COMO Business Times The Finance Issue October 2024
Thank you to the fo l lowin g partners for helping ensu r e all Columbia's kids hav e access to safe spaces an d life-changing programs tha t ensure young people thrive .
Can we talk? I mean — really talk? No, I mean “talk,” as in “have a conversation,” you know, that activity where Person A speaks while Person B listens, then Person B speaks while ... hey, can you stay with me for a sec? No scrolling the social channels, no checking your phone for that life-altering message that you just know you’re getting at any moment.
Let’s focus.
I talk, you listen. You talk, I listen. And each of us can confirm we’re listening by stating, “I hear you, and what you’re saying is ...” Then fill in the next line with a word or phrase to indicate that connection and establish a civil rapport whereby you speak, I listen; I speak, you listen. Maybe it’s a short exercise or perhaps it becomes a lengthy, well, I think I’m trying to describe something that is sorely lacking these days: Conversation.
You talk, I listen. We trade ideas, share opinions, express support for our sources of information by which we base our thoughts and observations. We can even question each other, perhaps challenge the veracity of each other’s sources. And we seek common ground, even if that ground has light-years separation on the political or religious spectrum.
We don’t have to agree. And none of this phony “agree to disagree” nonsense. That’s disingenuous. We can go our separate ways, back to our respective corners without hating each other or nuking each other with the latest talking points that are designed to further divide us and foster disdain for each other.
Can we do that? Can we talk? I mean — really talk? I do worry about the social temperature of our country and how hot the inferno could get depending on the results of next month’s election. Mighty wheels of strife are already in motion, regardless of the outcome, so maybe it’s pollyannaish of me to suggest or hope that we can collectively choose to be our best selves even though the contagion already
circulating may seem to give us excuse to be our worst.
When Abraham Lincoln took the oath of office during his first inauguration on March 4, 1861, the nation was thirty-eight days away from exploding into the Civil War. Though that seemed inevitable, he called on Americans to summon “the better angels of our nature.” Eventually, that attitude prevailed, though after unimaginable bloodshed.
May we find our “better angels” more quickly in the fall of 2024.
And now, I welcome you to the October “Finance” issues of COMO Business Times and COMO Magazine. I was remiss last month by not recognizing new-to-us writers Roger McKinney (retired Columbia Tribune education reporter) and stand-up-comedian in the making Ryan Sheehan. Our roster of freelancers has expanded considerably in the past few months.
With that in mind, let us know the stories you’d like to see covered, which stories we’ve reported well, and what we can do better.
Finally, here’s a hearty welcome to a new sidekick, Associate Editor Kelsey Winkeljohn, an incredibly gifted writer and a uniquely talented soul with contagious and captivating creative energy. (Doesn’t hurt that she tolerates my obsession with the Oxford comma. And sloths.)
JODIE JACKSON JR EDITOR jodie@comocompanies.com
Photo by Anthony Jinson
Meet the Advisory Board for COMO Business Times
SHAWN BARNES Director of Business Development and Recruiting Williams-Keepers LLC
MIKE
BROOKE
CBT ’s advisory board is made up of industry leaders and small business owners who help ensure CBT ’s content is relevant to our local business community.
NICKIE DAVIS Executive Director The District, Downtown CID
JEN
BRIAN
Closer Look
COLUMBIA BEAUTY STUDIO
Located in the North Village Arts District, Columbia Beauty Studio o ers a range of beauty services, from haircuts to dyes to waxes. is small salon, owned by Columbia native Angela McFarland, aims to provide an exceptional and relaxing experience.
After years of working in a corporate environment, McFarland decided to pursue her dream of owning a business. In August 2024, she opened the salon, creating a space that emphasizes personalization and community.
“I spent many years working for others. I wanted to become more part of my local community,” McFarland said. “I enjoyed the sense of personalization and atmosphere that local businesses o er. I wanted that for myself and to provide space for that for other local hair artists who share the same value.”
McFarland, who studied at Cosmetology Concepts Institute and has years of experience in dimensional color, blonding, and gray coverage/blending services, is known for providing advanced and personalized hair services and solutions, as well as hair education to guests. Working alongside McFarland is Maddie Stephenson, who rents a chair in the salon and specializes in natural styling, locs, blonding, and curly hair.
“We strive to o er a place of relaxation,” McFarland explained. “People wear many di erent hats — moms, daughters, students, teachers, entrepreneurs — and we’re here to help them look and feel their best in all they do.”
Launched in June 2024, Legacy Reels o ers a ordable solutions to preserve your family’s stories for generations to come. Owned by Mizzou lm production student Jack Kankiewicz, the business provides two primary services: digitizing photos and home movies from any medium (VHS, Super 8, DVD, etc.) and creating professional-quality video memoirs through guided interviews centered on life stories. Legacy Reels specializes in working closely with individual families, starting with in-depth pre-interview consultations.
Kankiewicz, who learned the fundamentals of documentary lmmaking by producing a feature-length mockumentary, was inspired to create the business from a deeply personal experience.
“I wanted to capture my grandpa’s stories as he began to experience memory loss, so I sat down with him to record an interview,” Kankiewicz explained. “ e process and outcome were so rewarding that I wanted to do it for others as well.”
All interviews are lmed on-site at the client’s preferred location. Legacy Reels also o ers pick-up and return services for media to be digitized, making their o erings even more accessible. For families with existing footage, digitizing home media is an excellent way to prevent deterioration. ese digitized memories also make thoughtful gifts for anniversaries, milestones, birthdays, and more.
Christopher Daubert, PhD, vice chancellor and dean of the University of Missouri College of Agriculture, Food and Natural Resources (CAFNR), became the Institute of Food Technologists (IFT) 85th president effective September 1, 2024. Before joining the University of Missouri in 2017, Daubert spent more than two decades at North Carolina State University in Raleigh, North Carolina, where he served as head of the Food, Bioprocessing & Nutrition Sciences department, and director of the Food Rheology Laboratory. He earned his Bachelor of Science degree in agricultural engineering from Penn State University and his PhD in agricultural engineering and food science from Michigan State University. Daubert is an IFT fellow and previously served as chair of the Food Engineering division.
CHRISTIAN FELLOWSHIP CHURCH
Christian Fellowship Church recently installed three new staff pastors and two new non-vocational elders. The new pastors are Tara Freeman (Pastoral Care), Cody Riggins (Youth Ministry), and Jo Scott (Healing Ministries and
Family Life). Christian Fellowship also welcomed two new elders: Sam Brown and John Kim (Jung Hyup Kim).
OATS TRANSIT
Dan Langendoerfer of Columbia was one of eight drivers from OATS Transit who were honored recently with Transit Champions Awards at the Missouri Public Transit Association annual conference in St. Louis. The drivers were nominated by their managers for their outstanding commitment to OATS Transit, and to public transit. Each driver was recognized at the state conference, and will be included on the Association’s Operator Wall of Fame.
BOONE HEALTH
Dr. Robin Blount, chief medical officer for Boone Health, has announced her intent to retire, effective January 2025. Dr. Blount has been with Boone Health for thirty-eight years, initially practicing internal medicine in private practice at Boone Clinic in Columbia starting in 1987. Dr. Blount moved to Columbia with her family in 1964 and graduated from the University of Missouri with a bachelor’s degree in chemistry in 1979 and from the School of Medicine in 1983. Following additional training in an
infectious disease fellowship at MU, Dr. Blount entered private practice at Boone Clinic in Columbia in 1987. In 2015, she was named Boone Hospital’s chief medical officer. Dr. Blount helped lead the hospital and its medical staff through two electronic medical records transitions, the hospital’s transition to independent status, and the challenge of the COVID pandemic. During her tenure as CMO, Boone Hospital achieved 5-star ratings from the Centers for Medicare and Medicaid Services five times since 2016 when the ratings were first introduced. In 2024, Boone Hospital also was named a top 100 hospital in the nation by Healthgrades. Dr. Blount has served on the Board of Governors for the MU School of Medicine, and in 2020 was recognized by the Boone County Medical Society as the Distinguished Physician of the Year for work and leadership during the COVID pandemic. Dr. Blount has also remained active in the community, serving as the physician champion for the Heart of Missouri United Way, serving as the “physician at large” on the Missouri Hospital Association Board of Governors and leading the Missouri Hospital Association Physician Executive Group. A national search will begin for her replacement. CBT
FREEMAN
DAUBERT
RIGGINS
SCOTT
BROWN
KIM
BLOUNT
Briefly in the News
ART & CULTURE
CALE and Columbia College Partner for Student Success
CALE High School and Columbia College have announced a partnership to increase high school students’ educational and academic opportunities. e partnership will o er CALE High School students a unique perspective on academic life beyond the traditional high school setting as they prepare for postsecondary opportunities by creating customized and individual learning plans. Additionally, the partnership will provide practical classroom experience for higher education students in education degree programs.
Plein Air Artist’s Oil
Portrait Chosen for Columbia’s 2024
Commemorative Poster
Artist Gloria Gaus’ “Prairie Sky” oil portrait was unveiled recently as the city of Columbia’s 2024 commemorative poster. Each year since 1992, the city has produced an annual commemorative poster to communicate the vitality and beauty of Columbia. e 2024 poster was recognized on August 21 at a fundraiser for the Columbia Arts Fund at the Boone County History & Culture Center.
PUBLIC HEALTH
Browning is Retiring from City/County Health Department Leadership
Columbia/Boone County Public Health and Human Services Director Stephanie Browning will retire from the city of Columbia e ective October 11, 2024, after twenty- ve years of service to the community. e city manager’s o ce announced the news in a September 4 news release. As the director for PHHS, she serves residents in the city of Columbia, other towns in the county, and rural areas in Boone County. During her tenure, PHHS achieved national accreditation status from the Public Health Accreditation Board, one of only 397 in the country to have that distinction. She led the department through many signi cant events, such as the H1N1 in uenza and COVID-19 pandemics.
CELEBRATION
Columbia City Departments Achieve Accreditation Again
e city of Columbia departments of Public Works, Utilities, Economic Development, and Community Development recently received full accreditation by the American Public Works Association (APWA) for the seventh time. “ ese four departments have dedicated themselves to continuous improvement and excellence, and I believe this accreditation highlights sta ’s commitment to going above and beyond in providing services and programs that our residents desire and deserve,” City Manager De’Carlon Seewood said in a news release. Formally awarded the prestigious accreditation for the seventh time, the city departments were rst awarded APWA Accreditation in 2001. In addition to Columbia, accredited agencies in Missouri include the cities of Belton, Chester eld, Kansas City, Lee’s Summit, Maryland Heights, Raymore, and Spring eld.
HEALTHCARE
County Commission Gives ARPA Funds to Boone Health
e Boone County Commission has awarded $475,390 in American Rescue Plan Act (ARPA) funds to Boone Health for the expansion of its Progressive Care Unit (PCU). e investment will enhance Boone Hospital’s capacity to provide advanced care for patients. e planned expansion of the PCU includes increase in capacity, improved patient ow, cardiology over ow, and updated monitoring system.
ENTERTAINMENT
Quin Gresham Annouces Departure from Lyceum Theatre
After nineteen seasons advancing the artistic legacy of the Arrow Rock Lyceum eatre, Producing Artistic Director Quin Gresham takes his nal bow in October after accepting the position of artistic director at the Alabama Shakespeare Festival. Gresham came to e Lyceum as an actor in 1999 and has appeared in more than fty productions. e Lyceum’s Board of Directors will soon announce plans for the search for a new artistic director. Gresham will return to Arrow Rock this winter to direct the tenth anniversary production of his acclaimed adaptation of A Christmas Carol, which will be performed December 13 through December 22. CBT
3 Reasons Why Fall/Winter Homebuying Is a Good Idea
BY BRIAN TOOHEY
IN THE FALL AND EARLY WINTER, people in central Missouri are busy starting school, excited about football — especially this year — and surviving the holiday season. Among those events, who would want to add the potential stress and time it takes to search for and buy a new home? Even though it’s still a “seller’s market” and a busy time of year, the fall and early winter can be a great time to buy a house, particularly this year. Interest rates are lower, home inventory levels are increasing, and there is less market competition. All elements provide buyers with opportunities this time of year.
For most homebuyers, mortgage rates are a considerable element of their home purchase decision. Fortunately, current mortgage rates are much lower than a year ago. Government bond yields have decreased as in ation continues to ease, resulting in lower mortgage rates. With the potential of the Federal Reserve to begin lowering the Federal Funds rate, mortgage rates could continue to go lower through the winter.
Most housing economists have expressed that bond markets have already “priced in” lower interest rates and are not predicting mortgage rates will drop much further. e days of 3 percent mortgage rates are far behind, but a mortgage rate between 5.5 to 6.5 percent is still a phenomenal rate.
e number of homes on the market is much higher than a few years ago, giving those searching for a home more options. Many current homeowners with low mortgage rates have been reluctant
to sell their homes and feel “rate locked,” not wanting to give up their current rate.
As mortgage rates decrease while home equity has increased, these homeowners are beginning to feel more comfortable selling their current homes and taking on slightly higher mortgage rates from a new purchase. Also, life events, such as a growing family, retirement, and job relocations, are increasing home inventory levels.
One of the biggest bene ts of buying in the fall and winter is less competition from other homebuyers. So many people wait until the spring and summer to purchase a new home, mainly because of the school calendar. With the potential of lower mortgage rates this spring and summer, market competition could be erce. Fall and winter typically have more inventory on the market, giving buy-
Brian Toohey is the
ers more choices and less chance of being in a multiple-o er situation. Also, sellers seem more likely to negotiate a little more during the fall and winter months.
Fall and winter are busy times of year and moving when the weather is cold and gloomy is not ideal. However, homebuyers might miss a great opportunity in the coming months. Why wait until the spring or summer when homebuyers will face lower inventory levels, sti er competition, and, more than likely, higher prices?
If you are considering buying a new home, save yourself some stress and money by taking advantage of the fall and winter home market. You’ll thank yourself next spring when you are settled in your new home while your friends and family are dealing with annoying market factors you were able to avoid. CBT
Chief Executive Officer for the Columbia Board of REALTORS®.
Understanding New Small Business Tax Laws
BY MATT M C CORMICK
AS LEADERS IN THE SMALL BUSINESS COMMUNITY, navigating the evolving landscape of tax laws is crucial to your success. Updated tax regulations o er new opportunities and bene ts, but they also introduce complexities that require careful management. e Chamber of Commerce is here to help you understand these changes and why consulting a certi ed public accountant (CPA) is essential. Additionally, we emphasize the importance of starting your tax planning now rather than waiting until April.
OVERVIEW OF THE NEW SMALL BUSINESS TAX LAWS
e recent updates to small business tax laws are designed to simplify compliance and provide additional bene ts. Key areas of change include:
• Enhanced Tax Credits and Deductions: e new regulations o er increased tax credits and deductions for small businesses. ese enhancements cover areas such as research and development, energye cient improvements, and employee training programs.
• Corporate Transparency Act (CTA): e CTA requires businesses to report bene cial ownership information to the Financial Crimes Enforcement Network. is measure aims to combat money laundering and increase transparency in business ownership.
• Simpli ed Compliance Requirements: To reduce the administrative burden on small businesses, the new laws simplify
reporting requirements and provide clearer guidelines on various taxrelated issues.
• Retirement Plan Incentives: ere are new incentives for establishing retirement plans for employees, including tax credits for setting up new plans and additional credits for contributions to employee retirement accounts.
CONSULTING A CPA: YOUR GUIDE TO NEW BENEFITS
Understanding and leveraging the new tax laws can be complex. Here’s why consulting a CPA is critical for your business:
• Expert Knowledge and Advice: CPAs are experts in the latest tax laws and regulations. ey can provide invaluable advice on how to maximize new tax credits and deductions, ensuring your business bene ts fully from the changes.
• Compliance Assurance: With the introduction of the CTA, ensuring compliance with new reporting requirements is essential. A CPA can guide you through these requirements, helping you avoid penalties and nes.
• Strategic Tax Planning: A CPA can develop a strategic tax plan tailored to your business needs. is includes identifying opportunities for tax savings, optimizing deductions, and planning for future tax liabilities.
• Financial Reporting and Analysis: Beyond tax compliance, CPAs o er insights into your business’s nancial health. ey can assist with nancial reporting, analysis, and forecasting, empowering you to make informed decisions for growth and stability.
DON’T WAIT UNTIL APRIL
Procrastination in tax planning can lead to missed opportunities and increased stress. Here’s why starting your tax preparations now is crucial:
• Maximize Tax Bene ts: Early planning allows you to identify and implement strategies to maximize tax bene ts, including taking full advantage of available credits and deductions.
• Avoid Last-Minute Scramble: Waiting until the last minute to le taxes can result in errors and omissions, leading to audits and penalties. Early preparation ensures thorough and accurate ling.
• Cash Flow Management: E ective tax planning helps manage cash ow better. By anticipating tax liabilities, you can ensure your business has su cient funds to meet obligations without disrupting operations.
• Stress Reduction: Starting early reduces stress for you and your CPA, providing ample time to address any issues and ensuring a smooth ling process.
e new small business tax laws present both opportunities and challenges. By consulting a CPA, you can navigate these changes e ectively and take full advantage of the new bene ts. e Chamber of Commerce urges you not to wait until April to start your tax planning. Begin now to maximize tax bene ts, ensure compliance, and reduce stress. With the right guidance and a proactive approach, these regulatory changes can be transformed into positive outcomes for your business.
e Chamber of Commerce is committed to supporting you through these changes. For more detailed information and assistance, please contact us or your local CPA. Together, we can ensure that your business thrives in this new regulatory environment. CBT
Matt McCormick is the president and CEO of the Columbia Chamber of Commerce.
Navigating Politics in the Workplace
BY STEVE SPELLMAN
WELL, IT’S THAT TIME OF YEAR AGAIN — Election Season. But does it actually ever end?
You can’t turn on a screen or cruise down the street without catching some politician’s face, rhetorical sound bite, or name plastered on a yard sign. And whether you like it or not, this big polarizing mess has intruded into the workplace. What channel to turn your lobby TV to? FoxNews obviously turns some people o . MSNBC? Don’t even think about it. CNBC might seem safer, or maybe Bloomberg. Either way, be prepared for complaints.
Jerry’s Ice Cream, whose hippie founders make very obvious their overly politically charged statements; the di erence being that they do so unapologetically.
untold political signs all over the place, and lots of prominent bumper stickers on the back of his truck, along with a “Burn KU” personalized license plate.
What about employee chatter around the water cooler that gets all political? If the parties assembled are of the same, well, party, maybe it’s bearable. But what about when banter among coworkers from opposite ends of the spectrum gets a little heated? Most employers want to avoid this scenario like the plague.
Even when an organization’s marketing messages intend an apolitical approach, it can mysteriously get interpreted as being politically charged. e very same word or phrase that’s innocuous to a general audience could get accused of being “right wing” by some recipients or even too “liberal” by others. It’s hard.
e Wall Street Journal featured a few now infamous examples of companies that got sideways in the culture war. Interestingly, it was observed that with either Disney or Bud Light, the controversy that arose was surprising, as the reputation of each was generally positive and ideologically neutral. Compare this to Ben and
Back closer to home, most business owners won’t touch politics with a tenfoot pole, terri ed of turning o any potential clientele, while a few have no such reservations.
Take for instance, Leigh Lockhart of downtown organic restaurant Main Squeeze Cafe. She and I became acquainted through community radio 89.5FM KOPN, where she hosted the feminist show “World Woman.” Leigh makes no bones about her views of the world. In fact, after the Dodd decision that repealed Roe v Wade, I recall a t-shirt popped up in her store window featuring a cartoon uterus, with one of the ovaries turned into an anthropomorphic hand extending a middle nger — presumably ipping SCOTUS the bird. Tell us how ya really feel.
Or consider local landlord Tom Mendenhall, aka Mr. MAGA of these parts. Not sure how many red hats Tom has, but at least one has custom embroidered on the side “Burn KU” (the latter being a most uncontroversial sentiment). He has
Maybe each of these unashamedly opinionated proprietors lose some customers who are turned o by their potentially polarizing expressions. Maybe others are attracted to birds of a feather.
If some prepper drops into Main Squeeze for a lunch uncontaminated with GMOs and chemicals, I doubt the freespirit cashier there would refuse them service. Likewise, I bet Tom gladly rents out plenty of downtown apartments to socialist college students.
Yours Truly has balanced this tightrope for many years now. As a humble working sti , with the trusting kindness of some good bosses over the years, I nd it is possible to churn out public opinions, often pointedly critical on substance and philosophy, but avoiding that cancer of personal attacks.
Gosh, how many times have I blasted away at the halls of power one day but was able to grin and smile at the same public o cial at a Chamber breakfast the next day? If there’s one nugget of wisdom to o er here, it’s, “Try to be nice.” CBT
Steve Spellman is a lifelong Columbia-area resident and political observer.
WHAT THE PROS KNOW BUSINESS
HOW SECURITY POSTURE IMPACTS INSURANCE PREMIUMS
By Andrew Gilstrap agilstrap@gfidigital.com
In an era where digital connectivity is woven into every facet of our lives, the importance of protecting personal and organizational data is more critical than ever before. With the rise of sophisticated cyber threats and data breaches, understanding how to shield sensitive information from unauthorized access is crucial.
High insurance premiums for small to medium sized businesses can be influenced by a variety of factors. As a result, there are several events that can lead to increased insurance premiums, including the security measures that are in place to protect your organization from cyber threats.
Small to medium sized businesses must remain especially vigilant, as nearly half (43%) of cyberattacks are aimed at smaller organizations that lack the resources to protect themselves. According to recent data, almost 50% of these businesses have experienced a cyberattack in the last year, and some estimates project a 15% increase in cybercrime over the next two years
Unfortunately, only a small percentage of organizations are prepared to face such an attack, and those who aren’t prepared can spend upwards of $700,000 (or more) to resolve cybersecurity incidents. Additionally, according to research from IBM, the average cyberattack can take nearly 300 days to contain!
Significant cyber incidents can leave a long-lasting mark on your organization and your cyber insurance eligibility. So, when business owners learn about
ANDREW GILSTRAP Vice President
Andrew graduated from the University of Missouri, Columbia with a Bachelor’s degree in Finance. Prior to joining the GFI Digital team, Andrew was Director of Operations for Sangita Capital Partners. Andrew came to GFI Digital in the summer of 2016 with over eight years of sales and management experience. He spent three years as a sales manager in St. Louis, 5 years as Managing Director in Kansas City, and and now serves as Vice President.
the financial impact, headaches, and timeframe associated with identifying and remediating a cyberattack, they usually shift their focus directly to their security posture.
Cyber insurance will transfer the remaining cyber risk to another party and ensure that you’re well-protected. Since risk transfer is such a vital piece to the puzzle, we want to help support you throughout the process and provide the resources you need to get the best coverage and rates possible.
Here are 5 tips to help you on your cyber security journey:
1. Prepare for external vulnerability scanning
2. Demonstrate superior security posture
3. Foster a security culture with employee awareness training
4. Maintain a clean claims history
5. Work with a managed service provider who is experienced in cyber insurance
Clients illustrating strong security posture have been able to extend their posture into insurance benefits. One major carrier came out with a study showing a 50% reduction in cyber insurance claims with Managed Detection and Response (MDR) in place, while others have indicated seeing up to 25% savings on insurance premiums.
Implementing robust cybersecurity measures such as encryption, regular security audits, employee training, and intrusion detection systems can significantly reduce the risk of cyber incidents. In fact, when going to market after implementing an elite risk profile, numerous customers have seen up to 25% lower premiums.
Additionally, organizations with a strong security posture are seeing 3-5x higher aggregate limits, including 2.5x higher sub-limits on social engineering fraud insurance. Finally, select carriers may be willing to help offset the cost of qualifying security services like awareness training, vulnerability management, and 24/7 security monitoring services.
Having an up-to-date security assessment of your environment is essential to ensuring your company is protected against threats. Contact GFI Digital today for a comprehensive evaluation of your security posture.
HOW MUCH SHOULD A SMALL BUSINESS SPEND ON MARKETING?
By Erica Pefferman erica@comomarketing.co
As a small business owner, one of the most important questions you’ll face is how much to spend on marketing. Striking the right balance is crucial—you want to invest enough to grow your business and attract new customers, but you also need to ensure that your marketing budget fits within your overall financial plan. So, how do you determine the right amount to spend on marketing? Let’s break it down.
The General Rule of Thumb
A common guideline is to allocate 5 to 10 percent of your gross revenue to marketing. This range can vary depending on the stage and goals of your business. If you’re in the early stages or looking to expand rapidly, you might lean towards the higher end of this spectrum or even go beyond it. For more established businesses with steady growth, staying closer to 5 perccent might be sufficient.
For example, if your business generates $500,000 in annual revenue, a marketing budget of $25,000 to $50,000 would be considered typical. However, it’s important to note that these percentages are just starting points. Every business is different.
Factors to Consider
Business Goals: Your marketing budget should align with your business objectives. Are you trying to increase brand awareness, drive more traffic to your website, or boost sales of a specific product? Each goal may require a different level of investment. For instance, launching a new product or entering a new market might demand a larger marketing spend.
ERICA PEFFERMAN
President & Owner
Industry Norms: Some industries naturally require more marketing investment than others. Retail and consumer goods businesses, for example, often spend more on marketing because they need to maintain a constant presence in the minds of consumers.
Target Audience: Understanding your target audience is key to determining your marketing spend. If your customers are highly active on social media, for instance, you might allocate more budget to digital advertising and content creation. Or perhaps your target audience responds better to direct mail or local events., those channels may require more funding.
Current Market Position: Consider where your business stands in the market. Are you a new player trying to build brand recognition, or are you an established name looking to maintain your market share? Newer businesses might need to spend more aggressively on marketing to build visibility.
Return on Investment (ROI): One of the most critical factors is the expected return on your marketing investment. As you allocate your budget, think about which channels and strategies have delivered the best ROI. Digital marketing, for example, often allows for more precise tracking of results to help optimize spending.
Erica Pefferman is the owner and president of COMO Companies, which owns and operates COMO Magazine, COMO Business Times, COMO Marketing, and COMO Tickets. In 2017, Erica was named Outstanding Business Woman of the year and her team was named the Columbia Chamber Of Commerce’s Small Business of the Year.
573.499.1830 | comomarketing.co
Creating a Flexible Budget
It’s essential to remember that your marketing budget should be flexible. Marketing trends and consumer behaviors can change, so it’s important to regularly review and adjust your spending as needed. For example, if you find that a particular campaign is performing exceptionally well, you might choose to allocate more funds to it.
Don’t Forget the Hidden Costs
When planning your marketing budget, be sure to account for all potential expenses, not just the cost of advertising. This includes things like software subscriptions for email marketing or social media management, fees for freelance graphic designers or copywriters, and even costs for attending or hosting events.
Determining how much to spend on marketing is a crucial decision for any small business. By considering your business goals, industry norms, target audience, market position, and expected ROI, you can create a marketing budget that helps your business grow without overspending. With a well-planned budget and a willingness to adapt, your marketing efforts can drive the success of your business.
TIPS TO SUCCESSFULLY SECURING A COMMERCIAL LOAN
By Brad Roling broling@midambk.com
If securing a business loan sounds intimidating, you’ve found the right article. Starting or expanding your business is an exciting time that requires the right financial partner to walk you through the process. Let’s help you get ahead of the game so you can walk into the office with confidence.
A successful loan closing starts with you. Your business needs to have a business plan in place that outlines your present and future goals. Along with this business plan, you will need financial statements. A balance sheet will show your business’s assets, liabilities, and equity. An income statement shows how profitable your business is over a specific timeframe. A cash flow statement reflects the inflow and outflow of cash, which shows how well you manage finances. Finally, recent tax returns and bank statements will give an overview of your business’s financial health. If this is a new business starting, you may not have a lot of these numbers, but you can realistically estimate them by performing market research in your area. Has anyone told you starting a business comes with a lot of
Brad Roling is the Columbia Market President for Mid America Bank. Brad has more than 10 years of banking experience that he uses to help businesses in and around Columbia thrive. When he is not helping your business with its financial needs, Brad is serving the community in a variety of capacities. He is proud to serve on the Ronald McDonald House Mid-Missouri Board of Directors as Treasurer, the Columbia Chamber Foundation Board as Treasurer, Heart of Missouri United Way Board of Directors and Beta Theta Pi Advisory Board. Brad is a proud Mizzou grad and loves cheering on the Tigers!
573-615-2343 | midambk.com
paperwork? You will need to make sure all the necessary legal documents are ready to go. Your loan officer will want to see that you have filed for Articles of Incorporation to record the creation of your company and an operating agreement if you are a corporation or LLC. Your business may also need to apply for business licenses or permits, have commercial property documents, or draft other legal agreements. It is best to consult your legal counsel on everything your specific business structure will need.
In addition to the things mentioned above, your loan officer will also examine your business and personal credit history, financial health, and the risks associated with your industry. You can be prepared to address these questions in your business plan. With these items in mind, hopefully, you will feel more prepared for the process of getting a loan for your business. If you have further questions about what is considered or you’re unsure where to start, you’ve found the right financial partner. Let’s talk!
REFLECTING ON A 75-YEAR LEGACY OF CONSTRUCTION AND HISTORY
By Vaughn Prost info@prostbuilders.com
How do you reflect on a 75-year legacy of construction projects all over Missouri and beyond? It’s a legacy of projects built by a Prost Team of managers and craftsmen led by my father, Paul Prost, starting in 1949 with his youngest brother, Jay Prost joining in 1951 and myself leading the team since 1993.
The Prost family construction tradition and passion for construction started back in France, eight generations ago and continued in America in 1840 when the Prost family got off the river boat in Perryville, Missouri, with other French settlers.
The Central Missouri Prost family construction tradition starts in 1947 with my dad, Paul Prost in partnership with Roy Handley constructing St. Joseph Home for the Aged in Jefferson City. In the early 1950s, Prost Builders partnered with another large contractor to build the first phase of Helias High School. Later in another partnership, Prost built the circular, six-story Senate parking garage for the Capitol.
In 1963, Prost Builders opened an office in Columbia when Paul Prost moved his family to Columbia and Jay Prost ran the Jefferson City office. Several notable projects in Columbia during the1960s were: Dulaney Hall at Columbia (Christian) College, a Memorial Stadium seating addition, the new Memorial Stadium press box, and the addition to the Columbia Country Club.
In 1970, Prost Builders was awarded the contract to build the St. Joseph Cathedral in Jefferson City. In the mid-70s, the State of Missouri and other organizations saw the need to renovate and restore many historic structures. Prost Builders performed the renovation and restoration of Lohman’s Landing warehouse along the Missouri River at Jefferson Landing. Prost restored
VAUGHN PROST Owner & President
Vaughn Prost is the owner and president of Prost Builders lnc., a design/build and construction services firm located in Columbia. Vaughn has over forty years of domestic and international design and construction experience as a cost and scheduling engineer, structural engineer, owner’s construction representative, and general contractor.
(573) 635-0211 | prostbuilders.com
3305 Crawford Street Columbia, MO 65203
the oldest building in Missouri, the Felix Valle home, built in 1818, in St. Genevieve. Other notable historic restoration projects were Bollinger Mill on the White River near Jackson and saving and restoring the Union Covered Bridge near Paris, Missouri, along with numerous renovations and restoration projects on the State Capitol, Supreme Court building and the Governor’s Mansion. Jay’s favorite project was the 1990 renovation and restoration of Samuel Clemens home (Mark Twain’s boyhood home) in Hannibal.
In the 1980s, Prost Builders continued to grow and completed numerous projects for the University of Missouri, the state of Missouri, school districts, and private commercial clients. Paul Prost retired in 1986, and his brother, Jay, took over corporate management of all construction activities.
With Jay’s passing in 1993, I became president of Prost Builders, bringing my structural engineering experience and international construction experience to Prost Builders in 1990 when I rejoined the family construction business.
The first project I did after nine years working to build a new industrial city in Saudi Arabia was the largest project to date for Boone County: the renovation, restoration, and addition to the Boone County Courthouse.
Another notable project in the ‘90s was the renovation and historic restoration of the exterior envelope of MU’s Jesse Hall. That was a two-year project that touched every square foot of the building exterior, roof, and tower.
Starting in the 1990’s, Prost Builders began doing several design-build projects for private and government clients. An early notable project was the design and construction of the Everlast offices, manufacturing, and warehouse facility in Moberly. The 304,000 square foot facility (over seven acres) was the largest building built at one time in Central Missouri.
Prost Builders Inc. continued to grow through the next twenty years due to the professionalism and passion the Prost Team has for delivering high quality projects to a completely satisfied client. Last year our sales were $40 million; this year’s sales will exceed that amount.
Prost Builders Inc is 75-plus years strong, and the team looks forward to many more years serving our construction clients. Give us a call when you are considering your next construction project. Our team is here to give you the best possible professional services and experience.
Cultivating Collaboration
With long-awaited groundbreaking, Columbia Center for Urban Agriculture’s community center is ready to bloom.
BY SARAH JOPLIN
IT ALL STARTED WITH a composting project undertaken by a handful of friends at the University of Missouri. Collecting compost from local restaurants on bicycles with baskets, they created a community compost which would provide fertile soil for a neighborhood garden and for the seeds of Columbia Center for Urban Agriculture to germinate.
In the beginning, what brought people into the organization was the passion, excitement, and action of what was happening. Years on, those attributes continue to compel involvement from the deep root of collaboration.
Despite our complexity and di erences, every human being hungers for food and many also hunger for connection and a sense of purpose. Columbia Center for Urban Agriculture (CCUA) continues to address those unifying commonalities and
deepen its community roots as the organization planned for the groundbreaking on the nal component of Columbia’s Agriculture Park: the multi-purpose Community Welcome Center. at groundbreaking happened on a sunny Saturday morning on September 14. e nonpro t that began as an all-volunteer group in 2008 will nally have a physical space, a tangible “center,” and the building will provide an entry for those interested in getting involved, getting help, or exploring partnership opportunities.
“It supports a lot of what we’ve already been doing and opens new doors for the impact our programming can make,” said Billy Polansky, CCUA’s executive director. To those ends, the 11,000-square-foot structure will feature a community event space, a resource center and commercial kitchen, a conference meeting space, and o ces for sta , a liates, and volunteers.
Sponsorship opportunities still exist for naming the building itself as well as several spaces within the structure, but meanwhile, “ e Center” seems an appropriate nickname for the hub and gathering place it will be for the myriad activities and programs it will house.
e Center also represents the latest public-private collaboration for CCUA. Columbia’s Agriculture Park itself was the rst such alliance and was born when the group performed an analysis of what they considered to be underused properties
in the Columbia Parks and Recreation Department. From early on, the group entertained “what if?” scenarios. e response came when the city of Columbia asked if CCUA would be interested in farming the ten-acre space next to the Activity and Recreation Center in the Clary-Shy Community Park. Never tackling projects solo, CCUA rounded up a group of potential participants and set to work on a plan.
e results have proven to be an inspirational success and meaningful addition to the community.
“It’s a sweet spot where Parks would not want to run something this complicated, and we would never have such a high-pro le site but through this public-private partnership,” said Adam Saunders, CCUA’s co-founder and development director. “We trusted and leaned on each other and time has proven it’s worked as we have a great relationship and have created something really unique.”
Such cooperation has garnered attention from other nonpro ts.
“We’re getting calls now from around the country asking, ‘What is this and how did you do this?’ on the public-private partnership and our programming,” he explained.
As for the funding for the park development, about half stems from private donations while the balance is comprised of public sources including American Rescue Plan Act (ARPA) dollars
Despite our complexity and diff erences, every human being hungers for food and many also hunger for connection and a sense of purpose.
issued through Boone County, coupled with friendly nancing from the Missouri Foundation for Health which allowed CCUA to leverage several million dollars of state tax credits that were due to expire.
While fundraising continues, donations from the McGarity and Edison-Fleming families represent signi cant contributions and named spaces.
“We’re so grateful to the donors who have stepped up and trusted us to steward this forward,” Saunders added. “It has been a dance of illustrating where we are going and how people can plug in nancially or strategically and then for us to make decisions deliberately and carefully with these resources that we have been given.”
From its inception, CCUA adopted a collaborative spirit and thrived on community interest and support. Polansky considers Columbia an optimal environment for success in that, “Because it is small, it is easy to be connected to other organizations and other people, but because it is big it has some of the resources that a small town wouldn’t have.”
Last year, CCUA made use of nearly 9,500 hours volunteered by hundreds of locals. A diverse group including Mizzou stu-
dents, retirees, local churches, and businesses has contributed time and re ects broad community support.
“One of the keys of our success is following through on the things we said we were going to do,” Polansky re ected. “Delivering on our promises has earned us trust and then new partnerships and new success and more opportunities to serve the community.” Saunders agreed that CCUA has been built on a foundation comprised of many heartening and admirable attributes including goodwill, reciprocity, and determination.
ose cornerstones, along with knowing when to say “yes” and when to say “no” to opportunities — and staying nimble as a small nonpro t — contribute to the group’s accomplishments.
“All of the programming is really done through strategic partnerships,” Saunders said. “We don’t do any of these things by ourselves.” As CCUA has pursued its vision of “a community trans-
formed by good food for all and the skills to grow it,” its roster of initiatives has continually grown.
“We start through pilots and phases as we try new ideas,” Saunders explained. Those have now grown to include the Opportunity Gardens, where a partnership with the Columbia Housing Authority has facilitated over 600 families receiving materials and learning skills through mentorship for at-home gardeners.
• Planting for the Pantry entails fresh fruits and vegetables being farmed speci cally for local food relief outlets such as the Food Bank Market. Individuals or entities can sponsor garden rows.
• Crates to Plates, where food is grown in recycled milk crates, is now housed at the Food Bank Market’s new location on the Business Loop.
“Delivering on our promises has earned us trust and then new partnerships and new success and more opportunities to serve the community.”
Flexible Space
• In a workforce development e ort, a Market Garden Apprenticeship Program is o ered, a ording book learning and hands-on farmer training.
• Association with Compass Health Care and the Columbia Farmers Market helps with a Produce Prescription Program where weekly “doses” of produce are prescribed by a family’s healthcare provider and redeemable at the Market.
Flexible Space: 4,000 sq ft
Flexible space for classses, meetings, clinics, farm-to-table events and more.
Kitchen Resource Center
Kitchen: 2,000 sq ft
Kitchen for cooking classes, nutrition education, and rentable work space for entreprenuers.
Resource Center: 3,500 sq ft
A welcome center, resource library, meeting space, and office space for Ag Park program staff.
Market attendance has nearly doubled since making its permanent home at the MU Health Care Pavilion.
Columbia’s Agriculture Park is also home to a sizable educational farm with activities for kids and various seasonal workshops. e children’s hands-on PLANTS program emphasizes connections among food, health, and the environment as CCUA partners with local schools to introduce its “seed to plate” mission to youth. Further community outreach happens at the Mark and Carol Stevenson Veterans Urban Farm, where a collaboration with Truman Memorial Veteran’s Hospital provides apprenticeships, gardening-based therapies, and community events for local veterans.
Finally, as a tting way to celebrate the year’s accomplishments, CCUA hosted its annual Harvest Hootenanny last month, one week after the long-awaited groundbreaking. With food as a tap root of community, the tendrils of CCUA’s programs continue to stretch out and yield the bene cial social, environmental and health impacts of food, purpose, and connection. CBT
Reaccreditation Celebration
Regional Economic Development Inc. proves value with thirty-five year history.
BY JODIE JACKSON JR | PHOTO BY KEITH BORGMEYER
EVEN BEFORE THE DUST HAS SETTLED on a lengthy celebration of Regional Economic Development Inc.’s (REDI) thirty- ve year anniversary, the local nonpro t is trumpeting its success with another reaccreditation for its work.
REDI was rst accredited by the International Economic Development Council (IEDC) in 1996 through the Accredited Economic Development Organization (AEDO) program.
incorporated as a nonprofit on March 14, 1988.
The city of Columbia, Boone County, and Chamber of Commerce become founding investors.
The University of Missouri becomes the fourth investor.
REDI was accredited by IEDC for the first time.
“Earning the AEDO accreditation tells the community and prospects that REDI attained a measure of excellence assuring that their trust is well placed, and their business is in good hands,” REDI o cials announced in a news release.
Accreditation is valuable because it is evidence that both public and private dollars invested in the nonpro t have generated successful programs and economic development. And it’s also valuable when it comes to REDI’s involvement in attracting new or expanding businesses
“Earning the AEDO accreditation tells the community and prospects that REDI attained a measure of excellence assuring that their trust is well placed, and their business is in good hands.”
to Columbia. In recent history, and perhaps more importantly, REDI has been involved in local e orts to retain and expand existing, local businesses.
e AEDO program is a peer review process that measures economic development organizations against commonly held standards in the profession. According to the IEDC, REDI is one of only 81 institutions that have received accreditation among more than 5,000 organizations worldwide. REDI is required to maintain its AEDO status every three years.
“REDI displays the professionalism, commitment, and technical expertise that is deserving of this honor,” IEDC President and CEO Nathan Ohle said in a news release.
REDI is a nonpro t public/private partnership that was founded in 1988. Its mission is to support local businesses, increase the number of jobs, and improve the quality of life in Columbia and Boone County. e organization’s primary mission is simply put: Attract, expand, and grow businesses and job opportunities throughout the region. Executing that task, however, isn’t quite so simple, but the vision was laid out in 1988 when a handful of community leaders, along with city and county government and the University of Missouri, collaborated to get the nonpro t started. When REDI was incorporated on March 14, 1988, its founders were Columbia Mayor Mary Anne McCollum, City Manager Ray Beck, Boone County Commissioner David Horner, and business leaders Earnest Gaeth and omas Gray.
e concept of making it “regional” was an emphasis on the central Missouri area, not just Columbia and Boone County. McCollum recalled REDI’s beginnings in the organization’s 2023 annual report, noting that there wasn’t widespread support thirty- ve years ago.
“ ey said, ‘Oh, it’ll never make it,’” she said. “Well, here we are are … Everyone was willing to take a chance on something that we had no idea about. And so, to me personally, it’s very gratifying to see that this organization not only continues to handle economic development, but it’s thriving.”
Beck, the former city manager, recently said that his idea to make REDI sta city employees helped sell the City Council on supporting the new entity. Beck reassigned some sta from the city manager’s o ce to REDI, telling council members that if REDI was a bust, the sta would simply return to his o ce.
“ at’s what would have happened,” he said, “but I was sure that wouldn’t happen. And once the university got involved, REDI was even stronger. I don’t know if the community knows how big of an asset it is.”
McCollum said in the 2023 annual report that Columbia was “de nitely way ahead of the curve” in regard to economic development.
“Others looked at Columbia as a model for what we were doing, which was very heartfelt,” she added. “And we were very fortunate to have hired the right people at the right time to make this work.”
Boone County Presiding Commissioner Kip Kendrick, who from 2015 to 2021 represented the 45th District in the Missouri General Assembly, has had a handson view of Columbia and Boone County economic development for nearly a decade. In the 2023 annual report, Kendrick noted that REDI had been instrumental in a broad range of development and economic activity.
“We’re traditionally heavy in higher education, health care, and insurance,” he said. “ ose are still main pillars of our economy, but we’ve seen a diversi cation of it as well.” CBT
ED SCAVONE
PRESIDENT AND CEO, CENTRAL BANK OF BOONE COUNTY
PROFESSIONAL BACKGROUND: After my military service, I started in banking at Central. Started as an auditor, then spent 20 years in lending before being named President at Central Bank of Boone County four years ago.
HOMETOWN: Born in NYC but COMO is de nitely my hometown.
YEARS LIVED IN COLUMBIA: 47 years less eight spent away in the Navy.
FAVORITE VOLUNTEER/COMMUNITY ACTIVITY:
Much time spent doing various boards and community fundraising activities but really try to do eighty hours a year with city park volunteer activities. I enjoy the physical outdoor work.
FAVORITE RECENT PROJECT:
I have many small projects going all the time. We just did a major clean-out of stu in our basement. e garage is next.
WHY YOU ARE PASSIONATE ABOUT YOUR JOB: At the end of every bank transaction, there is a person, family, or business being impacted. I’ve been doing this long enough to see people’s lives changed by doing our work well. Helping others is very motivating.
WHEN YOU HAVE COMPETING PRIORITIES (AND, YEAH, WE KNOW THAT’S USUALLY ALL THE TIME), HOW DO YOU PRIORITIZE YOUR PRIORITIES?
My workday schedule is always full, but my priority is always given to serving the clients’ needs, whenever they come. Anyone asking me for help is the client.
WHAT UNDERSTANDING AMONG THE GENERAL PUBLIC IS LACKING ABOUT CHANGES IN THE BANKING INDUSTRY IN THE PAST DECADE-PLUS? ere are massive changes occurring in our industry due to rapid technological changes, regulatory pressures, economic stress (sharp interest rate movement), unprecedented levels of fraud activity, and sta ng concerns. We strive to manage this without impacting the customer’s experience.
THE NEXT BIG CHALLENGE FACING YOUR INDUSTRY: e speed of business. People expect immediate, accurate, and reliable access to their nances and data.
ose nancial service providers that have great products and services with the least amount of friction will be the winners.
BIGGEST LESSON LEARNED IN BUSINESS: I get to talk with great businesspeople every day in this business. is includes bank clients and the professionals who run our company. A common thread is they all display an unwavering optimism to their goals no matter the circumstances.
WHAT YOU DO FOR FUN: I am a “YouTube certi ed” handyman and mechanic. I love the challenge of learning a new skill. I am also lucky to play in the Columbia Jazz Orchestra with a lot of very talented jazz players (cats).
WHO MAKES UP YOUR FAMILY: Gina (36 years married), daughter Camille (son-in-law Steve), and son Andrew. ree senior rescue dogs: Riley, Johnny and June (bonded pair).
FAVORITE PLACE IN COMO: Anywhere on the MKT Trail but am always at Twin Lakes Park and the Forum Nature Area trail.
ACCOMPLISHMENT YOU ARE MOST PROUD OF: Gina and me raising our two children. ey are both special people. e empty nest is overrated, but we deal with it.
MOST PEOPLE DON’T KNOW THAT YOU: Spent 13 months at sea living aboard an aircraft carrier. Watching an F-14 take o at night at full after-burners is unbelievable. CBT
PREVAIL
Creative Chapter 100 bond financing will help with expanding the Kraft Heinz Columbia plant.
BY JODIE JACKSON JR
More speci cally, the Kraft Heinz Company will use Chapter 100 revenue bond nancing for a roughly $93 million expansion of its Columbia plant, which produces around one million Oscar Mayer hot dogs — every day.
“We are on track for the investment as planned,” Alex Abraham, the company’s vice president of global corporate communications, said in an email reply to COMO Business Times on September 18.
Boone County’s Chapter 100 policy, adopted by the Boone County Commission in 2005, is administered in conjunction with Regional Economic Development Inc. (REDI), Columbia city o cials, and representatives of each property tax-supported entity. e policy is so named because of its connection to a law in Chapter 100 of the Missouri state statutes that authorizes political subdivisions to o er up to 75 percent tax abatements — for as many as ten years — on purchases of real estate or property, as an incentive for attracting new businesses or to retain existing businesses.
Kraft Heinz was seeking 75 percent property tax abatement on new equipment, but not on any of the facility and infrastructure. e county commission approved Kraft Heinz-Columbia’s Chapter 100 application in late May.
While most of the county’s nine projects approved for Chapter 100 bond nancing have created jobs, the Kraft Heinz nancing application pointed out that the nancing was needed to upgrade equipment and to retain jobs.
JOB CREATION AND JOB RETENTION
Retaining those jobs and the Kraft Heinz footprint on Waco Road in north Columbia is signi cant for the local economy. In its Chapter 100 application, the company noted that the hot dog plant averaged 433 full-time employees for the preceding twelve months, and the average employee wage of $63,655 is based on an average hourly wage of $30.60. In total, that’s an annual payroll of roughly $28 million.
e Columbia plant is the single source supplier for retail Oscar Meyer Hot Dogs and produces more than 143 million pounds of products each year. e project is expected to be phased in over three years, with an estimated investment of $92.15 million, which includes: new facility construction costs, $35.59 million; machinery and equipment, $39.36 million; and other costs, $17.2 million.
Abraham’s email stated that the rst saran line of equipment has already been ordered for the manufacturing expansion. e application documents described that part of the project as modernizing production lines “with a sustainable material that enables a higher threshold of recyclability in packaging.” e full scope of the expansion is “decarbonization,” which is a method of climate change mitigation to signi cantly reduce or eliminate carbon dioxide (CO2) and other greenhouse gas (GHG) emissions from the atmosphere. e project’s decarbonization would entail “electrifying assets and completely overhauling the utilities at the facility.” at part of the expansion plan is not yet nal.
“ e decarbonization project is still being negotiated with the Department of Energy, but once we have the nal contract in place, we will prioritize Columbia in the rst wave of implementation,” Abraham said in the email response to questions about the status
of the Chapter 100 nancing. According to application documents, the company is working toward a goal of achieving net zero carbon emissions by 2050.
'PROJECT LIGHTYEAR'
e decision to move forward with the plant expansion and equipment upgrades helped allay worries that Kraft Heinz might leave Columbia. e expansion was known among local and state economic development o cials as “Project Lightyear.” e REDI project summary, presented to the Boone County Commission and authored by Bernie Andrews, REDI’s executive vice president, emphasized that the project “would further stabilize the Columbia, MO plant as a core location within Kraft Heinz’ operational footprint.” e summary added, “ e Columbia plant is under review due to lower profitability relative to other Kraft Heinz production sites … alternative options are being explored, which include moving a portion or the entirely of existing operations to another state/country.” e summary spelled out the potential negative consequences of turning down the revenue bond nancing.
“Further investment in the facility would strengthen the long term retention of the facility’s current employee base, but is only achievable through a strong public/private partnership,” Andrews wrote. e report noted that state incentives, “such as retention withholdings/tax credits,” would be factored into the company’s decision “to both move forward with Project Lightyear and keep Oscar Mayer hot dog production at the Columbia, MO facility.”
PROVIDING A SEAT AT THE TABLE
Boone County’s Chapter 100 policy established a process for taxing entities to review the project information and tax abatement impacts, and the review panel votes whether to recommend the project to the county commission for approval.
Matt Williams, regional president of Simmons Bank, emphasized that in the case of property tax abatement, only the new equipment, not the existing, receives the incentive.
e taxing entities a ected by the Kraft Heinz tax abatement request are the Columbia/Boone County Library District, Boone County Family Resources, the city of Columbia, Boone County government, and Columbia Public Schools (CPS). e taxing entity representatives who signed o on forwarding the 75 percent tax abatement application to the county commission for approval were: Patricia Powell, library trustee, Columbia/Boone County Library District; Mayor Barbara Bu aloe, city of Columbia; Brian McCollum, Boone County collector; and Suzette Waters, president of the CPS Board of Education.
ose entities would bene t from additional, new property tax revenue — they do not get nancial support from sales taxes — but tax abatement means the additional revenue, though new, would be less than the full amount they could expect. Economic development o cials point out, however, that there would be no stream of new revenue if a Chapter 100 applicant is not approved and the applicant either does not come to Columbia or moves its business.
And with an existing business — like Kraft Heinz — those taxing entities could stand to lose existing tax revenue if the business pulls up stakes and relocates to another city and county. CPS stands to have the most to gain — or lose, depending on the perspective — from a successful or unsuccessful Chapter 100 application. CPS earns roughly eighty cents of every one dollar of property tax in Columbia.
NOT A REVENUE 'LOSS'
According to a REDI analysis, even with a 75 percent abatement, or tax forgiveness, CPS would still receive
$1.1 million in new tax revenue from the plant, with the city of Columbia receiving around $76,000.
“We don’t ‘lose’ anything, because the investment would not have happened if not for Chapter 100,” Williams added. “As (former city manager) Bill Watkins used to say, ‘You can have a bite of a little bit of the apple, or none of the apple.’”
is is the second time Kratz Heinz has successfully applied for Chapter 100 revenue bond nancing. e original Kraft Heinz Columbia plant was built in 1985, with its rst expansion in 1991 to implement new machinery that allowed the plant to produce bun-length hot dogs. In 1998, it was expanded for a second time for the purpose of adding “jumbo”-sized hot dogs to factory production. In 2016, with the use of Chapter 100 nancing, the plant replaced its processing systems with a new production line.
e county commission adopted its Chapter 100 Revenue Bond Policy in 2005. e following year, ABC Laboratories became the rst tenant at the Discovery Ridge Research Park, as well as the rst company to le a Chapter 100 bond nancing application.
Kraft Heinz was approved for Chapter 100 revenue bonds for a plant expansion in 2015. Next up on the Chapter 100 approval list was Dana Light Axel, American Outdoor Brands (two projects), Aurora Organic Dairy, Swift Prepared Foods (now Principe Italia), and EquipmentShare.
HOW IT BEGAN HERE
e Chapter 100 story began in Boone County with considerable cheerleading from former county commissioner and all-around economic development champion Dave Griggs — of the namesake Dave Griggs Flooring America store on the Business Loop. Griggs, also a long-time REDI investor, was a major advocate for an incentive plan that would attract new companies to the city and county, and that the incentive
be di erent enough from other counties and cities that were competing for the same businesses and expansions.
In 2005, Chapter 100 tax abatements became the new and unique economic development tool. e Chapter 100 history is chronicled in REDI’s 2023 annual report, “Building Our Future Together: 35 Years of REDI.”
“Our process is the most unique in the country,” Griggs said in the report. “Almost any economic development professional will tell you that.”
BUILT-IN ACCOUNTABILITY
Under Boone County’s Chapter 100 process, initial contact with county and REDI o cials about a new or expanding business is con dential. Additional closed-door meetings are possible for vetting initial paperwork and the company’s nancial health, but once the business is invited to apply for Chapter 100 revenue bond nancing, the request becomes a matter of public record.
ere are public steps built into the process. REDI gathers and compiles data about how tax abatement would impact taxing entities. A committee made up of representatives of each taxing district reviews and votes on the abatement request before the application goes to the county commission, which also holds two public hearings for additional community input.
e county’s Chapter 100 policy requires approved applicants to submit an annual compliance report to the commission, and each approval comes with a performance agreement — mostly pertaining to the number of jobs and overall investment — that can be adjusted if targets are not met. “ at performance agreement holds the company accountable for what the company promises they’re going to do,” Williams explained. “ at’s a key component to the success of Chapter 100. We all get a lens into, ‘Are they doing what they said they were going to do?’” CBT
LTANTS ,
So Little
It may seem the city of Columbia is always hiring another consultant. Maybe it’s a requirement. Or maybe, it’s just a smart move.
BY MICHELLE TERHUNE
Consultants have been around for centuries.
Consulting was essentially what advisors delivered to kings and other people in positions of authority. e term “consultant,” from the French “consultare,” which means “to take the advice of,” was rst coined at the end of the 16th century. Today, it’s a multi-billion-dollar industry. e city of Columbia has contributed its fair share to the consulting sector throughout its existence. You can’t read the news without bumping into information about the hiring, work, and reporting of a consultant for one purpose or another. Have you ever wondered why? Ever wondered how the process works?
TWO KEY REASONS
Perhaps no city department uses consultants more than the Department of Public Works. Shane Creech, director, cites two primary reasons why using consultants is bene cial.
“In public works, we hire consultants for many reasons, but it’s usually for one of two things,” he explained. “It makes my sta bigger, meaning my sta is working on road projects, sidewalk projects, and that kind of thing. So, if I want to do more projects in the same period of time, consultants help me do that from an engineering perspective.”
Another reason is expertise.
“For instance, I don’t have an architect on sta ,” Creech added. “So, if we’re building a new building or something that requires an architect, we’ll almost always see that done by a consultant. We’ll hire an architecture rm to design that building.”
Creech, who is a civil engineer by education and training, says the city frequently hires structural engineers to work on bridge projects because structural engineering is a highly specialized area. at expertise is particularly necessary for those types of projects. But which consultant is hired begins with a city ordinance.
THE TECHNICAL REQUIREMENTS
City of Columbia Ordinance 024847 was approved by the City Council in November 2021. It repealed the prior 1999 ordinance, updating its “procedure and guidelines for procurement of architectural, engineering, and land surveying services.” e ordinance prescribes the criteria for consultants in those areas, including their demonstrable background and relevant experience, reputation, availability to perform the work in a timely manner, references, and the background and experience of individuals at the rm who will be performing the work.
If that sounds like the typical job interview, you aren’t wrong. But constantly vetting consultants every time they’re needed is cumbersome, especially for smaller jobs, which is why the city maintains a list of pre-quali ed consultants. e list includes approved rms in general, electrical, mechanical, and water engineering, architects, and surveyors. Firms complete and submit a federal application which is reviewed by public works o cials, whose recommendations are then forwarded to the city manager for pre-quali cation approval.
Shane Creech Director, Department of Public Works
Cale Turner
Purchasing Agent, city of Columbia
When departments need to hire consultants, they submit a scope of services to the city manager along with their recommendation for which pre-quali ed rm to contract with. e city’s purchasing agent can issue a purchase order without a contract for work by a pre-quali ed rm if the cost of its services is less than $20,000, the department needing the work has the budget for it, and the city’s risk manager determines the project is low risk for liability. e city manager can enter into an agreement without a formal bid process if the cost of a pre-quali ed rm’s professional services is less than $50,000. Projects that cost $50,000 to less than $250,000, or those that haven’t been bud-
geted for, require a request-for-qualications process and contract approval by the City Council. Pre-quali cation at that level doesn’t apply.
Once that $250,000 mark is reached, if the project requires special expertise, and those that have unique requirements for funding from sources such as the state and federal governments, the city issues a Request for Quali cations to invite consultants to vie for a contract. ose include Missouri Department of Transportation (MoDOT) enhancement projects and virtually anything related to Columbia Regional Airport improvement projects.
ose thresholds are speci cally for hiring engineering, architectural, and land surveying rms. Some projects require other types of consultants. If the cost of those is $15,000 or more for a scal year, a formal request for proposals is published and administered through the city’s purchasing division. Consultants interested in the job can submit proposals to be vetted subjectively and objectively.
When the feds are involved or there’s a grant to apply for or administer, using a consultant is often a requirement. at is especially true for taxpayer-funded projects that seek voter approval for bond issues. e bonding company will insist on consultant expertise for determining the viability of projects and revenue to pay o the debt.
FOLLOWING THE RULES
Cale Turner is the city’s chief purchasing o cer. It’s his job to ensure that hiring consultants meets the requirements of the ordinance as well as grants and other funding.
“It’s my job to administer the procurement process,” Turner said. “ en, we also do the contract compliance side of it. at includes things like bonding, prevailing wage, insurance, renewals, and breach of contract issues. If a project has received a grant, I have to see that documentation and make sure we’re following all the requirements of the grant.”
For example, virtually every project at the airport receives partial funding from the FAA. ose grants have highly speci c requirements when applying for them as well as once the funding is in the city’s co ers.
Where I can leverage grants to make our money go farther, I believe that’s in the best interests of the citizens of Columbia.
– Shane Creech
CASE IN POINT: TRANSIT
Transit is a constantly moving target for the city. It gathers more than its fair share of headlines, especially when yet another study is being conducted to improve Go COMO. e last major transit study was completed in 2016-2017. Since then, transit has been altered by road additions and infrastructure changes. It’s also been signi cantly reshaped by the pandemic which a ected ridership and the ability to attract and retain bus drivers.
For more than a year, a national engineering consulting rm, Olsson, has been conducting a study to develop an improved transit system for Columbia. ere have been three public meetings, in November 2023, and April and August 2024, as well as surveys designed to gather public input. Olsson melds that information with its knowledge of transit systems.
“We’ll have a work session with the council the rst meeting in November,” Creech says. “ e consultant will present an overview of the whole process, the input they gathered, and what their recommendations are. en the council will have to approve the plan, and that will direct our work going forward.”
He continued, “I’ve got a dedicated transit sta that knows our transit system frontwards and backwards. But when you ask us to look at putting together a plan for the future of tran-
sit, we really bene t from a consultant that does that kind of work, has that kind of experience, has gone through this process before, and knows what other transit systems and agencies do all over the country. ey make recommendations based on things they’ve seen work or things they’ve seen people try that haven’t worked. It’s that expertise we need.”
SOUND ADVICE
Even when public works has the proper engineering expertise in house, there are times when it makes sense to hire a consultant.
“We do a lot of sidewalk projects in house. But we’ve been lucky to get quite a bit of MoDOT matching money through grants,” Creech says. “We have to weigh what’s already on our plate and take advantage of grants to sometimes hire a consultant. Where I can leverage grants to make our money go farther, I believe that’s in the best interests of the citizens of Columbia. at might mean I pay a little bit more to have a consultant design it. But I can then have my folks working on other projects.”
It’s not realistic for a city to put every type of expertise on the payroll. Never mind the fact that over time, their perspective and experience would become parochial. Sometimes, it takes an outsider to help Columbia move forward.
Transit meeting, Aug. 27 2024
Street Talk
Debating on a debate, eating in COMO, backyard chickens, and love on the KATY trail?
BY JODIE JACKSON JR
WE’RE KEEPING TRACK OF and recapping a few things that are the talk of the town — as well as a few things that more of us probably should be talking about.
No debate?
COMO Debate 2024, the group that scheduled an October 8 political debate for candidates for Boone County o ces, announced September 12 that the debate had been canceled “due to unforeseen scheduling con icts with some of the candidates.” e group did say there will be an as yet undecided opportunity for the public to hear from select candidates.
Food News
Did you notice the new eatery in an old eatery’s space? Chim’s ai Kitchen closed shop a few months ago at 904 E. Broadway, with Kinkao moving in to keep ai cuisine cooking downtown. e menu includes delectable curries and spice, from traditional red and green to pumpkin curry. ai tea, too, of course.
More food news: Tellers Gallery and Bar is telling customers via signs in the
windows at 820 E. Broadway that the popular dining and socializing spot will reopen this fall. e longtime downtown staple has been closed since a re last fall.
Law News
A bevy of new Missouri laws went into e ect at the end of August. Among the few bills that made it through the lackluster 2024 legislative session: A new O ce of Entrepreneurship will be created to promote initiatives to grow new businesses in the state. e same law requires a “regulatory sandbox program,” which suspends some state requirements and regs to give individuals access to the market to show their innovative products or services.
And good news for urban agriculture. Gov. Mike Parson signed a property bill that keeps homeowner’s associations from banning backyard chickens. It’s now a state law that property owners — even those under HOAs — can own up to six chickens on properties at least two-tenths of an acre
in size. As for roosters? Well, HOAs still have a say.
Lovers Lane
Trail
Hey, we love the KATY Trail as much as the next person, but when it comes to love, well, we can’t claim to have witnessed much amorous activity on the longest-developed rail-to-trail in the U.S. of A. Get this: e online news source Dating News has ranked America’s Top 150 Make-Out Spots, and three Missouri parks made the cut. At No. 71 is Katy Trail State Park. Spanning 240 miles, there are probably some nooks and crannies o the beaten path to participate in, um, dating romance. Who wants to share their story?
Also on the outdoor lover’s list: Ozark National Scenic Riverways in Eminence, Mo., is ranked No. 101 and Mark Twain National Forest between Rolla and Ava is ranked No. 147. We’re wondering if hearing banjo music or knowing Bigfoot is lurking might spoil the mood? CBT
What’s Going Up?
58 new homes, massive Opportunity Campus are among August’s building permits.
BY JODIE JACKSON JR
JUST A LITTLE MORE THAN one in four building permits and almost half of the total valuation of those permits issued by Columbia and Boone County in August 2024 were for construction of new homes.
Together, the city’s Site and Building Development o ce and the Boone County Resource Management o ce issued 58 building permits for new homes with an aggregate valuation of $21.3 million. e overall total for August building permits was 203 permits with a combined value of $43.69 million.
One major highlight of the August building permit activity was issuing a pair of permits to allow construction to begin on the VOLUNTARY ACTION CENTER’S OPPORTUNITY CAMPUS next to the city’s power plant along Business Loop 70 and Bowling Street. e campus is a keystone of local e orts to address the county and city’s growing homeless population by creating a central location for individuals to nd yearround shelter, a daily meal, a health clinic, and a variety of other case-managed social services.
e recent issued permits green-light the shelter facility, a 30,174-square-foot building with an estimated value of $7,111,592 at 1304 Bowling Street. Lit-
tle Dixie Construction Co. is the general contractor. e permit details construction of a temporary shelter facility including overnight shelter, drop-in day center, kitchen and dining space for evening meals, and a satellite business o ce.
e second permit is for a 23,254square-foot new commercial building for “businesses o ces and future tenant spaces.” at permit, for work
at 1300 Bowling Street, lists a valuation of $4,912,138. Little Dixie is also the builder for that structure, and PWA Architects is the lead on the building’s design.
e Opportunity Campus project, led by Voluntary Action Center, ocially broke ground February 6 for installation of underground infrastructure and to prepare the site for construction. VAC o cials say the goal is to pay for the project with onethird funding stakes from the state, local government (city and county), and private donations. e estimated construction target is twelve to fteen months from now.
Overall, the city in August issued 107 building permits with a combined value of $30.79 million. e permit breakdown includes:
• Residential additions: 5 permits with an aggregate value of $279,479.
• Single family detached: 25 permits, $10.49 million.
• Townhouse: 6 permits, $2.12 million.
Other highlights of city building permits issued in August include:
Interior renovation of existing o ce space to create NEW PRIVATE OFFICES FOR TRUE NORTH at 1901 Pennsylvania Drive, Suite 101. Little Dixie Construction Co. is the general contractor for the 8,785-square-foot project with a valuation of $900,000. e plan also includes modi cations to existing restrooms, new HVAC system, and new lighting in the renovated areas. Simons Associates Inc. is the architect and Star Heating is the mechanical contractor for the project.
COMMERCIAL INFILL at two locations at 4101 W. Vawter School Road. Suite 109 will become a nail salon and Suite 107 is an existing shell space that will get interior tenant nishes. e builder is Gregory Kreutzer.
TRAIL STOP BREWERY will be built at 3901 Brushwood Lake Road, just west of the Scott Boulevard/ Vawter School Road tra c circle. Coil Construction Inc. is the contractor for the single-story restaurant and brewery. e 5,510-square-foot project lists a valuation of $1,111,862. e site manager is Don Prose.
e next phase of a STORAGE UNIT FACILITY at 700 N. Fairview Road, just west of Target and Columbia Mall, is a 500 square foot building with a valuation of $200,000. e building will be self-storage units with a check-in. Samuel Schneiders of BoxIt is listed as the project manager.
FOUR TOWNHOUSES o Murano Way in the Old Hawthorne neighborhood are each listed with valuations of $375,944, for a total of $1.5 million.
Top-dollar single family homes among the August building permit report are a $1.1 MILLION home on Adare Manor Court at Old Hawthorne, which lists a 9,076 square foot project built by Girard Custom Homes, and a 6,380 square foot home o Stonington Court in the Creeks Edge subdivision. at permit lists a valuation of $757,305 with J. Jones Homes LLC as the builder.
e Boone County Resource Management o ce issued 96 building permits with a combined valuation of $12.91 million in August. e breakdown includes:
• Single family residential: 33 permits, $10.88 million.
High-dollar permits for the single family homes included a $1.34 MILLION home listing Tompkins Homes as the builder at 2970 S. Hancock Hill Road at Rocheport, and a $700,000 home at 13001 N. Robinson Road in Hallsville. e builder is Horizon Builders Inc. CBT
Dynamic By Design
When opposites attracted, Rob and Gia Reade melded imagination and creativity.
BY SARAH JOPLIN
You never know when a chance encounter will become a life-changing event. Such was the case for Rob and Gia Reade when they rst met working on a historic Cannery Row restaurant job site. She was updating the interior design while he installed electrical wiring for new lighting xtures.
e West Coast couple who would become Reade Studios’ design team is a good example of how opposites attract. Rob Reade takes a keen interest in the precision and engineering of how things work and says that his hands are how he interacts with the world. In contrast, his wife Gia is the consummate creative and has an emotional, intuitive approach to design. She might ask herself how it feels to sit in a pub on a rainy day at two in the afternoon and then work backwards to evoke that same feeling in a prospective layout. He is more oriented to problem-solving where she likes to “hit home runs” and strives to have clients respond to her designs by saying: “Love it. Do it.”
Following the pandemic, the couple from Monterey, California ventured across the country seeking a community where family was a cornerstone and they could strike a better work-life balance with their three children. Columbia compelled them as they passed through Missouri while visiting Rob’s father.
Before they knew it, they’d put an o er on a home and found themselves settling in. ey brought world-class interior and lighting design skills along with electrical and construction know-how.
While her husband found Reade Electric clients, Gia initially focused on rooting her children in community activities and homeschooling. But opportunity knocked at their door via Reade Studios’ design of eia Laser reception
area for local entrepreneur Lee Sensita ar, followed by the design and build-out of La Tikita tiki bar for restaurateur Jesse Garcia. ose projects were to be just the beginning. Not only is Reade Studios making its mark on the city as the couple engages with local businesses to bring vibrant, expert design to bear on commercial spaces, but Gia has also become an adjunct professor in the Architectural Studies Department at the University of Missouri.
e two often hear clients say, “We never thought about that.” Pulling back the curtain of design, Gia reveals that it is about engaging the senses and curating experiences.
“When someone walks into a restaurant, bar, or a hotel lobby, they want to be transported away and feel good,” she said. When undertaking a project, Gia will assimilate the client’s goals and aesthetic preferences and study the space before shifting to a more creative mode.
“Public spaces are an intersection of objective and subjective, between intuitive and practical, even incorporating elements of fantasy and whimsy,” she explains, going on to ask: “What is the point of life if you aren’t at least having a little bit of fun?” To that end, Reade Studios’ designs are intended to be alluring and evocative. ey come to life through the selection and striking arrangement of color components, patterns, and texture. ese elements are then strategically animated with light. Gia
aims to take a space to 90 percent of its potential. She notes that, “ e additional 10 percent comes from the energy of the patrons as experiences occur in the space and it becomes a living thing. A patina of place will develop over time. My job is to set the stage for that to happen.”
Hospitality runs in Gia’s blood. With her father, renowned Italian chef and restaurateur John Pisto, she grew up steeped in the culinary business, at times even appearing on television as he lmed his pioneering cooking shows. Her cultural design inspiration stems from the international family travels of her youth, coupled later with having her passport stamped throughout Europe, Latin and South America, and New Zealand. Distilling her voyages, her undergraduate studies in art history, her masters in interior design from Pratt Institute and her California design work, Gia has honed her innate talent for hospitality design.
Meanwhile, her autodidact husband Rob learned and perfected his electrical trade skills working alongside top designers and master contractors, largely in the a uent enclaves of central California. Following his entrepreneurial inclination over the span of more than a decade, he grew Reade Electric into a thriving enterprise adept in all aspects of electrical design and installation.
In Carmel and Pebble Beach, it was not uncommon for him to work on multi-million dollar, 15,000-plus square-foot homes
with electrical budgets of a half-million dollars or more. Such projects involved interior and outdoor lighting, security and HVAC systems, networking and communications, and even smart homes. e sum of the couple’s vision and skill brings local clients a resource much greater than its parts.
Rob and Gia both possess the imaginative ability to think in three dimensions, pre-visualizing space and starting with the end in mind. ey brought that expertise to bear on their second collaboration with Jesse Garcia, the recent redesign and renovation of e Penguin Piano Bar & Restaurant on Broadway.
Since the reopening, Jesse has heard, “You really outdid yourself” and “It’s hard to believe it is even the same space.” e popular downtown venue now features an art deco motif. Jesse says that he “wanted e Penguin to feel elegant and to restore some of the early 1900s feel of the original building while adding modern amenities.”
Jesse said that Reade Studios listened well to his ideas and was able to “hit every single mark” that he was hoping he would hit. He adds that they did spectacular work on time and on budget and made the whole process easy for him.
A project begins with the couple reviewing Gia’s initial oor plan drawings. As waves of ideas wash over the plan, the couple works together through multiple stages toward a re ned nal design. Important
La Tikita. Photos by Liz Sensintaffer
Whether
We
We
conversations center around the principles of lighting and methods of how to direct the customer’s attention through the use of general, task-oriented and decorative light xtures. Lighting a ects activity and in uences mood so much that the design of track lights, recessed cans and table-top xtures is considered carefully. Rob o ers that, in fact, “Color only exists with light. We can’t even perceive color without light.” Gia goes as far as to assert that lighting is a “criminally undervalued component of design” and that the interplay of lighting design and interior design is integral.
“So much is the same in the world for no other reason than that people don’t want to consider an alternative,” said Rob.
Reade Studios aims to remedy that staid status quo by creating stand-out, compelling, even eccentric spaces, and lighting is crucial in achieving that aim. For instance, the novel use of lighting over e Penguin bar incorporates vertical space and renders the ceiling as a canvas. Such originality illustrates the artistry of lighting design which amounts to “painting” space through variation in hue, saturation and contrast. To achieve the overall e ect in this area of the venue, eight di erent
light switched zones were required including arches and liquor display, back bar and ceiling lights.
Rob adds, “Everything has to be balanced as you paint with light.”
Reade Studios is led by creativity and vision but grounded in practicality and how the imagined design is going to be built. us, the less glamorous aspects of design including space planning, code compliance, circulation and tra c ow, ergonomics, seating areas, ADA clearances, and durable materials all factor into Reade Studios’ creative choices. at is why another chance encounter quickly led to professional synergy when Gia was introduced to Reinhardt Construction, LLC.
“Rob and Gia are practical and reasonable about creating beautiful spaces within the means that we are given. ey are great to work with,” said Molly Chapman, project manager at Reinhardt. “ ey really make an e ort to work with us as a team to meet the needs and wants of our clients.
ey are an excellent duo.”
e mutual appreciation the couple shares and the magnetism created by their di erences seem to bring out the best in them.
“Gia is awesome,” Rob says. “Working on a space together is an opportunity to see her come up with incredible designs. She’s brilliant with creativity and draws from her vast experience and then she’ll ask me ‘Do you think we could build that?’ which kicks my structural and engineering mind into gear.”
Gia responds in kind, o ering, “Rob won’t give himself credit, but he has an incredible air for design.” e opposites that attracted in their case have brought opposing yet complimentary talents together in service of extraordinary interior design.
When the couple looks to the future, they do so with con dence in their abilities.
“ e answer is ‘yes’ to whatever comes up,” Rob said. “Even if we haven’t done it before, we know that we have the wherewithal.”
Molly of Reinhardt concurs, voicing that, “ ey are a really great team. With their combined experience, Reade Studios is able to create beautiful but also functional spaces.” CBT
This story originally appeared September 13, 2024 at comomag.com.
Theia Laser. Photos by Liz Sensintaffer
$45,350,000
Springbrook
First
$9,714,232.30
Hurd HV Columbia LLC
Bankers
$9,714,232.30
Hurd HV Columbia CS LLC
Bankers Trust Co
$5,775,271.08
Mid-Am Development LLC
e Central Trust Bank
LT 2 Spring Brook Plat No 1
$3,000,000
Justin William Smith, trustee e Bank of Missouri STR 26-48012 E/E/SW
$2,181,325.40
Hemme Construction LLC
First Midwest Bank of the Ozarks
STR 14-46-12/E/W Sur Bk/Pg: 5797/105 AC 60.26
$2,130,000
JBJC Properties LLC
e Central Trust Bank STR 14-46-12 /E/NE AC 80
$1,425,000
Karl F Reese, trustee
e Central Trust Bank
STR 35-46-12 /SE/SW
$1,240,000
Clark L. Jones
First State Community Bank
LT 4 Oakwood Heights Sub
$1,215,850.32
Sugar Branch Realty LLC
River Region Community
Federal Credit Union
STR 13-48-14 //E SUR Bk/Pg: 5570/147 AC 10
$1,200,000
Route Z Investments LLC
e Missouri Bank
STR 7-48-11 /SE/NW
$1,194,250
Craig Walkenbach
e Central Trust Bank
STR 7-48-11 /SE/NW
$1,005,000
William Sims
Mortgage Electronic
Registration Systems Inc
LT 214 Old Hawthorne
North Plat No 1
$900,000
Morgan Schiermeier
e Maries County Bank
LT 103A Bluegrass South Estates Plat 1-B
$900,000
Morgan Schiermeier
e Maries County Bank
LT 2A Double G Estates Plat 1-A
$808,000
J&F Farms LLC
Exchange Bank of Missouri
STR 13-51-13 /NE/SW CBT
Source: Boone County
Recorder of Deeds
New Business Licenses
Issued July 2024
Joe’s Recipes
Joseph Winzer
14 Business Loop 70E, Columbia MO
Delysium Artisan Bakery
Croissanti LLC
904 Elm Street, Columbia MO
Martin House Pizza
Dale Heimann
14 Business Loop 70E, Columbia MO
The Big Cheeze
LeeAnn Derboven
407 E Carpenter St, Moberly MO
Design Pros Home Renovations
1912 Chapel Hill Road, Columbia MO
Aspara Nail Studio
Richey Sar
2100 E Broadway, Columbia MO
Hair By Karen Thompson
Karen ompson
2533 Bernadette Drive, Columbia MO
Big Nose BBQ, Catering and More
14 Business Loop 70E, Columbia MO
Tree Wizard Inc
1489 Old US Hwy 40, Columbia MO
Lancaster Medical Associates, LLC
David Lancaster
201 W Broadway, Columbia MO
Trailboss BBQ and Catering
Becky Stone
207 W Broadway, Ashland MO
HMR Management LLC
Construction
4801 Melissa Drive, Columbia MO
Kingsbridge Counseling
Kym Armontrout 2401 Bernadette Drive, Columbia MO
Furbaby Pet Care LLC
Brooke-Lyne Grimes 1655 W Amos, Columbia MO
The Spot
Accommodation and food services
Anthony Woods 1707 Smiley Lane, Columbia MO
Golden Nutrition
Katelin Lawrence 2703 E Broadway, Columbia MO
Watco Logistics
Rick Baden 1112 Smith Street, Columbia MO
The Melt Masters
Connor McHugh/KSCK Food Group LLC
14 Business Loop 70E, Columbia MO
Hoops Factory LLC
Arts, recreation, and entertainment 4302 Bold Venture Drive, Columbia MO
Sweetzers Creations
Retail trade 414 E Sackets Rd, Columbia MO
Noble Laser Works
Scott Noble 3402 Tuscany Ridge, Columbia MO
Emily Kingsolver Counseling LLC
2800 Forum Boulevard, Columbia MO
High Heights Handyman LLC
Handyman
Micah Dotzler
410 Highway 187, Franklin MO CBT Issued by the city of Columbia.
10 PERCENT DECLINE IN PROPERTY TAXES
8.6 miles NO. 71
= =
$3 MILLION REVENUE LOSS IN COLUMBIA PUBLIC SCHOOLS
TEACHERS
THE COST OF INFRASTRUCTURE IMPROVEMENTS AND EQUIPMENT NEEDED FOR KRAFT HEINZ TO MODERNIZE PRODUCTION LINES AT ITS COLUMBIA PLANT.
THE TAX INCENTIVE STATUTE THAT GRANTS BOONE COUNTY THE ABILITY TO AWARD A 75 PERCENT ECONOMIC DEVELOPMENT PROPERTY TAX ABATEMENTS TO KRAFT HEINZ.
THE NUMBER OF OSCAR MEYER HOT DOGS PRODUCED EACH DAY AT THE KRAFT HEINZ PLANT IN COLUMBIA.
1973
YEAR THE RAPTOR REHABILITATION PROJECT AT THE UNIVERSITY OF MISSOURI’S COLLEGE OF VETERINARY MEDICINE WAS LICENSED.
from MKT trailhead at Flat Branch Park to the Katy Trail.
The Katy Trail’s ranking among “America’s Top 150 Make-Out Spots”
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