Inland Business Catalyst issue 59 by David Crary

R. Ronald Wells owner of Wells and Company

Designing for the Future

The Grand Hotel Spokane

Summer 2014 #59â&#x20AC;˘ $2.95 (Display Until Sept 15, 2014)

Managing Your Business Reputation www.ibcatalyst.com

Contents

Vol. 10 Issue 3 Summer 2014

On the cover

Power 50 honoree R. Ron Wells, owner and operator of Wells and Company. Photo by Marshall Peterson

departments Editor’s letter The BOMB Travel like a pro I-Guard Security group Hot off the BLOG Business news clips

Feature

6 9 10 10 11 11

21 Power 50

“You’re only as good as the company you keep” is a quote we make good on by sharing this year’s results of our Power 50—Most Influential Leaders survey.

14 The Grand Hotel spokane

Construction of Walt Worthy’s new hotel, on the West 300 block of Spokane Falls Boulevard, for the past 10 months has not only been starting conversations and piquing interest locally— but nationally, and possibly internationally as well—as it promises to sharpen Spokane’s competitive edge in the convention center industry.

CATALYST | www.ibcatalyst.com

Business Newcomer For Mike McMahon, the move to Spokane was initially supposed to be a way to launch his nascent career in airport management. What he didn’t expect was to find himself feeling at home in the Inland Northwest in a few short months.

through the trenches Liz Nelson, her husband Curtis and partner Todd Phelps have a knack for opening and managing restaurants, and so far all of them have proven highly successful for the owners of Nelson and Phelps Hospitality.

Summer 2014

Editor's

Letter The Death Defying Nature of Print Media

pokane recently hosted the Northwest Travel Writers and Words Conference at the Davenport Hotel. More than 60 freelance writers happened upon the city, eager to meet editors and gain tips and insights into pitching—and landing—stories in regional, state and national magazines. I’ve been a lover of magazines, of the written word, for as long as I can remember. And I was grateful for the opportunity, as a guest editor, to share my insights of the regional magazine industry. “What are your thoughts on those saying ‘print is dead’ or that it’s ‘on the way out?’” asked an attendee. My job is to highlight the best of our community, and there is no shortage of amazing stories to share. In-depth stories put the flesh on the bones, and the “lives” on all those human bodies you see throughout your workday, at the grocery store, at school events and gatherings with friends. Why do humans still enjoy time together, in person? It’s that tangible—in the flesh—connection to others. An author friend of mine says, “Humans are objects, and they appreciate other objects . . . they want something tangible to hold in their hands, pages to leaf through, something to peacefully indulge in. Those desires will never go away.” I agree. As the editor of regional magazines, I have the best job in the realm of print media. Readership is up for each of the Bozzi Media magazines. The distributor for Spokane Coeur d’Alene Living requested 300 additional copies an issue. Spokane Coeur d’Alene Living is the best selling magazine—national publications included—in Spokane. Prime Magazine and Spokane Coeur d’Alene Woman fly off the racks. Inland Business Catalyst’s subscriber list is miles long.

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Most everyone I interact with—even those who have decided to pull print advertising— want to see themselves or their business featured in the magazines. In that sense, print isn’t even dead to those that claim it is. If there is any risk of death at all, it’s in the perception of our readers when a once long-term advertiser pulls out and “drops off ” the reader radar. Print magazines outperform all other media in driving purchase intent. Regional magazines capture readers’ undivided attention. Those considering a move to a new city often glance at local publications as an indicator of the community’s vitality. And the affinity and credibility readers feel toward magazines is transferred to the ads. Unlike most other media, magazine ads are not considered an interruption, but an integral part of the experience. We find this to be true in our work, as well. Readers often share their appreciation for the ads in our magazines; they enjoy and respect the content, viewing the magazines as a community asset and giving precedence to those companies investing their marketing dollars on our pages. Third party research enlisted by the Magazine Publishers of America shows that magazine ads are number one in driving brand favorability and word of mouth. Magazine ads drive web traffic by more than 40 percent (promoting web visits by more than any other medium for 18-44 year olds), and serve as the number one offline medium for driving consumers to social networks. Magazine readers are two times more likely to engage in social networking than TV watchers, and two-thirds more than newspaper readers. The 21st century technological advances driving people—and their marketing plans—to digital formats, are the very subjects of mental health plights to “unplug” from it all, to reduce “screen time” and to escape the continuous bombardment of information. In those times of retreat, and self-care, humans reach for books and magazines to tuck into their vacation bags, to curl up with, to escape to. When you decide you would like to share your story with 60,000 to 100,000 residents in our community, send me a note. And if you decide you would like to support the most read magazines in our area—while bringing your business to life on their pages, and in the eyes of our readers—I’ll connect you with one of my team members to help you explore those options. Cheers to business, alive and well, regional print included!

Vol. 10 Issue 2 March-April 2014 Editor Stephanie Regalado editor@ibcatalyst.com

Creative Director Senior Designer David Crary david@bozzimedia.com

Graphic Designer Kristi Somday kristi@spokanecda.com

graphic Designer and Traffic Manager Camille Mackie camille@bozzimedia.com

Photography David Crary Diane Maehl Seth Barlow Rick Singer Marshall Peterson Contributors Matt Behringer Darin Burt Dennis Held Cheryl-Anne Millsap Renee Sande Melissa Williams Senior Account manager Jeff Richardson jrichardson@bozzimedia.com

Senior Account executives Cindy Guthrie cindy@bozzimedia.com

Debra Smith

debra@bozzimedia.com

Operations and Finance Manager Kim Morin kim@bozzimedia.com

circulation manager and accounts receivable Theresa Berglund theresa@spokanecda.com

Publisher and CEO Vincent Bozzi vince@spokanecda.com

Co-Publisher Emily Guevarra Bozzi emily@spokanecda.com

Find us on

facebook View our e-magazine ibcatalyst.com

Inland Business Catalyst magazine is published bi-monthly by Bozzi Media.

Stephanie Regalado editor@ibcatalyst.com

104 S. Freya St., Suite #209, Spokane, WA 99202-4866 Phone: 509.533.5350 | Fax: 509.535.3542 All contents © 2014. No portion of this magazine may be reproduced without the written consent of the publisher. Neither Bozzi Media nor Inland Business Catalyst magazine assume responsibility for errors in content, photos or advertisements.

Summer 2014

B 8

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B MB ✲

business at its best

the

Food Trucks Revving Up Their Engines with National Advocacy Group

he city of Spokane is currently updating its foodtruck laws, and food truck owners aren’t pleased. The current proposal bans mobile food vendors from operating within 75 feet of an existing restaurant without its consent, requires mobile food vendors to obtain a permit for each location at which they would like to operate, and requires vendors to obtain the written consent of owners of adjoining private property.

City Council Member Jon Snyder says that it was his goal “to protect established businesses from disruptive new industries.” The Institute for Justice (IJ), a public interest civil liberties law firm that advocates in the courts of law and pubic opinion on behalf of entrepreneurs, has teamed up with the Greater Spokane Food Truck Association, and both groups say protecting established businesses from competition is unconstitutional and counterproductive.

According to the two groups, food trucks provide enormous benefits to the communities in which they operate. They help keep the streets safe, provide affordable and healthy meal options, enrich the local culinary scene, and increase foot traffic for nearby restaurants. Restaurants in Austin, Los Angeles, Las Vegas, Houston and elsewhere have experienced an increase in business once mobile food vendors arrive. The Institute for Justice sued the cities of El Paso, Texas, and Chicago for enacting proximity restrictions that prohibit food trucks from operating within a certain distance of brick-andmortar restaurants. IJ is also working with dozens of food-truck groups across the country to reform laws at the local level, outside of the courtroom. “All of Spokane’s entrepreneurs— stationary and mobile—have the right to earn an honest living, free from arbitrary, burdensome and anticompetitive regulations. It is not the government’s job to pick winners and losers in the marketplace: that job should be left to consumers,” says Melinda Haring, activism manager at the Institute for Justice. The Greater Spokane Food Truck Association invites the public, restaurants and food-truck owners to sign its public petition, which urges the Spokane city council to give food trucks greater ability to serve customers throughout the city. Find more information by visiting: www. greaterspokanefoodtrucks.com. Have an opinion on the topic? Visit the Inland Business Catalyst Facebook page and share your thoughts or send a message to the editor: Stephanie@spokanecda.com. Summer 2014

the

Travel

Li ke a Pro

F i ve T r ave l H ack s f o r H ote l A m e n it i e s By Cheryl-Anne Millsap

ost hotel rooms come with a few amenities, things like tiny bottles of shampoo, scented soap, a shower cap, a miniature sewing kit and occasionally some fragrant shower gel or body wash. But, because travel always brings unexpected complications, I’ve learned how to make those hotel amenities serve more than one purpose. Here are five ways you can get more out of hotel freebies:

Body Wash: Usually more gentle than shampoo, body

wash works well for hand-washing clothing when you’re traveling light or discover a stain or spill on your shirt. (Of course, this is for washable fabrics.) Shower cap: The ubiquitous plastic shower caps do more than keep your curls dry in the shower. The thin plastic, edged in elastic, can be a photographer’s friend. I’ve tucked one around my camera while shooting in bad weather. They also come in handy for wrapping leaky bottles, covering muddy shoes and wrapping items you want to protect in your purse or luggage. Shoe mitt: Often you can find a soft flannel shoe mitt tucked on a shelf in the hotel room closet or wardrobe. The flannel pouches make a good jewelry keeper or a sunglasses case on-the-go. Stationery: Some luxury hotels still provide stationary; although I’d love to know when the last guest sat down to write an actual letter. But I’ve used a hotel envelope to hold earrings and other small items so they wouldn’t get lost in my purse. The envelope is also handy for organizing all the receipts from your stay. Simply tuck them in and seal. Laundry bag: In a pinch, the disposable plastic laundry bag hanging in the closet is perfect for holding a bottle of wine before you tuck it into your suitcase. If the worst happens, the bag may save other items in the suitcase. I’ve also slipped my tall boots into the bag before packing them in my suitcase. Soap: Not too long ago, I dressed for a meeting only to discover my jersey dress and tights didn’t want to play nice. I was a staticky mess. I hadn’t packed any anti-static spray but I picked up a bar of soap and smoothed it over my tights. Like magic, the dress let go and I was static-free for the rest of the day.

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I-Guard Security Group Offers K-9 Patrols

Country Club was founded in 2013 in Spokane by Nick and Jacqueline Lungu, owners of the award-winning German shepherd breeder and dog training company, I-Guard International. The Lungus relocated from Pullman to Spokane in 2010, with more than 15 years of canine experience including breeding and handling. The 15,000 square feet of business space at K9 Country Club promises to provide Spokane with a one-stop shop for all pet needs, from basic supplies and pet daycare to advanced dog training and hydrotherapy. The Lungus have recently opened a new branch to their business, I-Guard Security Group, putting to good use their experience of working with police departments throughout the country on areas such as search, detection, and territorial protection. I-Guard Security Group offers business security services with a uniformed officer, top of the line cars, and canine units. Find more information by visiting their Facebook page, or by calling (509) 340-9733.

@ Inland Northwest Business Watch By Matt Behringer

Here is a look at some new, moving, or expanding businesses in the Spokane and Coeur d’Alene area from the local business blog, Inland Northwest Business Watch.

Evergreen Crossing Shopping Center is Filling Up

The Evergreen Crossing shopping center, at the corner of Indiana and Evergreen Spokane Valley, has a new building that’s now under construction. The new space will be home to Staples, Destination XL and Party City. Additionally, a second Party City is also planned for North Spokane.

The Barbers Adding South Hill Location

Following the success of their North Spokane location, The Barbers chain of barber shops are opening a new location on the South Hill at 1304 S. Grand Ave.

CustomFit Opens in Logan Square

CustomFit Compression Garments has opened in the Logan Square Shopping Center. CustomFit occupies about a 1,400 square foot unit at 1601 N. Division Suite G.

Rumor Mill: Is BevMo! opening a location in Spokane?

There has been a rumor of a new location of the BevMo! chain opening in Spokane. As of now, that rumor is not true. BevMo! is a chain of beer, wine, and liquor stores similar to Total Wine and More. We did uncover news stories from 2012 confirming the chain was looking for a possible store site in Spokane. However, we inquired with BevMo! who says they have no plans for a Spokane store at this time. Inland Northwest Business Watch is a local business news and information blog, written by Matt Behringer. The site can be found at www.inlandnwbusiness. com or on Facebook. Contact Matt via e-mail at inlandbusiness@yahoo.com.

Business

News Clips

GNC Franchise Adding Locations

Erin and Ivan Ribic, owners of the Airway Heights GNC franchise since November of 2011, are opening another location June 19, in downtown Spokane on Main Ave. next to LuLu Lemon in the Crescent Building. The Ribics plan to open a third location in Spokane Valley in August in the Banner Center, at 509 N. Sullivan. They also run two fitness events at Northern Quest Casino, the Empire Classic in the spring and Night of Champions in the fall. Both events focus on bodybuilding and fitness shows. Drawing spectators and competitors from around the Northwest as well as many other parts of the country. This year’s Empire Classic included an outdoor fitness expo, adding Crossfit, Powerlifting, and Strongman events along with a Pro Deadlift championship. There were more than 500 competitors and 2,500 spectators.

b Hot OFF THE

BLOG Blink

Dr. Traci Anderson and Dr. Amit Makadia have teamed up to offer an exceptional eyecare experience with their new business, Blink. They offer comprehensive eyecare, multifocal contact lenses, Lasik co-management, ocular disease evaluation and management, along with trend-setting eyewear of more than 600 designer frames and sunglasses. For more information, visit www.blinkspokane.com.

Egg it On Opens in Spokane Valley

CEO and operating partner, Rick Leukert, and the Hootwinc LLC management team are excited to bring an entirely new breakfast dining experience to Spokane. Egg it On, located at 16208 E. Indiana Ave, in Spokane Valley—in the building formerly housing Hooters—is unique and inviting, with modern décor, offering fresh ingredients to create their urban farm fusion cuisine. Enormous portions of dishes you won’t find anywhere else, along with handcrafted breakfast style cocktails, such as the ultimate Bloody Mary and the Bubbles Mimosa Menu, offer you an experience like no other. Diners will enjoy a guided ordering experience where employees use hand-held tablets that send orders straight to the kitchen staff.

Ziebart Opens New Franchise in Downtown Spokane

Local resident Brian O’Shaughnessey, owner of Ziebart of Spokane, has been in the automotive parts/accessories and service business for 25 years. He started out detailing and rust-proofing, progressing into parts and service management. The opportunity to become a franchised Ziebart dealer started more than a year ago, and finding the perfect location was the greatest challenge. Ziebart has been in business for 55 years predominantly on the East Coast, as well as in 32 countries, with more than 400 locations worldwide. They have diversified channels of trade including an optically clear paint protection film; advanced interior and exterior auto detailing system; “the toughest paint protection on the planet”; nonskid polyurethane spray in bed lining; undercoating/underbody sound barrier that reduces road noise and vibrations up to 60 percent; total body rust protection; window tint digitally cut films; remote start and alarms; and windshield chip repair. They are in a newly renovated building on the corner of 3 W. Riverside and 11 N. Division. Open Monday-Friday from 7 a.m. to 6 p.m.; Saturdays 9 a.m. to 2 p.m. Summer 2014

business

Newcomer

What was your first impression of Spokane? What were you expecting? I didn’t really know what to expect of Spokane—I didn’t know anybody who had previously lived in or traveled to Spokane. Honestly, I took a leap of faith to further my career and I couldn’t be happier with my decision. What do you feel you offer to the community of Spokane? Professionally, I am a driven individual who wants to help the Spokane International Airport continue to grow, and as the airport grows, Spokane’s economy will grow right along with it. Personally, I enjoy taking an active role in the community I live in, whether it be as a volunteer, participating in local events, or supporting Spokane businesses.

Mike McMahon Operations Specialist at Spokane International Airport

By Cheryl-Anne Millsap

or Mike McMahon, the move to Spokane was initially supposed to be a way to launch his nascent career in airport management. What he didn’t expect was to find himself feeling at home in the Inland Northwest in a few short months. Where did you live before and what brought you to Spokane? I grew up in Coon Rapids, Minnesota, a northwestern suburb of Minneapolis. After high school, I moved to Grand Forks, North Dakota, to study Airport Management at the University of North Dakota. In 2012, I received a B.B.A. degree and embarked on a job-seeking journey that would ultimately lead me to Spokane. For much of 2013 I did internships while I looked for the perfect entry-level position. Finally I came upon an Operations Specialist position at Spokane International Airport. SIA is widely respected in the aviation community due to its innovation and growth potential, so I was ecstatic when I was invited out for an interview. My position involves the day-to-day operations and ensuring safe and efficient transportation in and out of Spokane International Airport.

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In what ways do you look forward to putting down roots? While I came out here with intent of getting a few years of work experience and then moving back to the Midwest to be near family, Spokane has really surprised me in a good way. In such a good way that putting down roots here isn’t as crazy a thought as it would have been to me a few short months ago. I really enjoy the people, my work, the local businesses, and, of course, the winter was a lot milder than a Minnesota winter. What part of the city do you call home? I rent an apartment at the Adirondack Lodge Apartments on the South Hill. I brought my dog from home and they were very pet friendly and accommodating. The South Hill is awesome. Lots of friendly people, safe neighborhoods, and of course Waddell’s, my go-to bar and grill. How would you like to introduce yourself to Spokane? I’m a Minnesota transplant who has nothing but good things to say about my time in Spokane so far. I really need to get in touch with my hobbies again, but I love anything outdoors: fishing, camping, boating, and snowmobiling. Also, I try to hide it, but I am a fantasy sports nerd—I have multiple fantasy football, baseball, basketball and hockey teams. A little fun fact: my team and I won the 2008 Minnesota high school state baseball tournament.

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Summer 2014

Grand HOTEL Spokane

Construction

Designing for the Future A Hotel Worthy of Appreciation By Renée Sande

ou can’t miss the 200-foot, 300-ton crane in downtown Spokane; it’s not only big, it’s a sign of big things to come. It’s part of a construction site on the West 300 block of Spokane Falls Boulevard, which for the past 10 months, has not only been starting conversations and piquing interest locally—but nationally, and possibly internationally as well— as it promises to sharpen Spokane’s competitive edge in the convention center industry.

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The project, located on South Block—just one block west of the Convention Center (CC) and across the street from the INB Performing Arts Center—is a 17-story hotel with 716 rooms and suites, an 18,000 square foot ballroom, 60,000 square feet of meeting space and 920 parking spaces; it will soon be the largest hotel in Washington this side of the Cascades. “It’s going to be a huge catalyst for downtown Spokane,” says Scott Chesney, planning director for the City of Spokane. “It’s a much-needed venue for visitors and others to come to Spokane, and will act as a solid anchor between Riverpoint Campus and Riverpark Square and potentially lend to revitalization efforts of Main Street.”

A Worthy Project

The latest private development of Walt and Karen Worthy—although set to align with a yet undisclosed national hotel brand—is currently named the Grand Hotel Spokane for its key role in complementing the Public Facilities District’s (PFD) $55 million Convention Center expansion, to be completed in

December. The hotel, combined with the CC expansion of 91,000 square feet of meeting, exhibit, and public space, as well as related improvements to the Centennial Trail and riverbank, is already making a good impression on meeting planners from other cities, looking to book conventions. Matt Jensen, director of marketing for the Davenport Hotel Collection, which includes the Davenport Hotel, Davenport Tower, and Hotel Lusso, says they’ve sold “more than $1 million in business at the new hotel,” with several more groups interested in booking as far as 2020. “We’re looking at 12 new groups coming in 2015, and 50 more potential groups by 2020,” says Jensen. “One of those is a group that passed on Spokane two times before.” With July 1, 2015 as the tentative opening date, Jensen says the project is currently on schedule. Tim Robinson, director of communications and public relations for Visit Spokane (formerly Spokane Regional Convention and Visitors Bureau), is excited at the prospect of what the new hotel will mean for the Spokane economy. “This keeps us very competitive with similar markets such as Albuquerque and Sacramento, putting us slightly in the lead in terms of space and number of rooms,” says Robinson. Robinson adds that it will also allow Spokane to compete with bigger cities such as Portland. “We think it’s a grand building and project and that it’s going to be a great thing for Spokane.”

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Designing for the Future

While the exterior design of the hotel has gone through a few renderings, the latest reveals a modern look achieved with polished Italian porcelain tile and painted pre-cast concrete. The design, while admired by many, has been criticized as well, for its lack of appealing aesthetic within the d -owntown Spokane landscape. Summer 2014

Grand Hotel Const.

“I think we’re just going to have to wait and see,” says Jim Sheehan, Spokane developer, civic leader, and Center for Justice founder. “Until you actually perceive the impact on aesthetics and the economy, it’s hard to judge. Walt has done a fabulous job with the Davenport and the Tower. He’s one of the few developers who has a good sense for creating a good aesthetic for the surroundings.” Craig Woodard, architect of the hotel and owner of Brick and Mortar Design and Development, says the City was happy with the designs, and feels confident it’s the right building for its purpose and the downtown landscape. “We believe a modern theme building works best within the context of this neighborhood and is a good opportunity to challenge future design in Spokane. Across the street are the INB and newly renovated Convention Center, both modern. Across Bernard is the District 81 School building— modern. In great urban environments, there is a good mix of the old 'where we’ve been' and the new 'where we’re going.'"

All in the Details

2901 E. Trent Ave., Spokane, WA 99202

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While the Grand Hotel Spokane will emulate the four-star, luxury travel experience of Worthy’s other properties, with amenities such as the “Davenport beds” and large walkin showers, certain details will be elevated to a new standard. Spacious rooms and suites will start at 450 square feet—above the average of 300-345—and range to 3,000 square feet, says Jensen. Sleeping space will include one or two king-size beds, rather than the industry standard of two doubles or two queens, and meeting space will be greatly amplified. “This hotel is all about meetings,” says Jensen. In addition, the fitness center will provide the best and latest fitness equipment and allow for a view into Riverfront Park, as well as access to the terrace.

On the first floor, on Spokane Falls Boulevard, will be the Davenport Home Store and a 15,000 square foot restaurant (yet to be determined) with a patio, and a staircase leading up to the terrace. A combination of valet and public parking will be available, with entrances on Main and Washington. A skywalk will connect the hotel to the Convention Center for efficient access for event and convention attendees and the building will be certified LEED (Leadership in Environmental and Energy Design). “We’re shooting for (Certified LEED) Gold, like the Davenport Tower,” says Woodard. LEED Gold is next to the highest tier in energy efficient building, and is achieved by adhering to certain sustainable practices such as using local and sustainable materials and

resources to construct the building, and maintaining high indoor environmental quality. Although interior details of the hotel have yet to be finalized, products used may very well include dual-flush toilets, low-flow sinks, and sensors to reduce the need for indoor lighting during daylight.

A Vision Fulfilled

In 2009, the PFD—owner and operator of the INB and the Convention Center—designated South Block as part of the voter-approved CC expansion plan, known as the Vision 20/20 Master Plan. They developed the block into a firstclass surface parking facility, to provide 300 parking spaces for INB event goers, until expansion plans called for the property to be developed.

Meanwhile, Worthy was kicking around design ideas for a multi-million dollar hotel with his hotel team, who had previously worked on the Davenport renovation. “The more we thought about it and our market, the more it made sense to tap into the convention industry,” says Worthy. Worthy approached the PFD and the City with his idea for the hotel, requesting incentives to help his project move forward. Upon negotiation, the City agreed to pay partial cost of site remediation and streetscape improvements, waive GFC (General Facilities Charge) hook-ups and obstruction permits for lane closure, and charge for all other permits on an at-cost rather than evaluative basis. The PFD agreed to pay $500,000 Summer 2014

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Above: Aerial photo as of Oct. 2013. Right: Progress as of May 2014.

toward site remediation costs and approximately $2 million for the skywalk, and offered Worthy a final purchase price of the land at $6.67 million. In addition, the PFD will be receiving a condo interest in 300 spaces in the garage, with annual payments of $400,000 to offset operating costs of the CC and INB, said Kevin Twohig, CEO of the PFD. In September, 2013, Worthy and the PFD finalized the sale, and construction commenced. Chesney says that providing incentives to a developer— especially of Worthy’s reputation— is not unusual when it could mean a substantial amount of economic development to the city. He also says that any funds the city provides to the project will be repaid out of taxes generated by the project. “The likely permit value of the hotel is $135 million—that will mean a very substantial tax base increase for the city,” says Chesney. The incentives from the PFD will be paid from the $65 million in general obligation funds approved by voters in 2012 for the CC expansion. “The public receives a number of outstanding benefits by selling this property to the Worthys,” said Twohig in a previous interview. “Covered parking with a direct

connection from the hotel to the Convention Center and the INB just to name one. The new jobs and increased tourism created by the Worthys’ new hotel will also greatly benefit the entire region.” “It definitely is an exciting time to be on the cusp of all of this,” says Jensen. “The Davenport Hotel celebrated 100 years this year; this is the next 100 years.”

Major Contractors for the Grand Hotel Spokane Project: Advanced Fire Systems Apollo Sheet Metal Central Pre-Mix Concrete Champion Concrete Pump Concrete Cutters Divcon Everett Concrete Half Moon Construction and Leasing Mackin & Little Monster Concrete Northwest Contracting Old Castle Precast Rhodes Crane & Rigging Sickesteel Cranes Specialty Construction Systems Spray Foam Insulators Tri-State Rebar Zillah Hauling Services

Nominations are Open Each year, Catalyst seeks your nominations for twenty “Under 40” up and coming professionals in the Inland Northwest who affect the most positive, innovative changes in our local business community.

Under

Email your nominations to: editor@ibcatalyst.com Deadline for nominations: July 30 Self nominations are accepted Must include: Name of Nominee Their Business Their Email Your Name Your Email Nominees will be contacted via email for further information Summer 2014

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hon or in g t he 2014 reci pi ents Spokane has been receiving a lot of national recognition these days. the hard work of dedicated busines s professionals, local government officials, and residents is paying off as our city becomes the â&#x20AC;&#x153;greener pasturesâ&#x20AC;? people dream of, and a place to make us all proud. Who are the people making things happen in our region? Who has the means and the vision and the talent to truly affect change locally? We turned to our readers for their input as to who the most powerful and influential professionals in the Inland Northwest are and out more than 500 nominations, here are our Power 50â&#x20AC;&#x201D;Most Influential Leaders.

Summer 2014

Ke v i n Pa rke r

State R epr esentative ; owner , Dutch Br os Coffee

Kevin Parker owns Dutch Bros. Coffee in Spokane and works as an adjunct faculty member for Whitworth and Gonzaga, teaching economics and leadership. He also serves as the State Representative for Spokane’s 6th District. Having a 1.8 GPA in high school, he turned his life around with the help of a Young Life leader and his high school counselor. He studied at Whitworth, George Fox and Harvard. In 2013, Parker returned to Harvard as Alum in Residence and Facilitator. He was part of the budget process and was instrumental in securing the WSU Spokane Medical School, Spokane Valley Tech and moving the North South Freeway forward. His legislation supports job growth, fights human trafficking, and helps the homeless secure jobs. Parker has won more than thirty awards for leadership, business and politics and was recently awarded Spokane and Washington State Citizen of the Year. He is also a survivor of the 1999 Columbine High School shootings.

Walt Wo rt h y President & CEO (Owner ) , Wo rthy Enter p r ises LLC

Walt Worthy, along with his wife Karen, owns a development, construction and property management company, Worthy Enterprises LLC, and a hotel company, Worthy Hotels Inc., dba Davenport Hotel Collection. Both companies are here in the Spokane area. Worthy is originally from Georgia and was transferred to the Spokane area while in the military. He was a survival instructor at Fairchild Air Force Base prior to developing his own businesses. Worthy’s local business investments began in the early 1970s. Investments and developments have included residential housing, mini-storage units, major commercial buildings, office properties and more. He is known for the development of Rock Pointe Corporate Center, River View Corporate Center, the historic Davenport Hotel, the Davenport Tower and the Hotel Lusso. He is currently developing the 716room Spokane Convention Center hotel, to be named the Grand Hotel Spokane, scheduled to open June 2015.

Davi d A. Co n d o n Mayo r , C i t y o f Spo k a n e

David A. Condon is the 44th Mayor of the City of Spokane. Born the same year that Spokane was inviting the world to Expo ’74, Condon is now leading a city that is talking about a significant new investment in the park that became the community’s living room and sustainable funding for street enhancements. Condon’s encouraging, innovative thinking is making Spokane safer, stronger and smarter by driving affordable investments in streets, utilities and public safety. His goal is to make Spokane the choice location for living, learning and leisure. Condon’s career includes small business experience and public service. He opened four coffee shops during his college years in Boston and managed his father’s dental practice in Spokane. Condon also served in the 25th Infantry Division, Hawaii; the 62nd Medical Brigade, Fort Lewis, WA; the 396th Combat Support Hospital and the Mann Reserve Center in the Hillyard neighborhood, and went on to work as the Deputy Chief of Staff for Eastern Washington’s U.S. Congresswoman, Cathy McMorris-Rodgers.

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Ri c h a rd H a d le y for mer CEO of Gre ate r Sp okane Incor p or ate d

Will ia m Stace y Cow le s P ublisher , The Spokesman-R eview

William Stacey Cowles represents the fourth generation of his family to oversee The Spokesman-Review, the 125-year-old daily newspaper in Spokane.

Rich Hadley is the former leader of Greater Spokane Incorporated (GSI), the region’s chamber of commerce and economic development organization. Under Hadley’s leadership, GSI has been able to work with various community leaders to establish four years of medical education in Spokane, ensure construction of the North Spokane Corridor, advocate for and protect Fairchild Air Force Base, and raise the Spokane region’s standing with elected officials in Olympia and Washington D.C.

Washington. Among her accomplishments in the first year were the initiation of a study to address the feasibility of a new medical school on the WSU Spokane campus; development of a master plan that complements medical research and commercialization in the community; and collaboration with community partners Empire Health Foundation and Providence Health Care to increase the number of medical residences in our community through a federal grant for a new teaching health clinic, a critical step in increasing primary care services for the community.

S cot t L . M o r r is P r e s id e n t, C ha i rm a n & CEO , Av ista Co rp

Scott Morris is chairman of the board, president and chief executive officer of Avista Corp. He was elected president in 2006 and named chairman and chief executive officer in 2008. Morris also serves as chairman of the board of Ecova, a subsidiary of Avista Corp. Morris is an experienced utility executive who has served in a variety of leadership positions since joining the company in 1981. He began his career in the company’s utility marketing division and has served in leadership positions throughout the company, including in customer service, construction and as general manager for Avista’s Oregon and California utility business. He held that position until being named president of Avista Utilities in 2000. Morris is a graduate of Gonzaga University.

Jack Heath is the president and chief operating officer of Washington Trust Bank. He was elected to this position in March 2000. Prior to this, Heath was senior vice president, Retail Banking— September 1998; senior vice president, North Idaho Market Manager—February 1996; and vice president, Commercial Loans—October 1989. Prior to joining the Commercial Banking Group, Heath held numerous positions in Marketing, Investment Services, and Branch Banking. Heath is active in the community, serving on the board of Greater Spokane Incorporated, the Executive Board of Inland Northwest Council Boy Scouts of America, Gonzaga University Board of Regents, Pacific Coast Banking School Board, and PREMERA Board of Directors. Heath is past chairman of the Washington Bankers Association and continues to serve on the board of directors as well as serving as an emeriti board member of the Gonzaga Forum Board and the Mobius Science Center Board. He is active in the Spokane County United Way.

Jerry Dicker moved to Spokane in the mid-2000s. Originally from the Bronx in New York City, Dicker later moved to California, where he graduated from the University of California in Los Angeles and became involved in real estate. Projects followed in California, New Mexico, Arizona and Texas. In the Inland Northwest, his company has grown. His company owns the Hotel Ruby and Ruby2, The Bing Crosby Theater, the Burgans Block on Division Street (soon to be Ruby Suites) antique homes such as the Comstock-Shadle House (where he lives) and the Moen House (where GVD Commercial Properties keeps its Spokane offices), and the Red Lion Hotel on Division Street.

Jac k H e at h P r esident and COO, Washington Tr ust Ba nk

J e rry D i c ke r Ow ner of GVD Commer cial Pr op er ties, Inc.

B e n St u c k a rt Council Pr esident, City of Spokane

L i sa B r own

C h a n ce llo r, WSU S p o ka n e

Dr. Lisa Brown represented Spokane in the Legislature for 20 years, first in the House and then in the Senate where she was the majority leader for seven years. She became the chancellor of WSU Spokane in 2013 where she has worked diligently with community partners to expand the health sciences campus to address the growing primary care needs of the nation, the state and the rural communities in Eastern

Ben Stuckart is serving his third year as City of Spokane Council President. He is a Spokane native and graduate of Lewis and Clark High School and Gonzaga University (undergraduate and graduate). As Council President, Stuckart has been a proponent of neighborhood involvement, led the City to embrace urban agriculture and grow our local food economy, been a vocal opponent of coal and oil train increases through our community, and led numerous efforts to increase our local economy. The most important project is an effort to target investments in one business district at a time instead of spreading resources throughout the city. Investment in the East University District begins in 2015.

Cathy McMorris-Rodgers Congr esswom a n Washington’s 5th D istric t

Growing up, Cathy McMorris-Rodgers worked on the family orchard side by side with her parents and younger brother. She was the first in her family to attend and graduate from college. She worked her way through Pensacola Christian College in Florida and later earned her Executive MBA from the University of Washington. McMorris-Rodgers served five terms as a citizen legislator in

Summer 2014

Mary’s Medical Center in Walla Walla, serving 15 years in advancing leadership roles including chief nursing officer, then accepted a role as vice president at Providence Sacred Heart in 2002. She advanced to chief operating officer and then was named chief executive for Sacred Heart and Holy Family hospitals. In 2013, she took the reins as Regional Chief Executive of Providence Health Care Eastern Washington, a health care delivery system of five hospitals, and multiple long-term care facilities including Providence Medical Group, which boasts more than 500 physicians and advanced care providers.

Mark Few Head Couch of Gonzaga University Men’s Basketball

Olympia eventually being elected to minority leader. In 2004 she was elected to Congress where she now serves in her fourth term representing Eastern Washington’s Fifth Congressional District. She was chosen to be a member of the Republican Leadership team in 2009, where she is vice chair of the Conference.

Gonzaga University head coach Mark Few has established himself as one of the most successful coaches in NCAA Division I basketball annals in his 15 seasons at the helm, and in the process has made Bulldog basketball a household name across the country. Few first joined the Bulldogs for the 1989-90 season as a graduate assistant under former head coach Dan Fitzgerald, then was promoted to a full-time assistant for the 1991-92 season. He was named associate head coach in April of 1999 following a season in which the Bulldogs became the basketball darlings of the nation on their March run, which saw Gonzaga come within a few ticks of the clock of advancing to the Final Four. The Bulldogs made a 16th straight trip to the NCAA Tournament in 2014. With 24 years on the Gonzaga bench, Few is the longest-tenured men’s basketball coach in Bulldog history. Few’s contract assures his presence on the Bulldog bench through 2022, his long-term agreement reflecting the university’s commitment to Few and his commitment to Gonzaga.

Ozzie Knezovich S h e r i f f, S p o k a ne Co un t y

Sheriff Ozzie Knezovich was appointed Sheriff of Spokane County on April 11, 2006. This year marks his twentyfourth year in law enforcement. He oversees the law enforcement activities in the unincorporated areas of Spokane County and several contract cities and towns. He serves as the Director of the Spokane County Department of Emergency Management. Knezovich also serves as president of the Washington Sheriffs’ and Police Chiefs’ Association and co-chair of several committees and boards for WASPC. Knezovich serves as the past president of the FBI-Law Enforcement Executive Development Association (LEEDA), an organization dedicated to developing leadership training for law enforcement leaders. He is dedicated to our community and our youth. He serves on the following community outreach boards: The United Way, Daybreak Youth Services, The Salvation Army, Frontier Behavioral Heath (formally Spokane Mental Heath), ARC of Spokane, and Boy Scouts of America.

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Chairwoman of Cowles Compa ny

Betsy Cowles is chairwoman of Cowles Company, a diversified family-owned media, forest products, insurance, and real estate company headquartered in Spokane. In addition to working on longterm corporate strategy, she directly oversees several divisions of the company, including broadcasting, a national insurance agency, and real estate (including River Park Square). Cowles is active in the community and has served on a number of nonprofit boards, including past Chair of Greater Spokane Incorporated, past Chair of the Spokane Symphony, and founding member of The Fox Theater and TVW boards. She is a director of the Laird Norton Company. She received a bachelor’s degree from Dartmouth College and a law degree from George Washington University, where she is a past trustee.

Elaine Couture Regional Chief Executive, Providence Health Care Eastern Washington

Elaine Couture has been in health care since 1977, first as a bedside nurse and nurse manager at St. Vincent’s Hospital and Health Center in Billings, MT, and then as director of an occupational health and wellness program. She held her first administrative position at Providence St.

Elizabeth A. Cowles

Jim Frank Principal and CEO of Greenstone Corporation

Jim Frank grew up in Coeur d’Alene and received an engineering degree and then a law degree, both from Gonzaga University. He practiced environmental and natural resource law for ten years, and then founded Greenstone in 1983, applying his passion for economic and environmental sustainability to the development of planned communities in our region. He has more than 30 years’ experience in land entitlement and management in the real estate development and construction industry.

Harlan D. Douglass P r e s id e n t, Ha rla n D. D o u g la ss, I n c .

Harlan D. Douglass is president of Harlan D. Douglass, Inc., a private building and real estate investment company. Douglass has been a director of Inland Northwest Bank since May 26, 1989. He has also been a director of Northwest Bancorporation Inc. since March 30, 1992. His primary business activities consist of the management of a diversified real estate business, including multifamily and commercial projects. He served as director of Eagle Hardware and Garden; The Bank of Spokane, Spider Corporation; and First American Title of Spokane.

Ted S. McGregor Jr. P ublisher of The Inlander

Ted McGregor grew up in Spokane and attended Gonzaga Prep High School and the University of Washington. While studying for his Master’s in journalism at the University of Missouri, he completed a professional project on starting a weekly newspaper in Spokane. In 1993, he turned that project into reality by founding The Inlander and has served as its editor and publisher ever since.

Kent Caputo

CO O of the Kalisp el Tr ibe

Chris Bornhoft

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Marty Dickinson came to thenSterling Bank in 2011 after spending six years as president of the Downtown Spokane Partnership, where she led a comprehensive downtown marketing and revitalization program including planning, advocacy, enhanced municipal services, project development and business development. Prior to that, she was vice president of both the Spokane Regional Chamber of Commerce and Spokane Area Economic Development Council. Dickinson also has a background in telecommunications, working in management and marketing for NEXTLINK, XO Communications, Cellular One and AT&T Wireless. She currently serves on the WSU Spokane Advisory Board, State of Washington Regence/Blue Shield Foundation Board and the Mobius Spokane Board of Directors. Dickinson graduated from Washington State University with a bachelor’s degree in business and marketing, communications.

Kent Caputo is the Chief Operating Officer for the Kalispel Tribal Economic Authority (KTEA). KTEA is the economic development arm of the Kalispel Tribe of Indians. KTEA has the responsibility of overseeing all Tribal Enterprises and ensuring financial success and economic diversification. Kent joined KTEA as COO in 2007. In this role, he has directed and overseen dramatic growth in the Tribe’s enterprises. From expansion and diversification at Northern Quest Resort and Casino to the creation and expansion of franchise and small business operations, land and infrastructure development and growth in team member resources and technology, KTEA continues to transform vision and philosophy into a tangible reality for the Tribe and our community. Kent graduated as an Honors Scholar from the University of Puget Sound with a B.S. in Economics and a J.D. Cum Laude. He then went on to receive an LL.M. from Emory University.

Residential Real Estate marianne@bornhoft.com SpokaneHouse.com 509.879.3779

Summer 2014

Peter F. Stanton C h a i r m a n a n d CEO , Wa s h i n g to n T r ust Ba n k

Peter Stanton was named president in 1990, becoming the fourth-generation head of the bank that is now the oldest and largest privately owned commercial bank in the Northwest. Stanton was 34 when he assumed the role of president, second youngest bank president ever in Spokane, second only to his father, Philip Stanton, who had become president of the bank in 1962 at age 31. Stanton serves as chairman of the board for W.T.B. Financial Corporation, and is a board member for Inland Northwest Council, Boy Scouts of America and serves on The Washington Roundtable. In addition to holding positions on numerous civic boards, Stanton was president of the Washington Bankers Association in 1995 and 1996, and State Chairman of the American Bankers Association for 1997 and 1998. Stanton is also the chairman of the Advisory Board of the Boys and Girls Clubs of Spokane County and serves on the Board of Trustees of Gonzaga University.

well as Prime, Spokane CDA Woman, and Spokane Coeur d’Alene Living magazines. He and his wife, Emily, also own Chocolate Apothecary, the Bozzi Gallery art gallery, and the events center Chateau Rive at the Flour Mill. Bozzi says he is well aware that in a survey sent to the database of his own magazine, there is a bias effect at play, and he takes his showing in the survey with a huge grain of salt, but appreciates every vote received.

Todd Mielke County Commissioner for Spokane County

Vincent Bozzi

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R. Ronald Wells

owner of Wells and Company

P olice Chief City of Sp okane

Publisher and CEO of Bozzi Media

Vincent Bozzi is president of Bozzi Media, publishers of this magazine, as

Frank G. Straub Jr.

Frank G. Straub came to Spokane to serve as Police Chief in the fall of 2012 with decades of experience in law enforcement, working in both regional and national public safety. He previously served as the Public Safety Director for the City of Indianapolis, where he led 3,200 sworn and civilian personnel assigned to the Department for Public Safety’s police, fire, homeland security, animal care and control, communications and EMS divisions.

for securing hundreds of millions of dollars in state funding for a number of projects in the Spokane area. Prior to opening his government’s affairs business, Mielke was the director of State Government Affairs in the Northwest for Johnson and Johnson.

Todd Mielke has a diverse business background. He had an excavation business for a number of years in the Spokane area, and more recently has had a government affairs consulting business. In that role, he assisted businesses, trade associations, and individuals with state legislative and regulatory issues. He has also been responsible

R. Ronald Wells is a licensed architect, general contractor, and realtor. He is also a real-estate developer, who, with his wife Julie, owns and operates Wells and Company. Wells began purchasing, renovating, operating, and managing historic buildings in 1979. Since then, he has been responsible for 43 certified historic rehabilitation projects, qualified for various tax incentives. Wells and Company owns and manages, with several other investors, numerous properties in and near downtowns of Spokane, Moscow and Lewiston, Idaho. Wells is active on the boards of Providence Health and Services Eastern Washington and Inland Northwest Health Services. Previously, he served as board member and board chair for Downtown Spokane Partnership, Spokane Regional Convention and Visitors Bureau, Leadership Spokane, Downtown Spokane Ventures, Spokane City/County Historic Landmarks Commission, AIA Spokane and AIA Washington Council. Wells renovated, developed, designed and owns, with partner Avista, the downtown landmark Steam Plant Square, including its restaurant and brewery. The Wellses also own, with their sons Gage and Spencer Stromberg, River City Brewing in downtown Spokane.

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Your Business, Your Nest Egg Create a Succession Plan Now to Ensure a Comfortable Retirement Later By Melissa S. Williams

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o you are running a successful business, right? You started the company on a dream and a shoestring budget. You stayed up late and rose early, balancing your family and personal life while nurturing the company you were creating. Your every dollar fed the business, you paid business bills first and hoped there would be money leftover to bring home. Slowly but surely, or maybe all of a sudden, your business became a success. You understand the many aspects that go into building a business and making sure it continues to thrive. You have invested your “blood, sweat, and tears” along with your money. You understand the need to offer retirement programs for your employees, often contributing to the plans for the benefit of your team, but how have you planned for your own retirement? Often, the only meaningful asset small business owners have is the business itself. Most likely, you desire a comfortable

retirement, and to leave a legacy. You need to have an “exit strategy” from the business that will provide a desirable retirement and a productive business after you pass the reins to someone else. Fortunately, there are many strategies that can be used to accomplish that goal. An important first step is to identify and prioritize your concerns. For instance, is it a family business? If so, is there more than one successor? Is joint management a realistic option? How can you be equitable, while being fair to your heirs? These topics should be considered well in advance of actually needing to implement them. Many businesses have multiple owners even if they are not family owned. This is especially handy when some of the owners are younger than the retiring owner. In these situations, it is important to arrange a succession plan that is flexible as to how the purchase is eventually handled.

Perhaps you plan to sell the company to a non-owner, such as a key employee or a third party. Maybe you don’t have a readily available successor or buyer of the business interest and would consider having it become employee owned. The next step is to identify and implement the strategies that best fit your situation. There are a myriad of strategies and products that will help you put into place a succession plan, while solving other issues. For instance, taxes need to be taken into account because a transfer of the business probably will involve gift, estate, and income taxes. Many cohesive succession plans take into account the taxes due, and important aspects such as making sure your spouse is cared for at the time of your death, or rewarding a key employee with an individually designed executive benefit. Once you have determined which strategy you choose to implement, the next step is to fund your planning strategies. Depending on the strategy, you may be able to fund them from current cash from the business, by obtaining a business loan, or setting aside a sinking fund. There are financial tools available that offer flexible options to fund your various planning strategies. It is important to work with a qualified advisor to help guide you along the way for a fully integrated business succession and exit strategy. It is important to remember that these plans should be in place before they need to be. It is difficult to transition a company during a situation that has not been properly positioned for that. It is never too early to begin planning, and taking control of your future.

Melissa S. Williams has 14 years of experience in the financial services and insurance industries, and has served clients throughout the Inland Empire and Eastern Washington. Melissa’s personal commitment has allowed her to build Star Financial and Insurance Services (www.starfinc. com) on the basis of personal relationships with a strong foundation of financial knowledge and experience. She can be reached at (509) 7891818. Securities and Investment Advisory Services offered through ING Financial Partners, Inc. Member SIPC. Star Financial and Insurances Services, Inc. is not a subsidiary of nor controlled by ING Financial Partners.19820589

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holding your

reputation Protecting Your “A” Factor:

Accountability Killers to Avoid

re you accountable? If you’re like most people, your answer to that question is an automatic “Yes” or maybe even an indignant “Of course, why are you even asking me?” After all, you don’t believe that you’re above the law or lie about your behavior like Toronto Mayor Rob Ford. And you’re no Anthony Weiner (Or is that Carlos Danger?), either: You don’t move heaven and earth to shift the blame when you’re clearly the one at fault. And you’re not like Sarah, your reliably unreliable coworker, who is chronically late and always full of convenient excuses. But are you truly in the clear? Probably not, say Julie Miller and Brian Bedford. They contend that most of us are guilty of small behaviors that crack our accountability façade and hurt us, both personally and professionally, far more than we realize. “We know from the Lance Armstrongs, Jerry Sanduskys, and Bernie Madoffs of the world what accountability absolutely isn’t,” says Miller, coauthor along with Bedford of Culture Without Accountability—WTF? What’s the Fix? “But rarely do we stop to examine what accountability is in action. That’s why it’s so easy for little behaviors—accountability killers, if you will—to worm their way unnoticed into our lives.” The authors share a list of their personal pet-peeve “accountability killers”: Showing up late. Sure, there are legitimate reasons why even the most responsible person might be running late: a fender bender, a sick child, an unfortunate coffee spill, to name just a few. And yes, everybody gets a pass on this one from time to time when life’s curveballs happen. But if it happens again and again, you’ve got a problem. Saying you’ll do it . . . and then not doing it. Again, sometimes “life” happens. If an unforeseen accident or crisis derails your best intentions, most folks are likely to understand. But if you fail to meet your commitments more than once or twice, you lack accountability. “If you find yourself constantly making excuses, asking for more time, or expecting others to understand why you ‘just didn’t get around to it,’ it’s time to make a change,” says Bedford. “Either start pushing yourself harder or stop making promises you can’t keep.” Being offended by the truth. When someone calls you out—for dropping the ball, for behaving badly—how do you react? “If you’re indignant or offended instead of accepting that the other person has made a valid observation, you’ve just killed your accountability,” says Miller. “Denying or just having a bad attitude about what’s obviously true will cause your credibility and trustworthiness to take a significant hit.” Covering up mistakes. The fact that others don’t know about a slip-up doesn’t mean it didn’t happen. “If nothing else, your accountability will suffer in your own eyes,” says Bedford. “You also run the risk of setting a bad precedent for yourself. The next time something comes up, you’ll think, Well, last time this happened I just shredded the document, or, I’ll just delete the customer’s email again. No one noticed before.” Blaming others. The so-called “blame game” is one in which nobody wins— least of all the person pointing the finger. Even if the fault lies with someone else, says Miller, part of being an accountable person means doing your best to offer solutions in addition to pointing out problems. And if the blame does lie with

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you, it’s dishonest and reprehensible to attempt to shift it to someone else. Asking others to cover for you. “I have to leave a little early to run errands— will you just tell the boss I wasn’t feeling well if she asks?” Or, “I’m going to bail on John’s party but I don’t want to hear him whine about the fact that I won’t be coming. Just let him know something came up, all right?” Yes, these scenarios sound familiar to most of us. But that doesn’t mean that asking someone to deflect blame, conflict, or questions from you is acceptable. Ignoring others’ bad behavior. Remember that time when one of your peers was throwing his weight around and bullying one of his employees? Not wanting to get involved in the drama, you took the “none of my business” approach to dealing with the problem. You chose not to speak up about the guy’s bad behavior to keep yourself out of the line of fire. Failing to take—or give—feedback. When you can’t or won’t take feedback, you communicate to others that you aren’t interested in improving your performance. That’s pretty obvious. But there are also accountability implications associated with being unwilling to give feedback—it shows that you’re concerned with only your piece of the puzzle instead of the big picture. Expecting an “A” for effort. Accountability isn’t about following orders. It’s about meeting expectations. If you ever find yourself using the “I did

what you said!” excuse, know that you’re killing your accountability. “Expecting to be praised for doing what you were told to do even though the end result completely misses the mark won’t win you many friends in your professional or personal life,” says Miller. “You have the responsibility to speak up when you know or suspect that something isn’t right or won’t end up meeting expectations.” Forcing others to remind you to act. A colleague sends you several emails prompting you for the feedback you promised. Your spouse is constantly asking when you’ll fix the leaky faucet you said you’d take care of. A friend sheepishly reminds you that you owe her money for several meals she covered. Every other day, your boss has to tell you to act as though serving customers is a privilege, not a chore. Being a victim instead of a solution finder. Sometimes, the bad things that happen to you really aren’t your fault. You couldn’t have foreseen the fact that last night’s storm would cause a tree limb to fall on your car. You didn’t cause the economy to wreak havoc on your retirement account. And you certainly didn’t intend to catch that nasty flu. But guess what? The way you choose to handle these situations can still add to or detract from your accountability. Having a “me-first” attitude. During a night out, Bob zips into the last parking space at a crowded restaurant, conveniently “not noticing” that another driver had been waiting on it. After the meal, he sees that he was undercharged, but decides to simply consider the appetizer that didn’t make it onto the bill a windfall. On the way home, Bob encounters a car trying to merge onto the freeway, but speeds up instead of letting the other driver into his lane. “If you want to build genuine, lasting success in any aspect of your life, you need to be someone whom others can trust,” says Miller. “Anytime you give another person a reason to question your honesty, your dependability, your intentions, or your values, you’ll incur consequences. The good news is, most accountability killers—as well as their ramifications—are preventable if you’re willing to look closely and honestly at your own behaviors.” Summer 2014

Through The

Trenches

Selkirk Pizza and Tap House

Nelson + Phelps Hospitality Restaurant success is a combination of ingredients

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By Darin Burt

f all the ventures one might undertake, the restaurant business is one of the most challenging. Statistics have shown that most restaurants fail in their first year, and 70 percent of the survivors fail within five years. “Where a lot of people fail, is they have the mentality that ‘if we build it, they will come,’ and that’s not necessarily true. Anybody can make it in the restaurant industry if they are willing to take the time, and have the patience to do their due diligence to make it right.” Sage advice from Liz Nelson, who, along with her husband Curtis and partner Todd Phelps, have a knack for opening and managing restaurants, and so far all of them have proven highly successful. “We pay attention to detail and we listen to what our customers want,” Liz says, standing amid renovations within the team’s latest establishment, Selkirk Pizza and Tap House, in the spaces formerly occupied by Fat Daddy’s and Ultimate Bagel, in the Wandermere Mall. “We don’t always hit it on the head onehundred percent, but when we do miss it, we’re interested in making it better,” Liz adds. “We are in tune with our community and our market, and delivering on what we say we’re going to do. We’re not a chain; we’re tied to the Northwest and we appreciate being here and growing our community.” In addition to the Selkirk Pizza and Tap House, Nelson + Phelps Hospitality also owns and operates Steelhead Bar and Grille, Fieldhouse Pizza and Pub, and Morty’s Tap and Grille. Phelps independently owns the Screaming Yak. The restaurant scene in Spokane is especially competitive; it’s growing so fast, in fact, that our city has more eateries per capita than any other place in the nation. Here it takes a special kind of vision and dedication to create a winning recipe. As Liz explains, she, Curtis and Todd all “take a piece of the pie.” “I’ve done dishes and cleared tables, but most of what we do is behind the scenes,” Liz says. “We all have a lot of great ideas and input, and when we pull them together they seem to work really well. What’s cool about our partnership is that we all bring something different to the table and we have a great appreciation for those individual experiences. “My background is in marketing, human resources and interior design,” Liz says, “so I take the lead in the design of the restaurants,

and work with management in dealing with operations and personnel issues.” Todd, who studied aeronautical engineering, and worked for ten years as a professional bartender, brings an A-to-Z encyclopedia of food service and bar operations. Curtis, who also owns and operates an automotive repair, towing and recovery business, is the numbers guy—from analyzing profit and loss statements to reading a tape measure. “He watches all the numbers like a hawk and drives us all crazy on a daily basis,” Liz says, just out of range of her husband who is busy helping put down new flooring in preparation for Selkirk Pizza and Tap House’s grand opening. “I thought it would be fun,” Curtis says of being a restaurateur—he even created a business with that focus for a college class. “It’s rewarding when the customers are happy,” he says. “It’s nice to take a footprint that you’ve laid out and watch the business work once you open the door.” “Our visualization starts from when the customer walks through the door until they leave,” says Todd. “We’ve done it so many times that we know before we open what the customer is going to need.” The full-service bar/self-service restaurant approach has worked really well within the Spokane community, and Selkirk Pizza and Tap House will continue with that concept. With general manager Kim Jacobson at the helm, Selkirk Pizza and Tap House will offer pizza (with freshly made dough), sandwiches and a salad bar in a familyfriendly environment on one side of the establishment, with a full-service bar for adults in the connecting space with numerous taps and great handcrafted drinks. Liz, Curtis and Todd know what it means to be part of a community. They are active participants with local organizations and charities, and their businesses employ more than 150 people, and help in supporting the broader economy. “One of the reasons we decided to focus on the restaurant industry is that it provides jobs and gives our community something they can enjoy,” Liz says. “We’ve learned that we have to be true to ourselves in terms of what we’re capable of delivering, and not try to compete with the big franchises. To be successful in this business, you just have to be willing to admit what it is that you do best and stick with it.” Summer 2014

Tapio Yellow Flag Bldg Ste #209 104 S. Freya, spokane, wa 99212-4866

Iron Bridge Office Campus Downtown Advantages, Suburban Convenience. First-class office space, breathtaking river setting and abundant free parking. Connected to the Centennial Trail and adjacent to the University District. Available for occupancy 2014.

Current Tenants

Pre-lease your space now for discounted rental rates and/or free rent. On site restaurant and conference center.

State Farm Claims Ctr HDR Engineering PAML Headquarters Delta Dental Claims Ctr Social Security Admin Spokane Sports Commission Space available in next phase: 2800 SF to 160,000 SF

www.ironbridgeofficecampus.com Mike Livingston, Leasing Agent, Kiemle & Hagood | mikel@khco.com Kent Hull, Managing Partner kenthull@ironbridgeofficecampus.com