Wh en plan ta nd ci ty admini str at or s in Gr an dF or ks, ND we rere ad y to re lo cat e, re bu il d, an dt ak eo na cl ea ner an dm or ee ff ic ie nt hy brid wa te rt re at me nt sy st em ,J LG he lp ed th em la yt he grou nd wo rk fo rane ner gi ze d, am en it y- dr iv en 24/7 wo rk en vi ro nm en t, ed uc at io na ltours ,a nd fu tu re ex pa nsio n. In sh or t, thisis fa r from yo ur or dinar yu ti li ty bui ld in g.
Wh er em os tc it ie swou ld ha ve disr ega rd ed design fo rt he tr ad it io na ll y ble akin du st ri al pa rk desi gn ,G ra nd Fo rk se nv is io ne ds ome th in gm or e vibr an tf or th ec ommu ni ty an dt he ir va lu ed em pl oy ee s. Ci ty an dp lan t ope ra to rssei ze dt he op po rt uni ty to th ink outsid et he ir ol d, wi nd ow le ss co nc rete bo x; cr eati ng ab ea co n th atce le br at es su st ai na bl ei nn ov atio n, em pl oy ee we lln es s, re so ur ce st ew ar ds hi p, an db righ te rs ta nda rd s inin du s t ri al pa rk design
MooreEngineeringisa100%employee-ownedcivilandenvironmentalengineering company.Since1960,Moorehasbeendedicatedtoadvancingthe region’swater, municipal,campusandtransportationinfrastructure. We areinvestedinthis region’s gion’s success,andworkwithhundredsofmunicipalities,counties,water resource districts,developers,andprivatecitizenstohelpitthrive.
LocationsAcrossNDandMN
100%EmployeeOwned mooreengineeringinc.com
Many things make a company a great place to work: Its leadership, the way it innovates, how it empowers its employees, the compensation and benefits it offers, its culture events.
Many other items could be added to the list, such as how a company watches out for the health and wellbeing of its team members. Over the past year and a half of the pandemic many companies have taken great strides to make sure their employees have been kept safe and healthy by allowing staff members to work remotely, reminding them of proper health practices even while out of the office, and, besides checking on their work tasks, communicating with employees to make sure they were well.
Thankfully, Prairie Business staff works for a great company. Not a perfect company, but one that tries hard to make sure its employees are taken care of.
Many people could say much the same about the company they work for – and as this issue of Prairie Business attests, many have done just that.
The magazine received more than 1,500 nominations in its 50 Best Places to Work contest this year.
It’s just one sampling that shows people are excited about their jobs and the companies that provide them. That’s good news not only for the businesses that have been nominated, but it’s great news for all of the region’s residents, consumers and managers alike. If people feel appreciated and are happy in their jobs, they are more productive. If they feel appreciated and valued, they are more apt to go the extra mile. There is less turnover and more innovation. And the end result of that is a better company.
It’s not rocket science. Tell someone how much they are appreciated and valued, and then show it, and see what results are achieved because of it.
One employee at First International Bank & Trust, a company that received 177 nominations, said she feels extremely blessed to work for a company that values her contributions. The result: “I leave at the end of the day feeling accomplished and knowing that the sky is the limit.”
Another said that working at the bank rewards the employee with job satisfaction. It also offers not only “the means for you to grow within but they encourage it.”
An employee at Gate City Bank, which had 240 nominations, said the company “likes to celebrate all the little accomplishments as well as the big accomplishments.” It invests in “employees from the beginning, which makes the turn-around rate much lower.”
Other comments about these and the 48 other companies in this year’s list tell similar stories. Some of the businesses who made the list you may have seen here before, but there also are some new names on this year’s list. Congratulations to all of them!
Until next time, 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
10.28.2021
JOIN US IN-PERSONORVIRTUALLY. HolidayInn,Fargo,ND
nVisionisbackagain and it ’s better than ever Don’tmissyourchancetogatherwithregional leaders to collaborate, strategize anddiscuss what ’s newintechnology
Dean Bursheim owes his career as a construction manager and electrical technician to a North Dakota trade school. He said it was his training at North Dakota State College of Science in Wahpeton -- not a university -- that initially prepared him for his career journey that took him across many states and foreign lands.
When retirement age approached, he continued to work because, in part, he enjoyed what he was doing. He didn’t retire until 2015 at age 71 and now enjoys doing the more leisurely things that make ending a long and successful career worthwhile.
Bursheim worked a number of jobs over the course of his career but settled for the last 33 years of his career with Bechtel Group Inc., an engineering, construction and project management company headquartered in San Francisco. He said university training isn’t for everyone and encourages young people to find their own career path, much as he did, at a trade school.
“I was not really college material but wanted an education and decided to go into electrical technology,” he said. “I never did use the tools after I graduated from Wahpeton, but I went into the engineering technology side of the industry and I had a marvelous career.”
Others can do the same. But he worries that fewer people are interested in such pursuits these days.
“We’re seeing a real decrease in people wanting to go into the trades,” he said. “But we’re going to need (those types of skills) if we’re going to continue building infrastructure, et cetera.”
Reflecting on his career 55 years after he graduated, he said: “I’ve had a journey that has taken me to all regions of the United States and 13 foreign countries. The opportunities are still there today with vocational education.”
Those in the know say much the same thing about the impact of trade and technical schools — that they remain an important factor in many people’s successes, but also in local and regional economies.
To keep the schools viable, they have to adapt to the changing needs of industries and continually attract new students. That means forging relationships with the business community.
attract new students, something Maduko calls a “fairly intricate process.”
“We’re a data institution, and so we are constantly assessing or conducting market analysis, where we’re focused on triangulating what the industry needs are right now, what is the job demand, and also finding the positive or green indicators that demonstrate there is demand for various programs that we offer.”
As one example of how the school works with the business community, Maduko said the school’s advisory board includes representatives from Sanford Health and Essentia Health, two of the largest health care providers in the region.
Minnesota State Community and Technical College, a comprehensive technical college that serves west-central Minnesota and the Fargo-Moorhead metropolitan area is one of them.
With nearly 14,000 students – about 7,000 in its basic accredited programs, and 6,000 in its workforce development solution non-accredited programs – the school offers a number of programs, such as civil engineering technology and construction management to training for careers in the health care industry.
In fact, its most popular program is nursing, according to Dr. John Maduko, the school’s vice president of academic and student affairs.
He said the school goes to great lengths to tap the business community in an effort to find what industries’ needs might be during any given year, and then to adjust programming to meet those needs. The sum of those efforts is synergy.
“Our programming is really a synergy between our credentialed faculty, which is our driver, and our industry partners,” he said. “We are committed to market analysis in terms of how we can better position our programs, what specific professions and skill sets are involved, and how we can better adapt programming to meet those needs.”
The efforts also help the school know better how to target and
“These advisory boards help guide individual program outcomes to the curriculum, student success, job placement, etc.,” he said. But they also give the school insight in terms of, for example, the needs of the health care industry, especially, he said, since the pandemic.
continued on page 14
TRADE AND TECHNICAL SCHOOLS ARE IMPORTANT TO LOCAL AND REGIONAL ECONOMIES. HERE, MEDICAL STUDENTS GATHER AT SOUTHEAST TECHNICAL COLLEGE IN SIOUX FALLS, S.D. IMAGE: COURTESY OF SOUTHEAST TECHNICAL COLLEGE
continued From page 13
What the school has learned is that the medical field is in need of more nursing professionals, a challenge that has been raised for years but was exacerbated by the pandemic. But there are workforce challenges in other fields, too.
“We’ve learned that beyond the technical application it is the essential skills that employers want,” he said. “Obviously from an employer standpoint, from an industry standpoint, there’s an investment in these positions, and so everything from understanding technology to being able to collaborate and being a team player, communication and being adaptable – these are essential and soft skills that also are transferable skills.” ***
bob GriggsBursheim, now 77 and living in Erskine, Minn., has a whole career to reflect upon, all thanks to the trade school he attended in a small town in North Dakota.
He said he didn’t follow the normal career path of his student colleagues.
Similarly, the largest programs at Southeast Technical College in Sioux Falls, S.D., have to do with the medical field.
“Our largest programs are our health care programs,” said President Bob Griggs. “I think our health care programs kind of lead the way.”
Other programs popular at the school include agriculture and engineering technology, the program that Bursheim pursued during his school days at Wahpeton.
Griggs said the school had a 76% student retention rate and 99% placement rate for graduates over the past year.
“I think we do a very good job of that,” he said. “We’re very proud of those numbers. It speaks to the quality of the programs, but also how much in demand our students are once they graduate.”
Last year 800 students graduated with a diploma or two-year degree certificates. That means hundreds who have entered the workforce. “And that’s just from our campus,” he said. Think of all the other schools that also graduate new talent. “A 99% graduation placement rate is very high and I just think that speaks to the impact we have. … I think we have a very large impact on the region.”
Griggs, who has worked in university settings, also points out one of the obvious benefits of attending a trade school instead of a university: It costs less.
He said there are more dual-credit options these days for high school students, which can put them ahead for their college experience, and that his school does a good job of sponsoring scholarships.
One of them is Sponsor a Scholar program, in which an industry partner pays up to 50% of a student’s tuition. The school applies the Build Dakota Scholarship to the other half of the expense.
“That’s another big way we’ve been able to attract students,” he said. “We can reach more students by industries stepping up and actually picking up half of the cost of that student’s tuition. In return, the student agrees to work for that employer for three years.”
Afterward, the student typically has the option to stay with that company.
“That’s been another way to work with industry partners and to attract more students to different career fields,” he said. “I think that’s a great option for many students. We want to just make sure it’s an option for all students.”
“Most of the people who graduated went into working with the tools, but when I graduated I had an offer from the University of Minnesota to work in its Department of Plant Services, doing design work for maintenance and remodeling buildings,” he said. “I found that very interesting. The work was really intriguing to me.”
His journey had only just begun.
Bursheim worked for the department for about three months, received his draft notice, and was fortunate enough to find an opportunity with the Air Force.
“Again, because of my education in Wahpeton, I got chosen to go into missile electronics, and so I spent my time in the Air Force working on Minuteman missiles,” he said. While stationed in Grand Forks, N.D., for six of the eight years he was in the Air Force, he took a parttime job with a design company, which opened further opportunities for him.
Later, he got a job with a contractor in Bismarck, where he managed all of its industrial work at the time. “We had contracts on every one of the power plants in central and western North Dakota,” he said.
That led to work with an international construction and engineering firm. He said: “That’s when the adventure started, because I worked with power plants.”
It’s an adventure that allowed him to work on various projects –from power plants and refineries to high-tech security systems – in 17 states. By 1990 he was working internationally with Bechtel Group. His career tally: 13 countries.
While he wasn’t the university type, he said, a trade school had suited his ambitions well, and today he encourages young people to pursue the trades – wherever their interest might lie – starting with a trade school. As he can attest, it can open a world full of possibilities.
“My wife and I had one goal,” he said. “In every country we were in, our goal was to touch one life. And we touched many lives.”
Fi na nc in gi sa ne ce ss ar yc omponent of doin gb usiness. Whet he rs ta rt ingup, ex pand ing, ma ki ng an acqu isit ion, or pu rc ha si ng assets,capital is needed to ma ke it happen.
Most ba nksoffer busi ness lend ing, butt heydon’t all have the ex pert isea nd capabi lities to prov ide theappropriatefi na nc ing packagefor ever ysit uation .Ter ms andcondition sv ar y, and so do thet ypes of loan sava ilablefor certai nbusinesses and pu rp oses.There area lmos ta sm anyfi na nc ingopt ionsas therea re ty pesofbusinesses;t he rightlenderw ill uset heir sk ill andc reat iv it ytodevelop apla nt hathelps thei rc lient ac hievet heir goal srat hert ha nkeepi ng them up at night.
“That’swhy it ’s import antto work withan ex pe rienced lender whov iews your bu si ness as along-term pa rt nership insteadofa transact ion. Theyw ill focusmoreont he avai lable opport unities andhow theyfit into your overa ll planand ca nprovide gu idance that wi ll help yout hrough good ti mes andbad .”
Of cour se,o ther bu si nesses we re negative ly impacted by thepandemica nd arejust nowbeg inningtobui ld back .The serv icei ndust ry was pa rt ic ularly ha rd hit byreg ulat ions and laborissues. In ot heri ndust ries,supply chai ns brokedow n, di sr up ti ng bu si ness operat ion sa nd prevent ingt hemf rom
“From abanking standpoint,welookatyourhistor y, so if 2020 wasn’t thebestyear foryou duetoCOVID-19, what wasyourbusinesslikeprior to that year?”
Despitew idespread uncer ta inty at theb eg in ni ng of the pandem ic,manybusinesses ac tu allyfared qu itewel l, such as cons tr uc tion andhomerenov at ionc ompa nies. Tho se busi nesses maynow wa nt to ex pa nd organ icallyort hrough acqu isit ions —ori nves tinother bu si ness en ha ncements. The additional liquid it ybroug ht on by federa lgover nment st imulus prog ra ms mean sban ks areready to lend andrates arefavorable. Butscr ut in izet he fu ll loan term sa nd en su re youa re work ingw it halenderwho ha syou rbes ti nteres tin mi nd rather thanthei rs.
“Ban ks have alot of liqu id it yr ig htnowsot heya re eagerto getloa ns on thebooks,but that also meanslenders maynot be doingevery thingt heycan to puttoget hert he best financi ng package,”saysColeKeney,sen iorbusinessadv isorat Aler us.
meet ingdemand. The Payc heck Protec tion Prog ra m(PPP)kept ma ny bu si nesses afloatduringt he wors toft hi ngs,but as thosef unds dw indlebusinesses st ill need capita ltorecover. It ca nbemorec ha llengi ng fort hose ty pesofbusinesses to obta in financi ng ,but noti mpossible.
“Fromaban ki ng standp oi nt,welookatyou rh is tory,soif 2020 wasn’ tt he best year foryou duetoCOV ID -19, wh at was your bu si ness li ke pr ior to that year?” says Ma rk Ya hna, senior bu si ness adv isor at Aler us.“If your bu si ness wa saPPP recipient, we’l lfac tort hati n, andt henwelookathow 2021 ha sbeen goi ng andhow youe xpec tt he rest of theyea rto perfor m. We’regoi ng to real ly lean on your pr iorh is tory and projec tion s, becauseweu nderstandt he pa st year or so has presented unprecedented ci rc um stances.”
Ever y lending request should star t with a conversation between thebusi ness ow ner and thei r advisor. From there, they ca n determine what options might be avai lable and if the lender ca n meet thei r needs. Not all lenders are the sa me Smal ler institutions may not have the capabi lity to meet la rge requests. National institutions may have the lending capacity but lack the personal connec tion or dr ive to put together the best possible financi ng package.
“A lender who is work ing int heir cl ient ’s best interest goes the ex tra step to find opportunities and introduce al l options to them,” Keneysays “If the right combination of financi ng includes other lend ing agencies, they wi ll ma ke referrals and introduc tions to orga nizations that ca n help and foster those relationsh ips for the client’s benefit.”
When bu si ness ow ners th in k about the SBA , ma ny now im me di ately thin k ab out PPP,but the SBA ha sa lon g histor y of prov id ing smal lbusi ness ow ners with at trac tive loan options.
“SBA loans ca n be inti midati ng forbusiness ow nersbecause there area va riet y of progra ms and they all have strict cr iteria and requ irements,” says JohnKimbal l, director of SBA lending at Aler us “Youshou ldn’ t have to become an expert inthe alphabet soup of SBA loan progra ms to benefit from them That ’s the lender’s job. When a lender has the correc t systems in place and the ex pertise to navigate SBAprograms, they ca n identify the best options quickly and prevent any surprises from happening at the closing table.”
For example, ba nks ca n collaborate with certified development compan ies (CDCs) to secure U.S. Smal l Business Administration (SBA)-backed 504 loans for fixed assetpu rc hases up to $12.5 mil lion . These ty pes of loans provide long-term, fixed-rate terms and requ irea smal ler down payment from the client than traditiona l loans,which ca n ma ke them an at trac tive option buildingpurchases or other expansion-related initiatives. There are el igibi lity requ irements and restrictions on what the loans ca n be used for, buta sk il led lenderca n help abusiness ow ner qu ic kly identify whether th is ty pe of loan is an option worth ex plor ing.
As a board member for Da kota Business Lending, North Da kota’s la rgest CDC, Keney is well-versed on CDC options as well as the cu rrent lend ing cl imate forbusi ness cl ients. CDCs have been busier than usua l in 2021 as business ow ners ta ke adva ntage of SBA incentives, includ inga guarantee fee wa iver that ru ns th rough September 30, 2021,but that ty pe of financi ng isn’ t right for ever yone
“There ca n be a litt lemore work involved inthose ty pes of pac kages and some borrowers si mply just don’ t need CDC financi ng ,” he says “The right lender wi ll be a tr ue busi ness pa rtner and identif y al l avai lable opportunities to produce the best combination of financi ng to help you succeed.”
SBA programs have enjoyeda recent resu rgence in popu la rity, due in part to PPP and helpedby incentives put in place th rough the CARES Ac t, wh ic h ma kes SBA loans even more at trac tive, says Kimball
“SBA loans prov ide stable, af fordable rate loans for the borrower, but the trade-of f has traditiona lly been a higher guarantee fee,” he says. “The fee ca n be financed, and the SBA uses those guarantee fees to finance the program,but the guarantee fee has been a deterrent for some borrowers. Waiv ing the guarantee fee th rough September 30 has had the intended ef fect of increasing interest inthe progra m. Additional ly, borrowers that meet the SBA dead li ne qual if y for up to th ree mont hs of wa ived loan payments.”
The range of businesses and loan pu rposes that may be eligible for SBA financi ng is also much broader than some may realize. Fi xed assetpu rc hases qual if y for some SBA programs, wh ile other progra ms are avai lable forbusinesses seeking capita l as they recover from thepandem ic, for example.
As acquisitions continue to be abusiness trend across many industries, Kimball points out SBA financing as a viable option to consider early on “Conventionalfinancing doesn’ t always work as well forbuyingabusiness because there may not be a lot of collateral and risk always increases when management changes,” he says.“SBA financing is designed to help banks reduce risk and guarantee loanswhen collateral is lacking, so they can be a great tool for someonewho wants to buyabusiness, buy outtheir partner, or acquire another business.”
“The right lender will be a truebusiness partner and identify all available opportunities to produce the best combination of financing to help you succeed.”
–ColeKeney• Senior Business Advisor, Aler us
They al so benefit the borrower Keney recent ly assi sted a cl ient in obta ining SBA financi ng to acqu ireabusi ness. In addition to the low down payment and low interest on the loan, Keney helped his client secu re payment wa ivers that saved nearly $30,000 over th ree mont hs “That is a sign if ic antsavi ngs and ma kesa real di fference inthe bottom line for th is client,” Keneysays.
Ya hn a al so re ce nt ly ut il iz ed the SBA’s 50 4 loan prog ra m an d comb ined it wi th ot he r lo ca l an d st ate fi na nc in g prog ra ms to he lp abu si ne ss cl ient ac qu ir eabu il di ng under enviable term s.
“My cl ient ru ns a specia lt y indu st rial bu si ness and had pu rc hased thebusi ness two years agobut didn’t yetow n thebu ildingwhere thebusi ness is located,” Ya hnasays “They were a good fit for the 504 progra m, butI knew there might be additional progra ms th is entrepreneurm ight qualif y for, so I did some digging. We were able to put together apac kage that included aninterest buydown grant using the Ba nk of Nor th Da kota’s Flex PACE program and the Grand Forks Grow th Fund, and an SBA 504 loan with Aler us financi ng That allowed my cl ient to complete a low interest $1 mi ll ionpu rc hase with just $100,000 up front.”
SBAprog ra ms li ke the 504 and 7(a)loa n prog ra ms ca n be very usef ul to entrepreneurs,but they ca nbe complex and ca n also be just one component of a la rger package, so it is important for SBA ex perts to jointhe conversationearly.
“We ca n help qu ic kly identi fy if the borrower wi ll qual if y, and if they don’ t, we ca n determi ne if there are steps they ca n ta ke to help improve thei r chances,” Ki mball says. “It’s important for busi ness ow ners toget answers qu ic kly and know thei r path forward.Ou r job is to know the options, matc h them withthebusi ness, ex plai n them to the client, and let them ma ke the decision.”
The first step for any bu si ness ow ner interested in a loan is to meet with an advisor. Theadv isor wi ll wa nt to review fi na nc ia ls, ide nt if y any shor tfa ll s, and unde rs ta nd the borrower ’s long-ter m goal s. The advisor then work s with the proper specia lists to ident if y all potent ia l opport unities. Establ ishedbusi ness ow ners seek ing financi ng shou ld be ready to disc uss thebusi ness ’ recent histor y and futu re. Ow ners shou ldremember to disc lose thei r busi ness pa rt ners and be fran k about thei r goals and plans so the advisor ca n help ma ke the best decisions for ever yone
Financia ls to review include:
• Ta x retu rns (past th ree years)
• Income statement (past th ree years)
• Ba la nce sheet (past th ree years)
• Person alfi na nc ia l statements for individu al sow ni ng 20% or more of the busi ness
• Personal ta xes (past th ree years)
• Busi ness plan with projec tions
If the business is a star t-up or otherw ise rely ing on projec ted cash flow to pay the loan, the lender may need to lean more heav ily on personal financial information since the business won’t have a perfor mance histor y yet. Ow ners may also be asked to supply a moredeta iled busi ness plan with shor ter and more frequent mi lestones. These steps help the financial institution evaluate the risk level of the loan,butit ’s also done withthe cl ient ’s best interest in mind Not on ly ca nit help prevent ta king on a loan that isn’ t feasible, going th rough the exercise ca n also help the ow ner identify more fir m busi ness goals.
“Our job is to know the options, match them withthe business, explain them tothe client, and let them make the decision.”
– John Ki mbal l• Director, SBA Lending, Aler us
GRAND FORKS, N.D. • The School of Medicine & Health Sciences (SMHS) at the University of North Dakota said it has created the world’s first Department of Indigenous Health.
“What’s being built here is unprecedented,” said Don Warne, M.D., M.P.H. “Nothing like this exists in the world.”
Fresh off establishing the world’s first doctoral program in Indigenous Health in 2020, the director of the School’s public health and Indians into Medicine (INMED) programs was speaking of a new department that will serve as a hub for each of the Indigenous programs that have come online at the SMHS since 2019. These include not only the Ph.D. in Indigenous Health but the recently announced Indigenous Trauma & Resilience Research Center, the result of a fiveyear, $10 million award from the National Institutes of Health, and the School’s new Practice-based research network (PBRN) to be known as the American Indian Collaborative Research Network (AICoRN).
“We have a longstanding history of Indigenous programs at UND, beginning with INMED,” said Warne of a program that has been producing Indigenous health providers since 1973. “Adding this full
department in a medical school, we now have the opportunity to promote more synergy across our research, education, service, and other training opportunities that focus on Indigenous health and health equity. It creates a unique platform to expand the innovative work we’re already doing, and explore more innovative programs.”
Such innovations include AICoRN, which is a growing network of health providers in the region looking to do clinical research in a focused, community-based way.
According to AICoRN director Dr. Allison Kelliher, who found the prospect of conducting collaborative work in the context of a standalone Department of Indigenous Health too compelling to pass up, although PBRNs are not a new concept nationally, there were zero such networks representing the Dakotas, Montana, and Wyoming.
Until now.
“We’re developing that network of practices and providers interested in creating a body of research and pursuing questions to benefit Indigenous population health,” said Kelliher, a family medicine physician affiliated with the Koyukon Athabascan tribe, who is also board certified in integrative and holistic medicine. “This will require partnership with as many tribal stakeholders as are interested: tribal, urban, and Indian Health Service settings across our four states, in addition to collaborating internationally.”
As Kelliher put it, not only clinical but laboratory-based research often takes “a couple of decades,” historically speaking, to translate into real-time therapies for patients. But PBRNs like AICoRN – particularly if combined with the School’s new Department of Indigenous Health – can help reduce that lag time.
“We need to build the evidence base of culturally relevant interventions to improve health outcomes, which can lead to more resources for our communities to implement effective health programs,” concluded Warne, an enrolled member of the Oglala Lakota Tribe in Pine Ridge, S.D. “The other focus of this program will be to provide research mentorship to early career faculty and to establish them as independent investigators. This will lead to ripple effects in terms of additional grants, studies, resources, and programs through UND.”
Dr. Joshua Wynne, vice president for Health Affairs at UND and dean of the SMHS, lauded the concept of the new department.
“One of my favorite sayings is that an organization is not just what it says –it’s what it does that really matters,” Wynne said. “Yet again, Dr. Warne and his colleagues are putting principle into practice and are implementing programs and approaches that are almost certain to have a material and important impact on the lives of Indigenous people. By improving the lives of some of us, he and his colleagues are improving the lives of all of us.”
IMAGE:
Many characteristics make a company great. But more to the point, what makes a company a great place to work? Answers to the question may be many: Its leadership, the way it innovates, how it empowers its employees, the compensation and benefits it offers, its culture events.
As you’ll see in the following profiles of the recipients of this year’s 50 Best Places to Work, these are exactly some of the exceptional offerings these companies are committed to providing for their employees.
The list is a sampling of the region’s innovative companies and enthusiastic workforce, which shows people are excited about their jobs and the companies that provide them. That’s good news not only for the businesses that have been nominated, but it’s great news for all of the region’s residents, consumers and managers alike.
If people feel appreciated and are happy in their jobs, they are more productive. If they feel appreciated and valued, they are more apt to go the extra mile. There is less turnover and more innovation. And the end result of that is a better company.
Here are 50 of the region’s best companies that, in large part, were nominated by their employees. Congratulations to all of them!
AE2S
Headquarters: Grand Forks, N.D.
Number of employees: 308
Website: AE2S.com
Description: AE2S celebrates its 30th anniversary this year! Ever since 1991, the AE2S team of professionals has focused on empowering people and enhancing lives. AE2S’s primary focus is to help ensure clean drinking water, safe wastewater management, and smart water resource development through planning, financing, designing, and building infrastructure. We believe by taking care of our clients, we will have the resources to take care of our team and provide rewarding career opportunities. AE2S is proud to be 100% employee owned.
continued on page 22
continued From page 20
Headquarters: Grand Forks, N.D.
Number of employees: 852
Website: alerus.com
Description: With roots dating back to 1879, Alerus has grown to become one of the top-performing diversified financial services companies in the U.S., providing banking, mortgage, wealth management, and retirement and benefits services to more than 540,000 consumer clients and 18,300 business clients across the country. The company’s success is built around a shared commitment to always put clients first and provide holistic guidance that enables their lasting financial wellbeing. Alerus is employee-owned through its employee stock ownership plan (ESOP) and is the only publicly traded bank headquartered in North Dakota.
Headquarters: Grand Forks, N.D.
Number of employees: 3600+
Website: altru.org
Description: Altru Health System is a physician-led, integrated healthcare system with a team of more than 3,600 staff and physicians. Altru focuses on a multispecialty group practice approach to care, with an acute care hospital, Level II trauma center, inpatient rehabilitation and specialty hospital, more than two dozen Grand Forks and regional practice locations, and a large home care network. Altru was the first member of the Mayo Clinic Care Network, extending Mayo Clinic knowledge and expertise to the patients we serve.
Headquarters: Fargo, N.D.
Number of employees: 89
Website: ApexEngGroup.com
Description: Apex Engineering Group partners with clients to create practical and efficient solutions for complex water, transportation, municipal, and facility projects. We work hard at hiring the right people with the qualities it takes to build a successful engineering firm - exceptional client service, quality work, integrity, experience, expertise, and a drive for success – all while keeping a mind on culture fit. At Apex, skills are recognized, utilized, and appreciated. While employees maintain a busy workload, we look out for each other and work together to maintain a low-stress work environment. We’re helpful, friendly, and support each other’s job-related and personal goals.
Headquarters: Fargo, N.D.
Headquarters: Fargo, N.D.
Number of employees: 25 full-time, 30 part-time
Website: allterrainfargo.com
Description: All Terrain Grounds Maintenance is your local lawn care leader. We specialize in residential and commercial properties, from snow removal to lawn care. At All Terrain we have a set of values that we have lived by since 1999: To always be real with customers and employees, to deliver an amazing customer experience, to serve our team and to give back to our community. We offer weed-control and fertilizer treatments, mowing, landscape maintenance, irrigation and snow removal, and service Fargo, Moorhead, West Fargo, and Minnesota lakes country.
Number of employees: 132
Website: go-applied.com
Description: Applied Engineering combines top-notch talent and technology to solve its customers’ unique challenges. Applied provides product design, engineering, and manufacturing consulting services, as well as IT and programming services and large-format digital printing and scanning. They also sell industry-leading engineering software and provide training and support from offices in North Dakota, South Dakota, and Minnesota. Applied is 100% employee-owned, creating a unique culture in which everyone has a vested interest in the success of themselves, their colleagues, and customers. They strive to be the company that people come to for the best engineering and IT work.
continued on page 24
continued From page 22
Headquarters: Fargo N.D.
Number of employees: 800
Website: BethanyND.org
Description: Bethany Retirement Living was founded as a non-profit organization in Fargo in 1939. Bethany operates two campuses in Fargo and provides high-quality care to more than 550 residents and patients in skilled nursing, memory care, rehabilitation, transitional care, assisted living, basic care, senior apartments, personal care programs, and home care. Our nearly 800 employees care deeply about those whose lives are entrusted to our care. What is best for the residents and patients guides every decision we make. Our award-winning care has been recognized by CMS, USNews, The Forum and Pinnacle Quality Insight.
Architecture Incorporated
Headquarters: Sioux Falls, S.D.
Number of employees: 26
Website: www.architectureinc.com
Description: Architecture Incorporated was founded in 1976 with “Excellence in Design” and “Service to our Clients” as our priorities. In 2021, our goals have not changed. We still focus on delivering creative solutions and proven service with a leadership team that collectively brings more than 275 years of experience to the table. This wealth of knowledge paired with a creative energy that flows through our team sparks innovation on a daily basis.
Headquarters: Brookings, S.D.
Number of employees: 88
Website: bannerassociates.com
Description: Engineering a better community starts with a focus on people. This has been our guiding principle since Banner Associates was founded nearly 75 years ago, and we’re not slowing down. Our award-winning culture fosters collaboration, creativity, and continuous improvement for everyone on our team to deepen our skills and support each other like family. We proudly provide comprehensive engineering, environmental, and surveying services for communities throughout the upper Midwest. Clients choose us because of our outstanding reputation, and they come back because we deliver. We are thinkers. We are innovators. We are problem solvers. We are Banner Associates.
Headquarters: Fargo, N.D.
Number of employees: 841
Website: butlermachinery.com
Description: Butler Machinery Co. is a third-generation, family-owned Caterpillar® equipment and agriculture equipment dealer with 20 locations in North Dakota, South Dakota, Nebraska and Montana. Butler was founded in 1955 and today is led by Twylah (Butler) Blotsky. Since the beginning, Butler has focused on building long-term relationships with our customers, our employees, and our industry partners. At Butler, we have a strong values-based culture, a great benefits package, a dedication to continued education, leadership development and career growth, as well as a retirement plan that is second to none.
Headquarters: Grand Forks, N.D.
Number of employees: 75
Website: ConstructionEngineers.com
Description: “Do Something Constructive” is more than a clever saying for the team at Construction Engineers; it is the founding principle of how our company approaches each and every day. Headquartered in Grand Forks, N.D., Construction Engineers provides construction management and design-build services for a commercial division focusing on education, health care and public facilities and an industrial division that builds processing plants and infrastructure systems.
Headquarters: Decentralized with banks located in North Dakota and South Dakota
Number of employees: 175
Website: cornerstonebanks.net
Description: Proud to be a “Best Place to Work” six years in a row, Cornerstone Bank believes that company culture is everything. Everyday team members live Cornerstone’s vision of being who people turn to when they’re making important decisions about their money. This was demonstrated during the pandemic when Cornerstone did more than $145 million in Paycheck Protection Program loans. Team members enjoy competitive salaries, career development and recognition opportunities, and a robust comprehensive benefits program. A $1 billion financial institution, Cornerstone Bank provides an expansive product offering while staying true to their mission of giving straight answers and the best possible financial options.
Headquarters: Grand Forks, N.D.
Number of employees: 140
Website: eapc.net
Description: EAPC is a seven-time Best Place to Work via Prairie Business and was also recently named a 2021 Best Place to Work from Zweig Group. Located in 10 offices (North Dakota, Minnesota, South Dakota, Colorado, and Arizona), EAPC provides award-winning architecture and engineering design services for healthcare, education, multi-family housing, commercial, retail, hospitality, civic, and industrial clients. EAPC also provides commissioning, site entitlements, and construction management services.
continued on page 26
Headquarters: Mitchell, S.D.
Number of employees: 142
Website: dwu.edu
Description: Dakota Wesleyan University was founded in 1885 and today, the university is home to an inclusive educational community of nearly 950 students who study in three colleges pursuing associate, bachelor’s, and master’s degrees with the support of 142 employees. Recently DWU has experienced unprecedented enrollment growth and more than $60 million in renovation to its physical facilities. Although many small colleges have abandoned their historic church relationships, DWU has remained true to its origins. As in the early years, today’s students enjoy an environment where minds are challenged, souls are nourished, friendships are forged, and lives are transformed.
continued From page 25
Headquarters: Grand Forks, N.D.
Number of employees: 225+
Website: undeerc.org
Description: The Energy & Environmental Research Center (EERC) is a global leader in researching and developing technologies that make the energy we use and produce more efficient and environmentally friendly. We work in partnership with clients to develop, refine, demonstrate, and commercialize marketable products that provide practical solutions to real-world challenges. Utilizing decades of research, we are a driving force for innovation and new opportunities in the energy industry. The EERC is part of the University of North Dakota, and is designated as North Dakota’s State Energy Research Center.
Enclave
Headquarters: West Fargo, N.D.
Number of employees: 118
Website: enclavecompanies.com
Description: Enclave is a fully integrated development, construction and management firm that partners with clients from conception and planning to realization. Whether transforming land for growth and vitality, constructing exceptionally well-crafted spaces or creating customer-centric environments, their dedicated team approaches everything they do with resourceful passion, innovation, and a desire to do the honorable thing. A mission-driven company headquartered in West Fargo, its projects include multi-family, commercial and industrial spaces across the Midwest that inspire people to do their best work and live their best life.
Headquarters: Mitchell, S.D. (plant); Greenville, Ill. (corporate offices)
Number of employees: 64 (Mitchell location)
Website: enertechusa.com
Headquarters: Des Moines, Iowa; branch office in Bismarck, N.D.
Number of employees: 2,400+ companywide; 63 with Bismarck
branch office
Website: emcins.com
Description: EMC Insurance Companies is among the top 60 property/casualty insurance organizations in the country based on net written premium. Employers Mutual Casualty Company (EMCC) was organized in 1911 to write workers’ compensation protection. Today, operating under the trade name EMC Insurance Companies, the company provides property and casualty insurance products and services throughout the United States and writes reinsurance contracts worldwide. EMCC is licensed in all 50 states and the District of Columbia.
Description: Enertech Global, member of the NIBE Industrier AB Group of Sweden, develops and manufactures high-quality heat pumps for commercial and residential HVAC use. Located in Mitchell, S.D., we’re proud to have a growing team of dedicated employees who help us every day in manufacturing the highest quality heating and cooling systems around. Enertech heat pumps can be found all over the world, from Canada to the Cayman Islands, keeping families and businesses comfortable for a fraction of the cost of traditional systems. This year, we at Enertech are celebrating our 25th year in business.
Headquarters: West Fargo, N.D.
Number of employees: 50
Website: EPICCompaniesND.com
Description: EPIC Companies, a North Dakota-based company, is an investment, development, and capital firm located in West Fargo, N.D. EPIC Companies is relentlessly passionate about elevating underutilized spaces and building mixed-use buildings that provide a better quality of life for the community. Over the past years we have expanded our footprint into construction and real estate as well including condos. Our portfolio currently has 25-plus mixed-use buildings, more than 350,000 square-feet of commercial space, and 1,000-plus residential units primarily in North Dakota and Minnesota.
continued on page 28
continued From page 26
Headquarters: Minot, N.D.
Number of employees: 345
Website: firstwestern.bank
Description: First Western Bank & Trust is proud to maintain longevity with our personnel by offering exceptional pay and benefits, flexibility for family commitments and a friendly, professional atmosphere. We empower our employees to volunteer for charitable causes and community events during work hours through our Outreach Committee, organized by our staff. Our Employee Committee provides seasonal and festive events to engage beyond work duties. We strive to promote within our company and provide employees access to continuing education.
Headquarters: Jamestown, N.D.
Number of employees: 260
Website: myFCCU.com
Description: During its 82-year history, First Community Credit Union (FCCU) has grown to be North Dakota’s largest credit union, with 28 branch locations in North Dakota and Minnesota. As a credit union, FCCU is a financial cooperative that is owned by its members and offers a full-suite of financial services including business, consumer, agriculture and mortgage loans, along with checking, savings and more. Many people think you have to work someplace special, but FCCU’s field of membership is open to a majority of North Dakota and western Minnesota. From its humble beginning with just 40 members, over the years FCCU has grown to serve more than 45,000 members. Come see why “Life is Better with Community.”
Headquarters: Watford City, N.D.
Number of Employees: 748
Website: fibt.com
Description: First International Bank & Trust (FIBT) is a fast-growing, relationship-driven bank that provides complete financial solutions. Family-owned for more than a century, our roots can be traced back to Arnegard, N.D., where the bank was issued a charter in 1910. FIBT now serves communities in four states, offering personal and business banking, private banking, wealth management, and insurance. While innovation and technology have propelled us forward, FIBT remains committed to the family values upon which the bank was founded. We strive to ensure every customer feels like family, and every employee knows they are valued.
Headquarters: Dickinson, N.D.
Number of employees: 1,100
Website: fisherind.com
Description: Established in North Dakota in 1952, Fisher Industries is a family of businesses that incorporates all aspects of the aggregate production and heavy civil construction industries. Our unique, vertically integrated business model allows us to handle small projects, large-scale operations, and every job in between. Our goal is to provide reliable products and sustainable solutions for innovative global infrastructure. Deemed an essential business, we provided a stable work environment for our employees throughout the pandemic. Fisher Industries will continue to pursue and successfully tackle the industry’s most challenging jobs. Bridges, levees, roads, and walls, we do it all!
continued on page 30
continued From page 28
Headquarters: Fargo, N.D.
Number of employees: 735+
Website: GateCity.Bank
Description: A $2.8 billion mutual bank founded in 1923, Gate City Bank is the region’s leading financial institution, as well as the #1 mortgage lender in North Dakota. The bank employs more than 735 team members at 43 locations in 22 communities across North Dakota and central Minnesota. Gate City has contributed $30.6 million in philanthropic giving and 250,000 hours of team volunteerism since 2003. Additionally, Forbes has placed Gate City Bank at No. 4 in the U.S. on its list of the World’s Best Banks and named Gate City Bank as the Best Bank in North Dakota.
HDR Headquarters: Omaha, Neb.
Number of employees: 10,000, including 350 in S.D., N.D., and Minn.
Website: hdrinc.com
Description: We believe the way we work can add meaning and value to the world. That ideas inspire positive change. That coloring outside the lines can illuminate fresh perspectives. And that small details yield important realizations. Above all, we believe that collaboration is the best way forward. We specialize in engineering, architecture, environmental and construction services. While we are most well-known for adding beauty and structure to communities through high-performance buildings and smart infrastructure, we provide much more than that. We create an unshakable foundation for progress because our multidisciplinary teams also include engineers, scientists, economists, designers, builders, analysts, and artists. Our employee-owners, working in seven offices in South Dakota, North Dakota, and Minnesota, and more than 200 locations around the world, push open the doors to what is possible each and every day.
Headquarters: Bismarck, N.D.
Number of employees: 230
Website: thetitleteam.com
Description: Guaranty & Title Co. as founded in 1955. It began as a three-person operation committed to providing quality service to the Bismarck community. Today, we are comprised of 32 locations across Montana, North Dakota, Minnesota, and Wisconsin. Together, our companies create The Title Team -- experienced professionals who offer complete title services. Our mission is to provide the best service in every market in which we participate. Our team goes the extra mile to help coordinate and complete real estate closing and title services across the upper Midwest, from mobile homes to multi-billion dollar commercial projects.
Headquarters: Fargo, N.D.
Number of employees: 225+
Website: houstoneng.com
Description: For more than 50 years, Houston Engineering, Inc. (HEI) has helped enhance the communities we serve through responsible infrastructure, environmental, planning, and technology solutions. We have only accomplished this thanks to the excellent staff who serve at every level and who remain humble, commit to excellence, and focus on the needs of our clients. With offices in North Dakota, Minnesota, and South Dakota, local and national clients alike seek HEI’s creative, comprehensive, workable solutions that produce results now and continue to provide value well into the future. Because at HEI, we are building for a better tomorrow.
continued on page 32
Our rootshererundeep.That’s whyBasinElectric’s members andemployeesdowhateverittakestomakesureyouhave theelectricityyouneedtopoweryouroperation,heat yourhome and stayconnected.
continued From page 30
Headquarters: Jamestown Regional Medical Center
Number of employees: 350
Website: jrmcnd.com
Description: Jamestown Regional Medical Center serves 55,000 people in a nine-county region. The 25-bed facility consistently receives nationwide awards as both a Best Place to Work and a Top 100 Critical Access Hospital. Specialty care includes ear, nose and throat, gynecology, orthopedics, podiatry and urology and wound care.
Headquarters: With leadership spread out over JLG’s 11 offices in North Dakota, South Dakota, Minnesota, and Massachusetts, JLG does not have a formal headquarters.
Number of employees: 160
Website: JLGarchitects.com
Description: In 1989, JLG Architects emerged in the Midwest as two-person firm founded by Gary Johnson and Lonnie Laffen. With a “Design for Life” approach to architecture, their integrity and vision became the firm’s catalyst for national growth in leadership, peer education, and client connectivity. Today, JLG is a national pacesetter and home to over 160 employee-owners across 11 offices. JLG is proud to be in the country’s top 50 Best Places to Work (Inc. Magazine), and Top Architecture Giants (Building Design+Construction).
Headquarters: Bismarck, N.D.
Number of employees: 540
Website: kljeng.com
Description: KLJ has worked alongside communities and clients of all sizes. Since the 1930s, we have planned, designed, and supported infrastructure across the country such as roads, runways, pipelines, and parks. We create solutions that turn visions into reality and improve the lives of people and communities. We do this by focusing on a business model that puts the customer first, providing an exceptional experience that truly reimagines what projects can become. KLJ’s office locations span several states and cities, since we work in various geographies and markets across the nation.
Headquarters: Bismarck, N.D.
Number of employees: 100 Website: planwithlfp.com
Description: Legacy Financial Partners
(LFP) is a wealth management team serving a select group of individuals, families and businesses. Our focus is to help our clients build and manage their wealth – leveraging our experience and an array of resources to help address clients’ goals and aspirations, and empowering our clients to make good financial decisions.
In 2013, LFP started as an idea to provide a legacy both in terms of continuity for the benefits of our clients but also as a transition mechanism for our people. Since then, it has become so much more. We are now one of the largest teams at Ameriprise with a fully integrated ensemble model including organizational roles and responsibilities. A growing and prosperous company in and of itself.
Lloyd Companies
Headquarters: Sioux Falls, S.D.
Number of employees: 231
Website: LloydCompanies.com
Description: Lloyd Companies is a multifaceted real estate company specializing in Development, Real Estate, Construction, Property Management, Hospitality and Apartments. Working together or separately, our specialized divisions bring valuable expertise and resources to every development project, construction venture or real estate investment. We are an industry leader with a strong presence throughout the Midwest and have been headquartered in Sioux Falls for nearly 50 years. We offer uncompromising innovation, efficiency and service while working to improve the quality of life in the communities.
continued on page 34
We take apersonalinterestinthe workbeingdonearoundus. Andattheendoftheday, we’re Real Peopleoffering Real Solutions.
Ulteigisanemployee-ownedengineeringconsultingfirmdeeply committedtobuildingstronger,saferandhealthiercommunitiesand theinfrastructuretheydependupon.We’re passionateaboutthework weserve. We areproudofthecompanyculturewehavecreated, whichwefosterthrough co llaboration,inclusionan dap assio n for excel le nce. We are proudtoonceagainbename do ne of the50Best Pla cesto Wo rkbyPrairieBusiness. Vi sitUlteig.com.
Bolton-Menk.com
continued From page 33
Headquarters: Fargo, N.D., Sioux Falls, S.D.
Number of employees: 66 and 104
Website: dawsonins.com and marshmma.com
Description: Dawson Insurance & Howalt McDowell Insurance were acquired by Marsh & McClennan Agency in 2012 and 2015 respectively. The two sister offices combined in 2019 to become MMA Dakotas. Marsh & McLennan Agency brings world-class resources and a consultative approach tailored to our clients’ specific insurance needs and situation. Our clients’ trust in us gives us the privilege and responsibility to make a meaningful difference in the communities where we live and work. Some companies call it organizational social responsibility, community stewardship or corporate citizenry. We simply call it doing the right thing.
Headquarters: Bismarck, N.D.
Number of employees: 440
Website: bismackymca.org
Description: The Missouri Valley Family YMCA is a powerful non-profit association of men, women and children joined by a shared commitment to nurture the potential of kids, promote healthy living and foster a sense of social responsibility. We offer a wide variety of programs, childcare and wellness opportunities for all. The people who make up our staff team are driven by our cause to strengthen the community and play an important role in making the Y a welcoming, vital resource in Bismarck-Mandan. We have been recognized by Prairie Business as one of the 50 Best Places to Work in 2018, 2019, 2020 and 2021 as well as by the Bismarck-Mandan Young Professionals Network as a Top 10 Workplace in 2019.
Headquarters: Luverne, Minn.
Number of employees: 25
Website: midwestfire.com
Description: Midwest Fire has been manufacturing high-quality pumpers, tankers, tanker-pumpers and fire rescue vehicles in the United States and Canada since 1987 and has delivered more than 1,200 firetrucks over the past three decades. We make an extra effort to incorporate new technologies and creative design features into each truck we manufacture to ensure that it is among the most innovative and functional apparatus on the market. We have a long tradition of reaching out to fire departments that share our business values.
Headquarters: West Fargo, N.D.
Number of employees: 135
Website: mooreengineeringinc.com
Description: Moore Engineering is a 100% employee-owned civil and environmental engineering company. Since 1960, we have been dedicated to advancing water, municipal and transportation infrastructure to build strong communities. We are invested in this region’s success, working with hundreds of municipalities, counties, water resource districts, developers and private citizens to help it thrive. We attribute our success to the values that have guided our growth since the beginning – respect, integrity, accountability, loyalty and kindness. By demonstrating consistency and honesty in our work, we uphold our obligation to the health, safety and welfare of our employees and the people we serve.
continued on page 36
continued From page 34
Headquarters: Bismarck, N.D., with a branch in Fargo, N.D.
Number of employees: 22, plus a team of contractors
Website: nexusinnovations.com
Description: Nexus Innovations is a leading strategic IT consulting firm in the region, celebrating its 20-year anniversary. We provide a customized approach incorporating organizational goals, business requirements, and organizational culture. In addition to delivering outstanding solutions, what sets us apart is our people and the trust we build with each and every client. At Nexus Innovations, we empower our team members and it shows in everything we do – from investing in their professional development to offering a challenging, rewarding and supportive environment. Our team is proficient across a variety of technologies, consulting disciplines and project management strategies, bringing years of expertise to every project. As a Silver Microsoft Partner, we have become a “go-to” consultant for SharePoint, Business Intelligence, Process Analysis and Automation, Project Management, and Customized .NET Solutions.
Headquarters: Fargo, N.D.
Number of employees: 159
Website: PediatricPartnersClinic.com
Description: At Pediatric Partners, we believe every child deserves the best and we are committed to making a difference in your child’s life. We are proud to offer the most comprehensive and advanced pediatric therapy from our compassionate team of pediatric experts. We specialize in providing therapy for children of all ages through adolescence, including newborns. We offer Physical, Occupational, and Speech-Language Therapy, Mental Health Counseling, Applied Behavior Analysis, and Early Intervention services. Free developmental screenings are also available the second Friday of every month. Whether you’re looking for in-clinic, in-home, or telehealth services, we have the team and tools to work alongside your family every step of the way in Fargo, Bismarck, Grand Forks and Thief River Falls.
Headquarters: Fargo, N.D.
Number of employees: 104
Website: obernel.com
Description: At Obernel, we understand that we bring more than just life to a building, but life to the occupants. We take this responsibility seriously by working with owners, partners, and the community to design systems that are safe, sustainable, and promote overall well-being. We provide not just the expected — high-quality engineering, but exceptional service and innovative, sustainable solutions. Since 1992, Obernel’s core services have revolved around our core value — we care. We care about exceeding our clients’ expectations, relationships with team members, and the comfort and health of future occupants. We strive to go beyond the plan because we care.
Headquarters: Rapid City, S.D.
Number of employees: 96
Website: rcsconst.com
Description: RCS Construction, Inc. is a general contractor located in the beautiful Black Hills of South Dakota. Our crews specialize in commercial building and site development that entails road work, site work, utilities, and concrete. Our formula for success is our ability to perform a variety of projects by employing the best people and helping them recognize their full potential.
Headquarters: Fargo, N.D.
Number of employees: 10
Website: regencytitlend.com
Description: We are a boutique closing company whose foundation is based on integrity, reliability, and a premier level of personal attention to our clients. Helping people in their journey to home ownership is a responsibility that we do not take lightly. We are honored to be a part of such a large and memorable moment in people’s lives. Our success is directly linked to the fact that we truly care about and take care of our team. Family then business is how we help our team live their best possible lives, which inspires them to do more for our clients.
continued on page 38
Safe Place to Produce
Best Place to Work. Creative Place to Dream Growing Place to Develop Engaging Place to Learn
Family Place to Prosper Fun Place to Belong
continued From page 37
Headquarters: Moorhead, Minn.
Number of employees: 59
Website: SandmanSE.com
Description: Sandman Structural Engineers is a team of top design and consulting engineers headquartered in Moorhead, Minn. We are proud that client demand has grown the firm to 59 team members in four offices across Minnesota. SSE has continually grown since its inception by focusing on building strong, trusted relationships with clients and delivering the highest quality product and service. Innovation and quality are maintained through the commitment to hiring and developing professionals who support the mission of helping others achieve their goals.
Headquarters: Edmonton, Alberta; Local Offices in Bismarck and Fargo, N.D.
Number of employees: 22,000 overall, 27 in North Dakota
Website: stantec.com
Description: The Stantec community unites approximately 22,000 employees working in more than 350 locations. Our work — planning, engineering, architecture, surveying, environmental sciences, construction services, and project management, from initial project concept through design, construction, and commissioning -- begins at the intersection of community, creativity, and client relationships. Our local strength, knowledge, and relationships have allowed us to go anywhere to meet our clients’ needs in more creative and personalized ways. With a long-term commitment to the people and places we serve, Stantec has the ability to connect to projects on a personal level and advance the quality of life in communities we serve.
Headquarters: Dickinson, N.D.
Number of employees: 335
Website: steffes.com
Description: Steffes is a diversified original equipment and contract manufacturer headquartered in Dickinson, N.D. Steffes specializes in the design, manufacturing and service of products that support the extraction and processing of oil and gas; innovative product development and manufacturing of thermal storage and load management technologies to meet our country’s adoption of sustainable electricity distribution and storage; and steel fabrication, electrical services and engineering support for companies needing manufacturing partners to support their business success. Through its customer-oriented culture and unwavering commitment to innovation, Steffes has successfully sold products throughout North America for more than 50 years.
Headquarters: Regional offices in Rapid City, Sioux Falls, and Watertown, S.D., Rochester, Minn., and Omaha
Number of employees: 58
Website: teamtsp.com
Description: TSP is a multidisciplinary service leader with architecture, engineering, planning, and interior-design expertise all within a single company. What began as a one-man shop in 1930 has grown into a regional employee-owned practice. Each project is so much more than a building to us: We’re forging lasting relationships alongside the buildings we co-create. We pair our diverse project background with strategic, fresh design-thinking to deliver projects that meet needs today and are flexible enough to have a meaningful purpose well into the future. When everything just works, we give end-users the best possible experience.
continued on page 40
continued From page 38
Ulteig
Headquarters: Fargo, N.D.
Number of employees: 800+
Website: ulteig.com
Description: An employee-owned company, Ulteig delivers comprehensive engineering/design, program management, technical services and field services that strengthen infrastructure vital to everyday life. Ulteig connects people and resources to develop compelling, integrated solutions across the Lifeline Sectors® of power, renewables, transportation and water. Ulteig leverages its expertise throughout North America with a wide range of public and private clients.
Headquarters: Grand Forks, N.D.
Number of employees: 80
Website: vaaler.com
Description: Vaaler Insurance is a locally-owned, third-generation family business employing 80 team members across four locations in North Dakota and Minnesota. As an independent insurance agency, Vaaler represents many of the nation’s leading insurance companies, providing customized commercial and personal insurance, employee benefits, and risk management services to clients across the upper Midwest. Vaaler’s capacity to have a deeper conversation beyond insurance products and deliver comprehensive risk management strategies sets them apart. For 75 years, Vaaler has had the same goal: always act in our client’s best interest while providing insurance and risk management with professionalism, honesty, integrity, and enthusiasm.
Headquarters: Wahpeton, N.D.
Number of employees: 200
Website: wccobelt.com
Description: While we’re proud of what we’ve built here, we’re even more proud we created a company around people who love to work, collaborate, and grow together. You sense it on day one. This is a place that celebrates family values, a healthy work-life balance, and being an active neighbor in the community. This is where your work ethic and creativity are rewarded — all powered by unmatched WCCO Belting teamwork that pushes you to perfect your skills and grow your career. Each day, we prove that loving where you work begins with the people you work with. Join our team today!
Headquarters: Grand Forks, N.D.
Number of employees: 850
Website: valleyseniorliving.org
Description: Valley Senior Living operates three locations in Grand Forks with levels of care including skilled nursing, transitional care, memory care, basic care, assisted living and independent living. Included in the non-profit corporation are three care communities: Valley Senior Living on Columbia with skilled nursing and transitional care; Valley Senior Living on 42nd with skilled nursing, memory care, assisted living and independent living; and Valley Senior Living on Cherry Street with basic care and independent living. We serve more than 550 residents and employ nearly 900 people with the mission of providing compassionate Christian care and service to enhance the quality of life for those we serve.
Headquarters: Founded in Crookston, Minn.
Number of employees: 222
Website: Widseth.com
Description: Create Value. Inspire Greatness. This is Widseth’s core purpose — the driver for every client interaction. Our region’s quality of life relies on robust communities, which we help sustain through engineering, architecture, land surveying, environmental, and related services. With more than 220 employees working from nine locations in Minnesota and North Dakota, our firm and our employees are woven into the region’s business and social fabric, actively engaging in community life through volunteerism and leadership. We value our employees’ engagement in their careers, their communities, and our practice, and we strive to offer the work – life balance everyone deserves.
The search for talent is tough for organizations in all industries right now. Following the pandemic, many organizations are thriving. This is great news.
That is, unless your organization is short-staffed.
thoughtful about how to change the perception of your organization through your job posting.
Consider staff testimonials that convey why your organization, and your team are second to none. Promote your mission and purpose. Put together short videos that highlight the team, the position, and your mission as an organization, and include that link in your postings. Think of ways to establish public visibility of your organization in positive ways that will generate more candidates.
Your goal is to stand out in a very crowded “talent-seeking” environment.
3. Balance tangible qualities with an open mind
Make sure you have identified tangible attributes for the position. But avoid rigidness. Focus on a candidate’s attitude, work habits, aspirations, demonstrated drive, motivation, and their ability to work with a team.
It is these qualities that are difficult to influence. Technical skills can be taught. If you have high performing staff already, chances are, they will be excellent trainers for your newest staff members.
Keep in mind the transferability of skills from candidates with experience from a different industry or different type of position.
Consider promoting your organization in ways that are new and different. This expands your reach and increases your chances of finding candidates that represent a diversity of thought, experience and perspective. Remove opportunities for unconscious bias.
Or perhaps you’ve grown your business but maintained your staff size. Either way, operating with less people than needed represents a ticking time bomb for organizational leaders everywhere. You run the risk of having your existing staff experience burnout, which may lead them to leave your organization. How can you be more strategic in your search for talent?
The professional job market today is different than in years past. Don’t make the mistake of doing what you’ve always done in terms of finding the right candidates. It’s time to think differently about how to get the right people in the right seats. A website listing and an online job post aren’t enough to garner the attention of the candidates you are seeking.
Here are five ways to strategize your search for talent:
1. Promote your organization, not just the position
Professionals of all kinds are looking for more than income, they are looking for fulfillment in their careers. The position matters, but the organization matters more. Think about what makes your organization great.
Partner with marketing, or hire a consultant, to tailor a hiring message that describes why your organization is a great place to be. Is it the flexible work schedule? Perhaps your organization values a family-friendly work/life balance?
Community involvement is also a significant driver of your organization’s reputation as a top choice employer. What makes your organization stand out? If your list is coming up short, develop a team of staff to brainstorm ways to change this.
2. Market the position in unique ways
If you search online for job postings, you will find thousands of job openings. Each are structured the same: a short description of the position, qualifications and a link to apply. Take a step back and be
The best talent that you can find will believe in your mission but challenge the status quo and see things differently within your organization. It’s an opportunity to gain perspective from someone with a fresh point of view.
One of the biggest challenges of today’s labor market is finding experienced talent; individuals who can join your team and, with minimal direction, hit the ground running.
Consider that your top candidates may lack experience yet show the ability and eagerness to learn and grow. Hire for a growth mindset over experience alone. As a human resources professional with 20 years of experience, I have seen numerous instances in which someone with limited experience and an exceptional attitude can become a top performer and exceed everyone’s expectations.
Sometimes, you just need to give someone a chance.
Keep in mind that while it is important to strategize your search for talent, it is equally important to ensure that your organization has and maintains a strong workplace culture. Focus on ways to convey and demonstrate the value that your staff members have.
Be intentional about aligning your staff to organizational goals. Communicate appreciation and the positive impact that each staff member has in driving the organization’s success. Promote a humanistic and supportive approach and empower your staff to coach, mentor and collaborate with one another.
If you can effectively create this type of culture, your search for talent will be much more successful. In fact, talent will be searching for you.
Sarah Meusburger, SPHR, SHRM-SCP, is a freelance writer that is fascinated with the ever-changing workforce environment and challenges. She is an HR consultant with Alternative HR and the human resources director for Banner Associates, Inc. She has 20 years of experience working in the field of HR and people relations.
The future is fueled by innovation –something Joe Raso knows well. Innovation is, in part, what led to his moving to the Fargo-Moorhead region about two years ago.
Now, as president and chief executive officer of the Greater Fargo/Moorhead Economic Development Corp., he is doing his part to innovate the organization and community for the years ahead.
One tool he is using is a communitywide initiative called Fueling Our Future, which relies on partnerships with many businesses and their leaders. The Fargo Moorhead West Fargo Chamber of Commerce is a primary partner.
Raso, in fact, said that’s where the initiative started in about 2017, when the late Craig Whitney was chamber president.
Raso and current Chamber President Shannon Full are fully on board with the initiative, which at its core has three focus points or initiatives: People, Prosperity and Place.
The initiative’s aim is to attract new talent to the region and retain its workforce; attract new businesses within targeted sectors and support entrepreneurship; and create critical infrastructure components and amenities to enhance the region’s prospects and quality of life.
Whitney died in 2019, Raso said, but his vision for the future of the region has remained, fueled by others who want to see the region continue to develop and prosper.
“It was pretty apparent that many of the leaders in the region felt that they were going to move forward with a broad initiative to address major issues in the region” – the ones they were willing to support, or what Raso calls the “big-rock issues” in the region. “We have kept the flame going. All those things have been talked about, but no one really had an X on their back or was taking the charge and keeping a light on those items.”
Raso said the EDC and Chamber “were not necessarily the organizations to implement, but we wanted to make sure that the business community, through our two organizations, would support and keep screaming from the mountaintop that these things needed to be addressed.”
Some of those big-rock issues are the very things the initiative seeks to address in its people, prosperity and place categories.
Full, who took the reins of the chamber presidency last December, said, much like Raso, the business community’s involvement in their communities was a motivating factor in her moving to the area, which at its core is a main thrust of Fueling Our Future – to attract new talent to the region.
If she and Raso are only two examples of many, they said, think of the potential of drawing more talented people to the region.
“What was really prevalent was this really strong desire to collaborate in a very meaningful, purposeful, and intentional way,” Full said of the business community.
Some other regions across the country have figured out how to address those big-rock issues, the most critical opportunities of their communities, and put them into action. The Fargo-Moorhead region can learn from them and be numbered among them, Full said.
“I was very interested in how the chamber could work with the EDC, mostly with the EDC but then other community partners and leaders throughout the community,” she said. “Fueling Our Future is a great way to convene all of these great ideas, opportunities, thought leaders and minds, and move that into action.”
Besides the three items mentioned above – people, prosperity and place – the initiative has many parts under each focus item.
The elephant in the room, however, is attracting and retaining workforce, which also means working with institutions of higher learning. Fueling Our Future sets its sights on regional colleges and universities, prime players in the future of any region.
“We don’t have a systematic approach to workforce development that is comprehensive and collective of all of the different entities and so Ignite is that,” Full said.
Ignite, much like its name, seeks to spark opportunity and innovation.
She explained: “This is really a combination of a technology platform, coupled with a strategic relationship development strategy that will allow us to better connect student exploration, active job-seeker exploration with direct opportunities from our businesses.
“For instance,” she continued, “there will be a technology platform side of it that has video career cards that are crowd-sourced from all over the country, but are also ones that are shot here locally; there’s online learning to help job-seekers and students better align with online courses that are driven by the private sector.
“And then there is an opportunity where companies are able to put in their profile and through that profile they can identify of all of their employees on their team who’s willing to speak in classrooms, job shadows, tours, internships, mentorship and all of those exploration opportunities that also is a major initiative that is being funded, in part, by Fueling Our Future.”
Full and Raso said they are optimistic about the future of the region, mainly because of its people but also because of what’s in store as the the future continues to be fueled by innovative minds working to achieve one goal: To make the area a hotspot where top talent and a driven workforce impacts prosperity and place.
“If there were not courageous leaders who saw the opportunity to come together and be a catalyst for the future of our major opportunities here,” Full said, “we wouldn’t be positioned in this way.”
3020Energy Drive-Dickinson,ND58601| (701)456-9184
www.fisherind.com
Fisher Industriesisa family of businesses thatencompasses all aspec ts of theaggregateproduc tionandheavycivil construc tionindustries. Wi thnearly70years of experience, our unique verticallyintegrate dbusiness modelallowsus to handle smallprojec ts, large-scaleoperations,and everyjob in be tween. Bridges, levees, roads, and walls,wedo it all!
CompanyCulture:
Luncheons
Holiday Parties
Potlucks
CompanyPicnic
Annual Golf Scramble
Milestone Celebrations
Ugly SweaterDay and More!!
WeOffer:
401(k) Plans
Prof it Sharing
Company Sponsored Term Life
Employee Assistance Program
Customizable Bene fi ts
We wouldliketothankouramazing employeesfornominatingus as one of theregion’s 50 Best Placesto Work foran8th yearinarow!
Nader Mossavi gave up the warm weather and bright lights of Las Vegas for the colder and more homey atmosphere of Fargo, something he said has been a nice change for him and his family.
Mossavi is the general manager of the Rosewild, the dining establishment in the new Jasper Hotel. His journey from casino city to family friendly Fargo happened earlier this year and he speaks highly of the transition.
Mossavi is one example of many people who have moved to the region for its viable business climate and quality of life. Now that he is here, he hopes to pay it forward and do his part to promote all that the area has to offer.
“It has been an amazing journey so far,” he said during an interview with Prairie Business in July, just a few weeks after the hotel opened.
Mossavi was welcomed to the area with negative 40-degree temperatures in February, he said -- and some of the friendliest people he has ever met.
Mossavi spent the past 21 years in Vegas managing food and beverage for various casinos, nightclubs, and restaurants on and off the strip.
“So this really, for lack of better words, is all I really know how to do,” he said.
He seems to be the perfect fit for the Rosewild and was a driving force getting the restaurant’s staff and products ready for its opening, efforts that already are showing results.
“The reception of the public has just been amazing,” he said.
When he arrived, his job was to put together a food and beverage program alongside Executive Chef Austin Covert that would be different from other establishments in the area and help elevate the dining experience for customers.
The Rosewild is uniquely Fargo, Mossavi said, explaining it has partnered with a number of area businesses, such as Fargo Brewing Co., and uses many local products. One of his goals is to provide a unique cocktail experience.
“One of our cocktails uses products from some of our local breweries, and so we are making cocktails, we’re making drinks that are true to what’s shifting in the back of the kitchen ... and a lot of our spirits
continued on page 48
Ourte am me mbe rs are revo lutionizing wh at an in spirin g space is th ro ug h co llab oratio n, creati vity an d in novation .
We're in cre dibly pr ou d of ou r re ma rkable te amfor ma ki ng En cl ave on e of th e re gion's 50 best places to wo rk , th re e ye arsin a row! en cla ve co mp an ies .c om /c ar ee rs
JOIN OUR AWARD-WINNINGTEAM
continued From page 46
are locally sourced as well,” he said. “We want to stay as true to Fargo as possible and we wanted to take my world-class cocktail experience and elevate it, adding garnishes to cocktails, creating them in a different way. … We are kind of creating cocktail versions of what the chefs are doing in the kitchen.”
Cocktail or no cocktail, customers should not feel obligated to dress to the nines when visiting the Rosewild, though they are welcome to do so. Visitors can visit in a three-piece suit or casual attire -- it doesn’t matter.
“The atmosphere is fun,” he said. “It’s lively and we are unscripted. And what I mean by that is … for the most part, you’re coming into our home, we’re inviting you in, as if we’ve known you forever, whether it’s your first time or your 50th time.”
Besides the Rosewild, the Jasper Hotel also includes the Great Northern Boardroom and the Continental Ballroom.
The architecture and design elements of the hotel and restaurant give a nod to the Fargo area and its history, from the wallpaper adorned with white roses in the private dining area to the railroad ties incorporated into the ceiling in the lounge area that hint to the bygone days when trains were more readily used in the region.
“They’re all little hints of the history of the story that we’re trying to tell — the rose in and around Fargo,” he said.
The payback is when customers tell Mossavi and his staff how much they enjoyed the experience. Such feedback also is confirmation to him that he made the right decision to leave the crowded city of Las Vegas for the more hospitable community of North Dakota’s largest city.
It also gives him hope that maybe one day the out-of-towner will be back, not just for a visit but possibly to stay in the area and add to the region’s business climate.
He plans to tell his story about coming from Vegas to Fargo and why he plans to make this his permanent home. In short, it’s because of the people and the opportunities that the region has to offer.
“It’s overwhelming,” he said. “There is seldom a moment that goes by where somebody who’s leaving the restaurant doesn’t make a statement about how they’ve been touched; there’s always a heartfelt thank you from the locals about bringing this not only to Fargo but to showcase Fargo on this kind of scope.”
WEEKS EDITOR“They’re all little hints of the history that we’re trying to tell — the rose in and around fargo”
- Nadar Mossavi
It hasn’t been an easy couple of years for Altru Health System, but things seem to be getting back on track with its plan to build a seven-floor hospital in Grand Forks, N.D.
The hospital leadership made the announcement in a meeting in July with the Grand Forks Herald and Prairie Business.
Work on the $380 million hospital, which in 2019 was downgraded to five stories after the budget was slashed, will resume this fall with a targeted opening date set for 2024.
As originally planned, the hospital will be seven stories.
“A lot has changed in healthcare over the past year,” said Altru President Dr. Steven Weiser. “As we look ahead and now fully understand the impact of the unknown, we have expanded our plan to ensure we’re ready for what may come in the future.”
hospital
A RENDERING OF THE NEW SEVEN-STORY HOSPITAL BY ALTRU HEALTH SYSTEM BEING BUILT IN GRAND FORKS, N.D. WHEN COMPLETED IN 2024, THE HOSPITAL WILL INCLUDE 226 PATIENT BEDS AND A 16-BED OBSERVATION UNIT, AMONG A NUMBER OF OTHER FEATURES. IMAGES: COURTESY OF ALTRU HEALTH SYSTEM
Developing new formulations and therapeutic targets for approved drugs may help treat cancer and other diseases. This is the concept behind the South Dakota State University-led Center for Drug, Disease and Delivery, which recently received a five-year, $3.9 million award from the South Dakota Research and Commercialization Council.
The 3D (Drug, Disease and Delivery) Center will provide an integrated framework for drug development and build academic, industry and clinical partnerships to advance these new treatments, according to director Om Perumal, a professor and head of SDSU’s Department of Pharmaceutical Sciences. Associate professor of pharmaceutical sciences Joshua Reineke will be the center’s associate director.
“This was definitely a team effort from those within and outside SDSU to get all the pieces together, but the timing was right,” Perumal said.
He acknowledged the integral role state funding for the Translational Cancer Research Center, which concluded its work in 2015, and infrastructure-building grants as well as a $1.1 million commitment for bridge funding from Kevin and Lorie Haarberg through the SDSU Foundation played in making this center possible.
Kevin Haarberg is a 1979 pharmacy graduate, and Lorie lost both parents to cancer in their 50s. That has motivated them to invest in research within the College of Pharmacy and Allied Health Professions.
page 54
A deeper dive into the unknown started last year when the pandemic was declared and the health system found itself not unlike other businesses, which had to modify its operating procedures in light of uncertain times. In April 2020 it put the new hospital on hold and even cut back 60% of its procedures to focus on COVID-19 patients, according to reporting by the Herald. By June, it said it would cut 7% of its workforce to help navigate the economic challenges of the pandemic.
Much has been learned since then, Weiser said, including “how to manage a pandemic in a community, but we know how to right our ship. Our ship is sailing with a full mast, and we’re excited about where we’re going.”
The seven-story hospital is a joint construction operation with Minneapolis-based PCL Construction and Grand Forks-based Community Contractors (PCL/Community), who partnered with JLG Architects and HKS Architects to build the new hospital.
The PCL/Community and JLG team recently completed the University of North Dakota School of Medicine and Health Sciences, a $105 million education building.
Design and preconstruction of the hospital started in spring 2018.
The future hospital will include 226 patient beds and a 16-bed observation unit. The patient rooms are expected to exceed code requirements for compliance with the Americans with Disabilities Act. It also will house private rooms in the neonatal intensive care unit, pre- and post-operative rooms and state-of-the-art operating rooms, according to Altru. The hospital will feature a dedicated trauma operating room with a trauma elevator for quick transport, and on-site equipment not present in the current facility.
The construction site of the new hospital is about 17 acres of the 63-acre Altru campus off Columbia Road in Grand Forks. Around 18% of the work already was completed when construction paused, according to information from Altru. The company said the site was properly secured during the construction pause and that no work already completed will have to be redone.
“We are thrilled to share our new plans for an even better hospital than we first imagined,” Dave Molmen, Altru’s interim CEO said. “The facility will serve our region for generations to come with the innovation, world-class care and calming environment our patients, their families and our staff deserve.”
At First International Bank &Trust, living first isn’tjustatagline or wishfulthinking .It’s howweintentionally approachlifeand work ever yday,and have been formorethan 10 0 years. We’renot just co -workers ,and you’re notjustclients;weare family.Thankyou to ouremployees fortheir commitmenttoexcellence, and to ourcustomersfor inspiringus to beourbest.
At First International Bank &Trust, living first isn’ tjustatagline or wishfulthinking .It’s howweintentionally approachlifeand work ever yday,and have been formorethan 10 0 years. We’renot just co -workers ,and you’re notjustclients;weare family.Thankyou to ouremploye es fortheir commitmenttoexcelle nce, and to ourcustom ersfor inspiringus to beourbest.
Proudtoberecognizedasa 50 Best
to Work eightyears in arow!
Proudtoberecognizedasa 50 Best
BANK ING |M ORTGAGE |I NS UR AN CE *|TRUST&I
Work eightyears in arow!
BANK ING |M ORTGAGE |I NS UR AN CE *|TRUST&I
VOL 22 ISSUE 9
continued From page 52
“Their commitment to the center made our proposal stand out from the others,” Perumal said.
The research team includes 11 SDSU faculty members from three departments as well as the university’s Office of Technology Transfer and Commercialization and two South Dakota School of Mines and Technology researchers. Eight private-sector partners, including Avera Cancer Institute and Vance Thompson Vision, are also involved in the center.
The center will focus on one or more of the 3D’s-modifying the existing drugs to optimize their biological and delivery properties, identifying new molecular targets for existing drugs and/or developing new formulations and delivery systems for existing drugs.
In addition to advancing existing pharmaceutical technologies at SDSU and South Dakota Mines, the 3D center will use a collaborative framework to create intellectual property through interdisciplinary projects and to foster an entrepreneurial mindset to strengthen the state’s biomedical and pharmaceutical workforce. The research will address diseases affecting human and animal health.
The 3D Center is one of three projects to receive RCC funding through the Governor’s Center Program, which provides seed funding to support applied research and development centers involving South Dakota universities, businesses and private sector research organizations. The RCC seeks to increase research and development that will make an economic impact through technology commercialization and the development of research-based industry clusters.
Repurposing drugs that have already been FDA-approved can shorten the timeline and decrease the costs of bringing new treatments to market, Perumal said.
“An estimated 40% of drugs fail during development because the biological and delivery properties of the compounds are not optimal. It works on cells in a culture dish, but to be absorbed in the human body, it must be water-soluble. Or it may have worked well in the animal studies, but animals and humans metabolize drugs differently,” he continued.
continued on page 56
It’s not virtual reality — it is reality capture.
Nor is the technology exactly new, but it is the future of land surveying, according to professionals at Houston Engineering, who say it is advancing the ways in which data is gathered and how that information is processed to create designs for, in the company’s role, infrastructure projects.
Think of reality capture as a high-end, cost-effective survey solution that goes beyond traditional survey methods. It uses LiDAR — which stands for Light Detection and Ranging — to create high-resolution models of ground elevation.
Chad Qualley and Erik Nelson, drone operations manager and senior technician, respectively, said Houston Engineering, based in Fargo, N.D., has been at the forefront of providing reality capture services that can be used in a variety of applications for clients across
continued From page 54
The center’s researchers will look at modifying the drug to make it better absorbed or long acting. “To reduce toxicity, we can perhaps put the drug in a delivery system that targets the tumor,” Perumal said. “It’s like taking an old car and refurbishing it.”
One classic example of repurposing is aspirin, a 100-year-old drug. In its original form, the pain reliever can cause increased bleeding on long-term use. Taking clues from this side effect, the repurposed, lowdose aspirin is now commonly used to prevent blood clots in those with cardiovascular disease - and has also been shown to lower the risk of colorectal cancer.
During the next five years, four research projects with high potential for competing for external federal and private funding and developing technologies of interest to industry partners will receive center funding for a maximum of two years. The first two projects will begin next year.
The first project, led by professor Hemachand Tummala, will further develop a targeted therapy designed to reduce the side effects and
the upper Midwest. The survey service improves accuracy, productivity, quality and safety throughout clients’ infrastructure projects.
“LiDAR is actually one of the tools that we use for reality capture and it’s one of the biggest ones, really,” Nelson said. “When you can spray an area with billions and billions of points, you basically get a right-now image capture of what’s going on at the site you want to capture.”
LiDAR works like this: A laser scanner transmits brief pulses of light to the ground surface. When reflected back, their travel time is used to calculate the distance between the laser scanner and the ground, according to the U.S. Geological Survey. Data is collected as a “point cloud” or dataset “of individual points reflected from everything on the surface, including structures and vegetation.”
increase the effectiveness of a commonly used chemotherapy drug. The initial disease target is ovarian cancer. The team includes associate professor Komal Raina, the Haarberg Chair in Cancer Research, along with Avera Cancer’s chief medical officer Dr. John Lee.
A second project, led by associate professor Gudiseva Chandrasekher, responds to the shortage of quality, implantable donor corneas by developing a new biomaterial for making corneal implants. South Dakota Mines assistant professor of nanoscience and engineering Scott Wood will also work on the project. The team will have guidance from ophthalmologist Vance Thompson.
During the center’s third year, a team led by Perumal, will advance a drug formulation to prevent and/or treat early-stage breast cancer using a South Dakota Innovation Partners-licensed delivery method. Also, in year three, professor Xiangming Guan will lead a team developing a targeted drug-delivery system to treat metastatic brain cancer.
Besides these lead projects, the center will also provide funding for new interdisciplinary projects by soliciting grant applications from academic and private institutions in the state.
“This new center will give us a big boost and expedite these research projects by at least five years,” Perumal said. “We are fortunate to have a state interested in investing in people and research.”
A team at Houston Engineering says that as technology such as LiDAR continues to improve, so will survey methodsErik nelson Chad Qualley
LiDAR, of course, is nothing new. It has been around a long time, Qualley said, and he’s been using it ever since he arrived at Houston 18 years ago. “But it has really changed,” he said, mainly because other technology has changed.
“The sensors that shoot the lasers, which is LiDAR, have gotten to be so much more precise and so much more inexpensive,” Qualley said, explaining that LiDAR can now be used on much smaller projects than in the past.
Qualley described himself and Nelson as “software experts” who run “various specialized software” that allows them to process the “point cloud that the LIDAR sensor shoots and extracts from.”
It is similar to having a field survey crew on site, extracting information from all points of a location.
“We’re extracting out road edges, we’re extracting out signs, we’re extracting out a grid of points that then can be used to make surfaces,” Qualley said. “It’s really changed.”
To give another example of what has changed, traditionally high-altitude LiDAR has been captured with a plane, but new aerial LiDAR techniques can use a helicopter or unmanned aerial system that can fly safely
continued on page 58
at lower altitudes to help produce more detailed results. Nelson said mobile LiDAR can capture images close to the ground with a device mounted on a vehicle.
What’s on the horizon with reality capture is anybody’s guess, because technology changes so quickly. Even over the past couple of years, the team at Houston Engineering has seen it evolve and enhance.
“The sensors have gotten immensely better in the last four or five years, even over the past couple of years,” Nelson said. “It’s just been insane how they’ve changed the style and the ability of each sensor and then each iteration gets that much better than the last one.
“So, going into the future it’s only going to get that much better. The sensors are going to get smaller, they’re going to get more accurate. It’s just going to continue going that way.”
He said drones also will get better and, fingers crossed, eventually be able to carry more weight. Sensors are heavy for a drone.
“That’s one limitation we have,” Nelson said, “but hopefully we can get drones that can carry better sensors. So, that’s what I see in the next five years, that reality capture will just keep getting better and better with technology.”
ANDREW WEEKS PRAIRIE BUSINESS EDITOR
FARGO, N.D. • Butler Machinery Co. said it is poised for growth through the spring of 2022 with the purchase of existing buildings in both Watertown, S.D., and Sidney, Mont. It also will enter a new territory for the company with a state-of-the-art building in Kearney, Neb.
The expansion plans will provide job opportunities at these locations and throughout the company.
“We are looking forward to widening our store footprint and growing our team,” said Twylah Blotsky, Butler’s new president and CEO and fourth family member to lead the company. “These new stores, and the additional employees we’ll need to bring on board, will allow us to better serve our customers throughout our whole region,”
The new Watertown store, formerly Hurkes Equipment, will be Butler’s 19th dealership location. “Butler Machinery has experienced rapid growth in this region of South Dakota, and the new store location will allow us to support our customers with equipment, parts, service and technology more efficiently and effectively,” Blotsky said.
The Watertown location,at 603 10th Street NW and projected to open this fall, will offer the full line of Cat® compact and heavy equipment, as well as AGCO® equipment brands including Fendt, Massey Ferguson, RoGator, TerraGator and Gleaner, plus select CLAAS equipment and additional smaller agriculture equipment lines.
The Sidney facility, formerly B&B Rentals, will open as a Butler Ag Equipment store and will be Butler’s first store in Montana and 20th store location overall.
The new Sidney location will be Butler’s fifth store branded as Butler Ag Equipment -- a division of Butler Machinery Co., focusing only on agriculture equipment lines -- and will offer the full line of AGCO equipment brands, select CLAAS equipment and other smaller ag-focused lines, as well as ag technology, parts and service. The store plans to open this fall.
A new store in Kearney, Neb., will replace Butler Ag Equipment’s current location. The 20,000 square-foot building will house an 11,000 square-foot full-service shop, allowing Butler to better support customers in Kearney and the surrounding areas and will carry the full line of equipment from Fendt, RoGator, TerraGator and Gleaner, as well as additional smaller ag equipment lines.
“Butler is in a great position for growth right now,” Blotsky said. “Our team has never been stronger, and the equipment manufacturers we’re partnered with are at the top of their game. It puts us in the perfect place to grow through both physical locations and by adding new talent to our team. I’m excited for our future.”
The U.S. Economic Development Administration said it has launched a STEM Talent Challenge to support programs that train science, technology, engineering, and math (STEM) talent and fuel regional innovation economies across the country.
The $2 million challenge will provide funding for work-and-learn programs to increase STEM-capable workforce in emerging and transformative sectors such as space commerce, aeronautics, digital manufacturing, biotechnology, advanced manufacturing and cybersecurity.
Competition applicants may request up to $250,000 for implementation of a 24-month workforce program that complements their region’s innovation economy.
The deadline to apply is Oct. 12, 2021. For more information, visit www.eda.gov/ OIE/STEM.
SIOUX FALLS, S.D. • The Small Business Administration said it has issued grant awards up to $125,000 each to four organizations in the Rocky Mountain Region for specialized training, mentoring, and technical assistance for research and development-focused small businesses.
The grants fall under the Federal and State Technology (FAST) Partnership Program, and among the number in the region is the South Dakota Biotech Council, according to the Small Business Administration, which made the announcement in August.
“We are thrilled to announce that South Dakota Biotech Council is the South Dakota recipient of an SBA FAST grant this year,” SBA District Director Jaime Wood said in a statement. “Our small businesses are producing cutting edge technology and the FAST grant provides an additional boost in preparing these businesses to bring their innovation to the commercial market space.”
FAST seeks to improve outcomes in the Small Business Innovation
Research and Small Business Technology Transfer Programs for underserved communities by increasing participation from women-owned, rural-based, and socially or economically disadvantaged small businesses.
FAST award recipients this year across the U.S. and territories include state and local economic development organizations, Small Business Technology Development Centers, Women’s Business Centers, Procurement Technical Assistance Centers, incubators, accelerators, colleges, and universities. All awardees will provide support to small businesses developing advanced technologies.
“The SBA’s FAST program investment helps South Dakota Biotech to improve the competitiveness and success of Small Business Innovation and Research, and the Small Business Technology and Transfer-affiliated businesses in our state,” said Joni Ekstrum, executive director of South Dakota Biotech.
“This funding amplifies our capacity to connect with communities that we may not have reached before, through training and mentorship programs focused on supporting women and minority entrepreneurs to launch new products and grow a business.”
DICKINSON, N.D. • Dickinson, N.D.-based Steffes LLC, which specializes in the development and production of innovative energy technology and advanced manufacturing, said it is expanding into the southeast through the acquisition of a manufacturing facility in the town of Shelby, N.C.
The investment of $20.9 million in Cleveland County will create 130 new, full-time jobs over the next five years.
Start of production is expected to begin in late 2021 with plans to be fully operational in the first quarter of 2023, according to the company. It said it plans to provide advanced comprehensive metal fabrication services to support production of Steffes OEM products and customer production in the region.
“This expansion is the realization of the company’s strategic vision,” Todd Mayer, co-president of Steffes, said in a statement. “The combination of customers and friends
in this area combined with the workforce potential and community support made Shelby the best fit for us. We are excited to become part of the community and support innovation in the region.”
Steffes is a privately held, diversified original equipment and contract manufactur-
er headquartered in Dickinson, but with additional manufacturing and customer support facilities in Grand Forks, N.D.; Midland, Texas; Casper, Wyo.; and Oklahoma City.
For more than 20 years, business and community leaders have turned to Prairie Business as a valued partner in their overall business-to-business marketing and communications strategy. Prairie Business is your window into business and industry in North Dakota, South Dakota and western Minnesota. Whether you are involved in higher education, health care, finance, architecture and engineering, agribusiness, energy, economic development or construction, we’ve got you covered.
By Prairie Business
ELLENDALE, N.D. • ReadiTech, a DRN company, has begun construction of a $30 million fiber optic infrastructure capable of providing 10G internet within the city limits of Casselton, Horace, and Mapleton.
The company, in making the announcement, said this advanced telecommunications network will be the tool that fosters innovative economic development, education, telemedicine, and other vital services for these rural communities.
The fiber optic construction project includes building a central office in Horace, which will house the state-of-the-art technology equipment needed to provide telecommunication services to local subscribers.
ReadiTech broke ground on the new office complex, located at 434 Main St. N. in Horace, in late July. The new facility will be home to ReadiTech’s engineering, fiber and managed IT services.
“The future of fiber optic broadband has limitless potential to drive growth and economic development,” said DRN ReadiTech CEO and General Manager Kent Schimke. “We are proud to be the first to bring 10-gig capable Internet service to Horace, Casselton, and Mapleton.
It is an honor to not only be accepted by these cities but recognized as a partner in helping build strong and prosperous rural communities.” While having access to gigabit speeds with fiber optic technology will be new to the residents in the serviced areas, DRN ReadiTech is already providing up to 10 gig Internet to residents in south-central North Dakota. DRN, ReadiTech’ s parent company, has a long history of bringing the latest and greatest telecommunication services to its customers. In 2012, DRN was the first in the state to complete fiber to the home infrastructure.
According to Schimke, the Horace fiber optic project will begin serving subscribers in areas where construction is complete as soon as this fall. An estimated completion date for the entire city of Horace is fall 2022. Construction in Casselton is nearing its finish and technicians are actively connecting customers to the fiber optic network.
In Mapleton, the fiber project was slated for completion in August.
“I am excited and very happy for the opportunity to provide the most reliable, fast and state-of-the-art fiber optic broadband services to the communities of Casselton, Horace, and Mapleton,” Schimke said.
ALIGNED VISIONS. SUSTAINABLE PROJECTS.A BE TTER WORLD.
DRINKING WATER. WASTEWATER TREATMENT. WATER RESOURCES.
SOLVING YOUR MOST COMPLEX CHALLENGES.
INFR ASTRUCTURALRENEWAL . ALIGNED VISIONS. INNOVATIVE SOLUTIONS. SOLVING YOUR MOST COMPLEX CHALLENGES.
SOLVING YOUR MOST PRESSING WATER CHALLENGES.
WithSEH, youareatrue partner and collaborator.
WithSEH, youareatrue partner and collaborator.
WithSEH, youareatrue partner and collaborator.
Ascommercialsalesmanager,JenniferGuthmillerleads ateam dedicated to matchingeachcustomer’s uniqueneedswiththe right toolsandservicesfortheirbusiness.
CallJennifertoday at 701-323-3035 to schedule afreeconsultation.
Withmorethan42,000milesof fiberacrossthestate, DCNandits14ownercompaniesoperateNorthDakota’s most robust fiberopticnetwork.
Engineers | Architects | Planners | Scientists 701.354.7121 | sehinc.com/subscribe
By Andrew Weeks
Midco is investing $500 million to upgrade and expand its fiber in the upper Midwest, with a couple of hundred million dollars invested in North Dakota alone.
Initially, $100 million will be invested in the communities of Bismarck, Fargo and Dickinson, according to company President Pat McAdaragh. But eventually that number will tick up to around $200 million for additional North Dakota as more communities receive network infrastructure upgrades, including Grand Forks.
While the initial investment targets three cities, work also will take place in other areas such as Grand Forks, and by about 2026 most of the state should be covered, he said.
The company held an event on July 8 at the state capital in Bismarck to announce its plans, which it calls Fiber Forward — an expansive investment that uses the company’s robust fiber network and next-generation fiber technology to bring 10G speeds to the region.
When complete, it will deliver the blazing internet speeds to businesses and homes across the region and double Midco’s fiber network to 22,000 miles. About 150,000 businesses and homes will be impacted, according to the company.
McAdaragh said this is just the beginning. Plans are underway to fit the entire state with the high-end fiber technology, a promise the company made in 2019 when it first announced it would invest $500 million to deliver a 10G network by 2030. The announcement today, he said, is letting customers know the company is starting to fulfill its promise.
The term 10G should not be confused with cellular 5G, which stands for fifth generation. Instead, 10G is a broadband platform with the ability to deliver internet speeds of up to 10 gigabits per second.
That’s remarkable speed, McAdaragh said. But the venture is not something that will happen overnight. It is a multi-year project, and it will be a few years before customers can tap into it.
Pat McAdaragh President and CEO Jon Pederson Chief Technology OfficerLooking ahead, high-grade fiber will not only be a convenience, said Joe Pederson, Midco’s chief technology officer based in Sioux Falls, S.D., but a necessity of the times that will lead to economic development and provide a better quality of life, especially as office dynamics change and more people likely will continue working remotely.
“It really means that what they need to do, they can do without worry,” he said. “This is still just one spectrum of solutions; you can get whatever works best for your household, but it can go all the way up to 10G. We can’t imagine what kind of apps will be used in the
home 10 years from now, but we’re positioning ourselves to take advantage of those apps and enable our customers.”
Pederson said the company also is looking at ways to upgrade WI-Fi abilities. For now, however, he is excited about what the future holds with this next phase of fiber.
McAdaragh and Pederson, who both have been with the company for several decades, said when they started with the company fiber was yet many years in the future. Now it services customers using almost all fiber.
McAdaragh said Midco, especially over the past 12 years or so, has tried to leverage fiber for its customers, noting that with tremendous broadband growth – which seems to double about every 16 months, “we were doing upgrades like crazy to stay ahead. Every upgrade pushed fiber closer and closer to home, and so now we have a lot of fiber in our network. It’s just now getting close enough that we can start to see some magic happen.”
McAdaragh said he is rather “bullish” about North Dakota, noting this venture helps position the state for future successes.
“There’s a lot of technology underneath it; we took a lot of research and did a lot of talking internally to make sure there’s alignment,” he said. “Technology changes all the time and so we often have to wait for the technology to ripen. We just feel very ready to go now.”
Besides the $200 invested in North Dakota, $200 million will go to the company’s fiber efforts in South Dakota and the remaining $100 million to Minnesota and Kansas.
“We have always planned to be ahead of the curve of where the marketplaces are, the new applications that are going to really drive the bandwidth usage … and so where we’re at now is a massive network upgrade; it’s generational in nature. By generational I mean once about every 25 years.” It is “going to position all of our territories, North Dakota, Fargo area and Bismarck – everywhere – for the next generation.”
Q. WHERE ARE MOST OF YOUR CLIENTS, REGIONALLY OR DO YOU HAVE CLIENTS IN OTHER STATES ACROSS THE U.S.? A.
The majority of our clients are in the region but do serve clients throughout the US.
Is there much competition regionally in your industry? If so, what does that mean for your business?
Q. THE COMPANY’S WEBSITE SAYS THAT IT MAKES LABELS FOR BUSINESSES IN MANY INDUSTRIES. IS THERE ONE INDUSTRY THAT IT WORKS WITH MORE THAN OTHERS? A.
We provide labels for a number of types of businesses. Pharmaceutical, manufacturing and beverage labels are our core industries. Recently NPL invested into digital print which has helped support the growing craft beverage market.
Kent Flagtwet, the general manager of Northern Plains Label in Fargo, N.D., is responsible for the day-to-day operations of the company that makes labels for a variety of businesses in the region and across the country.
He has been with the company for 12 years, but has been in commercial printing for more than 30 years. As such, he knows the industry well and gives this insight:
“The label industry has experienced a rapid growth in digital print over the last five years and will continue to evolve,” he said.
Flagtwet said his team is small -- only about seven team members -- and one office location, but they are dedicated.
In an interview with Prairie Business answered a number of questions about the company, the industry and the outlook of the future.
NPL prides itself for reliable customer service, high quality, exceptional value and quick delivery. Our small staff size allows flexibility to meet our client’s needs.
Overall we have been fortunate through the pandemic. Thankfully our staff has been healthy so we are able to maintain production levels. Many of the industries we serve maintained or increased their sales volume during the pandemic. Like many industries, raw material shortages and shipping delays have been challenging. To avoid extended delivery dates to our clients, we have increased our inventory levels of most raw materials.
That certainly is a concern and we see many local businesses being impacted. NPL has had the good fortune to maintain the same staff for the past few years. Our staff is by far our greatest asset and has contributed to strong business growth.
Industry experience is always a preferred skill but not necessary. The regional label industry is small so finding experienced staff is very difficult. We look for great attitudes, teamwork skills and a willingness to learn. We also rely on industry led and peer training to further the new employees skills.
It’s vital. From our communication processes with our clients to our management information system, tech has allowed NPL to be responsive to our clients needs and has increased productivity. With the transition into digital print, technology advancements have contributed a considerable amount of growth for NPL.
The label industry has experienced a rapid growth in digital print over the last five years and will continue to evolve. The introduction of digital and hybrid print methods that include variable print as well as new materials and adhesives have expanded the label offerings a great deal. Label embellishments like embossing, foiling, textured coatings and specialty laminations have contributed to the growth in labels and packaging as well.
A.I see the label and packing industry will continue to grow with hybrid analog/digital print driving a good share of the market. Digitally printed flexible packaging will continue to increase. I also expect variable data and graphics used in labels and packing to see growth, allowing companies to set their brand apart from others.
The Minnesota Department of Employment and Economic Development has announced the Minnesota Tech Training Pilot Program Competitive Grant award recipients.
The recipients were selected for their innovative approaches to diversifying the tech sector in Minnesota. In 2019, according to the American Community Survey, only 4% of the tech jobs in Minnesota were held by Black individuals, and only 7% by Hispanic individuals.
The pilot program was designed to address the racial disparities in employment as a result of structural disadvantages that students who are Black, Indigenous and People of Color (BIPOC) face as they seek education.
“I am thrilled that this new program will engage young, creative BIPOC Minnesotans in tech career pathways,” said DEED Commissioner Steve Grove. “This program will provide both skills and mentorship for young Minnesotans to experience hands-on training that can lead to high-quality and family-wage-sustaining jobs.”
The following organizations were awarded funds:
Minnesota State IT Center of Excellence – $300,000
Bringing together partners from across the state of Minnesota, the Minnesota State Tech Training Pilot Collaborative will provide nav-
igation, training, and support services to approximately 100 BIPOC students in a hybrid delivery model.
Phyllis Wheatley Community Center (PWCC) has served the North Minneapolis community since 1924 and, with the award from the Minnesota Tech Training Pilot Program, they will provide navigation, training and support to approximately 100 BIPOC students.
Prime Digital Academy’s mission is to humanize technology by bringing diverse and driven problem-solvers to the challenge of creating a better tomorrow.
Software for Good, a public benefit corporation since 2015, designs and builds web and mobile applications for nonprofits, government and civic entities, social enterprises, corporations, and educational institutions.
THE FUTURE LOOK LIKE FOR LABEL-MAKING GOING FORWARD, LET’S SAY
We are looking for individuals whovalue greatrelationships, striveforexcellence, have high levels of integrityand accountability, and focus on safety in everything they do. If thatalignswellwith whoyouare, Butler couldbe the right employer for you!
KLJ names new CEO BISMARCK, N.D. • The KLJ Solutions Holding Co., parent organization to KLJ Engineering LLC (KLJ), and its Board of Directors, has named Eric Michel as the organization’s chief executive officer.
Michel fills the gap left by previous CEO Barry Schuchard, who passed away in March of this year.
Michel brings decades of construction, engineering, and leadership experience to the role. In joining the nearly 85-year-old company, he also brings enthusiasm for the firm and the industry, having previously spent time with the company as the vice
president of Energy and Natural Resources. He received a bachelor’s degree in electrical and electronics engineering from North Dakota State University and is a registered Professional Engineer in North Dakota, South Dakota, Iowa, Nebraska, Minnesota, Wisconsin, Illinois, and Wyoming. He is past president of the North Dakota Chapter of American Council of Engineering Companies (ACEC) and current member of the Minnesota Chapter of ACEC. Michel is a North Dakota State University Foundation Life Trustee. He will be located out of the company’s office in Saint Paul, Minn.
Moore Holding Company names new CEO WEST FARGO, N.D. • Shane Waslaski was recently named chief executive officer of Moore Holding Co. by its board of directors. He has been a Moore Holding Co. board member since December 2019.
Jeffry Volk, the current CEO, will transition to executive chairman of the board upon Waslaski becoming CEO.
Waslaski previously was vice president and general manager at Infor, following the acquisition of Intelligent InSites, where he was president, CEO and a board member. Prior to Infor and Intelligent
InSites, he was the president of Varistar, a division of Otter Tail Corporation. He currently serves as a board member for Dakota Supply Group and the NDSU Research and Technology Park.
Kevin Bucholz has served as Moore Engineering, Inc. president since 2018, and will continue in that role when Waslaski becomes CEO.
Waslaski took over as CEO on Sept. 1. He has a bachelor’s degree from NDSU, with continuing education in strategy from Harvard Business School. He and his wife, Jill, have three children and reside in the Oakport neighborhood north of Moorhead, Minn.
Welcomes
SIOUX FALLS, S.D. • Paulsen has hired accomplished video production artist Bryan Middleton to serve as audio/visual specialist on its creative team.
Middleton previously did video production for Media One. He began his career at South Dakota Public Broadcasting after studying mass communications at the University of South Dakota.
Middleton, who has built a strong reputation and work portfolio during his two decades in the industry, enjoys storytelling. That skill set will come in handy at Paulsen, where storytelling drives marketing efforts for clients in the agricultural and rural lifestyle industries.
Middleton will work on a variety of projects, including filming, directing and managing post-production as well as shooting still photography.
FARGO, N.D. • First International Bank & Trust has hired Sean Foss as corporate attorney.
Foss comes to the bank with 12 years of legal experience, including six years as a partner at a North Dakota legal firm.
He currently serves as president of the Cass County Bar Association and is a member of the North Dakota Supreme Court Joint Procedure Committee and State Bar of North Dakota Ethics Committee.
He graduated Magna Cum Laude from the University of North Dakota and went on to receive a Juris Doctorate from the University of Minnesota Law School.
continued on page 74
continued From page 73
ISG welcomes hockey coach into firm MANKATO, MINN. • ISG has recently welcomed Darren Blue, from Minnesota State University, Mankato’s Men’s Hockey, as one of its newest employee-owners. Blue will be joining the firm as a development strategist with the Sports + Recreation business unit, bringing a variety of sports experience from high school, semi-professional, and collegiate levels.
His years both on the ice and at the bench as a coach, in multiple sports arenas, give the firm a look into the needs and desires
Alerus adds financial advisor
of spectators, athletes, and staff alike.
With more than 30 years in hockey, Blue has experienced its perspectives from an athlete, coach, spectator, and administrator point of view. More recently, during his time in Division I men’s hockey, he found a desire to create a positive difference for each team through design.
Blue will support firm-wide growth initiatives by working with sports and recreation clients across the Midwest, specifically on the development of facilities that help teams flourish and grow.
GRAND FORKS, N.D. • Alerus has welcomed Anna Larson as a financial advisor. In this role, Larson delivers comprehensive financial advice to help clients meet their complex and unique longterm objectives.
Larson has more than six years of financial services experience and has expertise in retirement
income or distribution planning, risk management, investment management, and legacy planning. She holds Series 7 and Series 66 securities licenses, is licensed for life, health, and annuity insurance in Minnesota, North Dakota, and Florida, and is a Retirement Income Certified Professional. She holds a bachelor’s degree in business management from Concordia College in Moorhead, Minn.
Essentia Health welcomes three new doctors
FARGO, N.D. • Dr. Dhilhan Marasinghe is now seeing pediatric patients at Essentia Health-South University Clinic in Fargo.
Originally from Grand Forks, N.D., Marasinghe is excited to be back in North Dakota to practice medicine.
He received his medical education at the University of North Dakota School of Medicine and Health Sciences in Grand Forks, and is certified by the American Board of Pediatrics.
Essentia also has welcomed Brian Grondahl, DO, who is now seeing patients at the 32nd Avenue Clinic.
Dr. Grondahl specializes in interventional cardiology which involves placing devices such as stents and
balloons into the vascular system. He received his medical education at A.T. Still University Kirksville College of Osteopathic Medicine in Kirksville, Mo., and is certified in internal medicine and cardiovascular disease by the American Board of Internal Medicine.
Dr. Saeed Hamidi, who specializes in neurology, also is now seeing patients at the 32nd Avenue Clinic in Fargo.
Dr. Hamidi earned his medical degree at Tehran University of Medical Sciences in Tehran, Iran. He then finished his post graduate training in adult neurology at Saint Louis University Hospital in St. Louis, Mo. Dr. Hamidi is board-certified by the American Board of Psychiatry & Neurology.
Paulsen welcomes digital media specialist
SIOUX FALLS, S.D. • Derek Harsch has worn a lot of hats throughout his life: Small business owner. Social media influencer. Rockstar. And now, he’s donning the cap of Paulsen’s newest digital media specialist.
In his first few weeks, Harsch is already putting his visionary nature to use. He said he is always looking forward and has already started thinking of ways the company can become even more efficient.
Harsch says he has been impressed by the teamwork he’s seen since coming aboard.
FARGO, N.D.
• Dylan Pearson last summer was an intern for the survey group at Apex Engineering Group. Now that he has graduated, he has joined the team full time as a survey technician in the Fargo office. He graduated from North Dakota State College of Science, where he earned a degree in land surveying and civil engineering technology. He is also an FAA certified drone pilot.
James Fulgham joins Apex in Fargo as an engineering technician. He earned his degree in architectural drafting and estimating technology from North Dakota State College of Science. Since June 2020, he has assisted the Apex water group as an intern working with computer-aided design and now joins the team full time.
Kari Kiesow Human Resource Manager TSP, Inc. Sioux Falls, S.D.
As employee-owners, we start introducing potential team members to our culture during the interview process. We hold several meet-and-greet sessions with team members throughout the firm, including CEO Jared Nesje. The majority of the time is spent on our company values, our Vision/Traction Organizer “game plan,” and which roles the prospective team member would play within our organization. We use the Entrepreneurial Operating System to help guide hiring decisions and operations.
As a welcome gift, Jared provides all new team members a copy of “The World’s Most Powerful Leadership Principle” by James C. Hunter. Later, Jared invites team members to sit down with him to discuss their favorite parts. That concept carries into how we approach client projects and continually improve our internal processes. Under the EOS structure, our employee-owners have the opportunity to balance working in the business with working on the business. We look to our team members to identify issues and solutions within their area of responsibility. Each of those discipline groups meets every quarter so team members can pinpoint what is or isn’t working. From there, we discuss how to build on what we’re doing well and solve issues that stem from the things we need to do better.
Our culture is at the core of who we are at Nexus Innovations. Laying the foundation of our culture starts early. A new employee must have an understanding of the importance of culture – that when a team has a shared language around teamwork, dedicates time to understanding and cultivating these behaviors, amazing things happen. These behaviors –or more precisely the lack of these behaviors – is exactly what inhibits most teams from achieving their full potential.
Continual communication and living out our cultural values is a key component to helping our new employees gain the understanding of our culture. This is accomplished through reviewing our core values and purpose weekly during team meetings. New employees are able to contribute by participating in meetings internally and with our customers. Intentional time for preparation and follow-up mentoring of these meetings allows for open communication around who we are and how we interact with our team and with our customers.
Establishing our culture through values and purpose with new employees is critical to our success as an organization and vital to maintaining the high trust relationships we have within our team and with our valued customers.
Scott Borcher Director of Project Management and Service Delivery Nexus Innovations Bismarck, N.D.
Helping employees understand our culture starts when they are job candidates. During the interview process, we talk about our bank; how we value our community and family-orientated culture. We give back to the communities we serve and support each employee and their family. During orientation, we include a new hire interview. What they share is used in a short article that accompanies their photo on our bank’s intranet. Employees can find others with similar interests, reach out to the new hire and share what they do. This fosters an early connection with the First Western family.
A big part of our culture is giving back to the communities in which we live and serve. The bank’s Outreach Committee organizes volunteering activities and the bank pays for time spent volunteering.
Additionally, employee volunteers have fun earning First Western dollars to spend at the First Western Store. Employees are welcome to include family members when volunteering.
“First Western University” is an important tool, consisting of six sessions presented by employees, that helps new employees understand our culture and bank history.
Fellow employees continually teach by example and the bank provides guidance so new employees can successfully carry on our culture.
IIene Baker VP Human Resource Manager
First Western Bank & Trust Minot, N.D.
Amanda Torok Senior Vice President of Culture
Gate City Bank Fargo, N.D.
Getting to know Gate City Bank’s unique culture begins before the first day of employment, starting with the interview process. New hires are engaged during a two-day orientation at the corporate office, as well as throughout the entire onboarding experience. These are the moments that matter – where team members know they are valued and connect to our mission of creating a better way of life for customers, communities and one another.
The orientation process involves new team members taking part in face-to-face sessions with multiple Bank leaders, including Kevin Hanson, president and CEO. It’s a wonderful opportunity to learn about the Bank’s mission and how the culture drives its decisions while bonding with the innovators who have helped make the Bank a financial leader in its communities.
Additionally, it’s important for everyone who walks through the Bank’s doors to understand that the passion for giving back is everywhere. At Gate City Bank, the commitment to helping the communities where our team members live and work runs deep. When new team members leave orientation, they’re even equipped with a volunteer shirt in their welcome bag, ready to live out the Bank’s culture and make a difference in the communities they serve.
* Member FDIC
Compensation costs for private industry workers increased 3.1% from June 2020 to June 2021. Wages and salaries increased 3.5% for the 12-month period ending in June 2021, while the cost of benefits increased 2% for private industry workers. Compensation costs for state and local government workers increased 2% for the 12-month period ending in June 2021, compared with an increase of 2.7% in June 2020. Wages and salaries increased 1.6%, compared with an increase of 2.6% a year ago. Benefit costs for state and local government workers also increased 2.6% for the 12-month period. The prior year increase was 3.1%.
The Consumer Price Index for all urban consumers increased 0.5% in July on a seasonally adjusted basis after rising 0.9% in June, the U.S. Bureau of Labor Statistics reported. Over the past 12 months, the all items index increased 5.4% before seasonal adjustment.
Total nonfarm payroll employment increased by 943,000 in July, following a similar increase in June (+938,000). Nonfarm payroll employment in July is up by 16.7 million since April 2020 but is down by 5.7 million, or 3.7%, from its pre-pandemic level in February 2020.
The Freight Transportation Services Index, which is based on the amount of freight carried by the for-hire transportation industry, fell 0.2% in June from May, falling for the second consecutive month, according to the U.S. Department of Transportation’s Bureau of Transportation Statistics. From June 2020 to June 2021 the index rose 5.6% compared to a decline of 7.0% from June 2019 to June 2020 and an increase of 1.4% from June 2018 to June 2019.
From
From same month of previous year: 5.6%
Source: U.S. Department of Transportation’s Bureau of Transportation Statistics
When a routine screening resul ts in a diagnosis ,youdeserve the best care. Here, we do whatever it takes to care foreach other by caringabout each other. In this place, wenever gi ve up. Because that ’s whoweare. Go to
to learn more about screeningoptions and our cancer center
