Prairie Business November 2022

NDSU SCIENTISTS ARE WORKING ON A PROJECT TO DETECT DIABETES USING ARTIFICIAL INTELLIGENCE PAGE 12

SEE WHO WON PRAIRIE BUSINESS AWARDS OVER THE PAST YEAR

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ROBOTS IN THE OPERATING ROOM:

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Si nc ed ow nt ow n’ sF ar go Me rc an ti le Co .b ui ld in gw as de mo lish ed in 19 66 ,i ts whole sa legr oc er si te ha sh os te d co un tl es so th er end ea vo rs ,i nc lu din gG oo dy ea rS er vi ce Ce nt er ’s 1968ga ra gewhi ch la te rw elcome dap op -u pf oo d truc kp ark, thea te r, ar tg all er ya nd Re dR iv er Ma rket to name af ew .T od ay ,J LG an dK ilb ou rn eG ro up ha ve gi ve nt he pr omine nt Br oa dway co rnerne wl if ef or th en ex tg ener at io n, re ac ti va ti ng th eM er ca nt il e’s190 9c ha ra ct er wi th sixvi br an t fl oo rs of wa lkable re si de nt ia l, pa rki ng ,a nd reta il ex perie nc es th at el eva te th ee ve ry da yf or at hriv in gd ow nt ow n.

If

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The businesslandscape haschangeddramaticallyoverthe pastfewyears.Whilethere isno crystalballforthefuture, sometrends have emergedthat look tostickwithusforthe foreseeablefuture.Theseincludeadesirefor amorerobust, protectedsupplychain,higherinterest ratescomparedtothe pastfewyears,and risingexpenses.Whilechanging business practicescanbe achallenge, yourbanking businessadvisor canhelpreset yourcashflow in away that works.

The businesslandscape haschangeddramaticallyoverthe pastfewyears.Whilethere isno crystalballforthefuture, sometrends have emergedthat look tostickwithusforthe foreseeablefuture.Theseincludeadesirefor amorerobust, protectedsupplychain,higherinterest ratescomparedtothe pastfewyears,and risingexpenses.Whilechanging business practicescanbe achallenge, yourbanking businessadvisor canhelpreset yourcashflow in away that works.

TALK TO YO UR BANK SOON ER

TALK TO YO UR BANK SOON ER

Oneofthefirstcalls youshould makewhenconfronting cashflow issuesisto yourbanker.Thereis aserious upside to gettingthoseconversationsstartedsoonerthanlater:banks canhelpproactively restructure debtsothat itaccommodates abusiness’sprojectedcashcycle, andgiveownersan opportunityto make changestotheircashflow froma strongerposition. Waitinguntil youarein apinch makesit hardertoshiftresourcesorrenegotiateterms.Earlyaction willgive youmoreoptionsandflexibilityinterms.

Oneofthefirstcalls youshould makewhenconfronting cashflow issuesisto yourbanker.Thereis aserious upside to gettingthoseconversationsstartedsoonerthanlater:banks canhelpproactively restructure debtsothat itaccommodates abusiness’sprojectedcashcycle, andgiveownersan opportunityto make changestotheircashflow froma strongerposition. Waitinguntil youarein apinch makesit hardertoshiftresourcesorrenegotiateterms.Earlyaction willgive youmoreoptionsandflexibilityinterms.

GETBACKTOBASIC SWITHB UDGETI NG

GETBACKTOBASIC SWITHB UDGETI NG

During yearsofvery lowinterest rates,some businessesgot outofthe habitofbudgetingand makingprojections —often there wasaccesstocashtobridge ashortfall.Asexpensecosts have risenand lending hastightened,nowisa goodtime togetbackinthepracticeof morecloselybudgeting your cashflow cycle,and updating numberstomostaccurately reflecthowlongittakestogetinventory,turnitover, receive paymentforfinishedgoodsorservices delivered,andsoon.

During yearsofvery lowinterest rates,some businessesgot outofthe habitofbudgetingand makingprojections —often there wasaccesstocashtobridge ashortfall.Asexpensecosts have risenand lending hastightened,nowisa goodtime togetbackinthepracticeof morecloselybudgeting your cashflow cycle,and updating numberstomostaccurately reflecthowlongittakestogetinventory,turnitover, receive paymentforfinishedgoodsorservices delivered,andsoon.

FACTORSI NSUPPLYCHAIN MAYBEH ER ETOSTAY

FACTORSI NSUPPLYCHAIN MAYBEH ER ETOSTAY

Fewpartsofthecashflow cyclehavebeenmoredisrupted overthelastfewyearsmorethanthesupplychain Businesses have hadtowait longer duetogapsinavailability

Fewpartsofthecashflow cyclehavebeenmoredisrupted overthelastfewyearsmorethanthesupplychain Businesses have hadtowait longer duetogapsinavailability

ofpartsand materials. Manybusinessesnowopttohold largeramountsofinventorytocompensate.What was“just in time”isnow“justincase.”Shippingtimesare lesspredictable, andshippingcosts have fluctuatedwithenergycosts.Allof theseaffectcashflow,andtotheextentthattheyarethe “newnormal,”cashflow needstoreflectthat reality.

ofpartsand materials. Manybusinessesnowopttohold largeramountsofinventorytocompensate.What was“justin time”isnow“justincase.”Shippingtimesare lesspredictable, andshippingcosts have fluctuatedwithenergycosts.Allof theseaffectcashflow,andtotheextentthattheyarethe “newnormal,”cashflow needstoreflectthat reality.

IN DUSTRY- DESIG NEDGOVER NMENT PROG RAMS

IN DUSTRY- DESIG NEDGOVER NMENT PROG RAMS

Anumberofgovernmentprograms have beenestablished orexpandedtohelpbusinesses,especiallysmall businesses, getthroughfinancialtightspots.Whetherintheformof employeeretention creditsor loansorcreditsfromthe U.S. SmallBusinessAdministrationorthe U.S. Departmentof Agriculture(dependingonthe business), abusinessbanking advisor maybeabletohelpanownerfind aprogramthat fits.

Anumberofgovernmentprograms have beenestablished orexpandedtohelpbusinesses,especiallysmall businesses, getthroughfinancialtightspots.Whetherintheformof employeeretention creditsor loansorcreditsfromthe U.S. SmallBusinessAdministrationorthe U.S. Departmentof Agriculture(dependingonthe business), abusinessbanking advisor maybeabletohelpanownerfind aprogramthat fits.

BANKIN GTECHAND FI NANCIAL STRATEGI ES

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Notallchangesofthelastfewyearsarenegative.Businesses andconsumers have fullyembraceddigitaltransactions, whicharemorecertainandcanmeanfasterpayments thanpreviouslyexpected.Upgradedfinancial management softwarecan keep aclosereyeoncashflow.Debtswaps canhelpmanageinterest rate risk.And rising interest rates mayimprove returnsoncertainshort-terminvestments businesses mayhold,suchasladderingtreasuries. Talkto yourbankabouthow to takeadvantageofthesesolutions.

Notallchangesofthelastfewyearsarenegative.Businesses andconsumers have fullyembraceddigitaltransactions, whicharemorecertainandcanmeanfasterpayments thanpreviouslyexpected.Upgradedfinancial management softwarecan keep aclosereyeoncashflow.Debtswaps canhelpmanageinterest rate risk.And rising interest rates mayimprove returnsoncertainshort-terminvestments businesses mayhold,suchasladderingtreasuries. Talkto yourbankabouthow to takeadvantageofthesesolutions.

For businesses ownersand managers,cashflow issuescan seemdaunting,especiallyiftheyaresqueezedbylarger suppliers,customers,or creditors.Alerus hasexperience helping navigatethesechallenges andcanofferadvicethat mayenableabusinesstoemergein astrongerposition. Talk toanAlerus businessadvisorforcashflow management guidancethat matches youruniquesituationandgoals.

For businesses ownersand managers,cashflow issuescan seemdaunting,especiallyiftheyaresqueezedbylarger suppliers,customers,or creditors.Alerus hasexperience helping navigatethesechallengesandcanofferadvicethat mayenableabusinesstoemergein astrongerposition. Talk toanAlerus businessadvisorforcashflow management guidancethat matches youruniquesituationandgoals.

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PS TO HE LP BU SI NE SS ES MA NAGE CA SH FL OW TO DAY

Wi-Fi as a Preferred Amenity for Renters

Chris Carson, Senior Sales Manager,Midco Properties™

Move-in ready internet is a sought-after amenity for the rentersof today. Across generations, people relyon dependable Wi-Fiaccess to power their everyday lives.

Can yourproperty keepup?

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Hello, happy renters!

Consumers want – andneed –a technologyamenity tailored to fittheirmultidevice lifestyle

In fact, a reportfromMSNshows that,whenmovingin, tenants prefer toconnect easilywithout having to schedulean install.

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Midco Community CableTV offersmultiplepackageswith local and cable channels. Residents canupgradeor addservicesif you have digital equipment already inplace– no propertyvisit from a Midco tech required.

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Health care, higher ed, and happy Thanksgiving

What do you get when you cross health care and higher education?

Anwer: topics in this month’s issue of Prairie Business. One of the stories is about a new robotics knee-replacement system that Essentia Health has adopted; the other highlights research that a group of scientists at North Dakota State University is conducting to help those with diabetes.

I don’t want to give any secrets away here – you’ll have to read the stories to learn more about these topics – but it was exciting to speak with sources about these innovations and what role they will play in the future of health care and its patients.

There also are stories about new adopted technology in the biology lab at Dakota Wesleyan University, in Mitchell, South Dakota, and how NextBlue of North Dakota keeps expanding its Medicare Advantage offerings across the state.

Outside of health care and higher ed, architecture and engineering experts share what they are doing to stay on top of their game in a tight labor market. Some of the professionals Prairie Business tapped also remark about the trends they are noticing and what may be on the horizon.

There’s more within these pages, of course, and we hope you enjoy the read.

And speaking of what’s on the horizon, Thanksgiving is just around the corner.

We don’t need a holiday to thank our loyal readers and business partners, but it seems fitting to express that gratitude now.

Prairie Business couldn’t do what it has done for the past two decades without the support from our partners and readers and sources – and we thank you, one and all, for being a part of the business community and the work you do within it. And thank you for supporting this magazine and its mission to highlight trends and bring industry news to people across the region.

All of us at Prairie Business wish you a happy Thanksgiving, and we hope you enjoy this month’s issue of the magazine.

Happy reading!

Andrew Weeks

I look forward to hearing from you at aweeks@prairiebusinessmagazine.com or 701-780-1276.

PUBLISHER KORRIE WENZEL

AD DIRECTOR STACI LORD

EDITOR

ANDREW WEEKS

CIRCULATION MANAGER BETH BOHLMAN

LAYOUT DESIGN JAMIE HOLTE

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.

SUBSCRIPTIONS

Subscriptions are free prairiebusinessmagazine.com

ADDRESS CORRECTIONS

Prairie Business magazine Box 6008 Grand Forks, ND 58206-6008 Beth Bohlman: bbohlman@prairiebusinessmagazine.com

ONLINE www.prairiebusinessmagazine.com

Scientists at Work

Three NDSU scientists are developing a wearable device to detect the onset of diabetes. Research also aims to help other industries, including workforce needs

By Andrew Weeks

Three professors at North Dakota State University, teaming with five other universities and partners in the private sector, are developing cutting-edge technology that seeks to improve health care needs of patients while also targeting the region’s workforce challenges.

The wearable device they are creating with help from more than

$1.4 million from the National Science Foundation will predict the onset of diabetes. And because it includes using artificial intelligence and research from other disciplines – 3D printing, nanotechnology and sensor development, among them – it will open the doors to AI-integrated curricula in schools and certificate programs for industry professionals.

DR. DANLING WANG, CENTER, ASSISTANT PROFESSOR OF ELECTRICAL AND COMPUTER ENGINEERING AT NORTH DAKOTA STATE UNIVERSITY IN FARGO, SHOWS OFF RESEARCH SHE AND TWO OTHER SCIENTISTS — NOT PICTURED, DRS. JEN LI, PROFESSOR OF COMPUTER SCIENCE, AND KRISTINE STEFFEN, PROFESSOR OF PHARMACEUTICAL SCIENCES — ARE DEVELOPING TO DETECT THE ONSET OF DIABETES USING ARTIFICIAL INTELLIGENCE. IMAGE: COURTESY OF NDSU

“This project will enable a transformational advancement in the capabilities of AI in edge devices by developing new algorithms, hardware, sensors and devices,” Dr. Danling Wang, assistant professor of electrical and computer engineering, one of the instructors awarded the funding, said in a statement announcing the project. “Multiple patents and intellectual property are expected from this effort and our team will work with existing industry partners or spinoff small businesses for commercialization.”

The smart device – likely similar to a wristwatch – will monitor a patient’s breath and give results without the need of a doctor’s interpretation.

In a follow-up interview with Prairie Business, Wang said the breath analyzer is not a new concept. “But the breath analyzer for the diabetes application, that’s new. … The concept of the AI in the sensor device, that’s another new technology we will be developing.”

The other scientists are Drs. Jen Li, professor of computer science, and Kristine Steffen, professor of pharmaceutical sciences.

The device will give the wearer real-time diagnosis.

“There are lots of things AI can do. We tried to simplify it – we’re going to use a very simple device,” Wang said. “We’ll provide the user a very simple interface, like a smartwatch, but easier than that so they can easily see their personal data, like blood glucose levels and heartbeats, and we can make some simple predictions to help them understand if they’re in a normal range or upper range and when to see a doctor.”

The project builds upon one that Wang has been involved with for a number of years.

“I want to add something about the novelty of this project,” said Li. “There are lots of apps and devices for diabetes monitoring and recommendations. For ours, we don’t need the support of a cloud right now to support intelligence. We collect data at the user side

and then transport the data to a centralized location where it can be analyzed and processed, so AI can be implemented.

“For our project, the novelty is we push the AI to the edge device where it can protect users’ privacy without pushing their data to a third party. Also, they can get immediate, personalized results.” (Edge, meaning computing that ensures processing is geographically or physically closer to the end-user.)

Many local companies have shown support for the project, the scientists said, and noted the research will be a boon to industries and businesses.

“The workforce training program of this project will provide high-quality potential employees for the community, and the pro -

continued on page 15

New owners take charge

of Dale Carnegie of North Dakota & Northwest Minnesota

By Andrew Weeks

FARGO, N.D.

• New owners are now leading the efforts of Dale Carnegie of North Dakota & Northwest Minnesota.

But don’t worry, the same expert vision for which the organization has become known will remain in place.

Previously owned by Bethany Berkeley, the new owners are Melis sa Marshall and Sarah West, both who are partners at CoreCounts Analytics. West also is the owner of Light Consulting.

In making the announcement, Berkeley said it wasn’t easy for her to give up what she has enjoyed doing for the past several years.

“I had to make the difficult, yet right decision, to sell my ownership in the Dale Carnegie franchise,” Berkeley said in a statement. “We do amazing human-centered work. This is precisely why I chose two humans that will treat our team and clients with respect while being powerful forces for good in the communities we serve. My role now is to focus on my unexpected health journey with my family, and cheer Melissa, Sarah and the DC team on, as they continue to be a high-caliber professional resource.”

Marshall said Berkely had approached her and West about becoming the new owners.

“When we were approached by Bethany, who we have collaborated on projects with in the past, we knew this was the work of a greater force – God – and went all in on determining how best we could support her, her team and their clients,” Marshall said. “It was an immediate alignment in core values, and we know in this ever-changing business environment, the results-driven work of Dale Carnegie training is needed now more than ever.”

Erica Johnsrud, director of brand and community relations, told Prairie Business that other parties were interested in taking ownership but Berkeley previously partnered with Marshall and West and “the values aligned perfectly.”

“She knew that they would be the best fit for the organization and for the team,” Johnsrud said. “After several conversations it became more and more apparent that this was the right fit, and Bethany knew that they would treat the team and clients with the utmost care. From there, Melissa and Sarah had the opportunity to meet with the global Dale Carnegie team to see if they were a good fit for owning this franchise. It isn’t an easy process, and that’s what makes it even more special, that everything came together.”

The new owners – and their team of five full-time staff and contract trainers – will continue to collaborate, innovate, lead, and facilitate training solutions from the railyard space at 1630 1st Ave. N. Suite B

No. 3, in Fargo. They have plans to continue to offer the core Dale Carnegie courses and in-house customized training solutions for which the organization is known, with a specialized focus on communication and interpersonal skills, presence and storytelling, sales and customer service excellence, leadership training for new and aspiring managers and experienced managers.

All solutions are offered in versatile formats: in-person, live-online, or blended. They represent clients primarily in the manufacturing, distribution, engineering, construction, government, agriculture, technology, finance, and professional service industries. Both owners have extensive experience in leading teams and facilitating training.

“We are honored to continue bringing the transformative Dale Carnegie tools and history to the region. The training programs have stood the test of time and deliver business results,” West said. “This specific franchise is the strongest it’s ever been in its 20 years of existence. We have big work to do and are grateful Bethany chose and trusted us to do that work.”

Johnsrud said there are no planned changes at this time, but operations will be business as usual.

“The Dale Carnegie team has created such a strong foundation in our community and will continue to carry on the tradition of transformation,” she said. “The core of what we do will not waiver, as our trainings are based on the fundamentals that Dale Carnegie himself set forth 110 years ago – time-tested and proven to create transformation within the workforce, and within employees.”

MELISSA MARSHALL AND SARAH WEST ARE THE NEW OWNERS OF DALE CARNEGIE OF NORTH DAKOTA & NORTHWEST MINNESOTA.

continued from page 13

posed edge AI technology can benefit local industries such as agriculture and manufacturing,” Li said.

“Through this project, we will teach students – undergraduate students, graduate students. We also have a plan to invite high school students to experience this research. From this point of view, this is to help them to train the future workforce.”

Funding for the research will last four years. The University of Alabama is the lead partner on the project; other collaborating institutions are the University of North Dakota, the University of Arkansas, Alabama A&M University and Nueta Hidatsa Sahnish College.

Beyond this project, Wang said the technology may be used by ag producers to detect certain diseases in plants.

“The research can be used for other applications, like cancer detection,” she said.

Leaders take charge: 4 practical ways to create an employee experience that drives retention

Leaders take charge: 4 practical ways to create an employee experience that drives retention

By DeLinda Washington, Senior Vice President and Chief People Of ficer at HealthPar tners

By DeLinda Washington , Senior Vice Preside nt and Chief Pe ople Of ficer at HealthPar tners

As an organizational leader, you face constant pressure to find innovative ways to combat recruitment and retention issues that threaten the stabilityof yourorganization These problemsare onlyworsening due to social , economic and health stressorsthat are notletting up

As an organizational leader, you face constant pressure to find innovative ways to combat recruitment and retention issues that threaten the stabilityof yourorganization These problemsare onlyworsening due to social , economic and health stressorsthat are notletting up

I’ve been there, st an ding at the front lin es of these demanding challenges over the last few years– helping leadour 26 ,0 00 employeeswho work acrossour care and coverage services – whether it be in our hospit al s, clinic s and sp ecialt y centers or ininsurance administration An d on the most difficult days ,I to ok solace in knowin g that leader ship isn’talwaysab out knowin g the right answer

I’ve been there, standing at the front lines of these demanding challenges over the last few years– helping leadour 26 ,0 00 employeeswho work acrossour care and coverage services – whether it be in our hospital s, clinic s and sp ecialt y centers or ininsurance administration An d on the most difficult days ,I took solace in knowing that leadership isn’talwaysabout knowing the right answer Instead,it ’s about centering yo ur organization around the voices of your employe esacross your organization – their perspectives , their interest s, their needs and their concerns Byidentifying what matters most to them, you can create strate gies that will have the biggest impac t on business performance and retention,helpinglead where your organization is heade d.

Instead,it ’s ab out centerin g your organization around the voices of your employe esacross your organization – their perspectives , their interest s, their ne eds and their concerns Byidentifying what matters most to them, you can create strate gies that will have the biggest impac t on business performance and retention,helpinglea d where your organization is heade d.

Here are four prac tical steps you can take to create a dynamic employe e exp erience that will motivate more people to join your organization, st ay the course,and feel connec te d, suppor te d and inspired ever y day.

Here are four practical steps you can take to create a dynamic employe e exp erience that will motivate more people to join your organization, stay the course,and feel connec ted, suppor te d and inspired ever y day.

1. Re-envision your businessstrate gy through the voice of your workforce

1. Re-envision your businessstrate gy through the voice of your work force

When executing a businessstrate gy,it ’s easy to getlost in the numb ers like op erational data about key performance indicators (KPIs), savings, profit s, losses, etc. Yet your work force is the engine behind what keeps those numb ers healthy and moving in the right direction.

When executing a businessstrate gy,it ’s easy to getlost in the numb ers like op erational data ab out key performance indicators (KPIs), savings, profit s, losses, etc. Yet your work force is the engine behind what keeps those numb ers healthy and moving in the right direction.

That ’s whyit ’s important to take time to invest in and empower yourgreatest asset– your employees – and that means making their exp erience at your organization a produc tive, happy, healthy and fulfilling one. It ’s a small investmentthat will payoff tenfold through the retention of valuable talent, not to mention helping you get your business strate gy back on track.

That ’s whyit ’s important to take tim e to invest in and empower yourgreatest asset– your employe es – and that means making their experience at your organization a produc tive, happy, healthy and fulf illing one. It ’s a small investmentthat will payoff tenfold through the retention of valuable talent, not to mention helping you get your business strate gy back on track.

Your comp etitive edge ultimately relies on your ability to hinge togetherwhat your employees want outoftheir experience with your operational business strate gy

Your comp etitive edge ultimately relies on your ability to hinge to getherwhat your employees want outoftheir experience with your operational business strate gy

You’ llthen be able to define gaps and connections that span across your op erating plan and their experience– from recruitment, onboarding, development and retention – to why someone lef t. It will help you take a hardlo ok at your organizational culture and how diversit y, equity, inclusion, leadership, technology, flexib leworking arrangement s, benefits and other fac torsplay into each stage.

You’ llthen be able to define gaps and connections that span across your op eratin g plan and their experience– from recruitment, onboarding, development and retention – to why someone lef t. It will help you take a hardlo ok at your organizational culture and how diversit y, equity, inclusion, leader ship, te chnology, flexib leworking arrangement s, benefits and other fac torsplay into each stage.

2. Cultivate candid employee feedback that fosters meaningfulculture changes

It all starts with listening Millennials and Generation Z want more opportunities to be heard at work It’s important to understand how they think and why because what motivates themmight differ from other generations. Look at ways to incorporate listeningelements at key moments through each employee’s experience and make sure you’re not leaving anyone out.

One way to gain valuable feedback from your employee population is to administer an annual survey Insteadof designing it yourself, hire athird-part y company that has experience administering surveys nationally This ensures that the survey is based on st andard data that lets you know where youst and compared to other organizations in the same industry

3. Create an inclusive, flexible environment

When it comes to suppor ting the well-b eing of your work force and listening, oneofthe biggest issues talked about is flexib lework environments Many organizations like HealthPar tnersnever considered a completely remote or hybrid work force pre-pandemic; now it ’s hard to thinkof our work force any other way. Our employees are thriving and they ’re just as produc tive as before

The feedback we got fromour annual surveys was loud and clear too– people wanted this flexibility to continue Af ter sharing thisinformationwith our leaders and managers, they decided which work structure would best suit their team

remote or hybrid– and then made it permanent. Then it ’s about surrounding your team with the right suppor t, technology and to ol s within that environment to ensure coll aboration, social time, engagement and recognition continue, too.

Leaders and managers should also look at ways to drive workplace inclusion that are unique to each environment–fromminimizing conscious and unconscious bias,prioritizing flexiblehours, ensuring participative decisionmaking and impartial treatment to other resources that of fer work-life support, like an Employee Assistance Program (E AP).

4. Prioritize health and well-being throughout your culture

When we talkabout burnout, what’s behind that is unmet needs. We’ve hearda lot of about how the pandemic has af fectedmental health, but it’s bigger than that It ’s really considering how to proactively take care of whole health –thephysical,emotional, mental, spiritual, social and financial.

You can’t let those needs go unchecked for too long – you have to be proactive and surround your workforce with tool s, information and suppor t to help them thrive. Retention depends on it

Lean on a partner,like your health plan, that of fers comprehensive, robust suppor t, and not simplya laundry list of disjointed apps and programs.

Health plans that prioritize prevention and proactive outreach can help you be well-equipped to meetunmet workforce needs and create a positive employee experience.

At HealthPartners, ourintegrated medical, dental and pharmacy coverage and health and well-being suppor t take a systemic approach to improving workforce healththrough connected teams, technology and programs That means we can easily refer people to different services to meet ever-changing needs, of fer the right support at the right time, make life-saving treatment decisions, all while sharing vital information to help detect conditions earlier

We can help you care for all the needs of your workforce, giving you more time to spendshaping the inclusive culture your employees want. Investing in personalized employee experiences that directly address ever-changing needsis much more likely to have a positive ef fect on retention and make your bottom line healthier for it

HealthPar tners brings top notchhealth care and insurance coverage together regionally and across the countr y through simple, affordablesolutions.

We of fera range of flexible, fully insure d and se lf-insured integrated medical, dentaland pharmac y health plan options for employers of all sizes in Minnesota, Nor th Dakota and South Dakota Learn moreat healthpartners .com/insurance

DeLinda Washington is Senior Vice President and ChiefPeople Of ficer at HealthPartners She is responsible forleading human resources across the organization and strengthening our Head + Hear t, Together culture. DeLinda has more than 28 years of exp erience in human resources with a re cord of success in providing leadership, vision and management to industry leaders.

We’reyourpartner with

We’reyourpartner with aplan

We’reyourpartner with aplan

aplan

When it feelslikeyou’recaughtbetween your company’sbottomlineandfinding health benefits your employeeswill value, HealthPartners is your partner with aplan.

When it feelslikeyou’recaughtbetween your company’sbottomlineandfinding health benefits your employeeswill value, HealthPartners is your partner with aplan.

When it feelslikeyou’recaughtbetween your company’sbottomlineandfinding health benefits your employeeswill value, HealthPartners is your partner with aplan.

Partne ring with businesses of allsizes

Partne ring with businesses of allsizes

Partnering with businesses of allsizes

Apar tnership youcan trust

Apar tnership youcan trust

Apar tnership youcan trust

Beingasmallbusiness ownerisn’t easy.Running amedium or largebusinessisnowalkinthe park ,either.Intoday ’s ever-changingbusiness environment, HealthPartner sis proud to of feraffordable,f lexible,top-rated health plans.

Beingasmallbusiness ownerisn’t easy.Running amedium or largebusinessisnowalkinthe park ,either.Intoday ’s ever-changingbusiness environment, HealthPartner sis proud to of feraffordable,f lexible,top-rated health plans.

Beingasmallbusiness ownerisn’t easy.Running amedium or largebusinessisnowalkinthe park ,either.Intoday ’s ever-changingbusiness environment, HealthPartnersis proud to of feraffordable,f lexible,top-rated health plans.

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NDAREC unveils new Lineworker Training Center, renovated headquarters building

By Andrew Weeks

The North Dakota Association of Rural Electric Cooperatives has a new Lineworker Training Center and a renovated headquarters building.

Both are a bright spot for the NDAREC, according to Josh Kramer, general manager and executive vice president.

The $4 million, 26,337 square-foot training center will be a boon to Bismarck State College’s lineworker program and the electric cooperative workforce, he said, while the renovated headquarters is a much-needed upgrade for the original structure that was built in the 1960s.

The NDAREC celebrated the opening of the new buildings at a ceremony on Oct. 14 at the campus, 3201 Nygren Drive N.W., Mandan.

Kramer, in a statement before the grand opening, said the training center is a “testament of the electric cooperative commitment to our current and future workforce, to meeting the needs of our industry and,

above all, powering the lives of our members and the communities we serve.”

The facility boasts an 18,000-square-foot indoor training arena and 50-foot walls with 44-foot ceiling clearance, providing opportunities for lineworkers and students to practice skills required for the construction and maintenance of overhead and underground electrical infrastructure. Two classrooms for instruction and a simulator room for commercial driver’s license training also are included in the facility.

A highlight of the building is the Cooperative Center, which offers flexible education, training and meeting spaces with improved technology, according to information provided by the NDAREC. With floor-to-ceiling artwork, video monitors and displays, the Cooperative Center tells the story of North Dakota’s electric cooperatives and shares the cooperative principles and values that guide their work. Two electric vehicle charging stations have also been installed for future use.

About 70% of the $4 million training center is funded by a grant from the Economic Development Administration, Kramer told Prairie Business, but private donations from NDAREC’s member cooperatives also have contributed to the project. The latter also funded the renovated headquarters building.

Kramer said there are many things he is excited about with the completed project, but mostly the opportunity it provides for industry.

“I think the thing I am most excited about is the opportunity this is going to provide to train the current and future workforce,” he said. “It’s really important, as leaders of utility businesses, that we invest in the workforce and support the one and only lineworker training program in the state of North Dakota. Our members made that a priority and pursued this project. I think that’s going to be a great benefit to the state and the region.”

TOP: A VIEW OF THE NEWLY RENOVATED NDAREC HEADQUARTERS BUILDING. BOTTOM LEFT: U.S. SEN. KEVIN CRAMER SPOKE AT THE GRAND REOPENING CEREMONY ON OCT. 14. ‘THE WORK (OF NORTH DAKOTA’S ELECTRIC COOPERATIVES) IS A HEROIC VENTURE. LINEWORKERS ARE AS IMPORTANT AS THE EMERGENCY RESPONDERS WHO ARRIVE AT AN ACCIDENT, BECAUSE THEY PREVENT THE ACCIDENT FROM HAPPENING. THE DEMAND FOR YOUR SKILLS IS ENORMOUS. WE NEED YOU.’ SEN. JOHN HOEVEN, MANDAN MAYOR TIM HELBLING, NDAREC BOARD PRESIDENT BOB GRANT, AND NDAREC EXECUTIVE VICE PRESIDENT AND GENERAL MANAGER JOSH KRAMER ALSO SPOKE AT THE EVENT. BOTTOM RIGHT: THE NEW LINEWORKER TRAINING CENTER. IMAGES: COURTESY OF NDAREC

Robots in the operating room

Essentia

When Dr. Roxanne Keene joined Essentia Health in 2019, she had just started hearing of a new robotics system to assist surgeons with knee-replacement procedures. She considered what the new tool could do for surgeons and patients alike, and thought someday maybe she would get to use it.

Those thoughts came to fruition this past July when Essentia Health adopted the ROSA Knee System. As expected, it has helped Keene, an orthopedic surgeon specializing in knee-replacement, while in the operating room. It also has been a boon for many patients.

By Andrew Weeks

“The technology behind it – and the reason Dr. (Sam) Lindemeier and I chose the ROSA – is because it allows us to still do what we were doing before; it doesn’t change our technique a lot. What it does is it gives intraoperative feedback, and so by making a more precise position for the implant, it gives better quality outcomes.”

Health unveils new robotics system that one surgeon says provides better results for kneereplacement patients

DR. ROXANNE KEENE, AN ORTHOPEDIC SURGEON AT ESSENTIA HEALTH IN FARGO, STANDS IN AN OPERATING ROOM WITH THE ROSA KNEE SYSTEM, A NEW ROBOTICS TOOL THE HOSPITAL RECENTLY ADOPTED. KEENE SAYS THE SYSTEM MAKES SURGERY MORE EFFICIENT AND, HOPEFULLY, BECAUSE IT HELPS BETTER PLACE IMPLANTS, WILL ALLOW MORE LONGEVITY OF THE PROSTHESIS. IMAGE: COURTESY OF ESSENTIA HEALTH

Those better outcomes are what matter when it comes to surgery and patient recovery.

The ROSA, designed by Zimmer Biomet, uses data collected before and during surgery to inform surgeons about details related to the patient’s unique anatomy that may affect the implant fit. The ROSA, which has its own arm-like appendage and a computer monitor, doesn’t perform the surgery, but instead works as an assistant, providing real-time data that allows the surgeon to plan for and carry out personalized surgery based on the patient’s individual needs.

Trackers or navigational tools are placed in the femur and tibia. The robot arm moves with the placed tracker, always keeping aligned with it; the computer reads information and relays it to the surgeon.

Dr. Keene said knee arthroplasty is a “very successful surgery in and of itself.” She used to send patients for an MRI before surgery to help with preoperative planning, but with the new system that step has been eliminated.

“Before surgery, I knew exactly what prosthesis was best for the patient,” she said. “With the ROSA, I don’t need to get that preoperative MRI. It’s just a preoperative X-ray, so it shortens the time for the patient, and then we do the preoperative plan. We kind of have what we had before; but now by balancing the knee and looking at more of the soft tissue, we can make adjustments in surgery as well. … Those little, subtle differences hopefully improve outcomes.”

The majority of patients who need knee-replacement would be candidates for the ROSA system, Keene said, but it is especially recommended for patients diagnosed with osteoarthritis who have knee pain, swelling, stiffness and decreased flexibility despite undergoing conservative treatment.

The ROSA is an example of the direction the medical field is heading in an age of robotics and artificial intelligence. The global pandemic has certainly accelerated the technology’s use and development, prompting an even more vigorous look at the ways it may benefit the health care industry and its patients.

“As technology continues to intensify, robots are used to assist surgeons in performing delicate and complex procedures and to deliver care to patients in hospitals and long-term care facilities,” according to a Forbes report on May 31, further noting that technology, including AI, may help analyze “large amounts of data and identifying patterns that might help researchers and doctors better understand conditions like cancer, as well as liver, kidney and heart disease.”

Business Insider reported in 2019, a year before the pandemic, that a market intelligence report by BIS Research noted the global health care robotics market was valued at $5.40 billion in 2017 and is estimated to reach $11.44 billion by 2025.

The ROSA is an example of what the future of health care may look like in the region and around the country.

Keene and some of her colleagues unveiled the system during a seminar on Sept. 27 in Fargo, sharing with those in attendance this option for knee-replacement surgery.

She said it is not the only robotics orthopedic system on the market – “there are different implant companies and obviously they are all tried and true,” she said – but the ROSA allows Keene to stay with the procedures with which she is already familiar.

“I didn’t have to learn the nuances of a new system,” she said. “But again, this just gives us a little extra advantage.”

Keene also said patients she has met with for their six-week post-surgery visits have been “very happy” with the outcome.

“Like I said, it doesn’t change the procedure a lot for us,” she said, noting since the system is still fairly new there are no prosthetics longevity studies available just yet. “But our hope is that there’ll be more longevity of the implant; if it gets in the more optimal position, hopefully long-term we’ll see better results.”

What’s happening in the worlds of architecture and engineering?

By Prairie Business

As with the times, trends change. Prairie Business reached out to a few architecture and engineering companies to get their take on what is happening with them these days and what they are noticing in the industry. We appreciate all of those who answered questions.

AE2S

Name one industry trend you notice today and how it has or is impacting AE2S.

During the recent pandemic AE2S had to search for innovative ways to continue advancing important projects and help our clients meet public bid opening requirements.

In the last couple years, our projects have gone from nearly 100% paper bids that include in-person bid openings, to an estimated 25% in 2022 that will be submitted online through a platform such as QuestCDN and will include a virtual option to attend the bid opening utilizing platforms such as Teams, Zoom, etc.

With clients throughout the United States, online bidding creates a platform of convenience and efficiency, ultimately resulting in reduced cost for the client. Although I don’t see all projects bidding virtually anytime soon, the trend towards online platforms will steadily increase over time.

Jasper Klein, PE Bismarck Operations Manager

What are the most important skills an engineer can have these days?

Understanding the technical aspect of your chosen career is no doubt important but some of the most important skills an engineer can have are the “soft skills” that they don’t teach in school.

Of all the soft skills that exist, effective communication (both written and verbal) is number one on the list.

Whether it is being done internally with coworkers or externally with clients or the public, great communication skills will elevate you in the engineering industry. The best thing about most (if not all) soft skills is that if you are willing to put in the work, you can improve and develop them over time.

Ryan Grubb, PE Fargo Operations Manager

As an engineer, what is your favorite software to use and why?

Bim360 Insight, by Autodesk, is easily my favorite software to use. Its integration with Revit allows for easy model sharing and linking, and its 3D model generation allows for intuitive controls to review facility layout and to check for conflicts within interdisciplinary facility projects. I have also found it to be very useful during design review meetings with clients.

Most clients don’t spend their days looking at 2D drawings. The ability to look at, rotate, cut through, and even walk around in a virtual environment allows everyone the ability to quickly grasp otherwise difficult to understand areas or projects.

Jordan Grasser, PE Grand Forks Operations Manager

What is a project the company recently completed, or is working on, that you are most excited about?

AE2S is nearing completion of a new raw water intake pump station and ultrafiltration membrane water treatment plant for the City of Pierre, South Dakota. Construction of the new water treatment plant, which also includes a submerged intake screen and raw water pump station, began late summer of 2020.

The City of Pierre abuts the Missouri River. Although the Missouri River has been used in the Pierre region for recreation, fishing, and power generation, the City of Pierre has always relied on ground water wells to supply drinking water to its residents. Pierre’s existing groundwater contains extremely elevated concentrations of manganese and iron, which creates discolored water that can stain anything it touches.

Conclusions from a preliminary engineering report by AE2S indicated that construction of a new surface water treatment plant utilizing the Missouri River along with ultrafiltration membranes for the main treatment process would be the most feasible alternative for the city. The city solicited input from residents during public meetings to gauge public support.

Ultimately, the community’s support for better quality water was evident with approximately 73% of the residents voting in favor of the new project.

Ryan Grubb

Jordan Grasser

Jasper Klein

AE2S and the City of Pierre determined that due to the complexity of the project it would be best to contract the project using the CMAR approach – Construction Management at Risk. The CMAR process is fairly new within South Dakota and allowed the city to review the qualifications of various contractors and select the contractor most qualified to complete their new project.

Brian Bergantine

The new Pierre Membrane Drinking Water Treatment Facility is scheduled to begin distributing water to residents at the end of October 2022. AE2S is excited to be part of the city of Pierre’s project that will deliver high-quality drinking water to South Dakota’s Capital City.

Brian Bergantine, PE Operations Director

Using your crystal ball, what do you see for the engineering field in the region over the next five years? Where is it going?

Technology is unquestionably changing the world around us, and our industry is no exception.

We have recently seen the use of technology increase exponentially to accommodate “social distancing” and a remote workforce.

Software systems are offering excit-

ing opportunities to increase efficiency and effectiveness of working relationships with both internal teams, and collaboration with client and contractor partners. Artificial Intelligence (AI) and Machine Learning (ML) are continuously advancing, allowing seemingly endless data collection to be actionable and, at times, automated. We are seeing the very beginnings of software that can complete the preliminary design of facilities and watching autonomous drones with the ability to 3D print building structures.

We have an incredible opportunity to embrace the accelerated technology advancement and use developing tools to support our clients and projects in ways that we can barely imagine today.

Grant Meyer, PE Chief Executive Officer

ARCHITECTURE INCORPORATED

Name one industry trend you are noticing today and how it is impacting the company:

Over the past few years, clients seem to be transitioning to using the Construction Manager at Risk delivery method. There are pros and cons to every delivery method and we do our best to educate owners so that they can make an informed decision on which model is best for their unique needs. Regardless of which delivery method is selected, our team is comfortable with the process and relies on our strong industry partnerships and transparent communication to ensure a successful project.

What role does technology play at Architecture Incorporated?

We believe it is important to stay ahead of the curve with the

continued on page 24

Asustainable approach:

adapting existing buildings toprovide modern community and comfortable livingspaces.

Grant Meyer

continued from page 23

latest technology to provide our clients with an excellent experience and allow our staff to efficiently manage their projects. Our team utilizes many different technologies, including high-quality rendering programs, a 3D printer, and virtual reality technology. This technology enables both the client and internal design team to immerse themselves into the proposed design and make design decisions early in the process, resulting in a better overall project.

What is the best thing about working in the architecture industry today?

There are a lot of exciting projects currently being designed and built that we are fortunate to be a part of! Our team has always appreciated the variety of project types that we are able to work on, as it allows us to flex our creative muscles and stay ahead of current industry trends.

On the flip side, what is the most challenging?

There are significant challenges currently with regard to supply chain management and cost inflation. Both require creativity and additional planning to collaboratively develop solutions and ensure that expectations are realistic. Some strategies that help to mitigate the risk include early preconstruction market-based estimating, incorporating multiple bid packages and add alternates, and working with contractors on early procurement.

Are there any design trends that came about because of the pandemic?

Following the pandemic, we have certainly noticed a desire to have more flexibility in the design to accommodate remote workers. There are more spaces where someone can touch down in the office versus having a dedicated office for that person. The hybrid work schedule trend has also led clients to try to blend the comforts of home within the commercial environment, incorporating a variety of lounge spaces for added comfort.

Lauren Deshler

Principal

Architect,

Sioux Falls office

KILBOURNE GROUP

Name one industry trend you notice today and how it is impacting the company.

In residential property management, we’ve seen the industry trend toward proactive service. Instead of waiting to be alerted to a problem by a resident, we use the latest technologies and smart home systems to ensure we know about problems as soon as they start. We can now receive alerts earlier through multiple sensors throughout units that monitor moisture, temperature, etc. This technology offers incredible convenience for remote home management to our residents, and importantly, allows our maintenance team to address potentially damaging issues immediately.

With that trend in mind, and viewing your crystal ball, what do you foresee for the industry over the next three to five years? Where is it going?

This smart home trend ultimately drives transparency. Today, if a resident has an issue with their home, they are afforded access to the whole process, from receipt to complete. I also see self-showings shifting the industry. People want to be able to view and tour their choices online, then be able to visit in-person at their convenience. This evolution changes how we staff, train, and retain skilled professionals can leverage technology to provide the ultimate customer services and exponentially increase their productivity.

What, in your opinion, makes Centric Management stand out from other companies in the region?

Centric Management is a team of early adopters to new technologies. We welcome the challenge of integrating new platforms, which allows us to deliver an exceptional living experience for our customers. The location of our properties is a big differentiator, too. Each new project honors the history of its location, and is designed to contribute to downtown Fargo’s true walkability. Every resident is within blocks of services, entertainment, culture and daily errands.

What qualities or traits do you look for in potential hires to make sure the company continues to offer exceptional service?

We look for rockstars in customer service. No matter what industry someone is in, if they are delivering phenomenal customer service we will recruit. We’ve found we can’t really teach it, so we start with their service skill and then teach them our industry.

What is a project the company recently completed, or is working on now, that you are most excited about?

We are so excited to begin building Riverhouse this fall. Riverhouse will be more than 100 new living units in the walkable core of downtown Fargo, along the beautiful Red River. It will be at the corner of 4th Avenue and 3rd Street North, with completion anticipated in late 2024.

We designed the building and units with the proximity to the river and the love of outdoor recreation at the center of our decisions. It’s apartments with river views, some with windows on three sides, larger living rooms, rooms for kitchen tables, and customized storage for your canoe and cross-country skis! Fargo is poised to double down on recreation on the Red River and we’re excited to be part of that.

Jamie Hager

Vice President of Centric Management and Multifamily Asset Manager of Kilbourne Group, Fargo

Lauren Deshler

Jamie Hager

Prairie Business celebrates with award winners at annual event

By Prairie Business

FARGO – Prairie Business and invited guests gathered for an evening celebration Thursday to honor recipients in the magazine’s annual award categories.

In total, about 100 people – award winners and their guests – joined in the evening celebration at the Radisson Blu in Fargo.

Those honored were recipients of this year’s Leaders & Legacies, which Prairie Business started in 2019. It is the magazine’s most prestigious award and honors executives from around the region who have had successful careers, including leaving a legacy of exemplary leadership. Other award winners were those in the magazine’s annual contests, Top 25 Women in Business and 40 Under 40.

The Top 25 Women in Business profiles female business leaders who have achieved remarkable success in their business and industry; 40 Under 40 highlights exemplary business professionals, male and female, from around the region who have gained notable achievements in their career and community.

In total, 74 award winners were recognized. Nine were named as Leaders & Legacies. Not every award recipient attended the event, but each was named during the ceremony. Leaders & Legacies recipients in attendance were invited to give a short acceptance speech.

continued on page 26

JANELL REGIMBALL, LEFT, AND AMY HASS VISIT DURING THE PRAIRIE BUSINESS AWARDS EVENT IN FARGO. IMAGE: ERIC HYLDEN / GRAND FORKS HERALD

continued from page 25

Dan Conrad, president and CEO of Blue Cross Blue Shield of North Dakota in Fargo, gave thanks for the recognition and those closest to him. He also thanked those he works with daily.

“Believe it or not, I have fun every day working in health insurance because I have such an amazing team,” he said.

Jodi Duncan, president of Flint Group in Fargo, garnered laughter from the audience when she joked about her age. “Thank you Prairie Business, this is quite an honor,” she said. “I was thinking, I would rather be a 40 Under 40, but I’m too old to qualify for that.”

She also gave a nod to the people she works with at Flint Group, noting they “help make me good at my job.”

Jeff LeDoux, senior adviser and former president and CEO of Houston Engineering, said “It is quite an honor to be a recipient of this award. It also is quite humbling to be associated with all of the other leaders and recipients of this award.”

LeDoux also thanked individuals in his life, as well as “the incredible team at Houston Engineering.”

Garth Rydland, president and CEO of Valley Senior Living in Grand Forks, North Dakota, had two reasons to celebrate on Thursday.

“First of all, thanks to Prairie Business,” said Rydland, who also made the audience laugh when he continued: “And thanks for everyone getting together on my birthday.”

Rydland said he turned 48 on Thursday. He also briefly addressed the challenges that his profession has been facing over the past

several years, noting “Long-term care kind of flies under the radar. … As a profession, I think we’ve been tested to the limits, and if you have any long-term care or health care folks in your lives, please reach out to them. Whether they’re in the acute care side or the long-term side, there are a lot of really damaged folks in health care right now and they really need your support.”

Trent Sorbe, president and founder of Central payments in Sioux Falls, South Dakota, said he was grateful to be included among the other award winners.

“I want to thank Prairie Business most of all for stretching to your neighbors to the south. It’s great to be included in this great group of companies,” he said. “Like the others have said, it is humbling to be up here with this great group of people.”

GUESTS VISIT DURING THE PRAIRIE BUSINESS AWARDS EVENT ON THURSDAY, SEPT. 29, AT THE RADISSON BLU IN FARGO. IMAGE: ERIC HYLDEN / GRAND FORKS HERALD

He also noted where his success originates. “I want to thank first and foremost, like everyone else, my family. Entrepreneurship … is a sacrifice for everybody in the family,” he said. “It certainly is the case with mine and I’m sure it is with everyone else’s. Everything I’ve done in my career is really the result of the support I got from my family.”

Sorbe, who lives in Brookings, South Dakota, said his company is only eight years old – “but growing fast in the financial technology space in Sioux Falls” – and noted the company’s success over those few years is all “because of the team that we try to put around us.”

The three others named as Leaders & Legacies recipients but who did not make the event included Todd Berning, owner and president of EPIC Companies in Fargo; Steve Burian, president and CEO of Burian & Associates in Grand Forks and Fargo; and Ronald Mielke, principal, senior project manager, and former CEO of TSP Inc. in Sioux Falls.

The awards event included a buffet table and drinks, and music from Billy Lurken, a musician from Mitchell, South Dakota. Sponsors of the event were BeMobile, Cornerstone Bank, and Northern Plains Label.

The award winners include the following:

2022’s Leaders & Legacies

Todd Berning, owner and president, EPIC Companies, Fargo, N.D.

Steve Burian, president and CEO, Burian & Associates, Fargo and Grand Forks, N.D.

Dan Conrad, president and CEO, Blue Cross Blue Shield of North Dakota, Fargo, N.D.

Jodi Duncan, president, Flint Group, Fargo, N.D.

Jeff LeDoux, senior advisor, former president/ CEO, Houston Engineering, Fargo, N.D

Ronald Mielke, principal, senior project manager and former CEO, TSP Inc, Sioux Falls, S.D.

Garth Rydland, president/CEO, Valley Senior Living, Grand Forks, N.D.

Todd Schaffer, president and CEO, Sanford Health, Bismarck, N.D.

Trent Sorbe, president and founder, Central Payments, Sioux Falls, S.D.

2022’s Top 25 Women in Business

Twylah Blotsky, Butler Machinery Co., Fargo, N.D.

Ashley Campion, Ulteig, Fargo, N.D.

CharRae Chwialkowski, Connect Interiors, Fargo, N.D.

Michelle Daggett, Lakeshirts, Detroit Lakes, Minn.

Brenna Grossbauer, Starion Bank, Bismarck, N.D.

continued on page 28

PBawards

NOVEMBER 2022

VOL 23 ISSUE 11

continued from page 27

Kristi Hall-Jiran, Altru Health System, Grand Forks, N.D.

Heather Hoyt, Mayville State University, Mayville, N.D.

Heather Huotari, Eide Bailly LLP, Fargo, N.D.

Jessica Karls, KLJ, West Fargo, N.D.

Kara Kayser, Trail King Industries, Inc., Mitchell, S.D.

Lindsey Kriens, Widseth, Baxter, Minn.

Theresa Kriese, Dakota Wesleyan University, Mitchell, S.D.

Saundra Lauer, WELL & Company, Alexandria, Minn.

Katie Lorenson, Alerus, Grand Forks, N.D.

Angie E. Lord, Vogel Law Firm, Fargo, N.D.

Jennifer Malloy, Apex Engineering Group, Bismarck, N.D.

Kristine Melby, Cornerstone Bank, Bismarck, N.D.

Becky Mindeman, Gate City Bank, Grand Forks, N.D.

Sarah Nupdal, Bell Bank at the Lights, West Fargo, N.D.

Janell Regimbal, Insight to Solutions, LLC, Grand Forks, N.D.

Angela Sersha, Sanford Health, Bismarck, N.D.

Traci Sletmoe, Bolton & Menk, Inc., Fargo, N.D.

Jenae Ste. Marie, Marsh McLennan Agency, Fargo, N.D. & Sioux Falls, S.D.

Mari Volk, Bismarck State College, Bismarck, N.D.

Wendy Wills, First International Bank & Trust, Sioux Falls, S.D.

2021’s 40 Under 40

Aaron Wimmer, Wimmer’s Diamonds, Fargo, N.D.

Alan Kemmet, Houston Engineering Inc., Bismarck, N.D.

Alex Dawson, Marsh & McLennan Agency - Dakotas, Fargo, N.D.

Amy Hass, EPIC Companies, West Fargo, N.D.

Andrea Sutheimer, Sanford Health, Bismarck, N.D.

Ashley Ross, KLJ Engineering, Bismarck, N.D.

Austin Morris, Enclave, West Fargo, N.D.

Becca Cruger, Grand Forks Region Economic Development Corp., Grand Forks, N.D.

Blain Johnson, Paramount Planning, Grand Rapids, Minn.

Blake Christianson, Greenberg Realty, Grand Forks, N.D.

Ever yprojec tisunique.Our team ofarchitec ts, engineer s, planners,andinteriordesigner sbelieve thebestdesignsarebuilt around—and with—the peoplethey’llser ve.Wor king together,wecreate welcoming space sfor wonderand grow th

GUESTS GATHER FOR THE ANNUAL PRAIRIE BUSINESS AWARDS CEREMONY AT THE RADISSON IN DOWNTOWN FARGO. IMAGE: ERIC HYLDEN / GRAND FORKS HERALD

Brandi Nelson, Lake Region State College, Devils Lake, N.D.

Brandie Haugen, Gate City Bank, Fargo, N.D.

Brandon Conkins, High Point Networks, West Fargo, N.D.

Brent Muscha, Apex Engineering Group, Fargo, N.D.

David Frank, Eide Bailly LLP, Aberdeen, S.D.

Deidre Beck, Banner Associates Inc., Brookings, S.D.

Derek Goebel, Altru Health System, Grand Forks, N.D.

Grant Kuper, Bolton & Menk Inc., Fargo, N.D.

Heather Leas, West Fargo Public Schools, West Fargo, N.D.

Jarda Solc, AE2S, Grand Forks, N.D.

Jill Nelson, Grand Forks Park District, Grand Forks, N.D.

Jon Rentz, Alerus, Grand Forks, N.D.

Josh Herbold, Bremer Bank, Fargo, N.D.

Josh Ranum, West River Health Services, Hettinger, N.D.

Julianne Horntvedt, ND State Council on Developmental Disability, Bismarck, N.D.

Kate Black, Inland Oil & Gas Corp., Bismarck, N.D.

Kristen Henderson, Midwest Veterinary Service, Watertown, S.D.

Lance Monson, Construction Engineers, Grand Forks, N.D.

Lauralee Tupa, Circle of Friends Animal Shelter, Grand Forks, N.D.

Lindsay Mack, Cornerstone Bank, Fargo, N.D.

Luke Heck, Vogel Law, Fargo, N.D.

Macy Francisco, BIO Girls, Fargo, N.D.

Maggie Brockling, Evolve Grand Forks, Grand Forks, N.D.

Mark Honzay, JLG Architects, Fargo, N.D.

Matthew Eaton, Family HealthCare, Fargo, N.D.

Melissa Frohlich, First International Bank & Trust, Bismarck, N.D.

Shawn Crowley, EAPC Architects Engineers, Sioux Falls, S.D.

Skyler Severns, Fargo Moorhead Adult Hockey Club LLC, Fargo, N.D.

Terri Miller, Architecture Incorporated, Sioux Falls, S.D.

Wylie Wenschlag, Ulteig, Fargo, N.D.

Creating opportunities

Positivity, team work, collaboration are key themes at Sandman Structural Engineers

By Andrew Weeks

When Kurt Sandman decided to start his own business, he knew what he wanted from it: “I wanted to create an opportunity to provide excellent customer service and a high quality product for the engineering industry,” he said.

Enter Sandman

mance to satisfy our main purpose, which is to serve others and make our clients win,” Sandman said. “The relationships within our teams are very important and are built and strengthened with our many culture events over the course of the year to bond and become closer as a unit.”

Sandman answered questions from Prairie Business about his company and some of the things he is noticing in the industry these days, as well as how he and his team meets some of the challenges presented today:

What is the most interesting or surprising thing you have seen or experienced in the industry since the company started?

The most interesting thing I have experienced is the transition of the highly experienced veteran people in the industry. The largest generation of people was the baby boomer generation and most are retirement age or have already retired recently.

Covid also pushed a lot of people in this generation toward retirement because of the global impact the pandemic had. With so many experienced people retiring, there are less younger people entering the industry because there are so many more career options out there today than there was 50 years ago.

This transition will be a big challenge for our industry to overcome. This is why investing time into our young people is so critical to get them practicing as quickly as possible for their career advancement.

Kurt Sandman

Structural Engineers, which started in 2005 and today has four offices and 67 employees. Over the course of the past 17 years, Sandman has noticed trends in his industry and said there are some things he has learned about being a business owner.

“The most important thing I have learned as a business owner is to treat people well,” he said. “Our people are our greatest asset and without our people we cannot carry out our mission to serve others. Especially in this tight market for acquiring talent, it is paramount to develop people and invest in them.” Fostering that philosophy begins with the day-to-day operations of the company and its culture, which Sandman and his employees have set over the years and which remains an integral part of the business. At the end of the day, it’s about employee engagement, working as a focused team, and helping clients achieve their goals. In a word, it’s about professional satisfaction.

“The philosophy of our culture here is to develop and create an environment of positivity, team work, collaboration, and commitment to fully engage all employees to wholly contribute to and advance the team and company’s perfor-

Is there one or two project areas that seem to be most in-demand in the Dakotas and Minnesota at this time? Why those areas, do you think?

Housing and mixed-use facilities (combination use of a building with a retail level and housing above), and warehouse facilities have been in high demand. I believe housing facilities are hot right now because the younger generations typically live in apartment-style housing for longer before settling into a permanent home.

Newer up to date housing facilities with integrated technology and amenities are what appeal to the younger people. Warehousing has grown tremendously due to how product destruction happens in today’s retail and supply world.

In what ways has the pandemic impacted your industry, good or bad?

Our industry was impacted in many ways. Mainly construction cost has risen to an all-time high. This is a result of lack of workforce in the industry from engineering to the construction trades. Lack of resources has put a strain on how fast materials can be produced for construction, which, with a high demand and low supply, has driven price increases.

Our industry proved it can work remotely. We already had remote team members prior to Covid, so we already had experienced that, but the entire industry did it at the same time. It proved we can do it and it can be done successfully in most cases.

We are mostly back to the office now as we feel building our culture and relationships is very important. It’s also more difficult to provide proper mentorship and guidance to younger staff virtually; so for them to get the best work experience and develop the way they can, in person is important in their most impressionable part of their careers right out of school.

How do you meet workforce and supply-chain challenges while making sure you’re still serving clients?

Supply chain issues are starting to slightly improve, although still challenging

for many. We also hear that materials are becoming more available and costs are starting to come down in some areas, which are good signs for owners. Workforce issues for our industry are felt by just about everyone across the board from truck drivers to superintendents.

Resource challenges are the same for us; finding talent for our teams to continue to grow to serve our growing clients.

How does the company go about finding new talent? What are some traits that make an individual a good fit at Sandman SE?

Meeting workforce challenges for us requires dedicated recruiting efforts and intentionality to have a presence at engineering schools and technical schools. Growing and investing in young talent has been a positive way for us to grow. Having our team members be connected to their alma maters and their former professors helps keep us linked to students.

Traits that we feel are important for potential team members are having a desire to serve people well, grow as a person, wanting to develop your career, and wanting to be part of a team that wins together then we will be a good fit.

In a snapshot perspective, how would you describe your industry in the region today?

Strong. All areas of our industry are strong in our region even in spite of inflation. The industry has been running at an all-time high for the last two years, so even if inflation calls for it to cool a bit, it will still be healthy.

Where do you see the industry going over the next two to five years?

Steady or moderate growth. The rate of growth will slow because of how aggressive the industry has been in the past two years when adding the recent inflation, but the industry will be strong and ride that level out from the success that has been produced in the recent past for owners to continue their growth.

Where do you see your company over that same time period?

Our company will continue to grow with the demands of our clients’ growth and the industry. We have grown every year since our beginning and will continue to do so.

What makes Sandman unique or stand out from other engineering companies?

Our people. Our people are amazing and when we focus all of our efforts on being excellent at what we do we can do remarkable things and serve so many people. Our people facilitate the success of others and we win when our clients win.

What are you most excited about with your company?

I am excited about our future. It’s such a privilege to have so many great people on our team and to be able to provide mentorship to help them grow is the most rewarding experience I have had. That’s why I get up and come to the office, to help others grow.

Connecting Point moves to new office in Grand Forks

By Andrew Weeks

Connecting Point, a full-service IT solutions provider headquartered in Watertown, South Dakota, opened its new office in Grand Forks, North Dakota.

The company has had an office in Grand Forks for several years, according to Dan Durkee, vice president of managed services, but the new location at 801 42st Street is a nicer setting for the small staff who will use the office.

The company celebrated the office opening on Sept. 22 with a ribbon cutting and open house that went until 4 p.m. The Grand ForksEast Grand Forks Chamber of Commerce Ambassadors were there for the ribbon cutting and to congratulate the company on its new office. Afterward, guests could stop by to see the new office, share in light refreshments, and learn more about the company.

PRAIRIE

Connecting Point was established in 1979 and today has several co-owners scattered across the Dakotas and Minnesota. Durkee, who resides in Sioux Falls, South Dakota, said the company specializes in all things IT, including promethean boards – basically, an interactive whiteboard often used in schools. It also has been recognized by other notable companies

WILL OSTRANDER, NETWORK ENGINEER WITH CONNECTING POINT, SITS IN HIS OFFICE AT THE COMPANY’S NEW LOCATION IN GRAND FORKS. THE NEW OFFICE HAS THREE INDIVIDUAL OFFICES FOR THE SMALL GROUP OF EMPLOYEES WHO WILL USE THE LOCATION. IMAGES: COURTESY OF MEGAN HERR / CONNECTING POINT

such as CISCO, HP and Microsoft, among others.

According to the company website, “We’re a group of IT professionals who have built a business to change the world.”

Durkee, one of the co-owners, said it is an exciting and fun time to be in the business, and the company is excited for its future and its new Grand Forks location. It sits not far from the Alerus Center, is in the same complex as Rite Spot Bottle Shop and Grand Junction Grilled Subs, and faces the complex of buildings where AE2S and ICON Architectural Group are located. It’s a good spot to set up shop, Durkee said.

Company President Bryan Waege, who works out of Watertown, said he is pleased with the new office setting and is excited to continue to be part of the Grand Forks community.

“We’re happy to be here,” he said, giving a nod to the staff who made the new office a reality. “We look forward to continuing to expand here.”

LEFT: CONNECTING POINT, A FULLSERVICE IT SOLUTIONS PROVIDER WITH LOCATIONS IN MINNESOTA AND THE DAKOTAS, CELEBRATED ITS NEW OFFICE IN GRAND FORKS ON SEPT. 22. IMAGE: COURTESY OF MEGAN HERR / CONNECTING POINT

RIGHT: CONNECTING POINT CELEBRATED THE OPENING OF ITS NEW OFFICE IN GRAND FORKS, NORTH DAKOTA. THE EVENT INCLUDED AN OPEN HOUSE THAT LASTED THROUGHOUT THE AFTERNOON ON SEPT. 22 AT THE NEW OFFICE, 801 S. 42ND ST. IMAGE: COURTESY OF MEGAN HERR / CONNECTING POINT

A VIEW OF CONNECTING POINT’S NEW OFFICE IN GRAND FORKS. THE COMPANY HAS HAD A LOCATION IN GRAND FORKS FOR SEVERAL YEARS, BUT THE NEW SPACE BETTER MEETS EMPLOYEE NEEDS. IMAGES: COURTESY OF JESSICA TENNISON

NextBlue of North Dakota expands Medicare Advantage plans, receives high national rating

By Andrew Weeks

NextBlue of North Dakota continues to color the state in blue with its Medicare Advantage plans.

Beginning in January, the plans will be available in 52 of North Dakota’s 53 counties. That means MA coverage for more North Dakotans.

NextBlue, an affiliate of Blue Cross Blue Shield of North Dakota, offers one comprehensive, easy-to-use plan made specifically for North Dakotans, according to company President Beth West.

NextBlue plans combine Original Medicare Part A and B coverage with prescription drug coverage (Part D), along with extra

benefits not covered by traditional Medicare, such as routine vision and eyewear coverage, dental coverage, hearing aids, fitness center memberships, over-the-counter medications/supplies, and clinical support.

The process of getting counties onboard

involves a number of efforts, West said, among them working with network providers to “make sure (members) get the care they need in the areas in which they reside and … even nationally as they travel or have a need to go somewhere else.”

BEGINNING IN JANUARY, NEXTBLUE’S MEDICARE ADVANTAGE PLANS WILL BE AVAILABLE IN 52 OF NORTH DAKOTA’S 53 COUNTIES.

2022 Individual Service

She aid, “We’re required to meet what is called network adequacy standards or standards through Medicare, and so we work with providers to contract for our members,” noting “there are time and distance requirements.”

A county must have a certain number of hospitals or health systems to meet the standard. “So that’s what we’ve been working on,” she said.

“Our first year, the pandemic hit and so we were a little slow out of the gate with that provider network build-out, because the providers were very busy taking care of patients during the pandemic,” West said. “Now that we’re out of that, in some way, we’ve been able to build out our provider network across the state. We pretty much are statewide now, but we have one county that we’re still working on.”

That county is Stark, in the southwest portion of the state, which West said will eventually get on board. The plan going forward, she said, is “continued expansion and growth.”

NextBlue’s health network includes most major health systems such as Altru Health System, Essentia Health, Sanford Health and Trinity Health, but also a number of critical access hospitals and providers throughout the state. Members also have access to the national BCBS provider network.

More news with NextBlue, it recently received a star rating of 4.5 from the Centers for Medicare & Medicaid Services, which rates MA plans on a scale of one to five stars.

Not a bad rating, West said, especially considering this was the company’s first eligible year to receive the independent rating. She said star ratings are an important factor for beneficiaries to review as they consider Medicare coverage options.

“We are really excited about the four and a half stars. That’s a major accomplishment,” she said. “I think it’s a testament to a lot of different things that we’re doing.”

What role does company culture play in employee development at your organization?

Q.INSIGHTs & INTUITION

Missy Hall

Vice President, New Market Development

Digi-Key Electronics

Thief River Falls, Minn.

At Digi-Key, our culture plays a critical role in overall employee development. As a global company, we pride ourselves on innovation, being curious and embracing a mindset of continuous improvement. These elements of our culture provide opportunities for employees to introduce new ideas and be part of implementing change, which leads to their own growth and development, as well as engaged and empowered employees.

One of our core values is “people make the difference.” We’re customerfocused and value the importance of connected relationships, meaning we show up every day for our customers and to support each other. Our culture also embraces a can-do attitude – a willingness to help others, jump in and lend a hand when it’s needed – often learning something new or doing something different. These stretch opportunities lead to employee growth and development.

Finally, one of the things I love most about Digi-Key is that there’s so much opportunity and many different roles within the company. It’s not just a job, it’s a career if you want it to be, and our culture and leadership support are committed to helping our team members find where they’re most successful and fulfilled.

Which came first, the leadership or the culture? It’s a symbiotic question as old as time. At JLG Architects, staff development is founded on a culture of empowerment and investment in bright ideas. We pay attention to what staff are saying, give them the tools they need, maybe a gentle nudge in the right direction, and get out of the way; they take care of the rest. The result is bottled lightning.

When staff feel empowered and supported to be masters of their own development, it creates an understanding of how they fit into the JLG fabric. Every JLGer has a career advisor, a trusted mentor that they can go to for feedback; that someone in their corner at every step of their career journey. This culture of support allows them to continually develop and create a rewarding career with JLG.

Our outcome has been employee owners who are excited to come to work, continually better themselves, and have a clear vision of where they are headed. That shows itself in palpable energy in our JLG offices. We may never know which came first, but we know that a strong culture owned by our employees begets strong leadership.

Chris Heidrich Director of Production JLG Architects Sioux Falls, S.D.

Company culture plays an important role in everything we do at Bobcat Co., including employee development at all of our locations. With innovative roots and a strong track record of empowering people to accomplish more, we leverage a people-first approach to build teams that are supported to innovate for excellence, while fostering a collaborative culture.

While our equipment, products and services are dynamic and everchanging, we are proud that the core of our company culture has remained steady, authentic and forward focused.

An innate part of our company culture is our spirit of innovation. Every employee is encouraged to contribute their ideas and expertise to grow their career and our company forward. This culture challenges and encourages our employees to problem-solve, lead and innovate – allowing us to meet and exceed our customers’ expectations.

Our company culture also plays a valuable role in how our employees engage with our community and world – consistently giving back through philanthropic involvement and developing sustainable solutions for future generations.

All this to say, Bobcat’s culture is both a nod to our past and a commitment to our future – joined together to support and empower our most powerful resource – our people.

Michael Ballweber President

Doosan Bobcat North America

West Fargo, N.D.

Cheryl Malecha Human Resources Director

Widseth Baxter, Minnesota

Our culture fosters a fulfilling employee experience that is based on a strongly held and widely shared set of values: Integrity (We do what we say); Innovation (Deliver great ideas); Relationships (Always be client driven); Growth (Be entrepreneurial). These values are baked right into our strategic plan and inform our mission to “Create Value. Inspire Greatness.”

Our values provide clarity and focus on how we operate, how we serve our clients, and the knowledge and skillsets needed to grow and succeed.

As a result, our culture encourages employees to work together as a team, have each other’s back, and bring the best outcomes to every project. Ongoing employee development is one of our core employee experience focus areas. It is not an event but rather a series of ongoing and connected processes that employees and managers use to continually develop our talent capability. Employee development starts at the applicant stage, continues throughout one’s career, and occurs through a variety of techniques. When our employees feel their development happening, they stay, are engaged, and are magnets for others who want to experience our culture.

urNewHome

UNEMPLOYMENT RATE

Total nonfarm payroll employment increased by 263,000 in September, and the unemployment rate edged down to 3.5%. Notable job gains occurred in leisure and hospitality and in health care.

Total Men, 20 years and over Women, 20 years and over 16 to 19 year olds

White Black or African American

Asian Hispanic or Latino

US MANUFACTURING – OUTPUT

After the COVID-19 pandemic began, manufacturing output fell at a 43% annual rate and hours worked fell at a 38% rate in the second quarter of 2020, according to information from the U.S. Bureau of Labor Statistics. These were the largest declines since World War II. Motor vehicle production virtually ceased, and some of the plants that stayed open even pitched in to produce ventilators. Other major manufacturing industries hit hard include primary metals, fabricated metal products, machinery, food and beverage and tobacco products, and chemicals. No major industry was immune to the second quarter declines. The motor vehicle industry was the driving force in the immediate recovery, as manufacturing output recovered within 5% of pre-pandemic levels. Motor vehicle and parts production declined over the next three quarters—due in part to supply-chain disruptions. At the same time, many other industries continued to recover, led by computer and electronic products, chemicals, and machinery, resulting in overall manufacturing output growth.

Fabricated metals

Computer and electronic products

Food, beverage, and tobacco

Chemical

Source:

US MANUFACTURING – HOURS WORKED

Manufacturing output surged back in the third quarter of 2020. The annualized gains in manufacturing output (53%) and hours worked (30%) in the third quarter of 2020 were the largest ever recorded. Output recovered faster than hours worked, resulting in a historically high increase in manufacturing productivity of 18%. Manufacturing productivity increased more than 9% in the second quarter of 2021, the quarter with the largest decline in hours worked since the second quarter of 2020. Manufacturing output has continued to grow steadily through the second quarter of 2022 and was 3.5% above the level in the fourth quarter of 2019, the last quarter not affected by the COVID-19 pandemic.

Source: U.S. Bureau of Labor Statistics

LABOR FORCE PARTICIPATION

Real average hourly earnings for all employees on private nonfarm payrolls decreased 2.8% from August 2021 to August 2022. The change in real average hourly earnings combined with a decrease of 0.6% in the average workweek resulted in a 3.4% decrease in real average weekly earnings over this period.

Source:

Literally. The custom home builder is set to open a new location. The Lights on Sheyenne Street in West Fargo early next year, giving clients a comfortable space to do it all-see finishes, discuss floor plans and meet with the team’s onsite real estate team. Streamlining the home building process to make it as easy as possible for clients is their mission and it’s the team’s approach and partnerships that make it happen.

WHAT THEY DO

“We know it can be overwhelming, especially for homeowners looking at building a home to their specifications from the ground up,” said Ron Lemer, senior Vice President at Ultima Bank. “But regardless of what they’re envisioning or where they’re at in the process, we know that having a designated design, real estate, construction and lending team within arm’s reach eases the burden.”

No matter where homeowners are starting from, whether a concept from Pinterest or a floor plan from Horizon’s website, the goal of the process is the same—to create a home that fits the homeowner’s unique needs, wants and budget. The Horizon team is there through it all to provide guidance at every stage, whether homeowners know what they want or are starting at ground zero. They also work alongside each client’s lenders and realtors, whether they’re under the Horizon Homes roof or not.

WHAT THEY CAN BUILD

Horizon Homes offers a variety of floor plans homeowners can select and customize with specific finishes as well as a team that can design a home that’s truly unique, from $380,000 starter homes to those $1 million and up. Whether clients want to build within Fargo-Moorhead or in lakes country the team works within about a 100-mile radius.

The builder’s Expanded Traditional Rambler floor plan has been a top choice for many clients with growing families. The sixbedroom, three-bathroom home features a charming front-covered porch, one bedroom on the main floor that can double as an office, a completely open concept on the main floor, and high vaulted ceilings.

Ultima Bank Minnesota

THEIR PARTNERS

Horizon Homes’ on-site partners play a large part in making the home building experience a good one for each and every client. Whether homeowners need mortgage or construction financing, two of their most frequent lending partners, Ultima Bank Minnesota and Capital Credit Union, are there to help.

“Horizon Homes has been a great startup story. They launched their home building company in the spring of 2020, right at the height of the Covid pandemic. We’ve worked alongside them on many jobs,” said Doug Lee, market president, Capital Credit Union. “We trust their team and their decision making and are confident that they will help many people build their dream home.”

Ultima Bank Minnesota (UBM) worked alongside Horizon Homes on a neighborhood construction project located in South Fargo. “We provided the construction financing needed to get this project off the ground. UBM works with builders and homeowners throughout the region, providing construction and permanent financing” said Ron Lemer, senior Vice President at Ultima Bank..

Horizon’s independent realtor agency is also available to assist homeowners who need to sell a home. Gena and Michael Syvertson are award-winning realtors who have devoted their lives to the profession they love.

Capital Credit Union

"Our goal is to make our clients 100 percent satisfied,” said Michael Syvertson. “When Horizon Homes approached us to team up with them, we joined them because we knew these were people with the same values and integrity we believe.”

Michael and Gena opened REALTY XPERTS and have since helped hundreds of clients through the home building experience and sold more than $1 billion dollars in Real Estate with the underlying mission of 100 percent satisfaction.

To learn more about Horizon Homes visit buildyourhorizon.com or get started on your home-building journey by calling the Horizon team at 701-356-3100 or emailing sales@buildyourhorizon.

Realty Xperts

Ultima Bank Minnesota (UBM) originated in 1904, in a small farming community in northwest Minnesota as Farmers State Bank of Winger. Winger is a small farming community in northwest Minnesota. Since that time, the bank has expanded with five locations in northwest Minnesota, serving clients across the United States, in part due to it’s cutting-edge electronic banking products.

As a result, UBM is a nationally recognized, highly ranked community bank that has developed its own internal financial services software, Ultima Dashboard Suite.

“Ultima Bank Minnesota is pleased to play a role in Horizon Homes’ success”, adds SVP Lemer.

Capital Credit Union has been serving members in North Dakota since 1936, offering personal and business services including auto loans, home equity loans, mortgage loans, checking accounts, savings accounts, business loans and more. They have 11 branches across the state, including those in Bismarck, Mandan, Fargo, Beaulah, Hazen and New Salem.

Michael and Gena Syvertson founded Realty Xperts in 2021. Over their 30 years of combined experience, the duo has won several awards, including an earning #1 ND Team in Close Volume and Revenue during their tenure at Remax/Legacy. Realty Xperts prides itself on being able to serve a wide variety of clients, whether they’re buying, selling, looking for a first home or a luxury retirement place.

Together—withthedoctorsyouknowandtrust—we’llfacethechallenges