Fargo INC! January 2025

Kirkwall Co-Founder

Partner

Backing the Next Generation of Startups, One Deal at a Time Startup Dreams

Young Professional Highlight:

Intangible

Stories That Inspire

fargoinc@spotlightmediafargo.com

Brady Drake, Fargo INC! Editor

Business

Editors/Photographers

Mike Dragosavich

Brady Drake Brady@SpotlightMediaFargo.com

Geneva Nodland, Josiah Kopp

Kim Cowles

Ty Betts

William Cromarty, Karla Isley, Keith Olson, Chris Erwin, Michael Danielson, Jordan Woods, John Machacek Nick Schommer

Sales

Sales

Client

Marketing

Accounting

DISTRIBUTION

Paul Hoefer Paul@SpotlightMediaFargo.com

Sam Winter Sam@SpotlightMediaFargo.com

Al Anderson Al@SpotlightMediaFargo.com

Austin Cuka

AustinCuka@SpotlightMediaFargo.com

Ellen Hannaher-Brenchley

ClientRelations@SpotlightMediaFargo.com

Jenny Johnson

Jessica Ventzke

Missy Roberts

John Stuber

CHECK OUT

SPOTLIGHT MEDIA'S OTHER PUBLICATIONS

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

Future Farmer is our farming publication which brings great tech-focused content to readers across North Dakota and Minnesota.

futurefarmermag.com /FutureFarmerMag

Home by Trendsetters Magazine is dedicated to covering all of the beautiful homes, home trends, and amazing professionals driving the industry forward.

@homebytrendsetters /HOMEbyTrendsetters

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.

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!

SUCCESSFUL EVENT PLANNING AND EXECUTION

Hey there! Shelby Aho here, and I'm thrilled to share why I believe Livewire is one of the top event planning and production agencies in the Upper Midwest.

We're not just about logistics and timelines—we're about crafting unforgettable experiences that leave a lasting impression.

WHAT MAKES LIVEWIRE DIFFERENT?

By Shelby Aho

At Livewire, we're more than just planners; we're your partners in creating something extraordinary. We understand that every event has a unique purpose, and we're passionate about bringing that vision to life. Whether it's a high-profile corporate gathering or an intimate celebration, we give our all to make it exceptional.

FROM CONCERTS TO CONFERENCES, WE DO IT ALL

One of the things I love most about Livewire is our team's incredible versatility. We've had the privilege of working on an amazing range of events, including:

Meetings and Conferences: We transform ordinary meetings into engaging experiences that foster collaboration and inspire attendees.

Tradeshows: We help our clients stand out from the crowd with captivating booth designs and strategic marketing that drives results.

Outdoor Concerts and Festivals: From managing logistics to creating an electrifying atmosphere, we bring the energy to outdoor events.

Press Conferences and Product Launches: We generate buzz and excitement, ensuring our clients make a splash with their announcements.

Galas and Fundraisers: We create elegant and memorable events that not only delight guests but also achieve fundraising goals.

LIVEWIRE'S IMPACT ON THE REGION

I'm incredibly proud of the role Livewire plays in the event landscape here in the Upper Midwest and around the country. We're committed to contributing to the vibrancy of our region by creating events that attract visitors, support local businesses, and leave a positive impact, and similarly, we are proud to represent North Dakota and Minnesota frequently on stages large and small throughout the United States, producing successful events with integrity at every turn.

LOOKING TO THE FUTURE

The world of events is constantly evolving, and Livewire is dedicated to staying ahead of the curve. We are always

THE LIVEWIRE SPARK

Our success isn't by accident—it's because of our passionate and dedicated team, which is made up of incredibly talented individuals who are passionate about events. We're constantly learning, growing, and pushing ourselves to be the best.

Creative Thinking: We believe in thinking outside the box and bringing fresh, innovative ideas to every project.

Attention to Detail: We're obsessed with the details, big and small. We believe that perfection lies in the nuances.

Amazing Vendor Relationships: We've cultivated strong relationships with top-notch vendors, ensuring our clients have access to the best resources regionally and from around the world.

Client Collaboration: We value open communication and collaboration. Your vision is our guide, and we work closely with you every step of the way.

embracing new technologies, trends, and ideas to ensure our clients' events are always cutting-edge.

LET'S CONNECT!

If you're planning an event, I encourage you to reach out to Livewire early on! We'd love to hear about your vision and show you how we can make it a reality. Let's create something amazing together! Reach out any time at livewirenow.com

Event Printing and Signage: Making a Big Impact

Tips for Trade Shows and Events

ustom Graphics provides a variety of custom products ranging from commercial signage all the way down to a simple sticker, making Custom Graphics the perfect solution for all your event and tradeshow needs. To draw potential customers to your booth, it is integral for you to include a thoughtful, eye-catching design paired with clear messaging. In this case, less is more. A simpler design is often more effective than a wordy one.

Hanging Banner

Hanging banners are flexible signs that can be hung from ceilings or suspended across walls. We offer a variety of sizes ranging from 25 ft. wide to as small as a couple of inches. Since these banners are typically hung or suspended, they offer an additional level of visibility in crowded areas.

Retractable Banner

Similar to hanging banners, retractable banners are made from the same flexible material but feature a spring-loaded mechanism, making them self-supporting, standing versions. Because of their ease of transportation and set-up, retractable banners are the ideal trade show sign.

Table Cover

Table covers are a great option for tradeshows, offering a quick and effective way to elevate your booth. With the snap of a finger, you can transform a bland folding table into a professional display that matches your brand identity. These are available in a variety of styles, tailored to suit not only your aesthetic preferences but your functional needs as well.

Standing Displays

A standing display is similar to a retractable banner due to a spring-loaded mechanism, yet much bigger. These are the ideal options if you are looking for a striking visual backdrop that will enhance your booth setup.

Supporting Materials

Supporting materials would include products such as magnetic business cards and company swag. These items ensure your company sticks with the customer long after the event ends, leaving a lasting impression. We offer 100% customizable orders of stickers and magnetic business cards, ensuring your company gets exactly what you have in mind.

Signage Pro Tips:

Your signage should be a reflection of your brand’s personality and overall identity. Sticking to your branding guidelines is a great way to ensure your sign fits within your brand identity.

Be careful when using specific calls to action while designing your tradeshow products to prevent having to order a new product yearly.

Don’t be too wordy! Let’s be honest… who is going to sit there and read every single word off your sign? In most cases, nobody! This is why it is so important to use keywords and bullet points when designing your signage.

Use only high-quality pictures and graphics. Low-resolution visuals tend to appear unprofessional.

Of course, the goal of any of these branding opportunities is to spread brand recognition and gain new traction for your business. Finding the perfect method that works with your company’s specific goals is the trickiest

BY GENEVA NODLAND

Saddle Up for the 2025 American Advertising Awards!

old onto your cowboy hats, North Dakota! The American Advertising Federation of North Dakota (AAF-ND) is gearing up for its biggest night of the year: the 2025 American Advertising Awards. This “Grammy-meets-Oscars” for creatives is set to entertain and honor the advertising community’s brightest stars. Here’s everything you need to know about this year’s can’t-miss event.

EVENT DETAILS

Mark your calendars for Friday, February 28, 2025, and head on down to the Avalon Events Center in Fargo. This year’s theme is "Saddle Up!" so channel your inner cowboy or cowgirl and get ready to strut your spurs. It's a theme party, so dress the part! Doors open at 5:30 p.m., with dinner served at 6:30 p.m., followed by an evening packed with excitement, accolades, and applause.

Pssst!

TICKETS

Tickets include a gourmet dinner, entrance to the awards ceremony, and the chance to mingle with the top creative minds in the state. Whether you’re a seasoned advertising professional, an up-and-coming talent, or a fan of great creative work, this night is for you!

SCAN below to get your ticket today! Don’t wait until the last minute—this event sells out faster than you can say “yippee-ki-yay!”

You didn't hear it from us—but head to the balcony after the show for some complimentary champagne! Talk about yee-haw! GET YOUR TICKETS HERE!

Did you know?

An AAF-ND membership has some pretty cool perks, including one ticket to the American Advertising Awards. Plus, in-person or virtual access to all speaker events and meals, discounts on your American Advertising Award entries, and discounted ticket prices on extra events— totaling a $460+ value! Learn more at aaf-nd.org/membership

THE HONORS

The American Advertising Awards celebrate the best of the best across a ton of different creative categories, from print and digital campaigns to broadcast and beyond. Gold and Silver ADDYs (the physical awards) will be awarded to top entries, which then can advance to compete at the regional and national levels. It’s the ultimate showcase of the region’s skill, creativity, and passion for the art of advertising.

HOW DOES JUDGING WORK?

Judging is no small feat. Entries are evaluated by a panel of esteemed advertising professionals from across the country—meaning no regional bias, and all national opinions! Each submission is reviewed based on creativity, originality, and strategy to make sure every winner earns their ADDY. In short: the competition is fierce, and the recognition is well-deserved.

WHAT TO EXPECT

Guests can look forward to an evening filled with:

Stunning creative displays from the year’s best projects

A lively awards ceremony hosted by AAF-ND’s fan-approved emcee

Delicious food and drink

Networking opportunities galore

Plenty of western-themed surprises to keep the party rolling

Oh, and don’t forget to snap a photo at the themed photo booth—because if you didn’t post it, did it even happen?

What’s Next for AAF-ND?

The awards show is just the tip of the iceberg for AAF-ND’s action-packed calendar for the year. Here’s a quick look at what else is coming up.

Feb 13, 2025: TV Time Out Social Event— Let’s talk Super Bowl commercials!

May 20, 2025: Speaker Event with Timm Chiusano & Season Send-Off Party—Wrap up the year in style with a celebration you won’t forget!

Beyond the glitz and glam, the American Advertising Awards are a celebration of creativity, collaboration, and community. It’s a night to cheer on your peers, draw inspiration, and connect with others who share your passion for making something extraordinary.

So, saddle up and join AAF-ND for a night to remember. Whether you’re there to compete, celebrate, or simply soak up the creative energy, the 2025 American Advertising Awards promises to be an unforgettable experience. See y’all there!

Follow along on socials to keep up to date with AAF-ND's upcoming events, opportunities, and more! /aafnd @aafnorthdakota /company/aaf-nd

Josiah Kopp / Josiah Kopp

Next-Level Security, Next-Level Service

NewVision Security is changing the game for Fargo residential and commercial security systems

or over 25 years, NewVision Security in Bismarck, ND, has been a leading name in the region’s security industry. Under the guidance of President Cameron Fleck, NewVision has established itself as the largest privately held security firm in the state. We sat down with Fleck and the NewVision team to learn more about the powerful security innovations they bring to businesses across North Dakota.

NewVision operates with a skilled workforce of 14 to 16 technicians

serving the Fargo-Moorhead area, the broader North Dakota area, and parts of South Dakota, along with a dedicated team providing essential support. Their focus encompasses four main areas:

1. Cameras

2. Key Card Access

3. Burglar Alarm Systems

4. Fire Alarm Systems

“Our expertise spans from protecting a small backyard shed to securing a 10,000-square-foot facility,” Fleck said. “We ensure that the right

technology is in place to safeguard against both security and fire-related threats.”

NewVision Security manages every step of the process, from installation and ongoing service to monitoring signals and alerts to ensure comprehensive protection for clients. With decades of experience and a focus on staying ahead of technological advancements, NewVision Security remains a trusted partner for businesses and homeowners.

Meet the Team!

Cameron Fleck

Flasher, ND, native Cameron Fleck is the President and CEO of NewVision Security, leading the company’s strategic growth. His career in security began at 15, and he holds an AAS degree in Electronics/ Telecommunications. Cameron has overseen the acquisition of multiple companies, helping establish NewVision as a regional leader. He serves on the advisory board for the Electronic Security Association and is active in community development. Outside of work, he enjoys hunting, fishing, and family time with his wife and two children.

Bill Short

Bill has nearly two years at NewVision Security and 30 years of experience in the fire alarm and security industry across the Dakotas and Minnesota. He values NewVision’s customer-focused approach and a strong team of 14–16 technicians, which surpasses many larger competitors. Bill joined NewVision to work for a company that shared his passion for delivering tailored solutions and ensuring customer satisfaction aligns perfectly with NewVision’s mission of dependable security service.

Brandon Batsch

Brandon, a Fargobased technician, joined NewVision Security in March 2024. He brings expertise in fire protection and security systems, with a focus on continuous learning and growth. Brandon values NewVision’s supportive environment, which offers training, mentorship, and opportunities for advancement. Dedicated to customer satisfaction and technical excellence, he appreciates the company’s handson approach and commitment to team development.

The Big 4: NewVision's Areas of Expertise

Brian Zabolotny

Brian joined NewVision Security’s sales team in March 2024, transitioning from a career that began in 2015 as a technician and later in management. He values NewVision’s employee-first philosophy and its focus on customer service as a privately owned company. With a deep understanding of both technical and customer needs. He is committed to delivering tailored security solutions. He has a passion for helping the small and medium-sized businesses that have historically been underserved in the Fargo-Moorhead area.

Locally Owned, Nationally Competitive

As the largest privately held security company in North Dakota, NewVision stands apart in an industry increasingly dominated by corporate acquisitions. “In our industry, it’s common to see smaller companies bought out by Fortune 500 or publicly traded corporations,” Fleck said. “When that happens, service often gets scaled back, and the focus shifts to cost-cutting measures—we’ve taken a different approach.”

NewVision competes directly with national firms, offering the same high-quality brands and technologies used by enterprise-level providers like Johnson Controls. However, its real advantage lies in its workforce. “Many of our technicians grew up in the Fargo community, so when they come to your facility or home, you’re working with people who understand the area and its unique needs," Fleck said.

This localized expertise has enabled NewVision to take on high-profile projects, including securing the state capitol and other prominent facilities. Despite its ability to scale, the company retains its identity as a local business, delivering personalized service that larger companies

often overlook. “We’re proud to put the NewVision name on every project,” Fleck said. “It shows that you don’t need to be a national company to deliver enterprise-level solutions.”

Customer Service You Can Expect with NewVision Security

At NewVision Security, customer service starts the moment you choose them. From installation to training, their team ensures clients know how to use their systems and receive prompt, reliable support whenever they need it. Unlike larger corporations where service can feel impersonal, NewVision customers speak directly with a person—not a computer—when they call.

With a team rooted in North Dakota communities, NewVision embodies a strong work ethic and neighborly approach. Many customers even have direct access to team members via personal phones. This local-first mentality, combined with dependable service, has earned NewVision a reputation as a company you can count on.

Two Costly Misconceptions About Security Systems

“I’ve never had any security issues before, so I don’t see the value of investing in a security system.”

Security isn’t something to think about only after an incident—it’s about being proactive. Waiting until after a breakin often leads to regret. “No one is waiting for their home or business to be broken into,” Fleck said. “But we’ve seen it firsthand—business owners arriving the next day to find damage or theft. With the right system, you’ll know within seconds if someone enters your building.” NewVision’s systems make it easy to stay connected, even when you’re away, with features like live video feeds and alerts for changes in temperature or other environmental concerns.

“Security systems are too expensive and not worth the investment.”

It’s easy to assume security is out of reach, but even a basic burglar system is very cost-effective and provides invaluable peace of mind. “If you’re concerned about costs, even basic systems starting at $650 will provide significant peace of mind and protection tailored to your needs. Security is something you want in place before something happens—not the day after," Fleck said. NewVision offers scalable solutions for every budget, from basic packages to more advanced setups. In addition to security, systems can monitor temperature, fire, and other environmental factors. For North Dakotans, this feature is especially crucial, as heating issues during winter can cause extensive damage if left unchecked.

Staying Ahead with Cutting-Edge Security Solutions

NewVision prides itself on always being at the cutting edge of the latest advancements, ensuring clients have the best product and technology offerings. As a member of the Electronic Security Association advisory board, Fleck and the NewVision team is keeping the company closely connected to industry trends and emerging technologies.

“We’re always vetting and looking at new technology—tools that make managing doors, cameras, or systems more efficient,” he said. “For example, quickly accessing footage from several cameras or simplifying campus-wide access control is something we prioritize.”

What sets NewVision apart is its willingness to adopt and integrate new solutions. Unlike many

companies in the security industry, which often stick to traditional methods and products, NewVision embraces innovation.

“Many companies in our industry have been around for decades and are hesitant to step outside their comfort zones,” Fleck said.

“We’re not afraid to try new things, whether it’s cutting-edge surveillance systems or advanced security trailers.”

With a focused portfolio of security and fire alarm systems, NewVision offers tailored solutions that meet the specific needs of homes and businesses, further solidifying its reputation as a forward-thinking leader in the industry.

3 AI technologies NewVision offers you didn't know about

Gunshot Detection

NewVision's security systems can detect gunshots and aggressive behavior, alerting you of any dangerous activity in real time.

Face Recognition

Much like Face ID on your iPhone, NewVision's security systems can detect and recognize faces, knowing the difference between a family or team member and a stranger.

Object Search

AI is becoming a powerful tool in security systems. Users can now select specific parts of their screen, and AI will know if anything within that selection moves, appears, or disappears. You can even search for specific things like, "Find everyone wearing a blue shirt two days ago," and it will create marks in the surveillance timeline that match your search prompt.

Total Control from Your Fingertips

Advancements in technology have made home and business security more accessible and interactive than ever before. NewVision Security offers systems that integrate seamlessly with your smartphone, allowing you to manage security remotely. Users can arm and disarm their system, monitor activity, and even track

environmental factors—all without being on-site. Modern systems go far beyond traditional alarms. Features include connected cameras, thermostats, doorbells, and environmental sensors that notify users about issues like freezing temperatures, water leaks, or unusual activity. “Twenty years ago, a security system was just the push of a button and you walked out the door,” Fleck said. “Now, it’s your whole environment. For me, it’s hard to imagine life without these interactive features, like a video doorbell.”

Hey! I’m Will. I’m the founder of a company called Kirkwall.

STARTUP

By William Cromarty | Josiah Kopp

We’re a venture-backed software company originally founded in Fargo with additional offices in Grand Forks and Sioux Falls. Our primary mission is monitoring and securing critical infrastructure—or as we like to call it, keeping robots on good behavior. Think of us like the “check engine” light in your car, but for heavy industrial, agricultural, and defense systems.

I founded the company in November 2022 alongside my good friend Ujjwal Adhikari, following his graduation from Emerging Prairie’s Emerging Digital Academy.

A YEAR

STARTUP AS A

2024 OVERVIEW

In 2024, Kirkwall went through an incredible period of growth and began a transition from a small scrappy two-man startup working out of coffee shops into a multi-state venturebacked software company with nationwide reach and federal defense contracting work.

One of our proudest internal accomplishments this year was launching full Goldtier healthcare, vision, and dental coverage for 100% of our employees and their dependents. To be clear, if you’re on the Kirkwall team, you pay zero healthcare premiums whatsoever. We did this for two reasons—first off, ethically, it’s the right thing to do. It’s also good business— the average company loses $50,000 every time an employee quits due to lost productivity, headhunting and recruiting costs, onboarding, and training. Treating our team well is both the right thing to do as well as an investment in the company’s financial future.

This year was the year that both of our founders went full-time, the year we paid ourselves for the very first time, the first year that we had employees beyond ourselves, and the year we landed our first investor check. The past 12 months have been an absolute whirlwind, and by far one of the most educational years of our lives. We’ve had huge wins, close calls, lost deals, and unexpected pivots and we’re excited to share this wild journey with you.

A MUST READ

I have high standards for business books, and "10x is Easier Than 2x" by Dan Sullivan is the best one I’ve read in years. The core thesis is that it’s much easier to grow your business tenfold than to make small, incremental improvements—primarily due to choice paralysis. If I asked you to grow your business 10% this year, you would have countless ways you could attempt it. At a certain point, you would begin to fear that you had picked the wrong approach. If I told you that your business must clear $1M in revenue this year, you would conclude that there are probably only two or three ways to make it happen— likely through targeting larger accounts, taking more risks, and swinging for the fences. This approach leads you to be laser-focused on the two or three possible paths to explosive growth. In many ways it’s similar to Warren Buffett’s 5/25 rule—write down the top 25 goals in your life, rank them, and circle the top five. Then cross out the bottom 20. You’re now banned from pursuing those bottom 20 items this year because they pose the highest risk of distracting you from your top five goals.

JANUARY 2024

Co-Founder and CTO Ujjwal Adhikari

January 2024 was our first step in transitioning from a small, scrappy startup into a real company. We had just launched our software a few weeks prior in Silicon Valley at the graduation ceremony for our Plug and Play investment accelerator program. We had spent the week in California living the classic Silicon Valley lifestyle—crashing in sleeping bags on my mom’s floor in Palo Alto while finalizing our investor pitch before we went on stage. We had recently hired Justin Morales, a longtime friend of mine from New York City who had finished a cybersecurity boot camp and was looking for his next big step in life. Justin

had told us if we were open to hiring him, he would immediately pack up a suitcase and fly to Fargo to join us. I’m a huge fan of investing in risk-takers who are all-in, so we made him an offer. Justin picked up and moved to Fargo with a single suitcase, landing at Hector and greeting me with “Bro, how the hell is it already so cold here?” Before long Justin was Employee No. 1, joining us for our official software launch in Silicon Valley. We ate as much free food at the conference as possible. We had finalized our software demo 24 hours before going on stage, but money was still tight and none of us were going to turn down free

food. We’ll decline to state the quantity of free food we attempted to smuggle out of the conference.

In preparation for this next growth phase, we worked with our lawyers to convert our company from a North Dakota LLC into a Delaware C-Corp to ensure we were prepared for our Venture Capital raise. This was also the very first time we began to pay ourselves after over a year in business. Up to this point, Ujjwal and I had been living off savings and barely scraping by. When we first launched the company, we spent an afternoon discussing how we could scrape together the $200

JANUARY 2024

WHY WOULD A COMPANY TRANSITION TO A DELAWARE C-CORP?

Converting a North Dakota LLC into a Delaware C-Corp is a strategic move to prepare for a venture capital raise. Delaware’s businessfriendly legal framework and well-established corporate laws make it the preferred jurisdiction for investors. A C-Corp structure allows for multiple classes of stock, simplifies equity arrangements, and aligns with VC requirements. It also offers scalability for growth, easier implementation of stock options, and readiness for IPOs or acquisitions. This conversion ensures the company is investorfriendly, attracts top talent, and meets the structural needs for raising capital and future expansion.

we needed for one of us to attend the Bushel Buddy Seat conference in Fargo. Suddenly, we were actually paying ourselves a regular biweekly paycheck, although, admittedly, minimum wage. I still remember Ujjwal turning to me and saying, “Honestly, it’s surreal getting a paycheck from our startup after a year of wondering if this would ever happen.”

Up to this point, we had taken scrappiness and

"Suddenly, we were actually paying ourselves a regular biweekly paycheck."

frugality to a whole new level: we moved in together with my huge Saint Bernard (Boris) and set the thermostat to 60 degrees, primarily heating the house with wood we found on the curb from trees the city had cut down that we subsequently chopped with an axe in the backyard. On one occasion when the team accidentally locked the car keys inside our truck, they spent two days on YouTube learning how to pick locks to get back inside

the vehicle rather than pay a locksmith. We ate all of our meals together, and anyone who hunted down resources—whether food, beer, or otherwise—brought it back to the house to share with the team. Ujjwal’s relatives occasionally sent him home with meat and he often cooked big batches of amazing Nepalese food for the team.

January was the big turning point for Kirkwall.

William Cromarty's dog Boris.

FEBRUARY 2024

This month we were still riding the high of officially launching the MVP (Minimum Viable Product) of our Kirkwall software— but we quickly learned that launching software alone doesn’t produce customers, and we had a lot of hard work ahead to drive sales and achieve the revenue we needed to keep the company alive. Following one major software deal we closed, we had successfully paid off the $50,000 line of credit that First Western Bank had extended us to launch our company. This month we landed an additional microloan financing package from Lake Agassiz Development Group to continue to scale. I had already taken out a second mortgage on my home, and to secure the microloan I had to put up my prized 1974 Stingray Corvette as collateral. As a classic car enthusiast, any friend of mine knows that I would sooner sell a kidney than lose the Stingray. I was

now more motivated than ever to succeed.

On the technical side, this was a hard month for us—we took a very honest look at our software, and realized it was far too slow. Certain features took over 30 seconds to load or receive notifications, and we concluded that there was no way we could proceed with what we had. We completely ripped apart our software and started from scratch, rebuilding the platform in an entirely new programming language optimized for speed. We more than quintupled the speed of the software, but for a brief period this month, we were deeply in debt without a product that we felt we could sell. That was not a good feeling.

This was also the month that Ujjwal went full-time on Kirkwall, having just finished up his role specializing in IoT agricultural sensor technology for Grand Farm.

Going full-time is daunting for any founder. After years of watching Shark Tank and always thinking that Kevin O’Leary “Mr. Wonderful” was too harsh for refusing to invest in founders who hadn’t gone full-time on their startups and still maintained other employment, suddenly we understood why and changed our viewpoint. Over 99% of our company revenue has been achieved since we went full-time on Kirkwall. In my case, I went full-time accidentally— my prior employer had suddenly dissolved and gone out of business overnight after our German parent company declared financial insolvency, and I took this as divine intervention and the push I needed to run with Kirkwall and build the company. For Ujjwal, we were able to be more strategic about the timing, but that doesn’t remove how intimidating it was as founders to take the plunge and go full-time.

The best historical analogy is the military act of burning ships upon landing and eliminating the possibility of retreat—whether Hernan Cortes or the conquest of the Iberian Peninsula, numerous military forces have been victorious against extreme odds when the ability to retreat to safety was removed. If the only way to survive and pay your mortgage is by closing deals and driving revenue, going full-time will certainly light a fire under any founder.

The Kirkwall product being installed.

MARCH 2024

This month was one of entirely new logistical challenges—I had spent a decade serving on the board of directors for Heath Company, the legendary century-old manufacturer of Heathkit educational electronics kits most famous for inspiring Steve Jobs as a teenager to learn about circuitry and computers prior to founding Apple. Suddenly, I was in a position to assume control of the company and make it a Kirkwall subsidiary and bring the company’s electronics prototyping and R&D capabilities inhouse. We had numerous naysayers who couldn’t see the long-term vision in this move. We ignored them and proved them wrong.

I flew to California where the old manufacturing facility was located, and my brother and I spent three days in the pouring rain packing up a UHaul truck to relocate the facility to Fargo and consolidate it with Kirwall’s office in the NDSU Incubator. We sorted through decades' worth of

old electronics prototyping materials and inventory and began transporting it through a rainstorm in the Santa Cruz mountains set to a soundtrack of Wu-Tang Clan, Atmosphere, and Biggie Smalls.

We also gave a cash bonus to the team members, thanked them for bearing with us during the transition period, and authorized them to work fully remotely, which is in line with our philosophy of hiring smart people and treating them incredibly well. This was also the moment that my brother Simon took the plunge and moved from California to Fargo to join the team and support our electronics and sensor efforts.

Pulling in the Heathkit line was a complicated move— we wanted to ensure we didn’t become distracted from our goal of growing the Kirkwall software, but recognized that having an in-house electronics and sensor prototyping wing was a highly valuable vertical integration play for

the company as well as an additional revenue source. We were also confident that we could streamline company operations and increase profit margins for this side of the business, which we eventually achieved with over a 90% reduction in overhead.

One of the biggest challenges as a startup founder is finding good advice—when you first found a company, and every single person in your life offers advice. Over 99% of it is terrible advice that will bankrupt your company. The challenge is finding that 1% that gives incredible advice and trusting them deeply while doing the exact opposite of what the remaining 99% recommend. The further along you get as a company, the harder it gets to find good advice. We were fortunate enough to find some incredible advisors early on, but this is one of the biggest challenges for early-stage founders.

William Cromarty presenting.

APRIL 2024

April represented a major expansion for Kirkwall— having personally moved to Sioux Falls in October after getting engaged to my wife Dayna in September, Kirkwall seized the opportunity and kicked off an official expansion into South Dakota. I had spent a large amount of time driving back and forth between Fargo and Sioux

Falls, but it wasn’t until April that we seriously focused on our long-term presence in South Dakota. We realized that Sioux Falls, similar to Fargo, offered a number of opportunities, and having a foothold in both regions would be wise.

One of the major opportunities we saw in front of us was the

Governor’s Giant Vision Competition—a pitch competition to present in front of a panel of investors and industry veterans and be named the top startup operating in the state. Kirkwall submitted an application, and on April 11, went on stage.

After pitching to the panel, we were notified that

Kirkwall had won the first-place grand prize as the No. 1 startup operating in South Dakota. We were blown away as we were relative newcomers just expanding into the state, and this was a huge win for us. It promptly led to multiple follow-on awards

and allowed us to leverage the best of both North Dakota and South Dakota’s economic development incentives as a multistate software company. We continued to keep costs incredibly low and set up in the downtown Startup Sioux Falls coworking

space and entrepreneurial incubator. This allowed us to work closely with the entrepreneurial and academic communities across multiple states and further expand in the Midwest.

In April, Kirkwall won South Dakota's Govern's Giant Vision Competition.

MAY 2024

This month, we kicked off Kirkwall’s first summer internship program. We didn’t know what to expect and had no idea how to build out an internship program but knew that regional universities represented an outstanding talent pool that we didn’t want to pass up. Having heard that workforce and hiring was a challenge for a number of regional companies, we took a unique approach: we announced that all interns would be invited to join us on a company skydiving trip, and would receive training on how to use the company flamethrower. Within 72 hours of listing the vacancy, we were flooded with nearly 100 great applicants.

Lots of companies pay tens of thousands of dollars per head in fees to expensive recruiting firms, and for $200 in skydiving fees and $20 in flamethrower gasoline per intern we built up a strong pool of applicants. More importantly, it also helped us filter for the type of applicants we wanted from a cultural fit perspective. The venn diagram intersection of tech enthusiasts and adrenaline junkies turns out to be a great recruiting ground for early-stage startups where every day is different and teams move fast. We took eight outstanding students from across North Dakota and South Dakota with deep expertise spanning fields

of study from computer science to cybersecurity.

We made sure to take full advantage of the state programs available, which substantially lowered our costs. We were approved for North Dakota’s Operation Intern and InternGF programs as well as South Dakota’s SD SEEDS program. This allowed us to pay our interns good wages at minimal cost to our company while giving them a great educational experience. Juggling eight interns across two states was a challenge; we split the team into “North Team” and “South Team” based on geography, but also quickly discovered it made sense to have cross-state teams

Kirkwall empowers their employees to represent them at conferences.

"Interns ultimately rise to the level that you empower them to. If you treat interns as if their greatest talent is fetching coffee, they will never rise above that level. If you empower them to represent the company and bring you great ideas, they will rise to the occasion."

that allowed interns to collaborate on specific projects. In retrospect, we grew the team far faster than we were prepared to handle this summer. Our saving grace was that we had made excellent hires who were self-motivated. When we ran out of projects, they proposed and sought out new projects on their own and brought new opportunities to the team.

One key element here was placing our full trust and faith in the intern team, and empowering them to represent the company. We gave them company polo shirts, sent them to conferences on our behalf, and encouraged

them to immediately flag inefficiencies and ways we could improve. Some of our best ideas came from the summer intern crew, primarily because they weren’t afraid to immediately highlight what we were doing wrong. This required setting egos aside, and understanding that interns ultimately rise to the level that you empower them to. If you treat interns as if their greatest talent is fetching coffee, they will never rise above that level. If you empower them to represent the company and bring you great ideas, they will rise to the occasion.

"We realized at this time that one challenge was our lack of inbound leads. We were excellent at closing deals with outbound outreach but had little to no inbound sales leads. We assessed that we were making the mistake of coming in far too technical and overcomplicating our product, and needed to invest in marketing to put our technology in layman’s terms to drive inbound leads."

JUNE 2024

June was the month Kirkwall made the commitment to kick off our Venture Capital raise. We had been through both the gener8tor gBeta investment accelerator as well as the Plug and Play AgTech accelerator in Silicon Valley, and had a solid and polished pitch deck and executive summary. We were both post-MVP and post-revenue and feeling confident. As it turned out, we picked one of the worst times in decades to launch our round.

Silicon Valley Bank had just collapsed in the weeks prior, VC firms were in cash conservation mode, and the investment environment was absolutely brutal for founders.

We knew that investment rounds often took longer than planned, but the environment was far worse than we had imagined. Dozens of our friends were fellow founders seeking to raise their rounds, and none were getting a single dollar across the board. It became apparent that VC firms were looking for horses that had already won the race before placing bets.

Due to our prior success with state grant funding, we began pitching to a number of North Dakota state funds ranging from Agricultural Products Utilization Commission (APUC) to North Dakota’s Bioscience Innovation Grant. We had previously been passed up for APUC funding in favor of a pumpkin patch for dogs (possibly our most amusing failure to date), but felt that our pitch was stronger and our financials would prove that we were worth investing state funds in. We were wrong and were rejected across the board for every program we applied for. June was a month of nonstop rejections, and morale was low. Our finances were starting to get tight.

We realized at this time that one challenge was our lack of inbound leads. We were excellent at closing deals with outbound outreach but had little to no inbound sales leads. We assessed that we were making the mistake of coming in far too technical and overcomplicating our product, and needed to invest in marketing to put

our technology in layman's terms to drive inbound leads.

Fortunately, I had recently met a new marketing founder named Kseniya who had recently relocated to the Midwest from New York City during an entrepreneurial bootcamp session. Kseniya had prior experience in boiling down deeply technical concepts into simple language–exactly what we needed. I was born in New York and went to school in New York City. As a fellow New Yorker, I recognized that our strategy sessions with Kseniya moved at quadruple the pace of my discussions with other prospective marketing firms primarily because our fast-paced New Yorker rate of speech allowed us to fit quadruple the number of words into every strategy session. We made the decision to double down and invest in simplifying our overly technical language as a way to drive inbound leads and fix the looming revenue shortage.

JULY 2024

In July, our finances got even tighter. We had multiple state programs that were reimbursement-based and had fronted a large amount of cash to pay for intern salaries and expenses. I promised the team that if it ever came down to it, I would pay them before paying myself. I told them that if they had to pick up a second job on the side to make ends meet, I wouldn’t blame them—a statement that was embarrassing for me to make.

To their credit, every single member of the team refused and told me they wouldn’t abandon the mission and were dedicated to remaining full-time no matter the circumstances. I was at a low point as a leader and was blown away by the faith that our team had in our collective mission even when times were hard. This was solid reinforcement that we had put the right people on the

team, from the C-Suite to the interns. I couldn’t have asked for a better team.

Around this time, I met our very first investor. All of our prior VC pitches had been met with the dreaded “Great pitch—please add us to your mailing list and keep in touch.” While working in the communal kitchen area of Startup Sioux Falls, I heard the fighter jets from the local air base perform an incredibly low pass over town. I set aside my laptop and ran outside to see if I could catch a glimpse of them, and struck up a conversation with a fellow entrepreneur who had likewise run outside to see the fighter jets. We soon became fast friends, and before long he made an offer to invest in Kirkwall. This investment spurred a series of follow-on checks from other regional investors. Without this chance encounter, we might not have survived.

"We soon became fast friends, and before long he made an offer to invest in Kirkwall. This investment spurred a series of followon checks from other regional investors. Without this chance encounter, we might not have survived."

AUGUST 2024

In August, things were looking up for us—we had signed our first investor, had enough runway to survive, and had won some additional state funding programs to keep us afloat. Our software was looking better every day, and the interns were contributing heavily on a daily basis to development. The Venture Capital environment was still brutal, but any entrepreneur will tell you that the first 90% of effort is spent getting the first check, and the remaining 10% is getting follow-on checks. We had cleared the worst hurdle.

We had a number of promising follow-on

meetings with venture capital firms and angel investors who suddenly regained interest following our first investor check. In retrospect, we spent too much time chasing the “maybes.” Just like marriage, very few people use logical reasoning to convince someone to marry them who previously didn’t want to. Likewise with investment if the initial spark of excitement is absent, your odds of winning over an investor are incredibly low and place you at risk of sinking a large amount of time in communications that will never yield investment. We ultimately learned that rejection is great because

it prevents a founder from wasting time. An immediate no is far better than a slow maybe. We would gladly accept a middle finger from an investor before a request to “add me to the mailing list and reconnect as you gain traction.” Time spent failing to convince a hesitant lukewarm investor could have been better spent contacting ten new VC firms.

This month yielded our best case study yet—while onboarding a multinational animal health biotechnology client, Kirkwall’s automated monitoring system detected a critical failure in a laboratory freezer system. Both temperature and

"In retrospect, we spent too much time chasing the ’maybe.’ Just like marriage, very few people use logical reasoning to convince someone to marry them who previously didn’t want to. Likewise with investment if the initial spark of excitement is absent, your odds of winning over an investor are incredibly low and place you at risk of sinking a large amount of time in communications that will never yield investment."

humidity sharply increased, with a change of over 25 degrees Celsius in under 45 minutes. Kirkwall leadership confirmed the on-site laboratory and quality control manager were aware of the alerts and had been successfully notified through our alerting system, and that the laboratory was not conducting an intentional test or defrosting of the freezer. A subsequent

visual inspection of the freezer system revealed a barely cracked door that would have gone unnoticed without Kirkwall’s automated alerts.

During an after-action call with the client, it was noted that the freezer contained multiple years’ worth of archived cancer research samples from animal health oncology studies, DNA

samples, and valuable chemical compounds sensitive to temperature variation. Laboratory staff confirmed that a human would not have detected the failure until the following workday, and none of the contents were lost thanks to Kirkwall’s automated alerts. This was a huge win for our team, and we were ecstatic that we had saved years' worth of cancer research.

SEPTEMBER 2024

the Kirkwall team got to go skydiving and use the company flamethrower.

As we concluded our internship program, we had the great pleasure of delivering on our promise to throw our interns out of a perfectly good airplane. Our inaugural skydiving day was a huge success, and a true culmination of the summer. Our interns had a great time skydiving, and an even better time learning how to use the company flamethrower.

We made an offer to Riley DuBord (one of Ujjwal’s fellow Emerging Digital Academy graduates) to join the team as a full-stack developer. Riley was an outstanding intern, and immediately hit the ground running as a full team member.

This month, we also brought on a professional accounting firm to manage our books. Having previously completed my MBA with a concentration in financial businesses, I had taken enough accounting

courses to manage our early-stage finances, generate P&L statements, and keep our banking partners happy. At this point, however, the pace of financial documentation required for our activities stretched beyond my capabilities, and outsourcing our accounting work allowed me to focus on longer-term strategy, business development, and corporate partnerships in a way I previously could not due to limited manpower. We promptly signed our second investor, who joined the company as Chairman of our Board of Directors.

On a personal note, this was the month I got married to my wife, Dayna. Planning a wedding while growing a startup and attempting a Venture Capital raise is, at best, an insane proposition. Two of the hardest things for founders to do are to

"As we neared

the end

of 2024, my wedding pushed me to finally take some time to enjoy life with my soon-tobe wife and celebrate the wins Ujjwal and I had achieved over the prior two years since founding the company."

celebrate their wins and to take time off. Every single Founders Meetup that we hold in either Fargo or Sioux Falls begins with the same three questions: “What’s your name, what are you building in one or two sentences, and what’s a win you’re celebrating this week?”

The final question of those three is the most important. All founders struggle with imposter syndrome and celebrating achievements, and we rarely take time off to enjoy the big moments in life. Both Ujjwal and I have struggled with this. As we neared the end of 2024, my wedding pushed me to finally take some time to enjoy life with my soon-to-be wife and celebrate the wins Ujjwal and I had achieved over the prior two years since founding the company.

OCTOBER 2024

Shortly after my wedding, we were thrown another curveball—my aunt, who had previously managed the Heathkit presence in Pennsylvania, was retiring from the company. We had under 30 days to relocate another electronics facility to Fargo, and were now faced with cramming another building’s worth of materials into our small Fargo office.

Our team rose to the occasion, flew to Pennsylvania, took a full inventory of the electronics components on hand—and promptly packed another UHaul truck to the ceiling and drove it across the country to North Dakota.

Our space at the NDSU incubator was quite literally packed to the ceiling, but we had finally consolidated multiple facilities into one for a truly integrated operation. We had all software development, electronics R&D, defense contracting, and logistics under one roof for the very first time—and were saving many thousands of dollars per month by operating out of the NDSU incubator rather than leasing expensive coastal real estate in California and Pennsylvania.

After two years, this was one of the first months that we finally felt good about our position. We

were notified that we had just been awarded a major federal subcontract in partnership with the University of North Dakota to leverage Kirkwall’s software to monitor and secure America’s electrical substation infrastructure. Against all odds we had survived over 24 months, raised venture capital, moved two electronics factories across the country, won awards, actually started paying ourselves, launched an internship program, and hired employees. After two years of barely scraping by, we finally had some breathing room.

"After two years, this was one of the first months that we finally felt good about our position. We were notified that we had just been awarded a major federal subcontract in

partnership with

the University of North Dakota to leverage Kirkwall’s software to monitor and secure America’s electrical substation infrastructure."

NOVEMBER 2024

This month was consumed by corporate partnerships. We were finally at a place where we had software we were proud of, a capable team, and enough runway to focus on key client accounts and major wins rather than short-term cash flow and putting out fires. Many of these discussions remain underway, but our early successes allowed us the gravitas to meet

with larger corporations and discuss strategic partnerships. This was a whole new ballgame of negotiations—we had gone from small pilot programs to meetings with multi-billion dollar companies.

One of the biggest lessons we learned this month is to prepare for the moments after success—many founders fear failure and

don’t think beyond the moment of a client saying “yes.” We encountered instances where prospective clients said yes far faster than expected, catching us off guard. Rather than considering what happens if you fail, I would encourage any founder to consider what happens in the moments following success and plan accordingly.

"I would encourage any founder to consider what happens in the moments following success and plan accordingly."

DECEMBER 2024

As the year drew to a close, we received amazing news—a regional investment fund was prepared to invest in Kirkwall with a sizable sum.

Ujjwal and I quickly found ourselves in an unexpected position—after two years of scraping by, we were suddenly in a position to drive explosive growth by deploying that capital.

Immediately we began discussing hiring strategy— we had the cash on hand to hire, but also were tempted to stockpile cash to defend our runway. We’re now at the precipice of another leap of faith as we prepare to hire multiple individuals to augment the team—a move that further increases our burn rate substantially. We’re confident that this is the right decision for expansion, but every

increase in monthly burn rate is daunting. This balancing act is one of the most challenging elements of startup expansion, and one we wrestle with daily. One of the key lessons that we embraced early on is the idea that the pit in your stomach that you feel every day as an entrepreneur is the feeling of acceleration rather than something to be feared.

William Cromarty /william-cromarty-1704b31a5/ kirkwall.io /kirkwall

Terry Wang makes big change with startup to thrive

By Brady Drake | Josiah Kopp

A Pivotal Moment A Pivotal Moment

arely, if ever, does a business look the same as it did when it started. This can be especially true in the world of startups— something Founder/CEO of ReLease (formally Cios) Terry Wang knows very well.

ReLease is a financial technology company with the mission, "to give renters the freedom to move any time, without fees, with an experience that is simple, painless, and liberating." To get where they are today, the company and Wang had to make some big changes over time.

We sat down with the gener8tor Investment Accelerator Cohort graduate to learn more about the pivot.

Pivotal Moment Pivotal Moment

Q: What is new with ReLease?

A: So much has happened. We went through a huge pivot—a complete rebrand—and have grown by leaps and bounds. We essentially took everything we had built with Cios, learned a lot from it, and built strong relationships with some of our major partners. Then we went back to square one, cut a lot of things down, rebuilt the product around updated needs we discovered, and turned that into an actual company. Restarting from the beginning is never easy—though it was a pretty fun experience—but rebuilding everything from the ground up was a challenge. Now, we're working with about 12,000 active apartment units, with 7,800 fully engaged. Revenues are climbing month over month, and we're focused on growing the team even further.

Q: How many apartments were you partnered with and when did you make the pivot?

A: In June of 2023 when we made the pivot, we were working with more or less two management companies and maybe a couple hundred units. Then we essentially went right back to zero. In fact, we’re not actually working with those same companies anymore. We took a lot of valuable feedback from them, but ultimately, things didn’t quite work out—timelines got a little bit construed. So, we went back to zero and rebuilt everything from the ground up. It’s been a journey, but a good one overall.

Q: What valuable feedback did you get that facilitated that change?

A: I think the whole business model was flawed. What we realized was that it was less about getting specific feedback and more about validating the core problem set we were working with. Fundamentally, we were spot on: tenants, particularly on the residential side, want more flexibility in their leases. They're willing to pay for it, and they want that process to be easier. It's something they're actively looking for and even choosing apartments based on. But we just didn’t have a product that worked for that. I think we had the right hypothesis going in, but the product simply didn’t do what it was supposed to do at the time.

We were working on a leasing solution to make things cheaper for people, but the business model fundamentally wasn’t sustainable. We lost money most times someone used the service, retention was really low, and it was incredibly hard to differentiate from existing solutions. So we ended up throwing the entire business model out the door and refocused everything around, 'How do we best solve this problem in a way that actually works?'

Q: What's the difference now in what you are doing?

A: Instead of comparing the two, which is hard to do, I’ll tell you where things are today with ReLease. Essentially, if

you’ve ever had a cancelable hotel booking or a cancelable airline ticket, you know how valuable it is to have cancellation policies. We do that exact same thing for residential leases.

We partner with property management companies and owner-operators to offer residents flexible leasing programs. Residents can sign a lease and have the peace of mind of knowing they can cancel at any time. If they move, we cover the vacancy and the entire cost of the remaining lease, so everyone is made whole. In return, we charge a relatively small monthly fee, which we believe the vast majority of tenants are willing to pay. It usually works out pretty well for everyone involved.

Q: How many residents have used your service?

A: The vast majority of that growth has come in the last couple of months, so we’re still scaling up on the resident side. We initially launched with 200 residents back in March when we fully unveiled the new product section. That went well, and we scaled up to about 700. Then we recently onboarded just shy of 8,000 units. We’re still waiting to see the full revenue impact and resident engagement from that, but we expect to see the full breadth of it within the next 6 to 12 months.

Q: Was it hard to make that change?

A: I don’t think it’s hard mentally. I think it’s less about that and more about the type of founder you are. Some founders are really passionate about the problem they’re solving, and others are really passionate

about the product itself. There are pros and cons to both. If I were really product-oriented—if I came into this with a very specific product I was incredibly passionate about—it would have been harder to pivot the product but easier to pivot who we were serving or the markets we were targeting. But that’s not us. We came into this knowing the problem we wanted to solve and the groups of people we wanted to work with. Ultimately, it became about ensuring we had the right product that truly solved the right problem for our customers.

Q: Did you almost expect to have to pivot at some point?

A: You always expect to pivot, but knowing you have to pivot is a different story. There are so many small pivots that happen. Every single month, there are little strategic shifts—like, ‘Hey, we’re doing things this way, but it didn’t quite work out, so we’re shifting things around a bit.’ Those are par for the course, and they’re always exciting. You expect those.

But the bigger pivots? You’re always aware that you need to be open to them, but when they actually happen, it’s difficult. There’s a ton of work involved, the team changes a lot, there’s a lot of turmoil, and it’s expensive. It’s also mentally difficult to grapple with.

Q: It sounds like you are in a pretty good spot with that pivot. Have you ever been part of a pivot like that before?

A: I’ve joined in a pivot before, but I’ve never had to make the actual call

to say, ‘Hey, this is what we need to do to shift things around.’ I do have experience with what that process is like, though.

Both of the companies I had a major role in before this went through huge pivots. One was in the middle of a pivot when I joined, and I helped get us through it. The other had pivoted a few years before I came on board. But similarly, they were massive, massive pivots.

Q: Is there any advice you'd give to other entrepreneurs out there who need to pivot?

A: Oh, 100%. I think how you handle it—and where you can go wrong—is very unique. But ultimately, most founders share two things in common: one, they’re usually pretty smart people, and two, they’re very good at fooling themselves. You don’t jump into something like this unless you’re stubborn and good at convincing yourself that it’s a great idea, right?

But when things aren’t working, you have to be able to pull yourself out, evaluate things honestly, and say, ‘Where are things not working? Where are things working really well? And how do I optimize for what’s working?’ That’s easier said than done. Sometimes it means changing the kind of customer you serve, adjusting pricing, or even ripping and replacing vast parts of what the company does. It could also mean zoning in on one specific element. It all depends.

Q: Is there anything you wish you would have done differently with this particular pivot?

A: Not particularly. I think the only thing is that if we had started earlier, it would have been a lot easier. A lot of times, when you know something isn’t working, you’ve just got to make the call and change what you’re doing.

Q: How many employees did you have when you were about to make the pivot?

A: When we were about to make the pivot, I think we were a team of four. Then we actually cut that down to just myself and my co-founder. There’s been a ton of team turmoil through all of this. If I could change one thing, I would have approached how we dealt with the team differently. I think we should have cut more aggressively right at the beginning or hired more strategically in the middle of that pivot.

Coming out of it, we grew the team to about six people, plus one parttime person, but eventually scaled that back down again. I think the lesson there is you’ve got to have a really tight grip on where you absolutely need people and where you don’t.

Q: What does the next 12 months look like for you?

A: For us, we want to keep up this rate of growth. By this time next year, we’re aiming to be in 50,000 to 60,000 apartment doors. We want to maintain strong adoption and see the impact we’re creating for people, as well as the revenue impact we’re driving for operators.

We also want to continue seeing what we’re doing get picked up by the industry and, over time, gradually become part of the expectation renters have when they go to lease a new apartment.

WHAT’S IN YOUR

By Karla Isley, United Way President & CEO | Submitted by

LOCAL LEADERS SHARE THE BEST TOOLS TO FUEL THEIR JOURNEY OF CONTINUOUS LEARNING

hether it’s a Spiderman backpack, a fresh haircut, or that crisp new stylin’ outfit, we all can picture that classic image of a child—or that memory of ourselves—on the first day of school. A backpack and mind full of possibility and curiosity— the essentials for learning and growing.

But have you ever stopped to think about what leaders carry in their metaphorical backpacks? It’s not just coffee, a laptop, and a long to-do list. Great leaders pack the tools they need to keep learning, growing, and inspiring others.

In honor of Giving Hearts Day, and United Way’s goal to help kids reach their full potential, we asked the local leaders on United Way’s Board to share with us what’s in their “backpacks” when it comes to the things that fuel their commitment to life-long learning.

Let’s face it—the world moves fast. One minute you’re on top of the game, and the next there’s a new app or buzzword that can make you feel like you’ve stepped out of a time machine from 1999. That’s why the best leaders never stop learning—and find ways to stay sharp and stay ahead.

For kids, having the right classroom essentials, mental health support, a warm home, and food to eat, means their little hearts and minds can be prepared to succeed in school. For leaders, it’s the same idea. Their “backpacks” are packed with the essentials

that keep their learning journey going—books on leadership and innovation, podcasts that challenge their perspectives, and access to life-changing training.

Imagine a child arriving at school empty-handed while all their classmates have full backpacks, their confidence and self-worth at a low point, trying to succeed on that first big assignment. Frustrating (and heart-breaking), right? Now imagine a leader navigating complex challenges without the knowledge, skills, and insights that come from ongoing education. It’s the same struggle.

This parallel is powerful: learning is universal. Kids need the support to build their foundations, and leaders need the tools to expand theirs.

So, whether you’re making a gift for Giving Hearts Day to fill a kid’s backpack with school supplies and confidence, or you’re filling your own metaphorical one with knowledge, the goal is the same: to empower learners to succeed.

After all, today’s well-equipped kids are tomorrow’s leaders in the workplace, and the best leaders are those who never stop learning. Let’s make sure everyone—big and small—has what they need to thrive. A gift of just $75 could provide backpacks chock full of school supplies for three local kids and $150 could make sure one student has food on the weekends for a year.

United Way

What business principles are most impactful for your business?

Values-based leadership, because it aligns teammates around shared principles, fostering trust, collaboration, and accountability. This approach not only strengthens company culture but also empowers teammates to make decisions that reflect Cardinal IG’s values.

What trainings are most impactful for your business?

Leadership training, because it cultivates the skills and mindset necessary to empower teammates, improve communication, and foster a strong, values-driven culture. By investing in leadership development, Cardinal IG ensures that leaders at all levels can effectively inspire their teams, drive continuous improvements, and uphold the company’s standards of excellence.

MIKE ARNTSON

Head Coach, Cardinal IG, United Way Board Chair

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

All these things are foundational to a child’s well-being, growth, and future success. Without these resources, children face barriers that limit their potential, while access to them allows kids to thrive academically, emotionally, and socially, creating stronger families and communities. People should give to United Way because their contributions directly impact these critical needs, ensuring that every child has the opportunity to succeed. United Way effectively collaborates with local organizations to address these challenges, making donations go further and creating lasting change. By giving, people can be part of a collective effort to provide hope, stability, and opportunity to the most vulnerable members of our community.

What books have you read that have been most impactful for your business?

When to

How to Earn It, and How to Fix It When It Gets

What podcasts have been most impactful for your business?

"Trust: Knowing When to Give It,

Withhold It,

Broken" by Dr. Henry Cloud

"Jocko Podcast— Leadership and Discipline"

What apps/software are most impactful for your business?

The most impactful are the ones which allow us to access and share information easily.

What business principles are most impactful for your business?

Healthcare is complex and our members are the guiding principle. Everyone understands it is within each role to help make it easier and more affordable for those we serve.

What trainings are most impactful for your business?

Trainings around acquiring and developing different frames of reference—such as having a growth, enterprise, agile, or inclusive mindset—have the

KIMBERLY BUSCH

Director of Customer Experience and Delivery, Blue Cross Blue Shield of North Dakota, United Way Board Member

potential to be the most impactful because they shift the energy and culture. When we learn these together, we can help keep each other accountable around shared language and habits.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

These are our kids in our schools, neighborhoods, and the future of our workforce. Imagine what our community would look like if every person knew, at any age, how much they matter and belong.

What podcasts have been most impactful for your business?

There are lots of great specific healthcare and/or customer experience podcasts; however, the ones I find most interesting are ones that tell a story or host guests from all different businesses. These allow me to find ways to be curious and apply it to my own work, leadership, or team. Some examples are "How I Built This" with Guy Raz, Adam Grant’s "Re:Thinking" and "A Bit of Optimism" with Simon Sinek

What books have you read that have been most impactful for your business?

“Crucial Conversations” by Stephen Covey

“Leading Change” by John Kotter

“Tipping Point” by Malcolm Gladwell

What business principles are most impactful for your business?

One of the most impactful business principles is fostering strong relationships with partners, employees, and communities. At Enclave, we look for intelligent, high-character individuals who can build strong relationships with multiple stakeholders.

What apps/software are most impactful for your business?

The real estate industry relies on extensive data analysis to optimize investments. We are committed to developing a data warehouse and enhancing business intelligence, enabling our leaders to visualize data and make informed decisions based on real-time analytics.

What trainings are most impactful for your business?

ERIC CHRISTIANSON

Chief Operating Officer, Enclave, United Way Vice Board Chair

Leadership development and strategic planning training are especially valuable. As a rapidly growing company, it's essential for us to chart our future course and tackle any challenges together.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

Kids in our community deserve access to critical support because it lays the foundation for their future success. Providing nutritious food, mental health support, quality childcare, after-school programming, and mentorship ensures they have the resources needed to thrive. Supporting United Way during Giving Hearts Day helps create a stronger, healthier community for everyone.

What books have you read that have been most impactful for your business?

One particularly impactful book is "Forged in Crisis: The Power of Courageous Leadership in Turbulent Times" by Nancy Koehn. The author examines five historical figures, showcasing people who faced immense challenges and emerged as exemplary leaders. Each story provides valuable lessons on resilience, adaptability, and the importance of courageous leadership.

What books have you read that have been most impactful for your business?

What podcasts have been most impactful for your business?

"Forged in Crisis: The Power of Courageous Leadership in Turbulent Times" by Nancy Koehn

"A Bit of Optimism" by Simon Sinek

What

podcasts

RANDY GERHOLD

have been most impactful for your business?

Recently I have been listening to podcasts that focus on AI and how it is being used to improve many aspects of our lives. I also read articles and listen to podcasts that focus on best practices and trends in cybersecurity. I guess this makes me a nerd.

What business principles are most impactful for your business?

We believe in an above-the-line mindset, always working with a strong sense of urgency and decisiveness. We encourage our employees to always demonstrate courage, heart, and teamwork.

What apps/software are most impactful for your business?

Slack is the most critical app we use for our office collaborations. Being a distributed workforce, it enables the type of collaboration needed to have effective and timely discussions, share

CTO, Bushel, United Way Board Member

fun wins, reach out for help and get it quickly, and pull people together quickly to address critical needs in an urgent and effective manner.

What trainings are most impactful for your business?

Most recently, we have provided training to help our team members build confidence in their ability to lead and influence others. Some of the training is focused on how to have crucial conversations, no ego discussions, book clubs, and, of course, the never-ending need to help people better understand how to keep our data secure and identify when bad actors could be trying to phish for ways to gain access to our data and systems.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

We are all very busy and it can be very time-consuming to do all the research needed to ensure that every dollar you donate is having the greatest impact on the most critical needs of our community. United Way does a fantastic job of determining these needs and identifying the organizations that can best address them. United Way partners, at times mentors, and continuously measures their impact. We focus on critical needs, such as access to nutritious food, mental support when needed, affordable childcare, and after school programs to help our children prosper and grow while allowing parents the ability to participate in the workforce and provide for their families. You can have high confidence that donating to the United Way will have the greatest impact on our community.

What books have you read that have been most impactful for your business?

"No Ego"

by Cy Wakeman

What apps/ software are most impactful for your business?

Slack

What books are you reading/have you read that help you to be a continuous learner?

We recently had our leadership team do a book read of "Multipliers: How the Best Leaders Make Everyone Smarter" by Liz Wiseman. This book focuses on how to build leaders who use their intelligence to amplify the smarts and capabilities of the people around them. This concept is so relevant to our team at United Way because of how we empower volunteers to achieve our mission and because we are a small team with big goals to find solutions to end the complex cycle of poverty. After reading this book, I wholeheartedly believe that the world needs more multipliers, especially now, when leaders are expected to get more results (sometimes with less) and move at a quicker pace to achieve goals.

Another good book is "Crucial Conversations: Tools for Talking When Stakes are High" by Kerry Patterson. This is a good read because it teaches you how to handle the conversations that matter most: those that involve high stakes, opposing opinions,

KARLA ISLEY

President & CEO, United Way of Cass-Clay

and strong emotions. I have often come back to the principles covered in this book throughout most of my career.

What podcasts are most impactful for your business?

We recently invited Connor Johnson, Business Coach with Hatch Coaching, and Working Genius Certified Coach to pinpoint each of our individual team member’s natural strengths and talents through the lens of “Working Genius.” Since that experience, I have encouraged our team to listen to "The Working Genius Podcast with Patrick Lencioni." Connor was recently a speaker at the DisruptHR FM event in 2024, so I also encourage others to watch or listen to his presentation on Working Geniuses he gave at that event. I would also recommend listening to Emma McIntyre’s talk on “The Power of Belonging." Emma is a team member at one of our United Way Verified Impact Partners, Folkways, and her perspective on belonging reminds me so much of the work we do at United Way together with Emma and her team. Honestly, I would recommend listening to all the presentations from the talented presenters who were a part of DisruptHR as I love learning from other local leaders.

What software/apps are most impactful for your business?

Implementing the use of the project management tool Asana has been life-changing for our team members because it has increased our efficiency and ability to collaborate. Utilizing this platform along with our new approach to project management has

What books are you reading/have you read that help you to be a continuous learner?

"Multipliers: How the Best Leaders Make Everyone Smarter" by

Liz Wiseman

"Crucial Conversations: Tools for Talking When Stakes are High" by Kerry

Patterson

allowed us to provide better volunteer experiences, more closely connect with our donors, execute better events, and streamline team communication, and even improve team morale!

What business principles are most impactful for your business?

During my time as Vice President of Strategy and Innovation at Noridian, we utilized the “Lean Six Sigma” approach to improve business processes and develop solutions. In solving any problem, it is important to ask “why” at least five times, so that you can uncover and understand the root cause of the problem—that way you can address the problem upstream and from a proactive approach. This philosophy is especially important when it comes to our work at United Way to solve community issues like homelessness, student mental health, hunger and explore solutions to poverty. The Lean Six Sigma approach is even more critical when it is human lives and trauma that are at stake. At United Way, our expertise is investing in the programs and innovative solutions best positioned to end the complex cycle of poverty, so applying proven business principles is crucial to achieving our purpose.

At United Way, we envision a vibrant, welcoming community where everyone can thrive—we live by this principle each day and every dollar we invest in the community is based on this vision and principle.

Our values at United Way are

authentic, caring, creative, impactful, and magnetic—these are how we show up as a team and at our events to come together as a community.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

I think that one thing we can all agree upon is that every person—and especially every child—deserves the opportunity to reach their full potential and thrive. At United Way, our mission is to inspire and activate our community to improve lives. We do this by cultivating solutions to end poverty.

One in seven kids in our community lives in poverty. This makes it a challenge for them to get the resources and support they need to grow into successful adults. United Way of Cass-Clay understands the complex cycle of poverty— and the critical window of opportunity we have to give kids the support they need to reach their full potential and break the cycle of poverty for their future.

I believe in United Way’s work because I see it from different perspectives, from the vantage point of a mom to two young boys who I want to see succeed in life as well as from the vantage point of a community member and business leader who wants to see this community thrive today and into the future. United is the way we help more kids succeed.

What podcasts have been most impactful for your business?

I regularly listen to Lewis Howes’ "The School of Greatness," which offers valuable insights on leadership and life. The podcast features a diverse range of guests and covers a variety of topics related to leadership and workplace trends that I find intriguing.

What business principles are most impactful for your business?

Our core values—grit and tenacity, commitment and care, honesty and integrity—are the foundation of our business practices. These principles guide us to do the right thing for our team and clients with compassion and empathy, ensuring a greater positive impact.

What apps/software are most impactful for your business?

ASHTON HANSEN

Director of Executive Recruitment, Curtis Food Recruiters, United Way Board Chair Elect What books have you read that have been most impactful for your business?

Monday.com has been an invaluable tool for project management and team communication, especially for our remote workforce. It enhances visibility, streamlines priorities, and keeps everyone aligned in one central platform.

What trainings are most impactful for your business?

The food industry is dynamic and fast-paced, making it essential to attend industry events and conferences. These experiences keep us informed of emerging trends and ensure we remain a valuable partner to our clients.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

United Way creates a profound and lasting impact on the future of our community by supporting children. By providing access to essential resources, we enable an opportunity to help children flourish and reach their full potential. Investing in children with United Way ensures a stronger, brighter future for everyone in our community.

"Hidden Potential" by Adam Grant

"Multipliers" by Liz Wiseman

STACIE HEIDEN

EVP for Government Markets and Enterprise Analytics, Blue Cross Blue Shield of North Dakota, United Way Board Treasurer

What podcasts have been most impactful for your business?

I like to listen to topics discussed on podcasts from associations that I belong to, such as the American College of Healthcare Executives or the Healthcare Financial Management Association. The topics are very current and relevant to the challenges stakeholders across the healthcare industry are facing, and when listening to these, it helps me think about what we can do through our organization to have a positive impact.

What business principles are most impactful for your business?

Our ruthless priority in our organization is to provide exceptional customer experience and to do this, we work hard on building and maintaining a strong culture of wellness and accountability where our employees can thrive and, in turn, enable our customers to experience us at our best.

What apps/software are most impactful for your business?

I would say that at the heart of our business, we have a software platform and tools that facilitate timely and accurate payment of health claims and accessing related health management information important to our members. Most impactful are the integrated digital tools we are beginning to launch in 2025 that will give our members a modernized experience in managing their health.

What trainings are most impactful for your business?

We invest significantly in leadership training for learning and development. We have a complex organization that requires leadership at every level of the organization, formal and informal, and we honor the importance of maximizing everyone’s potential.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

All children deserve to realize their full potential, and to do this, they must first have their foundational needs met. By investing in our community’s children, we strengthen our community for today and the future. Needs are greater than ever, and not every child is fortunate enough to have their needs met and the means to unlock their potential—investing in the potential of a child is investing in the potential of all of us.

What books have you read that have been most impactful for your business?

"Move: How Decisive Leaders Execute Strategy Despite Obstacles, Setbacks, & Stalls" by

Patty Azzarello

LYNN JOHNSON

EVP/Retail Banking, Bell Bank, United Way Board Member

What business principles are most impactful for your business?

Our values of promoting a family atmosphere, providing unequaled service, and paying it forward in the communities we service with our bottom line of "Happy Employees, Happy Customers."

What trainings are most impactful for your business?

Customer service training—how you treat people matters.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support,

quality childcare, after-school programming, and mentorship?

All kids deserve the opportunity to reach their full potential and early childhood services play a vital role in promoting nutrition, health, safety, and education. Your investment will allow United Way to make an impact on the lives of our local kids in need.

What books have you read that have been most impactful for your business?

"The Obstacle is in the Way" by Ryan Holiday. The book teaches you how to turn obstacles into opportunities, leading to personal and professional success.

What books have you read that have been most impactful for your business?

"The Obstacle is the Way" by Ryan Holiday

Lynn volunteering at the United Way School Supply Drive

What books have you read that have been most impactful for your business?

One of my current reads has been "Multipliers" by Liz Wiseman. I'm always looking for leadership reads not to inform differently, necessarily, but to find commonalities and also drive continuous improvement.

What podcasts have been most impactful for your business?

"The Vizient Podcast" does provide comprehensive healthcare topics pertaining to strategy, quality, and patient care.

What business principles are most impactful for your business?

Accountability and gratitude: We care for patients, and we are accountable to our patients, families, and to each

TIFFANY LAWRENCE

President & CEO, Sanford Fargo, United Way Board Member

other in the care we provide. It is a privilege to care for patients and we are grateful for the opportunity to care for patients and our community.

What apps/software are most impactful for your business?

Our EPIC electronic medical record software has probably been the most impactful platform. It is continually changing to meet the future needs of our clinical teams and patients.

What trainings are most impactful for your business?

I would say overall continuous development to improve patient care and implement new technologies. It is our responsibility to ensure we are challenging ourselves every day.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

Our kids are our future, and all kids deserve an opportunity to succeed. I give to United Way to help provide needed services like mental health support and childcare support to give all kids access to services that are critical to their success!

What books have you read that have been most impactful for your business?

What podcasts have been most impactful for your business?

"Multipliers" by Liz Wiseman

"The Vizient Podcast"

Tiffany's children on their first day of school.

What books have you read that have been most impactful for your business?

"Man's Search For Meaning" by Viktor Frankl

What podcasts are most impactful for your business?

I need to invest more time in using podcasts as a personal/professional development resource. Currently, I am only listening to "Unlocking Us with Brené Brown" and "Dare to Lead Podcast with Brené Brown."

What business principles are most impactful for your business?

The Jeremiah Program uses a two-generation approach to empower single mothers and their children through higher education, career advancement, early childhood education, safe/affordable housing, and leadership development. Guided by principles of equity, inclusion,

LAETITIA MIZERO HELLERUD

Executive Director, Jeremiah Program FargoMoorhead, United Way Board Member

and community support, it focuses on data-driven strategies to achieve sustainable and measurable impact to break the cycle of generational poverty.

What apps/software are most impactful for your business?

At the organization level, we love SharePoint for document management and internal communication. As a manager, OneNote is a helpful tool for weekly check-ins and collaboration with my direct reports.

What trainings are most impactful for your business?

Training opportunities for the Jeremiah Program could include advanced trauma-informed care and datadriven impact analysis for staff, alongside financial empowerment, leadership development, and digital literacy for participants. These are just examples that

What podcasts have been most impactful for your business?

"Dare to Lead Podcast with Brené Brown" "Unlocking Us with Brené Brown"

illustrate targeted training that can enhance the program’s ability to address systemic barriers, foster resilience, and achieve measurable, sustainable outcomes.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school programming, and mentorship?

Children in our community deserve access to essential support like nutritious food, mental health services, and quality childcare because these resources are crucial for their growth, stability, and future success. Donating to United Way during Giving Hearts Day helps provide these opportunities, ensuring every child has the chance to succeed and build a better future.

What books have you read that have been most impactful for your business?

Frankl

"Man's Search For Meaning" by Viktor

What books have you read that have been most impactful for your business?

Leaders are readers so I listen to a lot of books. Some of my favorite tactical books are "Traction" by Gino Wickman and "The Advantage" by Patrick Lencioni. "The Traveler's Gift" by Andy Andrews was my first self-improvement book and a good read if someone is looking where to get started.

What podcasts are most impactful for your business?

The "Craig Groeschel Leadership Podcast" makes things simple to understand and pulls it back to scripture.

SARAH WEST

Owner, Light Consulting, United Way Board Member

What business principles are most impactful for your business?

Relationships > transactions because there will always be more work to do—doing it with people you love and respect makes it enjoyable.

What apps/software are most impactful for your business?

• QuickBooks Online

• Microsoft 365

• Reach Reporting

• Canopy

We attempt to automate what we can, and humanize what we must.

What books are you reading/have you read that help you to be a continuous learner?

"Traction" by Gino Wickman

"The Advantage" by Patrick Lencioni

"The Traveler's Gift" by Andy Andrews

What apps/software are most impactful for your business?

What trainings are most impactful for your business?

Discover Leadership's Master Graduate Leadership Program and High Impact Presentations from Dale Carnegie are the two that have been the most helpful.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental health support, quality childcare, after-school

programming, and mentorship?

In order to make the world a better place we need to set up people for success. Removing barriers for children so they can grow up to be confident, resilient adults is beneficial for all of us. There is a greater lasting impact when we reach their hearts and minds while they are young.

What apps/software are most impactful for your business?

"Craig Groeschel Leadership Podcast"

What books have you read that have been most impactful for your business?

I’m currently reading “Ego Is The Enemy” by Ryan Holiday. So far, it’s a great take on the virtues of pursuing something bigger than one’s own success.

What podcasts are most impactful for your business?

My new favorite is “Sales Hangover” featuring five FM area sales leaders. I listen to “Marketplace” almost daily. And throughout 2024, I found “Left Right and Center” to be an informative listen with a balanced perspective.

JULIE WHITNEY Commercial Manager, Bremer Bank, United Way Board Member

What business principles are most impactful for your business?

Bremer’s purpose of Cultivating Thriving Communities is my north star. It speaks to who we at Bremer want to be and why, for the benefit of our customers, communities, and each other.

What apps/software are most impactful for your business?

Salesforce, it’s the diary of all of my team’s great work. What trainings are most impactful for your business?

Personally, United Way’s Poverty Simulation was

What podcasts have been most impactful for your business?

“Sales Hangover” “Marketplace” “Left Right and Center”

What apps/software are most impactful for your business?

a profoundly enlightening “training.” Going through this experience helps gain a better understanding of the realities of living in poverty. You get the opportunity to experience and understand what it might be like to live in a typical low-income family, working hard to survive month to month and succeed. If you’re a business leader in the FM area, I highly recommend it.

Why do you believe that kids in our community deserve to have access to critical support such as nutritious food, mental

health support, quality childcare, after-school programming, and mentorship?

United Way’s community investment strategy ensures that my investments in my community are directed toward areas of greatest long-term impact.

What books have you read that have been most impactful for your business?

“Ego

Is The Enemy” by Ryan Holiday Salesforce

By Brady Drake | provided by Sierra Wendt

MEET COMMERCIAL REALTOR

Property Resources Group LLC

Buffalo, ND native Sierra Wendt is young, but that doesn ' t mean she is new to real estate.

A graduate of NDSU, Sierra actually began working as a real estate agent in 2018 after graduating high school and she ' s been attacking the industry with passion ever since.

SIERRA WENDT

MEET COMMERCIAL REALTOR

SIERRA WENDT

"I've been in commercial real estate for four years," Sierra said. "I got my license in 2018 and sold residential properties for a couple years. When I transitioned to commercial real estate, I started with property management, which really helped me understand how leases work. I had the opportunity to see all the inner workings of owning a commercial building—what it takes to maintain a property, how the financials look with loan payments, tenants, and expenses, and how different lease structures can impact tenant outcomes. I learned that things like taxes, insurance, maintenance, and even utilities can be negotiated differently in a lease. Managing those

leases, talking to tenants, and doing the on-the-ground work gave me valuable insight into how businesses operate day-to-day. The properties I managed were all commercial, and working with a few tenants directly helped me understand the practical aspects of managing commercial spaces. Today, I really enjoy helping businesses of all sizes navigate the commercial real estate world. It can be confusing for many clients because there’s so much involved in negotiating a lease. A lot of businesses don’t realize how much time they need to start the process or what the critical elements of the negotiation are."

Starting a career as a freshman in college is abnormal—but if you know Sierra's background, the fact that she did is not surprising. Sierra is the daughter of Craig Wendt, Co-Founder of Valley Landscaping in Fargo. According to Sierra, her father is a huge reason for her entrepreneurial spirit and work ethic.

"He sparked my interest for real estate," Sierra said. "He taught me about it growing up. I would come to Fargo with him and ride arround town while he did estimates. Seeing how hard he worked and how he created his schedule really ignited the entrepreneur inside me. I learned that I wanted to be in control of my work.

SIERRA ' S STRENGTHS

"I'm very detail-oriented and hardworking. I’d say my biggest strength is taking the resources I have and using them to help you in a timely way. Communication is also a really big strength of mine—this is important because commercial deals can take a really long time to complete, and I think communication is key."

Another key strength of Sierra's is the support she receives from Property Resources Group. Surrounded by a team of experts, she has valuable resources and guidance while also bringing her own expertise to the table.

The success I have depends on how much I put into my work—there's no ceiling."

Sierra says she has some investment properties, and she'd like to expand that over time. She also has a passion for helping others who are trying to break in with their first investment properties.

"Given my age, that’s where a lot of my sphere is right now," Sierra said. "I'm helping a lot of people with their first investment properties and leases. It's exciting because there’s so much they don’t know yet and I get to help them. It’s fun for me because I can relate to them and help answer their questions and ease some of the nervousness that often comes with these decisions. It's so rewarding seeing businesses grow and thrive in the spaces I help them secure. I

WORKING IN A MALE DOMINATED INDUSTRY

"It is estimated that 15% of commercial realtors in Fargo Moorhead are female. It’s not about saying men and women are different, but there just aren’t many women in the field. I think getting to be one of the few women in this industry is fun, and I take a lot of pride in that. It’s definitely a tough and very competitive industry, but that makes it even more rewarding."

take a lot of pride in ensuring my clients are placed in good buildings and making solid investments."

Part of Sierra's guidance extends to connecting her clients to resources as well. She's a big fan of organizations like the North Dakota Women's Business Center, Dakota Business Lending, and the Small Business Administration. She also has a strong knowledge of state loans and grants that are available.

"There are so many great programs available, but it’s important to tackle that foundational work before signing a commercial lease," Sierra said. Doing the tough work upfront really sets your business up for success."

MEET COMMERCIAL REALTOR

SIERRA WENDT

• Triple Net Lease (NNN): In this structure, the tenant is responsible for all property expenses on top of a lower base rent. The advantage for tenants is that they have more control over the costs.

• Full-Service Lease (Gross Lease): Here, the landlord covers most expenses, resulting in a higher rent amount. The benefit for tenants is predictability in their costs.

THE RIGHT FIT

Sierra says she isn't aiming to be the biggest real estate agent in town. Her goals focus on helping other people who are seeking to improve themselves, their business, and their community. "What I'm trying to find is a good fit, and I've been successful with that so far," Sierra said. "I take pride in being ethical, moral, and having strong values. I want to do things the right way and work with people who also want to do good."

"This market tends to be very relationship based," Sierra said. "It's about building connections, especially when transactions can involve buying and selling multiple properties over several years. If you're looking to make a big decision with commercial space, whether as a landlord or as a tenant, I would like to meet you and discuss how I can help you, and truly represent you, through the process."

"I would recommend looking for a commercial spaces three to six months before you need one. Sometimes when you lease commercial space, that space needs construction, which could take—depending on the extent—up to three months to get it ready for your business. On top of that, you'll need time to negotiate the lease, create a business plan, talk to a banker, secure loans, and prepare for starting or growing your business."

By Brady Drake Darla Hueske

Doug Hauck, Co-Founder of Signum, is a rare combination of visionary, problem-solver, and innovator whose career in electronics spans over three decades. From designing critical circuit assemblies for agricultural machinery to launching the Rackulator—a first-of-itskind digital antler scoring tool—Doug has made quite the impact on the world. We sat down with him to learn more.

Electronics Pioneer

Q: How long you have you been working in electronics?

A: I’ve been in the electronics business since 1990, when I had my first internship with a defense contractor in the Twin Cities. I did a couple of stints as an intern there before landing my first full-time job at Phoenix International in Fargo in 1993. So, it’s been 31 years now.

Q: What types of things were you doing at Phoenix International?

A: At Phoenix International, I worked on designing, troubleshooting, and building circuit board assemblies for off-highway vehicles, agriculture equipment, and heavy and light construction machinery.

I often worked on the control and display of information dashboards— things like controlling header height or adjusting the speeds of various processes on agricultural machines like combines. In 2004, I started a company called Amber Waves Electronics, focusing on contract engineering. At that point, I was hired to work on all kinds of projects, from industrial controls to consumer devices. One of the more interesting projects we worked on was a device called the Rackulator. It was

designed for hunters to measure and score the size of antlers on deer they harvested. The Rackulator was the brainchild of a neighbor from ranch country in western North Dakota, and we designed and built it at Amber Waves Electronics.

Q: Was that the first of its kind?

A: Yes. I think to this day, it's the only electronic game scoring tool.

Q: Is it pretty widely distributed?

A: Yes, you can buy one through the Cabela's catalog. Among the trophy deer hunting crowd, they’re actually pretty common.

Q: That had to be pretty cool.

A: It was a pretty cool project and a lot of fun to work on. I was living and working in Richardton, ND—a tiny village in the southwest corner of the state where I still work today.

Let’s just say we didn’t have much technology back in the early 2000s. To build the Rackulator, I ended up hiring the entire football team and all the little old ladies in town who had some spare time. We assembled these devices in batches of a thousand, and it was quite a challenge to put them together,

calibrate them, and ensure they were accurate. But it was a lot of fun.

Fast forward to 2017, when I met Ed Schwind. We were both independently working on projects with the same goal: gathering data and getting it onto the internet— what we now call the Internet of Things (IoT). These projects often involved not only collecting data but also enabling control through devices like phones or computers.

For example, Ed worked on a project that monitored the temperature of sugar beet piles in the Red River Valley to prevent spoilage. Meanwhile, I was working on a similar concept in the western part of the state with oil field tanks. We wanted to monitor tank batteries to ensure they didn’t overflow and to dispatch trucks to gather oil before any issues arose. Both projects involved remote areas where data needed to be sent back to a central location for decision-making— whether at a sugar beet factory or an oil field dispatch center.

Within a couple of years, Ed and I realized how complementary our skill sets were. I specialized in designing and manufacturing circuits, while Ed excelled in programming and software development. In 2019, we decided to merge our expertise and start a

company called Signum. Initially, we ran our independent companies under the Signum umbrella, but by 2022, we officially merged everything into Signum and hired everyone back as Signum employees. It’s been an exciting journey, combining our teams and skill sets to build innovative IoT solutions.

Q: What has your two companies being together allowed you to do that you weren't able to do previously?

A: Bringing everything under one roof really enabled us to become a one-stop shop. Now, one company handles everything— from hardware development to the final manufacture of a completed assembly—and sends out a single invoice for the entire process. Before, the process was more fragmented. We’d design the hardware and prototype it, then send it over to Fargo for firmware and software development in collaboration with the customer. Once that was done, it would come back to Richardton for manufacturing and replication. Combining the two companies and skill sets under one umbrella made everything seamless. Now, customers can simply give us their

Doug Hauck's first company, Amber Waves Electronics, helped bring the Rackulator, a digital scoring tool designed to accurately measure and score antlers for hunters and outdoor enthusiasts, to market.

requirements, and we handle it all— designing the hardware, developing the software, and manufacturing the final product. It’s allowed us to truly become a one-stop shop for custom electronics.

Q: Is that uncommon in the region?

A: It’s actually pretty uncommon to have manufacturing and product development under the same roof. Typically, engineers focus on designing and developing, while manufacturing teams handle production. But we’ve combined both, which isn’t something you see often in the industry. That said, it’s more common in Fargo because of the history of electronics in the area. At Phoenix International— later acquired by John Deere—they operated with both engineering and manufacturing in one place. Many of the electronics professionals in this region have worked at Phoenix or John Deere at some point, so the model is more familiar here. But in the broader business world, it’s still pretty rare.

Q: Are their any industries you work with most frequently?

A: Our clients are actually quite diverse. We work with industries

ranging from medical devices to consumer-grade electronics. That said, our primary focus and biggest customers at the moment are in the medical device industry and the light construction machinery industry.

Q: What types of things are those verticals using?

A: In the construction industry, think of all the electronics that go into a small loader—displays, communication systems, and more. Just like in a modern automobile with OnStar, these machines now have telematics that communicate issues to the dealership, manufacturer, or owner. For example, if you have hired help running your machine, it’s helpful to know if it’s being abused or if it’s time for an oil change and no one is watching the gauge. Telematics has become pretty standard. If it has wheels, it’s likely connected to the internet. This allows you to track things like the last oil change or error messages. It’s no longer enough to rely on a simple ‘Check Engine’ light, which people are trained to ignore. Now, detailed information is communicated to the cloud, where the vehicle owner, OEM, or dealer can act on it.

Q: What companies should reach out to you for business?

A: Anyone in need of custom electronics design or manufacturing.

One of our biggest clients in the medical device industry is developing a disposable, one-time-use device used in surgical procedures. While I can’t share too many details due to an NDA, I can say we’re responsible for designing the hardware and creating the algorithms that perform the required functions during the surgery. Our expertise lies in making devices that are small, highly manufacturable, and capable of performing accurately under various circumstances encountered during these procedures. This particular device has been a game-changer, helping save around 8,000 lives each month. Recently, the client tasked us with integrating IoT functionality into the device. Now, it gathers data during the surgical process, enabling them to improve care, better train clinicians and surgeons, and drive design improvements for future iterations of the device. Essentially, we’re bringing IoT technology into the operating room to enhance both the procedure and the outcomes.

Q: I imagine companies continue to work with you to improve their product?

A: That’s right. With these medical devices, for example, we’ve learned it’s a continuous improvement process. Companies are generally expected to release a new and improved version of their device at least once a year.

Q: Are there companies or businesses out there that people usually wouldn't think of using IoT, but like might benefit?

A: It’s almost hard to imagine an electronic device that wouldn’t benefit from connectivity. You can think of a use case for virtually any device these days. What isn’t connected to the internet anymore? Even bicycles now have tracking devices you can discreetly attach, allowing you to track them if they’re stolen. These devices use GPS to determine their location, send the data to the internet, and let you access it via your phone or computer to find your bike. The same concept is being applied to pets and even livestock. For instance, IoT is being used to track cows. It’s incredible how far this has come—everything from coffee machines that let you know when you’re out of coffee to refrigerators that keep track of your eggs and apples. Whether it’s a device that uses electricity or even something like animals, the possibilities are endless.

Q: What types of businesses are you primarily working with? Is it larger businesses?

A: We work with a wide range of clients, from billion-dollar operations in Silicon Valley to new inventors creating brand-new products that have never been thought of before. We’re truly all over the map.

Q: What is your mission with Signum?

A: Our mission is to build a worldclass company specializing in the design and manufacture of electronic circuit boards, particularly in IoT. We’re here to help our clients succeed, but just as importantly, we aim to create a stable company that our people are proud to work at.

Q: Is there anything exciting Signum has coming up with any new products or services you guys are offering in your future?

A: The challenge is that most of our interesting products are under NDA, so no one is ready to discuss them publicly until they make their marketing splash. However, we can share that we’re in the process of creating a redundant assembly line in our factory in Richardton. This addition will not only double our production capability but also meet the requirements of large manufacturers who can’t afford downtime. For example, companies producing 5000 devices per month need redundancy to ensure there are no interruptions, even if a machine goes down. Once the second full surface-mount assembly line is operational, we’ll be putting out a press release. Surface-mount

assembly is the process used to manufacture circuit boards, where tiny components like chips and resistors are picked and placed onto the board. Since 2004, back in the Amber Waves Electronics days, we’ve used automated manufacturing machines for this process. This second line will enhance our capacity and provide the redundancy that our clients demand.

Q: What is the main problem you are trying to solve for your customers?

A: Our mission is to ensure our clients understand that we offer world-class design of hardware, software, and firmware—along with manufacturing capabilities. Surprisingly, we still have clients who don’t realize we can handle volume manufacturing. It’s something we need to communicate better because it’s a significant and growing part of our business. Typically, in the industry, you invent something, design it, create a set of prints describing how to manufacture it, and then hand it off to a manufacturing company to build to those prints. At Signum, we not only design the prints but can also handle the manufacturing in-house. We’re starting to make more connections and attract projects where clients come to us with their build-to-print needs. While our engineers are often busy designing print packages for future manufacturing, our manufacturing lines have capacity. A big priority for us is getting those lines filled and running consistently. It’s all about balancing the design and manufacturing sides of the business to meet our clients’ needs while keeping both parts of the operation thriving.

Q: What does the client journey look like with you?

A: The biggest advantage of having your design engineering and manufacturing handled by the same firm is achieving an optimal design— one that is easiest to assemble, least expensive, and has the shortest lead time. When the people who design a product are also responsible for supporting its manufacturing, it creates a seamless process. If everything is under one roof, issues can’t be ignored. For example, if a manufacturing problem arises, the team can immediately address it and redesign if necessary. However, if you hire one company to design the product and another to manufacture it, any problems become more complicated. The manufacturer will come back to you to tell the designer to fix it, and the designer might then ask for more money to make changes. When the design and manufacturing teams work together in the same building, they conduct thorough design reviews before production even begins. This helps identify and prevent many potential problems, saving time, money, and headaches for everyone involved."

Q: Why is Signum a great place to work?

A: Our approach is pretty straightforward: we put interesting work in front of smart people and let them show us what they can do. We don’t stand over anyone’s shoulder. People are here to succeed, and we trust them to do just that.

signumiot.com /signum-iot

By Brady Drake | provided by Suite Shots

you live in the FargoMooorhead area, you're probably aware of Suite Shots, the year-round premier golf entertainment venue offering state-of-theart golf bays, delicious food and beverages, and a family-friendly atmosphere designed for fun and relaxation. Well, that venue has been so successful that they're expanding to Jenks Riverwalk, OK, which is near Tulsa, OK.

That expansion came pretty quickly as Suite Shots only opened in Fargo in April of 2022. Two of the company's key driving forces, brothers Mark (CEO) and Chuck (COO) Johnson sat down with us to talk about how that happened.

Q: WHAT HAVE YOU GUYS LEARNED DURING YOUR SHORT TIME IN BUSINESS?

A: Chuck: We've learned a lot, and one of the key things that comes to mind is the importance of hiring good people. I mean, we’ve built an incredible team, and that’s been foundational for our success. When Mark and I first had this crazy idea, it was obviously focused on Fargo to start, but from the beginning, we always approached it with scalability in mind, envisioning how this could work in other markets. Now, with Tulsa, that’s the next step.

Q: SO, YOU BOTH HAD IT IN MIND THAT YOU WANTED TO EXPAND BEFORE YOU STARTED?

A: Mark: Yeah, we did. The golf entertainment industry really lends itself to scalability. We noticed in the market that Top Golf was targeting the

Suite Shots location in Fargo

major metropolitan areas, and we saw an opportunity in what we call the mid-major markets. So, places like Fargo. We saw that a successful facility had been built in Sioux Falls, and we thought, well, you know, Top Golf can't reach all those areas that fast. Maybe that’s our niche. We identified markets where they likely won't be for a while, and that's really where we’re positioning our concept.

Q: WHAT DO YOU THINK ALLOWED YOU GUYS TO HIRE GOOD PEOPLE?

A: Mark: I think both of us have had experience hiring in our respective industries. I did own my own golf shops on a much smaller scale—I might have had a dozen employees, or at the country club, I probably oversaw around 30 employees.

Chuck: I had a background in healthcare where I hired and managed people. So, we weren’t coming into the process completely blind. Being part of the community and identifying, through networking, folks with a proven track record was key. Networking and building a strong business network here and just being ingrained in the community helped us connect with people who really know the community and who excels within it. We didn’t actively go out and poach people; instead, we made it known through mutual friends and acquaintances that we were looking, and then they came to us.

Mark: I’ll add that we were blessed, especially starting with our food and beverage director. His title was initially that, but he’s more of our general manager now.

Q: WHAT ELSE HAVE YOU GUYS LEARNED DURING YOUR TIME?

A: Chuck: Mark touched on it—our focus on the community has been there from day one. What we wanted to bring to Fargo-Moorhead was a space where the entire family could enjoy entertainment together. We always joke about our dad’s saying, ‘nothing good happens after midnight,’ so we close at midnight on purpose. We want to offer fun for everyone. If you spend time here, you’ll see it in our programming: we have 'learn to play' programs for juniors, similar programs for adults, and family bundle packages that encourage people to come in, bring their kids, hit some balls, and enjoy a good meal.

Mark: We know Fargo-Moorhead needed something like this. We’re blessed here with many great entertainment options, whether it’s shows at The Fargo Theatre or the FARGODOME, events at SCHEELS Arena, or classic outings like bowling—things Mark and I grew up with that let families have fun together. Now, we’ve just added another option, a new place where families can enjoy time together. A big part of what we’ve learned along the way is to stay really in tune with our guests. We survey every event, every guest who books a bay gets a survey, and we look at every single response. We’ve learned to be responsive and adapt to what our guests are looking for.

Q: ARE THERE ANY THINGS YOU GUYS HAVE PIVOTED ON DUE TO FEEDBACK?

A: Mark: We've really finetuned our events to align with our values. We work with a lot

COO Chuck Johnson

CEO Mark Johnson

of nonprofits, and to support them, we've adjusted our rates—nonprofits receive a preferred rate compared to corporate parties or corporate educational events. Beyond that, we’ve carved out specific times for families, like on Sundays, where we offer complimentary bays for kids. We understand it’s not inexpensive to come here, though it’s a great value when shared among a group. To make it even more accessible, we’ve also set aside a few free bays for kids through the North Dakota Junior Golf Association.

Chuck: Seasonality has also taught us some valuable lessons. We knew winter would be a challenge, but after

experiencing those bitterly cold and windy January days, we added glass wind walls to our bays. Ted from Galaxy Glass, a local partner, helped us brainstorm and execute that idea, and it’s made a huge difference in comfort and warmth for our guests.

Mark: Another adjustment was branding our restaurant, DJ’s. Initially, the bar and lounge didn’t have its own identity, so we named it DJ’s after our dad, Don Johnson, who was a firefighter here in town. This change has really helped us showcase the food and beverage experience we offer, which is just as much a draw as the golf. We wanted people to see that Suite Shots isn’t just about golf—

you can come for great food, a music night, bingo, or trivia. DJ’s has become its own entity, and that allows us to market our food and beverage side and share how high-quality it is with the community.

Q: HAVE YOU GUYS CHANGED YOUR MENU AT ALL OVER TIME?

A: Chuck: Yeah, our chef updates the menu twice a year—once in the fall and again in the spring. That’s kind of what we’ve landed on, adjusting seasonally to keep things fresh and appealing.

See the new menu, the toasty bays, and swing some clubs at Suite Shots!

By Brady Drake | Josiah Kopp

Backing the Next Generation of Startups, One Deal at a Time

Q&A with Carter Steffes

Carter Steffes is the co-founder of New Era Ventures, a capital venture firm investing in and championing upcoming entrepreneurs.

Q: How did you get to this point?

A: I was born and raised in Fargo, went to high school at Fargo South, and attended college across the river at Concordia. My plan during undergrad was to become a dentist, but after doing an extensive externship that gave me true insight into what the day-to-day life of a dentist was like, I realized it wasn’t for me. I graduated at the height of COVID, briefly worked at SherwinWilliams, and ran circles in my head trying to figure out what I wanted to do next. Eventually, I decided to apply for grad school and landed at the University of Maryland where I studied finance and explored my interests.

While completing my coursework at Maryland, I thought I might pursue investment banking or equity research after graduation, that is until I tried a few internships and discovered that I wanted to work closer with entrepreneurs instead. During this time, I took my first foray into the startup world, which was when I joined GoAhead Ventures as a student investment scout. At GoAhead,

I spent a ton of time meeting earlystage startup founders, an experience that was highly enriching given the raw talent, incredible work ethic, and mission-oriented mentality of so many founders. Soon after, I was able to build further on my experience at GoAhead when I joined a studentfounded startup called Atmos AI. Atmos was a software company that delivered a sustainability reporting platform for private markets, where we were initially selling into venture capital and private equity firms. I was then able to parlay that experience at Atmos into my first full-time role at Catalio Capital Management, a NYCbased private equity firm that was one of our first customers at Atmos.

While at Catalio Capital, I continued to scout early-stage companies on my nights and weekends as a hobby. As I was sourcing deals to other investors, I grew frustrated that I didn’t have much skin in the game until that frustration led to my friend (and business partner) Murtaza and I raising capital to invest in our first deal together on our own. After investing in a few more deals together, our nights and weekends project had turned into what is now New Era Ventures, and I decided to leave my job at Catalio in May of 2023 to pursue New Era full-time. Fastforward to today and we’ve invested in 14 amazing early-stage teams and are actively scaling our investments and operations.

Q: Am I hearing you correctly that you're helping founders connect with angel Investors?

A: That’s kind of how it started. In 2022 and early 2023, my business partner Murtaza and I spent a ton of time connecting founders to angel investors, venture firms, and family offices—purely as a hobby and a

way of meeting talented people. Eventually, we both felt compelled to invest in these founders ourselves so that we could capture more value for ourselves, rather than just playing connector just for goodwill.

Today, we operate more like a traditional venture firm, investing in and supporting startups full-time, but our model is different from the typical venture fund setup. Rather than investing via a large pool of blind investor capital, we operate on a deal-by-deal basis. This is called a “venture syndicate." Essentially, we are identifying promising investment opportunities on a company-bycompany basis, and writing up deal memos that we then share with our network of angel investors. Our investors then can opt in or opt out of investing in any individual deal with us. This model is great because it gives each investor vetted deal flow on a silver platter with full autonomy to choose which ones they want to be involved with, whereas with a traditional venture fund, investors are committing their capital to a diversified vehicle of startup investments where they have no voice in the investment selection process. This high-touch process serves as an excellent way for us to maintain high-quality dialogue with many investors at a time which has been instrumental in building trusting relationships with them that we are hoping to maintain deep into the future.

Q: Is there a specific industry you are focusing on with New Era Ventures?

A: We’re not focused on any particular industry; we’re truly sector-agnostic. Our focus, however, is on a specific founder demographic: Gen Z

Technically, that’s founders who are currently 27 years old and younger, but we’re not overly proscriptive. The point is that we aim to back America’s most talented young people. The only other filter we have is our focus on early-stage teams, which means that we typically focus on pre-seed and seed-stage startups.

Q: How much information do you need to get someone on a deal like that?

A: Before we commit to investing in a company, we typically will take at least two calls with the founding team in addition to collecting a fundraising pitch deck, any relevant financial information, customer contracts, and anything else that might be useful for learning more about the businessspecific risks and opportunities. After taking in all the information that the founders provide us with, we also try to leverage expert opinions from our network.

Before sending out an investment opportunity to our network of angel investors, we’ll put together an informative investment memo that lays out all the decision-relevant information. These memos are usually 10-15 pages and include details on the problem the business is solving, the solution itself, product details, team, business model, market opportunity, key risks, financing details, and more.

After disseminating our investment memo to our network, we usually will spend a few days answering specific questions before accepting capital commitments and closing the deal.

Q:

Can you tell me about one of the companies you have already invested in?

A: Each investment is unique and exciting to us, but one of our recent ones is a consumer FinTech company called Fizz. It’s essentially a debit card designed to help Gen Z build credit without the same risks as a traditional credit card. Furthermore, they offer awesome rewards that are hyperrelevant to where young people actually spend their money, and their app offers a gamified experience with financial literacy courses, spending monitoring, and more.

Using Fizz is easy—a user can sign up in minutes and connect their bank account via Plaid. Once approved, Fizz will mail a physical debit card and issue the user a daily spending limit that’s calculated by referencing the account balance. When a user spends money on the Fizz card, their account balance is automatically paid off at the end of the day via Fizz’s Daily Autopay. At the end of the month, Fizz reports each user’s payment activity to all three major credit bureaus so that Fizz users can build their credit scores.

The founders of Fizz, Carlo Kobe and Scott Smith, dropped out of school and started the company when they realized that even their smartest Ivy League classmates didn’t understand personal finance. This lived experience coupled with their young mission-aligned team has given them a unique advantage in building financial products for tailored for young adults.

Part of the reason we invested in Fizz was because I was actually a Fizz user myself and I found it to be incredibly easy to use and the spend rewards were optimal for my budget. And as someone who was always advocating for credit cards and building credit amongst my friends in college, Fizz’s mission truly resonated with me.

Q: If someone is looking to raise early-stage venture capital, what tips would you give them?

A: Founders should be ready to talk about themselves as much as they are ready to talk about their business and their market. Why should an investor back YOU? Why are you an outlier as a founder? How did you meet your co-founder and why is your dynamic special and complimentary? Why will the most talented people in your field want to join you? What have you accomplished in your career so far? What kind of challenges have you overcome in life and in your career? Why are you the best person to run a company like yours in the market you chose? Your idea is incredibly important, but the best early-stage investors back the best people above all else.

When pitching your idea, you need to convey that you have a unique insight or advantage based on your personal background, previous work experience, market timing, or some

other notable circumstance. You should know the problem you’re solving inside and out, and you should have strong opinions and insights as a result of that knowledge.

If you’re able to, build as much of the product as you possibly can and take on as many customers as you can without selling equity. The further along you can get without a venture capital infusion, the stronger a position you’ll be in to actually raise capital. You want to be in the driver's seat with the ability to choose your partners. Capital is commoditized and founders need to remember that. You shouldn’t take money from people you don’t trust or respect because some investors can make life more difficult for founders rather than being the supporters that they’re supposed to be.

Q:

Have you had any challenges?

A: Tons. Everything is an uphill battle when trying to grow with a lean team and a limited track record. When Murtaza and I started New Era, our networks were quite small in retrospect. When compared to where we’re at now, our smaller personal networks made it hard to raise capital for our investments, hard to source high-quality deals from trusted sources, hard to get great founders to take our money (they usually don’t need it), and hard to find industry experts who are willing to share time and expertise with us as we discern whether or not to invest in a company during due diligence. Our limited track record and somewhat lack of pedigree by traditional Silicon Valley standards have been the source of most issues, but by simply staying in the game and working relentlessly, it’s amazing how much we’ve realized we can start to overcome our perceived shortcomings.

Carter Steffes

INTERESTED?

If you’re interested in learning more about New Era Ventures, email Carter Steffes at cater@neweraventures.com

The best way to overcome most challenges is to run right through them. With every investment we’ve made, we feel we’ve become more discerning decision-makers, better storytellers, more trustworthy stewards of investor capital, and more helpful supporters for founders. We have a TON of work to do in building our brand but I’m pleased with the lessons we’ve learned and how they’ve put us on a trajectory that I’m excited about every day.

Q: Why North Dakota?

Being in North Dakota means a great deal to me first and foremost because it is home. Having the chance to build New Era while remaining near family, friends, and the community I love is an incredible privilege.

While New Era is not a geographically focused fund, having our ear to the ground in the Upper Midwest might give us access to great companies

that firms on the coast either haven’t found yet or have overlooked altogether. Alpha is found where the masses aren’t looking, and we’re betting that Middle America will have some hidden gems that don’t feel so hidden to us. In leveraging our network to access investment opportunities in other locations across the US, we can give local investors access to startup deals that they would otherwise have a more difficult time accessing. Furthermore, our startup and capital network in the nation’s startup hubs will prove us effective connectors for local or regional startups that we may fund in the future. We believe this is important because if most companies aspire to reach true venture-scale, they will need expanded access to capital, talent, and customers from around the country, and I think we will be exception partners for that purpose.

By Brady Drake | Josiah Kopp

Startup Dreams

The Varebergs Are Aiming to Make Waves with Blue Comply

hat's new with Blue Comply? That's the question I asked Emmy and Troy Vareberg, the co-founders of Vareberg Engineering who are taking a big leap into the startup world with their newest venture called—you guessed it—Blue Comply.

And we really do mean a leap. Recently, the husband-wife duo were crowned winners of the Regional Pitch Competition for the Startup World Cup for their IoT Methane Sensing Apparatus, which was created to continuously monitor the thief hatch on oil and gas storage tanks. By winning the Regional Pitch Competition, they were granted the opportunity to pitch at the global event, which took place October 2-4 in San Francisco.

Although they didn't win the global competition, we have a feeling that this won't be the last time we hear about Blue Comply.

From Service to Product

"This whole business is so different from Vareberg Engineering," Emmy said.

The shift from a service-oriented company to developing a new product has brought them into uncharted waters.

"With Vareberg Engineering, we get out of it exactly what we put into it. It’s just our time, right? That’s what we get to build from. But with this product, it’s a completely different beast—a whole new learning process for us. We have never had to do anything like this before," Troy said.

"With Vareberg Engineering, we’re out there selling ourselves—our long-standing expertise," Troy said. "But with Blue Comply, we’re out there selling a product or an idea to someone, and that’s a bit harder. Selling an idea

and then backing it up with proof that we have what it takes to get that idea to the finish line is a different kind of challenge."

Despite the challenges, the company remains optimistic through their support from funding within North Dakota. "The Oil and Gas Research Council in the state is actually how we got this all started," Emmy said. "We received a matching grant from them in June of 2022, which wrapped up this May. We went back to them in July, and they awarded us a second matching grant. Without that, we probably wouldn't be even this far—if anywhere."

Taking on the Competition

Their efforts culminated in competing in the Startup World Cup in San Francisco—a nerve-wracking experience.

"I’m not a public speaker—it’s not my comfort zone, but you know, you’ve got to do what you’ve got to do," Troy said. "It was fun, though, to be involved and meet all the other people."

Pictured: Emmy and Troy Vareberg in front of the Vareberg Engineering logo.

Startup Dreams

Though they didn’t walk away with the $1 million investment grand prize, the experience was valuable for the promising startup.

"The panel on the first day was a group of seven venture capitalists, each coming from different backgrounds—some were technical, some were more medical-focused, and others were app-related," Troy said. "So, everyone had their own kind of preference for what they’re looking for when they hear a pitch."

The Challenges of a New Market

Blue Comply is diving into a market that’s still in its infancy.

"It’s not like we’re just out there creating a better pencil or pen," Emmy said. "This is something that simply hasn’t been created before." Their methane detection device doesn’t just measure methane levels; it also measures the position of the hatch on storage

tanks. "No one else does both of those things with one device, and no one else actually does it directly at the hatch. Could they? Sure, but we have a patent on it," Troy said.

Their device could be a gamechanger for oil producers needing to comply with EPA regulations. Their goal is to help producers prove that they’re not leaking methane, avoiding waste emissions charges and unnecessary loss of product.

Family Ties and Team Building

Building a startup often requires bringing in the right people— sometimes even family. In fact, their son Adam has already joined the team

"He’s really helped," Emmy said. “Even though he has an engineering degree, he has come on more from the business development angle."

Emmy and Troy were recently interviewed by long-time Fargo INC! contributor John Machacek in our October 2024 issue. Did you know?

Read the full interview here!

"The whole startup world—it’s more of a younger person’s game," Troy said. "He really gets excited and dives into it, whereas Emmy and I have been down the road of starting one business already."

With a small but dedicated team, they’re pushing forward. And, with new funding they’re looking to grow.

"We're still figuring out what roles we will need in the future," Troy said. "We’re not sure what we’ll need until about six months down the road, once we get our Generation 2 out there for testing. I think the next 6 to 12 months will be a very eye-opening time for us to understand what we’ll need moving forward."

"We’re also focused on research and development to make the product even more effective," Emmy said.

For now, the duo is handling both Vareberg Engineering and Blue Comply—more than two fulltime jobs.

Follow Blue Comply's journey! bluecomply.com Search "Blue Comply" /blue-comply

By Brady Drake Josiah Kopp

Q: Can you tell us a bit about yourself and your current role?

A: I have spent the last nine years with First International Bank & Trust working with businesses across the Metro on their banking needs. Some days are spent catching up with business clients on how their kids are doing and others are spent hearing about their dreams and talking about how to make them a reality. The best part of my job is spending time with clients outside of the office in their element.

Q: How did you become involved with YPN?

A: Being a new face to Fargo in 2013, those I worked with strongly encouraged me to join YPN and start meeting others who were also new to the professional community. I attended my first Off the Clock where I met my first lifelong friend. I had never felt so welcomed by a group of peers like this before.

Q: What motivated you to choose your current career path?

A: I am a very social person who enjoys numbers. Growing up in a farming family, we were responsible for the actual work but also the financial responsibility like most business owners. I knew I wanted to have some role in assisting others with making financial decisions to help them succeed. Banking has been the perfect fit. I have the ability to meet and have conversations with people from all walks of life, along with walking beside them while they make financial decisions that impact their business. I get the opportunity to live vicariously through my clients.

Young Professional Highlight LAURA ASCHEMAN

Commercial Lender, First International Bank & Trust

Q: Can you share a significant challenge you’ve faced in your career and how you overcame it?

A: Being a transplant to Fargo was a challenge I did not expect. When I graduated from high school, 80% of my class was going to NDSU and I wanted to be different, so I attended St. Cloud State University. Going into the workforce was simple in St. Cloud because of the connections I had made while in college. Making the decision to move to Fargo for a job, and knowing a few people in the professional community, was a challenge that was exciting and hard. This is where YPN came into play. YPN helped to tie me into the community and build a base of friends and clients. It is part of what has kept me in Fargo.

Q: How do you stay updated and continue to grow professionally in your field?

A: There are many industry trainings and newsletters to follow along with many local businesses that produce market updates. One added bonus to being involved on a YPN Committee is creating programming that not only I will benefit from, but also our members. When getting involved, I chose to join the Professional Development Committee. This committee focuses on bringing content and training to our members specifically for professional growth. It may not be banking-specific, but

knowing my communication style has helped me to communicate better with clients and coworkers.

Q: What has been your most rewarding experience with YPN so far?

A: Meeting some of my best friends. There are two specific people who I have met through YPN who have been my biggest supporters and cheerleaders both personally and professionally. Being a part of Leadership Committee solidified so many more friendships. We have all grown with each other, gotten married, had babies, struggled to have babies, and lost loved ones. This group of people has helped each of us get through those life events. They step up and show up when you need them most and when you least expect it. Having just lost my mother, this group of friends has shown up in ways I didn’t know possible.

Q: How has being a part of YPN impacted your professional network?

A: It has opened the door to connections with local business leaders and mentors. With my involvement in committees, we are tasked with putting on events and trainings for other YPN members. We get the ability to brainstorm who in our community would be the best to discuss a topic and then reach out to them. It’s pushed me out of my

comfort zone at times when needing to make a call to someone who I have never met but also admire for the work they have done. It has also made me very proud and thankful to live in a community where people are willing to connect and have coffee to discuss what they have done to be successful.

Q: Where do you see yourself professionally in the next five years?

A: For the most part, I like to have a plan, but life has a funny way of tossing those plans aside. What I do know for sure is, I will be with First International Bank & Trust, spending my days talking to business owners who have become more than just clients. I have found not only my professional home with FIB&T, but also my personal home where I have loved planting my roots.

Q: Any final thoughts or messages you’d like to share with the community?

A: Find the volunteer opportunities that you are passionate about and give it 100%. You do not need to be involved in everything. Find a few things that bring you joy and give back to those around you. YPN has been one of those for me. If you are just starting out and not sure where to start, this is the place for you.

By Keith Olson

The Four Intangible Capitals

As we talk about business succession, there is, more often than not, a bank involved and is typically working with the buyer to obtain financing. We often hear about the 5 C's of credit and how that impacts the buyer's ability to obtain funding. However, there is also the 4 C's of capital that the business has, and this can make it more valuable and attractive to buyers. What are the 4 C's of intangible capital that a business has and moves to the best in class as it is compared to its peers?

Human Capital

Human capital is the value of your talent in your company. If you have a strong mixture of talent, experience, resilience, and motivation in your team, your company's value increases. All things being equal, the stronger your human capital, the more value the market will place your company. Strong companies believe accountability to each other is more important than to their boss or company.

Keith Olson ND SBDC Business Advisor

Provided by Creative Treatment

Customer Capital

Customer capital is the measure of the strength of relationships with your best customers. Deep, integrated, tenured relationships and diversified customer bases—are all things that contribute to strong customer capital. The best-in-class companies regularly analyze profitability by customer and product.

Structural Capital

Structural capital is the back-end infrastructure of the company, such as your processes, your financials, your strategies, your information technology, your patents, and your intellectual property (IP). The documented know-how and know-what of the company positions you to be fast and flexible. Structural capital connects people to knowledge so it can be shared to enable your business to scale.

Social Capital

Social capital, or company culture, embraces the people. Social capital is what elevates a company to be best in class, as it is the optimization of the other three capitals. How they communicate, what they believe in, and how they operate internally and externally are key components of a company's culture. It is also shown in how your company contributes to its community. Social intelligence is one of the greatest predictors of success.

CONCLUSION

All of these items are seldom thought of as capital in the traditional sense. Still, hopefully, if you can look at things a bit differently, it is a way to begin a new conversation about building value and making a business the "Best in Class."

By Chris Erwin

Are You Paying Too Much in Merchant Fees?

Over the last five years, point-of-sale technology has rapidly advanced. What once was a quarterly visit from multiple merchant companies trying to underbid each other’s rates has evolved into feature-rich integrated software solutions tied to your bank account.

Chris Erwin ND SBDC Business Advisor, Center for Business Engagement & Development

Provided by Chris Erwin

Companies like Stripe and Square offer many services to assist business owners, like mobile swipe hardware that attaches to your phone, POS systems for retail stores, and turnkey websites with a shopping cart already set up. Of course, it all comes at a cost.

Stripe merchant fees are currently 2.9% + $0.30 a transaction. Square merchant fees now range from 2.6%-3.5% + $0.10$0.30, depending on the type of transaction. In addition, you can also be charged a monthly fee depending on the software features and options you are using. While both services work great, they may be too expensive for many small business owners looking for cheaper alternatives. If you think your merchant fees are too high, you may inadvertently be paying for services you don’t need.

A quick glance at the interchange rates (the base rate Visa and Mastercard charge processing companies) puts most transaction fees in the 1%-2.5% per swipe range. The closer a business owner can negotiate fees near the interchange rates, the less is paid in fees.

Helcim recently became a competitor of both when they added a free monthly website with a shopping cart to their provided services. Helcimis currently advertising 1.8%-2.5% + $.08$0.25 per transaction and has no monthly fees.

Business owners paying for solutions they are not taking advantage of or don’t need should consider switching to slimdown processing solutions that don’t charge you for all the extra features.

As we enter unknown economic waters, looking for ways to lower expenses and keep more revenue is vital. Start by making a list of the functionality your business needs to prosper. Talk to your existing processing company to understand what your merchant fees are paying for. If you think you’re overpaying fees, look for alternative solutions.

I’ve yet to have a credit card processing company inform me they were lowering my rates. The only way I have ever received better rates is by switching providers. Only you know if it’s the right time to switch.

Starting a Small Business: A ‘How-To’ Guide

By Michael Danielson, Veterans Business Outreach Specialist

About the VBOC

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.

Starting a small business can be an exciting and rewarding venture, but it also involves significant challenges and requires careful planning. Aspiring entrepreneurs often find themselves overwhelmed by the complexities of setting up a new business and may not know where to begin. This article offers a comprehensive guide on how to start a small business, covering everything from developing a business idea to managing day-to-day operations. With clear, practical steps, this guide will help new business owners understand the key components of entrepreneurship and the essentials for building a strong foundation for their businesses.

Every successful business begins with a compelling idea, but identifying the right business opportunity can be a daunting task. The first step is to conduct thorough market

Photo Courtesy of VBOC of the Dakotas

research to ensure there is demand for your product or service. This involves identifying a gap in the market or solving a specific problem for potential customers. Effective market research helps you understand the competitive landscape, identify trends, and validate your business idea before committing significant time or money to it. Tools such as surveys, focus groups, or online research can provide valuable insights into customer needs, pricing expectations, and competition. It’s essential to ask yourself important questions during this stage, such as: What sets my business apart from competitors? How will my customers benefit from my product or service? Validating your business idea early on ensures that you're addressing a real need and sets you up for success in the long run.

Once your idea is validated, the next step is to create a business plan. A business plan serves as a roadmap for your business, outlining your objectives, strategies, and the steps you’ll take to achieve them. A comprehensive business plan typically includes an executive summary, business description, market research, organizational structure, marketing and sales strategies, and financial projections. A well-written business plan is not only crucial for guiding your own efforts but is also essential if you plan to seek external funding from investors, lenders, or banks.

Before launching your business, it’s important to consider the legal structure of your company. Choosing the right business entity has significant implications for your taxes, liability, and overall operations. Common options include

lson, Veterans Busines

sole proprietorships, partnerships, limited liability companies (LLCs), and corporations. Additionally, you must register your business with the state by filing the necessary documents with your state’s Secretary of State. This often involves submitting formation paperwork, such as Articles of Incorporation (for corporations) or Articles of Organization (for LLCs), and paying a registration fee. Your state’s Secretary of State website will provide the forms and simple to follow instructions to help you get started.

In addition to registering your business, you’ll need an Employer Identification Number (EIN), which is essentially a Social Security number for your business. This number is required for tax purposes, hiring employees, and opening a business bank account. You can obtain an EIN from the IRS by applying online, and it’s free. Whether you’re starting as a sole proprietor or forming a corporation, an EIN is an essential step in ensuring your business is legally recognized.

Securing adequate funding is often one of the most significant hurdles for new small business owners. Depending on your business, you may need funds to cover initial costs such as inventory, equipment, marketing, or renting space. Many entrepreneurs start by using their personal savings, but other financing options include loans, lines of credit, and investments. Traditional bank loans or Small Business Administration (SBA) loans offer structured repayment

plans but can be difficult to obtain without a solid business plan and credit history. Investors may also be an option if you're willing to give up equity in your business in exchange for capital. Crowdfunding, through platforms like Kickstarter or Indiegogo, has become another popular way for entrepreneurs to raise money by pitching their ideas to the general public.

With financing in place, you can begin setting up the operational aspects of your business. This includes finding a location, purchasing equipment, and, if necessary, hiring staff. The location of your business is an essential consideration, particularly if you are operating a physical storefront. For online businesses, selecting a domain name, hosting service, and designing a website are key tasks to ensure you have an online presence. Additionally, depending on the nature of your business, you may need to purchase equipment or technology to support your operations. Whether it’s office

furniture, machinery, or software, investing in the right tools is crucial for running an efficient and successful business.

As your business takes shape, you’ll need to focus on marketing to attract and retain customers. A strong marketing strategy is essential for building brand awareness, generating leads, and driving sales. One of the first steps in marketing is creating a brand identity that resonates with your target audience. Digital marketing is especially important in today’s world. This includes building an optimized website, establishing a presence on social media, and using search engine optimization (SEO) techniques to improve your search engine rankings. Email marketing is another effective tool for staying in touch with your customers and encouraging repeat business. Traditional marketing methods, such as print advertisements, business cards, or event sponsorships, may also be useful depending on your market and business type.

Effective financial management is crucial for sustaining a business over time. Keeping accurate and organized financial records will help you track income and expenses, monitor cash flow, and make informed decisions about growth and expenses. Many small businesses use accounting software like QuickBooks or Xero to handle bookkeeping tasks. A separate business bank account is also important to keep personal and business finances distinct. As a small business owner, you will need to pay various taxes, including income tax, payroll tax (if you have employees), and possibly sales tax depending on your location and the nature of your products or services. Understanding your tax obligations and consulting with a tax professional can help prevent costly mistakes and ensure that you stay compliant with federal, state, and local tax laws.

Once your business is up and running, the next phase is growth. Scaling involves expanding your

operations, increasing your product or service offerings, or entering new markets. The key to successful growth is maintaining quality while ensuring that you can meet customer expectations as your business scales. Regularly soliciting customer feedback and continuously improving your processes will help maintain customer loyalty and satisfaction as your business grows.

Starting a small business requires a combination of creativity, hard work, and strategic planning. From validating your idea through market research to choosing the right legal structure, filing your business with the Secretary of State, obtaining an Employer Identification Number (EIN), and securing funding, the path to success is complex but manageable when broken down into clear steps. By developing a solid business plan, focusing on effective marketing strategies, and maintaining good financial practices, you can lay

the groundwork for a thriving business. With determination and persistence, you can turn your business idea into a successful venture.

VBOC of the Dakotas

701-738-4850

und.edu/dakotasvboc /dakotasvboc

@DakotasVBOC

4200 James Ray Dr Grand Forks, ND

WOMEN YOU SHOULD KNOW

Jill Johnston

FROM THE FARM TO THE STUDIO: JILL JOHNSTON’S PASSION FOR ART AND COMMUNITY

Jill Johnston, a multimedia artist and educator from Cando, ND, has forged a distinctive path, combining artistic exploration with a dedication to fostering community connections. Her journey began with summer art camps and school projects, where her passion for creativity took root. Initially drawn to photography, she found a profound connection to ceramics in college, captivated by its tactile and grounding nature. “Art has always been a way for me to process, reflect, and connect. It’s a powerful tool for communication without the barriers of language,” Jill said.

Growing up on a farm as an only child, Jill’s creativity was nurtured in the quiet spaces of her upbringing. With unwavering support from her parents, she embraced art through various outlets. “Growing up without an arts program in school taught me to make my own opportunities and to see art in everything from Homecoming posters to 4-H photography projects,” she said, reflecting on her resourcefulness and early drive to create.

Jill’s discovery of ceramics in college was a pivotal moment, steering her away from photography and toward the hands-on, grounding experience

By

of working with clay. This shift laid the groundwork for her evolution into a multimedia artist devoted to both expression and community engagement.

Jill’s artistic style blends ceramics, photography, fiber art, and printmaking. Inspired by feminist art icons like Hannah Wilke and Anna Mendietta, she values art’s raw honesty while maintaining a sense of playfulness. Her mantra, “it’s just mud,” reflects her embrace of imperfection and her belief that mistakes are essential to growth.

Jill’s creative process takes two distinct forms: a structured, written approach where she plans her vision and the steps needed to achieve it, and a more spontaneous, intuitive method where the work develops organically.

Her art often explores themes like mental health, body image, and nostalgia, weaving personal experiences into universally relatable narratives. Jill’s multimedia approach combines ceramics with elements like illustration, photography, and fiber art, resulting in innovative, evolving works.

Since joining the Plains Art Museum as a teaching artist in December 2019, Jill has helped make art more accessible. She believes “Art doesn’t have to be perfect; it just has to be yours,” a philosophy that helps break down barriers and encourages creativity and confidence in individuals.

Balancing her role as an educator with her personal art practice, Jill aims to pursue larger sculptural projects while maintaining her mission of making art transformative and accessible. Her ultimate goal is to showcase her work globally, particularly at the international exhibition, Venice Biennale.

Jill’s journey demonstrates her resilience, creativity, and unwavering commitment to the community.

As both an artist and educator, she continues to inspire others by embracing growth and making art accessible to all. Her work and influence stand as a beacon for aspiring artists, illustrating the transformative power of creative expression and the impact of fostering connection through art.

Jordan Woods | Photo provided by Jill Johnston

Some of Jill's art

10 Questions

Questions 10

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 Mark Bjornstad, Co-Founder and President, Drekker Brewing Company.

By John Machacek

by Josiah Kopp

Photo

10 Questions

01

Will you please tell me your elevator pitches for Drekker Brewing and Brewhalla?

Drekker Brewing and Brewhalla are all about one thing: creating experiences and destroying expectations! That’s not just our motto—it’s tattooed on our souls.

At Drekker, we’re way more than just a brewery. We’re this wild, weird flavor factory where the mission is simple: blow people’s minds and completely redefine what people think beer can be. Whether it’s an IPA that makes you do a doubletake or a sour that tastes like it came straight out of a mad scientist’s lab, we’re here to keep things exciting and unexpected.

Then there’s Brewhalla—Fargo’s food and entertainment wonderland. It’s this buzzing marketplace packed with some of the best restaurants and shops in the area. Add in a bumping event center that’s all about delivering unforgettable vibes and a boutique hotel where every detail is part of the experience. Put it all together and you’ve got a spot that’s truly one of a kind.

Combined, Drekker and Brewhalla are like this big, beautifully weird machine, cranking out good times and bringing the community together in the best possible way.

02

From knowing, following, and paying attention to Drekker over the past decade, I would say that creating experiences and destroying expectations sounds pretty accurate. Between the brewery, the market, the hotel, and your company growth, there is a lot we can talk about. I’ll come back to your experience creation but let’s start with talking about the inception and growth of Drekker Brewing. What are your thoughts or philosophy about the planning, ambition, and risk of not only the entrepreneurial leap of opening the original location in the Cityscapes Plaza but also the move to your current brewery and then the addition of the huge Brewhalla complex?

If you’re asking how we got here, I’m gonna have to be completely honest; I don’t really know. But maybe if you look at the way we approach planning and risk and from the context of our ambition, it might start to make a little sense. From our inception through the first 10 years of our company, we intentionally avoided making plans or setting goals. We kept our focus on a much more simple exercise; living out who we were and doing things the way we wanted to do

them. We felt that if we stuck true to that, we’d end right where we were supposed to be.

Now as far as risk, we have a very macabre philosophy. In our eyes, death and failure are certain things for a business. What we do between now and then is all that matters. When we’re looking at a risky endeavor, after all the due diligence and projections are done, we rely on our gut for the final say by asking two questions; 1) Is this something worth dying for? Is this something we’re willing to get wrong and go out of business over? 2) Can we live with ourselves if we pass this up? By asking these questions we can quickly find the answer that is most aligned with our deeper purpose and come away with a sense of commitment and motivation about what we’re setting out to do, or not to do. It brings out a greater discussion about our core values, whether this will have a positive community impact, and whether it will challenge the norms. If we set out to achieve those aspects but ultimately fail, we’ll just call it a worthy attempt. One of the biggest rewards for us is setting out to do difficult or seemingly impossible things. Failure or success becomes much less of a consuming thought when your intent is to just pursue the challenge.

03

You have visited breweries and venues around the world. Do you use those trips to get ideas for your own brewery and beer hall?

This is such a fun part of working here at Drekker. We love traveling and visiting all the far corners our beer reaches around the world, and we come back full of excitement, creativity, and motivation. However, it’s not too often we come back with a concrete idea or something we want to replicate, because that’s not our goal. When we visit other breweries, restaurants, hotels, and communities, we’re most impacted by watching someone else nail their vibe and deliver a unique experience. It’s inspiring and gets our minds running about how we can up our game. We never try to compare or validate ourselves; we try to challenge ourselves and simply appreciate others who are living out their mission so well.

04

When

thinking about perceptions of Drekker Brewing and Brewhalla, beyond the beer part of it, your community culture and company

voice really stand out to me. How would you describe the culture

of Drekker, internally and externally?

Culture is probably the business buzz word of the decade. I’ve worked at other companies, been a part of many organizations that shaped my opinion on what I wanted our culture to be at Drekker and Brewhalla. To lay out the intent, we want our culture to be unapologetically authentic, trustworthy and fun whenever possible. That goes for both internal and external.

For our team, we need to have a high degree of trust and a feeling of safety if we’re out there trying to do hard things and challenge ourselves. We all need to feel comfortable taking chances and challenging positions. If there is a fear of failure or criticism, it will deter people from doing their best work or worse, ever starting.

We also want those intentions on culture to be felt by the community. Trust, authenticity and fun is how we shape our voice, and we do it because, well, that’s the way we want to be spoken to. We want something real and honest and most importantly comical. These are our friends and that’s the way we want people to see and feel about us.

05

That culture of trust and authenticity and support, and I would say fun too, seems to carry over

into your branding and messaging too. How do you look at Drekker and Brewhalla from a branding perspective?

Branding is a good segue from the discussion of culture. For our brand, we want to inject our culture into our voice and image and give an honest representation of who we are. To us, that’s a voice that’s funny and cheeky, like a great conversation with friends. Full of inside jokes and slang. We’re building that same relationship with customers and the community. We’re going to be genuine, have fun, and at times, have a little takeno-shit mentality. Again, we know exactly who we are and that has to live out in our brand voice.

We also love to take that voice and use it to shape our art direction and image. Skateboard decks, pogs, and gig posters of the 90s shaped our creative interests. Originally, that played out in the artwork for our cans. To us, we’re creating art inside the can and it’s just as important to carry passion for art to the outside of the can, as well. We’re telling a story and trying to immerse people in this weird world we’re stringing together. People seemed to really get into that vibe and so we started spreading it to merchandise and events and welcomed people even further into this whimsical world. It went into murals in all the hotel rooms and art shows we throw in the event center. Our artwork and creative vision have found its way into every corner of our company.

10 Questions

06

Speaking of the brand and message, from prior conversations, I know that you have invested in the addition of new creative and marketing roles. How did the thought process go to take that step in expanding your staff?

Well, as entrepreneurs and owners, we often found ourselves becoming overly essential to the work product of the company. We had the passion and vision but often held too tightly to reins. It creates a huge problem when your limitations of time and ability become the limiting factor for growth. We knew we needed to find the right people to take over some of that and it was scary to think about both the financial cost and also, delegating the trust. We had to go back to our core values and set up a system for our proprietary way of thinking. And seriously, when you find awesome people and let them run, they will ultimately go further than you ever could as an owner. That’s such a rewarding thing to watch and it leads to exponential growth.

Another aspect that became essential to us as we’ve grown, and our tentacles are spread out in different directions, is crosstraining across departments. Silos are the enemy, and we want everyone to have an understanding and appreciation for what their

teammates are doing. Not just to build more efficient teams but so people can learn from ways other departments are living our values and ways they're smashing goals. The marketing team learns from what goes on beyond the bar and the conversations with customers. The housekeeping team learns and challenges themselves to expand the customer experience and passion they see in the taproom. The perspective and inspiration everyone finds become valuable not just to their own jobs but to the entire team and company.

07

For you, as owners, as you’ve started to delegate more and take some tasks off your plate, has that freed up your time to mentally focus on ways to improve business operations?

Certainly, I’ve been able to allocate more time to vision and strategy and that’s been huge. Previously, any time I spent in the business was time I wasn’t spending on the business and vice versa. Now the trains all run on time, and I can focus on what the team needs, where we’re going to go, and how we’re going to get there. We’ve been able to take a step back and evaluate ways to improve efficiency across the company. Better warehouse management, fulfillment processes, supply chain management, and leveraging our buying power. All

things we were too deep into the chaos of day-to-day to see, let alone tackle before.

Over at Brewhalla, that machine is still less than two years old and not even fully unleashed. There are always new ideas the team is brainstorming and bringing to life. And Brewhalla has made us a better company. It allowed us to expand our team and build out the infrastructure of the company through systems and strategies. We’re finding ourselves to be way more effective at smashing goals and creating new ideas and that just keeps getting better and better.

08

As I mentioned earlier, I wanted to come back to “experience creation” because the events and the good times are a big part of your business and brand. Why are events a key factor in your strategies for business and destroying expectations, as you would say?

Events come back to that core purpose of creating experiences and destroying expectations. We’re on a mission to bring people together and what better way than a party? It’s all about having genuine human interaction with others. Something we think is more needed than ever. We do that through hosting weddings and corporate functions, and partnering with other Brewhalla

Market businesses like Unglued or Plant Supply or throwing our own themed events like Hotdish Festival or Foolers’ Ball. We’re looking for cool ways to deliver that experience, reach new people and demographics, and help them find new connections in the community.

There’s honestly so much going on at Drekker and Brewhalla that we even get confused at times. Sign up for our newsletter to stay up on all the cool things happening here.

09

If you could go back in time to Mark from the past, what kind of hindsight advice would you give that younger, less wise Mark?

Well, I’ll tell you two things that concern me about that. 1) Causing a butterfly effect and destroying the fabric of our current reality. 2) I’m pretty sure that past Mark is smarter than the current one. I’ve lost pieces of myself along the way. Truly though, I wouldn’t want to spare myself from any of the struggles or failures I went through. They made me who I am now and I’ve learned so much from those experiences. Maybe I’d just whisper that it’s all going to be worth it.

10

Yeah, I often think of that butterfly effect thing too, and how our past decisions

helped shape who we are today. To wrap up, what can we do as a community to help you, Drekker Brewing, and Brewhalla succeed?

Wow, I really appreciate that. We’re townies and love this community. But just like any other local business, we live or die by community support. Come out and hang with us for a beer, attend one of our events, suggest your friends or relatives stay with us when they’re in town, or just share a great experience you had at Drekker or Brewhalla with a friend. And please share that love and support with all the great businesses and organizations in the area. Let’s keep Fargo weird, cool, and fun!

About John

Drekker Brewing Company

drekkerbrewing.com /drekkerbrewing

@drekkerbrewing

@DrekkerBrewing

Brewhalll

brewhalla.co

/Brewhall.Fargo

@brewhall.fargo

@BrewhallFargo