Insight 
April 2013

Mike Zielinski is sprinting on a fast track toward launching a new company – one of several that aim to breathe fresh economic vitality into Northeast Wisconsin. Cheered on by a crowd of investors, mentors and corporate leaders rooting for success, Zielinski and four other entrepreneurs are this year’s graduating class of Fast Forward 1.0, a beta initiative aimed at incubating fast-growth companies to attract capital and talent to the New North region.

“Fast Forward is exciting because it rounds out our entrepreneurial ecosystem and brings venture dollars and a pipeline of jobs flowing into this state,” says Zielinski. He should know. As a member of the New North Small Business and Entrepreneurship subcommittee, Zielinski has been at the starting line with Fast Forward, participating in the project’s beta program. 

Accelerating growth

Launched one year ago at the first Technology & Human Innovation Networking Conference – THINC! – Fast Forward is training a generation of innovative thinkers expected to grow the region’s investment base. (Insight’s THINC! 2013 event will be May 14 at UW-Fox Valley; for details see Connections, page 18.) The idea is to create companies that will spawn high-paying jobs and generate innovative products and services in new markets. Their target: $12 million in revenue within five years.

“The economy is strong in Northeast Wisconsin; we want it to be vibrant. In order to have that, we need all different types, shapes, sizes and flavors of companies operating and growing and creating jobs here,” says Amy Pietsch, director of the Fox Valley Technical College Venture Center and the Fast Forward program.

Pietsch says the Fast Forward process identifies high-impact leaders and accelerates their ability to access capital. This scalable, organizational model was developed in 2011. It matches regional and community resources with fast-growth start-ups, putting the focus on matching resources to needs for firms ready to leverage those resources towards capital objectives.

The “beta” version of Fast Forward 1.0 simply means that the program’s designers see this initiative as an experiment in which to learn key discoveries – such as best practices and unexpected risks – opportunities that will perfect the program’s new and improved 2.0 version.

The Risk Factor 
The Fast Forward model is unique in that the mentoring element can quickly identify and coach companies and surround them with technical capabilities, as well as private and public resources for fast growth. Not all of the jobs created will necessarily be in Northeast Wisconsin. For that matter, the company itself may open its doors outside of the region.

“There’s no guarantee that won’t happen. In the course of directing our energy around a program that positions those not-ready-for prime-time entrepreneurs with big potential in a high-risk program, I don’t think it’s any more risky than not doing this. If we are successful in producing these companies, the revenue and the jobs will come,” explains New North Executive Director Jerry Murphy.

For Zielinski, those jobs can’t come fast enough. His catalyst company, RightDoc, will soon connect Wisconsinites seeking health care services to online profiles of 25,000 doctors, dentists and chiropractors across the state. Eventually RightDoc will launch nationwide, with more than 1 million profiles to start. Zielinski anticipates adding up to 100 jobs to his payroll during the next five years. But before he could prepare to pitch his ideas to investors, Zielinski needed to spend a considerable amount of time learning the ropes from those who had been in the trenches. That’s where mentors come in.  

Tapping the experts 
Fast Forward’s mentorship element prepares entrepreneurs to execute a robust business plan that will add value and vitality to the region by attracting and retaining great talent. 

Last November, when the six Fast Forward candidates were chosen (one has dropped out due to health concerns) from a field of 28, they each were matched with mentors who coached, prepared and brought them up to speed on the unique challenges they’ll face in this fast-paced journey. 

Mentors for Fast Forward must be successful, seasoned founders and principals who have invested in the New North region and are ready and willing to pass their wealth of knowledge to fledgling leaders. Zielinski’s two mentors, retired Outlook Group CEO Glen Yurjevich and Jack Riopelle, retired CEO of Wisconsin Film and Bag, both come with considerable experience that can help them see potential roadblocks the newcomers often can’t.

“Without the mentors it would be significantly more difficult to succeed in this challenging marketplace,” says Riopelle, who serves as mentor team leader for Fast Forward. “Every one of our candidates brought us great business plans, but there were some large ‘black holes’ that were obvious to the mentors but not to the entrepreneurs. If they had tried to pitch their plans to investors without first consulting with us, they’d have been blown out of the water and denied their chance.”

“Mistakes do teach,” echoes Fast Forward mentor Randall Lawton, the semi-retired CEO of C.A. Lawton. “I looked at it as a two-way street. I’ve had 40-plus years in executive management and can share my mistakes and lessons learned. When one goes through the process as a Fast Forward candidate, they probably feel put upon because mentors insist they practice certain old school disciplines in the correct order – but these are all necessary steps today’s leaders need more than ever before.”

Zielinski humbly and wholeheartedly agrees: “Jack and Glen are not only helping prepare my strategy, they are refining my product. I could not have gotten this far without them.”

Building RightDoc
In his 10 years of working in the health care arena as an orthopedic physical therapist, Zielinski’s niche has included some difficult physical therapy cases referred to him by other doctors. He learned from conversations with his patients that finding the right provider to fit their unique needs was often a trying, expensive ordeal.

“Patients could spend years visiting practitioners, wasting precious time, submitting to duplicate tests and spending their health care dollars in search of the solution. And if your insurance plan accepts multiple providers and clinics, how does one sort through them all? I saw an opportunity to help narrow that search, whether it be for doctors, therapists or dentists,” says Zielinski.

In 2011, Zielinski put his ideas onto paper and made connections that eventually led to the Venture Center, which helped vet some of those ideas. His new company, RightDoc, provides a robust library of physician and specialist profiles. The basic information is just the start. Individuals and clinics can edit their profiles and add as much data as they would like to help their patients make good decisions.

“We create the profiles as placeholders for all practitioners, and doctors can use our free template to add photos, videos, and basic information, including professional experience and personal statements. We also provide a premium level of service that allows providers to fully customize their profiles with a number of other enhancements to help potential patients learn more about them and practice online reputation management.”

Unlike similar models on the East and West coasts, RightDoc focuses on both patients and doctors rather than patients only.

“Health care professionals often have a negative view of similar sites, where patients can negatively rate (often unfairly) their experiences with doctors. We still allow for patient feedback but we focus on allowing patient endorsements based on a provider’s specific areas of practice. This allows us to help people assist others in finding good doctors.”

His mentors are impressed.

“Mike is a bright jewel who has done everything that we’ve suggested, and Glen and I are extremely excited for him. His business model was extraordinarily written and he had researched a lot of things that were germane to his business model. I think Mike will be among the first in this pilot program to get funding because of the work he had done up front,” says Riopelle. A lifelong Fox Cities resident, Zielinski is looking forward to bringing more jobs to the area. “This is home for me, and I am excited to give back to my community and the New North,” says Zielinski, who will eventually hire technical and skilled professionals in IT, programming, web development and sales at his Appleton facility.

Part of giving back, he says, is someday doing for others what his Fast Forward mentors have done for him.

“Fast Forward mentorship is a phenomenal thing to do, and we’ve built a dynamic relationship that has helped me discover my blind spots. I thought I had all of my bases covered, but my mentors refined my strategies and focused my energies, giving me the connections and feedback I needed.”

Heartfelt Celebrations > A Business Model Shifts
Tom Vandenboogart spent the past 25 years as a scientist at Kimberly-Clark. But when the economy slumped and he was offered a package to retire, he gladly took it as a challenge to launch his next adventure: Heartfelt Celebrations, Inc. He began to develop a business model based on insights he’d learned about the baby boomer generation. As this generation enters its golden years, Vandenboogart saw a unique opportunity to tap into one particular truth:

“Boomers like to buck tradition and do things their own way. We often struggle with traditional end-of-life planning, and don’t necessarily want the predictable ceremony,” says Vandenboogart. “The question is, what do we want instead?” 

The answer seemed to center around legacy and story. So he began to build his business model for Heartfelt Celebrations around customizing alternative traditions that capture and celebrate a life well lived. It was an idea with heart, and a model that won the Marquette University and Kohler Business Plan of the Year for 2010, and was a top contender for the Governor’s Business Plan competition.

But something was missing. With neither entrepreneurial experience nor funding, Vandenboogart sought the Fast Forward program and found the right mentors to help him fill both gaps.

“My mentors, Randy Lawton and Jon Wright, helped me focus on go-to-market strategies and customer alignment through networking and connections. It’s finally happening now that we’ve fine-tuned my model to be more specific to generating revenue.”

For Lawton, mentoring Vandenboogart was especially satisfying.

“The overall idea of helping people with end-of-life celebrations is a wonderful concept,” Lawton says. “But creating a sustainable business model from that is a challenge when you’ve never run a business making your own calls and spending your time and resources in startup mode." 

Vandenboogart presented his model and a video of Heartfelt Celebrations at the New North Summit in December. His story is already resonating with several potential companies, including Thrivent, which now has engaged in a pilot program with Vandenboogart.

“I am especially impressed that the Fast Forward program is approaching this for the wellbeing of the entire state instead of just the New North area,” says Vandenboogart, whose plans include creating an Appleton call center to support caregivers. The business will be headquartered in the Milwaukee area. 

Snap Lab Media >prepping for prime time
Scott Francis knows the future of marketing is in the palm of our hands, as smart phones transform the next wave of retail and communications. His company, Snap Lab Media, which he co-founded with John Ernst, designs mobile phone engagement software that allows shoppers to experience products in a virtual way that extends beyond what they see on the shelves. 

“Fast Forward has been a tremendous help in sharpening  our go-to-market focus and fine tuning our offerings,” says Francis.

But after months of shaping their business plan, Francis and Ernst have discovered a valuable lesson: the market fit isn’t quite there yet.

“It doesn’t mean they had a bad idea; on the contrary, they have a neat technology,” explains their Fast Forward mentor, Paul Lemens, owner of enSight Consulting in Green Bay. “This is an excellent learning opportunity about the marketplace that will benefit the next Fast Forward candidate who steps up to do this, so in that respect this is a win.”

Peeps Eyewear >focusing on distribution

Kristen Ellsworth is a Fast Forward 1.0 graduate who can thank her toddler for inspiring her business idea for Peeps Eyewear, a specialty custom eyeglasses company geared toward tiny “princesses.” As her peepseyewear.com website explains, When my daughter was 3 she was prescribed glasses but refused to wear them because ‘Princesses don’t wear glasses!’”

Ellsworth created a story about an active, brave and curious young girl who saves the day – wearing glasses. The business model came into focus from that moment forward. Today her offerings tout an alternative to commercial eyeglasses options, and can be customized to match a child’s hair coloring and name. The eyewear is packaged in an organza cinch bag and includes a book Ellsworth wrote about a princess who “gets to” wear glasses. Other offerings include a dress-up kit complete with a crown and sparkly cape.

Ellsworth went to law school, but after taking a class at the Fox Valley Technical College’s Venture Center she became enthralled with the idea of solving her daughter’s vision challenges. The fabrication lab helped her create her first prototype of the frames. But would her idea sell?

“Kristen’s challenge was to capitalize on marketing her great concept by getting distribution,” says her mentor Jon Wright, who helped Ellsworth focus on key distribution for a revenue stream.

Ellsworth founded Peeps about 18 months ago. The company took first place in the business services category for the 2010 Wisconsin Governor’s Business Plan Contest.

Basiliere Pharmaceutical > 2 steps forward, 1 step …
The critical global shortage of injectable vaccines has brought two brothers together to create a solution. Richard and James Basiliere were raised in Oshkosh, where their dad was a physician. While they’ve always gotten along wonderfully, the two have never worked together until now.

Younger brother Richard is a forensic auditor for the state of Wisconsin who investigates whether health care providers and pharmaceutical companies are in compliance with state and federal regulations. James has been in the pharmaceutical industry for more than two decades, and is general manager at a renewable energy technology company in Minnesota. Together, the two are creating Basiliere Medical Laboratories – a high-quality, cost competitive player in the parenterals (injectables) market – through the Fast Forward initiative. 

“As part of the model, we are most excited to partner with the university system to prepare students for positions in the pharmaceutical marketplace by allowing them to experience disciplines such as marketing, quality assurance, quality control, regulatory and operations within the company,” explains James Basiliere. “We hope to bring over 60 to 70 jobs to the region once we are at full capacity. We will run lean to maximize our impact, and hope to generate $90 million in net income in year seven, while contributing more than $3 million in state and federal taxes.”

Basiliere says three Fast Forward mentors, Lawton, Riopelle and Yurjevich, were instrumental in enhancing the business plan and preparing the brothers to eventually garner support from investors. Basiliere will manufacture the pharmaceutical generics and branded sterile injectables, and then package, label and distribute them to a global market that desperately needs these. As for location, the Basilieres are looking at leasing options in either Winnebago County or in Madison. 

“It would be great to relocate back to the Fox Valley, and live and work in the area where we grew up,” says James.

 

 

Women Magazine
March 2013

After spending years in the corporate world, when Sandy Martin had the opportunity to start her own apparel company she looked for ways to do it “the right way.” Sandy founded green 3, an Oshkosh-based wholesale retailer, with core principles of honesty, decency and respect.

Finding a niche

Sandy met her husband, Jim, when working at Carson Pirie Scott & Co. in Milwaukee. The two had spent their entire careers in the retail industry. Sandy eventually accepted a position at Kohl’s corporate headquarters while Jim continued to climb the ladder at Carson’s. In 2000, Jim accepted a position at Oshkosh B’Gosh, spurring the Martins to move north.

Sandy had attempted to “retire” from retail and be a stay-at-home mom for their then fifth-grade daughter, Rachael, but this career woman soon found herself being drawn back into the industry.

“I decided I wanted to start my own business. I had always been in buying and product development so I wanted to do something I knew,” says Sandy. She put together a business plan and established green 3 in 2005.

While Sandy knew she wanted to own a woman’s apparel company, it wasn’t until she was researching and writing her business plan that she decided to create a company that was environmentally and socially aware. She explains growing up and seeing the health problems caused by the chemicals applied to the fields inspired her to look for alternatives. She adds, “I wanted go to more natural, more organic. In my research I discovered organic cotton.” It was also at green 3’s inception that she decided all of the production would be in the U.S.

“I have traveled enough to different countries and saw how they did it and realized there was no reason why we couldn’t do it just as well here. There used to be so much manufacturing in the United States and then it all went away. I felt it was time to bring it back – I wanted our stuff to be made here and I wanted to employ people here in the states,” she says.

The name, green 3, came from her personal passions – to be earth conscious and to acknowledge her family of three – Sandy, Jim and Rachael.

Growing and adjusting

In 2006, shortly after Oshkosh B’Gosh was sold to Carter’s, Jim made the decision to join Sandy at green 3. Sandy explains they chose to drastically expand the business to make it workable for the couple. A new business plan was drafted, mapping out their intention for rapid growth.

At the time, the business concentrated on cut-and-sew tees and sweater knits. After 18 months in business, green 3 was profitable, but in 2009 the recession caught up with the wholesaler.

“In 2009 it was like the wheels flew off,” says Jim. “There was so much uncertainty. We had to make the decision whether we were going to close the business, lick our wounds and go back to corporate or try to weather the storm.”

Because their cash flow was tight, rather than sourcing new materials green 3 looked at what they owned and what they could do with it. Sandy came up with the idea of cutting up their irregulars and defective inventory to make scarves. These tee panel scarves not only took off, they were a hit. One of their catalog companies, Uncommon Goods, jumped on the product. The scarves were featured on “The Today Show” as one of the top 10 gifts under $25. “That one item kept us afloat and got us through 2009,” adds Jim.

While financially 2009 was difficult, Sandy explains had that year not happened,green 3 might not have changed their business model the way they did. She says, “As we got into 2010 the idea of reusing, reclaiming and re-engineering became a segment of our business.” Re-engineered, knits and sweater knits each account for one-third of their business.

Right now approximately 1,000 specialty stores from coast to coast carry the green 3 brand, which is about half of their business. Catalog retailers, like Sundance and Uncommon Goods, account for the other half.

Identifying an advantage

green 3’s re-engineered products pose a unique challenge and opportunity. “Most designers will design and then go out to find the fabric they’ve designed into and they’ll source the fabric and source the product,” says Sandy. “Our product is reclaimed so we’ll use ends of rolls – we’ll go into a facility that is closing or that has excess – and we’ll buy that.” When they are developing their line for the next season, green 3 looks at what they have and they’ll develop into these materials.

“Having the fabric as a source of inspiration for an item is completely reverse of what is typically is done,” adds Jim.

While this could be a limiter, it also poses a tremendous opportunity. green 3 has to work with what they have but being a domestic wholesaler they are also able to provide quick turnaround times. Jim says, “That has turned into a competitive advantage for us – it is how we made inroads into the catalog industry.”

With a combined 40-plus years in the apparel industry, the couple has the know-how to do all their own design, artwork and pattern work as well as research and development.

Sandy’s strength is in design and product development; Jim brings expertise in brand building. He explains from a brand positioning perspective, green 3 is old school. They ask questions like: From 10 feet away does it look good? Does the fabric feel good? When you put it on does it fit right? When you look at the price tag, can you afford it? Then green 3 looks at the tag and it says organic cotton and made in the U.S.

“We don’t lead with those, we finish with those,” says Jim. “No one is going to buy your stuff if it is green and made in the U.S. if it doesn’t fit properly. Our merchandising philosophies are old school. The other things are principles we believe in.”

Their founding principles have contributed to their accomplishments. The success of green 3 has caught the attention of others in the community with honors such as one of the top 25 companies to watch in Wisconsin in 2010. It has also led to growth and expansion.

In the last eight years, the retailer has occupied four different Oshkosh locations. Sandy started the business from one room in an old department store downtown. The company moved into two rooms on Oregon Street and later to a 7,000-square-foot space before settling into their current location in 2011. Now located on State Road 44, green 3 also operates a retail store. Sandy shares the community has responded positively to the shop.

Working together

While owning your own business can be a dream come true, the Martins found working together took a little adjusting. “The hardest part about it is it consumes your life – it’s all you think about,” says Sandy.

Jim agrees, stating if you have a disagreement with a co-worker you can go to different homes at night and the next morning it’s over. He adds, “When it happens to be the person you go home with the issue goes home with you. It took time to get used to that.”

That being said, the two agree the greatest benefit of being in business together is the level of trust you have with each other.

Years ago, their daughter was their first employee. Today, green 3 employs 12-14 in the spring/summer and 22 in the fall/winter.

Because both Sandy and Jim spent their careers working for large retailers the adjustment to a operating a small business has been a challenge. There is no one to call when your computer didn’t boot up in the morning. If the toilet is overflowing a janitorial staff doesn’t come to the rescue.

“You learn a lot but there is certainly a sense of pride when you are doing things right,” adds Jim.

Connecting with consumers

When asked what their target market is, the couple explains their consumer is more of a state of mind than an age. Everyone from teens to seniors shop green 3.

Sandy explains the sock monkey has been a very good line for them. She says, “We started them three or four years ago and it just exploded.” They thought for a moment it was a trend but it continues to be a strong seller.

“What is interesting about the sock monkey is it is representative of our brand in total and of our consumer,” adds Jim. “There is something very wholesome about it – very Americana. That attribute permeates in a lot of the things we do.”

Up close & personal

What type of books do you like to read?

Fiction – stories with a happy ending.

Do you ever have an opportunity to travel?

We are in New York a few times a year but it is usually for work. Jim and I do try to travel together as much as we can because otherwise we don’t have a chance to get away.

What do you like to do with your free time?

Garden. I have a garden in the back of our house. I grow tomatoes and peppers – I’ll can salsa and tomato sauce. I would garden more if I had the time.

Do you have any hobbies?

I love to bake and cook. I am also addicted to Pinterest.

Do you have hopes that Rachael will eventually join green 3?

Rachael is a senior at UW-Madison, studying textile and apparel design. She’ll graduate in December and we’ll see where her career takes her. We want her to go and see what is out there and discover what she likes to do.

Tell me about the latest addition to your family.

We brought Bella home a few weeks ago. We’ve never had a dog before but I’ve wanted one for a long time. She is a Lagotto – we wanted a non-shedding, medium-sized dog.

 

 

 

 

The Post-Crescent
February 16, 2013

You can sit down now. And eat on a real plate.

Kelly and Jay Barnes, the Little Chute-based owners of the Kangaroostaurant food truck, have settled into their new Kaukauna restaurant called the Kangaroost. They are in the midst of running test meals on friends this weekend and will be officially open to the public starting Tuesday.

Their new eatery is at 313 Dodge St., the 1883 building that was formerly Plum Hill Cafe. Before this, they shared commercial kitchens, like the one at Riverview Gardens where their food truck is still based.

“It’s been like living out of our car over the last year and a half,” said Kelly.

“Now customers can come in, sit down and have a beer,” said Jay.

They were able to open without conventional loans because they sold 26 CSR memberships, which are community-supported restaurant shares. That helped with move-in costs, equipment and hiring for an expanded staff of 20.

In the era of social media, those who see the business’ Twitter, Facebook and website pages have gotten a play-by-play on the new restaurant’s progress.

For those not into social media, here’s the gist of it: Kangaroost is open 8 to 11 a.m. Tuesday through Friday for coffee and pastries, and 11 a.m. to 8 p.m. for lunch and dinner. On Friday, dinner is extended an hour and includes a fish fry. On weekends, it’s open 8 a.m. to 2 p.m. for full breakfasts and lunch. The American diner-type menu starts with familiar comfort foods like meatloaf, burgers and hash, but from there has creative or gourmet twists. Prices are slightly higher than a chain because of scratch cooking and higher-quality fresh ingredients. Instead of getting bulk hamburger meat from a distributor at $1 per pound, for example, they get grass-fed beef from the local Venneford Farms at $5 a pound. “Local sourcing is a big deal for us,” said Jay.

 

Springfield, MA, February 09, 2013 --(PR.com)-- Four community colleges that have shown excellence in their entrepreneurship programs have each been awarded $10,000 grants through the “Shared Vision for Small Business” grant competition conducted by the National Association for Community College Entrepreneurship (NACCE) and Sam's Club. The grants are the cornerstone of a collaboration formed last year between NACCE, the nation’s leading organization focused on promoting entrepreneurship through community colleges, and Sam’s Club, one of the nation’s leading retailers.

Sam’s Club is providing financial support for NACCE and for members of its Presidents for Entrepreneurship Pledge (PFEP), through which over 180 community colleges presidents have agreed to fulfill five commitments that will increase both the focus on entrepreneurship at community colleges and the impact these colleges have on the economic well-being of the communities they serve.

“NACEE is an outstanding organization leading a conversation about the needs and impact of local entrepreneurs on our national economy, and the role community colleges play in providing support and training,” said Susan Koehler, Senior Manager, Sam’s Club. “Congratulations to four outstanding educational institution winners. We are pleased to support their efforts to deliver relevant and effective programming that leads to successful and sustainable business ventures.”

The winning colleges and the programs that will be supported by the grants are:

• Fox Valley Technical College, Appleton, WI: Deliver the Small Business Design, Plan and Grow Program, an experiential learning program that includes a three-day, 24-hour Business Model Generation Workshop and an eight-week, 24-hour E-seed Express Entrepreneurship Training Series, one-on-one coaching, and networking.

• Long Beach City College, Long Beach, CA: Expand a customized training program for small business owners, augmented with one‐on‐one advising offered through the LBCC Small Business Development Center.

• North Seattle Community College, Seattle, WA: Enhance and expand offerings through the on-campus Entrepreneur Success Center, which provides one-to-one assistance for individuals who contemplating starting a business, in the early stages of their start-up process, or experiencing a stall-out in taking their business to the next level.

• South Mountain Community College, Phoenix, AZ: Continue the development and enhancement of the college’s Small Business & Entrepreneur Center, which is both a physical and virtual resource for entrepreneurs. A portion of the grant funds will be used to pay stipends to local entrepreneurs to advise returning veterans and students about entrepreneurship and self-employment.

“NACCE will be working closely with the grant winners to help us understand how a small, short-term investment in an existing entrepreneurship program can create greater impact in the long-term,” said Heather Van Sickle, NACCE executive director. “We want to see how these colleges, which are among the best of the best when it comes to entrepreneurship education and services, can build sustainable programs.”

An important part of the “Shared Vision for Small Business” program will involve providing information on the entrepreneurship programs at the winning colleges – including those supported by these grants – to other community colleges to foster the growth of best practices. This will be done through the NACCE website and through various educational offerings provided for NACCE members throughout the year, including its annual conference, which will be held this year in Charlotte, NC, October 13-16.

About the Sam’s Club Giving Program

The Sam’s Club Giving Program supports community-based programs that empower young people, families and small businesses to make smart choices that lead to healthy and bright futures. In 2011, Sam’s Club and the Sam’s Club Giving Program made cash and in-kind contributions of more than $101 million, which included donating more than 38 million meals. Visit SamsClub.com/giving for more information.

About NACCE

The National Association for Community College Entrepreneurship (NACCE), which celebrates its 10th anniversary this year, is an organization of educators, entrepreneurs, and distinguished business development professionals providing quality programs and services in entrepreneurship education and serving as advocates community-based entrepreneurship. Founded in 2002, NACCE is at the heart of the "entrepreneurship movement.” Through membership, an annual conference and exhibition, a quarterly journal, monthly webinars and podcasts, a dynamic list-serv, and other resources, NACCE serves as the hub for the dissemination and integration of knowledge and successful practices regarding entrepreneurship education and student business incubation. These programs and courses advance economic prosperity in the communities served by its member colleges. NACCE is a founding member of the White House-led Startup America Partnership. For more information, visit http://www.nacce.com.

The Business News
October 22, 2012

Karen and Darwin Hanson went into the embroidery business soon after Darwin bought Karen and embroidery machine for Christmas 2010.

For three years before Darwin and Karen Hanson opened their franchise EmbroidMe store on Washbum St. in Oshkosh, Darwin was unemployed. With an engineering degree, he spent 26 years with Kimberly-Clark Corp., the last five or six devoted to improving processes. When his position was eliminated in 2009, he sought training to find a job that would last in the new green economy.

He earned certificates in LEAN process improvement and electronics/electricity, and also completed the e-seed entrepreneurship program through Fox Valley Technical College. So, how did this engineer who helped design hay-baling machines and roll out the first machine to make disposable training pants, end up embroidering and printing garments and promotional products? It started with Karen's creative bent. They'd used up Darwin's severance pay and were working on the 401 k by Christmas of 2010, when he surprised her with the embroidery machine she'd dreamed of. 

"When she opened it," he says, "I thought I'd have to call 911. For about three minutes, there wasn't a breath, a sound, or anything. Then it unloaded in both directions."

Karen was extremely angry that he'd spent that much money. In fact, she says, "I left it in the box because I figured if I didn't' open it, they’d have to take it back. But then, he started playing with it."

They made Christmas ornaments and then kitchen and golf towels for family events, and started marketing them to golf courses, bowling alleys, and other businesses.

Darwin thought, "We can't find a job. Why don' t we start embroidering? The worst we're going to do is kill the machine, and we can replace it if we need to." About that time, their friend Steve Calder showed them an embroidery franchise listed on Career Builder.

Today, Steve and another friend, Ron Blorn, work part-time selling the services of EmbroidMe.

The Hansons believe that quality is key to the success they've enjoyed so far. "We try to be fair with price," Darwin said, "but if it gets into a bidding war, I step back. I want to deliver quality. I can give you low price, but I want to be able to look in the mirror and say, 'Hey, I gave them a good product, something they're going to be happy with in the long term.' That's the business we're in."

In fact, they've had customers cry when they picked up their finished product. "At first," Karen said, "I thought they were upset, but then I realized that it just really touched them that we were able to do what they wanted."

That can include printing a stock design on a T-shirt, embroidering an exact replica of someone's dog on the back of a jacket, or printing a company logo or tagline on a promotional product. "I think oftentimes people don't realize all of the capabilities we've got to offer," Darwin said. "We're in the business of helping people promote themselves and say thank you. Most marketing people will tell you that you have to advertise even in down times, and that's what our products are. They're a way to promote your business."

What would they tell others starting out? "Be ready for anything, 'cause it's going to happen," Darwin said, and it's going to happen at the worst time. Get a group of mentors, people who can help you. Recognize that you're not going to have any time of your own. You spend a lot of hours at your place of business."

In spite of that, they find time to give back to the community. Karen set up a scrip program to raise funds for their church, and they still manage it. Darwin got involved with Best Friends of Neenah-Menasha when they had database problems and someone recommended him as a resource. He has solved a couple of major issues for them and is their ongoing source for tech help.

He used to sing in the church choir, but had to give that up when he found himself spending about 80 hours a week running the store. Karen, who still fills in when former daycare clients need help, spends about 60 hours in Oshkosh with him. They have three grown children: daughter Melissa and sons Scott and Joe, and three grandchildren.

One thing they both advise: Find a good landlord, like Mike Stratz. They say Stratz has gone out of his way to make things right, convenient, and pleasant for them. Since they live in the town of Caledonia and commute almost 30 miles to the store each day, they appreciate that Stratz is more established in Oshkosh. "He really wants us to do well," Karen said. "He has different contacts here and he's been very generous sending people he knows to us and getting quotes from us for groups he's involved with."

Vision Monday
August 27, 2012

MINNEAPOLIS, Minn.—On Aug. 5, retailers, eye doctors and parents celebrated the first annual Great Glasses Play Day (GGPD) ( greatglassesplayday.com), a multi-location event intended to celebrate children who wear corrective eyewear and help educate the public about issues surrounding children’s eye health. Headquartered here, the celebration gained an international following; five cities participated in the U.S., and two abroad. More than a dozen eyecare practices and optical retailers took part.

The idea for the celebration was a collaborative effort between Kristin Ellsworth, owner of Peeps Eyewear in Madison, Wis., and Ann Zawistoski, founder of Little Four Eyes , a “mommy blog” created for parents of young children who wear glasses. The two women wanted to alleviate the unhappiness their daughters and other children in similar situations feel about wearing glasses. They conceived of an event that would gather more families like their own to celebrate glasses wearing and boost the self-esteem of kids who have vision issues.

“We began reaching out to families a few months ahead of time, and were very surprised by the strong response we had,” Ellsworth told VM. “In a short period of time, we had interest from families all over the world.” Social media helped spread the word and drive the outreach, too, driven by the GGPD leaders as well as other blogs and groups like Amblyopia Kids and The Pumpkin & The Princess, as covered in VM’s CLICK newsletter last month.

Meet-ups featured different activities for children and their families to enjoy. The Minneapolis meet-up took place at a park equipped with a picnic shelter and brand new playground. Stations were set up with activities such as dress-up, face painting and a craft table where children could make their own glasses cases. A number of books were supplied by the local library, Barney Saltzberg, author of the recently published Arlo Needs Glasses, and Ellsworth, who penned Princesses Wear Glasses.

All events, which averaged about 30 participants in each location, focused on kids aged one to nine who wear glasses, contact lenses or eye patches. Each event had little to no budget and relied entirely on volunteers. Support has continued throughout the month, with participants taking part in large and small ways.

“The success can be measured in a number of ways, but for us it was seeing the children, including our daughters, feel like special guests at a party,” Ellsworth said.

Among the participants were the Glasses Menagerie, a Minneapolis-based pediatric office which showed support by supplying business cards and opportunities for patient care.

“We told Kristin she could send anybody to our office for fittings,” said Julie Bart, the store’s manager. “And we had posters up telling everyone about it.” Regarding her thoughts on Great Glasses Play Day, she stated, “It was good for the first year, and it’s something that hopefully will grow bigger and bigger.”

Massengale Eye Care in Moore, Okla. celebrated prior to the event by setting up an information table with books and treats for kids to enjoy. Practice manager of Massengale Eye Care Tobias Markey shared his sentiments on the event. “[We enjoyed] participating in GGPD,” he said. “I think our patients sincerely appreciated our festivities.”

Nathan Bonilla-Warford, OD, FAAO from Bright Eyes Tampa told VM that although he was regrettably out of town during the event, he found other ways to support the cause, spreading the word online via social networks, an interview on his blog and optometry forums like ODs on Facebook and Optcomlist.

“I really wanted to get a GGPD event organized in Tampa, because I love the idea,” Warford said. “Proactive children’s vision is very important and I see GGPD as a great way to raise awareness and have fun.”

Other advocates of the cause included optical organizations such as Prevent Blindness Wisconsin, The Children’s Eye Foundation and the American Optometric Association (AOA).

“We received incredible support from the optical community,” Ellsworth said. “Their help was instrumental.”

No matter where the locale, or how large or small the participation, a feeling of triumph was shared throughout. The celebration is expected to re-occur in 2013, with both parents who were present and those who were not able to take part expressing interest in participating next year. “Every person we have talked to who attended an event has said they’re interested in doing it again,” Ellsworth said. “We’ve learned a lot about how to get the word out and we think we will reach a much wider audience next year. Vision health is so important, and the Great Glasses Play Day turned out to be a great way to bring so many people, organizations and businesses together.”

The Post-Crescent West
August 3, 2012

NEW LONDON — What started out as a father-son canoe trip down the Wolf River years ago, has become a passion and new livelihood for New London native Jeff Sommer.

After three years of thinking about it and then taking a class at Fox Valley Technical College’s Venture Center and creating a business plan, Sommer took the plunge and launched Wolf River Paddle Sports with his wife, Kelli, this summer.

They offer a variety of canoe and kayak trips down the Wolf and Little Wolf rivers that last anywhere from two to five hours.

“When I went on that trip with my dad, it was so nice. There was nobody out there,” Jeff Sommer said of his first canoeing experience. “It’s such a great natural resource we have right here in our own backyard. It’s such a different perspective to see things.”

Sommer, who is an American Canoe Association certified instructor, gives people tips and techniques to manuever the boats. He usually suggests kayaking for beginners since it’s an easier boat to manage than a canoe.

Along with the trips, Wolf River Paddle Sports offers an all-day fishing pass in canoes specially fitted with rod holders and a 6 a.m. and 6 p.m. Embarrass River Run for those who want to change up their workout routine. That trip lasts about an hour.

Sommer uses a 15-passenger van to shuttle participants to and from drop-in and take-out points.

“This is my dream,” he said of the business. “We want to bring families together by paddling together. It’s an easy recreational option for people.”

To encourage people to get out on the water, Sommer offers a free open house from 2 to 7 p.m. every Wednesday so people can check out the boats.

“It’s a good opportunity for people to just come out and try it,” he said.

He also accepts nonperishable food donations for the Salvation Army during the open houses. “I figure since we’re going to be down here, we might as well do something good for the community.”

Being an active businessman in the community is something Sommer is striving for. He’s made connections with other businesses to cross promote and joined the local chamber of commerce.

“He’s very enthusiastic and excited about being in business in New London,” said Laurie Shaw, executive director of the New London Chamber of Commerce. “He sees the potential from the nature aspect of what the city has to offer.”

Since Sommer’s business is drawing people from out of town, Shaw said he stands at the frontlines to promote tourism in the area.

“He’s been in touch with local businesses that have high traffic to cross promote and is able to refer his clients to lodging, restaurants and retail businesses in New London,” Shaw said. “That’s exactly the kind of thing we want to see happen —businesses working together to be successful. He’s almost acting like a tour guide for those people who are coming from out of town.”

20/20 Magazine
July 2012

That’s the message Kristin Ellsworth, founder of Peeps Eyewear, is sending out to young glasses-wearing girls. When Ellsworth’s daughter Annie was upset to learn she needed corrective eyewear, Ellsworth came up with Princess Peeps, a line of durable, sparkly pink and purple frames designed for girls ages 3 to 7. What sets these frames apart from other lines directed to young children are not only the aesthetics and durability, but the intention. “I want children to love their glasses not only because they are well-made and fit properly but for what they can see, what they can do and what they can imagine being,” says Ellsworth.

To help her daughter adjust to her new frames, Ellsworth told Annie a story she later published in a book titled “Princesses Wear Glasses.” Illustrated by Christina Turner, the book’s main character, a glasseswearing princess who helps a dragon see clearly, can be customized by name and hair color, allowing every little girl to feel like royalty. Each Princess Peeps frame comes with a copy of the book. To promote creativity and imagination, Peeps Eyewear dress-up kits are available with a cape, crown and treasure box.

The conversation with parents and children doesn’t end at dress up and fairytales. One in 20 preschool children requires visual correction, and most parents are surprised to learn their child is struggling to see clearly. “It is my hope early childhood vision health will soon be on every parent’s radar,” Ellsworth says. Peeps is spreading awareness about vision health through  public readings at children’s libraries, museums and other venues, and by partnering with Prevent Blindness Wisconsin.

To take Peeps’ message further, Ellsworth has also teamed up with Ann Zawistowski of Little Four Eyes, an online community for parents of young children in glasses. The two women are organizing the first annual Great Glasses Play Day on August 5. The main Play Day location will be at Beard’s Plaisance playground in Minneapolis, but parents in other cities around the world have organized their own outdoor Play Days, from Nanjing, China to Queensland, Australia to Pittsburgh, Pa. Activities will include crafts, parades, frame fittings and of course, dress up opportunities for little princesses—and princes. Virtual  celebrations will also be taking place on Twitter and Facebook.Check out GreatGlassesPlayDay.com. —DS 

See article

New North B2B
June 2012

In this book, “Why Have Americans Stopped Inventing?” author and patent attorney Darin Gibby says Americans are coming up with less than half the inventions our ancestors did 150 years ago. He blames the U.S. patent system and the huge costs associated with getting a patent, which pretty much boot the average garage-bred inventor out of the running. From the sounds of the media drumbeat, homegrown innovation is inert as a rodent in the proverbial mouse trap. Which means maybe we don’t need to build a better one after all.

But in northeast Wisconsin, imply that innovation is extinct and you’re likely to get yourself decked with a Friendly Bed, a Parti-Bowl or a vanishing television screen.

“Our philosophy is to be good at what you do, stay ahead of the curve, and develop a network of people that allows you to trust them,” said Gretchen Gilbertson, who with her husband Tim founded the now 9-year-old Suera (pronounced seera) in Green Bay, a company that makes televisions that transform into mirrors, luxury waterproof TVs for showers and yards, and backlit mirrors. “Sales are a testament for doing things very well,” Gilbertson said.

Last year, Wisconsin inventors contributed, 1,784 patents to the nation’s 108,626. It’s a lot higher than Alaska, with only 27 patents, but eons behind California, with 28,148/

We are behind our neighbors Illinois and Minnesota, which each more than doubled our number, producing more than 3,800 patents last year. But the good news is our numbers have increased over the last decade or so: in 2011, Wisconsin put out 217 more patents than 1998.

Art is in the eye of the beholder

Less than a decade ago, the Gilbertsons’ lives looked completely different. Both worked in product development and consumer research for large companies, Gretchen for the Huggies line of diapers at Kimberly-Clark Corp. and Time with developing custom refrigeration products for the hospitality industry. Then the magic light bulb of inventor went on.

They had seen a showcase home in Madison that had a bathroom with bulky combination mirror/television that sat in a 5-foot home in the bathroom wall. “Visitors were crowded in the bathroom marveling at this thing,” Gretchen Gilbertson said.

The Gilbertsons brainstormed how to make a better one and planned the company they’d form soon thereafter.

“We were like, ‘We love the concept; there’s nothing at all like it on the market that most people have heard or. Is there any opportunity for us to expand it and create a product that can be sold to the mass market?’” Gilbertson said. “On the way home we were already starting to draw up plans, and we were beginning to establish relationships with people in the electronic field.’

What’s out there?

One of the first things a prospective inventor needs to do is market research. Gilbertson and her husband were researching and finding focus groups to bounce their ideas off within a month of the showcase of homes that sealed their fate.

“Find out who is selling it, how much is it selling for, who is buying it and what are they paying for,” said Mark Payne, mechanical engineering associate with Fox Valley Technical College’s Fab Lab, an inventor resource center for the region. That will give you A – an idea on whether to proceed and B – it’s important to have if you are entering into licensing negotiations.”

Fab Lab is short for ‘fabrication laboratory,’ and it offers help to inventors with design, prototyping and general direction of their idea. It’s located at FVTC in Appleton and is a collaborative effort with the Massachusetts Institute of Technology. They can help take an idea all the way through the concept development process to commercialization, which is ultimately the goal of any invention.

“No product is worth anything unless it goes somewhere, which means if you have an idea, you owe it to yourself to go network and see what resources are out there to help you.” Said Joe Vosters, president of Bill-Ray Home Mobility in Appleton and the inventor of Friendly Beds, a heavy-duty system of components that fits over any size bed to improve independence for the elderly and those with physical challenges.

“You can’t be shy about going to different groups to make the connections and meet people, because sometimes when you are networking, it make take five layers of connections before you get to the person with the answers you need,” Vosters said

Bringing inventors together

Inventor Jeff Hitzler of Green Bay founded the Inventors Network in Wisconsin in 1999 to provide support and savvy to those bitten by the invention bug. It meets six times yearly at the DJ Bordini Business & Industry Center in Appleton. Past speaker topics have included marketing, product liability, focus groups, web development and other business-oriented topics.

“We try to steer people in the right direction,” Hitzler said. “We’re an education-based group – we don’t push products or inventors, we push inventors to have as much knowledge about the process as we can.”

Many people with good ideas don’t know where to start. “They immediately think they have to knock on the door of one of those ‘invention help’ places, Hitzler said. “There are a lot of steps an inventor has to do in order to do it right. You need to determine if there is a sizable market out there – just because your mom and you like it doesn’t mean it’s going to sell.”

The inventor’s journey

Regardless of whether an idea is for a gizmo, foodstuff or widget, it generally will take a similar path from conception to construction. It needs to be evaluated from a market perspective, business and investment-opportunity angles, intellectual property issues, and cost and logistics of manufacturing.

That’s where a project profile comes in handy. It’s a way of clarifying goals, expectations, areas where help is needed, and progress already made, Payne said.

Ideas also usually need a prototype. Fab Lab helps with the designing and creating physical or virtual prototypes of potential products. A prototype can be taken to investors to show how it would work and to parts manufacturers show what it should look like once made and get a ball part estimate of production costs.

Cost to develop an idea through Fab Lab are far less than what and “invention help” company would charge, said Herb Goetz, inventor services program manager at Fab Lab.

Fremont inventor Louis Woods, who came up with the idea for a fishing –rod called Enjoy the Fight for those with grip or hand problems such as arthritis, made a homemade prototype that he brought to Fab Lab, according to Payne.

“We were able to leverage our abilities to address all those features that make it a successful product versus just an idea,” Payne said.

Some products can be taken to market relatively inexpensively if your able to position yourself to be in a licensing negotiation early on, according to Goetz. “That’s the way most inventors want to go – license the idea to a company that manufactures and markets the products, and split the royalties from sales. If you want to take the product to market yourself, it gets expensive.”

A patent can take three to five years to obtain, and cost can run up to $30,000, according to Gibby’s book.

With licensing, it’s like a company rets your idea from you. Say you have an idea for a new McDonald’s burger package. “You can go into business yourself and make (the package) but it will be a huge investment for machinery and materials and a huge commitment of time, or you can go to McDonald’s and say ‘Here, this is patented so it’s protected; here is the idea and I will sell it to you and I want one center for every one sold,” said Payne.

Hitzler has licensed two of his inventions’ an adjustable-angle paintbrush and the Parti-Bowl, a snack bowl with an adjustable divider that enables Cheetos, Chex Mix and chip dip to coexist in peace, unlike Packers and Vikings fans.

Necessity: The mother of invention

Four years ago, Vosters the Friendly Bed guy, lived a different life than the one he’s living now as the president of Bill-Ray Home Mobility in Appleton.

He was designing and selling equipment for the paper industry, with nearly 30 years of experience behinds him. He knew his industry by rote. But he knew zero, silch, nada about the health care.

Then his 50-year-old brother-in-law, Bill had a stroke, and Vosters quickly learned the marketplace for bed-area assistance had some serious holes. He was appalled at some of the home medical equipment he saw” flimsy guard rails, chintzy grab-bars and poles intended to help a patient balance but were inherently unstable, he said. Vosters cared for Bill a few days a week and saw what a gargantuan task it was for him to get in and out of bed. The Vosters’ own father, Ray, in his ninth decade, began needing help from Vosters’ mom getting in and out of bed.

“He was living at home but hanging on by his fingernails, “Vosters said. “No one wants to leave their home and their independence, and the need was there for better-quality assistive aids to help in the bed area where mobility needs are the greatest.”

So Vosters came up with his Friendly Bed, a strong steel system of grab bars and poles that fits over any size bed. It doesn’t wobble like some cheaper home health products that are covered by Medicaid (which Friendly Bed isn’t at this point), he said.

“There was nothing like it out on the market, and I knew there wouldn’t be until I brought all the (components) together into one package,” Vosters said. “When you put all of these items together, you get a lot more over all benefit than you would with what you could do with a wobbly bed rail here and a flimsy trapeze bar there and a balance pole from somewhere else. A lot of the benefits only become possible because of tying together all of the elements into one heavy-duty product.”

Vosters is marketing the Friendly Bed across the country, via Internet and trade shows, and he has a showroom in Appleton where people can take a test drive.

His patent is pending, but meanwhile it’s protected from theft. Vosters had his own prototype made thorough contracts in the equipment-manufacturing community. He’s a good example of the self-venturing inventor, having launched Bill-Ray Home Mobility to market the Friendly Bed.

“If it all works out well, you get a bigger share of the pie,” Vosters said. “You are doing absolutely everything – engineering, purchasing, accounting, marketing, packing up boxes answering phones – and doing every aspect of the business yourself, “ Vosters said. “Your head starts spinning with the many hats you wear.”

During lunch with a local, serial, small business owner I posed the question, “What was something you thought you knew about owning a small business, that since you have launched and been in business for almost 8 years, have realized was a myth?” After a few moments, the reply was “Being your own boss. Being your own boss is a myth. Customers become your boss and your employees have expectations of you, you have many bosses, not just one.”

Indeed, the pull to claim and control your own destiny and be the “Boss” is a common myth that propels many people to launch their own business. There are other myths about business ownership, including those that stop people from pursuing launching and operating a business; myths like: it takes a lot of business experience to start a business or you have to have a lot of money to start a business and starting a business is too risky. Yes, some businesses are more difficult to launch than others and attracting capital and talent is key however, most of what people hear about what they need to do to successfully launch and grow their own businesses is not true. Today, the average person, with modest experience and access to technology can learn what they need to and dispel the myths associated with stopping them from pursuing their own business. This I know to be true. I've seen it happen hundreds of times. The key phrase being, learn what they need to.

Would-be and soon-to-be entrepreneurs and small business owners who choose to learn what they don’t know and gain the skills and knowledge they need, to pursue their passion, are successful. There are many ways to learn what you don’t know. You can access formal or informal knowledge sharing experiences and move forward with confidence because you are taking action to improve your ability to be a successful business owner. At the FVTC Venture Center we try to create a variety of learning and knowledge sharing experiences designed to help people successfully launch and grow their businesses. One of the most popular is the E-Seed™ Innovative Entrepreneurship Training Series. The next 10-week session launches May 1st. What did you do to dispel the myths; you thought were real, when you launched your own business?