Columbia Business Times - February 2014

A Tale of 2 Cities Page 44

Love in the Boardroom Page 31

SCORE A Perfect ‘10’ Page 42

One Bloody Business Page 38

Penelope Shihab From The Middle East to The Midwest Page 50

columbiabusinesstimes.com /// 7

New spot, decorative, and track lighting brightens workspaces, focuses light on art, and enhances the ambience of the restaurant.

Case Study:

Bangkok Gardens $3,000/year in energy cost savings 27% electric reduction 124 lights replaced New HVAC

Commercial Energy Efficiency Program Columbia Water & Light can help your business!

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John Pham of Bangkok Gardens participated in Columbia Water & Light’s Commercial Efficiency programs, receiving rebates for upgrading his lighting and HVAC system. The new lights cost less to operate and provide better lighting for the customers and employees. The HVAC replacement along with an upgraded kitchen ventilation system not only made his restaurant more comfortable but also reduced operating costs.

“I’ve always tried to make energy efficiency part of managing the costs of operating my business.”

—John Pham, owner Bangkok Gardens

From the Publisher

Editorial Chris Harrison, Group Publisher ChrisH@BusinessTimesCompany.com Sarah Redohl, Managing Editor SarahR@BusinessTimesCompany.com Katrina Tauchen, Copy Editor Katrina@BusinessTimesCompany.com

Of convention centers and camel milk ›

DESIGN Kristin Branscom, Art Director Kristin@BusinessTimesCompany.com

I spent my early career in the trade publishing business. During my tenure there, I had the opportunity to help launch and manage a national trade show for the road-building industry. This part of my job required me to make site-selection visits in many convention centers throughout the United States to evaluate the facilities’ ability to host our annual event. When I came to the Columbia Business Times in 2005, one of the first local events I attended was the Columbia Chamber of Commerce’s Business Showcase, hosted at the Holiday Inn Executive Center (the 2014 Chamber Showcase takes place at the same venue on March 4, and if you do business in or around Columbia, you shouldn’t miss it). Given my experience with convention centers across the Photo by country, I was impressed with the caliber of the Taylor Allen event, the venue and the attendance.

Very shortly after this event in 2005, I wrote an editorial column in the CBT that asked the question: Does Columbia need more convention space?

Some took it as brilliant; others took it as an attack on the Executive Center. Here we are, eight years later, debating convention center developments in Jefferson City and Columbia. Back then, I truly believed a larger convention center in our market would result in the ability to attract more regional and national trade shows and meetings. This issue, a quote from local commercial Realtor Paul Land hits the nail on the head. “The market drives the community” Land says. And given what we know about our business community, Land is right. If there is a need and a market for a new convention center here in Columbia, one will be built. For a deeper look at the convention center debate, check out our feature “A Tale of Two Cities” on page 44.

Once again, our cover feature this month tells the story of building a business right here in Columbia. The story of Penelope Shihab’s business is as atypical as any other startup story. It involves a female entrepreneur from an area of the world not known to foster female entrepreneurship, scarce startup funding, the balance of work and family and the unending supply of energy and pure tenacity to bring a pharmaceutical product, which is based on the medical properties of camel milk, to market.

Yes, I said camel milk. Read how the MU Life Science Business Incubator drew this company to Columbia and the fascinating story of MONOJO on page 51.

We hope you like the profiles, features and photos this month. We love feedback, good and bad, so don’t hesitate to email my any time at chrish@businesstimescompany.com.

Best, A TALE OF 2 CITIES PAGE 44

LOVE in the Boardroom PAGE 31

SCORE A PERFECT ‘10’ PAGE 42

Chris Harrison, Group Publisher

One BLOODY Business PAGE 38

PENELOPE SHIHAB FROM THE MIDDLE EAST TO THE MIDWEST PAGE 50

Penelope Shihab, CEO of Columbia Biotech, shares the story of how she brought her Middle Eastern product to market in the Midwest. Photo by Anthony Jinson.

Creative Services Gillian Tracey, Creative Marketing Assistant Gillian@BusinessTimesCompany.com MARKETING REPRESENTATIVES Erica Pefferman, Director of Sales Erica@BusinessTimesCompany.com Angie Huhman, Director of Non-Traditional Revenue Angie@BusinessTimesCompany.com Mason Neff, Marketing Consultant Mason@BusinessTimesCompany.com Jermaine Rivera, Marketing Consultant Jermaine@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Taylor Allen, Whitney Buckner, Angelique Hunter, Anthony Jinson, Sarah Redohl CONTRIBUTING WRITERS Megan Thomas Davis, Al Germond, Kelsey Gillespy, Kristi Luther, Kristi McCann, Monica Pitts, Sarah Redohl, Bondi Wood, Molly Wright Interns Madison Alcedo, Steven Benna, Claire Boston, Abby Connolly, Kaylie Denenberg, Kendra Johnson, Abby Kass, Victoria Ross MANAGEMENT Chris Harrison, General Manager ChrisH@BusinessTimesCompany.com Renea Sapp, Business Manager ReneaS@BusinessTimesCompany.com Cindy Pudney, Operations Manager CindyS@BusinessTimesCompany.com Erica Pefferman, Director of Sales Erica@BusinessTimesCompany.com SUBSCRIPTIONS Subscription rate is $19.95 for 12 issues for 1 year or $34.95 for 24 issues for 2 years.

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Copyright The Business Times Co., 2008.

All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited.

OUR MISSION STATEMENT The Columbia Business Times and ColumbiaBusinessTimes.com strives to be Columbia’s leading source for timely and comprehensive news coverage of the local business community. This publication is dedicated to being the most relevant and useful vehicle for the exchange of information and ideas among Columbia’s business professionals.

columbiabusinesstimes.com /// 11

Be a Part of History, Join TSF Today!

SEC Champions (34-0)

SEC East Division & AT&T Cotton Bowl Champions (12-2)

Join the Tiger Scholarship Fund at www.TSF-Mizzou.com or call 573-882-0704.

Academic Integrity | Social Responsibility | Competitive Excellence

About The Last Times What people are saying We would like to expand on the mention of a 3-D printer at Fulton High School in the December 2013 article “Patented Tech in Town.” The reality goes far beyond just a 3-D printer. Fulton Public Schools and the Missouri Research and Education Network (MOREnet) are in the first year of a threeyear research project to develop a Fab Lab. Currently, the lab has two 3-D printers, a laser cutter, a vinyl cutter, a Computer Numerical Control router and an assortment of robotics kits. Student interest in the Fab

Lab has more than quadrupled expectations. The knowledge and experience from the project will be offered to all Missouri districts. An open house is set for Thursday, Feb. 20 from 4 to 5:30 p.m. and will be open to the public.

Sincerely, David K. Drum, Research Manager New Initiatives, MOREnet Suzanne Hull, Assistant Superintendent Fulton Public Schools

What's happening online Joan Gabel @JoanGabel

MT: @ColumbiaBiz: Congrats, Dale Wright @MizzouBusiness, @MizzouAlumni #CBT20U40, rockstar.

30 Dec

Mizzou Business @MizzouBusiness

16 Dec Featured in @ColumbiaBiz: #MIZBIZ grad Charlie Digges as Citizen of the Century & successful business man.

Westminster College @WestminsterMO

8 Jan Westminster grad Amanda Signaigo-Owens named to @ColumbiaBiz 20 Under 40 list.

Support in

motion motion

Dr. Sean Siebert Dr.SeanSiebert

10 Jan Thank you @ColumbiaBiz! Because of you the mid-Missouri #startup scene is being represented very well @USASBE.

The Mirra 2 chair from Herman Miller, with its new Butterfly Back, offers exceptional responsiveness and intuitive feel by merging a fabric layer with polymer veins to create an intelligent support structure. This hybrid structure, shaped for dynamic support, keeps your body in healthy alignment.

Around the office 20 Under 40

Thank you so much to all who attended the 20 Under 40 event at Stephens College on Jan. 22. We networked, honored hard workers and had a good time. Thanks for making the night great!

Chamber Showcase Mixer

Remember last year when Mary Ropp beat out Anne Churchill, Cale Kliethermes and Kevin Czaicki for $1,000 toward City of Refuge? Well, we’re at it again, with a whole new group of local businesspeople. Join the CBT after the Chamber Showcase March 4 at the Holiday Inn Expo Center to see one heck of a beat-down.

Write to CBT editor Sarah Redohl at Editor@BusinessTimesCompany.com

[

[

Call for a free trial of the new Mirra 2 at your office, or come by our showroom to check it out.

1901 Vandiver Drive • Columbia MO (573) 474-4057

columbiabusinesstimes.com /// 13

February 2014

Vol. 20, Issue 8 columbiabusinesstimes.com

50

International Game

In an uphill climb against her traditional culture’s expectations and the ability to create an international brand, entrepreneur Penelope Shihab shows how she brought her Middle Eastern product to the Midwest.

Departments 11 13 17 18 21 23 25 29 55 57 59 60 61 62 63 64 66

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From the Publisher Letters to the Editor Movers and Shakers Briefly in the News A Closer Look Business Update P.Y.S.K. Opinion Nonprofit Spotlight Technology Celebrations Deeds of Trust Economic Index Business Licenses By the Numbers 8 Questions Flashback

31

38

44

Married to the Job

Business of Blood

Keeping SCORE

Tale of Two Cities

Ever thought of working with your spouse? Three Columbia couples share their secrets to running a business, building a dream and being together — 24/7.

There are goals, contracts, volume discounts and patient bills involved, but the business of blood isn’t measured in earnings. It’s measured in lives saved.

The Service Corps of Retired Executives reaches out to aspiring businesses and builds Columbia’s economy, one entrepreneur at a time.

Will a conference/convention center ever make its way to Columbia? After decadeslong quests by citizens, one neighboring city looks ready to make good.

16 \\\ february 2014

Movers and Shakers

➜ Are you or your employees

making waves in the Columbia business community? Send us your news to Editor@BusinessTimesCompany.com

›› Professionals grow, serve and achieve

Vossen

CAMPBELL

University of Missouri Health Care

››

Gregory Alexander and twins Sarah Cammack and Jennifer Hanford were named 2013 March of Dimes Nurses of the Year. Alexander is an associate professor in the Sinclair School of Nursing and was listed in the area of clinical informatics. Cammack and Hanford are critical care nurses in the Children’s Hospital’s newborn intensive care unit. ›› Williams-Keepers LLC Ben Arand, Rachel Cheadle and Brittney McElwaine recently earned CPA licenses. The three Williams-Keepers employees joined the company full time within the past two years. ›› The Callaway Bank The board of directors of The Callaway Bank named Ryan Vossen to the position of vice president and credit administration officer, in which he will oversee the bank’s loan portfolio. Vossen has been with the bank since 2008.

Ted Campbell also recently joined the bank as a residential loan officer. Campbell brings more than 20 years of experience to The Callaway Mortgage Group. ›› Jermaine Rivera Rivera has joined the Business Times Co. as an account executive and brings nine years of customer service and sales experience to the position.

RIVERA

HICKS

thomas

›› Beau Hicks Hicks has been promoted to manager of direct sales for Mediacom. Previously the supervisor of direct sales for north Missouri, Hicks will now oversee the direct sales department for the state of Missouri. ›› Ian Thomas Thomas, a Columbia City Council representative, has joined Smart Growth America’s Local Leaders Council. The nationwide nonpartisan group facilitates collaboration among local elected officials with a shared interest in smart growth strategies. ›› Mark Matejka Landmark Bank has named Matejka area portfolio manager. In the new position, he will serve on the Landmark Investment Group. ›› Boone County National Bank BCNB promoted 13 people in the month of November: • Teller II: Sherry Tolson, Kaitlin Marra, Courtney Engle, Devan Fink and Shea Mankin • Senior teller: John Cunningham • Customer service representative II: John Hiatte, Shea Spence, Robert Pollock and Danielle Smalley • Senior customer service representatives: Oliver Clark and Kyle Thompson • Financial associate II: Kendall Haun

gibbs

Boyd-Kennedy

›› Kelly Wallis Wallis is Boone County’s first director of community services. She brings her experience in law, health care, social services and legislature with her to the position. In the new position, Wallis oversees the disbursement of funds from the children’s services sales tax. ›› Hal Gibbs Gibbs, of Gibbs, Pool and Turner PC in Jefferson City, has been selected by the Office of the Vice President of Southern Methodist University to serve on the Nancy Ann and Ray L. Hunt Leadership Scholars Program Review Board. ›› Vicki Boyd-Kennedy Boyd-Kennedy has received the University of Missouri Advisors Forum Advising Shout Out Award. The recognition was first established in 2010 and is bestowed twice a semester upon undergraduate advisers who have positively impacted students’ lives ›› Division-D Formerly known as 3 Interactive, Division-D has promoted Lori Ritchie and Ann Wilhelm.

Ritchie, who has been with the company since 2008, will serve as the company’s chief operating officer. Wilhelm joined the company in 2006 and will succeed Bobby Campbell as CEO. Campbell will continue to act as an adviser to the company. CBT

columbiabusinesstimes.com /// 17

Briefly in the News

›› A rundown of this month’s top headlines

Chamber Showcase 2014 Be sure to purchase booth space to participate in this year’s Chamber Showcase, presented by William Woods University, March 4 at the Holiday Inn Expo Center from 9 a.m. to 5 p.m. As of mid-January, more than 90 percent of available booths were already sold, with only a dozen still available for purchase.

“Booth space at this event sells very quickly every year, but we are always glad to have just a few left open at the beginning of the year for new businesses and those last-minute planners,” says Teresa White, Chamber Showcase co-chair. Each year, renewal efforts begin in August and new sales, November.

White recommends preplanning for the event so promotional materials will have arrived and work schedules can be set. “Choosing the right employees to man the booth is a huge factor in representing the best aspects of your business,” she says. It’s also important to have a plan of action to follow up on new contacts and leads from the showcase, she adds.

The day will begin with the Chamber breakfast, break for the Women’s Network luncheon and keynote speaker and conclude with the Columbia Business Times mixer.

Saving Sight

Missouri Lions Eye Research Foundation, a regional nonprofit founded in Columbia in 1960, changed its name to Saving Sight. According to a press release, the new name more effectively reflects the organization’s mission: “We change lives by saving sight.”

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Got Trust?

According to a recent MU study, social trust and community connectedness may have a positive effect on entrepreneurship within a community.

Colleen Heflin, an associate professor at MU’s Truman Heflin School of Public Affairs, along with Seok-Woo Kwon of Temple University and Martin Reuf of Duke University, analyzed U.S. Census data and community surveys to find that communities with higher levels of perceived social trust had a higher rate of self-employed residents than communities with lower levels of social trust.

2,927 Pounds

48-bed

I.T. in Elderly Care

MFA oil

Employees at Boone County National Bank competed in a bankwide food drive and collected 2,927 pounds of food for the Food Bank for Central and Northeastern Missouri.

Researchers at MU will be the first to study the current relationship between IT systems and quality of nursing home care across the country.

Alexander The study will examine how IT affects different aspects of nursing home care, such as resident care, administrative activities and clinical support.

Greg Alexander, associate professor at the MU Sinclair School of Nursing, is the lead researcher of this study.

Toronto-based Bio Pharma Services Inc. announced its expansion into the United States by establishing a new 48-bed Phase I Clinical Facility in Columbia at 300 Portland St.

MFA Oil Co. acquired Smoky Mountain Propane Dec. 5, 2013, the sixth company it’s acquired since January. Smoky Mountain Propane is based out of Sylva, N.C., and has been owned and operated by Darrell and Lisa Pruett for 12 years.

MFA Oil Co. also purchased the 33-acre commercial site where Mamtek U.S. Inc. had planned to build a sucralose production facility in Moberly, Mo.

What’s happening

SPEEDy

2,300 More than 2,300 graduates received degrees during the University of Missouri’s winter commencement ceremonies.

Residential and business customers in Columbia can now connect to CenturyLink high-speed Internet. The company has expanded its services and now offers connection speeds up to 100 Mbps.

Pharmaceuticals MU researchers Gavin King and Krishna Sigdel have developed an advanced 3-D microscope King that could help pharmaceutical companies bring drugs to market faster.

$416.5 Million national award On Nov. 19, 2013, a deed of trust was recorded in Boone County regarding the sale of State Farm’s Columbia campus to LSREF2 Tractor REO (Direct) LLC. Dallas-based private-equity firm Lone Star Funds formed the LLC, which borrowed $416.5 million from the Royal Bank of Canada to purchase 23 State Farm properties in 18 cities across the United States, including Columbia, in a package deal.

The CBT previously reported State Farm’s intentions to begin leasing its facility in August.

The MU School of Medicine is one of five recipients of a national award for innovation in medical education and research.

Linda Headrick, senior associate dean for medical education at the MU School of Medicine, led MU’s application for the Learning Health System Challenge.

Mandela, on a Local Level

TOP THREE

In the wake of Nelson Mandela’s death Dec. 5, MU’s College of Education has found its own way to give back. The school has begun a partnership with the University of the Western Cape in Capetown and the Robben Island Museum in South Africa to digitize thousands of historical papers, photos and more related to the political prisoners held at Robben Island.

No. 1 Small City!

Headrick

Boone Hospital Center was recognized for its success in minimizing complications following hip and knee surgery.

Based on newly released government data, BHC is one of 97 hospitals nationwide — and one of only three in Missouri — to receive the recognition.

Columbia has been named the No. 1 small city based on performance in a number of categories, including growth of jobs, GDP and salaries. Columbia jumped nine spots, coming in 10th in 2012, according to Best-Cities.org. columbiabusinesstimes.com /// 19

Two-thirds of Missouri families need some form of child care to work or to go to school. Child Care Aware ® of Missouri helps to connect families all over the state to child care programs that meet their specific needs. While employees are spending their time at work and focusing on productivity, they can rest assured their child is being cared for.

n, HR Attentio ls! na Professio

If a new employee is moving to the area, Child Care Aware ® of Missouri can provide no cost referrals to a child care center or home.

Questions about how to get started?

Give us a call or visit our website.

Valentine Specials at Steak and Lobster Dinner for Two Special Pick up your complete Hoss Made Dinner and Romance your Sweet Heart at home on Valentine’s.

Hoss’s Hand Dipped Chocolate Covered Strawberries

Complete meal Just $79.95 per couple Place your order and Reserve your pick up time today!

Available Feb. 14th & 15th Available: Feb. 12th thru 15th www.hosssmarket.com • 573-815-9711 • Corner of Nifong & Forum 20 \\\ february 2014

A Closer Look

New Businesses in

Columbia

›› A quick look at emerging companies

1. Graybar Electric

3. Show Me Safety Consulting

More than 140 years ago, Graybar Electric began as Gray & Barton. Today, it has transformed into one of North America’s largest employee-owned companies. Graybar is the leading distributor of electrical, communications, data networking and security products. Through distribution facilities, it stocks and sells products to help customers network, power and secure their amenities. And all of this is done with speed, intelligence and efficiency. The Columbia location at 1805 Burlington St. adds to the more than 240 locations across North America. The new location will also serve Boone and Randolph counties and the surrounding Columbia area. Graybar is a Fortune 500 company that specializes in supply chain management services.

Contact: Ben Crowe, 573-814-1157

5. Frequency Coffee

Show Me Safety Consulting brings safety needs to you. It offers OSHA compliance training; Certified First Aid, CPR and AED training according to the American Heart Association; Construction Safety training; safety consulting according to the Federal and State Department of Transportation regulations; and more. Show Me Safety can also conduct safety audits to make sure that a company is as safe as possible. Located at 503 Nifong Blvd., Show Me Safety is the premier safety consulting firm in mid-Missouri. By providing professional training and coaching, the business offers custom safety solutions for businesses of all types.

Contact: Mike Bail, 800-737-2840

6. Edible Arrangements

4. R Studios Revelation Spa and Salon, or R Studios, is a full-service spa and salon. Located at 4200 Merchant St., No. 104, it offers body repair, including a variety of massages, custom color and hair design, nail services and more. The business also offers general services such as the Day of Beauty and a Pretty Princess Birthday Party. Experienced staff members work to ensure that you look and feel great. R Studios also offers different specials each month, and the stylists are independent contractors. This salon has the tools you need to stay relaxed and refreshed.

Contact: Revelation Spa and Salon, 573-445-5771

2. Thai Express With a new location on Ninth Street, Thai Express can continue serving high-quality Asian cuisine in Columbia. Open for lunch and dinner Tuesday through Sunday, Thai Express has fresh, delicious and fast meals.

Orders can also be placed for pickup. Thai Express offers a variety of authentic Thai cuisine at a reasonable price. The menu includes main dishes along with soup and salad. In addition to menu items of authentic curry and stir-fry, dishes can include rice or noodles.

Contact: Sam Tuankrud, 573 442-3998

Need an afternoon pick-me-up? Stop by Frequency Coffee on Alley A for a specialtygrade coffee. Owner Ryker Duncan opened the café in June 2013 and has been brewing high-quality coffee ever since. The multiroaster café has different brews for different coffees. Some of the brews include AeroPress coffeemakers, Hario V60 coffee drippers and Chemex coffeemakers. After a customer orders, an exact amount of coffee and water is measured to make the perfect brew. This ensures that the particular coffee flavors are highlighted for the customer.

Frequency Coffee is about making the bestquality coffee and espresso.

Contact: Frequency Coffee, 620-755-8759

For more than 10 years, Edible Arrangements has been the leader of fresh fruit bouquets, but the business also specializes in chocolate-dipped fruit and more. Edible Arrangements makes made-to-order, fresh bouquets daily. Arrangements can be ordered for bridal or baby showers, corporate events and weddings or an everyday occasion such as a birthday or anniversary. Once ordered, a refrigerated vehicle delivers the arrangements as fresh as possible. Edible Arrangements are locally owned and operated. The new Columbia location at 2200 Forum Blvd. adds to the more than 1,190 stores around the world.

Contact: Edible Arrangements, 573-445-5858

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➜ Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com columbiabusinesstimes.com /// 21

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pamperme industry

Business Update

›› Transformed, trending and up-to-the-minute

Relax, It’s Just Business

Massage Envy’s expansion offers new massage and facial services: new facial consultation area and couple’s massage room.

Valentine’s Day is just around the corner, and while most people are showering their sweeties with the gift of relaxation, Pat Quinn is entering a busy time of year. That’s because for Quinn, relaxation is business.

The owner of Massage Envy tapped into the world of masseuses after he had been looking to move his previously owned Maximum Edge Discount Sports Supplements store. A space in the Broadway Shops became available, but due to the prime location, rent was a bit high.

His original intent of renting out back rooms to massage therapists landed him in the position of owner and operator of Massage Envy.

And since 2006, his company has been offering its services to the Columbia community.

Expanded space and services Most recently, Quinn and his team decided to expand the space by adding another wing of dual-purpose rooms that can be used for massages or the newly added facial services.

“The expansion project was already in the works because of how busy we are,” Quinn says. “When I heard that Massage Envy had signed a deal with Murad skin care to do facials, we thought it was a no-brainer for an add-on to the business. In 2016, we will have to resign franchise agreements, so with the expansion, we thought we would kill two birds with one stone.”

Instead of the original 11 rooms, the expansion now offers an additional three rooms, including a facial consultation area and a couple’s massage room. The expansion officially debuted on Sept. 11, 2013, and the business started offering couple’s massages at the beginning of 2014. The lobby area stood in its orignal form throughout the holiday season due to the busy time of year and influx of gift card sales.

More than 700 of the 900 national Massage Envy locations offer facial services now and have transitioned their name to Massage Envy Spa. According to Quinn, the business easily provides more than 20,000 hours of massages, and the addition of facials offers customers another quality service at an affordable price.

Many members receive a full facial and massage in one visit without having to switch rooms.

Massage Envy’s first-time massage rate of $39 for an hour-long massage frequently attracts new business. “We like to say we give a $100 service for $39,” Quinn says. The staff of 35 therapists handles the abundance of customers. And if Quinn had it his way, he would hire 10 more. Due to high traffic, the business does have to turn people away.

“We track each time we turn a customer away, and this is a system that helped confirm the expansion,” Quinn says. “Many people ask about another Massage Envy location, but there would have to be even more turnaways for that to happen. I just don’t see Columbia as a big enough city for the demand of another location.”

“A really great thing that happened this past year was the addition of massage therapy at Columbia Area Career Center,” Quinn adds.

“We’ve had a great partnership with Metro down in Jefferson City, but after years of lacking a massage school, Columbia now has one again.” The introduction of the program was in the fall semester of 2013. With the Columbia-based massage therapy education program, Quinn might have his additional 10 therapists before he knows it.

Growing opportunity In the midst of Massage Envy’s ever-growing success since its 2006 opening, Quinn stumbled on another opportunity to franchise a European Wax Center. Since 2011, he has also

By Kristi McCann

Massage Envy Spa added a new wing to allow space for facial consultations. Photo by Angelique Hunter.

been the owner of the European Wax Center in the Broadway Shops.

“I scored big being able to have both of those businesses right next door to each other because it’s a complementing business,” Quinn says. “As I get older, and the more people I know, I never know what opportunities might just fall into my lap.”

Just like Massage Envy’s first-time offer, European Wax Center offers a complimentary service ranging from under arm, bikini line and eyebrow waxing for women and nose, ear or eyebrow waxing for men. The free service is feasible due to the timeframe a waxing appointment spans. European Wax Center prides itself on quality, speedy service. “While other salons might take up to 30 or 40 minutes for a bikini wax, we can have you in and out in 15 minutes or less,” Quinn says.

Because the two franchises both offer pampering services, there is a benefit to being able to refer clients back and forth. Many of the estheticians also jump back and forth between the two locations to practice facials and waxing.

However, they generally end up choosing a preferred service, according to Quinn. CBT columbiabusinesstimes.com /// 23

Meet Becky Henson. She obtained an SBA loan from The Bank of Missouri to relocate her growing doggy daycare business to a new location in Columbia.

An SBA loan from The Bank of Missouri is one of the best financing options for small and growing businesses. An SBA loan can help you finance an entire business, equipment and fixtures, business real estate and much more.

Meet our SBA Lending Division team, from left to right: Karin Bell (Vice President, SBA Manager), Keith McLaughlin (retired), Crystal Morris (Administrative Assistant), Geoff Karr (Loan Officer).

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P.Y.S.K. Person You Should Know

F.E. “Red” Leighton Retired since 1988

›› Job description: I’ve been retired from selling paper products and packaging supplies since 1988. ›› Years lived in Columbia: 62 ›› Original hometown: Falmouth, Maine

Age:

88

›› Education: B.A. from Dana College in Blaire, Neb. (no longer in existence) ›› Community involvement: I’ve been a member of the Downtown Optimists Club since 1962, and after retiring from the paper business, I worked for the Columbia Chamber of Commerce selling the value of belonging to the Chamber.

I also volunteer for SCORE (Service Corps of Retired Executives). I, myself, was never an executive, but I believe I was a professional salesman and like to work with companies that have people out selling. My wife and I belong (and are charter members of) St. Andrews Lutheran Church. Our faith is very important to us. I’m also a supporter of the Central Missouri Food Bank, United Way, Voluntary Action Center, Lutheran Family and Children’s Services and the Salvation Army. ›› Professional background: I served in the Marine Corps in World War II and was in direct combat with the enemy on the islands of Saipan and Tinian in the South Pacific. I’d still serve today, at 88 years old, but I don’t think I’m likely to be asked. I was also a salesman for 37 ½ years. I started with Carpenter Paper Co. in 1949. International Paper bought them out, I believe in 1962. Combined, I was employed there 38 ¾ years.

Head to e to our websit out b a hear more h’s t n o this m P.Y.S.K. Photo by Anthony Jinson

➜ Most people don’t know that: My trademark, the color red, came about by reading a Zig Ziglar article saying that if you’re dealing with the public, you need to have a way for people to remember you. I had red hair, so in 1951, I bought red bowties and red socks and drove a red station wagon. I have people tell me, “I know you,” even when I might not know them. “You called on my dad 30 years ago,” they’d say.

›› A favorite recent project: For the past 26 years, I’ve been selling Koeze Nuts and Confections for nine weeks out of the year. All of the profit we make on those, along with our Christmas trees, accessories and restaurant gift certificates, goes to more than 30 youth organizations and projects each year. Our club’s philosophy is to provide the funds to keep our youth involved in constructive projects and occupied in a constructive environment to hopefully keep them out of trouble. columbiabusinesstimes.com /// 25

›› A Columbia businessperson I admire and why: Instead of naming individuals, I’d like to say that we have many great businesspeople in Columbia who have worked very hard to see that Columbia grows in a professional way. We continually need new businesses that employ all types of individuals. We must be progressive to meet the needs of our citizens. ›› Why I’m passionate about my job: Columbia was very good to me when I was selling printing paper, copy paper as well as all types of industrial and packaging supplies. ›› If I weren’t doing this for a living, I would: I wouldn’t. I’ve enjoyed every day of my retirement, and my wife, Dorcas, and I have had a very happy marriage for 63 years, and we travel to see our three children and their families. ›› What people should know about this profession: Selling offers one of the best opportunities to help your customers improve their businesses. A salesperson must be honest, sincere and trustworthy — and be willing to do that little extra to help their customers prosper. ›› What I do for fun: I love playing golf, watching football games and taking care of my lawn. I also walk for 30 minutes each morning, and my wife walks with me six days a week. We also take two or three trips each year to see our children. ›› Family: My wife, Dorcas, and I have a son, Stan, who lives in Petal, Miss., and our daughter Sharon and her husband, Parker Peerson, live in Warrensburg, Mo. Our other daughter, Jan, and her husband, Wayne Becker, live in Wichita, Kan. We also have five grandchildren and one great-grandson. ›› Favorite place in Columbia: Pasta night at Columbia Country Club. ›› Accomplishment I’m most proud of: Helping many different businesses as well as individual businesses build their images and participate in the many activities that help our city progress. CBT

Read more from Leighton, including his 14 tips for living a successful life, online at ColumbiaBusinessTimes.com 26 \\\ february 2014

columbiabusinesstimes.com /// 27

Roundtable › Al Germond

point-of-view

Battle of the Drugstore Giants At last, CVS is coming to Columbia. Or will it be allowed to finally settle here?

It can be a little dangerous writing about CVS after the recent approval by the Columbia Planning and Zoning Commission of the latest iteration of the drugstore giant’s development plan for the southeast corner of Broadway and South Providence Road and the ultimate say-so by Al Germond is the the Columbia City Council on Jan. 20 host of the Columbia while this issue is rolling off the press.

Business Times One wonders why it has taken so long Sunday Morning for CVS/CaremarkRx — as it is officially Roundtable at 8:15 known — to land here because, without a.m. Sundays on KFRU. question, Greater Columbia is one of the He can be reached at country’s most medically oriented areas. al@columbia business It’s been a spectacular rise from the times.com. opening 50 years ago of the first Consumer Value Store in Lowell, Mass., to today’s retail giant sporting more than 7,000 locations nationwide and racking up annual sales in excess of $100 billion. This Woonsocket, R.I.-based division of the Melville Corp. has grown through numerous acquisitions — RevcoDS, Eckards, Peoples and others — and diversification more recently into the home health care field. And this publicly traded company shows no sign of slowing down.

Walgreens built one of its signature buildings bowing at the time to no particular architectural demands and is apparently doing rather well.

Where Walgreen goes, so goes CVS/ CaremarkRx. Or vice versa.

The key is competition The key, of course, is Walgreens, the older (founded in 1901) chain of more than 8,100 drugstores that got here first and for years has been locked in fierce competition with CVS/CaremarkRx. Chicago-based Walgreens planned three locations across Columbia, but so far only two have been built. Securing the southwest corner of the busy intersection — once the home of Streetside Records, Uncle Clem’s Corner and others — Walgreens built one of its signature buildings bowing at the time to no particular architectural demands and is apparently doing rather well.

Where Walgreen goes, so goes CVS/CaremarkRx. Or vice versa.

The Broadway/Providence neighborhood, which some might call the Crossroads of Columbia, has seen its share of assorted occupants over the years, including service stations, retail establishments, the MFA Elevator and the old ice plant. What attracted Walgreens, with CVS/CaremarkRx now on its heel, was visibility and the high vehicular traffic counts on these two principal crosstown arteries.

The first CVS store was founded in Lowell, Mass., by brothers Stanley and Sidney Goldstein and partner Ralph Hoagland.

CVS/CaremarkRx had such a yen for the location in its classic dueling with Walgreens that it proposed improvements, architectural adjustments and other concessions to placate the city’s solons.

All for naught, as it turned out.

The issue is back now for consideration with a more ordinary structure that CVS/CaremarkRx apparently has the legal right to erect, and it will be interesting as you read this to see how things turned out before the City Council on Jan. 20.

Wouldn’t it be nice?

Wouldn’t it be spectacular if the City Council did an about-face and reconsidered what it rejected a few months ago — admitting the error of its ways — and allowed CVS/CaremarkRx to build what was boldly proposed late last year after considerable haggling and negotiation?

Wouldn’t it be just as spectacular if various City Hall administrative apparatchiks quit messing with CVS/CaremarkRx while it legally proceeds through the development and construction process so it can just go into business here? CBT columbiabusinesstimes.com /// 29

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Ever wonder what it would be like to work with your spouse?

Imagine being together 24/7, running a business and building a dream. It all sounds a bit romantic, and certainly there are advantages. But then again, chances are it’s not always wine and roses. To get the scoop on what it’s really like, the Columbia Business Times spoke to three couples who have taken this less-traveled road and not only made a success of working together but also wouldn’t have it any other way.

By Molly Wright photos by anthony jinson

columbiabusinesstimes.com /// 31

32 \\\ february 2014

Drs. Brian and Katie Thompson

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President and CEO, vice president and CFO, respectively E l e m e n ta l E n z y m e s I n c .

Scientists Brian and Katie Thompson met in graduate school at the University of Missouri, but they got to know each other through the Post-Doc Graduate School Association, where they both served a term as president. “We were just trying to get scientist students out of the labs to interact with each other,” says Katie, who adds that it’s not always easy. “I think that says a lot about our personalities, that we wanted to be involved in this kind of group.”

Their first date was different as well: a drink during happy hour in celebration of Brian’s submission of his first patent. Married in 2009, the couple launched Elemental Enzymes two years later. It’s a cutting-edge custom enzyme solutions company based on a process Brian co-invented with George Stewart, chairman and professor of veterinary pathology, and Chung-Ho Lin, research associate professor of agroforestry. Their company launched its first product in January 2014.

For Brian and Katie, the idea of working together came about over time, and they attribute much of their success to what they call a “trial run.” In 2010, when Brian finished his post-doc, he took a position working for a lab that collaborated with Katie’s.

With his new position somewhat outside of his expertise, Katie was assigned to train

him. “We worked together for a few months on a daily basis,” he says, “so we knew we could be around each other for longer periods of time than a normal couple.”

As Katie’s post-doc wrapped up, they did some major soul searching. “Do we take the leap and start the business or take the safe route and try to find a job?” Brian says.

They took the risk and soon discovered it was the right decision. “What I like about us is that on paper we may look like two Ph.D.s with similar aspirations, but we operate differently,” Brian says. “We know our strengths and weaknesses and know who should do each project within the company based upon our strengths and weaknesses.”

Katie agrees and adds that their differences make them a strong team. “A lot of what we do in the business is social,” Katie says, such as public speaking. She knows Brian has her back when she’s fielding questions from a group. “I can throw it back to him when I need more details.” The 24/7 togetherness also allows the couple more opportunity to make business decisions quickly and complete projects on time.

“If I was working with a normal business partner, I would feel really guilty saying, ‘We have to grind this out; you’ll need to put your family on hold,’” Brian says.

With two children of their own, Evelyn, 5

months, and Luke, 3 years old, the Thompsons’ working arrangement allows them more flexibility than parents who work two separate jobs, such as bringing the children into work when necessary and taking turns watching them.

But Brian and Katie also understand the importance of not letting work overshadow their personal relationship. “We check in a lot to get a read on each other,” says Katie, who adds that honesty and openness in all areas of their lives are essential.

Brian says prioritizing is a must. “You may be aligned on your priorities at home; it’s a different challenge at work. For instance, you can have financial challenges at home and work, but you approach each one differently.”

Brian and Katie offer some suggestions to other couples considering opening a business together. First, dedicate plenty of time to talking it through. “You may find you have the same goals, but if you don’t have the same strategy of getting there, you will have conflict,” Brian says.

Equally important is spending time working together before you jump in with both feet. “Try before you buy,” Katie says.

Also, don’t assume anything. “We wouldn’t have thought starting out that we would be able to work together.”

Elemental Enzymes Inc. • 1601 S. Providence Road columbiabusinesstimes.com /// 33

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Hoss and Trish Koetting

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Owners H o s s ’ s Ma r ket a n d Roti s s e r ie

Jim (Hoss) Koetting met his wife, Trish, in 1989 at Boone Tavern when he was the general manager and she was a waitress. Engaged in 1990, they were married a year later. Like most couples, over the next several years, life got busier. Trish moved up in the restaurant business and eventually became director of operations overseeing several restaurants.

At the same time, the couple’s family grew with the addition of two boys. Over time, busy turned into chaotic, says Hoss, whose own job at Boone Tavern required hours that were far from family friendly. “The kids were 1 and 3, and I would be gone on football weekends from Friday morning through Sunday afternoon,” he says. By 2000, knowing something had to change, they began seriously discussing an exit strategy.

St. Louis natives, the couple frequented their hometowns, often stopping at the Smokehouse Market in Chesterfield, Mo. The country store with high-end meats, cheeses and gifts has always been a particular favorite of Hoss, Trish says. “I would say, ‘You have $100 and 10 minutes,’ or he would spend the whole day there.” It was after one such stop that they started talking about opening their own gourmet market.

Two years later, they opened Hoss’s Market, a gourmet restaurant and grocery store in south Columbia.

“The best thing about working together is although we are both concerned with the overall operation, we have a division of responsibilities,” says Hoss, adding that this stemmed from a sense of trust they developed over years of working together. Trish agrees.

“We don’t question what each other does,” she says. “He is the prepared food and executive chef, and I’m everything else.”

Their individual skillsets have been instrumental in their business success. “We didn’t think we were going to cater when we first started,” Trish says, but working together, they accomplished it. Catering now represents a large portion of their revenue.

Hoss and Trish will also be the first to point out a couple-owned business does have its challenges. Separating the differences of opinions on work, then clocking out and still maintaining a healthy relationship at home is no walk in the park. Additionally, running a business often means long hours for both husband and wife. “From Sept. 1 to Jan. 1, we average 60 hours a week,” Trish says.

Overall, opening their own business has been a positive experience for the couple, and they advise others to take the plunge, as long as they do their homework beforehand. The Koettings advise, first, to seriously examine your personal relationship so you can learn what is truly important to each other before

taking on the responsibility of operating a business. For instance, the Koettings find having the same moral and childrearing philosophies made the transition easier for them. “Being with our boys is our top priority,” says Trish, referring to sons Joey, 17, and Sean, 15. So working together allows the couple more freedom to attend their children’s sports events and other activities. Trish, who serves as the boys’ soccer manager, also appreciates the fact that she can volunteer readily to help with organizations, such as the Chamber of Commerce.

For Hoss, achieving any goal in life is possible once priorities are established. “Someone once told me you can only juggle so many balls,” he says. “When too many are in the air, you have to let the less important ones drop, walk away and don’t look back.”

The Koettings also stress taking actions that reflect your goals long after the business is up and running. “Neither of us has our work email on our phones,” Trish says, which allows them to truly leave work at the end of the day. They are also closed on Sundays to have one day a week reserved for family time.

Overall, Hoss and Trish say be ready to weather all storms together. And when things get crazy — and they will from time to time — resolve to work through issues with a sense of humor. “Some people medicate,” Trish says.

“We drink red wine.”

Hoss’s • 1010A Club Village Drive • 573-815-9711 columbiabusinesstimes.com /// 35

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Hal and Gail Fisher

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Born and raised in the tiny community of Harrisburg, Mo., Hal and Gail Fisher have known each other since elementary school. They competed in basketball, of which Hal says Gail was the better player, and they both fondly remember the thrill of holding hands during the Moonlight Skate at the Rollerina in Columbia.

Not surprising, they chose the same career path in college.

“In April of our senior year, he wanted to be a coach,” Gail says. “I said, ‘Don’t you want to go into accounting instead of coaching?’” Hal, who wasn’t sure what he wanted to do, says he just started taking accounting courses because she was taking them.

At one point, they attended different colleges — Hal at MU and Gail at Central Methodist — but they managed to see each other daily. “I was living back home, and she was in the dorm, but we would meet in Harrisburg every night,” Hal says.

Married during college, the Fishers both graduated with their B.S. in accounting. In 1986, Hal set up his CPA business in Columbia, and Gail got a job in Moberly.

But it wasn’t long before she started working evenings with her husband. “I was like the secretary at that point,” she says, and they were trying to save money. Two years

Accountants H a l K . F i s he r , C P A later, Gail came on full time, and they’ve been working together ever since.

Gail admits people sometimes make fun of them (good-naturedly) because they are seldom seen apart. But Hal can’t imagine living any other way. “We don’t really understand what it would be like to marry someone or to run a business with someone that you haven’t known all your life,” he says, adding that he still remembers the day Gail walked in the door at Harrisburg school. But their longtime relationship is also beneficial in running a business that requires more than the typical 9-to-5 timeslot.

“The seasonality of the business is the most difficult part,” Hal says, adding that they sometimes put in 80- to 100-hour weeks from January through April 15.

According to Gail, you can’t leave things at the office; there is just too much going on.

“If we have to deal with something, we can talk about it when everyone leaves the office or when we’re driving or at home,” she says.

With their long history, the Fishers also know they can count on each other and that everything will be done correctly. “We want things to be right when they leave our office,” says Hal, who adds he knows that Gail’s more detailed, checklist-oriented

way of working will keep everything running smoothly when he’s out consulting.

In the same respect, the couple doesn’t hesitate to talk things out when there’s a problem.

“If we don’t agree on something, we tell each other,” Gail says.

Like all couples, the Fishers’ No. 1 challenge is balancing family and work. “When you both run a business, when business is behind, you are both behind, and then you both have to work late,” says Hal, who feels they are fortunate that both his and Gail’s parents have supported them through the years, especially when it comes to child care. In the same respect, vacation planning can be a bit tricky. But they always manage to get away a few days every year with son Kyle, 25, who teaches English and coaches track in Harrisburg, and daughter Ashley, 21, who is a marketing major in grad school.

What advice do the Fishers offer other couples who are thinking about working together? Compatibility is a good start. “It helps that we have known each other for so long,” Hal says.

Gail agrees and adds that honesty is important. But “loving one another” is No. 1 on the list, she says, to be successful in the long run. CBT

Hal K. Fisher, CPA • 2510 W. Ash St. • 573-445-6513 columbiabusinesstimes.com /// 37

thinkstock.com

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There are goals, contracts, volume discounts and patient bills involved, but the business

By Sarah Redohl of blood isn’t measured in earnings. It’s measured in lives saved.

Each fall, thousands of students, faculty, staff and community members flock to the Hearnes Center to donate blood at the annual University of Missouri Homecoming Blood Drive — one of the largest blood drives in the world.

Last year’s drive, along with the spring Greek Week blood drive, provided more than 7,400 pints of blood for the American Red Cross.

It is said that the best gifts come from the heart — literally, in this case — but it is also said that nothing is free. Collecting and maintaining blood is expensive. There are goals to be met, contracts to fulfill, volume discounts to utilize and reimbursements to be made. And eventually, patient bills to be paid.

The bottom line, though, is not measured in earnings; it’s measured in lives saved. This is the business of blood.

Although other blood product providers, including Community Blood Center, Mississippi Valley Regional Center and Community Blood

Center of the Ozarks, operate in the mid-Missouri region, the American Red Cross provides blood products to more than 2,700 hospitals and transfusion centers across the country — 40 percent of the nation’s supply— and nearly 80 facilities in its Missouri-Illinois Blood Services region.

Its Columbia Donation Center organizes and staffs blood drives in 33 counties, with four or five mobile units deploying from its 1511 S. Providence Road office each day to collect blood in Kirksville, Jefferson City, Sedalia and more, according to American Red Cross spokesman Dan Fox. In fact, there are approximately 60 staff members in Columbia and Jefferson City alone, he says.

Three to six months prior to a blood drive, sometimes even a year or more, donor recruitment representatives such as Craig Jackson begin to fill their calendars. Although he says he has a number of accounts to rely on and will schedule well in advance, he is also responsible for garnering new accounts.

“It’s very much like any other sales position,” Jackson says. Once a date for the drive is set, Jackson and the coordinator from the business or group hosting the drive will set a time.

“The time of day is up to the group because they know the population better than I will,” Jackson says. He does, however, provide suggestions based on experience. For example, if a factory has a day and night shift, he would recommend setting the blood drive from 2 to 6 p.m. A church, he would suggest, should host the drive right after its service.

Once those details are set, it’s time to determine goals. Fox says there are many factors included in setting goals: dates, size of facility, time of day, previous drives and season. Winter is often a more difficult time of year, Fox says, because people are busy with the holidays, there are more opportunities for cancellations due to inclement weather, and it is also cold and flu season. columbiabusinesstimes.com /// 39

Incentives also play an important role, Jackson says. He estimates that between one-fifth and onefourth of his accounts offer some sort of incentive for donating blood. Although these incentives must be approved by the Red Cross, in accordance with FDA guidelines, some common incentives a company might offer to presenting donors include paid time off for donating so many times within a year, a tie-in with the company wellness program or raffles for gift cards, tickets and more.

The amount of supplies, staff and other resources depend greatly on these goals. Jackson says, on average, a four-hour drive expected to collect 25 units of blood would need five staff members. Even still, those numbers vary depending on the type of drive. For example, a drive at a high school may require more staff because of a higher rate of deferrals.

Meeting demand Although local blood drives first meet local needs, those blood donations can also be sent across the country, particularly when goals aren’t met. According to the 2011 National Blood Collection and Utilization Survey, the total number of collections has decreased nearly 10 percent from 2008 to 2011.

“Meeting individual blood drives’ goals doesn’t impact supply to hospitals,” Fox says. “We can always rely on the shelves of our neighboring regions.” But unmet goals do add burden to other drives, he says.

According to Anita Smith, the laboratory director at Moberly Regional Medical Center, there are fewer direct effects in times of abundance than in times of scarcity.

“If something has happened where there aren’t as many blood drives, we’ll see notifications that supplies are running low and the request that more blood drives be held,” she says. “We see more of an effect when there hasn’t been some huge blood drive.”

When blood is successfully donated within the Columbia Donation Center’s 33 counties, it’s taken to a Red Cross facility, most likely in St. Louis, where the Red Cross has one of its five main national facilities. There it is broken down into various components such as red blood cells, plasma, platelets and cryoprecipitated antihemophilic factor, or AHF. It’s tested for diseases such as HIV, syphilis and hepatitis. In total, this process can take two to three days. It’s then either shipped or stored at the facility, depending on demand.

The Columbia facility can hold up to 400 units of blood and acts as a distribution point for local hospitals and transfusion centers.

40 \\\ february 2014

According to the National Blood Collection and Utilization Survey, hospitals on average paid $225.42 per unit of red blood cells, around $57 for plasma, $535.17 for platelets and $62.41 for cryoprecipitate in 2011.

Based on costs accrued during the collection, testing and distribution — including everything from staff salaries to facilities, vehicles and equipment — the Red Cross sets its cost recovery fee, or the price hospitals and transfusion centers pay for blood products.

Providing services Not all hospitals and transfusion centers utilize the Red Cross. Many have service contracts with other providers, depending on what exactly that facility is looking for in a blood product provider.

For example, the University of Missouri Health System has had contracts with the Red Cross for many years, according to Derek Thompson, media relations coordinator. Not only is it essential that the blood provider meets its need for the type and quantity of blood products, Thompson says, but a

local distribution site within the city to allow for immediate deliveries is also important.

Boone Hospital Center, as a part of BJC HealthCare System, also utilizes the American Red Cross, according to Jacob Luecke, media relations specialist. Moberly Regional Medical Center, also contracted with the Red Cross, made its selection in large part due to location.

“Turnaround time is much better,” Smith says.

Also key: being able to meet demand and offer technical consultation if and when questions arise.

Diana Inman, laboratory director of Cooper County Memorial Hospital, for which Boyce & Bynum has provided lab management since 1992, says CCMH receives its blood from Community Blood Center because the amount charged for blood products is not based on quantity.

“Cooper County has a low utilization rate, and so the number of units stored at Cooper is relatively small,” she says. “Other blood providers are charged less per unit for a higher number of units.”

In addition to cost per unit, technical support for difficult cross-matches and availability of product also top CCMH’s list when determining a supplier.

According to Fox, other than larger hospital groups requesting a higher quantity of blood products, there are “no major differences in working with hospital groups of varying sizes.”

However, on that same note, Fox says “volume, number of deliveries and other variables are factored into the service contract.”

According to the National Blood Collection and Utilization Survey, hospitals on average paid $225.42 per unit of red blood cells, around $57 for plasma, $535.17 for platelets and $62.41 for cryoprecipitate in 2011, the most recent year of completion for that survey.

Setting requirements The number of required units of blood for the MU System (150), Boone (75), Moberly (30) and Cooper (12) depend on a number of factors.

Smith, with Moberly Regional Medical Center, says its 30 units are based on historical usage and are annually reviewed by medical staff. According to Luecke with Boone, the blood type ratio of its 75 units depends on general population percentages.

“The most common blood types are O positive and A positive, so those are the types we stock at the highest volume,” he says. But he says Boone Hospital Center also accounts for patient population; if they have more patients with a certain blood type, those circumstances will affect the ratio of blood types in inventory.

Blood for each of these hospitals is delivered and processed in a similar manner. For Boone, an American Red Cross courier delivers the products to the hospital laboratory in the basement of Boone Hospital’s south tower. The MU Health System receives its blood to two labs, one within University Hospital and the other, Women’s and Children’s Hospital.

Deliveries are received daily — often more than once a day, in the case of the MU Health System.

Once received, the blood products are checked for quality, entered into an inventory database and stored in a secure area with limited access, refrigerated between 33.8 and 42.8 degrees F. Regulatory agencies require that blood bank refrigerators have an alarm system in case temperatures were to deviate from the appropriate range.

“If the temperatures are ever out of range, the blood products are moved to a different refrigerator to avoid loss of inventory,” Thompson says.

For some medical groups that offer infusion services, such as Jefferson City Medical Group, it isn’t practical to maintain an onsite blood bank.

“When we do have a patient in need of a blood transfusion, we send them to a local hospital where special processes are in place to ensure the well-being and safety of the patient,” says Emily Mantle, community relations coordinator.

Every day, the American Red Cross calls Moberly Regional Medical Center to ask if it needs any units.

“If we’ve used any of our supply, we’ll order replacements,” Smith says. “If we had a massive transfusion in the middle of the night, we can always call them and have our supply replenished more quickly.” This system of daily inventorying is similar across the board — and all must watch out for expiration dates.

The most common type of red blood cell unit expires after 42 days, with platelets lasting only five days. According to Thompson, “the time a unit stays in the blood bank varies greatly, depending on need.”

Even hospitals that perform fewer transfusions have a system to efficiently utilize blood products. Smith says Moberly Regional Medical Center has a program for which blood products 10 days from expiration are rotated to the MU Health System “because their transfusion rates are a lot higher than ours.”

“Those blood products can be used there, and ours is replenished with a longer out-date product,” Smith says.

Serving patients Some of the most common patients in need of blood products include people with gastrointestinal bleeding, oncology and surgery patients and patients in the neonatal intensive care unit.

When a patient needs a blood transfusion, lab professionals check the patient’s blood type and conduct an antibody screen and crossmatch test. Either a nurse will go to the lab and check out necessary blood products, or, in the case of University Hospital, Thompson says, blood bank personnel deliver the products to the operating room or emergency room or utilize a pneumatic tube system (similar to those in the drive-thru at banks).

“We always try to give type-specific blood products,” Smith says. “In an emergent situation, if we don’t have the time or know their history, we will give O negative, but that’s not typically the way we like to operate.”

O negative is a more rare blood type — it’s a universal donor — so though it’s safe in an emergency, because it is also a rarer type, it’s a harder product to keep on shelves.

“We don’t just want to give those out; we want to save them for circumstances that really warrant their use,” Smith says. “Something most people might be surprised to know is that we really prefer not to transfuse blood at all if possible.” It’s possible for patients to have a transfusion reaction against the donor’s body, as well as develop antibodies that might make it harder to receive blood in the future.

The most common type of red blood cell unit expires after 42 days, with platelets lasting only five days.

In cases when a patient may have multiple antibodies, antigen-negative products may need to be delivered from the Red Cross reference lab in St. Louis, says Thompson with the MU Health System. Couriers for both the Red Cross and Community Blood Center can deliver 24/7.

But for outlying hospitals such as Cooper County, critical needs are assessed.

“If the transfusion can be delayed for a day or so, a blood sample is sent to Boone Hospital

or Community Blood Center…to find suitable units for this patient,” Inman says. If it can’t wait, the patient will be transferred to either Boone Hospital or the university.

And if it really can’t wait? “We’ll give them the unit that is most compatible,” Smith says.

Determining cost Even though blood is given freely, the cookies, juice and T-shirts donors receive aren’t free. Neither are the staff, tests and transportation. Those are the hard costs to the blood product provider that determine how much hospitals need to reimburse for each product.

However, the maintenance and administration of blood products also don’t come free — and they certainly don’t come standard.

Luecke: “As will all hospital charges, charges patients receive for blood vary depending on insurance carriers or payment methods.”

Inman: “Reimbursement rates are based on standard fee schedules.”

Thompson: “Charges for blood products are based on the actual cost of the product, plus the costs of storage, monitoring and distributing the blood products.”

The University of Missouri Health System does, however, use Medicare fee schedules as a guideline in determining the charges, as does Cooper County Memorial Hospital. The 2013 Medicare fee schedule, for example, sets the price on whole blood at $169.83; red blood cells, $151.79; platelets, $91.61; and plasma, $78.71.

“Medicare, Medicaid and the insurance companies reimburse at standard rates for the testing that is done and the procedures that are performed,” Inman says. “The reimbursement rates are less than the amount billed. The amount reimbursed does not cover all of the costs, but to be classified as an acute care hospital, you must have a blood bank and stored blood available to meet the needs of patients.”

The 2013 fee schedule also sets lab procedures.

On the low end, it’s $9.67 for blood typing. On the other, it’s $34.30 for blood freeze or thaw. The procedures range drastically from $260.44 for a transfusion to $950.65 for apheresis (when particular constituents of the blood product are removed) and $2,888.70 for some forms of apheresis and photopheresis (a form of apheresis when blood is treated with photoactivable drugs).

“There are a lot of expenses associated with testing, processing, transporting and storing blood,” Luecke says. “People often assume that blood is very inexpensive, or free, because donors voluntarily donate the blood.” CBT columbiabusinesstimes.com /// 41

By Kelsey Gillespy | Photo b y Whitney Buckner From left: Elinor Arendt, chapter president; Bob Elliot, communication director; Gary Duncan, vice president.

The Service Corps of Retired Executives boosts business in Columbia, one entrepreneur at a time.

Forty years ago, Elinor Arendt’s mother handed her $3,000 to pursue the American dream of becoming a business owner. Fifteen years and one successful company later, Arendt sold her corporation for $60,000 and single-handedly started the entrepreneurial enterprise all over again. In 1980, she erected her own brokerage business, a company she continues to run to this day. At the time, the self-made success did not know about the Service Corps of Retired Executives (SCORE), a national nonprofit organization that aims to help business owners conquer the difficulties of entrepreneurship. Yet, when she heard about the organization, she joined immediately. And like everything else in her life, she quickly rose to the top.

“When I started, I was the chapter chair; now I’m the chapter president. I’m going for queen, but I may have to retire before then,” she jokes.

tion volunteer 100 percent of their services. As a nonprofit organization and resource partner with the U.S. Small Business Administration, SCORE’s annual budget varies depending on the amount of money Congress chooses to allocate. The association houses 364 chapters nationwide and boasts more than 13,000 volunteers who offer their time and insight to up-and-coming business owners.

Together, those volunteers tally 3,000 years of experience across 62 industries. Last year alone, they counseled 60,000 American entrepreneurs, and 200 of them set up shop in Columbia.

“We believe that we’re the heartbeat of the Columbia economy,” Arendt says. “If you look at the numbers, more than half of the income comes from small businesses. Our mission statement is to make Columbia a more viable place just by improving and increasing the economy.”

Heartbeat of the economy

Community of volunteers

Created in the 1960s, SCORE originally used the expertise of retired executives to help others start businesses. However, like Arendt, many of the present employees continue to run their own businesses while serving at SCORE. “The money to run the world comes from business,” Arendt says. “We, as business owners, are the ones that generate the income; we give people jobs, we produce services and business. Government doesn’t create money. They can print it, but the money comes from us.

“At SCORE, we have done this and are doing it,” she continues. “I’m still running a business, and I’d say most of the people in there are.”

Yet, unlike most other financial counseling companies, the employees of this nonprofit associa-

To capitalize on its mission, the Mid-Missouri 340 Chapter has nearly 35 volunteers of its own, many of whom have attained national or international acclaim in their industry. With their superior expertise, they counsel newcomers on how to create effective business plans and avoid pitfalls. “The men and women that are in this group are not ordinary,” Arendt says. “They’re very talented; they’re modest; they’re generous. There’s a lot of people here who are very famous, but they choose to give themselves to helping others because they want to help other people be a success. That’s why I love SCORE.” Gary Duncan, one of the current SCORE counselors, is one such example. A plant breeder by training, Duncan has been in business for a

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half-century and has sunk his teeth into the agriculture industry. Thirty years ago, he started a rice feeding company for the prince of Lichtenstein, and that business is now an international success. Later, he became president and CEO of an agricultural-based company in Lincoln, Neb., and then relocated to Rio Grande Valley, Texas, to begin his own seed company. As his career elevated, so did his geographical location, and he soon found himself in Columbia to start a headquarters for a small biotechnology firm out of California.

When the dot-com bubble burst at the turn of the century, however, the company filed for bankruptcy and left Duncan with no funds to continue his department. Like any other person with the entrepreneurial spirit, he and his wife were not stopped by the status of the econ-

We believe that we’re the heartbeat of the Columbia economy.

If you look at the numbers, more than half of the income comes from small businesses.” — Elinor Arendt

omy. Instead, they decided to spearhead a new company, this time in retail. Due to his inexperience in the field, he called for help from his fellow SCORE brothers and sisters. They advised him on savvy ways to manage inventory, growth and even social media. And in 2001, Frameworks Gifts & Interiors was born at 901 Old 63 N.

‘Knowledge begets knowledge’ “I’ve been a big believer all my life that I should seek help when needed and give back as much as I possibly can,” Duncan says. Now as a SCORE counselor and entrepreneur, Duncan both doles out advice and receives aid when he needs it.

“I still call on some of my SCORE members, and they help me with little things that come up from time to time,” Duncan says. “Knowledge

begets knowledge. If you’re reaching out all the time, then you’re learning from it. Then if you pass it on, you’ve helped somebody else learn.”

During his experience with SCORE, Duncan has counseled about 40 people every year and volunteered between three and 10 hours each week. His handiwork now sits on sidewalks and streets around the city, one being Hot Box Cookies, a beloved Columbia staple. “Those young men were absolutely phenomenal in bringing a business plan, a marketing plan, everything that it took to do,” Duncan says. “We helped, but I give all the credit to them. They developed a plan and demonstrated that it was very workable.”

Several other companies have popped their heads into the Columbia market thanks to SCORE’s advice and direction. Entrepreneurs

simply contact the organization, and then they are paired with a group of mentors with knowledge and experience in that industry.

“That’s one of the things that makes us strong,” Duncan says. “We use our knowledge and our experience and try to blend those to help people get started or help existing companies with problems they might have.

Arendt and Duncan also agree there are many similarities and business principles that extend across every industry. Arendt also points out that it takes a special kind of person to embark on the journey of owning one’s own business.

“The truth is that success may have more to do with who you are than what you do,” she says.

“Columbia is like a goldmine. With the amount of talent, brains and accomplishment here, it’s like a new discovery every week.” CBT columbiabusinesstimes.com /// 43

Ta l e o f T wo C i t i es

By Bondi Wood | Photo by Anthony Jinson

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Is a conference/convention center in the cards for Columbia?

columbiabusinesstimes.com /// 45

Photo courtesy of Sasaki

For decades citizens and city leaders from both Columbia and Jefferson City have voiced the need for their downtowns to house a convention center. Although Jefferson City is on the cusp of achieving its goal of building a convention center/ hotel, Columbia has cooled to the idea that a downtown convention center is necessary.

‘We had everything before us’ In 2011, Jefferson City residents voted to approve a 4 percent hike in the existing lodging tax to help fund a convention center in downtown Jefferson City. The ballot issue raised the lodging tax to 7 percent and earmarked the extra funds for the sole purpose of building a convention center. During the entire campaign, the convention center was marketed as being located in and benefiting “downtown” Jefferson City.

However, one of the two convention center proposals being considered plans to build the facility at the Capital Mall, miles east of the central downtown area.

Stephanie Bell, an attorney at Blitz, Bardgett and Deutsch and current president of the Jef46 \\\ february 2014

ferson City Downtown Association, believes the proposed convention center should be located downtown.

“Speaking not on behalf of my law firm or the [Jefferson City] Downtown Association but as a concerned citizen, in 2011 the lodging tax campaign urged voters to vote ‘yes’ to better downtown,” Bell says.

“All the campaign literature and ads sold the idea that the convention center would be located downtown,” she continues. “That’s why I voted for it.”

Bell points to several television and newspaper ads that specifically say the convention center will be located downtown. Although Bell admits the word “downtown” was not on the ballot, she is convinced that most voters, just like her, were voting to fund a downtown convention center.

History confirms Bell’s assumption that the lodging tax would fund a downtown convention center. Years before the 2011 ballot issue, the Jefferson City government purchased a house with plans to demolish it to make room for a conference center. One local television station reported the story in 2008, saying, “The

city demolished what was the Bassman house to make way for the conference center.”

Bell cites another compelling reason the proposed convention center should be located in the downtown area. “We conducted a survey of meeting planners who voted 2-1 for a downtown site,” Bell says. “I think we should be going with the opinion of the people who will actually be using the facilities.” The meeting planners, according to Bell, wanted close proximity to the amenities offered by downtown and the state Capitol.

However, in the months between the passage of the lodging tax and the first call for proposals, one development group decided that the Capital Mall was a better location. The Jefferson Citybased Farmer Holding Co. is proposing a $36 million hotel and conference center abutting the existing mall. The other proposal under consideration is from Ehrhardt Hospitality, out of Hannibal, Mo., and proposes a $24.6 million hotel and conference center on a site owned by the state near West McCarty Street in downtown Jefferson City.

Both proposals are now in contract negotiations with the city. Ultimately, only one will move for-

columbiabusinesstimes.com /// 47

ward, and according to city leadership, it could take as long as two years to make a final decision.

Regardless of which site is eventually chosen for the new convention center, Bell says she does not believe Columbia’s conference/convention market will be affected by Jefferson City’s eventual new facilities.

Unlike in Jefferson City, Amy Schneider, director of Columbia’s Convention and Visitors Bureau, doesn’t see a downtown convention center in Columbia’s near future.

“A convention center is quite an economic commitment,” Schneider says. “If it were built, it would have to come with private money. If you’ve got a convention center that accommodates 3,000 people, you’ve got to have 3,000 beds right around it.”

Plus, according to Schneider, Columbia already has nine conference center/hotels that can meet the demand for groups of 300 to 500, the small to mid-market conferences.

“The Holiday Inn Executive Center is probably the best known, but we have several, and we also have meeting space at the university,” she says.

If guiding/planning documents such as the recently released “Columbia Imagined” are any indication, then a convention center has fallen off the list of top priorities for downtown. The city of Columbia, along with Boone County, the university and other groups, has been prolific in churning out long-range planning documents aimed at guiding the city’s future growth.

“Columbia Imagined” is the most recent report, with a public draft posted for review on the city’s website Dec. 13.

Unlike previous reports, such as the “Land Use and Urban Opportunities Study: The Campus-Downtown District,” also referred to as the 2006 Sasaki Report, there is no mention of a convention or conference center anywhere in “Columbia Imagined.” The Sasaki Report identified specific areas for specific purposes, including a downtown area designated for a convention center, along Eighth Street.

More recently, the Charrette Report, published by the City of Columbia and the Downtown Leadership Council in 2010, also included maps designating certain areas as sites for a downtown convention/conference center.

The granddaddy of all city-generated planning documents, penned in 2001, is “Columbia Metro 2020” and was published by the city’s department of planning and development. “Columbia Metro 2020” does not mention convention or conference centers.

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Downtown Columbia. Photo courtesy of Sasaki

‘We had nothing before us’

‘It was the age of wisdom; it was the age of foolishness’ Commercial real estate professional Paul Land doesn’t foresee a convention center/hotel in downtown’s future either, but his opinion is not based on city planning documents.

“All the long-range planning in the world doesn’t beat the marketplace,” Land says. “The marketplace drives the community.”

Land admits there’s nothing wrong with city leaders thinking strategically, but the guiding documents have no influence on customers wanting to buy commercial real estate in Columbia.

“We don’t even look at those things,” he says.

“Depending on the type of customer, their decision is based on visibility, access, location or other criteria.”

Land adds that he doesn’t think Jefferson City’s future convention center will affect commercial real estate sales in Columbia.

“Eight out of 10 times when a customer has the choice between Jefferson City and Columbia, Columbia wins,” Land says.

Schneider sees it differently than Bell and Land. “We’re in competition with every city in Missouri every day,” she says. “Whether it’s Jeff City or Branson, the Lake, we’re competing with them.”

‘I see a beautiful city and a brilliant people rising from this abyss’ All the fretting about whether a convention center is crucial to revitalizing a downtown area

may be misplaced, according to a 2005 research project conducted by Cornell University. The project examined the shared attributes and characteristics of 11 small and midsized downtowns across the country already deemed “attractive and successful.” Small to midsized included those with a population of 25,000 to 250,000 and had some affiliation with an institution of higher education. Rather than prescriptive, the Cornell report compiled and listed attributes of downtowns already determined to be successful. Most of the findings will not surprise you: vibrant shops, lots of pedestrian areas, blending of the college and downtown areas and so on.

But some of the findings were surprising.

Most importantly, the research concluded there is “no single way cities with great downtowns deliver their downtown services.”

Rather, each city built upon its existing unique strengths already in the community to plan for future revitalization efforts. The research designers assumed that cities with great downtowns would share similar downtown organization models; that was not the case.

In addition, the research confirmed that successful downtowns had “multiple traffic generators all within a short walking distance.”

That’s not surprising; however, the research also concluded “serendipity had as much to do with some location decisions as did careful planning.”

In essence, the Cornell report urges cities not to rely on cookie cutter models of what is working in other similar cities but to exploit existing strengths and characteristics to enhance downtown areas. CBT

columbiabusinesstimes.com /// 49

50 \\\ february 2014

P e n e l op e S h i h a b managed to bring a Middle Eastern product to the Midwest — and never took no for an answer.

By Kristi Luther Photos by Anthony Jinson

International

Game

A

Approximately 6,516 miles separate Amman, Jordan, and Columbia. Penelope Shihab, CEO of Jordan-based MONOJO Biotech, is determined to bridge that gap. She has created an offshoot of her company called Columbia Biotech, which launched its Skinue cosmetic line last month; the products are already available online.

The process, however, was far from simple. A variety of factors threatened to restrict Shihab’s success: a traditional culture that does not encourage female entrepreneurs, a lack of funding, a balance between work and family and the ability to create an international brand. Still, she has a far loftier goal in mind: pharmaceuticals for acne and gastritis, which is stomach inflammation caused by stomach ulcers, among other things. Pharmaceutical drugs can take years and millions of dollars to get to market, mostly because of rigorous regulatory standards, so the cosmetic line will serve as a bridge to the ultimate goal.

“In the U.S., you just can’t do this quickly,” Shihab says. “But the Skinue line still has effective products with the active ingredient for skin nourishing.” columbiabusinesstimes.com /// 51

S

Shihab hopes to extend her products’ market to the Middle East and other countries after her venture into the U.S. market. Beyond the tough regulations in the United States, Shihab also has to balance scientific research and entrepreneurship while raising four children with her husband.

And she is pursuing a Ph.D. from the University of Cambridge.

CoMO connection The first question that might come to your mind is: Why would an international biotech company use Columbia as a launch pad? The first answer to this question is that Columbia houses the MU Life Science Business Incubator. The incubator takes a well-developed innovation and fosters relationships with entrepreneurs to make it marketable. Although this commonly happens using the patents and products of university professors, the incubator is open to other entrepreneurs as well. As Shihab searched for necessary resources, the incubator fit the bill.

“We have gone out of our way to develop services uniquely focused on overseas companies coming to the U.S. market since almost any technology company will ultimately look at the U.S.,” says Jake Halliday, president and CEO of the business incubator. The incubator uses a fullcycle technology commercialization program, which involves coaching from the time the innovation or product is developed until placement in the marketplace.

“I started my journey with no money and little support, but it was a dream I wanted to come true.”

— Penelope Shihab, CEO, Columbia Biotech For Shihab’s business goals, Halliday says the incubator uses a complex sequential strategy.

This means the goal is “finding a pathway to revenue relatively quickly while also having longer development products,” he says.

But long before Shihab knew of the incubator’s resources, she started with a list of qualifications her company needed to be successful, such as a 52 \\\ february 2014

large market, good selling environment, talented people for her team, access to other entrepreneurs and funding resources. All of these happened to be in the United States, so she took the leap into unexplored territory and set her sights on launching her products in the United States.

“I started my journey with no money and little support, but it was a dream I wanted to come true,” she says.

Her dream came one step closer when Samih Darwazah, founder of Jordan-based Hickma Pharmaceuticals, decided to back MONOJO. Darwazah is a graduate of the St. Louis College of Pharmacy and directed Shihab to resources in Missouri. Shihab says he recommended Missouri because of the availability of an accessible market, as big markets are tough to get into with little experience.

Shihab’s success has spun out of a series of vital international connections. She became close with Cambridge professor Chris Lowe of the university’s Department of Chemical Engineering and Biotechnology after they met at a conference. Both Lowe and Shihab joke about her incessant emails and persistent spirit.

“She’s very pushy when she gets going, believe me, and that’s where motivation comes in,” Lowe says. “She actually gets things done, and in the country she comes from, it’s a damn difficult thing to do.”

Lowe has visited the MONOJO headquarters and supervises Shihab’s doctoral work in addition to helping develop MONOJO since he met her in 2006: “I do tons of interviews at the university for what we consider to be the top people in the world,” he says. “A main thing I look for is motivation. You get maybe 10 out of 2,000 that have the degree of motivation she has. That’s why I back her and why I continue to back her.”

Over the past year and a half, Shihab has researched the Columbia market and its members, which has allowed the community to get a sense of her product and spirit. After this market research, Shihab developed relationships with Missouri School of Journalism students who then developed a three-month plan for increasing her community presence. The first phase of the plan involved branding Shihab in addition to her cosmetic line and emphasizing her unique role as a woman, a Cambridge student and a passionate entrepreneur, so she began to talk about the brand anywhere and everywhere. Next, she implemented a social media presence, reaching out through Facebook and updating her website. Finally, she sent samples of her products to media and retailers to receive feedback before the products were on the shelves.

Camel what?

After Shihab found interested investors, located to Columbia for a soft landing and decided on a product line to begin her American launch, she had to decide if Americans would actually take a leap of faith and buy her product. The main ingredient, camel’s milk, is far from common in the United States, and Shihab had her worries about whether the product would be considered too exotic.

However, she found through surveys and interviews that the camel’s milk would not be a problem. “After my studies, I was sure that my market liked the brand and would buy it,” Shihab says. “This was necessary so I felt comfortable going to another state and expanding.”

Penelope Shihab works in her lab, located in the MU Life Science Business Incubator at 1601 S. Providence Road.

Paving a way The reality of being a woman, especially in STEM fields (science, technology, engineering and mathematics), can come bearing various obstacles: scheduling difficulties, lack of time for a family, less pay for equal work and myriad statistics against your success. But the story of Penelope Shihab shouldn’t be an anomaly.

Although some companies are on their way to creating more opportunities for flexibility in the workplace for women with families, a recent study shows women are dropping out of STEM fields because they find the environment “inhospitable.”

According to research from Cornell University and the University of Texas at Austin, these women leave their fields of specialty at a rate much higher than other professional women. More surprisingly, this tends to happen early in their careers. “A lot of people still think it’s having children that leads to STEM women’s exits,” says Cornell professor and study leader Sharon Sassler. “It’s not the family. Women leave before they have children or even get married. Our findings suggest that there is something unique about the STEM climate that results in women leaving.”

“She’s very pushy when she gets going, believe me, and that’s where motivation Lowe says the local Bedouin tribes in Jordan have been using the camel’s milk regularly for the treatment of various ills, and the folklore surrounding it seems to intrigue people. “The milk isn’t dangerous, but there’s intrigue in the fact that it was camel milk,” Lowe says. “Everyone asks, ‘Why camel milk, and what’s so special about it?’”

Well, MONOJO has found there are legitimate medical uses for the product. “Camel antibodies are very stable under fairly harsh conditions,” Lowe says. “If you inject another antibody into the stomach for an ulcer, it would be almost immediately disintegrated, but the camel antibodies survive.”

This resiliency seems to mirror MONOJO’s fearless leader, Shihab. She emphasizes in working on the gastritis and acne pharmaceuticals because she “won’t do science just for the sake of science.” UNESCO reports approximately 50 percent of graduates who earn science degrees in Jordan are women, but Shihab says far too much of this work is purely academic.

“I want to create more jobs and raise the profile of the women in Jordan and Arab countries,” she says. “I want to be a role model despite little support from the government; we just don’t need more scientists without any production.”

comes in.” — Chris Lowe, professor, University of Cambridge In addition to mentorship from the beginning of the commercialization of her company, mentors such as Lowe have embraced Shihab being a model for Arabic women.

“She shows all of those women in traditional roles as housewives that they can also be successful at other things,” Lowe says, “and we’ll be doing our bit if we can help her reach her goals.” CBT columbiabusinesstimes.com /// 53

Nonprofit Spotlight

›› Lutheran Family and Children’s Services

Protect and Nurture

LFCS of Missouri connects children with families.

Beginning as an orphanage in 1868, Lutheran Family and Children’s Services of Missouri has clung to its mission to protect and nurture children without a home. Now, more than a century later, LFCS not only supports those children but also their parents. “We want that child to have the best success in life, so we will work with the moms to ensure that,” says Christine Corcoran, director of regional operations.

As a statewide United Way agency, the organization has now found homes in Cape Girardeau, Springfield, St. Louis and Columbia and reaches out to more than 22,000 individuals each year. Currently, LFCS operates with about 120 paid staff members across the state and six in Columbia alone. Its foundation board, which operates in St. Louis, functions as the financial arm of the organization, and its operations board oversees day-to-day operations. Regional advisory boards function as extensions of the larger organization and proVicki Hartwig “As individuals, we can receive an education for jobs that we might desire or even jobs that we didn’t ever dream we would face. Raising a baby to adulthood, I feel, is one of the most important jobs that parents will ever face and has the least amount of training.”

54 \\\ february 2014

vide public relations, marketing, extra hands and representation within communities. MidMissouri’s advisory board has 12 members.

And, despite its name, the organization does not limit its services to Lutheran clientele. In fact, more than 90 percent of its clients are not Lutheran. “I think our agency is really good at coming in and meeting the needs of that specific community,” Corcoran says. When LFCS planted itself in Columbia in 1995, for example, the town offered zero adoption services, despite increasing demand for pregnancy counseling and adoption services. So LFCS took it upon itself to become the only adoption agency in the area at the time.

A selfless act Although LFCS, located at 401 West Blvd. N., no longer houses the only adoption services in Columbia, it remains a nonprofit adoption agency. LFCS places approximately 15 children

Jayne Young “I have been interested in child welfare for many years. … LFCS is an asset to the mid-Missouri community, and I’m proud to serve on their board.”

By Kristi Luther each year and offers various adoption services to 59 adoptive families in the mid-Missouri region. It also provides emergency and temporary foster care services for more than 10 children each year, with an average stay of 40 days.

“What sets us apart is that we aren’t out to make a profit,” Corcoran says. “We do that so adoption is an affordable option for everyone.” Although adoption is the only service it does charge money for, it bases the fee on a sliding scale to make it doable for all clients.

LFCS also sets itself apart by working with birth parents regardless of what they choose to do after their babies are born.

“We know that sometimes people change their minds,” Corcoran says, “and we want to serve them unconditionally.” In fact, another service of LFCS is birth-parenting counseling.

The success of LFCS may be in large part due to its focus on educating its clients — and the public — about the selfless and loving nature

Stacy Peters “I continue to be amazed by the dedication and hard work of the social workers and staff at the mid-Missouri office. I have witnessed the joys their work brings to families, young mothers and their babies.”

Melody Bezenek “I’m grateful for the opportunity to serve as a volunteer for an organization that has such a positive impact on families and children. It is an honor to be a part of a charity with such a long history of local service.”

➜ 401 West Blvd. N. Columbia, MO 65203 573-815-9955 • lfcsmo.org

“I’ve never met a mother who didn’t love her child.” — Christine Corcoran, director of regional operations, LFCS of adoption. According to Corcoran, most people think teenaged mothers are the ones who choose adoption. However, she’s found that’s not always the case. “It’s usually a mom who is parenting another child and knows what it would take,” Corcoran says. “The birth parents we serve are totally selfless. There’s no more cherished children than children who have been adopted.”

A resource for parents In addition to its thriving adoption and foster care services, LFCS offers a Resource Parents Program that works with pregnant and parenting teens as young as 14 years old all the way through their 22nd birthday. “Our primary goals are to make sure these youths get good prenatal care, stay in school or go back to school and help them with their parenting skills,” Corcoran says. To do so, LFCS offers Sandy Dirks “I represent Trinity Lutheran Church. … Trinity is a participant in supporting and helping LFCS build families through adoption assistance, foster care, crisis pregnancy counseling, mentoring young parents and their children and raising funds on their behalf.”

counseling services, individualized treatment plans and educational meetings about parenting. In 2012, the demand for this program was so great, LFCS had to turn clients away due to lack of staffing resources. Still, 136 teen parents went through the program last year, 45 percent of whom were teen fathers.

On a daily basis, Corcoran witnesses love in the pictures of babies that adoptive families send to their birth moms. She sees a matured sense of responsibility in the young men and women who come through the doors of the Teen Parent meetings. And she harbors hope for all of them.

“I’ve never met a mother who didn’t love her child,” Corcoran says. “She just may not have ever been taught how to be a good parent. So if we can help her learn different strategies, that’s a big deal. Or to have a couple walk in after five years of failed infertility treatments

Paul Moessner “Martin Luther said that God does not need our sacrifice, but our neighbor does.

In that tradition, Lutherans continue to serve the various needs of neighbors — regardless of who or what or where.”

and tell them that there is hope, that we have infants and we have birth mothers that choose adoption. Then watching them become a family, it’s just so awesome.”

Not only does LFCS directly assist parents, children and families within our communities, but Corcoran says it also aims to improve adoption practices as a whole. Its advocacy committee meets with local legislators and writes letters when bills impacting LFCS clients are brought to attention.

Recently, LFCS has worked closely with the legislature to improve methods for adopted children and birth parents to search for one another. It has also assisted in improvements to the adoption process, at large, to make adoption easier for all parties.

LFCS also offers speakers for presentations to churches, service groups and organizations interested in learning more about its services throughout mid-Missouri. CBT Pictures by Whitney Buckner. Not pictured: Kaye Clark, Lois Fagan, Catherine Lavitt and Nelly Roach.

Leigh Spence “As an adoptive parent and a high school counselor, I know the value of the services [LFCS] provides to our community.”

Emily Bange “My husband and I were fortunate enough to use LFCS as our local agency for the adoption of both of our children. Our LFCS social worker, Janeene Johnston, was such a blessing and resource to us during and after both adoptions.”

columbiabusinesstimes.com /// 55

HUGH E. STEPHENSON, JR., MD

Paint red Paint red THE

2014 HEART & STROKE BALL

TOWN

The committee would like to extend a special thank you to all of our sponsors. Without your support, this exciting event would not be possible.

PRESENTING SPONSORS SIGNATURE SPONSOR

Hugh E. Stephenson Jr., MD, Department of Surgery

OPEN YOUR HEART SPONSOR Miller’s Professional Imaging

PAINT THE TOWN RED SPONSOR UMB Bank

SIGNATURE DRINK SPONSOR Room 38

PHOTO BOOTH SPONSOR Nancy Allison Shelter Insurance Agency

DECORATION SPONSOR Veterans United Home Loans

MEDIA SPONSORS Columbia Home Magazine KPLA KRFU ABC 17/The Networks of Mid-Missouri Visionworks Marketing Group

SILENT AUCTION SPONSOR Missouri Vein Care DESSERT SPONSOR Kilgore’s Medical Pharmacy

56 \\\ february 2014

VALET SPONSOR Joe Machens Dealerships GIFT BAG SPONSOR Studio Home RED CARPET SPONSOR Moberly Regional Medical Center

OTHER DONORS AND SPONSORS Golden Barrel Head Motor Company Landmark Bank Brown Printing Missouri Cotton Exchange My Secret Garden Fastsigns Will West Music and Sound Celeste Creative Reynolds Alumnai Center Beta Theta Pi

Technology

›› Monica Pitts reviews the latest trends in the business

Why Web Designers ♥ WordPress WordPress, a free and open-source blogging tool and content-management system, is so popular among the Web developers in our community, it almost feels like a buzzword. However, statistics say WordPress is here to stay.

WordPress powers more than 69 million websites, almost 19 percent of all the sites on the Internet. According to Builtwith.com, WordPress websites account for more than 42 percent of the top 10,000 sites using a content-management system, more than any alternative.

Why ♥ WordPress?

With stats such as these, WordPress must be easy to love. But what makes developers want to cuddle up?

1. Usability: WordPress makes it easy to update website content without knowing HTML. This lowers maintenance costs and the need to wait while a webmaster makes changes to your site.

2. Expandable: WordPress has a modular nature that allows components to be added and subtracted from the core functionalities with ease, which enhances flexibility when the site is built and in the future when additions or modifications are required. As of December 2013, 28,313 free plugins were available for download from WordPress.org, and many more are available for purchase.

This makes adding functionality to a site far less expensive than developing custom features from scratch.

Monica Pitts

➜

3. Written in PHP: PHP is an open-source programming language (Facebook uses it, too, and its development team attributed many positive developments to the language) that allows for faster load times, flexible hosting and database connectivity. Learn more about why PHP is a great programming language at bit.ly/1dH04dj.

4. Open Source: WordPress.org is open source, a development model that allows everyone free license to access and modify the software, which often leads to stronger framework, lower prices (free!) and better longevity. Learn more about how using open-source software can help strengthen your website at bit.ly/1fhl9vZ. 5. Support: Development began in 2003 and continues today. The software is widely supported with easy-to-find tutorials and user and developer communities.

6. SEO: WordPress provides good search engine optimization right out of the box.

That means WordPress provides a sound structure for your site that search engines like, so they may rank it higher in the search listings. Additional improvements can also be made for better results.

7. Available Development Talent: Thousands of companies and even more developers are experts in molding the software, which affords users without expertise a greater level of security. If your designer isn’t right for you, another expert is easy to find. CBT

WordPress Statistics

69 Million Wordpress Websites in ThE world

100,000 New Wordpress sites are created every day

MARKET SHARE All websites in the world

No CMS

67% wordpress

19% joonia

3% dropal

2% other cms

8%

have you heard of wordpress?

29.3% Said yes

Pitts is the chief creative director of MayeCreate Design.

columbiabusinesstimes.com /// 57

58 \\\ february 2014

Celebrations

›› Providence Urgent Care LLC

moving o n i n

Done Waiting

Providence Urgent Care opens a second facility.

Dr. Jason Zerrer and Dr. Scott Schultz stand in the new Providence Urgent Care facility, located in the Shoppes at Stadium. Photo by Anthony Jinson.

Timeline 2008 › Dr. Jason Zerrer and Dr. Scott Schultz attend an Urgent Care Association of America conference in New Orleans to learn more about the walk-in clinic business model.

2009 › Providence Urgent Care LLC officially forms.

› Providence Urgent Care’s original Nifong location opens its doors to patients for the first time.

› H1N1 outbreak sweeps through Columbia and helps establish the business in the community.

2013 › Providence Urgent Care celebrates its four-year anniversary.

2014 › Providence Urgent Care opens a second location, in the Shoppes at Stadium.

When a patient walks into Providence Urgent Care, whether with a common cold or minor injury, the wait time is usually less than 30 minutes. Throughout the United States, the door-to-doctor wait time in an emergency room hovers around 28 minutes, with Columbia’s average ER wait time standing at 24 minutes longer than the national average. Meeting the need for rapid care, Providence Urgent Care has seen steady growth since it opened in 2009. In fact, it has grown 25 percent year-over-year since then.

The walk-in clinic facility, located in south Columbia off Providence Road, grew so steadily that founders Dr. Jason Zerrer and Dr. Scott Schultz saw the need to open a second office, which opened mid-January.

Zerrer and Schultz, former University of Missouri School of Medical classmates, took what they learned working as ER physicians at University Hospital after graduation and turned it into a business idea. In May 2008, they attended an Urgent Care Association of America conference in New Orleans to learn more about the walk-in clinic framework, and the project took root. In July 2009, the south facility officially opened for business.

Success in the timing The pair attributes timing to a part of their success, as the H1N1 outbreak in October 2009 helped establish their solid reputation. In conjunction with the Boone County Health Department, Providence Urgent Care saw up to 80 patients a day during the outbreak’s peak and was one of the first clinics in Boone County to offer the H1N1 vaccine that year, Schultz says.

Schultz and Zerrer’s philosophy is simple.

The family-friendly clinic aims to provide high-quality medical attention when getting into a primary doctor or spending extra time and money at the ER are not options.

By Megan Thomas Davis “Anybody who has a family has a full-time job,” Schultz says. “They know that time is your most precious commodity, and we really respect that.”

Expanding the business The groundwork for a new facility stemmed from an overarching need for more space to see incoming patients and provide the personalized attention Providence Urgent Care prides itself on. With the company’s steady growth, Schultz says they were concerned wait times would begin to increase and efficiency would suffer if the clinic did not offer a second location.

“I wouldn’t trade any of our employees for anybody. They’ve all bought into our goal, which is taking care of people the way we take care of our families.” — Dr. Jason Zerrer, Providence Urgent Care For those who live on the west side of town, the new location in the Shoppes at Stadium allows more Columbians access to medical care without added drive time to reach the Nifong facility. Currently, the business staffs six full-time physicians and is expecting to increase that to eight full-time doctors in the near future. There will be no change in care at the west location, as the doctors on staff now will work at both facilities to create a fluid and congruent team to help patients, Schultz says.

The quality of care they provide is extremely important to Zerrer and Schultz, which is why all staff members live locally and are involved within the community.

“We’ve been able to take the cream of the crop,” Zerrer says. “I wouldn’t trade any of our employees for anybody. They’ve all bought into our goal, which is taking care of people the way we take care of our families.” CBT columbiabusinesstimes.com /// 59

Deeds of Trust

›› Worth more than $500,000

Jared W. Reynolds, CFP® Carroll Wilkerson, CFP®

$3,170,000,000 SBA 2012 TC Assets LLC Deutsche Bank Trust Co. Americas STR 28-48-13 //SW AC 3.93 $3,170,000,000 SBA Towers IV LLC Deutsche Bank Trust Co. Americas LT 101 Indian Hills Sub BLK 2 $3,170,000,000 SBA Monarch Towers I LLC Deutsche Bank Trust Co. Americas No legal

Does your financial advisor know: • • • •

How concerned you are about saving for college?

You plan to retire at 55, not 65?

You have a Lab named Marco?

That your grandson just got his license?

FIND A BETTER WAY:

$67,500,000 C150 3100 E. Stadium Blvd. LLC Nationwide Life Insurance Co. LT 110 Crosscreek Center Plat 1 FF W// ESMT $22,400,000 LIPT Columbia LLC PNC Bank LT 1 Bassett Farm Plat 1 $10,000,000 Columbia Hotel Investments Inc., Tiger Hotel partners, et al.

First Midwest Bank LT 2 Columbia LT 148-150 $10,000,000 Columbia Hospitality Management LLC First Midwest Bank LT 2 Columbia LT 148-150

573.875.3939 • WRWEALTH.COM

$5,000,000 Boone Holdings LLC First State Community Bank LT 6 White Gate Community $3,600,000 Frederick Building LLC Boone County National Bank LT 13 PT Woodson’s Add Lots 13, 14, 15 $2,791,541 St. Charles Road Development LLC Providence Bank LT 101 Somerset Village Plat 1

60 \\\ february 2014

594 Deeds of trust

were issued between Dec. 9 and Jan. 6

$2,650,000 CH Properties LLC Hawthorn Bank LT 102 PT Columbia

$800,320 KJ Property Group LLC Hawthorn Bank LT 168 Meadowlands Sub Plat 12

$2,609,410 GAP Properties LLC Jonesburg State Bank STR 32-48-12 //NW

$750,000 S Land Development Co. LLC Boone County National Bank LT 214A Vintage Falls Plat 2

$1,600,000 Uptown Investment Inc. Commerce Bank LT 1608 Uptown Subdivision

$700,000 Parks, Nicholas A. and Brooke Boone County National Bank LT 81 Mill Creek Manor Plat 1

$1,316,920 Millbrooke Enterprises Inc. 8-Ball Commercial Properties LLC STR 12-49-12 //NE SUR BK/PG: 3188/46 AC 10.78

$700,000 Parks, Nicholas A. and Brooke Boone County National Bank LT 403 Thornbrook Plat 12

$1,316,920 Premier LLC 8-Ball Commercial Properties LLC STR 12-49-12 //NE SUR BK/PG: 3188/46 AC 10.78 $1,200,000 CPD Revocable Trust Landmark Bank LT 106 Crosscreek Center Plat 1 $1,024,099 Setzer Properties XCU LLC Great Western Bank LT 3 Middle Market Sub $890,000 Max Investments LLC The Bank of Missouri LT 21 Westwood Meadows Sub $850,000 River Birch Apartments West LLC Boone County National Bank LT F-1 River Birch West Condominium No. 5 $840,000 Warnken Properties VII LLC The Central Trust Bank LT 77 PT Price Add $800,320 KJ Property Group LLC Hawthorn Bank LT 98 Willow Brook Plat 4

$602,892 Avocet Properties LLC Boone County National Bank LT A12-A Hyde Park Lakeside Blk A $575,000 Perry, Lindall A. and Jane Ann/ Boone Landholdings FCS Financial STR 22-46-12 //SW $557,000 1031 Exchangor Inc., Thomas and Lisa FCS Financial STR 9-47-11 //N $550,000 Kasmann, William J. and Marieta D. Hawthorn Bank LT 450 Southridge Plat 4A $531,000 Backman, Paul R. and Tammy M. Providence Bank LT 40 Deerfield Ridge Plat 2 $514,000 Fairlamb, James E. K. and Marieta D. Commerce Bank LT 31 Harpers Pointe Blk 2 $500,000 Roberts, Terry D. and Kerri Michele Veterans United Home Loans LT 240 Thornbrook Plat 7 CBT

Economic Index ›› It’s all about the numbers

Columbia labor force November 2013: 101,031 November 2012: 98,655 Columbia unemployment November 2013: 3,759 November 2012: 4,118 Columbia unemployment rate November 2013: 3.7 percent November 2012: 4.2 percent Missouri labor force November 2013: 3,004,376

“

Value of commercial building permits November 2013: $1,242,506 November 2012: $9,702,749

Housing: Single-family home sales, Boone County November 2013: 134 November 2012: 129 Single-family active listings on market, Boone County November 2013: 813 November 2012: 743

Jim Yankee, President Flat Branch Home Loans

November 2012: 2,979,961 Missouri unemployment November 2013: 166,235 November 2012: 184,423 Missouri unemployment rate November 2013: 5.5 percent November 2012: 6.2 percent

Construction: Residential building permits November 2013: 78 November 2012: 181

Single-family homes average sold price, Boone County November 2013: $193,725 November 2012: $182,304

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Single-family home median sold price, Boone County November 2013: $166,000 November 2012: $155,000 Single-family homes average days on market, Boone County November 2013: 70 November 2012: 72

A TALE OIEFS 2 CIT PAGE

44

the LOVErdinroom Boa PAGE

Value of residential building permits November 2013: $8,259,616 November 2012: $9,580,646

Single-family pending listings on market, Boone County November 2013: 127 November 2012: 130

31

SCORE

’ ECT ‘10 A PERF PAGE 42

OODY One BLusiness B PAGE

Detached single-family home permits November 2013: 18 November 2012: 36 Value of detached single-family home permits

Utilities: Water November 2013: 47,133 November 2012: 46,025 Change #: 1,108 Change %: 2.4 percent

38

SHIHAB PENELOPE

T IDWPAES GE 50

M ST TO DLE EA

MID FROM

SUBSCRIBE TODAY

November 2013: $6,200,382 November 2012: $7,400,000 Commercial building permits November 2013: 15 November 2012: 18

Electric November 2013: 47,518 November 2012: 46,440 Change #: 1,078 Change %: 2.3 percent CBT

ColumbiaBusinessTimes.com columbiabusinesstimes.com /// 61

New Business Licenses ›› Columbia residents and their upstarts

Columbia Real Estate 2100 W. Broadway, Suite 102 Selling residential real estate, represent buyers Cost Cutters 3709 S. Providence Road, Suite D Family hair salon, color, waxing, cuts, perms, etc.

Crystal Strands 1505 Chapel Hill Road, Suite 105 Cosmetology, leasing chair space Columbia’s Christians Cleaning 3900 Clark Lane Cleaning residential and apartments Fresh Ideas Management LLC 3351 E. Gans Road Food service contractor, daily catering service Hair By Erica 1505 Chapel Hill Road, Suite 105 Cosmetology, leasing chair space Hair Dewey 1505 Chapel Hill Road, Suite 105 Cosmetology, leasing chair space La Siesta Mexican Restaurant 3890 Range Line St., Suite 115 Mexican restaurant 62 \\\ february 2014

Sprint 2101 W. Broadway, Suite A Retail wireless phones and accessories TAM Stone Interiors 2310 Forum Blvd., Suite D Design services Titlemax 1202 E. Business Loop 70 Consumer installment loans secured by motor vehicles Woody’s Gentleman’s Clothiers 111 S. Ninth St., Suite 140 Men’s clothing store, highend casual/southern Dead Sea Spa 2300 Bernadette Drive Retail kiosk, creams and cosmetics for Christmas CS Design 2602 Aster Court Websites, graphic art, social media marketing services Hilde Seevers 700 N. Garth Ave. Small-scale and creative writing Integrative Community Services 5104 Chesapeake Lane Counseling/mentoring service to community LMN Workshop 101 E. Alhambra Drive Graphics design services Oswald Media Concepts 508 Mikel St. Onsite custom low-voltage electronics, residential

Premier Physician Agency 1908 Thoreau Court Health care consulting agency for physicians Sangrio 504 S. Glenwood Ave. Online apparel sales So Clean Green Cleaning Co. 601 Florence Ave. Cleaning service, power washing, grass mowing Missouri Low Cost Auto Insurance Outside Boone County Insurance sales, Internet based Rabo Agrifance Inc. Outside Boone County Agricultural finance lender and crop insurance Loyd’s Lock Co. LLC Outside Boone County Locksmith, security systems Airtech LLC Outside Boone County HVAC Double J Excavating Outside Boone County Small excavating, snow removal, dirt work JR’s Heating and Air Outside Boone County HVAC, heating and air Puget Sound Services Inc. Outside Boone County Low-voltage cable installation contractor CBT

By the Numbers ›› Boone County statistics

Ratio of marriage counselors, by county

Let’s talk about love. There’s family love and romantic love. There’s trouble with love, jobs related to love troubles and jobs that take a lot of love and compassion. Take a look at some statistics that try to quantify love in Columbia.

Source: Missouri Division of Professional Registration Licensee Search

Randolph: 1: 25,330 Audrain Howard Boone: 1: 24,076

Number of people per household Source: 2007-2011 American Community Survey, U.S. Census Bureau

2.29

columbia

Callaway: 1: 44,305

Cooper

2.36

2.46

2.6

boone

missouri

u.s.a.

Moniteau

Boone County professionals

Cole: 1: 76,363

Marital status of Columbians, by gender Source: 2007-2011 American Community Survey, U.S. Census Bureau

Source: Missouri Division of Professional Registration Licensee Search

299 149 134

2.2%

2.6% 1.7%

10.1%

10.7%

12.5%

Social workers psychologists

49.4%

53.4%

31.5%

25.8%

= 20 people

Women

professional counselors

Married

Single

Men

Divorced

Widowed

Separated

Households, by type Source: 2007-2011 American Community Survey, U.S. Census Bureau

34.2%

34.2%

33.3%

49.7%

4.2%

12%

columbia

Married household

33.6%

49.7%

4.2%

12%

49.3%

4.6%

boone

Female-led household

17.8%

12.7%

missouri

Male-led household

48.7%

Nonfamily household

u.s.a.

Single-parent households (male or female)

columbiabusinesstimes.com /// 63

8 Questions

➜ 32 S. Providence Road Columbia, MO • 573-442-3151 mcadamsltd.com

›› Get to know your professionals

Retaining Their Value Charlie Graznak, co-owner, McAdams’ Ltd. 1. McAdams’ Ltd. is a family business. You and your mother, Rebecca Fahrendorf, run the shop together. What is it like to work so closely with each other? We love working together. We know each other so well that we don’t have any personality conflicts or communication problems. When we do disagree, we work it out quickly like a family would, without the power struggles I see in other workplaces.

Fun Fact: 64 \\\ february 2014

4. How long have you been in your current location? What is your take on the recent discussion regarding CVS? We have been here for 40 years. We are not pleased with the plan for CVS to come to this corner, but we are excited to start fresh in a new location.

Photo by Anthony Jinson.

2. You’ve been in business for quite a long time. How have you changed the way you operate to continue your success? We have not changed very much over the past few decades, and I credit a lot of our success to that. We are in the business of making memories, and that pursuit does not require constant updating; it just takes really caring about the people you serve. I think that by resisting change every time a new fad comes along, you can provide your customer base with consistency between visits. We do not follow each and every passing retail craze because over the course of doing business for years with each customer, we like to offer them some continuity.

3. What would you say has been the most significant change that has affected your business? I think the thing that has changed the most for me is our staff. When I was growing up in this business, the people who worked here planned to retire from McAdams’ Ltd. A lot of them did, with 20-plus years of experience under their belts. Now I am hiring new staff or looking for possible new additions all the time.

5. How do you acquire so many unique items for your store? We usually have family members approach us out of mutual trust earned over the course of many years, and we help them find new homes for some of their most prized possessions. When people are trying to place things that it took their parents a lifetime to acquire, they need to feel that the people who are going to sell those items really care about them, the customers and the homes those things will end up in. We offer all of that.

6. How much of your business is estate jewelry compared to other things?

And how has that changed over time? There will always be a market for estate jewelry and antique things because they retain their value and are often so obviously special and different from what you see every day.

7. Have you purchased any items that previously belonged to notable people? The most truly wonderful estates we have had the privilege of working with usually want to remain anonymous, but we have placed some very special jewelry with new owners that did belong at one time to what you might call regionally famous celebrities.

8. What are your competitive advantages to the national chain stores?

How do you compete?

I believe, with every transaction I complete, we offer every competitive advantage over a chain store. Starting with the initial impression our store gives the customer to the selection we offer and our willingness to help people find the right thing, we really do go the extra mile. CBT

➜ Fahrendorf’s father, Wayne Gladney, owned and managed several restaurants in Columbia, including Ernie’s Café & Steak House on Walnut Street.

ADVERTISER INDEX Accounting Plus......................................... 67 American Heart Association................. 56 Anthony Jinson Photography...............30 Boys & Girls Club Of Missouri................ 47 Business Showcase.................................. 58 Caledon Virtual.............................................6 Carpet One...................................................22 Central Trust................................................27 Centurylink..................................................49 Child Care Aware.......................................20 City Of Columbia Water & Light..............9 Columbia College ..................................... 26 Commerce Bank....................................... 56 Dave Griggs Flooring America...............49 GFI Digital...................................................... 61 Hawthorn.....................................................68 Hoss's Market & Rotisserie.....................20 Jazzercise.......................................................5 Joe Machens Chrysler, Jeep, Dodge Ram.................................................. 28 Joe Machens Ford...................................... 14

81,250

Joe Machens Volkswagen.........................8 KMIZ................................................................ 16 Landmark Bank.............................................2 Mayecreate Web Design............................4 Mercedes-Benz Of Joe Machens...........3 Midwest Computech................................22

total readers

Missouri Employers Mutual....................10 Moresource Inc.............................................7 Naught Naught Insurance Agency......49 Plaza Commercial Realty.................. 62,63 Room 38........................................................27

2013 Fall Arts Preview pg. 97

October 2013 âžş Bill Waktins,

CEO of Riback Supply and former city manager

Smart Business Products........................ 13 State Farm Insurance - Stephanie

Fall Fashion issue

The second life of Bill Watkins PG. 30

In God We Trust

Wilmsmeyer................................................ 65 Tech Electronics........................................ 47 The Bank Of Missouri............................... 24

pg. 80

Religion in the marketplace

PG. 48

FROM "LIKES" TO VOTES Social media and local campaigning

OUT OF TIME Term limits PG. 36

PG. 54

3

it's the

into the wild

ROmantic GetawayS pg. 71

ghoulish Halloween Delights

pg. 88

pg. 104

September/October 2013 Display until October 31

COU Update

PG. 22

www.jeffersoncitymag.com

Downtown RevOlutiOn pg. 45

Tiger Scholarship Fund............................ 12 Wilkerson & Reynolds Wealth Management...............................................60

Want to advertise? Call 573.499.1830. columbiabusinesstimes.com /// 65

Flashback ›› Then and now

➜ The Columbia business landscape is always evolving, but it’s important to remember our historical roots.

Photo and story

by Sarah Redohl

Now home to the latest rendition of Glenn’s Café — historic in its own right — this postcard depicts 29 S. Eighth St. in 1906.

“This is our building,” reads the right side of the card. It was signed by George Adam Roth, president of Lindell Grocery Co. Roth, born Aug. 22, 1855, worked for the Adam Roth Grocery Co. after graduating from Bryant & Stratton Business College in 1876. He started at the bottom and worked his way up, serving in every department along the way. He was married to Mary Tillery in Columbia in 1886.

Roth sent this postcard to Miss Mamie Hames in Lincoln, Neb., Nov. 9, 1906. In that

same year, an advertisement for Lindell Grocery Co. was placed in the University of Missouri Savitar that read: “Lindell Grocery Co., Wholesale Grocers. Distributors of squirrel food products, Lindell canned goods and early breakfast coffee… Remember the name. 8th and Cherry Streets.”

In 1947, Ficklin’s Supermarket was located in this space. J.W. Ficklin, the proprietor of both this store and the IGA Thrift Mart, moved from Thomas Hill, Mo., to Columbia in 1926 to attend MU and was married to Fannie Hollis in 1928. It wasn’t until 1945 that Ficklin entered into the retail grocer business. He was also a founding

member of the Columbia Cosmopolitan Luncheon Club and has a shelter named after him in Cosmo-Bethel Park.

In 1951, the building was vacant, but by 1954 it was home to J.B. Thomas Paint Co., which remained in the spot for many years. This location was also home to Bleu Restaurant and Wine Bar before its current tenant, Glenn’s Café.

The historic sign, which hung at the original Glenn’s Café on Business Loop and later in downtown Columbia and in Boonville, now hangs at 29 S. Eighth St. The property’s current appraised value is $134,400. CBT

➜ We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 66 \\\ february 2014

“

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