For your business to work, the cash has to flow. That’s just the way it is. But there’s more to life than business. When do you find the time for family game night? A dinner with friends? Or even a quiet moment to yourself? You shouldn’t have to choose between bringing value to your business and the things that add value to your life.
The Bank of Missouri knows that the balance in your account is important, but balance in your life is necessary. Our bankers listen to understand your business and help it grow without losing sight of what matters most. Work with a bank that values your time instead of wasting it.
We’re the bank of finding balance. We’re The Bank of Missouri.
PUBLISHING
David Nivens, Publisher david@comocompanies.com
Chris Harrison, Associate Publisher chris@comocompanies.com
Jodie Jackson Jr, Brandon Knight, Matt McCormick, Roger McKinney, Kathryn Deters McDonald, David Nivens, Steve Spellman, Michelle Terhune, Brian Toohey
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MARCH 10, 2020.
As I was on my way to meet my buddy Adam Voight for lunch at Chick-fil-A, my wife texted me with an urgent message: “It looks like there’s a run on toilet paper. Better get some!” Then she followed with, “Walmart is out.”
I filed that info away in my noggin and caught up with Adam at Chick-fil-A where servers met customers outside, offering packaged sanitary wipes to anyone who wanted one. Inside, servers were placing antibacterial hand soap containers at the end of the takeout counter and on each table.
Maybe we laughed and smiled about it because we weren’t sure how to react. An awkward, uncomfortable reality was brewing. Thanks to Facebook, I discovered that the Dollar General store at Midway was stocked to the rafters with toilet paper. I stocked up.
The next day, the World Health Organization declared that severe acute respiratory syndrome coronavirus 2 — also known as coronavirus disease or COVID-19 — had become a worldwide pandemic.
Over the next week or so, the world’s economic and social wheels that had never been so unpredictable abruptly grounded to a half. And, as we began redefining the phrase, “The new normal,” on an almost daily basis, something else occurred at blazing, perhaps irreversible speed: We were divided. Isolated by an unseen, unknown virus that demanded immediate attention, the political and social divisions that already separated us in many ways became wide chasms. No thanks to Facebook (and other social media platforms), isolation and fear teamed up to foment suspicion on a scale that matched the new disease.
Our world had changed. I kept an informal journal of the pandemic, and this quote from my bride stands out: “I guess washing our groceries isn’t such a bad idea after all.”
Some of Columbia’s most knowledgeable business and policy voices now say that the shift from brick-and-mortar shopping to online sales was already happening, as was the gradual advent of automation and even artificial intelligence. The things that were trending, however, suddenly responded to the evolving new reality. It seems ironic now that on the outside, the engine of everyday life went idle, though internally the changes were occurring at a rapid-fire pace.
The same was true of the political, social, and economic divisions among us. They were always there. But a silent killer that eventually claimed an estimated 7.1 million lives worldwide — 1.2 million of them in the U.S. as of May 2023 — fueled further division, fanned by social media posts about conspiracy theories and corrupt health and science leaders. The politicization and weaponization of how-dare-you-question misinformation generated a voice loud enough to drown out trustworthy sources and leaders.
I’m not a fence-sitter when it comes to COVID. The disease took my dad’s life on October 8, 2020. I’ve now had seven COVID “jabs” (and a rollicking awful case of COVID back in November). And because I am, for some reason, already susceptible to respiratory infections, I still sometimes wear a mask when I’m out in public. It’s not a political statement. It never was.
This March 2025 issue of COMO Business Times and COMO Magazine has ample mentions of COVID. You have my apology if you have COVID burnout. But it’s still an important topic, and one that we will never escape if only because March 2020 was the start of a period that exacerbated the divisions that already existed.
What are the solutions? Maybe we can remember a time during pre-COVID when we talked to each other in person instead of at each other on social media. Yeah ... maybe we could start doing that again.
Photo by Keith Borgmeyer
JODIE JACKSON JR EDITOR jodie@comocompanies.com
CBT’s Advisory Board
CBT’s advisory board is made up of industry leaders and small business owners who help ensure CBT’s content is relevant to our local business community.
Shawn
Brooke
Matt
Jay
‘Work’ is Central to Columbia’s DNA for Success and Connections
As an entrepreneur, working in Columbia is one of the things I have loved most about my time in this community. The endless stream of new ideas and intellectual property that flows from our colleges and the university, entrepreneurs, and even just individuals who want to produce a unique product or service is amazing.
Think of the long list of great companies that started here with just an idea: Carfax, Veterans United, Newsy, Beyond Meat, EquipmentShare — heck, you can even trace the roots of Sam Walton (David A. Hickman High School, Class of 1936) and Walmart to this community.
One of the most gratifying and satisfying things about what we do at COMO Business Times is having the platform, resources, and ability to research and tell the stories of these companies and also ones that aren’t quite there yet — but their time is coming. You can just see it beyond the horizon. I hope you have an appreciation of what we have here as well and marvel at some of the stories we have to share.
And here’s a quick something-to-lookforward-to note: Freelance wordsmith Sunitha Bosecker is covering Missouri Startup Weekend for us, so be sure to check comobusinesstimes.com in a few weeks to find out more about that great event that has launched some of our most successful, home-grown companies. (Spoiler alert: EquipmentShare, which was a Startup winner, is once again the host site for the April 11-13 event.)
The March 2025 issues of COMO Magazine and COMO Business Times follow a “work” theme. Find out what the Chamber of Commerce and local partnerships are
doing to keep the best and brightest talent in Columbia (“The Challenge to Keep the Best & Brightest” by recurring freelancer Michelle Terhune). Longtime COMO freelancer Lauren Sable Freiman tells us how many students from Boone County attend State Technical College in Linn (“Preparing for the Future”) and energetic intern Brandon Knight gives us the dirt on some COMO jobs. No, really, he writes about “Dirty Jobs.”
You’ll also read heart-wrenching reflections of working in local ICUs during the COVID pandemic (“COVID Reflections”), and we even ask, “Are we back from COVID?” in “Bouncing Forward”, spotlighting two of our local restaurants that came out on “the other side” of that challenging era. Freelancers Natasha Myrick and McKenna Stumph teamed with Editor Jodie Jackson Jr to produce the COVID-related features.
Speaking of restaurants, freelancer Alicia Belmore and our own Charles Bruce III show and tell us about a new pop-up restaurant (“Reason for Being”) that will cure your sushi cravings.
We also give you helpful and uplifting stories: retired Columbia Daily Tribune writer Roger McKinney gives us the lowdown on Missouri’s new distracted driving law and communication’s guru Mary Kate Hafner spotlights another great nonprofit — Good Dads. New-to-us writer Kathryn Deters McDonald dishes on the revolving loan fund (“Pay It Forward”) administered by the Mid-Missouri Regional Planning Commission in partnership with econom-
ic development leaders in Columbia and Boone County. There’s even more inside these pages, so get ready to dig in, discover something new, and please, please — tell us what you think. Give editor Jodie a shout at jodie@comocompanies.com or contact us on our social platforms.
One of the most gratifying and satisfying things about what we do at COMO Business Times is having the platform, resources, and ability to research and tell the stories of these companies and also ones that aren’t quite there yet — but their time is coming. You can just see it beyond the horizon.
Even with all of the great examples of incredibly successful big and small companies that Columbia has and will continue to grow and nurture, I think our future holds even bigger and better things.
I can’t wait to see what’s next and have a hand in telling the story. Enjoy!
DAVID
NIVENS PUBLISHER david@comocompanies.com
Closer Look
MISSOURI BARBECUE SUPPLY
Columbia BBQ lovers rejoice. Launched in mid-2024, Missouri Barbecue Supply has become a haven for barbecue lovers. Although barbecue is not new to Columbia, a barbecue supply store is. Missouri Barbecue Supply o ers a one-stop shop for any sauces and rubs that are local to Missouri. You can nd all of your grilling supplies and hardware as well.
“Columbia feels like the heart of barbecue culture,” owner Casey Clark said. Situated in the middle of many popular barbecue cities, Columbia o ers a variety of unique barbecue avors, he said, adding. “We are nestled between the great barbecue traditions of America, and I hope to bring those traditions to your home.”
If you’re just needing some tips and tricks to up your grilling game, Clark is happy to share his knowledge and enthusiasm with his customers.
“ ough I may be a novice to competition barbecue and may not have the depth of experience of many of my customers, I do have the desire for them to all succeed,” Clark said. “I love to hear stories of successful competition cooks, of sublime briskets served at dinners, and perfect chicken shared with family and friends.”
Before opening Missouri Barbecue Supply, Clark was surprised by the amount of barbecue champions that live in mid-Missouri.
“Past, present, and future champions all call mid-Missouri and Columbia home,” Clark said. “And the wonderful thing is that any backyard enthusiast can barbecue as well as any champion.”
3890 Rangeline St, Suite 109 | 573-808-0158 | missouribarbecue.com
EVERSWEET BAKERY
If you need a reason to break a New Year’s resolution, Eversweet Bakery has plenty of sweet treats to sway your decision. Opened in October 2023, the bakery runs under Missouri’s Cottage Law, which allows individuals to sell certain food items out of their homes.
“I hope to open a brick-and-mortar bakery someday in the future,” owner Abby Bullock said.
Eversweet Bakery is known for using high-quality ingredients in its products. ere are no nuts or gluten, and the bakery is even phasing out the use of dyes in its products. Many of the recipes are passed down from Bullock’s great-grandma and aunt. If you’re unsure which cookie to try rst, give some of her most popular avors a try: gooey butter, caramel brownie, strawberry crunch, and birthday cake. After opening in 2023, Bullock has found joy sharing some sweet treats with those around her.
“I opened it because I love baking for my friends and family and seeing the enjoyment on their faces as they eat what I’ve made for them,” Bullock explained. If you plan to have a sweet tooth in the next forty-eight hours, you might consider placing an order for some Gooey Butter cookies. Bullock also hopes to make it to the Columbia Farmers Market this summer.
First State Community Bank (FSCB) has promoted Joe Miller to the position of president of FSCB. Matt Sebastian will continue as the CEO of FSCB, and Drew Smith will continue as president of the Columbia market. Miller has nine years of banking experience with FSCB as a market president for the Central Missouri market and transitioned to a regional president with responsibilities over the Marshall, Boonville, Columbia, Mexico, Moberly, and Macon markets. His banking career began in 1987 while working part-time as a bank mail courier in college. In his 37-plus years in banking, he has served in a variety of positions. In addition to serving customers, Miller has served the community through many organizations, including the Southern Boone Board of Education, Columbia Area Boys and Girls Club, Columbia Chamber of Commerce, Eagle Foundation, Southern Boone Jaycees, Love Columbia, United Way, United Community Builders, and Ashland Optimist Club.
JOHN MEYERS
Mid America Bank has named John Meyers as branch
manager of its Columbia branch. Meyers will be responsible for overseeing the daily operations and sales function of the branch, while also making sales calls, conducting training, processing transactions, and setting up new accounts. A former United State Marine, Meyers brings five years of banking experience to Mid America Bank located at 4601 Stellar Drive at the corner of Providence Road and Southampton Drive.
DR. CHRISTOPHER DAUBERT
Dr. Christopher Daubert, PhD, president of the Institute of Food Technologists, presented the Binsted Lecture at the Food and Drink Federation’s London office on January 30. Daubert is vice chancellor and dean of the College of Agriculture, Food and Natural Resources (CAFNR) at the University of Missouri. The London event was a collaboration among IFT’s British Section, the Food and Drink Federation, the Institute of Food and Science and Technology, and Campden BRI.
GREG HULEN
Greg Hulen is the new vice president for advancement at Columbia College. That
announcement was made by CC President Dr. David Russell. Hulen brings twentyfour years of experience in higher education and will serve as the college’s chief fundraiser while leading the development and alumni relations teams. Before joining CC, he served as chief revenue officer for the University of Missouri athletic department from 2021 to 2024. Meanwhile, Suzanne Rothwell, who led the Advancement Division for more than seven years and has been at CC for twelve years, will assume the role of associate vice president for alumni relations, community relations, and development.
COIL CONSTRUCTION
Coil Construction has announced the promotion of two team members. Maggie Regan, NCIDQ, has been promoted to project designer. Regan started with Coil in 2019 as a project manager. In 2020, she earned her National Council for Interior Design Qualification. David Tollenaar has been promoted to project executive. Since joining Coil in 2022 as a senior project manager, Tollenaar has brought more than twenty years of experience in commercial construction management. CBT
Are you or your employees moving up in the Columbia business community? Send us your news at jodie@comocompanies.com
MILLER
HULEN
MEYERS
REGAN
DAUBERT
TOLLENAAR
Pay It Forward
Revolving Loan Fund helps launch mid-Missouri businesses.
BY KATHRYN DETERS M C DONALD
IN THE WAKE OF THE COVID PANDEMIC, Jayci Gesling noticed a community need.
“Coming out of COVID we met a lot of families with children who are 2 who hadn’t gone anywhere,” Gesling said. “ ey were really hungry for places to go.”
Gesling recognized the need for a safe, sanitary space where families could learn, grow, and connect. While most indoor play areas in Columbia focused on gross motor skills and catered to older children, the region lacked options for families with younger children who weren’t quite old enough to run with the big kids. Gesling envisioned a business that could provide joyful play, while also allowing caregivers to connect.
“Parents were really looking for a tribe,” Gesling said. “ ey were looking for people their age.”
Gesling set out to open Tiny Play Café, an indoor play space and co ee shop dedicated to young children and their parents. As Gesling began to work with Central Bank and the Missouri Women’s Business Center to secure nancing, she was introduced to the Revolving Loan Fund, a program that nances around 30 percent of a project, with the bank taking on 60 percent and the borrower contributing 10 percent.
“It was a great option because it was such a great interest rate and the interest rates were locked,” Gesling explained. “It was a wonderful source of local funding that propelled us forward.”
David Bock serves as executive director of the Mid-Missouri Regional Planning Commission (MMRPC), an association of local governments serving Boone, Callaway, Cole, Cooper, Howard, and Moniteau counties. Bock said in an email that the commission established
the fund in 2021 in partnership with Regional Economic Development, Inc. (REDI) and the Columbia Chamber of Commerce in response to community need. All three organizations contributed local match funding to the project, which they leveraged into a $1.45 million grant from the U.S. Economic Development Administration (EDA).
“Essentially, through our conversations with economic development stakeholders in the region we identi ed a need and the RLF is our e ort to address that need,” Bock wrote.
COVID-19 factored into the establishment of the fund, as well. Creating an RLF typically requires providing a dollar of local match for every dollar of federal money awarded by EDA.
Raising that much local funding can be challenging, Bock pointed out.
“With the CARES act we had an opportunity to reduce that local match level, which made it much more attainable for us to create our RLF,” he wrote.
“It was a great option because it was such a great interest rate and the interest rates were locked. It was a wonderful source of local funding that propelled us forward.”
– JAYCI GESLING, TINY PLAY CAFÉ
Loans range from $25,000 to $250,000. Borrowers receiving funding through the RLF are also required to securenancing through a traditional lender. If the project can be completed without the RLF, that’s still the ideal scenario, Bock wrote, but the RLF is available to help ll the gap when a bank believes in a local entrepreneur and their business plan but can’t make the deal work due to lack of collateral or other factors.
“We can step in with the RLF andnance part of the project while the bank nances another portion of the project,” Bock wrote. “Essentially, we are reducing the bank’s risk. e fund is designed to get a borderline ‘no’ from a bank to a ‘yes.’”
“Pastapreneur” Shelly La Fata grew her farmers market stand into a fast-casual Italian restaurant and market through a partnership between Central Bank of Boone County and the RLF.
“Together they helped fund the buildout of a new restaurant and kitchen, plus gear to improve our Columbia Farmers
Market booth,” La Fata, owner of Pasta La Fata, said in an email.
e RLF accepts applications from private businesses and nonpro ts in the six counties served by the MMRPC. e loan review committee includes representatives from all six counties.
“We meet virtually and always ask our applicants to attend. is gives our loan applicants a chance to tell their story and show the vision they have for their business,” Bock wrote. “It also gives our loan committee the opportunity to ask questions and go a little deeper than the information submitted in the application.”
For Gesling, whose business opened in May 2022, the local aspect of the funding was especially important. She appreciated prompt responses to her questions and feedback from the review committee.
“I felt like I had people who believed in what I was doing from the very start,” Gesling said. “ ey have a vested interest in seeing the community thrive. ey want to see the community around them ourish.”
“Together they helped fund the build-out of a new restaurant and kitchen, plus gear to improve our Columbia Farmers Market booth.”
– SHELLY LA FATA, PASTA LA FATA
As of February 6, the RLF had closed on seventeen loans totaling $1,496,013. An eighteenth loan was on track to close in late February, which would add another roughly $104,000 to that total.
Other Boone County projects include Scooter’s Co ee in Ashland, Reclaimed Book and Bean, Hallsville Heroes, and Turn the Page Child Development Center. Projects receiving funding outside Boone County include Boonville Chiropractic, Grit Fitness and Callaway Printing in Callaway County, and Cold Cocked Frozen Liqueurs in Je erson City. Bock credits partnerships and support from the Missouri Women’s Business Center, Enterprise Development Corporation, the Columbia Chamber of Commerce and REDI for the fund’s success.
e RLF currently has $300,000 available to lend in the fund and is actively taking loan applications.
“ e fund operates on those initial borrowers paying back the capital and interest on those loans,” Bock said. “As we receive more money in from those loan payments, we lend it back out to other businesses … hence ‘revolving loan fund’ that keeps revolving here locally.”
Bock noted that the RLF bene ts both local entrepreneurs and the broader community.
“ ese are pride points for our communities and improve the quality of life in our communities immensely,” he added.
For more information about the Revolving Loan Fund, visit the Mid-Missouri Regional Planning Commission’s website at midmorpc.org CBT
The Infrastructure Hurdle Hindering Columbia’s Growth
BY BRIAN TOOHEY
IN 2013, Columbia voters overwhelmingly approved a sewer bond issue of over $32 million. When the bond issue was rst proposed, the list of projects did not include new sewer expansion.
Sewer expansion can help improve economic growth, provide environmental bene ts, and improve quality of life. e list of projects was updated to grow support for the bond issue by adding two sewer trunk line expansion projects. One known as the Henderson Branch would’ve expanded sewer from the west of Columbia to Midway. e Columbia City Council never approved the funds to be used for the Henderson Branch trunk line at the time, so that trunk line was never installed. Now that Columbia is amid a housing inventory and a ordability crisis, Columbia and the Boone County Sewer District need to work together to nd ways to meet the needs of a growing community.
Sewer expansion o ers numerous economic bene ts, such as increasing property values and spurring economic growth. It also adds to the customer base, making a centralized system cheaper over time than individual on-site systems.
New development tends to occur in areas with enough infrastructure to support capacity. Sewer access can be the most signi cant infrastructure hurdle for residential and commercial development. Having adequate sewer capacity allows development to occur at a faster pace to meet demand. According to data in Boone County’s Master Plan Update, population growth in Boone County is expected to continue at its current pace until 2025, if not longer. Su cient infrastructure will be key to accommodating population growth.
Sewer expansion also allows residents in these areas to connect to more reliable sewer systems. is can reduce the number of lagoons or other on-site sewer systems that are plagued by environmental issues, such as seepage into the soil. Sewage leaking into the ground can negatively impact the water quality of streams and watersheds, damaging ecosystems.
Environmental issues were among the key bene ts of extending a sewer line to Midway in 2014.
If the sewer trunkline to Midway had not been delayed, it could have signicantly alleviated the housing inventory challenges facing Mid-Missouri. Over the past decade, home inventories that increased during the Great Recession consistently declined, while new developments have been slow to restart. Expand-
ing developable land on the west side of Columbia could have supplied the inventory necessary to support growth. An increase in home inventory could also have prevented home prices from rising so quickly over the past ve years and potentially led to more a ordable housing options.
Future sewer expansion in Boone County and Columbia needs to be a priority for everyone. e populations of the city and county will continue to grow for years to come. e Boone County Sewer District, the city of Columbia, developers, and property owners need to work together to nd solutions to allow for more sewer expansion. Sewer expansion is a long-term investment that leads to a healthier, cleaner, and more prosperous community. CBT
Brian Toohey is the Chief Executive Officer for the Columbia Board of REALTORS®.
2025 Missouri Workforce Trends: What Businesses Need to Know
BY MATT M C CORMICK
AS WE MOVE FURTHER INTO 2025,
Missouri’s workforce landscape continues to evolve, presenting both challenges and opportunities for businesses. With a strong labor participation rate in Boone County, low unemployment, and a high demand for healthcare workers, businesses must stay informed and proactive to remain competitive. Additionally, Missouri One Start is o ering valuable upskilling grants to help companies train and retain top talent. Understanding these trends will enable businesses to make strategic decisions to secure a skilled workforce.
MISSOURI’S LABOR MARKET AT A GLANCE
In December 2024, Boone County reported a labor participation rate of 67.38 percent, re ecting a strong workforce actively engaged in employment or seeking job opportunities. e county’s unemployment rate stood at just 2.4 percent, indicating a tight labor market where employers may face challenges in nding quali ed workers. Across the state, Missouri’s unemployment rate remained relatively low at 3.7 percent. While this signi es economic stability, it also highlights the ongoing difculty businesses face in attracting and retaining employees. With fewer people actively seeking jobs, companies must be competitive in their recruitment e orts, o ering attractive compensation, bene ts, and professional growth opportunities.
THE SURGE IN HEALTHCARE JOB OPENINGS
One of the most signi cant workforce trends in Missouri is the surge in healthcare job openings. As of January 2025, the healthcare industry has more job open-
ings than any other sector. e growing demand for healthcare professionals is driven by an aging population, advancements in medical technology, and the expansion of healthcare facilities throughout the state.
For businesses operating in or supporting the healthcare sector, this trend presents both opportunities and challenges. On the one hand, there is a high demand for skilled workers, which can drive business growth. On the other hand, competition for quali ed healthcare professionals is intense, requiring employers to o er competitive wages, comprehensive benets, and ongoing training opportunities to attract and retain talent.
UPSKILLING: A SOLUTION TO WORKFORCE CHALLENGES
With a tight labor market and increased demand for specialized skills, businesses must prioritize employee training and development. Fortunately, Missouri One Start o ers a valuable Credential Training Program, which provides grant funding for upskilling employees. is program helps employers o set the costs of industry-related credentialing for their workforce. Eligible businesses can receive up to $2,000 per employee, with a maximum grant amount of $30,000 per company per scal year. e program aims to enhance workforce skills, improve productivity, and help businesses remain competitive in their respective industries.
Applications for the next round of funding open in April 2025. By investing in employee development, companies can improve retention rates, increase eciency, and build a more skilled workforce to meet industry demands.
STRATEGIC CONSIDERATIONS FOR MISSOURI BUSINESSES
Given these workforce trends, businesses should consider implementing the following strategies to remain competitive:
• Invest in Employee Development: Utilizing programs like the Missouri One Start Credential Training Program can enhance employee skills, leading to greater job satisfaction, retention, and productivity.
• Enhance Recruitment Strategies: With low unemployment rates, businesses should o er competitive salaries, exible work arrangements, and robust bene ts packages to attract top talent.
• Focus on Workforce Retention: Businesses should foster a positive workplace culture, provide career advancement opportunities, and recognize employees’ contributions.
• Leverage Healthcare Opportunities: Companies in or adjacent to the healthcare industry should capitalize on the growing demand by ensuring they have skilled employees ready to meet industry needs.
• Stay Informed on Labor Trends: Regularly monitoring labor market reports, workforce development initiatives, and industry-speci c trends will help businesses make informed decisions and stay ahead of the competition.
By leveraging enhancing recruitment e orts and focusing on employee retention, Missouri businesses can navigate these workforce trends successfully and position themselves for long-term growth. CBT
Matt McCormick is the president and CEO of the Columbia Chamber of Commerce.
J. SCOTT CHRISTIANSON
Associate teaching professor and director of the Center for Entrepreneurship and Innovation, Robert J. Trulaske Sr. College of Business, University of Missouri
for a teacher than to see your students expand their ability to think critically and meet the challenges they are presented with. Except perhaps to encounter them years after graduation and discover they have grown well beyond your own abilities!
What is your background/ experience with entrepreneurship and business? I started my rst business in 1995. I had no idea what I was doing, but I was lucky to be in Columbia where many other business leaders stepped up to help me. I ran that business until 2014, when I started at Mizzou as a full-time faculty member.
Hometown: I am a boomerang! I was born in Boone Hospital, but when I was two my parents moved to Green Lake, Wisconsin, to look after my grandparents. We all moved back in ’86, and I completed my senior year at Rock Bridge and then attended Mizzou.
Favorite quote or motto: Do a good turn daily.
Favorite volunteer/community activity: Last summer I worked with the Alfred Friendly Press Partners (presspartners.org) program for journalists in exile at the Missouri School of Journalism. Hearing the stories of these brave journalists and seeing how they navigated their new professional and personal lives in exile was profoundly inspiring and reinforced my appreciation for press freedom and the power of storytelling. It was an incredible opportunity to contribute my skills to an important mission and I am continuing to work with them.
Why you are passionate about your job: ere is no better reward
If you weren’t doing this for a living, you would be doing … Traveling and exploring the world with my wife while writing about technology, helping the Press Partners program, and perhaps starting a new company. In fact, this is exactly what I will be doing after this semester, as I am stepping down from my faculty and director positions. (You read it here rst!)
It seems like you were talking about AI before most other people even thought about AI. Give us a rundown of your tech/ AI background and experience: I have lived through several technological revolutions — the rise of the personal computer, the explosion of the web, and the shift to mobile — and each one has fundamentally reshaped how we work, communicate, and interact with the world. I recognized early on that AI was the next wave and it was reaching a tipping point. It was creeping into our lives in ways most people didn’t yet notice. at’s why I started talking about it — not just as a fascinating technology, but as something we needed to critically engage with before it completely reshaped our world. Along the way I’ve explored AI’s role in everything from misinformation and deepfakes to how it is changing education and the workplace. I’ve worked with students, business leaders, and nonpro ts to help them develop AI literacy — not just learning how to use AI tools, but understanding when, why, and whether to trust them. at means
having serious conversations about ethics, bias, corporate in uence, and AI’s long-term impact.
What should be business and education’s best response to and use of Generative AI? is is a big question, but at its core the best response from both business and education is to embrace AI with a mindset of critical engagement rather than resistance or blind adoption. Education must shift from outdated, easily automated assignments to deeper learning experiences. e AI detection arms race — where faculty try to “catch” students using AI — has been a distraction from the real issue: We should be designing assignments that require critical thinking, creativity, and original insight — things AI alone cannot do well. Students should be creating new knowledge by working on real problems, projects, and companies. at means moving away from assignments where the answer is well known and challenging students with problems where the student and instructor discover knowledge together. It also means teaching AI literacy — helping students understand how to use AI, when and why to use it, and what its limitations and biases are. For business, the challenge is similar: How do we integrate AI in ways that augment human skills rather than replace them? e most successful businesses will be those that leverage AI to enhance decision-making and innovation while ensuring employees have the knowledge and adaptability to work alongside AI tools. at requires moving beyond the hype and understanding that AI is not a magic solution. It re ects the data it’s trained on, it has biases, and it can fail in unpredictable ways.
Biggest lesson learned in your working life: e simple things will account for most of your success in the long run: ask for help, show gratitude, be sincere, and admit when you screw up.
Greatest strength: Relentless curiosity.
Greatest weakness or challenge: Writing reports on past activities. Boring!
Who makes up your family? My wife Ava and our two rescue pups, Schatzi and Frieda.
What you do for fun: Kayak, bike, and travel with my wife, Ava Fajen.
What have you discovered about Columbia — a venue, an event, or a dining experience — that you can’t wait for others to experience (either again or for the first time)? e Museum of Art and Archaeology at Mizzou is an incredible place where you can see everything from ancient artifacts to modern masterpieces, all for free. e collection features European and American art and pieces from ancient Egypt, Greece, and Rome — there’s something powerful about standing just a few feet away from objects that are thousands of years old. My favorite is a modern piece, “Dido in Resolve,” which is now in the Great Room in Ellis Library.
I hope that someday the museum gets its own building again and the funding it deserves.
Most people don’t know ... Not much. I am WYSIWYG (What You See Is What You Get). CBT
Photo by Keith Borgmeyer
WHAT THE PROS KNOW BUSINESS
SOMETIMES, IT JUST HAS TO WORK!
By Andrea Paul APaul@gfidigital.com
In the daily hustle of office life, there are a few things you count on: your morning coffee, the endless meetings, and, of course, the office technology that simply has to work—no questions asked. Copiers and multi-function printers are the backbone of today’s office environments, quietly churning out reports, copies, and scans until the day is done.
These machines aren’t just conveniences; they’re vital to keeping productivity humming and workflows smooth. When a printer jams or a copier runs out of toner, it’s more than an inconvenience—it’s a disruption that can throw off entire schedules, delay important projects, and hinder office morale faster than a Monday morning without coffee. In a workplace that thrives on efficiency, no one has time to deal with avoidable technical hiccups. That’s why having reliable office technology is just as crucial as having a well-stocked breakroom.
Let’s not forget the IT team—the unsung heroes of the office. They’re the ones ensuring your internet stays connected, guarding against cyber threats, and swooping in to fix your desktop when it decides to play hide-and-seek with your files. From troubleshooting software issues to securing sensitive data, their work is critical to keeping business operations on track. And when the dreaded “printer offline” message appears, they’re the ones who get everything back up and running.
But technology shouldn’t just be something you fix when it breaks— it should be a system that works seamlessly in the background, allowing you to focus on what matters most: getting the job done. A wellmanaged office runs on efficiency,
and the right technology solutions ensure employees can do their work without constant interruptions.
That’s why investing in high-quality office equipment and professional IT support is a necessity. When you have copier systems that produce sharp prints, scanners that handle high-volume workflows, and printers that function without fail, productivity thrives. And when your IT infrastructure is wellmanaged, downtime is minimized, cybersecurity is strengthened, and operations stay seamless.
ANDREA PAUL Executive Account Manager
Andrea graduated from William Woods University and spent nine years at the Missouri State Auditor’s Office before joining GFI Digital in 2008. As an Executive Account Manager, Andrea draws on experience in financial and performance audits to help businesses and organizations reduce print costs while improving efficiency. What Andrea loves most about her 16 years with the company is the opportunity to build meaningful relationships with customers and the satisfaction of knowing GFI Digital makes a positive impact on their businesses.
In today’s fast-paced business world, reliability is everything. From scanning a vital document to securely printing sensitive information, office technology plays a pivotal role in modern workplaces.
GFI Digital delivers reliability. Our toptier copier equipment backed by service excellence and IT professionals ensure your technology is on point. Our copier contracts come with expert support, meaning you don’t have to worry about unexpected issues. And with our IT management solutions, your business stays connected, protected, and operating at peak performance.
Because when it comes to keeping business moving, you need technology you can trust. And at GFI Digital, we make sure you have the right solutions in place—so you can focus on what you do best.
GFI Digital is a full-service provider of office technology, including multi-function copiers, printers, and information technology services. For more than 25 years, GFI Digital has grown into an industry leader in office technology, copiers, printers, data center, networking, security, and system administration. Having a passion for customer satisfaction has earned GFI Digital a reputation for customer service. We make technology simple!
BRINGING COMMUNITY FOCUSED, LOCALLY OWNED & OPERATED BANKING TO COLUMBIA
By Brad Roling broling@midambk.com
It has been a while in the making but we are excited to announce that our full-service branch location in Columbia is now open! The branch is conveniently located at 4601 Stellar Drive at the intersection of Providence Road and Southampton Drive. You may have seen or heard the ads about our lending services, but with the addition of the full-service branch, we can now help with all your financial needs by offering checking accounts, savings accounts, Certificates of Deposit, business banking services and so much more!
So, what does this mean for Columbia?
• Local lender right in your town. I will continue to serve Columbia and the surrounding areas. Over the past several years I have gotten to know the great people and business owners here. Watching your business dreams come to life has been a joy! Also joining me to help with your lending needs is Brandon Kalista, AVP Loan Officer.
• 11 convenient locations to serve you. If you’re shopping in Jefferson City or enjoying a weekend in Osage Beach, you can pop by a branch during business hours for all your banking needs.
• 15 ATMs all over Central Missouri to grab some cash while out and about.
• Friendly, Reliable Service Tailored to You!
So, what does this mean for my business?
BRAD ROLING Market President – Columbia
Brad Roling is the Columbia Market President for Mid America Bank. Brad has more than 10 years of banking experience that he uses to help businesses in and around Columbia thrive. When he is not helping your business with its financial needs, Brad is serving the community in a variety of capacities. He is proud to serve on the Ronald McDonald House Mid-Missouri Board of Directors as Treasurer, the Columbia Chamber Foundation Board as Treasurer, Heart of Missouri United Way Board of Directors and Beta Theta Pi Advisory Board. Brad is a proud Mizzou grad and loves cheering on the Tigers!
• You have a branch to make deposits at after a long day. Whether you stop by on on your way home, over lunch or the first thing in the mornings, we’re here to help you.
• You have a lending team that wants to stand alongside you while you build your dreams.
• You have treasury management services that can help improve your business’s processes and add efficiency.
Our staff of friendly, reliable associates are ready and eager to serve existing and new clients. As a proud community bank, we are committed to serving the Columbia community as a responsible and active corporate citizen. We look forward to growing our community partnerships and involvement! Please stop in and say hello we’d love to show you what community focused, locally owned & operated banking is all about!
MARKETING MISTAKES THAT ARE COSTING YOU CUSTOMERS
By Charles Bruce III charles@comocompanies.com
Marketing has the power to impact a business’s success significantly. However, even the most established brands can fall into common pitfalls that deter potential customers. Steering clear of these mistakes, whether you’re a small business owner or an experienced marketer, can enhance customer engagement and transform your marketing efforts into actual results.
Overcomplicating Your Message
A great brand message is clear, concise, and memorable. If customers don’t immediately understand what you offer or why it matters, they’ll move on. Avoid jargon, overly clever slogans, or trying to be everything to everyone. Instead, keep it simple: What problem do you solve? Why should people choose you?
Ignoring Customer Feedback
Your audience is telling you what they want — are you listening? Many businesses focus on pushing promotions without engaging with customer feedback. Negative reviews, complaints, or even low engagement rates are signals that something needs to change. Actively respond to feedback, adjust your messaging, and show customers they matter.
Focusing on Followers
Instead of Conversions
It’s easy to get caught up in social media numbers, but thousands of followers mean nothing if they don’t convert into paying customers. Instead of chasing vanity metrics, focus on engagement, lead generation, and turning your audience into a community that trusts and supports your brand.
CHARLES BRUCE III
Director of Client Relations
Charles Bruce is the Director of Client Relations for COMO Companies which owns COMO Marketing, COMO Magazine, and COMO Business Times. He received his Bachelor’s Degree in Business Administration and his MBA from the University of Dubuque. When Charles isn’t being the life of the party, he can be found climbing a large mountain. In December 2023 he climbed the Imja Tse mountain in Nepal.
573.499.1830 | comomarketing.co
Skipping SEO
If people can’t find you online, they can’t buy from you. Many businesses underestimate the power of SEO (Search Engine Optimization), assuming it’s only for tech-savvy marketers. However, simple strategies, like optimizing website content with relevant keywords, using Google My Business, and ensuring your site loads quickly, can significantly increase your visibility without extra ad spend.
Forgetting to Track and Adjust
Marketing isn’t a set-it-and-forget-it strategy. If you’re not tracking your efforts, you’re wasting time and money. Using analytics for social media engagement, email open rates, or ad performance helps you understand what’s working and what’s not. Regularly review data and adjust your approach to make every marketing dollar count.
Not Giving Customers a Reason to Act
A well-designed ad or social post is useless if there’s no clear call to action
(CTA); this might be something like “Shop Now,” “Book a Free Consultation,” or “Join Our Email List.” Your marketing should always guide customers to take the next step. Make it easy for them to move forward, and you’ll see better results.
Marketing mistakes are easy to make but just as easy to fix. By simplifying your message, engaging with customers, staying consistent, optimizing for search, tracking results, and using clear calls to action, you can build a strategy that attracts and retains loyal customers. The key is to stay adaptable — marketing is constantly evolving, and businesses that listen, learn, and adjust will come out ahead.
SOLAR IS A GREAT INVESTMENT!
By Vaughn Prost info@prostbuilders.com
Did you know the money you invest in your solar electric system provides a great rate of return on that investment—at least 30% on the first year and 6-10% annually thereafter for the next 30+ years?
Where else can you get a better return on an investment that’s guaranteed?
Prost Builders has been responsible for building communities through the construction of facilities since 1949, but did you know that Missouri Solar Applications has been our partner in saving customers from high electric costs since 2008? Mo Solar Apps, or MSA, is the oldest and largest solar company in Mid-Missouri and has been leading the way for customers to stop literally throwing their money away on electricity.
Did you know that Missouri utility rates have skyrocketed due to inflation and a new raise in rates is proposed by Ameren for a 15.77% increase for the average resident?
That’s where we step in as your solar partner in reducing the rising cost of electricity through financing options that are still available for residential and commercial customers.
Throughout the years, we’ve helped our customers receive millions of dollars in incentives with grants, rebates, and tax credits to benefit them. We even offer leasing options for businesses and non-profits such as churches, schools, etc., and we have an excellent track record in Missouri for obtaining utility rebates and USDA grants for rural businesses if you qualify.
Our CEO has 48 years of experience in the field of solar energy, and our professional team of engineers, solar installers, lighting technicians, and
VAUGHN PROST Owner & President
Vaughn Prost is the owner and president of Prost Builders lnc., a design/build and construction services firm located in Columbia. Vaughn has over forty years of domestic and international design and construction experience as a cost and scheduling engineer, structural engineer, owner’s construction representative, and general contractor.
(573) 635-0211 | prostbuilders.com
3305 Crawford Street Columbia, MO 65203
grant writers are there to provide excellent service every time. Our team of skilled installers are also OSHA trained and certified. We have an excellent reputation for professional workmanship and high-quality, toptier solar products. Missouri Solar Applications is known as a reputable, local, reliable company that will be there when customers need us.
Even homes with solar power are more desired and valued by home buyers due to the reduction in electric costs to the owner. We also offer lighting efficiency products to help you save additional money to make your solar system pay for itself even faster. If you would like to have solar power, we have a variety of types to accommodate your preference, be it shade structures, ground arrays, or roof arrays customized for your property. Call us when you’re ready for a free, no-pressure assessment to get exactly what you need to receive the largest savings. Contact us at mosolarapps.com or call us at (573) 659-8657. Missouri sunshine is your answer to high electricity energy costs!
BOUNCING
BACK Forward
It was e Great Pivot — the moves that businesses had to make to survive the COVID pandemic.
Columbia Chamber of Commerce President Matt McCormick o ers his applause to those who successfully came out on the other side of the pandemic, and he o ers condolences for those that did not survive.
“Are we back from COVID?” McCormick asked in response to that question. “I think it depends on what kind of business it is.”
McCormick was a primary source for a story in the December 2020 issue of COMO Magazine, commenting about COVID’s impact on Columbia. Questioned then about his vision for Columbia “bouncing back” from the pandemic, McCormick was quick to reframe the conversation.
“We’re looking at it as ‘bouncing forward,’” he said.
Now, ve years after COVID rst threatened the lives and health of individuals and businesses, McCormick said he can point to a variety of factors as evidence that Columbia is “back.”
“I think we as a community are back. I think we have de nitely bounced forward,” he explained. “ at doesn’t mean there wasn’t a recovery process, because there was.”
In December 2020 as well as March 2025, McCormick repeated his suggestion that it would be healthcare and higher education — speci cally the University of Missouri — that would drive the local economy and keep it above water. He noted with a light-hearted laugh that “a couple of great football seasons
and a great basketball season” that is in progress “de nitely helped” boost the community’s morale and economy. McCormick also pointed to the growth of Moberly Area Community College, and the positive impacts of Columbia College and Stephens College as contributing to a somewhat stable economy.
“ ose are good signs for our community,” he said. “We’re doing a lot better than a lot of places in Missouri.”
Two of the shining business examples are local staples Sophia’s and D. Rowe's, where business is thriving now ve years after the COVID pandemic forced all businesses, and maybe especially restaurants, to make changes to stay in business and keep their employees.
“I feel like it was twenty years ago,” said David Rowe, owner of D. Rowe's restaurant. “ e regulations, what we could and couldn’t do — were changing all the time. But the rst thing that my wife and I did was devise a plan to keep everybody here.”
Before the feds o ered the COVID-era Paycheck Protection Program (PPP), Rowe and his wife, Meghan, were able to keep all sta members working with a rotation system. If some sta members were accustomed to working forty hours a week, but could only be scheduled for twenty during the early days of the pandemic, Rowe was able to make sure they were paid for a forty-hour work week, guaranteeing the average of the hours they worked pre-COVID.
All sixty-seven sta members had the option to work. Only two chose not to work because of personal and safety circumstances he said.
Are we ‘back’ from COVID? Sophia’s and D.Rowe’s are shining examples of business survival.
BY M CK ENNA STUMPH AND JODIE JACKSON JR
When the PPP was established by the CARES Act, it provided small businesses with funds to pay for payroll and other expenses. Because of restrictions on social distancing, crowd sizes, and other factors, restaurants relied on to-go orders for revenue.
“We did so much to-go business. It was insane. It was great,” Rowe said. “It was controlled chaos for several days. Sometimes the whole parking lot would be full of cars waiting for their food to be ready. It was crazy and pretty special because, before the paycheck protection, I was like, ‘What are we going to do?’” Rowe said re ecting on the uncertain time.
D. Rowe’s upgraded its point-of-sale system (POS) to keep business owing somewhat normally with limited sta allowed in the building. e POS system handles online orders, tracks inventory, and processes payments. Many members of sta took on new responsibilities with their job description changing, some were directed to answering the phone, and others delivered food to the cars in the parking lot.
“ e new POS system was a lifesaver,” Rowe said. “My wife gured out everything with the technology — she’s more in tune with that stu than I am. I’m just resistant to it.”
When the restaurant returned to inside seating and full capacity was allowed, Rowe recalled, “It was insane trying to keep up with all the orders. At times, we had to turn our to-go deliveries o because we were just trying to handle what was inside the building.”
Rowe was thankful for his sta ’s exibility and for still showing up to work despite the uncertainty, but he gives the “hero” credit to his wife.
ere were days when Meghan was at the restaurant, and David was home with their kids, or vice versa. At rst, Rowe was discouraged by the inability to talk and catch up with his regulars.
“I would start texting people, ‘ ank you,’ if I had their number or it came across from their online order,” he said, pointing again to frustrations over restrictions. “ ere were days when I was over it, getting new regulations thrown at you weekly. I was mad, but I was just mad at the whole situation. A lot of businesses didn’t make it, not just in Columbia, but nationwide. At the end of the day, out of all that, we came out and I think we’re stronger than ever.”
Both Sophia’s and D. Rowe’s relied on delivery as well as curbside pick-up, pointing to COMO Delivered as a local delivery service getting its startup during the pandemic.
“We worked hard to make sure they understood what their options were for that, but we pretty quickly would have run out of gas if we were trying to pay everybody,” said Matt Jenne, founder and co-owner of Sophia’s and Addison’s. “We brought them back pretty quickly thereafter because we were able to open on a limited basis.”
Sophia’s and Addison’s sta level was based on the level of business and need, not wanting to bring people back to just not work. Its part-time and hourly sta were put on unemployment to triage expenses. Jenne credits the salaried employees, front of house and kitchen managers, as the heroes for keeping the business a oat, sometimes doing the work of three people.
“Doing to-go food, we didn’t know what the demand would be,” he said. “So it allowed us to gauge how busy we were to bring people back on, but they de nitely took the brunt of it. ere were situations like Veteran’s United who wanted to provide meals to all their employees, so we had to try and get a group of people together to do things like that.”
Curbside pickup directly changed how Sophia’s and Addison’s operated on a daily basis. Carry-out food orders
tripled during COVID. With Sophia’s recent ribbon cutting at its new location on Peachtree Drive, it’s yet another sign that Columbia businesses that persevered and managed to stay a oat did emerge on the other side of the pandemic.
Meanwhile, McCormick listed some ways that “the new normal” changed everyday life and work life. For instance, remote working and the end of school snow days — hello, Zoom o ce meetings and virtual classrooms — are no longer novel approaches.
He pointed out that Columbia’s place in the region’s economy does have some challenges, namely a low unemployment rate. While the 2.4 percent unemployment rate bodes well for the economy, it’s a massive challenge for businesses that have openings but can’t ll them. To that end, the Chamber has Show-Me Careers among a plethora of other initiatives aimed at getting well-quali ed jobseekers into those positions.
e Chamber hosted its 2025 Economic Outlook Conference on February 5 at Columbia College. e afternoon event featured a presentation from Curtis Dubay, the chief economist for the U.S. Chamber of Commerce. During Dubay’s presentation and as part of a followup question and answer period, the local employment picture remained a strong focus.
As Dubay suggested, McCormick also said that today’s workforce challenges were coming to the forefront pre-COVID, just as advancements in technology were emerging.
“COVID accelerated technological changes,” he said. “If there was a veyear plan for automation, suddenly that plan went to two years.”
In ation has also battered family and business budgets, and historically speaking, prices don’t decrease proportionally when in ation shrinks. at is now part of “the new normal.”
“For a while the new normal was crazy,” McCormick said, re ecting on rapid and unprecedented changes during the pandemic. “It’s not really easier, but that new normal has stabilized out a little bit more.” CBT
Brian Toohey asks a question at the Feb. 5, 2025 Economic Outlook Conference.
Matt McCormick addresses the crowd gathered for the 2025 Economic Outlook Conference.
THE CHALLENGE TO KEEP THE
Best & Brightest
As Columbia faces a growing talent gap, employers are working to ensure the city remains a competitive place to live and work.
BY MICHELLE TERHUNE
“BRAIN DRAIN” HAS BEEN A PHENOMENON since the rst human left one village for a location that o ered better hunting. Today, the term still refers to people leaving where they are to pursue more lucrative opportunities elsewhere. at could be another country, state, city, employer, school, industry, or retirement from the workforce.
e reasons for migration are abundant. Among them are safety and security concerns, higher pay and bene ts, more affordable housing and living expenses, space for upward mobility and promotion, better quality of life – the list goes on and on.
In Columbia every year, thousands of graduates from local high schools, post-secondary institutions, professional schools, internships, medical residencies, and more leave for what they perceive as greener pastures. What happens when they do? And what are some Columbia entities doing to stem the ow? Here are a few things you should know.
Moving Is So Boomer
Brain drain certainly isn’t generational. e void created is the same whether the person leaving is Gen X, a Baby Boomer, or anything in between. In every case, talent exits Columbia and takes it down the road.
But that doesn’t mean the concept of brain drain hasn’t changed dramatically since Boomers entered the workforce. Back then, people packed up and moved to wherever a better opportunity took them. However, even before the pandemic pushed remote work to its peak, a physical move for employment was beginning to be passe.
Telecommuting got its legs in the 1970s when oil and gas prices made driving gas guzzlers to and from work daily cost prohibitive. Although it has changed considerably since then, technology has always been the driver behind the ability to work remotely. First, there were phones with conferencing features and fax machines. In the 1990s, mobile phones, home computers, and the internet became ubiquitous. at was followed by such advents as cloud computing and collaborative software in the early 2000s.
Remote work is still brain drain if the employee signs on for a job with an employer that isn’t local when a Columbia company could have used their talent, skills, and experience. Ironically though, work from home o ers the opposite at the same time, something we’ll refer to as “brain gain.”
Brain Gain
Of course, companies that manage to lure employees from Columbia celebrate brain gain. But remote work may result in only a partial drain when people choose to remain in Columbia even when they’re on the payroll of a far- ung employer. at’s important.
While moving out of town for a position that o ers better pay, greater professional challenges, and other enticements, that relocation can come with some strong negatives. For example, the salary o ered by a Silicon Valley tech company may dwarf one from a local employer. But beware of the cost-ofliving sticker shock. According to Red n, the December 2024 median price for a home in Columbia was $300,000. In Palo Alto, it’s $2.8 million.
Plugging the Drain
There are many efforts by multiple organizations to work together to plug the brain drain. The Columbia Chamber spearheads a few to do just that.
The chamber’s Boomerang marketing campaign targets young and working-age adults who have a connection to Columbia. Maybe they were born, went to school, or lived here at some time but left. The program’s message to them is that there are a lot of opportunities here to work and build a great life. It’s worth coming back for.
Talent Pipeline Management will help employers in the same industry build a workforce that meets current demands. They’ll develop strategies for upskilling and reskilling current workers and shaping career pathways for students and workers that should help retain top talent.
Starting the process when students are young may also help stem the flow later. According to Buchanan, the Chamber facilitates two programs designed to “recruit, retain, and education our current youth and citizens about our industries.”
Show-Me Careers teaches school administrators, teachers, and counselors about local careers. It provides hands-on learning experiences, so they understand what skills and talent students need to take advantage of career opportunities down the road. The program should help them as they provide education and career advice to their students.
But students themselves aren’t left out. That’s where the World of Work program comes in.
“This program brings in over 3,000 students, middle school and upward, that provides them hands-on experience with employers in the local area and local industries,” Buchanan said. “They can see what the work is like in different industries and ask the employers questions in regard to what education they need to get into these careers.”
Some people aren’t willing to trade the Columbia vibe, schools, parks, activities, events, and other qualities. Remote work makes it possible for them to get the best of both worlds – the job they want and the lifestyle they love. And that arrangement means those employees still shop, pay taxes, and contribute to the health of the local economy and population, so it’s not a total loss.
Shortages Happen
According to the Bureau of Labor Statistics, the unemployment rate in Columbia in December 2024 was only 2.4 percent. at means most people in the labor market have jobs which leave few bodies to ll openings as they arise. And in some industries, there are a lot of un lled positions.
“Almost every single industry that is high growth, high demand has a talent shortage,” said Lisa Buchanan, vice president of workforce development for the Columbia Chamber of Commerce. “We work to educate our current and future workforce of the bene ts of having a career in Columbia. Particularly, we are hurting in the healthcare industry. is industry has the most positions open in our local area. In general, though, industries including construction, manufacturing, IT, and nance are struggling also.”
Currently, there are more than 500 open positions in the areas of nursing, allied health, pharmacy, IT, facilities, management, and administrative roles at University Health Care. Among them are 220 un lled nursing positions. While there’s a nationwide nursing shortage, it’s hard to imagine that there are so many openings in a city where programs ranging from vocational through graduate nursing education are o ered. But the fact that there are more graduates from these programs than positions doesn’t ensure that shortage-driven incentives o ered elsewhere won’t lure this talent away. It does, even when there are strong local incentives, like hefty signon bonuses.
en, there are the last of the Boomers now over age 60. eir spot in the labor force is quickly diminishing, taking their experience, skills, talent, and argu-
ably, their strong work ethic with them. Buchanan cited that the workforce retirement rate is 18 percent, which increases the number of openings at a time when unemployment is so low.
“We have to start recruiting from outside our area and bring the talent needed to the area,” Buchanan said. “ is will give us a good pipeline of workers for the jobs. We have 6,000 job openings and only 3,000 that are in the employment participation population to ll those jobs.”
ose numbers look more optimistic than they are. After all, you need 3,000 jobseekers with the right skills, education, training, and experience. So, bringing new people into the area is critical for Columbia employers, even if that’s causing brains to drain from other communities.
“Almost every single industry that is high growth, high demand has a talent shortage.”
— LISA BUCHANAN
Employers Step Up
Making a job in Columbia as attractive as one elsewhere is critical to hold onto talent, and employers are stepping up their e orts to create them.
Boone County government averages about 500 employees, including fulltime, part-time, and temporary positions. According to Angela Wehmeyer, director of human resources and risk management, the county is focused on recruiting and retaining employees by making sure they understand they’re considered to be “our biggest asset.”
“We’ve done a lot of work to reward our employees for recommending candidates to us, as we’ve found that
those referrals bring us some great employees,” Wehmeyer said. “We’ve also o ered a retention incentive to employees who have stayed with us the past few years. I also think it helps that the county has strong, caring leaders who value their employees and work to make sure they’re happy in their careers with us.”
Some accommodations include allowing hybrid work schedules for certain positions, competitive pay and bene ts packages, and the future operation of the Public Safety Childcare Center for public safety employees. Wehmeyer said openings in road and bridge maintenance, jail sta , and the 911 emergency center are the most di cult to ll. She attributes that to requirements like background checks and commercial driver’s licenses.
ose aren’t jobs students learn how to do in schools, but the county will provide the necessary training for new hires to grow their own talent.
“Over the years, we’ve partnered and built relationships with a few colleges and universities like Columbia College, MACC, the university, and organizations like Job Point and Love Columbia to o er classes, internships, job fairs, and other work experiences,” Wehmeyer said. “We are currently partnering with the University of Missouri with the Law Enforcement Training Institute in conjunction with our construction of our regional Law Enforcement Training Center. We’ve also recently partnered with Job Point on internships.”
Share and Share Alike
Naturally, there’s sti competition between Columbia employers to hire the best talent. Wehmeyer said the University of Missouri, city of Columbia, state of Missouri, and large private employers like Veterans United, Shelter Insurance, and EquipmentShare seem to have many of the same type of openings.
“But we have also had quite a few employees from those places to come to work with us as well,” she added.
Employers that share the same problems lling positions also share a desire to keep local brainpower in the community. at’s good for everyone involved. CBT
Street Talk
BY JODIE JACKSON JR
THE COLUMBIA POLICE DEPARTMENT made an average of twelve arrests a day in 2024, according to data the department recently reported on its Facebook page. CPD responded to 114,533 “incidents” in 2024, which included 78,276 responses to citizen calls for service (an average of 216 per day), while o cers initiated more than 36,000 incidents themselves.
e department reported that o cers made 4,320 arrests in 2024. In addition, the internal report on police reports noted that in 2024, o cers encountered situations requiring force in 181 incidents, representing just 0.16 percent of all interactions with citizens. e “use of force” numbers are broken down into numerous categories. Some that are mentioned were “joint manipulation (40),” “Taser laser/arc display (44),” “drawing/ exhibit rearm (132),” “other physical force (25),” “Taser deploy/ drive stun (11),” “pepper spray (8),” and “ rearm discharge at person (6).” e rearm discharge number was accounted for with one incident on June 4, 2024.
CPD’s Facebook post noted that four of the 2024 “use of force” incidents were found to be “improper” and not within policy, which would have led to further review.
We’re curious to hear from our readers: What were your interactions with Columbia police o cers in 2024? (Anyone out there with an electrifying Taser experience?)
A
Better Kind of Court ...
e rendering for the new basketball courts at Douglass Park is eye-popping. e paved courts closed the week of February 9 for renovation that is supposed to be completed by June 2025, weather permitting. e Columbia Parks and Recreation Department announced the work on Facebook. e City Council on February 16 unanimously decided to continue with the project but directed Parks and Rec sta to seek additional input on the court’s name. e city wants to name one of the courts for former University of Missouri women’s basketball assistant coach Willie Cox. Douglass Park neighborhood residents want the court naming to re ect the area’s historical connections.
e basketball courts will be improved with LED lighting and custom sports court surfacing featuring black and gold designs inspired by the Mizzou athletics department — which is helping fund the work. e renovation is funded through the 2021 Park Sales Tax, contributions from Veterans United, Mizzou, and a Community Revitalization Grant from the Missouri Department of Economic Development.
Twenty-Some Years of ‘Sweet Caroline’
e singalongs, live music, and an element of Columbia’s eclectic downtown night vibe has pulled the plug. e Penguin Piano Bar and Restaurant is closed, less than a year after a grand reopening. Club owner Jesse Garcia announced the closure on Facebook. “We tried to bring some vibrant nightlife to Columbia and worked very hard to make it all work. Unfortunately, there were some hurdles that we could not conquer ... ank you for the more than 20 years of Sweet Caroline singalongs and maybe someday we’ll try again.”
e Penguin closed during the COVID pandemic, nally reopening in March 2024 with a full menu and lineup of live music. Garcia did not specify the “hurdles” he encountered, but other media outlets, city court records, reported that the business faced a urry of lawsuits from vendors and for back rent.
Grindstone, Highway 63 Reconfiguration
Work was expected to start before the end of February on the Grindstone Parkway/East New Haven Road intersection realignment. e Missouri Department of Transportation awarded the $10.9 million project to Emery Sapp and Sons in October.
e project will realign Lenoir Street east, widen Grindstone/New Haven and erect tra c signal lights at Lenoir and New Haven directly outside of New Haven Elementary School. e project also shifts tra c lights on the U.S. 63 overpass to the intersection of Lemone Industrial Boulevard and the former location of Lenoir Street, which will become the new loop ramp onto U.S. 63 northbound, along with the o ramp from northbound U.S. 63. CBT
New Business Licenses
Issued January 2025
Betania Construction LLC
1416 Hickam Drive, Columbia
Kaged Heat
Manufacturing
14 Business Loop 70E, Columbia
Spring Creek Liquor and Convenience Store
Liquor Vault LLC
4101 W Vawter School Rd, Columbia
Sudz & Stripes Premier
Property Services
B&L Horn Enterprises LLC
6700 Stephens Station Road, Columbia
Alicia Watkins LLC
Art, entertainment, and recreation
1010 Fay Street, Columbia
Tiger Ninja
Accommodation and food services
3709 S Providence Rd, Columbia
MidMO Gets Around LLC
Transportation and warehousing
804 Green Meadows Road, Columbia
Cox’s Barber Shop
Chad the Barber LLC
601 Business Loop 70W, Columbia
Poetry, Led Astray, LLC
Arts, entertainment, and recreation
1204 Jake Lane, Columbia
Schaefer Autobody Centers
Quality Collision Midwest LLC
1306 Creasy Springs Road, Columbia
Minted Ego LLC
1809 Vandiver Drive, Columbia
Roots and Roofs Realty LLC
2100 Cherry Hill Drive, Columbia
Mid Missouri Auctions LLC
1215 Clinkscales Road, Columbia
Holly Alterations
Sean Lam Enterprises LLC
12 S Second St, Columbia
Carley’s Cuts LLC
601 Business Loop 70 W, Columbia
Motto Mortgage Pathway
MaxMiles LLC
803 E Walnut St, Columbia
Curl Whisperer
601 Business Loop 70 W, Columbia
Show Me Guitars
Show Me Music LLC
3901 S Providence Rd, Columbia
OverTime Sweets LLC
1700 Forum Boulevard, Columbia
Flat Branch Bank
James Yankee
15 S Fifth St, Columbia
Columbia Christmas
Light Company
3716 Bray Court, Columbia
Canvas Salon Suites
Humble Hair Studios LLC
4500 Stellar Drive, Columbia
Jim Cunningham Design
2219 Danforth Court, Columbia
Mid America Bank
4601 Stellar Drive, Columbia
Glow Together
Rylee Dreyer
2200 Warwick Street and 3906 Peachtree Drive, Columbia
Angel Directional Drilling LLC
3008 Green Ridge Road, Columbia CBT
Issued by the city of Columbia’s Finance Department.
What’s Going Up?
Cooper’s Landing expansion approved, Carter’s OshKosh coming to Columbia Mall.
BY JODIE JACKSON JR
A TWO-STORY BUILDING and a new stage area are among the improvements planned for COOPER’S LANDING RIVERSIDE RESORT & MARINA, one of Columbia’s most popular outdoor destinations, located on the banks of the Missouri River.
e building permit issued by the Boone County Resource Management o ce lists a valuation of $999,999 for the project, though Cooper’s Landing owner Richard King said he did not provide that estimate. King, a local entertainment mogul who once owned e Blue Note and Rose Music Hall, said February 10 that he had not yet hired a builder for the new steel, glass, and concrete “ ood-proof” building that will be “the rst of its kind in Boone County.”
“It's been in the works for well over two years,” he said. “Probably closer to three years since we started on this.”
e January 2025 building permit report from the Boone County o ce of Resource Management lists a 3,312 square foot building, valued at $999,999, for the year-round marina, campground, store, and live music venue at 11505 S. Smith Hatchery Rd. Meanwhile, the city of Columbia’s January 2025 building permit report from the Building and Site Development
o ce included a $452,000 interior tenant improvement at the Columbia Mall at 2300 Bernadette Drive for CARTER’S OSHKOSH in suite 330. Currently, the nearest Carter’s children’s apparel retail store is eighty miles away in Osage Beach.
Columbia’s report showed eightyfour approved building permits with an aggregate value of $19.24 million. Boone County’s report listed forty permits with a combined total of $4,884,313. Combined, the city and county January reports totaled 124 permits and $24.12 million in value.
By comparison, the city’s January 2024 building permit report had fty-two permits with a total value of $7.99 million. e county’s January 2024 report listed fty-eight permits and a total valuation of $6,158,829.
e city’s building permit breakdown for January included:
• Addition, residential: 3 permits, $214,902
• Alteration, commercial: 11 permits, $5.2 million
• Alteration, residential: 14 permits, $1.21 million
• Commercial in ll: 2 permits, $874,942
• Commercial, new: 1 permit, $585,917
• Deck only: 4 permits, $51,899
• Re-roof: 13 permits, $421,793
• Residential demo: 1 permit, $0
• Single family detached: 16 permits, $6.78 million
• Solar photovoltaic system (residential): 2 permits, $33,500
• Townhouse: 16 permits, $3.87 million
Highlights of the city’s building permit activity, including the Carter’s OshKosh, are:
Expansion of the McCLARTY AUTO GROUP’S KIA SERVICE ANNEX at 618 Jackson Street is a $907,435 project encompassing 5,524 square feet. According to the permit, the project is a remodel of an existing pre-engineered metal building for use as an automotive shop with parts storage, and a wet detail bay. No new square footage is being added. Coil Construction Inc. of Columbia is the general contractor. e mechanical contractor is Hulett Heating & Air Conditioning, and the plumbing contractor is Questec Constructors Inc., both based in Columbia.
Another project at Columbia Mall involves remodeling the AMERICAN EAGLE retail store. Go Green Construction Inc. of Pittsburgh, Pennsylvania is the contractor for the $714,193 and more than 10,000 square foot project.
Existing warehouse space is being converted to NEW OFFICE SPACE at the Club Car Wash at 1445 E. Prathersville Rd. Coil Construction Inc. is the contractor for the $1.5 million, 12,000 square foot project. e If you see a building popping up and wonder, “What’s going up?”, email jodie@comocompanies.com and let us know!
mechanical contractor is Star Heating and Air Conditioning; the plumbing contractor is Jason Canote.
THE BOONE MEDICAL GROUP at 1605 E. Broadway is remodeling a 5,055 square foot suite. e project valuation is $650,000, according to the building permit. e general contractor is Septagon Construction Company, Inc. Subcontractors include Meyer Electric Company and Harold G.Butzer Inc. (mechanical and plumbing).
Septagon is also the contractor for a TENANT INFILL in Building B at 2000 Lake Ridgeway Road (Vandiver South). e in ll is for DH Pace, a commercial door company. e project is valued at $437,471 encompassing 14,453 square feet. e site is behind Bass Pro Shops. Subcontractors are Summit Mechanical Inc., Meyer Electric Company, and Star Heating and Air Conditioning Inc.
Top dollar single-family homes on the city’s January permit report include:
• 2805 Misty Flower Drive in the Legacy Farms development. Anderson Homes is the builder for the 5,053 square foot, $624,626 home.
• 2501 Eastwood Drive in Mark Todd’s subdivision. Movement Custom Homes LLC is the builder for the 4,648 square foot, $651,221 home.
• 1008 Caymus Court in the Villas at Old Hawthorne. Rave Homes is the builder for the 4,737 square foot, $630,018 home.
Boone County’s building permit breakdown for January 2025:
• Single family residential: 5 permits, $1.74 million.
Work is progressing on the EASTWOOD APARTMENTS, a pair of multi-family buildings going up at 2500 and 2504 E. Business Loop 70. The two-story buildings have individual valuations of $1.91 million and both comprise 14,000 square feet. The project owner is CJCA Development Inc. The builder is Reynolds Construction LLC of Jefferson City. The old Eastwood Motel was demolished to make way for the new apartment buildings.
• Other nonresidential: 1 permit, $17,000.
• Other structures: 7 permits, $160,414.
Additions/alterations:
• Residential: 3 permits, $522,000.
• Nonresidential: 2 permits, $35,000.
• Residential garages: 4 permits, $350,000.
• Miscellaneous: 15 permits, $57,900.
Highlights of the county’s January building permit report include:
A new FOOTBALL LOCKER ROOM FOR HALLSVILLE HIGH SCHOOL at 421 E. Highway 124. SM Wilson of St. Louis is the contractor for the $800,000 project.
AT Framing Construction is building a $700,000 SINGLE FAMILY HOME o E. Sugar Grove Rd. in east Columbia. CBT
PHOTO BY JODIE JACKSON JR
$10.9 million
The amount of the Missouri Department of Transportation contract awarded to Emery Sapp and Sons for a major project to realign the Grindstone Parkway and E. New Haven Rd. Interchange.
$1,496,013
The cumulative total of seventeen loans made through the Mid-Missouri Regional Planning Commission’s Revolving Loan Fund.
$150 First offense fine for violating Missouri’s new distracted driving law. Hands on the wheel, phone down.
4,320
Number of arrests made by the Columbia Police Department in 2024.
The yearly report also showed ...
8 times local cops used pepper spray
11
Number of times a Taser was used (actually used –as in zapped – not just deployed)
Embracing Entrepreneurship
My journey from Uzbekistan to the United States.
BY LAYLO YAKHSHIBOEVA
Guest Voices: All Are Responsible for Local Elections
BY STEVE SPELLMAN
MY NAME IS LAYLO, and I was born and raised in the Republic of Uzbekistan. I am a proud wife and mother of two beautiful kids: a sweet daughter, Tuana, who just turned 11 years old this January, and son, Rayan, who is 6. I am working as a lecturer for entrepreneurship courses at the Tashkent State University of Economics. I earned my MBA from Webster University’s branch in Tashkent, which has enriched me with valuable knowledge and skills in business management.
As a PhD candidate specializing in entrepreneurship, my interest is focused on the entrepreneurial ecosystem lifecycle from identifying the right opportunities, quali cations, funds allocation, and responsibilities of stakeholders in the United States.
I am delighted to participate in the Faculty Exchange Program (FEP) organized by the Ministry of Higher Education, Research and Innovation of Uzbekistan, and the American Council. is program provides professionals in academia with the opportunity to gain precious experience from a U.S.-based university. I am particularly eager to learn from my mentor, University of Missouri Professor J. Scott Christianson.
Professor Christianson has inspired thousands of young entrepreneurs and has played a pivotal role in developing their businesses. His insights into entrepreneurship education and practical applications will be invaluable as I seek to enhance my teaching techniques and methodologies for better supporting my students seeking entrepreneurial journeys.
During my rst week in the program, I have already been profoundly impressed by the culture of collaboration among local entrepreneurs. At the 1 Million Cups event at the Regional Economic Development Inc. (REDI) hub in downtown Columbia, I witnessed rsthand how established business owners dedicate their time and resources to support entrepreneurs.
Scan the QR code to read more about Laylo’s journey connecting entrepreneurs across borders.
A “FIDUCIARY” IS A PERSON who holds a legal or ethical relationship of trust with one or more other parties.
Each April we elect those who will be our local public o cials for the next three years. Columbia’s city council has three seats up for election, including the mayor, who chairs the council and serves as the face of the city. e school board has two seats up for bid in a unique pooled voting arrangement.
Whoever gets picked is responsible for steering the course of key institutions in a perpetually growing community. ese elected o cials aren’t full time sta ers like our county commissioners are but comprise a volunteer board that sets a direction and tone for their municipal or public-school organization, deferring day to day operations to a professional CEO (city manager or superintendent).
As representatives of the people, these elected o cials have a duciary responsibility to do what’s in the best interest of the people they serve. at is, ALL the people at large — not to push their own perfect world, or people like them, or who bankrolled their election campaign, nor the squeakiest wheel pressure group that can muster a few dozen loud warm bodies to ll the chambers with from time to time.
e size and scope of issues in front of them continue to evolve into more big-city issues.
Pro-business or pro-labor union? Pro-growth or “smart growth?” Back the Blue or Defund the Police? ese national controversies echo in our town meetings, but local leaders have a duty to moderate the extreme opinions so municipal institutions work for all of us.
While elected o cials have a duciary duty, we citizens need to hold up our end of the bargain, too.
Scan the QR code to read more about Spellman's perspective on how low voter turnout has big consequences. CBT
