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GROW | NETWORK |
PROFIT
Cover Story
PROFIT
N O V E M B E R / D E C E M B E R 2 0 2 6 : 16 N e t w o r k C e n t ra l / 22 Ec o n o m y Ce n t ra l
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ROOTED IN PURPOSE Arbor Hair + Spa
32 TOMORROW’S TALENT TODAY Internships offer businesses a smart way to develop future talent while filling current workforce needs.
SPECIAL FOCUS
Owner Michelle Meier sees hair
36 THE MORE THINGS CHANGE Business banking is evolving, but trust, transparency and strong relationships remain essential.
trends come and go, but knows that health is here to stay.
NETWORK
GROW
44 FINANCIAL & PROFESSIONAL SERVICES DIRECTORY
8 UPFRONT Valuable information designed to guide and educate
18 BUSINESS TOOLS Useful tips and intelligence on how to continue to grow your business
46 BUSINESS SPOTLIGHT Moxie Creative owner Kelly Cane
President: Julie Lunning, (320) 656-3804 Director of Finance and Operations: Kristi O’Connor, (320) 656-3806 Director of Programs & Events: Main Phone: (320) 251-2940 Automated Reservation Line: (320) 656-3826 info@StCloudAreaChamber.com StCloudAreaChamber.com
Laura Wagner, (320) 656-3831 Director of Marketing & Communications: Emily Bertram, (320) 656-3809
Director of Membership: Bradley Hoelscher, (320) 656-3824 Executive Assistant: Shelly Imdieke, (320) 656-3800
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CONVENTION & VISITORS BUREAU STAFF ____________________________ Executive Director: Rachel Haffar, (320) 202-6728 Director of Sales: Nikki Gustafson, (320) 202-6712 Sales Manager: Sabrina Koelsch, (320) 202-6713 Sports Director: Craig Besco, (320) 202-6711
Marketing Manager: Rachel Foos, (320) 202-6729 Marketing & Services Coordinator: Carlie Mertens, (320) 202-6770 Information Specialist: Maddy Lindholm, (320) 251-4170
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EDITOR’S NOTE
My family at Maple Hill Farm –––––––
Business Central Magazine Editor Emily Ber tram (L) with Michelle Meier, owner of Arbor Hair + Spa. –––––––
Into the Woods
T
rees have been intertwined with some of the most my uncle created and that he and several cousins also share. meaningful moments of my life. In many ways, I grew up We call it our family tree, a permanent reminder of where we among them. My childhood home sits in the woods in Avon, on come from and the people we’re connected to. property my grandfather affectionately named Maple Hill Farm. That may be why I find trees to be such a meaningful And while there are hundreds of maple trees, that’s not all. There metaphor for life. They remind us that growth doesn’t always are also graceful poplars with their flittering leaves, massive look the same. There are roots we don’t see, seasons we and sturdy oaks that beg to be climbed, and plenty of ash, don’t always understand and periods when growth seems elm and ironwood trees that have helped fuel countless to stop altogether. Yet beneath the surface, something is still bonfires over the years. happening. From a young age, some of my favorite memories have Michelle Meier of Arbor Hair + Spa understands the involved simply being in the woods. I searched for the perfect importance of getting to the root of things, too. Her fall leaf to press between holistic approach to hair On cold winter evenings, we love to light a fire in the pages of a book. and wellness focuses I collected acorns, on understanding the my parents’ wood fireplace and settle in to enjoy its “helicopters” and all sorts underlying causes of the warmth after a long day of cutting and splitting logs. of other seeds and forest concerns her clients are treasures for whatever important childhood purpose I had in experiencing, rather than simply treating what appears mind. My dad taught me how to wood-burn designs into pieces on the surface. You can read more about her journey and of birch bark, several of which I still have. The trees have given philosophy on page 26. my family more than things to collect. They have given As we enter the season when trees begin to retreat us traditions. into dormancy, it serves as a reminder that there will be Every spring, my family makes maple syrup from the trees seasons when our leaves are full and vibrant, and there will on the property. Our log cabin, tucked into the woods, has been be seasons when our branches feel bare and brittle. Neither the setting for family gatherings, childhood sleepovers and now season lasts forever. So, if you find yourself in a season that countless sparks of imagination for my own children. Each fall, feels a little more bare than beautiful, remember your roots. several trees in our woods are home to deer stands, where we Give yourself time. Keep growing. await the bucks of our dreams. On cold winter evenings, we Even though you can’t see it, the bloom will come again. love to light a fire in my parents’ wood fireplace and settle in to Until next time, enjoy its warmth after a long day of cutting and splitting logs. Even outside of our family property, trees have found their way into my life. We get a real Christmas tree from a local farm every year. We love going apple-picking at a local orchard each autumn. I even have a tattoo of a tree on my back, a design that Emily Bertram, Editor
Advertising Update
Melinda Vonderahe
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Marilyn Birkland
We extend our sincere thanks to Melinda Vonderahe for her incredible work in advertising sales for Business Central Magazine. Her dedication and contributions have been greatly appreciated. Moving forward, Marilyn Birkland will be the point of contact for advertising sales. We’re grateful for all Melinda has brought to the magazine and wish her the very best!
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1411 West St. Germain Street, Suite 101, St. Cloud, MN 56301 / Phone: (320) 251-2940 / Fax: (320) 251-0081 BusinessCentralMagazine.com Publisher Julie Lunning Editor Emily Bertram Founding Editor Gail Ivers
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ST. CLOUD AREA CHAMBER OF COMMERCE
Associate Publisher/Sales
2026-27 BOARD MEMBERS
Marilyn Birkland, Marketing Consultant
____________________________
Ad Traffic & Circulation Yola Hartmann, Hazel Tree Media
Nick Bischoff, Design Electric
Carrie Karki, Whitebox Marketing
ART
Succession Consulting LLC, Board Chair
A.J. Kaufman, freelance writer
Design & Production
Joe Hellie, CentraCare
CONTRIBUTING WRITERS Emily Bertram, St. Cloud Area Chamber of Commerce
Randy Krebs, freelance writer Lynn MacDonald, St. Cloud State University Jeanine Nistler, freelance writer Fernando Quijano, University of Minnesota Extension
Doug Cook, Headwaters Strategic
Yola Hartmann, Hazel Tree Media
Hudda Ibrahim, OneCommunity Alliance
Cover Story Photography
Dave Kleis, Central Minnesota Driving Academy
Switchboard
Matt Laubach, West Bank Laurie Putnam, St. Cloud School District 742
——————— Editorial suggestions can be made in
Sarah Putnam, Coborn's Inc.
Aaron Traut, CLA
writing to: Editor, Business Central, 1411 West
Paul Radeke, Creative Planning, Past Board Chair
Jami Brierley, Great River Regional Library
St. Germain Street, Suite 101, St. Cloud, MN 56301
Alex Schoephoester, Spencer Fane
Lucas Threinen, Hamline University
or emailed to ebertram@stcloudareachamber.com.
Amy Sip, ASip Consulting
Submission of materials does not ———————
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guarantee publication.
For advertising information, contact
Melinda Tamm, Ms. Melinda’s Dance Studio, Vice Chair of the Board
Marilyn Birkland (320) 656-3808
Dr. Gregory Tomso, St. Cloud State University
© Copyright 2026 Business Central LLC. Business Central is published six times a year by the St. Cloud Area Chamber of
Donella Westphal, Jules’ Bistro
Commerce, 1411 West St. Germain Street, Suite 101, St. Cloud, MN 56301. Phone (320) 251-2940 / Subscription rate: $18 for 1 year.
Rebecca White, Aslan Health
30 years of caring, made possible by you.
For three decades, your generosity has helped make exceptional care possible across our region. Your support has touched patients, strengthened programs and helped our communities thrive. Thank you for being part of our story and helping shape the future. Discover how you can make a difference. Visit centracare.com/foundation/
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UPFRONT GROW | NETWORK | PROFIT
N E WS & P EO P L E T H AT M A K E U P T H E C H A M B E R N E T W O R K
I N S I D E T H I S I S S U E : People to Know / You r Vo ice in Govern me n t / T h e Tro u b le w it h Bu s in ess BOOK REVIEW
NEWS REEL
Four Agreements, One Better Way to Work Sometimes all we need are some simple, timeless reminders. By Jami Brierley
Coborn’s promotes Parker After 45 years
W
ith year-end fast approaching and the holidays bringing even more demands on our time and attention, getting intentional about how we spend both can be a game changer. Don Miguel Ruiz’s The Four Agreements offers a personal code of conduct built around four simple principles. While the book is rooted in personal growth and spirituality, its ideas have plenty of applications in the workplace, particularly when it comes to communication, relationships and navigating stressful situations. At just 138 pages, it can be read in a couple of sittings. Putting its concepts into practice consistently is another matter. The first agreement, Be Impeccable With Your Word,
encourages us to choose our words carefully, including the words we say to ourselves. In business, communication is one of our most valuable tools. The outcome of a situation can change by pausing before responding, by speaking honestly and respectfully, or simply by choosing not to send the email written in frustration.
Don’t Take Anything Personally
is easier said than done. Ruiz reminds readers that the words and actions of others often have more to do with them than with us. That doesn’t mean ignoring feedback or refusing to take responsibility. Rather, it reminds us that we are responsible for our own choices and responses — not for managing everyone else’s. Don’t Make Assumptions
encourages us to be curious and ask questions rather than deciding we already know what someone meant. Assumptions can be expensive in business, creating misunderstandings with customers, coworkers and partners. Sometimes a welltimed question can prevent a lot of unnecessary conflict. The final agreement, Always Do Your Best, may be the one I appreciate most. Our best isn’t a fixed standard. It changes from day to day depending on what we’re dealing with. Some days our best may be tackling a difficult project. Other days, our best might simply be getting through the day. That is a useful reminder in a culture that often celebrates productivity and achievement. It also encourages
us to extend the same grace to other people. We rarely know what someone else is carrying — and at this time of year, who doesn’t need a reminder to choose a little kindness? The enduring appeal of The Four Agreements is its simplicity. Four questions are worth revisiting whether you’re running a business, leading a team or simply navigating a busy season of life: Am I being thoughtful with my words? Am I taking this personally? Am I making an assumption? Am I doing my best today? If you’re interested in improving your mindset and communication, give this short book a try. It might just change your perspective — or at least make you think twice before hitting “send” on that strongly worded email.
with the organization, Rick Parker was promoted to vice president of operations at Coborn’s. Parker most recently served as senior director of continuous improvement where he helped strengthen collaboration across operations and merchandising, while advancing a culture of continuous improvement throughout the company.
CentraCare Plaza completes expansion CentraCare Plaza has completed a $194 million project. It includes a 165,000-square-foot, three-story expansion and nearly 60,000 square feet of additional rehabilitation space, more than doubling therapy capacity. Services now located in the expanded space include CentraCare Neurosciences (Pain Medicine, Headache, Neurology), CentraCare M Physicians Orthopedics & Orthopedics Urgent Care, CentraCare
Jami Brierley is the associate director of collection development at Great River Regional Library.
Rehabilitation (Adult Physical, Occupational, and Speech Therapy) and CentraCare - Plaza Midsota MedSpa.
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PleasureLand donates trailer
The Four Agreements is
PleasureLand RV donated a
available for free checkout
cargo trailer to the new Minnesota
from your public library.
Military & Veterans Museum,
Reserve your copy at griver.org.
located just north of Little Falls. The trailer, which has been customwrapped with Minnesota Military & Veterans Museum graphics, will be
The Four Agreements: A Practical Guide to Personal Freedom; Don M i g uel R u iz , 1 997, Pen g u in R an do m Hous e, ISBN: 9 78 -18 78 4243 10
used to help collect and transport historical artifacts and memorabilia for the museum.
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BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
POINT OF VIEW
Business Central asked:
If you could go back to school for free, what would you major in and why?
Rebecca White, Aslan Health
–––––– Sociology and anthropology — the study of communities and their histories, and how they form everything in life.
Alex Babcock, Advantage Chiropractic
Bethany Ehresmann, Legacy Upfitters
––––––
––––––
––––––
––––––
Culinary school, because it would be fun and be great for life skills.
I would love to get my masters in psychology.
I would love to study music. I play the drums but I’m mostly self-taught. It would be helpful to learn more about music theory.
Medical school, so that I could help more people.
Shane Ganley, Unique Movers
Greg Benson, Club Pilates
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NETWORK
UPFRONT
NEWS REEL SCSU announces new staff Ryan Heinritz joined St. Cloud State University’s Advancement & Alumni Engagement and Huskies Athletics departments as director of development for athletics. Heinritz brings over 25 years of experience in fundraising, development, corporate partnerships and nonprofit leadership to SCSU, most recently working with the Minnesota Twins.
Koenig joins ATS Tracy Koenig joined Anderson Trucking Service (ATS) as chief information officer. In his role, Koenig will focus on identifying technology initiatives that support customer and driver success and ATS’ long-term growth. While new to the transportation industry, Koenig brings decades of leadership and technology experience, having served as both CIO and
PEOPLE TO KNOW
Common Goals Incoming Chamber Board Chair Doug Cook hopes to help business leaders learn from each other and tackle challenges together.
D
oug Cook has lived and worked in the St. Cloud area for decades. He began working in sales in 1988, eventually moving into sales management and executive leadership, and found himself immersed in the corporate world for much of his career. It wasn’t until he started his own business in 2020 that he really became involved in the local business community. “The Chamber gave me a way to become more connected, and I quickly discovered just how robust, helpful, and proactive the St. Cloud Area Chamber is,” Cook said. Today, he can’t imagine not being involved in the Chamber.
Cook is a certified exit planning advisor and owner of Headwaters Strategic Succession Consulting, where he helps owners prepare themselves and their businesses for succession. In 2024, he also became licensed to sell businesses and commercial real estate. “Given my work helping owners prepare for succession and transition, adding the ability to help execute those transactions seemed like a logical next step,” he said. Cook joined the Chamber in 2020 and soon began volunteering on the Business Development Committee (BDC). The BDC provides educational opportunities that
help businesses and employees develop skills, enrich work environments, and advance careers. He also helped develop the Chamber’s Advisory Peer Exchange (APEX) Groups, which provide a confidential space for business leaders to share challenges and gain peer insights. Headwaters has also been a champion sponsor of the Chamber’s Business Awards Luncheon for the past five years. “That event is especially near and dear to my heart Story continues on next page
CEO in previous companies.
Schlenner Wenner promotes staff Schlenner Wenner & Co. announced the following promotions: In the St. Cloud office, Ashley Meagher was promoted to partner; Val GieferFossa was promoted to director
PEOPLE TO KNOW
Three Elected to Chamber Board The following individuals were elected in September 2026 to fill three-year terms on the Board of Directors of the St. Cloud Area Chamber of Commerce.
of audit; Alex Hokanson was promoted to manager; Brandon Behsman, Cameron Lemke and Olivia Mernaugh were promoted to supervisors; and Hailey Kvick, Nate Loxtercamp and Clare Mead were promoted to senior associates. In the Monticello office, Jessica Meyer was promoted to manager. In
Rachael Sogge
Sarah Putnam
Posterick was promoted to
Eyecon Graphics
Coborn’s Inc.
Aslan Health
(320) 237-3695
(320) 252-4222
(320) 297-6800
supervisor.
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Rebecca White
the Little Falls office, Ashley
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IN THE NEWS
because it celebrates the businesses, leaders, and entrepreneurs who make our community stronger,” he said. “I find it inspiring every year to hear their stories, learn what they’ve overcome, and recognize the impact they’re having throughout Central Minnesota.” Cook has served on the Chamber’s board of directors since 2022 and in September 2026, he became the chair. As he steps into the role, he is excited to build on the existing success of the Chamber while remaining open to new opportunities and ensuring that the board is listening to what businesses need. “I think that’s
important because sometimes the first step toward solving a problem is simply making sure the right people understand it,” Cook said. Cook also hopes to double down on the Chamber’s “voice of business in Central Minnesota” claim by focusing on more representation from minority business owners, specifically within the Hispanic business community, where Cook has built new relationships. He acknowledges that bringing together many different viewpoints can often be challenging, but feels that defining problems with clarity and detail can shift conversations away from
differences and toward solutions. “When we can do that, we often discover just how valuable our different perspectives and experiences can be when we’re working toward a common goal,” he said. Cook, who has worked in a variety of roles in companies of one employee to 10,000 is excited to step into this new leadership role. “I hope that range of experience gives me a balanced perspective and allows me to lead with an understanding of the different challenges businesses face while helping our community successfully address complex problems,” he said.
Metro Bus earns bronze award Metro Bus received a Bronze Governor’s Workplace Safety Award from the Minnesota Safety Council, recognizing its commitment to workplace safety and health. The award is given to organizations with an incidence rate better than the 50th percentile of the state or national average.
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NETWORK
UPFRONT
NEWS REEL
YOUR VOICE IN GOVERNMENT
Worldly Workforce Foreign workers play a vital role in Minnesota’s economy. By Fernando Quijano
Stearns Electric members donate over $31,000 Stearns Electric’s Operation Round Up® (ORU) program contributed almost $32,000 to 39 area organizations in July. Through the ORU program, Stearns Electric Association member-consumers give back to area communities by rounding up their electric bill to the nearest dollar. Since the program’s inception in 1993, ORU and Stearns Electric members have awarded nearly $3.57 million to over 6,000 local non-profit organizations and community service programs.
SCSU announces promotion St. Cloud State University named Brandon L. Johnson vice president for strategy, communications, and institutional research. Johnson has more than two decades of experience at SCSU, most recently serving as associate vice president for academic operations and resources. In his new role, he will lead implementation of the university’s strategic plan and oversee University Communications and Institutional Research. ___________
F
oreign talent is an indispensable pillar supporting regional economies statewide. These three employment-based temporary visa categories help fuel our local and state workforce: 1 H-2A: agricultural 2 H-2B: seasonal non-agricultural 3 H-1B: high-skilled professional Notably, 84 out of the 87 counties in Minnesota relied on some form of
temporary foreign labor during fiscal year 2025. The geographic spread of foreign talent throughout Minnesota demonstrates that international labor supports both metropolitan centers and rural communities. Industry Breakdown Statewide in 2025, Minnesota relied on: 4,356 H-2A agricultural workers (up 7.8 percent from 2024), concentrated
Got News? Send news releases, announcements, or anything
Contributor ________
you think is newsworthy to Emily, ebertram@stcloudarea chamber.com and we will try to include it.
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Fernando Quijano, M.A., is a community economics extension educator with University of Minnesota Extension and professor emeritus of economics at Dickinson State University.
BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
heavily in farm labor (46.5 percent), equipment operation (30.1 percent), and nursery production (17.4 percent). 2,779 H-2B seasonal workers across 43 counties, primarily filling key labor gaps in landscaping (44 percent), recreation/hospitality (29 percent), and construction (13 percent). 7,408 H-1B professional worker visa holders, filling shortages in computer science (56 percent), engineering, business, education, and healthcare. Many counties relied on foreign healthcare professionals to mitigate severe staffing shortages in DEED’s designated Health Professional Shortage Areas. In Stearns County, temporary foreign employment grew by 11.6 percent to 192 workers in 2025, displaying a balanced reliance on all three visa programs, including 68 professionals, 62 seasonal non-agricultural workers, and 62 agricultural operators. Professionals are concentrated in healthcare (33 workers) and education (15 workers), while non-professionals include amusement/recreation (45 workers) and landscaping (14 workers). The spatial distribution of workers reveals professional talent concentrated around the St. Cloud area, including District 742 and LexisNexis, while agricultural workers power
the rural western portion of the county alongside major employers like Pilgrim’s Pride and Select Sires. Continued Growth The geographic distribution reveals the potential for regional economic strategies between contiguous counties. Recognizing these regional clusters enables business leaders, economic developers, and chambers of commerce to build strategic crosscounty partnerships. By coordinating recruitment programs, sharing best practices, and aligning regional infrastructure, neighboring communities
can collectively strengthen the supply chains within industries that rely on specialized talent not available locally. For the counties and regions that depend to some extent on foreign talent, maintaining regional growth involves a welcoming community framework. A community climate of inclusion directly influences talent attraction, quality of place, and resident retention. Communities are better positioned to mitigate local labor shortages when they actively foster inclusive environments,
educate stakeholders on the economic value of immigration, and advocate for an efficient immigration system. Participating in local workshops and welcoming community initiatives ensures Central Minnesota remains a resilient, competitive, and supportive environment for global talent.
IN THE NEWS
Good Samaritan Award recipients announced Catholic Charities of the Diocese of St. Cloud presented its annual Good Samaritan Awards to Mark Thelen and Associated Wholesale Grocers (AWG). Thelen was recognized for his longtime community philanthropy and support of Catholic Charities, while AWG was honored for its leadership in food rescue, donations, volunteerism and sponsorships.
This story is based on a University of Minnesota Extension presentation titled The Contribution of Foreign Talent to the Minnesota Economy. The report detailed the vital role the foreign workforce plays across the state.
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NETWORK
UPFRONT
THE TROUBLE WITH BUSINESS
Quick Question Customer surveys are an important tool for measuring marketing, customer experience, and quality control. By A.J. Kaufman
Identifying how many complete surveys are needed to support the data analysis plan is also critical, according to Hemmesch. “More is not always better,” she said.
W
hether returning from a vacation, a doctor’s visit or buying a product on Amazon, customer surveys are everywhere. They are a critical source of feedback that, when used properly, can help businesses understand their customers and drive growth. More than just a feedback tool, they can enhance customer experience, contribute to business growth, and help retain existing customers, which is more costeffective than acquiring new ones. Customer surveys reveal what customers need, expect and value, putting real customer feedback at the center of decision-making and helping align marketing strategies with those insights. Survey data can identify target demographics and buying patterns for campaigns, while also supporting loyalty and retention. Asking
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for feedback regularly shows customers that their voices matter, which builds trust and solidifies loyalty. What’s the goal? In addition to being a professor and chair of the department of psychology at St. Cloud State University, Amanda Hemmesch serves as director of the university’s Survey Center. She believes good survey design is broader than simply drafting questions. Hemmesch has collaborated with non-profit and governmental organizations through the entire survey process — from identifying research questions and goals, to determining methodology, drafting questionnaires, collecting responses, and ultimately analyzing and interpreting the data.
BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
“Careful design early in the process makes it more likely that an organization will receive valid and reliable information in a format that is useful,” Hemmesch said. She notes that perhaps the most important part of the process is identifying the project goals, as they will be used to guide the rest of the survey design. Target population, or who the organization wants to learn about, should also be considered in survey design. According to Hemmesch, the goal should be to collect responses from a representative sample of the target group. This is why you often see demographic questions at the end of a survey like age, gender, ethnicity, education and income, as they can help determine if additional outreach is needed to recruit a representative sample.
How is it structured? Another consideration is modality, or how the organization will contact potential participants. Online surveys are often faster and less expensive than telephone, mail, face-to-face or mixedmethod surveys, especially when the organization already has email addresses or a website to distribute the survey. “Organizations should only include questions that are aligned with the project goals, because participants are more likely to complete shorter surveys than longer ones,” she said. She recommends testing questions to identify items that may need revision. “A strong survey question is neutral, so that it does not lead participants to answer in a particular way.” Closed-ended survey questions should have response options that are mutually exclusive and exhaustive, enabling participants to select an answer that matches their experience, attitude or belief. Open-ended questions can be useful for gathering a broader range of responses, but they are often more labor-intensive to analyze. Where is it happening? Lynn Stier is the director of patient experience and patient relations at CentraCare. She
says patient experience surveys provide valuable feedback that helps CentraCare identify strengths, uncover opportunities for improvement and guide performance enhancement efforts across the organization. “Survey results give patients a voice in shaping care delivery, enable healthcare teams to better understand patient needs, improve service quality and create more patientcentered experiences,” Stier said. At CentraCare, patient feedback trends are analyzed so that leaders can make informed decisions regarding operational improvements, staff development and process changes that positively impact the patient experience. Surveys can also foster trust and demonstrate a commitment to listening, Stier said, as they help build stronger patienthealthcare team member relationships and increase patient confidence in the care they receive. “Continuous review of patient experience data and patient comments allows CentraCare to proactively address concerns, recognize high-performing teams and implement best practices.” When it comes to interpreting survey results, comparing responses to project goals provides a starting point. “But keep an open mind when reviewing responses,” Hemmesch cautioned. “Sometimes unexpected results can be just as useful as expected ones.”
Granite Partners is a private investment firm based in St. Cloud, Minnesota. We partner with retiring owners of niche-leading companies to sustain across generations. With an evergreen structure, we provide long-term ownership, growth resources, and stewardship to create value and enhance wellbeing for all stakeholders.
growing companies, enhancing communities
A former school teacher and historian, A.J. Kaufman is currently managing editor for the Business Journal of Tri-Cities and also a correspondent for the St. Cloud Times.
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NETWORKCENTRAL GROW | NETWORK | PROFIT
E V E N T S A R O U N D T H E ST. C LO U D A R E A
M O R E O N E V E N T S : Fo r i n f o r m a t i o n o n t h e s e o r o t h e r b u s i n e s s e v e n t s , c a l l 3 2 0 -2 51 -2 9 4 0 o r v i s i t S t C l o u d A r e a C h a m b e r. c o m a n d c l i c k o n “ C a l e n d a r.”
Network! The St. Cloud Area Chamber of Commerce celebrated the 80th annual Chamber Open at the St. Cloud Country Club in August.
38 teams of four took part in the 80th Annual Chamber Open.
Adam Breitbach (L), Jacob Weller, Dustin Breitbach and Ryan Breitbach, Breitbach Construction
Ryan Andvik, RTA (L); Doug Cook, Headwaters Strategic Succession Consulting; Travis Theis, Dick’s Nuisance Animal Control
Alivia Jacobs (L) and Gabrielle Cooper, Jacobs Financial
Aaron Miller (L), Amy Hanfler, Arlene Williams, and Tom Schulzetenberg, CentraCare Foundation
Cristy Lahr, The Janel Morgan Team by Morgan & Co., and Al Brinkman, Forever Young Two Wellness and Skincare
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BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
Susan Roberts, Eye-Kraft Optical; Jim Gruenke, Stop Go Studio; Casey Hilbelink and David Olson, Center for Energy and Environment
Matt Arduser (L), Troy Cameron, Brandon Voit and Bri Torborg, Falcon National Bank
Chamber Open Vice Chair Brittney Liberty, Central Minnesota Mental Health Center, and Chamber Open Chair Brandon Zylka, Catholic Charities
Cheryl Holchalter, Edward Jones — Joe Tretault’s Office, and Tim Feddema, Automotive Parts Headquarters
Dave Faust, Stonehouse Resources (L); Jeff Lawson, Coldspring; Katie Jo Anderson, Luminous Roots; John Hazen, CloudClear Services
Clockwise from Left: Lauren Johnson, Terry Templin, Katrina Hall and Brenda Eisenschenk, InteleCONNECT Powered By CTC
Carmen Hernandez (L) and Amy Brown, Advantage Chiropractic
Mike Lee (L), Tom Welch and Ross Priest, St. Cloud Live/Forum Communications
Meaghan Roberts (L) and Julie Johnson, Iron Street Distillery
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BUSINESSTOOLS GROW
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I N S I D E T H I S I S S U E : Entrepreneurism / Management Toolkit / Economy Central by Falcon Bank ENTREPRENEURISM
Cash Flow Visibility When it comes to cash flow, every business should consider a rolling 13-week forecast. By Aaron Traut
Unlike a cash flow statement, which explains what happened, a forecast shows what’s likely to happen next. Each week, the oldest period drops off and a new week is added, creating a continuous view of expected cash. Weekly details highlight timing issues involving payroll, vendor payments, debt, taxes, inventory purchases, and customer collections — risks monthly reporting can obscure.
M
ost cash crunches don’t happen because a business is unprofitable. They happen because leaders can’t see cash timing issues early enough. If you’ve ever reviewed a healthy income statement and wondered, “Where did the cash go?” a rolling 13-week cash flow forecast may be worth implementing.
What and Why A 13-week forecast provides enough visibility to identify problems, while remaining reliable enough to guide near-term decisions. It also aligns with a typical quarter, helping management connect cash planning with business performance.
Contributor ________ Aaron Traut is a principal at CLA, providing assurance, tax, and consulting services to closely held companies in manufacturing, distribution, technology, and retail.
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Structure and Rhythm Keep the model simple: opening cash, receipts, disbursements, and ending cash. The opening balance must be reconciled and accurate, otherwise, every subsequent week is unreliable. Focus on actual cash movement, not accrual accounting measures — accounts receivable doesn’t equal cash. The forecast becomes valuable only when it’s maintained consistently. Assign owners for key inputs, update the model weekly, compare results with actual cash activity, investigate variances, and revise assumptions. Accuracy improves when teams replace unsupported assumptions with disciplined follow-up. Decisions and Considerations A 13-week forecast is a decision-making tool. Material
or inventory purchases, unplanned maintenance, seasonal demand, and extended customer payment terms can create significant gaps between spending and collection. When a shortfall appears, leaders can act early by accelerating collections, requesting deposits or progress payments, managing vendor timing, adjusting inventory purchases, planning financing draws or repayments, and reconsidering capital expenditures. A forecast can also expose the true cost of offering earlypayment discounts. Under terms of 2/10, net-30, for example, a customer may deduct 2 percent by paying 10 days early. On a $10,000 invoice, the seller receives $9,800 instead of $10,000. Annualized, that discount represents a cost of roughly 37 percent — valuable to the buyer but expensive for the seller. Faster cash may help, but evaluate the tradeoffs. Communication and Beginning Banks, owners, boards, and leadership teams increasingly expect disciplined forecasting. The most credible forecasts are current, attributed, updated weekly, and supported by variance analysis. Forecasting for lenders and forecasting to run the business should become the same process.
Spend 30 minutes this week building the first two weeks of a forecast. Include opening cash, major customer receipts, payroll, vendor payments, debt obligations, and taxes. Then extend the model as your confidence improves. Start simple and refine over time. A rolling 13-week
forecast gives leaders the visibility to anticipate pressure, evaluate tradeoffs, and communicate with confidence. When cash management shifts from a backward-looking report to a weekly operating discipline, surprises decline and options expand.
DISCLAIMER: The information contained herein is general in nature and is not intended, and should not be construed, as legal, accounting, investment, or tax advice or opinion provided by CliftonLarsonAllen LLP (CLA) to the reader. For more information, visit CLAconnect.com. CLA (CliftonLarsonAllen LLP) is an independent network member of CLA Global. See CLAglobal.com/disclaimer. Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor.
TECH NEWS
(Sort of) Ready for Takeoff
T
he world’s largest fully battery-powered aircraft, Heart Aerospace’s X1, successfully completed its first flight. The 25,000-pound, 30-seat aircraft flew for 27 minutes on battery power alone for roughly 125 miles. Heart Aerospace is developing a hybrid-electric version that could travel about 500 miles and potentially cost 40 percent less to operate than comparable aircraft because of lower fuel and maintenance costs. The technology could eventually make regional air travel cleaner and cheaper, but advances in battery capacity are still needed before fully electric planes can compete with conventional aircraft on longer routes. Source: Popular Science
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MANAGEMENT TOOLKIT
me,” many users are now asking detailed conversational questions like, “What are my options for a coffee shop near south St. Cloud that has gluten-free muffins, laptop power stations, and a cozy atmosphere for focusing?” AI then synthesizes information from across the web to give users a direct, conversational answer right at the top of the screen. If you indeed are that perfect coffee shop, but your website and Google Business profile don’t talk about these specific attributes, you may be left out of modern search results and AI recommendations. This means your website content needs to start answering real, multi-layered human questions. Enhance Your Website Content
Serve the Answer-Engines AI is rewriting the online search playbook. By Carrie Karki
J
ust when it feels like most of the world finally knows what search engine optimization (SEO) means, our traditional search engine has evolved, and the way customers find businesses has changed. For years, digital marketing relied on a repeatable formula: a user types a few keywords into a search bar, and a list of links is displayed to choose from. Today, AI is completely rewriting this playbook, transforming search engines from link-finders into answer-engines.
SEO is still a necessary strategy. However, answer engine optimization (AEO) and generative engine optimization (GEO) require slightly different approachs, allowing AI to see and recommend your business to your target audiences. Think Conversations over Keywords
AI-powered search tools, like ChatGPT, Claude, and Gemini, are changing user search behavior. Instead of typing fragmented phrases like “coffee shop near
While these efforts may all seem daunting, the good news is that you don’t need a massive budget or a long time frame to start increasing the visibility of your business for AI search. You can make highly effective adjustments right now by focusing on clarity and directness: Build a robust FAQ page on your website. Write out the exact, specific questions your customers ask you in real life. Answer them directly, honestly, and concisely in the first two sentences of your response. If you already have a FAQ page, refresh it for relevance. Write like a human. AI models prioritize content that demonstrates real-world experience. Use first-person phrasing (“our team,” “in our
Contributor ________ Carrie Karki is Founder & CEO of WhiteBox Marketing, a strategic growth agency partnering with businesses to align and streamline their marketing, branding, and communications in a way that drives measurable results.
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experience,”) and share genuine insights in a conversational tone. Keep your data structured beyond your website. Ensure your business name, address, phone number, and hours are completely accurate and identical across your website, Google Business Profile, and local directories. AI relies heavily on these consistent data points to recommend local businesses. Keep a Proactive Mindset
To stay ahead of the curve, local businesses must review their strategies for the near future. By 2027, visual and voice search will likely dominate daily consumer habits. Your customers will increasingly look for products by snapping photos on their phones or asking AI assistants for recommendations while driving. Start preparing now by optimizing your imagery with descriptive file names and alt-text (image descriptions in the website’s code) that AI can read, and ensure your content mirrors natural speech patterns. Furthermore, prioritize building a strong brand reputation. AI models gather information from customer reviews, local news articles, and forum mentions. The more positive chatter there is about your business across the web, the more likely AI platforms are to recommend you as a trusted local option. The fundamentals of good business haven’t changed, as you still need to stay focused on addressing your customers’ needs. But by making your website content clearer, more conversational, and deeply authentic, you can ensure that both AI and local customers can find your business and choose you.
REAL PEOPLE, REAL EXPERTS A N E W P L AY B O O K
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AI search engines. Take action with these five simple starter steps: 1 Audit your contact info. Check your business name, address, and phone number on Google, Yelp, and Apple Maps to ensure they are 100% identical. 2 Add 5 conversational FAQs. Turn your most common customer questions into clear, direct Q&As on your website. 3 Rename your website images. Swap generic file names like IMG_4829.jpg for descriptive ones like city-specific-service.jpg. 4 Claim and manage your business listings. Take ownership of your Google Business Profile and verify that your business information is accurate across Chamber, industry, community and other online directories.
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5 Ask for specific reviews. Encourage customers to mention specific services or products in their online reviews, as AI reads these to understand and, in turn, recommend what you offer.
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Economy Central presented by
ECONOMY CENTRAL
Future Finders Straddling a gray area between investing and gambling, prediction markets are proving to be surprisingly accurate. By Lynn MacDonald and Lucas Threinen
G
ambling has expanded rapidly in recent years. Over the summer, journalist Rose Horowitz reported that Americans are now more likely to place a bet than read a book. This trend is reflected in broader industry data as well. The American Gaming Association indicates the U.S. commercial gaming industry reached a record $71.9 billion in annual revenue in 2024 and continued to generate historically high revenues through 2026. While not every gaming segment is setting new
records every quarter, overall commercial gaming and online gambling remain near all-time highs, and sports betting activity remains dramatically higher than before nationwide legalization began in 2018. Prediction markets occupy a gray area between gambling and investing, and regulators continue to debate how they should be classified. While prediction markets aren’t new, they have seen increased use recently with the emergence of online platforms. In fact, if you watched any televised sporting
Contributors ________ Lynn MacDonald, Ph.D., is director of the Center for Economic Education and a professor of economics at St. Cloud State University. Lucas Threinen, Ph.D., is an assistant professor of finance at the Hamline School of Business at Hamline University
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event in the past year, you likely saw advertisements for prediction markets. Prediction markets are online markets where people can place bets on future outcomes, whether in sports, elections, or even economic indicators. Trading activity on prediction market platforms has grown dramatically in the last year. Pew Research reports that combined monthly trading volume on major prediction market platforms (Kalshi and Polymarket) increased from under $5 billion in September 2025 to approximately $24 billion by April 2026. That represents an increase of approximately 380 percent in less than a year. Prediction market traders buy contracts that pay $1 if a specified event occurs and $0 otherwise. A contract trading at 43 cents can therefore be interpreted as the market assigning roughly a 43 percent chance that the event will occur. Like prices in other financial markets, the price of a prediction market contract reflects traders’ collective expectations about the future. Economists typically put much greater stock (no pun intended) in this kind of information than on predictions by pundits and cable news talking heads, because traders on these platforms have real money at stake. Still, are these markets more of a novelty than a credible source of information? On his blog, economist Alex Tabarrok summarizes analysis conducted
by Alex McCullough, showing that they are often remarkably accurate. In short, McCullough compiled sets of contracts that were trading at a given price (for example, all contracts trading at 60¢). If these trading prices are predictively accurate, then about 60 percent of those contracts should have ended up paying out, and so on for all sets of contracts at a given price. McCullough found that prices matched actual outcome probabilities with high precision. This predictive ability helps explain why economists and business leaders increasingly pay attention to these markets. Contracts exist for economic outcomes, allowing observers to see what traders collectively expect about interest rates, inflation, elections, and other events. Perhaps a business’s fortunes are linked to the outcome of some world event, such as the persistence of the U.S.-Iran ceasefire, or the majorities in the U.S. Congress after the midterms. Observing trading prices on the contracts linked to these events provides another source of information for decision makers. Recent controversies have also highlighted a regulatory challenge. Unlike traditional securities markets, prediction markets generally have fewer restrictions on insider trading on private information. While that information may improve forecasts, it may also discourage participation by traders who believe the game is stacked against them. Whether regulators will ultimately treat prediction markets as investment products, gambling, or something in between is anyone’s guess — there isn’t a contract trading on that outcome at the moment.
October
6 COMMUNITIES — ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH
ECO N O M I C I N D I C ATO R S & T R E N D S
July 2026 Jan Feb December Mar Apr May June July Aug Sept Oct Nov Dec
December
November
600
6 COMMUNITIES - ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH
161 $8,537,535
2024
29 $2,313,150
0
November
Home Sales Closed in St. Cloud Area
50 $4,878,427
118
2025
300
600
Food and Beverage ST. CLOUD - NET RECEIPTS
October
B U I L D I N G P E R M I T S BY C O M M U N I T Y - C O M M E R C I A L September 2024
2025 #/$
St. Cloud
August 615
371 2026 $168,746,922
195 $142,276,599
Sartell
July 465 December
504 $28,783,792
260 $10,415,250
#/$
TOTAL: $223,050,031
$96,038,255 $43,155,871
June
TOTAL: $302,572,803
Sauk Rapids November 39 $9,508,967
19 Food $6,961,297and Beverage
$61,780,414
204 $67,940,517
$13,675,4653
10 $134,391
7 2024 $164,454
Apr September
$2000000
Jan June
67 $20,787,565
TOTAL: 182*
Feb July
TOTAL: 1868
Mar August
St. Joseph
$250M $300M $350M TOTAL: $302,572,803
TOTAL: 1823
St. Augusta
2026 #/$
39 2025 $22,741,678
May Waite Park October178
TOTAL: $231,405,464 TOTAL: $223,050,031
$200M
October
80 $6,064,699
February
2000
$150M
September
197 $12,993,405
1500
TOTAL: $1,287,691
TOTAL: $1,604,677
$1500000
$100M
29 $1,826,189
205
1000
Data not released at time of print
$1000000
2025
$50M
40 $1,058,345
March $39,723,287
500
$500000
$0M
174 $8,370,264
January
6 COMMUNITIES — ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH
2026
212 $10,800,019
December
6 COMMUNITIES — ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH
2024
262 May $11,443,421
St. Augusta
$120M
Commercial Building Permits
2025
0 $9,417,106 300
43
Commercial Building Permits
2026
August
$100M
251 $12,669,656
April $1,868,911
St. Joseph
$80M
320
2021
TOTAL: $106,922,594
January$16,142,200 June
2020
$60M
July
Sauk Rapids
580 $22,388,203
2026
2019
$40M
June
Sartell
2026 #/$
1392 2024 $38,596,441
1279
$31,680,076 February July
0
$20M
May
St. Cloud
$100M $120M TOTAL: $80,996,292
Food and Beverage Tax Collection
ST. CLOUD
$0 $0M
Home Sales Closed ST. CLOUD
2025 #/$
August
Waite Park
2024
April
$80M
March
2024 March #/$
2021
2020
2019
2025
$60M
2025
September
2026 $40M
May October
BUILDING P E R M I T S BY C O M M U N I T Y - R E S I D E N T I A L April
TOTAL: $52,852,447
$20M
June November
February
January
December
November
October
September
August
July
June
May
Apr
Mar
Feb
Jan
TOTAL: $80,996,292
6 COMMUNITIES — ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH TOTAL: $106,922,594
$0M
ST. CLOUD
COLOR KEY:August
TOTAL: $52,852,447
2026 Totals represent data reported as of 9/1/2026
2024
Home Sales Closed
Economy Central presented by September
Compiled by Shelly Imdieke, St. Cloud Area Chamber of Commerce
Residential Building Permits
E PARK,
November
16,523*
$200M
Residential Building Permits
2025
621,465
885,721
$80M
E PARK,
1,424*
32,948
24,272
December
ST. CLOUD - NET RECEIPTS 89 2 $840,000
2026
62 $14,195,440
22
$0 $48,881,420 $500k
2025
May and St. Joseph Sources: Building departments for the following cities: St. Cloud, Sauk Rapids, Sartell, Waite Park, St. Augusta, Apr
Unemployment Rates 2024
2025-2026
2025-2026 -% CHANGE
Source: positivelyminnesota.com
December
November
October
1.0%
5%
September
August
July
June
M
Jan
May
F
April
1.5%
March
$350M
December
$300M
November
$250M October
September
$200M August
July
June
$150M
May
April
March
February
January
$100M
February
2.0%
$50M
Source: positivelyminnesota.com $0 $500k
Feb
January
6%
$0M
2024
Non-Farm Mar Jobs
TOTAL: $231,405,464
0.5% 0.0% -0.5%
4%
-1.0% -1.5% 3%
J
F
M
A
M
J
J
A
S
O
N
*No data was reported for October 2025 due to the government shutdown.
D
J
F
M
A
M
J
J
A
St. Cloud Minneapolis/St. Paul Minnesota United States
-2.0%
J
A
M
J
J
A
S
O
N
D
J
F
M
A
M
J
J
A
St. Cloud, MN (MSA) Minnesota United States
N O V E M B E R / D E C E M B E R 2 0 2 6 // BusinessCentralMagazine.com
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$200M
E PARK,
900
16,523*
600
621,465
300
1200
1500
BUSINESSTOOLS December
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
E C O N O M I C I N D I C A T O R S & T R E N DDecember S
$1.5M
$2M
TOTAL: $1,788,876
Sheriffs’ Foreclosure Auctions STEARNS AND BENTON COUNTIES $500k $1M
$1.5M
$2M TOTAL: 51
2026 TOTAL: 59
Benton Co.
16
6
7*
*Benton Co. has not reported foreclosures since April 2026.
BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
46 percent of adults 30–49 don’t use cash. –––– 37 percent of adults 50–64 don’t use cash.
December
44
November
2026
53
October
2025
41
12 percent almost always use cash, down from 24 percent in 2015. ––––
September
2024
Stearns Co.
24 percent of those earning less than $30,000 don’t use cash. –––– 51 percent of adults under 30 don’t use cash. ––––
August
Residential
60
58 percent of adults in households earning $100,000+ make no cash purchases. –––– 43 percent of those earning $50,000–$99,999 don’t use cash.
July
50
Who’s Going Cashless? In a typical week...
June
40
SHERIFFS’ FORECLOSURE AUCTIONS
24
46 percent use cash sometimes, compared with 51 percent in 2015. ––––
May
30
April
42 percent of March U.S. adults don’t use cash February at all in a typical week, up January from 24 percent in 2015. ––––
April
20
July
$2M
According to a 2026 Pew Research Center survey, June most Americans use cash less than they didMaya decade ago.
March
10
August
February
TOTAL: 57
2024
0
October
September
January
December
November
October
September
August
July
June
May
April
March
February
January
2025
Is Cash Still King? TOTAL: 182*
TOTAL: $1,869,776
$0
December November
TOTAL: $1,569,840
December
TOTAL: $1,106,723
TOTAL: $1,086,388
November
BY THE NUMBERS
2000
$2000000
2024
$1.5M
TOTAL: 1868
$1M
$1M
TOTAL: 1823
$500k
$500k
Source: Tax Collections — City of St. Cloud
Jan
Source: Tax Collections — City of St. Cloud
January
$0
1500
2025 $0
TOTAL: $1,287,691
$1500000
TOTAL: $1,604,677
2026
2024
February
Home Sales Closed in St. Cloud Area
2025
October
1500
TOTAL: $1,788,876
6 COMMUNITIES - ST. CLOUD, SAUK RAPIDS, SARTELL, WAITE PARK, ST. AUGUSTA, ST. JOSEPH
Feb 1200
Food and Beverage Tax Collection TOTAL: $1,679,119 ST. CLOUD - NET RECEIPTS
September
2024
Mar
1000
Data not released at time of print
$1000000
2026
August
March
2021
ST. CLOUD
July
April
TOTAL: 1341
500
$500000
Lodging Tax Dollars
June
2025
2020
Area$350M Association of Realtors, $200M Source: $250MSt. Cloud $300M http://stcloudrealtors.com/pages/statistics
TOTAL: $1,869,776
May
2019
900
May
June
0
600
Food and Beverage Tax Collection
300
July
2026
Apr
ST. CLOUD
0
TOTAL: $1,086,388
August
TOTAL: 1337
May
TOTAL: $231,405,464
April
September ST. CLOUD - NET RECEIPTS
June
2021
2020
2019
$0
2024
March
October
August
TOTAL: $302,572,803
February
Food and Beverage Tax Collection
July
2025
October
November
SeptemberTOTAL: 929
TOTAL: $223,050,031
2026
January
UD, SAUK RAPIDS, SARTELL, WAITE PARK,
November
December
November
October
September
August
July
June
May
Apr
Mar
Feb
Jan
Home Sales Closed ing Permits ST. CLOUD
M
0
885,721
January
$80M
$120M
E PARK,
$100M
1,424*
$80M
32,948
24,272
$60M
When your business is ready to grow, your bank should be ready too. For Nick and Rachel Kotsmith, growth meant making a long-planned expansion a reality. They needed a banking partner who understood their business, their goals and the opportunity ahead. Falcon National Bank was there to help
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move the project forward.
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ARBOR HAIR + SPA 1309 2nd St. S, Waite Park, MN (320) 230-8890 Number of Employees: 13 staff, 15 renters arborhairstudio.com
UPTOWN STYLES BY ARBOR 33 W Minnesota St. Saint Joseph, MN (320) 363-4535 Number of Employees: 1 staff, 6 renters uptownbyarbor.com
Owner: Michelle Meier Business Description: Arbor Hair + Spa and Uptown Styles by Arbor are locally owned salons and a spa offering personalized hair, skincare and wellness services with a focus on healthy, holistic and sustainable beauty. Established in 2017 Member of the Chamber since 2022
26
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Rooted IN PURPOSE COVER STORY
ARBOR HAIR + SPA OWNER MICHELLE MEIER SEES HAIR TRENDS COME AND GO, BUT KNOWS THAT HEALTH IS HERE TO STAY.
BY EMILY BERTRAM • PHOTOS BY SWITCHBOARD
W
hat do you do when the career you love — one that you’ve been passionate about since childhood — starts to take a harsh toll on your health? Do you call it quits and choose another path? Do you ride it out and deal with the consequences? For Michelle Meier, neither of these options was acceptable. This is where the story of Arbor Hair + Spa begins.
Planting Seeds From styling her Barbie dolls to doing updos for her sister and her friends, Michelle knew from a young age that she loved doing hair. The daughter of two teachers from Melrose, she initially planned to go
into elementary education, but soon realized it wasn’t a good fit. She enrolled in the Model College of Hair Design in St. Cloud and graduated in 2003. She then attended St. Cloud State University, where she earned a degree in business elective studies. She was an instructor at the model college for a year and a half, a stylist at Cost Cutters in St. Joseph for a time, and eventually began renting booth space at Platinum Hair and then Envy Salon. A few years in, she realized that her health was suffering. “I want to do this until I’m 80,” Michelle said. “But when you’re nonstop behind the chair, you’re touching and breathing in chemicals all day long. And at the end of the day, you feel drained
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27
COVER STORY
MICHELLE MEIER, 42
Hometown: Melrose, Minn. Education: Melrose High School; Model College of Hair Design; St. Cloud State University Work History: Cost Cutters, Platinum Hair, Hair Envy Family: Husband Dustin and children Addisten and Taylor Hobbies: Researching holistic health, reading, spending time at the lake, fishing, napping with our puppies, eating
FUN FACT Michelle and her husband Dustin produce Chrisitan music under the stage name dust + shell and have released 12 albums.
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— almost sick.” Michelle began to experience eczema, hair loss and low energy. She visited a doctor. “He planted the seed,” she said. He got Michelle thinking that maybe there were better products and practices that could help her — and many other — feel better. It was then that she got serious about opening her own salon. “When I think back, I was always thinking of what type of salon — it has to be different,” she said. “Little did I know that I was going through the thick of it with my own health in order to create what we’ve created.” Salons that focused on clean products and environments were a new concept, and the audience was unknown. “It was really taboo at the time,” Michelle’s husband Dustin Meier said. There was another salon in the area with the same vision, and it ended up closing. “We were like, ’uh oh, why did they close?’ ” But Michelle was determined to keep going. Arbor Hair Studio opened in Waite Park in July 2017.
Taking Shape The first thing that set Arbor apart was the comprehensive consultation process that often doubled as a health discussion. “From little on, my brain has always thought of the tree of life, which translates into finding the root cause with my clients,” Michelle said. For example, hair breakage or discoloration may be attributed to what is in the water people use to wash their hair or even their emotional state. “Having a child, going through a traumatic loss — all these things can contribute to what’s going on.” Consultations often take over 30 minutes before anything is done with the hair, because Michelle is focused on who the individual is and what they’re experiencing. Through her own experiences and those of her clients, she became certain that providing a healthy hair environment was more than just a fad. The industry agreed. Shortly after opening Arbor, Michelle began advertising for booth rentals. A salon booth rental is when an independent stylist, or another type of beauty technician, rents a booth space in a salon, but is not an employee of the salon. “We didn’t understand how many people were looking for a safe place to work without so many chemicals,” Dustin said. “We were packed to the brim with renters.” Not only was the work environment important to so many, but also a commitment to sustainability. “We’ve been a part of Green Circle since start-
ing in 2017,” Michelle said. They were one of the first salons in the area taking part in the program, with several more following suit over the years. Green Circle is a salon sustainability program that requires its members to have a structured waste recovery and recycling plan in place. In partnership with Green Circle, Arbor separates the hard-to-recycle beauty waste into specific collection bins. The waste is then repurposed in various ways. Hair clippings are turned into materials for oil spill cleanups. Foils and color tubes are sorted and melted down into new aluminum products. Excess colors and chemicals are treated and disposed of safely or converted into clean energy. Green Circle also tracks the impact of each of its salons. In 2025 alone, Arbor helped to keep over 320 pounds of solid waste and over 35 pounds of liquid waste out of landfills and waterways.
Growing Up As the client count at Arbor Hair Studio continued to rise, the Meiers began looking for more space. They knew the demand was greater than what they could accommodate in their 1,300 square feet and wanted to help as many people as possible. They found a location that fit all their needs, but an extensive inspection revealed that it had toxic soil. Undeterred, they kept searching, eventually learning that a building was for sale in Waite Park. “We own this entire building,” Dustin said of the new Arbor location at 1309 2nd St. S. in Waite Park. “Now we own a commercial property that is large and we have tenants.” It was a massive learning curve, during which Dustin quit his job to work with the contractors on the build-out of the space. “They would clock out at four in the afternoon, and I would stay and keep working, so we shaved off 30 days in construction time.” Dustin owns the building, while Michelle owns the salon. Their new location opened in 2021, and at 6,500 square feet it was built for growth. The name was changed from Arbor Hair Studio to Arbor, reflecting its move from a small space. “We have a massive footprint to work with,” Dustin said. “We knew we wanted a hybrid salon, where we have people in individual suites that they can decorate themselves as their own personal space, and we also wanted the booth rental.” It was important to their renters that clients get the full salon experience — from getting their hair washed to using the dryer area.
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COVER STORY
TIMELINE 2003 Michelle Meier attends Model College of Hair Design; begins working at Cost Cutters in St. Joseph 2007 Michelle graduates from St. Cloud State University with a degree in business elective studies 2009-2017 Michelle works for Platinum Hair Design followed by Envy Hair Salon 2017 Michelle opens Arbor Hair Studio in Waite Park 2021 Arbor Hair Studio moves into new, expanded space and is renamed Arbor 2022 Arbor receives the Greater St. Cloud Innovation Award; Michelle and Dustin’s daughter Addisten is diagnosed with Crohn’s Disease
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Michelle also felt it was important that the salon had a good experience for the stylists. “I wanted the biggest break room of any salon,” Michelle said. “I wanted it so we could host Thanksgiving dinner here.” They installed a quiet room that includes a massage chair that can be used by breastfeeding mothers. Large overhead doors can be opened to let in fresh air. Stylists have their own private bathroom, and there’s a lounge area with couches for taking breaks. Currently, there are five stylists, three spa employees, and five administrative employees who work for Arbor, as well as 15 people who rent booth space, whether for hair or other beauty services. All these individuals have access to Arbor’s amenities, which is often a selling point for recruiting. True to the mission, the salon is also built to be as clean as possible. It is equipped with two AirDoctor air purifiers and a specialized ventilation system, though it’s not totally necessary since the products they use are so clean. “We always joke that the best compliment we can get is that we don’t even smell like a salon,” Dustin said. The facility also has two higher-tech versions of reverse osmosis systems so that its water supply is as clean and contaminant-free as possible. Each sink is equipped with eco-heads, which save water and include additional filtration. Selling hair products at the retail level is another area that Michelle has innovated. “At the previous salon where I was renting, we had our own shelf and inventory,” she said. This is standard in most salons. However, with the mission of providing a healthy, clean experience, individual inventory presented a problem when it came to controlling what products were used and sold. “We provide all the inventory,”
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Michelle said. “And renters get a very high commission on it.” She is always open to ideas for new product lines, many of which are sourced from outside of the country due to the lack of regulations for products made in the United States. The products carried at Arbor are the result of an in-depth process that involves great relationships with sales representatives and staying true to the company’s mission. “I’m very intentional — their values have to align,” Michelle said. Being adamantly and unwaveringly committed to providing a clean, safe salon environment comes with its challenges, but also its upsides. “You realize that it’s almost easier, because if it doesn’t align, it doesn’t work for us.” In other words, it makes it easier to say no.
Branching Out Saying no isn’t something Michelle is very fond of when it comes to new opportunities. In 2023, Dustin treated Michelle to a facial from Hautigo Spa in St. Cloud. Michelle fell in love with the organic skin care product they used called Eminence, so she began doing research on it. “She kept digging and digging and soon realized that they (Hautigo) were the only ones who could carry it,” Dustin said. So, she thought, I wonder if they’d sell the business. Michelle initially called the owner of Hautigo to see if she had any interest in renting some space at Arbor. “After a couple of meetings with her, she asked if I had any interest in purchasing,” Michelle said. The former owner gave Michelle a price that, unfortunately, didn’t make good business sense at the time. “August rolls around and I get a text from her asking if I still had interest in the business — and that the price was cut in half.”
Michelle purchased Hautigo Spa in 2024, keeping it located at 643 2nd St. S in Waite Park for about eight months while they worked on a spa renovation at Arbor. After all the spa services moved over, they were able to keep all of the employees as well, which thrills Michelle. “What they’ve created has been amazing,” she said. “Understanding the dynamic, the steps of a facial that is beyond the traditional facial — they are great.” This latest addition led to another company name change: Arbor Hair + Spa. While that may be the name for the Waite Park location, it’s not all that Arbor has to offer. When a longtime client wouldn’t stop joking about opening a St. Joseph location, eventually something clicked. Michelle called the landlord of an existing salon in St. Joseph to see if he would have any interest in selling. “And he said, ‘Yeah, let’s get together,’ ” Michelle said. “And I said, ‘What did I just do?’ ” Located in St. Joseph, Uptown Styles salon has been in the community for 30 years. In April 2025, Michelle and Dustin purchased the business. Because of its longevity in the area, they decided not to change the name completely, instead shifting it to Uptown Styles by Arbor. After a very quick (fourday) renovation, the salon opened at full capacity with one staff stylist and six booth renters.
Blooming Together Michelle recalled being asked by a client once if she ever just pauses and looks at what she’s done. “Out of all honesty, I don’t,” she said. “I keep going.” She credits her ability to do so to the support of her friends and family, primarily Dustin. While he works full time outside of the salon, he is always just a phone call away. “I’m Mr. Fix It,” he jokes. Dustin also has a background in staffing, so he was integral in creating employment paperwork, standard operating procedures, drafting lease agreements, reporting and payroll. He’s also been vital in his role as husband and father. “We created a great team marriage where I worked nights and he had our kids,” Michelle said of their early days. As much as it was hard to be away, Dustin was always cheering her on and helping her pursue her purpose. “Dustin has so much management experience,” Michelle said. “I really had none at first.” That lack of experience led to her handing off most of the difficult conversations in the workplace to Dustin. When he decided to go back to work after about a year and a half, Michelle found herself taking over
those difficult management tasks. “That was my biggest growth,” she said. Mentors are also a big part of shaping who Michelle is today. One of those mentors was Doug Bischoff, previous owner of Design Electric who passed away recently. A customer of Michelle’s since her early days, Doug was known for his generosity and wisdom. He would often offer insights on management, customer service and the importance of community involvement. “He was the most giving man in the world,” she said. “He shared so much wisdom with me.” Now, Michelle loves to return the favor as a mentor to her staff. “I love to mentor not just on hair, but how to navigate and grow as an individual,” Michelle said. She is also a leader who leads by doing. After receiving Greater St. Cloud’s (GSC) Innovation Award in 2022 and being named an Emerging Leader Under 40 by St. Cloud Live in 2023, Michelle danced as one of the featured stars in the Central Minnesota Community Foundation’s “Dancing with Our Stars” in 2024. She raised $25,000 for Camp Oasis, a summer camp for kids with Crohn’s disease and ulcerative colitis. Addisten, their oldest daughter, was diagnosed with Crohn’s Disease in 2022. When she reflects on her journey, Michelle is proud that she had a vision and stayed true to it. She encourages anyone else who is thinking of trying something new to “be unique, do you — don’t focus on the judgement. The idea came with a purpose, and if that idea is meant to succeed, you’ll figure it out.” She hopes to see continued growth for Arbor, mostly because she wants to keep helping others. Dustin agrees. “You just want to have a positive impact on people’s lives,” Dustin said. “You want to find people who had nowhere else to go and were at the end of the line with their health issues, and you solved it because you just don’t quit.” Dustin acknowledges that mediocrity is not an option for Michelle — she’s always building, always planning for what’s next, what’s new. “You took an industry that didn’t need to be changed, but you changed it, because there is a large percentage of the world out there that’s looking for what you’re providing,” he said. “Hair styles can be trending,” Michelle said. “But health is not a trend.”
TIMELINE 2023 Michelle is named an Emerging Leader Under 40 by St. Cloud Live 2024 Michelle dances for Dancing with our Stars, sponsored by the Women’s Fund of the Central Minnesota Community Foundation and raises $25,000 for Camp Oasis. –––––––– Arbor acquires Hautigo Spa and moves it into the Arbor space, changing the salon’s name to Arbor Hair + Spa 2025 Michelle purchases Uptown Styles, renaming it Uptown Styles by Arbor
Emily Bertram is director of marketing and communications at the St. Cloud Area Chamber of Commerce and editor of Business Central Magazine.
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F E AT U R E
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F E AT U R E
Tomorrow’s Talent Today
Internships offer businesses a smart way to develop future talent while filling current workforce needs.
Getting Started
By Randy Krebs
When it comes to bolstering my employee ranks, I need: a.
Better qualified applicants.
b.
A fresh set of eyes.
c.
Someone to focus only on — and ideally finish — that special project.
d.
A stronger employer brand.
I
f you’re a Central Minnesota business leader who filled in the blank with any of those answers (or perhaps added “e. all of the above”), your best answer might actually be “f. Start an internship program.” For starters, look no farther than “a. Better qualified applicants” and “d. A stronger employer brand.” The National Association of Colleges & Employers (NACE) reported in April that 63.1 percent of interns accepted offers of fulltime employment, a jump of 13 percent in a year and a strong signal about the importance of building relationships with potential employees, especially candidates new to your industry. In addition, this growing acceptance rate points to students seeing internships as a
vital step toward their first career position. Shantelle Kane is associate director for employer relations at St. Cloud State University, where her job is connecting employers and students, including employers who are looking for interns. She sees many benefits for both sides. “Interns are kind of a way to try before you buy,” Kane said. Bringing on an intern allows a business to hire someone with less experience on a trial basis, while also determining if their personality and work style is a good fit for your team. “Then, when they graduate, you have someone with experience and onboarding is already done, so it’s really easy to transition from an intern to a full-time employee.” Rachel Thiesse, vice president for the St. Cloud Rox and chief administrator for the Rox Community Foundation, can attest to that approach — and how students can benefit, too. About eight years ago, she took a Rox internship, which lasted three years and turned into a full-time position
in 2022. “Internships are a good way for a student to get a foot in the door,” she said. “You learn the background of your industry, learn skills and learn whether or not a job is for you.” When it comes to specific jobs, employers can engage interns in a variety of roles. In addition to core administrative support, interns often help with a special project, complete research delayed due to higherpriority needs, or support an organization on social media channels and in other publicfacing roles.
A Win-Win While internships can become a pipeline to hiring full-time employees, that is just one of their many benefits to any business or organization. “Interns are about investing in your future,” according to Thiesse. She advises that, even if a company does not have a formal internship program, they can look at what they need and
What does it take to dive into offering internships? That answer varies based on the needs and resources of each organization. Here are some key points to remember:
1 Any internship must
benefit both the intern and the organization.
2 If you have never tried
interns, talk with industry peers that use them and ask them for advice. 3 Treat the recruiting,
hiring and employment of interns the same as for employees. 4 Make sure there is a
complete job description for each internship you offer. 5 Generally, interns
should be paid and legally treated as employees under the Fair Labor Standards Act.
Where to Find Interns
There are several ways to find intern candidates, including: Working with local colleges or universities or job/career service organizations.
Working with your local network of business and community groups. Don’t be afraid to ask peers if they know any good candidates, even asking good friends and family members can pay off.
Reach out to associations affiliated with your business or industry. Some even have programs that find interns for you.
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F E AT U R E
Tech-savvy interns can serve as a training resource for quick adoption of the latest software or technology impacting their industries. involve interns in those areas. “There are students out there who can help you. They are learning — and so are you.” Stearns Bank Senior HR Manager Rene Knippel and Tammy Stark, executive director of Career Solutions, echo that sentiment. “We benefit as much as the interns,” Knippel said. She helped create the bank’s internship program that now includes up to 10 paid interns
who each work about 32 hours a week, mostly during the summer months. “Interns really are an important part of our organization.” Knippel looks at interns’ interests and tries to match those to roles throughout the bank. “We want to show them we are not stuffy bankers. We want to expose them to what banking is today.” Stark’s organization both uses interns and helps place
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them with local businesses. “An intern can bring in a new approach, new thinking and creativity,” she said. “They can create real positive energy.” In Stark’s experience, interns are also eager to learn and often know the latest in technology. In fact, engaging an intern who has knowledge of your industry’s leading-edge technology can be a big benefit — not just for the intern’s success, but for a company’s entire workforce. For example, Thiesse recounted how a recent Rox intern with advanced skills in a software program put those talents to use and created an automated way for ticket
orders to be put into the system for the Rox’s community reading program. Not only did the intern’s innovations increase efficiency for the Rox, that one-time effort freed up coworkers so they could focus on other tasks. Knippel and Stark also note how tech-savvy interns can serve as a training resource for quick adoption of the latest software or technology impacting their industries. Plus, most interns of college-age are often well-versed in social media apps and similar digital tools — which can be a unique skill set depending on an organization’s full-time workforce. “Interns are very smart,” Thiesse said. “They hold a lot of responsibility for us, and we could not do it without them. They know the trends so we’re always open to listening to them.”
The Real Deal Not surprisingly, getting the most out of interns also means giving them not just opportunities, but treating them like regular employees. That includes everything from providing a thorough job description to paying them a fair wage or stipend — even if they also earn college credit for the internship. “Our interns are treated just as well as all other team members are,” Stearns Bank’s Knippel said. “We bring them in as part of the team and they go through orientation. They earn $26 an hour, get full benefits, and we design their program so they learn new things and get to work on their priorities.” Each intern is also assigned to a manager, who mentors them and plans their full internship. St. Cloud State’s Kane also urges employers to think of interns as employees, especially on matters like job duties, pay and mentorship. “Mentorship is really important,” she said. “You want to hire an intern you can help develop so they can do things like conduct a meeting,”
noting that guidance is a great way to foster loyalty. In fact, mentoring is arguably the most important aspect of intern oversight. “This might be their first office experience,” Stark said, which is why she encourages employers to look more at internships as mentorships. “Interns are experiencing these things for the first time. You need to mentor them to be successful — not just at work, but as part of society.” As Thiesse points out, even if an employer does not hire an intern immediately, providing the intern with a positive experience can often translate to your industry gaining a qualified applicant who someday might come back
more experienced and apply for a job at your company. “Don’t be gun-shy. Honestly, it’s not hard to get started,” Kane said. “Internships are a great way to attract and retain talent.” Stark of Career Solutions stressed that finding untapped talent in a new intern with a fresh perspective makes it all worthwhile. “They bring positive energy. They are eager to learn. And they can really knock it out of the park when given the right opportunity and guidance.” Randy Krebs is a freelance writer and editor living in Sauk Rapids. He can be reached at randykrebs@charter.net.
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SPECIAL FOCUS: FINANCIAL SERVICES
THE MORE THINGS CHANGE BUSINESS BANKING IS E V O LV I N G , B U T T R U S T, TRANSPARENCY AND STRONG R E L AT I O N S H I P S REMAIN ESSENTIAL. By Jeanine Nistler
A
s technology evolves, businesses will have more opportunities to automate routine processes, improve cash flow management, and gain better visibility into their finances. More businesses are embracing technology because they recognize the value it can bring to their day-to-day operations.
36
Businesses want to automate repetitive tasks, improve efficiency, and gain greater insight into their cash flow without increasing their workload.
BALANCING ACT “Treasury management services have become essential for many businesses,”
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Deerwood Bank Assistant Vice President Ben Hanowski said. “Tools such as remote deposit capture, automated clearinghouse (ACH) services and online banking help companies operate more efficiently, while enhancing fraud protection and cash flow management.” According to Hanowski, businesses continue to adopt digital
banking technology because it saves time, adds convenience, and provides greater insight into their financial operations. Businesses of all sizes are potential fraud targets. The technology that helps businesses enhance efficiency requires vigorous controls to prevent and combat fraud. Positive Pay, for example, allows banks to pay only items that positively match the list of checks or debits the business has authorized. “What makes fraud especially challenging is that it’s constantly changing,” according to Jen Ehresmann, Magnifi Financial cash management advisor. “Businesses need to take a proactive approach by combining technology and strong internal controls with employee education and awareness.” Magnifi and Deerwood educate their commercial loan customers on how to
recognize and stop suspicious activity in their bank accounts. “Technology is an important part of fraud prevention, but having informed and engaged employees is just as important,” said Amy Fuechtmann, Magnifi Financial cash and digital sales manager. Both Fuechtmann and Ehresmann stress that using available tools, establishing strong internal controls, and regularly reviewing account activity can help businesses identify potential fraud sooner and avoid much bigger headaches down the road.
MAKING CENTS Businesses may face challenges, but the landscape for commercial lending remains steady. “SBA lending remains strong and competitive, with renewed demand and growth opportunities tempered by evolving SBA policies and heightened underwriting
expectations,” Cindy McGrath, Magnifi Financial SBA market president said. The team at Magnifi has seen growth among their retail and restaurant customers as well as multi-family housing, assisted living facilities, and general commercial real estate. Pat Plamann, a partner at Schlenner Wenner & Co., has seen growth among specialty manufacturing, professional services, and technology companies. Schlenner Wenner & Co. is a group of certified public accountants and business consultants. Deerwood’s Hanowski has noted growth among established businesses in industries such as manufacturing and construction. “While growth varies by market and business Story continues on page 40
A Strong Relationship You Can Bank On. Curt Gainsforth
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Matt Laubach
Melissa Muehlbauer
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Mary Grace was operating a childcare business out Mary was operating a childcare out of herGrace Bismarck, N.D., home, caring forbusiness 12 children of her Bismarck, N.D., home, caring for 12 children mostly on her own. She wanted to grow Little Mary Grace was operating a childcare business out mostly on her own. She wanted to grow Little Blessings Academy, therecaring were significant of her Bismarck, N.D.,but home, for 12 children Blessings Academy, but there were significant costs in funding a building, meeting mostlyinvolved on her own. She wanted to grow Little costs involved in funding a building, meeting licensing requirements and hiring qualified staff. Blessings Academy, but there were significant licensing requirements and hiring qualified staff. costs involved in funding a building, meeting Then sherequirements learned aboutand Gate Cityqualified Bank’s staff. licensing hiring Then she learned about Gate City Bank’s BetterLife™ Childcare Business Loan, and she was BetterLife™ Childcare Businessfacility, Loan, and she was able to expand into a dedicated more than Then she learned about Gate City Bank’s able to expand into aand dedicated more than double her capacity hire six facility, full-time staff. BetterLife™ Childcare Business Loan, and she was double her capacity and hire six full-time staff. able to expand into a dedicated facility, more than “The growth has allowed us to jobs, serve double her capacity and hire sixcreate full-time staff. “The to create jobs, serve moregrowth familieshas andallowed build a us much more sustainable more families and build a much more sustainable childcare program,” Grace “The growth has allowed ussaid. to create jobs, serve childcare program,” Grace said. more families and build a much more sustainable With below-market interest rates, no origination childcare program,” Grace said. With below-market interest no origination fees and longer-term loans, rates, the Bank’s loan has fees and longer-term loans, the Bank’s loan has With below-market interest rates, no origination fees and longer-term loans, the Bank’s loan has BusinessCentral Magazine.com // N O V E M B E R / D E C E M B E R 2 0 2 6
helped providers hire extra help, make upgrades, helped providers hire extra purchase new buildings andhelp, openmake new upgrades, childcare purchase new buildings and open new childcare centers. helped providers hire extra help, make upgrades, centers. purchase new buildings and open new childcare “At Gate City Bank, we believe that when you centers. “At Gate City Bank,you’re we believe when in you invest in childcare, reallythat investing families invest in childcare, you’re really investing in families and the future of the Rammie “At Gate City Bank, wecommunity,” believe thatsaid when you and the future of the community,” said Rammie Olson, City Bank VP,really Senior Commercial invest inGate childcare, you’re investing in families Olson, Gate City Bank VP, Senior Commercial Relationship Officer “These and the future of theManager. community,” saidprojects Rammie Relationship Officer Manager. “These projects support a strong workforce and healthy local Olson, Gate City Bank VP, Senior Commercial support a strong workforce and healthy local economies.” Relationship Officer Manager. “These projects economies.” support a strong workforce and healthy local Since launching the program in 2022, Gate economies.” Since launching the program in 2022, Gate City Bank has provided $9 million to finance City Bank has provided $9 million to finance 24 childcare projects, creatingincapacity Since launching the program 2022, Gate 24 childcare projects, creating capacity for more than 1,350 children and City Bank has provided $9 million saving to finance for more than 1,350more children saving childcare providers thanand $3.89 million 24 childcare projects, creating capacity childcare providers more than $3.89 million in interest costs. for more than 1,350 children and saving in interest costs. childcare providers more than $3.89 million in interest costs.
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For some families, childcare during regular some families, childcare during regular their businesses. business hoursFor isn’t enough. If they work multiple business hours isn’t enough. If they work multiple jobs or overnight shifts, finding a safe and reliable “With childcare being a critical service in our jobs or overnight shifts, finding a safe and reliable “With childcare being a critical service in our childcare optionchildcare can beoption a challenge. communities, this program allows providers can be a challenge. communities, this program allows providers to control their cash flow with a below-market to control their cash flow with a below-market Dehkontee Garlo of Gifted Stars Academy he said. “They usethat thatsavings savings Dehkontee Garlo of Gifted Stars Academy interestinterest rate,” rate,” he said. “They cancan use was able to rise to that challenge thanks to the to invest in things like quality learning materials was able to rise to that challenge thanks to the to invest in things like quality learning materials or or BetterLife™ Childcare Business Loan. Created a better facility for their staff.” BetterLife™ Childcare Business Loan. Created a better facility for their staff.” to help expand childcare availability, the program to help expand supported childcarethe availability, the program academy’s move into a larger Visit GateCity.Bank/Daycare to learn more supported the academy’s into a24-hour larger care MondayVisit GateCity.Bank/Daycare learn more facility wheremove it now offers about growing or improvingto your childcare facility where it through now offers care Monday families. Friday24-hour for Fargo-Moorhead-area about business! growing or improving your childcare through Friday for Fargo-Moorhead-area families. business! “Quality and accessible childcare is essential for children, families, and our local economy,” Garlo “Quality and accessible childcare is essential for said. “Parents need reliable childcare, so they can children, families, and localeducation, economy,” work andour pursue andGarlo businesses need said. “Parents need reliable childcare, so they can a strong childcare system to attract and retain employees. Continued investmentneed in childcare is work and pursue education, and businesses critical as ourto population and workforce a strong childcare system attract and retain grow.”
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SPECIAL FOCUS: FINANCIAL SERVICES The More Things Change continued from page 37
“ T H E B U S I N E S S E S T H AT T E N D T O B E M O S T S U C C E S S F U L A R E T H O S E T H AT B R I N G T H E S E A DV I S O R S T O G E T H E R A S PA R T O F A C O O R D I N AT E D S T R AT E G Y. ” —BEN HANOWSKI, DEERWOOD BANK
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type, companies with strong leadership, disciplined operations, and a clear longterm vision have generally remained well-positioned for success,” he said.
CHECK YOURSELF Plamann, Hanowski and McGrath recognize that their clients are juggling many challenges, from workforce availability and access to raw materials to managing cash flow as they balance incoming payments, payroll and other operating expenses while still pursuing growth opportunities. At the same time, businesses are navigating rising operating costs, including employee health insurance, and succession planning. They also see common business owner mistakes: Overlooking opportunities with their existing customers Waiting too long to invest profits back into their businesses Not promoting existing staff Not hiring additional staff when needed Not investing in new equipment and technology Relying too heavily on manual processes Waiting until a problem arises before putting safeguards in place Failing to regularly review who has access to financial systems and establishing appropriate internal controls Failing to develop a long-term strategic plan or failing to share the plan with their banking partners
accountants as a matter of routine, not just when they encounter a problem or need more money. “One opportunity that is often overlooked is building a strong network of trusted advisors before a major decision or unexpected challenge arises,” Hanowski said. While many business owners have relationships with a banker, accountant, attorney, insurance professional, and wealth advisor, those relationships frequently operate independently. “The businesses that tend to be most successful are those that bring these advisors together as part of a coordinated strategy.” Collaboration among these advisors gives business owners broader insights and helps them make more informed decisions. “Have a plan and know the key drivers of your business,” Hanowski said. “The most successful businesses understand what makes them profitable, measure those factors consistently, and make decisions based on that information. Business owners who focus on both short-term execution and longterm planning are typically the ones best positioned for sustainable growth and long-term success.” Plamann recommends that business owners “hire good people, train them, and let them do their work.” And, he said, “Don’t forget to spend time working on your business. Don’t spend all your time working in your business.” Jeanine Nistler (jeaninenistler@outlook. com) is a St. Cloud-based freelance writer whose career has included daily
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THE BOTTOM LINE Partners is a key word. Business owners should work with their bankers and
newspaper reporting and editing, as well as communications work in healthcare, higher education, and state government settings.
TRENDS IN THE MARKET
GIVE ’EM CREDIT W H AT M A K E S A B U S I N E S S OW N E R A N AT T R AC T I V E B O R ROW E R?
O
ur experts at Deerwood and Schlenner Wenner look for these seven characteristics: 1 Having your financial records in good order 2 Keeping equity in your business 3 Having a strong backlog of work 4 Having engaged employees 5 Understanding your industry and knowing where your business fits within the market 6 Having a clear understanding of your strengths and potential challenges 7 Being transparent about how borrowed funds will be used
“5 Cs of Credit” In an online piece earlier this year, Crestmont Capital listed: Character: The bank will assess your trustworthiness and track record as a borrower. Banks examine personal credit scores, business credit reports, prior loan repayment history, and any history of defaults, bankruptcies, or judgments. Character also extends to your reputation in the industry. Capacity: The single most important factor in most commercial lending Story continues on page 44
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BUSINESS PROFILE: GATE CITY BANK
SPONSORED PROFILE
COMMERCIAL BANKING
Gate City Bank puts relationships and community at the center of commercial banking
A
$4 billion bank wire transfers, founded in commercial cards, North Dakota merchant services in 1923, Gate City and more. With these Bank has spent more tools, businesses than 100 years helping can strengthen cash individuals, families and flow, reduce manual BetterLife™ Childcare Business Loan businesses succeed. As processes and operate Program Features a mutual bank, Gate more effectively. City Bank doesn’t have Just as important Below-Market Rates shareholders or outside is the local expertise With reduced monthly payments. investors. It reinvests behind every in local communities solution. Businesses No Origination Fees and develops solutions work directly with For a more affordable process. designed to help clients experienced bankers Eric Reisinger (L) Longer-Term Loans grow and thrive. like Eric, who have a and Lisa Olmscheid Featuring customized payment plans. ubled its Serving Alexandria deep understanding of ldcare since 2009 and the the local community. St. Cloud area since Born and raised in Investing in Families and Communities “At Gate City Bank, we take the time to 2020, Gate City Bank St. Cloud, Eric has build relationships and deliver solutions that remely This year, understands the Gate needsCity Bank has committed another more than 25 years safe, help businesses grow with confidence.” $5 million to the program and dropped rates even of central Minnesota of experience in work, 1 —ERIC REISINGER lower – to 1.50% APR for childcare loans of up to milies.” businesses. finance and business 60 months. emy “Business owners management. Whether need a banking partner launching a startup, expanding solutions tailored to the needs of each Alex Lacey, Gate City Bank AVP, Commercial who understands their goals and is operations or planning for future client, from business checking and d Relationship Officer, said the program gives committed to theproviders community call to reinvest growth, clients receive guidance and savings childcare morethey flexibility in accounts to commercial real ular home,”their said businesses. Eric Reisinger, Gate City support from people who are invested estate financing, equipment loans and rk multiple Bank SVP, Commercial Relationship in their success. business lines of credit. nd reliable “With childcare being a critical service in our Officer — Central Minnesota. “At Gate With relationship-focused service, In addition to lending, Gate City communities, this program allows providers City Bank, we take the time to build innovative products and a deep Bank offers a full suite of treasury to control their cash flow with a below-market relationships and deliver solutions that commitment to strengthening local management services designed to help emy interest rate,” he said. “They can use that savings grow with confidence.” communities, Gate City Bank continues businesses operate more efficiently s to the help businesses to invest in things like quality learning materials or Created better facility for atheir staff.” GateaCity Bank takes personalized to offer a different kind of banking and securely. That includes online programapproach to commercial banking. experience for businesses across central banking, ACH origination, remote arger A full-service Visit GateCity.Bank/Daycare bank, it offers flexible to learn more Minnesota. • deposit capture, fraud protection, e Monday about growing or improving your childcare ea families. business!
ential for my,” Garlo o they can esses need d retain hildcare is e grow.”
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Eric Reisinger, SVP, Commercial Relationship Officer – Central Minnesota 320-227-1343 | EricReisinger@GateCity.Bank
GateCity.Bank/Business Rates as low as 1.50% APR (annual percentage rate) for childcare loans of up to 60 months. Terms and conditions apply. Rates subject to change. Example: A $50,000 childcare loan at a 1.50% interest rate for 60 monthly payments of $865.95 will have a 1.521% APR. 1
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SPECIAL FOCUS: FINANCIAL SERVICES Give ’Em Credit continued from page 41
decisions is the business’ ability to repay the loan. Capital: Banks want to see that you have invested your own money in the business and that you maintain meaningful cash reserves. Capital also includes the difference between your current assets and current liabilities. Banks want to see that your business can cover short-term obligations without tapping into borrowed funds. Collateral: Banks will consider common forms of collateral
to secure a loan, including commercial real estate, equipment, inventory, accounts receivable, and in some cases personal assets such as a home. Unsecured business loans and certain SBA microloans may be available without pledged assets, but they typically come with higher interest rates and lower loan limits. Conditions: The lender will review both the purpose of the loan and the broader economic environment. Banks want to
know exactly how you plan to use the funds and why that investment makes financial sense. A loan for equipment that will directly increase production capacity is viewed more favorably than a vague request for working capital with no clear deployment strategy. Industry conditions and factors such as interest rate trends and inflation also play a role. The Crestmont article noted that “understanding exactly what banks want from business borrowers puts you in a far
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stronger position, not just to survive the application process, but to walk away with favorable terms that support your longterm growth.”
FINANCIAL & PROFESSIONAL SERVICES DIRECTORY Central Minnesota is constantly expanding and changing. –––––––– Check out these local businesses for resources that help make change possible.
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PROFIT
BUSINESSSPOTLIGHT
We’ve Got Moxie With a career that spans over three decades in marketing, Moxie Creative owner Kelly Cane still loves the thrill of good creative work. By Emily Bertram
What is your background? I was born in Detroit and grew up in Michigan’s Upper Peninsula. I went to Michigan Tech, an engineering school, and I earned a degree in technical communication. I chose to specialize in marketing and management, which eventually led me into advertising. I earned my master’s degree in public relations in 1993. How did you get into marketing? I moved to Minnesota in 1994 and worked at Paul Bunyan Communications in Bemidji as a public relations coordinator. After spending some time in Florida, I moved back to Minnesota in 1997 and picked St. Cloud almost randomly. I started at Thelen Advertising right away. In fact, I walked out the wrong door at Herberger’s and ended up at Thelen. They hired me that day. Mark Thelen created a position for me as an account manager, and I stayed there for 12 years. How did you eventually start your own agency? I started Gaslight Creative in 2009 with a coworker from Thelen. We parted ways in 2023 and that led me to start Moxie Creative. Why the name Moxie? Moxie is an old-fashioned slang term for spirit, grit and fortitude. It’s having the nerve and know-how to stand up for what you believe in. That’s important to us.
What do you love about marketing? The creativity. We’re all creative people, and we get to use our talents to help people — and make pretty things. As a business owner, I also love mentoring employees and being involved in the community. That’s part of why we started our Behind the Brand podcast, to engage with the community while showcasing our services and skills. What’s one of the biggest challenges in your industry? Getting people to respect the creative industry and understand that what we do has strategy behind it — we’re not just creating designs out of nowhere. I always feel like I’m promoting our business, but I’m also promoting our industry. Where do you see the industry going? We’ve doubled down on our craft. AI can’t uncover the unique qualities of your business — people do that. At the end of the day, we try to make the little guys look big. We believe, whether people know why or not, that good design matters.
TIMELINE
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1991 Kelly Cane graduates from Michigan Technological University with a technical communications degree
1994 Cane moves to Minnesota, begins working for Paul Bunyan Communications in Bemidji
2009 Cane and a business partner leave Thelen and open Gaslight Creative marketing agency
1993 Cane earns her master’s degree in public relations from Southern Illinois University Edwardsville
1995 Cane moves to Florida
2023 Cane and her business partner part ways; Cane establishes Moxie Creative
1997 Cane returns to Minnesota, begins working for Thelen Advertising in St. Cloud
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2025 Cane launches Behind the Brand podcast
Kelly Cane, 57 –––––– Hometown: Detroit, Michigan Education: BS from Michigan Technological University; MS from Southern Illinois University Edwardsville Past Workplaces: Paul Bunyan Communications, Bemidji; Thelen Advertising; Gaslight Creative (both in St. Cloud) Family: Husband Ed Valentine and children Ryan and Maya Hobbies: Gardening, interior design, volunteering
Moxie Creative –––––– moxiecreative.com 713 W St. Germain Street, Ste. 200, St. Cloud, MN 56301 (320) 310-0065 we.got@moxiecreative.com Description: Moxie Creative is a fullservice creative agency specializing in branding, web design, and both traditional and digital marketing. Employees: 7 full-time First Opened: 2023 Member of the Chamber since 2023 (and since 2009 as Gaslight Creative)