Brian Neuner Board of Trustees Chair
Trustees talk
Boone Hospital’s future PAGE 46
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BEYOND STANDING DESKS PAGE 52
STAFFEDUP: NEXT GEN HIRING PAGE 25
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WHO IS GOING TO ADVOCATE FOR A BETTER COMMUNITY THIS SEASON? We are. Our community wins by Living United. University of Missouri Health Care is proud to be support Heart of Missouri Way, which invests donations in 33 local programs that provide basic needs like clothing, food and shelter.
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14 DECEMBER 2017
B
ack in October, I had the privilege of attending opening night of Startup Weekend as part of Mid-Missouri’s Innovation Week. The energy in the room was absolutely infectious — entrepreneurs, investors, developers, and even non-techies such as myself all joined together to explore opportunities Trustees talk Boone and find Columbia’s next big ideas. Hospital’s Fifty-three pitches were whittled down to 16 ideas. future Those final 16 teams spent the weekend researching, building, and presenting their respective masterpieces. By Sunday night, “House Collars,” a concept for in-home pet health services conceived by two MU vet students, was crowned the winner. It’s a little too early to gauge whether these busiON THE COVER nesses will be long-term successes, but it wouldn’t be The CBT cover is always such an a surprise. CBT has covered past winners like Equipintegral part of our creative process. mentShare and Huntclub, and we are featuring 2015’s We wanted to end the year on a classy winner, StaffedUp, in this month’s issue (page 25). note, and we believe Anthony Jinson’s photo of Boone Hospital Trustee Brian As editor of CBT, I hear a lot of stories about how Neuner achieves that goal. companies get their start. Victories, struggles, opportunities, rejections — every success story comes with its own saga and has often left a long path of failures scattered in its wake. Entrepreneurs know this. Calculating risk and reward and ultimately taking a leap is what makes these mavericks so respected. Having the resources of incubators, investors, mentors, and pitch competitions here at our disposal is something we should never take for granted as a community. The added level of support and camaraderie is invaluable as we encourage and nurture a climate of innovation here at home. And it doesn’t just benefit the businesses that take flight from these fostered launching pads. Establishing our community as an innovation hub means attracting and retaining high-tech talent to work, stay, and compete in Columbia — and we’re already making a name for ourselves. We can be proud that our area has gained more than a far-fetched mention as prospect for a hyperloop thoroughfare or an Amazon base. Now, I’m not suggesting any smokestack-chasing or corporate welfare campaigns with sweetheart deals. But I am for providing a climate that encourages growth and innovation by keeping low barriers to entry and a startup-friendly culture. Embracing business-friendly policy means giving a leg up to anyone who seeks to take bold steps for the betterment of our community — whether it be a one-woman shop or the next MidwayUSA (page 30). In this issue dedicated to innovation, we glimpse into the future and explore topics ranging from remote work (page 61) to electric cars (page 68), unconventional partnerships and office spaces (pages 52). We also highlight young entrepreneurs who have a lot to be proud of, and we raise a juice box to the kids in our community running their own businesses (page 21). Keep up the good work, Columbia — we never tire of telling the Cinderella stories. Brian Neuner
Board of Trustees Chair
EDITOR'S PICKS Ready for those New Year’s Resolutions? Here are some proven (read: “old-school”) works to jumpstart your preparation.
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PAGE 46
BEYOND
STANDING DESKS PAGE 58
STAFFEDUP: NEXT GEN HIRING PAGE 25
THINK AND GROW RICH BY NAPOLEAN HILL Based on the methodology used by Andrew Carnegie to build an empire and reinforced by hundreds of titans from the industrial age, this classic has been updated for today’s seeker of fortune.
THE LIFE-CHANGING MAGIC OF TIDYING UP: THE JAPANESE ART OF DECLUTTERING AND ORGANIZING BY MARIE KONDO Be ready: this lady is ruthless when it comes to purging, especially if you have even the slightest hesitation in getting rid of that “stuff” weighing down your life. But the read is fairly quick and offers a worthwhile perspective on the benefits of living without junk sitting around.
Cheers, AS A MAN THINKETH BY JAMES ALLEN Described as “a book that will help you help yourself,” this is a journey of training mindset. Written way back in 1903, it’s an essay for the ages.
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 15
OH, DEER December is still peak season for deer-auto accidents. In Missouri alone, more than 52,000 drivers will hit a deer. (That’s 1 out of every 117 drivers!)
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16 DECEMBER 2017
EDITORIAL Breck Dumas, 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 Sadie Thibodeaux, Graphic Designer Sadie@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Marketing Consultant Deb@BusinessTimesCompany.com Bonnie Hudson, Marketing Consultant Bonnie@BusinessTimesCompany.com MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President ReneaS@BusinessTimesCompany.com Amy Ferrari, Operations Manager Amy@BusinessTimesCompany.com Beth Bramstedt, Director of Content Beth@BusinessTimesCompany.com Heather Martin, Director of Sales HMartin@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Chip Austin, Keith Borgmeyer, Anthony Jinson, CONTRIBUTING WRITERS Jerry Dowell, Al Germond, Mike Grellner, Jodie Jackson Jr., Brenna McDermott, Jordan Milne, David Morrison, Jamie Patterson, Tony Richards, Sean Spence, Anne Williams
Inside the Issue Twitter Chatter Emma H. Walker @mexicanapron @DavidCMorrison, enjoyed your article in @ColumbiaBiz except you didn’t mention #ColumbiaAerial. Top-notch guys with quality work IMO. Erica Pefferman @epeff We will commit to tell the stories we aren’t talking about in 2018. #redflagstories @ColumbiaBiz #como2lex City Magazine @JCityMag Post press #babyshower for our @ColumbiaBiz editor, Breck! #congratulations Jennifer Shotwell @jlathamshotwell I’m an aspiring “explainer,” as @ScottCharton calls journalists. Is it pure folly to return to J-School roots and WANT to pursue reporting? Keeping Up CoMo @KeepingUpCoMo Listen to @KOPNFM at 10am this morning for the latest @KeepingUpCoMo w/special guest @MattPatston of @ColumbiaBiz! Carrie Gartner @carriegartner We took down the canopies to provide more room for people, not trucks! Sidewalk cafes, public art, and space for couples to walk side by side are all much more valuable. We can adjust delivery methods and schedules but we can’t lose our precious public spaces. #itsgoodtobehere
Around the Office
INTERNS Nina Hebrank, Abigail Jones, Elizabeth Quinn, Tiffany Schmidt, Chelsea Skidmore
We’re getting ready to reveal CBT’s 20 Under 40 class of 2018, presented by Joe Machens Dealerships! Stay tuned to CBT’s social media for the big reveals this month!
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
Correction In our November Flashback, there was an error in our photo. The photo in the foreground is the Columbia Municipal Power Plant while the background setting is the MU Power Plant. The photo should have been in front of the Columbia Municipal Power Plant. * facepalm *
Contributors
David Morrison @DavidCMorrison
Brenna McDermott
Jodie Jackson Jr.
Jordan Milne
@JJacksonJr
Write to CBT editor Breck Dumas at Editor@BusinessTimesCompany.com Breck@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 17
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Heather Hargrove General Manager
DECE MBE R 2017 VOL . 24 / ISSUE 6
TA B LE OF CON T EN TS
The Innovation Issue 15 FROM THE EDITOR 17 INSIDE THE ISSUE 21 CLOSER LOOK: TEEN EDITION 22 BRIEFLY IN THE NEWS 25 BUSINESS UPDATE StaffedUp
28 NONPROFIT SPOTLIGHT Meals on Wheels
30 CELEBRATIONS MidwayUSA
33 MOVERS & SHAKERS 35 P.Y.S.K. Brenda Emerson, Landmark Bank
43 9 QUESTIONS
Tess Elliott, EAG Labs
45 OPINION 75 ORGANIZATIONAL HEALTH Hanging on to Underperformers
76 MARKETING
OTT: The Shiny New Toy
77 POLICY
Relationships Lead to Innovation
79 REAL ESTATE
Evolution of Office Space
52 Trends with Benefits Columbia companies are embracing the latest office space trends. Hint: It’s all about flexibility. And maybe a little excitement.
80 ASK ANNE
To Text or Not To Text?
81 BUSINESS SMARTS Consumers on Trust
83 NEW BUSINESS LICENSES 84 DEEDS OF TRUST 85 ECONOMIC INDEX 87 BY THE NUMBERS 89 THIS OR THAT Shatenita Horton, Providence Bank
90 FLASHBACK
Missouri Theatre
46
61
68
Boone Hospital Looks Ahead Boone Hospital sits on the cusp of a new era. Can a partnership with MU Health work, and will it actually happen?
Remote Control As employees continue to demand flexibility in where they work, how can employers build procedures to make remote workers successful?
Not Quite Flying Cars The fate of the electric vehicle is still up in the air. Some local experts are optimistic, but first, there are some hurdles to overcome.
A Vision of caring
benefiting The Food Bank for Central & Northeast Missouri’s BUDDY PACK PROGRAM For each LASIK surgery we perform between Nov. 1 - Dec. 31, we will donate a year’s worth of Buddy Packs for a child in need! Buddy Packs are bags of kid-friendly nutrition sent home on Fridays with children who rely on subsidized school lunch. Each bag contains: • Two ready-to-eat entrees • Fruit cup • Nutritional bar • Two servings of cereal • Shelf-stable milk
A little planning
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20 DECEMBER 2017
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BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
C LOSER LOOK
Closer Look: Teen Edition
Vintage Huskey
Lime Slime Shop
Just Cheesecakes
In a time when social media reigns supreme and popularity moves fast, it can be hard to nail down trends and ideas, which makes it hard to find a business plan to keep up with the ever-changing minds of consumers. This isn’t a problem for Clayton Neuner and his business partner. Vintage Huskey is an online apparel shop formed in Clayton and his partner’s high school art class. Clayton saw his partner’s artistic talents immediately and asked him to draw a rough sketch of a husky head. The rest is history. Vintage Huskey sells shirts, sweatshirts, and hats right now. The partners always have different ideas for new products or directions for the business, something they think sets them apart from other startups. “We’re going to change our minds every week and let our consumers get to know us and our contrasting personalities instead of committing to one purpose,” Clayton says. This includes a blog on their site that details their flow of ideas and contrasting lifestyles. “We love seeing our shirts and hats randomly on campus and hope to expand our assortment of clothes and designs in the future,” Clayton says.
Elsi Grabau is already an entrepreneurial wizard. She began her career as a saleswoman selling trinkets and T-shirts to her friends. Now, she’s moved on to slime. Yes, you read that right. Elsi’s Lime Slime is homemade (she found a recipe online and personalized it), self-packaged, and meticulously created for the highest quality product possible. She started an Instagram first (@lime_ slime_shop735), where she used her own photography to showcase her product to her friends and other interested buyers. Each slime has a specific scent (using essential oils), a specific texture (butter, slushee, etc.), and design (Halloween, latte, etc.). “I have to plan out what I want to buy, make sure each piece of the product is the best quality, and budget to make all that happen,” says Elsi. She also knows how important getting this experience is — not only to improve her own business, but for future endeavors too. “She developed her own logo, Instagram, and Etsy shop,” says Elsi’s father, Andrew Grabau. “She fills at least one order per week with customers throughout the country.”
As a high schooler, Ella Boyt has plenty on her plate. In addition to her homework, studying, and extracurricular activities, she loves to bake: cheesecakes, to be exact. Ella is so good, she’s constantly being asked to make her cheesecakes for family events. One day it hit her: “Hey, you guys should pay me for this!” Now she sells her cheesecakes to Columbia through Facebook and Clover’s Market. Her recipe for New York Style cheesecake, passed through generations of her family from Italy, was given to Ella by her aunt, the owner of Not Just Cheesecakes in California. Knowing she wanted to be a legitimate business, Ella took the steps to become licensed. She bakes in a certified kitchen, Centro Latino, where she also volunteers. She received her food handler’s license and a Columbia business license. “Right now, I am only selling to Clover’s Market and people who special order, which is nice because the workload suits my school schedule,” says Ella. “In the future, I hope to expand a little bit more.”
Contact: 573-446-1694 Website: VintageHuskey.com
Instagram: @lime_slime_shop735 Etsy: LimeSlimeShop735
Contact: 573-825-6828 Email: Ella@Just-Cheesecakes.com Facebook: /EllasJustCheesecakes
Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 21
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
Briefly in the News DECEMBER 2017
E NV I RON M E N T
MU LEADS IN GREEN The Environmental Protection Agency named MU the 2017 recipient of the Green Power Partnership Leadership Award. MU joined the Green Power Partnership, a group of organizations investing in renewable energy use, in 2013. MU currently ranks fifth among partners in the generation of on-site green electricity, trailing only Apple, Walmart, the U.S. Department of Energy, and the University of California System.
$ F INANC E
THE BANK OF MISSOURI EXPANDS Reliable Community Bancshares Inc., the holding company for The Bank of Missouri, announced it will acquire Martinsburg Bancorp, the holding company for Martinsburg Bank and Trust. Martinsburg Bank currently has nine locations in central Missouri; the acquisition will bring the total number of Bank of Missouri locations in the state to 32, and the bank’s total assets will grow to $1.7 billion.
“The combination of these banking organizations creates a more convenient network for our customers, a stronger presence in central Missouri, and a broader array of banking products and services for our customers.” -Adrian Breen, CEO, The Bank of Missouri 22 DECEMBER 2017
BR I EFLY I N T H E N EWS
H EALT H
MEDICAL RECORD SHARING Patients at SSM Health and patients of The Tiger Institute Health Alliance — C OM M U N I T Y
which includes MU Health Care and Capital Region Medical Center — joined the
K9 BODY ARMOR
Sequoia Project eHealth Exchange, a
Four members of the Columbia Police Department’s K9 Unit — Kane, Raf, Gorrit, and Duncan — received bullet- and stab-protective vests. The Massachusetts-based nonprofit organization Vested Interest in K9s made a charitable donation to CPD for the vests, which are valued around $2,000 each.
national health information exchange. The membership will allow the Mid-Missouri health providers to more easily and securely share records and patient information.
NON PROF I T
COMO GIVES READY TO ROLL
GOVER NMENT
BROADWAY HOTEL TIF
CoMo Gives, the funding organiza-
In November, the city’s Tax-
tion for charitable groups through-
Increment Financing Commission
out Columbia, will hold its annual
rejected a request by the Broadway
year-end giving campaign in Decem-
Hotel to use TIF for a second
ber. This year, CoMo Gives will dis-
hotel tower. The commission
tribute funds to 114 organizations,
voted 8-3 against the TIF request,
and organizers anticipate around
saying it did not meet the legal
$600,000 in giving. The Community
requirements for the incentive.
Foundation of Central Missouri has
The city council will decide the
organized the campaign since its first
final fate of the application; their
year in 2013, when it raised $62,500
decision will likely come sometime
for 30 organizations.
in early December.
“As clinicians, we see patients from rural and urban areas across our state. If we have patients from Jefferson City, St. Louis, or other SSM Health sites visit our health system, we now can see a history of the care they’ve received.” — Dr. Thomas Selva, chief medical information officer, MU Health Care COLUMBIABUSINESSTIMES.COM 23
24 DECEMBER 2017
BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI
B U SI N ESS U PDAT E
StaffedUp Gears Up The online hiring system is poised to grow in a notorious industry and beyond.
BY BRECK DUMAS | P HOTOG R A P HY BY A N T H O N Y J I N S O N
From left: Jeremy “JP” Phillips, and Billy Giordano COLUMBIABUSINESSTIMES.COM 25
BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI
WATCH OUT, ZIPRECRUITER. Take heed, Indeed. There’s a new recruiting software service positioned to gobble up market share with a streamlined hiring process, and they’re gaining momentum. StaffedUp was born in Columbia, the brainchild of Room 38 owner Billy Giordano and Jeremy “JP” Phillips, whose combined 25 years of experience in the restaurant industry led to the idea. Frustrated with the high turnover and consistent need for qualified serving staff — a universal problem in the hospitality sphere — the business partners launched a platform to serve as an applicant tracking system. The program allows employers to promote job openings and manage talent. Potential employees can apply for job openings through StaffedUp from a restaurant’s website or social media. The service also offers templated job descriptions for busy owners to pull from. Employers have access to a database of candidates that includes their resumes and references. Candidates can be sorted, ranked, and communicated with directly through the program, making it a one-stop shop for hiring. Giordano and Phillips won 2015’s Startup Weekend Columbia with the concept. Using a combination of their own funds and seed money from the Missouri Innovation Center, Phillips was able to leave his job and has been fully committed to building the business ever since. But the learning curve has been steep. Giordano and Phillips credit Bill Turpin, CEO of the Missouri Innovation Center, as an enormous resource as they’ve navigated their company’s continued growth. An important lesson, for instance, was that not all opportunities are worth taking. StaffedUp was one of only six startups (out of 475 applicants) offered funding from an accelerator, but they ultimately turned it down. “There’s a difference between desire and desperation,” Giordano says. “But we’re not in a desperate place because we’re already off the ground.” The founders are pressing forward with the long haul in mind, not only in terms of what they’ll accept from investors, but also in how they continue to build their platform.
HEADING NATIONAL The company’s presence in the Columbia and St. Louis markets has grown, and they’ve used that established customer base to tune up operations. In preparation for an expanded 26 DECEMBER 2017
national release, the team took the summer to focus on functionality, making sure the software can fully facilitate client needs. “It’s been extremely challenging to do, but we’ve stayed very locked on managing our growth appropriately and not getting diverted by thinking ‘Hey, we need to onboard everybody right now,’” Phillips says. “We’re very conscious of the fact that the site needs to be where we’re happy with it, so the user experience is one that they enjoy, because we know that they’ll talk about it in the industry.” And the industry is talking already. StaffedUp is seeing an influx of clients who are drawn to their “quality over quantity” approach. One user told them about his pre-
vious experience with a different service that delivered him 200 applications in the first month of service — but only 16 of the prospects were people who actively wanted to interview. Just two of those individuals actually applied for the job. “He had to manually go through all 200 on his own and email them back or discard them,” Phillips says, “He told us he spent literally hours on hours just going through the resumes he got.” With StaffedUp, applicants are able to not only build their own formatted resume, but answer questions about the particular position for which they’re applying, ensuring that job-seekers and hiring managers are paired well.
B U SI N ESS U PDAT E
StaffedUp is also, of course, mobilefriendly, which allows clients full access from anywhere — say, in the airport during a layover, or while waiting in line at a store. This opportunity to scrap the stack of outdated paper applications has drawn the attention of other industries as well. “We’ve got hospitals and banks knocking on our doors asking if they can use it, but we’re not going after that yet. We want to make sure we’re accommodating the right needs right now for the people that really need it” says Giordano. “But the exponential growth opportunities are ridiculous.” Official onboarding of clients began in January 2017, and StaffedUp already has established clients in 13 states and 17 different cities. They’ve used the year to focus on development of the product and beta testing while they continue to improve. Giordano says, “I feel like 2018 is our year.”
TESTING OUT STAFFEDUP I decided to test the service out for myself, applying for work at Giordano’s restaurant, Room 38. I hopped onto the lounge’s Facebook page, clicked on “Apply Here,” and was directed to a list of a dozen or so open positions. Some were categorized as “accepting applications,” but I opted to go for the bartender position, which was listed as “now hiring.”(Plus, I’ve always thought tending bar would be fun.) I signed up using Facebook, where I was informed that StaffedUp would see my public profile and email address. At that point, I was given the choice of either uploading my resume or creating a new one that would be kept on file for future use on the site. I opted to make one. Once I was able to apply for the open position, I answered some related questions (such as whether I have reliable transportation to work, if I have at least one year of experience
in the position I’m applying for, if I’m legally able to serve alcohol) and outlined my availability. It took about 10 minutes to complete the process from start to finish. We’ll see if I get a call back. From an applicant’s standpoint, the process was easy. Of course perhaps the biggest endorsement of the service is that the restaurateurs like Giordano utilize the service themselves. In a recent experiment (without disclosing his connection with StaffedUp), Giordano casually asked an applicant at his restaurant what they thought about the hiring process after conducting a full interview. “Her eyes lit up. She was like, ‘It was so easy!’” Giordano says. “And you know, it kind of gave me chills.” CBT StaffedUp 101 E. Walnut St. staffedup.com COLUMBIABUSINESSTIMES.COM 27
BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI
The Spirit of the Driver Meals on Wheels Columbia celebrates one of its first volunteers.
BY MATT PATSTO N | P HOTOG R A P HY P R OV IDE D BY M E A L S O N W H E E L S CO LU M B I A
Lorene Trickey has been a Meals on Wheels volunteer for 45 years.
ONE EVENING IN 1972, Lorene Trickey was flipping through the newspaper. She was 40 at the time, married with kids, and kept a busy volunteer schedule through her church, mostly working with homebound seniors. She felt fulfilled. She wasn’t looking to add much to her life. “I came across a sheet that said ‘Volunteers,’” Trickey remembers. “Usually, I’d ignore that, cause I’m already doing a lot in 28 DECEMBER 2017
my church, school. But somehow or another, that caught my eyes, and it said they were wanting to have a meeting to organize a Meals on Wheels program for Columbia.” Trickey hadn’t heard of it — Meals on Wheels America, the largest MOW organization in the country, wouldn’t be founded for another two years — but it seemed to fit her interests. And she likes meeting people. “I admired them for
thinking of this and for doing this, but I told them right off: I wanted to be a part, but I wanted to drive.” In early November, at the Meals on Wheels Columbia volunteer appreciation dinner, Trickey became the first recipient of the Dale and Carol Sechler “Spirit of the Driver” Award — a recognition for 45 years of volunteering. Trickey still drives every Wednesday. She turns 86 in February.
N ON PR OFI T
Meals on Wheels MISSION: Provide hot, nutritious meals to those in need and extend independence to seniors in our community. FOUNDED IN: 1972 BOARD MEMBERS: • Kelly Mescher • Mark Mills • Paulette Anderson • John Weaver • Margie Bramon • Geoffrey Karr • Barb Melson • Lynn Mitchell • Richard Ramsey • Michelle Smith • Ray Troy • Brandi Wallace-Million • Josie Zimmermann • Sharon Lynch (advisory) • Doug Crews (advisory) • Mary Whaley (ex officio) NEEDS: Drivers; special gifts, such as gift cards, to be delivered with meals.
MEETING A NEED Since that first meeting in 1972, grassroots volunteers have been Meals on Wheels Columbia’s greatest asset. The organization has grown from one short route in Columbia to many, spanning the city’s whole map, delivering a meal to more than 100 homebound seniors a day; still, there are only two paid employees. They make meals with the help of kitchen staff at Truman Memorial Veterans’ Hospital, where MOW also keeps a small office. Ninety-four percent of all their revenue goes back into the cost of delivery. Their signature fundraising event, Big Wheels, is a partnership with the MU Hospitality Management program, which makes lunches for volunteer drivers to deliver to donors around town. “In 2016, our drivers gave almost 9,000 hours to serving the seniors of Columbia,” says executive director JoNetta Weaver. “No pay, no banner — they do it because they know it’s the right thing to do.” According to the National Council on Aging, more than 10 million older Americans are at risk of hunger; and 10 percent of adults experience malnutrition. Having access to a healthy diet is pivotal for seniors who want to live at home; when their mobility degrades, meal balance can easily fall out of sync. “I think people wait too late sometimes to get Meals on Wheels,” Weaver says. “They’re already in crisis. Start early.” By providing a nutritious, hot meal, MOW helps more seniors maintain their independence. Drivers and clients often become friends, and deliveries usually include a chat. “I remember one little old lady in her early 90s that I delivered to,” Trickey says. “She went to my church, so I would bring her the church bulletin whenever I came by. One week, I didn’t deliver to her and she said, ‘Lorene, did you know they took me off your route?’” Trickey laughs. “So I went and talked to ’em and I got her back. You do get attached to them.” MOW Columbia delivered 29,225 meals to 283 clients in 2016. The group has 186 active volunteers. Weaver says the group has pondered expanding the program to other Boone County towns like Ashland or Hallsville.
MAKING MEMORIES “At one point, I said I would quit if I made it 45 years,” Trickey says. “But now that it’s here, I feel so good, I don’t want to give it up.
I would miss it! That’s gonna be one of the hardest things.” There are a lot of clients that stick out in Trickey’s memory. “One old gentleman — It sure helps my ego, so I have to tell this story — he said if it wasn’t for me bringing his meals, he wouldn’t even take Meals on Wheels!” That story gets a big laugh from fellow volunteers at the MOW office. “He had an old pump organ, and my daughter used to love to pump that organ. I can still remember him — Mr. Maxwell on McBaine Street. Of course, he’s been gone a long time. But those things keep you going!” When she first started driving, Trickey took her daughter with her on deliveries, and later on, she took her grandson. He wrote her a letter once about it, saying it taught him “respect for the elderly.” Tricky has taken some steps back — she doesn’t drive in the snow anymore, and she doesn’t like to leave her route, which runs around Ash and Worley streets. She used to invite people to ride along with her, but she doesn’t anymore. Keeping up conversation while driving was too distracting, she says, “and of course, I don’t want to just sit there like a bump on a log.” But the same things that led Trickey to go to the first meeting in 1972 keep her driving every Wednesday. “There was another gentleman I delivered to who really wanted me to have his lemon tree,” she says. “Of course, I didn’t want it for the world, but I didn’t want to be rude, so I took it. And then when I went to his visitation, after he died, I ran into a niece who really wanted it, so I said ‘I hoped he understood!’ and gave it to her. It’s just things like that that keep me going.” She says she’s honored to have received the Spirit of the Driver Award, which was named after her friends and fellow Wednesday drivers. “The spirit — why wouldn’t you have a good spirit if there’s something you can do for somebody else?” CBT
Meals on Wheels Columbia 800 Hospital Dr. 573-886-7554 mealsonwheelscolumbia.org COLUMBIABUSINESSTIMES.COM 29
Larry and Brenda Potterfield
1977
2007
2008
MidwayUSA opens its doors as Columbia’s first gun shop.
Larry and Brenda Potterfield found the MidwayUSA Foundation to benefit youth shooting sports.
MidwayUSA becomes ISO 9001-certified and receives its first Missouri Quality Award.
30 DECEMBER 2017
BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI
C ELEBRAT I ON S
Passion for the Outdoors Forty years in, MidwayUSA continues to grow.
BY N INA HEBRA N K | P HOTOG R A P HY BY A NTH O N Y J I N S O N
HUNTERS BAGGED MORE THAN 263,834 deer during last year’s hunting season in Missouri. Boone County’s total came in at 900 for the season, according to the Missouri Department of Conservation. It was another successful year for one of the Midwest’s oldest pastimes. MidwayUSA opened its doors in 1977 as Columbia’s first gun shop. In its infancy, MidwayUSA sold guns, ammunition and other shooting goods in its 1,200 sq. ft. retail space. In the 40 years since, MidwayUSA has grown into an industry-leading internet source for outdoor products. The national retailer sells clothing, archery equipment, camping equipment, footwear, hunting gear, books, knives, and equipment for both the military and police out of their 21-acre campus located just off I-70 on W. Van Horn Tavern Road. Larry Potterfield, CEO and founder of MidwayUSA, says the evolution has been simple. “I like to shoot, hunt, reload, and do gunsmithing,” Potterfield says. “It’s just a matter of turning a hobby into a business.”
CUSTOMER SATISFACTION Potterfield believes engaging the customers is a crucial part of MidwayUSA’s business. He does that by writing stories about his experiences hunting and fishing with friends and family that he calls “Larry’s Short Stories.” He has written more than 200 short stories and has published two books for his customers’ enjoyment. His short stories can be found on MidwayUSA’s website. MidwayUSA aims to have the products that the customer wants with the service that customers deserve. By keeping their website updated, offering new products and running the business properly, the company says they main-
tain a 94 percent customer satisfaction rate, according to their internal metrics. Customers always come first – that’s just how MidwayUSA operates. Midway has a consumer value proposition that describes its vision: ‘To be the best-run business in America and the most successful, most respected business in our industry for the benefit of our customers,’” Potterfield says. “This is a pretty bold vision, and it’s absolutely real.”
BEST-RUN BUSINESS IN AMERICA Midway has a list of values that guide the company — these are “non-negotiable family principles” which include honesty, integrity, humility, respect for others, teamwork, positive attitude, accountability, stewardship, and loyalty. MidwayUSA earned the Malcolm Baldridge Award — a recognition established by U.S. Congress and given to businesses who implement successful quality-management systems — in 2009 and 2015. MidwayUSA has also been ISO-certified, signifying quality management principles, since 2008. They received the Missouri Quality Award in 2008 and 2015 and were named one of the best places to work in Columbia in 2011. “MidwayUSA truly wants to be the best-run business in America,” Potterfield says. “A business is simply leadership and management principles applied.” MidwayUSA also values its workers —415 of them, to be exact. Employee satisfaction is the company’s No. 2 goal — by providing them with appropriate training, proper pay, benefits, and a respectful work environment, their metrics for employee satisfaction sit at 84 percent, right beneath customer satisfaction. The company’s third goal, supplier and partner satisfaction, hovers at 92 percent. The steps
for that include clear, two-way communication, an ethical relationship, support of the supplier’s product, and timely payments. MidwayUSA’s shareholder satisfaction remains at 100 percent. Their “satisfaction” model is really about making sure all sides of the business stay healthy. Every relationship is valuable, from vendors to customers. “For me, it’s a matter of figuring out how to run the business, figuring out what’s most important, and doing that every day,” Potterfield says.
SUPPORTING THE COMMUNITY Larry Potterfield and his wife, Brenda, established the MidwayUSA Foundation in 2007. It is a public charity designed to create sustainable financial support for the shooting sports industry by helping fundraise for youth, high school, and college shooting teams. This year, the Potterfields donated $598,500 to the MidwayUSA Foundation to benefit youth shooting sports. Over the course of 10 years, the MidwayUSA Foundation has paid over $16 million in grants and provided nearly 2,600 youth shooting teams with financial support while managing over $123 million in assets. “At MidwayUSA, we love the customer,” Potterfield says. “The customer always comes first, and that’s a real, true statement.” CBT
MidwayUSA 800-243-3220 5875 W. Van Horn Tavern Rd. midwayusa.com
2009
2015
2017
MidwayUSA receives its first Malcolm Baldridge National Quality Award.
MidwayUSA receives its second Malcolm Baldridge National Quality Award.
40 years after starting MidwayUSA, Larry and Brenda Potterfield donate nearly $600,000 to the MidwayUSA Foundation to support youth shooting sports and outdoor activity. COLUMBIABUSINESSTIMES.COM 31
vol.
37 A Business Times Company Publication
F E AT U R I N G
Heads of Health
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The leaders of JCMO health care
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B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
M OVER S & SH AKER S
Movers & Shakers DECEMBER 2017 FALKOWSKI
Mark Falkowski
Nicholas Kastens
David Naugle
Falkowski, Columbia College’s General Counsel, was named Missouri Lawyers Media’s 2017 In-House Counsel of the Year in the nonprofit or government organization category. He is one of 22 attorneys who was recognized and the only attorney recognized in the Columbia area. Falkowski is Columbia College’s first general counsel, a job he’s held since October 2016.
Kastens, a broadband specialist employed with Mediacom for 16 years, received the Mediacom system’s Area Operations Employee of the Year award. Kastens, a Columbia resident, was recognized for outstanding customer service at the company’s annual awards ceremony.
MidwayUSA has named Naugle as service operations manager, logistics. Naugle has been a MidwayUSA employee since 2010. He received his bachelor’s degree from Columbia College while working at the company and was promoted to logistics supervisor in 2015. Naugle will be responsible for the performance and efficiency of inventory control, production, repackaging, sorting and grading, and returns processes.
Dr. Garnett Stokes Stokes, formerly MU’s provost and executive vice chancellor for academic affairs, has been selected as the 22nd president of The University of New Mexico, effective March 1. Before joining MU in 2015, Stokes was executive vice president for student affairs and interim president at Florida State University.
Dr. Fletcher Lamkin Lamkin has been named the next president of Westminster College. Lamkin previously served as Westminster’s president from 2000 to 2007. He is currently the president of West Virginia University at Parkersburg and had served as president of Kansas Wesleyan University. Dr. Carolyn Perry, who has been serving as interim president, will return to her position as senior vice president of the college and dean of faculty.
Boys and Girls Clubs of Columbia The Boys and Girls Clubs of Columbia announced the addition of several community volunteers to its board of directors. Joining the board are Mary Jo Henry, Timothy Jackman, Roberta Martin, Clyde Ruffin, Jewel Simms, and Drew Smith.
Sean Moore Moore, of RE/MAX Boone Realty, was named the 2017 Missouri Realtors Realtor Salesperson of the Year. Moore is president-elect of the Columbia Board of Realtors and will be installed as 2018 president on December 7. He is also involved on the Missouri Board of Realtors and the National Association of Realtors. He previously served as a police officer and volunteers with Columbia Police Department as a reserve officer.
Julie Irvin
STOKES
MOORE
Dennis Williams Wells Fargo Advisors’ Columbia branch has named Williams branch manager. Williams will be responsible for dayto-day operations of the branch. Previously, Williams served as resident director at Merrill Lynch and has 28 years of experience in the financial services industry. He is originally from Mid-Missouri.
Irvin has been appointed director of sales of the Residence Inn Hotel. Irvin will manage sales and marketing efforts of the 80-room extended stay hotel. Irvin is a native of Columbia and returns to Mid-Missouri after an employment stint in Illinois. As director of sales, Irvin helped open the Hampton Inn & Suites at the University of Missouri.
Central Trust Company
Wendy Moore
Bill Lamberson
Central Bank of Boone County has named Wendy Moore a relationship manager in business banking. Moore works with current and potential clients to ensure their financial needs are met. She has more than five years of experience in financial services.
Lamberson, MU professor and interim director of the division of animal sciences, has been named the permanent head of the division at the College of Agriculture, Food and Natural Resources. He has been at MU since 1984. CBT
Three executives of the Central Trust Company, all located in Columbia, have been promoted. Keith SCHAWO was promoted to executive vice president and Columbia market executive. Bryan ALLEE was promoted to chief fiduciary officer. David Stepanek was promoted to chief operating officer. All three will continue to work out of Columbia.
NAUGLE
WILLIAMS
SCHAWO
ALLEE
Are you or your employees making waves in the Columbia business community? Send us your news at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 33
is proud to recognize all of the 2017 National Philanthropy Day award honorees
Brooke Berkey Greg Jones Hy-Vee Monica Watkins The Connection Exchange Teresa Maledy Each year, the Association of Fundraising Professionals (AFP) Central Missouri Chapter celebrates National Philanthropy Day and honors donors, volunteers and fundraising executives whose gifts of time, expertise and resources contribute significantly to the success of the non-profit agencies and institutions they serve.
THETRUSTCO.COM INDEPENDENT TRUST, INVESTMENT & FINANCIAL ADVISORS 4210 Philips Farm Road, Suite 109 I Columbia, MO 65201 I 573.876.7000 I Toll Free 800.285.7878 This is a Trust Representative Office.
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
BRENDA EMERSON CHIEF INFORMATION OFFICER | LANDMARK BANK | AGE: 50 Job description: As chief information officer, I lead and manage the information technology department. I set the strategic technology vision for the bank in alignment with the corporate strategic plan. This includes staying abreast of new technologies and product developments, understanding customer and employee needs, formulating practical solutions, setting multi-year strategic plans, and working with bank departments to increase the effectiveness of their use of information and technology. Years lived in Columbia/MidMissouri: I have lived in Mid-Missouri since I was 6 (mostly in Salisbury). I’ve worked in Columbia for the last 30 years. My husband and I live just north of town. Original hometown: Salisbury. Education: Bachelor of Science in business administration with an emphasis in computer science from Central Methodist University. Favorite volunteer/community activity: Heart of Missouri United Way — I’ve been a supporter for many years. I’ve also led the Landmark corporate campaign for the group. Professional background: I started my banking and technology career at Landmark Bank (First National Bank at the time). I was hired as a part-time employee while I was in college. I’ve held a variety of technical positions, including email administrator, technology training coordinator, computer operations manager, and network manager. I’ve been the CIO since 2010. A favorite recent project: I’ve been involved in countless projects at Landmark Bank. Almost every new initiative has a technology component. A recent favorite
Photography by Keith Borgmeyer
COLUMBIABUSINESSTIMES.COM 35
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
The next challenge facing my industry: Cybersecurity is the daily challenge. The bad guys and girls have more time on their hands than the good people. We’re constantly working hard to be secure. My next professional goal: I want to inspire more women to choose a technical career. Our numbers are few, but the opportunities are great. Biggest lesson learned in business: Work hard and raise your hand for any task. You can create opportunities when you’re a person who’s willing to take on any task. How would I’d like to impact the Columbia community: I want to be a role model for women in technology. Greatest strength: My can-do attitude. I like to tackle a challenge and find ways to solve problems. Greatest weakness: I need to be a better listener. I try to solve problems too quickly and sometimes miss the real issue. What I do for fun: I love to spend time with my family. You might find us playing golf, spending time at the lake, or camping. Family: My husband, Robb Emerson; my children, Cassy Nicolay, Hannah Nicolay, Robert Emerson, and Sarah Emerson.
project was our upgrade to new internet banking products. It was a true enterprise effort — every banker had a role. A Columbia businessperson I admire and why: Sabrina McDonnell, from Landmark. Sabrina is a great role model for women in business. She’s focused on her job and her family, and she’s smart, kind, and an excellent listener. I’m fortunate enough to work for her and to call her a friend. Why I’m passionate about my job: I love the challenge of technology. I love seeing a problem and working to find a technical solution. Each day is different and exciting. 36 DECEMBER 2017
Why I’m passionate about my company: I’ve worked at Landmark Bank for 30 years. It’s a great company. We care about our customers and employees.
Favorite place in Columbia: There are several: Columbia Country Club for golf, any restaurant downtown for lunch or dinner, or my deck in north Columbia.
If I weren’t doing this for a living, I would: I would be living on a beach and enjoying a good cocktail.
Accomplishment I’m most proud of: Raising smart, successful children and showing them how you can have a career and still be a great mom.
What people should know about this profession: You must be prepared and able to handle constant change. Technology moves very quickly, so you have to be responsive yet deliberate in the technology initiatives you pursue. For me, this is the best part. A fun surprise exists almost daily.
Most people don’t know that: I’m the president of the International Avaya Users Group, an international organization for communications technology professionals. We are a volunteer organization that brings users of Avaya technology together. We have over 5,000 members located in 40 countries. CBT
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A NEW ROAD MAP Innovation in Car Dealerships
Innovation in Safety Vehicles are continuing to be safer than they were yesterday. Collision mitigation, back up cameras, lane keeping, blind spot monitoring, and adaptive cruise control are soon becoming standard on most entry level vehicles offered through the Machens franchises. Innovation in Car Development Electric/gas hybrid vehicles will soon come to replace our everyday vehicles. A few countries are moving to electrification due to pollution issues and moving more plans and procedures for the mandatory movement
to electric/gas hybrid vehicles. New and improved electric/gas hybrid vehicles reduce the carbon footprint and improve fuel economy while not compromising the look and comfort of your vehicle. Innovation in Purchasing Our Vehicles Machens Dealerships and Columbia Honda have a new platform to complete the majority of the vehicle sales process from the comfort of your own home. Machens and Columbia Honda love the customer experience and want to enhance that with having new options for their customers. The process will begin with you finding the vehicle you’re wanting to purchase and talking over the internet confidentially with a member of the team. You will be able to get the trade-in value of your vehicle, price the new vehicle, and finalize financing options. Then the vehicle pick up will be more of a vehicle focus and not such a negotiation focus. Not everyone wants to do the buying process online, but the options will be available to the person that
likes to take care of things online and maximize their time spent at the dealership. Innovation as a Dealership Machens and Columbia Honda are getting more transparent in their pricing of vehicles. They use technology to determine how to competitively price their vehicles and what cars to purchase based on market demand. They are also working on innovative ways to hire, train and empower their employees. Machens and Columbia Honda believe their employees are the foundation of the organization and the core of every great customer experience. They’re working on more innovative ways to embrace their employees so their team members choose the auto industry as a long-term career. They work with schedules and flexibility so team members can spend more time with their families. Employee feedback is gathered and they reflect on areas where they are thriving and learn where they can improve, with the goal of building a long-term employee base.
Danny Hammack Managing Partner Columbia Honda
42 DECEMBER 2017
B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
Q&A TESS ELLIOTT Senior Scientist/Team Leader EAG Laboratories
1. Give us an idea of what your daily job entails. I work on the product chemistry team where we conduct scientific studies to answer questions about chemicals that will be used in a variety of applications such as pharmaceuticals and agricultural and household chemicals. My two primary roles are team leader and study director, and my daily job is a constantly changing mixture of the two. As a study director I am evaluating data and updating my clients, writing and reviewing technical reports, and overseeing the design and conduct of a number of studies. Outside of the studies I’m responsible for, I lead a team which consists of eight scientists, three of who are study directors and five who are primarily lab staff. I schedule daily tasks for the lab staff, manage priorities between the 100+ studies we have on the team, train the newer study directors, and ensure resources are available. It takes a lot of coordination and constant communication with my team to pull it off! 2. ABC Labs is now EAG Laboratories. Can you give us some background and tell us about that change? Analytical BioChemistry (ABC) Laboratories was established
in 1968 by University of Missouri biochemistry professor Charles Gehrke. ABC functioned as a contract research laboratory for over four decades, providing a broad set of product development and analytical testing services to the pharmaceutical, biotech, animal health, crop protection, and chemical industries. In July 2015, ABC was acquired by EAG and became part of a much larger global organization. EAG operates in 24 locations worldwide. In addition to the type of work we do in Columbia, EAG performs a lot of microscopy, failure analysis, characterization, and other types of testing required by medical device, aerospace/defense, electronics, and pretty much any other company that designs or manufactures high-tech products. It’s been interesting to learn new things, and to see how science applies so broadly to everything around us. 3. How did your background and life experiences prepare you for your current position? I was always interested in the science field, and in high school I was able to participate in a few programs where I got to see what research was all about. One of those programs was the Young Scientist Program at Washington University where I worked with a researcher for eight weeks, performed work hands-on in a lab at St. Louis Children’s Hospital, and learned to write up and present my work at the end. Despite the sometimes repetitive nature of the work, I was hooked. In that case I was studying levels of a hormone in cerebrospinal fluid and evaluating the correlation between those levels and obesity. It intrigued me to be able to process these seemingly endless samples and evaluate them to show correlations that actually meant something in real life application. I think that’s the point when I knew research in some form was what I wanted to do. 4. What would people be surprised to know about the work conducted at EAG? In my experience, no one outside of the industry really knows what we do or what it means to be a contract research lab. I always get a rather blank look when I start out saying that I work at a contract research lab, until I tell them that we conduct studies for lots of different companies that are required by the EPA, FDA, and other agencies to demonstrate safety or efficacy, or environmental impact before a product is approved for commercialization. I think people would be surprised to know that many of the types of products they use in their daily lives have
7 QU EST I ON S
been or are being tested in Columbia at EAG. We do all kinds of tests on products from household cleaning chemicals, to pharmaceutical products, to pesticides, and everything in between. 5. What exciting projects are you currently tackling? One of the more unique study types that we perform at EAG in Columbia is leach rate testing of biocides from marine coatings. In simpler terms, paints intended for application on the underside of boats contain substances to prevent algae and other organisms such as barnacles from growing on the boat and affecting performance. Copper is one of the biocides often used in these paints, and the level of copper released into the water is especially important due to its toxicity. To protect the ecosystem, regulatory agencies are imposing stricter limits on its use, especially in harbors where there’s a high density of boats. We have set up a system to simulate the flow and water parameters where these paints would be used, and we test the paints over a period of time to see how much of the biocides are released into the water. This is exciting work, as we are one of the few labs in the country that perform this type of testing, and the impacts of the work are readily seen as companies work to meet the new requirements. 6. What are some of the challenges you face in your work? One of the things that I like most about the work I do is also one of the biggest challenges. Nearly every project brings a unique chemistry with it. This means unlike a position in a research and development or academic lab, we usually are not experts on the materials we work with. We are experts on the types of studies and the regulatory requirements of those studies, and we get to apply our experiences with similar chemistries to solve the unique challenges of each one. 7. Describe a success you’re most proud of in your position. I think I take the most pride in developing relationships with my clients. Over the years I have worked on several projects for new clients which were so challenging we were not always sure we would get them to work. There is no truer testament to the team overcoming those challenges than hearing that the client is placing additional studies with EAG because of the work we performed. Now that I’m a team leader, I get to see my team solving those challenges for new clients and continuing to build new relationships. CBT
Check out the rest of Elliott's As to our Qs online at ColumbiaBusinessTimes.com. COLUMBIABUSINESSTIMES.COM 43
TWO TOP COMPANIES BECOME
ONE SUPER COMPANY Top IT
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B U SINESS • PEOP LE • IM P R OV EM EN T • F YI
OPI N I ON
“Voters knew very well what was being asked of them.”
Tax Defeat Sends a Message BY A L GERMON D
The recent defeat of several use tax measures didn’t come about because voters are simply weary of the ever-present thirst for new revenue by area governments. In fact, the election — uncluttered and unchallenged by any other issue or a parade of candidates — presented voters with a rare opportunity to subtly register their feelings about how the governments of both the City of Columbia and the County of Boone are going about their ways. Silly me. We were told the propositions failed because they were poorly defined, that voters didn’t understand what a “use” tax was. Blather, pure blather! Voters knew very well what was being asked of them and they didn’t like it. Voters wanted financial specificity when it came to these issues on November 7, but there
was none. Voters recognize the thirst for revenue, but it must be for well-defined essential services if they’re going to approve it. Many of us voted “no” because we aren’t very pleased about what the respective governments have been up to over the past few years. This isn’t a partisan issue. It’s frustration about matters voters feel overwhelmed by. It’s frustration about governments, their individual representatives and their pet projects, and spending, which voters believe is wacky and out of control. Voters are steamed about the irrevocable Boone County Children’s Services Fund that was passed by an initiative petition that’s been collected since April 2013. This permanent, quarter-cent sales tax may have poisoned the well for raising any more new taxes in Boone County for a long time to come. Voters are steamed about the antics of the city and its seven elected solons who have
increasingly troubled us with a bulging catalogue of projects, issues, and their concerns while eschewing the basic necessities of what governments have been chartered to provide: water, electric, sewer, mixed refuse collection, and adequate police and fire protection. Voters are steamed about the city’s dalliances over property at the southeast corner of Broadway and Providence Road. CVS wanted to build three of their drug store emporiums here, which would have employed hundreds of people and thrown millions in sales and property taxes dollars into the ever thirsting maws of government. That was rejected — some argue illegally — by the city’s heavy-handed procedural pickiness that cost the company more than a million dollars to prosecute thus far, sending this mammoth entity packing to other, more welcoming climes. Then there’s the current imbroglio involving the Broadway Hotel’s tax-increment financing proposal that would ensure a significant expansion of the laudable downtown hotel. We’re steamed by the city’s negative, naive attitude about a salient development. The math gets complicated balancing the projected gains from various taxes if the TIF is approved and the expansion project moves forward against the losses if existing revenue streams are postponed. The expansion which may ultimately bring a convention center to downtown Columbia extending to the corner of East Walnut and North Tenth Street is worth the gamble on finances if the TIF is approved. Steamed we are, and that’s why many of us voted “no” to broadcast a message loud and clear to the folks in charge. Was the message received? Well, we’ll see. Meanwhile, it’s really now up to Congress to correct taxation disparities brought on by sales via the internet. CBT Al Germond is the host of the Columbia Business Times Sunday Morning Roundtable at 8:15 a.m. Sundays on KFRU. COLUMBIABUSINESSTIMES.COM 45
46 DECEMBER 2017
A GENERATIONAL DECISION The end of Boone Hospital’s BJC lease looms. Can Boone and MU Health Care strike a deal that works for Mid-Missouri? BY DAVID MORRISON
COLUMBIABUSINESSTIMES.COM 47
BOONE HOSPITAL CENTER HAS BEEN AT A SIMILAR JUNCTURE BEFORE. In the 1980s, looking for a way to improve the hospital’s offerings and also secure a little more cover for their strategic planning processes, the trustees explored an agreement to lease their medical center to a larger health care system. On September 1, 1988, Boone Hospital signed a lease with Christian Health Allied Services, which later partnered with Barnes-Jewish Hospital to become BJC HealthCare. “We were the first county hospital to lease back in ’88,” says Randy Morrow, a current Boone trustee who worked at the hospital for 38 years before retiring as vice president and chief operating officer in 2014. “We didn’t know if it would survive five years, 10 years, or what.” Now, the partnership is coming up on three decades. But that could soon change. While the alliance with the St. Louis-based BJC Healthcare has been a boon for the hospital over the years, the county hospital is finding its interests diverging with those of its partner. The hospital is exploring options that will help it better react to changes in the ever-shifting health care landscape. The current lease with BJC runs out in December 2020, though the trustees will have to formally decide whether they intend to renew by December 2018. “Both BJC and the trustees, should we go our separate ways, we want to have a good separation,” says Brian Neuner, chair of the Boone Hospital Board of Trustees. “That’s been communicated to us by BJC that, if we would decide to partner with another group, BJC is going to shake our hands and we’re still going to be friends.” The trustees sent out a request for proposals and narrowed the field down to five options. Since August, they’ve zeroed in on one: a partnership with MU Health Care. A Boone Hospital-MU Health partnership would check a lot of boxes for both sides. It would return local control to Boone while giving the university the opportunity to strengthen its schools of medicine and nursing by utilizing Boone’s resources. The two sides meet at least one a week in the hopes of reaching a win-win arrangement, but it’s not quite as simple as shaking hands and signing documents. (MU Health officials declined to be interviewed for this article.) These sorts of decisions tend to have longterm effects. “It’s a generational decision. That’s why it’s a decision we have to get right,” Morrow says. “Do what’s right for the patients, employees, and medical staff. If we do what’s right for that group, then we do what’s right for the community.”
A SHIFTING LANDSCAPE As it stands, there are a number of factors conspiring to squeeze Boone Hospital’s potential revenue base. First, insurance entities — both private companies and public programs like Medicare and Medicaid — are not willing to pay hospitals as much as they used to for the same services. This is affecting many academic and community hospitals, says Dr. Jerry Kennett, vice chair of the board of trustees and senior active partner at Missouri Cardiovascular Specialists. Boone Hospital is facing some unique challenges as well. Larger health systems have bought up smaller hospitals in Mid-Missouri, which the trustees say is siphoning referrals away from Boone. BJC opted not to participate in the Anthem health insurance exchange which, Kennett says, is reducing Boone’s northern customer base. MU 48 DECEMBER 2017
“OVER THE YEARS, HEALTH CARE HAS CHANGED, NEEDS HAVE CHANGED, AND WHAT WORKS IN ST. LOUIS SOMETIMES IS NOT THE BEST THING, WE FEEL, FOR WHAT WOULD WORK IN MID-MISSOURI.” narrowed the in-network options for its health care plans, meaning that patients would have to pay significantly more out-of-pocket costs at Boone than MU Health. Medical advances have also made outpatient procedures more available, so doctors have created more physician-owned outpatient surgical and diagnostic centers. “We would, as trustees, loved to have participated in those surgery centers, maybe even operating them, going in, having skin in the game, so to speak,” Neuner says. “Whether they have the surgery at Boone Hospital or their own surgery center, both of us are going to benefit from that arrangement. Local groups have shown interest that they would’ve loved to partner with us, but BJC and the system don’t allow that possibility. That’s a great example of where we’re not aligned as to how we see things going forward.” With an industry that changes as thoroughly and frequently as health care — even outside of the political turbulence surrounding the Affordable Care Act — the Boone trustees are looking for a way to increase the ease with which the hospital can adapt. They just aren’t getting that with BJC. “BJC has been a great partner,” says Jan Beckett,
secretary of the trustee board. “We’re a high-quality hospital, and a lot of that has to do with some of the things that BJC does as a system. But over the years, health care has changed, needs have changed, and what works in St. Louis sometimes is not the best thing, we feel, for what would work in Mid-Missouri.” After sending out its RFP, Boone Hospital reviewed five options in depth. Three of the options — staying with BJC; leasing to Saint Luke’s Hospital, out of Kansas City; or leasing to Duke LifePoint, out of Brentwood, Tennesee — would keep them in roughly the same position. Another option, reverting back to a standalone county hospital, would be the most financially risky. Partnering with MU Health would, in a best-case scenario, give Boone the flexibility it desires and the opportunity to keep more jobs in the community. In August, the two sides announced that they were entering further negotiations. “The trustees have spent numerous hours digesting the pros and cons of each approach and trying our best to leave no stone unturned,” says Bob Wagner, treasurer for the Boone trustees. “The discussions with our crosstown friends have been productive thus far, but there are still issues to be resolved.”
THINKING LOCAL Boone Hospital completed its new patient tower, an $89 million project, in 2011. When the trustees sent out an RFP on the tower a few years earlier, they did so with a stipulation in the language that the group would favor local vendors for the construction, even if the local companies’ bids were a little bit more expensive. According to then-chair (and current Boone County commissioner) Fred Parry, that decision led to $47 million in wages for 1,400 local construction workers. “When we use local vendors and services, those tax dollars turn over in our community three times or more. That is where our community really benefits,” Neuner says. “If they’re outsourcing outside of Boone County and the central Missouri area, we’re not enjoying those tax dollars and the turnover. So that’s a big priority for us.” As it stands now, BJC looks for the vendor deals that make the most sense for hospitals in its system, most of which are located around St. Louis. Boone’s linen service has been transferred to St. Louis, for example. Some of its jobs have been transferred to St. Louis. And, Neuner says, Boone is regularly responsible for a management fee that “is headed east on I-70.” Boone Hospital commissioned an economic study by MU economics chair Joseph Haslag that found the potential community economic impact of a partnership with MU — if all went according to
plan — could come out to more than $1 billion over the next decade. “We hope to keep hospital jobs local, keep our health care dollars local,” Beckett says. “That’s not what’s driving this decision, but it’s obviously something we have to keep high on our priority list. These guiding principles are still important to us. That’s keeping employee interests as a top priority, maintaining high-quality health care, partnering with physicians, adapting to changing circumstances, enhancing BHC’s Mid-Missouri strategy, sustaining Boone’s financial performance and benefiting the community.” Officials from Boone Hospital and MU Health Care got a firsthand look at how an academic–community hospital partnership could work this fall with a trip to Indianapolis. Methodist Hospital and the Indiana University Hospital merged in 1997, a partnership that would eventually come to be called IU Health. In August, a traveling party from Columbia made the trip to Indiana to see the arrangement. “They still have independent physicians practicing at Methodist, but a lot of their service lines have been merged together,” Morrow says. “We just wanted to get a feel. Will it work? Can you have an academic and community with one board? I think we were all encouraged.” The IU example also holds an important truth that representatives from Boone and MU both grasp: two decades on, the partnership is still evolving. It takes time.
THE INDIANA UNIVERSITY EXAMPLE ALSO HOLDS AN IMPORTANT TRUTH: TWO DECADES ON, THE PARTNERSHIP IS STILL EVOLVING. IT TAKES TIME. 50 DECEMBER NOVEMBER 2017 2017
“You don’t just sign a lease and then it’s all perfect from that point on,” Beckett says. “It’s something you have to continue to work on, because health care keeps changing. So you have to keep changing with it.”
COMING TO TERMS On a typical night these days, when Neuner gets home from his day job with Joe Machens Dealerships, he fits in a quick dinner before disappearing into a room at his house for a few hours. He’s on the phone, usually with another Boone trustee, the hospital’s attorney, or MU Health CEO Jonathan Curtright. Hashing out the details of this potential partnership is an all-consuming process. “The time we’re spending on this is tremendous,” Neuner says. “We’re bringing all of our collective experience and knowledge from our respective fields into a room, and we are going to make the best decision for Boone Hospital.” Kennett, Morrow, and Neuner serve as Boone’s main negotiating party. On the MU side, it’s Curtright, MU School of Medicine Dean Dr. Patrice Delafontaine and UM System curator Jon Sundvold. Neuner stresses that the two sides are working toward “a partnership.” Not a merger. Not a takeover. As such, the governance structure of any new relationship will be a crucial part of the negotiations: Who gets hiring and firing power? Who approves the medical staff credentials? Who approves budgets, bylaws, and strategic plans? “How’s this all going to look on paper?” Beckett says. “Once we get the governance structure straight and everyone feels happy with how it’s going to turn out, I think other things will move from there.” The trustees are also insistent on input from the community as they undergo this process. They held presentations and listening sessions in Centralia, Ashland, and Columbia when they were weighing their options before progressing with MU, and they hope to be at a point soon where they can present aspects of a possible MU partnership to their constituents in the same fashion. They’re all elected officials; they want to keep their constituents at the forefront, along with the hospital employees who wait in limbo for their future path to be revealed. “We’d like to have it done well before next December,” Morrow says. “There’s uncertainty, and we need to see if we can make a decision as soon as possible.” The possible chain reaction from a Boone–MU partnership could be momentous: jobs, money, stability, the opportunity to use the combined resources of the two entities to attract more sub-specialists to the area, making it more likely that patients needing niche medical advice and procedures wouldn’t have to travel to Kansas City or St. Louis in order to receive them. And making sure everything is right for at least the next 30 years. “The board of trustees will only go forward if Boone Hospital remains a community hospital that maintains the excellent, high-quality health care we have today,” Morrow says. “For almost 100 years, Boone Hospital has met the health care needs of Mid-Missouri, and our goal is that Boone Hospital will continue to provide excellent health care for the next 100 years.” CBT COLUMBIABUSINESSTIMES.COM 51
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If you build an office that caters to your employees and keep it fresh and vital, you get the returns you want. It makes a statement about your business.�
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Missouri Innovation Center’s “touchdown space.”
O
h the times, they are indeed a-changin’, and the cubicle walls in today’s workplace are coming down (with the option of popping right back up, if needed). Employers and employees alike are enjoying the trends. “In the past, all you needed to do to lure top talent to a company was to offer a good salary, a decent benefits package, and the promise of a great future,” says Susan Brandt, business development manager at Working Spaces Inc., a commercial furniture company. “Times have changed, and if you want to attract the best and brightest, you need to add one more thing to your recruiting list: a more exciting work environment."
Options, Options, Options Brandt works routinely with businesses who want to update their office spaces to improve their employees’ experience. She says what’s currently hot is mobility, flexibility, and collaboration areas. "Today's employees rank mobility as more important than an assigned space or even a
corner office,” Brandt says. “Instead of being chained to their workspace eight hours a day, they want the freedom to choose where they will be working at any given time on any given day.” As a result, more and more office buildings are renovating to include spaces with varying levels of privacy: collaboration areas, multi-purpose rooms, smaller “huddle rooms” or conference rooms, and semi-private areas for individual use. “Employees want options,” Brandt says. “They want distraction-free work areas when they need quiet, but they also want collaborative areas where they can meet as a group." Frank Sovich, owner and dealer principal at Marathon Building Environments, refers to part of this trend as “hoteling” or creating “touchdown spaces.” These offices cater to employees who don’t work from a “home base,” so to speak — they may have the option of utilizing a common space for meetings or laptop work, and they may include a locker for their employees’ belongings. Marathon utilized touchdown design in part of their work with the Missouri Innovation
Center, a 3,000-square-foot building for startups. The MIC features a combination of private offices and open, collaborative workspaces. “In these open, collaborative spaces, there’s more of a casual and residential feeling,” Sovich says. He notes that such a space may include more couches and soft seating than a private workspace typically would. The open space at the MIC features a picnic table and whiteboards. Other options include everything from booths and couches to traditional desks and chairs, plus lockable cabinets on wheels that double as seating for clients. “In the past, you may have dedicated a room to a conference table and conference chairs,” says Brandt. “Now, [with new design plans] there may not be anyone at the head of the conference table. We’re creating spaces for collaboration and providing furnishings that invite employees to speak their mind and bring forward innovative ideas.” But what if some employees prefer more privacy, like the introverts on the team? Sovich says that not everyone will feel comfortable COLUMBIABUSINESSTIMES.COM 55
if you take down the cubicle walls. A partial cubicle wall design is becoming a popular feature in some workplaces — it allows employees to interact while still maintaining some privacy. “A few years ago, we started seeing the cubicle walls come down,” Sovich says. “What we’re seeing now is the walls coming back up, but partially — about 12 to 24 inches.”
Tech Savvy and Body Wise There’s a fairly overwhelming array of workspace designs to choose from featuring everything from common spaces to cubicles. When planning office design, it helps to consider function and form together. One design methodology that can help businesses determine what type of layout is best for their needs is called “activity-based planning.” “The employer tells me which tasks their employees do, and I’ll design specific spaces based upon this, resulting in optimal employee performance,” explains Brad Eiken, principal at Inside the Lines commercial interiors. “This also helps with the utilization of real estate.”
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In many of these newer collaboration design spaces, one would find what Brandt calls more “loungy” pieces — places employees can comfortably sit with their digital devices. The furniture sometimes includes built-in data and electrical ports to charge a laptop, tablet, or phone. “We have several projects in the works that are integrating more technology into their furniture to allow employee mobility,” Brandt says. “This type of environment fosters more creative and interactive engagement. The right furniture choices can provide comfort as well as functionality, and the right company is paying increased attention in their furnishings for their employees.” Sit-to-stand desks have also been popular in recent years and are continuing to gain traction among health-conscious employees. “Sitting is the new smoking,” Sovich says. Such designs range from actual adjustable desks to apparatuses that sit on top of a desk. But what if standing and typing isn’t your cup of coffee? “People think sitting on a yoga ball is good for their core,” explains Sovich. “Short term, it is, but ergonomically, it’s not good for the long term.”
As a solution for sitters, Sovich recommends buying an ergonomically correct chair with a warranty that features proper spine support and tension control. For the best results, find a chair that’s specifically fitted for you. Even better, you can bring the professionals to you. Working Spaces, Marathon, and Inside the Lines all conduct on-site ergonomic workstation evaluations. “The companies that take the time to do the evaluations care so much about their employees, who then become happier and more productive,” Brandt says. “It’s a winwin for everyone.”
All About Aesthetics “Old, outdated environments do not promote creative, proactive thinking,” Eiken says. “Educational environments are changing to keep pace with attraction. When new workers join the workforce, they’re looking for environments that are similar to their learning environment.” Eiken says that two concepts known as “biophilic design” and “resimercial design” are creating more welcoming atmospheres.
The former incorporates more nature into the workplace by bringing in natural finishes, lighting, acoustics, and feng shui principles to improve the health, well-being, and, therefore, productivity of the working environment. “When you’re in the health care and educational environments, you don’t want to feel static or sterile,” Eiken says. “You want to feel homey.” Which brings us to resimercial design (a portmanteau of residential and commercial), which aims to create a more home-like feel in the office by bringing in softer materials, comfortable and casual seating, mood-setting lighting, and more eclectic finishes (think lots of glass, wood, and fabrics). “Products are getting some depth to them,” Eiken says. “They may have curves and natural materials; it’s not just a sterile, painted floor or wall anymore. For example, in a current project we’re using old barn wood, and we’ve used brick veneer wall application before.”
Another product Eiken cites as an example is the live-edge table, which is just a slab of wood left with the edge unfinished so it isn’t perfectly rounded or squared. He’s also seeing more color. “In terms of color, things are going away from a white base,” Sovich agrees. “We’re seeing darker bases with pops of color. And we’re seeing a lot more color and texture in carpeting. Many trends start from the carpet, so usually we start at the carpet and work our way up.”
Creature Comforts “People are your number one commodity,” says Sovich. “If you build an office that caters to your employees and keep it fresh and vital, you get the returns you want. It makes a statement about your business.” Some workplaces are embracing the trend of “perks,” the features of an office that aren’t directly associated with actually doing work. Think gaming stations, napping areas, basketball hoops, and other furnishings.
TRENDY TERMS We know you might want to dive head-first into a total office redesign, but you’ll have to learn the lingo before you start. Here we present a short glossary of some trends in contemporary office design.
Hoteling Also called “touchdown spaces,” hotel spaces are work stations designed to accommodate employees who are only in the office occasionally. This gives employees flexibility to come and go from the office as needed while also giving them all the resources of a traditional work desk.
Biophilic Design So long, fluorescent light banks. A biophilic office incorporates nature in the workspace by using natural lighting, natural finishes on furniture, and live plant features.
Resimercial Design This is just what it sounds like — a commercial workspace with a residential feel. A resimercial workplace has couches, dining tables, recreation spaces, etc. Think more Hobby Lobby, less Office Depot.
Integrated Furniture A chair that can charge your phone, a conference table with screens that connect to your laptop, a whiteboard with a USB plug-in: this is the office of the future.
Huddle Rooms Open-floor office plans are all the rage, but there are times when employees need some privacy, like for a small group meeting. That’s where huddle rooms can help. A huddle room is a small space designed to bring people together for focused, engaged meetings — the smaller the better. Leave just enough space for a whiteboard, a table, and a monitor. COLUMBIABUSINESSTIMES.COM 57
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We’re creating spaces for collaboration and providing furnishings that invite employees to speak their mind and bring forward innovative ideas."
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The offices of Simon Oswald Architecture feature ergonomically correct furniture and pops of color.
“It has to be in the right work environment,” Sovich says. “It goes business by business. In our office, for example, we give employees the freedom to come and go. I could put a pingpong table in here, but no one would use it because they’re out selling.” Eiken notes that a better designed break room or outdoor area may also improve the office environment and, therefore, employee creativity. “A lot of people aren’t leaving the premises for lunch break if they’re provided with an attractive dining area and functional kitchen,” says Eiken. “I don’t mind staying at the office for lunch, but I’m not going to sit in a boring break room.” Eiken says an outdoor area may include picnic tables or even lawn games for employees to play in their downtime, but it’s basically “just having an area to get outside so you’re not stuck inside all day.” It’s about creating a space where people want to go, not where they have to go, Eiken says.
What the Future Holds Eiken envisions the use of creative textures and materials, technology integration, and mood and sensory stimuli to continue developing in the future. He also thinks we’ll see an increase in architectural products in offices at the expense of traditional construction items (moveable walls versus drywall, for example). “They’re a huge tax advantage, since they can be depreciated, and have greater flexibility and reusability,” Eiken says. Sovich says the size of office space has been getting smaller and likely will continue to do so. “Your workplace speaks your brand, both for employees and clients,” says Eiken. “It helps with attraction and retention of employees as well as customers, and it assists with employee performance.” We’ll be sitting on pins and needles (ergonomically correct, of course) to see what the next new workspace trend will be. CBT COLUMBIABUSINESSTIMES.COM 59
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REMOTE CONTROL Working remotely can be a beneficial arrangement for employee and employer - as long as you have a plan.
BY BRENNA MCDERMOTT
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BEN SEIDEL, PRESIDENT AND FOUNDER of Igniting Business, wanted to open the company’s second office in Lee’s Summit in 2014 to better serve their clients in that area. So he became his company’s first remote worker. During this time, he says, communication between himself and the Columbia office was the priority. Making sure he had access to all the necessary files, communicating on project updates with his team, synchronizing files so that he could still collaborate on a project with a team member in Columbia — being a web marketing and IT company probably made the process a little smoother. “Overall, the experience was pretty streamlined because we already had [a lot of the technology in place],” Seidel says. Igniting Business helps other companies overcome the same technical challenges. A client of theirs just recently established their first remote employee, and Igniting Business provided all the technology expertise needed to make it a smooth transition. But the right technology infrastructure is just one part of the plans necessary to fulfill an ever-growing desire from the workforce. According to Gallup’s “State of the American Workplace” report, 37 percent of employees say they would change jobs for an opportunity to work where they want at least part of the time. It also indicated that 43 percent of employees work away from their team members at least some of the time, up from 39 percent in 2012. “If you have an employee that needs to relocate for some reason and they’re a great employee, now technology has allowed us to potentially keep those employees or businesses to keep those employees because they could potentially work remotely,” Seidel says. “It’s changing how we really look at employment.” By creating strong policies and procedures, allowing employees to work remotely can be a beneficial arrangement for everyone. But, as with any new endeavor, a plan is critical.
Factors of Remote Work When deciding if remote work is something that can work for your business, consider specific factors — like your industry, Seidel says. If your employees handle sensitive financial or medical information, perhaps remote 62 DECEMBER 2017
work could be security risk. Also consider how you want to grow your company. Are all your future clients hyperlocal? If so, putting the policies and infrastructure in place for remote work might not be the best use of company time and energy. Asking yourself these questions can help you decide whether you can build an internal system that will keep remote workers engaged and productive. At True Media, the marketing agency headquartered on Business Loop 70, remote work is a benefit that’s earned, says Stephanie Padgett, senior vice president of client strategy. Employees must first learn the culture and processes in the office. “We find that allows people to make those connections that they need, understand how we work, and
when they move to a remote operation, those are already built,” Padgett says. Some employees who’ve earned the benefit are looking to save on commute times a few days per week, (True Media’s St. Louis office moved and the commute increased for some because of it); others moved to another city for a spouse’s job. Enacting remote work opportunities has improved retention with valued employees at True Media. “The concept of keeping employees who otherwise would have said, ‘Sorry, I have to move out of town’ — the expense of replacing that person, having that knowledge walk out the door, would far, far exceed the investment we’re making to keep them connected,” Padgett says.
, THE EXPENSE OF REPLACING THAT PERSON, HAVING THAT KNOWLEDGE WALK OUT THE DOOR, WOULD FAR, FAR EXCEED THE INVESTMENT , WE RE MAKING TO KEEP , THEM CONNECTED. ” COLUMBIABUSINESSTIMES.COM 63
That allows you to measure their performance outcomes, and it gives them a chance to try remote work without committing to it. It’s not for everyone — it can be isolating or demotivating for some. True Media pays for three or four trips back to the office a year for training or the company retreat, ensuring remote employees stays connected and engaged. And often remote workers are willing to give more hours to the job, Padgett says, which is not something they’re asked to do. Remote work cuts down on stressful time sitting in traffic and makes the time spent working more efficient, with less water cooler talk.
Tech Time More than an informal agreement As more True Media employees asked to work remotely, Padgett says the company realized it would have to evolve past what had been an informal agreement between employee and supervisor to a formal program that sets communication standards and measures performance across the company. Padgett says many people aren’t looking for full-time remote work but rather flexibility and opportunities to work remotely when needed — the opportunity to travel with a spouse for their work conference or to care for a family member who’s recovering from surgery in another city. True Media has also focused on measuring performance based on outcomes and meeting deadlines, not the number of hours an employee sits in front of the computer. “If you’re a traditional media buyer and I know that you have six buys to complete, are those six buys completed and turned in on time and on budget and to the specifications? Instead of focusing on whether you’re here from 8 to 5 p.m.,” Padgett says, “I’m focusing on whether you meet those deadlines.” Once an employee is set up for success working remotely, Padgett suggests testing the waters before diving in. Let the employee try remote work for a week or a month. Maybe start out with two days a week instead of five. 64 DECEMBER 2017
It’s worth noting that while Seidel does not have remote workers, his company is split into two offices, and projects are often managed by people in both offices. Making technological decisions upfront and investing in good tech can make or break a remote work experience. For instance, having a cloud-based phone allows Seidel to call a client from the Columbia office number or the Kansas City office number regardless of where he is. That can really help with continuity when utilizing a remote worker who might live in a different state — if she can utilize her work phone number from anywhere, she’ll never miss a call from a client.
There are lots of factors to consider when deciding whether to employ remote workers, Seidel says, from finances to marketing to operations. But from the technology standpoint, it’s all about logistics. Questions to ask include: What access do they need to files? How will they handle internal and external meetings? How will they meet with clients? How are projects managed? Remote workers don’t have the ability to walk down the hall to ask a question, but Seidel says employing communication tools that mimic the in-person experience can help. Video programs like Skype or Microsoft Link can facilitate meetings, and instant messaging programs like Slack can help replace some office chatter. “We’re able to instantly be in screen sharing, collaborating on files, jumping into video conferences, and meeting face to face if necessary too,” Seidel says. But the first, most important thing you can do is establish a strong, reliable internet connection for that person who might be working from a home office. “Internet has become so important for connectivity — it’s a utility, essentially,” Seidel says. “It’s right up there with power to keep your lights on.” True Media is working through these questions now, Padgett says, standardizing IT for all remote employees. Who’s responsible for troubleshooting an offsite computer? Who replaces
Intro to co-working , You ve heard of co-working, but what is it exactly? And is it for you? A co-working space is a shared office environment available for rent. It’s often an open floor plan area where freelancers, remote workers, or entrepreneurs can rent a desk or office for work and be surrounded by others in similar working scenarios. Often, space can be rented for full- or part-time increments, and the myriad industries and individuals represented allows for networking and shared skills. It’s an opportunity to work in a professional environment without the responsibilities of maintaining and paying for a full-time office. It allows more privacy than working from a coffee shop and more professionalism than working from home. Oftentimes, co-working spaces offer a collaborative and social environment, which can be beneficial for those who work alone. At The Hatchery, a co-working space in Columbia, founder Amanda Quick says most of her clients are “solo-preneurs,” many who worked from home and find themselves to be more productive when they have an office to go to (and a reason to get out of their sweatpants). She also has remote workers utilize her space. Though a well-known concept on the coasts, co-working spaces are still a bit of an unknown in Columbia. “We’re having to do a lot of education on what it is and how people can benefit and showing there really is a better way than working from home by yourself,” Quick says.
What makes a good co-working space? Amber Monaco is a founding member of The Hatchery, and she’s spent the last two years traveling full time and running her creative content marketing business. She’s worked in over 40 co-working spaces across the globe and spends time with her sister, who lives in Ashland. Here, she gives us some factors that can make or break a co-working space. • COMMUNITY. Events where members of the space can get together for skill shares or accountability or even a happy hour. Being a solo-preneur can be lonely. It’s office bonding, without the office politics. • PRIVATE OPTIONS. Most co-working spaces are open floor, which leads to discussions and sharing ideas. But private rooms you can jump into for sensitive client calls or Skype sessions are key. • GOOD LIGHT. It might sound silly, but good, natural lighting can boost mood and energy, and it creates an inviting space where you would want to go to work. COLUMBIABUSINESSTIMES.COM 65
Could You Go Pro? With a growing gig economy, remote work isn’t just for employees. Think you have what it takes to walk away from your steady paying job and start your own business? Here are some important factors to consider (from someone who’s done it).
Get comfortable with accountability.
Realize that you’re the only one keeping you on track. Start to think of a to-do list more like a must-do list each day. And be real with yourself when you aren’t performing up to par. “You have to hold yourself accountable to what you’re going to get done that day,” says Amanda Quick, owner of The Hatchery, a co-working space in Columbia.
Know yourself.
You don’t have to follow the advice of every productivity article you read. Know your strengths and what’s possible for you. “There’s all this data about, ‘the top CEOs wake up four hours before they go to work everyday,’” says Amber Monaco, a full-time freelancer and founding member of The Hatchery. “That doesn’t work for me at all. I’m not a morning person.” Not into techy time-tracking apps? Monaco uses pen and paper and has recently started bullet journaling, a quick method of tracking goals and day-to-day activities. “I’ve just really gotten to know my strengths, and I’ve accepted them for what they are.”
Know what lifestyle you want.
Working remotely or starting your own business could affect your income level. Decide if you’re comfortable living within different means. Monaco got rid of many expenses and spent two years traveling around the world and working from whatever coffee shop or co-working space she could find. Her decrease in expenses made a decrease in income work for her.
Confront the possibility of failure.
Monaco wanted to be realistic about the risks involved in her new venture. “What am I going to do when I run out of money? What am I going to do if my sister needs a new kidney and I have to come back tomorrow?” she says. “So I had to get over and really let go of those things. I had to come to terms with the fact that failure is a real, real option.” 66 DECEMBER 2017
print cartridges for a remote worker? True Media has also changed its stance on meetings. They created an intranet information system to send information like policy changes, client updates, and event information out to each employee. The information is also shared on TVs around the offices. It cuts down on required meetings, which are challenging enough for a company with five locations. True Media also uses video conferencing to keep remote workers connected to the team — video requires eye contact and cuts down on distractions. (Plus, seeing the smiling faces of co-workers keeps you engaged.) Whatever methods you choose, put out a formal technical plan so that when an employee’s internet goes down during crunch time, you already know who’s responsible for fixing it. And then think bigger. Once you’ve established the infrastructure to work from anywhere, how can you leverage it to get more clients in different parts of the country? Employing a remote worker can be the tip of the iceberg for a company with a vision for expansion. “The internet and the ability to use the cloud to provide collaboration has enabled us to work from anywhere and establish two offices, but beyond that, having that connectivity has enabled us to work with clients from Juneau, Alaska to San Diego, California,” Seidel says. So if you think remote work might be a fit for your employees, tell them to go forth and conquer. CBT
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As technology improves, what will be the fate of electric vehicles? BY JOD I E JAC KS O N J R .
68 DECEMBER 2017
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othing jolts us back to reality quite like the low-fuel light on the dashboard, when heart rate inversely reflects the gas gauge plummeting towards empty. Easy now. You can travel another 35 or 40 miles, and there are at least two exits between here and stranded-on-the-side-of-theroad. Deep breath. Now imagine replacing your gas problems with battery problems — there isn’t necessarily a charging station at one of the next two exits. For consumers interested in driving an electric vehicle, the challenges are certainly different. Cars running on electricity rather than gasoline have become a more realistic option for drivers in recent years. Some people do it for the environment; some do it for long-term savings; some just do it for novelty. Time will tell whether EVs become commonplace, but it will depend on a number of factors, including price and the all-important charging stations.
for long trips, knowing exactly where — and the list is short — electric vehicle charging stations are located.
Charged Up
“Electric vehicles come with unique considerations,” Neuner says, primarily “charging capability, if you need it.” And EV owners certainly need it. The charging challenge generates the equivalent of a constant low fuel light. Doug Smith, president of the Missouri Automobile Dealers Association, calls it “range anxiety.” “What is the life of your battery?” Smith asks. “Are there charging stations along the way?” Neither Neuner nor Smith are EV naysayers. To the contrary. In fact, Smith expects the demand for EVs to increase as the technology is further refined, more options become available, and charging stations become more common. And stay tuned for possible progress on the charging stations front. Utility giant Ameren wants to build charging stations along the I-70 corridor from St. Louis to Boonville. That plan is on hold right now, after the Missouri Public Service Commission rebuffed Ameren’s request to include charging station costs in its utility rates this spring. Ameren contends (and recent research provides strong support) that there are too few EVs in operation
“Take the fuel out of it and how comfortable would you be trusting your battery life?” asks Brian Neuner, director of development for Machens Automotive Group. In all likelihood, the motorist who drives an electric vehicle has already learned to plan well in advance
70 DECEMBER 2017
So how does a gallon of fuel compare to a gallon of electricity? The government calls it an “eGallon.” In Missouri, the price of gas averaged $2.39 a gallon. The equivalent cost for electricity — an eGallon — was $1.17. From that comparison, it costs about half as much to drive an EV.
to persuade private investors to create the charging station infrastructure necessary for widespread EV use. A number of similar requests from utilities to regulators throughout the Midwest have so far been unsuccessful, although public utility authorities in California made a U-turn and now support rate-payer funded EV infrastructure improvements — which apparently has spurred private development too.
In Transition Like most transportation innovations, EV technology is already an important part of public transportation and other government uses. The City of Columbia has a high comfort level with electric vehicles, and other parts of their fleet of cars, trucks, and buses run on compressed natural gas. Drew Brooks, the city’s transit and parking manager, says Columbia has a sizeable fleet of vehicles running on “alternative fuel,” meaning CNG or electricity, with a goal of replacing at least half of its 28 diesel or CNG public transit buses with electric buses. “We’ll be getting close to that [goal] by the middle of next year,” Brooks says. The transition is well underway, he says. The city purchased its first electric bus in 2015 and put eight more in service in March. The cost of a 40-foot diesel or CNG bus is around $500,000; an electric bus of the same size costs between $750,000 and $800,000. A 30-foot electric model has a price tag of around $450,000. The city uses lease-to-own funding for the buses that comes from a mix of federal and local money, Brooks says. The higher price tag is offset by lower fuel costs and lower maintenance expenses. For instance, the typical cost of a 12,000-mile service for a diesel or CNG bus is about $1,200. Compare that to $300 for an electric bus. From a cost-comparative standpoint, is it a positive net? “We’re going to say it’s too soon to tell,” Brooks says. “We’re still early in that process.” The city is also planning to put the electric buses on individual meters in the next six
Your Guide to Powering Up Columbia has limited charging options for electric vehicles. Here’s where to plug in. Joe Machens Nissan 201 Nebraska Avenue The Tiger Hotel 23 S. Eighth St. Holiday Inn (Tesla) 915 Port Way Gerbes Supermarket 1729 Broadway Boulder Springs of Columbia Apartment Complex 301-399 Bennett Springs Drive About 14 miles west of Columbia, there’s a Tesla charging station at Yates House Bed and Breakfast in Rocheport. After that there are no options for 50 to 75 miles — from Sedalia to the west, Rolla to the south, and LaPlata to the north.
months or so “so we can do a better job of tracking what our electricity costs are,” he says. The goal to phase out diesel-fueled buses is a direct response to new diesel emission standards established in 2010. The short-distance, stopping-and-starting nature of public transit makes it difficult for diesel buses to generate the kind of speed needed to achieve better emissions, Brooks says: “Nationwide, transit buses are really struggling” to meet the 2010 emissions rules. Columbia’s electric buses have 12-year warranties on the batteries, but ongoing testing indicates that “we ought to be able to get close to 18 years out of them,” Brooks says.
Living the EV Life Electric vehicles and hybrids made up about one percent of the 205,000 vehicles sold in Missouri in 2016, Smith says; on a national scale, consumers purchased around 575,000 electric vehicles in 2016, with roughly half of those purchases made in California. So how does a gallon of fuel compare to . . . a gallon of electricity? Actually, there’s an app for that. The government calls it an “eGallon,” and the Department of Energy made a website that shows the e-power equivalent of a gallon of gas for different parts of the country. In Missouri, the price of gas averaged $2.39 a gallon. The equivalent cost for electricity — an eGallon — was $1.17. From that comparison, it costs about half as much to drive an EV. The city has its own charging stations, and consumers can plug in at home. Ameren provides an online guide to locate charging stations by ZIP code for EV drivers on the road. “It’s kind of like cell towers,” Neuner says. “The more you see, the better coverage you’re going to get.”
Despite a dearth of public charging stations — which have fees, of course — EVs make good sense for in-city driving or short commutes, Neuner says. A Jeff City-to-Columbia commute is certainly within that realm. There are other issues to consider — for car-poolers, the size of most electric cars can get a little cramped, though there are a few hybrid SUVs you can look at. Consumer education should go a few steps beyond price tags and battery life. EVs require different driving habits and, possibly, lifestyle changes. “Would a Nissan Leaf work for a family of six?” Neuner asks, noting the five-passenger seating capacity of the Leaf, which lists for around $29,000. A similar-size fuel-combustion Nissan Altima, “fully-loaded,” will come in a similar price range, Neuner says, while a new EV Ford Focus will also come in at around $29,000. You’ll also factor in specialized maintenance, since the majority of mechanics working today are still a little green when it comes to electric cars (pun intended). Smith sees the demand for EVs increasing, which should have a proportionate effect on price. “Right now, price is prohibitive for widespread use. Price and demand are the driving factors.” In 2014, consumers had about 15 options for EVs. That number, among the manufacturers that do business in Missouri, is now about 30, Smith says. GM will have 20 options by early 2020.
Necessary Infrastructure There’s some debate stemming from the tax difference between an “eGallon” and a gallon of regular fuel. Each gallon of gas includes a fuel tax, which goes to the Missouri Department of Transportation’s road and bridge budget. EV users
COLUMBIABUSINESSTIMES.COM 71
don’t contribute to that tax, though they pay an alternative fuel fee of $75 as part of the vehicle licensing and registration process. Just another wrinkle to address. Smith says auto dealers are already meeting the needs of customers looking to switch to EVs. The trend for future sales in the automobile industry requires an all-eyes-on-Asia perspective, and right now, China is a significant consumer of EVs, (followed by Europe, the United States — and California.) And it’s still too early to tell what effect federal tax reform legislation might have on the EV market. Legislation proposed as of this writing would repeal the electric-vehicle tax credit of $7,500. In the days after the legislation was revealed, Tesla’s shares dropped almost 9 percent. So what about the “chicken and egg situation” of putting more EVs on the road and more charging stations along the way to give those EVs a place to “fuel up?” Pat Justis, manager of energy efficiency and renewable for Ameren, expects to see more EVs out there. Auto makers are especially engaged in the EV market, Justis says, unlike past efforts to shift away from fuel-powered vehicles. But . . . “There are not enough cars [on the road] to merit investing in an infrastructure system of charging stations,” Justis says, adding that Ameren is taking a “forward-thinking” approach “to be able to help customers adopt this technology.” The Public Service Commission order last spring didn’t prohibit Ameren from building the EVCS network, but it didn’t allow Ameren to include the capital outlay and operation costs in its rate structure, as it would for a power plant or grid improvements. Ameren officials insist that regulatory approval is needed.
“We still feel like this is important,” Justis says. “We’re still identifying other ways to achieve getting long-distance, fast-charging options to the public.” Justis says Ameren will “most likely” have another request to the PSC to allow charging rate-payers for the EVCS project, “but we don’t have a timeline on it yet.” Former state Sen. Scott Rupp, now a Missouri Public Service Commission commissioner, cast the lone voice of dissent on the PSC’s rejection of Ameren’s first request. He has also blogged about “range anxiety” and the need to establish a charging station infrastructure. “In Missouri, when you get out of the urban areas of St. Louis and Kansas City, there are very long gaps between charging stations (if they exist at all), increasing the range anxiety of EV drivers,” Rupp wrote on his website, simplifyingenergy.com.
Rupp echoed the attitudes of utility regulators on the west coast, who have pointed out that with so little incentive to alleviate range anxiety — meaning long-range EV travel is challenging, if not impossible — private investment won’t be persuaded to help create an infrastructure that would, in turn, help generate additional EV drivers. Rupp was critical of the PSC’s order, adding that “our actions as a PSC will not encourage nor support EV adoption.” “Not regulating EVCSs owned by electric corporations will stifle the development of the EV market in Missouri and consequently the EVCS market as well,” he wrote. It’s easy to see how far electric vehicles have come in the state in the last decade — they’re no longer a quirky option for only a select few. Still, before widespread adoption happens, EVs and electricity infrastructure have some growing up to do. CBT
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tional work to be done, and you may have to do it. Or you may have to ask others on the team to pick up the slack. Unfortunately, if they are truly underperforming, the work really isn’t getting accomplished anyway, and if it is, it’s likely below organizational standards.
5. They’ve been there a long time. You
ORGA N I Z AT IONAL H E ALTH
7 Reasons We Hang on to Underperformers 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
WHEN WE GET PROMOTED to positions of authority, it’s exciting. It’s a wonderful feeling of accomplishment. Then that day finally comes when, as a manager, we have to dismiss someone from his or her job. Making this decision can feel overwhelming and daunting. It can even be paralyzing. We can stay in that place of indecision for quite some time with emotions running from guilty to frustrated. There can be many reasons why you must release a person — moral or ethical violations, policy violations, missed assignments. But here, we’re going to talk about underperformance in their position. If performance — something easily measurable and defensible — is the issue, what makes us hesitate? Let’s lay out some of the reasons why leaders hang on to underperformers for too long.
1. Fear. These types of situations may get really complicated, and fear can attach itself to any or all of them. You may realize that you made a mistake hiring the person, and that mistake is going to be highlighted because you now have to dismiss them. It
can be easy to do nothing and hope your mistake isn’t noticed. Fear has derailed many a manager.
2. It’s not enjoyable. The day you start to enjoy letting an underperformer go is the day you disqualify yourself from healthy leadership. On the other hand, I think most managers would agree that following through and letting an underperforming employee go can be a tremendous relief.
3. You play the role of the “nice” leader. You have a deep need to be accepted by all of your employees and an even deeper need for approval. You feel you might lose the approval of some staff if you let a certain underperformer go, especially if the person is liked by the rest of your team. Even so, you shouldn’t let this get in the way of doing what’s right for your organization. That’s true even if you’ve developed a strong friendship with the underperformer. It also may be a good idea to find a few friends outside of work.
4. You’ll have to work more. If you let an underperformer go, there will be addi-
might believe you or another leader has allowed the person to believe they’re doing fine for so long that there’s no changing it now. This one’s tough. Firing them would indeed be cruel, especially if the person is in the later stages of their working life. It’s best to do everything you can to avoid this situation. Start outlining performance standards and expectations this very minute.
6. You don’t think you’ve given them enough time. Have you done everything you can to help the person succeed? If so, then further time is not the cure for underperforming. Typically, underperformance problems do not get better with time; they get worse. If you haven’t done everything to help your employee, then yes, you need to rededicate yourself to being a better coach for this person. The process must start with honesty — with yourself and with the employee in question.
7. We’re human. Human beings have emotions, and our emotions are powerful forces. When we’re faced with a low performer, circumstances that are fairly common all of a sudden become unique. Losing their job will ruin the upcoming holiday season. They have house payments. They have a family to support. Where will they get another job? What will happen to them? You’ll experience these thoughts and more. You must be willing to separate the person from the performance. You’re letting them go because of their performance, not because of them as a person. Hanging on to underperformers is a disservice to your company and your employees. Let go of the fears that are holding you back from making changes that will, ultimately, improve your organization. CBT COLUMBIABUSINESSTIMES.COM 75
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MA RKET I NG
OTT: The Shiny New Toy BY JAMIE PATTERSON | Vice President of Marketing, JCMG
STOP ME IF YOU’VE HEARD (or said) these ones before. “My marketing stalled in 2017. I need to find a more innovative way to reach my audience.” “I’m having trouble reaching a younger demographic.” “Broadcast and local TV aren’t delivering results like they used to.” If any of those apply to you, then it may be time to learn about OTT. (Emphasis on “may.”) OTT stands for “over the top” and refers to television, video, or audio content delivered directly over the internet. In simpler words, we’re talking about streaming. If you’re already a streamer, then a lightbulb may be going off. OTT has created new, advanced, targeted video advertising inventory. But is it time to jump on the bandwagon yet? Let’s discuss. OTT Market Penetration: National Just how common is OTT in the United States? Analytics company comScore recently published the results of a 12,000-household study that assessed the usage and growth of OTT. Here’s a snapshot of the data, along with a few other facts and figures: • 51 million U.S. households engage in OTT streaming of video content (up from 44 million in October 2016). That’s about 16 percent of the total U.S. population. Other studies are reporting a 76 DECEMBER 2017
higher volume of OTT subscriptions, but their sample sizes are smaller. • Of households with Wi-Fi: + 54 percent stream OTT + 40 percent own a streaming box or stick + 30 percent have a smart TV + 28 percent have a game console • Of all OTT streaming hours: + Netflix accounts for 40 percent + YouTube garners 18 percent + Hulu takes 14 percent + Amazon Video makes the list at 7 percent + All other OTT services combine to cover the remaining 21 percent • OTT content can be consumed on devices of any size, but according to Nielsen, more than 60 percent of streamers prefer big-screen viewing. • According to Deloitte Digital, nearly three quarters of all millennials are streaming. They shop around for their content, subscribing to an average of three OTT services each. • Twenty-five percent of households won’t have a traditional cable or satellite service by the end of 2017, according to a report by the Convergence Research Group.
M AR KET I N G
OTT Market Penetration: Columbia and Mid-Missouri Although no one (that I know of) has studied OTT usage rates in Columbia, we could guess that it’s reflective of the national average. On one hand, Columbia is a college town. Twenty percent of Boone County residents are 18 to 24, and another 27 percent are between 25 and 44. OTT usage is highest in Millennials and Generation Z. However, Missouri ranks 34th for internet speeds, according to Akamai’s State of the Internet report in 2017. In rural areas surrounding Columbia, access (or lack thereof) to high-speed internet can be a barrier to OTT usage. OTT Advertising: Advantages and Disadvantages In marketing, the goal is always to determine who your target audience is and then serve your message to that audience where they spend the most time. If your audience is streaming OTT, they’re spending more time watching than ever before. And unlike traditional programmatic video, OTT inventory (which comes in 15-, 30, or 45-second spots) is un-skippable. This is a huge advantage over other video or TV ads which can be paused, skipped, or fast-forwarded through. But even though OTT subscriptions are on the rise and younger generations are heavily engaged in streaming, comScore’s large-scale study indicates that OTT is still an emerging platform — it’s not yet as mainstream as smartphone usage or social media. As such, purchasing OTT advertising is not a simple process. Some providers only sell their ad inventory in a bundle with traditional broadcast ads. Others sell individually by platform, but not all will deal directly with advertisers — some require an agency or media-buying middleman to broker ad buys. Should you buy this shiny new toy? It’s the early days of OTT, so my recommendation is to proceed with caution. If you operate in Columbia but serve a wider and more rural region or an older demographic, then you may want to do more digging before plopping your eggs in the OTT basket. If your customer base is local and heavy on students, then OTT advertising could be a viable and innovative way to reach them. Keep in mind that non-skippable, targeted, highly visual branded video advertising isn’t going to be cheap. But if your investment hits the right people at the right time, OTT could pay off big for your business. CBT
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P OL IC Y
Innovation through Relationships BY JERRY DOWELL | Director of Government Affairs, Columbia Chamber of Commerce
INNOVATION IS DRIVING THE WAY WE live daily, from the way we monitor our health with activity bands to how our children learn using educational apps on smartphones and tablets to the way our homes are powered and controlled over the internet. Those who embrace new technology will benefit from it. Likewise, cities, counties, and states that cultivate innovation by developing it, funding it, and promoting it will realize the economic benefits of tax revenue and high-paying jobs. Our mission at the Columbia Chamber of Commerce is to lead our community, drive commerce in our region, and advance community and regional collaborations, thereby enhancing the quality of life in Columbia. Why should we embrace the innovation that new startups are spearheading? Because they’re the ones taking on next generation challenges in fields from energy to education to medical technology. And these companies are facing some obstacles that will threaten their long-term success:
• Lack of strong bond between established local businesses and startups • Diminishing support from local business community stakeholders • Lack of engagement from local, regional, and state government So what does this mean? It means that startups thrive in places that have a strong local business community with companies that mentor, partner, and encourage entrepreneurs to continue to innovate. Startups thrive where there is active communication and collaboration inside and outside the specific industries related to these companies. The communities willing to nurture these types of companies will produce a vibrant economy that attracts the best and brightest. The Chamber of Commerce can be a convener of both public- and private-sector lead-
POLI CY
ers in Columbia to support an environment that will be more attractive for entrepreneurs and businesses. Brunswick Insight provided the U.S. Chamber of Commerce with analysis from a survey of 413 startup leaders in 25 cities with growing startup ecosystems; that survey yielded these four recommendations to communities who want to attract and retain startups: • Commit. Embrace what makes your city special and look for opportunities to establish industry-specific clusters that capitalize on your city’s distinct advantages. • Connect. Build connections between your city’s startups and local investors, government officials, and business leaders. Encourage and sustain open communication and collaboration between these entities. • Cultivate. Promote entrepreneurship and innovation in your city. Encourage local students and other inventive thinkers to solve big problems by joining your city’s startup community. • Champion. Share your city’s startup story far and wide to attract entrepreneurs, investors, and talent to your region, thereby fostering a robust local startup community. We’ve got a lot going in our favor. In 2006, the Columbia Chamber of Commerce, as part of its centennial celebration, created Centennial Investors, a group that has since provided funding to 18 startups. Thirteen of the companies are still operational, with one successful investment exit with the Media Convergence Group, better known as Newsy, which sold to the E.W. Scripps Company in 2013 for $35 million. Today, CI is bringing business leaders together to help cultivate the startup community through angel investing. Regional Economic Development Inc. provides the REDI Innovation Hub for entrepreneurs. This is a location for entrepreneurs to work and connect with their fellow startups and access the resources they need to grow. REDI also provides a calendar of events for these companies to participate in and showcase themselves, such as the local events in the 1 Million Cups program, developed by the Kauffman Foundation. We as a community have done a wonderful job of working to make Columbia a better place to live, learn, work, and play. But if we want to incubate innovation, we must continue to work to commit, connect, cultivate, and champion. CBT COLUMBIABUSINESSTIMES.COM 77
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tainment within the places they go to make purchases. This is simply the result of a change in cultural preferences: investing in memories and experiences rather than just goods. Office Space: We’ve seen this category innovate in Columbia faster than the other two. The construction of innovative office space, sometimes referred to as “creative space,” has caught on quickly here, and I believe that will continue. So what does that look like? And why has it arrived? These are six dominant characteristics of innovative office finishes: 1. Blurs the line between home and office 2. Uses space creatively with workforce in mind 3. Supports diversity 4. Mobile 5. Attracts and retains top talent 6. Continuously evolves
R EA L ESTAT E
Office Space Innovation BY MIK E GRELLNER | Vice P re side n t , P laza Co m m e rc i a l Re a l ty
“INNOVATION” AND “COMMERCIAL real estate” are said in the same sentence quite often these days. However, in our field of work, those conversations fall into two relatively broad, yet different, categories:
real estate — at least in terms of what we’ve seen to date and what we anticipate in the near future.
2. How innovation will change the nature of the real estate brokerage business in the way property is managed, marketed, and leased or sold in the future.
Warehouse and Industrial Space: New or innovative industrial space typically means high ceilings (usually 35 feet or more of clearance height); an integration of Class A office space (within the warehouse facility); the highest level of internet connectivity available (for efficient logistics or supply management); and simplicity of design and land use to allow for the addition of more docks, overhead doors, or expansions of warehouse and office components.
Answers in the latter category are unclear at the moment. Billions of dollars in capital are flowing into the industry in anticipation of groundbreaking changes that will affect how real estate is managed and sold in the future. Few people can anticipate when those changes will occur or what changes will occur at all. Maybe it’ll revolve around the use of big data. Maybe artificial intelligence. Given my averseness to predicting the future, I’m going to focus on how innovators have changed the look, feel, and nature of commercial
Retail Space: I sort of already covered this — it’s becoming clear that retail is increasingly coming from a warehouse rather than a retail storefront. I believe there is and will always be a place for conventional retail, but the nature of that real estate is changing quickly. Retail brands and the shopping centers that house them are making a drastic shift to what are generally smaller stores carrying far less product on the shelves. Consumers are seeking interaction with the product prior to purchasing, and they’re seeking enter-
1. How innovation is changing the look and feel (and corresponding use) of commercial real estate.
There is a similar theme laced throughout these characteristics: flexibility. Many users of this type of space are relatively new or “startup-like” in nature. Those companies have an inherent need to be nimble. Many times, they’re operating amid industry disruption, which results in change on a daily basis. If their new business is successful, they must meet a rapidly increasing demand for their product or service. Sometimes they have to double in size overnight, then do it again, and then maybe do it many times over. They must have the ability to add a new department, division, partner organization, or product line quickly. Also, these design characteristics are about making the space a comfortable, happy place for employees. A happy workforce filled with high achievers should then translate to a productive workforce. Simply put, the real estate they utilize must be reflective of their organizational chart and culture. That’s usually defined by operation in broad spaces where change is a constant. Like every industry, commercial real estate (and residential real estate as well) is experiencing disruption through innovative practices. As such, uncertainty exists — but so does immense opportunity. The real estate professionals, and the real estate itself, that can adjust to the change and uncertainty the quickest and seize opportunity are the ones that will define our industry decades from now. I look forward to seeing you there. CBT COLUMBIABUSINESSTIMES.COM 79
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ASK AN N E
Q Dear Anne, After you complete an interview, is it acceptable to call back to find out the status of your candidacy in a role that’s highly competitive?
A SK A N N E
To Text or Not To Text? 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 Dear Anne, I have a large database of job applicants from previous years that my company either did not interview when the person applied or did not hire for whatever reason. I’d like to reach out to them now. What are some of the best ways you’ve seen to get messages out to large groups of people?
Until recently, my company relied exclusively on the U.S. Postal Service, telephone, and email. We would send up to 200 emails per day to potential job candidates. I really don’t want to tell you what the rate of return was, but it was less than five percent most weeks. That means if you send 1,000 emails, you might hear from 50 people. Calling can be very rewarding once you reach a person, but it takes lots of dials to get to someone. When using the telephone was our sole method, my consultants would make more than 150 dials per day. This would generally result in about 10 good, productive discussions. Again, not the best rate of return. 80 DECEMBER 2017
Then texting came along. It was a pain at first, but things have changed recently. We’re now texting everyone. After reading and researching texting in depth, we found that millennials and Gen Zers prefer texting over other forms of communication. They receive information including interviewing, follow-up questions, and requests for references via text — some employers send rejection notices via text too. I did find a few tips to pass on if you decide to get on the texting bandwagon. First and foremost, is to invest in a sound software package that has good support. A few others include: 1. Don’t forget to identify yourself when texting, including your name and the company name. Remind the applicant they applied for a position and you are getting in touch for a reason. 2. Try to keep your campaigns small — you can get overwhelmed! 3. Your texting platforms should allow for two-way texting; you want to allow applicants to text back. 4. Keep things simple and brief. 5. Only text people one time. If they don’t respond, don’t blow up their phone. They’ve probably moved on.
The quick answer is yes — it doesn’t matter whether the job is highly competitive for an applicant to contact the hiring manager after interviewing. As a matter of fact, I (and many other professionals) highly suggest you do contact them. You always should thank them for their time and their consideration. The hard part to decide is what the best way to contact the interviewer is. Should you send a thank you note via text? An email? A handwritten note? After reading what some of my peers have said about follow-ups after interviews, I’ll agree with them — do not text your thank you note. That’s still seen as tacky. Texts are also often full of typos. (And whatever you do, don’t ever use an emoji.) If you know that the company will be deciding on who to hire within 48 hours, it’s acceptable to send an email. If you were interviewed by more than one person, remember to send individual emails. Another etiquette note — do not send emails after 11 p.m. I’ve personally been told that hirers see this as a sign you’re a workaholic. The handwritten thank you note is still the most noticed of all communications. The reader gets to touch it, see it, and read it. They see your writing and get a sense of who you are all over again. If you can get a note written and to the post office on the day of your interview, it could easily reach the interviewer within 48 hours. In my 30 years of helping people find jobs, I’ve found the ones who write those notes get more offers! I would love to know what local employers think about on this subject — if you’ve got an opinion, please email me at annew@ jobfindersusa.com. CBT 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.
B U SINESS • P EOP L E • IM PROVE M E N T • F YI
B U SI N ESS S MARTS
Consumers Weigh In on Trust BY SEAN SP ENCE
We often think of Better Business Bureau as the place to file a complaint about a business, or maybe report a scam, or for any number of other things that give value to business and consumers. Many may not realize that BBB is also a great source for all kinds of useful research that can help businesses succeed and help consumers make smarter choices. Recently, BBB released a new report about consumer trust in the marketplace, and it had plenty of lessons for businesses of every kind. A central finding of the research is that about three out of five American consumers start from a point of trust when engaging with a business for the first time, and their expectations are increasing even as their customer experiences too often disappoint — that’s to say that customer expectations seem to be increasing faster than customer service is improving. Of those surveyed, 41 percent said they had a negative customer service experience in the previous 12 months. Three out of four said the number of negative experiences with companies is about the same or greater than it was three years ago.
And there’s another aspect of these changes in consumer trust that should concern businesses — the “hidden voices” of those whose problems go unresolved. About one out of three consumers who have had a problem never complain to a business or to a thirdparty. They think it’s not worth their time. The research pointed out that this is where trust really erodes and businesses lose an opportunity to better themselves. There are a lot of factors that go into how businesses earn and lose trust, but one area where they lose people is with hard-to-use customer service and poor handling of complaints. The research found when customers contact a business directly to resolve a complaint, most found it difficult, and almost half of those businesses did not resolve the issue to the customer’s satisfaction. Consumers want to be heard. Even when there is a problem, six out of 10 will do business again with companies that assume responsibility and resolve disputes. The way a business handles a complaint can make them more
B U SI N ESS SM AR TS
trustworthy and honest in the eyes of those customers. Businesses need to make it easier for consumers to engage and pay more attention to these “hidden voices” as they seek to improve customer relations. Another interesting finding in the study is the power of millennials to influence reputation and trust in the marketplace via online reviews. The survey showed that millennial consumers are about four times more likely to post a review when they have a good experience with a company versus when they have a bad experience. Although almost all consumers read reviews and ratings, millennials are more likely to post reviews or comment on social media than other age groups, and they’re more likely to post positive reviews, giving their opinions a greater impact on a company’s reputation in the marketplace. Pricing also matters in consumer trust, although it did not rank as high as honesty, integrity, or ethics. Respondents cited higher-than-expected prices as a way consumers lose trust in a business. A minority of consumers (about a third) said they would consider purchasing from a company with poor ratings or reviews if the price is right for the product they want.
OTHER KEY FINDINGS OF THE REPORT: • Business interactions are human interactions. In-person interaction is still the preferred customer service channel, even for young people. Half of all millennials would prefer to talk to a person instead of use an automated telephone system, even if it means waiting for the next available representative. • The top causes of customer frustration respondents listed: • 24% - bad customer service • 24% - product or service different than advertised • 15% - product or service was not delivered • 13% - billing issues • 8% - could not return item or get a refund • The top factors for earning trust: honesty, integrity, and ethics; good reputation; competitive prices; good customer service; reviews and ratings; recommendations from family and friends; quality. CBT COLUMBIABUSINESSTIMES.COM 81
Hoss’s Market is your one stop Holiday Shop.
CATERING for home or office
— Unique Tasty
GIFT BASKETS — Hoss’s
GIFT CERTIFICATES Gifts that are Always in Good Taste
Holiday Open House Saturday Dec. 9th
www.hosssmarket.com Corner of Nifong & Forum 573-815-9711 82 DECEMBER 2017
BU SI N ESS • P EOPL E • IM P R OV EM EN T • FY I
TEQUILA DINNER SERIES
New Business Licenses DECEMBER 2017
at la siesta mexican cuisine
Dividing Line
Smallcakes
Bonsai Sushi Bar
Solutions
2609 E. Broadway
308 S. Ninth St.
2012 W. Ash St.
573-607-2739
573-200-0028
573-514-5991
Bakery
Food service
Training, lecture, seminar speaking
restaurant/bar Elizabeth Hocker
Counseling LLC Columbia’s
2401 Bernadette Dr.
Epoch Escapes
573-823-6992
2529 Bernadette Dr.
Counseling practice
573-239-9066 Escape room, indoor
Line-X of
recreation
Mid Missouri
Pioneers Remodeling LLC
2900 Mexico Gravel Rd. 573-489-5203 General contractor
1510 I-70 Dust Brothers LLC
Complex Ct.
Smoothie King
921 Sondra Ave.
573-777-9989
1203 E. Broadway
660-672-9112
Automotive
573-303-1903
Flooring demo
accessories
Beverage places – smoothies
Abundance Interior
The Dance Academy
Design LLC
3211 S. Providence Rd.
Como
4008 Gallant Fox Dr.
573-875-7188
Mercantile Inc.
573-874-0328
Dance studio
1122 Wilkes Blvd.
Interior design and consulting
573-434-0873 Dirt Free Flowers Cleaning
Benchmark Quality
110 Gipson St.
Construction
813-410-9121
3704 Scottson Wy.
Commercial and
573-289-6429
residential cleaning
General residential construction
What’s Poppin’! Gourmet
Retail glass smoking supplies and furniture Hockman’s Martial Arts
TUESDAY, DECEMBER 5TH
PRESENTED BY: &
Join us as we bring back our exclusive Tequila Dinner Series. There are only 30 tickets available for each dinner so act quickly! Ticket includes: -A 3 Course Meal featuring a premium tequila drink paired with each serving. -A bottle of Herradura Double Barrell Premium Tequila -A Guest Speaker answering questions about what makes Herradura so special and offering tutorials on how to make the perfect margarita.
ORDER YOUR TICKETS: LASIESTAMEX.COM
2601 Rangeline St. 573-489-0854 Martial arts instruction
ASAP Hauling LLC
1121 E. Business
7949 E. Hubbard Road
Loop 70
573-489-3965
314-973-9768
The Italian Village
Trucking company
Retail handmade
1729 W. Broadway
– oversize and
prepackaged gourmet
573-864-1114
overweight loads
popcorn
Restaurant
CBT COLUMBIABUSINESSTIMES.COM 83
B U S I N E SS • P E O P L E • I MP R OV E M E N T • F Y I
From the very first meeting, my clients feel a sense of
relief.
They now know what needs to be done and why. And then they discover a level of personal service they’ve probably never experienced before.
I can do the same for you, as well.
Deeds of Trust WORTH MORE THAN $550,000
$25,000,000
$1,632,800
$731,250
Hummingbird Properties LLC Potterfield, Larry Revocable Trust STR 26-47-12 //N FF W/ Exceptions
Hemme Construction LLC First Midwest Bank Poplar Bluff Lt 106 Nursery Heights Subdivision Plat 1
Tarwater, Kurtis D & Kristen D Revocable Trust US Bank LT 123A Old Hawthorne Plat No 2-B
$7,200,000
$984,000
JQB Construction Inc. Landmark Bank STR 1-47-13 //E $4,946,000
Sinclair Estates LP Central Bank of Boone County LT 1 Sinclair Estates $3,120,000
Store Master Funding XIII LLC CitiBank Lt 2 Bearfield Plaza Subdivision FF & ESMT $3,100,000
Marco Investments Inc. The Bank of Missouri LT 5 Watson Place $2,500,000
Rabkin Contracting LLC Landmark Bank STR 6-47-12 //N SUR BK/ PG: 2958/4 AC 152.74 FF PT Tract 1
Wills & Trusts Business Law 303 N. Stadium Blvd. Suite 200 Columbia | 573-874-1122 NathanJonesLaw.com The choice of a lawyer is an important decision and should not be based solely upon advertisements.
84 DECEMBER 2017
DEEDS OF T R U ST
$2,260,000
Store Master Funding XIII LLC CitiBank LT 13 PT Barkwell Sub $2,070,000
Store Master Funding XIII LLC CitiBank LT 2A Nifong Village Plat 1 Replat Lot 2
McGuire, Brenda D Revocable Trust Agreement The Bank of Missouri Lt 100 FF Guitar’s Sub & Park Add
$600,000
Sinclair Estates LP Missouri Housing Development Commission LT 1 Sinclair Estates
$978,000
$580,000
Hill, Robert & Sarah Regions Bank STR 1-47-13 //SW SUR BK/ PG: 3057/76 AC 11.83 FF Tract 1
Ashland Commons LLC River Region Credit Union STR 15-46-12 //NW SUR BK/ PG: 4792/170 AC 25.99
$975,000
Gray Oaks Properties LLC The Callaway Bank Lt 10 Oak Forest Sub Blk 5-D FF Blk V-D $948,000
Harper, Dennis R & Sara F Landmark Bank Lt 5D Highlands Plat 7 $830,000
Roberts, Richard Lee & Catherine L Hawthorn Bank LT 7B Georgetown Plat 10 LT 7 $815,000
Campus Corner LLC, The Central Bank of Boone County LT PT Watson Place
$571,115
K&R Properties of Missouri LLC Central Bank of Boone County LT 827A Highlands Plat 8-D The $555,000
Henry, Carolyn J & Schild, Timothy Allen Bank of America STR 6-47-13 //N SUR BK/PG: 1135/59 AC 10.33 FF Tract 17D $550,000
Cunningham, Ashley & Atkinson, Gabriel Central Bank of Boone County STR 22-47-13 //SE SUR BK/ PG: 4579/7 AC 28.88 FF Tracts 1 & 2 Rokes Bend CBT
$815,000
Happytime Exchange LLC Central Bank of Boone County LT 154 PT Columbia
538 deeds of trust were issued between 10/02 and 10/27
BU SINESS • P EOP L E • IM P R OV EM EN T • FY I
Economic Index LABOR
HOUSING
(not seasonally adjusted)
September 2017
September 2017 COLUMBIA, MISSOURI
Labor Force: 68,729
Single-family home sales: 133 Existing single-family home sales per month: 118
Employment: 67,084
New construction single-family
Unemployment: 1,645
home sales per month: 15
Rate: 2.4 percent
Single-family active listings on market: 764
BOONE COUNTY
Labor Force: 100,852 Employment: 98,500 Unemployment: 2,352 Rate: 2.3 percent
Single-family homes average sold price: $232,526 Single-family home median sold price: $192,000 Single-family homes average
MISSOURI
days on market: 54
Labor Force: 3,081,861
Single-family pending listings
Employment: 2,979,785
on market: 127
Unemployment: 102,076 Rate: 3.3 percent UNITED STATES
Labor Force: 161,049,000 Employment: 154,494,000
UTILITIES Water
October 2017: 49,129 October 2016: 48,854
Unemployment: 6,556,000
Change #: 275
Rate: 4.1 percent
Change %: 0.563% Number of customers receiving
CONSTRUCTION
service on November 1, 2017:
September 2017
49,194
Residential building permits: 96 Value of residential building permits: $21,047,109 Commercial building permits: 19 Value of commercial building permits: $21,563,950
Electric
October 2017: 50,125 October 2016: 49,405 Change #: 720
Commercial additions and
Change %: 1.457%
alterations: 13
Number of customers
Value of commercial additions:
receiving service on November
$2,600,657
1, 2017: 50,083 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 DECEMBER 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
Innovation By the Numbers
4,650 Startups established in the second quarter of 2015 (Small Business Administration)
939 2016-2017 graduates of MU’s Trulaske College of Business (MU)
99.4% Missouri businesses in 2016 with fewer than 500 employees
6,483
Jobs created in the past three years by the Missouri Small Business and Technology Development Centers (SBTDC)
(Small Business Administration)
$10,000
18
Average loan size from Boonville’s Revolving Loan Fund for new businesses
Companies that have received investment from Centennial Investors
(City of Boonville)
(centennialinvestors.com) COLUMBIABUSINESSTIMES.COM 87
ADVERTISER INDEX ACCOUNTING PLUS............................................................................................91
MEDIACOM...............................................................................................................4
ANTHONY JINSON PHOTOGRAPHY............................................................13
MIDWEST COMPUTECH................................................................................... 44
BIG CEDAR LODGE.............................................................................................42
MISSOURI EMPLOYERS MUTUAL...................................................................16
BLEU EVENTS...................................................................................................... 60
NATHAN JONES LAW....................................................................................... 84
CARPET ONE.........................................................................................................74
NAUGHT NAUGHT INSURANCE AGENCY.................................................82
CENTRAL MISSOURI AUTOBODY..................................................................16
PCE, INC...................................................................................................................18
CITY OF COLUMBIA WATER & LIGHT......................................................... 10
PERSONAL TOUCH CLEANING SERVICE..................................................32
EDWARD JONES................................................................................................. 20
RESTORATION EYECARE............................................................................... 20
FERGUSON.............................................................................................................24
SILVERBALL............................................................................................................. 5
FIRST STATE COMMUNITY BANK.................................................................78
SOCKET...................................................................................................................85
GFI DIGITAL............................................................................................................. 3
STANGE LAW FIRM.............................................................................................88
HAWTHORN BANK.............................................................................................92
STATE FARM INSURANCE - STEPHANIE WILMSMEYER.....................78
HEART OF MISSOURI UNITED WAY...................................................... 8 & 9
STONEY CREEK INN............................................................................................18
HOSS’S MARKET & ROTISSERIE....................................................................82
SUPERIOR GARDEN CENTER/ROST LANDSCAPE.............................. 60
JENNING’S PREMIUM MEATS.........................................................................78
THE TRUST COMPANY..................................................................................... 34
JOBFINDERS.........................................................................................................82
TIGER SCHOLARSHIP FUND............................................................................14
JOE MACHENS DEALERSHIPS................................................................. 37-41
TRUE FALSE FILM FEST..................................................................................... 6
LAMMTECH..............................................................................................................11
UNIVERSITY CLUB................................................................................................ 7
LANDMARK BANK................................................................................................ 2
WILSON’S FITNESS............................................................................................67
88 DECEMBER 2017
B U SINESS • P EOP L E • IM P R OV EM EN T • FY I
T H I S OR T H AT
SHATENITA HORTON Vice President, Bank Security Officer and Banking Center Manager, Providence Bank
Mac
Big Picture
Cursive
Early Bird Cinema Michael Jackson Firefox 9-5 Learn At Your Desk
Chrome Flexibility Teach In a Meeting Cake
City
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
Podcast Cluttered Card Game Concept Fiction Text
Only because of the popcorn.
The Beatles
Pie Modern
1.
Netflix
Beer
Skeptical
A M E N DME N TS A N D CONDI TI ONS
Night Owl
Wine Improviser
Photography by Keith Borgmeyer
PC
Details
Soup
Playlist Minimalist 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
Missouri Theatre BY BRENNA MCD ER M OT T | P HOTOG R A P HY BY C H I P AU STI N
THERE AREN’T MANY BUILDINGS IN Columbia that display the ornate baroque and rococo European styles. The most well-known is the Missouri Theatre, listed on the National Register of Historic Places and the only pre-Depression movie palace left in Mid-Missouri. The theatre was built from January to October 1928 and was designed by Boller Brothers Architects of Kansas City. It’s believed to be modeled after the Paris Opera House. According to a 1979 National Register of Historic Places nomination form, the building originally was intended to rise eight stories and would include hotel and office space; however, the Great Depression halted those plans. According to National Register documents, J.D. Stone was the president of Missouri Company, Inc., which financed the construction of the building. St. Louis decorator Carl Bonfig created the look of the theatre. He’s also known for painting a mural of “the history of transportation” in the foyer of St. Louis City Hall.
The theatre opened on October 5, 1928 to a full house, and the opening program included the Missouri Orchestra, a Buster Keaton film, the Missouri Rocket Girls, and an unbilled, unknown comedian — Bob Hope. Commonwealth Theatres leased the building from 1953 to 1988, according to U.S. Department of the Interior documents. According to the National Register nomination form, the president of Commonwealth Theatres visited Columbia from California and “spoke to local preservationists who urged her to continue the operation of the theatre due to the importance of its interior decoration. Since the theatre is still a money-making concern, she responded favorably to these requests.” The theatre underwent major renovations in 2007 and 2008 (it was owned by the Missouri Symphony Society beginning in 1988), including replacing seats, adding decorative plaster pieces, hanging drapes, and installing a new sound system, plus adding bathrooms and
an elevator. The chandelier was restored and a near-identical pipe organ was installed. Renovators retained much of the original design inside, like the plaster reliefs, stained glass art panels, and the Belgian marble wainscoting, according to MU’s website; the university purchased Missouri Theatre from the Missouri Symphony Society in 2014. It’s used for Symphony Society performances, as well as the University Concert Series and Missouri Student Association films and speakers. The National Register application says that boosters believe the theater’s proximity to the university has kept it open when other theaters in town have closed. CBT
Missouri Theatre 203 S. Ninth Street 573-882-3781 concertseries.missouri.edu
We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 90 DECEMBER 2017
happy holidays from Your business & Tax advisor team! PERSONALIZED SERVICE FOR A FRACTION OF THE PRICE OF OUR COMPETITORS
Leave it all to us! 573.445.3805 | www.AccountingPlusInc.com/schedule 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
Justin Starr Starr Properties
Matt Boyd QuestTec
Gardell Powell Veterans United
These entrepreneurs connect us to those who drive Columbia forward. Lydia Melton Günter Hans
Nickie Davis Muse Clothing Forrest Shock Huntleigh McGehee
Kellie Ann Coats Director of Advancement University of Missouri Shelly DeVore Columbia Insurance Group
Member FDIC NASDAQ: HWBK © 2017, Hawthorn Bank
Bartley Stevenson Milam Contracting
David Rowe D. Rowe’s
Tyson Hunt Logboat Brewery
573-449-9933 HawthornBank.com
MacKenzie Knierim The Southern Rose