Issuu

SANTA C L ARITA VA LLEY

BUSINESS OF F I CI A L P U B L ICAT IO N O F TH E SCV CH AM BER OF C OM M ER CE

J O URNA L

OCTOBER 2026 VOL 18 • No10 SIGNALSCV.COM/BUSINESS

HOW TO CREATE A BUSINESS SUCCESSION PLAN

Keller

Butler

Econowatch and More!

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O C T O B E R 2026

UPCOMING EVENTS

VA L L E Y I N D U ST RY ASS O C I AT I O N ADVOCATE.EDUCATE.INNOVATE.

The Benefits of Membership in the Valley Industry Association In today’s competitive business environment, success is about more than providing a great product or service. Building relationships, developing your workforce, staying informed and maintaining a strong presence in the community are all important to long-term growth. For businesses throughout the Santa Clarita Valley, membership in the Valley Industry Association (VIA) provides opportunities to do just that. Through networking, education, advocacy, workforce development and marketing opportunities, VIA connects local businesses with the people, resources and information that can help them grow. Build Visibility and Connections Being active in VIA gives businesses regular opportunities to stay visible within the local business community. Through quarterly luncheons, VIA After Fives, the annual VIA BASH, the Workforce Development Conference, committees and other events, members can build relationships with fellow business professionals, community leaders and elected officials. Those connections can lead to referrals, partnerships, new ideas and business opportunities. They also give members the chance to exchange resources, learn from one another and become more engaged in the issues affecting the Santa Clarita Valley.

Thursday, October 15, 5:30 PM VIA After Five Hosted by New York Life at 25124 Springfield Ct, #170 Tuesday, October 20, 11:45 AM, VIA Luncheon Update: City of Santa Clarita Education Center, Child & Family Center (21545 Centre Pointe Pkwy) Thursday, November 19, 5:30 PM Cocktails & Conversation Council Member Jason Gibbs Hosted at Egg Plantation 24415 Walnut St, Santa Clarita, CA 91321

Increase Your Business Presence VIA members also have access to affordable advertising and sponsorship opportunities designed for a variety of budgets. These programs allow businesses to increase brand awareness, promote their products and services, support community events and reach other local professionals. Active membership also builds credibility by demonstrating that a company is invested in and connected to the local business community. A Voice for Business VIA works to ensure that the needs and perspectives of local businesses are part of important conversations affecting the region. The association researches issues and engages with local and regional government, elected officials and the media on matters impacting the Santa Clarita Valley business community. Ultimately, VIA membership is about connection—connecting businesses with one another, with community leaders, with resources and with opportunities to become stronger participants in the Santa Clarita Valley economy.

JOIN VIA TODAY www.via.org/join-via/

Invest in Education and Workforce Development VIA provides year-round opportunities for professional development through educational programs, luncheons and conferences focused on important business topics, emerging trends and workplace challenges. The association is also committed to developing the next generation of employees through Connecting to Success, its career-readiness program serving thousands of Santa Clarita Valley students each year. By connecting education and business, VIA helps students prepare for the workplace while giving local companies an opportunity to help shape the region’s future workforce.

Tickets and Sponsorships are available at www.via.org A DVO CATE • E DU CATE • INNOVATE VIA.OCT2026BJ.indd 2

VI S I T VI A.O RG 9/28/26 11:16 AM

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S A N TA C L A R I TA VA L L E Y B U S I N E S S J O U R N A L ·

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C O N T E N T S NEWS & FEATURES

7 14 16 20 20 21 22

NEW PLANS, NEW BUSINESSES

How to Create a Business Success Plan Developing Stories The List: Family-Owned Businesses Common Hurdles Faced by Small Businesses Econowatch Protect Your Small Business, Your Family’s Income Real Estate Report

FROM THE EXPERTS 6 Ken Keller: Shape Your 2027 Success 15 Paul Butler: It’s a Mad Mad Mad World 18 Jeff Prang: New Tech for County Assessor’s Office

SCV BUSINESS VOICES 5 8

Henry Mayo SCVEDC

CONTRIBUTING STORIES 15

19 Thompson VonTungeln 19 Street Level Strategy 21 Techyard System

ITS A MAD WORLD

CHAMBER SPOTLIGHTS

A single partner you can depend on.

Celebrating Our Community

Your team of Advisors for Commercial Insurance Employee Benefits 401(k) Plans OCTOBER 2026 | Vol. 18 | No. 10

With a focus on: Real Estate Professionals Distributors & Manufacturers Entertainment Construction Technology

PUBLISHER Richard Budman rbudman@signalscv.com (661) 287-5501

BUSINESS JOURNAL EDITOR

Visit us at

www.LBWinsurance.com

CA Insurance Lic. #0M93299 | Investment advisory services offered through Advus Financial Partners, LLC, an SEC registered investment adviser. SEC registration does not constitute an endorsement of the firm by the Commission, nor does it imply a particular level of skill or ability.Securities offered through United Planners Financial Services, member FINRA/SIPC. Insurance products offered through approved carriers. Foundation Risk Partners DBA LBW Insurance and Financial Services, Advus Financial Partners, LLC, and United Planners Financial Services are separately owned entities and are not affiliated companies.

Perry Smith

SALES REPRESENTATIVES Maureen Daniels •Chris Llanos Walter Portillo A proud publication of

SINCE 1919

SignalSCV. com Santa Clarita Valley Business Journal (a Signal publication), © 2026, is published monthly by the Santa Clarita Valley Signal newspaper, Paladin Multi-Media Group, Inc., 25060 Avenue Stanford, Ste 141, Valencia, CA 91355. The SCV Business Journal is intended to provide business executives with a cross-section of industry news and information, trends and statistics that impact our growing community. Information gathered in the pages of the SCV Business Journal has been collected from what are considered reliable sources, and is believed to be accurate, but cannot be guaranteed. Articles may not be reprinted without publisher’s written permission. For reprint requests, please call (661) 259-1234.

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SCV BUSINESS VOICES

Does Breast Cancer Run in Your Family? By Patrick Moody Henry Mayo Newhall Hospital

earn how family history can affect your chances of having breast cancer and what options may be available if you are at higher-than-average risk. Learning that a close family member has breast cancer can leave you understandably distressed. In addition to being concerned about your loved one’s health, you might also be wondering how the diagnosis will affect your own risk for breast cancer. While it’s true that a family history of breast cancer can raise your risk, it doesn’t mean that you will necessarily develop the disease. But you will want to share the details of your family history with your doctor. They can help you determine if your risk is high enough to warrant taking steps such as getting extra screenings or genetic testing. HOW FAMILY HISTORY CAN AFFECT YOUR RISK For family history to raise your breast cancer risk, one of your parents, siblings or children needs to have had breast cancer. But even then, how much it affects your risk may vary. It depends on factors such as the number of relatives affected and their ages when diagnosed. According to the American Cancer Society (ACS), your family history may have a significant effect on your risk in these ways: Having a first-degree relative (mother, sister or daughter) with breast cancer nearly doubles a woman’s risk. Having two first-degree relatives increases her risk about threefold. Women with a father or brother who has had breast cancer also have a higher risk of the disease. Overall, about 15% of women with breast cancer also have a family member with the disease. A family history of breast cancer can increase your risk for a number of reasons. For one, it may point to shared lifestyle traits that may increase risk, such as not exercising or being overweight. A family history is also a signal that you may have inherited a genetic predisposition toward breast cancer. The genes most often linked to breast cancer are called BRCA1 and BRCA2.

Up to 69% of women who inherit a harmful BRCA2 mutation and up to 72% of women who inherit a harmful BRCA1 mutation face a lifetime risk of developing breast cancer, according to BreastCancer.org. (By contrast, about 13% of women overall will develop breast cancer sometime during their lives.) That makes women with certain inherited

mutations much more likely to develop breast cancer. Gene mutations also put women at higher risk for developing breast cancer at a young age. Genetic testing can help identify BRCA1 and BRCA2 mutations. But such tests aren’t appropriate for every woman who has a family history See HENRY MAYO, page 20

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Questions to Shape Your 2027 Success BY KEN KELLER SCVBJ Contributing Writer

s we move into the final quarter of 2026, leaders are beginning to think about budgets, goals, and priorities for the year ahead. Unfortunately, many organizations create plans by simply adjusting last year’s numbers and hoping for better results. A strong business or operational plan begins with asking the right questions. Whether you lead a company with ten employees or a nonprofit serving thousands, these questions can help create clarity, focus, and alignment for 2027. Start with Purpose Before discussing revenue, fundraising, staffing, or expansion, ask:

Organizations succeed when they remain connected to those they serve. Consider: •

What are our customers and partners telling us?

•

How are their needs changing?

•

What trends are affecting them?

•

What would make us more valuable to them?

•

If we were starting today, would we design our services the same way? The answers often reveal opportunities hiding in plain sight. Examine Financial Health Every plan should include financial realism. Ask: • •

What revenue sources are strongest? Which revenue streams are most vulnerable?

•

Why does our organization exist?

•

What problem do we solve?

•

What value do we create for those we serve?

What expenses provide the least return?

•

Has our mission evolved over the past year?

How much cash reserve should we maintain?

•

What financial metrics should we monitor monthly?

•

What impact do we want to have by the end of 2027? If your team cannot answer these questions clearly, strategic planning should begin there. Evaluate the Current Reality Many leaders spend more time talking about the future than understanding the present. Ask: •

What worked exceptionally well in 2026?

•

What did not achieve the expected results?

•

Where did we exceed our goals?

•

Where did we consistently fall short?

•

What lessons must we carry into 2027? Honest assessment provides the foundation for intelligent planning. Understand Your Stakeholders

Review People and Leadership Even the best strategy fails without the right people. Ask: •

Do we have the right talent in key positions?

•

Which employees are ready for greater responsibility?

•

What skills are missing from our team?

•

Who are our future leaders?

•

What training or development should occur in 2027? A strategic plan without a people plan is simply a wish list. Focus on Operations Operational excellence often provides the fastest path to improvement. Ask: •

Which processes frustrate employees or customers?

•

Where are delays, bottlenecks, or inefficiencies occurring?

•

What technology investments could improve performance?

•

What metrics best reflect operational success?

•

How can we do more with the resources we already have? Small improvements made consistently can produce dramatic results. Prepare for the Unexpected Every organization experiences surprises. Ask: •

What are our three biggest risks?

•

What market, regulatory, competitive, or economic changes could impact us?

•

What contingency plans should be developed?

•

How resilient are our operations?

•

If revenue declined by 20%, what would we do? Resilience is no longer optional. It is a leadership responsibility. Finish with Accountability Finally, ask: What are our top five priorities for 2027? •

Who owns each priority?

•

How will success be measured?

•

How often will progress be reviewed?

•

What actions need to begin in the first quarter? A plan only creates value when it leads to action. As a business advisor, I have found that organizations rarely fail because they lack answers. More often, they struggle because they haven’t asked the right questions. The quality of your 2027 plan will be determined by the quality of the conversations you have today. Start asking better questions, and the path forward will become much clearer. Ken Keller advises small and midsize business owners on profitable growth. 

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How to Create a Business Succession Plan

A Guide to Getting Started

or many business owners, succession planning is often pushed aside by day-to-day demands. But having a clear plan for what happens to your business once you’re ready to step back is one of the most important ways to protect what you’ve built. PNC’s Business Owner Wealth Insights Report shows that nearly 70% of owners agree planning for the future is important, but 1 in 3 have not yet formalized their succession plan. One of the biggest barriers: its perceived complexity.

Start With Alignment, Not Mechanics

The most effective succession plans start with clarity on outcomes — not mechanics. Start by clarifying your priorities, including financial goals, business direction, and stakeholder expectations. This alignment will guide key decisions, from choosing a successor to structuring the transition. Jim Benedict, head of Business Owner Solutions, PNC Private Bank, said: “We tell clients to ‘begin with the end in mind.’ How would they like their family wealth and business to be

Start by clarifying your priorities, including financial goals, business direction, and stakeholder expectations. This alignment will guide key decisions, from choosing a successor to structuring the transition.

The most effective succession plans start with clarity on outcomes — not mechanics. ©designer491 / iStock via Getty Images Plus

structured? What do they want to accomplish? What’s important to them? Once we know the answers to those questions, we can look at succession methods and wealth structures.”

Identify and Develop Future Leadership

The next step is determining who could eventually lead the business. Potential successors may include family members, partners, employees or outside buyers. Each option brings distinct considerations, including whether the successor has the skills to lead, how the transfer will be structured, and what level of involvement the current owner will retain.

Create a Transition Timeline

A phased transition over several years allows for •

deliberate leadership development

and mentoring, •

gradual transfer of responsibilities and relationships,

•

reduced operational disruption, and

•

greater flexibility in structuring ownership transfer.

Get a Realistic Business Valuation

A professional valuation provides a clearer picture of financial health and helps guide retirement, tax, and other transition decisions. It also gives an owner a reliable value to incorporate into personal financial planning and a framework to evaluate whether unsolicited offers are credible and worth pursuing.

Communicate the Plan

One of the most overlooked aspects of succession planning is communication. See SUCCESSION, page 9

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SCV BUSINESS VOICES

What Two Years of Leading SCVEDC Have Taught Me

BY ONDRÉ SELTZER PRESIDENT & CEO OF THE SANTA CLARITA VALLEY ECONOMIC DEVELOPMENT CORPORATION

fter two years as President & CEO of the Santa Clarita Valley Economic Development Corporation, I have been reflecting less on the milestone itself than on what this period has reinforced about SCVEDC, the strength of the Valley and the opportunities ahead. Leading SCVEDC has clarified what makes the Santa Clarita Valley distinctive and how our organization can help it remain competitive. The strongest lessons have come not from any one project, but from how businesses and community partners unite around shared challenges and opportunities. The first lesson is that collaboration may be our greatest competitive advantage. Economic development is never the work of one organization. It takes employers willing to invest, educational institutions responsive to workforce needs, real estate and development partners who understand the market, and local government leaders committed to practical solutions. Those relationships allow the SCV to respond with unusual speed and coordination. The Valley is large enough to support globally competitive industries, yet connected enough to quickly bring together the people needed to solve a problem. The second is that the diversity and sophistication of our business community remain among the Valley’s best-kept secrets. SCV companies manufacture medical devices, aerospace and defense components, food and beverages, and other products reaching customers worldwide. Others lead in entertainment, technology, logistics and professional services. Made in SCV grew from a desire to tell those stories and recognize the people, products and possibilities originating here. The third lesson is that meaningful economic development is built on trust and patience. A successful project may begin years before a company signs a lease, expands a facility or announces new jobs. It starts with listening carefully, understanding what a business needs and bringing the right partners together. Sometimes the result is a visible expansion. Other times, success means helping an established

employer resolve a challenge and continue growing here. Over the past two years, businesses have made significant investments, community partners have developed training programs around industry needs, and public- and private-sector leaders have united around the Valley’s future. Those experiences reinforce that economic

development is about more than buildings, statistics or transactions. It is about creating opportunities for people and building a resilient community. The next phase of SCVEDC’s work will build on that foundation. We will continue strengthening business retention and attraction, See SCVEDC, page 20

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SUCCESSION

Continued from page 7

Businesses successfully navigating succession tend to focus on three areas: •

Clarity: defining roles, expectations, and the future leadership structure.

•

Alignment: ensuring key stakeholders share a common understanding of direction.

•

Consistency: establishing regular opportunities to revisit and refine the plan.

Review and Update Regularly

Review your plan regularly, especially after major business changes, leadership shifts, or personal life events. Keeping the plan current helps ensure it stays aligned with your goals and your company’s needs.

Steps You Can Take Today

Be sure to review your plan regularly especially after major business changes or life events. ©AdobeStock

•

Document your top two or three succession goals;

•

Identify at least one potential successor; and

Schedule a conversation with a trusted financial or legal advisor. Creating a succession plan may feel like a future concern, but planning ahead

can help protect your business, support your employees, and make the next chapter smoother for everyone involved. (SPT) 

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Celebrating Our Community 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.

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.

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.

Everyone is welcome to join the festivities, connect with fellow community members, and show support for the entrepreneurs investing in the Santa Clarita Valley.

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 Quick Quack Car Wash on your grand opening. Go visit them at 26555 Carl Boyer Dr, Santa Clarita. Thank you to everyone who came out to celebrate and support them. Photo credit: Joie de Vivre Photographie.

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.

Crystal Carr, Field Representative for Assemblymember Pilar Schiavo, congratulates leadership of Quick Quack Car Wash on their grand opening. Photo credit: Joie de Vivre Photographie.

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.

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Celebrating Our Community

Council member Jason Gibbs congratulates founder and head of school Liz Caddow of Trinity Classical Academy on the completion of their new science laboratories

Congratulations to Trinity Classical Academy on your celebration. Go visit them at trinityclassicalacademy.com to find out more. Thank you to everyone who came out to celebrate and support them.

Congratulations to Bacio di Latte on your grand opening. Go visit them at 4201 Valencia Blvd Ste 2670, Santa Clarita. Thank you to everyone who came out to celebrate and support them. Photo credit: Joie de Vivre Photographie.

Tyler Pledger, Economic Development Manager from the City of Santa Clarita congratulates Bacio di Latte on their grand opening. Photo credit: Joie de Vivre Photographie.

Congratulations to The PlayPlace Early Learning Center on your anniversary ribbon cutting. Go visit them at theplayplaceelc.org to find out more. Thank you to everyone who came out to celebrate and support them.

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New Plans, Businesses Stretch Across SCV DEVELOPING STORIES BY PERRY SMITH

SCV Business Journal Editor

here’s no shortage of development talk in the city of Santa Clarita. One of the more interesting projects of late, The Hartwell, a plan to develop condominiums and some retail space on the south side of Main Street, was on the Santa Clarita City Council’s agenda for a closed-session discussion. We’ve already reported on how the project is up for sale, because the developer was having difficulty finding the required funding for development. Enter the city. It will be interesting to see just what happens to the property now. The city is still moving forward on a major parking project for the area on the south side of Main Street. There’s also a few interesting projects in front of the Planning Commission, going through the development process. Sand Canyon Belcaro has had two of its allowable five meetings, as it’s expected to have one more hearing in front of planning before it heads to City Council. The project calls for 341 single-family homes on individual lots between Highway 14 and Sand Canyon Country Club, with approximately 30 acres of land north of the railroad tracks going to the city as open space. Being discussed by the Planning Commission this month is Princessa Crossroads, which could connect Via Princessa to Golden Valley Road and bring apartments and more than 60 acres of business park to Canyon Country. The plan encompasses about 146 acres south of the Santa Clarita Activities Center and north of Golden Valley High School. It calls for 300 market-rate apartments on about 8 acres at the southeast corner, just north of Robert C. Lee Parkway. And not far away on Soledad Canyon Road, a new Riverwalk plan has been submitted by Williams Homes. That plan calls for 144 build-to-rent

A map of the Princessa Crossroads project shows the layout of the mixed-use project, which is expected to create as much commercial space as open space, is now under review by the city of Santa Clarita. Photo by Habeba Mostafa/The Signal

townhomes in 23 buildings, according to the application. It also calls for one mixed-use building that will have 10 low-income apartments and a community pool building. The original Riverwalk project submitted two years ago, which was proposed by Chandler Partners, called for 150 two-story townhomes, 8,500 square feet of commercial space and 2,500 square feet of recreational space, including a pool and community building, just east of Solamint Road. The owner of the property at 23031 8th St. in Newhall, is proposing a 19-lot tract map subdivision which will look to vacate a portion of exiting 8th Street, south of Wayman Street, and north of Parkview Drive. Both sides of the terminus will become cul-de-sacs for developed lots, according to the developer’s application. Last but not least, the owner of the property at 25078 Peachland Ave. in Newhall is looking to develop a multiparcel condominium project for the existing building and infrastructure. All street improvements and utilities that serve the project are in and working, according to the application. The building there currently is Peachland Medical Arts, a business park just south

of Lyons Avenue. There are also a number of interesting businesses coming to the Santa Clarita Valley based on the records submitted to Santa Clarita City Hall. Not far from the Golden Valley Road project we just discussed, Santa Clarita Karate is looking to offer classes at 26635 Valley Center Drive. The facility would like to hold classes from 4 to 8 p.m. Monday through Friday, and Saturday mornings. Not far from The Signal’s office on Avenue Stanford, Cali Knockout Cheer is looking to open a new space for its family-run operation. Its classes also will be available in the evenings from Monday to Friday. And speaking of evening classes, Grounded Studios is looking to open up a dance space at 22810 Soledad Canyon Road. Just east of Bouquet Junction, the space is expected to offer lessons and classes from Tuesday to Saturday. A Hyundai dealership is looking to make some changes to its space on Creekside Road. There’s a plan for a 24 Hour Fitness building on Via Princessa to be taken down by the expansion of a Cosco fuel facility. 

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It’s a Mad, Mad, Mad, (Working) World BY PAUL BUTLER

SCVBJ Contributing Writer

heard it said recently there are three phrases we tend to use, which are indicative of us getting old. In no particular order, these are as follows: “You know, I remember when all this was fields,” said when looking out at a strip mall or housing development. “How much?” said when standing in any store, aghast at the price of something. “This isn’t real music,” said when listening to the tunes of the generation that followed ours. I saw and heard three things last week that made me think I’m either getting old or the working world is going mad — maybe both? A friend of mine is a supervisor, which I always thought was a rather strange job title. The moniker implies the person who has explicit, formal authority over another has better vision than their subordinates. Thus, super-vision. Seems to me, in the case I’m about to explain, I do think my friend saw things more clearly than her direct report. My friend has had trouble with one of her staff members not turning up to work on time. To add insult to injury, this employee elects not to participate in certain required duties and tasks because, well — he wants to do what he wants to do and disregards the rest. The employee takes shortcuts and generally seems to fire on three cylinders throughout most of their short-changed day. My friend, (the person with the super-vision), has brought the matter to the attention of the employee politely and yet firmly on a number of occasions. Just last week, the employee complained to the organization that he felt the supervisor was being too demanding to expect them to be on time every day and to complete all tasks as per the job description. Rather than addressing poor performance, the organization decided to sidestep the supervisor and make accommodations for the employee, accepting partial performance in an untimely manner. I’m like, “Huh?”

About 55 recently hired employees attended the educational webinar, and of the 55, only about six had their cameras on.

©iSTOCK

Another, mad, mad, example: Did you know dogs are now allowed into many big box retailers? Now, that’s a question you’re not asked every day. Not just seeing-eye dogs and other service animals. I mean regular dogs. On what planet does it make sense to have an animal wandering around where food is prepared and sold? I guess having people sauntering around in their PJs was not pushing the boundaries of respectability enough, so let’s allow them to bring in their dogs. Someone I know works as a greeter inside a big box and told me about someone walking right past him with their dog and without so much as a “Good Morning.” My friend then observed the person allow their dog to do a number two on aisle two. As numerically poetic as this sounds, it’s just not right, even by the employer’s new operations manual, surely? My third and final example of a working world that seems to be going mad was a webinar last week. About 55 recently hired employees attended the educational webinar, and of the 55, only about six had their cameras on. There was just a sea of black screens with names on. Some black squares didn’t even show full

names but rather just first names, nicknames or names of devices such as “iPad 4579.” It’s difficult enough having a conversation with a black screen, but I’m not sure how to even address “iPad 4579.” I always think how strange it would be to walk into an actual meeting room with a black trash bag liner over one’s head. To me, that’s how bizarre it is to come onto a webinar that your employer is paying you to attend with your camera turned off. I believe the only thing that’s worse than that is if the black trash bag doesn’t talk for 90 minutes. Makes me wonder if there’s actually anyone inside the black trash bag. I must be getting old to a world where supervisors are sidestepped from actually supervising; where dogs can now do their business in a place of business, and black trash bags named “iPad 4579” are now on the payroll. But living in Santa Clarita, I can actually remember when all this was fields. 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. 

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The List Family-Owned Businesses

Ranked by Number of Employees

company

# of employees

family members

business

major ownership

website

Gothic Landscaping

2,200

Landscape services

Jon and Rob Georgio

gothiclandscape.com

AMS Fulfillment

362

Product and promotional fulfillment

Jay Catlin, Ken Wiseman

amsfulfillment.com

Stay Green Inc

350

Landscape services

Rich Angelo, Char Angelo

staygreen.com

Canon Recruiting Group LLC

300

Staffing and recruiting firm

Laurie Grayem

canonrecruiting.com

Andy Gump Temporary Site Services

175

Temprorary site services

Nancy Gump-Melancon

andygump.com

Petersen International Underwriters

International medical and health insurance, Lloyds of London

Harold, Michael and Thomas Petersen

piu.org

Valencia Acura

Auto Dealer

Don Fleming

valenciaacura.com

LBW Insurance and Financial Services

Insurance and financial services

Mitzi Like

lbwinsurance.com

The Signal

Media

Richard Budman

signalscv.com

CBC Cleaning and Restoration, Inc

Emergency disaster cleaning and restoration, residential and commerical

Gordon and Debbie Glasnow

cbcfirst.com

Accurate Freight Systems

Transportation and Logistics

Tony Demma

shipafs.com

Financial Services

David Garelick

www.GBMI.com

Gary and Christy Richardson

gwrichardsonac.com

Teague Custom Marine

Bob Teague

teaguecustommarine.com

KHTS FM 98.1 & AM 1220

Heating and air conditioning, solar electricity Marine engines, parts, accessories, service and high performance parts Radio station and website/Hometown Analytics (The Statster)

Carl Goldman, Jeri Seratti Goldman

hometownstation.com

Tea Elle C Garden Cafe

Specialty tea restaurant

Cecilia Hyon

theteagardens.com

Way Station Coffee Shop

Breakfast and lunch diner

Eric Leeser

Visual Terrain, Inc.

Special lighting design for architecture, attraction & amusement purposes

Lisa Passamonte Green and David Green

businessesmap.com/ way-station-coffee-shop

Douglas Furniture

Furniture

Doug Green

dougfurn.com

Nicholas Aire Systems

Heating and air conditioning

Nicholas Frank

nickaire.com

Oasis Garden & Patio

Patio furniture

Chris and Amy Boswell

oasisgardenandpatio.com

A Chorus Line Dancewear & Costumes

Dance wear and costume sales and rental

Reena Newhall

www.achorusline.net

Lightning Limos

Party bus, limo rentalsr service

Veena Bali

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Technology Has Been a Huge Asset for the Office BY JEFF PRANG

Los Angeles County Assessor

“

A technological dilemma facing the most populous county in the nation was how to take a massive amount of data wedded to an antiquated mainframe, green screen, technologically four-decades behind-thetimes system and bring that into the 21st Century.” I wrote that seven years ago when it was first published in a local newspaper with a countywide reach. Furthermore, that was the dilemma I faced as the newly elected Los Angeles County Assessor back in 2014. Let’s not forget that I manage an agency that catalogues 2.4 million real properties and 300,000 business property assessments. Much of this data was still being processed by hand, maintained in paper files and microfiche, displayed on flickering green screens that continually broke down. I didn’t have to be a rocket scientist to know that a technological upgrade was long overdue. We began by designing and implementing 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 two years ago, and the transition was seamless, free from the bugs and setbacks that often accompany large government tech projects. Having said that, AMP’s success has been nearly immediate. My main constitutional mandate of the annual Assessment Roll was completed in days when it used to take weeks to months. Also, our new technology was the subject of a national case study, Trial by Fire, that analyzed the Office’s role in helping thousands of homeowners’ secure property tax relief following the devastating 2025 wildfires. This case study explores how the Assessor’s Office leveraged cloud-based infrastructure, data analytics and AI/ ML tools to rapidly reassess more than 18,000 properties in just 90 days — a process that would have taken more than a year using legacy systems — delivering

The assessor’s office began updating its antiquated manual system to a cloud-based platform that went live two years ago. ©iStock

faster tax relief to thousands of impacted residents while preserving critical county revenue. In January we started using another new technology that improves the process of finding and identifying private and commercial aircraft. Since the program was initiated, it has identified nearly 1,000 previously unassessed aircraft. These aircraft discoveries are projected to generate nearly $2.5 billion in assessed value from prior year escaped assessments and more than $1 billion in new assessments for the 2026 tax year. Together, they are expected to produce about $38 million in additional property taxes that support schools, public safety and other vital local services. That’s not all. You can now sign up for a free service to receive a “Homeowner Alert” by email anytime a document, such as a grant deed, loan, or lien, is recorded in connection with your property. When you sign up for an Assessor E-Service account and register your email address with your property, we will notify you within 48 hours of activity recorded on your property. This can be an important tool for identifying potentially fraudulent deeds and other unauthorized recordings and acting as quickly as possible.

Every day we are discovering new technologies that enhance our ability to provide quality services to the public along with a more efficient working environment for our employees. I want to take a moment now to highlight our employees. None of the accomplishments I’ve mentioned in this column happened just because of a new system or a piece of technology alone. No, they happened because employees showed up and did the work. Technology is a tool. A tool is only as effective as the people working it and the Assessor’s Office has the best. These accomplishments not only reflect well of my staff, but to the County’s continued commitment to innovation, public service, and responsive government. 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 more than $20 billion annually. 

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The Demand Letter is Not the Verdict BY CHRISTINA HAHN

Attorney, Thompson Von Tungeln

he envelope arrives and the story is always the same. A lawsuit, or a demand letter that reads like one, over a parking stall a few inches too narrow, a threshold half an inch too high, or a line of code a screen reader cannot read. The message beneath is simpler: fix it, and write a check to make us go away. For a small group of filers, what arrives dressed as a civil rights case is a lucrative business. We are not the first to say so. California’s own statute records that two law firms once filed 54 percent of the state’s construction-related access complaints, that the complaints were frequently boilerplate, and that they sought quick cash settlements rather than the correction of anything. The statute even has a name for these plaintiffs. It calls them high-frequency litigants. The ADA supplies the violation. California’s Unruh Civil Rights Act supplies the money. The federal statute lets a plaintiff

force a fix and collect attorney’s fees, but awards no damages. Unruh adds at least $4,000 for every occasion a plaintiff was denied access, plus fees, and the occasions add up. That penalty, not the ramp and not the missing alt text, is the product being sold. The newest claim has moved from the parking lot to the browser. Blind and low vision plaintiffs allege that a website is incompatible with their screen reading software. If you have a storefront, an office, or a restaurant, your website is exposed. If you sell only online, with no physical place open to the public, recent California decisions give you a defense most owners never learn they have. What the demand letter will not tell you is that the marketplace has changed. The filers are more aggressive, but the defense has better tools than it had five years ago. Federal courts now routinely keep the ADA claim but decline to hear the Unruh damages claim, especially early in the case, which sends the filer

into state court and its stricter rules. A plaintiff must still prove a real barrier and a real likelihood of returning. Prompt, documented repair can moot the federal injunctive claim. On physical property, a Certified Access Specialist inspection obtained before the claim, followed by timely correction, can cut statutory damages sharply. That protection does not reach websites, and the widgets sold as an instant fix are not one. Regulators have said so. A demand is not a judgment, and paying quickly to make it go away is often the most expensive choice on the table. These claims can frequently be reduced, and in the right case defeated, but the strongest defenses reward the owner who acts early. If you have received a demand or a lawsuit over parking, access, or your website, call us at 661-945-5868. The initial consultation is complimentary. We would rather spend an hour with you now than watch you write a check you never owed. 

Fair Workweek

What Santa Clarita Valley Retailers Need to Know

os Angeles County’s Fair Workweek Ordinance took effect July 1, 2025, establishing scheduling protections for employees of large retail businesses. Predictable schedules help employees plan childcare, school, classes, and second jobs. For businesses in the Santa Clarita Valley and nearby communities, location matters. The ordinance applies to unincorporated Los Angeles County, which includes Castaic, Val Verde, Stevenson Ranch, Agua Dulce and Acton. It does not apply within the City of Santa Clarita. Its important to verify where work is performed rather than relying on a mailing address or community name. The ordinance covers qualifying retail employers with 300 or more employees worldwide. Covered employees must work at least two hours in a workweek in unincorporated County territory, be entitled to California minimum wage, and have an assigned primary work location and duties supporting retail operations.

Employers must provide a written good faith estimate of the schedule before hire, accompanied by the required employee rights notice. Current employees can request an estimate, due within ten days. Employers must provide work schedules at least 14 days before the work period begins. Employees may decline changes to scheduled hours, shifts, or work locations. Employers must document consent before changes occur. Employees may also request preferred hours, times, or work locations. Employers may approve or deny those requests, but must provide a written reason for any denial. Last-minute schedule changes can carry a cost: certain changes require an additional hour of pay, while canceled or reduced hours can require payment at half the employee’s regular rate for time not worked. Requirements and exceptions apply. Employees must receive at least ten

hours between shifts unless they consent in writing beforehand and receive the required time-and-a-half premium. Employers must offer additional hours to qualified current employees before hiring or using outside staffing, subject to the ordinance’s conditions. Employers must post the County’s rights notice and retain compliance records for three years. Written estimates and workplace notices must be in English, Spanish, and any other language spoken by at least ten percent of retail employees at the workplace or job site. Retaliation is prohibited. The Department of Consumer and Business Affairs’ Office of Labor Equity offers free compliance guidance, workplace postings, and help verifying location eligibility. Employees may file complaints within three years of a violation. Call (800) 593-8222, Monday through Friday, 8 a.m. to 4:30 p.m.; email FWW@ dcba.lacounty.gov; or visit workers. lacounty.gov. 

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Common Hurdles Faced By Small Businesses

mall businesses are the lifeblood of the country. There are 36.2 million small businesses in the United States, according to data from the U.S. Small Business Administration Office of Advocacy. Small businesses are vital to economic innovation. However, keeping a small business moving along can be challenging. Data from the U.S. Bureau of Labor Statistics reveals that roughly 20-22% of new private-sector businesses fail within their first year. By the five-year mark, nearly half close their doors. Understanding the potential ob-

stacles that small businesses face can help guide aspiring entrepreneurs.

Cash Shortages

One of the biggests threats to a young business is a shortage of liquid capital. According to research from the SBA and SCORE, poor cash flow management plays a role in more than 80% of small business failures. Delays in client payments or unexpected expenses quickly can drain operational funds. Also, rising costs of materials and labor and additional expenses can put pressure on profit margins.

Hiring Issues

Economic Development Corporation 26455 Rockwell Canyon Road | UCEN 263 | Santa Clarita, CA 91355 | (661) 288-4400 | www. scvedc.org

Econo Watch Housing Stats SCV Average Home Price SCV Average Condo Price SCV Home Sales (YTD) SCV Condo Sales (YTD) SCV Avg. # of Days on Market (SFH) SCV Single Family Home Inventory

Aug-26 938,200 629,300 1,305 449 45 544

Jul-26 954,000 578,400 1,078 401 41 573

Aug-25 973,800 601,300 1,286 436 40 636

Source: Southland Regional Association of Realtors (SRAR)

Building Permits Aug-26 New Commercial/Industrial Building Permits 1 Commercial Tenant Improvements/Alterations 25 New Residential Units (SFH) - City of SC 27 Average Rent Per Square Foot Office (FSG)* Industrial (NNN)*

Q2 2026 $2.87 $1.38

Jul-26

0 14 11

Aug-25 1 30 17

Q1 2026 % Change $2.80 2.50% $1.37 0.73%

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Unemployment Rates Santa Clarita Palmdale Lancaster Glendale Los Angeles County State

Aug-26 4.6% 5.7% 6.6% 4.9% 4.9% 5.1%

Jul-26 4.9% 6.0% 7.1% 5.1% 5.2% 5.1%

% Change -6.12% -5.00% -7.04% -3.92% -5.77% 0.00%

*Source: Employment Development Department (EDD) - State of California*

Small businesses may be competing with larger corporations for skilled workers, and larger firms might be able to offer more attractive benefits. That can pose challenges in regard to keeping operations staffed with quality employees. As a result, small business owners often wear many hats and juggle responsibilities, which can lead to burnout, says Walden University.

Customer Retention

The U.S. Chamber of Commerce says keeping a steady stream of returning buyers

HENRY MAYO

Continued from page 5

of breast cancer. Whether to have genetic testing done is a personal decision involving many factors. But if you have a strong family history of breast cancer, you may be a candidate. Women will want to weigh the risks and benefits and speak with a genetic counselor. LOWERING YOUR RISK While your family history and your genes are beyond your control, there are steps you can take to help protect your health. For example: Extra screening Your doctor may suggest that you start breast cancer screening earlier than

SCVEDC

Continued from page 8

expanding Made in SCV, supporting innovation and emerging industries, aligning workforce programs with employer needs, and deepening the regional partnerships that help the Valley compete. These priorities are connected: stronger relationships help us identify business needs earlier, mobilize resources faster and tell a more complete

often requires adapting to changing consumer trends and ongoing effort on the part of business owners. But limited advertising budgets can make it harder for small businesses to compete with big brands for customer attention. Also, with business owners often putting out small fires each day, it may leave little time for long-term customer retention planning. Small businesses face many common hurdles. While challenging, these obstacles can be overcome. (MC)  is recommended for women at average risk. You may also want to consider screening with breast MRI or ultrasound in addition to mammography. Medicines Drugs such as tamoxifen and raloxifene can reduce breast cancer risk, studies show. Women and their doctors should discuss the risks and benefits of preventive medicines, which may have serious side effects. Surgery Some women at very high risk choose preventive surgery to remove both breasts before cancer develops. Before making such a decision, you’ll want to carefully consider and discuss your options with your healthcare team. For more information, visit henrymayo.com/breast.



story about why companies can succeed here. As SCVEDC looks ahead, we do so with confidence in the Valley, appreciation for our partners and a clear sense of where we can have the greatest impact. The clearest lesson from the past two years is also the simplest: lasting progress is not something any organization creates alone. It is something a community builds together.



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AI won’t put your business under. The competitor using it will.

or many businesses, growth is not limited by a lack of potential customers. The bigger challenge is what happens after a lead arrives. A missed call, a delayed response, an unanswered inquiry, or a manual ANOOP CHAHAL follow-up can turn a promising opportunity into lost revenue. At the same time, employees often spend valuable hours managing repetitive tasks instead of focusing on customers and strategic growth. This is where AI-powered automation is changing the modern business landscape. Lead generation automation helps businesses create a more consistent pipeline by supporting digital marketing, advertising, social media engagement, and targeted outreach. But generating leads is only the first step. The real opportunity comes from intelligently capturing, qualifying, organizing, and following up with those leads. AI can help businesses respond faster, identify high-value opportunities, and ensure that prospects do not disappear simply because someone was too busy to follow up. Instead of relying entirely on

manual processes, businesses can build systems that continuously support the journey from first interaction to conversion. The next piece is workflow automation. Every organization has repetitive processes—data entry, appointment scheduling, customer follow-ups, CRM updates, reporting, internal communication, paperwork, and administrative tasks. Individually, these tasks may seem small. Collectively, they can consume hundreds of hours. Intelligent workflow automation connects these processes so information can move between systems with less manual intervention. TechYard Systems focuses on building customized AI and Agentic AI solutions designed around the way a business actually operates, rather than forcing businesses into a one-size-fitsall system. But technology alone does not create transformation. Businesses also need guidance. AI guidance begins with understanding the business: Where are leads being lost? Which processes are slowing employees down? What information is being entered repeatedly? Which customer interactions can be improved? And, most

importantly, where can automation create measurable value? TechYard’s approach centers on solving the right problems, using the right technology, and focusing on real business impact. Its solutions can integrate AI into workflows, analyze business data, automate processes, and support decision-making while remaining aligned with specific business goals. The ultimate goal is business growth. When lead generation, lead capture, follow-up, workflow automation, and business intelligence work together, companies can spend less time managing busywork and more time building relationships, serving customers, and pursuing new opportunities. AI is no longer simply a technology conversation. It is becoming a business strategy—one that can help organizations work smarter, respond faster, and build scalable systems for the future. For businesses ready to move from experimentation to practical implementation, the question is no longer whether AI can help. The question is: Where can AI create the greatest impact in your business? 

Protect Your Small Business, Your Family’s Income

or many small business owners, contractors and freelancers, owning a business is a rewarding step toward independence that offers flexibility, control and opportunity to build towards their dreams. However, business and personal finances can sometimes become closely connected. New research from Simply Business shows that among microbusinesses with five or fewer employees, 87% of owners continue to rely on personal funds to sustain operations. This underscores a simple reality: When you work for yourself, protecting your

business often means protecting your personal finances, savings, and family’s day-today stability. Here are some ways to transform uncertainty into a foundation for confident growth: Believe in your worth. True pricing confidence is about fully owning the value of your work. Protect your revenue by using clear pricing, building in a buffer for unexpected costs and setting expectations upfront about what is—and isn’t—included in the project. Build a short-term buffer. Aim to keep one to three months of both essential business and household expens-

es in reserve; even a modest cushion allows you to confidently manage late payments, canceled projects, or seasonal slowdown. Match coverage to your work. General liability insurance can help cover costs tied to third-party bodily injury or property damage. Evaluate your specific trade risks and buy policies that address them to close the gaps in your safety net without paying for unnecessary extras. Shop for coverage before you need it. Proactive shopping allows you to compare the value of different policies rather than making a rushed

decision under pressure. Leverage external capital. While investing in your own ideas is essential, true safety means looking toward smart capitalization to fuel your venture. The Simply Business survey found that small business owners rank access to external capital as the most valuable factor for securing longterm growth. By taking practical, proactive steps to secure your working cash, savings, and family finances, you can safeguard your business and ensure it continues to thrive. (SPT) 

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SCV Home, Prices, Inventory Sees Seasonal Impacts BY DAVID WALKER

Southland Regional Association of Realtors

number of factors are believed to be behind some challenges reflected in the local market numbers this month. Home sales, prices and inventory fell during August in the Santa Clarita Valley while interest rates on home loans rose to the highest level in 10 months, the Southland Regional Association of Realtors reported for this past month. The national average interest rate on home loans during August as reported by the Federal Housing Finance Agency was 6.51%. While up from its lowest level of 6.08% in April, the August figure was nonetheless down from 6.83% reported in August 2025. The national interest rate for nearly three years has averaged 6.63%. “With a few exceptions, interest rates on home loans had been trending down every month for nearly three years,” said Nicole Stinson, president of the 10,000-member association. “Then came rising consumer prices and the turmoil in the Middle East, which kicked interest rates higher and made homebuyers and homeowners question the direction the economy was headed.” Local Realtors guided 147 single-family homes and 49 condominiums to the close of escrow during August. The home total was down 9.3% while the condo tally fell 15.5% compared to a year ago. Both totals were the lowest number recorded for the month of August going back to 2020. Similarly, home and condominium pric-

Key Takeaways • Pending sales at the end of August totaled 121 homes, down 30%; • Condo pendings totaled 45, down 34% • New home listings came in at 208, down 10%; • Homes stayed on the market an average 45 days, up 5 days

Both homes and condominium sales took a dip in August compared to the same time last year, according to the Southland Regional Association Realtors, which also reported that homes are staying on the market longer. ©AdobeStock

es also fell. The median price of homes that changed owners last month came in at $865,000, which was down 2.8% from last year, while the condominium median price of $520,000 was off 10.3%. The record high median home price of $910,000 was set in March 2024. The condo record high of $650,000 came in June of 2024. “When it comes to prices and sales, the market is transitioning from busy summer transactions into the off-peak season,” said Valerie Biletsky, the association’s chief executive officer, “But there’s no doubt the events in the Middle East and lingering questions about the economy here at home play a role in any decision to buy or sell a home.” The active inventory of single-family home listings during August also took a beating – tumbling 24.5% to 518 while the 326. Condominium active listings increased 1.2% to 326 listings. SRAR’s Income-to-Loan guide for August found that an income of $133,539

was needed to qualify for an 80% loan of $416,000 on a Santa Clarita Valley median-priced condominium of $520,000. With the national average interest rate at 6.51% during July – compared to January 2022’s 2.97% and well below the 7.56% of December 2023 – the income needed to qualify decreased 12.7% compared to a year ago. The monthly PITI — principal, interest, taxes and insurance payments — totaled $3,338. The most active area in the Santa Clarita Valley this past month was Valencia, which still has more then 250 active listings. That area also saw just over 70 escrows closed. The second-busiest area in the SCV was the Canyon Country market, which had 198 listings last month and 51 escrows closed. Valencia’s median sale price for a single-family residential, including houses and condos, was $755,000 last month. In Canyon Country, the median sale price was $739,000. 

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