of a virtual assistant. This solution not only alleviated my stress but significantly improved my business's efficiency and revenue. Inspired by my own transformation, I founded
Spark Pro Global to help other entrepreneurs achieve the same success.” Since founding the company in March 2024, Harris reports client results of 457% increased social media reach, 26% increase in new client sales and 37% increase in appointments.
One of her initial challenges was recruiting and building a team of skilled, reliable assistants. “It was essential for us to find individuals who aligned with our company values and were dedicated to professional growth. connection is at the heart of everything we do. Our Spark Assistants go beyond task completion, taking the time to understand each owner’s goals and acting as a seamless extension of their team.”
Harris took to heart the advice to create Standard Operating Procedures. “Having well-defined systems in place has been a game-changer, allowing us to maintain quality and efficiency while expanding rapidly,” she says. “As a result, we’ve achieved 333% growth in just one year — and we’re on track to do the same in 2025.” —RaeAnne Marsh
Spark Pro Global sparkproglobal.com
WalletHub's "Best & Worst States to Start a Business (2025)" ranks Arizona as ninth best of the country's 50 states. wallethub.com/edu/best-states-to-start-a-business/36934
THE CASE FOR DELEGATING
“Business owners often find themselves overwhelmed with administrative tasks, leaving little time for strategy or growth. Strategic delegation, however, is a powerful tool for scaling businesses efficiently without burnout,” says Heather Harris, owner of virtual assistant service Spark Pro Global. The cost of not delegating can be significant, she notes: If a business owner's time is valued at $200 per hour and they spend 20 hours a week on administrative tasks, that amounts to $4,000 per week lost on low-value work.
“One salon owner who partnered with Spark Pro Global freed up more than 20 hours each week, enabling her to expand and open a second location,” Harris shares. “By strategically delegating tasks, entrepreneurs can scale their businesses faster while reducing stress and increasing productivity.”
QUICK TAKE: JOHNSTON & CO. + EPICENTER
• Johnston & Co.: Established in 1960, Johnston & Co. is a multi-disciplinary development firm that focuses on agriculture, manufacturing, food and communities. Simply said, they make things and places.
• Signature: Epicenter at Agritopia® — Three hundred and twenty apartments over 49,000 square feet of high-end retail; a walkable, wellnessforward hub in Gilbert.
• Honors: Mixed-Use Project of the Year, 2024 RED Awards
• Purpose: “We make things and places” — community-first, designdriven development.
• Scale: Three hundred and twenty residences over an activated ground floor.
William Johnston: From Farm Rows to Vertical Mixed-Use
Epicenter visionary anchors decisions in first principles by Mike Hunter
When supply chains seized, inspections shifted without warning, and a few would-be tenants walked away during the pandemic, William Johnston didn’t flinch. He recalibrated. The CEO of Johnston & Co. tightened communication with equity partners and retailers, reworked timelines, and kept the bar high on design and fit. That resolve had already been tested in late 2017, when initial development partners exited despite pre-leasing nearly half the space. Johnston had to tell signed tenants their dreams were on hold while he rebuilt the team.
His approach was forged long before the cranes. Johnston grew up on his family’s farm in Gilbert, absorbing the rhythms of soil, weather and work ethic from his parents. He names the same three values first every time: hard work, humility and honesty. As a young manager at Liberty Market while attending the W. P. Carey School of Business at Arizona State University, he studied firsthand how leadership styles felt to people doing the work. Those years shaped a leadership style grounded in autonomy, clarity and empathy.
His shift from restaurants to real estate was a leap of faith sparked by family. After a decade at Joe’s Real BBQ, Joe’s Farm Grill and Liberty Market, Johnston moved into the family development office. Timing mattered. Epicenter’s concept emerged around 2010 when a grocery deal collapsed. A launch party followed in 2012, and Johnston joined in 2014. The mandate was bigger than a building: Translate the agrarian DNA of Agritopia into a vertical mixed-use hub that felt native to the neighborhood his family had stewarded for generations.
Financing that vision brought its own gauntlet. With residential above retail, he pursued a single lender willing to structure loans across both parts. The choice added complexity and legal documentation but protected the coherence of the whole. His simple system — prioritize what moves the mission — helped him navigate daily resequencing to match materials, absorb cost spikes and manage COVID-era disruptions. A people-pleasing streak made some calls harder, so he learned to anchor decisions in first principles.
Community input was constant. Early surveys and focus groups shaped the tenant wish list and eased concerns, and open houses kept the process transparent. Johnston and his team didn’t wait for inbound calls. They drove across Arizona to recruit what they called the best of Arizona — operators devoted to craft, quality and operational excellence. He credits mentors like Casey Treadwell and Greg Nadeau for sharpening his development toolkit and extends that respect to tenants, lenders and construction partners. When pandemic constraints blew up predictability, he over-indexed on transparency. Some walked. The ones who stayed shared the long view — a filtering effect he believes improved the final lineup. First move-ins made years of planning feel personal.
Epicenter sits within the 960-acre Agritopia community — a
blend of farmland, homes, retail, assisted living and a private school — where Johnston also helped shape the Bar None maker space. Across projects, his leadership carries the same fingerprints: Hire for character and craft, set the destination, and create room for people to do their best work. He makes time to understand what motivates team members, a habit learned in dining rooms where dynamics matter as much as nightly covers. Among operators at Epicenter, his Epicenter Family, that neighborly ethic applies. They share advice, swap help and grow together.
• Titan named William Johnston a 2025 Phoenix Titan 100, a program that recognizes the Phoenix area’s Top 100 CEOs and C-level executives. Gilbert, Arizona, once dubbed the “Hay Capital of the World,” thrived on alfalfa and other hay crops. Ideal climate and soil, plus strong transport routes and innovative farming, powered yields, markets and jobs. Today one of Maricopa County’s largest municipalities, Gilbert remains grounded on agricultural roots that still shape its community identity.
Age presented its own hurdle early on. In rooms full of seasoned developers and financiers, Johnston had to win credibility twice — first for himself, then for a community-first blueprint. He learned to let results speak and to protect his calendar for the work that produced them. He returns often to the Warren Buffett line about reputation taking decades to build and minutes to lose. That’s why he’s slow to compromise on tenant mix or craftsmanship, and why he accepts short-term pain to preserve long-term trust. Faith and stewardship frame the hardest choices. Selling out for a strip center or generic apartments might have been faster and more profitable, but it would have shortchanged the neighborhood he lives in and the legacy his family intends to leave.
There’s also a line from J. R. R. Tolkien he keeps close: “If more of us valued food and cheer and song above hoarded gold, it would be a merrier world.” It’s more than sentiment. It’s a design brief. Epicenter’s public spaces, local operators and everyday rituals reward belonging over spectacle. As the place matures, landscapes will fill in and operators will find their rhythm. The evolution will be about depth. For Johnston, who lives among the outcomes, leadership is still the same: Plant well, tend daily and harvest at the right time. The buildings are just the proof.
Agritopia agritopia.com Epicenter at Agritopia epicenteratagritopia.com
Transforming the Desert Edge
Projected residential and commercial growth around TSMC’s Phoenix campus by
Kim Ryder
The region surrounding Taiwan Semiconductor Manufacturing Company’s fabrication complex in north Phoenix has emerged as one of Arizona’s most significant zones for planned development. Anchored by the ongoing expansion of TSMC’s chip production capacity, the area is slated to evolve into a fully integrated live-work region, featuring large-scale residential districts, commercial amenities, supplier parks and crucial infrastructure. This transformation is being guided by public-private cooperation, master-planning efforts and state-level land initiatives. What looks like little more than desert today will soon be a thriving city within a city.
THE BACKBONE: TSMC’S EXPANDING SEMICONDUCTOR CAMPUS
TSMC’s Arizona operations already represent one of the largest foreign direct investments in U.S. manufacturing. Initially launched with a commitment of roughly $12 billion in 2020, the company has since increased its U.S. investment target to $165 billion, including three additional fabs, two advanced packaging facilities and a dedicated research and development center.
The company broke ground on its third fab near 43rd Avenue and Dove Valley Road in April 2025, projecting production of 2-nanometer (or more advanced) process nodes and the creation of roughly 6,000 high-skilled manufacturing jobs. TSMC’s executives and local partners increasingly refer to its Phoenix site as a future “gigafab cluster,” signaling plans for further scaling beyond its initial three fabs.
Because advanced semiconductor manufacturing demands highly reliable utilities, water reuse and logistics support, TSMC has made a move to begin construction of a 15-acre industrial water reclamation plant to recycle process water at high efficiency — targeting operation by 2028 — in response to regional hydrological constraints.
MASTER PLANNING FOR MIXED USE: HALO VISTA AND SURROUNDING PROPOSALS
The most ambitious plan to date is Halo Vista, a $7-billion mixed-use development envisioned around 2,300 acres encircling the TSMC site. Mack Real Estate Group and McCourt Partners secured land development rights through a state auction, positioning Halo Vista as a “halo” of supporting activity around the chip campus. Visioned as more than a conventional industrial park, it is projected to support as many as 62,000 jobs in varying sectors when fully developed.
Beyond Halo Vista, other master-planning proposals are under consideration. One such plan calls for six “master development parcels” with a cap of 19,247 dwelling units, while adjacent parcels would accommodate mixed-use, higher-density housing; medical facilities; hospitality; and neighborhood village components.
In the nearer term, build-to-rent multifamily projects will also
be popping up. Examples include a 297-unit “Inspire Sonoran Desert” development, a 436-unit mid-rise by Toll Brothers, and other rental communities designed to support the immediate housing pressure from the expanding workforce.
COMMERCIAL, HOSPITALITY AND SUPPLIER ECOSYSTEM
A 112-acre commercial center — Dove Valley Towne Center — is proposed near the campus, embedding large-format retail and multiple hotels intended to serve visitors, business travelers and training cohorts. (Earlier reporting has flagged this development, although site plans remain under review.)
Industrial parks and flex facilities are being positioned strategically along the major corridors of I-17 and Loop 303 to host semiconductor suppliers, logistics providers and service firms seeking proximity. The Deer Valley 30 industrial park is an early example marketed as a prime location for TSMCadjacent manufacturing.
These commercial and industrial developments aim to complete the live, work, play ecosystem. Because of the scale, development will unfold in phases across decades. Analysts estimate the full horizon for build-out may exceed 20 years.
Significant infrastructure upgrades are already anticipated. ADOT has begun work on improvements to the I-17 / Loop 303 interchange to relieve projected congestion. Utility providers are engineering power, water and wastewater expansion. Simultaneously, TSMC’s strategy for near-zero liquid discharge and aggressive water recycling is intended to align with Arizona’s long-term water constraints.
OUTLOOK AND IMPLICATIONS
The coming together of semiconductor manufacturing and urban planning in north Phoenix presents a rare opportunity — to establish a technology-centered community at scale. If development proceeds as projected, the zone surrounding TSMC’s campus may evolve into a model of integrated industrial and civic planning: housing, commerce, research and manufacturing.
Challenges remain. Transportation infrastructure, water supply, school capacity and environmental mitigation will need careful management. Market timing, macroeconomic conditions and supply chain dynamics could influence the pace of completion.
Yet the trajectory is clear: The region is poised for one of Arizona’s most transformative development chapters. With TSMC as anchor, Halo Vista, NorthPark, Verdin and associated projects may together shape a new, dense, innovationoriented corridor in the desert that transcends simple industrial adjacency; it aims to become a thriving, sustainable live-work community.
[Editor’s note: More details about the mixed-use master planning are included in this article online at www.inbusinessphx.com]
Kim Ryder is a dynamic commercial real estate executive with extensive experience in managing multi-million-dollar, complex projects and the build-out of more than 54 million square feet of retail and commercial space. Ryder has started several business lines in her career, most notably launching Thrive Real Estate and Development groups. Her career in the thrift industry extends over 25 years and led her team to expand the Goodwill real estate portfolio by more than 100 locations, having leadership over more than 400 transactions. Her expertise in thrift real estate has made her a well-known resource of knowledge.
Thrive Real Estate and Development groups tsginc.com/thrivedevelopment-group
GET REAL
Differentiated Class A Spec Industrial in Chandler
Construction has begun on Envision 56, a new two-building Class A speculative industrial project being developed near the intersection of North 56th Street and West Chandler Boulevard in Chandler, Ariz. An eight-acre infill project within a heavy industrial section on Chandler’s west side, the 125,000-square-foot development offers smaller tenants the rare opportunity to move into a state-of-the-art, singleuser building.
Opus is the developer, design-builder and architect and structural engineer of record on the project, which is slated for completion in June 2026. Mark Krison and Luke Krison with CBRE are marketing the buildings for lease. —Mike Hunter cbre.com opus-group.com
New in Scottsdale's Booming Industrial Market
Rising on a prime 16.45-acre site at Loop 101 and East Princess Drive within the Perimeter Center, The Loop Business Park will transform an undeveloped parcel into four modern industrial buildings ranging from 54,000 to 101,000 square feet. Creation, PGIM Real Estate and LGE Design Build have officially broken ground on the 267,000-square-foot Class-A industrial campus designed to meet the demands of a booming Scottsdale industrial market project.
Designed and built by LGE, the campus will feature footprints for light manufacturing, skilled assembly, industrial showrooms and distribution, all enhanced by elevated design, premier building features and sustainable elements like EV charging stations and low-impact landscaping. —Mike Hunter creationequity.com lgedesignbuild.com pgim.com/us/en/institutional
The Evolution of Luxury Private Golf Communities
A new era of hospitality-driven living
Once defined solely by the fairway, private golf communities are now evolving into lifestyle-driven havens where wellness, connection and family legacy take center stage. While championshiplevel golf remains a core pillar, today’s affluent buyers are seeking more than just a tee time; they’re searching for a fully integrated lifestyle community that supports their well-being and creates lasting memories across generations.
At Symmetry Companies, we’ve seen firsthand how the expectations of homeowners and members have shifted, and what that means for the future success of private residential golf communities. What was once a second home for a golfer is now a basecamp for multigenerational living, wellness, adventure and curated experiences. The question we’re constantly asking is: How can our communities serve our members beyond the boundaries of the property itself?
LIVING WHERE HOSPITALITY LEADS
Modern private clubs are evolving into an extension of daily life, where creating spaces for golf and dining is simply no longer enough. Today’s buyers are seeking private golf communities that operate with a hospitality philosophy, intuition and polish of a five-star resort — where hospitality, wellness, real estate and club culture are seamlessly interwoven.
WELLNESS AS A WAY OF LIFE
Wellness has emerged as one of the most critical drivers in developing private golf communities. Today’s homeowners are deeply focused on living out the best version of themselves and expect their communities to support that goal. Now more than ever, we’ve found it necessary to reinvest in fitness and wellness amenities to include state-of-the-art equipment, recovery lounges, cold and hot plunges, steam rooms and spaces for meditation and yoga. Nutrition also plays a key role, as culinary programs have evolved to accommodate all dietary needs and preferences while focusing on sourcing quality ingredients to execute elevated dining experiences.
DESIGNING FOR THE FUTURE
We anticipate the next wave of innovation for private residential communities to be rooted in the fusion of technology and hightouch hospitality. But ease and convenience — from smart home integrations to app-based concierge services — are just the entry point. The true future opportunity lies in using technological innovation to support meaningful, personalized experiences to deepen the community’s emotional connection. Younger buyers are drawn to communities that foster connection and shared values. Intimate events, including wine dinners, wellness retreats and community-led gatherings, offer opportunities to engage in a more meaningful way.
GOLF IS STILL KING—BUT IT’S EVOLVING
Golf remains a cornerstone of private club life, with course quality, tournament hosting and state rankings continuing to shape how members evaluate a community. But the way people engage with the sport is shifting. Families are spending time on the course together, using the game as a way to connect across generations and build lasting traditions. Clubs are reimagining the game with par-3 layouts, short courses and relaxed formats that invite casual play. Social programming from “sip and swing” mixers to team-based events is broadening golf’s appeal and creating new opportunities that reflect the evolving culture of the modern club.
ARIZONA’S MOMENT
Arizona continues to lead the nation in lifestyle-driven residential developments. The combination of technology investments, economic diversification and year-round livability makes it a magnet for both primary and secondary homeowners. Within hours, residents can move from desert to mountain escape — a rarity across the nation.
—Todd Severson, managing partner of Symmetry Companies (symmetrycompanies. com), owners of Pine Canyon in Flagstaff and Talking Rock in Prescott
CRITICAL TIMELINE
2023 – Partnership & Facility Announcement
ASU and Applied Materials publicly disclose their joint plan for the Materials-to-Fab Center at MacroTechnology Works, projecting a two-year development timeline.
Mid 2023 to 2024 – Design and Planning Phase
Design work and project planning proceed, supported by funding commitments and stakeholder alignment.
2025 – Buildout and Equipment Installation
By 2025, the building infrastructure and necessary semiconductor processing equipment begin to be installed and readied for operation.
October 9, 2025 – Grand Opening
The $270 million Materialsto-Fab Center opens with a ceremonial ribbon cutting. ASU, Applied Materials and Arizona leadership highlight its role in accelerating translation from research to prototype.
Applied Materials and ASU Open $270M Materials-to-Fab Center in Tempe
Strengthening the bridge between academic research and real-world manufacturing by
Stephanie Quinn
Inside the MacroTechnology Works facility at ASU’s Research Park in Tempe, a new kind of research center has opened: the Materials-to-Fab Center. This $270-million, world-class facility is designed to accelerate the transfer of innovations from lab ideation to fab-ready prototype, strengthening the bridge between academic research and real-world manufacturing. A ribbon-cutting ceremony marked the opening, bringing together Applied Materials executives, including Dr. Prabu Raja, president of the Semiconductor Products Group, with ASU President Michael Crow, Arizona Governor Katie Hobbs and other government and city leaders.
“The work of advancing discovery and, with it, the American semiconductor manufacturing industry, is of vital importance to the nation from both an economic competitiveness and a national security perspective,” said Arizona State University President Michael Crow. “The alliance between a global industry leader like Applied Materials and a leading research university like ASU and the work that will be done in the Materials-to-Fab Center will lead to breakthroughs and acceleration that enable chip manufacturers in the United States to lead the world in developing the technology that we need today and in the future.”
Applied Materials is the largest U.S. producer of semiconductor manufacturing equipment. Its tools are used to produce virtually every new chip in the world. The company’s major U.S. production facilities are located in Texas, Massachusetts and Montana, with a new site under development in Chandler, Arizona. The centerpiece of Applied’s R&D efforts is the EPIC Center in Silicon Valley, expected to become the world’s most advanced facility for collaborative semiconductor process technology and manufacturing equipment R&D when it opens in 2026.
“Universities are the foundation of America’s semiconductor innovation pipeline, and we look forward to bringing together ASU’s world-class engineering teams with Applied Materials technologists and ecosystem partners at the Materials-to-Fab Center,” said Dr. Prabu Raja. “These collaborations will focus on accelerating development of new chip technologies that are
crucial to U.S. leadership in AI, high-performance computing and other megatrends shaping the future.”
ASU has become a national leader in advancing American microelectronics. With support from federal, state and private stakeholders, the university now plays a role across the entire semiconductor ecosystem, from early-stage innovation to advanced packaging and large-scale manufacturing. With the largest engineering school in the country, serving approximately 33,000 students, ASU is also a powerhouse in workforce and talent development.
“The Materials-to-Fab Center is a marriage made for Arizona and something that will benefit the entire region,” said Governor Katie Hobbs. “Applied Materials is an industry leader that already has a presence in the state, with many of its customers invested in doing work within the ecosystem that is growing here, and Arizona State University is a powerful force behind all the work being done, producing both the people who will lead this industry into the future and the ideas that will shape its progress. I am grateful to the Arizona Commerce Authority for helping this all come together and very excited to see this contribution to our economy coming to realization.”
“The launch of the Materials-to-Fab Center ushers in a new era for U.S. semiconductor innovation, providing a one-of-a-kind platform where innovators can test, refine and accelerate new processes and technologies,” said Sandra Watson, president and CEO of the Arizona Commerce Authority.
“This pioneering collaboration between Applied Materials and ASU strengthens Arizona’s position as a national leader in semiconductor R&D, and we’re proud to support this transformative initiative.”
Arizona has emerged as one of the country’s most critical hubs for microelectronics. The state is home to leading semiconductor manufacturers, defense contractors, worldclass research institutions and a fast-growing startup ecosystem. The Materials-to-Fab Center will serve as a key regional asset — benefiting companies of all sizes and connecting public and private investments in research, innovation and advanced manufacturing.
ASU has become a national leader in advancing American microelectronics. With support from federal, state and private stakeholders, the university now plays a role across the entire semiconductor ecosystem, from early-stage innovation to advanced packaging and large-scale manufacturing.
Photo by Charlie Leight, courtesy of ASU News
(L-R) Sandra Watson President and CEO, Arizona Commerce Authority; Governor Katie Hobbs; Prabu Raja, Ph.D., President, Semiconductor Products Group for Applied Materials; Michael Crow, President, Arizona State University
ARIZONA
Arizona is a global hub for emerging technologies and high-tech advancements that are shaping the future. Top companies from aerospace and defense, semiconductors, battery, electric and automated vehicles, AI, medical devices and more are making significant investments throughout the state. With vibrant culture, a business-friendly environment and 300+ days of sunshine every year, it’s easy to see why Arizona is a great place to innovate and scale.
Learn more at azcommerce.com
SEMICON West Finds a Natural Fit in Phoenix
When SEMICON West left San Francisco for the first time in its 50-year history, no one knew what to expect. The answer came fast: record crowds, sold-out exhibits, and a new spotlight on Arizona’s semiconductor strength.
The weeklong conference filled downtown Phoenix with more than 35,000 visitors and more than 1,500 exhibitors, the largest turnout in nearly two decades. SEMI Americas President Joe Stockunas called the move a “test that worked,” crediting Arizona’s closeknit partnership between industry, academia and government for the success.
That partnership was on full display. Governor Katie Hobbs welcomed global leaders from Intel, TSMC and Amkor, pointing to more than 60 expansions and $205 billion in semiconductor investment since 2020. "Arizona will always be your partner,” she said, encouraging collaboration on workforce development, technology, trade and investment.
Beyond the record attendance, workforce development was a major topic throughout the week. From flash mentoring sessions pairing students with industry professionals to an educator day, the energy on the show floor was centered on collaboration and impact. This theme was carried through during the SEMI Foundations ribbon cutting for SEMIquest, a new exhibit at the Arizona Science Center designed to give middle and high school students a hands-on view of how chips power everyday life. And a new innovation forum on the exhibition floor hosted connected startups with investors and manufacturers, an effort to keep fresh ideas moving into the industry’s fast-growing pipeline. All in all, the buzz about this year's event was palpable with feedback overwhelmingly positive. While SEMICON West is expected to return to San Francisco next year, the success in Phoenix has some wondering if Arizona could become its permanent home. If so, few would be surprised. For an industry chasing both capacity and community, Arizona offered plenty of both. —Stephanie Quinn
Global Builders Turn to Arizona as High-Tech Projects Accelerate
Data centers and semiconductor fabs are rising at record speed in Arizona, and Skanska is moving to meet that demand by bringing its chip and data-center teams under one roof.
The global construction firm has expanded its Advanced Technology division into a unified group, known as Skanska Advanced Technology. This realignment streamlines operations nationwide, enabling the faster delivery of high-performance environments, such as fabs and data centers, supported by deeper technical expertise and standardized execution.
Arizona’s infrastructure boom helps explain the timing. According to CBRE, Phoenix now ranks fourth in the U.S. for data center capacity, with inventory growing 67% year-over-year to more than 600 megawatts. That surge, combined with the state’s multibillion-dollar investments in semiconductors, has made it a hub for next-generation infrastructure. In July, Skanska secured a $241-million data center contract in Arizona, the type of SAT-led project the company plans to replicate across the country. It’s a pattern that’s playing out across the state as global builders race to keep pace with Arizona’s rapid transformation.
“Phoenix has rapidly become a cornerstone of today’s fast-changing technology landscape, which is why Skanska Advanced Technology has a strong presence here,” says Anita Nelson, executive officer for SAT and Skanska Integrated Solutions. “In Phoenix and across the U.S., unprecedented growth in data center, semiconductor and technology manufacturing is reshaping local economies by driving innovation and attracting long-term investment.”
According to Skanska, the SAT division brings together technical experts in cleanroom environments; mechanical, electrical and plumbing (MEP) systems; and fabrication workflows to support complex facility builds nationwide. The ability to mobilize across regions supports Skanska’s goal of scaling consistent, high-tech environments across the country.
The rise of artificial intelligence, edge computing and semiconductor precision is transforming how facilities are built. Developers are turning to modular construction using skid-mounted MEP systems, precast shells and plug-and-play electrical rooms to shorten build times and replicate
proven designs at scale.
Construction keeps evolving, and so do the materials that make it possible. More crews are turning to low-carbon concrete and recycled steel to improve both performance and sustainability. New composites are helping manage heat and cut energy use. And inside semiconductor fabs, where even a speck of dust can stop production, builders rely on antimicrobial finishes and clean polymers to keep operations steady.
According to market research from firms such as Grand View Research and Global Market Insights, demand for data center and cleanroom construction is projected to grow steadily through the decade, with U.S. data center construction expected to expand around 10% annually. The surge underscores how technologies like AI and advanced manufacturing continue to drive global demand for highperformance, sustainable facilities.
“SAT is uniquely positioned to lead in this evolving landscape of data center and hightech manufacturing construction because we’ve spent decades building the expertise, systems and partnerships that these trends demand,” says Katie Coulson, SAT’s executive vice president and general manager. “As these industries move toward modularity, sustainability and AI-ready infrastructure, our unique mix of experience, innovation and customer-centric execution ensures we’re doing more than keeping pace — we’re setting the standard.”
Skanska currently operates 28 U.S. offices and reported $8.2 billion in domestic construction revenue in 2024, according to its latest annual report. With SAT as a national platform, the company aims to deliver scalable infrastructure that meets the complexity, speed and sustainability needs of nextgeneration industries.
The signs are all around us of Arizona’s next chapter taking shape. Fabs and data centers are changing what the region builds and who builds it, drawing in local suppliers and a new wave of technical talent. Across the Valley, construction cranes mark the skyline — a visible sign of how Phoenix has become a proving ground for the high-tech economy and a glimpse of what’s still to come. —Stephanie Quinn
Skanska skanska.com
According to CBRE, Phoenix now ranks fourth in the U.S. for data center capacity, with inventory growing 67% year-over-year to more than 600 megawatts.
Photo
WELL,
WELL,
WELL
WHY YOUR WELLNESS PROGRAM ROI ISN’T ADDING UP
Success of wellness programs often lives in a grey area. Leadership approves budgets. HR launches platforms. Some employees sign up. Then what?
Here are the most common mistakes that prevent companies from proving the impact of their wellness programs.
• Not setting the right foundation: Before tracking numbers, businesses need to define the program’s purpose. Is the goal lower absenteeism, higher retention or fewer claims? They should also know the difference between return on investment, which measures financial payback, and value on investment, which tracks cultural gains. Clarity here helps leaders select benefits and metrics that truly align with business priorities.
• Mistaking sign-ups for success: Sign-ups are only the first step; sustained engagement is where real value stems. What’s important is to track ongoing logins, benefit use, workshop attendance and coaching sessions. Regular checkins with participants can reveal what’s resonating and what needs adjusting to maintain momentum.
• Tracking the wrong health outcomes: Wellness metrics should align with the workforce’s most pressing risks. In construction, that might mean focusing on mental health and injury prevention rather than generic measures like steps walked, while in an office it could mean addressing ergonomics and stress management. Tailoring outcomes to industry realities ensures resources are spent where they matter most.
• Overlooking presenteeism: While absenteeism is easy to track, presenteeism — when employees are physically at work but not fully functioning — can be even more costly. A strong wellness program should move the needle on both. For example, mental health peer groups offer help when burnout begins to build, and leaders should watch for early warning signs such as reduced collaboration or slower task completion. Proving impact turns “Then what?” into lasting engagement, measurable ROI and meaningful business change. — Cole Tsonis, GBA, an associate vice president at Marsh McLennan Agency (www.marshmma. com/us/home.html)
Building a Healthier Workforce (and Bottom Line) for a New Era of Employee Well-Being
Declines in employee well-being rarely announce themselves, but their impact on a business can be significant. It might be a top performer taking more unplanned leave to manage a chronic condition or a rise in workplace injuries that delays projects.
Burnout is another silent drain, affecting 81% of employees — including nearly nine in 10 Gen Z-ers and millennials, according to a 2024 Mercer study.
To curb the cost of lost productivity and higher healthcare claims associated with these challenges, employers need targeted wellness programs that support their workforce’s biggest health issues — and turn lasting buy-in into measurable bottom-line results.
WHY WELLNESS PROGRAMS ARE ESSENTIAL
A well-designed wellness program delivers on two fronts: It strengthens the employee experience and it protects the business’s bottom line.
For employees:
• When people believe their employer cares about their well-being, they’re more than four times as likely to be engaged, according to Gallup.
• Those same employees are 53% less likely to be actively looking for a new job.
For businesses:
• Employee burnout costs employers anywhere from $4,000 to $21,000 per employee every year, according to a study in the American Journal of Preventive Medicine.
• Early intervention can reduce claims and avoid costs associated with health issues.
HOW TO DRIVE MEANINGFUL EMPLOYEE ENGAGEMENT
The best programs aren’t just well-designed; they’re also well-received. That means meeting employees where they are with tools and options that feel relevant, flexible and worth their time.
• Let Employees Choose Their Own Path: Traditional health benefits often fall short because they assume everyone wants the same thing. Stipends, on the other hand, provide options that help employees feel seen, valued and respected in their choices, giving them the freedom to use their credits on what matters most to them. For example, platforms that offer customizable wellness stipends allow employees to select benefits ranging from therapy and meal kits to fitness classes or meditation app subscriptions.
• Empower a “Driver”: Employee-led wellness committees or ambassador programs can create collective momentum. When participation is modeled by peers (not
just promoted by HR), it becomes part of the culture, not a corporate directive. Sometimes, someone steps up organically — an influential employee whom others look to for guidance — while in other cases, company leaders may need to assign someone to take the lead. Either way, the key is choosing a person who can spark buy-in, rally participation and make wellness feel personal.
• Let the Workforce Shape What's Next: A wellness program should be a living, breathing part of a business’s culture, which means it should evolve. Actively engaging employees in program decisions creates ownership and increases the likelihood of sustained participation. Building feedback loops into the program, such as surveys, quick polls and informal check-ins, helps identify what’s working, what’s not and where there’s room to grow. When employees can see their feedback put into action, trust deepens and participation follows.
• Make Wellness Usable, Not Aspirational: Even the best benefits can go underutilized if employees don’t feel empowered to take advantage of them. Leaders should normalize the use of wellness resources. That might mean managers actually modeling the behavior through breaks, mental health days or wellness activities so employees see that participation is welcomed. Encouraging midday breathers, supporting therapy appointments or bringing up wellness resources in meetings also sets a powerful tone and reminds employees that caring for their well-being isn’t a luxury or sign of weakness. — Cole Tsonis, GBA, an associate vice president at Marsh McLennan Agency (www.marshmma.com/us/home.html) specializing in tailored health and benefits program design for organizations and their employees; based in Arizona
According to Wellhub’s recent “Return on Wellbeing Study,” 95% of companies that track return on investment on wellness programs reported positive returns, with nearly two-thirds seeing at least a 2:1 ROI. wellhub.com/en-us/resources/return-on-wellbeing-2024
IS WHAT GIVES US PURPOSE HONOR
Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com
SAVA AI: Transforming How Patients Find Clinical Trials
SAVA AI is an intelligent trial-matching platform that connects patients to the right clinical trials in seconds rather than weeks. Built by EverythingALS, the system combines human insight with advanced large-language-model (LLM) technology developed in partnership with Amazon Web Services. It interprets a person’s natural questions such as “Are there any ALS trials recruiting in Texas?” and delivers personalized, plain-language results drawn from verified, real-time sources like ClinicalTrials.gov
Unlike generic chatbots that often hallucinate, SAVA AI’s engine is trained on curated biomedical data and clinical-trial dictionaries, then continuously refined through feedback from patients, clinicians and researchers. This iterative learning process has achieved a 92% accuracy rate in identifying trials that match a user’s eligibility criteria, ensuring trustworthy, bias-free results at scale.
Today, SAVA AI partners with more than 21 pharmaceutical and digital-health companies, providing data-driven insights that help sponsors refine trial criteria, understand recruitment barriers and design studies grounded in real patient needs. By integrating live feedback and analytics from its citizen-research community, SAVA AI not only accelerates enrollment but also reduces screen-failure rates and time to activation.
Beyond ALS, the platform will become available for other diseases, building a unified bridge between citizens, investigators and sponsors. Its scalable foundation allows rapid adaptation across diseases, bringing consistency, transparency and inclusivity to the trial-matching process.
By combining empathy, verified data and AI precision, SAVA AI is more than an algorithm; it is a trusted guide that empowers people with clear, timely information and lowers the cost of discovery. By bringing patients, data and science into one continuous conversation, SAVA AI is redefining what “trial-ready” means and transforming the search for hope into an informed, readily accessible journey. —Indu Navar, CEO and founder of EverythingALS (www.everythingals.org)
Balancing Analytics Freedom with Controlled Governance
For years, data leaders have swung between two challenging extremes. On one end is the "all-access" approach to data and analytics in which broad accessibility triggers governance, compliance and auditability concerns. On the other is the "locked vault" where access to data and analytics tools is tightly controlled, requests queue up and business decisioning slows to a crawl. Both scenarios frustrate teams and delay progress. The goal now is to stop the pendulum mid-swing and balance data and analytics access with governed control.
That balance starts with acknowledging why the pendulum moves. Full, open access creates "digital weeds" — widely shared spreadsheets, duplicative dashboards and manual reports, which ultimately deteriorate confidence within the organization as to whether “the information is right.” Total data lockdown breeds bottlenecks and encourages workarounds as teams go rogue to meet deadlines. To achieve a perfect equilibrium, leaders can now achieve the best of both worlds with advancements in agentic AI and analytics automation offerings. Investing in automation now could translate into a competitive advantage, especially as AI plays a larger role in simplifying access, accelerating insights and reducing reliance on technical teams. Without those investments, many teams remain stuck in manual workflows across too many tools, leading to bottlenecks and rework.
WHAT ‘MID-SWING’ LOOKS LIKE IN PRACTICE
So, what does "mid-swing" actually look like? It achieves analytic freedom with centralized, controlled governance. First, governance should be treated as a guardrail, not a speed bump. Advanced self-service automation platforms now offer the ability to establish role-based controls, embed lineage, enforce approvals and deliver audit evidence directly within workflows, removing shadow processes of duplicate spreadsheets, email threads and unauthorized approvals. Users benefit from accessing the datasets and information they need to do their jobs while operating in a governed and compliant framework. And IT and compliance teams can ensure every workflow is logged with lineage tracking and page-level anchoring, where every insight can be systematically traced back to its source environment.
Second, compliance should be built into workflows, not applied as an afterthought. Rather than slowing teams down, governance can be woven into the analytics platform’s automation
layer. For example, every organization must address SOX-compliance, yet today’s methods are complex and time-consuming. With AI analytics automation, SOX-compliant approval workflows can be established across teams to ensure sensitive actions — such as journal entries or tax determinations — are reviewed and authorized inside the platform, not over email. Granular permissions let IT or business leaders control access by role, with automated audit package generated and timestamped as the necessary evidence regulators demand. The result is faster compliance cycles with far less manual effort.
Third, enterprises need to assess the cost of AI and automation in context of the need for accessibility and compliance. Leaders wishing to balance data freedom with controlled governance must calculate the cost of AI computing, their preferred public or private LLM (large language model), and projections on scale-of-use over time. Enterprises are increasingly treating LLM selection as a strategic procurement process — not just a technology choice, with critical benchmarking and performance criteria, risk assessments, tests of how the LLM handles sensitive data, and integration to the internal ecosystems. With this level of time and resource investment, it’s critical the data and analytics platforms have organic, native support for the LLM of choice, including private LLMs, and that data accessed remains confined to the established, governed workflows.
The costs associated with millions of analytics runs, transactions processed and processes scheduled can add up — alongside the cost of user licenses — and are not to be ignored. To swing the pendulum back mid-point, leaders are performing trials or POCs with analytics automation platforms to fully understand scope, scale and cost.
—Chitrang Shah, CEO and cofounder of Savant Labs (savantlabs.io)
Arizona’s Banks Funding Our Future
Commerce could not exist without money. But money by itself does not guarantee commerce will be successful. As an economic sector of its own, the financial industry comprises a variety of types of institutions – with a variety of products and services.
For this article, In Business Magazine reached out to a select few of the major and community banks and credit unions that serve our community.
“Community banks recycle local-based deposits to loans, and back to deposits — assisting the local flow of funds to drive local economic development,” explains Neill LeCorgne, president and CEO of Scottsdale Community Bank, adding the bank also supports local nonprofit organizations who are making a huge difference in our community. Noting that Scottsdale Community Bank is not a global bank directly involved in financing global businesses, he explains that’s a space for the national banks. “Our clients are primarily local businesses and individuals, our vendors are local, we hire local staff, we pay taxes locally, and we spend our profits locally. Scottsdale Community Bank’s future is defined by how well we support one community: Scottsdale.
Serving a larger geographic market, regional and national banks may have headquarters in another state and often pull deposits out of the local area to send deposits and profits to other areas of the country. At the same time, they recognize the value of local presence.
Says Tim Bruckner, chief banking officer of regional banking at Western Alliance Bank, “Small and mid-sized businesses benefit from the resources and strength of a national bank, delivered with a local touch by Western Alliance bankers.” Citing more than 17 industry-leading, sector-specific banking groups that run the gamut from homeowner association banking to food, agriculture and beverage banking; and from multifamily finance to gaming, restaurant franchise finance, he says, “Businesses of all sizes across the U.S. turn to us for our commercial banking expertise and customized solutions.”
As Jim Rine, president and CEO of UMB Bank and president of UMB Financial Corporation, shares, “As a super-regional bank, we offer the products and services of a national bank paired with the personalized service of a community bank. Our goal is to take local national.”
TODAY’S ECONOMIC CHALLENGES
Referring to today’s softening labor market, Rine says it's no secret our economy is in a period of transition. “However,” he notes, “stock markets are comfortable with a tariff package around 15%, and the markets are expecting economic strength to increase as we head into 2026.”
SPEAKING OF BANKING OPTIONS
Amy Hysell, President and CEO of Arizona Financial Credit Union
“Arizona Financial Credit Union has long been known as a partner to businesses across Arizona, from startups to established companies. In a shifting economy, with new challenges and opportunities emerging every day, the credit union continues to evolve its offerings to ensure businesses have the tools, funding and guidance they need.
“In regard to the banking and funding options we offer businesses, we like to say we’re here for businesses of all shapes and sizes. For everyday money management, we provide business checking, savings and treasury services that make operations more efficient. When businesses are ready to grow, we offer SBA-backed 7(a) and 504 loans, commercial real estate financing, and equipment loans. These solutions can help a business purchase property, expand operations or secure the working capital needed to take that next step.” arizonafinancial.org
Looking at other indicators, Kerri Tignini, region manager for J.P. Morgan Commercial Banking and vice chair of the Arizona Market Leadership Team, says, “Over the first half of 2025, global capital expenditure surged at a 10% annualized rate while developed-market employment growth slipped to roughly 0.4% annualized in the third quarter — the weakest pace outside of pandemic lockdowns.” She notes that, in the U.S., this rare decoupling of CapEx strength and labor market softness has historically preceded economic slowdowns. “Meanwhile, she adds, “as higher import taxes pass through to consumer prices, real household purchasing power will come under pressure at a time when wage growth is moderating.”
Challenges commonly cited facing their business customers are inflation, supply-chain instability, higher borrowing costs, interest rate volatility, and labor and cost pressures.
However, Western Alliance’s Bruckner says, “We’re currently seeing healthy loan demand, particularly in commercial real estate repositioning, manufacturing expansion and infrastructure-related projects.”
“Looking ahead, we know workforce shortages and rising real estate costs are going to remain hurdles,” says Amy Hysell, president and CEO of Arizona Financial Credit Union, “so having a trusted financial partner is more important than ever.”
Brian Crisp, Arizona Region President at Enterprise Bank & Trust
“Enterprise Bank & Trust takes great pride in offering the full range of financial services to small and midsize businesses. This includes an intentional focus on providing tailored financing solutions and business banking relationships, as well as some extremely specialized industry banking and lending services, while staying true to our community bank roots.”
Enterprise Bank & Trust recently completed acquisition of twelve branches from First Interstate Bank, a wholly owned subsidiary of First Interstate BancSystem, Inc. The acquisition adds ten branches in Arizona and two branches in Kansas with approximately $300 million in loans and $645 million in deposits. Following the acquisition, Enterprise will have approximately $17 billion in total assets. With the acquisition, Enterprise continues to deepen an investment in the client experience in addition to providing convenient access to top-tier local banking professionals. enterprisebank.com/Arizona
Arizona’s Banks Funding Our Future
VALUE IN RELATIONSHIPS
With relationships as the underlying theme, the concept that comes through on the topic of funding is “financial partners.”
“We’re staying close to our partner businesses and offering flexible lending structures, financial education and advisory support to manage cash flow,” says Michael Boden, interim CEO of OneAZ Credit Union.
“Our role is to provide stability and support,” says Arizona Financial’s Hysell. “That might mean offering equipment financing so they can modernize without draining cash flow, or SBA loans that give them room to grow even in uncertain times. We also provide treasury solutions to help manage day-to-day finances more effectively.” Working side by side with
businesses, she says, “is especially important during more turbulent economic times, as high interest rates, inflation and supply chain issues are impacting a lot of local businesses.”
Citing UMB’s focus on building long-term partnerships rather than pursuing one-time deals, Rine points to the bank’s history of supporting its clients through various challenges, including recessions, rapid expansions, family transitions and acquisitions. “Our role as a bank isn’t just to respond when things go wrong; it’s to help clients think ahead,” he says. “We sit down with our clients frequently to discuss what’s happening in the economy, what’s shifting in their industry, and how they should prepare.”
Current activity Rine mentions specifically is heightened interest in business transition options,
Keri Tignini, Region Manager for J.P. Morgan Commercial Banking and Vice Chair of the Arizona Market Leadership Team
“J.P. Morgan works with businesses of all sizes, from startups to large corporations. I lead our Commercial Banking team for the region, which supports clients in the middle market, which includes businesses with revenue between $20 million and $2 billion. As the heartbeat of our economy, the middle market is a crucial sector.
“We support businesses across markets and industries, and are able to tap JPMorganChase’s global resources to meet clients’ diverse needs. From succession planning to direct lending, we support all businesses’ financial needs. Our mission is to deliver the right mix of capital, risk management and strategic advice so that our clients can grow with confidence, even as economic headwinds shift. At J.P. Morgan, we combine deep regional expertise with global capitalmarkets capabilities and technology-driven tools to help Arizona businesses navigate today’s volatility while preparing for tomorrow’s opportunities.” jpmorgan.com/commercial-banking
particularly ESOPs, as well as companies selling to private equity groups — transactions he notes are very nuanced, with large changes to their balance sheet, covenant structure and terms. “Our lending team is very seasoned,” he says, “On average, our lenders have been in commercial banking for more than 23 years, serving a wide array of industries.”
“At Western Alliance Bank, because we focus on active, two-way relationships with our clients, our bankers are trusted advisors, just like attorneys, CPAs and insurance brokers,” Bruckner says. He believes this can provide businesses with a strategic edge.
A timely example he offers is supporting businesses as they plan for the year ahead, especially in Q4, to help mitigate risk and maximize opportunity, no matter what the economy has in store next year. “Preparing for next year means considering cash flow and profitability, tax planning, logistical updates and improvements, and workforce needs,” Bruckner says. Noting there is a lot to plan for, he points to the benefit of a trusted commercial banking advisor in helping businesses work through different scenarios related to the interest rate environment, the labor market, tariffs and supply chains — all customized to the specific industry and the needs and goals of individual clients. “Working with your trusted commercial banking partner helps businesses plan in the context of the larger macro-economic picture.”
At J.P. Morgan, Tignini says, “By proactively identifying these risks, we partner with businesses to develop contingency plans — whether that means adjusting debt profiles, locking in FX rates
Michael Boden, interim CEO of OneAZ Credit Union
“At OneAZ Credit Union, we serve businesses of all sizes — from small businesses to commercial enterprises.
“We offer tailored business solutions for businesses of all sizes, including business checking and savings accounts, merchant services and an array of business lending solutions. For small businesses, we offer a simple checking account option with no maintenance fees that gives business owners access to mobile banking options for easy cash flow management.
“On the savings side, we offer high-yield savings and money market accounts so that no matter the size of your business, your savings are earning dividends. Businesses of all sizes can take advantage of our cash management and merchant services, which allow businesses to streamline their finances and manage transactions.”
oneazcu.com
or revisiting working capital strategies.”
Arizona Region President Brian Crisp describes Enterprise Bank’s approach to the business of banking as “a relationshipbased model that considers the goals of each business during the underwriting process and creates opportunities for unique financial solutions.” This, he says, has helped a lot of small-business owners obtain financing even in challenging circumstances.
“We prioritize ongoing conversations with clients to best prepare for success regardless of shifts in the economic environment,” Crisp says, also acknowledging that some industries are more likely than others to be taking responsive steps early.
“Uncertainty around trade policy and rates
will present business challenges that banks will need to discuss with clients, especially when it comes to small businesses and their financial strategies that may be affected,” Crisp says. “As a banking partner, communication will be key as we assess changes with our clients and help guide businesses to available solutions.”
Noting the value of developing business models that will allow businesses to pivot as the decisions impacting their respective industries are made, Crisp says, “Having various plans in place to navigate the ever-changing policy and economic outlooks will help businesses continue to grow, with banks playing an important role in understanding the current environment and providing solutions to execute on those plans.”
OPTIONS
Neill LeCorgne, President and CEO of Scottsdale Community Bank
“Scottsdale Community Bank is a locally owned and managed full-service commercial bank providing exceptional personalized financial services to small and mid-sized business owners, professionals, nonprofit organizations, special groups, and individuals. We serve each customer’s complete financial needs. As a modern new bank, we provide fast and innovative solutions for clients using state-of-the-art technology unmatched in the marketplace. The bank also provides a unique “Truly Free” checking account with no monthly fees and balance requirements, plus free treasury management services for business clients that include free wires, free remote deposit machines and high transfer limits.
“Finally, the bank offers business clients a “Bank Anywhere” banking concept where we provide banking services in the client’s business office because we recognize that managing a business requires dedication, hard work, and there typically isn’t enough time in the day to complete all tasks.” scottsdalecommunitybank.com
FINANCIAL STRATEGIES AND FUNDING
“Banks typically have internally documented criteria that help ensure consistency in decision making, which applicants must meet to qualify for a business loan or access to a line of credit,” says Enterprise Bank’s Crisp. “Banks also know that not every opportunity fits into standard criteria, so there are additional, more subjective measures banks use when evaluating a request.” He recommends businesspeople conduct their own due diligence and be prepared to ask and answer questions specific to their finances and operations.
Observing that better understanding and preparation allows loan applicants to address the full range of qualifications to maximize their chances of submitting a successful application.
“If you don’t already have a strong banking relationship, seeking one out and getting to know your banker before you urgently need financing will help build a solid foundation,” Crisp says. “When there is ample time for loan requests and the fact-finding phase, you avoid the need for quick decisions. Give yourself time to get to know your banker well in advance of needing a loan decision so they can answer questions and partner with you to work through any trouble spots.”
That relationship element in funding shines through with all the institutions interviewed for this article.
Says UMB’s Rine, “We don’t view ourselves as simply a provider of financial products; we see ourselves as a long-term business partner. Whether you’re a growing small business; an established manufacturer; or a large, professional services corporation, our approach
Jim Rine, President and CEO of UMB Bank and President of UMB Financial Corporation
“We offer commercial banking, which includes comprehensive deposit, lending and investment services. We also offer personal banking, which includes wealth management and financial planning services. Finally, we have institutional banking services, which include asset servicing, corporate trust solutions, investment banking and healthcare services.
“From a business perspective, we aim to be a fullservice banking partner across all stages of business life — from small enterprises to middlemarket and institutional clients — and provide services from everyday accounts and lending to financial reviews, business transition strategies and wealth management.
“From an individual perspective, we meet people where they are. From opening a checking account, to seeking investment strategy guidance and management, to evaluating estate and legacy planning needs, we’re here to help people with all their day-to-day and strategic financial planning needs.” umb.com
SPEAKING OF BANKING
Arizona’s Banks Funding Our Future
begins with listening. We take time to understand your industry, goals, challenges and where you’re headed, and then tailor the right mix of services to help you get there.”
“At OneAZ, we really strive to connect with our business members,” says Michael Boden, interim CEO at OneAZ Credit Union. “We want to align with their vision for growth and be a true partner in making that vision a reality. Each member has a dedicated business banker to serve as a single point of contact for them. We emphasize relationships in our banking partnerships, so bankers strive to understand their challenges and goals and can tailor loan options for their needs.”
“As a Preferred SBA Lender, we also make the process smoother,” says Arizona Financial’s Hysell. “Typically, applicants just need to bring the basics: formation documents, recent financials, and a clear plan for how they’ll use the funds. From there, our SBA team works side by side with them to find the right fit.”
“Because we work to build long-term relationships, we naturally provide personalized attention to help clients understand their best financing options and create a path to achieve their goals. That works well for clients of all sizes and at all stages of the business lifecycle,” says Western Alliance’s Bruckner. “For tech and innovation companies, we even have a specialized Startup Banking team,” he adds.
Bruckner notes also, “One distinction at Western Alliance Bank is that we’re known for providing clients access to decision-makers.
That means that once we understand a client’s circumstances and goals, we can typically make decisions quickly so that our customers can take action.”
Access to decision makers is a key attraction
[Editor’s Note: See this article online at www.inbusinessphx.com for these additional sections:
• Appraising Presence: Whyfors of Brick-and-Mortar and Virtual
• Where Is the Industry Going – And Where Is It Taking Its Customers?]
aspect of the [idea] of “local,” but the point is speed of decision. This is what LeCorgne refers to when he says Scottsdale Community Bank was formed with a different approach to lending, one that allows its loan application and decisioning process to take a few days and not a few months. “Our enterprise lending platform was built to bring speed to the lending process,” he says. “Unlike other banks that spend weeks gathering and evaluating information for loan requests, we believe that the speed of loan decisioning is critical to business owners and entrepreneurs. The world is moving at a faster pace. A slowmoving bank doesn’t help a client finance a business or win a real estate deal.”
At J.P. Morgan Commercial Banking, Tignini emphasizes, preparation is key. “Successful funding begins long before the term sheet arrives,” she says. Prospective borrowers are encouraged to assemble three years of audited financial statements and year-to-date management reports; a clear business plan that articulates use of proceeds, growth projections and indebtedness limits; and an inventory of available collateral — whether real estate, accounts receivable, inventory or equipment. Says Tignini, “The more transparency a business can provide around cashflow cycles and risk exposures, the more precisely we can tailor pricing, covenant structures and tenor to your business needs.”
“With more than $85 billion in assets, Western Alliance Bancorporation is one of the country’s top-performing banking companies, and the largest bank headquartered in Arizona. Its primary subsidiary, Western Alliance Bank, Member FDIC, offers a full spectrum of tailored commercial banking solutions and consumer products, all delivered with outstanding service by banking and mortgage experts who put customers first.
“Major accolades include being ranked as a top U.S. bank in 2024 by American Banker and Bank Director and receiving No. 1 rankings on Extel’s (formerly Institutional Investor’s) All-America Executive Team Midcap Banks 2024 for Best CEO, Best CFO and Best Company Board of Directors. Serving clients across the country wherever business happens, Western Alliance Bank operates individual, full-service banking and financial brands with offices in key markets nationwide.” westernalliancebancorporation.com
Tim Bruckner, Chief Banking Officer, Regional Banking at Western Alliance Bank
Marketing
When the Roadblocks Become the Road
3 strategies to turn obstacles into opportunities
by Gerald J. Leonard
Gerald Leonard is CEO of Turnberry Premiere, a strategic project portfolio management and IT governance firm. He has Project Management and Business Intelligence certifications from the University of California, Berkeley; Theory of Constraints Portfolio Management from the Goldratt Institute, Executive Leadership from Cornell University; The Wharton School: Entrepreneurship Acceleration Program and Harvard Business School Executive Education Program.
Leonard is the author of Workplace Jazz, Symphony of Choices and his newest, Productivity Smarts: Leaders and Managers Unlock Productivity Secrets from 12 Influential Musicians of the 20th and 21st Century. He also hosts a podcast, “Productivity Smarts,” offering insights on leadership and business growth.
geraldjleonard.com
Every business leader, whether running a startup or managing a global enterprise, encounters moments when the path forward feels blocked. A product underperforms. A key employee leaves. A regulation changes overnight. And suddenly, what once seemed like a sure thing becomes a problem to solve — or, worse, a setback to survive.
It’s easy to view these moments as interruptions. But in my work as a productivity strategist and professional musician, I’ve come to believe the opposite is true. Obstacles aren’t roadblocks; they are the road. They test not just our operational readiness, but our mental agility and emotional resilience. And, more often than not, they point the way toward better systems, stronger teams, more innovative strategies and unexpected growth opportunities.
When leaders are willing to engage obstacles with intention, they unlock something far more valuable than a short-term fix — they gain clarity, innovation and a sustainable competitive edge. What feels like a crisis is often the catalyst for long-term transformation. The business value? Increased adaptability, higher trust across teams and solutions that are often better than the original plan.
Science backs this up. When we meet adversity with intentionality, the brain becomes more adaptive. It rewires itself toward creativity and grit. The leaders who succeed in complex, fast-moving environments aren’t the ones who avoid difficulty but the ones who know how to turn adversity into an advantage.
Here are three strategies to help business leaders do exactly that.
1. REFRAME THE NARRATIVE: FROM THREAT TO DESIGN PROMPT
Obstacles carry weight because of how we define them. Neuroscientists refer to this as cognitive appraisal — our brain’s interpretation of whether a situation is a threat or a challenge. Most of us are conditioned to see disruption as dangerous, which floods the nervous system with stress hormones and narrows our thinking. However, leaders can shift this instinctive response by asking more effective questions.
A classic example of this shift comes from The Goal by Eliyahu Goldratt, a novel that’s become essential reading in manufacturing and operations circles. In the story, plant manager Alex Rogo inherits a failing factory. At first, every challenge appears to be a dead end. But instead of giving up, Alex reframes the plant’s constraints as design prompts — signals that reveal where the real leverage points lie. He stops trying to optimize everything and focuses instead on identifying and unblocking the system’s bottlenecks. The result? A turnaround that saves both the plant and the people in it.
This mindset — seeing problems as invitations for better design — is central to modern leadership. Whether managing operations or rethinking a team’s structure, the stories leaders tell themselves and their people shape what’s possible.
Leaders should ask themselves:
• What is this challenge here to teach me?
• What assumptions might it be disrupting?
• Where is the opportunity hiding in plain sight?
2. BUILD ADAPTIVE RHYTHM: ALIGN WITH THE MOMENT, DON’T FIGHT IT
In music, tempo is everything. And in jazz — the most adaptive musical form of all — great players don’t fight the rhythm; they listen to it, move with it and improvise inside its boundaries.
Business works the same way. Too often, leaders resist change by accelerating into misalignment, pushing harder on strategies that no longer match the moment. But those who succeed are the ones who adjust their tempo. They know when to slow down, reassess, and let go of rigid timelines to make space for a smarter pivot.
This came into focus recently as we worked with several Fortune 500 companies whose suppliers were facing new sustainability reporting requirements. Initially, the new ESG regulations were perceived as roadblocks and bureaucratic burdens that risked slowing down procurement and eroding supplier relationships.
When leaders are willing to engage obstacles with intention, they unlock something far more valuable than a short-term fix — they gain clarity, innovation and a sustainable competitive edge. What feels like a crisis is often the catalyst for long-term transformation.
Rather than treating the requirement as a compliance box to check, we built a new service offering: the Sustainability Exchange. It helped companies and their suppliers collaborate more effectively, share best practices and accelerate readiness. What started as a regulatory challenge became a platform for industry leadership — and a new source of growth.
In today’s climate, the ability to sense and respond to timing isn’t a soft skill; it’s a survival skill.
Leaders should ask themselves:
• Is this resistance a sign that we need to change pace?
• What part of the plan needs a rest, not a rush?
• How might this slowdown be creating space for something more innovative?
3. CONVERT STRESS INTO STRATEGIC ENERGY: LEAD THE BRAIN, NOT JUST THE BUSINESS
There’s a moment in every obstacle where stress threatens to tip into overwhelm. Deadlines loom. Stakeholders get nervous. Teams grow quiet. And the leader is expected to show the way forward.
However, neuroscience provides us with an edge here. It shows that not all stress is bad. When framed correctly and supported by the right culture, stress becomes a focusing force. It sharpens attention, activates resilience circuits and mobilizes creativity. This is called the “challenge response” — a neurological state where the brain channels pressure into energy.
The key lies in two things: psychological safety and purpose, where people feel safe enough to speak up and know why their work matters. Stress becomes fuel instead of friction.
I witnessed this firsthand at a government agency where we were working on a large, complex project that integrated two scheduling systems. When we hit turbulence, we brought the team together, mapped out the issues on a whiteboard and invited every voice into the solution. No finger-pointing. Just open, solution-focused dialogue. Because we created space for honest input and collaborative thinking, we developed an even better system than initially planned — one that ultimately delivered projects 40% faster than before. What looked like a setback became a breakthrough — because we treated the friction as feedback, not failure.
Leaders should, during high-stress moments, use these prompts with their teams:
• What are we learning in real time?
• How can we experiment forward instead of freezing?
• How does this challenge reconnect us to our mission?
MAKE THE OBSTACLE THE OPPORTUNITY
The difference between an obstacle and an opportunity isn’t the situation; it’s the story leaders tell, the rhythm they follow and the energy they channel.
In a world where change is accelerating and complexity is the norm, adversity will continue to arrive uninvited. But when leaders choose to engage with it curiously, creatively, and courageously, they gain more than just short-term wins. They build a team that knows how to navigate ambiguity, adapt under pressure and thrive in any tempo.
The business impact is real: faster innovation cycles, more innovative resource use, and a culture capable of turning friction into forward motion. Clients notice. Investors notice. And employees stay longer because they feel part of something resilient and responsive. Those who lead with that mindset don’t just weather storms but create momentum from them.
So, when the next wall threatens the way forward, leaders should pause and ask: “What might this make possible?”
Because in business, as in music, some of the most powerful breakthroughs begin on the offbeat.
The 4 Forces of Growth
Like pilots navigating turbulence, CEOs must handle the invisible forces that want to drag their companies down and learn to take advantage of the ones that keep them soaring. Drawing from three decades as a growth advisor to CEOs around the world, Kevin Lawrence explains how even exceptional leaders can become victims of their own success and reveals what it takes to keep a company on course.
Filled with on-the-ground examples from real CEOs, The 4 Forces of Growth offers a clear path to achieving real, consistent and scalable growth by harnessing a few simple tools and avoiding common pitfalls.
Leaders will learn why organizations drift from growth without even realizing it, how to spot early warning signs that a company is veering off course, the hidden psychology that derails even the smartest leaders, how to create a team and strategy that are truly geared for growth, and what it means to be a growth-focused CEO.
The 4 Forces of Growth: Defy the Odds and Keep Your Company Scaling
Kevin N. Lawrence
$28.95
L&Co Media On shelves and online 168 pages
Breaking into Banking
In Breaking into Banking: The Essential Guide to a Career in Finance, renowned finance and careers commentator Afzal Hussein delivers a concise and up-to-date roadmap to getting a start in the world of finance and banking. Readers can explore the different divisions and areas of the industry ― including investment banking, global markets, investment research, asset management, operations, technology, hedge funds, private equity and venture capital — delving into how they work and what they do.
Hussein also offers information about typical career progression routes, working hours, industry culture, compensation expectations, exit opportunities, titles, roles, responsibilities and more.
Breaking into Banking: The Essential Guide to a Career in Finance
Afzal Hussein
$16.99
Wiley On shelves and online 288 pages
The CEO's Guide to the Investment Galaxy
The CEO's Guide to the Investment Galaxy by Sarah Keohane Williamson provides indispensable insights for business leaders navigating the landscape of the global investment community. Not all shareholders are created equal. Knowing who one’s shareholders and the other members of the investment community are ― and what drives them ― is key to one’s success. For readers stepping into a CEO role at an established company or spearheading a promising startup, this guide demystifies the diverse members of the investment community they will encounter, from pension funds to private equity firms to proxy advisors, and provides practical advice to help attract the shareholders who can provide support in building a great company.
Williamson draws on her extensive research of and experience with the investment community to deliver actionable strategies for engaging with shareholders and insulating the company from short-term pressures — offering a roadmap to effective communication and capital raising.
The CEO's Guide to the Investment Galaxy: Navigating Markets to Build Great Companies
Sarah Keohane Williamson
$28.22
Wiley On shelves and online 288 pages
When framed correctly and supported by the right culture, stress becomes a focusing force. It sharpens attention, activates resilience circuits and mobilizes creativity. This is called the “challenge response” — a neurological state where the brain channels pressure into energy.
Karah Gagnon is senior vice president, relationship manager team lead at Enterprise Bank & Trust in Arizona. With more than two decades of commercial banking experience, Gagnon is a trusted expert and resource for her clients and team. She leads Enterprise’s commercial banking team in Arizona, focusing on strategy, lead generation, strengthening current client relationships and supporting the execution of clients’ financial success.
enterprisebank.com/ locations-list/az
From Check Out to Cash Flow: A Business Guide to Merchant Services
Also keeping in mind fraud and user satisfaction by
Karah Gagnon
As the way people pay continues to evolve, companies continue adapting to meet new expectations around speed, convenience and security. Understanding how to manage payment methods effectively can help business owners streamline operations, reduce risk and maintain reliable cash flow. When choosing a merchant services partner, it’s important they consider a few key factors to find the right fit for their business.
THE ROLE OF FRAUD PREVENTION IN DIGITAL PAYMENTS
As payment technologies become more advanced, so do fraud tactics. Businesses processing digital payments should take a proactive approach to protect client information and reduce risk.
Security best practices include:
• Using payment terminals that accept EMV chip cards and contactless payments.
• Enabling built-in fraud tools like Address Verification Services and CVV (security code) requirements.
• Staying PCI compliant, which means adhering to security standards designed to protect cardholder data.
• Monitoring for unusual activity, such as repeated declines or large transactions from new clients.
Employee training is also important. Businesses should train team members to recognize red flags, such as customers using multiple cards or acting distracted during checkout.
SURCHARGING: A TOOL FOR MANAGING COSTS
Credit card processing fees can add up over time, particularly for smaller businesses or those with tight margins. One strategy for offsetting these fees is surcharging: adding a small fee to credit card transactions to help cover processing costs. Before implementing surcharges, businesses should be aware of:
• Regulations, which vary by state and by card network.
• Disclosure requirements, such as signage at entry points and itemized receipts.
• Limits on surcharges.
Surcharging isn’t allowed on debit or prepaid cards and must be applied consistently. It can be a helpful tool but must be used carefully to stay compliant and transparent with customers. Additionally, businesses often heavily rely on customer loyalty to maintain steady cash flow, so transparency with customers when implementing fees or policies that affect their experience and potential satisfaction remains a very important consideration.
A strong merchant services processing partner can help implement and manage surcharging responsibly as part of a larger payments strategy.
EXPLORE BUNDLED SAVINGS
Many merchant services providers offer full suites designed for specific industries and use cases, such as bars and restaurants. These service and device packages may provide multiple POS terminals, relevant software and specialized business support at a reduced cost compared to adding each component individually or through separate service providers. Merchant services providers with industry-specific packages and experience may also be able to help businesses plan for growth or expansion of their payment acceptance alongside their operations, such as new locations or online storefronts to complement a brick-and-mortar operation.
For businesses that need tailored solutions from the start, many service providers will still offer wholesale or bundled discount pricing if they decide to sign up for more than one offering in a single agreement.
PLANNING FOR HIGH-VOLUME SEASONS
Every business faces peak periods — holidays, seasonal demand or industry-specific busy times. These surges can strain systems if payment processing tools aren’t built to handle them.
During high-volume times, businesses can benefit from:
• Reliable hardware that can process transactions quickly and reduce wait times.
• Scalable payment platforms that accommodate increased demand without downtime.
• Real-time support, especially when problems arise that require immediate attention.
Preparing in advance for these moments by testing systems, training employees and ensuring equipment is up to date can prevent disruptions and maintain service quality when it matters most.
Whether reviewing a current payment setup, considering a shift to surcharging or planning for a busy season, businesses should consider working with merchant service providers putting a priority on collaboration, security and flexibility. Finding a provider with the ability to integrate this with other broader financial services needs can provide extra security for businesses while avoiding unnecessary business interruptions, loss of income and more.
Gallagher & Kennedy shareholder Haley Harrigan represents and counsels individuals, small businesses, franchised operations and large companies on a wide range of employment and business disputes, and litigates matters spanning labor and employment, commercial litigation and general liability. She serves as chair of the firm’s employment and labor law group. gknet.com
Employees: Exempt or Non-Exempt?
Avoiding costly classification errors by Haley
Harrigan
On the surface, it seems like a simple paperwork issue: Classify workers as exempt or non-exempt, cut the checks and move on. But when it comes to employee pay, one wrong label can cost an employer millions and trigger cascading liabilities, including unpaid wage claims, overtime disputes, government penalties and even class-action lawsuits.
Understanding the difference between exempt and nonexempt isn't just about compliance — it's about protecting the business from costly missteps. Employers who take a proactive approach can turn compliance into a competitive advantage by reducing legal risk, improving employee trust and workplace morale, and strengthening operational and reputational performance.
THE CURRENT LEGAL LANDSCAPE FOR CLASSIFYING EMPLOYEES
The Department of Labor and courts look closely at the duties performed, not just the pay structure; the duties test remains the core component of exemption classification. Salary does not automatically equate to exempt status. In short, even highly paid workers can be misclassified if their job duties don’t meet the criteria set by the Fair Labor Standards Act. And if employees are misclassified, employers could be liable for years of backpay, liquidated damages and attorneys’ fees.
WHAT TO WATCH OUT FOR WHEN CLASSIFYING WORKERS
Businesses often trip up in a few key areas when classifying workers, including:
• Inflated job titles: exaggerating job duties that the employee does not actually perform or calling someone a "manager" or other high-level position, regardless of actual job duties.
• Underpaid salaried workers: paying less than the applicable federal or state minimum salary threshold or making improper salary deductions for partial-day absences or work slowdowns.
• Failure to apply the duties test: assuming salary or a high-level job title alone means the employee is “exempt."
• Failure to monitor and account for remote work and off-the-clock time: failing to account for time worked remotely or off-the-clock and failing to apply the proper state law for remote employees.
LEGAL AND FINANCIAL RISKS TO EMPLOYERS FOR MISCLASSIFYING EMPLOYEES
FLSA violations can carry steep penalties for employers, such as:
• Back pay for unpaid overtime (up to three years if the violation was willful).
• Liquidated damages (often doubling the amount owed).
• Attorneys’ fees and costs (which can exceed the amount of unpaid wages in class or collective actions).
• Class/collective action exposure if multiple employees are misclassified.
• Civil money penalties for repeated violations or willful misclassification.
• Additional state penalties and reputational harm with employees and regulators.
PRACTICAL STEPS TO ENSURE COMPLIANCE
Conduct internal classification audits. Employers should review and update employee classifications and job descriptions periodically based on the actual duties performed, including when responsibilities change. It’s important to not rely on pay structure or job titles alone but to confirm that both the salary threshold and the duties test are met for each exempt role. Employers should track where remote employees work to ensure the correct state law is applied.
Reclassify when necessary — but strategically. If an error is discovered, employers should fix it, document it, and seek legal advice before making retroactive pay adjustments. They should review pay structures periodically to ensure compliance with updated thresholds and consult legal counsel before classifying borderline roles such as "assistant managers," which are often at the center of lawsuits.
Train management. It’s important to educate supervisors on the current exemption requirements and the importance of time tracking and maintaining accurate records of hours worked by non-exempt employees, as well as prohibiting "offthe-clock" work.
Monitor regulatory updates. Employers should designate HR, legal or compliance staff to monitor federal and state DOL updates. And they should work with legal counsel to identify changes, such as shifts in case law interpretations of the “primary duty."
POTENTIAL AS MAJOR LEGAL LIABILITY
Employee misclassification isn’t just a technical error — it’s a major legal liability that can damage a company’s finances and reputation. Businesses must treat classification as an ongoing compliance process and regularly reevaluate classifications, train managers and establish a defensible framework to handle exemption issues confidently.
Salary does not automatically equate to exempt status. And if employees are misclassified, employers could be liable for years of backpay, liquidated damages and attorneys’ fees.
GAMEDAY FOOD DRIVE AND TOY DRIVE DONATION
DETAILS
Gameday Men’s Health North Scottsdale 33739 N. Scottsdale Rd., C-110, Scottsdale, AZ Mon–Thu, 8 a.m.–4 p.m. gamedaymenshealth.com
How Gameday Men’s Health Champions Community Giving
Fueling health, hope and humanity
by Tyler Butler
When Cristi and Morgan Harris opened Gameday Men’s Health in North Scottsdale, they weren’t just bringing a new men’s wellness clinic to town, they were building a local force for good. What began as a personal health journey for Morgan has grown into a thriving business with heart, purpose and a deep commitment to community.
“In 2020, Morgan started feeling off — brain fog, fatigue, trouble sleeping,” Cristi recalls. “After six months of me harassing him, I finally got him to go to the doctor.” The results were eye-opening: Morgan’s testosterone levels were dangerously low. With testosterone replacement therapy (TRT), his health and outlook improved almost immediately.
When the couple learned about Gameday Men’s Health, they saw a chance to bring its mission to Arizona. After meeting founder Evan Miller in San Diego, they struck a handshake deal over lunch and became the third franchise in the country and the very first in Arizona. For Cristi and Morgan, founding Gameday North Scottsdale was more than a business decision; it was a way to help others reclaim their health while strengthening the community around them.
Since that first handshake, Gameday has grown to more than 700 locations sold nationwide, with nearly 400 open. But the Harrises’ North Scottsdale clinic stands apart, not only for its purposeful approach to men’s health but for its deep-rooted culture of giving.
“Philanthropy and community have always been important to Morgan and me,” Cristi shares. “Our focus is on veterans, food insecurity, youth sports and wellness nonprofits, but we’ve never turned down a local organization that asks for help.”
Tyler Butler, a trailblazer in ESG and corporate citizenship, has led Fortune 500 sustainability programs, contributed to two IPOs and founded Collaboration for Good. With degrees from ASU, Boston College and Cornell, she writes for top publications and serves as head of Public Affairs for Phoenix Rising FC. collaborationforgood.com
That generosity has translated into approximately $65,000 in sponsorships and in-kind donations over the past two years. From supporting Cave Creek Rodeo Days and the Cave Creek Unified School District Foundation to local schools, the American Legion Post 34, Foothills Food Bank and Toys for Tots, Gameday’s impact is visible across the community.
The connection between Gameday’s mission and its charitable giving is powerful. The Harrises’ complimentary PSA testing program, which has already provided roughly 800 free prostate screenings, has literally saved lives. “One of the first men we tested was my husband,” Cristi explains. “The previous clinic he was going to didn’t alert him to an elevated PSA level. It turned out he had prostate cancer, but, because we caught it early, he’s been cancer-free for over a year and a half.”
Cristi’s involvement extends far beyond the clinic. She serves on multiple nonprofit boards, including the Harris Olsen Family Foundation, Carefree Cave Creek Chamber of Commerce and the YHWH Foundation, which focuses on men’s health and wellness. Her leadership has helped the Carefree
Cave Creek Chamber Foundation double the funds raised at its annual Casino Night, money that goes directly toward student scholarships and community grants.
“Cristi created our Annual Chamber Foundation Casino Night that brings local businesses and community leaders together to raise funds for student scholarships and community grants,” notes Leigh Zydonik, chair of the Carefree Cave Creek Chamber of Commerce and executive director of Foothills Food Bank.
This November, Gameday’s giving spirit turns toward one of the community’s most pressing needs: food insecurity. The clinic has already launched its annual Thanksgiving Food Drive benefiting Foothills Food Bank. “Anyone who brings in 10 non-perishable food items between now and November 11th will receive a free vitamin injection or 10% off their firstmonth membership or new service,” says Cristi. “In 2024, we collected 571 pounds of food, and we’re determined to beat that number this year.”
Suggested donations include peanut butter, canned proteins, vegetables, fruits and seasonal favorites like canned pumpkin, stuffing and pie mix, ensuring local families can enjoy a full holiday meal. Immediately following the food drive, Gameday will host its annual Toys for Tots collection through early December, offering the same incentives to encourage participation. Last year, more than 100 toys were donated, and Cristi hopes to surpass that total in 2025.
Beyond giving back, Gameday demonstrates its gratitude year-round through a 20% Hero Discount for active military, veterans and first responders, an especially meaningful initiative for the Harrises, whose son serves as a sergeant in the Marine Corps. “We have a special place in our hearts for organizations that support active military and veterans,” Cristi shares.
Her personal mantra guides the company’s impact philosophy: “My passion has always been doing what I can to improve the lives of people in my community. I firmly believe that if we all do a little to help others, we can make a huge impact.”
Gameday Men’s Health gamedaymenshealth.com
Photo courtesy of Gameday Men’s Health
Strengthening communities through charitable giving.
For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.
When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.
David Kolbe comes from a lineage of psychometric pioneers and serves as CEO of Phoenix-based Kolbe Corp., which just celebrated its 50th anniversary. He's transforming how organizations understand human performance by identifying the instinctive ways people naturally take action. Kolbe is passionate about helping people discover their natural strengths, reduce workplace stress, and find more joy in their work by aligning roles with how people are naturally wired to succeed. kolbe.com
To read the full Workplace Reality Report, visit Kolbe.com/WorkplaceReality.
Study Finds Hidden Cause behind Employee Turnover and Burnout
Fair pay is essential but insufficient as a driver of satisfaction by David Kolbe
Imagine losing a full day of productive work every week, not to meetings or distractions but to fighting your own instincts. It’s no wonder the people doing it are also the most likely to be looking for another job, even in a tight market.
That is one of the key findings from a new study that analyzed how people’s natural work styles shape their satisfaction, stress and staying power at work. The Workplace Reality Report from Phoenix-based Kolbe Corp surveyed more than 1,000 professionals who had previously completed the Kolbe A™ Index — the only validated assessment that measures conative strengths, or the instinctive ways people take action.
More than two in five respondents (42%) spend more than a quarter of their week performing tasks that run counter to their natural working style, effectively losing a full day of productivity weekly. Those spending that much time working against their strengths were one-and-a-half times more likely to be actively considering leaving their job (57% compared with 38% overall).
Many organizations assume pay is the biggest factor in job satisfaction. But respondents' answers show that how well work fits natural strengths rivals compensation as a motivator.
FIT RIVALS PAY
When respondents ranked seven drivers of job satisfaction, compensation and benefits stood out as the clear top choice. But, strikingly, when we analyzed which factors appeared in people’s top two rankings, “tasks that fit what I do best” was nearly tied with pay — 40% versus 41%.
Fair pay is essential but insufficient. The ability to do work that aligns with instinctive strengths appears to be an enduring driver of satisfaction that money can’t replace.
THE COST OF MISALIGNMENT
Instinctive strengths, measured through four Action Modes®, describe how people naturally take action: gathering and sharing information (Fact Finder); organizing and designing systems (Follow Thru); dealing with risk, uncertainty and change (Quick Start); and handling space and tangibles (Implementor).
When roles repeatedly require the opposite of someone’s natural approach, work becomes draining and people pay a personal price. Those whose work fits their strengths are far more likely to end the day with energy left, while only about one in five (22%) of those whose work isn’t aligned still have energy for the things that matter to them personally.
FLOW AS A RETENTION SIGNAL
There are bright spots. The survey also revealed a clear way out of the misfit-work trap. When people reported that their work often allowed them to get into a state of full
absorption — known as “flow” — their odds of staying went up dramatically. Fewer than one in ten (9%) who experience flow often are looking for a new job, compared with more than one in three (37%) who rarely or never do.
The connection between flow and alignment was direct. Two-thirds of those working mostly with their natural strengths reported frequent flow, while only 22% of those spending more than half their week fighting their instincts did.
A SIMPLE STRUCTURAL FIX
The report highlights a simple, low-cost retention strategy: assign work based on people's instinctive strengths, not just their job titles. Among employees agreeing “work at my organization gets assigned based on people's strengths, not just their job title,” only 9% were actively job-hunting. Among those who disagreed, 30% were.
Flow nearly doubled — from 26% to 50% — among those whose work aligned with their natural methods. The improvement came without additional pay or benefits.
THE BIGGER PICTURE
The Workplace Reality Report reveals a clear pattern: The more time people spend working against their natural strengths, the more likely they are to leave and the less likely they are to have energy for their personal life.
When people work in ways fitting how they naturally operate, they conserve energy and build momentum. When forced to work against those strengths, the job becomes unsustainable.
For leaders, the message is clear: Pay matters, but so does culture, and a strong culture includes helping people align better with their roles. When people can work the way they're wired to succeed, they can do more, more naturally.
Among employees agreeing “work at my organization gets assigned based on people's strengths, not just their job title,” only 9% were actively job-hunting.
The Hybrid Condition: Decision-Making and Adoption of Hybrid Strategies
Perception, power and the bottom line
by Arnold Craig Levin
At the heigh of the COVID-19 pandemic, there appeared to be a dramatic shift in thinking among occupiers of real estate and workspace. While working from home and activitybased work strategies were adopted by a few organizations pre-pandemic, the pandemic resulted in even the most conservative organizations taking a second look and rethinking their workplace strategies and, more importantly, the role the physical workplace should have for their enterprises. However, by 2023, despite hybrid work and activity-based work strategies being deployed by many organizations, there appeared to be a lack of momentum and enthusiasm for organizations to take the leap into what was for many an untested strategy.
An important issue is understanding the underlying conditions that have impacted and informed this malaise and how we can move beyond their indecision and make better decisions and strategies going forward. There is a need to examine the problem through a lens different from the surveys and analytics that we have become so fond of and that in too many instances have become crutches allowing for indecision and ambiguity. We need to look at the problem through a qualitative lens rather than a quantitative one.
Those organizations on the fence sought data and benchmarking to reassure them of the efficacy of these approaches. But many used the reduction of the health threat from COVID-19 as an excuse to return to their management comfort zones. Why has what was promised in 2020 as the future of work reached such mixed adoptions? With an absence of evidence-based research, I looked back to my 2010 research for a master’s degree in philosophy in organizational design to see if my research methodology could provide a different perspective. My research revolved around decision making in organizations and was titled "Workplace Design Strategies Within Business Organizations: Perception, Power and the Bottom Line." More specifically, I questioned how decisions around adopting a workplace strategy were made within organizations. I was not judging the value of the adopted strategies but focused on the lens through which organizations evaluated and made decisions to deploy a workplace strategy.
A few key insights from the research comprising 14 global organizations (including government, finance, technology, media and professional services):
• Of these 14 organizations, only two used any form of research to make a decision to adopt a particular strategy.
• Twelve of these organizations adopted their strategy based simply on perceptions of the outcomes (e.g., this strategy would make us more collaborative; this strategy would break down our silos).
• A post-research audit found that 60% of the research participants had abandoned their selected workplace strategy.
• The underlaying rationale behind the majority of these decisions revolved around perception, power or organizational control, and cost savings (the bottom line).
• Organizations are requesting data to support their hybrid selection process. The problem is that the research they are looking toward focuses on survey data and benchmarking. But are these data sets adequate in making a decision that has widespread ramifications long term for their workplace? And what are the underlying issues that are not often acknowledged but are implicitly behind the present conundrum of decision-making and indecision?
That workplace strategies are the result of perception rather than evidence-based research is evidenced by the study groups in my research, and this suggests how prevalent irrational decision-making is in business organizations, at least when it comes to workplace strategy decisions. This provides insight into why many organizations that embraced hybrid workplace strategies during the height of the pandemic are now either questioning them or giving up on them altogether.
For real estate and workplace professionals tasked with making recommendations on adopting hybrid strategies, the challenges are enormous, especially since a move to hybrid work is, in large part, entering into uncharted and untested territory. Making decisions without data is often difficult and leaves one open to risk, yet we need to acknowledge that the old rules and modes of decision-making using data-driven analytics and benchmarking are not sufficient for these new challenges and opportunities. Analytics and benchmarking fuel perceptions, and perception-based decision-making results in either failure or paralysis. This new world of hybrid work, in order to succeed, needs to be adopted as a continuous experiment and the future workplace as a laboratory for testing new forms of both work and place that reflect the true needs of each organization.
Arnold Levin, strategy director at Gensler, brings more than 50 years of experience in design strategy, organizational design, feasibility planning, workplace design and design research with a wide range of global clients. He has combined his research in Organizational Design and Workplace Design methodologies into client-focused design strategies that engage clients in the process to develop innovative workplace solutions.
Gensler, the world’s leading architecture and design firm, is the recipient of the 2025 Honor Award from the National Building Museum.
Insight’s headquarters in Chandler, Arizona, exemplifies how a human-centered, evidence-based design approach can make hybrid work truly sustainable; the space balances flexibility with connection — creating an environment that evolves with people rather than prescribing how they work
Lisa Harris is senior director of donor experience and former loaned executive at Valley of the Sun United Way.
vsuw.org
Why Incorporate Skills-Based Volunteering into Corporate Social Responsibility
Businesses generate three-way benefit by
Lisa Harris
Volunteering in today’s world looks very different from earlier times. It is more than just a one-off event. Both employees and communities expect companies to be involved in meaningful giving — whether through valued partnerships with aligned nonprofit partners or through volunteerism with tangible results. One of the strongest ways for businesses to position themselves as entities making a real difference is through skills-based volunteer opportunities for their employees.
In a survey conducted by the National Council of Nonprofits in 2023, 52% of nonprofits reported a strong need for support and resources in which highly skilled corporate professionals can be an incredible asset. Skills-based volunteerism means, rather than making a one-time donation, individuals can instead offer their professional expertise to nonprofits — filling in the gaps these organizations face. Skills-based volunteering allows employees to utilize their talents for good — contributing to society in a way that is both self-serving and beneficial.
BENEFIT TO COMMUNITY AND EMPLOYEE RETENTION
Skills-based volunteering presents the opportunity for employees to be engaged in impactful activities that align with causes they are interested in. Nonprofit organizations seek out targeted expertise to help amplify their efforts; by incorporating a corporation’s time, resources and platforms, goals are met efficiently, contributing to more robust and thriving communities.
Impact doesn’t come just through in the community. Skills-based volunteerism is also directly correlated with raised employee engagement and efficiency. In fact, a 2024 Deloitte survey found 91% of professionals indicated skills-based volunteer opportunities can have a positive impact on their overall work experience and connection to their employer through the professional development opportunities created within that skilled hands-on volunteerism. Furthermore, a 2023 study by Benevity Inc. found a 57% year-over-year increase in the rate of global employee volunteering participation — creating an urgent need to have a robust and purposeful corporate volunteerism program.
BENEFIT TO BRAND REPUTATION
Community engagement not only contributes to benefits for society but also contributes to brand performance. Organizations demonstrating their commitment to corporate social responsibility have far better ROI, studies have found. In research from the last 12 years, companies with perceived positive impact have seen a growth in brand value of 175%. Additionally, surveys from the Harvard Business School
reported that 73% of investors stated companies that are making strides in community involvement are more likely to receive their backing over companies that are not.
HOW TO CREATE AND INCORPORATE A SKILLSBASED VOLUNTEER PROGRAM
Find a sector that aligns with the business’s specialty area. There are many specialty areas in which nonprofits seek assistance where companies can lend their expertise. For example, some nonprofit organizations do not have robust financial management departments — a critical area they depend on. A few ideas of where corporations can create a strong impact: finance, information and technology, fundraising, communications, language skills, legal services, human resources and event planning.
Join forces with a nonprofit partner that aligns with the business’s values. After finding an area that aligns with its employees’ strengths, a business can create a meaningful and authentic relationship with a partner nonprofit — one that aligns with the interests and passions of the corporation. Businesses will need to research the nonprofits in their community that are making an impact, ask employees which organizations they’re involved with, and build a plan that delivers measurable goals and positive ROI for both the company and the nonprofit.
Create a commitment that is both long-term and tangible. Companies can create Loaned Executive programs, in which they “loan” their employees to a nonprofit for a short period of time, year after year. Within a Loaned Executive program, employees can gain hands-on integration and connection to a nonprofit partner, as well as flex their skills in a tangible manner for good. Loaned Executives often lend their hand in fundraising, marketing and being a spokesperson for issues their company is passionate about. They can meet individuals in the community specifically being impacted by the work done in the nonprofit space, creating a more holistic and substantial skills-based volunteerism approach.
Volunteerism is a powerful strategy that strengthens communities, employees and businesses alike. Skills-based volunteerism meets the growing needs of nonprofits while allowing employees to develop professionally and connect deeply with their work. At the same time, companies that commit to meaningful partnerships see measurable benefits in brand reputation, employee retention and community impact. By aligning expertise with purpose, organizations can create sustainable change that goes beyond donations, ensuring their contributions leave a lasting mark on both society and their internal staff culture.
2026 Cadillac Vistiq EV
Cadillac’s three-row 2026 Vistiq EV arrives quietly and with confidence: executive-grade comfort, strong performance and the kind of range and charging speed that makes back-to-back meetings in Scottsdale, Tempe and downtown Phoenix feel routine. The cabin reads premium without pretense — clean interfaces, solid materials, supportive seating — and the tech layer stays helpful rather than showy. Out on the 101, the dual-motor setup delivers immediate, measured thrust; push harder on a clear stretch of Loop 202 and it moves with the calm urgency of a well-sorted luxury SUV, not a science experiment. Independent tests peg 0–60 mph in the mid-threes, and realworld highway range has landed around the mid-200s at 75 mph, with a 300-mile official target — useful benchmarks for anyone juggling airport runs and client dinners across the Valley.
Ride quality is composed, road and wind noise are neatly managed, and the driver-assist stack feels like an extra set of eyes rather than a back-seat driver. When it’s time to top up, DC fast charging peaks near 190 kW with a published 10–80% window of roughly 30 minutes, and the 19.2-kW onboard charger makes overnight refills straightforward if the office or garage is wired accordingly. There’s also meaningful room for people and gear, with flexible space that handles weeklong work trips or a spur-of-the-moment Sedona escape without drama. Under the skin sits a 102-kWh pack feeding 615 hp and 649 lb-ft to all four wheels — numbers that explain the effortless freeway merges and confident passing. —Mike Hunter
Cadillac cadillac.com
Out of Office for Culture and Conversation
Back by popular demand, The Phoenix Symphony’s Coffee Classics returns for the 2025/26 Season, offering audiences a Friday morning filled with music, connection and conversation. These intimate, 90-minute performances are designed to bring audiences closer to the heart of the music in a relaxed and welcoming atmosphere.
Offering business leaders an opportunity to connect with this important arts organization, Coffee Classics is also a perfect outing for businesses, professional groups and community organizations looking to combine culture with connection. Groups receive special discounts and dedicated concierge services to help plan their experience at the Symphony.
The visit to Symphony Hall begins with complimentary coffee, warm company and engaging storytelling from conductors and musicians. Each performance weaves together live symphonic music with behind-the-scenes insights creating a unique, educational, and inspiring concert experience.
Coffee Classics are not rehearsals; they are fully produced concerts presented through an educational lens, designed to
foster deeper connection and dialogue between conductors, musicians and audiences. It’s a chance to lift the curtain and bring patrons closer to the music in a dynamic and personal way.
Begun last month, Coffee Classics are presented on select Fridays through May 15. —Mike Hunter phoenixsymphony.org
Side note, worth knowing: Active rear-steer is available to tighten low-speed maneuvers — handy for structured parking in the Camelback corridor — and the platform supports vehicle-to-home capability, a practical hedge for power resiliency during peak-load summers.
MSRP (base): $77,395 Range: approximately 305 miles
Powertrain: Dual-motor AWD, 102-kWh battery
Output: 615 hp / 649 lb-ft
Charging: DC fast up to approximately 190 kW; 10–80% in approximately
Tijuana Caesar
Baby gem lettuce, house Caesar dressing, toasted breadcrumbs and Manchego cheese
$15
Sea of Cortez
Sea of Cortez shrimp with cucumber, tomato, onion, avocado and guajillo marinade, served with two crispy tostadas
$22
Sonoran Hot Dog Bacon-wrapped all-beef frank, soft Mexican bun, caramelized onions, pico de gallo, pinto beans and queso fresca
$14
Glenrosa Restaurant Fires Up Authentic Sonoran
by Angela Anderson
Perched at the entrance to Tempe's Grass Clippings Rolling Hills Golf Course, Glenrosa Restaurant emerges as a vibrant oasis in the desert, embodying Executive Chef Victor Davila’s vision of communal dining steeped in Sonora's bold traditions. The hacienda-style entrance, framed by vibrant succulents and Palo Verde trees, leads to an indoor-outdoor haven with sweeping views of the Papago Buttes. It’s ideal for a quick workday escape or post-day happy hour, enhanced by lawn games and live music on the adjacent event lawn, fostering a lively, kicked-back atmosphere.
The ambiance blends rustic charm with modern flair, reflecting Grass Clippings Rolling Hills "Stay Grassy" philosophy, which celebrates fresh connections and local bounty. Chef Davila’s menu showcases live-fire cooking over mesquite, almond and olive woods, turning shareable plates into flavorforward adventures. Start with Sea of Cortez Shrimp Ceviche, packed with fresh vegetables in a guajillo marinade, or Tulip Chicken Wings, glazed in smoky adobo, perfect for sharing. Sonoran Quesadillas, stuffed with asadero cheese and served with guacamole and house-made salsa, honors street-food roots, while Glenrosa Chips & Salsa overflows with three vibrant, house-crafted salsas, setting a communal tone.
Desserts are simple yet indulgent at Glenrosa. An order of the restaurant’s famous Oatmeal Chocolate Chip Cookies comes with three warm and gooey oatmeal-chocolate chip cookies. Its Sweet Corn Flan is another favorite, with chamomile, amaranth and corn husk ashes, a nod to Sonoran heritage.
The beverage program captures the spirit of the West with scratch-made cocktails like the Marigold Margarita, featuring fresh-squeezed lime and orange juices, agave nectar, jalapeños and a Tajin rim. A rotating selection of crisp lagers and zesty whites, including local offerings, ensures every pour complements the fire-kissed eats, elevating the dining experience.
Once diners have had their fill at Glenrosa and the work can wait, they can book a tee time and hit the manicured fairways of Grass Clippings Rolling Hills for a one-of-a-kind par three golf experience.
Glenrosa Restaurant 1415 N. Mill Ave., Tempe (480) 530-9875 glenrosarestaurant.com
Photos courtesy of Glenrosa Bar & Restaurant
Shrimp Ceviche
Letter from the President & CEO Strategic Growth: Planning Chandler’s Future with Intention
by Terri Kimble, Chandler Chamber of Commerce
Chandler has grown into one of Arizona’s most dynamic cities, a place where businesses thrive and families choose to put down roots. But, with 94% of the city already developed, our new challenge is how to use the remaining land and transform existing spaces in ways that will shape Chandler for decades to come.
With limited opportunities for traditional expansion, redevelopment is now at the forefront of Chandler’s growth strategy. This means reimagining older commercial areas, transforming underutilized properties into vibrant mixed-use centers, and modernizing industrial corridors to support new and emerging industries. Redevelopment also allows us to enhance public spaces, improve connectivity and invest in sustainable infrastructure that benefits both businesses and residents.
Serving on Chandler’s General Plan Committee has given me a front-row seat to the thoughtful planning guiding this process. At the Chamber, we are deeply engaged in shaping policies that encourage economic growth, workforce development and the overall well-being of our community. The 10-year General Plan update emphasizes innovation districts, sustainable development and land use strategies that reflect the evolving needs of our diverse community.
Our vision is clear: to foster a business ecosystem where employers can flourish, families can thrive and the workforce of tomorrow can grow. Chandler’s future is not just a plan on paper. It is a strategy being thoughtfully designed through collaboration, insight and decades of collective experience. Together, we are ensuring that the next chapter of growth is as vibrant, innovative and forward-thinking as Chandler itself.
Terri Kimble, President & CEO
Chandler Chamber of Commerce
Terri Kimble President & CEO
Chandler Chamber of Commerce
‘One Big Beautiful Bill’ – What You Need To Know
Signed into law on July 4, 2025, the One Big Beautiful Bill (OBBB) Act makes major changes to federal tax rules, tariffs and workforce policies. For Chandler businesses, these updates bring both new opportunities and potential challenges. Preparing early will help you take advantage of the benefits and avoid disruptions.
The Act restores immediate expensing of domestic research and experimental (R&E) costs starting in tax years after December 31, 2024. Some small businesses may also qualify for limited retroactive relief for 2022 and 2023. To benefit, companies will need to clearly separate domestic from foreign R&E costs and work with tax professionals before amending past returns.
For capital investment, the law permanently reinstates 100% bonus depreciation for most qualified property placed in service on or after January 19, 2025. It also increases Section 179 expensing to $2.5 million, with a $4-million phase-out threshold, indexed for inflation. These incentives apply to many types of equipment and certain building improvements like roofs, HVAC systems and fire or security upgrades.
The state and local tax (SALT) deduction cap increases from $10,000 to $40,000. However, this higher cap is temporary and phases out for households with adjusted gross incomes of roughly $500,000 or more. Owners of pass-through businesses who pay state taxes on personal returns should review their tax structure in light of this change.
The employer-provided childcare credit has been expanded with higher credit amounts, a new version for small businesses, permission for multiple employers to partner on childcare facilities, and annual inflation adjustments. Qualified on-site
facilities and contracted care slots remain eligible for the credit.
For payroll, the Act creates new income tax exclusions for certain tip income and qualifying overtime pay. These exclusions are limited by occupation, income thresholds and documentation requirements. They are not a blanket removal of taxes, and payroll taxes may still apply until the IRS issues more guidance.
Employer student loan repayments are now permanently excluded from employee taxable income, within annual limits, and remain deductible for employers. This change makes student loan assistance a more competitive benefit for attracting and keeping talent.
The law also boosts Qualified Small Business Stock (QSBS) benefits. For stock acquired after July 4, 2025, the gross-assets test increases from $50 million to $75 million, the lifetime exclusion cap rises from $10 million to $15 million, and earlier partial exclusions become available at three-, four- and fiveyear holding periods. These changes are especially valuable for startups, investors and the local innovation economy.
A new 100% deduction is also available for certain qualified production property placed in service after the law’s enactment and before 2031, offering significant savings for manufacturers and related industries.
The One Big Beautiful Bill Act will bring both complexity and opportunity to Chandler’s business community. The Chandler Chamber of Commerce encourages members to review tax strategies, payroll systems, employee benefits, supply chain plans and workforce readiness now. Acting early will help businesses make the most of new incentives and be prepared for upcoming changes.
Chandler 100: Where Business Leaders and Innovation Take Flight
On Thursday, November 20, 2025, the Chandler Chamber of Commerce will host its premier annual celebration, Chandler 100, at the stunning Quantum Helicopters (2401 S Heliport Way, Chandler, AZ 85286). This evening marks more than a gala — it’s a moment to recognize the businesses that are not only shaping Chandler’s economy but setting the standard for innovation, leadership and community impact across Arizona.
Chandler 100 honors the top 100 companies that contribute to Chandler’s vibrant business ecosystem. From tech giants to thriving retail, healthcare, education and manufacturing organizations, the event showcases a diverse group of industry leaders that reflect the city’s economic strength and collaborative spirit. Each honoree will be profiled in the highly anticipated Chandler 100 Magazine, released during the event and distributed throughout the business community.
Beyond recognition, Chandler 100 serves as one of the region’s most exclusive networking opportunities. Guests will mingle with C-suite executives, city leaders and major employers while sampling elevated fare from Chandler’s most beloved restaurants and tasting fine wines sourced from across the state. Held inside an actual helicopter hangar, the venue itself embodies the city’s ambition to elevate business, innovation and economic growth.
As Chandler continues to attract global investment and expand its reputation as a hub for technology and opportunity, Chandler 100 represents a celebration of progress and partnership. It’s where accolades meet access, and where the next chapter of Chandler’s economic story is written — one connection at a time.
For more information or to register, go to chandlerchamber.com/chandler-100
Chandler Chamber: The Catalyst Behind Executive & Industry Roundtables
In today’s rapidly evolving economy, no single organization can solve workforce challenges or industry disruptions alone. True progress requires collaboration. In Chandler, that collaboration is being driven by the Chandler Chamber of Commerce through its Executive & Industry Roundtables.
These sector-specific forums, which cover industries such as aerospace, healthcare, technology and manufacturing, serve as more than just meeting spaces. They are incubators for solutions. By convening business leaders, HR professionals, educators, workforce experts and public sector partners, the Chamber creates a neutral setting where candid conversations can take place and shared challenges are addressed collectively.
“Our role as a Chamber is to bring the right people together — business leaders, educators and policymakers — and create a space where real conversations can happen,” says Terri Kimble, president and CEO of the Chandler Chamber. “The Roundtables allow us to break down silos and work toward solutions that benefit the entire community.”
That convening power is critical. Businesses often operate within competitive silos, yet the Roundtables encourage companies to step away from day-to-day operations and engage in honest dialogue with peers, educators and policymakers. Industry-specific issues, whether tied to workforce shortages, talent retention, supply chain vulnerabilities or regulatory hurdles, are no longer viewed as isolated struggles but as shared opportunities for innovation.
The Chamber’s cross-sector approach has proven especially impactful. By ensuring that educational institutions and workforce development organizations have a seat at the table, the Roundtables bridge the gap between the classroom and the
workplace. Already, they have sparked collaborations that are shaping customized training pipelines, internship programs and certification pathways aligned with employer needs. Students and job seekers benefit from clearer career pathways, while businesses gain access to a stronger, more prepared talent pool.
“The feedback we receive through the Roundtables doesn’t just stay in the room. It informs our advocacy, shapes workforce programs and drives innovation,” Kimble adds. “It’s how we make sure Chandler businesses remain competitive and future ready.”
The Chamber’s role as catalyst extends well beyond workforce development. Roundtables have forged partnerships that strengthen regional supply chains by connecting companies with local vendors. They have empowered businesses to present a united front on policy issues, amplifying their collective voice at both the city and state levels. Most importantly, they have fostered a spirit of collaboration among industries that might otherwise remain isolated or even in competition.
The results are tangible. Companies are openly sharing hiring challenges and HR strategies, giving workforce partners the insights they need to respond effectively. Educators are aligning curricula with industry demand. Policymakers are gaining clearer perspectives on employer priorities. None of this would be possible without the Chamber’s ability to bring the right people together, ask the right questions and keep the focus on actionable outcomes.
As Chandler continues to grow as a hub for innovation and business, the Executive & Industry Roundtables stand as a model for how collaboration can shape the future of an entire region. At the heart of it all is the Chandler Chamber of Commerce, serving as the catalyst, the connector and the champion of a more resilient, future-ready economy.
Chandler Chamber of Commerce Earns Dual Honors from Arizona Chamber Executives
The Chandler Chamber of Commerce is making waves in Arizona’s business community, recently receiving two prestigious awards from the Arizona Chamber Executives (ACE) that recognize both innovative programming and visionary leadership.
The Chamber’s Business Retention & Expansion (BR&E) program was recognized with the “Outstanding Program of the Year” award for its impact on Chandler’s business community. The program strengthens the local economy by identifying workforce training gaps, connecting employers with educational partners and creating tailored training solutions. Through cross-sector collaboration and purposeful partnerships, the BR&E program has become a trusted link between businesses, education and community leaders.
“The BR&E program is all about connecting businesses, education and community leaders to find solutions that work,” says Terri Kimble, president and CEO of the Chandler Chamber. “When we understand what these companies need and provide actionable support, we make it easier for them to grow.”
Adding to the Chamber’s list of accolades, Terri Kimble, the organization’s visionary leader, was honored with the Industry Leadership Award in recognition of her decadeslong commitment to driving economic growth, workforce development and collaborative business leadership. Renowned for her forward-thinking approach, Kimble has spearheaded
initiatives such as the business Retention & Expansion program, strengthened advocacy efforts and built strategic partnerships that unite industry, education and local government. Under her leadership, the Chamber has grown its regional influence, setting a high standard for chamber excellence across Arizona.
“Terri has an innate ability to see the bigger picture and bring others alongside her,” says Carly Wakefield, vice president of Workforce Development & Government Relations at the Chandler Chamber. “Her leadership has turned the Chamber into a true hub for innovation, collaboration and business growth.”
This recognition underscores the Chandler Chamber’s role as a catalyst for economic development and business success. By retaining and supporting our employers, aligning workforce initiatives and fostering cross-sector collaboration, the Chamber’s programs and leadership continue to strengthen Chandler’s position as a vibrant and resilient business community.
“These awards are a testament to the incredible work our team and members accomplish every day,” adds Kimble. “We’re proud to help businesses grow sustainably, adapt to changing market demands and stay rooted in our community.”
Through a combination of forward-thinking leadership and impactful programs, the Chandler Chamber sets the benchmark for chambers across the state, demonstrating innovation, collaboration and strategic planning are essential for long-term economic prosperity.
Selective Elective: Career Inspiration Starts Early at Conley Elementary
The Chandler Chamber of Commerce has launched an exciting new partnership with Conley Elementary School designed to spark curiosity and build early career awareness in young students. The program, called Selective Elective, brings professionals from a wide range of industries directly into 5thand 6th-grade classrooms each week to lead hands-on, realworld career exploration activities.
From STEM and healthcare to trades and culinary arts, students get to engage in interactive learning experiences that tie their classroom education to future career possibilities. By doing so, Selective Elective helps students begin to understand how their interests and talents connect to real professions, empowering them to envision what their future could look like. It’s not about deciding their career path today — it’s about expanding their awareness and confidence early on.
“When students get early exposure to different career pathways, it helps them start to see what’s possible for the future,” says Lisa Shore, principal of Conley Elementary School. “It builds confidence, sparks curiosity and gives them a reason to connect what they’re learning in school to their own interests and goals.”
This initiative is part of the Chamber’s broader commitment
STAFF LIST
Terri Kimble
President/CEO
Carly Wakefield
Vice President of Workforce Development & Government Relations
Monica Greenman, Chandler Fashion Center – Ostrich Festival Committee
to strengthening workforce readiness in Chandler by engaging students at every stage of the pipeline — starting in elementary school. The program also provides local businesses and professionals a unique opportunity to give back, support youth development and shape the future talent of our region.
“Thanks to the Chandler Chamber, Republic Services was able to engage students in hands-on learning through Selective Elective. The program gave us an opportunity to spark interest and cultivate curiosity in our next generation of leaders. We were able to make learning about sustainability fun,” says Emma Reyes, municipal manager at Republic Services. “Innovative programs like Selective Elective show the power of collaboration in preparing young people for the workforce.”
The program runs weekly on Wednesdays from 2:00–3:00 p.m. at Conley Elementary and follows the Chandler Unified School District’s quarterly calendar. The Chamber is actively recruiting volunteers from all industries to participate, with no teaching experience required — just a passion for your profession and a desire to make a difference.
To get involved, contact the Chandler Chamber at www.chandlerchamber.com. One hour of your time could change the course of a young student’s future.
BOARD OF DIRECTORS
Ralph Guariglio, Arizona Residential & Commercial Realty – Ostrich Festival Committee, Leads Group Chair
Samantha Gulick, Harrah’s Ak-Chin Casino & Hotel
Dr. CJ Wurster, Chandler-Gilbert Community College
Kelly Harris, Air Products & Chemicals, Inc. – Lease Committee Chair
Morgan Hernke, Cox Communications –Education & Workforce Committee
Rick Heumann, CMA – Past Board Chair, Executive Committee
Kurt Johansen, First Interstate Bank –Executive Committee, Finance Committee
Dan Kush, Consultant – Executive Committee, Good Government Committee, Finance Committee
Clark Landrum, WM of Arizona, Inc. – Golf Committee
Shelley Mayes, Banner Health, Banner Ocotillo Medical Center
Ryan Moyer, Gila River Resorts & Casinos, Wild Horse Pass
Warde Nichols, Arizona State University –Past Board Chair, Executive Committee
Susan Perlman, Dogtopia of South Chandler
Brian Peters, Toyota Financial Services –Executive Committee
Robert Pizorni, Tilson
Robert Puller, Wells Fargo Bank – Ostrich Festival Committee
Sally Putnam, NOW Financial – Programs & Events, Ostrich Festival Committee
David Ralls, Commit Agency – Ostrich Festival Strategic Plan and Contract – Task Force
Delaney Russell, Southwest Gas Corporation
Peter Sciacca, di Sciacca Glassware & QuartHaus – Programs & Events, Ostrich Festival Committee
Ashley Shick, Bashas’ Family of Stores
Dunston Simpson, Encompass Tek –Programs & Events, Golf Committee
Mike McClanahan, St. Vincent de Paul –Chamber Foundation Chair, Leadership Program, Finance Committee, Ex-Officio
Joan Saba, Saba’s Western Wear –Chamber Foundation Liaison, Ex-Officio
Excellence in Banking
Banking Matters to Business
In Business Magazine is proud to present the “Excellence in Banking” special section showcasing top bankers and bank executives in the Valley. These top professionals work day in and day out with business owners to assist in ways that can only be classified as a true asset to business. We sought out professionals at community banks and credit unions with a strong local presence and hand-picked the following as examples of the incredible work that our banking community does, and in a financial climate that is mired in regulation and change.
Thanks go out to all the banks in metropolitan Phoenix, who responded to our request for suggestions and assistance in compiling this section and for working with us throughout the years on various articles and editorial so that our readership is in the know when it comes to banking business. We also thank the Arizona Bankers Association and Paul Hickman for their leadership and steadfast support of the banking community here. With technology and government regulation, banks are quickly adapting to change, and business truly benefits from their incredible work.
Trust in Banking Digital
Banking Development
As brick-and-mortar establishments had to severely limit their working hours during the lockdowns of recent years necessitated by COVID-19, digital banking picked up the slack to accommodate the financial needs of people working from home. “These circumstances unveiled the true importance of taking a digital-first approach,” explains Agne Selemonaitė, chief strategy officer at ConnectPay. “As the new wave of customers sieged the system, faster development of banking services took precedence.”
And, as Selemonaitė predicted at the time of the lockdowns, this shift to online remained even after COVID-19, and development of the digital market has further accelerated.
Retail Banking Remains Significant
At the same time, as Scott Lewis, regional director of banking for the Southwest Region at JPMorgan Chase, observes, “This is an exciting time in retail banking as branches remain critical to our customers and we continue to take an integrated physical and digital approach to banking.”
Banking: The Pillar of Community
“Banks are the single most important component of Arizona’s economy. Not only do they lend to Arizonans, but they employ nearly 50,000 Arizonans, reinvesting in their communities and providing financial and social stability in their markets. Bankers educate young adults on the importance of financial responsibility. Bankers donate significant time and money to charities. Banks are, in many ways, the lifeblood of our neighborhoods and communities,” says the Arizona Bankers Association on its website. —Mike Hunter
Arizona Bankers Association azbankers.org ConnectPay connectpay.com JPMorgan Chase jpmorgan.com/global
About
Banker of Excellence: Chad Forkenbrock
Position: Executive Vice President and Chief Operating Officer
Company Name: Arizona Financial Credit Union
Main Local Office Address: 4475 E. Van Buren St., Phoenix, AZ 85008
Phone: (602) 683-1000
Website: arizonafinancial.org
Number of Offices in Arizona: 23
Year Established Locally: 1936
Headquartered: Phoenix
No. of Years with Firm: 23
Industry Expertise: Credit Risk, Consumer and Business Services, Lending, Retail Branch Management
Chad Forkenbrock
Executive Vice President and Chief Operating O cer, Arizona Financial Credit Union
Arizona Financial, formerly Arizona Federal, is a $3.3-billion, not-for-profit, Arizona-based credit union providing consumer and small business banking services and expertise to more than 160,000 member/owners. Founded in Arizona in 1936, the credit union empowers members to take hold of their financial future through the delivery of leading-edge self-service tools and mobile apps, competitive rates on loans and deposits, robust home loan solutions, identity protection services, and SBA and commercial loans. Arizona Financial has a history of local community involvement and is the naming rights sponsor of the LiveNation downtown Theatre venue and exclusive credit union partner of the Phoenix Rising FC. The credit union has 20 locations in Arizona and is part of the CO-OP network that gives members nationwide account access at 5,000 credit union branches and 30,000 ATMs.
Arizona Financial is proud to announce Chad Forkenbrock as its new EVP and Chief Operating Officer. Forkenbrock has been a member of Arizona Financial since childhood and has worked with Arizona Financial for 20 years, starting his leadership journey as a branch manager who contributed to strategic discussions with insight from member interactions and observations. As the credit union expanded service offerings and membership, Forkenbrock continued to enhance the delivery of services and expertise throughout the branch network as the senior director of Retail Services, then took on the role of vice president of Lending, SVP of Lending and then SVP and chief risk officer before assuming his current role.
Forkenbrock’s COO role is a return to the retail space he enjoyed for many years, and he is eager
to expand services in territories new to the Arizona Financial organization. Arizona Financial has expanded its reach and charter to serve the State of Arizona, enabled by the acquisitions of Pinnacle Bank in 2019 and Horizon Community Bank in 2022. Seeking to expand service locations and offerings to previously underserved areas, Forkenbrock’s goals include redesigning processes to meet member needs and creating more access to business and consumer credit through initiatives such as a first-time borrower program and the credit union's SBA lending program. Ensuring relevancy in the services the credit union offers and that they are delivered effectively is more important than ever in today's constantly changing financial services environment. Forkenbrock is confident the credit union has the right sales team and experts in place to make its offerings competitive and wants to enhance its product suite to address that.
Forkenbrock notes the support and mentorship he has received over the years as well as the current Arizona Financial leadership as part of his excitement for this next stage, saying Arizona Financial empowers employees to achieve their career goals. In this spirit, Forkenbrock is dedicated to mentoring others, foremost as the executive sponsor of the Young Professionals (YoPros) employee resource group.
Forkenbrock is one of 12 members of the Issuer Payments Council of Pulse, the debit processing wing for Discover that discusses trends and consumer needs to proactively address the evolution of the industry.
He resides in Mesa with his wife, Genevieve, and children Payton and Connor.
Lastassia “Lady La” Eidson Founder of Mahalo Made, Member since 2013
Je Meshey
President and CEO, Desert Financial Credit Union
Jeff Meshey is the president and CEO of Desert Financial Credit Union — a full-service, Arizonabased financial institution founded in 1939. Desert Financial currently operates 47 branch locations throughout Maricopa, Pinal, Gila, Coconino and Yavapai counties.
Meshey is a certified public accountant and launched his career with Ernst & Young, specializing in audits of financial institutions. Meshey joined Desert Financial in 1994 and became CEO in 2017. His tenured career at commercial banks, savings banks and credit unions prepared him to lead a financial institution that’s built a culture of performance and philanthropy.
Beginning in 2018, Meshey led the credit union through a transformational rebrand and further cemented its commitment to sharing success. In 2020, the credit union expanded its service area significantly with a statewide charter, and Meshey has overseen expansion
into Northern Arizona with two new offices in Flagstaff and Prescott Valley.
Under his leadership, Desert Financial’s membership growth has increased from 1% to more than 10% per year. Community giving has nearly doubled while total assets have increased from $4 billion to more than $8 billion. Desert Financial has been consistently ranked a Best Place to Work in Phoenix, has earned two consecutive wins for Angel of the Year: Business, was a winner of the Better Business Bureau’s Torch Award for Ethics and is one of Arizona’s Most Admired Companies. Meshey was named a Most Admired Leader by Phoenix Business Journal in 2019.
A committed public servant, Meshey serves as a board member of the Phoenix division of The American Heart Association and is a member of Greater Phoenix Leadership. He is also a member of Class 29 of Valley Leadership and a Cardinals, Diamondbacks and Sun Devil superfan.
About
Banker of Excellence: Brian Crisp
Position: Regional President
Company Name: Enterprise Bank & Trust
Main Local Office Address: 3900 E. Camelback Rd., Suite 180, Phoenix, AZ 85018
Phone: (602) 824-5744
Website: enterprisebank.com
Number of Offices in Metro Phoenix: 2
Year Established Locally: 2009
Headquartered: Clayton, MO
No. of Years with Firm: 14
Industry Expertise: C&I Lending Leveraged Buyouts, Acquisition Financing, OwnerOccupied Real Estate Lending, New Market Tax Credit Facilities, Working Capital Lines (Domestic and Export), Equipment Financing
Brian Crisp Regional President, Enterprise
Bank & Trust
Brian Crisp is the Arizona Region president for Enterprise Bank & Trust. In his role, Crisp is responsible for overseeing current clients’ business and personal banking needs as well as generating new commercial loan and deposit relationships. Crisp previously led the Commercial and Industrial banking team in the Arizona market, which focuses commercial banking solutions for small to mid-sized businesses throughout the state, including leveraged buyouts, acquisition financing, owner-occupied real estate lending, new markets tax credit facilities, working capital lines (domestic and export) and equipment financing.
Crisp has been with Enterprise for more than 11 years and has more than 20 years of banking experience. He currently serves as board member for the American Subcontractors Association of Arizona and is a graduate of the Emerging Leaders program with the Arizona Bankers Association. Crisp is an Arizona native and a University of Arizona alumnus.
Enterprise is a growing financial services partner focused on guiding people to a lifetime of financial success. Our activities fall into three main categories, all related to growth. We empower privately held businesses to succeed, help families to secure their financial futures,
and invest to advance the quality of life for the communities we serve.
Enterprise is built on trusted, personal relationships and offers a range of business and personal banking services, wealth management services and a variety of specialized banking services. Our specialized expertise spans a variety of niche areas that other banks don’t have, including aircraft financing, sponsor finance, tax credit services, life insurance premium finance, professional practice finance and property management, among others. Our SBA Lending division is the No. 9 most active SBA 7(a) lender in the nation.
We are committed to supporting communities we serve in our current markets of St. Louis, Kansas City, Phoenix, Las Vegas, New Mexico and Southern California by investing in regional economic development initiatives and by continuing to offer educational opportunities such as Enterprise University, our highly acclaimed business education program available to anyone at no cost. Since its inception, Enterprise University has helped more than 30,000 professionals improve their business and leadership skills. Enterprise University offers new course lineups every spring and fall, and also offers on-demand courses. Learn more at enterprisebank.com/eu. Member FDIC.
James Christensen
President and CEO, Gateway Bank
James Christensen is the president of Gateway Bank, the only community bank in Mesa, Arizona. Under his leadership, Gateway has thrived through multiple economic downturns and is consistently one of the strongest-performing financial institutions in its peer group.
Christensen has worked in the banking industry for more than 36 years, mostly in commercial lending and management. Hailing from the Midwest, he was president of a community bank in Kansas for a decade before joining Gateway’s founding team in 2007.
Christensen’s Midwestern values shaped Gateway’s culture from the beginning. In an age when very few people like their bank, he and his founding team set out to create a new type of banking experience focused on people over profits.
Christensen believes in hiring the best people and taking care of them so they will take care of others. He envisioned building a hometown bank where each customer has a go-to banker who truly gets to know them, provides fast and personal service, and stays by their side through all seasons of life. This is what banking used to be like, and Christensen wanted to bring this nostalgic approach into modern times.
Fifteen years, two major recessions and many industry changes later, Gateway is the only local bank in Mesa left standing and has earned a reputation as one of the best banks in the Valley. BauerFinancial has named Gateway a 5-star bank (one of the strongest in the nation) for more than 12 years in a row, and DepositAccounts.
com recently awarded the bank an A+ rating for financial health and stability.
While these accolades are a source of pride, Christensen is most motivated by helping Gateway’s customers put more people to work and by making the community stronger. He enjoys partnering with local business owners as a member of their team, consulting with them and getting creative to develop solutions that work for them. Gateway has become one of the highest-performing and most popular banks in the Valley because of its people and relationships.
To Christensen, that’s the best award of all.
Inside and outside of Gateway, Christensen is very active in the local community, a champion for small businesses, and a fierce advocate for people who have been marginalized. He is currently on the board and/or committees for several Valley organizations, including Local First Arizona, Mesa Chamber of Commerce, Mesa Financial Network and United Food Bank. Christensen has also become a sought-after speaker about banking, leadership and doing business for good. Through all his community involvement, he hopes to educate and inspire diverse audiences to improve their financial health and overall well-being.
Gateway is not a typical bank, and Christensen is not a typical banker. He sports a goatee, regularly walks into work dancing to hip hop and recently added some tattoos under his golf shirt. Although neither looks nor musical taste lead to “Excellence in Banking,” Christensen believes his success is a result of staying true to what’s most important to him: authenticity and relationships.
About
Banker of Excellence: Neill LeCorgne
Position: President and CEO
Company Name: Scottsdale Community Bank
Main Local Office Address: 8767 E. Via de Ventura, Suite 190, Scottsdale, AZ 85258
Phone: (480) 750-1000
Website: scottsdalecommunitybank.com
Number of Offices in Metro Phoenix: 1
Year Established Locally: 2022
Headquartered: Scottsdale
No. of Years with Firm: 4
Industry Expertise: Commercial Banking, Business and Personal Accounts, Treasury Management, Family Offices, Nonprofits and Professional Firms
Neill LeCorgne President
and CEO, Scottsdale Community Bank
Neill LeCorgne is chief executive officer of Scottsdale Community Bank. He has nearly 40 years of experience in the financial industry, including 11 years as president and director of a multi-bank holding company in the State of Florida comprising a lead bank in South Florida and a de novo bank in South Carolina, four years as manager of a corporate banking team at a super-regional bank, 15 years serving financial institutions as director of business development and marketing for the Federal Home Loan Banks of Atlanta and Seattle and two years at a FinTech company.
At the multi-bank holding company, Neill led the day-to-day operations of the lead community bank and oversaw the chartering, strategic planning and execution of an ongoing business plan and budget for the de novo bank. At the Federal Home Loan Banks, he developed a consultative business approach to institutions, working with more than 250 banks across the Southeast and Pacific Northwest. Neill brings working knowledge of the banking industry and strategies to enhance financial institution earnings, efficiency and shareholder value.
Scottsdale Community Bank comes into existence nurtured by a conviction that consistent effort and innovative ideas are the DNA of growth. SCB is committed to long-lasting relationships with individuals as well as with small and mid-sized businesses, the driving force of Scottsdale’s economy.
It is particularly significant, and stated with a subdued tinge of pride, that Scottsdale Community Bank is the first locally owned and operated bank to open in Arizona in 14 years. Established by local entrepreneurs, business owners and leaders, the bank fills the gap created by the remote-controlled, out-of-state services provided by large financial institutions which are unaware of the community needs and the services that only a “neighborhood” bank can provide.
It is SCB’s conviction that most, if not all, of Arizona’s monetary resources must stay in Arizona, thus fueling its growth. For that reason, SCB aids businesses in controlling their own destiny by providing state-of-the-art financial services delivered by a neighborhood financial institution whose fiscal decisions are kept local. No one recognizes or has the ability to execute those opportunities better, faster and with greater insight than local decision makers. SCB’s leadership believes it is responsible to provide opportunities for its customers, employees, shareholders and the community it serves.
Scottsdale Community Bank recognizes and respects the challenges small business owners face. Customers can rely on SCB to simplify their banking experience and provide a quick response to loan requests, multiple ways to access accounts, and direct access to the decision makers of the Bank. Every client has LeCorgne’s cell phone number with 24/7 access. THAT is personal service.
Anderson, Angela, 46
Boden, Michael, 28
Bruckner, Tim, 28
Butler, Tyler, 40
Christensen, James, 61
Crisp, Brian, 28, 60
Crow, Michael, 20
Fiandaca, Peggy, 10
Forkenbrock, Chad, 56
Gagnon, Karah, 36
Harrigan, Haley, 38
Acacia Health Center, 14
Agritopia, 16
Alerus, 64
Applied Materials, 20
Arizona Autism United, 14
Arizona Bankers Association, 9, 55
Arizona Builders Alliance, 14
Arizona Commerce Authority, 20, 21
Arizona Community Foundation, 41
Arizona Financial Credit Union, 28, 56, 57
Arizona Party Bike, 14
Arizona State University, 20, 67
Blue Cross Blue Shield of Arizona, 2
BMO Harris Bank, 63
Buck & Rider, 14
Cadillac, 45
CBRE, 18
Chandler Chamber of Commerce, 47
Creation Equity, 18
Desert Financial Credit Union, 54, 59
EleeHub, 15
Enterprise Bank & Trust, 28, 36, 60
Epicenter at Agritopia, 16
EverythingALS, 26
Family Promise of Greater Phoenix, 14
G&A Partners, 12
Harris, Heather, 15
Harris, Lisa, 44
Hickman, Paul, 9
Hobbs, Gov. Katie, 20
Hussein, Afzal, 35
Hysell, Amy, 28
Johnston, William, 16
Jozwiak, Kristy, 14
Kimble, Terri, 47
Kolbe, David, 42
Koulloukian, Shahe, 10
Gallagher & Kennedy, 38
Gameday Men’s Health, 40
Gateway Bank, 61
Gensler, 43
Glenrosa Restaurant, 46
Goodmans, 68
Goodwill of Central and Northern Arizona, 3
Goodyear Arizona, City of, 27
HonorHealth, 25
J.P. Morgan Commercial Banking, 28
JE Dunn, 14
Jive, 8
Johnston and Co., 16
Kiterocket, 23
Kolbe Corp., 42
LDV Winery, 10
LGE Design Build, 18
Life is Chill, 14
Marsh McLennan Agency, 24
Mazvo Car Care Center, 10
Mint Cannabis, 14
National Bank of Arizona, 37
OneAZ Credit Union, 28, 58
OptumAZ, 5
Opus, 18
PADT, 37
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.
Lawrence, Kevin N., 35
LeCorgne, Neill, 28, 62
Leonard, Gerald, 34
Levin, Arnold Craig, 43
Madsen, Mike, 66
Martin, Eleesha, 12
Meshey, Jeff, 59
Navar, Indu, 26
Nelson, Anita, 22
Raja, Prabu, 20
Rine, Jim, 28
Roux, Lisa, 10
Ryder, Kim, 17
Severson, Todd, 18
Shah, Chitrang, 26
Tignini, Keri, 28
Tsonis, Cole, 24
Vigil, Todd, 15
Watson, Sandra, 20
Williamson, Sarah Keohane, 35
Partnership for Economic Innovation, 66
PGIM Real Estate, 18
Phoenix Symphony, The, 13, 45
Prisma Community Care, 11
ProTech Detailing, 19
Sandra Day O’Connor School of Law, 67
Savant Labs, 26
Scottsdale Community Bank, 28, 62
Shooter’s World, 10
Skanska, 22
Spark Pro Global, 15
SRP, 7
Stearns Bank, 8
Sunbelt Holdings, 19
Symmetry Companies, 18
Thrive Real Estate Group, 17
Turnberry Premiere, 34
UMB Bank, 28
UMB Financial Corporation, 28
Valley of the Sun United Way, 44
Western Alliance Bank, 28
Bold listings are advertisers supporting this issue of In Business Magazine
CELEBRATING INNOVATION SUMMIT
What: The Celebrating Innovation Summit brings together Arizona's industry leaders, innovators and partners to explore future technologies across MedTech, aerospace & defense, chips & AI sectors.
When & Where: Friday, November 14, 2025, 8:30 a.m. to 5:30 p.m. at ASU's Media and Immersive Experience Center in Mesa.
Why it matters: Business leaders play a crucial role in turning possibilities into reality. The Summit creates a platform for meaningful discussions about the future of Arizona's innovation economy as Arizona strengthens its position as an innovation hub across multiple sectors. Highlights: Industry panels, discussions on infrastructure and workforce, Champions of Innovation Awards ceremony, live technology demonstrations, and networking with industry leaders.
Mike Madsen has 37 years of experience in aerospace and defense, recently retiring as president and CEO of Honeywell Aerospace Technologies. He serves on the Partnership for Economic Innovation Board of Directors and chairs PEI’s strategic planning to develop an actionable framework for future growth of Greater Phoenix’s innovation economy. azpei.org
From Barriers to Breakthroughs: Advancing Arizona's Innovation Economy
Companies across diverse industries face remarkably similar challenges by
Mike Madsen
Recent economic uncertainties create headwinds for Arizona businesses, yet our state continues to strengthen its position as a growing technology hub. Phoenix recently hosted SEMICON West 2025, ASU and Applied Materials just opened a shared world-class $270-million research and development facility, and TSMC's $100-billion investment attracts supplier companies daily. These wins build on a decade of impressive growth, with our gross metropolitan product increasing 39% since 2012.
To capitalize on this momentum, the Partnership for Economic Innovation is promoting a clear path for future growth and identifying obstacles to future innovation. By pinpointing specific barriers, PEI aims to remove roadblocks before they slow Arizona's economic advancement.
After my tenure as CEO of Honeywell Aerospace, I joined forces with Chris Camacho, then CEO of the Greater Phoenix Economic Council, to engage industry to garner their feedback. We interviewed leaders from 15 prominent Valley companies spanning medical devices, therapeutics, aerospace, defense, semiconductors, mining and consumer products. Our goal was to identify concrete actions to foster innovation in Greater Phoenix. What we discovered surprised us: Despite their diverse industries, these companies reported remarkably similar challenges. Innovation now extends beyond traditional tech companies into every industry, touching not just products, but also services and internal processes.
TECHNOLOGY MEGATRENDS SHAPING ARIZONA’S FUTURE
Industry insights revealed powerful technology megatrends reshaping Arizona's business landscape: healthcare innovation with brain-computer interfaces, electrification driving demand for specialized systems, artificial intelligence extending into mission-critical operations, autonomous technologies proliferating, aerospace growth tied to customer travel demand and geopolitical tensions, and strategic on-shoring bringing critical manufacturing back to Arizona.
These interconnected forces create tremendous opportunities, but only when we work together to overcome barriers to innovation. In our conversations, leaders consistently identified hiring and workforce development, research partnerships, regulatory environment and supplier ecosystem as critical areas needing improvement to capitalize on these trends.
NURTURING TALENT: TODAY AND TOMORROW
Talent emerged as the primary challenge across every conversation. Companies struggle to find and keep skilled professionals, from neuroscience researchers to electrical engineers. When potential recruits consider Arizona, they evaluate our schools, professional networks, career opportunities and quality of life. Misperceptions about Arizona's professional environment often hamper recruitment efforts.
Companies also face internal talent challenges as technology evolves at breakneck speed. Workers need continuous reskilling to remain effective in rapidly changing fields.
PEI is creating communities of practice for key disciplines and developing re-skilling programs. Our talent pipeline project is addressing longer-term needs through unified regional messaging and talent development best practices. We are connecting companies with educational institutions to align student preparation with market demands and creating a mentorship model for startups.
POLICY & INFRASTRUCTURE FOR R&D INVESTMENT
Beyond talent challenges, companies identified barriers to commercialization. The WearTech Applied Research Center demonstrates what's possible when these barriers fall — its $20-million portfolio spans 43 projects in wearable and other technologies, with half of the early two cohorts reaching market. Companies seek more such collaboration. Targeted policy initiatives can bridge gaps through incentives and matching funds for industry-sponsored applied research projects. PEI is perfecting the framework for universities and businesses to collaborate effectively, turning research into market-ready products faster.
PEI is bringing together industry, education and community leaders to champion policies that overcome R&D barriers. These efforts recognize that policy improvements require coordinated action across sectors to accelerate the journey from laboratory discovery to market success.
HOW WE CAN ADVANCE INNOVATION
Arizona's economic future depends on our ability to overcome innovation roadblocks. PEI continues building on a decade of momentum by bringing together business leaders, educational institutions and policymakers — and then acting. I invite all Arizona business leaders to join this effort. Together, we can build an innovation ecosystem that rivals any in the world — one that creates high-paying jobs, attracts investment and positions Arizona as a global leader in tomorrow's industries.
Grace O'Sullivan, ASU Vice President of Corporate Engagement.
Celebrating Innovation Summit — Featured Speakers: Mike Madsen, former Honeywell Aerospace CEO; Dr. Sethuraman Panchanathan, former National Science Foundation director; Amy Liu of Brookings Institution; and
