LORRAINE DAVIS
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Austin Cuka AustinCuka@SpotlightMediaFargo.com
Matt
Missy Roberts John Stuber
Editor's Note:
WHAT CULTURE REALLY MEANS
sk any business owner what makes their company special, and you’ll probably hear, “It’s our culture.” But ask them to define what that actually means, and things get a little fuzzier.
Is it the snacks in the breakroom? The summer Fridays? A few well-worded values on a laminated card?
Culture isn’t something you print on a poster. It’s something people feel—or don’t. Culture is how a company treats its slowest day, its hardest problem, and its most vulnerable team member. It’s what happens in the hallway after the meeting ends. It’s how decisions are made when no one’s watching.
And in small-town businesses, where every hire matters and every customer could be your neighbor, culture gets personal. It’s not about ping pong tables—it’s about whether people feel safe to speak up, stay curious, or go the extra mile without being asked.
More than ever, culture is showing up in simple things like flexibility, honesty, trust. Businesses that survived the last few years didn’t do it on charisma alone—they did it by listening, adapting, and treating their people like humans first, employees second.
That’s what real culture looks like. It’s less about branding and more about behavior. Less about what you say, more about what you do.
So the next time someone says, “We’ve got a great culture,” ask them how they know. Ask them what happens when something goes wrong. Ask them how their team feels on a random Tuesday.
Because culture isn’t what you claim. It’s what you prove, every day.
Bis-Man INC! Editor
By
FROM ROCK BOTTOM TO RISING VOICES
orraine Davis didn’t set out to become a changemaker. She was simply a single mom, 27 years old, looking for a way to start over. However, what she found in Bismarck, ND, was the seed of a mission that would ultimately grow into one of the most culturally rooted and impactful organizations serving urban Native American communities in the Upper Midwest.
Today, Davis is the founder and CEO of NATIVE, Inc., a thriving nonprofit that works on cultural healing, behavioral health, housing support, and identity restoration for Indigenous people navigating life in North Dakota’s cities. To get to that point though, Davis had to survive and struggle.
Davis, an enrolled member of the Sisseton Wahpeton Sioux Tribe, moved
to Bismarck with her eight-year-old son in search of a better future. She had no job, no car, and no permanent housing. What she did have was determination—and the chance to enroll at United Tribes Technical College, where family housing and student services gave her a foothold. But even that support had its limits.
“I stayed with a cousin when I first got here,” Davis said. “Then one weekend, she left and said I couldn’t stay anymore. Because of my past with alcoholism, she didn’t trust me. I found myself flipping through the Yellow Pages looking for anything—some kind of tribal organization. There was nothing.”
That night, filled with uncertainty and fear, planted a seed in Davis: Native people moving to urban centers needed a place. A hub. A bridge
between the reservation and the city. Something more than a service—they needed belonging.
Her personal battles with addiction, incarceration, and the long road back to stability shaped not only her worldview, but the vision behind what would one day become NATIVE, Inc.
In 2012, Davis founded her first nonprofit, the Native American Development Center, focused primarily on financial empowerment. But as her work expanded, a federal grant required the center to prioritize financial services over cultural programs. Davis knew she couldn’t— and wouldn’t—compromise on culture. So in 2019, she established NATIVE, Inc. (Native Americans Transforming Indigenous Visions into Empowerment), designed from the ground up to be a culturally anchored,
urban Indigenous organization.
The programs may have officially launched in 2019, but the vision had been building for over a decade.
“We started with homeless services because that’s where the need was most urgent,” Davis said. “But it was always about more than just housing. It was about rebuilding lives. And you can’t do that without helping people reconnect to who they are.”
With 21 staff members across two offices—17 in Bismarck and 4 in Fargo—NATIVE, Inc. serves as a vital lifeline for Indigenous families across North Dakota’s urban areas. Their services are expansive but interwoven. They work on homeless prevention and housing stabilization, behavioral health recovery, juvenile justice diversion, youth leadership development, cultural arts programming, and more.
Care coordinators and peer support specialists, many of whom share lived experiences with the clients they serve, work hand-in-hand with individuals navigating housing insecurity, addiction, incarceration, and trauma. But this is all done with cultural lens.
“Our programs only work because we approach everything through culture,” Davis said. “That’s the difference. Culture is not an addon—it’s the foundation.”
BY THE NUMBERS
Founded: 2019 (roots date back to 2012)
Headquarters: Bismarck, ND
Additional Office: Fargo, ND
Staff: 21 total (17 in Bismarck, 4 in Fargo)
Individuals served monthly: 350–500 (seasonally dependent)
From drum-making workshops and powwow dance lessons to regalia creation and storytelling sessions, NATIVE, Inc. helps restore a sense of identity and belonging for Native people who have long been made to feel invisible.
Davis speaks often about invisibility. About the Native kids in public schools who don’t see themselves reflected in textbooks. About the adults who’ve grown up disconnected from their languages, ceremonies, and ancestral stories.
“When you’ve never been told where you come from, or when your culture has been taken from you, it’s hard to find your way back,” she said. “Addiction robs you of identity. But so does assimilation.”
That’s why cultural programming is one of NATIVE, Inc.’s three core pillars—
alongside housing and behavioral health. The organization doesn’t just treat the symptoms of poverty and addiction; it reaches for the roots, helping people recover what was taken, and reclaim what was always theirs.
A Cultural Center for the Community
Now, Davis is spearheading her most ambitious project yet—the creation of a dedicated Cultural Center in Bismarck. The project is in the pre-development phase, complete with architectural renderings and land identified. A capital campaign is underway, and Davis is advocating for state and local support.
“This isn’t just a building,” she said. “It’s a place for Native families to gather,
CONTINUED
CORE PROGRAM AREAS
Housing Programs:
Prevention, rapid rehousing, and stability support
Behavioral Health:
Peer support and care coordination, reentry support
Youth & Family:
Kinship support, youth leadership, Indian Youth Leadership Academy
Cultural Restoration:
Powwow dance, drum-making, regalia creation, traditional arts
Domestic Violence Services:
Culturally specific program for Native survivors
Community Engagement:
Great Plains Indians Youth and Family Engagement Center, Powwow Club, cultural events
to heal, to grow. It’s for after-school programs, powwows, basketball games, cultural classes, meals, mentorship—all of it.”
The gymnasium will serve not only the Native community, but the broader Bismarck-Mandan region. The center will fill critical gaps in after-school care, recreational access, and intergenerational connection.
“Basketball is a huge part of Native culture across Indian Country,” Davis said. “But so are powwows, and storytelling, and beadwork. This space will bring all of that together.”
Measurable Impact— and a Philosophy of Belonging
In the coldest winter months, NATIVE, Inc. serves up to 500 individuals in a single month. Even in quieter seasons, the number rarely drops below 350.
“If I had to choose our three most essential areas, I’d say: housing, behavioral health, and cultural identity,” Davis said. “That’s the triangle. Each one supports the others. Take one away, and the structure falls.”
The organization’s model includes peer support services for formerly incarcerated individuals, care coordination for Medicaid recipients, and intensive reentry programs aimed at reducing recidivism. At every step, culture is the vehicle for healing.
“My doctoral research is on educational leadership and belonging,” Davis said. “When kids feel like they belong—when they see themselves in what they’re learning—they do better. The same is true for adults. That’s what we’re trying to build here.”
THE NATIVE INC. MISSION STATEMENT
“We are a brave people telling the truth about a history of conflict, yet willing to forgive and reconcile… Our ceremonies and tribal languages are significant in our way of life, and we are responsible for sharing this knowledge with future generations.”
Looking Ahead
NATIVE, Inc. recently moved its Fargo office to a new location and is exploring expansion into Grand Forks and across state lines into South Dakota. Each new site will carry the same cultural blueprint.
At the same time, Davis is lobbying state legislators to formally integrate Native cultural bearers into education policy. She envisions an advisory council of artists, elders, and scholars who can help shape how Native culture is
represented—and taught.
“We’re not trying to compete with schools or with other organizations,” she said. “We’re trying to fill the gaps. To meet the needs that have gone unmet for far too long.”
And those needs, she emphasizes, are not exclusive to Native people. “This cultural center, these programs—they’re for everyone. We’re building a space where people of all backgrounds can come together and learn from each
CONTINUED
HOW TO SUPPORT
Donate: Financial contributions support housing, recovery, and cultural programs
Partner: Schools, nonprofits, and local agencies can collaborate
Volunteer: Mentors, artists, and educators welcome
other. That’s how we address racism. That’s how we build empathy. Not with lectures, but with connection.”
The walls of NATIVE, Inc. bear the organization’s vision: a world where Native Americans are respected, healthy, and proud of their heritage. Where they are not just survivors of historical trauma, but thriving leaders, artists, parents, and citizens. Where the victim mindset has been transformed into a warrior mindset.
“We’re peaceful people,” Davis said. “We’re generous. And we’re brave enough to tell the truth about our history—and still offer forgiveness.
That’s what we stand for.”
“Culture saved my life,” Davis said. “Now I want it to save others.”
A Look Back, and Faces of Bismarck -Mandan
A Look Ahead at the Faces
There’s something truly magical about watching the faces of a community come into focus. Behind every storefront window, every buzzing office, every late-night light glowing in a studio or workshop—there’s a story. A dream. A person who decided to build something right here in Bismarck-Mandan.
Our annual sister publication, Faces of Bismarck-Mandan, is a celebration of those individuals— the small business owners, the risk-takers, and the service leaders. They are the heartbeat of this community, and through these pages, we’ve aimed to honor them as they deserve to be.
We've published this magazine every year since 2021, so, we thought now would be the perfect time to take a look back at some of our past features as we get ready to put together the 2025 issue!
Faces Facts
30,000 issues printed
12,000+ impressions of the digital issue alone
Hundreds of people featured READ THE ISSUE HERE!
2021
In 2021, we launched our inaugural Faces of Bismarck-Mandan publication after putting out our very first Faces of publication in Fargo-Moorhead-West Fargo earlier in the year. In this issue we learned about so many amazing businesses (58 different ones to be exact!)
READ THE ISSUE HERE!
2022
In a world flooded with pop-up ads and quick-scroll content, we make sure that we are different. These Faces publications are made with quality so that they can serve as coffee table books throughout the year!
We continued this trend in 2022 to continue elevating entrepreneurs, professionals, and visionaries.We don’t just list business names, we tell their stories while capturing their images in stunning portraits.
READ THE ISSUE HERE!
2023
In the 2023 edition, like those before it, we worked to capture the unique spirit of Bismarck-Mandan. We worked to reflect the innovation, diversity, and determination we see every day.
Want a Faces Feature?
If you’re looking back on these past issues and thinking, 'This could be me,' you’re absolutely right. The next edition of Faces of Bismarck-Mandan is already in motion—and we’d love to feature you!
If you're interested, reach out to info@spotlightmediafargo.com READ THE ISSUE HERE!
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NAHL Champion Owner
hen the final buzzer sounded and the Bismarck Bobcats hoisted the Robertson Cup, it marked the culmination of years of perseverance, strategic leadership, and a deeprooted belief in community-first hockey. At the heart of it all is Thom Brigl—owner, visionary, and tireless advocate for junior hockey in North Dakota. In this exclusive Q&A, Brigl reflects on the emotional highs of a championship season, the behind-the-scenes evolution of his coaching staff, and what it takes to build a culture of resilience, loyalty, and joy—on and off the ice.
Q: What made this year’s team different? What was the special ingredient that carried the Bobcats to a Robertson Cup victory?
A: I think that there were a number of things that made this year's team different.
A number of the boys had been Bobcats for two and in some cases three years. The character of the Bobcat players as individuals is always great, but this group was particularly tight. They played for themselves, but mainly for their brothers, and the common goal from the day they reported was to win the Robertson Cup.
Secondly, we augmented our coaching staff. Layne Sedevie had been our coach for 13 years and did an unbelievable job. In the interest of spending more time with his family, he took a job as head hockey director with Bismarck's Youth Hockey. We then hired Garrett Roth, Layne's best friend, a former Bobcat Player and Assistant Coach for Layne for a number of years before heading out to be a head coach in our league with a different organization. Layne stayed on as our goalie coach and is one of the best in the country with goalies, having developed and placed 16 goalies in Division 1 Hockey in his 14 years as a Bobcat Coach. Garrett was also a proven winner as he won the Robertson Cup two years ago while coaching in Oklahoma City. He also brings the best out in each player, and while he is firm, the players love him. We were also lucky to find Alec Rauhauser, a former Bismarck Century player, to coach the defenseman. Alec had his own very
distinguished hockey career. Alec played his college hockey at Bowling Green, where he was named an All-American, and after which he signed a contract with the Florida Panthers. COVID got in the way, and he played professional hockey for several years, mostly in Europe. The final ingredient is that Niko Kapetanovic is our General Manager, and he has been working to build a championship team for the last several years and was rewarded this year by putting the pieces together to win. His partner is Wade Chiodo, a veteran scout who also has a very keen eye for players. Mike Gibbons, one of the most well-known and respected college coaches in the country, also joined our staff in a player development role.
The net of it is, Bismarck is fortunate to have, and this might sound wrong, but I believe we have the best coaching and scouting, and player development staff in North America at any level. They were instrumental every day in developing this group.
Third, our fans and sponsors are simply unbelievable!
Q: Were there any defining moments during the season that you believe shaped the team’s identity?
A: There was this season a most pronounced defining moment which resulted from the unfortunate sudden loss of one of our players' fathers, Mike Doll "Doller". It was unexpected and sad, as young Kyle Doll and his family were already such a big part of our family. It struck the team and staff very hard, and after celebrating Mike's life, the boys
and staff only became more focused on the family in the locker room. They worked to become a team of fate and resolved themselves to win for each other.
Q: How did you personally experience the championship run—were there any emotional highs or behind-the-scenes moments that stood out?
I have been doing this for a long time, and I know how hard it is to win the Robertson Cup with 35 teams vying to win it. In September, Garrett, who is like a son to me, took me out for a beer and said, "Thom, I want to win this for you." I always said to him, "I want you to win it for you." After winning it all, we could look each other in the eye and embrace. Even though it took all to do it, that was a very special commitment to each other to me personally, and I will never forget it, this staff or this team.
Q: How do you maintain culture and motivation in a junior league where player turnover can be high?
A: Without it sounding wrong, Bismarck does not experience a lot of turnover unless it is through trades or placing players in NCAA hockey. I attribute that to Niko and Wade in finding character kids who the coaches then bring along in a steady and dedicated way. If a boy determines they do not want to play here or might be better off in another situation, we will move them. Short of that, the culture the coaches and staff maintain is remarkable.
Owner Thom Brigl, Assistant Coach Alec Rauhauser, and Head Coach Garrett Roth
Q: How does winning the Robertson Cup change the trajectory or expectations for the Bobcats going forward?
A: We were built to win, and as such, we will lose a lot of players to college. We have maybe half a dozen of the 24 players returning. Repeating as Central Division Champions will be really difficult, to say the least. But, Bismarck-Mandan and the staff have built a reputation such that players want to play here in front of our fans, and play to win. It will be a very tough task, but as I mentioned above, we have the best staff in Junior Hockey, and we will be competitive for sure every night.
Q: What drew you to become the owner of a junior hockey team— and what’s kept you motivated through the ups and downs?
A: My standard answer is mental illness. It was very, very hard for a number of years. I honestly kind of begged and pleaded for sponsors and fans for a number of years. They responded, and a little on ice success did not hurt either. Now, we pitch it as the go-to place in Western North Dakota. It is hockey, the fastest game in the world, and people have learned that the quality of the play is very high with players from all over the world. In addition to that, our Arena is intimate and the show is like no other, with flames, lights, Zeus (our tunnel), Scrrratch,
intermission games etc... It is unique in Western North Dakota and we really try to kick ice every night.
Q: How do you balance the emotional investment of sports ownership with the business realities?
A: I love the hockey, the boys, and all that is involved. It is a hard business, just like any business. But the story is easy to tell, as there is nothing bad about Bobcat Hockey. We compete, the staff puts on a great show, and as much as anything, all of us understand our role in the community, and we try to give back and be mentors for those nine months.
Q: Has your leadership style evolved since you first took over the team?
A: That is hard to say, I guess. I like things a certain way and always allude to the fact that anybody can be good, but we want to be great. I like to be out of the box, as it only takes a small tweak or zany idea to be great. Kind of like the swimming pool noodle race for Noodles and Co. Or the flames, which sometimes tip over—yikes! But we just want to have fun and be consistent in doing so. It is a lot easier now, being a goto place than when we were trying to become one for sure.
Q: What are the biggest financial or operational challenges of running a junior hockey franchise in North Dakota?
A: I think the sponsor side is the hardest part because nobody needs us for their business to thrive. That is why the story of what we are trying to do for the players and for the community is so important. Because they do not need us, we need to work to make them want us. As it turns out, the support has been terrific for the last 15 years, and it continues to get better each year. On a side note, I always tell people the hardest part about Junior Hockey is owning and operating a bus. We do not afford the opportunity to have a $500,000 bus, and even they break down at times. But operationally, the bus keeps me up at night. Now we have two identical buses and knock on wood, they have been pretty good.
Q: What’s your long-term vision for the Bobcats—both as a franchise and as a community institution?
A: I just want to continue to evolve and refresh the show, and give back to the community. I am 65 years old and at some point, a person with similar values, goals, and determination will take over as owners of the Bobcats and they will do a terrific job I am sure.
Jesse Hoorelbeke
A CEO FINDS HIS
just 28 years old, Gary Tharaldson II is navigating a complex space. As the son of one of the most successful hoteliers in the country, the Fargo-based entrepreneur has had a front-row seat to billion-dollar dealmaking since he was a kid, or at least one would think. But rather than slide into an executive chair at his father’s storied company, he’s choosing a more hands-on path so that he can develop himself and his own company TempLink.
ABOUT TEMPLINK
TempLink is a fast-growing temperature monitoring startup leveraging cutting-edge wireless sensor technology to transform how industries like senior living, food processing, and education ensure safety and compliance. Born from underutilized tech in a hydrogen fuel cell company Gary Tharaldson Sr. had invested in, TempLink was quietly launched in 2023 with a narrow product scope and a team of two. Less than a year later, it boasts a portfolio of next-gen IoT devices, a client list spanning school districts to meat locker plants, and an ambitious plan to disrupt a sector still reliant on clunky, unreliable Bluetooth tools.
And yet, for Tharaldson II, the journey hasn’t just been about launching a company—it’s been about becoming a leader. From learning the ins and outs of site scouting and renovation protocols to building a startup team, leading product development, and defining go-to-market strategy, he’s been in the trenches from day one.
He’s also faced the harsh realities of health scares, startup growing pains, and the pressure of carving out his identity under the shadow of a legendary name. What’s emerged is a young entrepreneur with a uniquely balanced perspective— someone who deeply respects the empire he was born into but isn’t afraid to do things differently.
NOTABLE TEMPLINK CLIENTS
» West Fargo Public Schools
» Detroit Lakes Schools
» Various senior care providers and food manufacturing businesses across the Upper Midwest.
THE DOUBLE LIFE OF A NORTH DAKOTA KID FROM VEGAS
Gary Tharaldson II didn’t grow up like most kids in North Dakota. In fact, he didn’t grow up in North Dakota at all—at least not fulltime. Born in Fargo but raised in Las Vegas, Tharaldson II spent his formative years toggling between two drastically different worlds. During the school year, he lived in Summerlin, a suburb on the edge of the Vegas sprawl. But come summer, he’d return to Fargo, then out to the lake, where he’d split his time between basketball camps and wakeboarding sessions.
“It kind of felt like I was living a double life,” he said. “I had my friends in Vegas and my friends in Fargo. During the summers, I was here. During the school year, I was there.”
This dual existence shaped Tharaldson II’s early identity. He was grounded by Fargo’s tight-knit, familiar rhythms but also had his life in Las Vegas that was dominated by sports.
“I played three sports until high school,” he said. “Football, soccer, basketball. But once I got older, I just stuck with basketball. I didn’t want to cut my summers short.”
Basketball, and later wakeboarding, became his passions. At the lake, he spent hours perfecting tricks—until a failed whirlybird led to a dislocated kneecap, a torn meniscus, and an eventual end to that chapter. It wasn't the only time injuries forced Gary to pivot.
A CHILDHOOD STEEPED IN BUSINESS CONVERSATIONS
TEMPLINK'S OFFERINGS
» Standard Temperature Sensor
» Leak Detectors
» Waterproof Sensors
Tharaldson II's father is one of North Dakota’s most successful business figures. The billionaire hotelier whose name is synonymous with real estate and hospitality across the Midwest. But the family name wasn’t a shortcut or a crutch—it was more like background music.
“I was always in the loop,” Tharaldson II said. “He’d constantly be talking to me about deals. Not so much operations—he had people for that—but more high-level stuff, the financial side. My childhood was pretty normal, though. My dad didn't force the business on me. However, when someone is as passionate about work as my dad is, you do talk about the business."
During his sophomore basketball season, Tharaldson II sustained an elbow injury which required a procedure and caused him to miss a year of action. This slowed his progress and crushed his dreams of
» Meat Cook-Cycle Probe: Monitors cooking cycles in meat plants to ensure USDA compliance.
» Hands-Free Food Line Probe (Coming Soon)
» Dishwasher Pucks (In Development)
Templink's monitoring solutions were able to save West Fargo Public Schools from losing over $100,000 worth of meat!
Josiah Kopp
HUMILITY IS WHAT MY DAD TAUGHT ME—AND WHAT I SEE IN GARY.”
-Gary
Tharaldson
Sr.
playing at the next level, the world of business started to open up as a real option.
“I didn’t really know what I was going to do,” Tharaldson II said. "Before then, I really didn't think too far ahead of sports. So, I figured I’d figure it out in college.”
FROM SITE SCOUTING TO STARTING SOMETHING NEW
Tharaldson II's first taste of work came in the summer of 2016, right before he began college at NDSU. He started scouting sites for potential hotel builds for his father's company— learning the importance of location and understanding what made a property viable. Even then, it wasn’t glamorous work. He didn’t find a site that summer. But he did find purpose.
“That summer taught me how big of a role location plays in success,” he said.
“If all the stars align—traffic, nearby amenities, the right zoning—it can be a great site. But it’s harder than it sounds to find the right fit.”
He briefly detoured from the family company, working for a moving business. Then, he came back and was tasked with inspecting hotels due for renovation—noticing cracks, warped wallpaper,
HVAC drips—anything that might drag down guest satisfaction.
Eventually, Tharaldson II felt a strong need to set out on his own so he could develop as a businessperson and as a leader. That’s when a dormant opportunity inside another company the family had invested in— BWR—presented itself.
“They had developed this temperature monitoring system as a side project to their hydrogen fuel cell work,” Tharaldson Sr. said. “It was shelved because they didn’t have the resources to focus on it.”
What others overlooked, the Tharaldsons saw as ready-to-launch.
In late 2023, together with his father and his brotherin-law Nick Clark—the company's President—he rebranded the tech into a standalone company— TempLink—and got to work.
REBOOTING THE PRODUCT, REBUILDING THE BRAND
When TempLink officially launched in late 2023, it wasn’t a blank slate—but it wasn’t turnkey either. The tech had been partially developed under the brand Insight IoT. It worked, but it wasn’t complete. And
GARY THARALDSON SR.’S RULES FOR BUILDING A BUSINESS
Wisdom from one of North Dakota’s most successful entrepreneurs.
» Treat people right.
“It’s not just customers—employees, too. They build the company for you.”
» Never stop learning.
“Even at 80, I’m learning from every company I invest in.”
» Be humble.
“The best leaders are the ones who stay grounded.”
» Share the wealth.
“Profit-sharing pays back a hundredfold in loyalty and effort.”
» Whatever you do, be the best at it.
“It doesn’t matter if you’re a teacher, pastor, or CEO.”
I DIDN’T WANT TO JUST BE PART OF SOMETHING— I WANTED TO BUILD SOMETHING.”
-Gary Tharaldson Jr.
it hadn’t been scaled. “We had one core product at the start,” Tharaldson II. said. “A standard temperature sensor and a gateway. That was it.”
But Tharaldson II and his team saw potential beyond cold storage monitoring. They began iterating, adding new types of sensors to meet demand in specific industries.
Today, TempLink's portfolio includes waterproof sensors, a meat cookcycle probe used in locker plants, and a soon-to-be-released, firstof-its-kind food line probe that operates independently of tablets or smartphones.
“No one else has anything like it,” Tharaldson II said. “The food line probe doesn’t require a device, which is huge in environments where hygiene matters. You just click the next item on the probe, and it sends data directly to the cloud.”
FOCUSING TO SCALE: THE SENIOR LIVING PIVOT
One of the hardest early lessons for Tharaldson II came in the form
of scattered sales. The product was flexible enough to serve many markets, but spreading too thin, too fast was stalling momentum.
“Every vertical has its own marketing strategy, its own regulatory requirements, its own culture,” Tharaldson II said. “We were trying to sell to everyone. It didn’t work.”
The shift came after a few big wins in senior living. Their first customer in that space needed nearly 30 sensors for one facility—an eyeopener compared to smaller school installations.
“Castleton needed four sensors total. Senior living was like, boom, one building, 30 sensors,” Tharaldson II said.
The numbers were compelling. With tens of thousands of senior care communities across the U.S., Tharaldson II made the call to focus in. Today, TempLink is heavily entrenched in both senior living and meat locker plants—its two largest verticals.
The result? Rapid growth. From just two employees under Insight IoT to twelve today, TempLink has evolved
NICK CLARK President, Templink
from a tech salvage operation into a high-growth startup with custom hardware, a direct sales approach, and national reach.
SHARED VALUES, SEPARATE PATHS
Tharaldson II's desire to prove himself wasn’t born from pressure— but from respect. From an early age, he soaked in conversations about project financing and hotel construction costs from his father. But those moments weren’t forced.
“I let him be,” Tharaldson Sr. said. “He was probably 21 the first time I brought him to something serious, like a bank meeting. I wanted him to work for someone else first. Learn how a business really runs before jumping into anything with me.”
That independence helped shape Tharaldson II's work ethic—and solidified the line between mentorship and micromanagement. While Tharaldson Sr. provides guidance when asked, he gives his son room to fail, adapt, and learn.
“If I were too involved, I’d be curtailing his leadership,”
Josiah Kopp
Tharaldson Sr. said. “And he didn’t want that. He wanted to lead. That’s the only way he’ll really grow.”
MENTORSHIP, LEGACY, AND THE FATHER-SON DYNAMIC
Through it all, Tharaldson II has drawn closer to his father. Their relationship—once framed around sports and updates from the family business—has deepened through shared professional experiences.
“I talk to him every day now,” Tharaldson II said. “If I’m stuck, he always has a solution. He’s incredibly sharp.”
Working with a billionaire father might intimidate some. But for Gary, the lessons haven’t come in lectures—they’ve come by example.
“He expects excellence, but he doesn’t micromanage me,” Tharaldson II said. “What I’ve picked up from him is the importance of having a sense of urgency. If something needs doing, he doesn’t wait. He just does it. That’s how he ends every day—with no to-do list.”
THE FATHER’S VISION
Gary Tharaldson Sr. never set out to build an empire for his son to inherit. In fact, for much of his career, he assumed Tharaldson II might carve his own path entirely.
“He was a great athlete,” Tharaldson Sr. said. “And I always said the children are the best part of my life. I enjoyed watching him grow up. If he ever wanted to enter business, I
figured he’d find his place.” But when TempLink emerged as a potential opportunity—a shelved side project within a hydrogen fuel cell company Sr. had invested in—it offered something unique. Not just a viable business, but a blank canvas. Something Tharaldson II could grow and lead himself.
“At first, I didn’t even think about involving Gary,” Tharaldson Sr. said. “But once I saw the product and the potential, I brought it to him. He didn’t want me to run it. He wanted to do it himself.”
The result was exactly what a strong-willed father and an ambitious son both needed—a project that could be guided, but not controlled. "He loves being a leader. He loves building a company,” Tharaldson Sr. said.
ND ROOTS, ENTREPRENEURIAL REACH
If there’s one value Gary Sr. hopes his son carries into the future, it’s humility.
“Humility is what my dad taught me,” Tharaldson Sr. said. “And it’s what I’ve seen in Gary. If you treat people right—especially your employees—they’ll build the company for you.”
It’s a principle that echoes across Sr.’s own legacy: opening one hotel per month for 40 years, expanding into land, solar, and software. And even with his reach across industries and states, he never let business eclipse what matters most.
“When you run a business, it's important not to neglect the
GARY THARALDSON II'S BIGGEST LESSONS SO FAR
» Focus wins.
“Trying to serve everyone slowed us down. Once we focused on two main verticals, things clicked.”
» Speed matters.
“My dad taught me—if it needs to be done, don’t wait. Just do it.”
» You can’t fake the grind. “Sales, operations, marketing—you have to know enough to steer the ship.”
» Don’t go it alone
“My brother-in-law Nick has been critical. He’s in the weeds so I can stay above them.”
family,” Tharaldson Sr. said. “Those become your memories.”
And if anyone can balance ambition with that grounded philosophy, he believes it’s his son.
“He’s young. He’s learning. But he’s got it. I see it.”
templink.co
/TempLinkMonitoring Solutions
@templink_
@templink_
@TempLinkMonitoringSolutions
/templink-monitoring-solutions
the fast-moving, always-on world of business leadership, the idea of taking extended time away from the company you built or lead can sound radical—irresponsible even.
But a growing number of founders, executives, and small business owners are not only stepping away—they’re doing it intentionally, systematically, and regularly.
Time Off as a Tool, Not a Perk
Once reserved for tenured academics or legacy corporate executives, sabbaticals are now entering the vocabulary of small business and startup culture. But this version isn’t just about long vacations or burnout prevention. It’s about clarity, succession planning, creativity, and operational health.
How Leaders Prepare for a Sabbatical
A productive sabbatical isn’t spontaneous.
Most business owners who take extended time away (anywhere from one month to six) spend 3–6
months preparing. This includes:
• Identifying key dependencies and transferring knowledge
• Designating temporary leatdership roles
• Creating protocols for emergencies and decisionmaking
• Documenting workflows and client expectations
• Building communication boundaries (or complete off-thegrid strategies)
What Happens While They’re Gone?
Three big shifts typically occur:
1. Empowerment of the Team
Leaders who step away create space for others to lead. Junior team members often rise to the occasion, take initiative, and strengthen their problem-solving muscles.
2. Clarity About Role Bloat
Time away often reveals where the leader is doing too much— holding meetings they don’t need, solving problems better handled by someone else, or micromanaging processes that could be automated.
3. Renewed Vision
A sabbatical can be an amazing opportunity for a leader to get a creative recharge.
Post-Sabbatical ROI
So what’s the real return on investment for taking a structured pause? Here's how the impact shows up:
Is a Sabbatical Right for You? A Quick Litmus Test DID YOU KNOW?
Sabbaticals have been shown to significantly reduce employee burnout, leading to increased productivity, creativity, and engagement upon their return. They provide a vital opportunity for employees to recharge, pursue personal growth, and gain fresh perspectives, ultimately benefiting both their well-being and their performance at work.
• Do you often feel like your company can’t function without you?
• Are you constantly in reactive mode, with little space for bigpicture strategy?
• Have your most creative ideas stalled?
• Does your team struggle to grow without constant direction?
• Have you worked 3–5 years without a real reset?
If you answered “yes” to three or more, a sabbatical isn’t a luxury—it’s a leadership necessity.
By Brady Drake
RENT THE TALENT
Fractional Roles Are Reshaping Hiring
peed, specialization, and capital efficiency are important to you as a business owner. So, does your executive talent need to be full-time and in-house to be effective?
Probably not. There are seasoned pros— think CFOs, CMOs, COOs, and CHROs—who don’t sit in your office five days a week or draw six-figure salaries. Instead, they embed part-time, offering critical leadership exactly when and where it’s needed most. They operate with the clarity and confidence of someone who’s seen the pitfalls—and the blueprints—of scaling companies before.
For many growing organizations, fractional leadership is the new strategy.
What Exactly Is a Fractional Executive?
A fractional executive is a high-level business leader brought in on a part-time, project-based, or retainer basis. Unlike consultants, who often stay at the strategic level, fractional leaders operate as true members of the leadership team, guiding implementation, coaching
team members, and owning critical decisions.
They’re not interim leaders, either—although the roles overlap. An interim COO fills a gap; a fractional COO builds systems before the gap even exists.
Typically, these executives are paid hourly or by a set monthly retainer. They might give one day a week or ten hours a month—but those hours are dense with value.
Common Roles Going Fractional
CFO - Cash flow strategy, forecasting, investor decks, financial audits
CMO - Brand development, launch campaigns, analytics strategy, agency vetting
COO - Workflow design, operational scaling, team KPIs, systems implementation
CHRO - Hiring roadmaps, org design, employee development, compliance
Why Fractional Hiring Is Exploding
• Startups Need Strategy Before Headcount
Most founders wear too many hats for too long. Financial modeling, hiring systems, product launch plans—all are crucial, but often cobbled together by founders learning on the fly. A fractional CFO or COO can instantly de-risk these
areas and guide smarter decisions from day one.
• Full-Time Is a Big Bet— Sometimes Too Big
Hiring a full-time executive is expensive, and not just in salary. Think onboarding, culture fit, benefits, equity. What if they aren’t the right fit six months in?
• Fractional Executives Offer Immediate Impact with Low Risk
Businesses can get high-
level thinking, rapid execution, and the ability to scale up—or down—without drama.
• They Accelerate Execution Without Bureaucracy
Fractional executives thrive on clarity. They focus on outcomes, not hours. Because they don’t get bogged down in company politics or endless Slack threads, they move faster—and take your team with them.
How to Plug in a Fractional Executive (Without Chaos)
• Start With Outcomes, Not Job Titles
Instead of “we need a COO,” ask: what problem needs solving? Better client onboarding? More efficient billing? Each pain point points to the right kind of fractional help.
• Give Access, Not
Just Assignments
Fractional leaders should sit in strategy meetings, review KPIs, and work directly with team leads. Treat them like insiders. Give them access to your data, goals, and decisionmakers.
• Build for Handoff The goal is not to create dependency. A strong fractional executive will leave your company better, faster, and clearer than they found it. Make sure they document systems, train successors, and transfer knowledge as they go.
• Finding the
Right Fit
The fractional talent market is exploding, especially on platforms like Toptal, Growth Collective, Bolster, and Continuum. But don’t overlook local leaders who recently exited companies, corporate veterans craving variety, or consultants ready for more embedded work.
o you’ve decided to bring in a fractional CFO, CMO, or COO. Smart move—if you do it right.
Hiring a fractional executive can be one of the most transformative decisions a small business makes. But like any strategic investment, the difference between game-changer and waste of time often comes down to setup, expectations, and communication.
Here are five of the most common mistakes companies make when hiring fractional leadership—and how to avoid them.
1. Treating Them Like a Vendor, Not a Leader
A fractional executive is not a consultant who pops in with a PowerPoint and pops out. They're not a vendor fulfilling tasks. They are part of your leadership team, and should be treated as such.
What to do instead: Invite them into strategic conversations. Share the messy stuff—KPIs, cash flow struggles, employee
churn. The more visibility they have, the more value they can create.
2. Being Vague About Outcomes
“We need help with marketing” is not a scope of work. Without clarity, even the most experienced executive will struggle to deliver results.
What to do instead: Define specific outcomes: “Improve our lead gen funnel conversion by 20%,” “Reduce customer
5 MISTAKES TO AVOID WHEN HIRING A FRACTIONAL EXECUTIVE
onboarding time to under 48 hours,” or “Build a 12-month hiring roadmap.” Results, not just roles, drive momentum.
3. Underestimating the Time Commitment
Fractional doesn't mean frictionless. Some leaders assume a few checkins or Slack messages will do the trick—but fractional executives still need access to your time, data, and decisions.
What to do instead:
Set aside dedicated working time and clearly define touchpoints. Think: biweekly strategy calls,
monthly board updates, or shared dashboards. The relationship should be structured, not ad hoc.
4. Not Preparing the Team
If your staff doesn’t understand who this new person is, why they’re here, or how long they’re staying, things get awkward—fast. Internal resistance can kill momentum before it starts.
What to do instead:
Announce the hire like you would any new executive. Explain the scope, timeline, and how this person will support the team. Make
it clear that they’re not here to “audit” but to elevate.
5. Expecting Them to Do It All
Fractional leaders aren’t miracle workers or one-person departments. They lead, strategize, and implement—but they don’t replace an entire team.
What to do instead:
Pair them with internal champions or support staff. A fractional CMO with no one to execute campaigns will stall. A fractional CFO with no one reconciling QuickBooks will spin their wheels.
Women You Should Know
Jodi Tomanek
Architectural and Interior Designer, Design and Co.
By Jordan Woods
Empowered by Ladyboss Lifestyle
Photos Courtesy of Jordan Woods
When most kids were drawing stick figures or cartoon characters, Jodi Tomanek was sketching blueprints. "I used to draw the floor plan of our house over and over until I perfected it," she said, laughing. "I was in grade school. I had no idea what I was doing, but I loved it."
That childhood obsession turned into a career. Today, Jodi is an architectural and interior designer with Design and Co, a division of Bosch Lumber in Dickinson, North Dakota. She’s built her role through determination, creativity and detailed renderings that set her apart.
Exercise science + design?
Jodi didn’t graduate with a degree in design. She initially studied architecture but pivoted and graduated with a degree in exercise science, putting her design plans on hold. Life moved fast from there: She met her husband, had kids, and started working for a builder in Dickinson. Eventually, she took online drafting courses at NDSCS in Wahpeton while juggling a newborn and an 18-month-old. Though she didn’t finish the program, the seed had already taken root.
"I really wanted to do this, and I just started learning on the job," she said. That led her to Design and Co, where she’s been putting her passion into practice ever since.
From vision to reality
Jodi's daily work includes drafting floor
plans and architectural drawings for nearly every builder in Dickinson. She also takes on new construction design projects, offering everything from 3D renderings to furniture selections. One of her favorite recent projects involved a high-end home where she handled everything— floor plans, interior renderings, finish selections, and furniture. "The client loved the initial renderings that I designed, and I got to take it from there'" she said. "It was so fun."
Seeing her designs come to life is what drives her. "It’s so satisfying when you go from a sketch to a fully furnished home," she said. While some clients prefer full creative freedom, she appreciates when they bring a sense of style to the table. "It’s their home. I love when they give me a direction and then let me run with it."
Building something new
In 2021, Jodi pitched the idea of branding her design work as its own division within Bosch Lumber and, from there, Design and Co was born. "I was seeing my renderings on real estate websites, and I realized nobody would know they were mine," she explained. "I wanted to put a watermark or logo on them, but I didn’t want it to say Bosch Lumber. I wanted it to reflect design."
Since then, Design and Co has taken off. Jodi's team has expanded, and she now shares the load with another designer. Still, it’s a learning curve. "The growing pains are real," she said. "I wanted to do it all, but I didn’t have the time or capacity. Learning how to scale and delegate has been a big challenge."
Words of wisdom
For those looking to enter the world of design, Jodi's advice is simple: Follow your heart.
"That’s what got me here," she said. She encourages young professionals not to give up when things get tough. "I probably threw in the towel a few too many times, and that’s why it took me a little longer to get where I am. But one of my previous coworkers always said about the hard times, 'This too shall pass.' And it does."
Looking ahead
Jodi’s vision for the future is focused and clear. "I’d love to do more full-scale projects from start to finish," she said. She wants to shift toward more custom home designs and eventually expand beyond Dickinson. "I’d love to do more full-service designs from floor plan to furnishings. That would be the dream."
She’s already halfway there, drawing for most of the builders in her hometown and establishing herself as a goto designer in western North Dakota.
Beyond the blueprints
When she’s not drafting dream homes, Jodi is chasing her two boys, ages 10 and 12, around the yard with a football or cheering from the stands at baseball games. She and her husband love spending time at the lake and going hunting as a family. "We hunt mule deer, whitetail, pheasants—all of it," she said.
She lives what she designs: a busy, beautiful life.
"I love being creative," she said. "And whether it's a million-dollar house or a small starter home, there’s always a way to make it feel like home. That’s the magic."
And for Jodi, creating that magic never gets old. Every blueprint is more than just a plan. It’s a chance to help someone build their own dream, just like she did.
By Michael Danielson, Veterans Business Outreach Specialist
About the VBOC
The Veterans Business Outreach Center (VBOC) program is designed to provide entrepreneurial development services such as business training, counseling, and resource partner referrals to transitioning service members, veterans, National Guard and Reserve members, and military spouses interested in starting or growing a small business. U.S. Small Business Administration (SBA) has 22 organizations participating in this cooperative agreement and serving as VBOCs.
From Service to Startups: Dakota Veterans Navigate Transition Assistance and Mentorship Programs to Launch Small Businesses IN
the expansive plains and growing communities of North and South Dakota, a quiet but powerful transformation is underway. Across small towns, rural counties, and urban centers like Fargo, Bismarck, Sioux Falls, and Rapid City, military veterans are turning their skills, discipline, and leadership into entrepreneurial ventures. With the help of mentorship and transition assistance programs, especially those led by the Veterans Business Outreach Center (VBOC) of the Dakotas, these current
Photo Courtesy of VBOC of the Dakotas
and former service members are building small businesses that not only support their families but also strengthen the regional economy.
The journey from uniform to business owner often begins through the Department of Defense’s Transition Assistance Program (TAP), which is designed to help active-duty personnel and recently separated veterans adjust to civilian life. Within this program, an increasingly popular option is entrepreneurship. Specifically, the Boots to Business (B2B) and Boots to Business Reboot (B2B Reboot) modules provide introductory training to military members, veterans, and their spouses on starting and growing a business. These two-day workshops are held regularly at military installations across the Dakotas, including Grand Forks Air Force Base, Ellsworth Air Force Base, and Minot Air Force Base. For those not located near a base, B2B Reboot provides the same core curriculum in off-base settings, making entrepreneurship training accessible to veterans in even the most rural regions.
Following this initial training, veterans can enroll in the B2B Revenue Readiness course, a more in-depth six-week virtual program that delves into the practical details of launching a business, from marketing and sales strategies to finance and operations. What sets these programs apart isn’t just the content, they also provide personalized
connections to seasoned business mentors who guide veterans through the startup process and well beyond.
At the heart of these efforts in North and South Dakota is the Veterans Business Outreach Center (VBOC) of the Dakotas. Based at the University of North Dakota’s Center for Innovation in Grand Forks, the VBOC is funded through the SBA and staffed by a team of advisors who specialize in helping military-connected entrepreneurs. The VBOC offers free services that range from business plan development to market research, financial forecasting, branding, and navigating state or federal regulations. Importantly, the center also connects veterans to an extensive resource network, including the North and South Dakota Small Business Development Centers (SBDC), local SCORE chapters, Women’s Business Centers, and APEX Accelerators.
These partnerships ensure that veterans are not only advised but actively mentored through every phase of business creation. SCORE, for example, offers free one-on-one mentoring by experienced entrepreneurs and retired executives. SBDCs provide more handson business development assistance and technical help. Women veterans, who are among the fastestgrowing groups of veteran entrepreneurs, can access
lson, Veterans Busine
additional support through Women’s Business Centers that specialize in addressing gender-specific challenges in entrepreneurship. For veterans looking to expand into government contracting, APEX Accelerators help entrepreneurs with no-cost guidance and support services, helping businesses succeed in the government marketplace. VBOC, SBDC, and APEX Accelerator advisors provide guidance on certifications such as Service-Disabled VeteranOwned Small Business (SDVOSB) status, which can unlock access to set-aside contracts through the Department of Veterans Affairs and other federal agencies. Programs like the SBA’s 8(a) Business Development Program and Veteran Federal Procurement Entrepreneurship Training offer veterans the opportunity to scale their businesses with government clients in mind.
Veterans across the Dakotas are leveraging their military expertise in fields like contracting, hospitality, food service, auto and motorcycle repair, photography, cybersecurity, logistics, and drone technology. One National Guard
member from Bismarck who had worked in cybersecurity during his deployments used his skills to start a consulting firm focused on helping local governments and small businesses secure their networks. He took advantage of the Revenue Readiness course, SBA-provided mentorship, and VBOC counseling to identify clients, pursue SDVOSB certification, and eventually secure government contracts. His firm now serves several county agencies and is exploring federal contracts through GSA schedules.
National entrepreneurship programs also complement local efforts. Syracuse University’s Institute for Veterans and Military Families (IVMF) hosts Veteran Women Igniting the Spirit of Entrepreneurship (V-WISE), which provides women veterans with in-depth business education, leadership development, and mentoring. Though based in New York, the program is open to veterans nationwide, including those in the Dakotas who attend virtually or via regional hubs. Other programs like PuroVet, a franchising initiative backed by restoration company PuroClean, specifically aim to lower the barrier to entry
for veterans interested in franchise ownership by offering fee discounts, business coaching, and mentorship by fellow veteran franchisees.
Financial access is another critical component of this ecosystem. Veterans launching small businesses often require startup capital, which can be hard to come by in rural communities. VBOC advisors help entrepreneurs navigate SBA-backed loan programs such as the 7(a) loan, 504 CDC loans for real estate and equipment, and microloan programs for working capital or inventory. Specialized options like the Military Reservist Economic Injury Disaster Loan (MREIDL) are also available for business owners whose operations are disrupted by Reserve or National Guard deployments.
Veterans in the Dakotas face unique challenges due to geography and population density. In rural areas, access to customers, broadband internet, and financing options can be limited. Seasonal business cycles, such as those in agriculture and tourism, also present hurdles. But this is precisely where the VBOC and its Small Business Administration partners shine.
They help veterans connect with local chambers of commerce, state economic development offices, and rural grant opportunities from the USDA. Advisors provide training on social media marketing, web presence, and e-commerce to help rural businesses expand their reach beyond immediate communities.
The results are increasingly visible. The SBA notes that veterans are about 45 percent more likely to start businesses than their civilian peers, and the VBOC of the Dakotas is seeing this trend reflected in its own programs. Each year, hundreds of veterans across the two states attend workshops, receive coaching, and participate in follow-up advising. Class sizes are growing, and requests for one-on-one counseling are on the rise.
For many veterans, the most valuable part of the transition to entrepreneurship is the mentorship. It’s not just about writing a business plan, it’s about having someone to call when a deal is on the line, a shipment is delayed, or a permit is held up. Mentors like those at SCORE or VBOC not only provide technical advice but also act as
sounding boards and accountability partners. Some veterans, having successfully launched businesses, return to mentor others, creating a growing network of veteran entrepreneurs supporting one another.
What’s happening in North and South Dakota is part of a national movement, but with a distinctly local character. Here, veterans bring the same commitment they gave their country to their communities. Whether they’re opening a tech firm, running a construction company, or roasting coffee beans in a converted barn, they’re proving that military service is not the end of leadership, it’s the beginning of a new kind of mission.
In transforming their skills into sustainable, locally rooted businesses, Dakota veterans are not just launching companies, they're building legacies. Through the combined efforts of federal programs, state partnerships, community mentors, and tireless personal effort, they’re turning the concept of “supporting our troops” into something more lasting: empowering them to lead the
next generation of rural American enterprise.
VBOC of the Dakotas
701-738-4850 und.edu/dakotasvboc /dakotasvboc @DakotasVBOC
4200 James Ray Dr Grand Forks, ND
