Hawaii Business September 2025 by aio Hawaiʻi

B I GG E ST PRO F IT S & B I GG E ST LOS S P. 29 S E P TE M B E R 202 5

HAWAIIBUSINESS .COM

REFILL? YES! MORE PLASTIC? NO! P. 16

HE SE RVE D HI S COU NTRY. HI S COU NTRY ORDE RE D HIM TO LE AVE . P. 38

O H R E T PE I ‘ I A W A H F O F BANK P. 33

“IT ’S A TIME FOR EVERYONE TO TRY TO BE AGILE”

T H E S U R V E Y S AY S P. 92

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09.25

FEATURES

Peter Ho, Unplugged: Vision, Values and the View from the Top In a wide-ranging conversation, Bank of Hawai‘i CEO Peter Ho talks leadership, staying grounded, and evolving with technology in an era of rapid change.

A Hawai‘i Lawyer Campaigns to Bring Back Purple Heart Veteran Sae Joon Park was forced to self-deport to South Korea after 48 years in the U.S. Now more than 10,000 petition-signers want him back, too.

COVER PHOTO BY AARON YOSHINO

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Business Leaders and Public Rate State, County Officials BOSS Survey and 808 Poll also show elevated concern about inflation, interest rates and Social Security.

Taking Pride in Keeping Hawai‘i Fed Y. Hata & Co. has been distributing food and supplies around the state since 1913.

Y. HATA & CO. HONOLULU WAREHOUSE LEAD RAYMARK MUNOZ USES A PALLET JACK TO MOVE GOODS. THE FAMILYOWNED BUSINESS ALSO HAS WAREHOUSES IN LĪHU‘E AND HILO.

A N

O P E N

M I N D

My First 100 Days at Hawaii Business Magazine

HE “FIRST 100 DAYS” HAS BECOME SHORTHAND FOR HOW NEW LEADERS SET THE TONE – not just in politics, where the

phrase started with President Franklin D. Roosevelt’s first term, but across business, media and beyond. It’s a window into how someone listens, what they prioritize and how they lead. Returning to Hawai‘i this spring was less about nostalgia and more about responsibility. I left decades ago with a suitcase full of ambition and returned, with nearly three decades of newsroom experience from New York City. Now, 100 days into my role as editor-inchief of Hawaii Business Magazine, I see this not just as a new chapter, but as a return with purpose. This publication has long served as both a mirror and a catalyst for Hawai‘i’s business community. My goal is to build on that legacy – to elevate voices that reflect the diversity, innovation and resilience of our Islands, while producing journalism that is smart, inclusive and grounded in local values. In these first 100 days, I’ve listened closely: to staff, community leaders and longtime readers. I set out to meet 100 new faces during a personal “listening tour,” and I’m proud to say I did. Each conversation added nuance to my understanding of the business climate, the concerns of kama‘āina and the stories that deserve greater attention. Among those I met was a team of passionate professionals at Hawaii Business who care deeply about their work and the people we cover.

RENEWED EDITORIAL PLAN

We’ve already begun evolving. We launched a refreshed editorial approach with a renewed focus on timely, relevant coverage online – including a powerful long-form feature by our new managing editor, Ken Wills, on the deportation of Sae Joon Park (see page 38). We’re also bringing back in-depth CEO and C-Suite profiles and Q&As, including this month’s cover story on Peter Ho, chairman and CEO of Bank of Hawai‘i (page 33). One of the most meaningful moments so far came during planning for the Wahine Forum in October – the state’s largest leadership event for women.

That meeting carried personal weight for me. I know what it’s like to find your voice – and hold onto it – in rooms where you’re the only woman, the only person of color or the only one asking the hard questions. Creating space for these voices isn’t just an editorial goal. It’s a responsibility. (You can register for the forum at hawaiibusiness.com/events.) Outside the newsroom, one quiet moment stays with me: celebrating Father’s Day with my dad – in person – for the first time in decades. After so many years away, I was reminded that coming home isn’t just about career moves or new titles. It’s about family, roots and claiming precious moments that can never be replaced.

CONNECTING AND EXCHANGING IDEAS

Looking ahead, I see Hawaii Business Magazine not just as a publication, but as a platform – a space where bold ideas are exchanged, where business is connected to culture and community, and where we continue to ask what kind of future we want for Hawai‘i. We’ll be rolling out new digital features, deepening our reporting on equity and innovation, and finding new ways to serve kama‘āina and newcomers alike. Good journalism doesn’t just inform, it connects. Being back in Hawai‘i, working with a passionate team to tell stories that matter, has reminded me why I fell in love with this craft in the first place. Coming home isn’t about retracing your steps. It’s about carrying what you’ve learned – and offering it back to the place that shaped you. These first 100 days are just the beginning.

JENNIFER ABLAN EDITOR-IN-CHIEF

H AWA I I B U S I N ES S | 5

09.25

CONTENTS

Meet Hawai‘i’s Sustainability Entrepreneurs. Growing consumer desire to minimize use of plastics creates business opportunities for refill stores across the Islands.

ENVIRONMENTALLY CONSCIOUS PATRONS AT KŌKUA GENERAL STORE USE REFILLABLE CONTAINERS TO REPLACE SINGLE-USE PLASTIC BOTTLES, WHICH ADD TO OUR LANDFILLS OR POLLUTE THE OCEAN.

Hawaii Business Leadership Conference Keynote Speaker Luke Williams Globally recognized innovation expert challenges executives to rethink everything. 7 Ranking the State’s Best-Paid Athletes Tua Tagovailoa hit the jackpot with the Miami Dolphins, but expectations are running high. 10

Hawaii Business Magazine Honored with SPJ Awards Our staff took home 19 awards presented by the Society of Professional Journalists, including the prestigious Ulupono prize for sustainability reporting. 20 Our 2025 Most Profitable Companies List. The Results Might Surprise You Check our latest ranking from the Hawaii Business Magazine survey of the state’s most profitable companies, and one spectacular loss. 29

SPECIAL ADVERTISING SECTIONS Hawai‘i’s Sustainability Heroes 2025 Letter from Hawaii Gas President and CEO, Alicia Moy 13

Hawai‘i’s Rich Selection of Private Schools Choose a private school that meets your needs. 45

Investing in West O`ahu Meet the people and organizations driving change. 23

AIA Honors Top Architectural Designs AIA’s Honolulu chapter celebrates design excellence. 71

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BY K EN W I L L S PHOTO: AARON YOSHINO

Waste Money to Make Money: Luke Williams’s Prescription for Growth LUKE WILLIAMS SAYS YOU NEED TO WASTE MONEY TO SAVE YOUR BUSINESS.

That was the unorthodox prescription the keynote speaker offered to nearly 500 attendees at the Hawaii Business Leadership Conference at the Hilton Hawaiian Village. Williams, a globally recognized expert on innovation, urged executives to move beyond their fixation on ROI — return on investment. “Equally as important, perhaps more important these days, is return on learning,” Williams said at the conference in late July. “Every organization in America needs to accelerate their rate of learning. If you can learn at the pace of change, you have an advantage. But if your learning falls below the pace of change, you fall further and further behind. And that’s where we get into real trouble. “So in order to accelerate the rate of learning, you need waste.” The author of “Disrupt: Think the Unthinkable to Spark Transformation in Your Business” cited a litany of companies that went bankrupt or lost their edge because they failed to keep innovating. Williams said so-called “disruptive thinking” among employees leads to uncertain results, and not all ideas need to be implemented right away, or ever. “But you’ve got to break the cycle of incremental thinking,” the idea that

today’s successful ideas will continue to serve you well into the future. In an interview after his speech, Williams expanded upon the idea. “Disruptive ideas, if the advantages are clear, they’re no longer high risk,” Williams said. “They’re really risking the thinking time, and that’s a matter of priorities. “I think of different currencies in a business. We often think of money as the main currency, but there are different currencies. I want businesses to see ideas as their most valuable currency.” Williams challenged attendees to go back to their companies after the conference and to encourage all of their employees to start rethinking everything about their businesses. “If you don’t have new ideas, you don’t innovate, you can’t grow,” explained Williams who is also Adjunct Associate Professor of Marketing at the NYU Stern School of Business. “Particularly in mature economies like the U.S., they’ve got to get themselves in a position where they’ve got more ideas to spend than their competitors. “That means as circumstances change, we’ve got more options. We can do A, B, C, D or E depending on how circumstances change, so we’ve got better optionality than our competitors.”

Williams insists no new technology needs to be invented for companies to thrive and grow. “My message is everyone in the organization needs to have a comfortable fluency moving between the core business and introducing new business ideas,” Williams says. “That’s why I talk about discourse. It’s not the device that’s important, it’s the discourse.” “Ideas beget ideas,” he says. So how does a guy who tells others to endlessly innovate keep his own creative juices flowing? After all, Williams has more than 30 patents for product designs and is constantly pushing his mantra — innovate or perish. He scoffs at the idea of waiting for some creative bolt of lightning to spring from casual imagining. “I’m a big believer in deliberate creativity,” Williams says. “I don’t believe in shooting water pistols and getting people to take off ties and sit on bean bags. It’s exercising a muscle.” He has recently gotten back in touch with a creative outlet he pursued when he was younger: drumming. “I find that really helps with creativity,” Williams says, adding: “It has actually engaged different parts of the brain. … I think my aspiration is to be a jazz musician at some point. Jazz has a lot to do with creativity and improvisation.”

H AWA I I B U S I N ES S | 7

HB EVENTS C O N N E C T W I T H H AWA I I B U S I N E S S M AGA Z I N E

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Our goal is to strengthen the local economy and help our communities thrive. Publisher KENT COULES kentc@hawaiibusiness.com • (808) 364-5869

WEDNESDAY, SEPTEMBER 24 | UPSTAIRS AT PIER 38

Organizations chosen as finalists for Hawai‘i Excellence in Business Awards are recognized at this lunchtime celebration, where we announce the winners for 2025. PRESENTED BY

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OCTOBER 24 | HILTON HAWAIIAN VILLAGE

Wahine Forum is the largest professional development conference for women in Hawai‘i. The conference is attended by top female executives, entrepreneurs, and up-and-coming leaders intent on advancing their careers.

Editorial Editor-in-Chief JENNIFER ABLAN jennifera@hawaiibusiness.com Managing Editor KEN WILLS kenw@hawaiibusiness.com • 808-987-8135 Senior Editor STEVE PETRANIK Senior Contributing Writer CYNTHIA WESSENDORF cynthiaw@hawaiibusiness.com Staff Writer RYANN NOELANI COULES ryannc@hawaiibusiness.com Staff Writer SHELBY MATTOS shelbym@hawaiibusiness.com Copy Editor ELROY GARCIA Editorial Intern KALENA O’CONNELL Design & Photography Creative Director JEFF SANNER jeffs@hawaiibusiness.com Graphic Designer KAREN TANIGAWA karent@hawaiibusiness.com Staff Photographer AARON YOSHINO Digital Digital Director RANDALL LIBRAMONTE randalll@hawaiibusiness.com Digital Content Manager MARIANNE LEANO mariannel@hawaiibusiness.com Sales & Marketing Account Executive YONGCHAE SONG yongchaes@hawaiibusiness.com • (808) 228-5078 Account Executive CHAZ TIOGANGCO chazt@hawaiibusiness.com • (808) 387-1672 Senior Account Coordinator REBECCA BROOKING rebeccab@hawaiibusiness.com • (808) 534-7560 Events Manager ASHLEY MCLEAN ashleym@hawaiibusiness.com Events Coordinator OLIVIA DE SENA oliviad@hawaiibusiness.com Circulation circulation@pacificbasin.net REGISTER TODAY!

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NOVEMBER 22 | PUNAHOU SCHOOL

A full-day conference where attendees will choose from one of four “tracks” to gain knowledge and tools to navigate the complex world of personal finance. For more information on events, visit hawaiibusiness.com/events or contact Ashley McLean, Events Manager, at ashleym@hawaiibusiness.com 8 | SEPTEMBER 2025

Chairman DUANE KURISU Chief Executive Officer SUSAN EICHOR Chief Operating Officer BRANDON KURISU Director of Finance JADE CARREL

BY ST EVE PET R AN I K

20 for the Next 20: Nominate Local Emerging Leaders EACH YEAR, HAWAII BUSINESS MAGAZINE HONORS 20 INDIVIDUALS WHOSE ACCOMPLISHMENTS, LEADERSHIP AND POTENTIAL SET THEM APART AS RISING STARS IN OUR COMMUNITY. We call them “20 for

the Next 20: Hawai‘i’s People to Watch.” Now we’re looking for the class of 2026, and we’d love your help. Nominate someone by Nov. 22 at hawaiibusiness.com/lists-awards. Each year we get more than a hundred nominations and consider each one, but only those selected will be contacted. No need to flood us with multiple nomination forms for a single person; that strategy does not influence us. Honorees will be profiled in the magazine’s March 2026 print issue and online at hawaiibusiness.com. Our past honorees, all emerging leaders poised to make a lasting impact, have been described as energetic, entrepreneurial, visionary, collaborative and deeply committed to Hawai‘i’s future. They come from every sector: business, nonprofits, education, the arts, public service, law, tech and beyond. Nominees must be no older than 49 on March 1, 2026. We do not consider elected officials or candidates for elective office, and self-nominations will not be considered. WHAT TO INCLUDE IN YOUR NOMINATION:

• Name and role of the nominee • Accomplishments at work and in the community • What sets them apart and why they’re an emerging leader of Hawai‘i • Your name and contact info, along with your relationship to the nominee • Nominee’s contact information DEADLINE: NOV. 22

H AWA I I B U S I N ES S | 9

S P O R T S

S A L A R I E S

BY LANCE TO M I NAGA

ORIGINAL PHOTO COURTESY: PETER MCMAHON/MIAMI DOLPHINS | ORIGINAL PHOTO: SHUTTERSTOCK, RINGO CHIU

HAWAI‘I’S BEST PAID PRO ATHLETES LIST FOR THE FIRST AMONG THOSE ON- OUR ANNUAL OA MCMILLAN, ST. AIR TET O’S TIME ARE WAIMANAL AEA, MILILANI’S DILLON LOUIS SCHOOL’S JONAH SAVAIIN H’S TOLU SMITH HIG UKU GABRIEL AND KAH

right QB for the team?” (He has yet to lead the Dolphins to a playoff win.) And, ultimately, “Is he worth the money?” (If the Dolphins wind up having buyer’s remorse, they could cut ties with Tagovailoa either via trade or by releasing him outright.) Meanwhile, Tagovailoa’s predecessor at Saint Louis, Marcus Mariota, has embraced his role with the Washington Commanders, serving as the team’s top backup QB and a mentor to rising star Jayden Daniels, who is in his second NFL season this year. Mariota will make $8 million with the Commanders in 2025. Less money, less scrutiny. “I’m just kind of having fun with it, rolling with the punches,” he told Spectrum News in early July. “Whatever comes, if they need me, I’m ready to play. Otherwise, I’m here for [Daniels], just making sure he’s playing to the best of his ability.” Here is our list of best-paid athletes with Hawai‘i ties and their 2025 salaries. Our primary source is Spotrac.com, a website that tracks the contracts of athletes in major professional sports leagues. This year’s list includes former Kahuku High School star Tolu Smith, who in April became only the second Hawai‘i high school graduate to play an NBA game. The first was Hilo High’s Ephraim “Red” Rocha, who last played in the league in 1957.

1 TUA TAGOVAILOA

3 TETAIROA MCMILLAN

‘Ewa Beach, Saint Louis School

Waimānalo

QUARTERBACK, MIAMI DOLPHINS

AWAI‘I’S TUA TAGOVAILOA HIT THE JACKPOT LAST SUMMER, SIGNING A FOUR-YEAR, $212.4 MILLION CONTRACT EXTENSION WITH THE MIAMI DOLPHINS. In per-year average, the former Saint

Louis School star is the third-highest paid player in the NFL, ahead of Super Bowl-winning quarterbacks Patrick Mahomes, Jalen Hurts and Matthew Stafford. But with big money comes big expectations. These days, it might be easier for Tagovailoa to avoid a dominating pass rush than escape his skeptics. “Can he stay healthy?” (Tagovailoa has missed games due to injury in four of his five NFL seasons.) “Is he the

10 | S E P T E M B E R 2 0 2 5

2025 SALARY: $50,296,000* FOUR-YEAR CONTRACT (2025-2028): $212.4 MILLION * INCLUDES $25 MILLION SIGNING BONUS AND $250,000 WORKOUT BONUS

2 DEFOREST BUCKNER DEFENSIVE TACKLE, INDIANAPOLIS COLTS

WIDE RECEIVER, CAROLINA PANTHERS

2025 SALARY: $17,793,012* FOUR-YEAR CONTRACT (2025-2028): $27,930,390 WAS SELECTED 8TH OVERALL IN THE 2025 NFL DRAFT * INCLUDES $16,953,012 SIGNING BONUS

4 KIRBY YATES

Wai‘anae, Punahou School

RELIEF PITCHER, LOS ANGELES DODGERS

2025 SALARY: $23 MILLION* TWO-YEAR CONTRACT EXTENSION (2025-2026): $46 MILLION * INCLUDES $10 MILLION ROSTER BONUS

2025 SALARY: $13 MILLION ONE-YEAR CONTRACT (2025): $13 MILLION

Līhu‘e, Kaua‘i High School

ORIGINAL PHOTO: PERRY KNOTTS PHOTOGRAPHY/ASSOCIATED PRESS ORIGINAL PHOTO: SHUTTERSTOCK, RINGO CHIU

5 MARCUS MARIOTA QUARTERBACK, WASHINGTON COMMANDERS

Honolulu, Saint Louis School

2025 SALARY: $8 MILLION* ONE-YEAR CONTRACT (2025): $8 MILLION * INCLUDES $5.5 MILLION SIGNING BONUS AND $100,000 WORKOUT BONUS

6 ISAAC SEUMALO

GUARD, PITTSBURGH STEELERS

Born in Honolulu

2025 SALARY: $7,875,000* THREE-YEAR CONTRACT (2023-2025): $24 MILLION * INCLUDES $1 MILLION ROSTER BONUS

7 ISIAH KINER-FALEFA INFIELDER, PITTSBURGH PIRATES

Honolulu, Mid-Pacific Institute 2025 SALARY: $7.5 MILLION TWO-YEAR CONTRACT }(2024-2025): $15 MILLION

8 JONAH SAVAIINAEA

1 1 JOSH ROJAS

Saint Louis School

University of Hawai‘i

GUARD, MIAMI DOLPHINS

SHORTSTOP, CHICAGO WHITE SOX

Details: Four-year contract: (2025-2028): $11,322,475

2025 SALARY: $3.5 MILLION ONE-YEAR CONTRACT (2025): $3.5 MILLION

9 KA‘IMI FAIRBAIRN

1 2 RIGOBERTO

2025 SALARY: $5,714,528*

19 NICK HERBIG

LINEBACKER, PITTSBURGH STEELERS

Kalāheo (Kaua‘i), Saint Louis School

2025 SALARY: $1.03 MILLION FOUR-YEAR CONTRACT (2023-2026): $4,512,920

PLACEKICKER, HOUSTON TEXANS

SANCHEZ

PUNTER, INDIANAPOLIS COLTS

2 0 ANDREI IOSIVAS

2025 SALARY: $4.73 MILLION THREE-YEAR CONTRACT (2024-2026): $15.9 MILLION

2025 SALARY: $2.5 MILLION THREE-YEAR CONTRACT (2024-2026): $7.5 MILLION

Honolulu, Punahou School

Kailua, Punahou School

1 0 ALOHI GILMAN SAFETY, LOS ANGELES CHARGERS

Lā‘ie, Kahuku High School 2025 SALARY: $4.5 MILLION* TW0-YEAR CONTRACT (20242025): $10,125,000 * INCLUDES $1 MILLION ROSTER BONUS

University of Hawai‘i

1 3 DILLON GABRIEL QUARTERBACK, CLEVELAND BROWNS

Mililani, Mililani High School 2025 SALARY: $2,008,232* FOUR-YEAR CONTRACT (2025-2028): $6,226,322 * INCLUDES $1,168,232 SIGNING BONUS

WIDE RECEIVER, CINCINNATI BENGALS

2025 SALARY: $1.03 MILLION FOUR-YEAR CONTRACT (2023-2026): $3,999,384

21 KANA‘I MAUGA

INSIDE LINEBACKER, LOS ANGELES CHARGERS

Wai‘anae, Wai‘anae High School 2025 SALARY: $1.03 MILLION ONE-YEAR CONTRACT (2025): $1.03 MILLION

1 4 JAHLANI TAVAI

2 2 TOLU SMITH

University of Hawai‘i

Kahuku High School

OUTSIDE LINEBACKER, NEW ENGLAND PATRIOTS

POWER FORWARD, DETROIT PISTONS

2025 SALARY: $1.75 MILLION* THREE-YEAR CONTRACT (2025-2027): $16 MILLION * INCLUDES $250,000 WORKOUT BONUS

2025-26 SALARY: $977,689 TWO-YEAR CONTRACT (2025-2026): $1,303,554

15 JAMIN DAVIS OUTSIDE LINEBACKER, NEW YORK JETS

Born in Honolulu

2025 SALARY: $1,337,500 ONE-YEAR CONTRACT (2025): $1,337

1 6 NETANE MUTI GUARD, DETROIT LIONS

Leilehua High School 2025 SALARY: $1.1 MILLION ONE-YEAR CONTRACT (2025): $1.1 MILLION

17 ROMAN WILSON WIDE RECEIVER, PITTSBURGH STEELERS

Kīhei, Saint Louis School 2025 SALARY: $1,056,144 FOUR-YEAR CONTRACT (2024-2027): $5,745,168

23 JONAH LAULU DEFENSIVE TACKLE, LAS VEGAS RAIDERS

University of Hawai‘i 2025 SALARY: $960,000 FOUR-YEAR CONTRACT (2024-2027): $4,124,520

2 4 DARIUS MUASAU

LINEBACKER, NEW YORK GIANTS

Mililani High School, UH 2025 SALARY: $960,000 FOUR-YEAR CONTRACT (2024-2027): $4,220,912

25 TREVEN MA‘AE DEFENSIVE TACKLE, LAS VEGAS RAIDERS

Kapolei

2025 SALARY: $865,000* THREE-YEAR CONTRACT (2025-2027): $2.99 MILLION * INCLUDES $25,000 SIGNING BONUS

1 8 MARIST LIUFAU

LINEBACKER, DALLAS COWBOYS

Honolulu, Punahou School 2025 SALARY: $1,053,705 FOUR-YEAR CONTRACT (20242027): $5,691,514

H AWA I I B U S I N ES S | 11

26 BEN SCOTT

30 CADE SMITH

Honolulu, Saint Louis School

University of Hawai‘i

CENTER, TAMPA BAY BUCCANEERS

2025 SALARY: $855,000* THREE-YEAR CONTRACT (2025-2027): $2.98 MILLION * INCLUDES $15,000 SIGNING BONUS

27 KOHL LEVAO

GUARD, NEW YORK JETS

University of Hawai‘i 2025 SALARY: $840,000 ONE-YEAR CONTRACT (2025): $840,000

RELIEF PITCHER, CLEVELAND GUARDIANS

2025 SALARY: $785,100 ONE-YEAR CONTRACT (2025): $785,100

31 JOEY CANTILLO PITCHER, CLEVELAND GUARDIANS

Honolulu, Kailua High School

2025 SALARY: $762,800 ONE-YEAR CONTRACT (2025): $762,800

INDIVIDUAL SPORTS ALLISEN CORPUZ has yet to win an LPGA Tour event in

2025, but the Honolulu native and Punahou School graduate has still pocketed $474,835 through 15 starts so far. The 27-year-old has posted two Top 10 finishes, including a third-place result at the Ford Championship in March that earned her $150,372. As individual performances go, however, Wai‘anae’s MAX HOLLOWAY is the big winner. The UFC lightweight has fought just once this year, but his unanimous decision win over Dustin Poirier at UFC 318 earned him $1.54 million. Since his UFC debut in 2012, the 33-year-old striker has earned an estimated $6.2 million in fight payouts.

28 LUKE

FELIX-FUALALO OFFENSIVE TACKLE, SEATTLE SEAHAWKS

University of Hawai‘i 2025 SALARY: $840,000 THREE-YEAR CONTRACT (2025-2027): $2,965,000

29 JORDAN MURRAY TIGHT END, CHICAGO BEARS

University of Hawai‘i

2025 SALARY: $840,000 ONE-YEAR CONTRACT (2025): $840,000

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UNITED FOOTBALL LEAGUE WHILE THE UFL DOES NOT RELEASE INDIVIDUAL PLAYER SALARIES, THE MINIMUM SALARY FOR THE 2025 SEASON, WHICH RAN FROM MARCH TO JUNE, WAS $62,005. THAT MINIMUM WILL INCREASE TO $64,000 IN 2026.

ALPHABETICALLY, HERE ARE UFL PLAYERS WITH HAWAI‘I TIES:

JORDAN TA‘AMU

QUARTERBACK, DC DEFENDERS

Pearl City, Pearl City High School

BRADLEE ANAE

LINEBACKER, BIRMINGHAM STALLIONS

CHEVAN CORDEIRO

DAE DAE HUNTER

Honolulu, Saint Louis School, University of Hawai‘i

Lā‘ie, Kahuku High School

RUNNING BACK, ARLINGTON RENEGADES

University of Hawai‘i

QUARTERBACK, ST. LOUIS BATTLEHAWKS

H AWA I ‘ I ’ S S U S TA I N A B I L I T Y HEROES 2025 H AWA I I B U S I N ES S | 13

S U S TA I N A B I L I T Y H E R O E S

S PEC I A L PRO M OTI O N A L S ECTI O N

Letter from President and CEO Alicia Moy AS AN ESS ENTIAL GAS EN ERGY PROVI D ER TO COM M U N ITI ES ACROSS TH E STATE , OU R KU LEANA TO OU R IS L AN D HOM E GU I D ES EVERY D ECIS ION WE MAKE . We are deeply aware

of the urgent challenges posed by climate change, and of the equally great need to innovate and advance our clean energy strategy while maintaining reliability and affordability. For generations, Hawai‘i Gas has approached energy differently. Our predecessors brought forward-thinking technologies to Hawai‘i, delivering safe, reliable, and cleaner energy to homes and businesses. We’ve taken bold steps to decarbonize our fuel mix, pioneering efforts in decarbonizing with hydrogen and renewable natural gas, and continue to develop and invest in local renewable energy projects to reduce our state’s reliance on imported oil. Today, we hold ourselves to the highest standards of transparency, accountability, operational excellence, and are committed to helping the state meet its climate goals while providing affordable, resilient energy solutions. While the path ahead presents challenges, it also brings extraordinary opportunity. We stand alongside community partners and organizations who share the same commitment to innovation in their fields and putting the needs of our local communities first. Their work inspires us and reinforces the importance of collaboration in building a resilient, sustainable Hawai‘i, for tomorrow and generations to come. Sincerely,

Alicia Moy

14 | S E P T E M B E R 2 0 2 5

President and CEO

S U S TA I N A B I L I T Y H E R O E S

A LEGACY OF

INNOVATION FOCUSED ON THE FUTURE

Hawaiʻi Gas plays a critical role in Hawaiʻi’s energy landscape, providing reliable, resilient energy to homes and businesses across the islands. We invest in and develop innovative technology to advance clean energy solutions, decarbonize our fuel mix, and accelerate our clean energy transformation. Learn more at Hawaiigas.com. H AWAHI IAWA B U SI II NBES U SSI N ES S 3 | 15

BY KA LENA O ’CO NNE LL

Meet the Sustainability Entrepreneurs Putting Hawai‘i Refill Stores on the Map 141 million tons of plastic packaging are produced globally each year. These local refill storefronts offer a low-waste solution.

EYOND HAWAI‘I’S SUNSOAKED BEACHES AND BREATHTAKING VIEWS, AN ENORMOUS BLOB OF PLASTIC AND OTHER DEBRIS FLOATS IN THE PACIFIC OCEAN A FEW HUNDRED MILES NORTHEAST OF THE ISLAND CHAIN.

The Great Pacific Garbage Patch, as it’s known among oceanographers and environmentalists, covers an area roughly 618,000 square miles, or about twice the size of Texas. The result of decades of indiscriminate waste disposal by nations on all sides of the Pacific Ocean, this floating sea monster collects new particles delivered on the swirl of currents that carry debris on journeys thousands of miles. Due to Hawai‘i’s proximity to the western edge of the Great Pacific Garbage Patch and homegrown waste, the Hawai‘i Wildlife Fund estimates that 15-20 tons of marine trash wash up on state shores every year, 96% of which is made from plastic materials.

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Amidst the global plastic pollution crisis, Hawai‘i’s sustainably driven business entrepreneurs are finding creative ways to reduce the amount of plastics that end up in garbage piles on land or among floating islands at sea. The success of their sustainable business model relies on awareness and education. “Now we’re realizing, as we started doing a lot more education in schools and working with businesses, that the awareness is there and people are starved for solutions,” says Rafael Bergstrom, executive director of the nonprofit Sustainable Coastlines Hawaii. According to Bergstrom, community pressure is rising, particularly around plastic, and people are responding. One solution gaining traction online and in communities is a more circular approach to resource use, known as zero waste. The aim of the zero waste move-

ment is the conservation of all resources through responsible production, consumption, reuse, and recovery of products, packaging and materials, according to the Zero Waste International Alliance. Much like Sustainable Coastlines Hawaii’s hands-on, community-driven approach to cleanups and education, Bergstrom believes sustainability efforts don’t have to feel daunting or discouraging. “Zero waste is aspirational,” Bergstrom says. “It’s not going to happen tomorrow, but if it’s on your mind, if you’re thinking about it, it’s going to start being ingrained in the practices that you use as a business [or consumer] that will make its way through the community.” According to Refillery Collective, a community and platform of support for businesses focusing on sustainability and reducing waste across the U.S. and Canada, only 9% of plastics were recycled in 2018, a figure that is now closer to 5%. Due to the various pumps and sprayers for household products, plastic containers are often unrecyclable. Photodegradation, the process where UV radiation breaks down plastic, causes plastic waste to fragment, but it never fully disappears. Refill stores aim to support an eco-friendly lifestyle by supplying everyday essentials without packaging. Customers bring an empty container to be weighed and filled with personal care, cleaning and grocery products, reducing the demand for single-use plastic containers. According to the Refillery Collective Directory, there are 416 brick-and-mortar refill storefronts across the United States. Hawai‘i is home to seven, with two located on O‘ahu, two on Maui, two on the Island of Hawai‘i and one on Kaua‘i.

their consumption,” she says. “I’ve had hundreds of customers [tell me] their lives have been changed through the things that they have learned at my store or the practices that they have implemented.” Says Mallini: If you give people the opportunity to make better environmental decisions, they want to do better. KŌKUA GENERAL STORE (HALE‘IWA, O‘AHU)

LORI MALLINI, FOUNDER OF PROTEA THRIFT, OFFERS A MORE ECO-CONSCIOUS WAY TO SHOP. PHOTO COURTESY OF PROTEA THRIFT.

PROTEA THRIFT (KAILUA, O‘AHU)

Protea Zero Waste was Hawai‘i’s first refill and zero-waste store, launched in June 2020. As of January, the store has transitioned its business scope to Protea Thrift, a secondhand thrift boutique committed to reducing waste while providing an affordable, eco-friendly shopping experience. Founder Lori Mallini said the zero-waste store was a success in every single way, except financially. Due to high shipping costs, limited local supply, competitive affordable pricing and the additional labor that comes with a refill store, the profit margins were too thin to sustain a small business. “Within the past five years, there’s been a boom of refill stores and sustainability efforts,” Mallini says. “Granted, a lot are having to close because the numbers are very hard to hit, [but if you] figure out how to make it financially work, there is a need [for these stores] out there.” During its 4.5 years as a refill business, Protea Zero Waste prevented more than 65,000 bottles from going into the landfill. After shifting focus to the issue of fashion waste, Protea Thrift

has prevented about 15,000 lbs of clothes from being discarded by selectively choosing, and paying cash for women’s, men’s and children’s clothing commonly re-sold between $20 and $70. Beyond its role in waste diversion, Mallini measures the success of her business by the community built around sustainable values. “Protea Zero Waste planted a lot of seeds in a lot of people’s lives to be more sustainable and be mindful of

Another refill and low-waste lifestyle shop that defines success through sustainability-focused community engagement is Kōkua General Store. According to Sara McGuigan, director of Social Enterprise at Kōkua Hawai‘i Foundation, the storefront opened in April 2022 as one of three social enterprises designed to support Kōkua Hawai‘i Foundation’s programs. “Many times, we get people that are stumbling in there, whether it’s tourists or locals, and it’s their first touch point with Kōkua Hawai’i Foundation,” McGuigan says. “It’s been a good way to talk about our foundation, our mission, and try to inspire healthy lifestyle and behavior change.” For McGuigan, a sustainable lifestyle doesn’t have to mean

KŌKUA GENERAL STORE, A LOWWASTE LIFESTYLE AND REFILL SHOP, IS A SOCIAL ENTERPRISE OF THE KŌKUA HAWAI‘I FOUNDATION. PHOTO COURTESY OF KŌKUA GENERAL STORE.

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going completely plastic-free. In fact, she encourages her staff and customers to start by picking one thing to focus on. “Zero waste [comes with] a lot of pressure, [but] is that realistic?” McGuigan says. “At our bulk refill bar, you could refill on detergent, you could refill on body wash. All those things are going to save plastic, just getting started somewhere.” To combat the financial difficulty of maintaining a low-waste store, McGuigan considers their key to success to be the diversity of products they offer to supplement the refill bar, such as vintage and upcycled clothing, books, records, and low-waste lifestyle products and reusables. According to McGuigan, Kōkua General Store’s bulk refill bar relies on product sourcing from more than a hundred vendors, each collaboration designed to prioritize sustainability. Local sourcing remains a priority, but the limited availability of bulk goods on the islands means the store works with just 30 local vendors. “Our body washes, hand soaps and soap bars are from the North Shore Soap Factory just up the street from us,” McGuigan says. “We drop off a bucket, they fill it and they bring it back. It’s the same [process] with Puna Noni, where we do our shampoos, conditioners, lotions and hand soaps. As for mainland-based partnerships, shipping practices are tailored by each vendor to minimize environmental impact. In some cases, that requires innovative solutions like hand-mixing products from a concentrate. “For one of our laundry detergents and our dish soap, we’ve worked with them to have them send us a concentrate, [which] saves on shipping, saves on the footprint and we’re still able to carry their product,” she says. Sourcing partnerships are never an exact science, but ongoing collaborations that aim to find the most sustainable solution possible, according to McGuigan. Such attention to 18 | S E P T E M B E R 2 0 2 5

KEEP IT SIMPLE COOWNERS JILLIAN DEOLINDO (LEFT) AND HUNTER LONG (RIGHT) REDUCE SINGLE-USE PLASTIC ONE REFILL AT A TIME. PHOTO COURTESY OF KEEP IT SIMPLE.

detail helps explain why zero-waste storefronts remain rare in communities across the state and country. “I do think it takes extra effort, and I see why businesses don’t do it,” she says. “It generally requires more cleanup, more engagement and just slower processes. We definitely have to hire people who care about doing this type of work.” KEEP IT SIMPLE (KAIMUKĪ, O‘AHU)

For co-founders Hunter Long and Jillian Deolindo, making business decisions while staying true to their sustainable values is a careful, collaborative process. Since Keep It Simple opened its doors in December 2020, their leadership has been driven by its team’s passion for sustainability at the forefront. However, the store has become much more than a refill room as the demand for financial stability intensified. “We started the store just as the refill room, and we quickly realized that that wasn’t going to support itself,” Long said. “Soap is very inexpensive, so we would have to sell such a big volume of soap to be able to survive.” Keep It Simple’s selection of bikinis, apparel, sustainable home goods and Swedish candy not only supports the refill station but is often what

draws people in, creating an entry point for the community to engage with sustainability. “They love our brand, they’ve seen it on the internet and they want to come see the Swedish candy, or they want to come shop the bikinis and then they see the refill room,” Long says. “People don’t like to change their habits, necessarily, so it’s a less threatening, more fun way to introduce yourself to that kind of thing.” Wanting a way to shop without contributing to plastic pollution and having seen refill stores overseas, Long and Deolindo launched their sustainable storefront in Honolulu. Their mission is to be a zero-waste source, with hopes of igniting change that feels fun and exciting. Now, almost five years into business, the entrepreneurial pair have not purchased a single-use plastic bottle for their home since. Keep It Simple has refilled more than 75,000 bottles, enough to cover a year’s shampoo supply for more than 6,000 people. Deolindo says one of the biggest misconceptions about sustainable shopping is the assumption that it costs more. With prices similar to those at Target, customers often return to refill after discovering how affordable it is.

As a small business that uses all-natural products, remaining as affordable as possible is always a priority. A standard 16-oz dish soap refill at their store costs $5.60, a price nearly comparable to a leading Target brand, Mrs. Meyer’s, which sells for $4.99. According to Long and Deolindo, their product is sourced from a small business in the Midwest as a concentrated formula shipped in barrels, which they then mix locally. “People can bring in any new or old bottle they want, or they can get a new bottle with us,” Deolindo says. “They fill it up, and then just pay per ounce. Each barrel probably does 500 bottles. The barrel still is plastic, but it’s diverting so many more plastic bottles, since you’re bringing your same one back over and over again.” Balancing mass shipping quantity, local mixing, maintaining affordable pricing amid high rent, while convincing suppliers to shift packaging practices and consumers to change their habits, Long and Deolindo know first-hand that running a refill business in Hawai‘i is not an easy feat. That‘s exactly why they knew they had to start helping other aspiring zero-waste business owners. “When we were going viral on TikTok, we would get 10 messages a day asking how they can open a refill store,” Deolindo says. “I think that’s why a lot of zero-waste stores have a really hard time being successful because you have to balance consumerism with sustainability, and where is the line?” Their approach: Meet the world where it is and find the best possible option. This starts with the companies they choose to collaborate with. Specifically, their supplier for refillable personal care and cleaning liquids is actively reducing waste in their shipping practices, generating impact before the products even arrive on their shelves.

“A normal retail store probably produces 50 to 100 times more plastic waste than we do just because we’re really advocating for change from a business level,” Long says. “I think that’s so much more valuable than people realize, because if you’re spending tens of thousands of dollars with a company, they’re gonna listen to you. And if they don’t send us non-plastic, we don’t order from them again, so there have been a ton of businesses that have changed for us.” For these sustainable pioneers, measuring impact is more than dollars sold a day, but recognizing a shift in consumers’ lifestyles and excitement for sustainable shopping. “People come in and they bring all their bottles, saying, ‘I love this store, I’ve been looking for this forever,’” Deolindo says. “We don’t have the same bottles we had when we first opened, so seeing a bottle we had when we first opened, and

[they’re] still bringing it in, I think for me, that’s a win, like that’s so many bottles already saved.” Long and Deolindo agree that the discussion centered around sustainability is only growing louder. There is a large group of people who want to help but may not know where to start. Alongside other sustainable store owners, the pair – knowing the bottles we produce will not disappear in our lifetime – felt a responsibility to act and to share the values of sustainability. “We are just trying to advocate for what we think is gonna help our future, the land and everything that makes where we live so beautiful,” Long says. “Come in with an open mind and be willing to learn about how we operate. We’re not necessarily trying to be perfect, but we’re making a huge impact nonetheless.”

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Hawaii Business Wins 19 Awards, Including 7 Top Prizes The accolades were handed out during the Society of Professional Journalists’ annual statewide competition. Among those winning multiple awards for the magazine were Cynthia Wessendorf, Jeff Sanner and Noelle Fujii-Oride.

AWAII BUSINESS MAGAZINE TOOK HOME 19 AWARDS ON JULY 30 FROM THE ANNUAL SPJ HAWAII COMPETITION, INCLUDING THE PRESTIGIOUS ULUPONO PRIZE FOR SUSTAINABILITY REPORTING.

The awards, open to all media outlets across Hawai‘i, were based on work published, broadcast or posted in 2024. These honors are a nice addition to the seven national awards Hawaii Business won earlier this year, including the prize for best regional business magazine in the country. The biggest winners for Hawaii Business were Cynthia Wessendorf and Jeff Sanner. Wessendorf won or shared in six SPJ awards – including four first place prizes – and Sanner won or shared in five awards, including one top prize.

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Wessendorf captured the Ulupono Prize for sustainability reporting, which includes a $1,000 check, for her report in the April 2024 issue entitled, “The Heat Is Rising in Honolulu. More Trees Will Help Cool It Off.”

“The winning entry features extensive research and reporting while being presented in an easy-to-understand way,” a judge wrote. “The end section of ‘What’s Next’ is crucial. Solution-based climate reporting like this could save lives, one newly planted bus-stop tree at a time.”

BY ST EVE PET R AN I K TO R E A D A N Y O F T H E STO R I E S M E N T I O N E D H E R E , SEE T H E LI N K S I N T H E O N LI N E VE R S I O N O F T H I S STORY AT T I N Y UR L. CO M / H BWI N S.

Wessendorf also won first place for best body of work by a single writer, based on a series of articles published last year. “Cynthia is clearly her newsroom’s Swiss Army knife,” a judge wrote. “She writes with confidence and authority and knows how to keep readers engaged even when the subject matter needs to veer off into the weeds. Cynthia is obviously knowledgeable about her community.” She also won first place in health reporting for her story in the October 2024 issue headlined, “Navigating Hawai‘i’s Family-Leave Maze.” That story also won second place in the feature writing category for magazines. “This issue affects so many people, and this reporting was well done with the potential for great impact,” a judge wrote. Additionally, Wessendorf won the third-place award in the data journalism story or series category for her Top 250 report in the August 2024 issue that ranked Hawai‘i’s biggest companies and nonprofits. Her final award came as part of an excellent team effort that captured first place in the special section category. That March 2024 report, “20 for the Next 20: Hawai‘i’s People to Watch,” included Mallory Adams-Nakamura, Aaron Yoshino, Ryann Noelani Coules and Chavonnie Ramos as contributors. A judge wrote: “Excellent job in researching the leaders who are featured in this piece. The interviews make it easy to read and the photos are wonderfully shot. Great feature!” In June, Wessendorf stepped down as managing editor of Hawaii Business to become a contributing writer for the magazine.

FIVE AWARDS FOR OUR CREATIVE DIRECTOR

Creative Director Jeff Sanner made a big haul of awards even though he didn’t join Hawaii Business until April 2024. He created design magic with my report on the BOSS Survey in the August 2024 issue, winning first place in the informational graphic category open to all news media. “The custom graphics in this piece make it stand out from all the entries in this category,” a judge wrote. “I was hooked when I saw the mountain climb and I wanted to keep reading for the rowboat and food. This is an incredibly enticing informational graphic – it presents the information in an engaging way.” Sanner and I won third place in the same category for our collaboration in the September 2024 issue on another edition of the BOSS Survey and 808 Poll. Adams-Nakamura and Ramos completed the category sweep for Hawaii Business by winning second place for their report, “Fixing Hawai‘i’s Deadly Roads.”

Sanner also took home three other awards, all in magazine design categories: a second place for best cover in recognition of his July 2024 cover on Gen Z; a third-place prize for overall design; and another third-place in the single feature layout category for “Navigating Hawai‘i’s Family-Leave Maze.”

PRIVATE EQUITY REPORT EARNS PRAISE

Another big winner for Hawaii Business was former staff writer Noelle Fujii-Oride, who is now the editor of the nonprofit news site Overstory. She won or shared in four awards. Fujii-Oride and contributing writer LiAnne Yu won first place in industry or trade reporting by magazines for a series of 2024 reports on tourism, Hawai‘i’s largest industry. The centerpiece of those reports was Fujii-Oride’s article in the January 2024 issue, “Private Equity Now Owns Nearly 30% of Hawai‘i’s Hotel Rooms.” The

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report took four months to put together and detailed the seismic shift in ownership of the crown jewels of local tourism and the resulting impact on workers, other hotels and tourism businesses, and the overall local economy. A judge wrote, “The writer did a great job in distilling the complexities of private equity into digestible bites for the reader and providing stellar localized examples. Strong writing, a great use of mixed sources, wonderful usage of data and I love the design elements as well as little breakout boxes with additional information.” The private equity report also won second place for business reporting among magazines and third place for public service reporting among all media. The judge for the public service award wrote: “Excellent explanations of what private equity is and why it matters, especially to an economy propped up by tourism dollars. Incredible use of records and explaining to readers how usually secretive and shielded information was found out.”

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Fujii-Oride’s fourth award was a third place for industry or trade reporting for five reports on residential real estate in Hawai‘i. She shared the award with Shelby Mattos and Janis Magin Meierdiercks. One of the stories was Mattos’ report on “Hunting for a New Place in Renters Purgatory.” “This compilation of writers showed they are deeply knowledgeable and sourced on the topic of housing in Hawai‘i,” a judge wrote.

CEDED LANDS REPORT WINS AWARD

Contributing Writer Catharine Lo Griffin won a third-place award in the explanatory journalism category open to all media for her valuable report in the November issue entitled, “Seeking a Way Forward on Ceded Lands.”

“An amazing lesson in local history,” a judge wrote. And in the profile category for magazines, she won another third-place award for her profile of CEO of the Year Christine Camp in the December issue. And our 19th award was another first place and a special favorite of mine: We won for best headlines among magazines. In a world filled with too much clickbait, we aim for headlines that are sometimes clever but always thoughtful and informative without overpromising – headlines that explain why you might find the story interesting and valuable to read. Of course, in such a competition, you lean on your cleverest headlines when submitting examples. The judge wrote about ours: “The collection shows the perfect balance of kitschy and newsy. Each pulls you in to read the subhead and then the first paragraph and then all the way to the end. Nice showing here.” Yes, nice showing by everyone on the Hawaii Business team.

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WEST O‘AHU P R O U D LY P R E S E N T E D B Y H AWA I I B U S I N E S S M A G A Z I N E

Straub Benioff Medical Center at the Town Center of Mililani The Queen’s Medical CenterWest O‘ahu | Kahi Mohala

As the Leeward side grows and evolves, so too do the investments being made in workforce development and in health care. Meet some of the people and organizations driving positive change within the communities of West O‘ahu. H AWA I I B U S I N ES S | 23

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BUILDING HEALTHIER COMMUNITIES New Straub Benioff Medical Center – Mililani Clinic & Urgent Care

ase, accessibility and superior care are at the heart of the newly opened state-of-the-art Straub Benioff Medical Center - Mililani Clinic & Urgent Care. Having opened in August, the clinic is a joining of Straub Benioff ’s existing clinics at the Town Center of Mililani and Mililani Shopping Center, combining all existing and new services in one place. “We want people and their families to be able to see their primary care providers, specialists, and get imaging and urgent care all in one convenient location,” says Dr. Sandra Noon, Hawai‘i Pacific Health chief of primary care. The new clinic is at the Town Center of Mililani. At 24,000 square feet, it’s the largest in Straub Benioff’s extensive network of neighborhood clinics. With 55 exam rooms, it was built to meet the needs of current and future patients with spaces that can be easily adjusted for growth, new technology and expanded teams of doctors and providers. Greeters welcome patients when they walk in and help guide them to the right areas. The clinic also has

spaces for patient classes and other programs that can help to build a healthier community. “When we broke ground in 2022, we envisioned a clinic that felt more welcoming than a traditional doctor’s office,” Noon says. “I’ve been a physician for more than 30 years, but even I can get a little nervous when I go to my doctor. The design and workflow of the Straub Benioff Mililani Clinic is open and meant to make patients feel comfortable the moment they walk through the doors.” The clinic also has added urgent care, a service that HPH says is increasingly in demand. Urgent care at the new Straub Benioff Mililani Clinic is open seven days a week from 10 a.m. to 8 p.m. The clinic now offers 3D mammograms so that women who need more detailed screenings can receive it in Mililani. HPH is also expanding the clinic’s primary care team of doctors, and OB-GYNs and dermatologists will continue to be based there. In addition, “We plan to add to our rotation of visiting specialists,” Noon says. “We’re proud to say that the new clinic is really a modern, efficient

space which will allow our health care teams to collectively work together to focus on our patients.” HPH sports medicine doctors, rheumatologists and endocrinologists already see patients in Mililani, and there are plans to add even more specialties, giving patients a wider range of care right in their own neighborhood. “The world is always changing. There is always something new on the horizon,” says Noon. “We realize that the key to providing the highestquality health care is always being ready to adapt to new techniques, technologies and evolving patient needs. I often tell my staff that we should always aim for our true north, which is the health of our patients and community.”

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NOW OPEN: STRAUB BENIOFF MEDICAL CENTER – Mililani Clinic & Urgent Care Our Our Mililani Mililani Shopping Shopping Center Center and and Town Town Center Center of of Mililani Mililani clinics clinics have have combined combined into into aa bigger bigger space space at at the the Town Town Center Center of of Mililani, Mililani, allowing allowing us us to to provide provide comprehensive comprehensive care care for for our our community community in in one one location. location. Our Our new new 24,000-square24,000-squarefoot foot clinic clinic offers offers services services including including primary primary care, care, pediatrics pediatrics and and OB-GYN, OB-GYN, as as well well as as urgent urgent care care services services available available seven seven days days aa week. week.

StraubBenioff.org/Mililani

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EXPANDING SPACE AND SERVICES

The The Queen’s Queen’s Medical Medical Center-West Center-West O‘ahu O‘ahu || Kahi Kahi Mohala Mohala

he Queen’s Medical CenterWest O‘ahu is in expansion mode, with the Emergency Department, the Cancer Center, and Kahi Mohala, Hawai‘i’s only freestanding, non-profit psychiatric hospital, set to benefit from increased space and services. The Emergency Department (ED) at Queen’s West is the second busiest in the state, after Queen’s Punchbowl. The number of patients served there has risen an average of 6% each year, compared to the statewide rate of 1.5% per year. The expansion, slated for completion in early 2029, will triple the size of the hospital’s current ED to 40,884 square feet. It will add 32 care spaces, including treatment and patient rooms, airborne infection isolation rooms, safe rooms for patients with behavioral health needs, and direct access to the CT scanner from the ambulance entry to expedite testing for stroke patients, plus 48 additional private rooms on the second and third floors of the facility.

“With the rising demand for health care services in West O‘ahu, our expanded ED will increase access to seamless lifesaving services to better serve our Central and West O‘ahu communities,” says Robin Kalohelani, senior vice president and CEO at Queen’s West and Queen’s Wahiawā. “We remain committed to the mission of our founders, Queen Emma and King Kamehameha IV, to provide in perpetuity, quality health care services to improve the wellbeing of Native Hawaiians and all the people of Hawai‘i.” In April, Queen’s Cancer Center at Queen’s Medical Center-West O‘ahu received a $5 million grant from the Leona M. and Harry B. Helmsley Charitable Trust, which will go toward a 2,500-square-foot expansion. An additional five infusion bays will allow for approximately 2,300 additional treatments per year, and six additional medical oncology exam rooms will accommodate approximately 9,600 additional patient visits per year.

The project is currently in the design development phase. “The Cancer Center expansion will allow us the ability to better serve our community, so patients are able to receive care closer to home,” says Kalohelani. Since acquiring Kahi Mohala in October 2024, Queen’s West has offered the full spectrum of care for children and adolescents in psychiatry and behavioral health, including outpatient therapy, partial hospitalization, and emergent and acute care. The facility is scheduled to undergo renovations to its infrastructure at the end of the year. “Queen’s cares for the greatest number of patients with behavioral health conditions in the state since we have the only inpatient behavioral health departments,” says Sondra Leiggi Brandon, vice president, patient care, behavioral health. “The Queen’s West ED expansion is timely because some patients who need residential care may be able to bypass acute care services and be transferred directly to Queen’s Kahi Mohala.

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Stronger with Screening If you’re over 45, it’s time to take charge of your health. Preventive screenings can help detect issues early and keep you strong for what matter most.

• Colonoscopy

• Mammogram

• DEXA Scan

Schedule your screenings at Queen’s – West O‘ahu today. Colonoscopy Appointments: 808-691-3150 Mammogram or DEXA Scan Appointments: 808-691-7171

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Top left is Sondra Leiggi Brandon, VP of Patient Care, Behavioral Health. Below her is Robin Kalohelani, Senior VP and CEO at Queen’s West and Queen’s Wahiawa. Image on the right is Queen’s Kahi Mohala exterior. PHOTOS: THE QUEEN’S MEDICAL CENTER

The Queen’s West Diabetes and Management Center’s multidisciplinary team of experts continues to offer prediabetes and diabetes education focusing on diet, exercise, weight and medication management. In Hawai‘i, 134,100 adults—more than 10% of the population—live with diabetes according to the American Diabetes Association. “Our approach includes new medications and technology, as well as fresh techniques and perspectives on managing Type 1, Type 2, and gestational diabetes,” says Kalohelani. “We have dietitians who can help with healthy eating choices and exercise plans, and APRNs who are certified in diabetes management. Our goal is to help patients achieve blood sugar control and live a healthy life.”

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BY K EN W I L L S ILLUSTRATION: GETTY IMAGES/HAWAII BUSINESS

2024: A Year When One Company’s Big Loss Outweighed Other Companies’ Profits Our annual ranking of Hawai‘i’s Most Profitable Companies based on publicly available and self-reported data A YEAR OF CORPORATE PROFITS IN HAWAI‘I WAS OVERSHADOWED BY A MASSIVE LOSS AT HAWAIIAN ELECTRIC INDUSTRIES, parent of the utility at the

center of litigation over the deadly Lahaina wildfire that killed 102 people in August 2023. Once among the state’s most profitable companies, Hawaiian Electric reported a more than $1.42 billion loss in 2024 – driven largely by a $4.04 billion wildfire settlement with thousands of Maui residents and businesses. Plaintiffs alleged the utility failed to shut off power lines despite highwind warnings that preceded the fire. The company, which supplies electricity to about 95% of Hawai‘i’s population, agreed to pay nearly half the settlement amount. The state, Maui County and other defendants, including Kamehameha Schools, West Maui Land Co., Hawaiian Telcom and Spectrum/Charter Communications, also agreed to contribute to the settlement. Hawaiian Electric’s 2024 loss was greater than the combined total annual profits tallied by 53 companies and organizations in the state during the same period, according to the annual ranking by Hawaii Business Magazine of the most profitable companies in the Islands. The list includes all the local companies whose data is publicly available or was submitted to us.

Hawaiian Electric president and CEO Scott Seu said in the company’s annual report that the Hawai‘i Supreme Court ruling earlier this year to allow settlement funds to be released helped “to move the settlement forward and provide more clarity for our company’s path toward reestablishing financial stability.” The amount of Hawaiian Electric’s loss was also seven times the size of the company’s prior year profit of nearly $200 million. To help pay for its portion of the settlement, Hawaiian Electric sold 90% of its stake in American Savings Bank to independent investors for $405 million in cash.

“Importantly, the proceeds from this transaction support our efforts to rebuild our financial strength while creating flexibility for how we finance Maui wildfire-related obligations and key utility initiatives, such as wildfire risk reduction,” Seu told shareholders. “We are deeply committed to advancing our wildfire mitigation efforts, and since launching an expanded wildfire safety strategy in the wake of the Maui wildfires, Hawaiian Electric has rapidly advanced efforts to reduce the risk of wildfires ignited by its equipment.”

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So far in 2025, Hawaiian Electric’s stock price is up more than 13% but still hovers around a third of its level before the fire. For 2024, 13 other companies on the list reported annual losses, including Maui Land & Pineapple Co., which recorded a loss of $7.4 million on top of a prior year loss of $3.1 million. Two years ago, it ranked No. 32 on the list of most profitable companies, with $1.8 million in net profit. “The net loss in 2024 was driven by the noncash stock compensation expenses, increased operating costs for development and leasing, and $448,000 attributable to the former CEO’s severance paid during the year,” the company reported to shareholders.

MOST PROFITABLE

On the positive end of the ledger, Matson took the crown again, extending its streak as the most profitable Hawai‘i company for a fourth year. With over 2,000 employees and more than $3.4 billion in sales, it logged a net profit of $476 million in 2024. That’s a 60% increase over the prior year, but down from $1.06 billion the year before. “We benefited from elevated freight rates and heightened demand for our expedited China-Long Beach (the CLX and MAX) services, running these vessels full or nearly so throughout the year,” Chairman and CEO Matt Cox said in his annual report to shareholders. Using some of its 2022 windfall to invest in three new ships, which are expected in 2027 and 2028, the company has made a big bet on China trade. “With these vessels, annual capacity in our China service will increase by ~15,000 containers, which we expect will provide a significant lift to net income and EBITDA,” wrote Cox, referring to earnings before interest, taxes, depreciation, and amortization. “We will also have our youngest fleet since becoming a public company. As such, we do not 30 | S E P T E M B E R 2 0 2 5

currently expect to build any new vessels for another decade.” China trade has been complicated by U.S.-China bilateral negotiations. “While we expect our transpacific rates to moderate in the coming year, underlying demand for our expedited China service, predicated on the growth of high-value garments, e-goods and e-commerce, and the conversion of air freight, is increasing,” Cox noted early this year. However, on-again, off-again tariff negotiations with China under the Trump administration have increased uncertainty, and at least temporarily reduced trade flows, between the countries. That showed up in Matson’s second-quarter 2025 earnings statement: Despite better-than-expected Hawai‘i cargo performance, its “China service experienced significant challenges with container volume decreasing 14.6% yearover-year, primarily due to market uncertainty from tariffs and global trade tensions.” As a result, it has started to seek revenue streams elsewhere. “Matson has been actively adapting to shifting trade patterns throughout Asia,” according to the earnings statement. “The company highlighted its focus on supporting customers diversifying their manufacturing base beyond China,” Investing.com wrote. “A notable development is the new expedited Ho Chi Minh service, which contributed to sequential quarterly volume increases.” HAWAI‘I PROFITS LAG NATION

Across the U.S., corporate profits during 2024, the last year of the Biden administration, rose 7.9%, following a 6.9% rise the year before. While corporate profits sank 2.3% in the first quarter of 2025 under the Trump administration, early second-quarter profit reports indicate a rebound is taking shape, with political factors the ongoing wildcard. “The market’s attention in the second half of 2025 and 2026 will

likely be on the impacts of tariffs already in place and the ‘Big Beautiful Bill’ on the economy and corporate earnings,” RBC Wealth Management wrote in its economic outlook. Judging by results posted by all organizations reporting profits in the latest Hawaii Business survey, earnings in the state were less robust than the national average, dropping 3.2% in 2024 compared to 2023. In the latest Hawai‘i rankings, a nonprofit – the Council for Native Hawaiian Advancement – made its first appearance on the Most Profitable List, reporting net income of $38.3 million. It describes its mission as enhancing “the cultural, economic, political and community development of Native Hawaiians.” “The majority of revenue was generated through contracts with the City and County of Honolulu, the State of Hawai‘i, the Department of Hawaiian Home Lands (DHHL), the County of Maui, and the Department of Human Services,” according to the Council’s annual report. Hawai‘i’s financial sector, meanwhile, maintained solid profits, with minor shifts among the top companies. First Hawaiian Bank held steady at No. 2 on the annual Most Profitable List, recording a 2024 profit of $230 million, down from $235 million the year before and $266 million two years ago. Bank of Hawai‘i landed in third place, up a notch from a year ago, with a net profit of $150 million. Also in the financial services sector, the Hawaii State Federal Credit Union leapfrogged from 26th place to seventh, with a net profit of $18.4 million. First Insurance Co. of Hawaii made a similar move in the insurance sector, jumping from 61st in the 2024 list to ninth this year, recording a profit of $16.4 million. Hawaiian Airlines, which in recent years has owned the bottom of the list – including in 2023 when it lost $261 million – benefited from its merger with Alaska Airlines. The

combined company reported revenues from both airlines’ Hawai‘i operations at $3.82 billion in 2024, a 41% rise from the year before. However, Alaska Air Group did not break out net profit for just the Hawaiian portion of its combined business. With risks and uncertainty around tariffs, regulations, taxes, employment and the makeup of the Federal Reserve Board, to name a few issues, the year ahead is sure to deliver surprises.

“Profit,” as Yvon Chouinard, the founder of Patagonia, famously said, “is what happens when you do everything else right.” Hawai‘i companies may be doing everything right, but as the current economic environment has shown, profits also are dependent on others doing everything right. The decisions of those key players are increasingly difficult to predict.

HOW WE COMPILE THE LIST

Each spring, Hawaii Business Magazine surveys companies and nonprofits to gather key information, such as gross revenue, profits or losses, executives and new acquisitions. Those organizations that reported their profit/loss figures are included on the Most Profitable Companies list, which is supplemented with publicly available data. To request surveys for future lists, please email kenw@hawaiibusiness.com

PROFIT PROFIT RANK THIS RANK ON LIST PREVIOUS LIST

LATEST TOP 250 RANK

COMPANY NAME

FULL-TIME EMPLOYEES (2024)

GROSS ANNUAL SALES (2024)

NET PROFIT/LOSS (2024)

NET INCOME / REVENUE

Matson

2,040

$3,421,800,000

$476,400,000

13.9%

First Hawaiian Bank

2,019

$1,165,847,000

$230,129,000

19.7%

Bank of Hawai‘i

1,840

$1,036,280,000

$149,994,000

14.5%

Central Pacific Financial

741

$250,456,000

$53,412,000

21.3%

Council for Native Hawaiian Advancement

114

$85,847,523

$38,276,664

44.6%

The Nakupuna Companies

1,362

$287,477,651

$36,535,536

12.7%

Hawaii State Federal Credit Union

379

$120,500,528

$18,375,574

15.3%

Kawailoa Development

918

$170,240,000

$17,944,000

10.5%

First Insurance Co. of Hawaii

225

$345,800,000

$16,400,000

4.7%

American Savings Bank

950

$318,403,000

$12,317,000

3.9%

Hawaii Employers' Mutual Insurance

120

$110,845,819

$12,292,633

11.1%

146

Gather Federal Credit Union

$41,839,829

$10,052,721

24.0%

113

Catholic Charities Hawai‘i

297

$65,400,000

$9,648,166

14.8%

108

Group Builders

305

$73,000,000

$7,950,000

10.9%

138

Hawaii National Bank

152

$45,168,000

$7,433,000

16.5%

160

Elemental Impact

$34,690,796

$7,281,657

21.0%

Kaua‘i Island Utility Cooperative

143

$185,406,782

$7,052,711

3.8%

110

Chaminade University of Honolulu

290

$70,826,426

$5,859,034

8.3%

Waianae Coast Comprehensive Health Center

518

$100,469,000

$5,371,000

5.4%

194

Blood Bank of Hawaii

117

$20,205,000

$5,221,047

25.8%

142

Kāhala Senior Living Community, dba Kāhala Nui

214

$44,273,945

$4,346,210

9.8%

120

Securitas Security Services USA

1,005

$60,000,000

$4,000,000

6.7%

172

Kōkua Kalihi Valley

208

$30,000,000

$4,000,000

13.3%

195

Honolulu Federal Credit Union (HOCU)

$20,025,646

$3,867,172

19.3%

227

Pacific Fleet Submarine Memorial Association

$10,308,000

$2,994,000

29.1%

215

Hina Mauka

$13,066,853

$2,901,942

22.2%

I. Kitagawa and Co.

179

$87,090,000

$2,720,000

3.1%

193

Video Warehouse

$20,836,262

$2,685,958

12.9%

201

Lanakila Pacific

104

$17,763,618

$2,657,732

15.0%

H AWA I I B U S I N ES S | 31

PROFIT PROFIT RANK THIS RANK ON LIST PREVIOUS LIST

LATEST TOP 250 RANK

COMPANY NAME

FULL-TIME EMPLOYEES (2024)

GROSS ANNUAL SALES (2024)

NET PROFIT/LOSS (2024)

NET INCOME / REVENUE

Hawaii Medical Service Association (HMSA)

1,391

$4,352,791,752

$2,383,410

0.1%

200

Maui County Federal Credit Union

$17,956,835

$2,315,022

12.9%

126

Aloha Pacific Federal Credit Union

165

$54,374,852

$2,295,526

4.2%

Hawaii Medical Assurance Association (HMAA)

$228,000,000

$2,100,000

0.9%

223

St. Andrew's Schools

$11,000,000

$1,360,000

12.4%

232

JR Doran Inc. / Ceramic Tile Plus and Exclusively Yours

$9,724,711

$1,337,688

13.8%

178

Le Jardin Academy

164

$26,600,000

$1,200,000

4.5%

204

Easterseals Hawaii

215

$17,062,000

$1,198,000

7.0%

239

Life Cycle Engineering

$8,100,000

$800,000

9.9%

164

YMCA of Honolulu

177

$34,178,006

$718,615

2.1%

187

Gather Vacations

$22,999,985

$712,254

3.1%

177

The Institute for Human Services

181

$27,726,263

$527,491

1.9%

207

IDEA Food Service USA and Subsidiary

110

$15,476,612

$526,014

3.4%

213

Hawaiian Islands Freight Association

$13,392,251

$465,158

3.5%

170

Parents And Children Together

357

$30,872,571

$451,031

1.5%

154

Child & Family Service

397

$37,210,000

$440,000

1.2%

205

Express Employment Professionals

$17,050,649

$350,699

2.1%

237

ATN Construction

$8,339,634

$311,996

3.7%

216

Hawaii Central Federal Credit Union

$12,886,359

$268,015

2.1%

229

Integrated Facility Services Hawaii

133

$10,073,057

$239,429

2.4%

221

Noguchi & Associates

$11,130,000

$220,000

2.0%

133

Hawai‘i Foodbank

$49,834,000

$153,000

0.3%

250

Boys & Girls Club of Hawaii

$7,062,886

$53,753

0.8%

226

Pearl Harbor Aviation Museum

$10,325,880

$12,186

0.1%

183

Honolulu Community Action Program

300

$24,353,102

-$13,874

-0.1%

169

Waikiki Health

174

$31,649,935

-$47,936

-0.2%

235

Bishop & Company

$8,744,366

-$73,901

-0.9%

247

Hale Kipa

103

$7,785,481

-$117,492

-1.5%

238

Mitsunaga & Associates

$8,305,425

-$127,268

-1.5%

152

G70

$37,250,000

-$328,000

-0.9%

174

Lōkahi Federal Credit Union2

105

$29,195,967

-$532,191

-1.8%

UHA Health Insurance

173

$366,910,000

-$1,020,000

-0.3%

246

Maui Clothing

$7,788,476

-$1,154,525

-14.8%

210

Hawaiian Humane Society

213

$14,657,574

-$3,092,577

-21.1%

191

Barnwell Industries

$21,724,000

-$5,565,000

-25.6%

220

Maui Land & Pineapple

$11,565,000

-$7,391,000

-63.9%

Hawaiian Telcom

900

$341,900,000

-$67,800,000

-19.8%

Hawaiian Electric Industries

2,587

$3,219,850,000

-$1,426,009,000

-44.3%

Net Footnotes: 1. Changed name from Elemental Excelerator 2. Changed name from Hickam Federal Credit Union 3. Per annual report 1

32 | S E P T E M B E R 2 0 2 5

BY J E N N I F E R A B L A N PHOTO: AARON YOSHINO

“It is the best job in the world,” he says about his role as CEO of Bank of Hawai‘i. In a farranging interview, he told Hawaii Business that so much is changing today that it’s difficult to see what’s coming next.

O H R E IN PELT H T I W M O R F E AD S

ETER HO, CEO OF BANK OF HAWAI‘I, MOVED OUT OF HIS POSH 22ND-FLOOR SUITE – ABOUT THE SIZE OF A NEW YORK CITY APARTMENT – AND DOWN ONE FLOOR TO HELP SET THE TONE FOR HIS LEADERSHIP.

At the time, the company was shifting employees to a new open floor plan, and Ho believed it was important for executives to model the change. “It made more sense to be with the team,” he told me as we walked through the airy open space, lined with floor-to-ceiling glass that looks out over downtown Honolulu and the Pacific Ocean. It was a powerful gesture – one that speaks volumes about how Ho views leadership: not from above, but from within. For him, leading means putting others first, a philosophy that has shaped Bank of Hawai‘i’s culture and earned him loyalty within the organization. After nearly three decades covering Wall Street, I couldn’t help but think of Jamie Dimon, the longtime CEO of JPMorgan Chase, who similarly embraces humility, hard work and listening as core leadership values. “I’ve enjoyed every second of it,” Ho said. “It is the best job – maybe in the world, but certainly in this town, to me. But ultimately, what’s really meaningful is making a difference for our employees, for the community.”

That mindset is echoed by Donna Ramirez, Ho’s executive assistant, who has worked alongside him for more than three decades. “Peter sets the bar high and he’s tough when it counts,” she said, “but he’s also shown me what it looks like to lead with heart. He genuinely cares about people and the community. I’ve been blessed to know and work for him for 30-plus years.” Under Ho’s leadership, Bank of Hawai‘i has become a nationally respected financial institution. In 2024, the bank cracked the $1 billion mark in annual revenue – a milestone reflecting sustained growth. Time magazine recently named it one of America’s Best Midsize Companies of 2025. The bank has also landed on Forbes’ list of America’s Best Banks for 15 consecutive years and earned a spot on Newsweek’s Most Trustworthy Companies in Banking – the only Hawai‘i-based company on the list. Ho was named president of Bank of Hawai‘i in 2008 and added the titles of chairman and CEO in 2010. In July 2024, James C. Polk was promoted to president, while Ho retained the dual roles of chairman and CEO. A board member since 2005, Ho began his banking career in 1987 with Manufacturers Hanover in New York City.

H AWA I I B U S I N ES S | 33

COMMITTED PHILANTHROPIST

Ho’s influence extends far beyond the walls of the bank. A committed philanthropist, he serves as chair of the Hawai‘i Community Foundation’s Board of Governors, a role he’s held since 2019 after joining the board more than a decade earlier. He and his wife, Michelle, also established the Peter & Michelle Ho Family Foundation Fund, which supports essential services across the state – from basic needs to health and human services – guided by Maslow’s Hierarchy of Needs and a belief in helping underserved communities through sustainable, high-impact initiatives. He’s a regular contributor to the Hawai‘i Community Foundation’s Catalyst Fund, an unrestricted resource that enables the organization to fund innovation, research and operational needs. His giving philosophy reflects his approach to leadership: support the infrastructure, trust the process and empower people to do meaningful work. In 2021, Ho joined the Board of Trustees of Punahou School, his alma mater, and he also serves on the boards of several other key institutions, including the Hawaii Business Roundtable and various nonprofits committed to strengthening the local community.

A DEPARTURE FROM GLOBALIZATION

The following is a condensed version of a two-hour conversation I had with Ho at the bank’s downtown Honolulu headquarters. HB: Given the persistent tariff wars and global uncertainty, what keeps you up at night and worries you the most? PH: I think that there are a ton of countervailing currents happening at the global, national and local level that are creating all sorts of challenges and all sorts of mischief – a redirection of trends that are really difficult to get your arms around. Let’s talk about Trump’s agenda,

34 | S E P T E M B E R 2 0 2 5

which is basically a departure from globalization – and a kind of rewiring back to a very domestic agenda. That is a complete shift from the past 20 to 40 years. I’m not making a judgment. That might be the right call today, but whether it is or is not, that is an abrupt shift. When things that big and that far-reaching shift like that – abruptly – there are oftentimes dislocations and unintended consequences. It’s really difficult to see what’s coming. HB: Is this a black swan event? PH: I don’t know if it’s a black swan event, although there have been a lot of black swan events in the 21st century. Anytime you break things that have been a consistent pattern for decades, there’s the opportunity for a lot of mischief. Your logic train has been built on the last 20 years, 30 years for corporate leaders, for community leaders, for everybody. What keeps me up at night is the fact that there is a lot of change happening right now. AI is a dramatic, technological, operational shift that’s happening in front of our very eyes. As much as I believe in the accretive power of that capability, they’re elements that I just don’t know how they ultimately play out for our organization, for our community longer-term. It’s a time for everyone to try to be agile and nimble and aware of what’s happening in the world because things are coming so quickly at everything and everyone right now.

BILLION DOLLARS IN REVENUE

HB: Bank of Hawai‘i had a good 2024, cracking $1 billion in revenue with $150 million in profits. How does it feel to break the billion-dollar mark? PH: $1 billion sounds great. I try really hard to denominate what we do in this organization, in dollars and cents and in loans and deposits and fees and things like that. I really try to think from a

first-principle standpoint: What are we trying to do here? As much as I love the idea of $1 billion – it sounds cool – I’d be much happier to hear that we really moved the dial on customer experience last year. I’d be really blown away to hear our employee experience numbers really shot through the roof or the trust that people have is at another level. Those things are frankly more actionable to us, and if we follow that path, the rest will follow and Wall Street will be more than taken care of. HB: Can you expand on the first principles theme? PH: There are two ways to hear that. One way to hear that is “We’re going to generate X thousand dollars of fees. Terrific! They’ll add to a pile of fees.” The other way to think about it is, “Wow, that’s a customer that somehow our team has been able to earn the trust of, probably through really great work, probably through people that really care passionately about this individual. Let’s keep doing that.” If we focus on that, we will accrue the earnings and financial success. But that must be the center of the plate what we’re focused on. The conversation does not begin with, “How do we make more and more money for this organization?” It’s a reminder that our value starts with people and customers and our employees. And it gets denominated in financial outcome, which is important. But sometimes people can get carried away in how they think about what they do. HB: So if you’re too attached to your stock price or revenue figures, other things suffer. PH: You begin to make decisions for what seemed like an obvious reason, but for the wrong reason. HB: What’s Bank of Hawai‘i’s investment strategy now? PH: Prior to 2000, we were quite possibly the world’s smallest international money center bank. We had operations in the South Pacific, the West Pacific, Asia, Southeast Asia, on the U.S. Mainland, East Coast and West Coast.

The strategy was to be really expansive. That turned out to be a very difficult strategy for Bank of Hawai‘i. We were overstretched. We frankly didn’t quite have the capital base to make a go of that. And the company suffered as a result. What we learned was our home is in Hawai‘i. The core of the competitive capabilities and advantage of Bank of Hawai‘i is in Hawai‘i. No surprise. What we did over the course of a couple of years – and this was kind of seven, eight years into my term at Bank of Hawai‘i – is that we brought everything back to the Islands. We brought all our capital back to the Islands, all our operational focus back to the Islands and the West Pacific. We have a good-sized presence in the West Pacific as well. And the mantra was rewired back to “We need to focus on Hawai‘i. We need to focus on understanding this marketplace better and better and better – and in a way unique to a 127-year-old Hawaiian company.” And that really ought to be our core competitive advantage as an organization and as a team. We’ve been running that strategy pretty much full tilt for going on 26 years now. It’s been highly successful. The investment thesis is we have been in Hawai‘i for over 100 years. We understand the uniqueness of this marketplace better than most, we like to think. In terms of stewarding investors’ capital, what better way to do that but as kind of “The Resident Expert” or “The Resident Brand” in a unique and special place. HB: Do you consider Bank of Hawai‘i a community bank? PH: I do. There are going to be plenty of people saying, “You’ve got $25 billion [in assets], $1 billion of revenue. How could you possibly be a community bank?” Fair enough if we screen by size. But if we were screened by intent, our intention is to be the best bank in this community. And to be the most valuable bank in the eyes of our customers in this community, I can’t think of a different way to describe a

community bank than that. From an intentional standpoint, I think we’re absolutely a community bank. That’s how we think about ourselves.

“HIGH-QUALITY, VALUE-ADD FINANCIAL INSTITUTION”

HB: Let’s pivot to Bank of Hawai‘i’s culture. What is the culture here? PH: We think of how we get things done in a couple of ways. One, we have to get right an understanding, a feel and an essence for this community like no other financial institution. That’s important because, one, this is a unique marketplace and two, because this is our only marketplace other than Guam. We’ve got to be really good at that. The other piece of the requirement is we’ve got to operate as a high-quality, value-add financial institution in 2025. We’re a digital bank, we’re a physical bank, we’re a trust bank, we’re a commercial bank, we’re a consumer bank. There’s a fair amount of complexity to what we do and a lot of technology – and a lot of technological change that comes with that. We absolutely have to understand this marketplace and be of Hawai‘i. But we also have to know how to run a 21st century financial institution really well. That’s challenging. We have to bring those two worlds together to create the outcome we get. That really is talking about people and talent and passion. Make no mistake, this is a competitive place, where excellence means something, but it’s always against the backdrop of how we bring together the right talent and culture that meld these two worlds. They really drive a world class, financial institution with an organization that ultimately really gets what it is to be a Hawaiian company and serve the people of Hawai‘i. HB: You’ve brought up technology and being equipped for the 21st century? Please walk us through why digitizing our financial institutions are so crucial.

PH: It’s essential for a bank because increasingly the way people utilize [and] store their wealth or find opportunities to build through borrowing products and lending products and the like, that’s increasingly becoming digital. That’s just the way the world is heading. To think that we somehow could say, “But in Hawai‘i, here’s how we do things,” it’s just not likely to be met with a lot of success. We have to recognize that Hawai‘i might not be on the cutting edge of technology and development, but we’re not far behind. People have to feel like Bank of Hawai‘i is a modern financial institution like any place else. The difference between going to Bank of America or Chase or Wells Fargo or Bank of Hawai‘i, from a modern field standpoint, is not very different. What Bank of Hawai‘i gets right is they understand me, they understand Hawai‘i, they understand what’s important from a cultural standpoint here in the Islands. All of those things being equal, I’m going to give my business to Bank of Hawai‘i. We must resist the temptation to believe it’s just different here. The Islands are different but in terms of convenience, security and value, we’re no different.

ROLE OF CRYPTOCURRENCIES

HB: What about cryptocurrencies such as Bitcoin as well as blockchain? PH: Let’s separate crypto from the blockchain technology that it sits on. Some see crypto as effectively a substitute for U.S. dollars. I think we need to think about crypto or use it with eyes wide open. I get that people want to explore different ways of storing value and transacting. There are hundreds of years of lessons learned and systems that make a lot of sense built into the U.S. financial system, that make a lot of sense as well. How could crypto exist either as a substitute or in harmony with the U.S. dollar? I think there’s a lot to unpack. There are plenty of incidents of fraud over the years. Plenty of H AWA I I B U S I N ES S | 35

instances of this stuff being used to finance really bad things. Conversely, as it relates to the U.S. dollar, there’s been a huge amount invested to make sure that the dollar isn’t used to those ends and is durable and safe as possible for the end user. I’m not anti-crypto. I also am not sure it’s going to become a replacement currency for the world. I do get there is a thirst for something different, and people are interested in it. But I think there’s got to be a rigorous approach to how we think about and enter into this stuff.

“AS HAWAI‘I GOES, SO GOES BANK OF HAWAI‘I”

HB: Let’s talk about Bank of Hawai‘i’s influence on the community. PH: We pride ourselves in having such a concentration of our business in this marketplace that we care an awful lot about what happens in this marketplace. Because as Hawai‘i goes, so goes Bank of Hawai‘i. One unique opportunity for Bank of Hawai‘i is we touch one out of every two people in [the] state by some product. We bank most of the larger commercial businesses in town. We do business with every county in the state, we do business with the state and state agencies. That gives us the opportunity to build a different and unique understanding of what’s happening here. HB: How is Hawai‘i’s economy doing from your perspective? PH: Not as well as it needs to. We really decoupled from the national economy during the pandemic. When you look at the slope [when national and local economic numbers are charted], there is a noticeable negative deviation of performance economically between Hawai‘i and the broader U.S. economy. The broader national economy has grown well over 10% post-Covid from March 2020 to today. And the state of Hawai‘i is about flat. I know we’ve largely gotten tourism back. The military is as strong as ever, as is the construction industry.

36 | S E P T E M B E R 2 0 2 5

And yet, we’re struggling economically. If you ask me, “Is the economy performing the way it needs to be performing?” I think the answer is no. We’ve got work to do. HB: How do you expect tariffs and crackdowns on undocumented immigrant labor, which could hurt Hawai‘i’s important construction industry, to impact Bank of Hawai‘i and Hawai‘i? PH: I think that it’s very difficult to understand, kind of back to what we started with: How quickly and violently all sorts of things are changing. I honestly don’t know the economic outcome of the tariffs or the depth this immigration policy will take and what its impact will be. What I do know is this abrupt shift in policy and practice is creating uncertainty in the business community and among consumers. You see that in the soft data. That’s not healthy. I think we and the country were already beginning to soften a bit economically.

open an account at Bank of America in about 30 seconds or at other banks. This is the only market [in America] where there are so many locally headquartered banks. Most places are dominated by large national players. Hawai‘i still has banks that have always serviced Hawai‘i. Hawai‘i has American Savings Bank, Central Pacific Bank, Bank of Hawai‘i, First Hawaiian Bank, Territorial Savings Bank – the five largest Hawai‘i national banks. That’s different. There aren’t a lot of places that have the banking landscape – I won’t say dominated – but managed by hometown local banks. I think that’s fantastic for the community. What if Hawai‘i’s four biggest banks weren’t around and what was around was Bank of America, Citibank, Chase and Wells Fargo? You get a different outcome. I don’t think you get a better outcome.

DOING BETTER FOR BUSINESSES LOCALLY HEADQUARTERED BANKS

HB: How is Bank of Hawai‘i distinguishing itself from other banks and financial institutions? PH: Nationally, it’s clear that you’ve got some banks – Citibank, Chase, Bank of America, Wells Fargo – with tremendous scale in capital, tremendous technological capabilities. I don’t know if that necessarily brands as well out here. In contrast to our national competitors, we understand what it is to bank this community. We really mean that. Yet we fully accept that from a product, service and capability standpoint, we have to score very close to what anyone in the world can provide. But in terms of the feeling that you get by banking with us, we know we have to over-perform in terms of delivering banking in a Hawaiian way, in a local way. HB: So you think you are competing not just with banks here but from everywhere? PH: Right. You could go online and

HB: Why is it so hard to start a business in Hawai‘i? Are politicians not engaging enough with business owners and entrepreneurs? PH: Starting a business needs to be easier. Now, politicians are an extension of a community and respond to their voters. If you look at the history of the Islands, we’ve not always had a great relationship with business. Think about the plantations. That was decades and decades of a less-than-healthy relationship between business and the broader community. There are parts of Bank of Hawai‘i’s history that we’re not terribly proud. We’re not going to look away. We have to recognize the errors of our actions at that moment and make sure that we rethink about how we appear, operate and act to the community-at-large today. I think we’ve come a long way in that regard. I think it begins with – to your question – there’s not a consensus that business is a good thing in Hawai‘i. I think that’s a problem because we all need to make a

“

WHAT KEEPS ME UP AT NIGHT IS THE FACT THAT THERE IS A LOT OF CHANGE HAPPENING RIGHT NOW.”

living. We all need to earn and pay for the things we need. I think we must work to demonstrate why commerce and business are necessary and important to the Islands. Clearly, we haven’t done as good a job as we need to. The feel of the Islands is extremely attractive to lots of good talented people, and that is an exportable asset that we ought to promote. I love the idea of bringing back people who went away and have attained fantastic experience – to come back and share and apply their experience with our community. I also love the idea of finding people that love the idea of Hawai‘i and the culture of Hawai‘i and bring them here to help expand the pie. We’ve found a lot of talent from all of these kinds of people. I don’t think we are going to unlock the potential of the Islands without becoming a more business-friendly place, number one, and number two, without unlocking the real asset of the Islands, which is the spirit of the Islands. The real brand asset of Hawai‘i is not sun, sand and surf. No, the real brand asset of Hawai‘i is what it feels like to be part of this community. Sometimes people don’t understand how valuable that is. There’s a specialness to this community that doesn’t exist in other places.

VISION FOR BANK OF HAWAI‘I

HB: What is your vision for Bank of Hawai‘i in the next two to three years? PH: Back to this change concept: You look at artificial intelligence, at where technology has moved, at how consumers absorb brands today, how consumers purchase things, their behavior. Look at how people interact, look at how media – your industry – is working. A lot of changes afoot. That means that we must rethink how we do things to continue to be successful. We are knee deep, probably five feet deep, in all of that. It means the hard work of rethinking everything you do. Questioning things we do in a positive way and coming up with better outcomes and better ways of doing things. That’s always the case with business. But life cycles and attention spans are so short now and consumers operate differently. So many things are changing and will continue to change. The process of continually renewing yourself is, one, much more important and, two, has to happen in cycle times that are shorter and shorter. It creates a lot of pressure and stress for the organization.

COLLEGE ASSISTANCE PROGRAM – CAP

HB: I believe in upskilling, which is a way to renew yourself. PH: Last week, we had a luncheon for our two CAP graduates. In 2017, we put in place a program called CAP, a college assistance program. We pay – 100% – for the college education of employees who don’t have an undergraduate degree through Chaminade University. The importance of that is two-fold: One, we’ve given someone the ability to hold a full-time job and get their degree, which in my view is life changing. We’ve done that 27 times. We have 27 graduates. Before I’m done, I’d like to have many, many more. That’s the obvious outcome. The second outcome that I’m focused on is that this important

program that we put a lot of money into is a culture signal to the broader organization. We’re going to celebrate and do everything we can to support the people that are holding onto a fulltime job, have a family at home that needs attention, and still have time to better themselves as they realize this is an evolving game and “I’ve got [to] up my skillset” and “I’ve got to upskill to be successful.”

BEING DIRECT CAN BE A SUPERPOWER

HB: What is your leadership style? PH: If you ask most people, they would tell you that I am a very direct person. I see that as an asset and some may not. I accept that. Ultimately, it’s not having the greatest idea that gets you where you’ve got to go, although you’ve got to have great ideas. It’s not having the perfect processes, because processes are always changing. It’s not linear. It’s going to change more than it’s going to be in the steady state. That’s a reality. It’s really about having the right people and getting people on the same train and understanding this is where we’re going and building followership for the organization. And I’m hugely confident that in our organization, people really want to do what the organization wants to get done and generally understand exactly what that is, which is serving our customers better and better every day. And providing a better experience for employees every day. I feel highly confident that’s the case and that, in fact, is a secret of our success. The main thing is how do you get people focused on a set of ideas and visions they can coalesce around and then get the work done and then be able to measure that success. “Are we heading in the right direction or do we need to pivot?” Having the agility to do that, having confidence in the team so the team can lead in getting that done. I think that’s fundamentally my view on how leadership ought to exist. HB: Thank you so much for an enlightening conversation, Peter.

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BY KEN WILLS

He Served His Country. His Country Ordered Him to Leave. Attorney Danicole Ramos is representing Sae Joon Park, a wounded U.S. Army combat veteran who lost his green card a decade and a half ago after criminal convictions. Options have run low for the Purple Heart recipient, who rebuilt his life in Hawai‘i but self-deported to South Korea to avoid being detained and kicked out of the U.S.

IDING 2- TO 3-FOOT WAVES ON O‘AHU’S NORTH SHORE THIS SPRING, DANICOLE RAMOS WAS HAPPY TO BE BACK IN THE SURF

after years spent studying and collecting degrees in Seattle and Washington, D.C. Ramos, 31, who grew up in Waialua, had rushed to Hale‘iwa Ali‘i Beach Park after work on March 13, hoping to catch a few waves as the sunset painted the skies brilliant shades of purple. Straddling his surfboard, he focused on an incoming swell when another surfer paddled over. “He says to me, ‘I saw on social media you’re an immigration lawyer.’ He gets real chatty and says, ‘Maybe you can help my friend,’ then tells me this crazy story about a Purple Heart veteran who was shot and now they want to deport him. “I was like, ‘What!?’ Why is he telling me this while I’m in the water? This is the weirdest referral I’ve ever gotten.” Just two years after earning a law degree from the Richardson School of Law at UH Mānoa, Ramos didn’t realize he was about to ride the biggest wave of his life. The case quickly attracted local, national and even international attention. The day after getting the referral, the newly minted lawyer and immigrant veterans advocate at the Refugee & Immigration Law Clinic in Honolulu contacted the veteran, Sae Joon Park, now 55. Although Park was born in South Korea, he had moved to be with his mother in the U.S. when he was 7 and later, with a green card in hand, spent nearly a half-century in the country. Piece by piece, Ramos, who is also a captain in the Hawai‘i Air National Guard, began investigating how a decorated veteran could find himself persona non grata in America.

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SUFFERED PTSD FROM COMBAT

Here are the facts that Ramos says he collected: Park was wounded in battle – he’d been shot twice and nearly died – while serving as an infantryman in the U.S. Army in Panama in 1989. For that, he was awarded the Purple Heart. Following treatment in the U.S. and suffering post-traumatic stress disorder, he self-medicated with street drugs and got convicted in New York City on drug charges and skipping bail. He had to sacrifice his green card despite his exemplary service. After serving 2 ½ years in prison, Park pulled his life together, got clean, held a job in Hawai‘i and paid taxes for more than a decade. But with the election of Donald J. Trump and his administration’s crackdown on undocumented residents, Park says he was told at his annual check-in with the local Immigration

PHOTOS COURTESY: SAE JOON PARK

and Customs Enforcement office to self-deport back to South Korea. If he didn’t, he says, ICE would forcibly remove him, a prospect with an uncertain destination or time-line. “When we checked in at the ICE office, the officer was about to cuff him right there,” Ramos recalls. “I couldn’t believe it. The officer said, ‘Because of this new regime’ – he literally used that word – ‘you’re going to get deported.’ ” Ramos was stunned. “Everything about Park is American except on paper,” he says. “I’d been doing annual check-ins for 14 years,” Park recalled during a video interview from South Korea with Hawaii Business Magazine. “But when we went in June, the officer started reaching for his handcuffs. He said, ‘Oh, you’re getting removed. We’ve got to remove you.’ ” After appeals to the officer’s supervisor, Ramos says he and ICE agreed on a compromise: Immigration officers would put an ankle monitor on Park, who would then have three weeks to self-deport. “Thank God Danicole was with me because without him I would have been detained that day,” Park says. “I always feel blessed and always feel like there are angels looking over me. I really do.” “CRIMINAL ILLEGAL ALIENS ARE NOT WELCOME”

In a written statement to media, the Department of Homeland Security, said: “Sae Joon Park’s extensive criminal history includes convictions for possessing, manufacturing, or selling a dangerous weapon; carrying a loaded firearm in a public place, assault, and criminal possession of a controlled substance.” In 2010, an immigration judge issued him an order of removal. Park’s appeal to the Board of Immigration Appeals that same month was dismissed by the Board in April 2011. “President Trump and Secretary [Kristi] Noem have been clear: Criminal illegal aliens are not welcome in the U.S. If you come to our country

and break our laws, we will find you, arrest you, and deport you. That’s a promise.” Hawai‘i Senator Mazie Hirono and Connecticut Senator Richard Blumenthal, both Democrats, sent a letter to Homeland Security Secretary Noem in August condemning her agency’s treatment of Park. Park said he obtained and carried a handgun for protection following the Los Angeles riots in 1992, when his family’s store was destroyed. He denies ever manufacturing or selling weapons, and Ramos said the government has not provided any records to show that he was charged or convicted of those offenses. With the threat of forcible deportation looming and seeing no other recourse, Park decided to self-deport back to Seoul. At an emotional farewell at Daniel K. Inouye International Airport in Honolulu on June 23, he says he feared he’d never see his mother and her sisters again and would miss important events in the lives of his grown son and daughter. After that, Ramos’s only hope was to convince federal officials to reconsider Park’s many drug-free years after his conviction, the fact that he had held a job and paid taxes, and his exemplary military service to the United States. Having nearly exhausted every legal recourse, Ramos started spreading the word about Park. He created an online petition (tinyurl. com/petitionpark), seeking signatures in hopes of reopening Park’s case to “bring him home.” At press time, the site had garnered more than 10,000 signatures. Ramos hopes to convince the district attorney’s office in the Queens borough of New York, where Park was convicted, to revisit the case. If that conviction were changed to a misdemeanor, there’s a chance the deportation order would be removed. There’s no indication the Queens district attorney has any interest in reexamining the case, Ramos says. “It’s a long shot,” he admits.

SAE JOON PARK WITH HIS MOTHER AT A FAMILY EVENT IN HONOLULU.

A spokesperson for Queens County District Attorney Melinda Katz did not respond to a request for comment. TOLD HIS MOM HE’S ON VACATION

Back in South Korea, Park is trying to get reacquainted with distant relatives, many of whom he last saw 30 years ago. Although he can speak Korean, he struggles with the written language. And he’s troubled by a recurrence of PTSD, which he says was triggered by being forced to leave the country he called home for the last 48 years. “It’s been really tough,” he says of the transition to a country he doesn’t really know. “Especially the first three or four days, I guess it was like PTSD. I’ve been overwhelmed, so every morning I would cry nonstop for two or three hours, just weeping. “I’ve been getting reacquainted with my relatives. They don’t really know my story. They just know I got deported. It kind of hurts.

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PHOTO COURTESY: JARED WATTS

“Of course, I made my mistakes,” Park acknowledges. “I told them I was going through PTSD, self-medicated. Korea is a very, very anti-drug country. … When it comes to drugs, it’s very shameful. So I had a hard time at first trying to explain to them. But more and more, they’re understanding what I’m going through.” On the bright side, Park is able to spend time with his father, who lives in South Korea and recently turned 91. As for his mother back in Honolulu, Park says she suffers from dementia and doesn’t know that he likely won’t be coming back. “We’ve told her that I’m on vacation.” Then in a quiet voice, he added: “I try to comfort her as best I can.”

IMMIGRATION LAWYER DANICOLE RAMOS RIDES A WAVE ON O‘AHU’S NORTH SHORE, WHERE HE FIRST GOT A REFERRAL TO REPRESENT SAE JOON PARK.

“I FELT LIKE A LEGAL RESIDENT”

Park’s parents divorced in South Korea when he was 2, and at the age of 7, he was sent to the U.S. to live with his mother. After a year in Miami, they moved to Los Angeles, where he grew up and went to high school. After graduating, he enlisted in the U.S. Army. Asked why he maintained his green card instead of seeking to become a naturalized citizen, Park paused and reflected, as though trying to explain why a race car driver doesn’t conserve on gas. “The thing about that green card,” he says, is that “growing up all my life in the States, I felt like a legal resident. I never had any issue. I could travel. It never entered my mind that I had to hurry up and get citizenship. “And you have to understand,” he continues. “I was a teenager and had a lot of stuff on my mind. My mind’s not focused on trying to get citizenship. I felt like I was an American. Then after I got shot, it was like, oh, that’s an automatic citizenship.” After joining the military in 1989, Park was stationed in Panama. Three months after arriving, President George H.W. Bush ordered the invasion of that country “to protect the lives of Americans” living there 40 | S E P T E M B E R 2 0 2 5

and to capture its leader, Gen. Manuel Noriega, who was later convicted in the U.S. on drug trafficking, racketeering and money laundering charges. Park was one of 20,000 U.S. soldiers involved in the fighting, dubbed Operation Just Cause; 23 were killed in combat and another 325 wounded. Park recalls the day he was shot. “The second day while patrolling the housing area, I heard some gunfire in the backyard. … I saw some enemies under a truck, and I started opening fire and hit some in the legs. And then I saw a couple more soldiers running across, so I turned to let my sergeant know. That’s when I got shot. “I was conscious through the whole ordeal,” Park recalls. “It felt like a little pin in my spine. I realized I was on the ground, and my leg was all twisted up. I realized, oh my God, I’m shot in the back, so I start reaching for my leg and I had no feeling, and I thought, ‘Oh, I must be paralyzed.’ And then I started thinking, ‘Oh no, I’m not just paralyzed, I’m actually dying right now.’ ” A medic pulled him out of danger and stabilized him so he could be

flown to a military hospital in San Antonio, Texas. Park had been hit by two bullets, one from an AK-47 and another from an M-16, which “zigzagged, dodging all my vital organs, the lung, liver, heart,” he recalls. One bullet pierced the dog tag he wore around his neck and left an imprint on his chest where the bullet pushed the metal into his skin. “Doctors called it a miracle” that he survived, he says. While in a hospital bed in Texas, President Bush visited the wounded and thanked them for their valor. Later, Park says, a four-star general awarded him a Purple Heart medal. While he was in the military, “No one ever asked me about my citizenship status,” Park notes. After being discharged, he says, the military’s benevolence ended. “From the day I was shot until around 2008, I didn’t receive a penny of any kind of benefits from the military,” Park says. “The VA would turn me down when they looked at my back. ‘Oh, the bullet hole isn’t big enough. You’re fine, you can bend over. Zero disability.’ ” And his mental condition went untreated by the military. He

says it wasn’t until 2007 or 2008 when the Department of Veterans Affairs reached out to him to evaluate his psychological wounds and to finally treat his PTSD. When he pleaded guilty the following year to drug possession and then skipped bail, triggering another felony, Park’s PTSD defense fell on deaf ears. He ended up serving more than two years at Mount McGregor Correctional Facility, about 50 miles north of Albany, N.Y. “There were 600 inmates and one Asian – me,” Park says. Stripped of the temporary residence status conferred by his green card, he was suddenly rendered deportable. Although Park could have been deported at any time, he was told his case wasn’t a high priority and that he was allowed to carry on with his life as long as he kept clean and checked in with authorities every year, Ramos says. After serving his sentence, he returned to Hawai‘i. He had first arrived in Honolulu in 1995 with his mother after a family store was destroyed in the 1992 Los Angeles riots and life there became too hard. On his return, he married and had two children. But still struggling with addiction, he ended up getting divorced and moved to New York where he was eventually charged with drug possession. PROMISE OF CITIZENSHIP USED AS A RECRUITING TOOL

Even as the current administration has set daily quotas to remove undocumented residents across the country, the U.S. military actively enlists noncitizens for the armed forces, offering streamlined avenues for veterans and active service members to become citizens. The U.S. Department of Homeland Security website for U.S. Citizenship and Immigration Services states that service members, veterans and their families may be eligible for “certain immigration benefits in recognition of their

important sacrifices.” The provisions “reduce or eliminate certain general requirements for naturalization, including the requirements for the applicant to have resided in and been physically present in the United States for a specific period of time before naturalizing.” The website touts its record: “Since 2002, we have naturalized more than 187,000 members of the U.S. military, both at home and abroad, involving citizens from more than 30 countries. From 2020-2024, more than 52,000 service members were naturalized, including a 34% increase in 2024 alone.” Offering a path to citizenship is a potent recruiting tool, but the promise is not always fulfilled, says Ramos, who described another client who enlisted at a recruiting station in the Philippines but was later denied citizenship. Ramos said that once recruits have enlisted and begun their service, many have struggled to get necessary information and assistance to begin the path to citizenship. “Sae’s story is extreme and the worst of what happens, but it’s just a pattern of how the military treats veterans and service members. Citizenship is a draw for people, but it’s just not a priority once they’re in. “I have eight to 10 clients who are veterans seeking naturalization. Three or four have very serious situations – veterans of Desert Storm and other wars and got into trouble or were injured and now some are bedridden. They weren’t naturalized but they need naturalization before they can get help.” ONE BIG BREAK IN HAWAI‘I

Park’s story is one of redemption denied. After his New York convictions and return to Hawai‘i, Park turned his life around. His big break came when an employer took a chance on him. Russell Wong, at the time the chief operating officer at Aloha Kia in Honolulu, says probation officers called to urge local employers

to give jobs to ex-felons so they could live at home rather than at halfway houses. The officers said the prospective employees were regularly drug tested and underwent periodic check-ins to make sure they didn’t relapse. “They just needed a shot to get reintegrated back into society,” Wong says of the call to his company more than a decade ago. One of the people on the list was Sae Joon Park. “So I met with Sae – he’s a Purple Heart veteran and everything. It made sense from what I knew about him. In an interview, he talked about his life and showed integrity. I wanted to give him a chance. I didn’t think it was a big risk.” But it wasn’t as simple as making a job offer. Auto dealership salespeople need to be licensed and Park wasn’t. Licenses weren’t generally issued to people with criminal convictions, so Wong asked the license-issuing board to make an exception in Park’s case. “I wrote a letter saying I would stand by him and take responsibility for him. My impression was that he wanted redemption. He wanted to be a better person, and he was sincere. It was enough to convince me he was a risk worth taking.” The board consented, and Park was hired; he stayed with Aloha Kia for about a decade. “I’d like to think I helped him out,” recalls Wong, who is now regional VP for Aloha Kia. “He did a lot to bring sales for the company, too.” The two haven’t talked in years. But during an interview from South Korea, Park’s eyes teared up as he recalled the man who helped him when no one else would. “When I got released, I couldn’t get a job,” Park recalls. “But Russell Wong wrote this wonderful letter saying he knew about my priors and was still willing to help me rebuild my life. … I really do owe him a lot. “That motivated me to be a good father and do the right H AWA I I B U S I N ES S | 41

things and build a great life in Hawai‘i – a life I’m so proud of.” After hearing of Park’s self-deportation, Wong said the drive and work ethic Park displayed when he had an opportunity “confirmed the man he is.” “I owe Sae a great deal,” he adds. “He is a proud American. … There are so many in America that have not made the sacrifices for this country in a manner like Sae did.” In an interview broadcast on PBS, Park said he understands those who say he should pay the consequences for his actions. “Yes, I did break the law. I wasn’t in a clear mental state” at the time, Park said, adding: “It wasn’t like a violent crime. I wasn’t hurting other people. I was hurting myself.” BACK-AND-FORTH ON IMMIGRATION POLICY

The timing of Park’s latest annual check-in with ICE may have worked against him. In late May, after administration “border czar” Tom Homan announced that his teams had arrested some 200,000 people in the first four months of the Trump term, some media reports noted that former President Joe Biden’s pace was faster. Not to be outdone, White House aide Stephen Miller, the architect of Trump’s immigration policy, upped the ante, directing ICE to triple its arrest quotas, to 3,000 per day. Officers ramped up their raids, broadening arrests far beyond the original stated target population of dangerous criminals. Then, in a brief about-face after widespread protests over ICE roundups in the Los Angeles area, Trump acknowledged in early July that he was considering exceptions to the hardline crackdown to help farm and restaurant businesses keep loyal, yet undocumented, workers. “We’re going to have a system of signing them up so they don’t have to go,” Trump told reporters 42 | S E P T E M B E R 2 0 2 5

during a trip to Florida. “They can be here legally, they can pay taxes and everything.” But in a White House briefing later, spokeswoman Karoline Leavitt said there had been no final decision on the idea. While the president’s comments raised hopes among some in the business community who wanted to keep access to cheap immigrant labor, they only sowed more confusion. Shortly after Trump’s remarks, ICE officials resumed roundups in fields in California, Hawai‘i and elsewhere. And in early July, U.S. Agriculture Secretary Brooke Rollins declared that farmworkers would not receive “amnesty” and that the administration wanted to rely on an entirely American workforce. Miller’s hard line had prevailed. Even so, the regimented crackdown, with a stated goal of removing millions of undocumented immigrants, has unnerved even some of Trump’s ardent MAGA base as news reports showed heavily armed and masked ICE agents forcibly rounding up men and women at their workplaces, on the streets and in their homes. “Being in the military, it’s very conservative,” Ramos says. “After the news spread about Mr. Park’s case, I had veterans tell me, ‘I voted for Trump, but this is crazy. I never thought it would come to this.’ His story, regardless of party lines, is really disturbing. Hopefully it will educate people about how we treat veterans in this country.” Indeed, Park’s case has struck a nerve across the political spectrum. On the petition website, comments range from pity, to sadness, to outrage. One person who called himself a 23-year Army veteran who served in combat wrote: “This is absolutely atrocious. He’s a decorated soldier, suffered wounds in combat, and the failed mental health system in the military at the time [led] him down a troubled path. He needs to be allowed back into the country that he served, and needs to be treated

properly at the VA and with military resources for the psychological and physical wounds he sustained in combat. We help our veterans in this country, we don’t deport them!” Another comment, from a person identified only as Ron, said, “Mr. Sae Joon Park bled for this country. … Yes, he made mistakes – over 15 years ago. But we don’t erase a veteran’s sacrifice over a decades-old rap sheet – we weigh the whole man. Queens County and the U.S. owe him more than a cold shoulder. They owe him citizenship.” And a video comment showed a woman named Sara raising a crisp salute to Park, saying he had done more for the country “than most Americans would ever, could ever, and would want to ever, and you still believe in being a veteran, a supporter, and I praise you. Hats off to you, sir. Please, come home. You deserve it.” Ramos’s petition asks the Queens district attorney – who was not in office when Park’s case came to trial more than a decade ago – to drop the convictions for drug possession and bail jumping. “These convictions, as they stand, hinder his immigration attorneys from making the necessary motions in immigration court to cancel his deportation case and allow him to return to the United States. “Past mistakes should not overshadow Mr. Park’s life of dedicated service,” the petition continues. “Compassion and justice demand that we reconsider his situation. Our national ethos and the values Mr. Park defended require us to act justly and with humanity.” “THEY DON’T TEACH ANY OF THIS IN LAW SCHOOL”

Amid the swirl of legal and media demands on his time, Ramos says he sometimes pauses to consider how much his life has changed since that late afternoon in March in the surf off Hale‘iwa. “This case has affected me a lot,” he admits. “I only passed the bar exam last year. And they don’t teach

PHOTO COURTESY: DANICOLE RAMOS

DANICOLE RAMOS, IMMIGRATION ATTORNEY AT THE REFUGEE & IMMIGRATION LAW CLINIC IN HONOLULU, WHO REPRESENTS VETERAN SAE JOON PARK.

any of this in law school – about media and being in the public eye,” he said after appearing with Park in an interview on CNN. But his passion for social justice, immigration and helping veterans runs deep. After finishing a business degree at Seattle University, he turned his attention to public policy while earning a master’s degree in public administration at American University in Washington, D.C. While there, he worked as an administrative coordinator for United We Dream, the nation’s largest immigrant, youth led network. He said he remembers paying bail money out of his own pocket to get some youths out of jail so they could work together on their cases. That’s when he decided he wanted to become an immigration lawyer, and he returned to Hawai‘i to apply to law school. But before enrolling at UH, he worked as a policy analyst and lobbyist for Elemental Impact, a nonprofit investor in climate technologies. Benny Kim, a surfing buddy and one of his former colleagues at Elemental, says of Ramos: “He’s an empathetic and kind person and was always dedicated to helping people around him. “When we worked on climate issues together, he was always looking at a bigger picture, talking about immigration and refugee rights.”

During law school, Ramos served as a summer law clerk and extern for The Legal Clinic and represented an asylum seeker in immigration court. He was also a legal extern for Honolulu City Councilmember Matt Weyer and a legislative aide to state Rep. Sean Quinlan. “I learned a lot about how Bishop Street worked,” Ramos says, referring to the part of Honolulu where many law firms and lobbyists are located. Now he’s able to tap some of the skills of persuasion that he picked up from his mentors. As an attorney at the UH law school’s Refugee and Immigration Law Clinic, Ramos represents a range of clients seeking help applying for green cards, and veterans seeking naturalization or health benefits. “It’s like a firm,” Ramos says of the clinic, which employs four attorneys and also gives law school students exposure to actual cases. The clinic’s website emphasizes the important role of foreign-born residents in Hawai‘i’s labor force, and notes the clinic was established “to ensure that Hawai‘i’s most vulnerable immigrants would have access to legal services.” “Over a third of healthcare

support workers are immigrants, as are nearly two-fifths of the state’s farmers, fishers and foresters,” according to the website. “Immigrants own over a quarter of businesses in Hawai‘i. As neighbors, business owners, taxpayers, and workers, immigrants are an integral part of Hawai‘i’s diverse and thriving communities.” ‘I EARNED THAT LIFE’

In South Korea, Park reminisces about once being part of Hawai‘i’s immigrant community and making a contribution. “I earned that life,” he says. “I got to the point where I said, ‘Oh my God, I have a great life. I can live out the rest of my days just like this and be so happy.’ Both of my children turned out great. … I really felt I earned all of that. I did a great job. I was proud of myself for the first time.” To cheer himself up, he reads through thousands of notes from supporters and shields himself from the inevitable few who say he deserves what he got. “I don’t have to defend myself. There are so many people speaking out for me, defending me. When I see that, I just break down and cry because I’m so grateful.” As a veteran, Park says he can go to a U.S. military base in South Korea to see a doctor for help with his PTSD. He says the help he could get there is a bright spot that keeps him going. He hasn’t made an appointment yet, but hopes they’ll let him in. “I was very proud of myself. I have always been proud of my Purple Heart,” he says, trembling with emotion. “It’s on my license plate, ‘combat wounded’ with a Purple Heart. … I could even brag about what I did for this country. And yes, it’s been a big part of my life. I wouldn’t change anything. That’s a big part of who I am today. “A hundred percent, I feel like an American.”

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2025

HAWAI‘I PRIVATE SCHOOL REPORT

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SPECIAL PROMOTIONAL SECTION

H AWA I ‘ I P R I VAT E S C H O O L R E P O R T

BY KATHRYN DRURY WAGNER

SEPTEMBER HAWAI‘I PRIVATE SCHOOL REPORT 2025

n today’s fast-changing world, private schools are adapting and innovating to better prepare students to thrive, not only academically, but for the rest of their lives. Technology is galloping ahead, AI is already changing our daily lives, and the world is facing some intense challenges. Luckily, O‘ahu’s private schools are rising to meet the moment. They are offering top-notch educational experiences, with cutting-edge facilities and modern methods. Yet, they also have deeply rooted missions that foster a sense of belonging and support for students and their families. In this Private School Guide, some of the area’s private schools shared their latest news and their approaches to ensuring student success.

PUNAHOU SCHOOL PUNAHOU SCHOOL

Coeducational, kindergarten through 12th. Punahou School’s new Mary Kawena Pukui Learning Commons represents the first major capital project on the high school side of the campus in more than 20 years. It will transform the former Cooke Library into an intellectual hub for students grades 9-12. Named in honor of the revered Hawaiian educator, scholar, composer and author who taught at the school in the 1930s, the 53,300-square-foot facility reflects Punahou’s emphasis on projectbased learning, explains the school’s president, Mike Latham. “We do a lot that involves students collaborating in teams working to draw knowledge from different fields, then applying it to authentic, concrete, real-world challenges, and we needed a space that would facilitate that active and innovative learning experience.” On the perimeter of the building, large, covered, wrap-around lānai spaces encourage students to work in small groups. In the technology-rich interior, there are workshop and collaboration areas; design and engineering labs where students will be working with tools related to AI or data visualization, and even culinary

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studios. The Cooke Library books will be prominently featured, as will the Punahou Archives, and a special room will be dedicated to exhibiting the work of Pukui, all aimed at ensuring the knowledge of the past is accessible, revered and relevant, Latham says. “We’re helping students engage in the work of discovery and purpose,” he says. “We want our students to feel like the knowledge that they’re learning has real-world relevance and application,” whether it’s climate change, renewable energy, food security, or other issues facing humanity. Importantly, students also learn about themselves while experiencing a Punahou education. “We want them to have the opportunity to develop a real, focused area of interest and exploration, something that they’re curious about, that they feel internally motivated by, and that they want to contribute to, and a facility like this is designed to help amplify those goals.” The new learning center is slated to open in 2026. SACRED HEARTS ACADEMY

All-girls, pre-school through 12th. In a rapidly changing world, STEAM education helps students become

adults who can use their creativity and critical thinking skills to tackle real-world problems. STEAM, which stands for Science, Technology, Engineering, Arts and Mathematics, is a core part of Sacred Hearts Academy’s academic and extracurricular programs. “Our emphasis on STEAM reflects a growing trend not only in education, but in society as well,” explains the school’s president, Brandy Ann Sato, Ph.D. “We want our students to become imaginative change-makers who transform our communities through outside-ofthe-box thinking.” STEAM education helps to integrate the creative and logical thought processes, she says, “in order to holistically address the world’s complex challenges.” The STEAM philosophical approach is interdisciplinary and includes subjects such as language arts, drama, visual arts, dance, and media. It encourages students to use their natural inquisitiveness, rather than rote memorization, to dive deeply into subjects and try new approaches. “No longer do students learn with teachers only lecturing from the front of the classroom. Our students flourish in a personalized learning environment that focuses on their interests and enhances their skills,” says Sato. At Sacred Hearts, STEAM is woven in from the earliest years of a girl’s education. Starting at the Earning Learning Center, for girls ages 3 to 5, play-based activities help establish a love of math and science. Sacred Hearts even has a robotics lab specifically designed for the ELC, as well as another housed in the Lower School. By the time girls reach Sacred Hearts’ Upper School, STEAM

and college-prep come together, readying them for not only the next steps academically, but also to be independent, resilient young women who can confidently navigate life and careers. “Our students come to campus each morning excited to have fun,” Sato says. “With an emphasis on STEAM, we are inspiring girls.” SEAGULL SCHOOLS

Infant/toddler to age 5. With six locations and a history going back 54 years, this nonprofit school offers affordable, high-quality early childhood education, “We believe that the most important phase in a person’s development is from ages 0 to 5, and so that’s what our program focuses on,” says Megan McCorriston, Ph.D., CEO of Seagull Schools. “We focus on the whole child, on their milestones, such as gross motor skills, fine motor skills, cognitive and language, of course, but also on the healthy development of children, both physically and social/ emotionally.” To achieve this, Seagull programs are set in beautiful locations with a lot of green space; it’s all part of offering a play-based curriculum that includes a healthy, USDA-approved food program. “Our mission really caters to working families,” says McCorriston. The program is designed to be year-round, with campuses operating long hours, and breakfast, lunch, and a healthy school snack served each day. Additionally, tuition aid and scholarships are available. “We want everyone in Hawai‘i to be able to access our highquality program regardless of financial need,” she says. In the fall, Seagull Schools is, in partnership with the City and County of Honolulu, moving to a beautiful

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skills is through practice,” says Fletcher. “We present students with independent projects so that they can try something and see if it works. And if it doesn’t work, to try again, because that teaches them that it usually takes more than one time to be successful. We do a lot of coaching, a lot of guiding.” With the advent of AI, Fletcher says, a goal has been to thrive alongside it, teaching students how to think not only critically, but also ethically. “I very much believe in humancentered learning, a humanistic approach to education, so that people understand who they are and then think about who they wish to become,” says Fletcher. She wants students to consider: What are my gifts and talents? What are my interests? What are my values? Then, she says, they “can wrap those all together and live a purposeful and meaningful life.”

The new student center is slated to open in winter 2025. Meanwhile, ‘Iolani School continues to prepare students to address the most pressing challenges, both in Hawai‘i and the world. It is thoughtfully integrating AI into its curriculum, ensuring that students become not only technologically fluent but also ethically grounded and prepared to navigate and shape the future with integrity. And, through its renowned STEM program housed in the Sullivan Center for Innovation and Leadership, students are encouraged to engage deeply with complex global issues such as climate resilience, food security, social justice and public health. In other news, in the 20262027 school year, ‘Iolani will welcome Melinda Bihn, Ed.D. as its next head of school. Chosen after a national search, Bihn has more than three decades of leadership

ST. ANDREW’S SCHOOLS

The Priory: All-girls, kindergarten to 12th. The Prep: All-boys kindergarten to 6th. Queen Emma Preschool: Coed, ages 2 to 5. To help students reach their full potential, St. Andrew’s Schools uses a foundation of social emotional development. It employs the RULER approach, developed at the Yale Center for Emotional Intelligence. It’s an acronym, with R standing for Recognize your emotions, U for Understand your emotions, L for Label your emotions, E for Express them appropriately, and R for Regulate emotions. Other concepts, such as mindfulness, are also taught. “Emotions play a role in how you learn,” explains Ruth R. Fletcher, Ph.D., president and head of school. “And then how we craft the curriculum, preschool to 12, is thinking about making sure that the child feels safe and connected to the school, because if they love something, then they will be more open to learning, and if they’re more open to learning, then they’re more successful in school. We take the long view; we’re very much interested in children learning for life.” The school also emphasizes critical thinking and problem solving. “The only way you can get these

‘IOLANI SCHOOL SCHOOL ‘IOLANI ‘IOLANI SCHOOL

Co-educational, kindergarten through 12th grade. ‘Iolani School is abuzz over the opening of the new Arrillaga Student Center, a threestory hub dedicated to innovation, community and student well-being. Designed to be a central gathering place, it features 16 new classrooms, a two-story dining hall, beautiful recreational areas and other spaces that foster connections among students, faculty, families and alumni. For example, the new sixth grade community in the Arrillaga Student Center features nine new classrooms as well as an outdoor learning space. The center also has a modern tea house for ceremonies, meditation and mindfulness training, as well as a rooftop event space with stunning views of Diamond Head and the Waikīkī skyline.

and classroom experience in independent and international schools, most recently serving as head of school at the International School of San Francisco. ‘Iolani administrators say Bihn’s leadership arrives at a pivotal moment in the school’s evolution, and the students and faculty are energized by her commitment to innovation and inclusion.

students get their pilot licenses,” says Alison Beste, the school’s director of curricular innovation. “It’s the coolest space,” she says of the TechZone. “One of the psychology classes went in, they put the VR goggles on, and they’re moving through, taking a deep dive through the brain. You can read as much as you want about synapses and brain stuff, but it’s much more interesting to go into the brain. In another course, the physics teacher had the students design, prototype, create, and then later laser-cut and assemble their own [model] airplanes.” The students had so much fun exploring flight via their contraptions, they also wound up creating trebuchets. “Building and teamwork and just seeing it firsthand is very different than taking a multiple-choice test,” notes Beste. “Can you define gravity? But, do we actually understand it and can see it and feel it?” Beste also highlights La Pietra’s approach to AI. “We know that this technology, for better, for worse, it is here to stay. And with that in mind, we have a responsibility to introduce this technology to our students – and the adults – at the school. We need to do that safely and ethically, but we are also very open to considering and imagining how to leverage the AI’s strengths.” For example, the school worked to create some AI math bots, which can help a student understand concepts based on their own specific learning style. “I don’t want to say AI is just this amazing thing,” she acknowledges. “We need to be extremely careful. But we also don’t want to miss this incredible opportunity in education to leverage it.”

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new location downtown and will be expanding the age at the location to children as young as 12 months, says McCorriston. Research shows that experiences through age 5 are the biggest predictor of a person’s later success in life, she notes. “We believe if you build a confident, self-assured child who has all the skills they need to go into the world and transition to that next phase, which is their K-12 school and beyond, they’re going to be successful in whatever they choose to do. And we need a healthy society with capable, functioning individuals in order to solve some of our greatest challenges today.”

LA PIETRA

All-girls, 6th to 12th. Inside La Pietra– Hawai‘i School for Girls’ TechZone, students can engage with virtual reality stations, explore robotics and eSports, and work in the podcast studio. For students working on their driver’s licenses, driving simulators are available, and for those aiming even higher – literally – there is a flight simulator too. “We’ve had two

MONTESSORI COMMUNITY SCHOOL

Co-education, serving ages 2 through 6th grade. Montessori Community School (MCS) is endorsed and accredited by the American Montessori Society and

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a second assistant principal, Deanna Arecchi. Arecchi has the bigger picture view, for certain, Eugenio says. “All her kids went to Damien. She’s been a teacher, then a middle school lead, and now an assistant principal. She’s a great school leader.” DAMIEN MEMORIAL SCHOOL

the Hawai‘i Association of Independent Schools a connection that helps sustain the high standards the school has had for more than 50 years. “Accreditation ensures that we are systematic, thorough and objective in our care and guidance of children,” says Jyo Bridgewater, head of school. “We model the kind of discernment and reflection that we hope to instill in our children, the kind of compassionate problem solving and thoughtful optimism that it takes in a world that is both beautiful and complex. Our embrace of the accreditation process gives us perspective, allowing us to be both a school where each child is seen and known as an individual, and where we remain in conversation about best practices in the education field.” MCS uses the Montessori philosophy and practices to form a framework that ensures growth, reflection and dynamic engagement. “We believe that every student’s voice should be heard, that curiosity should be honored and potential developed,” explains Bridgewater. Since its start, MCS has guided children to become problem solvers and critical thinkers. “In a Montessori education, ‘process is the pedagogy,’” explains Bridgewater. “Children not only learn skills and data, they get to experience and practice articulating and developing questions with developmentally appropriate tools that honor their stage of learning. … Especially in a world in which finding information is not nearly as challenging as evaluating it and using it creatively, our students find robust engagement and agency.” She notes the sound science that grounds the Montessori philosophy. “We’d like parents to know that our commitment to the Montessori philosophy is because of its depth and nuance, evidencebased and proven over time.”

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HANALANI SCHOOLS DAMIEN MEMORIAL SCHOOL

Co-education, grades 6 through 12. Damien Monarchs don’t hesitate to step up into leadership roles, notes Levanna Eugenio, director of marketing at Damien Memorial School. In fact, “All of our clubs are student led,” she says. “The kids are truly the heart of the school.” For example, a student-led team keeps the student body informed by producing a daily news program every morning. And, Eugenio notes, 100% of Damien students participate in some type of community service. But in addition to this spirit of giving and participating, the school is focused on growing its STEM and other tech programs, helping to ensure students are prepared for advancements in technology both today and inro the future. Last school year, Damien piloted a foundations-of-AI class for its high-school students, says Eugenio. “We started with 10 kids in first semester, and more than doubled by second semester. That was one of the things we wanted to put in place, to boost kids’ understanding of AI. We start off with building the ethics – what can they do, what should they do. Their culminating project was to present at a conference.” Some of the students presented at the Kūkulu Kaiaulu Education Tech Conference hosted by Kamehameha Schools this past June. Their session, titled “Beyond the Classroom: Using AI & Tech to Teach Business, Marketing, and Design,” focused on how AI could be used to build a food truck business. Now, says Eugenio, the school is introducing AI instruction to seventh- and eighth-grade students, so that they’ll be better prepared for digital media classes in high school. In other school news, Damien has introduced a new advanced placement course, called “AP Research for Science, Social Studies, and Research,” and has also added

“One of the exciting new developments at our school is the work our Advancement Team has been leading to strengthen our community,” notes Mark Sugimoto, Hanalani’s head of school. “Over the past few years, they’ve launched initiatives to build stronger relationships with parents, reconnect with alumni, improve internal and external communications, enhance the enrollment process, and have even started to build a community network.” He says these efforts have brought fresh energy and connections across the school. Hanalani continues its work in preparing the next generation to address Hawai‘i’s and the world’s greatest challenges by developing collaborative problem-solving leaders. “We are trying to stay current with technological changes such as AI,” Sugimoto says. “Our students are learning to think critically and work together through programs that emphasize both technological literacy and the human components of kindness and compassion, while nurturing and fostering healthy relationships.” The school is also devoted to providing students with real-world opportunities through internships and community service. During the annual STEAM Week, all students, from preschool through high school, set aside their regular assignments to fully immerse themselves in hands-on, problem-solving projects, Sugimoto reports. “These opportunities exist throughout the school, year; however, a week devoted to STEAM activities provides quality time to dive deep. The length of time allows students to have a sense of ownership over the projects and their overall learning experience,” he says. “At the end of STEAM Week, our goal is for these experiences to be not only educational but truly memorable – the kind of learning students remember alongside class trips, performances and other milestone events.”

LE JARDIN ACADEMY

Le Jardin Academy’s One Build vision is transforming its pre-K through 12th grade community into a unified, purposefully designed campus. Years in the making, the initiative launches in fall 2025 with the opening of Le Jardin Academy’s newly renovated preschool. It is a joyful, inquiry-rich space that embodies the school’s International Baccalaureate Early Years philosophy and a commitment to nurturing students’ academic, social, and emotional development from the very start, says Courtney Chow, Le Jardin Academy’s executive director of advancement. “By relocating the preschool to the main campus, students and teachers gain access to an abundance of physical and human resources, while strengthening continuity and connection across divisions,” says Chow. “The new environment is designed to ensure that even the youngest learners feel seen, supported and inspired.” But the initiative doesn’t stop there. Up next, the Arts and Innovation Center is slated to open in January 2026. Serving grades six to 12, this dynamic two-story hub will elevate interdisciplinary learning – from robotics and digital media to ceramics and performing arts – and will be a catalyst for creativity, community partnerships, and real-world impact. “As Hawai‘i’s only pre-K to 12 International Baccalaureate World School, Le Jardin Academy is committed to developing not just what students know, but who they become,” continues Chow. “From the early years through graduation, students build character by practicing empathy, resilience, curiosity, and integrity – traits intentionally cultivated alongside academics to prepare them not only for success, but to become compassionate, ethical global citizens.” As an IB World School, she notes, the integration of inquiry, action, and reflection is central to Le Jardin Academy’s mission. “Students are taught to think critically, act with intention and reflect with humility. Grounded in the IB learner profile and guided by hana pono, we focus on our students growing into informed, principled leaders ready to help shape a more just, sustainable and interconnected world.”

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SAINT LOUIS SCHOOL

It’s been a transformative time at Hawai‘i Baptist Academy, which last year celebrated its 75th anniversary. For this school year, the school has seen the grand opening of the Innovation & Discovery Center on the Richard Bento Elementary campus. This new facility grew out of an evolving STEM program that had proven popular among students and faculty. As it grew, and along with it, an emphasis on collaborative projects, “we realized we needed a better home for this,” says Amy Vorderbruegge, vice president of academics for the school. So, in May 2024, the school broke ground on the new center. The vision was to combine the older innovation area where the STEM program had been, with a computer lab, and a library, combining three separate areas and concepts into a modern space with flow and intentionality. The new Innovation & Discovery Center has multiple components, including: a learning resource center – that’s the contemporary version of a library and also includes a recording studio and teaching spaces; a collab lab, which is an open area for interactive learning and meetings; and a new innovation station, with tools such as 3D printers and laser cutters. Meanwhile, outdoor spaces feature a wet lab, rooftop gardens, and an amphitheater for performances and events. Lastly, a new playground is also being installed as part of the elementary campus refresh. The Institute of Hope is another new resource at the school, Vorderbruegge notes, with three pillars. It includes development for parents, faculty, students and staff; community partnerships such as internships and connections with alumni; and leadership opportunities to build students into leaders with servant hearts. “It’s really about building leaders for the future,” she says. “Our 2030 vision is to be a premier global leader for faith, innovation and leadership.”

The Clarence T. C. Ching Athletic Center, a 35,000-square-foot complex, officially opened nearly five years ago, and the Clarence T. C. Ching Field of Dreams was returfed recently. Both are proven game changers for Saint Louis School, notes the school’s president, Glenn Medeiros, Ed.D. One example: Last school year, Saint Louis School’s open division football team won the HHSAA state football championship. Along with McCabe Gym, built in the 1950s, Saint Louis School has two gymnasiums, explains Medeiros. “Having these resources available to our students provides more practice time for them while also being a stage for many important events. The difference made was seen immediately when our Division I Saint Louis School Crusader basketball team won three HHSAA state championships in a row after a drought of several decades and almost won a fourth state championship in a loss to Punahou School this past school year.” He notes that the school’s Division II volleyball team won its first HHSAA state championship at the Clarence T. C. Ching Athletic Center. Beyond athletics, Medeiros notes that Saint Louis emphasizes global learning. “We believe that it is vital for students to be exposed to different perspectives from individuals who live around the world,” he says. Whether it is from students traveling internationally, or from having students from other countries, such as Japan, visiting Saint Louis School, encountering different mindsets allows for expansive mindsets. But no matter what innovations happen, Medeiros says, current students and alums take pride in Saint Louis School’s strong connection to Hawaiian culture and the fact that it’s one of the oldest educational institutes in the state – the school, which opened in 1846, remains the oldest all-boys school west of the Mississippi.

LE JARDIN ACADEMY

LEADER IN TECHNOLOGY INNOVATIONS

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HAWAI‘I BAPTIST ACADEMY

BY JUSTIN LAI, LA PIETRA EDUCATIONAL TECHNOLOGIST

At La Pietra – Hawai‘i School for Girls, technology isn’t just a tool—it’s a gateway to hands-on exploration. In the school’s TechZone, students engage with everything from robotics and VR to podcasting and e-sports, using these resources to turn creative ideas into real-world applications. Last school year, students in Mr. Aaron Sekulich’s physics class used TechZone’s new laser cutter to take their study of aerodynamics to new heights—literally. Beginning in January, the class evaluated a rubberband airplane kit, then worked together to redesign and laser-cut improved parts. The real excitement came during testing: would the plane soar across the room or crash into a wall? Students gathered around each launch, cheering successful flights and analyzing failed ones with equal enthusiasm. Later in the semester, the class took on a more ambitious challenge: modifying an open-source trebuchet model. Using engineering computer-aided design software, students customized components to maximize launching power. This time, the big question was whether their medieval-style siege weapon could successfully hurl a tennis ball—or collapse under too much weight. These moments of uncertainty and discovery drove deeper engagement with physics principles than any textbook could achieve. “Here at La Pietra, we’re taught in a way where you can really see how everything applies to the real world,” says Venus Salhi, a senior who took part in the projects. “At my old school, I didn’t like science. It was confusing and just too much to process. But here, Mr. Sekulich makes it really understandable and fun.”

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ST. ANDREW’S SCHOOLS

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ince 1867, St. Andrew’s Schools has cultivated courageous, compassionate leaders prepared for a changing world. Founded by Queen Emma Kaleleonālani and grounded in Hawaiian and Episcopal values, our school community inspires every child to Kūlia i ka Nu‘u —Strive for the Highest. From preschool through senior year, our students benefit from inquirybased learning that draws out their individual strengths in a culture of care. In small classes led by passionate and experienced faculty, students are challenged intellectually and supported emotionally. At St. Andrew’s, students learn to shape their future. Our curriculum

fosters curiosity, empathy, and social responsibility. Students engage with real-world challenges through collaborative, interdisciplinary work. From science and engineering to the arts and humanities, we teach students how to think critically and act with courage. At our downtown campus, students are steps away from vibrant businesses and the seat of government. Through our Priory in the City program, high school students explore careers, serve their communities, and gain hands-on experience through internships. With personalized career coaching and expert college counseling, they are prepared for success in college and beyond. At Queen Emma Preschool and our K-12 campus, students thrive in an inclu-

sive, nurturing environment where high expectations are paired with loving guidance. We empower our students to believe in their unique ability to make a difference. Learn more: Visit StAndrewsSchools. org or call (808) 532-2427.

www.standrewsschools.org (808) 532-2427 info@standrewsschools.org

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APPLY TO PUNAHOU | 2026 – 2027

PUNAHOU

The Punahou Difference Throughout the Punahou journey, from kindergarten through grade 12, our students acquire essential skills to thrive in a rapidly changing world. Punahou’s primary mission is to guide students to become educated, capable and caring people who have the knowledge and skills to succeed. In addition to its longstanding excellence in core subjects such as math, English, social studies and science, Punahou also prepares students for the changing world and careers of the future by teaching them how to be adaptable, creative, collaborative and innovative.

Application Deadlines Kindergarten: Oct. 1 | Grades 1 – 12: Nov. 1

Open House Saturday, September 27, 2025 K – Grade 5: 8:30 a.m. or 10:30 a.m. Grades 6 – 12: 8:30 a.m.

Financial Aid Students are admitted to Punahou School based on their potential to succeed, not their family’s ability to pay. Punahou’s financial aid program supports an average of 23% of our students, with an average award of $12,500. Punahou School admits students of any race, color, and national or ethnic origin. 52 | S E P T E M B E R 2 0 2 5

Learn more at www.punahou.edu/admissions

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PUNAHOU SCHOOL

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ince 1841, Punahou has been a leader in education in Hawai‘i, offering a transformative K–12 experience grounded in academic excellence, joyful learning and a deep sense of kuleana. Generations of students have thrived here — guided by exceptional educators and supported by a dynamic community. Today, that legacy continues with a bold focus on the future. From

inquiry-based classrooms to the arts, athletics, global education and service, students are encouraged to explore their passions and grow into thoughtful, engaged citizens. At Punahou, learning is not just preparation for college — it’s preparation for a meaningful life, empowering students to navigate a changing world with courage and compassion. Learn more at www.punahou.edu, Punahou School | Honolulu, Hawai‘i

Punahou School www.punahou.edu (808) 944-5711

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MONTESSORI COMMUNITY SCHOOL

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or or more more than than 50 50 years, years, Montessori Montessori Community Community School School has has been been providing providing aa premier premier Montessori Montessori education education on on Oahu. O‘ahu. “Our “Our children children joyfully joyfully engage engage with with the the world, world, building building literacy, literacy, numeracy, numeracy, emotional emotional resilience resilience and and compassion, compassion, guided guided towards towards indepenindependence dence by by skilled skilled and and loving loving teachers,” teachers,” says says Head Head of of School School Jyo Jyo Bridgewater. Bridgewater. “A “A Montessori Montessori education education means means possibilities.” possibilities.” Based Based on on the the research research into into childchildhood hood development development and and scientifi scientificc observations observations of of Dr. Dr. Maria Maria Montessori, Montessori, the the Montessori Montessori Method Method is is time-tested, time-tested, with with over over 100 100 years years of of success success in in diverse diverse cultures cultures around around the the world. world. Montessori Montessori Community Community School School is is the the only only school school in in Hawai‘i Hawai‘i that that is is fully fully accredited accredited from from Pre-school Pre-school through through

Sixth Sixth Grade Grade by by both both the the American American MontesMontessori sori Society Society and and HAIS. HAIS. Our Our school’s school’s authentic authentic Montessori Montessori program program fosters fosters independence independence and and enhances enhances decision-making, decision-making, critical critical thinking, thinking, and and time time management management skills. skills. Through Through an an inviting inviting and and engaging engaging learning learning environment, environment, Montessori-credentialed Montessori-credentialed teachers teachers nurture nurture all all aspects aspects of of aa child’s child’s development development to to cultivate cultivate well-rounded well-rounded individuals, individuals, developing developing skills skills for for life. life. GradGraduates uates report report that that they they are are well-prepared well-prepared for for the the academic academic rigors rigors of of secondary secondary school, school, with with the the confi confidence dence to to meet meet the the challenges challenges of of higher higher education, education, careers, careers, and and family family life. life. Importantly, Importantly, Montessori Montessori Community Community School School is is aa place place where where families families make make lasting lasting connections. connections. AA parent parent of of two two students students shared, shared, “The “The school school has has supported supported our our children children and and family family in in so so many many ways, ways, from from the the amazing amazing

teachers teachers who who understand understand and and support support our our children’s children’s diff different erent learning learning styles, styles, to to the the beautiful beautiful community community of of parents, parents, faculty, faculty, and and students students who who embraced embraced us us from from our our very very fifirst rst day.” day.” For For more more information information or or to to schedule schedule aa tour, tour, please please visit visit our our website website at at montessorihawaii.org. montessorihawaii.org.

www.montessorihawaii.org www.montessorihawaii.org || (808) (808) 522-0244 522-0244 || info@montessorihawaii.org info@montessorihawaii.org 55 H AWA I I B U S I N ES S | 55

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HAWAII PRIVATE SCHOOLS

ASSETS SCHOOL

LEARNING THAT TRANSFORMS LIVES.

or or 70 70 years, years, Assets Assets School School has has been been aa beacon beacon of of hope hope and and opportunity opportunity for for students students who who learn learn diff differently. erently. Located Located in in Honolulu, Honolulu, Assets Assets is is the the only only school school in in Hawaii Hawaii specializing specializing in in educating educating children children who who are are gifted, gifted, dyslexic, dyslexic, or or have have other other languagelanguagebased based learning learning diff differences. erences. We We serve serve students students from from kindergarten kindergarten through through 12th 12th grade grade across across our our two two campuses. campuses. At At Assets, Assets, we we believe believe there there is is no no “one-size-fi “one-size-fits-all” ts-all” approach approach to to educaeducation. tion. Our Our expert expert faculty faculty members members help help each each student student unlock unlock their their full full potential. potential. With With small small class class sizes sizes and and aa supportive supportive community, community, students students not not only only learn—they learn—they develop develop the the confi confidence dence and and resilience resilience to to thrive. thrive.

Our Our program program integrates integrates rigorous rigorous academics academics with with aa deep deep understanding understanding of of how how students students learn learn best. best. We We emphasize emphasize strength-based strength-based teaching teaching and and self-advocacy self-advocacy skills. skills. Beyond Beyond the the classroom, classroom, students students explore explore their their passions passions in in technology, technology, robotics, robotics, art, art, drama, drama, music, music, mentorship, mentorship, entrepreneurship, entrepreneurship, leadership, leadership, and and athletics, athletics, preparing preparing them them for for life life well well beyond beyond graduation. graduation. Early Early reading reading screenings screenings are are available available for for students students in in K-3. K-3. Additionally, Additionally, our our Transforming Transforming Lives Lives Center’s Center’s Clinical Clinical Director Director provides provides assessments assessments of of K-12 K-12 students students attending attending public, public, private, private, & & charter charter schools, schools, or or home-schooled. home-schooled. This This resource resource helps helps families families gain gain clarity clarity around around giftedness, giftedness, dyslexia, dyslexia, other other languagelanguagebased based learning learning diff differences, erences, and and social, social,

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emotional, emotional, or or behavioral behavioral challenges. challenges. The The learning learning profi profile le becomes becomes aa tool tool for for the the student, student, teachers, teachers, and and family. family. At At Assets, Assets, we we see see transformation transformation every every day: day: students students who who once once struggled struggled rediscover rediscover the the joy joy of of learning, learning, gain gain confi confi-dence, dence, and and graduate graduate prepared prepared for for college, college, aa career, career, and and life. life. When When children children are are understood understood and and supported, supported, there there is is no no limit limit to to what what they they can can achieve. achieve.

Assets Assets School School || www.assets-school.org www.assets-school.org || (808) (808) 423-1356 423-1356

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LE JARDIN ACADEMY

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lejardin profile A

t Le Jardin Academy, we know that the future of Hawai‘i depends on thoughtful, capable leaders. That’s why our mission extends far beyond academics. As the state’s only PK–12 International Baccalaureate World School, we deliver a rigorous, inquiry-driven education that not only challenges students intellectually, but also shapes their character, creativity, and sense of responsibility. Grounded in the value of hana pono—doing what is right with care and intention—our students learn to combine knowledge with purpose. They engage in real-world problem solving, from environmental stewardship on Windward O‘ahu to global

health initiatives through our partnership with the International Vaccine Institute in Seoul. Our campus is uniquely situated among marshes, mountains, and the moana, turning Hawai‘i’s natural beauty into an extended classroom. These environments spark curiosity and resilience, helping students connect what they learn to the world around them. We pride ourselves on strong student-faculty relationships, personalized learning pathways, and hands-on experiences that make learning relevant. Whether in a science lab, on stage, in a robotics workshop, or abroad, LJA students are encouraged to innovate, lead with empathy, and act with vision. For O‘ahu’s business community,

EARL KIM, HEAD OF SCHOOL the LJA distinction means a rising generation equipped not only with academic excellence, but with the skills, values, and global perspective to guide Hawai‘i into a brighter future. I invite you to visit our campus and see how LJA is preparing tomorrow’s leaders to make a lasting impact.

Le Jardin Academy | www.lejardinacademy.org | (808) 261-0707

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HAWAII PRIVATE SCHOOLS

DAMIEN MEMORIAL SCHOOL

IT TAKES A VILLAGE - AND I FOUND MINE.

BY BY MAKENA MAKENA MAYO, MAYO, CLASS CLASS OF OF 2028 2028

tarting tarting at at Damien Damien Memorial Memorial School School as as an an incoming incoming seventh seventh grader grader in in 2022 2022 created created aa new new journey journey in in my my life. life. The The fifirst rst day day walking walking through through the the purple purple gates, gates, II felt felt nervous nervous to to embark embark on on this this unfamiliar unfamiliar chapter. chapter. Despite Despite my my fears, fears, II created created aa home home within within this this commucommunity nity and and met met aa village village of of people people who who wanted wanted to to see see me me succeed. succeed. With With our our tight tight knit knit environenvironment, ment, everyone everyone has has an an opportunity opportunity to to

build build connections connections across across the the grade grade levels. levels. Especially Especially when when itit comes comes to to our our teachers, teachers, they they constantly constantly seek seek our our potential potential as as students students and and to to see see us us grow grow as as individuals. individuals. One One thing thing that that piqued piqued my my interest interest since since the the beginning beginning was was the the idea idea that that Damien Damien could could help help me me discover discover who who II want want to to be. be. With With the the wide wide variety variety of of classes, classes, clubs, clubs, and and sports, sports, you you can can try try new new things things to to fifind nd what what suits suits you you the the best. best. At At fifirst rst starting starting as as aa shy shy student, student, II branched branched out out and and began began working working on on my my abilities abilities to to communicate communicate with with others others through through clubs clubs such such as as Student Student GovernGovernment, ment, taking taking offi office ce fifirst rst as as Freshman Freshman President President and and currently currently Student Student Body Body Press Press Secretary, Secretary, Art Art Club, Club, and and even even connecting connecting with with our our campus campus ministry. ministry. Damien Damien off offers ers aa multitude multitude of of ways ways to to get get involved involved with with the the community community and and make make connections connections that that last last aa lifetime. lifetime.

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II will will forever forever be be grateful grateful for for the the endless endless opportunities opportunities that that the the Damien Damien Memorial Memorial faculty faculty and and staff staff have have given given me me since since II fifirst rst started. started. Damien Damien is is the the place place to to fifind nd your your potential, potential, and and grow grow to to become become the the best best version version of of yourself. yourself.

Damien Damien Memorial Memorial School School || www.damien.edu www.damien.edu || (808) (808) 841-0195 841-0195

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Inspiring Purpose and Possibility. In In aa community community built built on on care care and and connection, connection, ‘Iolani ‘Iolani students students are are nurtured nurtured to to lead lead with with confidence confidence and and compassion. compassion. Engaging Engaging academics, academics, real-world real-world collaboration, collaboration, and and state-of-the-art state-of-the-art facilities facilities encourage encourage students students to to grow grow into into thoughtful thoughtful changemakers— changemakers— prepared prepared to to be be the the leaders leaders and and team team members members most most needed needed by by today’s today’s world. world.

2,300

K-12 K-12 Enrollment Enrollment

Million Million Awarded Awarded in in Aid Aid

14,600

$ $

Average Average Award Award

25%

Student Student Body Body Receiving Receiving Assistance Assistance

To To learn learn more, more, scan scan the the QR QR code code or or visit visit iolani.org. iolani.org. 62 | S E P T E M B E R 2 0 2 5

Average Average Class Class Size Size

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‘IOLANI SCHOOL

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i olani profile A

t ‘Iolani School, students are inspired to explore their full potential in a community grounded in care, integrity, and excellence. From Kindergarten through Grade 12, our students engage in a rich academic curriculum paired with a strong emphasis on character development, service, and collaboration. Guided by dedicated faculty and supported by state-of-the-art facilities, students are challenged to think critically, communicate thoughtfully,

and lead with compassion. Whether in the classroom, on the stage, in the lab, or on the field, ‘Iolani students grow into confident learners and responsible global citizens. If you’re seeking an educational environment that nurtures intellect, heart, and purpose, we invite you to explore ‘Iolani School. Applications are now available for the 2026–27 school year. To learn more about our admission process, upcoming events, and how to begin your journey with ‘Iolani, please visit: iolani.org/admission

www.iolani.org | (808) 949-5355 | info@iolani.org

MELANIE K. PFINGSTEN, INTERIM HEAD OF SCHOOL

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LA PIETRA — HAWAI‘I SCHOOL FOR GIRLS

EMPOWERING YOUNG WOMEN TO LEAD WITH PURPOSE

or or over over 60 60 years, years, La La Pietra Pietra –– Hawai‘i Hawai‘i School School for for Girls Girls has has been been dedicated dedicated to to educating educating young young women women to to lead lead aa life life of of purpose. purpose. As As an an independent, independent, college college preparatory preparatory school school for for girls girls in in grades grades 6–12, 6–12, La La Pietra Pietra provides provides aa transfortransformative mative environment environment where where students students are are encouraged encouraged to to use use their their voices, voices, explore explore their their passions, passions, and and grow grow into into confi confident, dent, compassionate compassionate leaders. leaders. With With small small class class sizes sizes and and aa low low student-teacher student-teacher ratio, ratio, girls girls at at La La Pietra Pietra are are truly truly known known and and supported. supported. Our Our purpose-driven purpose-driven curriculum curriculum comes comes to to life life through through individualized individualized projects, projects, hands-on hands-on learning, learning, and and forward-thinking forward-thinking STEM STEM and and place-based place-based opportuniopportunities. ties. Partnerships Partnerships with with Hawai‘i Hawai‘i Pacifi Pacificc

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University University and and One One Schoolhouse Schoolhouse expand expand access access to to advanced advanced coursework coursework and and diverse diverse learning learning experiences experiences beyond beyond the the classroom. classroom. Nestled Nestled at at the the base base of of Lē‘ahi Lē‘ahi (Diamond (Diamond Head), Head), La La Pietra Pietra is is more more than than aa breathtaking breathtaking campus—it’s campus—it’s where where young young women women discover discover who who they they are are and and who who they’re they’re meant meant to to be. be. By By fostering fostering digital digital literacy, literacy, creativity, creativity, and and innovation, innovation, La La Pietra Pietra prepares prepares students students to to navigate navigate aa rapidly rapidly changing changing world. world. Graduates Graduates emerge emerge as as lifelong lifelong learners, learners, collaborative collaborative communicators, communicators, and and emotionally emotionally intelintelligent ligent young young women—ready women—ready not not only only to to succeed, succeed, but but to to make make aa diff difference. erence. At At the the heart heart of of aa La La Pietra Pietra educaeducation tion is is the the belief belief that that girls girls thrive thrive in in aa community community built built just just for for them. them. Research Research shows shows that that students students in in girls’ girls’ schools schools are are

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more more likely likely to to feel feel heard, heard, build build confi confi-dence, dence, and and pursue pursue careers careers in in leadership leadership and and STEM. STEM. In In this this nurturing nurturing and and empowempowering ering environment, environment, students students are are free free to to take take meaningful meaningful risks, risks, engage engage in in deep deep thinking, thinking, and and lead lead with with both both courage courage and and empathy. empathy. Join Join our our all-girls all-girls community community and and experience experience what what makes makes La La Pietra Pietra so so special. special. With With rolling rolling admissions, admissions, families families can can apply apply at at any any time time of of year. year. Contact Contact us us to to learn learn more more about about touring touring the the campus, campus, attending attending an an admissions admissions event, event, and and discovering discovering the the power power of of an an all-girls all-girls education education at at La La Pietra Pietra –– Hawai‘i Hawai‘i School School for for Girls. Girls.

(808) (808) 922-2744 922-2744 || info@lapietra.edu info@lapietra.edu || www.lapietra.edu www.lapietra.edu

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SEAGULL SCHOOLS

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eagull eagull Schools Schools has has been been aa premier premier provider provider of of early early edueducation cation in in Hawaii Hawaii since since 1971. 1971. Our Our mission mission is is to to provide provide children children with with an an exceptional exceptional start start to to their their educational educational journey journey by by off offering ering aa high-quality high-quality early early education education at at aff affordable ordable rates. rates. Seagull Seagull serves serves six six communities communities throughout throughout O’ahu O’ahu for for children children ages ages 18 18 months months to to fifive ve years, years, including: including: Aina Aina Haina, Haina, Honolulu, Honolulu, Kailua, Kailua, Kapolei, Kapolei, Ko Ko Olina Olina and and Ocean Ocean Pointe. Pointe. This This year, year, Seagull Seagull Schools Schools will will open open aa new new campus campus for for its its largest largest preschool preschool downtown, downtown, The The Early Early Education Education Center, Center, in in partnership partnership with with the the City City and and County County

of of Honolulu. Honolulu. Seagull Seagull is is also also expanding expanding to to serve serve children children as as young young as as 12 12 months months in in Aina Aina Haina Haina and and Ko Ko Olina. Olina. Please Please check check our our website website for for current current information: information: www. www. seagullschools.org. seagullschools.org. Tuition Tuition aid aid and and enrollenrollment ment applications applications are are also also available available online. online.

Seagull Seagull Schools Schools www.seagullschools.org www.seagullschools.org admin@seagullschools.org admin@seagullschools.org

MEGAN MEGAN MCCORRISTON, MCCORRISTON, EXECUTIVE EXECUTIVE DIRECTOR DIRECTOR

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HANALANI SCHOOLS

2025 20 PHOTO PHOTO COURTESY COURTESY OF OF HANALANI HANALANI SCHOOLS SCHOOLS

analani analani Schools, Schools, located located in in Mililani, Mililani, is is dedicated dedicated to to providing providing aa comprehensive comprehensive pre-K-12 pre-K-12 education education that that goes goes beyond beyond the the conventional. conventional. Our Our mission mission is is rooted rooted in in fostering fostering aa Christ-centered Christ-centered learning learning envienvironment ronment where where students students not not only only excel excel academically academically but but also also grow grow spiritually spiritually and and socially. socially. We We believe believe in in empowering empowering young young minds minds with with the the knowledge knowledge and and values values necesnecessary sary to to navigate navigate an an ever-changing ever-changing world. world. Our Our pillars pillars of of core core knowlknowledge, edge, critical critical skills, skills, and and ChrisChristian tian character character are are our our foundation foundation for for developing developing successful successful servant servant

MARK MARK SUGIMOTO, SUGIMOTO, HEAD HEAD OF OF SCHOOL SCHOOL

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leaders. leaders. Hanalani’s Hanalani’s approach approach to to education education extends extends beyond beyond the the classclassroom, room, encompassing encompassing aa rich rich tapestry tapestry of of co-curricular co-curricular activities, activities, advanced advanced academic academic programs, programs, community community service, service, and and aa strong strong sense sense of of commucommunity. nity. Our Our commitment commitment to to academic academic rigor, rigor, coupled coupled with with aa nurturing nurturing atmoatmosphere, sphere, makes makes Hanalani Hanalani aa preferred preferred choice choice for for families families seeking seeking aa holistic holistic educational educational experience. experience.

Hanalani Hanalani Schools Schools www.hanalani.org www.hanalani.org

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HAWAI‘I BAPTIST ACADEMY

HAWAII PRIVATE SCHOOLS

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awai‘i awai‘i Baptist Baptist Academy Academy (HBA) (HBA) is is aa Christ-centered Christ-centered school school serving serving 1,100+ 1,100+ students students from from preschool preschool through through grade grade 12, 12, with with campuses campuses in in Nu‘uanu Nu‘uanu and and an an Early Early Learning Learning Center Center in in Mililani. Mililani. For For over over 75 75 years, years, HBA HBA has has united united faith faith and and learning, learning, helping helping students students build build aa strong strong academic academic foundation foundation while while cultivating cultivating values values of of humility, humility, curiosity, curiosity, love, love, and and commitment. commitment. With With small small class class sizes, sizes, students students thrive thrive in in aa nurturing nurturing environment environment that that fosters fosters personal personal growth growth and and lasting lasting friendfriendships. ships. HBA HBA off offers ers 20+ 20+ AP AP and and elective elective courses, courses, 50+ 50+ clubs, clubs, and and 45+ 45+ athletic athletic teams, teams, providing providing opportunities opportunities in in academics, academics, arts, arts, and and sports. sports. The The Early Early Learning Learning Center Center at at GracePoint GracePoint in in MiliMililani lani serves serves children children ages ages 2–5, 2–5, focusing focusing on on social, social, emotional, emotional, and and spiritual spiritual development. development. HBA HBA equips equips students students to to lead lead with with faith, faith, pursue pursue their their passions, passions, and and serve serve their their communities communities with with purpose. purpose.

Hawai‘i Hawai‘i Baptist Baptist Academy Academy www.hba.net www.hba.net

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SACRED HEARTS ACADEMY

HAWAII PRIVATE SCHOOLS

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oys oys will will be be boys boys and and girls girls will will be be girls. girls. They They think, think, grow grow and and communicate communicate diff differently erently -- and and even even learn learn diff differently! erently! SACRED SACRED HEARTS HEARTS ACADEMY ACADEMY is is geared geared JUST JUST FOR FOR GIRLS GIRLS and and is is STEAMing STEAMing ahead ahead with with an an educational educational approach approach and and environment environment geared geared towards towards how how they they think, think, grow grow and and commucommunicate. nicate. Starting Starting in in Preschool Preschool and and through through grade grade 12, 12, each each experience experience -whether whether in in aa classroom, classroom, on on the the stage stage or or on on the the court court -- is is intentionally intentionally dedesigned signed to to develop develop each each girl's girl's strengths strengths and and aspirations aspirations while while fostering fostering confi confi-dence! dence! At At the the Academy, Academy, Hawai‘i’s Hawai’i’s largest largest private, private, Catholic, Catholic, school school for for girls, girls, its its unique unique and and personal personal

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approach approach to to education education and and the the breadth breadth of of off offerings erings allows allows girls girls to to flflourish ourish in in an an environment environment which which allows allows them them to to demonstrate demonstrate independence independence and and responsiresponsibility, bility, while while acquiring acquiring the the resiliency resiliency needed needed for for college college and and life. life. It It truly truly is is aa unique unique and and unbeatable unbeatable experience experience for for girls! girls! Explore Explore more more now now about about INSPIRING INSPIRING GIRLS GIRLS at at www.sacredhearts.org. www.sacredhearts.org.

Sacred Sacred Hearts Hearts Academy Academy www.sacredhearts.org www.sacredhearts.org

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SAINT LOUIS SCHOOL

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estled estled in in the the heart heart of of HonoHonolulu, lulu, Saint Saint Louis Louis School School has has been been shaping shaping young young men men of of character, character, faith, faith, and and service service since since 1846. 1846. As As Hawai‘i’s Hawai‘i’s only only all-boys all-boys Catholic Catholic school, school, we we off offer er aa unique unique K-12 K-12 experience experience rooted rooted in in the the Marianist Marianist tradition. tradition. Our Our mission mission is is to to educate educate and and challenge challenge students students to to strive strive for for academic academic excellence, excellence, strong strong moral moral values, values, and and compascompassionate sionate leadership. leadership. With With aa focus focus on on brotherhood, brotherhood, personal personal growth, growth, and and faith faith formation, formation, Saint Saint Louis Louis empowers empowers boys boys to to become become confi confi-dent dent men men prepared prepared to to lead lead and and serve serve in in aa rapidly rapidly changing changing world. world.

From From championship championship athletics athletics and and aa nationally nationally ranked ranked robotics robotics program program to to innovative innovative STEM STEM initiatives initiatives and and aa vibrant vibrant arts arts curriculum, curriculum, we we cultivate cultivate well-rounded well-rounded individuals. individuals. At At Saint Saint Louis Louis School, School, every every boy boy is is known, known, valued, valued, and and inspired inspired to to live live as as aa Saint Saint Louis Louis Man Man -- for for today today and and for for life. life.

Saint Saint Louis Louis School School www.stlouishawaii.org www.stlouishawaii.org

GLENN GLENN MEDEIROS, MEDEIROS, PRESIDENT PRESIDENT

SAINT LOUIS SCHOOL where where boys boys who who want want to to change change the the world world become become the the men men who who do do

Hawai‘i’s only private all-boys K-12 school

Robotics RoboticsInternationally InternationallyRanked Ranked

Baseball BaseballState StateChamp Champ

Football FootballState StateChamp Champ

ACCEPTING ACCEPTING APPLICATIONS APPLICATIONS (808) (808) 739-4832 739-4832

••

18 18 Alumni Alumni on on Faculty/Staff Faculty/Staff

••

45 45 Advanced Advanced and and Honors Honors Courses Courses

••

2.4 2.4 Million Million in in Financial Financial Aid, Aid, Scholarships, Scholarships, and and Grants Grants

••

World’s World’s ‘Top ‘Top 20’ 20’ Robotics Robotics Team Team

••

2022-25 2022-25 4-Peat 4-Peat JROTC JROTC Robotics Robotics National National Champions Champions

••

2024-25 2024-25 Football Football State State Champion Champion

••

2024-25 2024-25 Baseball Baseball State State Champion Champion

••

2024-25 2024-25 Basketball Basketball ILH ILH Champion Champion

ADMISSIONS@SAINTLOUISHAWAII.ORG ADMISSIONS@SAINTLOUISHAWAII.ORG WWW.SAINTLOUISHAWAII.ORG WWW.SAINTLOUISHAWAII.ORG

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L DESI

AW A R D S

N E WS M A K E RS D E S E RV E C R E D I T W H E R E C R E D I T I S D U E

COMME MOR ATE YOUR

HAWAII BUSINESS

ACHIEVEMENTS PRESERVE YOUR STORY WITH OUR MODERN AND MEMORABLE KEEPSAKES. W W W. N E W S K E E P S A K E . C O M / PA G E S / H AWA I I - B U S I N E S S

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L DESI

AW A R D S

2O25

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU

DESIGN AWARDS

THE AMERICAN INSTITUTE OF ARCHITECTS, HONOLULU CHAPTER PRESENTS

Shaping Communities Through Design Excellence

Juried Awards Community Impact Award People’s Choice Awards Mayor’s Choice Award Hawai‘i Energy Award USGBC Hawai'i Sustainability Award Student Design Awards Distinguished Entrants H AWA I I B U S I N ES S | 71

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TABLE OF CONTENTS

PRESIDENT 'S MESSAGE

PRESIDENT’S MESSAGE

MAHALO TO OUR SPONSORS

AWARD LEVELS AND PROJECT CATEGORIES

MEET THE JURORS

AIA FRAMEWORK FOR DESIGN EXCELLENCE

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JURIED AWARDS: AWARDS OF EXCELLENCE AWARDS OF MERIT HONORABLE MENTIONS

STUDENT DESIGN AWARDS

Aloha, This year marks AIA Honolulu’s 67th Annual Design Awards and a continued celebration of excellence in design. Each year the Design Awards allows us an opportunity to not only give recognition to exemplary projects, but brings together our talented community of designers, leaders, and problem-solvers to reflect on how we can go beyond what we thought possible for an equitable and resilient built environment. One of our main goals for this year has been to increase the value proposition of an AIA Honolulu membership by equipping our members with the right tools and access to information that inspires better design for our community. This year’s award submissions have really proven that when talented visionaries are cognizant of the tools that exist to provide design flexibility and cost savings, the standard for sustainable, resilient and inclusive design is absolutely attainable. The awarded projects are physical proof that despite the hurdles of rising costs, permitting delays, and housing shortages, excellent design is still happening. We are very appreciative of the members and students that took the time to put together submittals that thoroughly demonstrate how each project fits within the AIA Framework for Design Excellence. Mahalo to this year’s jury for their time and effort in providing their meticulous and impartial review of each submission. Last, but certainly not least, congratulations to all of our award recipients.

DISTINGUISHED ENTRANTS

STUDENT DISTINGUISHED ENTRANTS

Phil Camp, AIA LEED AP BD+C, WELL AP, CEM, CCM 2025 AIA HONOLULU PRESIDENT

D E S I G N AWA R D S COMMITTEE CHAIRS

Ryan Sullivan, AIA Stephanie Ing, Assoc. AIA Calvin Bulan Katalina Kim, Assoc. AIA

A I A H O N O L U L U S TA F F

Julia Fink, EVP Camilla Nicholas, Assistant Director Jacie Roughton, Admin & Events

D E S I G N AWAR DS CO M M IT TE E

Juliann Chen Bryan Fujiwara, AIA John Fullmer, AIA Lisa van den Heuvel, Allied Member Liana Takamine, AIA

PUBLISHER

Kent Coules E DITO RIN-CHIEF

Jennifer Ablan C R E AT I V E DI R ECTO R

Jeff Sanner GRAPHIC DESIGNER

S E N I O R AC C O U N T C O O R D I N AT O R

Rebecca Brooking AC C O U N T EXECUTIVES

YongChae Song Chaz Tiogangco

Karen Tanigawa

H AWA I I B U S I N ES S | 73

Table of Contents

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025

MAHALO TO O U R 2025 A IA H O N O LU LU D E S I G N AWA R D S P O N S O R S !

K AU H A L E S P O N S O R S

C O C K TA I L S P O N S O R S

AWA R D S P O N S O R

MAMALU SPONSORS

K AH UA S PO N SO RS

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A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU PROJ E C T CATEG O R I E S

AWARD OF EXCELLENCE

Projects are submitted and judged in one of our seven categories. The number of projects awarded in each category and the award level (Excellence, Merit, Honorable Mention) shall be determined by the jury.

Requires unanimous vote of the jury that a project excels in all aspects. Reserved for those projects which stand out from all of the meritorious award winners. This highest honor recognizes projects which are deemed to exemplify excellence of architectural design on all levels of analysis, and exemplify the highest standards to which AIA members aspire. AWARD OF MERIT

Requires consensus from the jury that a project is deserving for a high quality of work overall. Granted to projects which display a high standard of architectural quality and design. HONORABLE MENTION

Responds to notable achievements in one or more particular project aspects; area(s) that stood out, as agreed through consensus by the jury.

RESIDENTIAL

Completed projects including single-family residential, multi-family residential, residential housing community planning, and residential renovations, additions and historic preservation. Residential projects of various sizes and scope are welcome as long as the project involved substantial exterior alterations. COMMERCIAL/INDUSTRIAL

Completed projects including public and private developments of a commercial nature comprising retail, industrial, manufacturing and hospitality.

Commercial renovations, historic preservation, adaptive reuse as well as new construction projects are eligible.

UNBUILT

Completed projects including public and private developments of an institutional nature: K-12 and higher education, recreational facilities/parks, hospitals and medical facilities, and utilities.

Unbuilt entries may include any project that is commissioned (client sponsored) or intended for construction, purely theoretical work not intended for construction, submitted individually (by AIA or Assoc. AIA), as a team. The jury will review and select entries in this category based on creativity, originality, power and potential of the ideas presented.

INTERIOR ARCHITECTURE

COMMUNITY IMPACT AWARD

Completed projects involving substantial interior and minimal exterior alterations. Examples of projects in this category include, but are not limited to, tenant improvements and new tenant spaces within an existing (or by others and/or previously completed) exterior shell/space. Also includes residential interior renovations with minimal exterior improvement.

Recognizes projects that are designed to remove barriers and burdens, physical or abstract, empowering and enabling people to gather, connect, live and function to their highest potential, ultimately bringing a community together. This award is unique in that it relies on the experiences of end users. Entries must demonstrate significant social impact.

INSTITUTIONAL

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AWA R D L E VE L S

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M E ET TH E J U RO R S | PRO F E SS I O NAL CATEG O R I E S

Meet the Jurors

AIA Framework for Design Excellence SYLVIA P. KWAN, FAIA, LEED AP, NCARB, NOMA ( AIA SAN FRANCISCO) PRINCIPAL, KWAN HENMI ARCHITECTURE

HO KYUNG LEE, AIA (AIA HONOLULU) FACULTY, UNIVERSITY OF HAWAI’I AT MANOA SCHOOL OF ARCHITECTURE

PURNIMA MCCUTCHEON, AIA (AIA HONOLULU) PRINCIPAL & OWNER, STUDIO CREATE | ARCHITECTURE & DESIGN

Sylvia Kwan founded Kwan Henmi Architecture/Planning in 1980, leading awardwinning public and private projects. After merging with DLR Group, she served as Consulting Principal until 2024. A forward-thinking leader, Sylvia champions innovation, sustainability, design excellence, and community building. She has served on the boards of AIASF, AIACC, and the California Architects Board (as President), and currently serves as Secretary/Treasurer of the NCARB Board for 2024–2025. An AIA Fellow since 1998, she holds a BA and M.Arch from UC Berkeley. Sylvia lives in Marin County and part-time in Honolulu at the Ko‘ula building.

Ho Kyung is a licensed architect and Assistant Professor at the University of Hawai‘i at Mānoa School of Architecture. She holds a M.Arch from Columbia University and has over 15 years of experience at ﬁrms such as BIG, Ennead, Dattner, TenBerke, and Latent Builds. Her award-winning work spans higher education, residential, cultural, and healthcare projects. In 2024, she relocated to Hawai‘i to contribute her practice-based, interdisciplinary approach to teaching and the local design community.

Licensed in Hawai‘i, California, and India, Purnima is the Founder of Studio Create. She has led projects for firms like WATG, G70, and FSC Architects, including resorts, retail and multi-family housing. Her international work includes a U.S. Embassy renovation in Mongolia and rural community projects in India. She holds an M.Arch from UNM, a Historic Preservation Certificate from UH Mānoa, and a B.Arch from Rachana Sansad in Mumbai. A former AIA Honolulu President (2020) and EDI Committee co-founder, she also lectures at UH Mānoa, serves on the Re-use Hawai‘i Board, and was recognized in AIA COD’s 2021 Skid Row Design Competition. Her work reflects her passions for design, travel, and community service.

STEPHEN VAN DYCK, AIA, LEED AP (AIA SEATTLE) PARTNER, LMN ARCHITECTS

Stephen is a Partner at LMN Architects in Seattle, where he leads the design and delivery of a variety of projects ranging from large scale public assembly, civic infrastructure and spaces for higher education. Stephen’s design approach seeks to create high-performance buildings and an engaging public realm, producing inventive solutions for contemporary programmatic needs, environmental conditions and urban inﬂuences. He is widely recognized as an industry authority on the application of technologies to the design and construction process, and he helps direct the investigations of LMN Tech Studio, the ﬁrm’s in-house research and development group.

M E ET TH E J U RO R S | STU D E NT CATEG O R I E S

M AY U M I H A R A DAO , AIA (AIA HONOLULU) PRINCIPAL, MAYUMI HARA DAO ARCHITECT, LLC

Mayu Dao is a third-generation Hawai‘i architect with over 20 years of experience in residential and small commercial design. After studying at the University of Pennsylvania and Columbia University, she worked at ﬁrms including Pelli Clarke & Partners and David Baker Architects. She later returned to O‘ahu to join John Hara Associates and now runs her own practice, creating thoughtful spaces across Hawai‘i that reﬂect comfort, beauty, and the islands’ multicultural architectural heritage.

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M A R K D E R E U S , AIA (AIA HONOLULU) FOUNDING PARTNER, DE REUS ARCHITECTS

Mark de Reus, founding partner of de Reus Architects, is renowned for his site-sensitive, highly crafted architecture. With over 40 years of experience, he has led the design of luxury residences, resorts, clubs, and spas worldwide. Named to Architectural Digest’s AD100 in 2010, his work has earned numerous awards and been featured in leading publications such as The New York Times, Dezeen, and Architectural Digest. His projects are showcased in two books—Tropical Experience and Sanctuary. Before founding his ﬁrm, Mark held senior roles at Hart Howerton, PAI in Jakarta, Backen, Arrigoni & Ross in San Francisco.

ADAM WOLTAG, AIA (AIA SAN

The world today is facing FRANCISCO) DESIGN PARTNER, WRNS STUDIO challenges broad and complex that threaten every aspect of Adam Woltag is a Design call our lives. The architect’s WRNS Studio, toPartner protectatthe health, safety, where he leads awardwinand welfare of the public has a ning new civic, and broader meaning educational, amid challenges suchthat as and housing projects increasing climate extremes prioritize sustainability and and social inequity. place-based design. Since 2013, he has guided the Every ﬁrm’sproject Honolulucan offibe ce, used as a drawing platforminspiration for addressing from big problems and providing his upbringing on O‘ahu’screative solutions. line drawn east side. Every Adam holds should be a source good in architecture degreesoffrom the world. Arizona State University

and SCI-Arc. His work The Framework for Design reﬂects a deep commitExcellence represents the ment to stewardship, resildefining principles of good ience, in and modern design design the 21st century. rooted in Hawai‘i’s culture and Comprised of 10 principles and environment. accompanied by searching questions, the Framework

seeks to inform progress toward a zero-carbon, equitable, resilient, and healthy built environment.

These are to be thoughtfully considered by designer and client at the initiation of every project and incorporated into the work as appropriate to the project scope. The Framework is intended to be accessible and relevant for every architect, T O D D J . H A S S L E R , every client, and every project, AIA, NCARB, LEED AP regardless of size, typology, or (AIA HONOLULU) PARTaspiration. NER, PETER VINCENT ARCHITECTS

The Framework for Design Excellence challenges Todd, a graduate of architects with a vision the the New York Insti- profession strives to achieve. tute of Technology with over 20 years of experience in commercial and residential architecture, is a key leader at Peter Vincent Architects. Known for his people-ﬁrst approach, he was selected for the highly-selective inaugural AIA Leadership Academy (2020–2022), recognizing his commitment to advancing the profession. In 2023, he served as President of AIA Honolulu. Todd also mentors future architects as an adjunct instructor at the University of Hawai‘i at Mānoa and SUNY Orange.

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU

INTEGRATION Good design elevates any project, no matter how small, with a thoughtful process that delivers both beauty and function in balance. It is the element that binds all the principles together with a big idea. •

What is the concept or purpose behind this project, and how will the priorities within the nine other principles inform the unique approach to this project? How will the project engage the senses and connect people to place?

•

What makes the project one that people will fight to preserve?

•

What design strategies can provide multiple benefits across the triple bottom line of social, economic, and environmental value?

Design for

EQUITABLE COMMUNITIES Design solutions affect more than the client and current occupants. Good design positively impacts future occupants and the larger community. •

What is the project’s greater reach?

•

How could this project contribute to creating a diverse, accessible, walkable, just, human-scaled community?

•

Who might this project be forgetting?

•

How can the design process and outcome remove barriers and promote inclusion and social equity, particularly with respect to vulnerable communities?

•

Good design conserves and improves the quality of water as a precious resource. •

How does the project use water wisely, addressing efficiency and consumption while matching water quality to appropriate use?

•

How can the project’s water systems maintain function during emergencies or disruptions?

•

How does the project handle rainfall and stormwater responsibly?

•

How does the project contribute to a healthy regional watershed?

Design for

RESOURCES Good design depends on informed material selection, balancing priorities to achieve durable, safe, and healthy projects with an equitable, sustainable supply chain to minimize possible negative impacts to the planet. •

What factors (priorities) will be considered in making material selection decisions?

•

How are materials and products selected and designed to reduce embodied carbon and environmental impacts while enhancing building performance?

•

How can material selection reduce hazards and support equitable labor practices in the supply chain?

ECONOMY

•

How does the project promote zero waste throughout its life cycle?

Good design adds value for owners, occupants, community, and planet, regardless of project size and budget.

•

How does the project celebrate local materials and craft?

•

How long will the project last, and how does that affect your material?

Design for

•

How do we design robust projects that enhance economic, natural, intellectual, and experiential resources?

•

How will the design choices balance cost with long-term value?

•

How can the performance of this project be improved in ways that are cost and design neutral?

Design for

ENERGY Good design reduces energy use and eliminates dependence on fossil fuels while improving building performance, function, comfort, and enjoyment.

What opportunities exist in this project to include, engage, and promote human connection?

How can passive design strategies contribute to the project’s performance and form?

•

How can the design support health and resilience for the community during times of need or during emergencies?

How can the project exceed building code efficiency standards to approach net zero energy and net zero carbon?

•

Can the project be powered by clean, renewable energy sources?

•

How can the project provide for continuous performance improvements over its lifetime?

Design for

CHANGE Adaptability, resilience, and reuse are essential to good design, which seeks to enhance usability, functionality, and value over time. •

How does the project address future risks and vulnerabilities from social, economic, and environmental change?

•

How is the project designed for adaptation to anticipate future uses or changing markets?

•

How does the project address passive survivability and/or livability?

Design for

Good design supports health and well-being for all people, considering physical, mental, and emotional effects on building occupants and wider surrounding community.

Every project presents a unique opportunity to apply lessons learned from previous projects and gather information to refine the design and construction process.

How can the design support the ecological health of its place over time?

•

How can the design encourage a healthy lifestyle?

•

How can the design help users become more aware and connected with the project’s place and regional ecosystem?

•

How can the project provide greater occupant comfort?

•

How can the project be welcoming and inclusive for all?

Good design mutually benefits human and nonhuman inhabitants. What we design has a direct impact to the ecosystems in and around the site. Understanding the site dynamics will allow us to be more conscious of our impacts.

WELL-BEING

•

How can the project support regional habitat restoration?

•

How can the project connect people with place and nature?

•

How can the project support equitable access to nature?

•

How can material selection reduce hazards to occupants and communities throughout the supply chain?

AIA Framework for Design Excellence The world today is facing broad and complex challenges that threaten every aspect of our lives. The architect’s call to protect the health, safety, and welfare of the public has a new and broader meaning amid challenges such as increasing climate extremes and social inequity. Every project can be used as a platform for addressing big problems and providing creative solutions. Every line drawn should be a source of good in the world. The Framework for Design Excellence represents the defining principles of good design in the 21st century. Comprised of 10 principles and accompanied by searching questions, the Framework

seeks to inform progress toward a zero-carbon, equitable, resilient, and healthy built environment.

Design for

ECOSYSTEMS

•

WATER

•

Design for

•

Design for

DISCOVERY

How can the design process foster a long-term relationship between designers, users, and operators to ensure design intentions are realized and the building project performance can improve over time?

•

How are performance data and experiential stories shared, even if the findings fall short of the vision?

•

What strategies promote a sense of discovery and delight?

These are to be thoughtfully considered by designer and client at the initiation of every project and incorporated into the work as appropriate to the project scope. The Framework is intended to be accessible and relevant for every architect, every client, and every project, regardless of size, typology, or aspiration. The Framework for Design Excellence challenges architects with a vision the profession strives to achieve.

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AIA Framework

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Design for

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025 Award of Excellence

AWARD OF EXCELLENCE USGBC HAWAI 'I SUSTAINABILITY AWARD COMMERCIAL/INDUSTRIAL FIRMS Walker Warner; Delawie

(Architect of Record)

ADDITIONAL DESIGN FIRMS

Nicole Hollis (Interior Designer); VITA Planning & Landscape Architecture (Planning & Landscape) CLIENT Kennedy Wilson, Operator:

Rosewood Hotels & Resorts

CONTR ACTORS Nordic PCL

Construction, Inc.; Ali‘i Builders; Goodfellow Brothers LOCATION Kailua-Kona, Hawai‘i

Island, Hawai‘i

PHOTOS: DOUGLAS FRIEDMAN PHOTOGRAPHY

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Kona Village

R EG WAR N E R , AIA , LI KE S TO KE E P IT S I M PLE . He and his team design buildings that blend into their natural surroundings, and Kona Village on Hawai‘i Island is a perfect example.

“Our inspiration for this project extends beyond merely resurrecting the original resort. It stems from a meticulous study and profound understanding of the unique physical environment and its culturally rich history,” says Warner, a partner and founder, at architectural firm, Walker Warner. “We were resolute in our commitment to delve deeply into the history of this place, seeking inspiration to inform our design for the new resort.”

In addition to the contextual influences of the Ka'upulehu region, the resort property includes several unique “sub-zones,” Warner says, with each location offering different opportunities to appreciate nature. “Buildings were specifically situated to capture and respond to each zone and unique natural surroundings,” says Warner, a member of the American Institute of Architects and a certified expert in green building practices.

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Evidence of a vibrant Hawaiian cultural history, as well as access to living cultural descendants, helped to inform design decisions, and “literally shape the architecture.” “We worked very carefully to be sure that the new architecture of Kona Village Resort melds quietly, and in harmony, with the very special place on Kahuwai Bay,” Warner says. “It’s not about the architecture, it’s about the place.”

“It took vision and a true commitment to rebuild Kona Village. Applaud the design team’s efforts to help mitigate the impact of this project type on its sensitive site and beautiful context. This renovation kept the intention of the original resort, but with a stronger emphasis on sustainability and endurance for the future.” — J U RO R’S CO M M EN T “Its incorporation of renewable energy systems, advanced water conservation infrastructure, and thoughtfully sourced, low-impact materials embodies a regenerative approach that resonates with Hawai‘i’s ambitious sustainability goals. ” — USG B C CO M M EN T

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AWARD OF EXCELLENCE COM M U NITY IM PACT AWARD TH E MAYOR'S CHOICE AWARD

COMMERCIAL/INDUSTRIAL FIRM Ama A/E ADDITIONAL DESIGN FIRM

Collaborative Studio LLC (site analysis and pre-design) CLIENT MA`O Organic Farms

(dba Wai‘anae Re-Development Corporation)

CONTR ACTOR Diede Construction,

Inc.

LOCATION Wai‘anae, O‘ahu, Hawai‘i PHOTOS: AMA A/E ABOUT THE MAYOR'S CHOICE AWARD

The Mayor's Choice Award was selected by Honolulu Mayor Rick Blangiardi among all the entries.

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Pūhāwaiulu Processing Facility

H E N EW B U I LDI N G O N MA‘O O RGAN I C FAR M ’ S PRO PE RT Y APPEARS AS A M O D E ST STRUC TU R E , U N LI KE ITS M I S S I O N . The

Pūhāwaiulu Processing Facility will allow, however, the nonprofit to significantly increase agricultural production in the Wai‘anae Valley.

“The building is a bit of a sleeper in that it expresses how Native Hawaiian practices work, and how efficiently it allows production, rather than what it looks like,” says Kevin Miyamura, AIA, principal architect, Ama A/E. The facility is a significant upgrade from the previous processing buildings that date back to the 1960s. It’s a step forward in the more efficiently scaling up of what MA‘O harvests from their own and other farms in the Wai‘anae Valley, allowing it to process and distribute produce across the island. The new structure includes a covered exterior root wash bay, automated and manual processing equipment, a prep kitchen, refrigerated storage, administrative offices, and an expansive covered lanai for educational tours and observation. Large windows add natural ventilation and connect to the exterior landscape and an orchard.

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“This is one of those rare projects that brings together design excellence and community impact in a seamless and critical building design. This is what great architecture is about - design rooted in pragmatic planning and a thorough understanding of both the operational needs and the impact of the client’s vision."

Award of Excellence

After the first few months of operation, the building is also performing with net zero energy usage, Miyamura says. The design is in alignment with MA‘O’s values — producing more with less, making spaces that support the farm processes, and implementing native Hawaiian values of conserving and sharing resources, Miyamura says.

“There is this magical trifecta with the quality of the produce, the quality of people being exposed to the process, and the stewardship of the land. This was a unique opportunity for us because very few such organizations manage to do this at such a scale.”

“Here, every building element responds elegantly and authentically to place, program, and purpose. This project sets an example of how a simple idea can have a major impact on the quality of life for its users and the surrounding community. Well done!” — J U RO R’S CO M M EN T

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AWARD OF M ERIT PEOPLE 'S CHOICE AWARD INSTITUTIONAL FIRM Ferraro Choi And Associates Ltd CLIENT Hunt Companies Hawaii CONTR ACTOR Nan, Inc. LOCATION Kapolei, O‘ahu, Hawai‘i PHOTO: ANTON KISSELGOFF ABOUT THE PEOPLE’S CHOICE AWA R D The People’s Choice Award is

selected following a two-week online voting process that is open to AIA members and the public at large.

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Daniel Kahikina Akaka VA Clinic

H E DA N I E L K . A K A K A VA C L I N I C I N W E S T O ‘A H U B R I N G S C O M P R E H E N S I V E H E A LT H C A R E A N D VETER AN SERVICES U N DER ON E

R O O F for 30% of the Pacific’s 55,000

veterans. Rooted in Kalaeloa’s cultural heritage, the design honors the land with natural materials, gardens, and thoughtful spaces. It reflects dignity, choice, and connection—creating a healing environment that respects those who served.

“The Daniel Kahikina Akaka Veterans Affairs Clinic honors Kalaeloa, draws inspiration from the area’s history and traditional mo’olelo. The result is an exceptional facility for veterans that incorporates a complex and technically demanding program, while maintaining a strong connection to the environment through innovative sustainable design. The jury particularly appreciated the integration of BIPV (Building Integrated Photovoltaic) panels for shading and external circulation, as well as the use of clerestory windows to bring natural light deep into the building.” — JUROR’S COMMENT

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025 Award of Merit

AWARD OF M ERIT RESIDENTIAL FIRM Mork-Ulnes Architects ADDITIONAL DESIGN FIRMS Fujita Netski Architecture (Local Design Consultant); Terremoto, Alain Peauroi and Story Wiggins (Landscape Architects) CLIENT Bonnie and Anton

Andryeyev

CONTR ACTOR Concept 2

Completion

LOCATION Kailua, O‘ahu, Hawai‘i

Kailua House

E S T L E D N E A R K A I L U A B E AC H , K A I L U A H O U S E E M B R AC E S I N D O O R O U T D O O R L I V I N G with a green roof,

lush garden, and glimpses of the Pacific. Four columns beneath a breezy lanai hold key spaces around a central pool. Glazed walls dissolve boundaries between home and nature, while dense plantings and natural materials create a serene, protected retreat on O‘ahu’s windward coast.

“The architect made a great decision in siting the house. Since it had no view of the ocean, the house was oriented inward, with a sense of being located in a lush green environment. The simplicity of the color scheme belies the detailing that went into the façade. I liked the curved green roof which opens up the sun for the pool and gives the strict geometry of the house a bit of a relief.” — JUROR’S COMMENT

PHOTO: JOE FLETCHER; MARIKO REED

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AWARD OF M ERIT INTERIOR ARCHITECTURE FIRM Wander X Wonder CLIENT Pueomao, Inc. CONTR ACTOR Dave Foster

Builders, Inc.

LOCATION Honolulu, O‘ahu,

Hawai‘i

PHOTO: AKIRA KUMAGAI

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Yohei Sushi KAHALA

OCATED IN THE WALKABLE COMMUNITY OF KAIMUKĪ, YOHEI SUSHI

merges traditional Japanese aesthetics with modern design, creating a serene dining experience inspired by wabi-sabi and shibui. Warm wood, stone, and soft textures shape intimate spaces, from open seating to a chef’s counter. Subtle Hiroshima-inspired motifs and crafted lighting enhance the atmosphere, delivering a refined, culturally rich environment that balances elegance, function, and storytelling.

“The thoughtful use of long-lasting materials shows intentionality for a restaurant that will stand the test of time. The owner planned for changes in the economy and business which might cause the square footage to be cut in half. But if one didn’t know that, the entire layout works well for either scenario and is a smart business decision. It’s a beautiful solution which evokes modern Japanese design.” — JUROR’S COMMENT

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025 Other Award HO NO LU LU CHAPT E R | T HE AM E RI CAN I NST I T U T E O FHARCHI 85 AWA I I TBECTS U S I N ES S |85

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1060 Bishop

Honorable Mention

“Knowing how difficult it is to convert commercial buildings to residential use, 1060 Bishop did a masterful job of creating a successful project. The architect designed useable floor plans, maximizing efficiency so that the units are affordable. This project will hopefully lead the way for more such developments in an effort to breathe new life and resilience to our beloved urban core.”

HONORABLE M ENTION RESIDENTIAL FIRM AHL CLIENT WKF, Inc. CONTR ACTOR J. Kadowaki, Inc. LOCATION Honolulu, O‘ahu, Hawai‘i PHOTO: ADAM TAYLOR PHOTOGRAPHY

— JUROR’S COMMENT

Cliff Hut “The Cliff Hut in Kauai is a modest, climate-responsive project whose strength lies in its well-resolved, small-footprint, loft-like interiors that transforms into an elevated living environment. The Cliff Hut serves well as a replicable model for resilient, low-impact living.” — JUROR’S COMMENT

HONORABLE M ENTION RESIDENTIAL FIRMS Roy K. Yamamoto Architect, AIA, Inc. (Architect of Record); Johnston Marklee (Design Architect) CLIENT

Chan Luu

CONTR ACTOR Hanalei CDM LOCATION Kīlauea, Kaua‘i, Hawai‘i PHOTO: NICHOLAS HOFSTEDE (JOHNSTON MARKLEE); CHAN LUU

EJ King High School “While adhering to stringent program requirements and budgetary constraints, the state-of-the-art EJ King High School project successfully transforms the campus by giving it a new heart and a much-needed welcoming gathering space. Notable are the iconic fullheight glass entrance wall, the generous covered lanai and the day-lit interiors.” — JUROR’S COMMENT

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HONORABLE M ENTION INSTITUTIONAL FIRM G70 CLIENT Department of Defense

Education Activity / USACE

CONTR ACTOR Nippo Corporation LOCATION Commander Fleet

Activities, Sasebo Japan

PHOTO: NAOOMI KUROZUMI

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU

HONORABLE M ENTION RESIDENTIAL FIRM Peter Vincent Architects ADDITIONAL DESIGN FIRM

Surfacedesign (Landscape Architect) CONTR ACTOR Mokulua High

Performance Builders

LOCATION Honolulu, O‘ahu, Hawai‘i PHOTO: ADAM TAYLOR PHOTOGRAPHY

COMMENT

University of Hawai‘i Maui College Heona Art Center “This project illustrates how good design can positively impact a campus culture in meaningful and lasting ways. The heart of the design employs a crisp, well organized, and deeply rational plan to support and present spaces for the making and learning of art to the larger campus community. This project, should it be realized, will undoubtedly improve the life and well-being of the campus community. ” — JUROR’S

HONORABLE M ENTION UNBUILT

Commissioned Work to be Built FIRM G70 CLIENT University of Hawai‘i

Community Colleges

LOCATION

Kahului, Maui, Hawai‘i

RENDERING: ICON CG

COMMENT

Victoria Place and Victoria Ward Park “The building itself is simple but sophisticated, letting the park take presence for the pedestrians walking by. This tower and park prove that density can allow for great shared public space.”

HONORABLE M ENTION RESIDENTIAL FIRM SCB

— JUROR’S COMMENT CLIENT

Howard Hughes

Hawaiian Dredging Construction Company

CONTR ACTOR

LOCATION Honolulu, O‘ahu, Hawai‘i PHOTO: COURTESY OF WARD VILLAGE

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Honorable Mention

“This house makes you want to spend the day outside moving from one beautifully crafted space to another. Indoor living / entertaining spaces flow seamlessly to covered outdoor spaces blurring the line between in and out. The home and its landscape establish the intended “visceral relationship” with the cherished 150-yearold banyan tree.” — JURO R’S

A I A H O N O L U L U D E S I G N AWA R D S 2 025

Hale Lē‘ahi

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025

World Language Center

Other Awards

“This thoughtfully designed World Language Center makes excellent use of natural light and ventilation. Generous overhangs and integrated seating invite children to interact with both the building and its surroundings.” — JUROR’S COMMENT

HONORABLE M ENTION INSTITUTIONAL FIRM Dean Sakamoto Architects CLIENT Niu Valley Middle School,

Hawaii State Department of Education

CONTR ACTORS S&M Sakamoto, Inc. (Phase 1); Close Construction, Inc. (Phase 2) LOCATION Honolulu, O‘ahu, Hawai‘i PHOTO: ANDREA BRIZZI PHOTOGRAPHY

Kūpono Hale TH E HAWAI 'I EN ERGY AWARD FOR EXCELLENCE IN EN ERGY- EFFICIENT DESIGN RESIDENTIAL FIRM Hawaii Off Grid Architecture

& Engineering

LOCATION Makawao, Maui, Hawai‘i PHOTO: TRAVIS ROWAN PHOTOGRAPHY ABOUT THE HAWAI‘I ENERGY AWARD FOR ENERGY-EFFICIENT DESIGN The Hawai‘i En-

ergy Award recognizes buildings that help Hawai‘i toward our 100% clean energy goals by incorporating energy efficiency as a foundational value.

Kupono Hale is an off-grid residence in Makawao, Maui, designed for complete energy and water self-sufficiency.

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STUDENT DESIGN AWARDS The Student Design Awards honor student achievements in the design studio and provide a forum for student design excellence to be celebrated beyond the academic setting. AWARD OF EXCELLENCE

HONORABLE M ENTION

UNDERGRADUATE

Student Design Awards

Keiki Kaiāulu

Kanewai Swimming Center

STUDENT Victoria Pangelinan

STUDENT Yu An Ma

SCHOOL University of Hawai‘i at Mānoa School of Architecture

“The playful concept fits with the intended users of the space. The day care at the top with light and play space with residences below just works. The exterior architecture found a harmonious balance in composition with the various elements, and the scale of a 6 story building fits in with the context of the neighborhood. ” — JUROR’S COMMENT

“Compelling and well-done narrative. Concept design is holistic in its response to context and program: lifting the pool deck above the street and protecting from wind and sun creates a compelling user experience and shows an architectural character befitting a swim center in an urban environment. Presentation was clear and supportive of concept design. Great concept sketch and model.” — JUROR’S COMMENT

HONORABLE M ENTION

PEOPLE 'S CHOICE AWARD

UNDERGRADUATE

Wā Kō‘ie‘ie STUDENT Byrne Meheula Williams SCHOOL University of Hawai‘i at Mānoa School of Architecture

“A well thought out architectural response with site planning, ﬂoor plan and exterior massing and character. Interesting pixelated exterior metal skin developed from abstracted wave patterns. It’s a good solution to an archive building. Overall an inspired design that was clearly presented.” — JUROR’S COMMENT

Takeya Mass Timber Complex, Honolulu Community College STUDENT Michael Griffin SCHOOL University of Hawai‘i at Mānoa School of Architecture

“The centerpiece of the Takeya Mass Timber Complex is a gym with exposed timber beams and a curtain wall bathing the space in natural light. Along Dillingham Boulevard, student services offer accessible, digniﬁed support, while a timber bridge links to a 15-story residence with study spaces, housing, and a daycare—embracing learners and their families” — JUROR’S COMMENT H AWA I I B U S I N ES S | 89

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025

DISTINGUISHED

STUDENT

ENTRANTS

DISTINGUISHED ENTRANTS

Distinguished Entrants

INTERIOR ARCHITECTURE

Hale Iuka FIRM Fujita + Netski Architecture LLC UNBUILT

CLIENT Travis and Nicole Ferrara CONTR ACTOR Ko'olau Builders LOCATION Aina Haina, O‘ahu, Hawai‘i

DISTINCTIVE DETAIL

GRADUATE

PHOTO: OLIVIER KONING

Inside Out- Outside In

Halau Wa'a

STUDENT

FIRM WCIT Architecture

Thanh Nguyen

ADDITIONAL DESIGN FIRM Lighting Design Alli-

SCHOOL

ance (Lighting Designer) CLIENT BRE Hotels LOCATION Kapalua, Maui, Hawai‘i

University of Hawai‘i at Mānoa School of Architecture

PHOTO: HAZEL GO, AIA; TOD GUSHIKEN, AIA

INTERIOR ARCHITECTURE UNBUILT

Volcano Residence Commissioned Work Not to be Built FIRM Mork-Ulnes Architects LOCATION Volcano, Hawaii Island, Hawai‘i RENDERING: VER3D AND MORK-ULNES ARCHITECTS

GRADUATE

Reimagining Lāhainā: Coastal Resilience Through Memory and Landscape STUDENT

Trinh Tran SCHOOL

INSTITUTIONAL

HHS Kosasa Family Campus @ Ho'opili FIRM Paciﬁc Asia Design Group CLIENT Hawaiian Humane Society CONTR ACTOR Allied Builders System LOCATION Ewa Beach, O‘ahu, Hawai‘i PHOTO: KYLE ROTHENBORG

Congratulations To All The Winners!

University of Hawai‘i at Mānoa School of Architecture

VI EW I N FO R MATI O N ABOUT ALL SU B M I SSIO N S H E RE HT TPS :// W W W. AIAHONOLULU.ORG/ DESIGN -AWARDS/

UNDERGRADUATE

Evergreen Senior Residence STUDENT

Xueting Chen SCHOOL

University of Hawai‘i at Mānoa School of Architecture

90 | S E P T E M B E R 2 0 2 5

A S PEC I A L PU B L I CAT I O N O F A I A H O N O LU LU A I A H O N O L U L U D E S I G N AWA R D S 2 025

UNDERGRADUATE

Makaloa

UNDERGRADUATE

STUDENT SCHOOL

University of Hawai‘i at Mānoa School of Architecture

STUDENTS

Mark Masaoay; Karen Lee SCHOOL

University of Hawai‘i at Mānoa School of Architecture UNDERGRADUATE

Kupono STUDENT

Jenna Grabowski SCHOOL

University of Hawai‘i at Mānoa School of Architecture

UNDERGRADUATE

Palm Residence STUDENT

Indy Rose SCHOOL

University of Hawai‘i at Mānoa School of Architecture UNDERGRADUATE

Kanewai Community Park & Swimming Center Renovation STUDENT

Cameron Kim SCHOOL

University of Hawai‘i at Mānoa School of Architecture

UNDERGRADUATE

Kauhale Maluhia STUDENT

Hokule'a Dragomanovich SCHOOL

Honolulu Community College

H AWA I I B U S I N ES S | 91

Student Student Distinguished Awards Entrants

Jenna Grabowski

Hale Hui

BY STEVE PETR A N IK ILLUSTRATIONS: GETTY IMAGES

Will Social Security Be There for You?

This time the BOSS Survey reached 341 business leaders from April 15 to June 30, and the 808 Poll 410 people from April 11 to April 30. Some of the results, along with the full methodology, were reported in the magazine’s August issue and online at hawaiibusiness.com. Here are the further results.

TWICE EACH YEAR, ANTHOLOGY RESEARCH CONDUCTS TWO SURVEYS FOR HAWAII BUSINESS MAGAZINE: the BOSS

Survey of local business owners and executives, and the 808 Poll of the Islands’ general population.

Each respondent in the BOSS Survey and currently employed respondents in the 808 Poll were asked: HOW CONFIDENT ARE YOU THAT

Impact of Federal Decisions on Your Life In both surveys, respondents were asked: HAVE YOU OR YOUR FAMILY’S FINANCIAL OR EMPLOYMENT SITUATIONS BEEN AFFECTED BY ACTIONS TAKEN BY PRESIDENT DONALD TRUMP’S NEW ADMINISTRATION, INCLUDING THE DEPARTMENT OF GOVERNMENT EFFICIENCY, OR DOGE?

FF E

NA EE

F EC

T ED

F E C TED EW H

AT A F

SO M

YES ,

TED

16%

EC TE

YE S

HAS YOU R FAM I LY ’ S S ITUATION BEEN AF F ECTE D... G E N E R AL PU B LIC

LOT

37%

WO R

F AF

VERY CONFIDENT

HOW CON F I DE NT AR E YOU... G E N E R AL PU B LIC

21%

AF F

26% JUS T

A L I TT L

A WH

EN ID

SOMEWH

F ON AT C

, BE

30%

*DK/DA: Didn’t know or didn’t answer | Percentages don’t always add to 100 due to rounding 92 | S E P T E M B E R 2 0 2 5

JUST A LITTLE

I AM

OO TT NO

FID EN T

TED

NO, N O TB

23% AF

LL,

RIE D, IA

NO TW OR

A AT

VERY

LOT

NFIDENT

35% ON

16%

27%

O LL C

10%

TA TA NO

50%

I DE

SOMEWHAT CONF

YES ,

HAS YOU R FAM I LY ’ S S ITUATION BEEN AF F ECTE D... BUSINESS LE ADE RS

N CO

Among the general public, groups that are most worried are males, people age 18 to 34, those 65 and older, Native Hawaiians and the least affluent respondents.

L, I AM VERY CONFID EN

O TO

28%

D TE

T AL DA

NOT

HOW CON F I DE NT AR E YOU... BUSINESS LE ADE RS

32% EN

DK/DA*

NO , NO TB

16%

23%

NO TW

RIE

VER YW OR

IA D,

ALL CONFIDENT

RI E

SOCIAL SECURITY WILL PAY ALL THE BENEFITS THAT ARE DUE TO YOU DURING YOUR ENTIRE RETIREMENT?

T AT NO

We asked that question and others about inflation, the Trump administration, insurance and more in surveys of local business leaders and members of the general public

YE S

ME , SO

THE BOSS SURVEY & 808 POLL

How Are You Dealing with Inflation and Higher Interest Rates? In the BOSS Survey, business owners and executives were asked IF THEY TOOK ANY OF THE FOLLOWING ACTIONS TO PERSONALLY COPE WITH INFLATION AND HIGH INTEREST RATES. Respondents could say yes to as many situations as applied to them personally.

CUT BAC K ON S PE N DI NG OVE R ALL

74%

E AT OUT LE S S OFTE N

68%

PUT OF F S PE N DI NG ON MAJOR ITE M S S UC H AS CARS , R E NOVATION S OR A N EW HOM E

65%

DOWN S I Z E D OR E LI M I NATE D VACATION S

51%

TAKE ON E X TR A WOR K TO I NC R E AS E I NCOM E

40%

I N F L ATION HAS HAD NO MAJOR I M PACT ON OU R S PE N DI NG DEC I S ION S

27%

0 Hurricane 10 20Insurance 30 40 Higher Cost of Home and

Respondents in both surveys were asked about the PERSONAL IMPACT THAT THE HIGHER COST OF HOME AND HURRICANE INSURANCE HAS HAD ON THEM AND THEIR FAMILIES.

11%

T PAC

13%

PA CT

T AC

21% PE RSONAL I M PACT... BUSINESS LE ADE RS

41% SM A

L L IM

PACT

PE RSONAL I M PACT... G E N E R AL PU B LIC

SM A

23%

TANTIAL IMPAC SUBS T

23%

TANTIAL IMPACT SUBS

25%

43% LL I

MPAC

H AWA I I B U S I N ES S | 93

ILLUSTRATION: GETTY IMAGES

Our Survey Asks People About Their Personal Lives

The good news: 83% of those surveyed say their lives overall are either “Great” or “Good.” The bad news: 24% say they are worse off financially than before the pandemic.

Each of the 410 respondents in the 808 Poll of the general public in Hawai‘i was asked to RATE ASPECTS OF THEIR PERSONAL LIVES AND THEIR COMMUNITIES. In addition to the percentage results, an average score was also calculated. The higher the average score, the more positive the overall perception; 4.0 would be a perfect score and 1.0 is the lowest score possible.

YOU R LI FE I N G E N E R AL

2% 16%

55%

YOU R PE RSONAL HOUS I NG

3% 18%

39%

YOU R N E IG H BORHOOD

2% 14%

51%

LOCAL BUS I N E S S OVE R ALL

3.09

28%

3.16

40%

3.15

33%

2.85

2% 30%

49%

19%

3% 37%

44%

16%

2.72

PU B LIC SAFET Y OVE R ALL

44%

14%

2.66

LOCAL GOV T. OVE R ALL

16%

COST AN D QUALIT Y OF UTI LITI E S

33%

LOCAL NON PROFITS OVE R ALL

36% 43% 38%

1.00

29%

12%

19% 11% 2.00

AWFUL

SO SO

GOOD

2.38

2.07 3.00

GREAT

The 808 Poll asked the same questions in October 2024; for the most part, the variations in scores between that poll and this one were small and within the margin of error for a survey of this size. The one exception was the perception of local government overall, which fell from an average score of 2.77 last October to 2.38 this April.

Percentages don’t add to 100 due to rounding 94 | S E P T E M B E R 2 0 2 5

4.00

THE BOSS SURVEY & 808 POLL

The Value of Remote Work

Your Finances: Pre-Pandemic vs. Now

The 277 respondents who are employed were asked: HOW IMPORTANT, IF AT ALL, IS THE

Each respondent in the 808 Poll of the general public was asked: THE PANDEMIC HIT IN

FLEXIBILITY OF WORKING REMOTELY TO YOU?

EARLY 2020. COMPARED WITH JUST BEFORE THE PANDEMIC, HOW MUCH HAS YOUR FINANCIAL SITUATION RECOVERED?

16%

DE M IC

E AM

43% Y LL SO CIA ME N A WHA N T BETTER OFF FI

T TAN P OR

HAN PRE-PAN

S THE ABOUT

YOU R F I NANC E S : PR E - PAN DE M IC VS . NOW

OFF T

SO M

R TTE

13%

SLIGHTLY IM

11%

HA TP

N FINA ANCI NC A IAL LLY LY M

IN-

PE RS ES O SE

IAL NT

R FI

28%

LY NCIAL INA

TA TA NO

ORK

M U C H P OORE

24% WORS E OFF

I PREFER TO W

RTANT IM P O

TH E VALU E OF R E MOTE WOR K

22%

33% IMP O

RTANT, NOT ESSEN

T IA

Working remotely is more valued by women, workers under 50, more affluent and educated people, married respondents and those who live in larger households.

Those doing better on average include affluent respondents, Caucasians, college graduates, married respondents, homeowners and those residing in larger households.

H AWA I I B U S I N ES S | 95

ILLUSTRATIONS: HAWAII BUSINESS

What’s Your Assessment of the Governor and Your Mayor? RESPONDENTS IN BOTH THE BOSS SURVEY OF BUSINESS OWNERS AND EXECUTIVES AND THE 808 POLL OF THE GENERAL POPULATION WERE ASKED TO RATE GOV. JOSH GREEN IN FOUR AREAS. THEY WERE ALSO ASKED TO ASSESS THE PERFORMANCE OF THEIR COUNTY MAYOR.

Respondents were asked to choose from four assessments in each area: great (worth 4 points), good (3 points), so-so (2) and awful (1). An average score was then calculated. To achieve a perfect average score of 4.0, the governor or mayors would have to have received “great” assessments

96 | S E P T E M B E R 2 0 2 5

from all respondents; 1.0 is the lowest average score possible, and would happen if everyone answered “awful.” In each of these assessments the results are similar, whether all respondents’ scores are counted (as shown) or only those of registered voters (not shown). As you see in the charts, business owners and executives were mostly harsher on average in their assessments of each politician’s performance than the general public.

THE BOSS SURVEY & 808 POLL

Gov. Josh Green Meeting the housing needs of Hawai‘i’s people

DK/DA*

L FU

2% 6%

F AW

EA T

32%

17%

GOO

21%

2.49 AV E R AG E GENERAL PU B LI C

SO S

35%

EA T

32%

G OOD

2 .01 AV E R AG E BUSINESS LE A D E R S

Green took office on Dec. 5, 2022.

39% SO SO

DK/DA*

UL AWF EA T

GO O

16%

17%

Protecting our environment

2.65 AV E R AG E GENERAL PU B LI C

34%

2.31 AV E R AG E BUSINESS LE A D E R S

34% O

SO S

40% OD

40% ** ON THE ENVIRONMENT, GREEN SCORES BETTER AMONG THE GENERAL PUBLIC ON THE NEIGHBOR ISLANDS THAN ON O‘AHU. DK/DA*

2% 4%

UL AWF EA T

14% 22%

2 .0 0 AV E R AG E BUSINESS LE A D E R S

GO O

30%

31%

17%

2.56 AV E R AG E GENERAL PU B LI C

1% 4%

19%

16%

2.56 AV E R AG E GENERAL PU B LI C

SO S

36%

30% 39%

Taking care of infrastructure

(roads, bridges, etc.)

22% 1 .96 AV E R AG E BUSINESS LE A D E R S

34%

UL AWF

EA T

42% SO

DK/DA* UL

38%

SO S

Managing UL F tourism AW

*DK/DA: Didn’t know or didn’t answer. These responses were excluded from the score. | Percentages don’t always add to 100 due to rounding H AWA I I B U S I N ES S | 97

ILLUSTRATIONS: HAWAII BUSINESS

Blangiardi took office on Jan. 2, 2021.

Honolulu Mayor Rick Blangiardi DK/DA*

Meeting the housing needs of Hawai‘i’s people

FU AW

3% 7%

F AW

EA T

13%

17% 21%

2.39 AV E R AG E GENERAL PU B LI C

40%

31%

SO S

G OOD

2 .04 AV E R AG E BUSINESS LE A D E R S

GOO

29%

EA T

40% SO SO DK/DA*

F AW

5% 5%

F AW

EA T

8% 27%

13%

45%

Protecting our environment

33%

SO S

G OOD

2 . 51 AV E R AG E GENERAL PU B LI C

2.23 AV E R AG E BUSINESS LE A D E R S

GOO

15%

EA T

47% SO SO DK/DA*

FU AW

5% 4%

22%

F AW

EA T

21%

40%

37%

SO S

G OOD

2.52 AV E R AG E GENERAL PU B LI C

2 .07 AV E R AG E BUSINESS LE A D E R S

EA T

13%

11% GOO

Managing tourism

47% SO SO DK/DA*

F AW

3% 4%

F AW

EA T

22% 18%

Taking care of infrastructure

(roads, bridges, etc.)

28%

G OOD

SO S O

45%

EA T

15% 2.36 AV E R AG E GENERAL PU B LI C

1 .95 AV E R AG E BUSINESS LE A D E R S

GOO

31%

35%

SO SO

*DK/DA: Didn’t know or didn’t answer. These responses were excluded from the score. | Percentages don’t always add to 100 due to rounding 98 | S E P T E M B E R 2 0 2 5

HAWAIIBUSINESS.COM/NEWSLETTER-SIGNUP

H AWA I I B U S I N ES S | 99

ILLUSTRATIONS: HAWAII BUSINESS

Neighbor Island Mayors IN BOTH THE BOSS SURVEY OF BUSINESS OWNERS AND EXECUTIVES, AND THE 808 POLL OF THE GENERAL PUBLIC, THE NUMBER OF PEOPLE SURVEYED ON KAUA‘I, MAUI AND HAWAI‘I ISLAND WERE INSUFFICIENT TO PROVIDE STATISTICALLY VALID RESULTS. The samples in each survey ranged from as low as

18 people – that was on Kaua‘i, the least populated among the four most populated Islands – and as many as 71. I struggled with whether to report the numbers or not. In the end, after checking with Editor-in-Chief Jenni-

Subscribe Today Hawaii Business Magazine celebrates 70 years of serving the islands this year - and our role remains crucial. We provide valuable information for you and your organization, award winning stories about interesting and important topics, and unique coverage found nowhere else.

100 | S E P T E M B E R 2 0 2 5

fer Ablan, I chose to publish them. My rationale is that publicly available data like this is rarely available for the Neighbor Islands, so I want residents there to see the numbers even though – I repeat – the sample sizes are insufficient to provide statistically valid results. Let me know if you agree or disagree with this decision by sending an email to stevep@hawaiibusiness.com.

THE BOSS SURVEY & 808 POLL

Mayor Kimo Alameda of Hawai‘i County DK/DA*

L FU

13%

F AW

EA T

13%

45%

31%

SO S

G OOD

2.44 AV E R AG E GENERAL PU B LI C

26%

2.43 AV E R AG E BUSINESS LE A D E R S

EA T

12%

12% GOO

Meeting the housing needs of Hawai‘i’s people

Alameda is the newest of the state’s four mayors, having been sworn in Dec. 2, 2024.

39% SO SO DK/DA*

L FU

13%

F AW

EA T

14%

12%

8% GOO D

27%

2 . 41 AV E R AG E GENERAL PU B LI C

49%

26%

SO S

G OOD

2.50 AV E R AG E BUSINESS LE A D E R S

Protecting our environment

EA T

42% SO SO

Managing tourism

DK/DA*

L FU

13%

F AW

EA T

13%

13% GOO D

22%

2.46 AV E R AG E GENERAL PU B LI C

44%

SO S

G OOD

2.38 AV E R AG E BUSINESS LE A D E R S

EA T

36%

44% SO SO

DK/DA* F AW

21%

F AW

EA T

14%

EA T

10%

16%

(roads, bridges, etc.)

SO S O

28%

48% G OOD

28%

2.55 AV E R AG E GENERAL PU B LI C

GO OD

2.58 AV E R AG E BUSINESS LE A D E R S

Taking care of infrastructure

27%

*DK/DA: Didn’t know or didn’t answer. These responses were excluded from the score. | Percentages don’t always add to 100 due to rounding H AWA I I B U S I N ES S | 101

ILLUSTRATIONS: HAWAII BUSINESS

Mayor Richard Bissen of Maui County

Bissen has been Maui’s mayor since Jan. 3, 2023.

Meeting the housing needs of Hawai‘i’s people

F AW

17% 1 . 57 AV E R AG E BUSINESS LE A D E R S

23%

SO SO

12%

25%

SO SO

2.59 AV E R AG E GENERAL PU B LI C

31%

54%

37% SO

EA T

20%

2 .0 5 AV E R AG E BUSINESS LE A D E R S

L AWFU

20%

DK/DA* W

15%

36% SO

L FU

EA T

27% 2.46 AV E R AG E GENERAL PU B LI C

23%

FU AW

60%

DK/DA*

Managing tourism

F AW

20%

17%

EA T

27% 2.52 AV E R AG E GENERAL PU B LI C

SO SO

1 . 61 AV E R AG E BUSINESS LE A D E R S

26%

19% GO

FU L

35%

56%

23%

21% 2.45 AV E R AG E GENERAL PU B LI C

EA T

26% GO

31% SO

50% FU L

*DK/DA: Didn’t know or didn’t answer. These responses were excluded from the score. 102 | S E P T E M B E R 2 0 2 5

33%

SO SO

2.58 AV E R AG E BUSINESS LE A D E R S

F AW

17%

THE BOSS SURVEY & 808 POLL

Mayor Derek Kawakami of Kaua‘i County UL AWF

11%

2.68 AV E R AG E GENERAL PU B LI C

34%

EA T

15% GO OD

28%

SO S

42%

GRE

SO SO

11%

EA T

27%

Protecting our environment

SO SO

3 .1 9 ** AV E R AG E GENERAL PU B LI C

GO OD

38%

2.35 AV E R AG E BUSINESS LE A D E R S

47%

18%

2.54 AV E R AG E BUSINESS LE A D E R S

3% 8%

GO OD

SO SO

F AW

AWFUL

EA T

Kawakami is the longest serving of the state’s mayors, having been sworn into office on Dec. 3, 2018.

65%

** THE HIGHEST RATING AMONG ALL THE POLITICIANS

DK/DA*

GRE

AWFUL

2% 9%

13%

EA T

13% 2 . 74 AV E R AG E GENERAL PU B LI C

59%

SO S

44%

30%

GO OD

22%

GO OD

2.38 AV E R AG E BUSINESS LE A D E R S

SO SO

F AW

GRE

17%

2% 16%

EA T

Taking care of infrastructure

(roads, bridges, etc.) 34%

27%

2.85 AV E R AG E GENERAL PU B LI C

55% GO OD

GO OD

SO S

2.27 AV E R AG E BUSINESS LE A D E R S

43%

AWFUL AT

Percentages don’t always add to 100 due to rounding H AWA I I B U S I N ES S | 103

The 12th Annual Leadership Conference was an inspiring and informative day ﬁlled with thought-provoking conversations and opportunities to learn, grow and connect. A huge mahalo to keynote speaker and innovation expert Luke Williams, and to our afternoon duo of Christine Camp and Micah Kāne for their inspiring message of success through failure. And to our 40 amazing local speakers!

“The 2025 Leadership Conference was a powerful reminder of what’s possible when Hawai‘i’s leaders come together with purpose,” said Bob Harrison, Chairman, President and CEO, First Hawaiian Bank. “The conversations sparked throughout the day reinforced the importance of staying grounded in our values while embracing change. First Hawaiian Bank is proud to support this event and the many leaders working to shape a stronger future for our islands.”

The annual conference brings together Hawai‘i’s business community with the intent to strengthen relationships and leadership skills that will move Hawai‘i forward.

“Mahalo to Hawaii Business Magazine for bringing together Hawai i’s brightest minds and boldest leaders at this year’s Leadership Conference. At Alaska Airlines and Hawaiian Airlines, we believe that leadership rooted in purpose and kuleana has the power to transform communities. This event was a powerful reminder that when we invest in people, we invest in a better future for Hawai i. The energy, ideas, and inspiration shared will ripple far beyond this one day. We’re proud to stand alongside those who are rising to the moment and charting a bold path forward for our islands and our people.”

The Leadership Conference would not be possible without the generous support of presenting sponsor First Hawaiian Bank and and our supporting sponsors and partners listed below. We are looking forward to Leadership Conference 2026!

MAHALO TO OUR SPONSORS & PARTNERS! PRESENTING SPONSOR

— ROBERT HARRISON , CHAIRMAN , PRESIDENT, & CEO., FIRST HAWAIIAN BANK

—AL ASK A AIRLINES AND HAWAIIAN AIRLINES

“Each year, we leave the Leadership Conference enlightened, rejuvenated, and further connected with our vibrant business community. Mahalo to Hawaii Business, and all the panelists, sponsors and attendees for another empowering conference. It’s an honor to support this event that inspires and cultivates transformative leadership in Hawai‘i.” —ALTRES

“Mahalo to the Hawaii Business team for another outstanding event, and to all the speakers, panelists, and moderators for sharing their experiences and insights. Special thanks to keynote speaker Luke Williams for getting us started with his thought-provoking insights, and to Christine Camp and Micah Kāne for sharing their personal stories of how their “failures” had helped develop their skills and sensibilities for success. It’s a privilege for Anthology Finn Partners to be a sponsor of the Leadership Conference, and we look forward to seeing many of you again at the Hawaii Business Wahine Forum in October.”

GOLD SPONSORS

— DENNIS CHRISTIANSON , MANAGING PARTNER , ANTHOLOGY FINN PARTNERS

SILVER SPONSORS

NONPROFIT SPONSOR

SPECIAL PARTNER

104 | S E P T E M B E R 2 0 2 5

MERCH SPONSOR

“Systemcenter is grateful to be part of Hawai‘i’s vibrant business community and sees opportunities like the Leadership Conference as essential to preparing the next generation of leaders. It was an honor to be able to contribute alongside so many visionary leaders from our community, sharing on the power of storytelling in leadership and how it helps you connect with your team in authentic ways, show vulnerability by sharing challenges you’ve overcome, and make complex ideas tangible. It was wonderful to reconnect with longtime partners and meet new ones. The future of Hawaii’s businesses is bright with the leaders we have—and those we’re growing.” —STEPHAN EDWARDS, PRESIDENT OF SYSTEMCENTER

“This conference taught me how important it is to connect, communicate and collaborate. I learned about the power of moving calmly through a crisis and planning ﬁve steps ahead to make sure my organization is future-focused.” — NATALIE DUR AN, HAWAII NEWS NOW MEDIA EXECUTIVE

”As a business focused on growing leaders in Hawai‘i and aligning teams more functionally together, one of the values at the core of our business is pilina the belief that it’s our relationships with each other that allows us to get anything done. HB’s Leadership Conference serves as a unique place for pilina to be built in our leadership community, and for that purpose, we were pleased to serve as one of the gold sponsors of the conference this year.” — KU ’ UL ANI KEOHOK ALOL , CEO, PEOPLE STR ATEGIES HAWAI ‘ I

“HEC is proud to sponsor the Hawaii Business Leadership Conference because effective leadership is essential to thriving workplaces. This event brings together Hawai‘i’s top business minds to share ideas, discuss challenges, and explore innovations. As a trusted partner to Hawai‘i’s employers, we see this conference as an opportunity to empower leaders with the insights and community they need to lead with clarity, courage, and compassion—now and into the future.” —SAR AH GUAY, PRESIDENT AND CEO HAWAII EMPLOYERS COUNCIL

“Mahalo to Hawai‘i Business for convening another inspiring Leadership Conference. We were proud to support this year’s gathering, which continues to cultivate the leadership skills our communities need to thrive. By bringing together voices from across sectors, the conference sparked meaningful dialogue, fresh perspectives, and connections rooted in shared purpose. It reaffirmed our belief that when we invest in people and their capacity to lead, we help build a more resilient future for Hawai‘i.” — AJ HAL AGAO, HAWAII LEADERSHIP FORUM

“The conference really made me think beyond the typical ROI. It reminded me that learning, when done with intention, can shift mindsets and shape culture of an organization, it’s not just a support function, it’s a real driver for change.” —JIE JIANG (JJ), MANAGER , LEARNING & DEVELOPMENT HEMIC H AWA I I B U S I N ES S | 105

PA R T I N G

S H O T

LOCATION: HONOLULU

BY RYA N N N O E L A N I C O UL ES

| PHOTOGRAPHER: AARON YOSHINO

Helping to Feed Hawai‘i Since 1913 Y. HATA & CO. HELPS KEEP PEOPLE IN HAWAI‘I FED by distributing food,

ingredients, supplies and other necessities to restaurants, hotels, schools and military bases statewide. Founded in Hilo in 1913, the family-owned business now operates warehouses in Honolulu, Līhu‘e and Hilo. Its facilities store a wide range of products, from dry, frozen and shelf-stable foods to paper goods and cleaning supplies. Its Honolulu location on Sand 106 | S E P T E M B E R 2 0 2 5

Island Access Road “is the headquarters, so we typically intake everything here and then distribute it out to the different islands. We send products out via barge or air freight,” explains Preston Keliihoomalu, the company’s senior transportation manager. The last leg of the journey is transporting products from the warehouses to customers via delivery trucks. Y. Hata’s fleet handles deliveries on O‘ahu, Kaua‘i and Hawai‘i Island. It also ships goods to Maui, Moloka‘i and Lāna‘i,

and works with “third-party vendor transportation companies” to complete the deliveries, Keliihoomalu says. Pictured, Honolulu warehouse lead Raymark Munoz uses a pallet jack to load a “cube” of products onto a Y. Hata trailer. Keliihoomalu notes that the Honolulu transportation team manages 25 to 30 routes on O‘ahu, with each route having multiple stops. “Making sure Hawai‘i is fed, as a local, gives me a sense of pride,” he says.

SPECIAL PROMOTIONAL SECTION

A Legacy of Adventure, Curling, and a Hawai‘i Never Forgotten PAT P O P OV I C H F O L LOW E D H E R PA S S I O N S A N D L E F T A L E GAC Y T H AT S U P P O R T S H AWA I ‘ I T H R O U G H T H E C H A N G E F R A M E WO R K .

A LEGACY OF FRIENDSHIP

experiences. She fulfilled a childhood dream by earning her pilot’s license, “PAT” POPOVICH FOLLOWED something she’d wanted to do since her HER PASSIONS AND BUILT LIFELONG RELA first airplane ride at age six. In retireTIONSHIPS EVERYWHERE SHE WENT and in ment, she was making plans to venture everything she did, leaving behind a into podcasting, and made friends legacy of friendship for the places and with classmates in a class to learn how causes close to her heart. to do it. “Let life come at you and happen, SEEKING ADVENTURE and just go with the “We didn’t get an way it moves,” Popovich WITH AN OPEN HEART instruction book said on the podcast of Born April 19, 1950, Pat’s on our lives. We one of her friends from youth was spent in Kailua, have to choose the class. “I always O‘ahu, and though life the days and what want to try things. Just would take her far away, go for it.” comes out of her love for the islands Pat’s open-hearted them, and make enthusiasm also extended to never left her. them good.” A flight attendant for giving back. She was an avid 13 years, Pat liked to say volunteer at PBS, the Lady -PAT POPOVICH that she lived in all four Bird Johnson Wildflower corners of the country: Center in Austin, and variHawai‘i, California, Arizona, Vermont, ous other organizations, and she became and finally, Austin, Texas, where she a strong advocate for curling, a sport ended up in her signature fashion: she knew nothing about until discovering it by being open to friendship and new late in life. N ISLAND GIRL WHO WENT ON

TO EXPLORE THE WORLD, LOAINE

Pat first heard about HCF following the Maui Wildfires, when she made a gift to the Maui Strong Fund. Later, while revising her estate plans, she reached out to HCF to inquire how a gift made upon her passing could benefit the islands she carried in her heart throughout her life. Upon her sudden and unexpected passing in 2024, Pat’s estate included bequests supporting her Austin curling club, animal welfare, and a significant gift to benefit her beloved Hawai‘i, in the form of the Loaine Pat Lewis Popovich Fund of HCF, an endowed designated fund that supports HCF’s CHANGE Framework. Her generous legacy gift ensures that her love for her island home will live on, making a difference for the people and places of Hawai‘i for generations to come. “Pat traveled the world and, having grown up in Hawai‘i, her love for the islands and diversity of culture and people never left her,” says HCF Senior Director of Philanthropy Malia Peters. “It’s a beautiful tribute to the aloha Pat carried with her from the islands throughout her life, and the strength of her friendships that Pat’s friends also made generous donations to her namesake fund in her memory, contributing to her legacy of supporting Hawai‘i.” It’s a fitting legacy, given Pat’s enthusiastic approach to taking what life brings, that her gift provides HCF with the flexibility to advance its mission as critical needs emerge, such as responding to unplanned tragedies like the Maui fires. By supporting unrestricted funding for the CHANGE Framework, Pat’s fund embodies the same adaptability and readiness that characterized her approach to living. “We didn’t get an instruction book on our lives,” Pat said on her friend’s podcast. “We have to choose the days and what comes out of them, and make them good.”

T O L E A R N M O R E A B O U T T H E C H A N G E F R A M E W O R K O R L E GAC Y G I V I N G , P L E A S E C O N TAC T H C F D O N O R S E R V I C E S AT (8 0 8) 5 6 6  5 5 6 0 O R D O N O R S E R V I C E S @ H C F  H AWA I I . O R G . H AWA I I B U S I N ES S | 107

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