Olympic
Colorado
Economic Gold
Celebrating Class of 2026
Reserve Your Tickets Tuesday, February 24, 2026
COS City Hub (4304 Austin Bluffs Pkwy, Colorado Springs, CO 80918) 8am - 10am MST
Scan the QR code or go to socodigest.com for more information.
Thank you to our Gold Sponsor
FOUNDER & EXECUTIVE PUBLISHER
Dirk R. Hobbs dhobbs@coloradomediagroup.com
MANAGING EDITOR Lee Harper lharper@coloradomediagroup.com
CONTENT EDITOR Theresa Woods twoods@coloradomediagroup.com
SENIOR COPY EDITOR
Rhonda Van Pelt info@coloradomediagroup.com
DIRECTOR OF OPERATIONS
Francis J. Zankowski franz@coloradomediagroup.com
CREATIVE DIRECTOR
Geraldine Villanueva gvillanueva@coloradomediagroup.com
DIGITAL DIRECTOR Sean Cassady sean@socoinsider.com
MEDIA SALES & PARTNERSHIPS
Kerri Blanco kblanco@coloradomediagroup.com Karen Hazlehurst khazlehurst@coloradomediagroup.com
SENIOR WRITERS
Pam Bales, Jeanne Davant & Wayne Heilman
STAFF WRITERS
Keri Kahn & Tiffany Lancaster
CONTRIBUTING WRITERS
Colorado Springs Utilities, William Craighead, Ph.D, Max Cupp, Chelsea Gondeck, Jonathan Liebert, Larry Plummer, Becca Tonn, Lola Woloch & Paul Yankey
STRATEGIC MEDIA & PRODUCTION PARTNERS
Cumulus Media COS, Fox21 Business Insider –Every Monday morning at 6:40am, FOX21 KXRM & Salem Media AM1460/101.1FM
Publisher’s Letter
New Economic Phase Calls for Sharp Business Leadership
Colorado’s economy is entering a new phase, and so are we as a business community. We’re not sprinting like we were a few years ago, but we’re still moving faster than much of the country.
The latest Colorado Business Economic Outlook from the University of Colorado Leeds School of Business shows our growth rankings slipping, a reminder that you can’t run at high speed forever. Yet real GDP is still projected to outpace the nation in 2025 and 2026, and Colorado remains in the Top 10 states for per capita income, pay and labor force participation. That’s the kind of foundation you want beneath you when the cycle turns.
State budget economists see the same mixed picture: AI investment and healthcare are adding strength, but labor tightness and softer consumer demand could make 2026 feel choppy, with a coinflip risk of recession. This is where disciplined operators and smart capital will outpace others.
Here in Southern Colorado, we’re feeling the deceleration. Regional payroll gains have slowed
sharply since 2022–23, especially as construction and real estate cooled. Since construction is a larger share of our local GDP than the nation’s, that slowdown hits closer to home.
And yet there are reasons for optimism — Aldi’s expansion, Project Oak’s potential relocation, the Wings and Ent merger and a wave of other bets on this region. These developments signal that investors are still choosing Southern Colorado.
Our job at The Digest is to help you see both sides clearly — the caution lights and the green lights — so you can lead with confidence.
Until next month,
Dirk R. Hobbs, Founder & Executive Publisher Colorado Media Group, Inc. Southern Colorado Business Forum & Digest
The Business Digest Weekly Radio Show with anchor and host, Dirk Hobbs, is distributed on AM1460/101.1FM The Answer and am1460theanswer.com — both Salem Media properties on Fridays at 3:00PM MST, then on podcast anytime. Business Digest Minutes can be heard daily between 7AM and 9AM, and 3PM and 5PM on AM1460/101.1FM. Podcasts can be heard on Spotify, iHeart and Apple Podcasts, and YouTube. So. Co. Business Forum & Digest is also distributed to the Business Wire and Apple News+. Business News from The Digest can also be heard on 740AM - A Cumulus Channel with host, Jim Arthur. Business Digest Weekly is the broadcast radio and streaming outlet of the So. Co. Business Forum & Digest which is published by and is the exclusive property of Colorado Media Group, Inc. a registered S-Corporation in the State of Colorado. All naming conventions, derivatives, and the ampersand are the sole property of Colorado Media Group, Inc. The Digest is a secondary trade name for this medium. The Colorado Springs Business Journal was purchased by Colorado Media Group and is therefore the exclusive property of Colorado Media Group. All rights reserved. News specific to Colorado Springs
/ February 2026
SPORTS ECONOMY
10 Pay to Play: Club Sports is the Bridge to College Teams
Travel and club sports participants make up an increasing share of NCAA athletes. Playing on these teams in high school is an investment with pros, cons and uncertain dividends for student athletes and parents.
BY KERI KAHN
AEROSPACE/DEFENSE
11 Chamber Filing Amicus Brief Opposing Space Command Lawsuit
Arguing the case threatens local economic interests and future defense opportunities while creating uncertainties for the military members and families involved, the Colorado Springs Chamber of Commerce & Economic Development Corp. filed an amicus brief opposing the state’s lawsuit.
BY WAYNE HEILMAN
ECONOMIC DEVELOPMENT
14 PEDCO Moves Forward Independently After Pueblo City Contract Ends
Pueblo Economic Development Corp. is focusing on the future. Its mission is to attract, retain and expand job opportunities for the city and county of Pueblo, and that work continues with a renewed regional focus.
BY TIFFANY LANCASTER
PEOPLE
16 Downtown Partnership CEO is a Passionate Small Business Advocate
Chelsea Gondeck brought her energy and expertise to the Downtown Partnership in 2021 and has been working to improve the city’s urban core ever since. Now, she’s at the helm and ushering in a new age of business support and innovation.
BY JEANNE DAVANT
34 Professionals on the Rise
Get to know some of those people in the region who have made leaps in their careers. This is where The Digest celebrates the achievements of Southern Colorado’s workforce.
The brief is a significant development in the ongoing uncertainty about Space Command’s relocation. P. 28
37 A Legacy of Service: Maj. Gen. Uzal Ent
Near the end of World War II, trailblazer Uzal Ent served as Commanding General of Headquarters Second Air Force in Colorado Springs, a military base located in a former tuberculosis sanatorium on East Boulder Street. His name went on to embody the values of courage, service and resilience.
BY JEANNE DAVANT
TRANSPORTATION
18 Pueblo Transit Awarded Federal Grant to Modernize Bus Fleet
Modern hybrid vehicles will soon replace the City of Pueblo’s aging bus fleet. Grants from both the Federal Transit Administration and Colorado Department of Transportation position the Steel City as a statewide leader in clean transportation.
BY TIFFANY LANCASTER
GOVERNMENT
19 Business Advocates Set Legislative Priorities
Chambers and small business groups propose healthcare workforce funding, childcare, housing, regulatory reform, insurance costs and AI policy as legislative priorities. Decisions made this session will dramatically influence Colorado’s competitiveness, workforce stability and the cost of doing business in the state.
BY JEANNE DAVANT
ECONOMICS
21 Colorado’s Economy: Two Views
Two different economic forecasts show Colorado ending the year with solid GDP growth but clear signs of deceleration. Slowing job growth, labor constraints, uneven industry performance and rising downside risks are signals business leaders planning workforce, investment and expansion decisions in 2026 should heed.
BY JEANNE DAVANT
RETAIL
22 Aldi Planning 50 Stores in Colorado Springs, Denver
One in three U.S. households shopped at Aldi in 2025, but none of them were in Colorado. That is changing as Aldi announced plans to open stores in the state as part of a $9 billion expansion.
BY WAYNE HEILMAN
FINANCE
24 Ent Merges with Wings, Transition to Wings Name Coming
Ent CEO Chad Graves reflects on how the credit union merger is proceeding and offers a look ahead to what the new credit union will offer members and the community.
BY WAYNE HEILMAN
CYBERSECURITY
27 AI Deepfakes: The Growing Threat to Businesses
AI-powered deepfakes are a serious business risk. Cybersecurity experts explain how scams work, why detection alone isn’t enough and what processes businesses need to protect finances, data and reputations from this new threat.
BY JEANNE DAVANT
CORRECTION NOTE
Some points in a story on the Colorado River Compact in the January issue of The Digest need clarification:
A deadline on stalled negotiations over new operating guidelines for Lakes Powell and Mead under the compact has passed, and the U.S. Interior Department set a new deadline of Feb. 15 for presentation of a detailed plan. The Upper Basin states, which include Colorado, contend that water flowing into Lake Powell is consistently less than what is going out to the Lower Basin states and that the Lower Basin is using more than its share, leaving the Upper Basin states to manage with less in dry years. In 2021, the imbalance required federal authorities to release water from upstream reservoirs, including Colorado’s Blue Mesa. Although the negotiations do not directly affect communities in the Lower Arkansas Valley, there is a trickle-down effect. Water-thirsty Front Range communities often look to the Arkansas Valley to develop new water supplies through agricultural water-sharing mechanisms. Look to The Digest for continued coverage of crucial water issues in Southern Colorado.
Statewide Business Confidence Outlook Improves in 2026
Business leaders expressed more confidence heading into 2026, although concerns about politics, tariffs and economic uncertainty remain, according to the Q1 2026 Leeds Business Confidence Index released Jan. 7.
The index increased from a score of 36, reported in the fourth quarter of 2025, to 43.1. Business leaders’ confidence remains in negative territory, however, since a score of 50 is neutral.
Prepared by the Business Research Division of the
University of Colorado Boulder’s School of Business, the Business Confidence Index surveys business leaders about their expectations for the national economy, state economy, industry sales, profits, hiring plans and capital expenditures. Scores on all six of those components increased from Q4 2025 to Q1 2026, but participants cited tariffs, interest rates, the federal budget and artificial intelligence as significant emerging risks to their businesses.
Statewide Sports Betting Continues to Grow in Colorado
The Colorado Division of Gaming reports that the dollar amount of sports wagers for the fiscal-year-to-date totaled $2.7 billion, a 9.9% increase over the same period last year.
Coloradans bet 7.2% more in November 2025 than in November 2024, the most recent figures available, with a total amount wagered of $694 million. This growth fueled a 13.4% increase in taxes collected in November, up to $4.4 million. During the current fiscal-yearto-date, sports bettors have contributed $18.9 million in total taxes, a 24.4% increase compared to the same period in 2024.
Colorado set a new record in sports betting tax collections in October 2025. The state collected more than $4.7 million, a 47% increase over the previous month. This record tax collection bests the previous monthly high of more than $4.4 million set in January 2025.
Nationally, SportsHandle.com reports $150 billion was legally wagered on sports in 2024, the most recent data available. This generated approximately $3 billion in tax revenue. The American Gaming Association’s economic impact report for 2024 reported commercial gaming revenue in all categories increased 7.5% over 2023, the fourth consecutive year of record-breaking revenue growth. The growth in revenue is attributed to iGaming and mobile sports betting.
Sports betting revenue in Colorado directly supports responsible gaming initiatives and Colorado’s Water Plan Grant program.
Colorado Counties
Statewide Broncos Playoffs a Win for the Economy
The Denver Broncos hosting the AFC Championship on Jan. 25 delivers economic benefits for Colorado, according to a report the Common Sense Institute released Jan. 15.
Empower Field, which sold out for the game, holds 76,125 fans. Out-of-state fans attending the playoff game were estimated to spend approximately $17-$30 million in direct spending for the game in Colorado. When accounting for indirect and induced effects, that spending generates roughly $46 million in total economic activity statewide.
Visitors who traveled here to support the Bills or the Broncos spent an estimated $1,140 to $2,000 per visitor. This includes:
• $480 to $600 for hotel rooms (two nights, two people per room)
• $200 to $350 for food and drink
• $200 to $350 for local transportation
• $500 to $6,000 for a game ticket
Common Sense Institute is a non-partisan research organization, based in Greenwood Village, that is dedicated to the protection and promotion of Colorado’s economy.
El Paso County Colorado APEX Accelerator Establishes COS Office
Colorado APEX Accelerator has opened a Colorado Springs office at Exponential Impact’s headquarters, making expert guidance and mentoring about contracting with the Department of Defense, federal agencies and state and local governments more accessible throughout Southern Colorado.
APEX Accelerator will host training, workshops and educational events on-site, while also supporting future training events that Exponential Impact develops and hosts.
“Exponential Impact is exactly where we want to be,” says Beth Taylor, executive director of the Colorado APEX Accelerator. “By co-locating and collaborating on programming, we’re making it easier for Colorado businesses to find, win and succeed in government contracts.”
The Colorado APEX Accelerator provides free, confidential consulting and mentoring to help businesses enter and succeed in government contracting through expert counseling, training and events statewide. They partner with government entities, universities, economic development organizations and other institutions to provide services to companies seeking to expand their business to government entities.
Exponential Impact supports founders and startups by providing resources, expertise and connections through the XI Accelerator for Colorado-based emerging tech companies ready to scale; the Survive & Thrive Loan Program, operated in partnership with the City of Colorado Springs to provide low-interest loans, mentorship and programming for eligible El Paso County small businesses; and SPICE, a program supporting local culinary establishments and nonprofits.
Las Animas
El Paso
Pueblo
Photo courtesy of Empower Field at Mile High.
Pueblo County
City of Pueblo Seeks Economic Development Consultant
The City of Pueblo is seeking an economic development consultant after terminating its contract with Pueblo Economic Development Corporation (PEDCO). A Request for Qualification (RFQ) with a response deadline of Jan. 29 was posted on Jan. 8.
The posting requests a highly qualified and experienced consulting firm for professional services in the areas of strategic marketing, business attraction and retention, and identification and development of capital improvement projects. The goal is to stimulate primary job creation, increase the city’s sales tax base and enhance the community’s overall economic vitality.
Pueblo Mayor Heather Graham identified business retention, small business support, redevelopment initiatives, community engagement and workforce partnerships as key areas in the city’s future economic development program in a Jan. 27 statement about the RFQ. She directed all economic development
conversations to the mayor’s office, “while we work to engage a new consultant, or develop an internal department.”
Graham established an internal initiative called “Advance Pueblo” during the summer of 2025. Advance Pueblo is the City of Pueblo’s central hub for coordinating economic development activities. It is a collaboration of city departments, including Purchasing, Public Works, Planning, Law, Mayor’s Office, Housing and Citizen Services and Finance.
The Pueblo Urban Renewal Authority (PURA) works closely with Advance Pueblo.
The RFQ for a consultant for economic development came after the city ended its contract with Pueblo Economic Development Corp. (PEDCO).
On Sept. 29, 2025, the city notified PEDCO of its intention to terminate its contract, effective Dec. 31, 2025.
Read more about PEDCO and its plans for the future on page 14.
El Paso County Chamber Appoints New Leaders of Aerospace & Defense Economic Council
The Colorado Springs Chamber & EDC has selected Art Loureiro as 2026 chair and Melanie Stricklan as vice chair of the Colorado Aerospace & Defense Economic Council.
Louriero, director of Space Defense Solutions at L3Harris Technologies, succeeds 2025 Chair Seth Harvey, Bluestaq founder and CEO. Louriero’s career spans more than three decades in military service, defense industry leadership, business development and strategic advisory roles. He currently leads efforts at L3Harris that support national security priorities across missile warning, missile defense and space warfare missions and is a longtime member of the Chamber & EDC Board of Governors.
A U.S. Army officer with nearly 30 years of service, Loureiro also has held leadership roles at Boecore, Aguia Consulting and in the Maintenance of Space Situational Awareness Integrated Capabilities (MOSSAIC) program.
Stricklan co-founded Slingshot Aerospace, a global leader in AI-
Las Animas County CAST Colorado Awarded $1.9 Million for Artist Housing Project
Community Arts Stabilization Trust (CAST) has been awarded $1.9 million in capital funds and operating support from the Colorado Health Foundation to support its acquisition and long-term stewardship of the East Street School in Trinidad, a live-work artist studio space. The 23,000-squarefoot former school building will be CAST’s first project outside of California since expanding its work to Colorado in July 2025.
Of the $1.9 million investment, $1.825 million will go toward the purchase and the remaining $75,000 will support operations for the building’s community event and culinary spaces. The purchase makes CAST the owner and property/ asset manager and preserves the 13 livework units and four artist studios, all of which are currently fully occupied as
affordable artist housing.
Built in 1919, the property was redeveloped in 2019 by Urban Neighborhoods, Four Points Funding and in collaboration with RedLine Contemporary Art Center’s Satellite Initiative, with the intent of creating an arts and cultural asset that would support artists, community events and wellness programming for Trinidad and the surrounding communities.
One of 13 live-work studio units in the East Street School in Trinidad.
CAST intends to expand the existing community events and locally produced arts exhibitions held there as well as partner with organizations in the area to offer food access, art therapy, recovery support and cultural gatherings.
Louise Martorano, CAST managing director of national programs and lead for CAST Colorado, said in a statement that the Colorado Health Foundation’s investment directly benefits community
native orbital intelligence and highfidelity modeling and simulation. Under her leadership, Slingshot raised more than $100 million in venture capital, achieved triple-digit annual growth, executed multiple strategic acquisitions and supported commercial operators, civil agencies, U.S. defense and intelligence organizations and allied nations.
A 21-year veteran of the U.S. Air Force, her service included commanding experimental spacecraft missions, directing classified multi-agency operational testing for missile warning systems and serving as a strategic adviser within CENTCOM and national spacedefense agencies. She has advised the White House and federal agencies on space sustainability, space traffic management, workforce readiness and resilient space architectures and is widely respected for translating complex technology, policy and workforce challenges into measurable impact.
residents and permanently preserves this affordable housing for artists when the need for housing across Colorado is ever present.
“The Colorado Health Foundation was drawn to this partnership because CAST has a model that aligns with our goals to center community in our housing investments,” Tracey Stewart, senior program officer of the foundation, said in a statement. “The successful acquisition of East Street School is our first in Trinidad, Colorado.”
CAST is a community-centered real estate organization committed to ensuring artists and cultural workers can stay where they create. Founded in 2013, CAST operates nearly 300,000 square feet of space for arts and culture in the San Francisco Bay Area and Denver.
Olympic City USA’s Business Advantage as Winter Games Approach
BY PAM BALES
As global attention turns toward the upcoming Winter Olympic and Paralympic Games, Colorado Springs is positioned at the center of the Olympic movement. The city is not just a training ground for elite athletes, but a thriving business and tourism hub shaped by its longstanding relationship with the U.S. Olympic and Paralympic Committee.
Having the USOPC headquarters in Colorado Springs has helped cultivate a diverse ecosystem that supports high-performance sport while driving growth in hospitality, health sciences, technology, marketing, event services and workforce development across Southern Colorado.
Home to Leadership
Colorado Springs is home to one of the largest concentrations of Olympic and Paralympic sport leadership in the country. Currently, 24 national governing bodies (NGBs) for Olympic and Paralympic sports are headquartered here.
This concentration creates a unique business environment. From professional services and sports medicine to branding, logistics and technology, local companies benefit from proximity to decisionmakers operating on a national and international stage. The result is a steady demand for specialized services, along with opportunities for innovation partnerships that allow businesses to pilot ideas at the highest levels of competition.
For the broader region, the clustering of NGBs reinforces Colorado Springs’ reputation as a center for leadership, collaboration and excellence.
Training Center
At more than 6,000 feet above sea level, Colorado Springs offers natural high-altitude conditions that Olympic and Paralympic athletes seek while preparing for international competition. Training at
elevation improves oxygen efficiency, cardiovascular endurance and overall performance, making the city a yearround destination for athletes.
This geographic advantage has also fueled growth in sports science, rehabilitation and performance research. Companies that support elite athletes often serve the wider community as well, reinforcing a cycle of investment and innovation.
Tourism Destination
The Olympic and Paralympic presence is also a powerful driver of tourism, a point actively promoted by Visit Colorado Springs (VisitCOS). A cornerstone of that strategy is the U.S. Olympic & Paralympic Museum, which has become one of the city’s signature attractions.
The museum draws visitors from across the country and around the world, many of whom extend their stays to explore local restaurants, hotels, outdoor recreation and cultural amenities. For downtown businesses in particular, the museum has helped anchor foot traffic and year-round visitation, reinforcing tourism as a key economic pillar.
What sets Colorado Springs apart is the way the Olympic movement is woven into daily life. Athletes train
alongside residents on local trails, patronize neighborhood businesses and participate in community events. Residents often recognize these athletes by their team logo clothing.
Local nonprofits, schools and civic organizations regularly collaborate with Olympic and Paralympic leaders to promote youth engagement, adaptive sports and volunteerism. Paralympic programs, in particular, have expanded awareness of accessibility and opportunity, influencing conversations that extend well beyond sport.
Businesses also play a key role, by sponsoring events, providing services and supporting initiatives that
welcome athletes and visitors alike.
The Winter Olympics provide a moment of heightened visibility, but the true value of the USOPC’s presence lies in its long-term impact. The organization continues to attract talent, investment and innovation to Colorado Springs, which strengthens the region’s economy while reinforcing its identity as Olympic City USA.
Pam Bales is a senior writer for the SoCo Business Forum & Digest.
Image credit: Fondazione Milano Cortina 2026
The 2026 Winter Olympic medals.
Olympics-Related Organizations Call Colorado Springs Home
The name Olympic City USA was formally adopted after the U.S. Olympic and Paralympic Committee selected Colorado Springs as its permanent headquarters in 1978. Today, Colorado Springs is home to 24 national governing bodies (NGBs) for Olympic and Paralympic sports:
• U.S. Olympic & Paralympic Committee (USOPC)
• USA Archery
• USA Artistic Swimming
• USA Basketball
• USA Boxing
• USA Cycling
• USA Fencing
• USA Field Hockey
• USA Hockey
• USA Judo
• USA National Karate-do Federation
• USA Lacrosse
• USA Racquetball
• USA Shooting
• USA Swimming
• USA Table Tennis
• USA Taekwondo
• USA Triathlon
• USA Volleyball
• USA Weightlifting
• USA Wrestling
• U.S. Association of Blind Athletes
• U.S. Figure Skating
• U.S. Speedskating
These additional local facilities support training, governance and sport development for Team USA:
• Colorado Springs Olympic & Paralympic Training Center (USOPTC)
• USOPTC Velodrome
• U.S. Olympic & Paralympic Museum
• World Figure Skating Museum and Hall of Fame
• World Arena Ice Hall
Pay to Play: Club Sports is the Bridge to College Teams
BY KERI KAHN
Parents spend more than $40 billion annually on their children’s sports activities, according to the Aspen Institute’s latest parent survey data. This is up 46% since 2019.
In an increasingly complex youth sports landscape, community and school teams are still the most common setting for participation, but 17% of parents now identify travel and club sports as their child’s primary setting.
Though the price tag of club sports may create barriers to entry for some families, it buys expert coaching, yearround play and better competition for those dreaming of collegiate athletics.
Recruitment Comes with a Price Tag
For baseball, basketball, field hockey, lacrosse, soccer, softball, swimming or volleyball athletes, club play is essential to getting noticed by college recruiters.
In 2019, 94% of NCAA softball players reported playing on a club team in high school. The same is true for 91% of NCAA volleyball players.
Kevin Campbell and his wife, Danielle, own Hot Shotz Volleyball Club, one of eight girls’ volleyball clubs in the Colorado Springs area. He says recruiting from clubs is more efficient for colleges.
“If they go to a high school game, they’re seeing 20 kids, but they go to a club tournament or a national
Treating you like a friend, not a policy number.
Insurance is about the people behind the policies.
That’s why we work to get to know you, your needs, and your goals and then design plans customized to each. But we don’t stop there. Higginbotham is with you every step, providing risk management, claims advocacy and superior support throughout the life of your policy. higginbotham.com
qualifier … and they’re seeing thousands and thousands of kids in one weekend,” he says.
In the Pikes Peak region, volleyball club team dues can cost $1,200 to $4,400 for one season, depending on the club and level of play. Add travel expenses, equipment and college recruitment platform memberships, and it’s worth considering whether increasing 529 plan contributions might be a better investment.
Scholarship or Not, Club Sport is an Investment
Many consider sports expenses an investment in their child’s college scholarship prospects, but according to the NCAA, only about 2% of high school athletes are awarded athletics scholarships to compete in college.
“Even though Jill didn't get an athletic scholarship, which is what we were obviously hoping for, she did get money toward college,” says Nancy Kellick, whose daughter, Jill, was a 2021 Gazette Peak Performer of the Year. “When she started looking at colleges, she didn’t know what she wanted to major in, but she knew she wanted to play volleyball.”
Playing club did get the St. Mary’s graduate recruited by John Carroll University, a Division III school in Ohio. The school choice influenced her decision to pursue a career as a sports chiropractor — a future her dad, Bill, says justifies the volleyball expenses.
Club sport opened doors for 2024 Coronado High School graduate Peyton Rice as well.
Like many parents, Micah and
Heather Rice weren’t anticipating college offers when they sought out a diving club as a healthy outlet for Peyton.
Peyton ended up in a club at the Air Force Academy and, when the Western Colorado University dive coach contacted Peyton’s coach in search of freshman talent, the Rice family was invited to Gunnison.
“She wasn’t even thinking about going to Western. She was actually going to attend Pikes Peak State College for a couple years and then transfer out, but this was exciting for her so she ended up doing it,” Micah Rice says.
Although Peyton ended up with an injury that took her off the diving board, she loved Gunnison and is now experiencing college in a way she wouldn’t have if not for her diving club.
Plenty of Options to Play
NCAA Division I schools, including the U.S. Air Force Academy, award more than $3 billion in athletic scholarships annually, but being recruited to play D1 on a multi-year cost of attendance scholarship is rare.
Division II institutions such as the University of Colorado Colorado Springs offer partial athletics scholarships. Colorado College is an example of a local Division III school, although it does sponsor some Division I teams. In Division III, there are no athletic scholarships, but 80% of athletes do receive non-athletic aid.
Athletes can also look to National Association of Intercollegiate Athletics schools, which are comparable to NCAA DII schools but with more relaxed recruiting guidelines. Junior colleges are another outlet.
“I'd say of the kids that come through us that want to go play in college, a solid 90% go play in college. There are very few that want to that don't,” Campbell says, highlighting the magnitude of possibilities.
Keri Kahn
is a staff writer for the SoCo Business Forum & Digest.
Chamber Filing Amicus Brief Opposing Weiser’s Space Command Lawsuit
BY WAYNE HEILMAN
The Colorado Springs Chamber of Commerce & Economic Development Corp. plans to file an amicus brief opposing Colorado Attorney General Phil Weiser’s lawsuit to block President Donald Trump’s 2025 order to move U.S. Space Command to Alabama.
The brief, also known as a “friend of the court” filing, cannot be filed until the U.S. Justice Department files its formal response to the suit in Denver federal court, which is expected by the end of March, said chamber CEO Johnna Reeder Kleymeyer. Both the Colorado Springs City Council and El Paso Commissioners late last year approved resolutions backing the chamber’s brief.
“In our opinion, this lawsuit has no merit and is politically motivated by the attorney general. It doesn’t take the desires of the Pikes Peak region into account, and it can be detrimental to our future opportunities in the military and space,” Reeder Kleymeyer says. “Colorado Springs is a hub for aerospace and defense, and we want to partner with other states like Alabama on the next mission and national security.”
The lawsuit, filed in October, is one of more than 50 Weiser has filed to challenge the Trump Administration’s actions in Colorado and alleges the move is an unconstitutional, politically motivated retaliation for the state’s mail-in voting system. Trump said the mail voting system was a “big factor” in ordering the move, which he originally ordered near the end of his first term. Then-President Joe Biden reversed that in 2023.
“We didn’t ask for or want this lawsuit. Our voice and interests were not appreciated in the filing of this lawsuit,” Reeder Kleymeyer says. “There are major economic consequences to our region, and our interests are not represented in this lawsuit.”
Weiser amended the lawsuit on Jan. 8, tying the Space Command move to a series of other Trump Administration moves to cut more than $300 million in federal funding for childcare, low-income families and
youth and vulnerable adults. He says the funding cuts were in retaliation for both the mail-in voting system and the state’s prosecution of former Mesa County Clerk Tina Peters, who was found guilty of breaching the county’s election system.
“We have had five years of debate on the location of Space Command’s headquarters, and it is time to focus on new opportunities,” Reeder Kleymeyer says. “The [command’s] military personnel and their families have been in limbo for five years about where the headquarters will be located. We are putting those families and national security at the forefront of the process.”
Former Colorado Springs City Council President Wayne Williams authored the brief, which argues that Trump has the constitutional authority to move the headquarters and that “Political leaders use political factors in their decision, and this does not make the decisions unconstitutional.” The brief urges the court to dismiss Weiser’s lawsuit, which it alleges is “without legal basis.”
Reeder Kleymeyer says the chamber is focusing on future military projects such as Trump’s Golden Dome missile defense system that likely will involve several area military commands and installations,
as well as local defense contractors. The nonprofit also wants to ensure the area retains multiple operations of U.S. Space Force, including the headquarters of its Combat Forces Command.
“The president has discussed increasing the military budget to $1.5 trillion (from $900 billion this year) and Colorado Springs, given its current military assets, needs to be in that conversation,” Reeder Kleymeyer says.
Seth Harvey, the chamber’s chairman and CEO of local defense contractor Bluestaq, says, “While Alabama will be the future home of Space Command, the Pikes Peak region will still be a critical partner to future national security missions like the Golden Dome. Lawsuits and unnecessary conflict take the focus away from what is most important, which is the national security mission and the new emerging threats that we now face.”
U.S. Rep. Jeff Crank, R-Colorado Springs, said in September after the Space Command move was announced that about 1,000 people — 600 civilian and 400 military — will be included in the move to Huntsville, but the transition could take three years to five years before a permanent facility at Redstone Arsenal is ready. The move won’t include any units with
operations missions.
Reeder Kleymeyer says the chamber has spent the past several years working on mitigating factors where the area scored low in the Space Command site selection process, such as cost of living and multifamily housing availability. The local cost of living, compared with the national average, fell in the third quarter of 2025 to a nearly six-year low; more than 5,000 new apartment units have been completed during the past four years.
Heilman is a senior writer for the SoCo Business Forum & Digest.
Wayne
Phil Weiser, Colorado Attorney General
Local leaders assembled Jan. 21 for the announcement. From left to right: Carrie Geitner, chair of the El Paso County Board of County Commissioners; City Council President Lynette Crow-Iverson; Seth Harvey, CEO of Bluestaq; and Johnna Reeder Kleymeyer, president & CEO of the Colorado Springs Chamber & EDC.
Pikes Peak Outdoor Recreation Alliance
Receives $2.5 Million State
BY WAYNE HEILMAN
Great Outdoors Colorado and Colorado Parks and Wildlife has awarded a $2.5 million grant to the Pikes Peak Outdoor Recreation Alliance for trail work, more campsites and a new ambassador program for hikers and others.
The grant will help the 12-yearold consortium of outdoor recreation businesses, nonprofits, enthusiasts and government land managers take the first steps in a long-term plan for outdoor recreation in the region completed last year. Called the Outdoor Pikes Peak Initiative, the 10-year plan was developed over four years and focuses on trail development, habitat and tourism in
El Paso, Fremont and Teller counties.
The grant moves “years of regional planning and collaboration into action,” Alliance Executive Director Becky Leinweber said during a Jan.13 news conference announcing the grant that featured Gov. Jared Polis and many other federal, state and local elected officials. “We made a commitment [to develop the long-term regional plan] four years ago, and we are now fulfilling that commitment.”
The grant is one of 19 totaling nearly $10 million awarded in December through Polis’ Regional Partnership Initiatives, which support 21 regional coalitions working on outdoor recreation, conservation and climate resilience projects across Colorado. A variety of federal, state
Grant
and local government agencies, including Colorado Springs Utilities, are contributing $3.6 million to match the state funds.
The grant-funded projects include:
• An extension of the Ute Pass Trail that will close a critical gap in the 63-mile Ring the Peak Trail network with the network’s first trailhead; a realignment of another section that runs through Utilities’ North Slope Recreation Area on Pikes Peak; and an environmental analysis of existing segments and potential new alignments of parts of the network.
• Upgrade camping facilities at Red Canyon Park in Cañon City along the Gold Belt Scenic Byway with 15 new campsites; address maintenance needs along Phantom Canyon Road, also part of the byway, to improve drainage and keep dispersed campsites out of sensitive riparian areas; and complete an environmental analysis for campsites along the Ring the Peak Trail network.
• Provide habitat restoration and wildfire mitigation for Rocky Mountain Bighorn Sheep and Elk habitat in the Dome Rock State Wildlife Area south of Mueller State Park in Teller County.
• Fund the alliance’s Ambassador Program pilot with the Rocky Mountain Field Institute to serve in roles similar to park rangers on trails; to help federal, state and local land managers (including Utilities) build support to create the Pikes Peak Recreation Area that includes the Ring the Peak Trail
and will be managed by Colorado Parks and Wildlife; and provide technical assistance for a variety of mapping and data projects for trail realignment.
• Provide support for the Outdoor Pikes Peak Initiative through staffing, information technology and other assistance.
“We started this organization [the alliance] 12 years ago to promote this region’s outstanding outdoor assets and grow the reputation of the Pikes Peak region as a premium outdoor destination,” said alliance founder Dave Leinweber, who also is a Colorado Springs City Councilor and husband of Becky Leinweber. “Today marks the beginning of an exciting new chapter, where years of planning become action.”
Polis called the alliance the most successful of the 21 regional coalitions, saying its four-year planning process will bring additional recreational opportunities for residents of the Pikes Peak region and boost tourism sustainably.
Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.
An extension of the Ute Pass Regional Trail is one of several projects to complete the Ring the Peak Trail, a multi-use trail system surrounding the perimeter of Pikes Peak.
Colorado Offering $2 Million in Tax Credits to Aerospace Company
PROJECT OAK
BY WAYNE HEILMAN
The Colorado Economic Development Commission on Jan. 15 approved nearly $2 million in tax credits for an unnamed aerospace company that is considering expanding to El Paso or Elbert counties and hiring 150 people during the next eight years.
Code named “Project Oak,” the company is a military contractor that employs 158 people and is also considering expansion in the state where its headquarters is located, which the commission did not identify. The jobs would pay an average wage of nearly $86,000 and include engineers and technicians as well as buyers, managers, planners and technical writers, according to a summary from the commission.
The company behind Project Oak will base its location decision on expansion costs, proximity to specialized talent
in the aviation industry and proximity to its customers, including U.S. Air Force and U.S. Space Force installations in the Colorado Springs area, and target personnel transitioning out of those installations for its work force, the commission document said.
Aerospace companies and defense contractors account for more than half of the 19 companies that have announced expansion plans in the Colorado Springs area during the past three years with projected hiring of more than 2,400 people.
The commission also approved tax credits totaling nearly $4 million for companies in the quantum and manufacturing industries that are considering expansions in Boulder and the Denver area and plan to hire 247 people during the next eight years.
Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.
PEDCO Moves Forward Independently After Pueblo City Contract Ends
BY TIFFANY LANCASTER
After more than 40 years as Pueblo’s primary economic development partner, the Pueblo Economic Development Corp. (PEDCO) now begins a new, independent chapter. Although its contract with the City of Pueblo ended last year, PEDCO continues its core mission with a full project pipeline in the City and County of Pueblo, focusing on continuity, recalibration and longterm positioning.
On Sept. 29, 2025, the City of Pueblo formally notified PEDCO that its contract for economic development services would be terminated effective Dec. 31, 2025, in accordance with the contract’s 90-day notice provision. The decision followed a 5-2 City Council vote approving Resolution No. 16120, which directed the city to issue a Request for Qualifications (RFQ) seeking new economic development partners. The RFQ process is open to all qualified organizations, including PEDCO, and is intended to help the city evaluate future approaches to economic development services.
According to PEDCO President and CEO Jeff Shaw, the change in contractual structure has not altered the organization’s purpose or dayto-day work. Instead, PEDCO has pivoted strategically, adjusting its marketing approach for the region and its funding allocation for certain initiatives, while remaining actively engaged in business attraction, retention and expansion efforts.
“We’re operating without a contract with the city, and it doesn’t change our mission,” Shaw says. “We’re still working on projects, still moving deals forward and still focused on the City and County of Pueblo.”
PEDCO has led economic development in the City and County of Pueblo since 1981 and is a 501(c) (6) member organization. Shaw says membership and partner funding means PEDCO continues without interruption.
“This is a pivot, not a pause,” Shaw says. “We’re adjusting how we operate,
but what we do and why we do it hasn’t changed.”
As the organization moves into 2026, PEDCO has several active project, most tied to manufacturing, a sector long considered the region’s economic backbone. Shaw says the organization anticipates multiple project announcements in the coming months, including potential opportunities in aerospace, defense and advanced manufacturing.
In addition to project recruitment, PEDCO continues to prioritize site readiness, infrastructure and workforce alignment. The organization actively tracks available industrial square footage, particularly at the Pueblo Memorial Airport Industrial Park, where multiple manufacturing buildings and railserved sites are already in place. With construction timelines and costs increasing statewide, having shovelready facilities has become a critical competitive advantage.
“Being able to move fast matters more than ever,” Shaw says. “We watch square footage carefully because companies don’t want to wait 18 months just to get a building online.”
Workforce availability remains one of the most important factors shaping PEDCO’s strategy. Rather than chasing projects that could overwhelm the local labor market or compete with
existing employers, the organization conducts detailed workforce analyses to ensure long-term sustainability. Partnerships with Pueblo Community College and Colorado State University Pueblo play a key role in aligning training programs with employer needs, particularly in technical and manufacturing-related fields.
Although PEDCO no longer operates under a formal city contract, Shaw emphasizes that collaboration with local government has not ended. The organization continues to work closely with the mayor’s office, new City Council members, Pueblo County officials and regional partners on permitting, incentives and development coordination.
Shaw expressed optimism that 2026 will bring improved working relationships with city leadership after last year’s changes, noting that economic development ultimately benefits from consistency and longterm vision.
Beyond deals and data, PEDCO also is focused on reshaping outside perceptions of Pueblo. Shaw acknowledges that outdated narratives about safety and stagnation continue to surface in site-selector conversations but says firsthand experience often tells a different story.
“If we can just get people off the interstate and into Pueblo, I think
they’d be surprised at what they find,” he says. “The best ambassadors for this community are often the engineers and managers who moved here for work and decided to stay.”
As PEDCO moves forward independently, its leadership sees the current moment not as a setback but as an opportunity to refine its role, strengthen partnerships and focus squarely on economic outcomes.
“Our mission is attraction, retention and expansion,” Shaw says. “Retention is the most important thing we do, even if it doesn’t always make headlines.”
For Pueblo County’s economic development engine, 2026 is shaping up to be less about contracts and more about continuity, capacity and confidence in the region’s long-term potential.
Tiffany Lancaster is a staff writer for the SoCo Business Forum & Digest.
A bridge spanning the Historic Arkansas Riverwalk of Pueblo. The Riverwalk returned the Arkansas River to its historic location at the heart of downtown Pueblo after being diverted in the 1920s.
Eptam Precision Closing Colorado Springs Plant
BY WAYNE HEILMAN
Eptam Precision Solutions plans to close its Colorado Springs plant and lay off all 134 employees between March 16 and Sept. 30, according to a notification filed Jan. 15 with the Colorado Department of Labor and Employment.
The affected positions include assemblers, machinists, material handlers, quality inspectors, tool and die makers and several types of engineers, managers, support staff and technicians.
The New Hampshire-based contract medical and aerospace manufacturer “made the difficult decision to close our manufacturing facility in Colorado Springs. This decision was not made lightly and is part of a targeted consolidation to ensure our long-term operations align with our customers’ evolving needs,” Eptam President Bill Flaherty said Jan. 20 in an email statement.
The move allows Eptam to “better align our resources, strengthen our core manufacturing capabilities and continue meeting the standards our customers expect across [the] aerospace, medical and industrial markets,” Flaherty’s email said. “We are deeply grateful for the dedication, craftmanship and professionalism demonstrated by our employees at this facility as well as for the support
of the local community.”
The statement said the company’s top priority is the affected employees and is “providing transition support, including severance, benefits continuation, job placement assistance and transition assistance. Where possible, we are evaluating opportunities for impacted employees to apply for open positions at other Eptam facilities.”
The plant northwest of the Colorado Springs Airport specializes in metal manufacturing and laser research and development. Eptam, now owned by Seattle-based Frazier Healthcare Partners, acquired most assets of Relius Medical, a Colorado Springs contract medical manufacturer, in 2018 to add machined metal components to its product line. At that time, the plant made surgical nails and other implants.
Flaherty’s statement said Eptam will continue to operate six other plants in Massachusetts, Michigan, Minnesota and New Jersey specializing in additive manufacturing, molding and micro-machining and to invest in “long-term growth and operational excellence.”
Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.
Downtown Partnership CEO is a Passionate Small Business Advocate
BY JEANNE DAVANT
Chelsea Gondeck’s seventhgrade geography teacher told her, “You’re going to be the first female president of the United States.”
Although Gondeck, the new CEO of the Downtown Partnership of Colorado Springs, doesn’t rule that out, for now, she is passionate about the city where she’s lived since high school.
“I felt I could make a significant impact at the local level,” she says.
Gondeck already has done that. She joined the Downtown Partnership in 2021 and progressed through several key leadership roles. As director of planning and mobility, she managed a portfolio of projects to improve Downtown’s built environment and public spaces, crafted strategies to increase mobility and connectivity, and interacted with a host of key partners throughout the region and state.
Chelsea
Gondeck, Downtown Partnership of Colorado Springs CEO
“If there’s an issue we’re seeing that we can help effectuate systemic change, we can be the consolidated voice to represent Downtown business.”
From January 2023 to June 2025, she served as executive director of the Greater Downtown Colorado Springs Business Improvement District, working with business owners and other stakeholders to make Downtown clean, welcoming, engaging and
walkable, and to attract visitors and locals to the city center. She was named interim CEO in June 2025 while the organization conducted a nationwide CEO search after previous President and CEO Susan Edmondson resigned. The organization chose Gondeck as CEO from among 125 candidates. She stepped into the role officially on Jan. 1.
Gondeck was born in California, but her military family left there when she was a year old and moved around the country during her early school years. They landed in Colorado Springs when her Air Force dad was stationed at Peterson Air Force Base, as it was then named.
“When I was in high school, I knew I wanted to stay here,” she says.
Gondeck graduated from Doherty High School and went to the University of Colorado Colorado Springs to study psychology and political science. While in college, she interned at Sen. Michael Bennet’s office. After graduating summa cum laude with distinction in political science, she headed for the University of Colorado Denver to obtain a master’s in political science with an emphasis in politics and public policy.
“I wanted to go into state-level politics,” she says. She might have jumped onto the road to fulfilling that geography teacher’s prediction, but just after she left for graduate school, she was accepted into the Colorado Department of Local Affairs’ “Best
and Brightest” internship program. It provides graduate students in political science the opportunity to work full-time with a local municipality while completing their studies. She was assigned to the Fort Morgan city manager’s office.
“I fell in love with municipal government,” she says. After obtaining her degree, she worked for more than two years as an economic development specialist for Fort Morgan, helping the city develop and implement its Economic Development Strategic Plan.
Gondeck knew she wanted to return to Colorado Springs, and her job with Fort Morgan gave her a broad understanding of how a city that owned and operated its utilities worked.
“I did some negotiating with my parents and came back to Colorado Springs without a job,” she says. In 2018, she took a job as assistant public manager for CliftonLarsonAllen, working with entities such as business improvement and metro districts. Three years later, she heard from a school friend that the Downtown Partnership had an opening for a director of planning and mobility. The position aligned with her experience, and she felt she had found the perfect place to be.
In her four years at Downtown Partnership, Gondeck has spearheaded several initiatives that have brought significant and visible benefits to Downtown Colorado Springs.
The one she is perhaps most proud of is AdAmAn Alley, “the biggest placemaking project the Downtown Partnership had ever worked on,” she says. “It’s the perfect coalescing of public-private partnerships, bringing all of the dynamics together.”
The $3 million project that transformed a block in the heart of Downtown celebrated the 100th anniversary of the AdAmAn Club, whose members hike to the summit of Pikes Peak each New Year’s Eve and set off a fireworks display at the stroke of midnight. Gondeck’s management of the project required coordinating the work of multiple
city departments, contractors, artists and craftspeople, and Colorado Springs Utilities, which upgraded some of Downtown’s oldest infrastructure. AdAmAn Alley has won recognition including the Colorado Downtown Excellence Award for Best Place in a Large Community from Downtown Colorado Inc. and an Award of Excellence in Public Space Management and Operations from the International Downtown Association.
As she takes charge of the Downtown Partnership, the organization is in the midst of finalizing an update to the Experience Downtown plan.
“We’ve made significant, substantial progress from the 1990s to now,” she says. The new iteration, called Elevate Downtown, looks at the needs of Downtown 10-15 years into the future — “what we should be doing yesterday to be a place where people want to live and residents of the community want to spend their time.”
Gondeck says completing the plan is the major goal for her first year as CEO. That will require City Council approval, but also “aligning staff, boards and resources to make sure we meet the goals of the plan and making sure everybody has a sense of ownership in the plan and can see where they fit into the progress we’re intending to make.”
About 90% of the street-level businesses in Colorado Springs are locally owned, Gondeck says, and the Downtown Partnership exists to help them with everything from grants to improve their building façades and loans to pursue ownership of property to guidance on resolving small issues with the city. As an advocate for Downtown Partnership’s members, she is closely watching the challenges they face to see how the organization can assist.
“There are larger forces at play in the larger market right now,” she says. “At the local and state level, we’re making sure policies are built to allow our small businesses to prosper. We’re advocating for changes to remove barriers, expanding existing resources and creating new resources. If there’s an issue we’re seeing that we can help effectuate systemic change, we can be the consolidated voice to represent Downtown business.”
Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.
Photo credit: Hart Van Denburg
The popular AdAmAn Alley located in downtown Colorado Springs.
Pueblo Transit Awarded Federal Grant to Modernize Bus Fleet
BY TIFFANY LANCASTER
Pueblo Transit is set to undergo a significant transformation after securing a $15,687,944 federal grant aimed at replacing aging diesel buses with modern hybrid vehicles. The funding, awarded through the Federal Transit Administration (FTA) Grants for Buses and Bus Facilities Program and the Low or No Emission (Low-No) Program, represents one of the largest transit investments in the City of Pueblo’s history and positions the local system as a statewide leader in clean transportation.
“Pueblo Transit is excited to receive this nearly $16 million award to replace our aging bus fleet with all new hybrid buses,” Ben Valdez, director of transit, said in a press release. “We received 96% of our ask, which is significant.” Valdez also states the City of Pueblo is grateful to the FTA for this grant, which will change the face of the bus fleet as well as lower emissions.
The award was part of a nationwide announcement the U.S. Department of Transportation made on Nov. 20, 2025, when Transportation Secretary Sean P. Duffy unveiled a $2 billion investment supporting 165 transit projects across 45 states and Washington, D.C. According to U.S. DOT, the funding will deliver approximately 2,400 new buses built with American parts and labor while modernizing public transit infrastructure and creating goodpaying jobs in both rural and urban communities.
“Delivering new and improved bus infrastructure is yet another example of how America is building again,” Duffy said in a statement. “With these grants, thousands of new buses will hit the road, and infrastructure will be upgraded — making public transit more efficient, affordable and safe for American families.”
Pueblo was one of seven recipients of Low-No funding in Colorado, with its $15.6 million award the largest in the state. The grant is also the second-largest award the City of Pueblo has received in recent years,
after the $16.8 million Rebuilding American Infrastructure with Sustainability and Equity (RAISE) Westside Improvement Project grant awarded in 2022.
In addition to the federal funding, Pueblo Transit will receive $3.9 million in long-range planning funds from the Colorado Department of Transportation. The state funding serves as the required non-federal match and is part of CDOT’s 10-year statewide plan for bus replacement.
City officials emphasized that the combined funding allows the fleet upgrade to move forward without tapping the City’s general fund.
“This grant award is a huge opportunity for Pueblo Transit to transform their fleet and makes me incredibly proud to see the city receive one of the largest grants in recent history,” Pueblo Mayor Heather Graham said. “Our grant writer and our Transit team work tirelessly to continue to find more ways to serve our citizens. We’re also grateful to receive the $3.9 million match from CDOT to complete the fleet purchase so there are no funds used from the city’s general fund.”
Currently, Pueblo Transit operates a fleet of 16 buses. Five of those vehicles
still have remaining useful life and will not be replaced. Through the grant, the city plans to purchase 15 new hybrid buses, increasing the total fleet size to 21 vehicles. Funding will cover vehicle acquisition, Pueblo Transitspecific equipment, signage and the retirement of derelict diesel buses.
The federal programs supporting Pueblo’s award are designed to help transit agencies modernize infrastructure, reduce emissions and improve service reliability. For fiscal year 2025, approximately $400 million was available through the Grants for Buses and Bus Facilities Program, while $1.1 billion was made available through the Low or No Emission Program. Combined, the two programs created a $1.5 billion funding opportunity nationwide, with an additional $518 million allocated for fiscal year 2026 through advance appropriations.
“Transit buses provide a vital service for millions of Americans every day,” said FTA Administrator Marc Molinaro. “These grants strengthen connections between communities, boost safety and reliability and enhance mobility and quality of life for passengers.”
Before the funds can be allocated,
Pueblo City Council must formally approve both the federal grant and the CDOT match. Those agenda items have not yet been scheduled. Once approved, Pueblo Transit will move forward with procurement and begin the process of integrating the new hybrid buses into service.
City and transit officials say the investment will improve system reliability, expand capacity and deliver environmental benefits that align with broader state and federal sustainability goals. As Pueblo continues to compete successfully for major infrastructure funding, the transit grant underscores the city’s growing role in shaping Colorado’s transportation future.
Tiffany Lancaster is a staff writer for the SoCo Business Forum & Digest.
Photo courtesy of the City of Pueblo.
Business Advocates Set Legislative Priorities
BY JEANNE DAVANT
Colorado lawmakers returned to the state capitol on Jan. 14 facing an $850 million budget shortfall, which means they will have to continue the belt-tightening approach of the 2025 session.
“It’s going to be an arm wrestle over which priorities are most popular,” says Jeff Thormodsgaard, vice president of government affairs at the Colorado Springs Chamber & EDC.
Thormodsgaard says the chamber will oppose a proposed $18.2 million cutback of funding for hospital residency programs that Gov. Jared Polis’ office suggested. Cuts to the funding, which helps hospitals cover indirect costs to train doctors, could trigger the loss of federal matching funds.
“We’ve got a workforce problem in healthcare,” Thormodsgaard says. “We cannot afford to pare back our training programs. We’ll be meeting with the Joint Budget Committee, and that will be one of our primary efforts.”
The chamber’s legislative priorities also include support for childcare, a significant need for working people and an important factor in attracting businesses and employees to the Pikes Peak region and the state.
“We’re going to work hard to reduce some of the burdens of regulatory issues and on getting providers licensed in the state and in local municipalities,” Thormodsgaard says. The chamber also will work to maintain childcare-related state tax credits and incentives set to expire this year.
Housing also is high on the chamber’s agenda. The chamber likely will oppose a bill on rent control, he says, but will work to remove barriers to construction, incentivize development and encourage cooperation and partnerships between government and the private and
nonprofit sectors to bring more units onto the market for all income levels.
The chamber also will support policies that promote a businessfriendly regulatory environment and will contest unnecessary or burdensome regulations.
The Colorado Chamber of Commerce is continuing its campaign to make Colorado’s business climate more competitive, President and CEO Loren Furman says.
“We’re still not competitive with other states,” Furman says. “Cost of doing business, we’re No. 38 in the nation. Cost of living, we’re No. 47. We’re still No. 6 as being one of the most regulated states in the nation. Housing affordability, we’re No. 48. Our goal is to improve those numbers.”
The chamber is working with state administrators on a bill to expand the current rule review process, which requires agencies to provide reports on rules and regulations they have implemented.
“That’s the No. 1 thing that continues to come up from our members,” Furman says. “We certainly
don’t support any new mandates on businesses.”
The Colorado Chamber also is working on a bill that addresses the cost of homeowners insurance by offering incentives for home improvements to protect against wildfire and hail. The bill also would create a tax-exempt savings account that homeowners could use to pay for insurance, deductibles and mitigation projects.
Furman serves on a group Polis created that is drafting legislation on artificial intelligence. A broad coalition representing tech, labor, education, public safety, healthcare and other industries and nonprofits, the group has been meeting since September to hash out issues including disclosure about the use of AI, liability for discrimination, enforcement, the definition of a consequential decision and the right to correct information.
“We’re hoping to get consensus and that we can get a bill introduced,” she says.
Healthcare access and affordability top the priority list of the Small Business Majority, an advocacy organization that
works with policymakers in support of small businesses.
“One of the biggest things that we hear from small business owners is how expensive healthcare is for them to offer to their employees,”
Colorado Director Hunter Nelson says. One of the bills the organization will be watching would give the state attorney general greater authority over healthcare mergers and acquisitions.
“Consolidation in healthcare, especially hospital consolidation, continues to sweep our healthcare landscape and drive up costs for small businesses and workers,” Nelson says.
Another bill would provide longterm support for Colorado’s Health Insurance Affordability Enterprise, which provides funding for programs in the individual market to make healthcare coverage more affordable, she says.
The organization also expects to support legislation on discriminatory pricing practices.
“Small business owners are especially vulnerable to price discrimination at the hands of large suppliers,” Nelson says. “Large corporations can use their buying power to receive steeper discounts, while small businesses are forced to pay higher prices for the same products. So, it’s a fair competition issue.
“We’re going to encourage policymakers to strengthen our state’s price discrimination statute to require a supplier to prove that a price differential is based on cost and not on the type of purchaser.”
“We also want to make sure that we’re defending funding for the programs that really impact small business owners,” she says
Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.
Colorado State Capitol
Colorado’s Economy: Two Views
BY JEANNE DAVANT
Two reports issued in December 2025 combined to paint a picture of a state economy that continued to grow through the end of the year but is showing signs of slowing down.
The University of Colorado Leeds School of Business released the 2026 Colorado Business Economic Outlook on Dec. 8. The 182-page report provides a comprehensive portrait of the state’s economy in 2025, a forecast for 2026 and industry-specific data, analysis and insights.
According to the report, “Colorado has demonstrated one of the strongest economies over the medium-term horizon.” When viewed over time from 2009-2024, Colorado had the fifth-fastest real GDP growth in the nation, sixth-fastest population and labor force growth, seventh-fastest employment growth and sixth-highest home price appreciation in the country.
In the short term, however, “Colorado’s performance has slipped in the rankings, demonstrating the difficulty in maintaining growth-ongrowth for a sustained period,” the report states.
Still, Colorado’s real GDP was estimated to rise 2.1% in 2025 and 2.9% in 2026, outpacing national growth.
Although the state remained in the Top 10 in 2025 for per capita personal income, average annual pay and labor force participation, Colorado ranked 22nd in Q2 real GDP growth; and unemployment rate, labor force growth rate and employment growth rate all ranked the state in the 30s. Overall job growth moderated, with employment estimated to have increased in 2025 by 0.4%, down from 1.1% in 2024. Among the state’s 11 top industries, job growth was greatest in Education and Health Services, Government, and Leisure and Hospitality. Job losses were greatest in Professional and Business Services, Trade, Transportation and Utilities, and Information.
Regional year-over-year employment growth was mixed in 2025, with Colorado Springs among four metropolitan statistical areas (MSAs) in the state that posted
growth. The state’s rural areas also posted strong growth, while the Pueblo MSA recorded a modest decline, the report states.
The report forecasts a 0.6% rate of job growth for 2026.
“Moderate growth in GDP at the national and state level may appear inconsistent with the sluggish employment growth outlook,” says Richard Wobbekind, senior economist at the Leeds School of Business.
“The labor market is constrained, particularly by slower population growth, which is dampened by lower levels of international immigration. When employment can’t expand as quickly, productivity has to pick up.”
Eight of the 11 top industries are projected to add jobs, however, with Education and Health Services, Government and Trade, and Transportation and Utilities leading the way.
Construction industry activity is projected to grow slightly in 2026, with an increase in employment of 0.5%. Nonresidential and multifamily construction will account for most of the increase, while weakness will continue in single-family building, and “the industry will continue to face persistent cost pressures, tariffs and extended project timelines,” the report states.
Manufacturing employment declined slightly in 2025 under pressure from high interest rates, elevated costs, shifting federal trade policies, workforce shortages and accelerated investment in automation and AI. In 2026, manufacturing employment is projected to resume slow growth, “though uncertainty in trade policy and capital spending remains a key risk,” the report states.
Education and Health Services, representing nearly one in eight Colorado jobs, saw estimated employment growth of 2.9% in 2025 and are projected to grow by 2% in 2026.
For detailed information on industry sectors and regions, access the report at colorado.edu/business/ media/20290
The Colorado Office of State Planning and Budgeting provides the governor’s office and the Legislature with information and recommendations to inform policy and budget decisions.
In a Dec. 19, 2025, economic and revenue outlook report to the Joint Budget Committee, the office noted that, although some data were lacking because of the government shutdown, “overall it appears that the economy is maintaining strength, supported by AI investment and labor demand in the healthcare sector.”
Although forecasts for economic growth in 2025 and 2026 were revised upward, “2026 [is] still expected to show weakness due to labor and consumer demand,” the report states. “The chance of a recession in the next 12 months remains at 50% with elevated downside risk,” including federal trade policy, inflation, a softening labor market, global geopolitical conflicts and questions about Federal Reserve independence, the report states.
Wage growth is projected to decelerate in 2026, and the disparities in wage growth between high- and low-income earners are expected to continue.
Retail sales grew significantly in 2025, driven by increases in spending on health and personal care, motor vehicles and general merchandise, but restaurant spending grew faster nationally than in Colorado — “a sign of discretionary spending capacity,” the report states. “Spending growth is driven by the top 20% of earners, while lower income consumers are struggling to keep up.”
View the Budget and Planning Office’s quarterly reports at colorado.gov/governor/economics.
Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.
Aldi Planning 50 Stores in Colorado Springs, Denver
BY WAYNE HEILMAN
German discount grocer Aldi announced plans Jan. 12 to open 50 stores during the next five years in Colorado Springs and Denver and a distribution center in Aurora as part of a $9 billion expansion plan to open 180 stores this year.
Aldi has been among the most requested retailers to expand into Colorado in recent years, based on surveys and reports by multiple media outlets. The chain would add another major competitor to the state’s crowded grocery market that already includes Kroger subsidiary King Soopers, Safeway, Target and Walmart as well as premium players like Sprouts and Amazon’s Whole Foods Market unit.
“One in three U.S. households shopped at Aldi this past year, and in 2026 we’re focused on making it even easier for customers to shop our aisles first,” Aldi U.S. CEO Atty McGrath said in a news release on the expansion.
“That means bringing Aldi to even more neighborhoods, upgrading our website and planning additional distribution centers to keep our shelves stocked with the products our shoppers love.”
Aldi plans to boost its store count by 400 to 3,200 by 2028 through expansions into Colorado, Las Vegas, Maine and Phoenix as well as converting nearly 80 Southeastern Grocers locations to the Aldi format. Aldi acquired Southeastern Grocers, owners of the Winn-Dixie and Harvey’s chains, in 2024 but sold off
the stores to a consortium including Southeastern’ s CEO and C&S Wholesale Grocers last year.
Aldi plans to open the Aurora distribution center in 2029 and two others in suburbs of Jacksonville, Fla., and Phoenix in 2027 and 2028, respectively, that each will employ hundreds of people, the release said. Testimony in Colorado’s antitrust lawsuit to stop the Kroger-Albertson’s merger, since canceled, revealed that Aldi made an unsuccessful bid to acquire Safeway stores Kroger was trying to sell.
“These strategic investments are all about making sure customers can continue to count on us for the quality, affordable groceries and enjoyable shopping experience they love,” McGrath said in the release. “As we look ahead to our next 50 years in the U.S., we’ll continue to earn shopper loyalty by staying true to what’s made Aldi successful: keeping things simple and delivering real value.”
Aldi traces its roots to 1913, when the mother of the company’s founders, brothers Karl and Theo Albrecht, opened a small store in Essen. They took over their mother’s store in 1945, began expanding internationally in 1967 and into the U.S. in Iowa in 1976. Aldi acquired Trader Joe’s, which operates a store in University Village Colorado in Colorado Springs, in 1979 and now operates more than 13,000 stores in 18 countries. Wayne Heilman is a senior writer for the SoCo
Aldi store in Harrisburg, Pennsylvania
Taxpayer’s Comprehensive Guide to LLCs and S Corps: 2025 Edition
PBy Jason Watson, CPA
434 pages | Published on Dec. 30, 2024
rominent Colorado Springs CPA, Jason Watson, released a 2025 edition of this seminal resource for any business owner or independent contractor.
With over 400 pages of knowledge and insight, this edition has updated 2025 data such as IRA, 401(k) and Social Security wage limits as well as new information such as customized multientity structures, expanded reasonable shareholder salary sections, more tax reduction mechanics and a multitude of
insights gleaned from hundreds of small business consultations.
This book is written with the general taxpayer in mind and strives to explain many technical concepts in comprehensible terms with some added humor and opinions. It began as a single question about selfemployment taxes and became a comprehensive resource on how to elect S-Corp status, shareholder payroll, reasonable salary determination, liability protection and a host of other topics.
Ent Merges with Wings, Transition to Wings Name Coming
How the Merger Impacts Ent Members:
• ENT CHECKS: Use and reorder as needed
• ENT CREDIT & DEBIT CARDS: Use and new cards sent upon expiration
• ENT LOANS: Current terms and Ent servicing remain the same
• ROUTING NUMBER: Remains the same
• ACCOUNT NUMBERS: No immediate change: ongoing testing will determine if they stay the same
BY WAYNE HEILMAN
Ent Credit Union and Wings Credit Union have completed their merger, but the nearly 1 million members of the combined financial institutions shouldn’t see many changes immediately other than seeing more of the Wings name.
Wings merged into Ent with Ent CEO Chad Graves keeping the title, but the merged entity will operate under the Wings name; Wings Chairman Greg Miller will head the board of directors. Ent’s website, emails, statements and other communications now carry a logo that says “Ent Credit Union Becoming Wings Credit Union,” but a “refreshed” Wings brand will be rolled out near mid-year, Ent told members by email in January.
“You will be receiving more and more [information] in the next few weeks, and as we get more information, we will share it,” Graves said during an interview in mid-January. “Nothing is changing
[immediately] — checks, debit cards and credit cards still work.” The Wings name will appear when members order new checks or their cards expire and are reissued, and loan terms remain unchanged.
Ent also will remain a partner of the Denver Broncos and its name will stay on the Ent Center for the Arts on the University of Colorado Colorado Springs campus. The combined organization will continue its community support efforts — the two credit unions donated more than $15 million during the past 10 years. Last month, Wings agreed to a multiyear partnership with the Minnesota Timberwolves NBA team and Lynx WNBA team.
“The whole point of this merger is building something better for members: convenience, technology and better community impact all will come as a result of the merger, but we will still have the same great people,” Graves said. “We have selected our core systems and will switch one side or the other and have a new technology base to offer members
• ENT SERVICE CENTERS: Existing locations remain open
• WINGS SERVICE CENTERS: Full-service banking for Ent members is slated for 2028/2029
• DIGITAL BANKING: Use current login; Ent will upgrade members this summer
additional products and services — that will be a differentiator for us.”
Graves said Wings doesn’t have any examples of new financial products and services ready to share because the credit union wants to ensure its technology is ready to provide them, but one possibility he mentioned was selling cars through Amazon. Ent and Wings had a combined total of nearly $2.2 billion in loans on new and used vehicles as of Sept. 30, according to the latest available data.
Ent and Wings began working on combining the organizations as soon as the merger agreement was signed in late February, although the deal wasn’t announced until nearly two months later. Graves said teams of employees traveled between Ent’s Colorado Springs and Wings’ Minneapolis-area headquarters to meld the corporate culture and operational alignment, efforts that will continue through this year.
Graves said the two credit unions brought in management consulting giant PricewaterhouseCoopers to “make sure we had the right targeted
operational model” and may hire other “partners to make sure we maintain our culture of members first.” He praised the merger teams for gaining regulatory approval of the merger in four months — a process federal regulators said could take up to 18 months.
The biggest change other than the name will come in June, when Ent starts using Wings’ online banking platform, which Graves said will be faster, very secure and better than the platform Ent now uses. Graves said 150 key systems will be either maintained or converted during the next two to three years, including a new financial management system for deposits, loans and transactions that will be rolled out in 2028.
“2026 is about making sure both teams come together and focus on organizational alignment and culture so service in both Colorado and Minnesota feels local and members see as better,” Graves said. “We are making sure we don’t take our eye off the ball. We have almost 1 million members
Combined Ent and Wings Credit Union by the Numbers
975,000 Members
$19.4 billion Assets
2,300 Employees
in 90 locations [branches] and we want to make sure that members don’t feel like anything is different.”
Graves said changing the signs on Ent’s location “will take a while because there are hundreds of signs.” Ent members won’t be able to use Wings branches outside Colorado — 27 branches in Florida, Georgia, Michigan, Minnesota and Wisconsin — until 2028 or 2029.
The merger resulted from a phone call in fall 2024 between Graves and Wings CEO Frank Weidner while both had been considering mergers to cope with additional regulatory burdens the Dodd-Frank Act, passed after the 2008 financial crisis, imposed on financial institutions with assets of more than $10 billion. Ent exceeded $10 billion in assets temporarily in June and Wings hit $9.7 billion in assets in March.
Ent was started in 1957 to serve military and civilian personnel at Ent Air Force Base,
now the site of the U.S. Olympic and Paralympic Committee’s Colorado Springs Training Center, and grew by adding the workers of hundreds of other employers until gaining approval to serve all residents of El Paso and Teller counties in 1999. The credit union expanded to the Denver and Pueblo areas in 2004 and the rest of the Front Range in 2018.
Seven Northwest Airlines (now merged into Delta Air Lines) employees started Wings in 1938, and it expanded as Northwest grew, eventually gaining approval to serve employees throughout the air transportation industry. The credit union acquired Brainerd Savings & Loan in Minnesota in 2021 and Settlers Bank in Wisconsin in 2022 to expand its branch network and business banking services.
Wayne Heilman is a senior writer for the SoCo Business Forum & Digest.
Small Business Roundtable
Thursday March 19 | 8 – 9:30 AM
KEY TAKEAWAYS:
• What stocks, bonds and funds are and how they work
• What the most efficient type of investment account(s) will be for you and your business
• Next steps you should be taking in your investment journey
SPEAKER Noea Moss
Advisor — Northwestern Mutual
Economic Forum
Will Construction & Real Estate Rebound in 2026?
BY WILLIAM CRAIGHEAD, PH.D.
While the economy of the Pikes Peak region remains a prosperous and successful one, with median household income 11.2% above the national figure, the last couple of years have seen a departure from the rapid pace of growth we’d become accustomed to. Since the beginning of 2024, regional payroll growth has averaged 102 jobs per month, down from 792 in 2022-23, and this figure is likely to get a downward revision.
A construction and real estate cycle has been a key driver of this slowdown. As a region that is typically experiencing growth and one with high population turnover, these sectors have particularly high importance here — construction accounts for 6.7% of the region’s GDP, compared with 4.4% nationwide.
The increased demand for residential space that came with
the shift to remote work during the pandemic, as well as extremely low interest rates, fueled a surge in housing demand. This drove an increase in residential building permits, both here and nationwide. As the accompanying graphic shows, the surge was sharper here — and so was the decline after interest rates started rising in 2022.
The drag on the economy from reduced building activity has been compounded by the mortgage rate lock-in effect that has chilled home sales as owners who obtained or refinanced low rates have been reluctant to move. In the Pikes Peak region, annual home sales have been below 12,000 for each of the past three years, after peaking at more than 18,000 in 2021. This impacts not only the commission earnings of real estate agents, but also a variety of other economic activity, such as furniture sales.
Employment in construction and financial activities — the category which includes real estate — has
seen declining trends in the past couple of years, pulling down the region’s job growth total.
There are reasons to be hopeful for a turnaround in 2026, although there is also cause to believe it may be modest. The most encouraging sign was a rebound in building permits in 2025. This was driven by the multi-family category, with the number of single-family dwelling units permitted still slightly down from 2024. The additional permits indicate more construction activity is coming.
While the mortgage rate lockin effect is still very much with us, its significance is gradually diminishing — the share of outstanding mortgages in Colorado at rates under 4% peaked at 76% in the first quarter of 2022 and was down to 59% in the third quarter of 2025. The slow home sales of the past several years mean that there are a considerable number of pent-up transactions — on both the seller and buyer sides — waiting
to happen. Moreover, the regional population has a particularly large population cohort in its early 30s, an age where people are often looking at starting families and buying homes.
So, there are conditions in place for a rebound in both construction and home sales. However, there are some headwinds that may temper its magnitude. As discussed in a recent column, homebuilding is facing labor disruptions from immigration policy and tariff costs, as well as an environment where interest rates, while not high by historical standards, remain higher than we’ve gotten used to since the 2008 financial crisis.
William Craighead, Ph.D. is the program director of the UCCS Economic Forum College of Business.
AI Deepfakes: The Growing Threat to Businesses
BY JEANNE DAVANT
Afew years ago, Rodney Gullatte Jr. ran across an online video that featured a respected local leader touting an investment in cryptocurrency.
“It looked just like him, sounded just like him,” says Gullatte, a certified ethical hacker and CEO of Firma IT Solutions. He knew this person often posted videos, but when he looked closely, he spotted an almost unnoticeable quirk in the man’s eyebrow.
“I called him,” Gullatte says. “He said, ‘My account’s been hacked.’” Gullatte wasn’t fooled, but today, he says, the technology for making these “deepfakes” is orders of magnitude better.
In the first seven months of 2025, AIgenerated scams accounted for more than 9,000 complaints to the FBI’s Internet Crime Complaint Center (IC3), according to the FBI’s National Press Office. Those complaints spanned fake social media profiles, voice clones, identification documents and videos that believably depicted loved ones or public figures.
“If you do any work that involves computers, you have to pay attention to these threats and scams,” Gullatte says. “It’s a business model that works.”
A vast, worldwide network of savvy criminals exists to study and penetrate businesses’ electronic footprints, says Chris Koehn, founder of Cañon City-based cyber defense and accounting firm Second-61.
“They often pursue those entities with a fake invoice that looks perfectly aligned with the business, requests from banks that are completely legitimate looking, requests for data about the company or requests for submissions and proposals,” Koehn says. “Something we’ve seen, because we do some
remote work, is fake job applicants. We verify everything.”
Small businesses may get fake messages from someone claiming to be the IRS or other government agency saying that a payment is overdue or was incorrect and must be made right away, or else the agency will take away the business’s tax ID. It could even be an email that looks like it comes from someone in the company.
All of these methods, and more, “are the Trojan horse to a cyber attack,” Koehn says.
These criminals use data that’s available online, says Marcy Freeburg, co-owner of Walsenburg-based cybersecurity and compliance company J & M Solutions.
“It’s pretty easy using AI to grab the CEO’s voice and make them make a request to the budget person that says, ‘Hey, I know this is kind of out of sync, but I need this check cut,’” Freeburg says.
Often the request will have an urgent tone: “We really need to have this done today,” she says.
Hackers can use AI to clone voices from spam calls, voicemail messages or interviews posted on social media or websites.
“AI just needs a small sample of that voice, and they can get it to sound just like that person in any words they want,” she says.
Detection tools, such as AI metadata tags on Facebook content, can help, Gullatte says. But “deepfake defense is about strong processes, not sharp eyes,” Gullatte says.
“Deepfakes are just going to get better. You can’t depend on spotting the tells. Winning in this war is building verification habits, controls and processes.”
Prevention is Primary
• Pay attention when something seems off. Check the source and verify before responding to an email, voicemail or call.
• Put operational procedures in place; know these procedures and operate only by them. For example, have a process for any transaction that involves money. A good rule is that money transfers must be approved by two people.
• Train employees to spot deepfakes. Make sure people are comfortable coming forward with concerns. Gullatte provides tabletop training that runs employees through a simulated hacking scenario. Freeburg’s and Koehn’s companies also provide cybersecurity training.
• Set up and turn on two-factor identification and/or code words for all accounts.
• Use the generic voicemail message that comes with cell phones rather than recording a personal one that can be cloned.
• Work with IT providers to make sure networks are properly configured and managed and that data are backed up. This is not a one-and-done effort; it needs to be an ongoing process.
• Check insurance coverage for financial crimes and cyber liability. Learn what steps to take if the company is not covered.
• Make sure the company has a crisis communications plan that outlines how it will respond in case a deepfake video or call spreads false information.
• Subscribe to alerts from industry groups and national services, starting with the FBI’s IC3 alerts.
If the Company Falls Victim to a Deepfake:
• Contact a company that does forensic analysis. Gather evidence; contact cybersecurity groups and spread the word about the scam. Report the activity to: ic3.gov
• Call the company’s insurance provider immediately.
• Put a crisis communications plan into effect.
Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.
Colorado Lawmakers Propose Extension for Clean Energy Plan Deadlines
BROUGHT TO YOU BY COLORADO SPRINGS UTILITIES
Last month, Colorado Springsarea lawmakers announced the introduction of legislation aimed at helping utilities struggling to achieve Colorado’s Clean Energy Plan deadlines.
Senate Bill 26-022 is sponsored by Sen. Marc Snyder, Senate Minority Leader Cleave Simpson, House Minority Leader Jarvis Caldwell and Rep. Amy Paschal.
If passed, the bill would grant Colorado Springs Utilities the opportunity to file a new Clean Energy Plan by the end of 2026 and extend the deadline to find affordable and reliable replacement power supplies for the coal-fired unit at the Ray Nixon Power Plant.
Currently, Nixon is mandated by the state to retire at the end of 2029, but Springs Utilities cannot meet this deadline. A mandatory power plant retirement, without reliable, affordable sources of replacement power, will threaten electric reliability and rate stability.
“Utility costs are eating away at the budgets of hardworking families. We need to take action now to prevent further price hikes in our community,” says Rep. Amy Paschal, D-Colorado Springs. “With this bill, we’re striking a delicate balance between the affordability, reliability and renewability of our utilities in
Colorado Springs. Our legislation would allow local utility providers like Springs Utilities to modify, but not abandon, their clean energy plans to meet growing demand and prevent significant rate hikes.”
Clean Energy Plan Deadlines
Colorado legislation passed in 2019 requires utilities to reduce greenhouse gas emissions 80% by 2030.
The new legislation proposes extending the deadline for utilities that are unable to meet this deadline so utilities can achieve the longterm goals of the state in a way that protects customers from reliability challenges and rate increases.
Currently, if Springs Utilities cannot achieve the 2030 target, the law mandates that the state force utilities to achieve these reductions, without consideration of the costs paid by electric customers or the impacts on reliability.
Resource Challenges
Springs Utilities filed its Clean Energy Plan in 2021 and has made significant early efforts to achieve the plan’s targets, including the retirement of the former Martin Drake Power Plant, completion of the 175-megawatt (MW) Pike Solar Array and the
addition of the Jackson Fuller Energy Storage Project (100 MW).
“The combination of unfavorable market conditions for new renewable energy development, the lack of immediately viable transmission developments in Colorado and the ever-increasing load demands for additional new electricity have created a perfect storm against our ability to achieve Colorado’s goals before the state deadline,” says Springs Utilities CEO Travas Deal.
Important Next Steps
This April, Springs Utilities will enter the Southwest Power Pool Regional Transmission Organization (RTO). Joining an RTO will give Springs Utilities the ability to
access renewable energy resources at substantially lower prices than if we were to acquire these resources ourselves. Another important step will occur later this year when the utility updates its Sustainable Energy Plan. Finally, citizens and customers may voice their opinion on the proposed legislation in a variety of ways in the coming months, including contacting their legislators.
Brought to you by Colorado Springs Utilities
The Heartbeat of the City: Colorado Springs’ Urban Core Signals Growth for All
BY CHELSEA GONDECK
As goes Downtown, so goes the city. Our Downtown isn’t just a collection of buildings or a historic district with charm. It’s where our community has its roots but also how its future is defined. Downtown is the heartbeat of Colorado Springs. The growth and energy in our one square mile aren’t just a Downtown success story; they’re indicators of the city’s future. As Downtown grows more vibrant, welcoming and diverse, it sends a clear signal about the city’s overall health and future.
Over the past decade, Downtown has shifted from a place people drove to for work into a place people chose to live, linger and connect. After nearly six decades without new multifamily housing, in the last decade we saw a substantial number of new homes come online, and that mattered more than anyone expected. During the pandemic, having a neighborhood instead of a traditional business district kept lights on in storefronts and feet on sidewalks. Our urban core didn’t go silent. We had a head start and we adapted.
Today, we see what that investment unlocked: a food scene that draws residents and visitors alike, small businesses that feel like the
city’s personality made tangible and a retail cluster that signals confidence rather than caution. Yes, businesses open and close — that’s the normal churn experienced everywhere. What’s different here is what happens next: vacancies don’t sit – new concepts move in. Entrepreneurs raise their hands. That’s not instability. That’s momentum. That’s not decline. That’s renewal.
Public and private investments are changing how Downtown feels, not just how it looks. Tejon, our main street in every sense, is the front porch of the city. Wider sidewalks
The Veteran Pipeline:
where people can actually walk side by side, trees that will outlive us and patios full of conversations remind us that this isn’t just infrastructure, it’s an invitation. People don’t just pass through. They stay.
And we’re not done. An updated plan of development is pushing us into our next chapter with exciting projects like the COS Creek Plan, Palmer High School’s evolution, the long-awaited revival of City Auditorium and a number of sites ready for mixed-use projects instead of surface parking. Nearly half of Downtown’s land is still underdeveloped. To some, that might
Unlocking Growth Through Bootcamp-Tested Talent
BY LARRY PLUMMER
In the competitive landscape of regional economic development, cities often overlook one of their most potent assets: the departing military veteran. While some community programs rightly focus on veterans as a population to “help,” a more strategic view recognizes them as a high-octane engine for
regional job creation and innovation. For regions like Colorado Springs, the transition of military personnel into the local entrepreneurial ecosystem isn't just a workforce issue — it is a primary geographic advantage.
As I’ve noted before in this column, military veterans possess a unique “bootcamp-tested” skillset that aligns perfectly with the rigors of startup life. The military instills a level of
operational discipline, mission focus and adaptability under pressure that is difficult to replicate in traditional academic or corporate environments. When a veteran transitions into entrepreneurship, they bring with them a mastery of strategic frameworks — such as the OODA loop (Observe, Orient, Decide, Act) — that allow them to navigate the uncertainty of the market with precision.
sound like a challenge. I’d argue it’s our biggest opportunity: a blank canvas where growth and identity can meet.
In a city known for sprawl, Downtown offers a different model: compact, walkable, connected and efficient. It proves we can grow with intention, not at the expense of who we are, but in service of who we can become. From a studio in the core to acreage on the outskirts, Colorado Springs is a place of options and Downtown is a crucial anchor on that continuum.
At the Downtown Partnership, we are unapologetic about the vision for our one square mile. We talk openly about being the economic, civic and cultural heart of the city. That takes ambition. It takes saying, without hesitation, that Downtown should be where everything happens, the place where big ideas land first and where business and people find opportunity, connection and a piece of the city that feels like it belongs to them.
When the heart of Colorado Springs beats strongly, the entire city feels it. And right now? It’s beating with momentum.
Chelsea
Gondeck is CEO of the Colorado Springs Downtown Partnership.
However, a “Veteran Entrepreneurship Paradox” often exists. Despite having superior leadership skills and technical training, veterans frequently face systemic barriers when entering the civilian business world.
These include a lack of local professional networks, difficulty translating military experience into venture capital language and a gap in specialized entrepreneurial education tailored to their unique background.
To unlock this pipeline, regional leaders should move beyond generic support and embrace a geographically focused strategy. An entrepreneurial ecosystem thrives when it creates “sticky” infrastructure that keeps talent local. For a veteran, this means building specific bridges between military separation and local venture growth.
Successful regions are those that integrate their military installations directly into the innovation fabric. This involves creating accelerators that specifically target veteran-led startups, fostering mentorship programs that pair retired officers with local tech executives and ensuring that regional capital networks understand the value of a “disciplined” business model over a “chaotic” one.
And while we may not want to discuss it, Huntsville’s “Rocket City” blueprint may provide us guidance on what we can do here in the Pikes Peak region.
For policymakers and business leaders, the resolution is clear: treat veteran entrepreneurship as a core pillar of regional competitiveness. This requires three concrete actions: 1. Formalize the Translation: Expand regional programs
— like those at the Veterans Business Outreach Center — that help veterans map military strategic planning directly onto scalable business models.
2. Build the Network: Create intentional “intersections” where veteran founders can access the social capital and local networks they missed while serving abroad.
3. Leverage Local Assets: Align veteran ventures with existing regional clusters — such as aerospace, cybersecurity, advanced manufacturing or defense tech — to create a feedback loop of innovation.
By viewing veterans as strategic assets rather than a demographic to be “placed” in jobs, regions can cultivate a resilient, disciplined and highly innovative entrepreneurial class. The most successful regions of the next decade won’t just be those with the most tech; they will be those that best leverage the combat-tested talent already standing at their gates.
Larry Plummer holds the El Pomar Chair in Business and Entrepreneurship and is the Interim Director of the El Pomar Institute for Innovation and Commercialization (EPIIC) at UCCS. He is internationally recognized for his research on regional entrepreneurial ecosystems and development. CONTINUED FROM
To Raise Capital, Start Early with Relationships
BY MAX CUPP
Raising capital is rarely about a single moment. It is the result of many conversations, built over time, that create trust and credibility long before money is on the table.
Too often, founders wait until cash is tight or growth slows before thinking seriously about fundraising. When that happens, urgency takes over. Pitch decks are rushed. Introductions are forced. Conversations happen with people who are hearing about the business for the first time. Even when capital is secured, it often comes with misaligned expectations and added pressure rather than stability.
The truth is straightforward, even if it is uncomfortable. Capital is almost never secured at the moment it is needed. It is earned well in advance.
I have seen this play out repeatedly across Southern Colorado. The
founders and fundraisers who raise capital successfully are not necessarily the loudest or the most polished. They are the ones who prepared long before they ever asked for a check.
A good example comes from Owen Hill, co-founder of KleerCard, a tech-focused expense management company in Colorado Springs. When Owen began raising his first round of capital, he met with more than 50 venture capital firms. Through that process, it became clear that venture capital was not aligned with the company’s goals or needs at that stage.
Fortunately, those meetings were not his only relationships. For months and years beforehand, Owen had been meeting with local business owners over coffee. These were operators who understood the market, the realities of building a company and the patience required to do it well. Those conversations were not about fundraising. They were about the business, the customers and the vision.
Over time, several of those business owners became his first angel investors. His round did not come from a single pitch. It emerged from trust built over time.
That story highlights an important point. Fundraising is not an event. It is a process. And preparation matters far more than presentation.
In Southern Colorado, much of the earliest capital comes from people who already operate businesses, lead teams or have deep ties to the region. These individuals invest in people they trust and businesses they understand. Founders who start conversations early, without an immediate ask, give others the opportunity to follow their progress. Asking for advice, sharing lessons learned and inviting feedback builds familiarity.
When the time comes to raise capital, the conversation feels like a continuation rather than a cold introduction.
Preparation also shows up in the fundamentals. Investors do not expect perfection, especially at the early stage, but they do expect clarity. Clean books, a basic understanding of cash flow and a realistic view of margins go a long way. Founders who can clearly explain where the business stands and how capital will be deployed inspire far more confidence than those who rely solely on projections.
Clarity is equally important when it comes to the type of capital being pursued. Too often, founders decide they need money before deciding what kind of money makes sense. Debt, equity, grants and revenue-based financing all serve different purposes. Starting early allows founders to evaluate which option aligns with their business model and risk profile,
while also helping potential investors understand what success looks like for everyone involved.
Finally, preparation is demonstrated through progress. Revenue growth, customer retention, pilot results or disciplined experimentation (think scientific method for startups) all signal momentum. Investors want to see how founders learn, adapt and respond to challenges as much as they want to hear about opportunity.
This approach matters in Southern Colorado. Our region does not operate like major venture hubs. There are fewer institutional investors and fewer formal pitch processes. Capital often comes from people who know the community and value long-term impact. Preparation turns informal conversations into real opportunities and opens doors that might otherwise remain closed.
For founders, the takeaway is straightforward. Start capital conversations 12 to 18 months before you think you need them. Track who you meet with and why. Share updates even when you are not actively raising. Treat every conversation as relationship building, not pitching.
The best time to raise capital is before you need it. The best way to do that is to build an investable business long before the check is written.
For founders beginning to think about capital, programs like the accelerator at Exponential Impact are designed to support this early preparation. Through structured work on customer clarity, financial readiness and relationship building, founders can position themselves to raise the right kind of capital at the right time.
Max Cupp is the executive director for Exponential Impact.
The AI Advantage: AI Skills Business Leaders Will Need in 2026
BY JONATHAN LIEBERT
AI adoption is no longer about experimenting with tools — it’s about building skills. As we move into 2026, the most successful businesses won’t be the ones using the most AI platforms, but the ones who understand how to think, work and decide with AI.
Here are the top AI skills that will matter most in 2026:
• Strategic Prompting
Knowing how to ask the right questions of AI — clearly, precisely and with context — will separate average results from actionable insight. Prompting is becoming a core leadership skill.
• Working with AI Agents
AI is moving from “assistant” to
“operator.” Leaders will need to understand how agents can handle tasks end-to-end, from research to scheduling to follow-up, all without constant oversight.
• Workflow Automation
The ability to connect systems and automate repetitive work
will be essential. Businesses that automate intelligently will free up time for strategy and customer relationships.
• Building Without Coding AI-powered app and site builders are enabling leaders to prototype ideas, launch landing pages and create internal tools without a development team.
• Being Found by AI Online (AEO/GEO)
As customers rely on AI answers instead of search results, businesses must understand how to show up in AI-generated recommendations and how to retool their websites.
• AI Stack Thinking Leaders will need to think in systems and will need to combine multiple AI tools, so they work
together in unison.
• AI Oversight & ROI Awareness
As AI becomes core infrastructure, leaders must understand cost, performance and impact.
• Content at Scale
AI will power consistent, highquality content creation without large teams. How will your team implement this?
The takeaway: 2026 belongs to leaders who build AI literacy, not just AI usage. Those skills will define the next competitive advantage.
Jonathan Liebert is the CEO and executive director of the BBB of Southern Colorado and a national thought leader on AI and trust in business.
When Action Brings Relief
WORKFORCE
BY PAUL YANKEY, MBA
Irecently spent time in Israel where tension isn’t something people talk about; it’s something they live with. Threat is real, ongoing and woven into daily life. And decisions can’t wait for all the answers.
What surprised me wasn’t aggression or recklessness. It was clarity.
When you can’t afford to overanalyze, you learn to assess quickly, take a position and act. Waiting for certainty isn’t wisdom there. It’s its own kind of risk.
That changes everything.
I watched people form strong opinions, state them plainly, invite
pushback then move forward without second-guessing themselves into paralysis. This wasn’t arrogance. It was ownership.
There’s a reason Israeli engineers and founders are sought after worldwide. They execute under messy conditions. They don’t wait for perfect. They work with what’s real.
Contrast that with what I see in calmer business settings. Without external pressure, we create our own internal gridlock. Decisions stretch out. Conversations get postponed. We replay scenarios endlessly instead of just choosing.
The absence of urgency can be its own trap.
Action does something almost therapeutic under pressure. It
releases tension. Even when you can’t guarantee the outcome, movement itself brings relief because it ends the stalemate you’ve been living in.
Most leadership challenges don’t persist because they’re impossibly complex. They persist because we’re trying to think our way out of situations that actually require us to move.
One question: where are you waiting for clarity that might only come after you take the first step?
Pueblo Businesswomen Part of a New Regional Partnership with SCWCC
BY LOLA WOLOCH
The Southern Colorado Women’s Chamber of Commerce is extending its reach and its resources southward.
In late 2025, the SCWCC began formally engaging with female entrepreneurs and professionals in Pueblo, marking a significant step toward building a more connected and inclusive regional business ecosystem. The expansion follows a successful kickoff event held in November 2025, where Pueblo-area businesswomen gathered for open dialogue, networking and a candid focus group session that shaped the Chamber’s next steps.
We are Southern Colorado Women’s Chamber. It makes sense for us to serve women in business and leadership throughout our region. It’s important to understand that what women face in Pueblo, as it relates to business and economic challenges,
is not necessarily the same as in El Paso County. That is why we brought everyone to the table.
The November focus group offered us an unfiltered look at the opportunities and challenges facing Pueblo’s women in business. Participants voiced a strong desire for greater networking opportunities and a dedicated forum where female business owners can connect, collaborate and learn from one another. Leadership training, panel discussions and accessible resources topped the list of priorities.
Many attendees also shared that they often feel “left out” of regional support structures, an issue the SCWCC aims to address directly through more frequent engagement, dedicated programming and partnerships with Pueblo’s existing chambers and organizations.
It is extremely important for us to understand the culture of the Pueblo community in order to support positive growth for women-owned
businesses in collaboration with key stakeholders and local chambers.
Several practical business needs also emerged, including help navigating government contracts, understanding regulatory differences specific to Pueblo County and gaining access to marketing and advertising support.
Pueblo’s businesswomen also expressed interest in sustainability certifications and environmental recognition programs.
The group also explored how the SCWCC Foundation might play a role in expanding internship opportunities for young women in Pueblo, strengthening talent pipelines and providing local employers with better access to emerging female leaders.
Local business partners have already expressed interest in supporting this initiative. The focus group shared that regulations and restrictions are totally different in Pueblo than in El Paso County. SCWCC’s Public Policy Committee
also will also help clarify regulatory questions and advocate for Pueblo’s unique business landscape.
In 2026, SCWCC plans additional focus groups, roundtable discussions and co-hosted events with Pueblo’s chambers to ensure programming reflects local needs rather than assumptions. The Chamber’s intention is to build a sustainable, inclusive and mutually beneficial regional presence.
Paul Yankey, MBA, is an Ethical Marketing & Growth Professor at University of Colorado Colorado Springs.
Lola Woloch is the President & CEO of SCWCC.
Professionals on the Rise
Southern Colorado’s Workforce Achievements!
Stephanie Horton has joined Forge Evolution, a nonprofit dedicated to empowering young people and strengthening communities, as its executive director. Horton previously served as general manager at KCME and Jazz 93.5, where she developed strong relationships with community leaders, donors and stakeholders. By providing a supportive environment for young people to grow, learn and thrive, Forge Evolution strives to create lasting change in the lives of youth and families. It offers programs including Teen Court, designed to foster leadership, personal development and social responsibility, equipping the next generation with the tools they need to succeed in life.
Laura Frank, founding executive director of COLab, has been awarded the Governor’s Citizenship Medal for Public Service. Gov. Jared Polis and several former Colorado governors chose her for the award, which recognizes people who have strengthened the state’s civic fabric. The former investigative reporter spent decades telling stories that held power accountable before helping to create the network that links nearly 200 news outlets across the state. Frank received the medal on Jan. 22 at the History Colorado Center in Denver.
The U.S. Olympic & Paralympic Museum has announced Sarah Rodriguez as its chief development officer. With nearly two decades of experience in nonprofit leadership and fundraising strategy, she has a track record of securing transformational gifts and building high-performing teams. Previously, Rodriguez was vice president of individual giving at the National Multiple Sclerosis Society, where she led a nationwide team responsible for raising more than $44 million annually. In this role, she managed a $9 million expense budget and partnered with executive leadership and the National Board of Directors to grow revenue.
Travis Easton, deputy chief of staff for the City of Colorado Springs, has been named acting chief of staff. Jamie Fabos, the current chief of staff, has announced her departure effective Feb. 16. Before being appointed as chief of staff in 2023, Fabos was the City’s chief communications officer for eight years under Mayor John Suthers. Previously, she served as general manager of public affairs for Colorado Springs Utilities. The city will conduct a nationwide search to fill the position, with priority given to regional candidates.
The Colorado Springs Leadership Institute has announced its 2026 class of outstanding community members who will go through its five-day leadership program, a collaboration with the Center for Creative Leadership. They are:
Thomas Aicher, dean of the College of Business at the University of Colorado Colorado Springs, is deeply committed to preparing future business leaders while also strengthening the city’s economic and social sectors. He also serves as vice chair of the Southern Colorado Better Business Bureau Board of Directors and is a member of the Colorado Springs Chamber & Economic Development Corp. board.
Allison Cortez, chief of staff at Pikes Peak State College, is a seasoned strategic communications and executive leadership professional with more than 25 years of experience in higher education, K-12 public education, corporate, agency and government sectors. Previously, Cortez held executive roles as chief communication officer for Academy School District 20 and executive director of marketing and communication at Pikes Peak Community College.
Dawn Darvalics, president of Pikes Peak Hospice & Palliative Care, is a mission-driven healthcare executive and organizational development leader with more than 20 years of experience in hospice and palliative medicine. Darvalics’ career spans national for-profit organizations, community-based nonprofits and international consulting firms. At Pikes Peak Hospice, she advances the organization’s mission to ensure compassionate, high-quality end-of-life care for individuals and families.
Trevor Dierdorff, founder and CEO of Amnet, has spent more than 27 years cultivating a people-first culture at Amnet, an IT and cybersecurity firm. Under his leadership, Amnet’s awards include 13 Best IT Support Company awards from the Colorado Springs Business Journal and multiple honors for Better Business Bureau Excellence in Customer Service. Dierdorff is the current president of the Rotary Club of Colorado Springs.
Brandon Eldridge, executive director of the Pikes Peak Small Business Development Center, is dedicated to fostering a vibrant and sustainable local economy. Eldridge was elected as a Leadership Pikes Peak Community Trustee in 2019 and named a 2020 Colorado Springs Business Journal Rising Star. He is cyber-certified through the SBDC NorthStar program and has completed EDCC 101, strengthening his expertise in cybersecurity and economic development.
Richard Fierro, defense contractor, retired Army officer and co-owner of Atrevida Beer Co., joined the U.S. Air Force as a federal employee with USSPACECOM in 2023. There, he received the 2024 National Defense Industrial Association USSPACECOM Patriot Award and Patriot of the Year. In November 2022, Fierro helped subdue the gunman during the Club Q mass shooting, actions for which he has received numerous national honors.
Indy Frazee, CEO of The Independence Center, joined the organization in 2014 as controller and was later promoted to director of Health Care at Home Services, where she oversaw home health and veteran-directed care programs. Her commitment and leadership led to her appointment as CEO in 2021, guiding the organization dedicated to advancing civil rights and independence for people with disabilities in the Pikes Peak region.
Chelsea Gondeck, CEO of the Colorado Springs Downtown Partnership, serves as the chief strategist and public champion for Downtown Colorado Springs. Gondeck works closely with boards, civic leaders, business owners, developers and community stakeholders to advance the Elevate Downtown Plan and translate long-term vision into measurable progress. She is recognized for navigating complex public-private systems, building strong coalitions and aligning policy, investment and programming.
Jinger Haberer, superintendent of Academy School District 20, started her career as a registered nurse but soon realized that her true passion was for education. Haberer has served in many
roles from the classroom to administration, including earning National Board Certification as a science teacher and serving as a middle and high school principal, an assistant superintendent of student achievement and a superintendent in Washington State.
Nathan Halvorson, CEO at the Colorado Springs Conservatory, was the associate director of performing arts and director of the Theatre School at The Colorado Springs Fine Arts Center at Colorado College before joining the conservatory. As an actor, choreographer and director, Halvorson has been involved in more than 100 professional theatrical productions. He earned his MFA in theater directing from The University of Iowa.
Christina Haywood, executive director of the Garden of the Gods Foundation, leads efforts to support one of America’s most cherished natural landmarks. Haywood first joined the park’s Visitor & Nature Center in 2020 as director of operations, helping to elevate guest experiences, guide daily excellence and plan major capital projects. Before moving from Ohio to Colorado, Haywood built a diverse career in education and banking.
Bobby Mikulas,cofounder and managing partner of Kinship Landing in Downtown Colorado Springs, has gained national recognition for Kinship Landing’s hospitality, which blends business sustainability with creativity. Through Kinship Landing and his consulting and investment studio, Sonderwin & Co., Mikulas helps evaluate and activate real estate and hospitality projects that prioritize long-term value, local culture and shared benefit. His work combines placemaking, entrepreneurship and community development.
Natalie Myers, CEO of the El Paso County Medical Society, oversees an organization supporting physicians and advancing community health across the county. Under her leadership, the society has strengthened governance, modernized its brand and
engagement strategy, and expanded partnerships across healthcare, education and civic sectors. Myers also serves on the boards of the Better Business Bureau of Southern Colorado and St. Mary’s High School.
Sue Sharkey, longtime member of the University of Colorado Board of Regents, held senior board leadership roles, including board chair from 2017 to 2019 and multiple terms as vice chair during her tenure. A recognized advocate for military and veteran education, she led outreach with Colorado military installations and helped pass House Bill 12-1350, extending resident tuition rates to active-duty service members and their dependents.
Nate Springer, president and CEO of the Care and Share Food Bank for Southern Colorado, retired after a 24-year career as a U.S. Army officer with assignments throughout the world, leading organizations ranging from 30 to 3,000 people throughout his career. He is a member of Feeding America’s Policy, Engagement and Advocacy Committee, working with lawmakers to advance policies that strengthen food security across the United States.
Kirk Woundy, coCEO of the Colorado Springs affiliate of the National Alliance on Mental Illness, joined NAMI in 2016 as a communications consultant, sharing stories of people affected by mental health conditions. Previously, Woundy spent a decade as managing editor and editor-in-chief of the Colorado Springs Independent newspaper. He has written for organizations including Colorado College, Pikes Peak State College, the Independence Center and Springs Magazine.
Future-Proofing Your Business:
How Apprenticeships Build the Workforce You Need
BY BECCA TONN
Can you hear them blowing?
The proverbial winds of change are shifting this country back toward earnand-learn and apprenticeship models. Not so much for blacksmiths or clockmakers but for cybersecurity/IT, advanced manufacturing, healthcare, finance — you name it.
An apprenticeship combines on-the-job experience with formal education, resulting in industryrecognized credentials or degrees — available at all ages and stages in life. Of course, this is wonderful news for job seekers, but don’t overlook this as an opportunity for your business.
According to Forbes, companies such as Amazon and Microsoft demonstrate that apprenticeships create meaningful career pathways for workers and help employers develop a strong, future-ready talent pipeline.
Strategic Talent Development
Despite a spate of recent layoffs, locally and nationally, businesses are still struggling to fill vacancies and retain talent. This will only increase as Colorado’s population continues aging and births decline — translating to fewer workers in the pipeline. Savvy business owners realize the time to cultivate talent is now, especially for industries with ongoing empty positions.
In manufacturing, for instance, companies need a pipeline of workers skilled in specialized processes. What better way to achieve that than through apprenticeships? In healthcare, medical assistants can be trained to transition into more advanced roles.
A recent article in WorkShift states, “Employers consistently describe apprenticeships as a way to cultivate talent pipelines tailored to their specific needs. Rather than relying solely on external labor markets or educational institutions, they are able to develop workers from the ground up, ensuring a stronger fit between employee skills and organizational roles.”
Cost & Productivity Benefits
If you’re focused on short-term or new-to-field roles, then this approach may not be the right fit. But if you’re looking to the future and want to retain employees and see their career progression as a mutual benefit, while retaining better-trained staff, then this can be an opportunity for your company.
“Hiring apprentices is not just a strategy to fill entry-level roles; it’s a powerful way to build a motivated, skilled workforce. For many businesses, apprenticeships offer a win-win situation: young or careerchanging individuals get hands-on training, and employers gain loyal, cost-effective employees tailored to their specific needs,” according to a GoSprout article by Carlos Vazquez.
Not only that, but 92% of employers report seeing a more motivated workforce as a direct impact of apprenticeship programs, according to a We Are Futures article by Vicki Hatton. And a staggering 78% saw higher productivity, with skilled, engaged employees driving efficiency and innovation.
Dollars and Cents
In addition, as GoSprout points out, “One of the most immediate benefits of hiring apprentices is cost savings. Unlike traditional hiring, which may require a significant investment in recruitment and training for fully qualified staff, apprenticeships allow employers to build talent from the ground up. Apprentices often receive lower wages during training, and government funding or tax incentives can help cover education and training costs.
When you look at return on investment, the news gets even better. The median ROI is $144 for every $100 invested, according to the U.S. Department of Labor.
According to the World Economic Forum, as the divide grows between the skills employers need and those potential employees possess, apprenticeships offer a practical way to close that gap by combining on-thejob training with classroom learning, helping businesses develop the skilled workers they’ll need in the future.
Becca Tonn is the communications manager for the Pikes Peak Workforce Center.
Steps to Establish an Apprenticeship
Identify the Need
Target hard-to-fill roles or skills gaps.
Build the Pathway
Define training, wages and mentorship (borrow from other established apprenticeships in your industry).
Get Support
Partner with workforce experts to launch and fund the program.
LEARN MORE about apprenticeships, reach out to us at: PPWBRG@ELPASOCO.COM
719-667-3814
A Legacy of Service: Maj. Gen. Uzal Ent
BY JEANNE DAVANT
Many people believe that Ent Credit Union’s name is an acronym. In fact, the credit union bears the name Maj. Gen. Uzal Girard Ent, a distinguished Army Air Forces officer and World War II flying ace who commanded the Second Air Force, headquartered in Colorado Springs.
Born March 3, 1900, in Pennsylvania, Ent served in the infantry for two years during World War I. He was released in 1919 to attend West Point. Subsequently, he graduated from the Chemical Warfare School at Edgewood Arsenal in Maryland and completed a series of advanced pilot training courses. He graduated in 1936 with a “heavier than air” pilot rating from the Air Corps Advanced Flying School at Kelly Field, Texas. He then completed several tactical and command courses. During this period, he served in positions that included post adjutant, recruiting officer, chief engineering officer and chief inspector.
In 1939, Ent became military and air attaché for the American Embassy in Lima, Peru, serving there until he was appointed chief of staff for the U.S. Air Forces in the Middle East in 1942. On Aug. 1, 1943, he led more than 175 B-24 Liberators of the Ninth Air Force in a spectacular daylight attack that destroyed Nazi oil refineries and installations at Ploesti, Romania.
When he returned to the United States in September 1943, Ent was assigned to Headquarters Second Air Force in Colorado Springs, located in a former tuberculosis sanatorium on East Boulder Street (the current site of the U.S. Olympic & Paralympic Training Center). During World War II, the mission of Second Air Force was to train Army Air Forces heavy bomber and fighter groups. Ent became chief of staff and then Commanding General.
Ent was promoted to major general in June 1944. At that time, the Air Force was rapidly moving to advance its part in the
Manhattan Project, developing nuclear bombs in New Mexico. Ent’s role was to oversee development of an operational squadron and combat group to drop the weapons, and he selected Lt. Col. Paul Tibbets to organize the group.
On Oct. 10, 1944, Ent was flying a B-25 bomber that developed engine trouble during takeoff from Fort Worth Army Air Base, Texas. Ent was able to make a belly landing, but he was severely injured when a propeller tore off and sliced through the cockpit. He suffered a broken back and 10 fractured ribs.
Ent was paralyzed from the waist down and retired due to his disability in 1946. But in the last two years of his life, he took courses in law, experimented with materials to invent lightweight braces for paraplegics and participated in medical research leading to advancements in prosthetics that are still being used. He wrote a book, “What’s My Score?”, to help paralyzed people make the most of their lives. When he died on March 5, 1948, at Fitzsimons General Hospital in Aurora, he was working on a plan for a village in Colorado that would house people with handicaps and their families.
During his lifetime, Ent was well liked and, at one point, was mentioned as a potential Republican candidate for U.S. president.
In 1951, the Air Force opened Ent Air Force Base on the site where Ent had commanded the Second Air Force. The base was the headquarters of NORAD from 1957 to 1963, when NORAD moved to the Cheyenne Mountain Air Force Station. Thereafter, the base was known as the Ent Annex to the Cheyenne Mountain facility.
In 1957, about a dozen service members stationed at the base decided they wanted to start a credit union.
“It was a pretty simple thing to do back then,” says Matt Gendron, former chief engagement officer at Ent Credit Union. “They put together about $300 and went through the proper procedures” to obtain a federal charter.
Sources: www.af.mil (official U.S. Air Force website), Atomic Heritage Foundation, Latrobe Bulletin
“In March 1957, Ent Federal Credit Union was born,” Gendron says. “The founders named it after the general because they liked what his life embodied and the values of courage and service and resilience.”
After the base closed in 1976, its barracks became athlete housing, and the former NORAD building housed the U.S. Olympic Committee’s headquarters. The credit union grew to become Colorado’s largest, with more than half a million members and nearly $10 billion in assets as of December 2025.
Ent Credit Union’s name soon will change, after its merger with Wings Credit Union. But Ent’s legacy of service, education and resilience continues in the new entity, Gendron says.
The general’s name also lives on at the Ent Center for the Arts — the credit union was a major donor for its construction.
A street at Peterson Space Force Base is called Ent Street, and the credit union took extraordinary measures to name the street that runs to its headquarters Ent Parkway. That name will remain, Gendron says.
Jeanne Davant is a senior writer for the SoCo Business Forum & Digest.
Photo courtesy of Ent Credit Union
EPIIC’s mission is to drive entrepreneurship at UCCS and in the Pikes Peak Community:
• Venture AttractorTM — Torch Grants, and Spark the Springs
• The Garage
• EBV (Entrepreneurship Bootcamp for Veterans)
• Community Partnerships, including VetCon 2025
• EPIIC Nights
• COS Rising with our partners Exponential Impact and Catalyst Campus
• And So Much More!
2025 Achievements
The Garage Ventures have generated over $140K in revenue this year
Awarded the 6th ($50,000) Torch Grant to Colin Plover (Nightingale) Announced Lauren Little (LodgeIt.) as the 7th Torch Grant Recipient
Hosted the inaugural EBV program with 16 veteran entrepreneurs from around the country
Hosted over 25 events and workshops for COS entrepreneurs with 1,000+ total attendees
Venture Attractor Companies have raised $1mm+
NONE OF THIS WOULD BE POSSIBLE WITHOUT OUR 2025 SPONSORS :
LEGACY SPONSOR : JIM WALDROP
