Progressive Business by Bangor Daily News

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

Bangor International Airport: with 50 years of success, the sky’s the limit D’Errico accomplished these goals, and, since its initial otic music as they were greeted by a crowd that had continFifty years ago, Bangor was faced with what could have redevelopment, Bangor International Airport hasn’t ued to swell as word of their arrival spread. And although been a devastating to the region. But instead of allowing stopped improving its facility and experience for passen- that day marks the actual start of troop greeting at BGR, it the closure of Dow Air Force Base to weaken one of the gers and crews alike. Most recently, a new ticketing and was May 2003 when a small group of area residents began city’s greatest assets, the city chose to turn a potentially passenger check-in center and state-of-the-art baggage officially greeting military flights. Today they are a formal negative situation into one of the state’s most positive de- screening system was completed and opened for service in non-profit organization with a museum in the airport dediDecember 2015. The new ground transportation area and cated to their work and the soldiers they greet. velopment efforts. Toward the end of Ziegelaar’s airport directorship, busiThe base was due to close in the summer of 1968, and the baggage claim area opened the following spring. The solid city did everything it could in the years leading up to the cement wall at the front of the terminal was replaced with ness continued to look up. International travel had continactual closure to market the air base to potential post-mili- glass, allowing more light into the first floor. Overall, the ued to increase, economic opportunities to diversify the tary businesses for what was then only a proposed vision of $14 million modernization project has provided better pas- facility were growing, and infrastructure improvements, senger flow on the first floor and more efficient operations such as the $20 million runway resurfacing project, kept what has become known as Bangor International Airport. At the time, Dow Reuse Coordinator Peter D’Errico—who in the entire domestic terminal. (Ninety percent of the BGR at the forefront of aviation. Bangor International achieved another also happened to be Bangor’s economic demilestone with the Aug. 21, 2003, landing of velopment director—used the facility’s geoa Russian-built Antonov AN-225, the largest graphical location to appeal to international aircraft in the world. airlines. The airport is known to be the first The 2004 presidential campaign brought U.S. stop on what is known as “The Great Air Force One and President George W. Circle Route.” Bush to BGR for a large on-site rally. He was In that pre-jumbo jet era, passenger jets just one American president to fly through carried little fuel to spare for crossing the Bangor; Dwight D. Eisenhower (1955), John Atlantic. While touring Dow in November F.Kennedy (1963), and Lyndon B. Johnson 1967, Air Alitalia officials noted that a U.S.(1966) had stopped at Dow Air Force Base, bound transatlantic flight placed on a twoand Richard Nixon, Jimmy Carter, and Bill hour landing hold in New York had to land Clinton also flew to BGR. and refuel at a Canadian airport (usually Maine Troop Greeters welcomed their Halifax). This meant that passengers could 1,000th flight at Bangor International on not disembark because of customs. Saturday, April 2, 2005, when more than 50 Bangor stepped up, and the following people greeted Army National Guardsmen year it began offering aircraft refueling and returning from Afghanistan. customs clearance services. In 2012, Anthony Caruso became the diCivil aviation intensified at Dow before rector of BGR. Over the years, Caruso’s the Air Force left. Northeast Airlines carried out training flights in winter 1967-68. Anthony Caruso, the director of Bangor International Airport. Caruso’s focus has been on focus has been on strengthening all busiWord spread about Bangor’s aviation poten- strengthening business segments of the airport including fuel, cargo, domestic and inter- ness segments of the airport—fuel, cargo, domestic and international travel, and militial, and “Businessweek” sent a journalist national travel, and military operations. Photo courtesy Bangor International Airport. tary operations. and photographer to visit Dow in late DeHaving suitable properties available helped BGR supfunds for the project came from federal funding sources cember 1967. “That’s the type of publicity we can’t afford to buy,” with the remaining 10 percent split between the Maine port the expansion of C&L Aerospace on the airfield. C&L now leases the four massive former B-52 hangars near the Department of Transportation and airport revenues.) said D’Errico. D’Errico was the airport’s longest-serving director, and airport terminals. Dow boasted a more than 11,400-foot runway and multiAir cargo has been a difficult market for Bangor Internaple refueling points on the heavy-duty ramp. The Dow the most recent updates resulted in the domestic terminal tional to penetrate since 1968. Despite this, Caruso said “we’re Reuse Committee also began marketing 350,000 square feet being renamed in his honor. While troop flights and military activity were routine at closer than we have ever been. There are two key elements of what had been military industrial buildings on 193 acres BGR, the First Gulf War brought a surge of soldiers here to air cargo that we think Bangor could play a role in.” not tied to aviation activities. The first pertains to shipping lobster, seafood, and the These buildings now house familiar names like GE through the airport. A formal ceasefire agreement was reached in early 1991, at which time Director Bob Ziegelaar perishable items from this region, he said. Given its locaand Wayfair. D’Errico quickly developed his own list of priorities for asked the John Bapst Memorial High School band to greet tion, Bangor can ship lobster and seafood four-to-six hours sooner than similar shipments can take off from Boston or the airport. The first was to expand the international arriv- soldiers coming in on an early morning March 8 flight. The American troops cleared customs and as they en- New York. als building. The second: improve passenger facilities at continues on page 4 tered the domestic terminal the air was filled with patrithe domestic terminal.

COURTESY BANGOR INTERNATIONAL AIRPORT

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

continued from page 3 The second area involves offering air cargo carriers an economic tech(nical) stop. A plane hauling air cargo usually takes off with sufficient fuel to reach the final destination, and the remaining weight the plane can carry is devoted to the payload. BGR encourages air cargo carriers to make Bangor their destination as a tech stop for fuel and minimal services. The plane could carry enough fuel to reach BGR, thus freeing up weight for a greater payload. Domestic passenger service has continued to increase, and although there have been changes in carriers and destinations, BGR has seen record months repeatedly over the last year. “At the end of the day, can somebody in the Bangor region hop on an airplane and go to Shanghai?” Caruso asked. “Yes, one stop through Chicago. It’s about access and giving you access to the rest of the world.” What does the next 50 years hold for BGR?

“My crystal ball is as hazy as anyone else’s, but there are areas where BGR can play major roles,” Caruso said. “New challenges and opportunities are always on the horizon. The key is to identify and steer around, or manage through, the challenges, and to explore and take advantage of the opportunities.” In addition to solid relationships with airlines and the military, Caruso noted that it’s BGR’s employees that have made the airport a success. This has been evident the past 50 years and will be crucial over the next 50 years.

“It’s about access and giving you access to

the rest of the world”

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PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

WardGreen Group: finding answers, creating results COURTESY WARDGREEN GROUP

Looking back over our 14 years in business here, we are thankful—thankful for the work we have done, and for the individuals and organizations who have invited us in to do it. The WardGreen Group focuses on executive coaching, business consulting and facilitation, and the development of leaders and teams. We are dedicated to inspiring others to do their best work and live their best life. We have been called to help individuals and organizations of all sizes and from many industries, including: • Banks and credit unions • Healthcare • Forestry Management • Social Services • School Systems and Universities • State Agencies • Marketing Organizations • Telecommunications • Hospitality • Community Groups We help individuals, leaders and teams find answers to

perplexing questions that keep them awake at night. Finding those answers sets the stage for creating extraordinary results and change that lasts. If you are ready to head in a new direction, here are three ideas to get started. 1. Clarify your values. What matters most to you? 2. Honestly assess where you are in life and at work. What’s working well and what is not? 3. Find someone you can trust to help you create change that lasts. Our guiding values for doing business mirror our personal and professional commitment to staying in partnership with everyone with whom we have an ongoing relationship. Whether you are an individual, part of an organization for whom we are coaching, facilitating or consulting, or are a fellow Board or task force member, networking colleague or friend, you can count on us. READY TO MOVE FORWARD? LET’S TALK.

Visit us at wardgreengroup.com.

David Green and Ginger Ward-Green are the co-owners of WardGreen Group. Courtesy WardGreen Group

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

Communities can celebrate local businesses

Owning a business is the goal of many would-be entrepreneurs. Being your own boss has certain perks, including making your own hours and not having to report to anyone but yourself. But owning a business is a lot of work, especially for new business owners trying to get their businesses off the ground. According to Bloomberg, eight out of 10 entrepreneurs who start businesses fail within 18 months of opening their doors. The Small Business Association indicates the numbers are not so dire, saying 30 percent of new businesses fail in the first two years of operation; 50 percent during the first five years; and 66 percent during the first 10. Local businesses face an uphill battle to survive, but there are many things residents can do to support these valuable additions to their communities. Shop locally. Shopping locally not only supports local businesses, but it also contributes to the local economy. Shopping locally keeps money in the community, which can benefit everyone. Shopping locally produces a trickle-down effect, as local businesses that are thriving may patronize other local businesses, and so on. This, in turn, helps grow other businesses in the community, making it a nicer place to live and work. Spread the word. Word-of-mouth advertising is effective. A respected member of the community who shares a good experience with a local business may propel others to patronize the business. Speak up when you feel a business owner has provided an exceptional level of service. Recommend a company to friends and neighbors. You also may want to review a business via online rating websites such as Yelp or TripAdvisor. Attend grand openings. Each community is unique, and often the vibe of a community is defined by the businesses that call that community home. Attend grand openings to show you are invested in the quality and vitality of your community. When others see a business doing well, they may be more inclined to shop there as well. Apply for work. Another way to support a local business is to work for one. Small local businesses employ millions of people across the country, and many foster great working environments. In addition, small businesses are known for their customer service, and employees often become experts in their products and services because of the hands-on experience they gain while working for small businesses. Supporting and celebrating local businesses can instill a sense of community pride and benefit the local economy in a myriad of ways.

Want business longevity? Conduct a risk assessment.

Deciding to be an independent entrepreneur or open up a small business can be an important decision in a person’s life. Even though each day is filled with new surprises and risks, small business owners typically want to understand what lies ahead and minimize activities that can put their profits and businesses in danger. A risk assessment management plan is a smart bet for any business owner. Risk is defined as the probability of an event and its consequences. The United Kingdombased business advisement site NIBusinessInfo says the main types of risk for business owners to consider include strategic, compliance, financial, and operational. Strategic risk has to do with competitors coming into the market. Compliance risk is how a business responds to new legislation or recommended practices. Financial concerns include repercussions of increased interest charges on a loan or a lower profit margin. Operational risk assessment involves key equipment and employee performance. Even though it is possible to project certain risks, some of them, particularly external risk, may be out of business owners’ control. A changing economy, natural disasters, government regulations, changes in consumer demand, and the arrival of competitors may be predictable, but business owners have no direct control over these factors. What they can control are the internal risks specific to their businesses, states the accounting and business record keeping software company Patriot Software. Risk assessment first involves identifying and jotting down all potential risks, and considering how those risks can impact business. After risks are identified, it is then essential to put systems in place to deal with the consequences, as well as monitor and fine-tune the effectiveness of various risk-management approaches. Risk management essentially gives business owners a proactive strategy to avoid pitfalls. So if a problem arises, business owners already have a plan in place to act immediately. In a worst-case scenario, fast action can stave off serious financial loss. As off-shoots of disaster prevention, risk management assessments can improve decision-making skills of all involved parties. They also may help allocate capital and resources more efficiently. Risk management is an important tool business owners can use to keep their companies functioning and profitable.

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

Maine Trailer a local problem-solver for drivers, businesses COURTESY MAINE TRAILER

For more than 30 years, Maine Trailer has helped professional drivers and businesses stay on the road. The company offers a one-stop shop, selling everything from utility trailers to 20-ton equipment trailers. It also offers six trailer bays for customer repairs, a “mobile trailer service” for off-site repairs, and a new showroom with a wide variety of parts. It can even register your trailer right on site after a purchase or repair. “Maine Trailer has been very lucky in the sense that we are able to adapt our business to changes in the trailer industry,” said Rod Hathaway, Maine Trailer’s chief operating officer. These adaptations include a leasing department with a wide variety of trailers and shipping containers for any customer needs. “We have quite a few long-term customers for that aspect of our business,” Hathaway said. With skilled technicians, shipping and storage container customization, an experienced trailer sales staff, and a one-of-a-kind mobile showroom, Maine Trailer aims to be a local problem-solver. “We stand out from our competition by selling commercial-grade trailers and

leasing only the best over-the-road and storage trailers to our clients,” said Hathaway. “We’re also the only shipping container dealer in Maine to partner with area ports to ensure high-quality merchandise.” Hathaway said the company has embraced change while maintaining the face-to-face relationships that his customer base requires. Being an active participant in new technology has been a major contributor to the company’s success. “We introduced iPads on our mobile parts showroom trucks so that each of our sales team members know what we have in stock,” he said. “It allows our customers to order with ease.” Staying true to its customer base while increasing visibility has been imperative. That visibility has only been helped by the company’s community outreach efforts, which include supporting the American Folk Festival, the Bangor Region YMCA, the area Chamber of Commerce, and many more. While communication and community outreach has helped Maine Trailer succeed thus far, there are some items, Hathaway acknowledges, that they just can’t predict.

“The trailer industry is constantly changing, and in recent years, the pace of that change has increased exponentially,” he said. “We’ve tried to constantly adapt to change while providing the customer service folks have come to expect from us.” Hathaway predicts that freight and intermodal transport will increase over the next several years.

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019

Pulse Marketing Agency celebrates first decade in business

COURTESY PULSE MARKETING AGENCY

Pulse Marketing Agency has come a long way from its humble beginnings in 2009 when founder Cintia Miranda began working on clients’ marketing projects right from her kitchen table. Through commitment, trust, and a lot of hard work, the agency has grown from one marketer to a versatile group of marketing professionals with a diverse skill set, collectively capable of accomplishing nearly anything marketing-related under one roof in downtown Bangor. Over the past decade, Pulse has not only grown in size but has increased the number of industries served and services offered. Along the way, the agency has worked with more than 200 clients from all over North America and as far away as Europe, Africa, and South America. Projects have ranged from in-depth market research and social marketing campaigns for government agencies to comprehensive advertising campaigns, stunning graphic design pieces, sophisticated web development, video production, animation—even video game development. Through the years, however, no matter how much Pulse has grown, one thing that has remained true is the agency’s client-centric focus. From the very beginning, Pulse was

founded on the principle of helping other businesses succeed. Having started small itself, the agency is well aware of the challenges that small businesses and nonprofits can face without a dedicated marketing team. Pulse works closely with each of its clients, giving each the individual attention and agile problem solving that gives them the feeling that

“Pulse works closely with each of its clients, giving each the individual attention and agile problem solving that gives them the feeling that Pulse is truly an extension of their own team”. Pulse is truly an extension of their own team. As a result of this philosophy, Pulse has proven itself invaluable to a number of organizations both for its ability to carry out all parts of comprehensive marketing campaigns but also in an advisory role, helping to work through the challenges of each campaign and find the best strategy for success. For this reason, Pulse has been the go-to marketing agency for many

organizations that have seen continued success with their marketing strategies over the past decade. While Pulse’s versatility is a strong point in its favor, the agency’s real strength lies in its ability to carry out all aspects of a marketing campaign under one roof as a team. Pulse’s menu of services has continuously expanded over the years to meet the demands of the market. The agency currently offers the largest menu of digital marketing and advertising services in Maine, including cutting edge tactics like geofencing, IP targeting, programmatic audio, weather targeting, and call tracking. In September 2018, Pulse was acquired by Bangor Publishing Company, the parent company of the Bangor Daily News, Aroostook Republican, Saint John Valley Times, Houlton Pioneer Times, Presque Isle Star-Herald, and Bangor Metro Magazine. Today, Pulse is poised for growth and plans to open a satellite office in Portland within the next year. The Pulse team is very active in the community volunteering their time, donating pro-bono work and funds to several local non-profit organizations. Pulse’s tenth anniversary only marks the beginning of this progressive Maine company.

PROGRESSIVE BUSINESS • Bangor Daily News Special Advertising Section • January 25, 2019