After a car crash temporarily closed The Wheel Barrel’s doors, community support helped them turn a setback into an opportunity.
Three family businesses show you don’t have to choose between success and staying true to your values. They’ve built lasting growth by doing right by their people and customers.
Six local HR leaders reveal their top strategies for growing and maintaining workplace cultures where employees are excited to work.
Topeka & Shawnee County Public Library’s reimagined space features some exciting updates.
Washburn marketing professor Dr. David Price explains the strategy behind products deliberately designed to fail.
Navy vet and Topeka native Tim Miller learned to smoke meat on a ship’s deck, and now he’s bringing global BBQ flavors to a beloved local bar.
Meet the six businesses recognized by the annual Small Business Awards for their contributions to Topeka’s economy and culture.
Capitol Federal CEO John Dicus shares personal leadership lessons, including how trust guided the bank through tough times.
The latest updates from the Topeka business community.
Photo by BRIAN PETERS
Photo by BRIAN PETERS
CONTRIBUTORS
PUBLISHER
Braden Dimick & SALES DIRECTOR braden@tkmagazine.com 785-438-7773
CREATIVE DIRECTOR & DESIGNER
Janet Faust
EDITOR Lauren Jurgensen
COVER PHOTOGRAPHER
CONTRIBUTING WRITERS
PHOTOGRAPHERS
CONTRIBUTING EXPERTS
Brian Peters
Kim Gronniger
Corinn Guemmer
Lauren Jurgensen
Jennifer LeClair
Lisa Loewen
Samantha Marshall
Danielle Martin
Miranda Chavez-Hazim
Christina Noland
Brian Peters
Ashley Esquibel
Nicki Flanagan
Leanna James
Eric Jennings
Lamar Leon
David Price
Brian White
WEBSITE MANAGER
Cordell Dimick
2025 TK Business Magazine is published by E2 Communications, Inc., 7537 SW 26th St., Topeka, KS 66614. 785-438-7773. Reproduction or use of this publication in any manner without written permission of the publisher is prohibited.
Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication. Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party’s right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.
SHATTERED GLASS
UNSHAKEN SPIRIT
by BRIAN PETERS
After a car crash temporarily shuttered their doors, The Wheel Barrel discovered a deeper level of community.
By SAMANTHA MARSHALL
by BRIAN PETERS
Pedro Concepcion had been the majority owner of The Wheel Barrel, a gourmet grilled cheese restaurant located in the North Topeka Arts and Entertainment District (NOTO), for three years when a vehicle crashed into it last May.
Fortunately, no one was injured in the accident, but the restaurant’s front façade was destroyed. The NOTO community launched into action within minutes of the glass shattering, helping Pedro — who works double duty as NOTO’s chief executive officer — and his team clean up the mess.
Thanks to their efforts and the work of NOTO neighbor Galaxy Glass, the restaurant
Photos
Photo
PEDRO CONCEPCION | Owner | The Wheel Barrel
reopened just five days later on May 14, with a new glass window in place. Ever since, The Wheel Barrel has experienced an uptick in social media followers who are eager to try the restaurant that made headlines.
Meanwhile, Pedro is turning lemons into lemonade by using the restaurant’s rebuild to reimagine their interior space. The Wheel Barrel’s new lounge area will soon replace the front façade, which remains roped off with caution tape on the inside.
“The car accident was a bad experience, but the support of our community and our neighborhood made it feel a lot better,” Pedro said.
PICKING UP THE PIECES
Beautiful weather had drawn most of The Wheel Barrel’s patrons to the back patio on the day of the accident, meaning they missed the dramatic scene entirely. The handful of customers seated at the indoor bar were shaken but unharmed.
After the driver was taken to the hospital, Pedro surveyed the damage while fellow NOTO business owners
arrived with gloves and shovels to help clean up the glass. The community took care of the debris within an hour.
“It warmed my heart to see our little neighborhood come out to make sure we and the driver were okay,” Pedro said. “It reminded me that our Topeka community is very wholesome. There are extraordinary individuals who were willing to lend a hand to make sure you keep going. I was very humbled.”
During the cleanup, Matt Wiltz, owner of Galaxy Glass, began measuring the storefront for a new glass window. The project could’ve taken weeks or even months if Pedro had to undergo the process of getting bids from several different glass repair companies, but his fast-acting NOTO neighbor helped him reopen in less than a week.
“The team at Galaxy Glass was our savior,” Pedro said. “If we were closed for months, it would’ve been devastating for cash flow.”
SILVER LININGS
Reopening after only five days demonstrated an incredible recovery effort for The Wheel Barrel.
Unfortunately, they still had to overcome losing three days of business. The accident happened on the Friday before Mother’s Day — a weekend that’s typically a popular time for the restaurant.
Pedro also had to contend with losing 13 seats from the still-underconstruction front area behind the façade. He and his team decided they’d need to cook up a strategy to ensure the community knew they were open for business again.
Part of that strategy was creating the restaurant’s new, cheekily named “Crashing Cuban” sandwich, a special menu item featuring slow-smoked pulled pork, ham, pickles, house-ale mustard, mozzarella and Swiss cheese between two thick slices of white bread.
The dish riffs on The Wheel Barrel’s “Kickin Cuban” sandwich and follows the restaurant’s tradition of giving tongue-in-cheek names to their menu items, which range from “How Now Bleu Cow” to “Not-Yo-Mama’s BLT.”
“We’re always one to keep things light, so we decided that since everyone was okay, it was fine to do something
Photo by BRIAN
PETERS In a remarkable turnaround, the grilled cheese restaurant was back to serving customers within just 5 days of the crash, thanks to swift help from Galaxy Glass.
btandcocpa.com
like this,” Pedro said. “We wanted to show the community that, while this was devastating, we will be okay.”
The Crashing Cuban was so popular it sold out the week it premiered, as well as the next. Pedro says their social media campaign made a huge difference in getting people to visit.
“Some customers didn’t even know we existed before the crash,” he said. “Others always wanted to try us and suddenly had a reason to support us.”
The Wheel Barrel team kept the social media momentum going by documenting the process of rebuilding the restaurant’s façade. They even shared footage of the caution-tape ribbon cutting on Facebook Live.
“I didn’t want people to think this was the end of us,” Pedro said. “If people really think about how tragedies like this hurt small businesses, I think they’d come out and support them as much as they did The Wheel Barrel.”
Today, Pedro is focused on moving forward with a few new plans for the
NOTO business owners arrived with gloves and shovels within minutes of the crash, clearing debris and supporting The Wheel Barrel’s recovery effort.
Photo by BRIAN PETERS
feel more at ease while enjoying the restaurant’s signature comfort food.
restaurant. The good news for loyal fans of The Wheel Barrel is that he doesn’t feel the need to make any major changes — just some thoughtful additions.
“When I purchased the restaurant, I didn’t need to change a lot,” said Pedro, who bought The Wheel Barrel from Jennifer and Jon Bohlander in the spring of 2022. “I’m happy Jennifer and Jon trusted me by selling it to me and pushing me to make it better.”
A LASTING CONNECTION
After he became the majority owner of The Wheel Barrel, Pedro added a new patio. The updated outdoor space features a steel structure with lights and heaters to make patrons
Pedro also dialed up their focus on the Topeka art scene, rotating the restaurant’s display of artwork from approximately 500 local art students every season.
“Considering we’re in the NOTO district, we feel like we should try and do as much as possible for the arts,” Pedro said.
His team remains hard at work as they transform the front façade into a lounge, which will add seating for another 10 people. But Pedro says he’s more concerned about how the space feels to customers than the number of seats available.
“We’re focused on making it nice and giving people a good environment,” Pedro said.
In the aftermath of the accident, Pedro says he feels a deeper connection to his fellow NOTO business owners — and tries to offer Matt a beer whenever he sees him.
“I am proud to say that even before the crash, I could walk down the district and identify every single business owner,” said Pedro. “We all said ‘Hi’ and stuff like that, but now we’re on a different level.”
Now more than ever, he sees the value in being a good neighbor to the businesses around him.
“Small business owners are all going through our little struggles. Sometimes it’s hard to lend a hand,” Pedro said. “But in this economy, a lot of us are feeling a bit of pressure, so every transaction and lending hand helps to make sure we can stay open.”
TK
The Wheel Barrel’s patio, added by owner Pedro Concepcion after he purchased the restaurant in 2022, features a steel structure with lights and heaters for comfortable year-round dining.
Photo by BRIAN PETERS
By KIM GRONNIGER
GROWING RIGHT
Growing fast is one thing. Growing right is another. These three family businesses show you don’t have to choose between success and staying true to your values. They’ve built lasting growth by doing right by their people and customers.
CORINN GUEMMER
JENNIFER LECLAIR
Photos by BRIAN PETERS
BUILDING COMMUNITY, CRAFTSMANSHIP AND A LASTING LEGACY KENDALL CONSTRUCTION
By KIM GRONNIGER
by BRIAN PETERS
Topeka’s Kendall Construction is 30 years old, but the company Rick and Sheri Kendall built is under different management and operating from a new location — and the new owners say they want to grow while keeping what made the company work.
President David Cooper and Vice President Tanner Smith worked at Kendall Construction for years before becoming the company’s co-owners. They say their familiarity and experience with the company, industry, team, community and each other has already led to new opportunities to build upon their previous success.
David, a Rossville native, began his career with the company 23 years ago.
Although he says he “fell into” his carpentry career after completing an apprenticeship
Photos
Photo by BRIAN PETERS
program, his decision to buy Kendall Construction was more intentional.
“I told Rick the day I started here that I wanted to own this company someday,” David said. “That goal never changed.”
David bought into the company in 2020.
Tanner joined the company in 2015 after earning a degree from Kansas State University and gaining early hands-on experience in his father’s construction company. He became a co-owner in 2024.
Kendall Construction recently moved into its new building at 3135 NW 25th St. Designed to support the firm’s growing workforce and increasing project volume, the office and warehouse relocation are part of a long-term investment in the company’s future.
“We wanted to bring everyone together under one roof while still
allowing room for expansion,” David said.
According to Tanner, the company has experienced steady growth the past few years and currently employs 40 field employees and eight office staff.
David and Tanner say they work together as a team and want to maintain the company’s reputation for quality work and craftsmanship.
“Our partnership works because we value honesty, hard work and community,” Tanner said. “David came up through the trades and I came in on the pre-construction side, focusing on estimating and project planning. We took different paths to get here, and that gives us a wellrounded perspective.”
The owners say they enjoy the variety their careers bring them through their interactions with new and repeat customers in
diverse industries, including health care, education, banking, automotive services, retail and hospitality.
Whether remodeling a hospital wing or repairing infrastructure behind the scenes, Tanner says the Kendall Construction team takes pride in every project.
“It doesn’t matter whether the project is big or small, complex or straightforward,” he said. “Our job is to make the process smooth, the results strong and the relationship long-lasting.”
David says one significant factor that differentiates Kendall Construction from its competition is the ability for its employees to perform about 35% of the work on most projects themselves, which helps with scheduling and quality control considerations.
Kendall Construction recently remodeled the Blue Cross Blue Shield of Kansas cafeteria and its adjacent courtyard with curved benches and water features, and will soon begin building the
company’s new day care center.
“We love working on projects where we can add unique touches,” Tanner said. “David has a real eye for quality that he passes on and a lot of companies don’t have the background that our carpenters do in assessing situations that come up.”
Stormont Vail, Mars, Target Distribution Center, the Home Depot Distribution Center, Tallgrass Surgical Center, Midwest Health, Silver Lake School District, Lesser Electric and Jayhawk Fire Sprinkler Co. are just a few of the businesses Kendall Construction has partnered with in recent years.
Beyond creating internal and external structures for its clients, Kendall Construction is also dedicated to building up the communities it serves, often donating labor and materials to local schools, youth programs and nonprofits.
“If we can help a school improve its facilities or contribute to a youth sports team, we’re going to step up,” David said. “That’s what being local means.”
Photo by BRIAN PETERS
The Topeka construction company regularly donates labor and materials to local schools, youth programs and nonprofits while maintaining steady business growth.
Like many employers, David and Tanner say they are always looking for strong talent and appreciate area school districts’ efforts to promote the trades as an attractive employment option for students after high school graduation.
“Our employees get no-cost health care, a 401(k) match and an opportunity to make around $50,000 right off the bat with no student loan debt,” Tanner said. “It’s not uncommon for someone to progress from an apprentice to a superintendent role.”
David agrees. “We believe in giving people a path,” he said. “Many of our current superintendents started with us as a first-year apprentice. We give them a chance to prove what they can do and we really strive to promote from within as much as possible.”
With a new facility and a solid foundation formed by long-term relationships and a community-first philosophy, David said he is excited about the opportunities ahead.
“There’s no secret formula,” he said. “We show up, do what we say we’re going to do and treat people right. That’s how we’ve built our company and that’s how we’ll continue to build our future.”
The team at
offer comprehensive dental care for adults and children. We use state-of-the-art dental technology to ensure that you always receive the highest quality of care in the most comfortable environment possible.
Gage Dental
FOUR GENERATIONS OF INNOVATION LAIRD NOLLER FORD
By CORINN GUEMMER
by BRIAN PETERS
In an industry where family dealerships are getting absorbed by corporate chains, Laird Noller Ford has stayed in the same family for four generations.
The Topeka-based dealership began with Willard Noller, a local farm kid who started his journey selling Ford vehicles before becoming a manager. When World War II halted car production, he temporarily pivoted to driving a bus before returning to the car business once the war ended.
By 1960, he’d bought out the dealership’s former owner. Willard spent the next five years developing what the Noller family says became one of the country’s first satellite used car lots.
Eventually, Willard’s son Laird took over and acquired the Lawrence Ford store in 1978. The second-generation owner expanded their dealership business to Hutchinson and Kansas City, and later across state lines.
Photos
Photo by BRIAN PETERS
Steve Noller, Willard’s grandson and the dealership’s current owner, started selling cars when he was 15. By 24, he’d become the third generation of Nollers to work in dealership management.
Things were going great for the dealership, said Steve, but the business met a temporary roadblock at the start of the pandemic in 2020.
“When you have no cars to sell, you find new income-producing businesses,” Steve said, describing how the company added a new RV center to help them weather the pandemic’s disruption to the motor vehicle production and sales markets.
In what some might call a surprising turn, Laird Noller Ford also shifted into the coffee business. The concept began as a mobile café and food truck before transitioning to a permanent space. Higher Grounds Coffeehouse and Deli unveiled their
brick-and-mortar location in July 2024 at 2200 Southwest Topeka Boulevard, next to the dealership’s Topeka branch.
Steve says the idea was to improve the beauty — and sense of community — of the immediate environment surrounding their businesses.
“We can control our two blocks, and I want them to look nice for the community,” he said. “I’m very proud of the way Higher Grounds turned out. I wanted it to look like the coffee shops we see near our Montana dealership, and the feedback has been amazing. Bringing something new and unique to the area has been very rewarding.”
Higher Grounds is open Tuesdays through Saturdays, from 7 a.m. to 2 p.m. In addition to a full coffee menu, they offer breakfast, deli sandwiches and even catering services.
Laird Noller Ford also added a collision center capable of handling
RVs, buses and semis. Their in-house auto hauling company, currently nine trucks strong, moves vehicles across the country each month.
“I enjoy starting new businesses and ventures. Some work, some do not,” Steve said. “If I do not have failures in business, then I am not trying enough.”
Laird Noller Ford now employs more than 550 people.
“We cannot let our employees down,” Steve said. “If we do not continue to grow, family dealerships will become a thing of the past.”
Steve says one of the key players in Laird Noller Ford’s continuous growth is general manager and managing partner Jesus Rentiya, who joined the company in 2023 after working as a dealership consultant.
“Steve is open minded. He trusts the younger generation,” said Jesus, who is 33 years old. “It is not
Photos by BRIAN PETERS
Top and center: Laird Noller Ford opened nearby Higher Grounds Coffeehouse to help make their corner of Topeka look great for the community.
Bottom: The family-owned dealership says they’ve more than doubled their monthly car sales.
normal for someone my age to be managing a group this size, but we share the same mindset. This is a family business, and our people matter.”
The two leaders say they often challenge each other to think differently and come up with ideas that might never have emerged otherwise.
Together, Steve and Jesus say they’ve more than doubled the dealership’s monthly car sales from 300 to as many as 900 by prioritizing customer experience, investing in marketing and offering what they describe as “aggressive” deals. They have also invested in employee training programs, developed clearer career paths and made employee well-being one of their top priorities.
“I am so proud of our company culture. Pay, benefits, time off, we have made sure this is a place people want to be,” Jesus said. “We are economyproofing the business so that regardless of what is happening in the world, we stay consistent for both our customers and employees.”
Over the last year, construction-related street closures have made it challenging for customers to reach the dealership or the coffee shop. Steve says Laird Noller Ford’s solution was to find new ways to serve their customers by offering convenient vehicle pick-up and drop-off for service appointments. They also added a fleet of mobile service vans to conduct oil changes and tire rotations at people’s homes.
“We do not have time to complain or talk about whatifs,” Steve said. “We owe it to our employees and their families to keep pushing. That is what entrepreneurs do.”
He says the Noller family takes their sense of responsibility to their employees seriously.
“My dad and grandfather taught me to share the wealth,” Steve said. “It gives our whole team pride to pass on our success.”
In the past two years alone, the company’s employee count has doubled. Steve’s daughter and his sons-in-law work for the business now, carrying Laird Noller Ford’s legacy into its fourth generation.
“It is in our blood,” Steve said. “I eat, sleep and breathe the car business.”
In addition to new business ventures, the dealership is always investing in ways to develop their employees into future leaders. Internal promotions are common, says Jesus, noting this is how they make their company culture stronger while encouraging long-term loyalty.
“You are not just a number here. There is a real plan for your success,” he said.
Steve agrees, adding that he sees every new hire as a chance to build a better future for the company and the people inside it.
“If we grow, they grow. And when they grow, their families grow. That is the point.”
BUILDING A BUSINESS ON TRUST
CWC ELECTRIC & PLUMBING
By JENNIFER LECLAIR
According to CWC Electric & Plumbing’s co-founder Chuck Hogan, a business is nothing without its people.
“A company is all about who you’ve got working for you,” said Chuck, who started the business with his wife Natalie in 2012. “We want this to be a place where people like to come and where they can make a good living. These are highly skilled jobs, and our people should know how much we value them.”
The entrepreneurial couple’s past work experiences with poor customer service and employee treatment motivated them to go all in on the business and create a workplace they could feel proud of.
FAMILY FOUNDATIONS
Owners Chuck and Natalie say the relationships they build with their team members and customers are at the heart of what they do. Their family approach to doing business is one of several reasons why they expanded
Photos by BRIAN PETERS
Photo by BRIAN PETERS
CWC’s leadership team to include their son, Joel, within a year of launching the business.
“It’s been a change for the better, to be able to work together,” Natalie said about bringing Joel on board. “Chuck and I both come from families who owned businesses, and we know one of the most important things we can do is stand behind and value our people.”
Joel initially joined the team as a master electrician, but he now manages the day-to-day operations of the company. Chuck and Natalie say it’s given them peace of mind to know the future of CWC is in good hands.
Cultivating the company’s positive workplace environment through leadership, they added, is what lets them focus on the most important part of their work: the trusting relationships they have with their customers.
In October 2023, CWC went from being a home-based business to occupying a new office space, a move they say made them more accessible to the community.
“We will show up when we say we’re going to,” Chuck said. “And we’ve had some customers so long, we’ve watched family members come and go, we know their pet’s name, we know what’s going on in their lives. It’s that kind of comfort and personal care that sets us apart.”
This people-first approach, the couple says, is what sets them apart from the competition. As private equity firms increasingly invest in electrical contracting companies, the industry is trending toward high-pressure sales strategies and increasing pricing structures — but not at CWC.
“People will trust a reputable person,” Joel said. “It goes back to dad’s reputation, at least initially. He was known to be trustworthy. He wanted to do things right, and for a fair price. That has just been baked into our culture all along.”
BEYOND ELECTRICAL
Joel credits CWC’s steady growth, and their recent expansion in services, to the company’s loyal customer base.
Earlier this year, the company welcomed master plumber Nick McCart to lead their all-new plumbing division. A 25-year veteran of the trade, Nick’s work ethic and values are what Chuck, Natalie and Joel say make him a natural addition to the CWC team.
“We have the same beliefs,” Nick said. “We care about integrity and being around good people. We can stand behind what we’re doing because we do it right.”
Like the electrical industry, the plumbing industry is facing widespread acquisitions by private equity firms — another reason why Nick believes now was the right time for him to join CWC’s family-oriented team. Chuck and Natalie have known Nick for more than 20 years, working closely with both him and his father on a number of projects.
Nick has also brought over new team members he says share his same strong work ethic and commitment to trustworthiness, as well as an eagerness to work in an
CWC Electric has racked up more than 600 five-star reviews online and added plumbing services this year to keep the business growing.
environment that recognizes the value of family and life beyond work.
There is a shared understanding among CWC’s leadership that if their employees are unhappy, the first person to know will be their customers. CWC says their approach to doing business has ensured this is never a problem.
According to Joel, more and more customers are asking them for recommendations for plumbing services. The addition of plumbing services has not only satisfied their existing customer base, he says, but also brought new clients on board.
600 FIVE-STAR STORIES
For skilled trades like plumbing and electrical, word of mouth can go a long way. It’s no secret that when customers are impressed by a company’s communication, service and quality,
they’re more likely to refer friends or family for similar work. But Joel says that doesn’t necessarily mean all jobs come together smoothly.
Last winter, a long-time customer needed a generator replacement because they had trouble keeping it online after installation. The job required more than three follow-up visits, which included running cable to the generator outdoors and through the attic — all in freezing temperatures with four inches of snow on the ground, Joel said. The customer later wrote a Google review praising CWC for going “above and beyond!”
In fact, if you read through their reviews on platforms like Google and Facebook, you’ll find similar sentiments throughout.
“We have over 600 five-star reviews, and that is not something easily done,” Natalie said. “People tend to write
reviews when they’re unhappy, not when they’re happy. That there were 600 people who took the time to write a review, I think that says a lot.”
Not only do the reviews paint a picture of customers satisfied with the quality of service they received, but many customers mention CWC team members by name — another sign that relationship-building is at the center of all they do.
From a home office startup to a flourishing company with a newly launched service department, this family business continues to grow.
“It is tough to teach young people a work ethic,” Chuck said. “When the kids come to shadow us or visit the office, they get to see firsthand how much we value the relationships we have with our customers. That kind of generational experience can be hard to find.” TK
Photo by BRIAN PETERS
Real Strategies for Strong Company Culture THE HR PLAY BOOK
Compiled by LAUREN JURGENSEN
Every business knows company culture matters, but how do you create one that works? Six local HR experts reveal their secrets for developing cultures where people actually want to work. From smart hiring to thoughtful onboarding, these professionals share proven strategies for attracting the right people, integrating new hires and managing change at every stage of growth.
ASHLEY ESQUIBEL VP of HR Envista Credit Union
What strategies have been most effective in shaping a strong workplace culture?
Being intentional about who we hire, and equally intentional about not retaining individuals who don’t positively contribute to our culture. It starts with people, but it’s reinforced every day through strong leadership. We invest in their development through annual leadership training, recognizing that a direct supervisor often has the greatest influence on whether an employee feels valued and excited to come to work.
Professional development is a cornerstone of our culture. We implemented a formal career pathing program to support long-term growth and mobility within the organization. More than 65% of our staff have been promoted since their first day, highlighting our commitment to fostering individual growth and building a strong pipeline of talent.
We also place a strong emphasis on our core values, ensuring they’re clearly understood, consistently demonstrated, and celebrated across the organization.
From peer-nominated core value awards to milestone anniversaries and achievement celebrations, we make it a point to recognize and honor the people who live out our mission every day.
Proactive communication plays a key role in keeping our team informed and connected. We engage employees through a bi-weekly newsletter and a robust employee intranet to highlight team members, celebrate community involvement, share project updates and wins, and promote employee engagement opportunities.
Finally, we listen. Regular engagement surveys help us understand what’s working well and where we can improve. That feedback loop is critical to ensure every team member feels seen, supported and proud to be part of Envista.
What qualities do you look for to ensure a candidate will thrive in your culture?
Individuals who not only bring strong skills and motivation but who also align deeply with our core values: integrity, empower, unity, impact and exceed.
We seek people who are honest, dependable and grounded in doing what’s right. We value candidates who take initiative and are empowered to lead, problem solve and make a meaningful difference. We look for those who thrive in a team environment.
Ultimately, we look for candidates who embody our service promise: to honor the individual, make things easy, value service above all, and always find a way to help.
LAMAR LEON Director of HR Midland Care Connection
How do you involve current team members in the hiring process, if at all?
When I’m hiring for a position, I like to start by interviewing the applicant myself. I’m not just looking for top talent, I’m also looking for a good cultural fit. Someone can have all the qualifications in the world, but if we can’t work together as a team or feel like a family, it usually doesn’t work out long term.
If I feel confident the applicant could be a strong fit, I bring in managers who will be directly impacted by this hire to have the opportunity to ask their own questions. This lets the candidate see who they’d be working with. Involving others not only creates buy-in but also helps us make the best decision for the team and organization.
What red flags indicate a potential mismatch, even if a candidate looks great on paper? Ultimately, I’ve learned fit matters just as much as credentials. A few red flags I watch for include blaming others or speaking negatively about former supervisors, coworkers and organizations. I also pay attention to candidates who give short or vague answers or show a lack of interest during the interview, which can signal they’re not genuinely interested or invested in the role.
How do you approach the difficult decision to let someone go?
This can vary depending on the employee’s level. For frontline staff, the impact is usually more operational. However, if the person is a supervisor or manager, the decision carries greater weight because it can affect team morale and productivity. I have to consider the downstream impact on their direct reports and overall department function, so I work closely with the employee’s direct supervisor to ensure all reasonable options are exhausted, including coaching and performance improvement plans. We also discuss a reassignment plan of duties to avoid disruption.
The most important part is making sure the termination is handled with respect and professionalism, because everyone is human first. I always offer the Employee Assistance Program (EAP) as a resource because we want to support people even as they exit.
PHOTO
PHOTO SUBMITTED
BRIAN WHITE VP of HR and Corporate Development
Polo Custom Products
What strategies are most effective in shaping a strong workplace culture?
We ensure our workplace culture is authentic and consistently demonstrated throughout the organization, starting with leadership. Culture cannot be forced or fabricated It must be lived and modeled by those at the top.
At our company, we implement several key strategies:
Authentic Leadership. Our CEO sets the tone by embodying the values we promote through his actions.
Intentional Onboarding. Every new hire, regardless of location, meets with
our CEO and me to discuss our culture. It emphasizes the importance from day one.
Open Communication. We prioritize transparency and conversation. Our CEO models this by being accessible and engaging directly with new associates. It reinforces that open communication is a cornerstone of our culture.
While these are just the beginning steps of our foundation, they are critical to building trust, alignment and a shared sense of purpose.
How do you ensure culture remains consistent as the company grows or changes?
Our integrated approach embeds culture throughout the entire associate experience:
Candidate Experience. We introduce our culture from the very beginning, on our website and during a candidate’s journey.
Onboarding. New associates experience our culture through new hire orientation and mentoring, helping them connect with our values from day one.
Continuous Engagement. We keep associates involved through well-being and safety committees, as well as fun, employeedriven events that reflect our culture in action.
Communication. Regular town halls, newsletters, digital displays, electronic
communication and associate meetings ensure everyone stays informed, connected and aligned.
Feedback. We foster a culture of open communication and invite feedback and ideas at every stage of an associate’s journey. It helps us grow or navigate change while staying true to who we are.
By embedding culture into every stage of an associate’s journey and maintaining open communication, we ensure our culture remains strong and consistent.
How do you approach the difficult decision to let someone go?
I prioritize empathy, fairness and consistency. It is important to acknowledge that behind every decision is a person whose life will be impacted, so these situations must be treated with compassion and respect.
Before making any decision, I gather all relevant facts, review past precedence and ensure alignment with company policies and legal standards. I believe in giving associates the opportunity to improve through coaching, corrective action or performance improvement plans whenever possible. If termination becomes necessary, the conversation must be handled with dignity and transparency. I communicate clearly, offer support during the transition and remain mindful of how the process reflects on our employment brand. Ultimately, how we treat people in difficult moments reflects our workplace culture and who we are as an organization.
ERIC JENNINGS
Manager McElroy’s
What strategies have been most effective in shaping a strong workplace culture?
Since Homer McElroy founded McElroy’s Plumbing, Heating & Air in 1951, we have always understood our success is determined by the quality and dedication of our team — from our union-affiliated technicians in the field and fabrication shops to our administrative and support staff in the office. This is also true for our related company, McElroy Electric.
Both firms emphasize our core values in everything we do: positive attitude, trustworthy, problem solver, craftsmanship and service to others. Living these core values in our daily duties pulls us together as a highfunctioning team and makes us trusted providers of essential skills and services for our customers.
In an industry where workers may feel like cogs in a machine, we strive to ensure our teammates know they are valued individuals, not just a number. We frequently show our appreciation by highlighting the quality of our teammates’ work in pictorial socialmedia posts. We celebrate key work anniversaries and we periodically provide high-quality, McElroy’s-branded clothing as a thank you, to wear with pride.
How do you ensure culture remains consistent as the company grows or changes?
McElroy’s and McElroy Electric have substantially grown and evolved through the years. They strive to show loyalty to great employees in a world where business naturally ebbs and flows. Many of our teammates have been with our companies for 10, 20, even 40 years or more.
We show our continuing appreciation to our teammates by enhancing employee benefits as the world changes. Our companies are constantly looking to improve what we provide to our employees to show our appreciation. Recently we enhanced our service anniversary awards for tenured staff and added a new telehealth benefit to ease the burden of rising medical costs.
We strive to remind our team of our core values with the annual “McElroy’s Core Values Integrity Award” that publicly celebrates an individual whose work especially exemplifies our core values while achieving excellence in service to our team, customers and community. The honoree is nominated by fellow employees and chosen by a committee of peers, so employees have a voice in who is selected.
Safety is also an essential part of our culture that must absolutely remain consistent. We strive to hire well-trained, safety-conscious employees to join our experienced team members and grow our safety culture. We share and follow industry best practices, regulatory guidelines and our own experience. Together we maintain, update and promote our safety procedures, training materials and culture to best protect every one of us, wherever our job duties take us.
How do you manage offboarding that protects both the individual and the team’s morale?
Offboarding can be emotional, so I approach it with empathy and respect for the individual’s dignity. I believe in open, compassionate communication, regardless of the departure situation. I make sure the person feels heard and valued for their contributions. I always wish them well on their next chapter. For the team, I provide context (as much as appropriate) and focus on maintaining morale by recognizing the remaining team’s strengths and offering support where needed. Transitions are part of any organization. How we manage them shapes trust and resilience.
How do you introduce and integrate new hires into the existing culture?
We are big on “work hard, play hard” at SSC, but also on self-care and family balance. With new hires, I personally connect with them and introduce them to the heart of our culture: collaboration, accountability and kindness. We do not expect people to fit a mold. Instead, we integrate them by making space for their individuality while guiding them with shared values and expectations. I encourage peer mentorship and early wins to build confidence and connection from day one.
What strategies have been most effective in shaping a strong workplace culture?
Culture is shaped daily through actions, not just values on a wall. Leading with integrity and modeling the behavior I want to see is critical. Regular check-ins, honest feedback and creating safe spaces for people to speak up have been powerful. We celebrate progress and remind each other that everyone’s contribution matters. It’s about being human with one another. Every organization has its strengths and challenges, but when we stay honest, kind and accountable, we keep moving in the right direction.
HR
LEANNA JAMES HR Manager
SSC Advisors, Inc.
PHOTO SUBMITTED
NICKI FLANAGAN
SVP and Chief HR Officer
What strategies have been most effective in shaping a strong workplace culture?
I’ve always believed workplace culture is a shared responsibility. Every employee contributes to it through their actions, behaviors and mindset. That said, HR plays a critical role as the guardian of that culture, ensuring it remains strong, consistent and aligned with our values as the organization evolves.
BCBS of Kansas on current events — foster a deep sense of connection and trust. It’s a simple, consistent practice that helps employees feel seen, informed and aligned. His personal meet-and-greets with every new hire reinforce that we’re all part of one unified team, regardless of role or level.
We’re being intentional about honoring our past — what’s worked, what’s shaped us — while also acknowledging that what got us here may not get us where we need to go. Modernizing doesn’t mean abandoning our identity; it means refining it to stay relevant and effective. That balance is essential.
One of the most effective ways we’ve shaped and sustained our culture is by truly living our values, not just stating them. It’s essential we walk the walk, not just talk the talk. Our core values aren’t simply statements on a wall, they’re embedded in how we make decisions, interact with one another and show up for our members and communities every day.
To further reinforce this, we recently introduced a set of core competencies that complement our values. These competencies help clarify the key behaviors expected at every level of the organization. They serve as a roadmap.
Open and transparent communication has also been a cornerstone of our culture. Our CEO’s weekly messages — ranging from strategic updates to personal reflections and insights
Lastly, we’ve been intentional about creating a “family-first” environment. We recognize people bring their whole selves to work and that life outside of work matters. Through enhanced family-first benefits, flexibility and a culture of empathy, we’ve built an environment where employees know they are valued not just for what they do, but for who they are.
Ultimately, it’s the combination of clear values, consistent behaviors, transparent communication and genuine care that creates a culture people believe in and want to be part of.
How do you ensure culture remains consistent as the company grows or changes?
Culture naturally evolves as a company grows and experiences transformations, but that doesn’t mean everything has to change. The key is knowing what to carry forward and what to let go. We’re currently in the midst of a major transformation, so this question is very real and timely for us.
One of the most important anchors in times of change is a strong, clear vision. Employees want to know where we’re headed, why the change is necessary and how their individual work contributes to that bigger picture. I truly believe everyone wants to add value. It’s our responsibility to provide the blueprint that shows them how they fit into the future.
Communication plays a huge role here. While executive alignment is critical, we know most employees want to hear from their direct supervisor. That’s why we put an emphasis on ensuring our front-line managers and supervisors are informed, aligned and equipped to lead their teams through change. If they’re clear on the path, they can help galvanize others around it and maintain consistency in how our culture shows up day to day.
Culture doesn’t stay strong by accident. It requires guidance, intentionality, clarity and care as the organization grows and evolves. TK
&
Envista gave me the confidence and tools I needed to scale. They made the process simple, so I could stay focused on growing the business.
TIM URICH, T CREEK BEES & HONEY
DESIGNING WONDER
By KIM GRONNIGER
Checking out books is just the beginning at the Topeka & Shawnee County Public Library. A recent renovation added a Kids Library with special areas for children, teens and their families to learn and play.
BEYOND BOOKS
The library’s vibrant, multipurpose spaces — designed by HTK Architects and brought to life by Shirley Construction — beckon book lovers of every age. The new Kids Library also welcomes adventurous children eager to climb walls, prepare pretend food in play kitchens and jump on giant rubber letters that spell READ.
Besides borrowing books, children can watch fish dart and dive in a new saltwater aquarium, control colorful bubble tubes, play at a pretend campfire, enjoy games or assemble Lego creations.
Other activities include a storytime stage, new daily programs and an interactive digital art project called Draw Alive, where kids color pictures of creatures and add them to a display with other patrons’ creations.
Teens can enter the Kids Library from a separate entrance to access young adult novels and The Edge, an expansive space equipped with computers and gaming consoles. The Edge teen space has been relocated from its original 2008 position in a back hallway to a more prominent spot in the Kids Library, where it is fittingly adjacent to the adult section.
PHOTO SUBMITTED
HTK team members: Jess Dawkins, marketing coordinator; Maddie Safford, project manager and interior architect; Zach Snethen, principal; and Maria Kutina, principal
“Before, there was a disconnect between where teens could access books and where they could enjoy activities, so it was important to integrate those again,” said Marie Pyko, chief executive officer of the library.
She said they removed walls to create a seamless flow between sections, which lets parents easily keep track of kids of different ages and interests and allows children to choose the areas they wanted to explore without barriers.
The Kids Library opened May 29, drawing about 500 people to the unveiling.
“Our approach to provide flexible spaces with this renovation was very intentional,” Marie said. “We didn’t put in signs indicating recommended age groups or anything like that, and it was so gratifying during the grand opening to see kids gravitate to the spaces they wanted to enjoy right away.”
Marie began her career as a parttime storyteller at the library in 1991 and has a special love for the Kids Library’s story and stage zone. She has enjoyed watching children’s services evolve from quiet spaces focused on
books and a couple of computers for playing “Oregon Trail” into a lively haven where kids can move around and express themselves.
“Every generation of kids has different ways to engage and learn,” she said. “We talked with parents, children and local companies after COVID-19 to determine how we should proceed, and we heard over and over that we needed to offer places where kids of all ages could connect, experiment and play.”
The library has continued to upgrade its children’s services through the years with renovations in 1992 and 2012. This latest update is part of its 10-year master plan.
The Kids Library was made possible in part through funding from the Topeka & Shawnee County Public Library Foundation, public and private partnerships, individual donors and corporations including Advisors Excel, Capitol Federal and Security Benefit and public funds included in the 10-Year Facilities Master Plan.
Marie said the library’s pay-asyou-go facility plan ensures “we’re not doing too much at one time and helps us stay on the cusp of what the
community needs in the moment. When we renovated the library in 2002, DVDs as a format were just getting started. With the popularity of streaming platforms today, DVDs are still borrowed but aren’t checked out at the same rate and could go away by the time we renovate again. So, flexibility is essential.”
Marie said the board of trustees and staff stay on top of business trends when deciding next steps for the library. Recent enhancements include a Level 2 Tech Center equipped with 30 computers, two recording studios and a 3D printer to spark career interests and build skills.
“Not every child in Topeka has books or computers at home, so we can help level the playing field,” she said.
Marie, whose background includes studies in early education, psychology and human development, said she was heartened by the community’s excitement at the Kids Library’s ribbon cutting.
“It was magical to see kids of all ages come in with this look of wonder and load up on books and explore all the areas we were so intentional in providing,” she said. “Their energy
was highly contagious, and our staff had the biggest smiles on their faces because they all helped design this opportunity for our community.”
REIMAGINING HOW KIDS LEARN
For architects Maria Kutina, principal in charge, and Maddie Safford, project manager and interior architect, designing the new Kids Library brought together their expertise and personal passions. Both mothers and lifelong library lovers, the two women used their professional insights, conversations with library staff and tours of regional libraries to reimagine the space.
“It was a very collaborative design process,” Maria said. “We were infused with ideas and inspiration from conversations with the library team and from our field trips. We listened to the staff’s requests and priorities when creating the design.”
She also credited her employer, HTK Architects, with fostering “an open, collaborative environment that allowed us to expand what we were thinking to bring this to life.”
Maddie, an only child who grew up in Colorado Springs, Colorado, spent her free time drawing and designing plans for cities and villages to the extent that her parents encouraged her at a young age to consider architecture as a career.
She estimated that her two children, ages 3 and 7, have checked out more than 1,000 books from the library, along with craft kits and other offerings.
Maria, a Topeka native, remembered exploring cubbies in the Topeka & Shawnee County Public Library, which provided tucked-away spaces adults couldn’t access.
“I loved hiding in those spaces just for kids and not wanting to leave when
my mom called out that it was time to go,” she said, adding that her memories influenced the addition of the climbing wall.
Maria said she loved math and art as a kid, but initially dismissed architecture as a career path.
“I thought it was just designing houses, and I wanted to help people,” she said. “Now I get to work on projects that impact people through design so they can live, learn and work in spaces that are meaningful.”
A mother of three kids ages 6, 10 and 12, Maria said ensuring all areas were accessible at any time was key to the design.
“Digital interaction can have a great impact, so we structured the storytime area in a way that would allow another activity, like Draw Alive, to be available once storytime or a performance finished,” she said. “There’s also a magnetic board with tiles to make mosaics so kids can engage with the space in different ways.”
To make the Kids Library feel lighter and airier, offices were relocated to provide better access to windows and the big dinosaur legs poking through the ceiling, a beloved feature from a previous renovation.
“We wanted to add more natural light at the back to pull people through the space,” Maria said. “We also added internal windows to The Edge so teens could have privacy but still be visible. There’s such a range of experiences and needs in that age group, so we wanted to make that space flexible and its placement next to the adult section intentionally reflects that it’s a stepping stone to the next life phase.”
One of the library’s key drivers, Maddie said, is to create learners for life.
“In addition to the literacy aspect, it’s a community space accessible to all for social and emotional growth,” she said. “We wanted to
Young visitors enjoy books in the library’s redesigned space, which combines traditional reading areas with interactive play zones.
Heart Family Service & Guidance Center’s 19th annual Works of Heart Fundraiser
Townsite Avenue Ballroom 534 S. Kansas Ave. Presented by Saturday, August 16 5:30 p.m.
Event Tickets
A limited number of tickets are available for sale. ($135 each, tables of 8 for $1,090)
The Works of Heart festivities include…
• Social hour
- Meet-and-greet with our young Works of Heart Featured Artists.
- Browse and bid on items in the Online/Silent Auction.
• Delicious buffet dinner
• Live Auction of Featured Artists’ masterpieces
Online/Silent Auction
Anyone can bid in the online auction! Simply visit FSGCtopeka.com/art to browse and bid on professional artwork, handcrafted jewelry, home décor, valuable gift cards and unique experiences in the online auction. The online auction goes live Friday, August 1.
Get your tickets and place your bids! Simply scan the QR code or visit FSGCtopeka.com/art. For
include opportunities that could improve physical and mental health in a colorful environment.”
Creating an open space with separate areas for different age groups was challenging, but staying within budget was an even bigger challenge, said Maria.
“You could spend any amount of money on an exciting project like this because there are so many fun things that could be added,” she said. “Ultimately, we worked with the library to pick the best options for the budget we had, and we’re so happy with how it turned out.”
BRINGING THE KIDS LIBRARY TO LIFE
Aaron Elwell is president of Shirley Construction and the fourth generation of his family to join the firm, which works in sectors like education, retail and corporate.
“We work on a lot of cool projects but usually not something like this where so many people in the community, especially kids, get to enjoy it,” Aaron said. “Many people on our team take their kids to the library so this opportunity was really special for us.”
Construction began in November 2024 and was split into two phases to allow the library to stay open.
“Everything we do is loud and noisy and dirty, which is challenging when you’re working in an environment that still needs to stay open to the public,” he said. “We closed off one half of the area at a time with plastic walls to keep everyone safe.”
Because kids were excited and curious about the project’s progression, Aaron said, “Right off the bat we had to create holes in the working area so kids could peek in and see what we were doing. I went home from work a few nights and my sons told me about what we’d been working on instead of the other way around, because they’d been looking through the windows. It’s nice for them and our employees’ kids to see that our company was part of this effort.”
One of the challenges Aaron and his team faced was protecting the dinosaur. Another was removing walls to open the space.
“There are always a few surprises when you work in construction, and we were taking down what we thought was a sheetrock wall but was actually a brick wall covered with sheetrock,” he said.
Aaron said they kept plastic coverings up to hide new features from kids as the work was finished. This way, things like the climbing wall and campfire setting (Aaron’s favorites) would be a surprise at the grand opening.
Aaron said his sons, a third grader and a sixth grader, are avid library users, often coming home with books about topics he and his wife wouldn’t have thought they’d be interested in, but they’d heard about through children’s programming.
“The library employees are always great to work with and the Kids Library is another extension of their efforts to be helpful with whatever you need,” he said. “With this project, they’ve incorporated a lot of things you’d find in a children’s museum so families can really spend a lot of time here. Their ideas will keep kids of all ages wanting to come back to learn more.” TK
Children collaborate at the Draw Alive station, where their individual artwork becomes part of a larger community creation.
2025 SMALL BUSINESS AWARDS
Hosted by Go topeka
sponsored by kansas department of CommerCe
IPG BUILDING COMPANY
TOPCITY SMALL BUSINESS OF THE YEAR WINNER & MINORITY-OWNED SMALL BUSINESS AWARD
THE BROWNSTONE WOMAN-OWNED SMALL BUSINESS AWARD
DEL-METRIUS HERRON & ASSOCIATES
VETERAN-OWNED
SMALL BUSINESS AWARD
THE REFINERY MEDICAL AESTHETICS
MICRO ENTERPRISE AWARD
PT’S COFFEE ROASTING CO.
SMALL BUSINESS MANUFACTURER AWARD
MB PILAND ADVERTISING + MARKETING
LEGACY IN BUSINESS AWARD
Compiled by LAUREN JURGENSEN BRADEN DIMICK
The 2025 Small Business Awards, hosted by GO Topeka and presented by the Kansas Department of Commerce, honor the best of Topeka’s entrepreneurial community. This year’s recognition spotlights the achievements of six local business leaders who have turned obstacles into opportunities and made contributions that are helping build a stronger local economy. Meet the entrepreneurs leading our community into the future.
Photos by CHRISTINA NOLAND
BUILDING COMPANY
What inspired you to start your business? After my brother was murdered, I made a terrible decision at 16 that led to incarceration. From that lowest point, God showed me that broken neighborhoods, and broken lives, can be rebuilt. Real estate became my way to redeem the places that shaped me, create beautiful spaces for families and prove that faith-driven stewardship can turn trauma into a thriving community.
What’s been your biggest challenge?
Extreme market swings, such as rising rates, material shortages and shifting buyer demand, threatened our margins and mission. We answered by becoming vertically integrated: development, construction, cleaning, asset management and media now operate under one umbrella. Controlling the full value chain lets us protect timelines, costs and our clients’ trust.
How do you develop a strong company culture?
We treat culture like family: We kickoff with prayer, safety and a “high-low-learned” meeting that keeps everyone honest. Wins get celebrated. Mistakes get daylight and coaching, not blame. Our mantra, “excellence with grace,”
means produce at the highest level, tell the truth fast and lift the next person higher.
How does your company help the community?
Serving Topeka is in our DNA. We host trade-skill workshops for teens and serve on various boards that contribute to the growth and vitality of our community. Business success is only complete when the streets that raised us look and feel better because we’re here. We believe a rising tide raises all ships. When Topeka wins, we win.
What does leadership mean to you?
Leadership is stewardship. It means temporarily holding the people, projects and resources God entrusts to you and returning them better than you found them.
What’s next for your business?
Larger-scale development and commercial renovations, and turning underutilized properties into vibrant mixed-use spaces across the Midwest. The goal is to launch our first groundup, mixed-use commercial project and secure a $20 million development fund within 18 months.
What does winning a Topeka Small Business Award mean to you?
It validates that redemption stories belong in boardrooms, too. This plaque tells every kid who feels trapped by their environment that their past can inform their purpose, not imprison it. It also raises our standards by making excellence our baseline.
Photo by CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Manny Herron, owner of IPG Building Company; and Juliet Abdel, president of Greater Topeka Chamber
How has the Topeka community shaped your business?
Topeka has been the foundation of everything we’ve built. From the local vendors we work with to the couples who trust us with their most important day, our community has embraced us in such a meaningful way. Their support keeps us grounded and inspired. Giving back is at the core of what we do. Whether it’s hosting community events, donating space to nonprofits or supporting local fundraisers, we believe our success should ripple outward.
Any exciting projects or goals on the horizon?
Yes! We’re investing in new features at the venue and have plans to create more community-focused events. I have some ideas in the works for bringing in educational resources for couples and industry professionals alike. We’re also exploring ways to expand our
services and refine the client experience. I’m passionate about mentoring other venue owners and continuing to elevate Topeka’s event industry.
What’s the best business advice you’ve ever received?
“Start before you’re ready.” You can plan forever, but eventually you have to take the leap. That advice gave me permission to grow and figure things out along the way.
What advice would you give to someone starting out?
Be resilient. The road will not be linear. Stay focused on your “why,” ask for help when you need it and surround yourself with people who believe in you.
How do you stay motivated? Every event is a reminder of why I started. Seeing the joy on a couple’s face or a family celebrating a milestone reignites my passion
every time. I also make space for creativity by surrounding myself with inspiring people and staying open to new ideas.
How did you feel when you found out you were selected? Grateful and honestly, a little emotional. It brought me back to those early days of scrubbing floors and painting walls, just hoping people would show up. I’m so proud of how far we’ve come. Winning this award is a testament to the heart and hard work behind this business. We don’t do what we do for awards, but receiving this kind of recognition is incredibly meaningful. It validates the impact we’re striving to make. It boosts visibility and credibility, of course, but more importantly, it energizes our team and deepens our connection to the community. It’s a powerful reminder of why we show up every day.
Photo by CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Abbey Brown, owner of The Brownstone; and Juliet Abdel, president of Greater Topeka Chamber
What inspired you to start your business?
I was licensed two years before I officially hit the ground running in 2018. At the time, I had an opportunity to deploy but questioned whether entrepreneurship was truly for me. IT work seemed like the path of least resistance, so I chose that route for a while. But after my deployment in 2018, my son became seriously ill. I found myself needing to be present for him around the clock while being a single mom. I cried out to God for direction, and he led me to quit my job as an IT specialist and fully pursue real estate sales. It was a major leap of faith for me but the best decision I’ve ever made.
What mistake taught you a valuable lesson?
Not starting a team and scaling three years ago. At the time, my average profit margins were stronger than many in my industry, but I wish I’d used those
funds to invest in hiring and growth. Learning to delegate has been a real adjustment. It’s been a humbling and necessary part of my journey. If I could do it all over again, I would’ve started building a team three years ago.
What do you look for when hiring?
Strong communication, problemsolving, critical thinking and resourcefulness. Skills can be taught, but these traits are what shape a team that thrives. Another non-negotiable is the ability to adapt to change. Real estate is an ever-evolving industry, and the capacity to pivot quickly while keeping things moving forward is essential to staying resilient and successful.
How does your company help the community?
Giving back is the most essential part of my business because it’s how I live my life. Service is a core value for me and it anchors
everything I do professionally. That’s how I connected with so many people and found a voice in shaping my community. I didn’t start serving with an agenda, I just wanted to get reconnected with the city and build relationships.
What’s the best business advice you’ve ever received?
I have two. First, don’t read for knowing’s sake, read for the sake of doing. Second, your business grows to the extent that you do.
What’s next for your business?
I’m looking to expand my team and I couldn’t be more excited. I know the right people will help take things to the next level. My husband and I are merging and grow our businesses together. Building something meaningful with him has been such a blessing, and we’re just getting started. I’ve also got my eye on a new business venture. Big things are coming!
Photo by
CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Del-Metrius Herron, owner of Del-Metrius Herron & Associates; and Juliet Abdel, president of Greater Topeka Chamber
THE REFINERY
Owner Sarah Jepson
What inspired you to start your business?
As a nurse practitioner, I’ve always been passionate about helping people feel their best. Over the years, I saw how esthetics could be a powerful tool that restores confidence and overall well-being. What really inspired me was seeing how many women, myself included, put themselves last. I wanted to build something that encouraged them to prioritize their self-care and feel empowered.
What’s been your biggest challenge?
Learning how to run a business. I came from the medical world, where everything is structured and patient focused. Suddenly, I was wearing every hat: provider, receptionist, marketer, bookkeeper and manager. I made plenty of mistakes early on because I didn’t know what I didn’t know. I overcame this by leaning into every learning opportunity I could find, from local small business
development resources to business coaching, and simply asking for help when I needed it.
How does it feel to be recognized by your community?
It’s incredibly humbling. I started The Refinery with a vision and a lot of heart, but no formal business training. To be recognized by my peers and community is both validating and deeply meaningful. This award represents resilience, growth and connection. It reminds me that every late night, every hard lesson and every small step forward (or even backward) was worth it. I’m grateful beyond words and more motivated than ever to keep serving and showing up for this community.
What advice would you give to someone just starting out?
Start small, stay focused and don’t let fear stop you. You don’t have to have it all figured out to begin, you just need to believe in your vision enough to take the first step. Lean on
local resources, ask for help when you need it, and surround yourself with people who truly want to see you succeed. It’s also important to be okay with letting go of the things or people who don’t support your growth. Not everyone is meant to go where you’re going, and that’s okay. Most importantly, stay rooted in your “why.” When things get hard, and they will, your purpose is what will keep you going.
What’s next for your business?
We’re broadening our offerings to include wellness and functional medicine services that cover weight and hormone management, allowing us to care for the whole person, not just the surface. We recently added an esthetician to our team and are now offering customized skin care, including facials, hydro and microdermabrasion, red light therapy, and ultrasonic, highfrequency and microcurrent treatments.
Photo by CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Sarah Jepson, owner of The Refinery Medical Aesthetics; and Juliet Abdel, president of Greater Topeka Chamber
What inspired you to start your business?
At the time it was the general lack of specialty coffee in Topeka. I believe there were only two espresso machines in town and most people had to go to Lawrence or Manhattan to get a good latte or espresso drink. Today, we offer some of the best coffee in the world, roasted fresh, to the local community. We’re a former Roaster of the Year with some of the highest-rated coffees ever on Coffee Review.
When did you know your idea could really work?
When we’d have jazz musicians on Sunday evenings and our little shop in Barrington Village would have people lined out the door. I also started to realize it would work as I got to know more and more regulars by name, because they came in every single day to support the new venture.
How does your company help the community?
We try to provide donations to local organizations when possible, and we often do coffee sales to fundraise for nonprofits. We also try to support the farmers we buy from by providing medical and educational supplies or even soccer uniforms. Our community is worldwide because our product comes from developing countries, and we’ve regularly paid farmers above market price to help them sustain their farms and provide for their families and employees.
How do you develop a strong company culture?
By including my employees in the decision-making process when possible. Treating them well and allowing them to understand the value of a great product. Respectful
management is always important because you let the employee be a part of the process as much as possible, but also understand their contributions.
How does it feel to be recognized by your community?
It’s very fulfilling and rewarding. It feels good to be recognized for a different part of our company than we have in the past, and we were very excited about the opportunity.
Any exciting projects or goals on the horizon?
We’re currently excited about helping to build a workers’ cabin on one of our farms in Central America. Our other goal is to ensure sustainable coffee and growing conditions for our farmers as the climate and ecosystem change.
Photo by CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Fred Polzin, owner of PT’s Coffee Roasting Co.; and Juliet Abdel, president of Greater Topeka Chamber
Yours
Legacy in Business Award
MB PILAND ADVERTISING + MARKETING
Owner Martha Bartlett Piland
How does your company help the community? We improve the health and well-being of our community by working with clients in the health, advocacy, education, economic development and financial sectors. Our “Punctuating the Period” campaign provides menstrual products to students in need at Topeka public schools. We also hosted a “See the Good” pop-up photography exhibit and have been running college student shadow days for nearly a decade.
What market gap does your business fill?
We developed the Banktastic National Millennial Advisory Board to help us offer better products, services and communications to millennials. We conduct monthly research with them to guide our financial client work. We can also call on them for custom client research to test products, branding, campaigns and more. Because other verticals are overlooking the importance of this audience, we’re expanding access to other companies who want to learn more about how millennials view their brand and what to do to attract them as customers.
What mistake taught you a valuable lesson?
In the early days, we brought in a specialty interior design partner to collaborate on client retail spaces. The partner, who
wasn’t local, didn’t sign our contract. I trusted them, but I shouldn’t have. We had to navigate some very difficult situations in order to give the client the best work product and maintain relationships. There was incredible stress and multiple challenges with little recourse. That was a rookie mistake we’ve never repeated.
What do you look for when hiring?
The ability to think strategically and independently, and tenacity. Integrity and sharing our purpose are also extremely important to culture fit.
What advice would you give to someone starting out?
I have two pieces of advice for anyone just starting out. First, make time to work on the business, not just in the business. This is a failure of
many entrepreneurs. They’re so busy trying to run things, they fail to plan, set measurable goals and market. You must commit to putting time on your calendar every week for working on your business. No excuses. Second, get comfortable being uncomfortable. Don’t fall into the trap of complacency and safety. Putting yourself out there is the only way to learn and grow.
How do you stay motivated?
I’m probably my own biggest competitor and critic, so I’m always looking for ways to build muscle, learn more and do more. The reward is in the doing, as well as in the accomplishment. I also keep an ongoing list of big and small victories to look back on when I need a little pep talk. It’s a fantastic way to practice gratitude. TK
Photo by CHRISTINA NOLAND
Molly Howey, president of GO Topeka and SVP of Greater Topeka Partnership; Martha Bartlett Piland, owner of MB Piland Advertising + Marketing; and Juliet Abdel, president of Greater Topeka Chamber
BUILT TO BREAK THE BUSINESS OF PLANNED OBSOLESCENCE
By DR. DAVID PRICE Professor of Marketing Brenneman School of Business Washburn University
Maybe you’ve had the same thought: your phone starts freezing just after the warranty expires. Or when your washing machine sounds like it’s trying to launch into orbit. Or your printer suddenly refuses to print unless you change the cartridge that still has ink left. These aren’t always random quirks. In many cases, they’re by design.
Welcome to the quiet, frustrating and surprisingly profitable world of planned obsolescence, the business of making sure things don’t last forever.
Planned obsolescence is when companies design products with shorter life spans, limited functionality or a ticking clock on their usefulness. The idea is to subtly (or not so subtly) push you to replace rather than repair. While it may sound shady, it’s been a staple of product strategy for nearly a century. As someone who teaches marketing and entrepreneurship, I understand the rationale: it keeps innovation moving, revenues growing and factories humming. But as a consumer, it can feel like a rigged game.
Now, in an era when sustainability matters and consumers are demanding more transparency, the old tactics are facing new scrutiny. Let’s take a closer look at where it all started and how it’s playing out today.
THE ORIGINS AND FLAVORS OF OBSOLESCENCE
Planned obsolescence isn’t new. One of the earliest and most infamous examples goes back to the 1920s and the so-called Phoebus Cartel, a group of major lightbulb manufacturers who agreed to limit the lifespan of their bulbs to around 1,000 hours. This wasn’t because longer-lasting bulbs were impossible. Quite the opposite: they were entirely capable of making them last much longer. But longer life meant fewer sales, and fewer sales meant smaller profits. The fix? Engineer the bulbs to fail sooner.
That’s the basic formula: a product that breaks down, wears out or just seems behind the times creates a repeat customer. And over the years, this philosophy has evolved into different flavors, each with its own strategy and side effects.
Let’s start with one you’ve probably encountered firsthand.
1 TECHNICAL OBSOLESCENCE THE SLOW FADE
This is the version most of us know by experience. Also called “contrived durability,” technical obsolescence happens when a product becomes incompatible with new technology or physically wears out due to design limitations, often before it really should.
Take smartphones. You update the software and suddenly your once-speedy device starts dragging like it’s walking through molasses. Apps crash, battery life nosedives and soon enough it won’t run the latest updates at all. You’re not imagining it. Apple was fined in France in 2018 for intentionally slowing down older iPhones with software updates. The company paid $27 million and, in a rare corporate moment of honesty, admitted they’d done it to “protect battery performance.”
Smart TVs offer another example: some can’t run newer streaming apps after a few years. Or how about printers? Many ink cartridges include chips that disable the cartridge not when it’s empty, but when it’s low. Refilling them often requires specific brands, approved stores and maybe a little witchcraft. Video game consoles? Often designed without backward compatibility, nudging players to repurchase games they already own.
Now, let’s be fair. Tech evolves quickly and companies can’t support every dusty device forever. There’s a line between realistic product support and clinging to the past. But it’s also clear that some of this is intentional. Batteries sealed into devices, updates that degrade performance, proprietary accessories that change every few years. You guessed it — none of it happens by accident.
For businesses, the upside is clear: it creates predictable product cycles, repeat customers and more efficient inventory planning. But for the rest of us? It can feel like an endless treadmill of upgrades. Not because we want to, but because we have to.
2
PSYCHOLOGICAL OBSOLESCENCE
THE NEW-MODEL MINDSET
If technical obsolescence is about performance, psychological obsolescence is about perception. The product still works, but somehow, it just doesn’t feel right anymore.
You’ve seen this play out every time a new version of a product hits the shelves. Suddenly, the old one seems … embarrassing. Think of fashion. A jacket that kept you warm and stylish last winter might feel a bit dated this year, but not because the fabric failed, but because the cut or color fell out of step with what’s “in.” The goal isn’t to replace what’s broken. The goal is to make you want something newer.
Back to my daughter’s iPhone. Her old one still texts, takes calls, plays music and posts selfies with perfect clarity. But compared to the sleeker, thinner, new model? “Outdated.” Psychological obsolescence doesn’t wait for a device to die, it plants the idea that it’s already past its prime.
The auto industry practically wrote the playbook here. Ever notice how car manufacturers update models every year, even when there’s little change under the hood? A slightly new grille, rearranged taillights, a modest infotainment tweak and voilà, last year’s model now looks like it belongs in a museum. Same engine, new package. And yes, it works. This strategy extends across nearly every industry. Kitchen appliances with trendy matte finishes, toothbrushes in limited-edition colors, sneakers with a slightly different logo placement. Even packaging gets subtle overhauls to signal newness, so your pantry contents feel stale before they expire. And let’s not forget the marketing machine behind all of it. Advertisements, influencer campaigns
and social media are constantly reinforcing what’s current, what’s “you,” and by contrast, what’s no longer cutting it. Subtle status cues and a healthy dose of FOMO (“fear of missing out”) drive the cycle forward.
For companies, this form of obsolescence is gold. Unlike technical wear-and-tear, it doesn’t require product failure — just a shift in desire. It taps into our basic human need to belong, to express identity and yes, to
3 REPAIR OBSOLESCENCE
show off a little. And when executed well, it keeps customers coming back not out of necessity, but aspiration.
Of course, there’s a cost. This type of constant churn contributes to more waste, more consumption and more pressure on consumers to keep up or fall behind. And while businesses enjoy the revenue, they risk alienating customers who eventually ask, “Do I really need a new one or am I just being told I do?”
WHEN FIXING ISN’T AN OPTION
If technical obsolescence slows down your product and psychological obsolescence makes it feel outdated, repair obsolescence is the moment when your perfectly fixable item becomes effectively disposable.
This is the one that really gets under people’s skin. The device isn’t broken beyond repair, it’s just designed in a way that makes fixing it nearly impossible. Maybe the battery is sealed in with industrial-grade glue. Maybe the parts are proprietary or the screws are the kind that only a specialized tool (sold separately, of course) can open. Or maybe you take it in for repair and the technician gently informs you that fixing it will cost just a little bit less than buying a new one. And hey, for just $50 more, you could upgrade to a brand new one.
Sound familiar?
Smartphones are repeat offenders here. Replacing a battery used to be something you could do with a fingernail and 30 seconds of fumbling. Now it requires a heat gun, a YouTube
tutorial and an unwavering sense of determination. Laptops are increasingly difficult to open, printers throw cryptic error messages that only the manufacturer can decode, and cars are becoming harder to fix without manufacturer-approved software and diagnostic tools.
This isn’t accidental. Many companies don’t provide public access to repair manuals or they limit the sale of replacement parts. In some cases, third-party repair attempts can void warranties. All this puts consumers in a tight spot: replace the product or risk losing support altogether.
To be fair, manufacturers argue that tighter designs improve product safety, reduce user error or enhance aesthetics. And sometimes they do. But often, the real benefit is on the company’s balance sheet. Encouraging replacement over repair means more units sold, more recurring revenue and fewer customers hanging onto decade-old devices.
WHY BUSINESSES PLAY THE OBSOLESCENCE GAME
From a business standpoint, planned obsolescence isn’t just defensible, it’s downright smart. Designing a product with a predictable expiration date helps companies manage inventory, plan R&D, time product launches and keep the revenue wheel turning. It’s the same reason new phones arrive like clockwork every fall. Entire marketing calendars are built around it.
And let’s be honest: building long-lasting, repairable, backwardscompatible products might be great for consumers, but it’s not always great for quarterly earnings. If customers hold
on to what they have, it slows down sales of what comes next. Of course, not all obsolescence is sinister. In fast-moving industries like tech, it’s simply not practical to support every old device forever. In sectors like fashion or automotive, change is often the point. Customers expect it and sometimes demand it.
The trouble begins when consumers feel forced into an upgrade they don’t want, or worse, manipulated into thinking their perfectly functional product is somehow obsolete. That’s when trust erodes. In an age of online reviews, repair forums and rising environmental awareness, brand loyalty can disappear quickly and consumers are starting to push back.
THE CONSUMER PUSHBACK: REPAIR, REUSE, RESIST
Critics of planned obsolescence aren’t new. As early as the 1960s, writers and economists were sounding the alarm on waste, manipulation and excess. But in recent years, consumer sentiment has started turning into real pressure.
Globally, e-waste reached over 70 million tons in 2022. That’s not just landfill clutter, either. It’s a massive drain on raw materials, labor and energy. The 2023 decision by the European Union to require Apple and others to adopt a universal USB-C charger wasn’t about convenience, it was about reducing unnecessary waste.
The “right to repair” movement has gained serious traction in recent years, with legislators and advocacy groups calling on companies to give consumers more control over the stuff they own. A growing number of states are considering laws that would require brands to make repair information, tools and parts available to
the public. Some European laws have already passed and consumer expectations are shifting with them.
In the meantime, a few smart companies are embracing repairability as a selling point. Brands like Framework Laptops are designing tech that can be opened and upgraded with a simple screwdriver. Fairphone makes modular phones with swappable parts. Patagonia will repair your jacket for free and even encourage you not to buy a new one.
Even better? Younger consumers, especially Millennials and Gen Z, are paying attention to these issues. They’re not just shopping based on features anymore. They’re shopping based on values and brands that care. So, it turns out there’s a market for durability after all. Companies willing to embrace that shift may find themselves not just ahead of regulations, but ahead of the trust curve, too.
WHERE ALL THIS LEAVES US
Each flavor of obsolescence — technical, psychological or repair — represents a different approach to growth. Do you build for speed or do you build for staying power? Do you design for the next sale or for the next decade?
As a marketing professor, I understand why businesses rely on these strategies. As a consumer (and as a dad with a daughter eyeing her fourth iPhone), I also understand the frustration. That’s the tension at the heart of planned obsolescence. It isn’t always evil. Sometimes it’s just the market doing what markets do: evolving, optimizing, adapting. But when companies choose to shorten product life by design, making it hard to repair or easy to discard, they risk more than customer irritation. They risk becoming irrelevant to the very people they hope to keep.
For now, at least, it appears planned obsolescence is still a cornerstone of product strategy. So, the next time you hear someone say, “Boy, they don’t make ’em like they used to,” just nod. They’re probably right. TK
DR. DAVID PRICE Professor of Marketing Brenneman School of Business Washburn University
bcbsks.com/worksite-wellness
LOCAL BBQ
CRAFTED FROM A GLOBAL PERSPECTIVE
By LISA LOEWEN
Photos by MIRANDA CHAVEZ-HAZIM
Patrons of Topeka’s Bar ‘N Grill restaurant might not realize when they walk in that new ownership has taken over the establishment. The bar and tables remain the same, screens still play their favorite sports channels, and most of their favorite foods are still on the menu, including the famous “BarnBalls” featuring stuffed mashed potatoes and hashbrowns.
But when they try the Turkey Tango, a new twist on a traditional BLT, they’ll notice something has definitely changed. New owners Tim and Kristin Miller, who purchased the Bar ‘N Grill from Topeka’s Dave Kruger in January, are bringing their own special flavor to the business.
AROUND THE WORLD AND BACK
Most barbecue chefs learn the art of smoking meat by working in restaurants, apprenticing to more experienced pitmasters or even just through trial and error. Tim discovered his love of smoking meat in a place no one would expect: the fantail of a Navy ship.
Photo by MIRANDA CHAVEZ-HAZIM
Not so unusual, except Tim wasn’t a cook. He wasn’t even assigned to work in the galley. In fact, his job as a jet engine mechanic kept him busy on the flight deck or in the hangar.
The Mayetta, Kansas, native joined the Navy two years after graduating from Royal Valley High School. During his 15 years in the military, Tim underwent six deployments, serving on both the USS Enterprise and the USS Wasp. This allowed him to travel the world and experience a wide variety of foods and flavors.
“My fascination with smoked meats started when I was stationed in Hawaii, about 11 years into my service,” Tim said. “I went to a luau and watched them cook an entire hog in the ground. It was the best-tasting meat I had ever had.”
Tim went back to the ship and decided to try his hand at smoking meat, even though he’d never done it before. He did some research and built
a smoker from scrap metal he found on board. He placed it on the ship’s aft deck where it wouldn’t be in the way and started smoking any meat he could get his hands on. Through some successes, some failures and a whole lot of hours, Tim taught himself the art of BBQ.
“The captain didn’t even know about it for six months,” Tim said. “But when he did find out what I was doing, all of a sudden I found myself smoking meat full time.”
As word of Tim’s smoking skills began to swirl, he captured the attention of “Diners, Drive-Ins and Dives” host Guy Fieri, who flew in with a film crew to feature Tim’s food on an episode of the show.
FROM SEA TO SHORE
When Tim left military service, he knew he was meant to continue his craft of smoking meats. He just wasn’t sure how to turn it into a career.
Upon returning to Topeka, he saw an advertisement in the paper for a kitchen manager at Boss Hawgs.
“I didn’t know anything about managing a commercial kitchen, but I took pictures of all my food and brought a photo album to the interview,” Tim said. “They liked what they saw and that I was a military veteran, so they hired me on the spot.”
Running a commercial kitchen was unlike anything Tim had ever done, but it gave him both the experience he was missing and the confidence he needed to focus on opening his own barbecue restaurant.
“From there, I just started chasing it,” Tim said. “I wanted to learn how to have the freshest barbecue, straight off the smoker and onto the plate. I never went to culinary school. I learned everything from working with food in a lot of different places.”
He moved to Kansas City to help a friend establish Blind Box BBQ, }
Photo by MIRANDA CHAVEZ-HAZIM
Tim and Kristin Miller, owners of the Bar ‘N Grill, located at 2121 SW Belle Avenue in Topeka.
then traveled to Colorado, where he worked in a variety of restaurants to learn the secrets behind great food and how to run a successful restaurant.
Tim eventually landed back in Kansas, working as executive chef at the University of Kansas. Then COVID hit, and no one was on campus to eat his food.
REALIZING A DREAM
Tim moved back to Topeka, where he met his wife Kristin. She introduced him to the owners of Happy Basset Barrel House.
“Eric and I became friends,” Tim said, referring to Eric Craver, one of Happy Basset Barrel House’s owners. “When he learned about my passion for smoking and barbecue, he asked if I wanted to collaborate on something out of the Happy Basset location. Of course, I said yes.”
They bought a smoker and opened Beyond Q in 2022, which soon became known for its brunch and beverage pairings. Tim also created sauces, rubs and marinades with infusions of bourbon, beer and tequila.
Tim knew they had something special when people started lining up outside the door.
Soon after, a friend suggested Tim and Kristin talk with Dave Kruger, the former owner of Bar ‘N Grill, who was interested in selling. After working through the details, Tim and Kristin officially took ownership of the 2121 SW Belle Ave. restaurant in January.
Kristin went all in on the endeavor with Tim, leaving her 12-year career at the hospital to run the front of the house while Tim focuses on the food. She greets customers, fills in as bartender when needed and manages the inventory and bookkeeping.
As for Tim, he’s either supervising the kitchen or tending to the smoker that burns almost continuously for the four days of the week when barbecue is on the menu — Thursday through Sunday.
The couple say they also receive support from a silent partner and a few friends.
“We wouldn’t be able to do this without Jon Funk, Karla Biber and the help of my best friend, Jaime Funk,” Tim
said. “We have so many friends who have helped us get where we are who have never asked for anything other than to see us succeed.”
TAKING THINGS UP A NOTCH
While Tim and Kristin came into the restaurant with a lot of new ideas, they also recognized there was a reason the Bar ‘N Grill had so many loyal customers: people loved their local bar.
“We want people to walk in and see this is still the same place they love to hang out,” Kristin said. “Our vision is to keep the vibe the same, but just take everything up a notch with our unique take on barbecue. We want to create a fusion of traditional barbecue and foods from around the world to bring a truly unique dining experience to Topeka.”
That fusion includes menu items such as barbecue egg rolls, fried deviled eggs with brisket, burnt-end tacos, Asian-infused pork belly tacos and more.
In addition to exciting flavor combinations, Tim and Kristin take a “scratch kitchen” approach, making all
Photo by MIRANDA CHAVEZ-HAZIM
Bar ‘N Grill’s scratch kitchen approach means everything from sauces to sides are made fresh daily.
the food, sauces, salad dressings, breading and sides from scratch every day.
“We want our food to have that homemade taste like your grandma used to make,” Tim said. “Brad Jennings, owner of Bradley’s Corner Café, taught me that if you make fresh food from scratch, it’s probably a lot harder and possibly more expensive, but people will remember how good it tastes and keep coming back just for that fresh taste.”
They also source local ingredients whenever possible, from produce and cheese to the meats they smoke. Even the wood they use for the smoker is locally grown white oak.
FROM “BARN” TO “FARM”
In addition to taking the menu items up a notch, Tim and Kristin also have plans for the restaurant’s physical space, especially the outdoor area they fondly refer to as the “farm.” They plan to expand the patio another 60 feet and add a stage and second bar.
“We bought an old silo from a local farmer that we’re going to turn into a really cool bar out on the patio,” Tim said. “We just want everyone to be able to come together and have a good time.”
On Mondays, people can grab a hot dog or a burger and a bag of chips for $8, then sit on the patio while listening to a live DJ. The couple hopes that by bringing in more live music and events, it will give people something a little different to do every now and then.
Later this year, they will host a barbecue contest to bring together locals who love to cook, smoke and have a great time.
Another new addition to the “farm” will be a rustic pine lean-to to house the smoker. Customers can watch Tim smoke meat and interact with him throughout the process.
Tim also plans to offer smoking classes where people can learn everything from building the fire and what kinds of rubs to use to how long to smoke the meat.
“Brisket is the most intimidating cut of meat to smoke,” Tim said. “I want to show people they don’t have to be afraid of a piece of meat, whether it’s brisket, ribs or even chicken.”
A REAL SMOKE SHOW
Tim enjoys smoking all types of meat, but says his favorite is brisket because its connective tissue makes it “the toughest piece of meat known to man.” He says he loves that when he adds the right level of heat and smoke, it breaks down into tender, juicy, flavorful meat that’s “better than any steak.”
“Every brisket is different with how it cooks, stalls and reacts in the smoker. That’s what makes this so fun,” Tim said.
The restaurant’s smoking process uses locally grown white oak to create tender, flavorful barbecue that incorporates techniques from Kansas City to the Carolinas.
While brisket may be Tim’s favorite meat to smoke, it certainly isn’t the only tasty meat coming off the smoker. Every week they go through 22 briskets, 30 Boston butts, 35 racks of ribs, 40 pounds of chicken, 80 pounds of wings and 30 pounds of turkey.
Tim said demand is so high, he’s building a smoker with four times the capacity of the one he’s running now. Even so, his goal is to run out of meat every time his smoker is going because the best barbecue comes straight off the smoker.
“I smoke as much as I can on the smoker, but it takes 20 hours. Once it’s gone, it’s gone. A good barbecue joint runs out because people love the meat,” Tim said.
He also makes several varieties of barbecue sauce from different regions, including North Carolina, South Carolina, Tennessee, Kansas City and Texas. One of his favorites is called Midnight Coffee, which uses coffee
grounds from local roaster Blue Jazz Coffee. He even makes his own pickles and jalapeños.
THERE’S NO PLACE LIKE HOME
After traveling the world and working in restaurants across the country, Tim returned to Topeka not only because it was closer to family, but also because he loves the city’s close-knit community.
“I’ve always loved Topeka because it’s a good-sized city with a small-town feel,” Tim said. “People know everyone. I know all the other restaurant and bar owners in this town and they always help each other out.”
Born and raised in Topeka, Kristin has never wanted to live anywhere else. She also never doubted that she and Tim could create something special here.
“Topeka needed good barbecue,” Kristin said. “Yes, we are close to Kansas City, but Tim’s barbecue gives people something a little different than what they’ll find there. He brings a bigger worldview to his process.”
That worldview means he incorporates flavors from all the traditional barbecue styles — Kansas City, Texas, Memphis and Carolina — as well as unexpected flavors from Hawaii and Asia.
As a disabled veteran, Tim has a special place in his heart for veteran’s services. He and Kristin hold several fundraising events for veterans and other local causes. They’re also sponsoring the city’s new hockey team, the Topeka Scarecrows.
“We held the live hockey draft here earlier this year, and this place was slamming,” Tim said. “We hope to keep that momentum going forward as the Bar ‘N Grill will hold the after parties from the games here. Players will be here eating, drinking and signing autographs.”
Tim and Kristin want to keep the traditions that made the Bar ‘N Grill an inviting spot for regulars while creating more of a destination experience for people of all ages.
“Dave created a great place that people love,” Tim said. “We want to honor what he created and add barbecue, live music and more events. I want people to come because they can watch the guy smoking the meat and then come back because it tastes better than anything they have had before. We burn a fire for 20 hours and cook the food over wood like it was done a thousand years ago. It may be simple, but it works. That’s all barbecue is — heat, smoke and meat.” TK
Photo by MIRANDA CHAVEZ-HAZIM
BEHIND THE SCENES
with TK Business Magazine
Hosted by DANIELLE J. MARTIN
SPOTLIGHTING
JOHN B. DICUS
CEO
CAPITOL FEDERAL
Behind the Scenes with TK Business Magazine is a podcast series hosted by Danielle J. Martin, delving into the innovation that fuels the growth of the Topeka community: local businesses.
John B. Dicus became chief executive officer of Capitol Federal on January 1, 2003. Prior to his appointment as CEO, he served as chief operating officer, executive vice president of corporate services and various other positions since 1985. A graduate of Topeka West High School, Dicus continued his studies at the University of Kansas, earning a Bachelor of Science degree and a Master of Business Administration.
Dicus leads Capitol Federal’s True Blue team of almost 700 employees with strength, vision and moral standards that are hard to match in the business world. He shares these values with every organization he serves. Dicus serves as a trustee for the Capitol Federal Foundation, the University of Kansas Endowment Association and the Washburn University Endowment Association. He sits on the Kansas Bankers Association Board of Directors, the Kansas Board of Regents, the Washburn Board of Regents and the Greater Topeka Partnership. Dicus has also been a past member of the Federal Reserve Advisory Council, past board chair of the Greater Topeka Chamber of Commerce, past United Way Campaign chair and past general chair of Missouri Valley Swimming.
Scan the QR code to see the full interview with John Dicus.
PHOTO SUBMITTED
Martin: You’re a Topeka native who went to high school here, then attended the University of Kansas and walked out of college into a job at Capitol Federal. Clearly, you like it here.
Dicus: It’s been a great place to grow up. Got a couple degrees at KU, but came back immediately, started a family and planted roots at Capitol Federal. I’ve raised three daughters here who I can proudly say all went through 501 schools just like I did, got their college degrees and are successfully employed. So, Topeka is a special place for me.
Martin: Values are important for leaders — what would you say are your core values?
Dicus: Integrity, trust and having a word you hold to and people can count on. Those leadership traits get others to follow your direction. Being consistent and true to oneself is what helps our team at Capitol Federal, but also helps our community, customers and clients. If I can instill that across the organization and do what’s right for Capitol Federal, we’re going to be successful as a banking organization.
We started in 1893 and are still standing strong. We survived the late 1980s, which knocked a lot of savings and loan banks out of existence at the time. We were still a savings and loan bank in 2008 when the housing crisis happened. Fortunately, we survived that. Hopefully I’ve learned a lot from my dad and grandfather who survived all those events, and we’re able to navigate Capitol Federal through difficult times.
Martin: What is one piece of advice that’s stuck with you?
Dicus: One of Capitol Federal’s slogans is “The Most Trusted Name
in Savings.” That was something my grandfather started back in the forties or fifties. If somebody can trust you, that’s a very good trait to have. It’s something that was important to my grandfather, important to my dad and now it’s important to me. Hopefully, it’s something I can pass on to others at the organization when I decide to retire.
Martin: If you ever decide to retire, as you seem to enjoy yourself there.
Dicus: I do. It’s a fun business. You’re helping people get the dream of home ownership. About seven years ago, we bought a commercial bank and have been growing that aspect of our business. It’s a new challenge and something I don’t know a lot about, which is hard as a leader, but a lot of us are learning and we’ve hired good people. That’s another good leadership trait: hire and surround yourself with people who are more talented than you are, then let them do their job.
Martin: You’re leading more than 700 employees. What qualities should a good leader have to lead a large organization?
Dicus: Consistency. Everybody likes to know things are going to be consistent. There’s always change. Everybody loves change until it affects them. Some people like to keep people a little off kilter. That’s not my style, but I think that’s where you as a leader have to figure out how you like to manage people. You’ve got 700 employees and they’re all different, but if you keep the majority happy, it contributes to the company culture.
Martin: How has Capitol Federal cultivated a positive company culture?
Dicus: Leading by example. I have a hard time asking somebody to do
something I wouldn’t do myself. No matter your position, roll up your sleeves and be there with them. Let them do what they’re talented at doing, but if there’s any way I can help them, I’m there to do that.
Martin: Share a moment when you had to remind not only yourself, but your employees, that your organization could get through a very difficult time.
Dicus: A great example would be back in 2008 when the housing crisis came to fruition and a number of people were defaulting on loans. Financial institutions were giving loans to individuals who weren’t necessarily ready for home ownership or couldn’t afford it. At the time, they called them liar loans. The lending companies were always looking for the price appreciation to take care of the value, whether or not somebody could afford to make the payments. We were still a savings and loan bank. We held all the loans we originated in our own portfolio, but a lot of these financial institutions were selling them into the secondary market. So, they really had no skin in the game. As long as they sold that loan, it had no impact on them. But for us, we needed you to make those payments. Our underwriting was a little more difficult than at other Institutions, and our market share and earnings were going down. People started questioning the direction of Capitol Federal and saying we didn’t know what we were doing because look at what all our peers were doing. We even had some commentary from our regulators about that. When the bubble burst in 2008, all of a sudden people were like, “Oh, I guess they did know what they were doing.”
I was fortunate to be surrounded by people who shared my beliefs and were doing the right thing. There isn’t a whole lot of business for the right thing. There’s a lot of
business for the wrong thing, but I’d surrounded myself and the organization with people who believed in the right direction.
Martin: What advice would you give to leaders or entrepreneurs who are still trying to figure it out?
Dicus: Have people on the outside you can talk to who’ve had similar experiences. Have people on the inside who you can trust will work with you through this together, so you’re not taking on the full burden yourself. That’s when it’s important to have good people around you. People you’ve built a rapport with and trust that in times of difficulty, you can reassure each other
you’re doing the right thing as an organization.
Martin: What would you say is your everyday practice for growing as a leader?
Dicus: I’m always learning. I love to learn from other banks’ mistakes so I know how to navigate them before they can happen to us. I just read an article in The Wall Street Journal about how the leader of another organization almost stamped out people who didn’t agree with him. He was very forceful about how he supervised and managed people. I mean, that’s a leadership style. The company’s doing well, but again, I hope that’s unique. Maybe I’m more of a consensus builder.
Martin: There’s no way you’re working eight to five right now in any leadership position. Eight to five is not an option.
Dicus: That’s true. You’re 24/7 because whether it’s work or not, somebody’s watching you. Especially in the banking world where everybody’s a potential customer. There’s always a little pressure to watch what you’re doing. Being in a town where I grew up, there’s a lot of people I might not know, but they know me.
Martin: Do you have a daily regimen?
Dicus: I get up every morning and work out. I need to be up by 6:00 a.m. every day and doing something. I’ve got to get the day started. From that standpoint, I’m probably not as
good at getting here on time as I should be, but hopefully after 40 years I’ve earned that. I do have a Mountain Dew every morning.
Martin: What does fun look like to you? Maybe going to a lake or beach house?
Dicus: It wouldn’t be a beach. It would be going to the mountains.
Martin: With your Mountain Dew?
Dicus: With my Mountain Dew. I got introduced to the mountains when I was a kid. I’m definitely not a beach guy. The lake is fine. My wife’s parents had a lake house up in Minnesota where we went for many years, but I grew up going on vacation in Colorado, so that’s probably my go-to thing when I can get away. But golf trips are probably the biggest plus for me.
Martin: With the amount of wisdom and years you have in leadership, what’s something you wish someone would’ve told you sooner?
Dicus: The importance of building connections with other people. It’s amazing how things come full circle. I heard the adage the other day about how it’s not what you know, but who. And how a student with a C average and an A network is going to go a lot further than a student with an A average and a C network. Start building that group of people around you who can make a difference. It’s a good trait to have and something everybody should work on early. TK
JOHN DICUS CEO of Capitol Federal
TKmagazine.com
Send your news releases to news@tkmagazine.com.
BUSINESS NEWS
Stormont Vail Adds Ion Robotic-Assisted Bronchoscopy Platform
Stormont Vail Health has become the first health system in Topeka to offer Ion robotic-assisted bronchoscopies, performing procedures since April 2025. The robot-guided system uses an ultra-thin, flexible tube with computer navigation to safely reach small spots deep in the lungs that traditional tools can’t access, allowing doctors to take tissue samples more precisely for earlier lung cancer detection.
Hires Angie Grau as Media Manager
Endeavor Private Wealth Hires Kathleen Heit as Senior Financial Planner
Endeavor Private Wealth has welcomed Kathleen Heit as senior financial planner. A certified financial planner with over 18 years of experience, Heit previously served as senior wealth strategist at Bowersock Capital Partners and worked with U.S. Bank Private Wealth Management. She specializes in complex financial planning for high-net-worth families, including estate planning, retirement strategies and multigenerational wealth transfer.
Dimick, Pryor and Wheeler Join Compass Marketing & Advertising Partners
Compass Marketing & Advertising Partners has welcomed three new marketing assistants to their team: Cordell Dimick, a K-State interior architecture student who manages TK Business Magazine’s website; Isabelle Pryor, a Washburn graduate with legislative and banking experience; and Halie Wheeler, a K-State business student who works as director of marketing for interior design studio Willow & Ruth.
TARC’s board of directors has selected Matt Fletcher as the new executive director, effective July 7, 2025. Fletcher brings over 25 years of Kansas public policy experience in intellectual and developmental disabilities, including leadership roles at InterHab Inc. and Johnson County Developmental Supports. He replaces Eileen Doran, who is retiring after nearly 15 years of leading the organization.
Digital marketing firm cohort. digital has added Angie Grau as their new media manager. A Washburn University graduate with over a decade of experience in media placement, digital marketing and campaign strategy, Grau previously worked at jhP, CivicPlus and Advisors Excel. She will lead media strategy and placement for clients, rejoining founder Alissa Menke after their collaboration at jhP.
Rodney Carrington Performing at Great Lakes Ballroom August 7 Comedian, musician and actor Rodney Carrington brings his soulful strums and adult-oriented humor to Prairie Band Casino’s Great Lakes Ballroom on August 7. Known for his appearances on “The Bob and Tom Show” and chart-topping country comedy albums like “Hangin’ with Rodney,” Carrington has starred in ABC’s sitcom “Rodney” and co-starred with Toby Keith in “Beer for My Horses.”
