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Water rights and other policies are making it hard to farm
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Mayor Kim Lund accepts challenge to make Bellingham better for business
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PUBLISHER Whatcom Business Alliance EXECUTIVE DIRECTOR Barbara Chase CONTRIBUTING Matt Benoit WRITERS Elisa Claassen Tamara Loucks Cheryl Stritzel McCarthy Jack McKissen GUEST COLUMNISTS Lance Calloway Gloria Felicia Mark Harmsworth Dann Mead Smith Paul Twedt ART DIRECTOR Heather Lea PHOTOGRAPHY Sattva Photo COPY EDITOR Matthew Anderson Bellingham PR & Communications
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MAY/JUN 2025
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IN THIS ISSUE...
15
UNION RULES CLASH
New jail project may exclude local contractors if union-only hiring rules are adopted. Contractors and mayors warn against the idea.
20 LIGHTS, CAMERA, WHATCOM
Tax incentives and infrastructure: how the county’s film industry finds opportunities to attract productions locally.
24 WHO WON?!
A snapshot of winners and highlights from the Whatcom Business Awards Black & Gold Gala, hosted by the Whatcom Business Alliance.
15
26 SEWING THE SEAS
Entrepreneur turns a love for boats into a thriving marine canvas company blending craftsmanship, innovation and community.
31
FERNDALE’S CULINARY GEM
A restaurant in Ferndale brings northern Italian cuisine, fine wine and rich ambiance to life with friendly, rustic charm.
37 WATER, FARMS, THE FUTURE
26
20
SEND US YOUR PHOTO!
Dillon Honcoop advocates for collaboration over litigation in Whatcom’s water rights process, protecting farms and the region’s future.
40 HANDS-ON YOUTH TRAINING
Students prepare for careers — and life — through teamwork, craftsmanship and real-world skills at Lynden’s Technic Training Center.
COLUMNS 42 Market volatility and turbulence are unsettling but rarely
dangerous with a solid investment plan. Avoid emotional decisions, stay disciplined and focus on long-term growth.
44 Industry veteran explains the basics of machine learning
and its growing importance for small business owners using accessible tools.
46 CEO of AtlasPro AI outlines how to integrate AI tools into
key areas like content creation, task automation and asset monitoring.
48 Future 42’s 2024 Whatcom Scorecard outlines how county Jim Hallett, president of Whatcom County EMS Foundation, reads Business Pulse magazine with a friend. Photo: SATTVA PHOTO
Send us a photo of you or someone you know reading a copy of Business Pulse in a fun location, and we’ll consider it for an upcoming issue or social media! Photos can be sent to heather@whatcombusinessalliance.com.
4
council members voted on major issues like land use, energy policy, homelessness, taxes and public safety.
ON THE COVER Leader Block Trattoria and Bar owner, Roberto Trendel, stands proudly in front of his award-winning restaurant in Ferndale. SATTVA PHOTO
For 50 years, Business Pulse magazine has been covering the entrepreneurial spirit and economic influence of business talents in Whatcom County. Join the WBA, receive a free subscription and stay connected!
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BP UP FRONT
years 50
Good news, bad news, real news Despite headwinds, our local businesses continue to thrive and inspire It’s an old question: Do you want the good news or the bad news first? I’ll start with the good news. Across the country and locally, the tide seems to be turning. Lawmakers are increasingly recognizing that business isn’t just part of the economy — a strong business sector is essential to our communities and the people who live in them. One reason for that recognition is the tireless work of so many business leaders, including readers of this magazine. The truth that some elected leaders appear to be realizing is that no one wants widespread prosperity more than the business community. No one wants everyone to be able to afford a new Bronco more than your local Ford dealer. The idea that somehow the business sector roots against the success of everyday people lacks basic common sense; but thankfully, common sense is making a comeback. We were fortunate to celebrate the return of a little common sense at our Annual Whatcom Business Awards Gala, where we honored local businesses and community leaders. You can read more about those companies and leaders in the Mar/Apr issue of Business Pulse, found at businesspulse. com. But I hope you had the opportunity to attend this year’s event. Beyond the food, fun and award winners, it was amazing to see just how vibrant, caring and inspiring the Whatcom County business community truly is. Many of our business leaders have called Whatcom County home their whole lives. Many lead businesses that have been part of this community for generations. When they succeed, everyone in this county succeeds — and that’s a big responsibility. That they take time out of their schedules to support this publication and the WBA speaks to how much they care about Whatcom County. That’s the good news. The bad news? The state of Washington is continuing its attempt to become the worst tax environment in the country. According to the nonpartisan
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Washington Policy Center, the state’s tax environment went from sixth best in 2014 to fifth worst in 2025. In other words, we went from sixth to 45th — and sliding. If a football team went from division winner to top of the draft every year, the coach would get fired. At the very least, the game plan would drastically change. But that isn’t what has happened in Washington. For example, both liberals and conservatives agree that the cost of housing presents real challenges. But the government in Olympia is responding to that challenge with proposed taxes that will only increase the cost of a home. At every turn, the Legislature has grown the state budget and increased the burden carried by taxpayers. Inflation has obviously been a big economic story over the past several years. It is interesting that some lawmakers don’t let their concerns about inflation stop them from inflating the budget, as well as inflating the burden on taxpayers. The price of eggs has been going up for years, but the price of government has been going up for decades, with no end in sight. Still, despite these challenges, we move forward. This issue profiles some of the best leaders and companies in the county, state and country. I’ve been in this role for five years now, and at the Whatcom Business Awards Gala, we celebrated 50 years of Business Pulse. That is an incredible achievement. These days, almost nothing lasts for 50 years. For five decades, we have been telling this community about the extraordinary people and businesses that make our county one of the best places in the world to live and work. And that, more than anything else, is the real good news. No matter how crazy our politicians get — or how much they try to tax us — we have people in this community who will stand up and lead. That’s why it has been such a privilege to tell you their stories. As we continue to celebrate 50 years of Business Pulse magazine, turn the page for more coverage of local businesses who have navigated stormy waters but still stand
today in Whatcom County. We should all support local business success, and with pending large contracts for the jail and behavior center coming up for bid soon, the projects could have a lasting impact on our community if they stay local. On Page 15, Cheryl Stritzel McCarthy hits the nail on the head as she delves into the push for CBA and PLA agreements for these public projects — and the potential loss of these public works projects for Whatcom County contractors. Northern Italy is closer than ever! Escape to Leader Block Trattoria and Bar in Ferndale, where you will be welcomed with ambiance and delicious, authentic food — without the plane ride. On Page 31, Tamara Loucks introduces us to this gem in our own backyard. Local Motion (pictures that is) were once featured in Hollywood movies, but how has that changed in our region over recent years? With the Vancouver film hub a stone’s throw from Whatcom County, Elisa Claassen covers the programs and incentives to lure filmmakers back to Washington. Oyster Creek Canvas has you covered! Learn about a successful small business, locally rooted and customer-focused. Matt Benoit introduces us to this thriving company on Page 26. In Personally Speaking on Page 37, Jack McKissen interviews Dillon Honcoop — a long-time advocate for local farming — with updates on the latest water adjudication woes. Our advocacy section on Page 48 contains a legislative update from Dann Mead Smith; see how our local representatives voted on important local issues. Finance, technology and workforce articles promise to give you further insight into current business concerns, and a special feature from Gloria Felicia harnesses AI for business growth. We hope you enjoy this issue’s articles, because we’ve enjoyed bringing them to you. We can’t thank you enough for your support over all these years. Before I go, a reminder that the next issue
will highlight the Top 100 privately owned businesses in Whatcom County. Please visit our website to access the survey, which is available to companies with more than $1 million in revenue. Together, we are making a difference. When businesses succeed, we all succeed. We still have challenges, but together, we will overcome — and we’re glad you’ve chosen to be part of that community, starting with this issue of Business Pulse.
LOCAL. BIGGER. BETTER. Home to the 76th largest equipment rental and sales fleet in the USA!
INDUSTRIAL
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HOME IMPROVEMENT
Barbara Chase, Executive Director Whatcom Business Alliance
Deadline: June 6!
THE TOP 100 LIST
is published in the Jul/Aug issue of Business Pulse magazine. Scan the QR code above, or go to bit.ly/WBA_TOP_100
MAY/JUN 2025
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BP NEWSMAKERS
years 50 The Hannah
Northline Seafoods returns as a buyer for 2025 Bristol Bay salmon season Northline Seafoods has announced its return as a buyer for the 2025 Bristol Bay salmon season. In 2024, Northline Seafoods completed construction of the Hannah, a fully integrated, floating seafood freezing platform designed to improve efficiency in wild salmon processing. The project was propelled by a $40 million food supply chain loan backed by the U.S. Department of Agriculture as part of the Build Back Better initiative. However, the Hannah’s inaugural season was disrupted by an electrical fire beneath one of its three spiral freezers just days before the peak of the Bristol Bay season. Despite this setback, Northline continued operations through the season. They remained engaged with the fleet and the fishery, completing the 2024 season as the last Bristol Bay salmon buyer in the region. “It has been a year of challenges and progress, and we are grateful for the support of our investors, customers, fleet, and stakeholders,” said Ben Blakey, CEO of Northline Seafoods. “We look forward to a prosperous 2025 salmon season.” Northline Seafoods continues to develop its integrated seafood processing model, aiming to enhance efficiency from harvest to market. With the support of key partners, the company remains committed to innovation and improvement as it prepares for the upcoming season.
Lautenbach Recycling expands in Bellingham: new 24-acre facility Lautenbach Recycling is excited to announce the purchase of 24
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acres of industrial property in Bellingham’s Irongate neighborhood. With renovation beginning in March 2025, this strategic acquisition will allow the company to consolidate its operations from several locations in Whatcom County into one central, full-scale recycling facility to serve the local community. The new property will also become the home of NWR Storage Containers, another business owned by Lautenbach Recycling, allowing for streamlined operations. This expansion represents a significant investment in the region’s sustainability efforts and addresses a pressing community need: Currently, Bellingham residents lack a local option for self-haul construction and demolition recycling. The new facility will provide a convenient and efficient recycling solution for residents and businesses. “We are thrilled to take this next step in our growth and better serve the Bellingham community,” said Troy Lautenbach, president of Lautenbach Recycling. “This new facility will streamline our operations and offer residents a much-needed resource for recycling.” The new recycling facility will feature state-of-the-art technology to
handle a wide range of recyclable materials, including wood, drywall, metal, concrete, asphalt and cardboard. It will also offer hauling services to help residents and businesses maximize their recycling efforts and reduce their environmental impact.
Whatcom native returns to start North Sound Spine & Sports Therapy A Whatcom County native has returned to open North Sound Spine & Sports Therapy in Ferndale. Tim Barron, doctor of chiropractic, has six years of experience at a spine and sports therapy clinic in Lynnwood. He graduated from Squalicum High School and Western Washington University, and earned magna cum laude honors from Palmer Chiropractic College in Florida. “Whether the problems are neck and back pain, muscular strains, shoulder injuries, tendonitis or plantar fasciitis, I want patients to be the healthiest version of themselves and
Exxel Pacific team at the AGC Build WA Awards.
get back to doing what they love,” Barron said. Barron treats patients of all ages experiencing pain from recreational activities, competitive sports, yard work and more. He offers multiple adjusting techniques, soft tissue release, corrective exercises and other techniques to create a personalized care plan for each patient. North Sound Spine & Sports Therapy, located at 1863 Main Street, Suite 101 in Ferndale, accepts most major health insurance policies. Call 360.780.7130 or visit northsoundspine.com.
Exxel Pacific wins 2025 AGC Build Washington Awards Exxel Pacific has received the Grand Award for Safety Excellence at this year’s AGC Build Washington awards. Additionally, Quality Control Manager Matt VanderVeen received the Rising Star Award, and Director of Safety Brian Sorensen was named Safety Professional of the Year. Safety is key to Exxel Pacific’s culture and is integrated into the company’s daily project activities. Exxel has been a member
of the Associated General Contractors Safety Team since 1992. This long-standing partnership underscores the company’s dedication to maintaining the highest safety standards in the construction industry. The AGC Build Washington Awards celebrate excellence by recognizing companies that demonstrate exemplary performance in various aspects of the construction industry.
Lighthouse Grill & Pub at Hotel Bellwether, culinary beacon on waterfront Bellingham’s waterfront Lighthouse Grill & Pub offers Pacific Northwest dining with carefully curated menus by executive chef Omar Anzaldua. The Lighthouse Grill is now open for breakfast, lunch, happy hour and a fine dining experience for dinner. For a more casual experience, the Lighthouse Pub is a favorite spot for burgers, fish and chips, fresh local brews on tap and craft cocktails for every occasion. Enjoy daily happy hour from 3 p.m. to 6 p.m. and live
music on Friday and Saturday evenings. The Lighthouse Grill’s outdoor patio is open when the sun’s out and is a beautiful spot to take in the ocean air, marine life and sparkle on the bay. Kicking off on the Fourth of July with the Chris Eger Band and continuing through August, Hotel Bellwether hosts its iconic annual summer music series Blues, Brews and BBQ every Thursday on the water view Terrace Patio. Enjoy live bands, fresh barbeque favorites off the grill, handcrafted cocktails and local brews. Visit hotelbellwether.com or call 360.392.3100.
Exciting news? Tell 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. MAY/JUN 2025
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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) and 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 this list from the Bellingham Chamber of Commerce.
Bellingham Cold Storage bellcold.com
1946
Bellingham Cold Storage’s founder, A.W. (Arch) Talbot, first came to Bellingham in the early 1940s to purchase a local shipbuilding company called Bellingham Bay Shipyards. The yard specialized in building wooden hull minesweepers for military contracts.
BCS Warehouse beginnings on site of Bellingham Bay Shipyards. Photo courtesy of BCS.
TODAY
BCS has more than doubled the size of the company over the last six years. In March 2025, BCS was acquired by Lineage, the largest cold chain and logistics company in the world.
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BCS owners and leaders in 2021, celebrating 75 years in business. Left to right: Stan McCammon, Doug Thomas, José Roques, Stowe Talbot and Stew Thomas. Photo courtesy of BCS.
in Whatcom County! ...................... Then & now
Claus Meats clausmeats.com
1942
Peter Claus founded Stop & Shop in 1942 on the corner of Railroad Avenue and Magnolia Street with his four sons. Claus Meats has been family owned and operated for over 60 years, supplying Northwest Washington with quality food service products. Claus Meats location on Cornwall Avenue in Bellingham, circa 1966. All photos courtesy of the Claus family.
FOUNDERS
Peter and Agnes Claus, with their four sons (Charles, Melvin, Alson and Glen) who worked with Peter at Peter Claus and Sons Meats, before the name was changed to Claus Meats and Frozen Foods in 1966, and moved to Cornwall Avenue.
TODAY
Claus Meats continues to operate in full swing, making sure everyone in the Pacific Northwest has plenty of good food to eat!
MAY/JUN 2025
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Hotel Leo thehotelleo.com
1899
Captain Byron built his namesake, Byron Hotel, in 1899. Once credited as being the finest hotel in Bellingham, as well as a thriving social center, most of the structure was demolished in 1967. Today’s last remnant, the Leopold Hotel, was a 1929 addition to the original building. Leopold Schmidt, a brew master who established the Bellingham Bay Brewery, bought the hotel in 1910. When he died in the hotel in 1914, his hotel manager, Henry Schupp, renamed the hotel Leopold in his honor.
TODAY
Photo courtesy of Whatcom Museum Photo Archives.
Since the main hotel’s demolition in 1967, the Leopold tower has held a wide variety of restaurants and businesses. The Leopold Hotel — on both the National and Local Historic Registry — is now restored to its origins as a center of hospitality, welcoming travelers and residents alike to the heart of downtown. Photo courtesy of Hotel Leo.
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Peoples Bank peoplesbank-wa.com
...................... Then & now
1921
The first Peoples Bank branch opened in Lynden in 1921 after 56 citizens met at the Odd Fellows Hall (now the Eagles Hall) to organize Peoples State Bank. The state approved the charter on Dec. 9, 1920, and the bank was open for business soon after.
All images courtesy of Peoples Bank.
LEADERSHIP
The bank’s commitment to Lynden and Whatcom County continues to this day. Many members of the bank’s current leadership (including President and CEO Lisa Hefter, front center, and CEO and Chairman of the Board Charles LeCocq (back center) are pictured here in front of the Peoples Bank Farm Pavilion at the Northwest Washington Fairgrounds.
TODAY
Today, Peoples Bank has $2.4 billion in assets, employs more than 400 people, operates 23 branches and serves seven diverse counties in Washington state.
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FEATURE BP
Whatcom County’s construction workers are 87 percent open-shop and 13 percent union.
LOCAL LABOR
Proposed new jail site in Ferndale. Photo courtesy of Whatcom County website.
LASTING IMPACT Cheryl Stritzel McCarthy The biggest public building project Whatcom County has ever undertaken is coming up, and rules under discussion now may effectively route these construction jobs away from local firms and workers. Citizens voted in 2023 to replace the existing jail with a new justice facility and behavioral health treatment center. Its estimated cost is $175 million. That’s the big one. Two more upcoming public projects are also relevant: the 23-hour crisis relief center and a building on the Northwest Annex site. What’s the problem? Proposed language within an early draft of the county
ordinance would require the majority of the workforce to be hired through local union halls. Whatcom County’s construction workers are 87 percent open-shop and 13 percent union. Lance Calloway is northern district manager of Associated General Contractors of Washington. AGC’s membership is half union and half open-shop contractors, mainly in the heavy civil, industrial and commercial sectors. The AGC was initially supportive of the county ordinance, called a community benefits agreement, which was intended to focus local workers on local public projects. Then came the PLAs. A project labor
agreement is a pre-hire requirement where the majority of the workforce must be hired via the local union hall. So, an open-shop contractor could put three or four open-shop workers on the project but would have to hire the rest from the union or join the union for the duration of the project. No fair, say contractors. Many won’t bid if a PLA is in place because it puts them at a competitive disadvantage before they even start, Calloway said. Why? Open-shop contractors keep paying their employees’ health, dental and retirement benefits, but on projects with a PLA, they must also pay into the union health MAY/JUN 2025
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and pension trusts. In effect, that means many Whatcom County firms will skip it, seeking work further afield to keep their workforce employed, and out-ofarea union contractors will step in to take Whatcom County’s public project jobs. “The money that those out-of-area workers earn will leave our community,” Calloway said. What’s the timing of these proposed rules? It’s been reported that the ordinance will be drafted in June, with the Whatcom County Council voting in September. That may be too late for local contractors. “I hear on the street that the request for proposal for the jail project may be out in late May or early June, before the proposed community benefits agreement, potentially including PLAs, is finalized,” Calloway said. He added that this ordinance, if passed, will affect future projects that the county will undertake. A community benefits agreement is usually used with private development projects, intended to ensure it delivers tangible benefits such as affordable housing, a school or other amenities to the community in exchange for zoning variances or tax incentives. “CBAs are more prevalent in private development because private companies may not have the same level of responsibility to local communities as public entities,” Calloway said. Much of the proposed community benefits agreement with its PLA restates existing law, Calloway said, adding that existing laws ensure proper pay, safety and non-discrimination. Paying the prevailing wage is already law on public works projects regardless of size, and public projects exceeding $2 million have a 15 percent apprentice requirement to build the workforce. Benefits beyond that force up the project’s cost and are better
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negotiated per project between county and contractor, rather than a blanket ordinance, Calloway said. “Have the benefits match the project,” Calloway said. “Benefits should be up to the owner of the project; in this case taxpayers, and what they’re willing to pay for. It’s like buying the base model of a car and then choosing upgrades. In a building project, the upgrades could be green building techniques, or child care offered to the workforce. Those added costs are for the owner, not the contractor, to absorb.” PLAs reduce the pool of bidders and increase construction costs 13 to 21 percent, Calloway said. “We ask for PLAs to be removed from the ordinance to allow for fair and open bidding for union and open-shop contractors,” he said. “Contractors should be able to hire subcontractors based on the project’s needs, helping keep costs within budget.” PLAs effectively discriminate against certified small businesses and minorityand women-owned companies, which are even more likely to be open-shop, Calloway said. Pete Dawson, CEO of Dawson Construction, was quoted in Cascadia Daily News saying “it’s not a matter of if, it’s a matter of how much more, your project will cost” with a PLA. Gov. Gavin Newsom of California in 2024 vetoed PLAs, citing the additional cost and lack of prudence in spending taxpayer money. Calloway said the Associated General Contractors of Washington is asking for a fair and equitable bidding environment for large public works projects, rather than one that favors unionized firms and workers. “This is not an anti-labor stance but a pro-worker choice,” he said. ■
Hold on, things may be looking up
We hear you, said Whatcom County Councilmember Kaylee Galloway about this still-developing issue. On March 31, she said an updated draft of the proposed ordinance does not mention unions and is “moving away from PLA language” due to community feedback. “My biggest concern is that the messaging is outdated based on the previous draft,” Galloway said. The updated ordinance is undergoing legal scrutiny now and should come before the Whatcom County Council in June, Galloway said. Whether it comes up for a vote in September depends on developments in the June council meeting. Galloway said the goal of prioritizing the local workforce remains.
This ordinance, if passed, will affect future projects that the county will undertake.
WAGE UNION EARNERSvs. DUES Lance Calloway
Public works contracting and procurement isn’t perfect, but it’s a well-established, transparent and effective system. It successfully manages complex, multi-million-dollar projects involving hundreds of workers, contractors, suppliers and administrators. Some well-intentioned councilmembers are reacting to limited complaints and anecdotal input, often influenced by special interests. Here’s what we hope they take away: • The current system works. • Special interest “fixes” can lead to serious cost and equity issues. • These efforts are distracting leadership from urgent priorities, like housing and child care, that would benefit all workers. In conversations with numerous of our local contractors on these issues, I have gained a lot of information and feedback on wage impacts for local open-shop workers working under a pre-hire agreement.
Cost and equity impacts of the proposed ordinance
1.
Community Benefit Agreements and Project Labor Agreements: These would require all contractors to sign union agreements and pay union wages and benefits. While this may sound fair on the surface, here’s the reality: • Open-shop workers lose choice and take-home pay. • Carpenters earning the $78.96 per hour prevailing wage through an open-shop employer may only have $5 per hour deducted for health insurance and can opt out entirely if they already have coverage. • Under a union PLA, the same carpenters would have $23.38 per hour deducted for union dues and benefits, reducing their take-home pay to $55.58 per hour. • Many prefer the flexibility and higher net pay of openshop work to better afford housing, child care or preferred health care.
• Union retirement benefits require long-term participation. PLA projects are often short-term, but union retirement plans require workers to stay in the union for at least three years to vest. Otherwise, they lose the retirement portion of their deductions — about $10 per hour. • The current system allows freedom of choice. About 87 percent of the local construction workforce is open-shop. A PLA mandate would strip choice from most workers and businesses.
2. PLA mandates shrink the bidding pool and raise costs: • Labor groups claim PLAs are just administrative changes,
but the impact is much larger. • Most local contractors, especially small, minority, womenowned and Indigenous firms, are open-shop and won’t bid on PLA projects. • This reduces competition and increases costs by 10–20 percent or more for county construction. • Fewer local bidders also means fewer local jobs for local workers.
3.
“Community Benefits” are more expensive when bundled into construction contracts: • Delivering services like childcare through construction contracts adds 20–40 percent in taxes, bonding, insurance and overhead. • A better solution: Fund benefits directly to families or providers, for more impact at a lower cost. The current system is working well. Mandating PLAs creates unintended consequences — less worker choice, higher costs and fewer local opportunities — all while pulling focus away from real, countywide issues like housing and child care. Lance Calloway is the northern district manager at the Associated General Contractors of Washington.
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No, bad idea! The small-city mayors aren’t mincing words. “If you decide to go forward with this bad proposal,” reads their February letter to the Whatcom County Council, “we recommend making significant changes.” The mayors of Blaine, Everson, Ferndale, Lynden, Nooksack and Sumas want the Whatcom County Council to remove pro-union project labor agreements from the rules that will govern the construction of public buildings — specifically, the justice facility and behavioral health treatment center and the 23-hour crisis relief center — saying it’s unfairly costly to non-union workers and costly for local governments. PLAs increase costs by 10 to 20 percent, meaning the justice facility’s $150 million cost would increase by $15 million to $30 million with no added benefit, the mayors wrote. Plus, PLA reporting requirements would add extra hours, with attendant costs, to county staff. Their letter concludes with the mayors saying they support the goal of community benefits but that this initial proposed legislation does nothing to improve them.
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Over 80 firms representing over 5,200 construction and construction-related workers are against this ordinance.
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We don’t like it either The Lummi Indian Business Council opposes the community benefits agreement with its pro-union project labor agreements, saying it negatively impacts open-shop contractors, which include many Lummi-owned businesses. In a January letter to the Whatcom County Council, the Lummi Indian Business Council wrote that tribal businesses often can’t absorb the additional costs and regulations of PLAs. Forcing tribal contractors “to temporarily join unions or contribute to union benefit trusts they may never utilize is an inequitable practice that undermines their financial stability,” the letter says, adding: • Individual tribal open-shop workers would lose a portion of their earnings to union trusts without receiving benefits, unless they remain in the union for years. • Tribal members already have health care through tribal programs; when on a prevailing-wage job, Lummi Tribe members get the health benefit amount added to their take-home pay, so a PLA is effectively a pay cut. • The requirement for accessing workers through union halls disproportionally excludes tribal workers who’ve faced historical barriers to that while ignoring tribal programs that facilitate employment.
These local companies are largely AGC members. MAY/JUN 2025
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AJ Winslow and his crew on the set of Freedom’s Path. Photo courtesy of Rocket Soul Studios.
WASHINGTON PUSHES
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FEATURE BP
Elisa Claassen With several decades having gone by, many people have watched “Sleepless in Seattle” not once but countless times. Proceed to Cameron Crowe’s “Singles,” from 1992, and “10 Things I Hate About You” in 1999. Seattle and its environs were hot on the location scene for popular much-watched films in the 1990s. But then, the popularity of Washington for film seemed to fizzle. Maybe it is now reemerging in a different way than Vancouver, its north-ofthe-border counterpart, with the state’s focus on rural communities in the mix. Washington can offer tax incentives, but not everything that Vancouver — or even other states — might (apart from the incredible and diverse scenery of mountains, water, islands, cities and agricultural terrain, of course).
Vancouver’s development of “North Hollywood” Comparing Washington and British Columbia is a lot like looking at apples and oranges. Turn on the Hallmark Channel and try to guess where the movie or show was filmed. It was likely within 30 miles of the United States — and probably within 30 miles of Whatcom County. While Washington has had its ups and downs with film support, Canada, particularly Vancouver and Toronto, developed not only tax incentives but also a vast network of film support services and talented crew decades ago. Entertainment Productions’ Report on the Entertainment Industry in 2024 and 2025 attributed strong incentives to creating a robust production infrastructure across Canada, with state-ofthe-art studios and labor forces; British Columbia has approximately 2.8 million
square feet of studio space (including facilities like Canadian Motion Picture Park Studios, which has a long-term lease with Netflix, and Martini Film Studios, which provides a full-service production facility of 150,000 square feet of stage space with eight stages) and an additional 100,000 square feet of support space and back lot services.
What about Whatcom County? Lindsey Gerhard of the Bellingham Whatcom County Tourism office serves as the Whatcom County film liaison for Washington Filmworks, the private nonprofit organization set up to manage the state’s Motion Picture Competitiveness Program. “They have created a selection of videos showcasing the regions around Washington and the varieties of locations available across our state,” she said. “They have been shown to hundreds of members attending the Location Managers Guild International, at the Sundance Film Festival, and other festivals.” The Washington Legislature created the Motion Picture Competitiveness Program as an economic development vehicle to attract and retain film industry investment in the state. Washington Filmworks is the nonprofit that manages the program and the state film office. During the 2017 legislative session, the program was renewed through June 30, 2027. Things have been happening locally on the film front, Gerhard said. “Currently, I know of a few projects airing that have been filmed in Whatcom County,” Gerhard said. “The Netflix show ‘Penelope’ was partially filmed in the North Cascades, and a
recent commercial for the Land Rover Defender was shot in locations including Whatcom County — and has won a few notable awards. On my side, in the past six months I would say I have received around five inquiries, mostly from international production companies with a strong emphasis toward DIY house-hunter-style shows. Even these single-episode productions can bring an economic impact to our areas, and the crew members often stay in our local hotels and accommodations.” “Top Gun: Maverick,” which grossed $1.496 billion worldwide, used Naval Air Station Whidbey Island and the North Cascades as part of the over-the-top scenery as Navy jets screamed by in 2022. The Washington mountains doubled for enemy terrain during an intense flight sequence. “Captain Fantastic,” released in 2016, featured a number of Whatcom County scenes. AJ Winslow is involved in film production out of Bellingham, but that doesn’t mean he makes all of his films in Washington. Winslow, who has been part of Hand Crank Films and Chester & Friends, is primarily associated with Rocket Soul Studios, which he co-founded with Jim Pidgeon in 2018 for features and television. He got his start in 2008 in Los Angeles, where he graduated from the Los Angeles Film School. He moved to Bellingham in 2014; he liked being closer to nature in a calmer environment. “Freedom’s Path,” a Rocket Soul project, is streaming on Paramount+. While Rocket Soul has a small team, it co-produces with others and contracts out, with each project structured as its own limited liability company. One pilot, a Lummi story, was shot here. Winslow MAY/JUN 2025
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brought up the subject of “fringe labor costs” — crew housing and insurance costs, for example. Winslow said they look to Canada and even to other states. He is eying Arkansas for one project as it is a right-to-work state that doesn’t require union membership or higher wages. “Washington is an expensive place to hire people,” Winslow said. Budgets take a hit with union wages and pricey housing costs — even with tax incentives. “We have to take care of the investor,” Winslow said. While he wants to grow the Washington film scene, he said: “It doesn’t pencil.”
Washington film today: what it offers Sherrye Wyatt of Washington Filmworks said the state’s film office previously existed at various state agencies in some form until the legislation was passed to form it as it stands currently. “The film office services were incorporated into the organization so that it was a one-stop shop for producers to get information about locations, incentives and crew,” Wyatt said. These projects have spent an estimated $123 million directly in our economy and created more than 21,000 jobs for Washington resident cast and crew members. Securing an episodic series has long been a priority for Washington Filmworks, because this work generates the best and most consistent work for local crew and businesses. Per Wyatt, over the past five years, “Z Nation” has filmed 69 episodes in locations across the state. On average, over 120 Washington residents are employed on each episode, and the series has spent money at over 500 unique Washington state businesses. And even though the series is headquartered in Spokane, 124 cities across Washington state have felt
These projects have spent an estimated $123 million directly in our economy and created more than 21,000 jobs for Washington resident cast and crew members.
the economic impact of the project when production spent money with a local business, when a city hosted the production for filming or when resident cast and crew spent their wages in their hometowns. As part of newer legislation passed in 2022, an enhanced incentive was put into place to encourage film production in Washington’s 30 rural counties, potentially showcasing many previously untapped filming locations. “The incentive encourages new economic activity for rural areas and increases our competitive edge with other states and counties,” Wyatt said. Seventeen of the 30 rural counties have seen filming since this was launched in May 2023. Wyatt said that other states offering a similar “place-based” incentive have seen different results. What is unique to Washington is that if 50 percent of filming takes place in a rural county, a production may be eligible to receive up to 10 percent back on their
entire qualified spend, not just on what they spend within that rural county. Montana offers a 5 percent uplift only on production expenditures made within a county that is considered an underserved area, which may vary from year to year. The 10 percent tax credit uplift is available only on qualified expenditures in New Mexico areas at least 60 miles outside of the Santa Fe and Albuquerque city halls. Nevada offers a 5 percent bonus if 50 percent of the filming days take place outside of Clark County. “The rural incentive is proving to be extremely successful,” Wyatt said. “We’re now seeing more film projects and increased activity in undiscovered and underutilized rural locations throughout the state.” Naturally, this can be a huge boon for those rural locations, she said. To learn about filming assistance in Washington or to add your property to the 95 filming locations already identified in Whatcom County, visit washingtonfilmworks.org. For those within the Whatcom County community, a network is being developed of those with or looking for production skills. Bellingham Film is dedicated to helping grow the film community. The group’s goal is to grow the necessary infrastructure to ease filming in the Northwest. It retains information about crew, equipment rental, location scouting, casting and production consulting. It also offers training programs to those new to the industry. For more information about Bellingham Film, see thebfo.com. ■
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HIGHLIGHTS
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BUSINESS PROFILE BP
Oyster Creek Canvas Company 25 years of business buoyancy Matt Benoit
Greg Keeler has always loved boats. His grandparents and parents owned boats, and Keeler has a 40-foot trawler on which he loves to explore Pacific Northwest islands with his family. And after 30 years of working on and around boats, the 54-year-old Whatcom County resident still walks the docks of Bellingham’s waterfront with a sense of belonging and satisfaction. “I love my job,” Keeler said. “It makes me happy to be around the boats down there.” As owner and lead fabricator of Oyster Creek Canvas Company, Keeler has taken a small two-man shop in downtown Bellingham and turned it into a successful team of six highly skilled employees, providing customized interior and exterior marine canvas work and newly fabricated marine canopies and windows. In addition to crafting and repairing canvas-based marine items, Oyster Creek is responsible for the design and fabrication of all its metal work. The company is also expanding an interest in 3D design work through the use of newer 3D scanning technology. Its client base includes local commercial boat builders such as Aspen Power Catamarans and Munson Boats, and a vast array of personal clients. Keeler said Oyster Creek has worked on everything from $500 boats to mega yachts
owned by super-rich American entrepreneurs, and even a Middle Eastern sultan. The average price of the boats they work on, he said, is probably around $500,000. “Most people with boats always seem to have some money to throw to the boat, no matter what the economy’s doing,” he added.
Charting a course Keeler came to Bellingham in the late 1980s to attend Western Washington University. After graduating, he moved back to the Seattle area for an engineering job that ended in a layoff several years later. Keeler then decided to return to Bellingham and began working at a friend’s diving company. “That was a lot more fun than a cubicle,” he said. When his friend rented an old shop space, he offered Keeler one-third of the space for $300 a month. Taking the deal, Keeler acquired an old sewing machine and began figuring out canvas-based boat work in what would become Oyster Creek’s eventual headquarters. He purchased additional machines to do additional jobs, making mistakes but always learning from them. Oyster Creek, he said, grew incrementally through the years in organic fashion. One of the most interesting projects the
company undertook had nothing to do with boats. During the COVID-19 pandemic, the company pivoted to making personal protective equipment. It made thousands of masks and face shields for first responders, as well as medical gowns. Keeler said several employees took sewing equipment home to do their essential work in a more distanced manner. Eventually, Oyster Creek’s normal business began picking back up amid an uptick in post-pandemic boat purchasing. In general, the company divides a lot of its time seasonally: Interior jobs — including cabin cushions — are scheduled through the winter months, while larger exterior projects are marked for good weather.
Built to last One of the biggest keys to the company’s success, Keeler said, is its membership in the Marine Fabricators Association. Being part of the organization has allowed Oyster Creek to make business connections both nationally and worldwide. Keeler said the association allows those in his line of work to share knowledge that helps the entire industry produce the best-quality work. It’s a near-literal example of a rising tide lifting all boats. “For a long time, canvas work used to be viewed as tarps and covers,” he said. “Not as much of a craft. You have the MAY/JUN 2025
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“There’s a huge artistic element in it. It’s not like replacing an alternator.” — Owner, Greg Keeler other (marine-based) trades — mechanical and electrical and stuff — making a high rate. We were always kind of viewed as lower on the chain.” Building durable, aesthetically pleasing projects for high-end boats doesn’t just mean being a competent craftsman, Keeler said. It also means being creative. “There’s a huge artistic element in it,” he said. “It’s not like replacing an alternator.” Keeler said there’s not much competition in the niche market that Oyster Creek occupies, but similar area businesses work more collaboratively than competitively. If the owner of another company needs to stop by to use a sewing machine or inquire about a piece of material, Keeler is happy to help. While Keeler relied mainly on himself in Oyster Creek’s early days, he’s quick to credit the work of those with whom he shares his shop. Employees maintain a living wage, with flexible scheduling to accommodate each employee’s life and productivity. A three-year-old black bernedoodle named Boss also roams the shop floor, frequently boosting morale. “We have a really great work crew,” Keeler said of his team. “When you start something by yourself — and a lot of other business owners know this — it’s really hard to let go of control. I feel like I’ve been very fortunate for this company to grow like this, but it’s not like I’ve done it all myself.” ■
Photos, Pg. 26: Employee MacKenzie Sexton at the shop on North State Street. This page: Owner Greg Keeler hard at work; Matt Jones (orange hoodie) prepares canvas for cutting; Boss the dog, doing his best to boost morale; MacKenzie finds a comfortable place to do some measurements. SATTVA PHOTO
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BUSINESS PROFILE BP
Restaurant owner, Roberto Trendel; a scrumptious Italian dish gets prepared for dinner; Leader Block Trattoria and Bar, located in Ferndale on Main Street. SATTVA PHOTO
What do Northern Italy and Ferndale have in common? Fine Italian dining! Tamara Loucks From food to ambiance, Leader Block Trattoria and Bar promises the ultimate northern Italian dining experience. At restaurants throughout America, Italian cuisine is primarily based on the traditional foods of southern Italy, a region renowned for its pasta, tomato-based sauces and pizza. While southern cuisine is a familiar favorite for many Americans, Ferndale’s Leader Block Trattoria and Bar owners Robert Pinkley and Roberto Trendel chose to focus their menu on the more rustic and gamey dishes traditional to northern Italy. The menu is often a collaboration between the head chef and Trendel, who also serves as general manager, and is inspired by Trendel’s northern Italian heritage. Through its unique and authentic cuisine, the threeyear-old restaurant was recognized as
“Best Italian Restaurant” in Bellingham Alive Magazine’s Best of the Northwest issue for the past two years. “Our goal is to serve the most exceptional and authentic cuisine in the country,” explained Trendel. “We aim to provide everyone who walks through our doors the ultimate dining experience, from food to service to the ambiance.” Since northern Italy’s terrain is ideal for raising livestock, its cuisine is based on gamey meats — such as veal, lamb, beef and rabbit — and buttery and creamy sauces, hearty risottos and polenta. Leader Block’s menu features hearty northern dishes, such as osso buco — braised veal shanks — along with some traditional southern fare. However, where the menu really shines is its unique pairing of local seafood dishes and northern-
inspired sauces. For those wishing to experience the more rustic and traditional gamey dishes of northern Italy, like uschia-style rabbit stew or braised beef cheeks, Leader Block hosts private wine dinners the first Sunday of each month. Seven courses are perfectly paired with wines from a single winemaker or distributor and sourced from California, Washington, Oregon and 20 different wine regions in Italy. Prices for the private wine dinners vary based on the wines served and run from $99 to $199 per person. “The wine dinners showcase unique northern dishes not offered on the regular menu, paired with exceptional wine at a great value,” Trendel said. “Our wine dinner is an exposé; we put on a great show and raffle gift certificates and botMAY/JUN 2025
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Left to right: Christian DeAnnuntis, Analise Mutchler, Roberto Trendel (owner), Rhiannon Barsness, Larry Ryser and Paul Thompson; Leader Block restaurant interior. SATTVA PHOTO
tles of wine. We feel it’s the best (dinner) event in Whatcom and any surrounding counties.” Wine dinner attendees can purchase that evening’s featured wines slightly above wholesale prices. Customer service is as important as Leader Block’s food. The restaurant seats 111 and employs 12 to 16 staff, depending on the season. Trendel says he has hard-working, amazing co-workers who love what they do, and they’ve refined their processes to provide top-notch service with a smaller crew. Leader Block Trattoria and Bar opened on Sept. 30, 2022, and is located in the historic Leader Block building on Main Street in the heart of downtown Ferndale. The “Leader Block” name originated with an Italian woman named Lucia. She and her husband immigrated to the U.S., found their way to Ferndale and bought the building in 1909. It was the tallest building on the block. With her limited English, she coined the building Leader Block, which roughly translated to “the leader of the block.” (Today, the restaurant features a 20-person private dining room called the Lucia Room in her honor.) Years later, Robert Pinkley fell in love
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with the diagonal-appearing building and purchased it in the early 2000s. He renovated the upstairs of the multi-use building, converting what used to be office space into residential apartments. The main floor operated as commercial space until, according to Trendel, Pinkley “got the itch” to open a restaurant. Pinkley and Trendel met in 2006 at Seattle’s Washington Athletic Club. Trendel had an extensive background as a restaurateur. Pinkley wanted to open a café and coffee shop in the Leader Block building, and he turned to his friend for guidance. Established in 2017, the café eventually evolved into a full restaurant, which closed in July 2022. Together, Pinkley and Trendel opened Leader Block Trattoria and Bar two and a half months later. “People are mesmerized by the uniqueness of the building and the way we’ve set up the restaurant,” Trendel said. “It has an interesting layout, which we’ve used to create semi-private dining areas. It features a mix of wood and stone floors. It’s rustic, warm and inviting.” Leader Block is an upscale casual restaurant. All ages are welcome. Reservations are recommended though not required for the dining room, but they are required for the private wine dinners.
Both Pinkley and Trendel are grateful for the support from both local patrons and customers from surrounding counties. To show their appreciation, the restaurant supports several community organizations, and Pinkley serves on the Ferndale City Council. “Though Ferndale’s experiencing rapid growth, it’s still a tight-knit community,” Trendel said. “Whether in hard or prosperous times, giving back is the right thing to do. And Robert (Pinkley) loves serving on the council. He’s done positive things for the community.” Trendel says future goals for the business include adding more special events, expanding the carry-out order program and, eventually, opening a speakeasy in the building — a throwback to the building’s historic roots during the prohibition era. However, for now, Pinkley and Trendel are focusing on operating the restaurant, which Trendel says stays busy through word of mouth. “The authenticity and quality of the food, our service, and the inviting ambiance and unique design of the building have people talking,” Trendel said. “When customers leave, they’re ecstatic. Leader Block has become a destination restaurant.” ■
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Advocating for family farmers Dillon Honcoop, advocate for Washington state farmers. Photo courtesy of Dillon Honcoop.
AMID WATER RIGHTS UNCERTAINTY Jack McKissen Dillon Honcoop, a longtime advocate for Washington state farmers, is the communications director at both Save Family Farming and Whatcom Family Farmers, organizations dedicated to protecting and promoting family-owned agricultural operations. With a background in journalism and broadcasting, Honcoop has spent years amplifying the voices of local farmers and ensuring that policy decisions reflect the realities of agriculture. He previously worked at Bellingham’s KGMI Radio as a reporter, talk show host and station manager and has become a well-known figure in Washington’s farming community, particularly in his work surrounding the water rights adjudication
process in Whatcom County’s Nooksack River Basin. As Whatcom County braces for a lengthy and complex water rights adjudication process, Honcoop has emerged as a leading voice calling for cooperation and pragmatic solutions. Drawing lessons from the decades-long water rights litigation in Yakima County, he advocates for a more collaborative approach that ensures family farmers can continue to thrive while balancing the region’s environmental concerns. Q: The impending water rights adjudication in Whatcom County has raised concer ns among
farmers. What are the biggest challenges they face? The biggest challenge is uncertainty. This process will take decades to resolve, and during that time, farmers don’t know if they’ll even have water rights in the future. If you’re running a family farm, how do you plan for the next generation when you don’t know whether you’ll be able to irrigate your crops or water your livestock in 15 or 20 years? That kind of uncertainty makes it difficult for farmers to invest in their operations, and some may decide the risk just isn’t worth it, leading them to sell their land. Q: How does the adjudication process work, and why is it so MAY/JUN 2025
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concerning for Whatcom County farmers? Adjudication is a legal process that determines who has rights to use water and in what order. In theory, it’s meant to provide clarity, but in reality, it often creates more confusion, costs and conflict. Farmers have to file claims and prove their historical water use, which is complicated, expensive and time-consuming. If they don’t file the right paperwork, they could lose access to water they’ve relied on for generations. And even once all the claims are settled, junior water rights holders could be forced to stop their water use in dry seasons, making it harder for small farms to survive. Q: You’ve pointed to Yakima County’s experience as a cautionary tale. What lessons should Whatcom County learn from that case? Yakima’s water rights case took 42 years to resolve. That’s my entire lifetime. It created deep divisions in the community and made it harder for farmers to succeed. Whatcom County risks going down the same path if we don’t take a different approach. One key lesson is that prolonged legal battles don’t benefit anyone. In Yakima, solutions only moved forward when opposing parties finally sat down and had a real conversation. If we can focus on collaboration from the start, we can avoid decades of costly litigation and uncertainty. Q: What alternatives do you propose to a drawn-out legal fight? Collaboration is key. We need to bring farmers, environmental groups, tribal representatives and government officials to the table to develop integrated water solutions. We also need federal and state support to build water infrastructure that benefits all users. Instead of assuming farmers are the problem, we should recognize that they are an essential part of the solution. By working together, we
can create a water management plan that balances agricultural needs with environmental concerns. Q: What’s at stake for Whatcom County if this process isn’t handled well? If we let this turn into another decades-long legal battle, we risk losing the very farms that make Whatcom County unique. Many family farmers are already operating on tight margins, and uncertainty around water rights could push them out of business. That land doesn’t stay farmland — it gets sold for development. Ironically, that’s the exact opposite of what many environmental groups want. If we care about preserving farmland and ensuring a sustainable future, we need to find solutions that keep family farms viable.
Q: What would you say to policymakers who may not fully understand the impact of adjudication on family farms? I’d tell them to listen to farmers. These are people who have worked this land for generations. They care about sustainability because their livelihoods depend on it. Adjudication, as it stands without collaboration, creates unnecessary hardship and uncertainty. Instead of forcing farmers into an adversarial process, let’s work toward policies that provide clarity and stability. Water is a shared resource, and the best way to manage it is through cooperation, not conflict. By prioritizing collaboration over litigation, Whatcom County has an opportunity to safeguard its agricultural heritage while ensuring a sustainable future for all water users. ■
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Training administrator, Dave Dunkin (plaid shirt), and Technic Training Center students working hard on projects using employable skills for the future. PHOTOS: Elisa Claassen
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John Slagle works for Lynden Door Inc., a third-generation family-owned company in Lynden. He also is part of the Technic Training Center, a nonprofit training facility within the Lynden Door campus at 2085 Main Street in Building C. “Our goal is to help young people get great hands-on experiences with the real-world tools and the machines that businesses are using every day, along with learning how to work, how to be a good team member, be coachable and be reliable,” Slagle said. It started as an idea within Lynden Door approximately 10 years ago. Slagle said they asked themselves, “How can we work with young people in our community, work with the schools and help?” The leadership turned to the community by hosting a series of meetings with business leaders, educators and others who were interested. Lynden Door then proceeded to build the facility to host the program. The Technic Center works with schools and parents and is not meant to replace them, Slagle said. “There was a lack of knowledge of what opportunities were out there,” Slagle said. “We worked to get opportunities out in front of our young people.” The idea formed to create a pipeline and pathway for students, Slagle said — specifically middle and high school students, not only from public schools but also from private schools and homeschools. How often or how much they participate can vary, but they need to get at least 120 hours. Some students participate only in their upper grades prior to graduation, while others manage to attend throughout all of their high school experience. Kids at these ages “are making career decisions and seeing what comes next after
high school,” Slagle said. “For us, one of the goals is to say, success can look different in many ways.” Technic was constructed and equipment was purchased, including computer programs for design work. A team of well-established professionals manned the training, including Slagle as program director. Ron Visser, the shop and training manager, brings 50 years of experience in wood, cabinetry and architectural millwork. Dave Dunkin, training administrator, has a love of woodwork and has served in leadership at a church and in the private sector. The Technic Advisory Committee exists to advise, support and advocate for the center and its youth participants. The Board of Directors consists of John Slagle, Ted Bargen and Dave Hiebert. In addition to working with the technical side of the training, this program is all-encompassing: planning and executing a project, working with potential clients, working with exact measurements and precision, learning a good work ethic and being part of a team. While learning, students also develop relationships — for possible future employment — in the manufacturing sector. During the students’ first few projects, they gain experience with around 40 different tools, machines and processes. They continue to build those skills by proceeding from making a little work stool using plywood to building frameless (also known as “Euro style”) cabinetry. They do hand drafting and then computer-aided design, from basic concepts to making items used in community settings for clients. “They use some of the CNC (computer numerical control) machines to cut out and drill the assembly holes needed using an edge-banding machine to apply edging automatically to the product,” Slagle said. “Then they are able to assemble it and have that kind of final product, depending on what it may need.” When the students arrive, they may have had previous shop class experience or none at all. All of them will leave knowing the best practices and the safest way to proceed. “Sometimes, we’ve got to help students unlearn habits they may have developed,” Slagle said. “For us, we want to show them first how to work safely — how to conduct
themselves around the tools and machines with confidence.” Where have students gone since their training? “We have seen our students get hired at more than 18 different local companies,” Slagle said. “The facility is on the property of Lynden Door, but it’s not a direct feeder program for the company. Not all of our students end up in careers in manufacturing, but at the very least, it’s great skills for life and knowing how to work safely, how to use a measuring tape, create a product design, and take an idea and bring it to reality.” Community projects are a “win-win opportunity for young people and our community,” Slagle said. The students complete a design and then manufacture and install a needed product. Partner organizations share in the expense of the project. The students’ work can be seen in such community projects as Engedi Refuge. More than 500 bookcases went to Fisher Elementary School and Lynden Middle School. The students made more than 100 lockers for local football and fastpitch teams and rolling whiteboards for the Bellingham Public Schools district office. A men’s addiction recovery center, Bridges of Hope, received custom dressers and nightstands. Once the students have been in the program, they can
make their own personal projects with their own funds. They are also encouraged to stop by and update the team on what they are doing after they complete it — and access the shop as well. For more information about the center’s mission and examples of projects — or to enroll, volunteer or donate — visit technictrainingcenter.org. The center is open daily during the week: 8:30 a.m. to 5:00 p.m. Students attend Technic at scheduled times with their school. It is at 2085 Main Street in Lynden. ■
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. For insurance, visit our office, call us or check out all the info at
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Navigating uncertainty
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BP FINANCE
Why to continue investing during market swings Paul Twedt Market volatility can feel like turbulence mid-flight — uncomfortable, disorienting and a little nerve-wracking. But here’s the thing: Just like turbulence doesn’t mean a plane is off course, a choppy market doesn’t mean your long-term financial plan is off track. If you have a solid investment strategy in place — call it your financial “flight plan” — the best thing you can do is stay the course and avoid making emotional decisions. In my experience, successful investors aren’t the ones who make the
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most trades — they’re the ones who understand what they own, why they own it and how it fits into their bigger picture.
ments inside long-term portfolios. Unfortunately, this is where many people struggle.
Why volatility feels worse than it is The market doesn’t like surprises. It can adjust to bad news as long as the information is accurate. But uncertainty? That’s when things get bumpy. Political noise, global conflicts and surprise interest rate adjustments can create unpredictability that temporarily rattles portfolios and inspires emotionally charged headlines. Volatility, by itself, is not a crisis. In fact, for long-term investors, it often represents opportunity. The key is resisting the urge to react emotionally to short-term move-
The cost of emotional investing When markets dip, the instinct to “do something” kicks in. The most common mistake I see investors make in volatile times is trying to time the market — jumping out when things look bleak and jumping back in when things feel “safe.” But by then, the damage is often done. Markets move quickly. By the time the average investor receives any sort of relevant news, the event has already occurred, and opportunities to adjust have likely passed. There’s a well-documented gap be-
tween market returns and investor returns, highlighted in the 30th Annual DALBAR Quantitative Analysis of Investor Behavior. In 2023 alone, the average equity investor underperformed the S&P 500 by a staggering 5.5% — one of the largest gaps in a decade. Over the past 30 years, the average equity investor has consistently lagged behind the index, not because of poor investment options but because of poor investor behavior. Investors often panic, sell in downturns and buy in upswings — emotional decisions that negatively compound over time. In short: the average investor’s emotional decisions led to long-term underperformance. That’s why discipline matters. You need a strategy that keeps you grounded when the headlines don’t. Time, not timing This is the phrase I come back to most: It’s not about timing the market, it’s about time in the market. You don’t need to buy at the perfect low or sell at the perfect high. What matters is staying invested consistently and giving your money time to grow. A study by Capital Group illustrates this well. It looked at two hypothetical investors who each put $10,000 per year into the same fund. One always invested at the market’s peak — the statistically worst timing. The other always invested at the bottom — statistically the best possible timing. After 20 years, their returns were remarkably similar — less than a 2% difference. In other words, perfect timing wasn’t necessary. Consistency was. If perfect timing is not only impossible but only makes a 2% difference, is it worth fretting over? A plan that fits the journey A well-structured plan rooted in your unique goals, connected to your risk tolerance and consistent with your time horizon will help provide a steady course, even when the market feels turbulent. When your portfolio is aligned with your plan, you don’t need to check market prices daily or panic during a down week.
You already know what you’re aiming for — and have a strategy for getting there. From my experience, the investors who thrive over time tend to: • diversify thoughtfully; • invest consistently, regardless of market conditions; • avoid chasing headlines or trying to time the market; and • rely on professional guidance to stay focused and level-headed. That last point is crucial. One of the most valuable roles an adviser can play is helping coach behavior when emotions are high. Stepping out from daily noise to expand your perspective to see the bigger picture will help you stay committed to a well-crafted plan. Final thought Markets rise and fall. They always have and always will. But when you zoom out, a powerful pattern emerges. According to historical market data from Morningstar Direct, annual stock market returns have been positive about
73 percent of the time since 1926. Over rolling five-year periods, that number jumps to 87 percent. Across rolling 15year periods? Positive 100 percent of the time. Not a single 15-year period on record has delivered negative returns. While no plan can eliminate all risk, history shows that investors who stay the course are consistently rewarded over time. The next time volatility hits, don’t ask, “Should I get out?” Instead, ask, “Is my plan still aligned with where I’m headed?” If the answer is yes, stay the course. Don’t hit the eject button just because things feel uncertain. Trust the process. Lean into your strategy. Though volatility can make it tempting to react, remember that longterm success comes from patience, not prediction. ■ Paul Twedt, RICP, CLU, ChFC, is a private wealth adviser with Aria Financial Services.
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Machine learning algorithms explained Mark Harmsworth A guide for business owners Business owners are no strangers to leveraging technology to streamline operations, reduce costs and gain a competitive edge. But in today’s data-driven economy, understanding emerging tools such as machine learning is no longer optional, it’s essential. Among the most foundational concepts in machine learning are supervised and unsupervised learning. Let’s break down what these terms mean, how they
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differ and why they matter to business entrepreneurs. Machine learning is a subset of artificial intelligence that enables systems to learn patterns from data without explicit programming. Think of it as teaching a computer to recognize trends, make predictions or group information autonomously. For businesses, this translates to actionable insights, whether predicting customer behavior, optimizing supply chains or detecting fraud. Supervised learning is akin to teaching a child with flash cards. Algorithms are supplied with labeled examples (inputs
paired with correct outputs) to help the system learn the relationship between data points. Over time, the model can predict outcomes for new, unseen data. A retail store might use supervised learning to predict which products will sell best during holidays. By training a model on past sales data ( “Product X sold 500 units in December,” for example), the algorithm can recommend inventory adjustments for future seasons. Unsupervised learning, on the other hand, operates without labeled data. Instead, the system identifies inherent structures or groupings within raw in-
formation. Imagine sorting a box of Lego pieces by color or shape without instructions; the algorithm groups similar pieces on its own. An e-commerce platform might use unsupervised learning to cluster users into distinct personas. By analyzing browsing history and purchase data, the algorithm could reveal niches such as “budget shoppers” or “luxury seekers,” enabling personalized marketing strategies. The choice between when to use supervised and unsupervised learning hinges on business data and objectives. Supervised learning should be used when a business has historical data with clear labels and a specific goal, such as predicting quarterly revenue. Unsupervised learning is best used to explore unstructured data or uncover unknown trends, such as identifying emerging customer preferences.
There are some practical considerations when using machine learning tools. Data quality: Garbage in, garbage out. Ensure datasets are clean and representative. Resource allocation: Labeling data for supervised learning can be time intensive. Weigh the cost to clean and tag data against the potential return on investment. Hybrid approaches: Many real-world applications combine both methods. For instance, a recommendation system might use unsupervised learning to cluster users and supervised learning to predict their next purchase. Machine learning isn’t just for Silicon Valley giants. Whether a business is optimizing marketing budgets, improving customer experiences or streamlining operations, understanding these algorithms can unlock transformative insights. For
a business owner looking to understand how to apply machine learning tools, start small. Identify a problem where data holds the key, and experiment with machine learning tools like H2O.ai, RapidMine or DataRobot tailored to business needs. The future belongs to businesses that harness data intelligently. ■ Mark Harmsworth was elected in 2014 to the Washington State House of Representatives, where he served two terms. His focus was on transportation and technology, including serving as the ranking member on the House Transportation Committee. Mark works in the technology industry and is an owner of a small business after completing a long career at Microsoft and Amazon.
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AtlasPro AI feature no. 1. Image courtesy of AtlasPro/Gloria Felicia.
Maximizing business efficiency with AI Gloria Felicia
In today’s rapidly evolving business landscape, integrating artificial intelligence is no longer a luxury but a necessity. A recent study commissioned by Microsoft revealed that for every $1 invested in generative AI, organizations are realizing an average return of $3.70. For business owners managing companies with several moving parts, such as tracking assets and optimizing operational efficiency, leveraging AI can lead to significant cost savings and operational improvements. This article explores how AI tools such as ChatGPT, Anthropic’s Claude, Microsoft Bing AI and AtlasPro AI can be utilized for content creation, task automation and asset monitoring. Most common use case: content creation Creating engaging and relevant content is vital for marketing and custom-
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er engagement. AI-powered tools can streamline this process: ° ChatGPT: Developed by OpenAI, ChatGPT is a language model capable of generating human-like text. It assists in drafting articles, social media posts and marketing copy, reducing the time and effort required for content creation. For instance, ChatGPT can produce initial drafts of blog posts, which can then be refined by your team, ensuring consistency and quality in your communications. ° Anthropic’s Claude: Similar to ChatGPT, Claude is designed to generate coherent and contextually relevant text. It excels in understanding nuanced prompts, making it suitable for creating detailed reports and personalized customer communications. Integrating Claude into your content strategy can enhance the depth and personalization of your outreach efforts. ° Microsoft Bing AI: Bing AI offers content-generation capabilities integrated with Microsoft’s suite of tools. It can assist in creating content that is optimized for
search engines, enhancing your online visibility. Additionally, Bing AI can provide insights into trending topics, helping tailor your content to current market interests. Up-and-coming use case: task automation using AI agents Automating routine tasks can significantly enhance operational efficiency: ° Zapier AI: This platform connects various applications, allowing for the automation of workflows without the need for coding. For example, you can automate the process of adding new leads from your website into your CRM system, ensuring timely follow-ups and reducing manual data entry. It connects with OpenAI in providing the latest and greatest AI capabilities. ° Beam AI: Beam AI is a platform that enables businesses to deploy AI agents for automating workflows and operational tasks. These AI agents are designed to execute complex and repetitive tasks across various domains, including customer ser-
AtlasPro AI feature no. 2. Image courtesy of AtlasPro/Gloria Felicia.
vice, data extraction and sales operations. By implementing Beam AI’s solutions, organizations can enhance operational efficiency, reduce costs and allow teams to focus on more strategic initiatives. Cutting-edge use case: asset monitoring and marketing optimization via geospatial AI Geospatial AI tracks assets and targets marketing by location, boosting efficiency and decision-making, for example: ° AtlasPro AI feature no. 1: Specializing in geospatial analytics, AtlasPro AI offers a spatial intelligence platform that allows businesses to track assets in real time. This is particularly beneficial for companies with physical assets spread across various locations. By integrating sensor devices on your existing trucks or properties, AtlasPro AI provides a comprehensive view of asset status, facilitating proactive maintenance and reducing downtime. Owners can easily optimize operations without having to hire costly third-party consultants. ° AtlasPro AI feature no. 2: AtlasPro AI’s geospatial capabilities enable the
creation of marketing campaigns segmented by specific geographic locations or demographics. For example, a retail chain can analyze foot traffic data to identify high-potential areas for targeted promotions. By understanding regional customer behaviors and combining both offline and online marketing channels, businesses can tailor their marketing efforts to resonate with local audiences, thereby increasing engagement and sales. This way, owners can easily maintain their own marketing campaigns without the need to hire costly marketing agencies, or when they do, have more visibility into the data. Implementing AI in your business To effectively integrate AI tools into your operations: 1. Assess needs: Identify areas where AI can have the most significant impact, such as content creation, task automation or asset monitoring. 2. Choose the right tools: Select AI solutions that align with your business objectives and integrate seamlessly with existing systems.
3. Train your team: Provide training to ensure employees are equipped to utilize AI tools effectively, maximizing their potential benefits. 4. Monitor and optimize: Regularly evaluate the performance of AI implementations, making adjustments as needed to optimize outcomes. By embracing AI technologies such as ChatGPT, Claude, Microsoft Bing AI and AtlasPro AI, businesses can enhance efficiency, reduce costs and drive innovation. These tools offer practical solutions for content creation, task automation and asset monitoring, empowering business owners to stay competitive in a rapidly evolving market. ■ Gloria Felicia is a seasoned technology entrepreneur, investor and user experience expert with a focus on AI accessibility and user interface design. As the CEO and founder of AtlasPro AI, she pioneers early geospatial AI use cases. Gloria has shared her insights at global conferences including TEDWomen and C2 and has been featured in The Washington Post and The Information.
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How did your Whatcom County Councilmembers vote on these issues in 2024? Let's find out.
COUNCIL MEMBER
TERM ENDS
Barry Buchanan At-Large, Rep A
01/2026
Tyler Byrd District 3
01/2026
Todd Donovan District 2
01/2026
Ben Elenbaas District 5
01/2028
Kaylee Galloway District 1
01/2026
Jon Scanlon At-Large, Rep B
01/2028
Mark Stremler District 4
01/2028
FORESTRY/DNR
ENERGY CHOICE
PROPANE/AG ZONE
22 NORTH HOUSING
LEVY OF TAXES
CRISIS CENTER
FENTANYL CRISIS
A
B
C
D
E
F
G
Vote KEY
Voted with Future 42's Position
Voted against Future 42's Position
Whatcom County Scorecard How did they vote? Dann Mead Smith Future 42 recently completed its second annual scorecard highlighing key votes taken by county council members in 2024. Here are some of the key votes from this past year: Forestry/Land Use; Energy Choice; Agricultural Zoning/ Propane Facilities; Housing for the homeless; Property Tax Increase; Establishing a Crisis Relief Center; Addressing the Fentanyl Crisis.
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Descriptions for each of the ordinances/resolutions included in the Future 42 Whatcom Scorecard above are as follows: A. Some Whatcom council members proposed sending a letter on behalf of the entire county council to the Department of Natural Resources in support of their agreement to designate 650 acres for DNR’s Natural Climate Solutions program. Supporting this designation and removing this acreage as harvestable timber restricts land use flexibility and reduces revenue from timber harvests for local school districts. B. Supported affordable energy choic-
es, emphasizing the importance of accessible energy for the residents of Whatcom County. The resolution advocated for policies that maintained energy diversity, ensuring natural gas remained an affordable option and aligned with a statewide ballot measure (Initiative 2066’s) goal to protect consumer choice and energy access. C. Amended the county code to allow propane facilities as a conditional use in agricultural zones. This change was aimed to meet propane demand while balancing industrial development with agricultural land use.
D. Authorized an amendment to the
contract between Whatcom County and the Opportunity Council by $648,568 for the 22 North permanent housing facility for the unhoused, bringing the contract total to $2,135,238. This significant increase in spending raised concerns about the facility’s effectiveness and the allocation of county resources without proper accountability to outcomes. E. Part of the county executive’s 20252026 biennial budget. Authorized tax levy in Whatcom County to be collected in 2025. This 9.8 percent property tax increase from the previous year will place an additional financial burden on residents, especially during challenging economic times and without a full examination of current county programs and spending levels. F. Established a fund for a 23-hour crisis relief center, which will provide immediate support for individuals in mental health or substance use crises, facilitating stabilization before further treatment or referrals. G. Urged the governor of Washington to declare a state of emergency in response to the opioid and fentanyl crisis. Supporters believe this action would mobilize additional resources, strengthen law enforcement and improve access to treatment, providing a more effective response to the rising overdose deaths and public health threat in Whatcom County. You can access the scorecard online at future42.org/category/whatcom-co/ ■
Future 42 Whatcom County is a local, nonprofit county project dedicated to advocating key issues such as public safety, tax/fiscal policy and issues of importance to our county’s small businesses and agricultural industry. They are a grassroots effort mobilizing county citizens to make their voices heard at the local level.
Dann Mead Smith There were so many bills introduced during the 2025 legislative session that would have impacted businesses in Whatcom County and across the state. Many of these bills thankfully did not advance, but several of them have been (and will be before the end of session) passed by the House and the Senate and were sent to the governor to become law. Given the number of bills that did pass and the timing of the session and the deadline for this column, we thought it would be good to divide the 2025 recap into two parts. Here is the list of the few bills that passed before the session adjourned on April 27 and how our legislators in Whatcom County voted on them (spoiler alert: unfortunately, the 40th and 42nd district legislators supported nearly all of these bills that we predict will negatively impact our local businesses and their employees).
House Bill (HB) 1217 – Enacting Rent Restrictions/ Statewide Rent Control passed
the House 53-42, and an amended version passed the Senate 29-20. The amended bill will now go back to the House for its consideration. This controversial bill to set a limit on how much landlords can increase rent had quite a journey during this session, with the bill changing in April. We still don’t know which version will end up going to the governor to sign, as the Senate passed three amendments to what the House passed, so the amended bill will need to go back to the Senate before April 27, which is after the deadline for this column. HB 1217 capped rent increases at 7 percent per year. The Senate amendment that was introduced by Sen. Shewmake of the 42nd District changed that annual increase to 10 percent and tied it to cost-of-living increases. Many economists (Sen. Shewmake is an economics professor at WWU) have said that rent restrictions actually make housing affordability worse, as fewer apartments/ rentals will be on the market. This significant amendment passed the Senate 25-24. with Sen. Shewmake voting YES with all Republicans also voting with her
and five other Democratic senators. Sen. Lovelett voted NO. Other key elements of the amended bill included exempting most single-family homes not owned by corporate landlords and also exempting rental units built by for-profit developers who use a tax credit for low-income housing construction. Business Pulse will update this roll call to reflect a vote on the final version of the bill
Whatcom County legislators in the 40th and 42nd districts voted: Sen. Liz Lovelett (D-40th) YES Rep. Debra Lekanoff (D-40th) YES on the original 1217 Rep. Alex Ramel (D-40th) YES on the original 1217 Sen. Sharon Shewmake (D-42nd) YES (she voted YES on the final bill but note that she voted YES on the amendments to the original bill). Rep. Alicia Rule (D-42nd) YES on the original 1217 Rep. Joe Timmons (D-42nd) YES on the original 1217 Note that representatives Ramel, Lekanoff and Timmons were sponsors of the bill.
House Bill 1296/Senate Bill 5181 – Repealing most of the Parental Rights Initiative (I2081) was overwhelmingly passed by
the Legislature in 2024. This initiative. which became law about a year ago, gave parents access to their child’s curriculum and notification of medical treatment and access to medical records. Since both of these related bills passed both houses with some differences, there will need to be a final version that passes both chambers before the Legislature adjourns. Business Pulse will provide the final roll call at whatcombusinessalliance.com. HB 1296 passed the House 56-37, and SB 5181 passed 56-39. HB 1296 and SB 5181 both passed the Senate 30-19. HB 1296 roll call: Sen. Lovelett YES Rep. Ramel YES Rep. Lekanoff YES Sen. Shewmake YES Rep. Rule DID NOT VOTE/EXCUSED Rep. Timmons YES
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Bill sponsors included Reps. Lekanoff and Ramel. SB 5181 roll call: Sen. Lovelett YES Rep. Ramel YES Rep. Lekanoff YES Sen. Shewmake YES Rep. Rule YES Rep. Timmons YES
Senate Bill 5004 passed
unanimously, demonstrating its bipartisan support: 98-0 in the House and 49-0 in the Senate. SB 5004 says that school districts must work collaboratively on public safety measures, including with local law enforcement agencies and safety/security staff, to develop an emergency response system. These systems must include at least one from a list, and districts must submit a progress report to the Office of the Superintendent of Public Instruction.
Senate Bill 5041 – Providing Unemployment Benefits to
Striking Workers passed the House
52-43 and the Senate 28-21. This bill that would extend unemployment insurance benefits to workers on strike, a move that many say will challenge the fundamental purpose of the unemployment insurance system. Historically, unemployment insurance is intended to support workers who are out of work through no fault of their own (they were laid off by their employer for economic/ cost-of-doing-business reasons) and are actively seeking employment. This bill, which is presumed to become law by April 27, threatens that longstanding principle. One version of the bill provides benefits for up to 12 weeks, with an amended version limiting benefits to up to four weeks. If the bill is enacted, Washington would become the third state to provide unemployment insurance benefits to striking workers. This new law could encourage more frequent and prolonged strikes. All businesses in the state may face higher rates and may be forced to cut jobs, reduce hours for their staff and/or pass on higher costs of doing business onto their customers. This bill
also includes government workers, so it could impact all taxpayers through higher costs to public agencies, including school districts. SB 5041 roll call: Sen. Lovelett YES (also a co-sponsor of the bill) Rep. Ramel YES Rep. Lekanoff YES Sen. Shewmake YES Rep. Rule YES Rep. Timmons YES In the next issue of Business Pulse magazine, we will cover all of the major issues this year: how to balance the state budget, which of the various tax proposals that have been introduced to address the “budget shortfall” will be passed into law, and any efforts to try to repeal them.
Dann Mead Smith is the co-founder and codirector of Project 42. He is the former president/CEO of Washington Policy Center and has been writing for Business Pulse for three years. Dann lives part time in Birch Bay and Seattle.
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Facilitating Business Success and Community Prosperity. The Whatcom Business Alliance is the ears, eyes, and voice for the Whatcom County business community. We believe success is the single largest driver of community prosperity, which is why we focus our efforts on facilitating that success through advocacy, research and education and job opportunities. We bring business leaders together to encourage, acknowledge and share the best and most ethical business practices. Our members improve their respective businesses and work closely with community leaders to promote public policy that supports a healthy business climate and a vibrant economy. To learn more and become a member, visit whatcombusinessalliance.com/joinus or call Barbara Chase at 360.543.5637.
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