The Wisconsin Center District (WCD) is a quasi-governmental agency that owns and operates Baird Center, UW-Milwaukee Panther Arena, and Miller High Life Theatre, three premier meeting, convention, and event venues located in the heart of downtown Milwaukee. Baird Center, the state of Wisconsin’s largest convention center, just underwent a $456 million expansion and modernization project that firmly establishes Milwaukee as a not-to-be-missed destination for event planners and attendees from around the world.
Marty provides insights into the uniqueness of the Wisconsin Center District (WCD) by discussing its history. Established in 1994 through Wisconsin State Statute, the WCD was created to oversee the existing convention center, arena, and theater during a time of financial difficulties in the city and in preparation for the new convention center which opened in 1998 as the Midwest Express Center.
Troubled by years of underperformance of the three venues, the Wisconsin Center District board hired Marty Brooks as President and CEO in January 2018. At the time of his hiring, the board tasked him with three critical objectives: first, run the organization with an entrepreneurial mindset; second, break down the silos built between the organization and the community and find ways to make a difference to the people who call Milwaukee and Wisconsin home; and third, either expand the convention center or quit talking about it.
In the following months, Marty immersed himself in Milwaukee, engaging with various community stakeholders and gathering candid feedback about the organization. The feedback he encountered was unvarnished. Most in the community thought the WCD was out-of-touch, disconnected, untrustworthy, and failing.
Marty suspected many similar issues existed internally, prompting him to issue the WCD’s first employee engagement survey. It revealed that staff felt a lack of pride, trust, and that communication was non existent. Even worse, many didn’t even understand the organization’s mission. To begin addressing these issues, he and his team crafted a new CEO vision that redefined their purpose, encapsulated in the motto: Be Bold. Be Proud. Be Experience-Obsessed. They aimed to empower staff who interact with guests to make decisions that enhance guest experiences without fear of repercussions. This new approach revitalized the team and initiated a cultural shift. Under Marty’s guidance actions were taken to address areas of concern found in the survey. A concentrated focus on improving communication and job satisfaction was launched. A quarterly Town Hall meeting was started to share updates and encourage feedback. And employee benefits were enhanced, including free parking and bus passes for all staff, as well as free mental wellness services for employees and their families.
The next step involved assessing senior and middle management to determine who were willing to embrace the cultural changes. Many got on board, but others were too entrenched in their ways and either decided to leave or Marty had to make the tough decision to let them go. This was a difficult time within the organization, but necessary. These organizational changes, combined with tangible improvements in customer satisfaction and the increase in event bookings also started the process of building trust with the board. Marty had demonstrated the organization could be run like a private business, positively impact the area’s economy and engage the community in a meaningful way.
Without the leadership Marty showed in executing these changes the WCD would have been unable to secure the board’s approval for a $456 million convention center expansion, especially during the height of the COVID-19 pandemic and the turmoil it caused in the convention and meetings industry. As the entire industry shut down, causing event cancellations, layoffs and concern about the future of in-person events, Marty was steadfast in his belief the industry would rebound when the crisis was over and convinced the board the time for expansion was now.
However, the expanded building wouldn’t open until the spring of 2024 and Marty’s team knew they couldn’t just wait for it to be completed. Anticipating a strong desire for people to gather while still maintaining social distancing once restrictions were lifted, they looked for unique opportunities to make sure the convention center was the place those gatherings would occur. Focusing on developing engaging, lasting content suitable for large venues, similar to successful exhibits like Bodies and Titanic, they secured Beyond Van Gogh: The Immersive Experience for a four-month run. Timed entries limiting attendance to 250 people assured social distancing compliance and gave people the entertainment opportunity they were desperate for. This unique event was a huge success, selling a record 200,000 tickets and giving Milwaukee’s hospitality industry a much-needed jump start.
Operating under the principle that a vibrant and active downtown Milwaukee benefits all, Marty emphasizes that the WCD work collaboratively with other downtown businesses to make Milwaukee a not-to-be-missed destination. But, his commitment to making sure the entire community benefits from the WCD doesn’t stop there. Marty encourages staff to volunteer with local non-profits and has created a work environment that supports employee’s ability to help the causes they are passionate about. His support of local charities led to the launch of the Gala Give away contest in 2023. For the last two years a local non-profit received an all-expenses-paid fund raising gala worth $56,000 through the contest. The Autism Society of Southeastern Wisconsin hosted the year-one gala, setting a new donation record on June 12th. Their winner for 2025, First Stage, will host their gala on April 19.
With the vision that the Baird Center expansion would be built for Milwaukee, by Milwaukee Marty insisted on aggressive diversity, equity and inclusion goals during its construction so city residents would realize the most financially benefit. Under his watchful eye the Baird Center project greatly surpassed these objectives. Instead of 31% of participating businesses being disadvantaged, the project had 42.8% participation and instead 40% of the labor hours being worked by minority trades people, the expansion had 41.3%. And to make sure that everyone feels safe and welcome at the center, thoughtful inclusive features like sensory rooms and all gender restrooms can be found throughout the building.
Marty has attained this status of making WCD successful as a result of his extensive experience. Throughout Marty's career, he has been fortunate to work at amazing places. This has allowed him to take great pride in his work and embody the organization. He began his career at a small sports production company, where he had the task of picking up special guests from the airport. One memorable experience was driving Kay Klopovitz, the former CEO of USA Network. During their conversation, she shared valuable insights that made him realize the broader responsibilities of a job. Having no idea, it turned out that he would work for her at USA Network later, marking a significant turning point in his career, and reached a major turning point at Madison Square Garden, where he worked for 22 years across MSG, the MSG Network, and MSG Connecticut. He considers himself lucky to have been part of such a legendary venue, known as the world's most famous arena, which drew top industry talent and enabled him to collaborate with the best early in his career. His time at MSG taught him the value of pride in his work and the significance of building strong teams, principles he applied in his later positions.
As a leader, Marty finds collaborating with others and being part of a team the most enjoyable aspect of his experiences. Marty takes pride in leading the Wisconsin Center District and its top-notch team nurtured through careful hiring and onboarding. Fostering personal connections and mutual care, senior leadership models a culture where each new full-time staff member meets one-on-one with all senior staff upon joining. He wants to emphasize that it's important not to become overly focused on one's own achievements. He has seen individuals who let their accolades go to their heads and began to think they were superior to their colleagues. He vowed this would never be him. Marty noticed the company's shift from saying "no" to aiming for "yes" in providing exceptional experiences for clients and guests. This change in mindset has become a key part of their business strategy, encouraging staff to find creative solutions and driving their success.
Marty's knee replacement years ago limited his mobility, frustrating for the usually active man. However, he discovered the therapeutic joy of building with Legos, finding solace, relaxation, and creativity in creating with his hands. Throughout his career, he has consistently found it challenging to delegate tasks. He believes that the best way to achieve his vision for a project is to handle it himself. Building Legos alone fostered creativity, enabling easier delegation at work, a surprising yet beneficial outcome that improved team work dynamics, and hence his leadership approach is straight forward: lead by doing what you expect others to do. He is diligent in picking up litter and rearranging furniture in venues, setting a standard of care and pride for the staff to follow. By maintaining these spaces like his own home, he shows his love and respect for the guests' experience. He also stays current with industry trends, engages in relevant workgroups and organizations, and prioritizes learning from others to improve service quality. He sees hospitality as a joint effort for collective growth and community benefit.
A vital aspect of Marty’s leadership philosophy is the shave test. Before making important decisions, he reflects while shaving. If he can't affirm it's right in the mirror, he won't proceed. Being true to oneself and not compromising values is crucial for lasting success. He also prefers respect over intimidation, staying genuine whether at work or with loved ones; Marty Brooks is the same at work and at home. You don’t need a fancy image to gain respect; approachability, listening, and caring for others earn it. For effective leadership, senior management must align on goals, dedicate themselves to achieving them, communicate goals to staff, and clarify individual and department roles in goal attainment, he adds.
Marty believes that it's crucial for CEOs to remain humble. Leaders often encounter situations that can inflate their egos, but his first response is to feel embarrassed and undeserving. He recognizes that some individuals in top executive positions might feel entitled to certain privileges due to their status or accomplishments, but it's essential to steer clear of that mindset.Working to stay humble means remembering where you came from and the many people that helped you succeed. This is what has kept Marty in check and helps him remain appreciative of the amazing opportunity he has been given to be the CEO of this organization.
Teddy Roosevelt once said, “The best executive is the one who has sense enough to pick good men to do what he wants done and self-restraint to keep from meddling with them while they do it.” To Marty, this is the key to setting goals and ensuring harmonization and integration at all levels. Hire good people, communicate what your expectations are, and don’t micromanage.
In 2024, huge events like Cirque Du Soleil’s ‘Twas the Night Before, comedy superstar Kevin Hart, and Sesame Street Live! Say Hello will have graced its stage. Baird Center will host a record number of events in 2024, including the Republican National Convention, Extreme Fighting Championship event XFC 51: Evolution in September, and the Connect Marketplace 2024 conference, attracting influential event planners. The brighter picture in 2025 brings a brighter picture with more events like USA Fencing Nationals, a huge Anime Milwaukee convention, and four Badger Region volleyball tournaments with 20,000 attendees. At UW-Milwaukee Panther Arena, sports fans are getting ready for Milwaukee Admirals AHL hockey, Milwaukee Wave MASL soccer, and UWM Panther men's NCAA basketball. The Arena hosts numerous local graduation ceremonies and family-friendly events, in addition to professional sports.
The expansion is a significant milestone and a game changer for WCD, marking the beginning of a journey, not the end. Their aim is to grow and increase community impact through larger events, realizing the potential for positive change in Milwaukee and Wisconsin. Marty is optimistic about WCD's future. It will bring in 100,000 out-of-state visitors yearly, create 2,300 jobs, and generate over $12.6 billion in state spending over 30 years. Marty is proud of getting it built and surpassing Diversity, Equity, and Inclusion goals in its construction, making the accomplishment special. Adding to it, they created a facility with intentional inclusive features, making it safe and welcoming to all. It also aims to help create a more sustainable future for their community with the latest green technology. After successfully completing the Baird Center expansion, it is essential for the organization to optimize the investment made by both itself and the community.
Posted in CLF | Top 10 Inspiring CEOs of 2024, Marty Brooks, President & CEO of Wisconsin Center District Profile