After a long successful corporate career in the automotive industry, Jeff decided to retire from the industry and chase his dream of business ownership. Jeff had long envisioned operating a food truck, providing high-energy customer service, and selling high-quality cheesesteaks and breakfast sandwiches – a tribute to his beloved hometown of Philadelphia.  

Transitioning from the business world into entrepreneurship is complex. Jeff contacted the Indy Chamber and connected with a business coach at the Central Indiana Women’s Business Center (CIWBC). And even though the center is designed to assist women entrepreneurs, Jeff found the tools and resources he was looking for. “It boosted my confidence,” he says, “it’s so imperative to have someone in your corner when you’re first starting out.” Through his coaching, Jeff learned about the benefits of Indy Chamber membership and became a member to better connect with the local business community and increase his visibility. 

Jeff purchased a food truck and was able to negotiate and secure a matching trailer. He acquired the necessary accounts and permits and passed all of his inspections. Jeff had the trailer wrapped with his new logo and name “Philly Eggles” and planned his first event – providing over 300 sandwiches for women and children at Wheeler Mission. He wants his food truck to not only be a source of nourishment, but a vehicle to give back to the community, which is deeply meaningful to him.  

Jeff’s family calls food his love language. Jeff says he wants to cook good food and make people happy. He looks forward to making Philly Eggles a staple around Indianapolis and says having access to a business coach is very valuable. “I’m very grateful for the partnership and the array of resources that were offered to me.” 

To book Philly Eggles for your next event: 

Facebook: Philly Eggles 

Instagram: @phillyeggles.2025 

TikTok: @phillyeggles   

Best Practice Article from Paola Cubides, MS-IL Staffing & Packaging

After 25 years supporting manufacturing, logistics, and distribution operations across Indiana, one thing has become increasingly clear: workforce challenges have not disappeared, they have evolved.

Today, nearly one in three manufacturing roles are considered hard to fill, according to industry reports, and companies are no longer just competing for customers, but for talent, speed, and operational consistency. In this environment, the difference between falling behind and staying ahead often comes down to how workforce strategy is approached.

Over the years, we have had a front-row seat to what works and what does not, and a few key lessons continue to stand out.

Speed Beats Perfection

Many companies continue to search for the “perfect candidate,” believing that the right resume will solve their hiring challenges. In reality, every day a role remains open carries a cost, whether through lost productivity, increased overtime, or added pressure on existing teams.

In fast-paced environments, waiting weeks to fill a role is rarely sustainable, which is why the most effective organizations focus less on perfection and more on potential. Rather than holding out for an exact match on paper, they prioritize candidates who demonstrate reliability, a strong work ethic, and the ability to adapt, knowing that technical skills can often be developed on the job.

We have seen time and time again that when businesses shift their mindset in this way, they not only reduce time-to-fill but also build stronger and more loyal teams. With the right staffing partner, companies can identify candidates who are ready to grow into a role, creating both immediate impact and long-term value.

Turnover Is an Operational Cost

Turnover is often viewed as an HR challenge, but in reality, it is an operational issue that directly affects output, consistency, and overall performance. Replacing an employee can cost up to 30% of their annual salary when accounting for training, lost time, and reduced productivity, making it a far more significant expense than many organizations realize.

What we have consistently observed is that when companies align wages with the local market and place a greater emphasis on retention, the results extend well beyond hiring. Teams become more experienced, productivity improves, and reliance on overtime decreases, creating a more stable and efficient operation.

Overtime Is a Signal

Overtime is often treated as a quick solution to workforce gaps, but in most cases, it is simply a symptom of a larger issue. Whether driven by understaffing, high turnover, or a lack of workforce planning, excessive overtime tends to indicate that something within the operation is misaligned.

Organizations that perform at a high level do not rely on overtime to sustain productivity; instead, they build flexibility into their workforce so they can adjust to changing demand without overextending their teams. This approach not only supports more consistent output but also contributes to stronger long-term performance and employee satisfaction.

Build a Scalable, Flexible Workforce

While consistency remains important, today’s workforce environment requires a greater level of flexibility. Demand fluctuates, production cycles shift, and labor markets continue to tighten, making it essential for companies to move beyond reactive hiring and toward more scalable workforce models.

This means planning ahead and leveraging real-time data, including market pay rates, time-to-fill benchmarks, and turnover trends, to make more informed decisions. With the right staffing partner, businesses gain access not only to talent but also to the insights and visibility needed to adjust quickly and effectively without disrupting operations.

In this way, workforce strategy becomes a proactive tool rather than a reactive necessity, allowing companies to remain competitive even as conditions change.

Local Insight Matters

Workforce challenges are not one-size-fits-all, as pay rates, competition, and candidate expectations can vary significantly even within the same region. In a market like Central Indiana, having access to real-time local insight can be the difference between roles that remain open and teams that are built efficiently and perform consistently.

Looking Ahead

The companies that will lead in the coming years will be those that treat workforce strategy as a core business function rather than a reaction to immediate needs. By investing in speed, flexibility, and long-term planning, organizations can position themselves to adapt, grow, and compete more effectively.

After 25 years, we remain focused on helping Indiana businesses connect people with opportunity while supporting the operations that drive our local economy forward.

About MS-IL Staffing & Packaging

MS-IL Staffing & Packaging is a full-service workforce solutions provider supporting manufacturing, logistics, and distribution operations across Indiana and the Midwest. Our capabilities include temporary staffing, direct hire through Pro Talent Group, on-site workforce management, and third-party inspection and containment services through Certified Inspection Services.

Learn more: https://msilstaffing.com

Let’s Start the Conversation

A strong workforce strategy is built through the right combination of insight, planning, and partnership. If you are looking to reduce turnover, manage overtime more effectively, or build a more reliable workforce, we would welcome the opportunity to connect.

Schedule a free consultation.

Success Story: Dimary Miranda Empowers Entrepreneurs with Sustainable Support

Tell us about your business and your journey as an entrepreneur.

My name is Dimary Miranda, founder and leader of DM Insurance Agency, a firm specializing in commercial insurance, risk analysis, and strategic consulting for small and medium-sized businesses. I have over 20 years of experience in the insurance industry and in banking as a corporate accounts risk analyst, gaining extensive expertise in risk evaluation, compliance, and management of complex business portfolios.

After the pandemic, I made the bold decision to start my own business, transforming my experience into a company with a clear mission: to serve and empower entrepreneurs, especially within the Hispanic community, providing them with professional, strategic, and reliable tools for growth.

Today, as a leading businesswoman, I not only manage my agency, but I have also expanded multiple locations, building high-performing teams and training new brokers to develop successful careers in the industry. Additionally, I serve as a strategic consultant, guiding businesses in compliance, organizational structure, risk analysis, and preparation to compete in bid programs. My mission is clear: to transform entrepreneurs into solid and successful business owners, generating a positive impact on the business community and creating a legacy of leadership and excellence.

How did you first connect with HBC / BOI / Indy Chamber, and what motivated you to get involved?

I first connected with HBC and BOI while seeking resources to strengthen my business and become part of an active entrepreneurial community. As a Hispanic woman entrepreneur, I needed a space where I could grow, learn, and access tools that truly supported my vision. Indy Chamber provided mentorship, connections, training, and an environment that allowed me to expand professionally and later give back by guiding other entrepreneurs.

Which HBC / BOI / Indy Chamber programs, events, or services have you participated in?

I have participated in several programs that have been key to my growth:

These programs and services have been fundamental to expanding my capabilities as a businesswoman and consultant, and to providing my clients with strategic tools to help them grow and compete successfully.

How have these programs, events, or services impacted your business?

The programs offered by HBC, BOI, and Indy Chamber have had a profound impact on my agency and my role as a consultant. They have strengthened my skills, expanded my client network, created valuable collaborations, and provided essential tools to deliver more strategic services.

Thanks to these programs, I have been able to guide entrepreneurs from early stages to fully structured, competitive, and scalable businesses. Many of the businesses I have advised today are multi-million-dollar companies, some with more than one established business, successfully competing in bid programs and corporate contracts. The combination of my professional experience with the resources from HBC, BOI, and Indy Chamber has enabled these entrepreneurs to accelerate their growth and achieve high-impact success.

What would you say to someone considering participation in HBC / BOI / Indy Chamber programs? Why do you think these programs are important?

I would say that joining these programs is one of the best investments a business owner can make. They provide not only education and resources but also connections, visibility, and a community that genuinely supports business success. These programs are especially important for minority-owned businesses, as they help reduce barriers, open doors, and provide the tools needed to scale and compete in larger markets, including bid programs and corporate contracts.

What would you say to someone considering participation in HBC / BOI / Indy Chamber programs? Why do you think these programs are important?

Have you made any meaningful connections? If so, share an example.

Absolutely. Through BOI and HBC, I have established relationships with entrepreneurs who are now multi-million-dollar companies. They started as small businesses, trusted my guidance, and implemented strategies in compliance, risk management, and bid program preparation. Today, many operate more than one company, hold major contracts, and maintain strong organizational structures that allow them to continue growing.

This collaborative work, my consulting expertise combined with HBC/BOI/Indy Chamber resources has enabled these entrepreneurs to accelerate their growth, achieve significant success, and build lasting legacies.

Your eyes and email system are not deceiving you: a Legislative Update has landed in your inbox after Sine Die.

Welcome to this debut of our monthly Legislative Update newsletter, which we’ll send on the last weekend of the month, outside of session. Expect to find the same policy-rich content you enjoy in our weekly updates, with more space for reflection, forecasting, and, of course, puns.  

We’re kicking off the series with a timely topic: tolling on I-70. 

🚘  Roll your windows down and cruise. The topics of infrastructure and transportation play a driving force in our economy and could fuel key parts of the state and local agenda in the coming months.  

Today’s Roadmap:  

Exploring Tolling

✅ Catch up Quickly: Last fall, Indiana applied to the Federal Highway Administration (FHA) for permission to toll all 156 miles of Interstate 70 – at a rate of 10 cents per mile for passenger vehicles and 54 cents per mile for semi-trailers. That would make an end-to-end trip across the state on the interstate cost $15.60 for a car or SUV and $84.24 for a semi-trailer. The Indiana Department of Transportation (INDOT) application followed legislation passed in 2025 (SEA 1461) authorizing INDOT to seek a federal waiver to toll interstate lanes, along with statutory authority to issue bonds for reconstruction.  

This application became even more important when Governor Braun announced a pause to the state’s collection of gas taxes in response to the sharp price increases in recent weeks, due to the Strait of Hormuz standoff. While the pause provides some relief at the pump, it sets up an even more drastic decrease in gas tax revenues, the primary source of road maintenance funding. That makes the introduction of tolling and other potential revenue streams even more critical.  

📃 What’s in the Application: Indiana comes by its “Crossroads of America” fame honestly, and it’s a title state transportation leaders want to keep. INDOT argues that tolling on I-70 is a financial necessity if Indiana is going to invest in critical road updates that will support the logistics and manufacturing heavy Hoosier economy. Specifically, the total capital need is $6.5 billion to rehabilitate, repave, and widen the 63-year-old I-70 from four to six lanes. Those upgrades – which INDOT officials also say are key to protecting Hoosiers’ safety and averting bottlenecks – can’t be financed without additional funding sources. As gas tax revenues drop off and current federal and state sources support only routine maintenance, new dollars are necessary. The state also proposes open-road tolling – meaning no booths or stopping, but roadside equipment to assess vehicles and collect payment.  

📅 The Timeline: If tolling gets the green light, it will begin in 2029, with construction projects to start in 2028 and last for eight to ten years. The state expects to collect up in the low-$400 millions in revenue in 2029, a sum that could increase to the mid-$500 millions annually by 2049. But depending on the structure of the toll deal, even more revenue up front could be paid to the state from a toll operator — as we’ve seen in other states.  

📢 Unsolicited Thought: Have you driven from Ohio to Indiana on I-70 lately? The contrast in road quality feels as stark as switching the channel from a Disney classic to a slasher film. A simple drive across those state lines makes the case that I-70 needs a facelift.  

🤔 There are Lots of Considerations, though. Earlier this month, Axios Indianapolis highlighted a key point: when tolls go up, so does diversion of traffic from interstates to city streets. Since 16 miles of I-70 are located within Indianapolis’ I-465 loop, that could send traffic to Indy’s streets, which, shall we say, could use their own rehabilitation. A 2018 planning document produced by the state estimated the diversion rate just below 9%, which would mean in the low thousands of extra cars on city streets, based on I-70 traffic patterns. This should not be a dealbreaker for tolling, but, rather, another impetus to think about all roads – whether state or locally managed — as one connected system driving the economy. 

💬 Speaking of Indianapolis: We’re encouraged and grateful that the INDOT application treats funding for the sections of I-70 improvements in Indianapolis separately, acknowledging that those key interchanges may look different than simply a widened highway. The Indy Chamber, City of Indianapolis, and Rethink Coalition have been collaborating with INDOT to explore alternatives to interstate reconstruction in the areas near Downtown Indianapolis, based on a federal planning grant and with extensive community and stakeholder input. We look forward to continuing to work with INDOT leaders and deeply appreciate their collaboration. 

💲 In other tolling-related news: Earlier this month, the State Budget Committee approved amendments to the lease of the Indiana Toll Road in northwest Indiana, enabling twice-annual rate increases of at least 1.5% along I-80/I-90. Those increases will generate $700 million in revenue over the next three years to fund infrastructure in Hammond if the Chicago Bears move their stadium to that community. If the Bears do not move, the additional revenue will fund infrastructure updates in the seven counties along the Indiana Toll Road.

Here’s What We’re Thinking

The views below are expressed in the voices of our advocacy team members, but they align with the Chamber’s broad position on each topic.

Taylor’s Take: Tolling is Necessary to Build the Roads of the Future

That is true of child care, roads, and schools alike. We all depend on them, and strong communities are built on whether they do their jobs well. They are not side issues; they are foundational systems that shape whether families can thrive, businesses can grow, and communities can function.

As we contemplate I-70 tolling, it’s worth looking back to when I-70 was originally created in the 1960s, at the tail end of the original buildout of the U.S. Interstate Highway System. President Dwight D. Eisenhower led the creation of a new U.S. highway system based on lessons from two world wars, through which he saw that investing in a better-connected America was a deposit into our future. The 1956 law that paved the way (pun intended!) for America’s highways also created the Highway Trust Fund to pay for this massive infrastructure investment primarily through user taxes on gasoline, diesel, and highway-use items.

Today, Indiana faces a transportation inflection point. To be competitive for jobs and talent, we need to create the infrastructure that fuels mobility, and we need a funding source beyond the gasoline taxes on which we’ve long relied – but which are declining in an age of new car and SUV technology. Tolling offers a way to grow much-needed revenue outside of the Highway Trust Fund.

We should not downplay the importance of institutions. We should care for them, strengthen them, and expect them to deliver excellent results for the people who rely on them every day.

ICYMI: News and Opinion

Indianapolis Business Journal: Indiana and its employers have a unique opportunity to make further investments in one critical piece of our human talent infrastructure: childcare, writes Indy Chamber’s chief strategy officer and chief of staff Taylor Hughes, with United Way of Central Indiana’s Sam Snideman. 

WFYI: Indy Chamber, Rethink Coalition, and the City of Indianapolis released a new study proposing a recessed interchange for I-65 and I-70 near Virginia Street. If implemented, it will bring major changes to Indy’s approach to interstate construction.

Thanks for reading!

Follow the Indy Chamber’s advocacy efforts, now year-round and beyond the legislative session with our monthly Legislative Updates. We’ll share timely insights, policy progress and advocacy priorities.