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Jerry Satzan
Jerry Satzan

Chicago, Illinois

 

Jerry Szatan has been in practice in site selection and location strategy for more than twenty years, to which he brought ten years experience of real estate and regional economic development. He assists corporate clients in addressing organizational change and location strategy, feasibility and risk in relocation, combining labour market analysis and related location parameters.

He has directed site selection for headquarters and customer service centres in the United States and elsewhere for companies including Bank One, Carlson Wagonlit Travel, First Card, Hewitt Associates and Union Pacific Railroad. In the field of research and development and manufacturing client companies include Bay Networks, Boar’s Head Brand, Nature’s Path, Organics LaGrange and Sun Microsystems. His experience in advising and locating businesses across the continent covers a wide range of sectors including automotive, pharma, financial services, food manufacturing and transport services.

State and local economic development organizations have also benefitted from Jerry Szatan’s experience and insights for development strategy, involving business investment and location trends, labour markets and site competition.

Szatan & Associates was formed in Chicago in 1998 and this practice has been in the orbit of Business Location International since 2006. His previous professional experience includes positions at Fantus Consulting, with the Federal Reserve Bank of Chicago where he was Regional Economist, investment at Balcor Real Estate and policy research for the Metropolitan Planning Council of Chicago.

As a regular writer and speaker on location and economic development topics, his recent articles and speeches have covered US labour market evaluation and demographic trends, facility consolidation, intermodal freight development, green economic development and cultural institution building. He has spoken frequently before US professional groups nationally, including the International Economic Development Council and Business Retention and Expansion International and has been quoted in the Wall Street Journal and other business publications.

 

Education

Jerry Szatan followed an undergraduate degree in economics by a Masters in Regional Economics at University of Illinois – Chicago, and an MBA from University of Chicago.

 

Bakery Food Products Manufacturer

Site search for additional capacity. Evaluated locations and communities in Illinois, Iowa and Wisconsin for labour markets and operating costs and conditions. Negotiated incentives at state and local levels in finalist locations, helping client Company to resolve expansion by expanding existing plant rather than building anew.

 

Meat Processor

Seeking new site to add capacity. Screened suitable sites and evaluated communities in Illinois, Indiana and other states. Evaluated labour, utilities capacity and other operating conditions, providing operating cost NPV financial models. Negotiated incentives in finalist locations at state and local levels including property tax abatements, employment and investment credits.

 

Distribution Centre Relocation

Relocating existing East Coast distribution centre for additional space and efficiency. Reviewed operating conditions and costs in several states before identifying finalists. Met with employers and state and local officials in finalist communities in two states to evaluate labour availability, operating costs, incentive potential including possible highway improvement. New facility finally located in South Carolina.

 

Auto Parts Manufacturer Expansion

Seeking new site to add capacity. Screened more than 100 communities in several states in Midwest and Southeast for industry presence, labour skills availability and cost. Visited and evaluated several finalists for these factors and site availability, local access, utilities and other factors

 

Financial Institution

Potential headquarters relocation; identified issues and built consensus on advantages and disadvantages. Cost reduction and synergies from co-location of similar operations. Location strategy and options for dispersed national operation. Relocating several thousand jobs out of current location over next five years.

 

HQ Relocation

Seeking new site to add capacity. Compared communities and sites in two states; interviewed employers about labour skills, availability and cost; met with appropriate officials to review utility services, site characteristics, zoning, extending rail service and state incentives. Prepared financial model to compare sites. New facility being built in Tulsa.

 

Heavy Industry Manufacturer Expansion

Potential headquarters relocation requiring issue identification and cost estimates. Identified benefits of co-locating engineering, R&D and manufacturing engineering : improved communications, faster and more effective product development. Relocated the engineering department to Texas.

 

Mutual Fund Expansion

Seeking a second call centre site to expand capacity and diversify risk for this Internet service provider. Community screening and detailed fieldwork. Opened second facility in Dallas.

 

Internet Service Provider Expansion

Sought a second site for benefits customer service centre to diversify risk and to access different labour markets. Screened potential communities nationally, conducting field investigations with client team. Located new facility in Orlando.

 

Mutual fund

Sought a second site for additional capacity for a call centre. Ability to recruit college level staff for rapid start-up a key requirement. Screened communities and conducted fieldwork at finalist locations with company president. Located new facility in Tucson.

 

Car rental

Consolidating regional processing centres into single site. Compared existing locations and two new alternatives for labour availability labour and real estate costs, and one-time relocation costs. The company was enabled to consolidate 250 positions into one of its existing locations

 

Transportation Services

Strategy for consolidating headquarters and other duplicate facilities as a result of an acquisition. Identified issues, modelled the financial impacts, and reviewed incentive potential to complete the assessment.

 

 
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