TK Business Magazine - Summer 2017

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SUSTAINABLE INTERIOR DESIGN

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CULT FOOD

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talent swap

THE STRATMANS

heart of the entrepreneur

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NEURO & SPINE CENTER 2660 S.W. Third St., Topeka, KS 66606

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CONTENTS FEATURES

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Local companies strive to keep valuable employees.

Several local businesses help people look younger, feel better and stay active longer in life.

TALENT SWAP

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THE FOUNTAIN OF YOUTH

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HEART OF THE ENTREPRENEUR

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CULT FOOD

The Stratman family shares their QDOBA story.

A local food blogger seeks to find restaurants in Topeka with a cult-like following.

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BUSINESS GROWTH

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Growth through expansion and acquisition.

THE INTERSECTION

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Business and government work together.

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SOLAR ECLIPSE MEETS eCOMMERCE A local pop-up business shines some light on the upcoming total solar eclipse.

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FROM THE PROFESSOR

Dr. David Price discusses the role of innovation in business.

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SUSTAINABLE INTERIOR DESIGN

Local interior designers share their experience with creating sustainable workspaces.

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IN EVERY ISSUE TK BUSINESS EXPERTS

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SCENE ABOUT TOWN ARTSConnect Arty Party: Evolution of Poetry

COVER PHOTO PAGE 32

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Security Benefit 125th Anniversary Party

CULT FOOD

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FAMILY BUSINESS The Stratmans QDOBA 22

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GO Topeka and Topeka Chamber Small Business Awards Luncheon

20 40 66 70 82

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BRIAN CASEBEER

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BLAIN BERTRAND

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CALEB ASHER

THE STRATMANS

heart of the entrepreneur

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SHERIFF HERMAN T. JONES

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LAST WORD Andy Corbin shares his thoughts on navigating change.

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HOT TOPIC TALENT SWAP

TALENT SWAP

By KIM GRONNIGER

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Gone are the days when employees routinely started jobs with a company after high school or college graduation and remained until retirement. Multiple sources indicate that todayâ&#x20AC;&#x2122;s workers will change jobs a dozen times or more on their own initiative or as a result of employer layoffs.

Experts indicate that people pursue new positions for a variety of reasonsâ&#x20AC;&#x201D;to gain better compensation, career advancement opportunities and alignment with personal values, or to escape stressful working conditions, an unsatisfying relationship with a boss or work that bores them.

In this second installment of a four-part series, TK Business Magazine will explore how Topeka companies are addressing the talent swap issue in a transient era for attracting top employees.

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A TECH SCHOOL'S TAKE ON THE TALENT SWAP WASHBURN INSTITUTE OF TECHNOLOGY Tim Clothier, director of the Business and Industry Center for the Washburn Institute of Technology, works with a variety of companies in Topeka to help identify employment needs and cultivate a workforce to meet them.

Clothier believes the reasons employees leave one company for another are as varied as the industries they are working in.

Tangible factors like taking a position that offers more money, better benefits, flexibility or work/family integration may play a role in an employee’s decision to seek a new opportunity, just as intangible features like company culture, training and potential advancement opportunities can encourage employees to stay put and be patient.

“There are a lot of factors that might influence a person to become a job hopper, so the best companies have career path integration woven into the fabric of their human resources department so employees can see what is possible,” Clothier said.

Clothier says nothing beats the Midwest work ethic, as evidenced by the decision of financial services companies, global manufacturers, distribution centers and other companies to locate, remain or expand in Topeka.

“We’ve done a great job of attracting and retaining companies, and that speaks to the creativity and determination of our leaders and the caliber of our regional workforce,” he said.

“But now we need to take that expertise “There are a lot of factors that might to the next level since our community influence a person to become a job hasn’t grown much. We haven’t been hopper, so the best companies have stagnant—there’s been a lot of activity— career path integration woven into but we need to grow.” the fabric of their human resources Clothier says the talent swap for department so employees can see what manufacturing positions is of particular is possible.” concern to area employers because of the —Tim Clothier community’s low unemployment rate Director of The Business Industry Center and public transportation impediments Washburn Institute of Technology that prevent employees from easily accessing factory sites.

“Transportation issues need to be addressed sooner rather than later,” he said. “It’s been a topic in Topeka for years, and until we fix it, our manufacturing partners will continue to experience talent swap issues.”

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Whether an employee works in a plant or an office complex, Clothier says today’s workers are more astute and discerning about what they’re looking for.

"One person may want to work all week and have weekends to hunt and fish. Another may want to work a shift that allows for evening socializing,” he said.

Social media and advanced technology have also leveled the playing field for employees in the Midwest.

“It used to be people thought everything originated on the coasts and then migrated to the Midwest, but that hasn’t been true for decades,” Clothier said. “Workers in the Midwest have the same advantages as people in other parts of the country and that increases competition.”

Employees have more options not only in what they do and where they work but also in how they prepare for careers, including technical certifications.

“Technical institutions like Washburn Tech drive the economy at the local, state and national level,” he said. “We partner with multiple companies in numerous ways to help them continue to make progress.”

For example, Washburn Tech has helped Goodyear and Frito-Lay enhance their emergency response team preparedness, provided additional training for machinists and electricians at Mars Chocolate North America and established apprenticeship programs so companies can “grow their own workers,” he says. U.S. Foods and CoreFirst Bank and Trust also have sent staff to Washburn Tech to learn more about Microsoft Office programs.

“It’s not just up to the companies to provide opportunities though,” Clothier said. “Individuals should seek out activities that can make them more productive and marketable like taking on a new assignment or a class to enhance skills and experience.”

Regardless of the route workers take to career success—a college degree or technical certification, an entry-level position or a management training program—Clothier says the key is determining needs for the short term and the long haul.

“People are living and working longer, and planning is essential whether you are an applicant or an employer,” he said. “Competition for top talent is fierce, and we’re fortunate to have a lot of it in Topeka.”

AN INSURER’S EFFORTS TO ENSURE TALENT RESERVES BLUE CROSS AND BLUE SHIELD OF KANSAS Blue Cross and Blue Shield of Kansas members rely on the company’s customer experience representatives to answer specific questions about their benefits, claims and eligibility, as well as general issues like health care reform or the possible closure of a hospital.

In 2016, call center employees handled more than 1 million inquiries from members, group leaders and health care providers. With such significant volume, employees need to not only be knowledgeable about company policies and processes, but also aware of pertinent news stories that might prompt calls.

“Our representatives thrive on helping others, and they have the opportunity to do that each and every workday,” said Erin Nolte, assistant director of customer services operations.

To help ensure the company is hiring the right people for the role, it uses work ethic assessments and job match “Our employees are well trained and metrics in the selection process have a great base understanding of our and communicates all aspects of products and a high-level understanding position responsibilities and the of other areas, making them great structured environment in which candidates for other departments.” candidates will work to manage —Erin Nolte expectations. That emphasis on Assistant Director of communication extends to team Customer Services Operations initiatives, quarterly meetings Blue Cross and Blue Shield of Kansas with leadership for employees to learn more about department projects and activities, and a Customer Experience Task Force.

Additionally, call center managers have identified areas for flexibility including same-day vacation requests if spots are available and parttime positions, efforts Nolte says have allowed the

company to retain good employees who would have likely left the company otherwise.

Thousands of daily calls run the gamut from routine inquiries about covered providers and claims to extreme circumstances involving rare conditions. To ensure that employees feel supported in assisting callers and to facilitate positive working relationships, trainees are assigned to a tenured employee mentor and a supervisor who meets with them to complete specific activities throughout their training period.

All employees have a customized development plan with features that may be focused on a specific skill, but Nolte says once the employee becomes proficient, plans can be targeted toward improving leadership skills by attending classes through Blue University. Blue University is a companywide learning academy that offers courses designed to enhance both technical expertise and organizational efficiency.

Nolte says most of the turnover that occurs in the call center is the result of employees transferring to other areas of the company.

She notes that several leaders at all levels of the company began their Blue Cross careers in customer service.

“Our employees are well trained and have a great base understanding of our products and a high-level understanding of other areas, making them great candidates for other departments,” Nolte said. “We actually encourage this movement because we want our employees to find a job that suits them and makes them happy.”

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A LONG-TERM CARE PROVIDER’S INNOVATIVE EFFORTS TO BOOST WORKER TENURE BREWSTER PLACE In a community with 15 nursing homes, two hospitals and a Veterans Administration hospital, competition for skilled nurse aides, LPNs and registered nurses is intense.

Joe Ewert, vice president of health services for Brewster Place, oversees about 180 fulltime and part-time nursing staff. He estimates the turnover rate for his complex at 50 percent with associated costs of $100,000 or more per employee for unproductive training time, shadowing, materials and other expenses.

“Turnover is something that plagues every long-term care provider,” he said, “especially with nurse aides, who can wait tables or pursue other entry-level positions that might pay more.”

Ewert says less experienced employees often leave for higher wages while longer tenured employees leave because financial constraints, family obligations, transportation issues and “The preceptors [a group of eight nurse other factors prevent their pursuit of a progressive nursing career aides] had skin in the game to ensure ladder. that people coming in knew the right However, a comprehensive way to do things, and we made a huge plan to enhance employee training investment in making sure they were and engagement initiatives the past successful.” few months is already having an —Joe Ewert impact on retention.

Vice President of Health Services The assessment process, Brewster Place implemented under the guidance of Cynthia Hornberger, former Brewster Place board member and former dean of the Washburn University School of Nursing, includes qualitative interviews and focus groups not only with nursing staff but also with residents and families.

“We have a person-centered care model, and we encourage our employees to create strong bonds with our residents,” Ewert said. “The residents always know the most about what’s

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going on with people so it was important for us to include them in the discussions.”

As a result of the feedback, Brewster Place made changes to its hiring, screening, evaluation and exit interview processes, compensation structure, and most significantly, to its training program.

“The training and orientation process came up in every interview,” Ewert said. “Skilled nursing in a long-term care setting is hard work, no question, and people said they felt overwhelmed.”

Brewster Place created a group of eight preceptors, nurse aides who demonstrate a high level of critical thinking, and enlisted their input for standardizing orientation and training.

“The preceptors had skin in the game to ensure that people coming in knew the right way to do things, and we made a huge investment in making sure they were successful,” Ewert said, noting that those crucial reporting relationships often determine whether someone will stay.

The preceptor program, launched in January, also allows Brewster Place to cultivate homegrown talent for people wanting to ascend a traditional corporate ladder. Relationships with Highland Park High School, Washburn Tech and Baker University School of Nursing also help create a professional pipeline. A new program through the Brewster Foundation covers first-year tuition expenses for a nurse aide who wants to become an LPN. Realizing that a ladder concept might not work for all employees, Brewster Place also introduced a career lattice concept that enables employees to gain experience in more than one area.

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A BANK’S INITIATIVES FOR EMPLOYEE RETURN ON INVESTMENT CAPITOL FEDERAL® Although online banking and ATMs satisfy the needs of many customers, Capitol Federal® continues to place a high priority on serving its customers in-branch and assisting them with their financial matters. Bank customer service associates, whether located in a branch or home office, have an opportunity to not only promote satisfaction among those they serve but also to chart a career path.

Competition for talented associates across the board was once primarily limited to other financial service companies, but Angela Dailey, vice president of human resources for Capitol Federal, says they have begun to find that competitors come from all different industries, from small retail operations to larger corporations.

Getting the right employees in “Our team has found that candidate the right positions pays dividends in referrals, traditional networking, and multiple ways, not the least of which identifying and building relationships give is reducing the cost of turnover. the best results.”

Dailey says an industry rule of thumb —Angela Dailey estimates that the cost of turnover is Vice President of Human Resources about 150 percent of an individual’s Capitol Federal annual salary, including replacement pay for the person leaving, recruitment and training costs and new hire expenses.

Capitol Federal has taken several steps to help reduce turnover, including reviewing its compensation structure, offering benefits to part-time associates, creating professional development opportunities and implementing innovative “Generations at Work” training.

“Training and development opportunities are another way to focus on behaviors and mindsets that can unite the workforce,” she said.

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Professional development initiatives address skill-based training, as well as relationship building, and open communications to foster stronger bonds among managers and employees.

Senior executives participate in orientation sessions, and the human resources department uses a variety of tools and metrics to identify internal candidates for promotion. Additionally, the company’s associates also help fill open positions.

“Our team has found that candidate referrals, traditional networking and identifying and building relationships give the best results,” Dailey said.

Although the company has cultivated a decades-long reputation “as an attractive and credible employer,” Dailey said, “Job seekers are savvy, and we’ve moved to be more nimble in marketing to prospective applicants.”

With a corporate philosophy centered first and foremost on service to customers, Capitol Federal does its part, in turn, to support philanthropic causes and educational initiatives that benefit people throughout the state, which also involves its workforce. Individually or collectively, associates can make an impact in their community beyond fulfilling the responsibilities of their position.

“Every individual is motivated by different things,” Dailey said. “We strive to provide our employees with a framework of support encompassing everything from compensation, benefits and a strong reporting relationship to volunteerism and learning opportunities for their personal and professional growth.”

TK

Chuck & Natalie Hogan + Team Owners of CWC Electric

YOUR STORY is our passion.

The CWC Electric story at EnvistaBusiness.com

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THE HEART OF THE ENTREPRENEUR

Topeka’s QDOBA came to fruition as a plan “B” for retirement and grew into a family business for the Stratmans—Liz, Drew, Chuck, Danny and Katie.

By KAREN RIDDER

Photos by DAVID VINCENT

Chuck Stratman is a pilot who has made the burrito business fly in Topeka. QDOBA may be a national name, but in Topeka, it is a family business that has grown even as the family has experienced loss.

Chuck and his wife, Joy, decided to bring the QDOBA Mexican Eats concept to Topeka in the mid-2000s, opening their first restaurant at 1025 SW Wanamaker in 2008.

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HE STRATMANS came to Topeka when Chuck was stationed here as a member of the 190th Air Refueling Group in the Kansas Air National Guard. Chuck moved into commercial work as a pilot for American Airlines; Joy was a CPA. In 2005, the airline business seemed to be changing, and the couple started thinking about opening up their own business.

“Quite a few airlines were going bankrupt, and pilots were losing their pensions,” Chuck said. “My wife and I looked at each other and said, I think it’s time for plan “B” in case our company ends up going bankrupt.”

The couple had bounced around the idea of being in the restaurant business for a number of years. They had both worked in food service when they were younger. In fact, when Chuck met Joy, she was a waitress in a bar.

As they investigated potential restaurant options, one of their four sons, who lived in Illinois, suggested the relatively new fresh food, casual quick service restaurant business, QDOBA. The Stratmans liked the company’s corporate culture, and the company was looking for franchisees that were not traditionally from the restaurant business.

QDOBA

“For us personally, the fact that everything was fresh was very important,” Chuck said. “The company was transparent, and unlike some other brands, one-third of the system is owned by the corporation. They have a lot invested in their own brand.

That was a big deal to us.”

The Stratmans also felt Topeka was ripe for the fast casual concept QDOBA offers.

“With fast casual becoming a major segment of the restaurant space, we brought that to Topeka and

Northeast Kansas, and our guests have come out and enjoyed the concept,” Chuck said.

FAMILY BUSINESS The couple opted to bring their third son into the business. Danny Stratman was just 20-years-old and had actually already signed up to go to boot camp and join the Air Force when his parents decided to open the QDOBA franchise.

“They came in and asked if I wanted to run their store,” Danny said. “We called the

recruiter and cancelled before I went any further with the Air Force, and I told them I would give it a shot.”

The start of the business went well, but during the first few years, there was a learning curve to get over.

Then Joy got sick.

She was diagnosed with pleomorphic sarcoma, a rare cancer. A year into her treatment, doctors discovered she had a tumor wrapped around her spine. Joy and Chuck decided to move to Houston to seek treatment at MD Anderson Cancer

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Photo by DAVID VINCENT

The Stratmans

Center. Danny took over the store.

“He pretty much single handedly ran that business by himself,” Chuck said.

The business started booming, but at the same time, Joy lost her battle to cancer. She died in May of 2012. The family had been considering expanding into new locations at that point.

Joy and Chuck had already made several field trips to Manhattan to see potential sites.

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FAMILY EXPERIENCE The family has become really close by working together, but they have to work to keep family and business separate.

“We’ve had to have this really concerted effort that we do not bring the father-son dynamic into our business discussions. That is probably where family businesses can get into trouble,” Chuck said.

Danny says he thinks being a familyowned business makes all the difference in the quality they offer to customers, even if customers do not always realize QDOBA is locally owned.

“We run the business as local. That is a big pride maker for me, as well as

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Photo by DAVID VINCENT

FAMILY DECISIONS Now, the family had to decide what was next.

“Mom's death hit us hard, and we had to figure out what we wanted to do, if we wanted to do more stores,” Danny explained.

The family decided to continue forward. They opened a second store in Junction City in 2013, a Manhattan location in 2014 and a K-State Union store in 2016. They are currently looking at expanding to a second store location in Topeka.

“At first, it was a little rough adjusting,” Danny said. “Mom was the rock of the family, for sure. She kept everyone together. Losing her was a real hardship. My dad and I had to figure out how to run the business without having to worry about father-son stuff, but we did that really well, and I think it really brought us close together.”

They have also grown the “family” part of their family operation. Chuck is the owner/operator. Danny serves as Operations Partner. Danny’s younger brother, Drew, has come into the business as the Regional Manager.

Danny’s wife, Katie, works on marketing and payroll and Drew’s wife, Liz, is the office manager.

“When you like what you’re doing, those long hours don’t seem quite so long.”

—Danny Stratman Operating Partner

going to the corporate events and being an above average operation,” Danny said. “We own four stores, so we can’t be in every store all the time, but I think it makes a world of difference to be locally owned because we can help our managers and staff in little ways. Our customers love seeing the owners in the store, too.”

Overall, the family experience of owning a string of QDOBA restaurants has been hard work, but Danny says it is worth it—even the long hours.

“We work hard. I never thought I would be doing this, rolling burritos and being an owner on top of that,” Danny said. “There’s always work to be done, but I’m very fortunate for what my parents set us up with. When you like what you’re doing, those long hours don’t seem quite so long.”

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SOCIAL IMPACT INVESTING

Brian Casebeer Photo Submitted

WELLS FARGO ADVISORS

If you are seeking the ability to align your financial goals with your personal values and the social concerns that are important to you, social impact investing (SII) may be a consideration for your portfolio.

INVEST IN WHAT MATTERS TO YOU Gaining in popularity Over the past 20 years, there have been big changes in the investment industry. One of the most significant has been the growth of social impact investing. Traditionally known as socially responsible investing (SRI), this approach excluded so called “sin stocks” (alcohol, tobacco, weapons manufacturing, adult entertainment, gambling) from investment portfolios. It has expanded to proactively seek best-inclass companies that incorporate strong environmental, social, and governance (ESG) policies into their business practices.

S

OCIALLY RESPONSIBLE, sustainable, values-based, ethical, green, ESG (Environmental, Social, Governance), and impact are some of the many terms commonly used to describe social impact investing.

While the goals are generally the same—to generate measureable social and environmental impact along with financial returns—the strategies vary in approach. By combining traditional socially responsible exclusions with a disciplined analysis of ESG factors, Wells Fargo has developed an integrated approach to social impact investing.

Brian Casebeer is first vice-president and branch manager for Wells Fargo Advisors.

Invest in issues important to you Do you have concerns about the environment or human rights? Are you interested in supporting the ethical treatment of animals or do you simply wish to avoid investing in companies whose business practices are in conflict with your beliefs?

Wells Fargo offers a range of choices to invest in companies whose policies and practices are compatible with what matters to you. We can help you build a portfolio based on research, analysis and products that align with your investment goals and philosophy and avoid selecting companies with poor ESG performance or those that conflict with your philosophy.

Keep in mind, however, that all investing involves risk including the possible loss of principal. A strategy’s social policy could cause it to forgo opportunities to gain exposure to certain industries, companies, sectors or regions of the economy which could cause it to underperform similar portfolios that do not have a social policy. A socially responsible investing style may shift in and out of favor.

This article was written by/for Wells Fargo Advisors and provided courtesy of Brian Casebeer, First Vice President - Branch Manager in Topeka at 785-271-2492.

Investments in securities and insurance products are: NOT FDIC-INSURED/NOT BANK-GUARANTEED/MAY LOSE VALUE Wells Fargo Advisors is a trade name used by Wells Fargo Clearing Services, LLC, Member SIPC, a registered broker-dealer and non-bank affiliate of Wells Fargo & Company. © 2017 Wells Fargo Clearing Services, LLC. All rights reserved.

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Align goals, investments, and the right advice to make the perfect blend Life changes, markets fluctuate, and your portfolio might need an adjustment to keep you on track toward achieving your goals. If you’re wondering whether you have the right investments in your portfolio, we’d be happy to give you a professional evaluation.

It could be the only thing you need is more cream in your coffee, but your investments are worth an important second look.

Call today for a complimentary consultation over coffee.

Investment and Insurance Products: u NOT FDIC Insured u NO Bank Guarantee u MAY Lose Value Wells Fargo Advisors is a trade name used by Wells Fargo Clearing Services, LLC, Member SIPC, a registered broker-dealer and non-bank affiliate of Wells Fargo & Company. © 2016 Wells Fargo Clearing Services, LLC. All rights reserved.

99915-v1 A2068

Amy R. McCollum Vice President – Investments 6342 Sw 21st St Topeka, KS 66615 Toll Free: (800) 633-4088 amy.mccollum@wfadvisors.com https://home.wellsfargoadvisors.com/amy.mccollum

Brian Casebeer CPWA®, CIMA®, AAMS® First Vice President – Branch Manager 6342 Sw 21st St Topeka, KS 66615 Office: (785) 271-2492 Brian.Casebeer@wellsfargoadvisors.com https:/home.wellsfargoadvisors.com/Brian.Casebeer

0816-03253

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BUSINESS GROWTH

By LISA LOEWEN

If you are a business owner, you have probably heard the saying, â&#x20AC;&#x153;If you are not growing, you are dying.â&#x20AC;? While innovation and advancement are critical components to continued business success, growth also plays a vital role in keeping businesses viable into the future.

G

ROWTH CAN OCCUR through various channels. For some businesses, growth means producing and selling more of an existing product through higher market penetration and increased demand.

For others, growth comes from expansion into new markets where they can offer products and services in different locations. Still, other businesses use acquisition of other companies to grow an existing business.

Local companies are using these growth strategies to take their business to the next level.

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BUSINESS GROWTH

Expansion in Topeka

Photo by BRADEN DIMICK

Mars Chocolate North America opened for operations in 2014 and has continued expanding its product lines and its facilities since that time. The most recent expansion increased the facility space to approximately 600,000 square feet and created 60 additional full-time jobs and 50 part-time jobs, bringing the total employment to more than 400 associates.

The $55 million expansion resulted from increased demand from consumers and retailers for greater choice in product, calorie and price options. In recent months, Mars Chocolate has brought to market a range of new product offerings with a focus on introducing more options with less than 200 calories.

The selection of Topeka as the company’s newest facility was based on a number of factors including area logistics, access to skilled labor, technical attributes of the land itself such as utilities and rail, and finally, the quality of life for our associates, said Brett Spangler, Topeka Site Director, Mars Chocolate North America.

“We love being in Topeka and we’re excited to keep investing in this community, in the U.S. economy and in our future,” Spangler said.

The Topeka facility was designed and built for expansion, so when Mars decided to introduce a new line of candy, the Topeka location was a logical choice.

The most recent expansion begins construction this year and will begin producing TWIX chocolate bars via a new line in the second quarter of 2018.

Another new addition to the Mars lineup is the M&M’s Caramel. Spangler said this candy was a

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“We love being in Topeka and we’re excited to keep investing in this community.”

—Brett Spangler Topeka Site Director, Mars Chocolate North America technological challenge because they had to figure out how to make the chocolate not too sticky and not too soft, to prevent the M&M from collapsing. The company wanted to make sure they had it right—and the Topeka facility has the innovative technology needed to produce M&M’s Caramel.

The Topeka plant is a state-of-the-art facility with production capacity for millions of individually wrapped and packaged candies. The design and build of Topeka was based on the many years of experience and learning from Mars’ global footprint of manufacturing sites.

Named “Plant of the Year” by Food Engineering magazine, the facility is LEED Gold Certified

and meets Mars’ stringent sustainability standards. The Topeka plant offers employees an on-site gym, a 24-hour cafeteria focused on healthy options, a tobacco free campus and multiple enhancements to the manufacturing floor environment such as large amounts of natural light, ergonomic designs, and open and inviting work areas.

Significant growth often comes with its own set of challenges. Spangler said the biggest challenge the company faces is filling the range of manufacturing and supply chain jobs available at the Topeka plant as they prepare to produce new products like M&M’S Caramel and TWIX. However, strategic

Photo by DAVID VINCENT

Photo by RACHEL LOCK PHOTOGRAPHY

Vaerus Aviation Director of Operations Patrick Traul and Owner Brooks Pettit share how their company’s growth means expanding outside of Topeka while maintaining all of the administrative functions in Topeka.

relationships with Washburn Tech and the Topeka Workforce Center to support workforce development will help alleviate that challenge.

As Mars Chocolate continues to bring new products to market and expand its footprint in the U.S., the potential for additional expansion of the Topeka facility remains likely.

“At Mars, our ongoing commitment to local manufacturing is fundamental to our DNA and how we operate,” Spangler said. “We appreciate all of the support we have received from the City of Topeka, Shawnee County, GO Topeka and the state of Kansas in welcoming us here.”

Expansion Outside of Topeka Vaerus Aviation has seen continual growth since its inception in 2007, going from one pilot with one airplane in Topeka, to numerous pilots and nine airplanes, including one in Scottsdale, Arizona. Those airplanes are mostly owned in partnerships with two or three companies sharing ownership of an airplane.

Brooks Pettit, president of Vaerus Aviation, said the expense of owning aircraft is fixed in nature—equipment, maintenance and hangar fees. The value of joint ownership is that companies can share in that fixed overhead, leaving the cost of the fuel for each flight as the primary expense. The problem for

many companies considering owning an airplane is finding the right partnership.

Vaerus provides a solution by facilitating those appropriate matches.

“Clients come to us and say, ‘We want to own an airplane. Can you help us find someone to own it with?’ You bet we can,” Pettit said.

The company provides two main services: assistance with acquisition and sales and comprehensive aircraft management. Aviation experts help prospective clients evaluate their aircraft needs and assist them in the acquisition process. They serve as brokers to help match a company’s needs with available aircraft and assist with the

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BUSINESS GROWTH

Photo Submitted

Vaerus Aviation leases a hanger large enough to house two business aircraft in Scottsdale, Arizona.

sale of aircraft once a company no longer needs it. Vaerus Aviation also handles flight scheduling, pilot operations, aircraft maintenance, reporting, insurance and anything else related to flight management.

Pettit said that many companies in Topeka hesitate to own airplanes because they do not know how to manage the operations side of scheduling, maintenance and reporting.

“A lot of our growth has been demonstrating to the business community that owning an airplane is not only viable, but also a great business decision,” Pettit said.

While the growth in Topeka has been phenomenal, Patrick Traul, director of operations, said they knew that if they really

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wanted to take business to the next level, the company would have to expand operations outside of Topeka. So when a referral last year from an existing client led to an opportunity to expand operations in Scottsdale, Arizona, Vaerus Aviation flew at the chance.

“Our business is 90 percent processes, “ Pettit said. “If you have the right processes and culture in place, you can train someone to handle the maintenance piece.”

The company leased a small hangar in Scottsdale large enough to house two business aircrafts.

They hired two full-time pilots and one hangar technician to manage operations at the new facility. All of the administrative functions, including accounting,

scheduling, flight logs, reporting, maintenance scheduling and marketing are handled through the headquarters in Topeka.

“Technology allows seamless management of an aircraft in any location,” Traul said.

The expansion into the Scottsdale market has created growth back in Topeka. In order to handle the increased reporting and operational functions, Vaerus Aviation has hired additional staff, bringing its total employees to 32.

While the expansion into other markets has been a success, Pettit said the company isn’t looking to grow too fast.

Ultimately they would like to manage a fleet of 25 planes in a few key locations, but not at the expense of excellent customer service.

“Our business is a hundred percent client recommendation,” Pettit said. “We won’t sacrifice the quality of our service for anything.”

Part of that commitment to service is evidenced by the International Standard of Business Aircraft Operators certification (IS-BAO) the company received in 2014. Only 307 companies worldwide have achieved this accreditation that centers around safety management.

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Companies that take advantage of business aviation represent a variety of professions. Business aviation offers safe, flexible and cost-effective travel to locations around the world opening the door to enhanced productivity, sales growth and enhanced customer service. Vaerus Aviation, with locations in Topeka, KS and Scottsdale, AZ, understands the true benefits of owning a business aircraft and has seen the results first hand.

“Our clients cover a wide range of sizes and industries,” said Brooks Pettit, President of Vaerus Aviation. “Owning a business aircraft is much more affordable than most would think. From the efficiency and time savings, having a mobile office is an effective way to manage business travel.”

Business aviation allows companies to remain nimble and competitive in today’s highly competitive marketplace. Core Investment Properties, founded by Kirk Williams is the management company behind Rock & Brews, a fast growing franchise of restaurants. Their airplane allows them easy access to their restaurants and prospective locations as "Brooks and Patrick and they continue to build the brand their team have been great throughout the Midwest. business partners in Whether meeting with investors allowing me to grow my or hosting a Grand Opening, businesses."

Core Investment Properties —Kirk Williams depends on the mobile office President provided by the airplane.

In fact, per a study Core Investment Properties completed by “No Plane, No Gain,” over 2/3rds of passengers say they are more productive on business aircraft than when they are in the office.

To learn more about how your business could benefit from business aviation, contact Vaerus Aviation at 785-246-5403 or visit www.vaerusaviation.com.

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BUSINESS GROWTH

Photo by DAVID VINCENT

Expansion Through Acquisition

Jon Haas, president of HME, Inc., saw an opportunity to expand his business by purchasing an existing one that already had a skilled workforce, operating equipment, established customer base and cash flow.

Growth and expansion are part of the company culture at HME, Inc. Jon Haas, president of HME, had previously undergone expansion of the company by opening a new division, HME Metal Sales, that offers made-to-order metal products. In addition, Haas created Peak to Peak Engineered Railings, a start-up business that specializes in fabrication of metal railings.

However, Haas isn’t one to sit back and get comfortable with the status quo.

“Growth is looking at an opportunity and seizing it,” Haas said. “You never succeed on an opportunity you don’t take.”

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Opportunity came knocking last year when the Topeka Foundry & Iron Works, one of the oldest businesses in the capital city, approached HME about buying the 140-year-old company.

Haas says the decision to purchase the Topeka Foundry was based on numerous factors, but in many ways it made more sense than starting a new business. Because the Topeka Foundry already had an existing workforce, operating equipment, customer base and cash flow, most of the costs associated with a start-up business were avoided.

“When you buy an existing company, you save money by not only buying used equipment,” Haas said, “but also because it is already operational and personnel already know how to use it.”

For HME, adding the Topeka Foundry under its umbrella means

TK Business Magazine

the addition of a machine shop whose main customer is Goodyear, a structural shop similar to HME but on a smaller scale, and a door and hardware shop that provides frames and hardware for metal doors. This acquisition allows HME to diversify into more areas within its core steel industry, without adding much to administrative costs.

“I saw this as an opportunity to purchase a company with an existing workforce of skilled technicians who can continue on the tradition of building products that stand through time,” Haas said. “It’s something to be proud of.”

As with any type of growth, sometimes businesses can experience growing pains. Haas admits that it hasn’t all been smooth sailing. While the acquisition brought two metal fabrication companies together, a difference in corporate culture and human resources policies such as vacation accrual, health insurance and retirement benefits created a chasm that had to be bridged. Even matters as simple as software updates and equipment maintenance have created some bumps along the way.

Haas recommends any company considering expansion through acquisition do its due diligence to understand all of the underlying benefits and pitfalls.

Even after wading through some murky waters of acquisition, Haas says he will likely look at acquisition opportunities in the future because he wants to see industry grow in Topeka. Haas believes that, as a community, we need to build longstanding products.

“I want to build things,” Haas said. “Topeka needs manufacturing, and I hope to help the industry grow.”

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POP-UP STORES

Pop-up stores have become all the rage in the modern business world because they allow businesses to market products over a short, finite period of time—usually for a specific event or as a special promotion.

Gary Sorensen along with Karen and Mike Ford have already sold more than 6,000 pairs of protective glasses on its temporary “pop-up” website.

By KATHY WEBBER

Photos by DAVID VINCENT

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F

OR ONE LOCAL COUPLE, the sky is the limit (literally) for their temporary “pop-up” eCommerce store dedicated entirely to the approaching total solar eclipse.

A total solar eclipse occurs when the moon crosses between the earth and the sun, completely blocking the sun’s rays of light, casting a shadow on the earth. The moon’s penumbral shadow, which is called the path of totality, will cross the United States from West coast to East coast on Monday, August 21, for the first time in 38 years.

Photo by DAVID VINCENT

SOLAR ECLIPSE meets eCOMMERCE

$129.99 package includes round-trip travel from Topeka or Holton, catered lunch, commemorative eclipse shirt, expert guides, a commemorative booklet about the eclipse, and a pair of highquality plastic eclipse viewing safety glasses. The deadline to register for the tour is July 5.

“There will be tons of people trying to get into the line of totality,” Mike said.

“It is only a short drive and people who travel with us will have a great time!”

Greatamericaneclipse.com says the penumbral shadow will first hit the West coast at approximately 10:15 a.m. PDT and will exit the East coast at 2:55 p.m. EDT. It should move through Kansas close to 1:00 p.m.

“The path of totality is about 65 miles wide and the moon will be coming through the United States at 6,000 miles per hour. The deeper into the shadow, the more you are going to see,” Ford said. “On the bus tour, we will see two minutes and 12 seconds in Horton, Kansas.”

The next total solar eclipse will not pass through Kansas again until August of 2045.

“Once you see this you are just going to be hooked!” Ford said.

The Fords plan to donate a portion of the proceeds they make to the Banner Creek Science Center and observatory in Holton, Kansas, to help with astronomy education. Karen and Mike have taught high school for more than 30 years combined. Mike is the Observatory Director at the Banner Creek Science Center and has been in astronomy for 52 years.

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Eclipse fans can purchase protective eyewear along with commemorative novelty items online.

Photo by DAVID VINCENT

At the moment the moon moves in front of the sun, daytime will become night and planets and stars will become visible in the sky. This solar eclipse will last no more than a couple of minutes, but during that time when the sun’s ray of light are blocked, those in the path of totality will be able to see an unforgettable show. While memorable, observing the eclipse can also be dangerous because looking directly at the sun’s harmful UV rays can seriously damage the retinas of the eye. As a result, viewers should take precautions and wear eclipse safety glasses.

Mike and Karen Ford watched the annular solar eclipse, an eclipse of the sun in which the edge of the sun remains visible as a bright ring around the moon, in 2012, and realized that no one was selling eclipse safety glasses locally. That’s when they decided to open EclipseStuff.com.

“This is the first one to be near Topeka since 1918, so we want to make a big deal of it,” Ford said. “We are selling safety as well. You don’t want to look at it without using protection. This is a sure way to protect your eyes and still see it.”

The Fords have sold more than 6,000 pairs of protective glasses on their EclipseStuff.com website and plan to have glasses available soon in local retail stores. Cardboard safety glasses are only $3 and Eclipser HD safe solar glasses sell for $15.

Capitalizing on the popularity of the total solar eclipse, the Fords decided to offer novelty merchandise in addition to the eclipse safety glasses. Eclipse fans can purchase t-shirts, hats, educational materials, solar eclipse maps and even a VIP bus tour package.

Because Topeka is not actually in the path of totality, the Fords are chartering air-conditioned buses that will provide rides to prime viewing locations so their eclipse customers can have a “total” eclipse experience. The

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Q&A

SUSTAINABLE INTERIOR DESIGN

McElroy's Hallway to Interior Offices

Photo Submitted

WITH BA DESIGNS AND SCHWERDT CONTRACT INTERIORS

BA Designs

FEATURING: McElroyâ&#x20AC;&#x2122;s Interior Space Redesign

Photo Submitted

Q

The BA Designs team who redesigned the interior space at McElroyâ&#x20AC;&#x2122;s were Kaitlyn Savage, Beth Anne Branden, Janie Bartee and Emily Hayes.

Contributing partners on the McElroy's project were: Architect One, Bartlett & West Engineers, Certus Engineers, Built Interior Construction and BA Designs.

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What does an interior designer do?

An interior designer is qualified by means of education, experience and examination to protect and enhance the health, life, safety and welfare of the public.

Interior designers assist with project programming, material and finish specifications, space planning, renderings and code compliance. They consult with clients to develop a working vision for the space and then collaborate with architects, engineers and contractors to bring that vision to fruition. They also assist with procurement of furniture, fixtures, office equipment, flooring, wall finishes, artwork and accessories.

Q What value does interior design bring to a business?

Good interior design ties into your existing culture and can help you generate business. Because designers understand required codes and regulations through their education, certifications and experience, they can save you money and resources as you implement your design.

Having a workplace that promotes a more effective and healthy work atmosphere, complete with natural light and collaborative spaces, helps with employee recruitment and attention as well.

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Can you highlight an interior design project that incorporated sustainability?

We worked with McElroy’s to redesign their interior space. Through our design efforts, we were able to harvest more natural light in the building, making it not only more aesthetic, but also healthier for the employees. We used recycled materials, LED energy-saving fixtures, and occupancy sensing controls. We also met Business and Institutional Furniture Manufacturer’s Association standards that promote safe working environments. We aligned the project with sustainable manufacturers to insure sustainability goals were achieved.

Photo Submitted

Q

Executive Conference Room

The three photos to the right showcase how BA Designs utilized natural lighting, recycled and sustainable materials and LED energy saving fixtures at McElroy’s to create a healthier work environment.

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Training Room

Reception Area

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Photo Submitted

What trends are you seeing in the workplace?

Companies are looking for collaborative environments that accommodate for today’s evolving technology. Designs must satisfy multiple generations and workplace strategies with an increasing emphasis on ergonomics and movement to promote health and well-being within the built environment. Today’s workers like their interior environments to have the comfort and feel of home.

Photo Submitted

Q

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Q

Photo Submitted

What is interior design?

Interior design is the art and science of studying and understanding people’s behavior to create functional spaces within a building.

Interior design is also the art and science of enhancing the interiors, sometimes including the exterior, of a space or building, to achieve a healthier and more aesthetically pleasing environment for our clients and the end user.

The Schwerdt Contract Interiors team who collaborated on the interior design of Federal Home Loan Bank of Topeka’s headquarters include Kaylee Champagne, Melea Stone, Dani Snell and Lisa Chappell.

Schwerdt Contract Interiors FEATURING: Federal Home Loan Bank of Topeka’s New Headquarters

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Q What is sustainable interior design?

Sustainable designers use strategies to improve energy and water efficiencies and indoor air quality, and they specify environmentally preferable products such as bamboo and cork for floors.

They may obtain certification in Leadership in Energy and Environmental Design (LEED) from the U.S. Green Building Council. Such certification indicates that a building and its interior spaces were designed with the use of sustainable concepts In the design industry, the fastest-growing segment is the incorporation of sustainable or “green” interior design. From the use of rain water collection to supplement waste water needs, to using sustainable materials such as bamboo, innovation is high when it comes to designing a sustainable space.

Q

How would you define good interior design?

Good interior design is the result of a multifaceted profession in which creative and technical solutions are applied within a structure to achieve a built interior environment. To be considered good interior design, these solutions must be functional, enhance the quality of life and culture of the occupants, and be aesthetically attractive.

Good interior design must adhere to code and regulatory requirements and encourage the principles of environmental sustainability.

A good interior design process must follow a systematic and coordinated methodology, including research, analysis and integration of knowledge into the creative process, whereby the needs and resources of the client are satisfied to produce an interior space that fulfills the project goals.

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Lobby Area

Can you highlight an interior design project that incorporated sustainability?

Schwerdt Contract Interiors teamed with Schwerdt Design Group and HOK â&#x20AC;&#x201C; St. Louis on the design of the new headquarters for the Federal Home Loan Bank of Topeka (FHLBank), which will accommodate approximately 250 employees.

The design for the anticipated LEED Gold certified building is expected to reduce its energy use by 65 percent compared to a conventional design. Sustainable strategies include the use of a closed-loop, geothermal groundcoupled heat exchanger as the buildingâ&#x20AC;&#x2122;s heat source, a highly efficient variable refrigerant flow system, and a dedicated outdoor air system with heat recovery and photovoltaic solar panels.

From a sustainable material perspective, the building is clad in local limestone from Onaga, Kansas and features a protective overhanging roof and large windows that offer panoramic views of the city and landscape.

Sustainable interior finishes and materials are incorporated throughout the new building. TK

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Atrium Stairway

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Photo Submitted

Q

Photo Submitted

These two renderings show how the interior of the Federal Home Loan Bank of Topeka will look when completed with sustainable finishes and materials.

Among Fortune magazine’s “World’s Most Admired Companies,”

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(785) 272-2252 SUMMER 2017

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LANDSCAPE YOUR BRAND

Blain Bertrand Photo Submitted

TOPEKA LANDSCAPE

T

HE LOOK AND STATE of your company’s grounds tell clients and employees a lot about how things are run on the inside.

Your outdoor space is the first and last thing people see when they visit your business, so make sure it’s a good representation of what goes on inside your company. The landscaping outside of your office is an extension of your brand.

Every commercial landscape should start with a design that ties into the brand. Take an engineering firm, for example. The engineering industry is defined by innovation as it intertwines science and art to create functional space and infrastructure.

The landscape should also speak to these same traits by utilizing a combination of colors, shapes and structures that enhance this image.

3 THINGS TO KNOW

when it comes to your location's appearance.

1

Your Property is Part of Your Brand

2

Reflect Your Company Values

3

Maintain a Year-Round Landscape Plan

Vibrant, bold, well-kept properties with curb appeal draw in clients. It’s also a way for your business to differentiate from the competition. At the simplest level, your landscape reflects the attention to detail that you provide your clients. Is your lawn weed free, your shrubs neatly pruned, beds properly edged, and hard surfaces swept and cleared of trash? If the landscape surrounding your building is a tired mess of overgrown plants and weedy turf, visitors could take that as a warning sign of what to expect from your business.

Use sustainable landscaping practices to show your clients, employees and guests that you are environmentally responsible. Depending on your space, incorporate landscape amenities such as walkways and benches to make your outdoor areas inviting.

People tend to think about landscaping in the spring and summer when plants are blooming and the grass is green. However, during the fall and winter months, your landscape should still provide a positive reflection of your company. Work with landscape designers to create spaces with year-round appeal, and be sure to schedule regular maintenance to keep your beds in top condition.

Photo Submitted

You have spent time and money developing logos, color palettes and a specific set of brand standards because you know a consistent image matters. But have you considered the role that landscaping plays in brand identity?

Blain Bertrand is a co-owner and landscape designer at Topeka Landscape.

COMMERCIAL LANDSCAPING 40

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THE FOUNTAIN OF YOUTH

In Search of

THE FOUNTAIN OF YOUTH “Life would be infinitely happier if we could be born at the age of 80 and gradually approach 18.”

—Mark Twain

By JAMIE SLACK

Photos by RACHEL LOCK

T

HE BUSINESS OF rediscovering youth has been growing steadily over the years, not only in the entire country, but also in our community.

Many area physicians, aestheticians and alternative medicine experts are joining this booming industry and bringing anti-aging services to people who are seeking self-improvement and ways to feel and look better.

The beauty industry all over the world has changed exponentially. Women have always taken the lead when it comes to beauty standards, but now men are becoming an added demographic in fighting the clock. To capitalize on this trend, plastic surgery clinics, medical spas and therapeutic treatment facilities have been popping up in Topeka at a steady pace over the last 10 years.

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Alex Heeren, APRN-C

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Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH

Dr. Michael Gross, a physician at KMC Plastic Surgery, says he is seeing an uptick in cosmetic surgery procedure requests among all age groups.

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GOING UNDER THE SCALPEL Plastic surgery has been the foremost industry leader for treatments providing lasting physical change. While many of the services plastic surgeons provide have been around for years, technology has made many of those procedures cheaper and less invasive.

Nearly 1.8 million surgical cosmetic procedures and about 15.5 million minimally invasive ones were performed in the U.S. last year, according to an American Society of Plastic Surgeons survey. The report showed that most Americans are going under the knife to either eliminate fat, contour their bodies or change their faces.

There has always been this idea that if we want some type of specialty service, whatever that service may be, we must travel outside of the Topeka community to reach it. With improvements in medical technology and the growth of our own medical community, getting the work you want done on your body is possible without leaving town. When it comes to plastic surgery, Topeka has several physicians that offer all of the same services as specialists in larger markets.

KMC Plastic Surgery, which has locations in Topeka, Lawrence and Manhattan, has a team of highly qualified specialists who perform reconstructive surgery, as well as plastic surgery. Dr. Michael Gross and Dr. Carla Skytta divide their time between the three locations. Dr. Gross said he has noticed the uptick in clients seeking a variety of cosmetic procedures.

Photo by RACHEL LOCK PHOTOGRAPHY Photo by RACHEL LOCK PHOTOGRAPHY

“I see a variety of patients from many age groups, getting invasive and non-invasive procedures,” Dr. Gross said. “We do plastic surgery, liposuction, all the way down to fillers.”

Plastic surgery options range from tummy tucks and breast augmentation to rhinoplasties and deep chemical peels.

Dr. Marc Baraban, a surgeon with Cotton O'Neil Plastic Surgery & Reconstructive Surgery, also offers many of these types of more invasive cosmetic procedures. Dr. Baraban said his clinic is seeing an increase in the demand for less invasive treatments that are meant to keep up with age, rather than reverse it. He said each procedure creates a trajectory for overall health and wellness—small changes that bring about larger results.

Members of the millennial generation are taking much more of an active role in how they are aging, and are driving the health and beauty industry in Topeka. They are also much more knowledgeable about what they want. Dr. Baraban said his younger patients prefer the more minor procedures.

“Probably 20 or 25 years ago it was mostly older people,” Dr. Baraban said. “But today, they’re [millenials] making less invasive moves for a more youthful look and aiming to be more preventive with their choices.”

Dr. Marc Baraban, a surgeon with Cotton O'Neil Plastic Surgery & Reconstructive Surgery, has noticed members of the millennial generation are taking a much more active role in how they are aging.

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Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH

Dr. Matthew Ricks of Ricks Advanced Dermatology & Skin Surgery recently added Radiance Medical Spa to offer minimally invasive cosmetic procedures.

MINIMALLY INVASIVE APPROACH This increased demand by consumers of all ages for more minimally invasive cosmetic procedures has facilitated the rise of the medical spa industry as a subset of the plastic surgery industry. Medical spas help clients achieve desired results through a more methodological approach. Consumers are eager to try new treatments that aren’t quite as invasive, or expensive.

The industry has experienced explosive growth nationwide. In 2013, it was a $1.9 billion industry, according to a study by Marketdata Enterprises, Inc. It is projected to grow 18 percent each year, and sales are expected to hit $3.6 billion in 2017.

Topeka is no exception. Consumers have an increasing number of medical spas to choose from where they can get Botox, fillers, chemical peels, tattoo removal, micropigmentation (permanent make-up), or varicose vein treatment, among other treatments. While many of these are standalone clinics, some medical offices such as KMC Dermatology & Medspa and Ricks Advanced Dermatology & Skin Surgery now offer a medical spa in addition to their other services.

Ricks Advanced Dermatology provides basic dermatological services and skin surgery, but has now added Radiance Medical Spa to offer consumers the latest in minimally invasive cosmetic procedures.

“I wanted to get into the medical spa,” Dr. Matthew Ricks said. “But I wasn’t expecting to make such a big leap.”

Dr. Ricks has worked with a large hospital in the area for many years, but decided now was the time to expand his own practice and provide services that patients are demanding. As is customary at most medical spas, the services offered at Radiance are performed by nurses and aestheticians. Dr. Ricks is available to help address the needs of each patient and match them up to services that will suit their individual needs.

The medical spa has only been open a short time, but Dr. Ricks said business is growing steadily.

“We get a lot of word-of-mouth referrals and we’ve had a few open houses to get more information to the community,” Dr. Ricks said.

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Dr. Doug Frye, offers regenerative orthopedics and Dr. Mark Penn practices chiropractic treatments to help people in pain.

Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH INCREASED MOBILITY As people age, persistent pain can be a common problem that may keep them from living a full life. Doctors at the Center for Manual Medicine are working with new techniques to improve motion and foster the ability to resume normal activity.

Studies show that a multifaceted combined approach to pain management leads to patients faring much better.

“Spinal manipulation is in the mix and it works well in combination with therapy and regenerative orthopedics,” said Dr. Mark Penn, a chiropractor and rehabilitation specialist at the Center for Manual Medicine.

These methods, according to Dr. Penn, when done together, will lead to patients who are happier and will feel better longer. In addition to offering traditional chiropractic services, doctors at the Center for Manual Medicine are using more cutting edge technology.

Dr. Doug Frye, a musculoskeletal specialist, offers regenerative orthopedics, or regenerative injections.

Stem cells are harvested from fat tissue or bone marrow and then injected into the affected area to help joints, tendons and ligaments heal. Dr. Frye said that the healing cells, like platelets, work at healing the area that is causing pain.

“I’ve been doing it for 15 years now,” Dr. Frye said.

“With the injection, you’re trying to create an inflammatory response.”

By adding new treatment options and educating patients about regenerative medicine, the Center for Manual Medicine has seen an increase in patients seeking this new treatment. The clinic recently underwent renovation and expanded to have more rehabilitation rooms and therapy rooms.

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Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH

Dr. Ekwensi Griffith, DO and Jami Potter of New Health and Anti-Aging Clinic help patients get back to feeling youthful and energetic through alternative ways of losing weight.

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WEIGHT MANAGEMENT Another key area of health and wellness that people are increasingly concerned with is weight management.

Marketdata forecasts that medical weight loss programs in the U.S. will see a 5.6 percent average annual growth in the next few years, to a value of $9.6 billion by 2019. Medical weight loss programs contributing to the large monetary growth consist of: bariatric surgery, prescription antiobesity drugs, bariatricians’ programs, very low calorie diets (VLCDs), and programs provided by hospitals, clinics and independent physicians.

This growing health and beauty sub-industry is also beginning to take the lead in our community. New Health and Anti-Aging Clinic in Topeka has services to engage clients and provide alternative ways of losing weight.

“Every day we are presented with patients that want to invest in themselves, and we tell them it’s the biggest and best investment they can make,” said Angela Griffith, clinic operations manager.

“Getting patients back to feeling youthful and energetic again is a passion of ours. We take pride in listening to our patients, how they truly feel and providing them with tools that can help them regain their self-confidence.”

One weight loss method the clinic offers is Chorionic Gonadotropin Diet, or HCG. This diet restricts participants to limited calories per day in combination with doses of the HCG hormone, which can be done with injections or in a pill form that will take either 23, 33 or 43 days to complete. Proponents of this diet claim it suppresses appetite and allows participants to maintain muscle while losing weight.

For those who don’t want to go through a restricted calorie diet, or who have dieted but still see areas that just won’t shrink, New Health also offer CoolSculpting. This FDA approved procedure uses controlled cooling to target areas of fat that are resistant to diet and exercise, promising quicker results for a slimmer contour.

Griffith said the staff at New Health and Anti-Aging Clinic understands that not every diet or procedure is right for every patient. Patients interested in weight loss or hormone therapy can discuss the pros and cons of each option and make the decision that is right for them. This growing market segment, along with the demand for its medispa services, has spurred New Health to expand into locations in Manhattan and Lenexa.

Photo by RACHEL LOCK PHOTOGRAPHY Photo by RACHEL LOCK PHOTOGRAPHY

ALTERNATIVE TREATMENT Alternative medicine is big business in the U.S. In a 2016 report by the National Center for Complementary and Integrative Health and the Centers for Disease Control and Prevention it was found that 59 million Americans sought out some type of alternative therapy. That includes treatments such as homeopathy and acupuncture as well as supplements, yoga and meditation.

Acupuncture is one of the oldest forms of medicine, although it has become increasingly popular in the last 20-30 years. Each part of the body is connected to another part, and acupuncturists claim to be able to cure or lessen ailments targeting one area with treatments that involve another area, thereby achieving a more balanced body.

Acupuncturist Doug Petrie of Acupuncture Works, Inc. said that as people are looking for more natural ways of achieving happiness and finding ways to feel younger and be more active, his business has taken off.

According to Petrie, acupuncture can be used to treat a variety of issues all over the body. It can even be used on the face to relieve muscle tension, which causes more creases.

“It’s to promote circulation, that’s what acupuncture is all about,” Petrie said.

Petrie offers treatments besides acupuncture, as well— even treatments popularized by famous athletes. With the Summer Olympics in Rio Di Janeiro this past summer, Michael Phelps brought “cupping” to the main stage. Petrie uses this practice to help bring blood to the skin’s surface, which treats muscle aches and tension but can also help athletes prepare for a match.

Acupuncture, as well as cupping, can be used in a multitude of ways; therefore, Petrie works to select the method that is most beneficial for each client.

Acupunturist Doug Petrie of Acupuncture Works, Inc. explains that acupuncture is all about promoting circulation.

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Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH

Heather Keener of CroyX explains how cryotherapy is a non-traditional way to provide relief from chronic pain and inflammation as well as other health benefits including the look and feel of the skin.

A CHILLY ALTERNATIVE Pain management can be handled in a variety of ways, but many people are looking for fixes that veer off the path of traditional remedies. CryoX, which opened last October, provides a different and somewhat chilly way of bringing relief.

“It tricks your body to think that it’s freezing to death,” said owner Eric Buckman. “It takes the blood from your extremities and sends it to your core. This helps to flush out toxins.”

Cryotherapy has been used medically for years in Europe as a treatment for pain. It uses freezing temperatures in a chamber to deaden inflamed joints as well as provide dermatological relief.

Similarly, athletes have been using ice as therapy for years. However, with CryoX, people don’t have to sit in the ice. A mere 3-minutes in a CryoX session yields the same effect as traditional ice baths.

When Buckman, who is a corporate banker in Topeka, met Heather Keener, she was experiencing severe chronic pain issues that took her to the Mayo Clinic for treatment. She thought there had to be a better way to manage pain, and that’s when she discovered Cryotherapy. As time passed, she found that not only was cryotherapy helping to manage her pain, but it also provided other health benefits. That’s when Keener and Buckman teamed-up to share this new therapy with Topeka.

Keener says cryotherapy has also been proven to help with the look and feel of the skin. CryoX has two cryotherapy chambers and a machine that also does cryotherapy facials. “[The machine] shoots out cold air that smooths and tightens the skin on your face; it’s refreshing,” Keener said.

Aside from the rejuvenating feeling it provides, freezing therapy also helps reset the body. According to Keener, if cryotherapy is used regularly, it can have longterm effects. Cryotherapy at CryoX isn’t just for pain; it helps with inflammation, stress and the look and feel of skin.

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Photo by RACHEL LOCK PHOTOGRAPHY

Photo by RACHEL LOCK PHOTOGRAPHY

THE FOUNTAIN OF YOUTH

Casey Campbell, owner of Midwest Float, says the purpose of floating is to have “me time” to alleviate the adverse affects of stress.

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FLOAT AWAY STRESS A new alternative treatment for stress has found its way to Topeka—sensory deprivation. Sensory deprivation treatment sounds like something straight out of a science fiction movie—actually, it maybe have been. In the wildly popular Netflix show Stranger Things, the main character transcends dimensions through an odd water treatment, eerily similar to the one offered by Midwest Float.

Midwest Float opened its doors earlier this year, allowing clients to float away their stress in sensory deprivation capsules.

Casey Campbell, owner of Midwest Float, said he found a need for area residents to decompress from the complexities of life.

“The purpose of floating is to have ‘me time’—just you and your thoughts,” Campbell said.

According to Campbell, floating can help with cortisone levels and alleviate symptoms of pain and even Fibromyalgia. A UV sanitation light and filtration system are used to keep the float pod clean and ready for the next guest.

“Floaters,” as patients are nicknamed, will find themselves immersed in 93.5 degree water, where they won’t be able to tell where their body ends and the water begins. This absence of senses allows clients to fully relax. Near the changing room, clients may write down the cause of their stress on a white wall—another way of letting that stress go.

Campbell, who also had difficulty sleeping, found that floating helped him with anxiety and depression.

“It was hard to turn off my mind,” Campbell said.

“Everyone is different, but for me and the people that come here, we love it.”

The search for that elusive “Fountain of Youth” keeps us focused on the future and the desire to look and feel our best. Although the actual fountain has never been discovered, aging gracefully in Topeka is definitely a possibility now with many options available to those who seek it.

TK

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D O O F T L U C

By TRICIA PETERSON

Local chef and food blogger, checks out restaurants with a cult-like following.

Food that is to die for, regulars who swear by the menu and family-owned atmospheres are just the beginning when it comes to restaurants with cult followings. “Maybe you don’t like it, but I do,” is the basic mentality of the folks who frequent these establishments. Most of these places have been around a lifetime, and generations of Topekans have kept them alive. Topeka has several restaurants with an almost religious, or cult-like following, so to speak.

You’ll find the following eating establishments might just convert you too.

All of the restaurants on this list have something about them that keeps people coming back. Sometimes people can point to a particular menu item or an aspect of the place that draws them in, but many, can’t explain the pull. It is just part of who they are—something they do instinctively.

Taco Villa PG.

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Porubsky’s PG.

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North Star Steakhouse PG.

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Bradley’s Corner Cafe PG.

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The Pad PG.

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CULT FOOD

Photo by BRADEN DIMICK

TACO VILLA

A

S SOMEONE WHO frequented Taco Villa as a child, I can attest that it is the same as it was back then and will probably remain the same for years to come. That familiarity is all part of the appeal. You can come back after years and know it will be just like you left it: the food, the atmosphere and the people.

Gary Stickley’s family has owned Taco Villa since 1973, when his mother and father opened it. He worked there on and off since the beginning and then took it over, when his father retired.

“We’ve always had a lot of regulars.

I keep the food the same as it’s always been so that if you ate here in ‘73 and

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you come back on summer vacation and you eat here now, we have the same menu and same food that we always have had,” Stickley said. “I’m really lucky because we have grandparents, greatgrandparents and their kids and the kids they’ve had [eating here today].”

Taco Villa is located on 21st Street off the corner of Fairlawn, nestled on the back corner of The Toy Store and within walking distance from Topeka West High School.

It’s like a hidden gem. When you walk in, it takes a second for your eyes to adjust to the darkness. The smell of warm corn tortilla shells—my favorite part—welcomes you. When you get up to the counter you can see the heads of the cooks as they prepare the food, and there is always a cashier who greets you kindly. Greg is usually nearby, making sure the restaurant is running smoothly and talking to regulars, keeping their welcoming reputation alive.

“We have good food, good service, reasonable prices and it’s kind of a people place in here,” Stickley said. “We enjoy our customers, we know everybody. We know who you are, where you work and that just happens over the years. You just get to know so many people.”

Not everyone loves Taco Villa, but that’s part of its appeal. The fact that some people would almost die trying to convince you that this is the best place to eat in town is what gives it a cult following.

Everyone who loves Taco Villa will rave about its fried flour shell that is topped with meat and cheese sauces. It’s a basic menu item, but because it has been made the same way for generations, the “Thing” is almost like a drug people swear by.

CULT FOOD

PORUBSKY’S

Photo by BRADEN DIMICK

P

ORUBSKY’S HAS BEEN a staple to generations of Topekans since it opened in 1947. Its location was prime real estate before the flood of 1951 because it was right down the street from the only bridge that crossed into the Oakland neighborhood. That neighborhood, down by the railroad tracks, west of the river, was home to a group of immigrants who were thought to be Russian but, in reality, were German. The confusion comes from the fact that the immigrant families had lived in Russia for a time before they traveled to Kansas, so the name of the area was misnamed “Little Russia.” The Porubsky family is one of the original German families who still live in the area today.

Most people in Topeka love Porubsky’s for its signature chili and hot pickles. The chili is only served starting the Tuesday after Labor Day to the last Thursday in April. So some people will only come in during the winter months because they want the chili and nothing else. Even during snowstorms and bad weather, people still show up for chili to go. Porubsky’s sells around 50 gallons of chili a day, during chili season.

Cecilia Porubsky can be found behind the counter, serving up beer

and lunch on any given day. She’s the granddaughter of the original owners who had to rebuild after the flood.

Porubsky’s started out as a neighborhood grocery store with a tavern on the side.

“We have a lot of people come in here with memories. A lot of them will come in here and say, ‘Where’s all the penny candy, you used to have penny candy,’ and I have to tell them we don’t have that anymore,” Porubsky said.

Porubsky says that the store has been the same since she can remember.

People like to return to places where they not only know what to expect, but that also brings back nostalgic memories.

Jennifer Goetz loves Porubsky’s.

Although she didn’t grow up as a regular, she has been converted into one. Goetz says that before she ever went there she would drive by and look at it and think

to herself that there couldn’t possibly be a restaurant in that little building. Then one day, her friend told her about the chili and the hot pickles and that she just had to try it with him sometime.

After that first visit, she was immediately hooked.

“I love that upon walking in, there were attorneys there, there were judges there, there were sinners there, saints there, you know, everybody was there,” Goetz said. “Some of them were having huge philosophical discussions, others were talking about their cases. Then there’s a guy at the bar who’s a pipe fitter, and another guy at the bar who’s 78 and it’s Wednesday so this is what he does.”

Porubsky’s can be addictive and it might just convert you, too.

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Photo by BRADEN DIMICK

NORTH STAR STEAKHOUSE

O

NE OF THE LAST bootlegging establishments in Kansas, North Star Steakhouse, has been in Topeka since 1942. Even then, legislators and lawmakers from the state capital would frequent the steakhouse, and not just for the tasty food. A lot of the appeal back then was the fact that the owner was bootlegging—everyone knew it but did nothing about it.

Sitting in a booth, is like being transported back in time because of the mini jukeboxes with oldies tunes and dim lighting. The menu is the same as it

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was in 1942 and the service is personable and quick.

Jeffrey Schell, co-owner of North Star, says that many of their “cult” followers mention past servers David Benson, Charles Johnson and Bill Mitchell who were well-known for waiting on large groups and not writing down any orders, but getting them right every time. He says that almost daily people mention these long-time employees who kept regulars coming back. Head Cook David Childs has worked at North Star since 1979.

While catfish, shrimp and a baked potato have found their way onto the

TK Business Magazine

menu, the primary dish that customers come for, the steaks, have remained the same. The building is much the same as well, even after the flood in 1951. The only major change occurred in 1972 when they added a lounge area where people can have drinks or appetizers.

“We keep it simple and we figure we do it right and people keep coming back,” Schell said.

“It’s my job to throw a party every night, and we’re going to have a good time and treat you right.”

Schell said there are generations of families who frequently come to the steakhouse to eat dinner. He remembers them from years ago when he just worked for North Star and didn’t own it yet.

Jenny Torrence, small business owner in Topeka, has been going to the North Star since she was a child. She says she can’t remember the last birthday she or someone in her family has had that they didn’t eat at North Star.

“It’s tradition. It’s fun because you get a steak on your birthday every year,” Torrence said. “Also, [I love] that it’s unique, the food’s amazing and they always know who you are.”

This is one tradition Torrence plans to continue.

“It’s off the beaten path. It’s like a little secret,” Torrence said. “To me, it’s just a part of my life. I don’t know life without North Star.”

}

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BRADLEY’S CORNER CAFÉ

I

N THE HEART of the North Topeka Arts District lies one of the original restaurants in that area.

Only open since 2005, Bradley's Corner Café has quickly accumulated a cult-like following, and is especially known for its made-from-scratch pies.

Bradley Jennings got his start in the restaurant business at a young age and made a name for himself by owning restaurant spots around town before opening up the café in North Topeka.

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He owned Brad’s Country Restaurant at SW 10th and Fairlawn for about 10 years. He also owned the Crow’s Nest at Lake Perry before losing everything when a flood ruined the building. After an eight-year break from the restaurant business, he decided to open Bradley’s Corner Café in NOTO, which wasn’t as nice of an area as it is today.

“When I first moved down here, I knew I could do it, but this area was

TK Business Magazine

really, really rough and there were shootings and stabbings and police cars down here constantly,” Jennings said. “When NOTO started moving in here, the neighborhood got cleaned up and you don’t see the police like you used to.”

Even though it was a rough start, Jennings says his former staff came to work with him at the café.

He even saw a lot of his same customers coming in to eat once they heard of his new location. They didn’t seem to care about the neighborhood; they just wanted great food that Bradley served.

I first ate at Bradley’s Corner Café about 10 years ago. The only thing that has changed since that time is the neighborhood. My friend and Topeka native, Daniel King, took me there. He lived nearby so he would walk to Bradley's for breakfast or dinner and was always raving about the food and the pie.

“They knew what I wanted. I’d just walk in and they would bring my food out. I wouldn’t even have to say anything,” King said.

As a member of Bradley’s “cult” following, I find myself partial to his pies and his breakfast. He makes everything from scratch, including his puddings and crusts.

}

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THE PAD

S

INCE 1961, the best place in town to get a breaded pork tender sandwich has been The Pad on old Topeka Boulevard, north of the bridge. It’s easily identifiable by the rocket ship sign out front—a sign that the original owner placed there. In 1961, the space program and NASA became popular, so the first owner thought that the space-themed sign would get people to come through the doors. The sign

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worked, but it was the food that kept them coming back.

Troy Mentzer’s father opened The Pad more than 50 years ago, and now, Troy runs it with his family. Mentzer says the only thing that’s changed over the years is expanded seating in the dining area and the addition of a salad bar. Even the cooks in the back have worked there for 15 years or more, so they know how to make the food “The Pad way.”

TK Business Magazine

Mentzer loves Topeka and feels like it’s the people who have kept The Pad alive and running all these years.

He says that if he keeps his customers happy, they keep coming back.

“We are in the community and we give them good service. We truly love Topeka and this community,” Mentzer said. “Topeka is really loyal, but above all, if your food isn’t any good, they aren’t going to come back.”

Joe Myer, a Topeka native, says The Pad was one of his favorite hangouts during his high school years.

He says he has sworn by the food since he was a teenager and now it is just what he does, no questions asked.

“Back in the 70s, everybody at Seaman High School went to The Pad. That’s where you’d go, even though there was a Burger King nearby. You didn’t go there because you couldn’t sit in your car,” Myer said. “That’s back when there wasn’t any indoor seating at all.”

Myer remembers ordering curly fries and breaded pork tender sandwiches and hanging out after school or before parties on weekends. He said that a lot of the Seaman kids would work at The Pad. It was just the place to be, whether you were working or just hanging out with friends.

“I still go get the pork tenders and onion rings,” Myer said. “A lot of times you don’t make a plan to go, you just end up there.”

TK

E xperience the Tradition

TO

.

P E K A C.C

The Topeka Country Club

EST. 1905

membership - golf - tennis - swim - dining

The Topeka Country Club is in the midst of multi-million dollar clubhouse expansion and renovation. Soon, members of all ages will enjoy spectacular new amenities, including: • • •

Now Offerin

g

Dining Membe rships

A state-of-the-art fitness center with group exercise classrooms A beautiful resort-style pool complex complete with a kids splash pad, a zero edge entry main pool, a lap pool, pool-side pavilion/stage and patio cabanas Plus, new indoor and outdoor dining options for both casual and elegant gatherings

These new amenities are in addition to The Topeka Country Club’s award-winning 18-hole golf course, impressive seven-court indoor/outdoor tennis facility and exciting social calendar.

Multiple membership options are available to fit your busy lifestyle. Learn more by visiting www.topekacc.org!

www. topekacc .org

SUMMER 2017 for TK Business Magazine Contact Gina Patterson at (785) 354-8561 or gpatterson@topekacc.org more information.

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YOUR BRAND’S STORY

Caleb Asher Photo Submitted

SPROUT COMMUNICATIONS

You’ve Got to Tell ‘Em to Sell ‘Em

I

COME FROM A LONG LINE of story tellers. Family gatherings are never dull, and stories often get retold with the same enthusiasm as if it’s for the first time. It’s entertaining, it’s relatable and it keeps us connected. These are some of the same reasons it’s important for every brand to have a story.

When asked how I got into marketing, I like to tell the following story: As a child, my brother and I would set up a booth in front of my parents’ business and sell cheap toys and food during our town’s annual flea market. Across from our space, our grandpa would begin engaging the crowd by yelling, “popcorn, get your popcorn,” or “stop and take a look at what these boys have for ya.” After creating what we thought was a scene, he’d come over and tell us, “c’mon boys let them know what you have, you have to tell ‘em to sell ‘em!”

It took years for me to fully understand how important this simple principle is, but it’s actually the heart of marketing! If we don’t tell our customers what we have, then

why would they ever stop to take a look. More importantly, my grandpa knew how to connect with people. He knew how to engage them. He knew how to relate to them.

Storytelling is key to connecting, engaging and relating to your customers.

Your stories speak to your passions and are key to establishing and strengthening relationships.

They are the heart and soul of your brand.

It doesn’t matter if you are a start-up or a wellestablished company; a good story lends a big voice to any organization. Whether creating an infographic, writing a social media post, or producing a video, you must capture an audience’s attention.

Caleb Asher is president and CEO of Sprout Communications and serves as a marketing consultant with Washburn University Kansas Small Business Development Center.

A FEW TIPS

on how to tell ‘em to sell ‘em CONNECT—If you’re not connecting with your customers, someone else will.

Storytelling is much more than what you say. It’s all about how you say it. Be interesting. Be captivating. Be authentic.

ENGAGE—There are many opportunities to engage customers today. Empower them with the tools to tell your brand story to others. Then listen. Understand what they are saying, and why. Use this feedback to strengthen your brand and develop even stronger connections.

RELATE—Brand loyalty depends on developing strong relationships.

Storytelling not only brings people together, but keeps them engaged. It doesn’t matter where in the world you’re from, or how big–or small–your budget is, strengthening relationships is the key to customer loyalty, closing the deal and creating brand ambassadors.

DON’T OVERTHINK IT—Storytelling is something we do naturally. It doesn’t have to be perfect. In fact, some vulnerability makes you even more relatable. It’s important to be confident in your successes, but it’s equally important to share what you learned from hurdles along the way.

MARKETING

Getty Image

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COMMUNITY “At CoreFirst you’ll be working with a team of experts including attorneys, trusted advisors, investment representatives and personal bankers.

We’re comprehensive, we’re part of the community and we strive to find the best financial solutions for our neighbors.”

Investments are: • Not FDIC insured • May lose value • Not financial institution guaranteed • Not a deposit • Not insured by any federal government agency

Ryan Hellmer Assistant Vice President & Trust Officer

Trust & Investment Services 785.267.8402 • CoreFirstBank.com

Wfor orking Kansas Beginning in July 1942, when we provided coverage to our first eight members, our goal has always been to offer access to a better quality of life – for our members and all Kansans.

We’re committed to providing a wide choice of benefit plans, tailored to our members’ changing needs. We offer programs to promote everyday health and wellness. Our leadership and employees play an active role in the betterment of the communities we serve.

For 75 years – we are Kansans serving Kansans.

bcbsks.com bcbsks.com

M.1704 An independent licensee of the Blue Cross Blue Shield Association

SUMMER 2017

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CITY PLANNING INSIGHTS

PLANNING

Annie Driver Planner II 785-368-3728 adriver@topeka.org

the

INTERSECTION:

First point of contact for any commercial building permits, schedules pre-applications meetings with the team, and follows-up on questions prior to submittal of an application.

PLANNING

Richard Faulkner Division Director of Development Services 785-368-3728 adriver@topeka.org

BUSINESS & GOVERNMENT In an effort to help you navigate the waters of starting a business in Topeka, we wanted to put together a list of Whoâ&#x20AC;&#x2122;s Who in the City of Topeka's permitting process.

Oversees permits, license and inspections, and is part of the pre-application process.

PLANNING

Bill Fiander Planning Director 785-368-3728 bfiander@topeka.org Problem solver.

PLANNING

Mike Hall

By ALY VAN DYKE

Former Director of Media Relations City of Topeka

Current Planning Manager 785-368-3728 mghall@topeka.org Manages zoning and subdivision review processes and coordinates with city departments and owners and their representatives to solve problems.

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“When there is teamwork and collaboration, great things can be achieved.”

—Jennifer Harrell Project Manager, City of Topeka

PLANNING

FIRE

PUBLIC WORKS

Architect, Special Projects and Permit Section Manager 785-368-3704 fhug@topeka.org

Fire Marshall 785-368-4130 mgmartin@topeka.org

City Traffic Engineer 785-368-3842 tcoder@topeka.org

Provides guidance on how to make plans to develop, redevelop or build a new structure–no matter how big or small the project is.

Supervises the Fire Inspection Unit.

Performs traffic reviews.

PLANNING

FIRE

PUBLIC WORKS

Manager of Field Services 785-368-3905 dlundry@topeka.org

Inspector III 785-368-4143 tcrodman@topeka.org

Project Manager 785-368-3842 jharrell@topeka.org

Supervises inspectors in Development Services.

Reviews new building/business permits, reviews and tests fire alarms and sprinkler systems, and conducts annual and final inspections.

Reviews and provides guidance on development projects regarding stormwater runoff.

FIRE

FIRE

PUBLIC WORKS

Inspector III 785-368-4142 abermudez@topeka.org

Inspector 785-368-4145 djsmith@topeka.org

Assistant City Engineer 785-368-3842 jhunt@topeka.org

Reviews, inspects and approves permits.

Reviews new building/business permits, reviews and tests fire alarms and sprinkler systems and conducts annual and final inspections.

Advises applicants on City water, sewer and street engineering requirements. Also the point person for helping applicants create benefit districts for utilities.

FIRE

WATER POLLUTION CONTROL

Inspector III 785-368-4144 mkconway@topeka.org

Stormwater Engineer 785-368-4255 stmiller@topeka.org

Reviews new building/business permits, reviews and tests fire alarms and sprinkler systems, and conducts annual and final inspections.

Performs stormwater quality reviews.

Fran Hug

Dave Lundry

Amy Bermudez

Michelle Conway

Michael Martin

Terry Coder

Thomas Rodman

Jennifer Harrell

Dylan Smith

Jeff Hunt

Stephen Miller

the

INTERSECTION:

BUSINESS & GOVERNMENT

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MINIMIZE SHOPLIFTING

Herman T. Jones Photo Submitted

SHAWNEE COUNTY SHERIFF

Loss prevention is not just a state of mind but an action toward a successful retail business.

Shoplifting-prevention techniques include steps and measures like the ones listed in the highlighted boxes.

L

• Stay alert at all times.

• Greet customers as soon as they come into the store. Shoplifters are known to avoid stores with attentive salespeople.

OSS PREVENTION EXPERTS agree that a crucial way to prevent shoplifting is to have well-trained and alert employees who know how to spot a potential shoplifter.

Creating policies and training staff to safeguard your business from potential shoplifting will save you in the long run. Feel free to contact your local law enforcement agency for further suggestions and evaluations of your business. Your success is a law enforcement and community success. Stay safe.

• Encourage employees to walk around the store and down aisles, particularly along the walls instead of just down the center.

• Keep commonly stolen items in plain view to discourage shoplifters.

Place items that are often targeted in an area in the front of the store, near the cash register or another highly visible area.

• Install security cameras throughout the store, convex mirrors in corners and anti-theft tags on merchandise.

• Lock dressing rooms, limit number of garments allowed and require customers to see a salesperson before using the room.

• Keep your merchandise organized and well placed so that you can identify whether something is missing.

• Identify common shoplifting methods and traits. The most common places where items can be quickly concealed include clothing, handbags, strollers and umbrellas.

• Display signs that “Shoplifters will be prosecuted.”

• Draft a shoplifting policy, post it and enforce it.

SHOPLIFTING accounts for Herman T. Jones is currently serving his second term as Sheriff of Shawnee County.

38%

of retail inventory loss

Source: National Retail Federation and the University of Florida, 2015

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Employees need to watch for customers who:

When shoplifting is suspected, it’s crucial for your employees to know how to handle incidents:

Your store design can minimize opportunities for shoplifters to steal:

• Avoid eye contact and/or appear nervous.

• Give the person a chance to pay for the item they “forgot” to pay for by asking, “Are you ready to pay for that?” or “Can I ring you up?”

• Place your checkout so that customers must pass it while exiting. Given that most consumers turn right upon entering, having it prominent at the left-hand side would be ideal. Also make sure to never leave your register unlocked or unattended.

• Wander the store without buying.

• Leave the store and return repeatedly.

• Linger in a location that employees have a hard time monitoring.

• Constantly keep an eye on store employees and other customers.

• Do not accuse someone whom you suspect of shoplifting, unless you are sure.

• Never directly confront anyone of stealing (call security instead).

• Never try to physically stop a shoplifter, but summon security or law enforcement personnel.

• Keep your fixtures and displays low for increased visibility.

• Keep small or expensive items in locked cabinets.

TK

KMC Dermatology and Dr. Skytta

Welcome

Michael P. Gross, MD

Michael P. Gross, MD Carla Skytta, DO Dr. Gross is board certified in Plastic and Reconstructive Surgery and has been performing reconstructive and aesthetic procedures of the face, breasts, and body for more than 20 years.

Be Your Best You...

Beyond the Surface

6001 SW 6th Ave., Ste. 310, Topeka 785-246-5192| KMCPlasticSurgery.com

SUMMER 2017

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By DR. DAVID PRICE

The Relationship between

CREATIVITY

Three inter-related concepts that each business owner should know and use PART 2 of a 4-Part Series on Entrepreneurship

INNOVATION

INNOVATION

ENTREPRENEURSHIP

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In the last edition of TK Business Magazine, I discussed creativity and its relationship with innovation and entrepreneurship, and the differences between these concepts.

However, creativity is just the beginning. Creativity is the fuel to ignite new ideas and new ways of thinking. But the real question is whether these new ideas matter to customers. This is where creative ideas can transform into a true innovation.

WHY IS INNOVATION IMPORTANT? In a McKinsey survey of hundreds of CEOs, innovation was rated among the top five areas that will increase in importance in the next five years. Finding employees who embrace creativity and innovation was also one of the top five challenges, suggesting it is a quality that has been deficient in the workforce.

A survey from PwC Global found that 84 percent of executives say innovation is extremely important to their companyâ&#x20AC;&#x2122;s growth strategy, but only 6 percent are happy with their innovation performance. The United States has long been considered the world leader in innovation, yet we have seen a reduction in this global dominance. For the first time in 2010, 51 percent of all U.S. patents were awarded to non-U.S. companies.

INSET 1 WHAT IS INNOVATION AND HOW IS IT DIFFERENT FROM CREATIVITY? Examples of creativity surround us, whether a new product idea or an artists’ new masterpiece. Many of these pursuits may be creative and different, but if they are not useful to people (particularly potential customers), then they cannot be considered truly innovative. True innovation is the conversion of ideas from the creative process into a benefit.

There also remains a distinction between innovation and invention.

While “invention” is often the result of a creative process, it is no guarantee of usefulness and certainly profitability.

The US patent office is littered with creative and imaginative output that has never made it to market or had any significant return on investment (research suggests that only 2 percent of all patents realize profits).

Therefore, an invention still needs to have benefit. A man named Gary Kildall built the first personal computer operating system, the CP/M, in the late 1970s. However, Bill Gates and his expert business acumen took an imitation with additional features, DOS, into the standard operating system for the IBM PC and later for 90 percent of all PCs. Kildall was the inventor, Gates the innovator. While inventions start with a creative process, the innovator turns the result into a product, service, or process that proposes a benefit and has impact for others.

TYPES OF INNOVATION Innovation can happen in a big way. Most of us have heard of the great ideas and the famous people behind them (e.g. Steve Jobs and the iPhone). But there are also other types of innovations that can have an impact for firms, and these categories help us approach innovation from the perspective of our own unique businesses. [See inset 1.]

4 DIFFERENT TYPES OF INNOVATION

1

INVENTION The creation of a new product, service or process– often one that is novel or untried.

These concepts are the big ones, often ‘revolutionary’ but also extremely rare.

Examples include the Wright brothers with the invention of the airplane/flight, Edison’s’ light bulb, the personal computer.

2

EXTENSION This type of innovation applies a new use or different application of a product, service, or process already in existence. For example, Ray Kroc the founder of McDonald’s applied a process from another industry, car manufacturing, to food production. Kroc revolutionized the industry with strict quality operations and true “fast food” by having a line of workers make food in assembly line fashion and having it prepared when people order at the counter.

3

DUPLICATION The replication of an already existing product, service or process. This is not simply copying but adding the entrepreneur’s own creative touch to improve the concept. Sam Walton, the famous entrepreneur and founder of Wal-Mart, said the he used K-mart stores as his “laboratory,” studying the good and bad aspects of the chain, and then tried to develop something similar–but better. As the largest company in the world by revenue today, I would say he succeeded.

The lesson here is that we don’t have to invent something that is totally new; we need to see things in new ways, with different uses, or create new combinations. However, this process is not always easy or cheap, as innovation can require time and resources.

MAKING YOUR CREATIVITY MORE USEFUL The first step in innovation is developing many ideas through the creative process. Ideas can be a well-developed invention or simply “hunches” formed from observation or experience. In either case, these must be filtered into more promising forms of business ideas.

It is important to note that most of our ideas will never come to fruition.

Some well-known research by Stevens and Burley found that for every 3000 raw ideas gathered by firms, on average only two are eventually launched and only one of those is successful. So we should try to understand early on which ideas have a better chance of succeeding than others.

4

SYNTHESIS The combination of existing concepts and factors into a new formulation or use.

This involves taking several ideas already invented and finding a way that they can form something new. Take for example smart phones. When we look at the development of this product, most or all of the product features were already in existence. We had cell phones, digital cameras, video cameras, voice recorders and wireless internet. What made the product so successful was all that these features were packed into one device, with the benefit ease of use.

SUMMER 2017

3,000

RAW IDEAS

100

Explored Ideas

10

Developed Ideas

2

Project Launches

1

Successful Idea

}

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INSET 2

INNOVATION TRAPS

Traps that can impede the development of real innovations.

Swinging for the fences.

This is the “homerun or bust” trap. Many would-be innovators want big things from ideas but remember that small, incremental steps are okay.

1

Getting too clever.

The “Bells and Whistles” trap.

Things can get out of control trying to push for “out-of-the-box” ideas, and some companies add trivial meaningless features. I would argue that this could also add complexity to products and potentially alienate customers.

2

Solving problems that aren’t really there.

The “Brainstorm” trap. This comes back to the distinction between creativity and innovation. Does it really benefit the customer? Falling in to this trap can lead to many wasted resources.

3

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HOW TO INCORPORATE INNOVATION INTO YOUR BUSINESS In order to focus your innovation efforts, it helps to have an understanding of what you want to do. Business owners or would-be entrepreneurs can “map the competition” and survey the business landscape to get an understanding of markets, the gaps, the major competitors and where are they strong or weak. Note that this does not mean “benchmarking.”

This is when firms look at what’s working with leading companies and determine what successes they can imitate. The reason follow the leader doesn’t always work is that it lacks innovation. Better to think of “leapfrogging” the competition.

What is the best doing and how can I take the next step and jump ahead of them?

CORPORATE ENTREPRENEURSHIP How do large or established companies become more innovative?

It can be more difficult, but certainly possible. In large companies, most managers are rewarded for minimizing risk. There are many detailed plans in place, they must follow established rules and perform functional roles at certain times and due to this structure, there is often little innovation.

Business, however, is often unpredictable and planning becomes imprecise. Small firms that are not bound by bureaucracy tend to be more flexible, making quicker decisions with strategy and thus are usually more innovative.

For example, while large firms account for over 80 percent of the world’s R&D spending, individuals and small firms account for over half of all US patents.

Almost all large firms embrace innovation in some form today, Google, IBM, Apple, Whirlpool, GE, Southwest Airlines, all have incentive programs established in their business structure to promote innovation. This is often referred to as “Corporate Entrepreneurship.” Essentially, large firms attempt to apply entrepreneurial principles of smaller firms within the walls of their organizations to foster innovation. This can include

TK Business Magazine

encouraging innovation for employees with financial incentives, added autonomy, recognition, etc. This can also be referred to as encouraging “intrapreneurship,” where individual employees of large firms are encouraged to exhibit entrepreneurial tendencies, or sometimes groups are formed where people work collaboratively to develop innovations.

It may not be easy to spot truly innovative ideas. [See inset 2.] This comes back to the distinction between creativity and innovation. Does it really benefit the customer? Falling in to this trap can lead to many wasted resources.

CONCLUSION Companies can become more successful at developing innovation.

Specifically, firms should set priorities and incentives for employees to be more innovative.

Given today's global and technological business environment, firms must learn to adapt and react quickly to marketplace changes. They must embrace innovation to remain competitive and relevant in the future.

Successful innovation is only a temporary source of market power.

Given todays’ global and technological business environment, firms must learn to adapt and react quickly to marketplace changes. Many business leaders now consider innovation not just a source of competitive advantage, but rather a capability they must embrace to simply remain competitive and relevant in the TK future.

Photo Submitted

We can eliminate bad ideas by evaluating them based on two criteria: impact and feasibility. Impact will allow you to ask questions such as will this potential new idea have the effect on my business I am looking for? Is that impact profit? Is it simply to keep up with competition and maintain market share?

If the answer to any of your questions is no, then you should look to the next idea before committing resources to its research and development.

Second, each idea should be judged on its feasibility. While you may believe you have developed a fantastic idea that customers will love, if you don’t have the resources to develop it (time, money, knowledge, skill), then it probably is not worth the effort to move forward as the costs will outweigh the returns.

Dr. David Price is the Associate Professor of Marketing and Lecturer in Entrepreneurship at Washburn University.

Business airplanes can reach about 5,000 airports; the airlines only reach 500

This is what people notice first when they meet someone: 47%

31%

11%

7%

4%

smile

eyes

smell

clothes

hair Source: USA Today

Find out what we can do to help make that first impression the best it can possibly be.

Julie C. Swift, DDS, MS

SUMMER 2017

www.topekaperio.com

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SCENE ABOUT TOWN

ARTSConnect Arty Party: Evolution of Poetry DILLON HOUSE APRIL 22, 2017

Photos by MARCELINO GONZALEZ, CREATE/UPLIFT

1

2

3 PHOTO 1 Ashley Wallace, Kaylee Boyd, Deanna Wilcox and Samantha Nolte

PHOTO 2 Leigh Ann Watson and Phelica Glass

PHOTO 3 Orion Jordan, Sandra Johnson, Lisa Taylor, Carole Jordan, Anna Woods, Tripp Fulton, Patrick Woods and Aaron Grubb

PHOTO 4 Zenab Mebed, Kim Scott and Alison Beebe

4 SUMMER 2017

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SCENE ABOUT TOWN

Security Benefit 125th Anniversary Party SECURITY BENEFIT APRIL 22, 2017

Photos by DAVE STRYDOM, 2BECOME1STUDIO

PHOTO 1 Anita and Stephen Wolgast

PHOTO 2 Sandy and Mark Ruelle, Westar Energy

PHOTO 3 Sheriff Herman Jones, Jeanne Slusher and Natalie Haag

1

PHOTO 4 Casey and Andrew Wiechen, Architect One

2

PHOTO 5 Dr. Jerry Farley, Washburn University and Mrs. Farley

PHOTO 6

3

Mike Kiley, Security Benefit; Commissioner Ken Selzer and Mrs. Selzer

4

PHOTO 7 Kurt and Angela Kuta, CoreFirst Bank

PHOTO 8 Security Benefit Sales Team

5

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8

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3220 TOPEKA BLVD | TOPEKA, KS 785-266-3333 | www.JohnHoffer.com SUMMER 2017 TK Business Magazine

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SCENE ABOUT TOWN

GO Topeka and Topeka Chamber Small Business Awards Luncheon MANER CONFERENCE CENTER May 9, 2017 Photos by KEITH HORINEK

PHOTO 1 Julie Murker, Matt Ray, Danielle Truhe, Matt Warrington and Lisa Oathout, BCBSKS

PHOTO 2 Alycia Weakland and Kari Kearney, US Bank; Linda Kehres, Let's Help

1

PHOTO 3

2

(FRONT) Val VanDerSluis, Jared Gregg, Kevin Goodman (MIDDLE) Wanda Hinton, Janet Radziejesi, Laurie Buhler, Betty Lou Pardue (BACK) Doug Barrington

PHOTO 4 Stephanie Luke, Mize Houser & Company PA; Alex Reilly, MB Piland Advertising + Marketing; Karon Lee, GreatLIFE

PHOTO 5 Rev. Hal Smith and Barry Feaker, Topeka Rescue Mission; Bill Persinger, Valeo

3

PHOTO 6

5

4

Susan Cantrell, Topeka CapitalJournal; Vince Frye, DTI, Inc.; Carley Frye, Topeka CapitalJournal; Jessica Sommers, Envista Credit Union

6 SUMMER 2017

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LAST WORD

Andy Corbin

Photo by RACHEL LOCK PHOTOGRAPHY

PRESIDENT/CEO BLUE CROSS BLUE SHIELD OF KANSAS

Andy Corbin graduated with an education degree from Wichita State University, which landed him his first teaching position at a small high school. Two years later, he accepted a sales position at Blue Cross and Blue Shield of Kansas City and has continued his career for more than 40 years in the health insurance field. In 2007, he became President/CEO of Blue Cross Blue Shield of Kansas.

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The health insurance industry has changed dramatically in the past decade. How do you stay nimble in such an ever-changing environment?

Change is inevitable, whether it is driven by consumers in the marketplace, federal and state regulatory agencies, technological advances or a new generation of employees. Change is constant.

I am not sure that I would classify us as being "nimble," which implies that we can change quickly.Instead, I would say that we are persistent, always focusing on the end result, which is, of course, service to our members.

BCBSKS is celebrating 75 years.

What makes this such an enduring company?

I think what has allowed us to endure for 75 years is that we have remained true to our core values. We were not the first insurance company in Kansas. We are, however, the product of Kansans who very early on saw the need to pool their resources to help pay for their health care needs.

It is this idea of Kansans serving Kansans that has set our company apart from others. Everyday we serve our neighbors, friends, and family.

Our employees live and work in the communities we serve, and recognize the importance of service to their fellow Kansans. We are partners with, not adversaries of, the health care providers in our network. Our dedicated sales team is available to provide year-round service to our enrolled business groups.

Our customer service is World Class, and we process and pay claims quickly and accurately. We create or fund programs intended to help all Kansans be healthier. Blue Cross and Blue Shield of Kansas is never going to be a huge company, but I am confident that we will always be here for Kansas.

When you look back on your career, what makes you most proud?

To lead optimistic, dependable, consistent and community-minded employees.

At this point in your life and career, what do you know for sure?

That good hard working people can solve any problem together.

Who do you admire?

John Dicus, CEO, Capitol Federal Savings. He maintains a family legacy business with conservative values. TK

Unmasking Stigma A HOPE AND HEALING BENEFIT FOR VALEO BEHAVIORAL HEALTH CARE

CELEBRATING 50 YEARS OF RECOVERY SERVICES OCTOBER 7, 2017 - 5:30 PM - 8:30 PM SERENDIPITY, NOTO ARTS DISTRICT You’re invited to share in the first Valeo Fundraiser celebrating our 50 years of Recovery Services in Shawnee County. The event will feature Mr. Steve Ford, President Gerald Ford’s son as our Keynote Speaker.

• VIP event at the Creations of Hope Gallery in NOTO • Local Celebrity Art Auction

• “Appy” Hour and Dinner • Live Entertainment • Tours and Art Demonstrations

Actor Steve Ford, son of former President Gerald R. Ford has successfully negotiated the bumpy road from the White House to a successful 20 year career as an actor in Hollywood. His one of a kind presentation inspires people to be open to change and transformation because Steve speaks to the whole person including career and family.

Visit us at:

or valeotopeka.org

TICKETS Individual tickets and Corporate Sponsorships are available.

Please contact acopphasty@valeotopeka.org for more information. For detailed information about the event please visit our website at valeotopeka.org.

Valeo Behavioral Health Care 330 SW Oakley Topeka, Kansas 66606 Phone: 785.233.1730 24-Hour Crisis Line: 785.234.3300 24 Hour Detox Number: 785-234-3448

VALEO BEHAVIORAL HEALTH CARE MISSION To promote behavioral health, wellness, and recovery through excellence as the provider of choice for comprehensive, compassionate, and fiscally-responsible outcomes-driven care.

WE ALL HAVE DREAMS... LET VALEO BE THE START TO YOUR RECOVERY DREAM. SUMMER 2017

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