Letter from the Publisher
Is there anyone among us who doesn’t love hearing from people who love what they do, where they do it, and the people they do it with? This admiration is precisely what has fueled this special publication, established in 2017, year after year!
On the following pages, you can meet the inspiring companies of Best Workplaces 2025, from public to private, nonprofit to government entity, whose employees told us how much they appreciate their employers’ organizational health, engagement, leadership, work-life balance, training, pay and benefits, and corporate social responsibility. They took the time to nominate where they work and complete an extensive survey.
In addition to being recognized among the best local companies in the Pikes Peak region, the companies recognized in
Best Workplaces 2025 share some other common denominators, such as:
• Leaders who have set an exemplary example.
• Teams that are communicative and collaborative.
• An enviable happiness quotient.
The named companies of Best Workplaces 2025 exhibit environments where teamwork, trust and respect are readily apparent. Their missions are clear, and their leadership is strong. The fact is, strong companies go hand in hand with strong communities.
My thanks to all those who took part in our survey. Its results and criteria, as well as profiles of the top-ranked companies are yours for the reading!
I salute the innovation and excitement these workplaces exude and invite you to join me in congratulating them on this achievement.
CHRISTOPHER P. REEN, PUBLISHER THE GAZETTE
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The Gazette’s Best Workplaces survey process
BY ALEX EDWARDS The Gazette
For nine years The Gazette has hosted the Best Workplaces Awards to celebrate the city’s top organizations. While nominees range from law firms to school districts to nonprofits they all share a drive for excellence, integrity, healthy company culture, and community engagement.
More than 439 nominations were received from Sept. 1-Oct. 14 and represented 191 different public, private, nonprofit and government organizations. Of the 191 organizations 138 registered to deploy the survey, sent to more than 4,400 employees.
The Gazette partnered with the Colorado Springs Chamber and EDC and Data Joe LLC, a Boulder-based data collection and analysis firm to analyze survey responses and determine finalists in each category.
To qualify for the Best Workplace Award employers had to have at least 10 employees and a majority of them had to respond to the survey. Any employer with mostly negative responses was excluded.
Respondents were asked various questions in several categories including engagement, people, communication, management, process and strategy. Employers were rated from strongly disagree to strongly agree. The questions are chosen to get as broad a view of the company as possible, from management to tasks to benefits. The final section of the survey included open-ended questions to get as many angles of view as possible.
The quantitative data was used to create scores for company ranking. The anonymized data was passed onto the companies so they could better understand what their employees thought of the company.
The highest-scoring average question across all companies was “my company operates with strong values and ethics” and the lowest-scoring question was “I believe I am paid fairly for what I contribute to this organization.”
Organizations were divided into three categories: small organizations with 10-29 employees, medium with 30-75 employees and large organizations with 79-299 employees.
The Gazette’s Best Workplace Award is not only an annual free survey for companies to gain a deeper understanding of their strengths and weaknesses as an organization, but the Best Workplaces logo can help the public identify organizations that can be trusted.
The Gazette’s Best Workplaces 2025 event, honoring 83 of the top-ranked business organizations in the city, was held on Dec. 4 at the DoubleTree by Hilton Hotel Colorado Springs.
THE TOP COMPANIES
Cutting Edge Realtors has a tight-knit, family atmosphere
BY MICHELLE KARAS Special to The Gazette
A collegial atmosphere and a team dedicated to continuous learning are what set The Cutting Edge Realtors apart as one of the Best Workplaces in the city, said Amy Kunce-Martinez, Broker-Owner.
The leadership includes Amy’s husband, Gary Martinez, and partners Rob Edgin, Chris Cowles, Danielle Frisbie and Kunce-Martinez.
“I started brokerage with Rob in 2016. Chris came after the (Academy Boulevard) building buildout. Then we added Danielle to herd all the cats,” Kunce-Martinez said. “We all have different strengths.”
Those individual strengths help the partners to complement each other while diversifying and fortifying the business.
The Springs-based company has grown over the years to include 138 realestate agents, who act as independent contractors, and five support staff, working from its 5881 North Academy Boulevard headquarters.
“We have experienced and newer agents,” Gary Martinez said. “Some of our agents have 29 years of experience.”
Customers appreciate that Cutting Edge is a one-stop shop, “with a mortgage company right in the building,” Amy added.
Cutting Edge brokers mainly residential properties all over Colorado — not just in the Pikes Peak region, although that area is the main focus, said Kunce-Martinez. She and her husband are Colorado Springs natives and wanted to grow the business in the city.
Life and business partners Amy and Gary have more than 20 years of experience in the realty business in Colorado Springs.
Their in-depth knowledge of the local and regional market has contributed to the success of The Cutting Edge Realtors.
A multi-year Gazette Best of the Springs and Best Workplaces winner, Cutting Edge is committed to the success of its employees.
“I think we operate as a family, honestly,” Kunce-Martinez said. “Our agents talk about it from the first time they open the doors, they can feel the energy.”
That environment includes hosting client events, agent events and classes.
For instance, Kunce-Martinez said, “We just had our company retreat at the Monarch Casino in Blackhawk. We had a national keynote speaker, Sara Ross.”
In the last year, Cutting Edge hosted approximately 30 events for their realestate agents, such as a poker night, ski outings and cookoffs, as well and two big client events. The company
also hosted more than 30 continuing education-type classes for the agents.
All of these help to “keep up the camaraderie” in the company, KunceMartinez said.
She added, “That’s not hard to keep up. We’re all so close.”
Having a tight-knit team makes the business run more smoothly.
“We just have good people overall,” Kunce-Martinez said. “And we do protect our company culture. If someone comes in with a toxic work vibe, they don’t last long. We want the right people here. Our staff is amazing.”
That company culture contributes to the firm’s overall success, she said.
In the last 12 months, from October 2024 to October 2025, the company’s business increased by 23 percent, Kunce-Martinez said.
“Our agents are doing more closings than the average for the city,” she noted. “Our agents saw 55 percent increase in their commissions during that time.”
That growth was not easy to achieve in the current housing market. “So far in 2025, Cutting Edge has closed on 1,324 units,” she said.
“A lot of our success comes from the fact that we don’t let our agents wallow down in the despair of the market,” Kunce-Martinez said. “We focus on keeping them up. Our agents have continued to grow this year.”
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COMPANY CARE AND SHARE FOOD BANK
Care and Share staff share a common goal to serve
BY ABBEY SOUKUP Special to The Gazette
The mission of Southern Colorado’s Care and Share Food Bank reflects President Nate Springer’s background as a U.S. Army commander at Fort Carson: a commitment to service over self.
“We’re in a unique position being headquartered in Colorado Springs,” Springer said, noting the city’s strong veteran and active-duty military presence and its deeply rooted culture of service.
“Our mission is simple: service over self. We’ve spent a long time placing the right people in the right roles. When you do something like this, it’s essential to view the world through that lens.”
For more than 50 years, Care and Share Food Bank has been working to close gaps in food security. Serving 29 counties across Southern Colorado, the organization’s reach spans nearly half the state, covering 47,000 miles.
Between July 2024 and June 2025, Care and Share provided 19 million meals, equivalent to 22 million pounds of food, to individuals and families in need.
“We’re serving young adults, singleincome families, nurses, teachers, veterans — so many people who are doing their best but still coming up short financially,” Springer said.
“This organization does so much for Southern Colorado. It takes a big bite out of food insecurity.”
Headquartered in Colorado Springs, Care and Share also operates facilities in Pueblo and Alamosa, supported by a team of 61 employees. According to Springer, the organization maintains a monthly employee retention rate of approximately 80 percent.
Volunteer support is robust, with more than 4,200 individual volunteers contributing annually. At the Colorado Springs facility alone, between 50 and 80 volunteers assist each day.
Springer attributes the organization’s strength to the passion fostered through its hands-on approach to addressing food insecurity across the state.
“We’re able to do what we do because our volunteers and employees understand the impact of the food that leaves our doors,” he said. “When people personally handle and package the food distributed across the state, they can clearly see the problems we’re working to solve. They want to be part of something that helps people across Southern Colorado.”
Hannah Statezyny, Manager of Volunteer Engagement, joined Care and Share six months ago. Reflecting on her experience and what makes the organization special, her response was heartfelt:
“Every moment has shown me that this is exactly where I’m meant to be and the mission I’m meant to serve,” Statezyny said.
“I love working with people. From our incredible volunteers to our dedicated staff and inspiring community partners, we are all united by the same goal: ensuring our neighbors have access to nutritious food. Every day brings something new and meaningful, whether it’s welcoming a first-time volunteer, organizing a community event, or witnessing the impact of our collective efforts. There’s something truly special about watching compassion come to life through so many hands and hearts working together. The sense of purpose, teamwork, and kindness that fills this organization constantly reminds me why I love what I do and why I’m so proud to be part of Care and Share.”
Adam Uhernik, Chief of Marketing and Communication, shared a similar sentiment, saying the community he serves provides him with purpose and motivation every day.
“I have a passion for helping others and giving back to the community,” Uhernik said.
“I’ve seen firsthand how the services we provide to hundreds of partner agencies help so many people in our 29-county service area. At Care and Share, we believe no one should go hungry, and I believe that too. That’s why I’m so passionate about the work we do every day.”
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#1 SMALL COMPANY
MEAH MODERN PSYCHIATRY
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Meah Modern Psychiatry works to make a lasting impact
BY JESSICA VAN DYNE Special to The Gazette
At Meah Modern Psychiatry, it’s all about you.
After all, that’s what Meah means in Latin — “my,” in reference to one’s own life, the practice’s website notes. And at the family-owned and -operated business in downtown Colorado Springs, that’s what they aim to do, by helping to improve lives.
Meah Modern Psychiatry strives to blend innovative and evidence-based approaches to mental health with compassionate and well-rounded care.
“Our purpose is to serve the community and help people become the best version of themselves,” Dr. Lexi Kurtz, co-owner of the business, said. “We’re happy to help whenever anybody’s ready. … We’re here to meet them where they are.”
Kurtz and her husband, Dr. Joseph Kurtz, opened their office at 628 N. Weber St. in August 2024 after running a cash-based telehealth practice since 2022. The expansion meant patients who rely on health insurance could receive mental health care from Meah, and the practice could reach more people.
The husband-and-wife team returned to Joseph’s home state, eager to serve Colorado Springs and its large military population alongside three physician assistants and six administrative staff members, including Joseph’s brother, Ben Kurtz.
“We had a lot of experience treating military personnel,” Joseph said. “We wanted to be somewhere where we could serve veterans and military families.”
So far, Meah has served 700 patients, with the expertise to treat a gamut of conditions from anxiety and depression to bipolar and insomnia, among others.
Most patients receive weekly or monthly care with treatments that include talk therapy, medication, transcranial magnetic stimulation, cognitive behavioral therapy, ketamine treatment and more.
If that sounds like a wide variety of approaches, that’s because Joseph and Lexi want their practice to be a onestop shop for any mental health care a patient could need — and because they take a holistic approach tailored to each patient. Sometimes that means
examining a patient’s diet, exercise and lifestyle. But it’s always about helping a patient choose what’s best for them.
“Old-school psychiatry is a stuffy, dark office with a practitioner who you only see every three months to receive a prescription,” Joseph said.
But Meah’s brightly lit office is just the start of receiving modern-style care.
“The best thing is to really understand them and their life story … and where they can incorporate changes,” Joseph said. “We try to look at the whole person. We believe that is being modern.”
As board-certified physicians, Joseph and Lexi discovered during medical school that psychiatry was a field where they could get to know someone and make a lasting impact.
At Meah, internal metrics show they are making an impact on lives, with patients seeing 60% to 70% improvement on symptoms according to before, during and after care surveys. Others are seeing 100% remission, which is when symptoms no longer interfere with day-to-day life.
“We put tools in their toolbox to keep symptoms in remission,” Lexi said.
From left: Alexandria (Lexi) Kurtz, D.O., Joseph Kurtz, D.O., Heather Jordan, PA-C and Carson Gonzalez, PA-C of Meah Modern Psychiatry
COURTESY PHOTOS
#2 LARGE COMPANY
(MTSI)
At Modern Technology Solutions everyone has a stake in the company
BY MICHELLE KARAS Special to The Gazette
When you work for Modern Technology Solutions, Inc. (MTSI), you’re not just an employee, you’re part owner.
Through an employee stock ownership program, each employeeowner has a stake in the company.
That makes all the difference, said Brent Sanders, Colorado Site Lead for the company that provides engineering and specialty services to the Department of Defense.
“We go after very highly specialized technical engineering work,” Sanders said. “That’s the kind of work that has treated us well over the years — solving complex problems for our customers.”
MTSI has over 2,200 employeeowners nationwide, with 194 of those at its 2424 Garden of the Gods Road facility — the firm’s only Colorado location out of 20 in the U.S.
At the beginning of 2025, the Colorado Springs location employed 115. In the last 10 months, however, due to the acquisition of a large contract, the local workforce jumped to 194, Sanders said.
“MTSI won a very big contract called Digital Bloodhound. They provide cybersecurity for US Space Command,” he said.
Despite the impending relocation of Space Command headquarters to another part of the country, MTSI plans to remain invested in Colorado Springs.
“Even with Space Command moving to Huntsville, Ala., at some point, the infrastructure, assets, really expensive stuff that is technical — things that are classified — they are all here (in Colorado Springs),” Sanders said.
The former Marine noted that the MTSI workforce is comprised mainly of military retirees, like himself.
A large part of Sanders’ job is to ensure that the company culture is maintained across the firm’s divisions. Nationwide, MTSI has three divisions of about 700 employees. All three of those divisions are represented in Colorado Springs — a characteristic that’s unique to the local facility, Sanders said.
“Culture and company loyalty is not something that you really see all that often in DOD-contracting,” he said. “It tends to be a very transient industry. Year-over-year, MTSI has a 94 percent retention rate. In defense contracting, that is unheard of. We’re really proud of that. You don’t get that just through paying your employees well and having great benefits — which we do. It’s company culture.”
One of the company’s core values is that employees come first.
“That’s very much by design. It’s not just something written on a poster hanging in the breakroom,” Sanders said.
He added, “Defense contracting can sometimes be a little volatile. Money on a contract runs out because
leadership changed, or whatever else. Many companies will lay people off (in that scenario), but in 33 years, MTSI has not laid off a single person … that employee whose contract runs out is placed elsewhere.”
Another unique aspect of the company is that it budgets annually for the “Morale, Welfare and Recreation” of each employee-owner, Sanders explained.
“From our President and CEO Kevin Robinson all the way down to the newest person, it’s known that MTSI invests in each person,” he said. “Being employee-owned is taken very seriously. That makes the culture easier. My success benefits others in the company.”
Another MTSI core value is Social Responsibility, for which it also has a dedicated annual budget.
“We have a committee, that decides what charities we’ll support, and what things are we going to do for the next year,” Sanders said.
Local beneficiaries include Care and Share Food Bank, Humane Society of the Pikes Peak Region, and Junior Achievement of Southern Colorado.
“We have at least one, if not two social responsibility events per month that involve going out and volunteering to do things like pack food at Care and Share in addition to giving them a check,” Sanders said. “What we really want is to get employees engaged.”
CODY VAN HOOSER, THE GAZETTE
Where exceptional care & compassion meet Colorado Springs • Pueblo • Trinidad
Celebrating Our Team — Best Workplace 2025!
We’re honored to be once again named among The Gazette’s Best Workplaces for 2025! For over two decades, our team has provided exceptional dermatologic care throughout Southern Colorado, delivering expertise in skin cancer treatment, complex skin diseases, dermatologic surgery, including Mohs surgery, advanced skin health, and cosmetic services. Our commitment to compassionate care, teamwork, and excellence — guided by integrity and a dedication to our patients’ experience — remains the foundation of everything we do, ensuring every patient receives expert, individualized care and an exceptional experience. Our providers thank our dedicated team and our patients, who make this recognition possible year after year.
Brett K. Matheson MD, FACMS
Deborah B. Henderson MD, MPH
Jacob P. Reinhart MD, FACMS
Kelly C. Laskoski, MD
Tara M Burton, PA-C
Christopher R. Sartori, MD
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Caliola Engineering takes pride in its workplace culture
BY ABBEY SOUKUP Special to The Gazette
Since its founding in 2019, Caliola Engineering, LLC has grown into a trusted provider of secure, resilient communications for the U.S. Air Force, Space Force, Navy and NATO.
Beyond its technical achievements, the Colorado Springs-based company is equally proud of something less visible but deeply impactful: its workplace culture.
With a team of 65 employees, Caliola has intentionally curated an environment where collaboration, creativity, and a shared sense of purpose are central to its daily operations. The company’s leadership believes that fostering a strong internal culture is just as important as delivering high-quality solutions to its defense clients.
“Caliola powers our nation’s most mission-critical communications, and that plays a central role in shaping our company culture,” said Travis, a senior systems engineer. “We pride ourselves on being customercentered and constantly engage with our clients to deliver tailored, high-quality solutions. One of my favorite aspects is our brainstorming meetings, which bring together employees from different roles to solve complex problems. Everyone’s input is valued, and that creates a culture of teamwork and innovation.”
This emphasis on inclusion and collaboration is a hallmark of Caliola’s approach.
Employees are encouraged to take initiative, share ideas, and grow professionally. The company’s leadership actively supports this by investing in professional development and creating opportunities for cross-functional engagement.
For early-career professionals, Caliola offers a supportive environment that eases the transition from academia to industry. Bryan, a research scientist, shared how the company’s mentorship culture has shaped his experience.
“Caliola has been a great transition from school into industry,” he said. “My expert coworkers are fantastic mentors who help me apply theoretical knowledge to real-world problems. I’ve also had the chance to develop new skills like software engineering. I’ve learned so much at a steady pace, and I really appreciate how management has made that possible.”
This culture of mentorship is not accidental. CEO and founder Jennifer Hallford, who launched the company alongside her husband and Chief Scientist Tom Hallford, emphasizes the importance of supporting employees from day one.
“We hire incredibly capable people and make the time to support and integrate them,” she said. “That investment in our team is what allows us to take on high-impact work with efficiency and purpose.”
As a woman-owned small business, Caliola is committed to creating an inclusive environment where all perspectives are welcomed and valued. The company’s structure allows it to remain
dynamically agile, while its culture ensures that employees feel connected to the broader mission.
While Caliola’s technical work is focused on secure communications, its internal focus is on building a workplace where people thrive. Employees are not only encouraged to expand their expertise but also to take ownership of their work and contribute meaningfully to the company’s goals.
“Our mission is to improve and protect our way of life through secure and resilient communications,” said Hallford. “But that mission starts with our people. When employees feel supported, challenged, and inspired, they do their best work — and that’s what drives our success.”
In an industry where technical excellence is a given, Caliola Engineering stands out for its people-first approach. By prioritizing culture alongside capability, the company is not only delivering results for its clients but also creating a workplace where employees are proud to belong.
Looking ahead, Caliola plans to continue growing while staying true to its core values. The company’s leadership remains committed to maintaining a culture where innovation, service, and personal growth are not just encouraged — they’re expected.
Editor’s note: Last names for two additional employee sources have been withheld due to privacy concerns related to the nature of their work with Caliola.
CODY VAN HOOSER, THE GAZETTE
#3 LARGE COMPANY
INFINITY SYSTEMS
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Infinity Systems Engineering nurtures employees’ experiences
BY MICHELLE KARAS Special to The Gazette
Empowering employees to focus on what they do best is a strategy that’s served Infinity Systems Engineering well for three decades in business.
Headquartered Colorado Springs, with a newer office in the Victory Ridge development, and a second Springs office on Northgate Boulevard, the firm works closely with the Department of Defense and other large contractors in the “digital engineering realm,” said President Dan Jaworowski.
As stated on its website, the company “brings expert level mission operations and domain expertise that translates into an un-paralleled depth of insight into Payload Integration, Space Operations, and System Sustainment seen throughout our customer and partner solutions.”
Infinity was founded in 1996 by an engineer who sought a more employee-centric model than what he first encountered in the industry.
Founder Andreas “Andy” Wilfong decided to hang his own shingle to pursue a better way to treat employees.
“Our founder decided to focus on people and treat them fairly,” Jaworowski said.
Today, nearly three decades after embarking on that business journey, Wilfong’s firm has a total of 285 employees — with 200 of those based in the Pikes Peak region. The balance of employees
is spread throughout the United States as well as in locations in the United Kingdom, Germany and the Marshall Islands.
About 80 percent of the workforce is comprised of military veterans. The firm also provides internships for active-duty military.
The employee experience is one of Infinity’s four main objectives, which also include growth, executive excellence, and stewardship.
Within the last few years, Infinity launched an initiative called the Career Progression Framework, to guide employees toward their next career step, said Desaray Bibb, Director of Human Resources.
“We wanted to find a way to show our employees what it looks like to get to the next level,” Bibb said. “If you can show people a pathway to where they want to go, that’s something they can latch onto.”
The initiative empowers Infinity’s workforce to utilize their strengths, doing what they do best, which ultimately benefits the employee and the firm as a whole, sh e said.
The result? Employee retention rates are above the industry average, Bibb said.
The familial company culture also makes Infinity a great place to work.
“Our employees are very close to their managers,” Jaworowski said. “We put a lot of emphasis on next-level manage -
ment, meaning employees have an opportunity to be heard not just by their supervisor, but from the next level of management.”
The strategy appears to be successful, Bibb added.
“We just did an employee survey, and they (employees) said they feel seen,” she said.
The internal survey is an annual mainstay within the company and is used as a “barometer of where we can do better,” Jaworowski said. “We ask the same six questions every year, such as ‘Can we do better?’ as their employer.”
Jaworowski said plans for Space Command headquarters to move to Huntsville, Ala., will not impact Infinity’s work in Colorado Springs. In fact, the firm will have a team of 16 on the ground in Huntsville, he said.
“The move likely creates an opportunity for Infinity and our local defense peers to add highly qualified talent to our teams from the pool of people who do not make the move,” he told The Gazette in September.
The firm anticipates future growth, although the current government shutdown has slowed “everything down,” Jaworowski noted.
Infinity Systems Engineering in 2023 announced plans to add nearly 500 jobs over eight years. As part of that announcement, the firm won $4.26 million in state tax credits, contingent upon job creation.
COURTESY PHOTO
#3 MIDSIZE COMPANY THE INDEPENDENCE CENTER
Strong values and innovation define Independence Center environment
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BY ABBEY SOUKUP Special to The Gazette
Since 1987, The Independence Center has been a cornerstone of support in the Colorado Springs community, offering resources, information, and advocacy to empower individuals with disabilities to live vibrant, self-directed lives.
According to Scottie Bibb, Director of Marketing and Communications, the organization’s mission is deeply rooted in personal experience.
“The Independence Center was founded in 1987 by Vicki and Ted Skoog. Vicki became paraplegic following an automobile accident in the early 1970s,” Bibb explained.
After facing a lack of adequate resources following her accident, Vicki and her husband, Ted, founded The Independence Center on the belief that “most people with disabilities can live independent lives on their own terms.”
Today, that philosophy continues to guide the organization’s work.
“We empower consumers to be their own advocates and foster independence in achieving their goals,” Bibb said. “We recognize that meaningful change happens when individuals direct that change themselves. Our role is to support them in overcoming barriers to living the life they choose.”
For more than three decades, The Independence Center has served the community from its headquarters at 729 S. Tejon St., along with satellite offices in eastern and western El Paso County. The organization currently supports
approximately 250 individuals through its independent living programs and reaches countless others each month through its resources and regional referral program.
In addition to its community impact, The Independence Center is dedicated to fostering a workplace culture grounded in integrity, inclusivity, and innovation.
Bibb, who recently celebrated her fifth anniversary with the organization, attributes staff retention to a valuesdriven environment.
“Team members are drawn to The IC because of our reputation for integrity, inclusivity, and purpose-driven work,” she said. “They stay because they feel empowered to think strategically, take bold risks, and contribute to meaningful outcomes. Our leadership fosters a culture of innovation and trust, encouraging individuals to challenge norms, share ideas freely, and pursue ambitious goals.”
Adaptive Technology Specialist
Paul Spotts, who has been with The Independence Center for 13 years, shared how the organization supports both his professional and personal growth.
“Working at The Independence Center allows me to bring both my professional skills and lived experience to a place that truly values inclusion and accessibility,” Spotts said. “The adaptive technologies and flexible accommodations here empower me to do my best work, and I appreciate being part of an organization that
actively supports leadership and career growth for people with disabilities.”
Spotts shares a deep connection with The Independence Center and its mission. As a person with paraplegia, he uses a wheelchair and has workplace accommodations tailored to his needs.
“This is not an organization where able-bodied individuals dictate how people with disabilities should live independently. Instead, we are a team of people with lived experience — navigating this path ourselves and supporting others as peers,” Bibbs explained.
Veteran Directed Care Program Manager Kyle Howell, who has been with The Independence Center for more than four years, echoed similar sentiments, highlighting the organization’s commitment to work-life balance and professional development. The Independence Center currently serves 182 veterans through their Veteran Directed Care Program.
“At The Independence Center, I get to do meaningful work that aligns with my values, surrounded by a supportive and inclusive team,” Howell said. “The organization’s mission inspires me daily, and the collaborative culture makes it easy to thrive. I’ve found real opportunities to grow — through mentorship, new responsibilities, and professional development. Just as important, The IC respects work-life balance, giving me the flexibility I need to stay energized and present in both my personal and professional life.”
CODY VAN HOOSER, THE GAZETTE
#3 SMALL COMPANY
At RainTech people are the key
BY JESSICA VAN DYNE Special to The Gazette
In an industry where computers rule, RainTech, a homegrown information technology provider in Colorado Springs, says it’s not computers at the core of its work; rather, it’s people.
Encompassing RainTech’s sphere of influence downtown, at 3 S. Tejon St., Ste. 400, are 26 employees who help manage or co-manage IT services for 55 monthly clients. Whether it be troubleshooting problems, overseeing cybersecurity support or compliance across a host of industries from health care to construction, or aiding special projects and smaller services, people are the key.
At RainTech, it’s not called a people-first mentality, but people period. And it’s helped the employer achieve a 26% annual revenue increase over six years, the company’s website said.
Started in 2001, RainTech is an example of organic origins, built from the ground up by Andrew Jahnke inside the confines of his garage — he even got the business’ name from working there on a rainy day.
“It’s kind of a classic IT story,” said Holly Mitchell, chief people officer
for RainTech, “working hands-on and serving clients on their own and taking on one or two employees at a time.”
Jahnke is still leading RainTech, and RainTech is still leading the way in employee and customer care.
In October, RainTech used technology innovation to boost employee care by beginning to pilot a 32-hour work week.
Thanks to artificial intelligence, RainTech isn’t erasing its workforce; it’s recharging its employees by using AI to triage service ticket requests instead of technicians.
The AI system of collecting information and dispatching a technician for technical issues saved workers’ energy and the company 80 hours of labor a week, allowing for more time with customers.
But instead of pushing in more work hours with the optimized time, the company is investing back into employees by providing them a 32-hour work week while maintaining fulltime salaries.
“That’s their productive time,” Mitchell said. “They’re the ones that put the brainpower to deliver this AI process and, of course, keep it up and functioning.”
But it’s not just a top-down approach that makes RainTech’s people period mindset successful. After all, the company is made up of employees. That’s what drew Mitchell to join RainTech several months ago, and it’s what she seeks in the people she hires today — people who understand and exhibit the business’ core values.
“Technical skills can be trained, but we want someone who understands and exhibits and supports the core values,” Mitchell said.
Represented in the acronym G.U.I.D.E., RainTech runs on the core values of growth, understanding, integrity, diversity and empowerment.
It’s because of the value placed on people that Mitchell said she sees employees treat their work and clients with a level of support that is unmatched.
“RainTech is a company that genuinely cares,” Mitchell said. “I think they genuinely care about doing what’s right, for people and for the IT industry.”
While IT work may involve looking at a whole lot of screens, at RainTech, it’s knowing the faces behind them that makes the work matter.
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CODY VAN HOOSER, THE GAZETTE
our
As a Christian Clinical Counseling team, we come from a variety of backgrounds with many different specialties, yet we all are fully dedicated and unified in providing mental health care that is holistic, relationally-based, and spiritually sound. We serve people and families from all ages, sizes, races, and religions with care and compassion. To date, we’ve been blessed to serve Coloradans and people from around our nation for almost 20 years, including families from 38 different states and 8 other countries. We help our clients personally change for the better, reconcile relationships, and overcome their specific life challenges and family struggles.
At RainTech, we’re redefining what it means to lead in technology and in business.
We believe the best service starts with how you treat your people. That’s why we’re now
100% employee-owned 32-hour workweek
with a — bold moves that reflect the same principles driving everything we do.
When people feel supported, they lead boldly. They innovate. They bring heart to their work.
That’s the service our clients experience every day.
www.rain.tech/about-us
GH PHIPPS CONSTRUCTION Decades of local commitment
At GH Phipps Construction companies, collaboration isn’t just something the company talks about, it’s woven into how people work every day. The Colorado Springsbased team has built its reputation across Southern Colorado by relying on one another, sharing ideas openly, and taking pride in building something bigger than any one person for more than 65 years.
Because the company is 100% employee-owned, everyone has
communicate on a job site and how project managers and estimators work side-by-side to solve problems. People listen, support each other and celebrate progress together.
The company’s core values — relationships, integrity, excellence, performance, teamwork and innovation — aren’t just printed in a handbook; they show up in everyday moments. GH Phipps succeeds because its people succeed together. This sense of shared purpose is exactly what makes it feel like one of
ROCK YOUR FAMILY COUNSELING
Christian clinical counseling for people and families of all ages and sizes
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“Therefore
Rock Your Family understands that in our complex world people need more than simple mental healthcare. They need emotional, relational and spiritual help, too. Their Christian Clinical Counseling team helps individuals, couples and families overcome their life struggles and change and grow for the better — body, mind and soul. They meet clients where they are — with care, confidence
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and wisdom. Their work is their calling and passion. Clients seeking sound therapeutic interventions, strategies and skills will find a listening ear and therapeutically sound advice at multiple Colorado Springs locations or online via Telehealth. Hope and healing are just a phone call away at 719-362-0796! Visit RockYourFamily.org to learn more.
Your electrical, plumbing and HVAC experts
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At WireNut Home Services, being one of Southern Colorado’s leading home service companies means more than fixing furnaces, clearing drains, or upgrading electrical systems — it means powering up homes and empowering people.
Founded on the belief that exceptional service starts with exceptional people, WireNut has built a culture grounded in respect, growth and teamwork. Every technician, dispatcher and manager plays a vital role in delivering the “ WOW ” experience that customers have come to expect. From celebrating team milestones to creating opportunities for professional advancement, WireNut ensures that its
employees feel valued, supported and inspired every day.
What truly sets WireNut apart is its commitment to community. Through initiatives like “Clear a Clog, Feed a Dog” and annual local hero giveaways, the team turns compassion into action — using their success to make Southern Colorado stronger.
At WireNut, innovation meets heart. By embracing cutting-edge tools, ongoing training and a family-first atmosphere, the company continues to redefine what it means to work — and to serve — with purpose.
WireNut Home Services is’nt just a great place to work; it’s a great place to grow ... to lead ... and to make a difference..
everyone who hears these words of mine and puts them into practice is like a wise man who built his house on the rock.” (Matt. 7:24)
— JESUS
ADOLFSON & PETERSON CONSTRUCTION Building trust, communities and people
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Adolfson & Peterson Construction is a family-owned general contracting and construction management company that has been in business since 1946. We have built several important buildings throughout Colorado Springs over the years (Woodland Park Aquatics, Vandenberg Hall Renovations at the United States Air Force Academy, Pikes Peak BOCES Renovations, and St. Francis Tenant Improvements). We take pride in building essential components of our communities, including higher education and K-12 education projects; recreation centers; and police and fire support, healthcare, manufacturing, and commercial facilities.
What makes AP truly special is our dedicated team, committed
to delivering exceptional quality and creating outstanding client experiences. Our success has been built on the foundation of trust, strong values and our mission to enrich the communities and empower our people. We prioritize safety, enthusiasm, creativity, absolute integrity, respect and enjoying life.
With community at the heart of our mission, our employees are actively involved across local initiatives, from heritage foundations and events to partnerships with the Downtown Partnership, the Colorado Springs Chamber and EDC, and through charitable giving and other organizations. We give through volunteer events throughout the year, which also serve as valuable team-building opportunities. Each employee receives time off for volunteering, in addition to their paid time off to give back in ways that are personally meaningful.
AP is honored to be a Best Workplace and we are committed to our mission of building people, striving to earn this recognition year after year.
RAINTECH
Work less, thrive more: A bold blueprint for the future of work
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At RainTech, a revolutionary workplace experiment is rewriting the rules of business success in Colorado Springs. This managed services and cybersecurity leader has launched a 32-hour workweek while embarking on a journey toward 100% employee ownership.
“Our purpose is cultivating experiences where individuals thrive,” said Andrew Jahnke, CEO and People Person of RainTech. “We’re not just saying ‘People First, PERIOD.™’ — we’re living it through radical trust and shared ownership.”
The company’s five G.U.I.D.E values — Growth, Understanding, Integrity, Diversity, and Empowerment — shape every decision.
The 32-hour workweek is about optimizing energy over hours, increasing productivity, having better work-life balance and renewing creativity. When companies truly prioritize people, everyone benefits.
RainTech’s model challenges conventional wisdom about workplace success. By prioritizing human flourishing over traditional metrics, they’re building a better workplace and pioneering the future of work itself.
FARM CREDIT OF SOUTHERN COLORADO
Your partner in agriculture
Farm Credit of Southern Colorado is on a mission to support the growth and success of rural communities across our region. Our team of local, experienced professionals brings decades of agricultural expertise to the table — ensuring those managing a family farm, running a large-scale ranch or starting a new agribusiness venture receive personalized service and expert guidance.
As a locally owned cooperative, we go beyond traditional lending. When you work with us, you’re not just a customer — you’re an owner. That means you share in our success through patronage dividends. Since 2013, we’ve returned more than $76 million to our member-owners, helping them reinvest in their operations and strengthen their financial future.
From land purchases and equipment financing to operational lines of credit and agribusiness loans,
Farm Credit of Southern Colorado is here to support every aspect of your agricultural journey. Our financial products are designed with flexibility and stability in mind — helping you stay resilient through changing markets, unpredictable weather and shifting industry demands.
Our commitment to rural Colorado extends far beyond financing. We proudly invest in the next generation of agriculture through scholarship programs, Young, Beginning, and Small Farmer initiatives ( YBS ), and support for 4-H and FFA organizations across Southern Colorado. Through these efforts, we help ensure that agriculture remains a strong, sustainable and thriving industry for generations to come.
At Farm Credit of Southern Colorado, agriculture isn’t just an occupation — it’s a lifestyle and a legacy. Ready to take the next step in your agricultural journey? Visit aglending.com to learn more.
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VANGUARD SKIN SPECIALISTS
Healing with impact EXIGO CORP.
Vanguard Skin Specialists, a six-time Best Workplace honoree, is a team of dermatologists, plastic surgeons and advanced practice practitioners dedicated to making a positive impact — one patient at a time.
Our mission is to serve our patients, our community and our world with compassion and excellence. We open offices in underserved areas, offer Saturday appointments and
go beyond care by donating 100% of clara skincare proceeds to charity and volunteering locally and abroad.
Vanguard provides Dermatology, Mohs Surgery, Dermatopathology, Plastic and Reconstructive Surgery and Aesthetic Medicine at 10 locations across Southern Colorado — including Colorado Springs, Cañon City, Castle Rock, Hugo, La Junta, Pueblo and Woodland Park. Learn more at www.vanguardskin.com.
MODERN TECHNOLOGY SOLUTIONS
National security space’s premier ground solutions service contractor
At Exigo, we believe that our people are our greatest asset. Our strong, supportive culture is the foundation for mission success. Our Total Rewards program is more than just compensation; its comprehensive package designed to recognize your contributions, support your well-being and invest in your future. That’s what being an ESOP company is all about.
From competitive pay and fully covered healthcare benefits we’ve built our Total Rewards to reflect the value we place on every member of our team. As a proud DoD contractor, we’re committed to fostering a culture of excellence, integrity and respect ensuring that our employees feel supported, appreciated and equipped to thrive both on and off the job.
Deploying top talent to help solve the United States government’s toughest challenges
Employee-owned, mission focused
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Since its founding in 1993, Modern Technology Solutions, Inc. (MTSI) has achieved steady growth and earned recognition for its strong core values and commitment to customer success. MTSI provides advanced technical services in systems engineering, integration, testing, modeling and simulation, cybersecurity and mission assurance. Supporting the defense and intelligence communities, federal civilian agencies and commercial clients, MTSI draws on decades of experience to deliver comprehensive solutions to complex challenges.
As a 100% employee-owned company, MTSI cultivates a unique culture centered on its number one core value: employees always come first. This employee-centric approach attracts and retains top talent, creating a work environment where individuals thrive. The company’s dedication to its employees have secured multiple honors from Best Workplaces.
“MTSI’s success starts with our people,” said Brent Sanders, Colorado Site Lead and Principal
Engineer. “Our new Colorado Springs office space marks an exciting milestone, strengthens our team and allows us to deliver even greater support to our customers.”
Today, MTSI has more than 2,200 employee-owners and 20 offices nationwide, including the Colorado Springs new office that opened in April 2025. This expansion enhances
MTSI’s presence in Colorado and reinforces the company’s peoplefirst approach, ensuring high engagement and continued mission success for its customers.
A light in the darkness
Spend even a few minutes with the team at Embrave and one thing becomes obvious: this place is different. The staff is dedicated, client-focused and full of stories about going the extra mile.
Founded in 1984, Embrave is a 501(c)(3) nonprofit communitycorrections organization built on a simple foundational belief: people can — and do — change. Embrave offers alternatives to incarceration and step-down programs from prison, addressing criminal behavior, substance use and mental health through specialized residential treatment, integrated case management and robust accountability services. Their work strengthens individuals, families and community safety across El Paso County and the 4th Judicial District.
Embrave is a leader in transforming lives, continually innovating new ways to support change and promote community safety, like their new Valor Program for competency restoration. Embrave delivers highquality, client-centered care — and is poised to expand its impact to meet Colorado’s evolving needs.
SPRINGS DENTISTRY
Where Colorado smiles come alive!
Springs Dentistry believes a healthy, confident smile is the key to a happy life. An energetic and caring team is dedicated to providing top quality dental care in a comforting and welcoming environment. They can help you achieve and maintain optimal oral health for life.
From routine checkups and restorative treatments to cosmetic dentistry, Springs Dentistry delivers personalized care with a gentle touch. They are proud of their honesty, trustworthiness and
commitment to making every visit a positive experience.
Whether you’re maintaining your oral health or transforming your smile, the goal is simple: to help you leave the office feeling great — with a healthy, beautiful smile you can’t wait to share.
Springs Dentistry wants to be your partner in lifelong oral health. Let them help you achieve the bright, healthy smile you deserve and the confidence that comes with it.
BRIGHT FUTURES PSYCHIATRY
Break free from depression with TMS
For many, depression can feel like an endless cycle of trial and error with medications and therapy. Bright Futures Psychiatry in Colorado Springs offers new hope through Transcranial Magnetic Stimulation — a safe, non-invasive, FDA-approved treatment that activates areas of the brain involved in mood regulation.
TMS uses gentle magnetic pulses to restore healthy brain activity without the side effects of medication. Each
session lasts about 20 minutes, requires no anesthesia, and lets patients return to their daily routines immediately. Many begin noticing improvements within just a few weeks. Discover if TMS is right for you by calling Bright Futures Psychiatry today at 719-289-3173 or visiting their clinic at 4729 Opus Drive. For more information, explore their website at brightfuturespsychiatry.com. Take the first step toward a brighter future.
Citizens survey finds young adults redefining success
Young adults are thinking about success in dramatically different ways than previous generations, with more than half (57%) reporting that money is affecting their mental health, only a quarter (26%) aspiring to climb the corporate ladder and fewer than 40% believing they will be more successful than their parents, according to a Citizens survey released recently.
Amid the pressures of inflation, economic uncertainty and shifting workplace expectations, young adults are rethinking what it means to “make it.” The survey of 2,300 adults aged 18-34 reveals that instead of chasing traditional markers such as titles or wealth, the next generation is prioritizing goals that feel within reach: living debt-free, gaining
flexibility and finding balance. This pragmatic and purpose-driven approach is reshaping how individuals and institutions perceive money, work and growth.
“Young adults are clearly expressing their desire for stability, independence and balance, yet many feel these aspirations are increasingly unattainable,” said Matt Boss, head of consumer banking at Citizens. “As these expectations evolve, Citizens is committed to simplifying everyday money management, offering guidance for building healthier financial habits and delivering banking experiences that empower customers to move forward.”
Gen Z and young millennials are not just seeking flexibility, autonomy purpose in their careers; they are
actively leveraging digital platforms and the gig economy to take control over their professional lives. An impressive two-thirds (67%) have pursued an entrepreneurial venture, showcasing their ambition and drive. Moreover, more than half (60%) aspire to sell their business or take it public one day, highlighting their bold vision for the future.
“The definition of career success is shifting as young people increasingly choose freedom, growth and entrepreneurship over corporate titles and tenure,” said Ted Swimmer, head of commercial banking at Citizens. “We’re supporting growth-stage entrepreneurs as they move from side hustle to scale, while also helping established companies understand what this generation values so they can attract and retain the next wave of talent.”
Financial success means stability, balance
Many young adults are striving to build momentum but struggle with daily money management challenges and the pressure to keep up. Only 9% feel fully in control of their money habits and nearly half (44%) admit that social pressure drives them to overspend. While they are eager for independence, more than two-thirds (68%) still rely on parents or family members for essentials such as rent, groceries or bills.
Consequently, their focus has shifted from status to stability.
• Seventy percent define financial success as a net worth of less than $1 million.
• Living debt-free (64%), supporting a family (60%) and affording a lifestyle without stress (58%) rank among their top measures of success.
• When asked to define the American Dream, more young adults cited freedom and flexibility (46%) over wealth accumulation (35%).
• Nearly three-quarters (73%) have less than $50,000 in investable assets, with one in three (34%) reporting less than $1,000.
From offices to ownership
As anxiety mounts, a desire for independence and control is reshaping how the next generation is approaching their careers. Facing a daunting job market and a rapidly changing corporate landscape, fewer young adults are equating workplace success with titles or long tenures. Instead, they are forging their own paths to build careers that provide greater autonomy, personal growth and financial upside.
• Respondents define career success as financial independence (52%), work-life balance (50%) and skill development (44%).
• The vast majority (85%) view job tenures of five years or less as ideal,
while only 5% value tenures of 10 years or more.
• Two-thirds (67%) have pursued an entrepreneurial venture, including nearly a quarter (24%) who have a side hustle or gig work outside of their primary job.
Building opportunity for the next generation
Nearly eight in 10 (78%) respondents want their bank’s support beyond just saving and spending, with many looking for assistance in paying off debt, building credit, buying homes and planning for the future. Among young entrepreneurs, the top needs include business banking and payment tools, access to funding and help managing cash flow.
Visit www.citizensbank.com/learning/ gen-z-millennials-financial-success-nextgen-survey for more information and additional survey results.
Methodology
Citizens’ Next Gen: Future of Success Survey was conducted by Researchscape among 2,309 U.S. adults aged 18-34. The survey was fielded from August 29 to September 11, using an online survey. Data has been weighted. Weighting data is a statistical technique used to adjust survey data after it has been collected to improve the accuracy of survey estimates.
Workers will continue to remain in their jobs through first quarter of 2026
The latest Eagle Hill Consulting Employee Retention Index continues its upward trend, rising to 105.8, its highest mark since the Index was launched in 2023. This upward trend signals that workers will continue to “job hug” and remain in their jobs over the next six months. The Retention Index came as key employment data from the Bureau of Labor Statistics was stalled during the government shutdown, with the Index providing employers with reliable data on employee trends.
All four Eagle Hill Consulting Retention Index sub-indices — Culture, Compensation, Organizational Confidence, and Job Market Opportunity — fluctuated across demographics throughout the quarter. September, however, marked a turning point as worker sentiment significantly improved across each of the Retention Index’s four sub-indicators. Some of the largest shifts in employee sentiment include a jump in employees’ confidence in their organizational leadership, along with a rise in employees who feel they have a path to increase their compensation at their organization.
“The Eagle Hill Employee Retention Index provides critical insights into workforce dynamics,” said Melissa Jezior, president and chief executive officer of Eagle Hill Consulting. “The historic highs we’re seeing across the Retention Index tell a compelling story: employees are more inclined to job hug than at any point since we began tracking this data. The data indicate that workers are staying because they feel increasingly satisfied with their organizational culture and compensation. Workers also indicate they are more confident in their organization’s leadership and ability to navigate a complex business environment.”
Additional key findings are as follows:
• The Compensation Indicator is the strongest among the four indicators, jumping 6.5 points to a historic high of 109.9. This reflects employees’ growing satisfaction with their compensation, benefits and perceived ability to grow their earnings at their organization.
• The Organizational Confidence Indicator also reached a high point this period, rising by 3.2 points to 104.7.
• The Culture Indicator, reflecting employee’s attitudes about workplace
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culture, climbed 2.4 points to 103.1, while the Job Market Opportunity Indicator gained 5.8 points to 101.
• Despite the unified upward movement of the Index and its indicators, variability in sentiment persists across segments of the U.S. workforce. Millennial workers and women post significant Retention Index gains, 8.9 and 6.9 points respectively, and now sit at historic highs, indicating each are more likely than ever to stay in their jobs over the next six months.
• The Retention Index declined among Gen X workers and men, down 4.7 and 0.8 points respectively, signaling they will be more inclined to leave in the months ahead.
The findings follow the latest U.S. Bureau of Labor Statistics Job Openings and Labor Turnover Survey, the last jobs data released before the government shutdown. JOLTS data revealed that the number of
available jobs remains low for the year, a sign that job opportunities continue to dwindle for Americans looking for work. BLS reported that the number of available jobs increased slightly to 7.23 million at the end of August from an upwardly revised 7.21 million. The agency also reported that job openings as a share of total employment remain at five-year lows, and that the quits rate ticked down further, indicating that workers are reluctant to give up their current jobs amid a low-hire, low-fire environment.
The Eagle Hill Employee Retention Index is a first-of-a-kind market indicator that tracks worker sentiment across four proven drivers of retention: organizational confidence, culture, compensation, and job market opportunity. The data across the four drivers for the third quarter of 2025 is as follows:
1. The Organizational Confidence Indicator measures how confident
employees are in their organization’s future and leadership. This indicator increased 3.2 points to 104.7, its highest point since the Index launched in 2023.
2. The Culture Indicator looks at employee sentiment about their workplace culture, connections, and whether they feel valued and recognized. This measure increased 2.4 points to 103.1.
3. The Compensation Indicator measures how employees view their compensation, benefits, and ability to grow their compensation at their organization. This indicator jumped 6.5 points to 109.9. This is a historic high and also the largest gain across the four indicators.
4. The Job Market Opportunity Indicator measures how employees perceive prospects for employment and job security in the near term. This indicator increased by 5.8 points to 101, reversing its previous decline. Each month, the Eagle Hill
Consulting Employee Retention Index measures shifts in workforce retention based upon ongoing employee opinion surveys on factors related to worker intentions to change jobs. As the Employee Retention Index increases, it signals an increase in retention in the next six months. As the Employee Retention Index decreases, it signals to employers that workers are more likely to leave their jobs, and organizations can expect more turnover in the next six months.
The Eagle Hill Consulting Employee Retention Index is based on a monthly omnibus survey conducted by IPSOS of a nationally representative sample of U.S. adults employed full or part time. Quarterly indices and reports are issued based on a minimum of 1,200 aggregated responses per quarter. Respondents are polled on a range of workforce topics including organizational confidence, culture, compensation and job market opportunity.
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