Prairie Business July 2017

Andrew Allen, chairman, and Emily O’Brien, immediate past chairman, Dakota Venture Group

BUILD IT FORWARD

JLG’s Minneapolis office began in a garage. Our Sioux Falls office started at a kitchen table. We know firsthand how important it is for a business to take that official step to a real office, which is why we are proud to support The 701, Grand Forks’ first coworking space. JLG helped design, build, and launch The 701 to ignite the dreams of entrepreneurs, young people, visitors, and the community-at-large. Learn more at the-701.com .

THE 701 BUSINESS INCUBATOR | GRAND FORKS, NORTH DAKOTA

Focus on What Excites You About Your Business

Building a business is exhilarating, challenging and exhausting—and it’s your dream. You need to understand your numbers to keep that dream alive, and we’re here to help. From outsourced accounting to payroll, we can help you with critical business functions so you’re free to focus on what really matters—growing your business.

#EIDELIKE

Keep

Bank of North Dakota President Eric Hardmeyer tells a Fargo audience why the bank supports and provides venture capital.

DAVID SAMSON / THE FORUM

Success stories

Here is one of the great lessons of human life: Trend is not destiny. Just because something has been happening a certain way, doesn’t mean that pattern is going to continue. Things change.

The Dakotas are Exhibit A. And the changes are obvious on every page of this issue of Prairie Business.

Only a few decades ago, both states were suffering from population losses and had been since the Depression. South Dakota pulled out of its descent in the 1970s, and more recently, North Dakota has followed.

Now, take a look at the states today. Look especially at the cities such as Grand Forks, Fargo, Bismarck, Minot and Sioux Falls. You’ll find startups, new construction, full employment, exciting universities and notably, a thriving business culture that strongly supports entrepreneurs.

You’ll find those themes in story after story in this month’s issue.

The Startup Line profiles CoSchedule, a company that was founded as recently as 2013, but already has 8,500 clients in more than 100 countries. A Prairie News story highlights Digi-Key’s astonishing expansion plans: within 10 years, the electronic components distributor expects to employ 4,000 people in Thief River Falls, Minn., pop. 8,656.

Construction Corner focuses on the Cobalt Rehabilitation Hospital, a soon-tobe-opened facility that promises to be a key provider in Fargo’s burgeoning health care industry. And our Entrepreneurship feature takes note of developments in the fuel for the entrepreneurial fire: venture capital.

It’s exciting to see this growing diversity in the region’s economy, and to bring news of these changes to the pages of this magazine. Hope you enjoy. PB

Good reading, Tom Dennis

I welcome your feedback and story ideas. Call me at 701-780-1276 or email me at tdennis@ prairiebusinessmagazine.com.

PUBLISHER KORRIE WENZEL

AD DIRECTOR STACI LORD EDITOR TOM DENNIS CIRCULATION MANAGER BETH BOHLMAN

LAYOUT DESIGN, AD DESIGN JASON MAGSTADT SARA SLABY KRIS WOLFF

ACCOUNT MANAGER NICHOLE ERTMAN 800.477.6572 ext. 1162 nertman@prairiebusinessmagazine.com

Prairie Business magazine is published monthly by the Grand Forks Herald and Forum Communications Company with offices at 375 2nd Avenue North, Grand Forks, ND 58203. Subscriptions are available free of charge. Back issue quantities are limited and subject to availability ($2/copy prepaid). The opinions of writers featured in Prairie Business are their own. Unsolicited manuscripts, photographs, artwork are encouraged but will not be returned without a self-addressed, stamped envelope.

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New curricula for changing times

By Anne Blackhurst

Earning a university education is no longer a pursuit primarily for 18to 22-year-old students who are leaving home for the first time to walk the halls of ivy-covered campuses. Increasingly, students are earning degrees without leaving home, and without being forced to give up their established careers.

In May, Prairie Business carried the story of Jennifer Sundby, a wife, mother of four (soon-to-be mother of five) and school principal in Maddock, N.D., who earned a master’s degree in school leadership from Minnesota State University Moorhead. For Jennifer, the path to advancing her career did not require giving up everything else important in her life. And as a virtual life-long learner, Jennifer is not alone.

MSU Moorhead offers 18 fully online programs — both degrees and certificates — in areas identified by the business and educational communities as high demand. Four of the programs lead to an undergraduate degree (Business Administration, Nursing, Operations Management, and Project Management).

Seven of the programs lead to graduate degrees (Healthcare Administration, Nursing, Business Administration, Business Administration with Healthcare Management, Curriculum and Instruction, Educational Leadership, and Special Education).

A new doctoral program in Educational Leadership is awaiting final approval from the Higher Learning Commission, and we hope to welcome our first students this fall.

The growth in online higher education should not be taken as evidence that those idealized ivy-covered walls are going the way of the horse-drawn carriage or the Commodore computer. I believe the future of higher education requires a flexibility to respond in a variety of ways to the needs of individuals and the greater community.

Several times a year, we partner with the Greater Fargo/Moorhead Economic Development Corp. and our two-year partner institution M State-Moorhead to engage business and industry leaders in conversations about the trends they see and how we can better prepare their future employees. Literally dozens of initiatives have sprouted from these conversations, including new degree options and exciting enhancements to established programs.

For example, all of our Paseka School of Business students complete an experiential learning component while at MSUM. For some students, it may involve solving real-world business problems as part of the Dragon Consulting team. Others gain a deeper understanding of the world of finance through the Dragon Investment Fund. Still others get coaching and mentoring from local business executives.

Advice from business leaders and our own students has also led to the blurring of traditional disciplinary boundaries. Combining classes from different disciplines is a powerful means for students to be more competitive in the job market and more prepared for life after college.

At the MSUM Center for Entrepreneurial Studies, non-business majors learn how to start or run a business so they can stay in their chosen field by adding skills that transcend traditional academic paths. For example, do you love music and want to run a studio? Why not combine music industry and business classes?

My point in sharing these initiatives is to show that the stereotype of academic institutions being reluctant to change is disproven by the innovations on our campus and on campuses throughout this region. Individuals have abundant choices with an array of classes delivered online, in person or through a hybrid model combining both.

Businesses have a solid voice in shaping new curricula for their changing environments.

In the past several years, we took considerable time at MSU Moorhead to clarify our core purpose. After a lot of great conversation, we decided that our purpose, in its simplest form, is to transform the world by transforming lives.

This purpose statement is our guide as we seek ways to be indispensable to the social, cultural and economic advancement of this region. We won’t achieve these lofty goals by sitting still, but when I see how Jennifer Sundby was able to transform her life, and when I see hundreds of graduates like her earn their degrees through traditional and nontraditional means, I know we are having the impact society needs us to make. PB

Anne Blackhurst PRESIDENT, MINNESOTA STATE UNIVERSITY MOORHEAD MOORHEAD, MINN.

Anne Blackhurst is president of Minnesota State University Moorhead. IMAGE: MSUM

New tools Bank of North Dakota helps North Dakotans start and grow businesses

By Eric Hardmeyer

As the only state-owned bank in the country, Bank of North Dakota provides a unique competitive advantage for our state. The bank’s mission statement has remained the same since 1919 when it was established: “To provide sound, quality financial services that promote agriculture, commerce and industry in North Dakota.”

BND is a banker’s bank. Individuals apply to their local financial institution for an agricultural or business loan. If the local institution wants to spread risk, they contact BND, and we participate in the loan. This lets the local institution maintain its customer base and grow the local economy. It also means we have statewide connections to make exciting things happen.

An educated workforce is an essential component to a thriving economy, so in addition to these loan programs, BND provides student loans. When federal student loans and other funding sources don’t meet a student’s needs during college, our student loan program helps fulfill the need.

After they graduate, North Dakota residents can refinance all their student loans, including federal student loans, with BND. This has proven to be an excellent recruitment tool for the state.

Several years ago, we challenged ourselves to rewrite our vision statement. We had no idea at the time how relevant this commitment would be in the very near future: “BND is an agile partner that creates financial solutions to current and emerging economic needs.”

North Dakota faces a new day of economic opportunity, one in which we choose to diversify rather than continue to rely solely on the roller coaster of agriculture and oil prices. While we are still recruiting companies from outside the state, we understand that economic development is more about talent attraction and retention, as well as finding ways to enhance both young and established businesses across the state.

At BND, we asked ourselves, “What role do we play? How can we make North Dakota better?”

Before we could answer those questions, we went on the road, coordinating 40 meetings with other state agencies, local and state government officials, economic developers and entrepreneurs. We asked four questions of the 300-plus participants:

What are the challenges of the next decade in creating a more diversified economy?

Is BND’s economic development programming positioned to meet the changing needs?

How should BND participate in public-private economic development efforts?

How can BND better integrate its financing options into those existing from other state agencies?

The input from these meetings let us identify three funding gaps in the economic development process. There was a greater

Eric Hardmeyer is the president and CEO of the Bank of North Dakota. IMAGE: BND

need for early seed funding, a need to bridge between early seed funding and early stage development, and a need for funding for companies with an opportunity for rapid growth but with limited assets for traditional bank financing.

I encourage readers to visit the bank’s website at bnd.nd.gov to learn more about our economic development efforts and loan programs. Three of the bank’s lending programs – PACE, Flex PACE and Beginning Entrepreneur – have been updated. BND also provides funding for the Venture Capital Fund, which is administered by the Department of Commerce. We’ve requested these funds to be directed more toward early seed funding.

Last but not least, we added an Accelerated Growth Loan for those companies with an amazing opportunity on their doorstep.

There is no doubt that the hard-working entrepreneurial spirit in our state is strong –much the same as it was in the 1800s, when our forefathers first tilled the soil.

North Dakota is a place where you can chase your dream and it can become a reality because the state has the financing tools available to start, grow and expand businesses.

It is time we realize that we possess all the components needed to compete anywhere in the world. As new economic sectors take root and grow in North Dakota, not only will people stay, but others will come to experience the superior quality of life.

People will recognize the beauty of the way people connect in our state to make great things happen. The entrepreneurial dynamic is strong in North Dakota and because of it, there is great promise in our economic future. PB

CEO, BANK OF NORTH DAKOTA BISMARCK,

Andy Vaaler

Bruce Govig

Cory Samson

Brady Wrightsman

Chris Larson

Kasey Fleming

Sarah Atkinson

Flying High in Minot UAS industry takes off in Magic City

By Stephanie Hoffart

It’s no secret that the future of economic growth in our communities lies in innovation, bold thinking and grabbing hold of promising ideas when they become available. That describes the emerging industry of unmanned aerial systems in the northern Great Plains, especially in Minot, and the initiative underway to advance this type of business.

For more than a year, the Minot Area Development Corp. has been researching, networking and now committing to becoming the hub for a broad-based UAS initiative called MAGIC Sky. This initiative will position us to foster and support the maturing aspects of the UAS industry.

The initiative is far more than simply attracting good businesses from the industry to the area – although it will do that. It’s also about teaming up with strategic partners across the industry to truly capitalize on the many advantages of the Minot region, while supporting all aspects of this emerging primary business sector.

To start off, the advantages that MAGIC Sky brings to the table are unique. Our city’s proximity to the Bakken and access to key businesses such as Hess Corp., Enbridge and many others set us apart from other locations.

Open skies, including a diverse and uncongested airspace, are critical for UAS operations. Minot’s blue skies and diverse climate make the city ideal for testing new drones and drone technologies.

Access to a wide variety of agricultural and energy applications also provides more opportunities than other potential locations. Think pipeline inspections, or field application reports to ensure quality crops.

The possibilities are endless, and the advantages of hosting this initiative in the Magic City are obvious. Not to mention the internships and jobs for Minot State University and Minot Public School students, the world-class Minot Air Force Base with its thousands of active-duty and retired personnel and Minot’s strategic location at the intersection of two Class 1 railroads and three U.S. highways.

Most good initiatives get their start when two parties believe in each other and take a calculated leap into a long-term relationship. That’s definitely the case with the MAGIC Sky Initiative’s first anchor tenant, SkySkopes.

Founded by current company president and CEO Matt Dunlevy in 2014, SkySkopes and its expansion to Minot will create new jobs, expand the local tax base, increase capital investment and be an attractive piece for other companies currently showing interest in joining the growing UAS industry in Minot.

Our community views SkySkopes as the first of many industry leading companies to call the Magic City home.

SkySkopes’ goal is to bring 15 full-time employees into the company’s Minot office by the end of 2019, leveraging MAGIC Fund dollars and millions in other capital investments. It’s exciting to see a partner in the UAS Industry believe in this key endeavor.

In our view, the future of the MAGIC Sky Initiative has no limits –not even the sky! Minot Area Development Corp. representatives are

Pictured in this photo from the May AUVSI Xponential meeting in Dallas are (from left) Bjorn Forsdal, president of Robot Aviation USA; Stephanie Hoffart, president/CEO of Minot Area Development Corp.; Per Kristian Frydenlund Haga, CEO of Robot Aviation; and Matt Dunlevy, president/CEO of SkySkopes. IMAGE: Minot Area Development Corp.

participating in key national and regional gatherings on the future of UAS in the United States – including the recent Drone Focus Conference in Fargo and the AUVSI Xponential Conference in Dallas this spring.

These opportunities are making it clear to us that Minot can and will become more than just a location for high-quality UAS users such as SkySkopes. Our work to finalize partnerships with companies that specialize in UAS manufacturing and data analytics is providing us with key pieces up and down the industry food chain.

For example, with SkySkopes, our first partner in MAGIC Sky, we’ll house the first Robot Aviation drone in the U.S. right here in Minot. It’s a true achievement in embracing an emerging industry with the MAGIC Sky Initiative that’ll continue to make our region the location for new primary sector business in the UAS world. PB

Stephanie Hoffart PRESIDENT/CEO

Dave Hambleton, Grand Sky program manager and site lead for Northrop Grumman Corp., sees great things ahead for America’s first commercial UASfocused business park.

Dave Hambleton Grand Sky program manager and site lead

Northrop Grumman Grand Forks, N.D.

Q. A.

WHAT DOES YOUR POSITION AT NORTHROP GRUMMAN ENTAIL?

I’m Northrop Grumman’s Grand Sky program manager and site lead. Essentially, this position is the lead for developing the statements of work that Northrop Grumman will execute at our Grand Sky facility, crafting the personnel staffing requirements, planning the capital equipment procurements and connecting these requirements to the funding sources that will enable them.

‘The sky’s the limit’

David Hambleton, Northrop Grumman’s Grand Sky program manager and site lead (left), shakes the hand of Northland Community and Technical College President Dennis Bona after the pair announced in August the donation of an unmanned aircraft and its equipment from the company to the school. IMAGE: Brandi Jewitt/Grand Forks Herald

A.

WHAT MAKES NORTH DAKOTA SO ATTRACTIVE FOR NORTHROP GRUMMAN AND THE UAS INDUSTRY?

Northrop Grumman recognized the special commitment the Red River Valley region has made to develop a world class UAS technology corridor. We signed a Strategic Alliance Agreement with North Dakota officials in 2013 to expand business operations here and help contribute to making North Dakota a center of innovation for autonomous capabilities.

What’s more, North Dakota’s elected, business and community leaders have shown great vision in pulling together their state’s innovative university system, rich tradition with the U.S. Air Force and the FAA UAS Test Site to create a unique environment for UAS technology research to thrive.

In addition, having our U.S. Air Force Global Hawk aircraft based at Grand Forks Air Force Base is an added attraction.

WHAT KIND OF TESTING IS BEING PERFORMED AT THE NEW FACILITY?

This facility will serve as a nucleus for research and development; pilot, operator and maintainer training; operations and mission analysis; and aircraft maintenance.

Northrop Grumman intends to establish a UAS flight test and experimentation capability at Grand Sky from which to conduct operations in both restricted and civil airspace. Associated with this will be activity to pursue or establish airworthiness policies and airspace integration approaches conducive to integration of UAS into the National Airspace System.

We expect to collaborate with the Northern Plains UAS Test Site in these activities.

Q. A.

WHAT IS THE COMPANY’S VISION FOR SUCCESS AT THE GRAND FORKS FACILITY?

The generation of future jobs at the Grand Sky site is tied to the growing unmanned systems business area, such as the expansion of research and development, aircrew and maintenance training, operations support, mission planning and analysis and systems testing and demonstration in the local region.

Northrop Grumman also plans to build a hangar on our Grand Sky site in the years ahead. We expect to begin construction this summer and have the hangar completed by the end of 2018. We would expect to begin work at the hangar in early 2019.

WHAT DOES THE FUTURE HOLD FOR UAS IN THE REGION?

There’s no way to predict with certainty what will happen in the future, but if you’ll forgive the pun, we’re quite certain the sky’s the limit. We believe North Dakota and specifically the Red River Valley have positioned themselves better than anywhere else regarding UAS research and development.

Northrop Grumman shares the belief that autonomy is the future of aviation and looks forward to working with North Dakota to help shape that future.

Sioux Falls: Diverse, growing and looking for workers

Editor’s note: Fedgazette, the regional business and economics publication of the Federal Reserve Bank of Minneapolis, profiled Sioux Falls in the publication’s “Spotlight” feature recently.

“Spotlight,” as Fedgazette describes, “is an occasional feature about Ninth District communities in which the Minneapolis Fed has held private meetings with businesses to gauge regional economic conditions.”

A version of the article, abridged for space, is below. The original can be found at the Minneapolis Fed’s website, minneapolisfed.org.

Sioux Falls is the economic nerve center of South Dakota. Residents typically describe their city’s diverse economy as “booming” and “on fire,” and the data bear out that assessment. With just over a quarter of a million residents, the Sioux Falls metro area, which encompasses Minnehaha County and parts of three other counties, is the state’s largest urban area, and one of the fastest growing. Over the past decade, the central city of Sioux Falls has added roughly 3,000 residents each year, city records show.

Commercial and residential contractor vans can be seen everywhere. Construction permits issued for new housing in the city of Sioux Falls have set annual records in recent years; last year, the city permitted over 2,600 single- and multifamily dwellings, a 29 percent increase over the previous record set in 2014.

Sioux Falls’ unemployment rate routinely ranks among the lowest in U.S. metros — it was 2.8 percent in January. “Anyone who wants a job has a job,” said one local business owner.

Sioux Falls has learned well the lesson of not remaining a oneindustry town.

For more than a century, the city has been a key hub for agriculture in eastern South Dakota. The I-29 corridor cuts through rich farmland between Vermillion and Watertown, and two state universities in the region — the University of South Dakota in Vermillion and South Dakota State University in Brookings—have helped to keep the area at the forefront of ag research and production.

But the city’s economy encompasses far more than corn, soybeans and pork. Over the past 40 years, it has broadened to include health care, financial services and computer software, providing a sound base for continued growth.

Financial services came first, in the early 1980s, after the state passed a law that eliminated caps on bank interest rates. Citibank of New York relocated its credit card operations to Sioux Falls, and Wells Fargo, HSBC, TCF Bank and dozens of other financial institutions followed, drawn by low operating costs as well as the freedom to charge higher interest rates. By 2009, roughly 20,000 people worked at financial services firms in the metro area.

About the time it seemed that the local economy would become reliant on financial services, another sector was on the rise: health

care. In 2007, First Premier Bank owner T. Denny Sanford donated $400 million to the Sioux Valley Health System, which as Sanford Health would become one of the largest health care systems in the Upper Midwest. Sanford’s USD Medical Center is one of four major hospitals in Sioux Falls.

Over the past decade, health care has widened its lead over financial services in terms of the share of city residents employed in those sectors, according to the U.S. Census Bureau.

Together, Sanford and Avera Health employ over 16,000 people in Sioux Falls. Including biomedical companies such as SAB Biotherapeutics and Nanoblood (a startup that relocated from California in 2015), the health care industry employs nearly 20,000 people.

Sioux Falls’ unemployment rate, like that for South Dakota as a whole, has long been well below the national average. During the recession, unemployment in Sioux Falls was over four percentage points lower than the U.S. rate, and since then the city’s jobless rate has tracked significantly below the state level.

Rapid growth in health care and professional services has increased the strain on the labor supply. Competition for workers is fierce, and employers across the industry spectrum are hard pressed to fill jobs; in March, there were almost 5,000 job openings in the Sioux Falls metro area, according to the South Dakota Labor Market Information Center.

Workers are also flooding into the region from other areas of the state and beyond. Some new residents seeking work come from foreign countries such as Somalia, Sudan, Ukraine and Pakistan. Census figure show that the foreign-born population of Sioux Falls has more than doubled since 2000 to about 12,000.

As the nation’s economy has evolved, Sioux Falls has sought out and embraced new industries, allowing it to adapt to new economic conditions and achieve a level of growth envied by other communities of similar size. The area’s greatest challenge is developing a workforce that can keep up with demand for labor to fuel new and expanding enterprises. Commented one insurance executive: “Everything is up. We’re building, we’re growing, we’re adding new jobs. There is plenty of work, just not enough workers.” PB

IMAGE: Sioux Falls Convention & Visitors Bureau

Digi-Key announces history-making expansion in Thief River Falls

THIEF RIVER FALLS,

Minn.

-- One thousand new jobs over 10 years. A $200 million to $300 million expansion. New annual economic output of $500 million, a sum that, when coupled with the company’s existing output, will bring the the total impact to $2 billion a year.

Those numbers would be impressive in New York City, Chicago or Los Angeles.

They’re out of this world in Thief River Falls, Minn., pop. 8,656.

But that’s the future in Thief River Falls, thanks to Digi-Key Electronics and its historic expansion, which was announced June 1.

“It’s official: Digi-Key Electronics will build a millionsquare-foot facility in Thief River Falls after a nailbiter of a legislative session in Minnesota,” the Grand Forks Herald reported.

The electronic components distributor also confirmed the location of the expansion. It’ll be built just across the street from the Digi-Key headquarters in Thief River Falls.

The announcement came “just days after Gov. Mark Dayton signed a bill giving Digi-Key tax incentives to expand,” the Herald reported.

“The Thief River Falls City Council also approved its own set of incentives, including the sale of city property to Digi-Key for the expansion.

“‘It’s huge for the community as well as for the region, all the way down to the state that they selected for this location,’ Thief River Falls Mayor Brian Holmer said.”

Gov. Dayton agreed, saying, “I am extremely grateful to Digi-Key for its commitment to Minnesota and the Thief River

Falls community. ... Digi-Key is truly a fantastic success story.”

The bipartisan bill that Dayton signed will let Digi-Key borrow $4 million from the Minnesota Investment Fund over the next two years. The bill also includes a $1.6 million grant to help Thief River Falls to build roads, utilities and other infrastructure for the expansion.

Said state Sen. Mark Johnson, R-East Grand Forks: “Through this public-private partnership, we’ll not only be able to keep a great Minnesota company local, but also bring in many new high paying jobs in the process.”

Dave Doherty, president and COO of Digi-Key Electronics, called the announcement “a big win for Digi-Key and for the local and state economies.”

In a letter to the editor of the Grand Forks Herald, Doherty thanked lawmakers, Thief

River Falls officials, Pennington County, Minn., officials -- and Digi-Key employees.

“Each Digi-Key employee has created our company’s success story,” Doherty wrote.

“As we continue to write our future chapters, our employees will continue to make the difference as their commitment to relentless customer service and teamwork is what continues to fuel Digi-Key’s growth.

“Again, thank you to all who had a hand in making this expansion in Thief River Falls a reality. This is a great win for our company and communities throughout the Red River Valley.” PB

North Dakota ventures forth

Andrew Allen (right), chairman of Dakota Venture Group (DVG), speaks while (from right) Emily O'Brien, Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) director at UND's Center for Innovation, Greg Syrup, managing director of 701 Angel Fund, and Tom Kenville, Center for Innovation Foundation rainmaker, listen during an interview in June at the Center for Innovation in Grand Forks, N.D. IMAGE: Nick Nelson

In North Dakota, venture capital is not as available as it should be. But it’s a lot more available than it used to be – and that counts

When a North Dakota entrepreneur sought to buy the fledgling Great Plains Software in 1984, his family’s grain elevator business provided the venture capital.

Why? Because in 1984, there were few other places besides family where then-entrepreneur, now-Gov. Doug Burgum could turn.

That has changed.

These days, civic leaders celebrate entrepreneurship throughout the Prairie Business area, hundreds of people pack Start Your Own Company events – and a venture capital network helps power this effort like a uranium core.

No, the Dakotas’ venture-capital numbers aren’t going to rival California’s anytime soon. PWC MoneyTree ranks annual investment amounts and number of deals by state, and the Great Plains states –including the Dakotas – still rank last.

Nevertheless, the progress in the Dakotas has been dramatic, as shown by Forbes magazine, Area Development and CNN Money repeatedly ranking the region’s communities as outstanding cities in which to start a business.

The energy is to the point where “if somebody was in Fargo and they told me, ‘I don’t know what to do with my idea,’ I’d tell them, ‘You’re not trying hard enough’,” said Andy Christensen, director at Arthur Ventures, the Fargo-based venture-capital company that Burgum and nephew Jim Burgum founded in 2007.

“There are plenty of places you can go,” including organizations such as Emerging Prairie for advice and a lineup of companies and agencies for grants, investment dollars and loans.

All of them agree with the point Arthur Ventures was founded on, which is the following: “We believe great companies can be built anywhere,” Christensen said.

Loan vs. ownership

Understanding venture capital in the Northern Plains starts with understanding venture capital itself. As the Harvard Business Review once described, “venture capital’s niche exists because of the structure and rules of capital markets. Someone with an idea or a new technology often has no other institution to turn to.”

That’s because a mere idea generally isn’t enough to convince banks to offer a loan, said John Cosgriff, incubator manager at North Dakota State University’s Research and Technology Park.

After all, “the primary criteria for making a loan is the ability to cashflow and repay. So, if you’re a banker and you’re looking at a startup company that has no revenues, no income and no profit, it’s very difficult to make a loan.”

Venture capital fills that void. The difference, of course, is that in return for taking on the higher risk, venture capitalists seek a higher reward: equity – meaning ownership.

That way, they’re positioned to get not the gradual return of interest on a loan, but the possible quadrupling, quintupling or even greater compounding of their investment when a successful startup takes off.

Understand, few startups enjoy that outcome, in the Dakotas or anywhere else. “Out of our 12 investments, seven have gone under,” said Tom Kenville, UND Center for Innovation Foundation rainmaker, speaking about a fund he’s involved with.

“But I have three that are looking really good.” And that’s the life of a VC investor: high risk, but marked on significant occasions by thrillingly high rewards.

For decades, neither the economies nor the culture of the Dakotas supported taking on that very special risk. Farming and oil, not tech, were the mainstays. And back then, “there were more people than jobs,” said Dean Reese, CEO of the North Dakota Department of Commerce’s Development Fund.

“I’ve been at the Development Fund for 19 years,” Reese said. “I was a banker before that.

“And when I first started at the fund in 1997, there were no organized angel investment programs. Arthur Ventures, the Dakota Venture Group – none of those programs were there when I started.”

The programs’ absence before 2000 is why their presence matters today.

The DVG

Take the Dakota Venture Group. The University of North Dakota student-run effort was the first and remains the only fully student-run venture capital fund in the United States. The vision of former Center for Innovation Director Bruce Gjovig and a $300,000 donation from retired venture capitalist Bart Holiday helped launch the fund in 2006.

Today, the group manages a total of $1.8 million in two funds, and UND student members continue to make all of the investment decisions.

That includes “deal sourcing, screening, due diligence, negotiating investment terms, syndication, portfolio management and exits for a return on investment,” as the group’s website notes.

Student members face a steep learning curve. “You’re thrown into it for sure, especially as students, because we have no background in this,” said Andrew Allen, the group’s chairman and an entrepreneurship and business management major.

“So catching up on 10 years of material – knowing what we’ve invested in, learning our mistakes and successes – you’ve got to learn quick, just to make sure we keep making sound investments.”

The experience is as real-world as it gets: “One year, we evaluated about 180 companies,” said Emily O’Brien, the group’s immediate past chairman and a North Dakota state representative.

“Out of that 180, I think we invited 60 to do presentations. We were seeing three or four company presentations a night, which made for a lot of three-hour meetings.”

Then out of those 60 presentations, DRG invested in about three.

The funds’ $25,000 to $100,000 investments are modest in venturecapital terms, but the money does more than support entrepreneurs. It generates intellectual returns: “If you talk to anybody from the Dakota

Venture Group, they’ll say they learned more there than they did in the classroom,” said Greg Syrup, a UND grad who’s now a partner at 701 Angel Fund in Grand Forks.

As important, the group’s 150 former members are human “seed capital,” as many of them now populate the region’s venture funds, investment firms and startup companies.

“I knew it was a unique experience, but I didn’t realize how unique,” said Christensen, the Arthur Ventures director and a Dakota Venture Group alum.

“Not even Stanford or the Ivy League schools have a program like DVG. I look back at my years at UND, and that was a very impactful and influential program, probably the place where I learned the most.”

Speaking of Arthur Ventures, that company, too, has played an outsized role in elevating venture capital’s influence and availability in the region.

Remember, “if you think it’s hard raising money now, think about Doug Burgum back in 1983,” Christensen said.

“The family-run business was his venture capital.” Such a situation seemed unfair, especially to promising entrepreneurs who lacked family wealth, Burgum felt.

In 2007, after Burgum had sold Great Plains Software to Microsoft for $1.1 billion and been a Microsoft executive for several years, he and

James Burgum founded Arthur Ventures. “The thinking was, ‘There are so many great entrepreneurs who are building companies in North Dakota and beyond who don’t have access to capital,” Christensen said.

Wanted: More companies

To repeat, the scale of these events shouldn’t be exaggerated. North Dakota now has Arthur Ventures, but it needs a dozen similar firms, said Arthur Ventures co-founder James Burgum to EmergingPrairie. com in 2015.

And “we need two dozen angel funds,” Burgum said.

“We need to have a lot more investment in and around the startup economy if this is something we are serious about.”

Lingering skittishness surfaced at the 2017 legislative session, when lawmakers expressed dismay over tax credits going to venture capital investors who’d invested out of state.

Here’s a concept North Dakotans should consider before the next session in 2019: “If a North Dakota venture capital fund puts a million dollars into a Colorado company, and that company grows and the fund gets a $10 million return, the investors in that fund are all North Dakota taxpayers,” said Cosgriff of NDSU’s Research and Tech Park.

North Dakota State University Research and Technology Incubator. IMAGE: NDSU

“They’ve just taken $10 million of new income into the state. They’re going to pay taxes on it, they’re going to consume, the multiplier effect is going to show up throughout the economy.”

Moreover, a state reaps other rewards when its venture-capital companies succeed, because the dynamism of that sector is essential to attracting new talent and industries.

That’s why the state Department of Commerce’s InnovateND program provides outright grants (as well as training, structure and advice) to especially promising young companies.

It’s why as recently as May, the Bank of North Dakota announced a new focus on venture capital, including the launch of a $1.5 million seed-capital effort -- money to be used in startups’ very early stage.

“We exist to fund economic development,” said BND President Eric Hardmeyer at the announcement.

“That’s at our core. … And right now, the emerging need that we see is that North Dakota needs to diversify. We’re all on this roller coaster of commodities, and the upward trends are a lot of fun, but the busts are hell.

“We decided, what better way (to encourage diversification) than to help entrepreneurs and businesses develop?”

Kenville of the Center for Innovation Foundation agreed. “We are still conservative in North Dakota,” he said. But the state now has a governor who understands startups, and who knows “we need to grow businesses like the one he had.”

In other words, the state isn’t yet “good” at venture capital, Kenville said. But it’s a lot better than it was.

“Before, we could just help you with your business plan and then say, ‘Good luck,’” he said

“But today, between InnovateND, the Development Fund, the angel funds, the DVG, Arthur Ventures and so on, we can take you from a few sales and an idea to all the way to the end.

“We’ve come a long way.” PB

Emily O’Brien, N.D. state representative for District 42, laughs as Greg Syrup, managing director and partner at 701 Angel Fund, details the angel investment process on Friday, June 9, 2017 at the Center for Innovation in Grand Forks, N.D. IMAGE: Nick Nelson

We decided, what better way (to encourage diversification) than to help entrepreneurs and businesses develop?

– Eric Hardmeyer PRESIDENT

BANK OF NORTH DAKOTA

Justin Walsh, left, and Garrett Moon, cofounders of CoSchedule, at the company’s office in Bismarck. IMAGE: Kyle Martin

By Rob Swenson

BISMARCK, N.D. – Garrett Moon sounds confident as well as hopeful when he talks about the future of his growing, technology-based company.

“I think we’re writing one of the next big success stories in North Dakota,” he said. “We’re writing another chapter of technology success.”

Moon is the CEO and co-founder of CoSchedule, a North Dakota company that sells businesses access to a web app that helps marketers collaborate, schedule, organize workflow and automate activities such as social media campaigns.

The marketing calendar company, which is emerging as a leader in its niche, was founded in 2013 by Moon and Chief Technology Officer Justin Walsh, who leads product engineering.

CoSchedule started in Bismarck and also has offices in Fargo. It recently expanded its space in Bismarck and is relocating and expanding its space in Fargo. The company has about 45 employees and plans to add about 50 more during the next 18 months.

Mark your calendar for CoSchedule, a North Dakota startup whose web app already is in use worldwide

The company serves about 8,500 clients in more than 100 countries and is experiencing steady growth. An injection of $2.2 million in investment financing earlier this year has helped move the company into a higher level of planned expansion.

About $600,000 in the recent investment came from the North Dakota Development Fund, and $400,000 came from the Bank of North Dakota’s New Venture Capital Program. The Development Fund is a nonprofit within the North Dakota Department of Commerce. The Development Fund staff also administers the state bank’s New Venture Capital Program.

CoSchedule “is a great success story for the North Dakota Development Fund, the Bank of North Dakota and the state of North Dakota,” said Scot Long, vice president of the Development Fund.

The investment entities want to help primary sector businesses bring new wealth into the state, Long said.

“We really see some big opportunities in the market,” Moon said.

CoSchedule brashly promotes itself on its website as “the tiger” of startups. “Hustle isn’t just a saying here. We work hard, fast, and at a

level of excellence our competition only dreams of,” according to the website.

Eric Piela, head of public relations and community management, said CoSchedule’s drag-and-drop calendar software is an easy-to-use, centralized hub for marketing projects. “We see it as one consolidated platform for marketers to go to stay organized and get things done,” he said.

CoSchedule opened in Bismarck in August 2013 and launched its calendar service in September 2013. The company had 5,000 customers within two years. The company expanded business operations to Fargo in October 2015.

CoSchedule only recently put a sales team in place. “The product sold itself, for the most part. Customers came to us by word of mouth,” Moon said.

The startup has been successful because it provides a service that customers want and because the company listens to customer feedback to make products better, Moon said. “It’s common for us to release a feature and revise it after launch,” he said.

Justin Walsh, left, and Garrett Moon, cofounders of CoSchedule, at the company’s office in Bismarck. IMAGE: Kyle Martin

Customers pay a monthly or annual fee for using the unique software. A blogger or solo businessperson pays $30 per month for access to a marketing calendar, for example. A professional marketing firm with up to 25 users would pay $300 a month. Rates scale up to as much as $1,600 a month for the most advanced, multi-calendar option.

The company’s customers include some big-name businesses, including Microsoft, The Home Depot, Uber and eBay.

Discovery Benefits, another North Dakota-based company, has been a client since the end of 2016, said Abby Boggs-Johnson, director of marketing and creative services at Discovery. Discovery administers employee benefits for other companies. Most of Discovery’s 700 employees are based in Fargo, but about 100 of its workers are based in Brookings, S.D., and 100 others work remotely.

Discovery uses CoSchedule’s calendar to manage social media accounts, Boggs-Johnson said.

“It’s nice for us. We like to work ahead,” BoggsJohnson said.

One reason why Moon and Walsh started CoSchedule was because they couldn’t find the right jobs, Moon said. “It was partly to scratch our itch and partly because we saw an opportunity for clients,” he said.

The company takes great pride in being North Dakota-based. Moon sees the location as an advantage and differentiator for CoSchedule. Any business location presents advantages as well as challenges; but for entrepreneurial companies such as CoSchedule, the main challenge is to solve customers’ problems, he said.

CoSchedule wants to provide work opportunities for people who want to live in North Dakota and stay at the leading edge of development, Moon said.

“In North Dakota, we have the potential to be one the best gigs in town,” he said. “We want to be a worldclass startup. There is nothing stopping us.” PB

Rob Swenson SPECIAL TO PRAIRIE BUSINESS ROBSWENSONMEDIASERVICES@GMAIL.COM

IMAGES: Kyle Martin

Cobalt Rehabilitation Hospital

“COBALT REHABILITATION HOSPITAL IS A NEW CONSTRUCTION, TWO-STORY REHABILITATION HOSPITAL LOCATED AT 4671 38TH STREET SOUTH IN FARGO, NORTH DAKOTA. THIS FACILITY WAS DESIGNED BY CURTIS GROUP ARCHITECTS, DEVELOPED AND OWNED BY HICKS VENTURES AND COBALT MEDICAL DEVELOPMENT, OPERATED BY COBALT REHABILITATION HOSPITALS AND IS BEING BUILT BY U.S. BUILDERS. THE FIRST FLOOR OF THIS FACILITY CONTAINS ADMISSIONS, CAFETERIA, TWO INPATIENT THERAPY GYMS WITH SPEECH, OCCUPATIONAL AND PHYSICAL THERAPY TREATMENT AREAS, A ROBOTIC BODY WEIGHT SUPPORT SYSTEM AND INDOOR AMBULATION COURSE THAT ENABLES PATIENTS TO DEVELOP THE CONFIDENCE TO NEGOTIATE VARIOUS WALKING SURFACES, AS WELL AS 12 TRAUMATIC BRAIN INJURY PATIENT SUITES WITH ADJOINING GUEST ROOMS FOR FAMILY OVERNIGHT STAYS. THE SECOND FLOOR HOUSES ADMINISTRATION, PATIENT AND FAMILY ACTIVITY AND LOUNGE AREAS, AN ACTIVITIES OF DAILY LIVING TRANSITIONAL SUITE, AND 30 PRIVATE PATIENT ROOMS. CURRENTLY UNDER CONSTRUCTION, THIS FACILITY IS SLATED FOR COMPLETION IN SEPTEMBER OF 2017. ARCHITECTS ARE TOM CURTIS, JAMES SPENCER AND KYLE KENERLEY WITH KRISTIN LOPEZ AS THE INTERIOR DESIGNER.”

– CURTIS GROUP ARCHITECTS

PROJECT SIZE : 58,000 SF SCOPE OF WORK: NEW CONSTRUCTION, INTERIOR DESIGN

INSIGHTs & INTUITION

What common mistakes do candidates make during interviews that can take them out of the running for a job?

Not doing their homework. Before an interview, an applicant should have scoured the company’s website, reviewed the background of the person or people conducting the interview, researched the industry and practiced responses to commonly-asked questions. Knowledge and preparation invariably lead to increased confidence and a better first impression.

The applicant also should reflect on how skills, experiences and training will translate into successfully performing the job. Don’t focus only on the positives; mistakes, missteps or even failures can show the applicant is self-aware, resilient and able to accept constructive criticism.

Thinking in advance about strengths and opportunities for growth allows for more focused and concise responses to interview questions.

Last but not least, prepare thoughtful questions to ask during the interview. This shows that the applicant is interested in this job, and not just any job.

At Gate City Bank, we place a high value on culture. When we interview, we are looking for candidates who connect with our organization and genuinely want to work with us.

If a candidate is not familiar with the company, it may appear that he or she is not interested. My advice for any applicant would be to prepare for the interview by researching the company and having questions ready to ask.

The interview is meant to be a two-way conversation that serves as an opportunity for both parties to get to know each other and determine if there is a culture fit.

Aubrey Zuger

ATTORNEY

FREDRIKSON & BYRON P.A. FARGO

Heather Rye

VICE PRESIDENT OF HUMAN RESOURCES GATE CITY BANK FARGO

Rick Sandwick

DIRECTOR OF HUMAN RESOURCES

Interestingly enough, poor manners is a frequent occurrence. Showing up late isn’t going to earn you a lot of points, nor will slurping on coffee or chomping on a piece of gum during the interview!

Also – please try to limit the swearing in the interview. Dropping an F-bomb in an interview may give you “street cred,” but it won’t earn you any credit with the HR manager. Another common mistake is failing to research the company. In the “information at the touch of a button” age, there is no reason to be unfamiliar with the company you are hoping to be employed by.

Applicants also should be sure to have questions for the interview team. If you are interested in working for my company, you can surely come up with a question or two about it.

One mistake is not knowing anything about the college. At a minimum, applicants should do their research on what the college is and what it does, and be able to say how they would contribute to the direction the college is going in.

They should tell us what they know, not what they want us to hear. I’d also encourage applicants to not get so focused on saying the right thing, that they don’t give an accurate portrayal of their skills and interests.

Another mistake would be not asking questions. By asking questions, it shows that an applicant is interested and wants to know more.

The biggest problem that candidates have is that many aren’t prepared for their interview — they’re not researching the job they’ve applied for or the company.

Some other faults candidates often have is that they’re too confident, they don’t try to close the job deal, they expect the employer to beg them to become a part of the team.This is especially true in the I.T. field: they’re overly confident, thinking they can do more than they really can. Some candidates just assume that they’ll be hired, especially candidates immediately out of college.

Other problems are being late to an interview; that’s a very big, bad deal. Showing up on time, dressing nicely — showering or combing your hair — are not always taken into consideration.

Sandi Gilbertson

EXECUTIVE DIRECTOR OF HUMAN RESOURCES NORTH DAKOTA STATE COLLEGE OF SCIENCE FARGO

Justin STansbury

GENERAL MANAGER

CORPORATE TECHNOLOGIES FARGO

EAPC ARCHITECTS ENGINEERS GRAND FORKS

Creighton University Mid-America Business Conditions Index

Based on new orders, employment, inventories and other indicators. An index above 50 percent indicates expansion, while an index below 50 percent indicates contraction, for the next three to six months.

United Van Lines National Movers’ Study

Creighton University Mainstreet Economy Index

Based on a survey of rural bank presidents and CEOs, this index represents an early snapshot of each state’s farm and rural economies. An index above 50 percent indicates expansion, while an index below 50 percent indicates contraction, for the next three to six months.

Percent of children under 18 below the poverty level

Mobility report card

These numbers are one indicator of how well colleges generate income mobility. They measure the share of graduates in their mid-30s who’d come from families in one income quintile and moved up two or more income quintiles as adults. Across 2137 colleges and universities, the index ranges from 57 percent (Vaughn College in Queens, N.Y.) to 2.5 percent (Landmark College in Putney, Vt.) Source: The New York Times

Health insurance improvements by state

DATA ASSEMBLED BY TOM DENNIS, PRAIRIE BUSINESS EDITOR

CORPORATE COMMUNITIES

Q. A.

WHAT DOES ONE’S HIRING PROCESS ENTAIL?

“Hire hard” is a common quote heard during the hiring process at ONE. By that we mean we need to really ensure we vet a candidate’s experience, background and skills to make sure we have the right talent for the right roles.

We’ve created a great place to work, and we need great employees for that to continue.

We’ve recently created a hiring process that requires every candidate to be reviewed and screened for necessary skills and qualifications by HR before we move through a hiring process with the hiring manager and/or team.

WHERE DOES ONE LOOK FOR NEW EMPLOYEES?

Q.

HOW DOES ONE ENSURE A NEW HIRE IS A GOOD FIT FOR THE POSITION AND THE TEAM?

Our values are a mainstay and incorporated into our interview process. Caring, client service, innovation, growth, quality, honesty … are all foundational to continuing a strong culture and an unparalleled client experience.

Knowing where a candidate stands in regards to those values is key to helping us ensure we have the right person for the right role. From an HR perspective, competencies such as communication, work ethic, leadership and technical knowledge will always be foundational to finding the right candidate.

Q. Q.

WHAT KINDS OF MISTAKES ON A RESUME OR IN AN INTERVIEW COULD TAKE A CANDIDATE OUT OF THE RUNNING FOR A POSITION?

A. A. A. A.

Ego. Finding employees who are team players and care about each other, our clients, and our work product is integral to our success. Confidence is of course welcomed, but putting your motives and needs before all else is a culture killer.

In the past year, there has been an increased effort to diversify our recruitment efforts. With that being said, we have tremendous success in our employee referral program. To-date for this year, we have filled 82 percent of our positions via our employee referral program!

Our employees are proud to work here and proud of the culture our leadership has created, and that translates into our employees being an excellent resource to help fill positions.

WHAT ARE THE MAIN FACTORS NEW EMPLOYEES ARE LOOKING FOR IN A WORKPLACE?

There’s a lot of research on the different generations and what Millennials, specifically, are looking for in a workplace. At the end of the day, I believe strongly that it doesn’t matter what generation we’re from, we all are looking for the same things out of our workplace: challenging and purpose-driven work, opportunities to grow, feedback, appreciation for our hard work, flexibility and trust.

Those are all key ingredients in creating an engaging and successful work environment for all.

Kristi Spindler Director of human resources, Obermiller Nelson Engineering (ONE) Fargo

IMAGE: ONE

minnkota.applicantpro.com/jobs

WHAT CULTURE INITIATIVES DOES JLG IMPLEMENT THAT SET IT APART AS A GREAT WORKPLACE?

We value relationships. Internal cohesion is priority. We hire those rich in character who align within our firm.

We seek authentic, driven, uplifting, passionate, trustworthy, respectful lifelong learners, as well as problem-solving individuals who value relationships, community, design, stewardship and integrity.

We lead from the heart. We continually step back and check in with one another and make decisions that value both individual and business needs. We are committed and passionate.

Q. Q. Q.

Q.

Ultimately, our employees don’t just design buildings, they are our clients’ trusted advisors. Their relationships are built by understanding the client and community to create solutions that elevate quality of life and individual experience while being stewards of the clients’, communities’ and earth’s resources.

HOW DOES JLG MAKE SURE THAT ITS EMPLOYEES FEEL INCLUDED AND ENGAGED?

Employees are empowered to identify business needs that align with their skills, abilities and passions in order to chart their own career path. We offer an environment for career paths to be a continual evolution.

Ultimately, we want employees coming to work passionate about what they do and leveraging their talents. We educate employees on business operations and request their input. Their feedback contributes to the advancement of our firm.

We understand the importance of a collaborative process to elevate decisions that drive quality results. As a 100 percent employee-owned firm, the end result provides financial value to every employee.

HOW CAN A COMPANY BUILD A CULTURE THAT SUITS EMPLOYEES OF ALL AGES AND BACKGROUNDS?

This is based on the principle that everyone’s voice matters. Our unique perspectives and experiences have a cumulative impact on the firm’s advancement, from the executive team down to our student interns.

Everyone is given information on how business decisions connect to the greater vision. They are able to challenge the process and get transparent and honest feedback regarding the directions taken.

Q.

A. A. A. A. A.

WHY IS IT IMPORTANT FOR A COMPANY TO ESTABLISH A STATED SET OF CULTURAL VALUES?

Our values serve as a beacon to ensure that our shipmates are working together, all rowing in the same direction, to reach our targeted destination. If everyone is not on board or not headed in the same direction, it affects our overall achievement and creates internal conflicts that can distract and disengage individuals.

HOW CAN A COMPANY REBUILD A POSITIVE WORKPLACE CULTURE AT TIMES WHEN MORALE IS LOW?

An emphasis on communication builds positive culture. More specifically, listening and demonstrating that individuals are heard through changes, big or small, let employees know that they are valued.

We have a very transparent environment where open, honest and respectful feedback not only is welcomed but is sought out. Feedback is not only critical to continued advancement and growth, it is key to valuing employees.

Employees need to know that a company not only has the business needs in mind, but also takes the employees’ top interests to heart.

Angela Bolonchuk Director

of human resources, JLG Architects Grand Forks

IMAGE: JLG Architects

We like the TOUGH jobs!

WE ARE:

• Fisher Sand & Gravel Co.

• Fisher Sand & Gravel - New Mexico, Inc.

ABOUT US

Fisher Industries is a family of businesses that serves all aspects of the aggregate industry. Whether its manufacturing aggregate processing equipment, mining and delivering aggregate products, or the final roller pass across freshly laid asphalt; we stand ready to tackle the toughest jobs. But we are so much more than just rocks. We are a unified team, working together to cement our place in the industry. From accountants to welders, we employ over 1,100 professionals during our peak seasons.

WE OFFER:

• 401(k) Plans

• Profit Sharing

• Company Sponsored Term Life

• Employee Assistance Program

• Customizable Benefits

COMPANY CULTURE:

• Luncheons

• Holiday Parties

• Annual Golf Scramble

• Company Picnic

• Milestone Celebrations

• and More!!

• General Steel & Supply Company

• Arizona Drilling & Blasting

• Fisher Grading & Excavation

• Fisher Ready Mix

• Southwest Asphalt

• Southwest Asphalt Paving

Q. A. WHEN DO STUDENTS START PLANNING AND APPLYING FOR POST-GRADUATION JOBS?

It really varies. Some start the semester before graduation, and others begin the last eight weeks before graduation. Others have a job offer from an internship.

University of Jamestown hosts a fall Career & Internship Fair on campus, and the Career Center provides transportation to and from the North Dakota State University Fall and Spring Career Fairs in Fargo to encourage students to start networking early.

WHAT ARE STUDENTS’ TOP CONCERNS ABOUT ENTERING THE WORKFORCE?

Heidi Larson Director of Career Services &

Some students are concerned that their skills may not match positions that are currently open or get discouraged when they search for positions, and the position turns out to require three to five years’ experience.

At University of Jamestown, we encourage students to participate in internships and volunteer activities as early as their freshman year, so they can start gaining that experience to be more prepared.

Q.

HOW DOES THE UNIVERSITY WORK WITH EMPLOYERS TO MAKE SURE STUDENTS’ TRAINING MEETS EMPLOYERS’ NEEDS?

Q. Q. Q.

Education University of Jamestown Jamestown,

Experiential

N.D.

WHAT ARE THE MOST IMPORTANT FACTORS OR PERKS STUDENTS WANT IN A WORKPLACE?

Students are looking for benefits and flexibility in their career. Companies that offer a work/ life balance are attractive to students. Students also look for companies that have advancement opportunities that are defined.

A.

We’re in the process of developing a UJ Career Center Advisory Board that will meet each fall to make sure we are responsive to the current trends and needs in industries in the region.

This board will consist of representatives from employers in the region’s manufacturing, health care, technology and financial sectors. If you’re an employer who’d like to be a part of this board, please contact me.

A. A. A.

In addition, I am involved in the Chamber of Commerce (Ambassador) and Community Health Partnership groups, and I serve on several boards that keep me in touch with employers in these industries as well.

The Career Center also is a resource for academic departments to facilitate the connection between industry and the university. We share employer internship feedback with the departments, which use it for their curriculum development.

WHEN IT COMES TO MAKING GOOD HIRES, WHAT TRAITS SET SUCCESSFUL COMPANIES APART?

Companies that intentionally develop their company culture and invest in their workforce find those to be successful corporate traits. Innovation and the use of technology are also perceived as successful characteristics.

In addition, workplaces that give back to their community or make a difference in their community win students’ admiration and respect.

IMAGE: University of Jamestown

Making a Difference

For a Better Way of Life.®

Making a Difference in Our Community

Gate City Bank is making a difference in our communities through our Acts of Kindness, including volunteerism, philanthropic giving and partnerships with local organizations. In 2016, we gave $1.8 million in donations and volunteered 13,000 hours as a company. We encourage our employees to volunteer on company time, and match monetary donations made by employees to charitable organizations.

Making a Difference for Our Employees

Gate City Bank is making a difference in the lives of our employees through our unique benefit offerings, like our paid maternity and paternity leave for employees to spend more time with their new child and bonus PTO gifts throughout the year. We are also a celebratory culture! We have weekly fun days and celebrate employee milestones and achievements.

Together

Gate City Bank Mission:

To provide a welcoming atmosphere and a commitment to making the lives of our customers and employees better by investing in them and their communities For a Better Way of Life.®

gatecitybank.com

CAREERS WHERE COLLABORATION AND ENGINEERING INTERSECT

Since 1944, Ulteig has built a culture that is passionate about understanding our clients’ needs and leveraging the collective talent of our employee owners. We deliver comprehensive engineering and technical services that strengthen infrastructure vital to everyday life. Our success is entirely attributable to our team, and that is why we make investing in our employee owners a top priority.

To find out more visit us at Ulteig.com.

Q.

WHAT JOBS DRAW THE MOST INTEREST FROM APPLICANTS?

It depends on the region. In the west, openings in oil, transportation, construction, clerical services and manufacturing draw the most interest. In the east, the positions that get the most attention are manufacturing, office and business.

Cheri Giesen executive director

Phil Davis

western region director

Job Service North Dakota Bismarck

Q.

WHAT KINDS OF SKILLS AND TRAINING ARE MOST IN DEMAND FROM EMPLOYERS?

Q.

No matter the region, truck driving and health care positions such as nurses are filled quickly. But there still are many unfilled positions. Companies throughout the state that are new or have a steady reputation and offer high wages and benefits often receive many more applicants.

-

Phil Davis

WHAT STEPS CAN A COMPANY TAKE TO ATTRACT MORE JOB APPLICANTS?

Companies should pursue job shadow, internship or apprenticeship opportunities for high school students, college students and other young adults. Career fairs are another great avenue to get students interested in a company and its industry. At career fairs, students engage with employers and learn more about in-demand occupations, industry requirements and employer expectations. Another way to attract applicants is to participate in one or more of the many job fairs that Job Service hosts each year. Companies that participate in job fairs often find good hires. Companies should also promote the unique qualities that make theirs a vibrant, healthy community.

- Cheri Giesen

Employers are often seeking candidates with both soft and hard skills. Soft skills such as problem solving, critical thinking, creativity, communication and teamwork are heavily sought after. Hard skills that are most in demand are a commercial driver’s license, health care certifications such as certified nursing assistant (CNA) and surgical technician, mechanical, manufacturing, production operators, welding and technology. Recently, industries have raised the bar in hiring requirements, so a hard-skill experience coupled with soft skills play into the job seeker getting hired.

- Keith Reitmeier

Q.

WHAT SERVICES CAN JOB SERVICE PROVIDE FOR COMPANIES LOOKING FOR NEW HIRES?

Job Service can help companies find ways to gain a skilled workforce through training. One of North Dakota’s initiatives is to expand apprenticeship, pre-apprenticeship and training boot camps in the energy, manufacturing, health care and information technology sectors. Companies can learn more about this initiative by visiting a local office. We also offer a business “toolbox” that includes many resources and programs that are designed to help businesses with workforce development as well as attraction and retention of employees. One of the tools is our Labor Market Information resource, which provides in-depth data on North Dakota’s labor market.

- Cheri Giesen

Q.

A. A. A. A. A.

WHAT SERVICES CAN JOB SERVICE PROVIDE FOR JOB APPLICANTS LOOKING FOR WORK?

Staff at our local offices can provide guidance on how to look for and get a job. Our resource rooms provide an environment where staff can help jobseekers with searching and applying for jobs, writing a resume and preparing for an interview.

Job seekers are also informed about the many programs that are available to help them gain an in-demand skill-set that may help them land successful and prosperous careers. Several programs are available that can help offset the cost of training.

- Phil Davis

IMAGE: Job Service North Dakota

A Week in the Life

A Week in the Life of

of Sheila Hicks, Midco® Customer Care Super Coach

of Sheila Hicks, Midco® Customer Care Super Coach

Sheila Hicks, Midco® Customer Care Super Coach

“I enjoy being able to help customers. It makes me happy when I solve a problem for someone or make their day better. And since Midco is a local company, I’m helping my friends and neighbors!”

“I enjoy being able to help customers. It makes me happy when I solve a problem for someone or make their day better. And since Midco is a local company, I’m helping my friends and neighbors!”

“I enjoy being able to help customers. It makes me happy when I solve a problem for someone or make their day better. And since Midco is a local company, I’m helping my friends and neighbors!”

“At Midco, we’re encouraged to be ourselves. You’ll see that everyone has their cubicle decorated a little differently. We like to keep things casual –wearing jeans to work is an everyday thing – and we never pass up the chance to have a little fun.”

“At Midco, we’re encouraged to be ourselves. You’ll see that everyone has their cubicle decorated a little differently. We like to keep things casual –wearing jeans to work is an everyday thing – and we never pass up the chance to have a little fun.”

“At Midco, we’re encouraged to be ourselves. You’ll see that everyone has their cubicle decorated a little differently. We like to keep things casual –wearing jeans to work is an everyday thing – and we never pass up the chance to have a little fun.”

“One thing I love about Midco is the company’s commitment to give back to the communities we serve. Whether it’s collecting school supplies for United Way, participating in Fargo-Moorhead-West Fargo Chamber events, or nominating local charities for a Midco Foundation grant, we’re encouraged to get involved and make a difference.”

“One thing I love about Midco is the company’s commitment to give back to the communities we serve. Whether it’s collecting school supplies for United Way, participating in Fargo-Moorhead-West Fargo Chamber events, or nominating local charities for a Midco Foundation grant, we’re encouraged to get involved and make a difference.”

“One thing I love about Midco is the company’s commitment to give back to the communities we serve. Whether it’s collecting school supplies for United Way, participating in Fargo-Moorhead-West Fargo Chamber events, or nominating local charities for a Midco Foundation grant, we’re encouraged to get involved and make a difference.”

“Midco gives you lots of opportunities to advance your career.

“Midco gives you lots of opportunities to advance your career. I started as a Technical Support Representative, became a Lead, and now I’m a Coach. At Midco, you can go as far as you want – the sky’s the limit!”

“Midco gives you lots of opportunities to advance your career. I started as a Technical Support Representative, became a Lead, and now I’m a Coach. At Midco, you can go as far as you want – the sky’s the limit!”

I started as a Technical Support Representative, became a Lead, and now I’m a Coach. At Midco, you can go as far as you want – the sky’s the limit!”

“It’s a thrill to work for a company that’s on the cutting edge of technology. Getting to see and try innovative products and services before they’re available to the public is really exciting. Knowing that we’re bringing the best to the Midwest makes me proud to say I work at Midco.”

“It’s a thrill to work for a company that’s on the cutting edge of technology. Getting to see and try innovative products and services before they’re available to the public is really exciting. Knowing that we’re bringing the best to the Midwest makes me proud to say I work at Midco.”

“It’s a thrill to work for a company that’s on the cutting edge of technology. Getting to see and try innovative products and services before they’re available to the public is really exciting. Knowing that we’re bringing the best to the Midwest makes me proud to say I work at Midco.”

Apply Today at MidcoCareers.com.

.

WE ARE engineers, architects, surveyors, scientists . . . and much more. Check out our website and see how we’re improving our natural and built environments every day—and where you may fit into our team.

Erica Marcussen, AIA, Architect

Life at Bolton & Menk

Bolton & Menk specializes in providing public infrastructure solutions. We want to take care of our clients by providing the best services and solutions for them. From advocating for our communities, to designing their dreams, to finding funding; we take pride in our work throughout the Upper Midwest. Because we live here too.

“They really understood our needs, they lived locally, they weren’t coming in from somewhere else. They were working hand in hand with us. We knew if we hired them they were going to be the people we worked with directly.”

Steve

Public Works Director, City of Burnsville

Bolton & Menk Specializes In:

• Civil & Municipal Engineering

• Water & Wastewater Engineering

• Transportation Planning & Engineering

• Aviation Services

• Water Resources Engineering

• Landscape Architecture

• Land Surveying

• Geographic Information Systems

• Project Funding & Financing

bmi@bolton-menk.com

Bolton-Menk.com

Submitted by Bolton & Menk, Inc.

Only one thing is more important to us than our reputation - yours.

Ranked #161 among the Top 500 Engineering & Surveying Firms in the United States by Engineering

“What started as an interest in designing buildings turned into a passion for working with people. I am proud of all the cities we work in and all the projects we've worked on. Bolton & Menk is successful because of the pride all of the employees have for their work.”

Brian Malm, P.E., Project Manager

Albrecht,