Recruiting workers in today’s world; Whatcom Business Award finalists revealed; lessons learned from a former Whatcom County Council member; key changes for employers in 2025, and more! Employee of the Year Award
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Your local business news brought to you by WHATCOM BUSINESS ALLIANCE
VOL. 50 | NO. 2
PUBLISHER
EXECUTIVE DIRECTOR CONTRIBUTING WRITERS
GUEST COLUMNISTS
ART DIRECTOR PHOTOGRAPHY COPY EDITOR
WBA BOARD OF DIRECTORS:
BOARD CHAIR: Josh Wright, Partner, Acrisure
EXECUTIVE COMMITTEE: Pam Brady, Director NW Gov’t & Public Affairs, bp Cherry Point; John Huntley, President/CEO, Mills Electric Inc.; Doug Thomas, President/CEO, Bellingham Cold Storage; Josh Turrell, Partner, Larson Gross PLLC
BOARD OF DIRECTORS: Jane Carten, President, Saturna Capital; Bryant Engebretson, Managing Principal, Tradewinds Capital; Jon Ensch, Regional Commercial Director, Peoples Bank; Mitch Faber, Partner, Faber Fairchild McCurdy LLP; Jim Haupt, General Manager, Hotel Bellwether; Sandy Keathley, Former Owner, K & K Industries; Tony Larson, Founder, WBA; Sarah Rothenbuhler, Owner/CEO, Birch Equipment; Patrick Schuppert, Commercial Banking Relationship Manager, Wells Fargo; Billy VanZanten, COO, Western Refinery Services
POSTMASTER: Send address changes to Business Pulse, 2950 Newmarket St., #101-173, Bellingham, WA, 98226
17 THE HIRING DILEMMA
Whatcom County faces a skilled labor shortage, worsened by geography and post-pandemic trends, impacting local businesses’ recruitment.
Bloomhaven Bottle Shop
Cooper Northwest
Create it Studio
King
Avenue Bread
Bellingham Bay Builders
Stemma Brewing
Summit Bookkeeping
Brad Barron, Barron Heating
Stowe Talbot, Talbot Group
FINALISTS
Trip Randall, Superfeet Worldwide
Ty McClellan, Hardware Sales
Rud Browne discusses ‘lessons learned from the other side of development’ in Whatcom County.
Washington state’s rising exempt employee salary thresholds are forcing businesses and nonprofits to reduce staff hours, cut jobs or seek alternatives.
Photo: Katie Davis
WHATCOM BUSINESS AWARDS
BLACK & GOLD GALA
A night to remember
This year’s Whatcom Business Awards will honor those shaping the future of Whatcom County and beyond
It’s time to celebrate those who take risks every day, invest in our community and provide employment, mentorship and inspiration.
On March 27, the WBA will host its annual Whatcom Business Awards Black & Gold Gala at the Hotel Bellwether in Bellingham. Our event will recognize business and civic leaders across Whatcom County who this past year helped move our local economy forward, created opportunities for our community and led our county.
Hundreds of champions are contributing daily to economic development in our region. We will recognize a host of leaders at our 38th annual Whatcom Business Awards. Nominees for Start-up of the Year are Bloomhaven Bottle Shop, Cooper Northwest, Create it Studio and King of Kings Window Cleaning. For Small Business of the Year, nominees are Avenue Bread, Bellingham Bay Builders, Stemma Brewing and Summit Bookkeeping. The Business Person of the Year nominees are Brad Barron (Barron Heating), Ty McClellan (Hardware Sales), Stowe Talbot (Talbot Group) and Trip Randall (Superfeet Worldwide).
In recognition of exceptional work at all levels, we will present the Lifetime Achieve-
ment Award to Mike Hammes of RAM Construction. The Jon Strong Employee of the Year award will celebrate Jennifer Boer from Mt. Baker Vision Clinic and the Public Service award will be presented to John Perry, the mayor of Everson. Read the inspiring stories of our awards finalists in our featured articles.
This year’s event will be an incredible experience. I am proud of the way our county’s business community has supported the WBA and Business Pulse magazine. We want to give back by delivering an event that is truly epic — and we know you won’t be disappointed! There will be a pre-event cocktail party featuring a champagne welcome, an oyster bar, specialty drinks and food pairings, and several other unique opportunities to connect with fellow business and civic leaders across the community.
This celebration is well earned. Over the past year, our business community has overcome incredible challenges. We have seen our voice begin to be heard locally and even nationally. The tide is turning. Business is, in fact, a crucial pillar that supports our economy, drives innovation and creates opportunities for individuals and communities alike. If you don’t believe that, ask anyone who doesn’t have a job. Our leadership and innovation give people the opportunity to build lives they can be proud of, and it’s incredible to see that fact finally being recognized.
That’s why recognizing the best in our community is our job. That’s why we hold events like our March gala to recognize the best in our community and other annual events like our May Business Conference, fall Leaders of Industry event, and Economic Forecast breakfast in December. It’s why we publish this magazine. It’s why we ask our business leaders and community members to support us in every way they can. Every year, our events are well attended and often sell out. Every year, elected officials become more willing to meet with us and hear the business perspective. Every year, one more person realizes we can’t have the community we want without the economic opportunity we need and deserve. But while things are improving, the battle hasn’t been won, and the ground we have gained can always be lost. That’s why we need you. If you’re reading this and wondering what you can do, there is one simple action you can take: Pass this magazine to the person next to you. Tell someone who doesn’t know about the WBA or Business Pulse that there is an organization in town advocating for economic opportunity for everyone — one that believes the best economic opportunities always come from the energy and innovation of entrepreneurs and business leaders.
Small and medium-sized enterprises are the source of almost every job in this country and in this community. That means
they also are the source of almost every mortgage payment, family vacation and new pair of shoes. We honor that reality at our March event. We honor the people who are helping the business sector win the hearts and minds of our broader community. All we ask in return is that you join us in this effort. Our businesses need everyone in our community to be as prosperous as possible. Their business depends on it. And those same businesses are the reason for that prosperity, enabling workers to achieve the financial independence and growth they seek.
Throughout the year, we bring you the best of Whatcom County business. At Business Pulse, we strive to publish the hard work and accomplishments of local business leaders and entrepreneurs in our community, recognizing achievement and those aiming for greatness. This issue highlights the nominees and award winners for our 38th annual Whatcom Business Awards, and it also continues our 50th anniversary “then and now” celebration. Read about the challenges of recruiting in today’s challenging environment, written by Tamara Loucks. Rud Browne shares his many years of experiences in business and government in “Lessons Learned,” this month’s Personally Speaking interview. Read on and enjoy our regular features on policy, finance and tech.
Whatcom County is still one of the most desirable places to live in the entire country. One big reason our fundamentals are so strong is that we are home to the talented leaders and dynamic businesses covered in this edition.
I hope you enjoy this issue of Business Pulse, and thank you as always to the continued support of our readers, our leaders and our advertisers.
We could not do what we do without you.
Barbara Chase, Executive Director Whatcom Business Alliance
50years
Trans-Ocean Products promotes two to senior management positions
Trans-Ocean Products Inc., producer of the top-selling retail brand of surimi seafood in the country, has announced the promotion of two key employees to senior management positions.
Tamara Bronkema has been named vice president of human resources. A 37-year veteran of TransOcean and one of the company’s early employees, Bronkema previously held the positions of human resources manager and office manager. Well versed in all areas of the company’s operations, she has had primary responsibility for recruiting and retaining a workforce that has grown to more than 240 people. Additionally, she has implemented employee development programs and oversees all employee benefit plans.
Chris Cameron has been named vice president of operations. Cameron joined Trans-Ocean in 2020 as supply chain manager. He has been instrumental in improving Trans-Ocean’s production capabilities over the past four years, streamlining processes and expanding capacity in the Bellingham plant. Notably, he successfully spearheaded an intensive effort to maintain the company’s steady operations through the COVID-19 pandemic, when supply chain challenges threatened to affect product availability. Prior to joining Trans-Ocean, Cameron held the positions of senior director of supply chain at Attune Foods in Eugene, Oregon, for four years, and
he was the director of sales and operations at Earthside Foods Solutions, also in Eugene, for seven years.
“These promotions are well deserved,” said Murry Park, president and CEO of Trans-Ocean Products. “We are excited to have Tami and Chris take on these new roles at the company. Their leadership and expertise will be critical to our future success as we continue to expand our seafood business in the years ahead.”
Barron KARES donates more than $100,000 in 2024 to nonprofits
Committed to sharing kindness and appreciation throughout Northwest Washington, Barron KARES donated a total of $100,320 to 12 non-profit organizations in 2024, the first year of the program.
Barron Heating AC Electrical & Plumbing highlights a different charity or non-profit organization each month that holds high esteem among Team Barron and within the communities it serves. Barron KARES (kindness, appreciation, response, empathy and service) provides a charitable donation of $110 on select purchases, including tankless water heaters, heat pumps, solar installations and generators.
“By featuring a different charity or nonprofit each month,” said Brad Barron, the company’s CEO, “we hope to help illuminate organizations that align with our values and resonate with our team and communities.”
People wishing to suggest future recipients may email BarronKARES@ barronheating.com. For information,
call 360-676-1131 or visit barronheating.com.
Pearson Builders welcomes new director of business development
Pearson Builders is proud to announce the addition of Jeninne Jerowski to our leadership team as the new Director of Business Development. With a proven track record in strategic growth and market expansion, Jeninne brings a wealth of experience and a fresh perspective to help drive Pearson Builders to new heights.
Jeninne’s expertise in cultivating meaningful client relationships and identifying growth opportunities aligns perfectly with Pearson’s mission to deliver exceptional craftsmanship and service. Her passion for creating value goes beyond business; she’s dedicated to fostering connections that contribute to the longterm success of both clients and the organization.
Outside of her professional achievements, Jeninne is deeply involved in the community as an avid coach and leader in local sports programs, shaping the next generation both on and off the field. Known for her energetic approach to networking and community engagement, Jeninne thrives on building relationships that make a lasting impact.
“I’m beyond grateful to be part of a team whose footprint stretches across the islands and the place I proudly call home,” said Jerowski. “Pearson Builders isn’t just about top-notch crafts-
Tamara Bronkema Jeninne Jerowski Chris Cameron
Brad Barron, left, presents December’s donation from Barron KARES to Hans Erchinger-Davis, CEO of Lighthouse Mission Ministries.
manship—it’s about a crew that’s as sharp as they are hilarious, as downto-earth as they are brilliant and as committed to the community as they are to building exceptional homes.”
Port releases Annual Economic Development Progress Report,
showcasing key achievements
The Port of Bellingham is pleased to announce its annual Whatcom County Comprehensive Economic Development Strategy (CEDS) progress report, highlighting significant achievements of community stakeholders and economic development partners across Whatcom County.
This year’s report showcases key achievements that align with the goals set forth in the 2022-2026 CEDS strategy.
The 2022-2026 CEDS is a comprehensive plan crafted through broad input from a wide range of stakeholders, including higher education institutions, business and workforce advisories and councils, the incorporated seven cities, tribes, local chambers, municipalities, and service providers.
This year’s progress report highlights key accomplishments through 2024 that align with the six critical sub-goals of the CEDS: strengthening Whatcom County’s economic foundation, enhancing essential infrastructure, cultivating a skilled workforce, fostering regional and cross-border partnerships, advancing diversity, equity, and inclusion, and supporting economic resilience and recovery.
“The Port’s mission is to promote sustainable economic development, and this report highlights the widespread partnerships and strategic initiatives, infrastructure development projects, innovation, and environmental stewardship that is taking place throughout our community,” said Port Economic Development Director Tyler Schroeder. “I’m proud of the work the Port and our project partners are doing to create jobs and build a stronger, more resilient Whatcom County.”
To explore the full report, visit choosewhatcom.com/ceds/.
Financial Plan moves to Bellingham’s waterfront district
Previously operating out of Barkley Village, one of the largest Bellingham-based, independent RIAs (Registered Investment Advisors) is moving to the Waterfront District
As of January, Financial Plan will operate from its new location at 11 Bellwether Way and looks forward to being part of the growing business community in that area.
Financial Plan has been providing financial advice to high-net-worth individuals and families in Whatcom County since 1982, becoming incorporated in 1996. The company has enjoyed rapid and consistent growth, particularly over the past 10 years, and now serves clients all over the world.
Founder and CEO, James Twining, CFP® said, “The growth of our business has been driven by our clients and our determination to provide world-class advice and service. With 16 people on staff and more hiring planned for the near future, we have outgrown our beloved Barkley office and look forward to continuing to serve our clientele from the larger space in the beautiful Bellwether building.”
The new mailing address for Financial Plan is 11 Bellwether Way, Suite 301. Bellingham, WA. 98225. All other contact methods including phone and email remain unchanged.
Nooksack Valley Disposal recycles more than 8 million pounds in 2024
A big jump in organics recycling enabled Nooksack Valley Disposal & Recycling to top 8 million pounds of material recycled in 2024.
Organics recycling (yard waste and food waste) rose 16.7% to 5,048,580 pounds (2,524 tons) last year, according to the company. Nooksack Valley Disposal & Recycling provides curbside recycling in Lynden, Everson, Nooksack and Sumas and serves rural customers in north Whatcom County.
That increase brought the total amount recycled in north Whatcom County to 8,598,857 pounds, which is over 670,000 pounds more than last
Financial Plan’s new waterfront location.
year. The total means each household served by Nooksack Valley Disposal & Recycling kept 977 pounds of material out of landfills in 2024, which is about 81 pounds per month.
“The ability to recycle food waste and grass clippings is becoming more ingrained in the consciousness of people and their habits,” said Calvin Den Hartog, general manager of Nooksack Valley Disposal & Recycling.
Recycling of cardboard and mixed paper continued to move in their directions of recent years. North Whatcom County residents and businesses recycled 1,462,320 pounds of cardboard in 2024, up 11%, while the amount of mixed paper recycled fell 11% to 1,024,520 pounds.
“More online purchasing means more cardboard boxes to recycle,” Den Hartog said. “Conversely, society’s move toward digital media and documents is reducing the use of paper.”
Nooksack Valley Disposal customers in north Whatcom County in 2024 recycled 3,547,277 pounds of glass, mixed paper, cardboard, plastic, scrap metal, tin cans and aluminum cans.
Recycling guidelines are offered at Nooksack Valley Disposal & Recycling’s website, nvd-inc.com.
All American Marine, together with Harbor Breeze Cruises, proudly announces their agreement to design and construct a new state-of-the-art 108’ x 32.5’ hybrid passenger vessel for deployment in the ports of Los Angeles and Long Beach, CA. This innovative vessel will provide harbor tours, whale watch cruises and dinner events, in and around Los Angeles/ Long Beach port complex. The vessel design was developed by Nic de Waal of Teknicraft Design.
This new demonstration project will highlight the latest technological and commercially available systems in the maritime industry. It exceeds the most rigorous emissions guidelines in North America, including the most recent CARB harbor craft rules. The vessel is part of the Los Angeles Marine Emission Reduction (LA MER) project that received a $15 million grant from CARB’s Advanced Technology Demonstration and Pilot Project program. This new vessel will set a benchmark in maritime innovation, being the first of its kind, as a multi-purpose monohull operating as a USCG Subchapter K passenger vessel with systems and
equipment installed to meet the USCG requirements to operate on a “Limited Coastwise” route, in a parallel hybrid configuration with advanced data collection capabilities.
The vessel will feature multiple decks, a customized stadium seating platform on the bow, a 350-passenger capacity, and enhancements that prioritize the passenger experience throughout. All American built and delivered two previous vessels for Harbor Breeze Cruises, Triumphant and La Espada, and is looking forward to continuing the long-standing relationship with their organization. Studio Sculli is the Italian design house responsible for the unique styling of this next-gen vessel.
us about your news and newsmakers and we’ll consider it for the next issue! Please send press releases and image(s) to: heather@whatcombusinessalliance.com.
AAM’s new passenger vessel.
OVER 50 YEARS...
What fun is a 50th birthday if we can’t share it with others? Throughout 2025, Business Pulse magazine will celebrate its 50-year anniversary while highlighting companies that are also 50 years old (and older), still doing business in Whatcom County. These are the leaders in our community, exemplifying business success and longevity, built from the ground up, formed and thriving across generations.
We gratefully acknowledge article contributions from the Bellingham Chamber of Commerce.
Hardware Sales hardwaresales.net
Founded by Max and Alta McClellan in 1962, Hardware Sales began as a small shop called Powder Sales on James Street, specializing in surplus goods and dynamite. 1962
Today, Hardware Sales employs over 140 people and offers everything from hardware and tools to an extensive fleet of equipment rentals, catering to both DIY enthusiasts and professional contractors.
Alta McClellan, left, stands in front of the new Hardware Sales store with her children, Jerry and LaDonna in Nov, 1967.
Photo by Jack Carver, courtesy of Whatcom Museum Photo Archives.
Brookelyn McClellan and her dad, Ty, stand together in front of the Hardware Sales store in Feb, 2024.
Photo by Hailey Hoffman, courtesy of Cascadia Daily News.
in Whatcom County!
Mission Ministries thelighthousemission.org
& now
Lighthouse Mission Ministries was founded by Thomas and Elizabeth Boston in 1923.
FOUNDERS
Lighthouse Mission Ministries was a continuation of work the Bostons began in Seattle in 1921, called the Gospel Missionary League, which established a safe haven for those in desperate human need.
In October 2024, the Mission moved from its 1530 Cornwall Ave. location to 1312 F St. This transition allowed the Mission to provide 300 beds total, including 200 lowbarrier beds and 100 micro-shelter beds for families, working residents, elderly residents and residents requiring medical health care.
The first Mission caught fire in 1953. The city condemned the building afterward and tore it down. All photos courtesy of Lighthouse Mission Ministries.
Mount Baker Theatre
mountbakertheatre.com
1927
Mount Baker Theatre has thrived for nearly 100 years thanks to community support, restoration efforts and its role as a cultural and economic hub.
TODAY
Now listed on the National Register of Historic Buildings, the theatre remains a vibrant performing arts hub. MBT is a nonprofit dedicated to preserving the theatre’s place in our community, hosting 400+ events and 110,000 visitors annually.
ARCHITECTURE
West Coast Theatres constructed MBT with architect R.C. Reamer, who dreamed up the Spanish design and ornate detailing. Construction was overseen by William Fox of 20th Century Fox Studios.
The iconic Mount Baker Theatre tower. Photo: Mark Turner.
Photo by J.W. Sandison, courtesy of Whatcom Museum Photo Archives
Photographer unknown, courtesy of Whatcom Museum Photo Archives
1891
Two members of the New Jersey-based Sisters of St. Joseph of Peace came west to care for loggers, mill workers, fishermen and their families in the country’s far northwest corner in 1890. The 1891 opening of St. Joseph Hospital in Fairhaven ushered in more than a century of Catholic health care ministry in the Pacific Northwest.
FOUNDER
Mother Francis Clare (born Margaret Anna Cusack), foundress of the Sisters of St. Joseph of Peace, became internationally known for her work and writing on behalf of women and the poor.
TODAY
Now based in Vancouver, WA, PeaceHealth offers care to communities in Washington, Oregon and Alaska, with approximately 16,000 caregivers, nine hospitals and multiple clinics. In 2026, PeaceHealth will break ground on the Peter Paulsen Pavilion (pictured), an addition to PeaceHealth St. Joseph Medical Center.
Recruiting in today’s world Worker shortage and candidate expectations create
Tamara Loucks
For several years, businesses across the region have struggled to fill blue-collar positions due to a shortage of skilled and specialized workers. While it’s an idyllic place to live and work, Whatcom County’s geographical location produces an even smaller candidate pool. Add in some recent candidate-driven, post-pandemic trends in the job market, and recruiting for skilled labor positions is now even more challenging.
“The county is bordered by the Pacific Ocean to the west, the Cascade Mountains to the east and Canada to the north,” said Amanda Sell-Sande, CEO
hiring
challenges
of Bellingham-based recruiting company Julison-Sell Search Team. “It creates a geographical conundrum and contributes to the shortage of skilled labor. Lots of companies need it, and they are struggling to hire at that level.”
Bellingham Cold Storage is just one of the many local companies feeling the pinch of the skilled labor shortage. The company’s workforce varies between 160 and 180 people, approximately 35 of whom are administrative staff. The remainder primarily fill warehouse positions, including as forklift drivers, laborers, maintenance staff and engineers.
“The majority of our administrative team are long-term employees,” said Kim Clemons, vice president of human resources for Bellingham Cold Storage. “Positions there rarely open. Where we struggle is staffing the warehouse positions, about half of which are forklift drivers and heavy-duty laborers. In recent years, there’s a shortage of available skilled tradespeople and laborers, so it’s been difficult to find candidates.”
People don’t often show up at job fairs anymore, he said. Before the COVID19 pandemic, people used to line up at the fairs to learn what Bellingham Cold
Photo courtesy of Bellingham Cold Storage.
FEATURE BP 50years
Storage was doing and what positions were available.
To hire the company’s essential workforce, Clemons and her team work with temporary employment agencies, Worksource and Goodwill and partner with a few companies that aren’t mainstream recruiting organizations, such as World Relief and the Washington State Department of Corrections.
“We’ve had great success with our DOC hires,” Clemons said. “We’ve found them to be reliable workers because they have to check in and report with their parole officers, and they work hard because they want a second chance at life. We run background checks, and if candidates are honest with us about their history, we want to provide them with that second chance.”
Clemons added that Bellingham’s high cost of living also contributes to the skilled labor shortage. Even though Bellingham Cold Storage pays good wages and offers great benefits, it can be too expensive for blue-collar workers to live locally, and not all candidates are willing to commute.
The skilled labor shortage is also a re-
cruiting challenge for Western Refinery Services. The company has 240 to 250 employees within the industries of civil construction, refinery maintenance and asphalt paving. Some of the positions WRS hires include equipment operators, safety professionals and industrial positions. The company recruits in house and posts open jobs on its website, Indeed, GlassDoor and social media, and sometimes it places local ads. These efforts have aided WRS in filling the company’s diverse skilled labor and specialized positions.
“Some of those specialty positions are unique and require a skillset that you can’t go to school and learn,” said Karen Dykstra, the manager of people and benefits at WRS. “So those are the ones that are a little tougher for us, because you have to gain the knowledge through experience.”
The evolving post-pandemic job market
In the past five years, new post-pandemic trends have changed the hiring landscape. Several of those trends are driven by candidates. Besides decent pay
and benefits programs, applicants also seek employment opportunities that offer flexibility, work-life balance, employee incentives and an employer whose values align with their own.
COVID-19 introduced remote work and flexed schedules to the workforce on a wide scale. Since the pandemic, many prospects still want that flexibility in their work day. Flexibility also contributes to work-life balance. Employers who are rigid about work schedules will find it harder to retain employees.
“COVID was a great humanizer,” Sell-Sande said. “People want [to be] recognized as humans who have lives, and they’re not willing to put up with pressure, abuse, unreasonable work expectations. Life comes first. Work is now second.”
However, for companies like Bellingham Cold Storage, operational demands make flexible work schedules an impossibility.
“Our work schedules are determined by when trucks and boats need loading and off-loading,” Clemons said. “Because of remote work and the trend in gig working, I’ve found people want to manage
Photos on this page courtesy of WRS.
their own schedules. Newer generations of workers want to pick and choose when they work, but that doesn’t work for us. Our operations don’t have that type of flexibility.”
In the past, candidates for skilled labor positions primarily asked during interviews about benefits packages. Today, they are dialed in and ask direct questions about flexibility, training, opportunities for advancement, work environment and safety.
“Candidates also ask about our onboarding process, culture and if there’s profit sharing,” Clemons said. “They want to know specific job details and exact work schedules. They want to know ‘what’s in it for me’. We now offer signing bonuses and additional bonuses throughout the year, including just before Christmas. We also have an employee appreciation committee and an education coordinator.”
Dykstra concurs.
“It’s almost to the point where I’m getting somewhat interviewed, and our company is being interviewed, so that has changed from what I have witnessed in the past. They want to know ‘what is WRS
going to do for me’, which is great because we love to have those conversations.”
Workplace culture matters
A key aspect to hiring and retaining employees today is attributed to company culture. Candidates are prioritizing employers who they believe will provide value to them and notice the value they as employees bring to the company.
“Successful hiring strategies today start with company culture, which needs to be reflected in everything you do,” Sell-Sande said. “Prospective employees want to know what your company stands for.”
Bellingham Cold Storage recognizes the importance culture contributes to growing and retaining a reliable workforce. The company’s core values of teamwork, integrity, accountability, attitude and quality were set by their employees, not management, and are posted throughout the facility. They also are discussed during the hiring and onboarding process.
Dykstra believes that transparency during the hiring process ensures that candidates understand what it means to
work at WRS and whether the company would be a good fit for them.
“We are transparent with prospective employees to ensure they understand what our core values are, what it’s like to work here, what our benefits are and stress the importance of our culture of safety, which is huge in our industry,” Dykstra said. “We also let them know we retain and grow our team from within. Of our 57 company leaders, 47 have come up through the ranks. It’s been helpful for us. We’ve experienced a bit of an uptick in applicants recently, and we don’t have a lot of turnover.”
There is no clear timeframe for when the skilled labor shortage will end. With fewer workers available to fill open positions, candidates have the opportunity to choose the employer they believe most closely aligns with their needs and values. The blue-collar job market is highly competitive, so Whatcom County employers will need to implement strategic recruiting strategies to attract and retain these high-demand workers.
Photo courtesy of WRS.
Photo courtesy of Bellingham Cold Storage.
50years
WHATCOM BUSINESS AWARDS HISTORY
BUSINESS PERSON OF THE YEAR
2023 Billy VanZanten
Western Refinery Services
2022 Marv Tjoelker
Larson Gross CPAs
2021 John Huntley
Mills Electric
2020 canceled due to COVID
2019 Stephen Bates
Hempler Foods Group
2018 Matt Mullett
All American Marine
2017 Anne-Marie Faiola
Bramble Berry
2016 Doug Thomas
Bellingham Cold Storage
2015 Dale Zender
PeaceHealth St. Joseph
In keeping with our 50th anniversary theme, here is a list of past Whatcom Business Awards
2014 Ben Kinney
Keller Williams RE Bellingham
2013 Scott Renne
Blue Sea Systems
2012 Bob Pritchett
Logos Bible Software
2011 Jeff Kochman
Barkley Company
2010 John Ferlin
Brooks Manufacturing
2009 Wes Herman
Woods Coffee
2008 Scott Walker
Walkers Carpet
2007 Dale Henley
Haggen Foods
2006 Larry Weiber
Aluminum Chambered Boats
2005 Nick Kaiser
Saturna Capital
2004 Rud Browne
Ryzex, Inc.
2003 Larry Wickkiser
Airporter Shuttle
2002 Elizabeth Grant
Stewart Title
2001 Ray Caldwell
Little Caesars Pizza
2000 Peter Paulson
Hotel Bellwether
1999 Craig Cole
Brown and Cole Foods
1998 Dean Shintaffer
Sound Beverage
1997 Glenn Butler
Arco Cherry Point Refinery
1996 Peggy Zoro
Key Bank
1995 Jim Frederick
Intalco Aluminum
1994 Jody Bergsma
Bergsma Galleries
1993 Don Stern
Homax, Inc.
1992 Jim Wynstra
Homestead, Inc.
1991 Sid Baron
Exxel Pacific
1990 Hal Arnason Jr.
Arnason Realtors
1989 Fielding Formway
Arco Cherry Point
1988 Mike Brennan
Bellingham/Whatcom Chamber of Commerce
1987 Dick Metcalf
Metcalf Hodges
1986 Don Haggen
Haggen Foods
SMALL BUSINESS OF THE YEAR
2023 Elements Hospitality
2022 Vander Giessen Nursery
2021 Van Beek Drywall
2020 canceled due to COVID
2019 VanderYacht Propane
2018 Bellingham Training & Tennis Club
2017 Emergency Reporting
2016 Print and Copy Factory
2015 Lynden Sheet Metal
2014 Home Port Seafoods
2013 Scholten’s Equipment
2012 Vital Choice Seafood
2011 Chuckanut Bay Foods
2010 Avenue Bread Company
2009 Fastcap
2008 Credo Construction
2007 Dewaard & Bode
2006 Brambleberry
2005 Northwest Computer
2004 Andgar Corp
2003 Absorption Corporation
2002 Brenthaven
2001 Northwest Propane
2000 McEvoy Oil
1999 Bellingham Travel and Cruise
1998 Bakerview Nursery
1997 Hardware Sales
1996 Office Systems Northwest
1995 Gary’s Clothing
1994 Louis Auto Glass
1993 International Athletic
1992 Il Fiasco
1991 Ferndale Drug
1990 Lehmann and Sons
START-UP BUSINESS OF THE YEAR
2023 Neeter House of Luxury
2022 Armory Pickleball
2021 360 Modular Building Systems
2020 canceled due to COVID
2019 Paw Partner
2018 Twin Sisters Brewing Company
2017 1st Class Auto Body
2016 Trayvax Enterprises
2015 Capstone Physical Therapy
2014 Innotech Metal Designs
2013 Red Rokk Interactive
2012 Next Level Training
2011 Infusion Solutions
2010 Fat Cat Fish Company
2009 Reset Games
2008 Tatango
2007 Big Fat Fish Company
2006 Fairhaven Candy Company
2005 K&K Industries
2004 Emergency Reporting
2003 Aluminum Chambered Boats
2002 Nuthouse Grill
2001 Chrysalis Inn and Spa
2000 Siscosoft
1999 Laserjamb
1998 Pastazza
1997 Laserpoint Awards
1996 Merry Maids
1995 Northwood Hall
1994 Bagel Factory
LIFETIME ACHIEVEMENT AWARD
2023 John and Mimi (Brooks) Ferlin
Brooks Manufacturing
2022 Bob Bray — in memoriam
Dairy Distributing
2021 Gary Honcoop
Roosendaal-Honcoop Construction
2020 canceled due to COVID
2019 Marty Maberry
Maberry Packing
2018 Grace Borsari
Alpha Technologies
2017 Andy Vitjalic
American Canadian Fisheries
2016 Ed Brandsma
Edaleen Dairy
2015 Jay Bornstein
Bornstein Seafoods
2014 Terry Smith
Smith Gardens
2013 Dan Washburn
Windermere Real Estate
2012 Nick Kaiser
Saturna Capital
2011 Frank Imhof
IMCO Construction
2010 Dick Hempler
Hempler Meats
2009 Jack Westford
Westford Funeral Homes
2008 Sid Baron
Exxel Pacific
2007 Jerry Chambers
Chambers Chevrolet
2006 Ken Imus
Jacaranda Corp
2005 Hal Arnason Jr.
Arnason-Miller Real Estate
2004 Bob Diehl
Diehl Ford
2003 Harold Walton
Walton Beverage
2002 Alta McClellan
Hardware Sales
2001 Don Haggen
Haggen Foods
2000 Brian Griffin
Unity Insurance
1999 Ann Jones
KGMI, KISM Radio
1998 Jim Talbot
Barkley Inc., Talbot Industries
1997 Irwin LeCocq
Peoples Bank
1996 Chuck Wilder
Wilder Construction Inc.
1995 Ivor Allsop
Allsop Inc.
1994 Ira Yeager
Yeager’s Sporting Goods
1993 Red Haskell
Haskell Corporation
1992 Jack Cole
Brown and Cole Inc.
1991 Hank Jansen
Lynden Transport
1990 David Morse
Morse Hardware
JON STRONG – EMPLOYEE OF THE YEAR AWARD
2023 Karen Dykstra
Western Refinery Services
2022 Claire Adams
Bellingham Cold Storage
2021 Patsy Williams
bp Cherry Point
PUBLIC SERVICE AWARD
2023 Steve Sundin
City of Bellingham
2022 Bill Elfo
Whatcom County Sheriff
At Whatcom Business Alliance, we believe in celebrating the visionaries, risk-takers and leaders who fuel our local economy. These are the people turning dreams into reality, launching startups, expanding businesses, creating jobs and keeping our community vibrant. Whether you’re the one pouring your savings into a new venture, fine-tuning a business plan, motivating a team or navigating shifting markets, your hard work deserves recognition — and we’re here to tell your story.
For 38 years, the WBA has hosted the most exciting celebration of Whatcom County’s business community. It’s a night of high energy, fine dining, inspiring video spotlights and prestigious awards. Most importantly, it’s a moment to honor those who make this region thrive. This year’s awards gala takes place on March 27 at the stunning Hotel Bellwether, and the lineup of nominees proves once again that Whatcom County is full of remarkable talent and innovation.
a hub for digitizing services, embroidery design and creative retreats, giving artists and hobbyists a place to bring their visions to life. King of Kings Window Cleaning is taking sustainability to new heights, offering eco-friendly roof and gutter cleaning while building strong relationships with customers.
The Small Business of the Year category highlights companies that have established themselves as pillars of the community. Avenue Bread, a Bellingham staple known for its incredible soups and sandwiches, is thriving under new ownership while continuing its legacy of delicious, locally loved fare. Bellingham Bay Builders is setting a new standard for sustainable, highperformance homes, all while operating under an innovative worker-owned model. Stemma Brewing blends family, craft beer and community with plans to expand into a second location in 2025. Summit Bookkeeping continues to grow steadily through referrals, helping businesses keep their finances in order and championing success along the way.
housing and entertainment that’s shaping the future of Bellingham. Trip Randall, CEO at Superfeet Worldwide, helps his company produce premium insoles for athletes and general customers, collaborating with health care professionals and industrial businesses. Ty McClellan of Hardware Sales is carrying on a proud family legacy, leading one of the area’s most trusted home and industrial suppliers while fostering a culture of growth.
And of course, we can’t forget the Public Service, Employee of the Year, and Lifetime Achievement award winners — individuals whose dedication, hard work and passion are second to none. To find out more about our inspirational finalists and award winners, and why they’re the best of the best, read the stories captured by our talented stable of writers in this exciting issue.
The Start-Up of the Year category honors those bold enough to launch something new. Bloomhaven Bottle Shop, located in the heart of Fairhaven, is Bellingham’s first specialty retailer dedicated to non-alcoholic spirits, wines and beers, redefining the way people enjoy sophisticated beverages. Cooper Northwest is making an impression in the commercial landscaping world with its fastgrowing, community-driven approach. Create It Studio is more than a crafting space — it’s
For Business Person of the Year, we’re recognizing individuals making a significant impact. Brad Barron, CEO of Barron Heating AC Electrical & Plumbing, not only leads one of the region’s top home service providers but also prioritizes giving back, supporting charities and promoting clean energy solutions. Stowe Talbot and the Talbot Group are behind the transformation of Barkley Village, creating a dynamic mix of business,
With so much talent and drive in Whatcom County, this year’s celebration promises to be one for the books. Here’s to the businesses and people shaping our community’s future — we can’t wait to raise a glass to you!
SPECIAL THANKS
As part of the 38th Annual Whatcom Business Awards, we honor the innovative entrepreneurs, job creators and risk-takers who enhance our community.
TO OUR SPONSORS
These local businesses join WBA to congratulate this year’s nominees for helping improve the economic and civic vitality of Whatcom County.
START-UP OF THE YEAR NOMINEE
BLOOMHAVEN BOTTLE SHOP
Sober
sips, refined tastes
Fairhaven’s free-spirited non-alcoholic shop
Tamara Loucks
Whether you abstain from consuming alcohol, practice mindful moderation or seek healthier alternatives to alcoholic beverages, local non-alcoholic retail options have been limited in Whatcom County. That is until this past September, when Molly Flynn and Brandon Paul Weaver launched Bloomhaven Bottle Shop. Located in Bellingham’s Fairhaven District, Bloomhaven features a diverse offering of non-alcoholic spirits, wines, canned cocktails and
beers. The concept for the boutique bottle shop was the next evolution in Flynn’s sobriety and her interest in craft beverages.
“I have been sober for eight years and have always been a beverage nerd,” she said. “When I got sober and switched to non-alcoholic drinks, there weren’t many options. In recent years, more options came on the market, and I wanted to bring them to our community. We’re the only retail location within a
one-hour radius of Whatcom County dedicated to the sale of non-alcoholic beverages. The closest is Cheeky & Dry in Seattle.”
Flynn hatched the idea for Bloomhaven Bottle Shop in May 2024 and opened the store that September with the financial backing of Weaver, her Seattle-based partner and business mentor. Running the business is a seven-day-a-week labor of love for Flynn. Bloomhaven is open Wednesday
Owners Brandon Paul Weaver and Molly Flynn outside Bloomhaven Bottle Shop in Fairhaven. All photos courtesy of Caylie Mash Photography.
through Sunday. Stop in, and you’ll find Flynn offering try-before-youbuy tastings and assisting customers in choosing the perfect bottle (or can). During evenings and the remainder of the week, Flynn is researching new products, attending meetings and managing all the other aspects of operating a small business.
Bloomhaven has a varied customer base. While some are in recovery, most are simply looking for options to occasionally replace alcohol yet still feel like they are enjoying a refined and complex adult beverage.
The bottle shop is not Flynn’s initial foray into the world of non-alcoholic beverages. For several years, she operated her popular Instagram page @MollyMakesDrinks. There, she reviewed brands and showcased her creative recipes for non-alcoholic cocktails. Often, companies sent her free products, which she said gave her a crash-course education in the world of non-alcoholic beverages. Today, she leans on that knowledge to select the best merchandise for Bloomhaven and
continues to explore new alternatives as they come on the market.
“I am perpetually refining our product mix based on taste and customer feedback,” she said.
Flynn partners with local businesses to host events at which she can showcase the shop’s offerings and build the Bloomhaven brand. Most recently, she collaborated with James Street Cakes to co-host a cupcake decorating class paired with alcohol-free wine. Flynn said the events give people the opportunity to experience non-alcoholic options in different settings. She also consults with local bars and restaurants to offer her expertise on alcohol-free beverage alternatives.
While her Instagram page may have been a crash course in the industry, Flynn said opening Bloomhaven Bottle Shop is a crash course on everything related to running a brick-and-mortar business. Her biggest takeaway is that it’s impossible to know and anticipate everything prior to launching a business. Her advice to other budding entrepreneurs is to find a business mentor
“I think this is a reflection on Whatcom County in general. This part of the country is special and overwhelmingly positive.”
— whether as a partner or simply as someone with relevant expertise to rely on for advice — and to collaborate with organizations that support new and existing businesses, such as SCORE and the Washington Business Alliance.
Unexpectedly, Flynn also found support from fellow Fairhaven-based business owners.
“The micro-community in Fairhaven is very collaborative,” she said. “There’s a sense of camaraderie. Business owners talk to and support each other however we can. I think this is a reflection on Whatcom County in general. This part of the country is special and overwhelmingly positive.”
Going forward, Flynn is still considering opportunities to grow the business, including expanding to online sales, adding an alcohol-free cocktail bar and moving into distribution.
Whether you are currently a connoisseur or are simply curious about non-alcoholic beverages, Flynn says all are welcome.
“We at Bloomhaven are not antialcohol, just pro-options.”
— Molly Flynn ■
COOPER NORTHWEST
Mowing down the obstacles
Commercial landscaper grows beyond Whatcom County
Elisa Claassen
Austin Cooper, the CEO of Cooper Northwest, is now 25 years old. He is finishing a bachelor’s degree in Human Resources Management through Western Governors University online — and running a fast-growing business that moved from roughly $40,000 of business in 2023 to $1.38 million in 2024.
“One lesson is that as a 25-year-old college student, age is just a number,” Cooper said. “It doesn’t matter how young or old you are, if you have the opportunity to pursue your dreams, go for it.”
The focus of Cooper Northwest is to specialize in landscaping and winter services for commercial clients. It also provides building, asphalt and parking lot maintenance. Cooper himself worked previously with companies that did landscaping, starting at a young age.
“Ideally, by the end of the year, we’d love to start hiring an employee or two and to start expanding our operations more here in Whatcom County,” Cooper said. “As of right now, we’re just looking to keep putting one foot ahead of the other and maintain and build
upon our recent success.”
When Cooper was a student at Lynden High School, from which he graduated in 2018, he took most of the business classes, from marketing through entrepreneurship. He joined the Future Business Leaders of America. Cooper also was proactive and reserved the name he envisioned for his company by filing with the state in 2021, although he didn’t officially start the business until August of 2023, when Homestead Farms Golf Course closed and he lost his job in the pro shop.
Austin Cooper, CEO of Cooper Northwest. SATTVA PHOTO
“Ever since my high school entrepreneurship class, I have always felt the desire to be my own boss, and when I lost my job, it felt like the perfect opportunity to take a chance and start Cooper Northwest,” he said. “In terms of commitment, I don’t view it as the standard time commitment. I prefer to view it as many commitments — from a commitment of time to committing to providing the best work possible. We commit to giving our clients the best service we can and being able to commit to the company and its goals. At the end of the day, I am committing to go all in myself — and the company — in the belief that we can make it.”
Another lesson, Cooper said, is to surround yourself with the best people possible — both as mentors in your family and teachers to those in business.
“I’ve been extremely lucky and fortu-
“I learned firsthand that you can’t do everything yourself, and having a great team only makes you and the company better.”
— Austin Cooper
nate to have my business partner, Ben, come on the team,” Cooper said. “I learned firsthand that you can’t do everything yourself, and having a great team only makes you and the company better.”
Ben Van Dyken, a family friend who had worked with Cooper’s father, Byron Cooper, is closer to age 40 and has more work and life experience. He is a 20 percent owner in the business. Van Dyken, the company’s director of operations, recently left the law enforcement field after nine years of working for several agencies in Whatcom County and in Baker City, Oregon, where he relocated several years ago with his family. He originally trained and worked in landscaping with his family at VGLM and later in several capacities for Management Services Northwest for seven and a half years.
Cooper Northwest, which operates
within seven states, is likely facing growth into additional states and establishing a stronger footprint within Whatcom County. Cooper said the multistate growth has been a result of a contract with a company having oversight of a series of banks. While Cooper and Van Dyken are the only employees, they have established relationships with different service providers in the regions where they are getting contracts.
“I feel what makes our business unique is our relationship with our clients and service partners and really emphasizing building relationships over dollars,” Cooper said. “My Dad always praised that ‘friends don’t fire friends,’ which is especially true in business. We want to genuinely care about who we work with and get to know them. It just feels like that has been disappearing in business for a while now, and we’re glad to bring that back and prioritize relationships over profits.”
This has been a great place to do business, Cooper said.
“Whatcom County, in our experience, has been nothing but great to us and has been a pleasure to start and run our small business in.”
SATTVA PHOTO
START-UP OF THE YEAR NOMINEE
CREATE IT STUDIO
Moving the needle in Whatcom County
Where makers and dreamers thread their way to creativity
Jack McKissen
Nestled in the heart of Whatcom County near Acme, Create it Studio is more than just a business — it’s a passion-driven creative hub designed for artists, crafters and embroidery enthusiasts. Founded by Candice Leonard in 2024, this innovative company has a promising future. With a growing customer base and a commitment to community, Create it Studio is carving out a unique space in the local artistic economy.
Leonard, an avid textile artist, was moved to start the company after an unexpected quilting journey during the pandemic. Her son created a quilt that traveled across the country, sparking an idea to open a quilt store in Whatcom County. While her son has since moved on to other pursuits, Leonard’s passion for entrepreneurship and artistic expression continues to drive her business ambitions forward.
“I’ve always been very creative and
passionate about textiles,” she said. “This business is a way for me to combine my love for fabric arts with a sustainable business model while also offering a space where others can explore their own creativity.”
At its core, Create it Studio provides a range of digitizing services, helping businesses, churches, schools, colleges, clubs and organizations convert their artwork into usable design files. But the business doesn’t stop there. Over time,
Owner Candice Leonard. All photos: SATTVA PHOTO
“This business is a way for me to combine my love for fabric arts with a sustainable business model while also offering a space where others can explore their own creativity.”
— Candice Leonard
it has evolved into a destination for home DIY enthusiasts looking for machine embroidery designs in various formats. Customers can purchase and download digital designs directly from the website, making it easier than ever to bring their embroidery projects to life.
In addition to its digital offerings, the company envisions expanding into a full-fledged retreat destination, complete with on-site crafting experiences, a country fabric and gift store, and a welcoming atmosphere for textile lovers.
For Create it Studio, culture and inclusivity are key.
“Creating textiles is a form of artistic expression, and we
want our business to provide an inclusive space where people can be themselves,” Leonard said. “This philosophy is woven into our products and the way we interact with customers and employees.”
Currently, the business operates with six part-time employees, all based in Whatcom County. As a new company, it is still in the growth phase but is focused on building a strong foundation that supports both customers and staff.
Looking ahead, Create it Studio has ambitious plans. Leonard aims to expand the business location, introducing baked goods, developing gardens and offering outdoors-focused educational events and programs. The long-term goal is to create a space at which visitors can not only purchase supplies but also participate in workshops and enjoy a relaxing, creative retreat.
“We want to become a destination where people can come to relax, learn and create,” Leonard said. “It’s about more than just selling products — it’s about fostering a community of makers.”
As a business owner, Leonard has learned several valuable lessons that she hopes to pass on to other aspiring entrepreneurs.
“Have a solid business plan, set clear goals and maintain a strong vision,” she said. “The cliché is true: Entrepreneurship is a marathon, not a sprint. Speed isn’t always your friend; patience and persistence are key.”
This measured approach has helped Create it Studio navigate the challenges of being a new business while staying true to its mission and values.
Location also plays a crucial role in the company’s success. Whatcom County’s vibrant and diverse community is filled with individuals who embrace creativity, outdoor activities and entrepreneurial ventures.
“This community is full of individuals with diverse passions,” Leonard said. “There are so many outdoor enthusiasts and open-minded people here. Whatcom County and the broader region truly embody the Northwest spirit, making this market a great fit for us. Plus, we simply love the people here!”
With its strong connection to the community, a clear vision for growth and a commitment to fostering imagination and inspiration, Create it Studio is poised to become a beloved fixture in Whatcom’s artistic landscape. As it continues to expand and evolve, one thing remains constant: Leonard and her team’s dedication to providing a space where art, innovation and community come together.
■
START-UP OF THE YEAR NOMINEE
KING OF KINGS WINDOW CLEANING
Crystal clear and eco-friendly
More than just window cleaning on a winning streak
Elisa Claassen
King of Kings Window Cleaning has yet to reach its first anniversary.
The company’s website is full of catchy slogans and phrases: “Get a free quote – takes 5 seconds. “Prompt Responses.” “100% Satisfaction Guaranteed. “Advanced, Eco-Friendly Equipment.”
Owner Randy Fee has learned to promote through social media. He interviewed a few website designers to find a good fit, and now he anticipates doubling revenue at the end of the year.
“We are very blessed and off to an amazing start,” Fee said. “We have made
amazing progress very quickly with rankings, SEO, domain authority and marketing without paying outside companies. All with resilience, grit, hard work and homework. The most rewarding part is how often we are told by elderly customers that they feel they can now stay at the home they love for many more years knowing that they can keep it maintained and protected with our help. That is why we do what we do.”
Fee, 42, has worked in several fields. The first was window cleaning, in which he was professionally trained at age 18 by
a respected company in Arizona. After that, he did stone masonry for 15 years and commercially fished for three years in Alaska, where he met his wife. Since she is from Whatcom County, the family decided to relocate to the Bellingham area upon becoming parents and not continue to commercially fish. With a bit of prayer and research, Fee said, they decided to start their own business in window cleaning.
“We take a lot of pride in the quality of our work,” Fee said.
The name, King of Kings, references
Cassidy, left, Finlee and Randy. All photos: SATTVA PHOTO.
his family’s Christian faith. The company is a small operation, with Fee doing most of the work at this time.
“It’s better for me to do it,” he said. “It’s hard to find workers who care as much as I do. I want to stay small but realize I will also have to grow.”
One way to continue is to do quality versus quantity work at the start. That creates return customers who also give good recommendations to others, Fee said. Another way to grow is by adding additional services to their repertoire: roof moss removal, gutter cleaning and solar panel cleaning. In the coming months, Fee said the company plans on adding even more services, such as pressure washing, and will start hiring crews.
“Our other services are extremely important to protecting the beautiful homes of Whatcom and Skagit counties and can be extremely dangerous and time consuming for homeowners to do themselves,” he said. “Especially the elderly.”
When adding services, he is mindful of helping others and his love of the outdoors, so he seeks eco-friendly solutions. Water-fed pole window cleaning is an innovative, eco-friendly method that uses 100 percent pure water to achieve streak-free results. Also, many companies may use bleach solutions for removing moss, but since Fee was a fisherman, he wants to protect the waterways.
“Our eco-friendly moss removal prevents roofs from rotting, shingles being lifted and destroyed, pest infestation and poor water flow,” Fee said. “With all the waterways in Washington, our effective eco-friendly process is rare yet paramount, while saving homeowners tens of thousands of dollars in roof repairs. We also clear roofs of debris, which also prevents moisture issues and damage.”
People likewise may not realize that gutter cleaning is essential to protecting home foundations from the potential for basement flooding and damage to siding, fascia, soffits, landscaping and driveways. With a bit of testing, he has devised a more environmentally conscious approach to this, too. For the cleaning of solar panels, Fee uses a three-stage purification system that produces pure water, resulting in the most effective cleaning method while keeping panels cleaner for longer, he said.
Fee wanted to give a shout out to his family, his faith and other businesses in the community that have been helpful to a newcomer such as himself. When he was initially driving his logo-marked truck to a jobsite, the team from Sasquatch Pest Control saw him and pulled over to visit. They introduced themselves and gave him invaluable assistance in understanding social media and marketing, Fee said. IQ Glass, owned and operated by Scott Duncan, has given him referrals, which he appreciates.
Fee added his greatest tip for other potential entrepreneurs: “Be resilient. You only fail if you give up.”
■
“Be resilient. You only fail if you give up. ” — Randy Fee
SMALL BUSINESS OF THE YEAR NOMINEE
AVENUE BREAD
The bread and butter of business success
There’s no loafing around happening at Avenue Bread
For 30 years, Bellingham residents and visitors have come for their soups, salads and sandwiches — as well as that beloved breakfast sandwich better known as the “eggenue.”
Avenue Bread — with café locations in three Bellingham neighborhoods and Lynden — has long been a community favorite for locally made breakfasts, lunches and brunches. And in 2024, the company underwent an ownership transition that
went even better than its new owners anticipated.
Jamie Smeall and Johnny Macfarlane, both 43, recently marked a full year of Avenue Bread ownership after purchasing the business from Wendy and John DeFreest, who retired after nearly 25 years at the helm. The company was originally founded by a California couple who opened the first Avenue Bread location on Bellingham’s Railroad Avenue in 1995;
they sold to the DeFreests several years later.
Avenue Bread did exceptionally well in 2024, with $6.1 million in revenue. That total surpassed their initial projections by more than 10 percent, Smeall said. Currently, Avenue Bread employees 80 people. Thirty are full time.
Both owners came to their current positions in different ways. Smeall, born and raised in Whatcom County, began working at Avenue Bread
Owners Johnny Macfarlane and Jamie Smeall. All photos: SATTVA PHOTO.
Matt Benoit
as a server in 2008. Over the years, she continued in a variety of positions, from management to human resources.
“Wendy mentored me into a lot of the roles that I did,” said Smeall, who last year was named Professional Woman of the Year by Whatcom Women in Business.
Macfarlane moved to Bellingham from New Orleans in 2016 with a bartending background. He initially entered the Avenue Bread family via management of The Filling Station — a two-location burger joint the DeFreests also founded. Macfarlane purchased the business between 2019 and 2020.
When the DeFreests began talking about retirement several years ago, that led Smeall and Macfarlane to consider their future roles in the company. Their conclusion was to team up and present the outgoing couple with an offer to buy Avenue Bread.
“It’s an honor to shepherd the future of the ‘eggenue’,” Macfarlane said with a smile. “There are so many people who love Avenue Bread, so it’s really important to understand where Avenue Bread is now and why it’s
“There are so many people who love Avenue Bread, so it’s really important to understand where Avenue Bread is now and why it’s successful.”
— Johnny Macfarlane
successful — but then also have an eye on the future of where we need to take it.”
So far, those changes have been thoughtful. The company’s flagship Railroad location received a facelift, with new countertops, paint and artwork. Dinner service also is back at the Lynden café after being discontinued during the pandemic. That location shares building space with The Inn at Lynden, one of the city’s most cherished lodgings.
Smeall and Macfarlane also are focused on renewing attention to Avenue Bread’s catering arm, having recently hired a full-time catering manager. They’re also plotting how to celebrate the eatery’s 30th anniversary later this year.
Both owners have navigated well the landscape of operating a cherished local business, working hard to build their personal credit with customers, employees and the business community. With four locations in different communities, Smeall said keeping up with everything going on in each neighborhood can be challenging.
The duo are particularly proud
of the fact that Avenue Bread saw very little of the employee turnover that can accompany many ownership transitions.
“Employees really enjoy working here,” Smeall said. “We have a lot of 10-year employees. Even though we’re a college town, and you would have turnover with that demographic, we have a lot of repeat employees.”
Avenue Bread also hopes to donate many more of its “free for a year”certificates to local nonprofits for their galas and auctions, entitling the eventual recipient to 12 free Avenue Bread meals or products over the calendar year.
Smeall and Macfarlane are committed to maintaining the café spaces that have become woven into the social fabric of Whatcom County. Avenue Bread’s mission, Macfarlane said, remains unpretentious.
“You get a local product, local ingredients, at an affordable price,” he said. “That’s just getting harder and harder to find. And I think that really is our true goal.”
■
SMALL BUSINESS OF THE YEAR NOMINEE
BELLINGHAM BAY BUILDERS
From beams to business
A blueprint for BBB’s growth
Just over 20 years ago, Dave Brogan and three other employees from a local contracting company decided to start their own business.
The four friends wanted to create a contracting company different from the norm. They chose a cooperative ownership model in which every owner shares equally in both profit and responsibility.
“Our relationship to our clients is pretty similar to a lot of high-end custom, general contracting firms,”
Brogan said. “But what makes a difference, as a workers’ cooperative, is how we interact with each other internally, with broad understanding of the company’s financials. We share the decision-making and responsibility of running the business.”
Bellingham Bay Builders initially operated as a framing subcontractor, but after a couple of years, the company evolved into a general contracting firm focused mostly on new and remodeled custom residential construction, with
additional focus on commercial tenant improvements.
Today, BBB has seven different owners and 19 full-time employees. Its 2024, revenues were in the $4 million to $5 million range — a roughly 25 to 30 percent rebound from 2023 and the end of a several-year downturn. The company builds primarily in Whatcom County but also does projects throughout Skagit and San Juan counties.
Leah Brissenden is the company’s newest co-owner, having earned that
Matt Benoit
Left to right: Dave Ghan, Justin Lonegan, Leah Brissenden, Dave Brogan, Jeff Mack and Alex Griffin. Not pictured: Daniel Whitsell. SATTVA PHOTO.
status after five years with BBB. Brissenden said that while she applied to many jobs after moving back to Bellingham from Tacoma in 2016, BBB stood out for its ownership possibilities.
“I am a person who enjoys having a lot of pride in where I work,” she said. “Because you have the potential to be an owner, your investment in the company happens really early.”
When Brogan — the only remaining original owner (the rest have either moved or retired) — helped incorporate the business in 2004, there was an additional mission for BBB besides profit-sharing.
“We were seeing an opportunity to push green, high-performance building that wasn’t being pushed at the time,” he said. “It was great because it was a market opportunity to do what we wanted and aligned with our values. Now, more people are doing a great job with sustainable building. But in 2003, 2004, there wasn’t a lot of it going on.”
BBB focuses on solidly built, high-performance structures, with attention to low-maintenance durability, indoor air quality, thermal comfort,
“Because you have the potential to be an owner, your investment in the company happens really early.”
— Leah Brissenden
energy efficiency and pleasing design. The company is mindful of a building’s carbon footprint.
That focus has brought the company recognition, including several housing innovation awards from the United States Department of Energy. In 2023, its Silver Lake House design in the Maple Falls area was recognized for having an average monthly energy bill of just $7, with an estimated 30-year energy savings of $93,700.
“We always are excited when we’re doing a project that’s designed to be net-zero energy,” Brogan said.
BBB has also been recognized by Bellingham Alive magazine — for four consecutive years — as one of the area’s “Best of the Northwest” building companies.
Community involvement is another key aspect of what BBB does. Prior to the pandemic, the company engaged in an annual service project in which staff, partners and friends would donate their time several weekends a year to build something needed by the community.
Past projects include working on
Friday Harbor housing developments with San Juan Community Home Trust and construction with Orcas Island’s Camp Orkila and local chapters of Habitat for Humanity. Since 2007, the company has been a sponsor for Sustainable Connections’ Energy & Green Building Program. Brogan said the company plans to resume the practice this year with a project in the North Cascades.
Spearheading a volunteer project is also part of achieving ownership in the company; Brissenden focused her efforts with the Ferndale Food Bank several years ago.
“Volunteering is one thing that we try to do as frequently as we can,” she said.
BBB currently has several projects in the works, including a residential build in the Chuckanut area in which it is partnered with a Seattle architectural firm. The company also is remodeling a historic Bellingham home.
More than two decades after its first support beams went up, Bellingham Bay Builders continues its commitment to the manageable growth of both itself and the community.
Photo courtesy of Bellingham Bay Builders.
SMALL BUSINESS OF THE YEAR NOMINEE
STEMMA BREWING
Hopping to it
Moving pourward the next step in community, growth and beer
Matt Benoit
While taking an upper-level entrepreneurship class at Western Washington University in 2011, Jason Harper drafted a business plan that combined his love of microbrewing with the sense of community he felt it provided.
He graduated that year with a degree in finance and accounting, but it would be another eight years before his hypothetical plan would be realized with Stemma Brewing Company — another in a lengthening line of successful Bellingham breweries.
In the six years since it opened its
doors at 2039 Moore St., Stemma has enjoyed continuing success on both the taphouse and retail sides of its operation. Most recently, the company completed purchase of the former Twin Sisters Brewing Company location in Bellingham’s Sunnyland neighborhood.
The expansion to a second, larger location will allow a doubling of Stemma’s brewing capacity, from 2,000 barrels (62,000 gallons) a year to about 4,000 barrels, said Harper, 35, who co-owns the brewery with his wife, Kim. His parents provide additional support, making
ownership all in the family. The name Stemma, in fact, is a Latin term for a family’s genealogy. Harper’s wife chose the name.
“We wanted a name that embodied the family-focused culture that we bring to our business,” he said.
The past several years have seen the brewery operating at maximum production capacity. Stemma reported 2024 revenue of $1.6 million and currently employs 11 full-time employees and two part-timers. The brewery tries to prioritize full-time work in order to offer
Owners Kim and Jason Harper. All photos: SATTVA PHOTO
health benefits, Harper said. He is particularly proud of the tight-knit team the brewery has maintained, with little turnover among full-timers.
“Our whole staff is awesome,” he said. “Great brewers, great bartenders. I’m proud of the longevity we’ve been able to create, with both customers and employees.”
Stemma’s organizational philosophy is social connection through great beer, and that extends into the design details of the taphouse set-up: food trucks flank the building entrance, while all taproom tables are moveable to foster a given party’s gathering or shrinking size.
“Both Kim and I really love people and love connecting with people over a pint,” Harper said. “I think that’s really what we’re after, and especially as we grow, is just more ways to connect with people and gather.”
Stemma’s nimbleness as a business was tested early, as the COVID-19 pandemic accelerated its plan to can beers for retail sale. The brewery initially planned to remain keg-only for three years, Harper said, but instead was selling cans by the end of March 2020.
Today, retail distribution in Washing-
ton extends as far south as Olympia, in both cans and draft. The business is also canning “Super Squeeze,” a carbonated “hard” juice that contains 7.5 percent alcohol by volume. Harper said he created the seltzer-style beverage almost as a tongue-in-cheek project, but its popularity now makes up 25 percent of its overall sales.
Stemma’s taphouse, meanwhile, has 14 taps, including the full selection of Stemma’s core beers and rotating seasonal options. It recently won bronze and silver medals — for its Pilsner and Amber Ale, respectively — at the 2024 Washington Beer Awards. Stemma also took home a gold medal for its Mirror Coffee Oatmeal Stout at the 2024 Best of Craft Beer Awards.
The brewery creates special releases for charitable causes, which have included the Whatcom Mountain Bike Coalition, Hannah Dashiell Memorial Scholarship and Sofia Milstead Foundation. It has also poured at events for Bellingham’s Wild Bird Charity.
Acquiring the former Twin Sisters location (Harper currently refers to it as “Stemma West”) has taken a bit of time and a lot of money, but Harper said both
“I think that’s really what we’re after, and especially as we grow, is just more ways to connect with people and gather.”
— Jason Harper
financing and timing came together to buy the turn-key facility.
Stemma expects to hire another 15 to 20 people for the second location, with the taproom side of the property expected to open by March. The restaurant and mezzanine side is expected to open in late spring or early summer, Harper said.
How the full-size kitchen at the new space will be used is still being figured out; in the interim, food trucks are expected.
“We’re really excited to just expand into there and grow our footprint in Bellingham,” Harper said. “We just want to be a community hub — a place for good food and good beer.”
SMALL BUSINESS OF THE YEAR NOMINEE
SUMMIT BOOKKEEPING
Reaching the summit
Balancing numbers for a thriving community
Summit Bookkeeping is a behindthe-scenes operation. Its employees crunch numbers, file reports and function as an offshoot of clients’ office staff, helping them with services ranging from bookkeeping to payroll processing and tax form preparation.
Candace White, who grew up in Whatcom County, opened Summit in 2010 when a certified public accountant suggested to her that Bellingham needed more smallbusiness bookkeepers. The company
began with White, two part-time employees and a single client and has grown organically in the past 15 years, mainly through word-ofmouth referrals.
Today, Summit — located off Bellingham’s Squalicum Parkway — employs eight full-time employees and two part-timers, working with over 100 clients across Whatcom and Skagit counties, plus several Seattlearea businesses. The company’s monthly bookkeeping services include reconciling bank and credit
accounts, preparing invoices and financial reports, processing payrolls and prepping tax documents. It also provides marketing and notary services.
Summit Bookkeeping also has a dependable in-house marketing person who provides the company with a stable online presence through its website blog.
“One of the reasons that people refer other clients to us is because we adapt pretty well to whatever their needs are,” White said. “It could be
Matt Benoit
Left to right: Randi Duncan, Candace White, Nikki Turner, Brenda Hollander, Sandy Hicks, Crystal Sprague. All photos: SATTVA PHOTO
“When we work with our customers and they are successful — or big things happen for them — we’re always really excited to celebrate that.”
— Candace White
that we’re just doing pieces of their accounting while they’re doing parts. We try to make their accounting easy while being very supportive of their needs.”
Summit’s client base has grown 15 to 20 percent year-over-year, White said, and varies from 25-person small businesses to the self-employed. A variety of industries are represented, from local breweries and restaurants
to law offices and veterinary clinics. There also are medical facilities, construction companies and both online and brick-and-mortar retail operations. Many of these businesses are owned by longtime Whatcom County residents.
White said the company has never been very focused on expansion but adds staff as its client base grows. Summit is thoughtful in its approach to adding those clients, she added, ensuring the relationship between them will be ideal for both parties.
“Our goal is always to find people who we align with,” White said. “People who appreciate our help and whom we enjoy working with.”
Summit is especially proud of the work they do for nonprofit clients,
many of which provide essential services for those in the community.
“We feel very passionate about the people that we’re supporting in the nonprofit organizations,” White said.
As Summit’s employees enter another year of their behindthe-scenes work, White and her employees say they are most proud of being a part of their customers’ business goals.
“When we work with our customers and they are successful — or big things happen for them — we’re always really excited to celebrate that,” White said. “If they open new stores or restaurants or take on a new endeavor, we’re always there cheering them on, and we’re really excited to be a part of that.”
BUSINESS PERSON OF THE YEAR NOMINEE
BRAD BARRON, BARRON HEATING AC ELECTRICAL & PLUMBING
Wired for good
Barron goes beyond homes, connecting hearts and giving back
Mary Louise Van Dyke
Once a month, Brad Barron, the CEO of Barron Heating AC Electrical & Plumbing, hops into the company’s converted VW “Kindness Kamper” and heads out on a special mission. The destination changes each month as a new featured nonprofit — such as Lydia Place or Brigadoon Service Dogs — receives a donation with money raised through the Barron KARES (kindness, appreciation, response, empathy and service), program.
Barron is a home service provider and commercial contractor.
“In 2024, we kicked off Barron
KARES, where our efforts to give back involve identifying an organization in the community that does really great work,” Barron said.
Funds are raised through the sales of electrical, plumbing and heating/ventilation/air conditioner systems. For every unit sold, the company donates $110 to charities. In 2024, Barron raised over $100,000 for local nonprofits.
The company was founded in 1972 by Dan and Vivian Barron, Brad Barron’s grandparents. He shares ownership and partnership with his dad, John Barron,
whose roles include executive chair and coach. Some 167 employees service an area from Whatcom County to Skagit, Island, San Juan and north Snohomish counties. About 136 are based in Whatcom County.
According to Barron, 2024 involved some strategic business decisions, with company earnings coming in at approximately $40 million.
“We sunsetted our new construction department that represented about 10 percent of our business and pivoted those resources to retrofit work,” he said.
Brad Barron, CEO of Barron Heating AC Electrical & Plumbing. All photos: SATTVA PHOTO
The company’s vision and mission call for taking care of homeowners and business owners in a relational setting.
“Being a subcontractor, we didn’t feel that lived into our mission,” he said.
Shifting away from subcontracting allowed the company to increase efforts to educate customers about the benefits of heat pump and solar technologies.
“The idea is that when you combine heat pumps with solar for a business or home,” Barron said, “then you can do some really great things when it comes to clean energy goals and ultimately being an environmental steward.”
The company continues to see the success of the Barron Technician School, launched in 2019. To date, more than 30 people have graduated from the 15week intensive course held at the company’s Ferndale campus. The course includes classroom labs and on-the-job training. Wages for the program begin at $22 per hour, with graduates earning raises as they progress in their skills and certifications.
That’s been a huge push for the company, Barron said. There is a deficit of trades workers, with five baby boomers
retiring for every younger person who enters the trade. Plumbers, electricians and HVAC technicians are needed.
In 2024, company leaders realized that telling the Barron story through marketing was important. It acquired Veritas Media, a local video company, and Barron uses its video capabilities for company marketing and creative content.
Brad Barron joined the company in 2017 after receiving a call from John.
“Dad said his business partner of 20 years was retiring,” Brad Barron said. “Did I have any interest in the family business? So, we talked about it for a while, prayed about it.”
The business has grown about 80 percent since he took over as the director of operations in 2018. At that time, 100 percent of company revenues came from HVAC. The decision to expand the company’s services to include electrical, solar and plumbing helped create almost 100 new jobs.
The company has won seven awards through the Bellingham Alive! Best of the Northwest contest, including two in 2024 for Best Clean Energy Company and Best Plumbing.
“We are really blessed to live, work and play in Bellingham and Whatcom County.”
Barron graduated from the University of Washington with a degree in civil and environmental engineering in 2011 and is a professional engineer. His community involvement includes serving as a board member for the Bellingham Regional Chamber of Commerce and as a member of the city of Bellingham’s Electrification and Renewable Energy technical working group. Barron Heating AC Electrical & Plumbing is also a President’s Club member at the WBA.
His work background includes consulting engineering and becoming an engineering manager in the four-state territory of Alaska, Montana, Idaho and Washington.
Barron looks forward to continuing to grow the company.
“I think we are really blessed to live, work and play in Bellingham and Whatcom County,” he said. “But I think what makes it even more special is genuinely that the community cares and wants to do business locally.”
— Brad Barron ■
STOWE TALBOT, TALBOT GROUP
From blackberry bushes to urban utopia
The man behind the Barkley Village evolution
Mary Louise Van Dyke
Bellingham businessman Stowe Talbot recalls being a teenager when his dad, Jim Talbot, asked whether he’d like a summer job clearing a pathway through a parcel of undeveloped land — what would become Barkley Village — on Bellingham’s eastern edge.
Talbot agreed. He used a chainsaw and machete to cut through the area that’s now the site of busy Woburn Street.
A month of long days spent wrestling blackberry brambles and brush resulted in calloused hands and scratched skin. More importantly, Talbot learned to appreciate the value of hard work. The experience sparked a deep-seated feeling
in him of being connected to the property he now develops.
Today, Talbot is president of the Talbot Group and spends his time guiding the Barkley development. The company oversees management, development and asset management for the 250-acre site. Of the 18 full-time employees, 16 reside in Whatcom County.
Stowe and his sister, Jane Talbot, are the third generation of Talbot family business owners in Bellingham. Their grandfather, Archibald Talbot, purchased the Bellingham Shipyards on Bellingham’s waterfront in 1941 and constructed barges and wooden-hulled minesweep-
ers there for the US Navy during World War II. After the war ended, Archibald transitioned to a new business called Bellingham Cold Storage, later handing management over to Jim.
In 1970, Jim Talbot looked for a new location to expand the cold storage warehouse and purchased the 250-acre site now known as Barkley. However, his plans for expansion never occurred.
“That was a good thing because … Dad landed on another idea — that this property could be developed as a mixed-use neighborhood center,” Stowe Talbot said.
Talbot graduated from Yale University
Stowe Talbot, president of Talbot Group. All photos: SATTVA PHOTO.
in 1987 with a degree in Russian and history. After graduation, he worked for another of Jim’s business ventures — the US-USSR (Soviet Union) Marine Resources Company — first as a translator aboard a Soviet fish processor in the Bering Sea and later in the Seattle office coordinating seafood barter deals between the two countries.
Jim turned over the management responsibilities of Barkley to Stowe and Jane in the late 1990s. Creating an urban village is like making soup, Talbot said, where just the right ingredients (tenants) are needed to produce a complementary blend.
As an urban village, Barkley Village is special, with medical facilities, retail shops, restaurants, a movie theatre, a grocery store, three apartment buildings, the Scramble Nature Playpark and a con dominium residential building.
“The most challenging part of our business is financing, constructing and then managing so many different build ing types and uses,” Talbot said. “We have over 90 commercial tenants. [We’re] trying to do it well, managing the whole neighborhood, keeping it clean, safe and beautiful.”
Some of Barkley’s newest construction
“Dad landed on another idea — that this property could be developed as a mixed-use neighborhood center.”
— Stowe Talbot
includes a build-to-suit project for NW Gastroenterology & Endoscopy, Mercy Housing’s Trailview Apartments (which offer subsidized housing), and Bellingham School District’s new district office, which opened in March 2024.
Barkley’s build-out is by no means complete, and future development will occur along the north and east sides of the property. Master planning work is ongoing to determine what types of buildings will be needed by the community; where to locate streets, parks and trails;
and how to pay for all of it.
The group has designed and permitted two more large residential buildings that are shovel-ready and able to launch once market conditions are right.
As for philanthropy, Talbot Group supports a number of local charitable organizations — particularly ones located near the Barkley area. Fundraiser concerts are held on the Barkley Green throughout the summer to benefit several local nonprofits.
“We hope that in 50 or 100 years, long after the build-out of the project is complete, this neighborhood will be treasured and admired not only in Bellingham, but in the whole Pacific Northwest,” Talbot said. “We hope that people and businesses will be drawn to the neighborhood because of the handsome buildings, the beautiful green spaces and the successful mix of amenities and activities.”
BUSINESS PERSON OF THE YEAR NOMINEE
TRIP RANDALL, SUPERFEET WORLDWIDE
Stepping it up
Insoles to impact: running the path to Superfeet
Trip Randall, CEO of Superfeet Worldwide, said it’s hard to pin down what a typical day means for him because his work touches every area of the business.
“A perfect day for me is being able to work across our leadership team and all the different areas they focus on. For me, I love the varied nature of that, as opposed to doing just one thing.”
The company’s global headquarters is in Ferndale, but its premium insoles are sold in retail locations throughout the United States, Canada and the United Kingdom, with distributors
throughout Europe, Asia and South America, Randall said. About 110 of the company’s 165 employees are based in Whatcom County.
“Superfeet is a leading provider of premium performance insoles for your shoes or your athletic footwear,” Randall said. “Superfeet insoles are designed to enhance athletic performance, comfort and foot health.”
Randall joined Superfeet in June 2023 after a tenure as global brand president of Denon Worldwide at Sound United, a home theatre receiver manufacturer. Prior to that, Randall spent nearly 25
years at Nike, most recently serving as vice president and general manager of running in North America.
Randall felt lucky that he got connected with Seattle-based private equity firm Westward Partners, majority owners of Superfeet, who were looking to bring a new leader to Superfeet after the previous CEO announced his retirement. Randall is tasked with positioning Superfeet for future success, including expanding into new markets, strengthening brand presence and investing in new product innovation and technology.
Trip Randall, CEO of Superfeet Worldwide. Photo courtesy of Superfeet Worldwide.
Mary Louise Van Dyke
“We want to be a place where people want to work.”
—Trip Randall
Superfeet has experienced strong growth nearly every year since its founding in 1977. Originally the sports medicine division of Blaine-based Northwest Podiatric Laboratory, Superfeet’s founders recognized that premium, over-the-counter insoles could help people perform their best.
Superfeet’s products were initially designed for high end ski boots and hockey skates and soon expanded to include many other activity-specific solutions. Today, Superfeet makes insoles for a wide range of sports and uses, including styles manufactured via the latest advancements in 3D printing.
“We create products that help people move at their best,” said Randall. “Our primary focus is to create innovative insoles for athletes committed to seeking every advantage while also serving individuals who seek all-day comfort and pain relief for their feet.”
While the largest portion of Superfeet’s business is centered on sports, the company also works with largescale industrial businesses looking to equip their workforce with footwear insoles. Superfeet also works directly with the medical market, collaborating with health care professionals to help integrate Superfeet insoles into patient care. Chiropractors, physical therapists and podiatrists often recommend Superfeet insoles to help prevent or resolve foot, ankle, knee and lower back pain. Beyond products, the company is dedicated to building a thriving workplace culture.
“We want to be a place where people want to work,” Randall said.
In 2024, Superfeet was honored with two “best places to work” awards, one from Inc. Magazine and another from Outside Magazine.
Superfeet has also been recognized
as an “exceptional vendor partner” by major retailers such as Fleet Feet and REI. The brand puts a strong focus on environmental stewardship; its Ferndale facility is powered by 100 percent renewable energy from Puget Sound Energy.
Being engaged with the local community also is a top priority for the brand. Superfeet gives 1 percent of its annual sales to nonprofit organizations, many of which are in Whatcom County. Each summer, the company hosts its Giving Fair, inviting representatives from about 20 local nonprofit organizations to showcase their work and engage with Superfeet’s team. Superfeet employees are each given $1,000, drawn from the company’s 1 percent
donations fund, to contribute to the nonprofit(s) of their choice. Recipients have included the Ferndale Food Bank, Ferndale Community Services and Whatcom Mountain Bike Coalition, among others.
“I think our team gets incredible energy from engaging directly with different organizations during the Giving Fair,” Randall said. “It’s great to hear how those contributions make a meaningful impact locally.”
Local is a great place to make an impact, he said.
“I’m very proud to be a Whatcom County leader and to help our community be better. Whatcom County is a fantastic place to do business.”
BUSINESS PERSON OF THE YEAR NOMINEE
TY MCCLELLAN, HARDWARE SALES
Family roots and national reach
Strong teams, intelligent strategies and good values are the tools
Ty McClellan wears a name badge that states “team lead” as his role at Hardware Sales in Bellingham.
“Being a team leader means you’re always working with your managers, your team and helping them grow,” he said. “You’re always teaching. That’s what I like.”
As Hardware Sales’ owner and president/team lead, McClellan’s job involves sitting in his small office above the sales floor and wishing sometimes he was down there joking around with salespeople and greeting customers.
Whatever the job title, his work is crucial to the business’ success. Hardware Sales employs 151 people, with 112 of them living in Whatcom County. Revenues from 2024 were approximately $66 million, with some 60 percent coming through online sales.
Asked about Hardware Sales’ greatest achievements, McClellan said the growth of its industrial department, internet platform and rental divisions are the most noticeable. This includes working hard to become a foundational name within the community.
Building a great and driven management team comes with realizing he can’t do everything on his own.
“You’re only as good as your people,” McClellan said. “For us to be able to get to where we are, we couldn’t do it without our dedicated managers and wonderful team.”
Hardware Sales has transitioned from its beginnings as an industrial hardware store in 1962 to a company that now offers approximately 80,000 different products in the physical store and online. The company provides tools, repairs
Ty McClellan, owner and president. All photos: SATTVA PHOTO.
Mary Louise Van Dyke
“That’s where we like to spend our donated money [...] to help kids to grow and grow in the right direction.”
— Ty McClellan
and rentals for homeowners as well as industrial sales.
The store also carries promotional items featuring select beers and ales brewed by local breweries, local coffee and wine and sweatshirts, mugs and hats.
The online division, launched 19 years ago, now operates from warehouses nearby in Ferndale and across the country in Whiteland, Indiana. It has become a crucial part of the business. Expanding into online sales has allowed Hardware Sales to grow beyond Northwest Washington, reaching customers across the country and around the world. The online division, known as Onkata, primarily manages local, national and international brands on the Amazon platform.
McClellan said his vision is to keep the business growing. The company is introducing a new product line for its internet sales — a sandbag to better support patio umbrellas — and a modified frost cover for outdoor faucets.
Attending a training in Japan on lean manufacturing and “kaizen,” a Japa-
nese term for continuous improvement, sparked his interest in eliminating waste, increasing efficiencies and reducing stress for workers and customers.
“It taught me to identify and see waste everywhere,” he said.
For example, McClellan moved his printer closer to his desk to save multiple steps a day. Cutting waste in the store and his work routine allowed more time to grow the business rather than putting out fires or keeping operations at status quo.
McClellan is the third generation of his family to head the Hardware Sales team. The business was started by his grandparents, Max and Alta. Alta was honored when she turned 90 (Feb. 11, 2006) by the city of Bellingham for her contributions to the community. McClellan took over from the second generation, Jerry McClellan and (aunt) LaDonna George, in 2015.
His daughter, Brookelyn McClellan, recently started working at the company in marketing.
“The family just created a beautiful
foundation for us to continue growing on,” he said. “I am excited to be able to hand off for the fourth generation and create a heck of a foundation for my daughter to run the business.”
McClellan’s background includes working at the family business during high school, delivering pizzas for Dominos while in college, working for a ski resort as a valet and bell hop in California, and working for a contractor who was building a spacious home for Bill Gates.
Giving back is important to Hardware Sales, and the company’s emphasis is on less-advantaged kids through direct contributions and various organizations.
“That’s where we like to spend our donated money,” McClellan said, “to help kids to grow and grow in the right direction.”
Business in Whatcom County has been challenging when dealing with issues such as shoplifters and red tape.
“But Whatcom County’s been a good community to us,” he said, “and we look forward to seeing the community grow.”
Ty McClellan holds paintings of Alta and Max McClellan, Hardware Sales’ first-generation owners.
JON STRONG EMPLOYEE OF THE YEAR AWARD
JENNIFER BOER , MT. BAKER VISION CLINIC
A manager with a clear vision
Boer inspires care and communication
Anita Merina
At the beginning of every general staff meeting at Mt. Baker Vision Clinic, staff and management recite the clinic mission “to maintain a lifetime of good vision for you, your family and friends in a professional, comfortable and caring environment.”
For Jennifer Boer, clinic practice manager and this year’s recipient of the 38th Annual Jon Strong Employee of the Year Award, this mission and clinic-wide mantra characterize her way of not only working with patients
but also managing and caring for staff.
In nominating Boer for the award, Dr. Brian J. Koning — co-owner of the clinic along with brother Dr. Steven Koning — emphasized this quality.
“Jennifer has created a work culture where every employee — each talented in their own right — feels valued, supported and inspired to make our patients’ lives better,” Koning said. “Staff and patients feel listened to, valued and even fought for. She ensures that our team not only performs at their
best but also understands the deeper purpose of their roles. She doesn’t just manage them, she empowers them to be their very best.”
Boer said establishing and maintaining such a caring environment is paramount.
“For me, it is always important to ask yourself, ‘What does this person need at this particular moment?’ And the answer is found when you work hard to understand, empathize and then respond,” Boer said. “We put a lot of
Jennifer Boer, clinic practice manager. SATTVA PHOTO.
time in training and understanding not only our patients but each other, as well. The most important tool we have is communication.”
Boer’s path to practice manager and the Employee of the Year Award began in Grand Rapids, Michigan, and an entirely different field.
“My initial career was in banking and finance,” Boer said. “I worked in bookkeeping, banking and mortgages before we moved to Bellingham to be closer to family in Abbotsford, British Columbia. I was actually a patient at the Mt. Baker Vision Clinic before I was an employee. In 2017, I began working part time for the clinic. I was the mother of two small boys at that time and switched to full time after the clinic’s manager announced she was retiring. In 2020, I became the practice manager, responsible for all HR duties, managing staff and facilities for the three Mt. Baker Vision clinics.”
In her five years as practice manager, Boer has faced numerous challenges. Not long after she assumed the managerial duties, the COVID-19 pandemic overwhelmed the nation and Boer and staff had to navigate its unique trials.
“We had to close the clinic in March of 2020 to patient visits, and with only a slim staff handling claims and insurance and even with eventually reopening the clinic, we had to put in place protections and procedures to protect both patients and staff,” Boer said.
In addition to navigating COVID19, Boer successfully led the clinic and
“Jennifer has created a work culture where every employee — each talented in their own right — feels valued, supported and inspired to make our patients’ lives better.”
—
Brian J. Koning, co-owner of Mt. Baker Vision Clinic
staff through maintaining the Bellingham clinic, renovating and expanding the Lynden Clinic, and opening the third clinic in Ferndale in 2022 — all while keeping the clinics on strong financial footing.
“Keeping profits local, addressing patient concerns — especially those with complex insurance issues or highly complex medical conditions — and doing it all with grace and balance is the hallmark of Jennifer’s leadership,” Koning said.
The work may be demanding at times, but Boer said it is also rewarding. Mt. Baker Vision Clinic, its staff and patients challenge her to be a better person.
“If I can say anything, it is that my success and the clinic’s success is because we work as a team,” she said. “We help one another. When a member of the staff needs help, we mobilize, such as when a clinic staff member’s house flooded three times.
We rallied around her because if you’re not fully caring for the staff, you won’t be able to fully care for the patients.”
Bellingham front office staffer Rachel Morris agreed, saying Boer continues to set the tone.
“Whenever any of us needs her help, Jennifer drops what she’s doing to listen to us and lend a hand,” Morris said. “We know we can count on her to listen and find a solution. She is easily approachable, and I find that so comforting.”
It all circles back to the mission of caring.
“The greatest lesson and impact from Jennifer,” Koning said, “is that it is not about exercising authority but making lives better — and that’s for our staff, our entire clinic and our community.”
The Jon Strong Employee of the Year award is given to a full-time employee of a Whatcom County business who shows consistent integrity, commitment, professionalism and teamwork. The award is named after longtime Whatcom Business Alliance employee Jon Strong (1947-2019).
JOHN PERRY , MAYOR OF EVERSON
Strength in the storm
“The flood recovery wasn’t just about physical repairs [...] It was about healing and strengthening the bonds between people.”
The floodwaters rose, and so did Everson’s leaders
Jack McKissen
In 2021, the town of Everson faced a challenge unlike anything its residents had experienced in recent memory. A powerful flood swept through the area, submerging homes, damaging businesses and leaving the community grappling with the aftermath. During this time of crisis, Mayor John Perry also faced his greatest challenge. Though the town had experienced flooding before, there was no way to predict what was about to happen.
“We had prepared for flooding,” said Perry. “But what hit us in 2021 was far beyond our wildest prediction.”
When the floodwaters rose, the situation in Everson became desperate. Streets were flooded, homes were damaged, and many people found themselves trapped or in danger. Rather than waiting for outside help, the people of Everson jumped into action.
“Everyone became a first responder,” Perry said. “Literally everyone working
— John Perry
for the city was helping rescue someone from a stuck car or a house that was flooding.”
The scale of the flood was overwhelming, but the response was nothing short of remarkable.
“It was enormously inspiring to see our city, the county and even people from across Washington come to help us,” Perry said.
Perry’s leadership, alongside the efforts of volunteers and local organizations,
John Perry, mayor of Everson. Photo courtesy of City of Everson.
helped ensure that the community wasn’t facing the disaster alone.
As the waters receded and the immediate danger passed, the hard work of recovery began. The process was slow and challenging, but Mayor Perry has remained focused on the long-term goals of rebuilding and strengthening the town. Under his leadership, Everson worked to restore homes and businesses, repair infrastructure and implement new flood protection measures to prevent future damage. The downtown area, which had been hit hard by the floods, is now seeing signs of recovery, with businesses reopening and new investments being made in the local economy.
Perry and the town of Everson worked closely with Whatcom County officials to improve flood defenses, including drainage systems and flood barriers. They focused on building up emergency preparedness programs to help improve the town’s resilience against future disasters. The goal was not only to repair what had been lost but to make Everson a
stronger and more prepared community moving forward.
Throughout the recovery process, Perry kept the community informed, making sure that people knew what was happening, how they could help and what the plans were for the future.
The collaborative spirit that Perry fostered also played a major role in Everson’s recovery. Local businesses, charities and volunteers all worked together to provide the support that was so desperately needed.
In recognition of his leadership and service, Perry is the recipient of the 2025 Public Service Award from the Whatcom Business Alliance. This award honors his outstanding efforts in helping Everson recover from the flood and his dedication to the well-being of the community. Perry’s work during and after the flood not only helped restore the town but also brought Everson closer together.
“The flood recovery wasn’t just about physical repairs,” Perry said. “It was about healing and strengthening the
bonds between people. It created a tighter bond in our community and brought us a lot closer.”
The flood may have tested Everson’s residents, but it also showed the strength and resilience of the town. Perry’s leadership played a huge part in turning a devastating event into an opportunity for growth and unity.
While there is still more work to be done, Everson is well on its way to full recovery. Thanks to the leadership of Mayor John Perry and the incredible efforts of the town’s residents, Everson not only survived the flood but also emerged stronger, more connected and better prepared for whatever challenges the future may bring.
During the past year, a park that had been damaged by the floods reopened — with a new playground. That playground is a simple but powerful example of what it means to rebuild after a disaster.
And that type of leadership should always be honored.
LIFETIME ACHIEVEMENT AWARD
MIKE HAMMES, RAM CONSTRUCTION
From the ground up
Mike Hammes’ journey with RAM Construction
Cheryl Stritzel McCarthy
Construction is in Mike Hammes’ DNA. Always fascinated by massive equipment, at age 12 he started working for a couple of uncles in the business — cleaning up construction jobsites, picking up debris and learning to drive a backhoe.
“They were feisty old guys,” Hammes says of those relatives. That occasional work evolved into weekend jobs, then summer jobs, then
an apprenticeship to an electrician. Ever curious about how big stuff gets built, in the early years he worked a myriad of jobs, learning every skill he could.
He also learned what he didn’t want. In this rough-and-tumble industry, he was hollered at, called names and, now and then, belittled. He promised himself that if he were ever in authority, he wouldn’t do that.
Now, as owner and CEO of RAM Construction, with 70 employees and annual sales of $50 million to $60 million, he’s known for employees who stay and for encouraging them to prioritize family. He’s known as a community builder, as evidenced by awards from various organizations, of which the Whatcom Business Alliance’s Lifetime Achievement Award is the latest. One real-estate company called
Mike Hammes, CEO of RAM Construction. SATTVA PHOTO
him a titan in the industry. Hammes is uncomfortable talking about all this, even less so being interviewed.
“I don’t spend a lot of time thinking about it,” he said, “but this is a rare opportunity, and I am grateful.”
All this hasn’t come without cost. More on that later. But first, let’s look at how that 12-year-old created what became RAM Construction.
RAM Construction designs and builds commercial buildings and civil infrastructure and performs site development, environmental cleanup and industrial demolition. Clients include public and private entities, and jobs go up to $100 million. It varies, year to year, whether government or commercial jobs bring in the most revenue.
As a young adult working construction, Hammes was sometimes part of the “swell,” meaning that he was hired by a company that had landed a big project and then let go when the project ended. That upheaval didn’t sit well with his desire to marry and start a family, so he joined the fire service full time — for the city of Redmond in 1993 and then for Bellingham in 1997. He kept his nascent construction company going but pushed it to the side.
“I was good to the citizens, but my commitment to the fire department was holding me back from large construction projects,” Hammes said.
Still, he kept at it, doing both jobs through the ’90s. He was RAM’s only employee, managing just about everything, carrying around a little 10-column checkbook for accounting. On one notable day, Feb. 6, 1995, he received his state business registration for RAM Construction, took delivery
“We don’t do ‘swell,’ meaning take on a big project, hire 200 people, then lay them off when the project’s done. We’re specific and intentional about what we go after.”
— Mike Hammes
of his first excavator, and with wife Wendy welcomed their first child, a daughter. Wendy joined RAM that year, taking over accounting and administration.
Life became a blur of busyness, working seven days a week for years. One Sunday evening, needing to prep a construction site before heading to the fire department the next morning, Hammes was driving that Hitachi 200 excavator as Wendy, nine months pregnant with their second child, was out front shooting grade (using a laser to measure elevation for drainage and foundation placement). Their toddler daughter was in the cab of the excavator, tucked into a snug little shelf, asleep on her dad’s Carhartt jacket.
“Wendy and I made sacrifices so our employees today don’t have to,” Hammes said. “I thought then, if I’m
ever fortunate enough to be managing people, I wouldn’t want that for them.
“Now we can prioritize family and extend that to everyone. I am in that position now. I want to provide the opportunity to do things with your child, your spouse, then come back and work. All of us, we’re smart, we work our butts off, we work hard so we can have a flexible schedule.”
But back then, as the millennium dawned, Hammes’ two-job conundrum came to a head. His fire department job was constricting his construction work. It was time to choose. The fire department delivered a steady paycheck and public employee benefits, attractive to a man with a family. But he didn’t want to someday look back over his life and think, “What if? What might I have accomplished in construction?”
Hammes quit the fire department. His chief understood but added that the fire job would not be there waiting for him if he ever wanted back in.
“Chief,” Hammes answered, “even if I fall flat on my face, I’ll be a happy loser because at least I’ll have answered the question.”
So, in June 2000, Hammes ramped up RAM, borrowing millions, buying equipment, hiring employees. His first two hires (not counting himself and Wendy) are still with the company. Forty percent of RAM’s employees have been there 10 years or more; 60 percent have been there five years or longer.
“When you know your workforce, you can leverage risk,” Hammes said. “Construction can be a highrisk business, with trucks on the road,
heavy equipment, working deep in the ground or extra high on a building. But we have a workforce that’s been here a long time; we trained them, we know their capabilities. We can start to look at more interesting projects; I can push our boundaries, they’re eager for the challenge. That’s what I mean by leveraging risk. That’s how we grow the company.
“We don’t do ‘swell,’ meaning take on a big project, hire 200 people, then lay them off when the project’s done. We’re specific and intentional about what we go after. When we hire, you can count on being here for a long time, if that’s what you choose.
“That creates career positions. We see young single employees get mar-
ried, have babies, buy houses, raise children, become empty nesters. It’s rewarding to be part of that.”
Speaking of employees, it’s their safety that keeps Hammes up at night.
“Our safety director has an unlimited budget,” Hammes said. “Every employee has my cell number. If they disagree with their supervisor, if they can’t get resolution, call me, I’ll come.
“I tell employees, have the courage to speak up. I tell supervisors, have the humility to listen. Nothing is more important than all of us going home at day’s end. It goes way beyond the hard hat and safety vest. Do you feel you can dream, plan for your future? Are you making your coworkers feel safe?”
Part of that springs from Hammes’
fire-department background of responding to industrial accidents.
“Once you’ve witnessed that,” he said, “you have a greater sense of responsibility for the people in your care.”
Hand in hand with safety is treating employees kindly, Hammes said. That too is buttressed by his memories of early jobsites.
“When you’ve been treated aggressively, you can perpetuate it or break the cycle,” he said. “I don’t allow it. I say, ‘Be the supervisor you wish you had. I’ll give you everything you need to do that.’”
Despite making safety priority number one, humans sometimes make choices that put themselves at risk, Hammes said, and that remains
All photos: SATTVA PHOTO.
a source of stress. Even during the pandemic, with money flying out and nothing coming in, with the workforce divided about government mandates that changed weekly — it was stressful but manageable.
“The scariest part, the part I can never outrun, is: ‘Are our people safe?’”
The pandemic wasn’t the worst. During the Great Recession in the late 2000s, Hammes was suddenly once again working two jobs, consulting for local governments during the day to
Three business lessons from Mike Hammes:
1. Develop strong relationships with an attorney, an accountant, a banker and an insurance bonding agent. “My rule is, I have to enjoy them enough to go to lunch or have a beer with them,” Hammes said. “They’ve been instrumental in our success.”
2. Remain curious about all things. That drives your acquisition of new skills.
3. Most important, take care of your people.
generate revenue to pay his construction company’s office staff, managing RAM at night, and wondering if his company would survive.
“I didn’t want to fail personally, but I really didn’t want to fail for the families who were counting on me, who had mortgages, kids in school. I take that seriously. It comes at a price.”
In October 2010, at age 43, he wound up in the hospital with a heart attack.
But that’s in the rear-view mirror now. This year, RAM celebrates 30
years in business. Hammes said he’s proud of surviving and thriving, proud of honoring obligations, proud of contributing to the community, proud of his family-oriented company. It’s good to look back; it’s good to look forward.
As Hammes said, “It’s been a great ride, and it’s not over.” ■
Rud Browne is the founder and CEO of Ryanna Capital, an investment company for environmentally sustainable businesses. He also is the founder of the nonprofit IDtoWork, which helps homeless youth obtain government identification. Additionally, Browne is the founder and former chairman of The Ryzex Group, a technology services company. Browne started Ryzex in his home in 1989 and grew the company to 360 employees and $75 million in annual revenue — with operations in the United States, the United Kingdom, Canada, France and Australia — before selling in 2011. Browne served for eight years as an elected member of the Whatcom County Council. Over the decades, he’s held dozens of roles in government and nonprofit entities. He is currently working to identify buildable lots and create housing in Whatcom County.
Lessons learned
We all see the world through the lens of our experience. My view is colored by decades spent operating a mid-sized multinational business and eight years as a member of the Whatcom County Council. I had thought the transition from business to government would be easy, as the county was about twice the budget and number of employees as the business I had run.
I soon learned local government is far more complex and challenging to operate than a similar-sized business. As a business owner, I had no boss; a councilmember in Whatcom County
has 225,000. Local government is the one “closest to the people.” It is legally a subdivision of Washington, which means that most local regulations are state mandates. Local government can legally only make things more restrictive, never less restrictive. Everywhere across the developed world, from America to Australia to Austria, owning a house has become an unrealistic dream for most young people. During the time I was elected, I avoided developing any land in the county, feeling it was a conflict of interest to be on “both sides of the
Rud Browne
Rud Browne, founder and CEO of Ryanna Capital. SATTVA PHOTO.
counter.” I now realize that was a major mistake. I should have developed at least one property to experience how intensely difficult our society has made it to build housing. Which is why, for the past three years since I left office, I have chosen to experience firsthand the challenge of increasing buildable land to support new housing. My current belief is that every elected official, at every level, should either try to build some housing or shadow two people who are (from start to finish, one trying to create a new buildable lot and the other trying to permit development).
Most government employees I have interacted with are dedicated and professional. When challenges arise, the cause is likely one or more of the following:
1. the complex and sometimes conflicting rules that government employees have to navigate;
2. the constant fear of litigation (which favors saying “no” to minimize risk, thus discouraging innovation); and
3. some misapplication of rules due to poor training or a misunderstanding of the scope of their authority.
But the biggest barriers to more housing are a lack of interagency collaboration and a lack of understanding of the unintended consequences of new regulations upon the whole. I have seen countless state and federal mandates and read thousands of new rules and regulations, but I have never seen any include analysis of the compliance cost or the impact on affordability and availability. For example, on-demand all-electric hot water sounds energy efficient, but there never is mention that it will add $10,000 to the cost of a house, since a larger transformer is required.
Another example is the new 2025 wetlands buffer rule changes, which make it harder and much more expensive to create housing. I love wetlands; they feed my soul. Over the past 20 years, I have purchased more than
300 acres of land with the intent to enhance and protect them. My goal is to eventually gift our community with 1,000 acres protected in perpetuity. To fund this, I am using the least-sensitive portion of each parcel to create much-needed, small, clustered, energy-efficient single-family homesites while mitigating impacts by enhancing more valuable habitat at greater-than-prescribed ratios.
Ideally, growth should target urban growth areas — land outside the city limits where future development is expected — that have water and sewer already installed. The next best option is rural areas served by private water districts with surplus water rights capacity. Imagine you have 5 acres in a UGA zoned four houses per acre (20 homes in total) with one small Category III (common, lower class) forested wetland in the middle, just larger than a pickleball court. In 2024, you had to preserve a 150-foot buffer around it, taking up just over 2 acres. In 2025, the buffer is now 300 feet, or 7 acres (2 acres more than the property). Buffers don’t stop at property lines, and if the parcel has more than one wetland and/or your neighbors have wetlands, the buffers can easily cover a very large property. The law allows limited impacts to a small portion of the buffers; it requires enhancement (planting trees) on the property or nearby. Both are expensive, so the number of permitted lots will likely be much less than zoning allows. The costs get added to the homebuyer’s price, making housing even less affordable. The new 2025 buffer rules will make most of the county UGAs unbuildable.
State lawmakers acknowledge that more housing is needed, but then government departments create policies that impact affordability and availability with no awareness or analysis of the consequences. The state Growth Management Act requires planners to use “best available science,” but the
“
I should have developed at least one property to experience how intensely difficult our society has made it to build housing.
— Rud Browne
current critical-areas map was built using 1981 aerial photos and a 1992 survey of (only) Category I wetlands. It fails to identify the vast majority of wetlands in the county that are Category II, Category III and Category IV, so it creates the false impression that most of the county is still buildable even though 300-foot buffers are applied. In the past 10 years, just one new buildable lot has been created for every five new houses permitted. It’s unsustainable and getting worse.
I recently joined the Whatcom County Planning Commission, as 2025 will be the year the comprehensive plan is updated. The last buildable lands report claims we have thousands of vacant buildable lots, when in truth we may be lucky to have a few hundred. We can’t plan for the future unless we know the remaining real buildable land, which requires revising the critical areas map using 2024 data.
Aren’t we all tired of seeing our grown kids forced to move elsewhere to raise our grandchildren? Our government entities must be required to identify and disclose the affordability and availability consequences created by any new regulations. ■
years
For every salaried or hourly employee making less than the threshold and working over 40 hours a week, overtime payment is required.
An obscure Washington State salary law is causing employers to lay employees off
An obscure Washington state salary law is causing employee layoffs
If you are not an employer, you may not care about exempt and non-exempt employee salary ranges. However, the continuing changes to employee overtime thresholds is causing many employers to lay off staff and seek to hire employees in other states.
Washington state requires employers to pay non-exempt employees (those employees who don’t meet several thresholds the state defines) overtime for every hour worked. Over the past few years, the minimum salary threshold to qualify as an exempt employee has been increased. This minimum salary is based on an arbitrary multiplier of the state minimum wage and 2,080 hours. The current multiplier is 2.0 and changes in 2028 to 2.5.
The minimum wage is $16.66, as of January, so the exempt salary minimum is now $69,305.60, increasing to $93,340.00 by 2028. Just five years ago,
the threshold was $35,100.
For every salaried or hourly employee making less than the threshold and working more than 40 hours a week, overtime payment is required. As the threshold has increased, employers are having to cut back — on staff hours, mentorship opportunities for younger staff members and even entire positions. Many employees in senior positions today worked extra hours (including this author) when they were younger to gain experience and prove themselves ready for promotion.
Changes to the state exempt and non-exempt salary ranges greatly
Mark Harmsworth
Image: Unsplash/Money Knack
impact businesses (particularly small ones) and non-profits. For non-profit organizations, the problem is especially acute given the large number of volunteer hours their employees give to an organization.
Bill Tsoukalas, executive director of the Boys & Girls Clubs of Snohomish County, brings the problem into sharp relief. The organization provides activities for kids before and after school and is primarily funded through local donations. Over the past few years, Tsoukalas has seen overtime costs skyrocket, to the tune of several hundred thousand dollars per year, as the minimum threshold has increased.
“You can’t just shut the doors at 5 p.m. to avoid paying overtime,” Tsoukalas said. “Parents get stuck in
traffic or have other emergencies, and we have to take care of the kids until they arrive to pick them up.”
Exempt employees, however, can stay late and volunteer their time.
For a non-profit organization reliant on donations, the salary range requirement can be met only by laying off staff, reducing service hours or asking for more donations. In the case of the Boys & Girls Clubs, it’s a little of everything.
“The change doesn’t affect the higher-paid employees,” Tsoukalas said. “It affects the employees who work directly with the kids. Less hours means we can’t provide all the services we would like and keep child care affordable.”
problem. When an employee who once was exempt is reclassified as non-exempt, overtime becomes mandatory. Many employers that may have offered flexible working hours to allow employees to start later to meet family obligations, for example, can no longer do that, as they cannot afford to pay overtime on the hours made up by the employee.
The Washington Legislature should revisit the salary range limits and either consider a suspension or repeal the proposed increase in salary minimums. The current increases are destroying jobs and reducing employees’ working hours.
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Creating future technicians: Barron’s WholeHome Academy
In 2017, Barron Heating’s CEO Brad Barron joined the family firm created by his grandparents and their business partners in 1972. In 1998, Brad’s father was at the helm.
“Servant leaders are the best leaders,” Barron said. His educational training and prior experience were as an engineer, and he believes in removing barriers and getting “out of the way” of his team so they can use their God-given skills and talents. The best teams are trained and have
equipped leaders, whether they are part of the office staff or in the field.
Since the company’s early days with a much smaller team, it now has around 200 in the peak season, counting full-time, part-time and management personnel. The in-house training program was rebranded from Barron Technical School to WholeHome Academy, as it now addresses multitrade education (HVAC, electrical and plumbing) as well as technician sales and leadership courses.
What is Barron looking for in its future trainees? Those who are “honest and hardworking,” Brad Barron said. Candidates also need to be mechanically inclined, understandably. The goal is to have a good retention rate of well-trained employees.
Brad Barron pointed to Dan Millspaugh, the WholeHome Academy head instructor and an electrical administrator. In his previous life, per his company bio, Millspaugh served in the US Marine Corps — a job
Dan Millspaugh, WholeHome Academy head instructor. Photo courtesy of Barron Heating.
Elisa Claassen
that instilled in him discipline and a hard-working mentality. Since diving into the HVAC field in 2003 — after his prior career in the meat processing industry experienced a facility closure — he has added to his knowledge via a host of degrees, licenses, memberships and certifications. When Millspaugh joined Barron, he was picked for a management role after demonstrating his desire to seek excellence. He had told Brad’s father, John, he would enjoy being in a training role several years prior to Brad’s entry to the company. Millspaugh said he has hired many technicians while a manager and has developed good relationships with Bellingham Technical College personnel.
Brad’s wife, Brooke Barron, who is a Washington state-certified teacher and WholeHome Academy curriculum developer, was asked to help the company while she exited maternity leave and before she returned to her job teaching science at Lynden Christian High School in 2021.
“My teaching approach involves high expectations with high levels of support for all my students,” she said. “It’s my goal to meet the student where they are at academically and scaffold the instruction to help them meet the objective. This approach involves a level of relational capital and rapport with the students, which is time consuming, but I find builds lasting results.”
Brooke spent 18 months working with Millspaugh writing the 15-week curriculum, which has resulted in two labs with a smaller group of students learning at a time. (Millspaugh said they also have sold a package of this learning system to another company in another state.) So far, they have successfully graduated 30-plus graduates,
It’s my goal to meet the student where they are at academically and scaffold the instruction to help them meet the objective.
— Brooke Barron “ ”
gaps,” Brooke Barron said.
“It’s amazing to see how access to relevant training and education can change the opportunities for people in our community,” she added. “College and vocational training are costly. The WholeHome Academy allows people to work while performing applicable on-the-job training. The HVAC, electrical and plumbing trades are essential services. As a STEM educator, I’m proud to be a part of a legacy that helps grow professions that encourage people to do science.”
including six cohorts of technicians with a 100 percent pass rate.
“Since the HVAC service trade is not my area of expertise, I scaffolded the curriculum writing process for Dan so he could use his wealth of knowledge and experience to fill in the learning
A video explaining the school is available on the company’s training web page. Job candidates accepted by WholeHome Academy are paid for their classroom, lab and on-the-job training and don’t pay tuition.
Preparing for SECURE 2.0: Key changes employers need to know for 2025
The SECURE 2.0 Act is ushering in a wave of reforms that will redefine how employers manage retirement plans and support their workforce. By 2025, several critical provisions will take effect that aim to improve retirement readiness, address financial challenges such as student debt and emergency expenses, and ensure longterm savings stability for employees. Employers must adapt now to remain compliant and capitalize on these changes to benefit their teams.
1. Mandatory automatic enrollment and escalation
Starting in 2025, newly established 401(k) and 403(b) plans must feature
automatic enrollment and contribution escalation. Employees will automatically contribute at least 3 percent of their salary, with a mandatory annual 1 percent increase until their contribution reaches 10 to 15 percent. It’s important to note that exemptions include small businesses with fewer than 10 employees, companies less than three years old, and governmental and church plans.
What employers should do:
• Update plan documents and coordinate with payroll providers to implement automatic enrollment and escalation.
• Train human resources teams to
address employee questions and concerns, emphasizing how these features promote retirement savings.
2. Emergency savings accounts
SECURE 2.0 enables employers to offer emergency savings accounts tied to retirement plans. Employees classified as non-highly compensated can save up to $2,500 in post-tax contributions, with penalty-free withdrawals for unexpected expenses. In short, ESAs provide a safety net for employees, reducing financial stress and decreasing the likelihood of retirement fund withdrawals.
Image: Unsplash/Amy Hirschi
Steps for employers:
• Incorporate ESA options into plan offerings.
• Communicate how ESAs work and explain their benefits, such as easy access to funds without early withdrawal penalties.
3. Student loan payment matching
To address the financial strain of student loans, SECURE 2.0 permits employers to match employees’ student loan payments as if they were retirement contributions. This is an excellent recruiting and retention tool, as employees can now focus on debt repayment without missing out on employer retirement contributions.
Action plan:
• Implement systems to verify loan payments and provide corresponding matches.
• Promote this benefit to attract and retain younger talent burdened by student debt.
4 . Roth contributions and catch-up adjustments
For high earners (earning $145,000 or more), SECURE 2.0 transitions all catch-up contributions to Roth-only starting in 2025. The IRS has delayed the effective date of this new rule until Jan.1, 2026, allowing employers additional time to make changes to their plans. Although this measure affects fewer employees, it’s a significant shift for plan sponsors. Employers can also now offer Roth treatment for matching contributions, which could appeal to employees seeking tax-free withdrawals in retirement.
How employers can prepare:
• Ensure retirement plans support Roth contributions.
• Collaborate with payroll providers to streamline tracking for affected employees.
5. Expanded catch-up contributions for people aged 60 to 63
Starting in 2025, employees aged 60 to 63 can contribute up to $10,000 annually or 150 percent of the standard catch-up contribution limit, whichever is higher. For 2025, the higher of the two is $11,250. Importantly, employees earning over $145,000 (indexed for inflation) must make these contributions as Roth (post-tax) contributions beginning in 2026. This provision allows employees approaching retirement to significantly boost savings, particularly those who started saving later in life.
Implications for employers:
• Retirement plans must accommodate Roth-only catch-ups.
• Payroll systems should be updated to identify high earners and ensure contributions comply with Roth requirements.
6. Increased 401(k) rollover threshold
The automatic rollover threshold for small 401(k) balances will rise from $5,000 to $7,000. This simplifies plan administration by reducing the number of inactive, low-balance accounts.
Benefits for employers:
• Lower administrative costs
• Streamlined recordkeeping
Additional considerations and compliance tips
Part-time worker access
SECURE 2.0 reduces the eligibility requirement for part-time workers from three consecutive years of 500plus hours to two years. Employers should track hours closely to ensure compliance.
Tax incentives for small businesses
Small businesses starting retirement plans can take advantage of enhanced
tax credits, covering up to 100 percent of plan startup costs for the first three years (capped at $5,000 annually).
Educational efforts
Companies should develop resources explaining the benefits of Roth contributions, ESAs and automatic enrollment and help employees understand the trade-offs between pre-tax and Roth contributions, particularly for older workers subject to Roth-only catch-up rules.
Key takeaways for employers
I. Plan adjustments are essential: Employers need to amend plan documents, upgrade payroll systems and ensure administrators are ready to implement new features such as Roth options, ESAs and automatic enrollment.
II. Communication is critical: Clear and proactive communication helps employees understand and embrace these changes, maximizing participation and satisfaction.
III. Boost talent retention: Student loan matching, ESAs and similar benefits demonstrate a commitment to financial wellness, making organizations more attractive in a competitive job market.
IV. Leverage tax credits: Small businesses can offset costs by utilizing expanded tax credits for new retirement plans.
Conclusion
The SECURE 2.0 Act introduces powerful tools to improve employee financial well-being and strengthen retirement savings. While the administrative lift may feel substantial, early preparation will help ensure compliance and assist employees in taking full advantage of these benefits. Employers that adapt thoughtfully will stand out as champions of the financial health of their workforce, fostering loyalty and positioning themselves as employers of choice in a dynamic job market. ■
Thanks to our Presidents Club members for helping to create a long-lasting impact and furthering the success of our local community.
2025 Legislative Session: 15 bills introduced to raise taxes in Washington
Dann Mead Smith
By the time you read this article, the 2025 legislative session will be about halfway over. Our 40th and 42nd district legislators arrived in Olympia on Jan. 13 to begin their work and are set to adjourn on April 27. I mention this because some of the following information might not be up to date, since it was written in mid-February. Please check the Whatcom Business Alliance’s website
and social media accounts to learn the latest on these and other legislative issues that impact you and your business.
When outgoing Gov. Jay Inslee presented his budget proposal in December for the 2025-26 biennial state budget, many were surprised to hear about the state’s multibillion dollar “deficit,” as he called it. For years, our state’s tax revenues outpaced expenses, even though the state government was expanded each biennium. For example, Washington is on track to collect $10 billion more in tax revenue over the next four years. So, tax revenues are not
declining in Washington, unlike they are in other states.
The correct term for what Gov. Inslee presented in his final budget is a “shortfall for future spending” or a “multibillion gap in what the state wants to spend.” While state tax revenues are increasing — along with the amount you pay as an individual and the amount businesses send to Olympia — the fastest growth has been the growth of state spending.
Since Gov. Inslee’s first term in 2013, the state budget has grown 51 percent (after adjusting for inflation and population),
with the general fund operating budget increasing from $33.6 billion in 2013-15 to nearly $72 billion in the 2023-25 biennium.
Democratic lawmakers have increased spending by double digits in each of the past two budget cycles. This has led to a 39 percent increase in state government spending in the past four years.
Republican legislators have introduced measures to slow the growth of state spending without cutting current service levels, while some Democrats in the Legislature have proposed several tax increases or new tax proposals since the session started in January. Gov. Bob Ferguson has not released his first budget proposal, but he has said that tax increases should be a last resort and that he is planning to reduce spending across all state agencies. We will know more when he releases his budget around the time this article is published, as well as when official budget proposals by the House and Senate Democrats are released.
The state also will have two new revenue forecasts, to be released this spring, that will help determine how much more revenue is needed to fund new spending proposals and/or how much needs to be reduced in current spending. There is talk of a special session being called by the governor and legislative leadership after the April 27 adjournment to finalize the biennial budget in June before the start of the new fiscal year on July 1.
In the meantime, there were over 15 separate bills introduced in January to raise taxes at the time of publication that are worth tracking, including:
• House Bill 1319: Implementation of a “wealth tax” of 1 percent on intangible assets (stocks, bonds and other such assets) over $100 million, though both the rate and threshold of assets might change in other proposals.
• HB 1320: Increase the business and occupation tax rates that all businesses pay, with both temporary and permanent changes to tax rates that will vary by type
of business. Starting Jan. 1, 2027, this bill would raise B&O taxes for all businesses by 10 percent.
• HB 1334: Increases how much state and local property taxes can be increased without a vote by citizens. The current annual rate is 1 percent, and this bill would increase that to 3 percent.
• HB 1480: Allows all 39 counties across the state to impose their own real estate excise tax, which is currently only collected by the state government. This was sponsored by Sen. Alex Ramel from the 40th district.
• There was not a bill number at the time of publication, but another proposal would take the Seattle JumpStart Payroll tax statewide, meaning that all businesses over a certain revenue level (a number that has been talked about is $8 million in Washington state payroll) with employees who make over $150,000 per year in annual compensation would need to pay a new tax.
According to the Washington Research Council, just the B&O and payroll tax proposals would increase the total tax burden on businesses in the state by an estimated 46 to 51 percent.
Recent polls show that voters across the political spectrum do not want higher taxes and don’t think taxes are the way to address the state’s budget shortfall. Here are some findings from a Napolitan News Service poll of Washington state voters released on Jan. 10:
• Seventy-eight percent of voters believe that taxes in Washington state are already too high (88 percent of Republicans and 68 percent of Democrats).
• Voters (76 percent) said that a rejection of the three ballot initiatives in November that would have repealed or lowered taxes should not be seen by state legislators as implicit approval for the Legislature to raise other taxes this year.
• By a two-to-one margin (56 percent to 28 percent), voters believe that increasing government spending would be bad for the state’s economy.
• Seventy-nine percent of voters said it would be better to address the state’s budget deficit by cutting government spending rather than by increasing taxes.
As our state’s tax burden has risen sharply, the business tax climate has deteriorated significantly, falling from the sixth best in the country in 2014 to fourth worst this year. What’s more, the first-year business failure rate is nearly double the national average, according to the Washington Policy Center. Now is a critical time to address the unsustainable increase in state government and not increase the state budget even more by raising taxes.
Remember to look for updates on the legislative session and the latest tax and budget proposals on the WBA website.
In addition, two excellent sources upon which I relied for this article are worth checking out. These are the Washington Policy Center and the new Budget Breakdown site from Enterprise Washington.
Kaiser Insurance Agency prides itself in supporting and serving Whatcom County. We are the new sponsor for the “Upside” on all the Cascade Radio stations. Listen daily for our jingle and announcements of groups doing good in our community
