1871 http://www.1871.com Where digital startups get their start Wed, 27 Jul 2016 22:00:41 +0000 en-US hourly 1 Mayor Emanuel Announces Task Force on Removing Barriers to Employment and Entrepreneurship http://www.1871.com/mayor-emanuel-announces-task-force-on-removing-barriers-to-employment-and-entrepreneurship/ http://www.1871.com/mayor-emanuel-announces-task-force-on-removing-barriers-to-employment-and-entrepreneurship/#comments Wed, 20 Jul 2016 20:29:50 +0000 http://www.1871.com/?p=14845 FOR IMMEDIATE RELEASE

July 20, 2016


Mayor’s Press Office


July 20, 2016


Mayor’s Press Office


Task Force Will Focus on Cutting Red Tape to Support Businesses in Every Neighborhood; New Reforms Proposed to Streamline Process for Signs in Public Ways

Mayor Rahm Emanuel today launched the Chicago Task Force on Removing Barriers to Employment and Entrepreneurship, which will provide the City Council with recommendations for cutting red tape that too often gets in the way of job and business opportunities.

“The foundation for a stronger future starts with clearing a path for Chicagoans to succeed today,” said Mayor Emanuel. “This task force is another way we are making City Hall a partner and no longer a problem to the residents and businesses of the City of Chicago. From gaining employment to starting and maintaining a business, this latest step is to ensure every Chicagoan can thrive.”

The task force will focus on three key priorities. First, it will analyze the process for starting a business and applying for a City job, working to identify any roadblocks to opportunity in the application process. This review will include an assessment of the value of fingerprint background checks as a security measure as compared to its impact on job opportunities. Second, it will review the inspection and permitting process to identify opportunities to streamline the experience for individuals and businesses that interact with the City. Lastly, the task force will analyze existing business licenses and develop recommendations for improving the ease of doing business in Chicago.

The Task Force will by co-chaired by Deputy Mayor and Chief Neighborhood Development Officer Andrea Zopp and Department of Business Affairs and Consumer Protection (BACP) Commissioner Maria Guerra Lapacek. Its members will include Alds. Anthony Beale (9th), Emma Mitts (37th) and Patrick O’Connor (40th).

“This task force represents another prime example of how the City Council and Mayor Emanuel are working together to build a more welcoming environment, and to cut red tape for neighborhood businesses, both in the 37th Ward, which I represent and throughout Chicago,” said Ald. Mitts, who serves as Chairman of the City Council’s Licensing Committee.

“By cutting red tape in Chicago we can help our neighborhood businesses focus growing their businesses and creating jobs instead of dealing with any unnecessary and burdensome regulations,” said Ald. O’Connor.

Mayor Emanuel today also announced new reforms that will streamline the process to issue public way use sign permits in Chicago. The reforms will cut the number of days to issue these permits by up to 80 percent and were developed in partnership with Alds. Mitts and Beale, the Chicago Small Business Advocacy Council and a coalition of business groups.

The City processes more than 5,500 public way use permits annually. The permits, which include signs on neighborhood businesses that face a public street, require full City Council approval. The current process to achieve council approval often takes up to 90 days before a sign permit can be issued. The reforms will cut up to 75 days from the council process by removing the requirement that public way use permit ordinances be published prior to issuance (30 days) and by establishing a process to accept direct introductions of public way use sign permit ordinances to the Committee on Transportation and Public Way (30-45 days).

“Time is money and I don’t want the process to be in the pockets of our small business owners,” said Ald. Beale, who serves as Chairman of the Committee on Transportation and Public Way. “This ordinance will support businesses in the ninth ward and throughout Chicago.”

In addition to reducing the number of days for business owners to obtain their public way sign permit, there are also about 130 other public way uses including canopies, benches and awnings that will have the publication step eliminated in the application process.

“Small businesses drive the Chicago economy and support local communities throughout the city,” said SBAC CEO Elliot Richardson. “We appreciate the work done by the Mayor’s team to enact these reforms and the tremendous support of a dedicated coalition made up of local chambers of commerce and trade organizations who worked with us on this issue,” Richardson added.

The sign reforms and task force build on the Emanuel administration’s record of improving and streamlining City services. In his first year in office, Mayor Emanuel eliminated the job-killing employee head tax and reduced the number of business license types by 60 percent. Earlier this month, Mayor Emanuel launched an online business license application system to allow Chicago’s business owners to apply electronically for required City licenses. The paperless process allows businesses to submit applications and any required documents, as well as pay for any license application fees, through the web.

The Chicago Task Force on Removing Barriers to Employment and Entrepreneurship members are:

Anthony Beale. Alderman 9th Ward

Emma Mitts, Alderman 37th Ward

Patrick O’Connor, Alderman 40th Ward

Andrea Zopp, Deputy Mayor

Maria Guerra Lapacek, Commissioner, BACP

Judy Frydland, Commissioner, Chicago Department of Buildings

Patti Scudiero, Zoning Administrator

Rebekah Scheinfeld, Commissioner, Chicago Department of Transportation

Soo Choi, Commissioner, Chicago Department of Human Resources

Mona Noriega, Commissioner, Chicago Commission on Human Relations

Cate Costa, Director of Entrepreneurship, Chicago Urban League

Melinda Kelly, Executive Director, Chatham Business Organization

Anthony Lowery, Director, Policy and Advocacy, Safer Foundation

Ricardo Meza, Officer, Greensfelder, Hemker & Gale, P.C.

Theresa Mintle, President and CEO, Chicagoland Chamber of Commerce

Melissa McIntyre, Executive Director, Edison Park Chamber of Commerce

Lisa Noller, Partner, Foley & Lardner LLP

D. Lorenzo Padron, Chairman and CEO, Latin American Chamber of Commerce

Preston L. Pugh, Partner, Pugh, Jones & Johnson

Anthony L. Schumann, Partner, Quintairos, Prieto, Wood & Boyer, P.A.

Tanya Triche, Vice President, General Counsel, Illinois Retail Merchants Association

Sam Toia, President and CEO, Illinois Restaurant Association

Howard Tullman, CEO, 1871


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Last Week on Instagram http://www.1871.com/last-week-on-instagram-15/ http://www.1871.com/last-week-on-instagram-15/#comments Wed, 20 Jul 2016 17:58:54 +0000 http://www.1871.com/?p=14842 » Continue]]>

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DePaul University Joins 1871’s University Row http://www.1871.com/depaul-university-joins-1871s-university-row/ http://www.1871.com/depaul-university-joins-1871s-university-row/#comments Tue, 19 Jul 2016 21:38:25 +0000 http://www.1871.com/?p=14834

July 19, 2016



DePaul University Chicago
Wendy ... » Continue]]> i-xwHkbz9-X2a00e1679-9791-41d1-b698-60fe2f29c014

July 19, 2016



DePaul University Chicago
Wendy Smit, DePaul University


DePaul to have a presence at nation’s largest technology hub; Will allow access for students, faculty and staff; DePaul to participate in Campus 1871 and other annual events

1871 announced today that DePaul University will become the seventh university to have a physical presence at 1871, taking a space on “University Row” in the heart of the nation’s largest technology incubator. The space will allow DePaul’s students, faculty and staff to use 1871 as a downtown base of operations and will further the partnership between two of Chicago’s most well-known institutions.

“This partnership has been a long time coming and we are thrilled that DePaul is formally joining the 1871 community,” said 1871 CEO Howard A. Tullman. “Our partnerships with universities are one of 1871’s biggest advantages and a special resource as well. DePaul is a crucial addition to this group. We look forward to welcoming members of the DePaul family to 1871.”

The partnership with DePaul is facilitated by four academic units working together: the Coleman Entrepreneurship Center in the Driehaus College of Business, College of Computing and Digital Media, College of Law, and Academic Affairs. The various partners have cooperated to create an environment that will allow people associated with DePaul from throughout the Chicago metro area to attend 1871 programming, events, workshops, and more.

“Having a presence at 1871 is important to connect DePaul to the rest of the entrepreneurial ecosystem in Chicago,” said Bruce Leech, executive director of DePaul’s Coleman Entrepreneurship Center. “1871 provides all of the vital resources in one space — from business networking and mentorship to legal and financial support that can help students and alumni get their businesses started.”

Faculty members also will have an opportunity to become mentors to 1871 members and showcase their research by conducting meetings in DePaul’s dedicated space at 1871, holding workshops, classes, and events in 1871 facilities, and providing content for 1871’s members, Leech added.

As part of University Row, DePaul joins the University of Chicago, Northwestern University, Loyola University, University of Illinois, DeVry University, and Illinois Institute of Technology. Each of the universities will participate in Campus 1871, a springtime, weekend-long event that brings together the best and brightest from each of the partner universities to develop their own business ideas with like-minded university students.“I am proud to be an alum of DePaul University because of its diversity and close connections with the community,” said DePaul alumnus and 1871 member Zakery Kates. “I am thrilled that DePaul is joining 1871—another vibrant community. I am certain this partnership will result in exciting opportunities for many people and have an enormous impact on Chicago.” Kates, a 2013 graduate of DePaul, also expressed his excitement for upcoming opportunities to get involved with alumni activities and potential mentoring activities with current DePaul students wishing to establish a career in the tech industry.

“I am proud to be an alum of DePaul University because of its diversity and close connections with the community,” said DePaul alumnus and 1871 member Zakery Kates. “I am thrilled that DePaul is joining 1871—another vibrant community. I am certain this partnership will result in exciting opportunities for many people and have an enormous impact on Chicago.” Kates, a 2013 graduate of DePaul, also expressed his excitement for upcoming opportunities to get involved with alumni activities and potential mentoring activities with current DePaul students wishing to establish a career in the tech industry.

About 1871

1871 is the home of more than 450 early-stage, high-growth digital startups. Located in The Merchandise Mart, this 130,000 square foot facility is also the headquarters of nationally recognized accelerators Techstars Chicago and the Good Food Business Accelerator; impact investing fund Impact Engine; half a dozen industry-specific incubators in key areas such as real estate, education technology, food and financial technology; several emerging tech talent schools (Fullstack Academy, Anyone Can Learn to Code, Future Founders, Designation and the Startup Institute), and the state’s leading technology advocate, the Illinois Science and Technology Coalition. It is the second home to Chicago-based VCs, Pritzker Group Venture Capital, MATH Venture Partners, Hyde Park Angels, OCA Ventures, OurCrowd and Chicago Ventures, as well as satellite offices for Northwestern University, University of Illinois, University of Chicago, Loyola University Chicago, Illinois Institute of Technology, and DeVry. 1871 has fast become recognized as the hub for the city’s entrepreneurial/technology ecosystem and has been featured in Inc. Magazine, TechCrunch, The Wall Street Journal, The New York Times, Chicago Tribune and Crain’s Chicago Business among other top media. 1871 is the flagship project of the Chicagoland Entrepreneurial Center.


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Tullman: NOVUS Summit http://www.1871.com/tullman-novus-summit/ http://www.1871.com/tullman-novus-summit/#comments Mon, 18 Jul 2016 15:54:40 +0000 http://www.1871.com/?p=14821 On Sunday, July 18, 2016, Howard Tullman was one of 17 voices of positive change at the first ... » Continue]]> On Sunday, July 18, 2016, Howard Tullman was one of 17 voices of positive change at the first annual NOVUS Summit at the United Nations General Assembly Hall!

[Click the Above Image to View “Talk with Text”]

For more information about the summit, visit: 

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Momentum Sponsorship http://www.1871.com/2016momentum-pdf/ http://www.1871.com/2016momentum-pdf/#comments Wed, 13 Jul 2016 15:47:56 +0000 http://www.1871.com/?p=14779


The 2016 Momentum Awards will take place on Thursday, October 6, 2016 at the ... » Continue]]> Screen Shot 2016-07-13 at 11.05.37 AM


The 2016 Momentum Awards will take place on Thursday, October 6, 2016 at the Radisson Blue Aqua Hotel!

Click the Link Below to Download More Information About Sponsorship:

2016 Momentum Sponsorship

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Tullman: Fireside Chat With Joe Mansueto http://www.1871.com/tullman-fireside-chat-with-joe-mansueto/ http://www.1871.com/tullman-fireside-chat-with-joe-mansueto/#comments Mon, 11 Jul 2016 22:00:57 +0000 http://www.1871.com/?p=14771

We had the rare opportunity last week to sit down at 1871 with Joe Mansueto, the founder, and ... » Continue]]> 82d33534-0b32-48ed-924b-a558c5358eb1

We had the rare opportunity last week to sit down at 1871 with Joe Mansueto, the founder, and CEO of Morningstar, for a fireside chat. Having known Joe for more than 30 years now, and given the astonishing growth and success of his various business ventures, I’m always amazed at how modest and accessible he remains and what a great booster of Chicago and its entrepreneurs he has always been. When we finally wrapped up our own conversation, he made time to chat with more than a dozen of our member companies, to answer their questions, and pose for a few selfies as well.
In fact, when I had asked him earlier in our conversation about how he came to acquire INC. Magazine and Fast Company (eleven years after starting Morningstar) which seemed at the time like such traditional, old-line, media properties, he said these were personal investments and that he had decided to do the deal (which was completed in about 30 days) because he believed so strongly in the missions of those magazines (both of which had been languishing under their prior ownership) and he wanted to help make them grow and prosper. He smiled and pointed out that his wife said at the time “at least he hadn’t bought a sports team” although, in retrospect, it seems like that might have been a better financial investment.
We covered a lot of ground in our chat (including the fact that the name Morningstar came from the last line in Thoreau’s Walden), but there were a few of Joe’s observations and comments that were somewhat surprising and really stood out for me. Here are the 5 that I think are valuable for every entrepreneur to keep in mind.

(1) He’s Still Solo

While he regularly makes outside investments with a group of other investors for his own personal account, he made it clear that – even in this day and age when everyone is looking for strategic partners, joint ventures, and hoping to use OPM – when it’s his own business, he prefers to own 100% of the opportunity and go it alone mainly for two reasons: (a) to avoid conflicts and different agendas or inconsistent views on how to move the business forward sometime down the line, and (b) because, if you’re all-in, the rewards (when they’re there) are much greater than if you hedge your bets and share the risks, but (by doing so) limit your upside which then has to be shared by co-investors and partners.

(2) He’s Still Selling

When I asked him if he still believed that mutual funds were the best investment vehicle for 90% of the investing public, he said that – as the CEO of Morningstar which tracks fund performance – what else could he possibly say? Of course, he also invests directly in stocks which he says he does because it’s fun. I asked him for some investing tips and – with appropriate disclaimers – he went on to talk about what he looks for in companies and investments and – highest on his list – were businesses with sustainable competitive advantages (if there’s any longer any such thing these days) including effective barriers to entry or “moats” as he called them which made the companies’ market positions defensible. Examples he cited included high switching costs, strong brands, patent protection, etc. (See http://www.inc.com/howard-tullman/to-keep-your-customers-build-more-moats.html.)

(3) He’s Still Scared

Taking a page from Andy Grove’s preaching on paranoia, Joe said that when he is looking at new businesses, he always asks himself the question: “how is Amazon not going to kill this business?” As we have all learned, it’s not about how you start the race that matters, it’s how the race ends up that separates the winners from the crowd of wanna-bes. It’s great to invent something new and be the first mover, but you’ve got to keep looking over your shoulder for the fast followers running right behind you and make sure that you have a plan to keep ahead of the pack. (See http://www.inc.com/howard-tullman/first-mover-advantage-maybe-but-be-smart-about-it.html.)

(4) He’s Still Hiring

I was a little surprised to hear that – even with all of his other responsibilities – Joe is still actively involved in doing college recruiting for the company. I’ve said before that I’m not even sure that most CEOs should be doing any hiring for their businesses, but he says that there’s nothing more important to the future of Morningstar than attracting and retaining top talent. I agree with the goal – my issue in many cases is with the guy or girl doing the job. (See http://www.inc.com/howard-tullman/how-to-make-smart-hires-even-if-youre-a-ceo.html.) Just like everywhere else in life, it turns out that the best person in the business isn’t necessarily the best person for a specific job or for every job. (See http://www.inc.com/howard-tullman/bring-back-the-peter-principle-please.html.) Of course, I’d be happy to have Joe doing the hiring for me any time.

(5) He’s Still Strategic

When I asked him about his role as CEO and especially what his priorities are right now (and whether they’ve changed over the years), he said he was focused on 4 areas. Talent, as noted above. Culture and creating an environment supportive of his people and conducive to their doing great work. Allocation of capital among competing priorities. And, top of the list, strategy, which, of course, is a critical determinant of all of the others as well. If you get the strategy and the values of the business right, the execution – while no less challenging – is at least a little easier to pull off. Strategy in cases like this is as much about saying “No” to things as it is about embarking on new initiatives. I got the impression that setting the course and then stepping back and letting his team get the job done was the basic philosophy which had clearly served him well.
As we wrapped up, I asked Joe about how strongly he relies on market research, focus groups, and other third party tools and input in evaluating and determining whether to launch new products. He said something that should ring true for every entrepreneur who’s ever had to overcome the “wisdom” of the crowd or the mediocrity of the marketplace. He said – and I’m paraphrasing here – the next great American novel (or next great business) won’t be written by a focus group or a committee, but by a committed and passionate individual writing from the heart and not for the herd. Thoreau couldn’t have said it better.

To view the original post, visit: http://www.inc.com/howard-tullman/a-moment-with-morningstars-guiding-star.html

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Last Week on Instagram http://www.1871.com/last-week-on-instagram-14/ http://www.1871.com/last-week-on-instagram-14/#comments Mon, 11 Jul 2016 15:13:38 +0000 http://www.1871.com/?p=14762 How are ... » Continue]]>

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Digital Media featuring Howard Tullman http://www.1871.com/digital-media-featuring-howard-tullman/ http://www.1871.com/digital-media-featuring-howard-tullman/#comments Fri, 08 Jul 2016 17:17:13 +0000 http://www.1871.com/?p=14751 HMG Strategy, LLC hosted The 2016 Chicago CIO Executive Leadership Summit in Chicago on Thursday, May 12, ... » Continue]]> HMG Strategy, LLC hosted The 2016 Chicago CIO Executive Leadership Summit in Chicago on Thursday, May 12, 2016.

CEO, Hunter Muller interviewed Howard Tullman on his leadership at 1871 during a time of enormous change. Tullman discussed how 1871 is working to attract big companies to connect with startups and plans for tech incubators in new fields, including retail.

Digital Media featuring Howard Tullman
Innovation at 1871
Screen Shot 2016-07-08 at 12.08.49 PM

[Click to View] ]]> http://www.1871.com/digital-media-featuring-howard-tullman/feed/ 0 Tullman: How KnowledgeHound Sniffed Out a New Platform http://www.1871.com/tullman-how-knowledgehound-sniffed-out-a-new-platform/ http://www.1871.com/tullman-how-knowledgehound-sniffed-out-a-new-platform/#comments Wed, 06 Jul 2016 19:06:28 +0000 http://www.1871.com/?p=14745 By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/how-knowledgehound-sniffed-out-a-new-platform.html

I’ve written recently about how ... » Continue]]> By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/how-knowledgehound-sniffed-out-a-new-platform.html

I’ve written recently about how unfortunate it is when businesses don’t know what they don’t know. Whatever their particular organizational biases (age or gender) or structural barriers (hierarchy or bureaucracy) may be that interfere with open and effective company-wide communication, the bottom line is that they’re flying at least partly blind and it’s actually an easy fix. (See This Common Communication Mistake is Destroying Your Productivity.)

The only worse sin in my book is not effectively using materials and other assets that you’ve already bought and paid for. Waste not, want not. I’m sure this all started in my childhood with the “clean plate” rule– especially when the family occasionally went out to eat –and I’m also sure that there are fancier formulations for this philosophy, but where I’m from, the basic rule with purchased goods and services was “pay once, use often” until you used up the very last drop. Sorta like the old Maxwell House coffee slogan.

This economical disposition is also probably the main reason that I love all platform businesses– you build these babies one time and, if you do it right, they pay you back almost in perpetuity. (See The Primacy of the Platform and What the Power of the Platform Means for Your Company.) My first grownup business (CCC Information Services) is 36 years old this year and still going strong, with about 1,900 employees worldwide. It’s all based on my plan to build a computerized vehicle valuation platform, as well as a national network, which quickly became the de facto standard for the entire insurance industry. Of course, it didn’t hurt that CCC was aggressively well-managed and ranked first in profitability among all of the companies listed on the Inc. 100 Lists for 1986 and 1987.

So when I first heard about Chicago-based KnowledgeHound, I was pretty excited because I saw it as a SaaS startup that was addressing a large and important problem: the inefficiencies in the way corporations were spending billions of dollars on market research and surveys. KnowledgeHound has a pretty basic solution with two compelling attributes: (1) it can save its customers (and their clients) millions of dollars, as well as enormous amounts of valuable team time, while increasing productivity; and (2) it has all the makings of a powerful platform both in terms of its basic service offerings and its ability to morph into a marketplace as well.

The Problem – Corporate Amnesia

Major consumer products companies spend hundreds of millions of dollars each year constructing, assigning and fielding market research projects and then summarily reviewing and incorporating the survey and research results into proposals, pitches, and other internal presentations to a variety of audiences. Then they file the reports into a desktop folder or a drawer somewhere and promptly forget them. Days, weeks or months later, someone else in the company with a similar kind of inquiry has absolutely no idea of what research is already in house and authorizes a new and often completely redundant research job. This wasteful, costly process goes on and on. There is simply no simple way to know what’s there.

If you ask someone about the problem, they will usually explain that the old research is off point or out of date. Even apart from the fact that they don’t know what they’re talking about because they don’t know what’s out there, the bigger issues are that: (a) almost all of these reports come back with a variety of related findings that may be precisely on point; and (b) the very age of the prior research may be invaluable if the new questions and inquiries have to do with trend lines, changes in attitudes or different behaviors.

The Solution – A Seeing-Eye System

KnowledgeHound offers a very basic answer. Its system permits the rapid retrieval and reuse of relevant research that is already owned and paid for by the client– wherever it may be located– and without regard to who initially authorized it or its prior uses. Every report is located, tagged and flagged, and then added to the master indices. After an initial (and admittedly somewhat painful) intake, conversion and organization process done by KnowledgeHound, the client gets direct and immediate searchable access to all of the research results. That includes both direct findings and adjacent/tangential observations and conclusions–anything anywhere in the company’s files and archives through a KH dashboard that virtually anyone in the company can quickly learn to use. In addition to a powerful search engine, the KH system provides analytics and a straightforward visualization tool so that the retrieved and repurposed results can be quickly and clearly presented to all interested parties inside and outside of the company.

The Platform and “The Signal in the Noise”

And here’s where the KnowledgeHound story gets really interesting.

First, it’s a bit of an uphill slog to get all the old research reports at each firm categorized, input and discoverable. Once that task is completed, the worm turns and each participating firm (with KH’s help) can start to impose new submission criteria and formats on its vendors as well as some process and increased discipline both internally and externally so that all future reports go quickly, clearly and very efficiently into the retrieval system. The KH template could readily become the industry standard for submittals and reports. In addition, each company can require polling of the existing KH database as a condition to initiate new research requests. This is all in the interest of saving time and money and increasing the speed and responsiveness of their businesses to client requests for information as well.

Second, with all of the company’s data in a single location, new insights can be gleaned that would very likely have never been seen before. KnowledgeHound’s automated technology will be able to identify important and unique signals in the noise of millions of data points that historically have never before been systematically assembled. This technology has the potential to further a company’s ability to identify trends early and to gather practical insights and make connections that would have otherwise escaped its attention. Large and acquisitive consumer products firms will now be able to identify the next food trends before new competitors recognize the opportunities and jump into the market and eventually force the major players to buy their startups for substantial sums.

Here again, in the winner-take-all nature of the platform world, there won’t be numerous places to go to search for these reports. KnowledgeHound could quickly become the biggest dog on the block.

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Last Week on Instagram http://www.1871.com/last-week-on-instagram-13/ http://www.1871.com/last-week-on-instagram-13/#comments Tue, 05 Jul 2016 16:30:48 +0000 http://www.1871.com/?p=14735 » Continue]]>

Wishing our CEO, Howard Tullman a Very Happy Birthday! 🎉#1871Chicago #upshow #HappyBirthday

A photo posted by @1871chicago on

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