April/May 2023

WHAT A FORCE How Scarlet Le-Cao and the new Greater OKC Asian Chamber are expanding resources for Oklahoma's Asian-owned businesses.

Christy Gillenwater on O KC ’ S F U T U R E Family-owned ELITE MOTORSPORTS Ashley Terry’s I N S P I R AT I O N S

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Features

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32

Force of Nature

Propelling their Heritage

The newly created Greater Oklahoma City Asian Chamber represents the more than 5,000 Asian-owned businesses in Oklahoma.

From a sneakerhead shoe store to OKC’s oldest international grocery, Asianowned businesses are as diverse as the population they represent.

CHARLIE NEUENSCHWANDER

A P R I L / M AY 2 023

Departments

A P R I L / M AY 2 023

START UP 12 Insight Diversity = Growth 14 My Daily Media Diet with Candor founder and president Karen Wicker 16 Day in the Life Brown’s day as FSB Architects and Engineers principal and CEO 18 The Future of … the Greater Oklahoma City Chamber

SW EAT E QU ITY 22 Small Business Family-owned Elite Motorsports

22

24 Data Dive How COVID changed Oklahoma's workforce

COURTESY OF J WIGGINS

26 How I Did It Ronald Jordan II's Knotted Bow Tie

E X IT STRATE GY 52 Inspirations What inspires Wheeler District's Ashley Terry 54 On Topic What are the advantages of having multiple, thriving business districts in a city?

56 Industry Tools Spiers' Battery Cycler and Compression Fixture

26 52

Volume 2 Issue 3

On the Cover Scarlet Le-Cao, OKC Asian Chamber founding president and Omega Investments chief operating officer.

56

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8

LETTER FROM THE PUBLISHER

What We Believe I N LOO K I NG AT the transformation of the central Oklahoma economy, we believe

a confluence of powerful forces are at work and that they have driven the economy in the Oklahoma City metro during the last three decades.

More importantly, we believe that we are just at the beginning of a multi decade run. For this reason, we started 405 Business magazine in 2021. And we believe the story of this powerful forward momentum in Oklahoma City needed to be told.

Specifically, we believe in the power of:

ENTREPRENEURIAL CAPITALISM We believe the most powerful economic engine

ever created is entrepreneurial capitalism. For example, when we made a call for nominations for The Innovators issue, we received hundreds of names. It was nearly impossible to pick the 19 honorees and 38 other finalists. In The Unicorns issue, we showcased the central Oklahoma entrepreneurs and their teams that solved some big problems and generated billion-dollar valuations in the process. We’ll continue to highlight the best of our innovators and entrepreneurs.

LEADERS CONNECTING WITH LEADERS Oklahoma City has an open, welcoming

business community. It’s easy to meet and connect with business leaders here, and this is one of the first things you will hear from people new to the community. The next thing they experience is our “help-first” culture, in which business people naturally help each other become more successful, regardless of what’s in it for them. In our upcoming The Metro’s Most Influentials issue and event, we’ll profile and connect the region’s most influential leaders who are using their platform for good.

BUSINESS LEADERS TAKING A ROLE IN BUILDING THEIR LOCAL COMMUNITY

We can all point to societal problems that need solving, and our business leaders are responding by being generous with their time, money and people. It’s in our DNA; it’s who we are. Our Purpose and Impact issue and event highlighted the leaders who are using their resources to build our community.

INCLUDING DIVERSE PERSPECTIVES Including a diversity of perspectives in the

conversation is not only the right thing to do, it's also smart business. Diverse perspectives inspire creativity. The profoundly innovative contributions of Oklahoma's Asian, Black, Hispanic and Native American business leaders have been largely overlooked in a lot of mainstream publications. You’ll see us include diverse perspectives in our stories and posts on how to best advance the region.

COMP EL L I NG STORY TEL L I NG AND I NSP I R I N G DES I GN

Effective business journalism is critical to connect and inspire the business community and help drive progress. Regions without effective business journalism suffer economically. Moreover, the central Oklahoma business community needs and deserves world-class business publications, electronic media and gatherings that herald what is happening here. For us, it’s more than our mission: it is our duty.

While some might claim that these forces are also at work in their region, we don’t know of any place that can lay claim to all seven working together to create the economic transformation we are all a part of. And we want this magazine — its print and digital footprint — to be a collaboration and conversation with you, our readers. Please join our Reader Focus Groups, issue-based Roundtable Discussions, networking events, social platforms, or let us buy you coffee — we want to bring you along to make sure every voice is heard, represented and helping to propel us all forward.

T H E P U B L I C S E C TO R AC C E L E R AT I N G T H E G R OW T H O F T H E P R I VAT E SECTOR When the public and private sectors collaborate effectively, the results can

be astounding. You don’t have to look much further than our string of pro-business mayors, the MAPS projects, the Alliance for Economic Development, the Oklahoma Medical Research Foundation, OCAST, i2E, Plains Capital and other collaborations to see their impact. It’s our secret sauce that other regions find hard to replicate.

HANDS-ON BUSINESS ACUMEN We are successful because we are hardworking,

no-nonsense, smart business people who proactively help each other. You’ll read lessons learned, best practices and advice in our articles and posts generously contributed by our best local leaders.

Rod Whitson 405 BUSINESS CO-FOUNDER AND PUBLISHER

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S TA RT UP

INSIGHT 12 MY DAILY MEDIA DIET 14 A DAY IN THE LIFE 16 THE FUTURE OF 18

Changing of the Guard

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After several decades, the Greater Oklahoma City Chamber of Commerce has a new leader at the helm, Christy Gillenwater. She talks about what the future might hold for both the chamber and Oklahoma City. p.18

12

INSIGHT

Diversity = Growth

S TA RT U P

Oklahoma City is growing more diverse with every U.S. Census study.

This diversity is a reason for the metro's continued growth.

Oklahoma City is ranked in the top 6.4% of most diverse large U.S. cities, which will only push the city to grow, particularly within the minority-owned business communities.

BY MATT STANSBERRY

I BELIEVE THERE will come a time when our nation’s

narrative around diversity will change. It will change because, in some instances, previous minorities will be majorities. But, more importantly, it will change because we will have come to better understand and embrace the differences that collectively make us stronger. Diversity isn’t always easy, but then again, neither is growth. Diversity ushers in challenging conversations, but it leads to the best kinds of innovation and growth.

A growing nation This is a nationwide trend. U.S. News reports that nearly 70% of the country’s largest cities are more racially diverse than they were in 2010. Additionally, the WalletHub study indicates that, by 2045, no single ethnic group will constitute the majority in the country for the first time ever.

A growing economy This diversity is showing up in business in a big way.

A study by the National Foundation for American Policy found that 55% of America’s $1 billion startup companies had at least one immigrant founder. These are companies like Stripe, Moderna and Slack. They also determined that nearly 25% of the $1 billion startup companies had a founder who first came to America as an international student, and three of them were founded by people who came to the country as refugees.

A growing 405 While we continue to experience growth in the 405, I believe it’s of the utmost importance to not only embrace but champion diversity. As a current board member of the Oklahoma City Black Chamber of Commerce, I have come to appreciate the role of minority-owned businesses more deeply in our community and the important role of its champions. With this in mind, I’d like to extend a warm welcome to our newest champion — the Greater Oklahoma City Asian Chamber.

Here are a few ways we can support Asian and other minority-owned businesses:

Diversity ushers in challenging conversations, but it leads to the best kinds of innovation and growth.

Spend money directly with minority-owned businesses. Seek out new restaurants, shops, products and services that are owned by minorities.

Partner with minority-owned businesses.

Look for ways to collaborate and cross-promote these businesses to create win-win outcomes for all involved.

When it comes to a thriving community, diversity is a very good thing. It does take a willingness to get uncomfortable and be vulnerable, but ultimately more people succeed.

Matt Stansberry founder, CEO and partners of Nominee, a brand consultancy

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A growing city Our city is quickly becoming more and more diverse. WalletHub did a recent study of more than 500 of the largest U.S. cities across three indicators of ethnic diversity — race, language and birthplace.

In the study, Oklahoma City ranked 32nd amongst the most culturally diverse cities in the United States. This puts OKC in the top 6.4% of U.S. cities when it comes to diversity.

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M Y D A I LY M E D I A D I E T

S TA RT U P

What newsletter always gets clicked open?

I’m a sucker for The Daily Skimm. The writers describe world news in digestible and relatable nuggets, often making me laugh even when the topics are serious. Locally, NonDoc’s Monday Minute helps me stay on top of what’s happening at 23rd and Lincoln during legislative session.

My Daily Media Diet Karen Wicker, founder, president and CEO of Candor, a marketing and communications firm, recommends keeping the blue light out of the bedroom, following the Empire State Building’s Twitter feed and listening to music endorsed by her DJ daughter.

Where do you get your news first?

My day begins before sunrise with a quick scan of client Google alerts and a peek at the Oklahoman and Tulsa World headlines. After monitoring local news, I switch to the Washington Post and Twitter.

I also catch up on current events while exercising and watching the Today show before heading to my work or home office.

What app do you open first in the morning?

For health reasons, I keep my mobile devices out of the bedroom so the blue light does not disturb my sleep. Immediately upon waking, I go to my home office to check my email and work Slack channels. In the PR and crisis business, you have to be prepared to respond to anything that happened overnight.

What podcast do we need to be listening to?

I love podcasts and listen to them frequently. I’m fascinated with Revolution Health Radio with Chris Kressler, a functional medicine expert who explores alternative ways to stay healthy and young. I also enjoy The School of Greatness with Lewis Howes and mobituaries with Mo Rocca.

Here in Oklahoma, I recommend listening to Craig Groeschel’s leadership podcast and #RUNtoREMEMBER, which features compelling stories from the Oklahoma City Memorial Marathon.

What social accounts should we be following?

I asked my trusted colleagues for their recommendation. They say the Washington Post TikTok is an excellent example of how to produce compelling content for today’s consumer. They also enjoy following the Empire State Building on Twitter. Personally, my all-time favorite social accounts are Candor’s Facebook, LinkedIn, Instagram, Twitter and TikTok!

What music should we add to our playlist right now?

After just watching the Grammys, I plan to add Samara Joy to my playlist. She’s an up-and-coming young jazz singer who just won Best New Artist. Other favorites include bluegrass singer Allison Krauss, any singer from the 1980s and whatever new artist my DJ daughter is playing. She keeps me relevant!

What books are making you think?

At the beginning of 2023, I gifted everyone at Candor a copy of "Smart Brevity." It’s a fascinating read on how to communicate succinctly in today’s chaotic world. I’m also currently reading the book "Who," a New York Times bestseller about the art and science of making smart hires, which is so important in today’s workforce.

Is there any other media you consume that we’ve missed?

I’m a faithful viewer of "CBS Sunday Morning" (the theme song is even my ringtone) because it explores topics and people I may not normally encounter. I also like to catch the first few minutes of "Face the Nation" each week to stay abreast of political and world issues.

What role does media literacy play in business?

Critical thinking is vital to every single industry; however, news media (both traditional and social) is fractured. As a nation, we’ve got to do a better job of filtering fake news and honoring truth in journalism. This is why it’s so important to combat false information by redirecting readers and followers to accurate sources. It’s also critical for communication professionals to follow the news so they can strategically guide their brand.

How do you ensure you remain media literate?

I’ve always been a voracious consumer of media. It all began as a child when my father would read the newspaper out loud to me at the kitchen table. As a former television journalist, I can’t imagine a world where I would not keep up with media or media trends. For example, I was an early adopter of TikTok. I like to try new things so I can understand where people are coming from and what information they are consuming.

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S TA RT U P

DAY I N T H E L I F E

Day in the Life Gene Brown, FSB Architects and Engineers principal and CEO, spends his days managing projects in multiple time zones from Puerto Rico to Hawaii — including constructing a new facility to house operations for Air Force One. 5 a.m. Wake up truly excited for the busy day ahead of me. Let my dog Breck out in the backyard.

7 a.m. Arrive at the FSB office and work on priority projects, responding to client inquiries and conversing with colleagues who stop by to talk before my day gets busy.

9:30 a.m. Leave staff meeting early for our shareholders meeting. After reviewing last year’s financials and finalizing this year’s budget, we elect the new board of directors.

12 p.m. It’s a working lunch day! With projects in multiple time zones from Puerto Rico to Hawaii, client communications can start early, overlap with lunch and not end until late. Today’s lunchtime video conference includes key leaders from the U.S. Air Force and U.S. Navy in a joint effort to design and construct a new facility for all daily operations associated with the new fleet of aircraft, which will serve as Air Force One. 2 p.m. Jump on a call for the renovation of an historic office building and courthouse in downtown OKC. We are working through phased scheduling of this multiyear, multibuilding project with more than $100 million in planned upgrades.

4 p.m. Quick sync meeting with our Federal Studio Director. FSB’s culture is heavily dependent on collaboration and mentorship, and so we meet at least daily to ensure he’s got all the resources and background information he needs.

6:15 p.m. My wife arrives at the office, and we chat as I wrap up some final items for the day. We meet up with my oldest daughter and her boyfriend for dinner at Bellini’s.

This is the first time she’s ever brought someone home to meet me. We have a nice dinner conversation, and I sip an Angel’s Envy Port Cask Finished Bourbon neat while I try to get to know the young man without making him feel like he is being interrogated.

10:30 p.m. After responding to a few more emails and reviewing the major news stories for the day, I set my alarm and curl up in bed.

6 a.m. Head over to Panera and order my usual – dark roast coffee. I grab a back corner booth for quiet reflection of the day’s schedule, including planning out my main objectives and talking points for each meeting.

9 a.m. Attend weekly staffing meeting with the firm directors to make sure projects have the necessary resources allocated.

10:30 a.m. A celebratory BOD meeting takes place immediately after elections. Officially, the BOD meets quarterly; unofficially, we meet at least once a week.

1 p.m. Meet with Christy Gillenwater, the new president and CEO of the Greater Oklahoma City Chamber, to learn more about her goals and vision for the community we both care about deeply.

3 p.m. Join a telephone call for ASTEC Charter Schools to finalize a couple of key details for the new $30 million middle-high school in the OKC metro.

4:30 p.m. Review email for important inquiries. A project in Denver, Colorado, is now funded, and the client is ready to sign a contract.

And a client in Jacksonville, Florida, is getting ready to start construction and had some last-minute questions.

9 p.m. Head home after dinner and finish up the day by watching the next episode of “Only Murders in the Building” with my wife and youngest daughter.

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18

THE FUTURE OF

Christy Gillenwater took the reins at the Greater Oklahoma City Chamber of Commerce at the beginning of 2023, stepping into a very different city than the one her predecessor, Roy Williams, inherited when he began almost two decades ago. Gillenwater discusses what she sees for the future of the chamber and for Oklahoma’s largest city.

BY K AYTE SPILLMAN

ADOBE STOCK: OKSANA

The Future of the Greater Oklahoma City Chamber of Commerce

S TA RT U P

CHRISTY GILLENWATER LANDED on Oklaho-

ma’s red dirt from Chattanooga, Tennessee, just a few months ago, and her positive impression, like many, was about the people who live here.

“The people here are absolutely the secret sauce,” she said. “To me, we have the most generous, kindhearted, thoughtful people I’ve seen. They are extremely hardworking, collaborative, focused on the same vision and mission, all of which I absolutely love.”

The vision and mission she’s referring to is the idea that Oklahoma City residents are both proud of the city’s development of the last 20 years but also driven to grow more.

“It's that level of work when the community decides something needs to happen,” she said.

“They’ve been really thoughtful about building the coalition to bring that to fruition.”

Oklahoma City has been on Gillenwater’s radar for many years, and she’s been watching its growth from afar.

“I've had this long-distance crush on Oklahoma City,” she said. “And now to be here, is just beyond exciting. Oklahoma City’s history is so much of the fabric of who the people are today. And I think there's such a need to continue to cherish and appreciate that history and how we've had to lift ourselves up from some of the deepest, darkest times.”

For Gillenwater, the future starts with understanding what has been successful in OKC’s recent progressive past.

“How do we continue to build on our successes of the past to continue delivering for the changing demographics of this city?” she said. “We're growing. We have such an energetic and inspiring city mayor. How do we walk alongside the city and other key partners and continue to deliver great jobs and tremendous visitor experiences and small business support? How do we connect all the dots?”

Gillenwater said she is taking the first 90 days on the job to just learn the city.

“I'm calling it a listening-and-learning tour,” she said. “Our team is by no means stopping their work. We can't do that. We have to continue to push forward. But I'm taking a moment to really listen and learn from those here to take note of what opportunities await us.”

In the coming years, Gillenwater sees potential growth for industries like bioscience and aerospace, as many do, and she has her eye on newer burgeoning industries, like film too.

“We just have a lot of potential to continue to grow those specific industry sectors, along with, of course, manufacturing,” she said. “We've always had a stronghold in manufacturing, and we will continue to do so as well. And obviously oil and gas and our long-standing partner sectors — we see continued opportunity there as well.”

Gillenwater points to what she sees as uniquely OKC attributes that will continue to push this city forward and help sell this city to others – from attractions like the new First Americans Museum and the Riversport area to the OKC Thunder.

“I think one of our favorite experiences so far has been the Thunder and everything that the Thunder does to unite the community,” she said. “You can’t beat the impression that professional basketball or professional sports brings for a city. It's just fantastic. The Thunder have also been one of our favorite pieces of being here in Oklahoma City.”

Outside of tourism draws, however, Gillenwater said Oklahoma City is structured differently than other cities she’s lived in and served in similar capacities. These differences will shape our future growth, as proven by how they’ve carved out our past.

“Something that sets Oklahoma City apart from other cities is how government and business have worked seamlessly together to rise up to challenges and to accelerate opportunities,” she said. “And that is a rare thing and something we can't take for granted. And we're really looking forward to future iterations of that.

“When I think about how we collaborate and convene and problem-solve together, it's really unique here and something other cities can learn from. And that is when you have four times your impact, when you have business and government partnering the way they do here.”

Past successes do not guarantee future growth, Gillenwater is quick to clarify. The momentum Oklahoma City is currently enjoying must be harnessed and continued, she said, before other cities catch up.

“The work isn’t finished,” she said. “When you're building the best cities and regions for your people, you can never stop. And you always have to have the foot on the pedal because other cities are nipping at your ankles. And they're learning from you.”

The key to the future: continue to innovate and play the long game.

“You constantly have to innovate; you have to think differently and you have to have the endurance for the long road,” she said. “And it really is a long road. But also celebrate your wins, Oklahoma City. I want everyone to know, like, what y'all have done is amazing. Everyone should be so proud of what has been accomplished, but there's still a lot of work to do. We need to harness the energy that people have to continue to bring more folks here. But at the same time, we really need to set our sights high for what we can expect in the future as well.”

19

“When I think about how we collaborate and convene and problem-solve together, it's really unique here and something other cities can learn from. And that is when you have four times your impact, when you have business and government partnering the way they do here.”

Christy Gillenwater President & CEO of the Greater Oklahoma City Chamber of Commerce

S W EAT EQU ITY

PHOTO PROVIDED

Among the Elite Elite Motorsports, a multigenerational business in Wynnewood, builds race car engines when it isn't competing and winning NHRA world championships. p.18

SMALL BUSINESS 22 DATA DIVE 24 HOW I DID IT 26

22

SMALL BUSINESS

Elite Status

Elite Motorsports engine-building company, Elite Performance, builds the engines for each of the company's eight race car teams.

Family-owned Elite Motorsports manages eight NHRA racing teams, including a five-time world champion race car driver and five of the top 10 NHRA race cars in the world — all maintained in its facilities in Wynnewood.

BY K AYTE SPILLMAN

T U C K E D AWAY I N Wynnewood, about an hour outside the

Elite Motorsports' Kyle Bates talks with Robert Freeman and Chase Freeman.

PHOTOS PROVIDED

metro, Elite Motorsports is quietly building race cars for eight NHRA racing teams, racking up NHRA world championships and has doubled its growth and quadrupled its size since it began in 2004.

Owner Richard Freeman started the family-owned, multigenerational company in 2004, and he began racing cars with his father starting in 1990. In the nearly 20 years since starting Elite Motorsports, he said the company has grown from three employees to more than 50, adding four auxiliary businesses to Elite’s offerings.

“We sell new and used Class A motorhomes and big stacker trailers and semi-trucks and trailers, and we sell them all over the world,” Freeman said. “And it's not just Elite Motorsports anymore. We have our own in-house engine building company, among other things.”

The engine-building company, called Elite Performance, is the fuel to Elite Motorsports eight different NHRA racing teams. From March to November each year, the leadership of the company, along with about 40 people, travel, compete and manage the racing teams that start from race cars managed from the ground-up at the facilities in Wynnewood.

“We run eight NHRA prostock teams out of Wynwood, Oklahoma,” he said. “From the day-to-day operations to on track to travel, we’re running everything.”

The teams will travel coast-to-coast with almost nonstop travel competing in 18 races each season.

“We have a total of seven semis that go down the road,” he said. “And then my team and my engine builders, myself and some of our key crew people, we fly to each — we fly out private right out of here in Paul’s Valley — so we don’t lose any time. It has to be well-organized, and we've done a superb job of that.”

Freeman owns several of the eight teams, and one of his drivers, Erica Enders, has won five world NHRA championships while on his team, driving cars his company built in Oklahoma.

She is now the winningest female NHRA driver in the world, and the company manages five of the top 10 race cars in the world, he said.

“We have won five world championships,” he said. “We've won our first in 2014, and we’ve been part of some of the most unbelievable racing of all time. Erica has just done amazing things, and we've got a roster of amazing drivers. Sometimes you’ve got to kind of knock on wood, you just can't believe it.”

S W EAT EQ U IT Y

23

“I never dreamed of having eight performance teams or adding on to my buildings here 27 times to provide room to house all this stuff we need. But we’ve done it.”

—Richard Freeman, Owner of Elite Motorsports

Elite Motorsports manages five out of the top 10 race cars in the world.

Freeman is quick to point the success back to his team, which includes many family members.

“It's not just me; it's all these people that I surround myself,” he said. “And our program is about family. Both my brothers work here. My mom works here. My late father worked for us. Some of my nephews work here. It is a true family ordeal. And we have something that others want and can’t get.”

For Freeman, he said the growth of Elite Motorsports and the success the NHRA teams have had in the professional racing world goes far beyond what he envisioned when he started almost two decades ago.

“We’ve just worked to put all those pieces of the puzzle together,” he said.

“I never dreamed of having eight performance teams or adding on to my buildings here 27 times to provide room to house all this stuff we need. But we’ve done it.”

And he’s done it on his terms in the middle of Oklahoma. Professional NHRA teams are rare in Oklahoma, with most making their home in Char-

lotte, North Carolina, or Indianapolis, Indiana, he said.

“And we’re making it work in little ol’ Wynnewood, Oklahoma,” he said.

“I bought my engine program out of Charlotte, and everyone said, ‘Oh boy, he’s taking that back to Oklahoma. That won’t work or last.’ But, I have. Charlotte is a cool little town, but it takes three hours to get three miles. I can get to Dallas from here in two.”

This Oklahoma-based, family-owned business has proven the model works here, and, he said, they aren’t anywhere else, either.

“We’re from Oklahoma, born and bred,” he said. “And we don’t ever plan on leaving unless it’s on vacation.”

24

DATA D I V E

How COVID Changed Oklahoma’s Workforce As Oklahoma workers enter a world changed by COVID, it’s clear the pandemic left its mark on the workplace. A third of all U.S. businesses and 27% of Oklahoma businesses have increased telework options for employees, including 8% of Oklahoma businesses transitioning to fulltelework schedules for employees since the pandemic began.

In addition, Oklahoma employers also have increased flexibility for employees, with more than 20% of Oklahoma businesses starting flex or staggered work hours. Oklahoma now matches the national percentage for companies offering paid leave for any kind of dependent care needs.

And the state has seen a double-digit percentage increase in the number of businesses increasing base wages.

OKLAHOMA

34.5%

UNITED STATES 27.7% 24.6% 21.4%

14.5% 11.8%

10.3% 8%

Businesses that increased telework for some or all employees:

Businesses with all employees teleworking all the time:

Oklahoma is behind the national average for the number of businesses increasing telework options, but more than 27,000 businesses increased teleworking for employees since the pandemic began.

Oklahoma is slightly lower than the national average for firms that are 100% teleworking, but it sits at the exact same percentage as its southern neighbor Texas. (Kansas tips the scale past the national average at 10.5%)

Businesses that started flexible or staggered work hours (since the start of the pandemic): Oklahoma dips below the national percentage of businesses now offering flex schedules, but more than 332,000 Oklahomans are employed at firms that offer flex schedules.

6.5%

Businesses that started paid leave for dependent care (additional paid leave of any kind for employees with dependent care responsibilities due to the pandemic): Oklahoma is tied with the percentage of firms nationally offering dependent care leave.

*All data from the U.S. Bureau of Labor Statistics 2021 Business Response Survey

Businesses that increased base wages (straighttime wages or salary): More than 200,000 Oklahomans saw an increase in pay during the pandemic.

ADOBE STOCK: LANKOGAL

6.5%

“When you talk these things out in front of other people, you discover things. I’ve got a great sounding board. It helps to have somebody that’s not in the organization to help you think about it in a different way.”

FILLING THE KNOWLEDGE GAP Drew Bahner started working full-time at Expanded Solutions in 2005, with his brother Josh Bahner starting in 2008. When they took over company leadership from their parents in 2018, both Drew and Josh found they had a lot to learn.

Josh mentions: “One of our biggest weaknesses we identified was that we didn’t have any kind of corporate upbringing, so we didn’t know a lot about how things are done.” And Drew agrees, stating that he felt distanced from certain aspects of the work. “I went from the University of Michigan to working in a blue-collar environment, so I missed out on the corporate experience.”

After Drew discussed hurdles to growth with a loyal customer, he promptly recommended Vistage. That is when Drew first got in touch George Glover and learned about the peer advisory group he facilitates.

The local collection of CEOs and business owners meet one day per month in person to process issues and opportunities. After a discussion with Josh, the brothers thought it might be the resource they needed to augment their professional skill set. Shortly after Drew joined George’s group, the value was clear. Soon Josh followed, joining another peer group led by George.

A NEW PERSPECTIVE Drew and Josh have now been Vistage members for almost three years and both have come to rely on fellow executives for insights and advice.

Drew also values the various learning structures Vistage offers.

“There’s a ton of educational opportunities, it’s not just about issue processing. We sometimes watch videos, we often have knowledgeable speakers, and we talk a lot about economic conditions. For me, that kind of broader view of the business world has provided a lot of perspective for us.”

The peer advisory group operates as more than a business organization, however. According to Josh, it’s more like a family. The trust that has developed has enabled him to open up and experience breakthrough moments with significant impact.

“When you talk these things out in front of other people, you discover things. I’ve got a great sounding board. It helps to have somebody that’s not in the organization to help you think about it in a different way.”

Drew finds many other aspects of his life positively affected by his participation with Vistage. “It’s a way to be a better boss, better business owner, better businessman, better husband and father. I’m more focused on where I need to be focused.”

Drew & Josh Bahner Co-Owners of Expanded Solution

• Founded in 2002 • B2B manufacturer of fabricated metal products • Offering applications for dozens of industries

Vistage is the world’s leading executive coaching organization for CEOs and senior executives. Today, more than 28,000 members in 26 countries rely on Vistage to help them outperform their competitors.

George Glover has been a Vistage Chair since 2016 and currently leads four Vistage peer groups in the OKC Metro.

Learn more at vistage.com/chairs/george.glover and visit with George by calling 405.509.1873.

HOW I DID IT

Ronald Jordan II puts a custom bow tie on a mannequin form.

All Knotted Up Ronald Jordan II started his custom bow tie business for big and tall clients when he realized the only way to get the product he wanted was to make it himself. Now, he sells his bow ties and other merchandise through multiple web portals and a brickand-mortar location in Oklahoma City.

BY KRISTEN GRACE

J WIGGINS PHOTO

26

FOR MORE THAN a decade, owner of Knotted Bow Ties Ronald

Jordan II's dream was to start a big and tall men’s fashion line.

“As a big guy that enjoyed nice clothes, it was hard to find things that were stylish and in my size,” Jordan said. "Fashion for big and tall men is so underpopulated right now. I think there are designers now who are pushing forward big and tall representation in fashion, but even 10 years later, the big and tall stores still aren’t selling a better selection of bow ties.”

Everything came full circle at his 30th birthday in 2013.

“I wanted to wear a bow tie for my party, but finding something that fit and was the right design was impossible,” he said.

“Whether I searched stores in Oklahoma or stores online, my options were blue, red and black, and most were pretied. I said,

S W EAT EQ UITY

From Ronald Jordan II: Tips for Creating a Successful Small Business

2.

Your first goal should not be to get rich.

Prepare for hard work without reward at first. It may take a couple of years to see a profit.

It must be something that you are passionate about. Running a small business is hard work. If you are passionate about the work, you will more likely have fun.

3.

4.

It must serve a purpose. If you see the need in yourself or in your community, you are more likely to work hard and work consistently to meet your goals.

If your artwork is good, people will wear your merch and advertise for you. Knotted Bow Ties has hats, hoodies, etc, that sell well because of the art. This is free advertising.

Ronald Jordan II sews each bow tie by hand.

‘There has to be a better way,’ and that’s how the process started.”

So, Jordan bought fabric and borrowed his mother’s sewing machine.

He thought, at first, he could just add an extended piece so that the bow ties would fit a larger neck.

“But the bow tie itself was not designed for a full or larger face,” he said.

Jordan realized he had to develop his own pattern. After making a bow tie for himself, he began getting requests from friends and peers.

“I was a probation officer by day, so attorneys came in and I would talk to them about it,” he said. “They started making purchases, and then their acquaintances and co-workers began to make purchases. It bloomed from there. This was the beginning of Storenvy and Etsy. We sold our products on those platforms for a few years before we moved to our own website in 2015. And our business has just continued to grow.”

5.

6.

Marketing must be consistent. Keep it up. Keep it consistent.

Align yourself with other organizations that you can partner with. Find events that you can partner with. For example, Knotted Bow Ties found and partnered with Fields & Futures Annual Bow Tie Ball for mutual benefit and advertising.

PHOTO COUTESY OF RONALD JORDAN II

1.

Each bow tie is made by him by hand. Now, Knotted Bow Ties also offers hats, shirts, hoodies and masks as well as custom bow ties for men, women and children through their online store. His bow ties are available on Etsy and at Belle Books & Boutique in Oklahoma City.

“I’ve worked with all kinds of fabric,” he said. “Silks, satin, polyesters, fur — you name it. The only thing I do not like working with is sequins. I have converted straight ties into bow ties. I have converted pillowcases. I will use anything that a customer brings to me as long as it is usable and pliable. I love working with clients to create a one-of-a-kind item.”

27

T

he Asian-owned business community accounts for more than $1 billion in annual sales and about a quarter billion in payroll in Oklahoma. Now, the newly formed Greater Oklahoma City Asian Chamber represents this group of more than 5,000 businesses that serve as a significant driver for Oklahoma’s economy.

WORDS B Y K AY T E SPILL M AN PHO T O S B Y CH ARLIE NEUENS CHWANDER

ASIAN-OWNED BUSINESSES ACCOUNT FOR MORE THAN HALF OF A BILLION FIRMS IN AMERICA. THAT’S MORE THAN ANY OTHER MINORITY GROUP. GROWING AT MORE THAN TWICE THE NATIONAL RATE, GENERATING WELL MORE THAN $500 BILLION IN RECEIPTS AND EMPLOYING ABOUT 5.2 MILLION PEOPLE, ASIANOWNED BUSINESSES ARE AN ECONOMIC FORCE. OKLAHOMA’S ASIAN-OWNED BUSINESS COMMUNITY MIRRORS THIS POWER: ASIAN-OWNED BUSINESSES NUMBER 5,318 IN OKLAHOMA, BRINGING IN $1.25 BILLION IN SALES AND $203 MILLION IN PAYROLL ANNUALLY. AND NOW, THEY ARE ORGANIZED.

28

* All statistics from the U.S. Census Bureau

in America

500 MILLION+ + AS IA N- O W N E D F I R M S

$500 BILLION+ + IN RECEIPTS

5.2 MILLION PEOPLE EMPLOYED

in Oklahoma

5,31�

AS IAN -O W N E D B U S I NE S S E S

$1.25 BILLION IN SALES

$203 MILLION I N PAY R O L L

29

“We're not just entrepreneurs.

We're innovators.

We're creators.

We're trailblazers.”

— JACQUELINE SIT

30

A

sian-business leaders have formed the first-ever-in-Oklahoma Asian-focused chamber, the Greater Oklahoma City Asian Chamber of Commerce, to support the economic growth of OKC’s Asian-owned business community. It’s long overdue, however, as the minority business community is one of the last to have representation.

“Notably, we are the very last minority chamber to be established,” said Thaun Nguyen, CEO and owner of THN Insurance and advocacy chair for the new Greater Oklahoma City Asian Chamber. “In a recent speech (noting the creation of the chamber), Mayor David Holt asked, ‘Why didn’t this happen sooner?’”

49,896 A S I A N P O P U L AT I O N I N G R E AT E R O KC

SO, WHY DIDN’T IT HAPPEN SOONER?

After the fall of Saigon in 1975, and in the subsequent years after, Oklahoma City received a flood of Vietnamese refugees who relocated to the Central Park neighborhood — and throughout the metro — through help from local Christian charities. New Asian-owned businesses sprouted out of this resettlement, numbering hundreds and now thousands. From this initial surge, through the '80s until today, these immigrants first focused on establishing better lives in America, said Jacqueline Sit, Gooden Group senior account executive and OKC Asian Chamber marketing chair.

“I think, for so long, our Asian culture has always been taught to keep our heads down, to be quiet, to just work hard and be reserved,” Sit said. “And we did. But this one-and-a half generation here on this board is breaking out of that mold. We're reinventing ourselves, and we understand that diversity is not just obviously a strength – it means more than that. It means more innovations, and it means more creative ideas. It means more different thoughts and minds working together that would probably be different than the rest of the population.”

This one-and-a-half generation, or the children of first-generation immigrants, that Sit refers to are the Oklahoma City business leaders now propelling many Asianowned businesses forward after their parents immigrated and worked for decades.

“We're not just entrepreneurs,” Sit said. “We're innovators. We're creators. We're trailblazers. And it's because our parents had that courage to take the risks to bring us out here.”

And because of the foundation laid by their parents who created businesses to provide a better life in a new country for their children, those children can now give back by creating the infrastructure needed to support the businesses many of their parents started.

“This is for our children,” said Scarlet Le-Cao, OKC Asian Chamber founding president and Omega Investments chief operating officer. “But this is also for our parents.”

4%

O F T HE T O TA L P O P U L AT I O N

55%

O F A L L A S I A N S I N O KL A HO MA L I V E I N G R E AT E R O KC 55%

32% 13%

CONTINUED ON P. 34

G REAT ER O K C

TULSA

RES T O F S TAT E

* All statistics from the U.S. Census Bureau

31

Yearning for the Tastes of Home B a L uo ng c o-ow ns w i th hi s broth e rs S u p e r C a o N g u y e n , O K C ’s o l d e st a n d l a rg e s t i n t e r nat io nal grocery s tore . What start e d a s a sma l l g ro ce r y st o re n o w h a s mo r p h e d i n to a b u siness with 5 0 em pl oyees bri ngi n g i n fo o d fro m 6 0 d i ffe re n t co u n t r i e s a l l o v e r th e w o rld.

W H E N BA LU O N G , co-owner of Super Cao Nguyen, was not even 2 years the Vietnamese community that was being resettled in Fort Smith, Arkanold, his family fled persecution in Vietnam on a small fishing boat, hoping sas, from Fort Chaffee.” to make their way to Thailand or Singapore – anywhere away from commuAround the same time, the founders of what would become Oklahoma nist Vietnam.

City’s Super Cao Nguyen, which is now the oldest international grocery store “They ended up blown out to sea,” he said. “On the last day of food and water, in the metro, wanted to sell and move west with other immigrants to Calithey found themselves going up to an island and didn't know what it was.” fornia. The family purchased the small store and moved to Oklahoma City.

That island turned out to be Malaysia, a country not accepting war refuThat was the final move for the Luong family, as some 40 years later, the gees at that time in the late '70s. business has grown from the initial 1,000-square-foot store to an about “Luckily, they came up to this boat captain that was by the shore,” Luong 40,000-square-feet international grocery store featuring items from 60 said. “He said, ‘When you get here in the morning, sink your boat and swim different countries. for the shore. That's the only way that the government will accept you as a “For a small little grocery store started by a couple of immigrants that didn't refugee.’ And so, they got as close to land as they could without being sent really speak the language and had to kind of learn along the way, I think it's back, sank their boat and everyone swam for safety.” pretty neat to see how much we’ve grown,” he said.

After time in a Malaysian refugee camp, a Baptist church sponsored them Luong now runs the store with his two brothers, which is a passion as they to come to America. grew up working in the store as well.

“We landed in America July 4, 1978, in Washington, D.C.,” he said. “So as “We grew up loving food because food was central to our lives,” he said.

Americans celebrated their independence, so did we.”

“And so this is the perfect job for us because we're like kids in a candy store.”

To reunite with family and friends, the family moved to Fort Chaffee in But his parents are still involved, coming in the store every day. western Arkansas. Missing the foods from their home, his parents decided “I don't think they'll ever retire,” Luong said. “They come in to enjoy customto open a small grocery store serving the Asian community near the fort. ers that have been coming to the store since the late '70s. They still have seen “They scraped up whatever money they had, borrowed whatever money those folks. And those folks want to come and see them too. And that's one that they had to and opened a small little convenience store in Fort Smith, thing that they want to see — that continuity from generation to generation.

I mean, now I've even got my kids working at the store, too.”

Arkansas,” Luong said. “And they opened that store for a little bit to serve

32

Dream Fulfilled F l e eing Viet nam i ns pi red Dr. Dan Ng u y e n t o b e c o me a doc to r. Now, h i s practi ce i s o n e o f t h e fe w i n the regio n s peci al i z i ng i n spe ci fi c k i n d s o f p a i n m anagement care.

DR. DAN NGUYEN, Neuroradiology & Pain Services of Oklahoma medical director, sees 150 patients a week at his private practice pain management clinic.

That’s a fulfillment of a dream that started when he was a young boy in Vietnam.

“My passion for medicine began when I was very young,” he said. “When my family was fleeing Vietnam, I witnessed not only extreme pain and suffering as people were forced to quickly flee their homes but also the selflessness and determination from doctors that came to help. I was amazed at their role in healing others, and this quickly grew into my lifelong passion, which I carry with me every day.”

The Harvard- and Georgetown-educated Nguyen served as the chief of neuroradiology at Georgetown University Hospital, the chief of neuroradiology at Penn State Health and was the president of the American Society of Spine Radiology. He started his practice almost five years ago after moving to Oklahoma.

“After visiting with a friend that lived in Oklahoma and seeing the Asian community that is present here, the communication barrier that is present between patients and their providers and the limited treatment options that are available for patients with chronic pain, I wanted to utilize my knowledge and skills to better educate patients on available treatment options and establish better communication between healthcare providers and patients,” he said.

And he has. He sees hundreds of patients each month for pain issues, and his clinic is one of the few specialized places in the region that treat patients with cerebrospinal fluid leaks in their head and spine, often restoring their quality of life after years of chronic and debilitating pain.

Nguyen said the new Greater OKC Asian Chamber of Commerce is a huge achievement for the Asian-owned business community that elevates and provides collaborations as well as mentorship and networking.

“Within any cultural or ethnic group, there is always a richness of community when people can come together, share their backgrounds and learn from others,” he said.

“Having an Asian Chamber will not only continue to provide Asian entrepreneurs and businesses with a platform where they can connect with others, but it is also a way to guarantee that our voices are heard.”

Nguyen is already involved with the chamber, and he has been active in events in the Asian District, like the free health clinics.

“Being involved in the Asian Chamber will ensure that Asian businesses can continue to develop programs and initiatives that can not only support future endeavors but also continually fulfill the needs of our community and share our story with others,” he said. “I am excited to see the vast diversity of Asian business owners and leaders come together to work towards connecting, growing and enhancing Asian businesses here in Oklahoma City.”

33

CONTINUED FROM P. 31

BRIDGE BUILDERS

EDU C AT IO N AL ATTAIN M E N T IN GR E AT E R O K C ( 25 & O L D E R)

Asian Community

47% Rest of OKC

31% PHOTO COURTESY OF THE OKLAHOMA HISTORICAL SOCIETY.

* All statistics from the U.S. Census Bureau

The center of Oklahoma City's Asian community near NW 24th Street and Classen Avenue in 1993 from the Oklahoma Publishing Company Collection at the Oklahoma Historical Society.

34

Nguyen said another role of the chamber is to serve as a bridge that honors the generation before them, educates the generation they are raising and also focuses outward to the broader business community.

“For many years, that generation has led this community,” he said. “It's almost like a passing of the torch. And this community that we're building right now, this trailblazer community, we are the bridging gap. We are bridge builders. And we have such a big responsibility as a board and as community leaders and entrepreneurs right now in our stage of our life because we are not only bridging the gaps between the elderly generation, but we are also having to bridge the a younger generation. We're also building a bridge with the overall community. So, it's not only inwards, but it's also outward. We have many, many different paths. And so that responsibility is really heavy on us.”

That weight on their shoulders comes with an equally heavy immigration story for many. For Nguyen, his mother scooped him up and immigrated to the United States when he was 4, and they faced a harrowing journey by boat that wasn’t guaranteed safe passage.

“We took this journey where we didn't know whether we were going to live or die,” he said. “We left behind my family, my siblings, my dad, just everything in our way of life. My mom worked three jobs to support me, and she saved every penny we had, and we were reunited as a family after 12 years.”

Nguyen went on to establish an insurance agency and is credited for helping create the Asian District Cultural Association, an organization promoting Oklahoma City’s Asian District, a grouping of Asian businesses and residents between NW 23rd Street and NW 30th Street, where many Vietnamese refugees first resettled after the Vietnam War. “I figured this is the place where we really need community engagement; we need activities to draw people in this area and to be able to see our businesses thrive,” he said.

Le-Cao came to Oklahoma as an international student at Oklahoma State University through a program with Vietnam National University. She and her husband now run a property management company, managing at least 25 remodeling projects at a time and refurbishing more than 500 properties since forming the company.

“I chose Oklahoma,” she said. “I wanted something different.”

Sit, who grew up in Hong Kong until she was 9, she said her parents wanted to provide more opportunities for her and her sister. So, Sit’s parents bought one-way plane tickets and headed to California to Sit’s grandparents.

“We only had four one-way plane tickets and $60 in our pocket,” she said.

Her parents opened a sunglasses business, despite not speaking English, and Sit and her family sold sunglasses for the next 15 years, working to prioritize private education for Sit and her sibling.

“I will never forget just watching my mom selling sunglasses in the rain,” she said. “She was fierce. And she was just so driven to provide for the family and put food on the table that she could sell sunglasses in the rain. I definitely look up to my parents in terms of sacrificing everything.”

It’s these sacrificial beginnings repeated through multiple one-and-a-half generation board members that helps explain why this chamber’s drive and focus might be a little different than other chambers. And, Nguyen reminds, the sacrificial beginnings of the Vietnam immigrants from the 1970s mirror the sacrifices made by other Asian immigrants’ decades before that.

“A lot of Chinese immigrants came to Oklahoma to build railroads, but harsh treatment through things like the Chinese Exclusion Act forced Chinese workers to not be out after dark or live above ground,” he said. “The very first Chinese restaurant is in the tunnels in downtown Oklahoma City for this reason.”

CONTINUED ON P. 39

“We have such a big responsibility as a board and as community leaders and entrepreneurs.”

— THAUN NGUYEN

35

India Born, Oklahoma Grown Sam Jo hn's edu cati on l ed h i m t o Oklahom a. Acce ss to j obs and o pportu n i ti es for grow th within t he com pan y h e founde d kept him h e re .

SAM JOHN, INNOVATIVE Products founder and owner, arrived from India in 1985 to get his masters in mechanical engineering from the University of Oklahoma. His plans were to then return home.

Close to 40 years later, he’s still here.

“Immediately, I found out a degree in electronics and computer technology will make me easy to find a job in Oklahoma,” he said.

He worked for a biomedical devision of AkzoNobel, and he said he realized how vital medical equipment is to the advancement of the health care industry.

“That was my first experience of seeing how important is the dialysis treatment,” he said. “A complete floor was dedicated for dialysis and the patients were waiting in the lobby for the treatment. It was an eye-opener for me to know how many people living their lives with every other day four-hour dialysis treatment.”

He finished his M.S. degree and later earned an MBA as well. While at AkzoNobel, he helped design and manufacture different types of biomedical diagnostics and dialysis equipment.

“The dialysis machines we used to manufacture were designed with the technology licensed from NASA to recirculate water in spacecrafts,” he said. “Because of portability and convenience of the dialysis machines, it was commonly used in ICUs, movable hospital ships, makeshift hospitals in warzone or disaster-hit areas, etc.”

36

Then, about 22 years ago, John started his own “dream” engineering company, Innovative Products Inc., which provides clients with prototypes, low-volume parts and assembly and testing.

“IPI’s first product was a biomixer for mixing biochemicals mechanically with two syringes assembled at 90 degrees,” he said. “This device is very useful for bioresearch field. I always wanted to have full control on the products we designed from a concept or an idea to a finished marketable product.”

He's been growing ever since, acquiring other similar companies and expanding his manufacturing facility into larger spaces. And, he has also diversified the company into other industries outside of biomedical such as expanding into oil field implementation needs and creating a homebuilding business. He’s also worked with major clients including GE/Baker Hughes, AVARA Pharmaceutical Services, Medtronic, Smith and Nephew, Autocraft and Tinker Air Force Base.

“My goal with IPI is to introduce more products and grow in the field of manufacturing and become the top Asian-owned product manufacturing business in Oklahoma in five years,” he said.

All because he stayed in Oklahoma.

Up in the ‘Air’ Va r i ant Sho es ow n e r Joh n Ari ete cre d i t s h i s F i l i pino upbr ingi n g for h i s w ork e t h i c t h a t l e d him to hi s sneaker col l e ctor st o re i n do wnt own Edmon d.

JOH N AR I ETE L I V ED in the Philippines until he was 12, raised by his grand-

parents for six years while his parents worked in the United States, preparing a life for him and his siblings. To stay connected, his parents would send gifts back to the Philippines including Air Jordans.

“We barely knew who Michael Jordan was,” he said. “We were living in a (developing) country. But when we moved here, we grew up playing basketball, and we were such a fan of basketball. We then were excited to know about Michael Jordan and his stuff; my dad's friends would be wearing the new Jordans.

“That’s kind of like where I guess it caught my eye. I would say I’m passionate from back then.”

The passion Ariete describes is his enthusiasm for sneakers.

Towards the end of high school, Ariete started reselling shoes. At first, he was just selling shoes to get money to buy new shoes. After some years as a professional backup dancer and as a dance teacher, Ariete continued to sell more and more shoes.

“I started kind of investing more time in the sneaker business,” he said. “And from then on, I started to see the actual business side of it, figuring out my margins and stuff like that, and it taught me a lot. Then, it just kind of blew up nicely. I would have 700 shoes in my garage that were waiting to be sent out.”

He partnered with Christian Vélez, who was also reselling shoes for profit, and opened a shoe store for shoe enthusiasts and collectors, Variant Shoes, in 2020.

“We were like, ‘Why don't we open our own store?” he said. “Why don't we do this? I know how it works now, and we have a name for ourselves. Why don't we just do it?”

The store appeals to sneakerheads, lovers and collectors of shoes who are looking for unique and hard-to-find pairs. The shoes in Variant Shoes start between $100 to $200, but the store also has many pairs priced well above $1,000 and some above $5,000 for a pair.

“Right now, we’re working on steady growth,” he said. “We are working on establishing a brand where the brand speaks for itself rather than the shoe. That’s our goal for now.”

He’s also looking to expand his footprint and even possibly add an incubator space in his downtown Edmond location to help promote and further other entrepreneurs.

And he’s still grounded by the teachings of his grandparents, who he hasn’t been able to visit since he left when he was 12.

“Growing up in a Third World country with my grandparents, they solidified for me all about hard work and good ethics,” he said.

“It feels good for me to reflect that with my store.”

The Air Jordans certainly reflect that, too; his parents showed him it could be done.

“I love being part of the Asian community,” he said. “I love being able to say that. I am an immigrant, and I am getting it done. And I am supporting, and I am helping as I go. I think everyone in the Asian community is like that. That's what our parents and our grandparents instilled in us.”

37

“I think because all our stories are very similar, all of us want the community to be better and grow stronger.”

— SCARLETT LE-CAO

38

CONTINUED FROM P. 34

FUTURE GOALS AND CURRENT CHALLENGES

Greater OKC Asian Chamber's Four Pillars

1 2 3 4

C O NNEC T, S T RENGT HE N AND ADV O C AT E FO R AS IAN BUS IN ES S ES AN D PRO FES S IO NALS IN T HE GREAT ER O KC M ET RO B Y S UPPO RT ING PRO BUS IN ES S PO LIC IES .

REC RUIT AS IAN-O WN ED BUS INES S ES & AS IAN TALEN T S T O AREAS T HE C HAM BER S ERV ES .

FAC ILITAT E FAIR AND EQUITABLE AC CES S T O O PPO RT UNIT IES FO R AS IAN BUS INES S ES AN D PRO FES S IO NALS .

PURS UE EDUC AT IO N AL AND CULT URAL INIT IAT IV E S FO R T HE GREAT ER O KC AS IAN CO M M UN IT IES .

PHOTO COURTESY OF THE OKLAHOMA HISTORICAL SOCIETY.

Le-Cao, Nguyen and Sit, along with other now-board members, started talking and hearing about the need for Oklahoma’s first Asian chamber and soon knew the momentum existed to proceed towards its creation.

“We all showed such a strong passion and shared vision, which is to promote economic developments for the Asian communities in the Oklahoma City area,” Le-Cao said. “The mission is very simple. And everyone just shares their heart. And I think because all our stories are very similar, all of us want the community to be better and grow stronger.”

The chamber officially began in January 2023, and Le-Cao said sponsorships and memberships are growing almost every day.

“Our focus is still to build a very strong foundation for the organizations to sustain over the years,” Le-Cao said. “The first goal is to try to hire an executive director, which we think we can hire during the first year — which is very rare.”

Le-Cao said the chamber has outlined four pillars to focus growth around: No. 1, connect, strengthen and advocate for Asian communities; No. 2, recruit more Asian-owned businesses and Asian talent; No. 3, provide equitable opportunities for Asian communities; and No. 4, provide cultural educational initiatives for Asian communities.

“With those four visions, it will help make our communities stronger and better,” she said. “We want to grow our businesses through our different industries like biotech, tourism and venture capital. There’s a lot that we can do. It's a lot of work ahead of us.”

The one-and-a-half generation is stepping up to not only take over many of the businesses started by their families, but they are working together to bring resources and education to the group as a whole, Nguyen said.

“It's going to take more than any of us — it’s going to take all of us,” Nguyen said. “It’s going to take all of us to realize that everyone here, we all have a piece of this to do, no matter your color or your race. Knowing that Oklahoma is the melting pot of America, and we have to come to the conclusion that everyone is going to need to work together to move us all forward.”

Samantha Sourignavono and her mother Khamsay stock shelves at their Asian market in 1988.

This image is part of the Oklahoma Publishing Company Collection at the Oklahoma Historical Society.

39

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Plains is a commercial brokerage and property management firm focused on a diverse group of industries including Retail, Office, Industrial, Senior Housing & Property Management. They are a boutique commercial real estate service company that seeks to help clients no matter the need, making personal relationships and client outcomes paramount.

Ryan Storer founded Plains Commercial Real Estate in March of 2019 to create financial advantages for clients through smart, strategic real estate decisions. His partner Daniel Morris joined shortly thereafter, focused on Senior Housing investment brokerage. Together they began laying the ground work for a flexible and fast moving company that emphasized its agents long term success over the company’s short term profits. In 2021 Michelle Anderson partnered with the company to open Ryan Storer the Property Management division, creating a full-service brokerage and management company.

In a quick four years, the firm has grown to 14 employees and agents, all focused on their niche service specialty. Our retail tenant representation business works with regional and national companies such as Discount Tire, Taco Casa, 7Brew Coffee, Big Lots, Orangetheory Fitness, and many more. They also provide project leasing services for Landlords needing to find tenants for their vacant spaces. The Senior Housing team helps owners sell their senior housing assets across the country with a special focus in a 10 state radius. Finally, the Industrial and Office brokerage services help tenants, buyers, landlords and investors to find the correct types of deals for their needs, and then swiftly and professionally execute those transactions.

“We help our clients grow in our market,” Storer said. “We are Oklahoma experts, helping businesses find the right sites to reach their customers. More and more, your location within the market describes to the customer what kind of business you are and what your brand is.”

“We work with our clients to help find solutions to their needs and

achieve their goals,” Morris said. “We believe that our primary focus should be as direct experts with specialty expertise that add strategic value for our clients to help them navigate how to achieve their current and future goals.”

Property Management is the newest services offering from Plains, and one that Storer is very excited about. The PM team helps to increase Daniel Morris the value of its client’s properties and meeting clients hold objections. . Storer said, “Michelle Anderson’s team is one of the most experienced in our market. I love hearing client stories that basically begin with a huge mess of late payments, old leases, payment issues and deferred maintenance and then Michelle’s team quickly gets the property into terrific shape. They make the landlord’s problems their own problems and get the property to a position where the rents are paid timely and maintenance along with capital expenditures are corrected to preserve the asset.

It’s amazing the difference in value between a well-run and well cared for asset compared to the market standard”.

Michelle Anderson In addition, the rapidly growing Plains Commercial Real Estate is looking to attract top talent to join the expanding team. Talent acquisition is a top goal in 2023 for Plains Commercial Real Estate, with a priority placed on adding people who will add to the culture and the abilities of the firm. “We will continue to grow by strategically adding the right people who align with a professional, nimble commercial real estate firm,” Storer said. “Our running joke is that if you are looking for a big mahogany desk in a stodgy corner office with multiple assistants, then our culture may not be a good fit. But if you’re a self-starter with strong character and you want better fee splits, then we may be your type of firm.”

For more information, call 405-445-5799 or visit plainscre.com.

Rising Stars in Commercial Real Estate Commercial real estate has the power

Methodology: The people selected are featured

to shape a city — from out-of-area

after being nominated by peers. Editors

businesses growing into this market

reviewed the nominations and made selections.

to established businesses expanding

Individuals submitted biography information

into new areas. These leaders are

and answered questions, which was used in the

well-known in the industry and they

formation of the profiles shown. This is not a

bring a passion and dedication that

comprehensive list. It includes only those who

is helping push the Oklahoma City

were nominated and then selected after an

metro forward.

editorial review. To qualify, the nominees must demonstrate leadership and excellence within their field.

42

Toby Brown

Jay Cohlmia

Samuel Dunham

Brown created his commercial real estate firm 20 years ago.

“Over the past two decades, I have grown (my real estate firm) into a successful, vertically integrated, community growth-focused company with over $50 million in assets under management,” he said.

He has purchased and renovated more than 2,000 properties in the OKC metro.

“I have also recently diversified my real estate holdings with the acquisition of both the property and operations of the Oklahoma Athletic Center (formerly known as The Lighthouse), which has been an exciting journey,” he said.

Brown said commercial real estate is one of the pillars for growth in Oklahoma City.

“By having consistent in- and out-of-state investments in our CRE Market, it positions us to fulfill the influx of people and businesses moving to the OKC market,” he said.

Cohlmia has been involved in more than $250 million in real estate transactions since starting at Newmark Robinson Park in 2016.

“Commercial real estate is an integral part for the growth of any city, serving as a visible and tangible reflection of that growth,” he said.

Cohlmia is a member of the International Council of Shopping Centers and a candidate for the prestigious Certified Commercial Investment Member designation.

“There are very few businesses that do not have a commercial real estate presence,” he said. “With that, I really enjoy the time spent and relationships garnered with interesting business people with whom I have had the opportunity to work with on their commercial real estate needs throughout many different industries.”

Dunham specializes in helping clients acquire, sell and lease retail properties. He focuses on shopping centers, convenience stores, restaurant buildings and development land.

“The thing I love most about this industry is that no two days are the same,” he said. “I am able to make tangible changes to the Oklahoma City metro while learning something new every day.”

Dunham said commercial real estate plays a vital role in all communities, specifically helping the Oklahoma City metro grow with new businesses and restaurants.

“There’s nothing else I’d rather be doing,” he said.

Nick Gray

Corey Hale

Kristi Hutton

Gray said collaboration is the key to how commercial real estate shapes the Oklahoma City metro area.

“And that’s a credit to our CRE brokerage and development industry,” he said. “From the City of OKC’s focus on MAPS and economic development to the public-private partnerships, there are many here who can put differences and personal motives aside to be a part of a big picture. OKC is still a young city compared to many others, but the trajectory we are on and have been on is very encouraging.

Gray has been in the commercial real estate industry for the last 11 years.

Hale has sold more than $37 million in real estate in the last three years, and that’s after playing golf at the Oklahoma Christian University and golfing professionally for many years.

“In roughly seven years, I was fortunate enough to travel all over the world playing on tour in Australia, America, Canada, China and Southeast Asia,” he said.

Now focused on commercial real estate, he said it is exciting to be a part of helping the city evolve.

“It is a very exciting time in the city with existing developments and newly named mixeduse developments under construction,” he said.

Hutton is the chair of the Oklahoma City Metro Association of Realtors Commercial Alliance Committee.

“I am very passionate about companies choosing to conduct business in our great state,” she said. “I think Oklahoma has a lot to offer, and I am especially passionate about small businesses starting and growing here.

Hutton said she enjoys working with all sellers, buyers, landlords and tenants, but she’s pivoted focus lately to more industrial properties.

“Recently, I have been most passionate about working with industrial properties and all the people I have met attached to those properties.”

TB REALTY CEO

CREEK CRE, EXECUTIVE VICE PRESIDENT

NEWMARK ROBINSON PARK SENOR ADVISOR

SKYBRIDGE REAL ESTATE, SALES ASSOCIATE

NAI SULLIVAN GROUP RETAIL SPECIALIST

WHITTINGTON REALTY COMMERCIAL INDUSTRIAL REAL ESTATE ADVISOR

43

Robert T. Lewis II

Travis C. Mason

Lewis has been with Louie LLC since it formed 16 years ago to provide investment opportunities in both real estate development and capital markets.

“We have deployed capital and developed properties in Oklahoma, Texas and Florida over the past number of years and are currently in development of several projects,” he said. “We are proud of our award-winning projects for innovative construction and design. “(Commercial real estate) is one of the purest forms of capitalism as it allows people from all walks of life the opportunity to be successful,” he said. “The industry is full of examples of success stories of rags to riches based on hard work, creativity and street smarts.”

Lewis is a founding board member and treasurer of Palomar, a family justice center.

Mason specializes in tenant representation, acquisition and disposition representation and build-to-suit projects, and he has brokered more than 250 transactions totaling more than 6 million square feet.

“My job brings fulfi llment as I can help companies grow and change the landscape of the neighborhood,” he said. “Some of these projects include The Heritage, BENZ Building, BOK Park Plaza and the new PM building.”

He said commercial real estate helps inspire neighborhoods to dream big and think of how they are growing.

“I take pride in treating everyday like a job interview, plus being a good neighbor to all stakeholders in the community,” he said.

LOUIE LLC, PRINCIPAL AND CPA

CUSHMAN & WAKEFIELD COMMERCIAL OKLAHOMA DIRECTOR

Cassi Poor

THE ALLIANCE FOR ECONOMIC DEVELOPMENT DIRECTOR OF REAL ESTATE Poor joined the Alliance for Economic Development in 2012 and in 2022, she recruited the Congress for New Urbanism conference to OKC, bringing more than 1,000 national attendees to the city and boasted an economic impact of $1.6 million.

“I pride myself in being an urbanist,” she said. “To me, that means helping build a city centered around people, community and with a conscience for our environment.”

Poor implements equitable policies and practices through real estate development.

“I do my best to advocate for bringing our community closer together through walkability, bike-ability and generally forward-thinking urban design that prioritizes principles of equity and creating opportunities for all,” she said.

Frank Sheehy

NAI SULLIVAN GROUP SELF-STORAGE SPECIALIST Sheehy joined NAI Sullivan Group after graduating from the University of Oklahoma in 2020.

“I really enjoy the entrepreneurial aspect of this job,” he said. “There is no cookie cutter way to get a transaction done, and it's very enjoyable to meet clients from all different walks of life.”

Sheehy said commercial real estate allows local mom-and-pop businesses to start and new concepts and ideas to enter the marketplace.

“We are slowly seeing projects and concepts created in bigger cities move into the OKC metro and surrounding areas, which creates more business for local shops and creates more tourism to the state,” he said. “Anywhere you look that is not a house is commercial real estate.”

Sheehy specializes in the acquisition and disposition of self-storages in the OKC metro.

44

The 405 Business Notable Series features best-in-class executives across a range of industries in the OKC metro.

DIVERSITY, EQUITY & INCLUSION LEADERS We want to feature the leaders in diversity, equity & inclusion throughout the 405.

Publication Date: 2023 June/July Visit 405business.com/405-business-notable/ for more information and to nominate a deserving individual.

P ROM OTION

Join us as we celebrate the hard-working men and women, who along with their families, have created household names within their relative industries.

From generations past to generations to come, these families are and will continue to be the backbone of our amazing city.

45

P R O M OT I O N

P R O M OT I O N

Pillar Contracting PILLAR CONTRACTING WAS ESTABLISHED AS A regional restaurant chain’s primary construction management company. President of Pillar Contracting, Gary Plemons, expanded the business by taking on various projects across Oklahoma and the Midwest. For more than 25 years, Pillar has developed a reputation for integrity, passion and professionalism.

“A pillar stands for strength and longevity,” said Pillar’s president, Gary Plemons. “Our logo is The Parthenon, representing stability and something that withstands the test of time. Our continued goal is to adhere to our core values and who we want to be as individuals and as a family. This translates into the type of business we run.”

Pillar Contacting is actively involved in every project, from the first meeting with a potential client to handing them the keys.

“Our clients know that when they pick up the phone to call us, we answer,” Plemons said. “We associate our identity by our actions, quality of work, and how we treat others.”

Gary is assisted by his son and 10-year-old grandson, Gray. Together they represent Pillar Contracting and, more importantly, the family. Being a family-owned business allows clients to receive a personal touch not often afforded by larger corporations.

“We aren’t just showing up, punching a clock and collecting a paycheck,” Plemons said. “We choose to operate this way because we believe we do things differently than many larger companies with traditional corporate structures. They often focus on personal goals rather than what’s best for the company. At Pillar, those two goals are not mutually exclusive and they can’t be. We feel the same way with the people we work with and for.”

It is essential to support local and family-owned businesses, and every company needs to understand what it is their consumers want from a product or service. Family-owned businesses like Pillar are known for supporting local restaurants, shops, and other small companies. At Pillar Contracting, they believe it’s crucial to preserve Oklahoma families, work to improve the state, and give back to the neighborhood rather than focusing on expansion and profit.

“Our goal is to look different, act different, and be different from the current state and stigma of the construction industry,” Plemons said. “We have long-standing relationships with our clients and try hard not to take on work that we can’t manage effectively.”

Pillar Contracting seeks to develop strong ties with clients and partners by educating its workforce on the newest technology.

“At Pillar, it’s imperative we maintain the relationships that we have established by placing top priorities on our client’s needs and doing what we say we’ll do,” Plemons said. “It is what sets us apart from all the other businesses on the market.”

7408 NW 85TH STREET, OKLAHOMA CITY, OKLAHOMA 73132 405.721.9992 | PILLARCONTRACTING.COM 47

P R O M OT I O N

Orr Family Farm DR. GLENN ORR BEGAN BUILDING the Orr Family Farm in 2003 and opened for business in 2004. Inspired by their love of Oklahoma, Dr. Orr and the family aimed to create a welcoming and educational environment for kids and families of all ages.

Three Generations of Orr help run the Farm.

Dr. Orr, now 91, contributes eight and sometimes up to twelve hours a day, seven days a week, to keep the Farm up and running. Dr. Orr is assisted by his son Tom and grandson Brandon. Tom’s wife, Debbie, affectionately known as Mrs. Perfection, works tirelessly to keep everyone in line.

Growing a family business is an endeavor, and the Orr family has shaped the Farm into what it is today. However, the Orrs could not do it alone without the help of their “extended family” members. Together, the team helps manage everything, from lodging to being leaders and innovators.

Dr. Orr often reflects on how much people love and enjoy the Farm. “One afternoon, 48

L to R: Brandon Orr, Dr Glenn Orr, Debbie Orr, Tom Orr

I was told by a father what his son said to him,” he said. ‘Dad, I’m having more fun than at Disney World!’ The family recently spent thousands of dollars on a Disney vacation, but had a more enjoyable experience here. ‘We’ll be coming back here, not Disney World!’ Those comments motivate us to do more, and we continually add new attractions every year.”

friends and then have reunions since we are so centrally located in the United States.

The Farm features numerous rides, games, delectable food, educational opportunities and hosts corporate events. “We want people to know that we are the biggest farm in Oklahoma and have activities for people of all ages right here in Oklahoma City,” said Dr. Orr.

Located in the heart of Oklahoma City, the Orr Family Farm is a magnificent escape for families. Our Conestoga wagons and our beautiful teepees are air-conditioned for year-round overnight stays. Many people come once and then return with their

14400 SOUTH WESTERN AVE. OKLAHOMA CITY, OK 73170 405.799.3276 ORRFAMILYFARM.COM

P R O M OT I O N

Gardner Tanenbaum MORE THAN 60 YEARS AGO, A SMALL realty and construction business was formed in Oklahoma City.

Fast forward to today, and Gardner Tanenbaum Holdings is one of the largest developers in Oklahoma, having developed more than $1.2 billion worth of multifamily, commercial and industrial properties worldwide.

This longtime Oklahoma City real estate development, design and construction management firm is a family affair.

Father and CEO Richard “Dick” Tanenbaum is at the helm working with his son Stephen and daughter Becky Tanenbaum Mallace as principals in the business.

Current projects include the $178 million Convergence development – a joint venture of Robinson Park and Gardner Tanenbaum – in the heart of the Oklahoma City Innovation District. It will include the MAPS 4 Innovation Hall, an office tower with 50,000 square feet of lab space and subterranean parking and a full-service hotel.

Gardner Tanenbaum and Robinson also are developing what will be Oklahoma City’s largest industrial business park, OKC 577. The 577-acre site is near the intersection of Interstate 35 and Inter-

L to R: Stephen Tanenbaum, Becky Tanenbaum Mallace, Glenna & Richard Tanenbaum

state 240 in south Oklahoma City.

Previous multifamily projects include redeveloping the former Lincoln Plaza Hotel and Conference Center into The Presley Apartments, The Montgomery and Park Harvey projects downtown and The Classen, formerly Citizens Tower.

“I see Oklahoma City growing by leaps and bounds in the right way,” he said.

Dick said his own father instilled in him the value of work and his wife Glenna’s father, continued that example. The couple passed that on to Becky and

Stephen, whose children are learning it from them.

“They have always been part of our businesses since they were children being raised in the restaurant business,” Glenna said. “It makes me very proud to know that our family business will continue for another generation.”

211 N ROBINSON AVE. OKLAHOMA CITY 405.524.8484 GARDNERTANENBAUM.COM 49

P R O M OT I O N

L to R: Rose, Tim, and Colt Lindsey

Central Glass THE SECRET TO A THRIVING FAMILY business that’s 50 years strong? If you ask Tim Lindsey, he’d say it’s providing a great product and service. The wild thing is – that’s the whole answer.

Walk into Central Glass any day of the week and you’ll find Tim in boots, jeans, a button-down and a cowboy hat. That measured simplicity echoes throughout the operation.

But let’s back up to where it all started – Tim’s dad, Jim. “I was sitting on the couch one day in ‘91 when dad called and asked if I was ready to come work for them,” said Tim. “I didn’t even have to think about it.”

Jim Lindsey was an entrepreneur. A get-it50

done-now and figure-it-out-later kind of guy.

He’d solidified the foundation for how business would be conducted when 24-year-old Tim joined with a more analytical approach.

focus our resources on our core areas of expertise. At the same time I take a lot of pride in being able to offer a very diverse set of services to our community even now.”

“Dad was true to his word. Providing a great product and service was about integrity. It’s always been about that and family, those fundamentals haven’t changed.”

Today, the team at Central Glass serves residential and commercial customers alike. Their work is on display all over Oklahoma City, having helped bring iconic properties to life like the Will Rogers Theatre and Oklahoma City Ballet’s Susan E. Brackett Dance Center.

Tim hit his stride working with his dad – and mom, too – and steadily grew the business year over year.

“While our personalities were different, our goals were always the same. I had the opportunity to learn from his strengths. And I knew with that knowledge, I could grow it from there.”

Now, the third generation of Central Glass is a few years into business. It took some pruning to spur today’s success, though. Like eliminating the auto glass division in the early 2000s and cutting their window-tinting service.

“Those were tough decisions to make because they were profitable. But I knew we had to

But if you ask Tim what he’s proud of, he’ll say his kids.

“My hope is that they’ll carry on their grandfather’s legacy – a third generation serving our employees and community. It’s important to me that they understand that had their grandfather not taken that leap of faith to start his own business, we wouldn’t even be here today.”

232 W BRITTON ROAD OKLAHOMA CITY, OK 73114 405.840.1636 CENTRALGLASS.COM

E X I T S T R ATEGY

INSPIRATIONS 52 ON TOPIC 54 INDUSTRY TOOLS 56

Tools for Technology

LOGAN WALCHER

Spiers New Technology manufactures unique tools to help them test and repair electric car batteries. p.56

52

EX I T S TR ATE GY

I N S P I R AT I O N S

What Inspires Ashley Terry?

For Ashley Terry, Wheeler District vice president of development, reading a Jan Gehl book about architecture opened a new career field to her and has lead to almost a decade of helping to direct the growth of the Wheeler District.

How did you get into your career path?

In 2011, I randomly picked up a book by Danish architect Jan Gehl called “Life Between Buildings,” and I was instantly hooked.

I was completely intrigued by the idea that the built environment could have such an effect on people, and, in turn, that small changes to that environment could make a significant impact. Around the same time, my friend, Kristen Gilpin, invited me to volunteer for an event called Better Block OKC. Honestly, the rest is history.

What is the last book you read?

I’m almost done reading “Four Thousand Weeks: Time Management for Mortals” by Oliver Burkeman. It has completely shifted my mindset regarding productivity in the best way possible.

What’s your best self-care advice?

Make it a priority. It is the easiest thing to cut from the list first, but it is so important.

Quote you love or live by that provides motivation or inspiration?

“People make cities, and it is to them, not buildings, that we must fit our plans.” – Jane Jacobs

What are your best management tips to keep your team inspired?

I work on a really big project with a very small team, which means we can all find ourselves doing a lot. I do my best to ensure that my team knows the value that each of them bring to our work. We also try to make sure that we have lots of fun doing it!

How do you avoid burnout?

It is about finding a balance in what I am devoting my attention to.

A lot of my job is just about getting things done. But it is important to balance that with finding time to exercise the more creative side of my brain, too. The weeks where I experience that balance are the weeks that I feel most energized.

How do you stay current in your industry or profession?

In real estate, finding the right professional organizations can be key. For me, Urban Land Institute Oklahoma, National Town Builders Association and Congress for the New Urbanism have been a central part of my growth and development.

What advice do you have for others who want to pursue your professional path?

For this profession, being a generalist can be a good thing! People often feel like they must specialize in something. Some professions within real estate require a specialization, but not all of them. Get familiar with the feeling of wearing multiple hats and playing different roles. The better you are at adapting and innovating, the more you will be able to accomplish.

What do you know now that you wished you knew when you were getting started?

Spend less time worrying about why you are at the table, and instead, focus on making the most of your time there.

LOGAN WALCHER

How do you recharge?

My favorite way to recharge is a slow weekend morning. A cup of coffee, a good book and curling up with my dogs is the best.

YOUR BRAND. YOUR STORY. OUR AUDIENCE.

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Contact us today to discuss a plan that’s right for you.

For more information about this issue and to discuss a comprehensive advertising plan that includes our other platforms, contact your 4O5 account executive or call 405.842.2266

54

EX I T S TR ATE GY

ON TOPIC

What are the advantages of having multiple, thriving business districts in a city?

Phi Nguyen DOW NTOWN OK LA HOMA CIT Y PART N E RS H IP C HI EF OPER ATIN G OFFICE R

Having multiple options of flourishing and active business districts allows OKC to position itself as a destination and a place worthy of investment. Our districts highlight the vibrancy and diversity our downtown and all the city has to offer. These communities provide a sense of belonging and identity for retailers, restaurants and businesses. These choices in districts give OKC the opportunity for continued development, better connectivity and overall resiliency.

Chad Huntington

Audrey Falk

WATE R TA X I C E O

S H O P G O O D OW N E R A N D AU TO M O B I L E A L L E Y B OA R D M E M B E R

Real cities – VIBRANT ones, anyway – have multiple thriving districts, period.

The strength of a quality city is a diversity of choices. A variety of options for dining, entertainment, retail and other services makes for a better quality of life for local consumers. However, variety also makes the community a more appealing place in which to live, to work and to visit. Oklahoma City’s visitor economy flies under the radar for most who live here, but it is indeed robust. The most important aspect of this market segment is that visitors pay many millions of dollars into our economy. They support a higher standard of living for locals by supporting the places we love. Unsurprisingly, visitors crave variety, plus authentic, local experiences.

That variety can only be found in a city with multiple thriving districts. Fortunately, Oklahoma City – and especially its urban core – has become a great example of such a place.

Inclusion matters. Creating opportunities is important. It’s exciting to have spaces for people to make connections, meet new people and start businesses that reflect their heritage and better our community. Downtown development that’s concerned about making places – to gather, to share a meal, to enjoy the sunshine or stay out of the rain – makes for a downtown where people want to stay and to engage. Having districts that meet a wide range of needs and attract a diverse group of people makes for a downtown that’s vibrant and vital.

ILLUSTRATIONS BY LILLIAN MEADOR

Three leaders involved with Oklahoma City’s business districts talk about why having strong, vibrant districts helps the city’s economy.

“

I have been using Core Group for my business’s

bookkeeping, accounting, and tax preparation for the last two years and I can’t recommend them enough.

I love having my hands off all the bookkeeping and can trust that there are professionals actively seeking ways to help me out and even save me money when each quarter rolls around. Everyone on the team at Core is not only helpful but goes above and beyond in trying to find ways to be even more helpful to me and my business. They are professional, friendly, a joy to work with and worth every penny.

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-Cole Uphaus of Cole Uphaus Films

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INDUSTRY TOOLS

EX I T S TR ATE GY

Engineering to Meet the Need Spiers New Technology, named one of GM's Suppliers of the Year, drives internal innovation through creation of industry-specific tools, like its Battery Cycler and Compression Fixture.

S P I E R S N E W T E C H N O LO GY, an industry leader in advanced battery pack refurbishment, has seen tremendous growth during the eight years since its inception. The startup jumped from 90 to 500 employees last year alone and now has five locations strategically placed throughout the United States and expanding into the United Kingdom.

To sustain that kind of growth, Spiers engineers products to facilitate its ability to determine the quality of used battery packs, specifically in hybrid and electric cars.

“We are refurbishing the battery cores that come in,” said Connor Taylor, Spiers electronics lab engineering manager. “It’s very advantageous for the industry because supply is so constrained.”

The Battery Cycler holds 96 battery cores working to determine how well the battery can regulate its charge. The Compression Fixture tests to see if the battery modules are fit for reuse.

“What differentiates us from other production lines is we take known bad parts and make them into good assemblies,” said David Howland, Spiers test stand engineering manager.

Spiers Engineering Managers Connor Taylor and David Howland.

LOGAN WALCHER

56

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