COMO Business Times The Passion Project Issue February 2025
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PUBLISHING
David Nivens, Publisher david@comocompanies.com
Chris Harrison, Associate Publisher chris@comocompanies.com
Jodie Jackson Jr, Michael Kelly, Brandon Knight, Matt McCormick, David Nivens, Brian Schae er, Steve Spellman, Michelle Terhune, Brian Toohey
CBT ADVISORY BOARD MEMBERS
Shawn Barnes, Brooke Berkey, Nickie Davis, Mike Grellner, Jen Hedrick, Andrew Lovewell, Matt McCormick, Quinten Messbarger, Matt Moore, Eric Morrison, Suzanne Rothwell, Steven Spellman, Brian Toohey, Megan Walters
SUBSCRIPTIONS
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OUR MISSION STATEMENT
COMO Business Times and comobusinesstimes.com strive to be Columbia’s leading source for timely and comprehensive news coverage of the local business community. is publication is dedicated to being the most relevant and useful vehicle for the exchange of information and ideas among Columbia’s business professionals.
Copyright e COMO Companies, 2024 All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited.
We’re on a Great Journey Together
The theme for the February issues of COMO Magazine and COMO Business Times is Passion Projects. It’s all about the things that people in our community have a deep connection with or passion for.
I find it fitting that I’m writing my first publisher’s letter this month. My wife, Sara, and I have called this community home for twenty years. We have had three Boone Babies and feel a connection to Columbia like we were born and raised here ourselves. Though I was raised in Tipton, we made frequent trips to the “big city” growing up. Both of my grandparents were Mizzou basketball season ticket holders for many years, and I attended my first games in 1974 and haven’t missed a season since.
I have family that grew up here and raised their kids here, so Columbia really is home for our family. When the opportunity arose to invest in this company a few years back we decided to step in and help. At that time, we owned and operated Midwest Computech and while to some it didn’t make sense to get involved in the publishing industry, it just felt right and necessary.
COVID and the subsequent years were challenging times for everyone — I think especially for a marketing company and community magazine — but we felt so strongly that at this time Columbia needs to have this platform for storytelling and information for all the great things going on here.
Now that Sara and I own and operate COMO Companies, we are excited for the
things we have planned for 2025 and beyond. As we have reimagined this company from the ground up, we look forward to sharing with you a new look and feel to parts of the magazine — an expanded and reimagined digital platform with more content and features, and an exciting new direction and vision for our events highlighting our up and coming leaders (20 Under 40) and our nonprofit organizations, leaders, and volunteers (Impact COMO Awards).
One new feature the magazine will have is new sponsored sections. These are sections that organizations were excited to help get started or get back in the magazine and to ensure they will be a consistent part of the content. These sections contain our editorial content but thanks to those organizations we can consistently bring those features to you.
I hope you will see and feel our passion for this community through the pages of the magazine, the new content and platforms we bring through our website, other new digital offerings, and our community events highlighting the amazing people and organizations that make Columbia such a great place to live, work, and play.
We look forward to sharing this journey with you.
DAVID NIVENS PUBLISHER david@comocompanies.com
COVID and the subsequent years were challenging times for everyone — I think especially for a marketing company and community magazine — but we felt so strongly that at this time Columbia needs to have this platform for storytelling and information for all the great things going on here.
Closer Look
GKR MOTOR CARS
Launched in 2021, GKR Motor Cars is one of the few custom automotive shops in the area specializing in high-end custom car builds, changing powertrains, and converting gasoline-powered vehicles to electric vehicles.
“We can take an old car and make it as new or nicer than a new car,” owner Tyler Willy said.
A former Mizzou student, Willy is undoubtedly a car fanatic, but he also believes you don’t have to be a “car person” to nd yourself in awe of a cool car. With that in mind, GKR strives not only to build high-quality custom cars but also to build a community.
“We want people to feel part of the community and feel valued on the hobby side of life,” he said. “Get back to doing real things o of the computers.”
GKR Motor Cars is working to bring custom automotive condos to Columbia in May 2025 to achieve that aim. e condos can be car storage, a hang-out, or even a maker space with 1,000 square feet of climate-controlled space.
“I’m most excited about the community we’re going to build out there, and we can go see if we can’t put Columbia on the map for another reason,” Willy said. ose interested in having a custom car built or wanting a cool automotivethemed condo, contact GKR Motor Cars to discuss contract options.
Mid-Mo Moms Cleaning LLC is owned by Shasta Gash and Jimmy Gash, a former Army serviceman. Beginning in April 2024, Shasta, her daughters, and younger sister went to work helping clean the Columbia area. ey specialize in residential, commercial, and Airbnb cleaning, as well as postconstruction cleaning services. ey even o er some eco-friendly options.
“We pride ourselves on o ering eco-friendly options upon request and tailored cleaning solutions to meet the unique needs of our clients,” Shasta said.
Shasta said she has always felt at home in Columbia and tries to give back through charitable donations and local giveaways to the community.
“ is community has always been home to me, and I’ve built my life and business here because of its strong sense of community and vibrant local culture,” she explained.
rough her work, Shasta said she has been able to reduce her clients’ stress by clearing up their time and letting them focus on what matters most to them.
“I started this business to help busy families, professionals, and business owners manage their spaces while focusing on what truly matters,” she said. “Our goal is to build lasting relationships with our clients while helping them enjoy clean, welcoming spaces.”
Movers & Shakers
BRANDON RUSSELL
Brandon Russell is the new president-election of the Association for Career and Technical Education (ACTE). Russell is director of career and technical education at Columbia Public Schools/Columbia Area Career Center. He will serve a one-year term beginning in July 2025, followed by one-year as president and one-year as past president per the normal election cycle. The election was open to ACTE’s membership of roughly 28,000 educators, administrators and other CTE professionals.
KATIE CARRIER
Katie Carrier has joined Gerding, Korte & Chitwood (GKC) as a partner of the firm effective January 1, 2025. Carrier is a certified public accountant licensed in the Missouri. She graduated summa cum laude from the University of Missouri with a Master of Accountancy degree in 2013. Her professional experience includes working as a CPA for KPMG LLP both in Kansas City and internationally in Zurich, Switzerland. Katie joined GKC in 2021 and serves as a key leader in the audit practice. She
is an avid Mizzou fan and serves on the Jefferson Club Board of Trustees. Katie also leads adult education and serves on the administrative board of First Christian Church in Columbia.
BRANDON KALISTA
Mid America Bank has announced that Brandon Kalista has joined the team as AVP/Loan Officer. Kalista will work at the Columbia branch where he’ll be responsible for evaluating, authorizing, recommending approval of, and closing loan applications for consumer, residential, commercial, and agricultural loans. Before joining Mid America Bank, Kalista was employed at a local community bank and has over fourteen years of banking experience.
RHONDA STONE PROCTOR
Rhonda Stone Proctor has been appointed as the new elections manager for Boone County. As part of the County Clerk’s office, Stone Proctor will manage all aspects of election activities, including absentee voting, voter registration, and daily election processes.
She has previously served on the County’s Board of Adjustment, Planning and Zoning Commission, Bicentennial Planning Committee, and the Harrisburg (MO) Sesquicentennial Planning Committee. Stone Proctor has also been a contributing writer for COMO Magazine and COMO Business Times.
STEVEN A. STODDEN
Steven A. Stodden has been selected as the new president and chief executive officer of the Missouri Public Utility Alliance (MPUA). Stodden will succeed John Twitty, who has led MPUA for five years. Stodden joined the MPUA team in October 2023 as the director of electric transmission and distribution and later was promoted to chief energy officer in June 2024. While at MPUA, Stodden has led initiatives that include developing the Integrated Resource Plan for the Missouri Electric Commission’s power pools, as well as overseeing the $180 million Marshall Energy Center project. He previously served a twentysix-year tenure with City Utilities of Springfield, Missouri. CBT
Are you or your employees moving up in the Columbia business community? Send us your news at jodie@comocompanies.com
KALISTA
RUSSELL
CARRIER
STONE PROCTOR
STODDEN
PYSK
Brian Schaeff er
Fire Chief, Columbia Fire Department
Job description: e re chief is responsible for leading and managing the city’s re department. Speci cally, my focus is leadership and management; budgeting and resource allocation; and regulatory compliance and policy implementation.
What is your background/experience with fire protection and emergency services? I am a second-generation re ghter and began my re service career in 1989 as a re ghter. I have worked as a re ghter/paramedic for the Central Jackson County (Mo.) Fire Protection District; re chief in suburban St. Louis; deputy re chief for the city of Yakima, Washington; assistant re chief for the city of Spokane, Washington; and interim re chief and re chief of the Spokane department until retiring in 2024. I returned to the Midwest in August after being selected to lead the Columbia Fire Department as the organization’s fourteenth re chief. I am a Chief Medical Service O cer (CEMSO) through the Commission on Fire Accreditation International (CFAI). I currently serve on a national incident management team
and numerous national public safety and health-related committees.
Hometown: Freeburg, IL
Years lived in Columbia: Less than 1.
Favorite recent project: Purchasing a home and everything that comes along with moving across the country.
Why you are passionate about your job: e title of re chief isn’t my position, it is my passion. e re service has incredible meaning for me as a person. I grew up in it, and service has been in my DNA from a very early age. When I was eight months old, my family’s home in Freeburg, Illinois, was destroyed by re. My mother escaped the blaze with me. My father was a volunteer with the local volunteer re department.
Tell us something about the Columbia Fire Department that most people might not know about or understand: e pension system for re ghters at the CFD is often misunderstood. Public pensions for re ghters are essential for ensuring the nancial stability of those who dedicated their lives to protecting the community. e pension system for CFD members is not a state system and has di erent tiers. Still, it operates as a de ned bene t plan, guaranteeing retired re ghters an income based on a formula considering their years of service and salary. is system is funded through contributions from re ghters during their careers, contributions from the city of Columbia — supported by taxpayer revenue — and investment income. Wellfunded pensions help retain experienced, skilled re ghters who respond to our city’s most critical emergencies. eir job risks, constant carcinogen exposure, and the frequency with which our people are exposed often require early retirement compared to other normal careers.
You have been a big proponent of technology and AI, in particular. What is your background in those areas and how can AI help improve processes and response times for CFD? Tools like AI-driven deployment analytics transform how we deploy resources
and improve operational performance. Improving our business equates to lives saved, property damage reduced, and risk avoided. Advanced analytics platforms like Dark Horse Analytics allow us to analyze historical data, response patterns, and community needs to re ne our deployment strategies. AIdriven deployment tools don’t replace the experience and dedication of our re ghters. No machine ever will. What it does help us do is amplify our ability to allocate resources e ectively and plan for the future, ensuring the safety of the community and our re ghters.
Biggest lesson learned in your working life: People don’t remember what you say or do — they remember how you make them feel.
Greatest strength: I love to learn and am not afraid of breaking things and making mistakes if it makes us better.
Greatest weakness or challenge: I am not the most patient person. I love working in a high functioning team like we have now at the CFD though — and just like this rst snowstorm, their performance is amazing.
What you do for fun: I enjoy y shing and mountain biking.
What have you discovered about Columbia – a venue, an event, or a dining experience - that you can’t wait for others to experience (either again or for the first time)? I have a mountain bike and the quality of our trails and parks are incredible. I have lived in several communities and cannot overstate how wonderful our natural resources are here. e commitment to creating and maintaining green space is so important for a healthy community — and Columbia is a best practice.
Who makes up your family: Just me.
Most people don’t know that you: Can make a huge impact by simply showing up for others and leading with the mission rst, and people always. CBT
Everything Was Up In 2024 — But Home Sales Only Slightly
BY BRIAN TOOHEY
THERE WERE A LOT OF HIGH HOPES for the 2024 real estate market. Many housing economists predicted a strong rebound in sales and a substantial drop in mortgage rates, which has been predicted for the past three years. Unfortunately, mortgage rates for a 30-year xed rate mortgage (FRM) remained around 7 percent most of last year, with a brief stint in the low 6 percent range a month before the election (conspiracy theorist unite), just before going straight back up to 7 percent or more.
Locally, in Boone County, the housing market in 2024 had a mediocre year as the housing market continued to adjust after the COVID-19 years.
Single-family home sales in Boone County started the year on an upswing, with sales up 10 percent through May, a decent almost rst half of the year, as sales for the same period in 2023 were down 21 percent from 2022. However, mortgage rates climbed, pushing home sales down most of the summer as the 10 percent gain in sales slowly evaporated, heading into the fall.
Mortgage rates in early fall were at the lowest point of 2024, and home sales, especially in the upper-end market segments, rebounded as buyers took advantage of low 6 percent mortgage rates. e drop in mortgage rates was enough to fuel buyers to help eke out a sales gain of 1.3 percent over 2023, but sales in the city of Columbia were down less than 1 percent — much less than was hoped for, and 38 percent below the past 10-year average.
Home sale prices in the past few years have been an unusual phenomenon. One would think that if sales are down com-
pared to the 10-year average, then prices should also be down. However, that’s not the case.
Columbia and Boone County are experiencing some of the highest home appreciation in the country. e average price of a single-family home in Boone County during 2024 increased 8 percent to $372,329, while the median price jumped 7 percent to $325,000. Prices in the city limits of Columbia are slightly higher, with the average price up 9 percent to $384,796 and the median price also increased 9 percent to $340,000.
e biggest crux of the housing market has been market inventory, which is measured in the number of months based on the number of homes on the market on the last day of the month and the number of sales. Home inventory on the market has declined since 2017, but the drop has accelerated dramatically since 2019 because fewer people are willing to sell their homes.
Many people are rate-locked, meaning they have such a low mortgage rate they don’t want to move and face the possi-
bility of a new mortgage rate that is double their current rate. Other people are worried about the capital gain tax consequences of selling their homes due to recent jumps in home values. A lack of market inventory frustrates buyers as it reduces their buying options. e average amount of home inventory has been steadily increasing since 2021, but for 2024, the average months of inventory declined by 9 percent to an average of two months for the year.
e housing market for 2024 turned out to be a mediocre year. A more signi cant jump in sales would have bene ted buyers and sellers, but home prices still appreciated regardless of the lack of sales, but at a higher rate than preferred.
With the new presidential administration, there are many questions about how potential tax law changes, mortgage rates, and economic policy will a ect the 2025 housing market. Hopefully, Boone County will see an increase in sales and home inventory while price appreciation settles back to the 2 percent to 5 percent range for the year. CBT
Brian Toohey is the Chief Executive Officer for the Columbia Board of REALTORS®.
Getting Active in Your Community: A Call to Action
BY MATT M C CORMICK
IF YOU’RE LOOKING FOR A NEW YEAR’S RESOLUTION DO-OVER, think about getting active — in your community.
Giving your time to organizations you support, showing up and getting involved, and sharing your experiences can create a ripple e ect of positive change. Here’s how you can make a di erence in your community and why it’s important to not keep your e orts a secret.
Volunteering your time is one of the most valuable contributions you can make to your community. Non-pro t organizations, community groups, and local initiatives often rely on the dedication and e orts of volunteers to achieve their missions. Here’s why your time matters:
Making a Tangible Impact
When you volunteer, you directly contribute to the success of community programs and initiatives. Whether you’re mentoring a young person, helping at a food bank, or participating in a community cleanup, your e orts have a measurable impact on the lives of others.
Building Stronger Communities
Volunteering helps to build a sense of community and fosters social cohesion. It brings people together from diverse backgrounds to work towards common goals, strengthening the fabric of our society.
Personal Growth and Fulfillment
Giving your time can be incredibly rewarding. It o ers opportunities for personal growth, skill development, and the satisfaction of knowing you’re making a difference. Volunteering can also provide a sense of purpose and connection.
Show Up and Get Involved
Taking the step to get involved in your community can sometimes feel daunting, but it’s crucial for creating change. Here’s how you can show up and make your presence felt:
• Attend Community Meetings and Events: Local meetings, town halls, and community events are great opportunities to learn about what’s happening in your area and how you can get involved. Showing up demonstrates your commitment and can inspire others to do the same.
• Join Local Committees or Boards: Many community organizations have committees or boards that need active members. Joining these groups allows you to contribute your ideas, skills, and leadership to important initiatives.
• Participate in Local Projects: Look for opportunities to participate in local projects, such as neighborhood improvement initiatives, school programs, or environmental conservation e orts. Your participation can help bring these projects to life and ensure their success.
Don’t Keep It a Secret
Sharing your experiences and encouraging others to get involved is just as important as the act of volunteering itself. Here’s why you shouldn’t keep your community e orts a secret:
• Inspiring Others: When you share your volunteer experiences, you inspire others to take action. Your stories and experiences can motivate friends, family, and colleagues to get involved and contribute their time and talents.
• Creating a Culture of Giving: By openly discussing your community involvement, you help to create a culture of giving and civic engagement. is can lead to a more active, connected, and supportive community where everyone feels empowered to make a di erence.
By giving our time to organizations we support, showing up and getting involved, and sharing our experiences, we can create a powerful force for positive change. CBT
Matt McCormick is the president and CEO of the Columbia Chamber of Commerce.
MEM Marks 30-Year Anniversary
BY JODIE JACKSON JR
IT’S SOMETIMES TRUE that the more things change, the more they stay the same. On the surface, that seems to be the case for Missouri Employers Mutual, which o cially became MEM — just MEM — on January 1 as the result of a merger with Previsor Insurance.
e move became o cial two months before MEM marks its thirtieth anniversary on March 1.
e merger and the transition from being a public mutual to a standard Section 379 mutual insurance company, also e ective January 1, has ushered in important changes but Laura Gerding, MEM corporate communications strategist, says the work comp insurance company’s mission is the same.
“We really care about bringing people home safe to their families,” Gerding said, noting that 86 percent of MEM workers compensation policyholders are injury-free.
A series of internal and legislative actions led to and prepared for the merger. Last summer, MEM President and CEO Roger Walleck announced in a news release that the company had taken “a bold step towards the future” by aligning its executive
March 1, 1995
team “to drive revenue growth and deliver an exceptional customer experience.”
MEM was originally considered a public corporation because the governor appointed the initial board of directors.
Gerding pointed to a national crisis in workers' comp coverage and claims in the early 1990s, and the Missouri General Assembly debated and approved a bill that created Missouri Employers Mutual. Gov. Mel Carnahan signed the legislation into law in 1993. Once the structure and business was in place, MEM opened on March 1, 1995 — and soon captured the top spot in Missouri’s work comp market share. Between 1996 and 1999, MEM opened o ces in St. Louis, Spring eld, and Kansas. e company maintains its headquarters
2004
Recognized with an A- (Excellent) A.M. Best financial strength rating.
at 101 N. Keene St. along Columbia’s medical and health corridor.
MEM partnered with Previsor Insurance in 2015 to serve more Missouri businesses while also launching in Kansas. In 2023, policyholders voted to convert MEM to a private insurance company and the conversion was made possible by Senate Bill 101, which was signed by Gov. Mark Parson.
Gerding said Columbia Chamber of Commerce o cials were among the local leaders who testi ed on behalf of MEM during hearings about the recent legislation.
As a private mutual insurance company, MEM is owned by its policyholders and cannot be acquired. Its status as a private company will allow it to expand geographically and streamline operations.
“We could only write policies for Missouri businesses,” Gerding said, explaining the need to become a private mutual insurance company. “We’re still serving our policies, but this allows us to grow and write business in seven states.” She said there’s also data that indicates rates tend to go down when work comp policies go private.
Previsor will be a subsidary of MEM and operate as an underwriting company in 2025 and 2026. It will stop taking new or renewal policies in 2026 and merge with MEM Mutual on January 1, 2027.
During its thirty-year history, MEM has developed relationships with multiple local nonpro ts, and that level of community engagement will not change with the shift to privatization, company o cials said.
“We’re proud of our success — and we’ve made it part of our company mission to share it with the communities we call home,” the company said in a frequently asked questions segment on its website. “Our headquarters will remain in Columbia, and our commitment to our community will not waver.
For instance, MEM has been awarding safety grants since 2017. e grant pro-
gram is designed to give policyholders funds to purchase something in an area where they have had a claim. MEM awards roughly $400,000 in safety grants each year.
Other community projects include:
• Raising more than $25,000 per year for the Food Bank for Central and Northeast Missouri in Columbia.
• MEM executives and sta members volunteering with several community organizations and serving on nonpro t boards.
• Supporting First Chance for Children with board membership, diaper wrapping, book drives, and participating in the Bingo for Babies.
• Contributing more than $1 million to the Heart of Missouri United Way over the years and playing an active role in the local United Way’s shift to a “community impact” funding model.
• Sponsoring two sleeping rooms in the family area at the Ronald McDonald House, while also
supporting the organization’s Lunch on the House program.
MEM’s calling card is its ability to build relationships with its insured businesses, Gerding said. MEM writes business through independent agents — many with twenty-plus years of experience — but MEM is the carrier. Claims are serviced inhouse in Columbia.
Becky Duello, MEM senior underwriter, emphasized on the MEM website the value of those relationships.
“Our agents know who their underwriter is, no matter the account size. ey know they will get a person on the phone to answer their questions,” Deullo stated. “It gives them a level of comfort that we are all working together on the same goal: to write business and retain it.”
Ultimately, Gerding said, MEM’s mission and success comes down to caring for injured workers.
“It’s not just a worker comp plan,” she added. “It’s about them having the best experience possible, and our medical services team helping them get back to work.” CBT
WHAT THE PROS KNOW BUSINESS
IMPORTANT TIPS ON HIRING A CONTRACTOR FOR YOUR NEXT PROJECT
By Vaughn Prost info@prostbuilders.com
As a 76-year-old General Contractor and Design-Build company, Prost Builders wants to ensure that you get the best commercial general contractor for your next project. Here are some valuable tips from the Better Business Bureau (BBB) that we would like to share regarding hiring your commercial contractor:
1. Check for Credentials and Insurance
Licensing: Ensure the contractor is licensed and that it’s up to date according to local laws and regulations.
Insurance: Make sure the contractor carries workers’ compensation coverage, property damage insurance, and liability insurance. Ask for proof of insurance and the name of the insurance agent.
Bonding and Permits: Ask the contractor if they meet the bonding requirements of your town, county, or state and is licensed for the type of work you need. Before constructionhave them provide a performance and payment bond, plus all the necessary building permits. At the project’s end, the contractor should submit building inspection certifications showing all work has been done satisfactorily.
2. Verify Reputation
BBB Accreditation: Look for contractors who are BBB-accredited, which means they’ve met certain ethical business standards and adhere to those standards of transparency, honesty, and integrity. Prost Builders has been in business for over three quarters of a century because we believe in these principles and let them guide us in our work.
3. Get Multiple Bids
Compare Quotes: Get at least three bids to compare the price, scope of work, and timeline. However, be cautious of bids
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.
that are significantly lower than others, as this could indicate subpar quality or hidden costs. Prost Builders is proud that they always use only highly skilled labor, offer competitive bids, and strive to stay on budget and on time for all their projects-unless the weather or supply chain shortages prevent that.
4. Review Past Projects
Portfolio: Ask for a portfolio of past commercial projects to assess their experience and the quality of their work. Prost Builders has the longevity, knowledge, and proven experience to showcase our ability to meet your expectations for any type of commercial project.
References: Contact previous clients to inquire about their experience with the contractor and the quality of work provided.
5. Establish a Clear Contract and Payment Schedule
Written Agreement/Contract: Read the whole contract, ensure all details including scope of work, payment schedules, timeline, and any warranties are outlined in a written contract. Avoid verbal agreements that are not enforceable.
Payment Schedule: Structure payments in milestones tied to project progress, not upfront or a lump sum before the work
(573) 635-0211 | prostbuilders.com
3305 Crawford Street Columbia, MO 65203
begins. Sometimes the contractor needs a down payment to cover materials, but the bulk of the money should not be due until project completion.
6. Inspect Work Regularly
Ongoing Communication: Keep an open line of communication throughout the project, schedule regular inspections, and ensure the work aligns with the contract. Prost Builders stays focused on our work to provide the client with confidence that each project is on track with the contract agreement.
7. Understand Change Orders
Change Orders: Understand the process for handling any changes to the project and ensure that all changes or additions are documented in a change order with updated pricing and timelines. This is how Prost Builders ensures you’re satisfied with a final valuable product-your beautiful new facility!
8. Ask for a Lien Waiver: Once the project is completed-get a lien waiver, which is a statement that all suppliers and contractors have been paid for their materials and labor.
By following these tips and contracting with Prost Builders, you have our long-standing reputation as the reputable commercial contractor that ensures quality, reliability, and a smooth construction experience.
TELLING THE STORY: HOW TO MARKET YOUR PASSION PROJECT
By Charles Bruce III charles@comocompanies.com
When it comes to marketing a passion project, the secret ingredient isn’t necessarily a hefty budget or complex strategy. It’s storytelling. People are naturally drawn to stories that resonate on an emotional level, and for passion projects— ventures fueled by heart, creativity, and authenticity—storytelling is the ultimate tool to connect with your audience and set your project apart.
Storytelling humanizes your project. At its core, a passion project is deeply personal, often born from a dream, a challenge, or a desire to create something meaningful. Sharing this information builds trust and relatability. When people see the real person behind the venture, they’re more likely to engage.
Elements of a Great Story
Every compelling story has a few essential components:
1. The Why: Why did you start this passion project? What inspired you to take the leap? This is the heart of your story. Sharing your “why” creates authenticity and gives your audience a reason to care.
2. The Struggles: Don’t shy away from the challenges. People appreciate honesty and love to root for underdogs. Sharing obstacles—whether it was balancing a 9-to-5 while starting your business or overcoming self-doubt—makes your journey relatable and inspiring.
3. The Wins: Celebrate your victories, big and small. Did you hit your first sales milestone? Receive a heartfelt review from a customer? Sharing successes builds credibility and motivates others to support you.
4. The Vision: Paint a picture of the future. What do you hope to achieve? How do you want your project to impact your community or industry? This aspirational aspect encourages your audience to follow along.
Where to Share Your Story
Once you’ve crafted your story, it’s time to share it. Here are a few effective platforms and strategies:
CHARLES BRUCE III Director of Client Relations
Charles Bruce is the Director of Client Relations for COMO Companies which owns COMO Marketing, COMO Magazine, and COMO Business Times. He received his Bachelor’s Degree in Business Administration and his MBA from the University of Dubuque. When Charles isn’t being the life of the party, he can be found climbing a large mountain. In December 2023 he climbed the Imja Tse mountain in Nepal.
573.499.1830 | comomarketing.co
and heartfelt updates. Make readers feel like insiders who are part of your story.
• Social Media: Platforms like Instagram and Facebook are ideal for storytelling. Use captions, videos, and live streams to share your journey authentically. Don’t forget tools like Instagram Stories or Reels for short, engaging snippets.
• Website and Blog: Dedicate a section of your website to your “About” story. Regular blog updates can dive deeper into your progress, challenges, and behind-the-scenes moments.
• Email Marketing: Use newsletters to share milestones, upcoming projects,
Keeping It Genuine
Above all, authenticity is key. The most powerful stories are those told with honesty and passion. Don’t try to force a narrative or embellish; your audience will see through it. Let your unique voice shine and remember that it’s okay to be vulnerable. It’s these raw, unpolished moments that often resonate the most.
In a world filled with marketing messages, storytelling helps you stand out. Embrace your story, share it confidently, and watch it inspire and connect with your audience’s hearts.
THE POSITIVE IMPACT
POSITIVE PAY CAN HAVE ON YOUR BUSINESS
By Brad Roling broling@midambk.com
It’s late. You’ve worked a 12 hour day at the business you proudly own. You’re ready to go home and get some rest to do it all over again tomorrow. Walking out the door, you get an alert from your bank on your phone. A check for an amount much more than normal just came out of your account. You know this can’t be legitimate, but how do you stop it and keep it from happening again? Your business accounts need Positive Pay.
Maybe you’ve lived the story above, and maybe you’ve just heard stories and thought it couldn’t possibly happen to you or your business. Unfortunately, fraud is running rampant and affecting more than just your personal financials. That’s why our service, Positive Pay, is crucial to your business. Positive Pay, a Treasury Management offering, helps detect and prevent Automated Clearing House (ACH) and check fraud by allowing business accounts to monitor transactions against check issuance files and ACH criteria. Let’s dive into how this really works.
Your business supplies the bank with a file, called a check issuance
file, with every transaction you’ve made via check in the past 24 hours. This list provides information such as date, dollar amount, check number and account number. When the bank receives a check into the system, they will verify the information against the file you have provided to be sure that payment is cleared to be processed. If a payment is cashed that is not on this list, the bank adds it to an exception report which the business will then review and decide whether to issue payment or not. Payments only clear if they have been added to the issuance file or been accepted by the business.
ACH Positive Pay is very similar to Check Positive Pay except for not having to supply a list every day to your bank. ACH transactions are processed by the bank using filters that you as the business
BRAD ROLING
Market President – Columbia
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
owner have set up. If you have vendors that you frequently pay, you can set filters to automatically set these ACH payments to go through, or you can set certain dollar amounts to go through.
If you would like to learn more about this fraud prevention service or would like to talk about implementing it for your business, I’d love to connect you with our Treasury Management team!
PASSION PROJECTS TO MAKE YOU LOVE YOUR TECH LIKE NEVER BEFORE
By Andrew Gilstrap agilstrap@gfidigital.com
In today’s fast-paced office, technology plays a pivotal role in keeping everything running smoothly. From copiers and printers to advanced IT applications and managed network services, your office’s technology is the backbone of your productivity. But beyond merely functioning, your office technology should be an area where your managed service provider (MSP) brings energy, dedication, and innovation to help your office thrive.
When you partner with an MSP who truly cares about your office environment, you’re not just getting a tech provider— you’re getting a team that’s invested in the health and success of your workspace. Copiers and printers are more than machines; they’re essential tools for collaboration and communication. A reliable MSP will make sure they’re properly maintained, reducing downtime and improving efficiency. They will keep these devices working like a well-oiled machine, which is critical to maintaining the flow of your day-to-day operations.
The same goes for scanners and IT applications. These are tools that help employees work smarter, not harder. A passionate MSP will ensure your scanners are always connected and functioning at their best, streamlining the process of digitizing documents and improving workflow. Additionally, your IT applications should not just meet basic needs but should be optimized for your office’s unique requirements. A passionate MSP will take the time to understand your specific needs and tailor their approach to deliver the best technology solutions for your business.
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.
Then, there’s digital security. In a world increasingly driven by online threats, securing your office network should be top of mind. A true MSP partner will implement robust security measures to protect your data, your devices, and your employees, ensuring that your sensitive information is safe and secure.
Your office technology deserves more than just basic service; it deserves a partner who is as passionate about customer satisfaction as you are about your projects. If you’re looking for a team dedicated to improving your office’s tech
environment, contact GFI Digital today. Together, we’ll turn your office technology into a true passion project!
GFI Digital is a full-service provider of office technology, including multi-function copiers, printers, and information technology services. From a humble beginning in 1999, GFI Digital has grown into an industry leader in office technology, copiers, printers, data center, networking, security, and system administration. Having a passion for customer satisfaction has earned GFI Digital a reputation for customer service. We make technology simple!
The Cost of Doing Business in COMO
Raised caps on the cost of business licenses caught Columbia enterprises off guard.
BY MICHELLE TERHUNE
Cities have long required companies conducting commerce there to purchase a business license. Municipal governments assess the cost of those licenses in various ways, ranging from at fees to using number of employees, industry type, or square footage of the company facility. Among the most popular methods is the use of gross receipts, and that’s what the city of Columbia has been using for decades.
In the late 1970s, the City Council mandated a rate of 25 cents per $1,000 in gross receipts to calculate the cost of a business license. ere was a cap of $750 which re ects only the company’s rst $3 million in gross revenue. e ordinance remained basically unchanged until 2022, when the City Council amended it to increase the cap to $3,000, although the basic rate remained the same.
at brings us to the council’s amendment in December 2023 to gradually increase the $3,000 cap to $50,000 by scal year 2029, which begins Oct. 1, 2028. By then, businesses that earn $200 million or more in gross receipts will be required to pay the maximum for their annual business license.
e amended business license ordinance also raised the processing fee for rst-time applications from $25 to $45. Processing an annual renewal comes with a new $25 fee in addition to the assessed license fee. e minimum cost for an annual license is $75, which includes all businesses with $300,000 or less in gross receipts. e cap this year is $10,000, assessed to companies with $40 million or more.
Still, the rate used to calculate the license, 25 cents per $1,000 in gross receipts, remains the same after more than 40 years.
When license renewal notices were mailed to Columbia businesses in May 2024, a lot of owners were caught o guard by the increased cost. Some only had to pay the new $25 processing fee while their assessment remained the same. Others wondered how they would pay an increased cost of doing business.
That brings us to the council’s amendment in December 2023 to gradually increase the $3,000 cap to $50,000 by fiscal year 2029, which begins Oct. 1, 2028. By then, businesses that earn $200 million or more in gross receipts will be required to pay the maximum for their annual business license.
It’s probably safe to say no one was elated, but some weren’t surprised. Everything is more expensive these days.
CHANGE IS INEVITABLE
It costs a lot to run a business. It costs a lot to run a city that must provide services that those businesses need to thrive. Both look for ways to improve their bottom lines; a business to pro t and a municipality to cover the cost of ever-increasing demands for services. It’s no wonder that the latter, when looking for ways to increase revenue, considered the cost of business licenses set more than four decades ago.
Todd Guess has served as business services manager for the city for three years, although he has been in other positions for 15. He looked at the rate structures of comparable Missouri cities, including Spring eld and Independence. Overall, Columbia’s structure is less expensive, although the nuances of the other cities’ structures don’t lend themselves to apples-to-apples comparisons. While Columbia applies the assessment equally to all businesses, the comparative cities vary cost by occupation and business.
e business license fees collected by the city are earmarked for the general fund in the budget. In FY24, fees generated nearly $1.3 million. at number is expected to be roughly $1.8 million in FY25, which ends September 30, 2025. e general fund includes monies for business regulation services, such as public health, planning and zoning, and building regulations, and the cost to administer them.
IS IT GROSSLY UNFAIR?
Business owners like Connie Liepard, owner of Quality Drywall Construction and a member of the Columbia Chamber of Commerce Governmental A airs Committee, heard a lot of disgruntled comments from business owners after they received their renewal letters. Some experienced a major increase while others were less signicant. But in every case, as Liepard said, those costs are passed on to customers.
Liepard said she and other business owners question whether gross receipts are a fair mechanism to use. at’s because some businesses work with very small pro t margins.
“In the construction industry, our gross receipts are very high,” she said. “But you operate o a small bottom line. Your net pro t on a project, after overhead, is substantially lower.”
Chamber President Matt McCormick added, “If you start looking at some of our businesses that have a 1 or 2 percent pro t margin, gross revenue isn’t the end-all factor of how well their business is doing. We feel there are more equitable and responsible factors to base licensing on.”
Net income, rather than gross, might bring more parity among industries with di erent margins.
“I don't have the context to know why or even whether the Columbia City Council, in 1978, considered and chose gross over net when establishing Columbia's fee calculations,” Guess said. “I am unfamiliar with any municipality in Missouri which uses net revenue for business license fees.”
at doesn’t mean that there aren’t better or at least di erent mechanisms the city could consider. Guess conceded that using gross receipts is a fair way to assess licenses but may not be equitable.
“It is levied progressively and applies to every business equally,” he noted. “ at said, the city services which are funded by these fees are not utilized equally by all types of businesses or occupations. I believe a more equitable way to levy these fees would be to do so with consideration given for the impact on and utilization of general fund services by di erent segments of businesses in our community.”
McCormick agreed that the city needs to nd “a better, more sustainable solution.”
“ is is something we’ve been working with the city on since we started seeing what was coming out,” McCormick says. “I think there are some un-
“If you start looking at some of our businesses that have a 1 or 2 percent profit margin, gross revenue isn’t the endall factor of how well their business is doing. We feel there are more equitable and responsible factors to base licensing on.”
intended consequences with the ways it’s done and we’re trying to work our way through those with the city.”
Most businesses felt the impact of the increased cap. But the process contributed to the disgruntlement.
THE PROCESS WAS PROBLEMATIC
“I believe it’s too expensive,” Liepard said. “As a small business owner, in my opinion, I believe our city and county make decisions that have a negative impact on businesses — and they don’t even realize it.”
e surprise of the increases this year has caused the biggest controversy. And Guess takes responsibility for that.
“ at’s my biggest regret and biggest failure in this entire process,” he said. “While the Finance Department did meet all the required obligations in terms of public postings, I did not conduct any public information meetings. ose aren’t required in this process but in hindsight, I de nitely should have done that.”
e Chamber also highlighted the lack of a public process.
“One of our priorities at the local level is to facilitate transparent communication and engagement between local elected o cials and the business community regarding policies,” McCormick said. “ at’s where something like business licenses would fall.”
e good news is that those conversations have begun. At its January 6, 2025, meeting, the City Council voted to pause the fee cap increase at $10,000, pending further discussion between the Finance Department and the business community.
– CHAMBER PRESIDENT MATT MCCORMICK
Guess concluded, “I am hopeful that upcoming meetings between city sta and the business community can help identify a business license fee structure which balances the need to generate revenue for the city's general fund services with the relative demands di erent business types place on those services.” CBT
The COLT That Grows
BY MICHAEL C KELLY AND JODIE JACKSON JR |
PHOTOS BY KEITH BORGMEYER
Tucked away in a warehouse o Brown Station Road, Columbia Terminal Railroad locomotive #2001 takes a well-deserved break for the weekend.
e workhorse of the twenty-one-mile short line from Columbia to Centralia, the 2001 currently handles over 600 carloads per year between Columbia and the connection in Centralia to the Norfolk Southern railroad, the line's original owner.
But unless you live on the city’s north side or drive along the Route B corridor between 8 a.m. and 5 p.m. Monday through Friday — those are the COLT rail line’s work hours — Columbia’s own short line railroad is probably a mystery to most residents.
“We’re north of the city, kind of out of the way,” said Matthew Sabath, one of two COLT employees certi ed as railroad engineer, conductor, and track inspector. He acknowledges, “We wear a lot of different hats.”
e city’s utilities department operates the COLT Railroad and Transload, providing myriad shipping, warehousing, and distribution services. Even though the out-of-the-way location at 6501 N. Brown Station Rd. is not well known to residents throughout Columbia, the COLT’s impact is signi cant.
“It bene ts the city in ways that are mostly unseen,” Sabath said.
Case in point: A 2023 economic impact study conducted by University Extension in partnership with others determined that COLT’s previous ve-year direct impact accounted for $670 million in total sales, 243 jobs, and $2.4 million in tax revenue for the city of Columbia and Boone County. Without accesss to COLT, two businesses have indicated they would have to relocate outside of Boone County to a rail-served site, and one company is planning to build a new rail siding and building to increase its capacity.
e rail line runs from Columbia to Centralia, generally parallel to Route B to Hallsville and Highway 124 to Centralia. In Columbia, the rail line is located just west of the Route B industrial corridor, crosses Highway 63 some 2.5 miles north of I-70, and ends south of Rogers Street on the outskirts of downtown Columbia.
e railroad that is now the COLT began in 1857 with a charter from the state of Missouri to the Boone County & Je erson City Railroad. e line was to be a branch of the North Missouri Railroad from Centralia through Columbia to Je erson City. e Civil War delayed construction by nine years, but once the project began in June 1866,
progress was swift and the line was completed to Columbia in October 1867.
e North Missouri Railroad would eventually change hands and names and, in time, became the Wabash Railroad, stretching from Bu alo to Kansas City, serving Detroit, Toledo, Chicago, St Louis, Des Moines, and even Omaha. e Columbia Branch remained a unique operation for the Wabash until its merger with the Norfolk and Western in 1964.
For many years the Wabash operated passenger trains on the branch from Columbia to Centralia, where connections were made to mainline trains bound for Kansas City to the west, or St Louis, Chicago or Detroit to the east. Heeding community complaints about the size of the Wabash depot in Columbia, the railroad built a limestone station in downtown Columbia in 1910 out of the same stone as the church across the street. e railroad continued to operate passenger trains from Centralia to the station until 1969, when successor Norfolk and Western discontinued that service.
But the N&W continued on with freight service into the 1980s. In 1984, however, Norfolk and Western successor Norfolk Southern, citing annual losses in excess of $200,000, led to abandon the Columbia Branch. e city of Columbia, fearing loss of business, service to the Water & Light power plant, and the loss of jobs and the related tax revenues, explored the possibility of buying the branch from Norfolk Southern. In October 1987, the city completed the purchase, naming the branch the Columbia Terminal Railroad, or COLT.
e COLT was awarded $500,000 in federal funds for track improvements in 1987, and in 1988 handled 602 carloads of lumber, grain, paper, and fertilizer, plus other commodities. Tra c slipped the following year to 550 cars but rebounded in 1990 with resumption of coal shipments to the Water & Light power plant in Columbia.
Tra c continued to grow into the late 1990s, handling nearly 1,500 carloads in 1999. Commodities included coal, grain, lumber, fertilizer, and paper. In May 2001, the COLT purchased a new locomotive, the 2001, to supplement original locomotive #1. Carloads for the year 2001 were 1,536, and by 2005 the COLT handled a whopping 2,600 carloads. e Highway 63 crossing emerged as an issue as the population grew and vehicle tra c increased, resulting in more accidents at the crossing. A study to replace the crossing with an overpass began in May 2007, and the need for grade separation was solidi ed in October of that year with another fatal collision at the crossing. Funding was approved in March 2009, and construction began four months later on July 31.
e $3.8 bridge was 458 feet long and 17.7 feet above the highway. e project was completed in September 2010.
In 2011, the COLT began hosting the Columbia Star Dinner Train, providing a two-and-a-half hour dining experience on a round trip from Columbia to Centralia on select weekends. Powered by a locomotive at each end, riders were treated to a luxurious meal as the train rolled through the central Missouri countryside. e rst train departed Columbia July 12, 2011, making a round trip to Hallsville for dignitaries. Full service began a few days later, traversing the entire line to Centralia.
e operation of dinner trains is an expensive one, from maintaining the train, insuring it, and paying the host railroad to operate it. e Columbia Dinner Train operation lasted only three years, ending in October 2014.
Freight business on the COLT remained strong until the Water & Light power plant switched from coal to natural gas in 2015. e loss of that tra c resulted in a reduction in carloadings to under 1,000 per year. e railroad, however, continued to haul metal products, chemicals, lumber, and sheetrock to customers in the
Columbia area. e transload facility on Brown’s Station Road has 83,000 square feet under one roof, a 58,000-pound overhead crane, twenty railcar spots, and is suitable for short- and long-term storage and rail to truck transloading.
Meanwhile, the 2023 economic impact study led to a $3.2 million federal grant for track improvements. e city will contribute an additional $800,000, resulting in a $4 million investment in the rail line.
David Sorrell, the city’s utilities direction, said the money will be spent on ballast, ties, and rail improvements on 8.35 miles of track within a 16-mile stretch.
“ ese improvements will increase the resiliency and capacity of the railroad, allowing it to handle heavier loads for new and existing customers,” Sorrell said. “ e project will expand commercial freight opportunities, which will invite private investment in the city.” CBT
RIDING the RAIL
The COLT
also annually plays host to a unique group of rail enthusiasts. The First Iowa Division of the North American Rail Car Operators Association (NARCOA), runs an annual excursion for its members between Columbia and Centralia and back.
The operators have each acquired and restored retired rail inspection motor cars, also known as speeders, and travel the U.S. and Canada to run the cars on operating railroads.
The speeders are typically box-shaped in size, have two seats, with basically a riding mower-size engine underneath.
Some larger cars of Canadian heritage can hold up to four people. Some cars are partially enclosed with a windshield and a roof, while others are completely enclosed and have doors like any automobile. These cars typically also have heaters, but not all. Either way, they have two gears and can travel up to thirty-five miles per hour.
Regarding the trips, most host railroads are shortlines such as the COLT, and the host allows the operators onto the tracks on days the railroad does not run freight trains. But some trips, especially in Canada, operate on working mainline trackage, and the operators must coordinate by radio with dispatchers to get into a siding to allow trains to pass.
These speeder cars can date back to the 1940s and were used by the railroads to inspect the tracks for obstructions such as fallen trees or tracks out of alignment and other maintenance issues. Inspectors typically had authority from a dispatcher to be on a specific track during a specific time and would have to pull into a siding to clear the tracks for a passing train.
In the 1980s, railroads began replacing these speeder cars with SUVs like a Chevy Suburban, or pickup truck that had a set of railroad wheels at each corner that could be raised or lowered to get on and off the tracks. This allowed greater flexibility to the railroad as inspectors could get on or off the tracks at any grade crossing rather than have to be lifted off at specific stations. Many of these speeders were gathered into rail hubs and stored, awaiting disposition. Collectors and operators began purchasing these cars and restoring them. Needing a way to operate them, various clubs such as NARCOA were born.
On October 12, 2024, the First Iowa Division ran its annual trip on the COLT, making three round trips between Columbia and Centralia — fifteen miles each way. I was invited by COLT employee Matthew Sabath to ride along with the NARCOA operators that day, and it was quite a fun experience. It is truly a unique way to see the countryside in a way that most people don’t see.
Interestingly, not all NARCOA members are railfans. Some that I spoke to do it just for fun, such as Randy and Kelly Stevenson. For them, it’s all about traveling in a unique way, spending time together seeing the country and enjoying the outdoors. Same for Brad Mangan, who loves the fresh air so much he removed the cab from his speeder to be completely open air. Either way, it was a fun way to spend the day and get a unique view of the COLT.
After departing Centralia for the second time, we stopped for lunch in Hallsville. After lunch, we arrived back at the Transload in Columbia where I said goodbye to the COLT and this unique group of speeder car operators.
For more information on the Columbia Terminal Railroad, go to como.gov/utilities/columbia-colt-railroad. For more information on speeder cars and NARCOA, go to narcoa.org.
A DAY IN THE LIFE OF...
Railroad Operators
CBT’s “Day in the Life” series features Columbia pros (and amateurs) who do their part to keep the globe spinning and make life better for the rest of us — often in ways we don’t realize. We especially appreciate opportunities to tell our readers more about individuals and organizations that most of us aren’t familiar with.
Please give us a description of your responsibilities. We are railroad operators for the Columbia Terminal (COLT) Railroad, which is owned by the city of Columbia. We both wear lots of di erent hats at work, but mainly we run the train to bring down railcars from our interchange with Norfolk Southern Railroad at Centralia, and switch out rail served customers here in Columbia.
We also inspect and maintain twenty miles of railroad tracks, and related infrastructure. We are also tasked with administrative duties.
What’s the difference between a conductor and an engineer? A train conductor is primarily responsible for managing the overall operations of a train, including safety, railcar management, working the switches, and communication with the engineer while switching railcars. A locomotive engineer is solely responsible for driving the train and operating its controls, focusing on navigating the tracks and maintaining speed.
Matthew Sabath and James Day are Railroad Operators for the City of Columbia / COLT Railroad.
What a cool thing! You get to “drive” a train. What’s that like?
James: It’s a big responsibility. ere are a lot of factors we take into consideration while running the train, such as how many railcars are being pulled, the track pro le, speed limits, weather, and other items. is way we can operate and stop the train in a safe manner.
Tell us about your career aspirations. What did you want to be when you were growing up and when did you find your career path?
Matthew: Personally, as a young boy I always wanted to be a locomotive
engineer. While it took a while to get there working other jobs along the way, I was able to get hired by the Columbia Terminal back in December 2003, and I have been here now for twenty-one years.
Tell us about your work experience prior to your current position.
Matthew: I was working as a cement truck operator before I started working for the COLT.
James: I worked for Norfolk Southern Railroad as a conductor and then worked brie y for the city at the power plant before I transferred over to the COLT Railroad.
What attracted you to working for the city of Columbia?
Matthew: Well obviously when I applied, it was to work for the railroad itself. But now that I’ve been an employee for over twenty-one years, I appreciate the bene ts that come with working for the city. And there’s pride in knowing I’m helping Columbia continue to grow and prosper.
Let’s get the day started. What is your wake-up time and your morning routine – your “getting ready for the day” routine?
Matthew: I’m usually get up around 6:15 a.m., and I’m out the door at 7. I arrive at the o ce and pour that rst cup of co ee!
When does your workday start, and what are the first things on a typical daily to-do list? Our start time is 7:30 a.m. And every day we start with a morning brie ng where we go over the plans for the day and have a safety discussion. en a second cup of co ee!
Since the two of you work as a team, how does a typical day work for you?
Matthew: Most days when we run the train, James will work as the engineer, and I work as the conductor, keeping track of the railcars, communicating with customers, and working the ground as needed. Since we work together frequently, we’ve learned to work together as a team running the train. Also, we trust each other’s ability to do the job correctly and safely.
Okay, so there might not be such a thing as a “typical day.” We
imagine there are all sorts of distractions and variables. But what, in your experience, would be a “smooth” day?
James: Going up to Centralia to grab our railcars for the day and having the railcars we’re looking for all together ready to pull. en we come back to Columbia, switch our customers out with no issues, and get back to the o ce to do the paperwork.
What’s the first distraction that came your way today?
Snow! We have to take weather into consideration with our operations. Snow and ice can build up on the switches and has to be cleared out before we can throw them properly.
Give an example of something you are proud of at the COLT Railroad?
Matthew: I’m proud of the fact that the Columbia Terminal Railroad has received the Jake Safety Award for more than twenty straight years. e award is given by the American Short Line and Regional Railroad Association to recognize short line railroads that demonstrate exceptional safety performance; essentially, it honors the safest short line railroads in the industry.
THIS is non-negotiable. You won’t be distracted from doing THIS. What is THIS? Safety. We always consider safety with every move we make on the railroad, both for ourselves, and the public. Trains are big, and don’t stop on a dime. So being safe is an important part of the job.
COLT RR and Transload is something of a “hidden gem”, if that’s possible in a city our size. But what are some of the things about COLT and the transload facility that most Columbians might not know about? (And what is the transload facility?)
Matthew: Well, ironically, the most common question I get, when I tell people I work for the COLT is, “Columbia has a railroad?” I believe this is because our operations are north of the city, and we run during the day Monday
through Friday, while most Columbians are at work. e COLT Transload is a warehouse and transloading operation owned and operated by the city of Columbia. is allows businesses in Columbia and mid-Missouri without direct access to a railroad to have railcars delivered and unloaded here at the Transload, then loaded onto trucks for delivery to various business locations.
So what time is lunch? What are you having? We don’t have a set time for lunch. We tend to grab a quick bite whenever we have a chance, usually while riding on the train.
What do your friends not understand about what you do at the COLT?
Matthew: Well I guess one thing is, if we have an issue on our railroad, there’s no one else that’s going to come help us. When it snows, we clear the tracks and switches. When a tree falls on the tracks, we cut it up and clear it o . When there’s a at on one of our trucks we x it. We are pretty self-su cient that way. Every day has challenges, but it does make the day go by quicker.
What time is your workday over? Normally our workday is over at 3:30 p.m. However, there are many days when we work until the job is done. CBT
Street Talk
Burrell acquires former Rainbow House property.
BY JODIE JACKSON JR
BURRELL BEHAVIORAL HEALTH
and its parent company, Brightli, has purchased the property that was once Rainbow House at 1611 Towne Drive. e company did not disclose the purchase price.
Burrell announced January 21 that the 1.49-acre property and 18,000-squarefoot building will be redeveloped into an intensive residential facility for individuals undergoing treatment for mental health conditions. Vince Winn, Burrell’s vice president of integrated health services, said in a news release that the facility will have sixteen bedrooms capable of accommodating Burrell clients for spans of six weeks to two years while they seek treatment.
“It’s not meant to be a permanent residence for anybody,” Winn said. “It’s not in lieu of a psychiatric hospitalization if a client is in need of that experience and level of observation.”
Rainbow House opened its emergency children’s shelter at that site in 1986 and closed in September 2024. e rst Burrell clients will move in and begin treatment at the Towne Drive property in the late spring of 2025.
Schneider Electric Seeks Chapter 100 Tax Break
Schneider Electric has plans for a $73 million, 58,000-square-foot expansion of its plant o Paris Road on the city’s north side and has asked the Boone County Commission to approve a property tax abatement as incentive to expand in Columbia rather than one of four other locations. Schneider Electric has manufactured circuit breakers at the plant since 1978. e expansion would bring 241 new jobs to the plant, according to the “Project Frontier” brie ng provided by the Columbia Regional Economic Development Inc. (REDI). e company currently has 427 full-time employees earning an average annual wage of $54,839. If approved, the requested 50 percent abatement on new property would result in an estimated property tax increase of $2.34 million over the next decade.
Coming, Going, and Not Going e boarded-up Hardee’s restaurant at 200 S. Providence Rd. could soon house the city’s seventh McDonald’s. Plan-
ning documents led with the city in mid-January included a drawing for a McDonald’s at that site where Hardee’s closed in April 2023. McDonald’s also has locations on the Business Loop, e Shoppes at Stadium Boulevard, East Nifong, East St. Charles Road, Smiley Lane, and Clark Lane.
It was party-pooper news just before Christmas: Party City is closing all of its stores nationwide, ending nearly four decades in business. e Party City store at Broadway Marketplace, 21 Conley Road, is included on that list and is expected to o cially close in February.
Kohl’s is closing twenty-seven stores across more than a dozen states by April, according to a press release that noted the closures are a small fraction of the chain’s 1,150 stores. None of the closures are planned in Missouri, meaning Columbia’s Kohl’s is not on the chopping block.
Quick updates: It’s looking clearer that Trader Joe’s will take up shop in the former Macy’s building o Stadium Boulevard, just a stone’s throw from Chick- l-A and the new HomeGoods and Five Below stores at e Shoppes on Stadium. Speaking of Chick- l-A, the chain is targeting south Columbia for the city’s second location.
Snow-Covered Sidewalks
e city took to Facebook after the last ice and snow accumulation to remind us that property owners and occupants are responsible for clearing snow and ice from sidewalks. e regulation is spelled out in Chapter 24 of the city’s ordinance code, which requires sidewalks “to be free from snow, ice, and other hazards.”
e social media post added: “ e city is actively enforcing these rules to ensure safety for all.”
If you got a citation for failing to clear your sidewalk, we’d love to hear from you. (But, seriously, let’s clear our sidewalks.) CBT
What’s Going Up?
Champ’s Chicken taking former Zaxby’s site; I-70 project lists construction update.
BY JODIE JACKSON JR
SINGLE-FAMILY HOME CONSTRUC-
TION accounted for 70 percent of the value of building permits issued by the city of Columbia and Boone County in December 2024.
Jointly, the city’s Building and Site Development o ce and the county’s Resource Management o ce issued 149 building permits with a total valuation of $30.46 million. Single-family homes made up 44 of those permits and a combined valuation of $21.36 million.
City building permit details also show that CHAMP’S CHICKEN will occupy the former Zaxby’s location at 1411 Cinnamon Hill Lane. e permit notes that Coil Construction Inc. is the contractor for the $750,000 project that involves minor renovations to an existing quick serve restaurant. Another commercial alteration permit shows that MISSOURI UNITED METHODIST CHURCH at 204 S. Ninth St. is renovating an existing church o ce area for use as a church library. Little Dixie Construction Co. is the contractor for the $190,650 project.
e city’s December building permit breakdown includes:
• Single family detached: 31 permits $14.21 million.
Other highlights of the city’s building permit report include:
FOUR DUPLEXES at 303 and 305 Sanford Avenue, each valued at $327,206 for a total valuation of $1.31 million. Each duplex will be 2,200 square feet. Williams Home Repair LLC is the general contractor. Other contractors listed on the permit are Minnix Electrical, Inc., of Columbia; Magnum Plumbing of Sturgeon; and Peters Heating A/C, Inc., of Columbia.
Renovation to the existing SWIMMING POOL AT LAKE OF THE WOODS GOLF COURSE, located at 6700 E. St. Charles Rd. Westport Pools, Inc., is the contractor for the $755,800 project.
Top dollar single family homes include:
• A $750,000 house o Stayton Ferry Loop with Putnam Construction LLC as the contractor. e permit lists 5,574 square feet for the project at e Brooks development.
• Hemme Construction LLC is the builder of a 5,994 square foot, $760,807 home o Breakers Court at Creek’s Edge.
Boone County’s December building permit report listed 65 permits with an aggregate valuation of $9,695,550. e breakdown includes:
• Single family residential: 13 permits, $7.15 million.
e TOP-DOLLAR SINGLE FAMILY HOMES getting the green light for construction are both planned for Clear Creek Estates just east of Rock Bridge Elementary School. Tompkins Construction is the builder for a $1.94 million, two-story home o South Montecito Drive, and Girard Homes is the contractor for a $1.13 million home o South Mayacama Lane.
IMPROVE I-70 PROJECT UPDATE
e Missouri Department of Transportation’s $2.8 billion Improve I-70 project is in full gear through Columbia. e entire project to add a third lane on both the westbound and eastbound corridors from Blue Springs to Wentzville should be nished by late 2030. ere are eight project segments within the program.
MoDOT recently updated the construction plan with the following details for the segment from Columbia to Kingdom City.
Winter 2025
• Demolish westbound I-70 yover bridge at Exit 128
• Demolish railroad bridge just west of Columbia.
Spring
2025
• Construction begins on:
• New I-70 bridges east of Highway 63 in Columbia.
• New northbound Highway 63 yover ramp to westbound I-70 in Columbia.
• New northbound Highway 63 bridge between I-70 and Broadway.
• Rebuild concrete pavement on the existing eastbound I-70 lanes between Callaway County Routes J and M.
• Open new southbound Highway 3 bridge between I-70 and Broadway.
Summer 2025
• Begin paving the third lane of I-70 between Paris Road and 63.
• Begin early interchange work for I-70 and Route 54 in Kingdom City.
• Rebuild concrete pavement on the existing westbound I-70 lanes between Routes J and M.
Fall 2025
• Open new northbound Highway 63 bridge between I-70 and Broadway.
• Open new eastbound I-70 entrance ramp from Business Loop 70. CBT
There’s
Common Plumbing Emergencies:
• No hot water
• Overflowing sink
• Overflowing toilet
• Clogged drain
• Frozen pipes
• Burst pipes
New Business Licenses
Issued November 2024
Your Key Guy
705 E. High Point Lane, Columbia
The Tokyo Club LLC
709 Fay Street, Columbia
Fresh Karma Dispensaries
Jennifer Campbell and Josh Campbell
1407 Cinnamon Hill Lane, Columbia
STARTVAPES.INC
Retail trade
1915 Paris Road, Columbia
Elegance Nails Spa
1729 W. Broadway, Columbia
Sycamore Home Company LLC
General contractor
5510 Pergola Drive, Columbia
Solskin Esthetics
3601 Endeavor Avenue, Columbia
Aura Nails, LLC
Starlight Valet LLC
Josiah Williams
22 N. Tenth St., Columbia
Rinck Holdings, LLC
Professional, scienti c, and technical services
2111 Live Oak Lane, Columbia
Polvorosas LLC
Food service
14 E. Business Loop 70, Columbia
Brandow
Electric LLC
Electrical trade contractor
Jason Brandow
3041 Highway BB, Huntsville, MO
Lesa’s Hair
Lesa Gibbons
1729 W. Broadway, Columbia
Wolf Metal Carports LLC
General contractor
4506 State Route A, Higbee, MO
Premier Climate Control
Mechanical trade contractor
Amy Stil eld
5550 S. Limit Ave., Sedalia, MO
All Season
Roofing LLC
General contractor
Alex ornton
6002 NW Highway 9, Parkville, MO
Salon Z
Zoee Schuster
3700 I-70 Drive SE, Columbia
Columbia Glass & Mirror
General contractor
5775 E. Highway 163 CBT
Issued by the city of Columbia’s Finance department.
$384,796
The average price of a single-family home in Columbia in 2024.
Priorities Matter
They say the squeaky wheel gets the grease. Here’s how some Columbia institutions are oiling the machine.
BY MICHELLE TERHUNE
TO SAY THAT POLITICS WERE TUMULTUOUS during 2024 would be an understatement. Even the most politically engaged people, regardless of party or ideological alignment, are taking a break from the constant cycle of often unbelievable news. However, for many Columbia entities, working with governmental bodies isn’t something they can turn o like a tap. eir operations depend on legislative action for funding, control, and general survival. So, even as the political pendulum swings wildly, the Columbia Chamber of Commerce, Boone County Commission, Columbia Public Schools, and Daniel Boone Regional Library have set their legislative agendas. And although they all have unique goals, they share some common ground. Here’s what they’re focused on for 2025.
FUNDING
Of course, everyone’s concerned about funding. But legislative funding concerns aren’t always about the entity itself. For example, the Chamber’s and County Commission’s priorities include funding support for the University of Missouri. Matt McCormick, Chamber president, says that higher education is the area’s top economic driver, which means the core funding of the University of Missouri and Moberly Area Community College is critical. ey not only drive innovation, research, and entrepreneurship, but those institutions also provide the workforce and training necessary to sustain local businesses.
Scan the QR code to learn more about how COMO's leaders are driving change for 2025.
You’ll find more great stories online at comobusinesstimes.com
Guest Voices: Columbia Needs a Local Department of Government Efficiency
BY STEVE SPELLMAN
AMONG THE MANY EYEBROW-RAISING HAPPENINGS in Washington these days is the new Department of Government Eciency (DOGE). While the Federal bureaucracy sure is a monster, couldn’t we use our own version of DOGE?
Part of the pushback Elon and Vivek attract is their amboyant slash-and-burn rhetoric, kinda like that guy in Argentina taking a (literal) chainsaw to the public sector across the board. at would be too aggressive for COMO DOGE, which instead should balance government e ciency with e ectiveness.
We should take a good government attitude about how to best deliver public services in a growing community in the 21st century. We could target net revenue-neutral solutions — so no slash-and-burn. Commit to no layo s, so any possible department sta reductions would be done humanely, over time, via attrition, coordinated job transfers and/or retraining.
In fact, in this light, shouldn’t everybody be in favor of government e ciency? Maybe especially our local public servants who desire to do a good job for us. Otherwise, are we saying we want to spend more for the same services? Or for the same taxes we pay — receive fewer services?
Who would be COMO’s version of Elon and Vivek? Maybe one the Bukowsky brothers; or likely Jennifer Bukowsky, as ghting government overreach is already her personal calling card. Or venture capitol guru Brent Beshore, who hosts the annual Main Street Summit downtown, would know a thing or two about operational best practices. Speaking of which, Larry Potter eld of MidwayUSA is a world-class quality control evangelist, as a multitime recipient of the Malcolm Baldrige National Quality Award.
Scan the QR code to read more about Spellman’s vision for government efficiency in COMO. CBT
