Fargo INC! May 2024

Partner Content: The Cost of Care

General Equipment Reflecting on 40 Years of Business

Discover Some of FM's Dirtiest Jobs!

Acquisition Spree

ND's Finest

Financial Health for Fargo

Fargo Pinball Springs Into Action

Hustle and Be on Time: The Journey of Mike's Epoxy Floors

Connecting Local Entrepreneurs With Local Resources

$748K Seed Funding Round Has Detect Auto Ready for Takeoff

Demystifying Financial Analysis

Ingenious, Inspirational, or Absurd?

Awesome Foundation Grant Award Winner: Life Care Unites Foundation

Women You Should Know: Yvette Reyes

10 Questions with John Machacek: Jon Melgaard (Event Conex)

Dirty Jobs

fargoinc@spotlightmediafargo.com

Brady Drake, Fargo INC! Editor

Mike Dragosavich

Brady Drake Brady@SpotlightMediaFargo.com

Geneva Nodland, Grant Ayers Kim Cowles

Ty Betts Josiah Kopp

Lifestyle, John Machacek, Doug Sanzone, Joshua Krank, Brandi Malarkey

Sam Winter Sam@SpotlightMediaFargo.com

Al Anderson Al@SpotlightMediaFargo.com

Tori Helland Tori@SpotlightMediaFargo.com

Dave McSparron Dave@SpotlightMediaFargo.com

Austin Cuka

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You may already be familiar with our Faces of Fargo-Moorhead-West Fargo publication which we publish once per year in order to highlight the faces behind all of the great businesses in the community.

Are you in need of a new career? The Great Places to Work Fargo-MoorheadWest Fargo Annual Career Guide highlights amazing businesses in the area that provide great growth opportunities, benefits, and more!

By NorthStar Technology Group

re you prepared to face a natural disaster, cybersecurity breach, or system failure? Disruptive events like these can strike at any moment, causing chaos and confusion.

But don’t worry—with an effective incident response plan in place, your organization can handle any incident with confidence.

The information below is intended to help you enhance your plan in simple and straightforward ways. So, let’s dive in and make sure your business is ready for whatever comes its way.

Best Practices for Effective Incident Response Planning

To be well-prepared for any incident, it’s important to follow the steps below:

Identify and prioritize critical data and assets

Knowing precisely what resources you have helps you allocate them efficiently during an incident, saving time and minimizing overall damage.

Establish a dedicated team

A cohesive and well-trained team with clearly defined roles can work together to ensure an efficient and effective response.

Conduct regular training

Regular training helps keep your team informed of the latest techniques and procedures, ensuring they can handle any situation with confidence.

Implement continuous monitoring

Continuous monitoring systems can detect incidents early and take action before they escalate, potentially saving your organization from significant damage.

Establish clear communication channels

Clear communication channels within your team and with external stakeholders ensure that everyone is on the same page during the response, minimizing confusion and errors.

Develop a system to categorize incidents

Categorizing incidents based on their severity and impact ensures that you can respond appropriately to each incident, minimizing long-term damage to your organization.

How We Can Help

If you’re uncertain about how to approach incident response planning, NorthStar Technology Group can help you in the following ways:

• We can customize an incident response plan that aligns with your goals and challenges.

• We will identify vulnerabilities and rank incident response planning through risk assessments.

• We can help you build a fully equipped incident response team with clear roles.

• We can suggest and apply advanced security technologies to boost your detection and responsibilities.

• We will establish continuous monitoring to detect and respond to potential security incidents quickly.

• We will ensure that your incident response plan complies with legal and regulatory requirements.

• We can assist with post-incident analysis to refine response plans based on lessons learned.

Take Control of Your Incident Response Plan

Don’t wait for a security breach or other disaster to happen. Our team has years of experience and expertise to help protect the safety of your data.

GENERAL EQUIPMENT REFLECTING ON 40 YEARS OF BUSINESS

BY GRANT AYERS

1984, General Equipment & Supplies, Inc. was founded by Don Shilling, Jerry Kern, Gene Hestdalen, and Orvis Stockstad, all former employees of General Diesel and Equipment. These founders set out to create a company that would stand the test of time while supplying heavy construction and aggregate equipment to the construction, mining, and oil exploration industries, as well as the municipal governments in North Dakota, South Dakota, Minnesota, Nebraska, and Iowa.

Initially beginning with one location and 22 employees in Fargo, ND, General Equipment has grown to have over 280 employees across 10 locations in the United States, as well as an additional two locations in Canada. I had the pleasure of connecting with Don Shilling, Jon Shilling, and Jerry Kern to discuss their roles in the company, the growth of General Equipment from each of their perspectives, what business practices and advice they would promote to other businesses, and the company’s evolution from their unique perspectives.

Our main focus here at General Equipment & Supplies is our people. Our people are outstanding and we live by our core values, which are how we hire, fire, and promote, as well as how we determine what customers and manufacturers we're going to work with."

- JON SHILLING

In the early 1980s, America experienced a recession in which General Diesel and Equipment faced prime interest rates of 14.5%. When this happens, commercial development stalls in the construction industry. Choosing to opt out of weathering the storm, the former owners of General Diesel and Equipment decided to seek out an exit strategy.

Knowing of this opportunity, Don Shilling (Sales Manager), Jerry Kern (Fargo Territory Salesman), Gene Hestdalen (Bismarck Service Manager), and Orvis Stockstad (Secretary-Treasurer and CFO) saw an opportunity for a parallel transition as General Diesel and Equipment made the decision to cease operations and liquidate.

DID YOU KNOW?

According to the Bureau of Labor Statistics, employment by heavy construction contractors declined by over 130,000 positions across the United States in the 1980s due to high prime interest rates.

Don Shilling (right) began working for General Diesel through a part-time position in college and worked his way up to sales manager, before moving up to both sales manager and part-owner at General Equipment & Supplies. Jerry Kern (left), another founding member, began in a sales trainee role before moving into aggregate equipment-focused sales.

This transition would come with a new name, General Equipment & Supplies, Inc. Stockstad helped the others in putting together a business plan, operational budget, and processes, and hiring General Diesel and Equipment employees to retain hard workers and fill the void of General Diesel's market exit. The group of four became part-owners in 1984, with Stockstad becoming the President of General Equipment & Supplies. Soon after, General Equipment & Supplies launched in April of 1984, slowly absorbing the former's inventory and staff throughout the remainder of the year.

Q: When General Equipment & Supplies, Inc. officially began in 1984, what did you think the potential for its success would be?

A: It was a challenge, that's for sure, but I wasn't nervous. I don't think I ever had the thought that we wouldn't make it; we seemed like we were growing every year more than the one before. I think that everyone felt good about having a routine in their job and that they were excited about things changing for the better.

- ORVIS STOCKSTAD

A timeline of General Equipment's history

Josiah Kopp

Former President of General Equipment & Supplies

General Equipment & Supplies, Inc. focuses on two areas: rolling stock and aggregate rockcrushing equipment. Today, the company operates in several states, specializing in rock-crushing equipment in most locations, with a mix of both sectors in North Dakota and Minnesota.

"When we transitioned the company, we streamlined the business to be profitable and expanded the product lines that we took over and, by the end of 1984, we were officially off the ground," Don said. "I handled the rolling stock side of the business while my partner, Jerry Kern, took care of the aggregate sector."

Over the next 10 years, General Equipment & Supplies was appointed the Komatsu dealer for North Dakota and 11 counties in Minnesota and expanded their reach to Bismarck and Minot through purchases and acquisitions. Seeing this success come to fruition was a proud moment for Stockstad as the company’s president.

After 16 years with General Equipment & Supplies, Stockstad retired in 2000. It was at this time that Don stepped up as president and appointed a sales manager for the rolling stock division so that he could focus on the broader aspects of the business while continuing to work closely with both sides of the company.

In the years since Stockstad’s retirement, General Equipment & Supplies has expanded its reach across North Dakota and western Minnesota, and eventually into the Twin Cities metro area and Canada. As the team grew General Equipment & Supplies, they settled down into comfortable lives, having children and growing their families. Don’s son, Jon Shilling, is one of those children who grew up alongside the company.

GENERAL EQUIPMENT & SUPPLIES' CORE VALUES

DO THE RIGHT THING

With all team members, business partners, customers, vendors, and communities.

BE CURIOUS

There is an urge within us to know more because it's within us to solve problems.

HAVE PASSION

Always, in everything we do.

BE INNOVATIVE

Bring ideas, challenge the status quo, and think creatively.

Jerry [Kern] and I are so grateful that Orvis [Stockstad] had the insight, knowledge, and relationships with lenders to get us up and going. General Equipment & Supplies wouldn't be where it is today without his leadership and vision for the company’s future.” - DON SHILLING

Josiah Kopp

DID YOU KNOW?

Don Shilling and Jerry Kern officially retired 40 years to the day after General Equipment & Supplies' founding.

Q: How has having different sectors within General Equipment & Supplies benefited the company?

A: I think that it's helped us balance our market a lot. Sometimes, when one area dips, another picks up. Our aggregate side might boom while rolling stock stays steady, and it can flip the next year, so it brings a bit more security to the operation.

- DON SHILLING

Jon, who is now the current president and CEO, initially began with General Equipment & Supplies by performing odd jobs around the company at 14 years old. "It wasn't really my thing per se, especially in the cold, but my dad, Don Shilling, was teaching me the value of hard work," Jon said.

Jon took that hard work with him to UND in Grand Forks, where he pursued a degree while, of course, working. On the side, Jon grew to love the world of sales while selling cell phones during his part-time gig. With a hard work ethic and several professional interests, it was no certain thing that Jon would end up back at General Equipment & Supplies.

Of course, his father mentioned to him that he could pursue a position at General Equipment & Supplies if he wished, but never pressured him. After graduating with an aviation degree, Jon was just getting his footing when many airline jobs disappeared after the tragedy of 9/11. This tightened the industry's competition, leading Jon to take his father up on the offer in early 2003.

Over the next 13 years, the next generation became more heavily involved as Matt Kern, Don Kern, and Sara Frith (Jerry's children), Tanya Groft, and Steve Stafki, alongside Jon and others, developed their skillsets under the founders' guidance.

In 2016, the oil economy faced a downturn, impacting much of General Equipment & Supplies’ bottom line. Much of their work supplies heavy construction and aggregate equipment to oil exploration companies. "It was a scary time for us, but it was also one of the most pivotal moments in the business for us," Jon said. "Don and Jerry were getting ready

to hand the next generation the 'keys to the castle,' in a sense, during challenging times to push us to step out onto our own path."

In 2017, Don and Jerry semi-retired and the next generation stepped in to begin running the company. Since then, the new generation has found secure footing once again and even expanded to new regions including South Dakota, Iowa, Nebraska, and Duluth, MN. Looking ahead, Jon shared the company's ambitious goals, which include aiming to exceed their financial targets years ahead of schedule.

"Our 10-year target is always in sight, and our objective is to move closer to hitting that goal each year," Jon said. "In 2017, we established a financial goal to hit by 2027. Last year, we nearly hit 97% of that goal, and I believe that we'll exceed our goal ahead of schedule this year."

One way that General Equipment & Supplies stays on track while trying to reach their achievements is through building quarterly revenue goals and determining three to seven major things that need to happen each quarter to help push them towards their target. "We make those goals visible to our employees by connecting either in-person or over a video that shares that information each quarter so that we're all on the same page and can tackle those goals together," Jon said.

General Equipment & Supplies' growth over the last four decades can be credited in part to each generation’s hard work and vision for the company’s future. With each generation that’s stepped in, the company has been forced to adapt and set ambitious goals, yet has still been achieving them consistently.

Q: How do you think that General Equipment & Supplies' transition during a challenging time helped you and the next generation of leaders in the company?

A: All of us, my partners and I, were a little scared. Don and Jerry were our "safety nets," in a sense, with over 35 years in the business. Eventually, Don encouraged us to make our own strategies. While they would review our plans, the responsibility to direct the company's future was ours, especially as we would be taking full control in 2017. We faced some heavy decisions in 2016, but had we not moved as quickly as we had, we certainly wouldn't have been profitable. It was a scary time, but it was also a huge learning curve for myself and my partners.

- JON SHILLING

#1 10 PIECES OF ADVICE FROM GENERAL EQUIPMENT’S LEADERS

Transition during the RIGHT time, NOT during an easy time.

"When Don and Jerry handed us the keys to the castle during a time of hardship, it did wonders for us as professionals to grow into our positions and prepare us for any situations that would be thrown our way. Anyone can take over a business while it's booming, but it's very difficult to take on a transition like that during a downturn as severe as ours was." - Jon Shilling

As General Equipment strides into the future, the leaders shared insights for entrepreneurs and business owners in North Dakota. Check out some of the most notable lessons learned over their careers, and what's helped General Equipment & Supplies grow over the last four decades.

Connect with your team, no matter the distance.

"I'll visit and connect with other branches every other quarter to discuss our current position as a company, General Equipment's quarterly goals, and more. In the quarters that I’m not physically visiting, a video update is sent through our system to employees. Once we get through that, we like to mix in some fun for them. Also, every other quarter, we put together a video spotlighting one of our customers. We make it a point to select customers from different regions to keep things interesting. We go out, chat with them, showcase what their business is, and highlight why they enjoy working with us." - Jon Shilling

A BLAST FROM THE PAST

The Original Leaders of General Equipment & Supplies.

(Pictured Left to Right)

Orvis Stockstad, Jerry Kern, Don Shilling, Gene Hestdalen

Highlight and uplift your team frequently, just like family.

"We also have what we call a 'Quarterly Core Values Champion,' which is someone from our team who embodies our core values. We share stories about their daily life, why they love being part of General Equipment, and what their day-to-day work looks like. We aim to feature different job positions or roles each time so that everyone gets a glimpse into the different positions across our company." - Jon Shilling

"While General Equipment isn't necessarily a family business, we operate like one and make a lot of decisions based on that idea. A big deal for us is our annual post-Christmas appreciation party in Fargo, where all of our employees, whether they're from Williston, ND, or Cedar Rapids, IA, come together. It’s our way of saying thank you and keeping that close, family-like connection strong. It really makes our business feel like a big family gathering." - Don Shilling

#4 #3

Develop a Customer Experience Philosophy (CEP).

WHAT IS A LEVEL 10 MEETING?

A Level 10 meeting is a weekly, collaborative meeting with the same agenda every week to ensure that everyone is on the same page. At the end of each meeting, participants quickly rate the meeting on a scale of 1 to 10 based on how well they followed the meeting format and how productive the meeting was.

#5

Promote frequent communication between employees.

"Our Level 10 meeting system is a big deal here for promoting employee communication. Every team, from the top executives to the technicians, holds structured meetings to keep everyone in the loop. For example, the executives meet every Monday from 7 to 8:30 a.m., and it’s an hour and a half of solid planning and problem-solving. Technicians have their own version, even if it's just 15 minutes, but it's still structured and keeps things consistent across

(Pictured Left to Right)

Jon Shilling, Tanya Groft, Matt Kern, Steve Stafki, Sara Frith, Don Kern

Geneva Nodland

Feedback from customers goes a long way.

"To really nail down what customers want, we ditched surveys and started having real talks with them annually. Our Vice President of People & Culture, Sara, leads this by chatting with a mix of customers. Their feedback has been incredibly helpful, leading to better relationships and even bringing some old customers back. Based on what we've learned, we rolled out a comprehensive training program focused on improving the customer experience, which everyone goes through. It's all about keeping a consistent, friendly environment across the board." - Jon Shilling

Set your strategic plans to paper.

"There's truth in the saying, 'Be careful what you put on paper because it might just happen.' If you don't lay out your goals and the direction that you want your business to head in, and if you're not sharing that with your team, you're only holding yourself back. We make an effort to communicate everything that we can publicly with our employees, so they know exactly where the company is heading. This helps us avoid any lack of communication between employees, manufacturers, and partners." - Jon Shilling

Be

hands-on in everything you do.

"Being hands-on at job sites has helped us understand our customers' needs, leading to better solutions and successful products. Our service department was crucial, providing excellent support that helped us build long-term customer relationships. In essence, we’ve thrived by being willing to get our hands dirty and really understanding the work, which has been key to our success." - Jerry Kern

Q: Reflecting on the 40-year journey of the company, how do you feel about this milestone?

A: When we do the annual employee parties, we always have a theme. Years ago, I went ahead with a theme called ‘The future's so bright, you have to wear shades.’ As I look at the present team that General Equipment has and where the company is going, I would say it's still the same thing. General Equipment & Supplies' future looks very bright. They should all be very proud of what they're building and it's fun to see the direction that they're taking it in. I feel comfortable that we've made the right choices over the years and we're sending it in the right direction.

- DON SHILLING

-DON SHILLING #7

A: When I think back on it, I never would have dreamt that we'd be where we are today, knowing where we started, and it all comes down to the people. I'm proud of the current organization and the next generation. We're transitioning to the second generation and it's been going very, very well, and the thing that makes me the happiest is seeing it continue on with that generation.

- JERRY KERN

I moved to North Dakota when I was much younger, and I noticed a lot of chances to start a business in rural areas around here. If I had gone back to the West Coast, I probably would've worked for someone else instead of having my own business. North Dakota is a great place for business, but you still need to take risks and go after what you want. Stepping out of your comfort zone is key, and I've never looked back since doing just that."

Promote community involvement across your team.

"We encourage our employees to be active in their communities and participate in fundraising activities across the state. We urge them to take time, even during the occasional work hours, to make a positive impact, such as helping with leaf raking. We support our employees by providing them with a $600 fund, which they can use to advertise a cause, join a softball team, or any other community event." - Jon Shilling

RECOMMENDED READING FOR ENTREPRENEURS AND BUSINESS OWNERS

Jon Shilling and the General Equipment & Supplies, Inc. team recommend The Traction Library from EOS (Entrepreneurial Operating System) to any business owners looking to take their business to the next level. According to Jon, this approach has steered the company towards hitting its financial targets more efficiently and has also strengthened the team.

Look to your community to invest in.

"Our growth has really been driven by investing in our people and building strong ties with our customers through education and support. As we were expanding during the initial phases, we were sometimes going into a market that we weren't as familiar with, so we were always on a continual learning curve. But if you focus on hiring good people and continuing the process of education and training, everything will work itself out. You may have issues that come up, but it's important to have people in place who, with a little guidance, can make a big difference." - Don Shilling

As General Equipment celebrates 40 years, there’s a sense of gratitude toward the founders and their families for taking the initial steps, no matter how challenging they have been at the time. Their vision and grit laid the foundation for the General Equipment & Supplies that we know today, which is pushing for a greater North Dakota.

"I want to honor and thank Orvis Stockstad, Don Shilling, and Jerry Kern, and their wives, Diane, Kay, and Jean, for their sacrifices that pushed General Equipment to where it is today. They started with only a little traction, but a strong vision of putting their employees first. We're beyond grateful for them, especially the wives for supporting the home front and allowing them to focus on growing the business. Without them, General Equipment wouldn't exist," Jon said.

"Back in May of 2017, we ran into a Traction speaker at a conference. He wasn’t pushing services, just talking about the books. I saw the value in that and felt it could help us grow as a company. I brought it up with my partners, and they were all on board, thinking it was the right move for us if we were going to do it. Now, seven years down the line, it’s become a big part of who we are. It’s helped us, both as employees and as a team, to dig deeper and develop creative and efficient solutions. We’re over seven years into the Traction journey now, and it’s become central to our culture and core values." - Jon Shilling

To learn more and get started, head to eosworldwide.com/traction-library.

701-223-9700

By Geneva Nodland

Geneva Nodland

elcome to the less glamorous side of FargoMoorhead, where we're diving into the world of the nitty gritty jobs—the folks who tackle the filthiest of work with a smile, or at least some sanitizer. From battling pests to paving over the cracks, these businesses might not be the poster children for glamour, but they sure know how to get the job done.

While we can't promise to cover every grimy detail (because, let's face it, there are only so many pages and a lot of hardworking individuals here), rest assured, we'll be serving up a hearty helping of variety—from dumpster dives to sewer backups and everything in between.

So, grab your hazmat suit and prepare to wade through the muck and mire of the FM's less-than-glamorous gigs. It's gonna be messy, but hey, someone's gotta do it, right?

Advanced Striping and Sealcoating is

a certified Dirty Job!

eet Advanced Striping and Sealcoating, where the daily grind is literal—grinding pavement that is. Located in Fargo, this company has been rolling out pavement services since 2009, transforming the mundane task of parking lot pampering into a dirty, gritty art form.

Founded by a local, Tyler Anderson, who turned his passion for pristine pavements into a full-service asphalt maintenance empire, Advanced

Striping and Sealcoating is the force behind the well-maintained parking lots and driveways that make a first great impression without you even realizing it. They're covering every crack, crevice, and line with a master's touch.

Proudly calling themselves the "one-stop shop" for pavement needs, Advanced Striping and Sealcoating is also proud to call their work what it is—dirty.

Top 3 Dirtiest Tasks

Before completing regular parking lot maintenance, the team cleans out the deep cracks and low areas in parking lots and driveways. This requires blowing out the cracks in asphalt and cleaning dirty areas that fill up with dirt/garbage/ debris to leave the customer with a clean and quality product... sounds dusty.

Drains are another situation that needs some pre-work. So, the team will find themselves climbing into sewer drain catch basins to repair the catch basins before patching the asphalt around drains. Do you think they've ever seen Pennywise?

Office Administrator Amanda Hoffman said it best: "Sealcoating asphalt can sometimes leave our employees covered in black sealer, almost as if they were playing in it, instead of spraying it on the lots."

If this work is so dirty, how do they staff the jobs? Well, the company's philosophy and goals to leave customers with refreshed and safe projects and make parking lots look great again trickles down to each employee. But, that culture isn't natural, it's cultivated.

Tips to Dirt-Proof Your Team

(even for the dirtiest jobs)

"Treat your employees like you would treat your family."

"We have company get-togethers so we can get to know our employees outside of the workplace."

"We promote a positive work environment, have competitive wages for this field of work, and offer bonus incentives to all our employees."

"At Advanced Striping, we believe that happy employees are key to delivering superior results. That's why we prioritize creating a workplace that values camaraderie, safety, and personal growth."

- Office Administrator Amanda Hoffman

Hiring?

Yes! They're always looking for employees with experience in the industry, but they're willing to train the right candidates too!

NEW Services!

We know Advanced Striping and Sealcoating offers all services related to asphalt maintenance, but they now offer concrete work as well— with over 100 years of combined experience from their team by the way.

Profits in the Potholes

Just because it's dirty work doesn't mean there's no paperwork! These are some of Advanced Striping and Sealcoating business recommendations and resources for businesses!

Pavement Software Solutions

"It streamlines customer data info, we are able to create bids and save the history of work we have completed for our customers. We can also schedule and invoice directly through it."

Absolute Studios

"They do an awesome job at keeping up with current trends and promoting our business everywhere." absolutestudios.com

Organic Marketing

"We have very loyal customers, as well, so we obtain a lot of work by word of mouth. You might have seen our yard signs all over town, as we love to market our finished product."

DID YOU KNOW?

The asphalt maintenance industry is a rapidly advancing one when it comes to technologies, and Advanced Striping and Sealcoating has entered the chat. With the investment of a high-tech machine that applies the seal coat material by squeegee rather than hand spraying, the workers using the tech will find far less emulsified asphalt sealer clogging up their washing machines, homes, and themselves!

Learn more about this dirty job!

/advancedstriping

Top 3 Dirtiest Tasks

Imagine a home turning into a metropolis for cockroaches, especially thriving in the nooks of kitchens and bathrooms.

When Prairie Pest Control steps into a scene like this, it’s not uncommon to find cabinets, drawers, and appliances teeming with tens of thousands of these unwelcome guests. Often found paired with this thriving cockroach community, the team will navigate through spaces overwhelmed by clutter or hoarding, making their mission to reclaim the home nothing short of heroic (and gross).

Hiring?

Yes! Prairie Pest Control is hiring and looking to add a pest control technician to the ever-growing team.

Bed bugs aren't just annoying; they're invaders that turn bedrooms and living rooms into their personal diners.

Prairie Pest Control encounters scenes straight out of a horror movie, with infestations that have been neglected, sometimes for years, leaving behind a trail of droppings, shed skins, and blood spots.

With rodents, the mess is guaranteed. These intruders weave through homes and businesses, indiscriminately leaving droppings and urine in their wake. Prairie Pest Control's expertise comes into play, using a mix of trapping and baiting techniques to both clear out the current infestation and to ward off future unwelcome guests. FYI—long-term infestations can be a real health hazard, potentially spreading disease through their droppings, making urgency a top priority for the team.

Where Extermination Meets Administration

Field Routes

"We use a software called Field Routes. It allows us to keep a comprehensive list of all our current and past customers, what we have done for them, and any specific notes pertaining to them." Nick said. The team also utilizes some of the other features provided by Field Routes like emailing, texting, and customer portal services and their advanced GPS route program. "It has been a game changer since moving to this specific software," he said.

You may not think that someone wakes up and dreams of being in the pest control business... but, thank goodness for those who do. For this team, it's the good fuzzy feelings of helping people out that drives them, and it's the knowledge of not only the pest control but the pests themselves that pushes them to grow with each job. Due to that neverending learning journey, the team has developed a variety of services that require some good old-fashioned elbow grease—check it out!

Residential Services

Seasonal and year-round treatment for pesty creatures like rodents, spiders, ants, Asian beetles, boxelder bugs, ticks, hornets/wasps, and more.

Commercial Services

Year-round, prevention services are available to control pests inside and outside your business.

Specialized Services

Of course, they treat spaces for bed bugs, cockroaches, fleas, and commercial fly control—all wonderfully dirty jobs, but Prairie Pest Control also proudly works with rental properties and community living buildings with the control of pests—communal spaces being a common spot for the unwanted critters to thrive.

"We can't forget about our spider and spider web control at the lakes either, with a wonderful seasonal service that helps rid your lake home of spiders and spider webs," Nick said, one area that a lot of locals could utilize!

Learn more about this dirty job!

/PrairiePest

Dirty jobs or issues are an ever-changing thing. Each job presents different challenges that we have to deal with in different ways. The attention to detail and continued education on pests and products that we have at our disposal helps with each new 'dirty job,' When presented with extremely dirty jobs we have a team of not only pest technicians but others in the community that we can rely on to meet the challenges head-on and work together to get the job done right for the customers."

- Owner & Manager Nick

Stokke

DID YOU KNOW?

MinnKota Recycling processed and marketed 60,000 tons of recyclable materials in 2023 alone!

Top 3 Dirtiest Tasks

Inside the facilities, MinnKota's sorting team dives into the mix of materials collected from curbside pickups, drop-sites, and commercial hubs. This task is spent distinguishing different types of materials to ensure that every recyclable finds its way, and every unrecyclable is out of there. Gloves are necessary, grit is recommended.

Out in the field, MinnKota’s collection crew ventures into the landscapes of commercial businesses, like restaurant kitchens and university halls, to gather valuable materials destined for the facility—this means going around to each bin and collecting the trash to be turned anew, but it's also like taking out the trash, so ew.

Once sorted, there are teams pushing and piling and pivoting around the final steps of the process—they're literally pushing the material into the machines to make bales. Bales of metal, paper, magazines, or whatever it may be to be shipped off to another plant for reuse. This is less invasive than picking through the garbage, but laborsome nonetheless.

If this work is so dirty, why are there people doing it? The simple answer, it's rewarding.

"This is a challenging industry but knowing we are doing some good for the environment and local economy, and providing jobs that offer sustainable solutions to managing these communities and others' recycling needs, motivates us," Sales Manager & Certified Secure Destruction Specialist Mary G. Aldrich said.

Tips to Dirt-Proof Your Team

Competitive pay

Positive work environment

Opportunity for training

New Americans hires (even for the dirtiest jobs)

Learn more about this dirty job!

While the company has been around for decades, there's always room to grow!

"I started with the company in 1996, and since that time we have expanded into brokerage services, offering other communities recycling options that would have never been available in small towns," Sales Manager & Certified Secure Destruction Specialist Mary G. Aldrich said.

Crunching Numbers and Cans

Just because it's a dirty job doesn't mean there's not a mix of dirty and office tasks to be done at MinnKota Recycling. Here are some of the software and marketing techniques that fit this company!

RouteOptix

RouteOptix is a software system that enhances route planning, scheduling, and customer management for businesses like MinnKota Recycling. It optimizes routes for efficiency, manages dispatch and customer interactions seamlessly, and provides real-time tracking and reporting to improve operational performance.

Outlook & Direct Marketing

Educational outreach and community partnerships are key in marketing—both of which MinnKota has put effort into doing—as they enhance visibility and promote public participation in recycling. As well as getting knowledge of their certifications into the eyes of the public, especially considering that they were the first!

Organic Marketing

"We have very loyal customers, as well, so we obtain a lot of work by word of mouth. You might have seen our yard signs all over town, as we love to market our finished product."

DID YOU KNOW?

MinnKota was the first NAID AAA-certified facility in North Dakota—NAID AAA certification is a mark of excellence that ensures data destruction services adhere to the highest standards of security and privacy protection.

As we go about our days, one thing will remain certain—there will always be trash. But, it's businesses like MinnKota Recycling who take on the job of not only getting their hands dirty by sorting it but being part of something larger by giving that waste a new life, one trash bale at a time!

Clean it or Can it is a certified Dirty Job!

Did you know?

After finishing up customers' bins, the team at Clean It or Can It disposes of the "gray water" at a regulated dump station. This eco-friendly practice ensures that the murky water, a byproduct of their cleaning process, stays out of the streets and helps maintain a cleaner, greener community.

ounded by Jordan Vittitow, the woman-owned and family-run venture, Clean It or Can It puts a fresh spin on trash talk with its simple yet complex services—to clean your dirty garbage bins.

Since its inception, Clean It or Can It has revolutionized curbside appeal by turning your bad-smelling trash bins anew. First, they document the grime with a "before" photo, then unleash the power of high-pressure rinses, scrubs, and eco-friendly practices, ensuring your bins are not only clean but also eco-responsible. After a meticulous detailing and a touch of deodorizer, your bins are reinstalled at your home,

fresher than ever, and of course, complete with a photo in their full "after" glory.

Proud to serve a diverse clientele, including many who can't tackle the task themselves, Clean It or Can It has proven itself a dirty, but appreciated business in the community. They tackle the tough job so you don’t have to, with their work even preventing pest problems as well as providing peace of mind with every bin they freshen. No task too dirty, no bin too cruddy, Clean It or Can It stands ready with their custom-built cleaning rig—with the perfect balance between affordability and quality, making this dirty job a win for all!

Top 3 Dirtiest Tasks

The Clean It or Can It team regularly faces a challenging task: confronting pools of thick, smelly sludge at the bottom of bins. This unsavory mixture is often made up of rotting fruit juices, spoiled milk, and even fecal matter from broken bags of dirty diapers. These jobs are particularly unpleasant and potentially hazardous for customers to tackle themselves, which is why the team suits up with professional cleaning equipment and protective gear, including masks, gloves, and eyewear, to handle the cleanup efficiently and safely!

You might find your garbage bin is only partially emptied, with waste materials stuck clinging to the bottom. This common issue arises when garbage trucks can't completely empty the cans, leaving behind unwanted trash that requires further attention. The experts at Clean It or Can It are skilled in dealing with such scenarios, stepping in with their specialized tools to ensure that every last bit of refuse is removed, leaving bins clean and customer-friendly.

Encounters with maggots, flies, and other insects are frequent for the Clean It or Can It crew, particularly when they discover bins contaminated with fecal matter, pet waste, and decaying food. These pests not only create an unsightly mess but also pose health risks due to the bacteria and viruses they can carry. The team's thorough deep cleaning processes are critical in eradicating these infestations, ensuring that the bins are sanitized and safe for residents to handle, thereby maintaining community health standards.

Why Get Down & Dirty?

As gross as the job can be, the crew finds motivation to do it by, as Owner Jordan Vittitow said, "solving a problem for the community." It's a service everyone can benefit from—and it's an accessible and affordable one at that.

"We have a lot of disabled customers that simply cannot do the job themselves, we like to know we're helping someone who needs it at the lowest cost possible. We also know many people are very concerned about germs for their health and some people simply get easily grossed out; it's a job they don't want to do but need to be done, and we're willing to do it for them! It's a win-win," Jordan said.

Selling the Shine

more about

dirty job!

While it's almost a no-brainer to want to keep your trash bins clean, it's not an easy task to keep up on—and that's exactly why Clean It or Can It began, but being a small business, they still need to get their practical services in front of people. To do that, they use a variety of marketing tools that work for them as a small business, check it out!

Facebook

posts and reels

There's no better way to prove a service's skill than to see the finished product, and the Clean It or Can It socials show off their best work, from grime to shine!

QR Codes

After completing a job, with permission from the client, the crew will smack a sticker onto the bin with a QR code to the Clean It or Can It booking site. So, while the cans are new and sparkling, potential clients can easily see what the business does and directly book if interested!

Promos

"We have also run a promotion for the first 10 disabled veterans to contact us and request a free trash bin cleaning," Jordan explained. Clean It or Can It is a 100% disabled veteran-owned business, so the team came up with a marketing promo to benefit their community— keep your eyes out for another soon!

Partnerships

Clean It or Can It teamed up with Above and Beyond Cleaning Services, a highly acclaimed, woman-owned company in Fargo. This partnership allows customers to book both home cleaning services and bin sanitation from a single platform. They compliment each other, taking care of the inside and out and, making it a comprehensive clean-up package for any homeowner!

Clean It or Can It operates with a custom-built rig, specially designed to tackle the grime of garbage and recycling cans. They prioritize safety, wearing masks and eyewear to protect against the nasty splashback from toxic bacteria lurking in the bins. Their approach is straightforward, focusing on quality and affordability, to make this service accessible to all!

Rainbow Restoration is

a certified Dirty Job!

eet Rainbow Restoration of Fargo, the heroes who make sure the disasters you face don’t last. Founded by Ned Halilovic, who also leads Ambassador Cleaning, and run by a small, invested team, Rainbow Restoration offers the craft of turning calamities into comfort. Their team specializes in tackling the toughest of clean-ups: fire damage, water disasters, and mold mayhem—and that's just the tip of the iceberg.

As a full-service restoration powerhouse, they’re known for quick and effective clean-up of the aftereffects of water damage, a

frequent menace in Red River Valley. Whether it's a commercial space or a residential one, Rainbow Restoration rushes in where others might tread lightly.

But the dirt doesn’t stop there; the team also dives deep into some of the most daunting scenarios imaginable. In one instance, imagine stepping into an abandoned house overrun by hundreds of cats. In another, with their IICRC certification, they're also the unsung heroes in biohazard cleanups, from meth labs to crime scenes, tackling tasks that are as essential as they are unspoken.

Top 3 Dirtiest Tasks

When a sewer backup strikes, the Rainbow Restoration team is called to handle one of their most demanding and frequent services. This severe type of water damage isn't just about removing water; it involves addressing a deluge of sewage that infiltrates homes and businesses with hazardous biological materials. The cleanup process can require water extraction, debris removal, and disinfection of all affected surfaces. In the worst cases, technicians navigate through pools of waste, and in the best... well, the best is when people remember to check their sump pump!

Extreme hoarding or animal infestations have led to some of the crew's dirtiest jobs—if the cat story mentioned earlier wasn't proof enough. The team had to navigate through several feet of accumulated feces and extensively damaged structures, requiring them to gut much of the property. The intense odor and extensive contamination made this a standout challenge in terms of complexity and sheer grit required!

Both physically and mentally, the severe biohazard cleanup jobs stick out. Trauma scene cleanups, particularly involving deaths and severe accidents, present unique challenges. These jobs not only require meticulous cleaning to remove biohazards like bodily fluids but also demand strong mental resilience from the team.

like, "What pipe broke to cause this," or "What was the person doing before this happened?"

Booking the Business of Dirt

Like many service-based industries, where trust and reputation are at the forefront of their strategy, Rainbow Restoration relies on traditional marketing with a solid tag-team approach alongside their sister company, Ambassador Cleaning. This allows them to pool resources and share a customer base. Here are some of their tools!

Community Engagement

Ned, the driving force behind Rainbow Restoration and Ambassador Cleaning, knows his businesses aren't just about showing up, but about being a recognizable and trusted face in the community. By being active in the community, Ned has turned the dreaded "Oh no, something's wrong" call into a "Thank goodness I know who to call" moment. This approach has created a network of regular customers who rely on his services not just out of necessity, but out of trust. Word of mouth, powered by positive community impact, turns out to be the best advertisement!

Xactimate

Rainbow Restoration relies on a fantastic tool called Xactimate, a software system that speeds up job estimates and ensures pricing accuracy after disasters like floods or fires. This tool crunches numbers and pulls in the latest regional cost data, so when Rainbow Restoration hands out a repair quote, you know it's fair and vetted. It’s one of their secrets to offering quick, reliable service! Keeping the process transparent and the restoration impeccable.

Driven by diversity in their daily work, Rainbow Restoration’s team thrives on the unpredictability of their calls. From mundane carpet cleanings to urgent, all-hands-on-deck restorations, every day brings a new challenge, along with a story. While it's hands-on dirty work, the "why" behind a job is just as intriguing as the grime itself—the team asks questions

With the unique synergy between Ambassador Cleaning and Rainbow Restoration, they seamlessly integrate and leverage resources, ensuring that no job is too big or too dirty to handle. For the small but mighty Rainbow team, a dirty job is just another day.

By Brady Drake

Acquisition

Spree

Advanced Business Methods Adds 4 Businesses

in Less Than a Year

dvanced Business Methods (ABM) has been a strong business in this region for over five decades. However, like many other businesses in the printer and copier sector, ABM has encountered a stagnation in growth as the demand has plateaued. Rather than sitting back and staying comfortable, ABM has adopted an aggressive expansion strategy, acquiring four businesses in less than a year. This bold move is designed to diversify its service offerings and rejuvenate its core operations by securing competitive advantages in an increasingly complex industry landscape.

To learn more about these bold moves, we interviewed President Jeff Ellingson, Director of Service Wes Henry, and Vice President Ben Nelson.

Josiah Kopp

(left to right) Director of Service Wes Henry, President Jeff Ellingson, and Vice President Ben Nelson

Acquiring TrueIT

perhaps unsurprisingly, ABM's first acquisition was arguably its most important—its acquisition of TrueIT on July 11, 2023.

Before the acquisition, ABM only had printer copier solutions while a growing number of printer copier companies were also getting into managed IT services. So, rather than try to start from scratch, they added 16 employees and a topnotch IT department by acquiring TrueIT.

A Long Time Coming

"To be honest, we've been looking at doing this for 12plus years," Nelson said. "Between these two industries, you're really dealing with a lot of the same businesses and people. It just makes sense to have both. These days, customers are looking to have one solution provider for all of their needs."

"Now, we're able to provide a total offering to our clients," Ellingson said.

Patience is a Virtue

"We waited for so long because we were doing a lot of market research and IT is a lot more competitive," Nelson said. "And, to be honest, we had been doing what we did well at ABM for 53 years and we just didn't have the need to get into something we weren't familiar with—that's why we teamed up with TrueIT. It made a lot more sense to acquire a company that already had a customer base as opposed to trying to start from scratch."

The Right Fit

"Zac Paulson (former CEO of TrueIT and current director of product and strategy at ABM) and Wes are just amazing people and we knew they provided a great level of service," Ellingson said. "Their core services also matched up with what we were expecting from an IT company, and our visions for the future matched. So we know we have the right fit. It's just about trying to get the two cultures to mix."

Now, ABM is able to offer the same IT services that TrueIT did which include a Core Contract, a Foundation Contract, and a Security Contract. (Which ABM has renamed to True Secure, True Managed, and True Support) And, they've delivered those services well enough to keep most of their clients for a long time.

"It's simple, it's easy, and clients understand what they are getting," Nelson said. "We've had some crossover in terms of having some of the same clients over the years and we've heard nothing but good things about TrueIT."

Did you know?

ABM is an ESOP. According to their leadership team, this has helped them complete this recent string of acquisitions.

"When these owners are ready to sell, they usually don't want to sell to a big corporation," Nelson said. "They want to give back to their employees and working with us allows them to do that without having to set up an ESOP themselves, which can be expensive."

Did you know?

Wes Henry spent 11 years building TrueIT before joining the ABM team.

Josiah Kopp

Integration Challenges

"It's a challenge. I think it would be less of a challenge if we were all able to be in the same office right now," Ellingson said. "We've had some gatherings to try to integrate our team, but it's definitely a challenge. I don't have a magic bullet. It'll help once we can get under the same roof."

"The tenure of ABM's staff is very long. They have a lot of people that have been there for a long time," Nelson said. "Our average tenure is about 17 years whereas TrueIT's tenure is about 3 years."

"One of the things that made our businesses a good fit for each other as companies, but also makes it a little bit harder for the cultures to mix, is the fact that both of our organizations were very tight-knit," Henry said. "That's great, but when we get together, it also makes it harder to have people mingle with new people."

Cross Department Collaboration

"Another thing we have done to try and get everybody working together is cross-department meetings. Our sales reps within the two divisions meet on a regular basis. It's the same with our service reps," Ellingson said.

"We're starting to find areas where we can each take advantage of each other's services," Nelson said. "We're seeing the help desk teams helping each other. We're seeing sales teams booking appointments for each other. It has come a long way in a short amount of time."

Establishing Trust

"After we made the announcement, one of the first things we did was sit down with every individual employee one-on-one," Nelson said. "We did that so we could let them know what we were doing here and so that we could have a chance to listen to them and just try to understand them and figure out what we could do to help them with the transition."

"We really also wanted to just get to know people," Ellingson said. "It's about building relationships and building trust."

The gatherings have included a team barbecue, team breakfasts, a trip to Suite Shots, and a number of other random events help the team bond. This is a crucial step for building team chemistry.

Handling Logistics

"Right off the bat, there was a plan to integrate the service management and accounting systems. It's really important for all of the billing to roll up into one system for centralized financials," Ellingson said. "This is also important because we want to make sure that customers feel like they're working with one company. We don't want them getting five different bills. Getting all of that rolled together is a big undertaking. After that, it was really important for us to get everything into one phone system and one email system."

"We're also rolling out Microsoft Teams throughout the organization to have more instant communication," Henry said.

Acquiring Millennium Systems Technology Inc.

rior to September 1 2023, ABM already had a presence in Grand Forks, ND, but they didn't have the IT presence they wanted to. So, they acquired Millennium Systems Technology Inc.

Millenium Systems Technology Inc. was a single-employee business owned by Terry Dvorak who, after the purchase, now works as a Network Administrator for ABM.

"Pretty much all of his IT customers were also copier customers of ours," Ellingson said.

"This acquisition really made perfect sense for both sides," Nelson said. "Terry is at an age where he wants to take vacations. He wants to retire at some point. With ABM, he found an opportunity to move towards that. He took his first vacation a couple of months ago."

"This wasn't a huge acquisition," Nelson said. "But it was big enough where it just made sense."

The Integration Team

Once a week, ABM holds integration team meetings where managers from every department sit down and collaborate on how to move forward.

"One of the great things about these meetings is that it's not just a topdown structure," Henry said. "There is a lot of bottom-up feedback that gets brought into those meetings. If there's a change we made that isn't working for the people having to deal with that process, there is a channel for that feedback to reach our integration team to figure out a solution."

Challenges

"The biggest challenge has been integrating Terry’s customers into the services that we offer," Nelson said. "Being a single-employee business, there's only so much product vetting Terry was able to do and only so much time he had to devote to keeping up with things going on in the industry. We have a much larger array of products to deliver so it has been a process getting his customers over to those services that we offer."

"There was some pushback from his clients," Henry said. "It wasn't anything too bad. There was just some concern because they were used to always working with the same person. He knew them really well and they were concerned about all of a sudden having to work with a big company that wouldn’t care about them. I think we've gotten past those concerns though."

"Along those same lines, we had the issue of getting customers to operate using a ticketing system," Nelson said. "They were used to calling Terry directly, but he can't take those vacations if people can reach him that way."

In 2021, global mergers and acquisitions surpassed $5 trillion globally.

Resources

Amaris - ABM utilized a consulting company called Amaris, which helped them learn the ins and outs of acquisitions. A strong CPA or accounting firm A good attorney

Acquiring Central Business Systems

Recently, there have been a number of competitors that have moved into the metro area, but ABM is fighting back by securing a stronghold on the state. Their acquisition of Central Business Systems in Jamestown, ND, which added seven employees to their roster, only strengthened their grip.

Securing the Homeland

"This was a very strategic type acquisition for us," Ellingson said. "We've been strong in the whole state of North Dakota for years, but Central Business Systems has had a really strong hold on the central part of the state around Jamestown. They have their local customers. So, it helped us get that part of the state we didn't really have and the owner was just ready to sell. This acquisition keeps our competitors from moving further into the state. We want to control the state."

Keeping the Name

When acquiring businesses in smaller communities, ABM believes it is important to keep the name that was in place.

Expanded Offerings

According to the ABM leadership team, an important reason for these acquisitions is to diversify. They realize that print is not going to boom anytime soon. It is maintaining, but they want to position their company for a healthy future.

"They sell different machines that we don't have. They sell Kyocera, which we were looking at getting into," Ellingson said. "Beyond offering just the copier and printer solutions, they also sell computers. They're basically like the Best Buy or Radio Shack in Jamestown. So, if someone needs a computer, a printer, a cable, or anything like that, they go to Central Business Systems. They also have a big document shredding truck. So, this acquisition allowed us to add a couple of things to our portfolio that we didn't have before."

Keeping Leadership in Place

Throughout all of these acquisitions, ABM has kept the employees on staff that were in place at the time of the acquisition. According to them, this is a source of strength.

"When you are trying to learn how to run a business that you haven't been involved in before, like document shredding, it takes about a year to have a real understanding of the market," Ellingson said. "That's why we've kept the management team in place at Central Business Systems. They have the answers that we don't have. We try to pick their brains as much as we can."

"I've been involved with mergers and acquisitions before where owners will come in and think that they already know better how to run that organization," Henry said. "So they come in and start changing things right away on day one. That has a lot of negative consequences. In the end, you might get to a good place, but doing it this way has a demoralizing effect on all the staff because they feel like the rug’s getting pulled out from under them. The decisions being made also often don't have enough context behind them to be the right decisions. ABM has tried to keep things working the way they are working while we find out what is good and what is bad."

Acquiring The Office Shop

Scott and Jodi Johnson

sold The Office Shop of Brainerd, MN, and Aitkin, MN, after 41 years of ownership to ABM in order to work more on a side business that is a passion of theirs.

For ABM, the aggressive acquisition which added another 17 employees to their team, is one full of potential.

Playing Ball

"We're starting to play offense a little bit now," Ellingson said. "There have been a number of companies that have moved into our backyard from Minnesota. Now, we're moving into their backyard and playing ball."

Tons of Potential

"There is a ton of potential with this location," Ellingson said. "All of their business right now has come from someone calling them or walking in the door."

Advanced Business Methods x THE OFFICE SHOP

Diversification

"In addition to copiers and printers, The Office Shop sold office furniture and supplies," Ellingson said. "We are going to keep all of that intact."

Keeping the Name

"They're really locally embedded into the communities in that area," Ellingson said. "They're really old school in that way. They still fill delivery trucks with paper and supplies every day and go out to all of these little communities in the area. It's an interesting way to compete against ecommerce. When you order a case of paper with them, they bring in the case and set it by the copier, not just drop it at the front door. It was also really important to the community and to the previous owners that the company stay locally owned and since ABM is an employee-owned company, we were able to offer that."

Check out the North Dakota businesses on the 2023 Inc. 5000 list!

By Geneva Nodland

he Inc. 5000 list is an annual ranking compiled by Inc. Magazine, which celebrates the remarkable achievements of the fastest-growing privately held companies in the United States. This prestigious list showcases these companies' year-overyear growth and highlights their strategies, challenges, and ability to innovate in competitive sectors. Featuring a diverse range of industries, from technology and healthcare to business services and retail, the Inc. 5000 list provides a unique view of the entrepreneurial spirit that drives the American economy. Why are we talking about it?

In North Dakota, a handful of ambitious businesses have distinguished themselves by making it onto this list, reflecting the business environment and entrepreneurial passion within the state. These companies, through local resources, embracing a culture of innovation, and maintaining strong community ties, have succeeded in a big way. Their stories are a part of North Dakota’s growing reputation as a hub for business innovation, and we want to highlight these companies that have propelled to a national stage!

Did YOU KNOW?

Before we get started, here are some interesting facts about the Inc. 5000 list.

by the Numbers

The Inc. 5000 list includes stats on each individual business, as well as by state, industry, and even metro. In 2023, the state of North Dakota, through these businesses, totaled some pretty cool numbers—check it out!

202% Median Growth

729 Jobs Added

5 Repeat Honorees

How do they track jobs?

The Inc. 5000 list tracks new jobs by asking companies how many people they employed at the start and end of a threeyear period. This way, Inc. can figure out how many new jobs were created by each company during that time. By adding up all the jobs from all the companies on the list, they can show how these growing companies are helping to create more jobs overall. This job growth number helps people see not just how much money these companies are making, but also how they're helping the economy.

What is the median growth for the Inc. 5000 list?

The "median growth" on the Inc. 5000 list is like finding the middle score in a game where companies compete to grow their money. Imagine you line up all the companies by how much they grew over three years—from the least to the most. The company in the middle of this line is where the median growth is. This number tells us how much the typical company on the list grew. If the median growth is, say, 150%, that means half of the companies grew more than 150%, and the other half grew less. This helps us understand the typical growth among these fast-growing businesses.

#409 Great States Construction

3 Year Growth: 1,414%

Industry: Construction

Repeat Honoree! No. 1275 (2022)

Great States Construction, based in Fargo, was founded by Michael Casper in 2016. They've rapidly grown into a multi-state firm known for their range of commercial construction projects, including retail spaces, medical offices, restaurants, as well as multifamily housing communities. The company utilizes a collaborative approach by involving clients throughout the project process.

The company offers a full spectrum of construction services that cover the entire project lifecycle. They have you covered with a toolkit that spans from the idea stage and planning to the ribbon-cutting and beyond. Whether it’s a towering industrial complex, a trendy commercial spot, cozy apartments, or

We are incredibly proud to make the Inc. 5000 list two years in a row," Great States Construction President Michael Casper said. "In college, I would read the Inc. magazines and dreamed of making the list. We’ve worked so hard over the years, and this is a pretty cool way for our team to be recognized for our growth."

revamping spaces for the perfect tenant fit, they're all about nailing it with top-notch solutions tailored for clients.

In their project playbook, you’ll find a detailed and clientfocused six-step process, including planning, design, preconstruction, construction, owneroccupancy, and post-construction phases. This structured approach ensures quality, meeting the gold standards of their rigorous resume and trusted team.

Curious to see their handiwork or maybe even start a project of your own? Head to greatstates.com and peek at their project portfolio!

/GreatStatesConstruction

@GreatStatesConstruction

Despite their success, Great States Construction is still relatively unknown in its hometown of Fargo. To reach their full potential, President Michael Casper explained how the company has ventured into various markets, learning the unique dynamics and community traits of each new city. This strategic expansion involves extensive coordination and adapting to numerous challenges, but is all worthwhile for the business' growth!

#1,003 Northland Vapor Company

3 Year Growth: 592%

Industry: Retail

New Honoree!

Based in Fargo, Northland Vapor Company is known for its extensive range of vaping and CBD products. Founded by individuals with a mission to help smokers quit, Northland Vapor emphasizes offering a variety of products like e-liquids, CBD items, and even non-vaping-related goods like candles.

The company has recently expanded its presence by opening a new flagship store at the Gateway by EPIC in downtown Fargo. This location complements their existing stores across multiple locations including Sioux Falls, SD, South Fargo, Moorhead, MN, and Bemidji, MN.

to its adaptiveness in the rapidly evolving vape and CBD industry and made possible by the team's understanding of said industry's trends. You'll find the CEO and Founder Brett Erpelding taking into account meticulous market research as well as active participation in trade shows to stay ahead of product developments and regulatory changes, which are volatile in the industry.

With the constant influx of so many new and ever-changing products, and with safety at the forefront of what they do, they prioritize research and standards. But, it's innovation that is at the heart of their strategy.

GOALS

The goal is not just to maintain their growth rate but also to explore new avenues—one of those being a nonalcoholic bar and further developing their in-house product lines!

Looking Ahead

Northland Vapor is particularly excited about the potential expansion into the recreational cannabis market in Minnesota. They are closely monitoring developments in the FM area and planning to use their position in the market for low-potency hemp edibles as a stepping stone to explore new business opportunities!

Inclusion in the Inc. List is an honor that we greatly cherish. It is truly remarkable to showcase our growth and achievements to a nationwide audience. Our pride in our company and the dedicated employees who contribute to our success is immense. Their unwavering commitment is essential in helping our company grow, and we are immensely grateful for their contributions."

- CEO & Founder Brett Erpelding

Josiah Kopp

#2,658

Onsharp

Onsharp, founded by Joe Sandin, is an innovative company specializing in creating high-quality websites, apps, and software solutions that help clients grow their businesses. Based on a strong sales and business development foundation, Onsharp has effectively driven growth by connecting with business owners and executives to enhance their technological reach—not exactly a novel idea, but done extremely well.

Over the past few years, Onsharp has experienced significant growth, primarily driven by a dynamic sales team and a talented development team. These teams have been essential in delivering tailored technological solutions that meet the unique needs of their clients. The firm has also focused on refining its recruitment processes to overcome challenges in talent acquisition, a common hurdle in the tech industry.

Innovation at Onsharp comes from a culture of curiosity and a willingness to embrace change—qualities that

3 Year Growth: 202%

Repeat Honoree! No. 2588 (2022)

are indispensable in the tech world. By continually researching and implementing creative solutions, Onsharp stays at the forefront of technological advancements, including the use of AI to enhance customer experiences.

Looking forward, Onsharp aims to expand its offerings by transitioning to a combination of product and service solutions, leveraging over two decades of experience in web and mobile app development. This strategic shift is intended to provide even more value to their clients through new software products that streamline operations and improve customer interactions.

By continuously adapting to industry trends and focusing on sustainable business practices, Onsharp is poised to remain a leader in technology development and client services. Learn more at onsharp.com

/Onsharp

Innovative Culture

"We see every project as a new adventure and are always exploring creative solutions to push the boundaries of what's possible in technology," Founder Joe Sandin said. This innovative drive helps Onsharp maintain its competitive edge in a fastpaced industry.

Advice?

Joe reminds new entrepreneurs to be patient and focus on building a stable and profitable business rather than chasing rapid, unsustainable growth. "Focus on creating repeatable systems and processes to sustain growth," he said.

Being on the Inc. 5000 list is a testament to the hard work and dedication of our entire team. It's not just a few people; it's everyone together that achieves such milestones."

- Onsharp Founder Joe Sandin

#4,466 Stoneridge Software

3 Year Growth: 95%

Industry: Software

Repeat Honoree! No. 4449 (2022), No. 2823 (2021), No. 2806 (2020), No. 2810 (2019), No. 3661 (2018), No. 1150 (2017)

Stoneridge Software, based in Fargo, is a prominent Microsoft Solutions Partner specializing in a comprehensive suite of Microsoft Dynamics solutions. The company, known for its expertise in Microsoft Dynamics 365, Dynamics AX, NAV, GP, and CRM, focuses on delivering software solutions and services made to enhance business operations across various industries like manufacturing, agriculture, construction, distribution, and professional services—making their reach far and their potential impact large.

Founded with a commitment to client success and satisfaction, Stoneridge Software provides services from implementation and consulting to training and support, from a client-centric approach.

They have seen significant growth over the past few years, primarily driven by their strategic focus on the team—a focus at the forefront from the beginning. They know the individuals on the team are key to delivering high-quality product implementations, which in turn helps transform their clients' businesses; and, that commitment to client

service has also been a critical growth driver. By continuously expanding their offerings and deepening their expertise in niches, they have managed to both retain existing clients and attract new ones. Their geographic expansion across North America, including the U.S., Canada, and Mexico, has broadened their client base and service reach.

Stoneridge Software faced its challenges in structuring the team for sustainable growth by strategically developing leadership and hiring.

The success of Stoneridge Software is not just a result of internal efforts but also the support from the local communities and economic development programs in both North Dakota and Minnesota. This community and governmental backing have been crucial in their journey, reflecting a well-rounded approach to business growth and sustainability.

For more detailed information, you can visit their website— stoneridgesoftware.com

/StoneridgeSoftware

Stoneridge Software has multiple other accolades from INC., including:

Inc. Best Workplaces: 2020, 2019, 2021 Regionals Midwest No. 159 (2021), No. 237 (2020)

Did you know?

Early on, Stoneridge adopted the principles from the book “Traction” by Gino Wickman, which emphasizes vision, people, data, issues, process, and traction as key components of business success. These helped shape the company’s values and vision, providing a solid foundation for growth and cohesive team dynamics!

Goals

Growing at the rate of opportunity:

Stoneridge’s growth rate is correlated to Microsoft growth rate and the macroeconomic environment. "Now that we’ve achieved this threshold, we might grow at a slower rate than in recent years, but will still grow with expanded services and geographies. The larger you get, the harder it is to grow at the same pace," Senior Brand Manager Leah Baker said.

Deepening industry niches and adding value to clients: Stoneridge’s goal is to be the best partner for its clients, not the largest. "It can never be just about making money,” Stoneridge Software CEO Eric Newell said. “I try to weigh, does the initiative in question provide value for clients or help our internal team in some way? It's a balancing act of being profitable, looking out for your employees, and providing value to our clients."

#4,472 Magnum Transportation

3 Year Growth: 94%

Industry: Logistics & Transportation

New Honoree!

Family-owned Magnum LTD, based in Fargo, has been providing innovative transportation and warehousing solutions since its establishment in 1978. The company operates with a strong commitment to maintaining high standards of customer service and employee welfare, which has helped it grow into a significant player in the logistics and transportation industry.

Magnum offers a variety of services across its divisions like truckload, less-than-truckload (LTL), dedicated services, logistics, and warehousing solutions. The company prides itself on its ability to meet the specific needs of local markets and provides tailored solutions to its customers. With a

Specializing in a range of mechanical engineering fields, Red E (otherwise known as Red Engineering, LLC) is a growing firm based in Fargo. Be it manufacturing, hydraulics, professional engineering services, or finite element analysis (FEA), Red E is known for its custom engineering solutions tailored to industries like agriculture, construction, aftermarket supplies, and more.

Founded in 2012 by twin brothers with a background in mechanical engineering from NDSU, Red E has evolved from a single-person operation to a team with a substantial prototype shop and office space. Known for their commitment to providing high-quality products and recognized for

network of terminals throughout 10 states, Magnum is wellequipped to handle diverse logistical challenges efficiently.

The company has invested in eco-friendly policies and community engagement, and additionally, Magnum has been recognized with multiple awards over the years. The company has developed partly due to its supportive work environment paired with its range of positions that promise career growth and development across various operational areas, including driving, administration, safety, and compliance.

For more information about Magnum and its services, you can visit magnumlog.com

#1,962

3 Year Growth: 286%

Industry: Engineering

Repeat Honoree! No. 923 (2021)

servicing with integrity, timeliness, and diligence—Red E's work extends beyond the desk.

They also offer a range of agricultural parts and services, specializing in aftermarket air seeding and precision planter solutions. Their philosophy sets them apart—to enhance farmers' productivity by improving the longevity and performance of existing equipment rather than replacing it.

For more detailed information on their services and projects, or to get in touch with the team, you can visit their website at gorede.com

Provided by Magnum Transportation

Provided by Red E

#4,593 Haga Kommer

3 Year Growth: 89%

Industry: Financial Services

Repeat Honoree! No. 4488 (2021), No. 1051 (2020), No. 150 (2019), No. 333 (2018)

Haga Kommer is a distinctive CPA firm located in Fargo known for its innovative approach to accounting and financial services. Unlike traditional CPA firms, Haga Kommer emphasizes flexibility and growth for its employees, which in turn enhances the services provided to clients. This non-traditional structure has been a key driver in their growth, fostering a more entrepreneurial spirit within the firm.

The firm was founded on principles that balance structure with the entrepreneurial mindset that sparked its creation. This approach involves constantly

drawing inspiration from various sectors to stay ahead in providing solutions. This outward-looking strategy is complemented by actively engaging employees in discussions about innovation, ensuring that fresh, effective ideas are continually integrated into their services.

While Haga Kommer is excited about an emerging trend they plan to announce in 2025, they are currently expanding their focus to include wealth management in addition to their compliance services, aiming to offer a more comprehensive range of financial solutions.

Josiah Kopp

Toby Kommer

By Grant Ayers

Financial Health for Fargo

Navigating Business Budgeting and Cash Flow Management

ith changing market demands and customer preferences constantly taking place in our small business community, both small businesses and entrepreneurs have to stay savvy to stay afloat. In this article, we'll explore a small handful of effective strategies for budgeting and cash flow management that can help businesses stay afloat and thrive. While this isn't an all-encompassing list of advice on how to be financially inept in North Dakota's business landscape, this is a start to spark some thought on your business venture's journey, beginning with some business budgeting basics.

Business Budgeting Basics

for First-Timers

• Revenue Forecasting: More than an educated guess, this involves using historical sales data, industry trends, and current market analysis to forecast future revenue. You should consider factors like seasonality, economic cycles, and consumer behavior. Stay realistic and prepare for various scenarios—best case, worst case, and most likely case.

• Expense Tracking: Categorize your costs into fixed and variable expenses. Fixed expenses, like rent and salaries, remain relatively constant, while variable expenses, such as raw materials, fluctuate with production levels. Use software tools, even simple ones like QuickBooks, for precise tracking and financial insights.

• Regular Review and Adjustment: A budget is never set in stone. It should be a living document, reviewed monthly or quarterly. This helps in adapting to changes in the market or your business. Compare actual results with your budget, analyze the variances, and adjust your forecasts accordingly.

• Contingency Planning: Expect the unexpected. Economic downturns, market shifts, or unforeseen expenses can derail your budget. Set aside a contingency fund, typically 5-10% of your budget advised by many, including a recent Forbes study, to handle these surprises without compromising your financial stability.

• Profit Planning: Incorporate profit targets into your budget. This involves determining the necessary sales volumes and controlling costs to achieve desired profit levels. It's essential for business growth and investor confidence.

• Break-even Analysis: Know your break-even point— where your total revenue equals total expenses. This helps in setting realistic sales goals and understanding the impact of cost changes on your profitability.

• Capital Expenditure Planning: For long-term investments like equipment or property, plan how

Did

You Know?

Did You Know?

to finance these purchases— whether through profits, loans, or investments. This ensures that such expenditures don't disrupt your operational budget.

• Collaborative Budgeting: Involve team leads and department managers in the budgeting process. This promotes accountability and provides insights into specific challenges and needs within different areas of your business.

• Using Budget Variance Reports: Regularly generate and analyze budget variance reports, which highlight where the actual results differ from the budgeted figures. This analysis helps in pinpointing issues and taking corrective actions.

• Aligning Budget with Business Goals: Ensure that your budget aligns with your short-term and long-term business goals. It should reflect your strategic plan, helping you allocate resources effectively to achieve these objectives.

A well-structured business budget is a powerful tool. It helps in managing resources, making informed decisions, and steering the business towards its objectives. Remember, effective budgeting is not about restricting spending; it's about making smart financial choices that support the growth and sustainability of your business.

Advanced Strategies to Optimize Cash Flow

1. Effective Credit Management

• Assess the creditworthiness of new customers before extending credit.

• Set clear credit terms and communicate them effectively.

• Consider offering early payment discounts to encourage faster payment.

2. Utilize Cash Flow Projections

• Develop short-term (weekly, monthly) and long-term (quarterly, yearly) cash flow forecasts.

• Regularly compare actual cash flows against projections to identify trends and make adjustments.

3. Maximize Cash Inflows

• Diversify your client base to reduce dependency on a few large customers.

• Explore avenues for recurring revenue, such as subscriptions or maintenance contracts.

4. Optimize Payment Terms & Timing

• Align receivables and payables: try to negotiate terms with suppliers that match or exceed your own credit terms to customers.

• Use electronic payments to speed up the transaction process.

5. Leverage Technology for Efficient Cash Management

• Implement financial management software for real-time cash flow visibility.

• Use mobile banking for instant access to accounts and to make or authorize payments on the go.

6. Minimize Costs Without Sacrificing Quality

• Regularly review and renegotiate contracts with suppliers for better rates.

• Identify and eliminate inefficiencies in your operations that lead to unnecessary cash outflows.

7. Maintain a Cash Reserve

• Build a cash reserve to cushion against unforeseen circumstances.

• Determine an optimal reserve level based on your regular cash flow cycles and potential risks.

8. Debt Management

• Use debt strategically and avoid over-leveraging.

• Regularly review your debt structure and interest rates to ensure they are aligned with your cash flow capabilities.

Tactical Approaches for Immediate Cash Flow Improvements

1. Lease Instead of Buy

• Consider leasing equipment instead of purchasing it outright to spread out payments.

2. Use Factoring Services

• Sell your invoices to a factoring company to get immediate cash, though at a discount.

3. Improve Inventory Management

• Implement just-in-time inventory to reduce holding costs.

• Regularly review inventory to identify and clear out obsolete stock.

4. Regular Monitoring & Adjustment

• Regular meetings to review cash flow statements help in

Health For Fargo understanding the financial health of the business and making necessary adjustments.

• Be prepared to modify your strategies in response to market conditions and business performance.

Remember, cash flow management is not a set-it-and-forget-it task. It requires continuous attention and adjustment to align with the changing needs and goals of your business.

Notable Real-World Examples of Financial Health

Starbucks' Cash Flow Turnaround: Starbucks implemented a 'lean' methodology, focusing on reducing waste and improving efficiency in their operations. Starbucks was able to reduce excess spending and enhance the speed of service by re-evaluating its supply chain and introducing justin-time inventory practices, leading to an increase in customer satisfaction and repeat business and boosting its cash flow.

Dropbox’s Freemium Model: Dropbox cleverly used referral incentives, offering additional free storage space to users who referred new customers. This increased their user base and also converted many free users to paid subscribers, ensuring a stable and growing cash flow.

Apple’s Inventory Management: While known for the iPhone and its other products, Apple also excels in inventory management. Apple turns over its inventory very quickly by maintaining incredibly low inventory levels and relying on a highly efficient supply chain. This ensures that they are not tying up significant capital in unsold stock.

Amazon’s Dynamic Pricing Strategy: Amazon uses advanced algorithms to adjust prices in real time based on demand, competition, and inventory levels. This dynamic pricing strategy helps in maximizing sales and profits. Amazon can ensure a steady cash flow, even in competitive markets, by continuously optimizing prices.

Walmart's Supplier Financing Program: Walmart offers a supplier financing program where suppliers can get paid earlier for their invoices at a discounted rate. This provides Walmart with better control over its cash flow and strengthens its relationship with suppliers, aiding its financial stability.

Tesla’s Direct Sales Model: Tesla’s approach to selling cars directly to consumers, bypassing traditional dealerships, has significantly impacted its cash flow. This direct-to-consumer model reduces overhead costs and enables Tesla to collect full retail price of their vehicles, improving cash flow.

Did You Know?

A small start-up, 'Bloom Bakery', revamped its financial strategy by adopting zero-based budgeting, leading to a 30% reduction in unnecessary expenses in just one year.

Netflix’s Content Investment Strategy: Netflix’s decision to invest heavily in original content may seem counterintuitive to cash flow management, but it's a strategic long-term play. By creating compelling original content, Netflix aims to attract and retain subscribers, ensuring consistent and growing revenue without losing distribution rights to many titles in the streamer's lineup.

Zara’s Fast Fashion Model: Zara’s ability to quickly design, produce, and distribute clothing allows it to respond rapidly to changing fashion trends. This drives sales and minimizes the time money is tied up in inventory.

Looking at these cases, businesses can discover the best budgeting and cash flow management practices and apply these lessons to their unique situations to achieve financial success.

Forecasting and its Role in Financial Health

Five Techniques in Forecasting

1. Scenario Planning

Instead of relying on a single forecast, create multiple scenarios (best case, worst case, and most likely case) to prepare for various future outcomes. This approach helps businesses remain agile and responsive to unforeseen changes.

2. Rolling Forecasts

Instead of relying on a single forecast, create multiple scenarios (best case, worst case, and most likely case) to prepare for various future outcomes. This approach helps businesses remain agile and responsive to unforeseen changes.

3. Quantitative and Qualitative Analysis

Combine both quantitative data (like historical sales figures) and qualitative insights (like market trends or consumer behavior predictions) for a more comprehensive forecast.

4. Break-Even Analysis

A break-even analysis is a financial calculation that determines when a business's total costs and total revenue are equal. This is the point at which there is no profit or loss for the business. Use this technique to determine the minimum performance your business must achieve to avoid losses. It helps

in setting realistic goals and assessing the financial viability of new ventures or expansions.

5. Cash Flow Projections

Specifically focus on forecasting cash flow to ensure that the business maintains sufficient liquidity to meet its obligations. This is critical for avoiding cash crunches.

Utilizing Technology in Forecasting

• AI and Machine Learning: Leverage advanced technologies like AI and machine learning for more accurate and nuanced forecasts. These technologies can identify patterns in large datasets that might be missed through traditional methods.

• Integrated Financial Management Systems: Use software that integrates various financial functions, such as budgeting, forecasting, and reporting. This integration ensures consistency and accuracy in your financial data. through traditional methods.

• Cloud-based Forecasting Tools: Employ cloud-based tools for real-time data access and collaboration. These tools enable team members to contribute to and view forecasts, enhancing transparency and collective decision-making.

Industry-Specific Forecasting

• Retail Businesses: Focus on seasonal trends, consumer behavior, and inventory levels. Use Point of Sale (POS) data to inform your forecasts.

• Service Industries: Consider contract lengths, client retention rates, and pipeline of new business for accurate forecasting.

• Manufacturing: Pay attention to supply chain factors, production costs, and market demand fluctuations.

The Human Element in Forecasting

• Expert Opinion: Incorporate insights from industry experts or consultants who can offer valuable perspectives on future trends.

• Team Involvement: Involve team members from different departments in the forecasting process. Their on-ground insights can significantly enhance the accuracy of forecasts.

• Continuous Learning: Involve team members from different departments in the forecasting process. Their on-ground insights can significantly enhance the accuracy of forecasts.

Balancing Income and Expenditure for Sustainable Growth

Six Strategies to Maintain Balance

1. Enhanced Cost-Benefit Analysis

• Deep Dive into Expenditure: Go beyond surface-level assessments. Analyze the direct and indirect impacts of your spending, considering long-term benefits versus short-term gains.

• ROI-Focused Spending: Focus on expenditures that offer tangible returns, such as marketing strategies that have proven effective or technology upgrades that increase productivity.

2. Strategic Cost Cutting

• Operational Efficiency: Regularly evaluate operational processes to identify areas of waste or redundancy. This might involve streamlining workflows or adopting lean management principles.

• Negotiate Better Deals: Regularly revisit contracts and agreements with vendors to negotiate more favorable terms, reducing costs without sacrificing quality.

3. Diversifying Income Streams

• Explore New Markets: Look for opportunities to expand into new markets or demographic segments.

• Develop Additional Services or Products: Consider how your business can offer additional value to existing customers or attract new ones.

4. Efficient Pricing Strategies

• Dynamic Pricing Models: Implement pricing strategies that reflect market demand, cost of production, and competitor pricing, ensuring profitability without losing a competitive edge.

• Cost Analysis: Regularly review the cost of goods or services to ensure pricing covers expenses and generates profit.

5. Monitoring Cash Flow vs. Profit

• Understand the Difference: Profit doesn't always mean positive cash flow. Ensure that you're tracking both and understand how delayed payments, inventory costs, and other factors impact your cash position.

6. Emphasizing Customer Retention

• Loyalty Programs: Develop customer loyalty programs that encourage repeat business.

You Know?

In Japan, many businesses practice "Kakeibo," a detailed method of record-keeping and budgeting that emphasizes mindfulness about spending.

Did You Know?

A survey by QuickBooks revealed that 61% of small businesses regularly struggle with cash flow.

Implementing the Strategies

1. Practical Steps

• Regular Financial Reviews: Conduct monthly or quarterly financial reviews to assess the effectiveness of your strategies.

• Employee Training: Ensure your team understands the importance of cost management and is trained in identifying costsaving opportunities.

• Invest in Financial Expertise: Consider consulting with financial experts or hiring experienced professionals to optimize your income-expenditure balance.

2. Technology Integration

• Budgeting and Financial Analysis Tools: Utilize advanced budgeting software for deeper insights into your financial health.

• Customer Relationship Management (CRM) Systems: Use CRMs to track customer behavior and identify opportunities for upselling or improved retention strategies.

Leveraging Technology for Financial Management Tools and Benefits

• Integrated Accounting Systems: Beyond basic accounting software, integrated systems like SAP or Oracle offer a comprehensive suite of tools. They can handle everything from accounting to procurement, inventory management, and beyond. These systems provide a holistic view of your finances, enabling better decision-making.

• Cloud-Based Financial Management: Cloud-based solutions offer real-time access to financial data, ensuring that information is always current and accessible from anywhere. This flexibility is crucial for adapting to market changes and making swift financial decisions.

• Data Analytics and Reporting Tools: Tools like Tableau or Microsoft Power BI transform financial data into actionable insights. They provide visualizations and detailed reports, helping businesses to identify trends, inefficiencies, and opportunities.

• Automated Expense Management: Services like Expensify or Concur simplify the expense reporting process. They allow for the easy tracking and approval of employee expenses, reducing paperwork and improving accuracy.

• AI and Machine Learning: AI technologies can forecast financial trends, optimize budget allocation, and even predict cash flow scenarios with greater accuracy. These tools learn from historical data and can provide invaluable predictive insights.

• Blockchain for Secure Transactions: Blockchain technology offers a secure and transparent way to manage transactions. It's particularly useful in ensuring the integrity of financial records and reducing the risk of fraud.

• Mobile Financial Management: Mobile apps enable business owners and finance teams to manage finances on the go. This accessibility ensures constant oversight and the ability to respond quickly to financial issues.

Best Practices

• Select Tools that Integrate: Ensure that your financial management tools can communicate and share data seamlessly. This integration reduces manual data entry and the risk of errors.

• Invest in Training: Equip your team with the necessary skills to utilize these technologies effectively. Regular training and support can maximize the benefits of your financial management tools.

• Regularly Update and Upgrade: The tech world is constantly evolving. Regularly updating and upgrading your tools ensures you're leveraging the most efficient solutions available.

• Customization and Scalability: Choose technologies that can be customized to your specific business needs and can scale as your business grows.

Fargo PinballSpringsinto

of the beautiful art she has adorned Fargo with. Yet the Brooks have another business venture that you may not have known about—Fargo Pinball.

Fargo Pinball was started in 2015 by Bill and Emily Brooks along with Bill's brother, Jim Brooks, as a private club which they initially sold memberships for. However, the business model changed during the pandemic, and rather than a private club, Fargo Pinball was brought to the masses, and machines began popping up in local businesses.

connections not only nationally but globally as well," Bill said.

Enjoying the game of pinball is one thing—turning it into a viable business is another. The magic ingredients for turning Fargo Pinball into a profitable business included connecting with influential names in the industry, including a connection with Chicago Expo Founder and Chairman Rob Berk in 2015, and tapping into the pinball community.

In that process, the Brooks were shocked to discover just how big that community truly is. That is why, eventually, their little side business allowed them to make connections worldwide. "One of the first people we connected with was Rob Berk from the Pinball Expo in Chicago, the birthplace of pinball," Emily said. This encounter happened coincidentally when Berg, also a fireworks enthusiast, was in West Fargo for a pyrotechnics event. He reached out to Bill for a tour of Fargo Pinball, sparking a lasting connection.

The Brooks' relationship with Berk led to an invitation to speak at the 2016 Pinball Expo in Chicago. "We've been going to the pinball expos in Chicago ever since, making

One such connection was with John Buscaglia of Stern Pinball, who approached the Brooks after their presentation, excited about the growing interest of pinball in the state. "They approached us and we worked out a deal with them—they wanted to be in North Dakota," Bill said.

Partnering with Stern proved to be a monumental step for the Brooks, prompting them to be authorized dealers and opening the business to a whole new world of national customer reach and a fabulous support department that helped expand their technical knowledge and expertise. This marked the beginning of their status as local and regional experts in the pinball world, which opened other doors for connections and partnerships.

"We were able to make connections with pinball artists, engineers, and technical experts. These connections gave us a better understanding of all the amazing things that go into developing a pinball machine," the Brooks said. "Pinball Expo in particular has allowed us to connect with numerous pinball enthusiasts across the globe. We have been fortunate to visit our new friends in Australia and The Netherlands."

Today, Fargo Pinball is officially authorized for three different manufacturers and enthusiasts can find Fargo Pinball machines in Drekker, Brewhalla, Fargo Billiards, Old Broadway, and at Dempsey's new addition room.

However, the gameplay reach doesn't top out at FargoMoorhead's city limits. As a licensed distributor, Fargo Pinball sells machines nationwide, with clientele reaching all the way from Massachusetts to California.

In addition to being authorized pinball machine distributors, the Brooks enjoy connecting with people from all over the world at trade shows and have been featured speakers several times on panel discussions at Pinball Expo in Chicago and various podcasts.

Although pinball machines can be found anywhere, they are commonly found in bars—and because individuals under 21 cannot legally enter bars in North Dakota, the Brooks wanted to bring Fargo Pinball to spaces where people of all ages can enjoy pinball—like Brewhalla and Fargo Billiards.

The Brooks are playing into the current uptrend of arcade and oldschool games making a comeback in our culture and they are excited to be a part of the growing interest pinball is taking on in Fargo.

Not to forget their core demographic, The Brooks also brought Fargo Pinball to some of Fargo's best bars and breweries, including Drekker, Old Broadway, and Dempsey's.

Additionally, the Brooks are helping put Fargo on the map in a new way. "We have really amazing players in our area," Emily said. "One thing that Bill really wanted to focus on is to bring the competition to [Fargo], nationally. And so he worked with the IFPA (International Flipper Pinball Association) to

make it possible to have a pinball competition each year where the state winner would go on to compete nationally."

All competition and business aside, for Bill, the enjoyment of pinball is as simple as spending his lunch hours fixing pinball machines. He took us under the hood to show what repairs look like on any given day—it's incredible to see all of the wiring and gears that go into bringing the game of pinball to life. "It's been kind of a fun routine because it allows me to clear my head and shift my focus to something completely different than my day job," he said.

Although the Brooks love seeing enthusiasts playing pinball, continual upkeep is required to keep the machines running smoothly—and with a carbon steel ball flying around during gameplay, there's always sure to be some mayhem on the playing field.

One recent innovation in the pinball world has been interconnectivity, which allows users to play a pinball machine in Fargo and see how their particular score matches up to someone playing the same pinball machine anywhere else in the world. This ability to connect with other avid pinball enthusiasts helps showcase "destination machines," which are highly sought-after machines due to their specific gameplay offerings or their rarity. It is common for people within the pinball community to travel across the country just to play on specific pinball machines.

"The part of pinball that I love the most is the connection and the community building," Emily said. "Even when we're repairing machines on site, I'm engaging with

people who are playing some of the machines and learning their stories."

For Bill, it's the way pinball creates unexpected connections in the community. "We've seen those amazing connections happen; people who run in completely different circles have formed bonds over playing pinball—it's the game that everyone knew from growing up," he said. "They may have completely different views on everything [in life], but they love playing pinball with each other, and that's what we love fostering and that's what we've strived to do."

Whether you've been an avid player for years or never played a single game, pinball is the perfect date night activity for a night out—and it's budget-friendly! Each machine

is only $1 to play, and Fargo Pinball offers an impressive lineup of machines catered to every interest. Check them out at Drekker, Brewhalla, Fargo Billiards, Old Broadway, and now at Dempsey's new addition room!

rowing up, Mike lived in a threebedroom house in a family of eight children. If he wanted something, he had to work for it. So that's what he did and he never stopped.

Now, with three decades of running a successful business under his belt, you would assume that Mike hatched a plan to start an epoxy flooring business, but in reality, he just kind of started doing it after a short conversation.

"Nobody taught me this. I taught myself for the most part," Mike said. "When I was 28 or 29 and

By Brady Drake | Gary Ussery

HUSTLE The Journey of Mike's Epoxy Floors

BE ON AND TIME

living in Colorado, my niece's husband saw an epoxy floor and told me about it. So, I went to the paint store and talked to the guy behind the counter about how to do it."

In those early days, Mike used muriatic acid to etch the concrete.

"When you put epoxy down, you have to have a really clean floor and you have to have it etched," Mike said. "But using muriatic acid was dangerous—you had to wear a respirator when you did it that way." Now, he uses a grinder to prepare the concrete, which is much safer.

Mike did his first floor in Colorado and his customer was happy. At the time, that's all that mattered to him.

CONTINUED >

"I thought the first floor turned out awesome, but looking back on it now, it was pretty spotty, but you get better the more floors you do."

Eventually, at the age of 32, Mike moved back to Fargo where he was a pioneer of sorts.

"It took another 10 years for the look to get to Fargo," Mike said. "There were people doing epoxy floors, but it was just solid colors. They weren't using the flakes."

Being one of the first to a trend means it takes time for people to embrace a new look—flooring proved to be no different. So, Mike worked in painting and texturing and picked up a flooring gig here and there. But eventually, things took off.

"I really relied on word of mouth for growth. My only advertising was on the side of my truck. I just hustled and made sure I was always clean and on time," Mike said.

That hustle took Mike far with his business—he now does roughly 60 floors a summer—but his daughter, Reanna Cardona, wants to help take the business to the next level.

"I'm 59 and I'm starting to wind down, and I want to hand the business off to my daughter," Mike said. "It's a good business. A lot of people want floors. She's gotten us on social media and really wants to take the business to the next level."

mikesepoxyfloors.com /mikesepoxyfloors

A NEW GENERATION

After just a few years online, Mike's Epoxy Floors has amassed over 11k followers on Facebook! Mike credits his daughter Reanna for the online success and he eventually wants her to take over the business.

Mike (left) and his son-in-law Lorenzo Cardona (right) prepare to put on a fresh coat.

Connecting Local Entrepreneurs with Local Resources

A Look Inside the Vault

ne of entrepreneurs’ biggest needs is easy access to resources to help them build and grow. Valuable hours are often spent searching and sifting through online websites hoping to stumble upon a local resource they can use... until now.

A New Chamber

This spring, a new chamber was unlocked, providing access to over 150 non-financing business resources and their providers in many local communities across the state. Everything from start-up support to succession planning, incubators to accounting, and everything in between can be searched for in this new chamber of The Vault.

“Having this tool and the providers inside more readily available to entrepreneurs is essential for small business owner success and the success of the communities they serve," said Steve Dusek, CEO of The Vault’s founding organization Dakota Business Lending. "The Vault truly brings North Dakota and its vast resources together.”

By Michaela Schell Entrepreneurial Development Director

Bringing North Dakota Together

Introducing North Dakota’s new online library holding our state’s most valuable business resources all in one place...

VaultND.com

The Vault’s creator, Dakota Business Lending, frequently heard from its community partners and ND small business owners expressing a need for all the North Dakota financial resources scattered across the state to be compiled into one easily accessible location.

The nonprofit lender took this challenge into their own hands and, in 2022, opened the first chamber of The Vault, an online, easily searchable database holding North Dakota’s small business financing programs including grants, loan programs, and tax credits.

Shortly after its launch, the Vault quickly gained popularity as a trusted and easyto-use financial resource finder.

How it Works

The Vault is all about getting local. After answering a few short questions and inputting a zip code, The Vault generates a personalized list of small business resource providers and financing programs available to meet the entrepreneur's unique business needs in their location, all in a matter of seconds.

In the finance chamber, users will find a multitude of financing options including:

Financing programs of all shapes and sizes

COVID-19 and disaster relief programs

Premium business assistance resources

Tools to help propel start-ups/small businesses

In the resource chamber, users will have access to providers of:

Local business start-up and growth resources

Networking groups and business cohorts

Business advising and counseling

Special topics such as financing, marketing, and succession planning

And so much more!

“The information gathering process for the Vault was very intentional to capture the resources and programs available in even the smallest communities in our state," said Tiffany Ford, State Director for the ND Small Business Development Center—partners of the newly launched resource chamber. "These are often the tools that are least known to the people who need them the most. In building this database of information, the team dug deep to put in the time to find these programs and make them easily available. This significant investment of their effort will reap positive returns for our entrepreneurs and small business owners.”

Financing Programs

Listing more than 250 financing programs for start-up and existing businesses.

Featuring over 170 key resource partners and providers throughout ND.

Available all in one comprehensive and

$748K! Seed Funding Round Has Detect Auto Ready For Takeoff

By Brady Drake

etect Auto, a Fargo-based startup leveraging artificial intelligence to transform auto repair shops and dealerships, has successfully closed a $748,000 seed funding round. This seed round was "led by gener8tor 1889 with participation from Groove Capital and angel investors," CEO Jonathan Cabak said.

The funds will boost the development of Detect Auto's AI platform, aiming to improve auto repair processes through advanced computer vision technology. This milestone follows Detect Auto's participation in the gener8tor North Dakota accelerator program.

We had the privilege to interview CEO Jonathan Cabak to learn more.

Josiah Kopp

Jonathan Cabak CEO, Detect Auto

Q&Awith Jonathan Cabak

Q: How does Detect Auto specifically use AI and computer vision to enhance the auto repair process? Can you elaborate on the technologies behind your platform?

A: We use AI in a couple of different ways to help repair shops and dealerships. Our primary application is our computer vision system that identifies vehicles and if a person is working on said vehicle. From there, we've trained our own proprietary model that identifies what work a technician is completing at any given time so shop owners can get a "realtime" view of how their repairs are getting completed. It's like a Domino's pizza tracker but for your car's repairs.

If you want to get really into the weeds, our platform works by feeding an image into a neural network that our team trained. The best way to describe how our system works is that we've fed it so much data over the past two years that the network has effectively "learned" what features we care about tracking, and we use those insights to provide our customers with actionable steps they can take to make improvements.

One major disclaimer—we don't use facial recognition in any of our products. Our whole platform was built with privacy in mind, and we're very intentional about what data we collect and how it's processed.

Once we've collected our image data from cameras we install into auto shops and extracted the relevant data, we combine these predictions with our customers' software management platforms to provide context to our data. For example, we may read the license plate of a vehicle, figure out what jobs are supposed to be worked on, and then pair that data with our camera feed to determine exactly when those jobs are being worked on. When we first started the company, we were around 75% accurate. Over the past year, we've just cracked 95% accuracy which is something we're really proud of.

Q: What challenges did Detect Auto face during the initial development of your AI platform, and how were they overcome?

A: It's expensive to train your own model, especially if you don't already have specialized hardware like a highend GPU. To the credit of our team, we're exceptionally scrappy, and we

figured out that we could repurpose my old computer to train our models. We had that computer running 24/7 for months on end—it's a miracle we were able to make that work.

Another problem we faced was collecting a diverse dataset. When we installed in our first stores last year, we realized the initial model we had trained was actually overfit to our training dataset. This meant that we had exceptional performance with our test shop, but new customers initially experienced long onboarding times as we had to fine-tune our model to suit their shop's unique arrangements. We're still working through this, but with over a million annotated images, we're well on our way to having the best dataset in the automotive space.

This ties into the last issue we faced—annotating images to describe what's inside of them is very timeconsuming. Our initial approach was to just brute force our way through it, but that was a mistake on our part. We've since started utilizing more advanced machine learning techniques to drastically reduce the number of images we need to label for a shop. This cut our onboarding time down from a month to under three days.

Detect Auto's Experience with the gener8tor North Dakota Accelerator Program

"Honestly, we probably wouldn't still have a company if it weren't for gener8tor. They taught us so much about how to obsess over customer feedback, expand our sales pipeline, and properly structure our business so that we could be poised to receive future investment capital. I think it was an incredible opportunity to surround our team with other entrepreneurs who were also doing whatever they needed to do to make their business succeed—it's a motivating atmosphere to be in." - Jonathan Cabak, Co-Founder, Detect Auto

submited by Detect Auto

What is the gener8tor 1889 Fund?

Gener8tor 1889 is a venture capital fund that invests in early-stage startups in North Dakota, with investments ranging between $250K and $750K. Named after the year North Dakota achieved statehood, it's industry-agnostic, supporting startups regardless of their sector. The fund is part of a broader support ecosystem provided by gener8tor, which includes various accelerator programs designed to propel highgrowth startups with capital, mentorship, and access to a network of investors and corporate partners.

Q: Can you share any success stories or case studies where Detect Auto's technology significantly improved repair efficiency or accuracy for a client?

A: In general, our platform is exceptionally good at monitoring how work gets completed. If an outlier (good or bad) is detected, we can compare this data against our baseline data to understand exactly what caused these differences in efficiency. For example, one of our first dealership customers wanted us to focus on their express service jobs (oil changes, tire rotations, etc). We found that certain technicians who were really efficient in their repairs were experts at multitasking. These technicians would make sure that tasks that didn't require them to be in the repair bay working on the car (i.e. draining oil for an oil change) were run concurrently with other tasks they needed to complete (i.e. getting the new oil filter from the parts department). Less efficient technicians didn't follow this process and saw their efficiency suffer. By using our system, the store was able to increase their efficiency 34% which equates to saving seven minutes per oil change.

Q: How does Detect Auto's solution integrate with existing systems in auto repair shops and dealerships? Are there any requirements for users to get started?

A: We connect with their Shop Management Software (SMS) or Dealer Management Software (DMS) to pull data for each repair order completed in the shop. The only requirement we have for our users is that they allow us to integrate with their data (which usually means clicking a button to provide us access). Other than that, our team handles the rest from the camera installation to onboarding and training.

Q: What feedback have you received from early users of your AI platform, and how has it influenced the platform's development?

A: The first thing we heard was that people don't want to just look at our data—they want to use it to improve the way they do business. Our first attempt at this was a basic dashboard that, candidly speaking, missed the mark. The data and insights were there, but it took too long to find them. Now, our team has been actively working with our customers to train them how to identify issues quickly and then use our platform to design effective solutions to resolve these issues.

Otherwise, the feedback has been largely positive. The industry needs this data to understand how work gets done, and until our platform launched, the only way to get it was by manually entering everything a technician did while working on a car into their SMS or DMS. With Detect Auto, technicians can stay focused on repairing vehicles and getting their customers back on the road while management teams can use our data to help service customers more efficiently than ever before.

Q: Can you discuss the competitive landscape for AI technologies in the auto repair industry and how Detect Auto differentiates itself from other solutions?

A: Most of the buzz about AI in the automotive industry centers around chatbots and handling phone traffic. It's all about how can customers get better access and visibility to what's going on with their vehicle while it's in the shop.

Our platform takes this a step further by focusing on understanding how work gets done in real time. With our camera platform providing us with best-in-class data on how long repairs are actually taking, Detect Auto can provide customers with a window into the repair process that they've never previously had access to.

Q: What are the long-term goals for Detect Auto following this seed funding round? Where do you see the company in the next five years?

A: We're looking to hit the ground running this year—our team has built out an exceptional platform, and we want to get it in front of as many shops as possible. If we enter 65 new stores this year, our team will be really happy.

We also want to continue expanding our product's capabilities, especially when it comes to how other industries can leverage our technology. We've essentially created a passive monitoring system that identifies inefficiencies in processes and proactively recommends solutions to improve.

In the next five years, I want Detect Auto to be the core piece of technology that shops use to manage their operations. We're an analytics platform that collects data that has previously been impossible to collect, so the possibilities are endless. I also want to see that our customers still love our product and that our team is still (or more) dedicated than we are now.

Demystifying Financial Analysis

By Doug Sanzone, Veterans Business Outreach Specialist

About the VBOC

The Veterans Business Outreach Center (VBOC) program is designed to provide entrepreneurial development services such as business training, counseling, and resource partner referrals to transitioning service members, veterans, National Guard and Reserve members, and military spouses interested in starting or growing a small business. U.S. Small Business Administration (SBA) has 22 organizations participating in this cooperative agreement and serving as VBOCs.

Return on investment, discounted cash flow, net present value, etc. The list can go on and on, all differing methods by which we determine whether to make an investment or not. This can seem a little bit intimidating, but it doesn't have to be. The mathematics and accounting processes themselves have been the same for over 500 years.

First, a little history into the development of financial accounting to help put things into perspective. The first financial mathematics book is Leonardo Fibonacci’s “Liber abaci.” In this book from the 11th century, Fibonacci

Photo Courtesy of VBOC of the Dakotas

Doug S

introduces Hindu-Arabic mathematics to Europe. This new way of doing mathematics was not yet widely known. Then two things happened that changed the world of finance forever.

The invention of the printing press and Luca Pacioli’s book “Summa de Arithmetica,” which was the first book to describe double-entry bookkeeping using Fibonacci’s mathematics; currently still the backbone of all our financial calculations. The printing press allowed for the mass distribution of "Summa de Arithmetica." Its codifying and comprehensive explanations led the Medicis in Florence to adopt these methods commercially, directly leading them to their legendary business dominance. From double-entry bookkeeping to probability theory and computing, the mathematical principles of the most vital features of finance are all present in the "Summa de Arithmetica."

These two texts led to the development in Europe of many of the tools of financial capitalism we still use today. Some of the financial products created were share ownership of limited liability corporations, long-term loans, insurance,

annuities, mutual funds, derivative securities, and deposit banking. All are based on the premises described in these texts.

The business of financial calculation goes back a long time. There were no computers or sophisticated quantitative models. There are basic rules and simple algorithms to follow to be able to glean the information needed to operate a business. Financial data is nothing for you to be afraid of. The needs of small business financial calculations are very straightforward. The calculations themselves are easy; however, finding and using the correct numbers to make your calculations may take some creativity.

However, you, the business owner, can now feel comfortable about this because the information that truly matters to a small business will be known by you, the owner and entrepreneur. Your financial accounting ability is not what you need to worry about. The domain knowledge about your business will lead you in the correct direction. It only takes a basic common-

Key Numbers to Know

What are the most important financial numbers to know about your business? It is so easy to get bogged down in the minutia of your financials. Look at the basics that you already know, income and expense. The numbers themselves are not the value, but how you use, perceive, and project the numbers.

Let us look at one of the most common financial measures and see how it can be a powerful tool in evaluating your business.

Return on investment (ROI), ROI = (Total Income - Total Cost / Total Cost) x 100, will give you a percentage return on your investment. This calculation has obvious limitations since ROI does not consider the time it takes to make your return. The key here is for the business owner to understand whether this time is

important or not.

For most small businesses, for most small purchases it will not be. When making a more costly purchase or when buying an item or making an investment that will have a long-term lifetime; time will be especially important.

As the business owner you will need to ask yourself; do I have a way to get a better return on my capital than the benefit I will receive in making this investment? But before we move on there is another factor other than ROI that must be taken into consideration. We must consider the risk involved with the investment.

Every investment is different

It is important that before you make an investment you do a case study to determine your expected ROI. Use the intimate information that you know about your

business. Remember different investments justify different returns. A rule of thumb of higher risk should equal a higher return is obviously a good place to start but there is a myriad of types of investments you can make in your business.

Capital improvements, equipment purchases, leasing additional space, hiring new employees, starting a new division, etc., are just a few of the ways you can invest. No matter the investment you are potentially going to undertake, doing a case study of the investment is extremely useful. Like any estimate, a case study can only give you an idea of how things will turn out but just like the projections you made for your business plan before you started your business, these projections can be used as a guide as to whether an

investment has the appropriate potential ROI for the risk you will assume.

A case study should contain the following items:

1. Objectives: A clearly defined set of objectives and expected outcomes.

2. Costs: Measure all costs associated with the investment. This will include both direct and indirect costs.

3. Benefits: Quantify the benefits resulting from the investment. This will include not only increased revenue but items such as increased productivity, improved employee turnover, or other tangible or intangible benefits.

4. Calculate ROI: ((total benefit - total cost) / total cost) x 100.

Once you have calculated your ROI, you can decide whether the investment is warranted depending on whether the expected return corresponds with the business’s overall risk appetite and if the risk-adjusted return is better than the alternatives.

Examining what you are currently spending on your business by calculating the ROI for each expense item as an exercise, will be immensely rewarding. Along with finding ways that you are misallocating your hard-earned dollars, you will find you can make improvements in areas throughout your organization.

None of this analysis takes anything other than the knowledge you already have about your business. A deep knowledge of accounting and financial degrees is not necessary to do this type of analysis. Do not hesitate to do your own analysis. Do not become intimidated by balance sheets, income statements, and tax forms. Those documents are why you have an accountant or financial professional as part of your team.

ROI provides a valuable means to assess individual facets of your business independently. In essence, it boils down to one question: am I receiving adequate value for my investment?

VBOC of the Dakotas

701-738-4850 und.edu/dakotasvboc /DakotasVBOC

@DakotasVBOC

4200 James Ray Dr Grand Forks, ND

INGENIOUS, INSPIRATIONAL, OR ABSURD?

A Dive into Some of the World's Most Peculiar Patents

a world brimming with innovation, where technology leaps forward in bounds, there lies a quirky, often overlooked facet of human creativity— the peculiar world of unusual patents. These imaginative, sometimes bewildering inventions span from brilliantly inventive to utterly absurd.

Each year, the United States Patent and Trademark Office (USPTO) receives over 500,000 patent applications. Of these, a small but memorable fraction veers into the bizarre and unusual.

Historically, since the establishment of the USPTO in 1790, over 10 million patents have been granted. The diverse range of ideas covered reveals that human creativity knows no bounds.

Photo by Geneva Nodland

Odd and unusual patents make up a tiny but vivid niche (depending on your opinion of unusual): less than 0.05% of all submissions, but their impact on popular culture and media is disproportionately large.

The realm of silly patents represents an unabashed celebration of human curiosity and inventiveness. It's a testament to our ability to see beyond the conventional, challenging everyday norms with a splash of humor and a lot of ingenuities. Whether these inventions solve practical problems or simply entertain, they remind us of the lighter side of the oftenserious patent world. Here are just a few of the best ones.

WEARABLE BIRD FEEDER

(US Patent No. 5996127)

For those who wish to take bird watching to a new level, the Wearable Bird Feeder makes it possible. Patented in 1999, this device consists of a helmet equipped with a bird feeder, allowing users to attract feathered friends right to their heads. While it promises an intimate encounter with nature, it also raises amusing questions about the lengths to which humans will go for close animal interactions and the unexpected ways we choose to connect with nature.

MOUSE TRAP

(US Patent No. 269766)

Back in 1882, if you had a pesky varmint problem, J.A. Williams had a solution. This early attempt at pest control gives a whole new meaning to the term 'shooting gallery.' This contraption held a firearm, turning your garden-variety trap into a veritable cannon. As the unsuspecting mouse wandered onto the mechanism, a spring-loaded surprise awaited, pulling the trigger and firing off a shot.

APPARATUS FOR FACILITATING THE BIRTH OF A CHILD BY CENTRIFUGAL FORCE

(US Patent No. 3216423)

Perhaps one of the most bizarre inventions, this 1965 patent proposed aiding childbirth via centrifugal force. The mother would be spun around to help expedite the baby’s delivery. This idea, while outlandish and medically negligent today, shows an inventive attempt to apply new technologies to natural processes.

THE HIGH-FIVE MACHINE

(US Patent No. 5356330)

Imagine finishing a project with no one around to celebrate your success. The High-Five Machine, patented in 1994, comes to the rescue. This quirky invention features a mechanical arm mounted on a wall that users can slap for a celebratory high-five anytime they need some affirmation. The solitary clapping sound it generates could very well be the closest thing to an inanimate cheerleader. Interestingly, this device is part of a broader trend of attempting to mechanize human social gestures for those times when companionship is scarce. Over the past twenty years, patents aiming to automate human interaction have surged, aligning with the explosion of artificial intelligence and robotics. As we move into an era where digital companionship becomes more commonplace, the High-Five Machine stands as a humorous yet poignant symbol of our desire to replicate even the simplest forms of human connection.

COMB OVER HAIRDO TO CONCEAL PARTIAL BALDNESS

(US Patent No. 4022227)

In 1975, an inventor decided to patent a method for arranging hair to cover bald spots using a strategic combover technique. The patent describes the use of clips and hairspray to maintain the arrangement, providing a formal blueprint for a practice many might consider a matter of common grooming rather than technological innovation. This patent not only highlights human vanity but also underscores the lengths people will go to preserve their appearance, reflecting societal pressures regarding aesthetics. Additionally, it points to the importance of hair transplants and other cosmetic solutions that have grown in popularity as more sophisticated alternatives to such temporary fixes.

BEER UMBRELLA

(US Patent No. 6637447)

Nothing detracts from the enjoyment of a crisp, cold beer quite like the heat of the sun, warming your beverage faster than you can drink it. Recognizing this common gripe among beer enthusiasts, innovators devised a smart solution: the Beerbrella. This unique invention consists of a small umbrella specifically designed to attach to a beer bottle, shielding the drink from the sun's rays and maintaining its cool temperature. Ideal for beach outings, backyard barbecues, or any outdoor events, the Beerbrella effectively combines functionality with whimsy, adding a fun twist to traditional drink accessories. It’s a clever innovation that not only keeps your beer chilled but also sparks conversation and adds a confirmation that you never confuse your drink with anyone else's.

BANANA PROTECTIVE DEVICE

(US Patent No. 6612440)

This 2003 patent addresses a common frustration—the bruised banana, unless you’re a fan of banana bread of course. The Banana Protective Device is designed as a rigid, banana-shaped container to protect individual bananas from damage during transport. While seemingly trivial, this invention taps into broader themes of consumer desire for perfection in everyday life and the lengths to which we'll go to maintain it.

ANTI-EATING

FACE MASK

(US Patent No. 4344424)

The Anti-Eating Face Mask, patented in 1982, features a cage-like device meant to be worn on the face to restrict the wearer's ability to consume food. Aimed at helping with weight loss, this patent reflects intense societal pressures around body image and the extreme measures some will consider for health and aesthetics.

These patents provide a captivating window into the ingenuity of the human mind. They demonstrate a fusion of creativity, a sense of humor, and at times, evidence of psychosis. Although not all are models of practicality, they serve as a testament to the boundless capacity for human imagination, celebrating the more light-hearted facets of inventive thought. Each quirky invention, whether a simple gadget or a complex machine, reveals a story about its creator and the societal context that inspired it.

These inventions might not revolutionize industries, but they contribute colorfully to the cultural tapestry, showing how problemsolving can take unexpectedly humorous paths. From devices that tackle everyday annoyances with overly complicated solutions to those that address nonexistent problems, these patents illustrate the whimsical side of human creativity. In doing so, they remind us that innovation isn't just about serious technology advancements; it's also about playful exploration and the joy of creating something uniquely outlandish.

AWESOME FOUNDATION GRANT AWARD WINNER

Life Care Unites Foundation

n January 2021, the Robinson family (Katrina, Jeremy, and their four children: Asia, Scott, Bryce, and India) created the Life Care Unites Foundation as a way to give back to the community. With the assistance of Chisom Housing and The Arbors at McCormick Park they were able to set up a Relief Shopping and Hot Meal program to help provide for the growing number of community members who needed help but didn’t qualify for assistance. The Robinsons are still working as a family three years later as they embark on the next phase of their community outreach with new locations and new partners: ROOTS Hair & Soul and the Church of God's Word.

What has caused the new changes?

Katrina: Our move from The Arbors is simply to respect a policy change—no community events outside of 8:00 a.m. to 5:00 p.m., Monday through Friday. So much of what we do works best outside of those times. The Arbors was a great partnership, and we wanted to respect everything they did for us, and just regroup and look at it as a chance to branch out, make new partnerships, and try new things. So that's what we've done.

What has the Life Care Unites Foundation provided, and what changes are you looking at now?

Asia: What we do is run a free relief store—we'll have a few more now— where people can come and get free clothing items and hygiene kits a few times a month. Sometimes we try to have little pop-up things where we can create hot meals for people from the community. It's kind of first come first serve. Or sometimes we'll deliver, too.

Brice: We have limits on a few things, but mostly people take what they need. They can still get a lot of what they need, and then they’re really happy. And now we will have two relief shops, maybe three.

Scott: I'm kind of the junior chef for the pop-ups. We planned the meals for the two years that we did. With new places, we’ll probably get settled before we decide how to go from there, if we still can do that.

Jeremy: Previously we had one big community partner day, but with new partners, we have the opportunity to start having separate, smaller ones so we can make an impact in different locations instead of just one. Our first will be with ROOTS Hair & Soul on Sunday, May 19. We just opened for business with them on April 15, so it will kind of celebrate that. The other will be with the Church of God's Word on Friday, July 12. Both have been wonderful to partner with, and we are looking to possibly expand into Moorhead later this year.

As new 2024 site partners, what drew you to Life Care Unites Foundation’s Relief Shop?

Pastor Carla Buchholz (Church of God's Word): We're very excited to help them. They first joined us on the third Saturday of February. They came on our food pantry weekend and we had a table set up so that they could sit and have people get what they had for them, and talk with people and tell them about what they do. We have a full food pantry and a clothing room, but we keep them separate so they have a better way of tracking. People are really curious and interested in finding out about them, and really happy at the idea of getting things like laundry soap to make sure that they have clean clothes. I just know it's going to get bigger and better for both of us and we’re excited to let people know that they are available.

Brenna Fisher (co-owner of ROOTS Hair & Soul): I met them at Juneteenth a few years back, saw the mission that they were trying to execute, and felt it was something really good and strong that our community needs so I was always looking for a way that I could contribute.

When they wanted a new spot, I thought I might have one. They came and looked and agreed, and I feel like it's going to be a great little site location for the area we're in. I'm just excited and happy to help wherever I can. I can see the great things they're doing, and I feel like if we all partner together, and if other people BY

have resources to contribute and add to what they have going on, it doesn’t have to stop at one or two locations— we can make it bigger. I feel like we can just demonstrate how the community can come together, more people will do what they can for their communities, too.

How do you feel about all the new opportunities?

India: I'm proud of how far we've gotten. When we first moved up here, a lot of people in the community helped us, and now we're spreading our joy around. I'm just glad to see all the progress we've made and all the things that we've accomplished. And I love the joy of seeing people’s smiles when we get to help them.

The Life Care Unites Foundation was named the March 2024 grantee of the Cass Clay chapter of the Awesome Foundation to assist with costs related to setting up new locations.

The Cass-Clay chapter of the Awesome Foundation awards a $1,000 gift each month for awesome ideas of all sorts. Grant recipients do not need to be associated with a nonprofit. Applications can be made at awesomefoundation.org/en/ chapters/cassclay.

Katrina Robinson lifecareunites@gmail.com 817-264-1398 lifecareunites.org /LCUFoundation

ROOTS Hair & Soul 2108 S University Dr, Fargo 701-532-2036

Church of God’s Word 227 Main Ave W, West Fargo 701-639-6240

Photo submitted by Brandi Malarkey

WOMEN YOU SHOULD KNOW

Yvette Reyes

OWNER, FM AERIAL & MOVEMENT ARTS

A first-generation American growing up in rural Minnesota, a female welder working the night shift, a Fargo transplant, a young entrepreneur trying to establish a new business during the COVID-19 pandemic—for Yvette Reyes, owner of FM Aerial & Movement Arts, feeling like an outsider was always a part of her identity. It wasn’t a part she necessarily liked, though.

“It’s this feeling of being disconnected from those around you,” Reyes said. “For me, something as simple as voting was difficult. I worked from 4:15 p.m. to 2:55 a.m., which meant I had to choose between sleeping and voting. I felt like I couldn’t be a part of any changes being made to my community. I didn’t get out and I wasn’t able to participate in things.”

So, focusing on the determination and strong work ethic that had propelled her this far, she set about creating a space for herself and others like her—bringing the outside in.

Building blocks

“Social capital isn’t something I came in with,” Reyes said. “For a small business—without a big marketing budget—the people who know you are your first supporters.”

Success for FM Aerial & Movement Arts required putting herself out there, which was quite the challenge for a self-proclaimed introvert. The studio started with a small core membership—a holdover from the previous ownership—but if she wanted to encourage growth both as a business and a community, Reyes recognized the need to invest in herself as an artist and a business owner.

By Arielle Windham

In addition to working with organizations like the North Dakota Small Business Association to develop her business skills, she started making friends and building social capital with other entrepreneurs through networking events. She focused on her personal fitness journey, adding skills, and diving into safer ways to move and encourage the body as well as how to be a more effective instructor.

The original studio had been strictly pole-based fitness. Despite having no aerial background, Reyes saw silk and lyra classes as a chance to differentiate her space and create more room for exploration and community. She included aerial in the studio’s new name and never looked back.

“Being who I am, I couldn't just be another pole studio,” Reyes said. “I wanted to be different by establishing a goal that was true to me and bring a new art form to the Fargo-Moorhead area, and respect it by taking time to learn the ins and outs so that I can keep people safe and teach skills properly.”

If you build it, they will come

Today, FM Aerial & Movement Arts has become an important part of the Fargo-Moorhead aerial community. The studio retains its place as a safe, inclusive space for adults interested in pole fitness, but has added adult and youth aerial programming as well as an aerialist for hire for special events.

Reyes continues to expand the opportunities for inclusion at FM Aerial & Movement Arts. In addition to youth classes, the studio is offering summer camp programs for young aerialists. She has also added a

childcare option during certain classes, giving parents a chance to take some time for themselves safely and confidently.

She is also looking outward to fostering stronger connections between POC members of our community.

“I have had a number of friends move away from the area recently because they felt isolated,” Reyes said. “They felt there was not enough of a community here that they identify with.”

To help break this cycle of coming and going, Reyes works with organizations like CASA, which supports our local Latino community. She also champions the efforts of individuals like Frederick Edwards, founder of Fred’s Dissonance, and Rachel Stone of P’s & Q’s Etiquette to help open doors for others like herself looking for a welcoming space to foster growth and connections.

Learn more about Reyes as well as current classes, workshops, and camps.

FM AERIAL & MOVEMENT ARTS

fmaerial.com /fmaerial @fmaerial

10 Questions Questions

10

ohn Machacek, Chief Innovation Officer for the Greater Fargo Moorhead Economic Development Corporation, has worked with countless startups throughout our community over the years. He knows their ups, and their downs, but most of all, he knows the questions to ask them. Here are John Machacek’s 10 questions for Jon Melgaard, Co-Founder and CEO of Event Conex.

By John Machacek

by Josiah Kopp

Photo

01

Will you please tell me your Event Conex elevator pitch?

Event Conex saves event organizers time by streamlining back-of-house workflows for conferences and summits. Event Conex strives to be the co-pilot organizers use to ensure all event stakeholders have the right information, at the right time, and in the right place, allowing the event to operate smoothly.

02

Knowing that there are many facets to event planning and that your software could have many bells and whistles if you wanted, what are the core areas or sweet spots you are starting with?

Over the past ten years, we've seen a lot of innovation in the event tech space with regard to attendee-facing experiences, registration, virtual event experiences, and mobile apps. However, there hasn't been as much innovation around the back-end operations for managing these events. What we see are teams using an array of spreadsheets and Google Docs to plan their events. These tools are easy to drop information into, but it's more challenging to pull that information out and use it in different ways, which results in teams spending a lot of time reformatting this information for different stakeholders.

Event Conex strives to be the central repository for event information.

10 Questions

By keeping this information in one place, we can then more easily report that information in different formats or push it to other tools via integrations. We are focusing on speaker management and content planning because this is where a lot of that tedious work occurs. We want to make it easy to manage speakers from before they are even invited, to the moment they walk off stage and leave the event.

At the end of the day, event organizers are tasked with making sure event stakeholders have the information they need, when they need it, and in the formats that are best for them. I’ve been in the shoes of front-line event organizers, so we are building the tools I wish I had when I was producing events.

03

Thinking about your days as an event planner, what features would have excited you most?

One of the key pain points I often encountered was the potential for information to get lost or miscommunicated between the various teams involved—from programming to production. The feature that would have excited me most about Event Conex is the ability to generate detailed, minuteby-minute run-of-shows for each event. These documents are essential for keeping everyone aligned and ensuring a flawless execution, but they can be incredibly time-consuming to put together, especially as an event nears and content changes.

With Event Conex's Session Manager, event planners can easily plan and organize each session down to the minute. This not only helps the programming team capture their vision, but it also allows that information to be seamlessly passed along to the production team. By creating a centralized hub for all event details, we are eliminating the risk of critical information falling through the cracks during the handoff. This type of tool would have been a game-changer for me, as it would have given me back the "night before" that is so often lost to frantically pulling together those last-minute rundowns. Instead, event organizers can focus on higher-level strategic planning and problemsolving while being confident that the execution details are well-documented and accessible to everyone who needs them.

04

Do I assume correctly that your past experience and work relationships have been helpful in validating the product and connecting with initial customers?

Yes, my past experience and work relationships have definitely been helpful in both product validation and connecting with initial customers. I used to be a producer for the Aspen Ideas Festival and other programs at the Aspen Institute. Having those existing relationships and connections within the event planning community has been invaluable. The

people I used to work with have been incredibly helpful in providing feedback, testing features, and even becoming some of our first customers.

I think it's really helped that they already know and trust me. Event producers can be quite cautious about adopting new tools and systems because if anything goes wrong, they're the ones who have to deal with it. But because they know me and my track record, they've been willing to give Event Conex a chance.

At the same time, I've also really enjoyed connecting with event planners from other organizations. As I've learned, no two event teams plan and execute events in exactly the same way. Getting that broader perspective has been crucial in shaping the product to meet the diverse needs of the industry.

Overall, I feel incredibly fortunate to have those existing relationships and that insider knowledge of the event planning world. It has allowed me to validate the product, gather critical feedback, and build that initial customer base—all of which have been instrumental in getting Event Conex off the ground.

05

If I recall correctly, your cofounder Paul lives in New York. How did you meet and start collaborating?

We first met while we were both skiing in Montana last year. Paul is originally from New Zealand but has spent the last several years working as a VP of

Product for NBC Universal in New York. I was producing an event in New York last June when we met up for dinner and I complained about the same old pain points that come with the types of events I produce. I told him about the platform I mapped out in my head to solve those pain points and he told me that he could probably build it. So we prototyped a few features last summer and then he spent the fall building the product. And this winter we started selling it.

It’s been a really great partnership. I have the domain expertise, Paul has the technical know-how, and together we are figuring out the rest. We are learning how to work effectively as a remote team and have been using all sorts of tools to do so. Slack and Loom are two of my favorite tools. Paul is eager to come visit Fargo and see what all the hype is about. He is impressed by how supportive the state is for entrepreneurs.

06

I was surprised at your quick progress on your software when you first showed it to me. How has this process gone on building and tinkering with your tech?

I was a bit surprised at the quick progress we were able to make on the Event Conex software when I first showed it to you as well. The truth is, building technology these days can

happen a lot quicker than it used to, thanks to the suite of low-code tools we've been utilizing.

As someone who has wanted to be a technology entrepreneur for a long time, I was initially hesitant because I thought building software was a slow and expensive process. But working with my co-founder Paul has really opened my eyes to how the landscape has changed.

Paul has helped me understand that building a modern application is more akin to building a website years ago—there is a lot less intensive coding required now, as we're able to build on top of existing technology and infrastructure.

Having a technical co-founder like Paul has been hugely important in this process. His expertise in product management and design, combined with my domain knowledge of the event planning industry, has allowed us to rapidly prototype, test, and deploy new features.

The low-code tools we're using have been a game-changer, enabling us to test ideas and get feedback from customers much faster than a traditional software development lifecycle would allow. This has been crucial in ensuring we're building the right solution to address the pain points event planners are facing.

the University of Minnesota, and that you were an entrepreneur In residence with Kilbourne Group a decade ago. Then you were in the workforce for about eight or nine years, before now being back in the thick of it. Did you always see yourself founding a startup?

Yes, I think I did. I studied nonprofit management and entrepreneurship in college–I was very interested in social enterprises and how business models could create impact and financial return. I love being surrounded by creative, entrepreneurial people, and my time at the University of Minnesota and the Kilbourne Group reinforced that.

Also, impact is very important to me, especially since I have worked in the nonprofit space for the last 10 years. And although Event Conex isn’t explicitly a social enterprise, our hope is that these tools help make people’s working lives better. I struggled with burnout after the pandemic, which ultimately drove me away from producing events. Event Conex can help event organizers streamline their work so they have more time to focus on the details that matter and prevent the event from becoming all-consuming as the date nears.

From my research, I can see you dipped your toe into entrepreneurship while at

10 Questions

08

I heard you mention on an Innovate North Dakota advisory call how the Fargo-Moorhead entrepreneurship ecosystem is one of the reasons that drew you to move back here after working in Colorado for a while. Can you share a bit about that, please?

I lived in Aspen, CO for five years and loved so many things about it. But one of the reasons I moved back to Fargo was to be part of the creative, entrepreneurial community that has taken root here. While I was away, I was always a cheerleader and ambassador for Fargo, and it's been fun to see the entrepreneurial ecosystem grow and mature over the last decade. Now that I’m back working on a startup, I’m grateful for the infrastructure that is in place to help early-stage companies grow. Starting something new is risky, so it's nice that North Dakota recognizes that and does what it can to help lower those barriers to entry. We are currently part of gener8tor’s gBeta program along with the Department of Commerce’s Innovate ND program. Both have been extremely helpful as we think about how to scale Event Conex.

09

If you could go back in time to Jon from several years ago, what hindsight advice would you give yourself?

I think I’d tell myself not to be afraid to ask for help. I think in many ways we are conditioned to be so self-reliant, but startups are truly a team sport. It is nearly impossible to do it all alone. I’ve been impressed by people’s willingness to help. People want to see you succeed, especially here in Fargo.

10

Then my last question always is, what can we do as a community to help you and Event Conex succeed?

If you know any event organizers, please share this article with them. We’d love to help them eliminate the tediousness in their event operations. Our hope is that Event Conex can help them work smarter, not harder so that they can find more work-life balance.

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About John