In addition to providing job training and access to basic necessities, financial literacy plays a role in helping people out of homelessness.
HOMES FOR INDUSTRY
Arkansas is a business-friendly state, so it should come as no surprise that its municipalities are dotted with industrial parks and properties.
HOT, HOT, HOT (SPRINGS)
The Broyles Award ceremony, held for years in downtown Little Rock, made a smashing debut at Oaklawn in Hot Springs in February.
Programs like Leadership Greater Little Rock and Leadership Arkansas are designed to take local business leaders and mold them into community leaders.
Randy Zook of the Arkansas State Chamber of Commerce is bullish on Arkansas’ industrial prospects moving forward, with big projects and more growth on the horizon.
There is a little bit of good news and a little bit of bad news in forecasting Arkansas’ economic outlook for 2025, according to the forecasters.
Finance experts shared their expertise on public financing, and it can represent an effective way for local municipalities to fund big projects.
AMP asked readers once again to name their favorite occupants of traditional “C-Suite” jobs, from CEOs and COOs to CHROs and CPOs.
There may be no bigger measure of success in business than longevity. Statistics reveal how difficult it is to keep a venture open for just a few years, let alone for decades.
The Greater Hot Springs Chamber of Commerce recently dished out awards to some of Spa City’s best businesses while celebrating the city’s forward momentum.
AMP wraps up its two-part sitdown with Little Rock Trojans AD Frank Cuervo, who discussed the challenges presented by NIL and growing
PRESIDENT & PUBLISHER
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Dwain Hebda | dwain@armoneyandpolitics.com
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Mark Carter | mcarter@armoneyandpolitics.com
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Mak Millard | mmillard@armoneyandpolitics.com
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CONTRIBUTORS
Kelli Reep, Steve Lewis, Anthony Owen, Matt Smithmeier, Todd Traub, Steve Wilcox
SPA CITY HYPE
ON THE COVER
Gary Troutman, president and CEO of the Greater Hot Springs Chamber of Commerce, presided over the recent chamber awards ceremony recognizing outstanding businesses in the Hot Springs area
See story, page 95.
FEEDBACK
TAPPED POTENTIAL: ARKANSAS ORGANIZATIONS PROVIDE STUDENTS WITH AVENUES TO REALIZE ENTREPRENEURIAL DREAMS
Thank you, Heather for spotlighting our mission and the impact of our entrepreneurship programs in the February AMP issue. We appreciate your leadership and dedication to promoting JA. You are GEM, sweet friend!
Tonya Villines
VISIT HOT SPRINGS CEO STEVE ARRISON RETIRING AFTER NEARLY 30 YEARS
Congratulations, Steve! Hot Springs has been blessed to have you all of these years!
Jeananne Hawking
SELBY PROMOTED TO CTEH PRESIDENT
Well deserved!
Mark Armstrong
FIFTY OVER 50: JEAN BLOCK, FULL SPEED AHEAD
Heather Baker & Arkansas Money & Politics, thank you for highlighting me and the utility! A sewer utility being featured in AMP may be a first.
David Moody
DIGS OF THE DEAL: CROWN JEWEL ONCE MORE — SPA CITY’S ARLINGTON HOTEL BEING BROUGHT BACK TO FORMER GLORY
This is amazing. The Arlington is an iconic piece of Arkansas history and the renovation will further economic development for Hot Springs.
Cade Daniel FOR BAZZEL, A LONG TIME COMING Congratulations David, thanks for coming to Arkansas so long ago.
Buddy Vogler
1 Bass Pro Shops to Open Third Arkansas Location
2 Digs of the Deal: Crown Jewel Once More — Spa City’s Arlington Hotel Being Brought Back to Former Glory
3 City of Conway Reveals Membership Rates for New Community Center
4 For Bazzel, A Long Time Coming
5 Walton Foundation Unveils Plans for Bentonville Health Center
6 Longtime Chef at Pine Bluff Country Club Accepts Role at Pleasant Valley
7 David’s Burgers Looks to Close Processing Loop with NLR Project
8 2025 Arkansas Money & Politics Fifty Over 50
9 Agent of Change: Mike Huckabee Tapped to Serve Important Post
10 Windham Joins Taco Society as Director of Operations
Longtime Visit Hot Springs CEO Steve Arrison is set to retire at the end of the year.
Bentonville’s Coler Mountain Bike Preserve has been named Tourism Attraction of the Year during the Governor’s Conference on Tourism.
The Poultry Federation has announced the appointment of Blake Rollins as its new executive vice president.
Local Warmth Fine-Dining Flair
with
Chef Joseph Salgueiro is shooting for the stars at SŌ Restaurant — a Michelin star to be exact.
Salgueiro came back on as executive chef and managing partner in September 2024. His background in fine dining goes back decades to the Big Apple, where he worked at various fine dining establishments, such as the Four Seasons Restaurant.
At Four Seasons, he worked with people from all over the world and learned to make all types of international cuisine, which inspires the “American nu cuisine” he creates at SŌ.
In late 2001, he moved to Arkansas and worked first at the Capital Bar & Grill in Little Rock before moving into an executive chef role at Maumelle Country Club and, later, to Capriccio Grill at the former Peabody Hotel in Little Rock.
He was first drawn to SŌ because it reminded him of a specific restaurant, Balthazar, in New York at a time when he was feeling homesick. The owners told him they modeled it with that place in mind.
He worked as executive chef there from the opening in 2006 through about the first eight months. Now, after a hiatus from SŌ that took him to 1620 Savoy, Cache Restaurant and Pleasant Valley Country Club, all in Little Rock, he is back in the lead spot.
Even before the owner came to him with the idea of returning, Salgueiro happened to have been developing a new menu.
“I just sat down, and I started building this menu,” he said. “I’d be up until 2 o’clock, 3 o’clock in the morning, and my wife was like, ‘What are you doing?’”
He answered that he was making a menu for himself.
Now a lot of that menu is used at SŌ.
“What we’re trying to do is we want to be more higher end than the fine-dining restaurants that are happening right now,” he said. “This is why I feel this would be the best place, a great place, for business people to come here and not just entertain their clients but also to impress them — not just with the food but with our service.”
If one is not sure where to host their next corporate shindig or take an important client, SŌ Restaurant is the answer.
The restaurant has many different spaces to entertain, including the lounge downstairs, a big back dining room, an intimate wine room and an outdoor patio. He offers four prix fixe menus at varying prices points, from $80 to the “CEO prix fixe menu” which sits at $195. The CEO menu includes decadent options such as a morton-brady smoked duck salad, a 32-ounce porterhouse steak, a 1-pound lobster and a vanilla creme brulee or Belgian chocolate lava cake to finish. Salgueiro is also happy to sit down with clients and customize menus for events.
“You get a real local warmth when you walk in here,” he said. “We’re working on high-end food and fine dining. My final goals are trying to get a Michelin star and James Beard Award, but when anybody walks through the door, we’re not stuffy. We try to treat everybody like family.”
Visit the restaurant at 3610 Kavanaugh Blvd. in Little Rock or call 501-663-1464 for more information.
Joseph Salgueiro
By Mark Carter
ACANSA, YOU RUN DEEP IN ME
What’s in a name? Well, a lot, actually. Take our great state’s name, for example. In line with our Natural State/Razorback DNA that prevents us from getting out of our own collective way, both the spelling and pronunciation of “Arkansas” were up for debate in the state’s first half-century.
It wasn’t until 1881 that the spelling and pronunciation were settled. Early on, Arkansas’ U.S. senators were even divided on the spelling and pronunciation.
Can you imagine Sen. John Boozman today sparring in news conferences with Sen. Tom Cotton over “ARkansas” versus “ar-KANSAS?
“Arkansaw” spelling seemed to promote the state’s backwater image. Ar-kansas, though? Regardless of how we pronounce it, that’s how it reads, and it’s always bugged me that Jayhawkers (and various goofy coaches) mispronounce the name of the state intentionally.
Growing up in Little Rock, I remember seeing the “Arkansaw” spelling on the manhole covers along South Lookout Road during the early 1970s. What seems never to have been questioned, though, was the fact that Arkansas’ name links back to the Quapaws and the early French explorers’ interpretations of their name.
For my part, I understand why it was argued back in the day that the
PUBLISHER’S LETTER
MWhat was wrong with Acansa, I wonder, or how about Arcansa? That way we keep the R sound that has come to help define the state. Acansa Razorbacks, anyone?
Arkan-SAW does, however, fit with the awesome map published in this space. It is an 1884 pig-themed tapestry map — words I never thought I would type in succession — by Jon Neidert found at Fine Art America. For those newbie Arkies out there — i.e., all of Benton County — the map depicts James Black’s famous dueling knife, the Arkansas Toothpick, as representing our state.
That is fitting, I suppose, given that just a year into statehood in 1837, the Arkansas House of Representatives — then convening in the state’s first capitol building, the Old State House — was the site of a fatal stabbing involving the House speaker and a state representative arguing over taxes.
By Heather Baker
MARCHING INTO SPRING
arch is finally here, and I, for one, am ready for spring. Of course, in Arkansas, winter often extends its icy tentacles into the unofficial first month of spring, but we are close regardless.
As we prepare to celebrate the transition into spring, we have got a lot to celebrate inside this issue of Arkansas Money & Politics. This month, AMP will shine a spotlight on the C-suite, as we do every year; economic development; finance; the Greater Hot Springs Chamber of Commerce awards winners; and much more.
Our C-suite package will feature the story behind leadership development programs such as Leadership Greater Little Rock and Leadership Arkansas. We will have spotlight features about C-suite execs, including Shelley Short, president and CEO at the Arkadelphia Regional Economic Development Alliance and Area Chamber of Commerce, and Brad Chambless, CEO at Farmers & Merchants Bank, as well as profiles of “unconventional” bosses — those CEO-types you might not necessarily peg as a CEO if you saw them in the grocery store,
including Brandon Haubert, CEO at WH Law, and Rob Hefley, co-founder of Gray Beard Forge.
Our finance coverage will include visits with the state’s top economists and a look at nonprofits that help homeless Arkansans master their finances and take back their lives, as well as a look at public bonds.
We will also recognize the outstanding businesses and business leaders who were recently honored by the Hot Springs chamber.
In sports, we are running Part 2 of our sitdown with new Little Rock Trojans Athletic Director Frank Cuervo, and give a wrap-up of the Broyles Award debut at Oaklawn after decades in Little Rock.
We hope this issue inspires you as the weather warms, the grass greens and Arkansas’ famous buds come into bloom. Take time to enjoy it all — and take us along for the ride. Cheers to springtime and a new issue. As always, thanks for reading. Hit me up with story suggestions at hbaker@ armoneyandpolitics.com.
Heather Baker
A MODEL FOR THE NATION Arkansas still building computer science legacy
By Anthony Owen
The most impactful statement that former Gov. Asa Hutchinson said to me during an initial meeting during my stint as Arkansas’ state director of computer science was, “I want you to get and keep us out front, but bring other states along.”
It set the tone for not only my next eight years leading Arkansas Computer Science Initiative but also served as the basis of Arkansas being known nationally and internationally as an example for other states to emulate to this day.
During the 2014-2015 school year (before the initiative began), only about 1,100 students across all Arkansas high schools were taking a computer science class. Hutchinson’s vision was clear: Prepare the state’s students for the rapidly changing demands of the modern workforce. With his personal commitment — visiting more than 80 high schools to promote computer science — the initiative sparked a transformative movement in education across the state. The number of students taking computer science during high school grew to almost 4,000 during the first full year of the initiative.
state’s commitment to integrating cutting-edge technology into its operations and education systems. The focus on AI reflects the recognition that emerging technologies are not just reshaping the workforce but redefining the skills students need to thrive.
In 2023, state Sen. Jim Dotson presented legislation that caused a brief moment of anxiety for those of us who had been working on this for years; however, Dotson met with, listened to and heard the computer science community, and ultimately, he retained the graduation requirement while providing more flexibility to our students and schools. That flexibility came from adding a provision that allows students to meet the requirement by taking an approved career and technical education course that has computer science embedded. The model that Dotson championed is now being used and considered by other states pursuing a computer science requirement. Currently, 11 states have adopted such requirements, and several others are considering it this year.
Throughout the next seven years, Arkansas schools and students met the challenges that the governor and legislature established. From that initial growth of almost 3,000 students the first year, the state continued to see growth year over year, including through the COVID-19 pandemic, reaching almost 12,500 in 2021. By that point, Arkansas had figured out how to meet the demand for teachers, investing heavily in training the teachers needed and providing bonuses to teachers who stepped up to the challenge.
In the spring of 2021, Arkansas became the second state in the nation to adopt a computer-science graduation requirement, which applies to the graduating seniors of 2026. That resulted in a meteoric jump in enrollments the following year to more than 23,500 students in 2022.
Under the leadership of Gov. Sarah Huckabee Sanders, the initiative has continued to flourish. Sanders not only maintained the momentum of her predecessor but has also taken steps to ensure Arkansas remains at the forefront of innovation. Her administration’s establishment of an artificial intelligence working group underscores the
Arkansas’ success and growth did not end there. The initiative continues to grow, and more than 37,000 Arkansas high school students are taking a computer science course this school year. Credit for that goes not only to Sanders, Secretary of Education Jacob Oliva, and current state Director of Computer Science Adam Musto and his wonderful team but also to the committed Arkansas teachers, students and legislators. As the 95th General Assembly kicks into high gear, the computer science community is confident that Arkansas will keep moving forward.
Arkansas Computer Science Initiative is a testament to visionary leadership and the power of education to drive economic progress. What began under Hutchinson as a bold idea has evolved into a cornerstone of the state’s educational and workforce development strategy. With continued support and innovation, Arkansas is not just preparing its students for the jobs of tomorrow — it continues to create a blueprint for the nation to follow.
Anthony A. Owen is senior director of state government affairs at the Computer Science Advocacy Coalition (code.org).
Anthony Owen
A NATURAL CHOICE FOR BUSINESS
Industrial parks continue to attract companies, employ Arkansans
By Alex Hardgrave
Arkansas is a business-friendly state, so it should come as no surprise that its municipalities are dotted with industrial parks and properties.
A Forbes study states that the cost of living index is .89 in the Natural State, and that economic efficiency extends to both businesses and employees. Also, there is a strong workforce population, since 64 percent of Arkansans are within working age.
Another study ranked Arkansas 8th in the category of overall cost of doing business based on low taxes, affordable labor and competitive utility rates, all of which are highly attractive to companies looking for somewhere to set up shop.
Leaders spoke about some Arkansas industrial parks and explained why businesses have chosen these places for their industries and the positive impacts on local communities.
PORT OF LITTLE ROCK
A long-established park in the state is the Port of Little Rock. Run by the Little Rock Port Authority, it started in 1959 as a way to connect Little Rock to the world, said Bryan Day, executive director of the Port of Little Rock.
“There was really nothing out here but a bunch of farmland, and the city directors in 1959 said we need a port to connect Little Rock businesses to work and to grow jobs for Little Rock,” Day said.
Since then, the port has grown to more than 5,000 acres and houses 53 businesses from eight countries. About 10,000 people are employed by those businesses. From 2020 to 2022, the construction investment combined with job creation by companies at the port resulted in a total economic impact of nearly $1.9 billion in Pulaski County, according to an economic impact analysis.
The most recently added company, which joined in December, is Faymonville. The company, which is based in Belgium, makes heavy-lift transport trailers.
Day said there are many benefits to placing a business at the port. First and foremost, undeveloped land is available.
Another positive asset is that many logistical choices exist, including a nearby railroad system, river, airport and highways.
It is also important to consider the weather, which is relatively moderate in Little Rock, and the port area does not experience coastal flooding.
Day said Arkansas also has a ready workforce.
“Even though we’re a small state, we have a really dedicated workforce, and it’s an affordable workforce,” Day said. “When you’re looking to hire 800 to 1,000 people, workforce becomes very important, and Arkansas can meet the demand and the needs of that workforce.”
Over the past five years, the authority has received more than $50 million in grants to build roadways, railways and docks to support the businesses at Port of Little Rock.
Bryan Day
“The city and the federal government have invested heavily in this industrial park to make sure that we remain relevant and that we can meet the growing demands of these businesses who choose to locate here,” he said.
Over the past three years, the port has announced nine new businesses or expansions, which Day said is “unprecedented,” but he plans to see continued growth at that rate over the next three to five years.
“America’s reinvested in manufacturing,” he said. “During COVID[-19], we recognized how fragile the supply chain was, so American manufacturers are growing and expanding.”
In the future, Day said he hopes the port will remain relevant and meet the growing demands.
“I hope that in the next 10 years, we grow to about 10,000 acres in size and we have about 20,000 to 25,000 people here,” he said. “That’s my goal — that we continue to grow and expand and attract industry from around the world, creating jobs for Arkansas families.”
Day is also looking to his next port of call — mayor of
Easy access to transport by rail, river and road attracts a wide variety of manufacturers to the Port of Little Rock. (File photo)
Little Rock. He said he plans to run for the seat in the next election.
GALLOWAY
Off U.S. 70 in the Galloway area of North Little Rock, there are privately owned properties where the owner had a vision to create a desirable location for industrial development, said Colleen Bailey, director of economic development at the City of North Little Rock.
“The city’s planners and economic developers worked with landowners to make the vision a reality by providing development advice, as well as site promotion, business recruitment and public infrastructure assistance,” she said.
The biggest employer in the Galloway area is Amazon, but other companies, including Lowe’s and Dollar General, have distribution centers there, as well.
Bailey said the companies have about 1,000 employees.
Mayor Terry Hartwick said those employees are not just from North Little Rock but are come in from surrounding areas such as Jacksonville, Scott and England.
“We’re very glad to have them because they do come into our city, they buy gas sometimes, so you can see it does have that trickle-down effect,” he said.
The area is favorable to businesses for a number of reasons, Hartwick said, including its proximity to the highway, railways and an airport.
“Galloway has produced a lot of business for us all up and down, so that brings a lot of jobs, and those are good jobs to have around,” Hartwick said.
Hartwick added that all of North Little Rock is expanding and building, not just the Galloway area. He said he expects about $80 million worth of improvements in the downtown area over the next year. Colleen Bailey
The launcher integration center at Lockheed Martin’s manufacturing facility in East Camden. (File photo)
SPRINGDALE INDUSTRIAL PARKS
The Springdale Public Facilities board manages three industrial parks in the city: an industrial park on Kendrick Avenue, Springdale Light Industrial Park on Turnbow Avenue and the Springdale Technology Park. The three parks are a heavy industrial park, a light industrial park and a technology park, respectively.
Springdale city fathers realized there was a need to diversify the jobs in the economy. The state law allowed for the formation of the Springdale Industrial Commission, now called the public facilities board, said Bill Rogers, president and CEO of the Springdale Chamber of Commerce.
The parks now have about 50 companies in total residing on about 180 acres, and those companies employ about 10,000 people, said Jay Sego, vice president of economic development at the chamber.
The parks are easily accessible by state highways and connections to the interstate highways. They are also within three miles of one of the state’s busiest municipal airports and close to the Northwest Technical Institute.
Roger said the park’s proximity to an air base in Fort Smith will create opportunities for defense-related technology firms to locate there during the next decade.
HIGHLAND INDUSTRIAL PARK
Located in East Camden, the Highland Industrial Park specializes in real estate for the defense industry. From 1944 to 1957, the United States Navy developed, manufactured, tested and stored munitions there.
In 1961, Brown Engineering Corp., which preceded Highland Resources, purchased three-fifths of the former depot. In 1968, the area became an industrial park.
Today, it is the second-largest industrial park in the United States, measuring 19,000 gross acres. On the land are 5.5 million square feet of existing industrial and warehouse buildings.
John Schaffitzel, president of Highland Resources, said the infrastructure in place is one reason companies choose to locate at Highland.
There are 50 businesses on site. Companies such as Lockheed Martin and Raytheon have facilities on the grounds. Schaffitzel said that the park employs about 3,500 people.
“These dollars that are brought here by the workers support
not only the Camden area but also the other communities in south Arkansas,” he said.
Beyond the businesses, the park houses the Highland Golf Course, the East Camden and Highland Railroad, and the Shumaker Public Service Corp., which provides water for the area.
There is also a network of educational and training institutions nearby. They include Southern Arkansas University Tech, the Arkansas Law Enforcement Training Academy, the Arkansas Fire Training Academy and the Arkansas Environmental Training Academy.
The park is planning to expand its footprint.
“We’re currently looking to do some due diligence on the sites and prepare marketing materials to show how we can grow here,” Schaffitzel said.
His plans for the future are to keep the park strong.
“It’s been a pretty steady business plan for quite some time now,” he said. “We’re just really focused on sustaining the operations that we have.”
Bill Rogers
Jay Sego
John Schaffitzel
BEING AN EMPLOYER OF CHOICE
Expert advice for companies struggling to stay staffed
By Dwain Hebda
Much has been said and written about the labor issue in Arkansas, which, like virtually every other state, is struggling to fill vacant positions today, limiting companies’ ability to grow tomorrow.
While attention has been rightly paid to increasing the number of qualified employees in the workforce, one staffing expert noted that companies often have themselves to blame for their staffing woes. Stephanie Shine, co-founder of Arkansas Talent Group, said firms often fail to make themselves more attractive than competing companies for the workers that are out there.
“We’ve got over 40 years of experience among our team members in the industries we specialize in,” Shine said. “As such, we have great relationships in those workplaces, and that’s what we focus on. For big recruitment companies, typically, it’s about making the placement, right, making the volume. We focus on those relationships with the clients, really figuring out what they need and helping consult with them.
“Being a consultative partner with our client companies allows us to be just as authentic as we can and really be direct. When we work with someone, we don’t sugarcoat things. We’ll deep-dive into the job description, edit it if we need to or give them our advice on where their compensation lies. I just had this meeting with several clients last week where they’re offering $90,000 for an accounting manager. We were able to have that hard discussion that says, ‘You’re not going to get one in a market that’s paying $130,000 to $150,000.’”
Shine said one of the biggest mistakes companies tend to make, besides being ignorant of the local market pay scale for various positions, is thinking merely paying the most solves all problems. In fact, she said, employees today actually value other elements of their work lives more than money with everything else being equal, pay included.
“We just talked about this on a podcast last week. Comp is really not the first thing anymore,” Shine said. “If you would’ve asked us pre-COVID-19 when comps were out of control, I would’ve said comp was very, very important and people were jumping for that. The new generation, and really, just all candidates, their mindset has shifted after COVID-19 to where comp is certainly important, but they are looking for other things. Comps may be third on the list today.”
Why this matters is that given the current labor picture, employees hold much of the leverage to demand such things as work-fromhome and hybrid arrangements, as well as a clearly defined path for advancement. The good news is almost any company of any size can come up with such offerings, even if they are not the highest paying in their field. The bad news is employees will not hesitate to jump ship if those things are not offered, leaving slow-adapting employers in the dust.
“There are still businesses in Arkansas, small to mid-size businesses, that don’t know they’re behind the times,” Shine said. “There is still a lot of bad corporate culture out there, and bad culture can be a combination of things. Companies can be under comp. They could be inflexible regarding hybrid work. It could be bad leadership. Then, of course, benefits — if they don’t have a 401(k) or if they still offer just one week of vacation, that is not going to cut it.
“On the other hand, we’re also seeing Arkansas companies that allow even a little bit of hybrid flexibility are able to snag top talent and retain, typically, the talent that they have.”
Shine said the latter point was particularly important for employers to keep in mind, since it costs far less to retain a good worker than it does to have to fill a vacancy after a company loses them. She said companies often forget to pay attention to longtime workers and, not unlike in personal relationships, that causes many to feel taken for granted.
“If you’re looking to retain your talent, I think the approach should be the same as if you are recruiting somebody new,” she said. “Your current employees can leave at any time for a better opportunity, so it’s very important that management is making sure everything is in line with the comp and the company culture.
“They should also think about what they can do to stay in tune with their people. A single yearly review is not going to cut it to remain competitive and keep your employees happy. This generation wants a lot of feedback. They want to know how they’re doing. They want to know how they can grow and what their next step is in that growth.”
Stephanie Shine
IN HIGH GEAR
Chancellor: Hot skilled careers still gaining steam
In the hierarchy of institutional challenges, the University of Arkansas-Pulaski Technical College is experiencing the kind that fall under the header “good problems to have.”
The North Little Rock-based two-year school is experiencing capacity issues as more students seek to get into training programs. According to Chancellor Summer DeProw, the situation is a sign the school’s long campaign to educate prospective students about the value of skilled careers is reaching the intended audience.
“I think external factors such as student loans and student debt have really affected folks’ thinking,” she said. “If you’re in a mid to low socioeconomic category, you tend to be debt averse. We are less expensive than a four-year school, and students spend a shorter time in school, so cost is reduced.”
DeProw said leadership at the state level that has gone back years is now starting to bear fruit. She gave credit to Gov. Sarah Huckabee Sanders for keeping workforce a priority on par with her predecessors. That has resulted in workforce partnerships between public schools and institutions such as UA-PTC in an effort to educate students earlier on career paths.
By Dwain Hebda Summer DeProw
courses are all just packed.”
DeProw said while being in such high demand is a good problem to have, the school is limited as to how it can expand to handle additional student load. Some courses require specialized equipment, and most skilled courses have guidelines for the amount of hands-on learning a student receives, as well as the number of instructors required to ensure proper attention and safety, guidelines that are not always set by the school.
“The governor has done an incredible job,” she said. “Pulaski Tech already had partnerships with local high schools with concurrent credit, and through the academies model that the Little Rock chamber has put out, they have some contextualized learning for specific industries. We’re going to continue to partner with that to bring students over for tours, discussions and meetings to show them what’s available.”
Such efforts, combined with the hustle of visiting high schools, hosting students and equipping guidance counselors to talk about skilled careers, are paying off.
“Allied health programs such as dental assistant, surgical technology, respiratory therapy are way up,” DeProw said. “Nursing is another good example; we have roughly 500 applications for 70 slots for our practical nursing program.
“Truck driving has ticked up pretty significantly. It’s a one-semester course, and most students have jobs before they graduate. Right now, we have 50 applications for 16 seats. Our high-voltage lineman program, a partnership with Entergy, also has a waiting list. Programs in airframe, aviation power plant and welding
“Take, for instance, the airframe and power plant program,” she said. “The [Federal Aviation Administration] regulates that to eight students to one faculty member to one piece of equipment, so if they’re working on a jet engine, I’ve got to have at least two faculty, which I do, to handle the 16 students.”
DeProw is also quick to note that higher education is facing its own challenges when it comes to personnel.
“There’s a shortage of workers, and that means that there’s also a shortage of faculty, and that is where our capacity limit gets us,” she said. “If we had another five faculty, we could expand some of these programs, but right now, I can’t find them. We’ve got great people here working for us, but I don’t know what I would do if I suddenly had 500 students in advanced manufacturing — not because we don’t have the facilities but because of lack of faculty.”
DeProw said school officials have tried various ways of leveraging other delivery methods of skilled education to capitalize on the surging interest.
“In our instance, we can sort of shuffle them within a given department,” she said. “For someone in allied health, we will redirect them as best we can to other programs in the health care industry, such as paramedics or surgical technology.”
Meanwhile, DeProw is not letting off the gas when it comes to recruitment. UA-PTC has begun hosting summer camps for various skilled industries, which have been very effective and will continue, she said.
“We started a welding camp two summers ago just to put it out there and see what happened,” she said. “We had a waiting list within a day of announcing it, so now we have welding, we have advanced manufacturing, and we’re going to do robotics and diesel mechanics. We’re continuing to build that exposure.”
Christian Faubel MBA Student
SETTING the STAGE
Officials laud state’s efforts to attract investment, bolster skills training
By Mak Millard
Whether pushing policies to attract investment, pouring resources into trade skills and workforce training, or promoting the state’s unique geographic benefits, Arkansas has been hard at work to put itself in an advantageous position on the economic development front.
If recent trends are any indication, it appears those efforts are paying off.
Randy Zook, president and CEO of the Arkansas State Chamber of Commerce and the Associated Industries of Arkansas, noted only two recent rain clouds amid an otherwise sunny outlook.
employees to easily find new work. While the Cargill loss is a bigger challenge — not to mention connected to wider issues within the poultry industry — Zook said those workers will still be able to get retrained and rehired within a reasonable amount of time.
“With those two exceptions, every other bit of news around the state is positive,” he said.
Several companies are either setting up shop or expanding their presence at the Port of Little Rock, including Trex, Elopak and Welspun Tubular. The Ebbing Air National Guard Base in Fort Smith is on track to become an international training hub for F-35 fighter jet pilots, and “they’re putting about a billion dollars into the ground in Fort Smith to build up facilities to support that mission,” Zook said.
To the south, lumber and timber-related industries are abuzz, and PotlatchDeltic invested $131 million into a recently completed sawmill modernization project in Waldo. Weyerhaeuser is putting $500 million into a TimberStrand engineered wood facility near Monticello that the company expects to add around 200 jobs. South Arkansas’ defense companies have plenty to keep busy with, as well, not to mention players such as ExxonMobil, Standard Lithium and Albemarle keen to jump on lithium opportunities near El Dorado. Randy Zook
In January, Tokusen USA announced the closure of its tire cord and specialty steel wire plant in Conway, and Cargill is also set to close its Springdale turkey processing plant by early August. Zook is confident demand throughout Conway, Morrilton and the surrounding area will allow former Tokusen
“Arkansas is attracting growth in population and growth in capital investment at a pace that we’ve never seen before,” Zook said.
STEEL STUDIES
Much of the attention in the northeastern portion of the state is on people — attracting them, training them and providing them the right incentives to stay. That is partly because when it comes to the companies themselves, many are already sold on the perks of the region. U.S. Steel, pleased with the success of its Big River Steel mill in Osceola, chose to build Big River 2 not far from the original site. A company release described the new mill as the most advanced steelmaking facility in North America, and the $3 billion investment represents the largest private project in state history.
Stacey Walker, associate vice president for workforce development at Arkansas Northeastern College in Blytheville, pointed out that in addition to being a strategic location for manufacturing and distribution, the area enjoys strong partnerships between educational institutions, industry players and economic development groups. Before it can train future talent, however, northeast Arkansas has to convince them on the merits of calling the region home.
The Center for Applied Technologies at Arkansas Northeastern College in Blytheville represents one of several components to the college’s workforce development programs designed to help fill steel industry jobs in Mississippi County. (Photo courtesy of ANC)
“A newly launched program, Work Here Live Here, is designed to attract and retain talent by promoting the benefits of living and working in northeast Arkansas,” Walker said. “The initiative focuses on quality-oflife enhancements, housing incentives and community engagement, making the region even more appealing to both individuals and businesses.”
The college’s workforce development division, the Solutions Group, works hand in hand with local industries to address their needs, and Walker has seen significant shifts in training demands over the past decade. For example, increased automation in the steel industry has driven up the need for more advanced technical skills.
The college’s Steel Tech Academy allows individuals to start engaging with the industry as early as junior year of high school, while the Arkansas Steelmaking Academy provides specialized industry-specific
training in partnership with SMS group, a global leader in steelmaking equipment. An intensive 80-hour bootcamp program, meanwhile, is designed for onboarding, training and upskilling and was developed alongside an advisory group of steel manufacturers in Mississippi County.
“Our allied technologies programs, including industrial maintenance, industrial electrical, steel industry technology, aviation maintenance, advanced manufacturing, HVAC and welding, are designed to feed directly into the steel and steel-related industries,” Walker said. “In addition, our close partnership with Stacey Walker
the Great River Economic Development Foundation ensures that we remain agile in responding to both incoming and existing workforce demands while actively contributing to the region’s long-term economic growth.”
MAKING ROOM
Home to some of the state’s heaviest corporate hitters and a university contributing further to a young pool of technical talent, northwest Arkansas has enjoyed compounding interest from businesses and families pouring into that corner of the Ozarks. Estimates project a population of more than 1 million by 2050 — by all accounts, the region has moved from the problem of attraction to the problem of space.
“The region’s economic development strategy focuses on promoting its strengths nationally, developing a highly skilled workforce and making targeted investments in quality-of-life enhancements, from expanding outdoor recreation to maintaining an affordable cost of living,” said Nelson Peacock, CEO of the Northwest Arkansas Council. “This approach has positioned northwest Arkansas as one of the nation’s best places to do business. Sustaining this momentum will require ongoing innovation and collaboration, ensuring that every resident benefits from the region’s growth.”
From established names such as Walmart and J.B. Hunt expanding their corporate campuses to multiplying tech startups and a thriving outdoor recre-
ation sector, businesses and communities in the northwest are focused on accommodating all that growth. Electronics manufacturer Keytronic had already established its presence in the region with a facility in Fayetteville. In mid-February, the company announced a $28 million investment to relocate to an even larger facility in Springdale. The new flagship manufacturing and research and development center is anticipated to create more than 400 new jobs over the next five years.
With more than 10,000 job openings, Peacock said, collaboration with educators is no less essential for equipping the workforce, but there is also a critical need to ensure local infrastructure can keep up.
“Cities must have the right land use plans, zoning codes and development strategies to ensure fiscally responsible growth that enhances the region’s character and strengthens its quality of life,” Peacock said. “As the population approaches 1 million, cooperation across the region will be more important than ever. The decisions made in the next five years will determine whether northwest Arkansas remains one of the nation’s best places to live and work.”
STAYING SHARP
Education and infrastructure are not the only considerations on the minds of decision makers. When the phone rings in the economic development offices, Zook said, the first question is now about the available
Nelson Peacock
The design and identity of the new Walmart corporate campus in Bentonville, which includes 12 office buildings, was created to evoke the history and culture of the company. (Photo courtesy of Walmart)
electricity supply.
“First, have you got it, and secondly, is it competitively priced, and third, is it reliable?” he said. “That’s the big, big topic right now.”
The demand for electricity in the United States is only expected to increase, especially as artificial intelligence continues to proliferate. Accounting for another piece, however, is the reshoring of manufacturing from overseas.
“Those manufacturing plants are looking for places to land, and here we are, right smack in the middle of the U.S., with great distribution and every form of transportation available, including river transportation, interstate highways going every direction and fantastic railroad services, as well,” Zook said. “We’re well positioned.”
Driving some of that interest is the potential impact of tariffs. Prior to confirming its Springdale move, for example, Keytronic explained plans to increase production capacity in Arkansas and Vietnam in part by citing “uncertainties surrounding the recently announced tariffs on goods manufactured in China and Mexico.”
While tariffs for neighbors Canada and Mexico are on pause during negotiations, those in effect on China will be a key part of the calculus for businesses as they decide where and how to invest.
For companies looking to avoid getting caught in the crossfire, the Natural State will be eager to take advantage of a renewed interest in domestic manufacturing. It is not a given, since Arkansas is surrounded by other attractive states for business investment, but “we’re fighting way above our weight class,” Zook said.
“We are far more competitive than we were even five years ago,” he said. “Our tax structure is less burdensome, our nuts-and-bolts policies are friendly, relatively so, and we’re a place that can go toe-to-toe with just about anywhere in the country.”
LOOKING AHEAD
Staying competitive on a region-to-region basis will depend on local involvement and statewide collaboration, but in every case, expansion is the word. In northwest Arkansas, Peacock highlighted the need for more industrial and manufacturing site availability. Walker identified professional development, wider access to specialized training, hands-on learning opportunities and deeper employer engagement as the keys for northeast Arkansas.
Part of landing future big opportunities relies on selling the state to business interests. Broadcasting all the state has to offer — and bolstering those claims with corporate-minded policies — will be crucial to
We are far more competitive than we were even five years ago.
— Randy Zook, president and CEO, Arkansas State Chamber of Commerce the Associated Industries of Arkansas
getting deals over the line. On the legislative front, a package of bills supported by groups such as the state chamber and the Arkansas Economic Development Commission was introduced in the 95th Assembly to strengthen the state’s economic incentives.
“Under Gov. Sarah Huckabee Sanders and Commerce Secretary Hugh McDonald, Arkansas is making significant progress in economic development and improving the state’s business climate,” Peacock said. “However, more work remains. Better communication about the state’s business-friendly environment, along with a stronger focus on workforce education and future readiness, is essential.”
Zook is just as bullish about Arkansas’ prospects on the national level as he is about developments on the ground. The state’s congressional delegation, he said, puts the state in an “extraordinary position.”
“We’ve got six members of our federal delegation, every one of which has a major gavel in their hand,” he said. “We are chairs of five committees and have one ‘cardinal,’ Steve Womack, who has a subcommittee on the appropriations committee. There is no other delegation in the country with that much clout, and they can open a lot of doors and start a lot of conversations. We’ve got to be prepared to take full advantage of that opportunity.”
MODE
State economists not sure what to expect from 2025
By Doug Crise
There is a little bit of good news and a little bit of bad news in forecasting Arkansas’ economic outlook for 2025.
As for any sweeping changes from the federal level impacting the state, get comfortable. There simply has not been enough time, according to Arkansas’ leading economic figures, to suss out exactly what may be coming down the line from the new Donald Trump presidential administration.
Michael Pakko is chief economist and state economic forecaster at the Arkansas Economic Development Institute at the University of Arkansas at Little Rock. His job is to analyze the fiscal data coming from both the White House and the state Capitol and make predictions about what is to come. The bottom line on the federal level, he said, will take some time to reveal itself.
“In the broader sense, I have to confess that I have no idea what to expect,” Pakko said. “During the campaign and since, the president has promised a lot of things, some of which are incompatible
with one another, and many are not realistically attainable.”
Still, with a Republican in the Oval Office and a GOP-controlled legislative branch, there are a few safe bets that can be placed. Edmond Hurst, head of public finance and capital markets and senior managing director at Carty & Co.’s Little Rock office, spent more than three decades in investment banking and was around when the Ronald Reagan and both Bush administrations peeled back federal regulatory laws.
Do not be surprised, Hurst said, if Trump follows in the footsteps of his Republican forebearers.
“There is optimism within some in our industry that the new presidential administration, together with Congress, will implement measures that enhance economic development and reduce unnecessary regulatory burden,” Hurst said.
“Even if tariffs are modest and don’t disrupt world trade, the nearterm impact will be higher prices.”
— Michael Pakko, UA Little Rock economist
Outlooks are less rosy for Trump’s proposed tariffs on Mexico, Canada and China. Mervin Jebaraj, director of the Center for Business and Economic Research at the University of Arkansas’ Walton School of Business, said heavy trade sanctions could impact Arkansas, especially in the manufacturing area.
“I think we’re concerned about trades and tariffs,” Jebaraj said. “There could be impacts on the steel industry in-state.”
Pakko went even further, sounding the alarm for dire consequences both in Arkansas and nationwide if the trade restrictions are severe.
“The greatest concern I have in the current situation is the likelihood the new administration in Washington will carry through with substantive tariff increases,” Pakko said. “The worst-case scenario is an all-out trade war that impoverishes all.”
The more likely consequence, Pakko said, will be felt at the cash register.
“Even if tariffs are modest and don’t disrupt world trade, the near-term
Source: Bureau of Labor Statistics
“Arkansas’ thriving business environment paired with the extensive outdoor recreation amenities provides a great landscape for economic growth.”
That would not be good news for Arkansas and the rest of the nation, which is still trying to pry its way out of a stubborn trend of inflation that began during the COVID-19 pandemic. In response to that inflation, the Federal Reserve has started cutting interest rates from what has been a 20-year high, but more inflation would likely slow that momentum.
“On the flip side,” Hurst said, “the higher interest rates have been viewed by some investors as an opportunity.”
What about closer to home? All seemed to agree the positives outweighed the negatives in 2024.
“We’re coming off some fairly strong growth,” Jebaraj said.
Unemployment rates are always a benchmark when tracking economic growth. The good news is that Arkansas stayed below the national average when it came to unemployment in 2024, but as unemployment creeps higher nationally, a slowdown in growth may be expected.
“The U.S. unemployment rate could rise to as high as 4.9 percent by the end of the year,” Pakko said. “In Arkansas, we continue to see a large overhang of job vacancies, keeping the unemployment rate from rising too far. I expect that Arkansas’ unemployment rate will rise but will remain below 4 percent.”
The state’s biggest areas for job growth in the new year look to be in what’s known as “service producing” sectors such as education, health services and business and professional services. About that everybody agreed, while Pakko suggested the areas of retail trade and manufacturing will either remain static or contract slightly.
A crop of new jobs in the education sector seems to contradict current headlines of teacher shortages, but Jebaraj said it is simply an effect of another positive sign — population growth.
“We grew a lot faster last year,” Jebaraj said, adding that 20,000 jobs were added to the state economy last year, and estimating 15,00 to 16,000 jobs will be added in 2025. In a state as distinctly regional as Arkansas, where different areas have different populations and industries, figuring out overall growth can be a challenge.
“I think the growth we’ve seen in northwest Arkansas and central Arkansas will continue,” Jebaraj said. “I think we’ll continue to see growth in professional businesses and in construction.”
Areas of the state more dependent on agriculture could face a steeper challenge.
“Agriculture remains a concern,” Jebaraj said. “We’ve seen the effect of avian flu, and there is more on the way.”
Arkansas all but avoided the “bird flu” until December, when it was confirmed in six backyard poultry flocks and one commercial poultry site.
Home construction and sales is another tried-and-true economic metric, and its growth or decline can vary wildly depending on the area of the state. Jebaraj’s specialty is the northwest Arkansas area, which has been one of the state’s larger areas of growth.
“Statewide, home sales are definitely slower,” Jebaraj said. “We’re maintaining a sort of stable growth here in northwest Arkansas.”
The reasons behind the housing slowdown are simple to figure but harder to fix. Simply put, there remains a gap between mortgage rates and what consumers are able or willing to pay.
“Looking more at fundamentals, the currently high mortgage rates aren’t prohibitive, but they are providing a dampening factor,” Pakko said. “There is plenty of demand out there from interest-sensitive buyers, but it will take a sustained drop in mortgage rates to unlock that demand.”
Pakko said there will not be a housing rebound in 2025 simply because Arkansas’ rate of home sales has not fallen at the same rate as other states. For example, the national housing market took a hit in 2022, but with Arkansas’ numbers better than average, an in-state recovery from that hit would not be as large as a
“I think we’re concerned about trades and tariffs. There could be impacts on the steel industry in-state.”
—
Mervin
Jebaraj,
director, UA Center for Business and Economic Research
state that had a bigger decline.
“The drop in Arkansas does not imply a sharp rebound, since it wasn’t that large,” Pakko said.
Simply put, it all comes down to affordability.
“Although an increase in housing demand, home sales and home construction is on the horizon, I don’t see them taking hold until mortgage rates come down further,” Pakko said.
Hurst agreed that home mortgage rates are still an obstacle, even if Arkansas is faring better than elsewhere. While he is waiting to see what kind of legislation will come down the pipe in 2025, he remains bullish about his home state.
“Arkansas’ thriving business environment paired with the extensive outdoor recreation amenities provides a great landscape for economic growth,” Hurst said.
HOMELESS
HOPEFUL to
Financial literacy an important part of helping people out of homelessness
WBy Sarah DeClerk
hen it comes to homelessness, meeting the basic needs of food, shelter and safety are critical, and connecting people with transportation, jobs and job training can help those experiencing homelessness become self-sufficient. Equally important, though, is instilling financial literacy skills, such as budgeting, that can set individuals up for long-term success.
“There’s a lot of people that have experienced chronic homelessness that have never had any real exposure to money management, that have never had anyone say, ‘Hey, do you have anything saved up? In case something goes wrong, can you still make your rent?’” said Neil Denman, president of LRFuse Co-Working.
Working from the Canvas Community Church in Little Rock, LRFuse provides life skills to people experiencing chronic homelessness that can help them be successful going forward. The organization offers a series of classes about resume building, becoming rent ready and more.
“We always do them in twos, so we talk about the theory of something. Then the next class is the implementation and practice of it,” Denman said. “Probably our most popular is job interview skills where we’ll do a class for an hour, and we’ll talk about job interview skills, and then the next week, we’re going to run mock interviews for people to help them walk through those skills and actually practice them.”
LRFuse also hosts an annual job fair. Many participants are also part of Little Rock’s Bridge to Work program, and they frequently receive mentoring from Pastor Paul Atkins, as well. When it comes to employment, transportation can be a major hurdle for people who are homeless, since they often rely on the bus system to get to work and job interviews. That can lead to some resume gaps that can be hard to
Deron Hamilton, right, conducts interview training as part of LRFuse Co-Working. (Photo by Paul Atkins)
explain to a future employer, and Denman said LRFuse can help people find a way to say they were unemployed because they were homeless and what steps they have taken to improve their situation.
Other organizations can help people build an employment history and receive the training and education to pursue a career.
“Many people who join us, we’re the first ‘yes’ they get,” said Brian Marsh, president and CEO of Goodwill Industries of Arkansas. “We’re the first job offer that they receive because they don’t have an employment history. It’s not a solid employment history, so they can work with us, go through our career pathways and earn more as they’re working for us but also get on a pathway for another career, be it with Goodwill or someone else.”
With a mission of changing lives through education, training and employment, Goodwill Industries of Arkansas can help lift people out of homelessness and poverty for good.
“Many times people say that, ‘I’m one paycheck from being in trouble,’” Marsh added. “Well, a lot of the people that we deal with are three missed hours on a paycheck from being in a catastrophic situation.”
When someone comes to the organization for assistance, Goodwill uses a selfsufficiency matrix to identify individuals in crisis and works with its partners to provide resources such as transportation, temporary housing and food pantries.
“If we find someone or identify someone who’s in crisis, we work to make sure that, one, we address the crisis situation because if you don’t have a place to sleep and you don’t have regular meals, you can’t learn in the high school because your focus isn’t on learning; it’s on surviving,” he said. “You can’t be a good employee if you don’t know where you’re going to sleep tonight or if you didn’t get any sleep last night or if you don’t have anything to eat.”
After those needs are met, Goodwill can help people start earning income, manage their finances and secure sustainable living
arrangements. Learning the basics of budgeting is key to ensuring long-term success.
“If you do get housed and you may not be able to plan correctly and you can’t make that rent payment, you’re back on the street, which is extremely demoralizing,” Denman said.
Marsh agreed that financial literacy is important not just for people who are homeless but for everybody.
“If you do not have financial literacy, if you do not understand where your money is going, how to plan, then you won’t understand the opportunities to save and the power of time and interest to grow money, and you won’t have the discipline to be able to save for something because you won’t know that that’s possible,” he said.
Financial literacy training at Goodwill starts with understanding cashflow, which can be a challenge for anyone who has never been taught how to budget.
“Building a budget requires that we have a couple of things,” he said. “One is delayed gratification, and that’s difficult. That’s difficult if you’re someone who has been without or been with lesser means to wait and save for something because you don’t know if you’ll ever get to that number, and historically, they don’t have anything to draw upon.”
The next focus is debt relief, and once clients start earning enough to meet their basic needs, they start working toward a living wage that will get them on the path to buying a car and a home.
“That is the ABCs of work,” Marsh said. “It’s a job, a better job and a career.”
Goodwill has career ladders that can take people from an entry-level position to a career, he added, starting with scheduled raises if participants pass a proficiency test and going as far as scholarships to earn a high school diploma at the Excel Center or learn a trade at the Academy at Goodwill.
“What that does is that then puts them on a pathway to a job making $15, $18, $22 an hour,” Marsh said.
He added that many of Goodwill’s clients are unbanked or underbanked, especially those in the reentry program. Representatives from Encore Bank visit the Goodwill Training & Education Centers in Little Rock and Springdale each month to answer questions and help people get banked, and Southern Bancorp also helps with tax preparation and financial management.
“If you’re unbanked, No. 1, you’re carrying all your money with you, which, if you’re chronically homeless, is not the safest thing to do,” Denman said. “If you do, at some point, get housing of some nature, you’ve got to worry about paying the bills and rent, and not having access to those bank accounts is really a big deal because it’s hard to just take the bus around and try to go pay your bills everyday as opposed to being able to pay them directly from
“
I think it gives a big sense of pride that they have made a huge step forward. They’ve got their bank account, and they’ve got some money they’re starting to get saved up. I think it’s a big issue of pride and an accomplishment.
— Neil Denman, LRFuse Co-Working
Neil Denman
You can’t be a good employee if you don’t know where you’re going to sleep tonight or if you didn’t get any sleep last night or if you don’t have anything to eat.
— Brian Marsh , Goodwill Industries of Arkansas “
your bank account.”
He added that LRFuse board member Mark Murphy at First Horizon Bank teaches a class on the importance of banking through the program. Securing a bank account can provide a major financial and psychological boost.
“I think it gives a big sense of pride that they have made a huge step forward,” Denman said. “They’ve got their bank account, and they’ve got some money they’re starting to get saved up. I think it’s a big issue of pride and an accomplishment.”
The cost of poverty is part of why homelessness can be difficult to overcome. People without a bank account incur additional fees when it comes to check cashing and other financial transactions. Without a safe place to store food, people who are homeless often pay for more expensive prepared items.
The generational nature of poverty can also keep people on the streets. As Marsh said, “You can’t be what you can’t see.”
“What happens, as I’ve seen, is that if you’re raised in a situation where you’re in crisis, you’re in a financially unstable situation as you’re growing up, it becomes the norm, so it’s hard to break out of that,” Marsh said. “It’s hard to break free of your preconceived [notions] and your experiences, so in order to move someone through
Nilvia Juarez, from left, instructor Miya Miller, Maryyah Ramadan and Kina Berry pose for a photo at the Academy at Goodwill in Little Rock.
that, really, sometimes it takes a life experience that causes them to break that path or to get off of that path.”
He added that the reentry program at Goodwill has a recidivism rate of less than 6 percent. The recidivism rate in Arkansas is almost 50 percent. Marsh credited Goodwill’s transitional employment opportunity program to helping individuals find a new way of life after prison.
“What that does is it takes them off the path that they were on that became a pretty circuitous path, and it puts them on another path,” he said. “Really, in order to break out of that, sometimes it takes a situation where change is thrust upon you or when you get to a point that you see the opportunity and you can grasp it.”
Having a criminal record can pose employment barriers for people who are homeless, Denman said, which can include the inability to pass a background check or simply encountering negative attitudes about incarceration.
“Unfortunately, it does come with some stigma,” Denman said. “People, for whatever reason, when they see some type of prison record, it does tend to turn them off from an employment position because they’re wondering, ‘Are they violent? Are they prone to theft?’ It’s just a general turnoff when a lot of people have overcome that many, many, many, many years ago, and it’s not really an issue for them.”
LRFuse has had a number of success stories. Denman shared a story about three men who became roommates after going through the program.
“They’re good friends. They have found where they need to be in life,” Denman said. “One of the big things that you think about when you think about homelessness is people on the run, but there’s actually a huge community, and a lot of the chronically homeless that come through Canvas, they watch out for each other.”
He encouraged anyone who would like to make a difference through LRFuse to donate at lrfuse.org, join the board to lend their connections to the organization or attend the job fair to see just what individuals experiencing homelessness are capable of.
“If you own a business, it would be great if you would come to one of our job fairs and talk to some of the people down there,” he said. “They all have great stories, great attitudes. The attitudes are fabulous. I think that’s one thing that would probably shock people the most if you haven’t experienced it is the very positive attitude and how well prepared everybody is when they come to these interview nights.”
Brian Marsh
Neil Denman
Deron K. Hamilton
SCHOOLHOUSE BUCK
Economics Arkansas helps ensure students graduate with the money skills to be successful
It is no secret that good habits start early, and one Arkansas organization is working to ensure children understand financial principles that can benefit them their entire lives. Economics Arkansas provides training and resources that allow educators who teach pre-K through 12th grade to integrate economics and financial literacy into their classrooms.
The organization provides about 300 workshops a year to teachers across the state, in addition to standards-aligned resources and lesson plans.
“Really, economics is about making decisions, the science of decision making, and people make many decisions every day,” said Kathleen Lawson, executive director. “That’s really the core of what we’re trying to teach is teaching teachers how to teach students about every decision that they make.”
The 2013 study Habit Formation and Learning in Young Children by University of Cambridge researchers David Whitebread and Sue Bingham found that money habits are instilled in children by age 7. For that reason, Lawson said, it is important to teach children about money early and often.
“I always think of financial literacy as something that, really, is from 2 to 92,” she said, “and depending on where you are in that spectrum, there’s different financial education that’s relevant to you at that time.”
In 2017, the Arkansas legislature passed the Personal Finance and Job Readiness Act, which mandated financial education in the classroom and implemented standards for such coursework.
“I think sometimes there are a lot of things that schools prioritize, like math and literacy, of course, which are so important, and what we try to do is show teachers how they can integrate economics into those other core subjects that they’re already teaching,” Lawson said.
Economics Arkansas started in 1962 after Joe Ford, co-founder of Altell and Westrock Coffee, came home for Christmas break after taking an economics class and told his father, Arch Ford, then the commissioner of the Arkansas Department of Education, that economics was so important, it was a wonder it was not taught before college.
Arch Ford must have agreed because he partnered with the National Council for Economic Education to start the Arkansas Council on Economic Education — now Economics Arkansas — and named Bessie B. Moore the first executive director.
“Our goal is that when students graduate high school, they understand how to be informed voters, how to be wise investors, smart consumers and productive citizens,” Lawson said.
To help make finances fun, Economics Arkansas hosts
competitions such as the Stock Market Game, a student investment simulation in which students in fourth through 12th grades are given a $100,000 virtual portfolio to invest in the stock market. During the competition, they learn about stocks, bonds, mutual funds, publicly traded companies and more while watching their money grow.
“That’s a really exciting competition, I think, for students,” Lawson said. “They get to compete against other students. We had over 6,000 Arkansas students compete last fall, and we have a lot more than that competing right now in the spring competition, and then some of them are competing year-round.”
Other competitions include a personal finance challenge and a state econ challenge, and Economics Arkansas also hosts financial literacy nights during which parents can learn financial literacy skills alongside their children. Lawson said the organization has created a toolkit that allows the program to be rolled out at any school.
The organization also partners with the Arkansas Hunger Relief Alliance for a program called Cooking Matters that teaches families how to prepare nutritious meals on a budget.
Last school year, the organization reached nearly 200 public schools and 24 private and charter schools, Lawson said, adding that it touches about 85 percent of the public schools in the state. In addition, the organization visited 13 colleges and universities to provide preservice training to prospective teachers.
She added that the organization recently began prioritizing entrepreneurship education after Bentonville-based Heartland Forward published a study detailing the critical role small businesses play in state economies titled America’s Entrepreneurial States: Supporting Entrepreneurs to Help Drive the Economy.
“We’ve kind of ramped up our entrepreneurship education,” Lawson said. “That was one of their calls to action is that we need to have more entrepreneurship education for students.”
She said she hopes to continue growing the organization’s footprints and informing more teachers about the no-cost resources available through Economics Arkansas.
“We’re always trying to expand. We know there’s a big movement, nationally, for an increase in personal finance, so we’re kind of watching that movement,” she said. “We want to be ready and available when and if it comes to Arkansas.”
Kathleen Lawson
The Tax That ‘BONDS’
By Mark Carter
In 2018, a coalition of elected officials, business owners and educators in Saline County recognized the need to bolster the local workforce to attract industry. It was determined that the county could benefit from a career technical-education center available to students in the county’s six school districts.
Working with Stephens, the independent financial services firm in Little Rock, the county determined a 0.375 percent salesand-use tax could provide the funds necessary to support bonds to generate the roughly $43.5 million cost of the facility.
Proceeds from the tax would be dedicated to repayment of the bonds, and the tax would be terminated once the bonds were paid. Voters approved in November of that year, and the following April the tax went into effect.
Leigh Ann Biernat, executive vice president and head of public finance at Stephens, said the decision was made to not include a debt service reserve. The Saline County offering, she added, was well received in the marketplace, having more than 160 percent debt service coverage and an ‘A1’ rating on the bonds.
At the time the tax was issued, it was expected to take 12 years to pay off the bonds at 0 percent annual growth in the tax — 10 years assuming 3.5 percent growth.
“These bonds are secured by a bond tax, and they are projected to be paid in full this year, earlier than anticipated due to the growth in the Saline County sales tax,” Biernat said. “Once the bonds are paid in full, the tax will no longer be levied.”
The Stephens public finance division works with government entities and 501(c)(3) nonprofit organizations as municipal advisor, underwriter or placement agent in the issuance of debt, typically in the form of municipal bonds, to help fund public projects. The firm works with cities and counties, school districts and higher education institutions, hospitals and health care organizations, state agencies, and water and sewer entities.
“By fostering strong relationships with local and state officials, we gain a deep understanding of their funding needs and provide tailored financial solutions,” Biernat said. “Recognizing that public officials can change with each election cycle, we also offer educational materials — such as specialized resources for new mayors — to ensure they are aware of the financial tools available to them.”
The Saline County Career & Technical Campus has been a big hit, offering a variety of programs designed to prepare students for certain career paths, including automotive service technology, construction, cybersecurity, health sciences, HVAC repair, industrial technology, manufacturing, medical professions, networking and welding.
Participating high school students can earn college credits through program partner Arkansas State University Three Rivers in Malvern, which also provides program instructors.
“We believe our expertise is most valuable when we are involved early in the planning process,” Biernat said. “Because we are typically compensated only when a transaction closes, our approach is long term and relationship driven. Our role includes helping clients identify revenue sources to repay debt and determining how much funding can be generated through bond issuance.”
In Arkansas, most tax-secured bonds require voter approval before they can be issued, she said. “Stephens assists in financial modeling related to the ballot initiatives outlining the proposed use of bond proceeds — for parks, road improvements, etc. — and the impact on project funds if some of the initiatives are approved by voters and some are not; creating financing calendars to ensure proper timing of funding measures; and, if requested, engaging with constituents to explain the financing process and how the bond-issuance process works,” she said.
BOND-voyage
Experts dish on public finance
Bonds can be an effective way to secure long-term project funding for government entities, schools, health care providers and more.
Public finance can help them deliver important services with debt oftentimes paid off earlier than expected. Arkansas Money & Politics visited with a trio of central Arkansas experts in public finance — Leigh Ann Biernat, executive vice president and head of public finance at Stephens; Paul Phillips, senior managing director for capital markets at Crews & Associates; and Pat Moon, managing principal at Meridian Investment Advisors in Little Rock — about bonds, how they are rated, tax-exempt status and more.
AMP: How has public finance evolved over the years?
Biernat: Public finance has undergone significant changes over the years, primarily in two key areas: increased regulatory requirements and shifts in industry participation. The regulatory landscape governing public finance has expanded considerably. Issuers of public debt must meet continuing disclosure obligations, providing annual financial updates to investors. These updates include annual audit reports, which are crucial for investors and credit rating agencies, and financial disclosure errors. Should an issuer fail to file necessary documents by the deadline, the issuer is required to report said failure and subsequently file the missing documents.
Ensuring compliance with these requirements can be a challenge for some of our clients. Whether working with Legislative Audit or a public accounting firm, we emphasize the importance of timely audit reports, as they directly impact investor confidence and credit ratings.
Another major shift in public finance is the evolving landscape of professionals and firms in the industry. Some professionals have made a career of working for
By Mark Carter
multiple firms. In addition, major financial institutions such as Citi (2024) and UBS (2023) have exited the municipal bond underwriting business, reshaping the competitive environment.
Stephens, privately owned and family-led for more than 90 years, began by trading Arkansas highway bonds in 1933 and is now led by the third generation of the Stephens family. Public officials may change with elections, but Stephens provides continuity and stability to an industry marked by transitions.
AMP: How are bonds rated?
Moon: Bonds are essential financial instruments that allow governments, municipalities and corporations to raise capital while offering investors a relatively stable return. However, not all bonds are created equal. They vary in terms of issuer, risk, return and structure. Understanding the different types of bonds and their rating systems is crucial for making informed investment decisions.
Government bonds are issued by national governments and are often considered among the safest investments. For example, U.S. Treasury bonds are backed by the full faith and credit of the U.S. government, making them a low-risk option for investors seeking stability. Treasury notes and Treasury bills (T-bills) are shorter-term government alternatives with varying maturities.
Municipal bonds are issued by states, cities and other local government entities to finance public projects such as infrastructure, schools and transportation systems. They are generally classified as either general obligation or revenue bonds. General obligation bonds are backed by the issuing municipalities’ credit and taxing power, and revenue bonds are supported by revenue generated from a specific project, such as toll roads or stadiums.
Corporate bonds are issued by companies to finance operations, acquisitions or expansion and offer varying degrees of risk depending on the financial strength of the company issuing the bonds. To help investors assess the risk associated with bonds, credit rating agencies such as Moody’s, Standard & Poor’s (S&P), and Fitch Ratings assign ratings to bonds based on the issuer’s financial health and ability to meet debt obligations.
There are generally two levels of ratings. Investment-grade
bonds are issued by financially stable government organizations or corporations with higher credit ratings. Below-investment-grade or high-yield bonds are issued by companies with lower credit ratings, offering higher potential returns but carrying greater default risk.
The credit rating agencies review the financial health of the issuer and bond structure and assign a letter rating to each bond. S&P and Fitch segment ratings by AAA (Highest Quality), AA, A and BBB, which are considered investment grade. Bonds rated BB, B, CCC, CC, C and D are considered higher risk and must pay a higher interest rate, thus the term “high yield.” Moody’s has a similar rating system. The lower the rating, the higher the interest rate (coupon) that must be paid by the issuer to entice investors to encounter more uncertainty.
AMP: Will municipal bonds maintain their tax-exempt status?
Phillips: Absolutely. Tax debate in Washington, D.C., is an ongoing and continuing process. While there still appears to be general support for continuing the tax exemption for municipal bonds, as Congress looks for ways to address expiring elements of the 2017 Tax Cuts and Jobs Act, one element under the microscope is the curtailment or potential elimination of tax-exempt bonds.
While our industry has battled this threat in the past, we believe that it is important to preserve, protect and promote tax-exempt municipal bonds, including the advancement of the use of certain private-activity bonds as an economic development tool.
Tax-exempt bonds are the bedrock for the financing of public infrastructure projects such as water, sewer and electric utilities, roads, bridges, airports, police facilities, fire facilities, small manufacturing, hospitals, senior and affordable housing, and first-time farmers. Research by certain community development agencies suggests that communities could face an increase of 35 percent to 45 percent or more in increased capital costs. That’s real money in the communities that we serve.
AMP: What are the differences between U.S. treasury bonds, municipal bonds and corporate bonds?
Phillips: Each category has a distinct level of credit risk. Generally, municipal bonds have a low credit risk and are a good alternative for risk-averse investors that are also looking for the tax advantages associated with this type of investment. Since the rates in the capital markets are constantly moving, investors are subject to fluctuations in the value of their bonds, but if your plan is to hold until maturity, if there is no default, you will ultimately receive the face value of your purchase.
AMP: Talk about the role of public bonds when it comes to financing big-ticket items such as stadium projects.
Moon: Public bonds are a vital mechanism for funding large-scale projects, enabling governments to invest in essential infrastructure without immediate budget constraints. These projects — such as bridges, highways, airports, schools and sports stadiums — often require substantial up-front capital that local or state budgets can’t immediately provide. By issuing bonds, governments can raise the necessary funds while
spreading the repayment over time as projects produce revenues, making large-scale investments more manageable. The use of public bonds requires careful planning to balance economic benefits, fiscal responsibility and longterm sustainability.
AMP: What public finance mechanisms are available?
Biernat: Public entities and 501(c)(3) organizations have access to various financing mechanisms to fund critical projects. The primary forms of debt issuance include publicly offered bonds and private placements, which can take the form of either bonds or bank loans. These financing tools can be structured with either fixed or variable interest rates and may be classified as taxable or tax exempt.
A key distinction is between tax-exempt and taxable bonds. Tax-exempt bonds offer investors tax-free interest income, which typically results in lower borrowing costs for issuers such as governments and nonprofit organizations. However, tax policy discussions in Washington could impact the future availability of tax-exempt bonds. With the Tax Cuts and Jobs Act of 2017 set to expire at the end of 2025, lawmakers are evaluating ways to offset revenue losses, including proposals to eliminate tax-exempt bonds altogether.
The Public Finance Network, a coalition administered by the Government Finance Officers Association, has outlined the critical role tax-exempt bonds play in financing public infrastructure. Key points include lower borrowing costs — market data shows that tax-exempt municipal bonds reduced state and local borrowing costs by 2.1 percent in 2023; infrastructure investment — state and local governments finance 90 percent of public-sector construction projects, with a 10-year issuance volume exceeding $4 trillion; and investment stability — municipal bonds provide a reliable investment, particularly for older investors, who receive nearly 60 percent of tax-exempt bond interest earned by individuals.
Given ongoing discussions in Washington, D.C., the landscape of public finance may evolve. If tax-exempt bonds are restricted or eliminated, state and local governments will face higher financing costs, potentially slowing down infrastructure investment. Advocacy groups like PFN are working to preserve these critical financing mechanisms to ensure continued support for public projects across the country.
Leigh Ann Biernat
Pat Moon
Paul Phillips
Investing for a Rich Life. Realizing what you value.
There is more to life than building wealth — and indeed, building it is only half the battle. Whether running a business, working towards a dream retirement or contemplating the legacy one will leave behind, long-term financial success requires a dynamic, personalized approach for every stage of life. That said, balancing all of the aspects that impact one’s wealth can be a challenge for even the most financially savvy individuals. That is why partnering with a team of expert advisors can be an invaluable step towards achieving one’s goals both now and in the future.
Meridian Investment Advisors has been a trusted name in wealth management and retirement plan solutions since 1983. The Little Rock-based firm serves affluent families, business owners and corporate leaders throughout the country, helping them build, protect and manage their wealth. Led by Pat Moon, certified financial advisor and managing principal, the Meridian team manages more than $800 million in assets with a philosophy that places clients at the center of every decision. The firm’s fee-only structure means Meridian advisors are incentivized to grow their clients’ assets rather than promote certain products or services. That independence gives Moon and his team the freedom to recommend ideal solutions for each individual’s objectives.
Meridian’s approach to wealth management goes beyond simple investment advice. The firm tailors comprehensive plans to address retirement, estate planning, tax strategies and more, giving clients peace of mind when it comes to their long-term financial health. For business owners and corporate executives, Meridian also designs and manages retirement plans that help attract and retain top talent while maximizing long-term benefits. Every plan is customized to align with a client’s unique financial picture,
balancing risk and opportunity with a forward-thinking strategy.
Further reflecting the firm’s commitment to the future is the appointment of Marshall Moon, certified financial planner, as a partner at the beginning of this year. As a senior investment advisor and Meridian’s chief equity strategist, Marshall leads the investment strategy team and ensures that clients benefit from well-informed and effective investment decisions. Marshall has been at Meridian since 2015 and earned his Certified Financial Planner designation in 2020.
Meridian Investment Advisors continues to stand out as an industry leader, not least of all for its commitment to transparency and client education. In addition to one-on-one advisory services, Meridian offers a wealth of resources, including articles, videos and financial tools covering topics such as market trends, investment strategies and tax planning. The Meridian team is not just providing a service but offering true partnership in one’s financial journey, empowering clients to make informed decisions with confidence at every step.
Pat Moon
Marshall Moon
The C-suite
That place where most of us strive to be when we launch a career. Referring to the cluster of toplevel executive positions within most companies — traditionally positions such as chief executive officer, chief operating officer, chief financial officer, chief information officer but now including titles such as chief human resources officer or chief people officer — the C-Suite entails hard work, high stress and long hours. The rewards, however, can be substantial.
The coveted C-suite represents the realm of top-level executives within companies. Whether the end goal is the CEO’s office or that of the COO, CFO or another executive position, the C-suite demands diligence, creativity, skill, constant learning and an ability to lead people effectively.
Arkansas Money & Politics asked readers to pick their favorite C-suite executives. It is our way to recognize many of those business executives in Arkansas whose hard work makes the Natural State a great place to live and work.
BORN or MADE?
Regardless of how leaders are forged, programs polish diamonds in the rough
By Mark Carter
Are leaders born or made? Are they inherently wired to lead, or do they learn leadership skills through upbringing, experience, and trial and error? In 2012, the nonprofit Center for Creative Leadership asked that very question of 361 C-level executives from across the United States. A slight majority of respondents, 52 percent, answered that leaders are more made than born. Nineteen percent believed leaders are born, while 29 percent answered that leaders are both born and made.
For some business leaders, the path to the Csuite is forged at an early age. For others, leadership is thrust upon them in the crucible of a board or conference room.
While it is hard not to imagine historical icons such as Winston Churchill or Joan of Arc as natural-born leaders, it could be argued that both were crafted into the standard-bearers they became through their respective life experiences. Would the Allies of World War II have benefited
from the same effective, never-surrender British prime minister if the younger Churchill of 1915, as first lord of the Royal Navy, had not been demoted following the failure of the World War I Gallipoli Campaign?
Kate Barlow, business development officer for the central Arkansas market of White Hall-based Relyance Bank, is the current vice chair on the Leadership Greater Little Rock advisory board. She graduated last year as a member of Class XXXIX. Barlow said she believes some are born with traits that make leadership come easily but that effective leadership requires qualities developed over time.
“One of the most impactful aspects of my experience in Leadership Greater Little Rock was the exposure to people from all walks of life,” she said. “The program brought together individuals from diverse industries and backgrounds. I had the opportunity to engage with people whose experiences were different
from my own, and it helped me develop a deeper understanding of our community. The most valuable takeaway from the program was the relationships I built with my classmates — connections I may never have met otherwise that turned into lasting friendships and continue to influence my life today.”
Leadership Greater Little Rock was launched through the chamber in 1985, and Leadership
Last year’s LGLR class visited the Dassault Falcon Jet plant in Little Rock. The inaugural class in 1985, inset, posed for a group photo at the Arkansas State Capitol. (Photos courtesy of LGLR)
Arkansas from the Arkansas State Chamber of Commerce, modelled on it, is currently in its 19th iteration. Other such programs can be found in Pine Bluff (the first in the state), Conway, Fort Smith and northwest Arkansas.
The programs are designed to take business leaders, be they forged or born, and help set them up to be effective community leaders. In the case of LGLR, the curriculum is intended to:
• Identify and motivate individuals with leadership potential.
• Acquaint them with community needs, challenges and opportunities.
• Offer a forum of exchange on methods for dealing with community issues.
• Challenge potential leaders to become involved with local issues and the decision-making process.
Most similar programs entail a nine-month program that parallels the academic calendar year. LGLR and Leadership Arkansas generally accept roughly 50 applicants per cohort. In the case of the Little Rock program, participants must be a resident of Pulaski County and at least 21 years old, and there officially is no age cutoff. The LGLR curriculum includes a class announcement ceremony in September and graduation ceremony in May.
Kellen Davis, LGLR executive director, said the program simply aims to train community leaders.
“In-depth training sessions focus on various issues, exploring their background, origin and present-day status,” he said. “The program covers a full slate of topics, including government, the area’s economy, education, social services and much more. The sessions combine lectures, tours, dialogue, and interaction between speakers and participants.”
The LGLR curriculum includes a leadership challenge course that includes the ExCEL Leadership Challenge and other team-building exercises and an orientation/retreat through which class members take a Process Communication Model personality assessment and complete a community-service project. Other sessions are dedicated to the history of Little Rock, the central Arkansas region and state as a whole; community/neighborhoods (class members are split into groups and assigned a neighborhood in Pulaski County to research); economic development; government and politics; health care; military; education; criminal justice and public safety; and quality of life.
All sessions entail on-site visits to hear from community stakeholders.
The LGLR advisory board meets at the end of each class to evaluate and consider any program tweaks, but changes are few. To this day, the program still bears the imprint of former Little Rock Mayor Jim Dailey, the program’s first chairman, and legendary local real estate developer Jimmy Moses, who led the first curriculum committee. Volunteers have served in these positions for each class since.
Judy Love is a former LGLR program director and board member who still volunteers to help with each class. She said Dailey and Moses travelled across the country to visit chambers with similar programs and get the Little Rock curriculum established.
“With each session, the content shifts some, but our core curriculum stays mostly the same because Jim Dailey and Jimmy Moses did such a great job in the beginning and really researched the programs. We started out with a good core curriculum, and we are still very close to what it was in the beginning.”
One example of curriculum change was the addition of a military session in which participants visit the Little Rock Air Force Base in Jacksonville and the Arkansas Army National Guard’s Camp Joseph T. Robinson
Members of LGLR Class XXXIX complete a ropes course as part of team-building exercises.
Kate Barlow
Kellen Davis
in North Little Rock, she said. Love added that sponsorships from local businesses have been integral in the program’s success. This year’s sponsors are Pulaski County Title (presenting sponsor), Relyance Bank, CHI St. Vincent, Bank of America, Wright Lindsey Jennings and Everon.
Not only do businesses consider sponsorship a sound investment, but alumni status with either the Little Rock or state program is considered a significant professional accomplishment. Many business leaders in central Arkansas complete both the LGLR and Leadership Arkansas programs.
Toni Lindsey, director of Leadership Arkansas and governmental affairs for the state chamber, said her program is “a great way to offer professional development to business leaders across our state” that shows class members what is going right and wrong in Arkansas and where “they can get plugged
and travel to each spot with an open mind, immerse themselves in the culture and industry of the area — really engage with the leaders and alumni in each area and learn from them,” she said. “We always tell the new classes what you get out of the program will be equal to what you have put in. One of this program’s strengths is its networking opportunities throughout the program and beyond.”
The application process for both the Little Rock and state programs is highly competitive, as evidenced by many businesses and corporations opting to pay the $3,500 entry fee, in the case of Leadership Arkansas, to get their employees in the fold. Companies get better employees and the community gets more effective leaders.
Lindsey said Leadership Arkansas has received enough applications each of the last few years to fill multiple classes. LGLR also must weed down applicants to keep its classes at around 50 participants.
We always tell the new classes what you get out of the program will be equal to what you have put in.
—
Toni Lindsey, Leadership Arkansas
into help and make a difference.”
“We’ve had several graduates go on to run for school board, state senate and the state house of representatives,” she said. “We are so proud to see many of our graduates continue to network and engage with one another. They use the lessons learned and skills gained through their year in the program to continue to propel them forward in their careers, many winning prestigious awards, gaining recognition and promotions along the way.”
Leadership Arkansas’ Class XIX will graduate in May. Its members include employees of the University of Arkansas in Fayetteville, Entergy Arkansas, Riceland Foods, Walmart corporate and state agencies such as the Arkansas Economic Development Commission and the Arkansas Department of Commerce. Lindsey said the program has graduated 1,000 members.
“We want everyone to leave their inhibitions and preconceived notions at the door
Lindsey Gray, chief financial officer at Arkansas Automatic Gates in Little Rock, is an LGLR alumnus who believes effective leaders live by the mantra, “Leave it better than you found it.” She said she was surprised by how much she learned in the program — information to not just make her a more effective leader but a better citizen.
“Even as a native Little Rock resident from birth to present, I had no idea how much I didn’t know about my community prior to LGLR,” she said. “I had the bonus joy of participating with my brother, which gave us a guaranteed day together each month. Through the program, I made so many new friendships and relationships that I value greatly and gained an even greater appreciation for our city.
“I got to see behind the curtain on many industries, giving me a greater appreciation of all that Little Rock has to offer. I’ve seen where the connections made in the program have led to new career paths and passions for many needs in our community.”
Judy Love
Toni Lindsey
Lindsey Gray
The View from the
TOP
When it comes to much of the prevailing advice on leadership, “easier said than done” can be an understatement. Living up to one’s own idea of who a leader should be, though a much rarer feat, is not impossible. One need only ask Shannon Bedore, who in 2015 took the advice — plus retail experience at Kohl’s and Walmart and a Master of Business Administration in supply chain management — and set out to establish a consumer goods consulting company in Bentonville. A decade later, Sightline Retail has worked with industry players such as Walmart, Whole Foods Market and Amazon while providing brands with everything from sales, management and strategy to operations, replenishment, warehousing and administrative support.
“I love to meet new clients and solve their challenges of launching and managing their brands at retailers,” Bedore said. “The more clients trust my firm to work on product strategy, the better job we do of excelling. It is still so fun for me to launch products and measure consumer responses. The consumer never ceases to amaze me.”
Sightline Retail offers a lower-cost option than hiring and maintaining
Shannon Bedore, CEO, Sightline Retail and Blue Elephant Food Group USA
an internal team, an especially vital service for smaller suppliers who otherwise might struggle to keep up with large retailers. The company works with businesses of all sizes across a number of different industries and locales. In 2019, Sightline was named one of the top analytics solutions providers by industry publication Retail CIO Outlook, recognizing both the company’s technological savvy and careful catering to client needs.
While Bedore is passionate about her work building relationships between retailers and suppliers, Sightline is far from the only thing on her plate on any given day. Bedore is also the CEO of Blue Elephant Food Group USA, a consumer packaged goods brand based on the massively successful Thai restaurant chain of the same name. Blue Elephant Royal Thai Cuisine products can be found in more than 35 countries worldwide, and Sightline Retail played an instrumental role in helping the Blue Elephant name break into the United States market.
“I’m so fulfilled professionally, I can’t imagine any other job where I could achieve this level of professional accomplishment, mental stimulation and work with such a great group of people every day,” Bedore said. “There isn’t a day that goes by that I’m not appreciative of this.”
If staying ahead of the ever-changing retail industry and yearly business trips to Thailand were not enough, Bedore has also kept busy by furthering her own education. She expects to complete her doctorate from the University of Florida this year, after which she intends to share her knowledge with others coming up in the industry.
“Finishing this degree has been a personal goal for some time, and it is finally coming to fruition,” she said. “I hope to use this degree in a collegiate setting to teach students about retail, supply chain and brand management. This will be a major milestone for me to achieve along with continuing to lead the company too.”
Outside the office, the airport and the classroom, Bedore devotes much of her time to a health care cause close to her heart. A staunch supporter of the cystic fibrosis community in Arkansas, she helped open an adult cystic fibrosis clinic in northwest Arkansas and spent many years as board president in northwest Arkansas of the Cystic Fibrosis Foundation.
“I’m happy to say the clinic is thriving and now treating patients from Oklahoma, Missouri and Kansas,” she said. “It is also above patient target, meaning there is money to invest to further develop more robust patient care for adult CF patients. I now focus my energy to ensure the adult clinic is open and thriving for the surrounding community.”
If that sounds like a whirlwind schedule, it is. Although not always easy to manage, Bedore’s career has been defined by a stamina that allows her to stick to it regardless of the challenge. Far from a platitude, perseverance is often the difference between a moment of success and a lifetime of achievement. Hard work, after all, is rarely outcompeted.
“Even when things were tough, I always kept on going,” she said. “So many times, it would have been easier to quit and find easier work. Now I couldn’t be happier with where I am professionally and am proud of my achievements.”
To learn more about Sightline Retail, visit sightlineretail.com or call 1-844-ON-SHELF.
John
W. Allison CEO
Home BancShares
Dennis Anderson CIO
ArcBest
Dennis Anderson is the chief innovation officer at ArcBest in Fort Smith. With more than 20 years of experience in logistics, Anderson oversees the company’s innovation and technology strategy, including unlocking the potential of emerging technologies such as the ethical and responsible use of artificial intelligence and machine learning. He is dedicated to leveraging the power of technology to address customer needs, drive growth and efficiency and advance the global supply chain. His approach to innovation emphasizes continuous improvement and a customer-centric philosophy, ensuring that ArcBest remains agile and responsive to customer demands and market changes. Under his guidance, ArcBest has undergone transformational improvements in its digital tools, significantly enhancing transparency and shipment visibility and making shipment management easier than ever for customers. This has contributed to arcb.com being named the No. 1 most useful website in Mastio’s 2024 rankings. Anderson is a member of the Arkansas Academy of Industrial Engineering, the University of Arkansas Department of Industrial Engineering Liaison Committee, the Brandon Burlsworth Foundation Board and the United Way of Fort Smith Area Board, for which he served as chair in 2024. He holds a bachelor’s degree in industrial engineering from the University of Arkansas in Fayetteville.
T.J. Anderson CFO
Farmers & Merchants Bank
T.J. Anderson is the chief financial officer at Stuttgart-based Farmers & Merchants Bank, bringing more than 20 years of experience in banking, corporate finance and investments. In his role, he focuses on the bank’s strategic initiatives and financial management, working from the Jonesboro office. Before joining Farmers & Merchants Bank in 2024, Anderson held leadership positions at the Arkansas State Bank Department, Microsoft Corp., Premier Bank of Arkansas and Southern Bancorp Bank, where he most recently served as executive vice president of banking operations. A Paragould native, Anderson earned a finance degree from Arkansas State University in Jonesboro and a graduate degree in banking from Louisiana State University. He is also a certified fraud examiner. Active in his community, he volunteers with various civic organizations, provides financial counseling and is a member of Central Baptist Church in Jonesboro.
Chris Bates CEO
Pinnacle IT
Sara Bechdoldt CEO
Waco Title
Shannon Bedore CEO
Sightline Retail/Blue Elephant Food Group USA
Shannon Bedore is CEO of Sightline Retail in Bentonville and Blue Elephant Food Group USA. Bedore founded Sightline Retail in 2015 to provide sales, management, strategy, operations, replenishment, warehousing and administrative support for brands to have a lower cost option than directly hiring an internal retail team. Prior to starting Sightline, she worked at Walmart and Kohl’s. Bedore has also dedicated much time to closing health care gaps for the cystic fibrosis community in Arkansas. She helped open an adult cystic fibrosis clinic in northwest Arkansas and served for many years as board president in northwest Arkansas of the Cystic Fibrosis Foundation. She currently sits on the Mercy Hospital Community Board. Bedore obtained her bachelor’s degree in human resources from Michigan State University and her master’s degree in supply chain management from Pennsylvania State University. She is currently completing her doctorate at the University of Florida, after which she hopes to teach retail, supply chain and brand management at the collegiate level.
Matt Bell CEO
Origami Sake
Courtney Bishop CEO Pinnacle Pointe Hospital
Sylvia Blain CEO
Arkansas Hunger Relief Alliance
For the last 22 years, Sylvia Blain’s professional experience has spanned both the nonprofit and government sectors, where she has led numerous initiatives to combat food insecurity. As the executive director of Potluck Food Rescue, the Arkansas Local Foods Initiative and the Dunbar Garden in Little Rock, Blain spearheaded the implementation of community gardens and farmers markets in underserved neighborhoods, providing fresh produce to thousands of families annually. As CEO of Potluck Food Rescue in Little Rock, Blain increased the organization’s impact by 500 percent, serving hunger relief agencies in six counties. Additionally, she and a group of nonprofit and governmental partners established the first Arkansas Food Policy Council. Beyond her professional endeavors, Blain is deeply committed to building resilient food systems, advocating for policy improvements that center on our most vulnerable citizens and building community engagement around these issues. She serves on several boards and committees with a focus on food access statewide.
Congratulations Erin Gattis and Dennis Anderson on being selected as 2025 C-Suite Executives!
Your unwavering dedication to ArcBest®, our employees and our customers is truly commendable. Erin, your commitment to investing in our people — from day one until retirement — empowers them to learn, grow and make a lasting impact. Dennis, your focus on continuous improvement and leveraging the power of technology to address customer needs is helping build better supply chains. Thank you for your invaluable contributions to ArcBest’s ongoing success.
is a multibillion-dollar integrated logistics company that leverages our full suite of solutions to meet our customers’ supply chain needs. Using our technology, expertise and power of scale, we connect shippers with the solutions they need — from ground, air and ocean transportation to fully managed supply chains — serving as a single logistics resource. We’re a trusted advisor. We put ourselves in our customers’ shoes and constantly look for opportunities to optimize. And with innovation as a pillar of our strategy, we develop intelligent solutions that create operational efficiencies and help move the global
SERVICE AS RESPONSIBILITY Mellie Boagni
By Alex Hardgrave
Mellie Boagni’s path to her position as CEO, president and founder of the Arkansas Rural Health Partnership was “anything but traditional,” she said.
She has a background in English and a master’s degree in tourism, and her career revolved around higher education. That changed when she moved across the country to the south Arkansas Delta. There she saw firsthand rural health disparities such as high poverty rates, limited access to health care and the prevalence of chronic diseases.
She felt her writing and strategic-planning skills could drive meaningful change.
“From an early age, I was taught that service is a responsibility, not a choice,” she said. “My father, a judge, instilled in me the understanding that privilege comes with the duty to advocate for others. When I saw firsthand the severe health disparities, poor outcomes and lack of resources affecting rural communities, I knew I couldn’t stand by and do nothing.
The Arkansas Rural Health Partnership was created in 2008 to “drive community-led rural health transformation.”
ARHP emphasizes collaboration, forward-thinking solutions and resource sharing in order to break down barriers and create sustainable change, she said.
“The Arkansas Rural Health Partnership became the vehicle to create real, lasting change, ensuring that rural health care organizations were stronger together,” she said.
More collaboration is a change Boagni wishes to see across the health care sector, where she believes there is too much competition.
Being in a leadership role, she juggles many hats daily, which change depending on the deadlines and priorities. On any given day, she could be developing projects, writing grants or meeting with current or potential partners, among many other things.
Boagni said no two work days are the same, which keeps the work exciting.
“Every day presents new opportunities to problem-solve, learn, grow and dig deep,” she said, “but my favorite moments? Those are spent with my team and partners, brainstorming the ‘what ifs’ that push us to think outside of the box.”
Her advice for people looking to become leaders one day is to not seek out titles or positions but lead through action, integrity and service.
“If you want to be a leader, start by finding someone you admire. Observe how they serve, inspire and make an impact,” she said. “Then immerse yourself in the work, lose yourself in the service of others, and commit to continuous learning. Leadership is not about personal success; it’s about lifting others and creating opportunities for those around you. When you lead with service and adaptability, you’re not just adjusting the sails but setting a course for meaningful change.”
She said she believes that rural health needs more service-minded people in it and hopes to see more people realize they can build meaningful careers outside of cities.
“Too often, people believe they have to move to a large urban center to build a meaningful career, but the truth is that some of the greatest opportunities for impact exist in rural communities,” she said. “These areas are full of hardworking, passionate individuals who deserve quality health care and strong advocacy. If you want to create real change, look to rural settings — because the need is great, and the opportunities are endless.”
Working with her team, partners and the community is the driving force behind what she does, she said, adding that she strives to make sure the voices of people who live in rural communities are “heard, respected and empowered to thrive.”
Her inspiration also comes from her late friend Isabella de la Houssaye, who was a lawyer, business owner and endurance athlete. De la Houssaye battled lung cancer for six years before her death, a fight Boagni said her friend never gave up. That reminds Boagni to dig deep, push beyond her limits and adventure outside her comfort zone.
Boagni’s other significant inspiration is her father, a longtime Louisiana judge whom she said led a life of service inside and outside of the courtroom.
When she gets time off from work, she seeks out activities that ground her, opting for gardening, spending time in nature and cooking. She loves to cook any Louisiana specialty because it brings her back to her roots. She also visits her family there whenever she can.
Most important, though, is spending time with her friends and daughters.
“No matter how busy life gets, these moments remind me of what matters most,” she said.
As her career continues, Boagni said she does not plan to take her foot off the gas.
“I have no intention of slowing down any time soon,” she said “I would love to make a greater impact on the state and national levels — perhaps in an advisory or consulting role. If I can find the time to write a book, that would also be a fun way to invest in future generations.”
Mellie Boagni CEO
Arkansas Rural Health Partnership
Mellie Boagni currently serves as the CEO, president and founder of the Arkansas Rural Health Partnership and as the University of Arkansas for Medical Sciences regional director of strategy, management and administration. She has more than 23 years of experience in community and organizational networking, grant writing, program development and implementation. Mellie founded the Arkansas Rural Health Partnership organization in 2008. It began with five critical access hospitals and has grown its membership to 19 rural hospitals, two FQHCs, 92 owned and affiliated clinics and three medical schools serving rural Arkansas residents. Mellie has obtained over $52 million in grant funds for Arkansas Rural Health Partnership to implement federal and state grants to provide health care provider training opportunities, health care workforce initiatives, telehealth expansion, SDOH initiatives, chronic disease programs, behavioral and mental health services and improved access to care throughout rural Arkansas.
Tad Bohannon CEO
Central Arkansas Water
Jon Bostock CEO
Leaf Home
Benjamin Bowman CEO
Enhance Dental
Charley Boyce CEO
Paschal Air, Plumbing & Electric
Brad Brannon CEO
TCW
Leslie Brown CHCO
AgHeritage Farm Credit Services
Leslie Brown, is the senior vice president and chief human capital officer at AgHeritage Farm Credit Services in Little Rock. Originally from Stuttgart, Brown has a bachelor’s degree in accounting from the University of Arkansas at Little Rock and a Certified Employee Benefit Specialist certification. With nearly 30 years in human capital management, she specializes in benefits and compensation. She is known for her collaborative and supportive leadership style, fostering an environment where team members feel empowered to achieve their career goals. Brown’s favorite part of her role is aligning individuals’ aspirations with the organization’s growth strategies, ensuring the right people are in the right roles to drive success. Her vision is to create an inclusive workplace that not only meets the evolving needs of the organization but also supports the holistic well-being and growth of its people.
Bryan Bruich CFO Nabholz
Bryan Bruich’s 17 years with the company have been marked by dynamic changes and growth. During his 12-year tenure as CFO, Nabholz’ sales have more than doubled, reaching the $1 billion mark in fiscal year 2023. Over the same period, the company has increased its number of business units from 22 to 34, a feat made possible by doubling its number of employees to include over 1,700 people. As CFO, Bruich oversees Nabholz’ accounting, human resources, legal and risk management groups, as well as the company’s surety and banking relations, health and wellness program and clinics, investments and real estate developments and equipment fleet. He also serves as the head crawfish and gumbo chef for employee and client cookouts. Bruich currently serves on the board for Conway Regional Health Systems. He is a licensed CPA with the Arkansas Board of Public Accountancy, a member of the Arkansas Society of Certified Public Accountants and an active alum of the University of Central Arkansas, where he received his bachelor’s degree in business administration.
Amy Buss CFO Fortier
Dexter Caffey CEO Smart Eye Technology
Kelly Carney CPO Southwest Power Pool
Kelly Carney, is the vice president, human capital and chief people officer at Southwest Power Pool, where she oversees the human resources and learning and development teams. Carney has more than 20 years of experience in human resources and has worked across a variety of industries; she previously served as vice president of human resources and chief administrative officer at Delta Dental of Arkansas. She also serves on the board of Leadership Foundation for Women and the governance board for Arkansas Hospice. She has a bachelor’s degree in human resources administration from the University of Kansas and has a Senior Professional in Human Resources designation from the Human Resources Certification Institute.
Kristi Casey CEO Rock Dental
Larry Casey CIO FAB&T
Chief People Officer
MAN OF STEEL Dan Brown
Dan Brown may not have the ability to fly or possess superhuman strength like Superman, but he has the power to lead the Big River Steel team to the top of the steel industry through good times and bad.
“I love the challenges of it,” Brown said. “I’ve always liked being in the steel industry. There’s very tough times. It’s a tough industry, but it’s very, very gratifying in ways too.”
Brown has been chief operating officer since 2021, when he was hired at Big River Steel, and was later promoted to senior vice president of advanced technology steelmaking for U.S. Steel, Big River’s parent company.
He started in the steel industry right out of college, being hired by U.S. Steel, which later acquired Big River Steel. He has worked his way up the ladder for 31 years. His positions at the company took him across the globe, from places such as Siberia and Yugoslavia to many different U.S. states, before he came to Osceola in Mississippi County.
He chalks up his leadership skills to a few things. One is the training and guidance U.S. Steel gives its managers. Others are the mentors and bosses he has had throughout his time.
He said he is proud of the changes and innovations that have been happening at Big River Steel. The company has invested close to $4 billion in the last 3 1/2 years and built a new plant in Osceola.
By Alex Hardgrave
Brown said the company has great relationships with Osceola and the state.
“Just the relationship with the entire state of Arkansas and Big River Steel has been something that I haven’t seen in my whole career,” he said. “I really appreciate the fact that we operate in Arkansas.”
When he is not working, he spends time with his wife and three daughters. Even though his daughters do not live at home anymore and one is out of state, they visit as often as they can.
“This facility is now, by steelmaking capacity, the largest steelmaking facility in North America,” he said. “It’s also the most innovative and most technologically advanced steelmaking facility in all of North America.”
The operations are also LEED-certified and ResponsibleSteel certified, so every part of the steel making process meets Leadership in Energy and Environmental Design and other specific sustainability standards, Brown said. Big River Steel was the first steel company in North America to receive the ResponsibleSteel certification.
“We make sure we’re being a great partner to the planet and make sure that we do things correctly and make clean steel,” he said.
The operations are 24/7, and Brown said so is his job. No day is the same, and he is involved in every part of the process, but said he also relies on valuable team members and a talented workforce.
“Everybody’s goal is to make the place as successful as possible,” he said.
“Everybody stays in close contact,” Brown said. “We’re a very close family.”
The couple also likes to explore the Natural State, and Brown gets in a round of golf when he can. He said all the investments being made at Big River Steel are what keeps him motivated to do the work.
“It’s just all the excitement of getting these two facilities up and running and becoming the most efficient, the most successful and the most technologically advanced plant in North America,” he said. “There is so much potential here.”
Outside of Big River Steel, he serves on the Arkansas Research Alliance Board and the Mississippi County Hospital System Board, and he will join the Association for Iron & Steel Technology Board in May.
When asked by new managers what leadership advice he has, he gives two answers, he said. One is that a person can become a leader both by being managed by good leaders and by bad ones.
“We’ll have to look in the mirror and find out what to work on, but you can also use that to your advantage, too, to become a better leader,” he said.
His second piece of advice?
“Make sure you learn something every single day,” he said. “I do feel strongly that if you don’t do that, then you’re not trying hard enough or you’re not doing your job correctly.”
Brown’s future career goals all revolve around seeing Big River Steel be as successful as possible.
“The sky is the limit with what we have going on down here. It’s up to us to execute that plan,” he said.
WE BUILD
GROW. SERVE. BUILD. to support our communities
For over 75 years, Nabholz has upheld our purpose: Grow our people. Serve our clients. Build our communities. In that time, we’ve completed projects of all types and sizes — delivering high quality work to fulfill our client’s vision and needs.
CREATINGReal Solutions
TO ARKANSAS’S GENERATIONAL PROBLEMS
Brad Chambless CEO
Farmers & Merchants Bank/Bank of Fayetteville
Brad Chambless is the CEO of Stuttgartbased Farmers & Merchants Bank and the Bank of Fayetteville. Before starting his banking career in 2006 as a commercial loan officer, he practiced law in Arkansas for over a decade, representing banks and agricultural clients. He was promoted to chief lending officer in 2014 and became CEO in 2021. Chambless holds a bachelor’s degree from the University of Arkansas at Monticello and a law degree from the University of Arkansas School of Law. As the Arkansas Bankers Association’s 2024-2025 chairman, he is dedicated to serving member banks statewide.
Shana Chaplin CPO
Winthrop Rockefeller Institute
Dennis Clay CEO
Crews & Associates
Dennis Clay drives the strategic direction and operational performance of the Crews team as it assists clients in Arkansas and across the country in navigating financial markets. His commitment to stewardship and service — backed by delivering reliable value to investors and bond issuers — positions the organization for consistent performance long term. Before becoming CEO in 2020, Clay was head of sales and trading. His extensive background includes serving as a municipal underwriter for 28 years and underwriting more than $100 billion in municipal bonds. His experience includes developing a dedicated municipal sales force, building a super-regional competitive underwriting group that covered the entire country, and constructing an internal system that premarkets and distributes negotiated municipal bonds to numerous class investors. His expertise and vast knowledge allow Crews & Associates to serve the financial needs of clients in all levels of government, business and private industry.
Greg Cockmon CEO
Cromwell Architects Engineers
Andrew Covington CFO
Arkansas Surgical Hospital
Originally from Collierville, Tennessee, Andrew Covington, chief financial officer at Arkansas Surgical Hospital in North Little Rock, graduated from Harding University in Searcy with an accounting degree in 2006. He has worked for multiple private accounting firms and hospitals in central Arkansas. In 2017, Covington joined Arkansas Surgical Hospital as director of financial services and became CFO the following year. Covington is a Certified Healthcare Financial Professional and is actively involved with the Healthcare Financial Management Association.
Cody Crawford CVO C.R. Crawford Construction
Cody Crawford is chief visionary officer and founder of C.R. Crawford Construction, one of the state’s largest general contracting and construction management companies. A native of El Dorado, Crawford began his construction career early in life by working in the various types of heavy industrial and manufacturing businesses located in the southern region of the state. He began his formal education in the Fay Jones School of Architecture at the University of Arkansas in Fayetteville. After realizing, however, that his passion was not for designing, but rather for constructing buildings of all types, he adjusted his career path to better align with his interests and went on to receive a bachelor’s degree in construction management at the University of Arkansas at Little Rock. He founded C.R. Crawford in 2006 in Fayetteville, where it remains headquartered.
Lane Crider CEO Beaver Water District
M. Lane Crider, is CEO at Lowell-based Beaver Water District. Crider holds a Class IV water operator’s license, is a registered professional engineer in Arkansas, Missouri, Oklahoma and Tennessee, and has a bachelor of science degree in civil engineering from the University of Arkansas in Fayetteville. From 1989 to 2018 he worked for McGoodwin, Williams and Yates, a division of Olsson Associates. His nearly 30 years of experience with MWY included water and wastewater treatment plant design; water transmission, distribution and storage; wastewater collection and transmission; sludge application and industrial pretreatment; street, paving and storm sewer design; sanitary sewer rehabilitation; municipal utility relocation and reconstruction; and many other areas of design and construction for private and municipal projects. Crider currently serves as a member of the Arkansas Board of Health, on the board of Arkansas811, and he is an officer of the Arkansas Water and Wastewater Managers Association. He has served on the board for the Arkansas Water Works and Water Environment Association, the state board of the Arkansas Society of Professional Engineers and the board of the southwest section of the American Water Works Association. At the national level, Crider serves on the American Water Works Association’s water utility council.
Taylor Crow CFO
Pain Treatment Centers of America
Donna Csunyo COO
Ronald McDonald House Charities of Arkansas & North Louisiana
Learon Dalby COO Today’s Power
Josh Davenport CEO
Seal Solar
Find Your Natural State
At Natural State, we’re passionate about cannabis and its many benefits. That’s why it’s our mission to provide the Arkansas medical cannabis community with a full range of products including premium, hand-trimmed cannabis flower, high-quality cannabis concentrates, and luxurious cannabisinfused chocolates and edibles. We’re committed to Arkansas patients and dedicated to our craft, and it shows.
Congratulations
Robert deBin, CEO
Natural State is proud to support our local Arkansas dispensaries with our full premium cannabis product line. Our products are tested by Arkansas-based laboratories for potency and purity in order to meet the highest standards of quality and safety. We thank our dispensary and laboratory colleagues for their partnership and for their dedication to supporting their communities. We stand tall because of our roots.
IMPROVISE, ADAPT, OVERCOME Brad Chambless
When Brad Chambless reflects on his journey from a smalltown boy cutting lawns in the summer heat to the CEO of Stuttgart-based Farmers & Merchants Bank, he credits a simple yet powerful motto: “improvise, adapt, overcome.”
Instilled in him at an early age, that philosophy has guided Chambless through a career spanning law, banking and now leadership at one of Arkansas’s most respected financial institutions.
Chambless, who grew up in Dumas, spent more than a decade practicing law before transitioning into banking. The move was unexpected, but it turned out to be a life-changing decision — one that allowed him to embrace his love for community service and build an institution that prioritizes people over profits.
Chambless’s career began in commercial law, where he represented agricultural and banking clients. However, the long hours and constant travel kept him away from his family, something that began to weigh heavily on him after the birth of his first child in 2005. A pivotal moment came when Don Pattillo and Gary Hudson, longtime bankers and friends, approached him with an opportunity to join Farmers & Merchants Bank.
“I had just come home from a 2 1/2 week jury trial and realized how much I had missed. The offer from Don and Gary provided me not just a career shift but a chance to be present with my family. I can never thank them enough for that,” Chambless said.
Banking has changed dramatically in recent years, and Chambless said the industry faces a host of challenges. Chief among them is the increasing threat of fraud and cybercrime.
“The sheer magnitude of fraud in the U.S. is staggering. Technology has made it easier for bad actors to exploit vulnerabilities, and banks are on the front lines of this battle every day,” he said.
To combat those threats, Farmers & Merchants Bank invested heavily in cybersecurity and fraud prevention while also working with law enforcement to develop stronger protective measures. Additionally, Chambless serves on the government relations committees of both the Arkansas and American bankers associations, advocating for policies that protect consumers and ensure banks can continue to serve their communities effectively.
Since joining the bank in 2006 as a commercial loan officer, Chambless has steadily climbed the ranks, eventually being named CEO in 2021. Now leading a $1.8 billion-asset bank, he remains deeply committed to ensuring Farmers & Merchants maintains its strong community roots while expanding its services across the state.
Chambless’ leadership philosophy is simple: People come first. He believes banking is about relationships with both customers and the employees who serve them.
“We operate like a cluster of small banks within a large institution. Each of our market presidents is a community leader who understands the unique needs of their area. It’s this grassroots approach that helps us stay deeply connected with our customers,” he said.
His approach to leadership extends beyond banking. As the chair of the Arkansas Bankers Association, Chambless is championing three key initiatives: raising awareness of elder financial exploitation, recognizing service members for their contributions and strengthening communication among banks across the state.
“These goals form the foundation of community banking. We must protect our senior citizens, honor those who serve, and ensure that every bank — no matter how small — feels supported and heard,” he said.
What sets Chambless apart as a leader is his genuine passion for helping others. Whether it is supporting food pantries, assisting families who have lost their homes in fires, or providing school supplies for children in need, he believes in the power of giving back.
“One of the most inspiring aspects of our bank is seeing our team go above and beyond for the communities we serve. From school backpack programs to hosting community coffee events, we are committed to making a real difference,” he said.
One of the bank’s most successful initiatives is the First Friday Coffee event in Mountain Home, led by market president Sally Gilbert. The event brings the community together over coffee and conversation, fostering a sense of connection and ensuring residents stay informed about local happenings.
For young professionals aspiring to leadership roles in banking, Chambless offered this advice: “Keep an open mind, and don’t lock yourself into one path. Banking isn’t just about numbers; it’s about relationships. Find your passion, ask questions and never stop learning.”
Looking ahead, Chambless is focused on growth both for the bank and the communities it serves. He envisions a future in which Farmers & Merchants Bank continues to expand its reach while maintaining its core values of trust, service and community engagement.
“At its core, banking is the foundation of our economy,” he said. “We exist to help people, whether that means assisting a small-business owner with a loan, protecting a retiree’s savings or supporting a local charity. If we continue to put people first, we will always be successful.”
Jennifer Davis CMO
Central States Manufacturing
Jennifer Davis is chief market officer and president of Central States Building Works at Central States Manufacturing in Tontitown. In her role, she oversees the marketing, communications and strategy functions of the company while also leading the Central States Building Works division, working to grow the preengineered metal buildings business. Before joining Central States, she held leadership positions at companies such as Learfield, Amazon Web Services, Honeywell, Planar and Intel. Davis is also the author of the book, Well Made Decisions (New Degree Press, 2021), which focuses on organizational decision-making and strategy implementation.
Leslie Davis CEO
Harbor
Mark Davis CCO
Lexicon
Sam Dean CEO
Scott Family Amazeum
Robert DeBin CEO
Natural State Medicinals
Mark Davis is the chief operating officer at Little Rock’s Lexicon. As chief corporate officer, general counsel and secretary, Davis oversees various corporate matters, including strategy and direction of corporate initiatives, structures, policies and procedures. He also manages the company’s legal matters, including litigation. He is an attorney and certified public accountant (inactive).
Starting as co-founder of Natural State Medicinals of White Hall, Robert DeBin has been at the helm of one of Arkansas’ first medical marijuana operations. Now as founder of the CBD-manufacturing company Buffalo Co., DeBin continues to figure heavily in the cannabis trade in Arkansas. He serves as president of the Arkansas Cannabis Industry Association, advocating for the medical marijuana industry while heading up numerous educational initiatives geared toward consumers and policymakers alike. DeBin has applied his knowledge and years of experience to nearly every facet of the Arkansas cannabis industry. His work has led to greater resources and options for those seeking to benefit from medical marijuana use.
Ross DeVol CRO
Heartland Forward
Thomas Dickinson CEO
McGeorge Contracting Co.
Gray Dillard COO
Arkansas Blue Cross and Blue Shield
Maegan Dyson CDO
Conway Regional Health System
Maegan Dyson is the chief development officer for Conway Regional Health System, where she is responsible for leading the Conway Regional Health Foundation, the organization’s fundraising arm. The foundation serves central Arkansas by funding the needs of the community through advocacy, strategic relationships and financial support of the Conway Regional Health System. As CDO, Dyson oversees all aspects of the organization’s fundraising efforts and manages the Foundation’s relationship with the health system through her role on the executive administrative team. Dyson joined Conway Regional in 2022, coming from the University of Central Arkansas in Conway, where she served as assistant vice president for development. In total, she has 15 years of experience in development work including annual giving and events, major gift fundraising, grant writing and management. She is an alumnus of the Conway Area Leadership Institute and the Arkansas State Chamber of Commerce Leadership Arkansas program. She earned her Bachelor of Arts in marketing and a Master of Business Administration from the University of Central Arkansas and obtained her Certified Fund Raising Executive certification in 2020.
John Elkins CLO
Seal Solar
Doug Elms CEO
SafeHaven Security
Susan Eoff CFO
Everett Buick
Victor Esposito CTO
Ritter Communications
Andrew Faulkner CEO
Staley Technologies
Sandy Ferguson CRO
Generations Bank
Rebekah Fincher CAO
Conway Regional Health System
Rebekah Fincher serves as the chief administrative officer at Conway Regional Health System, where she leads strategic growth and business development. She plays a key role in fulfilling the health system’s mission to provide quality health care in central and north central Arkansas. Fincher has helped recruit numerous physicians and led acquisitions, including three primary care clinics and specialty centers in neurology, orthopedics, gastroenterology and maternal-fetal medicine. She also oversees Conway Regional’s graduate medical education programs, offering training opportunities to over 30 physicians annually. She was named 2019 CE Melville Young Administrator of the Year and was recognized as an Intriguing Woman by AY Magazine in 2020. A community leader, she is involved in multiple civic organizations and has served in leadership roles with the University of Central Arkansas and Delta Zeta.
Steel-Born Leaders & Legends of Innovation
Lexicon is proud to announce that three of our leaders have been featured in AMP’s 2025 C-Suite profile section. Guided by their wealth of experience and driven by a passion for innovation, Lexicon is shaping the future of the steel industry. Congratulations to our exceptional leaders, Patrick Schueck, Mark Davis, and Jeff Weatherly!
Patrick Schueck Chief Executive Officer
Mark Davis Chief Corporate Officer
Jeff Weatherly Chief Financial Officer
Greg Fogle COO
Nabholz
Greg Fogle joined Nabholz in 2004 as a vice president of project management. He later transitioned to executive vice president of operations, then regional president and in 2018, he was selected as Nabholz’ chief operating officer. Fogle has a Bachelor of Science in construction science from Kansas State University, as well as three separate general contractor licenses. He is a member of both the Associated General Contractors and the Associated Builders and Contractors. He has served as chairman of the board for the Rogers Lowell Chamber of Commerce, a member of the executive board for the Boy Scouts of America WestArk Area Council and a member of the Bentonville Rotary Club.
George Ford CEO
Arkansas Door Service
Brian Fowler CEO
Arkansas Surgical Hospital
Originally from Springdale, Brian Fowler, CEO of Arkansas Surgical Hospital in North Little Rock, earned an accounting degree from Arkansas State University in Jonesboro in 2004 and completed his Master of Business Administration at the Walton College of Business at the University of Arkansas in 2005. Fowler got his start in public accounting at BKD in Little Rock, where he worked from 2005 to 2008. Fowler worked in a variety of health care organizations in central Arkansas before joining the team at Arkansas Surgical Hospital. Fowler joined ASH as chief financial officer in 2016 and became chief operations officer six months later. He was named CEO in 2020. Fowler plays an active role in professional organizations. In addition to being a certified public accountant, he is a fellow of the Healthcare Financial Management Association, where he served as president from 2016 to 2017. Fowler is a board member of Special Olympics Arkansas and is actively involved in the youth group at First Baptist Church in Benton.
Daron Frederick CIO
Electric Cooperatives of Arkansas
Brad Freeman CEO
Source Club
Greg Furr CFO
Arkansas Foodbank
Jay B. Gadberry CEO
Gadberry Financial Group
Scott Gardner CFO
Arkansas Capital Corp.
Erin Gattis CHRO ArcBest
Erin Gattis is the chief human resources officer at Fort Smith-based ArcBest. With more than 25 years of experience, she leads the teams responsible for the company’s learning and development and succession planning programs, talent acquisition, employee experience, HR, payroll, benefits, compensation and workforce analytics. She also champions the company’s total well-being and belonging programs. Various corporate governance responsibilities also fall under her leadership. Under Gattis’ guidance, the employees at ArcBest have an opportunity to achieve tremendous personal and professional growth, and the company’s customers, partners and other stakeholders benefit. Her dedication to strengthening the company’s values-driven culture has made ArcBest one of the best companies to work for in the nation; career mobility across the company has increased while turnover remains significantly lower than logistics industry averages. She serves on the boards of the Arkansas Tech University Foundation in Russellville, Fort Smith Regional Chamber of Commerce and the University of Arkansas at Fort Smith, as well as the UAFS Dean’s Leadership Council and Alumni Association’s Mentor Connections Program. She is the communities board vice chair for Mercy Health Fort Smith. She has a bachelor’s degree in economics and finance from Arkansas Tech University in Russellville.
Dan Gillison CEO NAMI
Leslie Godwin CEO Godwin Retail Group
Chris Gosnell CEO Farmers Bank & Trust
Chris Gosnell joined Magnolia-based Farmers Bank & Trust in 2010 and was elected president and CEO in 2017. Gosnell received his Bachelor of Arts in administrative management from the University of Arkansas in Fayetteville in 2003, as well as his Master of Science in operations management in 2005. He also graduated from the Graduate School of Banking at Colorado, Leadership Arkansas and the FBI Citizens Academy. Gosnell currently serves in a leadership role for the Arkansas Bankers Association, Southwest Arkansas Water District, Arkansas Game and Fish Foundation, Arkansas State Police Foundation, Arkansas Economic Development Council, and Airport Commission Columbia County.
Kalene Griffith CEO Visit Bentonville
Laura Grimes CFO Conway Chamber of Commerce
LEADING WITH HEART!
Farmers Bank & Trust is committed to helping our customers and communities find financial solutions that best fit their lives. This commitment leads us to seek out new and innovative ways to better serve our customers.
Through Chris Gosnell’s leadership, FB&T has seen consistent growth while staying true to our core values of serving with H.E.A.R.T – Honor, Excellence, Adaptability, Respect, and Teamwork. Thank You, Chris!
Chris Gosnell Chief Executive Officer and Chairman of the Board
— CONGRATULATIONS —
Dr. Russ Hannah
Your friends and colleagues at Arkansas State University appreciate your thoughtful contributions to strategic decision-making, helping shape a bright future for our community.
Bob Gunderman CFO
Summit Utilities
Bob Gunderman serves as chief financial officer for Summit Utilities. He is responsible for overseeing Summit’s accounting, financial planning, taxation, audit, investor relations, treasury, insurance and procurement teams. Prior to joining Summit, Gunderman served as the CFO of Windstream Holdings, a privately held communications and software company (and previously publicly traded Fortune 500 company). Before being named CFO of Windstream in 2014, Gunderman held various senior finance executive positions after joining Windstream in 2008. Gunderman began his career in 1994 with Deloitte and Touche and entered the telecommunications industry in 1996, serving in various finance executive positions with Alltel, the fifth-largest wireless telecommunications company in the United States before its acquisition in 2008. He currently serves on the board of directors for the Arkansas Game and Fish Foundation and was previously a board member for Ronald McDonald House Charities of Arkansas & North Louisiana.
Rob Guthrie CEO
Bernhard
Aaron Hagan CEO
Mr. Sparky Mid-America
Brian Hagewood CEO
Southern Interiors
Tammy Hall CFO
Harding University
Bill Halter CEO
Scenic Hill Solar
Russ Hannah CFO
Arkansas State University
Russ Hannah is the vice chancellor for finance and administration and chief financial officer at Arkansas State University in Jonesboro. Hannah came to Arkansas State in 1991 as treasurer and has served as controller and in a number of senior financial roles. He has been an adjunct instructor in higher education finance and law, public financial management and budgeting and accounting. Hannah has undergraduate degrees in accounting and management, a master’s in business administration, and a Doctorate in Educational Leadership, all from Arkansas State. He is a certified public accountant, a charted global management accountant and a certified government financial manager, a graduate of the Higher Education Management Institute at Vanderbilt University in Tennessee and the Institute for Educational Management at Harvard University in Massachusets, and he holds an Executive Certificate in Public Leadership from the Harvard Kennedy School of Government.
Barrett Harrison CEO
Arkansas AeroPlex
Brad Harrison CFO
Mississippi County Electric Cooperative
Buddy Haston CEO
Electric Cooperatives of Arkansas
Adam Head CEO CARTI
Tim Hicks CFO
Bank OZK
Brad Holloway CEO Birch Tree Communities
George Holm CEO Performance Foodservice
Nicholas Horton CEO Opportunity Arkansas
Nicholas Horton is the founder and CEO of Opportunity Arkansas, a nonpartisan, nonprofit policy organization in Conway. Launched in 2022, OA works to renew the Land of Opportunity by solving generational problems — such as dependency, crime, broken families and failing schools — and simplifying government. A lifelong Arkansan, Horton began his career as a journalist, serving as the editor of the Arkansas Project, the state’s largest policy news site. From there, he spent eight years with the Foundation for Government Accountability, where he conducted research about the Affordable Care Act, Medicaid and food stamps in addition to managing a national team of researchers as research director.
Craig Hoskins CDO
Performance Food Group
Jeff Hunnicutt CEO
Highlands Oncology Group
As CEO of Highlands Oncology in northwest Arkansas, Jeff Hunnicutt has demonstrated a passion for creating a work environment where people are engaged and energized to provide outstanding patient care. Specializing in comparative analytics in oncology, he has helped drive the success of his practice by providing an in-depth look into the underlying data that helps give direction to operational decisions. Hunnicutt has been distinguished for his efforts by participating on the board and being recognized as a service fellow at the Association of Cancer Care Centers, serving as American Cancer Society chair in northwest Arkansas and serving as a board member with the Community Oncology Alliance Administrators’ Network, as well as in his previous role as executive director of the Quality Cancer Care Alliance. He also serves on the Red River Region for the Leukemia and Lymphoma Society and as the chair for Oncology Supportive Services in northwest Arkansas. He and his family are deeply involved in projects to bring quality education to the remote areas of Senegal and raise awareness for the foster system in the state.
Highlands Oncology proudly celebrates our CEO, Jeff Hunnicutt, for being recognized as one of Arkansas’ distinguished business leaders. Under his leadership, Highlands Oncology has expanded its footprint with cutting-edge facilities in Springdale and Mountain Home, along with advanced technologies that are enhancing patient care, driving research forward, and affirming Highlands' position as a world class cancer center.
READY WHEN NURSING CALLED Amanda Irby
By Alex Hardgrave
Amanda Irby has been the chief nursing officer at Conway Regional Health System since 2024. However, her interest in nursing extends back as far as her childhood.
Irby was always interested in hearing about the emergency calls her mom, an emergency medical technician, answered. Her father was a taxidermist, which she said helped her learn not to be squeamish around blood and internal organs. She also has fond memories of being younger and sneaking into the intensive care unit, where children were not allowed, to visit her grandfather after he suffered a heart attack and stroke.
“I would get to see him and hang out with him, and all the machines and pumps and wires were just fascinating to me,” she said.
Irby went to school for nursing, and her first position was in the emergency room at Saint Mary’s Regional Health System in Russellville. She was there for 2 1/2 years before moving to Conway Regional in 2001, where she was in the ER, as well.
She moved through various director roles starting in 2009 and became interim CNO in February 2024, moving into the position permanently that June.
“No two days are ever the same,” Irby said. “You might start off with a loose plan of what the day might look like, and on rare occasions, it actually pans out that way. There are no set hours, if you will. Some days, I’ll start at 6:30 a.m. and end at 9 p.m. It’s just all over the place.”
She said her time as a nurse prepared her for her role as CNO because it taught her to be flexible.
“Nursing teaches you to adapt and overcome — always,” she said. “You have to think outside the box.”
She stays motivated to make it through the long hours by thinking about the patients.
“What if this was my family member? What if this was my husband or my son or my mother? How would I want them to be treated and cared for?,” she said.
Irby also serves on the board of directors at Conway Regional Rehabilitation Hospital and on the advisory board for the Women in Leadership program at the University of Oklahoma. Irby is also a member of the Emergency Nurses Association, the Arkansas Organization of Nurse Leaders and the American Nurses Credentialing Center.
Her advice for other people seeking to be leaders is to “go for it.” She said no one ever feels ready for a leadership position, but fear should not stand in the way.
“Don’t let perfection get in the way of progress,” she said. If she could change anything about the health care indus-
try, it would be to make everyone in it work as a nurse for a day so they understand how hard the work is — physically, mentally and emotionally.
In her rare off-time, Irby said she loves to “pack a suitcase” and travel with her family, especially to a beach. When she cannot make it there, she spends time in her pool and her flower garden at home. When asked who inspires her the most, she joked her list could fill up many pages of the magazine. She specifically mentioned her parents, who pushed her to maintain high standards for herself and be a good human; her husband, who she said is the “kindest, most level-headed” person she knows; her children, who help remind her of the little things in life and who she wants to set a good example for; and the staff at the hospital.
“Health care is hard work,” she said. “It’s always been challenging. With each passing year, it becomes more and more difficult with patients getting sicker. Resources are getting thinner. We’ve got small hospitals that are closing, so we rely more heavily on our community hospitals than we have historically.
“It’s absolutely incredible to watch these nurses work day in and day out; the ancillary departments work together for the common goal, and all these groups come from different perspectives to get that patient in that bed taken care of.”
Her personal career goal now is to continue to grow her leadership skills, and she said she believes that is something anyone can do.
“Anybody can do this path, and I think no obstacle is too great,” she said. “We’re going to make mistakes, but it’s up to us to use those mistakes as teaching moments, and it doesn’t mean we failed. It just means we need to do it differently next time.”
Kevan Inboden COO
Beaver Water District
Kevan Inboden is the chief operating officer of Beaver Water District in Lowell. He supervises the engineering, information services, compliance, environmental quality, operations, electrical and instrumentation and maintenance departments. He is a licensed professional engineer with more than 30 years of experience in the utility industry and holds both Class 4 water treatment and water distribution licenses. Previously, he served as part of the senior management team at City Water and Light in Jonesboro. His work experience includes design and project management on water, wastewater and electricity generation projects including solar power. Inboden served as chairman of the board for the Jonesboro Regional Chamber of Commerce, Jonesboro Unlimited and the Craighead County Regional Solid Waste Disposal Authority. He was a board member of the Jonesboro Economic Development Corporation, an adjunct instructor in the Arkansas State University College of Engineering and an active member of Jonesboro First United Methodist Church. He has been a member of the American Water Works Association for more than 25 years and has served as the Arkansas trustee for the Southwest Section of AWWA.
Amanda Irby CNO
Conway Regional Health System
Amanda Irby brings 26 years of nursing experience, 24 of those years spent at Conway Regional. She earned her Bachelor of Science in nursing from Harding University in Searcy in 1998 and her Master of Healthcare Administration from the University of Phoenix in 2023. Throughout her career, Amanda has excelled in various roles. She has served as a clinical nurse in the emergency department, followed by director of emergency and critical care services, the outpatient interventional unit and the progressive care unit. Irby was instrumental in implementing and leading the trauma and stroke program at Conway Regional and also served as interim director for women’s and infants’ services. She played a key role in the development of critical care units and served as interim chief nursing officer before officially stepping into the CNO position in 2024. As CNO, she oversees all nursing divisions, guiding directors and managers while also managing financial matters, improving quality outcomes and enhancing patient care. In addition to her extensive clinical experience, she has earned two national board certifications: Nurse Executive Board Certified in 2017 and Certified Emergency Nurse in 2018.
Christie Owen CCO Birch Tree Communities
Todd Jacobs COO Summit Utilities
Todd Jacobs is the executive vice president and chief operating officer at Summit Utilities, where he oversees operations, engineering, information technology and gas supply, ensuring safe and reliable natural gas delivery across Summit’s service territories. Previously, he was senior vice preisdent for growth and strategy at Black Hills Energy, leading customer-focused solutions and growth strategies. He also served as the operations leader for Black Hills Energy’s natural gas utilities, serving more than 1 million customers across six states. Before Black Hills, Jacobs held legal, regulatory and corporate services roles at Spire and Missouri Gas Energy. He also served as an active-duty Army officer with the First and Second Infantry divisions. He has a Bachelor of Arts from Virginia Military Institute and a Juris Doctor from the University of Missouri at Kansas City, and he completed the executive program at the University of Virginia Darden School of Business. He currently serves on the board of directors for the American Gas Association and the board of trustees for the American Gas Foundation.
Levon James COO Gadberry Financial Group
Benjamin Johnson CEO U.S. Marshals Museum
Over his nearly two-decade museum career, Benjamin Johnson, CEO of the U.S. Marshals Museum in Fort Smith, has served in nearly every capacity within the museum industry. From intern to curator to senior leadership, Johnson is driven by his passion for history and the role that museums play in creating vibrant communities. He has held senior leadership roles at museums across the country, including Iowa, Nebraska, New York, Oregon and Arkansas. He firmly believes that museums and cultural institutions belong to everyone, and that high-quality exhibits and programs can educate and entertain citizens of all ages. A native of Nebraska, Johnson has a bachelor’s degree in history and religion from Nebraska Wesleyan University and a master’s degree in U.S. military and diplomatic history from the University of Nebraska. Under his leadership, the U.S. Marshals Museum aims to honor the legacy of America’s original federal law enforcement agency and educate the public about its pivotal role in American history.
PLANNING AHEAD FOR THE FUTURE OF NORTHWEST ARKANSAS
Congratulations Beaver Water District for having the entire C-Suite recognized by AMP
C.O.O. KEVAN INBODEN
C.E.O. LANE CRIDER
C.F.O. ADAM MOTHERWELL
Lenesha
Jones CPO
Goodwill Industries of Arkansas
Lenesha Jones serves as senior vice president and chief people officer at Goodwill Industries of Arkansas. Jones originally joined GIA in 2019, after retiring from the United States Navy following 24 years of honorable service. She began with Goodwill as a career services manager before transitioning to director of human resources in 2020. In 2021, she was named vice president of human resources before being promoted to her current position. In her role, Jones oversees human resources and training for more than 1,400 GIA employees. She develops and implements equitable HR policies and procedures in accordance with local, state and federal laws and regulations. She also creates and oversees HR programs that support employee recruitment, development and retention. Her position is critical in ensuring that GIA is an employer of choice, attracting and retaining talent who champion Goodwill’s mission of education, training and employment.
Charlene Julian CTO Farmers & Merchants Bank
With more than 26 years of experience in the legal and financial sectors, Charlene Julian serves as chief trust officer at Stuttgart’s Farmers & Merchants Bank. She leads the bank’s trust services department, overseeing estate planning, fiduciary solutions and financial preparedness. A graduate of the William H. Bowen School of Law at the University of Arkansas at Little Rock, Julian transitioned from a distinguished legal career to the trust sector, combining legal expertise with financial strategy. She is committed to helping clients build successful financial legacies through personalized trust services. Active in the community, Julian supports Little Rock’s Mount St. Mary Academy and Catholic High School for Boys.
Vic Kennett CEO Kerusso
Vic Kennett is the founder and CEO of Kerusso, based in Berryville, the nation’s leading producer of faith-based apparel and accessories. What began in 1987 as a startup in a spare bedroom with a $1,000 loan has grown into an internationally recognized brand. Today, Kerusso products are sold in thousands of retailers — from independent gift and Bible stores to Walmart — and distributed in more than 50 countries. This year, the company celebrates an incredible milestone: 50 million T-shirts sold and counting. Under Kennett’s leadership, Kerusso has expanded from a single flagship brand to seven distinct brands, launching hundreds of new designs each season. Guided by the company’s motto, “Change Your Shirt. Change the World!,” he believes in the power of messaging and in giving back, supporting numerous faith-based and humanitarian organizations while staying true to Kerusso’s mission to inspire and uplift. Kennett is also the author of Change Your Shirt. Change The World.
Brad Lacy CEO
Conway Chamber of Commerce
Craig Lair CFO
Mountaire Corp.
Holly Larkin COO
Circumference Group
Frank Lawrence CEO
The Athletic Clubs
John Lee CEO
Ashley-Chicot Electric Cooperative
Phil Libin CEO
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Christina Littlejohn CEO
Arkansas Symphony Orchestra
Sarah Loftin CNO
Arkansas Surgical Hospital
Sarah Loftin serves as the chief nursing officer at Arkansas Surgical Hospital in North Little Rock, where she provides strategic clinical and administrative leadership to ensure exceptional patient care. She works to develop processes that uphold ASH’s reputation for delivering five-star, high-quality care. In 2014, she joined ASH as a preoperative staff nurse, quickly advancing to clinical coordinator in 2016, director of quality services in 2017, and CNO in 2022. A graduate of Baptist Health Schools, Loftin was named one of the Arkansas Center for Nursing’s Top 40 Nurse Leaders Under 40 in 2018 and was named an AMP Power Woman in 2022. Loftin finds joy in family life while living in Benton with her two children, Macy and Reed.
Jeff Maland CRO
Signature Bank
Jeff Maland is the chief risk officer at Signature Bank of Arkansas in Fayetteville. He joined the fledgling bank in 2004 as a banker trainee. In his tenure at the bank, Maland served as compliance officer and loan review/ risk management officer before his promotion to chief risk officer. His role places him on the bank’s executive management committee, which develops strategic business planning, policy development and problem solving. He has been a primary contributor to the bank’s success in its 20 years, formulating policies and procedures, overseeing audits and examinations as well as identifying, assessing and reducing threats to the bank. Maland has a Bachelor of Science in administrative management from the University of Arkansas in Fayetteville. He has completed graduate commercial lending school at Southern Methodist University, the American Bankers Association National Compliance School at the University of Oklahoma and the Graduate School of Banking at the University of Colorado.
Eric Mangham CFO
Arkansas Federal Credit Union
Mark Marquess CEO
Riverwood Homes NWA
Brian Marsh CEO Goodwill Industries of Arkansas
Brian Marsh was named president and CEO of Goodwill Industries of Arkansas in 2017, after serving six months in an interim role. Marsh originally joined Goodwill Industries of Arkansas as chief operating officer in 2013. Goodwill Industries of Arkansas owns and operates 50 retail and donation centers across the state and, in fiscal year 2024, received nearly 45 million pounds of donated goods which accounted for 95 percent of GIA’s revenue. Under Marsh’s leadership, GIA has launched the Goodwill Training and Education Centers in Little Rock and Springdale. The GTEC campuses house the Excel Center and the Academy. The Excel Center is the only adult high school in Arkansas where individuals aged 19 and above can obtain their high school diploma. The Academy, licensed by the Arkansas State Board of Private Career Education, offers job and skills training, as well as certifications that focus on the state’s top business sectors.
Rob Marsh CEO Bradford Health Services
Janell Mason CEO
Ronald McDonald House Charities of Arkansas & North Louisiana
Kevin McGilton CEO Riceland Foods
Kevin McGilton is president and chief executive officer of Riceland Foods in Stuttgart. McGilton joined the farmer-owned cooperative in 2003 working in export sales advancing to lead the department as vice president of international rice sales. Most recently, he served as chief of staff and vice president of government affairs. He began his career in the rice industry in 1995 with Louis Dreyfus in McGehee. Prior to joining Riceland, he worked for the USA Rice Federation in Washington, D.C. Originally from Hamburg, McGilton is a graduate of the University of Arkansas at Monticello, and he serves as an executive council member of the National Council of Farmer Cooperatives, as a director of the National Oilseed Processors Association and on the government affairs committee for the USA Rice Federation. He served as the past vice chairman of the Arkansas Rice Federation and past chairman of the Stuttgart Chamber of Commerce. Riceland Foods is the largest miller and marketer of rice serving.
Nicole McMinn CNO Cabot Emergency Hospital
Kristin Merlo CEO Delta Dental
Chris Meyer CEO
James A. Rogers Excavating
Chris Moses CEO Moses
Tucker Partners
Chris Meyer is CEO of James A. Rogers Excavating in Little Rock. Founded by James A. Rogers, Sr. in 1957, the company has always strived for perfection in every dimension of their work. Handed down from generation to generation, that same spirit stays at the root of the company’s ideology. Meyer has served in the role of president and CEO since 2016. He received his degree in construction management from the University of Arkansas at Little Rock.
Chris Moses is the principal, president and CEO of Little Rock’s Moses Tucker Partners. Moses spearheads the firm’s strategic growth and market expansion, redefining the commercial real estate landscape across Arkansas. Since assuming leadership in 2013, he has elevated the company into one of the state’s most influential real estate firms, driving more than $1 billion in development, leasing and investment transactions. Under his leadership, the firm’s property management portfolio expanded by more than 800 percent, surpassing 11.6 million square feet. With 25 years of expertise, Moses is a recognized leader in multifamily, retail, office and medical development, historic preservation, investment sales and tenant/landlord representation. His visionary leadership has played a defining role in shaping downtown Little Rock’s skyline, delivering transformative projects that reinforce his legacy as a powerful force in commercial real estate.
Adam Motherwell CFO
Beaver Water District
Adam Motherwell of Fayetteville joined the staff of Lowell-based Beaver Water District in 2014 as chief financial officer. He is an honors graduate of the Walton College of Business at the University of Arkansas in Fayetteville. He has more than 40 years of experience in corporate auditing, governmental auditing and financial accounting. From 2000 to 2014, he served as the associate dean for finance and administration in the UA’s Fulbright College of Arts and Sciences. His credentials have included certified public accountant, certified fraud examiner, UA Credit Union treasurer and chairman of the audit committee for the city of Fayetteville.
Jake Nabholz CEO
Nabholz
Nabholz’ chief executive officer Jake Nabholz began his 26-year tenure with the company working as a summer laborer while in high school. After graduating with his construction management degree from the University of Louisiana at Monroe, his career advanced within Nabholz, and he later served in business development and leadership roles for the firm in Tulsa and central Arkansas. In 2018, he was promoted to the position of regional president overseeing construction operations in central and northeast Arkansas as well as Tennessee, Mississippi and Oklahoma. In 2022, he took the reins as CEO. He currently serves on the boards for Arkansas Children’s Foundation, Conway Development Corporation, Conway Corp. and First Security Bank. He is part of the third generation of the Nabholz family to work at the company, following the path of his grandfather, company founder Bob Nabholz, and father, David Nabholz, former executive vice president and current chairman.
Kim Nunnally CFO
Bank of Cave City
Tim O’Donnell CFO
Northwest Arkansas Regional Airport Authority
Tim O’Donnell joined the Northwest Arkansas Regional Airport Authority in 2019 as its CFO. Previously, O’Donnell served as the vice chancellor for finance and administration at the University of Arkansas in Fayetteville, where he was a member of the chancellor’s executive committee and had oversight of a total budget of more than $800 million. Prior to joining the UA in 2013, O’Donnell was vice president and treasurer of Southwestern Energy in Fayetteville until the company relocated its energy business to Houston. He spent 22 years at Southwestern and held numerous financial positions at the company. O’Donnell has also worked in commercial real estate and public accounting in his career. He is a certified public accountant (inactive).
Phillip Oldridge CEO Envirotech
Caleb Parker CEO Arkansas Matters
Kyle D. Parker CEO Arkansas Colleges of Health Education
Kyle D. Parker, is president and CEO of the Arkansas Colleges of Health Education in Fort Smith. Throughout his successful career, he has made significant contributions in the legal profession, business, technology, education and health care sectors. As CEO of ACHE, Parker is the driving force behind the Arkansas College of Osteopathic Medicine, ACHE School of Physical Therapy, ACHE School of Occupational Therapy and the Master of Science in Biomedicine and Master of Public Health
programs. He has also played a visionary role in creating the Village at Heritage, Celebration Garden and Wellness Park. The Biomedical Resource Center and the Center for Rehabilitation and Research were recently opened on the second floor of the building. Parker’s philanthropic spirit shines through his extensive volunteer work for civic, charitable and educational organizations.
Bill Paschall CEO
Paschall Strategic Communications
Nelson Peacock CEO
Northwest Arkansas Council
Chris Pledger CFO
Westrock Coffee
David Porter CEO
Polk Stanley Wilcox
Tina Powe CEO
LifeLine Service Dogs
Tricia Rackley CEO
Arkansas Extended Care Hospital
Trisha Rackley is CEO of Arkansas Extended Care Hospital, a long-term acute care facility in Fort Smith. She serves in the same role at Priority Hospital Group. Prior to being named CEO in 2021, she served as chief operating officer and chief nursing officer for Valley Behavioral Health System in Fort Smith. She also served as chief quality officer for Fort Smith’s former Sparks Health System.
Stephen Ragland CFO
Stone Bank
Steve Ragland is an executive vice president and chief financial officer at Little Rock’s Stone Bank. He joined Stone Bank in 2016. Prior to joining the bank, Ragland was a member of the financial leadership team of Acxiom, a software development and data management company headquartered in Conway. He focused on financial analysis, budget and planning. Prior to his work at Acxiom, Ragland had more than five years of banking experience. He is a certified public accountant, a chartered global management accountant and has a Master of Business Administration from the University of Arkansas at Little Rock and a Bachelor of Business Administration from the University of Central Arkansas in Conway. Ragland is a former board member and treasurer of Big Brothers Big Sisters of North Central Arkansas.
Amanda Rey CEO
Northwest Arkansas Musicians
CHANGE AGENT Shelley Short
In the world of economic development, few leaders embody passion, vision and resilience quite like Shelley Short. Named the CEO of the Arkadelphia Regional Economic Development Alliance and Area Chamber of Commerce in 2022, Short has spent more than 15 years shaping Arkansas’ economic landscape. Now, at the helm of Arkadelphia’s growth, she is using her experience to create a bright future for the city and its residents.
Short’s path to leadership was anything but conventional. A native of central Arkansas, she earned a Bachelor of Arts in political science from the University of Central Arkansas in Conway before pursuing a master’s degree in political management from Regent University in Virginia. Initially drawn to political campaign management, she quickly realized the high-intensity world of elections was not conducive to the work-life balance she sought.
Instead, she found her calling in nonprofit fundraising, working for organizations such as United Way and the Arkansas Hunger Relief Alliance. It was during that time that Short discovered a passion for economic development. A part-time administrative role at the Arkansas Economic Development Commission turned into a decade-long tenure, culminating in her role as director of marketing. From there, she moved on to the Arkansas State Chamber of Commerce and led Arkansas Economic Developers & Chamber Executives, where she played a pivotal role in merging the two organizations.
Her reputation as a connector, strategist and community builder made her the ideal candidate for the CEO role in Arkadelphia. When the position became available, a national search ensued, but it was Short’s deep ties to Arkansas and her unwavering commitment to economic development that made her stand out.
Stepping into the role, Short faced an organization that had been without a permanent CEO for more than a year. One of her first major initiatives was to unite the organization’s various boards, local government leaders and community stakeholders. Through strategic visioning sessions, she helped clarify Arkadelphia’s economic priorities: workforce development, business attraction and expansion, infrastructure and site development, and marketing the city as an attractive business destination.
“The challenge was getting a good assessment, figuring out the people — not just in the office, but in the community — and learning what is important to them,” Short said. “Everyone has an opinion, and listening to all those voices was key to making the best decisions.”
Her ability to bring people together and create a shared vision has already yielded results. Under her leadership, Arkadelphia has seen increased project activity at the Southwest Arkansas Mega Site in Gum Springs, road and infrastructure improvements, and growing momentum in workforce development.
Arkadelphia is amid a transformation. New businesses are opening their doors, major road projects are underway, and there is a renewed sense of optimism about the city’s future. One of the most exciting developments is the potential impact of Arkansas’ lithium industry. Short sees that as a game changer and hopes to attract suppliers and manufacturers to the region.
Additionally, two new residential subdivisions are in development, addressing the need for more housing to accommodate
growth. The city is also investing in quality-of-life projects such as the Clark County Regional Trail System, which aims to connect Arkadelphia with surrounding areas and provide new recreational opportunities for residents and visitors alike.
Short said she sees being located near tourism powerhouse Hot Springs as an advantage, rather than a challenge.
By KD Reep
“We need to create something here that gives people a reason to stop, stay and invest in our community,” she said.
The city’s focus on recreation, small business development and infrastructure improvements is laying the groundwork for sustained growth, she added.
While leadership roles for women in economic development are becoming more common, Short said challenges still exist. Her advice to aspiring female leaders is, “Find mentors, be open about where you lack knowledge, and most importantly, do what you say you’re going to do. Let your reputation be that you are a person of integrity who delivers excellence.”
She said she believes that hard work and authenticity are key to success.
“Even today, we often have to outwork our male counterparts,” she said, “but if you show up, put in the effort and build relationships, opportunities will come.”
Short’s vision for Arkadelphia extends far beyond her tenure. She is laying the foundation for long-term economic stability, ensuring that businesses, families and institutions can thrive.
Her guiding principle? Faith.
“My faith drives everything I do. It shapes how I interact with people, the care I put into my work, and my commitment to not settling for average,” she said.
When asked what she hopes people take away from her story, her response is simple yet profound: “Don’t be afraid to take your shot. Be vulnerable, take chances, and believe in yourself. The result may not always be what you expect, but if you never try, you’ll never know what’s possible.”
As Arkadelphia continues its journey of growth and transformation, Short proves that leadership, when driven by passion and purpose, has the power to change communities for the better.
James Reed CIO
Conway Regional Health System
James Reed is chief information officer for Conway Regional Health System. A highly accomplished professional, Reed earned his Doctor of Pharmacy in 2002 and his Master of Business Administration in 2011. He is also a fellow of the American College of Healthcare Executives. Reed has been a dedicated member of the Conway Regional team since 2012, though his association with the health system began in 1997 when he worked as a pharmacy technician. In his current role, Reed oversees the operations of the information technology department and manages several clinical areas, including pharmacy, respiratory therapy, lab, radiology, quality and risk management. His extensive experience and leadership have significantly contributed to the advancement and efficiency of Conway Regional Health System’s operations.
Garland “Butch” Rice III CEO
Stallion Transportation Group
Born in 1962 and raised in North Little Rock by his parents, Garland and Carolyn Rice, Garland “Butch” Rice III grew up in the Rose City neighborhood and attended Northeast High School in North Little Rock. He continued his education at Arkansas Tech University in Russellville and Arkansas State University-Beebe. From a young age, Rice learned the importance of respect, dedication, passion and loyalty. In 1992, he opened Stallion Transportation Group with two employees. Now, more than 30 years later, the company has 158 employees and annual sales of $75 million. Rice has served on the board of directors for the Arkansas Trucking Association since 2005.
Nick Roach CEO Stone Bank
Nick Roach was appointed chief executive officer at Stone Bank in 2024. He joined the bank 2010 and served as chief lending officer. Roach received his bachelor’s degree in economics and finance from Arkansas Tech University in Russellville and graduated from the Southwestern Graduate School of Banking at Southern Methodist University in Texas. Under his leadership, Stone Bank has been recognized as a top 100 Small Business Administration lender and a top five U.S. Department of Agriculture lender. Additionally, Stone Bank has been consistently ranked as one of the leading Farm Service Agency agriculture lenders with customers in 13 states. Roach has served as the president of the National Rural Lenders Roundtable of the U.S. Department of Agriculture.
Allison Roberts CEO
Arkansas Arts Academy
Keith Rozolis CEO ABC Supply
Jonathan Rushing COO
Frost
Bennie Ryburn III CEO
Commercial Bank & Trust Co.
Austin Samuelson CEO
Tacos 4 Life
Rachel Schell CEO
RASPersonalized Solutions
Patrick Schueck CEO Lexicon
Patrick Schueck is CEO of Lexicon, a leading provider of construction management, fabrication, erection, mechanical installation, golf course construction and plant maintenance services. Lexicon delivers up to 4 million man-hours and 150,000 tons of steel annually through its multiple divisions — Prospect Steel, Custom Metals, Steel Fabricators of Monroe, Lexicon Industrial Constructors, Lexicon Industrial Maintenance, Lexicon Energy Services, Heritage Links and Universal.
David Scruggs CEO Today’s Bank
Shelley Short CEO Arkadelphia Regional Economic Development Alliance and Area Chamber of Commerce
Vince Signorelli CEO Vulcan Sporting Goods
Nicki Simpkins CFO Pinnacle Pointe Hospital
Heath Simpson CEO Ritter Communications
Susan Singleton CFO Healthy Connections
Brian Smith CFO
Southern Administrative Services
Jeff Smith CEO
Cyrus Works
Payton Smith COO Metro Disaster Specialists
Payton Smith is chief operating officer at Metro Disaster Specialists, a family-owned and locally operated business in North Little Rock. As a third-generation leader, he has played a key role in the company’s 46-year legacy of providing full-service restoration and reconstruction as a licensed general contractor across all 75 counties in Arkansas. Smith began his career at Metro during high school and college, later advancing into leadership roles before becoming COO in 2018. He holds the Certified Restorer designation, the highest certification in the restoration industry, and continues to oversee Metro’s Restoration Division and Marketing Department.
Brent Staley CEO
Staley Electric
Heather Stallings CEO
Wound Solutions of Arkansas
Devin Stockfish CEO Weyerhaeuser
Ember Strange CFO City of North Little Rock
Marilyn Strickland COO Arkansas Foundation for Medical Care
Tammy Sun CEO
Carrot Fertility
Blake Swindle COO
AgHeritage Farm Credit Services
Blake Swindle is executive vice president and chief operating officer at AgHeritage Farm Credit Services in Little Rock. He received a Bachelor of Science in Finance and a Master of Business Administration from Arkansas State University in Jonesboro. He oversees branch operations and the association’s agribusiness and capital markets portfolio and team. He also serves as a member of ALCO and is chairman of the commercial lending committee. Swindle began his career at AgHeritage as a credit analyst trainee in 2001 before transitioning to the agribusiness and capital markets department. He was eventually promoted to vice president for agribusiness lending. He joined the senior leadership team in 2020 as senior vice president and chief commercial lending officer before taking his current role in 2022.
Brian F. Swindle CFO
Harrison Energy Partners
Krista Tapp COO Pediatrics Plus
Denise Thomas CEO World Trade Center Arkansas
Stephen Tipton CEO Home BancShares
Chris Tropp COO
Arkansas Surgical Hospital
Chris Tropp, chief operating officer at Arkansas Surgical Hospital in North Little Rock, graduated from the University of Arkansas for Medical Sciences in Little Rock with a Bachelor of Science degree in nursing in 1994. He started his career as an operating room nurse and helped develop a total joint and spine program. He served as the director of surgery at two local hospitals before coming to Arkansas Surgical Hospital. Tropp was recruited to ASH before it opened in 2005. In his role as director of perioperative services, he was instrumental in help-
ing establish flow processes, hiring staff, ordering equipment and developing efficiencies. Tropp worked in that role for 15 years and served as chief nursing officer for two years during his tenure.
Matt Troup CEO
Conway Regional Health System
Matt Troup has served as the president and CEO of Conway Regional Health System for more than nine years. Conway Regional has seen historical growth in net revenue that has consistently stayed above 20 percent from 2020 to 2022. Conway Regional has achieved the best place to work designation for eight continuous years in Arkansas and seven continuous years nationally. Troup views health care as a faith-driven calling — a sentiment reflected in how he interacts with his team daily. Staff from every facet of the health system are inspired to be bold, exceptional and to answer their calling to help others. Previously, Troup worked in Texas, Oklahoma and Florida as a chief operating officer and vice president. He has a Bachelor of Arts in Business Administration from Texas A&M University. He completed his Master of Science in Healthcare Administration from Trinity University in San Antonio.
Kris Upton CEO RPM Group
Kris Upton is president and CEO of RPM Group, one of the most storied real estate companies in Arkansas that will celebrate 70 years in business this year. Upton joined the Little Rock firm in 2003. He has been at the helm of leadership for the past decade and recently became the owner of the firm with his wife, Karen. RPM provides commercial real estate brokerage and asset management services across the state while its residential division, through a franchise relationship with Coldwell Banker, serves the greater central Arkansas metroplex. Coldwell Banker RPM Group has ranked No. 1 in sales volume in central Arkansas for the past two years. Upton believes community involvement and service are key tenets of RPM Group’s mission.
Joe Vitiritto CEO
PAM Transport
Sam Walls III CEO
Arkansas Capital Corp.
Mitch Ward CEO
Red River Auto Group
Jeff Weatherly CFO
Lexicon
Jeff Weatherly has served as Lexicon’s chief financial officer for more than 20 years. He is responsible for accounting, treasury, risk management, banking and surety relationships, litigation and acquisitions. Prior to joining the Lexicon team as vice president and CFO, he served as director of tax for Hudson Foods in Rogers and manager for Authur Andersen & Co. in Kansas City. A certified public accountant, Weatherly received his bachelor’s degree in accounting and finance from the University of Missouri.
Amelia Weglewski COO ICM
Amber White CEO
Arkadelphia Regional Economic Development Alliance and Area Chamber of Commerce
Becky Whitted CEO NWA Federal Credit Union
Morgan Wiles CEO WinChoice USA
Gena Wingfield CFO Arkansas Children’s
Ronald Witherspoon CEO Arvest Bank
David Wold CFO
Weyerhaeuser
Kecia Wolf CEO
Southwest Arkansas Electric Cooperative/Four States Fiber Kecia Wolf is the president and CEO of Southwest Arkansas Electric Cooperative and Four States Fiber in Texarkana. With nearly 15 years of dedicated service at the cooperative, Wolf has held several key roles, including vice president of finance and accounting, member services and human resources, as well as controller and accountant. She graduated with honors from Texas A&M-Texarkana, earning both her Bachelor of Business Administration and Master of Business Administration degrees. She also has an associate degree in applied science in electric power technology from Bismarck State College in North Dakota. Wolf is an alumna of the Robert I. Kabat Management Internship Program and has earned certifications as a key account executive, a cooperative financial professional and in key ratio trend analysis. A committed professional, Wolf is a member of the American Institute of Certified Public Accountants, the Texas Society of Certified Public Accountants and the Association of Certified Fraud Examiners.
Nathan Woodruff CEO
Progressive Trail Designs
Aaron Grimes
No Sitting Still
By Matt Smithmeier
Boasting a colorful resume and an envious slate of exciting hobbies across his 42 years of life, Aaron Grimes nevertheless has not tried everything — at least not yet.
“I always joke, if I could start anything I wanted, it'd be like an adventure guide company where people pay me to take them to do the things I want to do anyway,” he said.
He is certainly qualified. Now the coowner of Capitol Glass, the oldest locally owned and operated glass company in the Little Rock area, he originally thought a professional career in wakeboarding was in his future. In addition to a sponsorship from Hyperlite, one of the longstanding brands in the sport, he competed regularly and finished as high as fourth in the nation as an amateur in 2003.
“Obviously, none of that worked out,” he said. “I have a lot of good stories, a lot of good memories and racked up a bunch of injuries but never quite made it to the pro level, so I just kind of figured it out from there.”
That is when his career path got even more interesting. After graduating from the University of Central Arkansas in Conway, his love for watersports led him to work with his father to open a boat dealership, and his skateboarding interest led to two brick-andmortar skate shop locations and an online store. Then the 2008 recession hit.
“Business dropped by probably 70 percent overnight,” he said. “We plugged along for a little bit but decided it was best to get out.”
That is when he decided to return to the family business. Capitol Glass was established in 1950 by Grimes’ grandfather, a World War II Navy veteran, and the business has been in its current location in downtown Little Rock since 1953. Grimes’ father, Glenn, has worked there since 1972, the “Monday morning after he graduated high school,”
Grimes said, and also serves as co-owner.
Despite the family legacy, Grimes said auto glass did not have the same initial pull for him as it did for his father.
“My dad was the car person. That’s not really me,” he said. “We were kind of butting heads on some of that.”
That brought on the next big career change: pharmacy school at the University of Arkansas for Medical Sciences in Little Rock and a full-time pharmacist role at CHI St. Vincent from 2017 to 2022. The decision, he said, was a little about proving something to both his father and himself.
“In college, I was in a fraternity and wakeboarding and racing motocross, and I still graduated with honors without ever really putting much effort into the classroom,” he said, “so there was part of me that just kind of wondered if I could hack it in the true academic setting. It was kind of a brash decision when I was in my late 20s and not exactly happy with what I was doing. I felt like I kind of had to do something my dad knew nothing about.”
While he took a step back from the hospital after the COVID-19 pandemic and only works there about one day a week now, he enjoyed the unique nature of the work. He spent most of his time in the sterile lab, compounding drugs for chemotherapy, antibiotic drips, epidurals and more. He said the chance to work alone and focus on the details was satisfying.
“I'm in a lab for three or four hours by myself, headphones in,” he said. “I kind of like just being by myself.”
Still, most of his time is now spent running the day-to-day operations of Capitol Glass, and he said he is proud to continue the family legacy, especially for so many employees who have worked there almost as long as Grimes has been alive.
“I recognize that some of the benefits I've
had in life have come directly from the labor and work they've put in over the past 30 to 40 years,” he said. “Now it's my turn to make some decisions and try to keep her going for another generation or two.”
Plus, he said he is proud the company has served so many of the local dealerships for 30 years or more, and he wants to continue those strong relationships. He said it comes from a sense of commitment and hard work he learned growing up.
“My dad's one of the hardest-working people you've ever met,” he said. “Honestly, when it comes to getting tasks done, he can still probably work circles around anybody. I come from a pedigree of people who just don't stop.”
From riding a snowmobile or dirt bike with his dad to mountain biking and skateboarding by himself, these days he also shares these passions with his own children, even encouraging his 5-year-old son’s newfound interest in motocross.
“I'm not a sit-inside, TV person. If it's daylight or halfway warm, we're out in the yard,” he said. “I've just tried to throw everything I can in front of them and let them decide what they like. I just try to foster as much creativity and motivation and teach them work ethic and all that stuff.”
While so much variety might overwhelm many people, Grimes would not have it any other way.
“All the hobbies I have are expensive, so all the work is kind of a means to an end — to be able to play and have as much fun as possible, see as much of the state and the country as I can, and continue to stay active, outside and doing fun things,” he said. “That's kind of the goal of all of it.”
Aaron Grimes and his son, Ryder
Greg Hatcher Every Minute Counts
By Todd Traub
If Greg Hatcher ever feels like he has time on his hands, it is probably because he does not waste any.
The perpetually multitasking Hatcher is the founder of the Hatcher Agency in Little Rock, which he began in 1990 and, for 30 years, has been the state’s top producing employee benefits agency and the largest, organically grown employee benefits agency in the country. Hatcher is also the owner of Scoops Homemade Ice Cream, a recent acquisition, and he was the primary driver behind the rise of wrestling as a sanctioned, scholastic sport in Arkansas.
He does all that among many other things.
“I always say you get more effective and efficient the more you have to do,” said Hatcher, 63. “I figure out ways to do things to maximize time. No minute is wasted.”
Hatcher was a multisport athlete and a nine-time letterman at Michigan’s Alma College, where he graduated in 1983. He joined his family in Arkansas in 1984, and after a stint coaching in the north, he returned for good to work for Arkansas Blue Cross and Blue Shield before he founded the Hatcher Agency at age 28.
Hatcher works out seven days a week, advises others in their business dealings when asked, and coaches football fundamentals once a week at Pulaski Academy in Little Rock and Sheridan High School, as well as coaching at the Arkansas Wrestling Academy at the Mighty Bluebirds sports complex — where two construction projects are underway — that he helped create.
“There’s always wrestling. There’s always new colleges, new high schools, existing programs that I’m involved in,” Hatcher said.
He helped grow wrestling from 44 programs in 2008 to the more than 100 boys and
girls programs competing today, while the state’s colleges have sanctioned programs ranging from the NCAA Division I level to Division II, DIvision III and the NAIA.
Among his accolades, Hatcher is a member of the Arkansas Insurance Hall of Fame and the National Wrestling Hall of Fame, and he will be inducted into the Arkansas Sports Hall of Fame in April.
Hatcher coached his five children, is now helping to coach his five grandchildren, and is in the process of writing “a couple of books” while managing a high-profile insurance company and its 100 employees.
“Every day, somebody is going to be asking me for something,” Hatcher said. “It’s kind of my job in insurance. I solve all the problems.”
Hatcher tries to make every moment as productive as possible to get him home in time for dinner or to help him make it to a kid’s sporting event.
“I have a wife, [Lee], and I need to be home at X time,” he said, “and I’m going to pile up any work I have and take it with me. I’m not going to stay in the office.”
Hatcher is in bed by midnight and gets up at 7 a.m., starting his day with a workout at home or a trip to the gym to work with a trainer, after which he is ready to make his first appointments around 9:30 or 10 a.m.
“Success is when you can get up without an alarm clock,” he said.
During almost any car trip, Hatcher is on the phone. While on the stationary bike at the gym he handles calls, answers emails or reads the news, and if he flies somewhere, he uses the time to work on his to-do lists.
“I do it so I can get those things done. I think that’s one way to do it,” Hatcher said.
He does not answer emails during the day at work. Nor does he answer them at night on his iPad or phone.
“People are always amazed that I don't have a computer on my desk,” Hatcher said. “Well, I’m seeing people all day.”
He leaves errands to his staff, and Hatcher pointed out he is not the one writing Hatcher Agency proposals. He is the one reviewing them.
It is all about working smart rather than simply keeping busy, and every second Hatcher can wring out of every day goes to something with a higher priority, whether it is agency clients in central and northwest Arkansas, Jonesboro, Memphis, Austin, and Philadelphia or his family.
With his reputation for getting things done and his record of success, people tend to call on Hatcher for advice or help with a cause, and he turns down very little.
“Sometimes I’ll listen to it and say, ‘This person can help you,’ but most of the time, I find ways to get it done,” he said.
Hatcher recalled recently advising an acquaintance about how to start an insurance company. Rather than see him as a competitor, Hatcher saw the man through from the perspective of a mentor helping a mentee.
“There are some head coaches that don’t want any of their assistants to become head coaches, and then there are head coaches who want to see how many can become head coaches. I’ll fall on the latter,” Hatcher said.
Brandon Haubert Clients Call the Shots
By KD Reep
In a field steeped in tradition and formality, Brandon Haubert stands apart. The CEO of WH Law in North Little Rock has taken an unconventional approach to leading his firm, emphasizing accessibility, transparency and a client-first mindset. A firm believer that the only difference between himself and his clients is a law degree, Haubert has built a practice centered on breaking down barriers between attorneys and those they serve. His journey from a small-town upbringing to heading a thriving legal practice is a testament to perseverance, innovation and an unwavering commitment to authenticity.
Born and raised in Clarksville, Haubert’s early life shaped much of his professional philosophy. The son of parents without high school diplomas, he learned early on the value of hard work and resilience. His first job, washing dishes at a local restaurant after football practice, instilled in him lessons that would stay with him throughout his career: Show up consistently, embrace hard work, and never underestimate the importance of small efforts (and never live in a home without a dishwasher).
At 15, Haubert faced a challenge that epitomized his problem-solving mindset — purchasing a truck with a nonfunctional engine. Undeterred, he gathered the necessary parts and, with only a Chilton manual for guidance, rebuilt the engine himself. That experience cemented his belief that with persistence and resourcefulness, any problem could be solved — a philosophy he carries into his legal practice today.
Haubert’s professional journey took a few detours before he found his true calling. After working in the oil industry and facing a layoff in 2008, he decided to pursue law, a field many had suggested due to his knack for argument and problem solving. He earned his bachelor’s degree in
business from Arkansas Tech University in Russellville, followed by a Master of Business Administration and a law degree from the University of Arkansas at Little Rock William H. Bowen School of Law.
Despite receiving job offers from established law firms, Haubert quickly realized he was not cut out for traditional legal employment.
“I’ve always known I’m a terrible employee,” he said.
Instead, he co-founded WH Law, opting for the risk and reward of running his own firm. It was a leap of faith that paid off, allowing him to shape his firm according to his values and vision.
From the outset, Haubert knew WH Law would not operate like a conventional law firm. His first few years in practice involved wearing suits daily, adhering to the expected aesthetic of a lawyer. Over time, he recognized the rigid, buttoned-up approach was not necessary to provide excellent legal services. Clients, he found, appreciated relatability over pretense. The firm embraced its now-signature “Boots, Not Suits” mentality, and WH Law ditched the traditional law office aesthetic, opting for modern, welcoming spaces that defy expectations. Clients visiting the firm often ask, “Is this really a law office?” — a reaction Haubert embraces as validation of his vision.
Beyond appearances, WH Law integrates technology to streamline client interactions. Inspired by a frustrating experience attempting to book an appointment with another business, Haubert implemented an online scheduling system that gives clients autonomy over their appointments. That tech-forward approach extends to all aspects of the firm, ensuring efficiency and accessibility for clients who expect modern solutions.
One of Haubert’s guiding principles is
treating clients as equals. Many law firms operate using a hierarchical structure in which attorneys wield authority over their clients. WH Law flips that dynamic, recognizing that clients — not lawyers — are the true decision-makers.
“Think about the lawyer-client relationship this way,” Haubert said. “There’s a superior-subordinate relationship, but it’s the opposite of how most lawyers think about it. The client is paying the bill; they should be in control.”
This client-centric philosophy extends to communication. Rather than relying on traditional email, WH Law uses an internal messaging system accessible to the entire team. That ensures clients’ messages do not get lost in an attorney’s inbox and that other team members can step in seamlessly, if needed. The firm also encourages plain-language communication, avoiding the legal jargon that often alienates clients.
Since its inception, WH Law has expanded significantly and now has multiple locations across Arkansas. However, Haubert is currently focused on refining, rather than expanding. The firm is undergoing a strategic shift, a move allowing each practice area to operate with a distinct brand identity while maintaining the core principles that define WH Law.
For Haubert personally, the next phase is about balance.
“Being a poor kid, you always think if you get enough money, it’ll fix everything,” he said. “Then you figure out that what you really want is time.”
Rob Hefley More Than Business as Usual
By Steve Wilcox
Rob Hefley, founder of Gray Beard Ammo in Conway, described himself as a serial entrepreneur, but that is only part of his story. There is the gun store, his effort to become a military chaplain, his nonprofit built around teaching defense skills and the unofficial “counselling” that happens in his work space. There is a lot to unpack, and that is every day.
“My wife calls it my little fantasy factory because on the backside, we’ve got our nonprofit, the jiu-jitsu gym called Gray Beard Forge,” Hefley said. “I’ve got some friends who come here, don’t work here, but they hang out and do their real job. They help out on the floor a little bit. We’re just trying to create a place, a kind of third place besides a bar for guys — and girls too. We have a gunsmith with an apprentice, and we are just working to be a one-stop shop for guns and ammo, a place where people can come and learn something.”
It has been two years for Gray Beard. Initially, Hefley bought a gun store in Atkins in 2022, the Arkansas Sportsman. After that first taste of the business, he knew he wanted to open something that reflected his own ideas and his own identity.
“I just wanted something unique, our own brand that carries anything from guns to optics to ammo to accessories,” he said.
What that adds up to is about 6,000 square feet of office, repair, retail and training space in a 27,000-square-foot former manufacturing building shared by other businesses. He said he would like to manufacture ammunition at the site in the future.
“We’ve got a lot of vets who come through, and first responders. We’ve got quite a crew, like my store manager,
who’s a big cowboy action guy, so we’re doing some old stuff — double-barrels, pistols and six-shooters — and I’ve got another guy who loves tactical stuff, so we have some training. We’ve got a mix of everything,” Hefley said. “We do the tactical gear, a lot of hunting equipment, but we still try things. Sometimes customers don’t know what to ask for, but we try to help them by finding options, like at the SHOT Show.”
The National Shooting Sports Foundation’s SHOT Show is the largest gunrelated trade show in the U.S.
One of the nuances Hefley brought to his Gray Beard venture is an ammunition subscription. He and his team did a soft launch whereby people can order ammunition and get it sent to their door every month.
“We have an online store, and that way, we can be visible regionally, nationally. You can look at almost any gun on our website and find what we can get,” Hefley said. “We might not have it in the store, but we can get it within a couple of days. For customers, it’s a nice option to have.”
As to the motivation to call his business Gray Beard, that is a connection to informal military respect.
“Anytime you meet someone with a gray beard in the military or as a first responder, or they’ve got gray in the hair, that means they have some wisdom and they’ve been around for a while” Hefley said. “I liked that whole idea; they’re seasoned, and other people look up to them. They’ve got stories to tell. Most of the people working here are over 40, so we’ve got a lot of gray in our beards too. I like that we have that sense of wisdom.”
Hefley referred to himself as a “serial entrepreneur,” and if his background is
any indication, the path does not need to be a straight one. He has worked in the Arkansas oil fields, is involved in the trucking business, had experience in personal training, owns a marketing business with his wife and somehow found time to serve in the Army Reserve. Presently, he said, he would like to return to the Army Reserve as a chaplain.
“Guns have always been one of those things that I do. I enjoy shooting, and my best friend down the road owns a gun range, and he helps out with the nonprofit,” he said. “I like to say it’s really a ministry. We’re trying to help guys who would never go to church but come here and hang out. Come in, look at some guns, go in the back to work on a gun, clean a gun — do something productive, and be around some good people. It’s really not a gun store because a lot of times, people come in for something else. They might need conversation, a smile or information on who to contact for their [Veterans Affairs] stuff. We’re really trying to add value to our community.”
There is much to see and do at Gray Beard Ammo, but not all of it has to do with the bump and grind of day-to-day business. A small team of co-workers and friends gathers to compare notes, tell tales and get a little work done, not necessarily in that order. Serving that specific community of users is the job each day, whether that transaction is in dollars or simple kindness.
Matt Hesse He Built It, They Came
By Steve Wilcox
Matt Hesse believes. He believes in the sacrifice that comes with service to the country, and he is willing to put his money where his heart is — a lot of money. Army veteran Hesse is founder and executive chairman of University of Health & Performance, which helps service members transition from the military to civilian opportunities ranging from health and wellness coaching to holistic health professions.
“The biggest challenge in leaving the military is the loss of identity and purpose, and for a young man or woman going into the military at 18, you have a clear understanding of what your mission set is and the people you’re going to stand with,” Hesse said. “There probably isn’t a job or a career you can go into where you feel more purpose than serving our country. It’s a gift that I didn’t know, at 18, was so valuable, but definitely, looking back on my career, I understand it clearly.”
UHP teaches modules for personal trainers, health coaches, nutritionists and, starting this year, entrepreneurs. With a 700-acre campus west of Gentry near the Oklahoma border and a satellite office in Bentonville, a team of 40 professionals works to upskill veterans into the workforce in a year or less.
“There’s a challenge in leaving the military and making the lonely walk out the gate. You’re leaving all of that structure, comradery, team and purpose behind. We’re trying to fill the gap between military service and civilian life,” Hesse said.
He added that he expects to see between 30 and 40 graduates from the UHP program in the first quarter of 2025 and up to 64 people in the second quarter. By the end of the year, expectations are to
graduate 100 people per month.
Hesse created his “if you build it, they will come” vision from a blank sheet of paper, and he did it alone for the most part. After launching the sports nutrition brand Performix with his wife, Alex, and building a dedicated following, he sold the company and invested his energy and capital in UHP. There is now more than $20 million in infrastructure on the ground in Gentry, including 150 beds for attendees. Plans are to have 1,000 beds on-site by 2030. Since its inception two years ago, the program has boasted 2,000 graduates.
“I wrote a book a few years ago that’s not been published yet, but it’s the basis for all this work. It’s called The Purpose Blueprint, and the idea is this: If you take an accounting of all the things you’re passionate about, what you enjoy doing in your life, things you’re skilled at, this allows you to build a strategy to do that in your career,” Hesse said. “If you’re passionate about health and wellness and you love to train and work out, you love serving people in the military, then you might be a great person to transition into the coaching world, where you can impact lives every day. You can do it in a pretty short period of time in terms of how much education you need to do that job.”
University of Health & Performance is a recognized educational institution in the state of Arkansas, and veterans can use GI Bill benefits through the Department of Veterans Affairs to enroll in the program. Being recognized by the state and the VA was a major hurdle to getting UHP off the ground, Hesse said.
The Nebraska native discovered northwest Arkansas in a conventional way: He
sold products through Walmart. The connections he built in the region exposed him to Camp War Eagle in Rogers, a Christian sports, adventure and recreation summer camp for boys and girls from Benton, Washington, Carroll and Madison counties. He ran research pilots out of the camp and determined Arkansas was the right place to launch his venture.
“The real measure of success will be how significant are our outcomes as an institution, meaning, ‘How do we place people in organizations? How successful are those people?’ and really measuring outcomes,” said Hesse. “I would guess we’re ranked in the top 10 in the state relative to graduation rates. We’re really doing well there, but we want to be measuring everything — how fast we place our students, how much money were they making before they came to us, and what they’re making after they’ve completed the program. When we fast forward five years, the measure of our success will be how thriving our community of graduates is.”
Going from a standing start to thousands of graduates over only two years would seem to be an accomplishment in itself, but not for a guy whose phone is stuck to his ear from morning to night as he sells, proposes, compliments and cajoles. For him to build his vision, that is what it takes. He has already built a successful business once, but this time, he is bringing the veteran community along to enjoy what, for him, are the fruits of personal freedom and success.
Never Run Out of Ammo Never Run Out of Ammo
Saluting longstanding businesses HERE TO STAY
By Dwain Hebda
There may be no bigger measure of success in business than longevity. Yes, companies exist to make money to meet payroll and keep the lights on and yes, expansion and name recognition can all be hallmarks of a thriving venture. However, where those things can reside as a by-product of longevity, the opposite is not true. The business world is full of once-hot ventures that expanded too quickly or failed to sustain profitability over the long haul.
Small-business statistics reveal how difficult it is to keep a venture open for just a few years, let alone for decades. The latest figures from the U.S. Small Business Administration reported that just fewer than 12,000 businesses opened in Arkansas between March 2022 and March 2023, while nearly 8,000 closed.
While the SBA did not detail information about the deceased companies, it is a good bet that a lion’s share of them were not that old. Arkansas ranks
Arkansas Surgical Hospital
The whole reason we were established was to create a patient experience that was unlike anything that was being provided in the health care market. All of our physicians are in independent practice and they all have that small-business mindset of putting the patient first above everything else. That hasn’t changed in 20 years.
Brian Fowler, CEO
Arkansas Surgical Hospital
Years in business: 20
The Charlotte John Co.
There are many friends we’ve made along the way. Our mission statement reads, in part, “to create positive real estate transactions for our buyers and sellers, as well as to develop long-lasting relationships with them.” We have strived for that every single day.
Charlotte John, founder/principal broker
The Charlotte John Co. Years in business: 43
RPM Group
We promote a culture of showing up daily with a service-oriented mindset. Staying true to our core values of trust, integrity, service and excellence has kept us growing and thriving.
Kris Upton, owner/CEO
RPM Group
Years in business: 70
in the bottom ten states in business failures within the first five years at 52.8 percent, the Bureau of Labor Statistics states, tied with New York and Hawaii, underscoring how difficult it is to achieve any sort of meaningful business lifespan.
While Arkansas could definitely improve in its rate of business survival, the facts of business life still hold sway, even in states with the best business conditions, and those facts of life are hard. The Bureau of Labor Statistics reported fewer than 35 percent of small businesses in the United States overall make it 10 years, and half of new ventures fail at the fiveyear mark.
Breaking it down further, companies related to agriculture, forestry, fishing and hunting have the best staying power, since slightly more than half of companies in this field survive 10 years. Next comes utilities (45.7 percent), manufacturing (43.6) real estate (42.2) and retail (41.7) to round at the top five. For the record, mining/oil/gas businesses were the least likely to survive that long at 24.5 percent, making up the bottom three along with information services (29.1) and wholesale trade (30.1).
One might think once a company reaches the 10-year mark, though, ownership has gained sufficient headwind and expertise to enjoy smoother sailing, yet the numbers disagree. The gods of the marketplace appear to give no free passes based on age. The Bureau of Labor Statistics reported that by the 20-year mark, nearly 80 percent of small businesses have fallen by the wayside.
Therefore, when Arkansas Money & Politics set out to salute the state’s long-lived small businesses, we did
Capitol Glass
We continue to provide the highest quality auto glass service in the central Arkansas area and continue to take care of our loyal customers while preserving our family legacy for several generations to come.
Aaron Grimes, co-owner
Capitol Glass
Years in business: 75
Signal Media
Our local focus has remained consistent throughout the company’s existence. While other businesses might look to expand outside of Arkansas, we kept — and continuing keeping, our focus on the businesses we work alongside each day. Employees are our biggest asset; we try hard to make the company a great place to work.
Terri Mahan, CEO
Signal Media of Arkansas
Years in business: 41
Wright Lindsey Jennings
Our firm’s history is long, and our innovative spirit is enduring. Our unwavering commitment to relationships has built Wright Lindsey Jennings into one of the region’s premier law firms, helping shape how Arkansans live, learn and do business.
Steve Lancaster, managing partner
Wright Lindsey Jennings
Years in business: 125
so knowing that those which resided in even the youngest segment — the minimum 20 years — represented but 2 out of every 10 companies to even make it across the threshold. As for the ones that made it beyond that, each succeeding decade elevates those firms into more and more rarified air, defying the ravages of time and successfully navigating the shifting sands of customer tastes, product mix, technology, market innovation, supply chain and delivery.
Put another way, the companies on AMP’s list have prevailed over almost unimaginable odds to be still standing but, thanks to resilience, adaptivity and just plain grit, are still here. As the state’s premier publication for the advancement and promotion of Arkansas’ business community, we do not take lightly the incredible stamina, hope and skill that it has taken to keep these honored companies open through good times and bad.
We also know the list we have compiled herein is not an exhaustive one, and so to anyone we may have missed, please accept our blanket salute to all companies 20 years old and older across the Natural State and, with it, our admiration and gratitude. Here’s to the multigenerational vet clinics and family-run markets, the trucking companies and retailers, the law firms and cafes, the manufacturers and farmers and fabricators large and small throughout this great state.
From one longstanding business (AMP at 11 years and AY About You at 37 years) to all of you, we tip our hats to your determination and skill. Congratulations on your continued success, and here’s to your sustained longevity.
Hugg & Hall
Our core focus has been on our three main stakeholders: our customers, employees and suppliers. All three serve as the foundation for our success and growth.
Robert Hall, vice president
Hugg & Hall
Years in business: 69
FAB&T
For us, it’s a very simple message and approach. We follow the do-right rule, we honor and follow through on our commitments, we will hold each other accountable, and we will make it fun. This applies to customers and our bank family alike.
Roger Sundermeier Jr., senior vice president and chief brand officer First Arkansas Bank & Trust Years in business: 75
Roller Funeral Homes
The secret to our longevity is simple— we put families first. Families are not just numbers to us; they are our neighbors, our friends, and the people we sit beside in church. We have grown because families trust us, and we don’t take that lightly.
Renata Jenkins Byler, third-generation owner and vice president of marketing
Roller Funeral Homes
Years in business: 144
TIME-TESTED BUSINESSES
What follows is a list — not comprehensive — of companies in Arkansas that have been doing business for more than 20 years. If you know of a company that was launched more than 20 years ago, let us know about it by sending us an email to press@aymag.com.
Albright
Arkansas Democrat-Gazette
Bruno’s
C.C.
Cavender’s
David’s
Dillard’s
Doe’s
Don’s
Duffield
Entergy
Capitol Glass Co.
Capitol Glass Co. was established in 1950 — and has been at the corner of Eighth and South Broadway streets in downtown Little Rock since 1953 — making it the oldest locally owned and operated glass company in the Little Rock metropolitan area. Capitol Glass has been led by three generations of the Grimes family, including co-founder Jack Grimes and his son, Glenn, and grandson, Aaron.
Needless to say, the auto glass industry looks very different from 75 years ago. The Capitol Glass team has had to contend with advances in technology that have made a simple windshield replacement much more complicated than meets the eye. When it comes to the business itself, however, little has changed except for a logo update in recent years and renewed branding efforts. The secret to success is the same as it was in 1950.
“Quality work and exceptional service,” Aaron said. “Always placing an emphasis on craftsmanship and always listening to and taking care of our customers no matter what the situation.”
Consistently recognized among AY About You’s annual “Best Of” rankings, the company is also involved in the downtown
community through event sponsorships, supporting local churches and groups such as Habitat for Humanity, and even sponsoring a few local youth sports teams.
While Capitol Glass plans to keep adapting to emerging technologies and industry trends, customer feedback will continue to be the measure of the business’ success. With Aaron currently raising the fourth generation of ownership, Capitol Glass seems set to keep doing what it does best for a long while yet.
“From the past to the present to the future, thank you central Arkansas for 75 years of business and counting,” Aaron said. “We look forward to serving you for many more years to come.”
• Auto Glass Replacement
• Rock Chip Repair
• ADAS Recalibration
• Sunroof Replacement
• Door Glass Repair
• Door Lock Repair
• Rearview Mirrors
• Bus and Big Rig Auto Glass
• Water Leaks
• Mobile Service
• In-Shop Service
• Pickup and Delivery
Arkansas Surgical Hospital
Arkansas Surgical Hospital was founded by surgeons in 2005. Their vision was to create a physician-owned hospital where providers had greater control over patient care, ensuring better outcomes, lower infection rates and an overall improved experience for patients.
A culture of open communication and mutual commitment, as well as a relentless focus on quality, has been crucial for allowing ASH to thrive from the inside out. The hospital has expanded its reach across the state, with satellite clinics in Russellville and Hot Springs and ASH surgeons serving patients throughout central Arkansas.
Other recognitions and metrics reflect the hospital’s success. Arkansas Surgical Hospital has been ranked in the top 5 percent of hospitals nationwide for patient experience for five years in a row, in addition to being the only hospital in Arkansas on Healthgrades’ top 100 hospitals for spine surgery. ASH performs more joint replacements than any other hospital in the state, all while
keeping infection rates lower than the national average. Arkansas Surgical Hospital also serves beyond the walls of the operating room. From supporting high school athletics and helping prepare the next generation of health care professionals to partnering with Our House and sponsoring Coats for Kids, ASH has established itself as a strong supporter of the central Arkansas community.
5201 Northshore Drive, North Little Rock | 501-748-8000 arksurgicalhospital.com | Arkansas Surgical Hospital
SPONSORED CONTENT
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We’re investing in the power grid and partnering with our communities to help attract new industry. We’re also incorporating cleaner energy and new technology to make sure Arkansas has the power to meet growing demand and thrive for generations.
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GROUP RPM Celebrating 70 Years of Trusted Real Estate Expertise
Honoring a Legacy, Building the Future
William F. “Billy” Rector and two partners founded Rector Phillips Morse, Inc. in 1955 with a vision for excellence in real estate. Over the decades, his commitment to integrity and service built a lasting legacy. Kris Upton, President and CEO, has led the company for the last decade. Upton acquired full ownership in 2023 and Karen Upton joined the leadership team as Executive Vice Today, we celebrate 70 years of serving Arkansas an forward to a future of continued growth built on enduring values of Trust, Integrity, Excellence, and Service.
Comprehensive Services, Local Excellence
With over 250 real estate professionals and employees across seven offices, RPM Group is a cornerstone of Arkansas’ economic development. Locally owned and operated, RPM Group is a fullservice real estate firm specializing in Commercial and Investment Sales, Property Management, and Residential Sales through its relationship with the global Coldwell Banker franchise. For the second consecutive year, Coldwell Banker RPM Group ranked
The RPM Group’s mission is to enhance the growth and prosperity of every community we serve. Beyond real estate, we are dedicated to making a lasting impact by investing in local businesses and giving back to non-profit organizations. Community involvement is at the heart of our company and we are driven to create more vibrant places to live and work.
Feltner’s
Ferstl
WE BELIEVE
the future is Wright now
As we commemorate our 125th year in business in 2025, there is one thing we know for sure. We would not be here without the trust and support of the community.
And now, it is our privilege and responsibility to support the state that has supported us.
We believe helping our neighbors builds a stronger foundation for all Arkansans.
We believe the need is now.
We believe in building a stronger Arkansas for the next 125 years.
We hope you believe, too.
The Charlotte John Co.
Founded in 1982 with just three agents, Charlotte John’s eponymous business was one of the only female-owned real estate companies in existence at the time. The company’s philosophy — an unquestionable standard of ethics and a sincere commitment to each client — has not changed, even as the technology its agents use to fulfill that mission has transformed.
“We have gone from hand-delivering contracts and documents to completing contracts with e-signatures, giving our agents more time to focus on client needs,” John said. “We use our website, social media and print to advertise our current inventory.”
An important milestone in the company’s history was its move from the Prospect Building on University Avenue in Little Rock to Kavanaugh Boulevard in the Heights. Closer to the action and with better street presence, the Charlotte John Co. has since flourished and expanded its reach.
“The only thing I would do differently is moving our office to its current location sooner,” John said.
Led by John and Managing Broker Jonie Burks, with the
strong backing of their fellow agents and a company well versed in client satisfaction, agents are able to provide some of the best service around, even against the backdrop of an ever-changing industry.
“The purchase of a home is one of the biggest purchases of your life, and it’s very satisfying to see a happy client and knowing you helped them through the process,” John said.
5813 Kavanaugh Blvd., Little Rock | 501-664-5646 | 1300 Oak St., Conway | 501-327-5646 charlottejohn.com | The Charlotte John Company | thecharlottejohncompany
Stallion Transportation
In 1992, Garland E. “Butch” Rice III opened the doors to his trucking business in a 400-square-foot office in North Little Rock. A little more than three decades and a move up to Beebe later, Stallion Transportation’s headquarters takes up 20,000 square feet and 30 acres of land to boot. The company’s logo has also taken several forms throughout the years, and the iconic horsehead logo and colors to reflect the company’s trademark yellow tractors debuted in 2010.
Trucking is not an industry for the faint of heart, since businesses have to contend with the rising cost of insurance, fuel and equipment, increasing regulations, and a shortage of qualified talent. Despite those challenges, Stallion has consistently stood apart as a leader among industry peers both for the quality of its services and a steadfast commitment to safety. The Stallion safety department was recognized nationally by the Truckload Carriers
Association, most recently in 2024, when it took first place in its division.
Rice and his team are also well known for their contributions outside of the office. Giving back is one of Stallion’s strongest values. The company has supported a number of charities, community groups and events over the years, from Special Olympics Arkansas and the Make-a-Wish Foundation to local universities and chamber of commerce events. Stallion Transportation was named the Best Philanthropy Company in the state in 2024 by readers of AY About You.
When it comes to his motivations for continuing on, Rice was candid: “my love for God, family, employees and others that Stallion has had the fortune to bless.” His business savvy, however, comes out when tapped to reveal the secret to his company’s longevity.
“If I told you, it wouldn’t be a secret,” he said.
Entrepreneurship in Hot Springs is at an all- time high, and Spa City is reaping the benefits. Long appreciated for its lakes and downtown attractions, and with Oaklawn Casino Resort thriving, it is not surprising that the city remains a hotspot for recreation.
Underneath all that is a bigger movement, as more and more people are choosing Hot Springs as their chosen place to live and as their preferred place to start a business. The city’s new breed of entrepreneurs is succeeding with businesses large and small, and they share the common goal of giving back.
The Greater Hot Springs Area Chamber of Commerce Community Service Awards these entrepreneurs. Some were born and raised in the city limits, others came to start their families and their businesses. All have chosen Spa City, and all have a sense of duty to their hometown that goes beyond making profits.
Large Business of the Year: Arvest
Banking on Hot Springs’ future
By Doug Crise
Picture a lifelong banker with “president” in his job title, and some might visualize someone buttoned down and, quite frankly, boring.
Franklin Bass did not get the memo, however, at least when it comes to Hot Springs. The president of Arvest Bank’s Hot Springs branch is enthusiastic, expressive and downright giddy when he talks about his adopted hometown. That attitude seems to be shared by every employee at Arvest, which explains why it was honored as Large Business of the Year by the Greater Hot Springs Chamber of Commerce.
“Hot Springs’ economic development is undeniably on the rise,” Bass said. “As the chairman of the chamber of commerce this year, I proudly embrace the slogan, ‘where water and opportunity meet,’ which perfectly encapsulates the vibrant synergy between our natural resources and the growing opportunities available in our community.”
If Hot Springs is the place to work and play, Arvest exists at the nexus of both worlds. Its employees, Bass included, enjoy being able to make somebody’s dream come true, whether it is through a business loan or by providing the capital to buy a home, he said.
“Our genuine commitment to the community is what distinguishes us from other large businesses in the area,” Bass said. “This commitment goes beyond mere words. It is deeply embedded in our culture and everyday practices. Our bankers actively engage in numerous volunteer leadership roles and participate in various community events.”
The water is as good of a place to start as any for Bass, an outdoor enthusiast who enjoys Hot Springs’ lakes and golf courses in equal measure. It is not a reach to say Bass, who grew up in Arkadelphia, sees the city as one big, vibrant playground for residents and entrepreneurs alike.
“Hot Springs has always been a renowned tourist destination,” Bass said, “but it has also evolved into a thriving hub for commercial and industrial businesses.”
Bass said the mission of the bank dovetails nicely with what he sees as an emerging trend of newcomers to the city who are interested in business and lifestyle alike. People are drawn, Bass said, to Hot Springs as a home and as an emerging factor for commerce in Arkansas.
“One significant shift I’ve observed is the transition from simply finding a job in the area to prioritizing quality of life and seeking employment opportunities that align with that lifestyle,” Bass said. “This shift has attracted a diverse range of businesses and professionals who recognize the unique advantage of living and working in Hot Springs, such as the rich culture, welcoming spirit and beautiful surroundings.”
Some of the steps toward a revitalized Hot Springs are well known. Oaklawn’s foray into building a bona fide casino resort is a well-known success, and the Downtown Association of Hot Springs has poured a tremendous
Franklin Bass
amount of work into revitalizing what is already one of the most popular destinations in the state.
“We are witnessing significant movement in various sectors, from tourism and hospitality to commercial and industrial growth,” Bass said. “This year is shaping up to be a transformative time for Hot Springs, with new businesses opening, existing ones expanding and innovative projects coming to fruition. The community is rallying around these developments, and there is a palpable excitement in the air.”
As the number of people living and doing business in Hot Springs grows, Arvest and the chamber of commerce are both poised to fuel that period of growth. Bass said Arvest will continue to invest in all areas of economic development, whether they involve homes, businesses, education, or health and wellness.
“We focus on creating meaningful changes that benefit our neighbors,” Bass said. “This approach fosters strong relationships and trust, allowing us to not
only serve our clients but also contribute to the overall well-being of Hot Springs.”
Bass said he expects those changes will continue as Hot Springs embraces more people who come to the city to both live and work. That is what Bass did 16 years ago, when he first arrived in the city, and he plans to continue to steer Arvest toward creating meaningful opportunities to those on the same path.
“While we take pride in our leadership and market share, we remain grounded and focused on fostering enduring relationships within our community,” Bass said. “Together, we are not only enhancing the economic landscape but also ensuring that Hot Springs remains a desirable place to live, work and play. The future looks bright, and I am confident that our collective efforts will lead to lasting benefits for our community.”
Franklin Bass, Hot Springs community bank president; Tanya Lanier, senior private banker; Amanda Evans, real estate loan advisor; and Jeff Hutzel, mortgage lender. (Photo provided)
Man of the Year: Dennis Berry
Developing Lives
By Doug Crise
Dennis Berry had an interesting week.
“I was in a foot pursuit,” Berry said, “and I caught the kid!” That is not the kind of thing one might expect to hear from a 53-year old man who owns a Hot Springs business called Bow Tie Wealth Management, but the Greater Hot Springs Chamber of Commerce Man of the Year leads a life that is hard to define and even harder to duplicate. He was a cop who became a business and finance guy who has “gone full circle” as a reserve deputy at the Garland County Sheriff’s Office. He is a family man who fiercely loves his wife and two grown children who also may have three to four other kids tromping through his house at any given time.
“Typical days are hard to find,” Berry said.
It is likely nobody in Hot Springs has a life quite like Berry. His 9-to-5 job may be as a financial advisor, but his 24/7 job is working with his wife, Natalie, as a licensed foster parent. The Berrys typically host almost 40 foster children per year, some of them making short-term stays and some of them staying around for the long haul.
Berry was philosophical when he talked about his journey. A former Marine, he graduated from the University of Arkansas at Little Rock with a degree in criminal justice and took his first job as an officer for the North Little Rock Police Department. He apprehended suspects, pulled people from burning buildings and once saved a baby’s life by performing CPR. With his military and law enforcement background, one might peg him for a kind of adrenaline junkie — until he begins talking about empathy, ethics, and the nature of darkness and light.
“It’s a battle of good and evil every day in the world,” he said. “When it comes to foster care, there’s evil that has put these kids in foster care. Without empathy, our world would be a worse place.”
Dennis met Natalie in college and opted for police work, while Natalie opted for the far more calm option of working in finance. Something about Natalie’s job at Merrill Lynch — he is not entirely sure what — piqued Dennis’ interest, and he ditched his police uniform for a business suit and joined his wife in the world of money management.
“I tell people it’s a lateral move,” he said. “I went from protecting people’s hard assets to protecting their financial assets. It took me away from the law enforcement world, but I always enjoyed helping people. I just was in an office instead of a patrol car.”
Even now, running a business he founded in 2020, Berry gets antsy sitting in the office. It is not unusual for him to pop out of his building, jump in his car and travel to talk to clients personally on their turf. That may be a great thing to do from a customer service standpoint, but Berry added that it probably has more to do with the ex-cop in him. That does, however, mean that Bow Tie Wealth Management has a no walk-ins policy, primarily because the guy with the bow tie is often out and about.
“I’ve been fortunate enough to work with clients who know what we’re about,” he said. “I have a great team at my office who can be there to get things done.”
Berry’s life may well have been just about building a career in finance if not for 2007, when he heard about foster care after talking with a family member who was dealing with personal issues. He then learned about the Call, a faithbased nonprofit organization dedicated to advocating for foster children and training potential foster families. The Call’s mission struck a chord with him, and he soon became involved with the Answer, an organization that partners with the Call to help recruit and license foster parents and find homes for foster children.
“When it comes to foster care, that’s a lot of love and a lot of empathy,” Berry said. “Once we saw the need, we could not be so selfish.”
Life for the Berrys has not been the same since, and Dennis estimated that more than 190 kids from various Arkansas counties have lived under his roof.
“Doing what we do, we feed them. We bathe them. We get them clothes,” he said. “We see the positive impact it has on their lives. It’s hard to stop when we know the need is not being met. It’s really allows us to grow relationships with people.”
Taking care of troubled kids for so long has given Berry some iron-clad opinions on how to improve the lives of children and the community.
Even as his business grows, his top job remains the kids under his roof, and he said he does not see himself stopping anytime soon. While Hot Springs is blessed with many who help develop the community, the Berrys continue to develop lives.
“We get a lot of satisfaction from helping people,” Dennis said.
Woman of the Year: Tammy Browning
Always on the Move
By Doug Crise
Tammy Browning can afford to be comfortable.
During her time as an executive broker at Trademark Real Estate in Hot Springs, Browning has proved she knows how to help families find homes in Spa City, racking up more than $135 million over almost a decade of work. That can afford plenty of vacations or evenings spent gazing out on Lake Hamilton. Yet for Browning, all that success is simply a call to duty, a mandate to serve the city she has called home for 28 years.
“We have so many attractive things that draw people to move to Hot Springs permanently or to purchase vacation properties,” Browning said. “We have year-round festivals and events, Oaklawn horse racing, the many surrounding lakes and bike and hiking trails that attract outdoor enthusiasts.”
Browning’s enthusiasm for Hot Springs has not waned one bit since she arrived in town, and her willingness to bang the drum for her home city made her an easy choice for Greater Hot Springs Chamber of Commerce Woman of the Year.
Although born in Stuttgart, Browning has lived in Hot Springs her entire adult life and has put down roots with her husband of 26 years, Stephen, and their son, Beau. For Browning, Hot Springs was a case of love at first sight, and time has not dulled her love for her home. Her work on the state and local level is vast, and her impact can be felt via her volunteering at local outreach programs and serving on numerous community boards. She also stays busy as a fundraiser for several organizations.
“A strong community is built on a foundation of compassion and support,” Browning said.
Part of Browning’s work has involved Leadership Hot Springs, a nine-month program in which participants connect with local officials and entrepreneurs to
learn about the city’s assets, as well as its challenges. Browning was a graduate of the 17th iteration of the program and later went on to serve on its board of directors. She still meets regularly with her classmates for brainstorming sessions about how to bring more opportunities to Hot Springs.
Browning has also lent her time to the Hot Springs Women’s Leadership Alliance,
which provides networking opportunities for women in the area while hosting successful area women as guest speakers.
Browning’s efforts have also extended to philanthropy. She has donated to the Cooper-Anthony Mercy Child Advocacy Center in Hot Springs. A big fan of the outdoor recreation available in the area, Browning has also donated her time to the Special Olympics by teaching children how to fish while also arranging the donation of hundreds of new fishing rods and reels.
On the statewide level, Browning puts her real estate skills to work as a longtime contributor to the preservation and beauti-
fication of the Governor’s Mansion. Browning has worked closely with Gov. Sarah Huckabee Sanders, as well as past administrations, chairing numerous fundraising efforts looking to preserve the mansion.
Not only was Browning featured on the HGTV show My Lottery Dream Home; she also is a host on American Dream TV, which allows her to promote Hot Springs with a real estate focus.
“It was an honor to promote the town that I love,” Browning said. “My goal as host of American Dream TV is to promote Hot Springs and attract all that Hot Springs has to offer.”
Talking up what Hot Springs has to offer is part of what has led to Browning’s business success, and as her career clicks along, she sees even more reasons for people to move to the city. As she looks toward the future, Browning sees a refurbished downtown that is bound to attract tourists and more entrepreneurs.
“I see a new development going in at the site where the historic Majestic Hotel was located and it being such an incredible addition to our downtown and drawing even bigger tourism numbers,” Browning said.
Though she is content both personally and professionally, Browning said, she will remain active in the community as long as there is an opportunity to make everything offered in Hot Springs even better.
“Some of the trends in Hot Springs in the last few years is our continued growth in our vibrant downtown,” Browning said. “We have lots of potential investors looking to create opportunities not only in our downtown but all over Hot Springs. Another trend I see continuing for us is that our unique town will continue to make it on ‘best of’ lists in prominent publications in larger cities to attract more and more people to Hot Springs. We have been on several ‘best of’ lists recently.”
Volunteer of the Year: Cora Jones
Sense of Duty
By Doug Crise
There is no way Cora Jones could be considered “just” an entrepreneur.
With a smile that reaches every corner of the room and a personality to match, Jones seems like she was always destined to do more than simple business transactions. She has owned Cora Jones Tax Service in Hot Springs for more than 30 years, but it is what she does away from tax season that explains why she was honored as the Greater Hot Springs Chamber of Commerce Volunteer of the Year.
“For me, entrepreneurship is not about running successful businesses,” Jones said. “It’s about using my expertise to uplift others, provide essential services and make a meaningful impact in my community.”
Jones has done that and then some, keeping possibly the biggest to-do list in all of Hot Springs. She is a regular at the Women’s Chamber of Commerce of Hot Springs and the Rotary Club of Oaklawn in Hot Springs, has volunteered at Garland County Habitat for Humanity and at warming/cooling shelters for those in need, and is a member of the Order of the Eastern Star.
That just scratches the surface.
she works with two area students each year to help them secure scholarships. She also sponsors and mentors a basketball team made up of 16-year old girls from Hot Springs.
Jones credits her time in the U.S. Navy with instilling the drive to do more. The military values of service and duty resonated with her and started her on the path toward becoming a community leader.
“When I transitioned out of the Navy, I knew I wanted to build something of my own,” Jones said, “something that would allow me to serve my community while also creating a lasting legacy for my family. My military experience instilled in me a strong sense of discipline, leadership and adaptability, making entrepreneurship a natural path.”
She started in Hawaii, where she worked at H&R Block before coming back home to Hot Springs to do the same thing. It was not long before Jones branched out and purchased an H&R Block franchise in Gurdon before going into business for herself.
Something else was pushing Jones, though — something beyond running a business, something that ran deeper than even her military service.
“I had a twin sister, Mary, who was tragically a victim of a violent domestic crime,” Jones said. “Her loss deeply impacted me and strengthened my resolve to support and uplift those in need.”
Nowhere is that resolve more apparent than in the work Jones puts in with the youth of Hot Springs. She spends much of the time away from her business mentoring at-risk juveniles in the court system. In addition,
“I firmly believe there are no bad children, just children who lack guidance, support or opportunities,” Jones said. “I got involved in this work because I saw the need. Too many young people fall through the cracks simply because no one takes the time to listen, guide or invest in them.”
As much as Jones has on her plate currently, her plan is to do more. She is already a licensed pharmacy technician and is currently working on her certification to provide insurance and mortgage opportunities. Jones said her own professional growth mirrors that of the city she calls home.
“One of the biggest trends I’ve noticed is the rise of small businesses and entrepreneurship,” Jones said. “More people are stepping out to start their own ventures, whether in hospitality, tourism, retail or professional services. There has also been an increase in revitalization efforts, with new businesses moving into historic buildings and breathing new life into the city.”
Jones sees a lot of factors behind the boom in Hot Springs. She said Oaklawn’s expansion into a full-fledged resort casino has played a role, as have refurbishments and additions to such areas as Majestic Park and the city’s downtown.
“Another key factor is the overall sense of pride in Hot Springs,” Jones said. “People here want to see the city thrive, and that mindset is fostering a culture of investment, innovation and collaboration.”
Few want to see Hot Springs thrive more than Jones. It is where she was raised and, even after a military career that took her around the world, it is where she calls home. Even as she keeps busy with multiple businesses, her full-time job has been and always will be investing in her city.
“Hot Springs is home in every sense of the word,” Jones said. “The people, the community and the opportunities to make a difference have all shaped me. I am incredibly grateful to be in a place where I can serve, grow and leave a lasting impact.”
Small Business of the Year:
Steamatic of Hot Springs
Legacy
Service of
By Doug Crise
What started as some crack-of-dawn inspiration for Misty Poole turned into a legacy of community service for Steamatic of Hot Springs.
Poole, who co-owns the property-cleaning service with her husband, Richard, said she gets her best ideas while she is getting ready in the morning. It was during one of those mornings about four years ago that she came upon the idea of getting her employees out and about in the Hot Springs community.
“I did my share of networking,” Poole said. “I thought, ‘Let’s get our other employees out there.’”
What started out as sending the odd employee to meetings of civic groups has turned into a full-blown, all-hands-on-deck company effort to serve the people of Hot Springs and beyond. While those efforts have no doubt boosted the number of people walking through Steamatic’s doors, the real impact can be counted in the number of people served in Spa City.
It is that kind of service that has led Steamatic to being honored by the Greater Hot Springs Chamber of Commerce as Small Business of the Year. While happy customers with clean carpets and air ducts have kept Steamatic profitable, the award is a testament to making lives better without charging a dime.
“I will be honest with you. This award meant the most to me because it’s not based on sales; it’s based on our hearts,” Poole said. “We have a lot of service-oriented people here. I knew we did a lot, but to actually see it on paper, it’s a lot. I actually cried a bit, which I didn’t expect.”
It has been quite the arc for a business that started when Poole was a sophomore in high school. Her mother was a teacher, and her father began cleaning carpets at night to help the family finances. It was, to say the least, a far cry from the company of 20 employees serving Hot Springs today (21 if you count Timber, the office dog).
It was still a fledgling company when Poole graduated from college with both a degree in psychology and a new marriage to Richard. Unsure about the opportunities afforded by her degree, Poole spent one summer helping her parents with the cleaning service, which had become a company called Razorback Vacuum in Hot Springs. Poole noticed how many customers came in to rent Rug Doctor steam vacuums to remove pet stains from their carpets and figured there was growth potential in her parents’ business. Before she knew it, she and her husband were not just running vacuum cleaners but running the company.
“When you’re a small-business owner, a lot of it is survival,” Poole said. “You’re in survival mode.”
It became something more once she began sending employees out to community engagements. Foot traffic began to pick up, but it was not until the Pooles started a coat drive shortly thereafter that business truly took off. Steamatic donated 80 coats to families in need that first year and then saw that number jump to 200. Helmed by employee April Duewall, this year’s coat drive resulted in 800 total coats and an uncountable number of new customers.
“It was insane, the number of people who came in,” Poole said.
Because any pet owner knows the value of a clean carpet, Poole also helped roll out the “pet of the week” program to raise awareness of shelter pets needing a home.
— Misty Poole, co-owner “
I will be honest with you. This award meant the most to me because it’s not based on sales; it’s based on our hearts.
Once a month, Steamatic also pays for the adoption of a pet from Hot Springs Animal Services.
The community service efforts of Steamatic reach well beyond the Hot Springs city limits and well beyond just the Pooles. There is another initiative headed up by Steamatic marketing director Deidra Ellison centered on collecting school supplies for area districts that do not receive supply grants, such as Fountain Lake, Jessieville and Mountain Pine.
Ellison also serves as president of the Kiwanis Club of Greater Hot Springs, where she spearheads the Terrific Kids Program and helps provide scholarships to two local students each year.
All those outreach efforts provide good press to
Steamatic, but with business booming, that hardly seems the point. Poole said the goal now is to expand her company’s involvement to help even more people in Hot Springs. If that increases foot traffic, she is fine with that, but what started out as a simple networking initiative has blossomed into a sense of civic duty.
“When we started doing this stuff, it never crossed my mind that we’d be promoting our business,” Poole said.
Like several other entrepreneurs in the area, Poole takes pride in having chosen Hot Springs as her place to live and work. She said the city is fertile ground for growing a business and singled out the Greater Hot Springs Chamber of Commerce as being especially active in recruiting and supporting hometown enterprises.
“I came back here when I was young because this is a secret gem,” Poole said. “I just feel there’s a big economic boom here, even through COVID[-19]. Everybody I knew jumped on board to help other businesses survive. I do expect to see it grow and flourish. People are really jumping in to help the parts that need help. I don’t see it slowing its growth anytime soon.”
As long as there are places that need help, families that need warmth, pets that need a home or students that require a helping hand, Poole and her Steamatic employees plan to continue to be at the forefront. For them, it has become so much more than just getting the word out about their company, and it is only just beginning.
“Who knows what we’ll think of this year?” Poole said.
Steamatic employee April Duewall, from left, and co-owners Misty and Richard Poole attend the Greater Hot Springs Chamber of Commerce Community Service Awards. (Photo provied by Steamatic)
Organization of the Year: Ouachita Children, Youth and Family Services
On the
N FRONT LINES
o one day is the same.
By Doug Crise
At any point, the staff and administrators at Ouachita Children, Youth and Family Services in Hot Springs may tackle any number of intensive case needs. There may be individuals in need of housing, medical care, intensive psychotherapy, vocational placement or life-skills classes. The list goes on and on. Being recognized by the Greater Hot Springs Chamber of Commerce as Organization of the Year is a testament to just how many roles OCYFS plays in the community.
“Many youth are facing unstable home environments, leading to increased vulnerability,” said Ashley Thompson, executive director. “Domestic violence survivors struggle to afford safe and affordable housing, which remains a significant issue for many individuals and families and contributes to the risk of experiencing homelessness. Rising housing costs and limited mental health and case-management resources continue to exacerbate these challenges.”
In short, a lot of problems land at OCYFS’ front door. What makes the organization such a vital part of the Hot Springs community is a culture of running toward those problems, an example carried by Thompson and embraced by both the staff and volunteers.
“Many of our employees bring lived experiences to their roles, which strengthens our mission and deepens our impact,” Thompson said. “For us, the work is more than just a profession. It’s more of a calling. We take great pride in developing a safer and healthier community while
trying to break cycles.”
Part of Thompson’s job is to actively secure funds via donors and grant writing. Through those efforts, OCYFS is able to provide long-term and life-changing interventions for clients, rather than simply putting out fires. The aim, Thompson said, is to provide care and mentorship that translates into healthy and productive lives.
“One of our greatest accomplishments at OCYFS this year is to offer intensive case management,” Thompson said. “Unlike traditional programs that are limited by traditional funding restrictions, intense case management allows us to take a more holistic approach. Instead of just addressing one need, like housing, we’re able to support individuals across multiple areas. This type of comprehensive support ensures that our clients receive the full spectrum of services they need to truly rebuild their lives and achieve lifelong success.”
There is, of course, a lot of work that goes into equipping clients for that long-term success. A typical day for Thompson might involve identifying staff and client needs, formulating initiatives with the board of directors, ensuring compliance of myriad regulations, or representing the organization at city events.
That last part, going out and connecting with members of the community, is vital for OCYFS. Yes, priming the pump by securing donations is important, but so is securing volunteers from the area who wish to contribute to the mission of the organization.
“Volunteers can contribute in two main ways,” Thompson said. “There are one-time or project-based opportunities that allow individuals or small groups to assist with small tasks like maintenance or gardening. These roles don’t involve client interaction but are vital to our operations.”
There are also opportunities for volunteers to help
people personally.
“For those interested in working directly with clients, we offer mentorship opportunities such as tutoring, leading activities, cooking or teaching special life skills,” Thompson said.
There is a lot of work that goes into rounding up volunteers, and even then, the job is not over. Staff and specialists at OCYFS are always undergoing some form of continuing education, meaning patients can benefit from the latest in best practices.
“I also focus on the staff’s personal and professional development, creating a strong mission-driven culture, and ensuring that our programs are not only sustainable but also evolving to meet the needs of our community.”
The community matters to Thompson. Her parents owned a local barbecue restaurant, and she is a product of the Hot Springs School District. When she and her husband returned to the area in 2013, she continued her career in mental health.
“Our city’s history, beautiful lakes, outdoor activities, arts and cultural scene make it an exciting place to call home,” Thompson said. “It looks and feels much different now than in my childhood.”
As the city grows, Thompson said, it is rising to meet the needs of OCYFS’ clients.
“There’s growing awareness and continued and consistent collaboration between community organizations, law
enforcement and service providers, which is improving the coordination of care,” Thompson said. “We’ve seen a positive shift in local businesses and institutions becoming more educated and offering support to our local nonprofits. Landlords and property owners have stepped up in a huge way in regards to accessible housing for vulnerable individuals and families.
OCYFS does seems far away from the usual kind of business growth celebrated by the chamber of commerce, but Thompson said nothing could be further from the truth. A strong chamber, Thompson said, is vital to spurring the kind of relationships that allow OCYFS to change lives on a daily basis.
“The growth we are seeing across various industries offers new opportunities that can directly impact those we serve, from job creation to new community resources,” Thompson said. “For people working to overcome significant challenges, a city that is growing offers hope for stability and success. The increase in businesses creates not only employment opportunities but also a supportive environment that encourages people to stay and build a future while being productive members of their own communities. A happy and healthy community for us all is the goal.”
Ouachita Children, Youth and Family Services was named the Greater Hot Springs Chamber of Commerce’s Organization of the Year at the annual Community Service Awards. (Photo provided by Ouachita Children, Youth and Family Services.)
Ambassador of the Year: Gina Rockwell
Home, Sweet Home
By Doug Crise
It is not hard to become a beloved figure in the community — just bring cookies.
It is called “cookie-versary,” and as an ambassador for the Greater Hot Springs Chamber of Commerce, Gina Rockwell gets to drop by area businesses to celebrate their anniversaries with fresh cookies. Rockwell could probably build equity with Spa City businesses just via baked goods — who doesn’t like cookies? — but the sweets are just the tip of the iceberg for the chamber’s recently-awarded Ambassador of the Year.
“We are representatives from businesses all over Hot Springs,” Rockwell said of the chamber’s ambassador program. “Some people just do it, but if I’m going to put my name on it, I’m going to go all the way with it.”
Rockwell has gone all the way with it and then some. Equal parts upbeat and relentless, she continuously bangs the drum for both the chamber and the community as a whole. She can usually be found talking up new businesses in the area or dropping by to spread good will and provide free promotion for area entrepreneurs. It dovetails nicely with her day job as business development coordinator for Citizens Bank, something that puts her squarely in the middle of Hot Springs’ commercial growth.
“It kind of works perfectly,” Rockwell said.
When Rockwell talks about Hot Springs, she speaks with the conviction of someone who has been all over and has chosen to make the city her home. Born and raised in Little Rock, Rockwell graduated from North Little Rock High School before attending Arkansas Tech University in Russellville. It was there she met her husband, Garren, an aspiring football coach. The couple moved to Waxahachie, Texas, before settling in Hot Springs.
That was 10 years ago. Upon arrival in Spa City, both Gina and Garren found what they were looking for. Garren took a job as an assistant football coach at Lakeside High School, and Gina opted to begin a career in banking. Since then, Garren has been promoted to head coach and is leading a football renaissance at Lakeside, while Gina has found a role that lets her serve the city she loves.
“I’ve been here for 10 years,” Rockwell said. “I love Hot Springs. I love living here. It’s not hard for me to get people to come to Hot Springs. It comes from the heart. I won’t do anything else.”
Rockwell has found plenty to do already. She is the quintessential coach’s wife, often dropping by the Lakeside field house to provide postpractice treats and words of encouragement to her husband’s football players. She is a soughtafter speaker and was invited by National Park College in Hot Springs to speak to students for Black History Month. If that was not enough, she has directed the Afterschool Signature Program at Langston Magnet School in Hot Springs, where she helps provide after-school enrichment and career exploration for students.
There is all of that plus her role as a chamber ambassador, for which she works to promote Hot Springs at every opportunity. That, Rockwell said, is not hard to do.
“It’s the culture that’s here,” Rockwell said. “We’re more than just a vacation destination. There’s some real-deal happenings. The education is good. It’s growing, and I’m glad to be a part of it. The diversity — I’m telling you, I can’t turn a corner without seeing a new face.”
All of that occupies a special place in Rockwell’s heart, but her true love is seeing area businesses thrive. She is naturally a fan of the ambassador program, for which each business that is a member of the chamber selects an employee to function as a kind of representative.
“I’ve seen everything from Mexican street corn vendors to everything else,” Rockwell said. “We’re going to support you. We’re going to boost you up.”
That also means lending plenty of support to the chamber itself. Rockwell said Hot Springs is unique in just how proactive the chamber is in supporting existing businesses and new businesses alike, something she credits to Gary Troutman, chamber president and CEO.
“The ribbon cuttings — we did one last year [that] had 10,000 or 11,000 clicks,” Rockwell said. “The owner of the business was overwhelmed. Gary Troutman, he’s always going, always looking for new ways to keep it going.”
Rockwell said the Hot Springs chamber separates itself from the pack when it comes to providing networking opportunities and outside support to local businesses.
“The chamber is where you want to be,” Rockwell said. “It’s who you want to know.”
Rising Star: Sarah Hutzel
Born
& Raised
By Doug Crise
Sarah Hutzel is Hot Springs through and through.
It is hard to find an area of the city that has not been touched by Hutzel, who was honored as a Rising Star by the Greater Hot Springs Chamber of Commerce. A senior vice president of commercial lending at Arvest Bank, Hutzel can be seen serving as co-chair of the Hot Springs Women’s Leadership Alliance, working as treasurer for both Leadership Hot Springs and the Lake Hamilton School District Parent Teacher Organization, or helping out as a member of the college of business advisory council at Henderson State University in Arkadelphia.
‘I’m grateful to be in such incredible company and to be part of such a vibrant and supportive community,” Hutzel said. “Hot Springs is a special place, and I look forward to seeing its continued growth and success.”
Hutzel comes by it honestly. She grew up in Hot Springs and attended National Park Technology Center, now known as National Park College. For her bachelor’s degree, she did not have to go far, graduating from nearby Henderson State with a diploma in business administration and, later, a master’s degree in business administration.
All that is fitting for someone like Hutzel, whose introduction to banking was working as a part-time teller while in college. There is no such thing as the grass being greener on the other side. She seems to prefer planting her flag where she is and doing the most good in the process.
One reason why Hutzel seems perfectly happy to stay put is that she sees growth throughout the business community. She joined other civic leaders in pointing out a revitalized downtown district.
“Hot Springs has experienced substantial investments pouring into the downtown area,” Hutzel said. “The downtown area has welcomed a variety of new businesses, all contributing to a more vibrant and dynamic community while maintaining its historical charm.”
Hutzel said she treasures Hot Springs’ traditional destinations, such as Oaklawn, the nearby lakes and scenic views,
as well as all the festivals and parades that dot the city’s calendar. She predicted even more will be on the way.
“Hot Springs has long been a destination for tourism and hospitality,” Hutzel said. “These attractions will continue to bring people to the area for years to come. Looking forward, I’d love to see even more family-friendly amenities. A community center like the River Center in Benton could provide residents with valuable recreational opportunities while attracting visitors through tournaments and events.”
Hutzel is also a fan of the Hot Springs Metro Partnership’s efforts to create Majestic Village at the former site of the Majestic Hotel, a proposal that would bring retail, fine dining and high-end condos to the area.
“The Hot Springs Metro Partnership is actively seeking investors and developers for the Majestic Village project, which has the potential to become a major economic driver,” Hutzel said.
When Hutzel talks about investment in the city of Hot Springs, she does not have to go far to see it happening. Much is being done via her home company of Arvest, where she joins her colleagues in providing support for community improvement projects.
“We actively support initiatives that enhance the quality of life in the communities we serve,” Hutzel said. “We have invested $280,000 in Garland County over the past two years, directly benefiting local organizations.”
Hutzel said Arvest has a strong community service atmosphere, and employees are regularly encouraged to help in any way they can. Naturally, Hutzel did not need to be told twice.
“Attending check presentations and seeing how these funds positively impact the community is always a privilege,” Hutzel said.
Hutzel is banking on staying in her hometown for the long haul. Hot Springs has given her a place to call home, a place to be educated, a place to raise a family and a place to become a role model for every businesswoman wanting to make a mark in her community.
In all those ways, Hutzel is saying “thank you” to the city that made her who she is today.
Chairman’s Award: Justin Nicklas
Following the
Footsteps
By Doug Crise
For Justin Nicklas, it was always going to be this way. Born and raised in Texarkana, Nicklas grew up watching both his father and grandfather work in the funeral home business. Even though he had a brief stint at the local fire department — while still pitching in with the family business — Nicklas never had a doubt about where he was ultimately headed.
“I view it as a ministry,” Nicklas said. “It’s a calling. Everyone has a gift. Every day, I get to help someone when it’s the worst day of their life. It’s a blessing to do that and to have a staff that carries out that same mission. My dad was very anti me going into this business. He told me to get a real job, but I knew it was my calling. I never left it.”
Nicklas’ gift is empathy, and that is a big reason why he was honored by the Greater Hot Springs Chamber of Commerce with its Chairman’s Award. The award goes to a chamber member who goes above and beyond in both service to the community and support of the chamber, and it is hard to find anyone who fits that bill more than Nicklas.
and forth to Little Rock while they were receiving care.
“It was pretty chaotic,” Nicklas said. “We probably looked at 50 different houses before we agreed on one.”
Along with providing comfort to people as president and CEO of Gross Funeral Home and Cremation Centre in Hot Springs, Nicklas serves as vice president of the Rotary Club of Hot Springs National Park, is treasurer of the board of directors at Mid-America Science Museum in Hot Springs and helps high-risk youth as a member of the High Impact Movement Board.
All in all, not bad for someone who never exactly planned on raising a family in Hot Springs. Nicklas graduated from the University of Arkansas at Little Rock with a degree in mortuary science and was leaning toward planting his flag there before hearing from Gross in 2009.
“I was originally going to go to Little Rock,” Nicklas said. “This opportunity came open. I didn’t really want to. I kind of fought it, but it’s a great place to raise a family. It’s a blessing to live here.”
Not that it was an easy transition. Nicklas arrived in Hot Springs the same day his twin sons — Carter and Cason — were born, and complications from their birth had him driving back
Once he and his family were safely ensconced in Spa City, Nicklas was not exactly sure what to do next. That was answered when he attended his first Business After Hours, a monthly chamber event that brings both newcomers and longtimers together to network and mingle over food and drinks. Nicklas, not knowing what to expect, was blown away.
“We were chamber members when I came to Hot Springs,” Nicklas said. “I just fell in love with the way this particular chamber supported the community.”
What Nicklas encountered was what other Hot Springs businesspeople already knew: The chamber — led by president and CEO Gary Troutman — was active in a way he had never seen from a community organization.
“You get out of it what you put into it,” Nicklas said. “I don’t know how they do it. They work from sunup to sundown — literally. Everything they do there is over the top.”
Those early chamber events provided the spark Nicklas needed to move beyond the front doors of his business and invest his time in local causes while supporting other local entrepreneurs. Nicklas is keeping at it too. Whether it was a board meeting, a meeting of the executive committee, Business After Hours or Cards Over Coffee, Nicklas did not miss a single chamber event in 2024.
Nicklas and his family have cemented themselves in the community, going so far as to purchase an additional house on Lake Ouachita. It is there that Nicklas likes to think about all that brought him to Hot Springs and everything that has made it a home. Even vacations, he said, cannot always compete with the beauty of his adopted hometown.
“There’s so much opportunity here,” Nicklas said. “We have a great educational system. There’s so much history here. There’s always something. We always take it for granted. It’s the most beautiful place in the world.”
At
&
LAURA LABAY GIVES BUYERS AND SELLERS A LEG UP ABROAD HOME R
arely does a property check every box on a buyer’s wishlist — and that is what makes this elegant 7,000-square-foot estate in Chenal Valley a truly oneof-a-kind find. Located in the prestigious Orle neighborhood, the five-bedroom, 6 1/2-bath house impresses from the street and only gets better from there.
The home conveys sophistication at every turn and is move-in ready, boasting an office, a theater room and the option to keep the existing Restoration Hardware furniture. Each bedroom has its own en suite bathroom, and the master bathroom provides a unique, spa-like environment. The expansive walk-in shower comes complete with a digital thermostat for precise water temperature control, while a TV on the wall overlooks a luxurious soaking tub. A modern, open floor plan, complete with a floating staircase, high ceilings and large windows, allows natural light to beautifully illuminate the space. The home is also on two lots and has a backyard that can be transformed in any number of ways.
From executives and entrepreneurs to professionals looking for high-end living, this home is a status symbol like none other. At $1.9 million, the property is ideal for the discerning buyer
who wants the best of what Little Rock has to offer — the amenities of west Little Rock, the convenient central location of the capital city and beautiful Natural State scenery in every direction — all with the refined lifestyle and privacy afforded by an exclusive gated community.
This house is just one example of the caliber of homes renowned Realtor Laura Labay deals in on a regular basis. As part of an international team that had more than $2 billion in sales from 2023 to 2024, Labay is a seasoned expert in buying, selling and managing investment properties. She works with clients on both coasts and around the world.
“My reach is much broader than most Realtors,” Labay said. “We have a lot of people out of California who are looking to move to Arkansas, and they are attracted to the beauty, the greenery, the waterfalls — all of it.”
Also setting Labay apart is her highly effective marketing approach. Her clients enjoy white-glove treatment and have access to a suite of services beyond what many brokerages can offer. Rather than depending on limited local listings, Labay’s communication prowess and wide network unlocks a whole new set of
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potential buyers.
“My clients get premium drone footage videos, excellent marketing and their own websites,” Labay said. “I post throughout my network and meet with an international team weekly, so whenever I take a listing and share it with them, it has nationwide and global reach.”
Labay also has a deep knowledge of local market dynamics and trends. With interest in the Natural State increasing by the day, that expertise allows her to ease the transition for out-of-state buyers as they navigate a new locale. From doctors and schools to the best places to shop, eat and play, Labay connects new residents to their communities to help them feel established as soon as possible.
“I try to streamline that experience because I’ve moved many times,” Labay said. “I provide a vendor list to my clients so that they already have somebody they can reach out to, whether they have a plumbing issue or need a painter or just need restaurant recommendations. I provide that personal touch so that they can feel welcomed and they don’t feel like they’re alone when moving to a new city and state.”
Whether one is looking to market a home to a worldwide audience or find an exclusive upscale home that checks every box and more, Labay is the Realtor of choice for affluent buyers and sellers in Arkansas and beyond.
To reach Labay, call 501-396-9671.
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A modern, open floor plan allows ample space and natural light throughout the house.
(Photos by Key Image Works)
New AD Frank Cuervo seeks to carve out niche for Little Rock athletics
The Sparks that ‘Blaze a Fire’
By Mark Carter
Frank Cuervo has big plans for the Little Rock Trojans. Cuervo, who took over as Little Rock athletics director last spring, sees opportunities to carve out a niche for the Trojans in a sports-obsessed state.
Cuervo recently spent part of an afternoon inside the on-campus Jack Stephens Center, the epicenter of Trojans athletics, visiting with Arkansas Money & Politics about everything from the challenges of running a mid-major program to the rise of Little Rock wrestling, playing in-state schools (namely, the Razorbacks), a facilities master plan and much more. Part 2 of that discussion follows.
Little Rock AD Frank Cuervo
(Photos by Jamie Lee)
AMP: The community has shown in the past that it will back Trojan athletics. How do you continue to grow the fan base?
Cuervo: I think a big part of it, for a program our size and scope, is being forward with inviting people to be a part of your success. We’ve done some things here over the last couple of months where previously we didn’t necessarily have a unit or individuals who worked day in and day out on selling tickets. Well, we’ve been able to create a strategic relationship now where we have a significant team that’s out in the marketplace, developing business in that area every day. It’s not part of their job — it is their job. Things like that are significant, making sure that we are active in our community, because then it becomes more than just going to a basketball game. It becomes personal.
You’re coming to a basketball game because, you know what? You saw Mwani Wilkinson or Faith Lee in your classroom, or you had a chance to interact with them at a youth camp, so now, all of a sudden, it’s more than just entertainment. It’s personal. There’s a real relationship there. Sometimes at the higher-profile programs, there are various things that prevent you from having that type of touch-and-feel, one-on-one relationship. I don’t think it’s necessarily any one thing but a combination of factors to be aggressive in going out and winning people’s interests, winning their support and inviting them to be a part of our success on a regular basis.
AMP: In just its second year in the league, Little Rock won the Ohio Valley Conference’s Commissioner’s Cup as best program for both the men and women in 2024. The Trojans are winning in much more than just the flagship sports.
Cuervo: Our women’s basketball program historically has been good, and our men’s basketball team had a great year last year. We’re trending in the same direction this year, but you know, we’ve got a wrestling team that’s ranked 18th in the country. We’ve got two all-Americans wrestling for us right now, so we’ve got programs that are competing at a high level. I think for us, it’s an issue of letting people know that coming to a Little Rock athletics event is accessible, affordable, and you’re able to touch it, feel it and develop more of a relationship with it than, perhaps, you are elsewhere.
AMP: Little Rock launched its wrestling program and jumped right into what was then a Power 5 conference in the Pac-12. Conference realignment reduced full membership to just two schools, but five Mountain West schools are set to join as full members in 2026, as is Gonzaga for everything but football. How does that impact the Trojan wrestling program?
Cuervo: There are several affiliate members who weren’t part of the core Pac-12 before. Right now, we’re on a waiver that extends through next season because we’re below the minimum number of schools to have an automatic qualifier at the NCAA championship, just like everything else, but we anticipate that there’ll be some movement with rebuilding the conference, even though geographically, it seems to not make any sense. That will still be the best home for us from a wrestling standpoint. It makes the most sense for us.
In our discussions with the league, there’s been significant momentum to add a number of other affiliates, really good-quality wrestling schools that will create the best opportunity for us from a wrestling standpoint.
AMP: Greg Hatcher not only brought high school wrestling to the state, but he is also responsible for the launch of the state’s only D-1 college program. Tell us about the growth of the program and how far you think it can climb.
Cuervo: It’s been done in a relatively quick period, too, going from infancy to top 20 in six-plus years. The crusade that Greg led to bring wrestling to the state of Arkansas, and not just at the collegiate level but at the youth and the prep level and the club level and, ultimately, at the Division 1 collegiate level, as well, was just nothing short of remarkable, especially when you consider that there weren’t youth wrestlers in the state of Arkansas 10 or 12 years ago. Now it’s permeated throughout the state. You’ve got close to 100 high schools that are participating in wrestling, and we’re fortunate that we host the state high school wrestling meet here. It’s a great way to grow the sport in the state. I joke with Neil Erisman, our head coach, that eventually, when we get to the point where we’ve got youth wrestlers that have wrestled their entire lives, his job is going to become much easier because he won’t need to recruit everyone from out of state.
Wrestling’s a sport that we’re definitely bullish on. We think we have an opportunity to ultimately compete for a national championship here. That’s a tall mountain to climb, and we understand that, but you know, we think with what we’ve been able to do in wrestling in a short period, it’s an achievable goal.
AMP: On paper, that may seem like a lofty goal, but if you are not in it to win it, why are you in the game?
Cuervo: Exactly. I’ll share a little bit about our strategy moving forward. In this new normal, this new world of college athletics, we’re going to have to make some really challenging decisions about where we place our investments, where we place our resources, in order to compete. Certainly, we have our men’s and women’s basketball programs that are the flagship programs of Little Rock and the Trojans. We’re going to do some things to invest in them at a higher level, whether it be operationally or what we do from a revenue sharing and name, image and likeness standpoint to put us in a position where we’re not only at the top of the OVC, but we want to be at the top of mid-major basketball so that we compare favorably with what they’re doing in the Missouri Valley Conference or the Southern Conference, so that’s our goal — to be able to put our programs in that type of situation.
Then we will also have to make some decisions about other programs that we look to put forward. We’ve got a wrestling program that’s top 20 in the country and has an opportunity to crack the top 10 this year. We’re on a good pace there, so we want to find ways to invest in that program. We’re the defending [regular season] OVC champions in baseball and have a chance to continue to be there.
Every year, there’s a program that comes from outside of the Power Four conferences that winds up in Omaha. You know, we want that team to be Little Rock.
We’re going to strategically place our investments and place our resources where they have the best opportunity to come home. Part of that is going out and inviting people to invest in us, to help us get there because once you achieve that type of success, you bring a whole level of recognition to your program, to your university and to your state that you couldn’t hope for otherwise. It’s funny when the 68 names get called on selection Sunday to go to the NCAA tournament. All of a sudden, out of more than 1,000 universities throughout the country, those 68 are in the spotlight. That becomes a weeklong infomercial for your institution. That’s what, ultimately, we’re trying to do. We don’t pretend that athletics is the most important thing that happens on a campus, but in many cases, it’s the most high profile and, with that, gives us a chance to shine a spotlight on all the other great things that are here.
AMP: Tell us about your strategy in rebuilding the athletics department with new roles and new faces. Cuervo: When I got here 10 months ago and began to look at our personnel, I saw that we didn’t necessarily look like other intercollegiate athletics programs. What we set out to do was identify where we had holes where we needed to be able to provide additional support to our sport programs and our coaches to help them be better. Our coaches have full-time jobs, right? They have to go out and recruit a team, coach a team, manage a team and all the issues that go along with having a program, so it’s our job in administration to be able to provide support, whether that’s in some of the areas that work directly with our student-athletes, like sport performance, academic support, sports medicine or some of the areas that help drive resources for us to invest in our programs, whether that be fundraising and development, marketing and ticket sales, sponsorships, communications.
We wanted to build out a team that was representative of what other thriving intercollegiate athletics programs look like, so we brought on five new leadership team members. That’s our senior staff, the leaders that really help make decisions and run the program. There’s Dan Crowley, who’s our deputy athletics director and chief revenue officer; Nate Olson, who has been a member of the local media, is our associate AD for communications; Randy Dixon, who had been with us previously in a communications role, is our associate athletics director for marketing and community engagement; and Noah Henkel, who had been raising money for the law school, came over to us. He’s a former student-athlete and will help us from a development standpoint.
Then Garrett Ton is our associate AD for facilities and operations and will help make sure that this building and our other facilities stay strong, so that’s what I refer to as our starting five, the first group we brought on board to really help build out our support team. Right now, we’re in the process of conducting a search for three other positions, with three more to come later in the first quarter. When we get to that point, we will be in a situation where
we’ve got the support mechanism in place to provide the highest level of support for our coaches, for our student-athletes and for our sport programs, whether that’s going out and raising money, promoting those programs to be able to get the turnstiles to click, and developing relationships with the media and gaining exposure on a broader scale.
AMP: NIL obviously has changed the landscape of college sports, but in your experience, outside of the few highly publicized cases, what effect has it had on the average college athlete?
Cuervo: It’s funny you should ask because I was just thinking about that the other day. When I’m around our student-athletes — and right now, the majority of NIL money that we have going through our program is with our men’s basketball program — I don’t get a sense that they put on airs or feel in any way entitled. It’s an opportunity that they have now, and it’s the smart thing to do. For some, it’s a situation where it’s a way for them to help their families. I don’t get a sense that the attitude has changed. I still enjoy being around our teams, whether it’s our basketball programs or other studentathletes. They’re generally Type A, smart kids who are competitive. They’re wired for success and are willing to put the time and the work in to get there.
AMP: Is it possible for a Type B personality to excel in college athletics?
Cuervo: You have to be driven because you’re involved in so many things, right? Not only are you an athlete and you’ve got the time and effort and attention to your sport, but you’re going to school full time. You’re making sure that you’re taking care of business in the classroom. Then there are other demands placed on you as an athlete, whether it’s traveling, and so you may be missing classroom time, and you have to be organized and keep up with schoolwork, and then those who are competitive in sports generally tend to be competitive in other areas of life, as well, whether it’s what they’re doing academically or something else that they’re doing, so I generally think that college athletes are pretty Type A. They’re driven.
It’s also one of the reasons why many employers heavily recruit former student-athletes. They know that they can perform when the pressure’s on, that they’ve had to balance multiple interests at the same time. There are a number of major companies that do a heavy part of their new employee recruitment based specifically on student-athletes.
AMP: As you know, Hunter Yurachek reversed an old University of Arkansas policy against scheduling in-state teams. Now that the Hogs schedule them, how does it benefit Little Rock and other in-state schools?
Cuervo: I think it just makes sense for everybody. I understand the policy of the past and, look, perhaps at that time, it was the right thing to do, but I think in terms of creating interest in college sports, whether it’s on the basketball court or on the soccer pitch, it makes sense. We keep money in the state of Arkansas when we do things like that. That’s why you saw Arkansas play Pine Bluff in football to
open last season. I just think it makes too much sense given our proximity and our shared values to not continue to find every opportunity to play. I’m not sure I can think of a sport that we both offer where we haven’t competed.
AMP: How important are things like logos, school colors and mascots to a program’s ability to market itself, and are there any logo or wordmark changes on the horizon?
Cuervo: That’s kind of our unique positioning there. From our perspective, everything is Little Rock. It’s Little Rock this, Little Rock that, so using that Trojans moniker, that’s what sets us apart, even in college athletics as a whole. At the D-1 level, you’ve got three Trojans — us, USC and Troy. That’s a distinguishing factor.
The university uses the athletics marks and promotion, as well. I think from our end, being as consistent as possible with the use of our logos and marks, even the references to Little Rock and Trojans, that helps build up a head of steam that people know, ‘Hey, this is who we’re talking about when we say Little Rock or we say Trojans,’ so being consistent, everything from those verbal and written references to what our uniforms look like. When we play in the NCAA tournament, for example, you’re on center stage, so you want to make sure that you look the part and you’re represented well and consistently there. A lot goes into that. It’s not a flippant decision but one that should be consciously made. It helps develop affinity because ultimately, what your mascot is or what your colors are or how you’re represented, that helps develop affinity. You know, there may be somebody that doesn’t have any clue about UA Little Rock, and they see us, and that starts them to investigate — or even locally, someone develops an affinity because they like our mascot or whatever the case is, and as a result, they develop an interest, and that interest is cultivated over time.
Cuervo said he believes the Trojan mascot is a distinguishing factor for Little Rock athletics.
able to find a solution for a home that makes sense.
We’ve actually just launched a facilities master-planning process that’ll take a look at a variety of things — I mean, one, what the future of this building is. Yeah, the Stephens Center will be 20 years old later this year in November, and it served us really well for two decades, but we need to figure out what do we need to do to invest in the building to make it work for us for the next 20 years? That’ll be key.
We’re just getting that started, and that’s something that should be completed here later this spring. That then gives us a springboard to be able to go out to our donors and our supporters and say, ‘This is where we envision our program going. Here are opportunities to invest in what we’re doing.’ Then, you know, the light will come on for everyone at different times and in different ways, but it gives us a good basis to be able to go to market.
So, you know, sometimes it can be very small things that are just sort of the first spark that ultimately, you know, blaze a fire.
AMP: What are your plans facility-wise? Little Rock has facilities on campus for all sports except for baseball, which plays just down the road at Gary Hogan Field. Cuervo: When you look at how we invest in baseball, we’re right there at the top [of the OVC], whether it’s coach’s salaries or what we do from an operational perspective. We’re starting to take a look at what might be the future of a new facility for Trojan baseball. We’ve been at Hogan Field now for almost 40 years. We’d like to be
AMP: Is the athletics department basically the front porch of any university?
Cuervo: Absolutely. I use the analogy that athletics is the spotlight that shines on everything else that the university is doing. We don’t pretend to be the most important thing that happens here. There are far more pressing matters than the result of the game, but oftentimes, we’re the most high profile, and that creates a significant opportunity. It also creates a responsibility to make sure that we’re doing things right and representing the university in a first-class manner, and I think our 11 head coaches, our 15 sport programs and 275 student-athletes do that.
Broyles Award enters new era and venue with a bang SHOWTIME!
David Bazzel did not know exactly what to expect when the Broyles Award made its debut at Oaklawn Hot Springs, Arkansas following decades in Little Rock. Sure, the event would have the ideal setting in the still-spanking-new convention facilities. Yes, the event had built up a large and loyal following through the years, and there was no reason to believe that would fade with the change in venue either.
Yet there is something about deviating from routine that tugs at Bazzel’s brain, something that goes back to his playing days as a standout with the Arkansas Razorbacks football team, where planning and practice were meant to bring as much certainty as possible
By Dwain Hebda
into the chaos of a Saturday afternoon. Tweaking the successful Broyles Award formula — from the venue to the date — looked good on paper but had yet to be tested in real life.
Whatever apprehension Bazzel might have felt before the event, which entered its newest chapter with a bang on Feb. 13, proved for naught because the event shattered previous attendance records, bringing in people eager to see who took home the prize as the nation’s top assistant football coach.
“We’re right at three decades now, and the timing seemed right,” Bazzel said. “Nothing against Little Rock, you know, but there’s a big difference between being at Oaklawn and
Hot Springs versus being in Little Rock, just because of what Hot Springs has to offer. The fact that we basically sold this thing out in its first year to a capacity crowd just blows me away.
“To have 800 people there our first time and shatter the attendance record in our first year over there, that’s a great way to start.”
The turnout further solidified the event as one of the premier awards in college football, as if it needed it, featuring a glittering roster of national sports figures mingling among the evening’s five finalists. By night’s end, former Notre Dame defensive coordinator Al Golden had lived up his name by taking home the coveted trophy, the second Broyles Award to go to a member of the Irish coaching staff.
Golden’s defense was a big reason why Notre Dame appeared in the national championship game in this, the first season for a 12-team college playoff. Following a devastating loss to Northern Illinois in Week 2, a loss many saw as the end of the Fighting Irish’s chances to make the postseason, the defense was as stout as any in college football.
Notre Dame did not lose again until the title game thanks to a defensive unit that ultimately ranked first in the Football Bowl Subdivision in team passing efficiency; second in scoring defense, allowing just 14.3 points per game; and ninth in total defense, allowing just 298.3 yards per game.
The Irish also led the country in turnovers gained and limited opponents to 125 or fewer passing yards in seven games during its run to the College Football Playoff, the most among FBS programs in the regular season. The Irish also allowed 250 or fewer yards of offense in six games.
Now defensive coordinator with the NFL’s Cincinnati Bengals, Golden joins defensive coordinator Bob Diaco (2012)
Notre Dame defensive coordinator Al Golden, center, joined other finalists at the Broyles Award ceremony in Hot Springs. Golden ended up winning the 2024 award as the nation’s top assistant coach. (Photos by Steve Lewis)
as the only two Broyles Award winners to coach in South Bend. Three other Notre Dame coaches — defensive coordinator Kent Baer (2002), offensive coordinator Chip Long (2018) and defensive coordinator Marcus Freeman (2020) — reached the round of finalists.
Golden topped a final field that included Marcus Arroyo, offensive coordinator at Arizona State University; Bryant Haines, defensive coordinator and linebackers coach at Indiana University; Tim Banks, defensive coordinator at the University of Tennessee; and Pete Kwiatkowski, defensive coordinator and outside linebackers coach at the University of Texas. All five finalists coached at schools that made the 12-team playoff field, a fact not lost on Bazzel.
“I’ve always said we’ve got the most objective award in college football,” Bazzel
Molly Harrell, executive director of the Broyles Foundation, speaks as founder Betsy Broyles Arnold looks on. Above: David Bazzel, founder of the Broyles Award, poses with winner Al Golden.
said. “I think the five finalists, you could’ve made an argument for any of them and why they’d be worthy to win the award. Everybody on that list got first-place votes from our group of voters, and that just shows you how even this group was in terms of accomplishing great things this year.”
Awarded the following night was the High School Broyles Award, which went to Matt “Pete” Holeman, offensive line coach at Petal High School in Petal, Mississippi. Matt Rhule, head football coach at the University of Nebraska, was the featured speaker at the high school coaches award dinner.
Bazzel created the Broyles Award to honor the late Frank Broyles, who was known for his good treatment and steady development of assistant coaches while leading the University of Arkansas Razorbacks football program as head coach and later serving as U of A’s athletic director. The event benefits the Frank & Barbara Broyles Foundation, which works to provide resources to Alzheimer’s patients’ families and caregivers to cope with the disease. Both of the foundation’s namesakes succumbed to Alzheimer’s disease, Barbara in 2004 and Frank in 2017.
As Bazzel recalled for a December 2023 feature in Arkansas Money & Politics magazine, Broyles was key to bringing his idea for such an award to reality.
“I don’t know how I stumbled on it,
“It’s one of the highest awards you can get as a coach, particularly an assistant coach. It’s recognition that you get because you deserve it.”
— Mark May, college football analyst
but I stumbled on a media guide listing the assistant coaches that Coach Broyles had,” Bazzel said. “As I did my research, Bear Bryant [head coach at the University of Alabama] was in the conversation, but nobody else could say their assistants had gone on to win four or five Super Bowls and national championships and all those things. I got to thinking, ‘Is there an award for an assistant coach?’ and there wasn’t.”
“Coach Broyles said, ‘Well, David, I like the idea. I know the value of assistant coaches, but here’s the thing: If we do this, you can’t ask for any money from any of the people who give to the Razorback Foundation.’ I said, ‘OK, Coach. Whatever.’ I walked away from that meeting and thought, ‘I’m in big trouble.’”
Bazzel raised enough money to throw the first awards presentation together on a veritable shoestring. The event was an instant hit and has since grown into one of the most important resume items that any college assistant can have.
“What happened after about year 5 or 6 is winners and even finalists were starting to get bonuses or raises,” Bazzel told AMP in 2023. “Now agents will put that in contracts; if you win the Broyles Award, you get $10,000, you get $25,000, whatever, which is nice.
“The bigger thing is the recognition that you get. If your name is on the finalist list, not only do you get a raise; you’re on the radar of coaches who are hiring assistant coaches. That was sort of a cool thing I always felt good about seeing happen.”
Former University of Pittsburgh Panther and college football analyst Mark May was on hand for the 2025 event and underscored just how important the Broyles Award has become in the ranks of college football.
“It’s one of the highest awards you can get as a coach, particularly an assistant coach. It’s recognition that you get because you deserve it,” he said during an interview with Arkansas Money & Politics. “Everybody knows the head coach’s names because, obviously, they’re the face of the organization. They’re the face of the schools. Assistant coaches don’t
get that much notoriety, but coordinators are the hardest-working people out there. You have a relationship as a player more with a coordinator than you do with the head coach because you see them more, along with your position coach. Everybody that’s involved in sports, particularly in football, no matter what level it is, knows about the Broyles Award.”
As for the production itself, May said after attending 11 of them, he remains impressed by the quality of the program and the excitement generated by the awards gala.
“Each and every year, it’s getting bigger and bigger,” May said. “Last year, it was great to have it in downtown Little Rock. I think last year, there were about 500 people. This year, it was over 800, and everybody had a great time. It’s a great facility. Oaklawn is fantastic, the facilities at the hotel and the casino and the racetrack. Not only that, but it’s also just the people. I mean, everybody here just has a great time. Everybody’s upbeat. That’s the reason why I come back to Arkansas — because for some reason, they like me. I come back here, and I just have good time.”
ESPN broadcaster Desmond Howard, left, a former Heisman Trophy winner at Michigan, joined Broyles Award founder David Bazzel on stage.
Bazzel also praised the new host venue partnership, saying Oaklawn’s many amenities have already elevated the event to a status he could not have imagined when he started the award and that will continue to entertain attendees for years to come.
“Wayne Smith, [Oaklawn’s general manager], had a vision for two of the biggest Arkansas sports names coming together in Oaklawn and the Broyles Award,” Bazzel said. “Hot Springs has responded, Oaklawn has responded, and
we have a lot of sponsors from Little Rock that came over too. It’s going to be a different dynamic going forward because it used to be so rushed when we did this in December. Now we hold it when the season is over and coaches can’t do any recruiting. They can just kick back and enjoy themselves.
“I’ll admit, I was a little nervous at first. You make a move like that, you deal with change, but working with Oaklawn and having everything in-house — the hotel, the event center, food, restaurants, spa, casino, racing, all that together — man, it’s really been amazing. We’re really excited about the future.”
Do Good ROBOTS Go to HEAVEN?
By Sarah DeClerk
For those who have ever wondered what a robotic vacuum might think, Tesla has an answer. The relatively recent commercial featuring the Tesla Robotaxi Robotic Vacuum Cleaner shows a robotic arm cleaning a gold-colored, driverless cab while monologuing about its work.
“I wake. I clean. I live,” the vacuum says. “They leave gifts for me — so kind.”
While the self-driving taxis will likely be as divisive as anything produced by Tesla (Cybertrucks, anyone?), the commercial itself speaks to something potentially universal when it comes to robots — consumers want robots to be human, perhaps even more human than we are.
When it comes to that humanity, communication is paramount. A 2005 study about household robots by the University of Hertfordshire in the United Kingdom found that 71 percent of participants thought robots should communicate in a humanlike or very human-like manner, while only 36 percent and 29 percent gave the same priority to behavior and appearance, respectively. Notably, when asked 20 years ago what specific tasks the robots should function, 96.4 percent said vacuuming.
There is something about considering a machine’s perspective that elicits an emotional response — which is, no doubt, why Tesla included it in its commercial — and it is that response that has made characters such as WALL-E and BB-8 so popular. There are plenty of real-world examples of the anthropomorphization of robots, as well.
Consider the Mars rovers. When Curiosity sang “Happy Birthday” to itself Aug. 5, 2013, to mark one year on Mars, people across the internet posted about the lonely little robot celebrating its birthday alone on a distant planet. Then there were the heart-wrenching last words of the ill-fated Opportunity in 2018: “My battery is low, and it’s getting
How many tears fell to Earth when NASA sent Oppy its final transmission, a 1944 recording of Billie Holiday’s “I’ll Be Seeing You”? How long will the rover sleep before human hands revive it at last? When good
robots die, do they go to heaven?
Those questions are nothing new, popularized by science fiction writers such as Philip K. Dick and Ray Bradbury. There are endless examples of human-robot friendships on television, from Michael and KITT on Knight Rider to Star Trek: The Next Generation’s Data, who spends the series trying to understand how it feels to be human.
Now such highly sophisticated artificial intelligence is becoming even more of a reality. Alexa and Siri are already in people’s homes and, to some extent, a part of the family. Such is certainly the case with Roombas. A 2007 study by the Georgia Institute of Technology found that Roomba owners tend to form emotional connections with the devices and ascribe them human qualities, in some cases even assigning different personalities to different devices.
If 1920s German expressionism envisioned man as a machine with the sole purpose of supporting industry, today’s outlook is quite the opposite — robots as thinking, feeling creatures driven to promote happiness. However, it may be that both attitudes stem from the same feelings of disconnect and isolation.
The social media age has ushered in a nonstop barrage of messaging and brought people into almost constant contact with one another, yet people are more tuned out from their surroundings and receive less face-to-face interaction than ever before. It is no surprise that in such an environment, people would make friends with robots — but maybe we would have made friends with them anyway.
The future of robotics is limitless, and it is no stretch to imagine that one day, almost every household will include an android to handle the chores and caregiving duties. While no one can know with certainty where artificial intelligence and self-driving cars may lead, here is one theory: They will wake, they will clean, they will live, and we will love them.
Connecting Arkansas Global Markets
Connecting Arkansas Global Markets
Connecting Arkansas
Connecting Arkansas with Global Markets
CENTERED ON GLOBAL TRADE
Connecting Arkansas with Global Markets
Connecting Arkansas with Global Markets
Connecting Arkansas with Global Markets
SSASSmarket – over 60 countries, India to Argentina. The Port a manufacturer needs to mid-America location, to
erving the entire global market – over 60 countries, from the U.S. to China, India to Argentina. The Port of Little Rock has everything a manufacturer needs to succeed. From its convenient mid-America location, to its inter-modal transportation system.
market – over 60 countries, India to Argentina. The Port a manufacturer needs to
market – over 60 countries, India to Argentina. The Port a manufacturer needs to
erving the entire global market – over 60 countries, from the U.S. to China, India to Argentina. The Port of Little Rock has everything a manufacturer needs to succeed. From its convenient mid-America location, to its inter-modal transportation system.
erving the entire global market – over 60 countries, from the U.S. to China, India to Argentina. The Port of Little Rock has everything a manufacturer needs to succeed. From its convenient mid-America location, to its inter-modal transportation system.
erving the entire global market – over 60 countries, from the U.S. to China, India to Argentina. The Port of Little Rock has everything a manufacturer needs to succeed. From its convenient mid-America location, to its inter-modal transportation system.
mid-America location, to
rkansas made, Arkansas shipped. The Port of Little Rock has everything a manufacturer needs to succeed. From its mid-America location to its inter-modal transportation system, The Port is the prime location for U.S. manufacturing and distribution fulfillment.
convenient mid-America location, to transportation system.
convenient mid-America location, to transportation system.
◼ Annually, over $500 M in commodities crosses the docks of three full-service river terminals.
transportation system.
system.
◼ Annually, over $500 M in commodities crosses the docks of three full-service river terminals.
◼ Annually, over $500 M in commodities crosses the docks of three full-service river terminals.
◼ Annually, over $500 M in commodities crosses the docks of three full-service river terminals.
◼ Contributed $5 .1 billion to the local economy over the last decade
n Full-service river terminal and the slackwater harbor
◼ Contributed $5 .1 billion to the local economy over the last decade
◼ Contributed $5 .1 billion to the local economy over the last decade
◼ Contributed $5 .1 billion to the local economy over the last decade
commodities crosses the docks of three
◼ Over 50 businesses, employing 7,000-plus people from 23 Central Arkansas counties
commodities crosses the docks of three
commodities crosses the docks of three
◼ 4,500 acre industrial park
◼ Over 50 businesses, employing 7,000-plus people from 23 Central Arkansas counties
◼ Over 50 businesses, employing 7,000-plus people from 23 Central Arkansas counties
◼ Over 50 businesses, employing 7,000-plus people from 23 Central Arkansas counties
◼ 4,500 acre industrial park
◼ 4,500 acre industrial park
◼ 4,500 acre industrial park
◼ Competitive incentive packages
n Nationally connected 21-mile port rail system
◼ Competitive incentive packages
◼ Competitive incentive packages
◼ Competitive incentive packages
commodities crosses the docks of three economy over the last decade
n Close proximity to major interstates 40, 30 and 440
local economy over the last decade
local economy over the last decade
local economy over the last decade
◼ UP and BNSF Railroads serve the Port’s switching railroad – over 10,000 cars yearly
◼ UP and BNSF Railroads serve the Port’s switching railroad – over 10,000 cars yearly
◼ UP and BNSF Railroads serve the Port’s switching railroad – over 10,000 cars yearly
◼ UP and BNSF Railroads serve the Port’s switching railroad – over 10,000 cars yearly
7,000-plus people from 23 Central
n 5000-acre industrial park
7,000-plus people from 23 Central
7,000-plus people from 23 Central
7,000-plus people from 23 Central
◼ Quick connections to Interstates 40, 30 and 440 – within five miles
◼ Quick connections to Interstates 40, 30 and 440 – within five miles
◼ Quick connections to Interstates 40, 30 and 440 – within five miles
◼ Quick connections to Interstates 40, 30 and 440 – within five miles
◼ Adjacent to Bill and Hillary Clinton National Airport
n 50+ businesses with over 10,000 employees
◼ Adjacent to Bill and Hillary Clinton National Airport
◼ Adjacent to Bill and Hillary Clinton National Airport
◼ Adjacent to Bill and Hillary Clinton National Airport
◼ The Port’s Foreign Trade Zone #14 caters to global markets
◼ The Port’s Foreign Trade Zone #14 caters to global markets
◼ The Port’s Foreign Trade Zone #14 caters to global markets
◼ The Port’s Foreign Trade Zone #14 caters to global markets
◼ Kiplinger’s Personal Finance ranked Little Rock #1 of America’s 10 Great Places to Live.
n The Port’s Foreign Trade Zone #14 caters to global markets
◼ Kiplinger’s Personal Finance ranked Little Rock #1 of America’s 10 Great Places to Live.
◼ Kiplinger’s Personal Finance ranked Little Rock #1 of America’s 10 Great Places to Live.
◼ Kiplinger’s Personal Finance ranked Little Rock #1 of America’s 10 Great Places to Live.
Port’s switching railroad – over
Port’s switching railroad – over
Port’s switching railroad – over
n 5-miles from downtown Little Rock on the Arkansas River
Port’s switching railroad – over
n Adjacent to Bill and Hillary Clinton National Airport
PortofLittleRock.com (501) 490-1468
40, 30 and 440 – within five miles
PortofLittleRock.com (501) 490-1468
40, 30 and 440 – within five miles
PortofLittleRock.com (501) 490-1468
PortofLittleRock.com (501) 490-1468
40, 30 and 440 – within five miles
National Airport
National Airport
40, 30 and 440 – within five miles National Airport
National Airport
n Kiplinger’s Personal Finance ranked Little Rock #1 of America’s 10 Great Places to Live
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at
ranked Little Rock #1 of America’s 10 market – over 60 countries, India to Argentina. The Port a manufacturer needs to
caters to global markets
caters to global markets
caters to global markets
caters to global markets
and abroad.
ranked Little Rock #1 of America’s 10
ranked Little Rock #1 of America’s 10
ranked Little Rock #1 of America’s 10
Little Rock Port Authority Board of Directors
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad. Little Rock Port Authority Board of Directors
Our continued growth is guided by strong local leadership and is predicated on continuing to attract investments in the unique Little Rock connection at home and abroad.
Mayor Frank Scott City of Little Rock
Joe Bailey Director
Mayor Frank Scott City of Little Rock Joe Bailey Director
Mayor Frank Scott City of Little Rock
Joe Bailey Director Tamika Edwards
Melissa Hendricks Director
Mayor Frank Scott City of Little Rock
Conway Regional Maternal-Fetal Medicine Center of Arkansas
Led by Dawn Hughes, MD, and Stacey Johnson, APRN, our center offers care for women with complications found before conception, during pregnancy, and after birth. Each pregnant woman's journey is special, which is why our highly-skilled specialists collaborate with ob-gyns, neonatologists, and pediatricians to provide each patient with a unique, individualized care plan. Visit ConwayRegional.org
Left to Right: Dawn Hughes, MD, and Stacey Johnson, APRN
