Biz 417 | What We Can Do When We Care to Learn | January-February 2023

DOUG PITT and WHAT

AMANDA & RYAN OWEN DOUG PITT MICHAEL CHO

Springfield's Best has been supporting local businesses since 1994. Our membership includes a variety of the most well respected and established businesses in southwest Missouri that are known for their community involvement and trustworthiness.

Springfield's Best encourages the consumer public to conduct business with these reputable, locally owned or managed companies that operate with honesty, integrity and ethical behavior, and to support the Springfield community by keeping their dollars in the Springfield economy.

Learn more about these local reputable businesses at springfieldsbest.com/directory.htm

On p. 44., we talk to Amanda and Ryan Owen about the development history of Cherry and Pickwick, the corner that every 417-lander seems to love.

DOUG PITT

BY LUCIE AMBERG

DEVELOPING STORY

Property development is a hot topic in Spring eld. What can we learn from the popular development at Cherry and Pickwick?

BY TESSA COOPER

Doug Pitt takes us through the highlights and history of Care to Learn and shares what’s in store for its future.

PHOTO BY BRANDON ALMS

21 HEAT INDEX

New opportunities on the rise.

21 FORWARD THINKING

SGFCO shares how to keep young talent in Spring eld.

22 IDEA TO TRY

A simple idea to encourage staff and support local business.

22 BEHIND THE IDEA

Veterans Upward Bound expands to 15 additional counties.

Breakthrough strategies

24 SETH HARRELL

Futurist Seth Harrell sees exibility on the horizon for business.

25 CORNER OFFICE

Learn about Clay Goddard’s mission as the new president of the Southwest Region of Burrell Behavioral Health.

26 NAILED IT, FAILED IT

Doug Pitt shares how a “no” inspired growth for Care to Learn.

31 ADVICE & WHISKEY

Restaurateur Michael Cho gives advice on motivating a team.

32 NEXT GEN

The Light family has been carefully crafting custom prosthetic eyes since 1945.

Tools to help you dominate

34 NETWORKING NOTES

MSU’s Algerian Hart works to bridge gaps in the community.

36 Q&A

GDL Enterprises, LLC gives insight on the new Loose Goose development.

52 THE SCENE

A look at the Biz 100 Party and Drury University Gala.

Everywhere you need to be

56 DOWNTIME

Hit the slopes with Kirk Elmquist.

PHOTOS BY BRANDON ALMS, LEAH STIEFERMANN, JEFFEREY SWEET

Biz 417’s Commercial Design Awards are open now. Visit biz417. com/cda to enter your project.

Entries close on January 27 and winners will be featured in the July/August 2023 issue of Biz 417.

10 FOR THE NEXT 10

We’re looking for bright people leading 417-land into the future: Voting is now open for the 2023 10 for the Next 10. Know somebody who you think ts the bill? You have until February 27 to submit nominations. Head to biz.com/10ftn10 to vote now.

IS YOUR WORKPLACE A WINNER?

Nominations are open until February 17 for the third annual Biz 417 Best Places to Work contest. Since 2020, we’ve highlighted local businesses that have created excellent workplaces for their employees. Head to biz417.com/bptw to nominate your business before it’s too late.

ADVISORY BOARD

David Atkisson

Spring eld Of ce Leader

J.E. Dunn Construction

Shaun Burke

President Guaranty Bank

Thomas Douglas CEO

JMARK Business Solutions, Inc.

Anna Evans

Vice President of Business Retention and Expansion Show Me Christian County

Heather Hardinger

Chief Diversity, Equity & Inclusion Of cer CoxHealth

Sally Hargis Vice President/Chairman

Ozarks Coca-Cola/Dr Pepper Bottling Co.

Ryan Mooney Vice President of Economic Development Arvest Bank

Daniel Ogunyemi

Director of Diversity, Equity and Inclusion

Ozarks Technical Community College

Ben Sapp

Communications Director Sapp Design Architects

Debra Shantz Hart

Owner Housing Plus LLC DHTC Development Sustainable Housing Solutions

•Ladies Who Launch •Biz Break

Jack Stack President/CEO

SRC Holdings Corp.

PHOTO BY LEAH STIEFERMANN

Shine a Light

Welcome to 2023! This year marks the 25th anniversary for 417 Magazine . What started as a monthly magazine owned by Radio 2000, has grown to a locally owned lifestyle media company with high-impact events, robust web sites chock full of local content (and free to access for all), e-newsletters, custom publishing and other titles such as 417 Home , 417 Bride and this magazine you’re holding right now, Biz 417

Our mission is to shine a light on 417-land, and we strive to be positive and substantive. We’re not afraid to talk about controversial topics, but we choose not to focus on the controversy. We also resist presenting stories through a political lens. In this current climate, it’s a point of pride that we can step beyond the noise and chaos and bring you well-reported stories that aim to shine a light.

With the recent tension surrounding the question of rezoning in Galloway and the heated situation in University Heights, we had long conversations about how we could meaningfully add to these stories. We chose to learn more about two commercial development projects and examine the key factors that helped them succeed for developers and local residents. On p. 44, we look back at the revitalization of the corner of Pickwick and Cherry, and on p. 36, we dive into Loose Goose, a project that’s currently in development. And what better way

to start a new year in a positive light than by sharing Doug Pitt’s story with all of you? He’s a strategically minded businessperson who also has a big heart—and big plans for the future of his nonpro t, Care to Learn.

There is so much good happening right here if you just look for it. We’re proud to package up an abundance of it for you in this magazine.

Logan Aguirre Publisher, Biz 417

MY FAVORITE LESSON

Doug Pitt explains how a businessperson approaches starting, and leading, a nonpro t: Start with business principles like “you can’t be everything to everybody.” Pitt will share more of his principles, and how they apply to both businesses and nonpro ts, during his talk at Biz 417’s Think Summit on April 5.

We announced Biz 417’s 2022 Biz 100 and Person of the Year in our November/December issue and celebrated the honorees at the Biz 100 Party on November 9. We received so much positive feedback about this dynamic list and overwhelming enthusiasm for the Person of the Year, Dr. Hal Higdon. For photos from the Biz 100 Party, turn to p. 54.

Lucie Amberg

STREET POUR

“The Biz 417 Person of the Year is my friend Hal Higdon. Congrats, Hal, and well deserved.”

—Clif Smart, President of Missouri State University

“Congratulations, Hal Higdon, so well deserved! Burrell [Behavioral Health] is so proud to not only call him our board member—he now serves as chair. Incredible leader, visionary, community advocate and business mind!”

—Dr. C.J. Davis, CEO of Brightli, Inc. and President/CEO of Burrell Behaviorial Health

“I am honored to be included in the Biz 100 again this year. The event... was super fun and a great networking opportunity. Thank you for keeping things vibrant in 417-land!”

—Mark Walker, Chairman/CEO of Transland

“Congratulations to Museum Director Nick Nelson, whose leadership was recognized as a ‘Power Play’ by Biz 417 in their 2022 Biz 100!”

—Spring eld Art Museum

PHOTO

1

2

—Doug Pitt, founder of Care to Learn, p. 38

—Amanda Owen, developer at Pickwick and Cherry, p. 44

3

—Michael Cho, owner of Craft Sushi, p. 31

4

“There are no arguments in

There can’t be because

goal is to make it work for the patient. You put your egos aside and work together as a team.”

—Randy Light, owner of Lights Prosthetic Eyes, p. 32

5

— Michelle Ciesielski, program director of Veterans Upward Bound, p. 22

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“[Big cities] have these little enclaves of restaurants and markets at the edges of neighborhoods, like a city within a city. This has kind of become that.”

here.

our

“In nonpro ts, we want to help the world. We want to do everything. But you don’t do that in business. You’ve got to do what you do, and do it really well.”

“When a person exits the military, they can feel like they are starting from square one. We found that it helps to be around other veterans and see examples of ways to navigate a civilian space.”

“I believe energy is a palpable thing. You can walk in a place and immediately get a vibe. So you look for people that give you good energy, and you can teach the rest.”

—Jesse Tyler (left), co-founder of lifestyle brand SGFCO. More from Tyler and his co-founder Jacob Scowden (right) on p. 21.

Spread the Love

FosterAdopt Connect Executive Director Brandi VanAntwerp shares a simple way to encourage staff.

Page 22

Back to the Future

Spring eld-based futurist Seth Harrell shares how futurism can help businesses, such as how companies can use futurist concepts to create exibility over the long term.

Page 24

Leading

the Health Network

New president of the Southwest Region of Burrell Behavioral Health Clay Goddard shares his priorities for the future of the health network’s 94 Southwest Missouri locations.

Page 25

PHOTOS

BY LEAH STIEFERMANN, COURTESY SHUTTERSTOCK

“What we say works for retention is people feeling seen, known [and] having a community.”

Know a commercial designer who seamlessly links style with function?

Submit their work for a chance to recognize them in our July/August issue of Biz 417.

Submissons accepted through January 27.

[

FORWARD

With a new year come new opportunities. We’re buzzing about a new chapter for a beloved networking organization, new infrastructure improvements and a new spot for a night out.

BY LUCIE AMBERG

COMING UP ROSIE

Leadership Spring eld is now managing Rosie, an advocate network for 417-land’s current and prospective female business owners and leaders. Since Rachel Anderson and Paige Oxendine launched Rosie in 2016, the network has grown to more than 1,000 members. “We are committed to preserving the original mission and accessibility of Rosie while also leveraging Leadership Spring eld’s infrastructure to support this network of leaders,” says Carrie Richardson, executive director of Leadership Spring eld.

COME RAIN, COME SHINE

The City of Spring eld now has an extra $17 million to invest in stormwater improvement projects. The funds were awarded through the State American Rescue Plan Act Water Infrastructure Community Grant Program and facilitated by the Missouri Department of Natural Resources. The grants support 14 projects in 417-land, including ones at Jordan Creek, Scenic Avenue and Hilton Avenue.

Y’ALL COME

Meridian Title Company announced a ve-year partnership with Nixa Public Schools’ AETOS Center for the Performing Arts. The new Meridian Title Performance Hall is scheduled to open at AETOS early this year. It will serve as a venue for local productions, including live performances associated with Nixa Public Schools, and it will also welcome national productions to 417-land.

SGFCO’s Gen Z and Millennial-geared outings give young 417-landers a community and sense of belonging. But can they keep young talent from leaving Spring eld for greener pastures?

S

pringfield’s retention challenges are nothing new. And while it’s widely acknowledged among many city and business leaders, there doesn’t seem to be an agreed solution for how best to address it. So, with a relatively low cost of living, proximity to nature, and a booming job market, why haven’t we solved the Rubik’s Cube puzzle that is Springfield’s retention issue?If you ask Jacob Scowden and Jesse Tyler, co-owners of the local lifestyle company SGFCO, they’d say the solution to the problem starts at a micro level rather than a macro one. “What we say works for retention is people feeling seen, known [and] having a community,” Tyler says. “I think companies kind of make a mistake of assuming that people care about their mission, or their company at large, and then try to rally everybody around that.” Tyler suggests business leaders spend more time making sure their young employees feel recognized and valued on an individual level rather than, as he says, “‘Look how purposeful and awesome our company is.’”

And for their part, Tyler and Scowden are using SGFCO’s popularity and platform to build a sense of community and belonging for 20- and 30-something 417-landers. “The brand started with this idea of celebrating the parts of Springfield that we loved and felt empowered by,” says Tyler. But as time went on and the brand grew, it felt disingenuous to the duo if they weren’t actively supporting community building and inviting others into the circle.

“We started doing these outings that were free or low-cost,” Tyler says. “We needed to have physical expression saying, ‘This is why we’re here; this is what we love about the place.’” Those activities include outings to Springfield Cardinals games, an ice cream social cycling club, movie nights at The Moxie and their fast-growing kickball games.

“We created two fictional Springfield teams,” Scowden says. “The Springfield Cobras based off the [1953] cobra scare and then the Route Sixty-Sixers.” And while the jerseys can be purchased through SGFCO, whoever shows up to a kickball event is given a jersey—and a team—for the night. “If a stranger comes, the last thing we want is for them to feel like they’re watching a group of friends have fun without them,” Tyler says. “For that night they’re like, ‘these are my friends too,’ because we are.”

FIVE ON FIRE

HEAT INDEX

BY COLIN SHEA DENNISTON

BIZ417.COM January/February 2023 21

Donut Stop Me Now

Director of FosterAdopt Connect shares a fun and simple way to bring joy to sta ers, while also supporting the community.

BY JO JOLLIFF

Looking to surprise her staff at FosterAdopt Connect, Executive Director Brandi VanAntwerp hired the A.M. Donut Truck. “What inspired the idea is my team,” VanAntwerp says. “I’m a huge team person and I truly believe that no single person can make everything happen and it really takes a team to accomplish greatness.”

VanAntwerp hired the food truck to help encourage her team in their everyday workload. “It’s important to me that our staff know they’re cared for,” she says. The truck came at the beginning of fall and was the perfect breakfast treat.

With A.M. Donut Truck her staffers were able to choose from a wide variety of donut flavors and toppings topped off with a cup of fresh coffee. “I thought it’d be a neat way for them to get something to enjoy their day a little more,” she says. Beyond that, VanAntwerp also selected the A.M. Donut Truck because of its mission. Started by Arc of the Ozarks, the A.M. Donut Truck is used for people in programs at Arc of the Ozarks to gain work experience. “Our team is all about inclusivity and job opportunities for everyone so it was a neat opportunity to get to support that effort as well,” she says.

NIGHTSTAND

Joe Reynolds, president of Central States Industrial, recommends Integrity: The Courage to Meet the Demands of Reality by Henry Cloud. This leadership book dives deep into its title virtue. Cloud outlines tasks that a leader can accomplish to lead with integrity, build trust among team members and deliver reliable results.

[BEHIND THE IDEA]

UPWARD BOUND

The Veterans Upward Bound program, which has been helping local veterans navigate college enrollment for the past ve years, is expanding.

BY SONIA GUZMAN

Veterans Upward Bound (VUB) has been serving Greene County veterans through Ozarks Technical Community College (OTC) for the past five years. The program’s main goal is to help local veterans find success in college. Thanks to a recent grant renewal and expansion, VUB is now able to serve veterans in up to 15 neighboring counties. This makes it possible to work with more than the 125 veterans VUB has served each year up until now.

Entrance into the program requires a short application and screening by a VUB staff member. “As long as the applicant lives within the designated counties, there aren’t a lot of barriers to joining the program,” explains VUB Program Director Michelle Ciesielski. Veterans who enter the program receive financial assistance with application and transcript fees, help locating and applying for scholarships, on-site tutoring, refresher classes and one-on-one skills building.

“When a person exits the military, they can feel like they are starting from square one,” Ciesielski says. “We found that it helps to be around other veterans and see examples of ways to navigate a civilian space. We want to provide support that veterans can lean on while they transition into civilian life.” The program’s main focus is education, but Veterans Upward Bound also helps with connecting and referring participants who may need assistance with food, housing, or child care to other programs that can address these needs.

While Veterans Upward Bound is funded by a federal grant and doesn’t accept monetary donations, the program still relies on local support. VUB is looking for businesses to collaborate with for cultural trips, help with catering events and mentorships. And of course, says Michelle, “We love working with veteranowned businesses.”

Executive

Michelle Ciesielski

Brandi VanAntwerp

Future Proof

417-lander Seth Harrell has a master’s degree in a unique eld: foresight. Last year, he was selected as an emerging fellow by the Association of Professional Futurists. We sat down to learn how futurism can help businesses create exibility over the long term.

BY LUCIE AMBERG

Biz 417: “Futurist” may be an unfamiliar term for some people. How do you describe what you do?

Seth Harrell: The easiest way to describe it is to note that the uncertainty of the future is increasing. My job is to decrease the amount of uncertainty. My role is not to predict anything; we try to stay away from that. Most businesses focus on a three-to- ve-year strategic plan. It’s easier to make a ve-year plan if you’re looking 10 years out. But how do you do that when things are so uncertain? Once you get to the ve-year mark, data isn’t quite as useful because uncertainty becomes so great at that point. That’s where people like me jump in. Things will still be uncertain, but we know the underlying drivers in the world that are creating change. We can make plans and nd opportunities in that.

Biz: Are you saying that while we all like to make data-based decisions, it’s hard to do that more than ve years out because there are so many potential variables in play?

SH: We start with the hard data and go out as far as we can. At some point, it becomes so uncertain that data won’t tell you much anymore. The workspace becomes more qualitative. [Futurists] try to future-proof your strategic plan. For example, a lot of schools had strategic plans in place that might have been nished right as the COVID-19 pandemic started. How many of those plans had anything incorporated to allow for exibility and changes with a wild-card pandemic? Our philosophy is that you need to build exibility into those plans. We try to re-frame your idea of what your strategic plan should be to make it more easily achieve your goals—in spite of all the changes going on in the world.

Biz: This reminds me of the Great Game of Business management style. Developing contingencies and preparing for worst-case scenarios are components of that system, and it sounds like a futurist can help you envision what those contingencies and worst-case scenarios might be.

SH: Exactly. Scenarios are the heart of foresight. We try to take all this uncertainty and develop scenarios—usually three to ve. You don’t want to do too many because it can be too much to think about, but it’s easy to carry three to four images about what your organization might be facing in your head. The goal of the scenario isn’t to predict exactly what’s going to happen but to broaden your thinking about what is plausible in the future. Hopefully, it challenges your assumptions about how business is operating in the present. If you challenge your assumptions, you can nd your blind spots to make you more future-proof.

Last year, Seth Harrell attended the first-ever Dubai Future Forum at the new Museum of the Future in Dubai.

PLACE TO BE

SPRINGFIELD AREA CHAMBER OF COMMERCE ANNUAL MEETING

January 27 6 to 9 p.m. Oasis Hotel & Convention Center

Find registration and ticket information at spring eldchamber. com.

LEARN MORE ABOUT THIS EVENT AND MANY MORE ON P. 50

A NEW MISSION

Clay Goddard has been collaborating with leaders at Burrell Behavioral Health for three decades. Now, he’s leading the health network’s 94 Southwest Missouri locations as its new president of the Southwest Region.

BY REN BISHOP

Biz 417: You most recently served as the Senior Director of Public Health Transformation for Missouri Foundation for Health, after a very public role as the leader of the Spring eld-Greene County Health Department. Why move to Burrell Behavioral Health?

Clay Goddard: My work for the Missouri Foundation for Health was important, and I loved it. But I missed being closer to where services are being delivered. With Burrell, I knew the work, the mission. I served as Board chair. So when I came into this role, it af rmed what I already knew: There is so much passion and purpose behind our team in their work.

Biz: Burrell is a local agship in mental health care; what are your priorities as its new regional leader?

CG: I want to get to know my team, engaging with people in all 94 locations. I want to know their concerns and pain points, to empower them to be a part of any solution. In every conversation, I’m issuing a challenge: Every decision we make should be client-centered and executed with ef ciency. The more effective and ef cient we can be, the more clients we can serve. Ultimately, that leads to a healthier community.

Biz: You’re a proud fourth-generation Missourian, raised on a farm. How has your personal story impacted you as you lead Burrell?

CG: I’m a little late to this admittedly; I was raised with a mentality that you don’t show weakness. I learned with sustained illness and death with my father that the last thing I needed to do was internalize my pain. I found out the hard way that if I needed help, everyone probably needed help, and everyone deserves high-quality services. That’s my mission.

#NAILED IT FAILED IT

The subject of this issue’s cover story, Doug Pitt, tells us how a “no” from the Care to Learn Governing Board led to a plan for the nonprofit’s future. For more from Pitt, see our story on p. 38.

Presented by ®

Whether they're your colleague, mentee or career crush, we want to hear about the professional who is poised to make waves in southwest Missouri in the next 10 years. Hurry and nominate a Biz 417 10 for the Next 10 before nominations close on February 27.

#Nailed It Failed It Doug Pitt, Care to Learn Founder

“The business guy in me went to the board seven or eight years ago, and I gave this lofty goal of how many [Care to Learn] chapters I wanted. I have Jack Stack and Jim Anderson and all these great business minds on my board. And they’re friends of mine, too, so I’m expecting all this great support. [But they looked at me] like I just kicked their dog. And I was kind of taken aback, like, ‘I’m not feeling the love here.’ I don’t remember what number I’d thrown out. It was something like, ‘I want 100 chapters.’ And they looked at me like, ‘No. We don’t have the infrastructure in place to get there. What are you going to do if it happens? How are we going to manage it?’ Literally, my board told me ‘no.’” #FailedIt

“But that’s exactly what a board is supposed to do. I didn’t want them to be ‘yes’ people. They did exactly what they were supposed to do, and they said, ‘no, it’s a bad idea.’ And do you know what, it was a terrible idea. We weren’t equipped to handle it. But guess what? We are now. It took that many years to get us in the right place that we could grow to sustain more chapters. It was great advice, and I’m glad that they did it, and I’m glad that I listened. I’m excited about what’s coming now. We’ve never left the state of Missouri; that will change. I’m very proud of Missouri. I’m a Missouri guy; I’ll wear that banner with some pride. I like taking care of our own in Missouri... But if we’re going to talk about ef ciency in helping kids, why are we putting boundaries on things? What’s the path of least resistance to help the most kids? Also, where do we have buy-in? If we have superintendents saying they want us, guess what? We’re going. We’ll gure out the best way to get there. So we’re going to have a different look here in the next few years, and I’m very excited about what that look is going to be.” #NailedIt

—Algerian Hart, p. 34

Roll Out the Red Carpet

Restaurateur Michael Cho nds people for his team that strive to go above and beyond for their customer service. Page 31

Eye-Catching

Established in 1945, Lights Prosthetic Eyes has seen many changes in the industry. Randy Light shares the steps his family business have taken to undergo them. Page 32

Loose Goose

PHOTO BY BRANDON ALMS

“[Missouri State is] a great place, but it can’t be as great as it should be if we don’t have the community involved, if we don’t have the campus, faculty and staff involved in that and continue to do this work.”

Andrew Doolittle and his partners at GDL Enterprises, LLC share their plans for the development on the corner of Grant and Grand for Loose Goose.

PHOTO BY LEAH STIEFERMANN

[ADVICE & WHISKEY]

HEART FOR HOSPITALITY

Restaurateur Michael Cho moved to 417-land in 2002 to help open and run the Argentina Steakhouse. From there, he went on to director roles at Hickory Hills Country Club and Millwood Golf & Racquet Club before opening Craft Sushi in 2018. We met up with him at Haruno to talk about the restaurant world, hiring the right people and motivating a team.

BY LUCIE AMBERG

On what he loves about the hospitality business

“I’ve always said at lineup with my staff: Basically we’re putting on a live play every night—you’ve got to look at it like that. The parallels are very similar. There’s a lot of preparation. You’ve got to cast it. You’ve got to practice. You’ve got to learn your lines, like learning the menu. And every night, it’s supposed to be the same [experience], but there are a lot of variables, and you’ve got to work around that.”

“You can tell a lot in a 5-minute interview—how they answer things, their energy. I’m a big believer in that. I’m no mystic or hippie by any means, but I believe energy is a palpable thing. You can walk in a place and immediately get a vibe. So you look for people that give you good energy, and you can teach the rest.”

On

motivating

team members

“With servers, I do simple things to make sure they were part of the process. I would have three wines. [I’d say]: ‘We’re going to feature one of these three this week, guys. So which one is it going to be?’ I’d have everyone taste it, teach

them a little about it—use that as an educational opportunity—then give them an opportunity to vote. [I’d say]: ‘You guys all like A? I’m going with A.’ When people feel like their input is unnecessary and unwanted, that’s the beginning of the end.”

“Even in ne dining, where there are some people who are career servers, the majority are eventually going to make a living doing something else. So I’d always say, ‘Even though this is temporary, I want people who have the attitude that whatever it is they’re tasked with right now, they want to be doing it the best they can.’ And when it comes to learning about food or wine, I’d tell them, ‘These are life skills. You know what kind of hero you are, if you get your rst job and you guys go out to dinner—you’re there with your boss, maybe your boss’s boss, and you’re the guy who can recommend the wine and navigate the wine menu? Dude! These are life skills!’”

On his wife, Jenny Cho, his partner in Craft Sushi

“She embodies everything that I would hope a hospitality professional/manager/owner would be. And I’m lucky to have a partner like that who leads by example.”

On his father, who chose to move from South Korea and build a new life for his family in New Jersey

“I look at generations of families like paper clips. We all go back to something, and if we go back far enough, all our paper clips come together. But he’s always going to be that red paper clip that had the balls to come halfway around the planet and start over. Through pure gumption and determination and intelligence and all the gifts that he had, he was able to make a life for us, and he had a very successful business. I have an incredible amount of respect, that’s only grown over time, for what my family did.”

On hiring people who have “the heart for hospitality”

Michael Cho shares advice from his experiences in the world of hospitality.

Eye on the Prize

Owner of Lights Prosthetic Eyes Randy Light shares his journey in an ever-evolving family business.

BY JO JOLLIFF

Randy Light joined the family business at the ripe age of 6 years old. Coming in with his father LeRoy, who established Lights Prosthetic Eyes in 1945, Light was instantly enraptured with the process of making prosthetic eyes.

During this time, prosthetic eyes were made from stock eyes with little variety in shape and color. This meant the eyes might not match the exact shape of someone’s eye socket or the color of that person’s real eye. After World War II, the government began to see the importance of funding improved prosthetic eyes for injured veterans. Because of this, Light was able to watch the rapid change in the industry over the years.

Light became a Board Certified Ocularist and Board Approved Diplomate Ocularist. In 1974, he joined the family business, where making the perfect prosthetic eye has become somewhat of an art form. Light begins the process by evaluating the patient’s nucleation and taking an impres-

sion of the socket to create the perfect fit. They then undergo an extensive process to form and hand paint the color of the prosthetic’s iris.

Light’s son Benjamin also joined the family business in 2000. Light says he suspects that the family’s affinity for the business is in their DNA. “You can pass all the tests, but I think that just shows you can do it on paper. I think you have to be born with this talent at least a little bit and it has just been handed down to us as a gene that runs in the family,” Light says. Getting to work together with his father and son over the years has been a perk of the job. “There are no arguments in here,” he says. “There can’t be because our goal is to make it work for the patient. You put your egos aside and work together as a team.”

The pair splits their time between offices with four locations: three in Illinois and one in Missouri. “Whatever city we’re in, whether it be Springfield, Illinois, or Springfield, Missouri, we try to donate to that community and be part of that community,” says Light.

Regardless of the location, Light also focuses on building a relationship with each patient who comes into his office. “We take care of the people when they come in,” he says. “One way or another we help them find a solution.” Light says they truly place an emphasis on getting to know the patient so they can understand how they can best help them.

Most importantly, Light truly enjoys what he does. “If it were a job, I would’ve quit a long time ago,” he says. “It’s like a crossword puzzle every day trying to figure out how to make it work properly for people with no pain involved.”

Randy and Benjamin Light carry on the family business started by LeRoy Light in 1945.

Randy Light joined the family business in 1974 and has since seen many changes in the industry and science behind creating prosthetics.

About Us Careers

Like his father, Benjamin Light sees the process of creating prosthetic irises to truly be an art.

PHOTOS BY LEAH STIEFERMANN

BETTER STRIDES

By bridging gaps between people, Algerian Hart strives to build a sense of belonging on campus and in the community through his new role in Missouri State University’s division of diversity, equity and inclusion.

BY SUSAN ATTEBERRY SMITH

Until people get to know each other— in classrooms, on soccer fields, at churches, or just by having a beer together—their perceptions about the differ-

ences that seem to divide them can be hard to change. That’s why Algerian Hart, interim chief diversity officer in Missouri State University’s division of diversity, equity and inclusion (DEI), is focused on continuing to build a sense of belonging on campus and in Springfield.

After serving as associate dean in the graduate college, Hart, a professor of kinesiology, was named interim director and assistant to President Clif Smart when H. Wes Pratt retired from the top DEI position after 15 years at Missouri State.

“I am by no means trying to fill his shoes, because he left such a big blueprint,” Hart says of Pratt. “We certainly want to be able to build on the foundation that he helped to create.”

Since moving to 417-land in 2019, Hart says he and his wife, Michelle, a talent recruiter for Ross Stores, Inc., and their sons, Ahmias and Rowen, have found significant common ground with Ozarks natives. Whether attending campus events or watching their sons play sports—Ahmias, a Central High School graduate, is now a freshman quarterback and running back for the Missouri State Bears, and Rowen, a Central sophomore, is on the Bulldogs’ varsity football squad—Hart says they see their own values reflected.

“Community means a lot to us,” Hart says. As a young person growing up in California, he spent summers visiting relatives in Arkansas, Oklahoma and Texas, so he says he relates to “manners, respect—all those things that many would argue are very Southern, traditional, Christian types of values. Springfield is a beautiful place where that exists.”

Having grown up “a stone’s throw away from the Rose Bowl” in South Pasadena, Hart says Missouri State students coming from different backgrounds and experiences share more common ground than some might think. For example, a student from a rural area like Clever could be sitting in class next to a student from St. Louis, he says, “and what no one knows is that they’re maybe sitting next to each other in the dining commons and talking about their favorite team over a meal.”

Such easy camaraderie may not take much of a nudge from Hart’s office. Providing resources and advocating for students—no matter their abilities, culture, race, religion, gender identity or sexual orientation—is the real work. And achieving inclusive excellence is the goal, Hart explains.

At Missouri State, advocacy might look like faculty and staff training, a roundtable discussion about recruiting more women into STEM studies or a recent meeting between the university’s Student Government Association and the local American Indian Council to talk about appropriate ways to recognize contributions of indigenous people. Forming partnerships with such community groups to achieve inclusive excellence is important, Hart says. Missouri State is “a great place, but it can’t be as great as it should be if we don’t have the community involved, if we don’t have the campus, faculty and staff involved in that and continue to do this work,” he says.

These days, even using the term “diversity” can be divisive: “Some individuals really get offended by it; other individuals are enthused by it,” Hart says. Yet when he visits towns around the Ozarks, people are unified around one thing: They care about their children’s future.

“They want to make their lives better,” he says.

OUT AND ABOUT

Algerian Hart is the first to say he’s “not a Renaissance guy” who enjoys sophisticated hobbies in his downtime. Mainly, he and his family like to shop, walk their Labradoodle, “Totty”—named after the British Tottenham Hotspur football team they follow—and check out new dining spots. “We’re definitely foodies,” he says. Whether they’re heading down to The Vineyard Market in Ozark, one of his favorite restaurants, or eating a la carte from a food truck in Springfield, they all love the food scene here, he says, adding that the area has “so much talent.”

Andrew Doolittle and his partners at GDL Enterprises, LLC, have had plans for the development of the area underway since December 2020.

ZONING IN ON FUTURE DEVELOPMENTS

Andrew Doolittle and his business partners with GDL Enterprises, LLC, purchased property at the southwest corner of Grand and Grant in December 2020. Now, GDL Enterprises is moving forward with developing Loose Goose there, which will be a mixed-used site with a bar, drive-thru co ee shop, food truck park and pickleball courts. Josh Widner of Good Spirits & Co. and Michelle Billionis of The Co ee Ethic are also partners in the business. The two are leading the e orts on the beverage and food programs for the concept that is set to open in Fall 2023. Here, Doolittle discusses the rezoning process and the role the plans for the Grant Avenue Parkway played in the decision to develop at this site.

BY TESSA COOPER

Biz 417: When you purchased the future site of Loose Goose, it was previously zoned for a three- to four-story, mixed-use building with retail below and apartments above. You successfully got the area rezoned for a one-story mixed-use entertainment destination concept. What do you think contributed to the success of getting the area rezoned?

A.D.: We had an outpouring of support for the project from many organizations and neighbors. One of the first things we did after getting an initial design for the project was take it directly to the Fassnight and West Central Neighborhoods to show them the project and ask for feedback. We also took the project to the Ozarks Pickleball Club for feedback. After this process, we re-designed portions of the site to account for the feedback we received and ended up with a project that we’re all very proud of. Our project transparency also [played a role]. We decided to rezone the property as a planned development because this type of zoning forces us to build what we designed and what we were showing the neighborhoods and community. I think it was important that all parties knew and understood what we were showing them will be exactly what is built. Lastly, our Partners Josh Widner and Michelle Billionis.

Springfield is so lucky to have Josh and Michelle, and they have made huge contributions to the food and beverage space in Springfield through their many successful concepts. Having their knowledge and experience behind the Loose Goose project gave the brand the life and energy it deserved.

Biz 417: Did the plans for the Grant Ave Parkway’s pedestrian and bicycle pathway play a role in your decision to develop in this location?

A.D.: Yes—Our company, Everett Homes, has been restoring historic homes in the Fassnight and West Central Neighborhoods for the last seven years. We’ve learned a lot about these great neighborhoods through that process, and when the Grant Avenue Parkway was announced we instantly thought, “How can we give these neighborhoods and the future parkway users something new, fun and unique to do?” Loose Goose ended up being our answer.

Biz 417: City Council recently voted you down from serving on the Planning & Zoning Commission. What were you hoping to accomplish by serving on the commission?

A.D.: I was hoping to provide a fresh outlook on development in Springfield based on my personal experiences with the planning and zoning processes. I’ve lived in Springfield for my entire life, and I love this city. I believe that we need to make impactful efforts to recruit and retain young professionals and entrepreneurs to move the city forward and to build on what we already have. Planning & Zoning decisions have a large impact on the future of the Springfield community, and I wanted to add my voice and experience to that conversation.

Biz 417: Is there meaning behind the name “Loose Goose”?

A.D.: We took inspiration from the geese at Fassnight. The mascot is Buzz the goose who can either be buzzed on coffee or buzzed on cocktails. Mostly we just wanted something fun and memorable, and the team came up with Loose Goose.

Loose Goose renderings show a mixed-use site designed to provide a unique experience for its customers.

Plans for Loose Goose include pickleball courts, which continue to grow in popularity across 417-land.

HEAD TO BIZ417.COM TO READ MORE ABOUT DOOLITTLE AND GDL ENTERPRISES, LLC’S PLANS FOR THE DEVELOPMENT.

DOUG PITT

when we

and what we can do

CARE TO LEARN

It was 2007. Earlier, while attending a meeting of the Springfield Area Chamber of Commerce Board of Directors, he’d heard outgoing board member Morey Mechlin describe the challenges faced by kids living in poverty. She’d shared details that grabbed a hold of Pitt and wouldn’t turn him loose. He kept thinking about the three siblings who used a single toothbrush and the boy who wore his mom’s jeans because he didn’t have pants of his own. In the same week, Dr. Norman Ridder, then-superintendent of Springfield Public Schools (SPS), proposed starting a fund that could help students with targeted needs like the ones that were haunting Pitt.

WRITTEN BY LUCIE AMBERG

In 2022, Spring eld-based nonpro t Care to Learn hit big milestones. It set records for fundraising and dollars spent on the children it serves, and it commemorated meeting its two millionth need. “Thousands of people have made it work,” says Care to Learn Founder Doug Pitt. “Teachers, donors, volunteers—it’s taken thousands of people to get here.” But no one’s played a bigger role in Care to Learn’s impact than Pitt himself, who applies the principles he developed in 417-land’s business scene to the organization’s mission. We spoke to him about his career, philanthropic interests and the things that he says “have my heart.”

“Some things choose you,” Doug Pitt says. “It really wasn’t my choice. I remember the exact second, sitting at a stoplight, when I just knew.”

PHOTO BY BRANDON ALMS

“Dr. Ridder said he needed $50,000,” Pitt says. “SPS funds are allocated [to specific costs], and if a kid needed something, they couldn’t pull out a dollar and help them. Some of the fixes are significant but easy; they just don’t have the budget to make them happen.”

So there it was: a painful problem and a possible solution—all in one week. “I knew I was going to do it,” Pitt says. “There wasn’t a big business plan I’d written out and thought about for weeks. It was on my heart, and some things came together, which I’ll call divine intervention. Sitting at a stoplight, that was my moment, and here we are.”

Fifteen years later, Care to Learn, the nonprofit Pitt founded to address those “significant but easy” fixes, is going strong. Last year, Care to Learn crossed a big milestone—meeting its two millionth need—and set organization records for both fundraising and dollars spent on the children it serves. From its roots as a resource for kids in Springfield, it’s organically grown to include 41 chapters across Missouri.

The model of service is simple but insightful. It’s based on the understanding that kids spend a lot of time in schools, which means that bus drivers notice when one of them lacks warm clothing. Lunchroom staff learn to spot a kid who’s hoarding food so she’ll have something to eat when she goes home, and if a child’s getting bullied because he doesn’t have access to proper hygiene products, teachers see it happening. As Pitt says, “Many of them are beautiful people who are going to their own purse. They’re pull-

ing out 20 bucks and taking care of these needs behind the scenes. They’re getting a kid fed or getting shoes because they’re going home with these things on their heart.” Care to Learn offers a similar kind of immediate, compassionate help, but it’s more sustainable.

“Rather than one person looking out for that child’s best interest, there’s a village,” says Krystal Simon, who joined Care to Learn in 2021 as its CEO. School employees know that they have a steady partner in their concern for kids, and in contrast to many critical services that help alleviate poverty, the resources Care to Learn provides are “quick, easy, and there’s very little red tape,” Simon says.

Applying Business Principles

The elegance of the model might have something to do with the fact that Pitt says he never set out to found a nonprofit. He came up through 417-land’s business scene, which helped him bring an outside perspective to the work. In 1991, he founded ServiceWorld Computer Center, although he jokes that at the time, he “couldn’t even turn on a computer.” This was well before computers became the driving force in offices, but Pitt could see their emerging impact on the workplace. He sensed that soon, every business would need the kind of IT support ServiceWorld provided.

In the company’s second year, “Great Southern Bank took a chance on us with a large service contract,” he says. “That put us on the map, and I’m grateful to them.” More clients followed,

largely through referrals and word of mouth. Pitt became active in the Chamber. “I met everyone I could,” he says, and ServiceWorld grew. In 2013, it merged with TSI. Pitt stayed on as a leader of the company’s Springfield operations, and the merger opened up time for his interest in real estate development. With Brian Hayes, his partner in the commercial real estate company Pitt Development Group, he began specializing in medical office space.

Around this time, Kevin Waterland, who was now 25 and had started working at ServiceWorld when he was just 18, approached Pitt with a business idea. “It was a small cloud stor-

—Doug Pitt, on the business principles he brought to his leadership of Care to Learn

Care to Learn’s Governing Board is filled with 417land business minds.

First row, from left: Debbie Shantz Hart, Doug Pitt, Mark Walker, Marshall Kinne. Second row, from left: Pam McCoy, Jann Holland, Sarah Hough, Jami Peebles, Jessica Harmison Olson, Alexis Childs. Third row, from left: Derek Day, Dr. Chance Wistrom, Jason Johnson, Monte McNew, Dr. Tom Prater, Dwayne Fulk. Lacie Clark, Je rey Gann, Brian Todd and Je Tynes (not pictured) also serve on the board.

“I’ve grown up as a businessperson. I only know one way.”

“Rather than one person looking out for that child’s best interest, there’s a village.”

—Krystal Simon, CEO of Care to Learn

age company, and it worked,” Pitt says. “I funded it, and we sold it off.” Waterland came back to Pitt with an idea for a new company, Syndeo, which grew very profitable. Syndeo became TSI’s client. In time, it started doing so much business with TSI; it felt natural to buy back the TSI operations that had originally belonged to Pitt. In 2017, Pitt and Waterland reacquired components of TSI to form Pitt Technology Group (PTG). Since then, PTG has grown. Late last year, it announced its third acquisition, Protel Systems and Supplies. “I believe in Kevin,” Pitt says. “I like the way the company is working, and I’m super proud of him.”

If it sounds like it’s been a dynamic ride, it has been. “You can say you want to stay the same and not grow, but life doesn’t work that way,” Pitt says. “Businesses are organic—they’re living, breathing things.” And he isn’t afraid to change course. “Anytime I wake up with a better idea than the day before, I’ll make that change. Why wouldn’t I?” he asks.

All the twists, turns and mile markers on Pitt’s professional journey influence the culture at Care to Learn. As he says, “I’ve grown up as a businessperson. I only know one way.” For example, while mission creep is understandable, Care to Learn stays focused on its core objectives. “In nonprofits, we want to help the world,” Pitt says. “We want to do everything, but you don’t do that in your business. You’ve got to do what you do and do it really well.” For Care to Learn, this means providing immediate assistance with needs related to the health, hunger or hygiene of children. Kids often have additional challenges, like a lack of school supplies, and their parents have needs as well. But rather

Water Works

“If you can get someone in a village and show them ‘before water’ and ‘after water,’ you’ve got them,” Doug PItt says.

In 2006, John Bongiorno, president of WorldServe International, reached out to Doug Pitt through Pitt’s pastor. Bongiorno wanted to talk about WorldServe’s water projects in east Africa. He invited Pitt to travel to Kenya and Tanzania and see the projects for himself. Pitt agreed that it sounded interesting.

“He’s calling me literally within ve days and booking a trip,” Pitt says. “And I was like, ‘This is on. Okay, let’s go.’” It was a smart move on Bongiorno’s part. “If you can get someone in a village and show them ‘before water’ and ‘after water,’ you’ve got them,” Pitt says. “It got me.”

Since that rst visit, he’s returned again and again. In December, he took his 30th trip to the region. During these visits, he’s seen programs aimed at worthy goals like strengthening infrastructure, improving healthcare and combating malaria. “But those don’t have my heart,” he says. “Water has my heart. It chose me, and it’s what I like to put my energy behind.” He loves the lasting nature of a new well—it’s a resource the community can use for two or three decades, and it raises the quality of life for everyone who depends on it. “It’s the people who keep me coming back,” he says.

He often brings his camera along. “I’ve been able to experience some things that take your breath away,” he says. “For someone who loves photography, you can’t shoot enough.”

Pitt enjoys photographing the people he meets, the extraordinary natural beauty and the wildlife. And his camera gives him a different way of seeing the world— something he thinks he might have picked up from his mom, Jane, a visual artist. “I do like that artistic switch,” he says.

It also helps keep him in touch with the very human stakes of his work with water. “It’s okay to step back and look through another lens,” he says. “It’s a big world, but it’s also really small. We’re all just people, trying to do what we do, and we deserve to be happy.”

When Pitt is in east Africa, working on projects that improve water quality for communities, he often brings his camera along. He enjoys photographing the people he meets, the natural beauty and the wildlife. Photography helps keep him in touch with the human stakes of his work with water. “It’s okay to step back and look through another lens,” he says. “It’s a big world, but it’s also really small. We’re all just people, trying to do what we do, and we deserve to be happy.”

than expanding—and diluting—its scope, Care to Learn connects families with additional resources in the community.

This relates to another critical principle of the organization: its localized approach. Every school district is different. Some have existing clothing banks or food pantries that work well. Care to Learn seeks to supplement these resources, not supplant them, which means more people can get the resources they need. “At the end of the day, it’s never about us,” Simon says. “If a child needs help, whoever can best provide it, that’s what we want.”

And it’s crucial that Care to Learn is genuinely wanted, everywhere it establishes a chapter. The superintendent has to believe in the mission, and there has to be a teacher or staff member who can serve as the chapter liaison and provide local direction. “Someone who isn’t forced to do the job,” Pitt says. “Because their plates are full already. There’s no pushing—no ‘round peg/square hole’ here, because we know how that will turn out.”

He also resists what he calls the “discount mentality” that creeps into the nonprofit world. When nonprofits focus on providing muchneeded goods and services, they sometimes feel inclined to settle for shabby office environments or equipment that doesn’t truly meet the organization’s needs. Pitt says this is a mistake. Donors who give money for a mission are hoping for results. An organization that presents itself as sophisticated and well-run earns donors’ trust—it seems like the kind of operation that can achieve big goals. “It’s not about being ostentatious; it’s about being professional,” Pitt says. “So what does that mean? Being the best at what we do. I don’t know any other way.”

Care to Learn and the Future Principles like these, which Pitt workshopped in his businesses, have taken Care to Learn from the $50,000 fund that Ridder initially requested to an organization with a budget of nearly $2 million—from one school district to 41 chapters across the state. And there are more plans for growth. “We’ve never left the state of Missouri,” Pitt says. “That will change... I like taking care of our own in Missouri... But if we’re going to talk about efficiency in helping kids, why are we putting boundaries on things? What’s the path of least resistance to help the most kids?”

It started with that moment in 2007: Pitt sitting at a stoplight, haunted by the “significant but easy” fixes that were out of reach for too many kids. “I’m a fixer; that’s what I do,” he

Care to Learn is based on partnership with school districts and their communities.

IDENTIFY students with unmet emergent needs and supplement current services.

DEVELOP a sustainable fundraising strategy creating a flexible fund.

RESPOND immediately while protecting student confidentiality.

of children in Greater Kansas City have limited access to food

of children in Central Missouri have limited access to food

28%

of children in Southwest Missouri live in poverty

22% 26%

21% 22% 22%

The COVID-19 pandemic dramatically affected Care to Learn’s reach.

70%

of the kids who received Care to Learn’s assistance in the summer of 2020 had never sought help from the organization before. “These kids didn’t know how to ask for help,” Pitt says. “They didn’t know they needed it. They thought they were doing fine.”

says. “It’s where a businessperson’s brain is.” And while Care to Learn began with the coat, the shoes—simple items to improve a child’s quality of life—it’s kind of become about how kids are programmed to see our world.

Pitt came up in the tech industry, where programming is typically a straightforward process—specific inputs lead to specific outputs. The reality is: Kids who are living in poverty receive a lot of demoralizing inputs. No matter how well intentioned, the big services that are meant to help can be complicated and unwieldy, which means even small outcomes might take a while. Much of the world runs on certain assumptions, including that kids will have enough food and baseline stability, so kids in poverty can feel like the exception, like they’re always left out of the equation. It can seem like nothing really works.

But then an organization like Care to Learn comes along, and it works. Someone notices that you’re cold or hungry or dirty, and they’re able to do something about it. They can do it quickly and without much fuss. It’s a totally different kind of input, and like a rogue piece of coding, there’s no telling how it might resonate inside the developing mind of a child. “At the end of the day, does a jacket or new shoes solve it?” Pitt asks. “Maybe not long term, but that day it does. Self-esteem is really what we’re doing. That’s what we’re building up in these kids because we’re helping them feel whole and feel good and not invisible.”

of children in Northern Missouri live in poverty

of children in Southeast Missouri have limited access to food

of children in Greater St. Louis have limited access to food

Pitt with his son Landon, daughter Reagan, wife Lisa and daughter Sydney. “Nothing’s better than when I have the five of us together,” Pitt says. He and Lisa met in middle school and have been married for 32 years. “She’s super loving and caring and a great mom,” he says.

 Pitt with Kevin Waterland, coowner/general manager of Pitt Technology Group. When Waterland was just 18, he began working at Pitt’s first company, ServiceWorld. The two are now partners. Pitt Technology Group headquarters (below) are located in Springfield Underground.

A Reason to Smile

For Hannah, a school administrator, Care to Learn “is able to go where the school budget ends.”

Last spring, an educator came to Hannah*, one of the liaisons for the local Care to Learn chapter, with an unusual request. The educator worked closely with Amy*, a teenaged girl who’d gotten braces years ago—when her family was on more stable nancial footing. Since then, Amy’s parents had divorced, her mom had moved away from town and her dad had lost his job. As a result, things fell by the wayside, including Amy’s orthodontic care. By this point, she was missing brackets, and the wiring for her braces was in disrepair. Amy had grown so self-conscious about her mouth that she was reluctant to smile or even speak.

The employee wondered if Care to Learn might be able to help. “Being a new chapter, we reached out to the central of ce for guidance,” Hannah says. “They told us, ‘Why don’t you take her to a consultation and see what it’s going to look like?’” When they arrived at the orthodontist’s of ce, the general manager was eager to help. The orthodontist agreed to perform the necessary work at a dramatically lowered cost, along with critical dental work that Amy needed, including several llings and a root canal. Care to Learn covered the bill and paid an outstanding balance on Amy’s account.

This month, Amy is “about to get her braces off,” Hannah says. “They did everything expedited, and she’s been the best patient—doing everything she’s supposed to do.” It’s especially meaningful, Hannah says, because before Amy’s parents divorced and her father lost his job, they’d sacri ced to afford the braces Amy needed. “The money they spent, it took a lot,” Hannah says. Although they hadn’t been able to make other major purchases, such as buying their own home, they’d gotten Amy braces, and they’d paid for her ongoing orthodontic care—until they couldn’t pay for it anymore. Being able to nish the process not only gives Amy healthy teeth and a con dent smile; it helps her clock a win on a long-term goal that mattered to her family.

Without Care to Learn, Amy still would have needed orthodontic care. The educator still would have felt concerned, but there wouldn’t have been an entity that could help. “The needs have always been there for students, and the school budget restraints have always been there,” Hannah says. “Care to Learn is a bridge between the two. It’s able to go where the school budget ends.”

*Hannah’s and Amy’s names have been changed to protect Amy’s privacy.

“In nonprofits, we want to help the world, We want to do everything, but you don’t do that in your business. You’ve got to do what you do and do it really well.”

—Doug Pitt

A DEVELOPING STORY

BY TESSA COOPER

Property development is a hot topic around 417-land. When you ask people to describe their idea of a desirable, mixed-use development, Rountree’s Pickwick and Cherry invariably comes up. We sat down with Amanda and Ryan Owen, who purchased property on Spring eld’s favorite corner back in 2010, to ask about their experience.

PHOTO BY BRANDON ALMS

It was 2010 when Amanda and Ryan Owen purchased property at the intersection of Pickwick Avenue and Cherry Street. The corner already had some beloved local businesses that had been there for years, but they saw opportunity. They began by opening Homegrown Food, a corner shop selling locally grown and produced food and other products in a charming space. In 2011, they moved the store to the building next door, renovating the downstairs at that time and then nishing upstairs renovations to create an Airbnb in 2019. That was the same year Culture Counter moved in to the ground oor, in the space that had since been vacated by Homegrown Food. That local grocery, ice cream and lunch counter spot is still there today. And in the corner building next door where it all started, another local favorite has made itself at home, Cherry Picker Package x Fare. Here’s how the Owens helped create a functional mixed-use corner that continues to grow in popularity.

417:

Amanda Owen: I had always wanted it. I grew up in this neighborhood, and my friend and I used to talk about how it would be a great little bakery to sell things off the corner. The for sale sign was Finley River Realty, and it was in the window of [601 S. Pickwick]. So we thought we were just going to buy this little building on the corner to open Homegrown Food, which was my baby. And then when we called on the property, we discovered it was both buildings. It's sort of an L-shaped piece of property that goes back to the alley. So we bought it initially just to open our own business and then ended up with the second building.

Ryan Owen: I think it's fair to say she had the idea for Homegrown Food, but we were also kind of mimicking [what we saw in another city]. We lived for years in Nashville and went to Vanderbilt University. The neighborhood we lived in had a little market inside the neighborhood. When we came back, it was one of the things we missed the most.

A.O.: Big cities have this all the time. They have little neighborhoods that have everything they need on a regular basis right there, and then the big box stores are all out at the periphery. There's just not space, so you always have these little enclaves of restaurants and markets at the edges of neighborhoods, like a city within a city. This has kind of become that.

“I think one of the things that makes this community work is the communication between all the various people... We wanted everything to be symbiotic and collectively make a great space.”

Biz

Why did you purchase the property at the corner of Cherry and Pickwick?

 Amanda and Ryan Owen’s Pickwick and Cherry property has changed a lot since 2007 (top), three years before they acquired it. By 2012 (above), it had been two years since they developed it.

Biz: Did neighbors or nearby business owners express concerns over parking or any other issue?

R.O.: Not really. I think one of the things that makes this community work is the communication between all the various people. Some of the original businesses—there weren't many here [at the time]—had questions about what we were going to do in terms of what we were going to sell. We got to have those conversations together, and kind of envision the whole space. We wanted everything to be symbiotic and collectively make a great space.

A.O.: At that time, there wasn't so much here, so there really wasn't concern about the parking situation. From the minute we opened Homegrown, this neighborhood was ridiculously supportive. I mean, there were people who admitted to me that their goal was to come in and spend $20 in our shop every week, just to help us get going because they loved the concept so much.

Biz: People often describe the intersection of Cherry and Pickwick as a "good development." Why do you think that's the case? In other words: What do you think makes a development good?

A.O.: A development needs to serve the needs of its community. I think what makes this particular development different is if you go around and nd out who owns these places and who's running the businesses within these places, you will nd that many of these people live in this community. So people are invested in these properties, and these businesses are also invested in the community that surrounds us.

 Pickwick Places’ evolution started with an initial demolition (top left) and went through lots of renovations (middle left) to become the finished space (bottom left).

“...what makes this particular development different is if you go around and find out who owns these places and who’s running the businesses within these places, you will find that many of these people live in this community.”

PHOTO BY LEAH STIEFERMANN

Dr. Hal Higdon, Biz 417’s 2022 Person of the Year, speaking to the crowd at the Biz 100 Party. For more event pictures, see p. 54.

“There’s something about the Ozarks that gets in your blood.”

—Dr. Hal Higdon, Chancellor of the Ozarks Technical Community College System

NETWORK

 8:30–9:30 a.m., Wednesday, January 4

1

MILLION CUPS

This weekly event highlights a different local entrepreneur and their business each week.

Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers and more info online at 1millioncups.com/springfield.

 8:30–9:30 a.m., Wednesday, January 11

1 MILLION CUPS

This weekly event highlights a different local entrepreneur and their business each week.

Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 8:30–9:30 a.m., Wednesday, January 18

1 MILLION CUPS

business community to Missouri’s legislators to discuss priorities that matter to our region. Tickets include optional transportation, hors d’oeuvres and a drink ticket. The Millbottom, 400 W. Main St., Jefferson City. Registration and info at springfieldchamber.com.

 8:30–9:30 a.m., Wednesday, January 25 1 MILLION CUPS

 8:30–9:30 a.m., Wednesday, February 1

1 MILLION CUPS

This weekly event highlights a different local entrepreneur and their business each week. Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 7:30–8:30 a.m., Thursday, February 2

GOOD MORNING,



7:30–8:30 a.m., Thursday, January 5

GOOD MORNING, SPRINGFIELD!

Start your day with networking over breakfast at the Springfield Area Chamber of Commerce’s monthly breakfast event. This month, hear a one-on-one interview with the Chamber’s 2023 Board Chairman, Joselyn Baldner. $30 for members, $40 for nonmembers. The Barley House at Moon Town Crossing, 3060 N. Kentwood Ave., Springfield. Visit springfieldchamber.com or call 417-862-5567 for more info.

This weekly event highlights a different local entrepreneur and their business each week.

Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 11:30 a.m.–1 p.m., Monday, January 23 CHRISTIAN COUNTY NONPROFIT

ROUNDTABLE

This gathering of Christian County social service nonprofit executives is a place for organizations to share resources.

This weekly event highlights a different local entrepreneur and their business each week. Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 11:30 a.m.–1 p.m., Thursday, January 26 EXPERIENCE OZARK MONTHLY NETWORKING LUNCHEON

SPRINGFIELD!

Start your day with networking over breakfast at the Springfield Area Chamber of Commerce’s monthly breakfast event. It’s a great way to add a little networking to the day. $30 for members, $40 for nonmembers. University Plaza Hotel & Convention Center, 333 S. John Q. Hammons Parkway, Springfield. Visit springfieldchamber. com or call 417-862-5567 for more information.

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7:30-8:30 a.m., Friday, January 6

FIRST FRIDAY COFFEE

Enjoy coffee and pastries in an informal networking atmosphere to meet, mingle and make contacts with other chamber members and businesses. Drop in for a few minutes or stay for the whole hour. Free for chamber members, Ozark residents and Ozark businesses. Location varies each month. Visit ozarkchamber.com for more info.

Total Highspeed Community Room, Nixa Area Chamber of Commerce, 106 W. Sherman Way, Suite 5, Nixa. Registration and info at nixachamber.com.

Tuesday and Wednesday, January 24–25

JOPLIN AREA CHAMBER OF COMMERCE BUSINESS EXPO

Attend Ozark Chamber of Commerce’s monthly luncheon to get caught up on local events and hear from fellow Chamber members about issues in the community.

$17 for members, $20 for nonmembers. Ozark Community Center, 1530 W. Jackson, Ozark. Visit ozarkchamber.com for info.

 6 p.m.–9 p.m., Friday, January 27 SPRINGFIELD AREA

 7:30-8:30 a.m., Friday, February 3

FIRST FRIDAY COFFEE

Enjoy coffee and pastries as you meet, mingle and make contacts with other chamber members and businesses. Free for chamber members, Ozark residents and Ozark businesses. Location varies each month. Visit ozarkchamber.com for more information.

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7:30–8:30 a.m., Friday January 6

JACC MORNING BREW

Head west and do a little morning networking with the Joplin Area Chamber of Commerce. Free. NXT Level Media, 1027 S. Main St. Suite 405, Joplin. Visit joplincc.com for info.

The annual JACC business EXPO provides the community a large - scale opportunity to network with other businesses. Business after hours are held the first evening of the expo. Downstream Casino Resort, 69300 E. Nee Road, Quapaw, Oklahoma. Visit joplincc.com for more information.

 4:30–6:30 p.m., Wednesday, January 25 2023 SPRINGFIELD METRO PARTNERSHIP SALUTE TO MISSOURI

LEGISLATORS

This annual reception presents the Springfield region and

CHAMBER OF COMMERCE ANNUAL MEETING

Join the Springfield Chamber of Commerce for their biggest event of the year. During this annual event, the group will review what happened in 2022 and look forward to what lies ahead in 2023 for the community. The chamber honors volunteer leaders and names the Springfieldian Award winner. Oasis Hotel & Convention Center, 2546 N. Glenstone Ave., Springfield. Registration and info at springfieldchamber.com.

 8:30–9:30 a.m., Wednesday, February 8

1 MILLION CUPS

This weekly event highlights a different local entrepreneur and their business each week.

Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 4:00–6:00 p.m., Thursday, February 9

BUSINESS AFTER HOURS

Mingle with other business professionals in a casual at-

mosphere at Springfield Area Chamber of Commerce’s monthly happy hour. There are food and drink specials.

$10 for members, $20 for non-members. Wonders of Wildlife National Museum & Aquarium. Visit springfieldchamber.com or call 417862-5567 for more information.

 8:30–9:30 a.m., Wednesday, February 15 & 22

1 MILLION CUPS

This event highlights a different local entrepreneur and their business each week. Bambino’s Cafe, 2810 E. Battlefield Road, Suite D, Springfield. Find upcoming speakers online at 1millioncups.com/springfield.

 11:00 a.m.–1:00 p.m., Wednesday February 22

SPRINGFIELD BUSINESS DEVELOPMENT CORPORATION ANNUAL MEETING

Join the Springfield Area Chamber of Commerce for a deep dive into the Springfield area’s workforce development. The program will highlight local project activity, recent initiatives and national trends. The event is open to all SBDC Investors, as well as all Springfield Area Chamber of Commerce members.

Oasis Hotel & Convention Center, 2546 N. Glenstone Ave., Springfield. Visit springfieldchamber.com or call 417-862-5567 for more information.

 11:30 a.m.–1 p.m., Thursday, February 23

EXPERIENCE OZARK MONTHLY NETWORKING LUNCHEON

Attend Ozark Chamber of Commerce’s monthly luncheon to get caught up on local events and hear from fellow Chamber members about issues in the community. $17 for members, $20 for non-members. Ozark Community Center, 1530 W. Jackson, Ozark. Visit ozarkchamber.com for more information.

 11:30 a.m.–1 p.m., Monday, February 27

CHRISTIAN COUNTY NONPROFIT ROUNDTABLE

This gathering of Christian County social service nonprofit executives is a place for organizations to share resources.

Total Highspeed Community Room, Nixa Area Chamber of Commerce, 106 W. Sherman Way, Suite 5, Nixa. Registration online at nixachamber.com.

THIRD ANNUAL 2023

ARE YOU THE BEST IN THE BIZ?

When you apply for Best Places to Work, you earn access to key data points on how your team views you as an employer—and how you stack up against other local employers. Apply today to learn where you are nailing it and where you have opportunities to improve. Application period open through February 17.

APPLY NOW

The Drury Gala

PHOTOS BY BRUCE STIDHAM

Drury University unveiled its rst new academic building, the C.H. Chub O’Reilly Enterprise Center and Breech School of Business Administration and Judy Thompson Executive Conference Center, with a private gala on October 27 and a public grand opening on October 28.

Date: October 27 | Host Organization: Drury University | Location: C.H. “Chub” O’Reilly Center and Breech School of Business Administration and Judy Thompson Executive Conference Center | Website: drury.edu

Jan Baumgartner and Edwin “Cookie” Rice

Rosalie O’Reilly Wooten, Rita Baron and Carrie McLiney

Charlie O’Reilly, Rosalie O’Reilly Wooten, David O’Reilly and Larry O’Reilly

“It is truly a historic day for Drury University. In this building we will help prepare students to broaden their worldviews and find creative solutions to problems that face us today and tomorrow.”

—Dr. J. Timothy Cloyd, President of Drury University

PHOTOS BY JEFFERY SWEET, BRUCE STIDHAM

Mary and Bob Cox

Warren Davis, Anne Davis, Kim Harrington and Patrick Harrington

Charity Elmer, Laura Buetow, Max Buetow and Paul Elmer

Crystal and John Beuerlein

Biz 100 Party

At the Biz 100 Party, we celebrated 417-land’s most in uential business leaders and 2022 Person of the Year,

Hal

with cocktails, hors d’oeuvres and lots of great conversation.

PHOTOS BY LEAH STIEFERMANN, BRANDON ALMS

Andrea Mueller, Jonathan Garard, Audrey Garard, Victoria Gorham, Janet Parson, Amy Henson Francine Pratt

Alexis and Jeff Childs

Dr.

Higdon,

Date: November 9 | Host Organization: Biz 417 | Location: Reliable BMW | Speakers: Logan Aguirre and Dr. Hal Higdon Website: Biz417.com

Dan Roeckle and Logan Aguirre presenting Dr. Hal Higdon (left) with his frame.

Reliable BMW was a welcoming setting for the party.

John and Helen Oke-Thomas

New Biz 100 honoree Sam M. Coryell posing for a pic with wife Jennifer Coryell

PHOTOS BY LEAH STIEFERMANN, BRANDON ALMS

Sally and James Hargis

Mother’s Brewing Company provided beer for the evening.LaDonna Martino and Michelle Cantrell

Clif and Gail Smart

Toast provided by Sumner One

Andy and Colyer Kuntz

Megan Buchbinder and Dana Maugans

Paris Sh and Marco Denis

DOWNTIME Ski You Later

Kirk Elmquist (pictured here at Winter Park Resort in Colorado) began skiing when he was young. Thirty-two years later when his son became interested in snowboarding, Elmquist was able to return to the slopes and experience his love for skiing all over again. Getting to adventure with his family provides relaxation and laughter when he is away from his job as executive director of the Branson/Lakes Area Tourism Community Enhancement District. “There is a lot of love in our family,” he says. “When we went to 12,000-feet, it snowed the entire time we were there and it was the most peaceful experience I’ve had since I was a kid.”— Michelle Lewis

PHOTO COURTESY KIRK ELMQUIST