Camp Blodgett partnered with Newco Design Build this summer to build a new rock wall. The climbing wall is a 40 foot shipping container was retrofitted to function as the first-of-its-kind outdoor rock wall in Michigan. The camp offers an affordable camp experience for West MI youth in West Olive.
Leading2Lean stands 100 percent behind manufacturing, urging students in Michigan and Wash to apply for the new Manufacturing Scholarship Fund. With 400,000 industry job openings, manufacturing positions offer exciting, modern and viable careers, many requiring tech skills. leading2lean.com/scholarships.
Think of Michigan’s overall commercial real estate market as a glamor portrait of an A-list Hollywood actress.
Yes, her hair is shimmering as it cascades over her shoulders and across the straps of her lovely white silk dress, which illuminates perfectly in the calibrated light. Her smile is near perfect, of course.
Likewise, retail, office and industrial sectors are humming at a robust clip in Detroit, Grand Rapids, Ann Arbor and, to some extent, Lansing, where medical marijuana dispensaries are puffing up a struggling industrial sector.
Big box vacancies bring new, different tenants
However, it’s upon a closer inspection of the incisors in that thespian photo that troubling signs are noticed: The gap that is being created by the closing of legacy retailers Kmart and Toys R Us.
It is there that the portrait abruptly shifts from the alluring actress to something closer in appearance to Mad Magazine’s Alfred E. Neuman and his “What, Me Worry?” phrase.
“This writing has been on the wall for a long time,” said Jeffrey Schostak, president of Livonia-based Schostak Bros. & Co. “Certainly, with Kmart, some people have been waiting out Kmart to eventually not exercise options and close stores. And a lot of it is good real estate and there are good redevelopment plays.”
From the dust of Blue Light Specials and discarded toy bins, a host of nontraditional uses have emerged.
Planet Fitness has jumped at the chance, last year alone occupying 4 million square feet of vacant big box retail space in Michigan, including spots left by downsizing grocery chains.
In metro Detroit, the national fitness chain has 39 clubs, with plans to open five or six more outlets this year.
“Many of these big box and grocery stores were built in locations with high traffic counts, with great visibility and access,” said Bryan Rief, a Planet Fitness franchise owner with PF Michigan Group, LLC. “We have been fortunate to capitalize on many national big box retailers and grocers downsizing or closing.”
It turns out that a former department store or grocery store is tailor-made for a fitness center, with its overall size, high ceilings and large parking areas. The average Planet Fitness takes up 30,000 square feet and features an open-floor concept.
“We design the clubs to have a spacious, airy feel so that members don’t feel cramped when they are working out, especially at busy times,” Rief said. “It also enhances the ‘wow’ factor in allowing clear sight lines to a huge selection of cardio and strength equipment when you enter a Planet Fitness.”
The company’s business model also shifted the dynamics of how a fitness club blended with other retailers, Rief said.
“Historically, health clubs were not considered great anchors,” Rief said. “They targeted power lifters and bodybuilders, which is a small segment of the population. Planet Fitness, on the other hand, caters to first-time and occasional gym goers. Our high volume, low cost model generates tons of traffic to the shopping centers in which we have opened. I think today, more than ever, landlords recognize Planet Fitness as a great anchor tenant that will enhance their shopping center’s overall merchandise mix.”
Other health-related businesses, like Henry Ford OptimEyes Super Vision Centers and MedPost urgent care clinics, are filling voids left by departed retailers.
In west Michigan, the loss of MC Sports on 28th Street in Kentwood was short-lived with the heralded arrival of Ashley Furniture, part of a national chain.
“The commercial real estate market in west Michigan is as active as it has ever been,” said Brad Bruinsma, general manager of NAI Wisinski of West Michigan. “Positive trends in the local economy continue to create opportunities for businesses to expand, new businesses to open and out-of-market businesses to open a west Michigan location.”
Schostak Brothers bought a former Home Depot store on Inkster Road, south of I-96, in Redford Township, which had sat vacant for five years. Renovated into an industrial building, today Roush Industries uses it as a warehouse and testing facility.
Another remedy for disbanded box stores involves simply knocking them down and erecting a smaller entity in their place. Typical alternate uses might be a fast-casual restaurant or a pharmacy such as a CVS or Walgreens, said John Latessa Jr., president of the Midwest Division of CBRE, one of the world’s largest commercial real estate services and investment firms.
“Typically, our view of retail right now is just going through a transition,” Latessa said. “Consumer purchasing has never been higher; I think it is up 3 or 4 percent from last year.”
Latessa notes that there are still people out there buying and the overall pace of their spending hasn’t let up.
“Yes, they are buying online, but as a percentage, it is smaller than you would think. Bricks and mortar is not going away.”
E-commerce needs its own space
Neither is e-commerce and, despite being turned away in the Amazon headquarters sweepstakes, Michigan is playing a pivotal role on the distribution front.
Amazon has a 1 million square-foot distribution center in Livonia and a smaller facility in Brownstown Township. The e-commerce giant has distribution centers under construction in Romulus and Shelby Township, said Jeffrey Schostak.
Walmart-owned Moosejaw also has a distribution center in Madison Heights.
“So Metro Detroit is a big market of 4.5 to 5 million people when including Ann Arbor,” notes Schostak. “It is clearly a town that has a lot of consumer products coming in and out of here. Amazon recognizes that and that’s why they’ve taken up a big presence here.”
Another telltale sign of e-commerce’s emergence is the industrial sector’s robust 3 percent vacancy rate, said Latessa of CBRE.
“Amazon has footprints all over southeast Michigan and they continue to acquire sites or have sites built for them,” Latessa said. “But there are a lot of other e-commerce users and that’s why you see our vacancy rate at 3 percent. We’ve definitely gotten our fair share.
“That is sort of a Midwest phenomenon. Michigan, Ohio, Indiana … those three major states are gateways to the Americas, so all of those have benefited from e-commerce.”
B and C retail, defined as those that do not deal in luxury goods or in high-visibility areas, will continue to scramble for their share of the market, analysts say. Property owners will have to offer more concessions like free rent or tenant improvement allowances to attract good tenants, said Jeff Hainer, a research analyst with Colliers.
“Landlords can’t be as selective in signing a desired ‘tenant mix’ as well-located or updated centers can,” Hainer said. “However, as inventory continues to drop, and retailers want to be in west Michigan, there still will be activity in these centers, just not to the extent of a well-positioned retail center.”
Office leasing gets boost from medical
Office leasing has its own prescription to cope in a turbulent market, which is largely being written by the medical field.
In west Michigan, Spectrum Health opened a new 24,400-square foot, two-story facility in Ada to provide primary care, pediatrics, women’s health services, radiology, lab and outpatient rehabilitation.
Last year, Beaumont Health System bought the 686,000-square-foot First Center Office Plaza to relocate 38,000 employees and 5,000 physicians who were working in 16 buildings across Metro Detroit.
“I think that is a good example of a health care user taking a large quantity of office space,” CBRE’s Latessa said. “Again, it’s just to support the administrative function.”
In April, Healthcare Real Estate Services bought the 21,338-square foot Professional Pavilion, 23133 Orchard Lake Road, Farmington. The new owner planned a 14,600-square foot addition along with interior and exterior renovations.
Beaumont Pediatrics is housed there while South Oakland Gastroenterology Associates will move in once renovations are completed.
“I wouldn’t say (medical) drives the office leasing market any more, (but) it’s certainly an active sector,” Schostak said. “Landlords like medical investors because there’s a lot of investment in the space, so they’re less likely to leave when their lease is up and they will also sign longer term leases because they are investing in the space.”
On the other hand, some medical tenants don’t see a traditional office building as being the best fit.
“A lot of traditional office buildings can’t just take medical tenants because it’s very expensive to retrofit for them, so they all tend to go into medical office buildings together,” notes Schostak.
Space needed for new developments in automotive
Ford Motor’s announcement that it is moving 200 employees working on its autonomous vehicle program to Corktown has signaled a ripple effect in the Detroit Central Business District office market, where higher vacancy rates have traditionally bucked national trends.
Since 2010, vacancies have shrunk, as Downtown Detroit submarket lease rates have increased to $3.42 above the Metro Detroit average, according to CBRE figures. Those who want to be near the action are taking up in the suburbs.
“The industries that support autonomous vehicles or technology, or that have application for that, are also big users of that space right now,” said Latessa of CBRE. “They are coming in and working on programming or some component part or facet of the new technology around automotive.
“That is probably where the most inorganic influx tenancy of that environment is occurring and you’re seeing it in western suburbs, like Livonia, Plymouth, Ann Arbor, and in Automation Alley areas in Auburn Hills. They are gobbling up a lot of space.”
Looking west
In west Michigan, the office sector is buoyed by a $20-million plan by Consumers Energy to develop its corporate headquarters in downtown Grand Rapids and ongoing construction in southwest or southeast corners.
U.S. News & World Report placed Grand Rapids as the 12th best place to live, which fits with a “flight to quality” trend in office leasing, said Hainer of Colliers. “Talent attraction and retention is a huge concentration for office users, and office users are willing to pay a little more for space that fits their culture and helps get and keep the talent they desire,” said Hainer, who works in the firm’s Grand Rapids office.
“Office users are increasingly looking to buy instead of lease, so they can control their real estate situation. Again, construction costs are high, so even though companies would like to build their own development and redevelopment, and many of these are mixed-use buildings and include amenities, downtown is very much a ‘work-live-play’ market.”
Positive outlook
Still, analysts are bullish about the commercial real estate market, viewing negatives such as high construction costs in a positive light in some instances.
“The commercial real estate market in Michigan is strong,” Schostak said. “It appears that it will be strong for at least the balance of this year and potentially next. Obviously, there are always factors that we can’t always account for that could change things and, obviously, we are at this point. You would think we’re at a kind of robust economy, post-recovery, post-Great Recession.”
As far as the fundamentals are concerned, Schostak says the boom is likely to continue.
“There hasn’t been a lot of overbuilding done during this recovery. There hasn’t been a ton of spec development, like there has been in prior recoveries, that over time has caused some issues.”
The North American International Auto Show, one of the auto industry’s most popular events, is moving its dates from the traditional January timeframe to June—but not until 2020.
The announcement means that show goers will still see the NAIAS take place next January 14-27 at Cobo Center. After that, there will be an 18-month gap, with the next event—still at Cobo, where it will remain until at least 2025—taking place starting the week of June 8, 2020.
There are numerous reasons for the date change, not least of which is the opportunity for outdoor events like test drives that an increasing number of shows throughout the U.S. have already adopted.
Show officials from the Detroit Auto Dealers Association, which owns the event, say automakers will save money by reducing the days it will take to install and remove exhibits.
Part of that is the result of not having to work around holidays, a winter reality that currently adds up to an average eight weeks of move-in as customized displays are put in place. Under the new schedule a greatly reduced move-in time of three weeks is expected.
Rod Alberts, who is executive director of both the NAIAS and the dealer group, says Detroit will remain front and center when it comes to showcasing what’s new in the industry.
“Our show is undergoing its most significant transformation in the last three decades,” said Alberts. “Detroit will continue to be a global stage for some of the world’s most significant and iconic vehicle reveals and host an unparalleled international audience of media and key industry influencers.”
Michigan Governor Rick Snyder said the new dates will underscore the strategic importance of the show.
“The North American International Auto Show is an amazing exhibition that showcases the most innovative and creative automotive companies around the world,” he said. “Moving the show to the summer opens up new opportunities for companies as well as creating new experiences for attendees.”
Industry observers say automakers are seeking out increasingly creative ways to debut vehicles and engage with consumers, something for which NAIAS officials have taken note.
“As we look to break out of the traditional auto show model, there is not a need to follow the normal show season,” said Doug North, DADA president and co-owner of North Brothers Ford in Westland, Michigan. “The new direction and focus of the show will disrupt the normal cadence of traditional shows and create a new event unparalleled in the industry.”
Tourism officials, notably Larry Alexander, president and CEO of the Detroit Metro Convention & Visitors Bureau, say holding the show in the summer opens up opportunities of its own.
“Detroit now has the opportunity to showcase our riverfront and our revitalized downtown during our beautiful summer months and creatively use the exterior of Cobo to launch new products that will transform Detroit into an exciting auto-centric environment,” said Alexander.
Officials are envisioning various areas throughout the downtown where visitors can “activate” (the term that’s used by auto shows elsewhere) a Ride and Drive opportunity.
Activation spots might even extend beyond the downtown area to historic automotive locations or state parks such as Belle Isle.
“The potential to create a month-long automotive festival in Detroit starting with the Detroit Grand Prix, going through our show and concluding with the nationally-celebrated fireworks on the river, will provide an unmatched festival-like experience for all attendees,” added Alberts.
Mark Truby, vice president of communications at Ford Motor Company, said the move should help the show retain its status as a “can’t miss” event. “Reinventing NAIAS as a summertime festival of design, speed and innovation is incredibly exciting.”
General Motors executive Tony Cervone, senior vice president of global communications, echoed the sentiment. “We’re excited to be a part of a festival-like series of events that showcase all the great things that are happening in both the auto industry and Detroit,” said Cervone.
Rod Alberts said the move to June will create new opportunities that weren’t realistic in January.
“We strongly believe we can continue to deliver a significant economic impact for our great city, and offer an event unlike anything anyone has ever experienced.”
Believe it or not, the common plastic drinking straw has been drawing a lot of media and public criticism lately. And Sandra Harris isn’t surprised – the CEO of ECOlunchbox has long understood the issues around the use of plastic and its impact on the environment.
Since founding ECOlunchbox as a triple-bottom-line social enterprise in 2009, Harris has evangelized against the use of plastic in places such as school cafeterias, business lunch rooms and huge enterprises such as Ikea or SeaWorld.
Part of the solution is to offer alternatives, Harris believes. That is why she provides a way for individuals and companies to break their plastic dependency and find healthier alternatives. To date, ECOlunchbox has sold more than 400,000 ECOlunchboxes and related products.
“I love our planet. I hike, kayak and love to be outdoors,” Harris said. “It concerned me that we were seeing an accumulation of this nonbiodegradable material piling up in our landfills and often washing out into our oceans. I thought: Wouldn’t it be great if I could serve my kids’ lunches – they were in early elementary at that time – in a plastic-free alternative and our family could reduce our dependence on plastic for these reasons?”
Harris says that by using her products each year, the ECOlunchbox community has averted the use and disposal of tens of millions of pieces of trash (mostly plastic). That will help keep the planet healthier and provide a way to avoid things like the Great Pacific Garbage Patch and other polluting places that are filled with plastic that hasn’t been recycled.
Harris, a mom and former investigative journalist, offers the following tips on how companies can help their employees, vendors and customers reduce plastic waste:
“We can be much more powerful as business leaders if we can tap into our own personal passions,” Harris said. “You have to be savvy, smart and strategic, but you also have passion around what you’re doing. It can be your secret sauce. It can help you differentiate your offerings from all the other people who are trying to do something similar.”
Michigan’s largest headquartered bank, Chemical Financial Corporation (NASDAQ: CHFC), the holding company for Chemical Bank, announced last week that it will immediately relocate its headquarters to its current downtown Detroit location. Long-term plans include a move into a new 20-story building that will be built at the corner of Woodward Avenue and Elizabeth Street.
The headquarters’ move coincides with the naming of Chemical Bank as the new primary banking partner for the City of Detroit’s operating deposit accounts, with expected balances of up to $500 million in deposits, according to a press release.
The company said Chemical Bank also plans to add over 500 employees to the city’s workforce by moving its headquarters to downtown Detroit once construction on its new building is complete. In the interim, Chemical Bank will expand its Detroit offices at 333 Fort Street.
Gary Torgow, chairman of Chemical Financial Corporation, said in a statement, “Chemical Bank, Michigan’s largest headquartered bank, is excited and pleased to be a part of the dynamic growth and success of Detroit. We are honored to be in a position to bring a bank headquarters back to the city of Detroit and become Detroit’s hometown bank.”
An event is planned on the future site of the new building that will serve as the Chemical Bank headquarters and will include Detroit Mayor Mike Duggan, along with many local and state officials.
“Chemical Bank is a great banking partner for the city’s finances and a great community partner, now headquartered in the City of Detroit,” said Mayor Mike Duggan in a press release. “I am very excited to welcome Detroit’s new hometown bank.”
Chemical Bank, which has been headquartered in Midland, Michigan since its founding in 1917, grew significantly when it joined forces with Talmer Bank and Trust. That merger made Chemical Bank the state’s largest headquartered bank with more than $20 billion in assets, approximately 3,300 employees, and 212 banking centers across Michigan, Indiana, and Ohio.
“Detroit is the financial hub for advanced manufacturing and mobility as well as a growing nexus for young entrepreneurs looking to leverage the city’s rich history of innovation and hard work, and Chemical Bank is excited to help them build our economy and invest in Michigan’s future,” said Chemical Bank President and CEO Thomas Shafer in a statement. “With our legacy markets as our foundation, Chemical Bank’s continued expansion into the Detroit market establishes us as a leading financial institution in the Midwest.”
Chemical Bank plans to retain its current Midland, Michigan workforce of over 500 and its presence in that community as it expands into Detroit. Midland will continue to be the home of its corporate operations center.
Chemical Financial Corporation is the largest banking company headquartered and operating branch offices in Michigan. The Corporation operates through its subsidiary bank, Chemical Bank, with 212 banking offices located primarily in Michigan, northeast Ohio and northern Indiana. At June 30, 2018, the Corporation had total assets of $20.3 billion.
While there’s little question that competition remains red hot throughout the U.S., observers say one of the areas where companies seek to “out-do” each other is in attracting and retaining employees capable of taking their organization to the next level.
For that reason, events like the Best and Brightest Companies to Work For remain popular with companies seeking to set themselves apart.
In Atlanta, where the Best and Brightest event took place on June 28, and Chicago, which occurred on July 27, winners were lauded in front of their peers.
But besides the accolades on those days, there remains a key opportunity for winners to leverage their recognition as a tool for recruitment purposes.
A full list of winners in the Atlanta competition can be seen HERE. Chicago winners can be seen HERE.
Fenn Valley Vineyards, a family-owned and operated winery in Fennville, recently became Michigan’s first large-scale winery to make canned wine. Fenn Valley’s Vino Blanco in a can is a dry white wine now available for purchase across the state in Kalamazoo, Grand Rapids, South Haven, Allendale, Saugatuck and more.
Since 1973, Fenn Valley Vineyards has had a goal of producing world-class wines from grapes grown along the shore of Lake Michigan. The Fenn Valley estate is a 240-acre farm located five miles from Lake Michigan just south of Holland, Michigan. The site was chosen after reviewing weather, climate, and soil survey maps.
Unlike farmers who already own farm land and then begin to grow grapes, the Welsch family migrated from the Chicago area and were therefore free to select the most desirable site for viticulture based on the available data.
Brian Lesperance, vice president of Fenn Valley Vineyards, opened up about wine, Michigan’s climate and the joys of working with family.
Q: What do you want people to know about making wine in Michigan?
A: Michigan is a great place to make wine! Specific to Vitis Vinifera, or classic European varietals, Lake Michigan provides a wonderful source of heat energy to keep our winters milder as well as extend our growing season. Our soils are light and sandy, which emulates the relatively poor growing soil where the grapes evolved. Michigan is steeped with a long history of fruit growing, so the community is loaded with talented individuals who know how to work with perishable, quality produce. And perhaps most importantly, consumers in Michigan are extremely supportive of locally made products.
Q: Why work with wine — what about this process fascinates you?
A: Wine is fascinating for so many reasons! For starters, it is liberating and interesting to transform a raw material, in this case grapes, into something so different. The whole process is engaging and ever changing. It is both mentally and physically challenging. And last, but certainly not least, is seeing how wine brings joy and excitement to the consumer. It is extremely rewarding when people choose to serve our wine as part of an important milestone, such as a wedding or anniversary.
Q: Why innovate with canned wine?
A: For a long time, we have been somewhat frustrated with the lack of portability when it comes to wine. Imagine being on a golf course, boat or campsite. A glass bottle, which is a wonderful format in many settings, is not practical or particularly safe as part of an active lifestyle. The can not only provides durability, it is also incredibly convenient, easy to keep cold, less expensive and better for the environment. Fenn Valley has always been innovative when it comes to packaging. We were early in the bag-in-box format as well. The can is just the next step in our continued push to be at the cutting edge of wine.
Q: How do you make a family-owned business work?
A: Making a family business work is not always easy, but it is incredibly fulfilling. It starts with trust. From there we do try to keep business and work separate, though that is easier said than done sometimes! The fact we all have a passion for slightly different aspects helps as well. Additionally, it is very motivating to know we are working to build something we can pass along to the next generation.
Mark H. Maxwell doesn’t hate traditional “networking,” or the idea of gathering relationships to help you advance or move up to the higher position in your career.
Rather, the entertainment lawyer wants people to rethink what networking could be and try a new approach to meeting and greeting during business interactions. The author of “Networking Kills: Success Through Serving” wants people to think about how they can help the folks they meet rather than what they get out of the situation.
It’s not terribly radical, Maxwell admits, but it is a change that will not only improve you as a business leader, but may make you a better person overall. He says all of us should stop networking in the traditional sense and think more about serving those you work with and meet.
Maxwell, a professor in Belmont University’s entertainment business program, has worked with people of all ages, but college students were especially on his mind as he put together his book on networking. Maxwell is passionate about serving as a mentor to the next generation of creatives and entertainment business professionals.
Maxwell: First off, it kills authentic relationships. All of us desire and need relationships in life. In church, business and entertainment settings where you’re gathering relationships for your benefit, it can be hard to build trusting relationships. As a professor, I have seen students as freshmen who are told that their education is great, but if you want to get a job you need to start networking today. What does that mean? They think they’ve got to start meeting people. It starts to feel exploitative. Those who are “networked” don’t like it either. It really breaks down relationships.
Maxwell: Years ago, Harvard psychologists found that those evening networking events actually makes people feel physically dirty and morally impure. They call it the “Macbeth effect” after Lady Macbeth – she couldn’t wash effects off of them. That’s a problem and it something about those settings.
Maxwell: You need collaboration and relationships in a business. We all need it. So how do you do it? Martin Luther King Jr. said it as well: Anybody can be great because anybody can serve. You have to begin to see that in our relationships: You step into an opportunity.
Chow Hound Pet Supplies and Grand Rapids Chamber hosted a ribbon cutting ceremony to celebrate their 11th store at Knapp’s Crossing.
Sachse Construction, a Detroit-based construction management firm, fundraised a total of $210,000 during the company’s annual Play It Foreward charity golf outing on July 9 at Fox Hills Golf & Banquet Center to benefit local nonprofits, Downtown Boxing Gym and Pewabic Pottery.
Bill Masters is an American engineer, inventor, manufacturing entrepreneur, and business advisor and mentor. He is widely known as the father of modern kayaking, but he’s also the father of 3D printing, holding the first 3D patent filed with the U.S. Patent office.
Today, Masters works to share his experience and insights with young people and a range of commercial enterprises. He also presents to academic, industry and professional groups, with a perspective that combines his humble roots, countercultural sensibilities and innovative approach to engineering and manufacturing.
Masters, who lives in Greenville, S.C., recently was inducted into the International White Water Hall of Fame. Today, he’s still inventing everything from non-drop honey dispensers to gun cases and is trying to use his story as an educational piece for other young entrepreneurs.
When you think of 3D printing, images of space-age shapes and maybe even a man named Chuck Hull probably get conjured up. Hull: the man widely dubbed as ‘the father of 3D printing.’ It’s true Hull – now 75 and still working as chief technology officer of 3D Systems – did patent a 3D invention in 1986, but two years earlier in the heat and humidity of Greenville, SC, the idea had already been born.
Masters founded and ran Perception Kayaks from 1975 to 1998. It was on the banks of a kayaking trip on the Chattooga River under the 76 bridge on the South Carolina side where he began thinking about spit balls (of all things) that eventually led to 3D printing.
“I was sleeping on the side of the river on my kayak looking up at the stars and I realized if you could take one star and make that your seed point, you could add stars from any direction until you had the shape you wanted,” he remembers of the time. “Similarly, if you shoot a spit ball down and it sticks, you can then shoot multiple down on top of it. They stick and stick and stick until eventually you can build something with them.”
This was in the 1970s, and it took him a few years to develop the idea and save enough to afford the patent. But by 1984, his “Computer Automated Manufacturing Process and System” was ready. He filed U.S. Patent 4,665,492 A on July 2nd – two full years before Hull patented his “Apparatus for Production of Three-Dimensional Objects by Stereolithography.” In fact, it was the first of five patents belonging to Masters that laid the foundation for the 3D printing systems used today.
Unfortunately for Masters, his name didn’t become the 3D staple Hull’s did. He founded Perception Systems that received seed funding from a South Carolina venture capital group, Palmetto Seed Capital. In a classic case of venture capitalist follow on funding, Masters lost control of his patents. The company was renamed BPM technology and burned through millions chasing complex software to control a simple process similar to what is the standard today. BPM eventually went out of business. Master’s kayak company on the other hand was booming, so he had lots to concentrate on.
His full list of patents related to 3D printing are: 4,665,492, 5,134,569, 5,216,616, 5,546,313, and 5,694,324.
Q: Why do you want your history with 3D printing known?
A: I actually didn’t realize I had the first patent until a few years ago or I would have started promoting the story sooner. Many people throughout history have been first when it comes to inventions but seldom are given the recognition of actually being first. I want my descendants to have this engraved in their family history that their granddad or great granddad was the first inventor of 3D printing. Family pride is important to me and I want to inspire future family inventors.
Q: What about 3D printing intrigued you?
A: I was laying in my sleeping bag on the side of the Chattooga River looking at the stars after a great kayak run on a wild and scenic river. I thought to myself, why can’t the stars just be directed to come together and make things? The ah ha moment was when I realized that yes they can, but they need a seed point or a point to begin. This seed point was a key element of my first patent ending in 492.
Q: What do you think the future of 3D printing is?
The future of 3D printing will hold working parts in many different industries. In the future when you buy products they will not be produced by suppliers through a supply chain, but the support will be cad files directed to a 3D factory that automatically makes these parts. An example would be a type of common tray in your refrigerator. Instead of the tray being an injection molded and sitting on a shelf in a warehouse it will simply be made on demand and shipped to your home. Just think of a factory with 500 3D machines all automated. This will be a common thing in the industry in 20 years.
Q: How do you cultivate your curious mind and spirit to be such an inventor?
A: I am lucky to have a family full of curious people who are all very self-sufficient. I have had the good fortune of finishing high school and then continuing with a degree in electrical engineering. All of my work has been science based which has kept me on a steady path. It’s like being an athlete whose muscles keep getting stronger as you age.
It only took one incident with a badly sprained ankle for Brad Hunter to realize that crutches, while effective, were a terrible solution to a common problem.
Hunter began to search for a better way to get around with a leg injury, and he soon found a product he thought had the potential to not only help him, but improve other people’s lives. The company, iWALKFree Inc., had a good first design for a hands-free knee crutch.
“The same day I used it, I got my life back,” Hunter says.
Hunter, who joined the company soon afterward, helped design the iWALK2.0, a mobility device people of all ages, sizes and physical conditions can use instead of traditional crutches and knee scooters. What makes it unique, Hunter says, is that it offers more comfort and independence with the hands and arms remaining free.
Most importantly, Hunter says, the device offers people a functional and independent lifestyle as they are recovering from many common lower leg injuries. You can get yourself a cup of coffee, wash the car, go to work, and do everything else that makes everyday life more independent.
“iWALKFree had solved a 5,000-year-old problem,” that of using sometimes clumsy and often painful crutches to help people get around. “But it needed to evolve.”
The result is iWALK2.0, which is lighter, more flexible and easier to use. Hunter helped redesign the product and find new manufacturers and suppliers in part from his background in high-end bicycle wheel design. That was his first business and first passion project. Now, iWALK2.0 is his dream job.
Since he joined the company around 2010, Hunter has watched as people send in their personal stories of how the iWALK2.0 has changed their lives, as well as seeing the product on everyone from brides to athletes to soldiers. The iWALK2.0 has been designed to help with all types of common lower leg injuries, as well as those with amputations.
Some background: With the iWALK2.0, the leg is doing the same walking motion that comes naturally to it from the knee up. The device is essentially a temporary lower leg, which gives people their independence and mobility back as they recover from an injury. The device is pain-free, and it makes it possible for people to engage in many of their normal routine activities.
It is the company’s work with veterans and charitable organizations that brings additional joy to Hunter and the iWALK2.0 staff, he says. According to the U.S. Census Bureau, there are 18.5 million veterans in the country. Like the rest of the population, they experience lower leg injuries, resulting from any number of issues.
“We are extremely grateful for everything veterans have done for our country,” explains Hunter, the chief executive officer of iWALKFree, Inc. “Being able to give back and help them even a little is the least that we can do. We are happy to know that our device helps make their injury recovery a lot more tolerable.”
To provide veterans with the iWALK2.0, the company has teamed up with the Travis Mills Foundation. The foundation was created by Retired U.S. Army Staff Sergeant Travis Mills, who is a wounded warrior, having lost portions of both his arms and legs during combat. He became an advocate for veterans and amputees, starting the foundation to help with those efforts.
During 2017, they helped 84 veteran families with being able to attend a healing retreat that included such as activities as yoga, archery, boating, fishing, hiking, painting, culinary arts, and much more.
The program that iWALKFree has in place to give back to those in need provides people with the opportunity to donate their used iWALK2.0 to a variety of charities. Along with the Travis Mills Foundation, they provide devices to the Adaptive Training Foundation, Canada Africa Community Health Alliance, Serving Us Veterans in Need, Globus Relief, Hands of Hope, Physicians for Peace, Limbs for Life, World Rehabilitation Fund, Marshall-Legacy Institute, and Volunteers for Inter-American Development Assistance.
In addition to giving back to veterans to help with their injury recovery, the company also provides help to other charities where they provide free iWALK2.0 units to those in need who do not have the means to otherwise pay for them. The device retails for $149, but their mission with that charity is to help those in need have access to a more comfortable way to recover from injury that will also help them be more mobile.
“We love partnering with organizations that help vet people who need the device,” Hunter says. “It’s a great service to work with them to get the device out there. We’re always looking for other organizations to help us, especially those with veteran connections.”
Clinical research shows that patients using the iWALK2.0 heal faster, and they have a higher sense of satisfaction and a higher rate of compliance. The iWALK2.0 sells for $149 and is available online and through select retailers. Some insurance companies may cover the cost of the device. The device can be used with a cast or boot, and it comes with a limited warranty.
Today’s fast-food restaurants are changing, and the new design from one of the nation’s largest Wendy’s franchisees shows off exactly what is new and how it aims to positively affect the customer.
The restaurant is an all-new Smart Building design, located on 32nd Ave., just south of I-196, in Hudsonville in Western Michigan. It is designed with a smaller footprint than a traditional Wendy’s restaurant, and the total square footage is nearly half that of former restaurant designs.
“From the fireplace, to the Coca-Cola Freestyle machines, flat screen TVs, and open kitchen concept, there is a noticeable difference in the dining environment and a clear focus on guest experience,” said Weston Persons, brand manager, Meritage Hospitality Group.
With a capacity of 55 customers, the restaurant uses innovative interior and exterior designs to reinvent the Wendy’s restaurant environment. Wolverine Construction Group of Grand Rapids, Michigan has assisted with this project, just as they did for the Cutlerville Wendy’s remodel in late 2017.
“With consistent positive feedback from guests across West Michigan, opening a new location to fill the void between Grand Rapids and Holland has become necessary,” said Jeremy Wood, area director of Michigan for Meritage Hospitality Group. “We love what we do and we are proud to begin serving new guests.”
Meritage Hospitality Group (OTCQX: MHGU) describes itself as “a progressive, dynamic company, driving strategic growth in the competitive culinary industry.” The company owns and operates 311 restaurants in 16 states with more than 9,400 teammates.
Meritage is comprised of five dynamic concepts – Wendy’s, Twisted Rooster, Stan Diego, Freighters Eatery & Taproom, and Wheelhouse. Each concept hopes to deliver a distinctive dining experience for guests, a work environment with opportunity for its team members and results for its stakeholders.
The new Wendy’s restaurant is located at 4037 32nd Avenue, and it is just one of the many renovation or construction projects that will continue to position Wendy’s as ‘Deliciously Different.’ Meritage Hospitality Group plans to begin construction of three more Wendy’s restaurants in the Grand Rapids market by the end of 2018.
The guest facing front-of-house includes state of the art features designed to enhance the customer experience. Features include a fireplace, open ceiling with up-lighting, flat-screen TV’s, complimentary Wi-Fi, and Coca-Cola Freestyle machines. Additionally, the open kitchen is designed to provide customers a unique inside look at their food being made to order. Features such as high-speed ovens, fryers, and grills are installed to maximize efficiency.
“Customer service is a constant focus of our daily operations. We use customer response surveys to gauge our performance constantly, and we have short and long-term goals that we seek to achieve. This is something that is communicated at all levels of our organization,” said Persons.
With this new design, Meritage also is running a “Free Wendy’s for a Year” contest.
“We have five lucky winners of Free Wendy’s for a Year for our Hudsonville opening. Each winner is entitled to one free small combo meal each week for 52 weeks. We offer this as part of our grand opening to build excitement for the new restaurant location, where customers respond positively to the offer. This gives customers even more reason to come check out the new restaurant and building design in a growing part of the Grand Rapids metro area,” Persons said.
If you think good drama only exists in epic movie productions, natural disasters or award-winning books, you may want to read the article, “How Biggby Coffee Found Its Purpose.”
This tale of self-discovery on both a personal and corporate level for the Michigan coffee giant has a narrative that will keep you reading to the end. With a compelling opening that will likely resonate with most business owners, the article was published in Conscious Company Magazine’s Q2/Spring 2018 issue on Transformational Leadership.
Corp! spoke with co-CEOs Bob Fish and Mike McFall about the journey toward something “bigger” that began with a Michigan hiking trip in October 2014.
Corp!: You two are known as BAM (acronym for Bob and Mike) around the office. Tell us about that.
Mike: We have a woman who works for us who started referring to us as BAM. That’s how it came into being about two to three years ago.
Corp!: The Biggby Coffee purpose is: We exist to support you in building a life you love. Tell us how the company purpose came about.
Bob: It took nearly 12 months to come up with a purpose. When you are tasked with an idea as a company to define your purpose, and you go home and think about it, it’s actually pretty overwhelming. Biggby has always been about people in general and what we were really about was supporting people and building a life that they really want and it wasn’t formal. The difficulty about that is how do you measure it? We had to come up with the measurables and that’s what took a long time.
Was it fun? It was absolutely hilarious and, other times, we were almost at fisticuffs.
Mike: There were seven to nine people in the room working on that with the consultant. We met every Tuesday for a year.
Corp!: How do your existing cultural values of Make Friends, Have Fun, B Yourself, and Share Great Coffee connect to the purpose?
Mike: When we landed on the purpose, it worked and melded perfectly with the cultural values and that’s one of the reasons it felt so good. A lot of different pieces of our puzzle came together when that purpose landed. And so much of what we had been working on over the years made sense.
Corp!: Why should companies want to be conscious enterprises?
Mike: Where it landed for us was adding one more zero to our tax returns was not inspirational anymore and, at some point, adding one more zero has to be called greed. With that notion, what is our purpose? I would look at another CEO and say “if your purpose in life is to add one more increment to your tax return, then do it.” But for most people, I think they want to accomplish more in life. We wanted to leave something behind that is meaningful.
Bob: From a publicly-traded company perspective, any conscious company has outperformed any good-to-great company by a factor
of…like 10. What is really interesting is that when people engage with the idea of a purpose, they are more motivated to be engaged and do a great job. It’s no longer solely about money. It’s about people.
Corp!: Have you seen any results from the company purpose
initiative?
Bob: There was a large swing in people’s attitudinal approach to work. (Editor’s note: the Conscious article contains a chart showing a significant increase in positive attitude.)
Corp!: What was your first job and what did you learn from it?
Bob: As a dishwasher at a restaurant. Frankly, I left that establishment because it was a morally corrupt organization and what I learned is that culture does matter.
Mike: I worked at a golf course. I learned that work can be awesome, fun, and you can love showing up to work every day. I loved that job. That is powerful.
Corp!: What is the one thing that each of you does in the office that drives the other one crazy?
Bob: The one thing that Mike does is occasionally he comes with such a level of intensity that it’s discombobulating.
Mike: Bob talks too slowly.
Corp!: What is the biggest management myth in your opinion?
Bob: Focus. I think that working on 80 things at one time produces zero results. Identifying one or two things that really need to be worked on and improved produces great results and it takes focus to do that.
Mike: That people suck. People are awesome. I find that managers of businesses often have a cynical viewpoint of their people. You hear managers complain about their people all the time. It’s horrible and corrosive. People don’t suck.
Corp!: What word best describes you?
Both: Loyal.
Mike: Bob and I went through a Dale Carnegie class where you are given 50 cards that represent your life priorities and you keep narrowing them down. At the end, our two cards were the same: Loyalty and Legacy.
Corp!: What is the last book you read?
Mike: I just read Ray Dalio’s book, “Principles: Life and Work.” I am in the middle of Kim Scott’s book, “Radical Candor: Be a Kickass Boss Without Losing Your Humanity.”
Bob: I just finished Kim Scott’s book.
Corp!: Who is the most interesting person you’d like to meet and why?
Bob: Warren Buffett, the most honest man alive.
Mike: Steve Jobs, a revolutionary thinker and innovator.
Corp!: What is your favorite way to spend your free time?
Mike: On the back deck with a fire, marshmallows and my kids Liam, Klava and Oscar, and my wife, Elizaveta.
Bob: Hiking with my wife Michelle.
Editor’s note: Read the full Conscious Company Media article at here.
Automotive executive and well-known turnaround expert Sergio Marchionne died unexpectedly Wednesday at the age of 66, leaving behind a significant legacy in the international automotive world as well as among his peers, employees, media and friends.
The former head of Fiat Chrysler died of complications from what the company described as shoulder surgery. His health took a dramatic turn shortly after an operation, and Fiat Chrysler replaced him with a new CEO in recent days.
Marchionne was considered a “larger-than-life” personality both at work and personally. Known by co-workers and media for his relaxed style – he smoked openly, rarely wore a tie and was known for sporting a black sweater everywhere he went – Marchionne was a respected and intense executive who is said to have brought Fiat and Chrysler together in a way that generated wealth for both companies.
People from across the spectrum of Marchionne’s world offered their condolences on his death Wednesday.
“We at General Motors offer our condolences to Sergio Marchionne’s family and friends. Sergio created a remarkable legacy in the automotive industry. Our thoughts are also with our industry colleagues at Fiat Chrysler as they deal with this sudden loss,” GM’s CEO and Chairman Mary Barra posted on Twitter.
In a statement, Detroit Regional Chamber President and CEO Sandy Baruah called Marchionne “one of a kind.”
“An iconoclast and larger than life, he had an outsized impact on the industry and therefore our region. He didn’t just save Chrysler and Fiat, he increased the value of these companies by more than 10-fold. Countless employees, dealers, suppliers and the driving public directly benefited from this one man’s incredible accomplishments,” Baruah said.
David T. Fischer, Chairman and CEO, The Suburban Collection, Michigan’s largest dealer group, also praised Marchionne for his commitment to his industry and work at Fiat Chrysler.
“Sergio Marchionne was a relentless fixer, a great car guy with passion and unbelievable work ethic. I am truly saddened by the news of his passing, he will be sorely missed. Mike Manley and the new FCA team have a great platform that they built together,” Fischer said. “They have a wonderful future.”
Michelle Krebs, Detroit-based Executive Analyst at Cox Automotive’s Autotrader, remembered a complicated yet determined man.
“Sergio Marchionne … had a way with words. You were guaranteed a great quote from his press conferences. He was direct – he’d let you know if he didn’t like your question,” Krebs said. “He was extremely intellectual – he majored in philosophy as an undergrad. At the last event I attended, a June 1 press conference, he gave what now clearly was his farewell address, he quoted Oscar Wilde and Bobby McFerrin.”
His impact on Detroit was significant, Krebs added.
“Sergio Marchionne arrived in Detroit and immediately saw and appreciated the history and potential of Chrysler as well as the city itself. He was blown away by the culture the city had to offer and FCA became a supporter of the arts. Anyone who attended a show at the Fisher Theater couldn’t miss a car – Chrysler Pacifica minivan last time I was there – parked in the lobby,” Krebs said. “He also recognized the opportunity for Detroit’s revitalization and showed it to the world in the now-famous Super Bowl ad featuring Eminem driving the city’s gritty streets.”
Fiat Chrysler Automobiles (FCA) designs, engineers, manufactures and sells vehicles and related parts and services, components and production systems worldwide through 159 manufacturing facilities, 87 R&D centers, and dealers and distributors in more than 140 countries.
Its stable of brands includes Abarth, Alfa Romeo, Chrysler, Dodge, Fiat, Fiat Professional, Jeep, Lancia, Ram, Maserati and Mopar, the parts and service brand. The Group’s businesses also include Comau (production systems), Magneti Marelli (components) and Teksid (iron and castings).
In addition, retail and dealer financing, leasing and rental services related to and in support of the Group’s car business are provided either through subsidiaries or financial partners (such as captive companies, affiliates, joint ventures with leading banks and/or financial institutions, and specialized providers).
FCA is listed on the New York Stock Exchange under the symbol “FCAU” and on the Mercato Telematico Azionario under the symbol “FCA”.
When Lisa Stolarski started living in Metro Detroit, one of the things that surprised her the most about the Motor City is that there wasn’t an easy or fun way to ride in the region’s many classic or antique cars.
So the longtime business-plan creator came up with her own business idea. Launched in July, Highland Park-based Antique Touring is now open for rides and sightseeing tours in a Ford Motor Co. Model A. And Stolarski and her business partner Rick Smith are enjoying every moment of their new enterprise and the looks they get in their sweet ride.
The chauffeured rides start from the Ford Piquette Avenue Plant museum in Detroit. From there, Smith and Stolarski offer insights, interesting stories and lots of conversation about Detroit over the past century, Belle Isle and all points in between its home base of Milwaukee Junction.
Seasonal tours will run annually through early November. Antique Touring’s Model A tours can accommodate four passengers and cost $65 per person. The rides are quiet, smooth and breezy thanks to the convertible top on the Model A, so bring a hat and a camera for lots of photos.
“Antique Touring not only pays homage to Detroit’s rich automotive history but also celebrates the Motor City’s drive for innovation,” said Stolarski, a Highland Park entrepreneur and community booster. “We want to give our guests a ride to remember.
“When you come to Detroit, you want to experience these classic cars because they changed the world,” Stolarski said. “Every city has its thing that it is known for – and this is Detroit’s thing.”
Stolarski conceived the idea for Antique Touring in June 2017 as part of a local business plan competition. She purchased the 1930 Model A Phaeton earlier this year from a couple in Florida. The vehicle was assembled in Dearborn and has a Briggs body manufactured in Highland Park, home of Ford’s revolutionary assembly line. The 88-year-old car’s paint is original as is its engine. The electrical system has been upgraded to make the headlights brighter and to accommodate aftermarket necessities such as turn signals and break lights.
Smith, who typically drives the car, also is a local minister. He said driving the Model A was challenging at first because even starting it is a three-step process. But his favorite part is the many waves and smiles he sees when he’s in the driver’s seat from passersby.
“You feel like a rock star in this car,” Smith said.
Antique Touring was built not only through a love of cars, but also a love of Highland Park. To rev up local revitalization efforts, Stolarski plans to hire residents, create a profit-sharing program and seed a capital fund for matching local investments made by Highland Parkers.
“I live in Highland Park and want to create a social enterprise that will benefit our community so I looked to the old Ford Building on Woodward Avenue for inspiration,” said Stolarski.
Just when you think you’ve got your business moving forward on a steady path, a workforce issue can pop up and leave you spinning. Issues such as gender, race, age discrimination and politics can derail even the most well-organized human-resources department.
Two top experts in workplace issues that can cause legal, ethical and professional crises talked about techniques and offered advice to address delicate and challenging employee issues.
Craig Vanderburg, Chief Operating Officer, Trion Solutions Inc. and William E. Pilchak, Shareholder & Employment Law Attorney, Ogletree, Deakins, Nash, Smoak & Stewart, PLLC, both in Michigan, recently tackled these sensitive topics at an Auburn Hills Chamber of Commerce program.
Vanderburg during an interview with Corp! magazine said every business – large and small – needs to be ready. Which subjects are the touchiest and are most prevalent in today’s workplace? Where do many go wrong? How can an organization prepare for such an incident? What changes do most businesses need to make to ensure they are prepared and protected from legal and reputational risk?
“Most of us have to work; we weren’t born with a silver spoon. And diversity has never been more important – it is following us into the workplace,” said Vanderburg, whose company manages payroll and taxes, workers compensation, benefits and government compliance. “Preparation is key.”
Look at the big picture
Trion, which mostly works with smaller businesses – those defined as having between 50 to 500 employees – says that these tough topics need to be addressed. Businesses must have neutral parties ready to tackle issues when they’re brought up rather than try to avoid them or engage in heated discussions that don’t fix the problem at hand.
“Every business in today’s environment must be prepared to address your policies, procedures and the law and try not to get engaged in the issue itself,” Vanderburg said. “The key is being prepared to address and approach: What is the issue exactly?”
Remove emotions
Employers must remember to focus on written policies, not emotions, he added.
“Ask the employee: What are your essential functions of your job? Are you performing your job? Something we’ve created or perceived that doesn’t allow you to do your job?” Vanderburg said. “Be ready to come to the table to address the substance of the case, not perception of the issues.”
Vanderburg suggests employers focus on solutions rather than individual complaints.
“Address the issue by asking the employee to help you understand what they’d need to do those job duties. Do you need more training? More tools? How can we do better?” Vanderburg said. “Stick to the context of how the company can do better for anybody in that role? That takes out the issue.”
During the past 150 years, hundreds of people have worked at Gordon Lumber Holdings Company. From the early sawmill men in the 1800s to the skilled people employed by the company today, many have made lifelong careers with the company.
According to Erin Leonard, president of Gordon Lumber Holdings Company in Fremont, Ohio, turnover is low at the company’s lumber yards. Thanks to training and advancement programs, most employees stay at the company for decades.
“The backbone of our company is key people in key positions who got there by starting at the bottom and learning on the way up,” says Leonard. “We try to ensure that every employee has the same opportunity available to advance his or her career.”
Dedication to Training
To assure that staffing retention stays a key focus at the company’s six home center/lumberyards, component manufacturing facility and contract/installed sales business, Gordon offers a comprehensive Assistant Manager Training Program and has plans to roll out a Commercial Drivers’ License (CDL) training program. The company also offers tuition reimbursement to employees using outside sources to help them earn their CDL B or CDL A driver’s license. Additionally, the company has historically offered training opportunities to designers in its components business.
“There are many situations in our company where people started with part-time work in the yard, learned from good managers and eventually earn a management position,” says Leonard. “That’s a good history, but we want the future to be better.”
Advice to Today’s Workforce
The largest concern Leonard harbors regarding the workforce is the loss of a generation during the recession in 2007 to 2012.
“In our industry there is a bubble of baby boomers who are starting to retire without much in the way of trained employees behind them to take over when they leave,” says Leonard. “Wrongly, our industry will never be seen as the sexiest industry to build a career. That stigma has kept younger people out of our workforce.”
According to Leonard, the need for outside sales staff and managers is going to accelerate in the next few years, along with counter sales people, yard staff, drivers and clerks.
“My advice to young people looking to join Gordon or any of our competitors is that they’re only limited by their personal effort,” says Leonard. “The sky is the limit if people have curiosity and motivation. The jobs are here. The training is here. The compensation is here. Younger people should get in this industry, stay motivated and watch their career take off!”
Imagine a cool summer dip that is delicious and nutritious. That is Prayani Raita Indian Yogurt Dips – and they’re made in Michigan.
Recently, the Hart-based company announced that its yogurt dips are now available at 108 Kroger stores in Michigan. At Kroger stores, Prayani Raita Indian Yogurt Dips retail for $3.99 a tub.
“We are very proud and excited to have this incredible opportunity with Kroger to make our healthy, nutrient-packed raita yogurt dips more widely available,” said Harinee Sampath, founder of Prayani. “All of our products are made with the highest quality ingredients and many of them are organic. We even make our own yogurt using milk that is hormone-free and locally sourced from Country Dairy, in Hart, which recently became non-GMO certified.”
Prayani means “traveler” in Tamil, which is founder Sampath’s native language. It represents the traveler inside you who wants to experience new cultures and cuisines.
Sampath, who was an Indian immigrant to the U.S., had a dream to share her family’s raita recipes with America. While studying at the University of Michigan’s Ross School of Business, she conducted extensive market research and successfully launched her company in 2015.
Today, her Prayani Raita Indian Yogurt Dips are manufactured in Hart and can be found in more than 100 retail stores across the state.
The dips, which are found in the dairy aisle by the sour cream, are made with yogurt so they have a quarter of the fat content and three times the protein as sour cream. They also have gut-friendly probiotics, calcium and vitamin A with less than 50 calories for a two-tablespoon serving.
The yogurt dips rooted in the flavors of India and are spiced with savory seasonings. They come three different flavors to suit a variety of taste buds: Cucumber with Cilantro & Mint, Carrot with Cumin & Coriander, and Tomato with Coriander & Cumin. These vegetarian products do not contain any preservatives, added sugars, artificial colors, gelatin or pectin and are naturally gluten-free.
In addition to Kroger stores, Prayani Raita Indian Yogurt Dips are also currently available at Wholefoods markets and will be rolling out to other stores in Michigan later this year. Prayani distributes through Lipari Foods, which has access to more than 8,000 accounts in the Midwest.
