Are You at a Turning Point?
BY KEN KELLER SCVBJ Contributing Writer
Every CEO eventually reaches a moment when the familiar path ahead becomes unclear. Growth slows. Long-trusted strategies stop producing the same results. Your organization feels busy, yet progress seems uneven. These signals can be subtle or dramatic, but they all point to the same question: Are you at a turning point?
Turning points rarely announce themselves loudly. More often, they reveal their presence through patterns. You may notice that decisions you once made quickly now require more debate. Or you observe that meetings feel repetitive, conversations revolve around the same issues, and the once-steady confidence of your leadership team has softened into hesitation. These are not signs of failure, rather, they are signs that your business is evolving and that your leadership must evolve with it.
The good news is that turning points are opportunities. They invite you to step back, reassess and chart a sharper path forward. The most effective CEOs treat these moments not as disruptions but as inflection points, places where a thoughtful decision can change the trajectory of the company.
One of the clearest indicators of a turning point is complexity outpacing clarity. As companies grow, they accumulate systems, processes, customers, and commitments. Eventually, these layers create drag. What used to be simple now feels cumbersome. When complexity grows
Turning points rarely announce themselves loudly. More often, they reveal their presence through patterns. You may notice that decisions you once made quickly now require more debate.
faster than your team’s ability to navigate it, performance starts to flatten. CEOs often sense this before anyone else. You feel it in the way small decisions now require big energy.
Another sign appears in your people. The best employees begin asking deeper questions; about priorities, about direction, about what the company truly stands for. They want alignment, and they want it from you. If you sense that your highest performers are seeking clarity, it’s probably because the organization has reached a strategic crossroads. The questions they bring to you are the very questions you need to be asking yourself.
But a turning point is not just organizational; it is personal. CEOs tend to outgrow their leadership style every few years. The approach that propelled you to earlier success may no longer match the realities you now face. Maybe you need to shift from being the chief problemsolver to becoming the chief simplifier. Or from being deeply operational to being more strategic. Or from being inwardly focused to becoming the face of the company in the marketplace. When your role starts to feel misaligned with the company’s needs, you are standing at a personal turning point.
The good news is that turning points
are opportunities. They invite you to step back, reassess, and chart a sharper path forward. The most effective CEOs treat these moments not as disruptions but as inflection points, places where a thoughtful decision can change the trajectory of the company.
Start by asking three questions:
1. What has changed that I have not fully acknowledged?
Many CEOs know the answer instinctively but haven’t articulated it out loud.
1. What are the vital few things that matter most right now?
A turning point demands focus, and less activity.
1. What must I do differently as a leader?
Growth at the next stage requires a different version of you.
If your answers feel uncomfortable, you are likely on the right track. Turning points are moments of truth and also moments of possibility. Embrace them, and you position your company, your team, and yourself for the next chapter of growth.
Colorectal Cancer and Adults under 50: A Growing Risk
IBy Patrick Moody Henry Mayo Newhall Hospital
f you’re under 50, you probably don’t spend much time worrying about colorectal cancer. But new research suggests it deserves your attention. Colorectal cancer has become the leading cause of cancer death among U.S. adults younger than 50, according to a recent research letter published in the Journal of the American Medical Association (JAMA).
That’s a dramatic shift. Back in the 1990s, it ranked fifth.
Underneath the scary headline, there’s good news along with the bad news. Overall, cancer death rates for people under 50 fell by 44% between 1990 and 2023. In fact, colorectal cancer is the only major cancer in this age group that’s seen deaths go up.
But death rates from colorectal cancer have risen by an average of 1.1% per year since 2005, researchers report.
That steady climb has health experts concerned. One reason why? Three out of four patients under 50 are diagnosed after the cancer has already reached an advanced stage. Here’s what you should know, and what you can do about it.
WARNING SIGNS TO WATCH FOR
Because younger adults aren’t typically screened for colorectal cancer, most early-onset cases are caught because of symptoms. According to the American College of Surgeons, research shows that 88% of young patients diagnosed with colorectal cancer had a colonoscopy because of symptoms and not during a routine screening. And 70% of young patients have no family history of the disease.
That makes knowing the warning signs really important. Watch for:
Abdominal pain.
Rectal bleeding or blood in the stool.
Changes in bowel habits, especially diarrhea.
Iron-deficiency anemia.
Fatigue.
Unexplained weight loss.
According to research from the National Cancer Institute, having even one of these signs is linked to twice the risk of a colorectal cancer diagnosis in younger adults. For those with three or more, the risk was six times as high.
Detecting cancer early matters. When colorectal cancer is found early and hasn’t spread, the five-year survival rate is above 90%. But once it has spread to distant organs, that rate drops to about 15%.
So if you notice any of these symptoms, don’t brush them off. See your healthcare provider so you can get checked out.
SCREENING
CAN SAVE LIVES
Learn more about what screening options are
available, including colonoscopy and at-home stool tests, and ask your healthcare provider which one is right for you.
For people at average risk, colorectal cancer screening should start at age 45. If you have a family history or a genetic condition that raises your risk, talk to your doctor about starting earlier.
To learn more, visit henrymayo.com/ colon.
Businesses That Play a Supporting Role
BY ALICIA DOYLE Signal Staff Writer
Santa Clarita’s reputation as a film-friendly city rests on more than its soundstages and scenic locations — it’s powered by local businesses that keep productions humming from start to finish. Cinematic storytellers, city coordinators and rapid-response restoration crews are among those that form a tightknit ecosystem which supports the movie industry while channeling economic benefits back into the community.
City Coordination For Seamless Shoots
The Santa Clarita Film Office serves as the hub for film and TV productions, streamlining every step. “The Santa Clarita Film Office is the central point of coordination for filming in the City,” said Tyler Pledger, economic development manager for the City of Santa Clarita. “We manage the permitting process, connect productions with the appropriate City departments and public safety partners, and provide guidance on how to film here efficiently and in compliance with local requirements.”
Proximity to Los Angeles gives Santa Clarita an edge, blending urban access with expansive spaces. “We’re close to Los Angeles, within the Thirty Mile Zone, but we offer the space and open canvases that are increasingly hard to find elsewhere,” Pledger noted.
“The long history of filming here, now supported by more than 50 soundstages and multiple movie ranches within City limits, allows us to operate as a true onestop shop built around production timelines.”
Producers praise the office’s efficiency. “What they value most is having a single, knowledgeable point of contact who can coordinate across multiple agencies,” Pledger said. “Instead of navigating separate processes for permits, Fire, Sheriff and other approvals, they work through one office that understands production timelines and can move requests quickly.”
She highlighted responsiveness as a standout: “They also consistently mention responsiveness and clarity. Knowing what’s required, how long it will take, and having a team that can troubleshoot in
real time makes Santa Clarita a very dependable place to film.”
Vendors Fueling Efficiency and Growth
Santa Clarita’s vendor network elevates its appeal, enabling crews to source locally and stay on schedule. “Our local vendor network is a major part of what allows productions to operate efficiently in Santa Clarita,” Pledger said.
“Because so many experienced film-support companies are based here — from camera, sound,and special effects to construction, equipment, transportation and cleaning services — crews can source what they need locally.”
This infrastructure has drawn national acclaim. “That depth of professional, film-ready services is one of the reasons Santa Clarita has been recognized by MovieMaker Magazine as one of the Best Places to Live and Work as a Moviemaker,” she said. “It’s not just about great locations, it’s about having the workforce, the businesses and film-friendly neighbors in place to support a production from start to finish.”
The payoff is local: “It also means the economic impact of filming stays in the community, helping those small and mid-sized businesses grow alongside the industry.”
Pledger looks forward optimistically. “What’s most exciting is how well positioned Santa Clarita is for where the industry is heading,” she said. “As productions look for efficient, full-service locations close to Los Angeles, we already
have the infrastructure, the experienced workforce, and the streamlined processes in place.”
Storytelling that Drives Business
Local production companies like Perez & Co. Films amplify Santa Clarita’s creative edge by helping businesses craft compelling narratives. “Perez & Co. Films is a story-driven production company I founded to help brands and businesses turn real stories into strategic video assets,” said Founder and Director Jose Perez. “I specialize in documentary-style brand films, testimonials and micro-documentaries that build trust and support measurable growth.”
Perez prioritizes authenticity over polish. “Instead of simply producing promotional content, I focus on uncovering the human narrative behind a business (the why, the mission, the perseverance),” he explained.
“That authenticity creates emotional connection, and connection builds longterm brand equity.” His motto, “turning stories into strategy,” underscores the commercial focus: “Today, attention alone isn’t enough but credibility is what truly converts. I help businesses communicate who they are, what they stand for, and why it matters through cinematic storytelling.”
He positions himself as a community connector: “I see my role as helping bridge the gap between cinematic storytelling and practical business growth.” Perez welcomes collaboration: “If there are
Local Studios Report Uptick In Filming
BY PERRY SMITH Senior Staff Writer
An extensive network of resources, a rich history and help from local and state government have all played a role in some of the Santa Clarita Valley filming resources seeing a return of some very major projects.
City budget officials have said the local financial impacts are expected to remain lower than historical levels in this year’s budget — which all told, including permits and hotel stays and other revenues sources — was reported at about $43 million annually in 2022, the last year before the writer’s strike.
However, leaders in the local marketplace from places like Sable Ranch, Rancho Deluxe and the largest local venue, Santa Clarita Studio, have all stayed busy and reported growth, some mentioning working with others to accommodate growth, some touting some major projects in the pipeline and everyone saying that the cameras are rolling again on local lots.
At Rancho Deluxe, which is in Placerita Canyon, near Melody Ranch, Sable Ranch and Disney’s Golden Oak studios, Steve Arklin Jr. still sees a variety of projects on their more than 200 acres, which offers a variety of scenes
When the writer’s strike shut down a lot of production in 2023, he was able to focus his effort on further developing the event-venue portion of the property, which has been used for everything from corporate holiday parties to birthdays to weddings, with a large staging area and a historic bar from the Old West.
However, more recently he’s been busier with the kind of activity that’s been shared among his neighbors in Placerita Canyon — the kind that people see on major streaming services from Hulu, Netflix and HBO.
He said most of the projects he’s not allowed to talk about, as production companies often like to keep their locations and shooting times away from the public’s prying eyes — which traditionally also has been another benefit of Santa Clarita, versus a major studio lot, some have said.
But overall the picture has changed
from the occasional music video or the odd commercial project that wasn’t impacted by the writer’s strike — which was the scene in 2023, so to speak, after a monthslong studio-production shutdown — to the type of major motion picture production that made Santa Clarita famous for and which was the intended target of a major tax break in the state’s July budget
Changing Marketplace
Prior to the shutdown, the Santa Clarita Valley saw an average of more than $30 million per year in financial impact from productions that, as local officials frequently say, would film, eat and sleep here.
That reached a peak in 2022, but City Manager Ken Striplin said during a recent budget presentation that the recent figures are closer to 40% of the traditional amount that the industry brings in each year.
The Santa Clarita Valley Economic Development Corp. shared data in its annual report presented to the City Council as the 2025 Economic Snapshot, based on data from the city and county film offices.
The estimated economic impact in the 2025 calendar year was less than $21 million all told, based on the EDC data, Santa Clarita reported 579 filming days through its permit office in 2022, which
“Gov. Gavin Newsom signed legislation in July 2025 expanding California’s Film & Television Tax Credit Program (Program 4.0) to $750 million annually, more than doubling the previous $330 million cap to keep production, jobs and investment in the state. The program offers a 35-40% refundable tax credit, supports workforce diversity, and has approved over 800 projects since 2009.”
is compared to fewer than 300 for the most recent annual data available, 202425.
LA County saw similar deficits in its financial data and also pushed on Gov. Gavin Newsom’s office to act, which it ultimately did in a significant way.
LA County’s Board of Supervisors “approved a motion on July (15) aimed at cutting red tape, modernizing permitting processes, and exploring bold new investments to secure the region’s creative future. While it may be some time to see the results of these initiatives, they are a much-needed step in the right direction,” according to the snapshot.
Newsom’s measure, which also was approved in July with the state budget, called for a massive expansion of the
Some of the Santa Clarita Valley’s biggest film locations, such as Rancho Deluxe, are reporting that after a bit of a dry spell, more filming is starting to return to the Santa Clarita Valley, especially on local soundstages. SIGNAL FILE PHOTO
The Commute Is Costing More Than You Think
BY ONDRÉ SELTZER PRESIDENT & CEO OF THE SANTA CLARITA VALLEY ECONOMIC DEVELOPMENT CORPORATION
When we talk about the workday, we usually think about what happens once someone clocks in. But for a lot of employees, the workday actually starts much earlier—and ends much later—because of the commute.
Across Los Angeles County, the average one-way commute is about 30 minutes. That’s more than an hour a day in traffic. Over the course of a year, it adds up to the equivalent of more than a full workweek spent behind the wheel.
For employers, that time loss has real consequences.
Commutes
Affect How People Show Up
Long commutes don’t just eat up time. They wear people down. When employees spend hours each week in traffic, stress levels rise, flexibility disappears, and burnout becomes more likely.
Over time, that shows up in familiar ways: more missed days, more turnover, and more time spent rehiring roles that were just filled. It’s not always obvious at first—but it’s costly.
Shorter Commutes Change the Dynamic Working closer to home makes a real difference—beyond convenience. Employees with shorter commutes tend to arrive more focused, less stressed, and better able to manage the rest of their lives outside of work.
For businesses, that often means better attendance, stronger engagement, and more consistency across teams. People stay longer when work fits more naturally into their lives. High-quality Jobs Are Closer Than Ever
For a long time, the assumption in Southern California was simple: you live here, but you work somewhere else. That’s changing.
The Santa Clarita Valley (SCV) is home to a robust and growing mix of employers across advanced manufacturing, aerospace and defense, biotech, digital media, IT, and corporate operations. More residents can build meaningful careers without giving up hours each week to traffic.
That’s good news for employers looking to build stable, committed teams.
That’s exactly why SCVEDC created the SCV Job Board.
It’s a hyper-local hiring platform built specifically for SCV employers and job seekers. Unlike national job boards that cast a wide, unfocused net, the SCV Job Board is designed to help employers reach candidates who are actively looking to work in our valley.
When businesses post openings at www. scvjobboard.com, they’re tapping into a local workforce that values shorter commutes
That’s economic development in action.
The Santa Clarita Valley Economic Development Corp. is a unique private/public partnership representing the united effort of regional industry and government leaders. The SCVEDC utilizes an integrated approach to attracting, retaining, and expanding diverse businesses in the Santa Clarita Valley, especially those in key industry clusters, by offering competitive business services and other resources. For more information, visit SCVEDC.org.
STUDIOS
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state tax program that subsidizes filming.
“Gov. Gavin Newsom signed legislation in July 2025 expanding California’s Film & Television Tax Credit Program (Program 4.0) to $750 million annually, more than doubling the previous $330 million cap to keep production, jobs, and investment in the state,” according to the EDC. “The program offers a 35-40% refundable tax credit, supports workforce diversity, and has approved over 800 projects since 2009.”
Newsom celebrated the signing with a recognition in Burbank, which introduced “key updates to keep production, below-the-line jobs, and investments rooted in California,” according to a statement at the time from the governor’s office.
Newsom awarded 16 new television shows through the program, which are anticipated to bring in $1.1 billion nto state coffers, with 6,700 cast and crew jobs across Califonia.
Staying Busy
Some were impacted by the shutdown at varying levels to differing degrees, and it’s important to remember that film permits aren’t the only way to measure filming impact, because that doesn’t include the filming that happens on soundstages like Michael DeLorenzo.
DeLorenzo is considered by many to be a leader in the local filming scene, as someone who not only leads the largest local filming space, Santa Clarita Studios, but he’s also one of the longest steady presences here, running Santa Clarita Studios since its the city’s inception in 1987.
Despite several difficult years for the industry as a whole, Santa Clarita Studios, the largest player in the local studio scene, actually came out with two more soundstages than it reported having in 2022, for a total of 35.
In addition to several long-running major network produc-
tions like “SWAT,” “NCIS,” “Westworld,” “Goliath” and “CSI: Vegas,” the studio also has a number of major projects scouting the area, which is something that often benefits a number of locations.
In fact, Rancho Deluxe and LA North, another major presence have both mentioned De Lorenzo, as well as the fact that the studios often share projects and work together to help keep as much filming in the Santa Clarita Valley as possible.
TREVINO
Product Warehousing and event hosting, such as this 2022 Silver Spur celebration for College of the Canyons at Santa Clarita Studios, represents an example of one of the ways studios stayed busy when filming hit a lull. SIGNAL FILE PHOTO
Celebrating Leadership, Innovation and Community at Our 103rd Annual Awards & Installation
For 103 years, the Santa Clarita Valley Chamber of Commerce has championed business, strengthened economic vitality, and served as the trusted voice of business for our region. Our 103rd Annual Awards & Installation, with Title Sponsor Henry Rodriguez State Farm, was a powerful reflection of that legacy and of the extraordinary leaders who continue to move our Valley forward.
Each year, we gather to honor the businesses, nonprofits, and individuals whose work fuels innovation, creates jobs, and strengthens our community. This year’s honorees exemplify resilience, vision, and a deep commitment to meaningful impact across the Santa Clarita Valley.
Santa Clarita Valley Historical Society – Nonprofit of the Year
For decades, the Historical Society has preserved the rich heritage of our Valley, ensuring that the stories of our past continue to inform and inspire our future. Their dedication to education, preservation and community engagement enriches the cultural fabric of Santa Clarita.
Pam Ingram – Cheri Fleming Heart of the Community Award
Pam’s servant leadership and unwavering commitment to community connection embody the very spirit of this award. Her influence extends across sectors, strengthening both business and civic life in meaningful and lasting ways.
Frank Oviedo – Public Service Award
Frank’s leadership reflects integrity, responsibility and a steadfast commitment to public service. His work demonstrates how thoughtful governance and community partnership help build a stronger region for all.
Koegle Law Group, APC – Rising Star
Award
In just a short time, Koegle Law Group has made a remarkable impact. Their rapid growth, entrepreneurial drive and commitment to excellence represent the next generation of business leadership in the Santa Clarita Valley.
Thermal Horizons Yoga and Wellness Center – Entrepreneurial Spirit Award
With innovation and passion at the forefront, Thermal Horizons has demonstrated how bold vision and community centered business practices can create both economic success and meaningful impact.
Celebrating our Community
Property Management Professionals – Business of the Year
This year’s highest honor recognizes sustained excellence. Property Management Professionals has grown into a significant economic contributor while maintaining a strong commitment to service, teamwork and community investment.
Senator Suzette Valladares presents the Santa Clarita Valley Historical Society on being recognized as Nonprofit of the Year. Photo credit: SchlickArt
Eric Angle and Team from Property Management Professionals with their Business of the Year Award. Photo credit: SchlickArt
The evening also marked the installation of our 2026 Board of Directors. This distinguished group of leaders represents a diverse cross section of industries and expertise, united by a shared commitment to advancing policies, partnerships and programs that strengthen our business climate.
We are especially proud of the leadership of our Chair of the Board, Di Thompson. Her leadership is defined by inclusivity, strategic vision and a deep belief in the power of collaboration.
This celebration was not simply about recognizing achievement. It was about momentum.
The Santa Clarita Valley business community is strong because leaders choose to show up, engage and invest in something greater than their individual organizations. As we move into 2026, we invite every business to lean in. Attend events. Join a committee. Participate in advocacy efforts. Mentor emerging leaders. Explore sponsorship opportunities. Your engagement strengthens not only your business, but our entire regional economy.
Together, we will continue building a Valley defined by innovation, collaboration and lasting prosperity.
The work continues and we look forward to advancing it with you.
Celebrating our Community
Henry Rodriguez presents Frank Oviedo with the Public Service Award. Photo credit: SchlickArt
Brian Koegle and team from Koegle Law with their Rising Star Award. Photo credit: SchlickArt
Pam Ingram with President/CEO Ivan Volschenk, Chair Di Thompson and friends with her Cheri Fleming Heart of the Community Award. Photo credit: SchlickArt
Di Thompson presents Ben Benedetti & Jaime Annett owners of Thermal Horizons with the Entrepreneurial Spirit Award. Photo credit: SchlickArt
Congratulations to Finally Damily Homes on your grand opening in December. Go visit finallyfamilyhomes.org to find out more. Thank you to everyone who came out to celebrate and support them. Photo credit: Joie de Vivre Photographie
Crystal Carr, Field Representative for Assemblywoman Pilar Schiavo congratulates Executive Director Christina Dronen of Finally Family Homes on their grand opening. Photo credit: Joie de Vivre Photographie
Celebrating SCV Businesses
Shannon Hurst, Field Representative for Congressman George Whitesides congratulates Brad Watson owner of Property Management Professionals on their grand opening. Photo credit: Joie de Vivre Photographie
Congratulations to Property Management Profesionals on your grand opening in January. Go visit tpmprollc.com to find out more. Thank you to everyone who came out to celebrate and support them. Photo credit: Joie de Vivre Photographie
To view our full calendar and event details go to www.SCVChamber.com or scan the QR Code below.
Development in Saugus; Questions in Valencia
BY PERRY SMITH SCV Business Journal Editor
There are big plans in the works for the Santa Clarita Valley in 2026, a few in the pipeline, so to speak, as well as some pretty big glaring question marks.
Moves are being made in Bouquet Canyon, the first of several, and there are big plans for Valencia, and just as big are the question marks. As Bouquet Canyon Road commuters have almost certainly noticed, Lennar, one of the nation’s largest homebuilders, has closed the major arterial for its realignment, a plan intended to allow access for its latest development off David Way.
Lennar’s plans for the Bouquet Canyon Road Project northeast of the intersection of Plum Canyon Road and Bouquet Canyon Road in Saugus included the construction of 371 dwelling units, including 175 single-family attached dwelling units, 136 detached condominium dwelling units and 60 single-family detached dwelling units.
The project also allows the city to get the re-alignment of Bouquet Canyon Road that is expected in the general plan.
For southbound drivers on Bouquet Canyon Road, they’ll be able to take David Way to Copper Hill Drive on a continuous signal. Kathleen Avenue at Copper Hill Drive will also become a signalized intersection to help traffic, according to Joel Bareng, Santa Clarita’s traffic engineer.
There also will be intersection changes at Bouquet and Seco canyon roads; Bouquet and Haskell canyon roads; Plum and Bouquet canyon roads; Bouquet and Centurion Way; and Bouquet and David Way.
The gate has been installed, and it is intended to allow access to residents off Benz Road.
Going a little further west, Round
One Entertainment is opening one of its newest locations in Valencia.
The new Round1 Bowling & Arcade will occupy approximately 125,000 square feet at the southeast end of the shopping center and is currently anticipated to open in early 2027, according to an announcement from the mall’s developer, Centennial.
“Guests can look forward to safe family fun or friendly competition with activities ranging from bowling, arcade games (Including exclusive Japan imports), 100+ crane machines, professional-grade billiards, karaoke and more,” according to its website.
Round 1 announcement is one of the few bits of public information the mall has released amid apparently protracted negotiations that have taken place since the city has received a request from the mall for $60 million in subsidies for a new parking structure.
One of the most interesting parts of that recent announcement is the timeline, which comes on the heels of the city giving zero mention of a private-public partnership with the mall during the recent release of its five-year plan.
Over the past few months, Santa Clarita planners have talked about their major efforts for 2026-27, first through the city’s annual budget, and then through the announcement of the city’s latest fiveyear plan, a new the city of Santa Clarita has been talking about its latest five-year plan for development called the new way forward. For reference, in addition to finish-
ing long-discussed projects like the Dockweiler Drive extension, and some that have been in the works, like The Rink and Old Town Newhall’s revitalization, the fiveyear plan mentioned a couple of ambitious new projects: a business center and the potential “acquisition” of the former Santa Clarita Elementary School site. Rosati’s is a new Chicago-style pizzeria coming to the Canyon Country area.
Taking over the former pierogi spot at 26511 Golden Valley Road, Rosati’s lays claim to being “Chicago’s Greatest Thin Crust Pizza,” on its website.
As mentioned earlier, there are other plans under consideration for Bouquet Canyon Road, the property is located along Bouquet and Vasquez canyon roads, south of LARC Ranch, where the county recently announced its first progress on a long-awaited water pipeline.
The plans for the unincorporated areas propose the creation of 281 residential lots, 33 homeowner association lots, four water quality basin lots, three L.A. County Flood Control lots, one water tank lot and one Santa Clarita Valley Water Agency lot on 328.7 gross acres, according to the environmental review documents for the plan.
The Synactico project is still being worked on with county officials, according to Chad Stadnicki of Synactico Investments, who indicated Thursday that Synactico was the owner-developer for the property. He said he did not expect to see any action on the project in front of county planners until later this year.
The Hidden Workplace Epidemic
BY PAUL BUTLER SCVBJ Contributing Writer
I’m a big Beatles fan. Just yesterday, I was listening to the haunting lyrics of the song ‘Eleanor Rigby’. John and Paul plead with us to: “Look at all the lonely people” and then sadly tell us that Eleanor was: “… buried along with her name — nobody came.”
That same afternoon I was reading an article about anger in the workplace and it strikes me that at least some anger comes from a place of loneliness — a fear that no-one understands you; no-one cares about you or knows what you’re going through.
It seems to me that this anger is a type of bad fruit that falls from a diseased tree — the root of the issue is loneliness and the fruit is anger.
Even though we endeavor to compartmentalize our work-life and our home-life, I’ve noticed that when there are challenges at home, we take them to work and the vice-versa. It can get ugly.
In Gallup’s recent workforce poll, 44% of the world’s employees experienced anxiety, anger and deep sadness. The latest Mercer Report shows that 81% of workers are burned out. Even Starbucks last week announced they were closing stores in five U.S. cities due to incidents with customers that make it unsafe to operate.
I’m no philosopher or psychologist — (but rather I’m a recovering accountant) but it seems to me that if we can agree that loneliness is the disease and one of the symptoms is anger, then its most effective for us to attempt to cure the disease, (loneliness) than treat the symptom (anger).
In the workplace, anger rears its ugly head in many horrid ways. Hostile work environments; poor productivity and adverse customer relations can be tracked back to unhappy people; unhappily working with other unhappy people.
So, what’s the cure for all this sadness? My experience suggests it has to start from within. Within an individual employee. Within an individual organization.
I’ve personally witnessed in different corners of the world that when an individual employee has invested time to consider who they are; whose they are and think deeply about who they’re called to be of service to — there’s a peace about them that passes all understanding. Whereas happiness is circumstantial and it comes and goes with the wind (i.e., situational changes), joy is perpetual as it comes from within rather than without. Joyful people carry their own weather with them.
I’ve noticed that people who are rooted to such internal joy are able to weather any storm. What’s more, like a pebble in a pond, they are able to ripple out and positively influence others they work with. Such people make great team leads.
I’ve also noticed two types of organizations — those who focus on nursing the problem or those who focus on providing solutions to prevent problems.
My observation has been that some organizations invest an inordinate amount of their financial resources to nurse the problem — sick days; mental health clinics; workplace psychologists and onsite yoga classes to name just a few. They’re achieving little more than stretching a big expensive band-aid on a gaping wound.
Conversely, other organizations, (like a good doctor) want to cure the problem by focusing their attention on de-
veloping leaders of high character and high competence. Such leaders help employees connect their passion and talents to roles within the organization to avoid what I call the “square pegs in round holes” problem. This second type of organization evangelize their mission in this world to bring out the very best of their human resources. In turn, they produce business results that benefit all — the customer, shareholder, community and employees. They operate on a more balanced scorecard than just profit.
Lonely people can become angry people at work. Organizations that are well-run redirect anger into passion: it’s just a different emotion. Great leaders know how to connect people to an organizational mission, (the “why”) and a vision, (“where do we want to get to and by when?”). Great leaders know how to bring out the best of human resources so when they leave or retire, they’re not forgotten along with their name. Great leaders care about others so that no-one feels lonely not even our employee, Eleanor Rigby.
Paul Butler is a Santa Clarita resident and a client partner with Newleaf Training and Development of Valencia (newleaftd.com). For questions or comments, email Butler at paul.butler@ newleaftd.com.
In Gallup’s recent workforce poll, 44% of the world’s employees experienced anxiety, anger and deep sadness. The latest Mercer Report shows that 81% of workers are burned out. ©ADOBESTOCK
SUPPORT
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entrepreneurs or business owners reading this who want to share their ‘why,’ the mission behind what they’ve built, I would love to connect.” His vision: “My goal is to contribute to Santa Clarita’s growth not
Spring is here —
only as a filming destination, but as a hub for creative entrepreneurship and brand storytelling.”
Action Specialists
Action Specialists brings precision, creativity and safety together to make movie magic happen. Founded by veteran
That Means it’s Time for Spring Cleaning!
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stunt coordinator Mark Dirkse, the Santa Clarita–based company specializes in the design and execution of dynamic action sequences for film, television, and live themed entertainment.
“We develop, implement, train and provide design review of stunt and safety aspects for motion picture, television, and live themed entertainment,” Dirkse explained. With more than 17 years of experience in the entertainment stunt industry, he has overseen complex action sequences and safety operations on numerous film projects, as well as coordinated live-action shows for major theme parks in the U.S. and abroad.
Action Specialists also supplies an extensive inventory of professional stunt equipment for rental, including fall pads, flying rigs, burn suits, rigging gear, minitramps, compact air systems and inflatable boats — everything needed to make a scene spectacular while keeping performers safe.
Beyond traditional stunts, the company has carved out a reputation for helping filmmakers and game developers achieve seamless CGI and motion-capture effects. Over the past eight years, Action Specialists has collaborated with leading
See MOVIES, page 19
The List: Movie Studios and Sound Stages
Resale Market Starts on Upbeat Note
BY DAVID WALKER Southland Regional Association of Realtors
The residential resale market in the Santa Clarita Valley got off to a positive start during January with home and condominium sales up slightly and median prices down, the Southland Regional Association of Realtors in the early data from 2026.
Local Realtors helped close escrow on 104 single-family homes last month, which was up 2.0% from January 2025. Sales typically are lower in January than the rest of the year, but this year the tally was the highest for the month since 2022, suggesting buyer activity in the closing months of 2025.
Realtors also assisted the transfer of 42 condominiums, an increase of 5% over the prior year. It also was the highest tally for the month since 2022.
“It’s a welcome robust start to the new year, especially with the increase in active listings offering prospective buyers many more options,” said Nicole Stinson, the 2026 president of the 10,000-member Southland Regional Association of Realtors. “Interest rates are at their lowest levels since 2024 and are expected to go lower in the coming months. It’s possible people who have been sitting on the sidelines may decide to jump into the market.
“Plus, for the first time in multiple years,” Stinson said, “homesellers are willing to consider concessions and growing numbers are flexible on pricing. We’re inching closer to a more balanced market, where neither buyer nor seller have an advantage.”
The median price of homes
A vantage point from Golden Valley High School showcases the Via Princessa project, which is expected to bring hundreds of homes and commercial space to an area where Via Princessa is being extended. This is one of several pending projects expected to add to the Santa Clarita Valley’s growing supply.
PHOTO BY HABEBA MOSTAFA / THE SIGNAL
that changed owners last month came in at $820,000, down 0.8% from January 2025. It was the lowest median price in 13 months and well below the record high $910,000 set in March 2024.
Similarly, the condominium median price of $528,000 was down 9.7% from a year ago and well below the record high of $650,000 set in June 2024.
“After watching resale prices climb higher nearly every month over more than a decade, it’s refreshing to see even slight increases in affordability,” said Valerie Biletsky, the Association’s Chief Executive Officer. “There are plenty of lingering questions that could impact the national and local economies, yet the new year is showing promise for the local residential real estate market.”
The association reported mixed results for the active inventory: the 403 single-family home active listings fell 5.2% from a year ago while the condominium active listings jumped 11.6% to 231 listings.
Valencia is the leader in active listings for the Santa Clarita Valley in February, with 226 listings, almost evenly split between single-family homes (117) and condominiums (109). There were 143 listings in the Canyon Country area, and 96 for Saugus.
In terms of where the biggest drop off in list price was seen, Valencia had a medi-
an list price of $769,000 in February 2026, compared to $868,000 the same time last year. The actual median sale price though only declined by $5,000.
Interestingly, while Canyon Country saw a $13,000 decline in the average values of its single-family home listings, it also saw a $35,000 increase in its actual closing prices over the same time period.
Combined home and condo pending escrows – a measure of future sales activity – totaled 161, down 1% from January 2025.
SRAR’s Income-to-Loan guide for January found that an income of $132,500 was needed to qualify for an 80% loan of $422,400 on a Santa Clarita Valley median-priced condominium of $649,000. With the national average interest rate at 6.23% during December – the lowest since December 2024’s 6.31% and well below the 7.79% of October 2023 – the income needed to qualify decreased 13.7% compared to a year ago. The monthly PITI — principal, interest, taxes and insurance payments — totaled $3,313.
Preserving History, Easing Property Taxes
BY JEFF PRANG Los Angeles County Assessor
This month, I’m going to visit with you about a way to save money on property taxes while preserving a piece of California history.
California is home to thousands of historic homes and buildings that tell the story of our communities. Maintaining these properties, however, can be costly. The Mills Act was created to help property owners preserve these historic structures by offering a financial incentive in the form of reduced property taxes.
The Mills Act allows cities and counties to partner with owners of qualified historic properties. Through this partnership, a property owner agrees to actively maintain, restore, and preserve their historic building in exchange for possible property tax relief.
Enacted in 1972, the Mills Act is a California law that allows cities and counties to partner with owners of qualified historic properties. Through this partnership, a property owner agrees to actively maintain, restore, and preserve their historic building. In return, the property owner may receive property tax relief to help offset the cost of upkeep and rehabilitation.
A Mills Act agreement is a contract between the property owner and the local government. The initial term is 10 years, but it automatically renews each year on its anniversary date. This creates what is known as a “rolling” 10-year term, which means the agreement always has 10 years remaining unless either party chooses to end it, according to program rules.
Once a property enters the Mills Act program, the local government notifies the County Assessor, in Los Angeles County that’s me and the Assessor then calculates the property’s value each year using a special method set by state law. This is called the restricted value.
The Assessor compares three values each year:
1. The current market value.
2. The factored base year value (often referred to as the Proposition 13 value).
3. The Mills Act restricted value.
The lowest of these three values becomes the taxable value for that year. Because the restricted value is often lower than market value, many owners see a reduction in their property taxes.
However, Mills Act homes are reassessed annually, so taxes may still rise or fall depending on economic conditions.
Property owners are notified by mail of their Mills Act value each year, typically when the contract is first applied or during the annual assessment notice period in the spring.
Eligibility and application procedures vary by city and county. Generally speaking, though, a property must be officially recognized as historic or be located within a designated historic district. Owners interested in the program should contact their local Planning Department or Community Development office to learn:
• Whether their city or county participates in the Mills Act.
• What historic designation is required.
• The application timeline and criteria. Even if a property was not previously identified as historic, it may now qualify under updated surveys or preservation standards.
The Mills Act is designed to balance two important goals: protecting California’s architectural heritage and making it financially feasible for owners to care for historic properties. For many homeowners, it provides meaningful tax relief. For communities, it helps ensure that historic buildings remain standing and thriving for future generations.
For more information on the Mills Act go to the Assessor’s website at assessor. lacounty.gov/tax-relief/mills-act.
Los Angeles County Assessor Jeff Prang has been in office since 2014. Upon taking office, Prang implemented sweeping reforms to ensure that the strictest ethical guidelines rooted in fairness, accuracy and integrity would be adhered to in his office, which is the largest office of its kind in the nation and provides the foundation for a property tax system that generates about $20 billion annually. Assessor Prang was the 2025 president of the California Assessors’ Association.
MOVIES
Continued from page 16
studios including Sony, Activision, Sega, Novagate, Digimax and Microsoft, contributing to cutting-edge digital productions.
Film and television credits range from “Buffy the Vampire Slayer” to “The Mask of Zorro,” along with work for Universal Studios, Knott’s Berry Farm, Paramount Parks, and Walt Disney Entertainment.
“Our uncompromising philosophy is that all action be executed in a safe and sane manner,” Dirkse said. “Any action sequence imaginable can be both breathtaking and safe with proper planning, rehearsal, and the right equipment — all of which we provide at Action Specialists.”
CBC’s Production-Ready Response
Productions aren’t immune to disasters — water leaks, fires, or post-shoot messes — and CBC Cleaning and Construction steps in reliably. This family-owned firm, led by VP of Strategy Gene Kucherov alongside President and CEO Veronika Kucherov, evolved from carpet cleaning roots.
In 2021, CBC merged with Scope Environmental, which combined CBC’s decades of cleaning excellence with Scope’s technical and environmental expertise.
“When something goes wrong on a production — whether it’s water damage, fire or a serious mess — CBC is a strong partner because we understand both
the technical side of restoration and the operational realities of film and TV work,” Kucherov said.
Teams prioritize discretion. “Our teams are used to working in active, high-pressure environments — stages, offices, and private homes — and we operate with professionalism, discretion, and respect for cast, crew, and property,” he said.
The result? “Productions call CBC because we can step in quickly, solve the problem properly, communicate clearly, and help them get back to work.”
Santa Clarita’s production density shapes their edge. “We routinely get calls for on-location emergencies — water leaks on stages, in practical sets, production offices, or rented homes; post-shoot
cleanup and odor removal; fast turnaround restoration,” Kucherov said.
Operations match the pace. “We’ve built our business around speed and flexibility: 24/7 rapid response, with crews and equipment close by. Our teams are trained to work around active sets, respect NDAs, deal with unusual hours, and coordinate with location managers.”
Santa Clarita’s Unrivaled Edge
In Santa Clarita, this local network doesn’t just support Hollywood’s demands; it positions Santa Clarita as an indispensable hub where films are made faster, smarter, and with deeper community roots, ensuring the industry’s glow lights up the valley for generations to come.
Economic DEvElopmEnt corporation
26455 Rockwell Canyon Road | UCEN 263 | Santa Clarita, CA 91355 | (661) 288-4400 | www.scvedc.org
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VIA’s First Quarter: A Powerful Start to an Exciting Year
VIA has officially launched into 2026 with tremendous energy and success! The first quarter of the year has been filled with meaningful connections, dynamic conversations, and well-attended events that truly reflect the strength and engagement of our community.
We began with our Get to Know VIA Breakfast, a wonderful opportunity to welcome new faces, share our mission, and highlight the many benefits of involvement. It was inspiring to see both new and longtime members gathered together, building relationships and setting the tone for a strong year ahead.
Next, we hosted our Luncheon on Real Estate, where industry leaders and professionals came together to discuss trends, insights, and opportunities shaping today’s market. The conversation was informative, engaging, and provided valuable takeaways for everyone in attendance.
We wrapped up the quarter with our After Five, graciously hosted by the Law Offices of Thompson Von Tungeln. The evening offered the perfect setting for networking and connection, strengthening partnerships and celebrating the momentum we’ve built so far this year.
If the first quarter is any indication, 2026 is shaping up to be an incredible year for VIA. And we’re just getting started! Get ready— because we have even more fantastic events planned in the months ahead. From engaging programs to exciting networking opportunities, there’s so much more to come.
Stay tuned, stay involved, and prepare for another outstanding year with VIA!
UPCOMING EVENTS
Cocktails & Conversation with Councilmember Marsha McLean Thursday, March 19, 5:30 PM
VIA Luncheon Tuesday, April 21, 11:45 AM at Child & Family Center, Education Center
VIA After Five, Hosted by Samuel Dixon Family Health Center Thursday, April 23, 5:30 PM
VIA After Five, Hosted by TASC Thursday, May 28, 5:30 PM
VIA Workforce Development Conference Thursday, June 11, 8:30 AM
***SPONSORSHIPS NOW AVAILABLE***
VIA After Five, Hosted by SERVPRO of SCV Thursday, June 25, 5:30 PM
VIA After Five, Hosted by Valencia Town Center Thursday, September 24, 5:30 PM
VIA After Five, Hosted by New York Life Thursday, October 15, 5:30 PM
VIA BASH: Boots & Bowties – Cowboy Ball Friday, November 6, 6:00 PM
***SPONSORSHIPS NOW AVAILABLE***