Tag Archives: economy

Entrepreneurs of the Great Recession

July 30, 2018 by
Photography by Bill Sitzmann

Even the Great Depression couldn’t keep some entrepreneurs down. Enduring companies and brands including Sony Music, Westin Hotels, Allstate, Rubbermaid, Ray-Ban, and Tyson Foods all originated during the economic downturn in the early 20th century. Similarly, the period of economic recession that began a decade ago didn’t stop several local entrepreneurs from starting businesses during a time when numerous companies were floundering or failing.  

Kirt Jones was already a business owner when 2008 began. He had started Jones Construction in 2005 under a strong market climate, which may have helped him achieve financial stability, but, ironically, did not foster rapid growth. 

“[That] made it very hard to find lots to build houses on in good developments. Simultaneously, banks were not interested in working with a new company to provide construction lending,” he says. 

He started Castle Brook Builders in 2008 not knowing a market crash was around the corner.

“The change to Castle Brook Builders was for marketing purposes. We wanted to bring brand awareness to the company by developing name recognition to the Omaha area. We started before the market crash, but we accelerated growth during the downturn,” he says. “When the market did slow down, banks paid more attention to our strong financial position and land developers were willing to listen to my proposals on multiple lot purchases. I developed a successful business model from these long-term lot purchase agreements, providing higher profitability for Castle Brook Builders.”

The timing was advantageous but Jones says other factors also contributed to his success during a time when so many of his competitors struggled. 

“I have a financial background, so developing long-term strategies and partnerships allowed me to rise above the competition with stronger sales and profits. We invested some of this profit into creating and continuing our brand awareness,” he explains.

Having been through the economic downturn, he says he is ready now for anything that happens in the next 10 years and beyond. 

“Reputation is very important in the Omaha market. We have worked very hard to establish strong relationships and partnerships with other respectable homebuilders and land developers in the area. This will provide CBB a very strong competitive advantage far into the future,” he says. 

Chris Hughes’ IT job was eliminated in 2009 as a result of the economic downturn, and he needed to create another source of income after landing a job that brought in about one-third of the salary he once commanded.

“I was obviously looking for any other avenue, and I was making tote [bags] in my basement to sell on Etsy,” he says. “That started to take off for me, so this decision to launch Artifact was partly due to timing and largely due to necessity…I’m pretty risk-averse in general and the idea of entrepreneurship—it would not have been my first pick.” 

The well-crafted bags he sold on Etsy for extra cash became a big hit, and he officially launched Artifact Bags in 2010, when the economy was slowly starting to turn. It is thriving today. Looking back, Hughes says that, although he may have felt then like circumstances forced his hand a bit, waiting for the economy to turn around would have actually been a misstep.   

“I think it’s becoming more and more difficult to do what I’m doing. The market is more saturated with people who are doing similar products or business models to what I’m doing,” he says. “I was on the bleeding edge of it and there was a time, with e-commerce, where Google was at a point where I was able to really leverage my standing in Google search in a way that was more democratic and didn’t require as much capital as it would require now to pay for that space.” 

The frustration he encountered in trying to find a new job turned out to be somewhat motivational, he adds. 

“When you’re backed in a corner and you’re trying to tell people what you’re capable of, there comes a point when you give up and you demonstrate what you’re capable of, through entrepreneurship or just doing your own thing. And I think that it speaks more than just your own self-speculation about what you think you can do for some company,” he explains. “Everybody’s got an idea written down on a napkin somewhere, but execution is everything. I’ve met a lot of people along the way through the eight years of doing Artifact, and I hear tons of great ideas all the time, but they don’t mean anything. A great idea that is never executed is worse than an average one that someone works their butt off to try to get out there in the world.” 


For more information, visit artifactbags.com and castlebrookbuildersomaha.com.

This article was printed in the August/September 2018 edition of B2B.

Chris Hughes

Goodbye, Gene Leahy Mall

June 24, 2018 by
Illustration by provided

It’s the end of the Gene Leahy Mall as we know it. And Omaha civic leaders feel fine, apparently. Representatives of Mayor Jean Stothert’s office and the Missouri Riverfront Revitalization Project declined to comment on specific plans for the mall when contacted by Omaha Magazine and B2B. 

“The project team is in a critical review phase of the preliminary master plan, including a review of plan elements with study consultants in San Diego,” explained Stephanie Rittershaus of HDR in an email response to a media query submitted to the Missouri Riverfront Revitalization Project. “That will be followed by a full committee meeting in late April to review and approve the updated master plan. Until that process is complete, there isn’t a finalized plan to review.”

The Missouri Riverfront Revitalization Project is a public-private initiative working to revitalize the local riverfront in five zones: the Gene Leahy Mall, Heartland of America Park, and Lewis & Clark Landing in Omaha; and across the river along Council Bluffs’ riverfront (encompassing River’s Edge North and River’s Edge South). ConAgra’s campus is conspicuously absent from the declared scope of the comprehensive riverfront planning.

At public consultation meetings for the Riverfront Revitalization Project, preliminary architectural drawings showed that the Gene Leahy Mall’s man-made river would be filled with land; development zones covered the new ground from the city’s main library eastward to the Heartland of America Park. Meanwhile, the W. Dale Clark Library (a post-war brutalist building of architectural significance that has been subject to speculative redevelopment interest for years) was labeled a “development opportunity.”

The Gene Leahy Mall is only one part of the latest riverfront revitalization plans. The mall (previously known as Central Park Mall) holds special historical significance for the city’s past half-century of riverfront redevelopment plans. Originally built in the 1970s, the mall was the first phase of Omaha’s effort to reinvigorate the urban core at a time when a legacy of heavy industry and lead-polluted land separated urban downtown from the Missouri River.

Fundamentally changing the Gene Leahy Mall’s riverine landscape would overhaul the most iconic backdrop to Omaha’s urban skyline. Likewise, a drastic reshaping of the Gene Leahy Mall could mean removal of the downtown park’s public slide that is a popular draw for families.

But the park’s overhaul could also make crossing from the Old Market to the Holland Performing Arts Center easier for pedestrians while invigorating the space with increased activities that spur other developments. Proposed activity zones in place of the current man-made river and landscaping may include an outdoor amphitheater, a dog park, botanical paths, restaurants, activity areas, and other open spaces. 

The president of San Diego-based OJB Landscape Architecture, James Burnett, spoke about the proposed designs on Nov. 16, 2017, at the Riverfront Revitalization Project’s second public consultation presentation. “We think that by connecting the north and the south [lawns of the Gene Leahy Mall], we will have a lot more users in the park, a lot more eyes on the park, and a lot more events so that downtown could have a space where special events can occur,” Burnett said.

The project is co-chaired by Ken Stinson of Peter Kiewit Sons Inc. and Mogens Bay of Valmont. Other members of the advisory committee include Omaha Mayor Jean Stothert, Council Bluffs Mayor Matt Walsh, Doug Bisson of HDR, Brook Bench with Omaha Parks, Michael Alley of Alley Poyner Macchietto Architecture, Gary Gates of Omaha Public Power District, Pete Tulipana of Iowa West Foundation, Mark Warner of ConAgra Brands, Rhonda Ferguson and Jack Koraleski of Union Pacific, and Jane Miller of Gallup. 

The project’s consultant team includes the firms OJB, Gensler, Biederman Redevelopment Ventures, Magnusson Klemencic Associates, Applied Ecological Services, The Concord Group, RSM Design, Lamp Rynearson, and HDR.

At the first riverfront revitalization public meeting, held Sept. 11, 2017, project co-chair Ken Stinson explained that the public-private partnership is “a very collaborative process, and part of that is reaching out to stakeholders in the community to get feedback and input.”

One person not approached was Gary Bowen, principal architect at Omaha-based BVH Architecture. 

Bowen had helped to design the Gene Leahy Mall during the 1970s with the city’s original plans for the land as civic leaders sought to revitalize Omaha’s struggling central business district.

Bowen and BVH were also involved in a proposed redesign of the Gene Leahy Mall in 2012 that would have maintained many of the area’s most beloved features (such as the man-made river and public slide) while adding an additional pedestrian bridge at 11th Street and an outdoor amphitheater, and expanding activity spaces in ways similar to those outlined in the Riverfront Revitalization Project’s second public meeting/presentation.

“The DID [Downtown Improvement District] was the nonprofit organization driving that project,” says Holly Barrett, executive director of the Downtown Improvement District, referring to BVH’s proposal for updating the Gene Leahy Mall. “It was a beautiful little plan that included updates like improved lighting and access, a brand-new playground to go along with the restored slides and improved lagoon habitat. However, it has always been part of the big picture open space opportunities connected to the riverfront. Given the scope of that concept and the powerhouses behind it, it only made sense to turn our plans over to them and allow them to run with it. The riverfront group was able to take our idea and expand it more than several times what we could have done. We are wholeheartedly supporting their efforts and have been a welcome community member at all meetings every step of the way.”

For the sake of public awareness of alternative proposals for updating the Gene Leahy Mall, B2B Omaha spoke with Bowen at BVH’s Omaha office.

Planning concept provided by Missouri Riverfront Revitalization Project

Gary Bowen on the Gene Leahy Mall

How did your work with the Gene Leahy Mall factor into early riverfront revitalization plans?

There are a few of us that go back to the very beginning of what was called the Riverfront Redevelopment Era. I think it was in the late ’60s when the City Planning Department, Alden Aust mainly, formed a group of architects to put together a preliminary masterplan, a guide, a dream for rejuvenating downtown Omaha—and it was labeled “Back to the River,” and the whole theme was linking the central business district to the riverfront. This architectural group developed a preliminary master plan, outlining a number of projects that were kind of blue-sky projects, like a stadium and so on.

BVH was involved with this group of architects. Aust took the preliminary plan and went to the federal government and got a planning grant. Then, for the next step, they hired Lawrence Halprin’s office out of San Francisco, which was one of the premier landscape architectural design firms in the country at that time; they had come into other cities, such as Seattle and San Francisco, and put together plans that helped to stimulate redevelopment in the city core. 

So Lawrence Halprin came in, and these same five firms that did the initial grant proposal—Bahr, Vermeer & Haecker (BVH) with Hartman, Morford & Bowen; Leo A. Daly; Dana Larson Roubal (DLR), Henningson, Durham & Richardson (HDR), and Kirkham Michael and Associates—worked with Halprin’s office. Each firm was assigned a specific project to work on. One of those was a park, a mall. It was called the Central Park Mall at that time. At that time, I was with a different firm—Hartman Morford Bowen—and we teamed up with BVH to work on the preliminary plans for the mall. That was our assigned project. 

We worked for two years together on that. Then in 1974, after that round of planning was done. The city said, OK, we’re now going to start building something, and the mall was the first development. By that time, I had switched over and joined BVH, and we worked on the Central Park Mall with Halprin’s office. We teamed up with them, and over the next 15 years, developed the mall and built it in five or six phases. 

Another key player with this project was a city planner, Greg Peterson, who was the project manager through the entire duration of planning and construction. Without his perseverance and continuity, the project may have never been completed in its final form. It was a very complicated process from the start. The city had to acquire all of the various parcels of property in the six square blocks and haul in dirt to fill the void before any construction could begin in 1974.

The whole idea was to create an open green space that was a link between the CBD and the river. The theme of the park used water as a symbolic river that,  because it flowed from west to east, suggested movement to the riverfront.

At that time, Jobbers Canyon was still intact, and we proposed retaining two of the buildings and located them within the mall—the Burlington Building and the former McKesson-Robbins Building. Under great duress, we persevered and kept those buildings in the plan to link the urban fabric of the city to the park. But it was a difficult task because the city leadership at that time didn’t think old buildings were worth saving and basically told us not to show them in the plans or else we would be fired.

You’ve watched this riverfront issue come up over and over again as a longtime resident of Omaha. What’s your take on the recurring discussion of riverfront planning?

To back up a bit, in the late ’60s early ’70s, downtown Omaha was on the skids. When Brandeis closed downtown, that’s when everything hit bottom. So, in retrospect, we can see the whole idea of regenerating the CBD has worked.

The mall and the W. Dale Clark Library were the first projects that went into place. The idea was that if the city made a public commitment, that would stimulate private development. The whole idea worked wonderfully. If you look at where we are now, compared with where we were 50 years ago, it’s pretty amazing. 

But one of the biggest negatives of the city’s riverfront revitalization push was the loss of Jobbers Canyon. That was eight square blocks of warehouses. Had they escaped demolition, today they would have been renovated into condominiums and apartments, and the Old Market would have extended all the way to Eighth Street. Right now we are out of warehouses. There aren’t many left to renovate, and this whole movement to save old buildings and renovate them into businesses and condominiums has caught on fire. 

What’s happening now is infill projects, the gaps are being filled in—like this building at Ninth and Jones streets where BVH has its offices in Omaha. This was on the side of the old Butternut Building that burned down. If you look around, there is nice mix of new and old. 

The other part of Omaha’s historic riverfront redevelopment plans that didn’t work out so well is the area next to the river. There was a restaurant, Rick’s Cafe Boatyard, and later the Storz Trophy Room. But access was a problem. That restaurant location, occupied by different businesses, was one attempt to use an attraction to get people right down on the river that didn’t work out.

Of course, there have been a lot of successes with the riverfront redevelopment projects over the years. The CenturyLink Center has become a major anchor in close proximity to the riverfront, drawing people from all over.

Another major development that has proved beneficial is the Bob Kerrey Pedestrian Bridge, which of course provides a pedestrian link across the river. There wasn’t any access before that. That bridge has stimulated activity from east to west, and BVH came up with the original design for the bridge. We worked with an engineering firm that prepared a cost estimate that was over the budget, and after working for some time to get the estimate within budget, it didn’t work, so the city hired another firm to implement our design and do the final engineering drawings. But the idea, concept, and design are virtually identical to what we came up with originally.

Then, when it comes to generating activity on the riverfront, the Council Bluffs side has made wonderful progress. There’s Tom Hanafan River’s Edge Park, and the casinos have worked wonders. 

Everything has been heading in the right direction when you compare Omaha and the riverfront to what it was in the early days of my involvement. It’s been a miraculous turnaround. But there is still a way to go, in my opinion.

How were you involved in subsequent discussions to update or renovate the Gene Leahy Mall?

I recall that there have been two or three redevelopment plans for the mall, and we did one of them. There was an East Coast firm, Michael Van Valkenburgh Associates, that did one in 2006. Omaha By Design hired this firm to produce the plan. The whole idea was to activate the mall because, of course, downtown has changed in the last 50 years from virtually no one living downtown to more than 10,000 people living downtown today. 

The city was looking to activate the mall and kind of tweak it. Then, we were hired in 2012 to take a look at the mall after the update plan was not implemented. We looked at it and proposed an amphitheater, a plaza on the west end, an observation tower, a new pedestrian bridge crossing the mall at 11th Street with the idea to create another north-south bridge crossing the water to the Holland Center, and expanding the playground with the slide remaining in place.

Omaha’s Downtown Improvement District was heavily involved in that plan, partnering with the city, and the intent was to raise $20 million from sponsors to do this major overhaul of the mall. There was a personnel change, and then nothing ever happened. I don’t think there was any objection to our proposal, but nobody picked it up and ran with it. 

Were you or any BVH parters involved with the latest riverfront redevelopment planning meetings?

No invitation was offered.

I think one of our staff went to those meetings, but I suppose I’ve somewhat distanced myself because of such a close earlier personal involvement—and the fact that no one has reached out to the local architects who worked on the mall in the past.

I think there were open-ended invitations, that everybody was welcome. That’s good. It’s good to get input. But no one has ever approached us concerning the current mall redevelopment proposals. Nobody has come in to talk us about it like Omaha Magazine or B2B has.

It’s good that there is public and private interest in updating the Gene Leahy Mall. There is still work to be done; it’s never finished. But the current planners need to be aware of the reasoning behind what was done 40-50 years ago, because I think some of that is still valid. 

Having worked in the original conceptual development of the Gene Leahy Mall, do you feel attachment to its place in downtown Omaha’s environment?

Oh, being part of the creation of the mall was one of my career highlights. Right up there near the top. To help create a project that has had such a big impact and helped turn downtown Omaha around, I take pride in that. 

Cities are always evolving and changing, responding to different criteria and influences. I still think the mall is a valid part of downtown Omaha in its present location. Does it need to be revised and updated? Yes, but not with major surgical changes. Downtown Omaha still needs this linkage between the CBD and the river, and it still needs an open green space with activities. 

What do you think of flattening and paving the Gene Leahy Mall?

I think that would be a major mistake. Parts of it could be paved, and that was part of our proposal that we did with the city and the Downtown Improvement District. In fact, in the first block, we proposed a level-paved plaza with fountains, gazebos, and a restroom pavilion. Part of that plan was to level the mound on the north side of the mall to create a large lawn where one could kick soccer balls around and play tag football. 

I think one of the objections early on in the development of the mall was that it was lowered. That was intentional to create a separation of people from the busy traffic noise on both sides. There were some low walls around the mall, and some of those have been taken out to offer more view and to enhance security. 

But I don’t think filling it in is a good idea. Water is a magical attraction, especially in urban areas. It’s refreshing, and I think that aspect of the mall is important to keep. 

Part of the issue could be maintenance, realizing that the park is almost half a mile long. Six square blocks of lawn and trees take a lot of money for the city to maintain. I think that has been a challenge, so paving it and flattening it out could save a lot of maintenance money. But you get what you pay for.

Should the mall be updated? Yes. That’s what we were trying to do, too. But to completely wipe it off the map and start over? I would have hoped Omaha had learned its lesson with Jobbers Canyon.

How was the Gene Leahy Mall situated next to Jobber’s Canyon when you were originally involved in developing the project?

Jobbers Canyon was between Eighth and 10th streets, including the McKesson-Robbins Building and its twin to the north. It went all the way to Douglas Street on the north side of the mall, all the way south to Jackson Street between Eighth and 10th streets.

ConAgra came much later in 1986. The first phase of the Gene Leahy Mall was built in 1976, and it was about 10 years in the making before the issue of demolishing Jobbers Canyon came up. In the beginning, part of Jobbers Canyon was proposed to extend into the riverfront park. We were not involved with the Heartland of America Park. But that project completed the link from the CBD to the river.

When we first became involved with the Central Park Mall, that was before Jobbers Canyon or the Old Market had been declared a historic district by the National Register of Historic Places.

In fact, we were actually threatened with losing our commission if we didn’t remove the old brick buildings from our conceptual plans. City leadership did not want to see them on the plan. “Don’t show them,” they said, “Why would you want to keep those?”

Of course, when ConAgra was looking for a site, the city was pretty much willing to put anything on the chopping block in order to keep them. There were several alternative locations offered, and there was even an offer to buy them an alternative site. 

During those early riverfront planning days, the powers that be—the business establishment—were quoted in the newspapers saying things like, “Ugly old brick buildings? What do we want to keep those for?” Keeping Omaha’s old brick warehouses was seen as anti-progress.

All the costs to tear the buildings down and the wasted energy, it was just a disaster. Sure, the fact that the corporation was headquartered here in Omaha, and there was lots of new construction, that was all good. But at the same time, it was the wrong location. If we could have managed to keep Jobbers Canyon and ConAgra, that would have been a win-win situation. Now, after everything is said and done, ConAgra’s headquarters have relocated to Chicago after all—and, ironically, they moved into a renovated historic brick building.

Are there things you would like to see different in the Gene Leahy Mall through to the riverfront?

On either side of the mall, there are some gaps that need to be filled in. The Gene Leahy Mall is really like a miniature version of Central Park in New York City, and it would be nice if the areas on both sides of the mall were more urbanized with more concentrations of buildings, big buildings. I think the contrast between the open green space and the architecture on either side would be better. It seems like there are some teeth missing on both sides that need to be filled in. If you look at Central Park or Golden Gate Park in San Francisco—another example of an urban linear park that is very dense and built up on either side—these models were inspirational, something that we had always envisioned and would be beneficial for Omaha. 

If you take the area east of 14th Street, which is the beginning of the mall, that is where infill needs to happen. There have been some notable new developments in this regard, like the Landmark Building and the Holland Center, that needed to go in next to the mall. 

The mall has been kind of an anchor for this area of east downtown, but it does need to be updated and activated because it has satisfied the purpose for which it was intended. Originally, it was meant to be a catalyst for redevelopment downtown and a symbolic extension of the CBD east to the river. It did that. But in the early days of the park’s development, very few people lived and worked downtown. Now the equation has flipped. Lots of people want to live downtown, and there has to be an open green space with activities in it, like an amphitheater, a bigger playground, play space, soccer fields, and things like that. I would hope that one day something like that happens. 

Can you explain some of the proposed features in BVH’s unrealized proposal for the Gene Leahy Mall?

Well, some of our original proposals for the mall in 1972-73 featured shops, restaurants, and development along the fringe of the park, but were never realized.

The original BVH-HMB concept envisioned a park-like setting with many activities and attractions. This original concept established the basic idea of a linear park with its center below street level, with the east-to-west waterway representing a symbolic “return to the river.” The original conceptual plans were the basis for the more detailed master plan that BVH produced in concert with Halprin’s firm, which is what we have today with the lowered waterway, and the retention of the two historic buildings. 

In our more recent revisiting of the mall for the Downtown Improvement District, we proposed a new pedestrian bridge over 11th Street in addition to the preexisting pedestrian bridge. Our proposed bridge in the middle had a widened area where people could stop and look down. The whole idea for this new bridge, as with the other bridges, is that they have a shallow profile so one can see past it into the mall from one end of the park to the other.

Chroma design was the Denver-based landscape architect that we worked with to develop the 2012 plans. Some of the other elements that we proposed include: a ranger station; we would have kept the slide; we would’ve put some new structures in; a water element would’ve come through from the south side near the play area; there would’ve been new play structures for kids to get in and climb around; we proposed adding some more pathways and the top of the hill would be flattened and used for lawn events; and the arch was retained.

What did the arch belong to?

The arch was part of a building torn down on the south side of the mall, the former Corey McKenzie Building, which was a big stone structure about a half-block long where the Landmark Building and its parking garage are now located.

Before the Corey McKenzie Building was demolished, I convinced the city to have the arches carefully disassembled, the individual stones numbered, and then reassembled back-to-back in the Central Park Mall. The location on the north end of 11th Street represents a gateway from the Old Market to the park.

How did your involvement with Downtown Improvement District compare to the sort of private investment involved with the current riverfront revitalization plan?

There are politics in any kind of major civic projects, and generally, if the project is privately funded, there is protocol that donors like to go to certain firms or have certain stipulations attached to their donations.

Working with Downtown Improvement District was an entirely different scenario.

But there are private philanthropic entities in Omaha that can virtually raise any money they want, and $20 million wouldn’t have been any problem to them. 

I know that Downtown Improvement District did start talking to major players downtown. They showed the plans and said, “This is what we’re thinking. We’re not asking for money yet, but we want to get you acclimated and accustomed to what is being planned, and we’ll be around in a few years to ask for your help financially.” I attended a couple of those meetings.

Did private investment factor into the initial development of the Gene Leahy Mall in the ’70s?

I think it was all funded by federal grants obtained by Alden Aust, the director of city planning, through U.S. Sen. Carl Curtis. This was all federal money, Community Development Block Grant money, urban open space grants, and there were some of the business leaders involved in the early parts of the planning. There were public workshops, a task force that kind of guided the process, and the task force included Omaha residents ranging from business leaders all the way down the social structure to housewives and postmen. 

What do you think of the prospect of redeveloping the W. Dale Clark Library?

There has been talk of tearing it down or renovating it, and I don’t know where that stands. The library was built in the early ’70s, designed by a firm out of St. Louis—Hellmuth, Obata & Kassabaum. Over the years, it hasn’t maintained a lot of popularity because of its brutalist design 

I don’t think it’s a very open or friendly looking building, and it really occupies a key spot in downtown because it anchors the west end of the mall. It’s one of the stepping stones between the CBD and the mall and the river, a progression of things. It’s got a sunken moat around it, and in today’s world, it doesn’t quite fit into the Old Market architectural vernacular—which is really brick—but that brutalistic style was a popular thing in the ’60s and ’70s.

Would you like to share any additional thoughts on the subject of Omaha’s riverfront revitalization efforts?

I think the Old Market is sometimes taken for granted as an anchor for downtown Omaha and the riverfront. The fact that the Old Market is here, and it has been here since the very beginning—despite all the pressures to tear down buildings—is remarkable.

It was this jewel in a wasteland of vacant and derelict buildings in the ’60s that the Old Market started with the Mercer family buying up many of these buildings and helping to put in place amenities like the French Cafe, M’s Pub, and other businesses. 

Over the years, it has persevered through all the ups and downs and is one of the state’s most-visited tourist attractions. It has been the greatest thing to happen to downtown Omaha, in my opinion, in the last 50 years. It’s still here, and it is better than ever.

The ironic thing is that it was never really developed. It was organic. It started growing, and things kind of fell into place. It has never been grabbed onto by a developer and ruined, like some other areas in the country that have flashy buildings and signage. It is still kind of in that organic mode. It was never really planned. Whatever else happened, the Old Market was always there. It was always going to be there, and now everything has kind of grown up around it.


Visit riverfrontrevitalization.com for more information about the Missouri Riverfront Revitalization Project. Visit bvh.com to learn more about the local architectural firm involved with the Gene Leahy Mall’s initial conceptualization and construction.

This article was printed in the June/July 2018 edition of B2B.

Update: After this magazine went to press, the Riverfront Revitalization Project announced that the master plan would be revealed during a community meeting on June 12 (5-7 p.m. at Gallup’s headquarters, 1001 Gallup Drive). The presentation will begin at 5:30 p.m. Free parking will be available in the Gallup parking lot.

Early conceptual drawing by BVH

The Rise of the Contract Worker

May 16, 2018 by
Photography by Bill Sitzmann

Omaha’s slogan is “We Don’t Coast,” but we do…at least in one respect.

Employees in Midwestern cities like Omaha are less likely to work side gigs than are their counterparts elsewhere in the United States, and they’re among the least likely in the country to have changed jobs in the last two years.

Still, 15 percent of Midwestern employees surveyed in late 2017 for an NPR/Marist poll indicated that they identify as contract workers—those hired guns brought on to complete a specific project, or for a specific period of time.

While lower than the rate of 21-23 percent of workers who identified as such in other regions and the 20 percent figure nationally, that number is changing how employers hire, what they offer prospective employees in the way of benefits, and, some local experts say, how or if they can grow their businesses.

Erin Isenhart enjoys working as a contract employee. The sole proprietor of Yellow House Creative has spent the last five years bouncing from one contract to the next. 

She says one client, Joe Pittman of Omaha-based Creative Association Management, has asked “many times” about coming to work for his organization, which works with various industry associations. But Isenhart says she prefers the flexibility of building on her existing relationship with Pittman and his clients, for which she manages projects like social media marketing, website maintenance and creation, and event planning. She also says her decision to stay independent is a form of mitigating the risk of something like an unexpected layoff—a fate she’s experienced too many times already.

“I could just work full-time for him, but as a contractor, you don’t want all your eggs in one basket,” Isenhart says.

Contractual work may also be a plus for many companies. In late March, Virginia Kiviranta of My Staff said she could hardly believe the volume of contractors in the Omaha office of a 300-employee government services client.

“They had 50 contractors on site and that’s the most I’ve ever seen them have,” said Kiviranta, who is a partner with Brad Jones at the Omaha-based staffing company. “I don’t know where they’re putting everyone. I didn’t think they have that much space.”

Government contracting by nature is project-driven, but step back and consider the tight labor market in general: Midwestern companies, on average, took nearly 32 days to fill an opening in January, according to the latest data from New York-based DHI Group Inc. The company uses data from its careers website combined with federal jobs data to derive a picture of about how long it takes to fill a job opening. Its time-to-hire index in January was more than double the duration of the same period in January 2009, when the recession was ravaging the economy and employers were slashing workforces.

A press release from Stanford University’s Hoover Institution states that, “Many vacancy postings for skill-intensive jobs draw few applicants, in line with employer claims that talent is scarce. Yet the typical jobseeker competes with many, many rivals for desired jobs. The upshot is that labor markets are both tight (for employers) and slack (for workers) at the same time.”

In other words, that means current conditions are indicative of a job-hunter’s market—especially for one with desirable skills. And that can pose a problem for a company trying to hire top talent.

“A lot of small businesses just don’t have a huge office, they don’t have a place to put everybody, and that’s costly,” says Isenhart. “Then when it comes to paying for insurance and any of the different benefits, it’s just not in their budget.”

Todd Murphy, CEO of Universal Information Services, takes a different view.

“The gig economy, and its related employees, is great in that it allows employers to use a flexible work force,” Murphy says. “The downside is that if you need ongoing support from someone, they may be busy on another project. I’ve also seen a person go from working gigs to being a full-time employee. This can have the same outcome in that they become unavailable for continued support or development.”

So, with a tight labor market for employers, local staffing professionals say a combination of contractors and temp-to-hire employees may be a good approach for staffing solutions.

“For the temp employees we put out to our clients, if there is a longer-term need than just a short three-to-six-month project, those [temp] individuals are the frontrunners to take those positions,” says Josh Boesch, shareholder at Lutz Talent, which specializes in finding employees for the accounting and finance industries. “The temporary employees oftentimes are performing working interviews, whereas a typical applicant or candidate for a job may only get an hour or a half hour to attempt to impress the hiring manager.”

Brian Smith spent almost a decade in retail banking before focusing on marketing; now, he works on a contract basis with political candidates and corporate clients as a consultant. Unlike Isenhart or other industry-specific contractors, he says he’s on a more fluid course and is currently angling to work with municipalities on urban innovation initiatives.

And with the right combination of contract work and flexibility, he may well reach his goal.


This article was printed in the June/July 2018 edition of B2B. 

Erin Isenhart

Beating Marketing FOMO

May 15, 2018 by

I may not be Nostradamus, Jeane Dixon, or even Miss Cleo (and thank goodness, considering they’ve all ceased to be), but I’m fairly confident when I predict that your marketing efforts are seriously behind both the times and the eight ball, and that your company is but one Twitter fail away from extinction. 

How do I know this? Simple: You have no chatbot. Seriously, my good marketing manager, what are you thinking? You need a chatbot. And, come to think of it, an Alexa strategy. And a Google Home strategy. Also, influencers. Gotta have ’em. Never mind that your firm’s main line of business is industrial fasteners. At least you have a chief advocacy officer. What? No? Why do I even bother?

If the above feels a touch extreme, chances are you’re reading this on a Monday morning and have yet to slip back into the cacophonous deluge of marketing tips, tricks, and death notices (TV’s been dead for 16 years, don’t’chaknow) that fill your feeds to the brim. If you pay attention to even a fraction of it, you’re likely second-guessing every marketing decision you make.

And how could you not? This is a fast-paced world full of exponential change that you can’t possibly understand if you’re not taking the deep dive into big data. Right?

Of course not. 

The marketing fear of missing out (FOMO) is real. It also understandable, and beatable. All the things I mentioned above are tools that numerous brands have used successfully (according their own reporting, which may be suspect). But the key word in that sentence is “tools.” Nearly everything you see being touted as the latest, greatest, holy grailiest of advertising excellence is merely another tactic.

And that’s where your years of experience should kick in, helping you to determine which of the new (and existing) tools fit your brand’s needs best. Should you learn about them? Certainly, even though it sometimes seems impossible to keep up. Should you try some out? Absolutely; setting aside a bit of your budget—marketing or otherwise—for experimentation is always a good idea. But do you have to scrap everything and rush pell-mell into the next big thing in order to stay alive? No, a thousand retweets no.

The tidal wave of new-and-questionably-improved ad tools will probably never ebb. But remember this: Anyone insisting that you embrace their prescribed tool is selling a book about it, runs an agency that specializes in it, doesn’t know how to use other marketing tactics well, or all of the above. 

So stay interesting. Create boldly. Speak strategically. Act honestly. Sure, you may miss out on synergizing the newest adtech, but you won’t miss out on the most important thing—having a brand people actually like.


This column was printed in the June/July 2018 edition of B2B.

Jason Fox is a freelance creative director and writer who can make all your dreams come true at jasonfox.net.

Omaha is 120 Years Old (In Tourism Years)

The year of 1898 was a huge tourism year for Omaha. It was the year that an event lasted five months and attracted 2.6 million people from around the world—the Trans-Mississippi and International Expo, also known as the Omaha World’s Fair.         

It was no accident that Omaha played host to this event; it was all by design. The tourist attraction was the innovative vision of a small committee of local businessmen who understood that tourism meant big business and could provide a boost to the local economy. The fair had an economic impact of almost $2 million dollars, an equivalent of more than $54 million by today’s standards.  And it all started with a small group of business leaders with an idea.

Omaha has a long history of small committees doing big things. In 1950, four men who loved baseball had the vision to bring the NCAA Men’s College World Series to Omaha—Ed Pettis of Brandeis Department Stores, Morris Jacobs and Byron W. Reed of Bozell & Jacobs, and then-Mayor of Omaha Johnny Rosenblatt. The first games played in Omaha had a total attendance of 17,805. Over the years, College World Series of Omaha Inc., a local nonprofit organizing committee, was formed to sell tickets, plan special events, and rally community support for the series. Today the average attendance is more than 20,000 people per game.

It was the belief of a local woman, Lisa Yanney Roskens, and her love of horses that played a big part in Omaha hosting the 2017 FEI World Cup Horse Jumping and Dressage Finals. While there were many people involved, she played a key role in presenting the proposal to the international committee members in Lausanne, Switzerland, and convincing them that Omaha was the right place to host the event. More than 50,000 people from around the world attended the competition, putting the city on an international stage. 

Junkstock is another Omaha event that started with an idea from Sarah Alexander, a stay-at-home mom with a passion for vintage pieces. She envisioned a place where junk enthusiasts could find some of the best antiques and repurposed art in the region. Junkstock started in 2012 with 29 vendors. This fall more than 200 vendors and 23 food trucks will be on site to welcome more than 10,000 guests through the gates. To accommodate the demand, Alexander purchased Sycamore Farms, a 135-acre century-old horse farm which now hosts three premier junk festivals every year. 

Some of the names you may recognize, while others may not be as well-known. Each person named helped with events that brought thousands of out-of-town visitors to our city and millions of dollars to our local economy. And they all started with an idea, a few creative minds, and faith in Omaha as a destination.


This column was printed in the June/July 2018 edition of B2B.

Keith Backsen is executive director of the Omaha Convention & Visitors Bureau.

It’s True, Tourism Touches All of Our Lives

January 19, 2018 by
Photography by Bill Sitzmann

Astonished. That’s the word that describes colleagues, friends, family, and groups when they learn what tourism looks like in our city. Ask a family member or friend to guess how many visitors come to Omaha each year and chances are their answer will not even come close. New research shows 12.3 million visitors travel to Omaha each year—that’s more than the total population of Portugal or Greece. They visit for weekend getaways, to see family and friends, to attend conferences, sporting events and concerts, and to conduct business. And while here they spend money. Visitors spend $1.2 billion every year at our restaurants, attractions, hotels, retail shops, and other enterprises. Their spending contributes to our local economy, tax revenue, community development, and other important benefits we all enjoy.

Visitor spending also creates jobs—17,280 of them. One in every 17 jobs in Omaha is supported by visitor spending, which means you probably know someone who has a job in tourism, or has a job thanks to tourism. In fact, tourism is the eighth largest private sector employer in Omaha. 

Still don’t think your life is touched by tourism? Let’s talk taxes. Taxes generated by visitor spending saves each Douglas County household $730 per year. If visitors stop coming to Omaha and stop spending their money here, your taxes would go up or the current level of government services would go down. We would also see a significant number of jobs lost in the tourism industry if visitors did not show up.    

You can help Omaha’s tourism numbers grow even bigger. Keep inviting family and friends to visit. If your business, association, or industry hosts meetings, conferences, trade shows, reunions, or any other special event, invite them to Omaha and provide an economic boost to our economy.

After seeing the numbers, people get it—tourism is a big deal and a great deal for our city.

Visit Omaha can help.

If bringing a meeting home seems overwhelming to you, Visit Omaha, Omaha’s official tourism authority, is here to help at no cost.  Visit Omaha has the expertise and resources to help make your meeting or event, a success. Check out visitomaha.com/meetings to start planning your event.

Keith Backsen is executive director of the Omaha Convention & Visitors Bureau.

This column was printed in the February/March 2018 edition of B2B.

Designing and Building a Life in Omaha

June 6, 2017 by
Photography by Bill Sitzmann

Wanted: beautiful minds.

Omaha architectural and engineering firms continue to hang the “help wanted” sign, roll out the welcome mat, and host job fairs, looking to snag that rarest of breeds: an employee who uses both sides of the brain equally, combining the practicality of a physicist and mathematician with the soul of an artist. In other words, young architects and architectural engineers are hot commodities in a leading job market.

Low interest rates and demand for new development (which shows no signs of ebbing) keep employers busy looking for qualified applicants. Where do they find the necessary numbers? Right in their own backyard.

“Certainly the job market in Omaha within architecture and engineering is very, very, very strong,” emphasizes Christopher Johnson, a vice president and managing principal at Leo A Daly, part of the big three of Omaha architecture firms, along with DLR and HDR. “Even when you look locally at the University of Nebraska-Omaha, PKI (Peter Kiewit Institute), or Nebraska-Lincoln, the interns and the graduates are secure in their employment by the holiday season, before they go home for their holiday break. That’s a lot earlier than what we would normally see.”

Top-notch schooling—the College of Architecture and the College of Engineering on the University of Nebraska-Lincoln campus, and the Kiewit Institute and the Durham School of Architectural Engineering and Construction on the university’s Omaha campus— provides Omaha firms with a locally grown crop of well-grounded, technically advanced job candidates who work well with others and possess problem-solving skills.

“In Omaha, we typically hire between 10 and 12 architects and engineers every year,” says Johnson. In addition, Leo A Daly’s internship program places about four students on the architecture/interior side and the same number on the engineering side. 

How do the salaries compare?

“Entry-level job salaries are competitive in the Omaha market because we have a very competitive spirit among all the private firms here,” Johnson says. “But when you look at the national picture, you might say they look a little lower.”

According to the Bureau of Labor Statistics, the median wage for architects nationally is $76,100. Omaha’s lower numbers reflect a geographical lower cost of living.

While many graduates take their sheepskin and leave for larger salaries in larger cities like Chicago, Boston, or Dallas, an impressive percentage chooses to stay close to family and friends. Two young professionals who made a conscious decision a decade ago to stay rooted in Nebraska have seen their stars ascend on a local and national level.

Stephanie Guy, project and resource manager at Alvine Engineering in Omaha, and Andrew  Yosten, managing engineering principal and director of mechanical engineering of HDR’s architecture practice in Omaha, both found their calling early. In many ways, they mirror each other’s lives.

“My uncle owned a construction company and I enjoyed building things, but I was always pulled toward engineering,” Yosten, 34, says of his teenage years growing up in West Point, Nebraska. “I happened to stumble across a pamphlet on architectural engineering. None of the other engineering fields really appealed to me until I read that pamphlet.”

Guy comes from a place even smaller than West Point. In fact, Mullen, Nebraska, population 492, is the only town in Hooker County, nestled in the state’s beautiful Sandhills. Like Yosten, she became more interested in how a building functions than in its design.

“When I was a junior or senior in high school, I thought about architecture, but I leaned more towards the math and science rather than the creativity,” says Guy, also 34 and president-elect of the Architectural Engineering Institute. “So I thought engineering would be a natural fit.”

Guy and Yosten earned advanced degrees, two years apart, from Durham on the UNO campus, one of the few schools in the country offering a five-year program combining a bachelor’s and master’s degree in architectural engineering. Each specialized in mechanical engineering, obtaining a breadth of knowledge of a building’s structural aspects, plus its lighting, electrical, heating, cooling, and ventilation areas.

Guy opted to work for a company that focuses strictly on engineering, although she still works closely with architects. Her portfolio with Alvine includes renewable energy projects at Creighton University, renovations at Duchesne Academy in Omaha, a new school of nursing at the University of Michigan, a 50-story residential high-rise and a 50-story Class A office building, both in Chicago.

“There’s something about this Midwestern location and Midwestern work ethic that allows us to be successful,” Guy says. “We’re just a flight away from both coasts. HDR, DLR, and Leo A Daly all started here and are still here, three of the largest architectural and engineering firms in the world, with offices around the globe.”

Yosten, who interned at HDR while in school, felt at home with the company’s global reach from the get-go, especially in the field of health care.

“My mom is a physician assistant in West Point, and my wife is a nurse, so I have a true appreciation for what they do,” Yosten says. “So when I learned how much HDR’s portfolio is geared towards health care, that was a big drive for me to
stay here.”

Some of the notable health care projects Yosten’s teams have guided include the Fred and Pamela Buffett Cancer Center in Omaha, set to open soon, and a $1.27 billion replacement for Parkland Hospital in Dallas, best known as the hospital where President John F. Kennedy died. They’re also designing a new tower for Omaha’s
Children’s Hospital.

What keeps HDR’s 952 employees in Omaha and Lincoln, Leo A Daly’s 130 local employees, over 50 architectural firms, and more than two dozen engineering firms anchored here? The ability to balance a high-powered job and a personal life in an area that avoids getting caught up in the rat race plays a huge role.

It allows Guy and her husband to raise four daughters, who range from an infant to age 9, while pursuing a career that has garnered her numerous professional awards.

It allows Yosten time to play with his 18-month-old twin boys, who he says are “really ornery and a handful” but the light of his life, along with his wife, Jill.

Development may be booming in Omaha, but sometimes the intangibles prove a greater lure for employees.

Stephanie Guy, project and resource manager at Alvine Engineering

This article was printed in the Summer 2017 edition of B2B.

The Silicon Trail

March 28, 2017 by

When United Airlines’ first daily nonstop service flight from Eppley Airfield to San Francisco International Airport eased away from the gate in September 2016, Randy Thelen made certain he had a seat.

The senior vice president for economic development at the Omaha Chamber of Commerce saw the importance of that 7 a.m. flight—believed to be the first regular nonstop service between the two cities in a quarter century. Shortly after 9 a.m., he was on the West Coast, in the fertile Silicon Valley, ready for business.

Despite Omaha’s firm footing in the Silicon Prairie—with tech giants like PayPal, Google, LinkedIn, and Yahoo all maintaining a significant presence in the metro—Omaha long struggled with a serious shortcoming when it came time to recruit more. The same shortcoming didn’t help local technology startups secure financial backing from the apparent over-abundance of thick wallet in the Bay area.

Getting from Silicon Valley to Omaha’s corner of the Silicon Prairie was more than a hassle. It usually required at least one connecting flight, stretching a three-hour nonstop flight into nearly a full day of airplanes and airports … and that’s the delay-free version.

“As much as we don’t want location to be a barrier, there’s a very real situation where Silicon Valley investors won’t fly somewhere if they have to switch planes,” says Dusty Davidson, the CEO and co-founder of Flywheel, an Omaha-based startup that builds and hosts WordPress websites. Davidson is also known for his role in creating Silicon Prairie News and one of the largest entrepreneurial tech conferences in the region, Big Omaha.

“It’s not the connection, it’s the time,” he adds.

The required connecting flights cast a pall over Omaha’s distinct advantage as a low-cost jewel compared to the Silicon Valley. Omaha’s lower cost of living and more affordable housing helps save companies on their largest expense: wages. Add in the various business incentives available from the state, along with a strong talent pool and sound infrastructure, and Omaha makes an attractive option for startup and established tech companies, with that notable exception.

“We came up short on the connectivity or on the flights in and out of Silicon Valley,” Thelen says.

Then United Airlines made San Francisco’s International Airport the nation’s 25th airport with regular nonstop flight services to and from Omaha. This spring, a 26th regular nonstop Omaha route will open between here and Houston via Southwest Airlines.

“Now, we’ve taken away that competitive disadvantage, and we’ve been able to promote it as an advantage,” Thelen says. “It really has changed the conversation as we try to continue to build that pipeline between here and Silicon Valley.”

“The ability to have direct service does have an impact on the businesses that choose to do business here,” says Nancy Miller, vice president of operations at Travel and Transport, a national travel booking company based in Omaha. “I think it helps Omaha businesses.”

That an airline would add a regular nonstop flight to San Francisco lends credence to claims of Omaha’s growth as a potential hub in the Silicon Prairie.

“The Omaha economy really seems to have been doing well over the last couple of years,” says Dave Roth, deputy executive director of the Omaha Airport Authority. “It’s just a really positive combination of Omaha and the airlines for those additional flights.”

Omaha has popped up on several national lists as a new hot spot for tech startups. SmartAsset named Omaha the best city in the nation to work in tech in 2015, and Nebraska has been No. 3 on Forbes’ list of Best States for Business for two years running.

Thelen used his first flight to the Silicon Valley to meet with a dozen tech companies, some who already have outposts in town, and few others he’d like see set up shop.

“For the cost of one hotel stay and a pretty simple flight in and out, you can get two full business days of work without the hassle of changing planes and the risk of getting delayed,” Thelen says. “The convenience of business travel just went up exponentially, and you can expect that connectivity to continue to grow.”

Executives headquartered in San Francisco can more easily visit and engage with their Midwestern operations. Or, employees based in Omaha can more efficiently meet with leadership in Silicon Valley. Officials at PayPal and LinkedIn—which employ about 2,800 and 300 people, respectively, in the Omaha area—say there is frequent travel between the Silicon Valley and their operations in Omaha, but exact figures were unavailable.

“To have firms like that, that now have much, much easier access back and forth, frankly it makes our location all that more integral to the operation because it’s a simpler connect now,” Thelen says.

He added: “That simple flight makes a big, big difference.”

And even homegrown startups can take advantage. They can get twice as much done on recruiting trips from the valley, whether they are looking for talent or financing.

Davidson, the CEO at Flywheel, says the increased connectivity will indeed make a big difference for local companies raising money. There still remains a lot of work to put Omaha “on the map” with more sources of local capital and slowing the export of the state’s top technology talent, to name a few.

“I don’t know that you’re able to look at [direct flights to San Francisco] and say, ‘Hey, look, we solved the problem,’” he says. “I think there’s 50 things that are contributing, and what you really want to do is, just one at a time, start whittling away.”

Visit omahachamber.org for more information.

This article was printed in the Spring 2017 edition of B2B.

An Omahan in Omo Valley

August 26, 2013 by

It all started with National Geographic magazines. If you were a kid like me, you thumbed through them and dreamed about the exotic places that were halfway around the world. African stories always caught my eye. So unusual. So different from life in Nebraska.

Especially Ethiopia

I recently traveled to Ethiopia, spending several weeks exploring the culture and the country. Like most of you, when I travel, I pack my passions. In my case, that’s business ethics. Wherever I went, I asked about business practices and economic development. I learned a great deal about the ethics of the people and, in the process, I reflected on our Greater Omaha values. Let me share two experiences.

Hawassa University

At Hawassa University, I spent time with Dean Fitsum Assefa’s faculty and MBA students. We talked about business ethics as a competitive advantage. In a country ranked 114 of 147 on Transparency International’s Corruption Index, the consensus among students was that being ethical would not lead to business success. My experience is that our Greater Omaha students think differently than this. What is your opinion?

Omo Valley and Economic Development

One of the most intriguing destinations in Ethiopia is the Omo Valley. Through the heat and the mud, we traveled to the Valley to interact with its tribespeople. I grew up on a farm, but I have never experienced this kind of outdoor life where people live with their cattle herds and have only the most basic shelters. The customs of the people are exotic—the Mursi women wear lip plates, the Hamer people use cattle jumping as a rite of passage to manhood, and the Bumi participate in scarification. There are no other people on the planet like the people of the Omo Valley.

Herein lies the rub. The Ethiopian government has a plan for economic development. They are selling tribal land in the Omo Valley, primarily to foreign investors, to create sugar cane plantations. In tandem, they are building factories to process the sugar cane. The plan is to entice the tribespeople to work in the factories to alleviate their extreme poverty.

It is difficult to imagine the challenges for Ethiopian leaders, one of the poorest countries in the world. They must promote economic development. (Our Greater Omaha leaders have that responsibility here, too, right?) But their plan will literally destroy the tribal cultures.

So I talked to Mrs. Moges, the CEO of Travel Ethiopia, the largest travel agency in the country, and a member of the Addis Ababa Chamber of Commerce. I asked what she thought of the plan and its implication for the tribes. Mrs. Moges said, “The Omo Valley is Travel Ethiopia’s daily bread and butter. I know that the plan will destroy tribal culture and affect my business. But I think that is okay. Why? Think of the women. Daily, they carry bundles of sticks for firewood. They walk one to five miles a day with heavy containers to collect water. Childbirth is a nightmare. Is it okay to change the tribal cultures? You bet it is.”

I have been deep in thought since returning from my Ethiopian trip. When is it acceptable to change a people’s way of life for the sake of economic development? When should we save a way of life, knowing that doing so will stifle economic development? In Omaha, we have asked these kinds of questions, too, about our culture, our historical buildings, etc.

This I know: There are those who hold onto the past and those who grasp towards the future. In that tension, change is generated, and this is where communities’ values are revealed.

Beverly Kracher, Ph.D., is Executive Director of Business Ethics Alliance and Chair of Business Ethics & Society at Creighton University’s College of Business.

Visitors Spend a Record $1 Billion

Illustration by U.S. Travel Association

Imagine Omaha hosting 40 College World Series events every year—in essence, that’s what actually happens in our city. New economic impact research shows 5 million out-of-town guests visited Omaha in 2012, the equivalent of holding the CWS in our city dozens and dozens of times. But more importantly, the research shows Omaha is no longer a one- or two-trick pony, where people only visit to attend the CWS or Berkshire Hathaway’s Shareholders Meeting. Our city has developed into a year-round destination.

Research conducted by Tourism Economics shows more people are visiting Omaha and spending more in our city than ever before. In 2012, research shows visitors spent $1.025 billion dollars in Omaha, a 13 percent spending increase in two years. As expected, visitor spending is highest during the second and third quarter during the typical summer travel season; however, hundreds of millions of dollars are being spent during other times of the year as well—more proof Omaha’s tourism engine is running full time.

The fact that tourism is a year-round business also impacts each of us directly in the form of tax relief. When visitors eat in our restaurants, stay in our hotels, and shop in our stores, they are bringing new money into our local economy. Tourism Economics reports that visitor spending saves each Douglas County household approximately $655 a year in taxes.

These new numbers make it clear that the more visitors spend, the more we save—simple math that adds up to a big return all year long.

Questions or comments? E-mail us at info@visitomaha.com.

Dana Markel is Executive Director of Omaha Convention & Visitors Bureau.