Who's Breaking the News? PAGE 44
Terry Woodruff PAGE 32
The Future of Ad Viewing Is Here PAGE 58
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IT’S SIMPLE REALLY. STOP READING AND YOU STOP LEARNING. STOP LEARNING AND YOU STOP GROWING. WHETHER YOU’RE A CEO OR AN ENTRY LEVEL EMPLOYEE, THERE IS ALWAYS MORE TO ACHIEVE.
launched several unsuccessful media ventures as a kid: a neighborhood newsletter for all the kids to break down who was playing kickball and who was grounded; a newspaper at my school that would have probably rivaled the National Enquirer in content. As an adult, I’ve spent many social gatherings and networking opportunities wishing I had a book to hide in a corner with. Creating and absorbing the written word has always been part of my life. Reading can inform, entertain, de-stress, stretch, and fulfill. As you open the pages of our media issue of CBT, my challenge to you is this: Keep reading. This isn’t just a pitch to keep reading CBT (although in part it is, and you should); it’s a pitch to appreciate, explore, and invest in the written word. I’m not here to be the reading police: it doesn’t have to be all Dickensian novels. Read a trashy novel on the beach. Read the newspaper. Read an essay or a blog post. Read a really good local business magazine that happens to already be in your hands. Just read. Take 30 minutes of your day to de-stress and to be transported to another place – fictional or otherwise. Reading is the cheapest form of travel. It has the possibility to expand our worldviews unlike anything else. Stories are a powerful tool in a divided time. Reading is a non-confrontational way of learning about someone else’s point of view, too. Not just politically. I mean, I think it could really help get a dialogue going if we would all read across the aisle, but maybe it’s too soon to think that way. If you don’t understand a social movement, read a book about it. Try to understand why it’s important to other, different people. And guess what? Reading a book or an article to try to understand an opposing viewpoint doesn’t mean you have to adopt said viewpoint. You can still disagree – but wouldn’t the world be a better place if we could at least understand why someone feels differently from us and what experiences created those feelings? Researcher Keith Oatley studied reading fiction and its impact on empathy. After a decade of research, he theorized that simply reading fiction can improve our empathy, and it can help us better comprehend and understand other people and how they form decisions. Keep reading to make the world a more understanding place. In the past two years, the CBT team has worked hard to present you with tales of people and businesses from every corner of Columbia, every industry, every background. We’ve worked to become more representative, more story-driven, and just a little bit
more fun. It’s certainly been fun to put together each month, and I hope it’s been fun for you to read. And don’t forget this is a two-way street. We want to hear from CBT readers, we want your ideas. We don’t know everyone in town and there are hundreds of stories out there waiting to be told. Remember that your voice can have significant influence over the publications you read and the media you consume. You just have to be the one to speak up. This is my final letter as editor of CBT, and it has been my great privilege to serve in that capacity. On the next page, you’ll hear from incoming editor, Breck Dumas, who is going to knock your socks off. She is brilliant and deeply invested in the success of business in Columbia. She is excited to tell your stories and shine a light on your businesses. I asked you to read more, but you’re a savvy businessperson and you want something quantifiable. So go forth with this specific challenge: Read for 10 more minutes each day. Carve out some time at lunch or before you go to sleep. Pitch a book club idea to your team – read a business or psychology book together and talk about it for 10 minutes each week. I’ve been fortunate to work for a company who lives by this idea – that we should all be learning, together, how to be better teammates and leaders. It’s simple really. Stop reading and you stop learning. Stop learning and you stop growing. Whether you’re a CEO or an entry level employee, there is always more to achieve. Read to be a better version of yourself. Enjoy the media issue. It’s packed with stories about all kinds of media: We took a look at who’s breaking news in Columbia (page 44), the second life of former journalists (page 51), emerging ad technology from MU’s entrepreneur-in-residence (page 58) and tips and tricks from Columbia’s guerrilla marketers to help your business’ visibility (page 64). Thank you so much for reading,
Brenna McDermott, Editor brenna@businesstimescompany.com COLUMBIABUSINESSTIMES.COM 15
16 OCTOBER 2017
W
hat a time to be working in media. The turbulent political climate has led to frequent accusations of manufactured, unsourced, and suppressed news met with responses ranging from the defensive to the defenseless. Consumers’ trust has deteriorated to the point that some overseas publications are seen as a more dependable outlet for U.S. news than domestic publications — according to a recent MU study, The Economist, out of the U.K., is seen as more accountable than any American news organization. Selective views on social media increasingly fuel the public’s skepticism of not only news outlets, but also of their neighbors and friends. Alternative news sources have also cropped up, providing equally (or more) ON THE COVER Woodruff’s Columbia office has long questionable coverage of issues. been hailed for its contemporary and I’ll join the call for calmer rhetoric and cooler innovative design, but CBT’s staff was heads, with a few reminders. First, it’s worth reall the more enamored when we got the visiting the Journalist’s Creed by Walter Williams, chance to step into Terry Woodruff’s which declares that “the public journal is a public personal office for this cover shoot. trust; that acceptance of a lesser service than the Photography by Anthony Jinson public service is betrayal of this trust.” The media has a responsibility to maintain such a commitment, and to hold itself accountable to the standards of good reporting. The second reminder is from Thomas Jefferson, who expressed that “the people are the only censors of their governors,” and that the only way the public can achieve such monitoring “is to give them full information of their affairs through the channel of the public papers, and to contrive that those papers should penetrate the whole mass of the people.” A free press is more important than ever in chaotic times like these. Modern tools provide us immediate, unlimited access to information. Skeptical consumers are now the norm. At the same time, local media are experiencing layoffs and running on skeleton staffs, making the work of assiduous fact-checking all the more taxing. Gone are the days of blindly following the talking heads. And that’s a good thing. Sloppy, lazy, or slanted reporting cannot be tolerated and neither can a complacent population. It seems to me that each of us — writers and readers alike — could put forth more effort in both research and kindness. While technology has blessed us with more immediate resources, it has cursed us with the temptation of making quick judgments. Once we stop falling for those, I hope, we’ll ultimately be a better society for it. So, in the spirit of transparency, please do not hesitate to reach out and question, make suggestions, fact-check, or provide input on our stories. CBT strives to maintain the integrity of our product and our craft. As we move into the next era of our publication, my door is open, and your feedback is welcomed.
Who's Breaking the News?
EDITOR'S PICKS A recent study out of San Diego State University determined that books published today are 28 times more likely to contain profanity than they were in the 1950s. In a nod to this finding, I wanted to share my top picks for those of you who prefer your self-help with a dose of colorful language.
Terry Woodruff PAGE 32
The Future of Ad Viewing is Here PAGE 58
PAGE 44
THE SUBTLE ART OF NOT GIVING A F*** BY MARK MANSON The tone is unsurprising — no-nonsense, tough love, and refreshingly different.
YOU ARE A BADASS BY JEN SINCERO I’ve actually read this book twice, and I bellylaughed out loud both times. There are plenty of resources included, giving this guide substance to match its humor.
With trust and sincerity,
TOOLS OF TITANS BY TIM FERRISS From the author of the cult success “The 4-Hour Workweek,” this book provides lessons and anecdotes gathered from candid interviews with dynamic achievers, from pro athletes to tech moguls. Be sure to have a notebook handy when you read it – the tips and suggestions are gold.
Breck Dumas, Editor Breck@businesstimescompany.com
/Co l u m b i a B u s i n e ss Ti m e s
@ Co l u m b i a B i z
Co l u m b i a B u s i n e ss Ti m e s .co m
Ed i to r @ B u s i n e ss Ti m e s Co m p a ny.co m COLUMBIABUSINESSTIMES.COM 17
18 OCTOBER 2017
EDITORIAL Brenna McDermott, Editor Brenna@BusinessTimesCompany.com Breck Dumas, Associate Editor Breck@BusinessTimesCompany.com Matthew Patston, Managing Editor Matt@BusinessTimesCompany.com DESIGN/CREATIVE SERVICES Jordan Watts, Senior Designer Jordan@BusinessTimesCompany.com Keith Borgmeyer, Art Director Keith@BusinessTimesCompany.com Kate Morrow, Graphic Designer Kate@BusinessTimesCompany.com Cassidy Shearrer, Graphic Designer Cassidy@BusinessTimesCompany.com
Inside the Issue Twitter Chatter Rachel Grant @CoMoTigrr Hot Farmer Alert:
MARKETING REPRESENTATIVES Deb Valvo, Marketing Consultant Deb@BusinessTimesCompany.com MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President ReneaS@BusinessTimesCompany.com Beth Bramstedt, Director of Content Beth@BusinessTimesCompany.com Heather Martin, Director of Sales HMartin@BusinessTimesCompany.com
Around the Office
Brad Loos @BradLoos_MIZ This article does a tremendous job explaining the role that athletics plays in the overall welfare of a university.
Did you miss our stunning cover of the September issue with Doug Nichols of Cloverleaf Farms? We were up bright and early for a sunrise cover shoot. Check out the behind the scenes photos on our Facebook page.
NetServe365 @NetServe365 Small and large businesses alike, you’re all at risk! Protect yourself from #ransomware, article via @ColumbiaBiz
CONTRIBUTING PHOTOGRAPHERS Keith Borgmeyer, Breck Dumas, Anthony Jinson
In addition to welcoming new CBT editor Breck Dumas, COMO Living editor Beth Bramstedt has been promoted to Director of Content. She’ll oversee the Business Times Company creative team of editors, designers, and photographers. Congrats, Beth and Breck!
CONTRIBUTING WRITERS Jerry Dowell, Al Germond, Mike Grellner, Jodie Jackson Jr., David Morrison, Jamie Patterson, Tony Richards, Sean Spence, Anne Williams INTERNS Nina Hebrank, Abigail Jones, Elizabeth Quinn, Tiffany Schmidt, Chelsea Skidmore SUBSCRIPTIONS Subscription rate is $19.95 for 12 issues for 1 year or $34.95 for 24 issues for 2 years. Subscribe at columbiabusinesstimes.com or by phone. The Columbia Business Times is published every month by The Business Times Co., Copyright The Business Times Co., 2008. All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited. OUR MISSION STATEMENT The Columbia Business Times and columbiabusinesstimes.com strive to be Columbia’s leading source for timely and comprehensive news coverage of the local business community. This publication is dedicated to being the most relevant and useful vehicle for the exchange of information and ideas among Columbia’s business professionals. CONTACT The Business Times Co., 2001 Corporate Place, Suite 100 Columbia, MO, 65202 (573-499-1830) • columbiabusinesstimes.com
Heart of MO GOTR @HeartofMoGOTR We are so grateful to the Columbia Business Times for their non-profit spotlight on Heart of Missouri Girls on the Run Brianna Lennon @briannalennon Very cool to be included w/these amazing ladies! Check out their @ColumbiaBiz columns on city planning & business cc: @carriegartner @WBC_mo
Contributors David Morrison @DavidCMorrison
Jodie Jackson Jr. @JJacksonJr
Abigail Jones
Write to CBT editor Breck Dumas at Breck@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 19
20 OCTOBER 2017
OC TO BE R 2017 VOL . 24 / ISSUE 4
TA B LE OF CON T EN TS
The Media Issue 15 FROM THE EDITORS 19 INSIDE THE ISSUE 23 CLOSER LOOK 24 BRIEFLY IN THE NEWS 27 BUSINESS UPDATE
68
Boone County Joint Communications
30 NONPROFIT SPOTLIGHT Primrose Hill
32 CELEBRATIONS Woodruff
35 MOVERS & SHAKERS 37 P.Y.S.K. Phil Lewis
41 6 QUESTIONS Michelle Baumstark
43 OPINION 75 ORGANIZATIONAL HEALTH Eight Ways to Make Meetings More Effective
76 MARKETING
Is Search Dead?
77 POLICY
Help Schools with Creative Solutions
79 REAL ESTATE
Commercial Vacancies Remain Low
80 ASK ANNE
Entering and Exiting
81 BUSINESS SMARTS Choosing the Right Business Accountant
Watch Her Go The Citizen Jane Film Festival is celebrating 10 years. Take a look at its evolution and what it has to offer this year and beyond.
44
Who’s Breaking News A glimpse inside the newsrooms of Columbia shows how they’re managing the ever-changing nature of the industry.
83 NEW BUSINESS LICENSES 84 ECONOMIC INDEX 85 DEEDS OF TRUST 87 BY THE NUMBERS 89 THIS OR THAT Kathryn Chval
90 FLASHBACK Flat Branch Park
51
58 Cashing In
Amp Your Brand
We tracked down former reporters to see what they’re up to these days and to get their take on the business.
AdSwapper has devised a way for individuals to choose which ads they’ll see — and get paid to see them.
Can't afford a marketing department? No problem. Some local branding experts have some pointers for your small business.
Second Life of COMO Journalists
64
22 OCTOBER 2017
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
C LOSER LOOK
Closer Look
I Am Sushi Burrito
New Picture Studios
Instacart
KWANG YOO, ALSO KNOWN AS KORY, is the proud owner of a longtime favorite for Columbia sushi addicts, Geisha Sushi Bar — but that’s no longer the only place that you can get your sushi fix from Yoo. He recently undertook a mission to open I Am Sushi Burrito, the first sushi burrito restaurant in Mid-Missouri. Sushi burritos — essentially burrito-sized sushi rolls — have become increasingly appreciated in culinary capitals like San Francisco, Los Angeles, and New York. “My goal with this business is to make it more accessible for everyone to try sushi,” Yoo says. “The sushi burrito is something that you can grab quickly while on-the-go but still have all the same flavors present.” Besides size, where the sushi burrito differs from traditional sushi is the flexibility in flavor choice. “That’s what I like about sushi burritos: You can pick and choose what you like,” Yoo says. “It’s the same concept as pizza. You can choose the toppings you want, and no one is going to tell you what you have to put on there. The sushi burrito is catered to the specific person.”
THE TRUE/FALSE AND CITIZEN JANE film festivals have put Columbia on the film industry map. That’s attracted aspiring movie entrepreneurs, like C.J. Johnson, founder of New Picture Studios. Johnson grew up on a farm in Northeast Missouri, where he was homeschooled. He moved to Los Angeles in 2003, where he went on to specialize in creating “sizzle reels,” fiveminute summaries of new shows that are made in order to sell a concept to studios. New Picture Studios specializes in making sizzle reels for studios’ marketing teams. The company has so far had success in selling two shows to the Discovery Channel and Animal Planet. New Picture Studios hopes to eventually make an indie film project in the Columbia area with local and Hollywood talent. “Coming from the world of freelance TV production, I've always acquired my team in the way TV does, which is on a project by project basis,” Johnson says. “I have a hard time getting away from the one-man-band model of running the business, but here in Columbia, I've plugged into a network of video professionals who have my back.”
WE ALL HAVE THOSE WEEKS where we’re crunched for time, and fitting in all the necessities seems impossible. Instacart, the delivery service new to Columbia, is here to remove the annoyance of one of the most inconvenient errands: grocery shopping. Whether it’s an issue of mobility, a time crunch, or just an enjoyed luxury, Instacart’s grocery delivery service can be planned up to seven days in advance of intended delivery. It’s as simple as going to the website or the app, selecting your favorite local retailer, and building your list. One of Instacart’s shoppers will then be notified and begin the process of selecting your grocery items and preparing it for delivery. Instacart shoppers go through a thorough background check as well as special training, so when they’re shopping for you, they will select the best items available. You can schedule delivery for when you get off work, before a big party, or for a delivery for elderly parents. By taking a chore away, Instacart hopes to make those time-crunched days a little easier to get through. Delivery is currently available for Petco, Schnucks, and Treats Unleashed.
Address: 904 Elm St. #100 Contact: 573-442-7748 Website: facebook.com/iamsushiburrito
Address: 814 E. Broadway Contact: cj@newpicturestudios.com Website: newpicturestudios.com
Contact: 888-246-7822 Website: instacart.com
Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 23
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
Briefly in the News OCTOBER 2017
H E A LT H
BOONE REIGNS AGAIN For the third year in a row, U.S. News & World Report named Boone Hospital Center as the No. 1 hospital in Mid-Missouri and No. 4 in the state of Missouri. The assessment was based on 12 specialties; Boone Hospital Center was ranked “high performing” in nine of the categories.
BUS INES S
PROVIDENCE PARTNERS WITH MoWBC Providence Bank donated $1,000 to Central Missouri Community Action’s Missouri Women’s Business Center for sponsorship of the center’s LivePlan business planning software. With the donation, MoWBC businesses will have free access to the software, which helps entrepreneurs craft effective business plans. Providence’s gift serves as matching funds for a grant awarded to MoWBC by the Small Business Administration.
“This recognition is a testament to the excellent quality of care provided here at Boone Hospital Center. It also reflects our physicians, nurses, clinical, and support staff’s dedication to their patients.” — Jim Sinek, Boone Hospital Center president 24 OCTOBER 2017
BR I EFLY I N T H E N EWS
H E A LT H
AUTISM CENTER OPENS The MU Thompson Center for Autism and Neurodevelopmental Disorders opened a brand new facility on September 8. The new facility, named the Thompson Center Research and Training Facility, will serve as a training space for individuals on the autism spectrum. Thompson Center doctors will also use the space as a research lab to learn more about new autism treatment options.
EDUC AT ION
NEW CPS WELCOME CENTER
E DUC AT ION
MU COVERS TUITION
The Columbia Public Schools Foundation unveiled the Family Welcome Center for CPS, in the district’s administration building, in August. The building’s new addition is funded through a grant award. The center will be used as a space for families to enroll in school, receive help, and find support services for new students.
MU Chancellor Alexander Cartwright and Vice Provost for Enrollment Management Pelema Morrice announced a new MU policy that will cover 100 percent of attendance costs for qualifying students. The Missouri Land Grant Compact will cover tuition and fees for all Pell-eligible Missouri residents, meaning those students will have 100 percent of their financial needs met – including room and board, tuition, books, and student fees.
BUSINESS
COMO BIZ IN INC. 5000 Inc. magazine’s 2017 Inc. 5000, a list of the 5,000 fastest growing private businesses in America, included seven Columbia businesses: adventur.es, Influence & Co., JobFinders Employment Services, True Media, Division-D, Bluebird Network, and Woodruff. JobFinders, True Media and Division-D have been recognized for more than five consecutive years.
EDUC AT ION
COLUMBIA COLLEGE'S BUSINESS BUILDING Columbia College announced it will begin construction on a $20 million academic and residence hall in early spring of 2018. In addition to service as a 150-bed residence hall, the building will be the new home of the college’s School of Business Administration. The new building is part of the campus development plan approved by the school’s board of trustees and by Columbia City Council.
“Our rapid growth here in Columbia means we simply don’t have enough space to house our students, many of whom prefer to live on campus. While there may be vacant rooms elsewhere in the city, those don’t help students wishing to live and study on campus.” — Scott Dalrymple, Columbia College President COLUMBIABUSINESSTIMES.COM 25
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26 OCTOBER 2017
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
B U SI N ESS U PDAT E
Finally, Room to Grow Boone County Joint 911 looks to hire.
BY BREN N A MCD ER M OT T
COLUMBIABUSINESSTIMES.COM 27
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
AFTER SIX MONTHS in their new facility at 2145 County Dr., Boone County Joint Communications is adjusting to more space and better training facilities. Now, with the technology and space in place to move forward, the department turns its eye toward recruiting and retaining the right individuals to serve as 911 emergency telecommunicators. Chad Martin, who became the department director in September 2015, says they’ve focused on making training easier for new emergency telecommunicators at the facility. But finding the right individuals to fill those roles has been a challenge.
HIRING NEEDS Fully staffed, the department would have 49 emergency telecommunicators. Currently, there are 37. Since the 3/8 cent sales tax that funds emergency communication center and technology passed in April 2013, the department has been able to hire an additional 20 full-time employees. Those hires weren’t possible until Joint Communications moved into the new, larger building in April. The county broke ground on the new 27,915-square-foot facility in early 2015, which they share with the Office of Emergency Management and the Emergency Operations Center. “Adapting to the growth we’re experiencing within this new center, to be able to hire all those people and almost double the staff, is a challenge,” Martin says. “That’s probably the biggest challenge we have right now.” It’s not just about hiring — it’s about having enough trainers too. It’s a trend Martin sees across the 911 industry. “At some of the national conferences I attended, I got the opportunity to hear other directors and supervisors from 911 centers around the nation, and it appears that everyone is struggling with hiring and retention nationwide,” Martin says. Martin says he doesn’t know what’s behind that, but solving the problem will take some outside-the-box thinking. Martin says the department is working with Boone County Human Resources to address the issue, though they haven’t made any drastic changes yet. Boone County Director of Human Resources and Risk Management Jenna Redel says they are trying some new tactics, including using video to promote the center’s job opportunities. “We know that first-hand employee-to-recruit outreach about what the job entails— 28 OCTOBER 2017
what kind of people do this [ job], what they find interesting, what are the best parts of the job — we know that’s helpful in finding a good fit,” she says. “But we haven’t done video before.” Beyond advertising and promotion, though, Redel says the key is to figure out what the most appealing parts of the role are and what kinds of people that will make a good fit in that role. It’s
about finding someone who can thrive on slow days and busy days, low stress and high stress. Someone who can work in a communal space with others. “We have to find a candidate who can tolerate both,” Redel says. “When it’s slow, they’re going to be able to keep themselves engaged, and when it’s busy, they’re going to be able to
B U SI N ESS U PDAT E
handle the stress. And for some people, that’s really appealing, right? The variety in the job and the novelty of what’s going to happen on any given day, it’s good. And for some people, it’s not something they’re going to enjoy at all.” There’s also upward mobility in the department, Redel says, with room to grow a job into a career. But first, they have to get the right candidates in the door. All emergency telecommunicators are trained as call-takers (answering 911 calls) and dispatchers (communicating with fire, law enforcement, and medical services). Applicants go through a multi-step hiring process, including a multi-tasking, computerized test that closely mimics the fast-paced, sometimes stressful environment an emergency telecommunicator works in. About a third of applicants pass the test. They’ve also instituted an observation period so that applicants can get an understanding of what an emergency telecommunicator does and their daily routine, including listening to daily radio traffic. It allows new hires to relate their training back to a real-world experience and know exactly what their position will be like. The department implemented pay changes in January, including increasing starting salary for emergency telecommunicators, as part of the county salary study. And training, thanks to the new communications center, has improved.
TRAINING SIMULATIONS Training is easier with more console space in the new facility. Though not all the consoles have been filled, there’s more space to allow the trainee to sit and operate their own console while a trainer closely monitors their work. “It’s a better environment,” Martin says. “We’re able to give the new employee a better training environment before we put them into on the job training.” Trainees start with a classroom setting, with consoles and computers identical to what they’ll use on the job, which Martin says they did not have in the old location. The real-world environment helps trainees develop muscle memory so that transferring to real-world scenarios isn’t as much of a shock. Then trainees move to a live environment, taking 911 calls working beside a trainer. New employees receive six months of training and become certified as emergency medical, police and fire dispatchers by the International Academies of Emergency Dispatch.
DISPATCH INCIDENTS 300,000 278,628
274,340 264,509
250,000
248,636
247,164 236,508
200,000
2014 150,000
2015 2016
100,000
50,000 27,176
28,001
29,992
0
LAW ENFORCEMENT
FIRE/EMS
But the training goes beyond just the practical implications of the job. Martin says they’re actively working to help families of new employees understand the weight of the job. At a family orientation night, “they get to hear the dispatcher talk about the worst call that they’ve ever taken and what toll that took on them personally,” Martin says. “They get to tour the facility, they get to sit in the dispatch area and listen and watch a little bit so that the family members understand.”
GETTING SMART Boone County Joint Communications uses a system called Smart911 to be more effective for Boone County residents. The subscription service allows citizens to create a profile with important medical information, so when they call 911, the call-taker can automatically access their information. This is especially useful, Martin says, for anyone who has a medical condition that might prevent them from being able to talk to the 911 call-taker, such as Alzheimer’s, severe asthma, or allergies. It can also help fire fighters know how many live in the household, should they need to rescue during an evacuation. Utilizing Smart911 can increase the speed with which
TOTAL
those individuals can receive help, as most 911 calls without verbal communication receive law enforcement assistance, not emergency medical services, because of the unknown purpose of the call. Joint Communications has used the service since 2012 and currently has 4,233 subscribers. The consumer can provide photos and medical history, and it can be used to help locate current location. The system can even provide in-depth health information like physical descriptions, prescription medications, mobility limitations, pharmaceutical allergies, and more. It takes about 10 minutes to set up a household of two on the system. In other tech news, the county recently began utilizing 311 for routine, non-emergency calls to law enforcement, like noise complaints, stolen property, requesting police reports, and more. Martin says that service was launched in May. CBT
Boone County Joint Communications 2145 County Drive 573-554-1000 showmeboone.com/BCJC COLUMBIABUSINESSTIMES.COM 29
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
Road to Recovery Primrose Hill helps women and their families overcome addiction.
BY N INA HEBRA N K
THE PRIMROSE IS A MISSOURI NATIVE wildflower. It’s also the first rose of summer. Winter, obviously, isn’t kind to the primrose, but it gets through the bleak season to bloom in the spring. Like the primrose in the winter, people who experience drug and alcohol addiction go through times that seem bleak and hopeless. However, when that time passes, they can flourish. That’s what Primrose Hill focuses on: a new season of hope for women recovering from addiction. Primrose Hill is a 12-month, faith-based addiction recovery program for women over the age of 18. Located in Clark, Missouri, it is one of hundreds of Teen Challenge recovery centers located across the nation and one of thousands 30 OCTOBER 2017
worldwide. What makes Primrose Hill unique is that it provides women the opportunity to start the road to recovery but not be separated from their children — it has a full-time daycare at the facility for children ages 4 and under. Primrose Hill focuses on the faith-based aspect of recovery; it’s specifically rooted in biblical study. Primrose Hill has an 80 percent success rate from the women and mothers who graduate from the 12-month program, something the staff attributes to the intentional structure of their process. “Studies show that two major components that make for the most successful drug rehabs are being long-term and being faith-based,” says the Rev. Jim Lowans, executive director of Prim-
rose Hill. “The longer the program is, the better opportunity they have for success.”
RIGHT ON SCHEDULE Teen Challenge was founded in 1958 in New York City. Pastor David Wilkerson, from Pennsylvania, had moved there to preach to young, male gang members; eventually, Wilkerson gained the boys’ trust, and they started to listen to him. They wanted out of the gangs and wanted to stop abusing drugs and alcohol. Pastor Wilkerson bought a house in Brooklyn so he could house the boys and keep them safe and away from the gang violence and drug abuse. This house became the first Teen Challenge center in 1962.
N ON PR OFI T
PRIMROSE HILL FUNCTION Provides care and support for women struggling with alcohol and drug addiction in a 12-month, residential recovery center
FOUNDED IN 2014
BOARD MEMBERS • The Rev. Jim Lowans • Susie Baier • Rick Rowden
COST OF SUPPORT • $2,000 per month for each woman • $100 per month for each child
SUCCESS RATE 80 percent
OCCUPANCY 10 women and their children
Susie Baier
Jim Lowans
It has since expanded, and now Teen Challenge has hundreds of centers for teen boys and girls, as well as adult programs for both men and women, nationwide. Some Teen Challenge centers, like Primrose Hill, also allow both women and their children. While going through the Primrose Hill program, students stay occupied with a rigorous daily schedule. “They’re learning how to live life without using substances,” Program Director Susie Baier says. “Having a structure is really important because most of them didn’t have a routine before.” The women wake up at 6 a.m. every morning. They get ready for the day and have breakfast until chapel begins at 8. At that point, they drop their children off at the day care, just like they were going to work. At 9 a.m., they begin class. Their classes include Teen Challenge curriculum, which is all geared towards addiction recovery, but women can also take other classes, including some to earn a GED. Some work is completed individually and some as a group. After class, they eat lunch with their children. At 1 p.m., the women head to work therapy, where they work on Primrose Hill’s line of beauty products called PRIM goods. They make and sell bar soap, liquid soap, sugar scrub, lotion, and lip balm. “The reason that we do work therapy is to teach them work ethic and job skills,” Baier says. “When they graduate [the program], they can put on job applications that they worked 20 hours a week.” After making the products, the women learn retail skills selling products to customers. They go to craft shows and church events, and they’ve established their product online as well.
The evening schedule varies. Everyone goes to church three times a week, which includes the Wednesday and Sunday night services. On Thursday nights, Primrose Hill brings in guest speakers talk about various topics like finances and parenting. Friday and Saturday nights are free — the women can choose what they want to do, like spend time with their children or watch movies.
PRIM GOODS PRIM Goods helps pay for the women to stay with their children at the Primrose Hill facility. Primrose Hill does not require the women who can’t afford rent to pay, and selling these beauty and personal care products helps offset the monthly expense. “At Teen Challenge, we rely on donations,” Lowans says. “We don’t receive any regular funding for having the ladies in our program.” The women at Primrose Hill work on their line of personal care products every day. They learned the craft when some women from Columbia came to the facility to share recipes with the program. PRIM Goods’ trademark is the ladies’ signature that shows up on each product they make — when you buy their product online or at an event, you’re interacting, at least indirectly, with the woman who made it. “What we’re doing is a very unique thing that I am very proud of,” Lowans says. “It really adds value back into the lives of the women.” CBT
Primrose Hill P.O. Box 47, Clark, Missouri Primrosehilltc.com COLUMBIABUSINESSTIMES.COM 31
Woodruff leadership team: Scott Kington, Terry Woodruff, and Shelley Thompson
1992
2003
2004
2005
With an old Macintosh and a folding table, Terry Woodruff opens Woodruff Communications.
Woodruff expands to Canada, opening an office in Calgary, Alberta, to help support work for a multinational client.
Steve Sweitzer joins Woodruff as chief creative officer, and the company is renamed Woodruff Sweitzer.
The agency opens its Kansas City office, facilitating clients who need to fly in and out in the same day for meetings.
32 OCTOBER 2017
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C ELEBRAT I ON S
Power to the People After 25 years, Woodruff becomes employee-owned.
BY BRECK DUMAS | P HOTOG R A P HY BY A N T H O N Y J I N S O N
“THE ONLY THING AN AGENCY HAS to sell is time and ideas. So an agency is only as good as their people,” president and CEO Terry Woodruff says, sitting in the Columbia office of his namesake company. “And I would put our group of 80 employees up against just about any other agency.” Those aren’t just words. The marketing firm celebrated their 25th birthday in robust fashion this spring — along with a refresh of their brand and a name change from “Woodruff Sweitzer” to simply “Woodruff,” the company rolled out a new employee stock ownership plan, making them 100 percent employee-owned. The ESOP has been a few years in the making, and the timing is right, Woodruff says. “I have the best staff that I’ve had in 25 years, so being able to turn over ownership of the company to this staff gives me confidence. I’m comfortable that they understand what ownership means to them and being able to carry the company forward. And they’ve been really excited about it.”
THE EVOLUTION Woodruff first launched during the advent of the desktop computer. Terry Woodruff started with a Macintosh SE, which required the user to have two disks – one was a program disk, the other a working disk – to operate the computer. The firm maneuvered through decades of tech advances. Fax machines. Cell phones. When the printing world transitioned from plates to digital printing, it meant not just navigating their own firm through change, but guiding clients through another wave of innovation as well.
In the early days, the agency had a portfolio that included all types of disciplines in the marketing and communications world. For two reasons, it became apparent that they needed to focus on a few key industries: recruiting and retaining staff and being able to instantly offer solutions to clients. Hiring specialists in key areas means Woodruff is able to provide realtime consumer insights and industry trends without expending time and resources on research. Their main areas of concentration are health, animal health, agriculture, finances, and sports marketing. (The MU athletic department has been a notable client for a number of years.) For an agency that’s mastered crafting brands for other companies, one might wonder what Woodruff holds as their own core value. The answer is freedom. Freedom to be bold. Freedom to experiment. Freedom to challenge. Freedom to act. Freedom to celebrate. “Around here, you define your own future, you define your own success,” says COO Shelley Thompson, who’s been with the firm for 18 years. “If you’re an entrepreneurial spirit anyway — driven, courageous, someone who wants to seize opportunity — the possibilities are endless. You’re going to have the opportunity to grow. We empower our team members to make decisions. Be smart, be able to back up why, but be decisive, be nimble.”
the marketing and strategic communication programs has been incredibly valuable. But the beauty of having offices in Kansas City, Minneapolis, and Columbia is that a lot of recruits are looking at certain geographic locations, so being able to recruit to three national locations has been an advantage. There is no set “home” office in this team environment; each location works cohesively with the others. “All offices work on all pieces of business,” Woodruff says. “We have technology to allow us to work in real time within those teams, so everyone stays connected — Google chat, video conferencing — so no, we’re not geographically exclusive. We’re all integrated as one company.” “We might have an account service member in Columbia, an art director in Kansas City, and a copywriter in Minneapolis, and they’re working on that same client,” Thompson adds. She says that atmosphere is what sets their agency apart. “We want our employees to really feel empowered and really grasp on to the freedom and understand the company’s success is relying on their own, and vice versa,” Thompson says. “‘We Are Woodruff’ is part of our brand, and that also portrays the power of the employees, that ‘every single one of you make up this company, every single one of you can benefit from this company, and you can take on that entrepreneurial, owner-minded approach to everything you do. Do better, work hard, and succeed.’” CBT
BUILDING FROM THE CORE Recruiting and retaining top talent has been paramount to the company’s success. Woodruff says being able to tap into the incredible talent that comes out of MU’s journalism school and
Woodruff 501 Fay St. 573-875-7917 wearewoodruff.com
2007
2015
2017
To celebrate the 150th anniversary of Boone County National Bank (now Central Bank of Boone County), Woodruff helps create the Roots N Blues N BBQ Festival — now a Columbia tradition.
Woodruff enters the Minneapolis–St. Paul market with purchase of Confluence Marketing.
Celebrating its 25th anniversary, the agency rebrands as Woodruff and announces new employee-ownership structure. COLUMBIABUSINESSTIMES.COM 33
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34 OCTOBER 2017
B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
M OVER S & SH AKER S
Movers & Shakers OCTOBER 2017
Kenneth Maher
University of Missouri
Caleb Colbert
Westminster College named Kenneth Maher its new chief financial officer and chief operating officer. Maher brings a range of experience from his previous role as CFO at TCS Education System, where he was responsible for all accounting, finance, organizational strategy, and regulatory functions.
The MU School of Medicine named Dr. Matthew T. ROBINSON chair of the Department of Emergency Medicine. Robison previously was medical director of the emergency department at MU Health Care. The university’s College of Human Environmental Sciences appointed Professor Frances Cogle LAWRENCE as chair and professor of the Department of Personal Financial Planning. MU also announced that Andrea HAYES will start as the interim assistant vice chancellor for civil rights and Title IX at the university. Hayes will make sure the school is in compliance with all Title IX laws, oversee grievance and equity resolution procedures, and provide educational materials and training for the campus community.
The Columbia Chamber of Commerce has elected Colbert, an attorney and shareholder at Brown Willbrand, to the Columbia Chamber of Commerce Board of Directors. Colbert received both his undergraduate and law degrees from MU.
David Dinwiddie Caledon Virtual announced that David Dinwiddie has joined the company to serve in a business development role. Dinwiddie, a Columbia native, graduated from MU with a Bachelor of Science in business administration with an emphasis in marketing. Dinwiddie has worked with sales teams for pharmaceutical and biotech companies Pfizer, Bayer, Johnson & Johnson, and Genentech.
Eric Maly The Food Bank of Central & Northeast Missouri selected Eric Maly as the new director of programs. Maly formerly worked for the Heartland Alliance, in Chicago, where he spent nearly 20 years working with local youth. Maly received a Bachelor of Arts in psychology from the University of Nebraska and a Master of Science in psychology from DePaul University.
John Hall John Hall, co-founder of content marketing agency Influence & Co., has recently published his book “Top of Mind” through the publisher McGrawHill. Hall and Kelsey Meyer Raymond co-founded Influence & Co. in Columbia in 2011 and have since expanded to St. Louis and Kansas City. Hall’s book will continue with the mission to promote strong marketing goals and the practices that will cultivate them.
MAHER
MALY
Stacey Cole Joe Machens Dealerships named Stacey Cole its brand director. Cole graduated from MU with a bachelor’s degree in business administration with an emphasis in marketing. She’s held previous positions at Zimmer Radio Group and ReverseMortgages.com.
ROBINSON
Stu Burkemper Stu Burkemper joined Convergence Consulting as an independent brewery consultant. Burkemper will bring a new expertise to the company, focusing on assisting existing breweries and breweries in planning. Burkemper is an MU graduate.
Hanna Vore Central Bank of Boone County promoted Hanna Vore to assistant branch manager at the Rock Bridge Bank. In her position, Vore will help oversee day to day management of the branch, with particular focus on employee support. CBT
HAYES
COLBERT
COLE
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36 OCTOBER 2017
B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
P E R S ON YO U SH OU LD KN OW
PHIL LEWIS
V IC E PR E SIDENT AND M ARKET MANAG ER | C U MU LU S MEDI A | AG E : 54 Job description: I have the privilege of working with an amazing group of creative professionals and overseeing Cumulus’ group of eight radio stations that serve the Columbia and Jefferson City regions. We also have a digital advertising division, and our team creates a variety of events and publications each year. Years lived in Columbia/MidMissouri: Coming up on four years. Original hometown: Peoria, Illinois. Education: MBA from the University of Missouri–St Louis, bachelor’s degree from Southern Illinois University at Carbondale. Professional background: Other than a restaurant job as a teenager, I’ve always been in some form of media. During high school, I was an editor of the school paper, and I also freelanced for a local weekly — they paid five dollars for each article or photograph that was published. In my mid-20s, I met a radio station manager and was intrigued by the business side of radio. I’ve spent the last 27 years moving from sales to sales management to GM positions. We’ve been in St. Louis, Colorado Springs, Central Illinois, and now Mid-Missouri. A favorite recent project: We really enjoy working with Women's and Children’s Hospital. Q106.1 always does a Christmas toy drive, but each summer we also put on an event called Glamourazzi. Many of the hospital’s patients are able to forget about their medical issues for a few hours and receive some pampering. We have stylists, photographers, crafts, and food. It’s a fun diversion for some very special kids with very real challenges in their lives.
Photography by Anthony Jinson
COLUMBIABUSINESSTIMES.COM 37
B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
“Great radio will continue to be the cornerstone of everything that we do, but we also will need to continue to grow and evolve our mobile platforms, digital advertising resources, podcasting, and audio streaming.”
Why I’m passionate about my job: Every day I get to work in a creative business that serves the people of Mid-Missouri. Everywhere I go, I meet our listeners and advertisers. I hear our stations playing in offices, in restaurants, in stores, and at the gym. People come up to me and tell me how they were moved, inspired, or even outraged at a story we reported. We have the privilege of entertaining and informing people, and we don’t take that lightly. My next professional goal: We remind ourselves that the name of the company is Cumulus Media, not Cumulus Radio. Great radio will continue to be the cornerstone of everything that we do, but we also will need to continue to grow and evolve our mobile platforms, digital advertising resources, podcasting, and audio streaming. Biggest lesson learned in business: Hire character, train skill. How I would like to impact the Columbia community: I want to help our team create really great media for Columbia and Mid-Missouri. If we do our job well, these stations and our hosts 38 OCTOBER 2017
will continue to occupy an important part of people’s daily routine for years to come. I’m generally a behind-the-scenes kind of guy, but it was so rewarding to be at KFRU’s 90th Anniversary back in 2015. When radio stations play a prominent role in a community over the course of many decades, they become a part of the fabric of that community. Greatest strength: I really love the media business. It generally doesn’t feel like work to me. Greatest weakness: I really love the media business. I can struggle to find a good work–life balance at times. The next challenge facing my industry: The way people consume audio is evolving and the radio industry needs to evolve as well — or, better yet, we need to lead from the front. Wherever somebody wants to listen to music or spoken-word programming, we need to be there. What people should know about this profession: It’s an eclectic mix of business and creative personalities. That’s
P E R S ON YO U SH OU LD KN OW
not a comfortable mix for everybody, but we really enjoy the diverse people and projects that we experience on a daily basis. Also, while we have normal 8 to 5 office hours, it’s also a 24/7/365 business. If a piece of technology fails or a software program has a glitch at 3 a.m. on Christmas, someone still has to fix it. We’re never closed for business. What I do for fun: If I have a little time, I enjoy fishing or taking a long weekend in Colorado to hike. When we lived in Colorado, a friend that worked in television invited me to tackle a 14er (a 14,000-foot or higher peak) with him. It was one of the hardest things I had done, but I was hooked. There are over 50 peaks above 14,000 feet in Colorado, and I’ve been able to hike up 26 of them so far. Family: Amy and I were married just out of college. We have three daughters and a son. The youngest two daughters, Paige and Samantha, are here in high school. The oldest daughter, Andrea, just started medical school this fall at St. Louis University. Trevor, the oldest, studied accounting, like his mom, and works in Illinois. We also recently adopted a sevenyear-old Samoyed who is in constant need of affection and could probably benefit from some doggy counseling, if such a thing exists. Favorite place in Columbia: Cosmo Park is a great place to relax and enjoy some exercise or family time. I also like exploring the local restaurants and coffee shops. Put a huge iced mocha in my hand and I’m a happy camper! Accomplishment I’m most proud of: Family. Most people don’t know that I: have an interest in foreign cultures and languages. Our youngest two children were adopted from China in 2001 and 2004, and Paige and I have both studied Mandarin for a few years. It’s a really tough language for a native English speaker because it’s a tonal language. I Skype a few times a month with a friend in Taiwan who’s been helping me, but I’m not very good — just too stubborn to quit. CBT
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what reporters will need to put together a good story, and additional angles to make the story unique. Having a background in the field also helps to build rapport with reporters, from our regulars to the army of student reporters we have in our community. I enjoy visiting with the new reporters each semester and try to make time for each one, whether the story’s just for class or for publication.
Q&A MICHELLE BAUMSTARK Community Relations Director, Columbia Public Schools
1. What’s the biggest challenge of your job? The biggest challenges in my job, and in public relations in general, are being prepared for anything and playing devil’s advocate. I often have to view issues that may impact our district, schools, students, faculty, and staff through different lenses. Whether it’s sharing information or advising leaders on different perspectives, it can be hard, especially when the topic is polarizing. It’s my job to have a communication plan that includes many strategies to reach a wide variety of audiences while also anticipating what people want to know and when they’ll want that information. 2. How did your background in journalism prepare you for your current position? I use the skills I learned at the MU School of Journalism daily. Everything I learned can be applied to my current role in community and public relations. One of the big questions journalists and editors ask is “Who cares?” My experience helps me anticipate when something is newsworthy,
3. You’ve been in this position since 2005. How has it changed, if at all, over the years? There have been a lot of changes not only in how my department functions, but also in the field of community and public relations. The biggest change is how technology has impacted the speed with which it’s necessary to communicate. Backpack mail from your child at the end of the day is no longer fast enough. It has to be texted or posted online in some fashion, and it has to be instant. This has also impacted news media cycles. The press release is dead. It’s not useful in the same way it was 10 years ago, when there was a specific news cycle or you waited for your print newspaper to arrive in the morning or evening. Now news is 24/7 and it’s everywhere. I rarely waste time on press releases, unless there’s a lot of data to communicate. A quick email or phone call with the five Ws to a media contact is enough. Journalists can’t use press release quotes anyway, so an actual interview with the source or a content expert is always better. 4. How are snow day determinations made, and is there a certain “weather window” you use? Ah, the dreaded snow day. The day nobody in administration can win. You’re a moron if you call school off, you’re a moron if you don’t. Believe it or not, there is an amazing amount of effort, gathering of information, and deliberation that goes in to determining if there should be a snow day or a delayed start. Every decision made is done so with the safety of our students and staff in mind. If we can go to school safely, we will, but if conditions suggest otherwise, we’ll put safety first. The first factor to consider is the size and makeup of our district — CPS is 300 square miles of city streets, county roads, gravel roads, and highways. All of those come with different challenges. The timing of when weather will
6 QU EST I ON S
arrive is also a factor. We look at temperatures current, predicted, and past; wind chill; wind speed; previous precipitation; and preexisting conditions, among other elements. We actually have a team of employees that get up in the middle of the night and drive some of our more challenging routes to help determine exact conditions. All of this culminates into a deliberation and discussion among the snow team members and district administration. I have a decision deadline of 5:45 a.m. in order to make the 6 a.m. news. If we can call earlier, we will. The funny thing is that it’s weather — we can’t control it, it can be unpredictable, and forecasts can be wrong. We do the best with what we’re dealt. 5. What guiding principles or values help you perform your duties? Honesty and transparency. It may not always be what people want to hear or how they want to hear it, but it builds trust. Just as journalists have a code of ethics to adhere to, public relations professionals also have a code of ethics and a code of conduct that includes values such as advocacy, fairness, and objectivity. That helps preserve the integrity and the process of communication and informed decision-making. 6. Do you have any funny work stories? The fast-paced environment and multi-tasking in this job can be very stressful at times. In my department, we try not to take ourselves too seriously or we’d probably lose our minds. Laughter is the best cure and we do a lot of that. Part of the job is, of course, visiting with the public, including walk-in traffic. We’ve had visits from a ventriloquist, a medieval knight, and a Roswell alien theorist, among others. Those types of visits certainly make the day interesting and fun. The visitors also aren’t always people. My office used to be next to the science department, when we were located on Vandiver Drive. Their iguana used to escape quite often and sneak up on me in my office. That’ll give you a good scare. (He’s quite stealthy.) My colleague even went so far as to make a bed for it in my office so he’d have somewhere to hang out — we hoped that would discourage him from swinging from the blinds in my office window. CBT
Check out the rest of Michelle's answers to our questions online at ColumbiaBusinessTimes.com. COLUMBIABUSINESSTIMES.COM 41
42 OCTOBER 2017
B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
A Way To Widen Broadway? BY A L GERMON D
IF ONLY WE COULD SUPERSIZE THE streets and alleys that make up Columbia’s central business district. Once again, we’re discussing delivery vehicles and how to integrate them into the fabric of the revitalized downtown area. Downtown Columbia's inalterable, somewhat sub-standard block sizes and street widths are overwhelmed by the latest generation of supersized delivery vehicles ranging from vans and box trucks to full-sized overthe-road semi-trailer trucks. The problem is compounded as more and more supersized vans, SUVs, and pick-up trucks fill the angled parking spaces on both sides of Broadway. The inflated dimensions of most commercially-licensed delivery vehicles can no longer negotiate downtown’s narrow alleys,
many of which have been repurposed for restaurants, retail shops and pedestrians. Delivery trucks now park in the middle of Broadway or on one side of the lesser streets north and south of Broadway. Now there’s talk of sharply reducing commercial vehicle delivery hours to before business commences, but narrowing delivery times strictly for our convenience may not be possible. The vehicles are what they are: supersized. Deliveries have to be made just the same, often from out-of-town points by out-of-town carriers adhering to schedules that may not be to our liking. So what can we do about it? Probably not much, really. But there could be some relief — at least on Broadway, downtown’s widest street —
OPI N I ON
from a novel source out of the avenue’s storied past: the former downtown canopy that was completed in 1968. The canopy’s massive vertical supports rising from the curb where the sidewalk meets the street narrowed this pedestrian passageway by up to a yard on each side of Broadway. Pedestrians adapted and apparently got used to the narrower sidewalks. With the canopy gone, one wonders if there would be any "wiggle room" to cede a foot (or two, maybe even three) on each side of Broadway where the former canopy’s support pillars once stood in order to create a broader boulevard with more space between delivery vehicles parked in the middle of the street and the flanking flow of traffic in both directions. Given that many of the angle-parked vehicles are longer and more substantial, perhaps an additional width of six feet or more on Broadway would provide more breathing room between the rear ends of parked vehicles and the traffic flowing behind them. CBT Al Germond is the host of the Columbia Business Times Sunday Morning Roundtable at 8:15 a.m. Sundays on KFRU. COLUMBIABUSINESSTIMES.COM 43
44 OCTOBER 2017
The status of the changing news-gathering industry in the most media-dense city in Missouri. BY MATT PATSTON
COLUMBIABUSINESSTIMES.COM 45
the media outlet guide Outlets are listed alphabetically by parent company.
THE BUSINESS TIMES COMPANY
Headquarters: Columbia, Missouri Columbia Business Times Magazine columbiabusinesstimes.com
COMO Living Magazine comolivingmag.com
Jefferson City Magazine Magazine jeffersoncitymag.com
CUMULUS BROADCASTING
Headquarters: Atlanta, Georgia KFRU News Talk 1400 Radio station kfru.com
102.3 BXR Radio station bxr.com
Cool 97.5 Radio station kjmo.com
Nash FM Radio station nashfm100.com
KLIK News Talk 1240 Radio station klik1240.com
101.5 KPLA Radio station kpla.com
Q106.1 Radio station q1061.com 46 OCTOBER 2017
SCOTT SWAFFORD STARTED in journalism 27 years ago, when he was a video rental clerk at The Video Castle, in Kirksville. Nobody in town had a VCR yet, so they rented those out too. His boss at The Video Castle was also a reporter at the Kirksville Daily Express, and the runaway success of the video rental business was cutting into his time in the newsroom. He was thinking about shutting the store down. “I said, ‘Well, Todd, I’m a pretty good writer, and I’d much rather be a newspaper reporter than a video store clerk,’” Swafford says. “So he took me down to meet the publisher, and the next day, I was a reporter. I had no editor, so stuff went in the paper exactly as I wrote it. I didn’t realize how much that should have frightened me then.” Swafford started as a reporter at the Fulton Sun when his wife got a job at MU; he left that paper as its managing editor when he moved over to the Columbia Daily Tribune, where he spent two years as a reporter, nine years as assistant city editor, and one year as systems training editor, a position in which he was responsible for training the Tribune’s staff on a new computer system. He moved to the Columbia Missourian as a city editor in 2002 and has stayed there since, handling the scores and scores of young reporters that cycle through Columbia to cover the news, big and small, for a little while. People joke that Columbia, thanks to MU’s venerated journalism program that Swafford has been a part of for 15 years, has the highest per capita density of reporters anywhere in the country; as far as I could find, that actual data doesn’t exist, but it’s not hard to believe. That a city of 120,000 has two daily newspapers, an alt-weekly, three broadcast TV newsrooms, an NPR-affiliate radio newsroom, roughly a halfdozen regularly published magazines (including this one), and a handful of news-focused blogs, talk shows, and various other new media projects is unusual. It’s especially unusual given that the national trends for the industry have been ugly for most of the 21st century. Pew Research found that revenue from professional newsgathering fell by
$30 billion dollars, or about 30 percent, between 2006 and 2014; more recent Pew research isn’t any more encouraging for local publishers, especially those in “traditional” media. But, of course, the density of reporters and news outlets isn’t an accurate barometer of the news economy’s health in Columbia. “The reality is that it’s a competitive environment,” says Randy Reeves, news director at KOMU 8, Columbia’s highest-rated TV broadcaster. “It’s always going to be a competitive environment. And for TV, it’s as competitive as it’s ever been — we’re not only competing against the ABC and CBS affiliates, we’re competing against the Missourian, the Tribune, the [Jefferson City] News-Tribune, and anyone else who has access to the internet and wants to share what they know.” The dividing lines between the city’s media outlets — newspapers, magazines, TV stations, radio stations — have been largely blurred by the advent of the digital, 24/7 news cycle. And as revenues have gone down, as they have for journalists all across the country, news outlets — particularly the ones unaffiliated with MU’s journalism school, which provides a consistent, unpaid reporting corps — have had to compete with fewer resources. The Tribune, still the city’s widest circulating newspaper, has laid off more than a dozen employees since being purchased in the fall of 2016 by GateHouse Media, the parent company of 125 daily newspapers across the country, including nine in Missouri. In an article defending the paper’s cuts, Tribune Publisher Rustan Burton wrote, “A quick comparison of our expenses to another paper of our size would show that we have been on an unsustainable path for a long time.” Burton’s assertion is that Columbia’s quirky news infrastructure — the mix of seasoned, paid journalists and unseasoned, unpaid ones — is still built on the same foundation that local media markets across the country are built on, and that foundation isn’t especially sturdy. Burton’s letter (which included a metaphor comparing laid-off staffers to tree limbs in need of pruning) drew almost universal ire from Tribune
readers. There are still a lot of journalists and a lot of publishers in Columbia. There always will be. But, in 2017, in a Mid-Missouri town, pointing to the number of reporters at every city council meeting is an increasingly ineffective way to gauge a city’s relationship with its corps of news breakers. “Columbia’s growing at a rapid pace,” Swafford says. “And newsrooms aren’t growing to keep up with that.”
MOLDING THE NEXT GENERATION Swafford still edits faster than anyone I’ve ever seen. He edits faster than I can type. He edits faster than I can read. He might edit faster than I can think. When he’s going through a reporter’s story at the computer designated for whoever the Missourian city editor on shift is, roughly in the middle of the newsroom, his fingers twitch and tap constantly, erasing and creating words, punctuation, sentence structures, paragraphs, fluidly sculpting rough copy — often among the first copy someone will ever publish — into something passably professional. I watched Swafford edit like this on my first day doing journalism ever, Labor Day 2014, when I was a student reporter at the Missourian, and I was watching him do it again a few weeks ago. Only this time it was some other poor kid’s copy under the knife. “Alright,” Swafford says. “We’re good?” the reporter asks. “Yep.” Swafford says. The reporter shuffles off. Another one steps up and takes his place. “Hey Scott? You wanted to talk to me about this county commission thing?” The commission was having a closed work session at the Boone County Government Center later that afternoon; Swafford was going to send the reporter out to, as he put it, “politely ambush” one of the commission members afterward to see if there’d be anything to write about. “Alright, do you know where the county government building is?” Swafford asks. He doesn’t. Swafford tells him. “I’m thinking Dan Atwill’s going to be the guy to talk to on this,” he says. “Do you know what he looks like?” He doesn’t.
“Of course you don’t,” Swafford grins. He pulls up a picture of Atwill on the computer and turns the monitor toward the reporter. “That’s him. Really nice guy.” I joke about this a couple minutes later, when we’re sitting in Swafford’s office. “Yeah, he doesn’t know him,” Swafford laughs. “Same thing with city council. I have 18 local government reporters right now, and I bet that one of them can name all the council members. Maybe more.” The vast majority of journalists filing stories in Columbia are MU students, and most of them start their jobs with little to no foundational knowledge about the city they’re covering. Speaking from relatively recent experience, it’s hard to take a deep dive into research for, say, a decade-long debate about power lines in south Columbia when you also have to cram for a statistics midterm. So for the MU-affiliated newsrooms in town that focus on local coverage — the Missourian and its weekly magazine, Vox; KBIA-FM; KOMU 8 — a lot of time is spent getting reporters up to speed. “All the newsrooms have a dual mission,” says Ryan Famuliner, KBIA’s news director. “The first is to serve our audience, the second is to educate students. Ideally, those two overlap, but early in a semester, it definitely tilts more toward educating students.” KBIA has between 50 and 100 students working in some capacity every semester; about 25 of those students are what Famuliner calls “baby reporters,” journalists who are learning the basics and turning in 45-second stories on city council. But KBIA also has three professional public radio reporters doing their own work, and while student reporters are doing day-turn stories, KBIA’s professional staff is freed up to take on more ambitious projects, often in rural areas around Columbia. “There’s so much journalism happening here,” Famuliner says. “I mean, any car crash or fire you go to, there’s going to be six microphones there. So rather than sending one of our microphones there to be the seventh, I’d rather send them out and find somebody no one’s talking to.” Famuliner uses a reporting framework called “The Five Tiers of Local
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News Coverage” to direct KBIA’s reporting. Tiers 1 and 2 are what generally fill up newspapers and local newscasts: car crashes, fires, meetings, etc. Tiers 3, 4, and 5 are meatier — stories that genuinely reflect the unique culture and meaning of the communities they’re about. Famuliner figures that KBIA probably won’t add much value to the local news landscape by covering Tier 1 and 2 stories, so they focus on the bigger stuff instead. “After the election, there was a lot of soul-searching in journalism about like, ‘Oh, we need to get out and talk to people more,’” Famuliner says. “We were kinda already doing that. So now we just need to make sure more people are hearing it.” All the MU newsrooms take some variation on this feature-focused approach. Since they have 80 to 90 percent staff churn every four months, their reporters can’t develop the institutional knowledge and source relationships that, say, the Tribune reporters do. What the MU newsrooms do have is a numbers advantage. The Missourian has 18 local government reporters; the Tribune has two. Each has to play to their strengths. “I think the Missourian has always made an effort to go out there and cover under-covered stories and cover government stories from the perspective of the communities affected by those decisions,” Swafford says. “And I think we do election coverage better than anybody. We take that kind of thing very seriously.” “I think [our audience] is looking for more investigative work than ever before,” says Reeves, from KOMU. “And we’ve done research that bears that out to be true. They want us to be their watchdog, holding everybody from the governor on down accountable for their actions. . . . They’re also looking for good storytelling. Everybody’s going to tell you what the mayor said at the city council meeting, and we’re going to keep covering that, but we want to do more than that as well.” The approach produces good journalism — KBIA and KOMU are both frequent Edward R. Murrow award winners, and the second floor Lee Hills Hall, which houses the Missourian, is
essentially wallpapered with copies of award-winning articles from the past year. But the MU newsrooms are built on the understanding that their competition is also going to do a good job maintaining the day-to-day drumbeat of local news. From the consumer’s perspective, there’s always been a redundancy system, a safety net for local news coverage: with so many journalists running around, somebody will always be covering whatever angle a student reporter might miss. But the safety net is thinning out.
REALLOCATING RESOURCES To hear about the Tribune’s news gathering operation, I reached out to Matt Sanders, who’s been the paper’s city editor since 2013. He said thanks, but that all interviews with the paper have to go through the publisher, Burton, and the managing editor, Charles Westmoreland. I emailed them. Westmoreland declined. Fortunately, the same day he sent that email, Westmoreland also posted the first column in a weekly series the Tribune is calling “Editor’s Corner.” In the first installment, “Keeping promises to staff, readers,” Westmoreland addresses the paper’s ongoing challenge to cope with a reduced reporting staff. “For months our staff was spread too thin as they attempted to carry the workload of their recently-departed colleagues,” he writes. “When a team is spread too thin, planning becomes impossible, training takes a backseat, and in the end quality control suffers. This was one of the first things I addressed.” Westmoreland wrote the paper has cut back on certain content — some of the weekly lifestyle sections and the weekday comics — with plans to reinvest their resources in local coverage. “That’s our first priority, and from listening to your feedback, local news is what you want most,” he writes. The Tribune was founded in 1901. It was the city’s first daily paper. In 1905, the wife of Henry J. Waters Sr. bought the paper for $3,000. She gave it to her brother, Ed Watson, and when he died, in 1935, the paper came back to the Waters family, where it stayed until
2016. The Tribune, under the Waters family’s ownership, became a civic institution — it was part of the permanent cultural fabric of Columbia, something the city was proud of. “During the time I was there,” Swafford says, “I think the Tribune was a really good newspaper — well designed, we were everywhere covering just about everything. But I don’t think it was as good of a newspaper as it was back in, oh, the mid ’80s, early ’80s, late ’70s. Back in those days, it really had a reputation of being one of the best papers in the country, especially for its size.” The Tribune is, of course, still the paper of record, Columbia’s most consistent and reliable source of local news. It’s still a Columbia newspaper. But it’s owned by a company from upstate New York; it’s designed and copy edited largely from Austin, Texas; its website, save from the Tribune logo in the top left corner, is indistinguishable in design from the dozens of GateHouse newspapers across the country. The Missourian’s new tagline, “Read local,” is a not-so-subtle appeal to the sentiment that something distinctly Columbia-esque is missing from the new Tribune. Westmoreland’s new weekly column seems to be an intentional effort to rebuild trust with readers who had read, one year earlier, before multiple waves of layoffs and retirings, “We believe in the newspaper, we believe in its people and we are excited that by leveraging the national resources of GateHouse Media we can take this local company to greater heights than ever before.” Burton’s tree-pruning editorial is right in saying that the challenges the Tribune has gone through are the same challenges that newspapers of its size all across the country are going through — but those challenges can be jarring for readers. Especially in a city that’s built so much pride in its press.
CAPITALIZING ON OUTREACH In a lot of ways, 2017 is a time of opportunity in journalism. Social media has created an unprecedented opportunity for reporters to interact with readers and find new stories; the Missouri-
an’s outreach team, earlier in the year, held “community pitch meetings” via Facebook Live, where commenters could watch a video feed from the newsroom and use the comments section to pitch story ideas to reporters. The two video streams drew about 2,000 views between them. And Columbia’s still a pretty good town in which to do journalism. We’re the biggest city in Mid-Missouri, we’re the seat of our county, we’re home to the biggest university in the state. There’s no shortage of stories to cover or interesting people to meet. Nor is there any shortage of ways to share stories: anybody with a Facebook account can write an article about something they saw or thought about that day and share it with hundreds of other people in their community. Anybody can blog and share it on Twitter. Who’s breaking news in Columbia? Anybody who wants to, really. And if you want to get some news in the paper or on the radio or on TV, you can get in touch with pretty much any reporter you want almost instantly. And there are a lot of talented reporters to choose from, student and otherwise. But the thing about good journalism is that when you’re missing it, you don’t really know you’re missing it. If someone’s incredible life story doesn’t get covered, you don’t know about it. If someone in power gets away with something they probably shouldn’t get away with, you don’t know about it. If Columbia — the supposed town with the most journalists per capita that you’ll find anywhere — is going to continue to have a healthy local press, a lot of that will depend on the community’s active participation. How many people subscribe. How many people tune in. How many people donate. How many people click. How many people share. “Personally, I try to talk up the Missourian a lot more than I used to,” Swafford says. “If I stop at McNally’s for a couple beers after work, it used to be that the last thing I wanted to talk about was work. But now I kind of make a point about it, to make sure people know what we’re up to.” CBT
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JOHN SECOND ACT FOUGERE
Fougere had an interest in public policy and government — his pre-broadcasting plan back in Massachusetts was to be a high school history teacher and coach — so when he was introduced to then Governor Mel Carnahan’s spokesman, Chris Sifford, he seized the opportunity. That meeting led to a call to serve as the public information officer for the Missouri Department of Corrections, a job Fougere held for eight years. The hours and the salary was “more stable,” but it was a stark transition. “It was akin to learning how to swim by somebody throwing you in the deep end and saying, ‘Swim,’” Fougere says. There was “constant media attention” for prison escapes, parolees committing felonies, and executions. “You really, really quickly learn how to handle crisis media,” he says. “But I wouldn’t trade anything for those eight years.” The next job came from Attorney General Jay Nixon, who’d seen Fougere handle communications about missing (and potentially escaped) prisoners who were eventually found inside the old state penitentiary. Nixon offered him the job of press secretary. It was a potentially risky career move for Fougere — it was clear that EDUCATION Nixon would run for governor in three years. But three years later, when Springfield College, bachelor’s degree in English and Nixon was elected to the first of two terms as governor, Fougere was history; MU School of Journalism, master’s degree in appointed as communications director for the Missouri Department of Economic Development. He remembers Nixon telling him: “John, broadcast journalism. here’s the deal. The economy’s not going well right now. And if you By Jodie Jacks on J r. | P ho to g rap hy by Ke i t h Bo rg m eye r don’t do your job well and I don’t do my job well, we’re both going to be POSITION looking for work in four years.” Vice president of communications, In 2013, Fougere left state government for higher education to William Woods University become director of communications for the MU System. The post put him in a challenging position in 2015, when the MU campus was thrust into the spotlight of national media by racial strife and protests. JOURNALISM BACKGROUND As the MU campus tried to find its footing, enrollment declined Television and radio for eight years in Columbia; drastically. In June, some 400 Veteran newsman Scott Charton rues the dwindling number of locallyandUM System positions were eliminated, Peoria, Illinois, And Medford, Oregon including Fougere’s. family-owned community media outlets — those like the radio station that took “It was challenging. It was a chance on him when he was an eager, enthusiastic barely-16-year-old andreally got painful to see it go through that process,” he says. “Hopefully the university will bounce back. I love Mizhis media career started. Leaving the East Coast with his father’s blessing, John Fougere expected zou. I will always love Mizzou.” There’s an uncanny similarity in our stories. IBarely was barely when Norman to be in Columbia only however long it took to earn a broadcasting degree two 16 months after the layoff, Fougere was tapped by William Gallagher hired me in November 1979 to write school news for The Belle Banner, from the Missouri School of Journalism. Woods University President Jahnae Barnett to become the vice presmyshould hometown newspaper. He paid gave me my own office. “My dad said, ‘What a great place. You go out there and spend a me $25 a week identand of communications for the private liberal arts college in Fulton. My headrecalls, swelled too large to notice that the paltry sum foreshadowed things to began in 1990, William Woods has couple years before you move back,’” Fougere smiling broadly. Under Barnett’s leadership, which come —my chosen career consistently paid far less than most professions. That was 1989, but it’s been more than a couple years. transformed from a campus of 700 students to more than 2,000. “Life has a way of intervening,” he says. Life intervened with a stint as a “You can’t say that about a lot of small colleges,” Fougere says. Charton’s sorrow over the far fewer opportunities for young people to connect television sports anchor and reporter, and then with an unexpected career “They’ve been able to really flourish in what is a very difficult market.” with their local newspaper and radio stations is understandable. My worry is in public policy and communications at the highest levels of state governFougere joked that journalists once said he was “going over to the that fewer of the corporate types now gobbling up newspapers can recognize the ment and higher education in Missouri. dark side” when he took a job in public relations, but he’s adamant heady aroma of printer’s ink and newsprint. about staying grounded in integrity. Fougere got “bit by the broadcast bug” while writing for the Springfield “I always thought it was extremely important, when you’re a spokes(Massachusetts) College campus newspaper, and his career trajectory My family lived in an apartment right next to The Belle Banner. I learned that man for an organization, that you absolutely believe in the vision and pointed that direction. He worked in Oregon and Illinois before landing a every Wednesday morning, the clank-clunk-whir coming from the Banner was mission of the organization,” he says. “I’ve been lucky to have that situfour-year stint as a sports anchor at ABC 17 in Columbia, but the somewhat the press spitting out the next edition of the paper. The day a pressman led me ation throughout my career.” low-paying and itinerant nature of sports broadcasting didn’t meld all that into the press room and showed me the guts of the building changed my life Each career has meant mastering sundry subject matter. Jourwell with a new plan to be a husband and father.Some moments in life have a distinctly deep, forever. sacred stop connection to our nalists are primed to be in those types of positions. “I was going to have to move around the country,” tosouls. moveFor up in broadme, that was one of those moments. “If you were a general assignment reporter, you have to master a lot of cast, Fougere notes. He and his wife, Sarah, who operates a catering busiindividuals who to aremove thriving and utilizing skillsYou theyhave picked up asa little bit about everything,” Fougere subjectthe matter. to know ness here, welcomed their first son inMeet 1997.three “I just wasn’t willing journalists, even though they’ve movedsays. on to“If other opportunities. you can do that, you’ll be in demand.” around the country like that.”
Seasoned journalists find life beyond the news cycle.
52 OCTOBER 2017
JOHN FOUGERE EDUCATION Springfield College, bachelor’s degree in English and history; MU School of Journalism, master’s degree in broadcast journalism. POSITION Vice president of communications, William Woods University JOURNALISM BACKGROUND Television and radio for eight years in Columbia; Peoria, Illinois; and Medford, Oregon
Leaving the East Coast with his father’s blessing, John Fougere expected to be in Columbia only however long it took to earn a broadcasting degree from the Missouri School of Journalism. “My dad said, ‘What a great place. You should go out there and spend a couple years before you move back,’” Fougere recalls, smiling broadly. That was 1989, but it’s been more than a couple years. “Life has a way of intervening,” he says. Life intervened with a stint as a television sports anchor and reporter, and then with an unexpected career in public policy and communications at the highest levels of state government and higher education in Missouri. Fougere got “bit by the broadcast bug” while writing for the Springfield (Massachusetts) College campus newspaper, and his career trajectory pointed that direction. He worked in Oregon and Illinois before landing a four-year stint as a sports anchor at ABC 17 in Columbia, but the somewhat low-paying and itinerant nature of sports broadcasting didn’t meld all that well with a new plan to be a husband and father. “I was going to have to move around the country,” to move up in broadcast, Fougere notes. He and his wife, Sarah, who operates a catering business here, welcomed their first son in 1997. “I just wasn’t willing to move around the country like that.”
Fougere had an interest in public policy and government — his pre-broadcasting plan back in Massachusetts was to be a high school history teacher and coach — so when he was introduced to then-Governor Mel Carnahan’s spokesman, Chris Sifford, he seized the opportunity. That meeting led to a call to serve as the public information officer for the Missouri Department of Corrections, a job Fougere held for eight years. The hours and the salary were “more stable,” but it was a stark transition. “It was akin to learning how to swim by somebody throwing you in the deep end and saying, ‘Swim,’” Fougere says. There was “constant media attention” for prison escapes, parolees committing felonies, and executions. “You really, really quickly learn how to handle crisis media,” he says. “But I wouldn’t trade anything for those eight years.” The next job came from Attorney General Jay Nixon, who’d seen Fougere handle communications about missing (and potentially escaped) prisoners who were eventually found inside the old state penitentiary. Nixon offered him the job of press secretary. It was a potentially risky career move for Fougere — it was clear that Nixon would run for governor in three years. But three years later, when Nixon was elected to the first of two terms as governor, Fougere was appointed as communications director for the Missouri Department of Economic Development. He remembers Nixon telling him: “John, here’s the deal. The economy’s not going well right now. And if you don’t do your job well and I don’t do my job well, we’re both going to be looking for work in four years.” In 2013, Fougere left state government for higher education to become director of communications for the UM System. The post put him in a challenging position in 2015, when the MU campus was thrust into the spotlight of national media by racial strife and protests. As the MU campus tried to find its footing, enrollment declined drastically. In June, some 400 UM System positions were eliminated, including Fougere’s. “It was challenging. It was really painful to see it go through that process,” he says. “Hopefully the university will bounce back. I love Mizzou. I will always love Mizzou.” Barely two months after the layoff, Fougere was tapped by William Woods University President Jahnae Barnett to become the vice president of communications for the private liberal arts college in Fulton. Under Barnett’s leadership, which began in 1990, William Woods has transformed from a campus of 700 students to more than 2,000. “You can’t say that about a lot of small colleges,” Fougere says. “They’ve been able to really flourish in what is a very difficult market.” Fougere joked that journalists once said he was “going over to the dark side” when he took a job in public relations, but he’s adamant about staying grounded in integrity. “I always thought it was extremely important, when you’re a spokesman for an organization, that you absolutely believe in the vision and mission of the organization,” he says. “I’ve been lucky to have that situation throughout my career.” Each career stop has meant mastering sundry subject matter. Journalists are primed to be in those types of positions. “If you were a general assignment reporter, you have to master a lot of subject matter. You have to know a little bit about everything,” Fougere says. “If you can do that, you’ll be in demand.”
COLUMBIABUSINESSTIMES.COM 53
54 OCTOBER 2017
MADISON
LOETHEN EDUCATION Bachelor’s degree from Lindenwood University with double majors in broadcast journalism and public relations. POSITION Multimedia marketing specialist, Boone Hospital Center JOURNALISM BACKGROUND ABC 17 reporter, Newsy anchor and producer INTERESTS Her self-titled lifestyle blog and YouTube channel: madisonloethen.com & youtube.com/madisonloethen
The next chapter in Madison Loethen’s journey from journalist to multimedia specialist, blogger and vlogger, viral video star, and focus of one episode of HGTV’s “House Hunters” (which will air this fall) will be challenging to write. Matching the storybook events that have already unfolded for the 26-year-old is a tall order. Loethen grew up in St. Louis, went to Lindenwood College, and came to Columbia to be a reporter and producer at ABC 17. After a year at KMIZ and a year as an editor at Newsy, the multimedia news startup, Loethen had seen seasoned reporters produce and write compelling stories, but she also saw the long, odd hours and the constant challenge that tugged reporters into a news-gathering mindset — even after that day’s news-gathering was over. “I wasn’t sure I wanted a lifetime of that,” Loethen says. “I wanted a work–life balance.” Loethen now uses her skills as a multimedia marketing specialist at Boone Hospital Center, where she produces videos and stories
about patients and hospital staff overcoming long odds, making new achievements in health and medicine, or demonstrating excellence. “I love telling patient stories,” she says. “They are treated by some wonderful people here.” Loethen still sees herself as a journalist, in many ways. “I still use a lot of the same skills,” but instead of giving news, “I’m promoting a company that I believe in.” It’s advice she offers to other former journalists, perhaps displaced by corporate downsizing or looking for a better work–life balance. When she left the news field, Loethen applied for jobs in health care in part because she was a health reporter and producer and also because her family has a history of heart disease. If she wasn’t working for Boone, Loethen says she’d probably be connected with another nonprofit health care organization. But her professional communications career is only part of the story. Her side career started with the engagement ring that led to a viral video featured on “Good Morning America”; Loethen parlayed that exposure into a lifestyle blog and YouTube channel with thousands of followers. And what about that video? As part of a national campaign, Helzberg Diamonds gave Kyle Loethen a chance to get Madison’s engagement ring at no charge — on the condition that he propose in the next 48 hours. Kyle agreed, and the company filmed the next two days for a short documentary that ended with the proposal, Madison’s tearful, smiling “yes,” and Madison asking, “How did you do all this?” (“It’s a long story,” Kyle responded.) Kyle is also no stranger to the camera — he’s a model and actor with a number of St. Louis and Kansas City area television commercials to his credit. The couple will appear on “House Hunters” later this fall. The HGTV show takes viewers behind the scenes as participants check out three homes to decide which one to buy and move into. By the time the episode airs, Loethen will already be a veteran of television and, with her lifestyle passion project, of cyberspace. On her blog, she offers home-spun but classy observations about fashion, beauty, cooking and meal-planning (gluten-free), wedding tips, and more. Her creative energy seems boundless and comes from multiple sources: “Making people smile, sharing a healthy recipe, creating content that’s positive,” she says. Providing fresh and consistent blog material once or twice a week is helping her earn some side money through sponsorships. “It’s kind of exciting to see that take off this year. If it could be more in the future, that would be awesome,” Loethen says, adding that she’s not yearning to leave Boone Hospital yet — she loves being part of the marketing and health team. Her blogging gig and her marketing role at the hospital help Loethen stay on top of current technology trends, popular topics, and effective ways of reaching a target audience. It seems like a good recipe to follow. “I think you just never know what the future holds,” she says. “You kind of have to roll with the punches.”
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SCOTT CHARTON EDUCATION Hendrix College, University of Central Arkansas, and University of Arkansas-Little Rock, majoring in political science and history. POSITION Self-employed, Charton Communications and Consulting, since spring 2008; director of communications for the UM System JOURNALISM BACKGROUND Radio, television, and newspaper; longest chapter was nearly 25 years with the Associated Press Scott Charton’s Facebook page is a steady stream of national events, presidential politics, local happenings — that recent fire at Broil, for instance — and a bevy of pet photos. It’s not unlike the Associated Press news ticker that once click-clacked non-stop news from near and far. Except for the pet photos. His online life certainly features a colorful assortment of his fellow former reporters and broadcasters. But when it comes to dispensing wisdom about life after journalism (he prefers to call it a “second act”), Charton channels Mr. Rogers. The children’s TV star used to tell troubled children to “find the helpers.” There’s abundant confusion among the public about the nature of news: what’s reliable, what’s “fake,” what’s going on. “I would say to confused adults, ‘Find the explainers,’” Charton says. “Journalists who have had long careers, especially specializing in certain beats, are well-situated to be explainers.” Natural curiosity led Charton to a career as an explainer, a storyteller, and a reporter. He was intrigued by Ted Knight’s self-aggrandizing Ted Baxter character on the “Mary Tyler Moore Show,” mesmerized by watching the Watergate hearings, and later fascinated by the Associated Press, the organization that Charton eventually poured himself into for years.
Charton was 15 when he asked for a job at his hometown’s 200watt radio station. He was told to check back after he had a driver’s license. In September 1977, three months after turning 16 and despite a soon-to-be-vanquished fear of public speaking, Charton landed that radio job. His first interview of a public official? That was soon-to-be Arkansas Governor Bill Clinton. Between the first radio gig, dropping out of college, covering the Louisiana State Capitol, re-enrolling in college, and then directing a weekly public affairs television show at the age of 21, he became a broadcast editor for the AP. Six years later, Charton was invited to be the AP correspondent in Jefferson City, a job he held from 1989 to 2001. Charton reported on and rubbed shoulders with elected officials and fellow reporters, building a rich database of relationships and memories. But he was taking a break from the daily grind on an AP-approved sabbatical when the Second Act unfolded. “The allure of getting called out to cover a tornado halfway across the state dimmed in my 40s,” Charton says in his typical, affable fashion. Then-UM System President Elston Floyd contacted Charton for a stint as a “listener” on a statewide tour to get feedback about the system and higher education. The gig with Floyd blossomed into something much more, and Charton was offered a full-time post to reorganize and subsequently lead the UM System’s communications department. “It was an amazing experience working for Elston Floyd,” Charton says. “He knew what needed to be done and had the courage to do it.” Three years to the day after teaming up with the UM System and serving as the chief spokesman, Charton left the job and created Charton Communications and Consultants. In addition to “finding facts, researching, and writing” – basically a journalist who was advocating and not just telling stories – Charton’s self-employment also includes writing speeches and helping produce a pair of Emmy-award winning documentaries for the Missouri Press Association. One of the documentaries chronicled the Joplin Globe staff’s response to and coverage of that city’s devastating tornado in May 2011. Charton is selective when it comes to issues and clients. “I won’t lie for a client, but I will help them put their best message forward.” He also manages an occasional state or local ballot issue campaign, a role that has produced all winners. No political candidates, though. “A ballot issue can’t get arrested or get into an embarrassing position that will end up on Page A1 that someone’s mother or grandmother will see,” Charton says. His most recent success: Boone County’s Proposition 1, which extended the road and bridge sales tax. Charton helped stage more than 30 public presentations in five weeks about the tax. The proposition received 86 percent approval. “On a tax issue,” Charton says. “That was a tremendous source of satisfaction.” Though he’s no longer in the business of journalism, there’s still ample need for the same skills. “You still need credible content and smart communicators,” he says. “You need to say it plainly and help people understand it. And that is my whole practice — and I do it while employing the techniques of a reporter. I’m still getting to do the things I’ve always loved and getting new ways to do it.” CBT
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AdSwapper is poised to change how consumers feel about online advertising. By David Morrison Photography by Keith Borgmeyer
AFTER MORE THAN 20 YEARS as an entrepreneur, Amos Angelovici knows a little something about the process of nurturing an idea all the way from conception to launch. It’s never a chaos-free proposition. “I heard someone compare a startup to where you’re working when the building is on fire and you’ve got to stay cool,” Angelovici says. He’s experienced this numerous times through the Columbia-based businesses he has helped mentor as MU’s entrepreneur-in-residence, as well as through the four companies he founded or co-founded over the past two decades. All that said, his latest company — AdSwapper — is off to a pretty smooth start. The mobile app takes input from users about which categories interest them the most and shows them advertisements that cater to their preferences during the course of their usual web browsing. Users get points for the ads they see and by using a referral system, and they can cash in their points for gift cards, online credit cards, or money in their PayPal account. Angelovici began working on the app about two years ago. Along the way, he was able to secure funding from both the Missouri Innovation Center’s Mid-MO Tech Accelerator Fund and Centennial Investors. AdSwapper launched in July and, right now, is only for use on mobile devices. But Angelovici sees it as something much larger. When he presented AdSwapper to the MIC accelerator fund panel, he did so with a business plan that forecasted the possibility of $100 million in revenue within a few years of launch. “We think this is going to be a new market standard,” he says. “This is going to change the way online advertising works. Once it catches, users will expect to get paid for their time and attention. There is no reason not to. Therefore, everybody will eventually have to pay, and we’re going to be the company that brokers that and makes sure users are going to get paid.” It’s a proposed solution to the problem of ad fatigue, which currently has users scrambling to download ad blockers and publishers scrambling to find ways to still monetize their content through ad sales. So why not make the relationship better for all sides? “I think it’s right on time,” says Bill Turpin, president and CEO of the Missouri Innovation Center. “He can walk into the middle of that [ad fatigue problem] and say, ‘Instead of having nuclear warfare, where nobody wins, let’s have this solution where you agree to give up some of your revenue and we have this reasonable solution where everybody can still win, but the consumer wins a little bit, too.’” COLUMBIABUSINESSTIMES.COM 59
‘IT NEEDS TO BE DONE’ The problem/solution analysis for AdSwapper began when Angelovici was still working on his previous startup, Babator, an automated video content management solution that used a predictive analytics algorithm to forecast what kind of content users wanted to see based on their online behavior. Ad companies are spending mountains of money and hours of market observation trying to figure out what consumers want to see and how they want it to be packaged. Consumers are trying to shield their privacy from targeting efforts by advertisers and avoid as many ads as they can through the course of their day. “There are brands that are paying agencies that are paying networks that are paying publishers to show us ads,” Angelovici says. “But the revenue stops with the publishers. Everybody gets paid except consumers. It doesn’t make any sense, if you think about it. If we walk away or block the ads, nobody makes any money off of it. So I thought, ‘How about we just make the users partners in this revenue chain?’ When you’re my partner in any endeavor, our interests are aligned.” Angelovici describes AdSwapper as the consumer’s “agent” in these interactions with advertisers. Users download the app for free and fill in which categories and subcategories interest them the most. AdSwapper “negotiates” with the advertisers for a portion of the revenue that will eventually go to the user, which advertisers give up in exchange for the privilege of putting their ads in front of their target audience during their normal mobile usage. AdSwapper caches the ads that are pertinent to each user, populates the ads on the sites they visit, and then credits the user when they see the ad. A referral system gives a user credit for 10 percent of a friend’s points on a recurring monthly basis. After accumulating enough points, users can “cash out” for gift cards to places such as Starbucks, Chipotle, and Amazon; online Visa cards; or credits into PayPal accounts. “The whole premise here is if an advertiser wants to show you an ad, they pay you,” Angelovici says. “Just like any other agent, we share a piece of that revenue. We’re interested in you getting more money because we’re going to earn more money. The more you earn, the more we earn. We’d like you to be happy, because if you go away or are not happy with us, we don’t make any money.” Hyper-targeted advertising is at a premium in marketing campaigns. Companies used to target a large swath of consumers when only a 60 OCTOBER 2017
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portion of them would have a realistic interest in their product; now, they can precisely target engaged consumer bases for much less money. The targeting information comes from thirdparty behavioral data companies that map out consumers’ behaviors and interests based on the sites they visit. “This takes the control out of those thirdparty behavioral data companies and puts it into the hands of the consumers,” says Katelyn Duff, chief revenue officer at the Columbia-based Division-D digital advertising company. “If I have an ability to select the ads I want
to see, then make money off of that or have some type of incentive, I’m probably going to be selecting ads that are more relevant to me. In that case, it’s not only better for the consumer but better for the advertiser, because they’re able to target people who want to see their ads.” So the system, theoretically, takes care of both the advertisers and the consumers. But what about the publishers, the websites that serve as platforms for these ads? Websites need ad revenue as an input. If ad-blocking software intercepts those ads, the publishers don’t make as much money. Ange-
GrassRoots Entrepreneurs Quinten Messbarger knows a kindred spirit when he sees one. When Amos Angelovici started as MU’s entrepreneur-in-residence in January 2016, he quickly made the value of his hire clear to Messbarger. “Amos has gone above and beyond,” says Messbarger, vice president of the Missouri Innovation Center. “He cares about this entrepreneurial community. He’s putting his money, his time where his mouth is. He’s doing those extra things. That means the world to me, because that’s how I live. You do it because you love it.” Messbarger points to the GrassRoots Entrepreneurs program as evidence of Angelovici’s commitment. GrassRoots Entrepreneurs gives companies the chance to come to the MIC and present specific problems they’re facing to a group of entrepreneurs. After hearing a problem out, the audience breaks into smaller groups based on their area of expertise and brainstorms possible solutions to present back to the companies seeking help. (You can find more information about GrassRoots Entrepreneurs on their Facebook page.) Bill Turpin, president and CEO of the MIC, said the center has held a handful of GrassRoots Entrepreneurs meetings over the past year and received overwhelmingly positive feedback. “It’s a really good way to introduce problem solving and get people connected up with these companies in a helpful, useful way,” Turpin says. “There’s been a lot of energy around the meetings.” It’s all part of an effort to grow Columbia’s entrepreneurial community by providing the resources and support startups need. “Success breeds success,” Messbarger says. “When the snowball starts rolling down the hill, that’s when things get good.”
lovici sees AdSwapper as a sort of middle ground between ad inundation that irritates consumers and an ad scarcity that hamstrings the content generators. “Somebody needs to do this. It needs to be done. It will happen one way or another,” says J. Michael Roach, creative director at Caledon Virtual, the Columbia-based digital marketing agency. “I’m very interested to see what happens with it.”
"As an entrepreneur, you’re always caught in your own narrative. Everyone thinks their baby is perfect. It is really important to get an outside perspective."
‘CAUGHT IN YOUR OWN NARRATIVE’ Angelovici became an entrepreneur almost by coincidence. In the 1990s, when Angelovici was living in Israel, his roommate came home one day and told him about the new job he had just started, building websites for an internet company. Angelovici was impressed. And then the wheels started turning. “I said, ‘This is really cool, but we can do even cooler things with it,’” he says. So he and three of his friends started a company that built dynamic websites, ones that change depending on the viewer’s characteristics. They published the first online newspaper and online restaurant guide in Israel. “Never looked back,” Angelovici says. He and his wife, Ruthie, moved to Columbia from Michigan in 2015, when the University of Missouri hired her as assistant professor of biological sciences. Once he got into town, Angelovici started surveying the entrepreneurial landscape and talking with Turpin and Quinten Messbarger, vice president of the MIC. By January 2016, he was MU’s entrepreneur-in-residence. In this role, he helps people connected with the university — students, faculty and staff — commercialize their intellectual property. “He’s been really helpful for people that needed advice on how to manage their technology provider. He’s been really patient with those people and spent a ton of time,” Turpin says. “He’s very honest COLUMBIABUSINESSTIMES.COM 61
and upfront and, if he doesn’t think something will ever work, he’s not afraid to tell people.” To put it another way, he’s good at finding the blind spots entrepreneurs develop while they’re shepherding their passion projects. Sometimes, that’s even more valuable than merely being supportive. “You’re constantly challenging somebody, and it’s their idea and their baby,” Angelovici says. “Instead of saying, ‘How beautiful this baby is! How wonderful this baby is!’ you’re pointing out stuff the baby is missing and trying to encourage them and challenge them to grow and figure out answers. “As an entrepreneur,” he says, “you’re always caught in your own narrative. Everyone thinks their baby is perfect. It is really important to get an outside perspective.” Angelovici followed his own advice in the process of creating AdSwapper. He says he “volun-told” Turpin and Messbarger to pick apart his product and tell him what was working and what needed to be improved. Turpin says he has helped Angelovici hone his pitch to investors (since AdSwapper is a bit of an esoteric concept) and connect him with some tech developers. Messbarger has been charged with finding the gaps in the concept Angelovici didn’t know he had and helping find ways to fill them. “Amos is amazing in that he completely appreciates where he’s at as an entrepreneur and what he needs, and he doesn’t allow his past experiences to blind him and make him think he knows it all now,” Messbarger says. “Some folks believe mentoring is cheerleading. I’m not in that camp. If you’re really going to help someone, sometimes you need to be a shoulder to cry on, a cheerleader, but you also need to be the parent with tough love. You need to tell people what they need to hear, because it’s going to save them a lot of pain, suffering, money, and time down the road.” In the lead-up to launch, Angelovici tried to keep AdSwapper under wraps while quietly doing some market research through beta testing and online surveys — engaging in “stealth mode” to keep potential competitors off the trail. Now that the app is a few months old, he’s seeking a new round of funding to help advertise, widen the product’s reach, and bring in new users. The patent can’t really stop competitors from trying to duplicate Angelovici’s product, Turpin says. The key is to get such an overwhelming amount of users in such a short 62 OCTOBER 2017
period of time —potentially hundreds of thousands within the next year — that fledgling companies won’t be able to catch up. Seemed to work out well for Facebook. And, if Angelovici can establish AdSwapper as the leader in the field of monetizing mobile ads for consumers, then he says he can start to expand onto desktop comput-
ers, video-on-demand services, and streaming television. “Our mission is to empower users to become partners in the online advertising market,” Angelovici says. “Why wouldn’t you get paid for all the ads you’re being shown wherever you see it? That’s why we expect this to become a standard. It’s a no-brainer.” CBT
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Nine Tips to Amp up Your Brand Some of Columbia’s most innovative business owners and PR professionals weighed in on some simple, inexpensive ways your company can increase and capitalize on your brand awareness. BY BRENNA Mc DERMOTT
Be awesome all the time. It starts with a little introspection, says Liz Sensintaffar, associate director of communications and outreach at Woodhaven. Improving the visibility of your business starts with a strong company culture that your team always reflects. “If you’re focused on making sure that your business is constantly delivering amazing experiences, your customers are going to tell their friends,” Sensintaffar says. We know it’s all too easy to go viral for the worst reasons, and this kind of organic brand awareness can carry significant weight for consumers. In a 24/7 digital world, there isn’t room for bad customer experiences or inconsistent messaging. Build a company culture around ideas that your team can attach to easily, and then empower them to live that culture every day.
Add a ‘client rave’ section to your monthly e-newsletter and ask a satisfied customer to write a glowing review. If you’re B2B, it allows you to highlight your client’s business at the same time.
Engage in the community — in person and online. Strategic companies often give back (and share with potential customers exactly how they’re giving back). Doing community work as a company will build team camaraderie for your people; the nonprofit will recognize your company’s support, and it’s something to share with your customers. Choose a nonprofit to support with your team, and then ask one of your teammates to write a 300word blog post on why your company is committed to supporting said organization and what action you plan to take.
“Working for a nonprofit, I might be a little biased,” Sensintaffar says, “But I think community engagement is crucial. From sponsoring a little league team to trading services for exposure with a local nonprofit to volunteering at your neighborhood school, there are a lot of ways you can get engaged without having to fork over a load of cash.” If there’s one thing the New Chapter Coaching team is passionate about, it’s nonprofits. The consulting agency uses social media to share job openings, events, fundraisers and more. They also run the annual “Make it Happen” campaign to promote the work of nonprofit leaders and donate back money to three organizations each year. Check them out.
Don’t just sell. Be a thought leader. It isn’t enough to advertise what your business is and what you can offer. To get people to pay attention to your brand, you have to share meaningful information to your audience. That means sharing leadership and organizational development information to make clients better leaders, says Carolyn Sullivan, president and CEO of New Chapter Coaching. It’s called thought leadership, and it’s changing the face of marketing. “Thought leadership is about having the answers of the biggest questions for your customers and communicating that in an educational way,” says John Hall, CEO of Influence & Co. “It’s important to any company that wants to position its brand or employee as an industry expert or leader. This is valuable to build trust and credibility with the audience that you’re trying to influence.”
Make a list of all the topics you and your team are experts in and start planning out what kind of articles you can post to your website (and then promote on e-newsletters and social media) that will be helpful or thoughtprovoking for your clients.
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Make a plan and follow it. Define (and find) your audience. Michael Urban, founder of Harold’s Doughnuts, emphasizes defining and understanding your core customer. “Once a business knows exactly who their core customer is, marketing and sales tactics become much more effective.” (Easy for him to say . . . everyone loves doughnuts.) Sensintaffar says it’s important to consider the audience before writing the press release or ad or content of any kind. “If you know who your audience is and what media they consume, you have a leg up when pitching stories and reaching out to news outlets,” she says. Provide relevant content for readers and you’re more likely to get your foot in the door. Example: If your ideal clients are MU students, maybe the best ways to reach them are through student-run media outlets.
“It’s amazing how many people just wing it,” says Lili Vianello, owner and president of Visionworks Marketing Group. “They don’t know how much they’re spending and make decisions based on what they like, as opposed to what their target audience prefers.” Plan ahead, Vianello suggests. Select the marketing avenues that will best support your goals and avoid reactive investments in the various marketing opportunities that cross your path. Planning ahead makes saying no easier, Vianello says, and it allows you to maximize your chosen marketing tools. The less you have to spend on your marketing budget, Vianello says, the more important it is to have a cohesive message and look. That plan can be fairly simple, by the way. One of New Chapter Coaching’s guidelines: Keep all messaging positive on social media. “We think people want to buy positivity, so that’s our focus, but we’re careful to avoid looking Pollyanna,” Sullivan says.
Don’t know the first thing about a marketing plan? Find a business whose marketing seems to be successful that might have a similar audience. Ask for help in crafting a plan or ask for their template.
Be kind. Yes, even to the media. Build and retain relationships with the traditional media. It’s inevitable — members of the media will reach out to the people they know for expertise. Shouldn’t that be you?
Urban started defining his core customer by analyzing delivery orders — specifically by focusing on the gender of the orderer and where they lived. Then he started to note approximate ages. “If you’re in a retail business, like me, there’s nothing wrong with simply taking time to size up who comes in and out of your store on a daily basis.” Get to 200 and then draw some conclusions about your core customer.
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Sam Fleury, director of public relations at Columbia College, suggests being proactive. Stop by every media outlet that matters to your company (and it might depend on who your core customer is — see tip No. 4) and introduce yourself. Leave a business card, but no gift. It’s a good introduction and makes your next point of contact more likely to be noticed. Make your emails friendly and concise, and always follow up with a thank you, even on occasions when you have to ask for a correction. Remember, reporters aren’t aliens. They’re people too.
For emails to the media, keep it simple. Use an interesting subject line, but don’t be cheesy. “Media members see right through that, and they receive hundreds of emails every day,” Fleury says. Send a personalized note to each contact and provide quick, concise bullet points of information.
Define & convey your brand. Before you can do much else, take some time to figure out who you are . . . then tell people. The New Chapter team includes posts that showcase team personalities, passions, values, and senses of humor. “If folks don’t like us, they won’t want to do business with us,” Sullivan says. Everything can be — everything is — content. Did your team read a good leadership book? Ask an employee to write a short review of it and post it as blog content. Look around at the experiences you have every day. If they impact you, they’ll probably impact some of your audience. Showcasing your brand and your company culture consistently makes hiring the superstars easier too. “We want folks to want to work here because they can tell from Facebook that we have a thriving, fun, engaged workplace,” Sullivan says.
Create a hashtag for company photos or events, then share the hashtag with prospective employees. It will reflect your workplace culture, whether you like to drink wine after 5 p.m. (or before 5, no judgment) or you have a company volleyball team.
Short and simple can do the trick. On a shoestring budget? There are more options than ever to promote your business, and they’re getting more robust all the time. State Farm Insurance spokesman Jim Camoriano says the advent of Facebook Live and other video platforms is vital. “Small business owners trying to muscle into the market should consider Instagram and Facebook video platforms,” Camoriano says. “The key will be having the right message and the right messenger conveying real-time content.” He suggests product reviews, event registration, fundraising, or simple interactions and thank yous to customers. “Short videos have untapped potential,” Camoriano says. Creating any kind of content can seem overwhelming, but it doesn’t have to be long and it doesn’t have to be complicated.
Are you having a staff appreciation day and want to recognize your team (and create great online content at the same time)? Ask them all to fill out a questionnaire about themselves and snap a selfie. Do some minimal editing (spell check is your friend) and spend an hour posting them all on your website. You’ve got content to share for weeks with minimal effort.
9. Intern-ify Your Branding Marketing is an ever-changing, fast-paced world, and sometimes it’s hard to know which tools are right for your business and how to actually utilize those tools. It doesn’t hurt to bring on some young, energetic, inexpensive help to get you started on the right path. “It may sound trite, but bringing on young mobile and app consumers as interns to maximize social platforms is a cliché winwin. They can help increase your visibility, and in turn, you can add credibility to their resumes,” Camoriano says. Interns can be a big help with researching and concepting ideas for tips No. 4, 6, 7, and 8. The best intern experiences tend to be project-based. Give them the parameters, ask for specific outcomes, and then let them work with weekly check-ins. CBT
Ask your intern to research your industry and find companies who do their branding well. Have them develop a report about how their strategies could apply to your business. Your intern will take it more seriously when they know the stakes involve public speaking, so make them present to your team.
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Go
WATCH HER
After 10 years, Citizen Jane Film Festival is taking steps to stand on her own two feet. BY BRECK DUMAS | PHOTOGRAPHY BY ANTHONY JINSON
Get ready to grab some popcorn. The second of Columbia’s annual film festivals will be underway near the end of October, bringing with it independent films often unavailable for viewing anywhere else in the Midwest. Affectionately nicknamed “CJ,” the Citizen Jane Film Festival is internationally recognized — but still an unknown, or at least misunderstood — entity in Columbia. “When I went to Sundance [Film Festival], they knew who we were, but my next-door neighbor in Columbia didn’t know we exist,” says Barbie Banks, executive director of the festival. Now that they’ve become established in the film community, Banks is focused on promoting the CJ brand closer to home. CJ has come a long way over the past decade. What began as a specialized class at Stephens College has morphed into a multigenre, established forum that received more than 1,000 submissions this year. Now, organizers are looking to their next chapter as participation ramps up with both attendees and filmmakers. 68 OCTOBER 2017
Part of that initiative means the event’s volunteers, known as “Janies,” have made it their mission to break out from beneath the shadow of the community’s larger, more established True/False Film Festival, held each spring. By the time CJ rolls around, True/False has already shown some of the year’s best documentaries made by women, so the festival screens more narrative fiction films — to be complementary rather than competitive. CJ also takes place at the end of the film festival season, allowing them to pick up bigger films whose directors want to expand the footprint of a production with one final push. “There’s a lot of collaboration between the programmers [of the two festivals],” says Tracy Lane, executive director of Ragtag Film Society, which operates True/False. “There’s a lot of films that might come up which might not quite be the perfect fit for us, but we might share that information with CJ like ‘Hey, this might be a great fit for you’ and vice versa. I think it’s just Columbia — we work together and want to help each other. It’s a shared audience.”
Barbie Banks and Donna Kozloskie
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NOT YOUR MAMA’S FILM FESTIVAL “A famous musician once said, ‘The greatest thing you can do when having a female music festival is to not call it a female music festival,’ because it instantly turns people off sometimes, and it shouldn’t,” Banks says. “But it is what it is.” She sees CJ’s branding as a “female film festival” in much the same way, which is why the cinematic quality of the festival — rather than its status as a “women’s” film festival — has been the team’s primary focus as the event evolves. Yes, all of the films on exhibit are directed by women. No, that doesn’t mean every film is about breastfeeding or breaking glass ceilings. “We’re not your mother’s film festival. There’s still a place for bra-burning feminist film, but it’s not all like that. There’s something for everyone,” Banks says. Citizen Jane’s audience has transformed over the years. In the earlier days, attendees were naturally comprised of those most familiar with Stephens College. Because of this, Banks says they face certain misperceptions: that the event only shows Stephens-affiliated films, or that only women would enjoy the films. CJ is trying to expand the circle, and is slowly seeing a shift in audience diversity. They track festival-goers with help from the Columbia Convention and Visitors Bureau, and have seen a 500 percent increase in overall fest attendees since 2008. Between 2015 and 2016, they had a 7 percent increase in male attendees, and 15 percent increase in women ages 30-35. There’s also been momentum building behind the change: This year’s event sold more passes during the early-bird sales period than were sold all of last year. Banks attributes this to the community outreach events they’ve held for the purpose of building awareness. “Advertising is great, but you have to get people together,” she says. “We held a free screening at Logboat, and that was the most male-attended event at the festival last year. I think because it was at Logboat. And also [we screened] all horror films.” Her hope is that providing these low-risk, free events for people will continue to expand CJ’s footprint. When Banks took over the festival as executive director in May 2016, her goal was to make the festival a little more fun. While the first day of the fest still involves hard forum conversations addressing women in film, the rest of the events are focused more on celebration: a large scale projection art installation in the North Village Arts District; the presentation of their new Lifetime Achievement Award (this year’s recipient is Linda Woolverton, the largest grossing female 70 OCTOBER 2017
Ruth Anne Burke, Michael Coleman, Donna Kozloskie
Steph Borklund, Linda Pattie, Gabby Galarza
screenwriter in the world); a film school on the first day of the festival; and a “Shark Tank”-inspired film pitch competition to producers, who might purchase their next project.
TACKLING THE FILM BUSINESS Often times, CJ is able to lure in directors and films because of the festival’s reputation for promoting women in the industry. In recent years, gender pay gaps and lack of women in film — both in front of and behind the camera — has become a hot button issue. Forbes magazine
reports that as early as 2013, even the highest paid actresses only earned 40 cents on the dollar compared to their male counterparts. That’s where the social justice part of CJ’s mission plays such a critical role: They partner established filmmakers with up-and-comers, providing a leg up for everyone involved. Actress and director Leonora Pitts (who played parts in “Boston Public” and “It’s Always Sunny in Philadelphia”) was drawn to CJ when one of her films was accepted for viewing last year. She was struck by the sense of community
PLAIN JANE PASS: $65 • Early ticket reservation • Access to all screenings • Access to Citizen Jane late night dance party • Ticketless access
INSANE JANE PASS: $105 • Early ticket reservations • Access to the opening night reception • Access to all screenings • Access to all events • Access to the Citizen Jane Summit, film school, special screenings, music events, live performances, and art installations
she found in the band of women filmmakers roving through Columbia — she calls it an “oasis” that “feels like a tribe.” The first person Pitts met when she reached the event became her future business partner, with whom she just finished a TV pilot. Such collaboration and networking is what’s made CJ a draw for women trying to break through in a tough industry. “Hollywood is a progressive town, but the industry itself is sexist,” Pitts says. “We’re turning a really, really big ship around.” Securing financing is oftentimes the toughest barrier for filmmakers, so landing a slot at a festival means important credibility for a director. In an industry where “Women’s vision isn’t always trusted, women are expected to apprentice longer (than men), it shows you can helm a feature,” Pitts says. “There’s a ton of Hollywood female directors —they’re just not getting a chance to make their films,” Banks says. “I think it’s lack of pipeline. You tend to give jobs to people who are like you, and Hollywood’s run by white males.” The ultimate mission of CJ is to provide a place where that pipeline can be built.
Simply being female-directed won’t mean a film is a shoo-in for CJ. Upon submission, a team of eight people sort through, watch, and rate each film. Prior to this year, roughly 500 submissions were made, but that number has doubled in this year’s fest. Fewer than ten percent make the cut (90 films will be shown this year), while the rest receive feedback and possibly consideration in future years. This means only the best films make it through, but it also maintains CJ’s foundation of film education and growth. Sometimes CJ’s features programmer, Donna Kozloskie, recruits creators, making the pitch to fly them to Columbia and pay them a screening fee. This has proven effective, since producers usually see the value in the festival’s mission. “CJ actively works to change the film industry for the better, which I believe can create a positive impact far beyond film,” Kozloskie says. Kozloskie also works closely with “The Director List,” a database of seasoned female directors, when filling out the festival’s roster. Establishing these partnerships has helped CJ bring together communities in both the film industry and Columbia.
• Access to Filmmaker brunch • Access to Citizen Jane Dance Party • Access to filmmaker hike • Access to the Citizen Jane late night dance party • Ticketless access
INDIVIDUAL TICKETS $10 general public $8 students and seniors
Ty Berry
COLUMBIABUSINESSTIMES.COM 71
CITIZEN JANE TOP FINANCIAL SUPPORTERS • Stephens College • Missouri Arts Council • Convention and Visitors Bureau • Office of Cultural Affairs • Commerce Trust Company • U.S. Bank • Good Wizard • Missouri Film Office • And many individual donors
Ruth Ann Burke, Michael Coleman, Ouma Amadou, Linda Pattie, Steph Borklund
TAKING A LEAP
Kristina Shumate, Morgan McNeal, Gabby Galarza, Ty Berry
Beth Bramstedt, Donna Kozloskie, Molly Murphy, Jordan Lundy, Barbie Banks 72 OCTOBER 2017
Ultimately, the money spent at the box office is what matters. The typical movie-goer doesn’t check to see whether or not a film is female-directed before buying a ticket. This is an issue Citizen Jane is tackling from several angles, and achieving growth is paramount to sustaining their initiatives. CJ expects to host around 6,000 attendees this year; they want to grow that number to 10,000 in the near future. Their aim is to eventually be at zero cost to Stephens (who currently covers 30 percent of funding), operating self-sufficiently so that the school won’t have to worry each year about the fest’s inclusion in their budget. The focus is on bringing the right people to the table; currently, the operation is mostly a volunteer mission with hopes that continued success will mean more hired positions. To get there, the fest has directed their efforts with a broader scope. They’ve already received generous grant support from both the city and state and participated in the CoMoGives charity campaign. Federal funds are also on Banks’ bucket list. She says some of that government funding can really depend on who’s in office. More private donors and businesses have also been stepping in to join the mission. Some do so simply for the advancement of women in film. Others recognize the return on investment not only for their interests, but also for the economic development of the region. There hasn’t been an economic impact study on the Citizen Jane Film Festival itself, but the 2016 True/False Film Fest meant an additional $2 million poured into Columbia over a fourday period, according to a survey commissioned by the Columbia Convention and Visitors Bureau. Rolling out the red carpet (literally) as a destination for film buffs could mean a real payoff for the local business community. “Among us who are passionate about women in film, Citizen Jane is absolutely vital,” says Pitts. CBT
SHOP YOUR TOWN Go online to order your favorite gear for school!
SHIRTWORKSANDMORE.COM COLUMBIABUSINESSTIMES.COM 73
74 OCTOBER 2017
B U SINESS • P EOP L E • IM P ROVE M E N T • F YI
OR G A N I ZAT I ON AL H EALT H
a client testimonial. Make sure your opening matches the purpose and outcome of the discussion. 4. Have an agenda distributed prior to the meeting: Make sure you lay out the agenda
for the meeting according to its purpose and the time you’ve allotted. Putting out the agenda beforehand communicates to everyone why you're getting together and what will happen. This kills the anxiety people may have about not knowing the purpose of the meeting, and it will give them time to prepare. This helps your meeting become more efficient — participants don’t have to process as much information on the fly.
ORGA N I Z AT IONAL H E ALTH
Eight Ways To Make Meetings More Effective BY TON Y RICHA R DS | Fou n de r of C le ar Visio n Deve l o p m e n t G ro u p
ONE OF THE THINGS that kills workplace culture efforts is ineffective meetings. It’s a myth that employees hate meetings. They just hate useless, purposeless, boring meetings. The reality is that most meetings are dull and ineffective. People like to feel productive, and most meetings kill productivity faster than sunshine melts a snowball. Considering the high percentage of people who view meetings as useless and boring, you have the opportunity to improve your organizational climate by making your meetings more dynamic. These eight ideas for effective meetings can make a dramatic improvement in planning, experience, and outcomes. 1. Have a clear purpose for the meeting:
Leaders often make the mistake of trying to mix in components of what should be multiple meetings into one meeting. Facilitators may mix in some project discussion, a company update, and some training or development into a single meeting. The result is that the team only retains their favorite parts of
the meeting, or they’re just confused. What you should be having is an effective meeting focused on achieving a single objective. Enhance your meeting by committing to a singular purpose, whether it is educational, informational, or planning-oriented. 2. Carefully budget the time needed for the meeting: Sometimes managers will book a
time for a meeting without considering how long the meeting will be. It’s over when it’s over, right? Wrong. When you set time limits and deadlines, it brings focus to what you are doing. (Keep in mind that 90 minutes is about as long as participants can sit without a break.) Having a set time frame will build your facilitation skills as you challenge yourself to conduct the meeting, cover everything with participation, and close it strong within the timeframe you set. Remember, meetings are like purses: Whatever size you buy, you will fill it up. 3. Have a strong opening: Depending on the
purpose of the meeting, have a strong opening planned. It might be a quote, a video, or
5. Don’t be afraid of conflict: Some lead-
ers may not want to distribute the agenda in advance because they’re afraid of conflict. Some may not want to address issues in a meeting for the same reason. This is a leadership sin. Conflict is good among teams. Well-facilitated discussion brings better conversation, better ideas, and better relationships. That’s exactly what a meeting should be, so don’t shy away from it. 6. Document who is accountable: Do not
end the meeting without reviewing who is doing what and when. If this is simply an informational meeting in which you are debriefing your troops, this step may not be necessary, but in project meetings, training meetings, and development meetings, you need to follow this process. 7. Have a powerful closing: Put some thought
into how you’re going to close the meeting. You need to vary your closing depending on the purpose of the meeting. Again, you can use a quote, a video or an affirmation to someone on the team. One move I particularly like is telling all participants that they must shake hands with one another after the meeting. You can vary this as your company culture allows. 8. Distribute notes from the meeting: Make
sure that someone is taking notes during the meeting that match the agenda. It’s hard to take notes and facilitate, so you may need to designate someone else to do this. At the end of the meeting, simply take the original agenda and the notes for each item, along with who is doing what by when, and send it out to everyone in attendance. CBT COLUMBIABUSINESSTIMES.COM 75
BU SINESS • P EOP L E • IM PROVE M E N T • F YI
M AR KET I N G
Your interests are predicted almost before they happen.
MARKETING IMPLICATIONS FOR YOUR BUSINESS Is search really dead? No, not yet. But this move by Google is reason to take note of a significant shift in consumer behavior. If you haven’t explored ways to get yourself into those personalized, predictive feeds, start now. The future may belong to marketers who figure out how to “beat the search.” Here are three ways to start:
1. Use location. You may know mobile
MA RKET I NG
Is Search Dead? BY JAMIE PATTERSON | Director of Digital Services, Business Times Interactive
THANK GOODNESS FOR CURIOSITY. Curiosity brought us electricity, antibiotics, airplanes, smooth roads, air conditioning, motion pictures, chocolate, coffee, and a million other lovely things. Curiosity is a quality so inherent in humans that Google, in a little more than a decade, built a $500 billion business around it. So wouldn’t it be the ultimate paradox if the world’s most successful curiosity-based business actually contributed to curiosity’s death? That may be exactly what’s happened. In a frightening twist, Google has begun preparing for a world where people are simply less curious. With the launch of a personalized information feed on its mobile app, Google has deviated from its iconic blank, lone-search-box search page. Since its founding in 1997, Google has never, ever done that. That blank page said something (not literally — that would defeat the purpose). It said: “Search is who we are. It’s what we do best, and it’s our fundamental mission. Google.com may be one of the most visited web pages in the world, but we do not use it to sell advertising space, or to feed content to you. Therefore, you can trust what you find using Google.” So you see, this quietly-released app update is a massive statement — bigger, in my opinion, than any previously released Google project. But why is this happening? Well, think about it. We’ve always used our curiosity to make life eas76 OCTOBER 2017
ier. It’s hard to walk 800 miles, so we found a way to fly. It’s hard to sit in a hot building all day, so we found way to cool it. It’s hard to know everything, so we gave you a tool where you can find out anything. We’re now innovating out the last step. It’s hard to look for information, so allow us to feed it to you before you even know you want it. Goodbye, curiosity. Hello, predictive content feeds. Personalized content newsfeeds are not new. Social media has exploded because of them. What’s new is the idea that the Western world has become so accustomed to newsfeeds that people are losing the drive to search. Each year, this technology improves and content feeds are further perfected. They get better at predicting your momentary whims before they happen. Because of this, you love your feed, and you may not even realize why. Picture this. You’re a 32-year-old married woman living in the Midwest. You have one child, age 2, and you are served a PSA about birth defect prevention with folic acid. You suddenly realize you may be ready for your second child. Or maybe the miles on your SUV just started to bother you, and you now see ads for a newer model and articles about best-rated family cars popping up in your feed before you’ve even started shopping. Your content and advertising delivery no longer begins with a search.
devices with GPS are pervasive now. You may know local search engine optimization can make a huge difference in business. Now, take it a step further. Use social advertising tools and mobile tools that can show ads to your target audience when they’re near you — before they’ve searched.
2. Use big data and predictive analytics to profile your customer and target your ad spend. Think you know exactly who buys from you and why? Unless you’ve had this professionally analyzed, you might not. Market research firms have new ways to apply big data to your customer database, create a detailed segmentation profile, and build predictive models to increase the efficiency of your ad spend. Then, you can deliver your message to people who would’ve been likely to search for you — but before they search.
3. Use behavioral targeting. Past behavior is the best predictor of future behavior. Our online activity creates a trail of data that tells our story, and digital platforms continue to get better at using that data trail to deliver highly relevant ads to consumers. Behavioral targeting is a great way to get smart, predictive feed placements. I truly hope we never stop searching. As a marketing strategist, I enjoy making advertising more relevant to the consumer, but search marketing is still my holy grail. I don’t like imagining a world where we’re fed all the information we want to know before we want to know it. I hope curiosity doesn’t disappear, because our world is far from perfect, and we desperately need it. So celebrate the next time someone searches for your business — it’s a sign of life. CBT
B U SINESS • P EOP L E • IM P ROVE M E N T • F YI
POLI CY
rural and urban school districts, meaning that any district could use the visiting scholar certificate as a short-term solution.
TRANSPORTATION TALK
P OL IC Y
Help Schools with Creative Solutions
BY JERRY DOWELL | Director of Government Affairs, Columbia Chamber of Commerce
AS THE ECONOMY STRUGGLES to recover, with less revenue available for the state to spend on functions of government, we need to find creative solutions in our problem areas. One of these areas is public education. The Learning Policy Institute, a national education think tank, reported school districts in every state are experiencing teacher shortages in key subjects like math and special education. If the trend continues, there could be a nationwide shortfall of 112,000 teachers by 2018. According to the U.S. Department of Education, public schools in 48 states and the District of Columbia report teacher shortages in math, 46 states report shortages in special education, 43 in science, and 41 in foreign languages for the 2017–2018 school year. Many school districts are trying to do more with less, resulting in larger class sizes or the elimination of certain subjects altogether. These problems are exacerbated by the declining number of college freshman enrolling in teacher education programs (by 35 percent between 2009 and 2014). So, what do we do?
FILLING THE GAPS CPS Superintendent Peter Stiepleman is leading by example. He has championed innova-
tive ideas that would help improve public education, and we should do everything we can to assist him in that effort. The first is known as the Visiting Scholars Certificate. Over the last few years, Rep. Kathryn Swan (R-Cape Girardeau), chairwoman of the House Committee on Elementary and Secondary Education, has sponsored a bill that creates a Visiting Scholar Certificate, which can act as a license to teach in public schools. This policy would allow school districts to attract professionals who have a lifetime of experience in a field and want share that knowledge in the classroom. The initial bill was drafted to alleviate teacher shortages in specific programs, like career and technical education, but the certificate could potentially be used to fill shortages in other subjects as well. There shouldn’t be a substitute for teacher preparation programs and professional certifications, but we need to prepare for teacher shortages in hard to fill areas such as world languages and higher-level math and science courses. The certificate would help get qualified people in the classroom. It may even inspire these individuals to go back to school to get their teaching degrees, which helps further alleviate teaching shortages. This solution is equally advantageous to both
CPS spends roughly $12 million dollars each year on transportation while seeing only $1.8 million in state assistance. The money that districts spend on transportation is money they don’t spend on programs directly affecting students’ education. We anticipate that, as state revenues decline, transportation aid will be cut again, which means school districts will have to cover the difference. The level of money spent is hard to reduce in Columbia. CPS is one of the largest districts in the state geographically at 300 square miles — the North Kansas City school district, for comparison, is 69 square miles. The North Kansas City School district is an urban and suburban district with approximately 500 more students than Columbia, yet it spends half the amount on transportation that CPS spends. One of the creative solutions endorsed by the Columbia Chamber of Commerce, CPS, and the Columbia City Council is to consider using the city’s public transit for shuffling students to and from school. There would be an opportunity to increase ridership of city buses while reducing the cost to public schools. This solution is modeled after a program in Madison, Wisconsin that uses public transportation as one of the many options available to the school district and parents. There are some hurdles to clear. Missouri’s lengthy Code of State Regulations and Missouri Revised Statutes dictates requirements for background checks, the operation of buses, and the type of buses allowed to transport students. (It outlines in the state code, for example that public school students must ride on a yellow bus.) But if we allow school districts to explore options used in other states to lower the amount of money spent on transportation, everyone can win. Legislation filed in the last two legislative sessions by Sen. Caleb Rowden (R-Columbia) would allow school districts and municipalities to discuss if this arrangement would be feasible. If the details can’t be worked out, nothing changes. If a solution can be found, everyone wins. The school district, the city, and the taxpayers will all see the benefits. One last fun fact: All students under the age of 18 can ride public transit for free in Columbia. Think about it. CBT COLUMBIABUSINESSTIMES.COM 77
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78 OCTOBER 2017
B U SINESS • P EOP L E • IM P ROVE M E N T • F YI
Now Open!
R EA L ESTAT E
Commercial Vacancies Remain Low BY MIK E GRELLNER | Vice P re side n t , P laza Co m m e rc i a l Re a l ty
THE STUDENTS ARE FLOWING BACK into town and all things related to the University start to show themselves in a big way. I've yet to see a three-seater couch on the roof of a two-door sedan secured by arms out the windows — that's been concerning to me, but the higher percentage of vomit on sidewalks downtown put me at ease. Of course, there aren’t as many students back as we’re used to. As a result, our tone when we talk about them has a little different inflection. Rather than the typical rejoicing we’d hear about their re-entry into our community — and the subsequent economic stimulus — we're hearing a tone of concern. The business community is asking itself: What will our bottom lines look like as a result of far fewer students at MU again this year? Will another decrease in enrollment happen next year? If so, how many more times will it happen? How do we rebound and reverse that
trend line to reach (and, dare I say, surpass) some of our previous enrollment highs? There is no doubt — the news is not good. I feel for the businesses that will be impacted negatively by the change and for the employees at the university who have lost or will lose their jobs as a result. In our office, we’re fielding calls and questions on a daily basis related to what impact we foresee the enrollment dip having on the commercial industry. Our best and only answer at the moment is that we really don't know. There is no crystal ball in our industry that can provide that level of clarity. What I can tell you is I think we are well positioned to handle it. Commercial vacancy rates for retail, office, and industrial space in Columbia are dramatically lower than the national average, and well below St. Louis and Kansas City. These low vacancy rates are a direct reflection of our low unemployment rate, which currently sits at
R EAL ESTAT E
Commercial vacancy rates for retail, office, and industrial space in Columbia are dramatically lower than the national average, and well below St. Louis and Kansas City. less than 3 percent, a staggeringly low figure indicating a robust local economic climate. It's my hope that those who will lose jobs because of MU's budget reductions will find new and rewarding roles in this community. Our vacancy rate is low because employees are filling offices, cubicles, warehouses, and other commercial facilities across this community. And local companies are continuing to hire, thereby pushing those vacancy rates lower. There are a lot of positives, with a capital P, in this community. (Speaking of capital P, there are some people with the last name of Porter that could be critical pieces of changing the dialogue at MU this fall and winter.) A little excitement and the atmosphere it brings, mixed in with the many other great things MU and Columbia has to offer, can change the enrollment trend line and change it quickly. But it won’t happen with us being quiet about it. From our everyday conversations to billboards in St. Louis and Kansas City, we have to promote this town, this university, and all of the great things that are going on here. I'm starting with commercial real estate. Despite all of the bad news, all the questions, and all concerns, our market indicators are strong right now. Our inquiries and interest in vacant space are comparable to previous years. Dirt is moving, buildings are going up, and the employees are filling those buildings and being productive. Today, that is my best — and only — answer. CBT COLUMBIABUSINESSTIMES.COM 79
BU SINESS • P EOP L E • IM PROVE M E N T • F YI
ASK AN N E
Q I work in an office that has one person who is a newer entry into the workforce. She’s a very nice person, but her demeanor is just not professional. She’s short with people when answering questions, takes shortcuts when she shouldn’t, etc. I know she’s not the right fit for our company. How do I tactfully terminate her employment?
A SK A N N E
Entering and Exiting BY A N N E W ILLIAM S | P re side n t , JobF in de rs E m p l oy m e n t S e r vi ce s
Q I’m hoping to go back to work after being out of the workforce for some time. I don’t want to take just any position, but I don’t really know where to start.
1. Define the terms of your work. Think back
to a job you loved, or a class in school where you soared, then answer these: • What does your ideal day look like? • What is your ideal work environment? • What kind of people do you work best with? • Do you enjoy working with a team best or do you enjoy working alone best? • How many hours a day are you committed to working? • Do you want to go home at the end of the day and leave work at the office? • How far are you willing to drive to get to a job? • How much flexibility do you need and want? • Do you like project-based work or ongoing, day-to-day routine work? 80 OCTOBER 2017
I’ve learned that there are a few things you should do to terminate an employee effectively, fairly, and gently. Most of all, I’ve learned to avoid making snap decisions: to take a step back and think about it for a day before taking the next step. • Don’t wait until Friday. Get it over with
quickly and early in the week. Let everyone move on. • Bring a hankie, a witness, and informa-
Answering these questions before starting back to work will help you define your ideal work situation. The perfect environment may not appear, but at least you’ll have a roadmap for what you’re looking for. 2. Utilize your network. Tell everyone you’re
re-entering the workforce. Make sure to let your network know the terms you’re looking for in a new position. If you’ve been out of the workforce for a long time, I suggest identifying a few new role models — people you admire or ones who work for companies you find interesting. Ask them to lunch and talk about what they do and what they like about their company. People love to talk about themselves! In the short run, these new “friends” may help you get a meeting.
tion. You’ll need to explain the reason for the
termination — be brief and avoid an argument. Provide any exit information he or she will need and let the person know about future references, benefits, termination compensation, or separation agreements. • If applicable, offer a written referral.
Sometimes, people are just not a good fit for one reason or another. If it’s a case of fit rather than attitude, you might want to offer a referral during the termination. If you’re not permitted to do that in your role, make sure to express you’ll be a personal reference. But don’t write a reference you aren’t prepared to back it up — that is, don’t offer a reference if they don’t deserve it.
4. Use resources. Check out online resources,
It's never an easy decision to let an employee go, but it is often the right one. I've had people hug me after such a meeting! It truly can be the best decision for everyone. Just make sure you go about it the right way. CBT
like the Missouri Workforce Development website, and staffing agencies. You can access training seminars, mock interviews, and more from these resources. Good luck.
Anne Williams is not an attorney. All content in this column is not guaranteed for accuracy and legality and is not to be construed as legal advice.
3. Get new skills, if needed. Are your skills out-
dated? An initial investment of time and money may be valuable as you re-enter the workforce.
B U SINESS • P EOP L E • IM P ROVE M E N T • F YI
B U SI N ESS SM AR TS
you’ll need to trust them with sensitive financial information. Interview at least three candidates. Con-
sider at least three candidates for a job to better understand your options. When interviewing candidates, look for an accountant with significant experience that is specifically in the area you need. Ask about the types of services they provide and their areas of expertise. Some firms will be able to provide more in-depth services, such as financial planning advice, retirement planning, and employee benefit planning, while others may specialize in preparing tax returns and financial statements. Get to know the people who will be working with your account.
B U SI N ESS S MARTS
Choosing the Right Business Accountant BY SEAN SP ENCE | Re gion al D ire ctor, Be t te r B u s i n e ss B u re a u Co l u m b i a
FOR ANY SMALL BUSINESS — or even for individuals — choosing a skilled accountant is one of the most important decisions to be made. A good accountant can help a business grow and become financially strong; a bad accountant can do the opposite. Here in Columbia, we recently saw one of the worst case scenarios, a case in which an accountant was scamming clients, not filing tax returns with the state or the IRS, and keeping the tax payments for himself. It took years for the authorities to figure out what was happening. Today, the accountant is in jail and many of his customers are dealing with the repercussions. Of course, this really is the worst-case scenario, but it also highlights how important the choice of an accountant is. The Better Business Bureau offers businesses the following tips for choosing an accountant: Seek referrals. Talk to people you know and
respect — colleagues, your banker, or other business professionals — and ask them to refer an accountant they know and trust. Another source for trustworthy CPAs is the Missouri
Society of Certified Public Accountants website. Always check out candidates at columbiabbb.org, where you may find reviews or complaints from previous clients. Check credentials. If the accountant is a CPA,
he or she must obtain an undergraduate degree, pass an exam, and meet experience requirements. CPAs must also take continuing education classes to remain licensed and certified, and they must meet certain ethical accounting standards. If someone you’re considering is not a CPA, then you want to check other certifications and education. Ask prospective candidates what certifications and education they have, and do your own research online to understand what they mean. Consider size. The size of your company
and the amount of work you have to do should help determine the size of the accounting firm you choose. Large accounting firms have more resources, but small firms tend to provide more personalized service. Whichever route you take, be sure you feel comfortable, because
An experienced accountant will cost more — but they may be worth the money. Ask for references. Request that the accoun-
tant or firm provide references and then take the time to contact them. Ask the references how often they’re in contact with the accountant throughout the year, what type of services the accountant provides for their business, and if they’re satisfied. You can also flip the script and ask if there are things they wish the accountant would do differently. Discuss fees. Be sure to ask up front about ser-
vice fees, and get it in writing. Get an estimate of the annual cost for the services you’re purchasing and compare the bid with the other accounting firms you’re considering. Keep in mind that an experienced accountant will cost more — but they might be worth the money. Choosing your company’s accountant is one of the most important decisions you will make. After all, the person who handles your money is pretty important. So take your time, do the work, and find someone who will really meet your needs. CBT COLUMBIABUSINESSTIMES.COM 81
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BU SI N ESS • P EOPL E • IM P R OV EM EN T • FY I
New Business Licenses OCTOBER 2017
Ms. Harris Cleaning
GL Handyman
Sonny Services
Service
1603 Tundra Ct. 573-489-7242 Handyman service
2112 E .Business Loop 70 573-239-1587 Painting, power washing, construction
607 McBaine Ave. 573-554-0257 Cleaning service
Ming’s Painting and Jasany Home
Handyman Service
Jenny Craig #721
1400 Heriford Rd. 573-777-5975 Home furnishings – interior design
204 Nikki Way 573-529-9984 Handyman services
2101 W. Broadway 573-447-4223 Retail sale pre-packaged frozen/shelf stable food
Next Evolution Coaching The Information Source
and Consulting
1401 Berwick Ct. 573-446-1677 Service provider of direct mail
5802 Oswago Cir. 573-201-4374 Consulting, coaching, retail
Fretboard Coffee
Dennis Gagnon LLC
1013 E. Walnut St. 573-227-2233 Coffee truck
1206 Castle Bay Pl. 913-735-0219 Voiceover narrations
Diamond Construction
KnockerballComo LLC
and Contracting
919 Oak Haven Dr. 573-881-0558 Knockerball rental
3512 Teakwood Dr. 660-815-7647 Construction, remodeling, subcontracting
Room of Requirements
Gates Enterprises
Boutique
5137 W. Georgetown Dr. 573-445-9962 Outdoor/indoor game named Tossink-it!
2608 Burrwood Dr. 573-324-7279 Online fashion merchandise Emily L Griesbaum LMT
Billy Hinson Whole Hog
1300 Blue Ridge Rd. 573-489-4893 BBQ food trailer
19 E .Walnut St. 979-824-5113 Licensed massage therapist Camacho Coffee
Suite D, LLC
3901 S. Providence Rd. 573-814-0109 Auto sales
500 Big Bear Blvd. 660-537-1983 Wholesale coffee
573-424-4811 General contractor
1109 Club Village Dr. 573-514-1223 Wellness pkgs to companies
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Executive Tailgating
2513 Chelan Cir. 573-999-4012 Tailgating trailer to be rented for events Dream Dawgs & Catering
212 E. Green Meadows Rd. 573-202-3451 Mobile push cart Missy Garino Skincare & Lashes
2600 Forum Blvd. 573-673-8999 Esthetics, skincare, lash extensions, waxing Club Impulse and Rehab Room
2508 Paris Rd. 573-424-8450 Nightclub and bar Slim Chickens – Mobile Unit
2641 Trimble Rd. 573-514-7680 Slim Chickens mobile unit Drinkraft
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B U S I N E SS • P E O P L E • I M P R OV E M ENT • FYI
FR. TOLTON CATHOLIC HIGH SCHOOL
Economic Index LABOR
HOUSING
(not seasonally adjusted)
July 2017
UNITED STATES
Total single-family home
July 2017 – United States
sales: 235
Labor Force: 161,911,000
Existing single-family home
Employment: 154,470,000
sales per month: 202
Unemployment: 7,441,000
New construction single-
Rate: 4.6 percent MISSOURI
Labor Force: 3,096,906 Employment: 2,972,066 Unemployment: 124,840 Rate: 4 percent BOONE COUNTY
Labor Force: 97,698 Employment: 94,848 Unemployment: 2,850 Rate: 2.9 percent
SPIRIT HEART
MIND
BODY
PLEASE JOIN US FOR AN OPEN HOUSE! Sunday, November 5, 1-3 p.m. Come meet with faculty and students to learn about our academics, faith, community, and activities! Questions? Contact Laura Sasser at lsasser@toltoncatholic.org
3351 E. Gans Road, Columbia, MO 65201 573.445.7700 | toltoncatholic.org 84 OCTOBER 2017
COLUMBIA
Labor Force: 66,556 Employment: 64,597 Unemployment: 1,959 Rate: 2.9 percent
family home sales per month: 33 Single-family active listings on market: 693 Single-family homes average sold price: $215,242 Single-family home median sold price: $178,000 Single-family homes average days on market: 38 Single-family pending listings on market: 148
UTILITIES August WATER
August 2017: 49,060 August 2016: 48,856
CONSTRUCTION
Change #: 204
July 2017
Change %: 0.418 percent Number of customers
Residential building permits: 72
receiving service on September
Value of residential building
1,2017: 49,201
permits: $8,583,861
Commercial building
ELECTRICITY
permits: 20
August 2017: 50,117
Value of commercial building
August 2016: 49,182
permits: $4,737,312
Change #: 935
Commercial additions and
Change %: 1.901 percent
alterations: 18
Number of customers
Value of commercial
receiving service on September
additions: $2,973,933
1,2017: 50,147
CBT
B U SI N ESS • P EO P L E • IM P R OV EM EN T • FY I
D E E DS OF T R UST
Deeds of Trust
NOW AVAILABLE FOR LEASE
PROFESSIONAL OFFICE SPACE
WORTH MORE THAN $548,000
$4,400,000
$1,087,800
$708,300
Harpo’s Cherry Street LLC Country Club Bank Lt 155 PT Columbia
Frick Family Trust, The Meriwest Credit Union LT 1 DG Plat 1
Stensby, James D & Julia Landmark Bank Lt 21 Arrowhead Lake Estates
$3,506,000
$1,080,000
Nursery Heights Development Group LLC Hawthorn Bank STR 9-47-13 /SW/SW SUR BK/PG: 1777/268 AC 25.07 FF TRACT 2A
Homeview Developments LLC Maranatha Properties LlC LT 1B Rock Quarry Pud Plat 2 $1,025,000
$2,867,000
Uptown Investments LLC Central Bank of Boone County LT 1 Columbia PT LOT 143-144
Winscott Properties LLC Hawthorn Bank LT 10 Douglas Sub Plat 1 $1,025,000
$2,456,000
Questec Properties LLC Landmark Bank LT 6B Boone Industrial Park North Block 2 $2,108,000
Uptown Investments LLC Central Bank of Boone County LT 15 PT FF Turners Add
Winscott Properties LLC Hawthorn Bank LT 10 Douglas Sub Lot 11A & 11B $875,025
Perry, Justin & Kathy Simmons Bank Lt 29A Arrowhead Lake Estates Plat No 2
$1,375,000
$857,800
Boyd, Scott & Beverly Rev Trust Landmark Bank STR 31-48-12 //S SUR BK/ PG: 620/396 FF TRACT 15 & 16 W/EXCEPTIONS
Smith, Matthew J & Emily K Central Bank of Boone County LT 480 Thornbrook Plat No 13 $857,800
COMO Urban Housing LLC The Callaway Bank LT 9 McBaine Western Add
Smith, Matthew J & Emily K Central Bank of Boone County Lt 114 Heatherhill Estates Plat 1
$1,088,000
$790,000
Real Estate Investment LLC The First State Community Bank STR 4-47-12 //NE SUR BK/ PG: 4251/31 AC 19.89 FF LOT 16
JQB Construction Inc Central Bank of Boone County STR 32-48-13 //SE SUR BK/ PG: 881/902 AC 38.87 FF TRACT 1
$1,124,800
$700,000
Baker Development roup Inc Landmark Bank LT 501 Highland Circle Plat 5 $614,808
Walker, Raymond IV & Laine Bank of England STR 8-47-12 /NW/SE SUR BK/PG: 513/621
New River Region Credit Union Building • 3,000 S.F. of office space • Conveniently located at Carter Lane and Huntridge Drive (near Macadoodles) • Call for more details.
$595,000
Weter, Dustin & Kelci The Callaway Bank STR 4-46-12 /N/NW SUR BK/PG: 1175/360 AC 5 FF TRACT 2 $592,000
Hustedde, Blake Alan & Tiffany Nichole Landmark Bank STR 14-47-13 //NW SUR BK/ PG: 2949/132 AC 10
Contact Jack Maher, III Broker-Officer 573-489-6860 maher3@jlmproperties.com
$584,000
OTA Properties LLC Landmark Bank LT 24 PT Colonies Plat 4B The $548,000
We Know CoMo Business
Wilson, Travis & Chana NBH Bank Lt 601 Copperstone Plat 6 CBT
Offering prime commercial & investment properties
568 deeds of trust were issued between 7/31 and 8/25
MaherCRE.com 573-228-6321 COLUMBIABUSINESSTIMES.COM 85
olumbia Region al A by C irp red or we o t P
TOP
CBT’s
OF THE
TOWN 2017
TOP PLACE TO WORK – 1-25 EMPLOYEES
TOP ARCHITECT
TOP ADVERTISING AGENCY
TOP ACCOUNTING SERVICE
1st Place: Columbia Eye Consultants 2nd Place: Caledon Virtual
1st Place: Simon Oswald Architecture 2nd Place: PWArchitects
TOP PLACE TO WORK - 26-50 EMPLOYEES
TOP HR FIRM
1st Place: True Media 2nd Place: Visionworks Marketing Group
1st Place: Williams-Keepers LLC 2005 W. Broadway, Columbia 573-442-6171, williamskeepers.com
1st Place: Woodruff 2nd Place: Century 21 Advantage
1st Place: Moresource, Inc. 2nd Place: Accounting Plus 1604 Business Loop 70 W. B, Columbia 573-445-3805, accountingplusinc.com
TOP PLACE TO WORK - 51+ EMPLOYEES 1st Place: Veterans United Home Loans 2nd Place: Central Bank of Boone County
TOP EMERGING PROFESSIONAL 1st Place: Amanda Quick, The Hatchery 2nd Place: Brandon Banks, Modern Media Concepts
TOP SEASONED PRO 1st Place: Eric Morrison, Providence Bank 2nd Place: Gina Gervino, Columbia Insurance Group
TOP COMMERCIAL REALTOR 1st Place: Paul Land, Plaza Commercial Realty 2501 Bernadette Dr, Columbia 573-445-1020, paulland.com
TOP SALESPERSON 1st Place: Brooke Berkey, Central Bank of Boone County 2nd Place: Danny Gingerich, Joe Machens Toyota-Scion
TOP CHAMBER VOLUNTEER 1st Place: Tom Trabue, McClure Engineering Co. 2nd Place: Sherry Major, Columbia EDP
TOP CEO 1st Place: Steve Erdel, Central Bank of Boone County 2nd Place: Gary Thompson, Columbia Insurance Group
TOP BANK 1st Place: Central Bank of Boone County 2nd Place: Landmark Bank
2nd Place: Gina Rende, Maly Commercial Realty
TOP COMMERCIAL LENDER
1st Place: Coil Construction 2nd Place: Little Dixie Construction
1st Place: Chris Widmer, Landmark Bank 2nd Place: Chris Rosskopf, Central Bank of Boone County
TOP REAL ESTATE DEVELOPER
TOP BUSINESS INSURANCE
1st Place: Mike Tompkins, Tompkins Homes & Development 2nd Place: Jay Lindner, Forum Development Group
1st Place: Stephanie Wilmsmeyer, State Farm 2609 E. Broadway, Columbia 573-445-5774, insurecomo.com
TOP COMMERCIAL BUILDER
TOP PLACE TO CLOSE A DEAL 1st Place: 44 Stone 2nd Place: Boone-Central Title Co.
TOP STAFFING COMPANY 1st Place: JobFinders Employment Services 1729 W. Broadway #4, Columbia, 573-446-4250, jobfindersusa.com
2nd Place: Kelly Services
TOP JANITORIAL SERVICES 1st Place: Atkins, Inc. 2nd Place: Safi Sana
TOP HAPPY HOUR 1st Place: Logboat Brewing Co. 2nd Place: The Roof
TOP IT COMPANY 1st Place: Midwest Computech 311 Bernadette Dr., Ste. A, Columbia 573-499-6928, midwestcomputech.com
1st Place: Fresh Ideas Food Service Management 2nd Place: Missouri Employers Mutual
1st Place: LG Patterson 2nd Place: Casey Buckman
TOP COMMERCIAL VIDEOGRAPHER 1st Place: The Evoke Group 2nd Place: Cosmic Sauce
TOP EVENT LOCATION 1st Place: Logboat Brewing Co. 2nd Place: Stoney Creek Hotel & Conference Center
TOP PLACE FOR BUSINESS LUNCH 1st Place: Addison’s 2nd Place: D. Rowe’s
TOP COFFEE MEETING LOCATION 1st Place: Kaldi’s Coffee 2nd Place: The Grind Coffee House 2nd Place: EasyPC IT & Computer Repair
TOP NATIONAL PRESENCE 1st Place: True/False Film Fest 2nd Place: Veterans United Home Loans
TOP CATERER 1st Place: Bleu Events 2nd Place: Hoss’s Market 1010 Club Village Dr., Columbia 573-815-9711, hosssmarket.com
TOP WEB DEVELOPER 1st Place: Hoot Design Co. 2nd Place: Delta Systems
TOP B2B PRODUCT OR SERVICE
1st Place: Crockett Engineering 2nd Place: McClure Engineering Co.
1st Place: GFI Digital 2nd Place: CoMo Connection Exchange
2nd Place: Columbia Insurance Group
TOP OFFICE DIGS
TOP COMMERCIAL PHOTOGRAPHER
TOP ENGINEER 86 OCTOBER 2017
2nd Place: Accounting Plus
TOP LOCAL TEAM-BUILDING EXPERIENCE 1st Place: Breakout CoMo 2nd Place: Escape Plan
B U SINESS • P EOP L E • IM P R OV EM EN T • FY I
BY T H E N U M BER S
Media By the Numbers
1,659
56,284
Total on-campus undergraduate enrollment at the Missouri School of Journalism for the 2016-2017 academic year
Number of KMIZ ABC 17 News Facebook followers
$
$46,230 21.7%
annual mean wage of a public relations specialist in Columbia Source: Bureau of Labor Statistics
percentage of Americans who access magazines on a daily basis Source: Statista
3 Edward R. Murrow Awards awarded to KOMU 8 in 2017
490 average minutes per day an individual spends exposed to some type of media Source: ZenithOptimedia COLUMBIABUSINESSTIMES.COM 87
ADVERTISER INDEX ACCOUNTING PLUS............................................................................................91 ACHIEVE BALANCE.......................................................................................... 40 ANTHONY JINSON PHOTOGRAPHY.............................................................11 ARTISAN BUILDERS OF COLUMBIA............................................................ 10 BLEU EVENTS...................................................................................................... 20 CARPET ONE.........................................................................................................78 CENTRAL BANK OF BOONE COUNTY......................................................... 9 CENTRAL TRUST COMPANY......................................................................... 50 CITIZEN JANE FILM FESTIVAL.......................................................................78 CITY OF COLUMBIA WATER & LIGHT........................................................... 8 COIL CONSTRUCTION.......................................................................................26 COLUMBIA EDP....................................................................................................36 COMMERCE BANK..............................................................................................73 D & M SOUND....................................................................................................... 34 EDWARD JONES - KATHY LOU NEALE.....................................................26 EDWARD JONES - MARK RICHARDSON.................................................. 34 FATHER TOLTON................................................................................................ 84 FIRST STATE COMMUNITY BANK................................................................ 40 GFI DIGITAL............................................................................................................. 3 GREAT CIRCLE.....................................................................................................42 HAWTHORN BANK.............................................................................................92 HEART OF MISSOURI UNITED WAY...................................................... 6 & 7 HOSS'S MARKET & ROTISSERIE....................................................................82 JOBFINDERS.........................................................................................................82 LAMMTECH.............................................................................................................. 5
88 OCTOBER 2017
LANDMARK BANK................................................................................................ 2 MAHER COMMERCIAL REAL ESTATE.........................................................85 MAYECREATE WEB DESIGN...........................................................................63 MEDIACOM...............................................................................................................4 MIDWEST COMPUTECH....................................................................................39 MISSOURI EMPLOYERS MUTUAL...................................................................16 MODERN LITHO/BROWN PRINTING............................................................14 NATHAN JONES LAW........................................................................................83 NAUGHT NAUGHT INSURANCE AGENCY.................................................82 ORGANIZE THAT SPACE................................................................................. 40 PERSONAL TOUCH CLEANING SERVICE..................................................39 RED CROSS............................................................................................................78 RESTORATION EYECARE............................................................................... 50 ROCHEPORT OKTOBERFEST.........................................................................36 SHIRTWORKS AND MORE...............................................................................73 SOCKET.................................................................................................................. 20 STANGE LAW FIRM.............................................................................................88 STATE FARM INSURANCE - STEPHANIE WILMSMEYER.....................36 SUPERIOR GARDEN CENTER/ROST LANDSCAPE................................16 THE TRUST COMPANY.......................................................................................13 TIGER SCHOLARSHIP FUND...........................................................................74 UNIVERSITY CLUB...............................................................................................12 UNIVERSITY OF MISSOURI HEALTH CARE..............................................22 WILSON'S FITNESS.............................................................................................18
B U SINESS • P EOP L E • IM P R OV EM EN T • FY I
T H I S OR T H AT
Mac Details
Big Picture
Cursive
Early Bird Cinema Michael Jackson Firefox 9-5 Learn At Your Desk Pie Improviser Modern Skeptical City
Night Owl Netflix The Beatles Chrome Flexibility Teach In a Meeting Cake Planner Traditional Certain Country
Save
Spend
Summer
Winter
Cat Passenger Car Ocean Optimistic Business
Dog Driver Plane Mountains Realistic Casual
Solo
Team
For Here
To Go
DISC Books
StrengthsFinder Magazines
Reading
Writing
Creative
Analytical
Introvert
Extrovert
Cluttered
Minimalist
Card Game
KATHRYN CHVAL
PC
Concept Fiction
Dean and Professor, University of Missouri College of Education,
Text
Joanne H. Hook Dean’s Chair in Educational Renewal
Soup
Board Game Execute Non-fiction Call Sandwich
COLUMBIABUSINESSTIMES.COM 89
B U SINESS • P EOP L E • IM P R OV EM EN T • FY I
FLASH BAC K
Flat Branch Park BY ABIGA IL JON ES | P HOTOG R A P HY BY BRE C K DU MAS
FLAT BRANCH PARK, located at 101 South Fourth Street, has become a splash of nature in the midst of downtown Columbia and the MU campus. Intertwined with the MKT trail, the park is a favorite stop for biking enthusiasts, families, and students. But many don’t recall its formerly ruined state. In 1820, the site where Flat Branch is now placed was established as the community’s market square. Historically, it was used for any community meetings or celebrations and was discovered to be an excellent location for vendors to display their wares for local shoppers. The site would undergo its next transformation with the turn of the century, this time into a railway stationfor the Missouri-Kansas-Texas, or MKT, railroad. In 1970, after the railway was abandoned, the city decided to convert it into what would become the MKT Trail.
Since the Flat Branch site was already along the trail, it only made sense that it would be renovated into a stop for walkers and bikers. The site, however, was showing the wear and decay from the seven decades that a railway station ran through it. An abandoned warehouse was still rotting on the premises, and littered trash interrupted the surrounding landscape. The Flat Branch renovation project began in 1997. In 1998, the first groundbreaking was held after extensive measures had been taken to clean up the heavily polluted stream and soil contamination that was found under the warehouse. The park was dedicated in 2001, having come a long way from its previously deteriorated state. But this would only be the first step in the creation of the Flat Branch Park that we know today. The second phase of construction was launched in response to positive community
feedback on the newly refurbished lot. Project leaders decided that the next city block, which lies between Locust and Elm Street, would become an extension of the park. The 45-car parking lot that originally rested there was removed — only for workers to discover once again that the soil underneath was contaminated. In 2003, clean-up for the site began. It would be completed three years later, finally allowing construction for the park to continue. The former train depot is now home to a sprayground and playground for kids, an art sculpture, amphitheater, and a gazebo, making it an ideal gathering place or picnic spot. CBT
Flat Branch Park 101 S 4th St. como.gov/parksandrec
We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 90 OCTOBER 2017
thank you! “A lot has changed for Accounting Plus since our first clients came on board in 1992. We’ve grown from one person preparing taxes in a basement to more than 25 people providing comprehensive business services in our very own offices. We want to say thank you to our clients who have stuck with us for the last 25 years, and we’re looking forward to sticking by each and every one of our clients for the next 25.”
Leave it all to us! 573.445.3805 | www.AccountingPlusInc.com Schedule an appointment online! Come see us for your Business Accounting & Tax needs! 1604B Business Loop 70W | Columbia, MO Right across from Cosmo Park!
COLUMBIABUSINESSTIMES.COM 91
COLUMBIA BUSINESS TIMES \ 2001 CORPORATE PLACE, STE. 100 \ COLUMBIA, MO 65202
“They are thinking with our business, for our business. It’s nice to have another brain in the game.” – Dave & Melissa Rothove Precision PreCast
“I would describe Todd as a really good friend, with the strength of the bank behind him. He anticipates what we’ll need because he wants us to succeed. “It’s a super partnership for us. I can’t imagine banking anywhere else.”
Call Todd Hoien at 573-449-3051.
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