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t’s April in Bis-Man, and I’m officially over it. The snow, the wind, the back-and-forth weather whiplash—enough already. We get a beautiful 55-degree day and think, "This is it!" Only to wake up to cold and snow.
I cling on knowing warm weather is coming... probably. And when it does (maybe) come, I’m ready.
May is shaping up to be packed, in the best way. I've got the Plains Art Museum Gala—which is always so much fun. A few days later, I’m heading (weather permitting) to the Boundary Waters Canoeing Area to go off the grid—maybe I'll get gored by a moose if I'm lucky (that's just the weather talking).
Then on May 17, I’ll be in Minneapolis for Art-A-Whirl, one of my favorite events of the year. It’s awesome—open studios, live music, food trucks, and great vibes. Plus it's always mindblowing and inspiring to see what people are capable of. If you’ve never been, make this the year you go.
After that, I’m off to Dallas to watch my little sister graduate, and in July, I’ll make my annual summer trip to see my brother in Madison, WI. In between all that? Plenty of camping, and soaking up every ounce of sunshine I can find.
Please warm weather, come soon. We’ve got big plans—and Bis-Man’s ready for you.
Bis-Man INC! Editor
By Brady Drake |
ometimes an entrepreneur is just someone who sees an opportunity and works very hard.
Jeremey Keller, Founder of Extreme Cleaning, saw his opportunity back in 2002 while working in a restaurant as a high school student.
"I was an assistant manager at a restaurant, and we used to hire a company from Fargo to come and clean our
kitchen hood and exhaust," Keller said. "I saw it and it just kind of interested me."
That interest eventually sparked action as Keller began doing the same sort of cleaning on the side—starting with the restaurant he worked for.
"It was crazy—I’d work all night, up in the ceiling scraping grease," Keller said. "It was a filthy job, but I don’t know, it just kind of interested me. I never in my wildest dreams thought it would turn out to be my career or something I was passionate about. There was no Google back then, so I learned everything on my own. It was kind of a "fly by the seat of my pants" operation. I rented a pressure washer, found some degreaser, and it’s been a lot of trial and error ever since. Our whole system and process today has been developed over the last 20 years. Every year, we make it a little better. A lot of the equipment we
use is stuff we’ve put together ourselves because there’s really no training for this anywhere. You just have to learn as you go, and I kind of enjoy that part: developing better processes, designing better equipment, and always giving my guys new tools, chemicals, or scrapers to try out. It’s about constantly finding ways to make the job easier or better."
Of course, like anything that involves trial and error, there were a lot of mistakes early on for Keller.
"The second restaurant I worked with, which I consider my first real job because it was someone I had to go out and get, was a learning experience," Keller said. "I had a friend helping me, and we were both up on the roof pulling on the pressure washer hose. We didn’t have the ladder tied down, and it fell. So, we were stuck on the roof in the middle of the night, no cell phones, nothing. I ended up jumping into the dumpsters to get down. From that day on, I learned: to always tie the ladder off. Now,
we usually have one guy stay below, just in case." Eventually, the side hustle would become a career and eventually, it would become a passion. However, that all took time as Keller did the work on his own, with a friend occasionally tagging along to help out, for many years. As he worked, the business continued to grow and grow until he hit a point where he needed to make a decision.
"From 2002 to 2006, I just did this on the side," Keller said. "I didn’t work much in the winter, mostly worked alone, and was still working part-time at an old restaurant. That’s when I decided I needed to focus on one thing and do it well. So, I jumped into this fulltime. I kept doing it on my own until 2012, when my first daughter was born. That’s when I realized that if I got hurt, there’d be no money coming in, and I might lose customers because there’d be no way to get the work done. That’s when I really started hiring people and growing the business. 2012 was the year we decided to kick it up a notch and take things to the next level."
Being a sole owner-operator is great, but it can, usually, only take you so far in the business world. The real test begins when you have to start hiring.
"When I was working by myself, I used to think there was no way anyone else could do this—I’d never be able to train anybody," Keller said. "But then I started thinking how nice it would be to have employees out working every night while I could sit in an office someday... As far as learning how to run a business, I’ve had some great influences. The owner of the restaurant I worked at in high school taught me some really great lessons. At the time, I didn’t even realize how much I was learning. But later, I saw how the things he had us do—keeping track of processes, KPIs, and operations—really shaped the way I run things now. Growing up on a small farm until I was 15 was also a huge advantage. Kids who grow up on farms develop a different work ethic and a whole different way of looking at the world. In the workforce, that makes a big difference. I also studied business management at Bismarck State College. I did two years there, and that’s the only college education I’ve had, but it was invaluable. I learned a lot, and there were some great teachers. One class, in particular, taught me how to start my own business, write a business plan, and tackle introductory accounting. I’ll admit, I wish I had paid more attention in those classes, but I learned enough
to figure things out on my own. That experience was a big help, too. I had one instructor—I can’t remember his name for sure—but he told us that he had started a couple of businesses that didn’t make it. He said if he ever started another business, it would definitely be a service business because you don’t have all the inventory and overhead. That really stuck with me, and it was a lesson I’ve always remembered. I also learned a lot of little things, like advertising and marketing, which were useful back then, even though some of it doesn’t apply the same way today. Another resource I remember was this business center they had. About 5–10 years after I graduated, I went back there when I was getting ready to hire employees. They helped me figure out what I needed to do—how to get set up with the state, unemployment, and workers' comp."
Now, Keller has a team of over 50 employees spread across five locations: Fargo, Mandan, Sioux Falls, SD; Rapid City, SD; and Port St. Lucie, FL. In total, they service areas in eight states: North Dakota, South Dakota, Florida, Minnesota, Iowa, Nebraska, Montana, and Wyoming.
"I think the most important part of our success is the people—my employees. I have great people, and I try to treat them like family," Keller said. "That’s the key. Everyone I’ve talked to, especially through the
International Kitchen Exhaust Cleaning Association, agrees that finding good help is tough in any industry. But in ours, it’s a whole different challenge because we work nights, and the hours vary depending on when restaurants close. One night my crew might start at 10 p.m., the next at 6 p.m. The schedule is unpredictable."
To make it work, Keller says he has always tried to be flexible with his employees. If someone needs to be home for a kid’s concert or take a day off, he makes it happen.
"I think that flexibility, combined with fair pay and support for their personal goals, has been key to our growth," Keller said. "Nothing makes me happier than seeing one of my employees buy a new truck, a car, or even a house. It’s important to me that we’re not just growing as a company, but that we’re helping our people achieve their goals."
That's a key factor for Keller.
"I believe our company’s goals need to be big enough to encompass everyone else’s goals," Keller said. "If my employees want more opportunities, I need to keep working hard to create them—new positions, new locations, and room to grow. Expanding to Sioux Falls
"Funny enough, the nights I get to go out and help my crew are probably the happiest nights for me. My phone’s down, and I’m just doing something hands-on. When I’m in the office all the time, it’s like being a prisoner in my own world—always putting out fires, the phone never stops ringing, and I never feel caught up. It’s weird how that changes."
was an easy decision. We were doing so much work there that it just made sense. We were spending a lot on travel time and hotels, and a couple of guys wanted to move there, so we started that location. The same thing happened in Fargo and Rapid City. We reached a point where we had too much work to keep sending guys from Mandan or Sioux Falls. In Rapid City, we actually bought out a competitor and rolled all his customers into ours, which is how that location started. The Florida location came about during a particularly brutal winter a few years ago. Winter is already tough for us, but adding long drives, canceled jobs, and worrying about the guys on the road made it even harder. I decided that if I expanded again, it would be somewhere warm. Through a friend, I found someone selling their business in Florida. I went down, met him, looked at the area, and made the deal. It’s worked out great. We’re now working on a second and third location in Florida because we’ve grown so much. Having multiple branches helps us share labor and jobs—if one shop gets slow, the other can step in and help. It’s a similar situation to what happened up north. We’re traveling so much to other areas now that it makes sense to have people stationed there full-time."
Keller believes that showing employee appreciation is another key factor in his company's success.
"Since my wife convinced me to take my first vacation in 2011, I’ve been a big believer in encouraging my employees to take time off," Keller said. "But more than that, we’ve made it a point to give back. We’ve sent employees and their families on trips to places like Mexico, Florida, Vegas, and North Carolina."
These trips are a thank you to Keller's employees and their spouses, who deal with the late-night schedules and missed evenings. Usually the trips last 5-7 days.
"Taking care of my people, helping them grow, and making sure they know they’re appreciated—it’s all worth it," Keller said. "I’ve also started sending several guys down to Florida for what we call a ‘work vacation.’ They go to train and work with our Florida team, but they also get some days off to enjoy themselves. In the middle of a North Dakota winter, being in Florida is definitely a much better experience!"
From a high school assistant manager with a side hustle to the founder of a multi-state operation, it's clear to see that Jeremy Keller knows how to spot an opportunity. We can't wait to see what he does next.
extremecleaningusa.com /extremehoodcleaning /extreme-cleaning-hood-cleaners-in-north-dakota
"I think now there’s so much information out there—it’s both good and bad. You can find advice on starting and running a business on YouTube, through programs, books, and seminars. Some of it is helpful, but some of it isn’t. I’ve seen people spend years reading books, taking courses, and attending seminars hosted by so-called billionaires who charge you to hear their advice. The problem is many people get stuck in this cycle of gathering ideas and never actually get anything done.
My biggest piece of advice is to just go for it and get it done. It’s fine to have a mentor, read a book, or attend one seminar, but stick with one philosophy and take action. Don’t spend all your time planning and overthinking, because eventually, you get nowhere.
The other key is to work harder than everyone else. If you’re going to start a business, you have to be all in—willing to work any day, any hour. Success takes a lot of work and dedication. Every successful person I know has that in common—they put in long hours and outwork their competitors.
This isn’t an 8-to-5 deal, at least not at the beginning. Maybe someday, when you have the right team, you can cut back on hours, but nothing beats hard work, outworking your competitors, and listening to the right people.
When you take advice, it’s important to consider who you’re getting it from. Advice is valuable, but only if it comes from someone who truly knows what they’re talking about. That makes all the difference."
APPLIED DIGITAL’S HIGHPERFORMANCE COMPUTE
pplied Digital is changing the region with massive data center investments that are reshaping the state’s economy and energy landscape. From blockchain mining to highperformance computing (HPC) for artificial intelligence (AI), the company’s footprint is expanding at a rapid pace.
We sat down with Executive Vice President of External Affairs Nick Phillips who shared insights into the company’s journey to North Dakota, the economic impact of their projects, and their ambitious plans for the future.
Applied Digital officially began operations in March 2021, with serious site selection beginning that June. After exploring multiple locations, the company landed on Jamestown as its first North Dakota data center site. Construction began in September 2021, and by January 2022, the facility was up and running, reaching full operation in June of the same year.
Ellendale followed as the next major project, beginning construction in September 2022. Unlike Jamestown’s 100-megawatt capacity, Ellendale is a significantly larger operation. Parts of the facility were live by March 2023, and by July of that year, it was fully operational. But that was just the beginning.
“Right now, we have approval for up to 530 megawatts at Ellendale,” Phillips said. “For context, the entire metro area of Bismarck uses about 100 megawatts. So, our Ellendale facility is already nearly twice that size. And by the time we’re done, we could account for about 10% of North Dakota’s total power generation.”
The economic impact of this is substantial. Applied Digital’s growing workforce includes about 400 employees, with 2,500 permanent indirect jobs statewide supporting operations and as many as 14,000 during construction. The company is also on track to become one of North Dakota’s top 10 property taxpayers by 2026 or 2027.
Ellendale’s expansion is nothing short of massive. The current facility—180 megawatts—spans 10 buildings with 110,000 square feet of operational space. But under construction now are three additional buildings that will push the scale far beyond its current size.
“The first new building alone is 380,000 square feet, a three-story structure with about 94,000 square feet dedicated to the data hall,” Phillips said. “The next two buildings are
estimated to each be 900,000 square feet. Altogether, when complete, the Ellendale campus will have roughly 2.2 million square feet.”
The investment is staggering: $5 billion from Applied Digital for construction, and an estimated $15 billion from customers to fill the facility with computing equipment. By comparison, Jamestown’s original eight buildings and office and warehouse cost around $42 million, and the initial 10 buildings at Ellendale were an $82 million investment. The scale-up is exponential.
Originally, Applied Digital’s North Dakota facilities were built for blockchain mining. But the new Ellendale expansion is designed entirely for HPC applications.
“The HPC applications we’re supporting include generative AI, natural language processing, and machine learning,”
With more than $20 billion in combined investment from Applied Digital and its customers, the Ellendale expansion is the
Phillips explained. “This isn’t just about ChatGPT—AI is transforming medicine, agriculture, and other industries. AI can analyze medical images for improved diagnostics, optimize farm production using real-time data, and even power autonomous systems.”
The company is designing its buildings with future-proofing in mind. Today, most U.S. data center cabinets run at about 7.5 kilowatts, but Applied Digital is preparing for 50 to 200 kilowatts per cabinet. Within a few years, densities could reach 1,000 kilowatts per cabinet, meaning the same physical space will house exponentially more computing power.
One of Applied Digital’s key advantages in North Dakota is its ability to balance power consumption
with grid needs. For example, blockchain mining is highly sensitive to electricity prices, which allows the company to shut down operations when power demand surges.
“Our agreements with utilities let us shut off up to 95% of the facility within five minutes if needed,” Phillips said. “This provides incredible grid stability. Instead of utilities having to fire up expensive backup power plants, we can return energy to the grid instantly.”
This flexible energy usage has had a direct financial benefit for North Dakota residents. In 2023 alone, it led to MDU returning $5.4 million to ratepayers. That number is expected to grow to $14 million in 2024, thanks to Ellendale’s continued expansion.
The company’s decision to focus its major expansion efforts in North Dakota was driven by two primary factors: cost-effective power and cooling efficiency.
“Electricity is our single biggest expense,” Phillips said. “North Dakota produces far more energy than it consumes, which makes power costs very attractive. And cooling is another major cost factor—our buildings generate a lot of heat. North Dakota’s naturally cold climate makes cooling far more efficient compared to places like Arizona or Nevada.”
Beyond infrastructure and energy, Applied Digital has actively worked to integrate itself into the communities of Jamestown and Ellendale. The company has donated to local projects like a pickleball court, supported small businesses, and even helped modernize a local bowling alley to provide more recreational opportunities.
“At Thanksgiving, we bought 500 turkeys for our construction workers from the local Hutterite community,” Phillips said. “We’ve also volunteered at county fairs, sponsored parades,
and worked to improve the quality of life for our employees and the broader community.”
With more than $20 billion in combined investment from Applied Digital and its customers, the Ellendale expansion is the largest single-site investment in North Dakota history. And according to Phillips, it’s only the beginning.
“We’ve built a lot in just four years,” he said. “And the reason we’re continuing to bet big on North Dakota is simple—the workforce here is incredible. People show up, no matter
the weather. That’s a huge reason why we’re continuing to grow in this state.”
As AI and high-performance computing continue to shape the future, North Dakota is positioning itself as a key player in the next generation of digital infrastructure. And with Applied Digital leading the charge, the state’s impact on the global tech landscape is only set to expand further.
applieddigital.com
BY BRADY DRAKE provided by Fenworks
the local realm of education, technology, and extracurricular engagement, few individuals have had an impact like Kaleb Dschaak, the CEO and founder of Fenworks, a company that helps middle schools and high schools create their own esports and drone racing programs. Originally from Dickinson, ND, and now a resident of Grand Forks for the last nine years, Dschaak has been a trailblazer in the local esports industry, leveraging gaming as a powerful tool for communication, education, and student engagement.
Now, UND offers a varsity esports program on campus as well as an esports degree and intramural teams.
Dschaak's esports journey began long before Fenworks was established. Growing up, he used gaming as a way to connect with his autistic brother. This personal experience laid the foundation for his deep understanding of the esports landscape and how it helps to bring people together through a shared language and love for an activity.
Later, during his time at the University of North Dakota (UND), Dschaak played a pivotal role in bringing esports into the academic environment. As the student body vice president, he spearheaded the creation of UND’s first esports lab because he recognized the need for structured programs to support students who were passionate about competitive gaming.
"I was serving in student government and competing in esports," Dschaak said. "This is something I had been passionate about since I was five years old— playing classic Nintendo and Atari games on my dad's lap. At UND, I thought, ‘I love this so much; we need to do more of this.’ So we started a student-led initiative to bring esports to campus. And, ultimately, we did and it was successful."
When things started at UND, the program was club-based.
"I had the opportunity to work with an incredible leader, Olivia Stenstad, who, I believe, founded the esports clubs at UND," Dschaak said. "My game title in college was League of Legends— which now gets me called a ‘boomer’ since I’m not on Fortnite or Rocket League as much. But back then, we were the League of Legends club, and through it, I met some really great friends."
"We quickly realized we needed more structure and foundation," Dschaak said. "So we built a center and a program within the Wellness Center with the goal of integrating esports—an enormous part of so many young people’s lives—with health, wellness, mental health, social health, physical fitness, and nutrition. That was our first mission. From there, we launched the facility, created intramural programming at the Wellness Center, built a team, and watched it grow. Since then, UND has developed varsity esports programs, launched a major in the field, and we've seen higher education across North Dakota and beyond embrace esports. That momentum has trickled into the K-12 space as well."
Shortly after graduating from UND, Dschaak began receiving calls from K-12 educators who were asking for his help. They knew there was a large percentage of their student population that would benefit from having an esports program, but they didn't know where to start. This was part of a nationwide trend as schools across the country were searching for ways to integrate esports into their curriculums and afterschool programs but lacked the necessary resources and expertise to do so effectively. They needed help. So, Dschaak launched Fenworks in August of 2020.
Within three months, the demand was so overwhelming that he decided to go full-time.
“I didn’t really know exactly where everything was going to take off from,” Dschaak admitted. “But pretty quickly, it became clear that we needed to reprioritize—I needed to reprioritize—because the demand for what we were doing just kept growing.”
Starting a business is never easy, and Dschaak’s journey was no exception. Without immediate funding, he had to bootstrap Fenworks by taking on contracts to manage othere companies' social media accounts. He also helped companies create websites and produce digital content to sustain himself financially. His background in marketing and political
science from UND proved invaluable in those early days.
“It was an enormous learning experience,” he said. “Because I went all in, I was able to learn and grow faster. It was exciting, honestly—even if, at certain points, I couldn’t even afford McDonald’s.”
Despite the financial struggles, Dschaak remained committed to his vision, understanding that he was building something much larger than himself. The perseverance paid off, and today, Fenworks has become a vital resource for schools across the country looking to establish competitive esports and drone racing programs.
With Fenworks, schools receive comprehensive training, guides, equipment recommendations, and ongoing support to ensure the long-term success of their esports and drone racing programs.
One of the key philosophies behind Fenworks is keeping esports competitions within state boundaries. Dschaak believes that creating relationships among students from the same region enhances their sense of community and belonging.
Unlike global online gaming, which often disconnects players from their real-world environments, Fenworks creates localized leagues where students can develop friendships, school spirit, and peer-to-peer
support networks while competing for state titles just like any other sport.
“Traditional extracurriculars have always done this,” Dschaak said. “And as times change, our activities need to evolve too. While adding sports like men’s volleyball or women’s wrestling is great, young people today are also looking for nontraditional activities.”
The impact has been significant. Students who may not have been involved in traditional sports now have an outlet where they can thrive, build confidence, and even branch out into other school activities.
As Fenworks continues to grow, Dschaak remains focused on sustainability. The last thing he wants is for schools to adopt esports programs that fail due to a lack of longterm support. He wants to ensure quality over quantity by working closely with school districts to guarantee success.
“We keep getting asked to launch more activities,” he said. “And while we’re working on it, our approach is slow and steady—because quality is everything. When you're innovating, especially in a space involving young people, moving too fast can lead to bad outcomes.”
The most important principle—the North Star—should always be the customer. Consistently listening to your customers, having conversations to understand why they want what they do, and balancing that with your own expertise is critical.
If you’re healthy physically, mentally, and relationally, success in your professional life comes much easier. Finding mentorship and peer support in all of these areas is a powerful way to achieve your goals.
Through his work, Dschaak has not only legitimized esports in education but has also provided countless students with opportunities they never would have had otherwise. As Fenworks continues to grow, one thing is certain—Dschaak’s impact on the world of esports and education is only just beginning.
fenworks.com /fenworksofficial
@fenworksofficial /company/fenworksofficial
BY BEN DEETZ, LENDER RELATIONS SPECIALIST, U.S. SBA
ccording to the U.S. Small Business Administration (SBA) Office of Advocacy, the number of small businesses in the Fargo metropolitan area grew from 23,077 in 2023 to 24,229 in 2024. Small businesses are the heartbeat of our local communities and eclipsing 25,000 here in Fargo-Moorhead will be a special milestone worthy of celebration and reflection. 2021 Census data shows that nearly half of all employees in the FM area, 49%, are employed by small businesses. While our small businesses continue to adapt and grow, it is important that as a community and as resource providers we continue to show up to support
them. At the SBA, we will continue to meet our small businesses where they are, offering a variety of programs and resources aimed at supporting the establishment and vitality of small businesses across North Dakota.
SBA’s resources can be summarized by grouping them into three “C’s”: increasing access to capital, providing government contracting assistance, and supporting small business development with counseling. The SBA resource partner network can help not only with planning the start of a new business, but they can also help with expanding or refocusing existing businesses. This network consists of the following partner organizations:
j North Dakota Small Business Development Center
j North Dakota Women’s Business Center
j Veterans Business Outreach Center of the Dakotas
These organizations can provide guidance with business planning, market research, financial projections, succession planning and more. These services are confidential and are offered at no cost. Whether a business is starting, growing, expanding, or recovering, the SBA resource partner network is there for support, guidance, and advising.
The U.S. Small Business Administration (SBA) is a federal agency dedicated to empowering entrepreneurs and small business owners by providing critical resources, guidance, and support to help businesses start, grow, and succeed. Established in 1953, the SBA offers a variety of services, including business financing through guaranteed loans, counseling and mentorship programs, disaster relief assistance, and advocacy for small businesses in policy-making. By supporting the backbone of the American economy, the SBA aims to foster economic growth, innovation, and job creation nationwide.
Access to capital is critical for starting or growing a sustainable and resilient business. An SBAguaranteed loan can help connect entrepreneurs with capital they may not have been able to access elsewhere on reasonable terms. The 7(a) loan program is SBA’s primary loan program and with a maximum loan amount of $5 million it can be used to finance a broad list of uses, some of which include working capital, changing business ownership, and refinancing eligible business debt. Hundreds of lenders in North Dakota participate in the SBA 7(a) loan program and small business owners can choose which lender they would like to work with to apply for a 7(a) loan.
SBA’s Lender Match tool assists small businesses looking to connect with participating SBA lenders and can be accessed at SBA. gov/lendermatch. The 504 loan program offers long-term, fixed rate financing for major fixed assets that promote business growth. The maximum loan amount is $5.5 million and eligible uses of proceeds include commercial real estate, construction, machinery,
and equipment among other things. The 504 loan program is provided in collaboration with Certified Development Companies, SBA’s community-based nonprofit lending partners who promote economic development within their communities.
There are currently four Certified Development Companies that are authorized to issue SBA 504 loans in North Dakota and can be contacted to apply:
j Dakota Business Lending
j Lake Agassiz Certified Development Company
j Lewis & Clark Certified Development Company
j Minnesota Business Finance Corporation
For more than 60 years the SBA has celebrated National Small Business Week, which acknowledges the critical contributions America’s entrepreneurs and business owners. Small businesses maintain and strengthen our economy while providing our communities with
local flavor and crucial services.
National Small Business Week in 2025 will take place May 4-10. As the Fargo-Moorhead area is poised to soon surpass 25,000 small businesses, we want to recognize the hard work, ingenuity, and strong connectivity within our entrepreneur ecosystem that has contributed to making this achievement feasible.
sba.gov/district/north-dakota @sbagov /SBAgov 701-239-5131
By Brady Drake
by Angela Oakland
Tell us about your company.
A: Blind Ambition has been in the Bismarck-Mandan community for 10 years. I took ownership of the company in January 2025. The previous owner Jere Rogers and I still work closely together as she transitions into retirement and I am working toward expanding in this region. We sell interior window treatments such as blinds, drapes, shades, and shutters. We provide design advice, sales consulting, and installation.
What is your story? How did you end up where you are?
A: I have been working for the previous owner for two years and took ownership January 2025. Previous to Blind Ambition I had my own cleaning company. I have always loved interior design. When the opportunity arose for me to partner with Blind Ambition and eventually take ownership of the company, I could not wait to make it happen. I love showing clients all the exquisite drapery fabrics and beautifully crafted shades and seeing the end results after installation is so rewarding.
What are five exciting things going on at your business right now?
1: Motorization has made huge strides in window treatment technology. It has been exciting to see the latest and greatest implementation in the last year.
2: My own home will be getting a complete window treatment makeover that will allow people to see many different options and applications either by visual media or by personal appointment.
3: Our leading sales brand Hunter Douglas is making some company changes that will allow some of their sister products to be accessible at a budget-friendly price point.
4: Blind Ambition participated in the Bismarck Mandan Home Show at the civic center this past March.
5: Blind Ambition will have a featured home alongside the builder TrueBuild in the Spring Bismarck Mandan Parade of Homes.
What is something you learned about business in the last year?
A: Two lessons I have learned are: You have to have passion for what you do, and it's hard work promoting your own business but you have to have the courage to put yourself out there.
Do you have any resources you recommend to other entrepreneurs?
A: Nothing specific at this time. Currently, my life is filled with product research on shade and drapery materials. Having a knowledgeable mentor has been my greatest resource.
Is there anything else you'd like to say to our readers?
A: A positive outlook and a supportive family are my greatest tools for success.
Blind Ambition
blindambitionndandsd.com /blindambitionforyou @blindambitionforyou
By Brady Drake
by Michael Ilse
Tell us about your company.
A: Matt Reichert, founder of Aspen Group LLP, has worked in the commercial real estate industry since 1993. Having brought his experience from the Minneapolis-St Paul region to Bismarck by the fall of 1995, he had a strong desire to see our community and region have access to a company designed to grow and change with the dynamics of the market, by focusing exclusively on commercial real estate.
At the end of 1999, Matt and his wife Shelly formed the idea of using a name and image that depicted growth. By January 2000, Matt Reichert established what you know today as Aspen Group LLP.
Within just a few years, Aspen Group had expanded to their own space on Lockport Street, adding muchneeded features like a lobby and conference room, to better serve their clients.
With the explosion of the Bakken, the gift of regional recognition, and work in Minnesota, Montana, Wyoming, and South Dakota, Aspen Group expanded further and relocated into their current location at the heart of Bismarck. Here on the active 3rd St. business corridor, we are able to better accommodate clients both within the area, and arriving via airport, expressway, and interstates.
It is with gratitude beyond words, to our Aspen team, our clients, and our community, that we can celebrate 25 years of sales, leasing, investment and business sales, construction management, and development.
What is your story? How did you end up where you are?
A: I joined the Aspen Group team in January 2010 and obtained my broker license in 2021. While at Aspen, my focus has been on all facets of sales and leasing of commercial property throughout Bismarck-Mandan and Central and Western North Dakota. I'm able to use my extensive knowledge of the local markets and negotiation skills, while providing the highest level of honesty and integrity, to achieve a successful transaction for clients and their families.
Right now, I'm currently working towards my CCIM accreditation.
I was born and raised in Bismarck, ND, and graduated from Bismarck High School. After graduation, I enrolled at Bismarck State College where I received an Associate in Applied Science degree. After graduating from Bismarck State College, I earned a Bachelor’s degree in business administration with a major in business economics from the University of North Dakota in Grand Forks.
In 2016, I was chosen as a 40 Under 40 award recipient by the Bismarck Tribune. l became the Broker of the Aspen Group in January of 2025.
What are five exciting things going on at your business right now?
1: In 2025 ,we are celebrating 25 years in business.
2: Liz Spaeth (office manager) and Maddi Dymerski (marketing specialist) expanded their
responsibilities to Commercial REALTOR® to better serve our community.
3: I took over as our new broker of record in 2025.
4: We are in the process of bringing some major retailers/ restaurants to the BismarckMandan area.
5: Our team will be attending ICSC in Las Vegas in May to meet and connect with major corporations such as Starbucks, Chipolte, Chili's, and more!
What is something you learned about business in the last year?
A: We learn this every year, Commercial Real Estate is always changing.
Do you have any resources you'd recommend to other entrepreneurs?
A: All of our marketing and creatives are done in-house by our Marketing Specialist Maddi Dymerski. She uses platforms like Adobe Suite to create all of our brochures, maps, and even the social media posts you see every day. As for accounting and invoicing, our Office Manager Liz Spaeth, uses software like Quickbooks, Adobe, and DocuSign
Aspen Group aspengrouprealestate.com /aspengroupllp @aspengroupllp /company/aspen-group-llp
By Brady Drake
by Scott Beierle
Tell us about your company.
A: We are a North Dakota distillery making all natural products. We distill rum and moonshines. Our products are silver rum, spice rum, cinnamon rum, coconut rum, and coffee rum. We also have a bourbon barrel aged rum that is allocated to our distillery tasting room which is called Big Dog Tiki. Our moonshines are blueberry and apple—again, both are all natural with no artifical flavors, colors or added sugars. We also make a canned cocktail called Dog Water which is our blueberry moonshine and pink lemonade in a can, readyto-drink.
What is your story?
How did you end up where you are?
A: I started the distillery after being told "you need something more to do." I designed a 20 gallon still with the sole purpose of making rum and moonshine. After being told many times over by still makers "you going to blow yourself up." I finally found a still maker in the hills of Kentucky that made my still and I was on my way. I perfected my recipes, began distilling, and found a merry band of so called expert tasters.
Once production was underway, I entered our products in an international tasting event. The spirits competition notified me that our spice rum was silver medal best of class and Forbes magazine picked it as one of the 10 best to buy. From there, I increased our still sizes to 115 gallon and 225 gallon capacity with 1,500 gallons of mash tanks, which really made my expert tasters happy but by now I was questioning their motives. We then added expanded lines into the other varieties of rums and moonshines and under the advice of the so called "tasters" added a canned cocktail. The canned cocktail is called "Dog Water" it is a combination of our blueberry, moonshine and pink lemonade in a can ready to drink.
What are five exciting things going on at your business right now?
1: We are expanding our product lines even further with a big announcment coming.
2: We have really good employees they bring a lot to the table they are the show.
3: We are making booze right now and haven't blown ourselves up.
4: Our tasters have had way too much. I am beginning to think they are in it for the free drinks.
5: We have a new motto: win or lose, we make booze!
What is something you learned about business in the last year?
A: It is very hard to win the loyalty of North Dakota consumers. They are very set in their purchasing habits.
Do you have any resources you'd recommend to other entrepreneurs?
A: "Chemical Engineering and Thermodynamics for Dummies" should get you started.
Is there anything else you'd like to say to our readers?
A: Buy local products, somewhere there is a merry band of tasters that depend on it!
Blind Ambition
heartriverspirits.com /heart.river.spirits @heartriverspirits
conomic downturns are inevitable. While no business is entirely immune to recessions, companies that prepare in advance can survive—and even thrive—during economic downturns. The key is to build financial stability, improve operational efficiency, and adapt quickly to changing market conditions.
Here are practical strategies to recession-proof your business.
1.
Cash flow is the lifeblood of any business, especially during a recession. When revenue becomes unpredictable, having strong cash reserves and a disciplined approach to managing expenses can keep operations running smoothly.
ACTION STEPS:
• Build a Cash Reserve: Aim to have at least 6–12 months of operating expenses in liquid assets.
• Speed Up Receivables: Offer early payment discounts or tighten credit terms to ensure faster cash inflows.
• Delay Payables (When Possible): Negotiate better payment terms with vendors to improve liquidity.
• Cut Non-Essential Expenses: Identify areas where spending can be reduced without harming operations.
2.
Over-reliance on a single product, service, or customer segment makes a business vulnerable during a recession. Diversification creates stability by
ensuring that losses in one area don’t cripple the entire business.
ACTION STEPS:
• Expand Product or Service Offerings: Consider complementary products or services that align with your core business.
• Explore New Markets: If local demand drops, explore selling in other geographic areas or industries.
• Add Recurring Revenue Models: Subscription services, maintenance contracts, or membership programs create consistent income.
3.
Acquiring new customers during a recession can be expensive, making it critical to maximize customer loyalty and lifetime value. Loyal customers provide repeat business and are more likely to refer others.
ACTION STEPS:
• Improve Customer Experience: Offer exceptional service, personalized interactions, and flexible purchasing options.
• Loyalty Programs & Incentives: Reward repeat business with discounts, exclusive access, or perks.
• Engage With Customers Proactively: Use email, social media, and surveys to understand and meet their evolving needs.
4.
Cutting costs without hurting productivity is a balancing act. Instead of making deep cuts, focus on optimizing operations to increase efficiency.
ACTION STEPS:
• Automate Processes: Use software and AI to streamline tasks like invoicing, customer support, and inventory management.
• Outsource Non-Core Functions: Consider outsourcing HR, IT, or accounting to reduce overhead costs.
• Review Vendor & Supplier Contracts: Renegotiate terms for better pricing or switch to more costeffective suppliers.
Having access to credit during a recession can provide a safety net. However, lenders tighten their standards during downturns, making it essential to maintain a strong credit profile.
ACTION STEPS:
• Reduce Debt Where Possible: Pay down high-interest loans while business is stable.
• Secure Credit Before You Need It: Establish lines of credit or business loans before economic conditions worsen.
• Monitor Your Credit Score: Ensure your business maintains a good credit rating to access financing if needed.
During a recession, customers become more price-sensitive, making it important to adjust pricing strategies while maintaining profitability.
ACTION STEPS:
• Offer Tiered Pricing Models: Provide budget-friendly options alongside premium services.
• Introduce Payment Plans: Allow installment payments to make high-ticket products or services more accessible.
• Bundle Products or Services: Create value-driven packages to encourage larger purchases.
During tough times, strong partnerships can provide better pricing, priority service, or extended payment terms.
ACTION STEPS:
• Negotiate Terms in Advance: Secure better deals with key suppliers while business conditions are stable.
• Find Alternative Suppliers: Diversify your vendor base to avoid disruptions.
• Collaborate With Other Businesses: Partner with complementary companies for cross-promotions or bundled offerings.
One of the biggest mistakes businesses make during a recession is cutting marketing. While budgets may need adjustments, staying visible is critical for maintaining market share.
ACTION STEPS:
• Focus on ROI-Driven Marketing: Invest in digital marketing, email campaigns, and SEO instead of expensive traditional advertising.
• Leverage Social Proof: Use customer testimonials, case studies, and user-generated content to build trust.
• Use Cost-Effective Channels: Engage in organic content marketing, social media, and strategic partnerships to maintain brand presence affordably.
Recessions are challenging, but they don’t have to be disastrous. Businesses that proactively manage cash flow, optimize operations, and stay customer-focused are more likely to survive economic downturns. The key is preparation—those who adapt early will emerge stronger when the economy rebounds. 5. 7. 9. 10. 8. 6.
Staying informed about economic shifts and industry trends allows businesses to adapt quickly and make data-driven decisions.
ACTION STEPS:
• Track Key Economic Indicators: Follow interest rates, inflation, and consumer spending trends.
• Watch Competitor Strategies: Learn from industry leaders and adjust accordingly.
• Be Ready to Pivot: Adapt business models, products, or pricing based on economic conditions.
A motivated, engaged workforce is essential during economic uncertainty. Keeping employees informed and involved helps maintain productivity and morale.
ACTION STEPS:
• Communicate Transparently: Keep employees updated about financial health and strategic plans.
• Upskill & Cross-Train Staff: Equip employees with new skills to improve flexibility and efficiency.
• Retain Top Talent: Offer non-monetary benefits, flexible work arrangements, or performance-based incentives to
our website has just five seconds to make an impression. If visitors don’t immediately understand what you offer, why it benefits them, and how to take action, they’ll leave— possibly for good.
A high-performing website follows four key marketing principles to capture attention, build trust, and drive conversions:
User Experience (UX) – Navigation should be easy and effortless
Readability – There needs to be a clear, easy-tounderstand message
Watchability – Use engaging visuals to retain attention
SEO Functionality – Ensure your site is discoverable
The First Impression is Everything
Your website should be so intuitive that visitors don’t have to think. A strong UX ensures:
Fast Loading Speeds – If your site takes more than 3 seconds to load, expect high bounce rates.
Clear Navigation – Users should find what they need instantly. Keep menus simple.
Mobile Optimization – Over 60% of web traffic comes from mobile; if your site isn’t mobile-friendly, you’re losing customers.
Strong Call-to-Action (CTA) –Every page should direct users toward an action:
“Book Now,” “Get a Free Quote,” “Shop the Collection”
Say More with Less
Your website copy should be easy to scan, understand, and act on. Best practices include:
Concise Headlines – Clearly state your value proposition in a few words. Example:
“Welcome to Our Website”
“Get Professional Web Design That Converts”
Bullet Points & Short Paragraphs
Avoid walls of text. Visitors should get key information at a glance.
Conversational Tone
Write as if you’re speaking directly to your audience. Avoid jargon and complex terms.
Use Visuals to Engage and Convert
Humans process visuals 60,000 times faster than text, making design and multimedia essential for an effective website. Prioritize:
High-Quality Images & Videos – Feature real products, people, or explainer videos to build trust.
Consistent Branding – Maintain uniform colors, fonts, and styles across all pages.
Strategic Use of White Space – A cluttered website overwhelms visitors; give content room to breathe.
Be Found, Stay Relevant
A well-designed website is useless if no one can find it. Implement these SEO essentials:
Keyword Optimization – Use relevant keywords naturally in headlines, meta descriptions, and body text.
Fast Load Times – Google prioritizes sites that load in under two seconds. Compress images, enable caching, and use a reliable hosting provider.
Internal Linking – Guide users (and search engines) with relevant links between your pages.
Schema Markup – Help search engines better understand and display your content in results.
To check if your website passes the 5-second rule, ask yourself:
Can visitors immediately tell what you offer?
Do they understand why they need it?
Is it clear how to take action?
If not, it’s time for a website upgrade!
Previous Issues:
Lack of scalability: Precision's old website lacked scannability, which means visitors to the site were less likely to spend a lot of time on the site—not good.
Lack of content: Google cares that it provides its users with trustworthy search results, and users will more likely pick a company to do business with that knows what they are talking about. Precision lacked trustworthiness (in the eyes of Google) not because they didn't know what they were talking about, but because they didn't have enough content to provide proof of trust.
To fix this, we did the following.
Increased scalability
By adding clean navigation with calls to action and hierarchy within the sections.
Added content
We also added different content to give users an idea of who they are and what they offer. We did this through a video and a form that allows you to schedule a service right away.
Increased trustworthiness
In addition to adding content to increase trustworthiness, we also achieved this by adding the Better Business Bureau and Home Builders Association logos to the site. We also added reviews, updated photos of staff, professionals' stats, years in business, and their number of employees!
Previous Issues:
The old Wellness District website had a number of issues.
• Lacking clear navigation.
• No visible call to action within the first 5 seconds.
•
"According to Hubspot, 55% of visitors spend less than 15 seconds on your website. That’s not a lot of time to read!"
- Megan Suedbeck Director of Creative Strategies at Spotlight
To address this we took a number of steps:
CTA
We made sure that there were calls to action on two main services right away as well as a call to action for new patient specials.
Navigation
We
Crystal Nelson, founder and owner of Fargo Ergonomics, has achieved a major milestone in her career—earning the prestigious Board Certified Professional Ergonomist (CPE) credential. This certification, considered the gold standard in the field of ergonomics, is held by only about 1,500 professionals worldwide, with the majority concentrated in the United States.
Nelson is now among the first to bring this elite level of expertise to North Dakota.
Obtaining the CPE credential is no small feat. Nelson dedicated nearly five years to the process. This required extensive study, completion of qualifying college courses, and at least three years of full-time
experience as an ergonomist. Even after meeting these qualifications, passing the rigorous exam remained a formidable challenge, with only a history of a 38% success rate.
"It was a huge undertaking," Nelson said. "I initially applied just to see if I would qualify, and once approved, it took another year to a year and a half of studying before taking the exam. It has been a goal of mine for years and I’m incredibly excited to bring this level of expertise to our area!"
Through this certification process, Nelson has enhanced her ability to assess and mitigate workplace risks, ranging from extended reaching and heavy lifting to improper lighting and prolonged computer use.
"I feel like a better ergonomist because of it," she said. "This has given me the tools to make better ergonomic decisions and provide more effective interventions for my clients."
North Dakota businesses can significantly reduce the risk of work-related injuries by utilizing ergonomic consulting services. The Workforce Safety Insurance Ergonomic Initiative Grant Program is specifically designed to help businesses identify and implement effective ergonomic solutions. This initiative provides expert ergonomic assessments aimed at creating safer and healthier workplaces. Additionally, the program offers financial assistance in the form of grants to help offset the cost of purchasing ergonomic equipment. A new phase of the program will begin in January 2026, creating further opportunities for businesses to enhance workplace ergonomics. As an approved provider, Nelson plays a crucial role in helping companies effectively use these resources to improve employee wellbeing and prevent injuries.
Nelson’s goal is to continue to educate people about ergonomics. Check out her YouTube page where she shares new ergonomic tips and information to help you feel your best. Feel free to subscribe to the channel to help support Nelson and her ergonomic journey.
Companies across the country recognize the value of this credential, viewing it as a mark of credibility and expertise. Since earning her certification, Nelson has already been approached by additional organizations seeking her services, including several companies that sell ergonomic products and are looking for her guidance and feedback.
At Fargo Ergonomics, Nelson primarily works with companies in manufacturing, assembly, and office environments. Her clients range from heavy equipment operators to corporate employees, requiring her to adapt her expertise to various workplace settings.
"One day, I’m working with people in contemporary offices, and the next, it’s steel toe boots and safety glasses at a manufacturing facility," she said.
One common workplace trend Nelson cautions against is the use of walking treadmills at desks. While they may seem like a great way to stay active during work, she explains that they can actually cause long-term issues. "Treadmills are great for the gym, but when you're typing while walking, your body compensates with your hips, which disrupts natural movement. Our bodies are then not able to move in the reciprocal motion that they are designed to. Your best bet is to get up from your desk every hour and walk around the office for a few minutes.”
Fargo Ergonomics is dedicated to reducing work-related injuries, helping employees feel healthier and happier while enabling businesses to thrive. With Nelson now holding the highest certification in her field, companies in North Dakota and beyond have an invaluable resource for creating safer and more efficient work environments.
"This certification is more than just a title—it’s a way for me to make a real impact, helping businesses and their employees work smarter, safer, and more comfortably."
fargoergo.com /fargoergo @fargoergo
company/fargo-ergonomics
By Brady Drake | Courtesy of Champion Venture Partners
Nick Edwards has been making some major moves recently. In January of 2023, the former professional MMA fighter and current physiologist for the Colorado Avalanche and Denver Nuggets founded BixonX, an evergreen nonprofit startup studio and venture capital ecosystem with the goal of supporting regional founders from idea to launch. Being a physiologist at the highest level and running a venture capital firm would be enough for most people, but NDSU graduate Nick Edwards is not one to sit still.
Now, he is teaming up with New Orleans Saints legend Marques Colston in his latest endeavor Champion Venture Partners, an investment management firm focused on building its portfolio around all things sports.
Former NDSU athlete Nick Edwards is a nationally renowned physiologist and has built multiple medical programs for a wide range of populations that are currently running across the US. In his career, the former professional MMA fighter has also worked with organizations from NHL to NFL, Men’s and Women’s Division I NCAA Teams, podium Olympians, and World Champions, and he still currently serves as team physiologist for four professional teams.
As a member of the New Orleans Saints, Marques Colston set franchise records for receptions, receiving yards, and receiving touchdowns. He also reached the top of the mountain, winning a Super Bowl in 2009, and is a member of the New Orleans Saints Hall of Fame.
Even before finishing his playing days, Colston began dipping his toes into the business world. In 2012 he became the majority Owner of the Harrisburg Stampede, a team that at the time
Beyond athletics, Nick has worked in both the private sector and clinical settings, launching startups and fostering early-stage ventures. While his sweet spot is in health tech, Nick has been part of multiple startups, SPVs, has served as a general partner and limited partner, and worked in companies from launch, through fundraising, and on to exit. His philosophy lies in unlocking and harnessing each person’s unique motivation, and in turn, helping them find solutions and open doors for their successful ventures.
played in a league called American Indoor Football (AIF). After the 2014 season, Colston left that endeavor and purchased a stake in the Philadelphia Soul of the Arena Football League (AFL) which he maintained until 2019. He has also had minority ownership in the Albany Empire of the AFL and the Atlantic City Blackjacks of the AFL. In his post-playing days, he has also earned his MBA, worked as a professor, worked as an executive coach, and worked as a financial advisor.
Nick: I hired really great people who are kind of handling all of the dayto-day stuff with BisonX.
With my background of being an athlete and working in athletics with the Avalanche and the Nuggets here in Denver, it was kind of a natural fit to segue into sports. And so everything that I've done with BisonX has really revolved around three asset classes—real estate, medicine, and sports.
More and more of my time is going into CVP and eventually, I'm probably not going to be doing anything else. So, BisonX is running really smoothly because I hired the right people.
Nick: CVP came out of BisonX as one of its portfolio companies. We basically incubated the firm and then kind of helped get it going. We provided a lot of the initial structure and then launched it.
Marques: Nick and I have been working together off and on for about five years now. I was working in a sports data and analytics company I founded and at the same time, Nick was working in a complementary company. We kind of came together around the idea of collaborating within those two businesses. From there we just kind of continued to connect and continued to push our partnership down the line. He and I started to connect offline a little bit and kind of realized that we had this shared vision. That realization led us down this path with CVP and what we're building up today.
Marques: It's really one around access. We want to disrupt the typical pathway to wealth. With us both being former athletes, we see sports as universal connectors.
So, we have the ability to leverage our backgrounds, passions, and professional experiences through the world of sports and all the pieces that connect it. We saw this as a perfect platform to be able to offer access to folks to try and build
wealth using sports. Because when you think about it, whether you're an athlete at the youth level, high school level, collegiate level, or even professional level, you kind of have that throughline. That spirit and that mentality that it takes to play a sport connects us all. Sports is that one thing that everyone can come around the table and agree on.
Nick: We want to put athletes in the driver's seat. There's kind of a misinterpretation of athletes after sport. Athletes lack opportunities for meaningful investment in sports and you wouldn't think that's the case, but they've been left out of the room. After sports, athletes usually turn into mascots—that's not meaningful. And what's funny is the same thing that athletes are experiencing is the same thing that the retail investors are experiencing—there's not meaningful access into sport. There's access for things like the S&P 500, but people have a passion for sport.
For Marques and I, we both have been on this quest of education and bettering ourselves. If you're an athlete, you know that it's not going to last forever. So, one thing that's really important as an athlete is to say, 'This is what I did in the past, this is where I am, this is what I'm doing today, and this is where I'm going.' We've both really worked to make that evolution and transition in our lives.
Marques: There is a general lack of access. There is a huge inequity, and there's a huge wealth gap. I think what we see is with our networks and with our experience through sports, and what we know about not just the surface level sport but also the things that underpin being an athlete and being involved in sports, we see an area where we can really impact the wealth gap.
Nick: I think that today, the average person basically has access to a few points of investments. I think everybody knows somebody who has a startup you can invest in— which can be extremely high risk. That's an option or you can invest in the S&P, which is steady. However, I don't know too many people who say things like, 'I'm an investor in the Timberwolves.'
That just doesn't happen—those opportunities are reserved for the quote unquote, elite or the institutional investor. We want to rewrite the script.
Nick: We're investing in sports as an asset class. That can be anything from direct consumer goods to teams, to sports tech, to sports— anything across the board.
Nick: We are ready to enter an evergreen fund starting before summer.
Q: HAVE YOU GUYS MADE ANY INVESTMENTS YET?
Nick: Yes, and in fact we're already in projects that are including $250 million in capital.
HOW DO YOU GUYS GO ABOUT FINDING THOSE DIFFERENT POTENTIAL INVESTMENT OPTIONS?
Marques: There aren't a ton of firms that are sitting in the sweet spot that we sit in. A lot of these deals have been from relationships we have devloped or they've been inbound.
Folks are seeing what we're doing. And, we're filling a need for a very specific stage of a company. So we've been getting a lot of inbound interest.
Q: WHAT ARE SOME OF THE BIGGEST THINGS YOU GUYS LOOK FOR WHEN YOU'RE TRYING TO MAKE DECISIONS ON WHO TO PARTNER WITH?
Nick: We don't want to just mindlessly put money into a company. We're not just a passive investor. We truly have positioned ourselves to be a value-added type of firm. So what that means is when we go in, we want our investment dollars to make it one plus one equals three. We have a management company that sits sidecar to our entire fund. So, we can deploy things such as PR, executive leadership, operational excellence, and we can really help them scale into that new vertical.
HOW DOES NORTH DAKOTA FIT INTO ALL OF THIS?
Nick: We're going to be bringing capital availability and expanding sports ventures in the Upper Midwest.
Find all of the latest news and updates from CVP by checking out their blog!
Without professional athletics in parts of this region, it's going to be very important to draw sports ventures into the Upper Midwest to be able to compete for NIL dollars. We're going to do it.
Nick: Nothing is solidified. I will tell you we're on meeting number three with the University of Colorado Denver. I'm on meeting number two with NDSU Athletics. We will have a partnership at some point, it's just a matter of with who and when.
The only partnership I can talk about for sure is the one we have with Pathway Ventures. They are the NDSU Student Fund and they're going after very early stage companies because their check size is under $25,000. So, they can't play with the big boys and growth stage companies who have a much higher minimum check size. So, we're giving them access to come alongside us and invest with us in very stable, high return companies.
Q: BEING SO BUSY DURING YOUR TIME AS PROFESSIONAL ATHLETES, HOW DID YOU MANAGE YOUR TIME TO PREPARE YOURSELF FOR YOUR EVENTUAL CAREER TRANSITION?
Marques: The thing that's helped me the most was just being able to dive in and learn, learn on the fly. Diving in, in whatever capacity you have, is always going to be the best learning experience. When you do that, you're going to figure out the things that work for you. You're going to figure out the things that you need to work at.
A lot of people focus on the end result of athletics and the gameplay. To me, it's really about the process of getting to game day because that's the process that you recycle over and over again. You do it whether it's week to week trying to figure out how to win a matchup or whether it's year to year trying to figure out how to get to that next level. It's about having that mentality towards the process of development and being vulnerable enough and being okay with not being good at something. That was the thing that really allowed me to keep going even when things got tough.
WERE THERE ANY SPECIFIC RESOURCES THAT HELPED YOU? ANY BOOKS?
Marques: There are a few books. There's a book called Traction, if you're really into operating a business.
There are a lot of books that can really help you take what you know about yourself and help you put it into a business context. But ultimately, what ends up happening is the more you read and don't really
execute ir get boots on the ground, the more you kind of start to analyze and overanalyze.
So, for me, the perfect mix is continuing to learn whether it's by reading or through podcasts or however, and taking those insights and trying to figure out how to put them in into practice in my way. Because it's always going to be slightly different for everyone. It was the same way when I was a wide receiver. I was 6' 5'' 230 lbs and I could watch the little guys run routes all day, but if I try to do exactly what they do, it's not going to work.
Nick: A book I would recommend is one called "Blitzscaling" by Chris Yeh and Reid Hoffman.
As far as finding time though, I think it really just comes down to drive. You have to have this drive to always evolve and change yourself. I'm in my late 30s and I'm always trying to evolve in business but also evolve to be more present for my kids.
Nick: If someone want to partner with us, they should contact us.
Marques: People can invest with us, which is great. But they'll also have an opportunity to watch us along the way. We're going to be the largest sports asset firm in the US and that's pretty cool.
BY BRADY DRAKE
Google’s famous Project Aristotle study found that the most critical factor for a high-performing team is psychological safety—the belief that team members can take risks, voice opinions, and admit mistakes without fear of punishment or embarrassment.
HOW TO BUILD IT:
• Encourage open discussions where every opinion is valued.
• Normalize learning from mistakes rather than punishing failure.
• Leaders should model vulnerability by admitting their own mistakes.
• Teams that feel safe innovate more, problem-solve faster, and develop stronger collaboration habits.
High-performing teams don’t just work—they believe in what they are doing. When team members see the bigger picture and understand how their work contributes to a greater mission, they stay motivated and engaged.
HOW TO BUILD IT:
• Clearly communicate the company’s mission and how each role contributes to it.
• Reinforce purpose through regular updates and team discussions.
• People perform best when they know their work matters.
Ambiguity kills productivity. When employees aren’t sure about their responsibilities, conflicts arise, deadlines slip, and frustration builds. High-performing teams have clearly defined roles where everyone understands their responsibilities and how they contribute to the whole.
HOW TO BUILD IT:
• Set clear job descriptions and expectations for each team member.
• Use project management tools to define ownership of tasks.
• Regularly review and adjust roles based on team needs.
• Accountability isn’t about micromanagement—it’s about giving people ownership of their contributions.
Great teams don’t just talk—they listen. Communication isn’t about who speaks the most but how well the team shares ideas, provides feedback, and resolves conflicts.
• Set meaningful, measurable goals that align with the organization’s vision.
HOW
• Hold structured team meetings with a clear agenda.
• Use collaborative tools (Slack, Asana, Microsoft Teams) for seamless communication.
• Encourage active listening by having team members summarize key points before responding.
• Teams that communicate effectively work faster, avoid misunderstandings, and stay aligned on priorities.
Diversity—of thought, experience, and skills—enhances problem-solving and creativity. High-performing teams aren’t just filled with top talent; they have a mix of complementary strengths.
HOW
• Hire for skills and mindset, not just experience.
• Encourage cross-functional collaboration to blend different perspectives.
• Use personality and skills assessments (e.g., StrengthsFinder, DISC) to balance team dynamics.
• A diverse team generates more innovative solutions.
Trust & Mutual Respect
Trust is the glue that holds teams
A high-performing team is more than just a group of skilled individuals—it’s a wellbalanced unit that thrives on trust, communication, and shared purpose. The best workplaces aren’t built by accident; they are designed with an understanding of what drives motivation, collaboration, and productivity.
So, what makes a great workplace? The answer lies in the psychology of teamwork.
together. Without it, collaboration breaks down, employees become disengaged, and productivity suffers. In great workplaces, employees trust that their colleagues are competent, reliable, and supportive.
HOW TO BUILD IT:
• Follow through on commitments— trust is built through consistent actions.
• Promote a culture of recognition where contributions are acknowledged.
• Avoid favoritism and ensure fair treatment of all team members.
• A culture of trust leads to faster decision-making and stronger workplace morale.
Micromanagement stifles creativity and engagement. High-performing teams thrive when they are given the freedom to make decisions, take ownership, and work independently while staying aligned with team goals.
HOW
• Allow team members to manage their own tasks and workflows.
• Set clear objectives but let employees decide how to achieve them.
• Use check-ins to support, not control, progress.
• When employees have autonomy, they feel more invested in their work and perform at a higher level.
High-performing teams see challenges as opportunities for growth. A fixed mindset views mistakes as failures, while a growth mindset sees them as learning experiences. Companies that foster continuous learning create resilient, adaptable teams.
HOW TO
IT:
• Encourage professional development through training and mentorship programs.
• Normalize constructive feedback and learning from mistakes.
• Celebrate progress, not just results.
• When learning is part of the culture, teams become more adaptable and innovative.
Conflict is natural, but how it’s handled determines a team’s success. Great teams don’t avoid conflict—they manage it in a healthy, constructive way.
HOW
• Address conflicts early before they escalate.
• Focus on facts and solutions, not personal attacks.
• Encourage direct, honest conversations in a respectful environment.
• Healthy conflict leads to better ideas and stronger relationships.
Employees who feel valued are more engaged, productive, and loyal. Recognizing and rewarding good work fuels motivation and reinforces positive behaviors.
• Give regular, specific praise (e.g., “Great job on that client proposal” vs. “Good work”).
• Use a mix of monetary and nonmonetary rewards (bonuses, shoutouts, career growth opportunities).
• Encourage peer recognition to strengthen team bonds.
• A culture of appreciation leads to higher job satisfaction and lower turnover.
High-performing teams don’t happen by chance—they are built through psychological safety, purpose, trust, communication, and a culture of learning. A great workplace is one where employees feel valued, empowered, and connected to a common goal. When businesses invest in these core psychological principles, they create teams that not only perform well but also thrive.
ost leaders and managers are marginal at best when it comes to running meetings. There's little engagement, team members are frustrated to be there, it feels stale, little value is given, and much of the time together could've been communicated in an email.
By Erik Hatch | Geneva Nodland
There are two purposes that are foundational to building a great meeting.
Connection: Feeding off of the energy and momentum of others is paramount.
Growth: When growth is the goal, the plan more easily falls into place.
Steve Jobs said, "You should never go to a meeting or make a telephone call without a clear idea of what you’re trying to achieve."
I've come up with a list of three things that are sure-fire ways to help improve your meetings with team members.
Norms are the rules that everyone agrees to follow. What's imperative is to have the group create the norms, not the leader. When team members create the norm(s), it's more likely that they'll buy in as it becomes their standard, not yours.
Common norms are (but not limited to):
• Start and end on time
• No cell phones
• Come prepared to learn (take notes)
• Cameras on (if anyone is virtually attending)
• Always have an agenda, and send it out ahead of time
• Minutes will be sent afterward to all attendees
Why are you meeting? Each and every meeting should have an agenda (distributed ahead of time) and clarity around what's going to be accomplished during your time together.
If you don't have a plan, chances are you're planning to fail with your time together.
And don't be the 'super-cool' leader who walks in and says, "Hey gang— what do we wanna talk about today?"
Your team doesn't need you to be popular.
They need you to be prepared and purposeful
When it does come time to start the meeting, do these 3 things:
• Tell them what they're going to hear/ work on
• Tell them/do the work
• Tell them what they just heard/show them what they just did
So, why should you have a meeting? There are lots of reasons why.
Here are four common meeting types.
Standing Meeting
This happens daily or weekly and has a somewhat predictable cadence to it.
Brainstorming Meeting
This is a chance to invite a couple of select people (and they can opt out) to help you ideate and activate.
“HELP” Meeting
It doesn't take the whole team—it usually takes but a couple of people. A solid "help" meeting declares an issue with the intent to solve it. Action is a must after these meetings!
Biggest Hole in the Bucket Meeting
Your leadership team (or a selected group of valued contributors) should do this regularly. Identifying the biggest hole in your bucket should be the sole focus of the meeting with the intent to remedy it with an abundance of resources. This is such an essential piece that many are missing.
Most meetings are mandated for employees (and they don't love the meetings) and they're optional for independent contractors (who will usually opt to not attend if there isn't value). The first step every leader needs to take is to make sure their team members feel pursued and wanted. When someone feels wanted, they're much more likely to show up with the right energy and attitude. Here's what I've used (with great success) to pursue people. INVITE, AGENDA, REMIND, THANK.
2-3 days before the meeting, email the agenda to everyone.
• Make sure there is a calendar invite sent that mirrors the topic/agenda.
• One day before, send a customized voice memo/video that makes them feel wanted and pursued.
• One hour before, send a copy / paste text message or group message with a final push.
• THE MEETING HAPPENS.
After the meeting, send a customized voice memo/video thanking people who were there and checking in on people who weren't there.
Once you have the right people in the room, it's time to crush your agenda and time together.
Start with connection/ contribution from attendees.
• Change this up regularly but keep the core.
• CELEBRATE both effort and results!
Educate
• Vary who the presenter is.
• Remember to keep the main thing the main thing.
Activate
• Competitions, challenges, have a plan that people commit to.
• Surprise
• Keep the stale away! FOMO is a helpful tool to keep people wanting to attend.
Announce
• There are always updates. But save your 'reports' to the end (and you'll realize quickly most can and should be an email).
Using these steps are a sure-fire way to help your meetings elevate and improve! The result of a great meeting is an improved culture, performance, engagement, and trust. Let's get better!
By Jordan Woods
Empowered by Ladyboss Lifestyle
Renae Polensky, the founder and CEO of Angel Advocates, has dedicated her career to helping individuals navigate complex legal, financial, and healthcare systems. Starting from humble beginnings in Dickinson, ND, Renae has worked hard to build Angel Advocates into a thriving business serving others, with a recent expansion to Bismarck.
Angel Advocates provides a range of services, from assisting with Social Security and disability applications to Medicare navigation and estate planning. At the heart of the organization is a commitment to ensuring that every client, regardless of financial status, is treated with dignity and respect. “We work with everyone, from the wealthiest oil investors to unhoused people who are living in their car,” Polensky said. “Everyone deserves help.”
Much of the work of Angel Advocates involves assisting clients with bureaucratic processes that can take years to resolve. Disability claims, for example, often take two to three years from start to finish. “Patience is key,” she said. “It’s not just about the paperwork. It’s about helping people through some of the hardest moments of their lives.”
A passion turned into a profession
Polensky’s journey into advocacy was deeply personal. Originally from Louisville, KY, she found herself helping family members through difficult times, from managing disability claims to handling financial affairs after the loss of a loved one. “My grandfather passed away, and my grandmother knew nothing about managing finances,” she said. “That’s when I realized how many people needed guidance.”
Her experience extended beyond her immediate family as she assisted others with Social Security, disability claims, and estate planning. What began as a passion project soon turned into a career. “If my own family needed this much help, imagine how many others do too,” she said. In 2015, she set a goal to secure her first client by September 1. “I prayed about it, and at 10 a.m. on September 1, my phone rang,” she said. From that moment, her path was clear.
Starting out, Polensky worked from her car, traveling to clients’ homes to provide assistance. In 2017, she rented her first small office, and by 2020, demand had grown so significantly that she needed a larger space. The decision to purchase a 1,000-square-foot office was daunting. “I was terrified,” she said. “I kept asking myself, ‘Can I afford this? Am I ready for this?’”
Her fears proved unfounded. Within two years, her business outgrew the space, leading her to purchase a 3,000-squarefoot office, followed by an expansion into Bismarck in early 2025. “If you had told me nine years ago that I’d be here today, I would have thought you were insane,” she said.
Her biggest challenge, however, has been finding employees who share her passion and compassion. “This job isn’t about just earning a paycheck,” she said. “You have to truly care about helping people.” Rather than posting job listings widely, she relies on word-of mouth and personal recommendations to find team members who align with her mission.
With the success of her two North Dakota locations, Polensky has set her sights on further growth. “In five years, I’d love to open an office in Texas,” she said. With two of her sons, grandchildren, and her mother living in the Lonestar State, the expansion would allow her to grow her business while staying close to family. “I already have clients there and the necessary
licensing,” she said. “It makes sense to take that next step.”
Despite her demanding career, Polensky finds time for her personal passion of riding her motorcycle. “I have a 2014 Harley-Davidson Heritage Softail,” she said proudly. “When something good happens, I ride. When something bad happens, I ride. When I just want to forget life for a while, I ride.”
Putting on an average of over 3,000 miles a year on her bike, she has traveled across the U.S. and Canada, making stops in Montana, South Dakota, and Arizona.
For women looking to break into advocacy or start their own businesses, Polensky’s advice is simple: Follow your passion. “Nothing is out of your reach if you have the determination to go after it,” she said. She remembered how her college professor encouraged her to turn her class project into a real business. “He told me, ‘If you don’t open this business, you’re crazy,’” she said.
Today, Polensky wants other women to know that they, too, can succeed. “Don’t waste another minute doubting yourself,” she said. “If you have a passion, use it.”
With her unwavering dedication, relentless drive, and heart for helping others, Renae Polensky is an advocate not just for her clients but for women striving to make a difference in their communities.
By Michael Danielson, Veterans Business Outreach Specialist
Courtesy of VBOC of the Dakotas
The Veterans Business Outreach Center (VBOC) program is designed to provide entrepreneurial development services such as business training, counseling, and resource partner referrals to transitioning service members, veterans, National Guard and Reserve members, and military spouses interested in starting or growing a small business. U.S. Small Business Administration (SBA) has 22 organizations participating in this cooperative agreement and serving as VBOCs.
Securing financing for small businesses is a critical part of starting, operating, and growing a successful company. Whether you're looking to launch a new business or expand an existing one, financing plays a key role in funding operations, product development, marketing efforts, and other essential activities. For many small business owners, understanding the different types of financing available, how to prepare for the process, and knowing the steps to take can significantly increase their chances of success. Financing for small businesses generally falls into two primary categories: debt financing and equity financing, each of which offers different advantages and challenges. Debt financing involves borrowing money that must be repaid, usually with interest, and includes options such as traditional bank loans, lines of credit, business credit cards, and invoice financing. Equity financing, on the other hand, involves raising money by selling ownership stakes in the business to investors in exchange for capital. This category includes angel investors, venture capital,
crowdfunding, and even turning to family and friends for financial support.
When considering debt financing, traditional bank loans are often the first option that comes to mind. These loans typically offer lower interest rates but can be difficult to qualify for, especially for small businesses that are just starting out or don't have an established track record of success. To qualify for a traditional bank loan, businesses usually need to demonstrate strong credit histories, a solid business plan, consistent cash flow, and the ability to repay the loan. Collateral may also be required to secure the loan. Alternatively, the U.S. Small Business Administration (SBA) offers loan programs designed to help small businesses that may not qualify for conventional bank loans. SBA loans are partially guaranteed by the government, making them less risky for lenders. The most common SBA loans include the SBA 7(a) loan, which can be used for a wide range of purposes, including working capital, equipment, and real estate; the SBA 504 loan, which is specifically for purchasing fixed assets like buildings and equipment; and the SBA microloan program, which offers smaller loans for businesses that need less funding. While SBA loans have lower interest rates and more flexible terms, they often come with a lengthy application process and significant documentation requirements.
Another form of debt financing is a line of credit, which provides businesses with a set credit limit that they can borrow against as needed. Lines of credit offer flexibility and are often used to cover short-term cash flow needs. They may be secured or unsecured, depending on the lender and the business’s credit worthiness. With lines of credit, businesses only pay interest on the amount they borrow, making it a convenient option for businesses that experience fluctuating cash flows. However, lines of credit tend to come with higher interest rates than
traditional loans, especially for businesses with less established financial histories. Invoice financing, or accounts receivable financing, is another option for small businesses that need cash quickly. It allows businesses to borrow money against outstanding invoices, enabling them to access funds before their customers pay. There are two primary forms of invoice financing: invoice factoring, where businesses sell their receivables at a discount to a lender for an immediate cash advance, and invoice discounting, where businesses retain ownership of the receivables but still receive a cash advance from the lender. Both methods allow businesses to access cash more quickly but come with fees and potential loss of control over collections.
For small businesses, business credit cards offer another form of short-term financing, but often come with conditions that make using them undesirable for business owners. Like personal credit cards, business credit cards allow businesses to make purchases and pay for them later, often with a grace period during which no interest is charged. Some business credit cards offer rewards programs, such as cash back or points, which can be beneficial for businesses that pay off their balances regularly. However, business credit cards can have high-interest rates and fees, making them a risky option for businesses that carry balances month to month. On the equity side, angel investors are individuals who provide capital to earlystage businesses in exchange for ownership equity or convertible debt. Angel investors typically invest smaller amounts than venture capitalists, but they can
be more willing to take risks on new businesses. In addition to providing capital, angel investors often offer guidance and mentorship, making them valuable partners for growing companies. However, angel investors usually expect significant returns on their investment and may seek a level of involvement in the company’s operations or decisionmaking. Venture capital, on the other hand, involves professional investors, such as venture capital firms, that manage pooled funds from institutions and high-networth individuals. These investors typically invest in high-growth businesses that have the potential for rapid scaling. Venture capital is most commonly used by startups in industries such as technology or healthcare. While venture capital provides substantial funding and strategic support, it often comes with a demand for equity and a significant level of control in the business’s decision-making processes.
Crowdfunding has emerged as another option for businesses to raise capital. Crowdfunding platforms, such as Kickstarter, Indiegogo, and GoFundMe, allow businesses to raise money from a large pool of individuals who contribute small amounts. In exchange, backers may receive rewards, such as the product being funded or, in some cases, equity in the company. Crowdfunding can be an effective way to test market interest in a product while raising funds, but it requires a strong marketing campaign and the ability to attract a large number of backers. For some small businesses, turning to family and friends for financial support is a practical and informal option. Borrowing from family and friends can offer more flexible terms and less formal
paperwork than traditional lending institutions, but it also carries risks. Personal relationships can become strained if the business fails, so it is essential to clearly outline the terms of the investment and have open communication with family and friends before pursuing this option.
Before seeking financing, it is crucial for small business owners to be well-prepared. This preparation includes developing a solid business plan that outlines the company’s goals, strategies, and how the funds will be used. Business owners should also have their financial statements in order, including income statements, balance sheets, and cash flow statements, as lenders and investors will rely on these documents to assess the business's financial health. Credit scores, both personal and business, are another key factor in securing financing, so it’s a good idea to review credit reports and take steps to improve credit before applying for funding. Additionally, business owners should have a clear understanding of how much capital they need, how they will use the funds, and what type of financing will best align with their goals. Researching different financing options and understanding the terms and conditions of each can help ensure the business selects the right type of funding.
The application process for financing will vary depending on the type of financing and the lender or investor involved. In general, businesses will need to submit an application, which may include a credit check and background review. The lender or investor will likely request documentation such as financial statements, tax returns, and the business plan. Once approved, the business owner
may need to negotiate terms, including interest rates, repayment schedules, and equity ownership. It’s essential to be prepared for these negotiations and to ensure the terms are fair and in the best interest of the business. The approval process can take anywhere from a few days to several months, depending on the financing source, and business owners should be prepared for this wait.
Securing financing for a small business can be a challenging process, but with the right preparation, knowledge, and persistence, it is possible to obtain the necessary capital. By understanding the various financing options available, whether through debt or equity, and preparing thoroughly for the application process, small business owners can increase their chances of success. Financing is not just about getting the funds needed to start or grow a business, but about ensuring that the business has the right financial foundation to achieve long-term sustainability and growth.
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