We hope you enjoy reading about five of the most interesting small businesses in Wisconsin. This is the sixth year for the competition and Corporate Report Wisconsin is proud to have teamed up with the University of Wisconsin-Oshkosh College of Business and DiRenzo & Bomier, LLC, to present the Small Business Success Stories Awards.

In the following section, you’ll read about the 
winners, who share their stories of fast growth,
innovation and ability to transition to meet 
changing needs, as well as their challenges in 
the face of economic uncertainty.

We thank our panel of judges, senior faculty 
members from the UW-Oshkosh College of Business and a DiRenzo & Bomier partner, for their careful consideration of all the nominees.

Award winners will be honored at a luncheon to be held May 5 at the Blue Harbor Resort in Sheboygan. Tickets are available by calling (262) 245-1000 by April 22.

Meet the Judges
Roy N. Fine is a partner with DiRenzo & Bomier, LLC, a Neenah-based law firm with more than 55 years of experience serving clients in northeastern Wisconsin. A graduate of the University of Wisconsin-Madison (B.A. 1979, J.D. 1982), his areas of practice include business organizations, business and commercial law, banking and finance law, as well as other concentrations. He may be contacted at rfine@direnzolaw.com.

Dr. William Wresch is the associate dean for the UW-Oshkosh College of Business. He earned his BA and MA degrees from San Francisco State University and his MS and Ph.D. degrees from UW-Madison. Dr. Wresch has been at UW-Oshkosh since 1997 and is also a former Fulbright Scholar who taught Computer Science at the University of Namibia from 1993-94.
Mark Manske has more than 25 years of work experience in both Fortune 500 companies and has owned his own company. His business travels have taken him across North America, Europe and Asia. 
Manske began teaching for the UW-Oshkosh College of Business 
in 2006. A frequent comment from Manske is that he enjoys teaching and sharing his business 
experiences with students.

Ronnie Garrett is the new editor of Corporate Report Wisconsin and runs a boutique wedding and senior portrait business in Fort Atkinson. She spent 15 years as editorial director of Cygnus Business Media’s Law Enforcement Group, which included Law Enforcement Technology and Law Enforcement Product News magazines as well as Web portal www.officer.com.

ImproMed
Attack, never defend
Veterinary care has become increasingly complex and, with that complexity, comes the need for better recordkeeping systems. Oshkosh-based ImproMed has become a world-leading developer and provider of software for the business and medical aspects of veterinary practices.

Ron Detjen, ImproMed president and CEO, says the company continues to grow and add employees under his No. 1 “Ron-ism”: A.N.D., which stands for Attack, Never Defend.

“We maintain a competitive attitude. We continue to attack our markets and our products to improve them. Companies that go on the defense can’t grow as fast as those that continue to press forward,” he says.

He also encourages employees and others to find something that they are good at doing and to keep doing it. “With persistence, that person will soon become an expert and can make great achievements.

“Wisconsin has a good work and family culture that understands the importance of education. Our education system is good, but it’s also because our culture sets a high standard for learning,” he says.

ImproMed continues to expand. It recently purchased competitors and partnered with Butler Schein Animal Health to continue building the business. Today, more than 150 employees develop and support customers around the world.

“We find that if we have employees who are consultative in their approach to work, we make gains. We do not allow ‘stay out of my sandbox’ attitudes. I think it is the secret to our success for record growth in each of the last five years,” he says.

“The acquisitions of Sunpoint Software and VETECH Software Services has increased our presence in the veterinary market and moved ImproMed into a higher position. We now have the capacity to reach new customers and are proud to be building value for our employees and local community,” says Detjen.

In 2010, the company released two new products: Intelligent Inventory, which allows customers to automatically receive and manage ordered veterinary supplies into their systems; and Advantage+, an easy-to-use, comprehensive, entry-level suite of software programs for practices of any size. These programs join Infinity software, which has been ranked the best practice management software in more categories than any other software company by the American Animal Hospital Association for two years in a row.

“Other states have significant tax savings and reasons to do business there, but I think Wisconsin is now addressing some of these shortfalls. The quality of people in Wisconsin and their work ethic make this a good place to do business,” he concludes.

Centare Group
Leveraging technology to build strategic business advantage
Centare Group runs at the head of the pack of the lightning-fast changes of how companies use technology to do business. This Brookfield-based company provides technology solutions and custom software applications to a list of businesses that reads like the Who’s Who of Wisconsin.
Founded in 1999, the company has experienced rapid growth while other companies struggled to maintain status quo. In 2009, it had 29 employees; by the end of 2010, it had 52 employees — an 80 percent increase. Its billings in 2009 were $4.4 million; at the end of 2010, they were $7.2 million — a 63 percent increase, reports Dave Glyzewski, Centare Group president and CEO.

Although it was growing as the economy turned downward, the company revisited its annual strategic plan and made adjustments to ensure a sustainable formula through the recessionary period. It doubled its efforts in the recruitment of strong technology professionals and also added to its sales force enabling it to satisfy the demands of its customers as the technology professional services industry came out of the recession.

Leveraging its leadership position in the market, it concentrated on honing its skill in mobile technologies and creation of high performing teams using agile software development methods. In just two years, that focus created dramatic results. For its expertise and efforts, Microsoft awarded Centare Group its Gold Application Lifecycle Management (ALM) competency status, which is held by only 15 companies around the world. “We are also the only Wisconsin company to offer certified Professional Scrum Developer training to businesses,” Glyzewski says.

Centare Group takes a leadership role in technology professional development in the state. It regularly offers seminars and events to technology professionals to help them stay abreast of the latest technology and trends. It hosts and participates in a variety of technology user groups in Milwaukee, Madison and Chicago and launched the TechnologyT Executive Networking Roundtable in 2010.

“This effort brings together high-ranking technology officials from Wisconsin’s most influential companies to share ideas on developing the state’s technology workforce. We also launched the Centarian Alumni Event, where past employees are invited to network and socialize with current Centare employees,” he says.

Most Centare employees work at client locations, so maintaining a corporate culture is more difficult, says Glyzewski. “Centare Group consultants are employees, not contractors, an employment structure that provides security for its people and their families.

“The group’s success is based on consistently delivering on our promises to our customers. Our goal is to be viewed as a strategic partner, not a vendor. We cultivate lasting customer relationships built on a record of successes and trust,” Glyzewski says.


Orion Energy Systems
Shining the light on 
energy efficiency
As companies struggle to find ways to improve bottom line performance, Manitowoc-based Orion Energy Systems looks where few companies do: at energy bills and lighting systems in its customers’ facilities. “We can help a company cut its lighting costs by as much as 68 percent. With lighting being typically 35 percent or more of the total energy bill, reducing these costs impacts the bottom line in a big way,” says Kevin Crawford, senior vice president of Government Affairs and Business Development.
Orion offers a variety of energy-efficient lighting systems, energy management platforms and renewable energy technologies that can free up customers’ cash flow.

The company’s conservation efforts earned it some national recognition. President Obama visited Orion in January and lauded it as a leader in solar power and energy-efficient technology.

In the first three quarters of 2010, Orion reported revenues of $47.3 million, an 11 percent increase, and a 27 percent increase in gross profit over the same period in 2009.

“We estimate that since 2001, our systems have helped companies save more than $1 billion in energy costs. Based on EPA estimates, our systems prevented 8.7 million tons of carbon dioxide from being released into the atmosphere annually. It’s the equivalent of saving one billion gallons of gasoline,” Crawford says.

Orion is more than light fixtures. In Manitowoc, the company showcases its own “Integrated System” of patented high-performance light fixtures, its energy management platform know as Intelite, solar light pipes and wind and photovoltaic generation. This system produces — and saves — enough electricity to offset the facility’s energy needs during peak consumption hours of the day.

Crawford says the company’s success comes from its CEO’s vision and commitment. “Neal Verfuerth is smart and aggressive. He’s an innovator who knows how to bring product to market. Neal’s also committed to hiring the best talent possible and ‘bolting’ that talent on to the Orion machine,” he says.
“Employees enjoy premium-free health insurance, but in return, they must work out at least 16 times a month at one of our two onsite health facilities. Employees appreciate the program and their improved health drives down health care costs.”

Orion also has an on-site daycare, which offers greater flexibility for production workers. “We can increase production 50 percent by going from an eight- to a 12-hour day, and workers don’t have to worry about daycare. It makes us agile and able to meet customer needs more efficiently,” he says.

“It’s our philosophy to exceed customer needs quickly and adeptly. In a competitive marketplace, if you don’t, someone else has already eaten your lunch,” he says.

Precision Drawn Metals
“We make quality and produce 
satisfaction”
What started as a small stamping operation in Keith and June Holmes’ garage in Janesville in 1982 has grown into an internationally recognized company that specializes in deep-drawn stampings for automotive, electronic, industrial and medical customers.
Keith and June continue to serve as corporate officers for the company that has grown into a 40,000-square-foot facility with 70 employees on Plainfield Avenue in Janesville. Their son, Matt, is vice president and manages daily operations.

Precision Drawn Metals Inc. has carved a niche by focusing on manufacturing only the most challenging parts that other stamping facilities may shy away from attempting to produce. They regularly work with aluminum, brass, cold-rolled steel, copper, 300 and 400 Series stainless steel and a variety of pre-plated steels.

The company is on a mission to achieve customer satisfaction by delivering high-quality and low-cost parts on time. They have a zero-defect attitude and use the latest 3-D software to help them build excellence and continuous improvement into its processes and products.
“Our in-house engineering and tooling department allows us to remain cost effective, produce the highest quality parts, retain accuracy and meet or exceed our customer’s needs and expectations,” says Keith.

The company is 9001:2000 registered and ANSI-RAB QMS accredited, which helps it attain a high level of precision and consistent quality.

Training has always been a hallmark at the company. “We continue to train, even on a weekly basis. Our skilled toolmakers use tool steel, carbide and ceramic applications to produce the highest quality tooling for optimum performance and longevity. Our engineering and tool room departments work closely to produce the highest quality parts possible on a consistent basis,” Keith says.

Precision Drawn Metals has survived the recent economic downturn by concentrating on production scheduling, manufacturing practices and inventory management. As other stamping operations in the area have closed their doors, the company has been able to build its customer base. It credits its survival on its dedication and strength as a family business and its ingenuity to create only challenging, high-quality products for customers.

Keith believes the company’s success is based on its ability to change quickly. “Everything in the plant is on wheels. We can be very flexible. ‘It can’t be done’ is not in our vocabulary. We aim to make products right – not almost right – the first time.”


Fontarome Chemical
Building business from the 
top line to the bottom line
As the economy sank in 2009, Carl Sheeley, president of Fontarome Chemical Inc. saw revenues drop so quickly that the company had to take extreme measures to get the balance sheet back in order. The company, which provides natural and synthetic intermediate chemicals and active ingredients for pharmaceutical research and production, attacked the issue at the top line and the bottom line.
“Our customer base ranges from small-virtual start-up companies to the world’s largest pharmaceutical concerns. We also custom-manufacture more than 270 fine flavor and fragrance products for worldwide customers,” says Sheeley.

Like others in Wisconsin, Sheeley first attacked the issue by cutting overhead, then redoubling his efforts to increase sales.

This St. Francis-based company implemented fair, creative and effective ways to reduce staff and consolidate positions. It reduced salary, wage and discretionary expenses by 10 percent across the board and also eliminated most outside expenses.

These bottom-line efforts reduced costs by $200,000 per month. “It headed off a cash shortage and unavailable credit crisis that could have stemmed the company’s ability to deliver on incoming orders,” Sheeley says.

Sheeley then addressed the revenue shortfall from the top line by adding three sales positions to augment his efforts to bring in new business. The sales team invested time with key accounts, and by early 2010, their efforts resulted in sales order increases and increased requests for samples – a key indicator of future business.

These efforts worked. They reversed the revenue backslide, reduced expenses, gained manufacturing efficiencies and positioned the company for a strong 2011. To date, Fontarome Chemical is forecasting a 25 percent increase in revenue and already has 40 percent of its 2011 revenues booked and in-house.

Fontarome Chemical’s new mantra for Lean Manufacturing creates a long-term off the balance sheet asset, says Sheeley. He forecasts that with the increase in business and improved production efficiency, the company’s earnings will double in 2011.

He is optimistic about the future of Wisconsin businesses if they can adopt Lean Manufacturing cultures. “This will better position companies for future downturns. The cumulative effect of corporate-wide efficiency improvements can be a formidable advantage,” he says

Sheeley recommends companies continue to develop personnel who performed well during these difficult times. “Carefully examine the performance and behaviors of employees that have weathered this storm with you. Take care of those that have stepped up during this challenging time.”

More Featured Articles