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The International Dairy Deli Bakery Association held its show on June 6-9 at the Orange County Convention Center in Orlando, Florida. More than 1,000 exhibitors representing retailers, suppliers, and manufacturers attended this premier food industry event. Cassie Diedrick, GBIG Board member and Business Development Director at Titletown Manufacturing, represented GBIG at IDDBA 2026.
“I had an opportunity to start new conversations beyond the Midwest, connecting with people from California, Arizona, Pennsylvania, and Canada. It really expanded the reach of who we’re engaging with,” Cassie said. “I was able to have meaningful, real conversations with vendors and industry leaders and see what’s trending firsthand. One interesting conversation was about plastic grocery bags in California.”
Speaking to a representative from a large food packaging company, Cassie learned that the show wasn’t necessarily the biggest driver for immediate deals. It’s more about presence and staying top of mind. When those larger opportunities do come through, the show vendors are often the first to hear about them. Being at the show keeps them in the conversation for the times when big orders require additional packaging capacity or capabilities the companies don’t already have.
IDDBA 2026 peaked on June 8 with U.S. and international vendors featuring products ranging from cheese, bakery, and deli to packaging and meat processing. Packaging and equipment manufacturers maintained a strong presence, highlighting solutions focused on efficiency, automation, and operational scale, top priorities across the industry.
The conference also featured a high-profile speaker lineup, including Coach K, Alton Brown, and Trevor Noah, along with a couple fun cake competitions events. Alton Brown had a memorable quote during his talk: “You can’t take advantage of change if you’re afraid of it.” Trevor Noah offered this insight: “Trends tend to come back around in a recycled format.”
Beyond exhibits and programming, attendees appreciated the quality of connections made, new partnership opportunities and shared capabilities across the food value chain. As IDDBA 2026 concluded, the event underscored continued momentum across the industry, combining innovation, collaboration, and leadership in one of the sector’s most important annual gatherings.
The Wisconsin Drives Manufacturing Summit brought together the people and organizations shaping Wisconsin’s manufacturing sector. Wisconsin has the second-highest concentration of manufacturing employment in the nation, with manufacturing accounting for 15.8% to 20% of jobs statewide. The UW–Madison College of Engineering did an outstanding job bringing this program to Green Bay in partnership with manufacturers across Wisconsin. The University of Wisconsin is a major economic driver, generating $38.9 billion in annual economic impact for the state. UW–Madison supports 287,232 jobs and contributes $1.94 billion in tax impact. Continued support for and investment in UW–Madison is critical to Wisconsin’s economy. We have seen at the federal level major cutbacks of funds across the USA with a major impact on research and science. The United States is experiencing a significant pullback and restructuring of federal science and research investments, and it will have an impact on the Wisconsin economy. UW Madison is in the top five in national research for the first time since 2014 surpasses $1.93 Billion in research expenditures. Simply, we do not need politics to change an extraordinarily successful program. UW Madison goal is to bring together Education and Industry to benefit the State of Wisconsin.
The Green Bay Innovation Group is a proud sponsor for the Wisconsin Drives 2026 Manufacturing Summit. It was a fantastic gathering of individuals, and companies dedicated to advancing manufacturing in Wisconsin with seven hundred people attending. The commitment to growth and innovation was inspiring. Wisconsin has the depth of industry, talent, partners, energy, education, and technology to be a World Leader in Manufacturing.
Marty Ochs Executive Director Green Bay Innovation Group Foundation
The New North Summit at Lambeau Field on June 9 brought together regional partners, business leaders, educators, nonprofit organizations, sponsors, volunteers and community leaders for a day focused on the people, partnerships and ideas moving Northeast Wisconsin forward.
The energy and engagement throughout the day reflected a clear message: the New North is a region on the rise because people continue to show up, lean in and work together around shared goals.
Summit Themes
Collaboration is our competitive advantage. The Summit reinforced that the region’s strength comes from the way businesses, educational institutions, nonprofits, local communities and regional partners come together to advance shared priorities.
Connection matters. Whether through workforce partnerships, entrepreneurship, infrastructure, talent attraction or regional storytelling, progress happens when people build relationships, exchange ideas and stay engaged.
A balanced, strategic approach is essential. As technology continues to change how we live and work, the future will require both innovation and humanity. Strong culture, responsible growth and clear communication will remain critical to helping communities and organizations move forward.
Keynote Speakers Bring the Message to Life
The morning program featured three keynote speakers who each offered a timely perspective on leadership, innovation and communication.
Kyle Chapman of Barry-Wehmiller opened the Summit with a powerful message on Truly Human Leadership, reminding attendees that strong workplace culture starts with seeing, valuing and caring for people.
Rima Alaily of Microsoft explored the role of AI, technology and infrastructure in shaping the future of business and community growth, while emphasizing the importance of embracing innovation responsibly, sustainably and with a community-first approach.
Denise Thomas closed the morning with a focus on communication, reminding leaders that clarity, trust and connection are essential in helping people and organizations navigate change.
Program Highlights and Regional Recognition
Additional program highlights included a New North update from President and CEO Patti Habeck, videos showcasing how New North connects opportunities to create regional impact, and an update from Wisconsin Economic Development Corporation shared by Sam Rikkers.
The program also included a heartfelt tribute to Steve Janke, founder of Mission Wisconsin and Semper Forward, honoring his lasting impact on New North Hires Heroes and the many veterans, service members and families he helped support throughout his life.
The Summit also recognized Ann Franz and 20 years of impact through the Northeast Wisconsin Manufacturing Alliance, and celebrated Goodwill Industries as the recipient of the Workplace Excellence Award. Insight Publications’ 40 under 40 alumni were also recognized.
Denise Thomas
Rima Alaily
Kyle Chapman
Breakout Sessions and Networking
The afternoon continued the momentum with breakout sessions focused on cross-industry talent development strategies, featuring Hope Voight, Dan Suda and Dr. Ashwani Bhatia, as well as entrepreneurship and innovation with Stephen Pounds, Anna Steinfest, Nicole Hurd, Lily Schuette, Jessica Nicholson, Sam and Richard Smith.
Conversations carried into the networking reception, where attendees continued connecting, exchanged ideas, participated in a networking activity led by Ian Abston and enjoyed live music from Mile of Music artist Austin Skalecki.
From powerful keynote messages and regional recognition to meaningful breakout discussions and new connections, the day reflected what makes the New North strong: people coming together with purpose, pride and a shared commitment to building a stronger future for the region we are proud to call home.
The plastic and rubber industry continues to face operational pressure from multiple directions. Supply chain instability, rising material costs, stricter environmental requirements, and aging infrastructure are forcing manufacturers to rethink operational reliability. For many facilities, the focus has shifted from rapid expansion to operational stability, downtime reduction, and increased process visibility.
Plastic and rubber manufacturers operate in highly competitive environments where production interruptions quickly impact delivery schedules and profitability. As a result, many companies are prioritizing reliability improvements and targeted modernization projects. These efforts strengthen existing operations without requiring full system replacement.
Supply Chain Disruptions Continue to Affect Production
Global supply chain volatility remains one of the industry’s largest challenges. Delays involving raw materials, electrical components, drives, sensors, and replacement parts have made consistent production scheduling more difficult.
Many facilities are improving maintenance practices and reducing dependence on obsolete equipment. Upgrading controls, standardizing critical components, and improving spare parts management can help minimize downtime during supply chain disruptions.
For operations that rely on rubber processing equipment, maintaining reliable motor controls, PLC platforms, and power distribution systems has become increasingly important. Facilities that modernize critical systems often improve troubleshooting efficiency and reduce the risk of outages tied to obsolete components.
Sustainability Expectations Are Reshaping Operations
Sustainability requirements are also influencing how rubber and plastics manufacturers evaluate production systems. Customers, regulators, and internal initiatives are increasing pressure to improve energy efficiency and reduce waste. Rather than replacing entire production lines, many facilities are implementing focused upgrades that improve operational efficiency while extending equipment life. This includes:
Updating motor control systems to improve energy usage.
Improving process monitoring and production visibility.
Reducing unplanned downtime and material scrap
Modernizing outdated electrical infrastructure.
Increasing automation consistency across production lines.
These industrial plastic solutions help facilities strengthen operational performance while supporting long-term sustainability goals.
Reliability Has Become a Competitive Advantage
Production reliability is now a major differentiator for industrial rubber suppliers and global manufacturers. Unexpected downtime can create missed shipments, product quality issues, and increased operating costs.
Many facilities are addressing these risks through a combination of preventive maintenance, electrical system upgrades, and automation improvements. System visibility has become especially important. Operators and maintenance teams need accurate production data and diagnostic information to identify problems before failures occur.
Facilities that invest in modernization often improve:
Equipment availability
Maintenance response time
Production consistency
Operator visibility
Overall process stability
These improvements are particularly valuable in operations with aging rubber processing equipment or expanding production demands.
Adapting to Long-Term Industry Changes
The plastic and rubber industry will continue to evolve as manufacturers respond to shifting supply chains, changing customer expectations, and increasing operational demands. Companies that focus on reliability, modernization, and maintainable infrastructure are often better positioned to adapt to future challenges.
For many facilities, success depends on making practical improvements that strengthen existing systems while supporting long-term production goals. Strategic upgrades to controls, electrical systems, and process infrastructure help plastic and rubber manufacturers maintain reliable operations in demanding environments.
For more information about industrial automation, controls integration, and system modernization solutions for manufacturing facilities, contact Adam Kahler at akahler@quadplus.com or (815) 210-9885.
Operational and financial performance are key indicators of success, but improving those metrics can be more challenging than it may seem. For instance, one company in the wide-web flexible packaging space had been attempting to move the needle on operational and financial performance for two years with little measurable change when it contacted SPL Consulting.
Through its partnership with SPL, the company implemented and mastered Lean enterprise practices, strategic planning, and behavioral-science-backed talent development to transform performance. It’s a clear example of how linking strategy, Lean principles, and talent development can accelerate lasting improvement in leadership, transactional and operational processes, and sustained execution.
As a starting point, SPL applied its STRIVE Strategic Business Assessment System to understand the overall performance of the organization from top to bottom. This process involves a questionnaire that uncovers issues like delays, quality issues, strategic maturity, and culture.
In this case, SPL uncovered a lack of a detailed strategic plan and misalignment within the leadership team. SPL led the executive team through a strategic planning process that incorporated a team development exercise designed to help everyone understand each other’s individual behavioral style. This enabled healthy dialogue and opened up discussion about unspoken leadership conflicts. This was a crucial step in the process. If leadership teams are not working well together, it often leads to failed strategic plan execution. Through this exercise, they developed a cohesive plan that ultimately strengthened teamwork among the leaders, laying the foundation for an impactful strategic plan.
Efforts were then focused on addressing corporate objectives, key initiatives, and specific actions necessary to accomplish the objectives. The outcome was a clearly defined strategy aligned around the long-term goal, or True North, of the business. The actions impacted many areas including sales growth; evaluating unprofitable business; team and cultural issues; delays resulting from incorrect or missing information on travelers; and lack of capacity. The decision was made to immediately focus on creating capacity by reducing setup time and increasing revenue generated per hour.
Establishing the Objective
The initiative began with a clear and measurable goal: reduce setup time by 25%. While ambitious, the target reflected a broader need to improve responsiveness, increase capacity, and reduce non-value-added activity within the operation. To support this, a cross-functional Kaizen team was assembled, bringing together operators, key stakeholders, and others not involved in the process.
The project charter outlined a structured approach. It included training on Lean principles and SMED (Single-Minute Exchange of Die) methodology, hands-on application to critical equipment, development of standardized work for multiple staffing scenarios, and the creation of systems to sustain improvements over time. Importantly, the effort was not limited to observation, emphasizing implementation, accountability, and long-term adoption.
Understanding the Current State
The team began with direct observation of the setup processes for both press and bag departments. This step is often underestimated, yet it is foundational to any successful Lean initiative. By documenting actual setup times and documenting the actual process rather than making assumptions about the process, the team gained a clear picture of inefficiencies embedded in the current state.
Several forms of waste were identified, aligning with the classic eight wastes of the Lean framework. Excess motion was particularly evident, with operators walking significant distances to retrieve tools and materials. Waiting, overprocessing, and defects were also present, often driven by inconsistent information flow and lack of standardization.
Baseline performance data from the previous year revealed substantial variability. Setup times ranged widely depending on job complexity, with average times per color significantly higher than desired. These inconsistencies highlighted the absence of a predictable and reliable process.
Implementing SMED Principles
A key component of the improvement effort was the introduction of standard work through a SMED Kaizen, a methodology aimed at reducing equipment setup and changeover to less than 10 minutes. This included clearly defined roles for both two-person and three-person setups, ensuring that responsibilities were understood and executed consistently. Standard work also reduced reliance on individual habits or tribal knowledge, replacing variability with repeatability.
Workplace organization played a significant role as well. By implementing 5S organization principles and establishing point-of-use storage for tools and supplies, the team minimized unnecessary movement and eliminated the need to hunt for tools and supplies.
In addition to physical changes, the team addressed process gaps in information flow. Collaboration with customer service uncovered inconsistencies in how repeat order details were documented and transferred. Missing or incomplete information often led to delays and rework during setup. By defining clear expectations and adjusting the flow of completed orders — with needed updates — back to customer service, these issues were mitigated.
Safety improvements — often referred to as the sixth S in the 5S method — were also incorporated, demonstrating that operational excellence and employee well-being go hand in hand. For example, modifications were made to ensure safer access to certain areas of the equipment, reducing risk without compromising efficiency.
Measuring the Results
The results of the initiative were both measurable and impactful. By the end of the Kaizen, pressroom setup time was reduced by 37%, an improvement exceeding the original target of 25%. The bag department achieved a 50% reduction in setup time.
At the beginning of the process, one of the Kaizen participants had predicted they would see no reduction in setup time. As the results were being presented, the participant shared his honest opinion that he had doubted someone from the outside could improve on what the company had done for years. They had a good process, he reasoned.
The CEO asked if he believed — really believed — that the results quantified were achievable. The Kaizen participant said yes. The CEO asked him to expand on the change of opinion. The participant then said, “Because we did it. The results were based on actual timing of the old process and after testing the new standard work.”
Sustainment Focus
One of the most critical aspects of the initiative was the focus on sustainment. Too often, improvement efforts deliver short-term gains that erode over time. It is not through malicious intent. Familiar processes act like muscle memory; as creatures of habit, we subconsciously drift toward old methods. To prevent this, we implemented several mechanisms to ensure long-term adoption of the new standard work.
To ensure the process didn’t drift, an audit and validation schedule was introduced. Regular audits ensure that standard work is being followed and that improvements are maintained. Clear guidelines were provided to auditors, creating consistency in how evaluations are conducted.
But wait, it gets better! Through sustainment support over a period of eight weeks, the pressroom ultimately sustained a 44% reduction in overall setup time, and the bag department sustained a 56% reduction.
Key Learnings
Beyond the quantitative results, the initiative generated valuable qualitative insights. Team members highlighted the importance of organization, communication, and clearly defined processes. What was once described as a “puzzle” became a structured and predictable workflow.
The role of teamwork also emerged as a critical factor. Effective coordination between operators reduced confusion and improved efficiency, reinforcing the value of collaboration in achieving operational excellence.
Perhaps most importantly, the initiative served as a cultural turning point. It demonstrated that meaningful improvement is possible when teams are empowered with the right tools, training, and support. The combination of data-driven analysis and practical implementation created a sense of ownership and engagement among participants.
Ultimately, this effort illustrates a fundamental truth: Operational excellence is not achieved through isolated changes, but through disciplined, systematic improvement. By combining leadership, strategic planning, and Lean principles with front-line engagement and strong execution, organizations can unlock significant value — often hidden in plain sight within their existing processes.
The preceding content was provided by a contributor unaffiliated with Packaging Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Packaging Impressions.
HOWARD, Wis. — Keller, Inc. is pleased to announce that Alive & Kickin’ Pizza Crust has selected Keller as its Architect and Design/Build partner on a 75,500 sq. ft. interior remodel and freezer/cooler addition project located at 1250 Cornell Road in Howard, Wisconsin.
The project will involve the transformation of an existing paper converting facility into a modern, state-of-the-art food processing plant. Keller’s team will lead the adaptive reuse effort, retrofitting the structure to meet the specialized requirements of food production while integrating new freezer and cooler space to support expanded operational capacity.
Alive & Kickin’ Pizza Crust selected Keller following an in-depth Discovery process focused on understanding production workflows, operational goals, and long-term growth plans.
Through customized design solutions, the project is being developed to maximize efficiency, improve product flow, and position the company for continued expansion.
Once complete, the upgraded facility will enable Alive & Kickin’ Pizza Crust to increase production capabilities and expand its presence within a growing market segment beyond its traditional business model.
Construction is scheduled to begin in May, with project completion anticipated in Winter/Spring 2027.
Keller’s integrated design/build approach will support the project from concept through completion, ensuring seamless coordination and delivering a facility designed to serve Alive & Kickin’ Pizza Crust’s evolving needs for years to come.
For more information on Keller, Inc., Top Metal Builder in the Nation as reported by “Metal Construction News”, visit www.kellerbuilds.com .
For Lindsay Meyer, CTP, Vice President – Treasury Management at First Business Bank, the best business conversations come from a genuine curiosity. After 20 years in banking, she has learned that the fastest way to help a business or nonprofit is to determine how money moves through the organization before making recommendations.
“Every client has friction points that standard banking solutions overlook,” Meyer says. “My job is to ask the questions that get to those and build solutions that fit their daily operations.”
That approach has shaped her work across Northeast Wisconsin, where she partners with manufacturers, service businesses, school districts, municipalities, and nonprofits in Appleton, Green Bay, and Stevens Point. She focuses on improving cash flow, mitigating fraud, increasing payment efficiency, and maximizing earnings on idle funds, with strategies built around each client’s reality rather than off-the-shelf bundles.
A recent partnership with a nonprofit client illustrates her approach. Meyer reworked the organization’s banking setup to include expanded deposit insurance coverage, stronger fraud protection, and an earnings structure that funnels more dollars back into the mission. The result gave the leadership team peace of mind and freed up resources that directly support the people they serve.
Her commitment to community work runs alongside her client work. Meyer serves on the Stevens Point Area YMCA Board and the Apple Creek YMCA advisory board for the Fox Cities YMCA, supporting organizations that welcome people of every age and background. She previously chaired the Women’s Fund of Portage County, helping channel resources to women and girls across the region. Earning her Certified Treasury Professional designation in 2020 required its own kind of persistence, including the detective work of finding an open testing location during a stretch when most were closed.
Whether she’s strengthening a nonprofit’s finances or helping create spaces where people feel they belong, Meyer keeps coming back to the same idea: people thrive when someone takes the time to understand them first.
Connect with Lindsay at First Business Bank to talk through your cash management and fraud prevention needs.
Products and services are offered by First Business Bank®, a wholly owned subsidiary of First Business Financial Services, Inc®. (Nasdaq: FBIZ), and First Business Specialty Finance, LLC®, a wholly owned subsidiary of First Business Bank. First Business Bank specializes in Business Banking, Private Wealth, and Bank Consulting solutions. Business Banking includes Commercial Banking (Commercial Lending, Treasury Management, Company Retirement Plans, and SBA Lending). First Business Specialty Finance, LLC focuses on Equipment Finance, Asset-Based Lending, Accounts Receivable Financing, and Floorplan Financing solutions. First Business Bank also offers Private Wealth (Financial Planning, Investment Management, Trust & Estate Administration, and Private Banking) and Bank Consulting (Investment Portfolio Services, Asset Liability Management, ALM Process Validation) solutions. Member FDIC. Equal Housing Lender.
To help the government fight the funding of terrorism and money laundering activities, U.S. Federal law requires financial institutions to obtain, verify, and record information that identifies each person (individuals or businesses) who opens an account. What this means for you: When you open an account or add any additional service, we will ask you for your name, address, and taxpayer identification number that will allow us to identify you. We may also ask to see other identifying documents. Member FDIC
Jill Fuss is a Vice President of Business Development at Brown & Brown, where she partners with employers across Wisconsin to deliver comprehensive risk management and insurance solutions. Jill works with clients to support both employee benefits and property and casualty needs, helping organizations take a well-rounded approach to protecting their people, assets, and long-term success.
With a strong focus on relationship-building and innovative problem-solving, Jill guides clients through an increasingly complex landscape. A hallmark of her approach is her commitment to truly understanding each prospect’s vision. She prioritizes getting to know her clients on a deeper level by learning what they want to accomplish, what success looks like for their organization, and how their long-term roadmap is evolving. By building meaningful personal relationships alongside professional partnerships, Jill develops customized strategies that align with business goals and deliver lasting value.
Known for her collaborative, client-first mindset, Jill brings positive energy, insight, and a genuine passion for helping businesses grow with confidence. She is dedicated to providing transparency, education, and thoughtful guidance to every organization she serves.
Outside of Work
Outside of her professional role, Jill is a proud mother of two beautiful daughters and a loving grandmother to three grandsons who keep her active and inspired. She is the wife of Chris, owner of Titletown Manufacturing LLC., and together they share a strong appreciation for entrepreneurship and community. Jill is also a devoted dog mom to Boomer and Lucky. In her free time, she enjoys traveling to her cabin on Little Bay de Noc, where she finds peace in watching the sunset and spending quality time with family.
Seth Heeter President, Access Chair, Wisconsin AI Infrastructure Initiative
Recently, I had the opportunity to attend the Wisconsin Drives Manufacturing Summit at Lambeau Field in Green Bay. While the venue itself was impressive, what stood out most were the conversations taking place throughout the event.
One theme consistently rose to the top:
Wisconsin’s workforce challenges are no longer a future concern. They’re a current reality.
Manufacturing remains one of Wisconsin’s greatest strengths, employing hundreds of thousands of people across the state and contributing significantly to our economy. Yet many manufacturers are facing the same question:
“Where will the next generation of workers come from?”
Several presenters highlighted a sobering reality. Wisconsin’s population is aging, workforce participation has declined, and the pipeline of skilled labor is becoming increasingly constrained. At the same time, manufacturers are being asked to produce more, respond faster, and remain globally competitive.
For years, many organizations viewed automation as a way to reduce labor. Increasingly, that mindset is shifting.
The discussion at the summit focused less on replacing people and more on helping existing teams accomplish more with the resources available. Artificial intelligence, automation, advanced analytics, robotics, and digital technologies are becoming workforce multipliers that allow experienced employees to focus on higher-value work while repetitive tasks are handled automatically.
The question manufacturers should be asking is no longer whether AI will impact their operations.
The question is how quickly.
The Infrastructure Side of AI
When most people hear “AI,” they think about software.
What often gets overlooked is the physical infrastructure required to support it.
Whether AI workloads run inside your facility or in a remote cloud environment, the computing power behind those applications requires reliable electrical systems, cooling infrastructure, network connectivity, and continuous monitoring.
The rapid growth of AI is one reason we continue to see significant investment in data centers, semiconductor manufacturing, and digital infrastructure across the country.
Those facilities consume enormous amounts of power and generate substantial heat, creating new demands on electrical and mechanical systems.
Even manufacturers that never build their own data center will feel the impact.
AI-driven production systems, machine vision, predictive maintenance platforms, digital twins, advanced automation, and real-time analytics all increase dependence on reliable technology infrastructure. A power disturbance that once affected a few computers may now impact production data, automation systems, quality processes, and business operations simultaneously.
Reliability Becomes a Competitive Advantage
As manufacturers continue investing in digital transformation, reliability becomes more important than ever.
The organizations that successfully leverage AI and automation will not simply be those with the newest software. They will be the companies that build resilient infrastructure capable of supporting these technologies year after year.
That means paying closer attention to:
Electrical system reliability
Cooling capacity and efficiency
Network resilience
Environmental monitoring
Backup power systems
Predictive maintenance programs
These aren’t just facility concerns anymore. They are business continuity concerns.
As manufacturers continue evaluating AI, automation, and digital transformation initiatives, one question is becoming increasingly important:
Is your facility infrastructure prepared to support what’s coming next?
The answer often starts with understanding your existing power, cooling, and monitoring capabilities before capacity, reliability, or uptime become concerns.
Looking Ahead
One message from the summit stood out to me.
The future of manufacturing will be shaped through collaboration between industry, education, technology providers, and manufacturers themselves. Wisconsin’s manufacturing community has always found ways to adapt, innovate, and compete.
The labor challenges we face are real. But so are the opportunities.
Artificial intelligence and automation are not replacing Wisconsin manufacturing. They are helping manufacturers accomplish more with the talented people they already have.
AI may be the headline.
But reliable power, cooling, monitoring, and infrastructure resilience are what will make that future possible.
Seth Heeter President, Access
Access helps manufacturers, healthcare organizations, utilities, and mission-critical facilities improve reliability through power, cooling, monitoring, and infrastructure engineering solutions across Wisconsin and throughout the world.
Green Bay Innovation Group
Bringing Green Bay Companies Together. Green Bay Innovation Group is committed to building an authentic networking experience where innovation can thrive.
