So. Colorado Business Digest & CSBJ || AUGUST || 2025

INNOVATION

INNOVATION

WORKFORCE

Colorado Springs Enters the Cloud

Local Businesses Using AI to Streamline Operations

Is AI Leaving Your Business in the Dust?

P. 10

P. 12

P. 26

August 2025 / Vol. 3 No. 8

AI’s Impact on the Bottom Line

Access / Opportunity / Connectivity / Visibility / Insights

$4.95 USA / SOCODIGEST.com

socodigest.com / Vol. 3 No. 8 - August 2025 / 3 Publisher’s Letter

Using AI: A Publisher’s Perspective FOUNDER & EXECUTIVE PUBLISHER

Dirk R. Hobbs

dhobbs@coloradomediagroup.com MANAGING EDITOR

Lee Harper

lharper@coloradomediagroup.com SENIOR COPY EDITOR

Rhonda Van Pelt

info@coloradomediagroup.com DIRECTOR OF OPERATIONS

Francis J. Zankowski

franz@coloradomediagroup.com CREATIVE DIRECTOR

Christopher Tombaugh

ctombaugh@coloradomediagroup.com DIGITAL DIRECTOR

Sean Cassady

scassady@coloradomediagroup.com SENIOR GRAPHIC DESIGNER

Geraldine Villanueva

gvillanueva@coloradomediagroup.com MEDIA SALES & PARTNERSHIPS

Kerri Blanco

kblanco@coloradomediagroup.com

Karen Hazlehurst

karenhazlehurst18@gmail.com

Jeff Mohrfeld

jmohrfeld@coloradomediagroup.com

A

s someone who embraces new technology with curiosity rather than concern, I’ve typically welcomed innovation — aside from the occasional financial anxiety associated with running a business. Even so, I’ve seen technology deliver measurable value time and again, enhancing how we operate and serve our readers.

Then came AI. ChatGPT, Opera, Grok, Perplexity and a growing list of tools entered the scene — and suddenly, I was overwhelmed. Not by fear of obsolescence, but by the enormity of the question: What does this mean for the authenticity of journalism?

As a publisher, I value deeply the integrity of our storytelling. I began to wonder: How do we implement these tools ethically, transparently and effectively — both in content creation and in operational workflow?

To begin answering that question, I took a playful approach. I gave myself permission to experiment, to explore — as a journalist.

After a month of testing and toying, the fog lifted.

The fear gave way to opportunity. I began asking more powerful questions: • • •

In our business, AI will never replace the thoughtful, contextual intelligence of our writers and editors. Instead, it will serve as an amplifier.

Each team member will bring their own approach, using AI as an ally to authentic journalism — not a replacement.

AI is a tool that frees us from the mundane so we can focus more on what matters most— producing stories that help our communities understand the world, navigate modern commerce, and engage meaningfully with the truth.

I invite you to read more about how AI is being used to change how we do business. And if you haven’t yet delved into this new world in your work, explore the possibilities. (sign off)

How can AI enhance our deliverables?

Where can it help us remove redundancies that cost money but yield no revenue?

Can we reimagine our business as a more efficient, responsive and insight-driven engine, without compromising our values?

SENIOR WRITERS

Pam Bales, Jeanne Davant & Wayne Heilman STAFF WRITERS

Keri Kahn, Lucy Richardson, Kay Rowe, Lorelei Smillie, Tiffany Underwood & Theresa Woods CONTRIBUTING WRITERS

As with every aspect of a business, leaders should remain vigilant. Are we verifying the outputs AI generates? Are we ensuring it doesn’t wander into areas where it doesn’t belong? Are we guiding the tools, or being guided by them?

Dirk R. Hobbs,

Founder & Executive Publisher Colorado Media Group, Inc.

NORTH Magazine, The Business Digest/CSBJ and the NEW Southern Colorado Insider! (Formerly Indy)

Business talk radio with regional experts and leaders on-air host, Dirk Hobbs!

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The So. Co. Business Forum & Digest audio version can be heard on Spotify, Apple Podcasts, Podbean, and Google Play. So. Co. Business Forum & Digest is also distributed to the Business Wire and Apple News+.

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Corrections, Questions, or General inquiries for the Editor or Publisher, email: info@coloradomediagroup.com | 719-330-7448 Advertising or Press Release: kblanco@coloradomediagroup.com, jmohrfeld@coloradomediagroup.com or karenhazlehurst18@gmail.com Offices: 6385 Corporate Dr., Colorado Springs, CO 80919 Mail: P.O. Box 13395 Voyager Parkway, Ste 130-PMB #746,Colorado Springs, CO 80921 Copyright © 2025 Colorado Media Group All Rights Reserved.

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4 / Southern Colorado Business Forum & Digest

Contents / August 2025

INNOVATION 8 We Build Staxx Modernizes Insurance

Staffing needs led to the creation of We Build Staxx. Founded in 2023 by Mandy Reed, this automation analysis advisor has lessons for every business owner.

BY THERESA WOODS

45 Theatreworks Casts New

Leadership Roles

Founded in 1976 and started with zero budget, Theatreworks has beaten the odds time and time again. After 50 years of success, a nationwide search for the next general director will determine the next five decades.

BY JEANNE DAVANT

10 COS Airport Enters the Cloud COLORADO SPRINGS Along with the physical changes, IT solutions help with operational challenges at COS. Common Use software and technology infrastructure provides more flexibility, reduced costs, improved traveler experience and more.

BY THERESA WOODS

12 Local Businesses Using AI to

Streamline Operations

AI is augmenting small staffs in myriad ways that include retouching photos, blogging and composing, filtering and answering emails. AI can take mundane tasks off owners’ shoulders, freeing them to focus on more important work.

BY LORELEI SMILLIE

AEROSPACE/ DEFENSE

16 Childcare in Crisis: Supply is not Meeting Demand With the second-highest childcare shortfall in the state, El Paso County needs at least 15,000 more spaces to meet current demand. Joint Initiatives highlights the struggles for working families in one of the most expensive states in the nation for childcare.

BY THERESA WOODS

29 MossParker Scales Up to

Destroy “Forever Chemicals”

Eliminating PFAS from water is MossParker’s primary talent, thanks to proprietary technology to tackle the dangerous compound. Throughout El Paso County, the remediation work continues.

BY KERI KAHN

9 State Offers $5.4 Million in

30 How Did the Senior Open

Colorado has approved millions in income tax breaks to encourage two companies to locate in El Paso County.

The companies, code-named Project Falcon II and Project Short Circuit, would hire 570 people over the next several years.

More than just golf thrills, the U.S. Senior Open at the Broadmoor in June is estimated to have created $24 million in revenue. Three years of planning will contribute to the 2031 and 2037 returns of the event.

Incentives to Aerospace

BY PAM BALES

14 Framing Arts as Investment Arts and cultural industries grew more than twice the rate of the total U.S. economy from 2022 to 2023. The Creative Sector Summit in June examined how the industries contribute to the state’s jobs and production.

BY KERI KAHN

PEOPLE 42 Trailblazers: Jeremiah Gould of Castle Rock

Gould donated 120 acres of land in 1874 to establish the town of Castle Rock. The Civil War veteran saw his community change from wilderness to Douglas County seat.

BY THERESA WOODS

ECONOMIC FORUM

17 Corporate Lessons Learned in 27 Policy Headwinds for Labor Negotiations Homebuilders After nine months of contract wrangling, King Soopers and Safeway stores came to terms. UCCS’ Todd Endres breaks down the back-and-forth to explain what happened and why.

BY WAYNE HEILMAN

Tariffs are increasing the cost of homebuilding supplies and mortgage rates are impacted by the federal budget deficit. At a time when additional housing supply is desperately needed, read how Washington’s actions affect Colorado residents.

26 Is AI Leaving Your Business in the Dust?

BY DR. BILL CRAIGHEAD

Boosts sales, grows revenue, unlocks potential…what’s not to like? Still wary?

Professor Dennis Natali, the AI Innovation Chair at Pikes Peak State College, says adopting AI wisely means strengthening what makes your business unique.

AGRICULTURE

BY BECCA TONN

HOSPITALITY

28 Pueblo Chile: Capitalizing on Exclusivity To be a certified Pueblo Chili, the produce must be grown in Pueblo County; the region’s climate shapes the qualities of the pepper. Regional staple turned agricultural signature, the chile is now supported by science and savvy marketing.

22 Growth of Springs-area Craft

BY TIFFANY UNDERWOOD Beer Industry Flattens With 456 breweries in Colorado producing almost 800,000 barrels of beer (in 2023), the economic impact was nearly $2.5 billion. So why are craft beer sales down — and why are breweries closing?

BY WAYNE HEILMAN

41 Water-Smart Farming in the San Luis Valley Farmers fighting the impacts of drought are turning to modern technology to stretch limited resources. Scientists and statewide organizations are providing valuable tools.

BY EMILIE HAGOPIAN

Benefit the Springs?

BY WAYNE HEILMAN

ARTS ECONOMY

WORKFORCE

Correction Note: In the July article on Walsenburg's revitalization, several inaccuracies and omissions were identified; corrections follow: The Mercantile is a mixed-use development that includes 15 loft apartments, retail spaces with 80 artisan vendors, a bakery, a coffee house and The Stoke House restaurant. There is no industrial kitchen space on-site.

Located at 5th and Main, Crafty Canary is a locally owned brewery, with founder Aubrey Lykins also serving on the Downtown

Revitalization Commission. The building was never an auto body shop; instead, this detail actually applies to Gub Gub’s Pizza and Ice Cream.

The article neglected to mention Serendipity Coffee House, which was instrumental in bringing the Rural Redevelopment Authority to Walsenburg, or the Wheelhouse Retail Incubator & Community Makerspace, a key asset for emerging entrepreneurs in Walsenburg.

The Digest sincerely regrets these errors and thanks the Walsenburg city leaders for their assistance.

12M CHILDREN A R E T R A FF IC K E D E V E RY DAY I N 2 0 2 5 , I N C LU DI N G R IG H T H E R E I N C O LO R A D O. W H E N Y O U P L AY W I T H Y O U R T E A M I N THE AMBASSADORS FOR HOPE CHARIT Y G O L F T O U R N A M E N T, Y O U S E N D THE E XODUS ROAD TO FREE THEM.

Join Colorado Springs-based global nonprofit, The Exodus Road, together with tournament host Colorado Springs Orthopaedic Group and partner Colorado Media Group, on October 6, 2025, for the 3nd Annual Ambassadors for Hope Charity Golf Tournament.

BENEFITING

Hosted at The Garden of the Gods Resort & Club, the charity tournament is a four-person team event with proceeds from player registration directly benefiting The Exodus Road’s work in bringing freedom to trafficked children and justice to perpetrators.

The Exodus Road operates in the U.S. as well as five other countries around the world and has celebrated its role in securing freedom for more than 2,600 trafficked men, women, and children. They’ve aided law enforcement in the arrest of more than 1,200 perpetrators of the crime.

M O N DAY OCTOBER 6, 2025

GARDEN OF THE GODS RESORT & CLUB

PRESENTED BY

T H E E X O D U S R O A D . C O M /G O L F

6 / Southern Colorado Business Forum & Digest UP DAT ES AR OUND THE REGION

National

Space Economy Grows in Q2 The global space economy soared to a record high $613 billion in 2024, according to Space Foundation’s second-quarter 2025 report, released July 22.

The commercial sector accounted for 78% of total growth in the economy, with government spending, which grew 6.7% in Q2, accounting for the remaining 22%, the report states.

Launch activity logged the busiestever first half of the year, with 149 launches, amounting to a liftoff to orbit every 28 hours from Jan. 1-June 30. SpaceX accounted for more than

half of the launches overall. Most launches carried communications satellites to orbit; while SpaceX’s Starlink, was the leader, it is gaining competition from Amazon’s Kuiper and Eutelsat’s OneWeb. U.S. space spending is poised for rapid growth with programs such as the proposed Golden Dome missile shield, the report notes. Congress on July 4 authorized $25 billion for that project and $500 million to improve military space launch infrastructure.

Douglas

El Paso Fremont

View the report: thespacereport.org

Douglas County

Douglas County

A 31-acre, mixed-use development that would include a four-star hotel, restaurants, a state-of-the-art recreation center, an entertainment venue and 500 residential units could change the face of downtown Castle Rock.

For 40 years, the location on Prairie Hawk Drive just west of Interstate 25 was the home of the Acme Brick Co., which closed in 2019. Developer Confluence Companies, which is partnering with the town to accomplish the redevelopment project, will pay homage to its history by calling the project The Brickyard and using Acme bricks in its construction.

The first phase of the development would be a 145,000-square-foot sports development center owned by the town, 38,550 square feet of commercial mixed-use space, 298 apartments and townhomes and 471 parking spaces. In phase 2, the hotel, a great hall, restaurants, a market and more office, commercial and residential space would be

Plans have been approved for a development in Castle Rock that will feature both detached homes and live-work units.

The developer, Alexander Investors, won unanimous approval July 1 from Castle Rock Town Council for its proposal to build Soleana, a 77-unit development on a 77.96-acre parcel north of Alexander Place and west of Collins Street, the Castle Rock News-Press reported July 9.

According to documents submitted to the Council, 55 of the units will be single-family detached residences and 22 units, a mix of detached and attached dwellings, will be livework spaces. The live-work units will allow residents to conduct their businesses within the units along with not more than five nonresident employees.

The development also will provide more than 34 acres of open space.

A construction timeline for the development has not been announced.

Open Space Plus Housing Approved by Castle Rock

Rendering image source: Town of Castle Rock

Castle Rock Considers Mixed-Use Complex

completed. Phase 3 would see an additional 4,000 square feet of office space and 163 apartments and townhomes.

The Castle Rock Town Council is considering a public finance agreement for the $72.3 million sports development center. Under the agreement, an urban renewal authority, sales tax revenue sharing plan, public improvement fee and metropolitan district would generate financing to make the development feasible for Confluence, while the town would

retain up to $37.6 million in sales tax and $23 million in lodging tax over the project’s first 30 years.

According to the Denver Business Journal, Confluence paid $7 million for the site.

For more details, see the city’s fact sheet linked via the QR code below.

Scan QR to view Fact Sheet

socodigest.com / Vol. 3 No. 8 - August 2025 / 7 UP DAT ES AR OUND THE REGION

Fremont County

Cañon City has issued a request for proposals for a long-term lease to operate and improve the Royal Gorge Bridge and Park.

The city owns the park, which the federal government gifted to it in 1906. The current operator of the bridge and park is Dallas-based Royal Gorge Company of Colorado, which has held a lease agreement with the city since 1967. Under the agreement, the company returns a percentage of revenue to the city every year. The Royal Gorge Route Railroad is a separate entity.

“The primary reason for seeking a new operating agreement is because the contract with the current operator is over 60 years old and

has had several amendments that make it very difficult to follow or even to know what is current,” Cañon City Economic Development Manager Rick Harrmann says.

“There’s also a desire to see what other operators may bring to the table in terms of growth, ideas and creativity,” he says.

The current company may still bid, and would be considered. But “in terms of responsibility to taxpayers, the community is overdue for taking a deep dive into this,” Harrmann says.

Royal Gorge Bridge & Park

Cañon City Issues RFP for Royal Gorge

The city is seeking a “qualified, experienced and financially sound firm to partner in elevating the park’s guest experience, ensuring the highest safety standards, and preserving its natural beauty,” according to a July 10 notice from the city. The selected operator will assume full responsibility for park operations including the bridge, attractions, food and beverage, retail

and maintenance. The lease’s initial term will be 10 years, with options to extend up to 25 years.

The highest suspension bridge in North America, the span over Royal Gorge was built in 1929. More than 30 million people have visited the attraction, which employs about 75 people. The park generated more than $3 million in revenue for the city in 2023.

El Paso County

El Paso County

Delta Solutions & Strategies, which provides a variety of defense-related services and products, has acquired Cybersecurity Maturity Model (CMMC) Level 2 certification, a Department of Defense cybersecurity framework required for most DoD contractors that handle Controlled Unclassified Information (CUI).

Delta, a part of the Bowhead Family of Companies, specializes in professional and management development training, as well as consulting services to the DoD and other government customers.

CMMC Level 2 certification is required to ensure that DoD contractors who store, process or transmit CUI meet specific security standards.

Certification is based on implementation of the 110 controls defined in NIST SP 800-171 and requires a formal assessment.

“Achieving CMMC Level 2 certification status is a significant milestone for Delta, expanding our ability to compete,” says CEO Mark Stafford. “Our successful assessment demonstrates cybersecurity sophistication, readying Delta to support national defense objectives securely and compliantly.”

Colorado Springs-based Delta Solutions & Strategies is a service-based, disabled veteran-owned company that creates military training products, operations and maintenance, modeling and simulations, and professional and technical advisory and assistance services for the Department of Defense.

Founded in 2002, Delta has more than 400 employees and 180 subcontractors who currently support 46 federal contracts.

UIC Government Services and its Bowhead Family of Companies is the . federal contracting division of Ukpeagvik Iñupiat Corporation, an Alaska Native Corporation., headquartered in Springfield, Virginia.

After only a couple of months of operation, the Homestead Collective, a multi-venue food hall in Northeast Colorado Springs, has shut down three of its entities — Garden of the Gods Market & Café at Homestead, Till Kitchen and Campfire Pizza.

According to a July 28 post on the company website, the venues closed because “we didn’t see the community support we needed to sustain these restaurants.” Three other elements of the collective — the popular Dad’s Donuts, Red Leaf Organic Coffee and a private events space — remain open. In addition, the Farmer’s Market at the Collective, where other local small businesses proffer their goods, will remain open on Saturdays until the end of September.

Altitude Hospitality Group, owned by entrepreneur Mitch Yellen, launched The Homestead Collective in May 2025. Altitude also operates Garden of the Gods Market and Café Downtown, Till Neighborhood Bistro, Vine and Wheel, The Pinery, The Pinery North, Garden of the Gods Events and Catering, Altitude Baking Co., Trainwreck and Altitude Floral and Design.

Homestead Collective Closes Three Venues Photo source: Homestead Collective

DoD Contractor Delta Achieves Cybersecurity Certification

8 / Southern Colorado Business Forum & Digest IN N OVAT ION

We Build Staxx Modernizes Insurance

BY THERESA WOODS

W

e Build Staxx began with a problem in search of a solution. Mandy Reed, the co-owner of a large independent commercial insurance company with 20 years in the industry and $16.5 million in annual revenue, had five brick-and-mortar locations and couldn’t find all the staff she needed.

“I was able to find a solution provider with specific software that allowed automation,” says Reed. That automation allowed existing staff to support more clients without sacrificing quality and responsiveness.

In October 2023, Reed used the skills and knowledge that solved her problem to found We Build Staxx.

“We help agencies understand and analyze their entire tech stack and workflow design, and then our developers are able to automate and

build out the connection between software programs,” says Reed, now the We Build Staxx CEO. “We’re advising them on the systems they have and their capabilities to connect and then also advising them on many different systems that could work better with some of their core operating systems. And then we build them. We teach them.”

“We joke we’re an ‘Automation as a Service’ company,” says Reed. “Where we shine is being able to actually have these complex ideas seem very, very simple to the agent and their team.

All they have to worry about is what button to click, and we worry about all the pieces behind them.”

Doing this starts with the Efficiency Audit™, a proprietary analysis of existing technology and workflows. The solutions in the report are customized for each business.

“That’s the secret sauce. That’s where

agencies get this blueprint,” she says.

The audit report reveals workflow gaps, underutilized software, avoidable tasks, inefficient manual processes and how to fix all of this. We Build Staxx is available for implementation, in whole or in part, and has grown to 600 clients nationwide without investing in any marketing.

“There’s not another company out there that’s doing what we’re doing,” says Reed. “Inventing something based off of a singular experience is really scary and risky. … Now we know a lot of people have this problem.”

The company’s five automation engineers are based in Cañon City, and three salespeople and two product managers work remotely.

Reed and her executive assistant complete the staff of 12, and four more employees are starting soon.

They provide their expertise and services to independent, captive and hybrid insurance agency owners, specialized insurance software companies and consultants in the insurance field.

“Those three verticals right now are plenty,” Reed says. “We’re going to be, hopefully, expanding our MSP [Managed Service Provider] services to be able to be more of a technical partner for agencies,” she says of the company’s future. “We want to do a good job at it, and so I’m not willing to sacrifice that in order to continue to expand.”

We Build Staxx specializes in the insurance industry, but there are lessons for every business owner here.

“You still can learn more about your technology and there’s still efficiencies,” says Reed. “I think automation, in general and in small business, is going to continue to become more and more critical. But I think structuring it in a way that you

can deploy AI as it gets smarter” is important.

In addition to removing manual tasks, maximizing software use and streamlining workflows for clients, “We’re also spending a lot of time helping them understand how they can bring AI into their agencies because they hear AI all the time, but they don’t necessarily understand that it can work in their space or where they get this AI that’s not open AI.” Technology is also a consideration for business owners looking to sell their business for top dollar.

“The generations coming up have different expectations, and it’s no longer acceptable to have a row of file cabinets and notebooks full of information,” Reed says.

“I’m always encouraging other women that I know. ‘Just try it.

Just do the thing that you said that you were afraid to do and see what happens,’” she says. “I think that’s really important for business owners in general. … We don’t live in a world right now where being complacent is an option for survival. You don’t have to know everything. You don’t have to have every new technology that somebody else is doing more than you.

“I think that we need to take a long hard look about what we’re willing to do: to be able to have our businesses and grow our businesses and scale it.”

Theresa Woods is a staff writer for the SoCo Business Forum & Digest.

socodigest.com / Vol. 3 No. 8 - August 2025 / 9 AEROSPACE/ DEFEN S E

State offers $5.4 Million in Incentives to Lure Aerospace Companies to County

BY WAYN E HEILMAN

T

he Colorado Economic Development Commission in June approved more than $5 million in state income tax breaks to help bring two companies to El Paso County that would hire 570 people over the next several years.

The two companies, referred to by code names in the commission’s documents, are among 11 businesses or nonprofit organizations awarded incentives from state or local governments during the past 2.5 years to relocate or expand in the county.

The 11 organizations plan to create 2,161 jobs, spend more than $600 million on buildings or equipment and generate more than $200 million in economic activity.

The aerospace industry is among the largest sectors of the Colorado Springs area economy, including more than 150 companies employing 9,000 people and generating $3.1 billion annually in economic activity, according to the Colorado Springs Chamber & EDC. Ten aerospace companies have announced expansions or relocations to Colorado Springs in the past 2.5 years with plans to hire nearly 2,000 people.

Most of the incentives, $4.9 million, were offered to an unnamed company the commission referred to as Project Falcon II. The code names are designed to protect the company’s identity during its site selection process. The company behind Project Falcon II is an information technology, engineering and cybersecurity services provider for both commercial and government customers, the commission said.

The company is considering El Paso County and Henderson, Nevada, for “multiple facilities to expand its information technology engineering capabilities, research and development initiatives, nextgeneration communication and networking devices, cybersecurity tools and services and software development capabilities.” The firm has 168 employees, including 110 in Colorado.

Project Falcon II would hire 500 people at an average annual wage of $130,482 for positions that include network and infrastructure engineers, software engineers, cyber systems analysts, systems administrators and computer system technicians. The company would receive tax credits up to $4.9 million over eight years, based on how many jobs it creates, should it locate in Colorado.

The commission approved $487,688 in tax credits over eight years for Project Short Circuit, a company developing electromagnetic warfare solutions designed to disrupt communications and navigation networks of drones and other systems.

The company is considering Colorado Springs, Arkansas or Florida for an office and a small manufacturing facility employing 42 people at an average annual wage of $130,482.

Colorado Springs City Council also offered $5,630 in sales and use tax rebates of machinery, equipment and construction materials for the same project but indicated the company planned to hire 70 people within eight years at an average wage of $153,125. The city’s Economic Development office said the company plans to spend $2.2 million on buildings and equipment and would generate $10.6 million annually in economic activity.

Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.

The state approved $5.4 million in tax incentives to attract two aerospace and tech companies to El Paso County, potentially bringing 570 high-paying jobs and boosting the region’s economy. The move is part of a broader effort that has lured 11 organizations to the area since 2022.

10 / Southern Colorado Business Forum & Digest IN N OVAT ION

Colorado Springs Airport Enters the Cloud

BY THERESA WOODS

T

COLORADO SPRINGS AIRPORT STATS

Second-Largest Airport in Colorado Alex Kovacs’ goal is to provide value at the airport. As the acting director of aviation at the Colorado Springs Airport, he looks at travelers’ experience, their safety and the quality and type of services available to deliver that value.

Use eDesktop and Passenger Processing (CUPPS) products from AeroCloud. The U.K.-based company provides modular, cloud-hosted airport operations and passengerprocessing systems to 70 airports worldwide. Founded in 2019, AeroCloud has 65 employees.

Implementation at COS began in January 2023, and the current service agreement with AeroCloud ends in 2026.

There are no plans to add any of the company’s other modules at this time.

The ElevateCOS terminal renovation project updates restrooms, lighting, flooring, furnishings, windows and HVAC. All planned changes revolve around increasing accessibility and amenities for travelers and the energy efficiency of the building, as well as improving their appearance.

“This is the gateway to the community. It’s the first impression they receive,” says Kovacs. “Our goal is to connect the community, the Colorado Springs community, to the world.”

Gates 2, 4, 6, 8 and 10, the Global Access Network-operated VIP lounge and restrooms have been completed.

Construction is expected to continue until fall of 2026. The 16,300-squarefoot Federal Inspection Station (FIS) facility recently completed is an unrelated project, to enable international flights. COS became an international airport on June 7 when Southwest Airlines began routes to Cancun.

“I think we have a lot of

More than 2 Million Travelers Annually

34,829 Jobs

$2.7 Billion Payroll Annually

$5.2 Billion Business Revenue Annually

Photo credit: AeroCloud

he boarding gate area of the Colorado Springs Municipal Airport (COS) remained unchanged from construction in 1994 until September 2023. The current renovation project, called ElevateCOS, posed major operational challenges for the airport and the airlines. The solution was the airport’s switch to Common Use gate operations.

“Any airline can operate out of any gate at any time,” explains Alex Kovacs, acting director of aviation at COS. “In the past, you would walk up to a gate and all you would see is proprietary signage. Everything was dedicated to the airline that was leasing that gate.

So, we’re more nimble right now.”

IT Manager Dwayne Wilson explains Common Use as a software and technology infrastructure for the airport and its tenants, the airlines that lease boarding gates there.

Common Use systems enable multiple airlines to access their proprietary operations software at shared desks and hardware throughout the airport, instead of only at certain gates or check-in counters – the traditional airport operations model.

Common Use is “the best way of being efficient and effective with utilizing the space that we currently have, all the gates that we currently have, and not need to add more and more gates in the near future,” Kovacs says. “For the airport, the biggest benefit is being able to be flexible with the availability of gates and being able to do the capital projects that we’re going through right now.”

The promise of Common Use is quick startup and addition of a new airport to a carrier’s route without initial investments in gate technology and facilities, reduced costs for passenger processing and operations, streamlined software applications, increased speed and efficiency to improve the traveler experience and better support for the evolving needs of the air transport industry. Industry data standards and back-end technical specifications for interoperability developed by the International Air Transport Association (IATA) make Common Use systems possible.

COS implemented the Common

U.K.-based AeroCloud supports airport operations and passenger-processing systems to airports around the world, including the Colorado Springs Airport. opportunity here, and we’re looking at a lot of different things. We’re going through a parking study right now.

We’re going through an IT master plan right now — trying to work with what we have and be as efficient and effective of an airport as we possibly can be,” Kovacs says.

The total cost for the ElevateCOS project is an estimated $36 million; it’s funded by a Federal Aviation Administration (FAA) Bipartisan Infrastructure Law (BIL) Airport Improvement Grant (AIG), FAA BIL Airport Terminal Program funds and

FAA Passenger Facility Charge funding.

As of October 2024, $18,809,006 was allocated through AIG grants and $12 million through ATP. No local funding was used for the renovation or FIS facility.

Theresa Woods is a staff writer for the SoCo Business Forum & Digest.

socodigest.com / Vol. 3 No. 7 - July 2025 / 11

COS Airport

June 2025 Snapshot MONTHLY HIGHLIGHTS

235,642

0.3%

Total Passengers

YOY Growth from June 2024

5.5%

Increase Seat Capacity

RECORD-BREAKING DAY Monday, June 30 4,935 Traverlers Screened

Busiest Day Ever at TSA Checkpoint

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12 / Southern Colorado Business Forum & Digest IN N OVAT ION

Local Businesses Using AI to Streamline Operations

BY LORELEI SMILLIE

A

s artificial intelligence dominates national business discourse and polarizes conversations around the uses of generative software, local businesses in Southern Colorado have been adopting forms of artificial intelligence to make their operations run smoothly. Both free and paid subscriptions to programs like ChatGPT, DeepSeek, Claude and others have allowed companies to increase speed and efficiency without paying for more employee power.

Abigail Ramirez, the owner of a photography business in Colorado Springs, occasionally uses AI to edit photos when she can’t perfect an image manually. Photoshop has a built-in feature that allows users to adjust components of an image, such as an unwanted object in the background.

Ramirez also uses digital tools to supplement her business. For

instance, she has a blog that’s sent out to current and prospective customers.

DeepSeek has helped her outline future blog posts to the point that she doesn’t need to think about topics for the next year. After the program outlines the blog, she writes the actual content and sends it out to an email list. Ramirez designed her website using WordPress, which includes an AI function to improve search engine optimization (SEO). The software scans the user’s website and offers keywords and site descriptors that will help improve visibility and ranking on search engines.

Businesses are also implementing direct interaction with AI for their clients. The Central Mountain Small Business Development Center in Salida uses an AI chatbot to support clients searching for funding options for their businesses. When clients are set up with an adviser, they are given the option to search for funding options through the chatbot that’s online.

AI has also proven particularly

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helpful when completing administrative tasks such as answering emails or scheduling meetings. In this way, it serves as a kind of administrative assistant: a replacement for a secretary or receptionist.

Jessica Chariton, a realtor based in Salida, uses FyxerAI to respond to messages quickly and efficiently.

The virtual administrative assistant connects to her email, creates responses and tells her which emails need action items, such as to-dos or replies. FyxerAI also takes notes during virtual meetings and schedules meetings on her online calendar.

“I use ChatGPT every day,” Chariton says.

The Better Business Bureau has been promoting AI solutions for small businesses. It recently hosted an informational session in Colorado Springs explaining how to use AI tools. Tim Ives, the owner of Refuge Financial Solutions based in Pueblo, has been using AI every day, since attending the workshop, for his financial advisory firm. Over the past six months, he’s slowly started to incorporate ChatGPT to improve SEO, write monthly emails to clients and answer questions that are slightly outside of his zone of expertise.

Kenny Haferkamp, who owns Sagentic Web Design in Cañon City with his wife, Erica Haferkamp, uses AI to code his websites as well as to streamline the rest of his operations.

“AI has absolutely changed everything for us. It makes us more efficient,” Haferkamp says.

The Haferkamps also own a print shop business called DARE Print and Sign in Cañon City. AI tools have helped them with inventory and budgeting.

Their preferred AI is Claude, a generative AI software that users can interact with in order to answer questions, write code and more. The software is trained on large databases

of information in order to generate text-based responses. Claude is similar to programs like ChatGPT but is better at handling longer-form content and cannot generate images or videos.

“When we started shopping for the equipment, we asked Claude, ‘OK, we’re going to get this machine, but we need to buy equipment that goes with it.’ We started [inputting] ‘We’re thinking about buying these hoops to go with it.’ And Claude would go, ‘Whoa, whoa, whoa. You don’t want to do that. These hoops don’t work with this machine. Here’s another set of hoops that you’re going to want instead.’ It saved us right then and there,” Haferkamp says.

Computer Access Technologies LLC in Colorado Springs uses AI for almost everything. Most recently, the company has used ChatGPT to create graphic design visuals and videos complete with audio narration.

According to Travis Smith, the company’s lead systems engineer, AI has greatly increased their capacity to complete all kinds of tasks, including making engineering diagrams and marketing materials.

“I don’t think that it’s replacing jobs. I think it’s amplifying our ability to do more, because we just don’t have the budget for some of those tasks,” Smith says.

Southern Colorado business owners are embracing AI to power their operations in a variety of ways.

As larger companies in the U.S. face backlash for using AI to replace human employees, smaller businesses are harnessing the power of artificial intelligence to expand and streamline their capabilities.

Lorelei Smillie is a staff writer for the SoCo Business Forum & Digest.

socodigest.com / Vol. 3 No. 8 - August 2025 / 13 IN N OVAT ION

SoCo Culture Futurist Aims to Capitalize on Corporate Creativity

BY JE AN N E DAVANT

T

heo Edmonds wants to see Colorado Springs become a hub for corporate creativity in America, a place where leading businesses will send teams to be trained.

As resident Culture Futurist® with the C3 Innovation program at the University of Colorado Colorado Springs, Edmonds will start to make that a reality this fall.

Culture Futurist®, a trademarked designation registered to Edmonds, “was developed as a new leadership model blending my experiences in corporate healthcare and cultural data analytics research with the arts and science of creativity,” he says. “I’m not trying to predict the future, but I’m trying to do data-informed scenario planning.”

He helps corporations answer three big questions: Where do we play? How do we win? And what does it take to stay strong and curious when the unexpected happens?

The answers require a different type of thinking than business leaders are used to doing. “‘Move fast and break things’ sounds good, but our brains don’t work that way,” he says. “Technology investments only are going to get you so far. The key thing that will drive economic opportunity in the age of AI is a cognitive Industrial Revolution.”

Edmonds looks at job and economic performance data as a set of lagging indicators. But he also looks at the cognitive aspects of team creativity — collaboration, resilience, flexibility, agility and leadership, for example — that the World Economic Forum has identified as top human skills essential for thriving in an increasingly complex, technologydriven environment.

“We have figured out how to measure those with a lot of sophisticated science through work with cognitive neuroscientists and industrial psychologists,” Edmonds says. “I look at that set of metrics as leading indicators. If you take the lagging indicators and the leading indicators and put them together, you end up with a pretty robust set of data

for organizing creativity. You know how to tune the team that’s going to maximize the innovation return on investment for whatever that team is working on.”

Edmonds’ work draws upon his diverse background. He began his career as a healthcare administrator at a time when the industry was moving to a managed-care model.

After experiencing extreme burnout, he switched to a career as a working artist, doing projects like installations and experimental theater in the United States and Europe. That’s when he began thinking about how the creative brain that makes art could be deployed in different ways.

“My husband and I co-founded IDEAS xLab, an organization that started placing artists inside Fortune 50 companies and putting them on innovation teams,” he says.

After a two-year journey, asking people throughout America what was holding back their organizations’ creativity, he launched Creativity America, a nonprofit with a mission to form a new economic growth model that integrates the foresight of artists

with the science of team creativity and strategic business leadership. It launched in Colorado earlier this year. He calls it The Wonder Economy™, in which people are empowered to ask better questions to expand potential solutions.

“Wonder is a superpower,” he says.

“Machines can’t compete.”

In 2018, Edmonds embarked upon a third career in the academic world. He became an assistant professor and director of the Center for Creative Placehealing at the University of Louisville in Kentucky, and in 2021 he joined the University of Colorado Denver as associate dean for Transdisciplinary Research & Innovation and a research associate professor in interdisciplinary studies.

At UCCS, Edmonds will develop a “state-of-the-science” curriculum that incorporates cognitive neuroscience, industrial psychology and creativity and emotions research — changing the perception of creativity from an amorphous thing to something that can be invested in and scaled to produce innovation, outcomes and ROI. “I call it creative brain capital,” he says.

He also will engage with the business community to help Colorado Springs become home to “all things corporate creativity,” he says. “So, if you’re not sending your team to Colorado Springs to get trained and learn how we’re doing it here, you’re going to be working at a disadvantage.”

Edmonds will work with the Colorado Springs Chamber of Commerce & EDC this fall to implement a program that will measure creative brain capital and innovation readiness in the Colorado Springs economy and develop specific interventions to maximize the assets of the community.

Colorado Springs is rich in those assets, he says, citing the interdisciplinary creative teams working in the space industry, cybersecurity and training for Olympic athletes.

“We will be rolling out the metrics around economic development and innovation readiness and working with a couple of exceptional corporations that are interested in being the pilot studies on interventions,” he says.

In the summer of 2026, he wants to see Colorado Springs host a “Wonder Economy Investor Summit” that will be “the Davos of creativity,” he says, referring to the Swiss city where the World Economic Forum holds its annual meeting.

The summit could become an annual event in what will become known as “Wonder City USA,” he says.

“This is not a kind of marketing strategy,” he says. “It’s really about finding the better questions, where every world-changing innovation begins.”

Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.

14 / Southern Colorado Business Forum & Digest ARTS ECONOM Y

Framing Arts as Investment How the Creative Sector is Leveling Up

BY KERI KAHN

W

hen people hear “arts” or “creative sector,” they often think of fine arts, music, dance or theater – but it encompasses much more.

“It includes small businesses, galleries, stores like Eclectic CO — who are supporting a myriad of local makers — and designers, architects, graphic design, photography and multimedia,” says Angela Seals, executive director of the Cultural Office of the Pikes Peak Region (COPPR). “It’s a very eclectic piece of the economy.”

The arts are one thing that brings people together in the world today, but the sector creates more than community. It creates economic impact.

How Art and Culture Impact the Economy The arts and cultural industries grew more than twice the rate of the total U.S. economy between 2022 and 2023, adding $1.2 trillion to the economy in 2023.

According to Dr. Tatiana Bailey, executive director of Data-Driven Economic Strategies, this growth was driven by pandemic recovery, digital sector strength and cultural exports such as blockbuster movies.

“A lot of that had to do with pentup demand after the pandemic,” she told a crowd during the opening plenary at COPPR’s LEVEL UP! Creative Sector Summit at the Ent Center for the Arts on June 25. “That’s a pretty good indicator ... as soon as people could spend on arts and

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culture, they did.”

In Colorado specifically, Bailey says, arts-related sectors added $20 billion to the gross state product with about 121,000 jobs, or 4% of the state’s employment.

The core arts industries in Bailey’s reporting include performers, independent artists, interior design, architecture and advertising, but economic impact must consider businesses benefitting from the arts industries.

Take, for instance, the Ford Amphitheater, the $90 million entertainment complex in North Colorado Springs that hosts 35 scheduled events per year.

“They have actually estimated $102 million annually, and a billion over the next decade in economic impact,” Bailey says. “It’s not just the events

themselves. It’s people going out to eat and coming in from out of town.”

During one of the summit’s breakout sessions about tourism, Alexea Veneracion, director of communications for Visit COS, remarked on what a vital role the local art scene plays in generating tourism dollars.

“Of our overnight visitors, 50% reported doing cultural activities during their stay. That’s compared to 31% of the U.S. norm. We’re well above the national average of people coming here for cultural interests, so it is very important to work closely with the cultural office and our galleries and events and really showcase that to visitors seeking these experiences.”

CONTINUED ON P. 15

coworking conference rooms offices

socodigest.com / Vol. 3 No. 8 - August 2025 / 15

Breakout sessions fostered beneficial discussions amongst business leaders, nonprofits and artists.

Bringing the Creative Sector Together Under Seals’ leadership, COPPR is focused on fueling and empowering the creative sector.

“What are the tools and ideas the local creative workers need to really thrive in a region that’s growing very fast?” she asks.

“There are so many resources in the region for entrepreneurs, for small business, but creatives don’t access those things as much as they should.”

The group’s LEVEL UP! Creative Sector Summit brought together creative professionals, cultural leaders and missiondriven businesses looking for practical strategies to elevate visibility and build long-term sustainability.

Ashley Greeno, the Colorado Springs Conservatory director of development, attended the summit and especially enjoyed Bailey’s economics lecture.

“It’s a scary time for the small arts nonprofit. It feels like there’s a lot of instability and lack of government funding that used to exist,” she says. “It was really nice to have actual information in a way that made sense, where some of it was concerning but there was also good news. There was the positive message about how important the arts are to the economy as a whole, and why the whole city needs to get behind the arts.”

Sarah Bedell is a program associate and Public Interest Fellow at Concrete Couch, a local nonprofit that works with kids and groups to create community through public art such as murals, mosaics and playgrounds.

She attended the summit to network with other creatives.

Her group’s influence benefits the tourism industry by beautifying the region, but also helps the economy through skills development.

“We focus a lot on jobbuilding skills,” Bedell says.

“That’s using drills, learning how to make tiles, fixing mortar and grout, so, hard skills people can use in future jobs.”

Greeno also had thoughts on how her arts nonprofit benefits the economy.

“Teaching kids from early childhood and giving them, not only skills in the arts, but the confidence to participate in our community and be changemakers is what our bigger goal is, beyond music and theater lessons,” she says.

“They’re the next generation of leaders and business owners in this community.”

By the end of the summit, participants were grateful for the benefits of the networking opportunities, break-out sessions, resources and discussions that sparked their creativity for the future of the arts.

Keri Kahn is a staff writer for the SoCo Business Forum & Digest.

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16 / Southern Colorado Business Forum & Digest A Legacy Carried Forward by the

Childcare in Crisis: Supply is not Meeting Demand

E

l Paso County has the second-highest childcare shortfall in the state with 14,391 spaces needed to meet current demand, according to the “2025 Kids Count in Colorado!

Databook,” an annual report tracking child well-being using data from a wide range of public sources. The Colorado Children’s Campaign (CCC), a nonprofit, nonpartisan advocacy organization for the development and implementation of data-driven public policies that improve child well-being, produces the report. Childcare is a significant issue for families who desire to work and employers that desire to hire.

“We've done some local work around this, and we are estimating a bit higher: between 16,000 and 17,000,” says Kelly Hurtado, COO of Joint Initiatives for Youth + Families’ (JI).

JI launched the Family Friendly Initiative this year to solve the area’s childcare crisis. The underlying problems causing it include a lack of childcare funding, an underpaid early childhood workforce and the high cost of childcare for parents.

“One of the most significant problems in this community is childcare,” stated Maya Gould, CCC’s vice president of research and primary author of the report. “It’s really important to figure out what kind of childcare they [families] are looking for, how much they are willing to spend, [and] where …and then help businesses to understand where to expand.”

She presented the report’s findings to the community, educators, child advocates and nonprofit representatives on June 25 at an event JI hosted.

Colorado is one of the most expensive states in the nation for childcare, and El Paso is one of its most expensive counties, according to Gould.

Here, a family at 200% of the Federal

Poverty level (FPL), $60,000 annual salary, spends approximately 24% of their income at a childcare center.

This cost is with 1 in 3 of the childcare workforce economically insecure, relying on public assistance to make ends meet for their own families. These figures indicate that childcare availability and affordability is an issue for families as well as childcare providers here. Colorado childcare workers earn a median income of $15 per hour, according to the 2024 Early Childhood Workforce Index from the Center for the Study of Child Care Employment at UC Berkeley.

A 2023 report on current Urban Institute research found that investments that reduce poverty and direct resources at very young children have high payoffs. Children’s health and education programs increase future tax revenues by more than their cost, making them a positive long-term investment for the government and society. Long-term, some programs can return $10 for each dollar invested in children.

“When we’re thinking about wanting to support things in Colorado, I think the best thing that we can do is just make sure that families have what they need to afford to live, and what that means is: affordable rent, it means a safe home in a stable environment, it means that they can afford childcare if they want it so that the parents can go to work or so that the child is really in an educational, interesting environment.

Food, health insurance, all their basic needs, and that's really what kids need in Colorado,” says Gould. “Overall, what we’re seeing is that economic security and affordability for families is incredibly important, and … for kids, that’s important because kids need stable homes.”

Theresa Woods is a staff writer for the SoCo Business Forum & Digest.

The more orange the area, the bigger the childcare need.

Graphic source: Joint Initiatices for Youth + Families

BY THERESA WOODS

Key findings from 2025 Databook for El Paso County: Economic Stability

• 1 in 3 children live below 200% of the federal poverty level • 8.8% of children live below the federal poverty level, down from 15% a decade ago.

• The estimated Household Survival Budget for a family of four is $104,568, calculated by United Way

Education

• 53% of students were not meeting minimum standards for literacy.

• 64.6 % of students were not meeting expectations in math.

• 77.4% of high school students graduate on time • More middle and high school students felt better able to manage their stress and fewer had feelings of hopelessness compared to 2021 through 2023.

socodigest.com / Vol. 3 No. 8 - August 2025 / 17 WO RKFOR CE

BY WAYN E HEILMAN

U

nionized workers for Colorado’s major grocery chains ratified new contracts in July, ending nine months of contentious negotiations that resulted in strikes against all King Soopers and many Safeway stores.

Specific details of the contracts were not available at press time, but the United Food and Commercial Workers Local 7 says the new threeyear contract includes no concessions the chains sought, but does include phased-in raises up to $2.50 per hour for journeyperson-level workers, a $200 bonus for members with at least one year of seniority, a $17 million boost to health benefits and a $3.3 million increase in pension contributions.

“The Company’s (King Soopers) offer was really about setting up future contract cycles — trying to eliminate your leverage and ensure next time you were forced to take benefit cuts,” Local 7 said in a PowerPoint presentation to members at ratification meetings, which were open only to Local 7 members.

Ohio-based giant Kroger owns King Soopers, and Idaho-based Albertsons owns Safeway.

“The strikes [against King Soopers in February and Safeway in June and July] made the difference,” the union said in the presentation.

After resuming negotiations during the Safeway strike, “we were able to quickly finalize healthcare and pension [provisions] which allowed us to focus on getting the full value of wage increases on the table. This led to a fast settlement for both companies.”

Albertsons released a brief statement about the settlement: “We are pleased to have reached a fair and equitable agreement with the UFCW that will benefit our associates and allow us to continue to serve our customers in Colorado,” but the

statement did not address specific provisions of the new contract. King Soopers did not respond to a Digest email seeking comment on the settlement.

The strike this year, as well as the one in 2022, both lasting less than two weeks, came well after contracts expired. Local 7 had reached new contracts without a strike for 26 years — the previous strike Local 7 called was in 1996. The union had received strike authorization votes from members during nearly every negotiation with the grocery chains between 1996 and 2022 but typically reached a settlement just before union members walked off the job.

Local 7 and other unions have found strikes a valuable tool that they will likely use in future contract talks with the grocery giants, says Todd Endres, an assistant teaching professor of management and human resources at the University of Colorado Colorado Springs College of Business. He plans to design a class in labor relations around the most recent grocery negotiations, which he will teach this fall.

“Three years from now, you will probably see a similar dynamic.

The tone hasn’t changed and what has worked in the past will change the (negotiating) dynamic,” says Endres, who previously was a human resources executive for several local businesses and nonprofits. Although the ink has barely dried on this year’s agreements, “In both 2022 and 2025, the union walked away [after negotiations] in good shape.”

Both strikes were over “unfair labor practices,” instead of economic issues, which meant the chains could hire replacement workers that had to be laid off once the strikes ended and also offered union members other protections, Endres says. Unfair labor practice walkouts are also more likely to gain public support, meaning more customers will honor the union’s picket lines, he adds.

“Nationally, we are seeing an uptick

Union strikes at Safeway and King Soopers led to stronger contracts, setting the tone for future labor negotiations. in work stoppages [strikes], but it is too early to call it a trend,” Endres says. Public perception of unions also has improved in the past decade or so, leading to a greater number of successful union-organizing drives in government and the service sector, especially since union members generally earn about 30% more than non-union workers in the same industry, he says.

The union has held an advantage in recent negotiations with the grocery chains as a result of pressure from non-union competitors such as Walmart and Target as well as demographic changes in the labor

Photo source: Safeway

Corporate Lessons Learned in Labor Negotiations force that have resulted in a worker shortage, Endres says. Grocery workers were deemed “essential” workers during the COVID-19 pandemic, but many felt their pay didn’t reflect that designation.

“When you start to see inflation levels rise and money getting tight and look at pay versus corporate profits, it will be interesting to see how all this coalesces over the next three to five years. I would expect the [negotiations] dynamic to change substantially,” Endres says.

Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.

18 / Southern Colorado Business Forum & Digest EN ER GY

Springs Utilities Launches new Energy Wise Rates this Fall BRO UGHT TO YOU BY CO LO R A D O S PR I N GS UT I L I T I ES

S

tarting Oct. 1, 2025, Colorado Springs Utilities (Springs Utilities) will begin to introduce Energy Wise timeof-day rates to better reflect the cost of providing electricity during periods of low and high demand.

As a community-owned utility, Springs Utilities does not make a profit. Energy Wise rates are not a rate increase, rather a fairer way to charge for electricity that empowers

customers to have more control over their electric bill. Projections are that, without shifting any usage, 50% of customers will see a decrease in their bill, and 50% will see an increase.

Energy Wise rates aim to shift electricity use away from on-peak hours, when electricity is more expensive to produce, and toward offpeak hours, when demand is lower and rates are reduced to encourage that shift.

Weekdays

Excludes weekends and holidays

Off-Peak 12am

On-Peak 5pm

OffPeak

9pm

12am

On-Peak Hours (12% of the time) • Higher rates • Weekdays from 5 p.m. to 9 p.m.

• Excludes weekends and holidays Off-Peak Hours (88% of the time) • Lower rates • Weekdays before 5 p.m. and after 9 p.m.

• All day on weekends and holidays CONTINUED ON P. 19

EC ONOM IC DEVELO P M EN T

BY WAYN E HEILMAN

A

Colorado Springs company that specializes in information technology engineering, cybersecurity and technology for the aerospace and defense industries announced plans July 31 to hire 500 people during the next eight years.

ITS, or Infinity Technology Services, now employs more than 200 people at its northern Colorado Springs headquarters, another office near Peterson Space Force Base and a third location in Pasadena, Calif. The company plans to renovate its building near the base and potentially add a three-story building on the same site and expand its headquarters, says Hasan Campbell, president, CEO and owner of ITS. The Colorado Economic Development Commission approved $4.9 million in state income tax credits for ITS in June under the code name “Project Falcon II” and the company is eligible for another $775,651 in state income tax credits

through the Pikes Peak Enterprise Zone. ITS plans to spend $7.05 million expanding office space for the 500 new employees, who will be paid an average annual wage of $130,482.

Campbell spent nearly three years as an Air Force acquisitions officer before working as an executive for two medical device companies. He bought the nearly defunct ITS in 2016 and was its only employee until winning subcontracts from major defense contractors and a small training contract from the 50th Space Wing. The company now holds contracts with the Navy, Space Force and General Services Administration.

“When I was in the Air Force, I realized there was an opportunity to do that better and build a culture that allowed the company to recruit, retain and develop top talent and product innovative solutions for the aerospace, defense and cybersecurity sectors,” Campbell says.

Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.

Photo source: Colorado Springs Chamber & EDC

Veteran-Owned ITS Wins Tax Credits, Expands Footprint

ITS, LLC, a growing provider of IT engineering, cybersecurity, and technology solutions for the aerospace and defense industries, has chosen Colorado Springs for its expansion, according to an announcement from Governor Polis and the Colorado Office of Economic Development and International Trade’s Global Business Development Division.

socodigest.com / Vol. 3 No. 8 - August 2025 / 19

Rate Options Customers can choose a rate option to best suit their energy needs: Energy Wise, Energy Wise Plus or, for those with a demand under 10 kilowatts, the Fixed Seasonal Rate.

Energy Wise will become the standard electric rate starting Oct. 1, 2025, with most customers transitioning to this rate structure by early 2026. It features lower electricity rates during off-peak hours and higher rates during on-peak hours.

Energy Wise Plus is ideal for businesses that can adjust their operations to take advantage of additional savings. This option includes an off-peak saver period from 9 a.m. to 1 p.m. every day, including holidays, during which rates are even lower. It also includes critical peak events — periods of higher electricity rates that can occur up to 15 times per year during on-peak hours (5 p.m. to 9 p.m.). This plan is best suited for businesses with flexible operating hours, energy management systems or the ability to shift energy-intensive processes to the saver period.

Residential customers and business customers with

demand under 10kW may also select a Fixed Seasonal Rate option that does not include time-of-day pricing.

To help customers make the most of Energy Wise rates, Springs Utilities offers practical strategies to reduce energy use during on-peak hours. Simple adjustments — like pre-cooling spaces, using programmable thermostats, improving lighting efficiency and maintaining HVAC systems — can significantly lower energy demand. Customers are encouraged to schedule high-energy tasks during offpeak times and take advantage of tools like smart power strips and low-power modes.

Springs Utilities also provides valuable resources including free energy and water audits for businesses, rebates for efficiency upgrades and will soon launch online tools to monitor usage and compare rate options. Visit csu.org to learn more.

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20 / Southern Colorado Business Forum & Digest A Legacy Carried Forward by the

Opinion: Growth Pays the Bills

BY JO H N N A REEDER K LEYM EYER

C

olorado Springs Mayor Yemi Mobolade recently shared that the city is facing an $11.5 million budget shortfall.

That may sound like a line item on a spreadsheet, but it means dollars for filling potholes, maintaining parks and keeping our neighborhoods safe.

Our city is dependent on sales tax.

Every time you buy a pair of jeans or go out for dinner, those purchases support funding our firefighters and police officers who respond to emergencies, and our workers who keep our roads safe and our trails clean. Right now, that tax base isn’t keeping up. So far this year, our 2% sales and use tax has

grown by less than half a percent. This is not enough to cover rising costs for basic city services.

No growth means fewer people share the expense of keeping Colorado Springs a strong city. It means fewer businesses, fewer customers and decreased revenues for the services we all rely on. Everyone wants smooth roads, safe neighborhoods, beautiful outdoor spaces, quick emergency response and clean trails.

These are not free. If we want to keep enjoying these things without paying more out of our own pockets, we need to grow the pie through a strong, growing tax base. The choice is simple: welcome smart, strategic growth to share the cost; or current

City leaders say smart growth and better planning are key to keeping Colorado Springs running strong without raising costs for current residents.

residents face higher costs and cuts to what makes Colorado Springs a place people choose to live and do business.

Smart, strategic growth means building enough housing so teachers, nurses, your favorite barista and military families can live in our community. It means well-planned infill and density, so we use water and land efficiently instead of sprawling into open space. It means updating zoning codes to allow more childcare centers and businesses that help families and employers thrive.

Growth isn’t causing the housing crisis; the lack of housing is. A house is where a job lives. Whether you are retired or run a business that needs workers, our ability to grow our tax base depends on whether people can afford to live here. Without enough housing and city services, our workforce and our military families can’t stay here. Saying no to everything today means saying no to the next generation tomorrow.

We can’t fund 21st-century services with a 1990s tax base. We can’t maintain our quality of life while sabotaging work to attract young people, new businesses and new investment.

Standing still isn’t an option. We need to improve infrastructure, increase public safety and modernize city services. If we want Colorado Springs to stay strong, we must keep moving forward and welcome growth. If not, those of us fortunate enough to already live here will have to open our wallets to pay more. The choice is ours.

Johnna Reeder Kleymeyer is the president & CEO of Colorado Springs Chamber & EDC.

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socodigest.com / Vol. 3 No. 8 - August 2025 / 21 W OR K FOR CE

Workplace Alignment: How to Create an Un-quittable Culture Get Your Tickets Now!

BY D ONN A CARLSON

Celebration of Leadership Breakfast

W

elcome to our first monthly column on workforce optimization. In my conversations with CEOs and CFOs in the community, they tell me that, second to revenue, the greatest need is employee retention. How to keep good people?

Gallup research shows that engaged employees are 87% less likely to leave their companies, and we’re not talking about ping-pong tables or free snacks — it’s about trust, recognition and meaningful work. There is an emerging workforce that’s focused on mission. Recognition is a complex beast and it’s not always about compensation. Employees want more than a paycheck — they want their work to be noticed, their voice to be heard.

I work with a lot of CEOs at a second-level growth stage. They’ve crested the seven-digit wave and are on a growth trajectory.

At the same time, they have an increasing number of humans depending on this business to thrive, so they need to document a sustainable growth strategy, along with an exit strategy. One CEO I know engineered the sale of her company only to find her employees stunned because they didn’t even know it was coming. In hindsight, she would have engaged a team on a transition plan.

McKinsey research reveals that 70% of mergers fall short, and PricewaterhouseCoopers echoes the finding that 60% of mergers fail due to cultural incompatibilities.

To build a culture that’s not just equitable but unshakably aligned, companies must rethink traditional levers of engagement. Take well-being, for example — once considered a perk, well-being is now a strategic imperative. In midsized companies where budgets

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That’s greater than 21% increase in productivity and 23% increase in profitability. It’s hard to put a number on return on investment (ROI) when it comes to culture, so retention is one way we know we’re on the right track.

A culture of well-being is a place where it’s safe to voice an opinion without fear of retribution.

And recognition doesn’t have to come from a paycheck.

“Compensation is more than a paycheck — it’s a message.

When employees feel their pay reflects their contributions and aligns with company values, it builds trust and loyalty. That’s the foundation of retention,” says Megan Nail, NFP vice president of Total Rewards Practice.

We’ll keep highlighting ways to optimize your workforce in this monthly column. Send any thoughts or inquiries to: donna.carlson@nfp.com.

Donna Carlson helps mid-sized companies in Colorado design employee benefits for NFP, an Aon company.

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Growth of SpringsArea Craft Beer Industry Flattens ike a beer past its prime, the craft brewing industry in Southern Colorado may be starting to go flat, according to the latest numbers from the Brewers Association, a Boulder-based trade group for independent small breweries.

The number of breweries closing in the Colorado Springs area, Southern Colorado, statewide and nationwide last year exceeded the number of breweries opening and is on track to continue that trend this year, says Matt Gacioch, the association’s staff economist. In the Colorado Springs area, five breweries closed in 2024, while just two new breweries opened; statewide, 31 closed and 25 opened.

“I wouldn’t surprised to see another year of net decline of a similar magnitude in breweries in 2025. There have been three closings in the last two weeks in the Denver area” and one in Colorado Springs, Gacioch says.

“Breweries are facing economic headwinds both on the customer and revenue side. For breweries operating on a tight margin, in some cases that has made the business not financially viable.”

Batch Slap Brewery, Bell Brothers Brewing and FH Beerworks all shut down, and the only openings were a Colorado Springs outlet for Lakewood-based WestFax Brewing Co. and South Park Brewing Co, which took Smiling Toad’s former location.

Metric Brewing became the latest local brewery casualty in June after losing its lease, and Brass Brewing Co. closed and was replaced by Gunslinger Brewing. But there could be more closings coming — Cogstone Brewing Co.’s lease on its Village Seven neighborhood

location expires in February and Cerberus Brewing Co. is on the market for $2.2 million, including its Westside building.

One new Colorado Springsarea brewery, Ascent Brewing, opened in May in Falcon, and another, Armillary Brewing, plans to open in September in the Old Farm area, according to the Colorado Brewery List.

Craft brewing is a major industry in Colorado, with 456 breweries producing nearly 800,000 barrels of beer in 2023 and generating nearly $2.5 billion in economic impact.

However, beer consumption nationwide declined 1.2% last year to 170.9 million barrels and craft beer sales were down even more, declining 3.9% to 23.1 million barrels, resulting in small brewery numbers contracting in both 2023 and 2024.

Gacioch says small craft breweries have been squeezed by rising costs, driven in part by rising building rents and the Trump Administration’s higher tariffs for aluminum used to make cans, malted barley imported from Canada and stainless-steel tanks used to make beer. Small brewers also are facing higher employee wages that accelerated during the pandemic — average wages in Colorado rose more than 20% between 2020 and 2024.

“The cost of a beer (at the brewery) is not keeping pace with cost increases in the input side. Breweries are saying their consumers are feeling pinched [by inflation] and are not feeling optimistic about their personal finances,” Gacioch says. “The alcoholic beverage market is becoming more challenging and competitive, which is impacting the revenue side of the business for small breweries.”

Beer competitors include ready-to-drink cocktails,

socodigest.com / Vol. 3 No. 8 - August 2025 / 23

Craft Brewing’s Economic Impact in Colorado

Big Industry, Shrinking Margins

Where Craft Beer Stands in Colorado

National Headwinds

$2.5B

Economic Impact

-3.9%

456

Breweries

800,000

Craft Beer Sales Drop

Barrels produced

seltzers, ciders and other types of alcoholic drinks that compete not just for consumer’s wallets but also for shelf space in grocery, convenience and liquor stores. Gacioch says brewers also face competition from marijuana products and beverages that include THC (tetrahydrocannabinol) the primary psychoactive compound in cannabis (marijuana).

“Consumer behavior is evolving, which adds another layer of challenge for breweries — consumers are drinking different products, widening their beverage choices beyond beer and wine only to other choices,” Gacioch says. “While the number of beer consumers is increasing, the frequency of their consumption is declining, and some are cutting back on alcohol consumption to control their weight.”

No-alcohol beer has been a bright spot for the craft brewing

-1.2%

Overall U.S. Beer Consumption

$23.1M

Overall U.S. Beer Consumption

industry since craft brewers control one-third of the noalcohol beer market, about double the industry’s share of the overall beer market, Gacioch says.

Craft brewers are combating escalating costs and competitive challenges by consolidating — some have combined production to reduce costs or merged with a competitor — and attracting consumers with events such as bingo or trivia nights, Gacioch says.

Several Colorado Springs breweries are using consolidation to add locations, such as Goat Patch acquiring Pikes Peak Brewing and its Monument location, and Urban Animal taking over Red Swing’s Downtown Colorado Springs location, says Carrie KnoseWilson, communications manager for the Colorado Brewers Guild.

Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.

24 / Southern Colorado Business Forum & Digest SMALL BUSINESS SP OTL IGHT

BY JE AN N E DAVANT

A

s a technical writer, Jonathan Haas develops standard operating procedures for companies.

But it was his teaching experience that inspired him to create a unique digital curriculum model that makes it worthwhile for Fremont County businesses to hire student interns.

Jonathan Haas “There is a great parallel between the lesson plans that teachers have to create on a daily basis and a standard operating procedure,” says Haas, who owns and operates Haas Technical Writing in Cañon City. “That’s why I only hire teachers or former teachers to do the work that we’re doing.”

Haas has worked with companies including Komatsu, a maker of construction equipment; Omnilux, a manufacturer of LED therapy devices; and Fiberglass Tanks, to develop standard operating procedures that can help the companies more easily onboard new employees. That led to development of internship programs for companies like Second-61, 3Rocks Engineering and Mytikas Manufacturing.

Haas’ team also works with Mount San Rafael Hospital in Trinidad.

These programs, Haas says, are helping to bridge the gap between business and education.

Haas grew up in a tiny town in Maine and moved to the Midwest

after graduating from Plymouth State University. He taught elementary school and then secondary math and computer science in Indiana.

While attending an education conference, he asked one of the leaders to look at some documentation for a pilot program he had written for one of his classes.

“He said, ‘Do you have a background in technical writing? You can do this better than most of my technical writers,’” Haas says.

When he moved to Colorado seven years ago, Haas left behind his 20-year teaching career and started a freelance technical writing business. The business grew during the COVID-19 pandemic — a time when many businesses needed documentation. He had a global clientele, but not a single client in Colorado.

“I didn’t have a lot of great connections here in the community,” he says. “Then last year, I developed a relationship with Chris Koehn at Second-61,” which provides tech and accounting services.

Koehn, a co-founder of the Emergent Campus, introduced Haas to Brad Rowland, another co-founder of the Florence campus that has become a vibrant small business incubator.

“They saw that my work with companies creating policies and procedures could be digitized into a learning management system for new employees and interns,” Haas says.

His original intention wasn’t to develop an internship program, but to create standard operating procedures for companies that were looking to scale.

“As we started to build things out, we put them in a learning management system,” Haas says. One day, Haas asked one of Second-61’s co-owners whether the company had considered taking on interns.

The response was that interns often didn’t have the skills they needed to be effective at the company.

It was a sentiment Haas had heard from other companies — they didn’t

All photos courtesy of Hass Technical Writing.

Fremont County Technical Writer Helps Bridge a Gap

Jonathan Haas, right, works with a student intern at Second-61. have the confidence to take on an intern or know what to do with one.

There was a gap between the skills students gained in high schools and what companies needed.

So, Haas’ team started creating processes and procedures in digitized learning modules, customized to clients’ requirements, that are supplemented by an onsite mentor.

“It created a very clear path for companies to be able to effectively use interns to hopefully develop a long-term workforce through those programs,” he says. “It’s really taking that teaching aspect and applying it to corporate training.”

Haas also works with Fremont County schools to help companies that utilize his learning modules find interns.

Although Haas still accepts technical writing contracts, he also provides marketing and HR services.

Contractors who are teachers create the learning modules. He didn’t want to hire anyone full time, he says, because he didn’t want to take teachers out of their classrooms.

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Haas says that, as far as he knows, no one else has taken this kind of approach to internships and workforce development.

“The ultimate goal is to bridge that gap between education and business, but it’s not going to be done by cookie-cutter, widespread programming,” he says. “I think that is why rural communities can be the leaders of this type of work. With a little bit of help from companies like mine, we can have really productive conversations on how workforce can be developed through our schools and our young people.”

Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.

Factual business journalism for SOCO's thriving business ecosystem. www.socodigest.com

26 / Southern Colorado Business Forum & Digest W OR K FOR CE

Is AI Leaving your Business in the Dust?

BY BECCA TONN

A

re you burying your head in the proverbial sand — ignoring AI, hoping it will go away? Spoiler alert: that won’t end well. Much like the internet and mobile phones, AI is here to stay, and the sooner you adopt it, the better your business’s chance of surviving.

Many small business owners are nervous about AI, or downright terrified of it. But AI has been around since the 1950s, quietly running machines and computers in earlyadopter sectors such as academia, government/military, computing/ electronics and linguistics. In fact, the term was first coined in 1956 at the Dartmouth Conference.

It has been the forefront of media only the last couple of years, as generative AI became widely accessible to billions of people.

How many businesses are already using generative AI? What is your competition doing?

According to Lifewire, 38% of small/ medium businesses (SMBs) use AI tools for marketing, recruiting and customer service.

Nationally sought-after AI speaker Dennis Natali, PhD, professor and AI Innovation Chair at Pikes Peak State College, has advice.

“AI isn’t just for tech giants anymore — it’s quickly becoming essential for businesses of every size, right here in Southern Colorado. We have a business community that cares deeply about doing the right thing and delivering real value to our customers.

The pace of change is fast, but adopting AI wisely doesn’t mean losing what makes us unique — it means strengthening it,” Natali says.

You already know you need to jump into the fray, so allow me to help by focusing on your immediate concerns: the bottom line and your ROI.

What’s In It for Your Business?

“AI isn’t just another tool — it’s the modern steam engine, capable of reshaping our entire economy and unlocking human potential in every business. We’re entering an era where AI can supercharge creativity, automate the mundane and expand what’s possible for companies of all sizes,” says Jonathan Liebert, CEO, Better Business Bureau of Southern Colorado, who practices the AI he preaches in his monthly workshops.

Last year, in “State of AI in the Enterprise,” Deloitte reported that 83% of adoptees say AI already delivers moderate to substantial benefits in revenue growth. And Salesforce statistics showed that 68% of marketers say AI boosts sales.

“Leaders who act boldly — empowering employees with training, embracing safe experimentation, and setting ambitious goals — will not only keep pace, they’ll lead in their industry and grab market share,” adds Liebert.

How Can You get Started?

Admittedly, knowing where to dive into the pool can be overwhelming.

There are more than 11,000 different AI tools out there and AI is changing daily.

What on earth is a business to do?

To narrow down that ridiculous amount, check out Forbes’ recommended “20 Game-Changing AI Tools Every Small Business Leader Needs Now,” to keep from losing your human mind over cognitive computing.

“Start by educating your team on one AI platform that aligns with your values and goals. Audit your vendors’ AI practices and their Terms of Service — because fine print shapes how you serve your customers.

“When we choose and use AI responsibly, we protect what matters and open new doors to growth — all while keeping business fun and community-focused,” says Natali.

Motivation for Momentum While tech giants like Amazon and Google build AI tools, it’s the world’s entrepreneurs who will unlock their true value — using AI to handle marketing, administration, compliance, and customer service tasks, according to Bernard Marr in Forbes magazine.

“AI isn’t the future. It’s the present.

And the businesses that understand that will define the next generation of success,” Liebert says.

You don’t need to be an expert on day one. Start with small wins to build your confidence, and soon your AI skills will grow. Narrow the field, make your selection and start learning how to integrate AI into your daily operations at work. Your business will thank you for it!

No-cost option to jumpstart your AI BBB of Southern Colorado – ChatGPT Basics, August 13 Becca Tonn is the communications manager for the Pikes Peak Workforce Center.

socodigest.com / Vol. 3 No. 8 - August 2025 / 27

Economic Forum

Policy Headwinds for Homebuilders

BY DR . BILL CR A I GH E A D

H

ousing affordability remains a central concern in Colorado and nationwide.

Unfortunately, at a time when additional supply is sorely needed, the homebuilding industry faces a particularly detrimental policy configuration of tariffs, high federal borrowing and aggressive immigration enforcement.

The negative environment for home construction is illustrated by the National Association of Home Builders/Wells Fargo Housing Market Index (HMI), which is based on survey responses from single-family homebuilders that produce a rating of current sales conditions, expected sales in the next six months and prospective buyer traffic. This has been low since mortgage rates increased in 2022, but has taken another slide in recent months.

Tariffs are increasing the cost of building materials including lumber and tile, home appliances and HVAC equipment. The administration’s duties of 50% on steel, aluminum and copper will raise prices of everything made from these materials. A National Association of Home Builders survey in April estimated tariffs would add $10,900 to the cost of a typical home.

The inflationary pressure from tariffs is one of the reasons the Federal Reserve is holding off on cutting the federal funds rate.

Long-term rates, such as mortgage rates, are also impacted by the federal budget deficit: When the

federal government borrows, it is tapping into the same pool of global savings that finances private investment. The additional deficits due to the recent budget reconciliation bill — $3.2 trillion over the next decade — will put upward pressure on borrowing costs throughout the economy.

Federal borrowing can sometimes be a helpful tool for stabilizing the economy, but largescale deficits when unemployment is low are not healthy. The U.S. is now projected to run deficits around 7% of Gross Domestic Product in coming years. The impact of this borrowing on interest rates could be turbocharged if markets demand additional compensation for risk due to concerns about fiscal sustainability.

Threats to Fed independence could have a similar effect.

Tariff revenue may partly offset some of the additional borrowing, but since the tariffs are imposed under executive authority rather than through legislation, it is unclear how long they will remain in place.

Another major source of difficulty for construction may be the removal of large portions of the industry’s workforce through the administration’s efforts to increase deportations.

Undocumented workers were estimated to account for 18.8% of employment in construction and extraction occupations in 2023.

Construction sites have been targets of Immigration and Customs Enforcement (ICE) raids and, with a huge funding increase coming from the budget reconciliation bill, the

disruption may accelerate. Although this will harm the construction industry, fewer residents and less immigration will reduce the amount of housing needed. Over time, that might help lessen affordability concerns, but the reduced demand is not good news for builders.

Growing recognition of the need for more housing supply has led to encouraging moves by local and state governments — including Colorado’s — to improve the regulatory and zoning environment, but these recent shifts in national policy will hinder homebuilding.

Dr. Bill Craighead is the director of the UCCS Economic Forum.

28 / Southern Colorado Business Forum & Digest AGRICULT UR E

Pueblo Chile:

Capitalizing on Exclusivity

BY TIFFANY UNDERWO O D

T

he Pueblo Chile is more than a pepper; it’s an agricultural innovation rooted in tradition and powered by modern strategy. Grown exclusively in Pueblo County, this fiery crop has become a symbol of local pride and economic growth, all while evolving through forward-thinking practices and community collaboration.

At the heart of this movement is the Pueblo Chile Growers Association, a collective of farmers and advocates working to expand the reach and reputation of Pueblo Chile through strategic marketing, resource sharing and partnerships.

“The association is really about collaboration,” says Donielle Kitzman, representative of the association.

“That support has translated into new opportunities through grant funding, state partnerships, and strategic marketing efforts.”

While Pueblo Chiles are gaining recognition across state lines, the driving force remains a network of innovative local farmers. Certified

Pueblo Chiles must be grown in Pueblo County, and the most common variety, the Mosco, was developed

by Dr. Mike Bartolo in the late 1900s through selective breeding and academic research. The result is a chile with thick skin, deeper heat and a robust flavor profile uniquely shaped by the region’s high-desert climate.

“Our hot, dry summers and harsh winters make Pueblo Chile what it is,” says Dalton Milberger of Milberger Farms. “It just doesn’t grow the same once you take it out of Pueblo soil.”

These conditions not only enhance flavor but also reduce disease: an unexpected benefit of Colorado’s challenging growing environment.

Beyond the fields, innovation continues with expanded product lines and culinary applications.

From green chile pasta sauces to chile-infused salsas and even beauty products, small businesses like Peppers & Petals are embracing new ways to keep Pueblo Chiles present in kitchens and storefronts year-round.

“Although we no longer grow the peppers ourselves, we work with certified farmers to make sure

everything we carry is the real deal,” says Peppers & Petals owner Cheri Pullara.

Innovation also extends to distribution and outreach. The association has seen rising demand from out-of-state customers eager to bring the flavor home.

“People write in from all over asking how they can get Pueblo Chile shipped to them,” says Kitzman. One major breakthrough came when Big Red F Restaurant Group committed to using only certified Pueblo Chiles in its Colorado locations, proof that restaurant partnerships are a powerful channel for growth.

Still, it’s the farmers who remain the engine of progress. The growing season begins as early as March, and some farms, like Milberger’s, grow up to 25 different varieties of chile. This kind of crop diversity helps farmers stay adaptable while meeting changing customer preferences.

“We grow everything from A to Z,” Milberger says. “The workload is constant, but the reward is seeing families come back year after year.”

That tradition meets innovation every harvest season, when communities gather not just for roasted chiles but for events like

the Pueblo Chile Festival, which now draws visitors from across the Southwest.

“Pueblo Chile just brings people together,” Milberger says. “It’s a generational thing.”

What began as a regional staple is now gaining traction as a signature of Colorado’s agricultural future, supported by science, sustainability and savvy marketing. “We’ve seen it grow beyond Pueblo. It’s really starting to represent Colorado as a whole,” Pullara notes. “The more people taste it, the more they want to keep it in their kitchens.”

From creative collaborations to expanding markets, Pueblo Chile is proving that innovation doesn’t mean leaving tradition behind; it means using it as a springboard. And thanks to the growers, their families and the association that champions them, the future of Pueblo Chile is as bold and bright as its flavor.

Tiffany Underwood is a staff writer for the SoCo Business Forum & Digest.

socodigest.com / Vol. 3 No. 8 - August 2025 / 29 A Legacy Carried Forward by the

All photos courtesy of Moss Parker.

MossParker Scales Up to Destroy “Forever Chemicals”

MossParker currently has the capacity to eliminate PFAS from 100,000 gallons of pre-treated water.

The seven-person R&D company is forming partnerships with the ultimate goal of delivering its PFAS remediation solution as far and as wide as possible.

BY KERI KAHN

Security, Widefield and Fountain drinking water was traced back to the firefighting foam used at Peterson Air Force Base (now Peterson Space Force Base) prior to 2016. The base is a research hub for PFAS remediation, and the area hosts a long-term study documenting the incidences of different types of cancer in families.

MossParker has been among the researchers and scientists to complete projects at Peterson.

The company also remediated at the Pikes Peak Community Foundation’s Venetucci Farms which, at the time, was more than a beloved farm forced to cease organic vegetable production. The 190-acre property also hosted four water wells leased by the Security Water and Sanitation Districts.

I

t has been almost a decade since the Environmental Protection Agency (EPA) issued a health advisory warning of the link between PFAS compounds (or perfluoroalkylated substances) and certain types of cancer.

Though a massive clean-up effort has occurred in the years since, PFAS is referred to as a “forever chemical.”

Concern continues to grow as more contamination sites are discovered across the country, and more is learned about the devastating effects the compound has on the human body.

Colorado Springs-based PFAS remediation company MossParker, which was founded in 2017, eliminates these “forever chemicals” from water with technology designed to destroy the dangerous compound through a proprietary photocatalytic conversion process.

“The primary differentiator for us is that we destroy the PFAS molecules.

We’re able to break them down completely into fluoride and carbon,” says MossParker co-founder and CEO Susan Pattee.

Serving the Department of Defense, Colorado Department of Transportation, Colorado Department of Public Health & Environment and several clients with NDAs, this seven-person R&D company currently has the capacity

to eliminate PFAS from about 100,000 gallons of pre-treated water.

In 2025, the business partnered with Colorado Springs-based Springs Fabrication to enhance growth, and Seneca Federal Solutions to increase market reach. Pattee says MossParker and its partners look forward to growing relationships in the communities they serve.

“Our goal is to partner with somebody who’s very big in the market and is able to get this out as far and wide and deep as possible,” she says. “We’re scaling right now to make sure we get it out in the market, but we want somebody who could really go worldwide to millions or billions of people, because everybody needs it.”

Contamination in El Paso County PFAS is found in many materials including non-stick Teflon coatings, waterproof clothing, fast food wrappers and — of note in the Pikes Peak region — the fire suppression foam used for training at airports and Air Force bases.

“It does a really good job of putting out very hot fuel fires, but for decades, as they were doing this training out on the tarmac or on a site like Air Force bases, they would typically wash the foam into the ground,” says Pattee.

The PFAS contamination in the

How to Take the “Forever” Out of Forever Chemicals Venetucci Farms was where MossParker proved its emerging technology worked.

Once they concentrated the PFAS from the tanks where it was captured, they ran the proprietary destruction process, which was deemed successful through laboratory testing.

PFAS can be removed from water and stored in tanks or disposed of in landfills, but often the chemicals end up back in the water supply.

This occurs because PFAS is highly corrosive and, over time, causes the storage barrels to break down. If there is a leak inside the landfill, the PFAS will leak back into ground water.

Pattee says traditional attempts to destroy the chemicals have included incineration, but that’s difficult given the fire-fighting nature of the compound.

“We’re focused on taking those filtered chemicals in very high concentrations and running them through a destructor and breaking the molecular bonds of the compounds into fluoride and carbon,” she says. “Our proprietary destruction process is versatile enough to handle all levels of PFAS contamination, providing clean water immediately onsite, no matter your situation.”

It’s not just air force bases that require remediation. Manufacturers often use PFAS in coatings and textiles. The local chip manufacturing industry is one Pattee brings up.

Any business looking to learn more about EPA regulations, effective PFAS remediation or environmental stewardship when using “forever chemicals,” is welcome to contact MossParker or learn more at: mossparker.com Keri Kahn is a staff writer for the SoCo Business Forum & Digest.

30 / Southern Colorado Business Forum & Digest A Legacy Carried Forward by the

How did the U.S. Senior Open Benefit the Springs?

The Broadmoor Hotel in Colorado Springs hosted the 2025 U.S. Senior Open, drawing top golfers and fans to the resort.

BY PA M BA L ES

T

he 2025 U.S. Senior Open at The Broadmoor in Colorado Springs delivered more than thrilling golf — it reaffirmed a legacy. With Colorado’s own Hale Irwin presiding as the honorary chair, more than 65,000 spectators attended the event. The grandstands were packed for weekend play, and the championship showcased elite competition and the enduring partnership between the U.S. Golf Association and The Broadmoor/City of Colorado Springs.

“The Broadmoor is the full package,” says Hank Thompson, USGA’s senior director of championships. “From the course conditions to the hospitality infrastructure, it’s second to none. We don’t have to build a city — we walk into one.”

The East Course, a design blend of Donald Ross and Robert Trent Jones Sr., once again held up to the test, challenging

players with deceptive elevation and famously tricky greens.

“Standing on the fourth green in 2015, with Jack Nicklaus, he said that the greens at Augusta (National) were the secondhardest he had ever played,” recalls Russ Miller, Broadmoor director of golf. “I had to stop for a minute to realize that this golf icon was calling The Broadmoor greens the toughest. ‘Fair, but tough,’ he said.”

Although the championship isn’t necessarily a profit engine for The Broadmoor, the economic ripple effect for the City of Colorado Springs is undeniable. The estimated revenue for the 2025 U.S. Senior Open at The Broadmoor is $24 million, with more than 20 hours of live broadcast on NBC and the Golf Channel. With increased tax revenue and global visibility, the city reaped meaningful benefits.

“We’re not just hosting golf,” Miller says. “We’re showcasing Colorado Springs.”

CONTINUED ON P. 31

More than 65,000 fans attended the 2025 U.S. Senior Open at The Broadmoor, generating an estimated $24 million in revenue for Colorado Springs.

Pulling off a championship event of this scale takes all 62 Broadmoor departments working together and more than 1,700 volunteers from 43 states.

The USGA itself coordinated more than 300 staff and vendors. Hotel accommodations spanned 500-plus rooms across The Broadmoor and the DoubleTree, with additional rooms throughout the city available for visitors. The World Arena parking and shuttle systems ran smoother than in 2018, thanks to refinements in planning, according to Thompson, the added benefit of being able to come back to a site time and time again.

Planning began three years in advance, with vendors and concessionaires confirmed months before the event. The Broadmoor’s diverse staff managed everything from bartenders to merchandise and even added in a nonprofit component in the Trophy Club ticket area. Local charity Care and Share received all tips from food and beverage concession

for the entire five days.

Looking ahead, the USGA’s decision to return in 2031 and 2037 marks a milestone, making The Broadmoor the first club to host five U.S. Senior Opens.

“That’s rare air,” Miller says. “It’s a long-standing relationship built on mutual trust and extraordinary results.”

“This isn’t just a golf tournament,” Miller emphasizes to the business community. “It’s a marketing engine, a community celebration and a showcase of what Colorado Springs can do.

We’re proud to be part of it — and we’re looking forward to the next two events.”

Pam Bales is a senior writer for the SoCo Business Forum & Digest.

Photo credit for all images: Christopher Tombaugh

socodigest.com / Vol. 3 No. 8 - August 2025 / 31

32 / Southern Colorado Business Forum & Digest CHAM BER

Why Insurance is a Smart Investment for Entrepreneurs and Nonprofits

BY LOL A WOLOCH

S

tarting and running a small business or nonprofit is a bold act of leadership — full of vision and risk. Although growth is often the primary focus, overlooking insurance can jeopardize everything that’s been built. Coverage isn’t just protection — it’s strategic security that fosters resilience and trust.

Insurance shields organizations from unexpected events such as property damage, lawsuits or data breaches. For nonprofits and small businesses alike, one incident could upend operations or finances. The right policies provide a financial safety net, enabling continuity when challenges arise.

A Quick Overview of Types of Insurance • General liability insurance: Essential for any entity interacting with the public, this covers bodily injury, property damage and legal fees.

• Professional liability (errors and omissions): Protects against claims of negligence or mistakes, especially in service-based work.

• Commercial property insurance: Covers physical assets from fire, theft or natural disasters.

• Workers’ compensation: Required in most states, it provides wage and medical benefits for employee injuries.

• Business interruption insurance: Helps with lost income during temporary shutdowns.

• Cyber liability insurance: Essential protection from data breaches and online threats.

• Directors and officers insurance: Nonprofit leaders often operate under public scrutiny and manage complex decisions. D&O insurance protects board members, officers and leadership from personal liability if sued for mismanagement, breach of duty or other governance-related claims. It covers legal defense costs and settlements, making it crucial for organizations handling grants, donations and sensitive decisions.

Insurance signals professionalism and preparedness. Clients, vendors, funders — and, in the case of nonprofits, donors and grant makers — often require proof of coverage before partnering. It builds trust and opens doors to new opportunities.

If you’re looking to serve on any type of board, especially a nonprofit, you will have a fiduciary responsibility for the organization and should serve only if the organization has director and officer insurance along with proper coverage. Otherwise, you personally can be liable for that organization.

Lola Woloch, is the President & CEO of SCWCC.

FOR MORE INFORMATION

or Resources on this subject, visit:

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socodigest.com / Vol. 3 No. 8 - August 2025 / 33

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Burn Rate

Launching a Startup and Losing My Mind

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his entrepreneurial chronicle of a business journey reveals how traits that drove to success nearly led to downfall.

Andy Dunn co-founded the ecommerce-driven menswear brand Bonobos in 2007 and served as CEO through its 2017 acquisition by Walmart. Here he opens up about the struggle with bipolar disorder that nearly cost him everything.

As an angel investor and through his venture capital

firm, Red Swan, Dunn has backed more than 80 startups, including Warby Parker, Oscar and Coinbase. Dunn serves on the boards of Monica + Andy, an organic baby-apparel company founded by his sister, and the tech nonprofit Raised By Us. Named to Fortune’s 40 Under 40 list in 2018, he is a graduate of Northwestern University and the Stanford Graduate School of Business.

He lives in Chicago with his wife and their son.

Andy Dunn Author, Burn Rate Cofounder and former CEO, Bonobos

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34 / Southern Colorado Business Forum & Digest PR O F E S S I O NA L D E VE LOP ME N T

Attention is the New Trust

In today’s fast-paced world, authentic leadership begins with intentional listening and focused attention.

BY PA U L YA NK E Y, M BA

I

n a world where content is being generated faster than it can be absorbed, attention has become one of the most valuable resources in business. Most leaders I speak with feel the flood. Meetings run long. Emails pile up. Proposals blur together. And somewhere inside that noise, trust gets lost.

But something still cuts through. Real attention. When someone gives it, you feel it. And when it is missing, you feel that too.

During my time at Dell and Salesforce, I saw how trust was often built before the pitch ever started. It came from listening. It came from remembering. It came from showing that we noticed what others overlooked. That kind of attention opened doors long before any slide deck did.

Now we have AI tools that can generate words and automate outreach. But AI

cannot hold presence. It cannot pause before responding. It cannot remember what someone said in a side comment and circle back with care. That takes someone who is purposefully paying attention.

Attention tells people they matter. And when someone feels seen, something opens up. In sales, that leads to loyalty. In teams, it creates stability. In strategy, it reveals what others miss.

The future will not be won by those who speak the most. It will be shaped by those who pay attention, with intention, and respond like it matters.

Because it does.

Paul Yankey, MBA, is an Ethical Marketing & Growth Professor at University of Colorado Colorado Springs.

socodigest.com / Vol. 3 No. 8 - August 2025 / 35 A Legacy Carried Forward by the

Hybrid Workspaces Reshape SoCo Corridor

BY EMILIE HAGOPIA N

R

ural and small-town markets in the northern Colorado corridor are witnessing a wave of mixed-use innovation. Creative co-working centers and retail hybrids are springing up, transforming commuter towns into vibrant economic hubs.

These flexible, multifunctional spaces are helping small-town entrepreneurs adapt to changing work habits, meet local needs and bring new energy to smaller downtowns that have long been underserved.

Why Hybrid Models Make Sense in Small Markets For smaller districts along the Interstate 25 corridor, traditional commercial leasing models often don’t fit the needs or budgets of small business owners. Rigid lease terms, high square-footage requirements and escalations in overhead costs often make it difficult for freelancers, startups and creative entrepreneurs to establish a local presence. But hybrid models, where co-working spaces share square footage with a larger establishment, offer a practical and appealing solution. By combining multiple uses under one roof, they allow small ventures to thrive without overextending financially.

Hybrid spaces also reflect today’s evolving work preferences, offering professionals workspaces that support both productivity and connection.

With high-speed internet, flexible meeting areas and communityoriented locations, these models provide a practical solution. They meet the functional needs of remote workers and small teams as well as foster stronger ties to hometowns, encouraging local engagement, collaboration and long-term investment in their communities.

Thrive Workplace: A Modern Hub in the Heart of Castle Rock One example of the hybrid movement is Thrive Workplace, slated to open inside The View Apartments

in downtown Castle Rock this year.

Designed with both flexibility and community in mind, Thrive will offer a thoughtful mix of private offices, open desks, casual lounge areas and quiet nooks, all in a walkable residential district.

“Our company is redefining the traditional workspace by reshaping the notions of how and where professional tasks are accomplished,” says Erin Beckstein, executive director of Thrive Workplace.

But Thrive isn’t just for professionals; it’s built to serve the broader community as well. With flexible memberships and public programming like Lunch + Learns and evening networking socials, the space encourages a steady rhythm of activity. That regular foot traffic naturally spills over into nearby cafés, boutiques and other businesses, boosting the economic value of downtown Castle Rock. It’s a model that supports both individual growth and local prosperity.

who might otherwise relocate or commute to Denver.

Showrooms Meet Shared Offices in Monument

Mid-Corridor Innovation: I2Five in the Works

Just down the road, Monument is seeing its own version of the hybrid movement take shape.

The Rock Commerce Center, a 60,000-square-foot development

by Central Development, will offer a mix of showroom and office space for companies in construction, design and home improvement.

With dedicated space for product displays, customer meetings and teamwork areas, the format is ideal for businesses that don’t fit the mold of either retail or traditional office.

“There’s demand here for something versatile,” says Jeremy Records of Central Development.

“We’re providing a space that can serve both as a client-facing storefront and a back-of-house office, without needing to lease two separate locations.”

Monument’s rapid population growth and proximity to both Colorado Springs and Castle Rock make it a natural fit for this kind of flexible commercial development. It also helps retain local business talent

Straddling the stretch between Monument and Castle Rock is I2Five, another hybrid workspace in early development. The project centers on shared warehouse-style offices, meeting zones, workshop space and event hosting, all of which are designed to serve entrepreneurs who need flexibility and affordability.

With plans for yoga studios, multipurpose suites and indooroutdoor meeting zones overlooking the Front Range, I2Five is built to support both individual focus and collaborative momentum.

The Bottom Line for Local Economies For towns along the northern corridor, the rise of hybrid coworking and retail spaces is more than just a trend; it’s a strategic investment. These innovative working environments are helping small towns keep pace with shifting economic patterns by nurturing a culture of entrepreneurship.

Affordable, flexible workspaces mean that freelancers, remote workers and small business owners can plant roots locally instead of commuting long hours or relocating to larger cities. And that decision to stay close to home often translates into a positive, profitable ripple effect. Local coffee shops, lunch spots and boutiques can benefit from regular foot traffic, an essential part of keeping downtown areas vibrant and economically resilient. These spaces also tend to attract a younger, entrepreneurial demographic, encouraging long-term community engagement.

As work becomes more decentralized and lifestyle-driven, small towns that lean into these hybrid models position themselves as not just commuter communities, but full-fledged destinations in their own right. It’s a future-forward strategy, one that demonstrates that when the locals thrive, so does the local economy.

Emilie Hagopian is a staff writer for the SoCo Business Forum & Digest.

36 / Southern Colorado Business Forum & Digest SMALL BUSINESS

Alternative Investing: Bringing Private Markets to Public Portfolios BRO UGHT TO YOU BY VI RTUEN T W E A LT H MANAGEM EN T GRO UP O F W ELLS FARGO A DVI SO R S A N D MICHAEL “MICK ” PEPPER

A

lternative investments continue to gain popularity among high-net-worth investors. The Wells Fargo Investment Institute (WFII) estimates that private capital investments soared from $1 trillion in 2003 to more than $15 trillion in 2023, leaving many qualified investors wondering if this asset class is right for them.

Diversification and the potential for lower volatility and higher returns may improve portfolio outcomes, offering a compelling case for consideration. But what exactly are we talking about when we say, “alternative investments”?

What are Alternative Investments?

Alternative investments, or “alts,” refer to investments in asset classes that fall outside traditional stocks, bonds and cash alternatives. These include private equity, private credit, private real estate and hedge funds.

High-net-worth investors often consider alts to add a non-correlated source of returns to their portfolio, aiming for increased diversification and potentially enhanced performance.

Alternative Investments & Portfolio Risk/Return Historical data supports the idea that incorporating alts can enhance a portfolio’s risk/return profile. According to JPMorgan Asset Management, portfolios that include a mix of equities, bonds and alternative investments tend to exhibit lower annualized volatility and higher returns than those with a traditional stock/bond allocation. Specifically, a portfolio balanced with alts, equities and bonds demonstrates superior performance metrics, showcasing the benefits of diversification through reduced volatility and improved riskadjusted returns.

The Power and Benefits of Private Markets Investors often focus on the stock market, but it is important to note that the combined value of all companies listed on the New York Stock Exchange represents only a tiny fraction of U.S. businesses, with the vast majority being private companies (Source: Stepstone). Private markets offer greater opportunities due to the larger number of companies available for investment.

According to Ernst and Young, there are approximately 16,000 private equity-backed companies compared to 4,000 public companies. These companies often present a higher risk/reward profile and can offer diversified returns. Additionally, private credit, including senior secured loans and direct lending, can provide higher income streams and returns than traditional bonds, offering lower correlation and decreased volatility (Source: Wells Fargo Investment Institute).

Private capital, encompassing private equity and private debt, opens up investment opportunities

beyond public markets. Private equity investments can fund new technologies, expand working capital and facilitate acquisitions, whereas private debt can offer senior-secured and mezzanine debt options. These investments often benefit from the lack of public information, allowing investors to exploit pricing inefficiencies and engage in hands-on corporate change (Source: Wells Fargo Investment Institute).

Items for Consideration •

•

Liquidity: Accessing funds is crucial when evaluating alts. The typical term for traditional private equity funds is lengthy. However, recent innovations have led to new strategies designed for easier access and liquidity via semiliquid products. These can offer greater accessibility, including periodic liquidity and immediate capital deployment, as opposed to the more restrictive private investments of the past.

Leverage: Some alternatives, like hedge funds, employ leverage

•

to enhance returns, which can enhance returns, albeit with increased risk/reward profiles.

Value Add: The value add for alternative investment managers can vary, but may include targeted increases in income, enhanced returns, potential tax advantages and steady cash flow in private real estate, and significant growth in diversified and underexplored markets in private equity. The main goal is often to reduce correlation to traditional markets and dampen volatility while enhancing overall portfolio returns.

Accessing Alternative Strategies To invest in alts in their original form, one must qualify as an “accredited investor” or a “qualified purchaser.” The Securities and Exchange Commission defines an accredited investor as an individual or entity with a net worth exceeding $1 million and income of more than

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socodigest.com / Vol. 3 No. 8 - August 2025 / 37

$200,000 in the past two years.

A qualified purchaser must meet a higher threshold: individuals need $5 million in investable assets, and institutions must have more than $25 million.

However, alts are no longer restricted to institutional investors. With the advent of alternative mutual funds, a broader range of investors can access these strategies. These funds aim to employ similar strategies as hedge funds, including short selling, leverage and derivatives, while offering the benefits of daily liquidity and more straightforward tax reporting.

Conclusion Alternative investments offer high-net-worth investors the opportunity to expand their investable universe into private markets, increasing diversification through noncorrelated asset classes and potentially enhancing value to meet their wealth goals.

Advances in technology have created new opportunities and entry points for accredited investors via semi-liquid interval funds and through more liquid alternative mutual funds, easing

tax reporting and enabling immediate cash deployment.

Alts should be considered an important component of longterm strategic asset allocations, helping improve investors’ risk and return experiences and increasing the probability of achieving financial goals.

Michael “Mick” Pepper is the senior vice president of Virtuent Wealth Management Group of Wells Fargo Advisors.

CONTACT

For more in-depth discussions on the pros and cons of alternative investments, please contact Mick Pepper with the Virtuent Wealth Management Group of Wells Fargo Advisors at:

MICHAEL.PEPPER@WFA.COM

Factual business journalism for Southern Colorado's thriving business ecosystem. www.socodigest.com

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38 / Southern Colorado Business Forum & Digest P EO PLE

Professionals on the Rise Southern Colorado’s Workforce Achievements!

WHealthy Unlimited Social Impact Startup of the Year Recognized for redefining wellness and economic empowerment through community-centered financial literacy and coaching.

James Proby, The Men’s Xchange Social Entrepreneur of the Year Honored for his trailblazing work in workforce development and men’s fashion while restoring dignity to underserved communities.

Photo credit: Court Appointed Special Advocates

The 2025 PRISM Awards: The Art of Impact brought together business leaders, artists, entrepreneurs and community changemakers for an unforgettable evening of inspiration, innovation and celebration on July 17. The Southern Colorado Impact Group hosted the event, which highlighted the power of purpose-driven enterprise and the creative sector to transform communities for the better. The event at the Meanwhile Block in Downtown Colorado Springs recognized these winners:

A judge swears in new Court Appointed Special Advocates on June 30. Front row, from left: Shealene Downey, Shelby Oliver, Seamus Sweeney and Susan Suffion. Back row, from left: Ayron Funny, Joe Petsche, Margarat Shannon and Richard Muszynski.

James Proby

Red Leg Brewing Co. Social Impact Business of the Year Celebrated for its deep commitment to community-building, veteran support and creating a thriving hub for local events and makers.

Also at the PRISM Awards, Kathy Loo won the Bee an Arts Champion Award from the Bee Vradenburg Foundation. The developer and philanthropist received her award from the Southern Colorado Impact Group and the Better Business Bureau of Southern Colorado.

She was lauded for working on behalf of the Colorado Springs Fine Arts Center, serving Kathy Loo on the Colorado Springs City Council and investing in Downtown Colorado Springs.

The recognition includes an honorary grant to an organization of the recipient’s choice. Loo contributed her award to the Colorado Springs Youth Symphony Association.

Eight new Court Appointed Special Advocates were sworn in as officers of the court on June 30. They completed two weeks of training on trauma, resiliency, poverty, mental health, substance abuse, domestic violence and other topics. The new volunteers will be assigned to dependency and neglect cases in the 4th Judicial District to advocate for the best interests of an abused or neglected child. About 800 children in El Paso and Teller counties need a CASA volunteer each year.

Lina Meneses, an expert in international law and trade policy, has joined Orona, Garcia & Galves PC in Pueblo. Meneses, who has more than 17 years of in-depth experience navigating the complexities of the global economic landscape, will strengthen the firm’s international practice group. She has a master’s degree in international law from the Lina Meneses Higher Institute of Law and Economics at the University of Barcelona, Spain, and has been involved in technical discussions of crucial global economic forums including the World Trade Organization.

socodigest.com / Vol. 3 No. 8 - August 2025 / 39

The Harry S. Truman Scholarship Foundation Board of Trustees has named U.S. Air Force Academy Cadet Mark Tang a 2025 Truman Scholar. He is among 54 scholars selected from 743 applicants nominated by 288 colleges, universities and military service academies.

Tang, the 27th Truman Scholar from the Air Mark Tang Force Academy, is a double major in political science and management who plans to pursue a graduate degree in international security. He will commission into the U.S. Space Force upon graduation in 2026.

Dr. Sarath Gunapala has been inducted into the Space Technology Hall of Fame® for developing the gallium-free Strained Layer Superlattice (SLS) technology at the NASA Jet Propulsion Laboratory. NASA, industry partners and academic institutions use the technology to develop infrared detection devices for Name space and commercial applications. The Sri Lanka native was educated at Nalanda College, the University of Colombo and the University of Pittsburgh.

The Space Technology Hall of Fame® is a program of the Space Foundation, based in Colorado Springs.

Joe Aldaz, president and CEO of the Colorado Springs Hispanic Chamber, has been appointed to the Falcon Foundation Board of Trustees. The foundation uses memberships and donations to provide annual grants to selected civilian junior college and preparatory schools. When deserving young people apply to the Air Force Joe Aldaz Academy, they are automatically considered for the scholarships. Aldaz, an Air Force veteran, also has been named a regional coordinator for the American Latino Veterans Association to help increase ALVA’s visibility, foster collaborations and support veteran-centric initiatives.

Kelly Kline has been appointed to senior vice president of commercial lending at Kirkpatrick Bank. Kline brings extensive commercial banking experience and a proven track record of success to his new role. His specialties include strategic relationship management, customer service and product knowledge while providing transformational sales Kelly Kline leadership. In his most recent position, Kline led business development and relationship management for commercial lending in Castle Rock, Parker and Metro Denver. During his tenure, he developed and reviewed more than $2 billion in new credit requests in about four years.

Robert Louis, M.D., has joined the Scientific Advisory Board of Ocutrx Technology, a leader in augmented reality/extended reality and 3D technology for medical applications, based in Colorado Springs. Louis, a fellow of the American Association of Neurological Surgeons and of the Congress of Neurological Surgeons, Robert Louis, M.D. is the director of the Skull Base and Pituitary Tumor Program at Hoag Memorial Hospital Presbyterian in Newport Beach, Calif. His appointment marks a strategic step for Ocutrx as it extends its DigiLoupes™ technology beyond orthopedic and spinal applications into complex neurosurgery.

U.S. Paralympics Nordic Skiing has announced the 2025-26 National and Development Team rosters for the Milano Cortina 2026 Paralympic Winter Games, set for March 6-15, 2026. The lineup features a blend of returning Paralympic medalists, seasoned competitors and promising up-and-comers. Named to the National A Team: Jake Adicoff, Kendall Gretsch, Oksana Masters, Sydney Peterson and Aaron Pike. The National B Team: Dani Aravich; and the National C Team: Dan Cnossen. The Development Team: Jack Berry, Michael Kneeland, Max Nelson, Zhenghong Schlechte, Josh Sweeney, Ty Wiberg and Nicole Zaino.

Chad Smith has been appointed to the Monument Town Council and began serving in mid-June. Council members voted unanimously to tap Smith to fill the vacant seat previously held by Jim Romanello, who passed away in April. Smith has served on the Town of Monument Planning Commission and has Chad Smith extensive understanding of Monument’s municipal code and planning processes. He will help guide policy decisions, support long-term planning efforts and represent the interests of Monument residents until the next regular election, set for Nov. 3, 2026.

The Colorado Springs office of Booz Allen has won the James S. Cogswell Award, the most prestigious recognition from the Defense Counterintelligence and Security Agency (DCSA). This is the third time the Colorado Springs office has won the award, which honors those maintaining a security program that goes above and beyond requirements. The Colorado Springs Security Services team is responsible for overseeing an extensive employee community that spans several states, from Colorado to Texas, supporting a range of critical space and intelligence missions on behalf of the federal government.

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40 / Southern Colorado Business Forum & Digest

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Pros on the Rise

We’ve been proudly serving businesses along the Front Range for nearly 50 years. Our team is dedicated to providing professional and personalized legal solutions tailored to your unique needs. Whether you’re a startup or an established corporation, we’re here to

Lorelei Wall has been named vice president of sales and marketing for the Colorado Springs Switchbacks FC. Wall began her career at ESPN, where she was a digital marketing manager and associate director of brand management. She Lorelei Wall then joined NBC Sports Group as senior director of integrated media and production operations. In 2016, she joined the NBA staff and eventually became the WNBA’s first head of marketing. Wall later served as vice president of marketing for the United States Olympic & Paralympic Committee.

support your business journey.

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Corporate Law Business Litigation Employment Law Business Real Estate Estate Planning & Probate Tax Education Law Sports Intellectual Property

Texas-based Higginbotham, an employee-owned insurance, financial and HR services firm, has announced new office leaders for its Colorado Springs and Denver locations. James Hoffman and Jill Webb will join forces as co-leaders for both offices.

James Hoffman Hoffman, formerly office leader in Texas, will help introduce the firm’s employee benefits services to the Colorado market. Webb is a Colorado Springs native who joined Higginbotham in 2024.

She will lead the property and casualty side while helping drive cultural integration and team development. The leadership Jill Webb transition follows the retirement of Randy Geving, co-founder of Six & Geving Insurance, which partnered with Higginbotham in 2021.

Highlight

STANDOUT PROFESSIONALS IN SOUTHERN COLORADO! Share promotions, new hires, or achievements — email up to 40 words & a photo to newsdesk@ coloradomediagroup.com.

socodigest.com / Vol. 3 No. 8 - August 2025 / 41 AG RICULT UR E

Water-Smart Farming in the San Luis Valley

BY EMILIE HAGOPIA N

F

armers in Colorado’s San Luis Valley are rapidly embracing agritech in response to mounting water scarcity, declining aquifer levels and increasingly stringent groundwater regulations. Long known for its cool climate, rich volcanic soil and signature potato crop, the valley produces more than 90% of Colorado’s potatoes and contributes significantly to the state’s barley, alfalfa and quinoa production.

But in recent years, climate pressures and water access issues have pushed growers to innovate, or risk falling behind.

“Water is the currency here,” says Brendon Rockey of Rockey Farms, a third-generation potato farmer in Center, Colorado. “Without it, we can’t sustain the crops or the community.”

Other operations are deploying drones and multispectral sensors to monitor crop health, detect early signs of stress or disease and guide targeted treatments. These tools help reduce overall chemical use and improve nutrient management by identifying soil variations across fields.

Smaller and organic farms are also experimenting with these tools, often combining traditional methods with modern data analytics to monitor microclimates and adjust inputs accordingly. By tracking soil moisture, temperature and plant health, these growers aim to make irrigation more precise and extend their growing season while conserving water.

But these water-smart innovations aren’t exclusive to the San Luis Valley.

Similar technologies are gaining traction across Central and Southern Colorado, where researchers and growers are working together to adapt precision tools to the region’s unique terrain and water challenges.

For instance, at the University of Colorado Boulder, researchers are developing biodegradable soilmoisture sensors — tiny, 3D-printed nodes that naturally break down after a season. Backed by $1.7 million in funding from the Department of Energy’s Advanced Research Projects Agency-Energy (ARPA-E), the Planting and Developing sensors for a Sustainable Agriculture (PANDAS) project seeks to deliver ultra-low-

Facing drought and water regulations, San Luis Valley farmers are turning to agritech and conservation strategies to sustain agriculture and protect groundwater.

cost, high-density monitoring to give farmers across Southern Colorado real-time insights into soil moisture and nutrient needs. If successful, such tech could democratize precision farming, eliminating the need for expensive equipment.

Local and statewide institutions are providing critical support for efforts such as these. The San Luis Valley Research Center, operated by Colorado State University, conducts field trials of drought-resistant crop varieties and improved irrigation techniques. Dr. Michael Bartolo, the center’s director of research, has described the region as “a living lab for sustainable agriculture” in CSU Extension materials and public talks.

Additionally, organizations such as Colorado AgTech help facilitate adoption of new technology through grants, equipment-sharing programs, and training workshops. By lowering upfront costs and providing handson education, these initiatives aim to make advanced tools more accessible to family-run and smaller-scale operations.

Policy incentives are also helping reshape practices. The Rio Grande Water Conservation District’s

subdistrict programs offer payments to farmers who reduce water use or permanently retire water rights.

In 2021, the district reported that participants conserved around 20,000 acre-feet of groundwater, enough to supply more than 40,000 households for a full year.

These changes are happening as the region faces ongoing environmental and regulatory pressures. Colorado’s long-term drought, now entering its third decade, has left the valley’s unconfined aquifer significantly depleted. A 2023 U.S. Geological Survey report found that the aquifer has lost more than one million acre-feet of water since 2002. Climate models project hotter, drier conditions in the years ahead, putting further strain on water supplies.

State regulators have tightened groundwater pumping rules to help slow aquifer decline, requiring many farms to reduce withdrawals or adopt water-saving practices.

In 2024, Colorado lawmakers introduced SB24-197, which would expand support for water-efficient technologies, including rebates for precision irrigation systems and other

conservation tools.

Although new technology is playing a significant role in sustainable agriculture, many San Luis Valley farmers are also implementing water-saving strategies beyond just equipment upgrades. Producers are joining water-sharing agreements, enrolling in conservation incentive programs and collaborating with research institutions to improve long-term planning. Crop rotation schedules are being adjusted to reduce irrigation demands, and some growers are shifting to more droughttolerant varieties. These efforts aim to manage water more sustainably while supporting the region’s long-term farming economy.

Despite the region’s challenges, the San Luis Valley is emerging as a testing ground for water-efficient agriculture. As more farmers combine traditional knowledge with new technologies, the region is developing strategies to manage limited water resources in one of America’s most water-stressed farming areas.

Emilie Hagopian is a staff writer for the SoCo Business Forum & Digest.

42 / Southern Colorado Business Forum & Digest P EO PLE

All photos courtesy of Visit Castle Rock.

Jeremiah Gould Created the Castle Rock of Today

BY T HERESA WO O DS

J

eremiah Gould came to Colorado in 1869 seeking a new life. He was born in Providence, Rhode Island, in 1837 and served in the Civil War. When the war ended in 1865, he was 28 years old.

This area entered the American consciousness with the 1858 Pikes Peak Gold Rush. The Gold Rush built the city of Denver, brought more than 150,000 prospectors to the region and led to the establishment of the Colorado Territory in 1861. People motivated by the Homestead Act of 1862, which granted 160 acres of western land to those who lived on it and farmed for five years, soon joined the prospectors.

Like many other Civil War veterans, Gould migrated west to manifest his destiny as well as the

United States’. When he reached Colorado in 1869, there were few other settlers. On Aug. 5, 1870, he officially filed his intention to homestead on 160 acres south of “The Rock.” He later purchased an additional 40 acres. His homestead was known as “Uncle Jerry’s Cabin.”

In 1871, when William Jackson Palmer built the Denver & Rio Grande Railroad between Denver and Colorado Springs, there was no reason to build a depot there.

Castle Rock was just a small cluster of homes and businesses, yet it was selected as the county seat of Douglas County in 1874.

Gould donated 120 acres of his homestead to establish the town of Castle Rock in 1874. One of the original six streets the surveyor laid out in Castle Rock, Jerry Street, is named after him. The sale of town lots, $44 each, funded construction of county government buildings

such as the courthouse. A few months later, the “Craig-Gould Addition” created the new town’s first residential neighborhood east of the railroad tracks. A train depot joined the town in 1875; one year later, Colorado became a state.

Dairy farming, cattle ranching, rhyolite quarrying and lumber mills motivated people to migrate to Castle Rock over the years. Its quarries supplied stone for the Douglas County Courthouse and Denver’s Union Station as the population grew.

The gift of land created a town out of a frontier. Gould’s journey west is emblematic of the two million others who migrated under the Homestead Act of 1862. The Front Range exposed homesteaders to what historian Paul Sutter called “the end of arability” as the supply of land suitable for agriculture dwindled. It takes irrigation water,

tilling the soil, fertilizer and lots of tending to grow crops here. The homesteaders of generations ago faced the same challenges of this semi-arid climate that farmers and ranchers do today.

Gould eventually left Castle Rock and moved to Denver, where he built and operated the Narragansett Hotel in the 1890s.

Jeremiah Gould died in 1903 at 66 years old. Over the 34 years he lived here, his community changed from wilderness to established town, and he was vital to the transition.

In 1874, Douglas County had 597 voters. In 2024, the county had 248,174 registered voters.

Theresa Woods is a staff writer for the SoCo Business Forum & Digest.

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socodigest.com / Vol. 3 No. 8 - August 2025 / 45 ARTS ECONOM Y

In its 50th Year, Theatreworks Casts New Leadership Roles

BY JE AN N E DAVANT

All photos courtesy of TheatreWorks.

A

s the curtain rises on Theatreworks’ 50th anniversary season, the venerable theater company has embraced a new leadership structure and strategy to ensure it’s here for another 50 years.

Max Shulman, associate professor in the UCCS Visual and Performing Arts Department, took on the role of artistic director in July. Unlike his predecessors, he will not serve as the theater company’s chief administrator as well.

In the spring of 2025, Theatreworks launched a nationwide search for a general director who will focus on marketing, develop partnerships with community organizations, support fundraising and work hand-in-glove with Shulman.

“This model gives Theatreworks the autonomy it needs to thrive artistically and the business acumen and focus that it needs to thrive financially,” says David Siegel, executive director of the Ent Center for the Arts and an ex-officio member of Theatreworks’ advisory board.

A search committee composed of university representatives, Theatreworks staff and community members is reviewing the applicants. Siegel says he is “thrilled with the quality of the candidates” who have applied.

“We will eventually invite three finalists to campus for a full day of interviews” and a community reception, Siegel says.

Theatreworks has always been intimately tied to and supported by UCCS. The company was founded in 1976 by Murray Ross, who was hired in 1974 to teach Shakespeare and build the university’s theater program.

Along with his wife Betty, an artist and costume designer, and a few theater enthusiasts, he started Theatreworks with virtually no budget.

As the company grew, it gained a reputation for bold creative choices from unique stagings of theatrical classics to original plays, presented on campus and at various sites around the area warehouses, storefront, parks, libraries and community centers.

A scene from a Theatreworks production reflects the company’s artistic spirit as it enters its 50th season with a new leadership model aimed at ensuring long-term creative and financial sustainability.

Max Shulman, Ph.D. Ross served as artistic director for 42 years and championed the construction of the Ent Center for the Arts as a permanent home for the company. He was present in 2015 when ground was broken for the center but passed away Jan. 3, 2017, a year before the center opened. Caitlin Lowans served as artistic director from Aug. 2018 to Feb. 2025.

While Ross was the creative force behind Theatreworks, he had assistance from time to time with the administrative side. Dan Patterson worked alongside the Rosses as managing director in the early years, and Drew Martorella oversaw business operations as executive director from 1995 to 2015.

The new general director will find a company that, like many arts organizations, is recovering from the

dark years of the pandemic. During the times of social distancing, Lowans took the stage outdoors and devised imaginative productions told through shadow puppets projected onto the large windows of the Ent Center lobby and viewed from the outside.

Innovative thinking like that enabled Theatreworks to keep artists working and audiences engaged, but it has emerged into a funding climate that is still difficult.

“We’re seeing shifts in government and foundation support, which require us to be more proactive and more strategic,” Siegel says.

Nevertheless, Theatreworks operates with a balanced budget.

Ticket sales account for only about 30% of the cost of a production, but the company has a deeply committed base of supporters and donors who underwrite costs, Siegel says.

Theatreworks is also supported by the Murray Ross Endowment, established in 2013, and benefits from its symbiotic relationship with the Ent Center and UCCS, which provide a small amount of salary support along with collaboration on marketing, facilities and development.

“In good years, it adds to its reserves; in tough years, it dips into those reserves, but Theatreworks operates in a sustainable way,” Siegel says.

Theatreworks’ 50th season was crafted with attracting new audiences in mind, featuring beloved

classics as well as groundbreaking works making their Colorado Springs debut. The 2025-26 season premieres in September, when the musical “Cabaret” will transform the Ent Center’s Dusty Loo Bon Vivant Theater into the Kit Kat Club in 1920s Germany. Subsequent productions include Oscar Wilde’s comedy “The Importance of Being Earnest;” “Where We Stand,” a one-person show that combines play, poetry and concert with audience participation; “Romeo and Juliet,” reprising Theatreworks’ first Shakespeare production in 1976 and newly staged by Shulman; and “The Garbologists,” a new play about two New York City sanitation workers that Siegel describes as funny, charming and poignant.

“A professional arts organization truly is a business,” Siegel says. “We’re thinking about expenses and revenue streams and our cash flow. If you’re not engaged and invested on the business side of things, you don’t make it 50 years.”

Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.

46 / Southern Colorado Business Forum & Digest

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