Columbia Business Times - June 2016

JUNE 2016 INFRASTRUCTURE & INDUSTRY ISSUE

STEVE POWELL DELTA SYSTEMS

WASTEWATER WOES PAGE 46

BEST OF SMALL BIZ PAGE 38

How tailbone pain and pelvic dysfunctions affect you Join Sarah Hwang, MD and Katie Skibiski, PT, DPT as they discuss how physical therapy can help manage pain in the pelvic area.

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FROM THE EDITOR

EDITORIAL Erica Pefferman, Publisher Erica@BusinessTimesCompany.com Brenna McDermott, Editor Brenna@BusinessTimesCompany.com Matthew Patston, Assistant Editor Matt@BusinessTimesCompany.com

Make Your Own Rules

DESIGN Jordan Watts, Editorial Designer Jordan@BusinessTimesCompany.com

›› WHEN THE LOGBOAT BREWING TEAM showed up for their photo in our feature on the chamber’s Small Business of the Year finalists, photographer Keith Borgmeyer and I were momentarily taken aback. You see, they brought props.

An aloe vera plant, a six-pack of beer, and a T-Rex figurine. Had they access to a real T-Rex, I’m sure they would have brought that.

Definitely the most unusual props we’ve had in a CBT photo. Keith looked at me for some direction. Do we nix the props? Do we take an obligatory number of shots with the props and then get a more serious shot?

For me, the decision was easy — we work every day at a company that Photo by Anthony Jinson values authenticity above all else. We are who we are, and we’re proud of it.

Besides, I really like dinosaurs.

So we had a fun, energizing shoot with the Logboat boys. They weren’t worried about how they’d appear to other people, they weren’t worried about acting a certain way. They just had fun with it.

They goofed off, they drank beer, they laughed a lot. It made for an entertaining photo shoot, and it made my day to see people having so much fun, knowing that fun would translate into the magazine (It did. See page 38).

That authenticity is part of why the Logboat team is so deserving of the chamber’s Small Business of the Year award. Together, they’ve built a brand that appeals — and part of that brand is their laidback style. They made their own rules for doing business, for producing a product. It’s paying off.

Our company’s latest book club book is “The Happiness Project,” by Gretchen Rubin. It’s one woman’s attempt to be happier over the course of a year, taking on a new set of resolutions each month, from work happiness in March to friendship happiness in June. Throughout her journey, she set 12 “commandments” for living her life.

Our team has spent the last few months working on our own personal commandments. The Logboat boys came to mind when I remembered my fourth commandment (be authentic) and my ninth (spend your energy only on people and things that matter). Live by your rules and no one else’s. It will lead you to where and who you want to be.

I saw these themes again reflected in our cover shoot with Delta Systems CEO Steve Powell. He was unapologetically Steve (hilarious – and that EYEBROW), and I’m ecstatic that his personality is so well reflected in the cover of this month’s issue. Be yourself and good things happen.

The infrastructure and industry issue is packed full of inspiring businesses doing great things. From some industrial businesses that might fly under the radar (page 52) to Socket (page 30) to each of the Small Business Week finalists (page 38), I guarantee you’ll meet a new business person worth knowing.

We also touch on the latest in sewer news (page 46) and electrical lines (page 58).

We want to hear from you. What are we doing well? What can we do better? Tweet at us (@ColumbiaBiz), or email me and let us know.

Thanks for reading,

Brenna McDermott, Editor brenna@businesstimescompany.com

Steve Powell is a man who is comfortable in his own skin. He wasn’t afraid to be everything from slightly eccentric to downright goofy (page 23). We wanted to go against the typical dark colors of the CBT brand and do something more lighthearted. Who says business can’t be fun?

He was the perfect model for our vision. Photo by Anthony Jinson.

JUNE 2016 INFRASTRUCTURE & INDUSTRY ISSUE

STEVE POWELL DELTA SYSTEMS

WASTEWATER WOES PAGE 46

BEST OF SMALL BIZ PAGE 38

CREATIVE SERVICES Keith Borgmeyer, Senior Editorial Designer Keith@BusinessTimesCompany.com Kate Morrow, Graphic Designer Kate@BusinessTimesCompany.com Cassidy Shearrer, Graphic Designer Cassidy@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Marketing Consultant Deb@BusinessTimesCompany.com Janelle Wilbers Hayley, Marketing Consultant Janelle@BusinessTimesCompany.com Crystal Richardson, Digital Marketing Manager Crystal@BusinessTimesCompany.com Jessica Kaiser, Account Manager Jessica@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Keith Borgmeyer, Anthony Jinson, Brenna McDermott, Matt Patston CONTRIBUTING WRITERS Beth Bramstedt, Jim Camoriano, Al Germond, Zach Lloyd, Mike Matthes, Chris Nyenhuis, Matt Patston, Monica Pitts, Tony Richards, Anne Williams INTERNS Marilyn Haigh, Caroline Harding, Sean Nelson, Alisiana Peters, Brooke Skiles, Sierra Stewart, Amber Taylor MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President of Finance ReneaS@BusinessTimesCompany.com Amy Ferrari, Operations Manager Amy@BusinessTimesCompany.com Jamie Patterson, Digital Services Director Jamie@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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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 /// 17

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ABOUT THE LAST TIMES What's happening online 43Tc @FortyThreeTc Everything you wanted to know about fiber in Columbia. Check out ‪@mattmcdermott‬‬ most recent article @ColumbiaBiz

Around the office Top of the Town is almost here! Join us June 29 at Logboat Brewing Co. for music, food, drinks, and more. Get your tickets to the best party of the year online at ColumbiaBusinessTimes.com.

United Way Heart MO @UWHeartMO May’s @ColumbiaBiz #nonprofit spotlight features our partners @Rainbow_House!

City of Columbia, MO @CoMoGov Want to know history of City’s form of gov? Check out @Matthes8’s article in @ColumbiaBiz Tony Richards @tonyrichards4 Looking forward to teaching the Business Masters Series Class today for ‪@ColumbiaBiz‬‬ I'll be teaching on Culture & Organizational Health Sara Humm @sarahumm Nice article from ‪@ColumbiaBiz‬‬ about Columbia's Community Relations Department and our recent changes ‪#CoMo‬‬

Please welcome new team member Cassidy Shearrer to The Business Times Company!

Cassidy is an editorial designer and will work with our sister publications, COMO Living and Jefferson City Magazine.

Mills-Columbia @MillsCoMO Columbia, MO is at quite the crossroads. Here's a great look at some of the issues by ‪@ColumbiaBiz‬‬ Women Who Startup @womenwhostartup Digital Dames > From interns to C-level execs before 30 at Division-D. Via ‪@ColumbiaBiz‬‬ Fake Bill Costello @NotBillCostello Today may be the last day of voting for ‪@ColumbiaBiz‬‬ Top of the Town, but it is not the last day to enjoy my face!

The Business Times Company got together for some painting fun at Columbia Art League. Thanks to CAL for helping us to create some impressive art.

MissouriBusiness.net @MObusinessNet ‪@PulseMedStaff‬‬ wins ‪#MO‬‬ ‪#SBDC‬‬ Rising Star Award for ‪#SmallBiz‬‬ via ‪@Columbiabiz‬‬ United Way Heart MO @UWHeartMO Excited that our ED ‪@andrewgrabau‬‬ is May's ‪#PYSKnow‬‬ in the May @ColumbiaBiz Times!

Write to CBT editor Brenna McDermott at Brenna@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM /// 19

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June 2016

Vol. 22, Issue 12 columbiabusinesstimes.com

DEPARTMENTS

›› INFRASTRUCTURE & INDUSTRY ISSUE

68

Strong System

Delta Systems is celebrating 30 years of helping Columbians figure out their computers. Under owner Steve Powell, the IT company isn't slowing down.

38 Small Business of the Year

CBT congratulates Logboat Brewing Co., the Chamber of Commerce’s 2016 Small Business of the Year, and all the other finalists.

17 From the Editor 19 Letters to the Editor 25 Movers and Shakers 26 Briefly in the News 29 A Closer Look 30 Business Update 35 P.Y.S.K. 37 Opinion 66 Nonprofit Spotlight 68 Celebrations 71 Marketing 73 Startups 74 Ask Anne 76 City 78 Org Health 80 Business Licenses 81 Deeds of Trust 82 Economic Index 83 By the Numbers 86 This or That 88 8 Questions 90 Flashback

46

52

58

Coming Down the Pipe

Inside Industrial Parks

Blocked Transmission

The city is struggling to maintain its wastewater treatment system. What problems is the city up against, and what will it take to fix them?

They're a little bit offbeat, but these three under-the-radar industrial businesses are doing work here in Columbia and around the world.

It’s been nearly a decade since the city began planning for new electric lines in south Columbia.

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MOVERS AND SHAKERS

›› Professionals grow, serve, and achieve

TERI WEISE

DUSTIN JENKERSON

›› Teri Weise

›› MU Health Care

›› Commerce Bank

The Columbia Convention and Visitors Bureau and the Columbia Hospitality Association presented Teri Weise, director of sales for Holiday Inn Executive Center, with the Hospitality Star of the Year Award. The award was presented at an event that recognizes Columbia’s most outstanding hospitality employees, from entry level to management, during the past year.

Dr. Edward T.H. Yeh, professor and chair of the Department of Cardiology at the University of Texas MD Anderson Cancer Center in Houston, has been appointed to lead the Department of Medicine at the MU School of Medicine. He’s a leader in the field of onco-cardiology, focusing on providing personalized cardiac care to cancer patients. Dr. Ramesh Khanna, a professor of medicine at MU, will receive the J. Michael Lazarus Distinguished Award. This award recognizes individuals whose research has yielded novel insights related to renal replacement therapy.

Jennifer Bradley has been promoted to regional retail sales and experience manager for Commerce’s central Missouri region and Hannibal. Bradley will be responsible for managing the region’s retail sales strategies, growth goals, and relationship management objectives. She will also serve as retail group manager for Commerce locations in Hannibal, Mexico, Moberly, Tipton, and California, with direct responsibility for supporting key retail initiatives. Sarah Puidk has been promoted to retail group operations supervisor and bank officer. She has ten years of banking experience. In her position, she will be responsible for assisting in branch security, audit, and compliance; training; supervising utility personal bankers and vault tellers; ATM operations oversight; and teller and group operations for 14 branches.

›› Dustin Jenkerson

RAMESH KHANNA

GLORIA DROUIN

Dustin Jenkerson will be recommended to the Columbia Public Schools Board of Education as the new principal for West Middle School.

He has more than 12 years of experience in education and has served as a principal, assistant principal, and teacher. He holds a master’s degree in education administration from Southwest Baptist University.

›› Missouri

Employers Mutual

JENNIFER BRADLEY

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MEM announced the promotions of three employees and the addition of a new chief information officer. Rene Eslinger was promoted to vice president of sales. Timothy D. Jackman was promoted to senior vice president of operations and chief operating officer. Jennifer Peck was promoted to vice president of marketing and communications. Kevin T. Miller joined MEM as vice president of information technology and CIO.

›› Joseph Rutherford Joseph Rutherford, of Central Missouri Aviation, was awarded the Federal Aviation Administration’s Charles Taylor Master Mechanic Award for 50 years of safety and service to the aviation community. He’s the recently retired maintenance director of Central Missouri Aviation Inc.

›› Gloria Drouin Missouri Cancer Associates added Gloria Drouin to the practice as its newest provider. She has experience in nursing and has been a nurse practitioner for the past 18 years. In her new position, she will work in collaboration with the MCA team to provide quality integrated cancer care to patients.

›› Jason Lampkins The Boone County Republican Central Committee announced it has selected Jason Lampkins as the 2016 Dr. Edward H. Robb Public Servant Award recipient. This award recognizes outstanding service by an employee of any city, county, or public entity in Boone County. Lampkins works for Columbia’s Public Works Department. CBT

➜ Are you or your employees making waves in the Columbia business community? Send us your news at Editor@BusinessTimesCompany.com.

COLUMBIABUSINESSTIMES.COM /// 25

BRIEFLY IN THE NEWS

›› A rundown of this month’s top headlines

FAMILY HEALTH CARE The MU School of Medicine ranked seventh in family medicine in a national survey done

by U.S. News and World Report.

The survey included 140 medical schools in total. The MU Department of Family and Community Medicine has ranked in the top ten for the last 23 years.

EDUCATION BUILDING AWARD

EXTRA HELP REBRANDS Workplace management company Extra Help Inc. has rebranded as HireLevel.

HireLevel is a national company with eight locations in the Southwest and Midwest, including one in Columbia. The company says the new brand fits its mission of bringing its client companies to the next level through staffing, payroll, or management solutions.

VOLUNTEERS COME TOGETHER Columbia volunteers came together on April 23 to participate in ForColumbia, a city-wide service day organized by Columbia churches and the Heart of Missouri Red Cross chapter. Now in its second year, ForColumbia organized more than 1,600 volunteers from 35 churches to serve nonprofit groups in the community. Volunteers worked from 9 a.m. to 4 p.m. and celebrated the community at an evening reception at Calvary Baptist Church.

26 \\\ JUNE 2016

Coil Construction won a Best of Category Award in the Hall of Fame contest sponsored by Varco Pruden, a pre-engineered steel buildings supplier based in Memphis. Varco Pruden hosts an annual competition to recognize the best projects by Varco Pruden builders.

Coil was recognized in the school category for its work on the Allied Heath Profession Building on the Central Methodist University campus in Fayette. The building is 25,000 square feet and includes hospital simulation rooms as well as classrooms and office space.

WORKING CITY Columbia is the sixth best city for working parents, according to a study done by personal finance company SmartAsset. Columbia ranked well because of its unemployment rate of 2.8 percent and the average annual cost of childcare, which, at $7,046, is relatively affordable. Columbia has the 17th lowest commute time out of 446 of America’s largest cities — the average drive to work is 16.1 minutes. Other cities in the top ten include Iowa City, Iowa and Jonesboro, Arkansas. Other factors considered include housing costs, crime rates, family leave policy, and high school graduation rates.

BOONE HALL OF FAME The Boone County Historical Society announced three inductees to the Boone County Hall of Fame. Now in its 11th year, the Hall of Fame honored Booches with the Business Award for its longevity in the community — the restaurant was founded 132 years ago. Founding member of the Missouri 4-H Foundation Frank Graham (1920-2013) was honored posthumously. Hank Waters III, publisher emeritus of the Columbia Daily Tribune, was also inducted for his dedication to community news. The Boone County Historical Society will host a benefit fundraiser to honor this year’s inductees on Oct. 6.

BUSINESS VOTE

COLUMBIA ENTREPRENEUR FINALISTS Ernst & Young, the international professional services firm, named three Columbia business owners finalists for their Entrepreneur of the Year Award in the Central Midwest region. Jack Miller, owner of True Media, and Kelsey Meyer and John Hall, of Influence & Co., will be honored at a black-tie event in Kansas City on June 16th, where the winner will be announced.

NEWEST LEADERS The Columbia Chamber of Commerce honored Senator Roy Blunt with the U.S. Chamber Spirit of Enterprise Award for his pro-business voting record. Congress members who support at least 70 percent of the U.S. Chamber’s positions are qualified to win the award. When Roy Blunt visited Columbia and received the award, he promised to support lowering taxes for small business owners and reducing “burdensome” regulations.

The Chamber of Commerce gave Columbia high school students the opportunity to learn about leadership, civil service, and business through the annual Junior Leadership Columbia program. The 2016 class, which consists of 23 students from four local high schools, graduated from the program in April.

Students completed ten classes over nine months on topics including advocacy, creativity, and community involvement.

Students also got to spend a day at the state capitol and visit the Missouri Supreme Court and state auditor.

COLUMBIABUSINESSTIMES.COM /// 27

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A CLOSER LOOK

›› A quick look at companies on the rise and in the news

West Main Pizza

Carolyn Paris Consulting

Pakity

Contact: 573-777-7711 Website: westmainpizza2.com

Contact: 573-819-6705 Website: carolynparis.com

Contact: pakitybackpacks@gmail.com Website: pakity.com

The recently opened pizza spot, located at 923 E. Broadway, is West Main’s second location, after success in Jefferson City. The restaurant is locally owned by Charlie Christiansen and family.

The concept is fast, casual pizza, Christiansen says, and customers can build their own pizzas or salads with unlimited toppings for $9. West Main offers unusual sauces, like basil pesto, roasted garlic puree, and black bean spread.

Christiansen’s wife, Jessica, is an MU grad, and his little brother attends MU. “We wanted to bring our passion of pizza here and let everyone try the madefrom-scratch dough with our garlic buttered crust and unique toppings, not to mention different pestos and purees to fulfill the patrons’ needs,” Christiansen says. They’ve been focusing on staff training and building consistency to create repeat customers. “We’re blessed and pleased to bring this concept to Columbia, and we just hope Columbia is happy to have us too.”

Carolyn Paris is a staple of the Columbia community, and she’s started her own consulting firm to provide coaching and training to professionals. The company offers training for sales, leadership, and teams; executive coaching and consulting; and keynote speeches.

“My consulting and coaching business is about cultivating meaningful, lasting change, allowing for a fun, satisfying, powerful life for my clients,” Paris says.

Her firm focuses on “what is missing,” and she works with high performers who struggle with things like work-life balance or leadership skills.

“I help people gain success in the areas of their life that are missing,” she says.

Paris has experience in the banking, technology, and advertising industries.

The company’s mission statement is to “guide high performers in movement towards a goal. This is efficiently and effectively accomplished through new distinctions, actions and projects that enable the client to attain and maintain this new level of satisfaction in their life.”

Pakity sells pre-packaged hiking backpacks that are ready for adventure.

Each backpack has four compartments, which contain basic kitchen, safety, hygiene, and first aid equipment, and the pack also includes a plastic bag to keep clothes dry and an empty compartment for food. Hikers can also add a sleeping bag and tent to the pack. Founder Kim Stading is developing a new website where consumers can not only order their packs, but also interact with other hikers on the site. Hikers can post blog entries and photos about their trips.

“This is in hopes of inspiring our hikers to visit new places with the comfort of having a list, or several, from someone who has already been there,” Stading says. Pakity wants to recruit clients like school missions or scout troops in order to provide packs for large groups. She says the startup is currently looking at funding methods. CBT

➜ Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM /// 29

From left: Carson Coffman, Socket president and COO; George Pfenenger, Socket CEO Photo by Anthony Jinson 30 \\\ JUNE 2016

BUSINESS UPDATE

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

➜ 2703 Clark Lane 573-817-0000 Socket.net

Socket Internet: A Fibrous Future

Missouri-based telephone and internet provider grows its fiber network.

BY SIERRA STEWART | PHOTOS BY ANTHONY JINSON FROM DIAL-UP TO DSL, Columbia’s Socket Internet leads innovation in the state of Missouri. Since 1994, the telecommunications company has connected residents of over 400 cities across the United States with top-of-the-line and evolving internet, phone, and television while providing their 20,000 customers with individual attention that’s difficult to find from larger service providers.

“As we grow, we stay on top of what the latest trends and technology developments are so we can stay competitive and keep with our mission of connecting people with the latest technology,” says marketing manager Allie Schomaker. “We’re finding a lot of people, if they’re really hungry for a better option and some faster internet, will talk amongst themselves and get that demand going.”

Socket increases bandwidth as fiber optic technology increases by using plastic or glass wires with a much larger capacity to move information than conventional copper wire. The nonconductive cables eliminate spark hazards and are immune to electromagnetic interference, allowing them to carry a signal where transmission would previously have been blocked.

“It’s almost like we’ve come back around to what we were doing 15 years ago, where we’re letting consumers tell us where they want us to go by showing demand,” says Socket co-owner and COO Carson Coffman.

If enough interest is found in a community, the company builds all new fiber optic cables for residents desiring bandwidth and networks meant to last 25 to 40 years.

The same process held true for past ISP technologies. Although the company reaches out to their customers, more often than not, it’s the customer reaching out to the company.

“We were the solution for a lot of the markets,” says Coffman. “In some, we were

Socket serves cities in Missouri like Columbia, Jefferson City, Moberly, and Sedalia. The company has about 140 employees.

the first company to bring internet access to the town.”

THE GOLDEN RULE Although present in large metropolitan cities like Atlanta, New York, and Los Angeles, 90 percent of Socket’s business comes from Missouri, in cities like Columbia, Jefferson City, Moberly, Sedalia, O’Fallon, St. Peters, and Wentzville.

Socket uses myriad marketing techniques, including traditional print, trade shows, and mailers conducted by a direct sales force. The company also utilizes websites like Pandora Radio and Facebook to reach their audience online.

As business continues to expand, so does the company’s staff, now at 140. Rather than continuously outsourcing, Socket develops sectors within the company to handle individual projects.

“We’ve got a great team of people in our organization,” says Coffman. “We’re a company that likes to do things in-house, so we do hire consultants and outsource some components, but what we like to do is try to find the best practices and see if we can develop that within.”

Having in-house consultants ready at all times allows the company to move quickly and provide services at the drop of a hat, keeping its finger on the ever-changing pulse of the industry and marketplace.

COLUMBIABUSINESSTIMES.COM /// 31

against large companies, because we always refer to ourselves as a midmarket company,” says Coffman. “We can have a group of people get ahold of us and we can make that decision internally in a couple of days, and in a week or two, we can have construction crews working in an area that needs services.”

By providing personalized customer service and simple, transparent bills, the company gives customers what larger ISPs are not capable of providing en masse. To maintain such a high standard, Coffman asks his staff, If we were going to buy this service from someone, how would we want to be treated?

The answer: with empathy.

“If the customer has an issue, they can call and actually reach a person to talk to and not have to go through 20 steps and a queue just to get a recording,” says director of government and carrier relations Matt Kohly.

KEEPING COMPETITIVE As the largest privately held ISP in Missouri, Socket remains competitive in part because of their standing in the industry.

“We really feel like we’ve got some strengths that we’ve been able to exploit 32 \\\ JUNE 2016

"The fiber optic cable network we're building is really where our focus is going to be for the next couple years."

- Carson Coffman, Socket COO

With a large company, those decisions can take years while budgets are allocated and negotiations are settled. Nearly 10 years ago, Socket offered a stripped-down internet service to Columbia consumers who did not want telephone or television. A year later, a larger ISP responded with their own similar product.

Socket persistently follows up on their customers’ needs, as consumer preferences come and go. People wanted large bundles with hundreds of channels only a few years ago, but the company now sees an increasing desire for fewer channels and smaller bundles. The company is also enhancing their unified communications services for businesses wanting one phone to ring for multiple numbers.

“Phones are not obsolete,” says Coffman. “Although the media would like you to believe phones are dead, we’ve actually seen a lot of growth in the phone business. Companies are using it more and more and want to communicate in real time with people.”

As the market continues to change, the capacity to move quickly and provide fiber optic technology makes Socket competitive.

The company plans to continue building and expanding the technology for the next 24 to 36 months as more communities request services.

“The fiber optic cable network we’re building is really where our focus is going to be for the next couple years,” says Coffman.

“We’re continuing to look for new and innovative offerings.” CBT

Member SIPC

Mark Richardson, CFP® Financial Advisor

Change doesn’t

always have to be hard.

Sometimes it’s smart.

Your life is always changing and consequently, so are your needs and preferences. As your trusted partner and advisor, it’s my role to ensure that your portfolio is reflective of your current financial goals.

Your personal needs and preferences are always at the center of our relationship.

Mark Richardson ,CFP® 2415 Carter Ln Suite #104 Columbia, MO 65201 573.442.1276 mark.richardson@edwardjones.com COLUMBIABUSINESSTIMES.COM /// 33

Cole Potter, Owner

Meet Cole Potter, owner of Custom Creations Landscape & Design in Boonville, MO. Cole recently obtained an SBA loan from The Bank of Missouri to purchase new equipment and refinance his existing loans, giving him better cash flow to expand his business.

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.

34 \\\ JUNE 2016

STACEY BUTTON JUNE 2016 • PYSK • PERSON YOU SHOULD KNOW

PRESIDENT OF REDI | DIRECTOR OF ECONOMIC DEVELOPMENT, CITY OF COLUMBIA | AGE: 49 Job description: Motivating and leading a high-performing team at REDI as well as developing and implementing economic development initiatives to accommodate the objectives of the organization, the city, and the Boone County region. Also, ensuring a vibrant local economy through job creation.

Years lived in Columbia/mid-Missouri: One year (and counting!).

Original hometown: Phoenix, Arizona.

Education: Bachelor of Science, Northern Arizona University.

Professional background: Following graduation from NAU, I worked in advertising for two newspapers in Arizona and then began my career in tourism as the director of sales and marketing for Little America Hotel and Resort. After 10 years with that property, I became the director of the Flagstaff Convention and Visitors Bureau, which led me to the field of economic development as the city’s economic vitality director, where I discovered my true passion. I was fortunate to lead 31 staff members and oversee three programs that were the economic engines for northern Arizona: Flagstaff Pulliam Airport, tourism, and economic development, which included business attraction, expansion, and retention; entrepreneurship; historic preservation; community design; and redevelopment.

Why I’m passionate about my job:

Photos by Anthony Jinson

There’s no question that I love what I do. I get to work with the best staff in the world and our job is to create jobs and provide opportunities for people to succeed — what could be more rewarding than that?

COLUMBIABUSINESSTIMES.COM /// 35

""The greatest challenge in economic development is that the challenges are constant and often Why I’m passionate about my company: REDI affords me the opportunity to work with both the public and private sectors and see collaboration at its best.

If I weren’t doing this for a living, I would: I would own an antique shop with my husband.

What people should know about this profession: Economic development is 24/7; efforts are nonstop and highly demanding in order to keep our economy moving.

A Columbia businessperson I admire and why: Teresa Maledy, CEO and president of Commerce Bank for the central Missouri region. I admire her work-life balance, and especially her focus on family. She is passionate about education, volunteers her time and is actively involved, and is very successful in her career. Teresa is truly a communityminded individual that Columbia is very fortunate to have.

A favorite recent project: The recently

numerous community organizations over the years, including the Flagstaff Family Food Center, United Way of Northern Arizona, Flagstaff Symphony, and Flagstaff Leadership Program. As I’m still settling in here in Columbia, I’m eagerly looking for opportunities to continue that work.

remodeled Innovation Hub at REDI. The space now features new furnishings, a collaborative workspace, and the addition of two semi-private offices. Not to mention that we’ve established new and improved programs to support Hub clients and are working closely with the multitude of resources available to entrepreneurs and startups in our community.

My next professional goal: Assist in efforts

The next challenge facing my industry:

to improve air service and build a new terminal for Columbia Regional Airport to ensure we are meeting the growing transportation needs of the residents in our region.

The greatest challenge in economic development is that the challenges are constant and often unpredictable, so you don’t always know what the next big challenge is going to be until you’re facing it.

Favorite volunteer/community activity: In Flagstaff, I volunteered with

Biggest lesson learned in business: To always be sincere and listen to everyone — even people with opposing viewpoints.

unpredictable.""

Greatest weakness: Antiques — there’s no shop I won’t stop at!

How you would like to impact the Columbia community: Improve the quality of life for residents through increased job opportunities.

What I do for fun: I love the outdoors, walking our property, and flower gardening.

Family: Husband, Derek, 19-year-old daughter, Emily, and Annie, our Chesapeake Bay Retriever.

Favorite place in Columbia: All of it! I’m still discovering all the great places here.

Accomplishment I’m most proud of: My beautiful red-headed daughter, Emily — she’s my pride and joy!

Most people don’t know that I: I am incredibly directionally challenged. North?

Greatest strength: Bringing people

South? East? West? Thank goodness for

together for successful outcomes.

GPS! CBT

➜ PYSK: STACEY BUTTON • PRESIDENT OF REDI • DIRECTOR OF ECONOMIC DEVELOPMENT, CITY OF COLUMBIA • AGE: 49 36 \\\ JUNE 2016

ROUNDTABLE › Al Germond

Roadblocks to New Terminal Takeoff

Al Germond is the host of the

Columbia Business Times Sunday Morning Roundtable at 8:15 a.m. Sundays on KFRU. He can be reached at

A drawing of the City of Columbia's proposed new alternative Columbia Regional Airport terminal.

algermond@ businesstimescompany.com

THE MOST IMPORTANT item on

Incredibly, there are individuals — all of whom should know bet-

the City of Columbia's “to-do” list of

ter — who are either lukewarm to the terminal project or stalwartly

municipal projects is the construc-

opposed to increasing the bed tax to make the sale of bonds a feasible

tion and development of a new termi-

proposition in order to finance it.

nal facility at Columbia Regional Airport. With the University of Mis-

One can give the novice mayor a pass as a newcomer to office

souri faced with unprecedented enrollment declines — tantamount

because his apparent lack of enthusiasm appears to be based on the

to a major factory closing — the overall significance and promotion

notion that the missing $18 million may be sprung upon us as gifts by

of COU as a tool for economic development has become more impor-

such-and-such city, town, county, maybe even the state of Missouri.

tant than ever. Parsons Brinckerhoff has outlined its proposal for a

But the real wrath is reserved for a cabal of lodging proprietors

passenger terminal with four jetways at the northwest corner of the

who naively believe that hiking the bed tax from $4 to $5 per hun-

airport that would cost about $38 million. With the city's 80-year air-

dred spent would drive prospective visitors away from Columbia to

port ownership history in mind, the risks are worth taking. The air-

some nearby burg (insert your favorite city here). As lodging rates

port as a passenger gateway is absolutely necessary if both the city and

are adjusted based on supply and demand, the effect of this marginal

the region that surrounds it expect to survive . . . and thrive.

increase in the bed tax — one percent — is a certifiable point of infi-

City Manager Mike Matthes says that slightly more than half the

nite mootness. If approved, Columbia's bed tax would match the rate

expected cost of the new terminal — about $20 million — would

in Jefferson City, which is two percent less than the rate visitors are

come from the Federal Aviation Administration, which has already

charged in both St. Louis and Kansas City.

signaled its willingness to participate.

Apart from the overburdened network of highways, Columbia

Work of a different sort is already in progress at COU: the FAA is

Regional Airport is the only other viable gateway in and out of the

doling out millions of dollars for cross-wind runway improvements

region. A new state-of-the-art passenger terminal now seems within

prior to lengthening the main runway from 6,500 feet to 8,000 feet.

grasp. To those who oppose the terminal project, you are acting like

For the terminal itself, the city has to come up with the balance ($18

impertinent children — dunces amongst us when it comes to advancing

million) before work can proceed. This would most likely come from

airline passenger service with the prospects of new destination options

the sale of tax-exempt municipal bonds, collateralized by increasing

for our historically underappreciated little flying field. Gotta build it.

the lodging, or “bed,” tax from four to five percent.

We simply have to build the new passenger terminal at COU because

Never say anything is easy in our fair city . . . because it never is.

it's an economic development issue of paramount importance. CBT COLUMBIABUSINESSTIMES.COM /// 37

From left: Judson Ball, Andrew Sharp, Tyson Hunt 38 \\\ JUNE 2016

THE 2016 SMALL BUSINESS OF THE YEAR FIVE SMALL BUSINESSES RECEIVE CHAMBER HONORS AND LOGBOAT BREWING SNAGS THE TOP PRIZE.

BY BETH BRAMSTEDT | PHOTOS BY KEITH BORGMEYER COLUMBIABUSINESSTIMES.COM /// 39

FOUNDED IN 2014

13 EMPLOYEES DESCRIBE YOUR COMPANY CULTURE IN ONE WORD: Family

40 \\\ JUNE 2016

W I N NE R:

LOGBOAT BREWING CO. Tyson Hunt and Andrew Sharp had visions of starting a band, not a brewery.

What kind of music did they play? “Bad music,” admits Hunt. “Really bad music.”

It’s 11:30 on a warm April morning, and the two co-founders have ceased business operations long enough to reminisce about the years leading up to the launch of Logboat Brewing Co. The pair grew up together in Moberly and are even rumored to be related. A few years back, Sharp says he asked Hunt to give him bass guitar lessons, and the two started hanging out, drinking beer and making music.

The duo eventually needed a drummer, so they added another childhood friend, Judson Ball, to the mix.

The trio would gather at Hunt’s house to practice and relieve the stress of the work week. “Andrew had been a chef in Kansas City,” Hunt says, scratching his beard and sporting a wide grin. “He knew a few things about recipes, so we started to brew in my kitchen.”

Hunt says the group was initially much more interested in the tunes. “We wanted to start a band,” he says, “until the brew became much better than the music.”

BITTER ROOTS The catalytic event that turned their hobby into a viable business option was a trip to Bitter Root Brewery, in Hamilton, Montana. “Bitter Root is a brew pub, but they also distribute outside their own venue,” says Hunt. “Their brewery, in a town of less than 1,000, is producing beer for the whole state.”

The team says it was mind-blowing to the people in Hamilton that a town the size of Columbia could have two brew pubs but no one offering distribution. “On that trip, they convinced us that Columbia needed someone to distribute to the rest of the restaurants in town,” Hunt says.

Realizing that it made sense for all three of them to eventually quit their jobs and open a brewery, they spent the trip home writing a business plan. Their strategy would take more than four years to implement.

“For starters,” Hunt says with a smile, “to open a brewery, you have to have a head

brewer. We didn’t have one.” Along came Josh Rein, who took the leap of faith to join the team before they had any money. “We still can’t believe he actually did that,” Hunt says.

The next phase involved purchasing a pilot system and moving into Hunt’s garage. The team honed in on the recipes, brewed 15 gallons at a time, and visited restaurants and parties to hand out samples and get feedback.

With a head brewer and a product, it became easier to raise money and look for a location.

MEAT PACKING PLANTS “We almost went south,” Sharp explains, shaking his head. “We looked at one place four times before Mark Timberlake, our engineer on the project, found this place.”

Their current location, on Fay Street, sat vacant for 18 years before being brought back to life by the Logboat team. “It was an old meat packing plant,” Sharp says. “We walked in and said, 'Yes!' It was perfect.”

Thankfully, when the crew walked Todd Hoien, from Hawthorn Bank, through the facility, he caught the vision, and the dream was soon underway. With the partnership of the bank and an additional investor, the team was able to purchase equipment from MCF Craft Brewing Systems in Portland and start demolition in 2013.

“Our equipment arrived in December of 2013,” Sharp adds. “That was the best Christmas gift ever.” The crew brewed their first batch of beer in March of 2014 and celebrated their grand opening two months later.

The brewery features materials from Elmwood Reclaimed Timber, out of Kansas City, including a bar top and table tops made from old, storied Missouri Heart Pine, as well as rescued beams from Horace Mann School, an abandoned schoolhouse in Kansas City, and reclaimed barn wood siding.

The site also houses the Boatyard, a large fenced playground area, designed for friends and families to celebrate life and enjoy simple times together.

With their in-town facilities and distribution running smoothly, Logboat has now moved on to distributing their product outside of town.

CANS, BOTTLES, AND MORE Hunt, the ship’s captain, hung up his guitar to oversee the brewery’s timelines, compliance, legal, and financial matters. He says the crew bought a canning line with their first equipment purchase, but didn’t use it for a year. Their first priority was to supply local bars and restaurants, and draft sales were going well enough to keep them plenty busy.

“Growth has been difficult,” Hunt says.

“We’re usually real methodical, but we’ve ended up in a situation with people being really thirsty for our beer.”

The company ended up buying two new fermenters, in order to supply cans, and has now doubled the size of their brewing capacity.

At the end of 2015, Logboat purchased a small machine specifically to bottle Alien Gold, a Belgian golden ale that had been produced as an experiment and was occupying needed storage space in their barrels. They sold their first bottle in January 2016 and now have the option to bottle other seasonal beers. Hunt says their goal is to bottle one brand each month during 2016.

Hunt is excited about another experiment.

“We recently opened sales in St. Louis, one of the biggest beer markets in the country,” he says. “I may be the first redhead to go gray before this is all over.”

Ball, who put down his drum sticks to lead the team’s marketing strategy, is spending most of his time in St. Louis to ensure a successful launch.

MUSIC MEMORIES Sharp, who now oversees events, is thrilled to have traded his full-time job as a financial counselor for the chance to work with his best friends.

“My favorite time of the year is winter,” Sharp says. “It’s calm and there’s time to breathe. Some nights there are only 25 people in the Taproom, and we’ll start up a fire, put on some good music, sit at the bar together, and have a drink.”

Hunt likens the brewing business to his former songwriting days.

“I love creating something that’s never existed before,” Hunt says. “It’s our artistic expression.” “I’m working harder than I’ve ever worked before,” Hunt says, “but I love it. This is my town and I want to get involved and give back.

COLUMBIABUSINESSTIMES.COM /// 41

EASY PC Owner Jessie Yankee never planned to open an IT business.

While working with her husband, Jim, at Flat Branch Home Loans, Yankee became frustrated with the high price tag and low quality of computer support available to small businesses. In 2011, she decided to open Easy PC, with a desire to offer a high level of professionalism and friendly communication.

The company specializes in serving businesses with less than 50 employees and is known for its hands-on, on-site customer service. “Our clients really value that face-toface relationship,” Yankee says.

To maintain her desired level of service, Yankee has also limited the business scope.

“We only service Columbia,” she says. “I

never want to be more than 10 minutes away when a customer calls.”

While Yankee does most of the networking, sales, and marketing for the company, Michael Eckley serves as director of IT services. “He’s basically the head of everything,” Yankee says.

Eckley says his typical day starts around 5:30 a.m., with a pot of coffee and a chance to read emails before the phone starts ringing.

“The first part of the day is all about dealing with emergencies and putting out fires,” Eckley says. “Later in the day, I can visit clients and attend meetings related to future projects.”

What does Eckley enjoy most about his job? “I am happy when a business can grow and prosper without their technology being

a bottleneck,” he says. “I also like to create rock solid relationships, so when I walk in, I’m everyone’s best friend.”

Easy PC moved to their current location on South Providence in October of last year.

With the visibility of their storefront, they were able to open a repair shop for the public. “We don’t charge for diagnostics,” Yankee says. “We want to be an IT resource to the community and show that we care.”

Yankee is excited to have been named a finalist for Small Business of the Year alongside so many talented people and companies.

“I love being active in the chamber,” she says.

“It helps me build a lifelong business reputation and keeps me on the forefront of industry knowledge.”

From left: Michael Eckley, Jessie Yankee, Tanner Thiessen

FOUNDED IN 2011

4 EMPLOYEES

DESCRIBE YOUR COMPANY CULTURE IN ONE WORD: Family 42 \\\ JUNE 2016

FOUNDED IN 1987

12 EMPLOYEES

DESCRIBE YOUR COMPANY CULTURE IN ONE WORD: Dynamic

From left: Bill Oswald, Jen Hendrick

SIMON OSWALD ARCHITECTURE Architect Jennifer Hedrick does some of her best work with Post-its.

A principal at Simon Oswald Architecture, Hedrick led the year-long design and documentation phase of the South Providence Medical Center for MU Health Care, which opened in January 2015. One of the unique phases of the project involved building mock-ups of the exam rooms so users could give feedback on the design.

“As architects, we see things in 3-D and then have to translate them into 2-D,” Hedrick says. “So mock-ups serve as a significant tool for users and designers.”

Over the course of a week, the team used sticky notes to mark things the health care staff wanted to change, including the height

of the electrical outlets and the placement of the paper towel dispensers. “We worked hard to get each area to work and feel how they wanted it to feel,” Hedrick says.

With a desire to offer in-depth customer service, Principal Bill Oswald took over the project once construction was underway. “I visited the site almost every day,” he says. “Site visits are a great way to monitor design intent.”

The 85,550-square-foot medical center was just one of many mid-Missouri buildings the firm has designed since its inception in 1987. The company, now housed in their own energy-efficient office building on Woodard Drive, is committed to a holistic approach, integrating architecture and interior design.

Hedrick considers her staff of 13 to be generalists who primarily design spaces for higher education and health care but also undertake civic and corporate projects. The team focuses on a 60-mile radius around Columbia and currently has 28 active clients.

She says she is proud of the firm’s work and their reputation in the community. “It was an honor to be nominated for this award,” she says, “and it was a rewarding process to think about and write down what our group collectively does for this community.”

Hedrick contributes much of the firm’s success to their homegrown, mid-Missouri staff. “They want to live and work in this area,” she says. “They love to work on projects their friends and family will utilize.”

COLUMBIABUSINESSTIMES.COM /// 43

BOONE-CENTRAL TITLE CO. Bert Hughes recently started referring to his team as “The Protectables.”

A senior vice president at Boone-Central Title, Hughes considers his company the protective shield for Missouri’s property rights. Their 22 staff members may not sport red suits and masks, like The Incredibles, but they work behind the scenes to protect mid-Missouri homeowners from costly hidden title problems like property liens, inaccurate surveys, and tax record errors.

The company traces its roots back to the opening of Todd and Bayless Abstract in 1898, which was later sold and renamed as Daniel Boone County Abstract Company. In 1991, the company joined forces with Central MO Abstract and Title, changed their name to Boone-Central Title, and moved into their current location on Broadway.

Today, led by president Karen Brown, they are the only title company in the region that completes title searches using a state-of-theart title plant, a kind of database, that is comprised of geographical indices of all property in Boone County. Besides providing title insurance for their clients, the company also offers construction disbursements and 1031 exchanges as well as real estate closing and escrow services.

During the warm season, Hughes says the company can facilitate up to 60 property closings each day. “This year, the season has started early,” Hughes shares. “Interest rates are low and the weather’s been good.”

Hughes moved to Columbia in the summer of 1994, never planning to stay in the business

(or Columbia) for long. “Then I realized how much I love being part of a major decision in people’s lives,” he says.

Hughes’ tenure is just a small part of a combined 410 years of experience in the title industry represented by the team. BooneCentral Title has been a member of the Columbia Chamber of Commerce for more than 50 years, and their employees are active in many aspects of the organization.

The company was excited to be a finalist for Small Business of the Year, and Hughes pulled out all the stops to make it fun for their staff and the community. His plans even involved the opportunity for people to meet The Protectables in person — red suits, masks, and all.

From left: Mary Jo Edmiston, Bert Hughes, Karen Brown

FOUNDED IN 1898

22 EMPLOYEES

DESCRIBE YOUR COMPANY CULTURE IN ONE WORD: Family 44 \\\ JUNE 2016

FOUNDED IN 2008

5 EMPLOYEES

From left: Brooks Stark, Kristin Oliver, MD Anthony Taylor

DESCRIBE YOUR COMPANY CULTURE IN ONE WORD: Forwardthinking

BLUE TAIL MEDICAL GROUP Doctor Kristin Oliver has taken sports medicine to a new level.

Oliver completed her residency at University Hospital, followed by a sports medicine fellowship with the Columbia Orthopaedic Group, and even received a master’s degree in public health along the way. She and her two partners in St. Louis started taking care of athletes with chronic soft tissue injuries, particularly endurance athletes, and have become well known for their nonoperative methods.

“Twelve years ago, we traveled to Germany, Brazil, and the Netherlands to learn how to use your stem cells to heal your own tissue,” Oliver says. Initially, they were one of only two American providers using regen-

erative medicine to help heal their patients’ injuries and disease.

Blue Tail Medical Group started in St. Louis, opened a satellite clinic in Columbia in 2008, and currently leases space from Restoration Eye Care on Forum Katy Parkway.

Thanks to word-of-mouth, patients come from as far as Alaska, France, and China to receive treatment.

In order to increase their research base, the group also plans to open five franchises before June, with the hope of having 30 franchises in five years.

While their growth may sound glamorous, Oliver, who has lived in Columbia for 24 years, is just glad the business is now large enough to afford a full-time office manager.

“For the first five years, I paid all the bills and did all the hiring,” she says.

“I love that what we do is novel,” Oliver continues, “and I love that it offers an alternative for those in chronic pain.”

Oliver also enjoys the people she works with and the team-building aspects of growing a small business. “I have the best employees in the world,” she says of her staff of four.

“They’re happy, so our patients are happy.”

The Blue Tail Medical Group is new to the chamber, and Oliver looks forward to getting more involved. She was thrilled to be nominated for the award by a patient and has enjoyed meeting the other finalists. “It’s nice to see the face behind the business,” she says with a smile. CBT COLUMBIABUSINESSTIMES.COM /// 45

Coming Down the

pipe

46 \\\ JUNE 2016

City and developers struggle to maintain adequate wastewater systems

BY ZACH LLOYD PHOTOS BY ANTHONY JINSON

The banks of Flat Branch Creek are carpeted in the springy remains of chewed up trees. Along 4,500 feet of the MKT Trail, next to the creek, a corridor was recently carved out in preparation for a major overhaul to one of the city’s oldest sewer lines. Now, walkers on the former rail line can see a 40-foot-wide swath of stumps, sawdust, and manholes poking up through the mulch. The Flat Branch Sewer Relief project, which is costing Columbia around $5.8 million in municipal bonds, has entered the first phase of construction.

“Say we had a [sewer] line that we put in 50 years ago. The number of people that are connected to the drainage basin increased over time to the extent that they overloaded the trunk lines.” says Tad Johnson, Columbia’s utilities director. “We have the Flat Branch relief sewer project, and it’s essentially running parallel to, or replacing, one of our trunk lines in the Flat Branch Drainage Basin.”

The Flat Branch Basin is the confluence where stormwater and sanitary sewer waste run downhill from the oldest part of Columbia — downtown. The clay sewer lines in that area, some of which were installed 115 years ago, carry the city’s wastewater to the treatment plant on the southwest side of town. The drainage basin they serve contains a large chunk of residential and business properties, from below Stadium Boulevard, north up to Business Loop 70, and almost as far east as the corner of William and Rollins streets. Coincidentally, this is one area of town that has seen a large amount of growth in the past ten years, and many of the century-old pipes can’t handle the increased demand.

“This stuff was built underground,” says Dave Sorrell, assistant utilities director and sewer engineering manager. “Until something doesn’t work — you flush your toilet and the water doesn’t go away — it’s not really thought about. So we’ve never really had a plan that systematically addresses all the problems that occur all over the city.”

A lot of those problems stem from cracks that have formed in the 670 miles of public sewer pipeline that crisscrosses underneath the city’s streets, buildings, roads, and parks. Fired clay has been the standard material for public pipelines for 6,000 years, dating back to ancient Babylonian cities, because of its durability. But longtime usage and decay causes cracks in the deteriorated joints that can let stormwater in and wastewater out. And when those cracks turn into large inflows of water that back up the system, the pipes either need to be patched with a fiberglass lining or totally replaced.

COLUMBIABUSINESSTIMES.COM /// 47

ARRESTED DEVELOPMENT Sewer pipes pushed past capacity don’t spell good news for any home or business owners hooked up to them. Consequences include basement flooding, overflowing manholes, and wastewater runoff into the local ecosystem. As outlined in the city’s Capital Improvements Plan budget, Columbia voters have approved $109 million in bonds since 2008 for improving the sewer infrastructure.

John Glascock, deputy city manager in charge of infrastructure and former public works director, says that having an adequate sewer infrastructure is a prerequisite for city growth.

“There are hot spots around town where we’re basically just out of capacity,” he says.

“And we’re either going to have to increase it or not do anything . . . You can’t just run it out on the ground, it has to stay in the pipe.”

With the recent boom of student housing and residential construction across the city, concerns over sewer capacity have increased among a public frustrated with soggy basements and flooded creeks. The FBRS was unfunded and unscheduled in the CIP for five years before its timeline was moved up to meet the demand of recent developments. The three-phase project is slated to be complete later this summer and will handle the output of new downtown complexes like Rise Apartments, on Tenth Street; the new Shakespeare’s student housing; and the American Campus Communities U Centre, on Turner Avenue. According to CIP project overviews, Phase One is the 30-inch diameter relief sewer along the MKT Trail and Flat Branch Creek; Phase Two is a 750-foot, 18-inch line from Flat Branch to Turner; and Phase Three is a 12- to 18-inch sewer that will hook to the trunk line from Elm and Sixth Streets.

Adding a building with hundreds of occupants into an already overstressed system requires that certain upgrades be made. Missouri state water usage estimates have to be calculated as 100 gallons of water used per person per day. This means a 700-bed apartment complex can raise the daily sewer usage by 70,000 gallons each day.

Developers in the downtown district are pumping their own money into city sewer improvements before they can begin building.

When Texas-based American Campus Communities came to Columbia looking to turn the lot on Turner Avenue and Providence into a 700-person apartment complex, they found out they would have to construct a new sewer line to hook into the main Flat Branch trunk 48 \\\ JUNE 2016

line. According to Chuck Carrol, vice president of development at ACC, the company ended up committing $350,000 to the project.

“We actually are constructing ourselves an 8-inch line that runs from Conley, through the project site, down Turner, and then south on Fifth Street,” Carroll said in a February interview with CBT. “[This is] just another upgrade to the utility infrastructure that is a public line and will be conveyed by the city.”

When California company Fields Holdings LLC purchased the property on Tenth Street, where Quinton’s and Britches formerly stood, Sorrell said he was uncertain about the potential impact the building would have on the already overburdened Flat Branch line. Using the state water usage averages, the city sewer department introduced the estimated amount of water that would be generated from the new development into the lines, and they used a camera positioned in the pipes downstream to measure the new peak flow. Sorrell says it filled the pipe 100 percent. Fields Holdings will have to now either make improvements to the line in front of the building or connect to the Flat Branch pipes on Elm Street.

PILED HIGHER AND DEEPER Columbia’s wastewater infrastructure is in need of an overhaul, even in areas where there is little to no new residential growth. Sewer inspection and cleaning crews are on a daily rotation to monitor and mend sections of pipe around town,

''We're either going to have to increase it or not do anything . . . You can't just run it out on the ground, it has to stay in the pipe.'' - John Glascock, deputy city manager

Columbia’s wastewater treatment plant is located at 4900 W. Gillespie Bridge Road.

but there is simply too much sewer and too few employees to cover it all.

“We do have a program where we send out [water] jets on a daily basis, three different jets each doing a different area of town, with the goal of cleaning any line that’s adding stress to the system,” Sorrell says. “We try to clean all those every five years, and our current schedule is at a little over three.”

Some of the footage his department has found is surprising. Hundreds of miles of pipeline, much of which has been uninspected for decades, is bound to contain a few unexpected wonders. When the city was investigating sewer backups near Fairview Road last July, the sewer department opened a clay line that was causing flooding in the surrounding developments. This same line had been inspected two years earlier, and no problems were found. This time however, it wasn’t just grease, tree roots, or a minor leak that had been causing the overflows in the area.

Back in his office at the wastewater treatment plant, Sorrell opens inspection crew footage from July 1, 2015 on his computer. The feed offers a snake’s-eye view inside the sewer, as the camera crew inches the equipment along the wastewater pipelines. Up on the computer screen, the footage shows a wall of water gushing in through a gash in the pipe’s top-right side.

“A leak found its way into the sewers,” Sorrell says. “One joint in that clay line where two pipes come together was leaking. We measured that, and it was coming in at a rate of 10,000 gallons an hour, 24 hours a day . . . How long’s it been like that? Because it didn’t happen yesterday. We had to dig the whole pipe up and get a new pipe in there.”

While trying to keep up with maintenance issues like the 10,000-gallon-per-hour sewer leak, the city is also pressed by private common collection systems, or PCCs: private sewer lines that connect to the city’s system, but are

not city-owned. These lines are often poorly maintained or constructed with inadequate and deteriorated materials. The sewer district has appropriated $909,020 for fiscal year 2017 into removing these systems and upgrading them to the current standards.

PCCs can also contribute to the city’s high inflow and overflow problems, as heavy storms easily overload these small systems. The city’s sanitary sewer resources have to play a constant game of catch-up just to stay afloat. With 670 miles of decades-old public sewer, thousands of manholes, 25 pump stations, a treatment plant, and a dozen miles of PCCs, it’s a never-ending battle.

“The past couple of years, we’ve been catching up on rehabilitating five or six miles of line a year, but if you looked at it from a real simple approach, we’ve got 700 miles of pipe and it’s probably not going to last 100 more years,” Sorrell says. “So then we’ve got to try to rehabilitate eight COLUMBIABUSINESSTIMES.COM /// 49

or 10 miles every year, and we’ll never be finished. It’s hard to even think about funding on something like that, and it’s every year.”

A NEW TYPE OF MANAGEMENT The other main challenge facing the city’s future sewer improvements will be meeting regulatory requirements. A system that can have a direct (and potentially devastating) impact on the natural environment draws a lot of attention from the EPA and Missouri Department of Natural Resources over concerns like water quality, chemical waste removal, overflow mitigation, and streambank stabilization.

In the past two years, the City of Columbia has been issued four notices of violation from the Missouri DNR as a result of investigations into overflows within the sewer collections system. Last year, multiple overflows, due to stormwater inflow and a broken pipe at a force main line near Clear Creek, allowed raw sewage and wastewater to discharge onto the ground and enter waterways, according to one violation notice. The city estimated that over 50,000 gallons of wastewater were discharged into the creek. Other violations cite manhole overflows into Mill Creek and Clear Creek in the late winter and early spring of this year.

“EPA, back years ago, would come in and task you with fixing the sewer, fixing the stormwater, fixing the water — all your utilities had to follow these rules,” Glascock says. “Well, if all of them are in bad shape, they can task you on each one of them and drive the rate up on each utility, which could basically make it so people couldn’t live here because they can’t afford to pay their utility bills.”

Hiking up utility rates to fund regulatory projects is one of the most available options to pay for infrastructure improvements. The paying public, however, is not often happy about unexpected increases in their monthly bills. Because it directly affects Columbians’ expenses, the city and the EPA have been working together to develop an integrated management plan that enables community members to be a part of the process when determining which projects to fund and how to go about doing it.

At their Jan. 9 meeting, the Columbia City Council authorized an agreement with HDR Engineering Inc. to develop a sewer and stormwater utilities plan. The current plan includes developing framework for regulatory strategies, organizing community outreach programs to devise funding plans with the public, analyzing the status of the current system, and developing timelines for regulatory projects.

“We’ll hold public meetings, not just in city council, but also public meetings such as interested parties that we usually have,” Glascock says. “Integrated management also has a commission or a board that is councilappointed, and they’ll hold meetings before an issue comes to council. So I’m going to guess there’s a year or two of those before we get down to what we’re actually going to do.”

In a Dec. 24, 2015 letter to Glascock, Missouri DNR Water Quality Program Director John Madras said he looked forward to working with the city to develop an IMP and thanked Columbia for the “foresight to take a comprehensive look at the diverse needs we will work through.” Madras was unavailable for comment.

Looking ahead at the city’s sanitary sewer plan, it seems like a game of perpetual catch-up. Had the city enough foresight to begin better recording, monitoring, and maintaining the sewer lines when they originally put them in, perhaps the task would be less insurmountable today. The question now is, will the city learn from the mistakes of the past and start thinking about the Columbia that will exist a century from now?

“It took 115 years to get to this position,” Sorrell says. “It’s going to take a few years to get caught up, to help reduce all that inflow and infiltration. We’ve just got to keep an eye on it and try to identify things before they come up.” CBT 50 \\\ JUNE 2016

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INFORMATION Meet three companies from three different industrial parks in Columbia that fly under the radar.

BY JIM CAMORIANO

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ROUTE Z

OTSCON:

No Stopping Them In eastern Boone County, at the intersection of two quiet roads, sits a white warehouse. It’s austere for the most part, an outbuilding of sheet metal next to acres of open farmland. The intertwining streets are called Richland and Rangeline, two fitting names for this mid-Missouri swath of rural panorama.

The facility, however, is anything but serene. Inside, approximately 200 employees are focused on making sure the Japanese car you might be driving has the ability to slow and stop at your whim.

OTSCON (pronounced “Oats-Con”) is one of more than a dozen businesses loosely cobbled together in an industrial park four to five miles east of Highway 63 and just south of I-70. The firm manufactures parking brake systems across North America for Honda, Nissan, Subaru, Toyota, Acura, and Infiniti.

The company began in 1988 as a joint venture between the Otsuka Koki Company, of Yokohama, Japan, and Orscheln Industries, of Moberly. The name is derived from a combination of the two firms. Orscheln liked the “CON” suffix for several of its other ventures, and Otsuka tacked on the first three letters.

Their Detroit office sold the company’s products until 1993, when OTSCON moved to Columbia. In 1996, the Japanese firm bought out Orscheln’s interest. Otsuka Koki Ltd. is now the parent company for 10 other firms in eight different countries.

Over the past 20 years, OTSCON has experienced five local expansions, and Kathy Cowan-Smith, plant manager, has seen them all. She’s used to change and prefers the rapid pace. “Automotive manufacturing is a constantly changing field,” she says. “It’s completely different

than what I did before,” referring to her previous days in the production of carpet-laying materials.

Working for an international firm like Otsuka Koki means a penchant for production. “Japanese automakers have a culture of open communication regarding goals,” Cowan-Smith says. “They are well posted, and we have a lot of quality benchmarks.”

The OTSCON facility encompasses a little over 200,000 square feet and specializes in braking systems that include brake pedals and foot pedal emergency brakes, cane brakes (for commercial trucks, for example), and center-lever emergency brakes (the hand brake between your front seats).

“I’d say we make an average of 45,000 to 55,000 products a week,” Cowan-Smith says. That’s a hefty supply of parts leaving Columbia, and it requires a complex set of skills in the production process, ranging from stamping, welding, milling, heat treating, injection molding, assembly, and inspection. The plant also employs five individuals in research and development, designing and testing new products.

Cowan-Smith points to the recent application of robotic welding, stamping, and injection mold capabilities as some of the company’s finest achievements. Another accomplishment was snatching Toyota as a customer. Previously, OTSCON had been a tier two supplier to the Japanese automaker, but they moved to tier one status approximately five years ago; the upgrade meant that OTSCON became a direct supplier of parts sold

by Toyota straight to the consumer. Specifically, the local plant makes emergency brakes for the Toyota Camry. They also provide brake pedals for Subaru and braking systems for the Honda Civic and Nissan Altima, among many other vehicles.

The company has expanded into the automotive brake pedal business at the Columbia plant, but they also have a new venture to occupy their time: managing a startup with folks from down under.

At the end of January 2016, OTSCON entered into a joint endeavor with Australia’s MTM Automotive Components. The new company, MTMOTSCON, will be headquartered within the Columbia plant. The undertaking came from a chance meeting between MTM’s owner and OTSCON vice president Satoshi Watanabe. “They had some acquaintances in common, and MTM has wanted to expand into the North America market,” Cowan-Smith says.

The company will start off with around 25 employees or so in the first three years and then expand, according to Cowan-Smith. “Within the next five years, we hope to grow MTM-OTSCON to the point that we can build a separate facility for them in Columbia or along the auto corridor,” she says. That corridor is defined by their Japanese parent company as Mideast states like Ohio, Kentucky, and Tennessee.

MTM-OTSCON will likely manufacture door components and similar elements. “We’re putting out a lot of different feelers on types of parts, but we know at least they’ll all be for the automotive industry,” Cowan-Smith says.

OTSCON faces the same trials as other manufacturers in the industry: adapting to ongoing changes in technology and consumer preferences, and the search for new customers. For OTSCON, that means finding and securing clients for brake pedals, clutches, and accelerators.

“The biggest challenge is breaking into a new product line,” CowanSmith says. “But we’re up to it. We’ve been a part of this community for over 20 years, and our intention is to be here for many more to come.”

After two decades, it’s clear that while this Columbia business specializes in helping people reduce speed, they don’t plan to put the brakes on their success anytime soon.

COLUMBIABUSINESSTIMES.COM /// 53

BIZ AREA IN

ROUTE B

THE

LEMONE INDUSTRIAL

ENVIRONMENTAL DYNAMICS INTERNATIONAL: Wastewater Worldwide

Without Columbia firm Environmental Dynamics International, something wouldn’t smell right in China.

That’s because their products are used in what happens to be the world’s largest wastewater treatment system, handling more than one billion gallons of sewage a day in that country.

Chuck Tharp is the chairman and co-founder of EDI, a designer and manufacturer of city and industrial sewage treatment products distributed globally. EDI has put up some impressive numbers in the industry, raking in more than $30 million in annual sales, with nearly 7,000 installations in 105 countries. In fact, more than 300 million people worldwide — or roughly the same number of people living in the entire United States — benefit from EDI’s equipment.

Even though EDI possesses a massive global footprint, you won’t find them in Columbia’s top 10 largest employers list. They currently max out at around 100 workers. Still, it’s a far cry from the simpler days, when Chuck and his cousin, Clark Campbell, started in 1976.

Campbell ran a plumbing company at the time, and Tharp was putting his civil and environmental engineering degrees to use in waste treatment equipment for larger plants. EDI began selling smaller systems to area municipalities, originally with meager but positive results. First year sales were approximately $24,000.

“The economy and other issues made it attractive to expand our horizons,” Tharp says. They saw an opportunity where most did not, taking science and fitting it into real-world needs. “It’s not so much inventing new technology as it’s applying technology to current problems,” he says.

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• Linen King Group LLC • Perry Legend Collision Repair • Marine Parents • OATS • IBM • CARFAX Inc. • Bryan University • Courtyard Marriott • Ryder Truck Rental and Leasing • United States Postal Service • MU Assessment Resource Center • ABC Supply Co. Inc. • Coca-Cola • Dana Limited • FedEx Ground • Battenfeld Technologies • Gates Rubber • Quarterdeck Building – MU Health Care • Allstate Consultants • Dialysis Clinic Inc. • Missouri Crop Improvement Association • Goedecke Construction Equipment and Supplies • MU Printing Services • Daily Living Medical • Industrial Textiles • Ameren UE Training Center • MU Libraries Depository • Data Retention Services • MU Supply Chain Records Management • CenturyLink • Veterans United Home Loans

ROUTE Z • OTSCON INC. • Chigger Creek Wood Products • Elevate Gymnastics and Fitness • Copart Auto Auction • Missouri Auto Auction • YRC Freight • Wildcat Materials • Cintas Uniform Services • Estes Express Lines • CMC Manufacturing (Central Missouri Countertops) • Capital Railroad Contracting (RR & Excavation) • Precision Precast • Statler Stitcher • Pertech • Kelley Klean Restoration Company • AsCon Construction

ROUTE B • Environmental Dynamics International (EDI) • FedEx Freight • Engineered Plastic Components • Johnson Products • Cell-Pak • Tractor Supply Co. • Quaker Oats • Henderson Implement and Outdoor Power • Broad Building Supply • Honeywell • JM Eagle • Schneider Electric – Square D • 3M • Kraft Heinz • Kelly Services • Triple L Mini Storage • Nauser Beverage • Glazer’s Midwest • Con-Way Freight • Mid-City Lumber • American Air Filter • Weaver Manufacturing

Specifically, Tharp patented a system that configured high-efficiency devices for aerating lagoons. The result was a gain in energy savings by as much as 50 percent over existing technology; that became EDI’s secret sauce: selling equipment on the basis of energy efficiency.

“Biological and aeration systems were the key,” Tharp says. The basic principle is that bacteria are needed to consume waste. For bacteria to grow and multiply, they need oxygen, which is added to water in a process known as aeration. The byproduct of aerobic biological treatment is carbon dioxide and water, which are odorless. Without oxygen, a different kind of bacteria (anaerobic) multiplies instead, releasing the familiar sewer smell.

Encouraged by their results, EDI continued to apply scientific solutions aimed at large-scale needs. In 1993, the company moved to its current location at 5601 Paris Road. The 110,000-square-foot facility sits on about 11 acres and includes manufacturing, engineering, a small research park, and two laboratories.

EDI has grown exponentially. Just over half of their business is now beyond U.S. borders. They have operations in China, Singapore, Germany, Japan, India, the U.K., and Mexico. About 70 percent of their clients are subdivisions and municipalities, including the City of Columbia.

About 30 percent of their customers are industrial, such as meat-packing plants, wineries, and fracking operations.

But with growth comes complexity, and a few more headaches. Not that Tharp minds the company’s success. He takes great joy in EDI’s ability to help put food on the table for the 100-plus families who work there, but things are a lot different than they were 40 years ago. Before, EDI only had to solve the problems of small-town America.

“Back then, my ambition was to grow to a million dollars in sales, and then I was going to be rich,” Tharp says. “We have $30 million in sales now, and I guess I’m still waiting to be rich.” That’s because Tharp and his leadership team, dealing with international trade, must consider tariffs, foreign exchange rates, the nuances of regulation and compliance, and numerous expenses. In addition, every CEO must contend with pressure from competitors — for EDI, they would be Xylem, out of New York, and French giants Veolia and Suez.

Running a business that touches the other side of the world requires the capacity to adapt quickly and hire the right talent at the right time. For example, EDI had been doing only modest business in the Middle East until they hired an individual in Dubai who spoke Arabic fluently. “We grew volume by a factor of four this year as a result,” he says. “After 40 years, EDI is still growing. You have to grow if you want to stay competitive.”

EDI recently incorporated a sister company — EDI India — to serve the India market. Tharp says the move avoided high shipping costs and large import duties, and it allowed for faster customer service. “Shipping from the United States took more than six weeks on the water, which led to missed opportunities,” he says.

At the time of this writing, EDI was about to incorporate an EDI Europe, in the U.K. “The European theater and Middle East are areas of great opportunity,” Tharp says. “They respect intellectual property rights, and we can be very competitive there.”

Tharp seems to take all the complexities in stride. Perhaps that’s because at the age of 77, he’s been around the lagoon more than most in the business. He attributes EDI’s continued success to sticking to its forte: innovation in aeration systems and biological treatment solutions.

“We basically have been a small company that has been able to carve out a niche in this business,” he says. “When you can do that, you’re

able to sustain yourself. I’ve watched a lot of others get absorbed or fall by trying too much.”

EDI’s efforts at applied science likely stem from Tharp’s own discipline.

His farm background, combined with an engineering degree, resulted in more than a few working concepts. “In high school, I had the idea that I wanted to build things, particularly things that could be put to use,” he says.

Today, EDI products are being put to use in thousands of projects on seven continents. EDI may not be the most familiar local brand, but they’ve been responsible for cleaning up a considerable part of the world — from right here in CoMo.

LEMONE INDUSTRIAL

LINEN KING:

Cleaning Up Health Care Wash. Dry. Fold. Doing laundry is a regular part of our lives. Whether separating that bright red shirt from our white tees or throwing jeans in the cold cycle, it’s a routine that takes a good chunk of time during the week.

Yet compared to a local laundry service tucked behind Lemone Industrial Boulevard, we’re a small piece of lint in the tumbling cycle of life.

Linen King, a commercial laundry service focused on serving the health care industry, operates out of a 53,000-square-foot facility in Columbia. Add their facilities in Oklahoma, Arkansas, and Kansas, and it’s a company that processes more than 50 million pounds of linen per year. Approximately 9 million pounds of that is cleaned right here in Columbia.

Mercy Health System, in St. Louis, is the main source of linen for the Columbia plant, which opened in 2010. Trucks operated by Linen COLUMBIABUSINESSTIMES.COM /// 55

King make constant trips between the two cities, toting dirty and then clean hospital bedding, lab coats, surgical towels, gowns, cubicle curtains, baby blankets and shirts, and even floor mats.

Founding partner and CEO Leonard McCullough doesn’t have to look too far back to appreciate the company’s astonishing growth from its humble beginnings in the late ’90s. It started with his father, L.K. McCullough, who had been running a laundry service for the food and beverage industry for a couple of decades.

Little Leonard was right there with him. “I remember helping my father deliver laundry when I was two years old,” McCullough says.

By the time McCullough went to Duke University on a wrestling scholarship, his father had transitioned his laundry services to the health care sector. The particular field had better potential, as washing linen was the number one outsourced operation for hospitals. The existing arrangement for the elder McCullough, however, was less than ideal, at least to Leonard. “I often saw my father going in at two o’clock in the morning, working 90to 100-hour weeks,” he says. “My father really had bleach in his blood. He was always out working on the (factory) floor, and I thought, ‘Anyone who works that hard should have his own business.’”

So father and son took the leap together in 1999. With the help of entrepreneur Kevin Jordan, they bought a small laundry from ServiceMaster in Sand Springs, just west of Tulsa, Oklahoma. Linen King began with 17 employees and around $700,000 in annual revenue. Today, it has just under 300 employees throughout all branches and an annual revenue of over $20 million.

“I think the secret to us working together is that we don’t step on each other’s toes,” McCullough says. “I don’t question my father on the operations and engineering side, and he doesn’t question me on the administration, sales, and finance side.”

Linen King’s mission is to treat clients “like royalty,” but the saying is also aimed at employees. Management makes a point to be attentive to their workforce. The Columbia plant, for example, employs about 50 workers, many of whom are African immigrants. “I’ve gained a great appreciation and understanding of where they come from,” McCullough says. “It’s amazing to see how dedicated they are and how they send a tremendous amount of money back to their family members overseas.”

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In addition, McCullough revealed how personal the business is to him. His own daughter has battled a heart condition and has been in and out of many health care facilities. “We’ve all had family members in a hospital,” he says. “And we all want clean sheets and warm blankets for our loved ones. What we do is very important.”

The work starts at the dock, when an incoming truck drops off soiled linen. Workers then sort them by hand. It’s the only segment of the assembly line that’s not automated. From there, 110-pound bags slide on an overhead rail to a tunnel washer the size of a tractor trailer.

After being washed, the linen goes through hydraulic presses that squeeze out the water and move “cakes” of linen onto a conveyor and into a dryer. Finally, they are routed to an ironer for pressing or folding, put onto sanitized carts, weighed, catalogued, and wrapped in plastic for shipping. All in a matter of hours.

The precision process then starts over for the next incoming batch. If they find a stubborn stain, they’ll add special chemicals and send the laundry to a separate conventional washer that can process 450 pounds of linen at a time. They also monitor the pH levels of their water to ensure all fabric is allergen-free.

It’s not just about getting the dirt or contaminants out and delivering fresh-smelling sheets. Education is key to making the business run efficiently. “We work with doctors, nurses, and other staff on how to use the linens to get the most mileage out of them,” McCullough says. He adds that 80 percent of all linen loss in the industry can be attributed to misuse, theft, or workers simply throwing items away.

McCullough says this type of full-service approach has enabled Linen King to earn Healthcare Laundry Accreditation Council certification, the industry’s prized rating for quality and safety. McCullough says the achievement, in part, stems from employees and management adhering to 10 guiding principles, one of which is to “always realize that our business exists to serve our customers.” That’s a no-brainer and a basic tenet of business, but one that can often get lost in the wash. McCullough and his leadership team are determined to not let that happen. “Our desire is to show how important this business can be to the community,” he says.

If their customer retention rate — over 90 percent — is an indication of being community-focused, then Linen King is spot on.

Or, perhaps, spotless. CBT

COLUMBIABUSINESSTIMES.COM /// 57

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Interrupted

TRANS MISSION It’s been nearly a decade since the city first announced the need for electrical transmission lines in south Columbia. The fight keeps heating up.

BY MATT PATSTON

E

ighty feet high, 8-foot circumference, steel pole. Three thick cords of wire, stretching and sagging slightly over the course of 500 feet. The cords connect with another pole, 80 feet high, 8-foot circumference, steel. Then they connect with another, and another, and so on for 12 miles.

The wires hum faintly. Underneath the poles and slightly to the side, for most of the way, is sidewalk, grass, passing cars, and trees. Underneath and slightly to the side, for some of the way, are well-kept bushes, well-trimmed lawns, and roofs. The wires radiate an electromagnetic field that may or may not reach through the roof at about the same strength as a cell phone, and that electromagnetic field may or may not cause childhood leukemia.

Inside the house, a coffee maker makes coffee. A television plays television. Phone chargers charge phones. Looking up from the porch of the houses, the wires are strung along in the foreground of the sky.

COLUMBIABUSINESSTIMES.COM /// 59

I

n 2007, the city’s Water and Light Department formally identified the need for an additional substation and electrical distribution system in south Columbia. Informally, the need had been swelling for a while. New development, mostly quiet, affluent subdivisions, had begun reconfiguring the southwest of the city, and at the same time, the federal government was pushing tighter reliability standards on utility providers, private and public.

“I think for Water and Light staff members, we’ve always prided ourselves on growing with the community and keeping up with electric demands, and that’s been since 1904,” Connie Kacprowicz, the department’s communications supervisor, says. “We just want to get to a point where we can get the solution in place before its needed so we’re not running into a situation where people don’t have a reliable source of electricity.”

That’s sometimes complicated for a municipal-owned utility, working under the scope of the public and the city council that the public elects. In 2009, with data and research ready, Water and Light began collecting comments and suggestions from the public and from council about the grid upgrades. After a year of that, in March 2010, council approved the acquisition of property to build the substation. After the substation was built, transmission lines would have to connect that project, near Providence and Nifong, with the existing McBaine, Grindstone, and Perche Creek substations.

The space between those substations is southwest Columbia, with all of its new devel-

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opment, much of it residential, peaceful, and scenic. This area is unavoidably in the middle of where power lines needed to be. Water and Light spent seven months drawing up the 10 routes they thought would be the most efficient and “least objectionable.” But they all cut through the same area, in one way or another.

“When you’re looking at the maps,” Kacprowicz says, “trying to find how to connect the dots without running through a residential section is very complicated.”

S

outhwest Columbia is the city’s fifth ward. Their councilwoman, Laura Nauser, is short and small, with thin glasses and lots of energy.

A PAC called Columbians for Responsible Government recently tried to get Nauser recalled from her council seat, based on her handling of the power line project, which she had reopened to council discussion after two years and $3.5 million dollars spent. In April, the petition came up 60 signatures short of the requirement to force a special election.

“I first heard about [transmission lines] back in 2005, after I won my first election,” Nauser says. “The then-Water and Light Department director, Dan Dasho, made a comment to me, and I don’t know what the context was, or why he says this, but it was to the effect of, ‘Just wait until we have the conversation about transmission lines.’”

Politics surrounding the project have grown increasingly toxic. Between 2010 and 2011, Water and Light developed “Option A,” their suggested route for the new transmission lines

connecting the substations. Option A strings 12 miles of 161-kilovolt transmission lines through the area, mostly along Nifong and Scott Boulevard, and skirts through several subdivisions, including Thornbrook, where Nauser lives, Oak Park, and the Cascades. Water and Light also developed an Option B, which replaces the 161-kilovolt lines in the residential areas with smaller 69-kilovolt lines and runs 161-kilovolt lines along the outside edge of city limits, around most development. The department used a multi-faceted decision matrix to determine the best possible routes for each option, and they’ve repeatedly recommended Option A to city council, saying that it provides the most reliability and long-term stability possible.

“I’ve always thought that Option A was the preferred option,” Nauser says, “and everything was done to make Option A look the best.”

Some fifth ward residents raised questions about the controversial science linking longterm power line exposure and cancer, particularly in children. Others worried about the impact power lines would have on their property values, whether due to health concerns or aesthetics. The idea of burying the 161-kilovolt lines underground gained some momentum, despite warnings from Water and Light that undergrounding would add tens of millions of dollars in cost, which would mean citywide rate increases.

Nauser unsuccessfully ran for state congress in 2010, then didn’t run for council reelection in 2011, when Water and Light was in the middle of developing Options A and B. When she came

UNDERGROUND Some people have called for transmission lines to be buried underground. Will it ever happen?

One of the many questions surrounding the power lines project in south Columbia has been about undergrounding — the process of burying electric lines below the ground to avoid electromagnetic fields and tall, unappealing steel poles. Could the transmission lines be buried? Could parts of it be buried?

The city explored undergrounding as a potential option, but a few barriers came up: cost, popularity, and fairness.

In a 2012 interested parties meeting, Water and Light presented information on undergrounding to residents near the proposed power lines. The presentation noted that, although burying the lines was more aesthetically pleasing and reduced the risk of damage to the lines, it was seven to 10 times more expensive to build, and maintenance would be more expensive as well. The extra expense would have to be paid through the city’s utility rates, which would affect Water and Light customers across the city.

This led several people, including Councilwoman Laura Nauser, to support a hybrid solution — burying the lines near residential and school areas. City council ultimately voted in favor of no undergrounding, due to the costs of construction and the unknown effects undergrounding could have in the future. Water and Light has contacted other utilities to ask if they buried any transmission lines; nobody they’ve talked to has done so.

The city has been burying distribution (not transmission) lines across the city, which is a cheaper and easier project because distribution lines are smaller and less powerful. Distribution lines in south Columbia will be buried when the new transmission lines are built, wherever they are.

One notable area of undergrounding has been on Business Loop 70, where The Loop CID has been burying lines with the city. Carrie Gartner, CID director, also helped bury lines in North Village when she was director of The District CID. “When we started in North Village, [power lines] were all overhead, and that’s what makes it look bad,” she says.

“It makes such a huge difference.”

back to council, following a special election in February 2013, the city was in the end stages of picking a route. They voted on the issue in a crowded council meeting in July of that year.

According to the minutes from that meeting, Nauser said that she thought Option A was the most financially beneficial to the community, but that the public had expected some undergrounding; she supported a hybrid version of Option A, with undergrounding at least done near schools. Ultimately, the council voted 5–2 in favor of Option A with no undergrounding, with Barbara Hoppe and Laura Nauser dissenting.

I

n the afternoon of August 14, 2003, a 345-kilovolt transmission line sagged into a tree in Walton Hills, Ohio. The contact caused the line to fail, which shifted power to another 345-kilovolt line, causing it to also sag into a tree and fail. Over the next 2 hours, the resulting shift in the electrical grid, multiplying with every failed line, would blackout parts of 8 states and Ontario. It was the largest blackout in North American history.

Following the blackout, the federal government overhauled its regulation for power reliability, ultimately deputizing the nonprofit North American Electric Reliability Corporation, or NERC, to create and enforce reliability standards to which all utility providers must adhere. Utilities face daily fines for violation of the standards, which can range from $1,000, for a small violation in a small market, to $1 million, for a big violation in a big market.

The city’s electric load growth rate has dipped from 2 percent annually, its historical average, to 1.25 percent, which has provided a little flexibility in Columbia’s grid.

Water and Light is still anxious to get the new substation and transmission lines built. MU is requesting a 20-megawatt boost in its non-firm energy capacity in 2021, which may be impossibly taxing on the system without resolving the issues on the south side of town.

Several citizens, Nauser included, have wondered if an increased electric load will even be necessary by 2021.

Energy efficient homes have come a long way since 2007, and net-zero homes, which are efficient to the point of taking zero power off the grid, are being built throughout the country now.

The problem, Connie Kacprowicz says, is that for these technologies to lower the grid’s required capability, they would have to work best during peak utility hours, which they don’t. Solar power production tends to dwindle between 5:00 and 7:00 p.m. in the summer, coinciding with Water and Light’s most demanding hours.

And because solar is, for the time being, an intermittent resource, it doesn’t count toward the city’s NERC requirements. Besides, older homes, including some in the fifth ward, are often impossible to upgrade to net-zero status without significant investment by the homeowner.

“Could solar help us down the road? We certainly hope so,” Kacprowicz says. “But the technology isn’t quite there yet.”

COLUMBIABUSINESSTIMES.COM /// 61

“ W H EN YOU ’ R E LOOK I N G AT TH E MAP S , T RY I N G TO F I N D H OW TO CO N N EC T TH E DOTS W I T H O U T R U N N IN G T H R O U GH A R ESI D EN T I A L S EC T I ON I S V ERY COM P L I CAT E D.”

Connie Kacprowicz 62 \\\ JUNE 2016

In south Columbia, Water and Light has been able to avoid NERC violations by rerouting some of the town’s energy, but the system is still overloaded. For a substation with two transformers, the department’s loading design goals are that the substation operates at 50 percent capacity (66.6 percent for a threetransformer substation). Perche Creek, a twotransformer substation, operated at 72 percent capacity in 2015; Grindstone and Hinkson substations, three-transformer substations in or near south Columbia, operated at 48 and 64 percent, respectively.

“Without doing anything, we’ll run into problems in the 2020 timeframe,” Kacprowicz says. “There are some big decisions that council needs to make.”

T

he big decision council will make is whether to continue moving forward with Option A or switch plans and move to Option B or Option E, a potential route, running down from a non-Columbia substation north of the city, proposed by new mayor Brian Treece. In January, after Nauser had reopened discussion on the transmission line project, council paused the project to examine some lingering community concerns, including the possible health effects of power lines and their impact on property values. Nauser says she was acting on behalf of a number of impassioned constituents who felt misled in the original discussion; in the 2013 council meeting, in which Nauser was one of two council members to vote against Option A, she said she felt there had always been a public expectation that some undergrounding could be done. But Nauser also wants to explore other non-transmission line options, like energy efficiency programs. In the January meeting, Nauser found the council support for these thoughts that she didn’t have in 2013.

A lot of money hangs in the balance. “You can’t move back and forth in the process without costing time and money,” Kacprowicz says. The city has already spent $3.5 million on the design phase of Option A; if the council votes to switch to another option, $3 million will be lost. Additionally, two to three years will be added to the project’s timeline, putting the best-case scenario completion date in 2019. Option B also doesn’t address the loading issues faced in the rest of the city’s 69-kilovolt system, which would have to be addressed in a separate project at an unspecified time.

The department is also worried about second contingency issues — events that could compromise the system if they happen at the same time as another event. Option B has more than four times the second contingencies of Option A. All these factors led Columbians for Responsible Government to start their petition to recall Nauser. Taylor Burks, a fifth ward resident and co-founder of the PAC, hand delivered the petition to city hall.

Burks is a Navy veteran, and he looks the part: tall, trim, confident. It turned out that about 15 percent of the signatures collected on the petition weren’t from registered fifth ward voters, and the petition fell short of the number needed for a recall election. Burks isn’t terribly discouraged, though; the recall wasn’t exactly the point.

“You can’t act with integrity if you set up a process and then throw that process out when it doesn’t fit your own political narrative,” Burks says, “which I think is what council has done over the past couple of years.”

The recall was as much about making a public statement of frustration as it was about filling a council seat. In April 2015, voters approved a $63.1 million bond issue that was meant, in large part, to pay for the council-approved transmission route, which was Option A. The bond language allowed for changes to the route to be made, but Burks sees any switch as disingenuous.

“People think that it’s settled, they think that the city is going to sort of stand by the process that was in place,” Burks says. “And then to overturn the years of work and give false reassurances to people that the process is settled when it’s not, I think that’s where a lot of the anger stems from. People trusted what the process was, and it’s no longer what’s going to go through.”

Nauser says that council will approve a plan, by summer or fall. The project has dragged on longer than anyone wanted it to. She says, “I remember, in my first term, having conversations like, ‘Why are we not starting this process now? Why is this going to take so long if we know that we’re going to need it?’”

P

eople have been jittery about living near power lines since the late ’70s, when a study was published noting a correlation between families living near power lines in Denver and a higher rate of childhood cancer. After a few decades of research, the science is murky.

Nobody has been able to establish a mechanism by which the electromagnetic fields, or EMF, given off by power lines can have any adverse health effects. Even finding a correlation is difficult, because EMFs surround us virtually 100 percent of the time — through our cell phones, televisions, appliances, computers, and anything else electric.

Still, a number of epidemiological studies support a small increased risk of leukemia in children living near high-voltage power lines. The International Agency for Research on Cancer studied electric and magnetic fields separately and found “limited evidence” of magnetic fields causing childhood leukemia and “inadequate evidence” for all other cancers, in children and adults, from electric and magnetic fields. And the correlation between EMFs and power lines is probably more overblown than the original study suggested — the American Cancer Society, in a report on EMFs, says “although being directly under a power line exposes you to its highest strength field, it is often in the range of what you could be exposed to when using certain household appliances.”

EMFs’ biggest impact may not be on health, but on home values. A number of papers have been written about how to appraise homes near power lines, but it’s hard to draw a consistent conclusion — most of them say that it depends on the community. The more a community fears power lines, the more impact they’ll have on a home’s value.

The transmission project is closing in on a decade of work now, and there are still no 80-foot high, 8-foot circumference steel poles lining Nifong and Scott Boulevard. The project has gathered nine years of political momentum — in a presentation prepared by Water and Light for the city council, one slide includes that “The project has been subject to City Council review FOURTEEN times.” Now it's closer to 20.

The transmission line project has become an emotional issue for all involved, but not necessarily for the same reasons.

“Aside from health impacts and property values, a big third question becomes, ‘Why is the city incapable of planning for infrastructure in an appropriate timeframe?’” Burks says.

Kacprowicz says that, thankfully, there have been a string of cool summers the past few years, which has helped keep southwest Columbia from violating regulations. The city is hoping for another this year. CBT COLUMBIABUSINESSTIMES.COM /// 63

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NONPROFIT SPOTLIGHT

›› Job Point

On Point

Job Point links Columbia residents with opportunities and education.

BY SIERRA STEWART | PHOTOS BY BRENNA McDERMOTT IN 1965, Missouri senators Stuart Symington and Edward V. Long made a $9,000 donation to the Columbia Cosmopolitan Luncheon Club to support a new program teaching men and women how to, respectively, repair Pepsi cases and iron clothes. Today, the program supports nearly 500 members of the Columbia community as Job Point: a nonprofit community development corporation. While today’s job market is significantly more complex, Job Point evolves to manage its ebb and flow.

In the 2015 fiscal year, Job Point, formerly Advent Enterprises, served 432 people with a 98 percent customer satisfaction rate. The nonprofit offers job placement and career counseling for adults with disabilities; individuals who are unemployed or underem-

ployed; people with social, economic, legal, or educational disadvantages; people with physical or mental health conditions; and high-risk youth.

“Most of the people that we work with have barriers, but what I didn’t realize was the sheer number of barriers that individuals may have,” says president and CEO Steve Smith.

Before applying for jobs, many clients go through training and certificate courses facilitated by Job Point. These include programs in office technology; sales; carpentry; heavy construction; heating, ventilation, and air conditioning; and nursing assistantship. With such training, the average hourly wage for Job Point clients in 2015 was $10.42, $2.77 more the 2015 Missouri minimum wage.

Some of Job Point’s programs require fees, but most are paid by sponsoring agencies

John Mullette

Eric Morrison

CERTIFIED SUCCESS

66 \\\ JUNE 2016

such as the Division of Vocational Rehabilitation, Rehabilitation Services for the Blind, Missouri’s Workforce Investment Board, the Division of Probation and Parole, and the Veteran’s Administration.

“We try to be holistic in our approach in that we work with each person to help them maximize their success,” Smith says. “If the first job we place them in isn’t the right one for them, we help them find a job after that.”

Most often, replacement is unnecessary.

According to Job Point, 73 percent of the company’s adult job seekers maintain employment for at least 90 days.

Chuck Bowman, Job Point board member and president of Monarch Title Co., says it’s not just about job placement. He says, “Once they put them in a job, they also mentor and coach them to make sure they’re successful.”

Steve Smith

➜ 400 Wilkes Blvd.

573-449-3431 JobPointMo.com

CONNECTING DOTS With locations in Columbia and Marshall, Job Point coordinates numerous projects and services, including a partnership with the City of Columbia’s community housing development program. In that program, YouthBuild students build new homes for low income families in the community.

YouthBuild, a Job Point program, assists students 17 and older by building leadership skills, providing job training, and advancing their education.

The program is also a Partner in Education with Douglass High School, helping students with English and empowering those at risk of dropping out.

Job Point is also affiliated with the Harry S. Truman Memorial Veterans’ Hospital through the nonprofit’s local vocational rehabilitation office, offering their services to veterans who have returned home and seek employment.

Most of Job Point’s initiatives are funded by the Missouri Vocational Rehabilitation Division. Various companies, like Heart of Missouri United Way and MoDOT, help the nonprofit by providing private scholarships

Chuck Bowman

Our staff could all be earning more money elsewhere, but they're very dedicated, very patient, and very open to serving the needs of the clients." - Steve Smith, President and CEO

As clients move in and out of programs, their relationship with the staff at Job Point remains concrete.

“Many of our clients, whether they made it through the program or not, come in and touch base and still consider this a home,” Smith says.

SUSTAINED SUCCESS

to the company to cover costs of services and maintenance.

But these accredited services would be impossible without a staff capable of handling every individual’s situation. As nearly 500 people walk in Job Point’s doors yearly, the staff learns each client’s story and provides services to fit their needs. “[Our staff] could all be earning more money elsewhere, but they’re very dedicated, very patient, and very open to serving the needs of clients,” Smith says. “They regularly go above and beyond our expectations.”

“Our graduations are the highlight of my year,” Smith says. “You see the pride and the satisfaction that our clients have, and oftentimes, it’s the first sustained success they’ve had in their life. That’s very rewarding.”

The nonprofit expects an upcoming construction program, in partnership with the Columbia Housing Authority, to begin in July.

A new certification program in electricity maintenance is also being considered for 2017.

With over 50 years in business, Job Point meets its mission to “promote the abilities of individuals seeking employment through innovative training, education and business partnership, enriching the communities where we work and live.”

Bowman says, “[Job Point] receives a lot from the community, but they give a lot back because they’re putting trained, qualified people to work.” CBT

Tina Workman

Matt Garrett

COLUMBIABUSINESSTIMES.COM /// 67

Al Marklin, Steve Powell, Robin Tipton Photo by Anthony Jinson 68 \\\ JUNE 2016

CELEBRATIONS

➜ 204 Corporate Lake Dr. 573-442-9855 deltasys.com

›› Delta Systems

Strong System

Delta Systems celebrates 30 years of IT expertise.

IN A 2015 COMPANY ANALYSIS, Delta Systems employees discovered that they attract, on average, a new client or project every nine days.

“Figuring that out was a bit surprising because we don’t really advertise — it’s all word-of-mouth,” says Delta Systems’ owner and president, Steve Powell. “It’s very pleasing to know that we’re doing something right and that we’ve got a reputation built up."

Delta Systems creates software solutions to streamline business’ operations through databases, e-commerce sites, membership tracking, and more. The company, which celebrated its 30th anniversary in May, has worked with over 900 companies and thousands of individuals to date. Powell says that, at any given time, Delta Systems is working on 100 to 200 projects.

About 40 percent of their clients are outside of Columbia, and more than half of their 27 employees work remotely from eight states.

In July, all of Delta Systems’ employees will gather in Columbia to celebrate a business whose face has changed in 30 years, but still operates on the same values.

RICH HISTORY Debin Benish started Delta Systems as a computer training and consulting company. She worked out of her home, training people to transition from typewriters to computers.

Powell says Benish ran the company like a charity, helping nonprofits adjust to the internet age, and often neglected to pay herself a salary.

As companies Benish trained expanded, they outgrew Excel. When she taught them about Microsoft Access, a database creation system, the companies said it was too complicated. They asked her to build it instead. At that point, Delta Systems didn’t have any programmers. That’s when Powell came in.

Powell began working at Delta Systems in 2002, after selling an email server monitoring and reporting company called SoftCell Communications. He was looking for a job and asked Ben-

ish if she wanted someone to head her software development division. Powell remembers she responded, “I don’t have a software development division.” So he created one.

Powell calls 2004 a watershed moment for the company. The lease for their office on Old 63 was up, and Benish was considering retirement, so she asked Powell if he was interested in buying the company. After some consideration, Powell said yes and purchased Delta Systems in 2005. Less than a year after the sale, Benish died of cancer.

“I think we’ve done a good job continuing her legacy of the training and the support,” Powell says. “And we’re providing value to companies and skill sets that people just don’t have.”

CHANGING BRAND In 1996, 70 percent of Delta Systems’ revenue was in training, with the other 30 percent in development. In 2003, one year after Powell joined the company, training made up only five percent of business. Delta Systems’ clients have included national brands, like McGraw Hill and Arm & Hammer, and local organizations, like EquipmentShare, True/False, and the Missouri School of Journalism.

Most of Delta Systems’ clients come from referrals or past employees. The average length of their relationships with clients is seven years, but some companies, like Shelter Insurance, have worked with Delta Systems for all 30 years.

While building databases for e-commerce sites, Powell says he realized that the only difference between his company and his client was that the client filled the orders.

“We didn’t really have a rudder to our ship, we just kind of blew around,” he says. “We were like, Let’s do something more tangible. We need a service-offering software or we need to actually sell stuff online.”

The company started Delta Commerce in 2014 to sell products online. Among other things, they sell high-quality machetes, used in agriculture.

BY MARILYN HAIGH Delta Systems now sells service-based applications for a variety of companies. This way, they develop the product once and are able to sell it multiple times. In 2010, they released a contract manager for nonprofits or chambers of commerce to track sponsorships. The Columbia Chamber of Commerce was the first to use the product, named EasyTRC “With EasyTRC, the amount of paperwork we have now is minimal,” President Matt McCormick says. “It used to be extremely paper-heavy, where now we’re able to do it digitally."

McCormick says each year they make an effort to find out what could be better with the system.

Other projects that Delta Systems is developing include FestMaker, a festival organization system designed for True/False; volunteer management and communication tool DoGooder; and others.

“We have to become an expert at the customer’s business and then figure out the process they’re doing and turn it into an electronic system. That’s hard,” Powell says. “It’s confusing and challenging, and we love that.” CBT

TIMELINE 1986 › Delta Systems is founded by Debin Benish to provide computer training for people used to typewriters.

1992 › The Columbia Chamber of Commerce gives Delta Systems the Small Business of the Year Award.

2005 › Steve Powell buys Delta Systems from Benish, who succumbs to cancer less than a year later. In her memory, Delta and Women’s Network create the Debin Benish Outstanding Businesswoman Award, given every year to a community leader.

2014 › Delta is named a Blue Ribbon Small Business of the Year by the U.S. Chamber of Commerce.

2016 › Delta Systems celebrates its 30th anniversary in May and will host a party in July.

COLUMBIABUSINESSTIMES.COM /// 69

70 \\\ JUNE 2016

MARKETING

›› Monica Pitts talks marketing trends and tips

Harness the Power of Online Reviews IN OUR COMMUNITY, the power of a referral is unmatched. But one thing many local businesses are overlooking is the power of the online review. In 2014, almost nine out of 10 consumers looked at reviews to help make decisions on local businesses, according to Bright Local’s Consumer Review Survey.

Online reviews are like the black sheep cousin of referrals — you didn’t pick ’em, but they come with the package. MarketingCharts.com reported 68 percent of Millennials trust consumer generated content, including reviews, almost as much as a referral from their friends and family.

I combed through the Google reviews of some Columbia businesses and found the majority had less than three reviews, but a handful had more. I had to know — what made those businesses embrace online reviews? And what are they doing that the rest of us are not?

One of the pack leaders for local reviews was Foundation Recovery Systems. Margrett Andrews, marketing director, recognizes the need for online reviews. “Quite a few of our customers have left feedback specifically stating they went with us because of our good reviews and high recommendations,” she explains. “Customers want to do business with a company they feel they can trust, and they put a lot of weight on the experiences of others.”

Family Focus Eyecare had quite a few recent reviews, so I contacted them to hear about their plan. Dr. Joseph Rich, owner and optometrist, said: “Several patients have told me they chose to come to my office because of the number and ratings of reviews we've obtained. I can't say it's been my sole reason for success, but when patients are looking for a new optometrist, a few gold stars next to your name certainly doesn't hurt.”

HOW TO GET REVIEWS Ask. When I asked Google how to get more Google reviews, they said, “Ask.” Genius.

While Family Focus Eyecare hasn’t been consciously gathering reviews, their patient management software has been asking for them via email.

“Asking for reviews is one of many things I strive to do better,” Rich admits.

“I would say most of our reviews have come from people I have asked to do so, especially if I have seen them multiple times and they seem relatively pleased with their experience.”

Foundation Recovery Systems has a more structured approach. “We have a program in place called ‘WOW Service Crew Review,’” Andrews says. “We provide our production teams with review postcards to hand to customers after completing a job. They encourage the customer to review us if they were happy with our service.”

M O N I CA P I T TS

Make it easy. Directions are a must. You want reviewers to feel in control and comfortable as they make the effort to review your business. Whenever possible, link directly to the review form and give instructions on how to leave a review.

• Handouts: Couple the link and instructions on a handout to deliver in person or as a follow-up mailer. Consider using a QR Code. Handouts don’t have to be expensive; a business card with the proper information will do.

• Email: Though it’s the path of least resistance, since a simple click will direct recipients where they need to go, email can be less personal than an appointed ask. Automate emails so you don’t forget to send. Even add a review request to your email signature.

• Web: Instead of a direct link to the ever-changing review platform, consider linking to your website and providing directions online. Use social media to direct followers to your review instructions page.

Show off positive reviews. Pair a positive review with a call to action such as, “Tell us how we did today on Google.” Print it on a table tent or frame it next to your check-out.

Offer an incentive. Give a perk to employees for gathering reviews. “We hold contests throughout the year for our production teams based on fivestar reviews they receive from customers,” Andrews says. “This encourages goodwill between the production crew and customer.”

ABOUT NEGATIVE REVIEWS...

Before you can effectively mitigate a negative review, you have to know it exists. Monitoring review activity is one thing both Family Focus Eyecare and Foundation Recovery Systems do well.

Although Andrews has only come across a couple negative reviews over the years, she investigates every complaint carefully. “We research what happened step-by-step, from the first contact with the customer to the completed work, and resolve with the customer when needed,” she says. “We respond to negative reviews online too, because we want viewers to understand that we take every customer concern seriously and do not ignore them.”

Rich welcomes the constructive criticism. Though they haven’t had negative reviews yet, if one surfaces, he is prepared. “From the review, I would respond in-depth with my side of the situation, contact the patient, discuss the situation, and, if necessary, see if they would be willing to have the review removed,” he says.

Whatever your plans, don’t ignore online reviews. Ask for reviews from good clientele, and share instructions. Monitor reviews, then create a plan for the not-so-good ones. Either way, your black sheep cousin is going to be at the family reunion. CBT

➜ C H I E F C R E AT I V E D I R ECTO R O F M AY EC R E AT E D ES I G N COLUMBIABUSINESSTIMES.COM /// 71

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STARTUPS

›› Chris Nyenhuis shares startup lessons learned

Many Strong Hats WHEN I WAS in the “corporate” world, I loved hearing individuals, managers, and (my personal favorite) the over-caffeinated coworker quickly climbing the success ladder talk about the most recent leadership, motivational, or, as one of my favorite sales managers used to call them, “howto guide trying to duplicate someone else’s success” book. That same manager had a very simple strategy to success: Don’t expect anyone to do something that you wouldn’t do, and don’t allow anyone to do less than what you were doing.

Sadly, in today’s world, too many people seem to look for the “how-to guide” or rely heavily on what they were taught in school instead of finding their own road and building on their own originality. One of my favorite quotes is from the movie “Cocktail,” when the young apprentice, Brian (Tom Cruise), tells the much older, experienced barkeep, Doug (Bryan Brown), that he wants to leave college: Brian: “Not a damn thing any one of those professors says makes a difference on the street.”

Doug: “If you know that, you’re ready to graduate.”

Don’t get me wrong — I see a great value in a college education and do believe that it is important to develop knowledge, especially through reading. However, I am also a very strong believer that if you are looking to start a business or trying to create something new, the path to success will not be in a book about how someone else created something, or from a professor talking about theories and practices.

Over the past year, my team and I have worn many different types of hats, have adjusted to filling numerous positions, and have stepped into many new roles where we had little or no experience. One of the first things that founders, startup employees, and outside vendors have to come to terms with in the startup world is that no day is ever the same: there is no such thing as a dedicated job, and whether you like it or not, you will have to step into new roles that might be outside your comfort zone.

Recently, I had the privilege to add the role of advisor to my resume.

Whether it’s the handful of startups that I advise or simply a random founder who feels the need to pitch me their idea, I can almost guarantee you that one of their questions will be, “Can you tell me what I’m doing wrong and what I can read and or do to make sure my idea takes off?”

Unfortunately, I have to break it to them that there is no how-to guide on building a startup. No matter what you read or hear, no two startup roads are ever the same.

CHRIS NYENHUIS

The one thing that I have learned over the past year and a half is that instead of focusing on finding the success guide or easy road, focus on building the infrastructure of your startup around your team’s originality and creativity. Your team is the foundation of your startup and will more than likely determine your success and failure on a daily basis.

So many founders forget to focus and build their teams. It’s easy to get distracted on the day-to-day expectations and processes, and owners sometimes forget that these are the people who will be standing next to them when the rough days roll in — when they need help with the 20-hour days, when they are working 20 days straight without a day off — and more importantly, these team members are the ones that will be there with you when you succeed.

So, for all the entrepreneurs and startup founders, I encourage you to find the best team, best advisors, and best mentors, and most importantly, surround yourself with people that want to see you succeed and share your passion. Vendors will take advantage of you. Customers will come and go.

Many people will criticize you, and there will always be a book or someone willing to tell you what you should be doing differently. But, if you focus on what makes you original and you have the right people around you, then you’ll always have a strong foundation to continue building and a team that will sacrifice to constantly move you forward.

“My model for business is The Beatles. They were four guys who kept each other’s kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. That’s how I see business: great things in business are never done by one person, they’re done by a team of people.” – Steve Jobs CBT

➜ MANAGING DIRECTOR OF EYES ON FREIGHT COLUMBIABUSINESSTIMES.COM /// 73

ASK ANNE

›› Anne Williams answers readers’ HR questions

Posters, Personalities, and Paychecks ›› Dear Anne, I keep getting letters from a company insinuating that I must purchase their “government forms and posters” so that my company is in federal and state labor law compliance. How can that be?

It is not true! Various government agencies have been warning employers about these companies that suggest employers must buy their posters and forms. These are private companies selling posters and forms, often offering insurance, in case you get caught not having the right posters up on your wall. Take a few minutes, save a lot of money, and visit the government websites that often offer them for free. That includes the U.S. Citizenship and Immigration Services site’s revised version of Form I-9; the U.S. Department of Labor’s posters advisor site, where you can download most posters; and the Missouri Department of Labor’s site.

›› Dear Anne, I know that there are a lot of quirky personalities in every company, but I think I have a person who needs serious psychological counseling or treatment. Can the company require this person to get help before his or her behavior becomes a serious interruption to the work flow?

›› Dear Anne, I had an employee come into my office the other day and quit. It was a fairly amicable meeting, until she demanded her last paycheck. I was busy, and payroll was not being processed until the next week. I told her no. I explained I would mail her a check when payroll was complete. Boy, she was mad. Were my actions legal?

matter of fact, there are no requirements under Missouri law that address when those wages are due to an employee who quits. According to the U.S. Department of Labor, if the wages are not paid by the next regular pay period, they can be collected by legal action. No one wants to go through that for a payroll check, do they? My advice — pay her the final check in the next payroll!

On a related topic — when terminating an employee, their wages are due at the time of termination. The Missouri Department of Labor is very clear on this point. Their website does go on to say that if the employer does not pay, the employee should contact the former employer, via a certified mail return receipt requested form, and request the wages due. If the former employer does not respond in seven days, any money owed would have to be collected through legal action. The state is not authorized to collect wages for individuals.

Remember, if you have an employee handbook that states differently, you must abide by what it says! You could get in a whole lot more legal trouble if you don’t follow your own rules. The rules that you set up and agree upon with your employees will most often overrule the law — unless they’re illegal. CBT

Glad she quit and you didn’t fire her. This is an event that may require legal assistance (and I definitely am not an attorney, but . . . ). In Missouri, as long as she quit the job, you may legally wait to pay her. As a

Anne Williams is not an attorney. All content in this column is not guaranteed for accuracy and legality and is not to be construed as legal advice.

From all I have read and studied, the answer is no. You cannot require any employee to receive any medical treatment, psychological or otherwise, as a condition of continued employment. The person in question may be protected by the ADA if or when his or her condition rises to the level of a disability. You still may have recourse if things get really bad. You may terminate him or her if your policies regarding misconduct are being violated. My advice when handling employee discipline: Don’t get drawn into the drama, and document every conversation and all rumors.

ANNE WILLIAMS 74 \\\ JUNE 2016

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CITY

›› Mike Matthes breaks down the business of government

A Brief History of Flying “COME JOSEPHINE in my flying machine. Going up she goes! Up she goes!”

- Fisher & Bryan, 1910 Written in the early days of “aeroplanes” and aviation, the song tells the story of daring young pilots courting their sweethearts with “flying machines.”

The lyrics express the technological optimism of the era. I can only imagine the exhilarating feeling of being in an open-cockpit flying machine, something not many experienced just over 100 years ago.

Early airfields consisted of little more than a long and level grass field. The publication A Boone County Album, in 1971, mentions several of these early fields, such as the Cave Johnson farm, northwest of Columbia; the Dodd farm, south of Columbia; and the Jones farm.

The Jones farm, owned by Moss and Lou Jones on land which, in the early 1900s, was northwest of city limits, would play the most prominent role in the history of aviation in Columbia.

Two brothers, John L. and James M. Allton, grew up in Columbia. John, like many others who would pursue aviation, first took an interest in the still fairly new occupation of automobile mechanic. It was said that his brother was more of a thinker.

Together, the brothers would form Allton Flying Service in Columbia in 1926. The business was formed “to manufacture, buy and sell aeroplanes, dirigibles and other vehicles and machines intended for the use as a means of transporting persons and freight in the air.” In 1928, the brothers purchased 43 acres of the Moss Jones farm, located on U.S. Highway 40, just west of Columbia. Today, we all know the property as Cosmo Park.

The location of Allton Flying Service was perfect. In 1928, the Civil Aeronautics Administration determined the field was well located for an emergency landing strip for planes flying between St. Louis and Kansas City. However, improvements to the airfield were needed, and only a municipality, not a private owner, was eligible for funding to make those improvements.

As I write this, I hold in my hand the original 1929 agreement between the Alltons, the Columbia Chamber of Commerce, and the City of Columbia that established landing rights at Allton Airfield for private planes and for government airmail planes. This was surely a brave step for the chamber and for the city, as flight was still in its formative years. The City of Columbia, recognizing the potential for passenger and cargo air service, leased the property from the Allton brothers on May 7, 1929 for the annual rental of $1,000, and then purchased the property in 1937. Would this venture be a good investment of public money? Could it even be done?

The potential for commercial air service came slowly. Most traffic was general aviation, with a smattering of charter flights. In “A History of Columbia and Boone County,” the author John Crighton notes, “The first major

M I K E M AT T H ES 76 \\\ JUNE 2016

commercial flight from Columbia Municipal Airport occurred on March 9, 1939, when a group of Stephens College students took off for spring vacation in a twelve-passenger Lockheed Electra airplane of the Chicago and Southern Airlines bound for Chicago.”

In the late 1940s and early 1950s, Columbia businesses supported the city spending money for airport upgrades to attract commercial air service to Columbia. The Columbia Chamber of Commerce formed an airport committee, which included Perry Phillips, Hartley Banks, and James Allton.

These business leaders recognized the importance of commercial air service to both economic development and the people of Columbia.

Success finally occurred in 1952, when Ozark Airlines, using DC-3s, began commercial air service at Columbia Municipal Airport with connections to St. Louis, Kansas City, Chicago, Tulsa, and other Midwestern terminals.

Ten years later, the National Airport Plan recommended that Columbia have a 5,300-foot runway to accommodate larger commercial aircraft, such as the Convair CV340. A study was commissioned, and it was determined the improvements would cost $3 million for clearing, grading, runway extensions, and other improvements. The city hired Horner & Shifrin to study the expansion, and in 1963, they determined it was not feasible to extend either of the two existing runways.

The study recommended the city find a new location and build a new regional airport. The Federal Aviation Administration indicated that for cities as close together as Columbia and Jefferson City, a regional airport would likely be required to obtain federal funding. The concept of a regional airport was fairly new then. It was an era when most cities likely preferred to manage their own airport.

In January of 1964, Columbia voters approved a $1.9 million bond issue to match federal funds to construct a regional airport. After much discussion, city leaders chose the Elkhurst site, south of Columbia on Route H and U.S. Highway 63, midway between Columbia and Jefferson City. One of my predecessors, Ray Beck, played an important role in planning and building the new Columbia Regional Airport.

The wisdom of those early leaders encouraged the birth of a municipal (and, later, regional) airport to serve the needs of commerce and people.

Now, almost 50 years after Columbia Regional Airport opened its doors, how will we face immediate challenges with our aging terminal building, runways, and taxiways and the need to attract and retain quality air service providers?

Take flight with me next month, when we share a vision for the future for Columbia Regional Airport. CBT The writings of David Sapp, a local Boone County historian, were invaluable in researching and writing this article.

➜ CITY MANAGER OF THE CITY OF COLUMBIA

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ORGANIZATIONAL HEALTH

›› Tony Richards coaches organizations into good health

Grow Talent to Grow Business IT MAY SEEM like a simple part of the construction process, but the strength of the foundation and the strength of a building’s infrastructure are incredibly important. The same is true regarding your organization.

All things are constantly in transition within your organization, especially where talent is concerned. There is no status quo. This DNA of talent within your company is your leadership infrastructure. It’s the foundation of your enterprise. In the last few years, leaders have come to realize just how important this structure, and the process involved, is to leadership.

Talent comes and goes, but the management of that process can separate good and great companies.

A few leaders handle this transition process very well, while many do not. Very few even realize how challenging it's going to be, and many of these leaders are those who have a low appreciation of the role talent plays in the degree of success they will produce. These types of leaders believe people are very replaceable, much like cogs in a wheel. When one is done, just get another one and keep on going. Thankfully, that mentality is slowly but surely dying in today's business environment, as more appreciation for talent is on the rise.

The fact is, employees are our biggest source of competitive advantage, and finding and grooming talented people is our biggest challenge.

You may be surprised to learn that most experts agree there is a worldwide shortage of talent, and most companies are not prepared for the challenge of attracting, retaining, and developing the people they need to have an impressive leadership infrastructure.

Too many companies (not my clients) are not taking action at the CEO and senior executive level, and talent management and development are not a core competency of senior executives. They do not see how this competency is linked to their overall responsibility of growing the business.

Not only is it linked — it’s inseparable. If you ask winning coaches what the main ingredient of their success is, most will answer that they had the best players.

So, if tasked with building a stronger leadership infrastructure, how would we break down the current talent inventory?

• People who fit and have skills to do future jobs. There are people within your company who believe in the mission and vision, and they live the core values. They also have the ability and skills to adapt to the jobs you will need in the future as your company

TO N Y R I C H A R D S 78 \\\ JUNE 2016

grows. These people are at the top of your list as high-potential people who can really help you grow through future transitions.

• People who fit and have a skills gap. These people buy into the philosophy of your organization, but they need training and development on some skills in order to fill the company’s future needs. They are a step or two behind the aforementioned group, but they can catch up if you engage in the right technical skills training plan for them.

• People who fit and have a coaching gap. Sometimes you have people who are a great fit for the organization and possess the skills — they just need coaching to shore up the gaps in their behaviors. Sometimes this falls under interpersonal skills, leadership, or another area in which they are able to perform technically but need help behaviorally.

• People who fit now but won't in the future. Yes, it's unfortunately true. Sometimes, the people who got you here are not the people who will take you there. Companies evolve and change. Some do not change with it. Those that believe that talent trumps tenure know this so very well. This philosophy believes that yesterday's length of service should be recognized, but should not carry much weight if the talent doesn’t match today's — or even more importantly, tomorrow's — challenges.

• People you need to recruit for future needs. You must always be recruiting. The only way organizations will be able to compete in the future is to have the talent to compete. As your company grows and changes, you will have different needs than you do today. It’s important to constantly identify your needs and keep the recruiting funnel full to be able to access the talent you will need.

If you take an honest and thorough look at the leadership infrastructure and the succession plan in your organization, you must come to realize you cannot accept anything but outstanding talent in your key positions and the backups to those positions throughout the company. Yes, talent is in short supply, but to be successful, you must locate, acquire, and curate as much of it as you can. CBT

➜ FOUNDER OF CLEAR VISION DEVELOPMENT GROUP

FEATURED LISTING

Columbia Eye Consultants Optometry’s new office is located on the Southwest side of the new Boone Hospital Nifong Medical Plaza at 900 W. Nifong, Columbia, MO.

1550 Boone Industrial Drive Columbia, MO 65202 Price: $3,490,000(sale) or $4/sq ft (lease) Zoning: ML SQ FT: 90,600

The doctors of Columbia Eye Consultants Optometry (Michael Nichols, O.D.; Christopher DeRose O.D.; Melissa Liepins-Masek, O.D.; Rob Bernskoetter, O.D. and Jeffrey Gamble, O.D.) would like to invite you to our new location inside the new Boone Hospital Nifong Medical Plaza at 900 W. Nifong, Columbia, MO.

Well-maintained industrial building available for sale or lease. Building offers 84,000 sq ft of warehouse and 6,000 sq ft of office space.

Features 24’ eave heights, 9 dock doors and 1 drive in door. Ownership will divde to suit.

We will be relocating our Chapel Hill office to the new Boone Hospital Nifong Medical Plaza location beginning June 1st, and will continue providing care at our main office at the Keene Medical Building.

For more information about Columbia Eye Consultants Optometry, visit our all-new website at: www.cecoptometry.com or call 573.874.2030.

CECO-Ad_CBT-June2016.indd 1

5/19/16 2:32 PM

MEL ZELENAK

573-999-3131 mel@malyrealty.com

COLUMBIABUSINESSTIMES.COM /// 79

Your employees work hard for their money

NEW BUSINESS LICENSES

›› Columbia residents and their upstarts

Columbia Home Maintenance 3709 Citation Dr. 573-864-0437 Handy work for the elderly

David A Deakins 706 Medford Dr. 573-864-5144 General contractor

Nanova Inc. 3009 David Dr. Selling dental and orthopedic devices

BMK Properties LLC 7011 Stanwood Dr. 573-356-4959 General contractor and management of property

Pickleman’s 304 S. Ninth St. Restaurant

We provide quality diagnostic services at the best price in town. Make sure your employees know they can tell their doctors, “It’s my money, I want Advanced Radiology.”

• • • • • •

MRI/MRA CT/CTA Ultrasound DEXA X-Ray Pain Injections

Body Refinery Gym 3410 Broadway Business Park Ct. 573-228-9424 Fitness New Beginnings Construction 800 E. Nance Dr. 573-301-8010 Commercial and resident construction

2 Real Fitness LLC 301 W. Sexton Rd. 573-268-8201 Fitness studio Popeyes 111 E. Business Loop 70 573-256-0270 Restaurant

Satori A Salon 2902 Forum Blvd.

573-489-9601 Hair salon

Algya Construction 801 N. Highway UU 573-864-7491 General contractor remodeling

Next Level IT 3610 Buttonwood Dr. 573-808-3418 I.T. services, hardware and software for business

The Global Hiker 3001 S. Providence Rd. 314-960-5578 Social media community to foster travel

Columbia • Jefferson City • Osage Beach

80 \\\ JUNE 2016

Americare at Mill Creek Village 1990 W. Southampton Dr. 573-381-2510 Senior Living for adults 55 and older

Escape Plan LLC 314 Nebraska Ave. 573-823-6485 Specializes in building teamwork, problem solving

Boco Automotive 2203 Rangeline St. 573-886-2626 Automotive repair shop/garage

www.ARadiology.com 573-442-1788

A&S Painting LLC 1608 Typhoon Dr. 573-356-3770 Residential painting & cleaning

Christensen Capital LLC 1200 Old Hawthorne Dr. East 970-688-0077 Real estate investments

Emma Bear’s Daycare 2313 Industrial Dr. 573-875-4599 Mobile care for families Back 2 Basics Cooking LLC 711 Vandiver Dr. 573-268-2248 Various cooking classes, wholesale food prep CBT

DEEDS OF TRUST

›› Worth more than $410,000

$2,550,000 R G Hansen & Associates Inc. Metabank LT 1 Liberty Square Blk 1

$650,000 Happytime Exchange LLC Central Bank of Boone County LT 154 PT Columbia

$2,500,000 Uptown Investments LLC First State Community Bank STR 1-48-13 /N/SE Sur BK/PG: 312/392 AC 14.36

$650,000 The Campus Corner LLC Central Bank of Boone County LT PT Watson Place

$2,085,000 K O B D LLC Central Bank of Boone County LT 3 PT Backus Sub Plat 2

$637,000 Montgomery, Richard H I V & Elizabeth Montgomery Bank LT 502B Highland Circle Plat 6B

$2,017,000 Irvine Capital Management LLC Martinsburg Bank & Trust LT 1302 Oak Forest Block III Plat 13 $1,890,000 Bonnefrere Holdings LLC Hainen Ford Inc LT 206 Villages at Arbor Pointe Plat 2 The $1,400,000 Douglas, Larry D & Ruth Ann, Double D Seeds Larry Bishop & Associates LLC STR 21-50-11 //SW $1,182,938 D G Partners LLC Community State Bank LT 1 BL F PT Clark & Hinmans $1,040,000 McClung, Patrick R & Trisha D Commerce Bank LT 27 Arrowhead Lake Estates $1,006,110 Schulte, James W & Rita Rev Trust F C S Financial STR 25-49-12 /SE/NW $750,000 Zuidema, Aaron & Mozow Hawthorn Bank LT 1 Heritage Woods Plat No 1

$600,000 Taylor, Jared W & Brandy K Landmark Bank LT 4 Happy Hollow Estates $596,000 C M T Construction LLC Martinsburg Bank & Trust STR 33-50-11 Sur BK/PG: 4578/91 AC 170.75 $595,000 Talley, Bradley & April The Maries County Bank STR 13-46-12 //SW Sur BK/PG: 4464/10 AC 24.48 FF Tract 1 A $497,700 Anderson, Michele L Revocable Trust The Landmark Bank LT 405 Vistas at Old Hawthorne Plat 4 $489,600 Girard Homes LLC Central Bank of Boone County LT 811 Old Hawthorne Plat No 8 $480,000 Burke, S Kent & Lisa Q Landmark Bank LT 18 Belmont Park Plat 1 $450,000 Balboa LLC; Smith, Thomas O & Elmore, Stanley Elmore Living Trust LT 91 Rockbridge Sub Blk 2

576

DEEDS OF TRUST WERE ISSUED BETWEEN 3/21 AND 4/22 $417,000 Chaurasia, Shyam S & Sangeeta Landmark Bank LT 113 Gates Plat No 1 – Rearrangement The $417,000 Cohen, Mark & Aimee Landmark Bank LT 60 Country Woods Sub Plat 2 $417,000 Clapper, Adam & Angelique Central Bank of Boone County LT 1 Chapman’s Sub $417,000 Greaves, Joseph E & Page, Barbara A Mid America Bank LT 136 Lake Woodrail Sub Plat 11 $417,000 Herschbach, Jeffery Cain & Kimberly Sue Plaza Home Mortgage STR 36-49-15 //SW $412,000 Yarbrough, Robin & Elizabeth Bank of Kansas City LT 106 Hinkson Ridge Plat 1

FEATURED LISTING

2010 Chapel Plaza Ct Columbia, MO 65203 Price: Type: Zoning: SQ FT:

$5,712/month Retail C-P 4,032

Rent is $17 per sq. ft. on NNN basis. Former Tan Company with ample electrical output, parking, signage, and 2 ADA restrooms.

Prime Location in South Columbia with high traffic counts great for increasing exposure. Landlord will subdivide for a smaller footprint.

$412,000 Nguyen, Cuong C & Tabitha W Landmark Bank STR 31-48-11 /E/SE $411,680 Barnes, Blake & Megan Central Bank of Boone County LT 520 Thornbrook Plat No 15 $410,000 Busch, Kathryn A & Daniel C Central Bank of Boone County STR 9-47-12 //N Sur BK/PG: 4380/118 AC 10.04 FF Tract 13A CBT

GINA RENDE

314-477-4462 gina@malyrealty.com

COLUMBIABUSINESSTIMES.COM /// 81

ECONOMIC INDEX

›› It’s all about the numbers

Labor:

Commercial building

March 2016 –

permits: 22

Columbia, Missouri

Value of commercial building

Labor Force: 69,634

permits: $6,961,864

Employment: 67,391

Commercial additions and

Unemployment: 2,243 Rate: 3.2 percent

alterations: 15 Value of commercial additions and alterations: $4,456,824

March 2016 – Boone County, Missouri Labor Force: 102,946 Employment: 99,513 Unemployment: 3,433 Rate: 3.3 percent March 2016 – Missouri Labor Force: 3,140,914 Employment: 2,989,791 Unemployment: 151,123 Rate: 4.8 percent

Utilities: Water April 2016: 48,334 April 2015: 47,691 Change #: 643 Change %: 1.348 percent Number of customers receiving service on May 1, 2016: 48,478 Electric April 2016: 48,846 April 2015: 48,148

March 2016 – United States Labor Force: 158,854,000

Change #: 698 Change %: 1.450 percent

Employment: 150,738,000

Number of customers receiving

Unemployment: 8,116,000

service on May 1, 2016: 48,844

Rate: 5.1 percent

Construction:

82 \\\ JUNE 2016

Housing: March 2016

March 2016

Single-family home sales: 173

Residential building

Single-family active listings on

permits: 103

market: 594

Value of residential building

Single-family homes average

permits: $15,249,936

sold price: $204,062

Detached single-family

Single-family homes average

homes: 59

days on market: 79

Value of detached single-family

Single-family homes pending

homes: $13,971,648

listings on market: 299 CBT

BY THE NUMBERS

›› Boone County statistics

AVERAGE COMMUTING TIME IN BOONE COUNTY Source: UM Extension Social and Economic Profile

LARGEST EMPLOYERS IN 2015 AND THEIR NUMBERS IN 2006 Source: REDI

University of Missouri 2006: 7,642

2015: 8,750

University of Missouri Health Care 2006: 3,551

2015: 4,284

Columbia Public Schools

POPULATION PROJECTIONS FOR BOONE COUNTY Source: UM Extension Social and Economic Profile

2014

2020

2030

172,717

183,101

204,264

2006: 2,030

2015: 2,417

Boone Hospital Center 2006: 1,334

2014: 2,000

City of Columbia 2006: 1,187

2015: 1,440

Harry S. Truman Veterans' Hospital 2006: 924

2015: 1,276

Veterans United Home Loans Application fee for a business license in the City of Columbia

2006: N/A

2015: 1,173

Shelter Insurance 2006: 1,019

2015: 1,109

MBS Textbook Exchange

NUMBER OF BUSINESS LICENSES ISSUED, 2006-2014 Source: REDI

2006: 4,807

2009: 4,933

2012: 4,888

2007: 4,982

2010: 4,859

2013: 5,040

2008: 5,008

2011: 4,849

2014: 5,071

2006: 935

2015: 863

State Farm Insurance 2006: 1,079

2015: 850

Columbia College 2006: 325

2015: 766 COLUMBIABUSINESSTIMES.COM /// 83

84 \\\ JUNE 2016

TOP B2B PRODUCT DELIVERY SERVICE

First Place: Culligan Water 1801 Commerce Court, Columbia, 573-874-6147, culliganmidmissouri.com Second Place: Major Brands

TOP HAPPY HOUR

First Place: 44 Stone Public House Second Place: The Roof

TOP ARCHITECT

First Place: Jennifer Hedrick Second Place: Nick Peckham

TOP COMMERCIAL BUILDER/CONTRACTOR First Place: Coil Construction Second Place: Little Dixie Construction

TOP REAL ESTATE DEVELOPER

First Place: Starr Properties Second Place: John Ott, Alley A Realty

TOP PLACE TO WORK

First Place: Veterans United Home Loans Second Place: Hawthorn Bank

TOP ENGINEER

First Place: Timberlake Engineering Second Place: Trabue, Hansen & Hinshaw Inc.

TOP ACCOUNTING SERVICE

First Place: Williams-Keepers Second Place: Accounting Plus Inc.

TOP CATERER

First Place: Hoss’s Market & Rotisserie Second Place: Bleu Restaurant & Catering

TOP STAFFING COMPANY

Second Place: The Insurance Group

TOP COMMERCIAL LENDER

First Place: Matt Williams, Landmark Bank Second Place: Drew Smith, Commerce Bank

First Place: Influence and Co. Second Place: Global First Responders

TOP WEB DEVELOPER

First Place: MayeCreate Design 700 Cherry St., Suite C, Columbia, 573-447-1836, mayecreate.com

First Place: JobFinders Second Place: Caroline and Co. Inc.

TOP CULTURE

First Place: Veterans United Home Loans Second Place: Murry’s Restaurant

TOP OFFICE DIGS

First Place: True Media Second Place: Woodruff Sweitzer

TOP BUSINESS WITH A COMMITMENT TO PHILANTHROPY First Place: Veterans United Home Loans Second Place: Joe Machens Dealerships

TOP JANITORIAL SERVICES

First Place: Atkins Building Services Inc. Second Place: Tiger Maids

TOP COMMERCIAL PHOTOGRAPHER Second Place: Delta Systems

TOP ADVERTISING AGENCY

First Place: Woodruff Sweitzer Second Place: MayeCreate Design 700 Cherry St., Suite C, Columbia, 573-447-1836, mayecreate.com

First Place: LG Patterson Second Place: Casey Buckman Photography

TOP EVENT LOCATION

First Place: The Tiger Hotel 23 S. Eighth St., Columbia, 573-875-8888, thetigerhotel.com

TOP PLACE TO HAVE A BUSINESS LUNCH

First Place: Murry’s Restaurant Second Place: D. Rowe’s Restaurant & Bar

TOP OFFSITE TEAM MEETING LOCATION

First Place: Logboat Brewing Co. 504 Fay St., Columbia, 573-397-6786, logboatbrewing.com

TOP COFFEE MEETING LOCATION

First Place: Kaldi’s Coffee Second Place: Dunn Brothers Coffee

TOP AMBASSADOR OF BUSINESS IN COLUMBIA First Place: Dave Griggs Second Place: Mary Ropp

TOP NEWBIE TO BUSINESS

TOP BUSINESS INSURANCE

First Place: Mike Messer Agency – Shelter Insurance 908 Rain Forest Parkway, Columbia, 573-442-5291, shelterinsurance.com/ CA/agent/mikemesser

TOP BUSINESS WITH INTERNATIONAL IMPACT

Second Place: Les Bourgeois Vineyards, 14020 W. Highway BB, Rocheport, 800-690-1830, missouriwine.com

TOP PLACE TO CLOSE A DEAL

First Place: Nick Hardy Second Place: Max Prokell

TOP CHAMBER VOLUNTEER

First Place: Wally Pfeffer Second Place: Michele Spry

TOP LOCAL TEAM-BUILDING EXPERIENCE First Place: Logboat Brewing Co. 504 Fay St., Columbia, 573-397-6786, logboatbrewing.com

TOP OLD-TIMER IN BUSINESS

First Place: Kat Cunningham Second Place: David Keller

TOP COMMERCIAL VIDEOGRAPHER

First Place: 44 Stone Public House Second Place: Boone County Title Co.

First Place: Spectrum Studios Second Place: Baker HD

TOP BANK

TOP HR FIRM

First Place: Boone County National Bank Second Place: Landmark Bank

Second Place: Stoney Creek Hotel & Conference Center

First Place: MoreSource Inc. Second Place: Accounting Plus Inc.

Second Place: The Canvas on Broadway

TOP IT COMPANY

First Place: Midwest Computech 311 Bernadette Drive , Columbia, 800346-8934, midwestcomputech.com

Second Place: Easy PC

THIS OR THAT

›› Columbia professionals answer the hard questions

THIS Mac Money

Ne ith er — cli en t me mo s, em ail , an d “T he Li tt le En gin e th at C oul d” fil ls th e da y.

Casual

Today

Tomorrow

Learn

Teach

Phone

Email

Head First

Feet First

Books

Magazines

Coffee

Tea

DIY

Buy

Handwritten

Typed

Print

Digital

Quiet

Lively

Behind the Scenes Gel Pen

In the Spotlight Ball-Point Twitter

Sitting Desk Outlook Lunch In Drive to Work Donut

Cluttered Donate Team Gmail Lunch Out

Public Transportation Bagel Analytical

Introvert

Extrovert

Optimistic Travel Happy Hour

An anom aly in this prof essi on. The powe r is in the idea s, and they requ ire word s (and a few numb ers) .

Standing Desk

Creative Laptop

with out a coff ee addi ction and am dete rmin ed not to star t.

Night Owl

Facebook

Solo

Bu t I th ink “c re at ive ” ac co un tin g is fr ow ne d up on .

Details

Letters

Volunteer

I mana ged to get thro ugh thre e year s of law scho ol

Print

Numbers Clean

86 \\\ JUNE 2016

Influence

Business

Early Bird

Williams-Keepers LLC

PC Writing

Big Picture

MARK GINGRICH, CPA, J.D.

THAT

Reading

Cursive

Photo by Keith Borgmeyer

or

Desktop Realistic Staycation Home

(for an

acco unta nt)

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8 QUESTIONS

➜ 1313 Lakeview Ave 573-874-6291 como.gov/publicworks/solidwaste

›› Get to know your professionals

Talkin' Trash

Cynthia M. Mitchell, Solid Waste Utility Manager, City of Columbia

2. What do we know about trash that we didn’t 20 years ago? A few thoughts: Packaging has changed considerably, with a lot more individually packaged items, convenient for on-the-go. There is a lot more eating out and eating on-the-go that contributes to higher food waste and food packaging in the trash. Columbia had a container deposit ordinance 20 years ago that we do not have now, so more containers go in the trash if citizens don’t participate in recycling.

3. Are we running out of space in our dump? It has been several decades since waste disposal has been handled as a “dump” in Missouri. Landfills are now operated very sanitarily to protect the groundwater and air, and they’re costly to build and are regulated by multiple permits from the Department of Natural Resources. Our sanitary landfill has seven to 10 years left of space in our permitted area, depending on annual tonnage during this time, and property at the site is available for the future, permitting for approximately 50 years of disposal space.

CBT ONLINE: 88 \\\ JUNE 2016

4. What mistakes do citizens make most when it comes to trash removal?

Not placing materials in a bag or disposable container; placing sharp items in bags that can cut collectors; placing material out before 4 p.m. the day before collection day; not placing materials in the dumpster (when applicable); placing materials in a trash can (which we do not empty); placing things they do not want thrown away near their trash and recycling that are then collected when not intended to be.

7. Columbia voters recently voted down a change to roll carts. What was the reaction from those city employees in waste removal? The vote was actually to restrict the city from purchasing automated residential collection equipment and changing the residential rate structure. This did, indeed, restrict us from implementing roll carts for residential collection, but it was disappointing to the collection crew that it also restricted us from charging the citizens by the amount that they set out. It is a very noticeable disparity to the collection crews that we hoped to address through a pay-asyou-throw system, whether with bags, with roll carts, or with both.

5. How have trash and recycling rates changed in the last decade?

The population growth has been the difference for residential volume, as refuse tonnages have increased, but the percentage diverted for citycollected recycling has remained fairly consistent, around 17 percent. We see more and more pileups at times when people are moving, when materials and furnishings seem to have become more “disposable” to people who don’t like moving them place to place.

6. What’s something someone might not know about your job? The variety of work I get to do spanning the many programs we have associated with collections, disposal, and recovery of materials, including personnel management, fiscal planning and budgeting, project planning and management, and the regulatory compliance involved.

Photo by Brenna McDermott

1. Where does Columbia’s trash go?

How much trash is collected in Columbia in a week? The Columbia Sanitary Landfill, located at 5700 Peabody Road, which is city owned and operated by the solid waste utility. We collect 624 tons of residential trash, 1,902 tons of commercial trash, 158 tons of residential recycling, and 117 tons of commercial recycling every week.

8. How is the solid waste removal department working to be more environmentally friendly? Since 2013, we have been transitioning to use compressed natural gas in our collection fleet. We have expanded our commercial recycling program (including commercial food waste collection for composting), we have developed a new recycling drop-off on city owned property so it will not be removed during future developments on private property, and we expanded recycling throughout the CID area (incorporated in rate structure for all customers within the CID), to name a few projects. The ONS Volunteer Program, which supports our programs, is in their second season of Recycling Ambassador training and utilization, and they recently did the first city waste sort on Earth Day in several years. CBT

➜ C h e c k o u t m o re q u e st io n s and answe rs wi th Cynthi a M . M i tc he l l onl i ne at Col um b i aBusin essTimes. com.

ADVERTISER INDEX 43TC.........................................................................................................................................5 ACCENT PRESS................................................................................................................. 77 ACCOUNTING PLUS.........................................................................................................91 ADVANCED RADIOLOGY...............................................................................................80 ANTHONY JINSON PHOTOGRAPHY...........................................................................11 BUDGET BLINDS............................................................................................................... 22 CARPET ONE...................................................................................................................... 77 CENTRAL BANK OF BOONE COUNTY....................................................................... 13 CITY OF COLUMBIA WATER & LIGHT........................................................................10 COLUMBIA EYE CONSULLTANTS...............................................................................79 COLUMBIA REGIONAL AIRPORT..................................................................................16 COMMERCE BANK.............................................................................................................18 CRAFT BEER CELLAR...................................................................................................... 24 DECK THE WALLS............................................................................................................. 87 DOGMASTER DISTILLERY............................................................................................. 28 EDWARD JONES................................................................................................................ 33 FRESH IDEAS FOOD..........................................................................................................14 GFI DIGITAL.......................................................................................................................... 12 HAROLD'S DOUGHNUTS...............................................................................................84 HAWTHORN BANK...........................................................................................................92 HEART OF MISSOURI UNITED WAY...............................................................................3 JOB POINT........................................................................................................................... 33 JOBFINDERS.......................................................................................................................65 JOE MACHENS CHRYSLER DODGE JEEP RAM.........................................................7 JOE MACHENS FORD LINCOLN................................................................................... 15

JOE MACHENS MAZDA.................................................................................................... 21 JOE MACHENS MITSUBISHI........................................................................................... 51 JOE MACHENS HYUNDAI...............................................................................................64 LA DI DA.................................................................................................................................18 LANDMARK BANK........................................................................................................ 2 & 8 MALY COMMERCIAL REALTY..................................................................................77-79 MAYECREATE WEB DESIGN.........................................................................................70 MIDWEST COMPUTECH.................................................................................................65 MISSOURI EMPLOYERS MUTUAL.................................................................................. 4 MORESOURCE INC..............................................................................................................9 NAUGHT NAUGHT INSURANCE AGENCY...............................................................65 PERSONAL TOUCH CLEANING SERVICE................................................................ 24 PROAM GOLF......................................................................................................................16 SOCKET................................................................................................................................ 82 STANGE LAW FIRM...........................................................................................................89 STARR PROPERTIES......................................................................................................... 22 STATE FARM INSURANCE - STEPHANIE WILMSMEYER..................................... 72 SUPERIOR GARDEN CENTER/ROST LANDSCAPE............................................... 28 TECH ELECTRONICS......................................................................................................84 THE BANK OF MISSOURI................................................................................................34 THE VILLAGE OF BEDFORD WALK............................................................................20 TIGER SCHOLARSHIP FUND............................................................................................6 VISIONWORKS...................................................................................................................84 WILKERSON & REYNOLDS WEALTH MANAGEMENT......................................... 72 WILSON'S FITNESS.......................................................................................................... 57

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FLASHBACK

➜ 204 S. Ninth St. 573-443-3111 moumc.orgb

›› Columbia, then and now

BY AMBER TAYLOR PHOTO BY MATT PATSTON

THE MISSOURI UNITED METHODIST CHURCH building, on Ninth Street, was dedicated in 1929. The history of its congregation, however, dates back to 1837. It is one of several downtown church buildings with a long history.

The church held its first public service in the sanctuary on Jan. 5, 1930, the first Sunday of the year. The leader of the church was Bishop W.F. McMurry. The next few years after the church’s opening were spent trying to obtain money to stay on top of expenses while avoiding interest and more debt.

In 1951 and 1952, the church constructed a major addition to the building’s structure. A chapel, dedicated as the McMurry Chapel, was provided on the basement floor by Mr. and Mrs. John A. Epple. The church continued to expand in membership, and new members brought new programs. The church added a director of Christian education, an associate pastor, a

superintendent of maintenance, and a director of administration.

“A Continuing History — Its Maturing Years,” a booklet written on the church’s history, said the church attained its full growth by the early 1960s. During this time, the church was under the leadership of Monk Bryan. The church reorganized its structure and established seven commissions: ecumenical affairs, education, evangelism, missions, social concerns, stewardship, and worship. However, the reorganization did not work well and was abandoned in 1972.

In 1980, the church celebrated its 50th anniversary and was under the leadership of Clarence J. Forsberg. Seventy-two members from 1930 were present for the anniversary. The church did missionary work, made housekeeping improvements, and experienced administrative changes during this time.

During the 1980s and ’90s, three ministers served the church: Clarence J. Forsberg, Lycurgus Starkey Jr., and Carl L. Schneck. In 1980, the church had 1,967 members. By 1986, this number had grown to 2,248.

In 1993, the church building underwent a restoration process. The church continued to grow, and Dr. Rhymes H. Moncure Jr. was appointed as the senior pastor in September 1997. As the years went on, the church added congregants and programs designed to help members, students, and the Columbia community.

Kendall Waller is the current lead pastor.

The church’s mission is to connect all people to Jesus Christ by “welcoming enthusiastically, growing deeply, and serving courageously.”

Missouri United Methodist Church was placed on the National Register of Historic Places on Sept. 4, 1980. CBT

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