Adapting to changing workplace and business conditions will help Minnesota business succeed, CEOs say – The Business Journals

The Minneapolis/St. Paul Business Journal along with Platinum Bank, held an executive roundtable discussion recently. Panelists included Dave Faust, President and CEO of Platinum Bank; Jeff Bajek, Chief Credit Officer at Platinum Bank; Julie Andrich, owner and CEO at King Solutions and CEO at Autumn Transport; Allison O’Toole, CEO at Second Harvest Heartland; David Hellmuth, Co-Founder and President at Hellmuth & Johnson; and Margaret Murphy, CEO and Founder at Bold Orange Co. Kathy Robideau, Market President and Publisher of the Business Journal, served as moderator.
David Faust: Thanks for being with us tonight. Our business is dependent on relationships, and these past few years have reinforced the importance of personal connections. We’re all small businesses in someone’s eyes, and we need each other to be successful. So, cheers to you, small-business owners who make it happen every day. You’re our inspiration. You’re the backbone of the economy.
Kathy Robideau: The pandemic significantly altered how businesses operate. In what ways did your organizations approach the challenges of the past few years?
Margaret Murphy: We all worked remote for a long time. We never required masks. We said if you have it or think you have it, don’t come anywhere near the office. Our people were really conscientious, and we have a very high vaccine population.
David Hellmuth: When the governor declared the shelter-in-place [policy], we sent home employees who could work from home. When we brought them back, we staggered their days in the office for about one month. Many of our employees were anxious to get back in the office. We are very collaborative and work better in the office.
Murphy: Did people come in five days a week?
Hellmuth: Yes.
Murphy: And it still works for you?
Hellmuth: When employees need to work remotely, we do allow it. Otherwise, we are back in the office.
Murphy: For the staff who weren’t as productive, did you require them to come in?
Hellmuth: Yes. As of June 1, 2020, we asked everyone to return to our offices. Attorneys do have more flexibility, but most choose to be in the office every day.
Murphy: Did you have turnover because of that?
Hellmuth: No. In fact, we have added a lot of people. In June 2020, when we reopened, there was an article in the Business Journal about how we’re open. Several downtown lawyers contacted us who were upset about having to work remotely. In the past 18 months, we’ve hired approximately 18 lawyers.
Julie Andrich: At Autumn [Transport], we had most of the people go home and only eight or 10 stayed in the office full time. After 90 days, I thought it was time that everybody should come back. Staff was given the option to come back to the office at their full wage or do a hybrid or fully remote for a reduction in wage. I had one choose to stay home and everybody else came back. I kept that remote worker another six or seven months, and he moved on to something else.
Murphy: Did you lose people with that policy?
Andrich: Just that one, and we actually grew by another six. Then in March 2021, I bought King Solutions, where everybody had been remote since March 2020. I was pretty unpopular for asking everybody to come back. We did hybrid last summer, three home, two in, and then everybody came back Labor Day of last year. I think I lost two or three out of 170 because of that.
Faust: And how many of those jobs could be done remotely at King Solutions?
Andrich: Obviously, a forklift driver has to be there, as does a material handler. That is more than half of our staff. IT and finance could probably do a lot of their stuff from home, but would miss the cultural experience of being in the office. I believe the customer care teams need to listen to each other as they’re dealing with client experiences: Are we late on this? Or did we damage that? We need to be hearing the action, collaborating with our team, and offer solutions in real time. You can’t do that on Teams or Meets when you’re only typing, chatting with each other. We need to be together to provide the service our clients expect.
Robideau: What about Second Harvest Heartland?
Allison O’Toole: We have 200 people at Second Harvest Heartland. It’s the largest food bank in the region, one of the largest in the country, part of the Feeding America network. We’re the backbone for the region. We have drivers, trucks and a warehouse to run, and then the other half of the staff is on the office side. We also have a big volunteer operation. A week into the pandemic, we moved into our new 24,000-square-foot warehouse, just in time. It’s three times the size of our old warehouse, and it was at 98% capacity, even in the first month. The need just skyrocketed. It’s higher than it was in summer 2020.
Andrich: Because of inflation?
O’Toole: Yes, and wages aren’t keeping up. Our technical service area is 59 counties in central and southwestern Minnesota and western Wisconsin, but we’ve really sourced for all the Feeding America food banks in Minnesota. We moved in two days instead of five, but it happened, and it was amazing. The warehouse team had to be there because if we shut down, a huge part of the social service network shuts down, and that can’t happen.
Robideau: Do you feel like you had support from the state?
O’Toole: A million percent. Yes, I was in touch multiple times a day. We never had an outbreak. We had good protocols. We called people back in July 2020.
Faust: What is the need for your services today versus before Covid?
O’Toole: Off the charts. I’m sure there are a lot of opinions about all that stimulus, but some of it worked for families and kept them stable. When all that aid went away, the need went up again. We had our biggest distribution in July of 420,000 pounds a day, and we’ve been in the high 300,000s ever since.
Andrich: How much of your distribution is dependent on volunteers?
O’Toole: Our volunteers do the work in a normal year of about 65 full-time employees. We’re about half that right now. So, we have to buy prepacked food to ship to the front lines. It increases our costs, but we’re facing the same supply chain as every other corporation. We’re competing with everyone.
Faust: Where is the biggest need for the food?
O’Toole: A lot of rural communities really suffer in times like this because there aren’t as many jobs or as many access points, and communities of color. Communities of color live with twice the rates of food insecurity as their white counterparts. We have some of the worst disparities in the country here. So, with our daily work, we’ve focused on reaching some of the communities that we haven’t been very good at reaching before.
Faust: Why aren’t volunteers coming back?
O’Toole: A lot of our volunteer groups are from corporations. And when you’re working at home, it’s a struggle.
Robideau: How many of you are noticing a change with more competition outside of Minnesota versus just in Minnesota?
Murphy: We’re seeing that both with the clients that we serve, in their businesses and for ourselves. The last three hires I made have not been Minnesota. They’ve been in Indiana, Wisconsin and Florida. I want to hire in Minnesota, but I also want to find the best candidates.
Jeff Bajek: Those with client-facing roles in the organization, it’s harder to be remote. In our business, which is high-touch relationship building, you often need to meet people face-to-face. Ultimately, we want to attract strong talent who can help us grow, and we’ll structure roles accordingly where it makes sense.
Robideau: How are you differentiating yourselves from your competition?
Hellmuth: I would say we are very nimble. We are Minnesota-based. We are not a national firm. We are local. Our clients are primarily local and regional companies that have gross revenues of anywhere between $1 million and $400 million. Most of our clients want local attorneys who are good at what they do and understand the local market. Since we are nimble, we can be very efficient. Our clients appreciate our business-like approach to their matters.
Andrich: I think our differentiator at both companies is the fact that we’re not transactional. Our niche is very personal. We know our clients. We know our drivers by name and not a number. We know clients’ business inside and out to provide the best possible service. Anyone can provide a rate quote or a lower-cost solution. At Autumn and King, you will get personal service by people who know you and care.
Hellmuth: That’s true of us, too. Our business-owner clients call us all the time. We have long-time relationships, know about their families, and we have become friends. They can call me with legal questions. It’s a long-term relationship of knowing their business, their culture and what their hurdles are.
Andrich: King fights in this space now with a few large brokerages that can manage transactions faster with better technology than we can right now. We can still manage the transaction, but our focus is on the relationship.
Robideau: So, really, relationships are the differentiator.
Murphy: People say to me, why did you start Bold Orange? We believe authentic human connections drive business and community progress 100%. If you have an authentic connection with someone, you’re going to drive business and brand progress and you’re going to drive societal progress, as well.
Faust: Do you fire clients who don’t demonstrate those values?
Murphy: We haven’t yet. I mean, we have chosen not to pursue things. Some just aren’t the right fit. The clients that we choose to do business with, I don’t care if you’re worth $5 or $100 million, or if you’re using one of our services or 10, we’ve chosen to engage in a relationship and with that you’re going to get 110% from us.
Faust: How do you all hire people who share that same belief?
Andrich: We interview them and ask them. If you don’t believe in the purpose of the company and where we’re going, don’t join us, right? I want you to be yourself, and I want you to be your whole self. But I don’t want you to be an asshole, and that can stay on the record. [laughter] In that same vein, we have a significant client that was pushing us in a pricing direction that we didn’t want to go, and I said to my executive team, “You guys, if they don’t want to take a price increase and we have to let them go, we’re going to let them go. They can either value our service and the fact that the customer care team takes a call during their kid’s soccer game or at the dinner table when there’s something wrong with the shipment, or they can try to go find that level of service somewhere else.” We implemented the pricing we needed to continue to do the business, and I held my breath. I just kept thinking about the people on my team. They are worth more than that because they care more than that.
Bajek: That whole concept goes to the idea of having honest conversations with clients. In the banking business, it’s easy to sell a loan, but it’s hard to tell them that’s not the right loan for you, and it’s not the right time to borrow money. And that’s where you can really develop those relationships because that might not be what they want to hear, and they may disagree with you, but if you’re uncomfortable having those types of conversations, you’re going to fail in the long term.
O’Toole: You think about donors, we are honest brokers of information. We are consistent communicators. We’re vulnerable when we need to be. We’re straight talkers. It’s the same thing that everyone’s talking about here.
Murphy: Have you seen a donor profile change through Covid?
O’Toole: We have. We don’t really have competitors, but we’re competing on fundraising. So, I am out there, and the more trust you build with the community by just talking straight has led to really strong development performance for sure.
Murphy: And do you feel that people are more willing to give after Covid than before?
O’Toole: Yes. I mean, we had an explosion of donations in 2020 and 2021. It’s picking up again right now, and we need it, because the need is up.
Robideau: So, you’re out there competing because …
O’Toole: The question is, where are you going to give your money? You have to be really in it and willing to put yourself out there, which I have been in my career. We poll ourselves. We test ourselves. We measure ourselves. And as our trust increases, new donors come to us.
Faust: Julie, back to that “significant client” pricing decision. Tell me how that went down.
Andrich: It was wildly unpopular.
Murphy: With the client or with your own people?
Andrich: Both. The executive team wanted to kill me, but I said we can’t go backwards. We can’t fund clients at our own financial expense, and you guys work too hard for that, too. They saw that play out. We still have the client, and that was a win for me.
Faust: Did you have a Plan B?
Andrich: No. What I thought was, “You need us, and we do such a good job for you. If you don’t value the relationship, you can go snoop around and see who’s better.”
Faust: That’s what I love about banking, seeing business owners who believe in what they do. When employees trust in leadership and the values, it’s awesome.
O’Toole: But it’s a story of bravery.
Andrich: And believing in the service you provide. That’s the value proposition: What are you doing to serve your client?
Robideau: Looking at 2023, are there any industry trends you’re monitoring?
O’Toole: When you think about my business, to reach people who are struggling, it’s all digital. Everyone has a phone, all classes, all ethnicities. When we do a targeted digital ad, and our phones blow up, it works. So, it’s figuring out how to do more of that.
Hellmuth: This past year we invested a lot of money to upgrade our technology systems. We have a cutting-edge, cloud-based technology system. We eliminated some of our paper systems (i.e., retainer agreements) to allow for electronic delivery and return. We have made many of our systems much more efficient, and our clients are happier because they’re on their phone and other devices anyway.
O’Toole: Do you have a higher compliance payment rate?
Hellmuth: Yes. Since we are on a cloud-based system, our compliance has been greatly enhanced. We’re with a provider that services hundreds of law firms across the country, and we’re on the same platform as they are. Our cloud-based system, which we vetted significantly, is top-notch, and we can look to them, if there’s a failure. We’re dealing in confidential information, so we have gone to great lengths to protect our data.
Murphy: How about in trucking?
Andrich: The supply chain of goods and the cost of equipment is what we’re watching. Tractors, trailers, pallet racking. That’s not easy to come by, and the price is exponentially more than it was three years ago.
Faust: Julie, the supply chain, is it getting better or more resilient?
Andrich: It depends what avenue you’re in. Alison, you’re shaking your head that no, it’s not getting any easier for you.
O’Toole: It’s not.
Andrich: I think there’s a lot of areas in agriculture that are getting easier, because we grow our own crops and animals for food. But the supply chain that we rely on overseas, like computer chips, that’s tough. When trucks aren’t running, we don’t get our stuff when we expect it. At King, a year ago, we went in the pipeline for 50 new trailers. It’s looking like maybe November, and we were supposed to have them in April.
O’Toole: I’ll toast you virtually if you get them by November.
Andrich: In trucking, you can’t go down the road with bad equipment because No. 1, you need to be safe. That should be everybody’s priority.
Faust: Tell us about the demographics of the drivers.
Andrich: They’re aging, and I think baby boomers are hanging on because their 401(k)s aren’t what they were hoping. The population is aging, but there’s a young group emerging. My experience is the rural or farm kids who grew up on the farm tractor are still interested in trucking, and we are also seeing guys and gals with college degrees who want to own and operate their own business with independence. You’ve got to treat them right. You’ve got to treat them like a human being. They don’t just hold the steering wheel. They have a family, and they want to get home and make a good living. Most of them love what they do.
Hellmuth: It seems to me that a lot of our supply-chain issues are due to parts or things that come from outside our country. Detroit is ready to build cars, but they cannot get enough chips from foreign sources to do so. Now there’s a big movement to actually manufacture those chips in the United States. The main question seems to be: How much is it going to cost us? There is a theory of thought that because we have union labor and higher expenses, that the cost of goods will go up. However, I believe that our manufacturing community can overcome these cost challenges.
O’Toole: Our supply chain is a mess. And we’re competing against everyone as a food bank. So, it’s down to relationships. Our sourcing team is awesome, and they’ve got really good relationships, but we’re competing against everyone for that.
Murphy: Where do you source?
O’Toole: Everywhere. Our donations of food are way down, but we are in the right state for food donations. We have towers of cereal from Post or General Mills that we repack. We have virtually no protein donations right now. The commodities coming through the federal government are cut in half right now because they can’t even get bidders on the big contracts that they put out. It’s just a mess.
Robideau: What about other large Minnesota companies?
O’Toole: They’re phenomenal partners, but there’s such demand, and the supply chain is so tight that there’s less — there might be financial support there, but less product donation. We get product donations from larger companies, it’s just gone way down. But what you’re saying about imports is totally right. We source a lot of culturally specific food, sauces and spices, and that was locked down earlier this summer. There are policy changes that could be put in place that will unlock other levers that we have. I’ve sat on a federal policy committee and from my perspective, a program like SNAP, which is otherwise known as food stamps, has super high efficiency. That’s real stability versus coming to a food shelf for a bag or a box of food for three months in a row. So, it’s about balancing our portfolio, where we strategically invest in our resources because the supply chain is tight, and we’re paying so much more for food. We have a program through the state where we get seconds on produce. It’s called Farm to Food Shelf. That’s a steady stream, but the state subsidizes that. We buy a lot of local produce. We buy produce from BIPOC farmers, but we’re buying it from everywhere. The Feeding America Network has donations or opportunities online for us that we can grab, that big wholesalers will put out there.
The other thing, our biggest challenge, is staffing. Hands down. In those warehouse positions, we’re competing against Amazon, Target and these other companies that we rely on totally. But our driver workforce is stable right now. We offer a value proposition as an employer because we’re mission-based, and we’ve got regular hours, but when we’re not paying quite as much, it doesn’t always carry the day.
Bajek: The question I keep asking is, when will consumers stop accepting the price increases? Many of our clients are increasing pricing to account for material, labor and logistical costs. Once that stops, that’s when the problem starts piling up here and across the United States. Our business owners, large and small, have been enjoying healthy profit margins, allowing them to absorb some of the cost increases and pass along revenue in the form of wages.
Robideau: I’ve had this conversation with several local CEOs who say that shareholders and boards still want those profit margins, and it’s not realistic.
Bajek: In the past couple of years, businesses have made pretty good profit margins, and that’s not going to be sustainable.
Faust: Kathy, are those Fortune 500 companies? Privately held companies.
Robideau: Privately held.
Andrich: We have a saying that pigs get fat and hogs gets slaughtered. We adjusted our fuel surcharge table to be less as a percent as the rate went up, because it was in the slaughter territory. We could probably have gotten away with it because people are so used to paying the high cost of fuel surcharge, but if you’re in the long game, why would you do that?
Robideau: What’s your biggest challenge right now?
Faust: Managing year-over-year double-digit growth. Scaling in a way that adds value for our clients and employees.
Bajek: Like most businesses, it’s people. Making sure we’re attracting and engaging the next generation of finance professionals.
Andrich: Price of equipment and labor.
Hellmuth: I would say that our biggest challenge is not hiring lawyers, it’s assistants and administrative-type staff.
Faust: Are people just not getting into that field?
Hellmuth: There are fewer programs training paralegals and legal assistants. Some of these colleges that taught paralegals and legal assistants simply don’t exist anymore.
Robideau: What have you been doing?
Hellmuth: We have had to be creative. We have had to figure out ways to recruit and retain good talent. We gave extra incentives to staff in 2022 to show how much we appreciate them.
O’Toole: We celebrated a really hard summer the other day with a bazillion pizzas, and it’s simple, and they know you care.
Robideau: Finding and developing talent appears to be a reoccurring theme, how are you managing that within your business?
Andrich: I think about 40% of the drivers I hired this year were referrals from current drivers. In the past year or so, we haven’t even had to advertise for drivers. Isn’t that amazing?
Hellmuth: Your company is only as strong as your weakest link. As a law firm, you can’t have a person who can’t write a brief. We have to make sure that our people are capable very quickly and have the ability to thrive. You need to eliminate people who are not capable, otherwise our clients would suffer.
Faust: It’s hard for people to see value in staying when they’re offered a 20% increase elsewhere, but that’s just part of the equation. Considerations like professional development, flexibility, and culture are also huge drivers. As leaders, we need to know what matters to our people so we can work towards an equitable exchange. Sometimes you won’t be able to align, and that’s alright.
O’Toole: Here’s a question I ask of every level: Why do you want to work here? What moves you about our mission? If you can’t answer that, it’s time to be picky.
Bajek: If you can forge a connection between the work they’re doing and how it benefits the organization, that’s powerful. People want to know their efforts have an impact.
Murphy: My personal hashtag is #talentiseverything, because I don’t have product, I have human beings. There are so many more factors in people’s lives that have changed that as a leader, you have to wake up every morning and continue to evolve yourself on what empathy means, what accountability means, and I always say I’m an empathetic leader with accountability. I want to be there for people.
O’Toole: All the band-aids were ripped off during Covid, and so it just helped me be more confident and vulnerable with the team, which increases credibility, and that helped in the long run.
Murphy: I always talk about leadership as an art and management is a job. I think in Covid, you figured out who was a real leader, who also might be management. You have to know it’s not about you right now, it’s about your employees.
Robideau: What do you enjoy most about your work?
Andrich: People! We’ve talked about it all night, but people are a pain in the ass, and they’re also the best thing that can happen to you every single day. It’s the most rewarding thing when you go home at night, right? You don’t think about the pain in the butt. You think about the one who mattered, who you made a difference with that day.
Hellmuth: For me, the best thing that I do is problem solving. People come to me, and they have a very complicated situation, and they’re like, “How do we get from here to here?” With my 30 years of experience, I know different paths to get there, and at the end of the day, no matter how long it takes, the problem is solved. I really enjoy that.
Murphy: Mine is back to my hashtag. Above my office at work, it says, “We inspire, we develop, and we empower.” When I started Bold Orange, it was like, I want to inspire you. I will commit that the company will develop you, and in that process, we will empower you to do as much as you feel you can do. That is why I do what I do.
O’Toole: I’m going to double down on the team talent. My hashtag is #bestteamintown.
I feel it every day, and it’s literally what has gotten me through the past three years. Then I’ll go broader and say the community.
Faust: We work with so many small businesses where the deck is stacked against them, but they find a way to make it work. It’s inspiring to watch what they do and how they do it. The entrepreneurs who take a chance and push forward — that’s what fires me up.
Faust: Margaret, you’ve started companies. You’ve worked at big companies. How has your leadership changed, your perspective or style changed, over the past 30 years?
Murphy: I think I’ve become more inclusive and more vulnerable. I can’t do it all on my own.
As a human being, I have so much gratitude for life and the many incredible relationships I have with my employees.
Hellmuth: Put your people first, and if you’re in a big leadership role like that, you’re going to build immediate credibility with your entire team.
Andrich: I like to be able to build leadership into people who might not know they have it in them and see them for their potential.
Murphy: My hope for the younger generation is that I don’t think they know the uniqueness of that yet. And you want them to, because it takes effort.
Kathy Robideau, Publisher, Minneapolis / St. Paul Business Journal –Kathy Robideau was promoted to market president and publisher of the Minneapolis/St. Paul Business Journal in February 2016. Robideau led the Business Journal’s advertising team since 2010. Prior to that, she was chief operating officer of Winter Park, Fla.-based Nurse Staffing. She is a member of The Itasca Project, Make-A-Wish Minnesota and serves on the Minneapolis Regional Chamber of Commerce board. She attended the University of Cincinnati and is a graduate of Capella University.
Dave Faust, President & CEO, Platinum Bank – Dave is President & CEO at Platinum Bank where he oversees the strategic direction of the organization.
He joined Platinum Bank as a Shareholder and Executive Officer in 2014 and was named President & CEO in 2019. In addition, Dave is a Director and President of Platinum Bancorp Holding Company.
Dave has severed in senior leadership positions at several Twin Cities community banks over his 31-year career and is recognized for an ability to identify and develop high-performing teams. The challenge of bringing a group of individuals together to achieve a common goal is what gets Dave up in the morning.
Dave resides in Lake Elmo with his wife and three children.  He is a graduate of St. John’s University and Hill-Murray High School. In his free time, Dave enjoys spending time on the St. Croix River with his family, distance running, and coaching.
Jeff Bajek, Chief Credit Officer, Platinum Bank – Jeff is Chief Credit Officer at Platinum Bank and is responsible for oversite of all credit related functions and fostering a positive collaboration with sales staff.  Jeff is Chairman of the Bank’s credit committee, member of the ACLO committee and a member of the Senior Leadership team. 
Previously, Jeff served as Executive Vice President and Chief Credit Officer of another local community bank that was acquired in 2019. In that role, he oversaw all credit functions, including credit policy and the ALLL. Jeff was also chairman of the Bank’s Executive Loan Committee and advised the Bank’s loan officers on credit risk and appropriate loan structuring.
Jeff lives in Minneapolis with his wife and two children. Outside of the office he enjoys mountain biking, paddle boarding on Lake Harriet, and all things outdoors.
Allison O’Toole, CEO, Second Harvest Heartland – Allison O’Toole is likely to introduce herself as “the very proud CEO of Second Harvest Heartland.” She’s proud of her team of 200 staff at the food bank and the way they’ve stepped up to address hunger crisis after hunger crisis, delivering more food in innovative ways to keep our neighbors fed and well.
Her current role is the culmination of three decades working at the intersection of health and social good to help organizations, programs and people thrive.
Allison received her Bachelor of Arts in Political Science and Art History from Franklin and Marshall College in Lancaster, Pennsylvania, and her Juris Doctor from Mitchell Hamline School of Law in St. Paul, and an honorary Doctor of Humane Letters from Franklin and Marshall College. She serves on the board of directors at UCare, Feeding Wisconsin and the board of trustees at Breck School.
Margaret Murphy, Founder & CEO, Bold Orange Company – Margaret Murphy is founder and CEO of Bold Orange Company (BOCO), a leading customer experience agency focused on helping brands with acquisition, growth, engagement, and retention.
In 2022, Bold Orange was recognized in the top 10% of Inc. 5000’s Fastest Growing Private Companies. They were also named a Best Place To Work by the Minneapolis/St. Paul Business Journal as well as Inc. Magazine.
Margaret seeks talent with a curious mind, an entrepreneurial spirit, and drive – that makes an impact on business and society. In 2022, Margaret was named a Notable Female Entrepreneur by Twin Cities Business Magazine. Prior to that, she was named a “Woman to Watch” and winner of “Top 40 Under Forty,” by Minneapolis/St. Paul Business Journal, her strength is in building cultures that foster empowerment, inspiration, and growth.
Prior to Bold Orange, Margaret was President and COO of the Olson agency and spent 16 years at Carlson Companies.
Margaret is Chair of The Board for the country’s largest gift card fundraising platform, RaiseRight, and is on the Board of Directors for Twin Cities Public Television.
David Hellmuth, co-founder and president at Hellmuth & Johnson– As a founding partner of Hellmuth & Johnson, David Hellmuth has been creating strategic advantages for clients since the firm’s inception. He works with a diverse group of small, medium, and large businesses, financial institutions, nonprofit entities, and individuals, primarily assisting in matters involving real estate, corporations, collection/creditor remedies, banking and financial, and business matters. David also represents a significant number of condominium and townhouse associations. His record of success has earned him the trust of clients throughout the business community. It has also made him a sought-after speaker and lecturer on topics in his practice areas and won him recognition outside the legal realm. He recently received the prestigious “Lawyer of the Year” designation for Community Association Law in Minneapolis for the 2023 edition of The Best Lawyers in America®. David currently serves as a member of the Mitchell Hamline School of Law Board of Trustees.
© 2022 American City Business Journals. All rights reserved. Use of and/or registration on any portion of this site constitutes acceptance of our User Agreement (updated January 1, 2021) and Privacy Policy and Cookie Statement (updated July 1, 2022). The material on this site may not be reproduced, distributed, transmitted, cached or otherwise used, except with the prior written permission of American City Business Journals.


About Merisa

Check Also

10 Best Recipes With Beef Broth – Insanely Good – Insanely Good Recipes

More results… More results… If you’re looking for mouthwatering ways to use up that leftover …

Leave a Reply

Your email address will not be published. Required fields are marked *