Columbia Business Times June 2019

A BUSINESS TIMES COMPANY PUBLICATION JUNE 2019 SMALL BUSINESS

SUCCESSION PLANNING SUCCESSES PG. 73

2019 SBOTY FINALISTS

Perfect PAIRING

PG. 57

THE

J a cob and Rachel Hol ma n , ow n e rs o f Les Bo u rg e o is Vin eya rd s | PG. 64

We know a good investment when we see one.

For more than 20 years, Bill Costello has built strong relationships and provided unmatched personal service to his clients in the community.

That’s why we’re excited to announce that Bill has joined our leadership team as Vice President of Convergence Financial, where our advisors deliver the highest level of attention, smart strategies and sound financial advice to our clients every day.

To learn more about convergence financial, give us a call or visit us online at Convergence-Financial.com.

200 E. Southampton Drive, Suite 102 • Columbia, MO 65203 • 573.818.2264 • Convergence-Financial.com 2 JUNE 2019

Securities offered through LPL Financial. Member FINRA/SPIC. Investment advice offered through Good Life Advisors, LLC, a registered investment advisor. Good Life Advisors and Convergence Financial are separate entities from LPL Financial.

COLUMBIABUSINESSTIMES.COM 3

Should have called Atkins EST 1925

Atkins, Inc. is committed to serving mid-Missouri. We started here and intend to stay here. And, because we serve our neighbors, we promise exceptional service and products for Commercial Cleaning, Pest Management, Grounds Maintenance, and more.

Lawn and Tree Care For healthy, beautiful landscapes year-round, Atkins Grounds Maintenance offers top notch experienced and professional service. Always expert results.

Commercial Cleaning and Special Services Get the job done! We tailor our services to meet your needs.

Pest Control Services Get rid of pests and keep them away. Expertise tailored to your needs. Seasonal services or one-time solutions—either way, no contracts. Just professional results.

www.atkinsinc.com | 573-874-5100 4 JUNE 2019

There is nothing I want more in this life than to help people understand their full, beautiful potential!

- Dr. Arminta Phelps, DC, CCWP When asked how I’ve contributed to the lives of those in my life, professionally or personally, these are a few of the amazing responses I received…

You have this ability to project your positivity, caring and love OUTWARD so that those near you feel it.

You brought strength, positivity, and life back into myself. Your words, hugs, and ability to put the body back together saved me!

You’ve always showed love, honesty and selflessness throughout the years.

You infuse positivity and love into everything!

Your encouragement to be present, envision the future that we want to have and manifest it in to reality, and above all else, to approach everything with love, sticks with me daily!

We are all made for such great things and I am humbled and honored to be part of helping anyone bring that out in themselves.

573-442-5520 | AchieveBalanceChiropractic.com 1000 W. Nifong Blvd. | Building 8, Suite 100 | Columbia, MO

COLUMBIABUSINESSTIMES.COM 5

Committed and authentic for the greater good of our company, and more importantly, our clients.

Polly Reynolds CPA, CTFA,

Vice President and Trust Officer Jenny and I have our own responsibilities, strengths and weaknesses. By encouraging and supporting one another, we enhance each other and more importantly, our clients benefit from working with a cohesive, high performing team. And they’ve learned to count on us to cheer them on toward their professional and personal goals.

We work hard, and we have joy.

There is just nothing better to witness, as well as being a part of The Trust Company!

Jenny Hayes

Account Administrator Polly and I work towards a common vision, which is providing excellent customer service to our amazing clients.

This collaboration makes our relationship with each other and our clients successful. Individually we can do a lot, but together we can do so much more. When women support each other, as we do, incredible and marvelous things happen!

See us for your investment portfolio, trusts, estates and wealth management.

Jenny Hayes

Polly Reynolds

4210 Philips Farm Road, Ste. 109 Columbia, MO 65201 573.876.7000 thetrustco.com Toll Free 800.285.7878 6 JUNE 2019

This is a Trust Representative Office.

COLUMBIABUSINESSTIMES.COM 7

8 JUNE 2019

COLUMBIABUSINESSTIMES.COM 9

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Last summer Ron and

Svetlana made the decision they’d been dreaming about for years.

Once Svetlana sold her business in Columbia, and Ron retired, they decided to sell their home and relocate to one of their favorite vacation spots – the Canary Islands in Spain.

Curious about Heath’s “Move Up” program, Ron called and made an appointment with Carrie Spicer. She explained that if Ron listed his home with us, and we found a potential buyer who had their own home to sell, then Heath would purchase the future buyer’s home. Turns out that is exactly what happened.

Carrie had an open house and told the potential buyers about Heath’s Move UP program. Heath looked at their home and made a cash offer with a quick close, so that they could purchase Ron and Svetlana’s home with no contingencies. It was awesome!

Ron was able to focus on getting their belongings sold or ready for international shipping, while Carrie took care of the rest. The process started around May 1 and Ron and Svetlana closed on their home on September 14.

Ron considers Carrie a dear friend and trusted advisor, and is enjoying his new home near the beach. He promises to use the Heath Higgins team again if he were ever to move back to Missouri!

—Heath Higgins

COLUMBIABUSINESSTIMES.COM 15

16 JUNE 2019

25 TH A N N UA L

Dr. Bridget Gruender, Dr. Laine Young-Walker, Nikki McGruder

Lisa Stevens, Susan Hart

International Awards Banquet Each spring, organizations across Columbia award and celebrate leaders, professionals, nonprofits, and organizations for their contributions to our community. Women’s Network has created its own tradition with the ATHENA International Awards Banquet for the past 25 years. The banquet focuses on the work of individuals who actively forge paths of leadership for women to follow.

ATHENA INTERNATIONAL YOUNG PROFESSIONAL AWARD

Shatenita Horton, Lindsay Young Lopez, Dr. Laine YoungWalker, Billie Connally, Sarah Dubbert

At this year’s banquet, Women’s Network recognized three Young Professional finalists for their commitment and contributions to our community: Dr. Bridget Gruender, physician and owner of Liberty Family Medicine; Nikki McGruder, director of Inclusive Impact Institute; and Dr. Laine Young-Walker, division chief of child and adolescent psychiatry at MU Health Care.

Dr. Young-Walker was presented with the 2019 ATHENA International Young Professional Award. While presenting the award, her nominator, Carol Schultz, touted her character and compassion for others and her “deep caring streak for the betterment of humanity.”

ATHENA INTERNATIONAL LEADERSHIP AWARD

Pat Hostetler, Natalie “Nikki” Krawitz

Tennille Lester, Amanda Schultz, Jan Grossmann, Kim Becking, Suzanne Rothwell

Jan Grossmann, executive director of Greater Missouri Leadership Challenge, was awarded the 2019 ATHENA International Leadership Award. Her nominators, Kim Becking and Suzanne Rothwell, introduced Jan by recounting her professional career, community service, and the “impact she has made not only here in Columbia, but across the state.”

Chair of Women’s Network Tennille Lester toasted the recipients by saying, “We’re so proud to be in your presence and to see PRESENTED BY: you continue to carry out your excellence for years to come. Cheers to you all.”

And cheers to ATHENA. Photographer: Ben Stewart, MU Health Care

18 JUNE 2019

COLUMBIABUSINESSTIMES.COM 19

Father’s Day (or any day!) is the perfect time to

get grilling!

And there are no better meats to put on your grill than ours. From steaks and chops to brats and ribs, we provide a great selection and outstanding service.

Visit our store and discover why a locally owned butcher is the best for selection, service and excellent prices.

Providing “travel worthy” meat since 1954!

125 E. Broadway, New Franklin, MO • Mon-Fri: 7am-5pm & Sat: 8am-5pm• 660-848-2229 • JenningsPremiumMeats.com

20 JUNE 2019

W

e love small businesses! How could we not? We’re one, and our community is filled with thriving entrepreneurial businesses.

Our Small Business Issue gives us a great opportunity to spotlight some of our small business favorites and their success stories and to introduce you to some businesses you may not have heard of before. We’re also celebrating the Columbia THE Chamber of Commerce Small Business of the Year finalists: Boone County Lumber, White Dog Promotions, Focus on Health Chiropractic, Kliethermes Homes & Remodeling, and Fortified Roofing & Siding (page 57).

To be considered for the SBOTY award, busiON THE COVER nesses must be a member in good standing of the Jacob and Rachel Holman, the Columbia Chamber of Commerce on the date of new owners of Les Bourgeois the application deadline, must have fewer than Vineyards, grace this month’s 25 full-time employees (two part-time employees cover for our Small Business Issue.

Photography by Keith Borgmeyer count as one full-time employee), and must have opened for fully operational business no later than January 1, 2017.

Unlike some of the newcomers in small business, Dave Griggs’ Flooring America is a wellknown name in Columbia. You might remember their catchy jingle from the radio if you’re a townie, like me. Behind the scenes over the past few years, Griggs has been working with Michele Batye to train her on daily operations and leadership decisions so that she could one day take over his job. She successfully transitioned into the owner role, and Griggs recently came back from his first long vacation he’s had in years. Read about both their successful succession plan and how Koonse Glass created a succession plan within their family on page 73.

And we can’t talk about smooth-sailing succession plans without mentioning Jacob and Rachel Holman, our cover models. They have worked at Les Bourgeois Vineyards for many years in various roles and recently purchased the business from the Bourgeois family. In addition to being an owner, Jacob also holds the position of head winemaker and president; Rachel is also the CEO. Learn more about their story on page 64.

Are you familiar with the following Columbia-based businesses? If not, read up on A Cut Above the Rest and owner Debra Harris (page 41), QuesTec Mechanical and their apprenticeship program (page 31), and The Wardrobe, a nonprofit near downtown (page 34).

Take this month to love on some small businesses by eating out at a local restaurant or shopping at a boutique instead of ordering that gift online.

A BUSINESS TIMES COMPANY PUBLICATION JUNE 2019

SMALL BUSINESS

SUCCESSION PLANNING SUCCESSES PG. 73

Perfect PAIRING

2019 SBOTY FINALISTS PG. 57

EDI TOR ' S FAVOR I TE S A SLICE OR TWO After visiting Rome last year, I was afraid I’d come back to the states unable to enjoy pizza again, but we have some really great pizza places close by. My favorites include:

Jacob and Rachel Holman, owner s of Les Bourgeoi s Vi neyards | PG. 73

Cheers,

Pizza Tree For a quick pizza run, Pizza Tree is my answer. Ranch Hands with extra ranch is my go-to, but Steven Cheese is a close second.

Midici When I’m looking for something out of the ordinary, I’ll head to Midici for their truffle and prosciutto pizza. It’s the right mix of savory with just a hint of salt.

Wise Guys My mouth is watering just thinking about the “cheesestix” you can get from Wise Guys’ when you want something warm and gooey and so, so cheesy.

Emma Bentley, Editor Emma@businesstimescompany.com

CONNECT WITH US:

ColumbiaBusinessTimes.com

/ColumbiaBusinessTimes

@ColumbiaBiz

@ColumbiaBiz

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EDITORIAL Emma Bentley, Editor Emma@BusinessTimesCompany.com Mary Kate Hafner, Associate Editor DESIGN/CREATIVE SERVICES

Inside the Issue Around the Office

Jordan Watts, Senior Designer Jordan@BusinessTimesCompany.com Cassidy Shearrer, Graphic Designer Cassidy@BusinessTimesCompany.com Sadie Thibodeaux, Graphic Designer Sadie@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Marketing Consultant Deb@BusinessTimesCompany.com Bonnie Hudson, Marketing Consultant Bonnie@BusinessTimesCompany.com MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President ReneaS@BusinessTimesCompany.com Amy Ferrari, Operations Manager Amy@BusinessTimesCompany.com Beth Bramstedt, Editorial Director Beth@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Keith Borgmeyer, Anthony Jinson, Sadie Thibodeaux CONTRIBUTING WRITERS

THANK YOU, KRISTIN! Our spring intern, Kristin Blake, is headed to Dallas for the summer to intern for Southwest Airlines’ magazine. Before we let her go, though, we took her on a cover shoot. Here she is being the test model for our photographer, Keith Borgmeyer. We appreciate her and her stories!

Mason Aid, Al Germond, Katie Perry Harris, Kermit Miller, David Morrison, Jennifer Truesdale INTERNS

SEE YOU THERE!

Kristin Blake

Top of the Town will be held on June 27 at The Station House at Katfish Katy’s. This year’s theme is rodeo, so grab your cowboy boots and bandanas for a boot scootin’ good time. Buy your tickets on midmotix.com.

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All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited.

Contributors

OUR MISSION STATEMENT The Columbia Business Times and columbiabusinesstimes.com strive to be Columbia’s leading source for timely and comprehensive news coverage of the local business community. This publication is dedicated to being the most relevant and useful vehicle for the exchange of information and ideas among Columbia’s business professionals.

CONTACT

Brenna McDermott

Jennifer Truesdale

Kermit Miller

Mason Aid

David Morrison

The Business Times Co., 2001 Corporate Place, Suite 100 Columbia, MO, 65202 (573-499-1830) • columbiabusinesstimes.com

Write to CBT editor Emma Bentley at Emma@BusinessTimesCompany.com

MORE THAN THE BEST VIEW IN TOWN...

Early Friday Happy Hour Starting at 2pm • Live, Local Music Thursdays • Amazing Brunch Saturdays & Sundays

1111 E. Broadway, Columbia, MO | (573) 875-7000 | The BroadwayColumbia.com

24 JUNE 2019

JUN E 2019 VOL. 2 5 / I SSUE 12

TA B LE OF CON T EN TS

The Small Business Issue

57

21 FROM THE EDITOR 27 CLOSER LOOK 29 BRIEFLY IN THE NEWS 31 BUSINESS UPDATE QuesTec Mechanical

34 NONPROFIT SPOTLIGHT The Wardrobe

36 CELEBRATIONS Hawthorn Bank

39 MOVERS & SHAKERS 41 P.Y.S.K. Debra Harris, A Cut Above the Rest

45 9 QUESTIONS Wadi Rodriguez, Aflac

47 A CAPITOL CONVERSATION A River Battle

49 LOCAL PERSPECTIVE Mason Aid

51 LETTER TO THE EDITOR North Village Arts District Board

53 OPINION: AL GERMOND A Corner Lot

Small Business of the Year 2019 Meet the Columbia Chamber of Commerce’s Small Business of the Year finalists: Boone County Lumber, Kliethermes Homes & Remodeling, White Dog Promotions, Focus on Health Chiropractic, and Fortified Roofing & Siding.

85 NEW BUSINESS LICENSES 86 DEEDS OF TRUST 87 ECONOMIC INDEX 89 BY THE NUMBERS 90 THIS OR THAT Geoff Jones, Columbia Police Department

64

73

81

The Perfect Pairing

Succession Planning Successes

In Focus: A Minimum Increase

From taking over a family business to rising through the ranks, succession plans come in all forms.

Missouri’s minimum wage will be increasing over the next few years. What does this mean for small businesses?

Husband and wife duo Jacob and Rachel Holman buy Les Bourgeois Vineyards, the place where they met.

26 JUNE 2019

BUSINE SS • P EOP L E • VOIC ES • F YI

C LOSER LOOK

Closer Look

The Mud Room

Element Cryotherapy

The Axe House

The Mud Room, a contemporary ceramics studio, opened in 1998. Though they aren’t new to the area, they did move to a new space downtown in January.

For people wanting to express themselves through ceramics, they can book a class or walk into the studio and choose a piece of pottery to paint, stamp, or stencil. Customers pick up their pottery the following week after it’s been fired in the kiln.

Courtney Hawk, head ceramic instructor, says they will soon offer same-day take-home crafts like beading, mosaicking, and tie-dye.

In the next couple of years, Hawk says they plan to have live demonstrations from local artists in their front window as well as commissioned local artwork.

One sculpture created at The Mud Room stands out to Hawk — her student of eight years created a sculpture of a woman sitting cross-legged playing a didgeridoo. “The entire sculpture was four feet tall and took two people to load into the kiln,” she says.

Some people walk in with a cane and leave without one, owner Claire Taylor says.

In St. Louis, two years ago, Taylor first experienced cryotherapy, which is a threeminute cold treatment that proponents claim stimulates blood flow and increases oxygen and nutrient flow.

Taylor has multiple sclerosis, or MS, and after trying cryotherapy, she felt better than she ever had in the course of her disease. Before cryotherapy treatments, she had a difficult time picking up her kids, but now she says she doesn’t physically feel like she has MS. In February, she and her husband opened Element Cryotherapy in Columbia. Taylor says the cold sensation is similar to walking into a grocery store freezer, and most clients look forward to those three minutes.

“Whether they are an athlete or they deal with chronic pain or they want less anxiety or depression in whatever walk of life they are in, cryotherapy can better your health and wellness,” she says.

One weekend in Las Vegas turned into a Mid-Missouri business venture for Jeff and Lorie Lofquist and friends Tina and Scott Flower. After throwing axes in Vegas for the first time, the four friends opened their first location of The Axe House in St. Louis. They then looked to expand and opened a venue in Columbia in November 2018.

Individuals and groups can throw a variety of weapons at the indoor space for an hour or two. “The Axe House is unique not only because ax throwing in general is still a unique thing, but we also offer a whole arsenal of weapons to throw, from ninja stars to knives to throwing cards,” says general manager Brandi Flower.

Looking forward, Brandi hopes to have several more locations. “Not everyone can go around saying they’ve thrown an ax before, and I love being able to change that and introduce this amazing sport to the community,” she says.

Location: 111 S. Ninth St., Ste. 140 Contact: 573-441-1683 Website: mudroomstudio.com

Location: 2901 W. Broadway, Ste. 115 Contact: 573-214-2616 Website: elementcryo.com

Location: 3910 Peachtree Dr. Contact: 573-442-6734 Website: theaxehousecomo.com

Are you starting a new business? Reach out to our team at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 27

BUSINE SS • P EOP L E • VOIC ES • F YI

Briefly in the News JUNE 2019

C OM M U N I T Y

MACHENS DRIVES EDUCATION SCHOLARSHIP On April 23, Joe Machens Dealerships started its scholarship program, Machens Drives Education, with a ribbon cutting ceremony with the Columbia Chamber of Commerce.

Every month, Mid-Missouri students will be awarded $1,000 scholarships to help out with their post-secondary education. School staff, employers, and community leaders may nominate students. For the application, visit MachensDrivesEducation.com.

BUS INES S

LANDMARK BANK STARTS PODCAST Landmark Bank recently created More Than Cash, a podcast about financial advice released on Thursdays. They will have weekly minisodes with financial well-being lessons from Landmark’s Andy Dinovo. The podcast is available on iTunes, Stitcher, Spotify, and Spreaker.

“On the podcast, we interview real Landmark customers, including successful company executives, small business owners, students, and more.”

— Caitlin Christopher, host of More Than Cash

28 JUNE 2019

BR I EFLY I N T H E N EWS

C OM M U N I T Y

MOLLY’S MILES RECORD ATTENDANCE More than 1,000 people attended the third annual 5K and 10K run honoring Columbia police officer Molly Bowden, who was killed in the line of duty. The event’s proceeds go toward the Missouri chapter of Concerns of Police Survivors. Last year, the event raised $32,000.

Hundreds of people who couldn’t physically attend were able to be a part of the virtual run.

T E C H NOL O GY

STORYUP TO PRESENT AT GLOBAL ENTREPRENEURSHIP SUMMIT Healium, a virtual- and augmented-reality mindfulness platform made by Columbia’s StoryUP, has been selected to present next month at the Global Entrepreneurship Summit at the Hague, Netherlands. They were chosen from a pool of 5,000 applicants from 120 countries. The platform has also been nominated for a Webby for Best Use of Augmented Reality, received a prize at CES’s pitch competition, and won first place in the XR category at SXSW. Studies in Frontiers in Psychology and the Journal of Neuroregulation found that Healium decreased moderate anxiety and increased positivity in as short as four minutes, according to a press release.

C OM M U N I T Y

JERSEY MIKE’S DAY OF GIVING In the ninth annual Month of Giving this March, Jersey Mike’s beat last year’s campaign with its donation of more than $7.3 million to charities across the nation. Six Missouri charities were beneficiaries, including the Food Bank for Central and Northeast Missouri, which received $3,463. During the month of March, sandwich customers made donations to local charities, and on the Day of Giving on March 27, Jersey Mike’s gave 100% of the day’s sales to local charities.

BUS INES S

DIVISION-D ADDS NEW LOCATION Columbia-based digital media company Division-D plans to open its first West Coast office in Santa Monica, California, this summer. This will be its fifth office, which will focus on sales, media buying, and account management for regional clients.

"Our westward expansion to California will enhance our ability to provide top-notch service for West Coast clients, even as we accommodate continued overall growth.”

— Lori Dillender, CEO of Division-D

COLUMBIABUSINESSTIMES.COM 29

Whether you are in one of life's transitions, new to investing, or preparing for retirement, I am here to help you achieve your financial goals.

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Contact me today and lets get started on your financial future

Kathy Lou Neale Financial Advisor 30 JUNE 2019

573-442-9590 | Woodrail Centre | Columbia |

BUSINE SS • P EOP L E • VOIC ES • F YI

BU SI N ESS U PDAT E

The Sky’s the Limit QuesTec Mechanical grows in size and innovation.

BY KRISTIN BLA KE | P HOTOG R A P HY BY SA D I E TH I B O D E AUX

Stephen Varner and Matt Boyd COLUMBIABUSINESSTIMES.COM 31

B U S INE SS • P EO P L E • VOIC ES • F YI

WORKING AT A SELF-SERVICE CAR wash after school, Eric Keeney never expected to find a career path there. But a repeat customer stopped one day and asked Keeney what he planned to do after high school. Just like his dad and grandpa, Keeney planned to pursue law enforcement.

The repeat customer turned out to be a field superintendent at QuesTec and suggested Keeney consider being a plumber and apply for QuesTec’s apprenticeship program.

“He complimented me and said I was always there with a good attitude and had a good work ethic. He said he could be used as a reference on my application,” Keeney says.

After finishing the apprenticeship program, Keeney worked his way up to a project manager position in April 2018 and now teaches some classes in the program.

MOVING UP AND OUT Keeney left QuesTec for a time but stayed in touch with Matt Chick, director of field operations, and eventually returned to QuesTec. Like Keeney, the idea of working for QuesTec fell into Chick’s lap. He ended up at the company — where he’s spent exactly half of his life — by accident. His dad was contracted under QuesTec as a union sheet metal worker and mentioned it to his son. “The old man just said, ‘Hey, these guys are looking for help,’” Chick says. “They paid more per hour at the time and had opportunity for growth. Sure enough, when we started, we got to run some pipes, and 21 years later, I’m still here.”

He enjoyed the work and the friendly competition and saw opportunity for a career with QuesTec, not just temp work. “I just put my nose down and worked freaking hard,” Chick says. “If you’re willing to work hard and have the soft skills and can put in the work, you can climb the ladder and be very successful in life.”

Since their inception in 1996, the business has sprawled out of Columbia and into St. Louis; Louisville, Kentucky; and Springdale, Arkansas.

Their brand might not be a household name, but it’s difficult to drive through Columbia without passing some of QuesTec’s work.

From Faurot Field’s south end zone to virtually every Taco Bell in Columbia, QuesTec has put its fingerprint on much of Mid-Missouri.

General manager Matt Boyd sees the opportunity for a conflict of interest with the way most mechanical contracting companies do business: They’re paid to make it work, but 32 JUNE 2019

when it doesn’t, they get paid again. He says it’s just like going in for an oil change and hearing the mechanic say you also need nine other services. But do you actually need them? Are their prices competitive?

At QuesTec, it’s different. Customers pay one fixed price each quarter, and that price stays the same no matter what happens. Boyd says this business model can be found on the east and west coasts with regularity, but very few places in the Midwest have adopted the practice. “We’re on the same side of the table as the business owner. We hope that your equipment works phenomenally well,” Boyd

says. “Unlike a car, you don’t care how old your building is as long as it’s working, and it’s much greener not to be dumping things into landfills.”

A FAMILY AFFAIR It’s a family business, which means the business is dinner table conversation — even on Thanksgiving. Boyd said he and his two brothers had to sit their girlfriends and wives down and warn them before Thanksgiving dinner.

“It will be loud, but we’re not mad at each other,” he says. “We’re still family, and that’s what matters.”

Stephen Varner, a pre-fab mechanical designer, works on a project.

BU SI N ESS U PDAT E

Matt is in his fourth year handling sales for the business, and he’s been working for QuesTec since before he could even drive.

His mom dropped him off to mow lawns for the business as a young teenager, and over the years, he’s done everything from counting parts as a “warehouse grunt boy” to computerizing inventory as a college intern. After going through four different sales representatives, Matt’s father, owner Scott Boyd, sat him down and said, “You can’t quit, and I’m going to move you over to sales.”

This family tradition trickles down into their employees’ lives, especially in their apprenticeship program. “We get a bunch of family referrals,” Boyd says. “We’ll have some guy go through, and he’ll refer his brother, cousin, best friend.” At one time, six or seven employees all came from one family over the span of multiple generations.

LABOR AND TECH INVESTMENTS Chick was in QuesTec’s first apprenticeship class in 1999 and worked his way up to his current position as director of field operations.

He’s come full circle now, as he’s teaching three apprenticeship classes.

The apprenticeship program takes four years to complete with 150 hours in the classroom per year and 2,000 on-the-job hours per year. Students are paid along the way and finish the program with their journeyman licenses. “Compared to a college grad, a person who goes through our apprenticeship program is ahead $200,000 to $300,000 because they don’t have debt and have a job that pays well,” Boyd says.

The apprenticeship program was created to fill the need for top skilled labor, because it’s usually not there when they need it, Boyd says.

Kaylee Comer is an apprentice in the program and says there are trade jobs everywhere.

She says sitting in a classroom all day isn’t for her, but the apprenticeship program is more of a hands-on experience.

Chick attributes QuesTec’s success to their training and their technological innovation from their prefabrication shop to virtual design. “It’s just crazy some of the [new technology] coming out in the construction field,” he says. “Plumbing wise, we’re the largest one around here because we started out that stuff early.”

Prefabrication mechanical designer Stephen Varner says that, over the past few years, Ques-

Tec has been incorporating 3D scanning technology. “We can see every pipe, beam, duct, anything that needs to be coordinated with,” he says. “Millions of measurements are taken with laser precision instead of taking them all by hand and never having enough. It’s a game changer for retrofitting existing buildings and even for new builds in sensitive areas where we need an accurate as-built picture to design with confidence.”

“The leadership at QuesTec goes to prefabrication seminars on bigger companies and learns,” Keeney says. “They try to better QuesTec with technology and leadership skills.” CBT

QuesTec Mechanical 1390 E. Boone Industrial Dr., #260 573-875-0260 www.questec.us COLUMBIABUSINESSTIMES.COM 33

B USINE SS • P EO P L E • VOIC ES • F YI

Thriving as a Thrift Store The Wardrobe has been helping families and schoolchildren for nearly 50 years.

BY KATIE P ERRY HA R R I S

EVETTE NISSEN recalls hearing from a counselor about a child who came to school wearing flip flops during the winter. The Wardrobe provided the child with a pair of shoes courtesy of its shoe program, and it made all the difference to the child. The child was excited to have a pair of shoes that fit, and the counselor sent an appreciative letter to The Wardrobe.

Nissen, The Wardrobe’s board chair, says it’s touching moments like these that make 34 JUNE 2019

volunteering at the local thrift shop rewarding.

Ten years ago, Nissen was looking for ways to give back and keep busy after retirement and found volunteering at The Wardrobe through her church.

On a typical day at The Wardrobe, there may be a refugee family coming in for new clothes for the entire family, a homeless person who comes in wearing a blanket and in need of a warm winter coat, and even a bride-to-be who finds a designer wedding gown for $2. It’s all

made possible thanks to the local thrift shop’s low prices aimed toward those in need.

VOLUNTEER-OPERATED FOR 50 YEARS Tucked away in a warehouse-style building off Park Avenue, The Wardrobe is close to the Boone County Courthouse and Columbia College. For nearly 50 years, it’s been operated completely by volunteers like Nissen.

The vast majority of the nonprofit’s volun-

The Wardrobe MISSION Working to assist low-income families with gently used clothing and new shoes for schoolchildren.

BOARD MEMBERS • Evette Nissen, Board Chair • Sherry Dye, Vice President • Michelle Woodson, Past Board Chair • Jacky Gingrich, Treasurer • Candy Adams, Secretary • Judy Bock, Publicity Chair

HOURS AND HOW TO DONATE 715 Park Ave. 573-442-3260 Hours: Wednesday-Friday: 11 a.m. to 4 p.m.

Saturday: 9 a.m. to noon Donations accepted: Mondays and Saturdays: 9 a.m. to noon Tuesday and Wednesday: 11 a.m. to 4 p.m.

Facebook: @thewardrobe

N ON PR OFI T

teers come from local churches and sign up for shifts. An average of eight volunteers work in two shifts each day, sorting and selling clothes and working in the store or back storage room. Volunteers are all ages, and some even bring their grandchildren to help.

“I feel like I’m doing something good for the community,” says Judy Bock, publicity coordinator for The Wardrobe. Bock first began volunteering at The Wardrobe three years ago after hearing about it from her sister.

In addition to giving back, Bock considers herself a “real recycler” and is attracted to the reuse and recycle aspect of a thrift store. “I love thrift stores and bargains,” she says. “I don’t enjoy paying high prices if I can go to The Wardrobe and get something that works for me for a dollar.”

Thrift store shoppers can often find unique treasures at The Wardrobe they can’t find elsewhere. Bock recalls finding a pair of shoes for herself at The Wardrobe that she later looked up online.

“They are over $100 shoes,” she says.

“Yes, someone else has worn them, but they are in good shape and can be worn another five or 10 years.”

Items are priced low to serve those in need, and typically items are sold for a dollar or two. The store stocks household goods and clothing for customers of all ages and for men and women. Besides its selection of wedding dresses, The Wardrobe also has an aisle of prom dresses and a section of MU wear, popular with locals and college students. Halloween costumes come out in the fall. During their biannual clearance events, when the store switches merchandise for the season, shoppers can get anything they can stuff into a blue recycling bag for $2 a bag.

If you’re not a thrift store shopper, however, Bock has a suggestion: Be a thrift store donator.

PARTNERING TO SERVE OUR COMMUNITY Every Tuesday is referral day: Individuals with referrals from an agency or church can shop for free, receiving a selection of clothing, shoes, and other household goods. The number of items each referral can receive is impressive; the list for women, for example,

includes five outfits, five tops or blouses, several pairs of shorts, a coat, a pair of shoes, and a purse, plus many other items.

One of the agencies The Wardrobe partners with is the Voluntary Action Center.

Last year, VAC provided 819 vouchers for The Wardrobe to 1,876 individuals. Over the past two years, VAC averaged 50 to 60 vouchers each month — a 50% increase from 2015-2016.

“It’s nice to have this community resource available when clients request a clothing voucher,” says Carissa Rounkles, social services specialist at VAC. “We notice a spike in requests during the change of seasons and at back-to-school. Sometimes our clients are wearing the only clothes they own. Imagine their relief when receiving a Wardrobe voucher!”

Nissen estimates that on an average referral day, they serve 150 individuals, all from Boone County. Last month, they had more families than individuals, and about half were children.

SHOES FOR SCHOOLCHILDREN The Wardrobe is well-known for its community shoe program, and all of its profits go to buy new shoes for local schoolchildren. “People are very appreciative at shoe coupon time,” says Nissen.

Last year, The Wardrobe’s shoe program served close to 2,000 local individuals. Individuals can purchase a shoe coupon for $4 that they can then take to a retailer to use for a $35 pair of shoes. The program happens twice a year, in February and in August, when back-to-school time means a larger demand for the program.

For years, The Wardrobe’s partner in the shoe program was Payless ShoeSource, but with the national chain’s closing, they needed to find a new partner. “We’re thankful to have another shoe company that will work with us,” says Nissen. Shoe Carnival stepped up and will now serve as the local shoe retailer for the program.

The new partnership ensures that the shoe program will go on and The Wardrobe’s work serving schoolchildren and providing clothes for our community continues as it looks toward the next 50 years — and beyond. CBT COLUMBIABUSINESSTIMES.COM 35

Todd Hoien, Ann Westhues, and Ryan Clifton

1865

1934

2001

Hawthorn Bank is founded.

The bank becomes FDIC insured.

The bank introduces online banking.

36 JUNE 2019

BUSINE SS • P EO P L E • VOIC ES • F YI

C ELEBRAT I ON S

A Downtown Dream Come True After years of looking, Hawthorn Bank finds their next Columbia branch location.

BY EMMA BENTL EY | P HOTOG R A P HY BY SAD I E TH I B O D E AUX

NEXT TO THE COURTHOUSE downtown stands a new building intended for commercial office space. The building will be named the Hawthorn Bank Building. A fitting name, since Hawthorn Bank has moved into the first two floors, making it their second Columbia branch. It’s a move that’s been in the works for awhile.

“We’ve been looking for a downtown location for a long time. We looked at lots of different possibilities, and when we started looking in earnest, nothing downtown was for sale,” says Todd Hoien, president of Hawthorn Bank’s Columbia market. “We originally thought we wanted to be on Broadway. We felt like that was important, but when this building opportunity came about, we decided it was kind of perfect because you were a block north of Broadway, so you get one block removed from some of the traffic congestion, and being right next to the courthouse, you have a stable next door property owner that’s not really going anywhere.”

And while the lack of a parking lot and no drive-thru originally concerned him, he’s noticing that those don’t seem to be drawbacks for the bank’s tech-savvy customers. “With the advancements we’ve made in our technology with the mobile app and with the direction a lot of the banking activity is going, a lot of our customers are doing so much more of their banking with their phones now,” he says.

But there are also tech-savvy banking options. Ann Westhues, retail branch manager for both the original Club Village location and the new downtown location, says they have a live teller machine that is available to customers before and after regular bank hours.

Technology improvements are one area of focus for the bank, but both Hoien and Westhues point out that the heart behind what they do and why they do it comes from a desire to be in relationship with their customers. “We really strive to get to know our customers by name, get to know their families, and grow with them as a financial partner. We hope to be a little more convenient for our customers by adding this second location,” says Westhues.

A SPACE FOR EVERYONE The downtown location will initially house the bank’s lenders, about 10 employees. But within the next two years, Hoien would like to see that number increase. “The plan is to hire a couple of credit analysts within the next 12 to 18 months and probably one more loan officer,” he says.

In addition to offices on the first floor, the bank has also built two meeting rooms for their customers and the public to utilize through a reservation system.

“On the north side of the ground floor, we have a community room that we’re going to open up to our customers, certainly, but also friends and prospects and nonprofits and offer that as a place they can use for different events,” says Hoien.

The community room will hold about 20 people, so it’s ideal for larger groups.

They also have a second, smaller room ideal for business meetings between a couple of people or for a video conference call. As Hoien explains, this would also be for the small business owner who may not have a typical office space setting.

Hoien emphasizes that Hawthorn Bank wants to be a good citizen and partner with the businesses downtown. “I think there’s this whole community of people that work downtown, that come downtown, they own businesses downtown, and just stay downtown for the day. We’re really looking forward to connecting with some of those folks and building relationships,” he says.

Ryan Clifton, senior vice president of commercial lending at Hawthorn Bank, agrees.

“This new downtown Hawthorn Bank facility is a place we want the community to visit and feel a part of each and every day,” he says.

A GRAND OPENING The bank’s grand opening will be this summer, after everything, especially the technology, has been given the green light by Westhues.

“You only get one chance to make a first impression, and I’ve been in this long enough to know that when you first turn technology on, you tend to have glitches. I want to make sure we get those ironed out,” explains Hoien.

Once everything is good to go, the bank is ready to settle in and make their presence known downtown. “Our customers are everywhere, and really, to send the message to Columbia that we’re going to be one of the Columbia banks and that we’re committed to this market, we felt like coming downtown and having a real presence was the way to send that message. That’s really why we wanted to be downtown.” CBT

Hawthorn Bank Downtown 803 E. Walnut St., first floor www.hawthornbank.com

2006

2017

2019

Hawthorn Bank’s first Columbia branch opens.

Todd Hoien becomes Columbia market president.

Opening of Hawthorn Bank’s second Columbia branch.

COLUMBIABUSINESSTIMES.COM 37

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B U SINESS • PEOP LE • VOIC ES • F YI

M OVER S & SH AKER S

Movers & Shakers JUNE 2019 KITZI

Matt Kitzi

Seth Woods

Jeff Guinn

Armstrong Teasdale named

Assistant principal since

LGI Business Advisors President

corporate services partner Matt

2015, Seth Woods has now

Jeff Guinn became a certified Value

Kitzi as managing attorney of its

been promoted to principal

Builder advisor after attending a

Jefferson City firm. “Matt is a

of Beulah Ralph Elementary

Value Builder conference in Dallas.

highly accomplished attorney and

School. He earned a bachelor’s

Since 1986, he has brokered and

will be an effective manager of our

in mathematics and a master’s

valued Mid-Missouri businesses.

Jefferson City operations given

in secondary education

He has valued more than 2,000

his government and public service background,” says managing partner David Braswell.

Bill Costello Convergence Financial, an investment and financial planning firm, welcomes Bill Costello to their leadership team as vice president. Costello has worked in Columbia and built relationships with members in the community for over 20 years.

Matt McCormick Columbia Chamber of Commerce President Matt McCormick is one of the newest members of one of the most prestigious groups in the Chamber of Commerce industry, the Chamber of Commerce Committee of 100. McCormick is one of 12 new members that consist

mathematics at Truman State University. Currently, he’s working toward his doctorate in education leadership and policy

businesses and brokered more than 300 business sales.

WOODS

Alex Timberlake

analysis at MU.

Timberlake Engineering added Alex

Hannah Vore

a project engineer working remotely

Hannah Vore has been promoted to manager of the Rock Bridge bank branch of Central Bank of Boone County, where she will handle sales management, customer service, and daily operations. Vore has been with the bank since 2013. She earned a business administration associate’s degree from Moberly Area Community College.

Lisa Ford-Brown After working as interim dean since July 2018, Lisa Ford-Brown, PhD, has been named dean of

COSTELLO

Timberlake to their team. He will be

VORE

from Colorado. He will design HVAC, electrical, and plumbing systems for commercial buildings.

Atiyyah Ellison Battle High School introduced Atiyyah Ellison as its new head

FORD-BROWN

football coach. He’s been at the school since its opening. Ellison played at MU, was drafted by the Carolina Panthers, and played in the NFL for six years.

GUINN

Jessica Quick After three years at KSDK-TV in St. Louis as an on-air meteorologist,

of chamber executives from across

Columbia College’s School of

the country. McCormick and other

Humanities, Arts, and Social

meteorologist for ABC 17 News. “I

CCC100 members will advise the

Sciences. In addition to almost

know I have huge shoes to fill,” she

U.S. Chamber’s board of directors,

two decades as a faculty member

says. “Sharon Ray was amazing and

enhance lobbying and coalition

at Columbia College, she’s been

she was an amazing role model for

work, recommend programming,

a key contributor to “DK Guide

me, so I'm hoping to follow in her

and strengthen outreach to the

to Public Speaking,” a public

footsteps and lead the team in a

business and chamber communities.

speaking textbook.

good direction.” CBT

Jessica Quick has been named chief

ELLISON

QUICK

Are you or your employees moving up in the Columbia business community? Send us your news at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 39

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B U SINESS • PEOP LE • VOIC ES • F YI

P E R S ON YOU SH OU LD KN OW

DEBRA HARRIS AKA: 'DIVA DEE' | OWNER | A CUT ABOVE THE REST HAIR SALON

Job description: I am a full-time master hair stylist and salon owner who specializes in short hairstyles, but I’m creative with all styles. I have been a stylist for 27 years and a salon owner for 23 years. In my current salon, I have eight barbers and one other stylist. They are all independent contractors.

Years lived in Columbia: I have lived in the Columbia community since 1989.

Original hometown: I relocated to Columbia from St. Louis to attend cosmetology school.

Education: I received my general education in St. Louis, and upon moving to Columbia, I attended cosmetology school at Jerry School of Cosmetology.

Professional background: Upon graduation, I became an independent contractor at Unique Hair Salon for four years. During that time, I hosted hair show events of my creative work to promote my career. I opened my first salon in 1995 within the Tiger Kingston downtown.

Favorite community activity: I promote and host events that are designed for community awareness. These events usually include guest speakers who are running for political office.

A current project: I’m encouraging continued education by promoting a bus trip to Atlanta for the Bronner Brothers national educational hair show. My ideal guest for this trip would be cosmetology students and other hairstylists as well as people interested in visiting Atlanta.

Photography by Sadie Thibodeaux

COLUMBIABUSINESSTIMES.COM 41

B U SINESS • PEOP LE • VOIC ES • F YI

P E R S ON YO U SH OU LD KN OW

A Columbia businessperson I admire and why: My current favorite businessperson is Glenn Cobbins. I see him as a great community activist. He brings local political candidates to my salon and introduces them in an informal environment where we can ask questions and know who they are and what their views are.

"My advice to someone who wants to own a business would be to have a business coach that is familiar with your professional goals."

Why I’m passionate about my job and my company: I’m passionate about owning my own business because it allows me to build my brand in my own way.

If I weren’t doing this for a living, I would: probably be involved in social work.

What people should know about being a business owner: My advice to someone who wants to own a business would be to have a business coach that is familiar with your professional goals.

The next challenge facing my industry: My next challenge as a business owner is to maintain my successful progress.

My next professional goal: To have my own cosmetology school.

What I do for fun: I love to travel.

42 JUNE 2019

Biggest lesson learned in business: To be diligent about learning and to find a great business coach that motivates you and makes you accountable for your vision.

Greatest strength: My ability to create a vision, whether it be a hairstyle or an event, and to execute it from the beginning to completion.

Greatest weakness: My computer skill level.

How I want to impact the Columbia community: I want to impact the Columbia community by leaving a legacy that will help the next generation of stylists be successful in this profession in all

aspects by having my own school to prepare them for this great job.

Family: I’m married with four grown children.

Favorite place in Columbia: Downtown. I love to people-watch.

Accomplishment I’m most proud of: Creating a salon business when I had no clients and creating an environment for other stylists to be successful as well. My husband and I also raised four successful adults with good morals, and we both were self-employed in the beauty business.

Most people don’t know that I: am a very good cook. CBT

COLUMBIABUSINESSTIMES.COM 43

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44 JUNE 2019

B U SINESS • PEOPLE • VOIC ES • F YI

9 QU EST I ON S

do not know how. They want to be welcoming to the Latinx community, but they need help in doing so. I think the Hispanic Chamber of Commerce could serve as a bridge between these two communities and foster cross-cultural dialogue, learning, and initiatives to better us all.

Q&A WADI A. RODRIGUEZ Independent business benefit consultant, independent contractor for Aflac, business process analyst

1. What’s your professional background? I have more than 15 years of experience as a business support manager and bilingual leader. I develop cross-cultural programming initiatives that improve outreach to the Hispanic business community. The main focus of my career has been to foster cross-cultural networks between the business sector and Hispanic and Latino community through program development, coordination, and outreach.

2. What prompted you to start a Hispanic Chamber of Commerce?

In working with Hispanic business owners throughout Mid-Missouri, I realized there is a lack of Latinx-centric business resources to support these businesses that are rapidly growing and contributing to local economies. At the same time, I realized that the non-Latinx businesses in the community want to connect to the Latino population and businesses, but they

3. What is one goal you have for this chamber of commerce? Our mission: “We are a network of Hispanic professionals dedicated to building sustainable business relationships that will create mutual financial empowerment among the diverse counties of Boone, Cole, and beyond.” We envision that the Hispanic chamber could be a launching pad for Hispanic entrepreneurs to create a supportive community that advances Hispanic businesses and the Hispanic community more broadly. We want to create opportunities for them that currently don’t exist.

4. How are you partnering with the Columbia Chamber of Commerce?

A joint task force between the Columbia Chamber of Commerce and a Hispanic community citizens group has been formed to explore if and how to develop a Mid-Missouri Hispanic Chamber of Commerce. This partnership developed about six-months ago when the Hispanic community citizens group approached the chamber. The Columbia chamber has been interested in our group since the beginning and sees the value of supporting diverse businesses. Currently, the task force is engaged in outreach efforts and focus groups to gauge interest among Hispanic businesses owners and the broader community.

5. What should people know about the Hispanic business community?

The Hispanic business community is vibrant and growing in Mid-Missouri. Boone County, in particular, has experienced rapid growth in its Hispanic population, ranking in the top 10 percent in the state for Hispanic population growth — since 2010, the Hispanic population in Boone County has grown by almost 25%. This growth is important for Missouri’s economic growth. In 2014, the Hispanic population in Missouri contributed $1.2 billion in income and paid $275.1 million in taxes.

6. What are some challenges you’ve faced putting this new chamber together? The biggest challenge is integration between the non-Latino and Latino business communities. There are perceived cultural divides and trust challenges between these communities. For the Latino community, the current political climate, which is often hostile towards immigrants, can create fear and mistrust. For non-Latino businesses, there is often uncertainty surrounding language and culture in terms of how to connect with the Latino community.

7. How can the Columbia business community support this new chamber? The best way to support our efforts is to welcome, invite, and collaborate with different Hispanic and minority business owners to learn from them and to provide support.

They can also talk with the different members of the joint task force to see how they can get involved and help us raise awareness of the importance and value of a Hispanic Chamber of Commerce.

8. Describe a success you’re most proud of: I have been a part of this community for the past seven years, and there are a lot of things that I’m proud of, but 1 Million Cups stands out. This was the launching pad to find out how the business community feels about having a minority group working to empower Hispanics in Mid-Missouri. The business community and the leadership of the Columbia Chamber of Commerce, in particular, were very welcoming and supportive. This was a moment where I could see that we are stronger together.

9. What inspires you to get up each day and make a difference? The hope that we can build a stronger business community for Mid-Missouri that we could all benefit from. The support from the Hispanic community that wants integration but is unsure on where to start. My commitment to the Hispanic working group and Columbia Chamber of Commerce to explore the sustainable ways for us to make this group a reality. CBT

Check out more questions and answers from other Columbia professionals online at ColumbiaBusinessTimes.com.

COLUMBIABUSINESSTIMES.COM 45

46 JUNE 2019

BU SI N ESS • PEO P LE • VOIC ES • F YI

A CA P I TO L CON VER SAT I ON

A River Battle

BY KRCG 13’ S K ER M I T M IL L ER

FIRST COMES THE WATER, then come the politics.

The Missouri River has been a battleground for a long time, as upstream and downstream states struggle for control, often putting the U.S. Army Corps of Engineers in the middle, like a single parent with a pair of intemperate kids. And there’s nothing like a flood to bring family issues to the surface.

Upstream or down, commerce tends to drive river policy tensions, if not river policy itself. Old-timers will remember Missouri’s running feud with former South Dakota governor William Janklow.

In the early 1980s, Missouri joined Nebraska and Iowa in a lawsuit against the U.S. Department of the Interior to block development of a coal slurry pipeline. The plan was to dissolve Wyoming coal in water and then pipe it 1,300 miles to the Gulf coast. South Dakota was ready to sell 16 billion gallons of Missouri River water annually to the energy company involved to make the plan work. While the company blamed opposition from the coal-shipping railroads for the plan’s demise, Janklow blamed the downstream states, which depend on a reliable flow of water for everything from human consumption to transportation for agriculture. That flow was also threatened by the desire of upstream states to hold back water during the summer months to sustain a sportfishing industry.

Enter the Corps of Engineers, a group entrusted by Washington to manage the Missouri River to its best use. The corps is governed by a 432-page master manual which defines the operation of six dams and reservoirs located above Yankton, South Dakota.

Congress has authorized eight goals for river management: flood control, navigation, hydroelectric power, irrigation, water supply, water quality, recreation, and the preservation of

endangered species. The manual doesn’t prioritize those goals. And when Missouri isn’t in a fight with the Dakotas over commercial needs, there’s ongoing conflict with the U.S. Fish and Wildlife Service over habitat or with the corps over flood control.

In 2011, and again in 2019, corps management of flood water has drawn criticism from policymakers at both ends of the river. Corps efforts to channelize the river have relied on a levee system which, as often as not, proves no match for Mother Nature. Efforts by local communities to build their own protective levees have put them at odds with corps standards, and corps decisions to release (or not release) water from upstream reservoirs to manage water levels have enraged people downstream.

So once again, Missouri, Iowa, and Nebraska have locked arms to get control over the river.

In early April, governors Mike Parson, Kim Reynolds, and Pete Ricketts met with U.S. Army Corps of Engineers officials.

“We must begin a serious discussion about how we improve flood control on the Missouri River,” Parson said. “One third of Missouri’s most productive farmlands’ fate rests in the hands of those who manage our rivers — the corps. The corps maintains one of the nation’s largest flood-control systems on the Missouri River mainstem, but the devastating flooding we are experiencing and the previous record 2011 flooding have demonstrated that the current system is insufficient to protect us.”

Parson went further in an op-ed piece, criticizing changes made to the master manual in 2004, which he says, “shifted the prioritization of these purposes to hold water higher in the reservoir system to benefit fisheries — an action that effectively reduced flood control.”

That year, a federal judge ordered the corps to make changes that benefitted endangered river fish and birds.

On April 17, the corps took more heat at a field hearing of the U.S. Senate Committee on the Environment and Public Works. With the March flooding causing more than $3 billion in damage, members of Congress want to know why the agency has not done more to mitigate the impact of high water. Annoyed by repeated flood episodes, Iowa senator Joni Ernst declared, “The trend of flood and rebuild, flood and rebuild must end.” New York’s Kirsten Gillibrand criticized the Corps of Engineers as being too slow, too bureaucratic, and too underfunded to do the job of flood control.

On the same day, Missouri’s Roy Blunt addressed lawmakers and reporters at the Missouri state capitol. While no fan of the agency, Blunt has been temperate in his criticism of the corps, citing the constraints of the Master Manual. He said he wants the Missouri River to be managed in the same way the Mississippi is, with flood control and navigation ranking above all else.

Budget and policy concerns aside, the biggest corps challenge still appears to be appropriate engineering. Nebraska governor Pete Ricketts, whose state arguably has suffered the worst damage from the flood of 2019, has been part of the chorus singing for bigger and better levees.

The Corps of Engineers professes to be listening. “There’s always something to learn,” Colonel John Hudson, commander of the Omaha district, told the Omaha World-Herald.

“We’re not suggesting we couldn’t have done better. We’ll look at how we communicated.

We’ll go back and look in detail at what could have been done better.” CBT Kermit is an award-winning 45-year veteran journalist and one of the longest serving members of the Missouri Statehouse press corps.

Kermit Miller anchors the 6 and 10 p.m. news for KRCG 13. You can reach Kermit at kmiller@krcg.com COLUMBIABUSINESSTIMES.COM 47

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It’s more than just about rate; many fees and charges go into

It’s more than just about rate; many fees and charges go into home loan. of Theyour APRrate is a and the a home loan.

The APR is aacalculation calculation of your rate and the amount you’re paying to buy thethe raterate down and/or closeclose the the amount you’re paying to buy down and/or loan. guaranteeAPR, to match or beat loan. We guarantee to match or beat theWe competitor’s or we’ll makethe thecompetitor’s 1st month’s APR, missourimortgagesource.com payment for you up to $1,000. or we’ll make the 1st month’s payment for you up to $1,000. missourimortgagesource.com Additional terms and conditions apply. See reverse for details.

Not a commitment to lend. Terms and conditions apply. Promotion begins January 24, 2019. Consumer must present DAS Acquisition Company, LLC d/b/a USA Mortgage (USA Mortgage) a genuine Loan Estimate and Closing Disclosure prepared and issued by another lender in order to qualify. The Annual Percentage Rate (APR) on the Loan Estimate and Closing Disclosure issued by another Lender must be lower than the APR listed on USA Mortgage’s Loan Estimate. The Closing Disclosure issued by another lender must be presented within 20 days of the Closing Date listed on same. Promotion is only applicable if the following information on the Loan Estimate and Closing Disclosure prepared and issued by another lender is identical to the information relied upon by USA Mortgage in completing its Loan Estimate: Property, Sales Price (if applicable), Loan Term, Purpose, Product and Loan Type. The applicants listed on the Loan Estimates and Borrowers listed on all Closing Disclosures must be identical. Any Loan Estimate or Closing prepared another lender presented Not a commitment to Disclosure lend. Terms and conditionsby apply.

Promotion beginsand January 24, 2019. to USA Mortgage in connection with this promotion must have a Date Issued on or after January 24, 2019. Promotion shall not be Consumerifmust presentlender DAS Acquisition LLC d/b/a Mortgageto (USA Mortgage) a applicable another makes Company, a counteroffer inUSA response USA Mortgage’s Loan Estimate. Payment to the customer shall not exceed $1,000. *Promotion ends 12/31/19. genuine Loan Estimate and Closing Disclosure prepared and issued by another lender in order to qualify. The Annual Percentage Rate (APR) on the Loan Estimate and Closing Disclosure issued by another Lender must be lower than the APR listed on USA Mortgage’s Loan Estimate. The Closing Disclosure issued by another lender must be presented within 20 days of the Closing Date listed on same. Promotion is only applicable if the following information on the Loan Estimate and Closing Disclosure prepared and issued by another lender is identical to the information relied upon by USA Mortgage in completing its Loan Estimate: Property, Sales Price (if applicable), Loan Term, Purpose, Product and Loan Type. The applicants listed on the Loan Estimates and Borrowers listed on all Closing Disclosures must be identical. Any Loan Estimate or Closing Disclosure prepared by another lender and presented to USA Mortgage in connection with this promotion must have a Date Issued on or after January 24, 2019. Promotion shall not be applicable if another lender makes a counteroffer in response to USA Mortgage’s Loan Estimate. Payment to the customer shall not

48 JUNE 2019

B U SINESS • P EOP L E • VO ICE S • F YI

LOCA L P E R S P ECT I VE: M ASON AI D

Creating an Inclusive Culture

BY MASON A ID

IN MY LAST PIECE for CBT, I spoke about how companies can improve their hiring practices to be more inclusive. After hiring practices, the next thing to think about is how to cultivate an inclusive culture in your company.

There are many ways one can create a positive culture for LGBTQ individuals. I’ve listed below a few of my favorite ways to create a workplace environment where all employees feel valued and seen.

PROVIDE ACCESSIBLE FACILITIES The easiest way for most companies to create a welcoming culture is to ensure the facilities within the building are accessible for those who don’t feel comfortable entering a bathroom labeled “male” or “female.” If you have single stall bathrooms, the solution is as simple as changing the signage to create bathrooms anyone can use. Ideally, the restrooms should be easy to find and accessible to all.

Providing accessible facilities can be more complex if you don’t have a single stall bath-

room available. In this case, the best practice is to allow people to self-select which restroom they’re most comfortable in and enforce the standard that people get to self-select.

The LGBTQ community is one of the most diverse communities one will encounter, which is a beautiful thing, but it complicates talking about the community as a whole. There are many ways to create an inclusive environment in your workplace, but you must address the different communities who all identify as LGBTQ. For example, having a gender-neutral bathroom is a great step, but if it’s not accessible for people with differing abilities, the point is nullified.

CREATE INCLUSIVE HR SYSTEMS AND PROCEDURES As someone who has changed names while in the workforce, I can speak specifically to the power of having inclusive HR policies and systems in place. When I started my job, my name had yet to be legally changed. But through a

simple line on an online form, I was able to enter the name I go by and avoid awkward conversations any time I accessed my employee discount at another store location or had my name printed on the schedule.

Something as simple as having a line for someone’s preferred name and pronouns on your intake forms and applications can create a higher level of support. In fact, being sure to ask for a preferred name helps those outside the LGBTQ community as well. How many Beckys do you know who recoil at being called Rebecca?

It’s also vital to have the conversation about how your company will handle it if someone on staff transitions from one gender to another. What policies do you have in place to help this person feel supported as they transition to a new name and/or different pronouns?

EDUCATE YOUR STAFF Of course, our workplaces are embodied by our coworkers more than our leaders in many ways. Therefore, ensuring that your staff is knowledgeable on the LGBTQ community has a tremendous impact on how inclusive the environment at your workplace is.

Simple things such as asking about a spouse or partner as opposed to a husband or a wife at the stereotypical water cooler creates a greater feeling of inclusion and belonging at a workplace.

Creating an inclusive work culture doesn’t have to be difficult or involved. In many cases, simply asking the question of how you would handle a situation and having a plan in place will create a more comfortable environment for all if an employee were to transition genders or decide to come out in the workplace.

Small steps are the pathway to creating greater organizational change. If you choose one step to implement, you’re well on your way to creating a culture of inclusion and celebration of people with a variety of identities. CBT Mason Aid loves drinking coffee and talking about LGBTQ issues. They are passionate about creating a safer world for the community they love. Through their work with PRISM, an LGBTQ teen group in Columbia, they realized there was work to be done to educate others about the LGBTQ community.

More information about Mason Aid can be found at www.themasonaid.com.

COLUMBIABUSINESSTIMES.COM 49

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50 JUNE 2019

573-397-8739 • Mobile | 573-777-5002 • Off ice samueltrapp@igrealestate.com

B U SINESS • P EOP L E • VO ICE S • F YI

L E T T ER TO T H E EDI TOR

Hopeful for the Future IL LUSTRATION BY KEV IN SC HULTZ

DEAR EDITORIAL STAFF: The April 2019 article “A Promising Property,” on the derelict Ameren lot, was a much-needed, informative primer on a decades-long blight in our neighborhood. Thank you for devoting the time and space to reanimate the progress in the public’s eye.

The businesses, residents, and board of directors of the North Village Arts District have long desired the City of Columbia’s acquisition of the vacant lot for a future green space.

Our members and organization have worked collectively and individually toward this goal, and we are resolute in working with city council, the parks and recreation department, and the community to ensure a shared green space improves the currently blighted aesthetic of the block. The cost effectiveness of a park not only increases the quality of life in a historic and culturally rich neighborhood devoid of public natural areas, but it also mitigates the long and problematic history of the abandoned lot, literally and symbolically.

The tonal narrative of the article, however, indicates that further clean-up is required for use as a park or green space. Yet, as Chris Cady was quoted, “The property is considered safe and, if an entity like the city was to purchase it, no further certifications would be required.”

Councilman Trapp is quoted as saying, “an uncertain, expensive process to try to get it cleaned up . . . beyond a surface parking lot.”

That statement is both true and false. To commercially develop the property would be expensive, but a green space requires no additional clean-up and makes the lot ready to go as-is, at a much lower investment. To correct Mr. Trapp’s narrative: The environmental clearance is already present for a green space.

The quote of a pre-cleanup letter from our own board is also misrepresented. We do not advocate for the additional cost of clean-up, but for the city and our organization work with Ameren to secure the eyesore — complete with its “environmental covenant”— and move forward with a park. Again, no additional clean-up is required. The depth restrictions that stand

make it an exemplary choice for beautifying our former industrial railway neighborhood with a park for occupants, business or residential.

The very real conclusion of the CBT article is that Ameren must first put their unused property up for sale before the city’s right to refusal is addressed. We would like to see more public interest in holding Ameren accountable for a whole city block that is in disrepair and for an aversion to commerce. It would be in their best interest to sell so we may continue building our creative neighborhood for the public to enjoy.

Our singular, long-held goal is a green space in a downtown neighborhood with limited park availabilities. Pictured above is a rendering of the possible park for the Ameren property. It’s an illustration by Kevin Schultz, dating back to about three years ago. Its replication is on display at various businesses throughout the North Village Arts District; tour the First Friday Art Crawl and you’re sure to spot them.

Hopeful for the future, North Village Arts District Board of Directors • • • • • • • •

Kenneth Greene, president Anna Meyer, treasurer Tootie Burns, secretary David Elman Joel Sager John Ott Lisa Bartlett Shannon Webster CBT COLUMBIABUSINESSTIMES.COM 51

52 JUNE 2019

B U SINESS • P EOP L E • VO ICE S • F YI

OP I N I ON : AL GER M ON D

“So, the city should gobble it all up. With oodles of cash tucked away in secret squirrel holes by some accounts, Columbia can easily roll out the dough and wrap up this nasty little soap opera.”

A Corner Lot

BY A L GERMON D

YOU KNOW THEY WANT IT ALL. “They” being the city of Columbia and “all” referring to the controversy-laced southeast corner of where East Broadway intersects with Providence Road. Where it all began, if you please.

We are past the city fathers’ foolish stupidity in spurning CVS — a chain of drug and convenience stores — from cleaning up the corner and putting down its first roots here. Additional CVS locations were in the works with total employment in the hundreds, not to mention new property and sales taxes the multiple locations would bring in. There is competition, and probably lower prices, at Walgreens’ across the street as well.

So, the city should gobble it all up. With oodles of cash tucked away in secret squirrel holes by some accounts, Columbia can easily roll out the dough and wrap up this nasty little soap opera.

By everything, we mean the old Katy Station (now Shiloh Bar & Grill), the old ice plant, the diner, and whatever else has strayed into and been a part of the vastness between Broadway and Cherry Street.

The city has been jockeying back and forth with Mark Stevenson, who has controlled portions of the contested properties, for years.

Wrangling over parking, driveways, access to buildings, and appearances.

Four versions of how the city fathers want it to look, how it will be laid out. Nobody will be pleased except maybe the city.

For, let’s say, $10 million in cash, the city could end up owning the whole block. So, let’s make a deal.

Turn the Katy Station into a museum and make it a national historic site or another welcome center.

The diner becomes a food pantry serving all the wanderers who call themselves homeless.

Tear down the old ice plant. Plenty of space here for more cars, trucks, and maybe a couple of typically empty city busses.

And there you have it. The private owners of shops and buildings get their cash. Columbia gets more land on the corner to play with.

And the age-long controversy goes away, leaving only two corners of the famous intersection less than pretty.

But let’s hurry. 2021 isn’t that far away. CBT Al Germond is the host of the Columbia Business Times Sunday Morning Roundtable at 8:15 a.m. Sundays on KFRU. He can be reached at algermond@businesstimescompany.com.

COLUMBIABUSINESSTIMES.COM 53

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COLUMBIABUSINESSTIMES.COM 55

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Homegrown and

FAMILY OWNED Five small businesses receive chamber honors and Boone County Lumber grabs the top prize.

BY BETH BRAMSTEDT PHOTOGRAPHY BY ANTHONY JINSON COLUMBIABUSINESSTIMES.COM 57

O

n any given day at Boone County Lumber, you might find owner Brad Eiffert answering the phone, serving customers in the lumberyard, or driving a forklift — whatever it takes to grow his people and his company.

Brad grew up around the family business and remembers his father, Howard Eiffert, pulling over on the side of Rogers Road saying, “This is where I’m going to build a lumberyard.” Boone County Lumber opened shortly thereafter, a week before Brad’s sixth birthday.

“I remember cleaning the office, emptying the trash cans, and filling the soda machine before walking to school at Jeff Junior,” Brad says with a laugh. Brad continued to be a fixture around the store until moving to Chicago after college.

In 1993, after spending nine years as an active duty pilot in the Air Force, Brad found himself at a crossroads. If he were to commit to another seven years in the Air Force, he’d miss the opportunity to join the family business. So, he decided to move back home.

Brad worked with his dad for four years before Howard retired, and he partnered with his brother, Greg Eiffert, for another 20 years before Greg branched off as sole owner of Boone County Millworks in March 2015.

“It simplified things and gave us more opportunities in planning for the future,” Brad says.

He has been the sole owner and manager of Boone County Lumber ever since.

The company’s primary customers are professional builders, remodelers, and commercial contractors. “But we eagerly serve anyone who walks in the door,” Brad says.

Some employees handle materials or make deliveries; others work in the field helping customers manage their jobs. The sales team serves as product and purchasing specialists, and their estimator reviews blueprints and assures that their products can bear the needed load.

But according to Brad, what sets his team apart is not the roles they play, but how they play them. “I see a lot of retail that’s transactional,” he says. “We’re more relational. We’re more interested in a good experience and quality long-term outcomes than we are in winning or losing on a certain transaction.”

They are also a relationship builder for those in their distribution channels. Brad says: “We strive to forge relationships by being a liaison between customers, manufacturers, and distributors. There’s just so much more going on behind the chain-link fence and lumberyard than you see when you drive by."

58 JUNE 2019

2019 SMALL BUSINESS OF THE YEAR

BOONE COUNTY LUMBER

Founded in

1965 16 full-time employees

Describe your company in one word:

Caring

Brad Eiffert COLUMBIABUSINESSTIMES.COM 59

Curt and Krista Kippenberger

FOCUS ON HEALTH CHIROPRACTIC Founded in

2010 7 full-time employees

Describe your company in one word:

Awesome

60 JUNE 2019

W

hether an athlete or not, every patient at Focus on Health Chiropractic is treated like an athlete.

Curt Kippenberger, DC, played football and baseball and wrestled at the high school level. He currently competes as a road cyclist and mountain bike racer. He channels his experience dealing with injury and recovery, along with his knowledge of the human frame, into helping his patients.

“If you treat people like athletes, they get back to what they’re missing out on in life sooner,” Curt shares.

“It’s a mindset. People have to value themselves as an athlete is valued. Otherwise people fall short of their recovery potential.”

Curt and his wife, Krista, started Focus on Health in 2010 with the hopes of creating something unique in the health care industry. They wanted to influence the community they love and hire a team of professionals that shared their core values.

“I visualized a clinic that treats people in pain and people who want to prevent pain,” Curt says. “As patients would get better, I could clearly see them working out in the clinic. I envisioned working hand in hand with other health care professionals to ensure their recovery.”

The result? A clinic that emphasizes an evidence-informed approach to chiropractic health.

Taking a joint-by-joint approach, Curt and his team consider what is influencing a joint’s motion and what that joint influences. By providing a myriad of services, a skilled staff, and an on-site gym, they help their patients relearn proper movement without pain.

Curt and Krista hope to build on their original vision by expanding their continuum of care moving forward. Over the years, they’ve stressed the importance of preventative care, or maintenance care.

Today, more than half of their clinic visits are comprised of patients who are no longer in pain but want to maintain a healthy lifestyle.

“The next step is to take our maintenance patients and put them into our Movement Rx program, which is a physician-directed functional fitness class aimed at strength and flexibility,” Curt says. “Exercise sits second only to diet as the most influential factor over one’s health.”

Curt and Krista are hoping for 120 memberships in Movement Rx by the end of next year, which would have their gym at full capacity. “Should our clinic numbers follow the same trajectory, we will be seeking a new facility or expanding into other markets,” Curt says.

Megan and Larry Herzing

FORTIFIED ROOFING AND SIDING Founded in

2016 7 full-time employees

Describe your company in one word:

Genuine

L

arry Herzing may have a need for speed when he exceeds 160 mph in an MTI performance boat, but his business ethics are grounded in providing security and stability for his customers.

As a veteran of the United States Marine Corps with 20 years’ experience as a roofing salesman, Larry founded Fortified Roofing and Siding in the hopes of making a difference in the construction industry by being ethical, trustworthy, and protective of his customers.

“I wanted to build a company where the cornerstone is valuing integrity over money,” Larry says, “a company where families and customers can feel secure, a company with the driving motivation to take care of customers as though they were family.”

These values serve as the inspiration behind the name of Fortified Roofing and Siding, where Larry works with a team of trusted professionals including his wife, Veronica; daughter, Megan; and Murphy, the company’s fourlegged mascot. Together they help customers navigate the process of insurance claims, product selection, budgeting, and more.

Still a new company, Larry believes they are becoming a go-to solution for roofing, siding, windows, and gutters in the Columbia area. They try to use the strongest products in the industry, offer unparalleled service, guarantee

quality workmanship, and provide protection through warranty options.

Their aim to “protect the people beneath the roof” and their daily activities are rooted in their company scripture, Titus 2:7 — “Show yourself in all respects a model of good works, and in your teaching show integrity, gravity, and sound speech that cannot be censured.”

One way they live out their values is through their customer-focused sales program, which includes a personal consultation. “Our approach is not a one-size-fits-all,” Larry says, “which is why we do not hand an estimate and leave. We sit down and educate every customer. We want to be the homeowner’s advisor rather than a salesman.”

Plans for the future? “We aren’t in business for the short term,” Larry says, “We’re building a legacy.” Larry is already teaching Megan the trade, planning for her to take over the family business when he retires.

“After watching my dad in the business over the past 20-plus years, I am just as passionate and want to continue his legacy into the future,” Megan says.

When that time comes, both admit they’ll be proud to move from a veteran-owned business to a woman-owned business, a rarity in the construction industry. But for now, they’re content being a contractor with the reputation of always giving an honest answer.

COLUMBIABUSINESSTIMES.COM 61

Kammie Teter and Addy

WHITE DOG PROMOTIONS Founded in

2005 1 full -time +4 part-time employees

Describe your company in one word:

Fun + Rewarding 62 JUNE 2019

N

ot every marketing company has a four-legged chief branding officer, but at White Dog Promotions, a little white dog has been an integral part of the team since its inception in 2005.

Owner Kammie Teter chose White Dog because it was memorable and reflected her life. “After working many years with kids in the office,” she says, “suddenly it was just the white dog and me.”

Kammie grew up on a small family farm, which she credits for her strong work ethic and entrepreneurial spirit. Her first full-time job was as a graphic designer at Hallmark, in Kansas City. After her first son was born, she left Hallmark to work from home.

She moved to Columbia in 1998, added printing to her list of skills, and, in 2005, White Dog Promotions was born.

Their first retail office opened in 2009.

White Dog Promotions is a printing company that offers more than 500,000 items that can be custom printed with a company or organization logo. Familiar promotional items include golf balls, power banks, USB memory sticks, pens, mugs, notepads, embroidered polos, etc.

Their mission is to make clients happy by providing exceptional service, strong product selection, and competitive pricing for custom-printed advertising products.

Their values stem from Colossians 3:17, a Bible verse that

reads “And whatever you do or say, do it as a representative of the Lord Jesus, giving thanks to God the Father through Him.” Kammie admits that the first five years with a retail space were challenging. She was fortunate to continue freelancing until White Dog’s sales increased enough to survive on its own merit. In contrast to those early days, the past five years have included double- and triple-digit growth.

“Since we’ve never employed a sales staff or made a single sales call,” Kammie says, “White Dog’s growth is a testimony that promotional products work, quality produces quantity, and happy customers will return and refer others.”

Kammie’s favorite part of the job is working with her staff to create positive customer experiences for their clients. “Customers are happy when we immediately answer the phone — they expect a phone tree — and happy when they receive their orders, and they’re happy to receive giveaways from us,” she says.

What about the future? “We’re currently developing two exclusive product lines that will be produced internally on-demand from start-to-finish,” Kammie says. “Online orders will soon outpace traditional orders, so it’s exciting to watch that area of the business develop and flourish.”

Cale Kliethermes

KLIETHERMES HOMES & REMODELING Founded in

1976 13 full-time employees

Describe your company in one word:

Caring

F

or Cale Kliethermes, construction runs deep in his blood.

Cale fondly recalls working for his dad, Dan Kliethermes, from the time he was old enough to pick up trash. Following in his father’s footsteps, Cale purchased Kliethermes Homes and Remodeling in early 2016. The decision followed Cale’s graduation from Regis University and three tours in Iraq with the United States Marine Corps, where he specialized in building and explosives.

Since the purchase, Cale has learned that his biggest passion is not just building homes, but building people.

“As an industry nationwide, we are more hard-pressed than most to find qualified people,” Cale says. “So finding people who have the abilities and the desire is a great way to overcome this challenge.”

Cale works hard to grow his people and loves doing it.

He admits that many of his team members were new to the industry initially, giving him the opportunity to teach them a lot. He recalls one lead carpenter who knew little about building but was open to learning. “He became a truly gifted craftsman,” Cale says.

The result? “We have an amazing team and it is such a blessing to be able to work with them every day to create amazing projects that transform peoples’ lives,” Cale shares.

Kliethermes is a process-driven design–build firm specializing in custom homes and remodeling. They work best when solving problems and providing innovative solutions to their clients, and they strive to be on time and on budget. “Ultimately, we want happy clients and happy employees,” Cale says.

The best part about a custom home? “Every project is completely unique,” Cale says. For those thinking about a custom home, Cale and his team of architects and designers can put the vision to paper and create a space that meets the family’s needs.

As for remodeling, they love the chance to make home improvement dreams a reality. “Remodeling is a tricky business,” Cale says. “Working with clients in their home while they’re living there can be compared to tailoring a suit while it’s on someone and they’re walking!”

Cale is excited to have opened their second location, in the Kansas City area, and is looking forward to expanding services in both locations. But he also doesn’t want to lose sight of the most exciting and important thing — the next project. “Each and every client is a real blessing,” Cale shares. “I love to create a space that makes sense to their life and helps them transform their space and their life.” CBT COLUMBIABUSINESSTIMES.COM 63

64 JUNE 2019

The

Perfect Pairing Exploring Jacob and Rachel Holman’s journey of finding love, growing a family, and buying the business that started it all.

BY JENNIFER TRUESDALE PHOTOGRAPHY BY KEITH BORGMEYER

WOULDN’T IT BE COOL to be a wine taster for a living? It’s one of those fanciful job duties we all fantasize about from time to time, but for Jacob and Rachel Holman, it’s a reality.

Jacob and Rachel became the owners of Rocheport’s Les Bourgeois Vineyards in April. Both have spent most of their careers at the winery in various positions, and they even met while working there. Their transition to ownership was a natural one, and now the couple is focused on continuing the legacy that has made “The Winery” a local institution.

FROM GRAPE TO WINE Les Bourgeois Vineyards started off as a hobby for Curtis and Martha Bourgeois, who purchased some land in Rocheport on the Missouri River in 1974 for a small vineyard.

Over the years, it has grown into a full-production winery producing award-winning vintages, complete with a dining and event space nestled atop grand blufftops with spectacular views of the river.

The A-Frame provides a casual outdoor experience for sipping wine that’s popular among locals, tourists, and Katy Trail trekkers alike. The tasting room and gift shop serves wine, beer, and cocktails and offers unique souvenirs. The Blufftop Bistro, both elegant and rustic, offers a more formal dining and event experience attractive for weddings, anniversaries, and other special events, an important source of revenue. The triad sits among the rolling hills of the vineyard located just off of the highway.

Perhaps unnoticed by visitors are the winery’s facilities for making and storing wine.

The primary facility, built in 2011 to replace a long-outgrown one, stores 99,000 gallons of wine. Two other buildings hold an additional 30,000 gallons between them. Ninety-five percent of LBV’s grapes are sourced from Missouri vineyards, mostly in Springfield, with their own 30 acres of fruit adding to the lot.

LBV produces 15 to 25 wines each year, including limited series, that range from $9 to $25 a bottle, many of which are available for purchase in local grocery stores. Popular wines include the sweet Riverboat Red, the full-bodied Norton, the rosy Pink Fox, and the fruity Solay (which is Rachel’s favorite, and Jacob’s favorite to make). The winery distributes throughout Missouri, parts of Illinois 66 JUNE 2019

and Kansas, and even to Louisiana, where the Bourgeois family’s cajun French roots have spawned a cult following for the winery.

As the winery and its services have grown, so has its popularity among college students and young professionals as a place to work, especially during LBV’s peak summer months, which is exactly what brought Jacob Holman to Rocheport 20 years ago.

JUST A SUMMER JOB In 1999, Jacob, a Moberly native, was a college student at MU studying biology and needing a summer gig to fund a trip with friends. He got a part-time customer service job in the tasting room. When approached to come on full-time as tasting room manager, Jacob took the job and withdrew from MU. (The university’s viticulture program did not yet exist.)

“I wanted to be a wildlife biologist. I was really interested in waterfowl, so my dream was always to count ducks and geese up north somewhere, but that didn’t work out,” he laughs.

He held the manager position for a brief period before he found himself in the winery’s cellar, picking up extra hours to clean the wine tanks and scrub the floors. Coming from a science background, he was curious about the winemaking process and soon became a cellar hand, then assistant winemaker, and finally, in 2006, head winemaker.

“It’s a pretty big job. You’re basically managing every aspect from when the grapes come in to when the wine is bottled,” Jacob explains. “The reason I love it is that every year is a different year. You only get one chance a year to make the product, and then you have to wait until the next year to take another shot at it.”

From August to October, Jacob and his team spend countless hours crushing and processing the grapes. From November to March, they evaluate the new fermentations and determine which batches will be used for making each type of wine. Come spring, they are busy bottling the wine and getting ready for the next growing season, when the process begins again. While Jacob samples the wine as it’s being produced, he doesn’t otherwise drink it to avoid dulling his objective taste buds (a hazard in the industry known as developing a “house palate”).

In the 20 years since Jacob started at LBV, the winery has tripled its production

Since its 1974 beginning, Les Bourgeois Vineyards has grown from a hobby vineyard to a full-production winery, a bistro and event space sitting on top of the bluff, and a causal outdoor space overlooking the river called the A-Frame.

COLUMBIABUSINESSTIMES.COM 67

68 JUNE 2019

from 46,000 gallons a year to 120,000 to 140,000 gallons a year.

“We’ve seen lots of growth. I’d like to say the wine quality’s gone up a little bit since I got involved, and the team that we’ve worked with over the years has been just great, so it’s not just me who’s been making that happen.”

A HOSPITALITY CALL

An ideal candidate to take over the day-to-day operations, Rachel was named CEO of Les Bourgeois Vineyards in 2013.

One of her larger and more recent projects has been to remodel the tasting room and gift shop, expanding the size and adding a covered outdoor space.

Making the wine is just a part of what LBV does; like any other business, it has everything that comes with managing day-to-day operations as well. Since coming to LBV in 2006, Rachel has held several positions on the business end of the winery. Like Jacob, the St. Charles native came to Columbia to attend MU, where she graduated with degrees in personal finance and marketing. Originally, she had her eye on becoming a broker, and St. Louis was the smallest city in which she could see herself working after graduation. But the economic downturn that followed 9/11, when Rachel was a freshman, gave her a change of heart.

“The fallout in the market after that made me reevaluate what I wanted to do, and the reality of me being able to look at someone and tell them that they’ve lost everything that they’ve worked for in their lives was not something that I thought I had the emotional capacity to do,” Rachel recalls.

After graduating in 2005, she worked at Missouri Employers Mutual for nearly a year in customer service, but she found herself increasingly drawn to the hospitality field. She had worked as a server, hostess, and manager at Grand Cru restaurant in Columbia throughout college and continued working there while at MEM. “It was something that I loved doing, something that I was comfortable with, and something that I was good at,” Rachel says. “I realized that I wasn’t quite ready to have a 9-to-5, chained-to-a-desk kind of job. I craved more human interaction and more of the hospitality side.”

In the summer of 2006, Rachel came on as catering director at the winery, a position she held for two years before having the opportunity to move up to marketing director, where she handled everything from label design to advertising to large events. She also helped take the business online by building its social media presence.

While Jacob and Rachel were tackling their respective enterprises, the two were becoming friends.

They worked in different buildings most of the time but came together on certain projects. They started dating in 2011 and married in 2013, which is the same year Rachel, who was 30 at the time, was named CEO; Curtis Bourgeois wanted to step away from day-to-day operations, and Rachel was identified as the ideal candidate.

The duties of president were added to Jacob’s responsibilities in 2018, the same year conversations were being had about the Holmans purchasing the business.

COLUMBIABUSINESSTIMES.COM 69

As if their professional responsibilities didn’t keep them busy enough, the couple started a family in 2014 and now have three daughters, including twins, under the age of 5. (As for the perk of professionally obligated wine tasting, Rachel jokes that it helps with the day-to-day stresses.)

“When our girls were born, we stamped each of their footprints on a barrel,” Rachel says.

“Jacob is going to knock the [tops] out of them, and we’re going to give them to the girls when they’re a little bit older.”

GOOD VINTAGES AHEAD Jacob and Rachel have 32 years of combined experience at the winery. They are raising their family in Rocheport. Their observable passion for the winery shows their personal investment in LBV, making them ideal candidates for purchasing the family business.

The transition in ownership to the Holmans, along with a third party that has chosen to remain anonymous, began slowly last fall to ensure that customers continue to receive the same experience they’ve come to love at the winery. That continuity is a priority for Rachel and Jacob, who are staying on in their respective positions of CEO and president and head winemaker.

“We are a place where people come to make memories, and we absolutely want to continue that tradition,” Rachel says about becoming owner. “I think for me it’s realizing where we came from, listening to our customers about what we’ve done well and continuing to do what we do well — and that’s celebrating people and milestones in their lives and creating memories.”

Les Bourgeois Vineyards is now the official winery of Mizzou Athletics, a partnership that excites the Holmans. They’re also looking forward to releasing some new products with their partner Broadway Brewery; the winery will have access to the brewery’s canning line, located in a rented facility shared by both businesses.

In the coming years, the Holmans foresee investing in the winery’s infrastructure, beautifying the property, and growing their connections with river relief organizations that help maintain the environmental quality of the area. While the ownership’s name has changed, the Holmans are committed to making sure the winery remains a family business that offers the kinds of opportunities for others that it has offered them.

“We’ll probably die here,” Jacob laughs.

“This place is everything to us and we give a lot to it, and it gives a whole lot to us,” Rachel says. CBT 70 JUNE 2019

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COLUMBIABUSINESSTIMES.COM 73

Koonse Glass S

ilas Koonse did not intend to work in the family business. Founded by his grandfather in 1967, Koonse Glass had been run for years by his uncle Tom Fiegel and, later, by Silas’ father, Michael Koonse.

Silas worked in the store through college, then spent years in the insurance and mortgage industries.

As Michael was approaching retirement, he and Fiegel tried to find an employee interested in ownership, but most were close to retirement and none of Silas’ siblings were interested. They considered just closing the store.

“That was kind of a wake-up for me. I didn’t want to see that happen,” Silas says. “I had a lot of pride in the business. I also felt at the time that there was a lot of potential in the business, from where they were to where we could be.”

Silas approached Michael about buying his half of the ownership in the business. At first, Michael was cautious.

The two discussed the ups and downs of running a small business for a long time. Silas had worked for large insurance companies, so the day-to-day would be quite different. Was he ready?

“But at the same time, I grew up in the business, and I was at the dinner table when he would tell his stories about the frustrations of running a business,” he says.

Since that transition in 2013, Koonse Glass has moved to a larger shop on Paris Road and increased staff by 45%.

Creating an Exit Strategy

The family had a number of conversations about the changing of the guard.

74 JUNE 2019

Michael’s transition needed to be cut and dry, they decided. They gave themselves a sixmonth deadline to work out all the details and make the change.

The family was on the same page about the company’s future and who would be leading it. Fiegel was excited for the company to continue and emphasized that it was Silas’s to run and he would stand behind Silas’s decisions and counsel him.

“That was really important, because with family dynamics, you’ll get into grudges that are 30 years old, disagreements that are unresolved,” Silas says. “And we did a good job getting around that. Tom and I are close, but the way he approached it from the beginning was, ‘I’m here to support you and you building this company into what you want it to be.’”

The six-month transition period helped Silas and Michael make every day a learning experience. Silas spent the time learning about the company structure, contacting clients, and just having conversations with Michael.

The approaching transition date was critical to creating a sense of urgency for all the important tasks that had to be done before the change. Most importantly, Silas had to complete the transition to becoming the face of the company.

Michael introduced Silas to every customer, vendor, and supplier and told them about the transition coming. It meant he could start preparing everyone for the change without handing over the reins immediately.

“I think that was the biggest thing I had to develop in that short amount of time. Rather

than ‘he’s gone,’ I’m making these phone calls trying to develop that face,” Silas says. “That could have been done by myself, but it would have been much more difficult. It was so much easier to have him facilitate that.”

You Are the Business While deciding whether to purchase his father’s ownership in the company, Silas considered the impact it would have on his family.

It was going to require a significant portion of his time — not just in the first five years, but in the first 35 years.

“I saw the potential in the business, and I knew where I wanted to take it, the new location, some rebranding, the growth of it I wanted to do. It was going to be 60 to 70 hours a week all the time,” Silas says. “And so, having that support, that understanding at home, and not getting in over your head, I think it’s something everyone should think about.”

For those considering small business ownership, Silas says to consider how demanding owning a business is. You are the business.

For him, getting other work experiences was critical in his development.

“I never had any pressure from my father or my uncle to come back to the business and get involved,” he says. “And that was really important, looking back, that there was no pressure from the older generation to force me into it or make me feel obligated to become a part of it. It really happened naturally, which is mainly why I think we’ve been successful in the transition.”

Tom Fiegel, Silas Koonse, and Michael Koonse

“I never had any pressure from my father or my uncle to come back to the business and get involved. And that was really important, looking back, that there was no pressure from the older generation to force me into it or make me feel obligated to become a part of it.

It really happened naturally, which is mainly why I think we’ve been successful in the transition.”

- Silas Koonse

COLUMBIABUSINESSTIMES.COM 75

Dave Griggs’ Flooring America D

ave Griggs spent three weeks traveling this spring. “That’s the longest I’ve been away from Columbia in my lifetime other than in the Army,” he says.

It’s difficult for a small business owner to leave their company for that long, but he’s two years into his sale of Dave Griggs’ Flooring America to current owner and president Michele Batye.

It was a transition a decade in the making that took ample planning and lots of honest conversations.

“I consider this business almost my child — our employees are my family,” Griggs says.

“My focus may have changed a bit, but my feelings and relationship with this company and the people involved in this company and our vendors that I’ve done business with for 25 to 50 years hasn’t changed.”

A Gradual Process

Batye joined the company in 1989 and held many roles before becoming president and owner.

“She’s been in highly responsible positions in the company as soon as soon as she could grow into them,” Griggs says. “I’m kind of the crazy, big ideas person, and Michele’s always been the person that grounded me and made things happen. It was just a natural progression.”

Ownership wasn’t a decision Batye entered into lightly.

Griggs and Batye had daily discussions for years about high-level ownership topics. It was an emotional decision for two people who had worked together for 25 years.

Through those discussions, they agreed on a plan to pass the torch. Griggs would be 76 JUNE 2019

available a certain percentage of time and would still have day-to-day responsibilities.

“I hang around a little bit less now and I may not be as available as instantly as I used to be, but I can’t really sense a great deal of change,” Griggs says.

It was also important to make sure the employees, many of whom had worked for the company for three decades or more, were along for the ride.

“The driving force for me that was so important to step into the succession of the business was because we had such a wonderful crew and we had such a good thing and I wanted to keep it going,” Batye says. “So it was just making sure that, especially with the things that aren’t my strong point in the business, that there wasn’t going to be a change with the employees that were handling those things now.”

Becoming the Face

One of Batye’s challenges was to become as synonymous with Dave Griggs’ Flooring America as Griggs himself. That meant getting more involved in the community, a process she began before taking ownership.

They slowly rolled out the change to the public, using quiet, small measures instead of a grand re-opening. All the marketing stayed the same, with Griggs as the spokesperson. That gave Batye time to figure out the other aspects of her new role in what was a busy first year.

“That first year, when people are finding out that you’re the new owner, everyone wants to touch you,” Batye said. “Everyone wants to be in front of you that first year. And so it was wonderful that Dave was here a good part of that year and was the spokesperson.”

This year, the two are featured in commercials together and Batye is alone in the print ads.

“We’re starting to tell that story more,” she says.

In that first year, Griggs stayed the “front guy” and worked on various commercial projects and with suppliers.

Sometimes it was difficult to say things like, “I’m going to have to ask Michele if we can do that,” he says. Other than that, his priority was to help Batye however she needed.

Reflecting on Year One

The first year was a whirlwind for Batye. She didn’t realize that although she’d cared about the business for decades, she would feel different as owner.

“I’ve [felt like] I’ve taken ownership in this business for a long time . . . but it really is a different feeling when it’s you at the end of the day, when you’re the bottom line at the end of the day,” she says. “When you wake up and you’re responsible for all the people, all of their families, you have that responsibility on you.”

She learned that she can’t do everything.

She had to develop an organizational system that worked for her. She also works with a business coach.

Now, she’s looking toward what her vision of the company’s future looks like.

“I didn’t want to come in and make a lot of quick changes,” she says. “The first year I was just cultivating Dave’s company, and now I have plans to change things here and there to make it more my company.”

It can be challenging, Griggs says, to set feelings aside and evaluate a business you’ve built. But that’s what needs to happen. CBT

Michele Batye and Dave Griggs

“That first year, when people are finding out that you're the new owner, everyone wants to touch you. Everyone wants to be in front of you that first year. And so it was wonderful that Dave was here a good part of that year.”

- Michele Batye

COLUMBIABUSINESSTIMES.COM 77

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IN FOCUS

A MINIMUM INCREASE

As Missouri raises its minimum wage over the course of the next four years, business owners are already feeling the effects.

BY DAVID MORRISON

IN FOCUS

L

ydia Melton watched with interest as the Proposition B results trickled in last November.

The ballot measure, which called for an incremental increase in the Missouri minimum hourly wage for workers from $7.85 to $12 by 2023, passed with more than 62% of the vote. A new $8.60 hourly wage went into effect on January 1, and the measure calls for the rate to increase by $0.85 a year for the next four years.

Melton, owner of the Günter Hans European Pub and Café in downtown Columbia, knew what the proposition’s success would eventually mean for her business and its patrons.

“People just need to realize the consumer always pays,” Melton says. “If (raising the minimum wage) is what they want and that’s what is important to them, that’s going to be the end result. I don’t pay it. The consumer always will.”

MEASURING COSTS Melton and other small business owners in Columbia are beginning the process of grappling with the reality that, as the price for labor increases, their profit margins will logically decrease unless revenue increases outpace expenditures.

One method for making that happen: higher sticker prices on their products. Even if a business is already paying its employees comfortably above the minimum wage, labor cost increases further back in the supply chain have a way of multiplying by the time the goods reach their final destinations.

Take, for instance, that glass of domestic beer you’re enjoying at your favorite watering hole. If the farms where the raw materials to make the brew come from are in states that raised their minimum wage in 2019 — as 18 did — then those raw materials probably cost the brewery more. If the brewery is in one of those states, then the manufacturer probably charges a regional distributor more and that distributor raises prices on the product for its consumers: the bars and restaurants.

Melton says she recently received a keg from a company that she usually prices out at $4 a beer to make her margin. This time, it came in at $6.50.

“When you look at supply and demand, it’s inevitable,” Melton says. “Prices are just going to go up across the board, but slowly over time. It’s already happening.”

In short, Columbia is feeling the localized version of nationwide trends. National restaurant chain Texas Roadhouse, for example, announced during a February call with analysts that it was planning on raising menu prices another 1.5 percent — following a 1.7 percent increase just three months earlier — to keep up with increasing labor and commodity prices.

RAISING PRICES Other Columbia business owners say that, while they haven’t felt the squeeze yet, they’re preparing for it a few years down the line as the minimum wage continues to increase.

Mike Nolan, general manager of The Blue Note and Rose Music Hall concert venues, and Michael Urban, founder and owner of Harold’s Doughnuts, both say they’re already paying their employees

82 JUNE 2019

MISSOURI MINIMUM WAGE INCREASES 2018: $7.85 2019: $8.60

2020: $9.45 2022: $11.15 2021: $10.30 2023: $12.00

Missouri is one of 29 states that offers a higher minimum wage than the federal $7.25 hourly rate. It is also one of 16 states to have annual scheduled increases currently on the books.

• Massachusetts: $12.00 • Washington*: $12.00 • Colorado*: $11.10 • New York*: $11.10 • Arizona*: $11.00 • California*: $11.00 • Maine*: $11.00 • Vermont: $10.78 • Oregon*: $10.75 • Rhode Island: $10.50 • Connecticut: $10.10 • Maryland: $10.10 • Hawaii: $10.10 • Alaska*: $9.89 • Minnesota*: $9.86 • Michigan: $9.45 • Arkansas: $9.25 • South Dakota*: $9.10 • Nebraska: $9.00 • New Jersey*: $8.85 • Delaware: $8.75 • West Virginia: $8.75 • Missouri*: $8.60 • Ohio*: $8.55 • Montana*: $8.50 • Florida*: $8.46 • Illinois: $8.25 • Nevada*: $8.25 • New Mexico: $7.50 * — scheduled annual increases Source: U.S. Department of Labor

M i n i m u m Wa g e I n c re a s e above minimum wage and have been doing so for the past four or five years. Nolan employs around 40 people and Urban counts 22 workers, most of them part-time, on his roll.

Harold’s raised its prices a couple years ago, Urban says, in response to increased prices on flour and sugar. Nolan says price changes could be on the table at his venues, but only because they’re past due for a re-evaluation.

“We haven’t sat down and talked about it in four or five years,” Nolan says. “There may be some changes coming down the pike before the year is over. But, if and when those would happen, I don’t really think it would be directly related to the raised minimum wage. More so just inflating costs of goods in general across the country and state.”

A SERVER’S WAGE Melton is in a bit of a different situation than Nolan and Urban, as most of her 20 employees work on a server’s wage plus tips. In the state of Missouri, businesses are required to pay tipped employees at least half of the state hourly minimum wage – so $4.30 for 2019 – as a base salary, plus any additional salary to bring their total hourly rate up to the state minimum.

By 2023, that figure will rise to $6.00, or an extra $3,500 per year for one full-time employee.

On the national level, Melton says, there are two factors at play when it comes to the future of food-service wages. One is the push to raise the national minimum wage from $7.25 to $15 an hour. The other is the pay-clarity movement that wants to eliminate the “tipped minimum wage,” currently at $2.13 an hour in the U.S. Democrats introduced the Raise the Wage Act, which seeks to codify both of these changes, in the U.S. House of Representatives in January.

The problem with that, in Melton’s view, is that her servers already average between $15 and $30 an hour, so the new minimum wage would represent a pay cut. Unless she wanted to start them from a base of $15 an hour, with tips on top.

And you know what that would mean.

“I have to triple my prices,” Melton says.

“Your beer was $5, it suddenly becomes a $15 beer, in very rough math. When you think about it that way, it’s going to trickle down. My servers would rather not know what they’re

"If (raising the minimum wage) is what they want and that’s what is important to them, that’s going to be the end result. I don’t pay it. The consumer always will."

– Lydia Melton, owner of Günter Hans

going to make but make between $15 to $30 an hour rather than get a flat $15. The math does not add up for them.”

REMOVING POSITIONS Melton is concerned that the good intentions behind a raised minimum wage will be drowned out by negative consequences. In March, McDonald’s announced that it will no longer commit lobbying resources to fighting the rise in minimum wage.

So where will the fast-food giant go to maintain its profit margins?

“They’re automating,” Melton says. “So, before when you would see 12 people working on a breakfast, now you go in and see six. You see kiosks. It scares me because it’s one of those

‘when helping hurts’ situations. We think we’re helping, but I don’t know if we are.”

Urban says that, when he talks shop with fellow Columbia small business owners, discussion still centers on the traditional daily headaches — attracting and retaining talent, marketing the product, and getting customers in the door — more than the effects of increased labor costs.

Though they may come to the forefront soon.

“It’s been something that has been operating beneath the surface for a while,” Urban says. “My expectation is, over time, that it will rise in temperature as it starts to tier up and we go down the path here. My guess is that’ll be a hot topic.” CBT

COLUMBIABUSINESSTIMES.COM 83

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573-356-3141

573-268-5636

Restaurant

Massage therapy

olumbia Region al A

by C irp red or we o t P

TOP

CBT’s The Tech Shop LLC

Messenger Marketing Labs

233 N. Stadium Blvd., Ste. 101

206 Corporate Lake Dr.

660-202-1771

573-514-2708

Technology — computer sales,

Digital marketing agency

OF THE

TOWN 2 01 9

service, and contracts Bright Star COMO Gems

Counseling LLC

All Star Cheerleading

1301 Vandiver Dr., Ste. 106

3605 S. Providence Rd.

573-823-5295

573-356-7706

Counseling services, therapy

THURSDAY JUNE 27, 2019 THE STATION HOUSE AT KATFISH KATY'S

Cheerleading gym Como Painting Mow-zzouri Lawn Services LLC

4001 S. Ponderosa St., Lot 37

612 Big Bear Blvd., Ste. 522

573-239-1497

573-303-4251

General contractor

Mowing, mulching,

construction, painting

• • • • •

trimming lawn care

BBQ FOOD LIVE MUSIC PONY RIDES, ROPING CLASSES LINE DANCING

& SO MUCH MORE! J’s Cleaning Solution P R E S E N TE D BY :

Fabulous Starrs

3407 Berrywood Dr., Ste. 100

416 E. Broadway

573-238-8012

573-441-2322

Cleaning office and janitorial services

S PON SORE D BY:

Dance practice Lawrence, Oliver Standing Mountain Acupuncture

& Associates LLC

2600 Forum Blvd., Ste. B2

201 W. Broadway, Ste. 2F

573-833-4296

573-214-0436

Acupuncture

Mental health private practice

GET YOUR TICKETS AT

MIDMOTIX.COM CBT COLUMBIABUSINESSTIMES.COM 85

B U S I N E SS • P E O P L E • VO I C E S • F Y I

DEEDS

Deeds of Trust WORTH MORE THAN $547,000

There are far too many stories of unnecessary probate problems, typically due to an unclear estate plan, or even worse, no estate plan at all.

This is a recipe for disaster.

$35,000,000

$1,816,000

$706,960

C O G Leasing Company LLP Central Bank of Boone County LT 1B WW-63 Subdivision Amended

New Page Properties LLC UMB Bank LT 542 Auburn Hills Plat 5

Hardin, Jonathan Law &

$13,280,000

Higher Education Loan Authority of Missouri Commerce Bank LT 1A Vandiver Corporate Centre Plat 2 $7,000,000

Midwest Winelands LLC Wood & Huston Bank STR 7-48-14 SE/SE/NE SUR BK/PG: 787/455 AC 0.29

Call today to begin the conversation.

303 N. Stadium Blvd. Suite 200 Columbia | 573-874-1122 NathanJonesLaw.com The choice of a lawyer is an important decision and should not be based solely upon advertisements.

86 JUNE 2019

6th & Elm LLC Landmark Bank LT 16 PT Columbia PT Lots 16-18 $1,050,000

Schnell, Dennis E & Rebekah L County Bank STR 20-51-12 /N/SE SUR BK/PG: 3241/183 AC 29.83 FF TRACT A

F&B Acquisition Group LLC STR 22-47-13 //SE SUR BK/PG: 4579/7 AC 10.43 FF TR 13 $700,000

Dickinson, Kristen H & Paul E Flat Branch Mortgage Inc STR 22-47-13 //SE $595,000

Hunter, Jeremiah & Ruthanna Central Bank of Boone

$1,035,000

County

Missouri Alpha of Phi Kappa Psi Fraternal Corp Hawthorn Bank LT 1 Missouri Alpha of Phi Kappa Psi SUB

Setzer Properties XCU LLC Old National Bank LT 3 Middle Market SUB

LT 1 Serendipity SUB Plat 2

$3,250,000

Taylor, Garrett S & Trisha A Flat Branch Mortgage Inc LT 16 Highlands PL 1

$4,800,000

We make the process as easy and stress free as possible.

$1,500,000

Natalie Harrison

Eastgate Apartments LLC Commerce Bank LT 11 PT East Highlands Turners $2,040,000

1509 University LLC / 202 W. Ash LLC / 210 Hitt LLC Commerce Bank LT 4 BL 1 University Condominiums Declaration FF Dorsey’s SUB

$775,000

$750,000

Job Point Providence Bank LT 9 Dysart ADD

$552,500

LWS Holdings LLC Central Bank of Boone County LT 11 PT FF Stephen’s ADD $547,500

McMaster, Andrew P Regions Bank LT 15-A Lake Woodrail Point Plat 2 Lots 15-17

$720,000

Hoenes, Charles K & Paula M US Bank LT 2A Scenic View Estates Plat 1

459 deeds of trust were

issued between 3/18 and 4/12 CBT

BUSINESS • P EOPL E • VOIC ES • FY I

Economic Index LABOR

HOUSING

MARCH 2019

MARCH 2019

UNITED STATES

Total single-family home

Labor force: 162,823,000

sales: 160

Employment: 156,441,000 Unemployment: 6,382,000 Rate: 3.9% MISSOURI Labor force: 3,041,039 Employment: 2,922,894 Unemployment: 118,145 Rate: 3.9% BOONE COUNTY Labor force: 97,212 Employment: 94,484

Existing single-family home sales: 121 New construction single-

We’re•so¶ much•more¶ than•a•bookshop.

You’ll love not only what’s on our shelves but what happens between them, as well!

Readings, signings, talks, book clubs, and more.

family home sales: 39 Single-family homes average listing sold price: $230,501 Single-family homes median sold price: $195,900 Single-family homes active listings on the market: 679 Single-family homes average days on market: 82

Unemployment: 2,728

Single-family homes pending

Rate: 2.8%

listings on the market: 304

COLUMBIA Labor force: 66,336 Employment: 64,543 Unemployment: 1,793 Rate: 2.7%

UTILITIES WATER April 2019: 49,615 April 2018: 49,217

CONSTRUCTION APRIL 2019 Residential building permits: 34 Value of residential permits: $10,228,860.30 Commercial additions/ alterations: 1 Value of commercial additions/

Change #: 398 Change %: 0.809 Number of customers receiving service on May 1, 2019: 49,605 ELECTRIC April 2019: 50,709 April 2018: 50,201

alterations: $27,175.68

Change #: 508

Residential additions/

Change %: 1.012

alterations: 14

Number of customers

Value of residential additions/

receiving service on May 1,

alterations: $565,354.15

2019: 50,703 CBT

22 S. 9th St., Columbia Mon – Thu: 10-6 • Fri – Sat: 10-8 • Sun: 11-5 (573) 777-6990 • mail@skylarkbookshop.com SkylarkBookShop.com Sign up for our newsletter to get the latest on our upcoming events.

Because books.

COLUMBIABUSINESSTIMES.COM 87

ADVERTISER INDEX ACCOUNTING PLUS..................................................................................................... 91 ACHIEVE BALANCE....................................................................................................... 5 AMERICAN HEART ASSOCIATION.........................................................................55 ANTHONY JINSON PHOTOGRAPHY..................................................................... 16 ATKINS, INC.......................................................................................................................4 BIG CEDAR LODGE....................................................................................................... 19 BLOOM BOOKKEEPING............................................................................................. 48 BLOWOUT FANATIC.................................................................................................... 20 BMW OF COLUMBIA......................................................................................................11 BROCKMEIER FINANCIAL SERVICES.................................................................. 38 CAPTVR3D...................................................................................................................... 80 CARSON & COIL............................................................................................................ 80 CENTRAL BANK OF BOONE COUNTY..................................................................12 CITY OF COLUMBIA WATER & LIGHT.................................................................. 43 COLUMBIA CHAMBER OF COMMERCE............................................................... 18 COLUMBIA EDP............................................................................................................. 38 COLUMBIA MARKETING GROUP................................................................. 78 & 79 COLUMBIA REGIONAL AIRPORT........................................................................... 24 COMMERCE BANK....................................................................................................... 43 CONVERGENCE FINANCIAL....................................................................................... 2 EDWARD JONES.............................................................................................................71 EDWARD JONES - KATHY LOU NEALE.............................................................. 30 EVANS & DIXON, LLC...................................................................................................72 EVEXIAS............................................................................................................................ 10 GFI DIGITAL....................................................................................................................... 3 HAWTHORN BANK...................................................................................................... 92 HEART OF MISSOURI UNITED WAY................................................................ 8 & 9 I-70 CONTAINER............................................................................................................22

88 JUNE 2019

INSIDE THE LINES........................................................................................................40 JENNING'S PREMIUM MEATS.................................................................................. 20 JOE MACHENS DEALERSHIPS................................................................................ 50 MEDIACOM...................................................................................................................... 46 MERCEDES OF COLUMBIA.........................................................................................15 MISSOURI EMPLOYERS MUTUAL.............................................................................. 7 MY SISTER'S CIRCUS........................................................................................38 & 44 NATHAN JONES LAW................................................................................................. 86 NAUGHT NAUGHT INSURANCE AGENCY.......................................................... 80 PCE, INC............................................................................................................................22 PERSONAL TOUCH CLEANING SERVICE........................................................... 56 PROVIDENCE BANK.....................................................................................................52 REALTY EXECUTIVES - HEATH HIGGINS............................................................ 14 SAMUEL TRAPP - IRON GATE REAL ESTATE................................................... 50 SKYLARK BOOKSHOP.................................................................................................87 SOCKET............................................................................................................................ 26 STANGE LAW FIRM...................................................................................................... 88 STATE FARM - PHYLLIS NICHOLS.........................................................................40 SUPERIOR GARDEN CENTER/ROST LANDSCAPE........................................ 30 THE BANK OF MISSOURI............................................................................................17 THE BROADWAY HOTEL........................................................................................... 24 THE CLUB AT OLD HAWTHORNE......................................................................... 44 THE TIN ROOF............................................................................................................... 56 THE TRUST COMPANY..................................................................................................6 TRUE FALSE FILM FEST............................................................................................ 54 UNIVERSITY OF MISSOURI HEALTH CARE.........................................................13 USA MORTGAGE........................................................................................................... 48 WILLIAMS & ASSOCIATES EYECARE...................................................................72

B U SINESS • P EOP L E • VOIC ES • FY I

BY T H E N U M BER S

1.1 million Number of people employed by Missouri small businesses in 2015.

Source: U.S. Small Business Administration 2018

5,088

Number of small business exporters in Missouri.

Source: U.S. Small Business Administration 2018

1,083

Number of minorityowned firms in Columbia.

Source: U.S. Census Bureau 2012

40.4%

39.4%

Percentage of people that agree or strongly agree that there are opportunities for minorities to go into business for themselves in Columbia.

Percentage of people that agree or strongly agree that Columbia offers opportunities to help people start their own businesses.

Number of veteranowned firms in Columbia.

Source: ETC Institute (2018)

Source: ETC Institute (2018)

Source: U.S. Census Bureau 2012

728

B U SINESS • P EOP L E • VOIC ES • FY I

T H I S OR T H AT

GEOFF JONES Interim Police Chief, Columbia Police Department

Mac

Big Picture

Cursive

Print

Early Bird Cinema Michael Jackson Firefox 9-5 Learn At Your Desk

Flexibility Teach In a Meeting

Planner Traditional Certain Country

Save

Spend

Summer

Winter

Cat Passenger Car Ocean Optimistic Business

Dog Driver Plane Mountains Realistic Casual

Solo

Team

For Here

To-go

DISC Books

StrengthsFinders Magazines

Reading

Writing

Creative

Analytical

Introvert

Extrovert

Podcast Cluttered Card Game Concept

90 JUNE 2019

Chrome

Cake

City

Yes. Depends on the day.

The Beatles

Pie

Skeptical

1.

2.

Netflix

Beer

Modern

A M E N DME N TS A N D CONDI TI ONS

Night Owl

Wine Improviser

Provided by the Columbia Police Department

PC

Details

Fiction Text Soup

Playlist Minimalist Board Game Execute Nonfiction Call Sandwich

COLUMBIABUSINESSTIMES.COM 91

COLUMBIA BUSINESS TIMES \ 2001 CORPORATE PLACE, STE. 100 \ COLUMBIA, MO 65202

92 JUNE 2019