On Friday, September 19, the Valley Industry Association (VIA) hosted a dynamic luncheon focused on the upcoming LA28 Olympic Games and the vast opportunities they present for local businesses to get involved as vendors. The event, held in Santa Clarita, drew a strong crowd of engaged professionals eager to learn how their companies can support and benefit from one of the world’s largest sporting events.
The panel of speakers brought together diverse perspectives and valuable insights. Dr. Mark Crear, a twotime Olympic medalist and current Director of the Employee Training Institute at College of the Canyons, opened the discussion with a motivational look at the Olympic spirit and how preparation and perseverance—both athletic and entrepreneurial—can lead to success.
Joining him was Tyler Pledger, Senior Management Analyst for the City of Santa Clarita, who shared the city’s efforts to connect local businesses with opportunities related to LA28, particularly in infrastructure, logistics, and hospitality.
Hillary Broadwater, founder of QM Design Group, provided practical guidance on how businesses can begin the process of becoming official vendors for the Olympics. Her presentation included key steps such as registration through the LA28 supplier portal and tips for navigating the selection process.
The event was expertly moderated by Ed Masterson, who kept the conversation flowing and ensured that audience questions—ranging from certification requirements to contract timelines—were thoroughly addressed by the panelists.
The luncheon proved to be not only informative but also energizing, sparking interest across a wide range of industries. With LA28 still a few years away, the message was clear: now is the time for businesses to start preparing to be part of this historic event.
For more information about future VIA events or how to get involved with LA28 vendor opportunities, visit the Valley Industry Association website.
UPCOMING EVENTS
Friday, October 24 | VIA BASH 6:00 p.m. - 10:00 p.m. | Hatt Regency Valencia
Friday, November 21 | AI 2.0 - VIA Luncheon 11:45 a.m. - 1:30 a.m. | COC University Center
The Queens Court Title Sponsor
The countdown is on for one of the most anticipated evenings of the year. On October 24, VIA will host its annual Bash, and this year’s theme—The Mad Hatters Ball—promises an evening filled with celebration, recognition, and meaningful impact.
Designed to capture the imagination, the Mad Hatters Ball will transport guests into a whimsical world where creativity meets elegance. The setting will be unforgettable, blending fanciful décor, live entertainment, and an atmosphere brimming with energy and excitement. From start to finish, attendees will be immersed in an experience that is as inspiring as it is enjoyable.
At the heart of the evening is a chance to shine a spotlight on this year’s nominees, whose hard work, leadership, and vision exemplify excellence in our business community. These individuals and organizations have gone above and beyond, demonstrating resilience and innovation that set the standard for others to follow. Recognizing their achievements is an important tradition of the Bash and one that underscores the strength of our membership.
But the event goes beyond applause and accolades. The Bash also serves as a vital fundraiser for VIA’s Connecting to Success, a program dedicated to helping our emerging workforce thrive. By attending, sponsoring, or contributing, you’re supporting initiatives that provide education, resources, and opportunities that make a lasting difference. Every ticket purchased and every sponsorship secured fuels VIA’s ability to continue this important work.
The Mad Hatters Ball is also an evening of reflection and gratitude—a time to acknowledge the collective achievements of VIA members over the past year. Together, we’ve built momentum, advanced new ideas, and strengthened our network. This celebration is a way of honoring that success while also looking forward to the opportunities that lie ahead.
With the event quickly approaching, now is the time to act. Tickets and sponsorships are available, but in high demand. Secure your place at this remarkable gathering where celebration meets purpose, and where community and commerce come together in support of a brighter future.
On October 24, step into the Mad Hatters Ball—an unforgettable night of recognition, connection, and impact.
Dr. Mark Crear and Tyler Pledger
The Importance of Breast Cancer Screening
WBy Patrick Moody Henry Mayo Newhall Hospital
hen breast cancer is found early, a woman has the greatest range of treatment options and the greatest likelihood of successful treatment.
October is Breast Cancer Awareness Month. When it comes to breast cancer, early detection saves lives. That’s why it’s important to stay on top of recommended screenings, including: Mammogram. Talk to your doctor about your risk for breast cancer and the screening schedule that’s best for you. Women at average risk for breast cancer can begin mammogram screenings at age 40. For women at high risk, it may be best to start even sooner.
According to the American Cancer Society (ACS), women ages 45 to 54 who are at average risk should have a mammogram every year. At 55, they may choose to switch to every other year, and the ACS recommends that women continue to get mammograms as long as they are healthy and expect to live at least 10 more years.
Mammograms are specialized x-rays of the breast that can reveal tumors before they can be felt. Many studies have shown that early detection saves lives and increases treatment options, according to the ACS. Today, most mammograms are digital. The images are saved as computer files instead of being on film. This allows a doctor to look at the x-ray image from different views or magnify sections for a closer look. Digital x-rays also allow doctors to view with greater accuracy potential areas of concern in women who have dense breasts. Ongoing research is exploring how newer technologies can help make mammograms even more effective.
For example, breast tomosynthesis, or 3D mammography, may allow clearer views of breast tissue. In this type of x-ray, numerous images are taken as the machine moves over the breast. Then a computer puts the images together to create a 3D picture. Breast tomosynthesis may find more cancers and also reduce callbacks for more tests, some studies suggest.
Breast awareness. While the ACS no longer recommends clinical breast exams or breast self-exams, it is still important for women to be aware of how their breasts normally look and feel and to report any new changes to a
healthcare professional right away.
Magnetic resonance imaging (MRI) In addition to a mammogram, women at high risk for breast cancer should have an MRI every year. Women with moderately high risk for breast cancer should discuss this screening test with their doctor.
An MRI uses magnetic fields to image breast tissue. This test can reveal some cancers that a mammogram would miss, but it is also more likely to reveal unusual tissue growth
that isn’t cancer. In women at average risk for breast cancer, this is more likely to lead to follow-up procedures for growths that aren’t cancer, which carries its own risks. That’s why screening with MRI is not recommended for all women.
Breast ultrasound. If something unusual shows up on a mammogram, a breast ultrasound test may show if the mass is solid or
See HENRY MAYO, page 14
Rethinking Strategic Planning: A Question-Based Approach for 2026
BY KEN KELLER SCVBJ Contributing Writer
T1. What are the next five hires we need to make, and why?
his is the time of year when companies start planning. Strategic planning often conjures images of an off-site retreat, whiteboards and flip charts filled with SWOT analyses, and binders with goals and notes that rarely see the light of day after January.
For small to midsize companies, this traditional approach can feel rigid, timeconsuming, and disconnected from the realities of day-to-day business. But what if strategic planning wasn’t about filling in templates, but instead about asking, and answering, the right questions?
Recently, in a Strategic Advisory Board meeting I was facilitating, one CEO asked another, “What are the next five hires your company will make?” That single question sparked a deeper conversation about priorities, growth, and resource allocation. It was strategic planning in action, without a spreadsheet in sight. This experience revealed a powerful truth: strategic planning doesn’t have to be a formalized ritual. It can be a dynamic, question-driven process that engages leadership in meaningful dialogue and leads to actionable insights.
Why Questions Work
Questions force clarity. They cut through jargon and expose assumptions. They invite reflection and spark debate. Most importantly, they shift the focus from abstract goals to concrete decisions.
For small and midsize companies, where agility and adaptability are key, a question-based approach to strategic planning can be more effective than traditional models. It’s leaner, more relevant, and easier to revisit throughout the year in follow-up sessions.
The Five Questions to Ask
Here are five questions that can serve as the foundation for your company’s strategic planning meeting:
This question reveals your growth priorities. Are you scaling sales, deepening operations, or investing in innovation? It also forces you to consider budget, timing, and organizational structure.
2. What are the three biggest risks to our business in the next 12 months?
Risk awareness is strategic. Whether its disruption, talent retention, or competitive threats, identifying risks early allows you to build contingency plans and stay proactive.
venue, just a commitment to have honest and confidential conversation.
3. What do we want our customers to say about us a year from now?
This question aligns your team around customer experience and brand perception. It’s a powerful way to define success beyond revenue and profit.
4. What are we doing today that won’t scale tomorrow?
Growth often exposes operational weaknesses. This question helps you identify bottlenecks, outdated processes, and areas where automation or delegation is needed.
5. If we had to double revenue without doubling headcount, how would and could we do it?
This forces innovation. It challenges you to rethink pricing, partnerships, technology, and efficiency. It’s a strategic stretch exercise that can uncover hidden opportunities.
Making It Work
To implement this approach, gather your leadership team for a half-day session. Send out the questions in advance as the agenda, allowing people to think about what is being asked of them. Pose each question, allow ample time for discussion, and capture the key insights. You don’t need a facilitator or a fancy
From there, distill the answers into a one-page strategic summary. This becomes your living plan. Revisit it quarterly. Update it as progress and conditions change. Use it to guide hiring, budgeting, resource allocation and decision-making.
The Bottom Line
Strategic planning doesn’t have to be a chore, or boring. For small and midsize companies, the process can be a powerful, flexible tool if it’s built around getting the answers to the right questions. By shifting from templates to thoughtful inquiry, you’ll create a plan that’s not just strategic, but deeply relevant to your business. But the most important aspect is that everyone at the table contributes. This makes them owners of the finished plan and the required actions that follow.
Ken Keller is an executive coach who works with small and midsize B2B company owners, CEOs and entrepreneurs. He facilitates formal top executive peer groups for business expansion, including revenue growth, improved internal efficiencies and greater profitability. Email: Ken.Keller@strategicadvisoryboards.com. Keller’s column reflects his own views and not necessarily those of the SCVBJ.
Family First, Business Always: Building Mellady Direct in Santa Clarita
BY JILL MELLADY
When Jim and I mailed our first order of newsletters nearly four decades ago, we had no idea what we would receive in return. We were just a young couple with steady jobs, a little grit and a willingness to take on something new. Looking back, what we really started that day wasn’t just a mailing job. It was a family business rooted in service, one that would grow up alongside our kids and become part of the fabric of the Santa Clarita Valley.
How It All Began
In 1986, Jim and I were both working at Lockheed Martin’s Skunk Works in Burbank. He was an engineer who could fix almost anything. I was a contract analyst with ambition and a knack for sales. A
Why Santa Clarita Valley Feels Like Home for Businesses
BY ONDRÉ SELTZER PRESIDENT & CEO OF THE SANTA CLARITA VALLEY ECONOMIC DEVELOPMENT CORPORATION
Imagine a place where your employees can swap a grueling commute for a sunset hike, where their kids attend top-notch schools, and where weekends offer everything from farmers’ markets to roller coasters. That place is the Santa Clarita Valley (SCV). Located just north of Los Angeles, SCV combines smalltown charm with big-city amenities. It provides a quality of life so inviting that it has become one of the area’s biggest draws for growing companies in industries such as Aerospace & Defense, Advanced Manufacturing, Biotech, and many more.
FAMILY-FRIENDLY LIFESTYLE
Santa Clarita is consistently ranked among the safest cities in the nation for its size, giving families peace of mind. Nearly 90 California Distinguished School awards decorate local campuses, highlighting the excellence of SCV’s public schools. On evenings and weekends, there’s no shortage of fun. You might take the kids to Six Flags Magic Mountain (the “thrill capital of the world” right in our backyard) or explore miles of local trails and parks — the valley boasts extensive preserved open space for hiking, biking, and outdoor play. Santa Clarita has even earned the nickname “Gateway to L.A.,” because you get all the perks of Southern California living without the congestion.
A COMMUNITY THAT SELLS ITSELF
SCV’s quality of life isn’t just for show — it directly benefits businesses. Companies that relocate here quickly discover how recruiting gets easier when they can tell candidates about affordable, family-friendly living. Compared to much of Los Angeles, housing is 19% cheaper (according to BestPlaces.net), and neighborhoods in the SCV are less crowded. Additionally, many employees discover that they can live close to their workplace, trading freeway gridlock for more family time. When people both live and work in the same community, it creates “that extra spark” of hometown pride. In Santa Clarita, that spark translates into engaged and happy residents, and by extension, a reliable and motivated workforce.
City leaders know that maintaining this quality of life is key. They continually invest in public
safety, roads, and parks to support a growing population. New housing developments are expanding options for residents without compromising the area’s open space and charm. The result is a rare balance: SCV is adding modern amenities and jobs, yet it remains true to the welcoming, safe community that people cherish.
For businesses, all these factors add up to a compelling pitch. Want to persuade an
employee to move here? Just mention the award-winning schools, the family-oriented neighborhoods, and that Santa Clarita is routinely hailed as one of the most business-friendly cities around. In SCV, work-life balance isn’t a buzzword, but a way of life. When your team is happier and more settled at home, they bring their best selves to work. That’s the magic of the Santa Clarita Valley: it feels like home, and that’s good business for everyone.
Small Business Owners Remain Confident Despite Trade Challenges
Optimism for the future of the U.S. economy and business prospects is at an all-time high, according to a new survey of small and mid-size business owners.
Just one year ago in PNC’s Economic Outlook survey, a record 56% of respondents — which include business owners or financial decision makers at more than 500 small to mid-size businesses nationwide — reported optimism for the future of the U.S. economy. That number jumped to 58% in the latest survey, with optimism for business prospects climbing to 84%.
In contrast, is a declining number of respondents who say they expect demand or profits to increase in the next six months. Additionally, 46% of business owners say they are “extremely concerned” about inflation in the coming months, with one-third also reporting they are “extremely concerned” about the risk from higher tariffs and supplier prices.
Fears Around Prices
The top challenge business
owners are facing is uncertainty around pricing. Fiftyone percent said they anticipate price increases from suppliers. That’s up from the 45% in the spring, but down significantly from a year ago (59%). Consequently, 58% of respondents said they expected to increase prices.
Among those who expect to raise prices, 54% are attributing increases to non-labor costs — a sharp increase from the 37% who answered that way in 2024. Fewer business owners reported the cost of labor (30%), or favorable market conditions (15%) as reason to raise prices.
Tariffs are playing a key role in pricing, according to respondents. Forty-eight percent reported that they believe tariffs are leading to increased prices that suppliers are charging them. Similarly, 46% reported that tariffs contributed to their decision to raise prices they charge customers.
“It’s a bit of a roller coaster effect when it comes to opinions on pricing over the last few survey cycles,” Faucher
said. “As they weigh how tariffs may impact their business going forward, it seems many business owners accept that price increases are likely, but perhaps not as definitive as a year ago.”
A Pause on Hiring
As prices rise, business owners who reported planning to hire over the next six months dipped to just 13% (from 18% a year ago.) Respondents’ top hiring challenges were:
Lack of skills or experience needed (30%)
Lack of applicants (29%)
Candidates’ inability to meet legal/security requirements (16%)
Fall Economic Outlook by the Numbers:
44% of respondent believe a recession is likely in the next 12 months.
17% say higher tariffs have increased the level of inventory of their business. It mirrors the percentage of business owners who say tariffs have decreased their level of inventory;
52% say tariffs have had no
impact at all on their level of inventory;
23% believe their cash reserves will be lower at this time next year, marking the first time in survey history that number has exceeded the percentage of respondents who feel cash reserves will be higher in a year (22%); and
24% believe Artificial Intelligence is the technology that will most impact their business over the next two years.
To see the full 2025 PNC Fall Economic Outlook Survey results visit pnc.mediaroom. com.
“While it may seem counterintuitive that business owners remain optimistic despite reporting fears around tariffs, inflation and profits, those concerns are still statistically lower than in other survey cycles,” said PNC chief economist, Gus Faucher. “After powering through a global pandemic, it’s unsurprising that leaders feel confident in their ability to prosper despite today’s challenges.” (SPT)
Feathers Signs & Printing: Your One-Stop Shop for Business Branding
Feathers Signs & Printing is the allin-one solution for business owners who want to make a strong, lasting impression. From premium channel letter installations and custom vehicle wraps to everyday essentials — T-shirts, business cards, and flyers — we handle every detail of your brand’s visual identity under one roof.
Custom Building Signage Done Right
Choosing the right sign company mat-
ters. We pride ourselves on outstanding customer service and an easy-to-workwith approach. To make your experience seamless, we offer a free site survey anywhere in the Los Angeles area. Our team meets with you in person, discusses your ideas, and takes detailed measurements and photos to ensure the final design matches your exact vision.
Every day without a sign is a missed opportunity for visibility and revenue.
That’s why we specialize in fast turnaround for signage and banners, so you can open your doors or rebrand quickly. With more than 20 years of experience, we provide unique design options ranging from classic front-lit lettering to reverse-lit or dual-lit channel letters— guaranteeing your sign stands out both day and night.
See FEATHERS, page 16
We’re thrilled to invite you to join us in celebrating the exciting new businesses opening in our community! Each grand opening is not just a milestone for these businesses but also a chance for all of us to come together and support our local economy.
From marking special occasions to recognizing remarkable achievements, we feel honored to share in your celebrations. Our grand opening and ribbon-cutting events are FREE and open to everyone to attend! It’s a wonderful opportunity to connect with fellow community members, meet the passionate individuals behind these new ventures, and explore what they have to offer.
Let’s show our support and make these celebrations unforgettable! Bring your friends and family, and let’s celebrate the growth and vibrancy of our community together. We can’t wait to see you there!
Congratulations to Boot Barn on your grand opening in September. Go visit them at 25570 The Old Road, Valencia Thank you to everyone who came out to celebrate and support them. Photo credit: Joie de Vivre Photographie
Celebrating SCV Businesses
Mark your calendars and come be part of the excitement as new businesses open their doors right here in our community! These grand openings are more than ribbon cuttings — they’re celebrations of growth, local spirit, and fresh beginnings.
Everyone is welcome to join the festivities, connect with fellow community members, and show support for the entrepreneurs investing in the Santa Clarita Valley.
Whether you’re launching a brand-new business or celebrating an important anniversary, we’d love to celebrate you with a memorable ribbon cutting ceremony.
This is the perfect opportunity to showcase your business, connect with fellow entrepreneurs, and celebrate your hard work and success.
Email us at hello@scvchamber.com to learn more about how we can assist in organizing your ribbon cutting or grand opening.
Captain Brandon Barclay congratulates store manager Pamela Altshule on the grand opening of Boot Barn in Valencia. Photo credit: Joie de Vivre Photographie
New Plots, Plans Coming to the SCV
DEVELOPING STORIES
BY PERRY SMITH Senior Staff Writer
Anew proposal for the local cemetery, new child care options, affordable housing, a new yoga studio and progress on the Dutch Bros. front, there’s plenty on the horizon in Santa Clarita.
One of the first things scheduled to happen this month is an affordable-housing discussion at Santa Clarita City Hall, which is expected to happen before the first Santa Clarita Planning Commission meeting in October.
“We are holding a study session with the City Council on affordable housing on Oct. 7,” City Manager Ken Striplin wrote Thursday in an email from Carrie Lujan, director of communications for the city. “The focus is to review the
HENRY MAYO
Continued from page 5
filled with fluid. A solid mass could be cancer. Breast ultrasound may also be helpful in addition to mammograms for women who have dense breasts and an increased risk of breast cancer, according to the ACS.
Ultrasound can also be helpful if a woman’s breasts are very dense, which can make it difficult to get a clear mammogram picture. Some doctors also use ultrasound to see if the edges of a tumor are smooth or ragged. Cancerous tumors more commonly have ragged edges.
DETERMINING YOUR RISK
According to the ACS, a woman is at high risk for breast cancer if she has:
current affordable housing programs and to seek guidance on creating an overall policy on affordable housing to guide future efforts and to prioritize funding.”
In terms of affordable housing, the Santa Clarita City Council has seen very few projects make it through the city’s planning process to the dais for council review.
Eternal Valley has several proposed actions in front of Santa Clarita City Hall.
A new project is looking to rezone nearly 20 acres.
“Although amended to industrial and business park in 2003 Eternal Valley Memorial Park determined that with the continued growth of the Santa Clarita Valley, the community would be better served by converting a portion ... back into cemetery use,” according to an application from the previous month. A nearly 2-acre portion of the park previously was developed into a cemetery maintenance yard
A known BRCA1 or BRCA2 gene mutation.
A first-degree relative (mother, father, brother, sister or child) with a BRCA1 or BRCA2 gene mutation.
A history of chest radiation therapy between ages 10 and 30.
Li-Fraumeni syndrome, Cowden syndrome, BannayanRiley-Ruvalcaba syndrome or a first-degree relative with one of these syndromes.
A 20% to 25% or greater lifetime risk of breast cancer, according to risk assessment tools based mostly on family history.
Your doctor can help you determine your breast cancer risk. For more information on breast cancer screening, visit henrymayo.com/mammo.
and access road.
Nearly 7 acres would be included in the development review approval with “approximately 19,000 square feet of cemetery-access roadway, potentially up to 10,000 square feet of community mausoleum structures spread across three buildings,” with the remainder in lawn burial and cremation garden development consistent with the existing Eternal Valley Memorial Park, as well as a 15-foot landscape buffer/setback along the Needham Ranch property line, according to an application with the city.
The idea is to “create a more attractive setting and orient the new development towards the cemetery and away from the adjacent industrial buildings,” according to the plans.
“The proposed community mausoleum building will be similar to the recently approved community mausoleum with exterior accessible spaces and a small interior niche room. No restrooms or plumbing facilities will be provided. Those will be available at the existing funeral home and administration office as is currently.”
Across the SCV, on the west side, a new daycare and presc eks to 5 years, across 11 classrooms, which is asking for permission to operate from
Monday through Friday from 6 a.m. to 6:30 p.m., per a plan submitted to City Hall for approval.
“As part of the development, there will be five surrounding playgrounds and a parking lot with 44 parking spaces,” according to the application.
The changes on Main Street continued last month, with plans for Grit + Gratitude Pilates to expand into the space occupied by Pop’s Creamery. The owners of the business are looking to expand their location at Newhall Crossings to a hot pilates, yoga, sculpting and meditation studio space, according to an application.
The Walmart at Kelly Johnson Parkway is expected to add some gas station stalls to its parking lot.
“Project includes installing 10 fuel dispensers beneath a canopy and a 1,556-(squarefoot) convenience store, including all associated asphalt and concrete pavement and proposed curbed landscape islands,” accdding to the plan.
The Dutch Bros. Coffee location close to the center of town submitted additional plans this past month that indicated its getting closer to an opening. The new location is expected to start brewing at 26655 Valley Center Drive.
family member connected us with the Society for Automotive Engineers, who needed someone to produce and mail their newsletters.
We didn’t know the first thing about running a mailing house, but we figured it out. I typed the articles on my IBM PC. Jim cut them out and laid them onto a drafting board with the precision only an engineer could bring. At night, we sat on the couch, stamping and labeling each piece by hand. We called the business “Quality Word Processing,” or QWP. When people asked what it stood for, I liked to joke: Quick Witty People. At the time, it was just a way to earn a little extra money. I never imagined it would become our family’s future.
From Garage to Growth
“We always say: Your goals become our goals. Your success is how we measure ours. That mindset has shaped every decision we’ve made, from buying new equipment to hiring the right people.”
with graphic design. Jobs were getting bigger. Clients like Henry Mayo Newhall Hospital and U.S. Borax started trusting us with their communications.
At night, Jim would tuck the kids into bed, then run the machines in the garage. By morning, I’d drop Stephanie and Brendan off at preschool, load the car with trays of mail, and deliver them to the Post Office. The folks there became part of our community too.
every sense. Jim and I worked seven days a week for years. We brought the kids to the office with us. Brendan entertained himself by shooting rubber bands at employees. Stephanie teased me about my giant cell phone that was always ringing. They saw firsthand what it meant to build something from scratch, to work hard, and to put clients first.
In 1990, after our daughter Stephanie was born, I left Lockheed. I loved being a mom, but I couldn’t sit still for long. I turned our garage into an office, long before working from home was the norm, and started attending local Women in Business networking events, baby Stephanie balanced on my hip.
One client led to another, and soon I was back at it: typing, calling, selling and building relationships. Jim, ever the problem solver, spotted an opportunity when the Post Office announced discounts for mailers who used special labeling machines. He figured out the investment would pay off quickly, and it did. That machine sped up production and made us more competitive.
By then, I had partnered with another former Lockheed mom who could help
Then came the semitruck. One day, pallets of material were delivered to our tiny Sand Canyon home. Jim looked at me and said, “That’s it. We need an office building.” He was right.
Taking the Leap
We leased our first building on Ruether Avenue and started taking on bigger clients like Maxim Magazine’s Hot 100 and stamps.com. I’ll never forget the day I landed the stamps.com job. I called Jim, thrilled and he asked if I’d hired anyone to handle it. I hadn’t. The job required putting a million stamps on envelopes. Soon after, Jim gave his notice at Lockheed.
It was a huge leap of faith, leaving a stable engineering career for a homegrown business. But we trusted each other and knew if we worked hard and did right by our clients, they would keep coming back.
Family at the Center
From then on, Mellady Direct was a family business in
As they got older, both kids started helping in meaningful ways. Today, that “helping” has become leadership. Stephanie joined full-time in 2015 as our Director of Business Development. Brendan followed in 2017, running operations. Together, they bring new vision and energy to what Jim and I built, while honoring the values that got us here.
A Business Built on Service
Mellady Direct has never just been about printing and mailing. From the start, it has been about serving people. We’ve worked with nonprofits who rely on us to send appeals that keep their doors open. We’ve partnered with school districts to make sure families get timely enrollment information. We’ve helped care providers communicate critical updates to patients. We’ve supported businesses, small and large, who need campaigns that grow their client base.
We always say: Your goals become our goals. Your success is how we measure ours.
See MELLADY, page 17
Home, Condo Sales Slow as Inventory Grows
BY DAVID WALKER Southland Regional Association of Realtors
Home and condominium sales in the Santa Clarita Valley during August fell by double digits compared to a year ago, while the inventory of properties listed for sale continued to expand, the Southland Regional Association of Realtors reported in September.
FEATHERS
Continued from page 9
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The association reported 615 single-family home listings at the end of the month, an increase of 37.3% compared to 12 months ago. It was the highest total for the month since 2019. Similarly, while condominium active listings in Santa Clarita peaked at 288 in July, the August tally of 281 was still 31.9% ahead of last year.
Local Realtors assisted the close of escrow during August of 161 single-family homes and
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58 condominiums. The home total was down 13.4% while condo closed escrows fell 28.4%
“Our members report that they are seeing fewer multiple offers and an increase in the time a property lingers on the market,” said Anthony Bedgood, president of the 10,000-member Southland Regional Association of Realtors. “With a swelling inventory, sales typically also would increase, but some prospective buyers are hesitant because of the pervasive uncertainty clouding the home resale market and the national economy.”
“Other folks who want to own a home see an opportunity, appreciate a wider selection, and jump at the added bargaining power,” Bedgood said.
“A big dose of market certainty along with possible cuts in the interest rate for home loans could provide enough of a boost to pick up the pace of sales as the year draws to a close,” said Valerie Biletsky, the association’s chief executive officer. “At the moment, however, certainty seems elusive.”
It seems that affordability is not the biggest driver in terms of where homes are moving, with the community of Valencia by far the busiest area market-wise: Realtors reported 85 escrows closing last month. The median list price was $849,000 and the median sale price was $879,000. Those figures are based on more than 315 active listings for September.
Canyon Country saw market forces push property prices the other direction. There closed last month.
The median list price was $789,000 for homes and condos in Canyon Country, while
the average sales price came in at closer to $715,000.
The biggest discrepancy in the market showed up in Newhall condo sales, according to the most recent data from the SRAR. The average list price for condos came out to $529,000, while the actual sales price for the eight escrows closed was closer to $388,000.
The median price of singlefamily homes sold last month came in at $885,000, down 1.7% from August 2024, and below the record high of $910,000 set in March of last year. The condo median of $580,000 was up 4.9% from the prior year. The condo record high of $650,000 was recorded in June 2024.
Pending escrows — a measure of future sales activity — came in with 144 home and 41 condo open escrows, down 35% and 32%, respectively.
SRAR’s Income-to-Loan guide for August found that an income of $233,277 was needed to qualify for an 80% loan of $708,000 on a Santa Clarita Valley median-priced singlefamily home of $885,00. With the national average interest rate of 6.83%, the income needed to qualify decreased 2.9% from a year ago. The monthly PITI — principle, interest, taxes and insurance payments — came to $5,832.
Chartered by the National Association of Realtors in 1920, the SRAR is the voice for real estate in San Fernando and Santa Clarita valleys. With nearly 11,000 members, SRAR serves as a trusted resource and partner to the real estate profession and the community at large.
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That mindset has shaped every decision we’ve made, from buying new equipment to hiring the right people.
And speaking of people, our employees are like family too. Many have been with us for decades. They’ve grown alongside us, shared our milestones, and helped us serve this community with consistency and care.
Growing With the Valley
Santa Clarita has grown tremendously since the days when Jim and I were mailing newsletters from our garage. Mellady Direct has grown with it. In 2015, we moved into our 16,000-square-foot headquarters on Avenue Stanford. We tripled our space, expanded our capabilities, and invested in equipment that allows us to print and mail over one million pieces per day.
But no matter how big we’ve gotten, we’ve stayed committed to our roots. We’re still the family-run business that started at a kitchen table, and we still treat every project, big or small, with the same level of care.
Today, our services go far beyond ink and paper. With Digital Boost, we integrate mail with digital ads, retargeting, and USPS Informed Delivery to help clients see response rates 23 to 46 percent higher. It’s modern marketing with
old-school service, and it’s what sets us apart.
The Values That Guide Us
If I had to sum up the values that have carried Mellady Direct for nearly 40 years, they would be: trust, excellence, partnership, and family.
Trust means we keep our word. Clients know they can count on us to deliver what we promise, when we promise it.
Excellence means every detail matters. From specialty finishes to variable-data personalization, we treat each project like it’s our own.
Partnership means we are not just vendors. We are partners who listen, anticipate needs, and find cost savings.
Family means that whether you are a client, an employee, or part of the community, we treat you like family.
These values are not just words on a wall. They are lived out every day in how we work and how we serve.
Looking Back, Looking Forward
Sometimes I think back to those early nights in our garage, hand-stamping envelopes while the kids slept. We were exhausted, but we were building something bigger than ourselves. We were building a future, for our family, for our employees, and for the clients who trusted us.
Today, I’m proud to see Stephanie and Brendan carrying the torch. They bring fresh ideas and digital savvy, but they
also carry the same heart Jim and I started with: to serve well, to care deeply, and to never stop learning.
The American Dream is not easy. It takes sacrifice, risk, and a willingness to keep going when things get tough. But for us, it has been worth every late night, every challenge, and every leap of faith.
Because at the end of the day, Mellady Direct isn’t just our business. It’s our family’s way of serving this community and helping other families, businesses, and organizations grow.
A Final Word
As longtime members of the Santa Clarita business community, it is an honor to be part of the story of this Valley. We’ve mailed pieces for local elections, nonprofits, schools, hospitals, and businesses of every kind. Each one is more than just a job. It is a chance to strengthen the fabric of our community.
And that is what family business is all about. It is not just about building something for yourself. It is about building something that serves others.
From our family to yours, thank you for trusting Mellady Direct for nearly four decades. We’re proud to be part of Santa Clarita’s past, present, and future, and we can’t wait to see what we’ll build together next.
Economic DEvElopmEnt corporation
Technology Modernization in the Assessor’s Office
BY JEFF PRANG Los Angeles County Assessor
The real estate market began this year on noticeably softer ground. Home sales have slowed, bidding wars are no longer the norm, and downtown office buildings are now selling for nearly half of what they were valued at just a decade ago.
In December 2024, my office forecasted that property values in Los Angeles County would grow by approximately 4% over the previous year. While still a positive figure, it reflected a cooling trend compared to the 5% to 6% annual increases we’ve seen in recent years. Then, things took a dramatic turn.
The devastating wildfires in January 2025 damaged or destroyed nearly 20,000 properties across the County. The resulting loss in taxable property is substantial and will significantly affect property tax revenues that fund essential local services for years.
Of the more than 23,000 properties identified for review due to fire damage, my office has already reduced the assessed value — and thus the property taxes — of 17,000 of them. Current estimates show nearly $10 billion in reductions, with a potential additional reduction of $1.5 to $3 billion still under review. That translates into a projected $100 million in lost revenue — funds that normally go to our public schools, city and county services, and other local agencies.
This loss comes at a time when state and local governments are already grappling with serious fiscal challenges. For policymakers striving to maintain services and protect public-sector jobs, the strain is real.
But, somewhat unexpectedly, some unanticipated good news has developed. When I was elected Assessor in 2014, one of my highest priorities was to modernize our antiquated, inefficient technology infrastructure. At the time, the
Assessor’s Office relied on a decades-old mainframe system — green screens, DOS commands and miles of paper files. It was inefficient for our staff and opaque for the public.
Over the past 10 years, we have invested significantly in a new, cloud-based platform, including the digitization of 2.4 million property files. That modernized system, internally known as the Assessor’s Modernization Project (AMP), officially went live in August 2024, and I’m proud to say the transition was seamless — free from the bugs and setbacks that often accompany large government tech projects. The 2025 Assessment Roll is the first to be completed entirely on this new platform.
This investment is already producing measurable results. The efficiency of the new system has saved more than 45,000 work hours, allowing our staff to eliminate long-standing transactional backlogs and enroll an estimated $13 billion in assessed value that might otherwise have been delayed until the next fiscal year. Those gains have effectively offset the revenue losses caused by the wildfires — bringing our updated projection for property value growth nearly back in line with our original estimate.
Success in government should always
be measured in outcomes. The early returns from our technological modernization are not only tangible, they are also transformative.
Although the Assessor’s role is often misunderstood — many still believe I collect property taxes (I do not; that’s the responsibility of the Tax Collector)—the truth is this: no other local government agency can do its job until the Assessor has done its job. Without a complete and accurate Assessment Roll, critical revenue is delayed — or worse, lost altogether.
That the culmination of our technological upgrade coincided with a natural disaster is, in a word, fortuitous. It underscores not just the essential role the Assessor’s Office plays in government finance, but how smart planning and investment can make the difference between crisis and recovery.
Now more than ever, the work of the assessor matters.
For more information about the Assessor’s Office and its tax-saving programs, visit assessor.lacounty.gov. Prang leads the largest local public property assessment agency in the nation. His office of about 1,400 appraisers and support staff work to create an accurate and timely property Assessment Roll.
Are you a thermometer or a thermostat at work? Let me rephrase: Do you only observe a workplace culture, or do you influence and adjust it?
Certainly, just as a thermometer measures the temperature in a room, a thermostat actively changes it. A thermometer is affected by the room’s temperature, while a thermostat can adjust and regulate it based on its programming.
This concept intrigues me when I think about people in the workplace. Like you, I’m sure, I’ve encountered both thermometers and thermostats among my colleagues.
Negative individuals often have a very keen sense of a bad workplace culture — they can accurately gauge the temperature, so to speak. Typically, it feels cold to them, yet they only manage to make it colder. These people often act like it’s someone else’s responsibility to raise the temperature, constantly pointing fingers and forgetting that when they do, one finger may point outward while the rest point back at themselves. Their criticism makes it even colder.
This lack of personal responsibility and accountability is evident in various workplaces. For instance, I recently attended a business dinner where a local politician, about to term-out after many years of supposed service, spent most of his speech complaining and joking about those in power in his home state.
One could say he’s an accurate thermometer, or one could conclude he’s been an out-of-order thermostat for far too long. Though elected to influence the temperature for his customers (constituents), he seems to have made little effort to do so. I found his record over the last 20 years as unimpressive as those individuals in real workplaces who complain without contributing positively. Could he really not have achieved anything other than being comped at very expensive dinners, just pointing fingers while laughing at others?
One of the best thermostats I ever
worked with was Gordon. He was a breath of fresh air in our worldwide headquarters, where I collaborated with him in an international hotel company. Gordon was consistently positive, efficient in his work, and never complained about his workload, despite carrying a substantial amount on his shoulders. In meetings, he was punctual and had a reputation for following through on commitments made at the boardroom table, unlike some who wasted hours while someone else took minutes.
Yes, Gordon was undoubtedly a thermostat — he illuminated the room and we all felt better in his presence. Gordon adhered to high principles, never working on weekends, holding his family in the highest regard, investing in his exercise routine, and speaking fondly of his Sunday mornings at a sacred place in his village where bells had tolled for generations before him. When he brought this centeredness and calmness to us on Monday mornings, the thermostat within him warmed us all.
What I find most disheartening is when certain individuals join a lukewarm culture. Not only are they merely thermometers, reading the low temperature in the room, but over time, they exacerbate the situation by bringing the temperature even lower. Their gossip, laziness, and lack of personal responsibility decrease
energy levels by a few degrees. They may have thought they were building rapport by being as negative as others, but in reality, they lower customer satisfaction scores, increase expenses, and cause sales to decline.
Thermometers that also act as coolants are always on the lookout for a new job, either due to layoffs or the risk thereof. So, consider this: whether you’re an employee, an entrepreneur, a volunteer, a friend, a family member or even a politician — are you a thermometer or a thermostat? I am certain that our world needs many more thermostats. I believe our workplaces, in particular, will always benefit from individual thermostats like Gordon.
One of the wonderful attributes of humans is that our future doesn’t have to be the same as our past. We have freedom of choice to change the present. Yes, it’s useful to know how to read the temperature, but today would be a great day to warm up others. It gets really cold sometimes in this world, especially at work.
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.
