Columbia Business Times - November 2014

November 2014

Bobby Campbell

Risky Business Missouri's Most Dangerous Jobs Page 34

Clean Eating Health Inspections Page 46

Stiletto Network The Women of WIN Page 62

Citizen v. City Page 42

Who is Bobby Campbell?

Page 56

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From the Editor

Editorial Erica Pefferman, Publisher Erica@BusinessTimesCompany.com Sarah Redohl, Editor SarahR@BusinessTimesCompany.com Katrina Tauchen, Copy Editor

From failure to success, risk to reward

Katrina@BusinessTimesCompany.com DESIGN Kristin Branscom, Art Director Kristin@BusinessTimesCompany.com

›› “Fail fast, fail early, fail often.” That oft-used expression has become the catchphrase of entrepreneurs everywhere. However cliché it has become, it’s rooted in truth: Eight in every 10 businesses fail in the first 18 months, according to Bloomberg.

Failure is an important aspect of business (and of life in general), and it’s something we all do (sometimes over and over again). It may keep us up at night, but we don’t often talk about it publicly. Something that has long been missing from CBT’s mission statement on the bottom right corner of this page is our goal to support and celebrate our local business community. We strive to do this on a daily basis. So, naturally, we’re predisposed to feature stories with happy endings.

This issue, our “Risky Business” issue, shares the stories of a series of local entrepreneurs and Photo by Anthony Jinson business leaders who’ve turned failure into success and risk into reward.

For example, there’s the story of our cover subject, Bobby Campbell, on page 56. With no business experience, the aspiring novelist began experimenting with digital media before opening his two businesses, AdKarma and Division-D (formerly 3 Interactive). Now, AdKarma is the 31st fastestgrowing, privately held company in the nation, according to Inc. magazine. Division-D also made the list at 4,242 out of the top 5,000.

Another aspiring writer-turned-business-leader is Columbia College’s recently inaugurated president, Scott Dalrymple. This October, Dalrymple challenged students to beat him in Madden NFL 15, and that risk paid off. Media across the country tuned in! Read more about his future plans for Columbia College on page 26.

Also in this issue, you’ll learn about Missouri’s most dangerous jobs — jobs where risk is just a part of the average day — and how to protect your business assets after death on page 52.

Lastly, head to page 62 to see the women of Columbia’s own “Stiletto Network,” Columbia Women In Networking (WIN). These women strive to create an open group environment where they can learn from one another’s failures and experiences to improve their businesses.

I hope you enjoy this issue, and, as always, we love feedback, good and bad. Don’t hesitate to email me any time at sarahr@businesstimescompany.com.

Gillian@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Director of Sales Deb@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Anthony Jinson, Ben Meldrum, Sarah Redohl CONTRIBUTING WRITERS Claire Boston, Sophia Conforti, Debbie Cutler, Stephanie Detillier, Al Germond, Alisiana Peters, Monica Pitts, Sarah Redohl, Torie Ross, Sarah Walsh, Molly Wright Interns Carolin Lehmann, Ben Meldrum, Alisiana Peters, Torie Ross MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President of Finance ReneaS@BusinessTimesCompany.com Cindy Pudney, Operations Manager CindyS@BusinessTimesCompany.com SUBSCRIPTIONS Subscription rate is $19.95 for 12 issues for 1 year or $34.95 for 24 issues for 2 years.

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The Columbia Business Times is published every month

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Copyright The Business Times Co., 2008.

All rights reserved. Reproduction or use of any editorial

Best,

Sarah Redohl, Editor

Creative Services Gillian Tracey, Creative Marketing Assistant

or graphic content without the express written Bobby Campbell isn’t a tailor-made CEO, but he’s found success running the cuttingedge advertising businesses Division-D and AdKarma, two of the fastest-growing companies in the nation.

Story on page 56. Photo

by Anthony Jinson.

permission of the publisher is prohibited.

NOVEMBER 2014

Bobby Campbell

RISKY BUSINESS Missouri's Most Dangerous Jobs PAGE 34

Clean Eating Health Inspections

OUR MISSION STATEMENT The Columbia Business Times and ColumbiaBusinessTimes.com strives to be Columbia’s

PAGE 46

Stiletto Network The Women of WIN PAGE 62

CITIZEN V. CITY PAGE 42

Who is Bobby Campbell?

PAGE 56

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.

columbiabusinesstimes.com /// 15

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About The Last Times What's happening online Master Distillery @DogMasterDistil Sep 30 Booze in the News - @ColumbiaBiz "A Closer Look" at DogMaster Distillery - Thanks for getting the word out.

MayeCreate Design @MayeCreate Sep 24 Working with @anthonyjinson for our ColumbiaWIN photo shoot @ColumbiaBiz Jeff Branscom @jeffreyowen8 Great piece by @torkatross on #CoMo's most terrifying eatery, @COMOSandWitch via @ColumbiaBiz

Oct 1

Our Partners...

“It isn’t always obvious who needs help. In our crazy, frenetic lifestyle we don’t always know how to help.

Thanks, United Way, for this chance.”

www.soccerpro.com

Anthony Jinson @anthonyjinson Sep 26 BTS of this weeks shoot with @BobbyAdkarma at @adkarma for @ColumbiaBiz #fb

Online extras Head to our website for a video of Columbia College’s Madden Challenge and a behind-the-scenes look at our photo shoot with Columbia’s Women In Networking group.

Madden

Columbia WIN “We’re committed to not only serving the pets and their owners in this community, but every citizen so that we can all have a better place to live.”

www.RollingHillsVetHospital.com

Around the office A big thanks to everyone who came out for CBT’s 20th birthday party Oct. 9 at Bleu!

Here’s to the next 20 years!

Photo by Ben Meldrum

Sarah Hill, Collin Bunch and Monica Pitts rocked the room at the first session of the CBT Master’s Series Sept. 23.

Thanks, guys!

Lastly, we’ll have an announcement about CBT’s 2015 class of 20 Under 40 soon!

Write to CBT editor Sarah Redohl at Editor@BusinessTimesCompany.com

are community partners.

To become a member of the LU365 Small Business Circle visit uwheartmo.org/live-united-365 columbiabusinesstimes.com /// 17

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November 2014 Vol. 21, Issue 5 columbiabusinesstimes.com

34

Dangerous Jobs

For most people, the most dangerous part of the workday is the drive in. But for those in Missouri’s three most dangerous professions, risk remains throughout the day.

42 46 Citizen v. City Suing municipalities is nothing new, but how are the lawsuits handled?

Here’s what happens behind the scenes in Boone County and the City of Columbia.

Bullets and Box Turtles From bulletproof vests to unidentifiable cuisine, the food-inspection process at area eating establishments sometimes yields surprises.

52 Trust Issues Find out how a strong estate plan can save your family and business associates months, if not years, of headaches deciding what to do with your hard-earned money.

Departments

15 From the Editor 17 Letters to the Editor 21 Movers and Shakers 22 Briefly in the News 25 A Closer Look 26 Business Update 31 P.Y.S.K. 67 Opinion 69 Going Up 70 Nonprofit Spotlight 72 Celebrations 75 Technology 76 Economic Index 77 Deeds of Trust 78 Business Licenses 79 By the Numbers 80 7 Questions 82 Flashback

56

62

Who Is Bobby Campbell?

Stiletto Network

Bobby Campbell wasn’t groomed to be a CEO, but his two cutting-edge advertising companies are among the fastest growing in the nation.

Columbia WIN takes the women’s power circle to a whole new level, forming a network of inspiration and support for local female entrepreneurs.

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Movers and Shakers

➜ Are you or your employees

making waves in the Columbia business community? Send us your news to Editor@BusinessTimesCompany.com

›› Professionals grow, serve and achieve

Marin

stamper

houseworth

spencer

geiss

dolan

douglass

neil

berkey

›› Williams-Keepers LLC

›› Gary Ward

›› Kathleen Dolan

Five new associates have joined the Williams-Keepers LLC audit department: Austen Barr, Megan Bauer, Ashley Elfrank, Laura Hockett and Kyle Menges.

Ward has been named vice chancellor of operations and chief operating officer at MU. He had been serving in the position on an interim basis since Jan. 1, following the retirement of Jacquelyn Jones.

Dolan is the new execMBA director for the Trulaske College of Business at MU. She has a history of success with MBA and executive education programs. Most recently, she was the director of MBA programs at the Moore School of Business at the University of South Carolina.

›› Sandra Marin Marin has accepted a position with the University of Missouri Extension Business Development Program in Regional Economic Development Inc.’s co-working space as a business development specialist. In the position, she will assist high-growth-potential Missouri businesses through education, technical service and collaboration, with an emphasis on technology commercialization.

›› Don Stamper Stamper has been hired as the executive director of the Missouri Community Services Commission. He will assist communities with the AmeriCorps program, which is housed within the Missouri Department of Economic Development. Stamper was formerly the Central Missouri Development Council’s executive director.

›› Mike Messer Messer has earned a Life Underwriter Training Council Fellow designation from the American College. Messer is an agent for Shelter Insurance and owns the Mike Messer Agency at 908 Rainforest Parkway.

›› Julie Houseworth William Woods University promoted Houseworth from controller to chief financial officer. Houseworth is currently pursuing her MBA at William Woods. She is a recognized member of the Missouri Society of Public Accountants and is a recent graduate of the Fulton Area Chamber of Commerce Leadership Callaway program.

›› Jim Spencer Spencer, president and founder of Newsy, was awarded the Governor’s Entrepreneur of the Year award at the 2014 Governor’s Conference on Economic Development on Sept. 5. The annual Governor’s Awards Presentation recognizes outstanding leaders in business, education and economic development in Missouri.

›› Leanne Geiss Geiss has been named the director of sales at The Broadway Columbia – A Doubletree

by Hilton. Her goals for the new position include helping grow the image and brand of the hotel by establishing and strengthening ties in the hotel’s market.

Geiss was most recently the director of sales for the Columbia Country Club.

›› Teresa Douglass The Central Trust and Investment Co. has hired Douglass as vice president and relationship manager with the company’s Columbia office.

›› Travis Neil Commerce Bank hired Neil as a residential real estate originator. Neil has 11 years of banking experience and in the new position is responsible for business development and customer service related to the bank’s full line of mortgage loan products for Columbia and the surrounding area.

›› Brooke Berkey Boone County National Bank has hired Berkey as relationship manager for its business customers. As the relationship manager, Berkey will manage and develop relationships with business customers.

›› Stephen Jorgensen Jorgensen, the dean of the MU College of Human Environmental Sciences, will retire effective Aug. 31, 2015. He has served as dean since 2001. CBT columbiabusinesstimes.com /// 21

Briefly in the News

›› A rundown of this month’s top headlines

Startup Weekend Columbia’s fourth annual Startup Weekend came to a close Oct. 5. The 54-hour event invited participants of any age to pitch a new business idea. Eighteen teams presented their business ideas, with first place going to Equipment Share with a cash prize of $2,000, second to Ombiance Yoga Mats with $1,000 and third to The Wandering Turtle with $500.

major

gift

1954 William Woods University alumna Janice Gartshore has left a gift of $2.7 million to the university to be used as scholarship money for business, law and music students.

244.55 meters Candace Sall, associate curator for the University of Missouri Museum of Anthropology, set a new archery world record at the National Flight Archery Championships. Flight archery measures the distance an arrow can fly as opposed to using targets. Sall shot her arrow 244.55 meters, crushing the previous world record of 207 meters.

Capital campaign Woodhaven, which assists mid-Missouri individuals with developmental disabilities, publicly launched its $1.9 million “Building on Our Strengths” capital campaign, aimed at raising funds for two new buildings, a health services building and a training building.

ranked No. 2

U.S. News & World Report ranks William Woods University second in the United States for least amount of graduate debt.

22 \\\ november 2014

Newly designed mri A new sandcastle-shaped MRI machine at MU Children’s Hospital aims to relieve some of the anxiety that comes with the procedure. The room’s design, complete with palm tree paintings, an ocean floor and beach chairs for parents, transforms the area into something much less intimidating.

“We have taken something that can be a daunting procedure for the kids, and it is now looked at as fun and exciting,” says Paula Rathz, a certified child life specialist at the hospital.

Children are also given special video goggles and headphones to block out the noise and mask the frighteningly confined space of the MRI machine.

What’s happening Ice Bucket Challenge Telephone and Internet service provider Socket made a donation totaling $600 to ALS research for its 25 employees who completed the Ice Bucket Challenge.

new Flag design The city of Columbia is offering both amateurs and professionals the chance to become a part of city history.

The Columbia flag design contest will accept proposals for a new city flag design, which will then be available for public vote, and the top three designs will be up for selection from City Council. Residents will be able to vote for the flag design for one month, starting Nov. 17, on the city website or in person at City Hall.

Record enrollment MU welcomed its largest student body in history this fall.

The university set all-time records for undergraduate enrollment, minority and international student enrollment and the highest-ability freshman class in the history of the university with an average ACT score of 25.9.

International collaboration MU, the government of the City of Rome, chancellor loftin the Capitoline Museums of Rome and Enel Green Power North have partnered to bring historic Italian artifacts to MU for analysis.

The partnership, which Chancellor R. Bowen Loftin calls “international collaboration at the highest levels,� will transport some of the more than 100,000 artifacts at the Capitoline Museums in Rome to the university for analysis by the Archaeometry Laboratory at the MU Research Reactor as well as by Ph.D. and undergraduate students in collaboration with the MU Museum of Art and Archaeology.

The artifacts, most of which have remained untouched since being discovered during citywide excavation projects in the 1870s, date back as far as the fifth to first centuries B.C.

$2.4 million A $2.4 million gift to the MU School of Medicine will be used to further cancer research at the MU School of Medicine and Ellis Fischel Cancer Center.

Ticketing startup EveryEventGives is a local online ticketing startup that will pair with nonprofits and event planners to donate 50 cents of ticket fees to charity.

The company, which recently completed its proof-ofconcept phase, moves into the seed-funding round, where it aims to raise $500,000. CBT columbiabusinesstimes.com /// 23

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A Closer Look

New Businesses in

Columbia

›› A quick look at emerging companies

1. Orange Leaf Frozen Yogurt Frozen-yogurt lovers now have another option in Columbia. Orange Leaf Frozen Yogurt, a self-serving frozen yogurt shop, officially opened its doors in August at 503 E. Nifong Blvd., Suite C. It offers 16 different flavors every day, including chocolate mint, green apple and kiwi, as well as a variety of topping options. If you’re craving a frozen treat, Orange Leaf is open Sunday through Thursday from 11 a.m. to 10:30 p.m. and Friday and Saturday from 11 a.m. to 11 p.m.

For more information, visit the franchise website or Facebook page at facebook.com/ OrangeLeafColumbia.

Contact: Lance McArter, 573-256-7723

2. Eagle Elite Cheerleading The goal of Eagle Elite Cheerleading is to instill “the value of commitment, hard work, integrity, leadership, self-confidence, positive attitude and a love for the sport” in its students, according to the business’s website. Located at 3605 S. Providence, Suite 7, Eagle Elite offers services for competitive and recreational cheerleading.

Youth between the ages of 3 and 21 can go to Eagle Elite to sharpen their pre-existing skills or learn new ones. The new business offers competitive cheerleading teams, which practice for about six hours each week and compete all over mid-Missouri, along with private lessons, school training, choreography and more.

Contact: Kelly and Joe Eagle, 573-397-6114

3. Paul Mitchell: The School

5. Jossette’s Snowie

The Cosmetology Concepts Institute at 1611 Burlington St. has become a Paul Mitchell cosmetology school franchise. Partners Eddie Davis and Greg Kellogg opened the franchise on Aug. 4. Davis, who owns a salon in Branson, Missouri, has been with Paul Mitchell for 25 years. Kellogg has been with the company for eight years and also owns three other cosmetology schools. Davis and Kellogg bought the Cosmetology Concepts Institute from its owners. The school has been remodeled, bought new equipment and switched the training programs to the Paul Mitchell curriculum. The new school will have cosmetology and esthetician training programs. Both programs are 11 months long and run Monday through Friday.

Contact: Eddie Davis, 573-449-7527

With the summer heat lasting into October, Jossette’s Snowie, which opened July 19, made the most of its first summer in business. The business has more than 17 flavors of snow cones as well as other snacks. Jossette’s Snowie, a mobile business, can come to you, and the business plans to allow booking for events such as birthday parties, picnics, private events and more. Although owner Donna Hill has big plans for a website and Twitter account for her new business venture, she’s currently accepting all booking and general inquires through email.

Contact: Donna Hill, jossettesnowie@gmail.com

4. Voyager Partners LLC Voyager Partners LLC is a consulting and coaching business located at 500 E. Walnut St., Suite 102 that opened in September.

The company offers a variety of services in business coaching, project and leadership development and strategic planning. Owner Brandon Painter and co-owner Philip Rawson say they take companies from where they are and work with them to get them where they want to be. Painter is currently working on their company website, which is scheduled to be fully running by late October or early November. For now, contact Painter for additional information or inquires.

Contact: Brandon Painter, 323-909-2332

2

6. Loop 70 Firearms Loop 70 Firearms, located inside of Tiger Pawn at 1209 Business Loop 70 E., officially opened in early September. Loop 70 is a full-service gun loan store, offering loans on firearms, gun transfers and guns for sale.

It specializes in gun transfers, for which an individual can order a firearm online and have it shipped to this business, which serves as a transfer agent. Then, after all the legal paperwork has been processed, the gun owner can take the gun home. Each transfer costs $25, which owner Danny Trim says might be “the cheapest gun transfer rate in Columbia.” Loop 70 is open Monday through Friday from 9 a.m. to 5:30 p.m. and Saturday from 9 a.m. to 3 p.m.

Contact: Danny Trim, 573-442-7100 CBT

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➜ Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com columbiabusinesstimes.com /// 25

Head online to columbiabusinesstimes.com to see a video recap of Columbia College’s Oct. 17 Madden Challenge.

Scott Dalrymple.

Photos by Anthony Jinson.

26 \\\ november 2014

Cool stuff

Business Update

›› Transformed, trending and up-to-the-minute

Going Viral

Columbia College’s new president, Scott Dalrymple, engages students with changes, innovation and an amped-up school culture.

By Sophia Conforti When Scott Dalrymple was a young professional, he purchased his first Nintendo. In October, the Columbia College president challenged students in a schoolwide “Madden Challenge” to celebrate his inauguration Oct. 17.

The “trash talk” video of Dalrymple promoting the Madden NFL 15 competition went viral with more than 34,000 views at the time of press. USA Today, Bleacher Report and Fox News, among other media outlets, have covered the event, with Fox reporting, “If students held an imaginary draft for the coolest college president…Dalrymple might be a first-round pick.”

But being cool was never a priority for Dalrymple.

“Inaugurations aren’t always attractive for students, so this gave them a fun way to get involved,” he says.

The challenge was the brainchild of Dalrymple, 46, who has two sons, ages 22 and 17, who enjoy video games. The event was capped at 48 student competitors, and the winner played against Dalrymple for free textbooks and pizza from Mama Rosa’s for one year.

At the time of press, a winner had yet to be announced, but Dalrymple was already looking forward to other ways to engage with students.

“Overall, these things lead to a fun culture at the college, one where we study hard and play hard,” he says.

Above average Dalrymple might not be your average educator, but that isn’t surprising. He didn’t always want to be one. Originally from upstate New York, Dalrymple wanted to be a writer. He went to State University of New York at Geneso and expected to be famous before graduating.

“When that didn’t happen, I thought, ‘OK, I’ll just go to graduate school; I need a little more time,’” he says.

After eight years working in marketing and finance jobs, he continued his education at the University of Buffalo, where he earned two master’s degrees and a separate doctorate in English.

Then he started his career in higher education.

Now, Columbia College’s new president is not only educating but also leading the university through changes and continued innovation to keep it moving forward.

Before being inaugurated as Columbia College’s 17th president, Dalrymple was dean of liberal arts at Excelsior College in Albany, New York. He also worked in other college settings such as Hartwick College in upstate New York and Southwestern College in Kansas in different roles, including as a tenured professor. Although he lived in Kansas while working at Southwestern College, it was really Columbia College that took Dalrymple out of New York and planted him back in the Midwest.

His background at Excelsior, an online nonprofit university, prepared him for Columbia College’s large online presence, and his time on a more traditional campus such as Hartwick gave him an understanding of an onsite campus experience, Dalrymple says. “The college kind of needed a president who could appreciate the traditional education we offer here, who could appreciate the adult education that we do very successfully as well, and I had experience in both of those areas, so I think we both thought it was a really good fit.”

And that fit is apparent. Since his inauguration, Dalrymple has wasted no time adapting to the Columbia College system and getting to know the people who matter to it most. With 35 locations across the country, Dalrymple has already set out to get a feel for each individual Columbia College campus. “I made the promise that we would visit all of them within my first year, and we’re doing that,” he says. “I love getting out and meeting our alums, students and

staff members and learning what their challenges are there.”

Pushing forward Although Dalrymple only took over as president May 1, he’s already making strides to strengthen the Columbia College school system. “We’re in the midst right now of a pretty robust strategic planning process that we’ll be working on over the academic year,” he says.

It’s in this strategic marketing process, in which faculty and governance work together, that Dalrymple is planning to enhance Columbia College and bring it to the next level. “We’ll see where that leads,” he says. “In the beginning I can’t predict where it’s going to end up because it’s a dialogue with a bunch of other smart people.”

He says: “When I was a professor, I was a Spanish and marketing professor; I really columbiabusinesstimes.com /// 27

enjoy that side of things. I try to think about things very strategically and make sure we’re making the right long-term moves. As a practical matter, I try to think about: How do we market ourselves, what’s the value we bring to potential students and how do we let them know that? The college has a history of being bold and creative, and that’s why it’s in such good shape. We want to continue in that vein.”

Dalrymple has already made structural changes to the university, including consolidating departments under one vice president to help benefit enrollment and marketing, he says. He and his team will also be reevaluating their marketing strategies, making sure “it’s as good as it can be” in their various markets to ensure the students and locals alike know of the school’s excellence.

But bettering Columbia College isn’t just about planning, Dalrymple says; it’s about acting in ways that continue to develop Columbia College as a leader in its class: a quality educational institution that’s both desirable to students and financially reasonable.

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“I’m very concerned about student debt loans,” Dalrymple says. “During the last 20 years, the real big story in higher education has been technology. I don’t believe technology will define the next 20 years; I think the headline for the next 20 years is how people pay for college because that’s where we have a crisis right now.”

With more frequent stories of looming student loans and the difficulty in the job market following graduation, Dalrymple aims to keep Columbia College as one of the most affordably priced private schools in the country, he says.

He also wants Columbia College to continue to be involved in the conversation on how to reasonably finance education. “We want to be involved in the solutions,” he says.

Keeping the momentum Besides Columbia College’s strengths, Dalrymple is tackling the school’s challenges head on. Like many other schools around the country that prize tradition, Columbia College faces decreasing enrollment numbers, he says. “In some cases, students are going to other venues,

or some students have chosen to go straight to online degrees,” he says.

Changing demographics in mid-Missouri also play an important role in enrollment numbers. “Many of us are seeing fewer freshmen coming in because there are fewer high school graduates right now,” he says.

In areas such as enrollment challenges, this is where the strategic marketing and planning Dalrymple started come into place. “We’re trying to show folks what it is we offer, and I think we’ll be up to it,” he says.

Despite its challenges, Columbia College is in what Dalrymple describes as “very, very good shape.” At a conference at Harvard University earlier this year, a number of other schools were interested in how Columbia has continued to thrive, Dalrymple says. “The reason we’ve been successful is that we’ve kept up with the trends of higher education. Disruptive innovation is exactly what’s been happening in higher education, and Columbia’s been out at front of it.”

And for Dalrymple, he just wants to help keep that success going. CBT

columbiabusinesstimes.com /// 29

Pat Quinn, owner of Massage Envy in Columbia obtained an SBA loan from The Bank of Missouri to remodel his current location for clients to experience a tranquil and relaxing Massage Envy Spa! An SBA loan from The Bank of Missouri is one of the best financing options for small and growing businesses. An SBA loan can help you finance an entire business, equipment and fixtures, business real estate and much more.

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Karin Bell Vice President, SBA Manager

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P.Y.S.K. Person You Should Know

Philip Naught

Benefits manager with Naught-Naught Agency

›› Job description: I help people navigate the ins and outs of today’s complex health insurance world by providing customers a resource for quality insurance products, compliance needs and a superior service team. ›› Years lived in Columbia: 18

Age:

36

›› Original hometown: Eldon, Missouri ›› Education: I graduated from the University of Missouri with a B.A. in psychology in 2000. In 2005 I earned the designation of Certified Insurance Counselor.

I continue to educate myself on the changing insurance landscape by attending seminars and webinars related to health care reform. ›› Community involvement: I currently serve on the Columbia Chamber of Commerce Advisory Board and am a representative for Partners in Education for Oakland Middle School. I also help out with the annual Boost BBQ in Jefferson City that raises funds to provide nutritional supplements to cancer patients. ›› Professional background: I got my insurance license right out of high school and became a full-time insurance agent after graduating from MU. Since then I have worked with employers and individuals on their health insurance needs. ›› A favorite recent project: With the passing of the Affordable Care Act, there has been a lot of information for employers and individuals to digest. For the past few years, I have been helping to make complying with the law less stressful. I am currently working on a project that should help streamline the health insurance enrollment process.

Photo by Sarah Redohl

›› Family: My wife, Autumn, and I recently celebrated our seventh wedding anniversary. We have our hands full with our 4-year-old daughter, Zoe, and our 3-year-old son, Oliver. columbiabusinesstimes.com /// 31

›› If I weren’t doing this for a living, I would: Be a travel agent. I enjoy doing the research and planning our family adventures. ›› A Columbia businessperson I admire and why: For sure there are many people in this town whom I admire, including Ruth Stone, who has been a mentor of mine since I began work in the Columbia office. That being said, my biggest admiration is for my father and how he has done so much to help the people in my hometown. I try to emulate what I have learned from him in a smalltown setting and put those lessons to work for others in Columbia. ›› Why I’m passionate about my job: Insurance is important! Sure, not many people love talking about it, but I’ve seen firsthand how it helps the people who have a good plan in place and, even worse, what happens when they don’t. ›› What people should know about this profession: It’s a great way to help others protect their families and businesses. If you think insurance is a commodity, then you have been dealing with the wrong agent. A good insurance agent gives you options while bringing new ideas to the table. ›› What I do for fun: Fun is spending time with my family. I love to walleye fish with my dad and brother in Canada, take surfing lessons with my beautiful wife and watch the Tigers win. When I need some downtime, I enjoy riding my bike on the Katy Trail. ›› Favorite place in Columbia: One of our family’s game-day traditions is to head to Shakespeare’s Pizza. The kids love the pizza dough to play with while we wait. ›› Accomplishment I’m most proud of: Outside of my family life, I am proud to be part of a fun-loving team that is dedicated to our customers and community. ›› Most people don’t know that I: Collect classic books on personal development and sales. Some of my favorites are nearly 100 years old. CBT 32 \\\ november 2014

columbiabusinesstimes.com /// 33

34 \\\ november 2014

For most people, the most dangerous part of the workday is the drive in. But for people who work in Missouri’s three most dangerous professions, continuous risk is just part of the job.

By Sarah Redohl Photos by Anthony Jinson

columbiabusinesstimes.com /// 35

Matt Enloe Transport Driver Midland Oil Co.

36 \\\ november 2014

DRIVERS

On an average summer day in 2014, a pickup truck stopped dead in front of Matt Enloe on I-35 in Kansas City to let a four-door sedan merge onto the highway. With 80,000 pounds riding behind him in his trailer, Enloe looked for somewhere to go on the crowded highway before making a quick maneuver to change lanes.

What was intended to be a polite act on behalf of the pickup truck nearly caused what would have likely been a fatal accident. But for Enloe, a transport driver for Midland Oil Co. out of Jefferson City, that’s just the most recent in a string of dangers he regularly encounters on the job.

He’s been driving for Midland for almost 16 years and driving in general for nearly 20. Enloe faces a series of daily challenges in the form of difficult road conditions and lack of awareness from the general public.

“The general public often sees a large gap between us and the car ahead of us, whether that’s on the interstate or in the city, and they think there’s enough room for them,” he says. “But that decreases our following distance.”

The one-one thousand, two-one thousand rule taught in driver’s education is much different for trucks the size of Enloe’s. He usually maintains three truck lengths between him and the car ahead — or four or five, depending on conditions including weather and speed.

The most dangerous spot, locally, for truck drivers is the downhill when heading north on the 70-63 interchange.

“With the stoplight and the hill, our time to stop can be pretty short,” he says. The best he can do to mitigate risk is try to predict what cars around him might do and be preventive. With blind spots on both sides of and directly behind his truck, keeping track of all the surrounding cars is not always easy.

What would really help keep drivers such as Enloe safe in Missouri is simple: “We’re bigger and slower, and we need more space.”

Drivers stats

• No. 1 most dangerous job in Missouri • No. 8 most dangerous nationwide • 22.1 deaths per 100,000 nationwide • 19.2 deaths per 100,000 in Missouri • 3.6 percent of all trade, transportation and utility workers in Missouri were injured on the job in 2012, compared to 3.9 percent nationwide.

• Injury rates per 100 full-time workers in the trade, transportation and utility industry fell from 4.1 percent in 2011 to 3.6 percent in 2012.

• More than half of all on-the-job fatalities in Missouri were transportation incidents.

• 43.4 percent of all on-the-job fatalities in Missouri occurred on streets and highways.

• 23 drivers died on the job in Missouri in 2012.

Logging

With more than 30 years in the nation’s most dangerous jobs, it’s no surprise that Warren Gerlt of Fayette was nominated as 2014 Logger of the Year based on the quality of his work and commitment to safety procedures.

Although, he has had some close calls while harvesting white and red oak, walnut and pallet-type trees in mid-Missouri. In one instance, he hadn’t paid attention to the vines hanging from a big tree he was harvesting, and the vines pulled down another tree within arm’s reach.

Another more complicated instance Gerlt can sum up in one sentence: “Never trust a hanging tree.”

When Gerlt fells a tree, he uses an openface notch. “That eliminates a lot of the safety hazards and allows you to drop that tree right where you want it,” he says. It’s one of the many standards of safety he learned through a Professional Timber Harvester class, required for all foresters.

Gerlt completed his in 1999, and his son and another of his employees just completed their PTH training in October.

He says a top priority is knowing your saw.

“At 1200 rpm, you have to follow safety procedures,” he says. Another important element is to eliminate spring poles, or small trees that might be unpredictably brought down by the larger tree you’re harvesting.

“The biggest thing is being aware of your surroundings.”

Missouri forests

• Average board foot volume per acre has increased 70 percent since 1989 • Number of acres of trees 100 years old or older has doubled since 1989 • Two-thirds of public timberland is fully or overstocked • Half of private timberland is fully or overstocked Source: Missouri Forest Products Association

Missouri wood processors

• 382 sawmills • 24 “other” (in-woods chipping, chip mills, etc.)

• 14 log brokers • 9 post mills • 5 cooperage mills • 4 charcoal plants • 1000+ secondary processors (pallet mills, flooring producers, etc.)

Source: Missouri Department of Conservation 2009 TPO Survey

Forest residue usage

• 32 percent used to produce charcoal • 58 percent used to produce livestock bedding, mulch and fuel • 10 percent unused • Total: 1,894,000 tons Source: Missouri Department of Conservation 2009 TPO Survey

Logging stats

• No. 2 most dangerous job in Missouri (categorized with agriculture, forestry and hunting) • No. 1 most dangerous nationwide • 127.8 deaths per 100,000 nationwide • 13.7 deaths per 100,000 in Missouri (categorized with agriculture, forestry and hunting) • 4.4 percent of all natural resource workers and miners in Missouri were injured on the job in 2012, compared to 3.8 percent nationwide.

• Injury rates per 100 full-time workers in the natural resources and mining industries climbed from 3.2 percent in 2011 to 4.3 percent in 2012.

• Nearly 10 percent of fatal on-the-job industries were due to contact with objects and equipment.

• 3 logging workers died on the job in Missouri in 2012.

Fast facts: forest products industries

• Contribute $7.3 billion annually to Missouri’s economy • Support 41,200 jobs • Support a payroll of $1.9 billion • Generate $610 million in total taxes • Generate $77 million in state sales tax • Generate $5.10 of economic activity for each $1 of timber sold • Sawmills in Missouri operate at 65 percent of capacity Source: Missouri Forest Products Association

columbiabusinesstimes.com /// 37

Kirk Wilmsmeyer Farmer

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AGRICULTURE

“Watch and learn.”

That’s farmer Kirk Wilmsmeyer’s advice to stay safe on the job.

Wilmsmeyer learned by watching his father, and those are lessons he hopes to one day teach his two young sons.

“To me, the riskiest part of what we do is either working with cattle or operating heavy machinery,” he says.

“Just having experience around cattle is the best way to stay safe,” he says.

“You’ll know their tendencies. … You’ll get a sense of what they might do.”

Besides watching from the sidelines, Wilmsmeyer thinks it’s best to start with the easy tasks.

Technology has made the farming industry much safer (and more efficient, but that’s a conversation for another day). For example, a combine won’t continue running without someone in the driver’s seat.

“There are a lot of old farmers missing a finger or two because they tried to fix their tractor while it was running,” he says.

His closest calls have been working with cattle and getting a tractor too close to a ditch, where it might roll — and one instance when he almost lost a finger in a baler — but he’s never thought of farming as a very risky job.

“Honestly, it gets safer year after year,” he says. “It gets harder and harder to get hurt on the job.”

Agriculture stats

• No. 2 most dangerous job in Missouri • No. 9 most dangerous nationwide • 21.3 deaths per 100,000 nationwide • 13.7 deaths per 100,000 in Missouri • 4.4 percent of all natural resource workers in Missouri were injured on the job in 2012, compared to 3.8 percent nationwide.

• Injury rates per 100 full-time workers in the natural resources industries climbed from 3.2 percent in 2011 to 4.3 percent in 2012.

• 9.6 percent of all on-the-job fatalities in Missouri occurred on farms.

• 7 agriculture managers died on the job in Missouri in 2012.

Fishing

Commercial fishing in Missouri is allowed on the Missouri River, Mississippi River and parts of the St. Francis that border Arkansas. In fiscal year 2014, which began in July, more than 160 commercial fishing permits have been granted statewide, according to Joe McMullen with the Missouri Department of Conservation. That number, which McMullen expects to be similar to previous years, will continue to grow through June of 2015. Additionally, there are three active commercial permits for the harvest of caviar in Missouri.

The number of permits, McMullen says, tends to grow proportionally to market prices.

Regulations might also be a factor in the number of permits. For rivers that border other states, if a fisher finds it advantageous to get a permit from the bordering state, he or she can do so.

Weather, however, has a greater impact on the overall harvest rather than the number of permits granted.

“For example, in a flood year, that would certainly impact [the amount] because it’s keeping them off the river,” McMullen says.

Commercial permits are granted to individuals, though they may have an assistant who only requires a regular fishing permit.

“For example, if you had a fish market, you could reach out to three or four [commercial fishers] to keep your market stocked, but each of those individuals would need a separate license,” McMullen says.

Missouri’s top fish* 1. Buffalo fish: 85,000 pounds 2. Blue catfish: 67,000 pounds 3. Flathead catfish: 37,400 pounds

Commercial fishing permits, by fiscal year* 2010: 318 2011: 216 2012: 246 2013: 266 2014: 161 (will continue to increase until June 30, 2015)

Commercial fishing permits, by county* Audrain: 4 Callaway: 3 Cooper: 0 Moniteau: 2

Boone: 4 Cole: 6 Howard: 0 Randolph: 0

Getting fishy*

• 266,378 pounds of fish were caught by commercial fishers in Missouri.

• About 170,000 pounds from the Mississippi River • About 93,000 pounds from the Missouri River • About 3,600 pounds from the St. Francis River

* Source: Joe McMullen, Missouri Department of Conservation

Fishing stats

• No. 2 most dangerous job in Missouri (categorized with agriculture, forestry and hunting) • No. 2 most dangerous nationwide • 117 deaths per 100,000 nationwide • 13.7 deaths per 100,000 in Missouri (categorized with agriculture, forestry and hunting) • 4.4 percent of all natural resource workers in Missouri were injured on the job in 2012, compared to 3.8 percent nationwide.

• Injury rates per 100 full-time workers in the natural resources industries climbed from 3.2 percent in 2011 to 4.3 percent in 2012.

• 1.2 percent of all on-the-job fatalities in Missouri occurred in places of recreation or sport.

• 7 agriculture managers died on the job in Missouri in 2012; however, none were specified to have been commercial fishers.

columbiabusinesstimes.com /// 39

Connie Leipard Co-owner Quality Drywall Construction

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CONSTRUCTION

Like most small-business owners, Connie Leipard wears a lot of hats. As co-owner of Quality Drywall Construction with her husband, Mike, she does the accounting and payroll as well as supervises project managers.

She’s also the company’s safety director.

Construction is the third most dangerous industry in Missouri, and it’s her job to make sure everyone gets the training they need to stay safe on the job.

Quality Drywall Construction has 35 employees and is often working on five to seven projects at any given time.

A few years ago, her company began monthly safety meetings to discuss onsite safety procedures and general health issues, including some of the musculoskeletal issues that often plague drywallers.

They also train on general safety issues, such as cleanup procedures, how to handle allergic reactions to supplies and handling the heat of summer.

Initially, it was difficult to change industry veterans with 20-plus years of bad habits, but the consistent training has paid off. The company has had no major accidents on the job, though they have been at sites where someone from another subcontracting team has been severely injured or even lost their lives.

Although some general contractors have daily “toolbox talks,” as Leipard calls them, to talk about the day’s workflow and safety issues, if that isn’t the case, it’s up to Leipard’s foreman.

“You have to watch what everyone else on the jobsite is doing, not just your guys,” Leipard says.

For example, if one of the drywallers is on stilts, as they often are, and another team hasn’t cleaned up its area, they might step on something and fall. Each site is different, though, and safety procedures will usually be outlined in the contract.

“Some companies are more tuned in to safety than others, but I think it’s becoming more common for everyone to be on board in making sure safety is a top priority,” she says.

Construction stats

• No. 3 most dangerous job in Missouri • No. 10 most dangerous nationwide • 17.4 deaths per 100,000 nationwide • 6.7 deaths per 100,000 in Missouri • 4.2 percent of all natural resource workers in Missouri were injured on the job in 2012, compared to 3.7 percent nationwide.

• Injury rates per 100 full-time workers in the construction industry climbed from 3 percent in 2011 to 4.2 percent in 2012.

• 3 first-line supervisors of construction trades died on the job in Missouri in 2012, in addition to 3 maintenance and repair workers.

Flying

It turns out being a pilot is as complicated as it sounds. According to Randy Clark with Central Missouri Aviation, there are many categories of pilots: recreational pilots, private pilots, commercial pilots, corporate pilots, airline pilots and more.

Clark says some categories are riskier than others, such as aerial applicators (crop dusters). Although there aren’t many around here, Clark says, they are “plentiful down in the Missouri Bootheel.”

Another area of flight that Clark says bears risk is Life Flight, or air ambulance, helicopters.

Although Boone Hospital accepts helicopter transfers, it doesn’t own a helicopter or employ pilots, according to Ben Cornelius, the hospital’s manager of marketing and communications. University of Missouri Health Care also doesn’t own its own helicopters or employ its own pilots. Rather, it provides medical staff and direction for the Staff for Life Helicopter Service, which utilizes three helicopters, at Osage Beach, LaMonte and University Hospital, according to Jeff Hoelscher with MU Health Care.

Flight engineers, also categorized with pilots by the BLS, are “becoming a thing of the past,” according to Clark. “The days of flight engineers — part of a three-man crew in the cockpit — with the airlines are history.” Since 2004, the total number of flight engineers in the U.S. has decreased by nearly a quarter.

Above all, Clark reiterates, the key to aviation is safety, “through training, flight currency, awareness of weather and potential hazards to flight and not exceeding your personal or professional capability.”

National nonpilot employment* Mechanic: 338,844 Repair personnel: 39,952 Parachute rigger: 8,491 Ground instructor: 72,493 Dispatcher: 22,401 Flight navigator: 126 Flight attendant: 179,531 Flight engineer: 45,317 Total: 707,155

Pilots by state* Arkansas: 5,048 Iowa: 5,279 Kentucky: 5,827 Oklahoma: 7,889

Illinois: 16,887 Kansas: 6,934 Missouri: 9,087 Tennessee: 11,660

Makeup of Missouri’s pilots*

Students: 1,732 Private: 3,295 Airline transport: 2,204 Commercial: 1,733 Flight instructor:1,610 Miscellaneous: 123 Total: 9,087

* Source: Federal Aviation Administration, U.S. Civil Airmen Statistics 2013

Missouri flight accidents and incidents since 1980

2011: Mosby

Crash following loss of engine power 2007: St. Louis

In-flight left-engine fire 2006: Sullivan

Crash of Skydive Quantum Leap de Havilland 2004: Jefferson City

Crash of Pinnacle Airlines Flight 3701 2004: Kirksville

Collision with trees and crash short

of runway, Corporate Airlines Flight 5966 2000: Hillsboro

Cessna 335 1995: Kansas City

Uncontrolled collision with terrain 1994: Bridgeton

Uncontrolled collision with terrain 1989: Kansas City

USAIR Flight 105 1987: Kansas City

Aviation accident 1987: Independence

Midair collision 1982: Mountain View

Cessna 551 citation II Source: Federal Aviation Administration, Accident & Incident Data

Flying stats

• No. 1 most dangerous job in Missouri (categorized as transportation and utilities) • No. 3 most dangerous nationwide • 53.4 deaths per 100,000 nationwide • 19.2 deaths per 100,000 in Missouri (categorized as transportation and utilities) • 3.6 percent of all trade, transportation and utility workers in Missouri were injured on the job in 2012, compared to 3.9 percent nationwide. CBT

columbiabusinesstimes.com /// 41

citizen v. city Suing municipalities is nothing new, but how these lawsuits are handled is often a mystery. Here’s what happens behind the scenes in Boone County and the City of Columbia.

By Molly Wright

thinkstock.com

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March of 2014, Ryan Ferguson filed a $100 million lawsuit against 13 defendants, including the City of Columbia and Boone County. Ferguson served almost 10 years for the murder of Columbia Daily Tribune sports editor Kent Heitholt before being acquitted and released in November of 2013. Although the city and county were dismissed from the Ferguson lawsuit in September of this year, suing municipalities is nothing new. But how these lawsuits are handled is often a mystery, leaving many to wonder what happens behind the scenes. Who are the lawyers involved? How are settlements financed? How does this process differ between the city and county?

For both the City of Columbia and Boone County, the litigation process begins when they receive a service of process, which is the physical copy of the lawsuit that has been filed.

According to Nancy Thompson, city counselor for Columbia since 2013, everyone named as a defendant in the case gets served.

“When the city is the defendant, the city manager, city clerk, mayor or city counselor are most often the individuals designated by the plaintiff to receive service of process,” she says.

From there, Thompson says all civil lawsuits filed against the city are divided into those seeking damages, which go through risk management, and all others, which are handled directly by the city’s law department by either internal or external counsel. Thompson, who has been practicing in the field of public sector law for 27 years, says the decision on whether to utilize internal or external counsel is dependent upon several factors, including the level of specialized expertise in subject matter, existing time commitments on internal legal staff, the court in which the matter is being heard, conflicts of interest and so on.

“We all have to work really well together since cases may overlap,” Thompson says, adding there are 11 internal city lawyers, of which eight are full time.

columbiabusinesstimes.com /// 43

Dykhouse, county counselor for Boone County for the past six years, says though similarities exist in the way the city and county legal divisions operate, the two entities are simply set up differently.

“The county counselor’s office has its basis in statute [a written law passed by the legislative body],” Dykhouse says. For this reason the county is represented by two internal lawyers, the county counselor and assistant county counselor. As county counselor, Dykhouse says he is the lawyer of first resort in many cases, but when it’s not appropriate for him to serve in this role, like the city, the county hires external counsel.

“For instance, if I don’t have the resources or because there are potential conflicts of interest,” he says.

“If we can be proactive and avoid litigation, then that’s my primary goal.

And then if litigation is filed against the city, we shift focus and begin to manage the internal and external resources the best we can.” — Nancy Thompson, Columbia city counselor

The cost of litigation Both entities rely on insurance policies to cover litigation costs, though they each take a different approach.

“When people sue for damages, it comes through risk management, and payments are processed through our self-insurance fund,” says Sarah Perry, risk manager for the City of Columbia. Fees collected from all the city departments fund the self-insurance fund. “The amount funded is

based on an annual actuarial study and is based on the city’s claims history and also on amounts the actuarial folks potentially believe could be needed in the future.”

Presented with different funding options at different security levels, the city finance department chooses what level it will fund to. In the same way a homeowner pays an insurance deductible, the city pays the first $500,000 from the self-insured reserve on every liability claim, whether it is litigated or not. Additionally, the city purchases public liability insurance with limits of $3 million per occurrence. “All expenses, whether they are the attorney’s fees, court expenses and the payout, if the payout happens, come out of the selfinsurance fund or our excess insurance carrier,” Perry says.

Boone County also purchases insurance to cover lawsuits.

“What the taxpayer pays is a premium to a risk pool of public entities created by Missouri statute called the Missouri Public Entity Risk Management Fund, or MOPERM,” Dykhouse says.

Claims in the nature of property issues, the operation of motor vehicles or workers’ compensation are originally handled through the county HR risk management department. Then they are forwarded to the appropriate insurance carrier, and the insurance company tenders the defense and pays any claim. According to Dykhouse, county deductibles are typically $5,000.

“The thing about county government is that we have no or very little control over the revenue streams which support our operations, which are sales taxes and property taxes,” Dykhouse says, stressing that sales taxes support the vast majority of county government operations. “So we can’t just raise the rates if something bad happens. In order to manage that risk, we’ve liquidated that

risk in the form of an insurance premium, and we buy insurance to manage known risks,” he says.

Seeking outside counsel When it comes to hiring outside counsel, both Dykhouse and Thompson say they prefer attorneys or law firms that have either worked on city or county cases before or have represented other municipalities and have an understanding of the process. Rates for outside counsel vary widely depending on the location of the lawyer and/or firm and their area of expertise. For the city, any case involving electric utility regulations is a prime example.

“Spiegel and McDiarmid out of Washington, D.C. are highly specialized and are experts in what they do and how they do it,” Thompson says of the firm that charges $435 an hour.

Whereas, when it comes to environmental issues, the city often relies on regionally based counsel.

“David Shorr at Lathrop and Gage, located in Jefferson City, handles our DNR and EPA compliance issues since he is an expert in sanitary sewer and stormwater matters,” she says.

Lathrop and Gage charge $320 an hour with lower rates for paralegals in the range of $100 to $125 per hour.

Intertwined and streamlined Thompson and Dykhouse both agree the court system is more streamlined today than ever before, but even with advanced technology, there is no onesize-fits-all progression of a lawsuit.

“The time frame is really dependent upon the type of case and sometimes the complexity of the case,” Thompson says. “For instance, the more defendants you have, the more coordination there is, the more time it’s going to take.”

It typically takes more than a year to bring a lawsuit to conclusion. Even then, distinguishing a win from a loss is often a gray area. “We don’t neces-

Some Notable City and County Cases

2014

Lamar Advertising Co. v. City of Columbia.

The billboard giant is claiming it was denied permits to erect new billboards at several locations within the city, in violation of a 1998 settlement agreement between the city and two other outdoor advertisers.

1992

Columbia Tower Inc. v. Boone County.

Columbia Tower appealed a judgment of the trial court affirming the denial of the appellants’ application for a conditional-use permit to erect a 620-foot communication tower in southern Boone County. A public hearing was held before the Boone County Commission, and the appellants’ application was denied. Upon appeal to the Boone County Circuit Court, the commission’s decision was affirmed.

1981

States Distributing Co. v. City of Columbia.

This case attacked the validity of an ordinance the City of Columbia adopted by initiative of the voters in 1977, which established a refund value of 5 cents each upon certain beverage containers sold within the city. The ordinance was upheld by the court and remained in place until repealed by the voters in 2002.

1982

Hyde v. City of Columbia.

The name and address of a crime victim was released and published in the newspapers while the suspect was still at large. Before apprehended, the suspect harassed and terrorized the victim. The victim brought suit against the city, the Columbia Daily Tribune and Columbia Missourian.

Findings established a judicial exception to open records under the Sunshine Law in the State of Missouri.

1987

Professional Houndsmen of Missouri Inc. v. Boone County.

Professional Houndsmen of Missouri Inc. challenged the validity of an animal control ordinance and the authority of Boone County to adopt it. The trial court found in favor of Boone County.

1987

City of Columbia v. Baurichter.

The city utilized the power of condemnation to acquire the abandoned railroad rightof-way in connection with the acquisition of property for construction of the MKT. This case established the rights of ownership interest and abutting landowners to compensation as a result of condemnation, which in turn cleared the path for future acquisition via voluntary conveyances by adjoining property owners.

sarily consider a plaintiff’s verdict as a win or a loss,” Thompson says. “For instance, if you have someone who is making a demand of $300,000, and you are able to either settle it, or you get a defendant’s verdict for $10,000, then we consider that to be a win, even though in the win/loss column, it’s still going to be a plaintiff’s verdict.”

Dykhouse says he feels the county’s unique collaborative intellectual approach to solving problems is why they are rarely named as defendants.

“We try to bring stakeholders to the table to talk it out and work through it to come up with solutions,” he says.

He cites the county’s Chapter 100 tax abatement program as an example.

“The thing about county government is that we have no or very little control over the revenue streams which support our operations, which are sales taxes and property taxes.”

— CJ Dykhouse, county counselor for Boone County “Because tax abatements with the goal of economic development impacts essential revenue streams of our sister taxing authorities, we bring all the sisters to the table and talk it through,” says Dykhouse, who, as a civil litigator and a transaction attorney, believes his primary mission is to solve problems.

“We wait until we have an agreement that the impacted entities will support before we will embark upon an economic development journey.”

Thompson agrees: “If we can be proactive and avoid litigation, then that’s my primary goal. And then if litigation is filed against the city, we shift focus and begin to manage the internal and external resources the best we can. If we have the ability to handle the litigation internally, it may be the most cost effective. If not, then we are going to find the expertise that can get us there.” CBT columbiabusinesstimes.com /// 45

thinkstock.com

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The food-inspection process at area eating establishments sometimes yields surprises.

By Debbie Cutler

columbiabusinesstimes.com /// 47

It’s not every day you go to work wearing a bulletproof vest and a hairnet, but for Kala Wekenborg-Tomka, who works with the Columbia/Boone County Public Health and Human Services Department, it’s just one more thing she did to get the job done. The environmental public health supervisor, then an environmental public health specialist, found herself potentially in harm’s way while doing a restaurant inspection at one particularly unsavory business several years ago.

Peppers Nightclub, which was located on North Highway 763 and shuttered in 2011, was a hotspot for criminal activities, including shootings, stabbings, drug dealing and prostitution, says Boone County Sherriff Department Detective Tom O’Sullivan. “It wasn’t our primary concern whether or not they were complying with health code ordinances,” he says. “We were looking at their criminal activity — serious criminal activity.”

But according to state, city and county ordinances, because it was a food establishment, it had to be inspected. And because it was a medium-risk establishment — meaning, for example, it cooks and serves food but holds it for less than four hours — it had to be inspected without notice twice annually.

Wekenborg-Tomka did it with deputies in tow, with a Kevlar on for protection. “That’s the craziest inspection I’ve ever been on,” she says. “Honestly.”

Another time she walked into a different restaurant kitchen to see several box turtles crawling across the dish area. She ordered the creatures be removed from the premises. At another, there was a severe roach problem.

“The operators didn’t speak wonderful English,” she says. “And when we asked about their pest control record, the operators told us the roaches were on vacation, and they’d be back next week.”

Sometimes, at temporary food events, Wekenborg-Tomka comes across food she isn’t familiar with. “You see some crazy stuff that people cook,” she says. “You can’t really identify it, and you don’t really know what it is. They can’t tell you where it came from, and so it needs to go.”

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Backed by science

Write-ups for safety

To be an environmental public health specialist in Columbia/Boone County, one needs, at minimum, a bachelor’s degree in science, with at least 30 hours in the biological sciences. WekenborgTomka, who has been with the department since 2001, has a degree in animal science. She also has a master’s in health administration.

“There is a lot of microbiology that you do need to apply,” she says.

The eight people on staff routinely monitor 800-plus food establishments, which include everything from day care facilities, to gas stations selling sandwiches, to chains such as Burger King, to full sit-down restaurants. They’re broken into three categories: low, medium and high priority. Low priority is a place such as a convenience store that doesn’t make sandwiches on the premises but rather cold-holds them.

Medium-priority eateries are establishments such as sandwich shops that make soups but toss them at the end of the day instead of reheating them for further consumption. High-priority establishments have more complex steps and are usually sit-down restaurants.

Citations are broken into two categories: critical and noncritical. Critical citations include things such as no soap in hand sink, employee drinks without lids, unlabeled spray bottles, unclean food contact surfaces, temperature violations, soiled ice scoops, improper hand washing, weak sanitizer, cracked spatula and soiled pans. Noncritical items include the likes of nats present, Red Bull cans in the drink ice, unshielded lighting in kitchen, wiping cloth not stored in sanitizer, soiled microwave handle, sugar bucket not 6 inches off the floor and food not in food-grade bags.

For critical items, corrections have to be made in three days, though sometimes they are corrected at the time of inspection. Noncritical items are addressed at the next inspection.

“We have temporarily closed establishments due to violations,” Wekenborg-Tomka says. “For example, if there’s no water, you can’t operate. That’s a pretty serious health hazard.”

Usually, business closures are based on formula. For a high-priority business to be temporarily closed, it has to have 10 critical violations, 20 noncritical violations or a combination of 25 violations. For a medium-priority business to be closed, it’s eight critical, 16 noncritical or a combination of 20 total. For a low, it’s six critical, 12 noncritical or a combination of 15 total.

To operate a business, you also have to have a food handler’s card. To get it, the owner attends a one-hour class. The class is offered four times a month: two day and two evening offerings.

The card is good for three years.

Language barriers can sometimes be a problem, Wekenborg-Tomka says, both in the classroom and inspection setting.

“We continue to try to improve our services to be able to serve all our customers,” she says.

For example, the department now offers training, both audio and visual, in English, Spanish, Korean, Mandarin, Vietnamese, Tagalog and American Sign Language.

Inspection times vary from a half hour for a lowpriority establishment to an hour or more for medium- to high-priority businesses.

Low-priority establishments are inspected twice a year. Medium and high are inspected three times a year minimum in Columbia; mediumpriority establishments in Boone County are inspected two times minimum. Inspection times vary from a half hour for a low-priority establishment to an hour or more for medium- to high-priority businesses.

“What do we look for?” Wekenborg-Tomka asks.

“Our inspection is based off of science, based off of code. We use the 2009 [Food and Drug Administration] model food code for our foundation, basically, to conduct these inspections. The FDA establishes the code based on science in conjunction with the regulatory industry and also academia, so it’s really highly science driven.”

She says it’s not her goal to give as many citations as possible. Rather, she aims to identify risk factors that lead to foodborne illness and educate operators to ensure unsafe practices are changed to eliminate risk factors.

Funding for that and other projects, such as having the ability to do food-safety inspections on an iPad, is provided through a five-year FDA grant that gives $70,000 a year for five years.

They are in year three of the grant.

Careful, pal.

Papercuts are no joke.

We take safety seriously. Paying attention to little details can cut work comp costs in a big way.

Let the Safety Fanatics at Missouri Employers Mutual help you protect your employees and your bottom line.

SafetyFanatics.com Š 2013 Missouri Employers Mutual Insurance. All rights reserved.

columbiabusinesstimes.com /// 49

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“We’re excited to be able to allow folks to come in and listen to a presentation in their native language as well as possibly read it and then take an exam in audio and visual format as well,” WekenborgTomka says.

At Chris McD’s on Forum Boulevard, owner Chris McDonnell welcomes the inspection process. “I think it’s a must,” he says. “We try to get a zero every time, and it’s very hard.”

He says their inspector usually comes during the busy mealtime versus prep time. Inspections come every three months, and he is now due for another.

“It’s an ongoing process,” he says. “It’s every day. Every day you’re checking temps. You’re watching handling. You cannot have a problem; it’s just not optional.

I think the public needs to feel safe when they go to a restaurant, know someone is watching.” CBT

Checklist

State Farm Fire and Casualty Company, State Farm General Insurance Company, Bloomington, IL

0907507.1

20/40 20 40 T WENT Y UNDER FO RT Y presented by

SAVE THE DATE WHen: January 22, 2015

Where:

Here’s a sampling of items used to identify the FDA-identified risk factors that can cause foodborne illnesses. The Columbia/Boone County Public Health and Human Services Department uses this during inspections but does not have a checklist that captures all that the food code contains. It’s too extensive.

• Proper cooking time and temperature • Proper reheating for hot-holding • Proper cooling • Parasite destruction • Proper hot-holding temperatures • Proper cold-holding temperatures • Date marketing and disposition • Pasteurized foods used/prohibited foods not offered • Consumer advisory for raw or undercooked foods • Toxic substances properly identified, stored and used • Food from approved sources • Food segregated, separated/ protected • Food contact surfaces cleaned and sanitized frequently • Discarding/conditioning unsafe food • No bare-hand contact with readyto-eat foods

Kimball Ballroom, Stephens College

➤ Want to know the score of your favorite eatery? Visit gocolumbiamo.com/ webapps/cfforms/health/health_inspections.cfm 50 \\\ november 2014

columbiabusinesstimes.com /// 51

52 \\\ november 2014

Estate planning

is no one’s favorite topic to discuss around the dinner table, or any table for that matter. So much so that, according to Greg Jones of The Trust Co., 60 to 70 percent of Americans die without any sort of estate planning documents to direct the distribution of their assets after death. While it is important that any individual makes sure that their assets are secured and their beneficiaries are taken care of before they kick the proverbial bucket, it is especially important that business owners, who have partners and employees depending on them, make plans for the future of their business.

The basics

More than half of Americans die without any documents willing down their property, but for the business owner, it’s especially important.

Here’s how a strong estate plan can save your family and business associates months, if not years, of headaches deciding what to do with your hard-earned money.

By Torie Ross

Herb Willbrand, of Brown, Willbrand, Simon, Powell and Lewis, P.C, has been practicing law in Missouri since 1959. In those years he has seen several changes in estate planning trends. “We never really used a trust for all practical purposes until 1970, everyone used wills, and trusts didn’t become popular until 1980. But now, about 85 percent of the estate work I do utilizes a trust, not a will.” The general public’s reservation with using a will for estate planning seems to lie in the probate process, where a judge signs off on the provisions of the will, because to do that the estate is required to pay court fees, and the process can take at least six months, sometimes longer.

In recent years trusts, or more specifically revocable trusts, have become a popular way for individuals to manage their assets. “People will create a trust because it becomes a separate entity other than yourself, so if I create the Gregory Jones trust, I transfer all my property to the trust while I am alive, and the trust becomes the owner,” explains Jones. Revocable trusts have become common in this type of estate planning because there is a virtually unlimited amount of provisions an individual can add and change to the trust while alive, meaning your 14-year old daughter won’t suddenly be left with infinite funds for Justin Bieber concerts.

While Willbrand says the idea of retitling property out of an individual’s name in to the name of the trust can sometimes be off putting to clients, he is generally able to assure them that the retitling of entities is not as overbearing of a process as it may seem. “A trust is really about being able to control your assets from the grave, where as with a will, those assets get paid out to beneficiaries immediately and there is no more control over it,” Polly Reynolds, Vice-President of The Trust Company, says, explaining the essential difference between a will and a trust. columbiabusinesstimes.com /// 53

When individuals first go in to business together, it’s likely that they aren’t necessarily thinking about what will happen to that business if they become disabled or die, but Jones, Reynolds and Willbrand say that’s exactly what they should be thinking. Willbrand says the first thing he does for his clients is to make sure that the business is titled as a legal entity, as opposed to being owned by an individual, either in the form of a limited liability company, a corporation or a limited partnership.

Part of this process of incorporation is setting up a buy/sell agreement and an operating agreement. Unlike an operating agreement, law does not require a buy/sell agreement; however, Reynolds says they are essential in securing the future of the business in case of death or disability. She explains that, “buy/sell agreements are between partners or owners of a company, so if one partner dies it would give the remaining partner, or partners, the opportunity to buy out the deceased’s share of the business.” An essential part of this buy/sell agreement is keyman, or keyperson, life insurance, insurance that is taken out on members of the business who are essential to its operation, usually owners or majority shareholders. This insurance makes it possible for remaining partners to buy out the shares of the business from the deceased even if they don’t have the capital to do so on their own.

Finally, as individuals, business partners can title their shares of their freshly incorporated business under the title of their trusts. “A revocable trust provides all the provisions for where money is going to go in the case of death and it also provides for what will happen to the shares of the business listed under the trust,” says Willbrand.

From Beyond the Grave Even if you’ve owned your business for 15 years and have never considered a course of action in the case of an untimely death within the business, it’s not too late to make sure those assets are secured. First, update the terms of the operating agreement and draft a buy/sell agreement, if you don’t already have one, to include any new business partners, shareholders or properties owned by the company. Double check that there are no restrictions in the operating agreement prohibiting you from transferring your shares of the company in to the name of your trust. If there are restrictions, get approval from your business partners so you can transfer the title of your shares.

Second, choose a reliable trustee. “Being very careful about who you choose as your succes54 \\\ november 2014

Photo by Ben Meldrum

Getting down to business

Polly Reynolds (left) and Greg Jones

sor trustee, the person who manages your trust after you are no longer able to, that’s a really important decision,” says Jones. With trusts that include a lot of business assets in particular, it is very common to hire a corporate trustee.

“A lot of times we recommend using a corporate trustee because we’re neutral people. Siblings, family members and business partners can get mad at us all day long, but at the end of the day, we’ll go away and the nucleus of the family will still be together,” Reynolds says about the benefits of a corporate trustee. Furthermore, a corporate trustee has the ability to hire a temporary consultant to manage assets that the trustee may not be knowledgeable about, such as the operations of a very specific type of company. No matter whom you choose as your trustee, both Reynolds and Jones emphasize the importance of taking time with the decision and not just naming the first relative that comes to mind.

Finally, you should ensure that all business assets are actually listed in the name of the trust. “When you first go to see your attorney,

if you have a trust, double check that the certificates or documents that you have on the ownership of your business are titled under the name of the trust and not the owner’s name as an individual,” Reynolds says, adding that there always needs to be underlying documentation, either through an operating agreement or some other official document, that proves that business assets are included in the terms of the trust.

While it’s never fun devoting so much time and effort in to what will happen after you die, a strong estate plan can save your family and business associates months, if not years, of headaches deciding what to do with your hard earned money. Taking the time to get your affairs in order can be the turning point in setting up your family and your business for success in the future. Talking to an attorney, making a plan and revising that plan through life’s twists and turns will ensure you a carefree passage in to the great beyond, or will at least ensure that your conniving son-in-law doesn’t inherit all your property. CBT

columbiabusinesstimes.com /// 55

56 \\\ november 2014

Bobby Who is

Campbell?

Bobby Campbell wasn’t groomed to be a CEO, but his two cutting-edge advertising companies are among the fastest growing in the nation.

By Stephanie Detillier | photos by Anthony Jinson Running two of the nation’s fastest-growing companies, Bobby Campbell rarely looks back at how far he’s come since opening his first startup out of a spare bedroom. He’s too busy looking around the corner and trying to project the future moves of his booming advertising companies: Division-D and AdKarma.

To his co-workers, Campbell is an inspiring visionary obsessed with charting business growth and motivating young employ-

ees. But don’t mistake him for a tailor-made CEO. Campbell is not a jet-setting MBA graduate who lives in corporate boardrooms and stuffy suits. More often than not, the tattooed motorcyclist sports a vintage T-shirt and ball cap to his Columbia office. On top of that, he has a balanced life as a father and husband who also writes business columns for Forbes and the Columbia Daily Tribune and volunteers with the Boone County Fire Department.

columbiabusinesstimes.com /// 57

not your traditional CEO, there is nothing traditional about our companies, and there’s nothing traditional about our location in Columbia either,” says the 41-year-old Campbell. “Our mantra is hard work, determination and a positive attitude will be the key to success. It’s not technology that makes our companies successful. It’s not being in the right sector. The key to our success is the group of people who work for the companies, and that may sound cliché, but it’s the God’s honest truth.”

His results are surely impressive: AdKarma, which works with publishers to boost their video advertising revenue, was ranked No. 31 on Inc.’s Fastest Growing Companies list, No. 2 among the nation’s top advertising companies and the No. 1 company in Missouri. Division-D, which helps national advertisers plan and manage their marketing initiatives, was also named to the Inc. list for the second time in three years.

By ignoring outside business advice, looking for opportunities in a disrupted market and hiring young people as company leaders, Campbell has been able to beat the startup odds and build two of the nation’s cutting-edge advertising firms.

Ditch your mentors An aspiring novelist with hopes of becoming the next Hemingway, Campbell didn’t take a single business course in college.

The University of Missouri graduate ventured into the advertising business after realizing that creative writing wasn’t a very lucrative market.

He found work with a friend’s Internet company and experimented with digital media before deciding to go out and open Division-D (originally known as 3 Interactive) in 2003. With only $20,000, Campbell had three months to turn a profit before the company would fold.

Undaunted, he quickly began cold-calling companies and trying to convince them that his online media-buying startup could help them better reach the growing digital audience.

Within the first month, he was operating in the black and had landed American Express as a client. Steady growth helped him finally move the company out of his spare bedroom and into a small Columbia office space by 2006.

58 \\\ november 2014

“Working from home, I was always trying to keep people from ringing the doorbell, trying to convince clients that I wasn’t a guy calling from his bedroom in the middle of Missouri,” Campbell says with a laugh. “As far as they were concerned, everyone in Missouri was living in a cornfield with hogs out back.”

But the most challenging times were not yet behind him. Surviving the first couple of years wasn’t nearly as difficult as the growing pains Campbell experienced during years three and four.

“You’re growing, you’re trying to bring in advertisers and convince them to use your service, while at the same time you’re learning how to run a company,” Campbell says. “There were many times when we were running a negative profit, and I didn’t know if we were going to make it.”

Without any formal management training, Campbell had turned to respected business professionals for advice, but relying on their guidance wasn’t helping him catapult Division-D to the next level. Unwilling to accept defeat, Campbell made a conscious decision one morning to ignore the suggestions.

“I decided that if this company was going to fail or succeed, it was going to fail or succeed based on my ideas of what I thought was the right move,” Campbell says. “I decided to eject a lot of internal and external noise and set the company on a path that I thought would succeed. That was the difference between us failing and succeeding.”

Campbell’s tenacity and self-assurance remain two of the qualities most admired among his employees. “None of our success would have been possible without a confident leader with vision,” says Stephen Vyskocil, AdKarma’s vice president of sales. “Confidence is one of the most attractive qualities you can have, especially in a leader.”

Campbell says it’s still smart to turn to experts such as lawyers, bankers and accountants who can help support a startup’s growth, but he’s vocal about why strong mentors can actually hurt entrepreneurs.

“Over-relying on mentors can be a detriment to young startups who need to learn to rely on their own instincts, learn from the mistakes they make and take ownership of their decisions,” he says.

On his own, Campbell became a better manager through trial and error as well as by volunteering with the Boone County Fire Department.

What initially seemed like an unwise decision to become a volunteer firefighter while starting his first company proved quite valuable.

“The Fire Department has a system for creating command structures in emergency situations or

disasters, where you have a lot of people showing up to handle the situation,” he says. “A fast-growing company is controlled chaos, so I took a lot of lessons I learned about challenging and managing people and applied it to my business.”

For example, a manager in an emergency situation should supervise no more than five people at a time. Any more than that, and they lose track of what some people are doing.

“We’ve integrated that principle into how we scale our business; as we add people to our staffs, we try to control the number of people that any one manager is responsible for, and that helps us keep a better tab and not lose control of the company as it grows so fast,” says Campbell, whose firefighting experience has also taught him about facing fears, overcoming challenges and giving back to the community.

Run toward the disruption Early on, Campbell learned that disrupted markets are full of uncertainty and challenges but also great business opportunities.

With Division-D, Campbell hoped to take advantage of the disruption that the Internet was causing in traditional media. For decades, the media model had remained largely unchanged, so early on, it wasn’t easy convincing advertisers or publishers that online marketing was valuable.

“When I first started the business, people thought: ‘Hey, there’s this new Internet thing, and there’s some advertising going on there. I should place 5 percent of my advertising budget there just to say I did it,’” Campbell says. “The world has since shifted 180 degrees, where now the digital media buy is the center of the media plan.”

“Inside of disruption are opportunities for companies who are agile and fast enough to take advantage of it.” — Bobby Campbell, CEO, Division-D and AdKarma Campbell says about $150 billion worth of commercial advertising spent in traditional media is migrating to digital media. That’s where Division-D steps in. The company works with advertisers to create and place dynamic, engaging ads that catch the attention of today’s inattentive audiences; the team also partners with publishers to offer new additional advertising revenue streams beyond standard banner ads.

“I’m not your traditional CEO, there is nothing traditional about our companies, and there’s nothing traditional about our location in Columbia either.” — Bobby Campbell, CEO, Division-D and AdKarma

columbiabusinesstimes.com /// 59

“Division-D is specifically built around the idea that there are new, better ways to reach people than what we’ve been doing for the past 10 years,” he says. “Division-D is very good at reaching people through new ad sizes that are a lot more dynamic and generate more interaction among audiences.”

Noticing that publishers were struggling to fully reach their advertising revenue potential, Campbell started AdKarma in 2010. As consumers began turning away from the television and started watching more video digitally, Campbell switched gears and changed the company’s direction to focus exclusively on video advertising.

“Lots of times in business, what you start out to do isn’t necessarily what you end up doing,” he says. “We realized there was a huge amount of disruption going on with how people consume video content. Millennials were migrating away from cable TV and starting to consume content in different formats and on multiple devices. Inside of disruption are opportunities for companies who are agile and fast enough to take advantage of it.”

AdKarma now works with 30,000 publishers and is responsible for more than 700 million video advertising commercials a month. Its revenue grew to $13 million in 2013 and will top $50 million this year. In addition to producing commercials and helping publishers maximize their video advertising options, AdKarma also produces highquality content, including shows for YouTube.

“That’s where the next generation is getting their content,” Campbell says. “That’s where the new stars are being born. The new Elvis, the new Beatles, the new movie star of the next day already exist, and they exist on YouTube. Creating con60 \\\ november 2014

tent will be a huge part of our future. We believe that the more we control content, the more we control the growth of the company and the more relevant we are to our advertisers and audiences.”

As an unstructured guy who doesn’t shy away from change or breaking the rulebooks, Campbell is ideally suited to taking advantage of a fast-paced and disrupted industry, says Ann Wilhelm, Campbell’s business partner and chief operating officer.

“We might be in the middle of dealing with an unexpected or complicated business situation, and he’ll be able to come up with a new way on how to tackle a situation,” says Wilhelm, who’s been working with Campbell since 2006. “It’s not like he lives a certain set of rules. He expects excellence from everyone; that doesn’t change. But how we get to that excellence might change.”

Put young people in charge Creating a fun, rewarding work environment where employees can grow is as important to Campbell as his companies’ bottom line.

Around the office, he is known for keeping the best interests of his employees first and for rewarding hard work.

“Bobby pushes people to go outside of their comfort zone, and while that can be difficult for people and at times frustrating, it helps them better themselves and develop skills they might not have,” Wilhelm says. “He’s always inspiring people and helping them realize that not every day is going to be easy, but if you come to work determined, you work hard and have a positive attitude, you will be successful here.”

Although the companies now have offices in Los Angeles, New York and Ireland, Campbell has no plan of moving his headquarters away from Columbia, an ideal town for startups. He works closely with MU’s strategic communication department to recruit new employees. A strong internship program helps infuse the office with new energy and allows his leaders to pinpoint those who would make great additions to the team.

“The University of Missouri brings some of the best talent from the state and across the nation,” Campbell says. “With a fast-growing startup like AdKarma, we need a constant flow of driven young people who want an opportunity to do something big.”

More than 90 percent of his staff are millennials. The average age of his 100-plus employees is about 25 years old. And they aren’t just interns or grunts. They’re handling multimillion-dollar campaigns and talking to some of the biggest publishers in the country.

“We’ve found that the more we challenge our young people, the more they step up, and the better they do,” Campbell says.

Like Campbell, Division-D and AdKarma employees take on the “work hard, play hard” philosophy. Many log in long hours at inconvenient times, but they also spend a lot of their downtime together, playing arcade games at the office, attending company socials and participating in philanthropic activities in Columbia. A group of employees even traveled to Haiti together this summer to provide medical supplies and community outreach.

“You have to make money to keep growing, but that’s not the end all of everyone’s lives, so we keep that in mind,” Campbell says. “We really kind of create a family atmosphere here that goes beyond just the dollar signs.”

For Campbell, the most satisfying part of his business career hasn’t been the growing profits or the national recognition. What brings him the most happiness is watching intimated 21-year-olds — fresh out of college with no idea why they’re coming to work for an ad company no one’s ever heard of — learn the ropes, take on more responsibility and work their way up to becoming a vice president or chief executive in the company.

“The change that happens in them over three to five years is the most satisfying experience for me,” Campbell says. “It’s surreal to think of where I’ve been able to take this company, but I get the most satisfaction out of seeing individuals grow. That’s more exciting than making $50 million in a year.” CBT

columbiabusinesstimes.com /// 61

Head online to columbiabusinesstimes.com to get a behind-the-scenes look at Columbia WIN’s photo shoot at the CBT studio.

From left: Marshelle Clark, Kelle Walters and Becky Goodrick

62 \\\ november 2014

Columbia WIN takes the women’s power circle to a whole new level, forming a network of inspiration and support for local entrepreneurs.

By Molly Wright � Photos By anthony Jinson It's 7:30 a.m. But as the members of Columbia WIN gather for their monthly meeting, the room resonates with camaraderie, anticipation and excitement that belie the early hour. For the past eight years, this local women’s networking group has been providing members with business support, encouragement and referrals. Yet, that only begins to scratch the surface of the benefits of this innovative group. In truth, WIN offers so much more.

When Susan Myers, broker/Realtor with Weichert Realtors, began researching local networking groups back in 2006, she found several in the Columbia area, but none of them seemed a good fit. She discovered many of her friends were having the same problem.

“We were all looking to build business relationships, not just hand out names and numbers as many networking groups focus on,” Myers says.

As a result, they launched their own networking group, Columbia WIN (Women in Networking).

Although networking groups have been around for decades, women-only groups are a relatively new concept. They are often referred to as “stiletto networking,” a term coined by author Pamela Ryckman in her 2013 book Stiletto Network: Inside the Women’s Power Circles that Are Changing the Face of Business.

Lotta Timberlake, certified chiropractic sports physician, is one of the original Columbia WIN members. “I went to school to become a chiropractor, but they didn’t teach me how to build a business,” she says. “So you have to go out and discover how to do that.” But Timberlake says understanding the nuts and bolts of getting a business off the ground is often just the tip of the iceberg for many professional women.

“As a woman, a mother and a wife and a business owner, it can be hard to find people that you can bounce things off of, that you can be yourself around and rely on for support,” she says.

Casey Elliott, attorney with Van Matre, Harrison, Hollis and Taylor and a newer member of WIN, had tried other networking groups but felt they were too high pressure for her taste.

“So when you were there, you weren’t taking the time to invest in those people and learn about their businesses,” Elliot says. “I never felt that I was contributing anything to the meeting except for names.”

An emphasis on building relationships is what sets WIN apart from the pack. One way they accomplish this is by offering “focus” sessions during each of their monthly meetings, providing an opportunity for two members to talk about what they need in their particular businesses. “It might be they are focusing on attracting new business and/or maintaining the existing business, or perhaps something personal is affecting their business,” Myers says. columbiabusinesstimes.com /// 63

WIN members then offer advice, says Rhonda Moore, owner and manager of All About Signs and Shirts. “It is always amazing to me how sound the advice is that she receives from the other women. It is so helpful to know you have a team that can help you problem solve different scenarios regarding certain situations.”

The group advice and encouragement are just the start of the process, according to Kelle Walters, senior mortgage banker for Flat Branch Home Loans, who also records the group’s minutes. “So the following meeting we have accountability, and we check back in,” she says. “Did you go ahead and start that newsletter, or did you contact that Web design person? Did you talk to that employee?”

The sensitive nature of WIN discussions requires a high level of trust and understanding, which is important to all the members. For Alison Sower, owner of CoMo Massage, sharing with the other members of WIN often makes her 64 \\\ november 2014

feel better about herself, both professionally and personally. “Although I’ve been successful many times in life, I sometimes struggle with self-confidence,” she says. “To be around women who also admit to having those feelings at times makes you feel good. It’s nice to know that you’re normal.”

Building trust within the group is the key to its success, and that trust leads to referrals, says Becky Goodrick, independent senior sales director for Mary Kay. “We all know one another as a person and an individual, so the leads part comes naturally,” she says.

Part of the team To join Columbia WIN, a woman needs to be self-employed and derive the majority of her income from her business, whether through commission or salary. “This is because we feel those who are self-employed have a different interest, value and dedication to their busi-

ness,” Myers says. There is also an attendance requirement, and dues are $50 a year.

Typically individuals are invited by a WIN member. Jessica Stannard, owner of Natural Nail Care Salon, was invited by Timberlake. “At first I wasn’t interested because I felt my business was kind of private; I didn’t want to share my troubles and struggles, that sort of thing, with anyone,” Stannard says. But she quickly changed her mind after attending one of the meetings. “We help and support one another. I gather the information from the others and then see where it suits my life and business.” Because of this backend support, WIN members also agree not to join another networking group.

“Everybody’s input is really important to everyone else’s success, and we all learn from someone else’s focus because the basis of running a good business is pretty much the same,” Myers says.

On opposite page from left: Madalyn Gramke, Gunilla Murphy, Leah Johnson, Monica Pitts, Melanie Spradling, Casey Elliott and Jessica Stannard. On this page from left: Andrea Kenney, Susan Myers and Alison Sower

Andrea Kenney, owner of Travel by Design, agrees, stressing that as she works in a rapidly changing industry, the group has been invaluable. “When I started, there was no Internet, and there were lots of big commissions, and now those commissions are so much smaller,” she says. “I can throw those sorts of things out to this group and receive an invaluable wealth of information.”

Monica Pitts, graphic designer and owner of MayeCreate Design, particularly appreciates the focus part of the meetings. “After a good focus session, I think everyone leaves feeling energized because you just had the opportunity to help a friend and realize that everyone in the room is a human being facing challenges just like yours every day,” she says.

Melanie Spradling, owner of Spradling Home Inspections and a WIN member for five years, is continually impressed by the professionalism of the group. “I liked the group because it was a family of women professionals with all the same goals of being the best we could be to meet the needs of our clients, our co-workers and our employees,” she says. She also appreciates the wealth of knowledge each woman brings to the group. For instance Pitts helped her redesign her Web page, polish her newsletter and enhance her blogging skills. Also, by knowing each member personally, she readily refers her clients to other WIN members.

For Madalyn Gramke, financial adviser for Edward Jones, WIN members not only provide support when she needs to talk things through, but the members have also helped her recognize underlying fears and bring them to the forefront. “This group has helped me shape my business tremendously,” she says.

“It has also been instrumental in my personal life. I was 23 when I started my office; being younger, I was a bit naïve. My husband wasn’t working at the time, and I had my first child. Having the group during that time was extremely helpful, letting me see that you can be a working mom and the breadwinner at the same time and not go crazy.”

For Myers, this desire and ability to help one another is what makes their group unique. But it’s also a reason to stay small. So although they are always on the lookout for new members, they are not actively recruiting. “We have to make sure everyone in the group has the oppor-

tunity to their focus time,” she says. “If we got too big, we’d have to split into subgroups, and then we would lose our cohesiveness.”

It's not all work and no play for the members of Columbia WIN. “We have personal group socials where it is just our group that goes and does an unwinding activity,” Spradling says.

“We also have public socials where each of us can invite a friend or prospective member, and we just have fun.” Additionally, WIN members participate in philanthropic activities such as the annual Pascal’s Pals event, which raises money to help alleviate the financial burden of children and families staying at University of Missouri Women and Children’s Hospital.

For Walters, the commitment of the members to the group is what she appreciates most.

“It’s nice to be with a group of women who are really dedicated, and every day they leave here, they want to be the best they can be,” she says.

Gramke says the group also serves as a reminder that women can be themselves and still succeed. “You can still be feminine, raise your family and also get through the down times with a strong group supporting you,” she says.

Overall, Columbia WIN members say they value being part of a supportive group that’s so much more than meets the eye. “You can be more selective when you reach a certain point in your career on who you want to spend your time and energy on,” says Marshelle Clark, broker/Realtor with Weichert Realtors. “I really appreciate this group of women.”

Perhaps Timberlake best sums up the group’s feelings. “There are lots of women out there working and doing it all, keeping it together and being successful,” she says.” It can be done.

I think as a group, we can encourage other women if we can somehow get that message out to them.” CBT columbiabusinesstimes.com /// 65

66 \\\ november 2014

Roundtable › Al Germond

point-of-view

There’s No Profit Here Mothballing the Central Missouri Events Center, aka Fairgrounds, presents the perfect pause to consider what our region offers for spectacles ranging from gun shows to concert performances. Apart from the somewhat edgy history behind Boone County’s acquisition of this considerable acreage, there’s one thing we can be very sure of: Like pubAl Germond is the lic transit, which survives only because host of the Columbia it is subsidized by the government, the Business Times Events Center survived because the land Sunday Morning and buildings are owned by Boone County Roundtable at 8:15 and therefore exempt from taxation. a.m. Sundays on KFRU. Once built, the onus fell on the county, He can be reached at which is now obligated to subsidize the al@columbia business day-to-day operations covering myriad times.com. expenses ranging from basic maintenance and security to climate control, but now they’ve decided to feather the place.

Encomiums of high praise are in order for the TAG Events crew that cleaned the Augean stables at the Events Center with a series of herculean performances to make the place presentable again. Then financial realities descended upon the place.

There’s no profit here; the facility’s continued existence will require a subsidy. Despite bookings for various exhibitions, shows and equestrian events that filled the hall almost every weekend of the year, the Events Center has been grossly underutilized given the fact there are weekdays to fill as well. There’s not much going on out there on, say, Tuesday. Now that the Events Center is marked for discontinuance by the end of the year, what other options remain among public gathering places that dot the region?

Columbia’s history is riddled with projects that took forever and ever to accomplish, and this one is still a dream.

Civic and convention centers of yore Local history recalls the existence of a plethora of public gathering places over time that included theaters, auditoriums, ball rooms, exhibit halls and other smaller venues. There are stories as well about “civic centers,” often proposed but never realized, with the excuse that facilities generously provided by the University of Missouri spared both municipal and private interests of any obligation to enter this arena and fully realizing after considerable due diligence how costly and unprofitable such an entity would turn out to be.

One recalls the frenetic burst of activity that began decades ago to build convention centers across the country. These huge, looming, tax-exempt

The Wigwam Café, according to the back of this '50s-era postcard, was “famous for its fine food” and “decorative theme." It was located along U.S. Highway 40 in Columbia.

edifices occupying dozens of valuable center-city acres ended up costing a fortune to heat and cool, throwing finances of quite a few cities into a tailspin as municipal bond ratings dived into the cellar. MU found out that it costs a great deal to heat and cool the Hearnes Center, one reason why wrecking balls may soon be whacking away at this 40-year-old hulk.

While appreciating MU’s Jesse Auditorium and Missouri Theatre performance venues for what they are, Columbia seems woefully deficient in having available a large-scale exhibition hall with 100,000 or more square feet of climate-controlled space under a pillar-free roof. It seems somewhat inevitable that such a venue will come to pass sooner or later.

Keep on dreaming The highest and ultimate best use of residential areas extending north from downtown Columbia to Business Loop 70 will inevitably lead to the development and repurposing of this territory some day. Might some of these cleared parcels become the site of a true downtown civic center/ exhibition hall complex with ample parking, an associated hotel development and a public-private partnership that would preserve the tax base and offer another downtown Columbia attraction?

Columbia’s history is riddled with projects that took forever and ever to accomplish, and this one is still a dream. Civic undertakings that dragged on for years such as relocating the Columbia Public Library, building garages, initiating a cable television system and Courthouse and City Hall expansion projects gave legions of budding journalists and the proprietors they worked with plenty to write about. Here’s another one for local scribes to cover: the performance and exhibition complex we’ve overlooked building for way too long. CBT columbiabusinesstimes.com /// 67

Every business has a story to tell, let us tell yours.

68 \\\ november 2014

built to last

Going Up

›› City structures by CBT Staff

Rendering courtesy of Simon Oswald Architecture

1

Photo by Ben Meldrum

2

Photo by Sarah Redohl

3

1. OHM Professional Offices

Location: 2801 Woodard Drive Developer: OHM Holdings LLC Contractor: Simon Oswald Architecture (architect) and PCE Inc. (contractor) Details: This space will house Simon Oswald Architecture, CM Engineering and Working Spaces. Each tenant will have its unique office, and the three companies will share a training center and outdoor patio. The facility boasts a variety of sustainable features, including a 10,000-gallon rainwater tank, LED lighting and geothermal heating and cooling. The rainwater tank will harvest roof runoff for landscape irrigation and sewage conveyance. The facility is expected to use less than one-third of the energy required to power the average office building.

Square footage: 12,000 Estimated date of completion: December 2014 For more information, contact: Jennifer Hedrick, 573-443-1407

2. Provision Living

Location: 2333 Chapel Hill Road Developer: Provision Living Senior Communities Contractor: ARCO Construction Co. Details: Provision Living Senior Communities has 37 facilities in 10 states, including six facilities in Missouri. Provision Living at Columbia will have 65 assisted-living beds and 36 memory-care unit beds, according to ARCO principal R. Hank Bellina. SeniorHomes.com recognized Provision Living as a nominee for the 2014 Best Senior Living Award. According to E. Jeff Hinshaw, the executive director of Provision Living at Columbia, the new facility is expected to generate around 70 jobs.

Square footage: 90,000 Estimated date of completion: Fall 2015 For more information, call/visit: 888-473-9099 or provisionliving.com

3. Panda Express

Location: 91 Conley Road Developer: Panda Restaurant Group Inc. Contractor: N/A Details: Columbia’s first Panda Express is set to open this fall. The location will be operated by The Panda Restaurant Group, which does not currently offer franchises. Developers, real estate brokers and landlords are encouraged to submit sites for consideration, as the company “aggressively seeks new locations,” according to its website. The first Panda Express was opened in 1983 in Glendale, California, and the company now operates 1,691 restaurants in the United States and Puerto Rico. It is the fastest-growing Chinese restaurant concept in the U.S. The site is expected to employ between 15 and 30 employees, as reported by the Columbia Daily Tribune in June.

Square footage: 2,702 Estimated date of completion: Fall 2015 For more information, visit: pandaexpress.com CBT columbiabusinesstimes.com /// 69

Nonprofit Spotlight ›› Crime Stoppers

Fighting No-snitch Culture Crime Stoppers guarantees anonymity to those with info.

The number 875-TIPS is written on the Columbia Police Department’s cruisers, but calling it won’t connect you to the police.

Instead, you’ll be in touch with Crime Stoppers.

It’s an organization that wants your tips about Columbia’s unsolved crimes, not your personal information. Founded more than 30 years ago, Crime Stoppers promises 100 percent anonymity and isn’t part of the Police Department. It’s a notfor-profit organization that’s dedicated to solving crimes and fighting anti-snitch culture.

“We believe that with every crime committed, there’s somebody who knows something about that crime or the person who committed it,” says Bill Costello, Crime Stoppers board president.

To encourage tips, Crime Stoppers offers monetary rewards to tipsters whose information leads to an arrest. The rewards range in size but are typically between $150 and $2,000, with larger pay-

outs for information about more severe crimes.

Rewards have been larger in certain high-profile cases in which victims’ families pledge additional rewards.

“It’s surprising how much people know about a crime,” Costello says. “We’re just trying to compel them to take action, guarantee their anonymity, reward them with cash and solve the crime in the process.”

Completely anonymous Crime Stoppers doesn’t collect names, addresses or phone numbers from people who call in, and they’ll stop callers who start to share that information. Callers are assigned a tip identification number and are told to call back to find out if their tip led to an arrest.

Even the process of collecting a reward is anonymous. All it requires is a quick trip through a spe-

By Claire Boston

cific Boone County National Bank drive-thru window. The tipster gives the tip number at the bank teller window, and the money is delivered in an unmarked envelope, no questions asked.

Costello says Crime Stoppers keeps track of the number of calls the line receives and notes tip numbers to determine reward eligibility but nothing else.

“In guaranteeing anonymity, there’s really no record or log of the details of those calls,” Costello says.

Crime Stoppers board members aren’t associated with the police, but the board does learn from its law enforcement liaisons. These liaisons, which include representatives from the Columbia Police Department, Boone County Sheriff’s Department, University of Missouri Police Department and county prosecutor’s office, don’t sit on the board but do help the

Bill Costello

David Nivens

Karen Taylor

Marty Siddall

“Growing up here, I always thought of Columbia as a safe place to be a kid. I want my kids to have that same memory of their hometown.”

“[I wish more Columbians knew] that the organization is a group of citizens in the community and not part of the Police Department.”

“I’m also involved with Keep Columbia Safe, and it was a natural fit for me to be involved in Crime Stoppers.”

“Crime Stoppers offers us a direct, impactful opportunity to participate in making our community safer, whether it’s calling in a tip or participating on our citizen board.”

70 \\\ november 2014

➜ Crime Stoppers 573-875-TIPS (8477) 875tips.com

board identify difficult cases and publicize the cases in local media.

“Law enforcement will act on a tip, and they advise us on whether or not the tip really helped them,” says Marty Siddall, Crime Stoppers past board president and 15-year board member.

“That's where the liaisons come in.”

In three decades, there’s never been a case where a tip was challenged based on the anonymity of the informant.

Whenever the Police Department releases information about an unsolved crime, it includes a line urging anyone with information to call 875-TIPS to remain anonymous. Many media reports also include similar language.

Siddall, the general manager of KOMU 8, says he’s glad that news organizations include Crime Stoppers in their public service mission.

“We're thankful that the media recognize Crime Stoppers as a worthwhile program in our community and provide us that goodwill in the form of public service announcements,” Siddall says. “We really rely on the kindness of concerned citizens in our community.”

In follow-up news releases announcing arrests, the Police Department sometimes notes when a Crime Stoppers tip led to the arrest, but Crime Stoppers doesn’t announce that information. All Siddall and Costello will say is that several high-profile cases have been solved with Crime Stoppers tips.

Looking ahead After 30 years of operation, the Crime Stoppers model has changed little. Costello says the group is exploring new ways to receive tips over the Internet or via text message but first needs to make sure it will be able to guarantee anonymity over those platforms.

The notion that contacting the police constitutes “snitching” has always been a belief Crime Stoppers has had to counter. In recent years, however, Siddall and Costello say they’ve seen the community grow even more tight-lipped about crimes.

“We are really fighting the no-snitch culture,” Siddall says. “In the last four or five years, we’ve seen a trend in that regard.”

“It’s surprising how much people know about a crime. We’re just trying to compel them to take action, guarantee their anonymity, reward them with cash and solve the crime in the process.” — Bill Costello, board president, Crime Stoppers In the meantime, the group is designing an entirely new website, leveraging social media and hopes to increase its visibility around Columbia.

“We all want to see less crime in our community,” says Costello, who grew up in Columbia and is now raising his family here. “If I can serve an organization that is dedicated to solving crimes and using citizens to do that, that’s something I want to be a part of.” CBT Photos by Sarah Redohl.

Kat Cunningham

Terry Robb

Bill Schulz

Bob Reid

“The proudest moments for our organization are the times an anonymous tip comes in and we’re able to get another ‘bad guy’ off the streets.”

“Crime Stoppers is 100 percent anonymous. We don’t care about your name, just your information.”

“Whether an individual wants a reward or to ‘just do the right thing,’ [Crime Stoppers] works.”

“Crime Stoppers serves the entire Boone County law enforcement effort and is funded totally through private donations.”

columbiabusinesstimes.com /// 71

David Anderson and Randy Sinquefield.

Photo by Anthony Jinson.

72 \\\ november 2014

common g r o u nd

Celebrations

›› Chimaeric and Spectrum Studios

The Storytellers

Filmmakers David Anderson and Randy Sinquefield use common ground to build a business.

When David Anderson began working for Pure Marketing and Media in May of 2008, he never expected it would be his pathway to entrepreneurship.

In August, the creative-director-turned-business-owner finalized the purchase of Chimaeric, a Pure Marketing and Media spinoff motion picture company founded in 2012. With business partner and co-owner Randy Sinquefield, Anderson began negotiations to purchase Chimaeric, which employs two full-time Columbia-based filmmakers, in March of this year.

Making the match Sinquefield, who worked as a media editor at Dimensional Fund Advisors in Los Angeles, returned to his hometown of Columbia in January of 2008 to start his own studio, Spectrum Studios. By this point, Anderson’s responsibilities at Pure Marketing and Media had shifted from graphic design, video production and managing freelance writers to motion picture production.

In the winter of 2008, Anderson and Sinquefield met at a Missouri Film Commission mixer in Columbia. The pair discovered they had a lot in common. Both were eager to start families and had a passion for filmmaking. Shortly after, they began to collaborate on projects.

When Anderson began his efforts to purchase Chimaeric, it was only natural to partner with Sinquefield and Spectrum Studios. Sinquefield is a co-owner of Chimaeric, owning 10 percent of the business.

“We solidified what we had already been doing; it just became more effective when we started working together,” Anderson says. “Our partnership increases our efficiency and gives us more flexibility.”

While Chimaeric focuses on creative development, pre- and post-production, Spectrum

Studios runs the production, shoots and manages film equipment, even offering film and video equipment rental.

California dreaming?

Although Anderson and Sinquefield have worked on projects in Amsterdam, Bangladesh and even on Navy tanks off the Pacific Coast, Hollywood isn’t top of mind.

“I’m not interested in being famous or creating Hollywood films,” Anderson says. “That’s another reason why Randy and I connected — because he wanted the same thing I did, to raise a family. It was kind of like the stars aligning: two guys in mid-Missouri raising families and trying to achieve Hollywood quality of work.”

Anderson mentions that he and Sinquefield both share the same personality type, which is pretty low-key.

“We don’t get worked up really quickly,” Anderson says. “We do business well professionally and personally. Adding on to the fact that we’re close in age and both have children under the age of 5, we just couple really well together.”

versities, hospitals and law firms, in addition to the Mizzou Tigers, Learfield Communications and National Geographic. The pair also hopes to expand the breadth of their services.

What isn’t going to change, though, is their commitment to telling a story in a cinematic and impactful way.

“We do a lot of work with nonprofit organizations, so we’re able to move people to want to do something for the cause and help out,” Anderson says. “You wouldn’t get that without coming from a storytelling standpoint.”

“As human beings, we’re programmed to react and respond to stories,” Anderson says. “Storytelling gives you the opportunity to influence your audience without using a hard sell.” CBT

Timeline 2008 › David Anderson starts working at Pure Marketing and Media as a creative director.

› Randy Sinquefield moves from Los Angeles to Columbia to open Spectrum Studios.

› Anderson and Sinquefield meet at a Missouri Film Commission mixer in Columbia and begin collaborating.

Getting to work As far as projects go, Chimaeric and Spectrum have consistently done work with a variety of clients, individually and collaboratively.

“We just finished working on a feature film entitled The Middle Distance,” Anderson says.

Chimaeric worked on the video campaign for the University of Missouri’s 175th anniversary.

They also worked with Mizzou Athletics to create a 30-second commercial production when MU made the transition into the Southeastern Conference a few years ago.

Moving forward, both Anderson and Sinquefield plan to grow their already robust client list, which currently includes a variety of uni-

By Alisiana Peters

2012 › Pure Marketing and Media creates Chimaeric, a spinoff production company.

2014 › Anderson starts the process to purchase Chimaeric and asks Sinquefield to partner with Chimaeric.

› In August, Anderson finalizes the acquisition. columbiabusinesstimes.com /// 73

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Magazines offer no traction.

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Technology

›› Monica Pitts reviews the latest trends in tech

Protect Your Site from Hackers Hackers are usually out for more than just kicks.

They want information.

They hack to gain financial or login information. If a hacker is phishing, he or she may replace your “pay now” link with another that directs to his or her website.

The payment pages look the same to the viewer, but the information is sent to the hacker instead.

They want to promote their website. Hackers may add links to your site to try to boost SEO for their own site. They often do this by gaining access to your site via your admin portal.

They want to distribute an email message. Many servers and website development platforms have the capability to send email. Hackers harness this ability to send SPAM to promote products and spread malware or viruses.

They want to make a statement. Some hackers are just kids breaking into sites for attention and bragging rights, while others organize into groups and break into sites to make a social or political statement.

Monica Pitts

Hackers look for areas of weakness Administrative portal.

This is the most common approach for many platforms. The hacker attempts to log in to your website admin section using a combination of usernames and passwords.

After he or she successfully logs in, the hacker modifies your site or site code, usually by adding links to existing content.

Hosting space. Hackers run scripts to automate Web server login attempts, trying alternate usernames and passwords until they identify a successful combination.

Then they can log in and add files or make changes to your website code to execute a hack, sending emails or spreading malware.

Platform plugins. Most development platforms offer a way to extend the functionality of the core program using plugins. Some hackers target commonly used, weak plugins to exploit a specific vulnerability to gain access to your hosting space.

Clean up your act. Your website is at risk if: 1. You’re running an outdated version of your website software. Each new release of open-source software is accompanied by an announcement and noted in a change log, telling the public, hackers included, what was modified in each version. The list gives hackers insight into the vulnerabilities of older versions of the software, like a roadmap telling them where to attack for best results.

2. Your login ID is “admin.” One of the most common ways to hack a site is running a script against the username ADMIN to find a corresponding password. If you don’t have the username ADMIN, the hacker has to guess both the username and password, so it’s twice as hard to get in.

3. You have outdated or unused plugins.

Outdated plugins pose the same risk as running outdated software, especially if the plugin you’re using is popular.

These commonly used plugins are targeted because they grant hackers a larger audience by allowing them to easily replicate the hack on sites running outdated versions. Also, consider deleting any plugins you don’t use. This requires less time to keep the plugins up to date and keeps the site tidy.

4. Your domain name accidentally spells something naughty. Hackers aren’t the most wholesome bunch; they do make their livings causing others grief.

The sites they choose to target must be found somehow, and those sites with unknowingly naughty names, however wholesome the actual company, may be at greater risk for hacking than others.

5. Your password is your pet’s name or your daughter’s name. The most common passwords are those including 123, abc, pets’ and children’s names. Build a strong password that’s not easy to guess. Include an uppercase and lowercase letter, number and symbol. CBT

Web Terms Glossary Admin section: the administrative area of a website.

Usually it can be accessed with a username and password from your Web browser. This section of the website allows those with access the ability to make changes to the site.

Phishing: the attempt to acquire sensitive information such as usernames, passwords and credit card details by masquerading as a trustworthy entity in an electronic communication.

Domain name: a unique name that identifies an Internet resource such as a website: for example, businessname.com.

Hosting space: a space on a server to store a website that allows it to be accessible via the Internet.

Plugin: a software component that adds a specific feature to an existing software application.

Script: code written to automate the execution of tasks that could alternatively be executed one by one by a human operator.

Open-source software: computer software with its source code made available to the public to study, change and distribute the software to anyone and for any purpose.

SEO: the process of affecting where a website or a Web page displays in a search engine’s “natural” or unpaid (“organic”) search results.

Web server: a computer that helps deliver Web content that can be accessed through the Internet generally used to host websites.

➜ P itts is th e chi e f cr e ativ e dir e ctor of M ay e C r e at e D e sign . columbiabusinesstimes.com /// 75

Economic Index ›› It’s all about the numbers

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Housing:

Labor:

Single-family homes sales, August 2014: 203

August 2014 - Boone County Labor force: 92,367 Employment: 88,360 Unemployment: 4,007 Rate: 4.3 percent

Single-family active listing on market, August 2014: 903 Single-family homes average sold price, August 2014: $303,132 Single-family home median sold price, August 2014: $180,000 Single-family pending listings on market, August 2014: 143

Construction: Residential building permits, August 2014: 102 Value of residential building permits, August 2014: $17,127,320 Detached single-family homes, August 2014: 28

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Value of detached single-family homes, August 2014: $7,097,403 Commercial building permits, August 2014: 30 Value of commercial building permits, August 2014: $8,553,378 Commercial additions/ alterations, August 2014: 26 Value of commercial additions/ alterations, August 2014: $6,043,378

August 2014 - Columbia Labor force: 62,090 Employment: 59,462 Unemployment: 2,628 Rate: 4.2 percent August 2014 - Columbia (Metropolitan Statistical Area) Labor force: 97,414 Employment: 93,156 Unemployment: 4,258 Rate: 4.4 percent August 2014 - Missouri Labor force: 3,045,297 Employment: 2,858,458 Unemployment: 186,839 Rate: 6.1 percent

Utilities: Water August 2014: 47,505 August 2013: 47,070 Change #: 435 Change %: 0.9 percent Number of customers receiving service in September 2014: 47,455 Electric August 2014: 47,971 August 2013: 47,441 Change #: 530 Change %: 1.1 percent Number of customers receiving service in September 2014: 47,896 CBT

Deeds of Trust

›› Worth more than $400,000

$22,400,000 1222 E. Walnut LLC Transamerica Financial Life Insurance Co. LT 2 1224 E. Walnut Plat 1 $12,645,502 Terrace Apartments LLC US Bank LT 2A Candelight Terrace $2,425,000 North-Stadium Investments LLC First State Community Bank LT 1700 Timber Creek Plat 5 $1,800,000 Tori-Ben Farms LLC Regional Missouri Bank STR 15-48-12//N SUR BK/PG: 4333/100 AC 6.600 FF Tract 1 $1,616,000 O’Reilly Hospitality V LLC Springfield First Community Bank LT 5 Broadway Bluffs Subdivision

$789,000 Widmer, Donna J. Providence Bank LT 4-F Bluff Creek Estates Plat 3-F $750,000 Dell Jones LLC Boone County National Bank LT 201 Dell Jones Plat 2 $750,000 Dell Jones LLC Boone County National Bank LT 23 Palomino Ridge $725,000 CJ 2 LLC First State Community Bank LT 3 PT BL 4 FF Poage’s Addition $585,000 Osovsky, Ron and Marsha Boone County National Bank LT 141 Spring Creek Plat 1 $560,476 James, David T. III and Melissa Boone County National Bank LT 419A Copperstone Plat 7

$1,179,590 Prenger Properties LLC 1st Advantage Bank LT 11 BL 26 Centralia Old Town

$555,000 Stuart, Ronald L. Mid America Bank STR 27-50-11/E/NE AC 80 FF with exceptions

$1,000,000 Woods, William L. and Susan M. The Bank of Missouri LT 208 Gates at Old Hawthorne Plat 2

$543,532 Neighbors, Kenneth W. and Beckie S. Mortgage Investment Services Corp.

LT 464 Thornbrook Plat 13

$849,150 Prisha Investment LLC The Callaway Bank LT 203 Academy Village Plat 2

$540,000 Jeffrey E. Herigon and Tracey A. Associated Bank LT 105 Forevergreen Estates

$800,000 2801 S. Olivet LLC Landmark Bank STR 26-48-12//NE

$525,000 Hackmann, Michael and Jennifer Boone County National Bank LT 721 Old Hawthorne Plat 7

$789,000 Krogman, James M. and Robyn R. Providence Bank LT 4-F Bluff Creek Estates Plat 3-F

$475,000 Mank, Jerome John and Martha Christine Central Bank of Audrain County STR 32-51-11//SW BK/PG:3393/47 AC 28.52 FF Lot 3

645 Deeds of trust

were issued between Sept. 1 & Sept. 29

Out of date technology?

What’s it costing you?

$450,000 Potter, John S. and Cheryl L. Mid America Mortgage Services Inc. STR 17-46-12//NE SUR BK/ PG:3251/144 AC 15.000 FF Tract 1 W/ESMT $448,000 Travis Block Construction Co. LLC Hawthorn Bank LT 903 Old Hawthorne Plat 9 $429,250 Beacon Street Properties LLC Landmark Bank LT 219 Steeplechase Estates Plat 2 $417,000 Mallin, Harry B. and Key, Elisabeth Boone County National Bank LT 307 West Lawn Plat 3 $417,000 Nivens, David Ross and Sara Catherine Commerce Bank State Chartered Bank LT 26 FF Bonne Femme Estates $417,000 Stuerke, Leroy Brandon and Rebecca Flat Branch Mortgage Inc. STR 6-47-13//N SUR BK/PG: 1118/856 FF Tract 24D $400,000 Missouri State Teachers Association Inc. Commerce Bank LT 1 PT University Add PT Lots 1, 2, 5, 6 All 3, 4 $400,000 Walk, Richard Lee and Diane L. First State Community Bank STR 10-48-14/N/SW SUR BK/PG: 3783/45 AC 12.13 FF Tract 3-C1 $400,000 Bergh, William A. and Shelli R. Commerce Bank STR 13-51-13//NW SUR BK/PG: 4196/110 AC 10 FF Lot 1 CBT

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New Business Licenses ›› Columbia residents and their upstarts

Jared W. Reynolds, CFP® Carroll Wilkerson, CFP®

Belle Bash 3906 Zambezi Drive Party supplies online retailer

Full Swing LLC 2501 Range Line St. Softball/baseball batting cages

Philmex Cleaning Services 4201 Clark Lane, Trailer 92 House cleaning

Bluebear Taxi 303 N. Stadium Blvd., Suite 201 Taxi cab service

H&M Hennes & Mauritz LP 2300 Bernadette Drive, Suite 126 Retail apparel and accessories

Progressive Casualty Insurance 2011 Corona Road Insurance claims office

Campus View Apartments 301 Building 1 Campusview Drive Apartment complex

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Celia’s Naturals LLC 509 W. Ash St. Wholesale homemade natural soaps and creams China Moon 3890 Range Line St., Suite 105 Restaurant Collegiate Kicks 604 Wilkes Blvd.

Online shoe sales/private parties Darby Orthotics and Prosthetic 3401 Berrywood Drive, Suite 203 Measurement and fitting of prosthetics and orthotics Ecoatm Inc. 3100 W. Broadway Automated recycling kiosk for small electronics Fab Face Studio 200 N. Ninth St. Makeup application, retail, clothes and jewelry

78 \\\ november 2014

Hardees 2020 W. Worley St. Quick-serve restaurant Heffner Hypnosis 2415 Carter Lane, Suite 3 Certified hypnotist Jamba Juice 260 S. 10th St., Suite 105 Quick-serve restaurant Jenne Hill Townhomes 3101 Jenne Hill Drive Apartment rentals Lee’s Market 700 Cherry St., Suite L Market and grocery store Missouri Lung and Sleep Center 1627 Towne Drive Administrative office New Beginning Consignment Clothing 7 S. 10th St. Resale of used clothing

Regus Management Group LLC 303 N. Stadium Blvd., Suite 201 Furnished office space rentals Revelation Spa 2125 Cherry Hill Drive, Suite 101 Spa and nail salon Synder Technologies 2300 Bernadette Drive Mall kiosk for dish satellite services Swift Companies LLC 600 Fay St. Interior and exterior remodeling companies The Columbia Development Group 3810 Buttonwood Drive, Suite 101 Land development TMT Consulting 601 W. Business Loop 70, Suite 110 Anger management education

Noor Auto Mart 1340 Ashland Road, Apt. F Online auto accessories

Vapor Up 1406 Forum Blvd., Suite 102 Retail sale of e-cigs

On The Ball Sports 2300 Bernadette Drive, Suite 428 Retail sales of licensed sports items

VCM Elite Tee’s 1206 W. Business Loop 70, Suite ABC Silk-screening, T-shirtmaking CBT

By the Numbers ›› Boone County statistics

Best small cities for startups (Missouri and neighboring states only)

Big risk equals big reward, or so we’re told. Here’s a look at risk in and around Columbia, whether that risk is starting a company, gambling a bit or even protecting yourself from risk gone wrong.

Missouri’s Casinos

Source: Missouri Gaming Commission 2013 Annual Report

Source: Bloomberg Businessweek Startups per 1,000 people • Small businesses per 1,000 people

Ameristar Casino Kansas City Kansas City, Missouri Gaming space: 140,000 square feet Electronic gaming devices: 2,578 Table games: 71

Ames, IA 2.2; 28

Kearney, NE 2.43; 49

Ameristar Casino St. Charles St. Charles, Missouri Gaming space: 130,000 square feet Electronic gaming devices: 2,567 Table games: 77

Evanston, IL 2.4; 51

Isle of Capri fast facts and stats

Overland Park, KS 3.55; 44

Source: Missouri Gaming Commission 2013 Annual Report

Licensed Dec. 6, 2001

Edmond, OK 3.04; 38

Total capital investment in property since company purchase: $105,094,000 Total employee compensation, 2013: $14,354,000 Charitable donations, 2013: $42,000

Columbia, MO 3.09; 42

Fayetteville, AR 3.11; 42

Columbia employment in finance and insurance

Source: U.S. Census Bureau, American Community Survey

Isle of Capri-Boonville employment

3,261 people $44,096 median earnings

Argosy Riverside Casino Riverside, Missouri Gaming space: 62,000 square feet Electronic gaming devices: 1,514 Table games: 31

Bowling Green, KY 2.4; 45 Franklin, TN 4.49; 46

Harrah’s North Kansas City North Kansas City, Missouri Gaming space: 63,000 square feet Electronic gaming devices: 1,516 Table games: 61 Hollywood Casino Maryland Heights, Missouri Gaming space: 120,000 square feet Electronic gaming devices: 2,239 Table games: 80

Top employers

Source: REDI (self-reported in 2013) *Source: Columbia Insurance Group

Isle of Capri-Boonville Boonville, Missouri Gaming space: 28,000 square feet Electronic gaming devices: 939 Table games: 20

State Farm: 1,168 Shelter Insurance: 1,078 Missouri Employers Mutual Insurance: 218 *Columbia Insurance Group: 160

Isle of Capri-Cape Girardeau Cape Girardeau, Missouri Gaming space: 38,550 square feet Electronic gaming devices: 950 Table games: 28

Source: Missouri Gaming Commission 2013 Annual Report

2009 2010 2011 2012 2013 540 520 493 491 493

3 out of Columbia’s 30 largest employers are insurance companies, according to REDI.

Finance and insurance employment and median earnings, by county Source: U.S. Census Bureau

Randolph: 412 $30,227 Howard: 248 $28,462 Cooper: 477 $40,651 Moniteau: 229 $29,063

Audrain: 257 $26,874 Boone: 5,124 $42,184

Cole: 2,249 $46,408

Callaway: 822 $35,500

Top tier The University of Missouri Life Sciences Business Incubator ranked No. 5 by eMed, a medical entrepreneurship community, out of 1,250 incubators nationwide.

Bloomberg Businessweek ranked Columbia the No. 1 small city in Missouri for startups.

Columbia ranked No. 2 on Under30CEO’s list of best small cities to start a business.

Missouri’s central region employment in finance and insurance

Source: Missouri Economic Research and Information Center, Q4 2013 Report

834 firms 9,213 people

Isle of Capri-Kansas City Kansas City, Missouri Gaming space: 45,300 square feet Electronic gaming devices: 1,051 Table games: 19 Lady Luck of Caruthersville Caruthersville, Missouri Gaming space: 21,400 square feet Electronic gaming devices: 577 Table games: 14 Lumiere Place St. Louis, Missouri Gaming space: 75,000 square feet Electronic gaming devices: 2,002 Table games: 69 River City Casino St. Louis, Missouri Gaming space: 90,000 square feet Electronic gaming devices: 2,019 Table games: 62 Mark Twain Casino LaGrange, Missouri Gaming space: 18,000 square feet Electronic gaming devices: 646 Table games: 13

$120 million in total wages $1,002 per week per person Grew 0.1 percent from Q4 2012 to Q4 2013

St. Jo Frontier Casino St. Joseph, Missouri Gaming space: 18,000 square feet Electronic gaming devices: 566 Table games: 11

columbiabusinesstimes.com /// 79

7 Questions

➜ 302 Campusview Drive, Suite 101 Columbia, MO 65201 • 573-442-7709 hawthornrecovery.com

›› Get to know your professionals

Credit Collection

Bonnie Baker, president, Hawthorn Recovery Services Inc. 1. Why did you want to work in the credit and collection industry? As is typical of most people in my industry, it was not an intentional career. I started working for another firm in the early 1980s as a computer programmer.

The business is unique, and I learned all aspects of each position as I worked my way into management.

Six years ago, I started my own company, and it has been a great journey.

Fun Fact: 80 \\\ november 2014

4. What is your favorite aspect about your job?

I love building a team of dedicated collectors who love what they do and are passionate about helping our clients recover lost revenue. Each month I come up with a set of bonus incentives in addition to our regular monthly goals and incentives. Professionalism and courtesy are critical to our success, so if a collector can get a consumer to agree they are “Hawthorn Happy,” they win tickets they can redeem at our redemption counter.

Photo by Sarah Redohl

2. Do you have a specialty? What are some of the main markets? We specialize in consumer collections, and our clients are mostly medical service providers. When they determine an account is uncollectable, they hire us. Sometimes their billing information was outdated or incorrect, and we have resources to locate consumers. Our goal is to reach each account by telephone or letter and determine if they are willing and able to make arrangements. We do not own the accounts, and our clients pay us a percentage of what we recover. There are also large markets for credit card debt and student loans.

3. Can you describe a typical day of work for you?

As the owner of a small business, I wear a lot of hats. Compliance, accounting and personnel issues take up 20 percent of my day; probably another 30 percent is devoted to client sales and service functions; and the rest is meetings, putting out fires, training, setting/evaluating goals and performance.

5. What is your biggest daily challenge in business?

Keeping up with increasing regulations, confusing and contradictory court rulings and keeping my staff informed and educated while still being productive and effective.

6. What might be most shocking about the collections industry to an outsider? What do most people not know about this industry?

• There are about 4,100 active collection agencies in the United States, of which 3,500 are ACA International (our trade association) members.

• The industry employs 445,000 collectors and is expected to grow by 18 to 26 percent by 2014.

• Income earned by U.S. collection agencies is now $16.5 billion annually, having tripled in the past 10 years.

• Sixty-four percent of collectors are female.

7. How much bad debt is sent to you on a monthly basis?

How much will you collect?

So far this year we are averaging $4 million a month in new consumer debts with an average balance of $320. Collectability is unique to each business and is based on a number of factors such as age of the account, internal efforts and type of account, so giving a specific number would be misleading. However, I can let you know we generally close out 5 percent of our files to bankruptcy each month, and we only forward about 2 percent of the files for litigation. CBT

➜ Fxxxx Most people don’t know that Baker loves to attend cage-fighting events, and her children describe her as an adrenaline junkie.

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Inside The Lines.......................................................................................................4 Job Point.................................................................................................................... 51 Landmark Bank........................................................................................................2 Linkside At Old Hawthorne..............................................................................20 MayeCreate Web Design................................................................................... 12 McAdams' Ltd.........................................................................................................14 Mediacom...................................................................................................................8 Mid-America Specialty Markets......................................................................61 Midwest Computech.......................................................................................... 77 Missouri Employers Mutual.......................................................................49,74 Moresource Inc........................................................................................................7 Naught-Naught Insurance Agency.............................................................. 32 PCE Inc.......................................................................................................................16 Room 38....................................................................................................................81 Socket........................................................................................................................66 Starr Properties..................................................................................................... 32 State Farm Insurance - Stephanie Wilmsmeyer....................................50 Tech Electronics................................................................................................... 24 The Bank Of Missouri..........................................................................................30 University Of Missouri Health Care................................................................ 11 Wilkerson & Reynolds Wealth Management............................................78

AFTERNOON. AFTERWORK. AFTERDARK.

Wilson's Fitness.......................................................................................................9

38 NORTH 8TH STREET | 573.449.3838 | ROOM-38.COM columbiabusinesstimes.com /// 81

Flashback ›› Then and now

➜ The Columbia business landscape is always evolving, but it’s important to remember our historical roots.

By Sarah Walsh PHOTO BY BEN MELDRUM

Father-and-son duo Moss Prewitt and son-in-law R.B. Price established Boone County National Bank in 1857. Then it was known as Prewitt and Price; later, in 1863, it became the First National Bank of Columbia. The business took on its current name in 1871 upon the postCivil War reinstatement of its national charter.

Today, Boone County National Bank maintains 10 branches in Columbia and six outside of Columbia. The largest and oldest of these, a building with the columns and gray stone face of a courthouse, stands downtown at 720 E. Broadway.

This address housed the Selby Hotel throughout the 1800s but became Boone County National Bank’s headquarters at the beginning of the 20th century. Construction on the earliest incarnation of the modern building ended in 1917.

This central location received a renovation in 1955 that spanned three years; construction crews added two sidewalk tellers and a second level to the building. After the completion of this project, the Missouri General Assembly passed legislation that allowed banks in the state to open additional facilities within 1,000 feet of their main buildings.

Boone County National Bank opened its second location, The Motor Bank, in 1965.

The main location has seen half a dozen additional renovations in the years between 1965 and the present, most of them aimed at expanding the facility to accommodate a growing population with increasingly technological needs. In 1977, Boone County National Bank became the home of Columbia’s first ATM. Third and fourth floors were added in 1986 and 1992, respectively.

One nontechnical addition worth noting is People, an abstract fiberglass sculpture crafted and installed in 1971 by then-MU professor Don Bartlett. People sits in the reflecting pool outside of BCNB’s lower-level offices; its presence and its familiarity as a symbol of downtown Columbia remind staff that customers and community are the bank’s foremost priorities, according to Mary Wilkerson, senior vice president of marketing.

Boone County National Bank received its most recent remodel — a complete first-floor makeover — in 2012. Wilkerson says there are no additional renovations planned for the immediate future, but the bank will continue to update itself to serve the needs of Columbia citizens. CBT

➜ We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 82 \\\ november 2014

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