Business Spotlight with Barb LaMue from New North, Inc.

On today’s episode, Coach Mike McKay shares a meaningful conversation with Barb LaMue, CEO and President of New North, Inc., a non-profit economic development corporation in Northeast Wisconsin. Barb, who grew up on a dairy farm in central Wisconsin and has spent her career in economic development, discusses her journey from working in law enforcement to leading New North. She shares insights into their mission, which focuses on talent development and business investment across 18 counties. Barb highlights New North’s upcoming milestone of potentially becoming an accredited International Economic Development Corporation, which would enhance the organization’s credibility and operational efficiency.

Barb also touches on the current business landscape in the area, noting that while the talent shortage has eased somewhat, it remains a challenge. She emphasizes the importance of adopting new technologies like AI and robotics, especially for smaller manufacturers. For startups and small businesses, Barb advises leveraging the extensive network of resources, including mentors and professional services, available within the entrepreneurial ecosystem.

Podcast Transcript

Mike McKay: Hi, I’m Coach Mike McKay, and I’m here with Barb LaMue, the CEO and President of New North, Inc., which, as the name suggests, is in the northern half of the state. Barb is a big fan of year-round outdoor activities, and I’m sure she’ll share some of those with us during our conversation. Barb, welcome to the show.

Barb LaMue: Thank you so much, Mike. I really appreciate it.

Mike: Sure. Tell us a little about your background. Where did you grow up? Where have you lived?

Barb: I grew up in central Wisconsin, born on a Holstein dairy farm west of Marshfield. I was raised in a family with five sisters and no brothers. So, being one of six girls, I became the token tomboy, which probably sparked my love of the outdoors. I lived there for several years, earned my bachelor’s degree from Lakeland University, and then my master’s degree from UW Oshkosh. My education and professional career have all been within the state.

Mike: Nice. I grew up in a family with three brothers and no sisters—not quite as many, but I still felt bad for my mom. I understand New North is resource-intensive for entrepreneurs and businesses in the area. Could you tell me more about it?

Barb: Sure. New North was created in 2005, so we’re coming up on our 20th anniversary next year. We were established by CEOs in the region who felt there was a need for an organization that could take a broader approach to recruiting and developing talent, as well as attracting business investment. We cover 18 counties in Northeast Wisconsin, with a population of about 1.3 million people and an economic impact of about $82 billion annually. It’s a strong business connection.

Mike: Nice. How did you become the President and CEO?

Barb: At the time, I was working for WEDC as the Vice President of Business and Community Development. I loved the mission of WEDC and had a great team of around 25 individuals who covered the whole state, helping build communities and working directly with businesses on their growth strategies. Minority business development, diverse business development, and downtown development were also part of our team.

I wasn’t really looking to take on a different role—I was commuting from Northeast Wisconsin, where we live north of Green Bay in the Village of Howard. Since it was a VP position, I was required to be in Madison, where our office was located, and I spent a lot of time on the road—about 270 miles round trip. Sometimes, I stayed in Madison overnight, but when the previous person in this role retired, I was approached by the co-chairs of the organization and the executive board. So, here I am.

Mike: That’s awesome. Can you share an experience where someone gave you a push or inspiration to take on a new role? Someone who had a big impact on you?

Barb: Thank you. Well, going way back, it was probably my grandparents on my father’s side. They immigrated here from Czechoslovakia (now the Czech Republic) and were two of the hardest-working people I have ever known. They taught me to follow my dreams and have tenacity. Moving to a new country and starting in a new industry without knowing anyone was a big challenge, and I learned a lot from them. My parents were also very hardworking, and I learned from them as well. 

Professionally, I had a career in law enforcement before getting into economic development. The previous executive director of a chamber—who had also been the mayor of the community—watched me during our fire police commission meetings and took me out to lunch one day. She told me she was retiring and asked if I was interested in becoming the President of the Chamber. I told her I didn’t know anything about economic development since I had been in law enforcement. But she said it was all about relationships and collaboration, which she saw in me. After going through a thorough assessment with other candidates, I ended up getting the position, and for the past 27 years, my career has been in economic development.

Mike: That’s awesome. What do you think has been your biggest leadership lesson over those 25 years?

Barb: It’s hard to boil it down to just one, Mike, but I’d say it’s about surrounding yourself with and developing really good people. It’s all about building that team. There’s almost nothing I do on my own, so the success of New North is really thanks to the team we’ve been able to build from the ground up. It’s about finding the right talent that aligns with your vision while being open to their ideas and making sure you’re developing them properly in their careers.

Mike: And how about a leadership challenge you’ve faced?

Barb: I would say, in some of my prior roles, it was about building a strong team. When you join an organization, sometimes you really need to assess the situation and figure out how to get the right people on board and in the right roles. As much as I dislike using this phrase, it’s like getting the right people on the bus and in the right seats. You have to step back and recognize the changes necessary for the organization to move forward. Then, of course, it’s about making sure you have the resources to make those changes—like building a budget before you can develop your operations plan.

Mike: What’s the next big thing for New North right now? And then I want to ask you a few random questions about your interactions with business owners and the challenges businesses are facing today.

Barb: Thanks, Mike. From an organizational perspective, we’ve applied to become an accredited International Economic Development Corporation. Our application has been received, and we have a site visit scheduled for August. If we’re granted accreditation, which we’re confident we will be, we’ll be the only organization in Wisconsin to have this designation. There are about 75 entities worldwide with it. We believe it’s important because it has helped us improve our overall operations, and receiving this designation would give us more credibility with site selectors and talent looking at our region. So, that’s coming up in a couple of months.

Mike: That’s super cool. You guys are deeply involved in the business environment, and a lot of people are finally shaking off COVID. What kind of things are you seeing businesses in your area dealing with, and what are they leveraging in the current environment?

Barb: We’re fortunate to have a diverse industry makeup. About one in four positions in our region are tied to manufacturing, which is a good thing because manufacturers are at the top of the supply chain. We also have strong construction, finance, and insurance companies. This diversity allows us to weather economic ups and downs. Business is good, and while the talent shortage has eased a bit, it’s still an issue. However, it’s not as bad as it was two years ago when companies could have grown if they had found 50 or 100 more people. We’re also marketing the region aggressively, and we’ve seen positive net migration of 4,000 to 5,000 people per year for three consecutive years. So, we’re a growing region, and that helps. 

The big focus now is on the adoption of technology—AI, robotics, digital twins, and more. Larger companies have been leading the way, but we’re working with smaller manufacturers who are part of the supply chain to help them stay competitive.

Mike: What advice would you give to startups or small business owners trying to figure things out on their own? Especially those in your growing region?

Barb: I’d say, don’t go it alone. Besides the professional consulting firms, tax advisors, legal firms, and bankers who want to see you succeed, there’s a whole entrepreneurial ecosystem available. Mentors are willing to donate their time, and we highlight founders through our NEW Launch Alliance, encouraging them to focus on what’s not going as well as they’d like. Whether it’s mentors, coaches, financial resources, location, or market research, there’s a lot out there that’s free. On top of that, you have paid professionals whose job it is to help. My advice is to seek out these resources—there’s no need to go it alone.

Mike: Great. Is there a question you wish I had asked you that I didn’t?

Barb: I think I’m good.

Mike: Well, thank you for your time today and for the insight into what New North is working on. I hope the weather holds up for an amazing weekend for you.

Barb: Same to you, Mike. I really appreciate the opportunity.

Mike: Thank you.

Barb: You’re welcome. Bye now.