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april 2017


APRIL 2017




This fall, a vacant, 100-plusyear-old horse stable in Downtown Fargo will house North Dakota's first cidery. Kilbourne Group General Manager Mike Allmendinger has the details.

5 reading picks from FMWF business leaders

Cidery to Reactivate Downtown Fargo Stable

A visual recap of the fifth annual Startup Weekend Fargo



Before Wade Foster led a team of 80 people in 13 countries, he was a participant in Startup Weekend. We sit down with the cofounder and CEO of tech company Zapier.


What's That Logo?

Test your knowledge of some of the most well-known area brands' logos. Oh, we should warn you that we made it a bit harder.


Office Vibes: Regus

With more employees working remotely and companies slashing their square footage, office-space options have to evolve. Centers like South Fargo's Regus might be the future.


While he admits the CEO thing is always a work in progress, there's one thing Ryan Fritz is certain of: Good design is everything. An artist himself, Fritz has woven his passion for creativity into the fabric of Office Sign Company, and he says it's a big reason for the brand's success. This is what he's learned in his decade of experience as a head of company.


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5 Tips For Surviving a Natural Disaster

Startup Weekend Fargo 2017

A Q&A w/ Startup Weekend Fargo Keynote Speaker Wade Foster



Alerus President, CEO & Chairmand Randy Newman writes about how his company weathered the infamous Flood of '97 and came out better for it on the other side.



What Fargo Business Owners Are Reading

Striking Gold

Ada, Minn. based Weave Got Maille's biggest clients? "Game of Thrones" and Marvel.


Your Money Mind

New contributor and managing director of United Capital of Fargo Paul Jarvis introduces Fargo INC! readers to the three different kinds of "Money Minds."


The Startup Journey

Codelation CEO Josh Christy is back with an information-packed piece on how to price your consulting services.


April Business Events Calendar

Faces of Fargo Business

Faces of Fargo Business gets a new look. Meet the first three "Faces":

The Moorhead Business Association's (MBA) Annual Meeting,Treat Your Team Luncheon, Make-A-Wish North Dakota's Wine & Wishes, and many more great business events you can't miss in April!


FM Career Finder

He's the founder and CEO of Tellwell, a Fargo social media agency focused on one thing: good storytelling.



Max Kringen


Josh Hoper

Some might be worried about spreading themselves too thin. Not Josh Hoper. He's making an impact anywhere he can.


Trinity Schaff

A Gulf War veteran-turnedelectronics entrepreneur.

How We Hired Our Sales Manager

Spotlight Media Editorial Director Andrew Jason gives you a behindthe-scenes look at the detailed process of hiring a candidate for an upper-management position.


Top Jobs

Check out two full pages of positions at some of the best local companies to work at!





ecruiting and retention remain among the hottest business topics in Fargo-Moorhead. Just check out the Fargo INC! events calendar any given month, and you're likely to find multiple workshops, speakers, and events aimed at helping local companies deal with the area's low unemployment rate and high talent deficit.

But, I see a video like the one made by Fargo filmmakers Evan Balko and Preston Sternson, and I wonder why. If their names aren't familiar, Balko and Sternson are the pair behind the four-minute time-lapse video that made its way around the internet and social media last month. The video, if you haven't seen it, is a visual tour of Fargo-Moorhead—showcasing area landmarks, events and people over the course of the last four years. While the way these guys made the video is an amazing story in and of itself—with each scene taking between six and eight hours of actual shooting—for my purposes here, 10

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I wanted to point out what an incredible workforce-development tool stuff like this can be. As a Fargo native and someone who's lived here for a good part of my life, I can say with certainty that they captured the ethos and appeal of the city about as well as you can in 240 seconds, and while I admit I'm biased, all I kept thinking as I watched it over and over was, "Man, what a great place to live and work." As always, thanks for reading.

Nate Mickelberg Editor, Fargo INC!


Photo by Paul Flessland

Organizations such as the FM Area Foundation, Greater Fargo/Moorhead Economic Development Corporation, and the FMWF Chamber of Commerce are all doing their best to facilitate opportunities and collaborations that help solve our workforce issue, but keeping and attracting workers to this part of the country remains a constant challenge.

Screenshot from "Home Isn't a Place: Fargo, a Timelapse"

Fargo INC!'s


We at Fargo INC! want to make sure our content is unbiased, accurate, and reflects the views and opinions of the FM business community. That's why we meet regularly with our six-member editorial board to discuss area business issues and trends and ensure that we are living up to our stated values.



President & CEO FMWF Chamber of Commerce

President Moorhead Business Association (MBA)



Executive Director & Cofounder Emerging Prairie

President & CEO Dakota Medical Foundation (DMF)


SVP, Finance & Entrepreneurial Development Greater Fargo/Moorhead Economic Development Corporation (GFMEDC)

Special Adviser GWEN HOBERG


Executive Director Moorhead Economic Development Authority (EDA)

Chair, Communications Committee Moorhead Business Assocation (MBA)

april 2017

Volume 2 Issue 4

Fargo INC! is published 12 times a year and is available at area businesses and online at

Publisher Mike Dragosavich


Editorial Director Andrew Jason

Editor Nate Mickelberg

Graphic Designers Sarah Geiger, Ryan Koehler, Matt Anderson

Photography J. Alan Paul Photography, Paul Flessland

Contributors Andrew Jason, Mike Allmendinger, Josh Christy, Paul Jarvis, Kris Bevill

Copy Editors Erica Rapp, Andrew Jason


Sales Manager Layne Hanson

Senior Account Manager Tracy Nicholson

Marketing & Sales Paul Hoefer

Tank McNamara

Jenny Johnson

Lucas Albers

Business Operations Manager Heather Hemingway Administrative Nicole Houseal


Mitch Rapp, Hal Ecker, Nolan Kaml

Fargo INC! is published by Spotlight Media LLC, Copyright 2017 Fargo INC! & All rights reserved. No parts of this periodical may be reproduced or distributed without written permission of Fargo INC!, and Spotlight Media LLC, is not responsible for, and expressly disclaims all liability for, damages of any kind arising out of use, reference to or reliance on such information. Spotlight Media LLC, accepts no liability for the accuracy of statements made by the advertisers.


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Meet Spotlight Media's Other Magazines

The Project Issue Makers, get ready to make. Spring is in the air, and we dare you to get some paint on your hands. If you have daily dreams of making someone else's trash your repurposed treasure or spend your days pining over Pinterest, this issue is tailormade for you. We've gathered a few local pros to share the tricks of their trade that will make you want to create. Meet the people behind the projects, and see what inspired these local trendsetters to become experts in floral arrangements, repurposed furniture, fabric, antiques and wood design.

The Rise What completes a team? Is it the coach? Maybe it's the star player or the bench players, thriving in their one or two specialties. Some would say it's the underclassmen. The young athletes who bring energy whenever called upon. That's what the April issue is all about. The rising stars in the Bison program who are destined to define the NDSU program.

Style + Shopping For April's issue, Fargo Monthly shopped local. You can browse through more than 120 items found at local shops and boutiques and get some inspiration for refreshing your wardrobe or staying up-to-date with unique gadgets and trends. Look no further, because the FargoMoorhead shopping scene has got your back, just like your favorite jacket.

THE STABLE Cidery to Reactivate Century-old Downtown Horse Stable


here’s a nondescript building in the heart of Downtown Fargo that you’ve likely never noticed before.

It has stood in this location for more than 100 years, and according to historic fire maps, it was constructed sometime between 1905 and 1910—its original purpose being as a stable house for horses used by the Haggart Construction Co. to haul materials from their material yard to construction sites. We believe it could be the only remaining original stable in Downtown Fargo. (Let us know if you are aware of another.)

BY Mike Allmendinger PHOTOS BY Paul Flessland and courtesy of Dan Francis Photography & Branick Industries

Mike Allmendinger is the general manager of Kilbourne group. 20

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In 1950, the current masonry building, now home to Prairie Roots Food Cooperative, was constructed by the Branick Manufacturing Company. The building was used to manufacture tire-inspection and retreading equipment and served as a filling station until the late 1960s. In 1972, Mathison’s Printing purchased the building and used it as a retail space for drafting and blueprint supplies. They also used it for the purpose of largeformat printing until December 2015 when the buildings were acquired by Kilbourne Group. This 100-plus-year-old former horse stable (right) in Downtown Fargo will soon house Wild Terra, North Dakota’s first cidery.

The stable is two stories high, with roughly 2,000 square feet per floor. Mathison’s used the building for cold storage, as it lacks weather-tight windows; insulation; and modern systems such as plumbing, HVAC and electrical. Last year, we removed the transite siding and uncovered an impressive gable roof, which creates a unique, open space.

this building is a prime candidate for adaptive reuse. Bringing the building to life will require a new roof, windows, insulation, flooring, stairs, electrical, mechanical, the addition of a sprinkler system and bathrooms, and more. We are grateful to the City of Fargo and the State of North Dakota for their partnership on the project through the state’s Renaissance Zone program. The result will be the transformation of an old, unnoticed, unused, and unique space in Downtown into a brand-new experience for residents and visitors alike. Wild Terra Cider & Brewing—set to open in the stable in the fall of 2017—brews hard cider and kombucha. As self-described “kids crazy about craft beverages,” cofounders and couple Ethan and Breezee Hennings have a passion for adventures that satisfy their curiosity about the Earth and expand their palates.

Due to today’s lack of demand for horse shelters and cold storage in Downtown Fargo,


Wild Terra Cofounder Breezee Hennings (right) explainswhat people can expect in terms of the Wild Terra aesthetic:

“Our taproom will have a typical brewery feel on the first floor,” she says. “The second floor will have more of a lounge feel—with velvet and leather seating. We will also have a projection screen for '80s movie nights and an 18foot shuffleboard.”

Wild Terra, slated to open in fall 2017, will sit adjacent to the new Prairie Roots Food Co-op in Downtown Fargo. TAKE


As avid patrons of our local watering holes, they saw something missing from our community: hard cider and kombucha. This revelation, coupled with the fact that they have been homebrewing for years, made starting Wild Terra a perfect fit for the unique space. The kombucha will be brewed with all organic ingredients and will have rotating infusions available on tap, as well as mocktails in the taproom. Wild Terra will bottle and distribute to cafes, restaurants and health studios around the area.

are more dry and have less sugar than massproduced ciders. She says cider bridges the gap between beer and wine—as it’s lower in alcohol and carbonated like a beer yet dry and fruit-based like wine. Wild Terra will also offer cyser, which is a blend of honey and cider with a higher alcohol content that is closer to a wine.


Wild Terra Cider & Brewing 6 12th St. N, Fargo 701-306-1064

Farmers used to make hard cider in their barns, and patrons would go into the barn and drink. How cool that this urban cider house will have a setting reminiscent of a traditional, farm-based cidery.

Breezee describes their products as both traditional and new-world-style ciders that



“It’s a common mistake with boutique owners, being stuck in what they like. We like this, but our consumer is buying this." CIARA STOCKELAND Founder & CEO, MODE


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Startup Weekend

Fargo 2017

Photos courtesy of Ashley Dew Photography






What Is Startup Weekend? Startup Weekend is an international, weekend-long event where founders, developers, marketing enthusiasts, designers, and more pitch ideas for new companies; form teams around those ideas; and develop a prototype, demo, or presentation by Sunday evening. As of December 2016, more than 130 countries and more than 200,000 entrepreneurs have participated in the event. Startup Weekend Fargo is held each year in early March. To learn more about it, visit:

AGE RANGE OF 17-54 26

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Who Made It Possible Facilitator Daniel Johnsen Director of Technology Schedule It Corporation Lead Organizer John Machacek SVP, Finance & Entrepreneurial Development Greater Fargo/Moorhead Economic Development Corporation Co-organizers Camille Grade Director of Sales & Marketing Myriad Mobile Nick Waverek Product Marketing CoSchedule Amanda Booher Libraries Communications & Programs Coordinator NDSU Brittany Sickler Outreach & Partnership Strategist U.S. Small Business Administration Michael Norton Facilitator Techstars Keynote Speaker Wade Foster Cofounder & CEO Zapier

40% FEMALE 28

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60% MALE

Startup Weekend Fargo Winners








“It seems like the generations before (Millennials) are much more willing to say, ‘It’s not going to be exciting. It’s not going to be fun. But if that’s what’s best for the organization, then that’s what I’m going to do.’” JOSH TEIGEN President & CEO, Protosthetics


Wade Foster Cofounder & CEO Zapier



w/ Startup Weekend Fargo Keynote Speaker Wade Foster


ade Foster, who gave the keynote address at last month's Startup Weekend Fargo, knows first-hand how useful the Startup Weekend experience can be. Foster was part of a team that participated in the first-ever Startup Weekend Columbia (Mo.) in 2011 and that eventually went on to become a real-life company and success story.

BY Nate Mickelberg PHOTO BY J. Alan Paul Photography


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The seeds for Sunnyvale, Calif.-based Zapier, which Foster cofounded with two other University of Missouri alumni, were sown at that inaugural event six years ago. We spoke with Foster about what the experience was like, what humans do better than robots and why his best advice for entrepreneurs is to not get whiplash.


How did you come up with the idea for Zapier? Wade Foster: “It was basically my cofounder Bryan's (Helmig) idea to build a tool that allows non-technical folks—folks who don't have API (application program interface) expertise, coding chops, things like that—to build automation workloads between various business apps. "So we signed up for a Startup Weekend in Columbia, Mo.—the very first one (in Columbia) happened to be happening in the next month or so—teamed up with Mike (Knoop), who’s our third cofounder, and built out the initial prototype at that Startup Weekend.”

What is Zapier? Zapier is a tool that allows you to connect apps you use every day to automate tasks and save time. You can connect any of their 800-plus integrated apps together to make your own automations. With Zapier, your integrations are set up via "Zaps," which perform your automation for you. These automations are achieved by mixing a "Trigger" with "Actions" that are available on your favorite apps. For example, you could make a Zap that would automatically save responses from a Typeform form to a new row on a Google Sheet for you.

No human should be manually copying and pasting data entry from one app to another."

Zapier's story is interesting because your company actually evolved from participating in a Startup Weekend. What do you remember about the experience? Foster: "I remember we were in this kind of strange building. They had this back garage area—because it used to be a furniture store—where I think a lot of the furniture would get shipped into. "At the very beginning of the weekend, people were looking for a place to go work—to camp out, basically—and the three of us spotted this back garage and were like, 'Well, no one will be able to disturb us. We’ll be able to focus.’ “And so we just holed up in this garage for the whole weekend, and we would emerge whenever we needed to go get feedback or talk to other people, but we kind of just stayed back there and hacked out stuff and built up a prototype that we needed. That got us to where we had a functioning demo on Sunday night that more or less worked. "For us, having a pretty well-spec-ed idea and then being able to concentrate throughout the weekend by having a good place to work played out in our favor."

There's been a lot of talk lately about the inevitable robot takeover of our economy. You say on your site you believe there are jobs that computers are better at and jobs that humans are better at. Can you elaborate? Foster: “I think machines are great at anything you can concretely describe. Calculations are something a computer is going to be great at. Automating events like we do at Zapier— so take an email and automatically put the attachment into Dropbox. No human should be manually copying and pasting data entry from one app to another. "Whereas, humans, what we excel at is creativity. We’re really good at storytelling, and we’re really good at connecting with other human beings. The more time we can spend on creative endeavors, (the better)."

Had you been to Fargo before this trip? Foster: “I’d never been to Fargo before. That’s why I came. I’d never been to North Dakota either, and so I was like, ‘Hey, this sounds like fun. I can go see somewhere I’ve never seen.’ "I’m a big fan of the Midwest. I grew up in



“The person who pays for workplace conflict without ever realizing it is the customer.” JOHN TROMBLEY Organization Development Consultant & Trainer, The Village Business Institute


APRIL 2017

"You all have the seeds of something really amazing here, and I'm super glad I took up the invite to come visit." the Midwest. I think there’s a lot of cool stuff happening here that a lot of people on the coasts tend to overlook. You all have the seeds of something really amazing here, and I'm super glad I took up the invite to come visit."

You mention all the cool stuff going on in the Midwest, but you’re headquartered in Silicon Valley. I'm curious why you decided to headquarter your company there. Foster: “When we were in the early days of Zapier, we applied for Y Combinator, which is a startup incubator (in Silicon Valley), and they require you to move there for three months. So we moved there for that three months, and we were young enough that a lot of our partnerships weren’t as solidified as they are today. It was helpful to be able to meet with and have access to the various companies that we were building integration to. "And while we know that work can get done anywhere in the world, it was still helpful for some of those companies that didn’t operate quite the way we did—to be able to shake

their hands and meet them in person and that kind of thing. Also, the Bay Area is great. The weather is awesome, there's a lot of cool stuff to do, and so we like that, too.”

Are there any specific holes you can help fellow founders step around that you guys fell into? Foster: “You’re going to get a lot of advice from a lot of people. And sometimes that advice is going to be conflicting. Some people will tell you to raise a bunch of money, and others will tell you to never raise any money. Some people will say you have to have everyone in the same room. Some people will tell you that you can do it all remotely. "There’s going to be tons of advice. The best thing you can do is listen to most of it, but then base your opinion on what you truly believe. Don’t get whiplash from too much advice. Pick the thing that you think works best for you and your situation, and go with that.”




Check out Zapier at


APRIL 2017


w/ Office Sign Company's Ryan Fritz

from fine art to sign art

While he admits the CEO thing is always a work in progress, there's one thing Ryan Fritz is certain of: Good design is everything. An artist himself, Fritz has woven his passion for creativity into the fabric of Office Sign Company, and he says it's a big reason for the brand's success. This is what he's learned in his decade of experience as a head of company. BY Nate Mickelberg & Ryan Fritz PHOTOS BY J. Alan Paul Photography ILLUSTRATIONS BY Matt Anderson



Clean the toilets. Before I founded Office Sign Company, I had developed this briefcase of building blocks throughout my career—even if I didn't realize it at the time. And if I hadn't spent time in any one of those areas, I don't know if we would be successful today.

Growing up, I did t-shirt design, I worked on websites, I worked at McDonald’s—I made hamburgers, I took out the garbage, I mopped the floor. There was no dillydallying. That was always what my mindset was: Work hard. It didn't matter what it was. You shouldn't think twice about being a CEO and being willing to clean the toilets. I promised my mom that I would clean the toilets forever.

Staying "lean and mean" gets harder as you grow, and that's okay. I use the word "agility" a lot. We're always focused on trying to be more agile, which gets exponentially harder as you scale.

Now, with 40 people, you tell your team to jump right and three people go left, 12 fall down and the rope splits in half.

Imagine everyone is tied together at the waist with a rope. When there were five of us, it was, "Hey guys, let’s jump to the right." And everyone would jump to the right.

And that's when you just have to say, "Okay, let’s try again.”

Ryan Fritz A Rough Timeline


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Early '90s Graduates from Moorhead Tech with a degree in commercial art


Don't let perfect be the enemy of good. Often times, when I have discussions with young entrepreneurs, my advice is pretty simple: Jump. Just jump in. I've talked to a lot of other CEOs who struggle with perfectionism—I know I do, to a degree—but the

sooner you realize this, the better: You're not going to be able to avoid every pothole. You'll figure it out as you go. You'll get some flat tires, but you can go back—after you destroy your car—and fix them.

A CEO's biggest challenge is managing people. Appreciate the good ones. Back in the early days of Office Sign Company—when there were only a couple of us—we were eyeing these two candidates for our very first customer-service position. We offered the job to one of them, and then a few nights later, the other guy—who we

Mid '90s Starts first job working in marketing for Melroe Manufacturing in Gwinner, N.D. 40

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almost hired—showed up on the news. He'd clocked his landlord in the head with a dumbbell and was on the loose. It was probably the first time I realized how important people are. And it's made me grateful for the good ones ever since.


Do what you need to do to be your best self.

I'm the most outgoing introvert you'll ever meet, but I need my alone time. I need it where it's just silent. It's definitely a personality thing—probably something about creative types. You have this whole world in your brain. I don't need people all the time. In fact, I need to be away from people sometimes.

And it's not necessarily the busy-ness of work and kids and all that. It's more uninterrupted thinking time. My brain is always working so if there's a noise, it stops and I have to start the thought process all over again.

Office Sign Company CEO Ryan Fritz

And it's like a dang steam engine. You go to bed and it's like "choo-choo!" and you can't get it to turn off.

Don't always be trying to fix the bad. Make an effort to celebrate the good. Something I've really worked hard at is to change my mindset from, "We have to trim every last bit of fat" to, "Let's reward the people who do a good job." And that can be very difficult for me because I'm a very glass-halfempty kind of person.

Late '90s Moves back to Fargo to begin a design job at Creative Imprints—now known as CI Sport 42

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This is probably my single favorite business quote.

Be a yardstick of quality.

It's from (former Apple CEO) Steve Jobs, and the full quote is actually, "Be a yardstick of quality. Some people aren't used to an environment where excellence is expected." It's not as much about demanding excellence as it's about people just knowing that's your standard.

Knowledge is meant to be shared. A saying that's always stuck with me is: If you make it to the top, make sure you send the elevator back down. And while there are definitely days when I feel like I don't have anything to offer— it's still hard to view myself as a mentor or sometimes even as a CEO–I see these kids who are in the infant stage of starting a business and it's like, I know I can give them SOME advice. Early '00s Starts a job at Jump Interactive, a startup arm of the Forum of Fargo-Moorhead 44

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Decision Fatigue

If you're not familiar with decision fatigue, it's an idea in psychology that says that as people make more decisions throughout a day, the quality of those decisions tends to suffer. Basically, the fewer decisions you're forced to make, the better the ones you do make will be. If you've ever wondered why you rarely saw former Apple CEO Steve Jobs in anything but a black turtleneck and jeans, this is more or less why. When you're running a multibillion-dollar company, the last thing you want to worry about is whether your sweater goes well with your shoes. Fritz has adopted a similar approach, claiming that simplifying his life—his wardrobe being just one aspect—has been a boon to his leadership abilities.

Pulling punches is rarely helpful. I'll tell someone when a design is bad. It's such a fine line becuase if you don't say something, you leave them in a place of, "This is good enough." And it's not good enough. Most people will be okay if you're honest with them. You do have to pull back sometimes, of course, because you can tell when you're sucking the air right out of the room. It's like you can see your culture drifting out the window like a giant balloon.

Business Leaders Who Wear the Same Thing Every Day

Mark Zuckerberg Cofounder Facebook

When you're first starting out, favors can be the best currency. Matilda Kahl Creative Manager Sony Music Entertainment

Sam Hinkie Former GM Philadelphia 76ers

A lot of entrepreneurs—myself included—know this frustration all too well: You have some expertise, you have some experience, but you don't have a portfolio of "real-world" clients. So what do you do? The solution seems obvious, but you'd be surprised at how many people think they're above working for free. If you can't get clients

organically, you're going to have to build that clientele the hard way. Find someone who you can help and say, "I can help you. Hopefully, somewhere down the road, you'll be able to help me." It might be three days or it might be three years, but it always comes back to you.

Mid '00s Leaves Jump Interactive to begin working in the digital department of Kiefer's, a Fargo-based auction-supply and wholesale company 45


Ryan Fritz What He's Reading

Good to Great

Leaders Eat Last

The Martian


We live in an amazing community. Give back to it. When I was young, I really didn't understand why giving back was so important. I was like, "What the heck is community? I can't make a difference."

it's become a part of our values—How do we serve our customer? How do we serve each other? And how do we serve our community?

And it's clichĂŠ, but you really do start being the change you want to see. It doesn't always have to do with sponsorships and things like that. Just by being involved, we can make a difference. We have 40 employees now. If we all do a little something, think of the impact we're having.

It can be within the company itself, too. If your department is caught up and another one's struggling, reach out and see if you can give them a hand. If your coworker has a flat tire, give them a ride to work. If we can help each other out in this little work bubble, how will that not affect our larger community?

It's at a point now where

Whether you think you can or you think you can't, you're right. A couple years ago, I presented at 1 Million Cups, and during the Q&A, this sixth grader asked me, "What do you do when you feel like giving up?" First of all, it blew me away that they were even thinking about that, but my response was pretty simple: "You can't. You give up and you're done." As I thought more about it, I realized just how much that encompasses me. I don't see myself as talented. I just work hard. And when you work harder than the rest, good things happen.

Late '00s Founds Office Sign Company 46

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Take Action

If you're a CEO or a manager, learn this very quickly: You no longer get to be yourself. I remember (Vanity President & CEO) Mickey Quinn saying in Fargo INC! a few months ago that she adapts to her team because she knows they're not going to change. And to a degree, that's what I find myself doing a lot. And it's not always fun, and it's probably not fair. Sometimes, you think, "Why can't I just be me?"

It's maybe the biggest challenge for CEOs. If you're a perfectionist, put a little asterisk by it. Because yes, you might be a perfectionist, but you don't get to be one in real life anymore. It's too challenging.

You might be someone who hates metrics and numbers, but guess what? Somebody has to do it.

Use your own past experiences and frustrations to be a better boss. I remember one job I had many years ago where I had logged 45 hours for the week. And I left early one day for my daughter's softball game, and my boss emailed me—didn't confront me but emailed me—and said, "This schedule isn't working for me." Never mind the fact that I had 45 hours in already and should've been gone by 8 a.m.

So I was like, "Okay, I quit." I still remember stuff like that. Even though we're a production facility, we always try to accommodate if people want to go see their kids or whatever it might be. Some people want to start at seven so they can pick their kids up at school every day. And that's fine. Just try to be flexible.

Mid '10s Purchases and founds sister companies Fargo Trophy Company and Wholesale Office Signs 48

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t a h T s ' What Think you know local logos? What if you could only see a sliver of them? Test your knowledge of some of the most recognizable brands in Fargo-Moorhead.



10. The Toasted Frog APRIL 2017

9. Fargo Brewing Company





8. Myriad Mobile



3 6

7. Kilbourne Group


6. American Crystal Sugar Company



Logo? 7



3 THINGS THAT MAKE A GREAT LOGO Jordan Nelson is a cofounder and designer at long-distance rideshare app Jumpr and a designer at Botlink.



1. Simplicity Less is more. A great logo needs to communicate and represent the brand in the most simple and effective way possible. The simplest of logos can pose the most challenging and complex design problems, but simplicity can be achieved by adhering to basic design principles such as color, consistency, clarity, form and space. Following these guidelines will best prepare your logo to be timeless and allow it to be used in a wide variety of mediums.




2. Timelessness A great logo is unique, and it needs to stand out in the crowd. With today's connected, digital world, this can be challenging. Logos of many different flavors from all around the world are showcased, and it becomes very easy to draw similarities between them. In certain environments, a viewer of your brand may only have a few moments to decipher what you do and what makes you different or better than your competition. If your logo appears too similar to another brand, it could dilute or cause confusion for viewers.

3. Flexibility A great logo needs to represent a brand in many different ways, shapes, and sizes and still maintain consistency in order to get your messaging across over time. Understanding how your logo is used and how and where it is viewed is key. A great logo should be legible on everything from a small, digital screen to large posters and billboards—as well as on a dark or light background. With video content becoming more and more popular, another thing to consider is how your logo will look animated and in motion.


Answers 51

1. The Boiler Room

2. FargoDome

3. City of Fargo

4. FM RedHawks

5. FM Derby Girls


Regus W

hether you're a founder looking for an affordable first office space or a small business that doesn't need a whole building to yourself, South Fargo's Regus might be the place for you. With numerous space and setup options, 24/7 key-fob access,

and a variety of perks, the flexible-workspace provider gives Fargoarea businesspeople an alternative to home offices, coffee shops and hotel lobbies. Area Manager Beth Reich recently gave us a tour of the center and filled us in on all the amenities that Regus offers its tenants.

BY Nate Mickelberg PHOTOS BY Paul Flessland & courtesy of Regus 52

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Beth Reich Area Manager Regus - Fargo

Beth Reich: “When someone comes in, we greet them at the front desk and handle them however our clients want us to. If they want the visitor to have a seat and then have us give them a call, we can do that. We have others who ask us to text them because they don’t want to be interrupted by the phone ringing. "We offer those kinds of services because small companies just starting out can’t always afford a receptionist. We offer it in addition to the office, and then the administrative services are as you need us.”

Reich: “These are our Thinkpods, and they're for when we have clients come in from outlying centers. As an example, we have 14 centers in the Twin Cities, and if anybody from those centers comes here, they can just sit in these for free for the day. "That’s one of the perks of membership is that you get space at all of our locations and discounted rates if you need office space at another location of ours. Also, if you need to go somewhere for meetings or just for the day, you can also get discounts on day offices.”

Reich: “This space here is our smallest. Most of them are a little bigger. On a one-year agreement, this one is $299 per month. Our month-to-month agreements are a little bit more expensive, but you automatically get a 10 percent discount when you sign for a year and a 15 percent discount when you sign for two years. “Another thing to mention is that we have a shared printer, and it does anything from scanning to faxing to colored copies. We’ve made booklets for clients. That's one of the things clients can add on if they want. Though, of course, some people like having their own printer in their office."


• Fargo location opened May 2015

• 3,000 Centers worldwide • Centers in 900 cities • Locations in 120 countries • Founded in Brussels, Belgium, in 1989 • 6,500 employees

Reich: “We see a little bit of everything—tech startups, massage therapists, counselors. We have a lot of companies that are brand new. We just walked by a gal whose first official day of business was March 1. "We’re great for anything because we have flexible agreements anywhere from month-to-month up to two years. We're similar to the Prairie Den (coworking space in Downtown Fargo) but totally different at the same time." 53

Some Other Perks • All utilities included • Furniture included • Cleaning services • Phone answering • Seasonal administrative services—e.g., handwritten Christmas cards

Reich: “We even offer build-outs for tenants who know that, in time, they’ll want to take up an entire corner of the building. And then if they want to put in their own door to the outside, that's an option as well. We can do all kinds of different things. It all depends on what clients want."

Reich: “We do some decorating to give people an idea of what somebody could do with their office, and then if somebody wanted it just like this, they can keep it as-is.

“We have a lot of people who have even asked us to decorate their office for them, and they just give us a budget. We find out what they like, and we help them in any way, shape or form that we can."

Reich: "This is the largest windowed office we offer. The square footage on this room is 115, where the smallest option is 70."

Reich: “When someone moves in, they can reorganize however they want. We have one lady who has two huge, comfy chairs and a tiny desk because of what she does. She’s a counselor. "Another thing to mention is that, because we have so many people who come through here, if somebody’s siting up front, you have no idea why they’re here. It keeps everything super private and confidential for all our clients, and they love that."

Reich: "We have a full kitchen area, and we do take care of all the dishes. And for our clients who don't want to have to leave the building to go get coffee, we offer a coffee program as well.

"This is also where we host our monthly networking events. Afterward, people can leave business cards, and we'll leave them out for a while for others to take."



"Recognize what a person does right. It’s very important in management that you do that to people underneath you.” WARREN ACKLEY Owner, Global Development


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Regus-Fargo Area Manager Beth Reich says the center tries to keep about 90 percent of its 87 offices occupied. "It does fluctuate quite a bit with us having the flexible space," she says, adding that the fullest the


Fargo building has gotten so far is about 75 percent. "As people build larger space, they’ll rent from us while their building is being completed. And then if they do end up needing to stay longer, our agreements are flexible.”

Reich: "We don’t just do offices. We do virtual offices, too. If somebody absolutely loves their home office, we can give them a business address, a space to come in and meet with clients, and a mailing address." TAKE



If you'd like to learn more or inquire about physical or virtual office space: Beth Reich Regus - Fargo 3523 45th St. S, #100, Fargo 701-639-6500

Faces of

FARGO BUSINESS We like to think of the Fargo business community as a giant puzzle and the people who comprise it as the different but equally essential pieces. Take one person, one company, or one industry away, and the picture becomes incomplete. Faces of Fargo Business is our chance to piece that puzzle together each month and celebrate the countless people who make this such a great place to work.


Faces of

Fargo Business




wo years ago, Tellwell was born over a beer among three friends with a passion for storytelling. Today, it's still a group of friends with a passion for storytelling (who occasionally have bright ideas over beers, too). CEO Max Kringen and his team are a group of designers, writers, videographers and other media-makers—all with a goal of creating quality materials that tell their clients' stories. Their work has taken them everywhere from website refreshes to video to blog creation—for a variety of clients around the nation. Most recently, they launched Tellwell for Good, an initiative that pairs storytelling with a passion TAKE



for supporting local nonprofits and for-good companies. This resulted in creating winning Giving Hearts Day campaigns that celebrated the good work being done in FM community. Kringen says the past year has been a year of growth for his company, including the hiring of five new employees and a brand new space (right in the heart of Downtown)—complete with bright walls and beanbags, earning it the nickname “The Millennial Cave.” In the years to come, Tellwell will continue to build on the mission that was the first seed of Tellwell years ago: to tell the meaningful stories of their community and to tell​them well.

Check them out at


JOSH HOPER Founder & Executive Advisor

ABS Fargo



've found a number of roles that fill a need I have to build community, share knowledge, and empower entrepreneurs," says Josh Hoper, the founder of ABS Fargo and a partner with Profit Pros. "All while feeding my endless curiosity." Executive Advisor In his consulting practice, ABS Fargo, Hoper's clients lean on him to shine the spotlight on the financial engine of their organizations. "I help them find clarity in what is often a murky world of financial statements," he explains. "In most cases, this clarity brings with it the ability to make informed, fearless decisions in the operation of their organization." Training Director In his role at Profit Pros, Hoper says he gets the chance to curate and share knowledge. He and Profit Pros Founder Neil Blanchard provide organizations who use their software with the tools to help their own clients

find the "Hidden Profits" in their commercial businesses and nonprofit organizations. Board President As the president of the board of directors for Lake Agassiz Habitat for Humanity, Hoper works to build a coalition of community leaders who are determined to solve the problem of generational poverty in Cass and Clay Counties. "We tackle the problem by assisting area families with the knowledge and financial resources critical to turning them into successful homeowners," he says. Director Consultant As a director consultant for BNI (Business Network International) Minnesota and Northern Wisconsin, Hoper supports multiple chapters of professionals who help build each others' business through a structured, positive and professional word-of-mouth business-referral program.

Other Projects Hoper Is Involved With Organizer - Group Think FM Facilitator - Co.Starters TAKE



Member - Business Finishing School Advisor - National Business Advisors • •

Faces of

Fargo Business

Faces of

Fargo Business

TRINITY SCHAFF Founder & President



service-disabled Gulf War veteran and selfadmitted "anal-retentive, OCD perfectionist," Trinity Schaff opened his Fargo technology consultancy, TrinSPIN, in 2011. After more than 25 years in the electronics industry, Schaff was looking for a way to combine the services of some of his past employers into a one-stop shop. "I was tired of the uninspiring customer service and my employers saying no to the smaller, less-profitable jobs," says Schaff, who got his entrepreneurial start making custom fishing poles as a hobby. As his company's name suggests, Schaff likes to put his

own "spin" on things, whether it's TrinSPIN's state-of-theart, interactive showroom or coming up with an outsidethe-box solution to a previously unsolvable challenge—turning a mirror into a television or incorporating artwork into sound panels, for instance. From individuals to industrial corporations, Schaff says a passion for helping people underlies everything he does in his business. "I love educating people on our products and services," he says, "and then seeing their eyes light up when they realize their A/V dreams are very doable AND budget friendly."



By Jason Fried & David Heinemeier Hansson Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.

Necessary Endings

The Employees, Businesses and Relationships That All of Us Have to Give Up in Order to Move Forward By Henry Cloud

Henry Cloud, the bestselling author of "Integrity" and "The One-life Solution," offers this mindset-altering method for proactively

correcting the bad and the broken in our businesses and our lives. He challenges readers to achieve the personal and professional growth they both desire and deserve and gives crucial insight into how to make those tough decisions that are standing in the way of a more successful business and, ultimately, a better life.

"Rework" shows you a better, faster, easier way to succeed in business. Read it and you'll know why plans are actually harmful, why you don't need outside investors and why you're better off ignoring the competition. The truth is: You need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses.

READING What Fargo Business Owners Are


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*Book summaries from

The Soft Edge

Where Great Companies Find Lasting Success By Rich Karlgaard

High performance has always required shrewd strategy and superb execution. These factors remain critical, especially given today’s unprecedented business climate. But Rich Karlgaard, Forbes publisher, entrepreneur, investor, and board director, takes a surprising turn and argues that there is now a third element that’s required for competitive advantage. It fosters innovation, it accelerates strategy and execution, and it cannot be

copied or bought. It is found in a perhaps surprising place: your company’s values. Karlgaard examined a variety of enduring companies and found that they have one thing in common: All have leveraged their deepest values alongside strategy and execution, allowing them to fuel growth, as well as weather hard times. Karlgaard shares these stories and identifies the five key variables that make up every organization’s “soft edge”: 1. Trust 2. Smarts 3. Teamwork 4. Taste 5. Story

Make the Noise Go Away

The Power of an Effective Second-incommand By Larry G. Linne

Many entrepreneurs embrace the challenge of being their own boss. They desire freedom— both financial and temporal. But often, the business consumes both time and money and ends up owning the owner.

Steve Jobs

By Walter Isaacson Based on more than 40 interviews with Steve Jobs conducted over two years—as well as interviews with more than 100 family members, friends, adversaries, competitors and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing and digital publishing.

At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the 21st century was to connect creativity with technology. He built a company where leaps of imagination were combined with remarkable feats of engineering. The tale is instructive and cautionary, filled with lessons about innovation, character, leadership and values.

In "Make the Noise Go Away," Larry G. Linne discusses 13 principles to help business owners reclaim their freedom. Written in parable style, "Make the Noise Go Away" follows business owner Jim Clancy and second-in-command Brett Giles at Golden Electric Supply. During a weekend retreat at a quiet mountain cabin, the two executives discuss the principles and strategies that make Jim's noise (all the worries and concerns about his business) go away and allow Brett's job to be more enjoyable and successful. Targeted to both first- and second-in-commands, "Make the Noise Go Away" provides insights on decision-making skills, methods to protect and nurture great CEO ideas, and strategies for managing the perception of the business by important third parties. 67



How Alerus Weathered Total Devastation and Emerged Stronger Than Before

BY Kris Bevill & Randy Newman PHOTOS BY J. Alan Paul Photography & courtesy of Alerus


he winter of 1996-97 is the stuff of legend in North Dakota. After an abnormally wet fall, winter set in early and stayed too long, unleashing a continuous lineup of blizzards from October through early April that left the state buried under recordsetting seasonal snowfall totals exceeding 100 inches. A one-two punch of freezing rain followed by a blizzard in early April delivered winter’s final bow to the Red River Valley, making conditions miserable for people who were already filling and stacking sandbags as they braced for inevitable spring flooding.


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Randy Newman President, CEO & Chairman Alerus

Alerus’ current headquarters is also located in downtown Grand Forks. The company re-established its headquarters in downtown Grand Forks several years after the flood and fire and played a key role in helping the community rebuild after the disaster.

And flood it did. Communities from south to north battled the rising Red River and suffered damages as a result, but none was harder hit than Grand Forks. On April 18, 1997, despite weeks of effort to prevent it, the Red River breached dikes within the city of Grand Forks, and floodwaters quickly began to overtake the community. The city ordered its residents to evacuate, and as the community emptied out, the situation continued to careen out of control.

One of the bank’s buildings burned completely to the ground, taking all of its customer records with it. Most of what remained in the other two buildings was lost to floodwaters or damaged by smoke. The company was literally turned to rubble overnight. Meanwhile, its employees and customers were simultaneously displaced from their community and coping with personalproperty damages that ranged from flooded basements to total loss.

On April 19, fire broke out in downtown Grand Forks and spread to 11 buildings, completely destroying some and severely damaging others. It was an ironic and devastating twist for everyone affected, including Alerus—then known as First National Bank North Dakota—which occupied three of the 11 buildings that burned in the fire.

Randy Newman, president, CEO, and chairman of the board at Alerus, was president of First National Bank North Dakota at that time and led much of the response and recovery effort. He refers to the disaster as the “flood and fire” because while all of Grand Forks had a flood, it was the fire that did the most damage to his company.

“We were down and out,” he says. “We had to rebuild everything from scratch. Few companies have gone through damage to that extent and bounced back.” But Alerus did bounce back, and, in fact, grew stronger than before—expanding over time to offer a full line of financial services and establishing additional locations in Minnesota and Arizona. After operating successfully for the 20 years since experiencing the worst disaster in North Dakota history, Alerus provides an incredible example of how to prevail when faced with extreme uncertainty. Here are Newman’s top five tips for companies on how to survive a natural disaster.


ADVICE 1. Be prepared. Financial institutions are required to have disaster plans on file, but all businesses would be well-served to ask “What if?” and map out a basic strategy to deal with unforeseen circumstances. You can’t prepare for a disaster, but you can prepare to recover.

Alerus occupied three of the 11 buildings that burned in a fire that ravaged downtown Grand Forks during the 1997 Red River flood. The Golden Square building (shown here) housed all of the company’s client records and was totally destroyed.

We established a calling tree to identify who should be contacted, and specific duties were assigned to leadership members ahead of time to ensure an orderly reaction. I’d suggest keeping additional vital information easily accessible, including a list of advisers and employees and a strategy to address lost or destroyed technology such as employee laptops. Most importantly, once you have a plan in place, test it and back up EVERYTHING.

2. Care for employees About 200 people worked for Alerus in Grand Forks at the time of the flood, and many suffered personal loss. Leadership’s top priorities were to contact employees, make sure everyone was safe and then ensure their well-being so that they could focus on caring for our customers. Through our property-management company, we negotiated with a local contractor to ensure that employees’ homes were rebuilt in a timely fashion by guaranteeing payment until employees were reimbursed from their insurance companies. A previously established employee-assistance program known as the SMART (Small miracles are reached together) fund received contributions from leadership and banks around the



country and was used to provide financial assistance to employees. For the entire summer, employees were provided free hotel rooms and meals in Fargo while they worked from temporary office space there. Employees who opted to commute were reimbursed for travel expenses. Because many of our employees were parents with school-age children, we fast-tracked the establishment of a replacement building in Grand Forks so that employees would be able to return before the start of the next school year.

3. Communicate with your customers Even though we were hurting as a company, our main focus was on

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Employees created maps showing three tiers of damage to the city—water to roof, water on main floor and water in basement—and became experts in the various disaster-related loan programs in order to provide mortgage-holders with targeted solutions based on the level of damage they had experienced. They researched the best methods for document restoration and provided the service at no charge to safe-deposit-box customers. The company also increased lines of credit; suspended loan payments

“One pro of e-commerce is that you get to show your best foot at all times. You don’t have to worry about: Is that employee cleaning my store? Are customers seeing the best us when they walk in?” MARRAH FEREBEE Founder & President, Ashwood West


customers and asking them how we could help. And we aggressively pursued solutions for those affected.

Many of Alerus’ customers were displaced in small communities throughout the area after the flood, and so the company bought an RV and received special permission to cross state lines in order to bring banking services to its customers. They dubbed it the Mobile Bank.

for a period of time; and launched an immediate campaign to alert customers to hours of operation, open locations, contact information and assistance opportunities. Whatever our customerservice people were doing before the flood didn’t matter. Everything started over.

5. When the unexpected happens, react quickly and confidently

4. Be creative

Following the fire, we quickly secured hotel space in Fargo to establish workspace and provide housing for displaced employees. Unsure of the public’s reaction to the disaster, we requested and received a large amount of cash from the Federal Reserve in Minneapolis to ensure that we could support customer withdrawals if necessary.

Many creative ideas were born during the period after the flood and came from all levels of leadership. The most memorable was a solution to provide displaced customers with access to their accounts. Mobile banking was not yet an everyday occurrence in 1997, and so we devised our own way to bring the bank to customers who were displaced in communities throughout Minnesota and North Dakota. We purchased a motor home; outfitted it with an ATM, teller line, and customer service staff; and received special permission to travel to communities over several days—bringing banking services to those who would otherwise have had to drive hundreds of miles round-trip to conduct their banking.




No one predicted that a fire would destroy buildings in the midst of a recordsetting flood event. Rather than reel from disaster, though, leadership went into action to set a course for recovery.

Weekly meetings were held to keep track of the rebuilding process. Of course, not everyone agreed with every decision made, but strong leadership and dedicated employees joined together to overcome an incredible deficit. It took time, and we had down years, but looking back at what we went through and where we are today, it has exceeded what I thought was possible. We weren’t just happy with surviving. We wanted to thrive.


Weave Got Maille

The chainmaille company is garnering national recognition BY Marisa Jackels PHOTOS COURTESY OF Weave Got Maille


APRIL 2017

In February, senior Minnesota Senator Amy Klobuchar visited Ada, Minn.-based chainmaille company Weave Got Maille as part of a 10-county ruraleconomy tour throughout the state.

A crew from national TV show "World's Greatest" captures footage for Weave Got Maille's upcoming appearance on the program this spring.




Learn more about Weave Got Maille at 73

Interactive Tools to

Plan Your

Financial Future

Paul Jarvis

Managing Director United Capital of Fargo

I love my job. As managing director of United Capital in Fargo, I feel very fortunate to be able to help individuals and couples plan their financial lives so that they can successfully fulfill their life ambitions and achieve a secure and comfortable retirement.

BY Paul Jarvis PHOTOS BY Paul Flessland


APRIL 2017

One of the ways I facilitate this for my clients is to utilize a suite of interactive tools that United Capital has developed, which allow me to engage with them on a deeper level.

These tools are designed to encourage discussions about financial subjects that may not have been previously explored and to answer questions that may not have been previously asked. These discussions help my clients better understand the role that money plays in their lives and how that money can better serve— and be better aligned—with their personal goals and values.

About Me I was recently invited by Fargo INC! to create a series of columns about financial planning, and I aim to educate and empower readers with relevant content and tools. I am grateful for the opportunity, and I thought it might be helpful for readers to know a little bit more about my background. A proud hometown boy, I was born and raised in Fargo before attending the University of St. Thomas in St. Paul, Minn., where I earned a bachelor’s degree in business law and English. After graduation, I went to work for a large bank in the Twin Cities, where I was actively involved in providing financial-planning services to individuals working at major corporations such as 3M and Andersen Windows. Making the decision to return to home, I went to work for a Fargo trust company, where I had the opportunity to manage investments for higher-net-worth individuals and companies, as well as learn more about the value of trusts in estate planning. Eventually, I decided that I wanted to start my own practice, and I consider myself fortunate to have discovered United Capital. I wanted to align myself with a company that utilized cutting-edge technology, interactive scoring processes, and priority-action lists as means of providing clients with comprehensive financial planning and guidance services. Today, life is good. Last year, United Capital of Fargo was the fastest growing office in all of United Capital, and, based on local demand for guidance, I expect that growth to continue.

01. When I start working a client, together we ask and answer questions such as: What is your relationship to money and what does it mean to you—both personally and as a couple? What are your individual and collective goals? How can we get your money to fulfill those goals now and in the future? For my clients, these discussions are often an exercise in self-discovery, but they also provide me with the information I need to serve them more effectively. The two most popular tools we use are called Money Mind and Honest Conversations. They are proprietary processes that United Capital has developed to facilitate discussions around money and planning so that advisers like myself can offer my clients more-informed financial guidance.

Money Mind


The Money Mind analyzer provides clients with a deeper understanding of how they feel about money. It's designed to identify the fundamental lens through which clients view the subject of money, and, based on that lens, how that can affect their decisionmaking processes. There are essentially three types of Money Minds: Fear, Happiness and Commitment.


Fear-based Money Minds are “protectors.” They are motivated by a desire for security and peace of mind, but they seldom ever achieve it—no matter how much success they attain. They typically live within their Example of Money Mind Results

Discover Your Money Mind To discover your Money Mind, please visit our website— —or scan the QR Code with your smartphone.


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means and are cautious decision-makers, but they are usually slow to act, which means they often miss out on genuine financial opportunities. Happiness-based Money Minds are “pleasure-seekers.” Their primary focus is to enjoy today. They are generally not concerned about the future, and so asking them to save for it arouses feelings of frustration and impatience. However, since they don’t spend much time evaluating their financial decisions, there can be serious, long-term consequences as a result.


Commitment-based Money Minds are “givers.” When making a financial decision, they mainly care about how it will affect the people they love. However, because they are so focused on their loved ones, they often fail to consider how their financial decisions will impact their own lives. Once a client’s Money Mind has been identified, they are usually capable of making better decisions about how they manage their finances.


Honest Conversations

The goal of the Honest Conversations exercise is to help clients uncover the deeper motivations that influence their decisions about money. It's designed to stimulate a candid discussion about what’s really important to them and what they want their money to do for them. First on an individual level and then later as a couple, I help clients to identify and clarify their personal and collective goals. I also help them to understand that every financial decision is a trade-off—more of one thing usually means less of another—so it's vital to establish well-defined goals and priorities and then to construct a plan to achieve them. As an adviser, it's my goal to help every client lead their ideal financial life.




United Capital of Fargo 109 Roberts St. N, Fargo 701-293-2076

By Josh Christy

The Startup Journey: A Portrait by Paul Flessland


How to Price Your Consulting Services




To read more Startup Journey posts, visit: JoshChristy. com/Blog Codelation 616 Main Ave., Fargo 866-572-6337


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remember planning to leave my day job back in 2008. My soon-to-be wife and I had decided that I was going to step away from my full-time job and pursue my consulting work that had begun to take more and more of my nights and weekends.

I had read “The 4-Hour Workweek” by Timothy Ferriss, thinking that even if I wasn’t as good as Tim and only worked 20 hours, I’d still be rolling in the cash. I thought that if I charged $60 per hour, that’s about $120,000 annually. I figured that would be enough to get the student loans paid off and have a nice, comfortable life somewhere on the beach. I mean, even at 20 hours per week, I’d replace my income and be golfing a lot more.

Well, I was just a bit off. I was working far more hours for far less money. Revenue felt so sporadic, and jobs never felt complete. I quickly felt like I was chasing my tail and couldn’t get caught up. What I know now is that only taking your income divided by an hourly rate won’t work out. There are many other factors in play such as: • Office lease • Growth plans • Payroll • Taxes • Software • Marketing Not to mention having to take time to market, sell and manage the projects. You can’t be billable 100 percent of your time. What I found out over the next few years is that to add someone to the team and grow my business, I couldn’t charge $60 per hour anymore. So I had to let clients go and pursue new ones at a higher rate, which was scary. I just spent the last X months getting the client to trust me, and now I have to start all over again?!

I failed to create a vision or plan of where I wanted my company to be. I just took work as it came in, did the best I could to get them back out the door and kept the client happy. It was a vicious cycle that never ended. But enough backstory. We’re here to talk about how to price your consulting services. The reason I went on that little rant is that you can’t just throw a number at the wall and hope you’re going to hit the goals you haven’t come up with yet. To dial in on your pricing model, consider the following:

What is your three-year goal? Use metrics such as: • Do you see yourself having a team, or is it just yourself? • Do you want to grow more of a traditional agency or a lifestyle business? By painting what the future looks like, you’ll know if you are on-track or offtrack. Otherwise, you’ll stumble toward something, and hopefully it works out for you.

Can I work on an hourly basis or is it per project? I’d encourage you to find a way to set your pricing on a per-project basis. It may seem a lot less risk just to say, "I’ll charge you $100 per hour," but I’d argue it has more downside than upside. If you can accomplish a task in an hour today, and in two weeks, you can get it down to 30 minutes, you’re essentially cutting your revenue in half. Did the value of that solution drop in half? No, I doubt it did. So why should you charge less for it? Also, if you bill on a per-project basis, it forces you to think through all of the elements of the project in more detail. More detail on the front-end leads to happier clients and projects that are on time and on budget.

What is your competitor pricing? Locking yourself to your competitor’s pricing is a dangerous move. You need to be aware of what someone will pay for your product, but you might be leaving money on the table. For example, your research shows that copywriters in your area are charging $200 per article. What would prevent you from charging $300? I’m a firm believer in the results and not the cost of the solution. To be able to charge a premium, you need to differentiate your service. What if you were able to offer a guarantee of “100 percent satisfaction or your money back?" Or what about promising a 48-hour completion of any single article? There is risk involved, but if you can put a process in place to help you manage expectations, you can start to separate yourself from your competitors.

What are your startup costs? Do you need to incorporate before you start selling your services? Perhaps it would be okay to operate as a sole proprietor until you have enough revenue to engage a lawyer. Or you might be looking at an industry that does a lot of business with the government, which would require you to carry a certain level of insurance and to be bonded. The great thing about a consulting or service business is that it doesn’t take a lot of resources to get it going. Typically, a laptop, simple website, some business cards, and maybe some projectmanagement software, and you’re up and running. Not sure what you should be considering? Check out my list of startup resources at Getting your pricing correct early on is a great asset that allows you to gain momentum with your business. If you haven’t yet started your business and are trying to figure out how to replace your salary, try my new salary-replacement calculator on my website. !


April 4 BEHOLD THE BAKKEN! A LOOK AT ND'S OIL MARKET Tuesday, 7:30 - 9 a.m.

The oil industry has become the largest part of North Dakota’s economy and contributes the greatest share of the state’s tax revenue. Its future affects investment, employment and public-sector projects across the state. Where is it today, and where is it going?

Registration (includes breakfast) • $30 Chamber members, in advance • $35 Chamber members, at the door • $40 Non-members, in advance • $45 Non-members, at the door Courtyard by Marriott 1080 28th Ave. S, Moorhead

Hear from Kathleen Neset, president of Neset Consulting Service, as she shares some of the newest technology being used in the Bakken that could have a great impact on future development. Rob Lindberg, director and founder of Bakken Backers, will also provide a clear view of what is happening in the Bakken and how its future will impact jobs and the state economy.


Kathleen Neset


• Tuesday, March 14, 8:30 – 10:30 a.m. • Tuesday, April 11, 8:30 – 10:30 a.m. • Tuesday, May 9, 8:30 – 10:30 a.m.

Have you noticed that your recruiting, engagement and retention efforts are not working like they used to? Here in North Dakota—with a 3 percent unemployment rate—the talent pool can often feel more like a puddle. Today’s efforts to attract and keep the right people on your team involve thinking differently and more creatively than your competition and collaborating with multiple departments.

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WINE & WISHES Friday, 6 p.m.

Celebrate Wishes. Celebrate Families. Celebrate Joy. Join for Wine & Wishes, a signature fundraising event for Make-A-Wish North Dakota. The evening will include an inspirational connection to their mission and highlight the lasting impact of wishes granted to more than 800 North Dakota children. Experience first-hand the power of a wish coming true as a panel of wish kids share their wishes and the impact it had on them and their families. Enjoy wine pairings with hearty hors d’oeuvres, silent auction with electronic bidding, live auction and entertainment by The Dave Ferreira Trio. Hilton Garden Inn 4351 17th Ave. S. Fargo

Rob Lindberg



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Ticket Pricing • Individual Ticket: $50 • Table Sponsorship (reserved table of 8): $500

Join two thought leaders on the subject, Katie Munion with Dale Carnegie (not pictured) and Heather Ostrowski with Preference Employment Solutions (right), for the second session of a threepart workshop series, "The Talent Advantage: Get 'Em, Love 'Em, Keep 'Em." They'll use current trends, research and processes that you can start using immediately to create your own talent advantage. Pricing • 3 sessions: $149 • 2 sessions: $99 • 1 session: $49 Eide Bailly 4310 17th Ave. S, Fargo


April 12

RE-RECRUITING YOUR TOP PERFORMERS Wednesday, 11:30 a.m. - 1 p.m.

We all know the importance of recruiting talented, new employees to fill open positions in our organizations. But shouldn’t top-performing current employees get equal attention? Maybe it’s time your organization seriously considers a “rerecruitment” strategy. At this session, you will hear from a panel of area employers that already have effective rerecruitment practices and policies in place. You'll learn what makes each of their strategies work and get help with indentifying an action plan that will succeed in your business. Panelists include Barb Belcher, vice president of human resources at the YMCA of Cass and Clay Counties; Dawn Lahlum, president of Park Co. Realtors; Amber Unser, director of HR for Tecton and Integrity; and Rhonda Young, HR manager at Hornbacher’s.

This training qualifies for two CPE credits for the ND CPA Society. Registration (includes lunch) • $27 Chamber members, in advance • $32 Chamber members, at the door • $40 Non-members, in advance • $45 Non-members, at the door Ramada Plaza & Suites and Conference Center 1635 42nd St. S, Fargo

Dawn Lahlum Amber Unser

Barb Belcher

April 13 APRIL 5:01

Thursday, 5:01 - 7 p.m. Join the American Advertising Federation of North Dakota at Spotlight Media at 5:01 p.m. for a fun networking event! Guests will have the opportunity to tour office spaces, network and enjoy refreshments with good company. Students and professionals alike are welcome. This is is a free event! Spotlight Media 15 Broadway N, #500, Fargo

Rhonda Young


April & May

Tuesday, 5:30 - 8:30 p.m. l Social: 5:30 - 6 p.m., Dinner & Meeting: 6 - 8:30 p.m.

BUSINESS STARTUP SEMINAR Upcoming Sessions Monday, April 17, 5:30 - 6:30 p.m. Tuesday, May 9, 5:30 - 6:30 p.m. Monday, May 22, 5:30 - 6:30 p.m.

April 18

Ted Stoa, a former KFC franchisee and financialservices business owner, is leading free, hour-long seminars on starting a business in April and May.


Stoa will help participants clarify their vision and mission, find the right business model, analyze the competition and develop a marketing plan.

Well-regarded in the industry, Ferguson is a business owner and Co-CEO of one of the nation’s leading transcultural communications agencies.

To register, contact Naomi Mitzel at 701-451-4920 or

She has won numerous awards, including Chicago Advertising Woman of the Year, Advertising Working Mothers of the Year: Trailblazer Mom, The Women’s Leadership Exchange—Most Influential Women and Black Enterprise, and Top Women Executives In Advertising and Marketing, to name a few. Village Family Service Center 1201 25th St. S, Fargo

Ted Stoa

Tuesday, 11:30 a.m. - 1:00 p.m.

Fay is especially skilled at navigating complex corporate relationships and processes, resulting in unprecedented growth for Burrell clients that are under her leadership, including Toyota Motor Sales, Comcast/Xfinity, McDonald’s USA, and Hilton Worldwide. Courtyard by Marriott 1080 28th Ave. S, Moorhead

The annual meeting is the official yearly business meeting of the MBA. Board members are elected and financial and program reports are given. This is the time to celebrate the MBA and set the tone for the coming year. While not a black-tie event, it is an opportunity for MBA members and spouses to enjoy a high-class evening with dinner, music, and great friends and is a special time to be Moorhead Proud. The governing body of the MBA is the Board of Directors. At the Annual Meeting, they will be electing new board members who will serve three-year terms. If you are interested in serving on the board, email, and their nominating committee will follow up with you. Registration required at MoorheadBusinessAssociation. org Courtyard by Marriott 1080 28th Ave. S, Moorhead 2017 Speaker Steve Scheel


April 22 ECO CHIC DESIGN CONFERENCE Saturday, April 22, 10 a.m. - 8 p.m.

Design Conference is an all-day Eco Chic event for the DIY, decor and inspiration enthusiast, featuring local and national celebrity speakers, shopping, food and workshops. They'll be bringing you design, home and lifestyle inspiration you'll love! Ticketing Questions? Call Scheels Arena Box Office at 701-364-3672 SCHEELS Arena 5225 31st Ave. S, Fargo

April 20


BUSINESS AFTER HOURS Thursday, 4:30 - 6:30 p.m.

Business After Hours continues to set records as the region’s largest networking event. Booth space is often sold out, and attendees can connect with their peers and exhibitors, ranging from cell phone companies to financial institutions and more. Join for a great time over apps, networking and fun! Be the Social Superstar! Bring your top Twitter, Instagram and Facebook game because the FMWF Chamber will be on the lookout for their favorite post from the event. Just post using #FMWFBAH at the event to be in the running for Social Superstar. The chosen post will be featured in The Bridge and online and gets exclusive bragging rights. Business After Hours is a members-only event, and participants must be 21 years of age or older to attend. Receive the $25 admission price by registering your attendance prior to midnight the Wednesday before the event. All registrations received after that time and at the door will be billed at the $35 rate. Price includes appetizers and two drink tickets. Interested in having a booth? For additional information, please contact FMWF Chamber of Commerce Events Coordinator Bobbi Jo Rehder at 218-359-0525 or BRehder@FMWFChamber. com


Tuesday, April 25, 3:30 - 5 p.m. l Social: 5 - 6 p.m. What if there really were a secret to happiness well within our grasp? Perhaps there is! We often think of kindness as something that flows from our surplus—our extra time, extra energy, or extra resources-leaving us to ask how we can possibly give to others when we don't have enough for ourselves. In this presentation, Nicole Phillips explores the chain reaction that happens within our bodies when we lead with kindness. While it seems like it should be entirely altruistic, study after study proves that the greatest benefits of kindness are actually in store for the giver. Registration • $25 Chamber members, in advance • $30 Chamber members, at the door • $35 Non-members, in advance • $40 Non-members, at the door Sanctuary Events Center 670 4th Ave. N, Fargo Ramada Plaza & Suites and Conference Center 1635 42nd St. S, Fargo

Nicole Phillips



Thursday, May 25, 3:15 - 8 p.m. Minnesota State University Moorhead (MSUM) 1104 7th Ave. S, Moorhead



Wednesday, Seating Times: 11:30 a.m. & 12:30 p.m. Celebrate your staff! Join the FMWF Chamber in honoring those who make the workplace easier and more organized. Treat your staff to lunch at the annual Treat Your Team Luncheon on Administrative Professional Day. You can enjoy great food and a relaxing atmosphere— without the wait! All proceeds from the event will benefit the Young Entrepreneurs Academy (YEA!). Seating is limited so register early or call 218-233-1100 for more information.

Pricing • $17 per person—includes tax and gratuity Twist 220 Broadway N, Fargo Barbacoa 3241 42nd St. S, Fargo The Boiler Room 210 Broadway N, Suite 90 Fargo

Wednesday, May 31 Thursday, June 1 Location TBD


MONTHLY MEETUPS* ··Bitcoin Meetup ··Cass-Clay Subcontractor Sales & Marketing Meetup ··Geek Meet FM ··Girl Develop It ··Fargo 3D Printing Meetup ··Fargo Cashflow Game Night


Saturday, April 29, 8:45 a.m. - 12:15 p.m. For the sixth year running, the Young Professionals Network (YPN) is hosting Pitch, Hit & Run, a free event that provides boys and girls the opportunity to work on skills in pitching, hitting, and running through competitions, and they need your help! They're looking for volunteers to help register, run competitions and assist where needed. For more information, visit, and to sign up to volunteer, contact Sam Gust at 218-359-0529 or Centennial Park 2600 15th Ave. N, Moorhead

··Fargo Entrepreneurship Meetup ··Fargo Virtual Reality Meetup ··Fargo-Moorhead Content Strategy ··The Fargo-Moorhead Real Estate Investing Meetup ··Master Networks – Fargo Business Referral Group ··Mobile Meetup Fargo ··Moorhead Entrepreneurship Meetup ··Prairie Dawg Drupal ··Red River Valley Big Data – Midwest Big Data Hub Meetup *All meetups above (except Bitcoin Meetup) can be found at Meetup. com/Cities/US/58102. If interested in the Bitcoin Meetup, please contact



Fargo INC!, Fargo Monthly and bring you a section dedicated to careers in Fargo-Moorhead Inside, you'll find HOW SPOTLIGHT MEDIA HIRED A SALES MANAGER




Sure, we've hired countless people in my time at Spotlight Media, but never have we spent as much time, effort and resources in the hiring process as we did with our new sales manager, Layne Hanson. Here's what we learned from the process. By Andrew Jason Photos by Paul Flessland

The job description is really the first stop for potential employees. We spent extra time making sure that every word truly reflected the position. We were about to make a big investment in an experienced person who could make or break our company. Here are some tips we came up with: • Really think about where you're advertising this position. Rather than just posting the position on every job board known to man, strategically try and target people with experience. A good way of doing this is by targeting potential employees on LinkedIn.

About The Expert Matt Helander is the professional recruiting manager at Express Employment Professionals. He works with people who work in a professional setting—such as accountants, engineers or architects—who are currently employed and are looking for new opportunities.

• In the job description, make sure you clarify that this isn't just another role. Clearly and thoughtfully articulate that this person must be experienced, knowledgeable and accountable. • Often times, when employers write job responsibilities, they focus on specific tasks. Think beyond this. Look at the deeper meaning of what you want out of this person.

Sales M anager .D

Fargo, N

Thoughts from the Expert Matt Helander: "Job descriptions, in general, are a necessary evil, but they can never fully capture the full position. There are always a few key points that are very important such as a particular skill set or set of experience. However, more than that, it just comes down to the personality and culture fit. That's the thing you're really trying to find when you're doing professional hiring. You can train skills all day long, but if you get someone in there who isn't a culture fit, it's going to be friction forever. "Job descriptions are really there to disqualify people. It's great to have, and it's a good starting point, but you can't expect to send someone a job description and sell them on a good job that way or really do effective hiring with that alone."


Job Des cription Build ma rket pos itio negotiati ng and c n by locating, de veloping losing NE "specialt , defining W busin y" print a , ess relati nd-digita to sales onships l advertis manager. for ing proje Collabora process cts a te and acco untabilitie on developing th ssigned operatio s. Manag ns. e sales e the da y-to-day sales A Note F rom Fou nder & C "Spotligh EO Mike tM Dragosa startup to edia is in the m vich id dle of tra a corpora nsitionin need to te c ompany. g find an in from a With this dividual As a sm transition to help le all comp , we ad our s any, we is comfo ales effo are seek rtable in rt in s. g helping b s people a uild proc omeone who nd helpin e s g ses, man the com aging pany. Th with whatever it is person takes to minimal help gro needs to structure w be an and ded ication to d have an incred comfortable with ib the role. who is w Specifica le amount of ene illin lly, we ne rgy products g to roll up their ed some sleeves a while als o n e o develo nd help s But the b ping and ell our est part m is anaging many dif the proc ferent ex that this role is fl ess. uid and c perience s.” an adap t in to Job Res ponsibil it ie • Locate s o partners r propose busine ss an special a d discovering an deals by contac ti d explori dvertisin g initiativ ng oppo ng potential • Manag rtunities es e the de for velopme • Identify nt of the th sales tea sales pro e Key Performa m nce ce indicators ss and monitor th Indicators (KPIs ) of the e succes s based • Coord on these inate req uire desired— developin d items to obtain the mark g and ne business e gotiating op contracts t-share • Develo erations with p strateg ies for ac process countab ility within • Other the sales duties as assigned

For a point of reference, here's the job listing we had for our sales manager.


The Interview Without a doubt the most important part of the hiring process, you need to be very strategic when interviewing potential employees. You only have two or three opportunities to make sure this person is the right fit: • Always do several rounds of interviews. We started with a phone interview to make sure Layne was a qualified employee. Next, we did an in-person interview with some staff to expand on his qualifications. We then did another formal interview with some trusted business consultants we work with. Finally, we did an informal interview over dinner and drinks to make sure Layne was a culture fit. • If you work with any business consultants, we highly recommend you bring them in for an outside opinion on the candidate. • Clearly define your questions based on which interview you are on. For the first interviews, you want to make sure they have the necessary skills and experiences to succeed at the job. Once you establish their qualification, you can dive in and make sure they are a culture fit.

Thoughts from the Expert "One thing that I do in our office when we're hiring for ourselves is what I call a "please say no" document. At the end of our entire interview process—where we've laid out the expected responsibilities—I will make a really simple bullet list of all the things that I expect this person to do—with given timelines—and I give it to them, have them take it home, and then I want them to sign and return it to me. This gives them an out of, 'If you're not willing to do this or this or this, we need to know about it right now, and it's not going to be a fit.' "You present it to them, and it gives them the final brass tacks after all the good feelings. Especially in a sales and salesmanagement role, you need to have clear-cut responsibilities that they need to know up front. It also works really well down the road, say, in an annual review. You go through performance, and if there are some metrics that aren't measuring up to it, you have this document to say, 'These were laid out. We didn't surprise you with this.' In the rare case where things don't go well, you have that as a talking point."

Get in Touch 1100 19th Ave N, Suite R-1, Fargo 701-297-8800

The Onboarding The first days on a job really set the mood for the rest of an employee's time at a company. Take some time to plan out how you will lay out their first several weeks: • Make sure you communicate with the employee before they start. We recommend emailing them a couple of days before their first day with an itinerary of what their schedule will look like. However, when hiring upper management, you should not have to spend too much time training them in on the specific job tasks. • Go out for dinner or do something fun with the management team. If you are hiring upper management, there's a good chance that they will be working very closely with the others on the management team. It's good to build that rapport right away. • When introducing them to the rest of the staff, make sure you address their qualifications and the reasons you brought them on board. You want to sell the new hire to the rest of your staff.

Thoughts from the Expert "Right before we make an offer, I try and get someone in the office for a job shadow to see what actually happens on a day-today basis. This is more applicable for some positions than others. With some of the clients we work with, it's not as common. It's a little bit easier for us to do it in our environment. "Onboarding is a part that is so companydependent that there's no one answer. Whatever your company's culture values, bring that up. If you're a tight-knit group whose families know each other, great. If it's strictly office-business stuff, bring them into a professional setting. I just haven't seen one kill shot for that part of the hiring process."


APRIL 2017

Overall Thoughts from Layne "I think the thing that stuck out to me was that we both took our time and met several times to get a clear understanding of the expectations on both ends. I feel like I had a full understanding of the culture and expectations for the role, and I had a very good comfort level before I started here on day one." Layne Hanson, Spotlight Media Sales Manager

TOPJOBS Management How do I apply? MAINTENANCE MANAGER Moorhead Lead a team of technicians in maintaining and repairing process equipment and facilities to support 24/7 plant more info SPOTLIGHTMEDIAFARGO.COM operations andat drive improvements in the safety culture of the maintenance department to reduce risk and prevent injuries while ensuring quality standards are met.

ASSISTANT STORE DIRECTOR - HORNBACHER’S Fargo The assistant director will be responsible for more infostore at SPOTLIGHTMEDIAFARGO.COM managing the store in the absence of the store director; organizing and directing store activities to ensure total store sales; profit and expense goals; and directly managing the grocery, drug and fresh departments.

Engineering OPERATIONS MANAGER Detroit Lakes, MN

How do I apply? QUALITY ENGINEER Fargo

Work with all production department managers and supervisors. This includes eight direct reports and nearly 300 indirect reports in the areas of receiving, shipping, art, and post-production and the production areas of embroidery, screenprint and dyeing.

Responsible for process-improvement and qualityimprovement projects in a manufacturing environment— specifically, the quality engineer will be responsible for at SPOTLIGHTMEDIAFARGO.COM tasksmore such info as project management and execution, gage R&R, design of experiments and data analysis.

E-commerce Spotlight Media PRODUCTION How do I apply?SPECIALIST Fargo Local e-commerce company dogIDs is looking for an organized and adaptable individual who enjoys dogs to join their team! Work within all aspects of production, including laser engraving, sewing, embroidery, heatmore infoand at SPOTLIGHTMEDIAFARGO.COM cutting, rivets shipping.

This individual will be expected to plan and manage transportation- and roadway-engineering projects. This will include managing project staff. They will also be expected to assist in marketing pursuits to help secure new projects for the group.

Digital Strategy Intern (Paid)


Spotlight E-COMMERCE MediaCUSTOMER SERVICE How Fargodo I apply?


This individual will work closely with the e-commerce team and store associates to provide superior customer service to customers.



APRIL 2017

Moorhead This role serves as front-line leader for the college as a member of the academic leadership team and the college management team. Manage credit course and program offerings, lead faculty and staff, and provide strategic instructional leadership for the college.


Technology Health Care



This role will manage all aspects of corporate communications intranet—intake of article requests; scheduling; writing and editing; and working hand-inhand with the corporate communications team with scheduling, planning and promoting communications.

Design experiences that solve complex interactions with elegance and simplicity while having ample room to flex your design muscles—both on projects that have immediate impact on the Dynamics 365 business and explorations that shape long-term strategy, vision and UX direction.

Professional How do I CONTENT apply? DIGITAL SPECIALIST Fargo Responsible for working within the digital marketing department to enhance the company’s use of online e-commerce channels to improve market share, drive more info at SPOTLIGHTMEDIAFARGO.COM revenue performance, and assist in the process of enhancing online hotel marketing through brand websites and content.

BUSINESS ANALYST Fargo A typical day as a business analyst might include gathering, design, development, and support of BI solutions; working with several large and complex databases; and designing and developing ETL processes and/or data models for reporting.


Spotlight Media EHS MANAGER -CHEMICALS & BIOFUELS How do I apply? Fargo


This person will be responsible for all aspects of environmental, health, and safety for this facility and will serve as a key member of the site management team at a 50-person biofuels-and-chemicals-manufacturing plant.

Provide strategic and operational direction for the financial well-being of the company to include strategy development, metrics tied to that strategy, and the ongoing development and monitoring of control systems designed to preserve company assets and report financial results.

Construction KCM PROJECT MANAGER Fargo Oversees and manages construction projects from conception to completion to ensure a highly efficient project is completed on time and within budget.

Human Resources Digital Strategy Intern (Paid) HUMAN SpotlightRESOURCES Media MANAGER West Fargo This role reports to the director of HR and works very closely with the plant manager on key strategic initiatives that impact the workforce within the facility. 93

Fargo INC! April 2017  

While he admits the CEO thing is always a work in progress, there's one thing Ryan Fritz is certain of: Good design is everything. An artist...

Fargo INC! April 2017  

While he admits the CEO thing is always a work in progress, there's one thing Ryan Fritz is certain of: Good design is everything. An artist...