TOP 49 AL ASK AN-OWNED COMPANIES RANKED BY GROSS REVENUE OCTOBER 2020
2020 TOP 49ERS SEASONS MAY CHANGE... THE MILES ARE MANY... BUT THESE BUSINESSES FORGE AHEAD
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CONTENTS OCTOBER 2020 | VOLUME 37 | NUMBER 10 | AKBIZMAG.COM
FE AT UR E S 10 PROFESSIONAL SERVICES
18 OIL & GAS
Taking a Stand
Happy Campers
Supporting social justice is good for communities and good for business
Modern amenities and perks keep remote camp workers coming back for more
By Vanessa Orr
By Isaac Stone Simonelli
28 TOURISM
Unconventional Conventions Creativity is crucial for business meetings during COVID-19 By Tracy Barbour
38 ALASKA NATIVE Giant Clients
ANCs diversify with government contracts By Isaac Stone Simonelli
106 TRANSPORTATION Heavy Haul Logistics
Getting big machines to remote locations requires collaboration, coordination By Vanessa Orr
116 TRANSPORTATION Above and Beyond
The ins-and-outs of multimodal and the transportation industry’s dedication to the customer By Danny Kreilkamp
130 ENVIRONMENTAL
Combatting Contamination Engineering a pristine environment one contaminant at a time
122 CONSTRUCTION How Alaska’s construction crews expedite critical projects By Amy Newman
Ahtna
‘It Just Has to Get Done’
Lucas Payne | Alaska Stock
By Isaac Stone Simonelli
Alaska Business (ISSN 8756-4092) is published monthly by Alaska Business Publishing Co., Inc. 501 W. Northern Lights Boulevard, Suite 100, Anchorage, Alaska 99503-2577; Telephone: (907) 276-4373. © 2020 Alaska Business Publishing Co. All rights reserved. No part of this publication May be reproduced without written permission from the publisher. Alaska Business accepts no responsibility for unsolicited materials; they will not be returned unless accompanied by a stamped, self addressed envelope. One-year subscription is $39.95 and includes twelve issues (print + digital) and the annual Power List. Single issues of the Power List are $15 each. Single issues of Alaska Business are $4.99 each; $5.99 for the July & December issues. Send subscription orders and address changes to circulation@akbizmag.com. To order back issues ($9.99 each including postage) visit simplecirc.com/back_issues/alaska-business.
4 | October 2020
Alaska Business www.akbizmag.com
CONTENTS OCTOBER 2020 | VOLUME 37 | NUMBER 10 | AKBIZMAG.COM
TO P 49 E R S S P E C I A L S E C T I O N 46 TRIUMPHANT JOURNEYS:
94 IN CONTROL
The top forty-nine Alaska-owned companies ranked by gross revenue
Delta Constructors balances safety, productivity to punch above its weight
By Kathryn Mackenzie
By Danny Kreilkamp
52 THE 2020 ALASKA BUSINESS TOP 49ERS 100 NOME SWEET NOME
Sitnasuak and its new CEO see steady growth and stability amid a pandemic
How Gana-A’Yoo is creating jobs and expanding services By Tasha Anderson
Gana-A’Yoo
88 MISSION, VISION, VALUES
Delta Constructors
By Arie Henry
ABOUT THE COVER Several months ago when we first chose our 2020 Top 49ers theme of “migration,” we had no idea how relevant it would be to the current state of the world. Originally we were intrigued by the idea of migration from purely a business standpoint. We wondered how a company that has been in business for decades makes the journey from humble beginnings to one of the highest earning organizations in Alaska? And we thought what better companies to answer that question than the forty-nine featured here? But as 2020 progressed and the hits just kept coming, the concept of migration took on deeper meaning as a “number or body of persons or animals” experiencing “a shift, as from one system, mode of operation, or enterprise to another”. As it turns out, right now we are in the midst of a great migration, a long journey home that we wholeheartedly believe will end in triumph. Cover by Monica Sterchi-Lowman
QUICK READS 8 FROM THE EDITOR
138 INSIDE ALASKA BUSINESS
142 ALASKA TRENDS
138 ECONOMIC INDICATORS
140 R IGHT MOVES
144 OFF THE CUFF
6 | October 2020
Alaska Business www.akbizmag.com
FROM THE EDITOR
VOLUME 37, #10 EDITORIAL STAFF
Finding Normalcy
Managing Editor Kathryn Mackenzie 257-2907 editor@akbizmag.com
Associate/Web Editor Tasha Anderson 257-2902 tanderson@akbizmag.com
Digital and Social Media Specialist Arie Henry 257-2910 ahenry@akbizmag.com
Staff Writer Danny Kreilkamp
I
f there is one thing that has been reinforced to me over and over this year, it’s that human beings are creatures of habit. For the most part we crave a sense of “normalcy” in our daily lives. When our habits and established patterns are disrupted—well, we’ve all seen what’s happened over these past seven or so months—chaos, anxiety, and fear have prevailed as each of us tries to just live our “normal” again. And even though my sense of normalcy and yours may be diametrically opposed, we still have one thing in common: the need for consistency. Sometimes looking to the past can be a source of comfort. Knowing that we’ve made it through more than one pandemic with far fewer resources and limited technology is reassuring in an odd way. My thought process is: If we did it then we can certainly do it again. Economically the picture is muddled at best, especially for those operating in industries that require travel, face-to-face interactions, or being in close quarters. But again, we can look to the past for guidance and encouragement—many of the companies we’re celebrating in this very issue have endured some of Alaska's worst economic moments. It’s these companies that prompted our predecessors at Alaska Business to dedicate the October issue to celebrating Alaska-owned companies that consistently employ Alaskans and keep the economy chugging along, in good times and bad. Right now a lot of us are far (in some cases, ahem, very far) outside of our comfort zone. We haven’t yet nailed down new habits and patterns, we are still migrating from one “normal” to another. And the trip is not an easy one. But, as corny as it sounds, if we look out for each other as we feel out our future, we have a far better chance of finding success than trying to go it alone. Like normalcy, success is subjective, but it’s a pretty universal truth that in the world of commerce, a business is judged on longevity, growth, and income. The 2020 Alaska Business Top 49ers are textbook success stories—most have been employing Alaskans for decades, they seek out growth opportunities, and last year was one of giant revenue jumps for many of our Top 49ers which reported 2019 combined revenue of more than $18 billion. That’s a 7 percent increase compared to 2018 and another record for the Top 49ers. This year we dedicate the annual Alaska Business Top 49ers issue to all the companies and their more than 21,000 Alaska-based employees making the journey from fear and uncertainty back to success and stability. We’re right here with you.
danny@akbizmag.com
Art Director Monica Sterchi-Lowman 257-2916 design@akbizmag.com
Art Production Linda Shogren 257-2912 production@akbizmag.com
Photo Contributor Kerry Tasker
BUSINESS STAFF President Billie Martin VP & General Manager Jason Martin 257-2905 jason@akbizmag.com
VP Sales & Marketing Charles Bell 257-2909 cbell@akbizmag.com
Senior Account Manager Janis J. Plume 257-2917 janis@akbizmag.com
Advertising Account Manager Christine Merki 257-2911 cmerki@akbizmag.com
Accounting Manager Ana Lavagnino 257-2901 accounts@akbizmag.com
Customer Service Representative Emily Olsen 257-2914 emily@akbizmag.com
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Congratulations Top 49ers!
AKBusinessMonth
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8 | October 2020
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WHEN THE COVID-19 PANDEMIC HIT LIKE A HAMMER, ALASKA BUSINESSES RESPONDED.
$537,714
helped 543 families keep a roof overhead, put food on the table, keep the lights on, and assist with child care.
$930,376
through 154 grants to organizations across Alaska to sustain the support they are providing to their communities.
ALASKA’S COVID-19 RESPONSE PARTNERSHIP
Thank you to ALL who stepped up to help including these Alaska businesses:
ConocoPhillips Alaska, Wells Fargo, ExxonMobil, Sealaska, Spawn Ideas, Premera Blue Cross Blue Shield of Alaska, Alaska Airlines, Alaska National A CopperPoint Insurance Co., Anchorage Daily News, Saltchuk, GCI, KeyBank, Doyon, Limited, 3M, Alaska USA Federal Credit Union, CVS Health, Northrim, Safeway, Afognak Native Corporation, Law Office of Jacob Sonneborn, Queryon, Perkins Coie, SLR, Veterans United Fund, Arm Creative, Chugach Corporation, KPMG, BDS Architects, fuse & traverse, Vision Therapy Center. As of 8/21/2020 United Way of Anchorage
PROFESSIONAL SERVICES
Taking a
STAND
Supporting social justice is good for communities and good for business Pamelas Photopoetry | Twenty20
By Vanessa Orr
10 | October 2020
Alaska Business www.akbizmag.com
I
t’s generally been the norm for businesses to avoid taking a stance on social issues, keeping personal or corporate opinions separate from the products and services they offer. Today, however, it’s almost impossible for a company to ignore the social issues making headlines, whether that’s police brutality, gun violence, the #MeToo movement, or Black Lives Matter (BLM) protests. While previously it may have been considered smart to avoid taking sides on such issues, consumers today are more likely to reward companies that speak up with repeat business. According to The Business Imperative for Social Justice Today, a survey by global communications consultancy Porter Novelli, 71 percent of US consumers believe companies have more responsibility than ever before to address social justice issues, and 56 percent say companies that do not talk about social justice issues in their marketing or communications are out of touch. Approximately 83 percent believe that a company doesn’t have to be perfect when talking about social justice issues but should be open and honest. Not only must companies take a stand, but they are also expected to take measurable actions to address these issues. While some companies are wading right in, others are looking for professional help to make sure that they share the right message to avoid making costly mistakes. “While some major corporations may be able to do this themselves, other companies usually rely on an outside level of expertise,” says Debbie Reinwand, president and CEO of Brilliant Media Strategies. “A company can make a misstep very readily, which is where strategic counsel from advertising and public relations firms comes into the equation.”
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Why Now? The number of companies that have decided to take a stand on social issues has increased over the last decade and the issues that have been placed in the spotlight have turned into rapidly growing movements that span all sectors of society. www.akbizmag.com
Alaska Business
October 2020 | 11
“People may choose one company over another because of its stance on issues. But the moral of the story is that companies should still be doing it because it’s the right thing to do.” Debbie Reinwand, President/CEO, Brilliant Media Strategies
“The #MeToo movement was huge and spread into all areas of the workplace, which is similar to what we’re seeing now with the Black Lives Matter movement,” says Reinwand. “Following the killings of George Floyd and Breonna Taylor, the conversation became more about corporate social justice not just because the public was demanding it but because employees were as well.” Even though many companies already promote social responsibility—such as making philanthropic donations and encouraging employees to volunteer— social justice touches the broader community, and efforts to address social justice must be well thought out and carefully integrated into how a brand manages itself and purports its mission to the public. “What society is going through now cannot just be covered by putting a ‘black’ post on Instagram,” says Reinwand. “It starts with defining goals and objectives so that a company knows what they’re doing, why they’re doing it, what they hope to accomplish, and how their response is working. “Companies need to revisit what their brand focus is and take a look at their mission statement,” she adds. “If necessary, they need to redefine that statement so that it is crystal clear to the public, aka the consumer who they are trying to influence, what they stand for.”
Look Within Before creating public-facing messages, businesses first need to make changes within their own organizations. “What companies need to realize is that this is a process and treat it as such; it’s not a one-off project,” says Thomas McIntyre, senior culture and content strategist for Thompson & Co. Public Relations, which recently established a new division to help clients understand and effectively respond to social justice issues. “It starts from within and usually begins with listening, looking in the mirror, facing hard truths, and developing a plan to change the truth within the organization. It requires listening to the people who have been marginalized.” Companies should reach out to employees and customers, as well 12 | October 2020
Alaska Business www.akbizmag.com
as the groups fighting for justice, to understand not only the issues but the actions that can be taken for improvement. One way to do this is by establishing advisory councils or partnering with organizations that support social equity. “Inviting these people into the room to have a voice and to share what their communities want to see promotes inclusivity from the start,” says McIntyre, adding that companies stagnate when they only listen to voices from their own boardrooms. “It’s better to move smart than fast,” he adds of putting in the time it takes to really hear different points of view. “A lot of stances are being taken on systemic issues, but these issues didn’t become that way overnight. The ultimate goal is to make systemic change happen, which is why taking the long view is so important.” Recover Alaska is one example of an organization that has reached out to be inclusive of other voices. In the past year, it has restructured its internal operations to add diversity and created guidelines for its grantmaking process to make it more inclusive. “We are getting better at being mindful of whether the people involved in Recover Alaska look and sound and come from the people we serve,” says Executive Director Tiffany Hall. “Realizing that many grant programs are inequitable in structure, we added questions focusing on whether the organizations applying have people with ‘lived’ experience and/or BIPOC [Black, Indigenous, People of Color] in decision-making positions. “If we really want to make an impact on the issues we’re working on, including substance use disorders and all the ills associated with alcohol misuse, we need to focus on the people who are impacted the most,” she adds. “That means addressing race-based disparities, as Black people, POC, and Indigenous people are overrepresented in every single health disparity.” Recover Alaska most recently reached out to equity proponents to determine where to direct revenue from a new alcohol tax. In April, Anchorage voters passed a 5 percent alcohol tax, which will result in approximately $11 million to $14 million being distributed to different groups. www.akbizmag.com
“We decided to gather input from subject matter experts on where alcohol tax revenue should go and reached out to a lot of different people in the field, hoping to address racebased disparities,” says Hall. “We cast the net far and wide and it quickly grew to a list of over 200 individuals who have come to the table. We’re coleading this work with great partners, including the Alaska Black Caucus, Alaska Children’s Trust, Homelessness Leadership Council, and Agnew::Beck, with the support of more than thirty other organizations.
“It’s so important to listen to other voices and to continue to learn from them,” she adds. “By asking what we are missing, we can make sure we serve these communities in ways that they— instead of we—think are useful.”
Positives and Negatives One of the reasons organizations hesitate to address social issues publicly is the fear of alienating consumers who disagree with their stance. “There’s always going to be the other side of it; obviously, a lot of people have the outlook of ‘All
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Recover Alaska hosted Alcohol: Changing the Narrative for partners statewide, highlighting the importance of social norms in building strong solutions to this complex issue. Matt Waliszek
“If we really want to make an impact on the issues we’re working on, including substance use disorders and all the ills associated with alcohol misuse, we need to focus on the people who are impacted the most. That means addressing race-based disparities, as Black people, POC, and Indigenous people are overrepresented in every single health disparity.” Tiffany Hall, Executive Director, Recover Alaska
Lives Matter’ or they view the BLM movement as marginalizing white people. Some feel as though it’s potentially reverse racism,” says McIntyre. “That’s a fear for a number of businesses who maintain a certain look, or branding, or who are mainly targeting certain audiences. “If their audience isn’t affected by these social issues, they don’t want them to feel neglected,” he continues. “There’s also a chance that a certain audience could turn on you while you’re gaining part of a new audience and revenue might go down from that. But ultimately, in the long run, it’s the right play for the bottom line.” 14 | October 2020
Studies compiled over the last couple of years not only show that the public, shareholders, and consumers expect this behavior from major companies but that it does indeed help company profits. According to a 2017 Cone Communications study, 87 percent of consumers said they would be willing to buy a product or service based on a company's advocacy concerning a social matter, and 76 percent of those surveyed said they would decline to do business with a company if it held views and supported issues that conflicted with their beliefs. “People may choose one company over another because of its stance on
issues,” says Reinwand. “But the moral of the story is that companies should still be doing it because it’s the right thing to do.” Which is an important distinction because if a company is only looking to profit by tying itself to an issue, chances are very good that the public will pick up on that inauthenticity, producing a less than desired effect. “If your reasoning is that you’ll support an issue because it could make you a 6 percent increase in sales, it’s probably not going to work out when all is said and done,” says McIntyre. “People need to trust your intentions.” When Hall sent out a newsletter focused on specific social issues,
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“What companies need to realize is that this is a process and treat it as such; it’s not a one-off project. It starts from within and usually begins with listening,
To make sure Alaska’s storytellers are represented and brand messaging is inclusive to all Alaskans, Thompson & Co. Public Relations has developed a new division and suite of services that will raise the voices of Black, Indigenous, people of color as well as issues of inequality affecting marginalized groups.
looking in the mirror, facing hard truths, and developing a plan to change the truth within the organization. It requires listening to the people who have been marginalized.” Thomas McIntyre Senior Culture and Content Strategist Thompson & Co. Public Relations
including the BLM movement, the pandemic, and Pride month, she was surprised at its reception. “I got some very positive responses that thanked me for not being silent,” she says. “I also got responses saying that we should just focus on recovery and if we got political, we would start losing people. “But I think those requests were missing the point,” she adds. “Our services need to be available and open to everyone, and by not addressing these issues, the organization is still built 16 | October 2020
Thompson & Co. Public Relations
for the dominant culture. That means that it’s not a safe space for everyone. “By not talking about issues of race, people who are not white feel unheard, unseen, and left out, which has been happening for a very long time,” she continues. “That’s one of the reasons that we’re not seeing big, positive changes in certain areas.”
The Next Step Once a business conducts an internal review—and has enlisted employees and outside groups to provide input on talking about social justice issues— it needs to determine how to best move forward. In some cases, this can be as simple as explicitly stating that a company is behind a cause; in others, it means investing money in the organizations or communities most impacted by these issues. “An initial step in supporting Black Lives Matter, for example, can mean putting a public statement on a company’s website and social media, running an ad, and making donations to a cause that the business collectively feels is important,” says Reinwand. Some companies go even further— Reinwand gives an example of a business in Chicago that set a goal of closing the wealth gap between households of color and white households in the city. “They put together a strategic plan that involved employees, managers, and owners and actualized what they
were doing,” she says. “They went beyond just posting on Facebook or on social media; they found a place in the economic world where they could make a difference and could have an impact on systemic racism.” As for how to approach the subject, Reinwand says the message needs to stay true to the brand and the cause. “It needs to be just the right tone; you don’t want to try to be ‘too large and in charge’ of the issue,” she says. “If you go too far off-brand it will sound phony; it needs to be genuine and show the backing of the brand behind it.” Some companies are also trying to be more inclusive in advertising and other media. “It’s slowly becoming more normalized to see people of color as well as people of different sexualities in advertising, which is a good step toward providing fuller representation,” says McIntyre. “Acknowledging black people and their culture, or indigenous people and their culture—instead of erasing them—is important. There’s a right way to do things.” “When everyone on Instagram was using a black square to support Black Lives Matter, it wasn’t that creative— anyone could do that,” adds Reinwand. “But using your forum to turn the conversation over to those who are impacted by a movement is powerful. It’s far more important to give them the space to share their message.”
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OIL & GAS
Happy Campers Modern amenities and perks keep remote camp workers coming back for more
Lucas Payne | Alaska Stock
By Isaac Stone Simonelli
18 | October 2020
Alaska Business www.akbizmag.com
D
espite the North Slope’s blistering cold and 24-hour nights during the winter, about 3,000 people work in what is arguably one of the most remote job sites in North America, according to the Alaska Department of Labor and Workforce Development research. “Working on the Slope is a double-edged sword: I have to leave home for extended periods of time and often miss out on birthdays, holidays, and special events,” says Pat Ahern, a drilling health, safety, and environment specialist with Beacon Occupational Health and Safety Services who’s working in the Beaufort Sea. “But when I am home, I don’t have to worry about going to my daily job and clocking in—I can enjoy two weeks off every month and spend quality time with friends and family while pursuing personal interests.” Most of the employees working in Alaska’s remote oil and gas sites, either as part of the resource extraction effort or on support teams, work rotationally—the permanent population in Deadhorse is between twenty-five and fifty residents. The cycle of these shifts varies depending on the type of work people do, the company they’re working for, the season, and other factors. However, two weeks of work and then two weeks of rest and recovery is a standard.
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“Due to the nature of remote camp life, there is typically someone sleeping 24/7, so it’s important to conduct yourself appropriately: no slamming doors, no loud conversations in the hallways, no loud music in your rooms– courtesy is key.” Pat Ahern Drilling Health Safety and Environment Specialist Beacon OHSS
“The nice thing about rotational work is that while you're up here, you can focus on the work, minimizing distractions that perhaps somebody working from home or just the normal 9-to-5 job might ordinarily face. I think that has benefits both in terms of the quality and the safety of the work,” says Steve Kolb, a construction safety specialist with Beacon. The standard workday is a 12-hour shift, leaving employees to their own means for the other 12 hours of the day. “For downtime, most people tend to adopt a pretty consistent schedule. You don’t see a lot of wasted time; most folks will get some exercise in immediately before or after their shift— be it weight rooms or cardio, whatever the case may be—and afterwards get a meal, shower, prepare their stuff for the next day. Then most folks are ready for bed—they might get a phone call into the family, a little bit of reading. And that’s it: get up the next day and do it again,” Kolb says.
Comfort and Convenience Though
the
Arctic
environment
outside the facilities is brutal, the camps themselves are relatively comfortable, says Ahern. The work camps, and even Deadhorse, are mostly made up of modular buildings that look like large boxes created from painted corrugated steel: Lego block buildings with each container serving a specific purpose. Designed to allow airflow below them—either through venting systems or by being built on stilts—to prevent permafrost from melting and the structure sinking, the buildings have an almost post-apocalyptic feel to them from the outside. Yet inside they are packed with amenities. “We have Wi-Fi, as phones are a source of communication and entertainment in this day and age. All the established camps also have gym facilities, and most have an area with recliners and some books available—a library of sorts. We also have a theater room,” Ahern says. “Some seasonal activities include a scheduled fun run—an opportunity to walk or run outdoors on a predetermined course. There
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All North Slope housing facilities have some sort of indoor recreational opportunities. VforVictoria | Twenty20
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Alaska Business
October 2020 | 21
“They are building something that very tangibly contributes to the state or national economy or energy security, something that benefits a large number of people. The workers take a sense of pride in building relatively complex projects and knowing that their effort is going to have a lasting and significant benefit.” Steve Kolb, Construction Safety Specialist, Beacon OHSS
is also a summer polar bear plunge, where you can jump into the Arctic Ocean—again, this requires some coordination,” Ahern says, noting that because of the presence of grizzly bears and polar bears organized outdoor activities require a security detail trained in bear hazing. The presence of bears and other
wildlife and a need to minimize impact while working in the area necessitates that most employees keep their outdoor excursions to a minimum. The weather conditions and prevalence of potentially dangerous work activity compound the need for employees to remain inside, whether or not they’re working, Kolb says.
“We just don't want people wandering around placing themselves or others in potentially hazardous situations,” Kolb says. “So, as far as recreation goes, we tend to have physical activity indoors— the weight room, cardio rooms, mat rooms. Most places also provide other recreational opportunities such as game nights, movie or TV rooms, music rooms—things of that nature. But you definitely don’t want people wandering around outside.” What individual working days look like depends entirely on the type of work employees perform on the Slope. As Ahern explains, “Mornings are busy for field execution and supporting work crews in executing hazardous, life-critical activities—I often juggle my mornings between some mandatory meetings and performing life-critical permitting that includes all hot work [open flames, welding, spark-producing tools, or non-intrinsically safe tools in a classified area that contains hydrocarbons]; unguarded working at heights; confined space entries; multiple-source energy isolations; crane lifts [lifting operations]; and opening
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Outdoor recreation on the North Slope is generally limited to protect the safety of employees, wildlife, and the environment. Bsrieth | iStock
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A variety of animals inhabit the Arctic, and part of life on the North Slope is adjusting to accommodations to keep everything and everyone safe. Schaef1 | iStock
and blinding operations. I ensure the jobs are compliant with local, federal, and client policy and procedure and review the risk assessments associated with those jobs. This is required prior to beginning work.” But no matter one’s day-to-day work routine, everyone needs to manage their life in what is essentially a densely populated, confined area. “Due to the nature of remote camp life, there is typically someone sleeping 24/7, so it’s important to conduct yourself appropriately: no slamming doors, no loud conversations in the hallways, no loud music in your rooms– courtesy is key,” Ahern says.
Form Follows Function Not all camps are identical. However, their modular nature lends itself to similar designs and systems for living quarters. “The vast majority of the sleeping quarters in this camp have two beds and two bureaus in them for clothing storage,” Ahern says. “The idea is that one person occupies the room at a time—one day worker sleeping at night, 24 | October 2020
one night worker sleeping during the day. It’s designed to work this way, but it’s sometimes possible that you will share a room with someone if camp is crowded with day workers during construction activities or drilling activities that require specialized teams onsite to assist with projects. “There are private bathrooms in the hallway that you can go into and lock behind you: they have a sink, toilet, and shower and they are very clean and practical. Some camps have shared bathrooms between two occupants [aka a Jack and Jill] and some older camps have general use facilities down the hall shared by all, but those seem to be getting phased out as progress continues to accommodate the resident remote worker. In a perfect world, you would have a private room with a shared bathroom between two rooms. Progressive building of camps is leaning this way, but it depends on your situation.” Workers who are out “on the ice” in winter during an exploration phase will stay in modular units hauled in and out on trucks and assembled on ice pads
for the season. In these situations, bed space is at a premium and workers will most likely have a long-term roommate, Ahern explains. “Not ideal, but that is the price you pay for exploration and construction phases of operations. In my current camp, I am a permanent resident—I have a private bedroom with one bed in it and shared Jack and Jill bathroom,” Ahern says. Though living quarters can be tight, a great amount of effort is put into making certain teams are well fed. In what otherwise would be food deserts, teams working on the North Slope are accustomed to a variety of fresh produce and regular hot meals. “It's generally good food; they buy high-quality food and have good cooks. There’s a lot of variety: multiple entrees to choose from, fresh baked goods, fresh fruits and vegetables. And they do a good job of making healthy choices available,” says Kolb. Camps serve three hot meals a day, sometimes four when the workload is up and more people than usual are working around the clock. Workers
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also have access to the spike room, which has food and beverages available around the clock. “It has always been mandatory to utilize a hand sanitizer and wear disposable gloves prior to going through food line or getting coffee,” Ahern says, noting that infectious germs can spread through a camp like wildfire, so the COVID-19 pandemic has changed little about dining in the camps.
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Different Camps, Similar Set-ups Though not on the North Slope, Heidi Morris is the woman behind ensuring that the employees working on Granite Point Platform in Cook Inlet are getting meals that will help keep them healthy and happy. She’s also responsible for roll call in the galley in the case of an emergency on the platform. “I take pride in keeping morale high and our home away from home clean,” Morris says, noting that she makes birthday dinners and cakes when the occasion strikes. “We laugh a lot, looking after each other so we all make it home safe to our families.” www.akbizmag.com
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October 2020 | 25
Workers on the Slope keep in touch with friends and family via phone calls and video chat. Darby | Twenty20
“We laugh a lot, looking after each other so we all make it home safe to our families.” Heidi Morris, Head Cook, Granite Point Platform
Morris started working on the platform in 2013 and held various positions before becoming the head cook at the remote facility. The team on the platform is—in many ways—as isolated, or more, than those working on the Slope. Employees come and go from their rotation work via helicopter, Morris explains. “You have to be a certain kind of person to work out here,” she says. “When I came out here, the very first time I stepped on a platform, I was like, ‘What the heck am I getting myself into?’” She arrived when drilling was underway, so the platform was particularly busy with people living and working there. She adapted quickly, she says, and enjoys the working conditions and the fortnightly helicopter ride to or from work. 26 | October 2020
At first, though, the significant time away from her husband was tough. “You have to make it work. Or, if you don’t, I guess you get divorced,” Morris says, noting that talking several times a day has helped. “We FaceTime, text, and talk, making plans for the two weeks off together. That’s when you make the best of life count for being away from each other!” Morris says. Kolb concurs that being away from family can be a stressor for those working in remote camps. “When you're rotating out here, folks with families don't have the benefit of returning home in the evenings to be with their families. That's one liability that attaches to the work,” Kolb says. “You can make up for that then when you’re home because you’re there full time.” High wages and the opportunity to
spend off-weeks hunting and fishing in the state’s vast wilderness attract many people to the rotational work in remote Alaska. But that’s not the only thing drawing employees to the Slope. “There are some really interesting projects up here. Quite often you talk to the workers and, not only do they like the challenge of a good project and working with good people, they have a sense of pride because in most cases they are building something durable up here,” Kolb says. “They are building something that very tangibly contributes to the state or national economy or energy security, something that benefits a large number of people. The workers take a sense of pride in building relatively complex projects and knowing that their effort is going to have a lasting and significant benefit.”
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UA LOCAL 375
IN PARTNERSHIP WITH OUR SIGNATORY CONTRACTORS WE HAVE BEEN BUILDING ALASKA SINCE 1946 AND ALASKA’S ARCTIC PIPELINES FOR OVER 40 YEARS WE ARE THE
PIPEFITTERS & WELDERS OF THE
UNITED ASSOCIATION
Raise-up Crew Raising up the pipeline onto Vertical Support Members (VSMs)
VSM Setting Crew Setting a 32’ Deep VSM
The Bead Shack
Two Bead Hands “Welders” install the first two welding passes, then a tractor moves the shack 80’ to the next weld so pipefitters can fit the pipe up and then receive the shack
Once the height and skew are set, the welder welds supports to the ground and the VSM hole is poured with slurry
Firing Line Shacks
5-Shacks with two firing line welders and helpers in each shack, the firing line welders fill and cap the welds When running 5- Firing Line Shacks the rear shack will be carried by the tractor to the front and they will leap frog to the end of the line, the line is then raised up by the “Raise-up Crew”
The Bead Shack welds in the “Bead” the 1st weld that joins the pipe, the 2nd weld is the “Hot Pass” which will burn out any impurities
UA Local 375 Union Hall Phone: 907-479-6221 local375@ualocal375.org UA Local 375 is in the top 5 apprenticeship programs in the nation
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TOURISM
Unconventional Conventions
Creativity is crucial for business meetings during COVID-19 By Tracy Barbour
28 | October 2020
Alaska Business www.akbizmag.com
A
s the coronavirus pandemic persists, going virtual takes on a deeper meaning for larger-scale events where people have traditionally gathered in person for training, education, and networking. Many Alaska organizations are converting their conventions, conferences, and other meetings to online or hybrid options that are safe for attendees. Take, for example, the Anchorage Economic Development Corporation (AEDC) 3-Year Outlook Virtual Luncheon, which took place in August. AEDC’s decision to hold the event online was relatively easy to make, especially given that the health and safety of its team, vendors, sponsors, and audience was at stake. “We surveyed our sponsors and members back in May to check in with them and also analyze their level of comfort with an in-person event,” Development Director Tara Nokelby says. “It was fairly clear at that time that we would be pivoting to a virtual event and, given the current climate, we’re extremely happy we made that call.” Of course, turning an in-person event into a virtual meeting comes with significant challenges. AEDC wanted to give its audience the same level of production that it provides at in-person luncheons—just through their computer or TV screens. “What was important to me was that I presented them something exciting rather than a run-of-the-mill webinar,” Nokelby says. Initial planning for the remote luncheon, Nokelby says, involved formulating an audience experience and deciding what that experience would look like. Once the vision was locked in, AEDC began seeking out vendors and working out the logistics. “A great platform with both host and Tara Nokelby user accessibility is crucial, so audio and visual always needs to be on-point whether it is inperson or virtual,” she says. “We were lucky to team up with Alaska Public Media and GCI as our technology sponsor for the 3-Year Outlook Virtual Luncheon, so we knew we were in good hands.” www.akbizmag.com
Indeed, Nokelby was “blown away” by the attendance numbers, with more than 1,000 people tuning into the luncheon. And the registrants were able to submit questions during the event, which can be difficult to accomplish with a large in-person meeting. The virtual Q&A afforded the audience an opportunity to engage with the speakers and data comfortably and with minimal moderation. “Just because an event is virtual doesn’t mean we can’t still give a great guest/ attendee experience,” she says. When pivoting an event away from the original vision, it can be a little scary, Nokelby says. She explains: “I was worried that no one would buy tickets or that people would purchase one ticket for multiple people, but we did not see that with our event. I think a lot of it does have to do with the fact that most people are still working from home. But even those who did plan on showing up in a boardroom purchased company tickets [ten tickets], and that was really great to see the support we are getting from our audience, both investors and non-investors.”
ACS Opts for On-Demand Virtual Convention The Alaska Chiropractic Society (ACS) also elected to go virtual for its state convention this year. So what made ACS choose to stage a virtual state convention instead of canceling it due to COVID-19? There were two key factors: uncertainty and necessity. In “normal” times, ACS hosts a biennial convention in October for licensed chiropractors and their staff to provide the continuing education (CE) and training they need to meet state licensing and certification requirements. The uncertainty of the COVID-19 mandates/restrictions surrounding event gatherings in the fall kept ACS from moving forward with planning an in-person event, according to Chief Operating Officer Sheri Ryan. However, the organization still had an obligation to meet the required CE needs of the chiropractic physicians in Alaska. In addition, Ryan says, many ACS members expressed a number of concerns. They were worried about their ability to attend the fall event due to local travel quarantine restrictions Alaska Business
October 2020 | 29
While online conferences require many compromises, they can also offer perks, like allowing attendees to listen and learn at any location they choose. Gilles Paire | iStock
upon their return, the financial considerations incurred due to reduction in hours or closures they had experienced, and the slowdown in the economy in their area even after their businesses had fully reopened. So ACS opted to launch its convention as an on-demand, virtual option in mid-June. “The use of virtual events allowed us to provide the continuing education and training needed without travel or quarantine considerations for our attendees or speakers at a price point that was affordable for all,” Ryan says. Logistically, a number of steps had to take place to make the virtual convention feasible for ACS members. For instance, the Board of Chiropractic Examiners voted in mid-May to modify CE requirements for the current license renewal period, allowing all credits to be earned online. Then it was a matter of finding the appropriate technology to facilitate the convention. Ryan explains: “I investigated several virtual event platforms where we could host our event live, on-demand, or a hybrid version. Because we needed to pivot quickly and launch our virtual 30 | October 2020
convention, I decided on a company called SIDECAR, a chiropractic business development and training firm that provided me with the best of both worlds: the tech side platform and the content speakers.” Ryan needed a company with a library of high-quality, chiropractic-specific content that she could use as the foundation of her educational platform. She also needed the ability to add pieces required to meet specific CE approval requirements set by the Alaska Board of Chiropractic Examiners. “From the tech side, I wanted a platform that was intuitive to use, available across multiple devices by the user, and included timebased and attentiveness tracking,” she says. “The SIDECAR training platform is built on the LightSpeed VT system, which met all my needs.” Ultimately, Ryan chose to offer a fully on-demand option as opposed to a live event. This lets the primary attendees—chiropractic physicians across the state—participate at their own pace, on their own schedule. Ryan presented the content in a variety of formats, including presentation slides, demonstration videos, and lectures, in
an attempt to tailor the experience to the many different learning styles. “We provided informational training videos in the training center demonstrating how to use the module system, how to read the dashboard, print out completion certificates, et cetera, and organized the content so that attendees had a clear sense of how and what to do within the platform,” she says. While the CE component of ACS’ virtual state convention is available entirely on-demand, there is also a “live” component in October. Registration has been slow since the event launched in mid-June, but that’s not surprising; it’s summer in Alaska. “We anticipate registration will pick up greatly as our regularly scheduled October convention time nears and chiropractors gear up to complete the requirements for their license renewal,” Ryan says. The virtual state convention has so far been well-received. The doctors who have started their training report a great appreciation for the ability to complete their CE at their convenience and in smaller “chunks,” as opposed to
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“When it comes down to it, if you are unsure whether to host the event and anyone’s health is at stake, push it back or cancel. And if you can postpone to support your vendors, do it, because if we don’t support our vendors now, they may not be around next year when we’re (hopefully) back in-person.” Tara Nokelby, Development Director, AEDC
sitting in a lecture for two to four hours, Ryan says. Ryan’s favorite comments are from attendees who completed part of their education while on an exercise bike and another portion on the deck enjoying the Alaska evening sun. “If attendees are enjoying themselves while experiencing the presentations and having positive engagement with the platform, I count that as a huge win,” she says. “My only concern is how will I get them back into a hotel ballroom for a lecture again after they have experienced this Shari Ryan type of freedom.”
ATIA Turns to Zoom The Alaska Travel Industry Association’s (ATIA) annual convention is one of the most valued benefits of being an ATIA business or partner organization. So as the ATIA watched other meetings and events start to be postponed or cancelled due to COVID-19, it reached out to its members via an online survey asking for input on the annual tourism industry convention and trade show that it normally hosts in the fall. Survey respondents had mixed feelings, according to ATIA President and CEO Sarah Leonard. “While our members ideally wanted to gather in person, the uncertainty of the status of the coronavirus challenged many of our members who would have traveled to Anchorage and/ or participated in the convention and trade show,” she explains. “At www.akbizmag.com
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October 2020 | 31
“We surveyed our sponsors and members back in May to check-in with them and also analyze their level of comfort with an in-person event… It was fairly clear at that time that we would be pivoting to a virtual event and, given the current climate, we’re extremely happy we made that call.” Tara Nokelby, Development Director, AEDC
the same time, our membership provided us with their feedback that they wanted to gather in some way in October. With this information and ATIA Board of Director guidance, we decided to move our in-person Anchorage event to 2021 and are hosting a virtual convention week this October 5-9.”
32 | October 2020
To make the online convention happen, the ATIA team began researching event and meeting platforms—including cost, logistics, and staff expertise—that could support a virtual event. ATIA has been hosting online meetings and presentations since earlier this year as a way to continue to provide information to
its members and the visitor industry at large. From that experience, the association knew it needed to think through an easy and efficient way for its members to register, participate, and network using an online system. “We also reviewed what media works best with various connectivity in communities throughout the state and are sensitive to ‘webinar’ burnout,” Leonard says. “ATIA's goal is to provide a virtual convention week for our industry to be able to gather as well as choose from various high value presentations and meetings.” ATIA relies on Zoom to host webinars and meetings. And while attendees may not be able to physically rub elbows during the online event, they do have opportunities to network with one another. Zoom’s platform allows participants to use a chat function to interact online and raise their emoji hands for questions. ATIA also invites attendees to submit questions prior to convention webinars and presentations. The group even thought to include time for attendees to network at a virtual social hour.
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With planning and coordination, virtual conferences can still allow for networking and audience interaction. Fabio Principe | iStock
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Alaska Business
October 2020 | 33
ATIA invites attendees to submit questions prior to convention webinars and presentations. The group even thought to include time for attendees to network at a virtual social hour. Boneman | Twenty20
WTC Anchorage Emerges from Hiatus As one of the largest event organizers in the state, WTC Anchorage has been conducting meetings throughout Alaska—including in Fairbanks, Juneau, and Kodiak—for more than thirty years. The events include six major conferences each year as well as the Tech Forward Alaska Luncheon and Alaska Infrastructure Development Luncheon. WTC Anchorage also holds three country-focused conferences for places like China, Japan, and Korea, along with receptions for visiting delegations and weekly member lunches. But this year, COVID-19 caused a temporary disruption for the organization, whose membership consists of more than one hundred entities involved with international trade and business. For four months, WTC Anchorage didn’t host any events in any format. But at the end of June, the organization decided to hold in-person events again based on feedback from its members and the community. WTC Anchorage resumed meetings slowly and carefully in July, starting with its popular luncheon series: Meet and Brief. 34 | October 2020
The hourlong event accommodated about two dozen people and sold out almost immediately. “I could have sold a lot more seats, two or three times that,” Executive Director Greg Wolf says. “Generally, we can have up to fifty people, but because of social distancing requirements we are doing twenty to twenty-five. “It was very gratifying that when we did our first one a week ago [on July 15], I stood up and announced that we are very happy to be back and got a standing ovation,” Wolf says. “The people were glad we were back—and they were glad to be back meeting in person.” Attendees followed recommended safety precautions, but they were also networking and exchanging business cards as usual. “As best we could, we replicated what we normally do,” Wolf says. In mid-August, WTC Anchorage was making provisions for a virtual option for many of its events. “Our goal now—and beyond these times of COVID—is to offer a dual platform for our members and guests to participate in our programs in person [health guidelines permitting] or virtually,” he
says. “In other words, people will have a choice in how they participate.”
Insights from Meeting Organizers Organizations in Alaska have gained unique insights from staging conventions and other meetings during the coronavirus pandemic. For instance, Wolf feels it’s imperative for WTC Anchorage—and other businesses—to determine a way to open safely. His personal belief is that businesses cannot wait for a vaccine to be developed to resume operations, and that’s why he was anxious to get back to in-person weekly luncheons. He explains: “We couldn’t see our businesses standing still month after month. The prospect of everything shut down by choice didn’t seem very realistic to us. I think smart people can figure out ways of opening and still doing so in a reasonably safe way; otherwise, there won’t be an economy or businesses to go back to.” In addition, COVID-19 has underscored the need for WTC Anchorage to hold traditional, inperson events. There are some aspects of business that can occur online in a virtual atmosphere, but a lot of business
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A participant at the 2019 ATIA Annual Convention in Juneau. Frank Flavin | Alaska Travel Industry Association
“Our goal now—and beyond these times of COVID—is to offer a dual platform for our members and guests to participate in our programs in person [health guidelines permitting] or virtually… In other words, people will have a choice in how they participate.” Greg Wolf, Executive Director World Trade Center Anchorage
36 | October 2020
needs to happen face to face, Wolf says. “Everyone’s trying to adapt the best they can and as fast as they can,” he says. “Our whole livelihood depends on people meeting in person.” Ryan says ACS’ biennial conventions provide networking opportunities for its doctors and their staff to learn from each other’s real world experiences; engagement with exhibitors to learn about new products and services to assist them in their profession and in their businesses; and an opportunity to just have fun with their peers in a social setting. However, the virtual event is only addressing one component of the state convention—the CE piece for the chiropractic physician. She says: “Our attendees come to our event for more than just continuing education and training; they come for the camaraderie, to catch up with colleagues, to see old friends and make new ones, and to make connections face-to-face. It’s because of this, I know I’ll get them back in the classroom together.” Ryan says her perception of how to hold an event has shifted. She plans to
blend virtual and in-person events in the future to give attendees the best of both worlds. “Lemons, hard times, challenges—however you want to frame it—we're in it together,” she says. “We wish we were all getting together. But we know better days are ahead.” As for Nokelby, she feels the decision to conduct a virtual event is situational. “When it comes down to it, if you are unsure whether to host the event and anyone’s health is at stake, push it back or cancel,” she says. “And if you can postpone to support your vendors, do it, because if we don’t support our vendors now, they may not be around next year when we’re (hopefully) back in-person. Of course, some events, like ours, are timesensitive and cannot be postponed.” Leonard says it’s been interesting to see how tourism industry businesses and partners have easily adapted to ATIA’s virtual gatherings and convention. “This way of communicating and providing information has quickly become the new normal, at least for today,” she says.
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UIC
Cultural Values and Teamwork Combine to Deliver Financial Success
Delbert Rexford, UIC President, CEO
U
IC is one of Alaska’s most financially sound companies, but its journey to get here was not without challenges. A little more than two years ago, UIC was struggling with many of its subsidiaries incurring losses. The company’s line of credit was also exhausted and bonding facilities were lost. Good employees were leaving, and quite frankly, UIC was facing a serious liquidity problem that threatened the company’s future. While this may read like the beginning of a business horror story, it is actually a success story about how the right combination of solid leadership, teamwork, and cultural values can turn things around. In November of 2017, UIC’s Board of Directors selected Delbert J. Rexford as its new President and CEO. Rexford, an Iñupiat, and an original UIC shareholder, was quick to apply cultural values and the Arctic whaling tradition of teamwork to UIC. Rexford’s initial focus was on building a strong executive team, which included hiring Jeevan Pokharel as the new CFO, now COO.
It was apparent to Pokharel and the rest of the executive team that the struggling company needed an overhaul. The new team immediately started working to change the company’s direction, restructuring UIC’s business units to return them to profitability. UIC experienced a remarkable turnaround that has resulted in a record-breaking twenty-six months of profitability. “We have paid off all company loans except for one and would have paid that off if it didn’t have prepayment penalties,” jokes Pokharel. “It was extremely challenging to spearhead the company’s transformation while at the same time growing revenues and profitability—and retaining our valuable employees. We believe that, despite all of the challenges faced in 2017 and early 2018, in 2020, all of UIC’s operating subsidiaries will be profitable; revenues will be at least 20 percent and income from operations over 350 percent higher than they were in 2018.” Over the past year, UIC has expanded further into new growth areas by adding several business lines in Alaska and the Lower 48. The team has focused on hiring the best of the best and improving UIC’s overall reputation as one of Alaska’s leading companies. UIC also expanded its operations in the Pacific Northwest with the acquisition of a majority interest in Seattle-based Johansen Construction Company. Pokharel continues, “Our short-term goal is to maintain the profitability we are achieving and our ten-year goal is to be one of the top three Alaskan-owned companies both in terms of revenues and profitability, while consistently providing our shareholders with healthy dividends. We look forward to expanding our footprint in many industries going forward, and we are already looking for other opportunities to acquire or
AlaskaBusiness Profile
partner with companies or individuals in several different industries.” President Rexford’s passion for UIC and its shareholders, along with his commitment to best leadership practices, are all factors that contributed to UIC’s tremendous success. “We understand basic universal requirements for implementing smart and healthy best business guiding principles. Hiring Mr. Jeevan Pokharel as an executive was crucial to UIC’s remarkable and miraculous financial turnaround. More importantly, hiring team members with the ability to deliver positive revenue outcomes under Mr. Pokharel’s business leadership directly resulted in UIC’s financial recovery… he is a mover and shaker in Alaska’s business world. “I am happy to say that we have all worked very hard at returning to the original vision and purpose of the company through a relentless focus on our shareholder values and sound, prudent business principles. Under our current leadership, with the support of UIC’s Board of Directors, and the hard work of all of UIC’s employees, we see nothing but a bright and prosperous future for the company,” Rexford concludes.
Ukpeaġvik Iñupiat Corporation (UIC)
6700 Arctic Spur Rd. Anchorage, AK 99518-1550 907-677-5200 uicalaska.com
A L A S K A N AT I V E
Giant Clients
ANCs diversify with government contracts
JJPan | iStock
By Isaac Stone Simonelli
38 | October 2020
Alaska Business www.akbizmag.com
T
he diversified portfolios of Alaska Native Corporations (ANCs) go far beyond resource extraction projects and the state’s borders. ANCs are no stranger to government contracts, as the different corporations offer professional services, IT services, base operations and logistics support, hardware retail, wholesale distribution, construction, and more. Cape Fox Corporation moved into government contracts around the turn of the millennium with the goal of diversifying. “Cape Fox was originally focused on the timber industry in southeast Alaska,” Cape Fox Corporation CEO Chris Luchtefeld says. “As the company progressed and the timber industry was slowing, the corporation made the decision to enter into
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Alaska Business
government contracting as a way to diversify the corporation.” The company has more than fifty government contracts with various agencies, including the Army, Navy, Air Force, Coast Guard, National Institutes of Health, Nuclear Regulatory Commission, Department of Justice, US Agency for International Development, Defense Health Agency, GSA, and Department of Labor. According to Luchtefeld, Cape Fox mainly focuses on four sectors: healthcare, professional services, IT, and construction services. Most of the contracts the corporation is awarded are three to five years long. “Government contracting has been a consistent and stable revenue stream,” says Bering Straits Native Corporation (BSNC) Executive Vice President Dan Graham. “Government contracting
October 2020 | 39
“Government contracting has served an important role in BSNC's growth and ability to provide shareholder benefits, including regular and elder dividends, bereavement payments, jobs, internships, scholarships, and support for nonprofit entities that provide services to BSNC shareholders and descendants.” Dan Graham, Executive Vice President, BSNC
40 | October 2020
has served an important role in BSNC's growth and ability to provide shareholder benefits, including regular and elder dividends, bereavement payments, jobs, internships, scholarships, and support for nonprofit entities that provide services to BSNC shareholders and descendants.” Graham notes that BSNC’s government work reaches beyond Alaska. “Revenue from government contracting brings economic diversity and strength to Alaska,” Graham says.
be one to two years or more before you are able to receive your first contract. That can require a significant investment for the startup timeframe. Often individuals or companies can become frustrated because they don’t see sales for an extended period of time, but unfortunately that is how the process works. It is not a fast process.” However, the benefits of these contracts are that they tend to be stable, last multiple years, and “the government typically pays their bills on time,” Luchtefeld notes.
The Learning Curve Serving government contracts is different from the private sector in a variety of ways, explains Graham. “For someone that is not in the industry, the bidding process can look very complicated. There are many laws, policies, and procedures that govern the bidding process. The typical process starts with a Request for Proposal [RFP] from the government for services that they need a contractor to perform,” Luchtefeld says. “These documents are loaded with legal terms, government acronyms, references to government policies, and instructions to potential bidders. While on the surface it looks very complex, once you are in the industry, you learn the majority of government RFPs follow a very similar format, cite similar policies, and follow a general formula. Once you learn that formula, bidding becomes much simpler.” Luchtefeld points out that the jargon, processes, and compliance requirements involved with pursuing government contracts make for a steep learning curve for the first few years. “There are some unique government contracting skillsets that are needed to be successful. For example, individuals need to understand government security procedures, government contracting laws, government compliance, and other aspects not found in typical commercial companies,” Luchtefeld says. “All that being said, the learning curve can be shortened significantly by working with someone familiar with the industry that can train the corporation. The other aspect of the learning curve is the long lead times for government contracts. If you start a government contracting subsidiary today, it could
Specialized Departments Doyon Government Group (DGG) and Doyon Utilities handle the government contracting line of business for Doyon; DGG focuses on construction and information technology. “DGG’s construction companies operate across the United States and employ comprehensive, time-tested protocols and procedures to manage diverse construction activities. Each project performance is marked by strong management and skilled craftspeople who are committed to safety, constructability, quality, budget, and schedule adherence,” Doyon President and CEO Aaron Schutt says. “DGG’s information technology companies, Arctic Information Technology and designDATA, provide advanced computer support, network solutions, IT support, cloud computing services, financial management software, and comprehensive support for Microsoft and HP products, among others. Additionally, their teams offer network infrastructure support, managed services, deployment, and maintenance of computer networks, and other IT infrastructure solutions.” The National Park Service (NPS) awarded Arctic IT a five-year contract in 2018 to implement a new recreation business management system at every National Park in the United States, Schutt explains. “The contract covers 165 parks with the NPS throughout the United States, Puerto Rico, and the US Virgin Islands. Arctic IT provides point-of-sale hardware and a Microsoft-based solution to the NPS to collect, reconcile, and report on recreational fee revenue,” Schutt says. “The new system will standardize
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processes across the NPS systems to increase efficiency and effectiveness.” Doyon Utilities landed the largest utility privatization contract ever awarded by the US military in 2008, Schutt confirms. “The contract term is fifty years and covers twelve utility systems on the three Army bases in Alaska—Fort Wainwright, Fort Richardson, and Fort Greely. Doyon Utilities continues to safely provide reliable utility services,” Schutt says. “These services include central heat, power plant heat distribution system and utilidors, electrical distribution system, water distribution system and treatment, wastewater collection system and treatment plant, and natural gas distribution system.” Cape Fox’s government contracts are primarily outside of Alaska, though it currently has three contracts for which all or some of the work is done in-state, Luchtefeld says. “We really like to perform work in Alaska, but to significantly grow the company, we have to pursue work outside of Alaska,” Luchtefeld explains. “The dollar amounts can vary significantly. We have contracts that range from $50,000 per year to $20 million per year. Contracts are usually awarded for multiple years. Common award timeframes are usually three, four, or five years: some of the largest ANCs have contracts that can be hundreds of millions of dollars in value over five years.” The key, of course, is landing such contracts.
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Securing Government Contracts 101 “The contracting process can vary a lot, but there are some general steps that we usually see. When the government has a requirement, the government contracting office works with the government end customer to develop the terms of the requirement. This results in a document that is usually called a Performance Work Statement [PWS] or a Statement of Work [SOW],” says Luchtefeld. “This is the technical document that describes in detail the type of work the government wants a contractor to perform. From there, the government will often issue a Request for Information or Sources Sought or a similar type of notice.” www.akbizmag.com
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October 2020 | 41
Mark Alexander | iStock Bluejayphoto | iStock Dennisvdw | iStock
The National Park Service awarded Arctic IT a five-year contract in 2018 to implement a new recreation business management system throughout the National Park Services' 165 parks.
42 | October 2020
Alaska Business www.akbizmag.com
“There are some unique government contracting skillsets that are needed to be successful. For example, individuals need to understand government security procedures, government contracting laws, government compliance, and other aspects not found in typical commercial
The technical document is then sent out to determine contractors’ ability to do the work, as well as their interest level. The feedback the government entity gets from contractors can help it determine how viable the work is, Luchtefeld explains. “From there, the government usually issues an RFP. The RFP contains the PWS or SOW along with all of the typical government acquisition/procurement regulations and instructions for contractors to respond to the request. A typical response comes in the form of a proposal to the government from the contractor. The government is very specific in its requirements for the response,” Luchtefeld says. “A common response has a technical volume where the contractor describes how they will perform the work being requested, a pricing volume where the contractor provides a detailed breakdown of the pricing to perform the work, and a contracting volume where the contractor provides government required certifications, registration information, and other information needed by the government to confirm the contractor is eligible to receive a contract from the government. The government evaluates the responses from the contractors and selects a winner.”
Luchtefeld reiterates that there are significant differences between government contracts and the private sector, from timelines to compliance. It can take anywhere from three months to three years for a government agency to award a contract depending on the size and scope of the project, he says. “The government closely controls and monitors the process and the government works on its own timeline. With the private sector, a salesperson may be able to offer a special limited time deal to entice a customer to accelerate their procurement process or pressure the customer into making a purchase,” Luchtefeld says. “These tactics do not typically work in the government contracting environment. The compliance aspect is the other big difference… The security, contracting, legal, and general compliance aspects in government contracting are different from private sector businesses.”
companies.” Chris Luchtefeld CEO Cape Fox Corporation
44 | October 2020
Alaska Business www.akbizmag.com
TOP ers
2020
2020 TOP 49ERS SPECIAL SECTION
Triumphant Journeys: The Alaska Business 2020 Top 49ers By Kathryn Mackenzie
O
ne factor that contributes to successful business operations is the ability to adapt to new situations; rare is the organization that flourishes without changing at all. This year, as we are all acutely aware by now, will go down in history for many, many things including the wide range of methods implemented by businesses as they adapted to the new landscape presented to them by COVID-19. Some organizations have been overwhelmed by demand (healthcare comes to mind) while others experienced the exact opposite problem. Businesses in the retail, hospitality, and tourism industries continue to struggle to stay afloat, protect their employees and clients, and navigate the ever-changing, sometimes conflicting protocols and procedures mandated by local municipalities, state government, and federal officials. As we contemplated the theme for our 2020 Top 49ers, it never occurred to us that the words "migration" and "journeys" would have such weighted meanings—or that the idea of adapting to new circumstances wouldn't just be a hypothetical concept to file away for the future. No matter the industry, this has been, and will likely continue to be for a long time, a time of transition and change filled with hard decisions and substantial sacrifices. As we at Alaska Business continue to figure out how to operate in our new world (I’m still writing to you from my home office and gratefully so), we wondered how some of Alaska’s most successful and long-running organizations are navigating their own course through the global pandemic. Here we’ve compiled a selection of their answers, and while they’re presented alphabetical order, there is also a running theme of success through teamwork, a great sense of social responsibility, and adaptability. Make sure to access the digital edition at akbizmag.com for enhanced Top 49ers content including an exclusive animated presentation and five-year, alphabetical Top 49ers revenue chart.
AHTNA We are incredibly proud of the resilience and flexibility our employees have shown in meeting our business and client needs while maintaining their health and safety. We’ve supported our clients’ COVID-19 response through emergency deep cleaning for NOAA and design/construction of alternate care facilities for USACE.
AIRPORT EQUIPMENT RENTALS To ensure customer and employee safety, Airport Equipment Rentals has increased the sanitation of facilities and equipment. For our employees, we have facilitated the computers and network access necessary to allow employees to work from home. We are also encouraging our employees 46 | October 2020
to take as much company sponsored leave as necessary to receive COVID-19 testing.
program to its shareholders and descendants. Adaptation and resiliency are key values held by BSNC.
ARCTIC SLOPE REGIONAL CORPORATION
BRISTOL BAY NATIVE CORPORATION
While 2020 has been challenging for the corporation, the health and safety of our shareholders, communities, and employees remains our top priority.
BBNC has taken proactive steps to support and help prepare our shareholders, employees, and communities throughout the COVID-19 pandemic. BBNC’s COVID-19 Response Team assessed the needs of our shareholders, employees, and communities to ensure BBNC was assisting in the most efficient way possible.
BERING STRAITS NATIVE CORPORATION While the pandemic has caused many disruptions and delays, these are not expected to have a significant impact on BSNC’s overall business operations and revenue. BSNC’s employees quickly adapted to working remotely to continue to serve our customers and shareholders. Through the company’s smooth transition online, BSNC was still able to provide the valuable internship
CALISTA CORPORATION Nordic-Calista Services is rehabilitating Rig 2, using loan proceeds from the SBA Paycheck Protection Program to fund the labor
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protect its employees, shareholders, communities, and operating businesses. That effort has included issuing early payment of dividends and Elder distributions; establishing a Community and Tribal Support Fund to provide financial support (funds distributed by Chugachmiut); assembling a Chugach Regional Resources Group for communities, tribes, and organizations across the region to partner, share information, and connect the community with monetary and other resources; distributing masks to shareholders and communities, as well as employees; donating to community organizations supporting COVID-19 response efforts; adopting telecommuting for corporate and regional offices early in the COVID-19 crisis to safeguard our team; and increasing health, hygiene, and safety vigilance at all our sites and offices.
CAPE FOX CORPORATION
COOK INLET REGION INC.
CFC represents the Tlingit natives of the Village of Saxman. Our Tlingit natives understand the need for adaptability and resiliency. This year has taught us to again adapt and be resilient. CFC had done much to do just that by increasing its communications to everyone with daily email updates on COVID-19 and weekly inspirations, creating new work environments through remote work, and performing more community service to ensure our communities are protected—as we did when we provided gift bags filled with necessities for everyone in the community. CFC has always worked as a team, and this year’s events have only unified our team more.
In the era of a global pandemic, CIRI has used electronic resources to efficiently and effectively conduct the company business. CIRI conducted its first ever virtual Annual Meeting and is currently conducting all company meetings virtually. While pandemic times are a challenge to navigate for everyone, CIRI will continue to innovate and utilize lessons learned through this crisis to be a better and stronger company moving forward.
CHOGGIUNG. LTD Grit, focus.
determination,
perseverance,
CHUGACH ALASKA CORPORATION At Chugach, we understand better than most that the world is constantly changing, and after nearly five decades of adapting and overcoming challenges, our corporation remains resilient and thriving today. Chugach has been agile responding to the COVID-19 pandemic to support and www.akbizmag.com
2020 TOP 49ERS SPECIAL SECTION
costs. To enhance rig capabilities and function, Nordic is replacing the rig’s existing mast with a larger mast with more capacity and installing a top drive unit. Nordic also performed upgrades on its camps. For instance, Nordic bought a trailer that allows Camp 101 to be moved to new locations faster than before. Also, the camp’s water and sewer systems, which used to be external to the camp, have been unitized into each camp module for more efficient camp setup and operations. “The work we performed this summer using the SBA Paycheck Protection Program proceeds allowed us to rehire over half of our workforce,” says NordicCalista President Sharon Lechner. “Further, our capital investment in our rigs and camps represents our new Rig Build Philosophy that recognizes we have to listen to the marketplace and provide more value to our customers than we have in the past.”
CORNERSTONE GENERAL CONTRACTORS Cornerstone responded to the pandemic immediately and implemented a COVID-19 Company Policy as soon as the State of Alaska announced its first confirmed case. As the COVID-19 situation rapidly evolves, Cornerstone is managing efforts to ensure the health and safety of our employees, families, subcontractors, and customers. We are committed to ensuring a working environment with a zero to very low risk of transmission of COVID-19. We are using CDC Guidelines as our road map for how to navigate through this time. All job sites adhere to added controls, including requiring all personnel to take their own temperatures at home and providing Alaska Business
October 2020 | 47
2020 TOP 49ERS SPECIAL SECTION
photo evidence upon entering the job site each day and requiring superintendents to record results as a part of the daily report.
CREDIT UNION 1 Getting our employees into a remote work environment at the start of COVID-19 in Alaska was a huge challenge to logistics and resources. We managed to transition about one-third of our workforce in just a few weeks. These were big choices, but they were the right choices for our people. Many of our employees learned to do their jobs from home, virtually overnight, while maintaining teamwork and communication. Our members had their in-person avenues of service changed, but they still used us just as much for their financial needs. New options such as video appointments with our members service representatives and curbside pickup for certain items have been extremely well received and appreciated by our members. We’re continuing to grow, adapt, and find new ways to provide excellent service every day. Opportunities are there to reach these goals, especially in times of crisis. We make our own magic at Credit Union 1, and we will always work to keep that up. As a whole, we have continued putting members first in good times and tough times alike, and with that mindset, the future is bright for CU1 and our valued Alaskan members.
DOYON The Doyon Settlement Trustees (DST) approved an early distribution to DST beneficiaries to provide relief for families impacted by the pandemic and to assist during the related economic crisis.
EVERTS AIR CARGO | EVERTS AIR ALASKA As part of the essential infrastructure, we recognized early on that we would need to be proactive to serve our customers and our state. Within days, our action plan was in place. Our objective was to initiate tight controls—before they were required. We introduced a notification and follow through program and 48 | October 2020
staffed it with incredible employees, over and above their regular duties. We involved all leadership, educated our employees, and committed to keeping them safe and our planes flying. We remain in the COVID battle daily and are more in touch and in tune with our employees than ever. This challenge is proving to come with some valuable lessons learned.
FIRST NATIONAL BANK ALASKA With twenty-seven branches in eighteen communities statewide, the challenge of keeping First National customers and employees safe and healthy during the COVID-19 pandemic has been a daunting task and an ongoing one. The safety and health of our employees and customers has been at the forefront of every action taken. The bank quickly established a COVID-19 Emergency Response Team, which has been closely monitoring this situation since February. Throughout the COVID-19 crisis, First National has remained open to meet the needs of the communities we serve. We continue to operate under the bank’s COVID-19 critical infrastructure protocol, which was submitted to the State of Alaska as required. Following all CDC, state, and local guidelines, cloth face coverings have been made available to all employees. We strongly encourage employees to follow social distancing and require cloth face covering protocols in all areas of the bank. When possible, employees are working remotely and rotating schedules within branches and offices throughout the bank to mitigate the spread of the virus. First National continues to offer high-quality service to meet customers’ needs. Branch lobby visits are available, although customers are strongly encouraged to conduct transactions by using the drive-thru, online and mobile banking services, and ATMs. To help keep employees informed of recent changes, a COVID-19 information hub was created for easy access to daily updates, trusted resources, and FAQs. In addition, the Emergency Response Team conducts twiceweekly briefings with all managers and supervisors, who then funnel that information to their employees and
all levels of the bank. We continue to communicate all details of any change in our banking services to customers directly. Resources on FNBAlaska.com, updated signage on all branches, email updates, and frequent posts on social media keep our customers informed. Our employees pitched in to make sure fellow Alaskans have financial services available when they need them most. A great example is the round-theclock shifts put in, for several days, to process the SBA PPP loan applications to help Alaska businesses receive the vital assistance they need right now. This dedication and hard work is demonstrated by our phenomenal employees in all areas of the bank.
GOLDBELT One of Goldbelt's strengths is our resilience and ability to adapt to changing circumstances. Despite closing our offices to the public in March with short notice and the impact we continue to see on some operations, such as the tourismbased Juneau Tram, Goldbelt has continued to thrive throughout 2020. Through careful decision-making and flexibility, we have been honored to have had the opportunity to adapt and assist in the prevention and response efforts to the COVID-19 pandemic, with several subsidiaries readjusting their operations to source and supply PPE and assist the CDC in treatment and prevention laboratory research, while still maintaining our everyday operations and expected level of success.
KONIAG Koniag committed $60,000 to support in-region COVID-19 response and recovery efforts. This follows region-wide meetings with tribes, Village corporations, and nonprofits in the Kodiak region to seek guidance on what is needed most.
LYNDEN Lynden employees have stepped forward to meet the needs of customers and kept freight moving to Alaska throughout the challenges of 2020. Lynden barges, trucks, and planes deliver cargo to all points in
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2020 TOP 49ERS SPECIAL SECTION
Alaska providing a supply lifeline to much of the state. "The safety of our people and serving our customers are our priorities during these challenging times. We've been keeping freight moving to Alaska since 1954, and we're not planning to stop now," says Chairman Jim Jansen. "Lynden companies provide critical cargo services throughout Alaska and beyond and we are committed to delivering essential supplies and services to our customers and communities."
MATANUSKA ELECTRIC ASSOCIATION MEA has successfully worked to keep employees and members safe throughout the pandemic. Office closures, remote work schedules, additional PPE and training, and adapting to the constant change have all helped to mitigate these challenging times. We've been able to keep our members up to date through social media campaigns and email contacts.
MTA MTA has gone above and beyond to keep its community connected amid COVID-19 by providing more than 2,600 households across the Mat-Su Valley with upgraded internet, through its e-learning enablement initiative for students and educators, by setting up WiFi hotspots throughout its service area, and more.
P
N
D
E NGINEERS, I NC.
NANA NANA and our family of companies continue to partner with organizations in our region, throughout Alaska, and beyond to help prevent the spread of COVID-19 and ease its impact on shareholders and employees.
SEALASKA The company has continued to look for ways to keep its 23,000 shareholders informed about the business during the unprecedented pandemic caused by the [novel] coronavirus. Several shareholders have asked how the pandemic has affected our business. It’s important you know that our business is on track, despite COVID-19’s considerable challenges. Sealaska businesses had a record year in 2019, and we’re on www.akbizmag.com
Anchorage Juneau Palmer Seattle Houston Portland V ancouver, B.C.
We’re innovators. PND Engineers regularly investigates and tests new designs to provide clients with practical, cost-effective solutions and expand our markets. This research has led to many developments in arctic and marine design, such as the TM bulkhead, currently being installed at the new Crowley Fuels dock in Kotzebue. Let’s work together!
Civil • Planning • Surveying • Structural • Permitting • Marine Facilities Geotechnical • Environmental • Transportation • Coastal Engineering Hydrology • Contract Administration • Construction Engineering Support
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October 2020 | 49
2020 TOP 49ERS SPECIAL SECTION
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THE KUSKOKWIM CORPORATION
HELPING YOU BUILD YOUR BUSINESS 907.561.8477 552 West 58th Anchorage AK 99518 50 | October 2020
course for another successful year. Our priority has been to keep our people safe and, if possible, to enable them to continue working. We have been able to keep all of our people employed and, to our knowledge, have avoided serious illness. Seafood processing is among the most noteworthy parts of our business. Our seafood companies are providing an essential service that transforms the 2019 domestic catch into healthy, low-impact food. Feeding people is especially critical right now. While the pandemic has impaired global and other food systems, such as meat and poultry processing, the Alaska/ Pacific Northwest supply chain has remained strong through the crisis. Sourcing and processing locally is more than just environmentally sound. It makes the food supply reliable and resilient. Our approach, driven by a desire to feed people while diminishing our impact on the planet, has been an enormous benefit through the crisis. And our businesses have applied focus, clarity, and drive to keeping employees safe through record production. Because safety in seafood processing is so important and challenging, our operations are closely scrutinized by regulators. Two federal agencies—the Centers for Disease Control and the Occupational Safety and Health Administration— recently toured our Orca Bay plant in Seattle as part of a regional review of all plants that have been working throughout the pandemic. They reported that our plant had among the more robust programs they have come across. Sealaska’s water and infrastructure businesses in California and elsewhere are also providing essential services. The pandemic magnifies the importance of access to clean water as homes, businesses, and hospitals rely on uninterrupted water services to keep people safe.
D E S I G N | P R I N T | M A I L | P R O M OT E
TKC is uniquely positioned to weather storms like the one we are currently facing with COVID-19. Many of our subsidiaries are nimble enough to follow where the work is and are not tied to a specific building or job site. TKC is focusing on work that can be done
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THREE BEARS ALASKA When [COVID-19] first hit, there was a lot of panic buying, there were product shortages and outages, and the supply chain became generally quite strained. We have become very creative in reconstituting a more robust supply chain, both in terms of acquiring the products everyone expects plus in acquiring the products to keep our customers and employees safe. Lots of long hours and thousands of phone calls and emails. Plus, our employees— especially our in-store frontline employees—proved how "essential" they really are by stepping up and conquering every challenge. Amazing!
2020 TOP 49ERS SPECIAL SECTION
during the pandemic, keeping costs down company wide, and supporting our staff and shareholders. SEARHC is one of the largest and most historic Native-run health organizations in the United States. We provide Medical, Dental, Behavioral Health and Community Health services, and take great pride in enhancing the quality of life for all Alaskans in the communities we serve.
Map Legend Hospitals and Clinics Clinic Locations Itinerant Health Services Shared Services
UKPEAĠVIK IÑUPIAT CORPORATION Recognizing the 2020 challenges, and with the actions UIC immediately initiated, UIC has been rewarded with record revenues and profits even during this difficult time.
Visit searhc.org for more information.
USIBELLI COAL MINE The flexibility and perseverance of UCM employees have allowed the coal mine to successfully operate as critical infrastructure in the state during the COVID-19 worldwide pandemic. Our employees worked hard to ensure a reliable source for heat and power was provided to the homes of Interior Alaska residents and businesses.
FROM HERE TO THERE? NO PROBLEM.
WATTERSON CONSTRUCTION When the pandemic hit Alaska, Watterson Construction Co. (WCC) had nearly completed a project in an active medical facility. To allow the client to adjust for the new health climate, the project was suspended for seven weeks. To resume the project, WCC hired an industrial hygienist to prepare a jobsite specific HASP (Health and Safety Plan) for working in a potentially COVID-19 infected area. All personnel attended safety training and were fit tested to wear respirators. By following the procedures in the HASP, WCC was able to complete the project and the owner began using the critically needed new facilities. www.akbizmag.com
We’re ready to tackle your most complex marine transportation, logistical and modular transportation challenges worldwide. With point-to-point turnkey logistics, and project and asset management, we’ll get you from here to there — safely and efficiently.
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2020 TOP 49ERS SPECIAL SECTION
The 2020 Alaska Business Top 49ers: Alaska's top locally-owned companies ranked by gross revenue
1 2019
$3,766,757,000
2018
$3,396,783,000
2017
$2,697,862,000
2016
$2,371,164,000
2015
$2,515,377,000
2019 Rank Change in Revenue from 2018
52 | October 2020
1 11%
ARCTIC SLOPE REGIONAL CORPORATION SERVICES: ASRC has six major business segments: petroleum refining and marketing, energy support services, construction, government services, industrial services, and resource development. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 15,181 Worldwide/3,635 in Alaska
RECENT EVENTS: In May of 2020, teams from ASRC Federal played in integral part in launching NASA's historic SpaceX Demo-2 mission. This was the first launch of astronauts from an American rocket from American soil since the last space shuttle mission in 2011.
REX ALLEN ROCK SR ., PRES./CEO PO Box 129 Barrow, AK 99723 asrc.com ASRCExternalAffairs@asrc.com 907-852-8633
Alaska Business www.akbizmag.com
$1,766,967,000
2019
SERVICES: Industrial services, government services, construction, seafood, tourism, and natural resources. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 4,343 Worldwide/1,903 in Alaska
RECENT EVENTS:
2018
$1,689,014,000
2017
$1,659,345,000
In January, BBNC partnered with the DMV to create Alaska's first ever mobile DMV in New Stuyahok. Twenty-two residents received their driver's license (a common requirement for employment and training opportunities) and dozens received their REAL ID.
2016
$1,525,181,000
JASON METROKIN , PRES./CEO
2015
$1,512,022,000
2019 Rank Change in Revenue from 2018
2 5%
3 2019
$1,655,322,000
2018
$1,501,302,000
2017
$1,354,000,000
2016
$1,300,000,000
2015
$1,600,000,000
2019 Rank Change in Revenue from 2018
www.akbizmag.com
111 W. 16th Ave., Ste. 400 Anchorage, AK 99501 bbnc.net info@bbnc.net 907-278-3602
3 10%
NANA SERVICES: Resource development; land management; federal contracting; engineering and design; surveying and mapping; food and facilities management; camp services; security; industrial and commercial fabrication and installation; drilling services. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 14,072 Worldwide/4,495 in Alaska
RECENT EVENTS: In 2019, Red Dog Mine marked thirty years of production, during which the mine has continuously produced zinc, lead, and other elements for global markets and employed more than 3,000 NANA shareholders.
WAYNE WESTLAKE , PRES./CEO PO Box 49 Kotzebue, AK 99752 nana.com news@nana.com 907-442-3301 Alaska Business
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2020 TOP 49ERS SPECIAL SECTION
2
BRISTOL BAY NATIVE CORPORATION
2020 TOP 49ERS SPECIAL SECTION
4 2019
$1,075,000,000
2018
$1,050,000,000
2017
$950,000,000
2016
$925,000,000
2015
$975,000,000
2019 Rank
4
Change in Revenue from 2018
2%
5 2019
$977,000,000
2018
$949,000,000
2017
$920,000,000
2016
$842,000,000
2015
$758,000,000
2019 Rank Change in Revenue from 2018
54 | October 2020
5 3%
LYNDEN SERVICES: Lynden is a family of transportation companies with capabilities including truckload and less-than-truckload services, scheduled and charter barges, scheduled and charter cargo aircraft, worldwide freight forwarding, heavy haul and oversize services, intermodal bulk chemical hauls, and multimodal logistics. YEAR ESTABLISHED IN ALASKA : 1 954 EMPLOYEES : 3,039 Worldwide/1,003 in Alaska
RECENT EVENTS: Alaska Marine Lines celebrated forty years of providing barge service to Alaska. Lynden’s mobile app enables customers to track and view shipment information from anywhere, at any time. The Lynden companies are repeat winners of Logistics Management's Quest for Quality Award.
JIM JANSEN , CHAIRMAN 6520 Kulis Dr. Anchorage, AK 99502 lynden.com information@lynden.com 907-245-1544
CHUGACH ALASKA CORPORATION SERVICES: Wide-ranging services for federal and commercial clients including facilities management and maintenance, construction, technical and IT, oil and gas, and education services. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 5,700 Worldwide/1,000 in Alaska
RECENT EVENTS: Focused on ANCSA land initiatives that create shareholder value: Coal sale that retired development rights and generated financial return via dividends and a $30 million educational/cultural endowment; bringing CARB carbon market to Alaska and making carbon sales; granite quarry development; and land exchange.
SHERI BURETTA , INTERIM PRES./CEO/CHAIRMAN OF THE BOARD 3800 Centerpoint Dr., Ste. 1200 Anchorage, AK 99503-4396 chugach.com communications@chugach.com 907-563-8866
Alaska Business www.akbizmag.com
2019
$871,000,000
2018
$830,000,000
SERVICES: Chenega figures prominently in the diverse government services contracting marketplace supporting defense, intelligence, and federal civilian customers. YEAR ESTABLISHED IN ALASKA : 1974 EMPLOYEES : 6,395 Worldwide/188 in Alaska
RECENT EVENTS:
2017
$876,000,000
2016
$927,000,000
Chenega was recognized with several awards that demonstrate our ongoing commitment to excellence for our employees and customers: we were named one of the best places to work in the DC area by The Washington Post and selected as the Kennedy Space Center Small Business Prime Contractor for 2019.
2015
$882,000,000
CHARLES W. TOTEMOFF, PRES./CEO
2019 Rank Change in Revenue from 2018
6 5%
3000 C St., Ste. 301 Anchorage, AK 99503-3975 chenega.com info@chenega.com 907-277-5706
As we navigate today’s landscape, it’s extra important to know that your financial institution is here for you.
Join us today and enjoy an Alaskan credit union where YOU are at the heart of it all.
Get started at cu1.org. Insured by the NCUA www.akbizmag.com
Alaska Business
October 2020 | 55
2020 TOP 49ERS SPECIAL SECTION
6
CHENEGA CORPORATION
2020 TOP 49ERS SPECIAL SECTION
7 2019
$699,627,363
2018
$429,333,000
2017
$293,400,000
2016
$145,500,000
2015
$109,440,000
2019 Rank
11
Change in Revenue from 2018
63%
8 2019
$618,395,000
2018
$643,686,000
2017
$608,104,000
2016
$474,271,000
2015
$457,569,000
2019 Rank Change in Revenue from 2018
56 | October 2020
7 4%
SEALASKA SERVICES: Sealaska's businesses are divided into three tiers: natural resources and land management, environmental services, and sustainable foods. YEAR ESTABLISHED IN ALASKA : 1 972 EMPLOYEES : 850 Worldwide/70 in Alaska
RECENT EVENTS: In 2020, Sealaska added Barnacle Foods and CS Marine to its family of subsidiary companies. This past year, the company also invested $1 million towards a COVID-19 relief and recovery package to help its shareholders and Alaska communities respond to the pandemic.
ANTHONY MALLOTT, PRES./CEO One Sealaska Plaza, Ste. 400 Juneau, AK 99801-1276 sealaska.com corpcomm@sealaska.com 907-586-1512
AFOGNAK NATIVE CORPORATION SERVICES: Afognak's subsidiaries provide an exceptional track record of government and commercial services worldwide, including leasing; facility services; timber; retail; engineering; IT; security; logistics; operations and maintenance; and youth services. YEAR ESTABLISHED IN ALASKA : 1977 EMPLOYEES : 4,409 Worldwide/163 in Alaska
RECENT EVENTS: Afognak acquired Brown Jug, a retail business with an eighty-threeyear history, operating twenty-one stores across Alaska. The heritage brand is Alaska’s first and largest retailer of spirits. The acquisition will diversify Afognak’s subsidiary portfolio for enhanced profitability and shareholder job opportunities.
GREG HAMBRIGHT, PRES./CEO 300 Alimaq Dr. Kodiak, AK 99615 afognak.com malia@afognak.com 907-486- 6014 Alaska Business www.akbizmag.com
SERVICES: Military defense contracting, construction, real estate, environmental and natural resource development, marine transportation, oil field services, and heavy equipment sales, service, and rentals. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 2,600 Worldwide/600 in Alaska
2019
$573,299,000
2018
$574,354,000
2017
$480,200,000
Calista fully acquired its newest subsidiary, Nordic-Calista Services, on January 1. Nordic-Calista is a drilling and workover company with four rigs and five camps for projects on Alaska’s North Slope. Significant oil discoveries have attracted new
2016
$492,200,000
investors to the North Slope.
2015
$460,100,000
ANDREW GUY, PRES./CEO 5015 Business Park Blvd., Ste. 3000 Anchorage, AK 99503 calistacorp.com calista@calistacorp.com 907-275-2800
2019 Rank Change in Revenue from 2018
www.akbizmag.com
8 less than 1%
RECENT EVENTS:
Alaska Business
October 2020 | 57
2020 TOP 49ERS SPECIAL SECTION
9
CALISTA CORPORATION
2020 TOP 49ERS SPECIAL SECTION
10 2019
$493,023,000
2018
$513,881,000
2017
$439,349,000
2016
$289,048,000
2015
$222,810,000
2019 Rank
9
Change in Revenue from 2018
4%
11 2019
$480,055,281
2018
$461,190,653
2017
$470,425,629
2016
$424,300,000
2015
$424,426,000
2019 Rank Change in Revenue from 2018
58 | October 2020
10 4%
COOK INLET REGION, INC SERVICES: CIRI's financial strength lies in its diverse investment and business portfolio, including real estate, oilfield and construction services, energy and infrastructure, government services, technology services, and private equity and venture capital investments. YEAR ESTABLISHED IN ALASKA : 1972 EMPLOYEES : 80 Worldwide/80 in Alaska
RECENT EVENTS: CIRI continues to manage a diverse portfolio of investments aimed to protect and grow the company's assets on behalf of its more than 9,000 shareholders. The company seeks steady and diverse growth through diverse investments in Alaska, throughout the US, and around the world.
SOPHIE MINICH , PRES./CEO PO Box 93330 Anchorage, AK 99509-3330 CIRI.com info@CIRI.com 907-274-8638
UKPEAĠVIK IÑUPIAT CORPORATION (UIC) SERVICES: Commercial civil and industrial construction, architecture, engineering, surveying, environmental, marine logistics, real estate, land, natural resources, IT, maintenance and manufacturing, tundra transportation, and Arctic science support. YEAR ESTABLISHED IN ALASKA : 1973 EMPLOYEES : 3,397 Worldwide/320 in Alaska
RECENT EVENTS: Acquired majority interest in Seattle-based Johansen Construction. Established other additional business lines. 2019 income from operations increased 272 percent from 2018.
DELBERT J. REXFORD, PRES./CEO PO Box 890 Utqiaġvik, AK 99723 uicalaska.com uicmarketing@uicalaska.com 907-852-4460
Alaska Business www.akbizmag.com
2019
$378,843,000
2018
$415,000,000
2017
$357,900,000
2016
$326,000,000
2015
$304,404,000
2019 Rank Change in Revenue from 2018
12 9%
SERVICES: Government contracting, logistics, base operations support services, aircraft and airfield services, special training and security, management and consulting services, IT services, construction and renovation, communications. YEAR ESTABLISHED IN ALASKA: 1972 EMPLOYEES: 1,845 Worldwide/490 in Alaska
RECENT EVENTS: BSNC has acquired Northwest Contracting, an Alaska-based industry leader in pavement marking and grooving. Northwest Contracting offers BSNC an opportunity to expand into a new market, grow the company through SBA certification, and extend geographical reach.
GAIL R. SCHUBERT, PRES./CEO 3301 C St., Ste. 100 Anchorage, AK 99503 beringstraits.com info@beringstraits.com 907-563-3788
The Solutions Company -
When experience meets ingenuity
• Safe, cost effective solutions to the most challenging projects • From the Arctic to the Gulf Coast • Full facility removal, asbestos, remediation, waste management, demolition and site work
Central Environmental Inc. CEI I The Solutions Company
Locations: Anchorage I Fairbanks I Las Vegas I Los Angeles 888-876-0125 I www.cei-alaska.com I #centralenvironmentalinc www.akbizmag.com
Alaska Business
October 2020 | 59
2020 TOP 49ERS SPECIAL SECTION
12
BERING STRAITS NATIVE CORPORATION
2020 TOP 49ERS SPECIAL SECTION
13 2019
$323,878,000
2018
$267,415,000
2017
$270,769,000
2016
$251,588,000
2015
$267,460,000
2019 Rank
15
Change in Revenue from 2018
2019
$322,195,000
2018
$310,643,000
2017
$290,548,000
2016
$305,412,000
2015
$378,288,768
Change in Revenue from 2018
60 | October 2020
SERVICES: Koniag's principal lines of business include commercial real estate investments; ANCSA natural resource management; and investments in various operating companies. YEAR ESTABLISHED IN ALASKA : 1 972 EMPLOYEES: 1,046 Worldwide/98 in Alaska
RECENT EVENTS: Koniag made its initial contribution to the Settlement Trust that was established in 2018 by an affirmative vote of Koniag shareholders. Koniag’s intent is to grow its Settlement Trust and utilize it to fund shareholder benefits.
RON UNGER , CHAIRMAN/CEO 194 Alimaq Dr. Kodiak, AK 99615 koniag.com 907-486-2530
21%
14 2019 Rank
KONIAG
13 4%
DOYON, LIMITED SERVICES: Oilfield services; drilling and pipeline infrastructure construction; government services; security; utility management; natural resource development; facility and food services; remote site support; engineering; construction. YEAR ESTABLISHED IN ALASKA : 1 972 EMPLOYEES : 1,046 Worldwide/708 in Alaska
RECENT EVENTS: Doyon recently partnered with Eighth Generation to have two custom wool blankets created using inspiration from Alaska Natives artists.
AARON SCHUTT, PRES./CEO 1 Doyon Pl., Ste. 300 Fairbanks, AK 99701-2941 doyon.com communications@doyon.com 888-478-4755
Alaska Business www.akbizmag.com
SERVICES: Construction, engineering, environmental, facilities management, surveying, security, military training, janitorial, healthcare and medical records management, government contracting, land management, resource development, and oil and gas pipeline services. YEAR ESTABLISHED IN ALASKA : 1 972 EMPLOYEES: 1,320 Worldwide/381 in Alaska
2019
$261,104,398
2018
$284,400,000
2017
$238,000,000
2016
$217,700,000
Our employee performance enabled the company to issue two special dividend distributions to our shareholders during 2020 to assist them during this time of economic hardship.
2015
$188,400,000
MICHELLE ANDERSON , PRES.
2019 Rank Change in Revenue from 2018
14 8%
RECENT EVENTS:
PO Box 649 Glennallen, AK 99588 ahtna.com news@ahtna.net 907-822-3476
Site Available for Development in Ship Creek Near Historic Depot
Contact Jim Kubitz, VP Real Estate, for more info: 907.265.2428 or KubitzJ@akrr.com www.akbizmag.com
Alaska Business
October 2020 | 61
2020 TOP 49ERS SPECIAL SECTION
15
AHTNA, INC.
2020 TOP 49ERS SPECIAL SECTION
16 2019
$258,131,652
2018
$252,293,053
2017
$211,837,206
2016
$171,655,823
2015
$137,942,098
2019 Rank
16
Change in Revenue from 2018
2%
17 2019
$241,700,000
2018
$228,500,000
2017
$260,200,000
2016
$241,800,000
2015
$260,600,000
2019 Rank Change in Revenue from 2018
62 | October 2020
18
ALEUT CORPORATION SERVICES: Government contracting; O&M; training and education; logistics; construction; IT/telecom; environmental; remediation; engineering, prototype and manufacturing; real estate; fuel and port services; oil field testing; instrumentation. YEAR ESTABLISHED IN ALASKA: 1972 EMPLOYEES : 933 Worldwide/101 in Alaska
RECENT EVENTS: The Aleut Corporation acquired Strata-G Solutions based in Huntsville, Alabama. This was a strategic acquisition that demonstrates our commitment to diversify and grow our federal contracting portfolio in line with our primary mission to maximize dividends/opportunities for our shareholders/descendants.
THOMAS MACK , PRES./CEO 4000 Old Seward Hwy., Ste. 300 Anchorage, AK 99503 aleutcorp.com info@aleutcorp.com 907-561-4300
OLGOONIK OLGO CORPORATION SERVICES: Specializing in construction, logistics and operations, security, environmental, and oilfield support services. YEAR ESTABLISHED IN ALASKA: 1973 EMPLOYEES : 922 Worldwide/133 in Alaska
RECENT EVENTS: Expansion of our Alaska-based operations to increase capacity for overland transport and reinforce our abilities to complete legacy well plugging and abandonment. Worldwide, Olgoonik has increased capacity to perform engineering and remediation contracts.
HUGH PATKOTAK SR ., PRES./CEO 3201 C St., Ste. 700 Anchorage, AK 99503 olgoonik.com 907-562-8728
6% Alaska Business www.akbizmag.com
2019
$240,646,300
2018
$228,728,336
2017
$229,389,285
2016
$236,747,520
2015
$220,276,480
2019 Rank Change in Revenue from 2018
17 5%
SERVICES: Tourism, government contracting, facility management, IT consulting, transportation, security services, and construction. YEAR ESTABLISHED IN ALASKA : 1 974 EMPLOYEES : 1,900 Worldwide/270 in Alaska
RECENT EVENTS: Goldbelt, Incorporated continues to accomplish record-breaking profitability through our pursuit of creative business solutions. We are committed to excellence in serving both our shareholders and customers. We value investing in Alaska through partnerships with other Alaska-based organizations.
MCHUGH PIERRE , PRES./CEO 3025 Clinton Dr. Juneau, AK 99801 Goldbelt.com info@goldbelt.com 907-790-4990
Building Alaska’s Future
Pre-construction & Construction Services: CM/GC • Design/Build • Bid/Build
info@wccak.com • WattersonConstruction.com
Medical • Office • Retail • Education • Civic • Military • Aviation & Transportation • Light Industrial www.akbizmag.com
Alaska Business
October 2020 | 63
2020 TOP 49ERS SPECIAL SECTION
18
GOLDBELT INCORPORATED
2020 TOP 49ERS SPECIAL SECTION
19 2019
$237,342,665
2018
$212,185,435
2017
$187,029,540
2016
$173,169,699
2015
$175,279,992
2019 Rank Change in Revenue from 2018
19
2019
$218,200,000
2018
$144,600,000
2017
$78,000,000
2016
$89,000,000
2015
$101,000,000
Change in Revenue from 2018
64 | October 2020
SERVICES: Retail grocery; beer, wine, and spirits; general merchandise; sporting goods; pharmacy; Ace hardware; and fuel. YEAR ESTABLISHED IN ALASKA: 1980 EMPLOYEES : 722 Worldwide/665 in Alaska
RECENT EVENTS: Now operating fourteen stores in Alaska featuring groceries; beer, wine, and spirits; general merchandise; sporting goods; pharmacy items; Ace hardware; and fuel.
DAVID A. WEISZ , PRES./CEO 445 N. Pittman Rd., Ste. B Wasilla, AK 99623 threebearsalaska.com 907-357-4311
12%
20 2019 Rank
THREE BEARS ALASKA
25 51%
TYONEK NATIVE CORPORATION SERVICES: Defense equipment manufacturing; 8(a) government service contractor; aviation maintenance; construction; private land and resource development; hospitality services; barge landing and port service. YEAR ESTABLISHED IN ALASKA : 1 973 EMPLOYEES: 1,371 Worldwide/24 in Alaska
RECENT EVENTS: TFab Manufacturing, a subsidiary of Tyonek Manufacturing Group and Tyonek Native Corporation, received a BAE Systems Supplier of the Year Award for Small Business based on exceptional performance and contributions to supply chain success for BAE Systems’ Combat Vehicles business unit.
LEO BARLOW, CEO 1689 C St., Ste. 219 Anchorage, AK 99501 tyonek.com sdeemer@tyonek.com 907-272-0707 Alaska Business www.akbizmag.com
21
SERVICES:
2019
$214,838,000
2018
$175,772,000
2017
$81,550,000
2016
$121,228,363
2015
$179,492,000
Change in Revenue from 2018
RECENT EVENTS: This has been a challenging year, but through hard work and sacrifices, Delta Constructors has been able to hold strong. We are continuing to deliver high quality results to our clients, and Delta’s employee number and company growth is once again on the rise. We are looking to a promising future.
ED GOHR , CEO
21
2019 Rank
Delta Constructors specializes in construction management (estimating, planning, scheduling, and project execution), procurement, fabrication, self-perform construction, and commissioning services in support of the oil and gas and mining industries. Committed to safety, quality, and reliability. YEAR ESTABLISHED IN ALASKA : 2007 EMPLOYEES : 705 Worldwide/210 in Alaska
22%
351 E. 104th Ave. Anchorage, AK 99515 deltaconstructors.net 907-771-5800
Don’t be Left out Be sure your company listing is included in our industry directories and the annual Power List. To request a survey for your industry or update company information please contact Emily. (emily@akbizmag.com)
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akbizmag.com www.akbizmag.com
Alaska Business
October 2020 | 65
2020 TOP 49ERS SPECIAL SECTION
DELTA CONSTRUCTORS
2020 TOP 49ERS SPECIAL SECTION
22 2019
$212,517,000
CHUGACH ELECTRIC ASS SSOCIATION OCIATION SERVICES: Through superior service, safely provides reliable and competitively priced energy. YEAR ESTABLISHED IN ALASKA : 1 948 EMPLOYEES : 300 Worldwide/300 in Alaska
RECENT EVENTS:
2018
$202,253,000
Annual membership meeting and election. Pending acquisition of ML&P.
2017
$224,689,000
LEE THIBERT, CEO
2016
$197,747,579
2015
$216,421,152
2019 Rank Change in Revenue from 2018
20 5%
23 2019
$195,000,000
2018
$138,000,000
2017
$111,700,000
2016
$122,200,000
2015
$139,500,000
2019 Rank Change in Revenue from 2018
66 | October 2020
5601 Electron Dr. Anchorage, AK 99518 chugachelectric.com prelations@chugachelectric.com 907-563-7494
26 40%
TDX (TANADGUSIX) CORPORATION SERVICES: TDX Corporation is owned by and represents the business interests of more than 600 Aleut shareholders of St. Paul Island. Its business is diversified among four service groups serving technology, government services, hospitality, and Bering Sea fisheries. YEAR ESTABLISHED IN ALASKA : 1 973 EMPLOYEES : 440 Worldwide/215 in Alaska
RECENT EVENTS: TDX Corporation was incorporated with the Alaska Native Claims Settlement Act in 1971, as the Alaska Native Corporation for the Community of St Paul.
CHRIS MANDREGAN JR ., CHAIRMAN/CHIEF EXEC. 3601 C St., Ste. 1000 Anchorage, AK 99503 tdxcorp.com info@tanadgusix.com 907-278-2312
Alaska Business www.akbizmag.com
2019
$175,467,000
2018
$164,818,000
2017
$152,325,000
2016
$150,499,000
2015
$142,215,000
2019 Rank
22
Change in Revenue from 2018
6%
SERVICES: Friendly, knowledgeable Alaskans offering the convenience, service, and value of a full range of deposit, lending, wealth management services, and online and mobile banking. With twenty-seven branches in eighteen communities and assets of more than $4.5 billion, we believe in Alaska and have since 1922. YEAR ESTABLISHED IN ALASKA : 1 922 EMPLOYEES: 640 Worldwide/640 in Alaska
RECENT EVENTS: Alaska Business readers voted First National “Best of Alaska Business” in the Best Place to Work category for the fifth year running and American Banker named the bank a “Best Bank to Work For” in the US for the second year in a row. Chair/CEO Betsy Lawer was named Alaska Chamber Outstanding Alaskan.
BETSY LAWER , BOARD CHAIR/CEO PO Box 100720 Anchorage, AK 99510-0720 FNBAlaska.com customer.service@FNBAlaska.com 907-777-4362
wise counsel DORSEY ATTORNEYS HAVE SERVED AS TRUSTED COUNSEL TO ALASKA NATIVE CORPORATIONS AND OTHER CLIENTS FOR OVER 20 YEARS With over two decades of history in the Anchorage community, Dorsey & Whitney provides full-service legal counsel to clients in the Alaska market and beyond. Backed up by the resources of an international law firm with over 550 attorneys across 19 offices, we offer global reach, local resources, and productive relationships. All with a deep understanding of our clients’ businesses, the risks they face, and the goals that drive them. Making us a wise choice for smart businesses everywhere.
TOP RANKED
LAW FIRM IN ALASKA
12 PRACTICE AREAS
Corporate Law, Commercial Litigation, Real Estate, Employment Law, and others
U.S. News–Best Lawyers 2020 (Woodward White, Inc.)
dorsey.com/anchorage www.akbizmag.com
Alaska Business
October 2020 | 67
2020 TOP 49ERS SPECIAL SECTION
24
FIRST NATIONAL BANK ALASKA
2020 TOP 49ERS SPECIAL SECTION
25 2019
$172,944,639
2018
$133,494,517
2017
$134,138,330
2016
$130,210,466
2015
$116,912,297
2019 Rank Change in Revenue from 2018
28 30%
26 2019
$150,189,000
2018
$95,700,000
2017
$8,400,000
2016
$6,482,994
2015
$7,404,422
2019 Rank Change in Revenue from 2018
68 | October 2020
33 57%
SITNASUAK NATIVE CORPORATION SERVICES: Sitnasuak has subsidiaries in diverse business activities including tactical apparel for military and public safety service men and women, fuel distribution, retail store sales, title and escrow services, and property rentals and development. YEAR ESTABLISHED IN ALASKA : 1 973 EMPLOYEES : 1,449 Worldwide/96 in Alaska
RECENT EVENTS: A proud subsidiary of Sitnasuak Native Corporation, Bonanza Fuel has acquired a subsidiary of their own, Nome Outfitters, expanding our operations by helping the community with accessible products for subsistence, outdoor, and recreation activities in Nome.
CHARLES FAGERSTROM , CEO PO Box 905 Nome, AK 99762 snc.org communications@snc.org 907-387-1200
CHOGGIUNG LTD. SERVICES: Construction, federal contracting services, hotel and diner, apartments, commercial real estate. YEAR ESTABLISHED IN ALASKA : 1 972 EMPLOYEES : 326 Worldwide/97 in Alaska
RECENT EVENTS: Over the past fiscal year, Choggiung and subsidiaries have experienced significant business growth which has better positioned the Corporation to carry out its vision, mission, and values for the long term.
CAMERON POINDEXTER , PRES./CEO PO Box 330 Dillingham, AK 99576 choggiung.com contact@choggiung.com 907-842-5218
Alaska Business www.akbizmag.com
2019
$148,343,834
2018
$148,639,243
2017
$148,701,932
2016
$137,279,126
2015
$142,549,343
2019 Rank Change in Revenue from 2018
24 less than 1%
SERVICES: Covering more than 4,000 miles of power lines, MEA's service area extends north past the Chulitna River, over to the mighty Matanuska Glacier, and south to Eagle River. MEA was founded in 1941 by 201 colonist families, and has 59,000 points of service. YEAR ESTABLISHED IN ALASKA : 1 941 EMPLOYEES : 206 Worldwide/206 in Alaska
RECENT EVENTS: MEA has continued to work with other Railbelt utilities to provide the most economic power to members, with its own power plant, EGS, providing the most reliable power in the Railbelt. Operation RoundUp, a program assisting those in need in our communities, has given more than $1.2 million back to nonprofits.
TONY IZZO, CEO PO Box 2929 Palmer, AK 99645 mea.coop meacontact@mea.coop 907-761-9300
Safe and responsible construction services in Alaska for over 40 years • Road construction • Site reclamation • Airport construction • Underground utilities • Site development • Erosion protection • Riverbank restoration
2975 Van Horn Road, Fairbanks (907) 452-5617 • (800) 440-8924
www.grtnw.com www.akbizmag.com
Alaska Business
Locally Owned & Operated
October 2020 | 69
2020 TOP 49ERS SPECIAL SECTION
27
MATANUSKA ELECTRIC ASS SSOCIATION OCIATION
2020 TOP 49ERS SPECIAL SECTION
28
COLVILLE SERVICES: Oil and gas industry and aviation support services, fuel industry supply and solid waste utility, and logistics operating camp. YEAR ESTABLISHED IN ALASKA : EMPLOYEES : 204
2019
1 981 Worldwide/204 in Alaska
$117,558,062 RECENT EVENTS:
2018
$88,647,382
2017
$87,479,056
2016
$96,299,358
2015
$132,986,277
2019 Rank Change in Revenue from 2018
34
DAVE PFEIFER , PRES./CEO Pouch 340012 Prudhoe Bay, AK 99734 colvilleinc.com info@colvilleinc.com 907- 659-3198
33%
29 2019
Development of an Aviation Fuel Distribution Center on the North Slope; retaining and renewing current market share; successfully made clients competitive in a changing marketplace.
$115,300,000
WATTERSON WAT CONSTRUCTION CO. SERVICES: Watterson Construction Co. is a general contractor specializing in alternate delivery of commercial, medical, civic, education, warehouse, government, and military sectors. Services include: design/build, CM/GC, CM@Risk, and design/bid/build. YEAR ESTABLISHED IN ALASKA : EMPLOYEES : 110
1 981 Worldwide/110 in Alaska
$85,500,000
RECENT EVENTS:
2017
$41,000,000
We are currently in the process of completing six contracts for the F-35 bed down at Eielson AFB.
2016
$52,000,000
JIM WATTERSON , PRES.
2015
$104,000,000
2018
2019 Rank Change in Revenue from 2018
70 | October 2020
35 35%
6500 Interstate Cir. Anchorage, AK 99518 wattersonconstruction.com info@wccak.com 907-563-7441
Alaska Business www.akbizmag.com
SERVICES: Real estate development, property management, environmental remediation, construction and demolition services, uniform and accessories distribution, management, and warehouse services. YEAR ESTABLISHED IN ALASKA :
2019
$110,782,723
2018
$153,715,435
2017
$99,197,518
2016
$71,771,183
2015
$54,275,351
2019 Rank Change in Revenue from 2018
23
EMPLOYEES : 120
1 973 Worldwide/50 in Alaska
RECENT EVENTS: Consistently profitable since 1987. Paid out $5 million in shareholders dividends.
ANASTASIA HOFFMAN , PRES./CEO PO Box 719 Bethel, AK 99559 bethelservices.com krose@bncak.com 907-543-2124
28%
• Full-Color Printing & Copying • Direct Mail • Online Ordering • COVID Safety Signage • Vehicle Wraps & Graphics www.akbizmag.com
MOVE YOUR
BUSINESS FORWARD Call one of our sales representatives today!
(907) 274-3584 pipalaska.com
Alaska Business
October 2020 | 71
2020 TOP 49ERS SPECIAL SECTION
30
BETHEL NATIVE CORPORATION
2020 TOP 49ERS SPECIAL SECTION
31 2019
$110,307,317
2018
$108,400,000
2017
$116,648,000
2016
$100,000,000
2015
$99,200,000
2019 Rank
30
Change in Revenue from 2018
2%
32 2019
$102,000,000
2018
$105,000,000
2017
$98,500,000
2016
$98,000,000
2015
$105,000,000
2019 Rank Change in Revenue from 2018
72 | October 2020
31
MTA SERVICES: Alaskan-owned co-op providing residents and businesses with advanced communications products including wireless, highdefinition digital television with video-on-demand, high-speed internet, local and long-distance, IT business support, IoT devices, and more. YEAR ESTABLISHED IN ALASKA : 1 953 EMPLOYEES : 406 Worldwide/404 in Alaska
RECENT EVENTS: In 2020, MTA Fiber Holdings, a wholly-owned subsidiary of MTA, officially completed construction and commenced operation of AlCan ONE, the first and only all-terrestrial fiber network connecting Alaska to the contiguous US and beyond.
MICHAEL BURKE , CEO 1740 S. Chugach St. Palmer, AK 99645 mtasolutions.com 907-745-3211
CONSTRUCTION MACHINERY INDUSTRIAL SERVICES: Distributor of construction, mining, and logging equipment in Alaska. Representative for Volvo, Hitachi, Atlas Copco, Doosan, Metso, LinkBelt, and many other manufacturers. YEAR ESTABLISHED IN ALASKA : 1 985 EMPLOYEES : 101 Worldwide/101 in Alaska
RECENT EVENTS: Challenges due to COVID-19 and operating safely while supporting mining, construction, and oil industries in Alaska.
KEN GERONDALE , PRES./CEO 5400 Homer Dr. Anchorage, AK 99518 cmiak.com 907-563-3822
3% Alaska Business www.akbizmag.com
33 2019
$101,243,501
2018
$128,512,733
2017
$120,084,328
2016
$65,497,161
2015
$108,023,675
2019 Rank Change in Revenue from 2018
SERVICES: Davis Constructors & Engineers offers complete project management services to assist with design and construction of all types of building projects. We have completed more than $2.6 billion in Alaska projects, representing more than 7.6 million square feet of construction. YEAR ESTABLISHED IN ALASKA : 1 976 EMPLOYEES : 90 Worldwide/90 in Alaska
RECENT EVENTS: In 2007 Davis established an endowment, with the Alaska Community Foundation, to support our community. To date, over $400,000 has been donated to Alaska causes through the Davis Constructors & Employees Fund. The Davis committee is comprised of current and past Davis “10 year” employees.
LUKE BLOMFIELD, PRES./CEO 6591 A St., Ste. 300 Anchorage, AK 99518 davisconstructors.com admin@davisconstructors.com 907-562-2336
29 21%
PARTNERSHIPS BUILT ON TRUST
TRUSTED
TRUSTED
to help Alaskans purchase their dream homes
TRUSTED reliable partners guided by traditional values
to outfit the military, first responders and policemen
Contact us today to learn more about our services. (907) 929-7000 | www.snc.org www.akbizmag.com
Alaska Business
October 2020 | 73
2020 TOP 49ERS SPECIAL SECTION
DAVIS CONSTRUCTORS & ENGINEERS
2020 TOP 49ERS SPECIAL SECTION
34 2019
$96,292,724
2018
$97,000,000
2017
$99,000,000
2016
$95,000,000
2015
$97,000,000
2019 Rank Change in Revenue from 2018
32 Less than 1%
35 2019
$89,000,000
2018
$81,000,000
2017
$79,000,000
2016
$80,000,000
2015
$86,000,000
2019 Rank Change in Revenue from 2018
74 | October 2020
36 10%
HOMER ELECTRIC ASSOCIATION SERVICES: Homer Electric is the generation, transmission, and distribution electric cooperative for the western Kenai Peninsula. The cooperative has approximately 32,000 meters on its system. YEAR ESTABLISHED IN ALASKA : 1 945 EMPLOYEES : 141 Worldwide/141 in Alaska
RECENT EVENTS: HEA will add a Battery Energy Storage System (BESS) at its Soldotna Generation Plant to increase grid stability, electric power stability, and system efficiency. The BESS will be capable of storing 93 MWh of power that can be delivered to the grid at a rate of 46.5 MW per hour.
BRADLEY JANORSCHKE , GM 3977 Lake St. Homer, AK 99603 homerelectric.com 907-235-8551
USIBELLI COAL MINE SERVICES: Currently the only operational coal mine in Alaska, UCM is supported by the most modern mining equipment and state-of-the-art engineering. Today, UCM supplies affordable, reliable, and ultra-low sulfur coal to the five power plants located in Interior Alaska. YEAR ESTABLISHED IN ALASKA : 1943 EMPLOYEES : 175 Worldwide/140 in Alaska
RECENT EVENTS: In May, UCM received the 2020 Alaska Governor’s Safety Award of Excellence and, in July, the National Mining Association certified UCM as a CORESafety operating mine. The safety program is an industry-wide partnership built on a foundation of leadership, culture, and health and safety systems.
JOSEPH E. USIBELLI JR ., PRES./CEO 100 Cushman St., Ste. 210 Fairbanks, AK 99701 usibelli.com info@usibelli.com 907-452-2625 Alaska Business www.akbizmag.com
2019
$82,472,439
2018
$77,738,867
2017
$90,546,881
2016
$79,853,962
2015
$89,313,811
2019 Rank
SERVICES: Chrysler, Jeep, and Dodge new and used vehicle sales and service. Your hometown dealer for 47 years. YEAR ESTABLISHED IN ALASKA : 1 963 EMPLOYEES : 100 Worldwide/100 in Alaska
COREY MEYERS , PRES. 2601 E. Fifth Ave. Anchorage, AK 99501 907-276-1331
37
Change in Revenue from 2018
6%
Rex Rock Sr.
David Allen
Randy & Chandra Mines
Rich Owens
Arctic Slope Regional Corporation
Alaska Dream Cruises
Bagoy’s Flowers
Jewel Lake Tastee-Freez
SAVE THE DATE: January 21, 2021
34th Alaska Business Hall of Fame Please join us for the celebration of Alaska business leaders
AlaskaBusiness www.akbizmag.com
Alaska Business
Sponsors Needed! Please contact Flora at 907-344-0101 or visit alaska.ja.org for more event updates. October 2020 | 75
2020 TOP 49ERS SPECIAL SECTION
36
ANCHORAGE CHRYSLER DODGE CENTER
2020 TOP 49ERS SPECIAL SECTION
37 2019
$80,884,836
2018
$137,401,439
CRUZ CONSTRUCTION SERVICES: Oil and gas operations, ice roads, snow trails, tundra transport, heavy haul, heavy-civil, equipment, marine transportation, camps, logistics, oilfield exploration, engineering, and consulting. YEAR ESTABLISHED IN ALASKA : 1 981 EMPLOYEES : 250 Worldwide/250 in Alaska
RECENT EVENTS:
2017
$120,000,000
2016
$183,717,140
Over the years, Cruz Construction increased its business ventures (AKA Cruz Companies) extending outside Alaska. As the market and economy shifted with the 2016 oil recession, Cruz adjusted operations to target Alaska opportunity. Cruz right sized its core business and stays dedicated to Alaska's future.
2015
$213,518,131
JEFF MILLER , SR. VP OPS
2019 Rank Change in Revenue from 2018
27 41%
38
7000 E. Palmer Wasilla Hwy. Palmer, AK 99645 cruzconstruct.com 907-746-3144
THE KUSKOKWIM CORPORATION SERVICES: Construction, government services, environmental services, lighting, aerospace, aircraft maintenance and repair, real estate, and rural retail. YEAR ESTABLISHED IN ALASKA :
2019
$78,672,271
2018
$74,267,227
2017
$104,276,146
2016
$88,719,545
2015
$86,423,567
2019 Rank Change in Revenue from 2018
76 | October 2020
38 6%
EMPLOYEES : 188
1 977 Worldwide/25 in Alaska
RECENT EVENTS: The Kuskokwim Corporation (TKC) has been focused on improving the lives of our shareholders beyond just dividends. Profits from subsidiaries in the Lower 48 are being brought home to find energy, cost of living, and housing solutions for rural Alaska and the residents of TKC's Middle Kuskokwim region.
ANDREA GUSTY, PRES./CEO 4300 B St., Ste. 405 Anchorage, AK 99503 kuskokwim.com info@kuskokwim.com 907-243-2944
Alaska Business www.akbizmag.com
2019
$77,233,520
2018
$60,694,110
2017
$65,016,912
2016
$97,181,224
2015
$148,746,045
2019 Rank Change in Revenue from 2018
SERVICES: Mechanical and electrical inspection, functional check-out, quality assurance/quality control, plumbing, welding, modular fabrication, industrial, and commercial construction. YEAR ESTABLISHED IN ALASKA : 1 970 EMPLOYEES : 371 Worldwide/350 in Alaska
JIM UDELHOVEN , CEO 184 E. 53rd Ave. Anchorage, AK 99518-1222 udelhoven.com jfronteras@udelhoven.com 907-344-1577
43 27%
In unity, we accomplish great things. nana.com www.akbizmag.com
Alaska Business
October 2020 | 77
2020 TOP 49ERS SPECIAL SECTION
39
UDELHOVEN OILFIELD SYSTEM SERVICES
2020 TOP 49ERS SPECIAL SECTION
CAPE FOX CORPORATION
40
SERVICES: Cape Fox Corporation added two more business acquisitions to their Commercial group; 108 Tap House and Burger Bar providing American cuisine and Bar Harbor Ale House, which boasts a modern menu with a BBQ flair and craft drinks and beers.
$76,800,000
YEAR ESTABLISHED IN ALASKA :
2018
$68,500,055
RECENT EVENTS:
2017
$60,632,693
2016
$63,532,532
2015
$65,471,442
2019
2019 Rank Change in Revenue from 2018
39 12%
EMPLOYEES : 801
1 973 Worldwide/253 in Alaska
Cape Fox Corporation opened two new restaurants, 108 Tap House and Burger Bar and Bar Harbor Ale House. We are excited to bring new kinds of dining experiences to Ketchikan with beautiful décors, excellent food, and service. We offer a true Alaskan dining experience.
CHRIS LUCHTEFELD, CEO PO Box 8558 Ketchikan, AK 99901 capefoxcorp.com info@capefoxcorp.com 907-225-5163
ONE STOP • Full Service Men’s Store • Fashion to Formal • Casual to Business • Shoes • Personal Customer Service • Big & Tall Available • Best Quality & Value
Conveniently located in the Midtown Mall, Anchorage
907.274.7848 I stallonesmenswear.com 78 | October 2020
Alaska Business www.akbizmag.com
2019
$69,394,584
2018
$66,501,606
2017
$65,811,947
2016
$64,618,093
2015
$60,879,254
2019 Rank Change in Revenue from 2018
AVIATION
FUEL
TRANSPORT
41 4%
SERVICES: Credit Union 1 is a full-service financial institution known for its low-cost loans, unique rewards program, community outreach, and cutting-edge money management tools. We value accessible, "people first" lending as one of our most vital community services. YEAR ESTABLISHED IN ALASKA : 1 952 EMPLOYEES : 359 Worldwide/340 in Alaska
RECENT EVENTS: We’re always looking for better ways to serve our large and diverse state, and in many ways, the pandemic has allowed us to evaluate and innovate faster than ever before. For example, to provide assistance to Alaska businesses in need, we are a program facilitator for the AK CARES Grant Program.
JAMES WILEMAN , PRES./CEO 1941 Abbott Rd. Anchorage, AK 99507 cu1.org membermail@cu1.org 907-339-9485
We Know the Slope‌ and Beyond For more than 60 years, Colville has been providing essential supplies and services across the North Slope. With a wide range of services including aviation support, fuel supply and delivery, camp services, solid waste management, industrial and general store supplies, we know how to keep your operations running smoothly north of the Arctic Circle.
INDUSTRIAL SUPPLY
SOLID WASTE
colvilleinc.com CAMP SERVICES www.akbizmag.com
907-659-3198 I toll free 888-659-3198 I fax 907-659-3190 Alaska Business
October 2020 | 79
2020 TOP 49ERS SPECIAL SECTION
41
CREDIT UNION 1
2020 TOP 49ERS SPECIAL SECTION
42 2019
$61,914,317
2018
$30,669,022
2017
-
2016
-
2015
-
SERVICES: Our principal activities include construction, roads and grounds maintenance, camp and food services, and janitorial. We’ve expanded our footprint to include work from Antarctica to Afghanistan. YEAR ESTABLISHED IN ALASKA : 1 978 EMPLOYEES : 250 Worldwide/29 in Alaska
RECENT EVENTS: We experienced record growth in 2019, more than doubling our profitability. Shareholders received the largest dividend to date. The corporation contributed $100,000 to the schools in our communities, supporting the vision of investing in our people and promoting healthy, thriving communities.
DENA SOMMER-PEDEBONE , CEO
2019 Rank
-
Change in Revenue from 2018
-
80 | October 2020
GANA-A'YOO, LIMITED
1001 E. Benson Blvd., Ste. 201 Anchorage, AK 99508 ganaayoo.com info@ganaayoo.com 907-569-9599
Alaska Business www.akbizmag.com
2019 2018
$59,531,000 $55,900,000
2017
$55,100,000
2016
$54,361,000
2015
$75,624,000
2019 Rank Change in Revenue from 2018
www.akbizmag.com
47 7%
SERVICES: Heavy-equipment rental/sales company providing sales, services, and rentals for the construction, mining, logging, and oil and gas industries. AER also provides a full line of products for the homeowner/residential market. YEAR ESTABLISHED IN ALASKA : EMPLOYEES : 120
1 986 Worldwide/120 in Alaska
RECENT EVENTS: AER has acquired all new semis, drop-decks, hook trucks, and triple-l trailers to better service the safe delivery and pickup of equipment across the rugged Alaska road system.
JERRY SADLER , OWNER/PRES . 1285 Van Horn Rd. Fairbanks, AK 99707 airportequipmentrentals.com aer@aer-inc.net 907-456-2000
Alaska Business
October 2020 | 81
2020 TOP 49ERS SPECIAL SECTION
43
AIRPORT EQUIPMENT RENTALS
2020 TOP 49ERS SPECIAL SECTION
44 2019
$59,190,000
2018
$67,700,000
2017
$63,800,000
2016
$54,135,000
2015
$57,140,000
2019 Rank Change in Revenue from 2018
40 13%
EVERTS AIR CARGO | EVERTS AIR ALASKA SERVICES: Everts Air Cargo provides scheduled and charter air freight services to domestic and international destinations using MD-80, DC-6, and C-46 aircraft. Everts Air Alaska, based in Fairbanks, provides passenger, freight, and charter service using PC12s and Caravans. YEAR ESTABLISHED IN ALASKA : 1 978 EMPLOYEES : 348 Worldwide/333 in Alaska
RECENT EVENTS: In 2019, Everts Air Cargo installed a full motion MD-80 flight simulator in its Fairbanks training facility. It was "requalified" by the FAA National Simulator Program Manager and Everts pilots and maintenance personnel are now able to train in it. It is one of two operating in the world.
ROBERT EVERTS , CEO/OWNER PO Box 61680 Fairbanks, AK 99706 EvertsAir.com info@EvertsAir.com 907-450-2300
How to Profile Your Business
By Christine Merki Account Manager
W
ith the prevalence of smartphones, most of us have identified our “best side.” You know: chin down, a slight turn of the head, bright smile. But do you know the same for your company? What is the profile of your business that you want the world to see? A Business Profile is essentially a corporate selfie: it gives our readers a snapshot of who you are and what you do. A Business
Profile in Alaska Business gives you a chance to control the narrative while you tell your story. You can write it yourself, or we will connect you with a freelance writer with decades of business writing experience to help you make a positive influence for your business brand in an interesting and natural way, all while being useful to the reader. You can use your Business Profile in whatever way that serves you best: highlight a new business development, feature your new CEO, discuss a subsidiary, or talk about your new location, or detail your company’s many accomplishments.
Because they read like editorial copy, Business Profiles engage the audience and attract the attention of readers that may otherwise skim over advertising content.
Five Key Benefits of Investing in a Business Profile: 1. Control the narrative 2 Instant credibility 3. Attract attention 4. Provide knowledge 5. Create marketing collateral
Charles Bell
So what side of your business do you want everyone to see? Strike a pose. Show us your profile.
Christine Merki 907-257-2911 cmerki@akbizmag.com 907-257-2909 cbell@akbizmag.com
Janis Plume 907-257-2917 janis@akbizmag.com
– SPO N S O R E D C O N T E N T–
82 | October 2020
Alaska Business www.akbizmag.com
2019
$57,967,731
2018
$56,288,865
2017
$58,946,067
2016
$52,554,917
2015
$69,690,934
2019 Rank Change in Revenue from 2018
www.akbizmag.com
45
2020 TOP 49ERS SPECIAL SECTION
45
SEEKINS FORD LINCOLN SERVICES: New and used auto sales, parts, service, and body shop. YEAR ESTABLISHED IN ALASKA : 1 977 EMPLOYEES : 100 Worldwide/100 in Alaska
RECENT EVENTS: Awarded Power Stroke Diesel Volume & Growth Top 50—In recognition of achieving national Top 50 dealership status in Power Stroke Diesel parts volume and growth.
RALPH SEEKINS , PRES. 1625 Seekins Ford Dr. Fairbanks, AK 99701 seekins.com sales@seekins.com 907-459-4000
3%
Alaska Business
October 2020 | 83
2020 TOP 49ERS SPECIAL SECTION
46 2019
$56,500,000
2018
$52,400,000
2017
$46,500,000
2016
$49,500,000
2015
$58,600,000
2019 Rank Change in Revenue from 2018
ALASKA VILLAGE ELECTRIC CO COOPERATIVE SERVICES: Electric power to energize fifty-eight rural Alaska communities. YEAR ESTABLISHED IN ALASKA : 1 967 EMPLOYEES : 141 Worldwide/141 in Alaska
MEERA KOHLER , PRES./CEO 4831 Eagle St. Anchorage, AK 99503 avec.org mkohler@avec.org 907-561-1818
48 8%
ROOM TO ROAM, RESPONSIBLY. Our doors are open. Sometimes, work and travel don’t stop. Your stop-overs or trips might include Fairbanks, and we’re here for it. Rest easy in our spacious, condo-style suites. Cook up a storm using our fully-equipped kitchens. Stay active on our private year-round Wildlife Sanctuary trails. Fountainhead Hotels is here for you - let us show you how we go above and beyond.
Book with us directly for the best rates & flexible reservations.
800-528-4916 askus@fountainheadhotels.com www.FountainheadHotels.com
Locally-owned and operated in Fairbanks, Alaska 84 | October 2020
Alaska Business www.akbizmag.com
2019 2018
$55,000,000 $64,000,000
2017
$54,500,000
2016
$55,000,000
2015
$63,000,000
2019 Rank Change in Revenue from 2018
www.akbizmag.com
2020 TOP 49ERS SPECIAL SECTION
47
VITUS ENERGY SERVICES: Fuel and freight sales in Alaska. YEAR ESTABLISHED IN ALASKA : 2009 EMPLOYEES : 130 Worldwide/130 in Alaska
RECENT EVENTS: Added five new locations.
JUSTIN CHARON , CEO 113 W. Northern Lights Blvd., Ste. 200 Anchorage, AK 99503 vitus-energy.com sales@vitusmarine.com 907-278- 6700
42 14%
Alaska Business
October 2020 | 85
2020 TOP 49ERS SPECIAL SECTION
48 2019
$45,300,000
2018
$25,000,000
2017
$40,439,104
2016
$29,041,000
2015
$38,481,000
2019 Rank
-
Change in Revenue from 2018
-
49
CORNERSTONE GENERAL CONTRACTORS SERVICES: General contracting utilizing collaborative project delivery methods for new commercial construction and the precision renovation of existing facilities for Alaska's leading academic, civic, industrial, medical, non-profit, oil and gas, and private development organizations. YEAR ESTABLISHED IN ALASKA : 1 993 EMPLOYEES : 42 Worldwide/42 in Alaska
RECENT EVENTS: 2020 1st Place in Safety Excellence, Associated General Contractors of America (first in the nation to win this award two years in a row). 2019 1st Place in Safety Excellence, Associated General Contractors of America; 9th consecutive Governor's Safety Excellence Award.
JOE JOLLEY, PRES. 4040 B St., Ste. 200 Anchorage, AK 99503 cornerstoneak.com ppantaleone@cornerstoneak.com 907-561-1993
GREAT NORTHWEST SERVICES: Earthwork excavation. YEAR ESTABLISHED IN ALASKA : EMPLOYEES : 250
2019
$38,000,000
2018
$58,000,000
2017
$40,000,000
2016
$44,350,000
2015
$60,800,000
2019 Rank Change in Revenue from 2018
86 | October 2020
44
1 976 Worldwide/250 in Alaska
RECENT EVENTS: Great Northwest continues to maintain safe and efficient operations while navigating the current economic downturn.
JOHN MINDER , CEO/PRES. PO Box 74646 Fairbanks, AK 99707 grtnw.com info@grtnw.com 907-452-5617
34% Alaska Business www.akbizmag.com
COMMERCE COURAGE
C O R P O R AT I O CREW
COMMITMENT
BRISTOL BAY NATIVE
COMMUNITY C U LT U R E C A P I TA L
CLARITY
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2020 TOP 49ERS SPECIAL SECTION
Mission, Vision, Values T
his is the first year that GanaA’Yoo has been ranked in the Alaska Business Top 49ers; the Alaska Native Village Corporation (ANC) jumped into the rankings with 2019 gross revenue of just under $62 million, which is more than double the gross revenue that Gana-A’Yoo earned in 2018. According to GanaA’Yoo CEO Dena Sommer-Pedebone, this extraordinary one-year revenue increase was possible because of the corporation’s vision of focusing on long-term opportunities and building relationships. “What happened in 2018—as far as business development— didn’t necessarily set the groundwork for 2019; it was 2016 and 2017 and the work that was being done that transposed over time that got us to where we are today.” Sommer-Pedebone says the corporation’s board of directors is “very forward-thinking” and has long placed an emphasis on long-term, sustainable growth. “Our board recognized several years ago that reliance on the natural resource revenues that many ANCs receive was not going to be sustainable, so while we have that resource, that’s 88 | October 2020
not something that the company wants to rely on.”
Diverse and Expanding Lines of Business Instead, most of Gana-A’Yoo’s operations are in federal government contracting, though within that particular business line it provides a range of services. “We started with camp and facility type work, and just in the last five years or so have started expanding into more construction and facility maintenance work,” SommerPedebone says. Today Gana-A’Yoo has several subsidiaries: Gana-A’Yoo Services Corporation, in operation for more than two decades, provides food, janitorial, and administrative services; Kaiyuh Services has more than twenty years of federal contracting experience in construction, renovation, and facility support services; Khotol Services Corporation focuses on project and construction management, facilities support, and job order contracting; Kaiyuh Information Technologies delivers professional services, logistics, and technology solutions to the federal
government and industry clients; Yukon Management specializes in facilities management; and Six Mile, with services that include waste management, remediation, logistics, project management, remote
Gana-A'Yoo
By Tasha Anderson
Gana-A'Yoo
How Gana-A’Yoo is creating jobs and expanding services
management, and facility support. Kaiyuh Services and Gana-A’Yoo Services Corporation were both highlighted in the Summer 2020 ’ (Gana-A’Yoo’s newsletter) for their ongoing dedication during the COVID-19 pandemic. These subsidiaries provide janitorial services at military facilities in Wisconsin and Illinois, respectively, and adapted quickly and
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Gana-A'Yoo
translated from Koyukon Athabascan. Sommer-Pedebone directly ties the corporation’s success in business to its mission, vision, and values. The Gana-A’Yoo mission reads: “We are a unique company and people, Tleeyegge Hūt’aané [which means ‘the people of the land’], thriving for thousands of years by adapting to the environment." “This whole notion of adaptability and being able to adapt to changes in our industry, changes in our locations, changes in the staffing structure, changes to leadership—
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‘Mission, Vision, and Values’ Not surprisingly, Gana-A’Yoo is guided today, as it has been since the beginning, by the cultural values of its people and region. The corporation represents four villages—Galena, Koyukuk, Nulato, and Kaltag—whose shareholders decided in 1978 to join together to form Gana-A’Yoo, which means “friends” or “friends together” www.akbizmag.com
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efficiently to ensure the facilities they serve remained safe for Gana-A’Yoo employees and military personnel. Yukon Management is one of GanaA’Yoo’s growing subsidiaries and successfully executed two projects recently. “Yukon completed a complex of engineered retaining walls at a federally operated fish hatchery along the banks of the Mississippi. This project was self-performed by our own teams and provided a very good outcome for our customer,” SommerPedebone reports. “Yukon also recently completed the movement of an older railcar used for training at a nearby US Army installation. The car needed to be lifted from its original position and transported via truck to its new location for repositioning. The car’s age and other nuances made this a unique situation, one that was carried out safely and flawlessly.” She continues to say that Yukon Management is positioning itself for a strong future in the facilities management industry and is looking forward to specific opportunities in that sector in the next twelve months. Six Mile is Gana-A’Yoo’s newest subsidiary, acquired in 2019, in part because of the company’s expertise in the area of remote waste management. Six Mile is a subcontractor for Leidos, which provides station support services for the National Science Foundation’s three stations and additional field camps in Antarctica. Six Mile’s role in the Antarctic includes camp and food services, janitorial work, and some construction. Sommer-Pedebone explains that the name Six Mile draws on Gana-A’Yoo’s history: “We’re a people that live on the river, so culturally that’s the reference we would use to describe a place maybe between the villages, ‘Oh, that’s Six Mile,’” she laughs.
2020 TOP 49ERS SPECIAL SECTION
Shareholder and Gana-A'Yoo employee Gordon Reisland (second from the right) works at McMurdo Station in Antarctica. Gana-A’Yoo
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adaptability is something we’re very good at,” she says. Sommer-Pedebone continues to say that the board and leadership team rely on the corporation’s vision to help guide their decision-making: “We continually invest in our people to promote healthy communities as they thrive and prosper; we will make strategic decisions for future growth— targeted gross revenue, operating profit, and return on investment; we will be a global company in diverse markets with a balanced portfolio; we partner with companies that share our values and foster our tradition of excellence in service to our customer; [and] we continue to work and communicate guided by our values.” Sommer-Pedebone describes those values by saying, “We are respectful of our land, culture, language, traditions, and one another; we are trustworthy, we are responsible, we are transparent, we are ethical.” The company’s mission, vision, and values have allowed it to distribute regular shareholder dividends; support the Gana-A’Yoo Foundation, which provides scholarships to shareholders and their descendants who attend accredited colleges and universities or trade, technical, or vocational schools; and establish the Gana-A’Yoo Settlement Trust [approved by shareholders to be a ANCSA Settlement Trust in August], which will promote the health, education, and welfare of its beneficiaries. “Sustainability and economic preservation for our communities is always important,” she says. Additionally, “In 2019 we were able to take advantage of the Alaska Education Tax Credit and we provided each of our four village schools with $25,000.” This is a substantial increase over contributions that Gana-A’Yoo has been able to make in the past. “It goes such a long way,” she says. “It’s such a feel-good to be able to do something like that.”
Compassion and Communication Sommer-Pedebone, herself a Gana-A’Yoo descendent, has been the corporation’s CEO for about two years, though her journey to the job
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always been very communicative, but, especially now in the last six months, increasing that communication and making sure that others know they can reach out to me has been huge.”
Gana-A'Yoo
Essential Employees
the biggest challenge for me.” With COVID-19 that challenge has only been exacerbated. “This has now been the longest amount of time between
Gana-A'Yoo
Gana-A’Yoo is quite geographically diverse, with subsidiaries, projects, and employees in Alaska and far beyond. While this diversity provides stability for the Native corporation, it’s also one of its obstacles, Sommer-Pedebone says. “Getting the whole team together for strategy or annual planning has been
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was in some ways atypical. “I wasn’t necessarily even looking for a position,” she says. “I’ve lived in Anchorage for the majority of my adult life, and so the opportunity to work for my own region, my own village—while staying here in Anchorage where I’m raising my family—was just too good to be true.” But it was nearly the case that Sommer-Pedebone missed hearing about the position entirely. “I’ve always known that Gana-A’Yoo was my village corporation, but because I was a descendent and not a shareholder I wasn’t necessarily privy to shareholder letters and checking the website daily, so I didn’t know the job was going to be posted. It was just by coincidence I ran into some shareholders at a high school basketball game and they told me what was coming, and I thought to myself that was something I could do and kept an eye out for it.” Now that she’s in the role, what she enjoys most is that it’s a slightly different job every day. “I’m always learning; there’s always something new, whether it be the type of work that we’re doing or something that I’m learning about the history of the corporation and our shareholders,” she says. “There’s just always something new—it’s a learning environment.” For Sommer-Pedebone, leadership is rooted in compassion. “Remembering that everybody has a story, and a history, and a background, and being cognizant of that when we make business decisions—and any type of decision—when it comes to employees and your team, they’re multifaceted individuals with many things going on.” She also considers collaboration and communication as essential elements in strong leadership. “You have to be collaborative with your team and have those crucial conversations. At the end of the day, we’re all in it for the 1,288 shareholders and descendants that we’re serving,” she says. “I’ve
2020 TOP 49ERS SPECIAL SECTION
our values and those are values that they hold very similarly themselves,” she reports.
Next Steps
Gana-A'Yoo subsidiaries have secured millions of dollars in government contracts, including environmental remediation (top left), dam restoration (top right), and habitat restoration (bottom). Gana-A’Yoo
visits that we’ve had… we’re making it work remotely, but sometimes it’s just that face-to-face collaboration that I think everybody needs every once in a while.” Gana-A’Yoo has 250 employees working around the world “from Antarctica to Alaska,” SommerPedebone says. Before and throughout COVID-19, she credits the company’s excellent managers and HR teams with building and keeping open lines of communication between employees and corporation leadership. “We’ve implemented things like daily huddles and have used technology to its fullest to make sure that we’re connecting with everybody.” More than just making sure everyone is on the same business page, she says it’s also important to the corporation that employees can see and identify with its core values. “We recently hired an accounting and finance manager; we didn’t offer her as much as another potential employer, but she chose us,” Sommer-Pedebone says. “And I think that speaks volumes to creating a workplace that employees 92 | October 2020
are comfortable being in and want to come to work.” That happens from the top down through a collaborative, open-door approach, she explains. “I know it sounds cliché, but anyone really can approach the CEO or our VPs. We’ve just really emphasized a culture of communication and transparency where employees feel like they have a voice.” To build and maintain communication with employees across the company as the COVID-19 pandemic has developed, SommerPedebone took it upon herself to launch her “CEO Chronicles.” They’re routine updates in which she writes “things for employees to think about, whether it be ‘Has your household started a new tradition during this hunker-down phase?’ or ‘This is a story about my life.’” In a recent CEO Chronicle communication, she asked employees to think about “What is your purpose?” or “What is your why?” “I was so impressed to see how for many employees, their why—why GanaA’Yoo—was because they appreciated
According to Sommer-Pedebone, Gana-A’Yoo is currently working to build up its internal infrastructure to better support its expanding operations. “Support services— meaning accounting, compliance, and human resources—are typically two to three years behind your operations as far as what resources are needed,” she says. While it may be typical for many corporations, it’s not ideal, and “having fewer people [than needed] several years ago was a huge challenge, and still is.” To that end, she says Gana-A’Yoo is currently working on its behind-thescenes process to strengthen those internal departments. “One of the highlights of 2019 and 2020 is that our board gave us the go-ahead to really look at building the infrastructure we need to be supportive [of our own operations] and have sustainable long-term growth. Recognizing that building human capital, or bringing in the resources that we need, definitely increases your G&A [general and administrative expenses] and things like that, the board has still allowed us to do that,” Sommer-Pedebone says. Thus far the company’s business development team has grown from one person to three; Gana-A’Yoo has hired four new project managers; one of the corporation’s general managers now has the support of an assistant general manager; and the accounting department, in the last few months, has added four positions. “It’s definitely been a lot of change.” While many of those jobs are in Anchorage at the ANC’s headquarters, many are Outside, as “we’ve recognized the need to put accounting people in different locations,” she says. Looking forward, SommerPedebone is optimistic for GanaA’Yoo and the state in general, despite the current difficult economic environment. “Our state has so much opportunity,” Sommer-Pedebone says. “As a state we must continually invest in our people and communities to make sure that we are successful and will thrive and prosper."
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Founded in 1953, MTA has grown and prospered amidst rapid change in technology and communications, all while remaining focused firmly on the needs of the Alaskans who make up our cooperative. This year is no exception, and we’ve been proud to aid the residents and businesses in our community throughout the COVID-19 crisis, all while moving forward with historic projects like the AlCan ONE all-terrestrial fiber line, which will ensure Alaskans’ connectivity and security for decades. We’ve also continued supporting our future tech leaders through the MTA Foundation’s annual scholarships. We’ve always made it our top priority to make the communities we serve a better place to live and work, and we couldn’t be prouder of what we’ve accomplished and what is yet to come.
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2020 TOP 49ERS SPECIAL SECTION
In Control Delta Constructors balances safety, productivity to punch above its weight By Danny Kreilkamp
The Mockingbird Compressor Station in Texas. Delta Constructors
94 | October 2020
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“Our success is primarily due to leadership. And our growth is primarily due to leadership. It has everything to do with who we are, what we’re about, and how we operate.” Dustin Cooper, President, Delta Constructors
Rapid Expansion Delta Constructors started out as a general support services contractor for the oil and gas industry, providing carpentry and facility services to remote camps on the North Slope. Since then, the company has grown to more than 700 employees and expanded its offerings to provide a variety of critical services to all segments of the oil and gas and mining industries—with self-performed construction, project management, and commissioning services all within its capabilities. Cooper says a good way to envision Delta Constructors’ efforts in the upstream segment is to think of everything involved from “the ground up,” explaining that as a facilities contractor the company doesn’t typically build the gravel pad itself. A large part of its efforts in this area are focused on drill pad and production facility installation— critical infrastructure for oil and gas development projects. www.akbizmag.com
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W
hen Delta Constructors onboards employees, the company likes to use a simple analogy to help illustrate expectations of its newest team members. “If you’ve ever played on a sports team,” President Dustin Cooper begins, “then you know what it feels like when everything is going right and everything is falling into place—the training, preparation, and plans you’ve put together are all working in your favor.” “And you also know what it feels like when things start going against you,” he continues. “When things are going well, we call that, ‘Control of Work’; you’re in control of your work, you’re in control of your team, manpower, equipment, materials, and workspace.” And lately, things have certainly felt right for the industrial contracting company. Having only been around for a little over a decade, Delta Constructors’ rapid growth has cemented it as a Top 49ers regular; the construction firm has made the ranks for the past five years running while reporting comparable revenues to companies more than twice its size. In 2019, the multi-service powerhouse posted revenues of $214,838,000—a more than 20 percent increase from the previous year.
2020 TOP 49ERS SPECIAL SECTION As for its midstream efforts, a tagline on its website claims the company can serve any midstream need, “from pipelines and storage tanks to compressor stations and infrastructure.” And while primarily focused on upstream and midstream segments of the oil and gas industry, Delta Constructor’s mining industry services include new facility construction, as well as remodeling and repairs to existing infrastructure. On the electrical side of things, the company performs all its own distribution, instrumentation, and controls and automation. A few years ago, Delta Constructors added its own commissioning division—Delta Commissioning Services, led by General Manager Mark White, which Cooper says has been another successful piece to its evolving business model. To date, the company has completed projects in Alaska, North Dakota, Montana, Wyoming, New Mexico, Texas, Louisiana—and even a few projects in the Gulf of Mexico. The tradesmen 96 | October 2020
involved in these diverse, wide-ranging projects come from every corner of the continent, attracting some of the most capable and skilled workers in the industry. Of its roughly 700 employees worldwide, more than one quarter are based in Alaska. And in addition to supplementing its team with top-class talent, Delta Constructors prides itself on developing its own.
No Exceptions to Safety The importance of the sports team analogy, Cooper says, is that it helps employees develop the ability to recognize when things are going right—or when they aren’t— and confidently apply those feelings to their decision-making processes in what are often highly hazardous work environments. This dedication to developing, and trusting in, employee decision making is a major part of Delta Constructors’ success, according to Cooper. “When you’re operating that way, you strike this balance between working
safely and being as productive as you can be,” Cooper says. “You can achieve both. A lot of people believe that people who preach safety don’t really believe you can be safe and productive, that there’s risks you have to take or corners you have to cut. And we really don’t believe that. “When you’re competent about what you’re doing, you’re more confident, you’re more capable—and we can deliver more value to our client.” The company gives every employee the right to stop work at any time for any reason, and not only is it acceptable—it is encouraged. Cooper explains that part of what happens with new hires, or “short-service” employees as he calls them, is that they are still gaining experience and are not necessarily comfortable or aware of all the hazards facing them in the workplace. “You won’t be able to point to the policy or procedure or what the problem actually is, but you will be able to feel it. And you’ll know when things
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start falling apart well before they fall apart. So what we ask our guys is that when you start feeling that, that is when you use your stop-of-work—to stop, pull back, and collect the team, and then use those resources available,” Cooper says, adding that every employee is given a pocket HSE&Q (health, safety, environment, and quality) handbook outlining company policies, procedures, and best practices. “All of these resources are tools for helping us get back on track when we lose our way… there’s no repercussions, there’s no hazing that goes along with it—we all want to go home at the end of the day.”
Good Leadership Is No Accident Cooper explains that one of the biggest challenges facing a company that’s experiencing such rapid growth— and a challenge facing the construction industry as a whole—is being able to secure capable skilled labor and leadership. www.akbizmag.com
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ing t p e c c A new ! s t n e i t pa
2020 TOP 49ERS SPECIAL SECTION
One way Delta Constructors has combatted this issue is through placing its faith in an ownership group that possesses decades of collective experience. “Our success and our growth is primarily due to leadership. The leaders we have at the top of our company like Nate Andrews, Rick Hyce, Cecil Dale, Mark White, and Josh Lonas, among many others, set the tone for who we are, what we’re about, and how we operate,” Cooper says. “They’ve done an amazing job in developing and training the next group of people to be able to take on these challenging projects and these challenging times, and to be able to do it all safely where everyone’s coming home every day.” Cooper also believes this leadership is to thank for the company’s ability to retain its employees. “We have a really low turnover—I think part of that is a testament to our company culture and our commitment to trying to make the most out of the individuals. And leading in a way where we meet every individual employee where they’re at, consistently challenge them, and try to create new opportunities for young people to take on additional responsibility and step up,” he says, noting employees are often given multiple chances in different positions to maximize their success. “It’s great that as we’ve grown we haven’t lost that feel of the team. We have lots of people that have worked here for seven, eight, nine years,” says Cooper, who himself has been with the company since its inception, stepping into his current role of president in December of 2019.
Quality, Reliability, and Humility In addition to safety and leadership, Delta Constructors puts quality at the forefront. “We are driven to deliver the quality that should be expected from a professional contractor,” he says. “We look at our trades and the work that we do as a profession—not just a job.” “Look at the tubing work by Raul Castro Jr. and Sr.,” he continues, emphasizing the skill and competency of the Delta Constructors tradesmen. “Doing it to the best of our ability and 98 | October 2020
Tubing work performed by Delta Constructors on a high pressure tubing manifold. Delta Constructors
producing a quality product is part of being a professional contractor.” On other values the company holds, Cooper points to dependability and reliability, as well as one other ingredient that has contributed to the company’s success. “I think humility is one of the important things about us where we’ve been really successful,” Cooper says. But
Cooper is as gracious as he is humble, as evidenced by the Delta Constructors president’s parting message to the Alaska business community: “I really just want to thank our clients and let them know how much we appreciate them for putting their trust in us—and how grateful we’ve been for the opportunities to be able to work on these projects.”
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2020 TOP 49ERS SPECIAL SECTION
Nome Sweet Nome Sitnasuak and its new CEO see steady growth and stability amid a pandemic
H
istorically, as far as disease goes, Nome is no stranger. Between 1918 and 1919, the influenza pandemic claimed nearly 50 percent of the Alaska Native population in Nome. And most Alaskans recall the legendary exploits of Balto and Togo and the role dog teams played in medicine delivery to the same village in 1925, when the deadly diphtheria epidemic nearly devastated the community again. Now, a century later, a modern-day pandemic is being faced by modernday leadership, particularly by the Nome region’s Sitnasuak Native Corporation (SNC). And even though new CEO Charles Fagerstrom assumed the role in February, just a month before Alaska’s businesses began hunkering down en masse, his background makes him uniquely qualified for the tasks at hand. To begin with, Fagerstrom’s is a career immersed in healthcare. After earning his bachelor’s degree in business finance from Seattle Pacific University, he spent some time with Norton Sound Regional Hospital before venturing south to earn a master’s degree in
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health services administration and planning from the University of Hawai’i. He then went on to earn an executive MBA in health administration from the University of Colorado before returning to Alaska to take on roles at the Alaska Native Tribal Health Consortium and, most recently, as the health director at the Aleutian Pribilof Islands Association. In addition to his lengthy academic and professional merits, Fagerstrom brings with him a personal heritage deeply rooted in the corporation. Not only was his late uncle a past corporation president, his father was one of Sitnasuak’s original 1973 incorporators following the enactment of ANCSA and served as the corporation’s president from 2011 to 2015. “I’m really blessed in a way,” Fagerstrom says of his full circle journey. “It’s getting back to my roots and serving the people I grew up with. And being a shareholder, I feel very intrinsically motivated to do well.” While his welcome into the corporation and the onset of the pandemic are of course not related,
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By Arie Henry
Alaska Native Corporation * 8(A) Certified Small Business Hubzone Certified * Small Disadvantaged Business Certified Minority Business Entities * Small Business Owner Direct Award Eligible Kaiyuh Services, LLC - CONSTRUCTION Six Mile, LLC - WASTE MANAGEMENT Kaiyuh Information Technologies, LLC - TECHNOLOGY Yukon Management, LLC - DISTRIBUTION & LOGISTICS Khotol Services Corporation - CONSTRUCTION Gana-A'Yoo Services Corporation - FOOD SERVICE & FACILITIES MANAGEMENT
1001 East Benson Blvd., Ste. 201 | Anchorage, AK | 99508 info@ganaayoo.com | 907.569.9959 | www.ganaayoo.com
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Alaska Through hard work and determination, Arctic Slope Regional Corporation has grown into the largest Alaskan-owned and operated company – employing thousands of Alaskans while providing lasting benefits to our shareholders, opportunities for our communities and helping to power the state’s economy. We are proud of the contributions we’ve made to Alaska, and look forward to continued growth and success as one of Alaska’s leading businesses.
Span and Scope Sitnasuak’s holdings span a variety of industries that include fuel service in Northwest Alaska; financial and title services in Southcentral Alaska and Fairbanks; residential and commercial real estate businesses in Anchorage, the Mat-Su Valley, and Nome; and tactical apparel manufacturing in Puerto Rico. Closest to home, Bonanza Fuel www.akbizmag.com
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bringing in a leader so well-versed in healthcare administration is a particular asset these days. And when it comes to the logistics and business affairs associated with the field, Fagerstrom has always had affinity for them. “I was always enamored by healthcare and wanting to get involved somehow. I knew I didn’t want to become a doctor or clinician, but I was very interested in the mechanics and finances and how health systems stay afloat and are funded. So I was able to get some scholarships to further my education and get more involved on the business end of things, and one thing led to another.” One thing certainly did lead to another, but not exactly as planned. For anyone entering a new position, let alone one overseeing an entire corporation with subsidiaries as far away as Puerto Rico, the onboarding process comes with a learning curve to comfortably adjust to a new business environment. When a pandemic dramatically changes the way a company runs, that learning curve is accelerated. “You have to be a quick study,” Fagerstrom says of his first few weeks. “There was not a whole lot of orientation. Luckily, I had been on the [Sitnasuak] board previously, so I had a good understanding of our capabilities and the businesses that we are in. So definitely, it was a deep dive, and you’re not talking about doing visionary work and planning—you’re getting right into the details to understand what impact this pandemic will have on your business.” Despite the immediate demands placed on him, Fagerstrom’s leadership has been lauded by the corporation for more than his capabilities in the world of healthcare; his business savvy has contributed to the corporation’s financial stability and growth amid uncertain times.
2020 TOP 49ERS SPECIAL SECTION
Inside SNCTS' Puerto Rico manufacturing facility, which has since been reconfigured to accommodate employee safety amid the pandemic. Sitnasuak Native Corporation
SNCTS Puerto Rico facility. Sitnasuak Native Corporation
provides fuel storage and transports energy products including heating oil, diesel, gasoline, and propane in Nome and the surrounding road-accessible area as far as Teller. According to the company, Bonanza recently expanded its bulk fuel terminal at the Port of Nome to a capacity of 5.9 million gallons, allowing marine vessels to receive and deliver fuel during ice-free summer months. In fact, Fagerstrom says the company is looking into more infrastructure investments at the port in the future that include logistics and basic support to help create a deeper draft and allow for more traffic up and down the port’s corridor, which could result in more economic opportunities for Sitnasuak shareholders and the community at large. At the same time, those conversations continue to emphasize a key corporate value: environmental stewardship. Fagerstrom notes that Sitnasuak projects, in Nome and beyond, are developed only after the environmental and ecological health of the community and region have been carefully considered. “I think the key thing is partnering. There are a lot of entities in Nome and we definitely have to be aligned as far as our approach to duplicating efforts,” he adds. The Bonanza brand name also extends into retail operations through Bonanza Express, a Nome-based gas/ diesel station and convenience store. According to Sitnasuak, Bonanza 102 | October 2020
Express is especially known for providing freshly brewed coffee—a downright necessity in a subarctic community. Nome Outfitters, which Sitnasuak acquired through Bonanza Fuel in 2019, of specializes in subarctic necessities ranging from hunting, fishing, camping, and other outdoor recreation products to kitchen appliances, televisions, and cellphones (all of which can be delivered throughout the community free of charge). Sitnasuak’s Southcentral holdings include financial and title services, in addition to a real estate portfolio. The umbrella subsidiary, Sitnasuak Financial Services, comprises the Fidelity Title Agency of Alaska (which also has a branch in Fairbanks) and Mat-Su Title Agency. Acquired several years ago, Fagerstrom cites positive activity in the corporation’s financial and title businesses: “We’ve grown the financial services. Luckily in the last year, in terms of some blessings that come out of the pandemic, interest rates are at very low levels. Right now it’s creating a lot of refinancing, and so businesses in our financial sector in terms of title and escrow services have been improving. So those are doing well in the short term and we hope that will continue.” Around the same time that Sitnasuak ventured into the financial services realm, it also expanded into tactical apparel with the addition of SNC
Technical Services (SNCTS). The wholly-owned subsidiary is one of the largest American producers of uniforms and related tactical gear for the US Department of Defense. “We’ve been slowly building and investing organically within the business and have been able to provide a great track record of performance to the federal government,” says Fagerstrom. “And so we have a great track record and provide a great, quality product, and we’re building on that integrity and performance. We’re improving our sales on a year-to-year basis, and it’s been a very successful model.” Fagerstrom says SNCTS has added new products recently such as duffle bags, military uniforms, and chemical protective clothing. The organization has also expanded into law enforcement products. He also points to a commercial line of SNCTS products the company has developed and grown in order to build upon the goal of diversifying. Another point of pride for Fagerstrom and SNCTS is the Puerto Rico operation’s ability to adapt to the immediate demand for personal protective equipment (PPE). He explains that SNCTS was able to quickly reconfigure its plants and operations to produce PPE while also ensuring the safety of its own employees in the workplace. “We’re very, very nimble, so we took advantage of that.”
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Panorama of a small bridge on Jafet Drive connecting the Port Road and Seppala Drive in Nome. Ruben Ramos | iStock
Successful Strategy
“We have plans to diversify into different sectors, but we do know that we need to do our due diligence and be smart… Our businesses are strong and we want to build upon them and make them more efficient and effective. We have to grow either horizontally or vertically—we’ll do so in an incremental fashion.” Charles Fagerstrom CEO Sitnasuak Native Corporation
104 | October 2020
The ability to adjust to a changing business environment is a positive result of effective strategy, a pursuit ingrained in Sitnasuak’s philosophy. Fagerstrom explains that the corporation doesn’t seek to grow just for the sake of growing. Sitnasuak’s leadership carefully analyzes the financial potential of a prospective acquisition, while also monitoring the performance of all its holdings. “We have plans to diversify into different sectors, but we do know that we need to do our due diligence and be smart,” says Fagerstrom. So far, the corporation has garnered its best successes by investing in established businesses (versus looking to the startup arena as a means of growth). “Our businesses are strong and we want to build upon them and make them more efficient and effective. We have to grow either horizontally or vertically—we’ll do so in an incremental fashion.” For example, Sitnasuak is considering vertically integrating SNCTS’ Puerto Rico operations to positively impact supply chain logistics. Other business lines include the aforementioned Port of Nome prospect, a location in which Sitnasuak is already a stakeholder through Bonanza Fuels and land ownership. Leadership styles factor heavily into how a strategy is formed. Fagerstrom’s own approach can be distilled down to two important themes: communication and elevation. “I’m all about team management, working together, and having a solid team on the same page,” he says. “It’s instilling in all of our leadership and staff that ‘line of sight’ so you know what you’re doing and what impact that has on our people. I like to make people more conscious of what they do and
what their role is and to highlight that so someone has that intrinsic motivation to succeed.”
Serving and Supporting It’s important to remember that one distinguishing aspect of ANCSA corporations is that their business culture is directly informed by the Indigenous cultural identity of their shareholders. Accordingly, Sitnasuak’s mission statements and company values transcend anything to do with the conventional bottom line. The traditional values and ethical beliefs of the Iñupiaq, Yup’ik, and St. Lawrence Island Yup’ik cultures of the Bering Strait are the very foundation upon which Sitnasuak bases its corporate culture. So what does that entail, specifically? One look at the corporation’s list of cultural values confirms the same ones Fagerstrom has mentioned in Sitnasuak’s business practices: cooperation, patience, responsibility, and open communication are just a few. And as Alaska Native culture drives the business decisions of a Native corporation, the success of that corporation in turn helps further the culture. The most common result of the equation is in the form of shareholder dividends, but Sitnasuak also leverages benefits like educational scholarships to shareholders and cultural maintenance projects in the Nome region. It’s something that Fagerstrom looks forward to continuing as he helps steer Sitnasuak through the pandemic and into the future. “It’s exciting just to be part of—working and actually seeing the results of our decisions, from a business sense, be profitable, and where that profit goes and how that benefits our shareholders and contributes back to our community… It’s very powerful.”
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T R A N S P O R TAT I O N
Heavy Haul Logistics Getting big machines to remote locations requires collaboration, coordination
Yukon Equipment
By Vanessa Orr
106 | October 2020
Alaska Business www.akbizmag.com
I
t’s often a challenge to move items to, from, and around Alaska. That challenge is multiplied when the item in question is the size of a small building. And when the final destination isn’t even on the road system, it takes a lot of collaboration, as well as logistics expertise, to get items where they need to go. “Delivering and servicing equipment on the road system is challenging enough, but at remote sites, the logistical challenges are humungous,” says Jerry Lee Sadler, manager of Airport Equipment Rentals (AER). “Only a very small percentage of Alaska is accessible by road; it’s easy for those of us living in Anchorage and Fairbanks to forget that we’re just a teeny fraction of the state. So much of the state’s business, infrastructure, and logistics happen out of sight from the majority of the population.”
The Bigger, The Better?
Yukon Equipment
In a state dependent on natural resource exploration and excavation— as well as state, federal, and military construction work—there’s a big call for equipment that can handle harsh conditions and remote locations. According to Charles Klever, president of Yukon Equipment, customers buy or rent everything from general construction equipment and road snowblowers to street sweepers, vacuum trucks, and trailers. The company, which has branches in Anchorage, Wasilla, and Fairbanks, provides equipment to customers along the road system, as well as delivers items to Alaska villages and Bush communities. “A lot of times dealers think that it’s too much work to make the effort to reach remote sites when they make up only 10 to 20 percent of your business,” says Klever. “It takes a real investment in people and money to do it. “But it’s part of our mission statement,” he continues, noting that Yukon is a subsidiary of Calista Corporation. “We are here to enhance the benefits of the region and remote Alaska, and we’ve dedicated the personnel and effort to doing that.” As the John Deere dealer for Alaska, AER is responsible for getting the company’s main product line from Moline, Illinois to Alaska, as www.akbizmag.com
well as for providing a range of other manufacturers’ equipment to customers both on and off the road system. The State of Alaska, the US Army Corps of Engineers, and oil and gas infrastructure supply companies, among others, count on the company’s ability to shift as conditions change. “We have the knowledge, facilities, and expertise to handle whatever logistics are needed,” says Sadler. “We are a family owned company with a very direct management style, which enables our ownership to make decisions on the fly. If we know that we need a new piece of operational equipment to improve the safety and reliability of our services, we can make the decision that day and get it coming.”
By Land, Air, and Sea There’s no easy way to get things to Alaska, especially if the destination doesn’t happen to be near a road. When bringing in John Deere equipment, for example, AER first contracts with a trucking company, such as Big Sky Trucking, Evergreen Heavy Haul, or Span Alaska, to ship the goods from Moline to a TOTE facility in the Port of Seattle. From there, the equipment is barged to Anchorage, where AER trucks it to their location, or, if it is too large, contracts with another company, like Specialized Transport & Rigging (STR), to haul it on a specially made trailer. “Some really large equipment, like excavators, may need to be broken down into smaller components before we can move them,” says Sadler, giving the example of a 188,000-pound 870G excavator that had to be transported in three separate pieces. Equipment headed to Fairbanks is often put on the Alaska Railroad for shipment, though AER will also haul it if the company has an empty truck that needs to be returned to the Fairbanks branch. The dealer also moves items to the North Slope through outsourcing or will drive the Haul Road when trucks and drivers are available within the company. Once there, the customer may put the item on a rolligon (a flatbed with bubble-like tires) to traverse the tundra or use a hovercraft or some other form of landing craft to transport it to remote sites like Northstar Island. Alaska Business
October 2020 | 107
A Case wheel loader, one of the pieces of equipment that requires special handling to get it to remote areas. Yukon Equipment
“Delivering and servicing equipment on the road system is challenging enough, but at remote sites, the logistical challenges are humungous. Only a very small percentage of Alaska is accessible by road; it’s easy for those of us living in Anchorage and Fairbanks to forget that we’re just a teeny fraction of the state. So much of the state’s business, infrastructure, and logistics happen out of sight from the majority of the population.” Jerry Lee Sadler, Manager, Airport Equipment Rentals
108 | October 2020
Alaska Business www.akbizmag.com
(Top) AER employees in Old Harbor and (bottom) an AER Pilatus Workhorse. Airport Equipment Rentals
“Large, specialty pieces are the most difficult to move, so we don’t try to do it ourselves because you can get in trouble if you’re not equipped for it,” says Klever. “We use heavy-haul contractors that specialize in that area like STR, Jimmy Johnson Trucking, and
Tope Transportation; depending on the haul, some are more competitive than others.” Massive machinery can even be moved by air, though this also requires taking things apart. “A few years ago, we shipped a 43,000-pound grader with Lynden on their Herc, but we had to remove the cab of the equipment to get it to fit,” says Sadler. “Once we got the specs, we figured out a way to squeeze it in there.” After winning a bid to transport replaceable cutting edges to remote sites around Alaska, AER used its own Pilatus PC-12, a Swedish turboprop aircraft, to get the parts to the customers. “We were able to pull all the seats out of the airplane and flip open the big rear door to slide the whole pallet into the back,” says Sadler. “One of the questions we ask our customers is, ‘Is this machine Hercable?’” says Klever. “Sometimes you can take a cab off to make equipment more transportable, and sometimes it’s just too big. We probably Herc out one or two pieces a month, with the logistics manager and our service department
working together to figure out how to break it down right in our shop. “These types of trips can be quite involved and quite expensive,” he adds. “The hauling costs more than the machine, but they have to have it. They’ll pay what it takes to get it there.”
New Day, New Challenge As expected, moving huge equipment around the state comes with its fair share of logistical challenges, including the need to be aware of evolving weight restrictions. “Depending on what restrictions are in place for where we’re trying to send a shipment, we may be looking at reduced axle loads on trailers, which means that a trailer that used to haul a 100,000-pound machine is now only legally allowed to haul a 25,000-pound machine,” says Sadler. This forces the company to plan ahead, moving as much equipment as possible while the ground is still frozen. “We may take the equipment to a customer’s job site two months before they need it or before the rental period starts,” says Sadler. “Having the
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One of the larger equipment pieces that Yukon barged to a remote site this year was a Vactor HXX truck. Yukon Equipment
forethought to get equipment to the site before weight restrictions hit is definitely always a challenge. “Each year, these restrictions can come earlier or happen later or be extended, and in some areas, they might completely change,” he adds. “The only thing that is consistent is that there are going to be weight restrictions—and they can make or break a customer’s job.” Because it’s Alaska, shippers also must be skilled at traversing all types of weather—with contingency plans in place. “Truck drivers face avalanches, tight berms, frost heaves, and potholes the size of small cars,” says Sadler. “You have to be prepared for it all.” He adds that it’s important to know how to treat equipment in double-digit negative temperatures as well. “Because we have facilities across the state, we are generally able to store equipment fully loaded on semi-trailers inside large warehouses or tents, so that when we leave the next day, everything has had a good chance to thaw,” he says. “If we have to, we’ll drive a few hundred miles with a piece of equipment sitting on a trailer running or strap an auxiliary heater 110 | October 2020
Heavy equipment at work in Eklutna. The Conservation Fund | Airport Equipment Rentals
to the trailer to keep the equipment from freezing while riding for hours at highway speed.” And even if the weather and the roads are perfect, there’s the issue of having the right product in stock for the right price—especially during a pandemic. Demand for different equipment changes from year to year, and it’s up to suppliers to not only predict what will be needed but find it, get it to Alaska, and make it affordable. “This year, we’ve had a big demand for equipment from villages that are mostly off the road system,” says Klever. “Whether the economy is driving this, possibly through stimulus or other money, we’ve seen a big increase for water trucks, as well as regular construction equipment like wheel loaders, skid steer loaders, and backhoe loaders. “Some villages want new water trucks and some want them used, so we’ve had to develop these markets—
used water trucks don’t just appear,” he adds. “We’ve had to work hard to find companies in the Lower 48 who are putting tanks on trucks that used to be used for deliveries or hauling, because that makes them more affordable.” Yukon has an employee specifically dedicated to working with the 220 small towns and villages throughout the state to talk to them about their equipment needs. “Jeanie Gusty is our point person; she finds out what they’re looking for, what their budget is, when they need the equipment delivered,” says Klever, who adds that Gusty, from Stony River, often speaks Yup'ik on these calls.
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Two Tucker Terra Exploration SnowCats are pre-heated before being pulled off the trailer in Deadhorse. Airport Equipment Rentals
A Case CTL needs to be broken down before it can fit on a Herc for delivery. Yukon Equipment
“As a logistics manager, she is quite fluent in finding out what barges are going where and in arranging delivery throughout western Alaska, and, working together, we coordinate the process involved in equipment sales and logistics to help villages acquire much-needed equipment,” he adds. It’s a challenge to meet the barge schedule and then also work with all the different entities to make sure that the equipment is paid for and delivered on time. “While we deliver equipment yearround, there’s obviously a much bigger demand when the barges start running,” says Klever. “A lot of times villages are trying to get grants in place 112 | October 2020
A crane at work at Eklutna. Airport Equipment Rentals | Eklutna Inc.
or to get money together, and I can’t tell you how many times that a grant gets approved and we only have a short period of time to get a particular piece of equipment to a specific spot, at a specific time, at a set amount of money. All sorts of puzzle pieces have to come together.”
According to Klever, one of the biggest challenges this year has been finding inventory. “The COVID crisis cut manufacturing back and now there are equipment shortages in the market,” he says. “If someone needs a machine today and we don’t have it, we refer them to another dealership
Alaska Business www.akbizmag.com
Yukon Equipment has seen increased demand for both new and used water trucks this year, which means searching for difficult-to-find inventory. Yukon Equipment
“The COVID crisis cut manufacturing back and now there are equipment shortages in the market. If someone needs a machine today and we don’t have it, we refer them to another dealership who might have it. Everybody is covering for everybody.” Charles Klever, President, Yukon Equipment
who might have it. Everybody is covering for everybody. “There was a huge demand for water trucks a month ago; I delivered five to villages, and now I have three in the yard,” he adds. “It’s hard to figure out what to bring in, what to order new or used, and what inventory will meet demand. If I don’t have it, I can’t deliver it.” Even after the sale is made, machinery still needs maintenance, and in many cases that means flying mechanics out 114 | October 2020
or bringing pieces of the equipment back in. “Two years ago, we had a transmission go out in a D10 ‘dozer on Kodiak Island, and it weighed about 1,000 pounds,” says Sadler. “From Fairbanks, we had to fly to pick up a mechanic in Anchorage, fly them to Kodiak Island, remove the transmission, load it on a pallet, put it in the back of our Pilatus, fly back to Anchorage to drop off the mechanic, and then fly to Fairbanks and offload
the transmission. Later that week, we had to fly another transmission from Fairbanks to Kodiak and install it. But we had them up and running within a week. “We’ve worked with miners deep out in the Alaska Range who were only accessible during certain times of the winter for us to take equipment in and out,” he adds. “It’s tough to manage the servicing of your equipment when you’ve got to take boats and planes and four-wheelers just to get there.”
Alaska Business www.akbizmag.com
T R A N S P O R TAT I O N
Above and Beyond The ins-and-outs of multimodal and the transportation industry’s dedication to the customer
Lynden
By Danny Kreilkamp
116 | October 2020
Alaska Business www.akbizmag.com
T
ransportation and logistics providers are constantly balancing a customer’s need for a timely and cost-effective shipping solution, while also considering the different modes of transport available to move items from origin to destination. This is particularly true in the case of those providers offering multimodal solutions in Alaska, where geographic factors regularly influence the planning process. Reflecting on the transportation industry’s evolution to offer combined, complex shipping options, Saltchuk’s Senior Vice President and Managing Director in Alaska Dave Karp offers one perspective. “You could look at multimodal as using different modes of transportation to move cargo,” Karp says. “But you could also look at multimodal in terms of the companies we have here in Alaska, which offer more vertical integration.” Though headquartered in Washington, the Saltchuk family includes several Alaska-based transportation companies that cover nearly every shipping avenue in the industry: TOTE and Cook Inlet Tug & Barge cater to its marine needs; Northern Air Cargo its aviation; with Carlile initially focused on land-based operations, then expanding to include a logistics piece in its business model. “Carlile’s logistics team can get anything anywhere,” he says. “They’re a group of people who are focused on movement of freight, not just trucking of freight. Obviously, if there’s a trucking component, they’ll try to use their own assets.” But Karp is quick to point out that even though Carlile occasionally enjoys the benefits associated with vertical integration, there isn’t a company mandate in place that requires Carlile Logistics to draw on its family of transport companies. “We’re like a Swiss Army Knife in a lot of ways; you can use the whole thing and do everything or just use certain blades to get certain things done.” Karp also notes that companies don’t necessarily need to own the various ships, planes, and trucks doing the heavy lifting. “A lot of logistic providers are nonasset based—they’re called NVOCCs [non-vessel operating common www.akbizmag.com
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Lynden’s hovercraft are used to deliver supplies to villages along the Kuskokwim River in Western Alaska, and to transport cargo and personnel on the North Slope. Lynden
carriers]—they don’t own ships, they don’t own trucks, they just facilitate the movement of goods on other people’s things. They’re the owner’s representative of the cargo. “Some think of it like a travel agent of cargo; they find out what the origin is, the destination, the O&D pair, they map the trip out for that cargo, and they use whatever mode of transportation is most cost effective or most expedient depending on what they [customers] are looking for.” This is, as Karp frames it, an industry obsessed with serving the customer— by whatever means possible.
It Starts with Communication Consider the path that a shipment of pharmaceuticals might take, departing Los Angeles and destined for a remote community in Bush Alaska. While it may seem that the simplest solution would be to place the medications in a box, slap a “fragile” sticker on the side, and load it into the back of a C-130— the answer on how to best move freight to and from Alaska isn’t always immediately clear. 118 | October 2020
A number of factors such as time, price, and the size of the items in question need to be taken into consideration. And one of Alaska’s largest multimodal transport and logistics providers believes that it all starts with an honest, open dialogue between the customer and the provider tasked with moving the product. “The customer is always challenging us to do things better,” says Alex McKallor, Lynden’s executive VP and COO. “We recognize in the long run we’re better off by providing the better solution for the customer—even if it doesn’t involve what we do.” Initially, McKallor explains, the company broke into the Alaska market through trucking with the establishment of the Alcan highway in the ‘50s, adding marine capabilities in the ‘80s and then air capabilities in the ‘90s. And having amassed its own extensive family of companies, Lynden’s multimodal transport and logistic efforts have grown to serve small and large communities throughout every region of the state. Once Lynden determines one of its various services is a good fit for
the customer, the company can then start piecing together different options, leveraging a variety of shipping methods and sometimes drawing on its own family of company assets. In addition to barge, truck, and air options, some of the more unique factors in Lynden’s logistics equation is specialized equipment like PistenBully snowcats and Hovercrafts that help the company traverse some of the state’s more difficult terrain. “PistenBullys are essentially like a snowcat at a ski area that allow us to drag truckloads of freight over the snow,” he explains. “It’s a great alternative to more expensive options such as flying.” And if there was ever a multimodal mascot, it would probably be Lynden’s Hovercrafts which are able to navigate land, water, ice, and sand—carrying up to 12,500 pounds of freight in the process. Lately, McKallor says, the company’s driving force has been to figure out how to best make all its various transportation mediums work seamlessly, especially for the customer.
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“It’s something we have a lot of experience with,” he continues, “and what’s interesting is that each of these modes have some physical and regulatory requirements that make it particularly challenging… so you have to have all the right things lined up the right way or you’re not gonna get there.” Carlile’s VP of Freight Operations John Armstrong agrees that communication is key. “The customer doesn’t see those moving parts; what they see from us is a very consistent approach and a very consistent status update and communication infrastructure.”
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With so many moving parts and pieces, being able to track and synchronize a company’s processes across different transportation platforms is the customer expectation and the industry standard. Armstrong believes technology has come a long way in facilitating these functions. “I’ve been doing this for thirty-five years; I’ve seen it all the way from the fax machine to where we’re at now and I’m just amazed at how easy it is to transact with a wide variety of customers,” Armstrong says, noting that advances in electronic data interchanges and automated reporting are two of the biggest improvements in managing multimodal cargo. Armstrong attributes much of Carlile’s success in this area to its shift toward using “off-the-shelf” technology. “We adapted a strategy and philosophy a couple years ago that we would use, as much as possible, off-the-shelf technology,” he says, pointing to challenges associated with customizable technology as the reason for the shift. “As our systems are upgraded, we get the very best version every single time. And it opens up more and more opportunities for us to improve our business model because we’ve got these new upgrades and new tools that are being added to the systems we use.” Alternatively, nearly all of Lynden’s core operating systems are internally developed and shared across the family of companies. “We’ve had a long history of developing our own systems,” McKallor says. “So we have a fairly substantial IT
October 2020 | 119
department and have developed these systems over the years to essentially provide for our customers a single view no matter what mode they’re moving on or where they are. “We’ve developed tools internally that have essentially taken a diagnostic view across all different modes. So you can see freight coming in by airplane, coming in on the barge, freight moving on the hovercraft—and as a service manager, you can see all those moving parts together in one view.” Technology’s role in ensuring a smooth shipping process can’t be downplayed, but Armstrong points to a deeper company structure in place that allows Carlile to effectively manage its multimodal operations. “We sort of have three pillars at Carlile: our safety culture is the best I’ve ever seen. It’s what we pride ourselves in. Second is being 100 percent ethical. And third is a commitment to our continuous improvement culture. “What we’ve been able to do is really focus on establishing very solid core practices throughout the organization. That enables us to basically apply core practices and processes to any type of freight. Freight essentially moves the same way every time. It’s based on the cargo factors, the timing, the environment… but essentially the
freight moves exactly the same every single time. So if you have a good solid base of core practices and processes, then it’s very easy to adapt those good core processes to new challenges.” Armstrong illustrates this ideology’s effectiveness by pointing to Carlile’s response to the coronavirus pandemic, describing the transporter’s ability to adjust to new conditions as “instantaneous.” “We were able to very quickly and flexibly establish new processes surrounding the guidelines we were being given from the CDC and also around our customers’ requirements,” he continues. “A lot of customers couldn’t take freight or they didn’t have the personnel in place to take freight. So we had the ability to quickly adjust our modal operation for that, and that’s really easy to do when you follow the same core practices.”
Ingredients for Success This theme of continuous improvement is echoed throughout the transportation industry. “I think companies are going to continue to try to find ways to bring as much efficiency into the process,” says Saltchuk’s Karp. “There are a couple new things being
kicked around out there—companies marketing airships, drones are a big part of the future conversations. But I think those things are pretty far off on the horizon.” Even as new modes of transport and technology become available in the future, Karp believes companies should continue to strive for providing valueadded services. And having spent the early years of his career in the tourism and hospitality industry, it’s no wonder what Karp, and other top executives, value most. “As I’ve said before, you gotta be customer-centric. You gotta be focused on the relationship with the customers and be empathetic to their needs. It doesn’t matter what tools you have to use, whether it’s an airplane or a boat or a train or a truck—you’re the one that’s making things happen. And to have a good understanding of what the needs of a customer are will always, I would contend, be the key ingredient. “We live in a world where, with technology and the ability to use thirdparty vendors, you can make anything happen. But how you plan it, how you execute it, how you follow up, how you troubleshoot and problem solve—those are the things that ultimately add value to the customer.”
Lynden’s PistenBully snowcats transport equipment and supplies through extreme conditions and challenging terrain. Lynden
120 | October 2020
Alaska Business www.akbizmag.com
‘It Just HAS to Get Done’ How Alaska’s construction crews expedite critical projects By Amy Newman
A
ny Alaskan can tell you we have four seasons: almost winter, winter, still winter, and construction. It’s a well-worn joke, but it encapsulates the outsized role weather plays when scheduling construction projects across the state, and why, whenever feasible, there’s a push to get as much work done as possible during the short summer season. And while weather-related concerns may be the most common reason construction projects are expedited, 122 | October 2020
they’re far from the only factor. “There are a lot of things that can be a driver for us to get on an expedited build,” says Tim Finnigan, president of Ahtna Global, Ahtna Infrastructure & Technologies, and Ahtna Environmental—all subsidiaries of Ahtna, Inc. Economic and financial considerations, government funding cycles, market timing, even politics can cause construction projects to be fast-tracked. An expedited timeline
is usually built into the project from the start, letting contractors factor an accelerated pace into their bid and plan accordingly. Occasionally, though, something unexpected pops up during construction, temporarily derailing the project and, ultimately, shortening the construction window while crews deal with the snafu. Regardless of whether the expedited timeline is planned from the beginning or comes as a surprise, from a
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the luxury to take it easy when conditions are less than ideal and really ramp up when you have ideal conditions. You ultimately just go as hard as you have to until it’s done. Come weather, come illness, what have you, it just has to get done.”
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contractor’s perspective the end result is the same. “You can think of it as all the same amount of work needs to get done, but it needs to be done in a shorter period of time,” says Jed Shandy, vice president of Davis Constructors & Engineers in Anchorage.
Planned, Expedited Projects “I can’t really think of a certain customer that is always, always in an emergency to get things done,” says Tim www.akbizmag.com
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An Ahtna crew pours concrete. Ahtna
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Gould, president of Ahtna Engineering Services and Ahtna Solutions, also subsidiaries of Ahtna. “Some have a range of needs; sometimes they’re in a big hurry, sometimes they’re not.” Instead, whether a project is accelerated hinges more on the client’s needs as it relates to the individual project, as opposed to the client itself, explains Justin McVaney, cost estimator with Cornerstone General Contractors. “Every project is different because every client is different,” he says. “Their goals and objectives are different.” Economic and financial considerations can determine whether a construction project will be fasttracked. Completing a project quickly often makes financial sense, though, depending on whether the client is a public or private entity, the financial incentives vary. New construction for hotels, for example, is usually fasttracked to safeguard that the project's completion date coincides with the start of the summer tourist season. “Up here in Alaska, we have an ideal time to open a hotel, and we have a lot
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of other times that aren’t exactly ideal,” McVaney says. “So it would be really good to open your hotel right before all the tourists start showing up; not so great, say, in October. So market timing is definitely a factor.” For private clients who are financing a project with construction loans, completing work as quickly as possible–even if doing so increases overall costs–makes sense in the long-term. “Private clients tend to be the ones who are bigger rushes because they’re dealing with the economics of financing, and the faster they can convert to long-term financing, the better,” Shandy explains. “When you’re in construction financing, [lenders] charge higher interest rates because there’s more risk—risk it could collapse before it’s finished, a risk the contractor could go broke. Once it’s a completed project, it’s much less risky to the lender, and the rates go down dramatically.” The economics of COVID-19 have also influenced construction timelines, as companies push to keep
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Alaskans working and the economy from stagnating. “One of the biggest reasons that we’re fast-tracking projects, especially right now, is the economic basis,” Shandy says. “We’re looking to make sure the construction keeps going through the COVID [pandemic]. And that’s not just exclusive to COVID, but when there’s a natural disaster we like to fast-track projects that were already slated.” Minimizing the impact on a building’s occupants can also dictate compressed construction timelines. Renovations to school buildings are a good example, McVaney says. An end-of-summer completion date was a built-in objective of Cornerstone’s contract with the Anchorage School District to repair earthquake damage at Gruening Middle School in Eagle River. “The school district would like to be open for the school year, and that’s a hard date—you either hit it or you don’t,” he says. “Naturally, we are trying our best to approach that project in such a way that we can meet that timeline.”
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Other times, construction is expedited because the project is integral to the client’s overall objectives. Earlier this year, Ahtna expedited emergency repairs to a client’s pier to ensure continued fuel deliveries.
“When you have a time-sensitive project, you do need to gear up and figure out how you’re going to deliver that so you can pull it off. Typically, those projects we absolutely must deliver... take a lot of planning, especially on remote work.” Tim Gould President Ahtna Engineering Services and Ahtna Solutions
“If the fuel barge couldn’t get in, the client would need to bring in fuel from another method, which would be air,” Finnigan says. “That would have been very, very expensive.”
Unexpected Holdups Even the best-laid plans can’t account for unforeseen problems; and, if they’re significant enough, they can halt work on the primary project, requiring a resolution before work can proceed. But original deadlines can’t always be extended to accommodate any additional work associated with complications, leaving contractors with less time overall to complete the project. “Obviously, there’s always the issue we get into a project and then some unforeseen condition creates a delay,” McVaney says. “But the end date of the project is still firm and fast and doesn’t really move much.” 126 | October 2020
A multi-talented, multi-skilled workforce is key to expediting construction projects. Ahtna
Environmental contaminants are one of the most common reasons crews suddenly find themselves stalled on a project that was progressing normally. Strict regulatory guidelines govern the process of remediating the specific hazard as well as proper disposal methods, Shandy says.
“Environmental issues require expediting for obvious reasons,” he explains. “The longer the [hazard] remains unrepaired, the greater the harm it does to the environment.” Davis Constructors & Engineers found itself in just such a situation during a 2018 utilidor project at
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Eielson Air Force Base in Fairbanks. Construction stopped while crews worked to remove contaminated material from the job site and dispose of it in the appropriate landfill, all within the 90 day deadline. The unexpected clean-up not only forced Davis Constructors & Engineers to postpone the start date for pouring concrete but required crews to work through the winter, creating more work—and increasing costs—to make sure the project was completed by the spring deadline. “Instead of pouring a mile of concrete utiliduct [during the summer], we ended up pouring from October to February,” Shandy says. “We paid to build a bubble around the concrete plant and poured concrete all winter long.” But postponing the project until spring, when the ground thawed, wasn’t an option. “There were thirteen projects that were tying into that utility structure, and they were all scheduled to receive services when we were done,” he explains. “It’s a lot worse to be late on your contracts than it is to be done early.” Projects to repair damage caused by natural disasters are often also completed on an expedited timeframe. “Those don’t come with any schedule attached,” Gould says. “We don’t get too many hurricanes, but we get earthquakes, and we get other natural disaster-type stuff, and all of a sudden you just jump into action and get to work immediately. Those kinds of things, really the schedule’s out the window. You just get it done as rapidly as you can.” Issues beyond the construction site itself can also sometimes wreak havoc on a project. Davis Constructors & Engineers was working on a fasttrack project slated to be completed by April until supply chain issues created by COVID-19 stopped work; the temporary halt in construction will ultimately shorten the timeframe to complete the project. “The [client] has a large pipeline of furniture supplied from China, specifically the Wuhan area,” Shandy says. “So, they had to stall construction because they wouldn’t get the furnishings in time.” www.akbizmag.com
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“Private clients tend to be the ones who are bigger rushes because they’re dealing with the economics of financing, and the faster they can convert to long-term financing, the better. When you’re in construction financing, [lenders] charge higher interest rates because there’s more risk–risk it could collapse before it’s finished, a risk the contractor could go broke. Once it’s a completed project it’s much less risky to the lender, and the rates go down dramatically.” Jed Shandy, Vice President Davis Constructors & Engineers
128 | October 2020
Working Faster, Working Smarter The obvious solution to completing a project quickly is to infuse it with additional cash. “Add money and you can go faster, right?” Gould says. “ We add more equipment, we add more crew. To the degree that you can get all that done in concer t, you can reduce the schedule. The faster you want to go, the more money you may spend.” Outfitting the worksite with equipment tailored to the type of work being performed and the terrain it’s being performed on can help get things done quickly. “We do certain types of projects where we do have specialized equipment focused on the geography,” Gould says. He goes on to explain that when working in the Aleutian Islands, for example, the company needs a special type of dump truck equipped with tracks instead of wheels so it doesn’t sink into the tundra. “We have actually designed and fabricated certain equipment that makes us move dirt faster,” he says. Though it may not be the most economical solution, keeping specialized equipment onsite can also help crews complete a project faster. “You may not use anything more specialized, but you may have three area lifts instead of two, and they may be used 60 percent of the time rather than 80 percent of the time,” Shandy explains. “They’re less efficient, but nobody ever has to wait for one.” But any equipment is only as good as the person operating it, so a skilled workforce is vital when working on time-sensitive projects. “Obviously when you have more hammers you can drive more nails,” McVaney says. “But behind ever y hammer, there’s a person, and so it really just always comes back to the people.” Finnigan agrees that employing the right people is essential to expediting projects. “For us, it’s the personnel that is multi-skilled and multi-talented,” he says. “Our guys are the type that can go out to a job site and
do abatement, tear down the buildings. They can jump in a piece of equipment and do the civil work, then they put their tool belts on and do the vertical work. I think that’s a key that allows us to get things done faster and better.”
Keep the Ball Rolling Detailed planning is necessary to keep any construction project running smoothly and on time. It becomes even more important when that project is expedited. “When you have a time-sensitive project, you do need to gear up and figure out how you’re going to deliver that so you can pull it off,” Gould says. “Typically, those projects we absolutely must deliver... take a lot of planning, especially on remote work.” Ideally, whether the project is time-sensitive or completed on a normal timeline, contractors prefer to be involved in the design and planning process from the beginning, McVaney says. Early involvement gives them time to build relationships with project leads and allows for scope revisions if design elements or proposed materials would make it difficult to complete the project on time. But that isn’t always the case. “Ultimately, as a contractor, we’re subject to the procurement method that the owner is using,” he explains. In these situations, communication between all the project’s players— client, contractor, project manager, and designer—is integral to the project’s success. And it becomes even more important on expedited builds. “Just really keeping those lines of communication open, that’s a big piece of it as well,” Gould says. “Making sure we’re all on the same page.” That, and having a team that can hit the ground running and keep going until the work is done. “ When you have a tight deadline, you don’t have the freedom or the luxur y to take it easy when conditions are less than ideal and really ramp up when you have ideal conditions,” McVaney says. “You ultimately just go as hard as you have to until it’s done. Come weather, come illness, what have you, it just has to get done.”
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E N V I R O N M E N TA L
Combatting Contamination Engineering a pristine environment one contaminant at a time
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By Isaac Stone Simonelli
130 | October 2020
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E
ngineering firms offering environmental services in Alaska address a broad spectrum of issues that impact humans and wildlife—managing everything from COVID-19 wipe-downs and toxic mold issues to oil spill prevention planning and soil remediation. “We all live in the environment. Those environments can be inside or outside. It could be your home. It can be commercial buildings. And the inside environments can get quite dangerous due to mold, asbestos, particulate matter,” says Kirsten Ballard, director of ARCTOS Alaska Services at NORTECH. “Outside, you can have threats to your drinking water due to oil spills, chemical spills, and so forth. The outside environment is important because you bring your drinking water, maybe your shoes and clothing, inside,” Ballard says, noting that there is also a need to mitigate risk to other natural resources, such as anadromous fish streams, animal breeding grounds, and endangered species.
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Groundwater Contamination In the Fairbanks North Star Borough, the environmental services team at the Shannon & Wilson Fairbanks office has been focused on groundwater issues. “You may have read about quite a few groundwater contamination sites around the state where a lot of it is coming from perfluorinated compounds [PFCs] and from firefighting foam,” says Chris Darrah, the Fairbanks office manager for Shannon & Wilson. “There are a lot of people in the Fairbanks area—and actually statewide—where their drinking water is contaminated, so we'll help assess that.” Once a site has been identified as potentially harmful to flora, fauna, or nearby communities, environmental service teams take water and soil samples to identify whether a contaminant exceeds established safety levels. “We’re more on the assessment, planning, and design side,” Darrah explains. “We're typically not going to be the ones to show up with a big remediation system. We'll help design it. We’ll help figure out what is the best way to clean up the drinking water, and then we may subcontract with other www.akbizmag.com
NRC Alaska has merged with US Ecology, a leader in environmental services across North America.
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“We take the waste product and turn it back into new, virginequivalent, if you will; products go back out across the state for freeze protection for automotive, heavy equipment, and also fixed facilities.� Blake Hillis Senior Vice President of Operations, US Ecology
Environmental firms in Alaska gather data and develop plans to ensure the safety of Alaska's myriad environments and wildlife. Dee Carpenter Photography | iStock
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firms to actually provide that service.” To help combat PFC contamination, which is a nationwide issue, Shannon & Wilson is engaging in research and development on the topic. “These firefighting foam chemicals, they're tough to treat. And there's not a lot of information on how to do that,” Darrah says. “So we've teamed up with a remediation provider to test their treatment process under actual Alaska field conditions.” Darrah says testing is ongoing. But the issue of PFCs is just one of many that Darrah and others in his field encounter when working with groundwater contamination. “We focus heavily on contaminated site assessments: somebody has had a spill or a leaking fuel tank or floor drains in their shops that just kind of go to a hole in the ground,” Darrah says. “We will sample soil and groundwater and test that for various types of contaminants. Basically, we determine how bad it is when it comes to a contaminated site. We also focus heavily on environmental compliance.” Businesses that store fuel, oil, or other potential contaminants can be required to manage rainfall and snowmelt to prevent them from washing contaminants from the job site or facility into the environment at large, Darrah says. Environmental service firms offer mitigation planning and other solutions to ensure that the streets and nearby waterways remain clean while keeping a business on the right side of the law.
Remediation and Recycling “We do a lot of large-scale soil removal projects [for the federal government]. The majority of it is old fuel spills and things like that. And, you know, occasionally some PCBs, but the majority of it is related to fuels contamination,” says Greg Jarrell, the Alaska regional director for environmental and engineering services at Ahtna Environmental. “We'll go in and dig up a bunch of soil and haul it out of state for disposal at a Subtitle C landfill.” Once contaminated soils have been removed from a site, environmental services firms remediate the area with the goal of returning the landscape as close as possible to how it looked and www.akbizmag.com
“The bulk of what is deemed as hazardous waste—that’s more of your paints, solvents, and corrosives—we do not process those here instate. But we have our own facilities across the United States, and we send those down south to our other facilities that are permitted by the EPA to treat hazardous waste.” Blake Hillis, Senior Vice President of Operations, US Ecology
functioned pre-impact, Jarrell says. “You’re bringing in fill, you’re providing revegetation services where you’re revegetating with native species,” he says. “Basically, you’re trying to leave the site in as low of an impact state as you can.” Herminio (Nino) Muniz, a senior program manager with Ahtna Solutions, notes that the team will also put in
structures to restore the natural flow of streams and other water channels. “You’re trying not to leave a depression at a site. Anywhere you leave a depression, it creates a new pond,” Muniz says. “The goal is to try to keep those final grade lines such that the surface area will drain and you're not creating pools or ponds.” Remediation teams also need to be
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“You’re trying not to leave a depression at a site. Anywhere you leave a depression, it creates a new pond. The goal is to try to keep those final grade lines such that the surface area will drain and you're not creating pools or ponds.” Herminio (Nino) Muniz, Senior Program Manager, Ahtna Solutions
No matter how remote or difficult the environment, environmental engineers ensure projects can be developed and operated safely. Cheryl Ramalho | iStock
134 | October 2020
aware of an area’s native plant species; to help the Alaska Plant Material Center provides regional lists detailing what percentage of a seed mixture should be comprised of what native species, Jarrell says. And while regional differences in flora have some influence on environmental restoration plans, logistical issues have a bigger impact when determining how to approach contaminated site cleanup, Muniz says. “The main factors we consider are climate and the remoteness of the site,” Muniz says. “If we're doing a haul and dig project at Fort Wainwright, that's a lot different than doing it out on an island next to Adak, right? Logistics are what's going to really drive how we look at those differently.” Once soils have been removed, they need to be disposed of legally. Depending on the contaminant, that requires shipping the contaminated material to the Lower 48 or processing it at a facility in Alaska. There are no facilities to process hazardous waste in Alaska; however, US Ecology, which recently acquired NRC Alaska, operates a number of facilities in the state that are licensed to handle numerous contaminants, US Ecology Senior Vice President of Operations for Alaska Blake Hillis explains. “We offer a thermal soil treatment unit at Moose Creek, which is near Fairbanks. And then we have two treatment facilities in Anchorage,” Hillis says. “They are fluids treatment locations that treat oils, fuels, contaminated water, sludges, and absorbent material.” The company is permitted to treat and dispose of perfluorinated compounds and hydrocarbon contaminated soils and materials. “The bulk of what is deemed as hazardous waste—that’s more of your paints, solvents, and corrosives—we do not process those here in-state. But we have our own facilities across the United States, and we send those down south to our other facilities that are permitted by the EPA to treat hazardous waste,” Hillis says. Depending on the economics, other companies that provide contamination removal services in Alaska will partner with US Ecology to dispose of waste or they will ship it to the Lower 48, Hillis says.
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“Oil industry equipment is just as important to maintain in accordance with their ‘owner’s manual’ of industry standards so that you can keep everyone safe [and] lower your response costs and liabilities, with the by-product that just happens to benefit your company’s reputation.” Kirsten Ballard, Director of ARCTOS Alaska Services, NORTECH
US Ecology has many clients in the tourism industry. Raphoto | iStock
136 | October 2020
US Ecology also has a state-of-theart distillation unit that manufactures ASTM-specification glycols, such as antifreeze, from used products. “We take the waste product and turn it back into new, virgin-equivalent, if you will; products go back out across the state for freeze protection for automotive, heavy equipment, and also fixed facilities,” Hillis says. He notes that the company’s clients range across several industries. “We actually do a lot of work with the mining industry, as well as tourism. We service a lot of cruise ships that generate oily waste on the cruise ship—so the tourism is a big one for us,” Hillis says. “Any of your dealerships for automotive or heavy industrial equipment, we service all those throughout the state. It could be anything from a Jiffy Lube to a Caterpillar dealership—everything in between—because we're the guys that take the waste. We do a lot of recycling in our facilities here in Alaska.”
Spills and Viruses Though business has been down with the recent drop in oil prices, US Ecology has picked up some work dealing with COVID-19. “We have been actively doing COVID-19 responses; we’re the guys that go out and disinfect anything from a vehicle to a large facility so that occupants can reoccupy those locations after COVID contamination,” Hillis says, explaining that the service still falls under the large umbrella of environmental services. The general perception of environmental service firms is that their focus is on cleaning contaminated sites—from soiled soils to oil slicks—but there is also a heavy focus on providing preventative measures to mitigate risk, protect clients, and the environment. “For a stationary facility, you have a pretty good idea of where the fuel or oil would go—this stuff isn’t rocket science,” Ballard says. “So in addition to setting up prevention measures to prevent us from spilling oil in the first place, we can also put in some preplanned response measures.” For example, Ballard says there’s no point in installing oil spill collection devices uphill of a facility—the oil
isn’t going to flow that way. She explains that part of the prevention and mitigation planning might be understanding where exactly a team would dig an interceptor trench if there was a spill, as well as where equipment should be stored to allow a team to rapidly respond. “You might decide to pre-create an interceptor trench depending on the sensitivity of the environment in that direction,” Ballard says. “What do you think about winter, summer, spring, or fall? In the wintertime, you probably don't have a lot of endangered species to worry about, but during the summer breeding season you might have a lot… You need to have all those things lined out and figured out before you begin operations.” Prevention isn’t cheap, but it’s far cheaper than the costs that come with contaminated groundwater or damages to natural resources and human health, as well as the ensuing, “bruising” legal battles, Ballard says. “For example, Alyeska Pipeline Service Company runs cleaning PIGs down their pipelines, but they also run what are called smart PIGs,” she says. Smart PIG devices are loaded with instruments that measure and identify cracks, thinning areas, or other anomalies in a pipeline, which are often caused by corrosion. Though an inspection group at a company is expensive and doesn’t generate revenue, they are vital. “They help a company maintain a safe, clean operation. Inspection and maintenance is a ‘safety first’ approach that makes an operation safe for people and the environment, a program that also happens to preserve a company’s reputation,” says Ballard. “An ounce of prevention is worth a pound of cure. It’s important to recognize that. Just like you spend money to change the oil in your car and have the wheels aligned regularly, the car runs great so long as you take those prevention measures outlined in the manual. Oil industry equipment is just as important to maintain in accordance with their ‘owner’s manual’ of industry standards so that you can keep everyone safe [and] lower your response costs and liabilities, with the by-product that just happens to benefit your company’s reputation.”
Alaska Business www.akbizmag.com
Infrastructure & Technologies, LLC Safely and effectively moving logistically challenging projects from conception to completion
A
htna, Inc., (Ahtna) recently added a new company to its expanding corporate umbrella —Ahtna Infrastructure & Technologies (AIT), LLC, a full-service general contractor, construction manager, and professional services provider. AIT enhances a steady pattern of growth for Ahtna, which operates 20 subsidiaries. AIT enables clients to leverage the strength of its sister subsidiaries’ multi-disciplinary core staff of 360 professionals, including construction supervisors, engineers, scientists, and craft labor. AIT specializes in executing timesensitive, complex, and multi-faceted construction, environmental, engineering, and professional services projects for commercial and government clients. The Alaska-based firm works on projects ranging from small renovations to major construction to environmental remediation jobs worth $10,000 to $70 million. AIT has offices in Anchorage, Fairbanks, and the Mat-Su Valley, as well as California, Hawaii, Maryland, Missouri, Oregon, Texas and Washington. EFFECTIVE CO-MANAGEMENT AIT employs a common management structure headed by two longtime Ahtna senior managers: President Tim Finnigan and Vice President Timothy Gould. Finnigan, a second-generation Alaskan construction professional, and Gould jointly manage AIT and four other Ahtna
Denny Nelson, Ahtna Warehouse Supervisor working alongside Ahtna shareholder staff, Aaron Miller, Jonathan Miller, and Jason Trantham
subsidiaries. They apply their differing yet complementary skillsets with out-of-the-box thinking to creatively solve their clients’ problems. “Our ability to share common management and past performance experience provides our clients with the expertise and confidence that comes with a large, well-established firm while offering the flexibility, transparency, and trust that comes from working with a small company,” Finnigan says. Recently, AIT received its Small Business Administration 8(a) certification for disadvantaged firms, which translates into accelerated procurement, competitive rates, and other advantages for clients. “AIT can move projects from conception to reality very rapidly,” Gould says. “We’ve developed an excellent skillset and have great staff that can deliver. We’re a very low-risk contractor.” ONE-STOP SHOP AIT functions as both contractor and consultant, offering a one-stop shop for clients. It provides comprehensive, cohesive, and cost-effective solutions that ensure the science/engineering and field operations work together seamlessly. Few firms can match AIT’s logistical skillsets due, in part, to its highquality, cross-trained staff that can flex between different roles. This enables AIT to self-perform the majority of its work in Alaska and much of it elsewhere. “We have attracted the best group of
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people,” Finnigan says. “For clients, this means they know we will get the job done right.” AIT values having long-term relationships with clients, partners, vendors, and employees. As such, it has become an employer of choice by offering its staff work flexibility, competitive pay, and the ability to participate in the Federal Employee Health Benefits program. AIT also fosters upward mobility by placing employees in key roles that promote growth. “We mentor our shareholders and younger staff while supporting them to develop into our future leaders for tomorrow,” Gould says. “It’s really gratifying.” Having well-trained talent and locations nationwide enhances AIT’s ability to serve clients worldwide. “We have such a deep bench of people that when someone calls, I already have in my mind how I would staff it,” Finnigan says. “There’s not a project that we have to say no to.”
For more information, contact: Tim Finnigan, President 110 West 38th Ave., Suite 200M Anchorage, Alaska 99503 (907) 569-8250 www.ahtnainfrastructure.com
INSIDE ALASKA BUSINESS UA System UAS and UAF signed an agreement to provide online, dual enrollment opportunities for Alaska’s high school students via Alaska Advantage. College courses are offered by both UAS and UAF, helping students get started earning college credit while meeting their high school graduation requirements. Course credits are accepted at both UAS and UAF and can be transferred to other institutions. alaska.edu
Alaska Marine Lines | Glosten | Meridian Marine Industries Four Alaska Marine Lines rail barges are getting new piping and ballast systems designed by marine industry leader Glosten with installation by Meridian Marine Industries. “The rail barges are hitting twenty years of service and were in need of some upgrades,” says John Maketa, T-115 Port Engineer in Seattle. Two barges, the Anchorage Provider and Whittier Provider, already have the new piping systems installed. Using a patented rack system, the rail barges transport containers and rail cars from Seattle to Whittier, where the rail cars are rolled onto the train tracks. lynden.com/aml | glosten.com vancouvershiprepair.ca
GCI | Gray Television GCI exited the broadcast television business to focus on its core business of providing data, mobile, video, voice, and managed services to consumers and businesses. GCI subsidiary Denali Media Holdings (DMH) and Gray Television closed on their previously announced sale
of KATH and KSCT, DMH’s NBC affiliates in the Juneau and Sitka markets. Separately, DMH also sold to Gray most of the assets of Anchorage television station KTVA and three CBS stations in Juneau, Sitka, and Ketchikan. Finally, GCI and Gray entered into a new long-term retransmission agreement covering all of Gray’s stations and all of GCI’s cable systems in Alaska. gci.com | gray.tv
USACE | Pebble Partnership In August, the US Army Corps of Engineers–Alaska District notified the Pebble Limited Partnership that, as part of its Record of Decision process, “the District made Clean Water Act Section 404(b)(1) factual determinations that discharges at the [Pebble] mine site would cause unavoidable adverse impacts to aquatic resources, and, preliminarily, that those adverse impacts would result in significant degradation to those aquatic resources.” Pebble Limited Partnership was given 90 days from the date of the letter to produce an appropriate compensatory mitigation plan. pebblepartnership.com usace.army.mil
ACF | DHSS The Alaska Community Foundation (ACF) and the Department of Health and Social Services (DHSS) announced the first round of Coronavirus Nonprofit Relief Fund (CNRF) grantees. Grant funds are from Alaska’s share of the federal CARES Act and are to be distributed to eligible nonprofit and faith-based organizations to combat the adverse
effects of COVID-19. The first round of grants saw a massive response: 175 applicants statewide, with requests totaling more than $60 million. ACF and DHSS awarded $18.5 million in CNRF funding to 90 organizations that provide essential services to their communities. alaskaacf.org | dhss.alaska.gov
Donlin Gold | Delta Backhaul Company | AVCP Multiple entities and tribes have joined forces to help Yukon-Kuskokwim Delta region villages remove harmful e-waste. The goal is to safely dispose of electronics and other materials that would otherwise end up in a landfill. Delta Backhaul Company has worked closely with the Association of Village Council Presidents (AVCP) and Donlin Gold over the past three years to assist with logistics and transportation planning for the Kuskokwim Regional Household Hazardous Waste Backhaul program. The partnership will benefit ten villages along the Kuskokwim River as well as the coast. donlingold.com | dbcalaska.net avcp.org
Arctic Solar Ventures Arctic Solar Ventures Corporation ranked 275th on the annual Inc. 5000 list. The list represents the most successful companies in the US economy’s most dynamic segment— independent small businesses. “We’re thrilled by being named to the Inc. 5000 list. Earning a mainstream business award within a new and growing industry is a testament to the hard work and determination of our team,” says Stephen Trimble, Arctic Solar Ventures CEO and founder. arcticsolarventures.com
ECONOMIC INDIC ATOR S ANS Crude Oil Production 490,08 barrels 9% change from previous month
ANS West Coast Crude Oil Prices $42.09 per barrel 1% change from previous month
Statewide Employment 340,749 Labor Force 11.6% Unemployment
9/2/2020 Source: Alaska Department of Natural Resources
9/3/2020 Source: Alaska Department of Natural Resources
6/1/20. Adjusted seasonally. Source: Alaska Department of Labor and Workforce Development
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RIGHT MOVES Lane Powell
Coast Guard
Lane Powell announced two new additions to its Anchorage firm: Associate Hans Huggler and Counsel to the Firm Miranda Strong. Huggler, who is relocating from the firm’s Portland office, is a commercial litigator with a focus on transportation and Huggler insurance-related matters. After earning his juris doctorate from Lewis & Clark Law School, Huggler served as a law clerk for the Honorable Sharon Gleason of the US District Court for the District of Alaska before joining Lane Powell. He holds undergraduate degrees in economics and political science from Oregon State University and a master’s in criminal justice policy from the London School of Economics and Political Science. Strong focuses her practice on compliance, litigation, government affairs, and employment. She joins the firm from Strong Bering Straits Native Corporation, where she served as chief ethics and compliance officer and associate general counsel. Strong also spent time as an assistant attorney general for the State of Alaska, where she was a trial and appellate litigator, and a tribal liaison and special assistant advising the executive branch on emerging Alaska Native legal and policy matters. Strong received her juris doctorate from the University of Washington School of Law, her master’s from UAS, and her bachelor’s from UAA.
Captain Leanne Lusk relieved Captain Sean MacKenzie as commanding officer of Coast Guard Sector Anchorage. Lusk was previously assigned as the deputy commander of Coast Guard Sector Lake Michigan in Milwaukee, Wisconsin. She directed all Coast Guard operations in a four-state area on and around Lake Michigan and the Illinois Waterway. She led nearly 700 Coast Guardsmen on the Sector staff and at eighteen boat stations, two Aids to Navigation teams, Marine Safety Unit Chicago, Marine Safety Detachment Sturgeon Bay, and Sector Field Office Grand Haven. Commander Brian McLaughlin relieved Captain Michael Frawley as commanding officer of US Coast Guard Air Station Sitka. McLaughlin arrived in Alaska after serving as executive officer of Coast Guard Air Station Cape Cod, in Cape Cod, Massachusetts. Mclaughlin was previously assigned to several different stations in the United States. He graduated from the Coast Guard Academy with a bachelor's of science in government. McLaughlin also earned a master's of science in aviation safety systems management and adult education technology from Embry-Riddle Aeronautical University.
Tlingit & Haida The Central Council of the Tlingit and Haida Indian Tribes of Alaska announced Roald Helgesen as Chief Operating Officer (COO). As COO, Helgesen manages Tlingit & Haida’s administrative and program operations to ensure all activities are consistent
with the established goals and objectives of the Tribe’s strategic plan and within the framework of adopted budgets, applicable laws, Helgesen regulations, policies, and procedures. Helgesen graduated magna cum laude with a bachelor’s in political science and minor in public administration from UAA in 1994 and earned a master’s in healthcare administration from Trinity University in San Antonio. Helgesen previously served as the CEO and hospital administrator for the Alaska Native Tribal Health Consortium and president and CEO of the SouthEast Alaska Regional Health Consortium.
Diamond Grid Diamond Grid USA & Diamond Grid Canada appointed John Horjes to Executive Director of the businesses to facilitate their ongoing expansion targets. In his new role, Horjes leads the establishment and expansion of the Diamond Grid product into the US and Canadian markets. Horjes hails from a strong background of business development, investment banking, and mergers and acquisitions.
Anchorage Health Department Mayor Ethan Berkowitz announced the appointment of Heather Harris as the new Anchorage Health Department Director. She is an alumna of UAA and has an executive master’s in public administration from the University of Washington. Harris
RIGHT MOVES IS BROUGHT TO YOU BY NORTHERN AIR CARGO
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Alaska Business www.akbizmag.com
has dedicated her career to serving the Anchorage community, with a focus on children, homelessness, disease prevention, and disaster response.
Alaska USA Brenda Miernyk has been selected to fill the position of Director of Sales for Alaska USA Mortgage Company. Miernyk Miernyk is a trusted leader with more than twenty years of mortgage industry experience. She holds a bachelor’s in business administration from Colorado State University.
Koniag Government Services Koniag Government Services (KGS) promoted Aisha McGill to Chief Business Operations Officer. Since McGill joining KGS in 2018 as senior vice president of operations, McGill has played a critical role in leading KGS’ “vision of aggressive growth” and supporting multiple business functions and areas. In her new role, McGill is focusing on the development of a KGS modernization roadmap for all business systems, processes, and IT infrastructure.
UA System UAA Chancellor Cathy Sandeen announced the university has filled two positions that advance diversity initiatives and academic excellence. Jennifer Booz will become UAA’s first Chief Diversity Officer. She will lead UAA’s efforts to transform programs, Booz services, and processes to support a vibrant campus life, a positive and equitable culture, a diverse curriculum, and
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the meaningful inclusion of UAA's diverse population of students, staff, and faculty. Booz comes to UAA from the University of Toledo where she served as director in the office for diversity and inclusion. She has twenty years of experience as a postsecondary administrator, including as a dean of students. Dr. Denise Runge has been selected as UAA’s next provost. She is currently the dean of the UAA Community and Technical College. Under Runge her leadership, the college has sharpened its focus on academic advising and student support, resulting in increases in student retention and persistence. Her background includes academic leadership experience as associate director of academic affairs at Prince William Sound College, associate dean of academics at Helena College, vice president of academic affairs at Oglethorpe University, and dean of the College of Arts and Letters at the University of Southern Mississippi.
AES Alaska Executive Search (AES) welcomes its newest Associate Recruiter, Hannah Markwood. Markwood isn't new to AES as an employee— Markwood before joining the recruitment team, Markwood served as temporary staff working for a number of clients and always received positive feedback. She quickly learned the ropes and has now been hired on full time.
Consular Office of Japan in Anchorage Consul Masaru Aniya is the new Head of the Consular Office of Japan in Anchorage. Aniya graduated from Hiroshima University's Law School in 1984
Alaska Business
and joined the Japanese Ministry of Foreign Affairs (MOFA) the same year. His diplomatic assignments took him to different locations Aniya around the globe. Aniya also held various positions at MOFA's special focus departments including Arms Control and Disarmament, International Economic Cooperation, and Global Environment Division where he worked as the assistant director.
KTUU Anchorage-based NBC affiliate KTUUTV is expanding its news operation to include a full-time reporter based in Juneau. Multimedia Journalist Sean Maguire, who joined the Channel 2 News team in 2017, will lead the Southeast Bureau. During his time at KTUU, Maguire has held several roles in the news department including weekend broadcast producer, digital reporter, multimedia journalist, and chief political reporter.
UA Foundation The UA Foundation board of directors’ executive committee appointed Megan Riebe as Acting UA Foundation President. Riebe Riebe has served as UA Foundation executive director and associate vice president of development for the UA System for the past eight years. She has played a key leadership role in foundation operations and system-wide fund development efforts. Riebe has twenty-seven years of experience in nonprofit and higher education management and fund development. She earned a bachelor’s in business administration and marketing from Washington State.
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ALASKA TRENDS
F
all is a special time; the changing colors, feathered friends in the sky, an excuse to splurge on an extra dash of pumpkin spice. And for the Alaska Business team, as well as the community we serve, the harvest month also means an opportunity to take a peek at some of the state’s top locally-owned companies ranked by gross revenue. The Top 49ers are Alaska’s top-performing companies, covering a wide spread of the industries that keep our economy running strong. These companies are a diverse bunch, in both size and function. Cornerstone General Contractors is a company of merely 42 employees—a stark contrast to ASRC, the Alaska Native corporation that has occupied our top spot since 1995 and boasts a stunning worldwide employee count of 15,181. A grocer headquartered in Wasilla currently enjoying revenues in the hundreds of millions, Three Bears was first featured in 2010 and hasn’t looked back since. This month in Alaska Trends we delve deeper into the numbers behind the trends that drive the members of this highlyanticipated list to provide an even more comprehensive view of the 2020 Top 49ers.
51%
Alaska Native Corporations make up 51% of the Top 49ers.
THE TOP 49ERS BY INDUSTRY Mining 2% Finance 4% Transportation 4% Oil & Gas
6%
Retail 6% Utilities 10% Construction 16% Alaska Native Corporation
51%
102% INCREASE IN REVENUE New Top 49er Gana-A’Yoo reported a 102% increase in revenue, jumping from ~$31 million in 2018 to ~$62 million in 2019.
$1.1 MILLION PER EMPLOYEE In 2019 Cornerstone generated nearly $1.1 million in revenue per employee. 142 | October 2020
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LARGEST MOVE
Choggiung made the largest move up the rankings, jumping 7 spots from 33 in 2019 to 26 this year.
STABLE
In total, thirteen Top 49ers hold the exact rank they held in 2019. The order of the top six Top 49ers did not change from 2019 to 2020.
51%
Anchorage is home to 51% of the Top 49ers. TOP 49ERS HEADQUARTERS Anchorage 25
Dillingham 1
Fairbanks 6
Glennallen 1
Mat-Su 4
Homer 1
Juneau 2
Ketchikan 1
Kodiak 2
Kotzebue 1
UtqiaÄĄvik 2
Nome 1
Bethel 1
Prudhoe Bay
1
42
2,385
Cornerstone General Contractors reported the fewest number of worldwide employees (including Alaska) with 42 employees.
As a group, the 2020 Top 49ers have accumulated 2,385 years of experience working in Alaska.
15,181
4,495
ASRC reported the most worldwide employees (including Alaska) with 15,181 employees. www.akbizmag.com
NANA reported the most Alaska employees with 4,495.
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October 2020 | 143
AT A GLANCE What book is currently on your nightstand? Where the Sea Breaks Its Back: The Epic Story of Early Naturalist Georg Steller and the Russian Exploration of Alaska by Corey Ford. What movie do you recommend to everyone you know? Well I’m not a movie goer because I get vertigo really bad in the theater, but there’s a TV series I really like and that’s Yellowstone. What’s the first thing you do when you get home after a long day at work? I’d say the first thing I do is I receive unconditional love from my dog Gracie… she’s a miniature schnauzer and no matter how the day at work turned out, she’s always overjoyed to see me. If you couldn’t live in Alaska, what’s your dream locale? Easy, it would be Maui. I went to college in Hawai'i and have had the luxury of having traveled there many times—it’s like a second home to me.
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Images © Kerry Tasker
If you could domesticate a wild animal, what animal would it be? I’d probably say a bear, and you might say, ‘Why on god’s green earth would you do that?’… perhaps it might help me to not be so terrified of them [she laughs]. Alaska Business www.akbizmag.com
OFF THE CUFF
Sophie Minich S
ophie Minich is the President and CEO of Cook Inlet Region, Inc. (CIRI). Minich has held
a variety of executive level positions with CIRI including chief operating officer, chief financial officer, and senior vice president of business development. From Seward and a shareholder of the Alaska Native Corporation herself, Minich is intimately familiar with the values that drive the company’s success. Alaska Business: What do you do in your free time? Sophie Minich: In my free time I spend quality time with my sweetheart and my kids. My kids are teenagers so they’re often doing their own thing as teenagers do. We love to fish and golf, go camping, traveling… 2020 has us exploring Alaska and seeing places we haven’t seen before. AB: Is there a skill you’re currently developing or have always wanted to learn? Minich: Oh my gosh, I’d have to say going back to my golf game. And I’d love to learn to hit my irons better—I’m fairly inconsistent [she laughs], but I’m determined to do better. AB: What’s the most daring thing you’ve ever done? Minich: So one time on a trip with my kids… I took them ziplining ‘cause they really wanted to go, and we went up to the first tower and my kids just bailed off, and I stood there absolutely terrified thinking, “What mom would let her kids jump off a 40-foot tower?” And finally, the guy just looked at me and said, “You know, you do have to jump, right?" [she laughs]. And I’d say secondly going fishing with bears nearby—as I’ve said before, I am absolutely terrified of bears. AB: What’s your go-to comfort food? Minich: Hmm, this is kind of a tough one. How about tapioca pudding. It reminds me a lot of my youth. I grew up down in Seward. My Grandma used to make it. AB: Other than your current career, if you were a kid today, what would your dream job be? Minich: Oh, this is easy. I’d like to be something in the medical field. I’ve always been intrigued by medicine, I think it goes with my personality in genuinely caring and trying to make others feel better. www.akbizmag.com
AB: What’s your favorite way to exercise? Minich: I’d say going for a long walk or hike with my sweetheart and Gracie our dog. We have a little loop that we do out where we live and it’s a nice 3.5 mile loop—it’s safe, there are no bears [she laughs]. AB: Dead or alive, who would you like to see perform live in concert? Minich: There’s so many I could choose from—I’m a music person; I much prefer to listen to music than watch TV or anything like that. I’m gonna have to say, I would love to see The Eagles in concert. AB: What’s your greatest extravagance? Minich: Oh boy. Well a splurge I have would be my 1969 Camaro. AB: What are you superstitious about? Minich: I’m Alaska Native and my mom is where I get that from. She was raised in Fort Yukon and grew up in a time where being an Alaska Native wasn’t a popular thing, she didn’t have warm and fuzzy feelings—she wasn’t proud about it. So, she didn’t really put a lot of our culture on us, she didn’t share a lot of it. But one thing that’s always resonated with me, she told me when I was a young girl to never look an owl in the eye. And if you did that, death was soon to come to somebody close by. So, to this day, I never look an owl in the eye. AB: What is your best and worst attribute? Minich: I feel my best attribute is my smile. If I’m smiling you know I’m happy, all is well, and hopefully it brings a smile to your face. My worst attribute… I take on too much and don’t ask others for help.
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ADVERTISERS INDEX Afognak Leasing LLC.................... 21 alutiiq.com
Cape Fox Corporation................103 capefoxcorp.com
Lynden Inc..................................129 lynden.com
Stallone's....................................... 78 stallonesmenswear.com
Ahtna Inc.....................................105 ahtna.net
Carlile Transportation Systems....................................... 113 carlile.biz
Material Flow & Conveyor Systems, Inc...............125 akflow.com
Stantec........................................ 133 stantec.com
Central Environmental Inc...........59 cei-alaska.com
Medical Park Family Care, Inc...... 97 mpfcak.com
Airport Equipment Rentals.........147 airportequipmentrentals.com
Chugach Alaska Corp...................39 chugach.com
MT Housing Inc............................ 25 mthousing.net
Alaska529...................................... 15 Alaska529Plan.com
CIRI................................................ 97 ciri.com
MTA............................................... 93 mtasolutions.com
Ahtna Infrastructure & Technologies LLC....................... 137 ahtnainfrastructure.com
Alaska Communications................ 3 acsalaska.com Alaska Executive Search (AES)... 135 akexec.com Alaska Mergers & Acquisitions.....22 fink@alaska.net Alaska Miners Association............ 41 alaskaminers.org Alaska Native Tribal Health Consortium.................................148 anthc.org Alaska Railroad Real Estate Division...................... 61 alaskarailroad.com/real-estate Alaska School Activities Association (ASAA)...........................................89 asaa.org
CN Aquatrain.............................. 115 cn.ca/aquatrain Coastal Transportation Inc........ 117 coastaltransportation.com Color Art Printing Inc................... 47 colorartprinting.com Colville, Inc................................... 79 colvilleinc.com Conrad-Houston Insurance Agency......................... 23 chialaska.com Construction Machinery Industrial......................................... 2 cmiak.com Credit Union 1............................... 55 cu1.org
Alaska Traffic Company.............107 alaskatraffic.com
Cruz Companies........................... 57 cruzconstruct.com
Alaska Travel Industry Association (ATIA)............................................. 33 alaskatia.org
Delta Constructors.......................90 deltaconstructors.net
Alaska USA Federal Credit Union.................... 35 alaskausa.org Altman Rogers & Co..................... 11 altrogco.com Anchorage Chrysler Dodge.........85 anchoragechryslercenter.com Anchorage Convention Centers.......................................... 32 anchorageconventioncenters.com Arctic Information Technology..................................... 7 arcticit.com
Dorsey & Whitney LLP.................. 67 dorsey.com Doyon Limited..............................45 doyon.com First National Bank Alaska.............. 5 fnbalaska.com Foss Maritime................................ 51 foss.com Fountainhead Hotels....................84 fountainheadhotels.com Gana-A' Yoo Ltd.......................... 101 ganaayoo.com
NANA Regional Corp.................... 77 nana.com NCB...............................................49 ncb.coop New Horizons Telecom, Inc........ 31 nhtiusa.com Northern Air Cargo........... 140, 141 nac.aero Northrim Bank............................ 121 northrim.com Oles Morrison Rinker & Baker LLP..................... 127 oles.com Pacific Pile & Marine...................139 pacificpile.com Parker Smith & Feek................... 111 psfinc.com PDC Inc. Engineers.................... 119 pdceng.com Perfectionist Auto Sound & Security.......................... 19 perfectionistautosound.com Personnel Plus.............................. 78 perplus.com Petro Marine.................................95 petromarineservices.com PIP Marketing Signs Print............. 71 pip.com PND Engineers Inc.......................49 pndengineers.com Polaris Law Group PC.................. 41 lawpolaris.com
Stellar Designs Inc........................ 12 stellar-designs.com Technipress...................................50 tpress.net The Megan Room Conference & Events Center.......65 themeganroom.com UA Local 375 Plumbers & Pipefitters.................. 27 ualocal375.org Udelhoven Oilfield System Services Inc...................... 23 udelhoven.com Ukpeagvik Inupiat Corp. (UIC)..... 37 uicalaska.com Umialik Insurance Company........50 www.umialik.com United Way of Anchorage.............. 9 liveunitedanchorage.org US Ecology.................................. 131 Usecology.com Valdez Convention & Visitors Bureau...........................................29 valdezalaska.org Vitus Energy LLC...........................83 vitus-energy.com Watterson Construction..............63 wccak.com Yukon Equipment Inc.................123 yukoneq.com
While there are many reasons to subscribe, we’ll list just three: 1. Connect with Alaska Business Leaders
Great Northwest Inc.....................69 grtnw.com
Resource Development Council (RDC).............................................20 akrdc.org
2. Gain Important Insight and Information
Great Originals Inc..................... 117 greatoriginals.com
Samson Tug & Barge....................22 samsontug.com
HDL Consulting Engineers, LLC............................ 127 hdlalaska.com
Schwabe, Williamson & Wyatt.......................................... 13 schwabe.com/greetings-from-alaska
3. Enjoy Award-Winning Journalism and Design
Avis Rent-A-Car............................ 81 avisalaska.com
JAG Alaska Seward Shipyard.........................124 JAGAlaska.com
Sealaska Corp...............................99 sealaska.com
Bering Straits Native Corp............43 beringstraits.com
JEFFCO Inc................................... 11 jeffcogrounds.com
Bristol Bay Native Corp. BBNC.... 87 bbnc.net
Junior Achievement of Alaska..... 75 juniorachievement.org/web/ja-alaska/
Calista Corp.................................. 91 calistacorp.com
Kloosterboer Dutch Harbor.......109 kloosterboer.com
Arctic Slope Regional Corp. (ASRC)......................................... 101 asrc.com ARCTOS Alaska – NORTECH.......80 nortechegr.com AT&T.............................................. 17 att.com
146 | October 2020
Seatac Marine Service................ 119 seatacmarine.com Sitnasuak Native Corp.................. 73 snc.org Southeast Alaska Regional Health Consortium (SEARHC)................ 51 searhc.org
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