1. business and industrial

Working
T GETHER.
Building Milwaukee’s Future.
The Blueprint for
Economic
prosperity
Agenda for Growth
2013-2015
Washington
Ozaukee
Metro Milwaukee is home
to more than 37,000
businesses...
...supporting more than
786,000 jobs and
The Metropolitan Milwaukee
Association of Commerce (MMAC)
membership is made up of
producing a combined
gross metropolitan product
of nearly $89 billion.
1,800
300,000
businesses with
Each business has unique challenges and
opportunities that impact its success.
Alone, you can drive your business success.
employees.
But together we can create
a winning environment
for your business.
Waukesha
Milwaukee
Talented
Workforce
pg 8
A talented workforce, a thriving economy and distinctive
assets have the greatest impact on future prosperity.
Succeed on these key measures and the region will thrive.
Thriving
Economy
pg 10
Building a region of skilled,
adaptive and productive lifelong learners
who fuel innovation
Fostering a climate that promotes
the growth of individual businesses and
the collective business community
Distinctive
Place
pg 14
Leveraging the natural, cultural
and physical assets that make
metro Milwaukee unique
Benchmarking our Progress
pg 18
2 |
MMAC’s Blueprint for Economic Prosperity
What gets measured, gets changed. MMAC measures key indicators
to determine our overall progress. To be competitive, we need to know
where we stand from a historical perspective and how we stack up
against peer regions across America.
Dear Member:
As we transition the chairmanship of the MMAC for the 74th time we are emboldened
by the directive of the membership — that standing our ground is not good enough. There are
many moving parts to our economy, but when they all work together, we produce positive results.
We believe there are three necessary components to improve the region’s prosperity. Building on
feedback from the Association’s membership, we will remain deeply engaged in K-12 education
reform and targeted workforce development projects to ensure a TALENTED WORKFORCE.
Following a proactive legislative session, we will continue to pursue a more competitive business
climate to build a THRIVING ECONOMY while reaching out through our economic development
efforts to market the region. Finally, enhancing and investing in the assets that make the
Milwaukee Region a DISTINCTIVE PLACE will be supported by our work to execute a strategic
plan to fund our cultural and entertainment venues.
This Blueprint for Economic Prosperity provides a roadmap to keep us on course. Plans and
maps are essential tools, but it is the will of the membership and our dedicated volunteer leaders
that make execution a reality.
We remain grateful for the opportunity to play a role in building our future, we look forward to
working together, and we remain extremely optimistic about our progress. Thank you for your
continued investment in the MMAC.
Ulice Payne, Jr.
Ted Kellner
MMAC Chairman 2011-2013
MMAC Chairman 2013-2015
President
Addison-Clifton, LLC
Executive Chairman
Fiduciary Management
mmac.org |
3
MMAC: You
Enhanced
Visibility
& Credibility
Collective
Impact
People are
63%
Lobbying for education and
workforce development reforms.
more likely to buy from
a chamber member.
Offering
advertising and
sponsorship
opportunities.
Pro-Business
Advocate
Growing your
business is our
top priority.
Strengthening the
business climate.
Providing opportunities
to connect at our
more than
We work hard to give
you the tools you need
to succeed.
Lobbied for more than
25 MMAC public policy
priorities that were
passed into law.
Supporting
regional industries through
cluster networks.
700
meetings and events
each year.
Enhancing and investing in
our distinctive cultural assets.
Bringing together
Regional
Economic
Growth
4 |
MMAC’s Blueprint for Economic Prosperity
250
food and beverage
manufacturing
companies to grow
more of these jobs.
Visionary
Leadership
Best
Business
Networks
l to
ica
crit
m
for
ol
In the coming year, we will expand services
to bring you the best in international
programming, national thought leaders
on timely business issues, and more and better
networking with your peers. Join us!
na
be e
For 152 years, the Metropolitan
Milwaukee Association of Commerce
(MMAC) has been dedicated to
delivering a solid return on investment
to its members. Our mission has remained
constant with an unwavering focus on job
creation, business expansion and capital
investment. To deliver on that mission, we
continually develop a program of work to
meet your business needs.
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mmac.org |
5
MM A C ’ s B l u e p r i n t f o r E c o n o m i c P r o s p e r i t y
tALENTED WOR
MMAC’s Manufacturing Careers
Partnership convened
100
manufacturers and the
Wisconsin State Technical College
System to ensure standardized
welding curriculum.
MMAC supports growing the
capacity of high-performing schools
serving low-income students to
20,000
students by 2020.
6 |
MMAC’s Blueprint for Economic Prosperity
FUEL Milwaukee increased its
membership in 2013 by 16%,
now helping more than
7,000
young professionals and new
Milwaukeeans engage in the community.
ORKFORCE
The people who run our production lines, manage
our money, create brilliant strategic plans and turn the
lights out at night are the foundation of each and every
business. How we prepare people for the jobs
of tomorrow is critical.
MMAC believes you must start with education. For more
than 25 years, the Association has led the charge to
ensure K-12 students have the tools, schools, skills and
teachers they need to graduate and pursue their career
goals. We are focused on closing the achievement gap
for low-income students and supporting policies that
expand parent choices and improve quality for
all students.
GOAL:
Building a region
of skilled, adaptive
and productive lifelong
learners who fuel
innovation
Metro Milwaukee has the second highest concentration
of manufacturing employment per capita in the U.S.
We need highly trained, capable workers
to support and grow this leading industry sector.
That means bringing technical colleges, workforce
development agencies and employers together to find
new ways to fill the talent pipeline.
The next generation is the most diverse ever.
Half of the children born in 2010 in Milwaukee County
were minorities. Milwaukee has an opportunity
to differentiate itself as a place that leverages the best
in each generation, helping all students make the most
of their talents and realize their full potential.
mmac.org |
7
TA L E N T E D W OR K F ORC E
2012-13 results
K-12
EDUCATION
workforce
development
tALENT rETENTION
& aTTRACTION
r
Became a founding member
r
Passed legislation requiring that
r
Increased FUEL Milwaukee membership
r
Partnered to attract Rocketship
r
Established the Manufacturing Careers
of Schools that Can Milwaukee,
a coordinated effort to develop more
exemplary school leaders to lead
high-performing schools.
Schools to Milwaukee, opening the
first charter school of this national
network, Southside Community Prep,
serving 300 children.
r
Passed legislation increasing state
per pupil funding for Choice and
Charter schools by more than
$20 million, starting in 2014.
r
Passed legislation that will eliminate
the School Choice “funding flaw” for
local property taxpayers by making
Choice students 100% state funded.
r
Passed legislation increasing per
pupil revenue limits for Milwaukee
Public Schools (MPS).
r
Passed legislation creating greater
accountability for Choice schools by
requiring schools to maintain their
accreditation as a condition
of continued participation in the
Choice Program.
r
Passed legislation providing
$1 million in state aid to help Teach
for America (TFA) recruit new
teachers. Currently, there are 119
corps members teaching 7,100
students in Milwaukee. TFA hires
high-achieving recent college grads
to teach for at least two years in
low-income communities.
five of the Milwaukee Area Technical
College board members be employers,
improving the business/technical
education connection.
Partnership, convening 100 employers
and representatives from all four regional
technical colleges to ensure that welding
curriculum is closely aligned with skills
needed on the job.
r
Through MMAC’s Council of Small
Business Executives (COSBE), members
raised nearly $150,000 to support GPS
Education Partners on-site learning
centers at manufacturers. GPS helps
at-risk high school students graduate and
acquire job-ready skills.
r
Passed state workforce development
by 16%, now serving more than
7,000 young professionals and new
Milwaukeeans.
r
FUEL employer members participated
in an initiative to increase “flexible”
workplaces. Flexibility has been
cited as a key talent attraction and
retention strategy.
r
Launched the Leadership Luncheon
series – a one-hour mentoring session
between top Milwaukee leaders and
young professionals.
r
Developed the diversity toolkit in
partnership with the Greater Milwaukee
Committee, encouraging companies
to adopt best practices related to
attracting and retaining diverse talent.
recommendations developed by former
MMAC Chairman Tim Sullivan, including
creation of a statewide labor market
information system to match workers’
skills with available jobs, and a statewide
academic and career planning system.
Low-income students served by high-performing schools*
5,500
2,881
2,086
1,940
*High-performing schools are defined as those that are non-selective, serve low-income
students and have at least 75% of their students performing at or above grade level.
8 |
MMAC’s Blueprint for Economic Prosperity
Projected
2014
2013
2012
2011
TA L E N T E D W OR K F ORC E
2014-15 Agenda
By 2020 there will be
123 million high-skill, high-pay
jobs available in the U.S.
K-12
EDUCATION
workforce
development
o
Pursue statewide education
accountability, including:
o
Refine the definition of
“employer” for Milwaukee Area
Technical College (MATC)
Board positions to require profit
and loss authority.
• Accurate data on
student achievement and
demographics for all publicly
funded students
• A report card that measures
performance school by school
But only 50 million
Americans will have the right
education to fill them.
- Economist Intelligence
Estimated increases
in jobs and population
for Metro Milwaukee
by 2020
7%
Available
Jobs
3%
Overall
Population
0.8%
Working Age Population
2012
2014
2016
2018
• Defined sanctions and
interventions for chronically
low-performing Choice,
Charter and Milwaukee Public
Schools (MPS)
o
Pursue legislation to allow highperforming Choice and Charter
schools to lease or purchase
vacant MPS properties.
o
Continue implementation of the
Common Core Standards of
the States, designed to deepen
learning and raise proficiency.
o
Continue to close the per pupil
funding gap between Choice/
Charter students and MPS
students, as well as increase
funding for MPS.
o
Reform Wisconsin’s
educator certification and
licensure process to make
recruitment and retention of
high-quality teachers and
school leaders easier.
o
Continue to grow a pipeline of
qualified welding talent who
can demonstrate the basic
welding skills and technical
knowledge required by
manufacturers.
talent retention
& attraction
o
Increase community
engagement among people
of color and educators through
outreach and continued
collaboration.
o
Establish a consortium
of young professional
organizations for best practice
sharing and collaborative
programming.
o
Expose K-12 students to
various professions through
short- and long-term interaction
between students and
FUEL members.
2020
mmac.org |
9
MM A C ’ s B l u e p r i n t f o r E c o n o m i c P r o s p e r i t y
thriving eco
Wisconsin exporters shipped
$23B
of goods to 200 countries in 2012.
MMAC’s World Trade Association helps
those companies through peer exchanges,
educational programs and meetings with
international dignitaries.
MMAC is the
leading voice
for the metro Milwaukee business
community with elected officials.
Our annual Milwaukee Night
in Washington D.C. brings together
300 members with federal and
state legislators.
10 |
MMAC’s Blueprint for Economic Prosperity
MMAC supports the Milwaukee 7
economic
development
collaboration
in marketing our assets
to businesses for expansion
and relocation.
onomy
To sustain and grow the metro Milwaukee business community,
MMAC works at the macro and micro levels to create a supportive
business climate and foster the success of individual members.
We advocate for pro-business public policies, we connect business
leaders to create a strong network and we develop opportunities for
greater prosperity.
This mission involves keeping our eye on the big picture while
being equally attentive to the details. Do we have the right mix of
economic development incentives in place to encourage business
expansion and attraction? Do we have the right programs in place for
our members to benefit from the latest business intelligence? It’s a
balancing act that requires continuous assessment of the economic
and political landscape and close communication with the members
we serve.
GOAL:
Fostering a climate
that promotes growth
of individual businesses
and the collective
business community
Our advocacy efforts to reduce the tax burden and simplify the tax
code have been increasingly successful in the past few years. While
there is still more work to do, businesses from across the state line
and across the globe have taken notice. The Milwaukee 7, which
MMAC co-founded and staffs, continues to build the region’s capacity
and accelerate economic development growth.
As a region, we also need to tackle the challenges that will
continue to hold us back and anticipate trends that will impact our
economy. Metro Milwaukee remains under-represented in minority
business development, business start-ups and seed and angel
capital investment. MMAC develops targeted networks to help
members work together to solve business challenges, whether
as entrepreneurs, industry clusters, international importers and
exporters, or ethnically-diverse businesses.
Keeping our competitive edge as a region and helping our members
keep theirs is at the core of a thriving economy.
mmac.org |
11
T HRI V IN G E CONOMY
2012-13 results
Competitive
business climate
Best Business
Network
rLowered Wisconsin’s overall tax
rProvided approximately 700 meetings
rRestructured the state tax system
rMMAC/COSBE’s CEOs of Growing
burden by nearly $1 billion – the
second-largest tax cut in state history.
to simplify the tax code for businesses,
by eliminating outdated portions
of the code and increasing
consistency between the state
and federal tax codes.
rImplemented the Manufacturing Tax
Credit, virtually wiping out taxes on
manufacturers by 2017.
and events for members to earn and
learn from their peers and experts.
Businesses launched a pilot
mentorship program for first stage
companies.
rMerged operations with the Milwaukee
World Trade Association to help
members identify, explore and
execute on international business
opportunities.
rRepresented the voice of the metro
business community in local media,
garnering 400+ mentions in print
publications.
rMMAC/COSBE’s Executive
Roundtable program diversified
to include peer groups for Sales
Management executives.
rRetained 85% of first-year members
and 95% of dues revenue
a on a year-over-year basis, placing
MMAC in the top 10 large chambers
across the country for these
measures.
rPassed legislation implementing
comprehensive reform of Wisconsin’s
unemployment insurance system,
streamlining compliance for Wisconsin
businesses.
rBlocked a proposed 60% utility rate
hike for businesses and residents
using the downtown steam system.
rSecured additional recruitment
incentive tools for Milwaukee 7
job attraction efforts by increasing
the number of Enterprise Zones
available to the Wisconsin Economic
Development Corporation.
Economic Development
rWith the Milwaukee 7, launched the Food and Beverage Manufacturing
cluster network (FaB Milwaukee) to grow this industry’s talent pipeline,
innovation and business capacity.
rMilwaukee 7, the region’s economic development collaboration co-founded
by MMAC, surpassed its goals for new jobs and average wages one year
ahead of schedule.
rDoubled funding for the State Jobs
Tax Credit, equal to 10% of payroll
for 10 years for new jobs created
in Wisconsin.
rSuccessfully passed legislation
allowing iron ore mining in the state
of Wisconsin.
$
$
$48,831
6,746
JOBS
(105% of goal)
AVERAGE WAGE
(108% of goal)
2010-2014 Campaign
Results to Date, Oct. 2013
12 |
MMAC’s Blueprint for Economic Prosperity
$574M
CAPITAL
INVESTMENT
THRIVING ECONOMY
2014-15 Agenda
State Tax Credits will
eliminate income taxes 7.5%
on manufacturers
by 2016. 5.526%
Competitive
business climate
Best Business
Network
p
Realign Wisconsin’s tax mix
p
Expand the outreach of
to maximize our economic
competitiveness nationally.
p
Ensure long-term fiscal stability
by responsible budgeting and
reduction of debt.
p
Align economic development
incentives with the state’s new tax
structure to ensure our economic
development attraction and
retention tools are competitive.
3.75%
p
Remove regulatory barriers that
make metro Milwaukee a more
costly and less efficient place to
create jobs and do business.
2016
2015
2014
2013
1.875%
p
Reform Wisconsin’s Worker’s
Tax credit applied to manufacturing activity
Compensation system to make
compliance simple and fair for
employers.
MMAC/COSBE’s Executive
Roundtable program to recruit
more members to this valuable
business network and peer
resource.
p
Re-launch the Supplier Diversity
network with ethnically diverse
businesses and area corporations
to create new business and
revenue for minority firms.
Economic
Development
p
Launch the Milwaukee 7’s third
campaign to fund regional
economic development.
p
Refine a foreign direct investment
(FDI) strategy for European
companies, which account for
62% of all FDI in the U.S.
p
Support FaB Milwaukee (Food
and Beverage Manufacturing
network), the Water Council and
the Midwest Energy Research
Consortium to grow these
clusters.
Merchandise exports from
Wisconsin totaled $23.1 billion in 2012, which is a
22.8%
increase from 2007 levels.
mmac.org |
13
MM A C ’ s B l u e p r i n t f o r E c o n o m i c P r o s p e r i t y
Distinctive p
The Great Lakes provide
20%
of the world’s freshwater supply.
MMAC encourages the responsible
use of Lake Michigan, including
sharing water with communities that
straddle the watershed.
Our roads, transit, air
service and utilities are a
competitive
advantage
for the metro area. We need
to ensure they remain competitive.
14 |
MMAC’s Blueprint for Economic Prosperity
Metro Milwaukee’s
world-class
cultural
and entertainment amenities enrich
our ability to live, work and play.
place
We’ve all heard the feedback. A first-time visitor to
metro Milwaukee almost universally expresses surprise
and delight with all the area has to offer: a stunning
lakefront, endless dining options, world-class museums
and theaters, and major league sporting events, all
served by convenient highway and air service.
As a resident, it becomes easy to take these
advantages for granted, but make no mistake: our
natural, cultural and physical attributes are the
differentiators that set us apart in attracting and
retaining businesses and talent.
GOAL:
Leveraging the natural,
cultural and physical
assets that make the
Milwaukee Region unique
MMAC takes an active role in protecting and enhancing
our distinctive assets. We lobby for transportation
projects that keep our goods and our people moving
smoothly and quickly throughout the region and
beyond. We work as a partner to redevelop land into
thriving business locations. And this year, we are taking
a leadership role in convening community leaders
to assess the needs of a number of cultural and
entertainment assets, including the Milwaukee County
Zoo, Milwaukee Public Museum, the Marcus Center
for the Performing Arts and the BMO Harris Bradley
Center. Our goal is to find consensus where possible,
develop a joint strategy, and implement a plan to secure
funding so these cultural and entertainment amenities
will be available for future generations to enjoy.
mmac.org |
15
D IS T INC T I V E P L A C E
2012-13 results
Infrastructure
Natural/Physical Assets
rIncreased funding for transit services
rThe Milwaukee Region successfully met federal standards for ozone, easing
statewide by 4%.
restrictions on manufacturers. Local air quality has improved because of cleanerburning vehicles, the use of reformulated gas, an emissions testing program and
stricter smokestack controls.
rSecured $734 million in state funding for
regional infrastructure projects including:
• The Hoan Bridge
• The redesign of the Lake Interchange
• The expansion and reconstruction of
the Zoo Interchange
• The expansion and reconstruction of
the I-94 North-South freeway
rThe “Well City” Milwaukee Coalition, of which MMAC is a founding partner,
now includes 70 companies employing 125,000 people who participate in
comprehensive workplace wellness programs.
Cultural Amenities
rPlaced a state constitutional
rHelped raise $18 million from 25 businesses – “The Champions of the Community”
amendment on the November 2014
ballot that would prohibit the state from
diverting Transportation Fund revenues
for non-transportation-related state
spending purposes.
– to fund short-term renovations needed to the BMO Harris Bradley Center.
rThrough the Milwaukee Development Corporation, an affiliate of the MMAC focused
on catalytic and estate development, refinanced the Library Hill Apartments in
downtown Milwaukee, providing additional resources for future developments.
rPassed legislation giving Wisconsin
16 |
MMAC’s Blueprint for Economic Prosperity
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the option of selling state power plants
to private-sector utilities, creating
private-sector business opportunities
and state revenue.
DISTINCTIVE PLACE
2014-15 Agenda
Infrastructure
p Gain voter approval to amend
the state constitution to prohibit
transportation funds from being
used for any other purpose.
In the past decade,
ridership on the Amtrak Hiawatha
Milwaukee-Chicago route
has doubled.
pEnsure timely design and
commencement of the I-94
East-West reconstruction and
capacity expansion project.
pUpgrade the speed and service
frequency of the Amtrak
Hiawatha rail line, which travels
between Milwaukee and
Chicago.
Milwaukee has the
4th
shortest commute time among
21 comparable metros.
pReceive final approval for the
Waukesha Great Lakes water
diversion request.
pIdentify a sustainable funding
mechanism for the Milwaukee
County Parks.
pContinue to be a partner in Well
City Milwaukee to become the
first city in the nation to earn a
Well City USA designation for
the second time in 2015.
pGain Public Service Commission
approval for the conversion of
the Menomonee Valley Power
Plant from coal to natural gas.
pFight negative cost impacts for
the region associated with new
proposed federal coal energy
regulations.
pEnsure completion of the Zoo
Interchange by 2018-19.
To maintain the region’s
road system, metro
Milwaukee needs
to spend
Natural/Physical
Assets
pEnsure completion of the I-94
North/South freeway by 2021.
Cultural Amenities
pConvene a Cultural and
Entertainment Capital Needs
Task Force and MMAC Board
work group to review the
funding needs of a variety of
Milwaukee amenities, including
the Milwaukee County Zoo,
Milwaukee Public Museum,
the Marcus Center for the
Performing Arts and the BMO
Harris Bradley Center. Gain
consensus and implement a
strategy to sustain these assets.
$300M
EVERY YEAR FOR
THE NEXT 30 YEARS.
- Southeastern Wisconsin Regional
Planning Commission
mmac.org |
17
Benchmarking
Metro Milwaukee’s
Progress
Drawn from an in-depth report produced by MMAC,
the five metrics outlined on these pages are key
measures of our region’s progress.
1.6% 1.3% -0.7% 0.6% -0.3% -0.9 % -0.7% 0.6% -0.1% 0.7%
Portland
San Jose
Chicago
Minneapolis
Cincinnati
Cleveland
Detroit
Pittsburgh
Buffalo
Baltimore
Since 2010, Milwaukee has
experienced net out-migration of
-0.4%
0.7% 0.1% 0.7% 0.8% 2.5% -0.5% 2.0%
3.0% 2.2% 3.3%
Nashville
Salt Lake City Kansas City Indianapolis
Columbus
San Antonio
St. Louis
Net population migration
Since the 2010 census there has been a net out-migration of nearly 6,000
people from the metro area, or 0.4% of the 2010 population. Milwaukee ranks
fifth lowest in this percentage vs. 21 peer metro areas with those ranking below
Milwaukee coming exclusively from the industrial Midwest.
18 |
MMAC’s Blueprint for Economic Prosperity
Orlando
Charlotte
Raleigh
% change in Employment
= Median % change among comparable metros
= Milwaukee % change
-47,200
.66%
-2.1% -.85% -.39%
Over the 2001-2012 period there have been two
national recessions, resulting in an aggregate
job loss of 47,200 jobs in the metro area. This
loss has been softened by a job gain of 16,300
in the last two years. Metro area year-over-year
job change has lagged the median point in the
comparables group in each of the past 11 years.
1.3%
.99% .73%
.77%
-.51% -5.1% -1.1%
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
Percentage Change in Employment
Real gross Domestic product per capita
= Median output among comparable metros
= Milwaukee output
$49,330
$50k
$48k
Median household income
= Median income among comparable metros
= Milwaukee income
$46k
$44K
Median household income levels in the metro area ($52,605)
have fluctuated from just above to just below the median level
for the comparables group from 2007 to 2012. Taking inflation
into account, median household income levels both for the
$60k
metro area and for comparable metros have registered
overall declines over this period.
$58k 2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
$42K
Real economic output in the metro area on a per capita
basis is down from its pre-recession high but higher than
2001 levels. Metro Milwaukee, at $49,330, ranks in the
upper half of the comparables group on per capita output.
$56k
$52,605
$54k
$52k
2012
2011
2010
2009
% of residents Holding
a Bachelor’s degree
or higher, 2012
46.4
42.0
39.5
36.4 35.1
= Median levels of 21 comparable metros
= Select Metros
= Milwaukee
32.5
San Antonio
Orlando
Detroit
Cleveland
Cincinnati
MILWAUKEE
Portland
Baltimore
Minneapolis
Raleigh
29.6 28.5 28.3
27.8 26.5
San Jose
%
2008
2007
$50k
Educational attainment levels for the postcollege population (age 25 and over) has
been on a slow but steady march upward in
the metro area. For 2012, the percentage of
this population with a bachelor’s degree or
higher (32.5%) ranks at the mid-point for the
comparables group.
mmac.org |
19
2013 MMAC Board of Directors
OFFICERS
David Baumgarten
Paul Purcell
President
Chairman/President/CEO
Bank Mutual
Robert W. Baird & Co.
Keith Burns
Ernst & Young
Mary Scheibel
Principal/Founder
Trefoil Group
Tim Sheehy
Curt Culver
Nancy Sennett
President
Chairman/CEO
Partner
MMAC
MGIC Investment Corporation
Foley & Lardner
Mary Ellen Powers
John Daniels, Jr.
Steven Smith
COO
Chairman Emeritus
Chairman/CEO
Quarles & Brady
Journal Communications
Bob Hillis
Tim Sullivan
President/CEO
President/CEO
Direct Supply
Gardner Denver
Paul Jones
Peter Sommerhauser
Ulice Payne, Jr.
MMAC Chairman 2011-2013
President
Addison-Clifton, LLC
Ted Kellner
MMAC Chairman 2013-2015
Executive Chairman
Fiduciary Management
MMAC
Managing Partner
Newly elected, October 2013
Kurt Bechthold
Chairman/CEO, Payne & Dolan
Executive Chairman
Partner
A. O. Smith Corporation
Godfrey & Kahn
Alex Molinaroli
Gale Klappa
Paul Sweeney
President/CEO, Johnson Controls
Chairman/CEO
Principal
Wisconsin Energy Corp.
P S Capital Partners
P. Michael Mahoney
Scott Wrobbel
Chairman/CEO
Managing Partner,
Wisconsin Practice
Gregory Marcus
President/CEO, The Marcus Corporation
Marcelo Mosci
President/CEO, GE Healthcare - Americas
Ugo Nwagbaraocha
President, Diamond Discs International
Ajita Rajendra
President/CEO, A. O. Smith Corporation
20 |
MMAC’s Blueprint for Economic Prosperity
Park Bank
Deloitte
DIRECTORS
Mary Isbister
President, GenMet
Robert Arzbaecher
Chairman/CEO, Actuant Corporation
Catherine Jacobson
Cory Nettles
President/CEO, Froedtert Health
Founder/Managing Director,
Lou Banach
Frank Jaehnert
Group Senior VP, Commercial Banking
for SE WI, Associated Bank
Ned Bechthold
Chairman, Payne & Dolan
Scott Beightol
Firm Chairman, Partner
Michael Best & Friedrich
Frederick Bertoldo
Retired President/CEO, Brady Corporation
Jerome Janzer
CEO, Reinhart Boerner Van Deuren
Jeff Joerres
Chairman/CEO, ManpowerGroup
Jim Kornfeld
President/CEO, Sucor
Generation Growth Capital
John Oliverio
President/CEO, Wheaton Franciscan Healthcare
James Popp
President - Middle Market - WI/MN/IA/MO/KS,
Chase
Austin Ramirez
President/CEO, HUSCO International
Stephen Roell
Regional President - WI/IL/MI,
David Lubar
Wells Fargo Bank
President/CEO, Lubar & Company
Carl Brown
President, Red Brown Klé
Aldo Madrigrano
CEO, Beer Capitol Distributing Co.
President, Astronautics Corp. of America
Tom Cardella
Stephen Marcus
Chairman, The Marcus Corporation
Chairman/President/CEO, Northwestern Mutual
Derrick Martin
President/CFO, Lena’s Foods
Owner, JWS Classics
Marsha Mather
President, Laacke & Joys
President/CEO/Director, Joy Global
Scott Mayer
Chairman/President/CEO
President/CEO, QPS Employment Group
Briggs & Stratton Corp.
Peter McCormick
Peggy Troy
President/CEO, Tenth & Blake Beer Co.,
MillerCoors
Tina Chang
Chairman/CEO, SysLogic
Bradley Chapin
Executive Vice President, Business Banking
BMO Harris Bank
Carla Cross
President/CEO, Cross Management Services
Paul Eberle
CEO, Whyte Hirschboeck Dudek
Pat Foy
EVP-Enterprise Solutions, FIS Global
Nannette Gardetto
Owner/CEO, Baptista’s Bakery
President/CEO, Magnetek
John McDermott
Sr. VP-Global Sales & Marketing
Rockwell Automation
Jack McKeithan, Jr.
Chairman/CEO, Tamarack Petroleum Co.
Tracy Meeks
Gerardo Gonzalez
Founding Partner, Gonzalez, Saggio & Harlan
Senior Vice President/North Division Manager,
Paul Grangaard
President/CEO, Allen Edmonds
Richard Meeusen
Jon Hammes
John Mellowes
Chairman/CEO, Charter Manufacturing Co.
Managing Partner, Hammes Company
William Mielke
President/CEO, Ruekert-Mielke
Todd Adams
President/CEO, Rexnord
Seaway Bank and Trust Company
Chairman/President/CEO, Badger Meter
Former Chairman/CEO, Johnson Controls
Michael Russek
John Schlifske
John Splude
Michael Sutherlin
Todd Teske
President/CEO
Children’s Hospital & Health System
Joseph Tucker
Founder/President, Victory Personnel Services
Nick Turkal
President/CEO/Chairman, Aurora Health Care
Scott VanderSanden
President, AT&T Wisconsin
Keith Wandell
Chairman/President/CEO, Harley-Davidson
Steven Wunning
Group President, Caterpillar
mmac.org |
21
2013 Council of Small Business Executives
OFFICERS
DIRECTORS
Mary Scheibel
Dale Boehm
President, Caspian Technologies
COSBE Chair, 2011-2013
Principal/Founder
Trefoil Group
Mary Isbister
COSBE Chair, 2013-2015
President, GenMet
Mary Steinbrecher
Executive Director
COSBE
Rich Blomquist
President, Blomquist Benefits
Nancy Hernandez
President, ABRAZO Multicultural Marketing
Christopher Rebholz
President/CEO, Christopher Morgan
Fulfillment Services
Tom Luken
Partner-In-Charge, Sikich
Paul Borawski
Michael Malatesta
CEO, American Society for Quality (ASQ)
CEO, Advanced Waste Services
Jeffrey Clark
Tony Mallinger*
President/CEO, Waukesha Metal Products
President, Metal-Era
Gregory Clement
Patty Mueller
President, Argon Industries
CEO, Idea Factory
Anthony Corona
Rick Parra
Executive Marketing Director, Transamerica
Vice President, Pieper Electric
Craig Coursin
President, MSI General Corp.
Lori Poull*
Keith Coursin*
David Rolston
President, Desert Aire Corp.
President/CEO, Hatco Corporation
Co-owner/President, Lange Bros. Woodwork Co.
David Griffith
Debbie Seeger
President, Spectrum Capital
VP - Operations, Patina Solutions
Susan Haise
Sarit Singhal
President, Neroli Salon & Spa
President/CEO, Superior Support Resources
Wayne Staats
President, Granville Business Center
Jerry Jendusa
Jon Teraoka
CEO, EMTEQ
CEO, W.I.S. Logistics
Paul Sweeney
Principal, P S Capital Partners
Daphne Jones*
Jeff Tredo
President/CEO, Glorious Malone’s Fine Sausage
Principal, Korb Tredo Architects
Gary Zimmerman
President, Creative Business Interiors
Debra Kessler
CFO, Palermo Villa
David Werner
President, Park Bank
*Newly elected in 2013
MMAC Affiliates
The Business Council
FaB Milwaukee
Nelson Soler
Eric Olesen
Giacomo Fallucca
Cathy Henry
Dave Biddle
David Mitchell
FaB Co-chair
FaB Co-chair
MCP Co-chair
MCP Co-chair
O&H Danish Bakery
Palermo’s Pizza
FaB Co-chair
Sysco Food Services
Joy Global
Monarch Corp.
TBC Chair
Multicultural Entrepreneurial
Institute
Manufacturing Careers Partnership (MCP)
FUEL Milwaukee
World Trade Association (WTA)
Lauren Morrow
Kurt Prange
WTA Co-chair
WTA Co-chair
M. E. Dey & Co.
Bentley World
Packaging
Leslie Dixon
Amy Chastek
Kara Navin
David Baumgarten
Executive Council
Talent Attraction &
Retention Council
Community
Service Council
Bank Mutual
Herzing University
City Year
Robert W. Baird
& Co.
22 |
Milwaukee Development
Corp. (MDC)
MMAC’s Blueprint for Economic Prosperity
MDC Chairman
2010-2014 Milwaukee 7 Investors
$1 Million+
We Energies
$500,000+
Bradley Foundation Wisconsin Economic Development Corp.
$250,000+
BMO Harris Bank Northwestern Mutual
Quad/Graphics
$100,000+
A. O. Smith Corp.
Aurora Health Care
Beer Capitol Distributing Co.
Briggs & Stratton Corp.
Bucyrus International Foundation
Children’s Hospital of Wisconsin City of Milwaukee Consolidated Construction Company
FIS Global
Froedtert Health Harley-Davidson Foundation
Johnson Controls
ManpowerGroup
Michael Best & Friedrich
MillerCoors
QPS Employment Group
Robert W. Baird & Co.
Rockwell Automation
S.C. Johnson & Son
$50,000+
ABB
Actuant
Associated Bank
AT&T Wisconsin Brady Corp.
Columbia-St. Mary’s Deloitte Ernst & Young Foley & Lardner GE Healthcare Technologies Godfrey & Kahn Johnson Bank Meissner Tierney Fisher & Nichols
Milliman
Milwaukee Composites
Milwaukee County
P&H Mining Equipment
PNC Bank
Quarles & Brady
Racine County
Waukesha County
Wells Fargo Banks
Whyte Hirschboeck Dudek
$25,000+
Allen Edmonds Baker Tilly Virchow Krause Bostik
Boyle Fredrickson
Building Service
Cleary Gull
CliftonLarsonAllen
DeltaHawk Engines
DHI Corp. Design House
GenMet
GRAEF
Grant Thornton
Heartland Advisors
Journal Communications Ted Kellner KPMG Mawicke & Goisman
Metal-Era
MGIC Milwaukee Metro Sewerage District Milwaukee Water Works
Miron Construction
Modine Manufacturing Co.
City of Oak Creek
Ozaukee County
Park Bank
PricewaterhouseCoopers
Reinhart Boerner Van Deuren
SEEK Careers/Staffing
Sharp Packaging Systems
Superior Health Linens
Suzy’s Cream Cheesecakes
Tax-Air
TriCore
von Briesen & Roper
Waukesha Electric Systems
Waukesha Foundry
Waukesha Metal Products
We Energies Econ. Development Grant
City of West Allis
West Bend Mutual Insurance
Winter Services
<$25,000
ABRAZO Multicultural Marketing Advanced Waste Services Alpha Investment Consulting Group American Design American Society for Quality
American Transmission
Argon Industries Bank Mutual Baptista’s Bakery
Blomquist Benefits City of Brookfield The Business Council
Catholic Financial Life CG Schmidt Christopher Morgan
Fulfillment Services CleanPower CORE Consulting Creative Business Interiors Dickten Masch Plastics EMTEQ Engberg Anderson Eppstein Uhen Architects Excel Engineering Food Services
Gonzalez Saggio Harlan Granville Business Development Ctr.
Hatco Corporation Patrick Horne, Northwestern Mutual
Inland Real Estate Partners Lakeside Painting
Living As A Leader
Master Lock
Masterson Company
Maynard Steel Casting Co.
M.E. Dey & Co.
Mortenson Construction
National Tissue
Patina Solutions
P S Capital Partners
RBP Chemical Technology
Sanford Rose Associates
S-F Analytical Laboratories
SMA The Negotiating Edge
Solaris
Spin Group
StorX
Superior Support Resources
SysLogic
The Mark Travel Corp.
Trefoil Group
Washington County
City of Wauwatosa Wenthe-Davidson Engineering Co.
W.I.S. Logistics
Wisdom InfoTech
Wixon
mmac.org |
23
MMAC’s vision for metro Milwaukee is to be
globally competitive in an innovation economy;
foster business development that creates high-value
employment; and build a sustainable quality of life
based on educated and skilled citizens.
MMAC’s mission is to improve metro Milwaukee
as a place to invest capital, grow business
and create jobs.
2013 MMAC All Member Meeting Presenting Sponsors
© 2013 Metropolitan Milwaukee Association of Commerce