Business Pulse May | June 2024

Walton Beverage legacy

The next generation of Waltons is preserving a legacy that has been handed down from one generation to the next for the past 93 years

PLUS:

WTA’s plan for building workforce housing is gaining traction in Lynden

Meet the females in the construction industry who are challenging stereotypes

Understand company culture to sustain leadership development

2024 legislative session recap—how did our legislators vote?

Pictured from left to right: Angela Walton, John Walton, Patti Walton, Joanie Walton

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IN THIS ISSUE

13 LOOKING FOR HIGHER PURPOSE

Whatcom Transportation Authority seeks partnership to build and maintain affordable rental apartments at Lynden Station.

17 PERSONALLY SPEAKING

SeaFeast, showcasing maritime culture, the seafood industry and the working waterfront, is now happening year-round, thanks to Executive Director Kevin Coleman.

20 NOT ENOUGH WOMEN!

A Q&A with women working in the construction industry shares perspectives on what more can be done to entice females into the trades.

31 PIZZA AND PASTA IN BLAINE

Sahara Pizza revives Birch Bay Square and helps schools fundraise.

35 WALTON BEVERAGE LEGACY

This 93-year-old company shows the importance of family and values passed down for generations. 45 Improving business conditions with the chair of the Whatcom County Business and Commerce Advisory Committee

Covering all bases with premise liability for property owners and business leaders

Business success on full display at our 37th Annual Whatcom Business Awards event!

Inflation remains a major issue in our community. Fuel costs are increasing for the summer driving season. The cost of living is putting a pinch on family budgets. Housing costs continue to spiral out of control. The ongoing stresses of these issues are being felt in all our communities. In the coming year, the Whatcom Business Alliance will continue to monitor local and state legislation and advocate for commonsense bills and policies that reduce regulatory burdens, support economic growth in our industries, and prioritize the budgets of small businesses, working families and individuals. Our local businesses are some of the most regulated and taxed in the nation, and we need policies that recognize that small businesses and households cannot afford to be further taxed or regulated. The private sector continues to be the primary engine of prosperity here, although small businesses still faces an uphill climb. Whatcom County deserves elected officials who will place their needs first rather than last.

Whatcom County is still one of the most desirable places to live in the entire country. One big reason our fundamentals are so strong is because we are home to the talented leaders and dynamic businesses covered in this

edition of Business Pulse. This was on full display at our recent Whatcom Business Awards Black & Gold Gala, held March 15 at Semiahmoo Resort.

In a sold-out ballroom over a gourmet dinner, attendees of the annual awards gala celebrated winners in several categories: Business Person of the Year, Small Business of the Year, Startup of the Year, Lifetime Achievement Award, Employee of the Year, and Public Service Award. Read on to discover the award recipients who graced the stage.

We are fortunate to have in Whatcom County a business community that prioritizes our people and contributes to their long-term success. In this month’s issue, Cheryl Stritzel-McCarthy transports us to the new vision of Whatcom Transportation Authority as it pivots support to a project supporting the housing demand in our region. A robust private sector makes every major issue facing Whatcom County better. For example, good-paying jobs are essential to any successful affordable housing strategy. Tamara Anderson-Loucks profiles one of the longest-standing gems in our region — Walton Beverage, the second-largest distributor in Washington state and a fourth-generation family business. You won’t want to miss the second part of our Women in Construction feature on Page 20.

This issue also delivers practical ad-

vice on premise liability from Chris Walton of Walton Law. Read on to discover how a small community and family connections convinced Sahara Pizza owner Dan McDowell to rise above pandemic challenges and open a restaurant in Birch Bay Square. In our Personally Speaking article, Kevin Coleman discusses the massive growth of SeaFeast, which (like the salmon) returns to Zuanich Park once again this year. The science of business — how did a business owner with a doctorate in molecular genetics transition to a local Bellingham business opportunity? — is on display as Michael Tilley discusses the challenges he faced in the print and mail industry on Page 25.

Don’t miss the additional articles in this issue, including an overview of the initiative to repeal the cap-and-trade law that raised the price you pay at the pump by 43 cents. Roll up your sleeves and dive into the process behind leadership training with Garry Priam, managing partner of Diventa Solutions. Dann Mead Smith breaks down the recent legislative session and covers several important bills that affect our community. He also interviews Dan Dunne, who chairs a Whatcom County advisory committee supporting the concerns of businesses and individuals.

Over the past few years, I believed the story of our county would be de-

fined by the optimism, hope and strong business leadership abundant in the area. It has been, and it will be. These past few years have been rough, and plenty of challenges still lie in front of our community and our nation, but we will succeed because of the leaders celebrated at our recent event and covered in this issue of Business Pulse.

Enjoy this issue, and thank you, as always, for your continued support of our leaders, our advertisers and the WBA.

MAY 15

Hotel Bellwether

SEP 12

Bellingham Bay

Networking Cruise

San Juan Islands Cruise

Whatcom Business Conference

OCT 17

Leaders of Industry Issues Forum

Hotel Bellwether

For more information, go to: whatcombusinessalliance.com

Peoples Bank announces appointment, promotion

Peoples Bank has announced the appointment of Adam Lervik as Whatcom commercial banking market leader and the promotion of Isaac Winters to assistant vice president and small business loan officer.

Lervik is a highly technical and skilled commercial banking professional with more than 20 years of experience. He joined Peoples Bank in 2017 and aims to provide strong relationships with clients, working alongside them to solve complex financial problems.

Winters, who specializes in small business lending, has more than six years of experience in the financial services industry. He is committed to streamlining the small business loan process and ensuring a smooth and enjoyable experience through clear communication at every step.

Headquartered in Bellingham, Peoples Bank has served the community for more than 100 years and operates in 23 locations throughout Washington. Learn more about Peoples Bank at https://www. peoplesbank-wa.com/.

Interim leader

takes the helm as CEO at

YWCA

Bellingham YWCA Bellingham has announced the appointment of former chief financial officer and interim CEO Alle Schene as its new chief executive

officer. Schene has been part of the YWCA family since coming on as a bookkeeper in 2016, and she grew to serve as finance manager, finance director, chief financial officer and interim CEO over the years.

After an extensive six-month national search, Schene was unanimously selected by the YWCA Bellingham board of directors to serve in a permanent, full-time capacity.

“We were deeply committed to running a full-scale national search for our next leader with the support of a women-led firm out of the King County area,” said Cathy Lehman, who co-chairs the board, “and we are absolutely thrilled that of numerous qualified candidates from all over the country, Alle rose to the top of the pool so clearly. It is a wonderful testament to her leadership, professionalism and executive-level capabilities as well as her serviceoriented heart for our community.”

Schene now leads a team of 11 dedicated to the YWCA’s mission of eliminating racism and empowering women. Since Schene’s appointment, the team has been busy preparing a newly acquired $1.8 million property for more housing capacity.

“What inspires me to serve as CEO of YWCA Bellingham is our mission,” Schene said. “I am deeply committed to empowering women and eliminating racism, and the more people we can serve through

our organization, the further we can advance these values in the world.”

Visit https://www.ywcabellingham. org/ for more information about programs at YWCA Bellingham.

Wilson Engineering welcomes new staff

Matthew Strittmatter, EIT, is an environmental engineer with several years of experience in land development. Originally from Kennesaw, Georgia, he moved to Washington in 2020. Adam Skibinski joins Wilson Engineering as a survey tech. He spent the first 15 years of his professional life working as a chef in various restaurants, from fine dining to bakeries. His desire to spend more time outdoors and work in a more technically focused role inspired him to change careers, leading him to pursue a degree in surveying and geomatics at Idaho State University.

Wilson Engineering’s primary areas of focus include environmental engineering and wastewater, water, stormwater, transportation and site development for private, commercial and institutional facilities.

Learn more at https://www. wilsonengineering.com/.

Independent real estate brokerage firm launches in Bellingham

Bellingham Real Estate Co., an independent real estate brokerage firm, recently launched at 2900

Alle Schene

Isaac Winters

Adam Lervik

Adam Skibinski

Matthew Strittmatter

Leo Cohen

Meridian St., at the north edge of the Fountain District in Bellingham. Owner and Designated Broker Leo Cohen (formerly of the Cohen Group NW) has nearly a decade of real estate experience. He and his team have sold hundreds of homes in Whatcom and Skagit counties.

Since the team’s inception in 2019, their motto has been “we do real estate differently.” Cohen launched the Building Bellingham Podcast in 2019 to interview local entrepreneurs. In 2021, the team created LiveBellinghamNow, a series of hyperlocal videos and social media posts that highlight Bellingham events, small businesses and nonprofits.

Along the way, they’ve hosted local charity giving drives and donated funds from each home sale to the organization charity: water, an international nonprofit that partners with regional and local water organizations to provide access to clean, safe water.

As the owner of Bellingham’s newest real estate firm, Cohen aims to continue his efforts to support the local small business and nonprofit community. Learn more about Bellingham Real Estate Co. by visiting https://www. livebellinghamnow.com/.

Saturday & Sunday OCT 5 & 6, 2024

ZUANICH POINT PARK FISHERMAN’S PAVILION Bellingham, Washington

Ross Tennant

Northwest Maritime Apprenticeship moves into new training facility

The Northwest Maritime Apprenticeship earned approval to move forward to “permanent status” at the January 2024 quarterly meeting of the Washington State Apprenticeship and Training Council, a division of Washington State Labor and Industries. Moving from provisional to permanent status provides official long-term certification and recognition for the new registered apprenticeship.

Ensuring that boats float safely and efficiently and adhere to all environmental regulations requires a trained workforce with the needed technical and mechanical expertise. To meet this need, Northwest Maritime Apprenticeship launched an official registered apprenticeship

in October 2022, training marine service technicians.

Marine service technicians, as defined by the United States Department of Labor, are those who build, fit, repair, maintain and service commercial and recreational vessels up to 150 feet long. They work in marinas, boatyards and service and repair shops. This apprenticeship, a four-year rigorous, non-union training program, provides comprehensive vessel instruction. After completing the training, graduates earn a nationally recognized journey-level certification.

NMA, which operates as a program of the Whatcom Working Waterfront Foundation, recently moved into a new training facility at 708 Coho Way in Squalicum Harbor.

With a thriving maritime sector in Whatcom County (more than 6,000

jobs, representing 7% of the region’s workforce), marine trades businesses are in desperate need of trained workers. From diesel engine repair to boat building and repair to fitting and rigging, this comprehensive, competency-based training program provides the region with the trained workers needed to maintain and grow this booming sector.

“This Marine Service Technician Apprenticeship offers waterfront businesses the clear opportunity to hire and train workers in a competency-based progression,” said Ross Tennant, CEO and owner of NW Explorations Inc. “With this program, new hires are able to contribute fully to a company’s bottom line much sooner.”

Visit https://www.waterfrontfoundation.org/ to learn more.

KEELY SHANNON

The wheels on the bus

WTA’s doing more than just going ’round and ’round

Cheryl Stritzel McCarthy

It’s early days, but here’s what’s happening so far: Whatcom Transportation Authority has issued a request for qualifications, seeking a partner to build and maintain affordable rental apartments at Lynden Station, the park-and-ride lot that’s also WTA’s main Lynden transit stop. A study recently completed by RMC Architects shows the site can support 110 to 120 housing units, said Les Reardanz, the WTA general manager.

“So, we anticipate apartments for 200 to 300 people, over two phases of construction,” Reardanz said. “Unlike most people, who have to walk to a bus stop or even transfer from another

bus, Lynden Station residents will have bus service at their doorstep. Because youth 18 and under ride free on WTA, the bus will be especially convenient for families with children.”

How did this come up?

In 2021, WTA’s board of directors was looking for ways that public transport could help solve public problems. In other words, step back from just driving the bus and see a bigger picture: How might the resource that is WTA address concerns such as affordable housing, lack of child care, or rising greenhouse gas emissions?

Those problems are bigger than any

single agency.

“The thinking was, how can jurisdictions, organizations, businesses and others come together to create solutions?” Reardanz said. “In the meantime, we had this underperforming asset in Lynden, our Lynden Station Park & Ride, and we kept hearing about the need for workforce housing in northern Whatcom County.”

Over the course of 2023, WTA met with farmworkers, social and health services, the city of Lynden and others, all of which reiterated the need for more workforce housing.

What’s meant by workforce housing? Affordable housing near places of

WTA GM Les Reardanz, courtesy photo

employment.

“It’s designed for workers who can’t afford housing at market rates,” Reardanz said. “We see that frequently in Whatcom County — even families making good wages find housing prices too high. We’re specifically looking for a developer experienced in affordable and workforce housing. The developer we select will do additional community outreach to learn what concerns neighbors and other Lynden residents may have.”

About that affordability

WTA will keep ownership of the Lynden Station site while leasing it at a nominal rate, with exact terms to be determined.

“The term of the lease will be a minimum of 30 years but could be as long as 90 years,” Reardanz said.

As Lynden Mayor Scott Korthuis pointed out, start with a lower land cost so you can offer lower rent when it’s done.

“Get people near transit so they’ll use transit and not their cars,” Korthuis said.

Reardanz expanded on walkability: “Lynden Station is a six-minute walk to the Food Pavilion and the shops and restaurants near that. It’s a 13-minute walk to Ace Hardware and the Fairway Center. It’s a 14-minute walk to the Grocery Outlet, Safeway, and shops and restaurants there. There are pharmacies nearby, too. Even Fisher Elementary is a walkable distance (of 28 minutes), and Lynden Door, a major employer, is a 19-minute walk away. All over the world, transit works best in neighborhoods where many errands can also be accomplished on foot.”

Stakeholders realize that at least

All over the world, transit works best in neighborhoods where many errands can also be accomplished on foot.

some residents of the future Lynden Station will still need cars to get to work, Korthuis said. Some will be farmworkers, which is morphing into a year-round occupation; as automation performs more harvest work — work that cannot be automated spreads out through all seasons.

“This location would serve our community well,” Korthuis said. “It’s much better than putting it on the perimeter of town.”

Public transport agencies have access to federal money to help with housing that’s associated with transit, which paves the way for affordable housing close to business and services.

Korthuis mentioned a variety of folks to whom Lynden Station could appeal, such as those employed by Lynden Door, a family-owned and -operated company with about 500 employees, or the under-construction 220,000 square foot Canature Kitchen Lynden, maker of freeze-dried pet food.

“Some (employees) live all over,” Korthuis said, “but if they had an affordable option closer to employment, what a great option!”

Where did all the bus riders go?

A lot more of us used to take the bus: Between 2007 and 2008, WTA’s annual boardings rose from 3.5 million to 4.7 million.

“This was one of the highest ridership increases in the United States,” Reardanz said.

It was due to a universal bus pass at Western Washington University and increasing the frequency of buses on WTA’s most productive corridors.

WTA ridership peaked at 4.9 million in 2009. Then, in Whatcom County and across the nation, it seemed everybody stepped off. Except in a few major cities, ridership started declining.

“Reasons are varied and ever changing,” Reardanz said. “They include shifts in work locations, the pandemic, the rise of companies such as Uber and Lyft, and the shift to an ‘on-demand’ mindset. By ‘on-demand,’ I mean people have grown accustomed to summoning what they want, when they want it. Takeout delivery services such as DoorDash, streaming services for music and movies, and same-day delivery by online retailers are all examples. I think the increase in local home prices also play a part, as do land-use decisions. The farther people live from where they work, shop and recreate, the less convenient it is to ride the bus. One of the things we like best about this project is it helps address this very issue.”

The COVID-19 pandemic didn’t help, with WTA’s average annual fixed-route rides dropping to 2.2 million during that time. Commuters stopped commuting or commuted less frequently. Social distancing meant “don’t get on the bus, don’t get on the train” or you might get COVID-19.

Lynden Mayor Scott Korthuis (courtesy photo)

It’s taking time for that last attitude to change, but in 2023, annual fixedroute rides rose to 3.5 million.

“Ridership continues to recover,” Reardanz said.

Who’s paying?

Passenger fares make up about 3% of WTA revenue, Reardanz said. Most of WTA’s funding comes from a .6% countywide sales tax. Other sources include operating grants from the state of Washington and capital grants from the Federal Transit Administration.

WTA’s 2024 operating expenses are budgeted at just over $53 million, an amount that covers paratransit, vanpool, Zone Service and the Lynden Hop, as well as fixed routes. (The Lynden Hop is a mobile app ride-hailing service that is wheelchair accessible and open to all at $1 per ride.)

Back to Lynden

The site under consideration, Lynden Station, was originally envisioned

as a park-and-ride, Reardanz said.

“The idea was, people from Lynden would park here and catch a bus into Bellingham,” Reardanz said. “Over the years, we’ve found that once people hop into their cars in Lynden, they generally stay in those cars and drive to their final destination. As a result, the parking spots at Lynden Station are underutilized.”

Mayor Korthuis echoes that.

“If you get a person in their car to drive to the park-and-ride, you’ve probably lost the battle,” Korthuis said.

“Particularly in Ferndale and Lynden. You’ll probably stay in your car and drive the whole way.”

More like this?

Reardanz is enthusiastic.

“The Lynden Station project is the first of many creative partnerships we’re looking at to help address community challenges in ways that also make it easier for people to ride the

bus,” Reardanz said. “Several of these, including transit-oriented development at our downtown Bellingham Station and new service to the waterfront district, are also great drivers of economic development. We’ve got a list of such initiatives currently in the pipeline.”

Not just driving the bus

WTA, by creating affordable workforce housing, will likely raise ridership since that housing will be just steps from public transport. Maybe, in Whatcom County, it’s time to get back on the bus. ■

WTA Lynden Station and land to be developed (courtesy photos).

Growing strong

Personally speaking with SeaFeast Executive Director Kevin Coleman

Cheryl Stritzel McCarthy

As every Whatcom County schoolchild knows, salmon hatch in our rivers, travel to the sea and return to their river. Kevin Coleman, the executive director of Bellingham SeaFeast, makes the point that our local seafood companies do the same.

“Fishermen do that: Start on land, go out to sea, come back to us,” Coleman said.

Their efforts, with that of our entire waterfront, will be on display Oct. 5 and 6 at Zuanich Point Park and Fisherman’s Pavilion. The annual festival showcases our region’s maritime culture, seafood industry, working waterfront, culinary bounty and ocean resources. The event includes food vendors, cooking demos, bands, boat rides, tours of All American Marine’s industrial facility, a Lummi Nation traditional salmon barbecue and performances by Blackhawk Singers & Dancers.

Coleman joined SeaFeast as program director in May 2022, as the event was struggling to come back after the

COVID-19 pandemic.

“We pulled off a successful event that year; 9,000 people showed up,” Coleman said.

Last year, 13,000 attended. This year, he expects 14,000.

(Answers have been edited.)

Business Pulse: SeaFeast started in 2016 with a grant from the City of Bellingham’s Tourism Commission. What’s noteworthy in its short history?

Kevin Coleman: At that time, various new events were proposed, one of which was SeaFeast. Deb and Pete Granger, SeaFeast’s founders and first organizers, wrote the proposal and were awarded $75,000 to make it happen. That first year, it was just getting started, but the following years were robust. In 2020, they had to shut it down. In 2021, it looked like “SeaFeast Lite.” I came on board in 2022 to help revive it, to bring it back to its glory.

SeaFeast Executive Director Kevin Coleman filming his podcast (courtesy photos).

BP: What’s new this year?

KC: With our established and new programs, SeaFeast now goes on all year. Besides the festival, we do Keep It Simple Seafood, which highlights local chefs and fisherfolk and demonstrates fresh seafood recipes. Boat to Table provides meals to the county’s neediest families in food-scarce areas, and Dive In is a story-sharing project that spotlights members of our working waterfront. The podcast “Love Your Waterfront” airs on 88.3 KMRE-FM, and SeaFeast Seafood Symposium is a week-long event with Sustainable Connections and Dockside Market in September, which is Eat Local Month.

BP: The city of Bellingham and the Port of Bellingham are linking the redevelopment of downtown to the working waterfront. Expand on that?

KC: We have plenty of places for people to walk along the waterfront, and it’s beautiful, but there’s no transportation to get people there. We’re talking with Whatcom Transportation Authority and the port and the city about getting a WTA line on Roeder Avenue that’s vital to getting to the waterfront for people with little or no transportation.

I see a divide between the waterfront and inland communities. The goal is to bridge that gap. I’m really optimistic with our new mayor and people at the port.

I grew up in Florida. We had waterfront all the time, and we knew how to talk tourism. (Here in Bellingham) we have to educate our community about what’s happening on the waterfront.

With our established and new programs, SeaFeast now goes on all year.

BP: Okay, so what is going on down there?

KC: It’s highly important for us to recognize what the waterfront brings to our economy county-wide. We have amazing industries doing amazing tech-forward work. All American Marine built the world’s first commercial vessel powered entirely by hydrogen fuel cells, a ferry now operating in California’s Bay Area. Tidal Vision upcycles discarded crab shells into a substance used to treat wastewater. The port and Northline Seafoods are working on the Hannah, a barge (reported to be the world’s most efficient mobile salmon processing platform) that will travel from Bellingham to Bristol Bay to buy, freeze, store, ship, store and process salmon on a single vessel.

BP: Why is it so important that folks know about our waterfront industries?

KC: As development (such as the container village and trackside area) grows and we attract businesses and patrons down to the water, we hope to promote our working industries that require water access to contribute to our economy.

It’s difficult to connect downtown to the water at times, in part due to the railroad tracks that seemingly create an iron curtain.

What happens down at the industries isn’t well known or celebrated. When that lack of awareness meets questions or problems, then speculation and assumption can create narratives that harm the ability of the sector to contribute. When that happens, the cost of living rises in the absence of these industries and the absence of their contribution to the diversity of our economy.

Through understanding, we hope to bring people together to honor the livelihoods of our shoreside industry. Nowhere else in the county is there a shore we get to use as a resource for trade and commerce.

A 2016 study showed that 7% of Whatcom County’s total workforce was directly employed by — or sustained in their sectors — by marine trades. The port and the Working Waterfront Coalition have marked 2024 for an updated economic review. Stay tuned.

Also, people don’t realize there are cool opportunities down on the waterfront, such as charter boats to the islands, that don’t cost a lot. It could be an adventure when you bring friends to town.

BP: Back to SeaFeast. What are the numbers?

KC: Every year, we can apply to receive dollars from the Lodging Tax Advisory Committee. We can now show that we are putting heads in beds. We work with hotels to create a beautiful experience with a package

plan, gift baskets — we elevate the experience so they’ll come back year after year and tell their friends.

Part of my job is to go out and get money to create and continue programs. People want to be part of this. As we grow, there’s plenty of opportunity: boats, kites, sea life, we can provide that. I see the economics increasing over time. (Sponsors and partners for 2024 so far include the city of Bellingham, the Port of Bellingham, Lummi Nation, Whatcom County, BECU, Alaska Gold Seafood, Spindrift Beverage, bp Cherry Point, Bellingham Cold Storage, Working Waterfront Coalition of Whatcom County, Northline Seafoods, All American Marine, Community Food Co-op, Whatcom County Library System, Marine Life Center,

Dockside Market, and Sustainable Connections.)

Last year, we received $30,000 from the county and $30,000 from the city. The goal is to reach people outside of a 50-mile radius to drive those people into Whatcom County.

The first year I came on board, we brought in $127,000 total. Last year, we brought in $221,000 and spent $209,000.

This year, to be spent in 2024, we’re going for $120,000 in grants and looking to raise another $150,000.

BP: In conclusion?

KC: By connecting people to the waterfront, by creating awareness with events, we reinforce the cyclical nature of our economy. Our trades provide products and services, downtown

businesses benefit from those and in turn provide goods and services back to the waterfront economy. This keeps our dollars local and strong and provides a check against cost-of-living increases, and it makes Bellingham, with its Dockside Market, SeaFeast, Portal Container Village, fishing fleet, independent breweries and restaurants, entertainment and arts, and all the mixing and mingling therein, a vibrant and exciting place to live.

BP: You compared our fisherfolk to our iconic salmon. By the way, how do salmon return to their home river?

KC: Scientists at the U.S. Geological Survey tell us salmon navigate by using the earth’s magnetic field and then use smell to find their way to their home stream. Pretty cool! ■

Sweet oysters with the salt of the sea, from the cold, pristine waters of Orcas Island. Judd Cove Oysters, only from Eastsound. Markets,

Nailing it

“The only problem with hiring women is not enough of them apply.”

Pat Rose, formerly of Rose Construction

Females in the construction industry challenge stereotypes

Heather Lea

“We’re no longer asking for a seat at the table; we’re building one.”

This was said by Marjorie Elliott at the Celebration of Women in Construction event held this March at the Bellingham Golf and Country Club. Elliott was once homeless and living out of her car. Now, she is a partner and client executive at USI Insurance Services, where she has spent seven years designing innovative insurance solutions in risk management for construction companies.

In the March/April issue of Business Pulse, we took an in-depth look at re-

sources that are helpful for women in the trades and what local companies in the industry are doing to encourage more females to apply for these crucial jobs.

Part 2 of this series talks to the women themselves. What challenges do they face working in a male-dominated environment? What do they personally feel the industry and business owners can do to increase female interest in these high-paying roles?

Most women in the trades feel the biggest hurdle is not having enough mentors, which can come in the form

of a boss, sibling, parent or friend. Apprenticeship programs, early awareness for young women, and visible encouragement from industry leaders need to be normalized, at the very least. Parents have their role, too, as they’re heard saying, “I never thought of construction as a viable career path.”

Women like Marjorie — and those featured in these articles — are just a few of many in Whatcom County and beyond who are charging forth, despite barriers and questions as to where women “belong” in the trades.

‘Women Build’ is an event hosted by Habitat for Humanity that provides a supportive and welcoming place for women to gain valuable exposure and experience in the field.

PHOTO: Patti Hoelzle

QUESTIONS

1

Please list your name and job description/ role within the construction industry in Whatcom County.

2 How did you become interested in the industry?

3 As a female working within the trades at this capacity, please share some of the biggest challenges in your career.

ANSWERS

1 Member and controller for Com-Steel LLC. Currently part of the second generation of owners of Com-Steel LLC.

2 My interest started when I was very young, with the development of family-owned industrial property.

3 Continue to build on construction knowledge while serving as controller, contract administrator, tax adviser, bookkeeper and receptionist.

1 General contractor, doing everything from small remodels to new builds. I also do handyman and landscaping work on the side for regular clients.

4 What do you think individuals and business owners can do to improve things for women wanting to get into the trades?

4 Provide more opportunities for women to gain practical construction knowledge. No matter what role women fill in construction, our ability to understand how a project develops from that first drawing to final occupancy will enhance our value in the industry.

2 My father is a small construction business owner and was open to giving me a job when I was a teen. I never considered pursuing trades until I joined stage crew in high school. Building sets reminded me how cool it was and inspired my interest.

3 The biggest challenge is the perceptions that other people have about your abilities. It can feel limiting, but persistence is a rewarded trait in construction.

4 Recognizing that women are already in the industry and this is something women can and have been doing for a while. That is what makes pieces like this article so important. Hopefully it can help change how capable people perceive women to be, especially when it comes to jobs in manual labor.

Sara Brown

Com-Steel LLC

Hayden Coffey Coffey Construction

PHOTO: Sara Brown

PHOTO: Dan Coffey

1 My job role at Ethos West is an apprentice carpenter/laborer.

2 I gave the trades a chance because of my high school welding teacher. He was the first person to introduce the possibility of a future in the trades to me.

3 As a woman in this industry my biggest challenge is finding the confidence within myself. The men at Ethos West are amazing and truly accepting but I always feel the need to prove to myself more than anyone else that I belong in this very maledominated field.

4 This industry can improve things for women wanting to enter the trades by creating better and more welcoming spaces for them. If every company took a page out of the Ethos West playbook and treated women the way I have been treated so far in my career, we wouldn’t even have this issue.

2 My father, who owned a plumbing and handyman business, took me to job sites when I was a teenager. His aim was to instill independence, teaching me the ropes of basic repairs around the house. I owe my integrity, hard work, tenacity, and “can do” attitude to my dad. These values are essential in the construction industry.

3 Securing a seat at the table alongside male counterparts. However, this challenge has presented a unique opportunity for women, like myself, to contribute to building a more inclusive environment. We have the chance take the existing table and improve it and make it a better table, one that embraces diversity of thought and perspective.

4 While women may not have the same upper body strength as men traditionally associated with the trades, advancements in technology offer innovative solutions that benefit all employees.

ty coordinator.

2 Growing up, my father was a brick mason. Witnessing projects transform from blueprints to physical realities instilled a deep appreciation for the craftsmanship and collaboration at the heart of construction.

3 Earning respect posed an initial challenge. I feared being perceived as bossy or domineering, but I’ve learned that clarity and conviction are assets.

4 Our industry faces a pressing skills shortage, and construction companies should open their minds to what skills and attributes make someone successful in a role, not necessarily a person’s education, industry, gender or race. By actively promoting and supporting women’s entry into these roles, offering mentorship programs, fostering inclusive workplace cultures and combating gender biases, both the industry and individuals can pave the way for greater gender equality and diversity within the trades.

1 Loretta Guerra, vice president of people & administration for Dawson Construction LLC.

Hannah Enger Ethos West

PHOTO: Hannah Enger

Loretta Guerra Dawson Construction

PHOTO: Frank Frost Photography

Bristal Latham Trico Companies LLC

PHOTO: Mason Phillips

1 Bristal Latham, project & safe-

1

ty owner.

2 I grew up in a construction family and was exposed to the industry from a young age. I have a Master’s degree in project management.

3 Often, I’ve answered the phone and someone, generally a male, asks to speak to the man in charge or to my boss. I keep a sense of humor and say, “You’re in luck, that’s me.” I’ve been to construction industry events and tool fairs with my husband, who doesn’t work in the industry, and everyone speaks to my husband, even when I’m the one asking the questions.

4 Reaching out to young women to share how a career in the trades stacks up to more traditional “female” jobs can really help get to the first part of “wanting” to get into the trades. The pay and benefits in the trades are frequently much higher than those of other types of jobs, and we really need to do more to make it known what great careers trades work can be for women.

2 I developed a network of subcontractors and suppliers that shared our respect for people regardless of gender, color, etc. I loved hiring women, but really, I hired the best people for the job.

3 Actually, in the home remodeling business it was an advantage as the women clients often felt more comfortable with a woman contractor. Some of the men seemed more comfortable with a woman contractor too. Being the owner of the business is different than working as an employee in the industry where a women can be subjected to harassment and lack of opportunity for advancement.

4 Encouraging girls to take shop classes and learn carpentry/home improvement skills would help girls learn, “Hey, this is kind of fun and I can do this stuff,” and would bring more women into the trades. Learn the skills you can and apply to local contractors like Rose Construction!

1 One of three partners, and the controller at Ethos West.

2 As the daughter of a contractor, at 19 years old, I asked if I could help on the job site. I immediately fell in love with construction accounting and pursued my degree in finance and accounting.

3 My role on the administrative side presents fewer challenges compared to those in the field, but walking onto a job site demands strength and confidence when you might be the only female around.

4 To foster greater interest and inclusion for women in the trades, we need more opportunities, starting from high school classes to basic construction trade school curricula. Additionally, industry associations advocating for basic skill and training courses can further support this cause. ■

Tiera Nipges Pacific Facility Solutions

PHOTO: Sattva Photo

Pat Rose Rose Construction

PHOTO: Nona Wegers

Elke Stevens Ethos West

PHOTO: Ben Bender

Tiera Nipges, CEO & majori-

1 Pat Rose, former owner of Rose Construction.

CURRY

A great transition

Business owner trades lectures for labels

Matt Benoit

Today, Michael Tilley’s career path is night-and-day different than it was a decade ago.

The Bellingham business owner was a tenure track biology professor at Missouri’s Central Methodist University, having previously spent four years as a postdoctoral researcher at Ohio State University.

Having achieved a doctorate in molecular genetics, Tilley spent time researching the complexities of drug addiction and autism and taught numerous college courses. While he was offered tenure in 2014, he declined, having made the decision to move to Bellingham to be closer to his two children.

The move necessitated a new career choice, and Tilley decided to acquire two Bellingham businesses. The first was a Pak Mail shipping location in the Barkley Village neighborhood; the second was a Minuteman Press printing operation downtown.

“This was a very new thing for me,” said Tilley, 54, of the career switch. “I wanted a business that was established and had a reasonably good framework. These were two existing businesses, they were a franchise, and the appeal to that was they had a business model that was working pretty well because there were a few hundred of each of them across the country.”

Adaptation

The differences between being a business owner and a professor presented a real learning curve.

“The nature of the type of work — learning what we did and how to do it — was quite a challenge, especially initially,” Tilley said. “The work environment, the work culture, is quite a bit different between academia and the private sector.”

Tilley had to manage everything himself, no longer being able to rely on teaching assistants. He did, however, have the expertise and experience of existing employees, and it helped greatly. He also had to learn marketing skills — something he’d never had to

PHOTO: Sattva Photo Michael Tilley of Minuteman Press outside his shop in the Irongate neighborhood.

think about in academia.

In 2020, Tilley acquired a third business — a Print and Copy Factory in Bellingham’s Irongate neighborhood. He then merged Print and Copy with Minuteman, moving from downtown and consolidating in Irongate.

The move from downtown came at a good time, as Tilley said several employees had begun expressing concerns about people camping behind their building and doing shady things.

“I talked to other business owners,” he said. “They felt that downtown had greatly deteriorated as a safe and profitable business area during COVID. I think that it appears to have come back some.”

Tilley said he is happy with his current employees, of which there are three at Pak Mail and four at Minuteman. Having weathered the workforce squeeze of several years ago, when it was hard to get any applicants for posted jobs, Tilley hired two people this past year alone. He is, however, still having trouble getting experi-

enced applicants for positions like graphic design.

“The job market is still pretty tight in that regard,” he said.

Growing together

Minuteman Press creates a wide array of promotional products, ranging from office forms such as non-conformance report documentation to pens, cups, books and apparel.

“Basically, anything you want to name-print your logo on, we can produce,” Tilley said. “Generally speaking, we can print or produce about anything that someone would want done.”

The client base is several hundred businesses deep and includes local entities such as Cisco, Bellingham Cold Storage, Security Solutions, First Fed, Louis Auto Glass and Phillips 66.

Minuteman also has some clients in Skagit County and others even as far away as Missouri and Illinois. Tilley takes pride in helping local employers get the high-quality, good-looking products they want and need to run

and promote their business, whether it’s a stack of business cards or a coffee mug.

“I think that, in that regard, we have a lot of almost-like business partners: they grow, we grow,” he said. “We help support the local economy, so I feel really good about that.”

There also can be personal elements to what Minuteman produces, such as a customer printing a book written by a deceased loved one. The business also produces product packaging materials and direct mail marketing.

At Pak Mail, shipping a variety of variously sized items to far-flung places requires logistical know-how and plenty of packing tape.

Sometimes Tilley’s employees are handling a simple letter or non-fragile material; other times, they’re dealing with heavy, bulky or easily-breakable items. And over time, Tilley has encountered some rather interesting shipping projects for him and his employees.

Several years ago, someone came

PHOTOS: Sattva Photo

Michael Tilley and Cameron Stewart at the Irongate Minuteman Press office.

in seeking to ship $150,000 worth of Tiffany-brand china. Another time, Pak Mail had to ship a dermal laser — commonly used for certain skin condition treatments — that was six feet long and weighed more than 300 pounds.

Larger items require Tilley to construct sizable wooden crates to ship items, such as the time he built an enormous 10-foot-by-7.5-foot crate for an eyeglass grinding machine. One of the most unique items, however, involves the United States presidency.

A while back, Pak Mail helped ship from Bellingham to North Carolina a desk that once belonged to President Woodrow Wilson.

The story is that the grandfather of the person receiving the desk had once worked for a railroad line on the East Coast. Wilson had needed to quickly get from upstate New York to Washington, D.C., and the grandfather had arranged a private and direct train to get him there. As a result, Wilson gifted the man a desk, which eventually wound up in the local home of the man’s son. When that son passed away, the settlement of his estate saw the desk take one more cross-country trip, to the home of the man’s grandson.

Another time, the business shipped three 4-foot-long model ships owned by a man who’d passed away. He had left them to a best friend in California, and the safe transport of the ships was of considerable importance to the man’s family.

“We ship a lot of things that have monetary value, but also a lot of things that have a lot of emotional value sending or receiving them,” he said. “It’s really nice that we can fill that need.”

“...we have a lot of almost-like business partners: they grow, we grow.”

Looking ahead

Tilley said he hopes to further expand Minuteman’s client base for books, booklets and direct mail mar-

keting, and he hopes to move into digital marketing at some point.

Though his children are now both young adults, Tilley said he doesn’t plan on going anywhere anytime soon. He still talks to former academic colleagues, though, and occasionally reads scientific studies.

Tilley doesn’t miss the research, he said, but he does miss the teaching. If the right opportunity opened up not too far from Bellingham, he said, he might consider a foray back into lecture land.

“I taught quite a few classes,” he said. “I really enjoyed that a lot.” ■

The 60-day 2024 legislative session adjourned on March 7. Legislators debated several important bills this year, even during this “short session” that lacked the biennial state budget present in odd-numbered years. Some of the key bills are listed below, along with the votes cast by our legislators in the 40th and 42nd districts.

HB = House Bill SB = Senate Bill

2024 legislative session recap

What passed, what didn’t, and how did our legislators vote?

Dann Mead Smith

Dann Mead Smith is the co-leader of Project 42 and co-directs its Future 42 Whatcom Project and is a regular contributor to Business Pulse.

HB 1589 - would ban or limit the use of natural gas for residential and commercial/small businesses, including for existing customers who rely on natural gas for their heat and to prepare food for restaurants.

SB 5770 would allow local governments to triple property taxes (from the current limit of 1% to 3%) without a vote of the people.

HB 2114/SB 5961 would enact statewide rent control. This bill passed the House but not the Senate. Lovelett sponsored the bill, but it did not receive a vote in the Senate.

SB 6191/HB 2276 would increase real estate taxes when you purchase or sell a home. Specifically, the bill would have increased the real estate excise tax by 1% on homes priced at over $3.025 million, though it would mainly negatively affect multi-unit townhomes and condos, since most homes valued at over $3 million are multi-unit homes used as rental units or condos.

HB 1932 would move local elections to even-numbered years only, rather than holding them in any year (typically odd-numbered years). This bill passed the House but not the Senate. No vote was held in the Senate on this bill, and all four local representatives voted in favor.

This bill did not come to a floor vote in either the Senate or the House.

The bill did not come to a floor vote in either the Senate or the House. In the Senate, Lovelett was a bill co-sponsor. In the House, both Ramel and Lekanoff were co-sponsors.

I-2111 to ban state and local income taxes.

I-2113 to restore police pursuits. Lovelett voted no, while Shewmake and all four local representatives voted yes.

I-2081 on parental notification to let parents know about their children’s grade school curriculum and some medical procedures. Lovelett, Shewmake Lekanoff, Rule and Timmons voted yes, while Ramel voted no.

The three that did not receive a public hearing will be on the ballot this November for voters to decide:

I-2117 to repeal the cap-and-trade law/Climate Commitment Act; I-2124 to allow workers to opt out of the state-run long-term care payroll tax; and I-2109 to repeal the new capital gains income tax.

All four local representatives voted against even holding a public hearing on these three initiatives. The Senate did not hold a formal roll call vote for those three, but neither Sen. Shewmake nor Sen. Lovelett advocated for holding hearings. Business Pulse will analyze each initiative over the coming months, starting with I-2117 in this issue on page 51.

Some other key bills also impacted Whatcom County:

SB 5828/HB 1993, sponsored by Shewmake and Lovelett in the Senate and Lekanoff, Ramel and Timmons in the House, would amend current state water rights law to provide assistance to counties with water rights adjudications by providing more judicial resources.

SB 5827/HB 1992, sponsored by Shewmake and Lovelett in the Senate and Lekanoff, Ramel and Timmons in the House, would add a judge (from four to five) to the Whatcom County Court to assist with additional caseloads and water rights claims in the coming months and years.

HB 2020, sponsored by Timmons, Ramel and Rule, would create a state public infrastructure assistance program to assist the state’s emergency management efforts.

HB 1978, sponsored by Rule and Ramel, would allow for more collaboration between state and local governments during natural disasters, such as the 2021 Nooksack River flooding.

In addition to the previous bills, six initiatives to the Legislature sponsored by Let’s Go Washington were certified by the Secretary of State after sponsors turned in more than 420,000 signatures for each of them. Three of the six received hearings and were eventually passed into law after receiving enough votes in both chambers:

Slingin’ smiles in Blaine

Sahara Pizza offers pizza and pasta with personality

Mary Louise Van Dyke

Mornings start early for Dan McDowell, co-owner of Sahara Pizza in Blaine. After dropping his oldest child off at school, he heads to the store in Birch Bay Square.

The store is quiet when he sits down to check his email as the huge dough mixer, pizza oven and other machines sit ready for use. Business details wrapped up for the moment, he shifts to making dough, using olive oil, and awaits the first orders of the day.

Soon the fragrant aroma of pizza, pasta dishes and more will permeate the store as orders are readied to go out the door.

McDowell’s path to co-ownership started when he turned 16 and accepted a job with Papa Murphy’s.

“I ended up enjoying the people that I met, that I worked with, and the pace of the industry itself,” he said.

Two years later, he took a better-paying job as a delivery driver for Sahara Pizza and progressed to managing a store and then multiple stores, he said.

Those years of experience led to the opportunity to open and co-own a store in Whatcom County with business partner Tom Wartinger, who is Sahara Pizza’s CEO.

However, that also meant leaving the Stanwood area, where he’d grown up. McDowell said he was ready for a change, involving the move to Whatcom County with his wife and young ones on a new family adventure.

“For me, personally, I just really like this area,” McDowell said. “It’s quieter.”

The location in Blaine was selected partially because Wartinger has family in Whatcom County and wanted to live closer to them.

“The other part of it was we really like going into smaller markets because that’s something where we can

PHOTO: Sattva Photo Dan McDowell and Tom Wartinger of Sahara Pizza in Blaine.

be more involved with the community,” McDowell said.

A big part of what the company does for communities is helping schools with fundraising efforts.

Initially, Birch Bay Square seemed downtrodden (in 2021) after the border closed due to the pandemic, he said. However, more and more businesses are opening in the area all the time now, McDowell added.

“It’s a great location,” he said.

Construction for the Birch Bay location began in 2021 and continued into 2022.

Post-pandemic supply shortages posed a major challenge in equipping and furnishing the new location, McDowell said.

“It was almost impossible for us to find used equipment, as we normally would

do,” he said, “so we ended up having to buy a lot of new equipment.”

The build-out also varied from other Sahara Pizza locations regarding the work needed to meet permit requirements, Wartinger said. The original plan was revised to include a required grease interceptor trap.

“Now we know what to do, but there were challenges that we weren’t used to,” Wartinger said.

Birch Bay customers can pick up or have meals delivered to an area that includes Blaine and parts of Ferndale and Custer. Having food and beverages (including beer and wine) delivered means people don’t have to leave the comfort of their homes, Wartinger said.

The Birch Bay location employs 19 workers, and most have been employed there since the store’s opening in Sep-

tember 2022.

“You have to make it a fun place to work,” McDowell said. “That’s what drew me into pizza when I started at 16.

Job seekers actually find it difficult to get hired at Sahara Pizza in Blaine.

“We’ve retained everyone for so long,” McDowell said, “you almost have to know someone to get a job here.”

That retention also means that staff care about the products they’re turning out and stay consistent with the recipes they use.

“That is super important in a business like this,” McDowell said.

The menu features a variety of items, from build-your-own pizzas to signature pizzas such as McDowell’s favorite Landmark Pizza (which features a choice of Italian sausage or beef, baby spinach, fresh garlic, parmesan and sun-dried to-

OUR PRODUCT IS PROFIT. YOUR BENEFIT IS FREEDOM.

mato pesto) and the Northwest Territory, with such ingredients as walnuts, apple slices, mushrooms and cheeses.

Customers can also order grinders or fresh salads in addition to pasta dishes such as the smoked salmon creamy pesto fettuccine and select desserts options of baklava, cinnamon dessert sticks and pints of Ben and Jerry’s ice cream.

“I think the No. 1 thing that makes us unique is our dough, specifically,” McDowell said. “I don’t think I’ve had or seen any other place that makes dough like we do.”

Sahara Pizza’s first location was in Duvall, according to Wartinger. Today, Sahara has locations in Washington state, Oregon and South America.

Asked if he can still make a pizza, the CEO said, “Oh yeah.” He worked for a national pizza company for 18 years before deciding to purchase a franchise. He was required to attend a franchise class but had to quit attending when his mother passed away. Told he would have to retake the class, Wartinger decided to strike out on his own and become a competitor.

McDowell said his training for becoming a half-owner didn’t include classwork.

“I worked for the company and specif-

ically for Tom,” he said. “I knew exactly what and how he wants things done and how the company should be run, because I learned it from him.”

The cost of a Sahara Pizza franchise is $5,000, Wartinger said. The training is free, and franchisees are responsible for the costs of the build-out on a company-approved location.

McDowell said he appreciates seeing people he’s worked with having the opportunity to own their own franchises.

“I think the biggest thing for me is getting to see all these years of work pay and being able to provide for my family to be comfortable,” he said.

His job involves 50 to 60 hours per week. He also preps and makes pizzas, helps customers and makes sure employees are set up for their shifts with everything they need. The busiest times usually occur later in the day, when more employees are scheduled to work.

Some people are built for the type of quick pace at which food service operates, he said. He thrives on knowing that orders are pouring in and employees must move faster and use quicker motions to get pizzas ready to make sure customers get the quality food they ordered.

In those times, McDowell said it’s important for him to maintain a calm de-

meanor as he tells staff they can handle the rush. The orders will get filled and deliveries made.

“We can all be in here, and it can be crazy busy,” he said. “But we’re all still joking around, having fun while we’re making pizzas and getting food out of the door.”

Both men agree they would add dinein and a beer garden to the Birch Bay store if space becomes available.

Wartinger envisions opening at least one more location in Whatcom County, maybe two.

“We’re probably going to go to Lynden next,” he said.

McDowell’s older daughter sometimes helps with folding boxes and tells him she can’t wait to start working there when she turns 16. His wife, Tiffeny McDowell, is responsible for the digital menu.

“I’d like be as involved as we can in the community and doing what we can for the community, especially for the schools,” McDowell said.

Sahara Pizza is located at 8115 Birch Bay Square, Suite 121. The hours are 11 a.m. to 10 p.m. Sundays through Thursdays and 11 a.m. to 11 p.m. Fridays and Saturdays. For more information, call 360-922-3500. ■

PHOTOS: Sattva Photo

Preserving the Walton Beverage legacy

Walton family dedicated to the business their grandfather cherished Tamara Anderson-Loucks

For those working and/or living in Whatcom County, Walton Beverage trucks traversing our roads and freeways is a common sight. The company has served the region’s business community longer than most of us have lived, as a fourth generation of Waltons now manages the family-owned company — a generation that is dedicated to preserving a legacy handed down from one generation to the next for the past 93 years.

What started as a simple purveyor of fresh fruits and vegetables is today the second largest independent Pepsi, Dr Pepper and 7UP bottler/distributor in Washington state.

The journey from produce to soda

In 1931, Harry Walton and two sons, Charlie and Harold, formed Bellingham-based Walton Fruit Company. Fresh fruits and vegetables were picked up in Seattle and trucked to Bellingham. Of the three, Harold was the most passionate, and the driving force behind the company. Not long after it was founded, Charlie dropped out of the business.

At the suggestion of a franchisee, in 1940 Harold added 7UP to the company’s offering. At the time, 7UP was the largest soda brand, though primarily considered a mixer. Eventually, other soda brands were added. Finding his niche as a beverage distributor, Harold renamed the com-

PHOTO: Sattva Photo Left to right: Patti Walton, Joanie Walton, John Walton, Angela Walton.

pany Walton Beverage and quit selling produce.

In 1941, Walton Beverage became an independent bottler/distributor of Pepsi, Dr Pepper, 7UP and other sodas. The company purchased the concentrates, made the soda to the required specifications, and bottled and distributed the finished product.

In the early days, flavored pops such as strawberry, grapefruit and root beer were the most popular.

“In about the late 1960s, early ’70s, colas became the beverage of choice, and the flavored pops went by the wayside,” explained John Walton, current president and grandson of founder Harry Walton. “7UP transitioned from a mixer to a soft drink. Then the historic advertising campaigns started, and sales of pop took off.”

In 1971, the soda industry introduced aluminum cans, which many independent bottlers, including Walton Beverage, were not set up to fill. Canned beverages became prevalent, so in 1980, Walton Beverage joined a co-op of independent bottlers in

Washington.

“Many of us independents were too small to put in our own can line,”

John Walton said. “It was too expensive. In the past, Pepsi bottled in the bigger cities, and for the smaller, more urban areas, bottling was franchised to independent facilities. Over the years, Pepsi has been buying the smaller independent bottlers. There are now only six of us in Washington.”

Creating a family legacy

In 1955, Harry passed ownership of the business to his son Harold, who dedicated his life to ensuring his family namesake flourished. He continued to run the company until his death in 1989. Ownership then passed to Harold’s two sons, the third-generation Waltons: Jerry, who managed a distribution center in Burlington until his passing in 2011, and John, who became president in 1998.

Today, the company is managed by an all-female team of Waltons. Though John still serves as president, operational responsibility is the purview of his three daughters, Angela, Joanie and Patti Walton, who have an ownership stake in the company. The sisters also lead the Walton Beverage Board of Directors.

According to multiple published studies, just 3-4% of family-owned businesses survive into the fourth generation and beyond. Walton Beverage is bucking that trend. Under the sisters’ management, business doubled over the past five years. They attribute their success in part to the strong work ethic modeled by both their grandfather and father and to the strict up-

bringing and workplace policies John set for his daughters.

“We’re who we are today because working here wasn’t a free ride,” Angela Walton said. “We had managers we learned from. We weren’t allowed to get away with anything. We followed the same rules as other employees.”

When younger, the sisters didn’t plan to have lifelong careers in the family business; their roles in the company happened intrinsically.

“It’s just something we were involved in at an early age,” Angela explained. “We grew up going to Dr Pepper and 7UP conventions. Dad would bring us in on Saturdays when he worked, and we’d run around pretending to be secretaries. I’d walk there after school and help until Dad took us home for the day. It was a second home.”

To teach them the value of work, during their high school years, John required that the girls have jobs. Angela and Joanie worked part time at the company. Their first job was hand-counting bills and rolling coins from the vending machines.

Photo (above): John Walton and his daughters at a Dr Pepper Convention in Texas.

Left to right: Patti, John, Angela, Joanie.

Photo (top right): The Walton girls with their Grandpa Harold. Photos courtesy Walton family.

“I was grateful for the skills I learned with our employees who mentored us when we were younger,” Joanie Walton said, “but I thought I’d go out into the ‘real’ world and find my identity outside of the company. But an invisible force pulled me here. I’m in it for the long run.”

Patti Walton joined the company when she was 19. She was active in basketball, which gave her a reprieve from working during high school.

“We were very close to our grandpa. We are trying to keep this business going because it meant everything to him.”

—

Working in the multi-generational business gave the Walton sisters an even better understanding of who their grandfather was and the many ways he influenced their lives, both in and out of the workplace. Joanie described car. She notes the family doesn’t do “flashy” and is down to earth because of his influence.

“He was very generous,” Angela said. “He would pick a table at a restaurant and quietly pay their bill but didn’t

want recognition for it. He did that everywhere we went.”

Patti added: “He could teach without even talking. When he did talk, his words were especially impactful.”

Currently, both Angela and Joanie work in accounts payable. They don’t hold executive titles, and they share an office. Their grandfather didn’t value titles, nor is it important to them. Patti isn’t a full-time employee but does project work as needed.

For John, his daughters managing the company is a dream come true.

“This is the most fun period of my life,” he said. “The girls contend with the daily challenges. They can certainly operate without me. We’re really blessed.”

Angela Walton

Overcoming challenges through the generations

While Walton Beverage is a highly successful business today, the company faced some potentially disastrous challenges over the decades.

Not long after the company started bottling soda, sugar rationing was implemented during World War II. Lacking the sugar needed to create syrup meant the company would not be able to produce soda. Harold decided to distill potatoes and use the resulting syrup as a sweetener. Eventually, 7UP discovered that Walton Beverage was not following their recipe and showed up to try to forcibly shut down production.

More recently, it was the labor shortage caused by the COVID-19 pandemic. Between the shutdowns and pandemic money payouts, there was a lack of laborers willing to work in the warehouse. Luckily, the administrative staff and the sales team jumped in to help.

“We advertised at Western, on the radio and had big banners affixed to the sides of the trucks,” Joanne said. “Not many applied. If we can’t pick

and load products onto trucks, orders don’t get delivered. We all worked as a team. People worked late hours, doing work outside of their roles. If it weren’t for our efforts, the product wouldn’t have gone out.”

Angela agreed.

“We’re so grateful the whole team came together to keep the business going,” she said.

Though they pay competitive wages, filling positions in the warehouse, merchandising, vending and driving remains difficult since the COVID-19 pandemic.

The ever-changing marketplace has been and will continue to be a challenge going forward, John Walton said.

“When my brother and I ran the company, we had three wholesale suppliers we purchased from – Pepsi, Dr Pepper and 7UP,” he said. “As the marketplace and our product mix changed over the years, we now have over 100 suppliers my daughters manage.”

Planning for the fifth generation

Today, Walton Beverage is headquartered in Ferndale, employs 130

people, has 50 delivery trucks and services 1,400-plus customers throughout Whatcom, Skagit, Island and San Juan counties. The Walton sisters are preparing for projected growth, including a 50,000-square-foot addition that will nearly double the size of the current facility.

Though they’ve been approached, the sisters have no plans to sell the business. However, Angela said that succession planning will be important for the fifth generation, because there are seven children among the three sisters.

Harold never had a succession plan and repeatedly said they should sell the company after he passed, but it’s important to the sisters to continue the legacy their great-grandfather started and their grandfather made prosper.

“We were very close to our grandpa,” Angela said. “At the end, he came to work with catheters, in pain, with swollen feet barely able to walk. We are trying to keep this business going because it meant everything to him.” ■

The Walton history: Harry Walton, Paul Blam, Harold Walton, Jack Peoples, Charlie Walton, Eddie Walton (courtesy photo).

Sam Rodriguez, John Walton, Steve Kraski (Sattva Photo).

After two years in the virtual realm, the Chuckanut Writers Conference is delighted to announce its return to a live, in-person experience! Get ready to immerse yourself in a world of words and inspiration as we present the Chuckanut Writers Conference 2024: “Return to Your Senses.”

This year’s theme challenges writers to awaken their senses and translate those sensations into prose that leaps off the page. It’s time to break free from the confines of screens and immerse yourself in the richness of an in-person writing experience.

Roll up your sleeves

Develop good leaders by teaching them to work

Garry Priam

As a consultant, I have created numerous leadership development programs while helping nonprofit and for-profit organizations and government.

Many of you know Les Schwab Tire Centers, a U.S. chain that has been around since 1952.

A company in Canada with a similar business model is Kal Tire, founded in 1953 by Tom Foord.

The two founders knew each other and had a “gentleman’s agreement” to not cross the border when building more stores but to provide exception-

al service to each other’s customers if they were traveling out of country.

Executives from both companies continue to attend each other’s annual meetings to this day and offer ideas on how to better serve their customers and staff.

I want to share my experience regarding Kal Tire’s leadership and culture as a contract consultant in a twoyear national project to train more than 5,500 team members.

Part of my responsibilities as a contractor included facilitating, developing materials for and leading the train-the-trainer sessions.

Before we started the training project rollout, we consultants learned about Kal Tire’s culture and what team

members do in the company’s stores. The leadership team wanted us to understand the foundation of Kal Tire’s business and experience it firsthand. At the beginning, I thought this only meant observing how team members worked. However, I was actually getting my hands dirty doing oil changes, rotating tires, installing new tires, repairing flats, replacing brakes, aligning wheels, going on sales calls, taking inventory, ordering parts, serving customers and participating in managerial meetings.

I worked in five different stores for four and a half months, from 7 a.m. to 6 p.m. Monday through Friday, doing everything a team member would do. It was one of the hardest yet most re-

warding contracts I’ve ever done.

All employees at Kal Tire — including the president, the vice president of human resources and the administrators — go into stores for six to nine months and work like I did before

Dairy Queen Blizzard?

One of my clients, Dessert Holdings, makes cheesecake cubes for Dairy Queen and cakes for Haggen, Walmart, Costco and Sam’s Club.

To learn about Dessert Holdings’

to passengers, calling it “one of the best ways to understand your customers and your employees.”

Remember, every company culture is different. It begins with you and the people you work with and also involves

Protect your business against premise liability

By being proactive and implementing measures to mitigate risks, property owners and business leaders can safeguard their enterprises

Chris Walton

Running a successful business in Whatcom County requires more than just providing quality products or services — it also entails ensuring the safety of your employees and customers.

As a personal injury attorney with more than 20 years of experience, I’ve seen how premise liability cases can

pose significant risks to businesses, potentially leading to costly legal battles and reputation damages. By being proactive and implementing measures to mitigate risks, property owners and business leaders can safeguard their enterprises.

Potential dangers that could result in injuries

One of the primary areas of concern for a business is the physical environment of their premises. From

dangerous stairs and balcony railings in condos or apartment complexes to poorly maintained parking lots with hazardous potholes and inadequate lighting, numerous potential dangers could result in injuries to customers and employees.

For example, in 2020, the Washington Supreme Court ruled against The Cove Apartments LLC and Weidner Property Management LLC when a decayed railing gave way and caused a woman to fall from a second-story

PHOTO: iStockphoto.com/Maxxa_Satori

balcony. The injured party won the case because the balcony railing had not been properly maintained.

Advice: Regularly inspect and maintain your property to significantly reduce the likelihood of accidents and subsequent liability.

Preventing slip-and-fall accidents

Businesses must always pay close attention to potential slip-and-fall hazards within their establishments.

Uneven flooring, loose carpets and wet floors can easily lead to accidents if not promptly addressed.

In 2021, the Washington Supreme Court ruled in favor of a woman who slipped and fell on waxed linoleum as she entered a state liquor store. It was wet and raining outside. A rubber mat was placed outside the entry door and there was carpet inside the entry.

The injured party won the case because the store clerk failed to put out a yellow “slippery when wet” sign when it rained.

Advice: Implement protocols for immediate cleanup and signage to warn customers of potential hazards to help mitigate slip-and-fall accidents.

It is essential for businesses to adequately warn customers about any known hazards on their premises. Whether it’s wet floors due to recent cleaning or ongoing construction work, clear signage and verbal warnings can prevent accidents and potential legal liabilities.

Chemicals and waxes used on floors pose another risk factor for slip-andfall accidents. Businesses must ensure that appropriate safety measures are in place when using these substances and that floors are adequately maintained to prevent slippery surfaces.

Communication and documentation reduce risk

If you have a large or small construction project planned at your business, communicate with the construction team to ensure they adhere to safety regulations and implement proper protocols to prevent accidents.

Erect barricades and warning signs to alert everyone of potential hazards, such as uneven flooring or restricted areas. Regularly inspect the construction site to identify and promptly address any emerging safety concerns.

Additionally, make sure someone is documenting safety measures that have been implemented throughout the construction process, including safety briefings, inspections and incident reports.

Address potential hazards and prioritize safety

The National Floor Safety Institute reports that slips and falls are the leading cause of worker’s compensation claims and are the leading cause of occupational injury for people aged 55 and older.

Protecting your business against premise liability requires diligence and foresight. By addressing potential hazards, implementing safety protocols and staying informed about relevant legal precedents, business leaders in Whatcom County can minimize risks and create a safer environment.

Advice: Prioritizing safety to protect the well-being of employees and customers can help safeguard the longevity and reputation of your business itself. ■

Attorney Chris Walton is the founder and managing partner of Walton Law. He earned a bachelor’s degree from Western Washington University and his Juris Doctor from California Western School of Law, graduating cum laude. Throughout his career, Walton has earned numerous awards for client advocacy. Walton Law represents plaintiffs in Washington state in the areas of personal injury and nursing home neglect.

In 2024, the committee will be heavily focused on reviewing and providing recommendations to Whatcom County’s 2025 Comprehensive Plan, as the majority of the chapters contained within that plan directly relate to business and industry growth and prosperity, including: land use, housing, utilities, transportation, economics, resource lands and more.

A voice in improving business conditions

Interview with Dan Dunne, chair of the Whatcom County Business and Commerce Advisory Committee

Dann Mead Smith

The Whatcom County Business and Commerce Advisory Committee is an advisory committee that was founded in 2018 that identifies issues impacting our county’s economy and businesses. The committee advises the Whatcom County Council

on regulations and policies that could impact local businesses, industry or economic development. Committee members review, develop and provide recommendations on comprehensive plans and proposals that directly affect business and economic conditions in Whatcom County.

The committee is aligned with many of the goals of the Whatcom Business Alliance, as it focuses on ef-

forts to improve business conditions, environment and infrastructure and ensuring the county applies a client-focused approach to supporting businesses with regulations, permitting and planning.

Dan Dunne is the committee chair this year, taking over from Sarah Rothenbuler, who was the previous chair for two years. Dan is the managing member of the CAZ family

PHOTO: iStockphoto.com/Warren Srigley

of companies in Whatcom County, which includes CAZ Construction, a general contractor; Favinger Plumbing, a plumbing contractor; CAZ Energy, an electrical contractor; and CAZ Environmental, an asbestos testing and abatement contractor. He is also the board president of the Building Industry Association of Whatcom County and Chair of the Whatcom County Housing Advisory Committee.

Q. What are the priority issues/ projects for the Whatcom County Business and Commerce Advisory Committee for 2024?

A. The Business and Commerce Committee advises the Whatcom County Council on regulations and policies that could impact local businesses, industry or economic development. Committee members review, develop and provide recommendations on comprehensive plans and proposals that directly impact business and economic conditions in Whatcom County. Focus is given to efforts to improve business conditions, environment and infrastructure and ensuring the county applies a client-focused approach to supporting businesses with regulations, permitting and planning. The committee meets regularly to review and discuss areas that have an impact on economic and business conditions, including access to and affordability of child care and housing, addressing public safety

needs, and discussing water rights and regulations.

The priority in 2024 is to continue to advise the Whatcom County Council on current issues, such as providing feedback on specific chapters of the 2025 Whatcom County Comprehensive Plan.

Q. Have the committee’s priorities changed or narrowed from last year based on the council majority’s and/or county executive’s agenda for this year?

A. The Business and Commerce Committee’s priorities remain consistent with its purpose, which is primarily to provide recommendations to the Whatcom County Council pertaining to issues, regulations and policies that have an impact on local business, industry and/or economic development.

In 2024, the committee will be heavily focused on reviewing and providing recommendations to Whatcom County’s 2025 Comprehensive Plan, as the majority of the chapters contained within that plan directly relate to business and industry growth and prosperity, including land use, housing, utilities, transportation, economics, resource lands and more.

While the bulk of the discussion will center around recommendations to Whatcom County’s Comprehensive Plan, the committee will continue to rely on feedback and discussion from its subcommittees of content subject experts. Each subcommittee provides a monthly report relating to child care, housing, public safety, water/agriculture, policy and workforce development. Additionally, each

voting and non-voting committee member represents a key industry sector, including but not limited to internet technology, manufacturing, marine trades, energy, construction and health care. The diversity within the Business and Commerce Committee ensures an expansive perspective of how key issues and initiatives impact local area business.

Q. Has there been anything new that has come up for the committee since the first of the year that the committee is now championing or opposing?

A. In the past three months, the committee focused efforts on reviewing and providing input to the housing and economic development chapters of the Whatcom County Comprehensive Plan.

Access to and affordability of housing is a key issue in Whatcom County that has a residual impact on businesses and economic development, as individuals participating in the workforce face challenges finding available housing without being priced out of the market.

The Business and Commerce Committee approved and submitted a memorandum to Whatcom County Executive Satpal Sidhu in March 2024 detailing recommendations regarding the housing chapter of Whatcom County’s Comp Plan. Recommendations included streamlining land use codes, housing regulations and permitting processes, as well as creating a housing ombudsman to advise the executive on housing matters. The memo further detailed the

need to invest in wetland mitigation throughout Whatcom County as well as a strategy to increase development capacity.

Several recommendations were brought forth in an additional memo related to the economics chapter of Whatcom County’s plan. One key request within the economics memo was to align Whatcom County’s Comprehensive Plan with the goals and subgoals within the Comprehensive Economic Development Strategy 2022-2026, a long-term vision and planning document involving multiple stakeholders’ input that is intended to guide economic development throughout the region, thus making development more programmatic and efficient.

The housing and economics memorandums were reviewed and approved during the March 2024 Business and Commerce Committee meeting and were submitted to the Whatcom County Council.

Members of the public are welcome to attend Business and Commerce Committee meetings, which are held monthly, and to apply for committee membership as positions become available. The meeting dates and agendas and applications for membership can be found at https://www. portofbellingham.com/870/Whatcom-County-Business-and-Commerce-Com.

In addition, each monthly meeting has time set aside for public comment on issues that relate to business and commerce issues in Whatcom County. ■

“With BECU, we feel like business partners.”

Being a BECU Business member is like getting all the banking help you need, but with a relationship you actually want. Because we’re a not-for-profit credit union, so the biggest profits we care about are yours.

Member Nik P., Co-Owner of Phinney Ridge Painting.

WINNERS & HIGHLIGHTS

LIFETIME ACHIEVEMENT

John & Mimi (Brooks) Ferlin

Brooks Manufacturing

BUSINESS PERSON OF THE YEAR

Billy VanZanten

WRS

START-UP OF THE YEAR

Neeter House of Luxury

SMALL BUSINESS OF THE YEAR

Elements Hospitality

JON

B. STRONG EMPLOYEE OF THE YEAR

Karen Dykstra WRS

PUBLIC SERVICE AWARD

Steven Sundin City of Bellingham

Thanks to our Presidents Club members for helping to create a long-lasting impact and furthering the success of our local community.

Initiative 2117 would repeal the Climate Commitment Act, Washington’s new cap-and-trade law that puts a tax on CO2 emissions and went into effect in January 2023.

On the ballot

Voters to consider repealing state Climate Commitment Act

Business Pulse Staff

This will be the first feature over the next few months covering the three initiatives that will be before voters this November that were qualified for the ballot by Let’s Go Washington and certified earlier this year by the Washington secretary of state.

Three of the other Let’s Go Washington initiatives were passed by the state Legislature in March so will become law in early June: I-2113 to restore reasonable police pursuits, I-2081 to allow parental notification for their children’s school curriculum and some medical procedures, and I-2111 to ban any future state or local income taxes.

Official ballot summary: “This measure would prohibit state agencies from imposing any type of carbon tax credit trading, including ‘cap and trade’ or ‘cap and tax’ programs, regardless of whether the resulting increased costs are im-

posed on fuel recipients or fuel suppliers. It would repeal sections of the 2021 Washington Climate Commitment Act as amended, including repealing the creation and modification of a ‘cap and invest’ program to reduce greenhouse gas emissions by specific entities.”

Let’s Go Washington collected 469,000 signatures by the December deadline from voters across the state to qualify Initiative 2117 as an initiative to the Washington Legislature — well above the 324,516 valid signatures needed for an initiative to be certified by the secretary of state.

The Legislature had three options when it came to the six initiatives that were submitted to them for consideration: they could enact the initiative as written into law; take no action and let the initiative go before voters in November for their decision on whether it will become law; or pass

an alternative version and put both versions before the voters. The Democratic majority in both the House and Senate decided on the second option, including not holding a public hearing on I-2117. That is why it will be up to voters to decide this fall.

Here are some of the key facts on the initiative, many of which are from Todd Myers of Washington Policy Center, that every voter should know before making their decision on I-2117:

1. Initiative 2117 would repeal the Climate Commitment Act, Washington’s new cap-andtrade law that puts a tax on CO2 emissions and went into effect in January 2023.

2. Despite promises from Gov. Jay

Inslee that it would add only “pennies” to the cost of gasoline, the act’s tax on CO2 added about 43 cents per gallon of gasoline and about 53 cents per gallon of diesel in the first year. This increase has put Washington as one of the top two or three highest-priced states for gas per gallon over the past 18 months. It also has increased the cost of home heating bills.

3. A whistleblower, who is being represented by Citizen Action Defense Fund, is accusing the governor’s office of pressuring him to resign his position of senior economist at the State Department of Transportation for including the impact of the

GET ON THEWATER

Chart Your Own Adventure

CCA in his analysis of what was causing a significant increase in gas prices.

4. In addition to repealing the CCA, the initiative also would eliminate the tax on CO2 emissions, remove some permitting regulations related to CO2 accounting, and prevent state agencies from imposing a new CO2 cap-and-trade/tax policy.

5. Since 2009, Washington’s climate policies have been largely ineffective. Despite repeated claims from Gov. Inslee and his Department of Ecology that state policies are working, CO2 emissions have consistently increased. Our state’s per capita emissions have declined, but more slowly than the country as a whole. The CCA was intended to address this failure, but the policy has been far more expensive than supporters like the governor promised and much more expensive than similar cap-and-trade systems.

This initiative is receiving national attention, with articles on it appearing in newspapers across the country, including The Wall Street Journal and The Washington Post. Several states that are considering passing similar cap-and-trade laws but are wary of increasing gas and home heating costs are watching what Washington voters will decide in November.

This column is based on a study by Todd Myers of the Washington Policy Center. To access the full study, please visit https://www.washingtonpolicy.org/. ■

Advantages to Owning Real Estate for your Business

Zoë Bowen

If your business is expanding or looking for a new location, purchasing commercial real estate can be a strategic move. While leasing commercial spaces is a common practice, owning property can provide benefits that significantly contribute to your company’s long-term success. Owner-occupied commercial properties, defined by a business occupying at least 51% of the space, can also come with more favorable terms, including the amount you can borrow and longer-term fixed rates. For example, SBA loans allow a business to borrow up to 90% of the purchase price. Even if the business space that you own and occupy is not incomeproducing, the business still may qualify for the more favorable terms if your business occupies most of the space. Here are some of the advantages for businesses that own their own commercial real estate:

Stability and Control

One of the primary benefits of owning commercial real estate is the stability and control it provides to businesses. When your company owns its property, you have the freedom to design and modify the space according to your specific needs. This control extends to making decisions about maintenance, upgrades, and renovations without the need for landlord approval. This level of autonomy allows your business to create a workspace that aligns

seamlessly with your operations, fostering productivity.

Long-term Cost Savings

While acquiring commercial real estate may involve a significant upfront investment, it often results in long-term cost savings compared to leasing. Monthly lease payments can be a substantial expense for your business, and those costs are subject to increase at the landlord’s discretion. On the other hand, owning the property allows you to lock in your business’s mortgage payments, providing financial predictability and stability over the long run.

Asset Appreciation

Commercial real estate tends to appreciate over time, making it a valuable asset for businesses. As the property value increases, so does the overall net worth of the business. This appreciation can be leveraged for future expansions, refinancing, or even as collateral for loans. Additionally, your property’s value appreciation can serve as a hedge against inflation, providing a safeguard for your business against economic uncertainties.

Tax Advantages

Business owners may enjoy various tax benefits when they own commercial real estate. Mortgage interest, property taxes, and certain operating expenses are often tax-deductible, reducing the overall tax liability for the business. Additionally, businesses may be eligible for depreciation

deductions, further enhancing their financial advantages.

Customization and Branding

Owning commercial real estate allows you to customize the property to align with your business’s brand identity. This level of customization can include exterior design, signage, and interior layouts, creating a unique and recognizable space that reinforces your brand image. This branding advantage can contribute to increased customer loyalty and visibility within the community.

Equity Building

Purchasing commercial real estate allows your business to build equity over time. As mortgage payments are made, your business gains a greater ownership stake in the property. This equity can be leveraged for various purposes, such as obtaining additional financing for business expansion or improvements.

Owning Your Future

Owning commercial real estate can be a strategic move that contributes significantly to your company’s success and financial well-being. As you evaluate your long-term business strategies, the advantages of ownership in commercial real estate should be carefully considered as part of a comprehensive business plan. The first step is to meet with a commercial banker to discuss your business’s options, and how much you may qualify for. Scan the code to set up a consultation.