Brandstorm

We've all heard about corporate wellness programs, and while we are intrigued by them, only 24 percent of employees who have been offered one actually participate in them. On this episode of Brandstorm, we talk to Kristin Markey, founder of Nest Health Connections. Based in Colorado, Kristin and her staff provide a wholistic approach to creating healthy cultures within the workplace.

About Kristin Markey

Kristin spent more than 12 years working at some of the largest brands in fitness – Nautilus, Schwinn, Bowflex, Stairmaster and Universal. While she had a good understanding of the fitness space and what's trending, she felt corporate wellness programs needed more than fitness options. She believed the wholistic approach was the best way to motivate and inspire employees to live a healthier lifestyle. With a mind, body, spirit approach, Kristin created Nest Health Connections, which offers a variety of wellness programs that are tailored specifically to the needs of the employees and the companies she works with.

Benefits of Corporate Wellness Programs

Kristin says successful wellness programs begin with 100 percent buy-in by the company's leadership. A variety of program options that appeal to the majority of employees is also important. Incentives like time off from work, discounts on gym memberships or gift cardw can help get a wellness program started but are not necessary long-term. The benefits of wellness programs are well documented. They can lead to improved productivity, decreases in health insurance costs and absenteeism, and a reduction in sick leave and disability claims.

Kristin says the average performance boost for a company with a wellness program is about 15 percent. In fact, 60 percent of employees see improvement in time management skills, mental performance, the ability to meet deadlines and moods. Wellness programs are also important in retaining and recruiting employees. Nearly 90 percent of prospective employees look for wellness programs when choosing an employer.

Qualifications for a Corporate Wellness Program

Any size company can benefit from a wellness program. Kristin's smallest client has 10 employees and her largest client has more than 7,000. All kinds of industries have programs, not just tech companies, although places like Google, Netflix and Apple have some pretty interesting wellness programs. Google, for example, has window boxes that grow herbs right outside its employees' window and offer sleep pods.

Most of Kristin's clients come by word-of-mouth, great testimonials and effective statistics.

Getting Started

According to Kristin, every company has its pain points and it is up to her to find them. There is so much variety in her program options, including yoga, meditation, education, corporate gardens, treadmill desks and smoothie bars, Vitamin D challenges that include 15 minutes outside every day, meal planning and walking meetings. In addition to leadership commitment, Kristin starts with an employee survey so that she can determine what programs might benefit the company most.

Wellness Program Costs

Large or small, budgets help determine what a corporate wellness program looks like. It doesn't have to be expensive. Some of the wellness programs that Kristin creates are small and include adding a water program, getting rid of the candy bowls and offering "lunch and learn" sessions. In some cases, insurance providers will cover costs and Kristin often works with the insurers to create benchmarks that can measure program results.

Nest Health Connections is very hands on and revisits its programs every three months to make sure they are working. Programs are adjusted when necessary. While based in Colorado, the company hopes to open a regional office in Milwaukee by the end of 2018.

Contact:

Website: nesthealthconnections.com

Email: [email protected] 

On today's episode of Brandstorm, we welcome David Konkol, president of Konkol Custom Homes & Remodeling, LLC. As the author of the book Building Your Dream Home: What You Need To Know, David provides tips on how becoming a published author can enhance your brand.

About David Konkol

David is a licensed building contractor and has been crafting luxury custom homes, starting at $1 million, for over three decades in Central Florida. He became an author about 10 years ago, when a friend in the publishing world (and owner of a home David's company built) asked David if he had ever considered writing a book. While David originally dismissed the idea, he was reminded that many people who write books aren't writers themselves, such as presidents, CEO's and athletes. His friend encouraged David to share his wealth of knowledge with the home building and home buying public, and even created a book outline from the list of his original questions he had when David built his home. David was then convinced that the book would save both his time in answering questions from customers and prospects, as well as his clients' time, giving them added value. What David didn't know was just how much business would be generated from the process, and how far apart his book would set him from his competition.

He points to two things his book does well: building trust and alleviating fears. He takes time within the pages to introduce himself and his background (including how long he has been married and how many children he has) as a way to present himself as an average person trying to do an exceptional job. As no other builder in his market has written a book, Building Your Dream Home showcases David as an expert in his field, spotlights his competence and strengthens his brand.

How Long Does It Take to Write a Book?

David explains that from start to finish, the process took approximately 14 months (working 10 hours per week) and that the only downside to writing the book was the family time he had to give up temporarily. 

His process included carrying a three-ring binder wherever he went, with chapter titles listed on each page. This way, he could write down ideas as bullet points on the spot, whether he was on a job or working in his office. Those bullet points would then be dictated into a tape recorder, and the physical writing of the book would come from that content. He recommends this method because he found that the more he wrote, the more ideas he came up with and the more value and knowledge he could include within the book.

Working with a publisher would've added about six months to the entire process, David states. He equates about 35% of his time, from beginning to end, was spent writing the first draft, and that the key to self-publishing is to make the final product look as if it was produced by a publisher. Otherwise, a poor product can hurt your reputation and sales. 

Book Distribution

David says he was never interested in selling books, but instead, securing more homes to build for those he wouldn't normally get in front of. He feels that the book provided him a reason to reach out to potential, current and former clients, and that it also gave people a reason to start or revisit their relationship with David. After printing the first edition of the book, David's company couriered a copy to their top prospects. Within a matter of weeks, he had already gotten calls back from a few of these prospects to start the home building process.

He had also mailed copies to each home owner he had built for, asking them to forward the book on to anyone they know who could benefit from it. This spawned multiple unsolicited personal endorsements for David and his company. Though David does not make it a prerequisite for someone to read his book before working with him, he does mention to potential clients that the best homes and best processes of his career have come from projects requested by those who took the time to read the book.

He also sent copies of Building Your Dream Home to the top 35 competitors in his area. David mentions that he wasn't worried about potential theft of ideas or methods. Instead, he feels the book sets up for people how the home building process should go, and if customers hear something different from another builder, they know to be skeptical.

Targeted book drops have also helped David's company. Any homes marked for a major renovation or teardown near some of Orlando's nicest lakes were provided a book. This process alone turned into a $4.3 million build eventually.

On top of these methods of distribution, David credits his well-trained staff with always asking callers or those taking home tours whether they've read David's book. Over the phone, his staff arranges for a book to be dropped off the same day of their initial call, and in person, David is usually available on site to sign copies and meet new potential clients. 

How Much Does It Cost to Self-Publish a Book?

David says his investment was about $8,000 — including jacket design, editing and proofing — on the first copy. Every copy afterwards was at a cost of about $7, which David says is still less than a nice brochure. With every new edition, David changes out the cover art, updates home photos and modifies the content. This allows him to circle back with the owners he's built for, as well as others that can help leverage him in his market.

With all of his success, David has already published a second book, In House: Designing Your Dream Home Room By Room, and he is on his way to writing his third soon.

Contact David

Email: [email protected]

Facebook: facebook.com/konkolcustom

On today's episode of Brandstorm, we welcome Lisa Buyer, the founder of social PR agency The Buyer Group and the author of Social PR Secrets: How to Optimize, Socialize, and Publicize Your Brand. Lisa discusses how brands can best align their digital presence and how being an early adapter to the internet and social media has made her an industry thought leader in her space.

About Lisa Buyer

Lisa comes from a traditional PR background, having specialized in corporate communications and branding before the birth of Google. She explains that she had an "A-ha!" moment when several of her fast-moving technology clients, as well as those she had connected with at conferences, expressed their need to go from a six-month PR campaign down to mere weeks. She soon realized that it would benefit her career to begin using the internet and search engine optimization to distribute news items quicker than it would normally take to go through journalists individually. Since the public relations landscape had not changed in about a hundred years prior to the digital age, Lisa sees social PR as a huge opportunity for brands and PR professionals to leverage Google, the internet and search marketing to get their stories publicity.

Lisa mentions that early on, she found herself explaining the whole idea of social PR over and over to prospects, clients and even her own employees so that they could catch up. It was through this continual process of education that she came up with the idea for her book, now in its fourth edition. Lisa currently spends much of her time continuing to teach, speak and write for various search and social marketing platforms. She has also shared panels with the likes of Google, Microsoft and Digg.

How Has the Role of PR Changed?

The advent of social media has allowed small brands to compete with large corporations. This is due to the fact that smaller companies have less red-tape and a quicker approval process than bigger ones, plus smaller companies have more flexibility within social and can change their strategy quicker than large businesses.

Lisa explains that while most PR agencies realize they have to say they're including social in search (aka "digital PR"), most agencies are not actually using it to their full potential. While there is nothing wrong with traditional PR methods, there is room for improvement across the board. While many young PR agents are in their 20's, Lisa mentions that older generations of workers in the PR realm don't believe that today's digital methods are important, so perhaps in a decade, the playing field will be more level.

What Does "Optimization" Mean?

In a broad sense, optimization can refer to augmenting your playbook and staying on top of trends. This includes having multimedia as a consistent portion of your storytelling, press releases or blog posts. Exactly how you optimize can be different depending on format and audiences. In the example of including multimedia with your stories, doing things like saving files with branded keywords, including meta-descriptions and other methods bringing traffic back to your website are all other ways to optimize. Comparing these methods to standard ad buys, Lisa tells us that optimizing PR content, web content and blog content can keep your original investment paying dividends and building momentum, whereas when the money for ad buys dries up, that's the end of the road for that campaign.

Ensuring People Empathize with Your Story

With commercial uses and sales for virtual reality and augmented reality on the rise, Lisa says that brands are using these methods within their marketing in rapid numbers. For instance, a non-profit fundraiser can allow donors to feel or experience an environment or a condition, instead of simply showing them a short video about their mission. Although not every household has the necessary gear for VR or AR just yet, users are becoming more expectant of it, so Lisa thinks marketing professionals need to up their game and dip their toes into this arena before it's too late.

What Channels Are Best for Brands?

This answer depends on the brand and where their audience is, explains Lisa. Each social media channel has their own demographics and reasons their users are there. While Snapchat is popular amongst Generation Z, many brands and marketers are finding more results on Instagram (where many brands are debuting their content first these days) and Facebook (where, with a little bit of paid advertising, brands can micro-target exactly who they want to reach, including media). Lisa also mentions that most journalists have a Twitter account, so interacting with them there is key if you're looking for press.

Lisa's Advice for Brands

Lisa recommends that brands jump on any new features that the web or social media launch. Recent examples include IGTV (Instagram's latest update where you can upload up to one full hour of video per post) and Facebook Live (which offers streaming video directly to your Facebook page in real time). She states that when the least amount of brands and users are engaging, companies like Instagram or Facebook will reward those that participate early. Once everyone else is using a specific method, it becomes harder to gain attention there.

Contact Lisa:

LinkedIn: linkedin.com/in/lisabuyer

Twitter: twitter.com/lisabuyer

Instagram: instagram.com/lisabuyer

Website: thebuyergroup.com

So, you're on LinkedIn. Now what? On today's episode of Brandstorm, Consultant, Trainer, Speaker and Job Search Mentor Sue Gresham discusses how business owners, entrepreneurs and those seeking employment can use LinkedIn to build their personal brand, expand their reach, increase sales and find new opportunities.

About "The LinkedIn Lady," Sue Gresham

Sue began Innovative Client Solutions in 2009 to assist others with social media, strategy and design. Despite being a social media consultant, she admits that she dislikes the impersonal nature of most social media, where selling products reigns. About four to five years ago, she phased out her work with other social media platforms and began to focus solely on LinkedIn, working one-on-one with individuals to create strategies and assist in building proper profiles.

Sue got her branding idea from the marketing events she attended. Those networking or seeking her help referred to her as "The LinkedIn Lady." She says it took about a year for her to feel fully comfortable with that moniker, but now it's as much a part of her as her middle name. Her favorite thing about her career is getting to know her clients, as she greatly enjoys learning about their expertise, work history and the experiences they offer. She also helps businesses grow their brand on LinkedIn, runs group trainings and does corporate speaking engagements.

About LinkedIn

With over 467 million members worldwide, LinkedIn is one of the most popular social networks in terms of active users. Started in 2003 as a job board and way for people to put their résumé online, current users can connect with other businesses, employees, industry contacts, thought leaders and more. In 2016, LinkedIn was acquired by Microsoft for approximately $26 billion.

Investing Time in Your LinkedIn Presence

One of the biggest complaints Sue hears from people about LinkedIn is that there are not enough hours in the day to update their profile or to make meaningful, professional connections. In response, Sue says that the results you want from LinkedIn can be achieved by setting goals and giving yourself a set time limit to stick to — whether that's 10, 20 or 30 minutes per day — and by examining why you want or need to be on LinkedIn in the first place. Thinking about what you hope to accomplish and what those results mean to you will play into what strategy works for you best.

Tips on Updating Your LinkedIn Profile

Businesses and job recruiters are less likely to communicate with someone who does not have a photograph, so Sue says a professional headshot is critical to any LinkedIn profile that's to be taken seriously. The headline of your LinkedIn profile — which allows for 120 characters — should describe you and not your job description. Sue says that this is a great area to indicate the problems you solve or a tagline that best summarizes what you offer. Within the summary area, Sue also recommends including some aspects of yourself outside of work, like charities you may support or hobbies you have. The point is for your page to tell a story, as if you were speaking to someone, and not to mirror your résumé verbatim.

How LinkedIn Pages Show Up on Google Searches

Since the purchase of LinkedIn by Microsoft, the company has beefed up how its search algorithms work. Sue indicates that keywords are king, and that there are 10 categories that make a complete profile by LinkedIn's standards. Before the Microsoft acquisition, an agreement between LinkedIn and Google solidified that a person's LinkedIn profile would show up if their name was Googled. Sue mentions that it's extremely important to fill out everything that you can, as recruiters will not seek you out with an incomplete profile. She says being lax on filling out your LinkedIn profile can also affect the way employers view you and lessens your chances of being hired.

Seeking Employment?

One of LinkedIn's most popular features for job seekers is Open Candidates. When activated, you let recruiters or businesses know that you're openly looking for a new employment opportunity. Sue says that there are some safeguards against your current employer being able to see this, but it's not foolproof. She recommends that you do not update your LinkedIn profile all at once, if you're connected to your boss or fellow employees.

For the best results, Sue recommends keeping your profile as current as possible, making sure that your paper résumé and job experience on LinkedIn match, and using the key words that employers are looking for. There is also a recent movement on LinkedIn to use the #ONO hashtag — meaning "Open for New Opportunities." Sue says while this still indicates you're looking for a job, it doesn't advertise or make you look desperate either.

Good LinkedIn Content

Sue explains that good content for LinkedIn depends on why you're ultimately using the site. If your reason is to build your own brand or to become a thought leader, then posting content that highlights your knowledge and expertise is best. When sharing someone else's work, Sue says it is more impactful to add your own comment before sharing. Posts that are written thoughtfully and personally, have purpose and are directed to your audience will always be good content. She reminds us that attention spans are quick, so we should also be concise.

Growing your network means having conversations and meeting people, whether on or offline. Just like in sales, Sue mentions that it can take several hits before establishing a relationship. Taking little steps at a time, such as wishing a connection a happy birthday, can create the groundwork for a productive and positive business partnership.

Latest LinkedIn Updates

Sue says short videos are becoming increasingly popular on LinkedIn, whether they feature products or you. She notes however that people are not engaged with LinkedIn to be sold to, so go easy on the pitch.

Sue also says that LinkedIn is changing the way advertisements look on the site. Every day users may not notice these changes, but on the back end, she says that companies that advertise are seeing many benefits.

There have also been updates to the look of profiles, such as copy adjustments and larger photos, and Sue points out that the LinkedIn mobile app allows users to pin or save articles for future reading.

Contact Sue:

Web: www.sue-gresham.com

LinkedIn: www.linkedin.com/in/suegresham

On this week's episode of Brandstorm, we discuss taking business professionals to the next level. Nathan Bares describes the Executive Programs offered at the University of Wisconsin-Milwaukee (UWM) and its goal of making high potential managers within the business community better at what they do.

About Nathan Bares

Nathan is manager of Executive Programs at the UWM Sheldon B. Lubar School of Business. Prior to joining the University, he served as the workforce development manager at Easter Seals Southeast Wisconsin.

About UWM Sheldon B. Lubar School of Business

The Lubar School of Business has been continuously accredited by AACSB International for close to 45 years. Only 5% of business schools worldwide have earned AACSB Accreditation, which serves as the "gold standard" of business program accreditation.

UWM Executive Programs

The Lubar School of Business Executive Program is neither continuing education nor an executive MBA. It is a partnership with the business community to help business professionals become better at what they do in their current occupation, so that they can transition from a manager to a director to a vice president.

Currently, UWM has two executive programs. Started 17 years ago by the current UWM Chancellor, Mark Mone, the Strategic Leadership Series (SLS) is a leadership development partnership between Lubar Executive Education and some of the region's most respected companies. The eight-day program spans six months, focusing on developing the leadership skills of these rising managers and exposing them to a rich learning environment with leaders from other businesses and industries.

UWM also has a customized executive program that works directly with an organization to develop a curriculum that identifies the core competencies needed to help the company grow, retain more employees, become more productive, or put a succession plan in place. According to Nathan, within family-run companies that have been in business for decades and have extensive industrial experience, about 24 percent of Milwaukee's workforce population will retire in the next five to 10 years. Hiring to replace and retain that knowledge will be difficult without a succession plan in place. 

The Cost of Customized Executive Programs

UWM invests a lot time and money upfront to develop a customized program for an organization. A partnership is required for UWM to become intimately involved with the business and understand its expectations. The curriculum is not as much about teaching skills in sales, marketing, production, supply chain management, etc., but in improving soft skills like understanding leadership versus management, negotiating, networking and conducting successful presentations. While UWM creates a contract with a company, it does not charge for the program until its completion. Contracts are signed only after both parties agree on the curriculum, how many courses, the length of the program, etc. Prices are not determined on a per-head basis, and having more employees in the program actually brings the cost down. A curriculum with 30 to 35 people, for example, would cost less than participating in the SLS.

Measuring Outcomes

While measuring those soft skills referred to previously is more difficult, UWM has developed simulations that make it possible for individuals to practice what they are taught. Expectations are set as to how employees will get better, how they can implement what they learn and how behavior can be changed to make the program worthwhile.

The SLS is easier to measure. Executives work with cohorts, but set personal goals that they strive to meet.

Jobs Training for the Future

With unemployment so low and the economy booming, there is a skills gap in many communities, including Milwaukee. Corporations like Foxconn, Uline, Amazon and Generac are bringing in thousands of new jobs. UWM wants to be a partner in developing talent and is working with companies now to determine what skills are needed and at what level. Is more training needed at the university, technical school, high school and even junior high levels to meet the demands of businesses? For Foxconn, UWM is already working on an internship program that will send five individuals over to its headquarters in China for a year to learn and understand Foxconn's business and culture. 

Parting Advice

Borrowing the words from an executive who attended UWM's SLS program, Nathan says business professionals who take part in the UWM Executive Programs need to be selfish with their time. Only 50 percent of their education comes from the facilitator standing in front of the room. The other 50 percent comes from interactions the individual has with their co-workers.

Contact:

Email: [email protected]

LinkedIn: linkedin.com/in/nathan-bares/

The terms "marketing" and "advertising" have become somewhat synonymous over the years, often referred to as one and the same. On this week's Brandstorm, we clear up any ambiguity with Nisha Gupta, an outsourced executive with more than 20 years of experience in B2B marketing.

About Nisha Gupta

Nisha is the president of NGenuity, an organization that helps companies with growth, innovation and marketing development opportunities. She typically works as an outsourced executive who goes out into the market to ask questions and listen to various shareholders about new innovations or products. Nisha is also a professional life coach who helps executives and employees with self-discovery and attaining greater satisfaction in life. Prior to forming her company, Nisha worked as a VP of sales and marketing for a global B2B corporation.

Marketing vs. Advertising

Nisha says in the B2B space the 4 Ps of marketing -- Product, Price, Place and Promotion -- no longer apply. Currently, the preferred acronym is SAVE: Solution, Access, Value and Education. Today, marketing is about developing a product that provides a "solution" or benefit to the market. Access refers to getting the product to your customers through distribution channels. Value is about bringing a value proposition with the product that resonates with the market, and Education is the manner and/or tools used to communicate with the market. Advertising is one subset of marketing that may also include public relations, trade shows, video, branding, packaging, messaging, etc.

Bringing a Product to Market

The first step in bringing a new product to market is doing everything possible to understand the market. Listen, learn, then create. Meet with the visionaries, decision and issues makers to find out how you can help them make the market more efficient. Can the product solve a problem? That solution then heads to the development or innovations team. Me-too products can work, too, but there must be a point-of-difference in the market. The next step is determining the distribution channels for the product, followed by developing the right communications tools to reach your audiences. According to Nisha, a product is new for three years. In most cases, a relaunch is necessary because of marketing. There is time to figure out what is and what is not working, and relaunching the product several times before you get it right. Bringing communications partners, like an advertising agency, in to the mix should come before any launch when a product is in its final prototype stage.

Contact Nisha:

Email: [email protected]

Phone: (414) 719-1811

Website: ngenuityllc.com

LinkedIn: www.linkedin.com/in/nisha-gupta-8767b0/

On this edition of Brandstorm, Dan Trzinski and Nancy Christopher talk about how to set up the charitable arm of a corporation with Neil Willenson, VP of Community Relations and co-founder of Hometown Heroes and Camp Reunite for Kapco Metal Stamping.

About Neil WillensonWhile Neil studied Film and did some acting at the University of Wisconsin-Madison, it was his work as a camp counselor at Camp Minikani and in the Poconos, where he would find his calling. Tucking kids into bed that summer after graduating, he would read the biography of Ryan White, a teenage hemophiliac infected with AIDS through blood transfusions. White would become the poster child for AIDS education and advocacy. Neil wanted the young campers to know that you can't catch AIDS from touching, hugging or kissing others with the disease. When he returned home, however, he read an article about an AIDS scare in his community. He called the mother featured in the article and found out that Dawn Wolfe had been infected by her husband. One of her kids was HIV positive; the other HIV negative. Neil knew he needed to do something about the AIDS scare, so he created Camp Heartland, a safe haven for kids with AIDS and HIV. That one week of camp turned into a 20-year career as executive director .

When Neil met Jim Kacmarcik, the CEO of Kapco Metal Stamping, Jim was a generous contributor to Camp Heartland. Jim asked Neil to be the keynote speaker at the Kapco Charitable Challenge, an event that tested college students to pay it forward. Each group of students were given $1,000 to leverage and help people they did not know. Two of the groups picked the same family to help build an accessible home. Eleven years prior, the single mom had given birth to quadruplets. One child died at birth; two of the kids had cerebral palsy (CP). By age 11, the kids with CP had developed spiral muscular atrophy and just weeks later, the mother was diagnosed with stage 3 breast cancer. Neil called the casting director from ABC's "Extreme Home Makeover" to get the cast and crew to build a wheelchair-accessible home for the family. Having done a similar story already, the reality show turned down Neil's request, so he went Jim Kacmarcik for help. Kacmarcik not only agreed, but rallied 1,000 volunteers to help build the home, which was documented in a one-hour special on NBC's "Dateline."

Willenson and Kacmarcik became collaborators and friends. When Jim called Neil next, he wanted Neil to hook him up with a celebrity because he wanted to start a record label. During the meeting, Jim said he also want to buy a baseball team, do more philanthropy, and needed someone to help him. After 20 years of asking for money and seeing more than 100 children who came through Camp Heartland die, Neil was ready for a change. Four months later, Neil started at Kapco as the vice president of community relations.

About Kapco Metal StampingFounded in 1972, Kapco is based in Grafton, Wis., and manufactures metal components for customers needing stamping, fabrication and welding. The company also owns the Lakeshore Chinooks, part of a collegiate summer baseball league, K-Nation Entertainment, Given Music Publishing in Nashville, and SpeedKore, an automotive company that outfits muscle cars with carbon fiber (as seen in the "Fast and Furious" series and "Jay Leno's Garage"). Most recently, the company has launched its Inspire America Speakers Bureau.

Kapco's Philanthropic InitiativesThe focus of Kapco's philanthropic efforts is kids and families in need. Philanthropy is not a business strategy at Kapco, so the company does not require corporate logos to be included in any organization's collateral. However, Kapco also has hybrid initiatives with its marketing department that do require corporate identity. Some examples include its annual Toy Drive and the Milwaukee Bucks Home Court Heroes program, which honors an individual or individuals who, through their unique commitment and humanitarian spirit, have made exceptional and lasting contributions to our community.

Kapco has vetted more than 200 charities, meeting with board members and going through each organizations' financials. While the company does write checks to charities, Neil and Jim prefer to partner with organizations, like Operation Dream, a group of African American males who mentor kids who don't have fathers. Jim and Neil alternate making decisions about charitable giving, but employees can also have a say, and Neil has never turned down an employee who is dedicated to a cause. Also, every year, Kapco holds an employee raffle and the winner can choose from 30 to 40 vetted charities to give a donation.

Jim and Neil are also co-founders of two charitable organizations: Camp Hometown Heroes for kids who have lost a parent serving our country; and Camp Reunite, which reunites imprisoned mothers at Taycheedah with their children for five hours at a time to learn about coping skills and violence prevention.

Neil says a side benefit of Kapco's philanthropy is that, in some cases, attracts employees, who view Kapco as having a great culture. This is especially true for senior-level executives. Some of Kapco's customers are also deeply involved in Kapco's charitable giving programs.

Advice for Other CompaniesWith so many great charities at the local and national levels, Neil says companies need to hone in on what they want to support. Corporate leadership should set priorities and include volunteerism wherever possible. Companies should also consider anything that can mean a win for the business and involve employees.

Neil cites two organizations that have excellent charitable giving programs. "Kohl's for Kids" not only allows groups of five or more of its employees to provide community service, but also pays the charitable organization $100 for each Kohl's employee who serves. Direct Supply gives its employees 8 hours each year with pay to help a charity in need.

Contact Neil:Website: www.kapcoinc.com Email: [email protected] LinkedIn: www.linkedin.com/company/kapco-metal-stamping/

On today's episode of Brandstorm, we welcome Elmer Moore, executive director of Scale Up Milwaukee. Elmer discusses his organization's powerful platform for business growth and how they plan to meet their goal of adding $1 billion in revenue to the community by the year 2020.

Elmer MooreElmer grew up in Baltimore, and also lived in Maine for nearly a decade. In 2013, when he moved to our area as Director of Business Development for men's apparel line Allen Edmonds, Elmer says he found both Milwaukee and Wisconsin respectively like Baltimore and Maine. Elmer has a diverse résumé: He has been the Associate Dean of Admissions for a small liberal arts college, in charge of retail stores, worked in video post-production and audio recording, and is also currently an Entrepreneurship Instructor at Marquette University.

A 2018 winner of a Milwaukee Business Journal "Diversity in Business" Award, Elmer says that he has used all of his experiences from these varied positions in his role at Scale Up Milwaukee. He says he spends his days with people who own businesses or have the resources to help businesses grow, and he assists in making connections and being a cheerleader for growth throughout our area.

Scale Up MilwaukeeAn initiative of the Greater Milwaukee Committee and supported by the Wisconsin Economic Development Corporation (WEDC), Scale Up Milwaukee began in 2013. It convenes a small group of stakeholders (ranging from investors and private sector leaders to public officials and entrepreneurs) to develop actionable strategies for high-growth, high-impact entrepreneurship within the region. Through catalyzing inclusive economic development, Scale Up wants to see Milwaukee return to its rightful place at the forefront of the nation's economy, due to the city's rich history of growth and manufacturing.

Through a wide range of events and workshops where businesses encourage growth in each other and share ideas that have worked for them, Elmer sees Scale Up Milwaukee's goal of injecting $1 billion of revenue into the area by 2020 as completely within reach, due to the numbers they're currently seeing. To date, approximately $270 million has been brought into the local economy by the 60 companies that participated in the Growth Accelerator, Scale Up's flagship program. Elmer mentions that these numbers do not include revenue from their other various programs, and that there is a lagging indicator for incomes, as well as real estate and community development, that will change the region in material ways for years to come.

Fostering EntrepreneurshipScale Up Milwaukee's model for fostering entrepreneurship is based on that of Daniel Isenberg, a former venture capitalist, and current angel investor and Professor of Entrepreneurship Practice at Babson College Executive Education. As Elmer explains, Daniel's model is about the interaction between different categories of business (hiring entities, financial institutions and more) and how a process-driven approach to interacting with these companies as people in order to encourage aspiration and growth ultimately leads to shared success. Daniel has found that growth is achievable once it becomes a cultural concern for all parties.

As Elmer explains, the challenge is two-fold: Scale Up Milwaukee wants to get lawyers, bankers, accountants and consultants to think of themselves as being chiefly responsible for the growth of their clients, and in turn, they want clients to feel that it's necessary to find these same people, who are willing to be agents for their growth. Instead of introducing a business owner to a bank, Elmer says Scale Up would introduce that business owner to a specific banker that they know would be a great fit.

Scale Up Milwaukee Programs and MembershipScale Up Milwaukee offers the following programs to its members:

• Meet the Masters Series — Highlighting the strategies and tactics used by seasoned entrepreneurs to scale their companies. These events are conducted as a one-hour interview with a small audience and have included Craig Culver of Culver's Restaurants, Giacomo Fallucca from Palermo Villa Inc., and Sue Marks of Cielo Talent.
• Growth Accelerator — Teaching business owners the practical skills to inject growth into their ventures, focusing on sales and marketing, organizational development and entrepreneurial finance.
• Sparc — Launched in 2017, Sparc provides access to resources that the smallest of businesses and minority or female-owned businesses normally do not have. These businesses usually range from $100,000 to $1 million in annual revenue.
• CEO Forum — Engages large company CEOs to discuss their growth concerns with others. Growth Accelerator companies are sometimes invited to witness these forums, so that they can know that their growth concerns are often the same as those who own some of the largest companies in Wisconsin.
• Membership Meetings — Quarterly events connecting entrepreneurs, business owners and C-Suite executives to help formulate working plans to solve growth challenges.

Scale Up Milwaukee's membership fees not only keep their business model afloat but also create a select community of growth-ambitious people who are either entrepreneurs or providing generous resources. Businesses with an annual revenue of under $10 million pay a yearly membership fee of $1,000 while those with an annual revenue of over $10 million pay $3,000. Membership provides access to all of Scale Up Milwaukee's programming (including round table discussions and consulting services), and twice a month, Scale Up provides open office hours for companies to book time and get help in managing their growth challenges. Elmer and his team call this type of networking between people and companies "resource connecting."

Success Stories and Ideal Types of BusinessesWhen asked if there is a particular type of business that is ideal for enrolling in Scale Up Milwaukee, Elmer says that "ambition" is truly the key. The organization is both industry- and segment-agnostic, and although their various programs are based around some general criteria, someone who is excited to let their ambition be contagious within the group is always a great addition.

Discussing Scale Up Milwaukee case studies, Elmer points to both Central Standard Craft Distillery and Fyxation Bikes. During the several tours of Central Standard's liquor distillery that Elmer took, he had engaged in conversation with Co-owner Pat McQuillan about Scale Up's programs and mission. A former banker who knows business, Pat was challenged by other businesses during the process, as each owner would often share new contracts, orders or distribution details they had received from Fortune 100 and 500 companies. Elmer says that the goals of Pat and his team have shifted because of that encouragement and now Central Standard has both a tasting room and an expansive plant. Their liquor is also now available at Miller Park.

With Riverwest's Fyxation Bikes, Elmer describes how their corporate program — where large companies receive Fyxation bicycles for giveaways, perks or contest prizes — jumped from providing 3-5 bikes at a time to growing by 200%. Elmer says that this leap can be attributed to the camaraderie Fyxation felt having other businesses cheering them on at Scale Up Milwaukee.

Scale Up Milwaukee's Role in FoxconnThe campaign for the state of Wisconsin to secure a new production plant for Foxconn, a multinational electronics contract manufacturing company, has been the largest economic development initiative in American history. Elmer recognizes that the accepted deal — brokered by the WEDC, one of Scale Up Milwaukee's biggest supporters — is huge and will have repercussions for years. Elmer says that Scale Up Milwaukee's role within this deal will be to help companies sell to the area better.

He indicates that the value chain and economic impact go far beyond Foxconn's supply chain, so that when a few thousand jobs are created anywhere, questions have to be asked such as, "Where will those employees eat lunch?," and in turn, "Who will supply the bread for those restaurants?" or "Who will provide the bags for that bread?" Elmer says not all companies are prepared or even know that they should be going after this eventual business, but these same companies need to get ready immediately in order to do so. Other large development projects, like the new Wisconsin sports arena and the Milwaukee streetcar, are great opportunities that can be captured and leveraged to have enormous community impact.

Roadblocks to GrowthWhen asked about roadblocks that companies have with potential growth, Elmer provided two answers: one from his role within Scale Up Milwaukee and another from his personal view. On the Scale Up Milwaukee side, he sees a lack of ambition being a roadblock. He admits he is "an obnoxious east-coaster," and that the idea of being Midwestern nice can stunt the growth of not only a company but also a community. He says that when companies say that they'll be the best manufacturer or provider or facilitator, that terminology changes the way they operate.

Outside of his Scale Up Milwaukee role, Elmer says that human capital is often a barrier to growth. Though he meets a lot of company owners who state that they need money, the true challenge is accessing talent. Elmer says that organizations need to learn how to find, assess and utilize those in the workforce who can best benefit them.

Upcoming Events

Growth Accelerator Launch Party

@ Central Standard Craft Distillery

2330 W. Clybourn Street

Thursday, June 7th; 5pm - 7pm

Attendees will be able to meet the newest Growth Accelerator cohort, catch up with Scale Up alum and mingle with other business leaders.

Celebration of Growth

@ University Club of Milwaukee

924 E. Wells Street

Wednesday, July 25th; 7:30am - 9am

Awards will be presented, coupled with multiple growth stories honoring and illustrating the impactful growth that each individual organization has on the region and beyond.

Contact Elmer: Web: www.scaleupmilwaukee.org Email: [email protected]

On today's episode of Brandstorm, we welcome JP Burkwald, co-founder and vice president of business development at Element6 Talent. JP discusses how their team finds great employment candidates in a currently shallow talent pool, and what companies can do to create an attractive culture for its future hires.

Element6 TalentJP states that Element6's proactive approach to recruitment services is quite different than other headhunting agencies. Element6 has the capabilities to round out all the areas that a Human Resources leader needs to build an effective recruitment strategy, onboarding process or succession plan. Instead of charging companies based on a percentage of the new employee's first-year salary, Element6 works on a monthly retainer.

With the U.S. unemployment rate currently under 3.9% during a robust economy, businesses are struggling to find good people. Element6 educates their clients on how to get everyone on their team involved in the recruitment process. Much like how the Element6 team interacts with clients and potential job seekers, JP encourages employees and employers to reach out to others in the industry that they see as successful, and promote their culture and growth as a way to attract potential hires.

Element6's ProcessJP says his team begins any partnership with a road map or "architectural drawing," of their client's year. While things may change or move around, having a blueprint of that organization's needs assists in recruiting talent for multiple positions. Element6's retainer fees are also based on these numbers and the year-long outlook, then annualized and fixed so there are no surprises for the client. It can also result in recruitment costs that are considerably less than Element6's competitors.

Recruitment StrategyThough specifics vary based on the organization, Element6's recruitment strategy is industry-agnostic and involves everyone from customer service all the way up to an organization's CEO. Element6 employees are all subject matter experts in a variety of industries.

JP says that specific strategies are determined by the level of technical expertise and requirements of certain roles, and while they always create a job posting for a position, this isn't how they typically get most of their candidates. Element6 also works with outsourced partners in India who, based on search criteria, aggregate data on potential candidate options. Another method they implement is LinkedIn, which JP says Element6 lives on. He feels it's a great tool and environment to get a look at someone's professional experience and abilities. Other social media channels like Twitter, Facebook and Instagram aren't necessarily swimming with employment opportunities.

Instead of pitching job requirements to a potential hire, Element6 asks questions about a person's career goals and what they're looking to do beyond today. JP defines an active candidate as someone who is seeking employment elsewhere for a good reason, such as a salary bump or to climb the ladder, and a passive candidate as someone with a wealth of experience who has possibly has indicated on LinkedIn that they aren't looking for a job change. But these are the people Element6 wants most, as they likely excel in their current positions. JP and his team are interested in why they're doing so well, and how they can recruit that candidate.

How to Improve Company CultureCreating a culture may be easy when hiring new employees, but what about improving or overhauling your company culture for those who have been serving you for many years? JP believes it boils down to what the company is striving for and examining your current state versus your future goals.

Significant and truly impactful cultural change comes from the top, and those leaders need to define and distill down what makes their business so special. Asking employees why they have stayed for 15 to 20 years is key. When asking questions such as "What defines you?" or "What are your core values?", Element6 always compares whether a CEO's answers differ from that of an employee. It's extremely important to know whether a company is living their cultural message or not.

Best Times to Recruit?When asked if there are preferred seasons for better recruitment, JP points to the holidays and summer breaks as being two good opportunities. During family gatherings around Thanksgiving or Christmas, JP says conversations between family members about job satisfaction or looking for a different job often sparks a change. And when school lets out, Element6 notices an uptick in availability, and usually gains traction in placements.

Record Numbers of RetireesJP explains that over 10,000 Baby Boomers are retiring every day in America, and a vast amount of knowledge and experience is walking right out the door of today's corporations. But retirement does not prohibit Element6 from reaching out. Retirees may still be seeking ways to stay busy, and Element6 engages with these successful individuals for potential short-term assignments or work that requires 1-2 days per week in the office. JP says it's incredible to see someone with great world knowledge filling a gap or providing a different perspective within an organization.

Advice for Getting the Best TalentJP's recommendation for companies who want to be more attractive to the best potential talent is for organizations to empower their employees to speak openly about their culture. He says it's important to have their culture defined and for everyone to be on the same page, using the same lingo, on social media, at a networking event or during a friend's BBQ.

He also says that although what you do may be clear, the "why" may be lost. It's important to speak to that as well. For example, a manufacturing company that works on components for medical equipment should be focused on the fact that they're changing and saving lives every day, not just making widgets. He encourages companies to get outside of the four walls of what they do, take ownership, and be the best recruiters they can be, because they are. Even creating a strategy for senior management to use LinkedIn to reach out to talented people for a cup of coffee is a great step. It's a simple act, but also time consuming, and that's why a company like Element6 exists.

Contact JP: Web: www.element6talent.com LinkedIn: https://www.linkedin.com/in/joseph-jp-burkwald-13366617/

On today's episode of Brandstorm, we welcome Jason McDevitt and Kirk Havens from GreenOps Ammo. Jason and Kirk discuss the journey of bringing their biodegradable shotgun wads to market, and how both hunters and environmentalists are in favor of their mission.

GreenOps AmmoJason McDevitt is the CEO of GreenOps Ammo, a Virginia-based start-up intent on moderating or eliminating the environmental footprint left behind by plastic shotgun refuse through their patented, biodegradable wads. Kirk Havens is a co-founder of GreenOps Ammo, and is also director of the Coastal Watershed Program at the Virginia Institute of Marine Science. Kirk explains that he and Jason have been working to decrease marine pollution, particularly involving plastics, for about 10 years.

What Is a Shotgun Wad?Historically, the job of a shotgun wad has been to separate the shot from the powder of a shotgun shell. Once fired, wads exit the gun along with the shot, and travel downfield approximately 20-50 yards. Though these wads were once biodegradable and made from cardboard, cork and felt, the 1960s saw the advent of plastic shells and wads. These plastic versions had enhanced functionality, such as barrel protection and converting the energy created with the barrel into shot velocity. By the 1980s, plastic shells and wads were universal. As Jason explains, nothing to date matches their performance, but GreenOps Ammo is working to change that.

Pollution Issues from Plastic WadsWith most hunters shooting over water or into dense brush, plastic wads are impossible or impractical to find and retrieve. In addition to polluting our planet, these wads create a separate set of issues in water, where plastic floats and tends to pick up other organic pollutants. Marine animals can be subject to injury or death by ingesting even small fragments of plastic.

Kirk says GreenOps was approached by hunters and sportsmen with growing concerns over the effect plastic wads have on wildlife. There have also been concerns from property owners who hunters lease land from, cranberry bog farmers who fear crop contamination and cattle farmers, whose herd could potentially ingest plastic wads.

How GreenOps Ammo is DifferentJason and Kirk see "bioplastics" (or biodegradable plastics) as a solution for this problem. GreenOps shotgun wads break apart after leaving the barrel, providing a cleaner release of the shot. Because the biodegradable wad breaks into smaller fragments, it becomes harder to find, creating less visual pollution and less chance for wildlife to devour it. GreenOps wads, unlike their plastic counterparts, will not exist on land or in water for decades or centuries, and will sink in a pond or lake versus floating or washing up to the surface. Instead, they break down to small organic compounds that are then assimilated into nature's carbon cycle.

Barriers, Competition and FundingJason explains that while nearly everyone in the hunting ammunition industry has tried and failed to create a biodegradable wad that performs as well as its conventional plastic models, it isn't for lack of trying. The need is great as single-use plastics are likely to see regulation or an outright ban from legislators in the coming years.

GreenOps Ammo has yet to approach national retailers, but as instead talked to smaller independent distributors and is planning to attend hunting trade shows, talk to hunting clubs and outfitters, and look for potential brand ambassadors. Though Jason and Kirk are currently seeking investors, non-dilutive grant funding (funds received without giving away any ownership of the company) has made it possible for GreenOps to develop its biodegradable shotgun wads. They are currently concluding a round of funding and are focused on raising additional capital.

As federal ammunition regulations are daunting for a company of any size, Jason and Kirk are hoping their start-up can make a deal with a strategic partner overseas. They are confident in the great response they've received from beta testers of their wads. GreenOps Ammo is distributing a limited supply of biodegradable shotgun wads this year and are shooting for wider distribution in 2019.

Contact GreenOps Ammo: Web: www.greenopsammo.com Instagram: @GreenOpsAmmo