CBT | The Innovation & Technology Issue

QUINTEN MESSBARGER President & CEO, Missouri Innovation Center, Inc

INNOVATION + TECHNOLOGY

J.J.

Sarah

Becky

Erica Pefferman,

David

David@comocompanies.com

Sara

Sara@comocompanies.com

Erica

Erica@comocompanies.com

Jodie

Jodie@comocompanies.com

Kate

Kate@comocompanies.com

Jordan Watts,

Madi

Charles

Jodie Jackson Jr

Sara

Erica Pefferman David Nivens

Kate Morrow Jordan Watts

Charles Bruce

Madi Green

Hands up among everyone who once had a MacChimney on their personal computer. Anyone?

Really? You mean you don’t know or have never heard of a MacChimney? It was all the rage about 40 years ago, the product of the innovation and technology boom that made typewriters obsolete almost overnight with the advent of desktop publishing.

I’ll rewind a bit and restart this trip down memory lane. October 1979. I was a junior in high school, age 16, and was fairly certain I already knew just about everything there was to know about journalism (and most of life) — or at least the important things. Such is the mind of a 16-year-old. Now take that big-headed ego getting hired by the local community newspaper publisher, give that know-itall his own office — his own office — and pay him twenty-five bucks a week to write school news for The Belle Banner. (Voila, a journalism career was born.)

That was me, not yet driving, but just a two-minute bike ride either to my house or to The Banner office in bustling downtown Belle, Missouri. On my first day at the job, the publisher, Norman B. Gallager, showed me to my office — my own office — and, as he asked me, “Do you know how to type?” he plopped an ancient Royal typewriter down in front of me. The short but not completely true answer was, “Yes,” because I just happened to be in typing class at school.

Mr. Gallagher laughed and exited, leaving me to stare at a typewriter so old and used that all the characters were worn off the keys. I was at once terrified and mesmerized. It’s still one of the most beautiful pieces of manual word making that I’ve ever seen.

Who needed the impending innovation and new technology of desktop publish-

What do you think will be remembered in the same vein as the MacChimney?

ing? I’d type stories, hand them off to a typesetter who retyped the stories onto another gadget, and that produced a galley of letters and words that were affixed to a blank page that was photographed and turned into an aluminum plate. From there, the plates went on the ancient press where, as I recall, men who were just as ancient as the typewriter and the press made the massive, clunky beast print the next edition of The Banner.

I was sure I’d seen the secrets of the universe. What could be better?

Fast forward a few years and the team at Warden Publishing in Owensville, Missouri, where worked as sports and news editor of the Gasconade County Republican, made the switch to MacIntosh computers and the PageMaker software (version Aldus 1.0) to get galleys of text that we ran through a waxer (“text side up, Jackson!”), then pasted on a blank page with the use of T-squares, pica gauges, and proportion wheels. And because one of the guys in the room heard that the newfangled Macs could overheat, he bought into the need to place a MacChimney on top of the units to funnel heat away from the electronic brains.

To complete the ensemble — and for laughs — I found an old ad clip art book and cut out my own MacSanta to shinny up the MacChimney.

And now I’m writing this editor’s letter — my first for COMO Business Times — on an Asus laptop that weighs less than my 4-pound Maltese. The entire process, from writing to printing, is digital. It’s been that way for a couple or more decades now, though I do miss my old typewriter.

But I’m left to wonder, as I introduce you to this month’s “Innovation and Technology” issue, what new and improved thing that we have in 2024 will someday be remembered in the same vein as the MacChimney?

(If you do relate to my MacChimney memories, I welcome your email. If you’re ready to predict what will be remembered as a MacChimney, give me a holler, as well.)

JODIE JACKSON JR EDITOR jodie@comocompanies.com

Photo by Anthony Jinson

SHAWN

CBT ’s advisory board is made up of industry leaders and small business owners who help ensure CBT ’s content is relevant to our local business community.

The Innovation & Technology Issue

5 EDITOR'S NOTE

6 ADVISORY BOARD

9 CLOSER LOOK

11 MOVERS & SHAKERS

12 BRIEFLY IN THE NEWS

14 BUSINESS UPDATE

Taking Flight

18 GUEST VOICES

Janine Stichter, Ph.D.

19 GUEST VOICES

Brian Toohey

21 GUEST VOICES

Matt McCormick

28 AS SEEN ONLINE

Honor the Past. Shop the Future.

32 P.Y.S.K.

Quinten Messbarger

46 WHAT'S GOING UP?

48 GUEST VOICES

Dr. Garima Singh

49 NEW BUSINESS LICENSES

50 DEEDS OF TRUST

Closer Look

EAT.CRÊPE.LOVE.

After months of preparation and renovations, eat.crêpe.love. opened for business in February 2024 inside of Acola Co ee. Partnering with Acola owners Nick and Autumn McKague, eat.crêpe.love. complements the preestablished co eehouse environment, o ering made-from-scratch crepes in sweet and savory varieties to satisfy any customer’s cravings.

Owners Ti Walker and Carla Kessell started o on a smaller scale with a Je erson City-based mobile creperie, converted from a used hot dog cart. at business endeavor was established to supplement their family income — more speci cally, to set aside extra funds for their three teenage children during what Carla describes as “the most expensive times of their lives.” Since then, eat.crêpe.love. has continued to grow, developing a menu with seasonally featured ingredients and gaining a following from loyal customers.

In November 2023, Acola and eat.crêpe.love. made the strategic decision to unite the brands, and now operate under the umbrella of “Millard Family Companies,” along with Millard Family Chapels, owned by Reid Millard.

“We want to be the place for community events and meetings,” Carla says, “and a warm environment for the students at our surrounding colleges to meet friends and study.” Guests are encouraged to explore the inviting spaces Acola and eat.crêpe.love. have to o er, including outdoor seating options and an upstairs retreat.

300 N. Tenth St. | 573-447-8050 | AcolaCoffee.com

THE REST STOP

Whether you’re an avid trail-goer or just looking for a casual visit to Rocheport, e Rest Stop is the place to be in April 2024. Autumn Leitza, daughter of Vanessa Leitza (owner of e Old Neighborhood Cafe), has found a way to integrate her love of nature with the knowledge and experiences her mother has passed down to her to bring new life to the Katy Trail in this upcoming venture.

Autumn began her journey working alongside her mother on the weekends and in her free time, “listening to live music from local bands and serving home-cooked food to all the happy people.” e experience was pivotal for her, causing her to re ect on her career in social work and her overall aspirations. Realizing she’d rather be outdoors meeting people from all walks of life, she decided to pursue an opportunity that came her way in November 2023.

During that time, Autumn and Vanessa were approached by Rocheport business owners with an opportunity to develop an old jailhouse into a business that would bring excitement to Rocheport and its trail-goers.

Autumn says that e Rest Stop will serve as a one-stop-shop, with rentable bikes, grab-and-go food items — such as cold sandwiches and charcuterie from the Old Neighborhood Cafe — live music, cold drinks (both alcoholic and non-alcoholic) and special events.

101. S. Central St., Rocheport, MO | 573-222-5133 CBT

Would you like us to take a Closer Look at your business? Reach out to our Editor at jodie@comocompanies.com.

Movers & Shakers

KNORR MARKETING COMMUNICATIONS

Knorr Marketing Communications (KMC) announces the addition of two new team members.

Kristen Sudge joined KMC as a marketing communications specialist, and Celeste Czaicki joined as director of creative services.

As a marketing communications specialist, Sudge develops and implements strategic plans for KMC clients to help them reach their marketing and communications goals. She earned a Bachelor of Science degree in Art Marketing from the University of North Georgia. As director of creative services, Czaicki directs the development and execution of all creative projects for KMC including project management, budgets, client communication, and quality standards. She earned her Bachelor of Arts degree at Mount Mary University in Wisconsin. Czaicki is a multiaward-winning designer.

KLINGNER & ASSOCIATES, P.C.

Two Klingner & Associates, P.C. (Klingner) professional engineers have earned licensures in other states.

Ryan Stonecipher, PE, has earned his professional engineer licensure from the state of Illinois. Stonecipher,

who is based in the firm’s Columbia regional office, provides mechanical/ electrical engineering to municipalities throughout central and northeast Missouri, Illinois, and southeast Iowa. An engineer with over 16 years of professional experience, he holds additional licensure in Missouri and received a Bachelor of Science in Mechanical Engineering from the Georgia Institute of Technology.

Joshua Hartsock, PE, has earned his professional licensure from the state of Iowa. Hartsock, based in the firm’s Columbia regional office, provides water and wastewater engineering to municipalities throughout central and northeast Missouri, Illinois, an.d southeast IOWAL’ He holds additional licensure in Missouri and a Bachelor of Science in Civil and Environmental Engineering from the University of Missouri-Columbia.

STEPHEN PARSHALL

UMB Bank announces the promotion of Stephen Parshall as president of UMB’s central Missouri region.

Parshall brings extensive business banking experience, innovative thinking, and an unrelenting passion for the Missouri community to his new role. He has more than

nineteen years of financial services industry knowledge and experience. In his new role, Parshall leads UMB’s growth in central Missouri and oversees new commercial relationships comprised of loans, deposits, and comprehensive treasury and payments solutions.

Parshall has a bachelor’s degree from the University of Missouri. He also actively supports the community.

BRIDGID KINNEY

Columbia Independent School’s Board of Trustees has announced a multi-year contract extension, through June 2028, for Head of School Bridgid Kinney. Kinney was initially named to that position in 2021, after serving the school in other roles for more than a decade.

Board of Trustees Chair Jack Miller praised Kinney for her leadership skills during pivotal times in the school’s twenty-five-year history and implementing the board’s strategic plan. Kinney is leading a campus expansion project that includes a new upper school building, renovations to the current building, and the addition of a preschool program for three-year-olds. The campus expansion project will be completed in advance of the start of the 2024-25 school year. CBT

SUDGE

HARTSOCK

CZAICKI

PARSHALL

STONECIPHER

KINNEY

Are you or your employees moving up in the Columbia business community? Send us your news at jodie@comocompanies.com.

Briefly in the News

CELEBRATION

Dr. David and Lee Terry Russell named Citizens of the Year by Mid-Missouri Chapter of the Military Officers Association of America

Columbia College President Dr. David Russell and First Lady Lee Terry Russell were honored as Co-Citizens of the Year by the General Omar N. Bradley MidMissouri Chapter of the Military O cers Association of America (MOAA). e award is presented to recipients who

have exempli ed the highest standards of service as past or present members of the Armed Forces or by serving the military community.

“Lee and David are unique in American higher education with the rich military backgrounds and perspectives they bring to their roles as the rst couple of Columbia College,” said Bill Boston, secretary of the MidMissouri MOAA chapter. “Working as a team, their commitment and service to the community and our nation is second to none.”

Before entering higher education administration, Dr. Russell completed a twenty-two-year Army career, retiring with the rank of lieutenant colonel. He

served two combat tours in Vietnam. His military decorations include the Purple Heart, the Bronze Star, Legion of Merit, the Meritorious Service Medal, and the Combat Infantryman’s Badge.

As the daughter of an Air Force o cer, Lee Terry Russell was what was commonly referred to as a “military brat.” She became a child of the world as she moved with her family to many parts of the United States, as well as the Middle East, Japan, and several islands in the Paci c. While married to Air Force ghter pilot and Vietnam War veteran Jay Terry, she supported him through many more moves for both accompanied and unaccompanied duty tours.

From left to right: Provost and Vice President for Academic Affairs Dr. Sandra Hamar, Vice President for Enrollment Management and Marketing Dixie Williams, First Lady Lee Terry Russell, President Dr. David Russell, Senior Executive Assistant Mary Brown and Chief Human Resources Officer Patty Fischer.

AWARDS

Historical Society of Missouri Announces 2024 Fellowship Awards

e State Historical Society of Missouri awarded Center for Missouri Studies fellowships to two history scholars in 2024.

Jenna Lyons, a visiting assistant professor at Grand Valley State University in Allendale, Michigan, has won a fellowship award for her proposed study, “‘Dear Mr. President’: Bertha Bless, the Missouri Press Club, and the National Federation of Press Women.” John W. McKerley, adjunct assistant professor of history and human rights at the University of Iowa, has been awarded a fellowship for his proposal, “Liberalism, Black Politics, and the Origins of the Great Railroad Strike of 1877 in Missouri.”

Each fellowship award includes a $5,000 stipend. e fellowship o ers an opportunity to write an article for publication in the Missouri Historical Review, a scholarly journal published by the State Historical Society since 1906. Center for Missouri Studies fellows are also invited to make a public presentation of their work.

GIVING BACK

Veterans United Foundation Empowers City Garden School with $15,000 Grant for Middle School Expansion

Veterans United Foundation (VUF) has awarded City Garden School a $15,000 grant to support the expansion of their middle school this academic year.

e grant has been instrumental in enhancing the learning environment for students by enabling the acquisition of essential resources, including new tables, chairs, lockers, science materials, lab tables,

chemistry materials, math materials, Spanish language materials, class sets of books, art supplies, and movement and games learning materials.

e funds have been strategically allocated to address various aspects of the learning experience, ensuring that students have access to a wellequipped and dynamic environment that stimulates their curiosity and passion for learning.

From STEAM to language arts, the grant has touched upon diverse facets of education at City Garden School.

HEALTHCARE

Big Tree Medical Branches Out to Partner with Independent Pharmacies and Expand Affordable Health Care Access

Big Tree Medical, a leading direct primary care provider based in Missouri, is proud to announce its expansion initiative aimed at partnering with independent pharmacies nationwide.

e expansion strategy involves collaboration with independent pharmacies and providers in cities across the U.S. By establishing partnerships, Big Tree Medical aims to aid in the sustainability and growth of these pharmacies, preserving their role in providing personalized and community-centric health care services.

“Our mission at Big Tree Medical has always been to make quality health care accessible to everyone. We believe that by joining forces with independent pharmacies, we can enhance the overall healthcare experience for individuals while simultaneously supporting the backbone of local communities,” said Jen Wheeler, co-founder and COO of Big Tree Medical.

rough the partnerships, Big Tree Medical will support the clinics to o er a range of bene ts to both

patients and pharmacies. Patients will have access to a ordable direct primary care services, while pharmacies will receive the additional support they need.

EDUCATION

Columbia College’s

Robert W. Plaster School of Business attains accreditation

More than twenty academic degree programs and certi cates o ered by the Columbia College Robert W. Plaster School of Business have achieved full accreditation from the Baccalaureate/Graduate Degree Board of Commissioners of the Accreditation Council for Business Schools and Programs (ACBSP).

“Business Administration is our largest and most popular program,” said Columbia College President Dr. David Russell. “Our business o erings have a well-deserved reputation for academic excellence and foster professional readiness, integrity, and holistic education that is consistent with the rigorous standards of the ACBSP. Our faculty members provide transformative learning experiences that empower future business leaders to thrive in a dynamic global landscape.”

e ACBSP is a global business education accrediting body and the rst organization to o er accreditation to all levels of collegiate business degree programs from associate to doctoral. ACBSP bases its accreditation process on the Baldrige Education Criteria for Performance Excellence. By evaluating aspects of leadership, strategic planning, relationships with stakeholders, quality of academic programs, faculty credentials, and educational support, ACBSP assesses whether business programs o er a rigorous educational experience and display a commitment to continuous improvement. CBT

Taking Flight

MACC brings aviation flight technology program to Columbia.

BY LAUREN SABLE FREIMAN

AS A SLEW of airline pilots decided to retire coming out of the COVID pandemic, there’s no question that pilots are in demand. A new program at Moberly Area Community College is aimed at providing a solution.

In January 2025, MACC plans to enroll the rst cohort of about twenty- ve students in its aviation ight technology program leading to an associate of applied science degree in aviation ight technology, better known as a commercial pilot’s license, says Dr. Todd Martin, MACC’s current vice president for innovation and MACC’s next president.

IDENTIFYING A NEED

Once Columbia Regional Airport (COU) completed its new terminal last fall, conversations began about how to best use the old terminal in a way that would bene t the community, the region, and the airport itself, Martin says. With only a couple of other ight training programs around the state, it became clear that there was interest in developing a program with MACC.

“ ere are a lot of bene ts,” Martin says. “It increases the number of actions that happen at the airport which can boost it with the Federal Aviation Administration to get funding for things, and it uses a resource that is largely sitting empty.”

After research indicated that there was both a need and a demand for such a program, MACC negotiated with the city of Columbia for a lease at COU. In December, the Columbia City Council approved the lease.

“When it was approved in December by the city council, we started working on getting our i's dotted and our t’s crossed to make this happen,” Martin says.

MOVING AHEAD

One of the rst tasks is renovating the existing terminal space for use by MACC.

“MACC has leased the main lobby of the old terminal facility,” says Michael Parks, manager of COU. “ ey will be using this area for the classroom along with any o ces that they determine are needed for sta .”

e generous timeline for the renovation allows for possible delays.

“We have to do some signi cant renovations in the space to turn it into a classroom; common areas for students and meeting areas for students and faculty,” Martin says. "We all know how supply chains have been over the last few years from COVID and global economic situations, so we are trying to give ourselves a big enough time before students show up for classes.”

e program’s o cial curriculum will be approved through internal processes by spring, and following approval by the national accrediting body, the program will hire a program director.

“We will hire a full-time director for the program, and that person will, in the fall, start stepping up the recruiting and public relations pieces of the program so we are ready to go in January,” Martin says.

THE ADMISSIONS PROCESS

While the admissions process hasn’t been nalized, Martin says the process will be selective for a variety of reasons.

“It will be a selective admission process to get into the program,” he adds. “We haven’t nalized the details of what that will look like, but part of it will be a lot of counseling with the program director to make sure the student is committed to the intense program

"We are going to be pulling in experts from the industry so we can ensure that the curriculum we are providing and the development of the students will meet the needs of the employers. We are confi dent that students are going to get hired out of the program as quickly as they can fi nish, like we see with a lot of our workforce development programs."

DR. TODD MARTIN

they are going to enter. ere will be signi cant costs associated with the program and we want students to be making the right decision for themselves and to understand the commitment they are making going in.”

Because of the program’s intensity and cost, which Martin estimates will be between $75,000 to $80,000 for two years, helping potential students understand the responsibilities up front will be a key part of the director’s recruitment and admissions strategy.

“We feel like that is part of the obligation to help students realize what it takes to get to where they want to be and make sure that's where they want to go,” Martin says.

While the director will be charged with exploring scholarship opportunities for future students, Martin says that the investment of both time and money will pay o once students complete the program.

“ e reality is that these students can nish their degree and pretty quickly move into a six- gure job,” Martin says. “If they have to take out loans to support education costs, they will be able to pay those back pretty readily and realistically. ese are very well-paying jobs that require pretty speci c training, and we are focused on providing that training to get into those jobs. e

jobs start around $100,000 a year for a regional airline.”

A NETWORK OF PARTNERS

MACC will also establish an advisory committee for the program consisting of a variety of experts from the industry.

“We are going to be pulling in experts from the industry so we can ensure that the curriculum we are providing and development of the students will meet the needs of the employers,” Martin says. “We are con dent that students are going to get hired out of the program as quickly as they can nish, as we see with a lot of our workforce development programs.”

e list of partners on board to make the new program a success is long, and Martin says the positive bene ts will extend throughout the region.

“We are providing additional opportunity for people who live in this region to access a career route that is challenging, rewarding, and in demand right now,” he explains. “It promotes Columbia Regional Airport and the Columbia region. It’s a win-win — a win for the college, for Columbia Regional Airport, for the city of Columbia, and for the Columbia Jet Center, which is our contracted ight school provider."

Martin notes that those connections are an example of how such a partner-

ship "can be bene cial for a lot of di erent people.”

In fact, Martin says MACC would not have the ability to o er the program if it weren’t for the partners who have stepped up to help make it happen.

“We couldn’t do this ourselves without the Columbia Regional Airport to have the space with planes to hold the program,” Martin says. “ e startup costs would be prohibitive if we tried to buy the airplanes, buy the simulators, hire the certi ed ight instructors ourselves. eir support is just critical.”

While the program will provide a clear career path to its students and make use of space at COU, it is the hope that ultimately, the people of Columbia will also enjoy the bene ts of additional pilots entering the workforce.

“One of the reasons that Columbia Regional Airport has struggled to add additional ights from the regional airlines that service the airport is because those airlines don't have pilots to put in planes to y in and out of Columbia,” Martin says. “ is program hopefully makes a dent in that.” CBT

MOBERLY AREA COMMUNITY COLLEGE

Photo by Anthony Jinson

The Power of Emotional Intelligence in Leadership

BY DR. JANINE STICHTER, PHD

IN THE FAST-PACED WORLD of business, where metrics and strategies often dominate, there’s a quiet yet potent force that can signi cantly in uence success: Emotional intelligence (also known as emotional quotient, or EQ). For executives, understanding and harnessing the power of EQ can be the key di erentiator between good and exceptional leadership.

I am often asked what EQ is and why it’s e ective. So, I thought I would share some insights on the importance of emotional intelligence in leadership and provide practical strategies backed by research and business tactics for executives to enhance their EQ.

Emotional intelligence, as de ned by psychologists Peter Salovey and John Mayer, encompasses the ability to perceive, understand, manage, and use emotions e ectively in oneself and others. Research has consistently demonstrated the impact of EQ on leadership e ectiveness, team performance, and organizational success. A study by Daniel Goleman, a pioneer in EQ research, found that leaders who exhibited high levels of emotional intelligence outperformed their counterparts by up to 70 percent.

Executives with high EQ possess a range of competencies that distinguish them as e ective leaders. ese competencies include self-awareness, self-regulation, empathy, social skills, and motivation. Strengthening these competencies is possible with deliberate e ort and targeted interventions.

One of the most pragmatic strategies for enhancing emotional intelligence is the

practice of pausing and re ecting before acting or reacting. Choosing to respond rather than react is another practical tactic grounded in emotional intelligence. Reacting impulsively to stressful or emotionally charged situations can lead to misunderstandings, con ict escalation, and damaged relationships. By consciously choosing to respond, executives can engage their cognitive faculties to assess the situation, regulate their emotions, and formulate a constructive and composed response that aligns with their goals and values.

Executive coaching is a valuable resource for executives seeking to enhance their emotional intelligence. Working with a coach (formally or informally) o ers executives a safe and con dential space to explore their emotions, challenges, and goals. rough targeted interventions and re ective exercises, executives can identify their emotional triggers, blind spots, and areas for development, enabling them to cultivate greater self-awareness and self-regulation.

Another research-backed approach to improving EQ is mindfulness-based training. Mindfulness practices, such as meditation and mindful breathing, can enhance self-awareness, self-regulation, and stress management skills. A study published in the Harvard Business Review found that executives who participated in a mindfulness program reported increased focus, clarity, and emotional resilience, leading to improved leadership e ectiveness.

Simple practices such as taking short mindfulness breaks during the workday, practicing mindful listening in meetings, or implementing mindfulness exercises in leadership development programs can promote emotional intelligence and well-being in the workplace.

E ective communication lies at the heart of emotional intelligence. Research has shown that communication skills, such as active listening, empathy, and assertiveness, are essential for building trust, fostering collaboration, and resolving con icts. Prioritizing open and transparent communication channels within their teams fosters trust, collaboration, and mutual understanding. Executives can also leverage communication strategies such as reframing, paraphrasing, and asking clarifying questions to check that their messages are accurately conveyed and received.

Executives can also integrate emotional intelligence into their leadership practices by creating a culture of psychological safety within their teams. Psychological safety, as described by Harvard Business School professor Amy Edmondson, refers to a shared belief that it is safe to take interpersonal risks and express oneself without fear of retribution or embarrassment. Leaders can foster psychological safety by encouraging open dialogue, soliciting input from team members, and acknowledging and learning from mistakes.

Emotional intelligence is a foundational competency for e ective leadership in the modern business landscape. By incorporating strategies such as pausing and re ecting, choosing to respond rather than react, investing in executive coaching, practicing mindfulness, honing communication skills, and fostering psychological safety, executives can enhance their EQ and lead with greater clarity, compassion, and e ectiveness.

As the business landscape continues to evolve, leaders who prioritize emotional intelligence will drive organizational success as well as empower their teams to reach their full potential. CBT

Dr. Janine Stichter, PhD, is a seasoned expert in behavior science and leadership development.

Why Is Rent Getting So Expensive?

BY BRIAN TOOHEY

MOST PEOPLE KNOW HOW MUCH housing prices have skyrocketed for homebuyers, but the same has occurred for renters. e data is limited in the local MLS system, but the median rent price was up 13 percent in 2023 and has risen 30 percent since 2019. e increase is not as high as single-family home prices, but the increase is still substantial and below the rate at which local incomes have increased during the same period.

Residential rents have been rising for several reasons, including increases in property taxes, debt load, insurance, and higher turnover/maintenance costs.

Increases in property taxes have fueled rental rate increases. From 2005 to 2019, property assessment valuations in Boone County were unchanged, bene ting renters. However, since 2017, assessment valuations have increased by more than 25 percent, which has caused property taxes on rental properties to increase. Most property taxes on rental properties increased by 8 percent in 2023 alone, in addition to increases for 2019 and 2021. Some seniors and disabled residents who rent may qualify for a $750 property tax credit, but it is not enough to cover rent increases over the past few years.

Interest rates for rental properties have also caused rental prices to jump. As the Federal Reserve increased the Federal Funds Rate to tame increasing in ation while the economy emerged from the COVID-19 pandemic, landlords have seen their interest rates more than double. Generally, loans for rental properties have adjustable interest rates based on prime

lending rates because they are ineligible for xed-rate nancing. In March 2020, the prime lending rate was 3.25 percent. In July 2023, the prime rate was 8.5 percent. Most landlords don’t have a choice but to pass on the additional cost to tenants who occupy their properties.

Maintenance costs have also increased substantially for landlords due to labor and material costs. Many people choose to rent over owning because they don’t want to deal with the maintenance cost of a property. For landlords who include lawn care and snow removal in their leases, the cost to provide these services has increased substantially. Repair costs also factor here, where service calls for plumbing and HVAC problems have doubled since 2019, according to property managers.

Maintenance costs have also made it more expensive for landlords with tenant

turnover, which has gotten even more expensive in recent years from the addition of service animals in a property.

Unfortunately, rent rates in our community and nationally have increased signi cantly since 2019, burdening our most nancially vulnerable population. Most landlords in Boone County are small businesses or “mom-and-pop” owners that use investments in rental properties to fund their children’s higher education or retirement. ey do not have a choice but to pass on these cost increases to tenants.

Rents will probably continue to increase locally because of a lack of housing supply and cost increases landlords are experiencing, especially now for insurance. However, the percentage of increases should not be as signi cant in the coming years as in the prior ve years. CBT

Brian Toohey is the Chief Executive Officer for the Columbia Board of REALTORS®

Innovation Driving Economic Growth

BY MATT M C CORMICK

IN THE DYNAMIC LANDSCAPE of economic development, innovation stands as a cornerstone for progress. Innovation plays a vital role in fostering economic growth and development. Two unique areas that drive Columbia’s economic growth are the MU Research Reactor and the Missouri Innovation Center.

e MU Research Reactor, nestled within the University of Missouri, serves as a nucleus for cutting-edge nuclear research. Operating since 1966, it has played a pivotal role in advancing scienti c knowledge and technological applications.

e signi cance of nuclear research cannot be overstated. e reactor’s contributions extend beyond academia, in uencing industries like medicine, energy, and materials. e pursuit of innovative solutions and breakthroughs at the MU Research Reactor echoes the broader impact of research on society.

From groundbreaking discoveries in nuclear medicine to advancements in materials science, the reactor has been a catalyst for innovation. Collaborative e orts with academic institutions and industry partners have ampli ed the impact, fostering a fertile ground for pioneering research.

e reactor’s success is not isolated; it thrives on collaboration. By fostering partnerships with academic institutions and industry players, the MU Research Reac-

tor has become a hub for interdisciplinary innovation. is collaborative spirit propels research beyond theoretical realms, translating it into tangible bene ts for society.

In the same area complex, the Missouri Innovation Center stands as a testament to the commitment to fostering entrepreneurship and supporting startups. Founded to bridge the gap between academia and industry, it provides a think tank for innovative ideas to ourish.

e Missouri Innovation Center plays a crucial role in nurturing the entrepreneurial spirit. By providing mentorship, resources, and networking opportunities, it empowers startups to navigate the challenges of the business world and gives the startups a rm foundation to launch their products. is ecosystem is fundamental for transforming ideas into sustainable ventures. From access to funding opportunities to mentorship from industry experts, these programs create a supportive ecosystem for edgling businesses.

e success stories emerging from the Missouri Innovation Center underscore its impact on the local innovation ecosystem. Startups that have graduated from its programs contribute to the economic vibrancy of the region, creating a ripple e ect that extends beyond individual businesses. ese startups have given Columbia a new wave of industry and created an epicenter for technology and future innovation. e success stories have provided Columbia with jobs, premiere health movements, and entrepreneurship networks for growth.

Collaborative initiatives between these entities further enhance the collective impact. For instance, the fusion of nuclear research insights from the MU Research Reactor with entrepreneurial acumen from the Missouri Innovation Center creates a dynamic environment for groundbreaking ventures.

e collaborative e orts not only contribute to individual success stories but also elevate Columbia’s innovation landscape. e city becomes a hub where

research insights seamlessly transition into entrepreneurial ventures, creating a holistic innovation ecosystem. Identifying and capitalizing on growth opportunities is crucial. Strengthening collaboration between academia, industry, and government, streamlining regulatory processes, and enhancing access to funding can propel the innovation sector forward.

Looking ahead, emerging trends in innovation include advancements in articial intelligence, sustainable technologies, and the intersection of healthcare and business. ese trends are poised to shape the future landscape of innovation in Columbia. Identifying potential areas for further development and expansion is essential. Strengthening the integration of innovation in traditional industries, fostering a culture of continuous learning, and embracing diversity in the innovation ecosystem are avenues for growth.

Education and workforce development are linchpins for sustaining innovation. Investing in educational programs that cultivate a spirit of innovation and developing a skilled workforce attuned to the needs of emerging industries will be instrumental in securing Columbia’s innovative future. From pioneering research to entrepreneurial ventures addressing societal challenges, these entities embody the essence of a vibrant and interconnected innovation ecosystem.

e signi cance of innovation for Columbia’s future cannot be overstated. It is not merely a driver of economic growth but a catalyst for societal well-being, improving healthcare, creating jobs, and positioning the city on the global innovation map.

As we re ect on the journey so far, the call for continued collaboration and support for innovators resonates. By fostering an environment where ideas can ourish and where research seamlessly translates into solutions, Columbia can continue to carve a unique space in the ever-evolving landscape of innovation. e commitment to innovation today will de ne the prosperity of Columbia tomorrow. CBT

Matt McCormick is the president and CEO of the Columbia Chamber of Commerce.

SIX BENEFITS OF DIGITAL ADVERTISING

By Charles Bruce III

charles@comocompanies.com

From highways to households, the transition from traditional billboards to digital ads has been nothing short of revolutionary. Just as billboards once dominated the physical space along highways and city streets, today, the digital realm is the canvas for a new era of advertising. At COMO Marketing, we understand the importance of adapting to these changes and utilizing the power of various digital ad platforms to help propel businesses forward. Let’s explore the dynamic world of digital advertising and how each type offers unique benefits for businesses.

1. Search Engine Marketing (SEM/Paid Search/AdWords)

In the digital age, search engines are the gateway to information. SEM ensures that your business is visible to potential customers actively seeking products or services you offer. Optimizing search engine campaigns, leveraging strategic keywords, and crafting compelling ad copy will help boost your online presence.

2. Social Media Advertising

As billboards once captured your attention on the road, social media ads captivate audiences scrolling through their feeds. Platforms like Facebook, Instagram, and TikTok provide an intimate space for businesses to connect with their target audience. Tailoring your social media campaigns and creating engaging content will help build meaningful connections and drive brand loyalty.

3. Display Advertising

Billboards relied on eye-catching visuals, just as display ads use graphics, images,

CHARLES BRUCE III Director of Sales

and videos to leave a lasting impression on digital audiences. Through strategic placement on websites and apps, these ads enhance brand visibility. Let our team design visually stunning ads, ensuring your brand stands out amidst the digital noise!

4. Email Marketing

Driving by a billboard is a one-way communication channel. Email marketing allows businesses to directly engage with their audience. From newsletters to personalized promotions, email campaigns help nurture customer relationships. Creative designs and effective email marketing strategies ensure your messages resonate with your audience and drive action.

5. OTT Advertising

In the digital age, audiences are glued to their streaming devices. OTT advertising takes advantage of this trend, delivering video content directly to viewers in their homes through platforms like Hulu, Netflix, and Amazon Prime. Eye-catching OTT ads ensure your brand is top-of-mind during consumers’ entertainment experiences.

Charles Bruce is the Director of Sales for COMO Companies which owns COMO Marketing, COMO Magazine, and COMO Business Times. He received his Bachelor’s Degree in Business Administration and his MBA from the University of Dubuque. When Charles isn’t being the life of the party, he can be found climbing a large mountain. In December 2023 he climbed the Imja Tse mountain in Nepal.

573.499.1830 | comomarketing.co

6. Retargeting

Just as billboards aim to leave a lasting impression, retargeting ads bring your business back into the spotlight after potential customers visit your website or even search for your competitors. Through strategic pixel placement and data analysis, we can identify users who have shown interest in your products but haven’t made a purchase. Retargeting ads then follow those users across various platforms, gently reminding them of your brand and encouraging them to visit your website and make a purchase.

In the digital age, the billboards of the past have transformed into dynamic, targeted, and interactive digital ads.

At COMO Marketing, we embrace this evolution, offering a comprehensive suite of digital advertising services tailored to meet the unique needs of your business. Whether it’s through SEM, social media, or retargeting campaigns, our team is committed to elevating your brand and maximizing your online impact. Embrace the future of advertising with COMO Marketing, where innovation meets results!

TOP REASONS WHY PEOPLE BUY OR DON’T BUY SOLAR

By Vaughn Prost info@prostbuilders.com

Irecently came across a poll which asked people why they bought solar electric systems. The results matched what we have found being in this business over the past 16 years. The number one reason was to save money. The number two reason was to do their part for the environment. Let’s delve deeper into these reasons.

Save Money: It’s pretty much a fact of life that utility costs have been going up and will continue to go up year after year. It may even happen that these increases in your electric rates will climb at a steeper rate because utility companies are needing to spend large sums of money on infrastructure upgrades and building huge solar farms. These costs get passed on to the consumers. When you invest in your own solar electricity system, you will lower your electric bill substantially and not be as affected by rate increases. The more energy your own power plant produces for you, the less you will use of the utility’s power and the more money you will save.

I want to make a point here that the utility companies are not the enemy. They are providing exactly what we need and trying their best to keep our rates down. In fact, Columbia Water and Light is the only utility company in Missouri that is still giving its customers rebates on solar electric systems trying to make it easier for you to go solar.

Help the Environment: Recycling, riding a bike, using public transportation, and conserving energy wherever possible is a big help. Owning your own solar system can help as well. In fact, every bit helps and individual action may have the most powerful impact of all.

Some have argued that solar panels will eventually cause a problem in our landfills when they are no longer producing. Well,

VAUGHN PROST Owner & President

most solar panels are guaranteed to perform at 83 percent of their original production for 25 years. In reality, they may last longer. They won’t perform as well as when installed, but they are still able to crank out the power much longer than we may think. As is typical of our innovative society, new methods are being developed all the time to deal with the eventual waste when your panels can’t be used anymore.

The combination of these top two reasons to buy solar is the epitome of a win-win situation. You save money, help the environment, and even lessen the burden on utility companies to keep meeting increasing demand for power.

What have we found is the main reason people don’t buy solar? The most common reason is that people think they can’t afford solar. Maybe they can’t. We aren’t suggesting that everyone is going to be able to pay for their own solar power plant. Prices have come down on equipment, the federal government is giving a 30 percent tax rebate, and Columbia Water and Light has a solar rebate program. Additionally, for businesses in rural Missouri, the USDA has a 50 percent grant that can cover half of your solar system’s cost. There are also loan programs with decent interest rates (hopefully these will come down again in the

near future). Depending on your electric bill, you may be able to swap your utility bill for a loan payment and come close to your typical monthly expenditure.

Another way to make solar affordable is to start small and add to your system as you can. We can help you anticipate your future needs and plan a system that can grow with you. You can start with fewer panels and add to them as you can. If you plan to buy an electric vehicle in the future, we’ll make sure to account for the additional electricity that will be required by a car charger. You don’t have to go all out in the beginning. Start slow and expand as you can.

One of my employees bought a solar system with off-grid battery back-up capabilities. It is connected to the grid and when it doesn’t produce enough, it pulls from the grid. When it produces more than needed, it feeds it into the grid and “banks” it for later usage via net metering. People are often surprised to see how much more conscious they become of energy consumption once they get a solar system installed.

Electricity is such a normal part of life that it is easy to take it for granted. What would happen if we all became more conscious and made it a game to consume less and save more? Food for thought.

RESOURCES FOR YOUR BUSINESS

By Brad Roling broling@midambk.com

In a society that is constantly moving and has the world at their fingertips, it can be hard to wade through the busyness and find trusted resources. I’m not talking about the 2-paragraph blog post from 2020 that promised to give you the secret to your next big business move; I’m talking about true resources to help you and your business. Mid America Bank understands this need and is focused on providing you and your business with the exceptional service and tools you need to thrive. Let’s talk about what resources Mid America Bank has to help.

Treasury Management & Business Services

Looking to streamline your payment & receivables processes? From collecting payments for your business to making sure your employees are paid on time, the treasury management services offered by Mid America Bank are focused on improving your business’s processes and adding efficiency. In addition to helping with payment and receivables, these services can also protect your business from fraud.

Financial Calculators

Whether you’re calculating for personal reasons or business reasons,

the financial calculators on our website might be just what you need. Maybe you need to generate an amortization schedule for your mortgage or calculate some basic loan information. You can use the Future Value calculator at the bottom of the page to calculate what the investment of your savings account or certificate of deposit will look like in the future.

Scan the QR code or visit midambk.com/calculators

Consumer Education

Looking for practical tips to keep you and your business secure? Our website offers helpful tips and links to other resources on subjects like texting scams, hacked accounts and identity theft.

Scan the QR code or visit midambk.com/securitytips

Switch Kit

Looking to make a seamless switch to a local, community bank? Our website has an easy-to-use Switch Kit. Simply plug in your information and the kit will put together guides to help keep your previous accounts, automatic debits, or

direct deposits in order. Can’t finish the Switch Kit all at once? You can create an account to finish filling out later.

Scan the QR code or visit midambk.com/switch-kit

Loan Officers

One of the biggest resources to someone starting or expanding a business is their loan officer. Not only can your loan officer help find the best financing option for your needs, but they can also help you see the big, long-term picture. This will be crucial to any business decisions you make.

If you’re curious about any of these resources and where to find them, feel free to reach out! There are endless opportunities to start and grow your business, you just need to know where to look to find the right tools.

SHAPE YOUR BUSINESS’ FUTURE THROUGH INNOVATIVE ADVISORY SERVICES

By Denise Nelson denise@accountingplusinc.com

Our new business advisory services are designed with you — the visionary business owner — in mind.

A New Era in Business Advisory

Welcome to the future of business strategy and financial management!

I am thrilled to announce the launch of our new business advisory services. In a world where strategy and innovation are the very pillars of successful entrepreneurship, we are here to guide you through the maze of modern business challenges.

Why Business Advisory?

Before we dive into the exciting details of our latest offerings, let’s take a moment to reflect on what led us to business advisory. We’ve built our reputation on providing topnotch accounting solutions tailored to the diverse needs of our clients. Through delivering comprehensive services like accounting, payroll, and tax preparation, we’ve naturally progressed to a position where offering business advisory just makes sense. Because we have access to your financial data, we understand your business’ position better than traditional business advisors and can use this unique service combination to guide you to success.

Instilling Confidence in Startups and Mature Businesses

Navigating the early stages of a start-

up can be thrilling yet daunting. Laying a solid foundation is crucial, starting with setting up your LLC, establishing realistic revenue goals, and carving out a clear direction for future growth. Missteps in these areas can be costly and time-consuming to correct. Our experts provide the support you need to start and continue your business journey with confidence.

For established businesses, the challenge lies in keeping momentum and staying ahead of the curve. Accounting Plus revitalizes your strategy, deconstructing five-year goals into achievable steps, leaving you with a clear and actionable path to success.

Coaching:

Accountability Meets Ambition

When you enter our business advisory services; you’re gaining a partner who is just as invested in your success as you are. Our individual coaching offers a deep dive into your business’ unique challenges and opportunities.

Our quarterly coaching and business planning sessions are the heartbeat of our advisory services. Here, ambition meets accountability. We stand by you every step of the way, ensuring that you’re not just setting goals but reaching them. It’s about creating a rhythm of success that keeps pace with the ever-changing business landscape.

DENISE NELSON, EA Founding Partner

WHAT THE PROS KNOW BUSINESS

Denise, the founding partner at Accounting Plus, merges her entrepreneurial drive with a deep-rooted passion for innovation, positioning her firm as a leader in the accounting industry. With vast experience and a keen sense for emerging trends, she has adeptly navigated the firm through the complexities of modern business. Her visionary leadership ensures Accounting Plus remains at the forefront, redefining industry standards through commitment to excellence and innovation.

573-445-3805

accountingplusinc.com

573-615-0291

insuranceplusllc.com

Interactive Workshops: Learn, Grow, and Connect Knowledge is power, and our in-person workshops are the perfect opportunity to empower yourself and your team. Learn about the latest trends, tools, and strategies to keep your business ahead of the curve. We aspire to foster a community of forwardthinkers who can learn from and inspire each other.

Let’s Start Today

If you’re feeling overwhelmed by the complexities of starting up or seeking tailored advice to advance your established business, Accounting Plus is your beacon in the bewildering world of business strategy. Partner with us and begin charting your path to triumph. Join us as we embark on this exciting new chapter.

Honor the Past. Shop the Future.

The Shops at Sharp End opens with nineteen businesses.

BY JODIE JACKSON JR

The past intersects with the present — and hopefully sparks a bevy of future business activity — at e Shops at Sharp End in the same area that anchored Columbia’s once-thriving Black business district more than eighty years ago.

e new minority-focused entrepreneur hub at the corner of Fifth and Walnut streets is designed to help new businesses gain footing while also serving as a reminder of the history of Sharp End. More than 150 people packed the hub on January 31, for the o cial grand opening and ribbon cutting.

“What you see here is the tip of the iceberg,” said Darin Preis, executive director of Central Missouri Community Action. “At its core, e Shops at Sharp End is a training program” for entrepreneurs. Preis said the massive turnout for the mid-week afternoon event showed the community’s depth of support for the project.

Stacey Button, president of Columbia Regional Economic Development Inc. (REDI), said she was “a little overcome with emotion” at the turnout and excitement for the event. CMCA, REDI, and e District are the collaborators for the retail business incubator that currently has nineteen participants. ere is currently space for forty businesses.

Button, Preis, and Nickie Davis, executive director of e District, have met regularly to take e Shops at Sharp End from concept to reality. Button said the space will help “ensure a more resilient community by reducing barriers for minorities to achieve success.”

Davis echoed that statement.

“ is will have a huge economic impact for downtown, for the city of Columbia,” Davis said.

Preis thanked the Boone County Commission for awarding CMCA $397,821 in American Rescue Plan Act (ARPA) funds for e Shops at Sharp End.

“ at really put us over the top,” he explained. “We couldn’t have done it without that support.”

e Sharp End was the name of the city’s vibrant, historically Black business district that was displaced by urban renewal e orts in the late 1950s and early 1960s. Sharp End traces its beginning to 1910. e Sharp End website describes it this way:

“It was a vibrant hub of Black culture and entrepreneurship, featuring numerous businesses, jazz clubs, and community gathering spaces. Sharp End served as a testament to the resilience and creativity of the Black community in the face of racial segregation. ough it was eventually displaced by urban renewal projects in the 1950s and 1960s, its legacy remains an integral part of Columbia’s history, symbolizing the enduring spirit of the local African American community.”

Barbra Horrell is a founding member of the Sharp End Heritage Committee that formed in 2015, leading to the establishment of the Columbia African American Heritage Trail — which begins at Sharp End.

“Some people forget where we came from when we recognize Sharp End,” Horrell told the crowd, referring to the “two cities” of Columbia’s racially segregated past.

“ is is Sharp End. is is where we started,” she added. “ is is the second city. Let’s not forget it ... Not being mean Just being truthful.”

As one of the main guides for the city’s two-mile African American Heritage Trail,

Horrell said Columbia Public Schools deserved a “shout out” for developing a curriculum that includes all eighth graders coming to Sharp End and “learning what Columbia was back in the day.”

e south wall of e Shops at Sharp End details the history of the space, ending with a cursive signature — Horrell’s handwriting — denoting the location as e Sharp End.

“ e Sharp End has always been a part of e District, whether we knew it or not,” Davis added. “ e history is incredibly important to this space. We plan to very intentionally keep it that way.”

Button told the crowd that the space will feature curated art along the stairwell, a reading area for youth, activities on the mezzanine, and pop-up events that will extend to the balcony.

“It’s not just about the shopping experience,” Button said. “It is an experience, and an opportunity to learn about the history.” e city’s rst high-rise parking garage sits on top of what used to be Sharp End, though the new retail incubator has now reclaimed a portion of that lower level. Horrell said that at one point in the past, some seventeen families lived above Sharp End.

Preis said CMCA’s role is to oversee management of the space, and part of that process is using the Missouri Women’s Business Center — a CMCA program — to provide business coaches as well as mandatory workshops covering accounting, sales tax, marketing, merchandising, customer service, and other aspects of running a retail business. e initiative is designed to help move successful businesses to online or brick-and-mortar locations, making room for additional start-ups.

Vision

Highlight innovative and creative retail businesses in a collaborative gathering space where passionate entrepreneurs come together, connect with the public, share their ideas, and grow their businesses

Mission

Reduce barriers to entry for low to moderate income individuals and minoritized populations who desire to start new retail enterprises by helping them become financially viable, freestanding, successful business owners through participation in the retail incubator program.

Participating businesses as of January 2024:

• Aaron Fox Writes

• Designs by Neisha

• Franky Karmen

• Generational Wisdom

• Mya’s Gourmet Popcorn

• Raw Roots Turmeric

• Star C Empowerment

• The 1 Percenters

• Vital Apparel

• Yggdrasils Cellar

• Sully Sauce

• Trenchboy

• Renz Blendz

• Power Me Labs LLC

• Grandmother Mary’s Cookies

• Motivated The Brand

• Fudge Brand

• Embellished by LDH

• Black Tea Bookshop

Columbia Mayor Barbara Bu aloe said the e Shops at Sharp End are “a signicant milestone in our community’s journey toward economic empowerment and inclusivity” and “a testament to what de nes us as a community.”

“ e unique opportunity to combine this history of our past with our eyes on the future is just perfect for what we’re doing here in Columbia,” she said.

e business hub’s retail manager, Tanisha Simpson, was also introduced at the grand opening.

“It’s been an amazing journey so far,” she told the crowd, adding: “I’d just like to say, ‘Buy something.’”

e Shops at Sharp End is open from 10 a.m. to 6 p.m. Wednesday through Saturday. CBT

This story originally appeared February 6, 2024, at comobusinesstimes.com.

A Pawsitive Change

The Central Missouri Humane Society is trading its dangerous doghouse for a far better home.

BY MICHELLE TERHUNE

THE CENTRAL MISSOURI HUMANE SOCIETY has been serving Columbia for eighty-one years, and forty-eight of those years have been at its present location on Big Bear Boulevard. But if the organization has its way, it won’t be there much longer.

CMHS has been quietly fundraising above and beyond its normal annual operating expenses, hoping to raise up to $10 million to build a state-of-the-art animal welfare campus. Time is of the essence. CMHS’s current facility is not only dangerously too small — especially when animals need to be segregated to avoid spreading disease — but it’s falling down around sta , volunteers, and the pets they care for.

CMHS commissioned a study to assess its current building. e study showed

that renovating and expanding the existing building would cost nearly as much as building a new one. Moreover, it still would be limited by the city-owned 2.88 acres of land it sits on.

“We started the silent phase of fundraising for our campaign in March of 2020,” says Michelle Casey, CMHS associate director and campaign manager. “When the pandemic hit, we had to put the campaign on hold and shift our focus so we could continue operating through COVID19. We are now back in our silent fundraising phase for the new building while also making sure we continue to bring in donations to support daily operations.”

CMHS has entered into a purchase agreement for 17.5 acres of land located about ve minutes away from its current

location. e sale is contingent upon city zoning approval. Casey is hopeful that will happen, noting that approval will be in the city’s best interests, as the city’s animal control division rents space in the shelter. CMHS provides care for the animals that are brought in.

Locating the new campus near the current facility is important. e University of Missouri College of Veterinary Medicine operates a Shelter Medicine Program. Its surgical clinic is currently in a re tted storage space across the street from CMHS but the program will eventually build a clinic at CMHS’s new location.

“We have such a symbiotic relationship with the College of Veterinary Medicine and its Shelter Medicine Program,” Casey says. “Students need surgery experience before

1943

Residents form the Columbia Humane Society to serve the region.

1976

1988

The organization builds an addition to keep up with demand.

The shelter moves from Creasy Springs Road to Big Bear Boulevard.

they can graduate, so they created a program that allows veterinary students to do a rotation in Shelter Medicine and work directly with CMHS. Students assist with spay and neuter surgeries and comprehensive health exams for all our adoptable pets.”

CMHS is an open-admission shelter for Boone County, which means it doesn’t discriminate based on age, breed, health, or temperament. Besides the requisite dogs and cats, the shelter cares for a variety of other critters, including guinea pigs, turtles, rats, and mice, to name a few. e shelter is always on the lookout for people who want to adopt a pet. In fact, CMHS has an impressive 97 percent placement rate of shelter pets. But CMHS also serves the community outside its walls.

“Instead of making an e ort to move pets through the shelter quickly, animal rescue organizations around the country are now focusing on creating safety-net programs to keep pets from ever entering the shelter,” Casey says. “We are proud to o er several safety-net programs including a pet food bank, low-cost veterinary clinic, and emergency program for survivors of domestic violence.”

e building project is currently in the schematic design phase. CMHS is work-

ing with Design Learned, Inc., a Connecticut rm that specializes in designing and engineering animal facilities. at’s a must because, according to Casey, a facility like an animal shelter is a horse of a different color.

While Design Learned is instrumental, CMHS is also working with local rms, including SOA Architecture, Crockett Engineering Consultants, and Coil Construction. at list will grow. CMHS is hopeful it will be able to move forward with construction documents this year.

“Local” is what CMHS has been about from the very beginning. It’s a private nonpro t organization that’s not a liated with any national humane society organizations. Most of its funding comes from private donations.

CMHS participates in CoMoGives, processes donations at the shelter and via its website, and happily accepts cash and in-kind donations from individuals and businesses. ere’s a “wish list” of needed items on the CMHS website, as well as information on other ways to donate, including planned giving, vehicle donations, employer matching gifts, and retailer donations to CMHS when you shop.

For those looking to roll up their sleeves to help four-legged members of the community, CMHS is always seeking foster homes and volunteers. Community involvement at that level is vital to the organization’s ability to carry out its work.

CMHS didn’t receive any money from the rst round of Boone County’s funding from the American Rescue Plan Act but hopes to be included in the second round. Most capital grants require that applicants own the land they’re building on. Once the land purchase is completed, the organization will be able to apply for some. But mostly, CMHS is relying on the community it serves to lend a paw.

“We are always growing and evolving as an organization,” Casey says. “Our goal in the new building is to continue serving our community while making a positive impact on the homeless and unwanted pets who rely on our help.” CBT

CENTRAL MISSOURI HUMANE SOCIETY 616 Big Bear Boulevard 573-875-6155 cmhspets.org

2009

2020

2024

CMHS wins national Zootoo Shelter Makeover Competition.

Silent phase of fundraising for land and new shelter begins.

CMHS entered into a purchase agreement for 17.5 acres of land.

QUINTEN MESSBARGER

Photo by Anthony Jinson

PRESIDENT & CEO AT MISSOURI INNOVATION CENTER, INC. (MIC)

JOB DESCRIPTION: I manage MIC, a 501(c)(3), nonpro t organization, to maximize our ability to nurture entrepreneurs as they create highgrowth ventures in mid-Missouri that improve lives and grow the economy. We provide business incubation services as well as operate and manage the MU Life Science Business Incubator.

PROFESSIONAL BACKGROUND:

Before my work at MIC, I worked for larger corporations including PepsiCo, UPS, and Florsheim Shoe. When I left that world twenty-nine years ago, I wanted to pursue entrepreneurial ventures and started by working for a company that was a resident client of the Missouri Innovation Center. As I ended my time with that company, I was asked to join MIC and have not looked back. While I have always worn many hats, my focus has been entrepreneurial nance. I work with clients who seek funding primarily through SBIR/STTR grants, angel capital, and venture capital.

HOMETOWN: Tarkio, MO

YEARS LIVED IN COLUMBIA: 40

FAVORITE VOLUNTEER/COMMUNITY ACTIVITY: ings that support our youth. It was Boy Scouts when my son was younger. Currently, I work with Project Lead the Way Biomedical Sciences through CPS.

FAVORITE RECENT PROJECT:

Reuniting the Coaches Cohort group that was started by Regional Economic Development Inc. (REDI). is group consists of mid-Missouri businesses and entrepreneurship mentors/coaches.

A COLUMBIA BUSINESS PERSON

YOU ADMIRE AND WHY: Gene Gerke. I have known Gene for almost thirty years and, in that time, Gene has always been the kind of person I aspire to be. Gene is a successful, accomplished businessperson. He is a consensus-

builder, arbitrator, organizer, supporter, giver, and doer.

WHY YOU ARE PASSIONATE ABOUT YOUR JOB: I get to help people. And those people are making a di erence, making our world a better place. In doing my work, I am challenged and get to learn new things every single day.

WHY YOU ARE PASSIONATE ABOUT YOUR COMPANY: In my twenty-nine years with the Missouri Innovation Center, we have been led by an amazing group of board members from our community and university. ere has never been a time when we have compromised our integrity or not done what was in the best interests of our entrepreneurial clients. is organization does great work for the right reasons.

IF YOU WEREN’T DOING THIS FOR A LIVING, YOU WOULD: I wish I could say that I would be a professional golfer, but I am certain that no amount of practice is going to get me there.

WHAT PEOPLE SHOULD KNOW

ABOUT YOUR PROFESSION: Business incubator managers are among the most sharing and giving groups of individuals I have ever met. We all realize that “knowledge is power and power is never diminished by sharing it — it is only increased.” We are guides, facilitators, connectors, sounding boards, and resources; it’s the entrepreneurs who run their companies and make the hard decisions.

YOUR NEXT PROFESSIONAL GOAL: To never again hear someone say, “Oh, MIC is the best-kept secret in Columbia!”

BIGGEST LESSON LEARNED IN BUSINESS: ere is a great deal of money to be made by solving people’s problems. If you really love what you do for a living, you’ll never work a day in your life. Spend your time searching for the intersection of those two things.

GREATEST STRENGTH: I genuinely care about helping others succeed.

QUOTE YOU LIVE BY:

“We teach people how we want to be treated.”

GREATEST WEAKNESS: I am very direct and simply call things the way I see them.

WHAT YOU DO FOR FUN: I love to travel and experience new places. I enjoy riding my motorcycle with various groups, and I rarely pass up the opportunity to play golf.

FAMILY: I am so fortunate to still have a very close-knit family. My son and daughter, who remain best friends, are enjoying their careers, even though they are both one or more states away.

FAVORITE PLACE IN COLUMBIA : If I’m headed outdoors, it would likely be Rock Bridge Memorial State Park. If I’m grabbing a beer or lunch, it would be Flat Branch Pub & Brewing.

ACCOMPLISHMENT YOU ARE MOST PROUD OF: Setting an example for my high school children by completing my MBA degree shortly before turning 51, without missing a beat at work or home.

MOST PEOPLE DON’T KNOW THAT YOU: I’ve been chasing tornadoes since high school and relax by playing my Native American ute, especially outside when it’s raining. CBT

MURR West

Leading the fight against Cancer

NextGen MURR is the next massive research step, but is still possibly 10 years away.

BY JODIE JACKSON JR

As plans for a new, larger University of Missouri Research Reactor (MURR) slowly unfold, the university’s original MURR facility — the most powerful university research reactor in the U.S. — is expanding, and in December completed its rst commercial shipment of another radioisotope used in drugs to treat cancer.

Now known as MURR West, the existing reactor and laboratories at 1513 Research Park

Drive broke ground last fall on a $20 million, 47,000-square-foot expansion. MURR West is the only facility in the country that produces four medical isotopes used in lifesaving treatments for liver, thyroid, pancreatic, and prostate cancer.

Following a ceremonial groundbreaking for the MURR West project in October 2023, the facility’s executive director, Matt Sanford, explained how medical isotopes work.

“ ink of the radioisotope as a magic bullet that is carried to the cancer cell,” he said, emphasizing that medical isotopes are “much more targeted” than chemotherapy. He added, “ is is precision health medicine that carries the radioactive treatment directly to the cancer cell without damaging healthy cells.”

MURR provides the active pharmaceutical ingredient that is shipped to the drug manufacturer, where it is formulated into the nal drug product. e drug is administered intravenously and carried through the bloodstream directly to the cancer cell.

e rst weekly commercial shipment of MURR West’s no-carrier-added lutetium-700 (NCA Lu-177) for human use went to the drug company Novartis in December, marking the rst phase of a multiyear supply agreement between MURR and Novartis. A MURR news release noted that the shipments were “a signi cant milestone in years long development project by researchers at MURR.”

MURR is the sole U.S. producer of NCA Lu177 for cancer treatment. Researchers at MU rst identi ed the potential of the lutetium isotope as a treatment for cancer nearly 25 years ago.

“Together with Novartis, MURR and MU are uniquely positioned to discover, research, and create leading-edge treatments that will bene t cancer patients in Missouri, across the United States, and around the world,” MU system president Mun Choi said in a news release.

According to the university, more than 1.6 million patients a year are diagnosed or treated using radioisotopes that MURR produces.

Sanford said the agreement between MURR and Novartis is another example of MURR’s more than 50-year history of research and developing crucial radioisotopes.

“From initial research and development to production, quality assurance, and shipping, all of our radiopharmaceutical e orts are focused on the ultimate goals of treating patients and improving lives,” Sanford added.

University o cials announced in March 2023 the beginning of an initiative to build the NextGen MURR project at the Discovery Ridge area in southwest Columbia. MURR West is a 10 megawatt (MWt) reactor. e NextGen MURR will be a 20 MWt facility, expanding the university’s cancer- ghting research and medical isotope production, creating what university executives are calling an innovation hub for nuclear medicine.

Leaders have reviewed proposals from prospective rms to manage and build the project, which does not yet have an estimated price tag.

“We are still in the early stages” of planning, said Uriah Orland, director of communications for MURR West. In an email response to questions on February 22, Orland said there were no updates available.

MURR was originally built as a 5 MWt reactor, and began operations in 1966. Its power was increased to 10 MWt in 1974, and it now operates year-round, six-and-ahalf days per week. e reactor is currently the only producer in the USA of the medical isotopes yttrium-90, used for the treatment of liver cancer; molybdenum-99, for analysis of heart functions; iodine-131, used for treatment of thyroid cancer; and NCA L-177, used for treatment of pancreatic and prostate cancers.

According to the university, more than 1.6 million patients a year are diagnosed or treated using radioisotopes that MURR produces. MURR NextGen will build on the internationally recognized excellence of MURR and expand the university’s isotope production capabilities, it said.

“ e work that we do at MURR saves and improves thousands of lives each and every day,” said Mun Choi, University of Missouri president. “NextGen MURR will produce advanced cancer medicines for the next 75 years and solidify the University of Missouri’s position as the most important resource for medical isotopes in the United States.”

Sanford explained that the MURR West expansion is “mission critical” for the reactor facility’s continued and increased production of radioisotopes to meet additional demand for the product.

“Medical isotopes are critical national resources, and we must secure our domestic supply to treat patients in Missouri and in the United States,” he added. Given the short half-lives (or e ectiveness, due to rapid decay) of the medical isotopes, the central location of Missouri in the United States “will ensure rapid deployment to patients, no matter where they live.” He has urged that the process of building NextGen MURR begin as soon as possible.

Meanwhile, the MURR West expansion, scheduled for completion this fall, will enable more collaboration with industry partners and will provide additional space for a growing workforce. A news release that outlined the project said the rst oor will provide 16,000 square feet for research initiatives, medical isotope production, and collaborative projects with researchers at MU and industry partners. e second and third oors provide space for employees currently working in temporary buildings, manufacturing support, research and development, regulatory documents and records, and shell space for future expansion.

Sanford notes that the MURR West expansion is the next step toward a new reactor that has already been dubbed “NextGen MURR.” He said that reactor will be “a larger and more

“This allows us to examine the structure before and after irradiation, to look for changes in the material’s structure and to determine how materials performance may be affected.”

JOHN GAHL Professor in the College of Engineering and senior research scientist

at MURR.

powerful tool to expand our leadership in the nuclear sciences and research in medical isotope production.”

Missouri Gov. Mike Parson said at the October groundbreaking ceremony that the research reactor was a prominent topic of conversation when he became governor and met Choi for the rst time. ey toured the reactor together. He also noted Choi’s statement about increasing MURR’s ability to deliver vital medicine to other locations without patients having to come to where the medicine is.

“And I think that was one of the proudest things that I learned about the reactor, of what all it does, just not for us, but people we’ll never see, people we’ll never know,” Parson said. “And it’s right here in Missouri. It’s right here in Columbia … And if we can do that and we can touch people in society, all over the world, it’s a good day for Missouri. It’s a good day for MU.”

MURR West isn’t entirely all about the production of medical radioisotopes. In January, the facility welcomed the addition of a scanning electron microscope (SEM) that can help researchers make new discoveries in materials science. It also placed MU on a small, prominent list of academic and government facilities, such as the Department of Energy’s Oak Ridge and Idaho National Laboratories, which have similar types of diagnostic tools available for research purposes in radiation environments.

A university news release that heralded the SEM’s arrival stated that scientists can use the SEM to characterize materials like steel or nickel alloys after irradiation in MURR. at knowledge can help engineers select the optimal building materials when developing the next generation of commercial nuclear power plants across the U.S. Since 1990, nuclear power plants have generated at least 20 percent of the total electrical energy used annually in the country, according to the U.S. Energy Information Administration.

John Gahl, professor in the College of Engineering and senior research scientist at MURR, said that testing materials in a nuclear energy environment provides information needed to make data-informed decisions.

“ is allows us to examine the structure before and after irradiation, to look for changes in the material’s structure and to determine how materials performance may be a ected.”

Another function of MURR West has more to do with geology than nuclear medicine. e Archaeometry Lab at MURR West provides geochemical analysis — think of it as “chemical ngerprinting” — of archaeological specimens for the purpose of determining their provenance, which is their geologic source or the location where they were produced.

e lab uses complex analytical techniques made possible at MURR West, including: neutron activation analysis (NAA), X-ray uorescence (XRF), inductively coupled plasma-mass spectrometry (ICP-MS), and including laser ablation (ICP-MS), among other techniques. e Archaeometry Lab touts itself as the only such lab in the world providing access to those powerful analytical techniques.

e lab specializes in the compositional analysis of archaeological ceramics, limestone, and obsidian. CBT

Local Roots, GLOBAL GROWTH

Startups and investments counter ‘brain drain’ and loss of jobs.

BY JODIE JACKSON JR

Start small, think big.

at’s an appropriate mantra for Columbia’s entrepreneurial ecosystem, an environment that consistently produces new businesses that expand the economic boundaries of the business owners, the community, and hope for others who dream of following in those footsteps.

Now, think really big. ink millions — with an M. ink billions — with a B. More than one Columbia-born, Columbia-based company has exceeded those nancial thresholds. ink StorageMart, EquipmentShare, and Zapier. Countless others are thriving on smaller scales, either advancing toward new heights or becoming part of other companies through sales or partnerships that provide capital to fuel the next big idea.

ere’s a plethora of business start-up and launching resources and points in Columbia. Two of the more prominent incubators of big money, life-changing, and even lifesaving elements of the local entrepreneurial ecosystem are Missouri Startup Weekend and the Missouri Innovation Center.

Missouri Startup Weekend, coming up April 5-7 at the EquipmentShare headquarters o ers a $15,000 cash prize for the winner, plus legal, marketing, mentoring, and venture capital support from other sponsors. Over three days, startup entrepreneurs will develop a business idea and

compete for the chance to win signi cant monetary investment and mentorship to get their startup o the ground.

Over the past decade, Missouri Startup Weekend has been the birthplace of billion-dollar startup ideas. ose founders have returned with an entire community to help other entrepreneurs do the same.

MISSOURI INNOVATION CENTER

e Missouri Innovation Center is a nonpro t organization focused on providing support for high growth business ventures that improve human life and sustainability. MIC’s website states that the center is “motivated by good ideas, exceptional people, and contributing to the growth of Mid-Missouri by attracting high growth businesses in need of assistance navigating the landscape of commercialization.”

rough o ering services in mentoring, securing nancial support, and providing necessary resources for conducting successful and focused research and development, MIC helps to create quality jobs in our region, improve the local economy, and develop technologies “that are capable of improving the quality of human life.”

MIC’s vast portfolio includes successes like Paytient, StoryUp, Kremenak NanoTech Inc., Elemental Enzymes, and CryoCrate, among many others.

Communities that pursue technology-led economic development strategies employ three levels of action: licens-

ing technologies to generate capital to intensify research and innovation; creating home-grown technology ventures; and recruiting technology companies to their region. In other words, rather than create businesses that y away to Silicon Valley or other business hubs — thereby further propagating “brain drain” from local tech communities — those jobs and the expertise can stay right here in Columbia.

MIC has the additional leverage of research and innovation already being done at the University of Missouri.

MIC was started in 1984 as part of the state’s initiative to create economic development support systems through the state’s university systems In 2009, MIC was selected by the University of Missouri to operate and maintain the MU Life Science Incubator at Monsanto Place. Within that relationship, MIC selects businesses well suited for the program, leases space for technology and bio-tech start-up companies, and provides mentorship throughout the processes of commercialization.

MIC also maintains an a liation with the Trulaske College of Business and works closely with Centennial Investors, a mid-Missouri based angel investor network.

Not all of Columbia’s home-grown business successes have connections to Start Up Weekend or MIC, but many do.

In this pro le, we’re highlighting EquipmentShare, Paytient, Veterans United Home Loans, StorageMart, and CARFAX.

EquipmentShare

With more than 4,800 employees and 160 branch locations across the country, EquipmentShare still calls Columbia its corporate home. And last year, the company began a more than $100 million investment into a new “hightech campus,” which is expected to be at least 10 times the size of the current, roughly 50,000-square-foot headquarters.

Company founders Jabbok and Willy Schlacks have been building businesses together since they were teenagers. Over the years, the brothers have formed construction, technology and general contracting companies, gaining rst-hand experience in the construction industry. In 2015, they launched yet another business — this time, one that would make accessing and tracking construction equipment easier for contractors just like them. ey called it EquipmentShare.

In 2014, the Schlacks won Startup Weekend Columbia after pitching an idea they came up with earlier in their careers, which consisted of creating a peer-to-peer marketplace where contractors could rent equipment from other contractors. After recognizing the multitude of shortcomings with equipment rental, safety, and maintenance in the construction industry, the brothers decided to make a change, giving rise to EquipmentShare, followed by the T3 operating system that is available in the equipment it rents and sells.

e cloud-connected T3 platform allows contractors to monitor every aspect of their machinery’s usage and make datadriven decisions.

But the Schlacks brothers soon realized that to increase asset use for contractors and the industry at large, they needed to rst build a nationwide equipment distribution network and then create a technology system that captured utilization data from any and every machine. ey wanted to change the way contractors manage their assets, people and materials, and to do that, they had to think bigger.

Since launching, EquipmentShare has grown to build an ecosystem of technology solutions that addresses all the verticals of construction — assets, people, and materials. Its website says the company tackles the challenges that modern contractors feel every day by digitizing their manual processes.

“And we’re not stopping any time soon on our mission to change how construction gets work done,” the website states. EquipmentShare’s expansion will add 500 jobs to the Columbia region.

Governor Mike Parson applauded the expansion as “a major development for Columbia and great news for our state.”

“ is innovative company is creating jobs, investing in its community and

having a nationwide impact,” Parson said at the announcement event. “We’re proud to see EquipmentShare expanding and look forward to its continued success here in central Missouri.”

e new campus will include a agship o ce building, a research-and-development center, a learning-and-development center, and additional space for o ces and retail.

EquipmentShare will nance the expansion, in part, with incentives from Boone County’s Chapter 100 policy that will give the company a 75 percent break on county property tax for up to 10 years. at incentive, approved by the Boone County Commission on Aug. 30 — barely one month after EquipmentShare o cially led the Chapter 100 tax abatement paperwork. ough not required by the state law that created the Chapter 100 incentive, county o cials included a panel made up of the taxing entities to study and o er feedback on the proposal.

Even with the tax abatement, the expansion is estimated to generate an additional $2 million in property tax income for Columbia Public Schools.

FUN FACT: EquipmentShare has an enrichment and events team dedicated to making employees feel valued with fun events, monthly gift cards and acknowledgments of big moments in employees’ lives.

Photo by Anthony Jinson

Paytient

FUN FACT: Since its founding in 2018, Paytient has raised $55.5 million in equity from leading investors including Mercato, Bertelsmann Investments, Lightbank, Felicis Ventures, Box Group, Commerce Bank, Crossbeam Ventures, and Inspired Capital.

Paytient is a global team taking on the tall task of delivering accessible, a ordable health care and value to employers, payers, and health systems. Paytient’s website chronicles the company’s beginning by noting that after a decade of working in hospital administration, founder Brian Whorley was troubled by the increasing number of patients who struggled with high deductibles and empty HSAs (health savings accounts). While patients were physically healing, they were in nancial distress.

In 2018, Whorley and cofounder Daniel Lynn created Paytient to bring new health bene ts that could ensure access to care without nancial harm. Today, the company serves thousands of cardholders from across the U.S. via dozens of employers, payer, and health system partnerships.

Paytient puts Health Payment Accounts (HPAs) into the hands of employees. An HPA card puts ready-to-spend dollars in employees’ wallets so they are always prepared to pay for any care they may need. Once they swipe the Paytient card, the app prompts them to plan how they’d like to pay that bill over time, smoothing out the impact of the out-of-pocket expense on their nances.

Based on the concept of “care beyond coverage,” the HPA pairs alongside any health plan and can be a powerful bridge to better health. Members can repay their HPA balances via payroll deductions or via HSA or FSA accounts. And with no credit check to open an account, the Paytient website says, “the HPA drives access to care more equitably than other care

nancing solutions that have high interest rates and confusing terms.”

For employers focused on workforce attraction, retention, and productivity, the HPA is vital for engendering positive employee feedback, which Paytient tracks through surveys and employee responses.

Paytient touts itself as “remote with roots.” e company is still headquartered in Columbia, and its home o ce is a central place for collaboration, but employees — called “teammates” in the Paytient lexicon — are “free to work primarily from wherever they thrive.” e team meets regularly to build relationships and further Paytient’s mission.

e team’s vision also stands out: “Our team stands out, brings clarity, and blazes a path for others to follow. We work smarter (and rest well) so that we can shine a light on opportunities to improve today’s U.S. healthcare system. Shining a light requires craft, diligence, and charm.”

Paytient is also an enthusiastic cheerleader for its home city, noting the city’s fast growth, “award-winning school system,” low costs of living, clean environment, and nationally recognized quality of life. e “work for us” and recruiting elements of its website and work culture also highlights recreation opportunities in addition to local art and culture o erings.

Paytient touts itself as “remote with roots.” The company is still headquartered in Columbia, and its home office is a central place for collaboration, but employees are “free to work primarily from wherever they thrive.”

Veterans United

FUN FACT: To commemorate its 10th anniversary in 2021, Veterans United Foundation celebrated by awarding $10 million almost 100 different nonprofit organizations across the country, including nearly $8 million to local organizations and individuals.

Veterans United, which has a larger building and employee footprint of any non-academic, non-government business in Columbia, is all about helping veterans and military families become homeowners. In two decades, VU closed more than a half-million VA Loans — and became the No. 1 VA lender for homebuyers in the nation.

VU is also known for its work environment and corporate culture, measured by its everyday values: Be passionate and have fun, deliver results with integrity, and enhance lives. e company has twenty-eight o ces nationwide and is licensed in all fty states.

e company, founded in 2002 by brothers Brant and Brock Bukowsky, has other businesses under its umbrella: the nonpro t Veterans United Foundation, Veterans United Realty, and Veterans United Insurance. VU Communications Manager Chad Moller said in an email that VU also has Paddio, the “civilian” counterpart to VU, with o ces in Spring eld, Missouri.

“A veteran can certainly go through Paddio if they wanted to, but it’s mostly for non-military types who don’t have access to the VA loan bene t,” Moller said Veterans United Foundation was created in 2011 and is funded by more than 4,100 Veterans United Home Loans employees, Veterans United Home Loans, and its a liated companies. More than 90 percent of employees donate 1 percent of their paycheck to the foundation to support the mission.

e Foundation is committed to enhancing the lives of Veterans and mil-

itary families nationwide by supporting non-pro t organizations that strengthen local communities and honor the sacrices of those who served our country. It also provides individual donations to current and former military members in need. More than $100 million has been raised since its founding in 2011.

During the foundation’s 10th anniversary, Veterans United Home Loans employees took a survey and voted on the causes they hold near to their hearts. Mental health treatment and awareness and Veteran homelessness fell at the top of the list while others were:

• Education and youth services

• Emergency relief and recovery

• Home ownership and adapted housing

• VUF scholarships

• Local youth, family, and veteran programs

• Social impact organizations

Funding includes projects such as Welcome Home’s initiative of beauti cation, increasing accessibility, and enhancing the lives of those who have served. It funded Habitat for Humanity’s e orts in Dallas and the Columbia Center for Urban Agriculture’s Veterans Urban Farm project. e largest gift of the foundation’s tenth anniversary and second largest of its history was $1.25 million to True North domestic violence shelter.

VU has consistently been named among Fortune Magazine’s 100 best companies to work for.

StorageMart

FUN FACT: As of 2023, StorageMart has more than 300 locations, with over 90 U.S. locations and multiple sites throughout the U.K. and Canada, making up some 15.2 million square feet of rentable space across 135,000 units.

StorageMart is a chain of self-storage facilities headquartered in Columbia, that operates facilities across the U.S., Canada and the United Kingdom. StorageMart was founded in 1999 by Gordon Burnam, who had been involved in the self-storage industry since 1974. In 2021, when StorageMart acquired Manhattan Mini Storage for more than $3 billion, it was the largest transaction ever recorded in self-storage industry history at that time.

Gordon Burnam, a rst-generation business owner, struck pay dirt when he invested in mini-storage units in the mid-1970s, partnering with Al Price of Boone County National Bank to build the business.

After a successful run in the industry, which culminated in Storage Trust going public in 1994 and eventually being sold to Public Storage in 1999 for $600 million, Gordon and his four children re-invented their storage business as StorageMart Partners. StorageMart now has more than 90 U.S. locations and has multiple sites throughout the U.K. and Canada.

Gordon Burnam passed in 2017, but his legacy is kept alive with four generations of Burnam’s working in the company today. His sons, Mike, Chris and Tim, and his daughter, Kim, hold leadership positions with StorageMart. In addition, the siblings formed B-Sib, LLC, which purchased and refurbished Parkade Plaza in 2004.

Gordon, a race fan, was an original investor in Moberly Speedway and previous owner of Global Travel, and a

“It’s still remarkable considering how StorageMart started as a one-facility outpost in Columbia, Mo., and grew to the global entity it has become today — still run by the same family.”

developer for many county subdivisions, including Bon-Gor Lake Estates and Haystack Acres. He was also selected as one of the seven original members of the Self Storage Hall of Fame by the Self Storage Association.

StorageMart’s parent company is TKG-StorageMart Group, with headquarters in Columbia. e company also sells moving and packing supplies.

As of 2023, StorageMart has more than 300 locations, making up some 15.2 million square feet of rentable space across 135,000 units.

According to its website, StorageMart has an extensive record of charitable

giving to the communities it calls home through its Store It Forward program. StorageMart has provided free rent to charities like Blair’s Tree of Hope and partnered with others like Global Giving in 2017 to raise $50,000 in disaster relief for Hurricane Irma. In 2017 alone, the self-storage company donated more than $159,000 to charities, in addition to donating over $370,000 in free rent to charities throughout the US, Canada, and UK.

In 2018, StorageMart began donating $25 per online review its receives to Big Brothers Big Sisters.

— DAVID LUCAS, contributor for Mini-Storage Messenger

Photo by Jodie Jackson Jr

CARFAX

FUN FACT: CARFAX receives information from more than 139,000 data sources, including every U.S. and Canadian provincial motor vehicle agency, plus many other sources. The CARFAX Report database has more than 32 billion records.

CARFAX was based solely in Columbia when it was founded in 1984 by local entrepreneur Ewin Barnett, working with Robert Daniel Clark, an accountant in Huntington, Pennsylvania. In June 2013, IHS, a business information and analytics rm, spent $1.4 billion to buy CARFAX’s parent company, privately held R.L. Polk.

IHS Inc. o cials said the deal would help the company build its stake in the automotive industry. CARFAX has since developed a number of services — like CARFAX Used Car Listings and myCARFAX among them — that make it easier to buy, sell, and own a used car. e company maintains a database comprising over 18 billion vehicle history records from more than 100,000 sources worldwide. (Fun fact: e rst CARFAX Report run was for a 1984 Ford underbird.) e company kept its programming center in Columbia when it moved the corporate headquarters to Centreville, Virginia, in 1993. e company has more than 1,200 employees throughout the U.S. and in Canada, with o ces in Virginia, Columbia, and London, Ontario. CARFAX is a leader in consumer-information technology with a database of more than 31 billion vehicle records.

While the now-familiar Car Fox branding mascot is a staple of the company’s marketing, the CARFAX work culture continues to stand out as well, earning kudos from the Washington Post and other publications, emphasizing the company’s open and innovative workspace, “team- rst” culture, and mission.

In June 2023, CARFAX was awarded as a Top Workplace in Missouri for the second straight year. e award, based solely on employee feedback, is earned by companies that prioritize a people-centered culture and giving employees a voice. CARFAX is known for a unique culture that emphasizes teamwork, transparency, and making work fun. e mission-driven, high-energy workforce known as “Team CARFAX” also enjoys a strong work-life balance.

Most of Columbia’s employees are engaged in some aspect of the company’s technology: software development, programming, research and development, systems engineers, and other tasks.

CARFAX Vehicle History Reports are available on all used cars and light trucks from model year 1981 or later. Using the unique 17-character vehicle identi cation number (VIN), a CARFAX Report is instantly generated from the database of over 32 billion records.

Every CARFAX Report contains information that can impact a consumer’s decision about a used vehicle. Some types of information that may be included are:

• Accident and damage indicators, such as airbag deployments.

• e point of impact and a severity scale for damage events.

• Title information, including whether the car has a salvaged or junked title.

• Flood damage history.

• Total loss accident history.

• Odometer readings.

• How many owners a car has had in its lifetime.

• State emissions inspection results.

• Service records.

• Whether a vehicle was used for commercial purposes (taxi, rental, etc.).

In Columbia, CARFAX has long-standing connections and support for Great Circle, the Central Missouri Humane Society, and Youth Empowerment Zone. Even employee events pay dividends for local organizations. CBT

What’s Going Up?

Historic rehab turning old city jail into new restaurant; county issues permit for $1.8 Million project on

I-70 Dr. NE.

STORY BY JODIE JACKSON JR

CHIK-FIL-A, THE STARBUCKS COFFEEHOUSE on East Nifong, and the old city jail in downtown Columbia are listed on the city’s building permit report for January 2024, among the 52 building permits issued by the city’s Building and Site Development o ce. ose permits had a combined valuation of $7.9 million.

e city’s building permits included a commercial alteration project at the old city jail at 107 N. Ninth St., where Endwell Taverna will soon take up quarters for its Italian-style restaurant and bar. e 2,105-square-foot project has a valuation of $234,585. e property owner is Jail House Rock LLC, part of the John Ott historic rehab group of properties. e project manager is Tanner Ott. Grove Construction is the general contractor.

e downtown Columbia building was constructed in 1901. Originally built as Columbia’s rst City Hall, it was once the city rehouse and even housed the jail. Endwell Taverna is a partnership among chef Ted Cianciosi, the chef/owner of Ozark Mountain Biscuit and Bar, Bryan Maness, and associates. A grand opening is set for spring 2024.

e business’s website invites diners and guests to “experience the hospitality at Endwell Taverna six days a week through our cafe style lunch service, post work happy hours, full-service dinner, and late-night bar hours.”

Other notable projects granted city building permits in January include:

CHIK-FIL-A

305 N. Stadium

Interior extension of the drive-thru cockpit area and addition of an exterior door, as well as nishing modi cations and patching as required; new equipment and new structural support; removal of the playground; and a catering and team member room in the dining area.

e project entails 598 square feet with a valuation of $500,000. Ives Construction of O’Fallon, Missouri, is the general contractor.

STARBUCKS

605 E. Nifong Blvd.

Commercial tenant improvements to the existing building, including cafe furniture and exterior furniture; ooring nishes and furnishings; wall treatment and artwork; signage, lighting and plumbing, and associated HVAC work.

e 1,836-square-foot project has a valuation of $375,000. e general contractor is Venture Construction Company of Norcross, Georgia.

e top-cost single-family home building permit was for a 6,304-squarefoot home o Farleigh Court in e Gates development. Anderson Homes is the general contractor for the $836,561 project.

Close behind, a new home building permit o Winterbrook Court in

the ornbrook subdivision calls for a 5,944-square-foot home with a valuation of $827,091. JMC Construction is the general contractor.

e city’s breakdown of January building permits includes:

• Single-family detached homes: 10 permits, $5.4 million valuation.

• Reroof: 18 permits, $339,030 valuation.

• Commercial alteration: 11 permits, $1.51 million valuation.

• Residential alteration: 5 permits, $461,000 valuation.

• Deck: 4 permits, $95,361 valuation.

• Residential addition: 2 permits.

e Boone County Resource Management o ce issued 58 building permits with a valuation of $6.2 million for the month. e highlights of ongoing work and January building permits issued by Boone County include:

PHENOM GYM

4180 E. Highway WW

Permit issued in April 2023 for the $2.5 million project. e general contractor is Columbia Lawn Care.

WILSON’S TRAILER SALES OF MISSOURI

9051 I-70 Drive NE

A two-story, 23,737-square-foot building with garage; the valuation is $1.8 million. e general contractor is Crossland Construction of Columbus, Kansas.

Boone County’s building permit total for January 2024 was 58 permits with a valuation of $6.2 million. at compares to 55 permits and a valuation of $9.42 in January 2023. Looking back at the nal two months of 2023, the o ce of Resource Management issued 83 building permits in November and 72 permits in December, with valuations of $12.79 million and $7.1 million, respectively. e county’s breakdown of January building permits includes:

• Single family residential: 10 permits, $2.44 million valuation.

• Two family building: 1 permit, $344,000 valuation.

• O ce/professional building: 1 permit, $1.8 million valuation.

• School/education building: 1 permit, $350,000 valuation.

• Other nonresidential: 2 permits, $67,000 valuation.

• Other structures: 6 permits, $130,000 valuation. CBT

Top: A commercial alteration project at the old city jail at 107 N. Ninth St., soon to be an Italian-style restaurant and bar, Endwell Taverna. The building was originally built as Columbia’s first City Hall in 1901.

Bottom: Construction has begun on Phenom Gym at 180 E. Highway WW.

Telehealth Creates Access for Healing

BY DR. GARIMA SINGH

AT BURRELL, WE BELIEVE that there is no wrong door to seeking care. No matter what an individual’s rst touch with Burrell is, whether it’s walking into a clinic or picking up the phone, we get them connected to the care they need. To us, access is not just a place but a concept. Telehealth is a valuable tool that allows us to expand access to all individuals seeking care.

Telehealth, sometimes called telemedicine, is the act of providing care remotely using video and phone calls, monitoring devices, and patient portals. It’s similar to connecting over Zoom or Google Meet. rough telehealth, we can provide secure and private communication between patients and care providers.

e prevalence of telehealth can be partly credited to the COVID-19 pandemic. e pandemic brought many challenges and one we all remember is the lack of in-person services. Before the pandemic, most providers hadn’t completed any telehealth visits. Now, most providers have.

We’re still witnessing the ripples of the pandemic’s impact on the world’s mental health. An increased prevalence of mental disorders coupled with a shortage of psychiatrists and psychiatry providers has created an access issue not only in Boone County but across the entire country.

With telehealth, we can provide care quickly in our twenty-four-hour Behav-

ioral Crisis Centers for individuals needing urgent care. We have similarly expanded access to school-based care via telehealth.

Telehealth is especially helpful in providing access in rural and underserved communities. Without traveling long distances, patients can connect with providers in the comfort of their homes or by coming into our local clinics and using a telehealth room. Telehealth can even be used to facilitate primary care check-ups. Virtual appointments can help ensure patients can keep their appointments, which helps keep them well.

Our team can treat a variety of common or less common behavioral health issues through telehealth. We provide outpatient care for common and complex mental health disorders as well as specialized care for sleeping disorders, eating disorders, perinatal psychiatry, child and adolescent care, autism care, addiction disorders, medical clearance for medical procedures, genetic disorders, and others.

While incredibly helpful, it’s important to note that telehealth cannot fully substitute for the in-person treatment experience. Telehealth helps ll care gaps, but in-person appointments are still necessary as they allow providers to detect new symptoms and thoroughly examine patients.

Outside of direct care, our teams use telehealth for collaboration. We integrate with outpatient therapists and psychologists, consult with other facilities and provide training, teaching, and education for medical students and trainees. While telehealth may not be the ultimate solution to access, the technology creates opportunities for care and learning where there otherwise would be none.

To start your mental health journey, visit Burrell Behavioral Health online at BurrellCenter.com.

If you or someone you know is experiencing a mental health crisis, don’t wait. Please call or text 988 CBT

Dr. Garima Singh is the Chief Medical Officer at Burrell Behavioral Health.

Deeds of Trust

Worth at least $650,000

$2,907,362

1000 E Broadway LLC

First State Community Bank

Mavrakis Investments Inc

Simmons Bank

$900,000

Matchstick LLC

Shy Rentals LLC

STR 4-47-13 SUR BK/PG 5793/79 FF TR 1B-1

$800,000

Rebecca Lohmann Bell Bank

LT 220A Copperstone Plat 7

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Hemme Construction LLC

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LT 110 Old Hawthorne North Plat No 1

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James Creel

River Region Community Federal

STR 18-46-12

John L. Kitchen Mortgage Electronic Registration

Andrew Van Tran

Curtis

Garrett

SO YOU WANT TO TALK INNOVATION?

WE DO INNOVATION

If you’ve seen any of our cars you’ve seen the gorgeous exterior finishes but what about all that goes inside? We take old cars and transform them to be brand-new low maintenance vehicles that look like the classics you’ve always dreamed about owning.

THE BANDIT

• Pure enthusiasm in the 6 speed T56 Magnum transmission.

• Custom designed interior for a luxurious feel.

• All of this underneath one of the most iconic vehicles to ever be produced.

THE LOTUS

• Dual motor setup producing 240 hp and 340 ft/lb torque. All of this, instantly, across the entire RPM range.

• Reliability as its best — which is not what a Lotus is generally known for. EV changes that. The EV conversion fits this car far better than what it came from the factory with.

If you are ready to get in the seat of something that no one else has ever seen, we think our innovation speaks for itself. We are ready to bring your idea to reality — just ask us.

This 1988 Lotus Esprit was our first full EV conversion.

The 1977 Trans Am Y82 Restomod.

The perfect pairing of horsepower and drivability in the LS3 stroker build.