Welcome & Opening Remarks

5/20/2019

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Investors $2+ Million WEC Energy Group $500,000 Bradley Foundation JPMorgan Chase U.S. Economic Development Administration Wisconsin Economic Development Corporation

$300,000 BMO Harris Northwestern Mutual

$200,000 Bucyrus International City of Milwaukee Harley-Davidson (Foundation) Foundation

$100,000 A. O. Smith Corporation Children's Hospital of WI Kenall Manufacturing MMSD Advocate Aurora Health Eppstein Uhen Architects Komatsu Mining QPS Employment Group Beer Capitol Distributing FIS Global Mandel Group Robert W. Baird & Co. The Boldt Co. Foley & Lardner ManpowerGroup Rockwell Automation Briggs & Stratton Corp. Froedtert Health Marquette University UW-Milwaukee MillerCoors $50,000 ABB Consolidated Construction Johnson Financial Group Reinhart Boerner Van Allegheny Technologies Deloitte & Touche USA Milwaukee County Deuren Associated Banc-Corp. Ernst & Young PNC Bank Trane Building Advantage Bank of America/Merrill Godfrey & Kahn Quarles & Brady Waukesha County Lynch GRAEF Racine County Wells Fargo Charter Manufacturing Haribo

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$25,000 Allen Edmonds Inland dba Colliers Milwaukee Hotel Collection SEEK Careers/Staffing American Transmission Co. KPMG Ozaukee County Spancrete Building Service Inc. Master Lock Park Bank Strang City of Oak Creek Mawicke & Goisman PAX Holdings Group von Briesen & Roper Employ Milwaukee Metal Era PricewaterhouseCoopers Waukesha Metal Products GenMet MGIC Investment Quad West Bend Mutual

<$25,000

Addison Clifton Gateway Technical College Phoenix Investors Trostel Alpha Investment Consulting Patrick Horne/Northwestern PS Capital Partners Waukesha County Technical American Design Mutual PS Companies College AT&T Wisconsin JACOBS Shorewest Realtors Wenthe-Davidson Catholic Financial Life Masterson Co. Stantec Wixon CliftonLarsonAllen MKE Area Technical College Strattec Security Zimmerman Architectural CORE Consulting Miron Construction Syslogic Studios Cotter Consulting National Exchange Bank The Business Council Creative Business Interiors &Trust Trefoil Group Eagle Enterprises

VISION

Grow, expand & attract world-class businesses Create high-value employment Vibrant quality of life

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TOM BARRETT M7 Co-Chair Mayor of Milwaukee

Can the Milwaukee Region compete? The challenges of disruption JON ROBERTS Principal & Managing Director, TIP Strategies

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WHY MILWAUKEE IS DESTINED TO FAIL

Because all our cities are destined to fail.

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THE CRISIS IN OUR PROFESSION

The draw of major metros is undermining both our rural communities and our mid- size cities.

Meanwhile, major metros increasingly struggle with disparity in wages, social equity, and rising housing costs.

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FORUM 2019 MILWAUKEE 7 ECONOMIC DEVELOPMENT PARTNERSHIP

Jon Roberts May 16, 2019

1 INTRODUCTION

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TIP STRATEGIES

Founded in 1995, we have over 23 years of experience in over 300 communities across 40 states, and 5 countries.

Four principals with a total staff of 14.

Committed to holistic thinking & sustainable development.

Austin, Seattle, and Boston offices with global reach.

OUR PRINCIPALS

Tom Stellman Tracye McDaniel CEO/Founder President

Jon Roberts Jeff Marcell Managing Partner Principal

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2 NATIONAL TRENDS

The Geography of Jobs Net Job Gains/Losses by Metropolitan Statistical Area

Source: U.S. Bureau of Labor Statistics, Current Employment Statistics; TIP Strategies

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Job recovery periods compared Job recoveries lag official recessions – now more than ever Peak employment = 100 2007-2014 1980 1974-1976 1981-1983 2001-2005 (May 2014 = 100.1) 100 1990-1993 78 months 99

93 1 6 11 16 21 26 31 36 41 46 51 56 61 66 71 76 81 Number of months until all jobs "regained"

Sources: U.S. Bureau of Labor Statistics, Current Employment Statistics (total nonfarm employment, seasonally adjusted). Note: While we typically associate recessions with job growth, they are officially defined by a wider range of variables than just employment. The dating committee of the National Bureau of Economic Research retroactively defines the start month and end month of official recessions in the US. According to NBER, the most recent recession began in December 2007 and ended in June 2009 – five years before employment levels had fully recovered.

Educational attainment of the US labor force Share of the US civilian labor force age 25 years and older

Share of the civilian labor force that has earned at least a bachelor’s degree

41% 59%

Share of the civilian labor force over 25 that does not have a 4-year degree

Source: US Bureau of Labor Statistics (Current Population Survey), 2018 annual average Note: The metric for educational attainment is usually presented relative to the population. This chart looks instead at a relevant subset of the population: the civilian labor force.

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Unemployment rate by educational attainment Unemployed share of the US civilian labor force age 25 years and older

LESS EDUCATION MORE EDUCATION 4.0% 2.1%

Unemployment rate for Unemployment rate for the share of the labor the share of the labor force over 25 without a force over 25 that has four-year degree earned at least a bachelor’s degree

US Bureau of Labor Statistics (Current Population Survey), 2018 annual average Note: The metric for educational attainment is usually presented relative to the population. This chart looks instead at a relevant subset of the population: the civilian labor force.

The Dotcom recovery trend was just a warm-up… Cumulative change in employment (millions) from March 2001

Source: US Bureau of Labor Statistics, Household Survey (Current Population Survey); National Bureau of Economic Research. Note: Employment is seasonally adjusted and includes all workers age 25 and older. The National Bureau of Economic Research (NBER) officially dates the Dotcom Recession as March 2001 through November 2001 (9 months total).

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…the gap widened after the Great Recession Cumulative change in employment (millions) since December 2007

Source: US Bureau of Labor Statistics, Household Survey (Current Population Survey); National Bureau of Economic Research. Note: Employment is seasonally adjusted and includes all workers age 25 and older. The National Bureau of Economic Research (NBER) officially dates the Great Recession as December 2007 through June 2009 (19 months total).

The reset is real…

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Manufacturing dropped from 25% to 9% of all jobs in just under 50 years.

Structural economic change

Sources: U.S. Bureau of Labor Statistics, Current Employment Statistics (total nonfarm employment, not seasonally adjusted). Note: Industry classifications have changed over the decades. The grouping of broad sectors in this chart is the closest possible match to consistent definitions.

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Can post-WWII job growth continue at the same pace? If so, how?

Source: US Census Bureau, International Database; US Bureau of Economic Analysis, Current Employment Statistics Notes: Population estimates and projections are for the resident population. Population estimates for 2010-2017 are consistent with the 2010 Census. Population data in the IDB for 2018-2050 are based on the 2014 National Projections.

Evidence of an ongoing talent shortage Reasons for hiring difficulty

26% 21% 16% 14% 7% Lack of Lack of Looking for Lack of hard Lack of soft available experience more pay than skills skills applicants/no is offered (technical (workplace applicants competencies) competencies)

Tight labor Transitioning Wage Skills market workforce Gap? Mismatch

Source: ManpowerGroup's 2017 Talent Shortage Survey

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Looming retirements Age distribution of employed workers, as of October 2018

35 million employed workers are or will be eligible to retire in the next 10 years

23% 55 & over

Source: Emsi – QCEW Employees, Non-QCEW Employees, and Self-Employed

Solving the problem is politically fraught

Raise retirement age

Liberalize immigration

Automate jobs

Outsource work

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3 DISRUPTION: MAKING SENSE OF THE RESET

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MANUFACTURING HEALTH CARE

John A. Rogers, University of Illinois, F. Seitz Materials Research Laboratory

Google

ENTERTAINMENT TRANSPORTATION

THE LABOR FORCE Massive disruption in the number of workers and the skill sets they require

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SUPPLY CHAIN Entire business units cease to exist and secondary providers disappear

Abandoned Factory in Albemarle NC by albemar78 via Flickr (CC BY 2.0)

SOCIAL NORMS Culture shock around changing behaviors.

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Talent: Do jobs matter?

Job shifts further erode the middle class.

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“Technology is automating some tasks, but most jobs are not disappearing. They are evolving.”

–Vanguard Research: Megatrends, “The future of work” X 

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Snapshot of the US workforce in transition Selected occupational job postings in 2018

PRINTING TOOL & DIE TRAVEL SCRUM BARISTA PRESS MAKER AGENT MASTER OPERATOR Job Postings 551 1,945 3,998 16,043 54,157

Top 5 MSAs Chicago Chicago New York Washington Los Angeles Minneapolis Detroit Chicago New York New York Kansas City Milwaukee Los Angeles Chicago Chicago Columbus, OH Cleveland Philadelphia Dallas/FW San Francisco Dallas/FW Los Angeles Dallas/FW Philadelphia Seattle Top 5 skill Preventive Blueprints / Microsoft Scrum agile Food requirements maintenance Milling Office / methodology preparation / posted / Quality machines / Global / Agile Hazard control / Micrometers / Distribution Software analysis and Mathematics / Preventive System / Development critical control Micrometers / maintenance Sabre / / Software points / Pallet jacks / Surface Customer development Quality grinders relationship / Kanban Assurance / management method / Credit card / Ticketing Atlassian JIRA machines / system Espresso machines

Source: Gartner Talent Neuron Notes: All summary information shown is domestic (US only) and covers the calendar year 2018 only. Job postings are standardized to remove duplicates. Job postings do not represent actual job gains nor do they equate to actual hiring. Such interpretations should be avoided. Postings do, however, reflect relevant patterns of talent demand that can be differentiated across geographies, occupations, and employers.

Business Structure: Do profits matter?

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Convergence of three disruptive trends : • Asset-light business model • Supply-chain restructuring • Non-ownership model

A selection of 2019 Tech IPOs

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Social Norms: Does culture matter?

The Opportunity

 Cloud computing gives way to edge computing.

 5G enables new platforms.

 IOT becomes real.

 VR and AR take giant leaps forward.

 Personal robotics become soft.

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The Challenge

 The social effects of AI.

 Political upheaval through mis-use of technology.

 Vulnerabilities are exposed. (How “secure” are we?)

 If you’re not online, you don’t exist.

Disruption is not just technological, it’s social.

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'Post-Millennials' on track to be most diverse generation yet Nearly half of post-Millennials are racial or ethnic minorities

% OF 6- TO 21-YEAR-OLDS WHO ARE NONWHITE

Post-Millenials in 2018 48%

Millenials in 2002 39%

Gen Xers in 1986 30%

Early Boomers in 1968 18%

Source: Pew Research Center analysis of 1968, 1986, 2002 and 2018 Current Population Survey Annual Social and Economic Supplement (IPUMS). “Early Benchmarks Show 'Post-Millennials' on Track to Be Most Diverse, Best-Educated Generation Yet.” November 15, 2018. Note: Nonwhites include blacks, Hispanics, other races and people who identify with more that one race.

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Image via Spin, www.spin.app/press

4 HOW COMPETITIVE IS MILWAUKEE?

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How diverse are we?

RACIAL/ETHNIC COMPOSITION OF MILWAUKEE MSA % of total metropolitan population

4% 3% 11%

White Black Hispanic 16% Asian Other

67%

Source: US Census Bureau, American Community Survey, 2017.

The educational attainment gap

BACHELOR'S DEGREE OR HIGHER BY RACE / ETHNICITY Austin MSA Milwaukee MSA US

71%

54% 54%

51% 42% 34% 36% 23% 21% 16%

14% 15%

Asian White Black Hispanic

Source: US Census Bureau, American Community Survey, 2017.

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The employment gap

MILWAUKEE MSA OCCUPATIONAL CONCENTRATIONS BY RACE / ETHNICITY Indexed to US = 1.00 for each cell shown

By Race / Ethnicity

ALL RACES White Black Hispanic Asian

IT 1.07 1.12 0.77 1.28 1.16

Engineering 1.34 1.41 0.53 1.07 1.17

Sciences 0.99 0.97 0.74 1.18 1.04

Source: US Census Bureau, American Community Survey, 2017. Notes: Based on 2-digit SOC codes 15 (Computer and Mathematical Occupations); 17 (Architecture and Engineering Occupations); and 19 (Life, Physical, and Social Science Occupations).

Of the 40 largest US metros, Milwaukee ranks 38th in broadband connectivity.

Source: US Census Bureau, American Community Survey, 2017 .

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Computer-related occupation gap

15-1100 Computer Occupations

US MKE 1.50 1.45

1.40

1.30

1.20 1.25

1.10

1.00

0.90

0.80 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Source: Emsi 2019.2 – QCEW Employees, Non-QCEW Employees, and Self-Employed.

IT snapshot

US AVERAGE MILWAUKEE AUSTIN

Number of IT jobs per 1,000 occupations 30 32 60 $87,420 $86,340

Median annual salary $75,600

Source: US Bureau of Labor Statistics, Occupational Employment Statistics, 2017. Notes: Based on 2-digit SOC code 17 (Architecture and Engineering Occupations).

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Engineering snapshot

US AVERAGE MILWAUKEE AUSTIN

Number of engineering jobs per 1,000 18 occupations 20 26

$83,460

$80,170

Median annual salary $70,930

Source: US Bureau of Labor Statistics, Occupational Employment Statistics, 2017. Notes: Based on 2-digit SOC code 17 (Architecture and Engineering Occupations).

The population is getting older

Source: US Census Bureau; Moody's Analytics.

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QUESTIONS

2905 San Gabriel Street Suite 309 Austin, TX 78705 512.343.9113 www.tipstrategies.com

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STEVE WES ERICAJOY RICHMAN SABER DANIELS Milwaukee Tool Haribo of America Advocate Aurora Health

Executive leaders panel

New trends in corporate site selection & global engagement

PHIL SCHNEIDER Schneider Strategy Consulting

Leading economic development practices

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LIGHTNING ROUND – TRANSFORMATION IMPACTING SITE SELECTION

Milwaukee 7 Group Spring Conference Disruption: The New Normal: Transforming talent, innovation and place May 16, 2019

1) Trends TODAY’S TOPICS 2) Workforce 3) Why Projects Fail

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SITE SELECTION TRENDS

Location decision-making models are increasingly sophisticated

• Scenario testing across a wide range of location and business risk factors Site Selection processes are Insatiable desire for more data transforming to serve an ever evolving • Integration with mapping, data platforms, analytical complex, models business ecosystem Expectation for “site-selection-in-a-box” growing

• Decision tools employing big & real-time data automate site selection – not there yet

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Increasing politicization of the site selection and incentives processes

• Impacting location projects and corporate communication strategies

Automation making its way into site selection New site projects selection challenges and • Drones / AR / VR – sites, buildings, infrastructure, tools have community surfaced Clustering of high-skill industries starting to have unintended consequences

• Talent and resource shortages, turnover, lower productivity, rapid cost inflation, congestion, strained infrastructure

Strained, aged, and deteriorating infrastructure

• Lack of investment, changing requirements Fundamental location Anti-incentives backlash requirements are increasingly difficult to • Growing opposition, challenging need and ROI secure

Skilled workforce shortages

• Talent Gap across sectors

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WORKFORCE TRANSFORMATION

Process • Production & material transport automation • Predictive maintenance • Networked machines and supply chain • Production simulation Work processes • 3D printing and therefore • Big Data and analytics work force requirements Workforce are changing • Automation alters manufacturing and logistics rapidly workforce requirements • Demand for critical technical, soft, judgement skills • Fewer, but more technical jobs • Cognitive technology and RPA transforming back offices • Co-working space replacing traditional large offices • Gig economy - contracted & distributed workforce • Human Cloud - smaller can communities compete for IT

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Creativity Collaboration Communication Skill Flexibility expectations Adaptive thinking are steadily Adapt to change and rapidly Problem solving evolving Continuous learning People management Resource management Technically capable

Worker Readiness Literacy, numeracy, digital literacy, self- presentation, time management, professionalism, etiquette, social norms Update Training Methods Soft Skills Communication, critical thinking, creative thinking, collaboration, adaptability, initiative, . Team-based leadership, social- . Project-based Industry 4.0 emotional learning, teamwork, self- . Practical confidence, empathy, growth mindset, Application demands a cultural awareness . Experiential complex . Case simulation Technical Skills Computer programming, coding, project . Business exposure combination and management, . Job shadowing financial management, mechanical . Mentorship variety of skills functions, scientific . Coaching tasks, technology-based skills, and job- and capabilities specific skills

Entrepreneurship Initiative, innovation, creativity, industriousness, resourcefulness, resilience, ingenuity, curiosity, optimism, risk-taking, courage, business acumen, business execution

Deloitte Analysis, Deloitte University Press 74

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400-600 million workers may be displaced globally within 15 years An impending skills and Massive investment required for talent crisis retraining/re-skilling requires massive effort, Must educate and train next-gen resources, and workers, retrain current workforce to collaborative the automated environment planning Close collaboration between the public, private, and social sectors – and leadership from EDO’s - required

The Shortage • Skilled Trades • Skilled Production • Digital Talent The hunt for • Technicians technical and • Engineering • Operations Managers professional • Researchers & Scientists skills is stymied by The Gap wide gaps • Hard skills - lack of technical capability • Soft skills - lack of workplace competency • Pay – mismatched expectations • Place – mismatched geography • Experience - Lack of qualified applicants

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Educational models don’t Lack of meet current requirements experience/practice-based for ongoing skills learning in educational development programs

Lack of Lack of alignment between interaction/collaboration educational programs and between industry and business needs academia

The Skills Gap has Insufficient qualified Inadequate investments multiple causes at teaching resources from private industry the Public, Private, and Individual Level Inadequate funding from Unaffordability of government or other educational public sources programs/resources

Unavailability of quality Lack of motivation for educational programs workforce to proactively /resources update skills

IBM Institute for Business Value Global Skills Study 77

WHY LOCATION PROJECTS FAIL

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Failed site selection projects and failed negotiations are typically result from:

Location projects can only achieve sustained success when there is balanced Partnership

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Unsuccessful and controversial location projects are unbalanced - one side dominates or receives unequal partnership benefits

Q&A

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Making Milwaukee a region of choice for diverse talent

JULIE GRANGER MMAC

Leading economic development practices

MAKING MILWAUKEE A region of choice for diverse talent

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REGIONAL TALENT REALITIES

Widening gap between Negative net Increasing racial people & jobs migration diversity

Manufacturing Talent Market Projections Total projected unfilled openings 12,009

2,934 4,232

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

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Indianapolis 3.84% Cleveland -1.66% Detroit 1.11% Columbus 5.59% Chicago -3.87% Milwaukee -2.16% Charlotte 11.28% Minneapolis-St. Paul 2.76% Raleigh 14.13%

Net migration rate in selected communities 2010-2018

Metro Milwaukee population by age cohorts 2014-2017 average

African American /Latino White

5-9 years old 62,131 53,124

55-64 years old 36,313 165,288

Source: U.S. Census Bureau

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SEVEN PROSPERITY MEASURES

Managers Management, Unemployment Bachelor’s Single, female- Owner-occupied Poverty rate & officials business, science, degree or higher headed housing art occupations households with children

1. Minneapolis 30 2. Raleigh 34 3. Baltimore 37 4. Chicago 37 5. San Jose 45 6. Milwaukee 63 White 7. Charlotte 66 8. Salt Lake 73 9. San Antonio 73 Prosperity 10. Kansas City 76 11. St. Louis 77 12. Nashville 79 Ranking 13. Memphis 80 Total points accumulated 14. Orlando 86 from seven measures 15. Portland 87 16. Columbus 102 Ranked best to worst 17. Detroit 103 18. Indianapolis 103 19. Cleveland 105 20. Cincinnati 111 21. Oklahoma City 123

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1. San Antonio 17 2. Baltimore 23 3. Raleigh 34 4. Charlotte 35 5. Nashville 36 6. Portland 50 African American 7. Chicago 62 8. Orlando 65 9. Kansas City 72 Prosperity 10. Pittsburgh 79 11. St. Louis 82 12. Columbus 83 Ranking 13. Indianapolis 87 Total points accumulated 14. Detroit 89 91 from seven measures 15. Oklahoma City 16. Louisville 102 Ranked best to worst 17. Minneapolis 103 18. Cincinnati 104 19. Buffalo 121 20. Cleveland 123 21. Milwaukee 138

1. St. Louis 24 2. Baltimore 34 3. Raleigh 50 4. Detroit 57 5. San Antonio 59 6. Cincinnati 64 Hispanic 7. San Jose 65 8. Kansas City 68 9. Orlando 70 Prosperity 10. Columbus 74 11. Chicago 77 12. Minneapolis 79 Ranking 13. Nashville 82 Total points accumulated 14. Portland 84 88 from seven measures 15. Salt Lake 16. Memphis 90 Ranked best to worst 17. Cleveland 94 18. Oklahoma City 96 19. Charlotte 108 20. Indianapolis 118 21. Milwaukee 125

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1. San Antonio 33 2. Nashville 37 3. Baltimore 52 4. Charlotte 54 5. Portland 57 6. Pittsburgh 62 Prosperity Gap 7. Orlando 63 8. Columbus 66 9. Oklahoma City 67 between African 10. Indianapolis 72 11. Kansas City 74 American & White 12. Louisville 75 13. Buffalo 81 Total points accumulated 14. Indianapolis 82 82 from seven measures 15. St. Louis 16. Raleigh 84 Ranked best to worst 17. Cincinnati 91 18. Cleveland 102 19. Chicago 105 20. Minneapolis 127 21. Milwaukee 139

1. St. Louis 29 2. Detroit 46 3. Baltimore 56 4. Cincinnati 58 5. Oklahoma City 58 6. Columbus 60 Prosperity Gap 7. Kansas City 64 8. Orlando 65 9. San Antonio 65 between Hispanic 10. Salt Lake 70 11. Portland 72 & White 12. Nashville 77 13. Cleveland 84 Total points accumulated 14. Memphis 87 from seven measures 15. Chicago 88 16. Raleigh 88 Ranked best to worst 17. San Jose 97 18. Indianapolis 98 19. Minneapolis 105 20. Charlotte 118 21. Milwaukee 123

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SEVEN PROSPERITY MEASURES

Managers Management, Unemployment Bachelor’s Single, female- Owner-occupied Poverty rate business, science, degree or higher headed housing & officials art occupations households with children

Metro MKE All Firms w/100+ EE’s * 2016 Data Relationship: Total Employment to Management

Total Employment % Management ALL 367,000 44,000 12%

Men 183,000 50% 27,000 60% Women 184,000 50% 17,000 40%

White 267,000 73% 38,000 88% African American 53,000 14% 2,000 4.7% Hispanic/Latino 28,000 8% 1,500 3.4%

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Understanding the barriers & opportunities: Research design & synthesis

1,100 online 17 focus groups 16 CEO surveys completed • 150 participants interviews

ORGANIZATIONAL REPRESENTATION ACCOUNTABILITY

ENGAGEMENT SUPPORT & DEVELOPMENT

Data analysis: 5 strategies

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OBJECTIVE: Unite employers around a measurable goal to increase overall employment and number of diverse managers.

NEXT STEPS: • Review strategies with MMAC Board • Explore CEO pledge of accountability • Recruit companies • Public rollout • Implementation • Track, measure & report

FOXCONN: Impact & update on Mt. Pleasant manufacturing campus construction

LAURA MILLION Racine County Economic Development Corp.

Leading economic development practices

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WISCONN VALLEY SCIENCE & TECHNOLOGY

PARK Phase 1 of Area 1

CONSTRUCTION

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SITE WORK

INFRASTRUCTURE I-94 LOCAL ROADS WATER SEWER GAS ELECTRIC FIBER OPTICS

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FOCUSED ATTENTION

• TALENT PIPELINE – County Workforce Strategic Plan – Talent Development (Academies, Training) – Talent Attraction: Greater Racine County www.GreaterRacineCounty.com

• HOUSING DEVELOPMENT – Targeted Development Study – Redevelopment Opportunities – Housing Summit

FUTURE VISION • LONG TERM PLANNING – Development – Schools – Municipal Services – Infrastructure

• SMART CITIES/SMART COUNTY – Foxconn Place Racine – City Smart Cities Challenge Winner – Year Long Analysis

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CATALYST: DEVELOPMENT

• Add Map

*Announced

THANK YOU!

Laura Million Business Development Manager 262-898-7530 [email protected]

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Milwaukee’s Tech future

JAMES HISCHKE Northwestern Mutual MIKE RODGERS Advocate Aurora

Leading economic development practices

MKE TECH HUB

Milwaukee’s Tech Future #MKEtech MKEtech.org

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EXPERIMENTS AND BIG WINS: 100+ 10,000+ 75+ $240 MILLION+ EVENTS ATTENDEES PARTNER IN INVESTMENTS ORGANIZATIONS

Where is disruption happening next THE THIRD WAVE Healthcare

Financial Services Embedding technology into virtually all sectors of the economy.

Agriculture Advanced Manufacturing

Milwaukee Skill Shortages Transportation Artificial Intelligence Quantum Computing Virtual & Augmented Reality Data Science Advanced Robotics IoT Cloud Technology Genomics 3D printing Government 5G Mobile Internet Blockchain Software Developers Biometric Technology

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MKE Tech Hub Foundational Capabilities

Needed to successfully build out Milwaukee as a technology hub… enabled to compete in 2025 and beyond.

Talent Community Grow & Diversify Improve the the regional Tech Reality of Living & Talent Working in Identity (Build + Attract + Retain) Innovation Milwaukee Shift the Increase the Perception, Volume & Velocity Brand, & Image of of Innovation Milwaukee

PROPOSED GOAL 160,000

150,000 Grow # of tech workers 7,500 20172017 Tech Tech Job Job Baseline Baseline

OrganicOrganic (5% growth YOY) (5% YOY) 140,000 8,000 FoxconnSignificant New Entrants

8,125 Double the number of Tech Workers by 130,000 StartupsStartups 2025… 5,400 FreelanceFreelance

120,000 Through 4 major strategic areas of 10,600 ImportGrow Tech Tech Work Work focus: BoldBold MKE Vision Vision for MKE 110,000

100,000

- Startups (Import & Create) 36,390

90,000 - Tech Talent (Freelance Marketplace)

80,000 - Transform & import (Grow Tech Work) 76,000 76,000 - Bold MKE Vision 70,000 2017 2018 2019 2020 2021 2022 2023 2024 2025

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The How… Startups Leverage “cross-Industry” partnerships across our strong foundation of Fortune 500 companies to accelerate local startup growth and recruit new STRATEGIC AREAS founders and startups to the region OF FOCUS Tech Talent (Freelance Marketplace) Upskill a diverse population of local tech talent with Cost estimates, competitive advantages, a focus toward positioning MKE for the “gig required resources, and migration paths economy”. Address net migration of knowledge with 2025 ambition statements. workers with a specific eye on tech talent.

Grow & Import Tech Work Activate and accelerate small & mid-size company growth through digital transformation and acquire tech company “hubs” to increase economic output for MKE.

Bold MKE Vision Establish a bold vision for MKE that is enabled by tech and sponsored through new levels of public, private, and philanthropic partnership.

QUESTIONS

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Disruption: The New Normal Transformational Productivity Initiative Milwaukee 7 Economic Development Forum

HELPING WISCONSIN MANUFACTURERS GROW.

Buckley Brinkman Executive Director and CEO 117

Don’t Confuse Trends & Technology!

118

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119

Trends

120

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121

Who’s the Cybercrook?

122

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123

Wrap Up

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PAUL FARROW M7 Co-Chair Waukesha County Executive