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Before Crisis Strikes in a Family Business, Take Steps to Avoid a Disaster

It was a crisis! The holidays were in full bloom when the family received the news of a potentially fatal prognosis due to a rare disease. Although the patriarch looked like the picture of health at 68, he had been having some unusual symptoms that sent him to his doctor. Within weeks, he was diagnosed and given months to live. It was a total shock to everyone and a scramble of “what to do” ensued.

Unfortunately, Senior’s affairs weren’t in order and he was the financial strength of the family business that employed eight family members each the main breadwinner for their household. Senior did Estate Planning, but it was old and stale – done ten years ago and never updated. The family was concerned about the fallout for the business, the family and the connection between the two.

Illness, disability, and death are difficult in any situation. However, when they are imposed on a family business the consequences become exponential. Consider what it must be like to deal with a failing or dying loved one while simultaneously losing your source of income, along with other family members’ employment and doubling down on the risk of “losing everything” as personal guarantees are often the norm for all key stakeholders.

We will come back to this, but before we do, let’s expand the scope. It doesn’t matter where the crisis comes from – whether it’s the health of a key stakeholder, a natural disaster, or a market catastrophe. The impending problems remain similar and the need for thought beforehand is the best practice required.

Consider these situations:

  1. What if you lose some key human capital – exec, owner, manager?
  2. Assume a disaster – fire, flood, tornado – and your physical facility is damaged or destroyed.
  3. Suppose a cyber-attack, data breach, or IT meltdown took out your information/operating system.
  4. Presume an infrastructure structure failure (like August 14, 2003) preventing business operation for a prolonged period?

The situations that can have a disastrous affect on your business are endless. You should establish a process to assess the risk.

First, evaluate the most likely risks. Risk management is a key factor in good business practice. Sometimes it can be as easy as daily computer backups, or it can be as difficult as developing a comprehensive insurance portfolio. Insurance is certainly a great way to mitigate much of the risk, especially when it comes to hard assets. As you evaluate the risks, keep a keen eye on how the business will continue through the crisis.

While no one wants to be “premium poor,” it also doesn’t make any sense to bring almost enough water to put out the fire!  Having a good risk management team is vital. That should include top managers, insurance professionals, and a diversified board. It is the diversified board that should help you decide what, and how much to insure, and when “self-insurance” makes sense. Self-insurance is accepting the risk yourself and being willing to suffer the consequences. The hardest risks to evaluate are those around human capital.

In the case of the family business above, they have fallen short of managing their risks. There is life insurance on the patriarch but is level term insurance and the term is due to lapse soon. The coverage is continuable at extremely elevated premiums, and the death benefit is less than 25 percent of the financial assets it is meant to protect, i.e. the business and personal assets used to collateralize the line of credit. It doesn’t seem like enough water to put out this fire.

Life insurance to mitigate debt obligations is certainly obvious and required by some lenders. Less obvious is “key man” (or woman) coverage. An influx of cash at the death of the rainmaker helps to get by for a while and hire a replacement. It can offer some instant cash to entice that new hire with a signing bonus without damaging cash flow.

But, how do you mitigate that same rainmaker leaving for greener pastures? Limiting their ability to hurt your business in the marketplace is paramount. Non-competes have become more common to protect your business from market loss. Be sure to use competent counsel to draft your non-competes and keep them current with your employees and the courts. You should also be sure your employees understand the agreement because no one wants to wind up in court seeking damages for damage that has already been done and probably irreparable. Burying the non-compete in the employee manual hoping that it will be ignored is counterproductive to the intent.

Legal liabilities and planning are often ignored. In our case above, the attorney used for both business and personal issues closed his practice due to illness a few years back. He has not been replaced, consequently, several legal documents are in dire need of updating.  Estate plans need to be overhauled. A Buy/Sell Agreement doesn’t exist, and new shareholders have been added. Consequently, transfers of stock at death, disability, divorce or employment separation have not been addressed. And, there has been no legal oversight of ongoing operations leaving legal liabilities that loom large and carry big risks.

Strategic risks are another business killer. Many companies keep on keepin’ on until they don’t.  Border’s Books comes to mind: while the market was going to the Internet, they went to retail music sales with a CD department.  Soon after streaming music became the norm. Blockbuster just closed its last store in Texas and is down to six stores in Alaska. Sears/K-Mart has been struggling for decades but has failed to revamp their basic model.   “Buggy-whip” is used to describe a type of motion today more than an implement to strike a horse.  Keeping current with your strategic planning is a lifeline, ignoring it is a death sentence.

Senior’s prognosis has improved. The family and the business have bought some time to get their house in order. They are doing their best to make the family business continuable by mitigating their risks.

Since the great Chicago Fire of 1891, we have continued to mitigate the damage that can be done by fire. You should look at your family business through that lens – what can you reasonably do today to prevent a catastrophe in the future? Then be sure to have enough water on hand to put out the fire.

Comcast Gives Back to City Year Detroit Corps Members with a Special Career Day Event

 

Giving of yourself in terms of volunteerism and mentorship during your career can sometimes go unrewarded and unrecognized. Comcast wanted to do something about that for a group of dedicated young people who participate in the City Year Detroit program.

So for several years now, Comcast has created an annual event called City Year Career Day in which these young professionals receive training to help them with the next steps of their career. This puts these giving students on the right path in terms of the next steps in their professional lives.

 

 

City Year Detroit corps members receive resume reviews, get trips from Comcast executives, receive networking and social-media skills training and participate in mock job interviews with top-notch human-resource professionals.

This year, more than 60 City Year Detroit corps members participate in the event, which was held recently at Comcast’s Plymouth headquarters. They also received support from Craig D’Agostini, vice president, external affairs, Comcast and inspiration from Jeanette Pierce, founder of the Detroit Experience Factory.

What a Ride! Salon on Wheels Helps Brides Everywhere Look Beautiful on Their Big Days

 

Hey, brides! Remember that wedding-day rush of trying to fit everything in – getting your hair done as well as that of the wedding party while accomplishing everything else on your list?

One resourceful business has come up with a solution – and it’s on wheels.

A trip to the salon typically is a traditional part of that perfect wedding day. But with so many couples choosing out-of-the-ordinary venues, a salon visit might not be possible. That’s why the owners of Studio 9 Salon are changing the way wedding party members prepare, primp and freshen up for their wedding day.

 

 

The Sterling Heights-based salon expanded in 2016 to include a mobile salon option that serves all of metro Detroit. The owners operate both a small and a larger mobile salon – bringing the best of the hair and makeup experience right to the wedding location.

Whether it’s a barn, a yacht or a warehouse – any sort of venue – bridal parties can now get ready with professional salon staff, wherever they go.

Owner Mike Borsuck said the company is working more than 120 weddings each year thanks to its mobile fleet and professional salon staff. It’s significantly expanded business for the salon – by increasing accessibility to Salon 9’s professional services all across the region.

 

 

And there is nothing else like it across the country, Borsuck said. They offer two options – a smaller bus with three chairs and a larger 40-foot-long bus that has room for more than 20 wedding party members including salon chairs for hair, makeup and a full bathroom and shower.

Studio 9’s mobile hair and makeup studio will be on site March 4 at the upcoming annual Andiamo Wedding Show at Andiamo Banquet Center in Warren.

 

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Michigan Native Turned Executive Chef Hopes to Mentor with Young Chefs

 

Since he arrived in Detroit, Thomas Lents has been surrounded by well wishes, hearty handshakes and a kind of “magic,” as the new executive chef of the Apparatus Room describes it.

That’s because Detroiters of all kinds – residents, visitors and promoters – are excited to have a great new place to eat, a big hotel to enjoy and the support of Lents himself, who hopes to serve as a mentor to other chefs in Detroit.

“I wanted to bring back the energy to this corner,” said Lents, who operates the Apparatus Room inside the Foundation Hotel, a former Detroit Fire Department headquarters across from Cobo Center in downtown.

And, just as Lents hoped, “the place has been crowded every night,” he said. “I wanted the dining room to be big, jovial, festive and loud – a place where people could come and congregate.”

Lents, who grew up in Battle Creek, returned in Detroit in 2017 after a well-received stint in Chicago, time in Vegas and overseas. His food experience spans two decades, and his techniques have earned him all-important Michelin Stars.

At the Apparatus Room, Lents has brought in a menu that focuses on local foods, a Midwestern approach and a Chef’s Table that allows him to interact with patrons. (His Chef’s Table recently was named the top Michigan restaurant by The Detroit Free Press as well.) He’s where he wants to be.

“I want to open this up to as many people as possible – I want to listen to what the city wants,” Lents said.

 

Furniture Retailer and Philanthropy Giant Art Van Elslander Dies at 87

He was the kind of executive you knew by name. It is likely most people recognized his face as well with his many public appearances, events and activities around Michigan and Metro Detroit in particular. Art Van Elslander was known throughout the Midwest for his philanthropy, furniture stores and big personality.

Van Elslander, 87, died Sunday after a year of treatment for cancer, Diane Charles told the local media on Monday.

According to Art Van Furniture, its namesake founder began working in a Detroit furniture store as a young man. “In just a few short years, he was ready for a bigger challenge and opened his own store on Gratiot Avenue and 10 Mile Road in 1959. His founding philosophy was to provide the community with quality furniture at great prices, with always high standards of customer service,” the website says.

Known then as Art Van’s, Van Elslander was the sole employee of the store, which featured Danish and contemporary home furnishings. Though Detroit’s economy was struggling, the company grew and later the name was changed to the current Art Van Furniture. In 1973, Art Van Furniture moved its headquarters from 12 Mile and Van Dyke Road to the 14 Mile location in Warren, where it is still located today.

After 59 years, Art Van Furniture operates more than 100 stores throughout Michigan, Ohio, Indiana, Illinois and Iowa, including freestanding Art Van PureSleep mattress stores, Art Van Flooring stores, and Art Van Furniture franchise locations, as well as a full-service e-commerce website.

Reaction to Van Elslander’s death highlighted his many local accomplishments.

“The City of Detroit lost one of its greatest supporters and philanthropists today. Furniture may have been Art Van Elslander’s business, but Detroit always has been his heart,” Mayor Mike Duggan said in a statement.

“Art’s kindness and generosity seemed to have no limits,” Duggan stated. “Thanks to his support, families across metro Detroit and the nation are able to share in the annual tradition of America’s Thanksgiving Day Parade. Our premature and critically-ill newborn babies are being given the best chance at a healthy life at the Mary Ann Van Elslander Neonatal Intensive Care Unit at St. John Hospital & Medical Center. And his extraordinary pledge of $20 million for the Solonus Casey Center will help to revitalize another city neighborhood.

“There will never be another ‘Art Van.’ He will be terribly missed and fondly remembered,” Duggan added.

Pontiac Experiencing a ‘Rebirth’ as Companies See New Potential Arising

Like many rustbelt cities, Pontiac has had its fortunes rise, crash and, with the hard work of residents, business owners, community organizations and financial investments, bounce back in a way that is meaningful and, hopefully, sustainable.

In the past few years, Pontiac has enjoyed a revival of sorts in terms of company growth, retail expansion, and renewed tourism. With any revival, there are smaller ups and downs to the process, and the loss of a few high-profile additions has challenged Pontiac in the short term. But many observers agree that Pontiac is moving toward the tipping point toward a long-term renaissance.

Businesses are among the many cheerleaders that see Pontiac’s potential. There’s new investment, such as longtime Pontiac construction management firm George W. Auch Co. building a new facility for its company, the first new-from-the-ground-up project in Pontiac in a long time.

Then there are the newcomers. There’s Williams International Co. LLC, an aerospace defense contractor, that is moving to Pontiac from Commerce Township.

And Troy-based United Shore will be moving its headquarter to Pontiac in summer 2018, gaining 600,000 square feet of office space and a nearly 60-acre campus.

 

 

The new headquarters will nearly triple the company’s office space. More importantly for the financial services company is the amenities they can add for their employees – who are largely millennials. This includes a primary care doctor’s office, a full-length indoor basketball court, massage rooms with a full-time massage therapist, outdoor volleyball court and full-service food court.

Mat Ishbia, president and CEO of United Shore, said he has a soft spot for Pontiac. His mother was a teacher there and still volunteers in education. He played basketball with students and established an attachment to the city that continues to this day.

“Many of our employees live in the suburbs, and Pontiac is a great location for us. It’s a great commute, it’s a great fit for our culture and it’s great for the community,” Ishbia said, emphasizing that the Pontiac headquarters will emphasize the focus on work-life balance that United Shore is known for as an employer.

The move also allows the company to grow even more. Since 2010, the company’s team member count has increased five times, going from 400 to 2,100.

Another reason people are behind Pontiac is investments like the one announced in 2016 through Flagstar Bank. The organization has a “robust corporate giving program,” says Beverly Meek, a vice president with Flagstar who oversees its activities under the Community Reinvestment Act. But Flagstar also wanted to see what would happen if it enhanced its efforts by focusing on a single city in Michigan. Pontiac, located about 10 minutes from Flagstar’s headquarter in Troy, is investing $10 million over five years in the city, which sits in the heart of Oakland County.

In total, $5 million of the funds will be used for homeownership mortgages, providing loans to veterans and developing special products to address the appraisal gap in Pontiac. Another $2.5 million will go toward economic development and business attraction for both new and established small businesses, including those classified as small and micro.

Finally, Flagstar is working with residents, government officials and others to develop financial wellness programs to help Pontiac’s households build assets and wealth. Flagstar also devoted funds to the Flagstar Strand development.

Meek said officials met with Pontiac’s Mayor X Waterman, school officials, city residents and businesses about what Flagstar could do it help. Focusing on these three areas of mortgage lending, small business and financial literacy made sense for everyone and it could be the most impactful, Meek noted.

In terms of mortgage lending, residents told Flagstar officials that they were concerned about the appraisal gap. So Flagstar developed a product specifically for Pontiac. The community also said the city’s large population of veterans needed something to help them purchase homes. Flagstar is now developing its “Community Comeback” mortgage, offering 100 percent financing for veterans.

“We worked with neighborhood housing groups and others in the city with a focus on how to help low- to moderate-income individuals as well as anyone who wanted to purchase a home in Pontiac,” Meek said. “It took us a year to get that program out and we just closed our very first loan. We’re very proud of that.”

Its small business programs are focusing on offering companies that need a small boost for working capital or expansion funds to make it happen, Meek said. It has offered more than a dozen grants and loans to small businesses over the past six months, and these funds are helping pop-up restaurants become permanent locations in Pontiac, including a cupcake shop called Menagerie.

For its financial literacy component, Flagstar is working with the Pontiac school district to come up with a program that will give all 5,000 students the skills they’ll need to find a job right outside of high school or after college. This program, which will be aligned with workforce and business needs, should be launched this spring, Meek said.

“We know these programs can be catalysts for change,” Meek said.

Markets for ‘Panic Buttons’ Now Extend Beyond Traditional Uses

SecuraTrac CEO, Chris Holbert

The products known as “panic buttons” are nothing new – these security measures that alert medical professionals or emergency services when a senior citizen or business needs help have been around for decades.

But what is new is the way that companies including those in healthcare, education, transportation and hospitality are using this well-known technology. In recent years, hotel workers, teachers, ridesharing vehicles, real-estate agents and many others are looking at panic buttons to protect their safety and communicate with safety officials quickly and securely.

SecuraTrac CEO, Chris Holbert

For example, hotel workers in cities such as Chicago and Seattle have introduced or passed laws requiring hotels to provide housekeeping-service workers with panic buttons. The American Hotel and Lodging Association – which includes such top hotel chains such as Hyatt, Hilton, and Marriott – publicly supported these efforts to protect guest and employee safety.

Schools in states that include Florida and Arkansas are providing teachers with panic buttons in schools in order for staff to contact emergency personnel faster. Internationally, taxis and ridesharing services in India are starting to require panic buttons in  vehicles to protect drivers as well as passengers in case of an emergency.

SecuraTrac CEO Chris Holbert said his company is seeing new growth in these industries, boosting the technology and connection within their products to respond to industry needs and reaching out to new employees and companies to let them know about the potential in panic buttons.

“There are so many applications and uses for what we do that the sky’s the limit,” said Holbert, who helped start the company in 2008 along with two other technology-industry executives.

California-based SecuraTrac develops, markets, and sells a suite of mobile safety solutions focused on improving senior and employee health and safety through location-based technology and state-of-the-art, cloud-based platforms. Its goal is to “make a difference for every family” by making their lives safer and better.

SecuraTrac’s solutions for seniors and employees have garnered numerous awards for excellence and innovation including the National Parenting Center’s Seal of Approval, and the Caregiver Friendly Award (from Today’s Caregiver magazine). SecuraTrac has also won the Last Gadget Standing award at the Consumer Electronics Show as well as the CES Mobile Apps Showdown.

The company focuses on three markets, including the lone worker, which looks at the needs of people who tend to work alone and may be in situations where their safety is a concern. This may be real-estate agents, housekeeping employees in hotels as well as taxi or rideshare drivers.

Then there is the senior safety market, which has long been robust and a great space for SecuraTrac with its long battery life and wireless products, Holbert said.

Finally, it is emerging as a leader in the healthcare industry, which has both lone workers such as home-healthcare workers and mobile nursing and other jobs that require a fluid connection between the worker and their base.

When SecuraTrac initially began, it looked at childcare and kid safety as a prime market. When that turned out to be a slower growth area, it adapted to the senior market and healthcare as well as individual safety. Generally, SecuraTrac works within the business-to-business realm, Holbert added.

“Nobody ever thinks something will happen to them while they’re on the job. But bad things do happen. That’s why we want to be there as an option to help,” Holbert said.

The next step for SecuraTrac is letting people know about new models and technological advances, Holbert said. For example, some of its senior solutions have models with a 30-day battery life where the product sits quietly when not in use but then alerts a caregiver that the unit needs to be charged.

It also is investing in boosting signal through 4G LTE versions of its products and international solutions. For example, SecuraTrac is now compatible with seven major alarm and central station software providers, which the company says is the most of any mPERS hardware device supplier and with every major cellular service provider including Verizon, AT&T, and T-Mobile in addition to other carriers in North and South America, Europe, Asia, Africa and Australia.

“We continually try to think forward so we can meet the needs of our markets,” Holbert said.

Police Reporter Takes a Deeper Dive into the Story Through True-Crime Books

Lynn Rosenthal and George Hunter

George Hunter is the ultimate police reporter, working for The Detroit News and covering some of the toughest cases in the Motor City.

He also is an author with two books under his belt now. His newest book with wife Lynn Rosenthal is called “The Sadist, the Hitman and the Murder of Jane Bashara.” It is a new look at the infamous true-crime story about Bob Bashara, a Grosse Pointe Park businessman who paid a handyman to help him murder his wife, Jane.

The book is out now through McFarland Publishers and its new true-crime imprint, Exposit Books.

Q: What inspired this book?
A: I was involved in this story from the very beginning, and after all these years covering crime, it remains the most bizarre case I’ve ever seen. From the start I was thinking it would make a good book. … Why did I write this book? One reason: I like to have projects in my life. I have a lot of excess energy and I find I can stay balanced if I have tasks to keep me focused. Keeps ya out of the pool hall and all that. Also, my wife is a freelance writer, and I thought it was be kind of neat and romantic if we worked on a book together – and it was!

Q: What are you correcting or adding to this story?
A: … While he pretended to be “Big Bob” the rich real estate mogul, he was actually broke. Jane had all the money. So in order to dive full-time into this lifestyle, he wanted to grab her $800,000 401k and other insurance policies. Otherwise, none of the women he courted were likely going to shack up with him, because they seemed to be looking for someone to take care of them.

Q: What did you learn from this experience – it is many people’s dream to write a book.
A: The main thing I learned is: You only get so much space in a newspaper, but with a 90,000-word book you have the opportunity to go into far more detail about the people involved, and their motivations and actions. Also, I think a book affords the opportunity to be a little more subjective in the writing. As a journalist, I cover these events as they’re happening, and despite any suspicions or theories I might have, I have to put those aside and write without editorial comment. While we still stick to the facts in the book, there are cases where we wander into speculation. For instance, we ended one chapter covering the period right after the news broke about Jane’s death, and we posed a few questions: What did Bob think of when he went to bed that night?

Q: What was the most rewarding part of this experience?
A: The best part was seeing Lynn’s parents and mine beaming when we showed them the finished book. Her mom cried when she read the dedication. You don’t make a ton of money on these books, and as you know, it’s a LOT of work. If you break it down by how much money you make per hour, you’d do better working at a burger joint. But it’s wonderful that our parents can have a reason to be proud of us, and are able to brag to their friends “my son/daughter is an author.” That’s the reward.

Coming Back Home

Joseph P. Galvan
Joseph P. Galvan

In late 2017, the U.S. Department of Housing and Urban Development announced President Donald J. Trump’s appointment of Joseph P. Galvan as the Regional Administrator of HUD’s Midwest Regional Office.

Galvan served in the same capacity in President George W. Bush’s administration from 2001 to January 2009. A Mexican American, Galvan is one of 10 HUD Regional Administrators appointed across the United States, and is responsible for the oversight and delivery of HUD programs and services across Illinois, Indiana, Michigan, Minnesota, Ohio, and Wisconsin. He studied to be a Jesuit priest early in his career, then turned his attention to housing, public affairs, and urban planning in college.

Corp! asked Galvan about his inspiration for working in housing and about the December 2017 announcement of $2.4 million in HUD funding to help Michigan families.

Corp!: Where did you grow up?
Joseph Galvan: In Chicago’s near south side in the Chinatown neighborhood. I went to a Catholic high school in a Polish Lithuanian neighborhood called Bridgeport.

Corp!: What was your first job and what did you learn from it?
JG: My first unpaid job was working with my dad. He was a janitor. He worked in a local grammar school and that is where I learned to love to read. He would take me [to work] when I was growing up and I would sneak off to the school library and read all these books. My first paid job was when I was in high school. I was 16 and worked for the Vienna Sausage Company and delicatessen. In the deli, there were three ladies and a manager. They were all [Jewish] survivors of the Holocaust. They taught me a lot about working hard and the value of life.

Corp!: Who was your mentor?
JG: My dad. He was physically handicapped, but never let it stand in the way of providing for his family. He taught me the values of faith, family and country.

Corp!: What brought you back to HUD?
JG: I have always been attracted to housing. I remember taking the bus [growing up] and looking at places in Chicago and thinking about how people could live in these areas. I love this job because you can effectuate change. One of the biggest reasons I came back was to be able to work under HUD Secretary Dr. Ben Carson.

Corp!: What goals do you hope to accomplish?
JG: I know Secretary Carson is [asking] how do we lift people out of poverty, how do we move people forward? Through the EnVision Centers, we will … make change. (Editor’s note: Announced in Detroit by Carson in early December, EnVision Centers is a new initiative designed to help HUD-assisted households. According to a press release, through results-driven partnerships with federal agencies, state and local governments, nonprofits, faith-based organizations, corporations, public housing authorities, and housing finance agencies, EnVision Centers will leverage public-private resources for maximum community impact.)

Corp!: Tell us about the $2.4 million in HUD funding to Michigan.
JG: HUD marked the 25th anniversary of the Family Self-Sufficiency (FSS) Program by awarding $75 million nationally, including nearly $2.4 million to Michigan to continue helping public housing residents and those participating in the Housing Choice Voucher Program to further their education and find good jobs. Family Self-Sufficiency funding is critical in our effort to empower HUD assisted residents by giving them a hand up towards independence and an opportunity to reach their full potential.

(Editor’s note: According to the HUD website, the FSS Program helps local Public Housing Authorities to hire Service Coordinators who work directly with residents to connect them with programs and services that already exist in the local community. The program aims to help participating families find jobs, increase earned income, reduce or eliminate the need for rental and/or welfare assistance, and make progress toward achieving economic independence and housing self-sufficiency.)

Detroit Brings Back Wish Tree in Addition to 10,000 Others Through New Planting Program

 

If you believe wishes can come true, then you need to visit Detroit’s official “Wish Tree.” And if you want to see more trees like this installed around the city, get ready to see a major reforestation effort within Detroit.

This leafy installation occurred in April 2000 when artist Yoko Ono visited Detroit at the behest of local residents Lila and Gilbert Silverman. The couple invited Ono to create something for the city after supporting “Freight Train,” one of Ono’s works displayed at the Detroit Institute of Arts. The original tree, a ginkgo, was supposed to be both a living sculpture and what Ono called “a symbol of faith in Detroit,” according to a Detroit News article from the time.

A small plaque attached to a boulder next to the tree’s location reads: “WISH TREE for Detroit. Whisper your wish to the bark of the tree. yoko ono 2000 spring.” The tree became part of what was known then as Times Square Park. In addition to Detroit, Yoko Ono installed other “Wish Tree” projects around the United States in cities including Washington D.C. to encourage the general public to become more involved with art.

In 2009, the city stepped in again to protect the site and the Wish Tree when it built the Rosa Parks Transit Center. The busy center, where Detroit buses move in and out dozens of times an hour, wasn’t the most hospitable site for a tree, and several versions of the Wish Tree died unexpectedly.

However, the city added a new linden on the site in November 2017 as part of Mayor Mike Duggan’s efforts to plant 10,000 trees in Detroit over a three-year period. With its future shade and comfortable boulder, many passing by the Wish Tree are likely to appreciate Ono’s sentiment and the city’s investment.

Here’s how it will work: The city of Detroit’s Forestry division will be planting 10,000 young trees across the city as part of its ongoing effort to improve the quality of life in Detroit’s neighborhoods. The new plantings will replace the 10,000 or more that have fallen victim to wind storms, the emerald ash borer, disease or old age.

 

The “10,000 Up” initiative, which is part of Mayor Mike Duggan’s 10-point neighborhood plan, got underway earlier in Fall 2017 and already has planted more than 900 trees. The city will spend approximately $3 million per year for each of the next three years to complete the initiative.

“Detroit used to be known as a city of trees, but we have lost so many over the past several decades to various causes,” said General Services Department Director, Brad Dick, said in a statement. “We’ve been putting a lot of energy into removing the dangerous dead trees and felt it was time to get back to planting new trees because they add so much to the community and the environment.”

A central piece of the program is listening to neighbors when deciding where to place the new trees. Neighborhood groups, block club associations, and residents can notify the Forestry department where they would like the trees to be planted. A survey will be created where inspectors can collect addresses and verify if the areas mentioned by residents are viable enough to plant a tree.

The city is spreading the word about the program through door knockers, flyers and word of mouth and encouraging residents to get involved. If a location a resident requests is selected for planting, the Forestry Division will ask that they assist in watering the base of the tree which helps in its growth and rooting process.

The species of tree types being planted will vary based on availability but are expected to have a lifespan of 40-100 years, so they will be around for generations of Detroiters to enjoy.

Meijer, Huggies Help Area Parents through Metropolitan Detroit Diaper Bank Donations

(Rick Osentoski/AP Images for Huggies)
Troy Moore, Chief of External Affairs at the National Diaper Bank Network; Veronica Claybrone, Founder and Director of the Metropolitan Detroit Diaper Bank; Lynette Ackley, VP of Drugstore & Baby at Meijer and Lisa Stehling, Senior Team Leader at Kimberly-Clark pose with a $10,000 check donated to the National Diaper Bank Network at a Meijer and Huggies Donation Event at the Metropolitan Detroit Diaper Bank on Thursday, Jan. 25, 2018 in Detroit. (Rick Osentoski/AP Images for Huggies)

 

 

 

There are some things you cannot live without: Food. Shelter. And, if you’re a parent, that list would have to include those helpful items known as diapers.

National Diaper Bank recently presented a donation of 100,000 diapers to the Metropolitan Detroit Diaper Bank, a member bank of the National Diaper Bank Network on behalf of Huggies and Meijer, the Grand Rapids-based retail chain.

This donation will help the one-in-three U.S. families (36 percent) in diaper need. Diaper need is defined as the struggle to provide enough diapers to keep their baby or toddler clean, dry and healthy.

The event celebrates the larger program that is the result of an in-store promotion at Meijer and its locations around the Midwest. From October 29 to December 23, Huggies donated a day’s worth of diapers for every package of Huggies diapers purchased —up to 400,000 diapers— and Meijer donated $1 (up to $10,000) to the National Diaper Bank Network, which serves communities in need across the country.

This donation event also celebrated Meijer and Huggies fifth year of partnership, which has now enabled both organizations to donate a monumental total of 1 million diapers over the past five years to help support families in diaper need.

 

(Rick Osentoski/AP Images for Huggies)

Hometown Reads Provides Authors With Community, Ways to Spread the Word About Their Books

Becky Robinson

Writing a book seems like an incredibly exciting event in a person’s life – until you realize how much work it is to market that book.

Finding your audience for your words is challenging, and that is why in part Becky Robinson developed a platform for authors called Hometown Reads. Based in Lambertville, Michigan, Hometown Reads is a free place for authors to lists their books, gain community among writers and learn new skills to help with that all-important task of marketing.

“When we started Hometown Reads, I was thinking about the energy that happens when an author can effectively mobilize their local networks – they collectively share that author’s books,” Robinson said, creating a ripple effect to find new fans and readers.

“I thought if we could get the fans who lived near you to share your work through their social chapters, it could help spread a book from the author’s hometown to the world,” Robinson said.

Robinson, who also is the founder and CEO of Weaving Influence, started Hometown Reads because she saw through her other businesses how difficult it is for authors to put together a marketing plan and implement it. She wanted a way to develop ways for writers to work smarter, together.

Becky Robinson

Hometown Reads, launched in early 2016, is a division of Weaving Influence, a boutique digital and public relations firm that specializes in serving authors with comprehensive book marketing services. In addition to its custom book marketing services, Weaving Influence developed a do-it-yourself, book-marketing course called Book Marketing Action Guide.

Each location has its own Facebook page, meetings and activities. Robinson and her staff help pull them together initially, foster their development and spur them to reach out to others. That is funded through her core company, Weaving Influence.

Today, there are nearly 100 Hometown Reads locations representing more than 3,000 books – all developed in the past two years. Each author who signs on brings attention to the website, to the other authors posted there and to the writers in their local area. This helps create a support network and attention to their writing beyond their hometown and into the wider world.

To build the business even further, Robinson in 2018 is revamping the website, adding more communication via workshops and seminars as well as getting Hometown Reads authors to act as Ambassadors, bringing new writers and new books to the website. Collectively, having these wordsmiths work together create connection and attention across platforms, Robinson said.

Now, there are Hometown Reads sites from Asheville to Seattle to Washington D.C.

“HometownReads.com creates community within the book universe. It is a way to harness the power of online connections to introduce authors and readers living in the very same zip code,” Robinson said.

2018 Forecast a Reason for Optimism

Comerica economist Richard A. Dye

Economists are expecting 2018 to be a year of continued modest growth, with most expressing confidence in basic indicators for the national and state economies. The Federal Reserve’s December 13, 2017 decision to raise rates for the third time during 2017 reflected confidence in the economy’s strength and control of inflation.

The University of Michigan, through its Research Seminar in Quantitative Economics, describes Michigan as being in its ninth year of economic recovery, having created an average of 70,500 net new jobs per year from the previous recession’s low point in the summer quarter of 2009. The state’s annual growth rate of 1.7 percent outpaced that of the 1.5 percent nationwide.

For 2018, UM economists see continued progress. “The outlook extends the recovery period to over 10 years—among the longest continuous stretches of job growth in Michigan since the Great Depression.” UM economists forecast 0.9 percent job growth during the first half of 2018 and 1.0 during the second half—a gain of 40,900 jobs. Local inflation, measured by the Detroit CPI, is estimated at 1.5 percent. Personal income growth is projected to increase by 4.4 percent in 2018.

Comerica economists view 2018 as a transition year for the Michigan economy, with a leveling of auto sales, which peaked at 18.8 million units in December 2016, and then “a return to a normal late-business-cycle gradual decline.” Economist Richard A. Dye predicts a 2.1 percent change in real GDP for Michigan with personal income growth of 4.8 percent and unemployment at a low 3.5 percent.

 

 

While Michigan’s unemployment rate has been lower than the national rate during 2017, the state still has not recovered thousands of the jobs lost during the Great Recession. And its relatively positive economy lags that of several of its neighbors. According to Michael J. Hicks, Ph.D., director of the Ball State University Center for Business and Economic Research, “Michigan’s economy continues to underperform the nation and the Midwest, with growth hovering between 1.1 and 1.6 percent through the forecast horizon.”

Grand Rapids/Western Michigan Outperforms the State
The Grand Rapids area, however, outperforms Michigan and the U.S. in several important economic measures, says Jim Robey, Ph.D., director of The W. E. Upjohn Institute for Employment Research in Kalamazoo. Robey was a featured speaker at the annual economic forecast event held in December by The Right Place, west Michigan’s nonprofit, private economic development organization. He provided an overview of 2017 economic performance and a 2018 forecast for the Grand Rapids-Wyoming Metropolitan Statistical Area (MSA), which encompasses Berry, Kent, Montcalm and Ottawa counties.

 

 

According to his analysis, Grand Rapids has been leading the state and nation in recovery from the Great Recession, as indicated by employment growth. Grand Rapids has returned to pre-recession levels of manufacturing employment, unlike Michigan and the U.S. as a whole.

Jim Robey, director of The W.E. Upjohn Institute

“Grand Rapids is a standout in Michigan and the country. Unemployment in west Michigan is 3.6 percent and in Michigan it is in the upper 4s,” Robey says.

He forecasts an increase of 0.7 percent for total 2018 employment in the Grand Rapids MSA, above Michigan, but less than the U.S. He expects the gross regional product for west Michigan to increase by 1.8 percent next year.

“Their manufacturing sector recovered very fast after the recession. Grand Rapids has a great product mix with a strong economy in automotive parts and office furniture. Both are doing well,” he explains. In addition, he says, the local economy has significant design and engineering components.

Consumer Sentiment Is Generally Positive
Optimistic consumer sentiment provides a positive foundation for future consumption and economic growth. Consumers are generally positive about their economic future, according to the University of Michigan Survey of Consumers, based on preliminary published results from their November 2017 survey. “Improved finances were reported by 51 percent of all consumers in November, just below the 17-year high of 53 percent in October,” according to survey results.

Consumers were optimistic about their financial prospects for the year ahead, with an annual income gain of 2.1 percent expected in both October and November, the best two-month average since 2008. Rising home values were cited by two-thirds of homeowners and 60 percent thought the probability was better than 50-50 that stock prices would continue to rise next year.

Deloitte economist Daniel Bachman

Will Tax Reform Stimulate Business Investment?
Congress has just approved and President Trump has signed a major tax reform law that reduces the corporate tax rate from 35 percent to 21 percent. Its supporters claim this will stimulate “repatriation” of overseas investment by American companies.

Some economists are cautious in assessing the bill’s potential impact as a business stimulus. Deloitte’s U.S. Economic Forecast for 3rd Quarter 2017 stresses that businesses make investment decisions based foremost on the cost of capital and product demand. “Even a relatively radical tax reform would not likely translate into a very large change in the cost of capital, which also depends on overall financing costs, depreciation rates, and the expected cost of capital structures and equipment in the future. And research on business investment indicates that current (and future) demand is the main driver of investment in any event,” the forecast states.

Richard Dye, the Comerica economist, is more positive about the impact of tax reform on business growth.

“We do see American companies repatriating jobs from outside the U.S. Reduced taxes could generate payouts in dividends and wages, as well as business investment and stock buy-backs. Tax reform will be helpful to corporations and stock market performance,” he says.

However, Comerica’s December 2017 U.S. Economic Outlook cautions that pressure on the federal deficit resulting from the newly approved tax cuts could jeopardize the Trump Administration’s promise of major investment in infrastructure. Also, the analysis suggests that if federal revenues to states and local governments are reduced due to tax reform and a higher deficit, these government entities may seek compensating tax increases—potentially limiting business investment and personal spending.

Detroit Metro Convention & Visitors Bureau senior vice president, Dave Beachnau

The Global Economy
Several economic forecasts mention uncertain political conditions in Saudi Arabia, a major oil producer, as a possible issue in 2018. However, concern over potential oil price hikes is mitigated by several positive changes. First, the U.S. continues to reduce its dependence on foreign oil sources. In addition, the capacity of American oil wells that are “drilled and ready to go is huge,” says Robey.

In the past, he says, a spike in gas prices might have shifted consumer preferences from trucks and SUVs to smaller, more fuel-efficient cars. But now, most vehicles, regardless of size, achieve better mileage so buyers are less price-sensitive when gas costs increase.

While the uncertainty of oil prices may not be that threatening to the auto industry, potential changes in international trade agreements, especially NAFTA, could have a substantial impact on car production and pricing. The Trump administration has expressed strong interest in rewriting trade agreements with the stated goal of “leveling the playing field” for all trade partners and discouraging American companies from relocating jobs overseas.
Deloitte economist Daniel Bachman considers trade issues as a potential driver of slower growth.

“The auto sector in particular is most affected by NAFTA. A breakdown would have a short-term impact on the auto industry and the economy with reduced hiring and growth,” he says. However, Bachman suggests that even if the treaty “goes away,” its enabling legislation might remain and the issue might go to court. Robey suggests a reversal of NAFTA could be disruptive to automotive and supplier production, some of which could move to Asia.
Despite uncertainty about the impact of tax reform and trade agreements, economists are generally confident of continued modest economic growth for 2018. Deloitte’s Bachman expects continued job growth and strength in Europe.

“That is good for us,” he says. “Capital is flowing back into Europe and the dollar is falling, which is positive.” Deloitte’s baseline estimate for 2018 calls for 2.4 percent growth in U.S. GDP with a probability of 55 percent.

Comerica grades the 2018 economic outlook as a “B” because of forecasted real GDP growth of 2.8 percent. Dye says that a higher grade would require consistent strong GDP growth of more than 3 percent.

The University of Michigan’s RSQE forecast calls for U.S. GDP growth of 2.5 percent in 2018, noting that this is less than what was assumed in President Trump’s budget proposal. Their 2018-2019 outlook states, “We expect all major private components of domestic final demand to expand at a robust pace over our forecast horizon. The likely passage of deficit-raising tax cuts will put downward pressure on federal government spending growth during our forecast horizon.”

Estimates of the increase in inflation, as measured by the CPI, are in the 1.7 to 2.1 percent range. The Federal Reserve’s inflation target is below 2 percent. Further decline is expected in the national unemployment rate in what some already consider a “full employment” labor market.

Stability and modest growth seem to define economic expectations for 2018—both for Michigan and the national economy.

 

Hiring Well is Often a Matter of Aligning Cultural Fit, Performance Goals

Stephen Miles, CEO of The Miles Group

Finding talent – hiring, training and encouraging employees – is one of the top tasks of any organization. Getting the right person in the right job can be the difference between a successful business and one that struggles, human-resource experts agree.

Stephen Miles, CEO of The Miles Group

Coming into the New Year, the stakes are even higher as company leaders, especially high-profile CEOs, come under fire for setting the tone for incoming talent, says Stephen Miles, CEO of The Miles Group (TMG).

“Boards and investors are pressuring CEOs not only to set the right tone at the top, but also to make sure talent throughout the organization is completely aligned both in performance goals and in cultural fit,” Miles said. “But many companies, if they are not already in the middle of one, are on the brink of a talent failure – and they might not see the mistakes that got them there.”

Hiring expert Scott Wintrip agrees. The author of “High Velocity Hiring: How to Hire Top Talent in an Instant” says the real problem is that businesses believe a dangerous set of myths around hiring and that these myths are hurting organizations everywhere.

“The skilled worker shortage will only become more noticeable in the future,” Wintrip said. “As globalization increases, borders will matter less, creating a talent competition unlike anything we’ve ever seen. It’s crucial to immediately disengage from those myths around hiring that prevent you from efficiently finding good employees. Once you counter the myths that are slowing your selection process, you’ll see that good talent really isn’t hard to find after all.”

TMG develops talent strategies for organizations, teams, and individuals that focus on high-performance, world-class leadership. Through assessments and development, coaching, leadership transition planning, and organizational design, TMG helps clients cultivate exceptional talent from the C-suite to the next generation of leaders throughout the organization. Its clients include many of the Fortune 100 as well as VC portfolio companies, firms in transition, and organizations around the globe and across industries.

Here are TMG’s “Top 10” management mistakes CEOs must be on the lookout for throughout the remainder of 2018:

Downplaying cultural risk. “Shareholders, the media, and consumers – not to mention regulators and prosecutors – will only increase pressure on companies to take a hard look at their corporate culture,” says William Stern, managing director at TMG. “All C-level officers and board members – not just HR – are going to be held accountable for how a company’s culture plays out in both official and unofficial ways, and will need to mitigate the cultural risk that could damage the organization and shareholder value.”

Settling for weekend warriors vs. Ironmen. “It used to be that if you had an executive coach, something was wrong; today, something is wrong if you don’t have a coach,” says Taylor Griffin, chief operating officer of TMG. “Effective leadership development is an Ironman activity – it takes continuous commitment and constant improvement. Treating it as an intermittent activity won’t give people the results needed; companies must identify the truly coachable talent who want to do the hard work of development.”

Ignoring the drafting effect. “Strong executives in a leadership role can often lift the performance of their team, causing people to believe that the whole team is equally talented and capable,” says Matt Bedwell, managing director at TMG. “Unfortunately, this often doesn’t hold true. When that leader moves on and someone else from the team steps into the role, there is a chance that person will fail – much to everyone’s surprise. It’s critical to unbundle the drafting effect by getting very specific in your diagnostics of the leader to see where he or she could be pulling the weight of others.”

Always being “one short.” “CEOs often ask us why, if their company does talent management so well, they are always one short when it comes to finding the right person for an open role,” says Courtney Hamilton, TMG managing director. “Simply having a talent management process in place can instill a false sense of security about one’s bench – it’s necessary but not sufficient. Companies often waste time trying to fix what’s broken when they should be investing in their highest performers and grooming them for future roles.”

Not building competitive muscle. “As growth slows in both the U.S. and abroad, companies can’t wait for the economy to lift all ships,” says Miles. “They must grab market share from competitors in order to grow. Given that there has been such a focus on cost-cutting over the past decade, to the near exclusion of other priorities, there is only a small subset of executives who are willing to really get scrappy and do what it takes to take share.”

Thinking too small about diversity. “The highest performing teams are often diverse, but the lowest performing teams are often diverse, too,” says Griffin. “Leaders may not have the tools to lead diverse teams, and team members may not be able to express themselves in a way that allows for both a cultural fit and their unique differences. Diversity must be broadened beyond identity diversity – gender and ethnic differences – to include cognitive diversity, which expresses itself through different personality types or leadership styles or the way people think about solving problems. Companies need this full-spectrum diversity to drive growth.”

Not assessing for the ability to “disagree and commit.” “Lack of agreement from a team member isn’t a problem – but a lack of commitment is,” says Stern. “Not everyone can agree on every course of action. People need to be willing to have their airtime on a topic, and, if it goes a different way, they need to be able to disagree but still commit 100 percent. A leader must be assessing the team members’ individual abilities to ‘disagree and commit’; if there is any evidence to the contrary, the leader needs to step in immediately for corrective action.”

Focusing on “change management” vs. maintaining organizational fitness. “When times are good, companies typically get undisciplined about improvement and ‘put on a few extra pounds’ – success covers up a lot of sins,” says Bedwell. “Then, when hard times hit, executives embark on ‘change initiatives’ at which they are unpracticed – and start changing things that are actually working, compounding the problem. Instead of this cycle of gaining a few pounds and then frantically working them off, companies have to maintain ongoing organizational fitness. Building this fitness into your corporate DNA gets you away from project-based change and makes it part of your corporate culture.”

Underleveraging your “top 100.” “CEOs frequently underutilize the top 100 people in their organization as tools for communicating the vision of the company,” says Miles. “The three layers – a CEO’s direct reports (typically the top 8-11 executives); the next level of direct reports (another 20-30 executives); and then those who fill out the top 100 in a company – are where a CEO can create leverage of inspiration, influence, and alignment. Engaging all three layers by connecting them and their roles to the overall strategy of the company has a dramatic impact on the broader organization. They are the ones who will cascade the strategy and get more people aligned to drive the strategy forward.”

Not investing enough time in your talent’s “micro” moves. “Managing talent has traditionally focused on helping direct reports with their ‘macro’ moves – how they are going to make the significant career moves that will pave the way up the corporate ladder,” says Hamilton. “But focusing on these big moves with new titles ignores some of the most important work of their career, such as being given opportunities to present to the board, lead a key meeting for the company, or lead a big project or initiative. It’s critical to help your talent make these continuous ‘micro’ moves that will aid their development and allow them to truly grow into roles.”

For Most Individual and Corporate Taxpayers, New Tax Law Appears to be Positive

Steve Boggs

Remember the talk about Americans, weighed down with the complexity of the U.S. tax system, finally being able to file their taxes on a document the size of a postcard?

Not many people are talking about that, now that the Tax Cuts and Jobs Act is the law of the land.

Steve Boggs

Steve Boggs, the managing partner of Grant Millman & Johnson, predicts the changes as having an overall positive effect on the economy, although how individuals and corporations will be impacted differ somewhat.

Looking at the system as two “sections”—individuals and businesses—is a good start.

For individuals about two-thirds to three-quarters will see a reduction in overall tax, the result of a change in itemized deductions.

Business owners are likely to see additional benefits resulting from changes to the corporate side of the tax code, including flow-through credits, which are subject to a somewhat complicated formula.

The big winners appear to be the C-Corp entities (the larger companies, like General Motors) who will see their tax rate drop from 35 percent to 21 percent. For closely held (S-Corp and partnerships) the drop won’t be as much.

Still, Grant Millman, based in Novi, Mich., says a reduction in five of the law’s seven tax brackets (a number that carries forward from the previous code), the rates of tax are reduced for all but two, the exceptions being the 10 percent and 35 percent brackets.

But back to the goal of simplicity for a moment.

It turns out that eliminating the deduction for personal exemptions and a near doubling of the standard deduction will have the effect of reducing by half the number of taxpayers who would otherwise do better by itemizing deductions.

“Of course, that group will realize less of a net tax benefit than those taxpayers who do not now itemize,” says a document sent to Grant Millman clients. “The loss of many itemized deductions will channel an even greater number of taxpayers to the standard deduction.”

Some of the changes are temporary in nature, typically expiring after 2025, which means taxpayers need to look ahead when considering their long-term strategies.

On the business side, sweeping changes now entrenched in law include the corporate tax rate reduction as well as a litany of adjustments in areas like bonus depreciation, the treatment of items purchased (expense or capitalization), interest deductions, and how income from partnerships, S corporations, and sole proprietorships is treated.

Clearly, the best advice is to consult a professional.

Boggs of Grant Millman said the changes definitely add to the complexity of tax law (formally known as the United States Internal Revenue Code).

“We’ll be seeing a significant amount of regulations coming behind that,” he said. “Those will explain what lawmakers are trying to do.”

For Boggs, that’s typical.

“When the original proposal was brought forward, around the September timeframe, it was pretty straightforward,” he said. “We thought ‘this isn’t so bad’ but then once the politicians got into it, there was a fair amount of horse trading going on, which complicated things.”

And that has generated questions that have yet to be answered with a high degree of certainty.

“From a small business owner standpoint, it’s definitely more complicated,” added Boggs.

Michigan Opera Theatre’s Chairman of the Board Receives National Award, Recognition

 

It’s an honor that puts Michigan at the top of a very prestigious list: Long-term Michigan Opera Theatre Chairman R. Jamison “Rick” Williams is being honored with a 2018 National Opera Trustee Award from Opera America.

Williams was one of only four people across the country to receive the award, which recognizes outstanding trustees of U.S. opera companies for exemplary leadership, generosity, and audience-building efforts on behalf of their respective organizations.

Opera America selected Williams in recognition of his advocacy and problem-solving prowess, citing his 15 years as Chairman of the Board, and a legacy highlighted by his successful navigation through the 2008 recession.

OPERA America, the national service organization for opera and the nation’s leading champion for American opera, in January announced the recipients of its 2018 National Opera Trustee Recognition Awards. Now in its 11th year, these awards honor outstanding trustees of U.S. opera companies for their exemplary leadership, generosity and audience-building efforts on behalf of their respective organizations.

The recipients of the 2018 National Opera Trustee Recognition Awards will celebrate this achievement at a Feb. 23 event in New York City.

Each year, OPERA America’s Professional Company Members are invited to nominate one of their trustees for this award. Through a competitive adjudication process, honorees are chosen by a National Opera Trustee Recognition Program selection committee. The honorees display a significant range of accomplishments, profound generosity and a deep devotion to promoting opera in their communities.

R. Jamison Williams

Q: One doesn’t hear “opera house” and think “customer service” or “problem solving.” What did you do to stand out?
A: While it is a performance venue, the Detroit Opera House is still a business that relies on both ticket sales and donor support in order to succeed. In regard to ticket sales, that means offering a complete experience for patrons to enjoy. In addition to quality performances, that it includes offering friendly and informed ushers, informative talks and materials, refreshments, and of course, the beautiful atmosphere of our historic Opera House.

When the 2008 recession hit, it affected Detroit more than most. Michigan Opera Theatre has been part of the effort to revitalize Detroit for over 40 years and we were determined not to allow this incredible arts organization to fail. It took an incredible effort on the part of many people to raise the level of support and negotiate with our creditors in order to survive. We have many passionate supporters of MOT, and I am very proud of what we have been able to accomplish to bring this organization and the Detroit Opera House to the place it is today. We have a very bright future.

Q: How does building a relationship with audiences fit into what you do at MOT?
A: Our audiences come for more than seeing a performance, they come for a complete theater experience of relaxation and enjoyment. This means every aspect of their visit with us, from ticket sales to refreshments to finding their seats, needs to be pleasant and complementary to the show itself. Relationship-building is at the heart of our business. Our audiences have unlimited choices of how to spend their money. If we don’t build good, strong relationships with our patrons, we don’t belong in this business.

Q: What else is new at MOT?
A: At MOT we are constantly looking for opportunities to expand our audiences and share opera and dance with those who have never had an opportunity to experience it. We strive to do that with our MOT Studio young artists program, which offers advanced training and performance opportunities for up-and-coming singers. We use these talented young people as ambassadors, taking our product to new markets and smaller venues where we can entice younger audiences.

We also have a strong educational programming department that both brings dance and opera into schools and brings students to the Detroit Opera House to see performances. We recently partnered with the Detroit Public Schools Community District as part of the Cultural Passport program, where we are bringing in 2,500 fifth-graders to attend dress rehearsals of our spring performances. We plan to double this number next year to eventually reach all fifth-graders at DPSCD and expand to other grade levels.

Model Earns Experience, Knowledge Through Her Role on ‘America’s Next Top Model’

Rio Summers, like many young women, dreamed of having a career that inspired her, made her work hard toward her goals and brought joy to others.

Summers, 23, of Detroit, has found it within the world of modeling. Recently, her hard work within this challenging field received recognition from VH1, which cast her as one of the 14 models on the 24th season of “America’s Next Top Model.”

If you’ve never watched it, America’s Next Top Model is a competition of new models who have to do sometimes crazy modeling challenges, be photographed while underwater, hung above the clouds or even dressed in costumes. It’s the best kind of reality television in that the models truly work hard and go through actual transformations during the competition.

At stake is a modeling contract with Next Management, PAPER Magazine fashion spread and $100K from Pantene Pro-V, the world’s #1 hair care brand known to inspire women through its Strong Is Beautiful campaign.

Previously announced model superstar Tyra Banks has returned as the celebrity host. Banks, whose knowledge of the industry really makes the show, is joined by panel of judges supermodel and body activist Ashley Graham, Paper Magazine Chief Creative Officer Drew Elliott and celebrity stylist/image architect Law Roach.

Q: What interested you in modeling?
A: As a child I would see models running Hollywood, looking so glamorous and invincible. It was something I thought would raise my self-esteem and make me happy. I was stopped frequently whenever I was out with my mother and people would remark on how I should be modeling. Listening to how sincere they sounded made me believe I had a shot at becoming just like the beautiful and successful women I’d see in the media when I grew up.

Q: Why apply for a show like America’s Next Top Model?
A: ANTM is a beacon for women who may not fit “traditional” beauty standards but are incredibly fierce and total bosses in their own right. I knew that if I were to be accepted, I’d be whipped into shape and given the chance to truly live out my dreams. Learning from the judges, the challenges, and the other contestants can really take you from an amateur to a force to be reckoned with in a short time. I also felt compelled to give it a shot seeing as I’ve been compared to Tyra Banks most of my life.

Q: What have you learned along this journey so far?
A: Wow, we could be here all night for this one! I’ll tell you the most important things I’ve learned. I know that I struggle with showing vulnerability and protect myself with many walls. I’ve learned that successful modeling is definitely NOT just being a pretty face/nice body. I now understand that I don’t need everyone to like me and that you will not always like the people you’re working with.. That’s okay. You also don’t need to be a size 2 cookie cutter beauty to be absolutely fabulous, SO IMPORTANT!

 

Stay-At-Home Moms Can Blaze Their Own Trail, Author Says

Kristin Helms

Call them a “hidden workforce” of sorts: There are millions of mothers  who are choosing to put their careers on hold and stay home with their children.

As a previous marketing manager of a Fortune 500 company turned stay-at-home mom, Kristin Helms, author of “From Boardroom to Baby: A Roadmap for Career Women Transitioning to Stay-at-Home Mom,” has made a career of offering advice on how to achieve a fulfilled life for moms in the same position.

Helms uses her experience founding, launching, and continuing to run Tribe Magazine, an accomplishment achieved during her daughter’s naptime. Tribe Magazine is a collaborative online publication exploring the heart and soul of motherhood. Helms reaches more than 75,000 moms daily through her popular website and active social media channels. She’s had the pleasure of publishing and collaborating with more than 200 mom writers, authors, and entrepreneurs since launching Tribe in 2016. She is also a member of Women Writers, Women’s Books, Publishing Mom Bloggers and Boss Moms.

Her motherhood guidebook, “From Boardroom to Baby,” (January 2018) uses her experience in the corporate world and decision to transition into stay at home mom to empower other women and ease their transition process.

Q: Moms tend to be the toughest on themselves. How do you rebuild a career/confidence after a long break in your career trajectory?
A: I think the key is not to view it as a “break” but rather a change of focus – it’s not abandoning one’s past education and skillset but rather, placing it on the back burner for a period of time while a woman focuses on her child/children. And if a woman plans to re-enter the workforce at some point, it’s important to stay involved with activities or side projects outside of motherhood (volunteering, consulting, hobbies that might translate well on a resume, or even launching a side business from home). By creating and actively participating in an outlet outside of motherhood, moms will be able to keep their confidence and well-being whole while also staying relevant and exercising business skills. I believe it’s also important to keep and foster friendships and contacts in one’s industry so when a mother is ready to redirect focus to the workforce again, she has a strong network behind her.

Q: What assets do at-home moms have to share with potential employers?
A: As family leaders, moms have mastered the arts of time management, multi-tasking, priority-focused, dedicated hard work. These fine-tuned skills that elevate and expand throughout motherhood will definitely translate over to careers when/if at-home moms re-enter the workforce. Next comes fierce motivation. Women in general are undoubtedly motivated to do well and advance throughout their careers, but as mothers, there’s an urgent need to succeed not only for themselves, but for the well-being of their families.

Q: What big takeaways should moms find from your book/work?
A: That “staying home” with children shouldn’t strip women of identity, work ethic, self-confidence and power. While the older, more outdated definitions of stay-at-home moms may threaten to do these things, new stay-at-home moms should find solace in the thought that they can design “staying home” in a meaningful, compelling way. While domestic responsibilities are still a part of the role, there are also bigger powers at play — like, dedication to raising well-rounded human beings, exploring and introducing children to the world, identifying and fostering an outlet outside of motherhood (launching a business or mastering a hobby), and practicing self-care so these women can continue providing the very best to their families, their communities, and themselves.

How Two Smaller Companies Discovered ‘Sweet Spot’ Through Merger

 

Businesses looking at a merger or acquisition may feel fear at the thought of what will happen to their company, culture and vendor relationships after the deal is closed.

But there are examples of how such an agreement can be beneficial if the parties involved think through the ways they approach the joining of the organizations, how they mutually benefit and the long-term outcomes, merger and acquisition experts say. And there are likely to be more M&A activities throughout 2018 as businesses look to boost sales and investments.

Last year, a merger between two smaller companies with similar backgrounds created a new entity known as Motor City Industrial LLC. The original two companies are Motor City Fastener LLC, a Detroit-based industrial distributor with locations in Hazel Park and Farmington Hills, and EMCO Inc., a Charlotte, N.C., industrial distribution and service business.

Both companies had strong histories, long-term employees, wonderful relationships with their customers and many other positive qualities that made them perfect acquisitions, said CEO Joe Stephens was then brought on as CEO of MCI to quarterback the acquisition.

“That’s a sweet spot for us,” Stephens said. “We find organizations flourish and grow quickly when you give them the tools to do so.”

It’s a trend you’re seeing across the United States – companies are looking for partnerships through mergers and acquisitions that help them be quicker, smarter and leaner at what they do than their competition, said Ralph M. Della Ratta, head of Mergers & Acquisitions Advisory for Citizens Capital Markets

Interest among middle market companies in both buying and selling has increased significantly in the past year, fueled by rising valuations, economic optimism and an ongoing drive to find growth, according to the seventh annual Citizens Commercial Banking Middle Market M&A Outlook. The bank’s survey of 400 business leaders shows a boost both in activity and confidence over 2017.

Both sellers and buyers agree that the seller’s market of the last few years will likely continue. Fifty-six percent of sellers are either currently involved in or open to M&A activity in 2018, up from 48 percent in 2017. Seller confidence is also on the rise as 35 percent of sellers are highly confident they will complete a deal this year, compared with 25 percent in 2017

“There’s a tremendous premium on cranial capacity,” said Della Ratta, referring to the brain power that fuels businesses. “Things are moving at light speed in industry today, and a lot of dollars are chasing companies that do it better, faster and smarter. … We see lots of interest in companies buying other companies that do what they don’t do, do it better or do it differently.”

In the case of Motor City Industrial, it was a matter of two complementary companies coming together and adding new technology to the mix. EMCO, for example, was founded in 1954 and has a great reputation among customers for providing a variety of electrical, mechanical, fluid power and automation products to industries throughout the Southeast.

By adding EMCO to Motor City Industrial, it doubles the size of the company, expanded its product lines and services and added new locations throughout the Midwest and Southeast. Together, the two companies provide a powerhouse of industrial products and services to better serve clients in the automation, defense, manufacturing, automotive, and maintenance and repair operations space, Stephens said.

Stephens, who has more than two decades of experience in the industrial supply industry, said that companies like his look for local and regional partnerships for three main reasons: Market or brand recognition, long employee tenure and good inventory management. Smaller or local companies do these things very well and they understand their markets in a way that makes them extremely valuable assets to potential mergers.

National companies or larger firms also bring something valuable to the table when it comes to these kinds of industrial supply mergers – technology. They have the competitive advantage in that they have invested time and money into the latest tech, and they can supply this to the smaller partners in the merger or acquisition, making their business work better as well.

MCI has the kind of technology that makes it very advantageous to its new relationships with EMCO and Motor City Fastener, Stephens said. EMCO’s customers will also now have access to Motor City Industrial’s best-in-class supply chain management systems, including Crib Boss, the firm’s smart inventory management system. Through the use of electronic scales and vending, Crib Boss is able to map customers’ supply chain and create a cleaner, more efficient inventory flow with enhanced visibility for both OEM and MRO products.

“We’re in a production environment in the United States where increasingly productivity and efficiency is necessary to compete in a global marketplace,” said Stephens.  “Manufacturers have an incredible appetite for efficient strategies (and) bringing these new technologies to the table means everyone can make and move their parts to where they need to be in a better fashion, so everyone wins in terms of new growth and better supply chain.”

Motor City Industrial is backed by Kian Capital Partners and Oakland Standard Co, both experienced in the industrial distribution sector and open to additional partnerships that will expand MCI’s products, services and geographic footprint, Stephens added.

Experts Committed to ‘Transformative Development’ Will Gather in Detroit This Spring

The Urban Land Institute, a global real estate focused organization whose members are dedicated to the responsible use of land, will be holding its 2018 Spring Meeting in Detroit, an area that is seen by many of its 40,000-plus members as being one that reflects the ULI’s mission.

Eric Larson

Eric Larson, who heads Larson Realty Group and who serves on ULI Michigan’s leadership team, said the meeting, to be held May 1-3 at Cobo Center, presents a unique opportunity to showcase what Detroit is doing.

“Transformative development is happening throughout Detroit in what has become a living laboratory that is changing the way we think about the possibilities for our built environment,” said Larson, calling the Spring Meeting “a unique opportunity to showcase many exciting opportunities to our members in the Americas region and around the globe.”

The ULI Spring Meeting routinely draws nearly 3,000 of the organization’s most engaged members, including renowned industry experts who share insights on all aspects of real estate.

Mark LoPatin

Organizers say a major focus of this meeting will be the reinvention of urban areas into thriving places that are drawing talented workers and businesses, becoming in the process magnets for investments.

With metropolitan Detroit experiencing a renaissance of sorts, it is seen as a prime example of this urban revolution.

Along with Larson, the host committee includes Mark LoPatin, president of LoPatin & Company; Robert Schostak, chief executive of Schostak Brothers & Company, Inc.; and Robert S. Taubman, chairman, president and CEO of The Taubman Company.

Robert Schotak

Schostak expects attendees to benefit from networking opportunities, pointing to “abundant sharing of this post-bankruptcy urban rebirth in a setting that showcases Detroit as a dynamic forward-looking city.”

ULI has a strong history of involvement in Detroit, notably through awards programs as well as engagement with local officials and the business community on major land use and urban development issues. The organization’s local leaders have also been part of the city’s evolution.

As recently as 2013, Midtown Detroit was chosen as a winner in ULI’s Global Awards for Excellence, one of the industry’s most prestigious. Jurors noted Midtown Detroit’s emergence as a symbol of a reimagined Detroit complete with new development, a focus on density and walkability, and a growing, diverse population.

Robert S. Taubman

That same year, ULI convened an Advisory Service Panel of nationally renowned land use and urban development experts to advise the Southwest Detroit Business Association on the economic development potential of a site along the West Vernor commercial corridor, which has since been revitalized with shops and restaurants.

Three years earlier, in 2010, ULI chose Campus Martius Park as the first winner of its Urban Open Space Award, at least partly citing the park’s role in helping to catalyze the revitalization of downtown—serving as a primary gathering place, a draw for economic development, a beautiful signature square, and a positive image for Detroit, locally and internationally.

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