Spotlight on Young Entrepreneurs
Urban Selection
Michael Nash
Andrew Gravdahl
Thea Werlinger
Reed Peterson
Zach Willis
Oscar Bergeson
Alex Kelly
Ujjwal Adhikiri
How to Quit Your Job
The Future of Energy
Divorce In North Dakota: Your Essential Guide
New Year, New Beginnings: How New Year's Resolutions Can Ignite Your Small Business Success
Women You Should Know: Karli Moch
10 Questions with John Machacek: Frederick Robin (STUDIO FSR)
fargoinc@spotlightmediafargo.com
Mike Dragosavich
Brady Drake Brady@SpotlightMediaFargo.com
Geneva Nodland
Kim Cowles
Ty Betts John Machacek, Priscilla Ulloa, Michael Danielson, Jordan Woods, FMWF Chamber of Commerce Nick Schommer
Paul Hoefer Paul@SpotlightMediaFargo.com
Sam Winter
Sam@SpotlightMediaFargo.com
Al Anderson Al@SpotlightMediaFargo.com
Austin Cuka
AustinCuka@SpotlightMediaFargo.com
Ellen Hannaher-Brenchley ellen@spotlightmediafargo.com
ClientRelations@SpotlightMediaFargo.com
Jessica Ventzke
Jasmine Joy
Missy Roberts
John Stuber
We always hear that the people are what make the Fargo-Moorhead community great. So, why not meet them? Each month we cover a different topic led by local voices. We meet advocates, experts, and people just like you!
meetfargo.com /meetfargo @meetfargo @meetfargo
Growth Leaders is one of Spotlight's annual publications dedicated to showcasing our local companies and the services they bring to the Fargo-Moorhead area.
Bison Illustrated is your number one source for all of the behind-the-scenes action inside the North Dakota State University Athletic Department.
bisonillustrated.com /bisonillustrated @bisonmag @bisonillustrated
You may already be familiar with our Faces of Fargo-Moorhead-West Fargo publication which we publish once per year in order to highlight the faces behind all of the great businesses in the community.
Future Farmer is our farming publication which brings great tech-focused content to readers across North Dakota and Minnesota.
futurefarmermag.com /FutureFarmerMag
Are you in need of a new career? The Great Places to Work Fargo-MoorheadWest Fargo Annual Career Guide highlights amazing businesses in the area that provide great growth opportunities, benefits, and more!
By Kent Kolstad, Livewire
Why Livewire is Your Event Production Partner
event producers, we pour our hearts and souls into crafting unforgettable experiences for our clients’ audiences. But even the most meticulously planned event can fall flat if an unexpected variable comes into play. That's where Livewire comes in: a team of proactive event professionals to protect your event success!
While it might be tempting to rely on your in-house IT person or a venue’s in-house AV technology to produce your event, this approach often backfires. Event production is a specialized field with many moving targets, requiring flexibility and adaptability at a moment’s notice. It demands a deep understanding of audio-visual systems, stage management, lighting design, and the intricate dance of coordinating all the elements for a seamless experience.
Livewire isn't just a team of techsavvy individuals; we're event
professionals with a passion for bringing your vision to life. We've honed our skills across a diverse range of events—from intimate corporate gatherings to large-scale conferences and dazzling galas. We understand the nuances of event production and the potential pitfalls that can derail even the best-laid plans.
Remember that time your event’s keynote presenter couldn’t catch their flight in time, so they asked if they could present to your in-house and online audience via Microsoft Teams? (You’d be surprised how often we see this happen!) Livewire comes prepared to bring in any remote presenters in a polished, newscast-style format that will seamlessly integrate into the flow of your event without distracting from the mission and message your audience needs to hear.
…that’s just one example! That's the Livewire difference: proactive, not reactive. Events with integrity.
Kolstad is the president at Livewire, a leading event production company specializing in audio, video, lighting, staging, scenery, and virtual event services, located in Fargo, and producing events nationwide.
BY TRUSTING LIVEWIRE WITH YOUR EVENT PRODUCTION, YOU GAIN:
Unwavering Focus: You can dedicate your energy to your core responsibilities—your audience, your presenters, and the whole of your event, knowing that the technical side is in expert hands.
Elevated Experiences: We leverage our expertise and cutting-edge technology to enhance your event, creating a truly immersive and captivating atmosphere in any type of venue.
Peace of Mind: With Livewire as your partner, you can relax and enjoy the event, confident that every detail is meticulously managed.
Ready to transform your events from fine to extraordinary? Contact Livewire today.
Let's create something amazing together.
nlike digital ads that get lost in a scroll, radio ads that nobody listens to, or even the print ad you are reading now, vehicle wraps and graphics demand attention. Although vehicle wraps may cost more than a typical billboard or print advertisement, the benefits far outweigh the upfront cost.
Consumers spend a significant amount of time commuting, whether traveling to and from work or running errands, making vehicle advertising highly effective due to its size, visibility, and constant presence.
When deciding which coverage would be most beneficial to you, there are three major factors to consider: Budget, marketing strategy, and the type of vehicle you want to wrap. So, what is the difference between all three?
Partial Wraps offer selective coverage of the vehicle, this option is more cost-efficient and typically includes coverage of the rear and partial sides of the vehicle.
Vehicle graphics have repeatedly proven to be the best marketing tool for businesses, big or small, looking to spread awareness. Our favorite phrase is “Vehicle wraps are like moving billboards.” Simply driving around town will generate thousands of impressions daily.
Full Wraps offer full coverage of all the exterior of a vehicle including sides, rear, hood, roof, and even windows.
Graphics are custom vinyl decals that can be placed virtually anywhere on a vehicle. These typically include brand logos, catchphrases, phone numbers, emails, and street addresses.
Vehicle wraps and graphics generate an estimated 30,000 to 70,000 impressions daily, making them one of the most cost-effective marketing strategies in terms of cost per impression.
• Paint protection
• Long-lasting marketing method
• Resale value
• Outstanding ROI: Vehicle wraps and graphics offer a cost-effective way to reach a larger audience
• Low cost per impression
• High impression count: Estimated to be anywhere from 30,000 to 70,000 a day
• Ability to identify your vehicle as a business asset
If you are looking to promote a special event, product, or campaign, and have a short-term marketing goal, a partial wrap or graphics are the perfect option.
Q: Vinyl quality? What brand of vinyl does your team use and what is the average lifespan?
A: Our primary vinyl provider is 3M. Quality, along with the application is a major factor in a vinyl wraps longevity.
• Their high-quality and consistent manufacturing
• Retains color for a long period and prevents fading under sun exposure
• Comformability - 3M offers a wide range of vinyl materials for different surfaces
• Resistant to scratches, weathering, and environmental factors
• As for the lifespan of vehicle graphics, we like to say a solid 5 to 7 years
Q: Can you help me design my wrap, or do I need to provide my own design?
A: We offer both options. We have a team of graphic artists in-house who are eager to help bring your vision to life. Provide us with any ideas or concepts you have, and we’ll handle the rest! Already have a design? We’ll ensure it turns into a stunning reality.
Q: How much does a wrap typically cost?
A: Cost is determined by a variety of factors such as how much of the vehicle is being wrapped, the vinyl selected, and installation cost. The cost can range from a few hundred dollars for decals to a few thousand for full wraps.
Rather than customers going out of their way to engage with your brand, a vehicle wrap is mobile and comes to them!
Q: Which material is right for my vehicle?
A: Again, this varies depending on several factors such as the length of time you wish to keep the graphics, the surface that the material is being applied to, weather conditions in your area, etc. Our team is extremely knowledgeable in this area and will work with you to find the perfect combination to fit your marketing needs.
Q: How do I maintain my graphics?
A: We provide care instructions with each installation to ensure your graphics last as long as possible. We recommend avoiding harsh chemical cleaners and encourage hand washing your vehicle or bringing it to a touchless car wash.
oung entrepreneurs are changing the world with big ideas, keeping our economies strong, and keeping our quality of life. In this publication, we celebrate those risk-takers and dreamers who are building businesses and making an impact.
The Global Entrepreneurship Monitor (GEM) 2023–2024 United States Report found that young entrepreneurs (18-24 years old) showed the highest rates of entrepreneurial activity and entrepreneurial intentions. Nearly one-fourth of those surveyed (24%) are currently entrepreneurs, and 21% are intending to start a business in the next three years.
2022, Fargo welcomed Urban Selection, a storefront dedicated to bringing exclusive sneakers and accessories to the area. The story of Urban Selection, however, began a year earlier, in 2021, when the founders (brothers Martin Korpue and Jeremy Kpor, and Edow Jiru) began reselling hard-to-find sneakers they would buy at marketplaces and sneaker events all around the country.
“We started around COVID time, just to make a little extra money,” Martin said. “We’d go to sneaker events, buy shoes, and then hold onto them, and wait for the value to go up. While we waited, we’d trade sneakers or buy more to build our inventory. Once the value went up, we’d sell at a reasonable price to profit off of.”
Jeremy, a lifelong sneaker enthusiast, was inspired by YouTube channels. “I’d watch videos of people buying out tables for $50,000 or $60,000. That’s when I told my brother about the idea.”
Following this path, they eventually did well enough to open one of the first hype stores in Fargo-Moorhead.
“Fargo didn’t have many options for sneaker resellers,” Martin said. “We wanted to create a space where people could experience the products first hand.”
Opening the store was no small feat. None of the founders had formal business training, but they learned through experience. “Over time, we started learning the technical aspects,” Edow said. “We built routines, created SOPs, and focused on operations. It was definitely a learning experience.”
The team dedicated months to renovating and setting up their space. They sought advice from friends with business experience and turned to resources like books and YouTube videos. “'Profit First' by Mike Michalowic and 'Systemology' by David Jenyns were especially helpful,” Edow said. “They taught us about financials and creating systems that make the business self-sustaining.”
Urban Selection specializes in exclusive sneakers, including hardto-find brands like Nike, Jordan, ASICS, and New Balance. About half of their inventory consists of rare, sought-after styles that are typically only available through third-party platforms like StockX or GOAT. The other half includes more
accessible options, giving customers the convenience of trying on and purchasing in-store.
“We also sell accessories like hats, crease protectors, and vintage apparel,” Martin said. “We started with vintage sports and rock band tees, which were popular alongside the shoes.”
Transitioning from reselling to managing a storefront wasn’t without challenges. “We didn’t have deep business knowledge at first,” Martin said. “Balancing operations, structure, and sales was tough, but we learned as we went.”
Building a customer base in Fargo also took time. “Word of mouth was crucial,” Edow said. “Fargo didn’t have a hype store niche, so we had to build awareness and establish our brand.”
The team’s dedication is paying off. Urban Selection travels monthly to source inventory and has built strong connections within the sneaker community. They’ve even interviewed rappers Meek Mill and Jim Jones on their YouTube channel.
Looking ahead, they plan to expand their offerings to include original clothing designs. “We’ve made a few Urban Selection tees for events,” Martin said. “By the end of the year, we hope to launch a full clothing line and move into a new location.” Renovations for the new space are slated to begin in May or June, with a grand opening planned for July.
Here are just a few top picks from Edow, Martin, and Jeremy.
START WITH WHAT YOU KNOW AND
WE DIDN’T HAVE
FIGURED
BUT WE TOOK THE FIRST STEP AND LEARNED ALONG THE WAY."
Martin’s advice for others is simple: “Start with what you know and love. We didn’t have everything figured out, but we took the first step and learned along the way. Books, YouTube, and mentors can make a huge difference.”
Scan the QR code to check out their social media
provided by Michael Nash
ichael Nash's life journey has taken him all around the globe. A "military brat" with roots in the farming communities south of Sabin, MN, Michael's professional career began in the Seattle area. However, his life as a business owner is starting in the metro after his family relocated.
Michael’s connection to Fargo-Moorhead began with his family’s farming legacy, which spans over 100 years. Frequent childhood visits to his mom’s side of the family made the area feel like a second home. Years later, when Michael and his wife were raising children and facing rising costs in their previous home, they decided Fargo was the perfect place to settle down.
“Fargo truly delivers on being family-oriented,” Michael said. “There are great parks, good schools, and tons of activities for kids and families. The small business community here is also incredibly strong and supportive, which was a big draw for us.”
As it should be, when you are launching not one, but two businesses.
The first business, which is taking up most of Michael's time at the moment, is CB Analytics, a data and IT consulting company that leverages the expertise of Michael and three close friends. The team’s extensive professional backgrounds include work with tech giants like Microsoft, Amazon, Boeing, and Meta. Their combined skills allow them to provide tailored solutions to businesses of all sizes, from mom-
and-pop coffee shops to larger organizations with complex data needs.
“Our bread and butter is helping businesses navigate data and IT challenges,” Michael explained.
“Automation is a big area right now, and we offer cost-effective solutions that help companies modernize and optimize their operations.”
The second venture, Nash Family Bacon, stemmed from Michael’s passion for crafting the perfect bacon. Frustrated by the quality
of store-bought options, Michael began experimenting with pork belly during the COVID-19 pandemic. His creations quickly gained popularity among friends and family, leading him to transform his hobby into a business.
“We’re calling it Dakota Cut Bacon because it’s thick-cut and delivers a crispy yet chewy bite,” Michael said.
“We’re planning to process the bacon at Square One Kitchen Rentals and sell it online through a buy-and-pickup model, with plans to expand into events and vendor stalls.”
Starting two businesses in a new community hasn’t come without its challenges. According to Michael the biggest challenge so far has been building a reputation and gaining clients in a place where no one knows him.
However, this isn't stopping Michael one bit. According to him, the rewards of entrepreneurship go beyond financial success. He values the opportunity to make a meaningful impact on smaller businesses by helping them achieve big results with personalized solutions.
“It’s rewarding to take a business from managing data in Excel to using advanced visualization tools and automated processes,” he said.
Nash Family Bacon has been equally fulfilling. Currently, he is refining his business plan with ILT Academy and aiming to scale Nash Family Bacon for wholesale distribution.
With ambitious plans for both of his businesses, Michael is optimistic about the future. He hopes to expand CB Analytics across the Midwest and grow Nash Family Bacon into a household name. His advice to fellow entrepreneurs is simple: “Take the first step, even if you’re not ready. Starting, trying, and failing—that’s how you learn and grow.”
just 24 years old, Andrew Gravdahl is working to transform the way people think about their morning coffee.
As the owner of Complete Creamer, a first-of-its-kind protein-packed coffee creamer, Andrew is working to carve out a unique niche in the food and beverage industry. With 15 grams of protein in just 2 fluid ounces, Complete Creamer is poised to become a game-changer for healthconscious coffee drinkers.
However, bringing a food product that is this groundbreaking to the market is no small task.
NOT KNOWING ANYTHING ABOUT THE SPACE AND HEARING, ‘THIS ISN’T GOING TO WORK,’ COULD HAVE BEEN ENOUGH TO STOP US, BUT WE HAD THIS DRIVE TO PUSH FORWARD AND PROVE IT COULD BE DONE."
The idea for Complete Creamer came to Andrew in an unexpected— and messy—moment. Sitting in a Wisconsin restaurant, he tried to add a protein packet to his coffee. The result? A burst packet and protein powder everywhere. Frustrated, he turned to Google to find a liquid protein coffee creamer but came up empty-handed. That’s when inspiration struck. He texted his brother, Jayce, and together they decided to monitor the market.
"A month or two later, we just said, ‘Why not us?’ And now, we're in the final stages of bringing this product to market, about to get ready to bring into market," Andrew said. "That took a long time though."
In total, Andrew and his brother Jayce have taken about three years to get to this point. Many would have quit much sooner.
"We started off by going to a food research lab in California—they told us it wouldn't work. Every meeting felt overwhelming at first," Andrew said. "We had no idea what to say or do."
Despite the initial challenges, Andrew and his brother, an economics major from the Air Force Academy, leaned on their entrepreneurial spirit and expertise.
"Not knowing anything about the space and hearing, ‘This isn’t going to work,’ could have been enough to stop us," Andrew said. "But we had this drive to push forward and prove it could be done."
Eventually, their breakthrough came at South Dakota State University’s lab, where initial batches proved the concept was viable. "That’s when we knew we had something," Andrew said.
Creating a new product often requires significant resources. The two brothers funneled paychecks and savings into developing the product, and Andrew found resources such as InnovateND and SCORE that were great in seeking industry connections as well as additional funding. Through programs like SCORE, he connected with seasoned business coaches who offered invaluable
advice. One early supporter even connected him with the founder of SunButter, whose network opened doors to additional resources.
The Gravdahl brothers also sought advice from Dorothy "Dot" Henke, the well-known creator of Dot's Pretzels. Dot recommended keeping the Complete Creamer recipe a trade secret rather than pursuing a complicated patent process. "She said, ‘Be like Coca-Cola—just do your thing.’ So that’s the route we’re taking," Andrew said.
Creating that perfect recipe and launching a food product isn’t cheap, as Andrew is learning. From hiring food labs to working with co-packers, the costs quickly add up. "We've invested more than the average American's salary," Andrew said with a laugh. To make ends meet, Andrew continues to work at a flexible warehouse job. "It’s tough, but necessary."
Despite the financial strain, the brothers have stayed committed to bringing a quality product to the market. Unlike many competitors, Complete Creamer avoids artificial ingredients and added sugars, making the production process more complex but ensuring a superior product.
With the product nearing shelf stability, Complete Creamer is close to hitting the market. Andrew’s team is working with the food science company behind Celsius to finalize production. "They’ve sent us plenty of samples, and each one has been better than the last," Andrew said. Once the product is ready, the plan is to launch via e-commerce platforms such as Shopify, with hopes of expanding to coffee chains and grocery stores.
The initial lineup will feature three flavors: vanilla, chocolate, and hazelnut.
"There’s definitely a need in the market, and we’re confident we’ll be ready to meet it."
While the road hasn’t been easy, Andrew is excited about the future.
"It’s been a big mystery figuring out where this is all headed," he said. But with a strong network, a market-ready product, and a clear vision, he’s confident in Complete Creamer’s potential to revolutionize the way people start their mornings.
"It’s really cool to see people be kind and genuinely supportive of what we’re doing," Andrew said. "That kind of encouragement means a lot to us."
hea Werlinger, owner of Bakehouse 23, has a passion for baking that has been nurtured since childhood through her time at Gigi’s Cupcakes to today where she is crafting custom orders in her own storefront.
Located in Robert's Alley in Downtown Fargo, Bakehouse 23 is a sweets shop specializing in custom orders. However, you can stop into the storefront for a decident selection of macrons, cupcakes with rotating flavors, cookies, creme brulee, brownies, lemon bars, and more!
"My passion for baking started with my grandma. Ever since I was four or five, she’d have me bake with her. We made everything from scratch, even the flour. That’s where I learned the basics of baking. I’ve always been creative and artistic, so for me, baking is about more than taste; it’s about creating something beautiful."
"I’ve always had creative outlets. I was in the art club throughout school and focused on pottery and
ceramics. I even took AP ceramics. At home, I worked on art projects in our unfinished basement, which became my blank canvas. That artistic mindset carries over into my baking— it’s like creating edible art."
"Caramel rolls were the first thing I made with my grandma, and it became a tradition every summer on her farm in Hettinger, ND. On my own, I’d experiment with cakes and truffles, using whatever was in the pantry. Those early experiences shaped my love for baking."
"I started at Gigi’s Cupcakes as a sophomore in college, working parttime in customer service. About six months in, I began decorating and baking. A year later, I was decorating cakes full-time. After graduating, I became the assistant manager and did that for four years. I worked my way up and learned so much along the way."
Opening Bakehouse 23 wasn’t without challenges. "I ran into issues with financing and permits. I thought I met the loan requirements, but they required 25% upfront. Thankfully, my family helped me find another way. The process took longer than expected, and I learned the importance of doing research and planning."
Despite the hurdles, Werlinger built a business focused on quality and community. "Everything I make is
handmade with quality ingredients. Nothing comes from store-bought cans or shortcuts."
"Custom orders are my main focus. I love working on royal icing cookies, wedding cakes, and elaborate designs. I want to create three- or four-tier cakes with intricate details."
Her weekly cupcake rotation keeps things fresh and seasonal. "There’s always a vanilla, a chocolate, a nutty flavor, and something fruity. For
holidays, I create themed flavors like mint and red velvet for Christmas."
"My dream is to be the go-to destination for weddings. I want brides to know they can come here for custom designs and detailed work. Each order is special to me; it’s not just another project. I care deeply about making my customers happy."
eed Petersen’s entrepreneurial journey began with curiosity, innovation, and a knack for problemsolving. Born and raised in Rochester, MN, Reed started his company, Lab Liquidators, at just 20 years old. Now 26, he has built a thriving business specializing in sourcing, refurbishing, and reselling used lab equipment.
Reed’s love for tinkering started early. As a child, he spent hours disassembling and rebuilding gadgets— simply because he was fascinated by how things worked. This curiosity followed him to NDSU, where he pursued a degree in physics. Later, during his graduate studies at NDSU, Reed noticed an opportunity: many labs were cluttered with unused or broken equipment. With his advisor’s encouragement, Reed began repairing this equipment.
His eureka moment came when he found a discarded piece of lab equipment near a dumpster. He repaired it, listed it online, and sold it within two months.
“That’s when it hit me—there’s a bigger opportunity here,” Reed said.
A research trip to India reinforced his intuition. He observed labs using preowned equipment due to smaller budgets—meaning there's a global market for affordable, refurbished tools.
Upon returning to the U.S., Reed committed fully to the idea, turning his hobby into a business that now serves startups, universities, and research facilities worldwide.
Lab equipment is notoriously expensive, and often produced in limited quantities with advanced technology. For startups and research institutions with tight budgets, purchasing new equipment isn’t always feasible. Reed’s options provide an affordable alternative.
“I hate seeing valuable lab equipment go unused or end up in a landfill,” Reed said. “These tools have so much potential to advance science.”
Lab Liquidators’ inventory has grown to over 5,000 SKUs, ranging from fully functional lab equipment to individual components. Unlike competitors who prioritize quick turnover, Reed focuses on building a comprehensive inventory to meet diverse customer needs. “Our goal is to have what customers need when they need it,” he said.
Some of the equipment available through Lab Liquidators.
Most of Lab Liquidators’ customers find the business through organic search, making search engine optimization a cornerstone of Reed’s strategy. His team documents each piece of equipment, providing detailed descriptions of its condition, functionality, and requirements.
“We aim to be the equipment experts so our customers don’t have to be,” Reed said.
Reed’s passion for lab equipment drives him to continually expand
his knowledge. “Just two nights ago, I couldn’t sleep because I was so excited about an atomic force microscope we got in stock,” he said.
With a small but dedicated team, Reed has structured his business to handle the entire lifecycle of lab equipment—from sourcing and repair to sales and shipping. Many of his employees are recruited from local universities, including NDSU.
In order to get to this point, Reed has relied on organic growth to scale his business. Participating in the SBA Thrive program provided him with foundational business knowledge, helping him navigate financial planning and strategy. “Growing slowly and intentionally has been a
blessing,” Reed said. “It’s allowed us to build sustainably and with less risk.”
Lab Liquidators has recently expanded into manufacturing ancillary components and preventative maintenance kits. These products fill a gap for equipment no longer supported by manufacturers. For example, rebuild kits for vacuum pumps ensure customers can maintain their tools long-term.
OUR GOAL IS TO HAVE WHAT CUSTOMERS NEED WHEN THEY NEED IT."
“This new product line provides a consistent and replenishable inventory, which is a priority for our future growth,” Reed said.
As Reed continues to grow Lab Liquidators, his vision remains focused on advancing science while reducing waste.
“There’s so much potential in the tools we save,” Reed said. “I’m excited to see where this journey takes us next.”
/company/lab-liquidators
ach Willis, a former NDSU football player, is the owner of Big Deck Barbecue Co., a Fargo-based company specializing in high-quality, unique barbecue sauces and rubs.
The inspiration for Big Deck Barbecue Co. originated from family gatherings on the deck built by his father, Tyson, where they would enjoy Tyson's delicious food.
Under Zach's leadership, Big Deck Barbecue Co. has expanded its production capabilities and distribution network, with products now available widely in the region.
Q: WHAT'S YOUR BACKGROUND? WHAT WAS YOUR UPBRINGING LIKE?
A: I was born and raised in Fargo. I'm a product of divorced parents who always drove themselves constantly to do better for me and my siblings. I went to West Fargo High School and graduated in 2017. I went to NDSU on a football scholarship and initially planned on going into physical therapy for school. I wasn't good enough at science, so I switched to industrial engineering. I wasn't good enough at math for that, so I switched to marketing, where I ended up and graduated with my marketing degree in 2021.
We didn't have a lot growing up— there are always people who have a harder time growing up, but things weren't easy and we went through a lot of hard times when it came to money and the dynamic of having a split home. I was lucky though to have two parents who loved me and my siblings more than life itself and constantly drove themselves to not settle where the circumstances of life placed them. I'm so proud of my parents and I'm thankful they instilled that drive to always push ourselves for better.
Q: WHEN DID YOU REALIZE YOU WANTED TO START YOUR OWN BUSINESS?
A: I knew I wanted to start my own business from a young age. I was the kid who walked around the
neighborhood and mowed lawns or did something or other to make extra cash. But it really set in in high school, when the desire to control my own destiny became a priority of mine. Like I said, we struggled financially when I was growing up and I figured the best way to give myself the opportunity to give my kids a better situation than I had was owning my own business.
Q: IS THERE A SPECIFIC MENTOR OR ROLE MODEL WHO INFLUENCED YOUR ENTREPRENEURIAL JOURNEY?
A: My dad and my grandpa inspired me to want to pursue entrepreneurship.
Q: HOW DID YOU COME UP WITH THE IDEA FOR YOUR BUSINESS?
A: All of the recipes were my dad's ideas. He'd been making them for a while before I suggested we started selling them. He had already had the name picked out for a long time as well. It just took us taking action and deciding to finally start it up one night—in his garage during COVID—to finally get the wheels rolling.
WHAT STEPS DID YOU TAKE TO TURN YOUR IDEA INTO REALITY?
A: I would not recommend the path we took. Anything you find in a book or online about starting a business,
follow that. We did very little actual structure building or planning, but we just did it. It caused some headaches later on, but the biggest step we ever took with our business was the first one. We just had to start.
Q: WHAT WAS THE BIGGEST CHALLENGE YOU FACED WHEN STARTING OUT, AND HOW DID YOU OVERCOME IT?
A: The biggest challenge we faced was simply knowledge about what we were doing. I think that's a huge barrier for a lot of people to start their business. Where do we get supplies? Who are we going to sell to and how are we going to sell it to them? How do we follow compliance? How could we possibly get the funding that we need?
Again, this isn't some prophetic or deep answer, but we just did what we had to do. We adopted the motto 'FITFO' - Figure It The **** Out. There's no option when running/ starting a business to say, "Well, we couldn't figure it out." You just have to find a way—the answers and the path are out there, no matter how difficult they may seem to find.
Q: DID YOU HAVE A CLEAR BUSINESS PLAN FROM THE BEGINNING OR DID YOUR PLAN EVOLVE OVER TIME?
A: We had a general idea I guess, but we also never expected it to get bigger than selling out of my dad's garage to friends and family. When
it started growing faster than we thought it would, we would set goals and checkpoints of where we wanted to get to. So when we'd accomplish each pillar, it became commonplace for us to reconvene and ask each other, 'What's next? How do we get there?' then acting accordingly to what we decided.
Q: WHAT WAS THE MOST SURPRISING THING YOU LEARNED WHEN STARTING YOUR BUSINESS?
A: I don't know if it was a surprise as much as it was a wake-up call, but we quickly found out that no one was coming to save us. No one owed us anything in our pursuit of this. No one was coming to do the work for us and no progress was made unless we went and made it happen. That's a hard lesson. A lot of hard choices
and circumstances pop up when starting a business from the ground up—you have to put your head down and do the work because the cavalry isn't coming to save you. You either get it done or it fails—that's a lot of pressure, but your decisions in those moments define where you and your business go.
Q: WHAT STRATEGIES OR DECISIONS CONTRIBUTED THE MOST TO YOUR BUSINESS'S GROWTH?
A: I learned quickly to stop listening to my brain when looking at choices or decisions. If it was shows or vendors that wanted us to do something that every piece of data or logic screamed for us to not do, I learned to just do it. I'd rather do something and fail than not do it and wonder what would have happened
if we did it—I couldn't live with myself if we missed an opportunity that could have grown the business.
There were a lot of stretches of 20-hour work days and working through the night, but I knew what was waiting on the other side was worth it. I teetered on acting recklessly with my business choices sometimes, but I trusted my gut and myself that I could figure it out if we took the leap. I still follow that thought process today.
Q: WHAT HAS BEEN THE BIGGEST FAILURE OR SETBACK YOU FACED AS AN ENTREPRENEUR AND HOW DID YOU LEARN FROM IT?
A: There's been a lot of little things and some big things that I would put in the 'miss' category, but at the
risk of sounding like some phony motivational speaker, failure only comes if you quit when encountering a problem. Every issue we've ever had has brought us to where we are now and taught us something—and unfortunately, facing adversity or hitting home runs are the only ways to learn how to do anything in your business.
Everything that has gone wrong since we've started Big Deck Barbecue Co. has laid out an opportunity to close up shop but we simply haven't let that be an option. We look at what went wrong, re-group, and don't make that mistake again.
I don't think anyone who takes a stab at running their own business can fail. It's hard and scary to do. Just don't let the bad choices end your desire to get where you want to go.
A: I try to empower people with the necessary knowledge and belief in themselves to make decisions day-to-day without the fear of heavy-handed retribution. I want smart and tenacious people—babysitting them and being a helicopter manager takes away their best attributes.
Surround your business with good people and trust that they'll make decisions that advance the business.
A: I try to keep things lighthearted and enjoyable—this isn't life or death. The fate of the world doesn't rest on what we're doing. But, we also need to be able to lock in and do the hard things when they're necessary. Also, I treat people like human beings. I check in on them and see how they're doing. They have a life outside of the building and might be dealing with things you'll never know about. Let them take the day if they need it. If someone is gone and your business can't function without them being there, then that rests solely as a skill issue for the owner.
The truth is, no employee will ever care as much about your business as you do. That's okay. But it is unreasonable to expect things out of people who are above and beyond because you did it yourself for the business. Acknowledge that and understand that everyone has a role to play, and if that role needs to expand or you expect them to do more, compensate them accordingly. I think that
Big Deck Barbecue Co. also makes hot sauce!
helps with burnout and building resentment. It's not some secret sauce to keep people happy. Treat them well and take care of them if they're doing a good job. I think it's sometimes human nature to fall into the 'well I did it, why shouldn't they' mindset sometimes. There's a balance in pushing them to be the best version of themselves and exploiting a good worker because they'll do whatever you ask them to. We've all had bad bosses—I take it upon myself to try not to be a bad boss.
That also leads to being able to take truly having a culture that empowers people to give feedback on you as a boss and make changes if the criticism truly is something you need to change. People enjoy being heard and seeing the things that are troubling them change.
Q: WHAT'S THE BEST PIECE OF BUSINESS ADVICE YOU EVER RECEIVED?
A: You have to just do the work. What you want is waiting for you on the other side of what you don't want to do. The only way forward
is to put one foot in front of the other—there is no option to hit a dead-end. There's always a way forward, some way or somehow, you just have to find a way.
Q: ARE THERE ANY RESOURCES YOU WOULD RECOMMEND TO OTHER ENTREPRENEURS OUT THERE?
A: Whatever it is, just use an accounting software. We still feel the ramifications of not being prepared and organized for that. Otherwise, just lean on people for support and find other people who are in a spot you aspire to be in and ask how they did it. I think a lot of people would be surprised at how open and willing successful people are to help guide you along the way. Never stop learning from people like that and help people that come to you when that time comes.
/bigdeckbbq @bigdeckbbqco @bigdeckbbqco
scar’s journey into entrepreneurship began at an early age while he spent time tinkering in his grandparents’ backyard. At just "11 or 12" years old, he would work with his grandfather in a backyard woodshop, crafting items to sell. This early exposure to creating and selling things planted the seeds of an entrepreneurial spirit that would later flourish.
Even as a young child, Oscar demonstrated a knack for business. Like many kids, he operated a lemonade stand, but his true passion emerged when he got his driver’s license at age 16. A summer job at McDonald’s or Target didn’t appeal to him, so he decided to explore other opportunities. During the previous summer he had learned how to detail cars for family and friends, something he saw as a potential business idea.
“Before I got my license, I detailed cars for my aunt, grandparents, and family,” Oscar said. Using a shop vac and cleaning supplies from AutoZone, he’d load everything up, and his dad would drive him to job sites. This early experience laid the groundwork for what was to come.
The summer Oscar turned 16, he decided to commit to detailing. With a 2007 Honda Accord as his work vehicle, he invested in basic equipment, purchasing the cheapest pressure washer and vacuum he could find. Using photos from the previous summer’s detailing jobs, he made a Facebook post in a Fargo-Moorhead community group, introducing himself as a student starting a summer business. According to Oscar, the post’s authenticity resonated with the
community and generated enough interest to keep him busy for two months.
“That post kept me busy for most of the summer,” Oscar said. “I think the key was being genuine and personal. People responded to my story and wanted to support me.”
In those first two months, Oscar and a friend detailed over 40 cars, often working 14-hour days.
The next few years brought both challenges and growth. Oscar’s entrepreneurial focus took a backseat during his senior year of high school as he spent time enjoying his final year with his classmates and a subsequent summer fly fishing in Montana with friends.
"Going to Montana for two weeks was big for me," Oscar said. "Our car broke down in the middle of nowhere, in bear country, and we had to walk to get parts to get it fixed. I learned a lot about being able to do things on my own during that trip."
Eventually, Oscar dove back into detailing full-time. But, when the colder temperatures rolled around, he learned that winter posed unique challenges for outdoor detailing, so he sought a heated workspace. Through networking, he secured a corner in a construction shop—a less-
than-ideal location but a critical step toward year-round operations.
Oscar also began exploring highvalue services like paint correction and ceramic coating. Teaching himself through trial and error, he practiced on personal and family vehicles before offering these services to clients. His first big project—a ceramic coating on a GT350 Mustang—served as a launching pad for this new service line, which he detailed through videos and photos to share on Facebook.
Oscar’s marketing strategy relied heavily on authenticity. By posting detailed before-and-after photos and sharing his journey on Facebook, he attracted a steady stream of clients. A simple ad—“Do you wish your car looked like this?”—brought in lucrative ceramic coating jobs, some exceeding $1,000.
As the business grew, so did his team. By 2024, Oscar had hired two employees and a content creator to enhance his online presence—hires he admits he should have done sooner.
"The biggest mistake I have made is not delegating soon enough," Oscar said. "I can only do so many things on my own. But I haven’t gone out and bought a brand-new truck or taken crazy trips. Everything I make goes right back into growing the business."
provided by Oscar Bergeson
Today, Oscar’s detailing business is thriving. While interior detailing remains part of their services, the focus has shifted to high-end work that attracts luxury clientele. With a steady flow of jobs, a growing team, and plans for future expansion, Oscar’s young entrepreneurial journey is one to admire.
For aspiring entrepreneurs, Oscar’s advice is simple: “Just start. You don’t have to have everything figured out. Take the first step, learn as you go, and reinvest in your dreams.”
lex Kelly, the founder of Blueprint, has turned his passion for fitness into a unique business that is helping people make meaningful changes.
Blueprint Personal Training is a specialized fitness facility in Fargo that offers personal training, small group training, and nutrition coaching.
Before venturing into the fitness business, Kelly worked in sales and real estate. He worked at Midco, where he learned valuable skills in lead generation, and building pipelines. However, the real estate world didn’t provide the structured, team-oriented environment he desired. That realization led him to pursue something he was truly passionate about—fitness and coaching.
Kelly, who has been a lacrosse coach in Moorhead for seven years, decided to take the leap. In August of the year prior to Blueprint’s opening, he left real estate and went full-time into research and planning for his business. By March, the gym was ready to open its doors.
Unlike many corporate gyms that focus on accessibility and high membership volume, Blueprint prioritizes a personalized, high-
quality training experience. The gym is designed exclusively for personal training and offers a private and structured environment that differentiates it from the competition.
To do this, Kelly has invested in toptier trainers and provided a space where they can thrive. While large franchise gyms often employ trainers with minimal certifications and high turnover rates, Blueprint sought professionals who were dedicated to making personal training a longterm career.
"I wanted to create a way for my trainers to keep doing what they love while still earning a manager-level salary,” Kelly said.
Kelly assembled a team of three full-time, salaried trainers, each bringing a unique set of skills and qualifications. His right-hand man, Peter, previously managed an Anytime Fitness and holds multiple certifications. Ben, another trainer, earned a kinesiology degree from UND and holds certifications from the National Academy of Sports Medicine. The third trainer, Malik, was carefully selected for his passion, experience, and clientcentric approach.
One of the proudest accomplishments for Kelly has
been Blueprint’s pricing structure. By designing a business model exclusively centered around personal training, the gym offers competitive rates that often undercut the cost of one-on-one sessions at larger gyms.
Starting a business, especially in the fitness industry, comes with its fair share of challenges. For Kelly, the biggest hurdle was navigating the logistical aspects of running a company. From day-to-day operations to tax obligations and state filings, there were numerous unforeseen tasks that required careful attention.
“There’s no step-by-step guide when you start a business,” Kelly said. “You’re figuring things out as you go. Having a wealth advisor, an accountant, and a lawyer helped, but there are so many small details that you don’t think about until you’re in the middle of it.”
Despite these challenges, Blueprint has continued to grow, and Kelly's three-to-five-year business plan is right on track. The biggest ongoing challenge now is aquiring clients who are available to workout mid-day, but he remains confident in his team and the quality of service they provide.
jjwal Adhikari has embraced change and seized opportunities on his way to helping develop Kirkwall, a company that is working to shape the future of IoT and cybersecurity.
Born in Nepal, Adhikari and his family immigrated to the United States when he was eight years old. His memories of Nepal are fragmented, but he recalls his childhood there—walking to school and exploring his surroundings.
Moving to the U.S. was surreal for him. In Nepal, wearing USA-branded clothing was common, yet he had no real understanding of what the country was. Arriving in the States with no knowledge of the language, the transition was intimidating. “As a kid, you're more scared than excited,” he said. However, within a year, he had adapted and was on the same level as his peers.
His parents’ decision to move was driven by opportunities. In Nepal, career options were limited to teaching, farming, or going abroad for work. The U.S. offered a future with far greater possibilities.
Adhikari has fond memories of growing up in the U.S., spending time with friends, listening to Linkin Park, and playing outdoors. One of his biggest interests was biking, particularly dirt biking, and he often rode at a nearby track, even after numerous falls.
At Fargo North High School, he found himself drawn to coding and game development. Though he excelled in sciences, it was a block-coding course—where he attempted to recreate the infamous app Flappy Bird—that sparked his deep interest in technology.
However, Adhikari realized that traditional schooling wasn’t the best fit, and he left high school in 10th grade to earn his GED. He then took a two-year gap to explore his interests, diving into finance and even a brief stint in professional gaming. The experience of leading Overwatch teams in tournaments taught him valuable lessons about teamwork and leadership.
Eventually, he enrolled at NDSU as a microbiology major, but the COVID-19 pandemic forced all classes online. Dissatisfied with virtual learning, he took another break, which ultimately led him to Emerging Digital Academy. On the last possible day to apply, he signed up, was accepted the next day, and after five months of intensive study—spending 60 to 70 hours a week coding—he graduated.
Adhikari began his career working with two startups and later joined Perficient for nearly a year before transitioning into a machine learning internship. He then became a program coordinator at Grand Farm. It was during this time that he attended Entrepreneurship at the Capitol, where he met Will Cromarty, who shared his software concept. Recognizing the potential to apply his cybersecurity skills in a meaningful way, Adhikari jumped at the opportunity, and together they founded Kirkwall.
From its inception, Kirkwall was built around security. Many companies offer diagnostic information, but their hardware often comes from third parties, posing security risks. Recognizing a demand for secure solutions, Adhikari and his team positioned Kirkwall to fill this gap.
As the company grew, they expanded their focus beyond security to become sensor-agnostic, allowing them to integrate data from existing sensors without requiring complex operational setups. Their current goal is to transform regular equipment into smart technology, making even simple objects capable of sensing temperature and environmental data.
Kirkwall differentiates itself by emphasizing software over hardware, minimizing operational burdens on clients. While they initially provided sensor solutions, they now focus on integrating existing infrastructure to streamline processes.
They also leverage channel partnerships, sometimes integrating APIs from sensor brands or partnering directly with companies to act as resellers. This strategy saves development time and provides Kirkwall with exclusive access to cutting-edge technology.
Adhikari’s approach to personal and professional growth continues to evolve. He now balances his time more efficiently, prioritizing productivity over screen time. Recently, he has stepped away from working weekends to focus on personal development, including reading and enjoying outdoor activities.
With Kirkwall now a full-time endeavor, Adhikari and his team remain focused on pushing boundaries in cybersecurity and IoT innovation.
It's not the easiest subject to talk about—it's something that should be talked about regardless. "Quitting your job" sounds scary and negative, and there is a general stigma around it, but that's not always the case for each scenario where someone leaves their job. For some, quitting your job might be a good decision. It might lead to bigger possibilities, growth, or a new start. It also doesn't have to harm your relationship with your previous employer.
With the help of a human resources professional, HR Business Consultant at PRO Resources, and President of the Fargo Moorhead Human Resources Association Kriss Burns, we're answering the tough questions about quitting your job and what that realistically looks like in today's world.
Check it out!
Kriss is the current president of the Fargo Moorhead Human Resources Association and an HR business consultant with PRO Resources—a professional employer organization specializing in HR, payroll, employee benefits & administration, worker's comp, safety/risk management, compliance, and wellness. PRO supports small-mid-size companies, nonprofits, startups, and anyone who has employees.
Q: What are the key steps an employee should follow when resigning from their position to ensure a smooth and professional exit?
A: There are several steps a person should factor in.
Take some time before you make this decision. You do not want to regret this choice. Consult with a trusted advisor or EAP professional.
Check to see if your company has any specific resignation procedures. Also, review any employment clauses if you have an employment contract in place.
Submit a professional resignation letter with a brief explanation of your decision, and your last day of employment, and remember to thank your employer for the opportunity.
Make sure you are giving your employer ample notice in accordance with your company policy and also offer to assist in the transition with the training of your replacement and document where you are at with current projects to ensure a smooth transition.
Request a private meeting with your manager in person if possible and keep it very professional, to relay the news of your resignation, then communicate with your co-workers.
By following these steps, you can resign gracefully and professionally, and leave on a positive note. You never want to burn a bridge, because it could damage your professional reputation, and you never know when you might cross paths with them again in the future.
Q: What should someone include—and leave out— of their resignation letter?
A: When writing a letter of resignation, it is important to maintain a professional tone. It should include a brief reason for their departure and when their last day of employment will be, and it should also express gratitude for the opportunities the position provided. What it should not contain is a negative comment and emotional language. Also, avoid any personal issues or circumstances that led to your decision. Keep the focus on your career and your professional goals and keep it respectful.
Q: For employees looking to change industries or pursue a completely different career path, what special considerations should they keep in mind when resigning?
A: Make sure to do your homework—research the new industry and understand the dynamics, culture, and expectations before making that decision. There are a few things I would recommend.
See if you can take a course or get a certification in that industry or area before making that decision.
Volunteer or see if you can job shadow someone in that industry.
Interview or meet with someone who is currently employed in the new industry and ask them what a day in the life looks like.
Apply for a part-time position in that field before you resign to see if it will be a good fit for you professionally.
By keeping these considerations in mind, you can navigate your resignation and transition to a new career path more effectively and professionally.
Q: Do you have any advice for quitting a job while already having accepted another offer— particularly how to handle questions or counteroffers from the current employer?
A: Make sure the timing is right, and you are not leaving your current employer in a predicament. Also, choose the right time to break the news to your manager. Do not do it when it's busy or when they are under a lot of stress. I also cannot stress this enough, be professional and ethical. By handling the situation with clarity and professionalism, you can leave your current employer on good terms while embracing your new opportunity ahead.
If you are given a counteroffer, listen to what they are proposing, and take some time to really think about it, before you make your final decision. Ask yourself if the counteroffer will address the reasons why you want to leave in the first place. Think about your job satisfaction, career growth, salary, and benefits. It's not always about the money, so make sure you are taking the time to really evaluate the offer. It's okay to ask for a little time to make your decision too. Counteroffers can sometimes be a temporary fix, rather than a long-term solution.
Also, make sure you are keeping this all confidential. There is no need for your co-workers to know what your employer is offering you. If your decision is to leave, make sure you finish strong and do a good job right up until the end, as this will leave a positive lasting impression.
Q: What’s the most graceful way to decline a counteroffer from a current employer? Are there any risks employees should consider before saying no?
A: Again, be professional and gracious. If you want to put it in writing, that is also a great way to thank your employer for the counteroffer and acknowledge the time they put into it. Express your appreciation in their willingness to keep you on. Be respectful, and honest about your reasons for leaving and keep it positive. The biggest risk, I think, would be regretting your decision. So again, take some time to really think about the counteroffer. You also want to make sure that you leave on a positive note because you could risk
a positive reference if you were to need that in the future. Stay in touch with your employer and coworkers, because if things don't work out, hopefully, they will leave the door open for future opportunities.
Q: What’s the most surprising thing employers have appreciated about how someone quit?
A: I think giving more than a two-week notice and not leaving your employer in a tough situation. Also, offering to stay until they find your replacement and offering to train them in.
Q: How can someone explain their resignation to future employers in job interviews without sounding negative or disloyal?
A: Honesty is always the best policy and keep it positive. Highlight your contributions to the company, the positive experiences you had, and the skills you learned while there. Avoid criticizing the company or your former supervisor. Every company has its challenges, so take the high road and say you are looking for a position that better fits your strengths.
Q: How can someone use the time after quitting to position themselves for a better role or industry shift? Are there any underrated strategies you recommend?
A: Networking is key, especially if you do not have another job lined up. Reach out and let your former colleagues, friends, relatives, and industry professionals know that you are looking for a new opportunity. Attend networking events, socials, and conferences and accept offers for coffee, lunches, or happy hours. You can also use this time to volunteer or learn a new skill. Also take the time to update your resume, and your social media, such as LinkedIn and Facebook.
Q: How should someone update their professional materials—like resumes, LinkedIn profiles, or portfolios—after quitting? Are there things they should not include or say?
A: Updating your professional materials is very important. You do not want to apply for a position and submit an old resume or one that is outdated. Make sure to add your most recent employer, your job title, responsibilities, accomplishments, and the correct dates. Also make sure your contact information is updated with your address, email, and current phone number. Use keywords and tailor your resume to each position you are applying for. There is no one-size-fits-all, that just doesn't work.
Make sure that your formatting is clear and concise the style and fonts are up to date, and make sure there are no typos. That is also true for LinkedIn, as that is basically your online resume. Make sure that your LinkedIn photo is recent and professional. Do not include personal information or outdated skills. There is also no need to go back more than 10-15 years, unless it is very relevant to the position you are applying for, or you were employed by your past employer for that long. When listing your education, there is also no need to list the dates. The employer just needs to know that you have the degree, not when you obtained it.
Q: What are some “career self-checks” people should do post-quitting to ensure their next step aligns with their long-term goals?
A: Access your skills and strengths and make a list of your soft skills as those are just as important. Also, ask others for their input to see how they perceive you too. Write down your long-term goals and your career objectives. Consider where you want to be in the next 5-10 years. Identify what you are passionate about and consider activities or industries that excite you and align with your values and skills. Make sure you do your homework and research industry trends and stay up to date with the news that pertains to your profession.
Keep your options open, because you never know who you are going to meet and where your path might lead you.
Keep a routine, because finding a new job is work and not as easy as some people think.
Prioritize your health and well-being and make sure your next opportunity aligns with your core values and your work-life balance and doesn't lead to burnout.
Take your time and do not accept a position just to have a job. Remember that finding the right job can take time, so be patient and focus on your goals and what is important to you.
The job search can be very challenging, so remember networking is key, keep a positive attitude and your options open, and this should lead you to a fulfilling career ahead!
Learn more about PRO Resources at proresourceshr.com and, of course, good luck!
ovember 7, the Midwest Energy Summit brought together industry leaders to discuss the rapidly evolving energy landscape, focusing on the future of energy and key issues such as rising electricity demand, the integration of renewable energy, and the challenges posed by the growing role of data centers.
Tony Clark, Midwest Energy Summit keynote speaker and executiveelect of the National Association of Regulatory Utility Commissioners, provides insights into the future of electricity pricing and grid fortification.
The first panel, moderated by Paul Jordan, CEO of Corval Group, addressed the increasing electrical demand driven by electrification and the proliferation of data centers. Panelists Danny Martell (NextEra Energy), John Hollingsworth (ALLETE Clean Energy), and Bria Shea (Xcel Energy) explored how renewable energy sources like wind and solar are crucial in meeting current and future energy needs. The discussion highlighted the intersection of agriculture and energy, especially in the context of decarbonizing the agricultural sector and reducing the cost of clean hydrogen through projects like the Heartland Hub. The panel also examined the challenges of an overburdened labor force and the regulatory hurdles impacting energy projects, emphasizing the need for more predictability in permitting processes to support industry growth. The panel concluded with a focus on the role of lithium-ion storage and the potential of small nuclear reactors in balancing energy reliability.
Camilo Serna, senior vice president at North American Electric Reliability Corporation, followed with a presentation on grid reliability, emphasizing the need for baseload generation and addressing the concerns posed by changing weather patterns and cyber threats. He noted that energy assurance standards are vital to maintaining a reliable grid and stressed the importance of battery storage to ensure grid stability.
Nancy Johnson of the North Dakota Soybean Growers Association then took the stage to discuss the growing synergy between agriculture and energy. She highlighted the role of soybean crushing facilities in propelling biofuels forward in the upper Midwest. She also touched on the Inflation Reduction Act, which provides tax credits to encourage biofuel production. The conversation pointed to the potential for advanced biofuels to play a pivotal role in the region's energy future.
Josh Stanislowski from the Energy & Environmental Research Center rounded out the morning with a discussion on the expanding role of carbon capture, utilization, and storage (CCUS) technologies. He discussed the Midwest’s continued research and development of carbon capture capabilities has the potential to transform the regions energy industry by reducing emissions and supporting the expansion of production.
The second expert panel, Future of Traditional Fuels, brought together Karl Fennessey (ConocoPhillips), Todd Sailer (Minnkota Power Cooperative), and Danette Welsh (ONEOK) to explore the evolving role of traditional fuels—natural gas, coal and oil—in the energy landscape. Moderated by Brian Kalk (Energy & Environmental Research Center), the panel discussed the challenges and opportunities
facing the sector, including rising market demand, workforce shortages and shifting state and federal policies. They examined how the industry is adapting, focusing on workforce solutions like training and automation, as well as the impact of regulatory changes. Panelists also shared insights into how innovation is helping traditional fuels meet future energy needs while balancing sustainability goals.
The keynote session featured Tony Clark, executive-elect of the National Association of Regulatory Utility Commissioners, who provided insights into the future of electricity pricing and grid fortification. Clark discussed the challenges posed by carbonconstrained policies and the need for a balanced approach, involving more transmission lines, gas pipelines and continued innovation in energy technologies. He also explored the role of battery storage in addressing the growing demand for reliable, affordable energy.
The Summit concluded with robust discussions on the opportunities and challenges facing the energy sector. As the demand for electricity continues to rise, collaboration between energy producers, regulators and technology developers will be essential in creating a sustainable and reliable energy future.
ivorce can often feel like a daunting and overwhelming process, especially for those who are unfamiliar with the legal system. I frequently see posts on local Facebook community pages where individuals are seeking guidance on starting the process. To simplify things, it's important to know that every divorce officially starts by filing a summons and complaint with the court. However, before these documents can be filed, they must first be served on the opposing party. Once the papers are served and filed, the court becomes involved, and the process moves forward.
While the initial steps are standardized, there are various paths to navigate a divorce, depending on the specifics of the situation. Understanding your options can make the process less intimidating and help individuals make informed decisions about their cases.
BY PRISCILA ULLOA Attorney, SW&L Attorneys
When meeting with a potential client, I like to start by introducing the "menu of divorce," a concept I first heard during a family law seminar in Bismarck. This concept helps me guide clients through their available options based on the details they provide during our consultation. Many individuals are unaware that there are alternatives to the traditional, often adversarial court process. During these consultations, I frequently hear clients express a desire for a divorce that is quick, affordable, and least disruptive to their children’s
lives. It’s at this point that I present my "menu" of options, which offers different paths depending on the client’s priorities and circumstances. There are three primary options that an individual can choose from:
An uncontested divorce occurs when both parties agree to all terms, such as property division, debt allocation, and child custody arrangements. Typically, the parties have already had a conversation and sorted through how they will divide their assets and debts and have already created a parenting plan they want to follow. Under this approach, an attorney drafts a stipulated marital termination agreement (sometimes referred to as a stipulation or a settlement agreement) using the information provided by the parties. Once both parties sign the agreement, it is typically filed with the court and finalized relatively quickly.
This process usually takes anywhere from one to three months, depending on factors such as whether children are involved, the complexity of the assets and debts, and the attorney’s timeline. It is important to note that an attorney can ethically represent only one party. In these cases, it is quite common for the opposing party to proceed pro se, meaning they represent themselves. However, an unrepresented party always has the option to hire legal counsel to review the agreement and safeguard
their interests. A fully uncontested divorce can typically cost between $1,500 - $3,000. This method remains the most cost-effective and efficient, provided both parties remain cooperative.
A semi-uncontested divorce arises when the parties agree on most terms but have a few unresolved issues that need to be worked through. These points of contention could include the division of specific assets, parenting schedules, or financial arrangements like spousal support. In these cases, one or both parties may choose to hire attorneys to assist with negotiations and facilitate the resolution of the remaining disagreements. However, much like in an uncontested divorce, it is common for one party to represent themselves. Even so, the unrepresented party always retains the option to hire legal counsel if they feel it is necessary to safeguard their interests or better understand the legal implications of the agreement.
In these cases, the represented party’s attorney, usually the Plaintiff, takes the lead in drafting all the necessary legal documents, such as the marital termination agreement, which outlines the terms agreed upon by both parties. Once completed, these documents are provided to the opposing party for review and approval. At that point, the opposing party (or their attorney if they have one) may suggest changes or
clarifications to ensure the agreement is fair and in the best interests of the child(ren) and the parties.
Occasionally, discovery is conducted during a semi-uncontested divorce to clarify specific issues and support the negotiation process. Discovery refers to the exchange of relevant information and documentation between the parties to ensure transparency and allow the parties to consider all the information to arrive at a fair agreement. This may include items such as tax returns, pay stubs, bank statements, vehicle titles, property deeds, appraisals, and other pertinent records. The level of discovery required depends on the complexity of the issues at hand. There are two kinds of discovery: informal and formal. Informal discovery is the voluntary exchange of documents and information, making the process more straightforward and cooperative. On the other hand, formal discovery may involve more structured and thorough methods, such as written requests for documentation and interrogatories to ensure all necessary details are disclosed under oath.
While both parties typically share the goal of reaching an agreement and avoiding trial, the semi-uncontested divorce process can take longer than a fully uncontested divorce. In some cases, negotiations may stall, requiring additional support such as attending mediation or other forms of alternative dispute resolution.
The timeline generally ranges from two to six months, with the exact duration depending on several factors, such as the complexity of the unresolved issues, the availability of necessary documentation, and the willingness of both parties to compromise. This option is still more efficient and cost-effective than a fully contested divorce, as it eliminates the extensive preparation and courtroom proceedings involved in a trial, with costs typically ranging from $3,000 - $6,000.
Overall, a semi-uncontested divorce provides a middle ground for couples who are largely in agreement but need additional time and guidance to resolve a few remaining issues. With cooperation and a focus on compromise, this approach can lead to a fair and efficient resolution without the need for prolonged court involvement.
Within both uncontested and semiuncontested divorces, procedural strategies vary based on the level of cooperation between the parties. For instance, some attorneys prefer
to hold off on serving or filing the summons and complaint until the proposed marital termination agreement is ready for the opposing party’s review. Others may serve and file these documents immediately to trigger official deadlines while simultaneously drafting the agreement. Filing the case before an agreement is reached is sometimes helpful in motivating the parties to work promptly and efficiently on resolving the matter. Once the agreement is ready, it is then filed with the court for its approval.
The marital termination agreement is a legal document essential in uncontested/semi-uncontested divorce proceedings and typically ranges from 10 to 30 pages. This agreement serves as a blueprint for the post-divorce lives of both parties and addresses various critical aspects of their separation.
Key components of the agreement include a detailed parenting schedule that outlines custody and visitation arrangements, holiday and summer schedules, provisions for child support, and the division of marital property and debts. It also specifies how the parties will handle their taxes, including whether
they will file jointly or separately for the relevant year and who will claim the children as dependents for tax purposes. Additionally, the agreement may address whether either spouse intends to revert to a previous name or adopt a new name as part of the divorce process. As noted previously, once the agreement is finalized and signed by both parties, it must be filed with the court for judicial review. The judge evaluates the agreement to ensure it complies with applicable laws, is equitable, and serves the best interests of any involved children. Depending on the judge and jurisdiction, the judge may approve the agreement without a hearing. In other jurisdictions, a hearing may be required to finalize the agreement, during which the parties may need to appear and confirm their understanding and acceptance of its terms.
After judicial approval, the agreement becomes the controlling judgment of the court, commonly known as the divorce decree. This judgment legally formalizes the divorce and establishes binding obligations and rights for both parties moving forward.
A contested divorce arises when significant disagreements exist between the parties. This option often necessitates a trial to resolve the disputes, making it the most time-consuming and expensive path. A contested divorce in North Dakota can take anywhere from six
months to over one year to finalize, depending on court availability and the complexity of the case. The process involves multiple phases, including formal discovery, motion filings, and other pre-trial practices that can extend the timeline significantly.
Once the summons and complaint are served, the opposing party has a set timeframe to respond, which often includes filing a counterclaim. The initial party then gets time to respond to the counterclaim. From there, deadlines are set for discovery, motion filings, and other pre-trial matters. These can involve requirements to complete parenting courses, appraisals of property, and the engagement of parenting investigators to assess custody arrangements. At this point, the parties can also engage in formal discovery, such as interrogatories, issuing subpoenas, and holding depositions.
If children are involved, North Dakota mandates participation in the Family Law Mediation Program unless a protection order exists between the parties. Mediation is designed to help resolve disputes amicably before resorting to trial. However, scheduling mediation sessions can take several weeks, sometimes months, further extending the overall timeline.
During the contested divorce process, interim motions are commonly filed to address temporary but critical issues that arise while the case is pending.
These motions often involve matters such as child custody, child support, the payment of shared bills, and determining who will remain in the marital home during the interim period. Each interim motion generally requires a hearing, where both parties present their arguments, supported by evidence, for the court to decide. Think of it as a “mini-trial.” Interim decisions are binding until the final divorce decree is issued, ensuring that the parties have clear guidance and stability during what is often a challenging time. However, because each motion involves judicial review and scheduling, it can contribute significantly to the length and costs of divorce.
In North Dakota, the cost of a contested divorce can vary widely, typically ranging from $10,000 to $30,000 or more. The final cost often depends on several factors, including the number of unresolved issues and the degree of conflict between the parties. It is important to note, however, that a settlement can be reached at any point before trial. Settling can save significant time and financial resources, as well as reduce the emotional toll that comes with prolonged litigation.
If the parties are unable to reach a settlement, they will proceed to trial, using the evidence gathered during the discovery phase to build their respective cases. A divorce trial typically lasts between one and three days, depending on the number of issues to be addressed. Once the trial concludes, however, the judge has up to 90 days to issue a final ruling.
So, unlike what is often depicted in movies, you could find yourself waiting several months after the trial before receiving the final decision.
The divorce process can be overwhelming, but a family law attorney can provide the guidance you need to navigate it with confidence. From evaluating your options to handling negotiations, mediation, or court representation, an attorney ensures your rights are protected and the process runs smoothly. If you're ready to take the next step, call me at SW&L Attorneys at (701) 297-2890.
4627 44th Ave S, Ste 108, Fargo, ND
701-297-2890
swlattorneys.com /SWLattorneys /company/swlattorneys
By Michael Danielson, Veterans Business Outreach Specialist
Photo 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.
The start of a new year is a time for reflection, renewal, and goal setting. For many, it’s a moment to make personal resolutions, whether that’s to exercise more, eat healthier, or read more books. But what if, this year, your New Year’s resolution could also include the dream of becoming a business owner? The new year is the perfect time to dive into entrepreneurship, turning ideas and passions into thriving small businesses. It provides a unique energy and sense of possibility that can be harnessed to pursue long-held business dreams. In this article, we’ll explore how setting a New Year’s resolution to start a business can help you launch and grow a successful small business, while outlining the key steps to take in the first year of your entrepreneurial journey.
New Year’s resolutions are often rooted in self-discipline. But resolutions can also be about taking on new challenges, stepping out of your comfort zone, and pursuing personal growth. For many, the idea of starting a business is a resolution that promises both personal and professional transformation. The psychological impact of the new year, associated with hope and optimism, makes it an ideal time to commit to new ventures. The energy surrounding New Year’s celebrations naturally fosters motivation, which can be pivotal when it comes to entrepreneurship. However, without the right planning, even the most ambitious business resolutions can fade quickly. Therefore, it is essential to approach your entrepreneurial resolution with a clear strategy to ensure lasting success.
A New Year’s resolution to start a business should be specific and time bound. Rather than a general goal like "I will start a business," a better resolution might be "I will create and finalize a business plan for my handmade jewelry business by the end of March." This provides both clarity and a set deadline, making it easier to track progress. Applying the SMART goal framework, where goals are Specific, Measurable, Achievable, Relevant, and Time-bound helps ensure that your resolution is realistic and actionable. The clearer your goals, the more focused your actions will be as you move forward in building your business. Once you have a clear resolution in mind, the next step is to solidify and refine your business venture. If you don’t have a concrete idea yet, the beginning of the year
is the perfect time to brainstorm. Examine your skills, talents, and passions and apply them to an area you could potentially turn into a business. Whether it’s a product or service, ensure your business idea solves a problem, meets a need, or adds something unique to the market. The key is to choose something you are passionate about. Entrepreneurship is challenging, and you’ll need a strong personal connection to your business to keep you motivated through tough times. It also helps to assess what skills or expertise you already have in a particular field, which will make the process smoother. For example, if you’re skilled in photography, starting a photography business could be a logical and enjoyable choice. Once you’ve narrowed down your idea, test it. Conduct market research by speaking to potential customers, surveying people online, or seeking feedback from friends and family. Getting external validation can confirm that there is demand for your product or service.
With your business idea in hand, it’s time to focus on the next essential component of entrepreneurship, the business plan. Without a well-thought-out business plan, you are setting yourself up for possible failure. A business plan acts as a roadmap for your business’s growth and development, providing direction, focus, and a clear framework for decision-making. It’s a tool that not only helps you stay on track but can also be used to attract investors or lenders if
you need external funding. Your business plan should cover several key areas, including a business overview, market analysis, a detailed marketing strategy, a financial plan, and growth projections. The business overview outlines the essence of your business: what product or service you’ll offer, what differentiates your business from competitors, and your target market. In the market analysis section, you’ll assess your competition, identify your ideal customers, and determine how your business fits into the current market landscape. The marketing strategy section explains how you’ll reach and attract customers through advertising, social media, content marketing, and other promotional efforts. The financial plan will detail your startup costs, revenue projections, and funding sources, helping you stay on top of expenses and avoid financial surprises. Finally, the growth strategy will outline how you plan to scale your business over the next few years, ensuring long-term sustainability.
Once your business plan is in place, the next challenge is securing funding. Starting a business often requires an initial investment for things like inventory, equipment,
marketing, and operational costs. There are several ways to secure the necessary capital to get your business off the ground. One common route is using personal savings, especially if you’ve been planning for this moment. However, this approach comes with risk, as you are investing your own money. If you don’t have enough savings, you may consider borrowing from family or friends, although this can complicate personal relationships if things don’t go as planned. Another option is applying for a small business loan through a bank or a government program and if you have a strong business plan and good credit, this may be a viable route. Crowdfunding platforms like Kickstarter or GoFundMe also provide opportunities to raise funds from a wide audience in exchange for rewards or pre-sales of products. Regardless of the route you choose, it’s crucial to develop a budget and financial forecast to manage your resources effectively and avoid overspending in the early stages.
Once you’ve secured funding, it’s time to build your brand and start marketing your business. Branding is more than a logo; it’s about creating an identity that resonates with your target audience. This
involves thinking about your values, the message you want to convey, and how you want your business to be perceived. Consider your business’s personality: Are you professional and reliable, or are you fun and adventurous? Your branding should reflect this image. In today’s digital age, building a strong online presence is critical. It often starts by creating a website that is userfriendly and clearly outlines your products or services. This site will serve as your digital storefront, and it should include key business information such as pricing, contact details, and customer testimonials. Social media platforms such as Instagram, Facebook, and Twitter are invaluable tools for connecting with potential customers and promoting your business. With effective marketing, you can begin to grow your brand and attract loyal customers.
As you work through the first year of running your business, you’ll face inevitable challenges. The road to success is rarely straight, and setbacks such as financial hurdles, marketing missteps, and product development issues will arise. However, these challenges should be viewed as learning experiences rather than failures.
Entrepreneurship requires resilience, and the ability to adapt and learn from mistakes is key to growth. Every obstacle is an opportunity to refine your strategies and become more efficient. Keep track of your progress, regularly assess your business goals, and be willing to adjust your plans as needed. Remember that most successful entrepreneurs face similar struggles and overcoming them will ultimately help you build a stronger, more sustainable business.
As the year progresses and your business becomes established, it’s time to start thinking about future growth. Just as you set goals for the beginning of the year, now is the time to revisit your business goals and set new ones for the future. Whether it’s expanding your product line, increasing your market reach, or improving customer engagement, continued growth should always be on the horizon. As you enter your second year, your New Year’s resolution might involve more ambitious goals, such as launching a new marketing campaign, hiring employees, or exploring additional revenue streams. The key to success is continually setting new, actionable goals that help propel your business forward.
Using New Year’s resolutions as a tool for entrepreneurship
can be incredibly powerful. By setting clear, actionable goals and breaking them down into manageable steps, you can turn your business dreams into reality. The first year of business will undoubtedly come with challenges, but with a solid plan, determination, and a willingness to learn, you can lay the groundwork for long-term success. The new year offers the perfect opportunity to take the plunge into entrepreneurship, whether it’s a side hustle or a full-time business. So, if your resolution is to start and grow a small business, take the first step today, and make this year the one where your business dreams come true.
701-738-4850
und.edu/dakotasvboc /dakotasvboc
@DakotasVBOC
4200 James Ray Dr Grand Forks, ND
EMPOWERED BY
Karli Moch is a speaker, author, and solopreneur based in West Fargo. With a passion for helping others, Karli has dedicated her career to guiding individuals toward personal and professional growth. Her journey is one of resilience, self-discovery, and an unwavering commitment to empowering others.
Karli’s career path has been shaped by transformative experiences. After obtaining her degree from M State, she embarked on a corporate career that initially seemed fulfilling. However, the pressure of chasing titles and financial success came at a cost. “My health and relationships were put on the back burner,” she said. The diagnosis of a severe chronic illness forced her to confront life’s fragility. Within 30 days, she went from diagnosis to a near-death experience, a moment that reshaped her perspective and ignited a deeper sense of purpose.
After this experience, Karli found herself with a blank slate. A chance to reevaluate what truly mattered. With the losses caused by the illness came unexpected blessings, including one of the most profound gifts: the adoption of her youngest son. What began as a season of suffering became a doorway to love.
Emerging from that challenging period, Karli committed to living a more intentional life. This journey led her to the nonprofit sector, where she used her natural talents for building connections and creating impact. But the desire to do more kept growing. In January 2024, Karli took a leap of faith, leaving the stability of a steady paycheck to start her own venture.
By Jordan Woods
One of Karli’s most significant inspirations came during a conversation with the CEO and owner of a Fargo company, who introduced her to the concept of a chief dream officer. Intrigued by the idea of supporting individuals beyond their professional roles, she pursued certification in the Dream Manager Program©, a personal and professional development framework created by Matthew Kelly. This certification equipped Karli to guide individuals in uncovering their aspirations and living a life of intention, fostering fulfillment, and an energized team culture.
“I want to help people feel supported in pursuing their dreams, whether in the workplace or beyond,” Karli said. Her coaching emphasizes holistic well-being, encouraging individuals to bring their fully energized selves to all aspects of life.
While Karli works with organizations and teams, her heart lies in guiding the next generation, particularly college athletes. As a dream coach for North Dakota State University Athletics, she helps young athletes understand their value beyond the game. “They have more to contribute than just their athletic ability,” she said. By fostering mental resilience and self-awareness, Karli empowers athletes to envision a future where their identity extends beyond their performance while setting goals, building leadership skills, and maintaining balance in their overall well-being.
Karli’s work is fueled by her belief in the power of relationships. She attributes much of her success to the people who mentored, guided, and supported her along the way. “You’re one connection away from changing your life,” she often says. This philosophy drives her to create meaningful interactions with those she meets, asking questions like, “Who do you know that I should know?”
As Karli continues to grow her business, she remains focused on expanding her reach in college athletics while exploring opportunities to work with organizations and teams across different sectors. Her ultimate goal is to inspire individuals to dream boldly, live authentically, and lead with purpose.
Outside of work, Karli’s greatest joy is spending time with her two young sons, encouraging them to dream big and embrace life’s possibilities. “If you want to learn how to dream again,” she said, “talk to an 8-year-old.”
Karli Moch’s story is a testament to the power of resilience, connection, and purpose-driven work. Through her coaching and speaking, she helps others realize their potential and find fulfillment beyond their roles, one dream at a time.
To find out more about what Karli has to offer, check out the links below!
ohn Machacek, Chief Innovation Officer for the Greater Fargo Moorhead Economic Development Corporation, has worked with countless startups throughout our community over the years. He knows their ups, and their downs, but most of all, he knows the questions to ask them. Here are John Machacek’s 10 questions for Frederick Robin, CEO, STUDIO FSR.
By John Machacek
Kopp
01
To start off, will you please tell me your STUDIO FSR elevator pitch?
We create original music and scent designed to intensify shared experiences with loved ones. Our products are handmade in small batches, plastic-free, and made from only environmentally sustainable materials. We are a family-owned company pioneering a new, authentic way to connect with your closest companions.
02
I recall hearing that you basically started your business when you were 14 years old. Will you please tell me more about that backstory from then to now?
STUDIO FSR started as a homemade bar soap company. I have sensitive skin that is easily irritated. Yet, a lot of the proposed solutions at the time were either too expensive, not attractive in scent, color, or packaging, or not environmentally friendly, so I set out to make my own. As a child, I always enjoyed learning how to create and sell things, whether wood fish decoys, office supplies, or soap. I spent months researching
the chemistry, and the art, of soap making. I learned about the nuances and ratios of different oils and how every ingredient affects each other in a delicate balancing act.
My allowance became my R&D fund then, and my soapmaking was fueled by cleaning the roof, picking up sticks from our yard, and being the family handyman. After many burns, spills, and the house being covered in soap, I found the perfect formula and decided to sell it at the end of our driveway, where passersby were intrigued by the absence of lemonade at my roadside stand. I recall my first customer: a woman in a convertible, who was probably thirsty for lemonade, rolled up, and by the end of our discussion, I sold her my five bars of blue Rosemary wave-cut oatmeal bar soap.
That continued throughout the summer of 2016. Once school started, demand continued, and my mother, a retired dentist, joined the team. We began creating more products such as lotion, shower gel, candles, bath bombs, and lip balm. Each batch was better than the last, and we were learning how to make the very best products. A family friend was opening a local boutique at that time in Detroit Lakes, and she wanted to sell our products and became our first retail partner of over 150 to date.
03
What made you pivot from the soap and focus on your current product lines of candles, perfumes, and lotion?
We made almost every skin and body product a person could need. It was a gratifying, and messy, hobby. During the COVID-19 pandemic, hand sanitizer was nearly impossible to find, but we had unobstructed access to all the ingredients to make it, so we did, which was a major turning point for the business. We began focusing on what products are generating traction in the market and what products need to be discontinued. Rather than having three coconut scents, why not just make one perfect coconut scent? We began really defining our brand identity at that time and creating consistent packaging, fonts, language, imagery, and aesthetic value. Today, we have 10 core products: 1 Lotion, 3 Perfumes, and 6 Musical Candles.
04
The
musical candles are definitely a niche. Can you please explain that further to me?
We create music in-house and in collaboration with musicians across the US, Europe, and Asia. The music
is specifically created to be discreet and to be played while lighting our candles. There is a lot of overlap between the use case of candles and music: relaxation, mood-setting, social situations, and a backdrop for conversation. Both affect people emotionally and by being discreet with the music and delicate with the scent, our musical candles have the power to enhance the environment peripherally. I’m incredibly blessed to know some of the world’s most exceptional composers, perfumers, designers, and creative talents, some of them at my own alma mater Concordia College. By creating a multi-sensory commercial product like this, we are giving emerging artists an opportunity for their voices to be heard and elevate their talent in an exciting, unconventional way.
05
This is an innovative and creative concept, but I’ll ask this question that others may think. Why your musical candles as opposed to just buying a candle and putting on some music?
The goal is not to be heard or smelled but to be felt. This goal is different from traditional music, which aims to tell a story or catch your attention. Both the music and candles have a certain level of discretion, a balance of creative expression, and social restraint. For example, our music doesn’t
have many extreme changes or loud moments; instead, countless little changes, subtle evolutions, and puzzles hide within the works. True STUDIO FSR enthusiasts will take the time to discover these and appreciate their value in the context of a musical candle.
06
Going back to you mentioning Concordia College. I first learned of your business when you spoke at StartupBREW Fargo’s Concordia Takeover Day. Were you
involved with the entrepreneurship program at the college?
I became connected with the entrepreneurship program during my very last semester at Concordia College. Director of the Center for Entrepreneurship Bree Langemo came across an article featuring my Scent+Music work with an orchestra in Rome, Italy, where I had written an orchestral work and created a themed scent that was distributed throughout the concert hall in synchrony with the symphony. She invited me to speak at StartupBREW, and at that point, I learned how supportive and kind the Fargo-Moorhead community is. For example, Concordia College had announced the Cobbertunity Fund, which is an investment fund run by Concordia students, the earnings of which become grants for
Cobber entrepreneurs, illustrating the support of Concordia and the Fargo-Moorhead entrepreneurial mindset. Another great example of local support is how I met you at StartupBREW, and then when we met for coffee one day, you introduced me to another Cobber at the next table, who then introduced me to a procurement specialist who is helping to build out our wholesale business.
07
On that note, what can you tell me about your process and plans for
selling wholesale?
We realized that wholesale is the next step for us. We presently have an online store and do several events, workshops, and festivals throughout the United States, but wholesale creates synergistic, aligned opportunities with already established retail partners. We are in discussions with some higherend department stores and are preparing ourselves to fulfill larger orders, a complex logistical process, and a big leap for STUDIO FSR. Part of this process means finding local talent to help with manufacturing, and we employ several college students with unusual schedules. It doesn’t matter if 5,000 candles get wicked at 10 a.m. or 2 a.m., as long as they get done!
08
I wanted to make sure
to
ask about the formulating of your scents and perfumes, as that does not sound simple to me. How does one even go about creating and manufacturing these?
Making perfumes is quite fun and not simple! In my lab, there are hundreds of different bottles of ingredients from every continent, including Antarctica! I utilize my nose, sense of style, and aesthetic taste to determine what story to tell. I imagine different textures and colors and how the air feels, and I interpret how that would be assembled in a perfume. I typically formulate outside the lab in real life. Most of my time is spent away from the lab, walking, reading, or conversing. A phrase someone shares or a specific shadow on a building may be the spark of inspiration I need. It is my job to understand how the different architectural components of perfumery work. For instance, if you named virtually any scent imaginable, I could make it with only a few ingredients. Understanding the architecture of scent and the function of each material in different situations is essential to deeply understanding perfume.
On the technical side, I must ensure the finished product is up to U.S. and European safety standards, so I send the formula to colleagues in France and the UK, who make adjustments until the product is in
compliance with safety standards. The adjustments are primarily regulatory, but sometimes they are aesthetic.
09
If you could go back in time to Frederick in the past, what advice would you give yourself?
I should stay focused and look at the numbers. It is easy to get carried away following whatever you’d like to do, but that is being a hobbyist. Creating a real business requires a balance of passion and practicality.
10
To
close the interview, as
a last question, what can we do as a community to help you and Studio FSR succeed?
The most significant help STUDIO FSR could receive is connections to upscale boutiques in larger metropolitan cities. We are working on competing against traditional scent-only candle brands that have historically dominated those stores.
/studiofsrofficial
@studiofsr
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