Fargo INC! November 2023 by Spotlight Media

Nonprofit of the month: Wall Of Honor

A business owner's guide to avoiding a negligence lawsuit

Transitioning From Military Service to Small Business Success

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THESE VETERANS ARE ALL BUSINESS

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FEATURES

Sponsored Content: The Right People. The Right Move.

Sponsored Content: The Property Insurance Market: More Than A Hot Topic

Sponsored Content: Building Great Communities Across The States

Sponsored Content: A Culture Of Supporting Community

Ask The Expert: Don't Forget Cybersecurity In Your Emergency Prep

2023 Veteran Features

Terry Sando

Jeff Ostlund

Camille Redmann

Mark Rheault

Mark Hagerott

Wall Of Honor

Serving Those Who Served

102

Nonprofit Of The Month: NDPIO

108

10 Questions with John Machacek: Reach Right USA

114

Women You Should Know: Deb Mathern

116

A Business Owner's Guide To Avoiding A Negligence Lawsuit

120

Transitioning From Military Service To Small Business Success

126

Awesome Foundation Grant Award Winner: Farm In The Dell

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108

126

114

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E d i t o r ’s n o t e

Dedicated, Competitive, Encouraging,

ecently, our community lost a great individual, Jason Thielges, who was also my head football coach during the four years I attended Davies High School.

school, was the importance of absolute commitment and showing up every day. He expected dedication in the weight room and at practice, and if you didn't practice leading up to game day, you didn't play.

He taught me about dedication. One of my first interactions with him was when I asked if I could miss a couple of days of fall camp to go to a Lil Wayne concert... Needless to say, I got shot down pretty quickly. However, as a 14-year-old, I didn't expect to be. I wondered, "What's the big deal? It's just a few days." But what he taught me then, and continued to show me through the rest of my time in high

He built people up. He cared about you as a person. He cared about the other activities you were involved in. What stood out to me most about him in this regard was his ability to encourage while critiquing. He wouldn't just yell at you, he would let you know that you were better than what you were doing and that you were capable of more. One moment sticks out to me from a practice

where he yelled at me and said, "You're the best damn corner in the state and you're going through the motions." He was mad, I wasn't giving him the effort that I needed to in order to better myself and the team, but he still built me up while letting me know he was upset with my effort. Anyone who watched me play back in the day could tell you that I was certainly not the best in the state, but Jason made every effort to show his players that they were capable of more. He had fun. Even though he was one of the most competitive people I have ever been around, he had fun. Every week of practice ended with some sort

and Fun-Loving of competition—a touchdown celebration contest, kicking contest, closest to the pin, and coach imitations are a few that I remember. It didn't matter how good or how bad of a season we were having, he would light up in those moments, and so did everyone else on the team. Anyone who was around him as an athlete knows that he was dedicated, competitive, encouraging, and fun-loving—it takes a special person to have all of those characteristics, and I'm very thankful to have had him in my life.

To donate to a college fund for Jason's three children, head to the Fargo Public School Credit Union located at 1609 32nd Ave S Fargo, ND 58103 and drop off a check addressed to Jason's wife, Cori Thielges. The memo of the check should say "college fund."

Sincerely,

Brady Drake Fargo INC! Editor

Brady Drake, Fargo INC! Editor

fargoinc@spotlightmediafargo.com

MEET THE TEAM.

LEARN MORE ABOUT US AT SPOTLIGHTMEDIAFARGO.COM 14

NOVEMBER 2023

NOVEMBER 2023 Volume 8 Issue 11

Fargo INC! is published 12 times a year and is available at area businesses and online at FargoInc.com.

Publisher Mike Dragosavich EDITORIAL Editorial Team Lead Brady Drake Brady@SpotlightMediaFargo.com Editors Geneva Nodland, Grant Ayers Art Director Kim Cowles Editorial Graphic Designer Ty Betts Creative Strategist Josiah Kopp Content Specialist Gary Ussery Contributors John Machacek, Ladyboss Lifestyle, Brandi Malarkey, SW&L Attorneys, Shawn Kessell, Julia Hinker INTERACTIVE Business Development Manager Business Development Associate Videographer Director of Creative Strategies Graphic Designer Web Developer

Nick Schommer Kellen Feeney Tommy Uhlir Megan Suedbeck Ben Buchanan Austin Smith

ADVERTISING VP of Business Development Paul Hoefer Paul@SpotlightMediaFargo.com Sales Representative Al Anderson Al@SpotlightMediaFargo.com Sales & Marketing Advisor Tori Helland Tori@SpotlightMediaFargo.com Business Development Representative Austin Cuka AustinCuka@SpotlightMediaFargo.com Client Relations ClientRelations@SpotlightMediaFargo.com Client Relations Manager Jenny Johnson Marketing Coordinator Jessica Mullen Operations Assistant Miranda Knudson DISTRIBUTION Delivery John Stuber

Fargo INC! is published by Spotlight LLC, Copyright 2023 Fargo INC! & FargoInc.com. All rights reserved. No parts of this magazine may be reproduced or distributed without written permission of Fargo INC!, and Spotlight LLC, is not responsible for, and expressly disclaims all liability for, damages of any kind arising out of use, reference to or reliance on such information. Spotlight LLC, accepts no liability for the accuracy of statements made by the advertisers.

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Trendsetters magazine is our newest publication which highlights influential and trendsetting, people, places, events and more! Instagram: trendsettersmagazine Facebook: /TrendsettersMag

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Fargo Monthly is an award-winning publication dedicated to highlighting Fargo-Moorhead and what makes it a truly enjoyable place to live. fargomonthly.com facebook.com/fargomonthly Twitter: @fargomonthly Instagram: fargomonthly

You may already be familiar with our Faces of Fargo-Moorhead-West Fargo publication which we publish once per year in order to highlight the faces behind all of the great businesses in the community.

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

Are you overwhelmed trying to plan for your big day? You're not alone. We've done our best to provide all types of local resources, expert guidance, de-stressing tips and everything in between. Your wedding day is one of the mos important days of your life. Hopefully, this issue will help you prepare for that day so it's all about you.

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THE PROPERTY INSURANCE MARKET: MORE THAN A HOT TOPIC Insight from Marsh McLennan Agency's Brandi Hedin Business Insurance Advisor

In the insurance market, being the hot topic isn't always a good thing. Yearover-year rate increases, combined with other forces like inflation and unprecedented weather, have made the property insurance market more than just a topic of conversation. These events have created a perfect storm, which has made managing insurance a lot more challenging. "Today’s property market is the most difficult I have ever experienced," said Marsh McLennan Agency Business Insurance Advisor Brandi Hedin. "In fact, it's by far the most volatile sector of the industry right now." In the last several years, the market has seen substantial rate increases, higher wind and hail deductibles, and more coverage exclusions added to property insurance policies. Established insurance carriers are becoming more hesitant to offer the same coverage terms at renewal time—if they are willing to provide renewal options at all. Many carriers are pulling out of markets as they grapple with remaining profitable.

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Brandi Hedin & Ben Armbrust By Josiah Kopp & Marsh McLennan Agency |

Natural catastrophes & more National catastrophes, including tropical storms, wildfires, tornadoes, and flooding, have been the primary drivers. Munich Re, one of the world’s largest re-insurers, estimated $43 billion in insured global natural catastrophes in the first half of 2023, and U.S. severe storms alone made up just under one-third of that global estimate. Inflation also exerts pressure on rates, as the costs associated with repairing damages from weather events continue to soar. The interconnectedness of supply chains means that a substantial loss in one sector can affect the entire insurance market. The changes in the property insurance market are multifaceted. Insurance carriers are scrutinizing values, raising policy limits to align with replacement costs, and pushing for policyholders to carry a higher portion of their overall risk in the form of higher deductibles. “The days of a thousand-dollar property deductible are gone, at least for now,” Hedin said.

Josiah Kopp

Ben Armbrust, a Marsh McLennan Agency business insurance advisor, noted that agriculture, multi-family residential, and hospitality have been some of the hardest-hit businesses. He added that carrier reinsurance and retention costs have increased substantially, and those costs are being passed along to the consumer. To counter rising premiums, some property owners are opting to selfinsure, a strategy that warrants careful consideration. While it may reduce immediate costs, it also places the burden of risk squarely on the policyholder, potentially leaving them financially vulnerable in the event of a claim. However, Hedin suggested that proactive risk management can make a significant difference. Ensuring that your properties meet current building codes and conducting necessary upgrades, such as roofing, HVAC, and plumbing, can lead to more favorable insurance rates.

The right approach Especially in a hard market, insurance advisors play a pivotal role in helping

Businesses should discuss their needs and goals with their insurance advisor for insights and tools including: Property valuation services to ensure you are not over- or under-insured Risk finance and risk management programs to optimize insurance program structure Cost of risk analysis to help understand costs, benchmark against industry peers, and make informed strategy decisions End-to-end supply chain consulting to address critical areas Alternative risk transfer (ART) tools including captives, structured program design, and parametric insurance to provide long-term relief

clients make informed decisions. It's not just about finding the best rate; it's about giving clients the information they need to make the best long-term choices. This involves engaging in meaningful conversations about risk tolerance, deductibles, and coverage needs. “It’s important to set the stage and have a bigger conversation about a client's risk tolerance and to establish what makes the most sense for their business,” Hedin said. She added that she and her team stay in close communication with their carrier partners to provide the client with a thorough understanding of what to expect for their renewal. Each risk is unique, with its own set of challenges, which means your insurance broker should be working diligently to explore alternative program structures and carrier options to help you navigate the current marketplace.

Ben Armbrust Business Insurance Advisor

“It's all about balance right now, you need to develop a risk management strategy that aligns with your long-term objectives and financial capabilities,” Armbrust said. “We are strategic thinkers,” said Hedin, “it’s really important to invest time and thought into each renewal to deliver the best results for our clients.” The fact is, there is no one-size-fits-all approach to property insurance, especially in a market where conditions seem to be constantly changing. An advisor with broad market access can provide options to reduce costs and help clients make smart, informed decisions.

Better days ahead Business leaders who have the benefit of experience know that making quick decisions or chasing dollars might not always be the best option. “The sense I’m getting is that the market will continue to harden over the next

twelve months,” Armbrust said. “But the insurance market has always been cyclical, so as carrier rates continue to rise, there will eventually be a shift and new players will enter the space which will increase competition and yield better results for buyers.” While the property insurance market presents formidable challenges, maintaining a steady course, seeking expert guidance, and engaging in proactive risk management strategies are key to hanging on. As the market inevitably evolves, prudent decisionmaking and a broad perspective will be invaluable assets. For the foreseeable future, property insurance and the many factors that affect rates will continue to be important discussion topics between businesses and their advisors. The right team will help you find peace of mind, ensuring that your property remains protected and your business thrives.

To connect with a business insurance advisor at Marsh McLennan Agency, call 701.237.3311

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Building Great Communities Across the States See why Great States Construction is making strides in the industry By Josiah Kopp | Renderings & Project Photos provided by Great States Construction, Headshots by Josiah Kopp

reat States Construction is a multi-state construction firm that specializes in building commercial projects across the midwest. Michael Casper founded the company in his basement in 2016 after moving to Fargo from Minneapolis. After a conversation with his brother, he learned about the opportunities and potential in the Fargo-Moorhead area. By 2017, he broke ground on his first project in the community—and things quickly grew from there.

Michael Casper President

"We are excited about our growth nationally, but we will always have our roots in Fargo. Our first passion is developing and building in the Fargo metro area while we also continue to grow throughout the entire Midwest."

From a basement start-up to a $100 million dollar company, Great States Construction has claimed a place on the Inc 5000 list for two consecutive years. This fast-paced growth has led to some unique projects. Fargo will always be their home, but they are thrilled to expand into new markets as they continue to evolve. "We've become a company that can travel and build through our community connections and years of experience," Casper said. Great States Construction is currently working on projects in North Dakota, South Dakota, and Montana. They prioritize giving back to the communities they serve through involvement with local charities like ND Autism and Red River Human Services.

Projects Coming Soon Fargo: Teddy, a 54-unit multi-family complex, and The BLOC, a mixed-use building for residential and commercial spaces South Dakota: A 200,000-square-foot Sioux Falls Distribution Center, 10Bedrock, a 288-unit multi-family complex, and The Plains, a 216-unit multi-family complex Montana: Farmstead, a 277-unit multi-family complex "We are currently wrapping up three separate jobs in three states, and have also added 170 units to communities in need within the same month, so we are working hard!" - Great States Construction team

NOVEMBER 2023

Aaron Strandberg Director of Commercial Construction

"We are built around values and teamwork and strive to go the extra mile to build solid relationships and engage in each project with an owner’s mindset. We listen to our client's needs and work hard to find ways to achieve them. Although we are proficient in building out large projects, we take a lot of pride and find a lot of enjoyment in designing and building out or remodeling spaces for new and existing businesses as well."

Building Communities with Great States Construction Radio FM Media project

Park Co., Realtors project in Fargo

Gimmies project in West Fargo

Business & Retail Space Great States Construction has also completed some amazing projects in the Fargo-Moorhead community. Some of their recent projects include Red River Human Services, Gimmies, Niche Salon, Freddy's Frozen Custard & Steakburgers, Fargo Brewing, Full Circle Pediatrics, Crumbl Cookies, Park Co Realtors, and Radio FM Media. The Plains Apartments in Watertown, SD

Apartments Great States Construction has built a variety of apartment styles throughout the midwest. They've created 55-plus options in the community, built low-income housing solutions, and provided new developments in areas with urgent housing needs. In 2023 alone, they've opened almost a thousand new units! Farmstead Apartments in Billings, MT

10Bedrock Apartments in Rapid City, SD

This is the second year in a row Great States Construction has been recognized on the INC 5000 List. They are listed at number 409 and are the top-ranking business in North Dakota.

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Changing The Landscape of Downtown Fargo

The BLOC The BLOC is a project to revitalize a section of South University, offering retail space, underground parking, and outdoor areas. The construction is moving buildings away from the road to add more green space to South University. This project will also increase walkability in the area and create a neighborhood feel.

Kevin Hochman

Chad Westrick

Audri Lagge

"We’re really excited about our BLOC project at South University in Fargo! It’s an honor and privilege to contribute to an important revitalization of a historical area in Fargo. This project will not only provide needed housing with close proximity to Essentia but also provide great commercial space for future businesses."

"I would have to say the BLOC project so far has been my favorite as I have been involved from the very beginning. We estimated many different designs and finishes to get to a budget that allowed this project to move forward for our ownership group."

"I am looking forward to working on the BLOC project as it will be a great addition to that area of Fargo by offering exceptional commercial space and new high-end apartments for our community."

Director of Operations

Director of Construction

Project Manager

Want to connect with the Great States Construction team for your next big build or remodel project?

Visit greatstates.com or call 701.205.4717 28

NOVEMBER 2023

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Jo s

opp iah K

Pink beer for the month of October is also a great conversation starter in bringing awareness to breast cancer, especially for those in the community who aren't familiar with the campaign. D-S Beverages is excited to see how the community interacts with the promotion and the conversations it creates. "I think everyone loves supporting a good cause, especially if it's something they feel is making a local impact," D-S Beverages' Jenna Pokrzywinski said. "There are a number of nationwide campaigns out there that benefit the research side of things, which is important—but for D-S Beverages a key aspect to this campaign is the local tie-in. We are local companies supporting people in our community, people who are going through a tough time and hopefully making life a little easier for them."

NUTRL Cranberry Joined the 'pink' line-up this year. D-S Beverages donated funds for every Michelob Ultra and NUTRL Cranberry sold in October.

In addition to its Breast Cancer Awareness promotion, another cause important to D-S Beverages is their support of local military families and veterans. The military connection has been a part of D-S Beverages since the beginning, developing over the years and most recently into a sponsor partnership with the Folds of Honor Foundation. The Folds of Honor Foundation is a national organization that provides life-changing scholarships to the spouses and children of America's fallen or disabled military, and newly expanding to include the families of America's first responders.

NOVEMBER 2023

D-S Beverages has given $50,000 to the Folds of Honor organization since 2017 to be used locally for scholarships.

D-S Beverages' introduction to Folds of Honor came via Anheuser-Busch who has been a longtime supporter of that foundation and the U.S. military in general. Through their special military packaging and donating a portion of all sales to the foundation, to date, Anheuser-Busch has raised $21 million for the Folds of Honor Foundation since 2010. Adding on to Anheuser-Bush's nationwide campaign, locally D-S Beverages works closely with Folds of Honor to award scholarships to families of military and first responders in our community. D-S Beverages goal is to award one to two scholarships every year. Many of the recipients, who are chosen through the Folds of Honor program, have been NDSU students. "Meeting the recipients and hearing their story, their future plans, their family's story—knowing you're making a difference in someones life and giving back to someone whose family has given so much to our country makes this program and all the good it does so important to D-S and me personally," said Restemayer. Outside of Folds of Honor, D-S Beverages also supports the military in other ways in our community, including being the Grand Slam sponsor of the Chamber's yearly Military Appreciation Night at the Red Hawks for the past 10 years. They've also been a part of Heroes Day at the Red River Valley Fair for years, partnering with Budweiser and handing out awards to local military and law enforcement heroes. They've also brought in the Budweiser Clydesdales a number of times, coordinating special home deliveries to military veterans. Restemayer is also involved in the North Dakota Air Guard support group where he goes to Washington DC, and lobbies every year with The Chamber to support the funding of the North Dakota Air Guard and the importance of keeping the Air Guard base here in Fargo. As for the D-S Beverages team, several have served in the military which further strengthens their pride in supporting military families and causes. D-S Beverages' founder and Restemayer's father-in-law (Don Setter Sr.) served in the military and "was always passionate about supporting military and so its been an inherent part of D-S Beverages since the beginning in 1968," said Restemayer.

Curious what D-S Beverages has going on, or want to hear about new products hitting the FM market?

Whether you've raised a pint of pink beer in support of breast cancer awareness or helped support their military promotions like Folds of Honor, D-S Beverages is grateful for the people in their community who make it possible for them to give back.

/dsbeverages @dsbeverages

To learn more or to support FOH visit www.foldsofhonor.org

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ASK THE EXPERT

BY BRADY DRAKE

disaster preparedness plan helps organizations withstand any catastrophe. However, many businesses don’t realize that a cybersecurity strategy is also critical for building a robust disaster preparedness plan. By including cybersecurity in your emergency preparedness plan, you can better protect your organization during incidents and minimize the impact of cyberthreats. This will help you enhance your resilience and ensure that you’re better equipped to function in the face of unexpected challenges.

BEST PRACTICES FOR EFFECTIVE DISASTER PREPAREDNESS PLANNING IN IT SECURITY Here are some practical tips for improving your organization’s disaster preparedness planning:

NOVEMBER 2023

1. PROTECT YOUR IT INFRASTRUCTURE AND DATA Your data is a gold mine for cybercriminals, and they'll do anything to get their hands on it. That's why it’s important to strengthen your IT infrastructure to withstand any disaster. Failing to implement adequate measures to protect your data could also attract fines and lawsuits.

PRO TIP » Firewalls, intrusion detection systems, and encryptions can strengthen your IT security. » Implementing a process to fix and update software patches regularly will help you avoid security vulnerabilities. 2. BACK UP CRITICAL DATA Data loss can occur for many reasons, including cyberattacks and natural disasters. If your organization has not correctly backed up its data, recovery can be costly, time-consuming, and seemingly impossible. If you want your business to survive, your disaster preparedness plan must ensure that your data remains clean, available, and restorable.

PRO TIP » Regularly back up critical data. » Back up your data off-site or in the cloud. » Test backups regularly to verify their integrity.

5. EVALUATE VENDOR AND SUPPLIER PREPAREDNESS

3. IMPROVE EMPLOYEE AWARENESS Your employees are your weakest link if they don't have proper training. By conducting regular security awareness training, you can improve their knowledge. It also increases your employees' ability and willingness to follow security protocols during an emergency.

Disasters come unannounced, and any weak link in your supply chain will only increase your vulnerability. Knowing if your vendor has a disaster preparedness plan is crucial for protecting your customers and overall business operations.

PRO TIP

» Train your employees to identify phishing attempts, report suspicious activities, and follow security protocols.

» Ensure your vendors' or suppliers' disaster preparedness practices align with your plans. » Ask your vendor to share their disaster communication plan with you.

» Promote a culture of preparedness. » Routinely test employee preparedness through simulated scenarios or drills.

» Recommend that your suppliers test their disaster plan at least once a year. » Ask them to take the help of an experienced IT service provider if you think their plan is lacking.

4. REVIEW INSURANCE POLICIES Insurance plays a vital role in promoting disaster resilience. It can help speed up your recovery after an incident. It’s a good idea to have property insurance, business interruption insurance, and cybersecurity insurance to cover all bases.

PRO TIP » Routinely review insurance policies to ensure you have proper coverage for potential risks and disasters. » Maintain records of your assets, inventory, and financial transactions to facilitate insurance claims and recovery efforts. » Take the help of an insurance expert to understand current coverage and determine if additional coverage is required.

6. REVIEW AND REVISE YOUR PREPAREDNESS STRATEGIES It’s important to regularly test your preparedness plan for weaknesses and shortcomings. By testing, you can fix the gaps and strengthen your strategy. A thoroughly tested plan will protect your data and help you avoid revenue loss during an outage, cyberattack, or natural disaster.

PRO TIP » Extensively document changes in the organization, including people, processes, and resources. » Conduct mock tests to gauge the preparedness of your plan and employees. » Take the help of an IT service provider to enhance your plan. They can also carry out timely audits to test the effectiveness of your program.

WE CAN HELP YOU OUTLAST ANY DISASTER It can be challenging to build a comprehensive disaster preparedness plan that is robust and includes a thorough cybersecurity strategy on your own. By partnering with an experienced IT service provider like NorthStar Technology Group, your organization can become resilient and outlast any disaster.

northstartechnologygroup.com /NorthStarTG

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By Grant Ayers

NOVEMBER 2023

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provided by Terry Sando

YEARS OF SERVICE BRANCH SERVED YEARS OF BUSINESS OPERATION

TERRY SANDO 40

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B Q&A WITH TERRY SANDO Q: What branch did you serve in? How long and when did you serve? A: I served in the Air Force after enlisting in 1979 and made Staff Sergeant before joining the North Dakota Air National Guard in December of 1984. I was commissioned as a 2nd Lieutenant in the Air Guard in 1985. In 1998, I returned to active duty and retired on November 1st, 2009. Q: What was deployment like? A: Because of my Intel and Space assignments, I had high-level security clearances and occasionally deployed to classified sites. These deployments could be stressful at times due to the time-sensitive nature of the missions or evaluations of how I performed my tasks. One unclassified deployment, in particular, stands out for me.

When I was assigned to the Space Battle Lab, I led a small team to Australia to test GPS jamming capabilities at Woomera in the Outback. We used Australian cargo aircraft for the testing. Although we had developed our package for use on our own aircraft, we didn't take into account the difference in electrical output. When we turned the system on after getting airborne, it started a small fire. A fire in an airplane is certainly not a good thing. We were able to put out the fire, shut down the system, declare an emergency, and land quickly. After a couple of days of tweaking the system, we were able to complete the testing. Another memorable short deployment occurred during my regional studies at the Air War College. We went to Central Europe, where we met with military members from Poland, Germany, and Austria, and learned about their capabilities and history. This experience has given me a better perspective CONTINUED » FARGOINC.COM

on the ongoing war in Ukraine. The Russians were despised then and are even more so now. Deployments have allowed me to work with some great people, and it has always been interesting to learn about other cultures and the history of the region.

instrumental when I had to promote the Grand Forks Region to attract UAS companies to North Dakota.

Q: What was your first job after service? What was that experience like?

A: I took a couple of months to decompress after retiring and relished not having to make any big decisions. Being in leadership positions toward the end of my career was at times stressful. My experience at Cheyenne Mountain, where I learned to be slow to anger in an operational environment, helped me keep things in perspective later in my career. I often asked myself, "Will someone die tomorrow if we don't get this done today?" when working with my team. This mindset often helped alleviate stress among my team members. I maintain the same philosophy today with our team at Goose River Brewing. Keeping it a fun place to work helps reduce stress, which in turn creates a more enjoyable experience for our customers.

A: After retiring, I returned to Grand Forks and worked for the University of North Dakota, helping to develop the Emergency Management Plan. I later joined the Grand Forks Region EDC to attract businesses in Unmanned Systems and played a significant role in establishing Grand Sky at Grand Forks AFB. This EDC position led to a job with eSmart, a Norwegian company that uses UAVs to inspect electrical lines. They also employed software they developed to identify maintenance issues along those lines. My military training and leadership development were valuable assets in each of these roles. Having both Guard and Active Duty experience, I was proficient in addressing issues related to Title 32 (work for the Governor) and Title 10 (work for the President) in planning and meeting requirements. It was my attention to details like these, and knowing how to navigate them, that benefited me in all these jobs. My deployments, especially to Europe, were

Q: Did you have any struggles after returning to civilian life?

Q: Tell me a bit about Goose River Brewing. A: Goose River Brewing is a brewpub striving to become a destination for craft beer lovers. It also serves as a blue-collar gathering place in the Hillsboro region. I served as the mayor CONTINUED »

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for four years, and Hillsboro is strategically located halfway between Fargo and Grand Forks. I had a vision for a brewpub that could draw visitors off I-29 and into downtown Hillsboro. Craft beer drinkers often go out of their way to taste new beers. We haven't yet been able to get our brewing system up and running, but we're getting close. The pandemic slowed down our construction, and we've experienced troubles with the supply chain in acquiring certain pieces of equipment. We've been open for a little over a year in the pub and have 24 beers on tap. Our aim is to feature mostly regional craft beers on tap until we can brew 12 of our own. Once brewing begins, we'll hold a keg-tapping event on the first Friday of every month. The first 10 beer tasters will receive a free pint if they provide us with feedback on the beer. Fridays are also steak nights at Goose River Brewing, making them a great time to enjoy a delicious steak. We have nine TVs and will be promoting Football Frenzy on Sunday afternoons. We'll also stream local high school sports when available. Our Thursday night bingo has become quite popular. Overcoming operational challenges, such as staffing issues and rising costs due to inflation, has been tough, but we're receiving great support from the community.

Q: Did you plan to start Goose River Brewing before enlisting in service? A: No, I didn't really plan on starting a business when I joined the military. I thought I would come back and work on the family farm eventually. Times changed, and the idea for the brewpub came when I was mayor and saw a definite need for a family-friendly brewpub in Hillsboro. My military retirement has allowed me to invest in and grow the business while still having the finances to enjoy life. Q: What does a normal day on the job look like for you? A: I typically open the pub by getting the till and charitable gaming operations up and running. I coordinate the team's activities for the day. Usually, I let the team take over while I handle paperwork and pay bills in the office. When needed, I cover open shifts as a bartender or server. On busy nights, I clear tables and wash dishes—less glamorous jobs, but important ones to keep the servers on the floor going. Currently, to improve my skills as a beer brewer, I am enrolled in the online Master of Science in Brewing Operations program at Auburn University. Studying and completing assignments take up part of my day. This educational pursuit is another benefit from my military service, as I'm using the CONTINUED »

NOVEMBER 2023

Post 9/11 GI Bill to cover tuition. Once brewing starts, most of my day will be spent making and canning or kegging the beer, in addition to handling marketing and paperwork.

because there aren't comparable businesses to determine the financing needed to get started. Getting that support was vital for launching Goose River Brewing.

Q: What were your friends and family's reactions when you told them you were pursuing service, and what was their reaction when you told them about your business?

Q: Have you found any specific resources or support networks that have been instrumental in your entrepreneurial journey as a Veteran?

A: My family was very supportive when I joined the military. As for starting the business, my wife thought I was too old to take on such a venture! Q: What do you remember about your first days when launching your business? A: The old military adage "those who dare, win" guided me initially. The pandemic created a lot of challenges. We began building before it hit, but it significantly impacted the costs of the building and equipment. It also extended the timeline for opening and getting the brewing operations started. I've been fortunate to have a solid team that has helped Goose River Brewing get up and running. Q: Has your service experience changed your business mindset?

A: The North Dakota Small Business Development Centers and VBOC provide a lot of advice and support for getting started. They are great about checking on progress and helping with revenue projections and loan repayment paperwork. These resources have supported my business planning and projections. Q: What was the hardest challenge for you when opening your business? A: The hardest challenge was the increased costs of the building and equipment. I had to make a much larger personal investment as the project got going. In hindsight, I should have bought a new brewing system instead of buying a used one that needed major upgrades. With a new system, we could have been brewing last year. The pandemic was a major factor in both the cost increases and the delays. Q: What does being a Veteran symbolize to you?

A: Strategic thinking and planning that I experienced in the military have definitely played a vital role. They have helped with the business planning and the launch of the concept. Having a service-minded approach is a critical component in taking care of our customers. Leadership by example is also a quality that is important to our team dynamic. Seeing me clean dishes and tables shows that I'm right there with them, and I don't ask others to do what I won't do myself. Being disciplined for so many years has helped me stay focused. Resilience and perseverance have definitely helped me overcome the obstacles of getting Goose River Brewing up and running! Q: What do you see as North Dakota's greatest benefits to starting a business here? A: The biggest benefit for me has been working with Traill County EDC to secure Flex Pace Financing for the building and equipment. Having the Bank of North Dakota buy down the interest rate upfront made it possible to get started. It's always competitive in a small town to build something new

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A: If readers have a chance to visit Goose River Brewing, they will see many of my patches hanging on the west wall. These patches are from units that I was either in or worked with during my career. Every day I look up at them and remember mostly the good times, but also occasionally those who didn't get to retire and gave their all. Being a veteran means that not only have you made sacrifices, but your family has as well, all to keep this country great. Q: Who are your biggest mentors that you can attribute some of your successes to? A: At my age, I have too many mentors to thank. Suffice it to say that my family has been the most influential and supportive, not only in starting Goose River Brewing but also in everything else I've undertaken.

Q: What advice do you have for business owners in the area who are just beginning their endeavors? A: Do a great job with your business planning; the more detailed it is, the better prepared you will be. Have a contingency fund of at least 35 percent because projected costs will almost never be accurate. This is especially true in today's environment where inflation impacts profit margins. Entrepreneurs today should leverage the North Dakota business development ecosystem as much as possible when starting a business. Technological change is accelerating, so it's essential to adopt a lifelong learning mindset to keep up with these changes. Finally, remember that your family will be the ones there for you in the long run, so develop a good work-life balance. Q: What advice do you have for others considering enlisting in service? A: When asked about military service, I always recommend considering the National Guard or the Reserves. There are a couple of points I'd like to emphasize: First, these choices offer flexibility—you can select from any one of the services and can choose to go on active duty if you find it fulfilling. Second, the Guard and Reserves have evolved to be more operational than merely serving as a Strategic Reserve, like in the past. As advertising for the Guard suggests, it's not only a great way to support your community during a crisis, but it can also help pay for school and offer short tours to support active forces. Additionally, full-time jobs are available within the Guard and Reserves if you choose to apply for them. If you do go on active duty, prepare yourself to become a small part of a service brotherhood and sisterhood where it's "service before self" in all that you do.

SUPPORT GOOSE RIVER BREWING 701.636.2337 gooseriverbrewingpub.com terry@gooseriverbrewing.com /GooseRiverBrewing 24 West Caledonia Ave Hillsboro, ND 58045

Josiah Kopp

YEARS OF SERVICE BRANCH SERVED

YEARS OF BUSINESS OPERATION

JEFF OSTLUND 48

NOVEMBER 2023

R Q&A WITH JEFF OSTLUND Q: How long have you been operating Sandy's Donuts? A: Sandy's Donuts was founded in September 1983, and I've been running the show since October 2022. Q: What was deployment like? A: Deployments were definitely an experience. My first deployment was with the 31st MEU (Marine Expeditionary Unit). We traveled to Okinawa, Japan; the Philippines; and Darwin, Australia. We spent most of our time training for different types of warfare. We also had the opportunity to train with the Filipino Marines and the Australian Army. Australia was a lot of fun, but the Philippines was the most eye-opening. For one, we had to travel there on the USS Germantown, an amphibious assault ship. I promise it sounds cooler than it is. Ship life is quite miserable, and we had to spend a month and a half onboard. At one point, we docked in Manila, and we were able to get off and explore the city. At first, it looked just like LA or any other big city in America. There were Dunkin' Donuts, Chili's, and California Pizza Kitchen. However, when we went deeper into the city, we saw all the poverty. Large communities of people lived under tarps, plywood, cardboard, and whatever other scraps they could find to make a shelter. It was very sad. My final deployment was for Operation Enduring Freedom. We were sent to a small base in Now Zad, Afghanistan. Our main mission was to provide security for the base, train and support the Afghan Army, and offer support to the locals. This

deployment was probably the most eye-opening experience of my life. The locals lived in mud huts, some of which were partially destroyed from years of war. We would have locals, including children, come to our base after suffering major injuries from Improvised Explosive Devices (IEDs) that the Taliban had planted. Q: What was your first job after service? What was that experience like? A: After leaving the Marines, I started college at M State and worked part-time delivering library books to small-town libraries across Minnesota. This was a straightforward job; I just had to get up early. Once May arrived, I took a job as a farmhand near Breckenridge, MN. It was a great experience. I learned how to drive tractors, beet trucks, semis, and much more. The confidence I gained from the Marines directly correlated with this job.

DID YOU KNOW? CONTINUED » FARGOINC.COM

was sitting empty. After some research, the idea for Sandy's Donuts was conceived. He borrowed a little money, bought some equipment, and started making donuts on September 13, 1983. It was an instant hit.

DID YOU KNOW? Q: Did you have any struggles after returning to civilian life? A: Adjusting to civilian life seemed easy at first. I was thrilled to have my freedom back and to be able to spend time with my family and friends. However, that changed pretty quickly. My biggest challenge was finding my purpose. Civilian life, though fun, didn't seem very rewarding for someone like me. I often felt like I wasn't good enough, leading to anxiety, depression, and anger. I still struggle occasionally, but I now know my purpose. I run a business that brings smiles to so many faces, provides jobs for around 120 employees, and makes a positive impact in our community daily. Q: Tell me a bit about Sandy's Donuts that readers may not be aware of. A: Sandy's Donuts was the creation of my grandfather, Sandy (Sanfred) Ostlund, and his love for making donuts. In 1983, Sandy lost his job running a trucking company. He was 55 years old and had a difficult time finding a new job. A good friend suggested that he open a donut shop. You might find this to be an odd suggestion, but Sandy's friends and family knew that he loved making donuts. When Sandy was a child, his mother taught him how to make donuts in a cast-iron pan on a coal-burning stove using her very own buttermilk donut recipe. As an adult, he would often make them for his friends, who found them delicious. It so happened that the bakery in West Fargo, where Sandy lived, had closed down and

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Sandy's dream was to have a mom-and-pop-style business where he made donuts at night and his wife, Donna, with some help, would sell them during the day. The demand for donuts was incredible, and to keep up, they quickly had to hire more help. They were so busy that many times they did not even make it home but had to take a nap in the back room in sleeping bags. Their son (my father), Mark, heard about this and decided to leave college and come home to help out with the business. The three of them made a good team, and Sandy's continued to grow. They moved to a new location just a few blocks away on December 29, 2002. This new location, a former Hardee's building, gave them twice the space and much-needed parking, and is now their flagship location. At this time, Mark took over running the business. Donna retired, but Sandy kept on doing what he loved. He slowed down but was still an important part of the business. On October 13, 2008, Sandy passed away from complications of a stroke he had suffered just a few months earlier. He had still been working every day right up until the stroke. The story does not end here. Sandy was dearly missed, but Mark knew he had to keep his dad's dream going. He wouldn't be a very popular guy in West Fargo if he let it fail. Over the next few years, the business really started to grow, and on September 22, 2014, a second Sandy's location on Broadway in Fargo was opened. With the addition of this new location, they soon realized that the small kitchen in West Fargo, where all the donuts were made, would not be able to keep up with the demand. In 2015, a 2,000-square-foot kitchen addition gave them the needed production space. On September 11, 2019, a third Sandy's location opened on 45th Street in Fargo, in Osgood. Sandy's Donuts, which started as a dream after the unfortunate event of a job loss, has become a successful business with over 120 employees, three retail locations, and around 80 wholesale locations. Thank you, Grandpa, for pursuing your dream and for leaving us this legacy! Q: Did you ever plan to own a business before enlisting in service? A: When I enlisted in the Marines, I really had no idea what I wanted to do post-military. However, I did know that I didn't

Courtesy of Jeff Ostlund

want to work at Sandy's. I was aware of the sacrifices my family had made to keep the business going, and I wanted to take a different path.

donning the caveman costume, or brainstorming over a good cup of coffee. If you're lucky, you might even see me behind the front counter!

My perspective changed during my time at NDSU. It was there that I discovered my love for business and entrepreneurship. Initially, I wasn't sure whether I wanted to start my own business or join the family business with the eventual aim of owning and operating it. However, once I understood my purpose and the impact I could make, my vision became clear.

Throughout my time at Sandy's Donuts, I've performed nearly every job role. This experience has been integral to my success, and I like to rotate through these roles occasionally. Not only does this earn me the respect of my employees, but it also gives me a deeper understanding of the current state of our business.

Q: What does a normal day at Sandy’s Donuts look like for you?

Q: What were your friends and family's reactions when you told them you were pursuing service?

A: Although no two days are the same, a typical day for me is usually spent in the office. My activities range from working on strategic business development and R&D to creating engaging content for social media, answering emails, and focusing on sales.

A: My friends and family were very proud and supportive when I decided to enlist in the Marines, and the same goes for when I took over the business.

When I'm not in the office, you might find me taste-testing new donuts, making deliveries, actually making the donuts, CONTINUED » FARGOINC.COM

Courtesy of Jeff Ostlund

Q: Has your service experience changed your business mindset? A: My military experience definitely changed my business mindset. I learned how to be a better leader, improved my confidence and decision-making abilities, and became more resilient. Without my military experience, I do not believe I would be where I am today. Q: Have you found any specific resources or support networks that have been instrumental in your entrepreneurial journey as a Veteran?

A COMMUNITYORIENTED MINDSET

A: The North Dakota Small Business Development Center has been a great resource for me. Q: What was the hardest challenge for you to date regarding Sandy’s Donuts? A: Although I did not start the business, the hardest challenge for me has always been maintaining an appropriate work-life balance. I am married and have two children, and juggling a business and a family can be very difficult. Q: What does being a Veteran symbolize to you? A: Being a veteran, to me, means having a commitment to something bigger than yourself and a willingness to put your country before your own needs. Q: Who are your biggest mentors that you can attribute some of your successes to? A: There have been many influential individuals in my life, but the most significant would have to be Mark Knutson, founder CONTINUED »

NOVEMBER 2023

Courtesy of Jeff Ostlund

of the Fargo Marathon. Mark was a visionary, leader, mentor, encourager, confidence builder, and friend.

Q: What advice do you have for others considering enlisting in service?

Mark was always encouraging and instilled confidence in me. He genuinely believed in me, which in turn helped me believe in myself. Whether I was going to run a business, a marathon, or start a family, Mark was always there to encourage me.

A: For those considering joining the military, you should know that it will be much different than you might expect. Do your research on each branch and make sure you're joining for the right reasons. Even though I was a Marine, one piece of advice I often give is to consider joining the Air Force!

Mark passed away this past summer in a tragic bike accident, but I haven't forgotten what he taught me. I plan to continue pushing myself in all aspects of my life. Thank you, Mark, for all you have done for me and so many others. Q: What advice do you have for business owners in the area who are just beginning their endeavors? A: Running a business can be fun, miserable, stressful, and laid-back—all at the same time. There will be days when you want to quit and days when you couldn't imagine doing anything else. Remember the good days to help you get through the bad ones and never quit on a bad day. If you're still ready to quit on a good day, then maybe it's time to hang it up. Until then, keep pushing and don't give up. The light at the end of the tunnel is closer than you think, and the struggles you go through now will better prepare you for the future.

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SANDY’S DONUTS & COFFEE SHOP 701.281.0430 sandysdonuts.com info@sandysdonuts.com /SandysDonuts @sandys.donuts @sandysdonuts 301 Main Ave W West Fargo, ND 58078

Photo Courtesy of Reeves Photography

YEARS OF SERVICE BRANCH SERVED BUSINESS OPERATION

CAMILLE REDMANN 56

NOVEMBER 2023

R Q&A WITH CAMILLE REDMANN Q: What was deployment like for you? A: I was slated to deploy in the middle of my four-year term but did not get the opportunity to go. At the time, I remember being upset about not deploying, but now I see it as a blessing. Part of the reason that I continue to work with combat veterans is because of the men and women I served with. Some made it home without visible wounds; others made it home with visible wounds, and some didn't make it home at all. I couldn't change any of that. What I could help with were the invisible wounds, which I was already familiar with. Q: What was your first job after service? A: After separating from the Air Force honorably in September 2006, I enrolled at the University of North Dakota in January 2007 to study Social Work. The transition to campus life was challenging. The rules were almost non-existent compared to what the military had taught me. I remember being on campus on the first day and feeling both confused and frustrated that students were carelessly walking into traffic and the General grass!

Q: Did you have any struggles after returning to civilian life? A: I've been out of the military for 16 years and rarely feel like I struggle with adjusting to civilian life. The adjustments right away were challenging. I take a lot of positives from my experiences in the military, acknowledging the systems, people, and institutions for what they were and are. Q: Tell me a bit about Down To Earth Counseling. A: I started Down To Earth Counseling to achieve autonomy in my practice. Working with combat veterans and their families has been a highlight of my career. My journey with trauma work began at the Vet Center. In 2018, I started training in Eye Movement Desensitization and Reprocessing (EMDR). This modality has not only greatly impacted how I work with my clients but also how I want to shape my practice. I aimed to provide quality care while also taking care of myself and maintaining a manageable caseload. In February 2021, I registered Down To Earth Counseling PLLC with the State of North Dakota. I saw my first client in September 2021 and began working full-time in January 2022.

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Q: Did you plan to own a business before enlisting in service? A: I was 18 years old when I enlisted in the Air Force, and at that time, my ideas and visions were severely underdeveloped. It wasn't until I graduated with my Master of Social Work in August 2011 that I began entertaining the idea of one day owning my own practice. That vision continues to grow and expand every day. Q: What does a normal day on the job look like for you? A: My day-to-day operations are regimented, a useful tool I developed from my service. I start my days early, with my first clients arriving at 7 a.m. I've adjusted my schedule multiple times to accommodate both my nervous system's needs and my family life. Currently, I see 5-7 clients four days per week. Recently, due to my office location moving, my day-to-day routine has been in flux as I strive to find balance again. In between seeing clients, I collaborate with local community leaders and members. In 2022, I was awarded a contract by the ND Department of Behavioral Health to work with the ND Highway Patrol, providing both clinical and non-clinical services in the Northeast Region. This contract was extended in 2023 to include additional first responders. Additionally, I continue my collaboration with the Grand Forks Police Department to enhance officer safety and wellness by offering clinical evaluations. Both opportunities allow me to provide training for those serving the local community in law enforcement roles. I've participated in a total of six ride-alongs with the ND Highway Patrol and one with the Grand Forks PD. These ride-alongs are a key component in my efforts to develop training for first responders, complemented by my education, experience, and personal understanding of trauma. Q: What were your friends and family's reactions when you told them you were pursuing service, and what was their reaction when you told them about your business? A: Upon joining the Air Force in 2002, I received support from both family and friends, although there was some apprehension about what the future would hold. Fear was to be expected at that time. Similarly, when I opened my business in 2021, there was a sense of fear and uncertainty

NOVEMBER 2023

about the future. My husband and I grappled with this uncertainty as I transitioned away from Civilian Federal Service. Nevertheless, friends and colleagues have continued to support my vision for growing this practice. Q: What do you remember about your first days when launching your business? A: The first year in business was a learning curve. I contracted with a biller, Simply Genius Billing (shout-out to a fellow OG North Dakotan, Becky Vandenberg from Edgeley, ND). Becky has helped me understand the world of billing third-party insurance companies for clients. However, not all aspects have been smooth. In the first quarter, I paid taxes to the wrong place and had to hire a CPA to locate and redirect my tax payments to the proper entity. Q: Has your service experience changed your business mindset? A: My military service has significantly impacted my business mindset. I believe all my past experiences, good or bad, influence how I want to operate in business. The structure of the military has helped me understand systems and has painted a clear picture of the kind of structure I want to implement. There were some really great examples of leadership in the military. Colonel Douglas, a Group Commander I had while stationed at Elmendorf AFB, provided me with an example of what it means to be a leader who possesses both strength and compassion. As a young Airman, he would release us early every Friday from the office, always asking, "What do you have to do here yet today that is life-threatening?" We would get to leave early on Fridays. Although I didn't understand it at the time, he taught me the importance of rest as a leader—how to show up for the job, maintain composure, and then take time to rest. Q: What do you see as North Dakota's greatest benefits to starting a business here? A: North Dakota offers numerous opportunities for growth and development as a business owner. The resources I received from the North Dakota Small Business Center at UND were amazing. Specifically, I'd like to give a shout-out to Nicole Evans. I walked into her office with ideas trapped in my mind, and she helped me conceptualize and put my visions on paper.

Photo Courtesy of Camille Redmann

Q: Have you found any specific resources or support networks that have been instrumental in your entrepreneurial journey as a Veteran? A: I worked with Wendy Klug at the Veterans Business Outreach Centers of ND and SD. The VBOC helped me break down my vision into tangible action steps to move forward. Q: What was the hardest challenge for you when opening Down To Earth Counseling? A: One of the most difficult challenges in opening my business was navigating and understanding the world of insurance companies. I am currently paneled with five insurance companies, each with its own processes, policies, and procedures that differ from one another. Every client I see has varying plans that offer specific benefits for mental health. Up until the point of opening this practice, I had no

experience working with insurance companies. I knew at the time of establishment that I did not have the capacity to learn this system, which is why hiring Becky to manage that portion of the workload was so vital. Additional tasks such as technology take a back seat in terms of challenges. I am very thankful for a small, locally-owned business that continues to help me navigate technology. Q: What does being a Veteran symbolize to you? A: My understanding of being a Veteran has changed over the years. Initially, after my discharge, I struggled with how to respond when faced with questions about my service. One of the most frequent responses I would give was, "I was in the military, but I didn't deploy." That reply persisted during my work at the Vet Center. Today, I see it differently. I feel a connection with others who understand what the fight was for—the fight I would have been in with them had I been CONTINUED » FARGOINC.COM

Photo Courtesy of Camille Redmann

deployed, as well as the fight I watched others face. That unique connection is what allows me to call myself a Veteran. Q: Who are your biggest mentors that you can attribute some of your successes to? A: I continue to have so many wonderful mentors in my life, both professional and personal. I'd like to share my personal mentors with you, as I believe their impact is significant in both aspects of my life. I'm describing two wonderful women who have shown me grace, love, and forgiveness. The first individual I call my sister, though she's actually my biological cousin. In our youth, she taught me to be carefree and kind. In our adulthood, she continues to teach me true unconditional love, infused with a good amount of humor that keeps our connection both special and hilarious. She has been a stable

presence in my life. The second individual is someone I call my best friend, a true best friend since I was 14. She has watched me fall (and laughed a little) before helping me get right back up. She taught me how to listen and be open, how to share in someone's happiness or frustrations, and how to find solace in understanding myself. She has taught me much about my own strengths. These women continue to help me navigate growth, both in life and in business. Q: What advice do you have for business owners in the area who are just beginning their endeavors? A: Starting a private practice has proven to be both exhausting and rewarding. One of the major keys to my business's success has been contracting a biller for insurance claims. I would encourage new business owners to work CONTINUED »

NOVEMBER 2023

with a biller to help navigate the complex world of insurance. Doing so has reduced my workload and proved to be a worthwhile investment. If your intent is to grow, start small. I have visions of opening a Trauma Treatment Center in North Dakota. I began in 2021 with a modest single office and waiting area. Starting in October 2023, I'll be adding an administrative assistant position and am currently in the process of interviewing to add an additional clinician by year's end. It's crucial to invest in yourself as a clinician. I continue my training with Somatic Experiencing International in Nashville, TN, viewing this as an investment in my growth and an asset to the business. Embrace help. I have a wonderful network of friends, family, and colleagues willing to contribute to the growth of this business. Taking care of my whole health— mind, body, and spirit—continues to be extremely important for maintaining balance. Q: What advice do you have for others considering enlisting in service? A: I was 17 years old and can still see the image of the recruiter sitting at my kitchen table. Enlisting in the Air Force for me was about doing things differently. I look back on the decisions I've made, including joining the military, and I smile. I smile because I learned so much. I learned that even when broken down and stretched past my capacity, I can still be gentle, compassionate, and forgiving to both myself and others. I wouldn't immediately give "advice" to someone considering joining the military; instead, I would ask them a question: What is it that you are looking for in joining the military? Start there. Q: What are some interesting facts that you wish more people knew about Down To Earth Counseling? A: Down To Earth Counseling continues to expand its knowledge in the trauma-healing world. I continue to invest in myself and my business by attending Somatic Experiencing Training in Nashville, TN. I completed Beginning I, II, and III in 2023. In 2024, I will attend Intermediate I, II, III, and Advanced I, with completion of training scheduled for Advanced II in

NOVEMBER 2023

February 2025. According to SE 101 - Somatic Experiencing® International (traumahealing.org), Somatic Experiencing (SE) works to resolve symptoms of stress, shock, and trauma that accumulate in our bodies. It helps assess where clients are "stuck" in the fight, flight, or freeze responses and provides clinical tools to resolve these fixated physiological states. Trauma may begin as acute stress from a perceived lifethreatening event or as the end product of cumulative stress. Both types of stress can seriously impair a person’s ability to function with resilience and ease. The goal of adding additional clinicians is to offer Somatic Experiencing Therapy as an option among trauma treatment modalities. SE pairs well with Eye Movement Desensitization and Reprocessing (EMDR). Community involvement continues to be an important piece of who I am and who Down To Earth Counseling is growing into. Working with First Responders and Law Enforcement continues to be a passion of mine. I hope to expand training opportunities for LE departments looking to invest in the mental and emotional wellness of their personnel in 2024.

DOWN TO EARTH COUNSELING 701.740.9040 downtoearthnd.com camille@downtoearthnd.com /Camille.Redmann2021 2424 32nd Ave S Ste 102 Grand Forks, ND 58201

Geneva Nodland

YEARS OF SERVICE BRANCH SERVED YEARS OF BUSINESS OPERATION

MARK RHEAULT 64

NOVEMBER 2023

M Q&A WITH MARK RHEAULT Q: What was your life like growing up? What was your path to the military and why did you join? A: In 1973, my parents built a house in Reile's Acres. I believe that we were only the third house to be built there, so it was truly a rural environment back then. I was allowed to ride my Kitty Cat snowmobile at age 5 and my dirt bike motorcycle nearly anywhere by age 7. My parents were very trusting and empowering. Growing up, I spent a lot of time with my dad. He was a very hard worker and builder of many things. He built his houses, racecar, wood furniture, toys for family members, etc.—all from scratch, and he always included me when he was working on things. He was also super innovative in making things he needed when they didn't exist or were too expensive. All of these things gave me the confidence to start my first business at 12 years old. I wrote up my own business cards with a pen and paper, walked door to door to get customers, and mowed their lawns for $3/hour using our lawn mower (borrowed from my parents) and my own gas. Throughout my childhood, I was always enamored with flying. In high school, I studied to be a private pilot, but I couldn't afford the flight time required to get the license. I had pictures of jets and planes all over on my wall—I could name nearly all of the different kinds. When Top Gun came out, I couldn't help picturing myself as Maverick or Iceman hitting 5 Gs with ‘Danger Zone’ by Kenny Loggins playing in my headset. I aspired to go to the Air Force Academy to

become a pilot, but I didn't have the grades to get in. As the next best option, I signed up for the military a year before I graduated high school and left for basic training two weeks after graduating. I wanted to give service to my country, as my dad, my sister, and my brother did as well. It was also an amazing opportunity to travel and get some valuable work experience, and it would allow me to go to college using the education benefits offered by the military—both during and after service. There’s no other way I would have been able to afford to go, and my parents were both blue-collar and had never attended any type of higher education. They were very hard-working and wonderful people, but they weren't in a position to help with tuition or other living expenses, so the military seemed like the perfect solution—and it was. Q: What was deployment like? A: After basic and technical training, I was stationed in Germany for two years. During my first two years of service, the dominant focus was the Persian Gulf War. While in Germany, a couple of things were particularly memorable for me: 1. As a 19-year-old airman, I was put in charge of the night shift at the Top Secret SCI (a very high-security level) communications center. One night, around 2:00 a.m., a critical "Flash" message came in. This message was essentially to notify all top generals and officers that a major CONTINUED » FARGOINC.COM

offensive had just begun. I was responsible for notifying all the key commanders within a few minutes of receiving that message. Talk about a rush for a small-town country kid from North Dakota! It still astonishes me that the military entrusts such young adults with such important responsibilities. 2. The second thing that stood out was related to a special duty assignment I had for several months. I was put in charge of palletizing supplies and loading planes destined for the conflict zone. This was a joint operation between the Army and the Air Force, where we all worked as a cohesive team on activities that were not normally part of our jobs and training. Later, in my businesses, I fondly recall instances where the entire team pulled all-nighters to develop and test software coding for a critical deployment at a hospital the next day. Or when our sales and marketing team prepared a slide deck to present to potential funders with less than a week's worth of cash left in our bank account. Job titles and management levels didn't matter; everyone simply did whatever needed to be done. Q: What was your first job after service? What was that experience like? A: When I was discharged from the Air Force in 1993 (honorable discharge, of course!), my fiancé Karman and I got married, and we worked full-time while also attending college full-time at Southern Illinois University—it was the only way we could make ends meet. I tried many things—from selling vacuum cleaners, which I sucked at (I didn't sell a single one), to making band posters for the local bars. A few months later, we both started working for a small business that sold satellite dishes, in which we went house to house to find sales leads for them. Eventually, the survey job led to a promotion and raise (to $6/hr!) as their IT manager, and, along with the technical jobs in the military, eventually put me down the path for my entire career in technology. Although the job there was entry-level, I learned that I loved working in a small business environment because everyone has such a relatively significant role as compared to a big organization where sometimes you feel like a small cog in a big machine. Also, I loved that there were no artificial limits—that promotions were not based on a fixed amount of time in service or grade/rank, but rather they were purely performance-based. If you did a good job, you could get promoted or get raises every few months—I thought that was very empowering, especially because of my "get after it" mentality.

Q: Did you have any struggles after returning to civilian life? A: Newly married, my wife and I certainly struggled at first, not in adjusting to civilian life, but mostly in finding a job of any kind. We were extremely poor and living in a trailer house in a rough neighborhood, we had a tiny car that we shared and could barely afford, and we ate ramen or the little boxes of mac and cheese for most of our meals. We were in a scary place—with gangs and guns around us. In fact, when we were finally able to move out of the trailer and into a small rental, we returned to get our last mail to find that our entire trailer was shot up from end to end. Looking back now after having been married for over 30 years and having raised three wonderful daughters, Karman and I are thankful for that experience as it reminds us of where we started, and makes us grateful for every little step up we've been able to make since those days. From a business perspective, it was during the time in the trailer park that both Karman and I really began to think resourcefully—to do what we could with what we had wherever we were. This was an extremely valuable perspective, and it further made me a huge proponent of bootstrapping and being creative in order to make ends meet. Q: Tell me a bit about your journey with your various businesses. A: My wife and I moved back to Fargo in 1995 and my first job was an entry-level position in technical support at Sanford Health (formerly MeritCare back then). I was ecstatic to have it too, as we wanted to eventually buy a house and start our family. While there, I had some great managers, including Caryn Hewitt, who was (and still is) a phenomenal nurse, manager, and technology expert. They supported my curiosity and desire to try new things rather than just do things the way they had always been done. It was there that I taught myself how to code for web development after being given, as the newbie on the support team, a really terrible project that nobody wanted—essentially taking all the paper-based policies and making them available via computers. I proposed creating an intranet for use across the organization and putting all the documents on it there. I then helped create the first Internet website for the organization. I was eventually given my own team to develop and launch the sites in collaboration with the marketing group. Shortly thereafter, I realized that there were so many more manual processes and systems in healthcare that could be improved or even automated. We developed over CONTINUED »

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60 web-based applications for MeritCare over the next few years. Then, in late 1999, I left to join my first true technology startup as its first employee—a home automation company called BeAtHome—which is sort of like Ring and other home automation solutions today. Similar to Ring, homeowners would install some plug-and-play devices and manage it over the Internet. We released the first version of the system only five months after the company was started. The combination of those two companies—healthcare process automation and web-based home automation— really became the foundation for my later companies— Intelligent InSites and Infinite Leap—which were essentially the combination of the two concepts. Over time, I became incredibly passionate about wanting to use the technologies to help make healthcare better—both for the patients and families themselves, as well as for the care providers and support staff. I saw these technologies having the potential to be deployed in every hospital around the world—I was definitely thinking big. That was in 2005, and today, more than half of the hospitals in the U.S. have some form of these technologies deployed in their facilities. Each of the two companies I led/founded grew to about 50 employees while I was there. I found it incredibly rewarding to be a part of building businesses from an idea on a napkin into something that was fairly successful—of course, after the requisite "blood, sweat, and tears" and almost going out of business many times, as every entrepreneur can relate to.

Q: Did you plan to own a business before enlisting in service? A: I was always entrepreneurial to some extent, but my initial focus coming out of high school was to serve my country, find out what life outside of our area was like, and try to figure out what I wanted to do with my life. The pressure to decide what you want to do for the rest of your life when you are 17 or 18 is daunting, which is largely why I ended up changing my major 4 times and needed to go to college for 13 years (9 undergrad and 4 grad) to get my bachelor's and master's degrees. The military gave me stability and helped me develop the discipline that is critical to being an entrepreneur. I also realized what leadership is all about, which is where I developed my servant leadership management style. In the military, some leaders leaned on their rank to get people to do what they wanted. However, it was there that I realized the best leaders in the military were those who focused on serving their team, putting them first, and caring about the person regardless of their rank. Those under them wanted to follow them because they respected them and their leadership style. That was something that I carried with me for the rest of my career. Ultimately, the reason I decided to leave the military was that I felt there was too much structure for me, particularly as my entrepreneurial way of thinking continued to evolve, and that I had met my wife-to-be (Karman) and wanted to provide a stable environment to build our family and follow our passions. To that end, the encouragement and support from Karman as we started five different businesses over the years cannot be overstated—she has been my partner in every way, every step of the way, and I would never be where I am today without her. Together, we built our family and our businesses, and I feel incredibly lucky to have her by my side because she challenged me to think differently in so many ways and to strive to keep a balance between my work and family duties. Q: What does a normal day on the job look like for you?

DID YOU KNOW?

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A: I sold Infinite Leap in November 2021, so my days are a little different now. However, I recall my typical day pretty well. Most days, I would start by working out, as that has always been a constant. After working out, I would then do lots of reading— primarily non-fiction business and self-improvement-type books (Good to Great, Think and Grow Rich, A New Earth) and catch up on the latest industry news. I would then catch up on the overnight email, plan my day, and get after it. A typical day was quite a grind—12-14 hours was the norm, especially in the first 3-5 years of each company and also when we would hit either growth spurts or the inevitable crisis periods. I would always still do everything I could to spend time with

The Select Few": Mark Rheault and other soldiers in basic military training in 1990.

Photo Courtesy of Mark Rheault

my wife and three girls. Unfortunately, I didn't have much time for hanging out with friends and doing hobbies as family and work were my major priorities, which is part of the sacrifice of being an entrepreneur.

Q: What were your friends and family's reactions when you told them you were pursuing service, and what was their reaction when you told them about your business?

The way I liked to think about time management was that I have five main buckets to which I can commit my time and energy: family, friends, work, hobbies, and self-care (maintaining spiritual/emotional/physical health). I would imagine that each bucket can hold 10 pennies—so if all 5 were full, it would take 50 pennies. However, the reality is you only get 25 pennies, even if you work really hard and are efficient with your time, so you have to choose carefully where you spend them. For me, family and work always had 10 pennies, and the other 5 were mostly in the self-care bucket. That was just how life was for about 25-30 years. Fortunately, now that we've sold the business, I am able to reassign those pennies differently and focus on areas that were previously shortchanged, so to speak.

A: With respect to going into the service, I had the full support of my parents and siblings. My mom was the most worried, and understandably so, especially when I was deployed overseas during the war. But they both always told me how proud they were, and thought it was great that I went in. With regards to starting the businesses, as I mentioned, my wife was very supportive, but rightfully nervous, especially when we had to take out debt and put our home mortgage up multiple times as collateral. There were many instances in which we would get down to less than a week's worth of cash in the bank to meet payroll. Also, I held the philosophy that you needed to be willing to risk everything for the big win later—so not only did we put up our mortgage, but I paid myself at about the median level of all of the employees— CONTINUED » FARGOINC.COM

even up to the last day before we sold the company a few years ago. We lived frugally through the years, including shopping at thrift and discount stores, but we always felt like we had enough. My kids were very supportive as well. When I went through several years where I had to travel about two to three weeks out of the month, I tried to stay close to them by writing individual letters to Karman and each of my three girls on the first leg of my flight and mailing them from the airport. They told me later on how much they really appreciated those letters and that they were really important to them, and they still have all the letters today. In the days of email and text messages, I guess one should never underestimate the value that receiving a handwritten heartfelt letter can have.

project, Conrad Emmerich and Dr. Scott Leddy, to whom I will always be incredibly grateful. Their implementation became the premier case study for the entire industry and is still to this day the best overall implementation and use of the technology anywhere in the world because of the vision and commitment of everyone mentioned.

Q: What do you remember about your first days when launching your business? A: It's interesting, as I had two very different experiences at each of the last two companies that I ran. Both were very exciting in terms of creating something new and having big plans. However, the approach at Intelligent InSites was to get angel investment, build a prototype, and then raise multiple rounds of institutional venture capital to fund our exponential growth. As a result, much of my time was focused on creating a board, developing investor materials, doing hundreds of investment pitches, and hiring as fast as I could bring in more investment dollars. Conversely, at Infinite Leap, I went with the bootstrapping approach with no employees, besides myself, for the first sixteen months, and I never hired anyone without having enough money saved up from our business operations to pay them for at least six months. I focused all my energy on making my first customer, Wake Forest Baptist Health in Winston-Salem, NC, completely satisfied and referenceable. Over the years, I ended up making 106 trips from Fargo to Winston-Salem—each trip consisting of three airplane hops each way, just for that one client. I was able to grow my team over time as the size of the account grew, and those first team members—Mary Jagim, Dave Gorman, Houston Klassen, Scott Hondros, and Diane Klassen—deserve the vast majority of the credit for our success during our first five years. Ultimately, the strategy of focusing our efforts on establishing a flagship site paid off as I forged a strong vendor-client partnership relationship with the executive sponsors of the CONTINUED » 70

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Q: Have you found any specific resources or support networks that have been instrumental in your entrepreneurial journey as a Veteran?

DID YOU KNOW?

Q: Has your service experience changed your business mindset? A: Absolutely, my military experience had a profound impact on my business mindset, particularly with regard to the following attributes: Discipline: In the military, discipline might mean maintaining your military bearing when you are standing at attention, but also being diligent in fulfilling your duties. The same discipline is critical in the business world—you create the plan, then you work the plan until it is finished, and you stay focused, not letting less important things distract you. Structure: In the Air Force, we organized into divisions, squadrons, flights, and so on, in order to achieve certain goals and tasks. Being organized is how things get done. Those organizational models and strategies are much more dynamic in a tech company, but the thought process and goals are very much the same—to get the maximum effectiveness and results from your team and other resources. Teamwork: In the military, sometimes the stakes are life and death, and that is where some of the camaraderie really comes from. You have to have one another's back. Though it may not mean life or death in business, accomplishing goals and creating a positive, effective culture requires a similar teamwork mentality of having each other's back and working towards the greater good for the sake of the customers and fellow team members.

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A: Similar to the idea that "it takes a village to raise a child," I would say it takes a village to build a company, and North Dakota provides one of the best "villages" when it comes to resources and support for entrepreneurs. Without the organizations below, neither of my companies would have ever been able to achieve what we were able to achieve. Whether it is something big like a low-interest loan, or something small like a point in the right direction, the support of these organizations and others like them can make all the difference. GFMEDC: Every business, especially small ones, in the area should be in contact with the Greater Fargo Moorhead Economic Development Corporation (GFMEDC). They were invaluable in making me aware of all of the potential programs out there that could benefit us from both a state and local level—from ND funding programs to banking contacts to federal programs—these guys seem to know everything about the many resources that businesses can leverage. gfmedc.com Emerging Prairie: Greg Tehven and his team at EP are absolutely phenomenal, and Fargo is extremely fortunate to have this group as an innovator and facilitator for many valuable programs for entrepreneurs. emergingprairie.com Bremer Bank: Though the big banks are appropriate for some businesses, regional banks like Bremer are ideal for helping young businesses, both in their startup phase and as they grow in their early years. When COVID hit, my "very high-tech top five in the country" big bank failed to get us a PPP loan in a timely manner, and we were facing having to have some furloughs or layoffs if we didn't get the funds within days. However, Bremer Bank stepped in and used sheer manpower to get our application processed and submitted, and we received the job-saving funds in only two days. Josh Herbold and his team there were incredible. bremer.com Bank of ND and the ND Development Fund: These are very unique resources in North Dakota that we are very lucky to have. At both Intelligent InSites and Infinite Leap, we were able to take advantage of their innovation and small business

Photo Courtesy of Mark Rheault

Mark Rheault presenting on Infinite Leap at 1 Million Cups

funding programs, including the LIFT loans and PACE loan programs. It's a win-win, as it helps the companies expand, and it helps create more high-quality jobs for the tax base for the state. commerce.nd.gov/economic-developmentfinance/development-fund As an officially designated Veteran Owned Small Business (VOSB), there are some great resources through the Small Business Administration that I recommend to any potential VOSB in North Dakota. Other resources: und.edu/dakotasvboc ndptac.org veteranbusinesscoalition.org therosienetwork.org

Q: What was the hardest challenge for you when opening your business? A: Looking back at how Intelligent InSites was started, I made several mistakes. First, I met my two future business partners when I was running a consulting practice, and they were looking for help with getting their business idea off the ground. They had a registered business for another business idea, and they had brought in several hundred thousand dollars from family and friends, as well as some of their own money. In an effort to salvage the investment, I partnered up with them and we used the existing business structure to start Intelligent InSites. That was a huge mistake because it’s hard enough to start any business from scratch, but we were also trying to do so while starting in a deep hole. In retrospect, it would have been much better and cleaner to simply close that business out and start fresh with the new idea that I brought in (using RTLS for healthcare) with a clean business structure. It would have been tough to see their previous business fail, but it would have helped us start Intelligent CONTINUED » FARGOINC.COM

InSites on a solid foundation without the baggage of trying to carry a failed business. Not only did it make it harder up front, but it also came back to bite me later on. This is why I often recommend to newer entrepreneurs to not start a new business with a complex structure with investors, partners, boards, etc., and to keep it simple and bootstrap as long as you can. Ultimately, the complex structure that I helped put into place opened up the opportunity for a takeover. In early 2011, I was abruptly terminated from my role as CEO in a narrow vote by the board. I had not seen it coming whatsoever, so I was devastated and felt hurt and betrayed. I had poured my full heart into it, sacrificed time with family and friends, lost my second family (my coworkers) that I spent most of my waking hours in the trenches with, and put everything my wife and I owned into the company. I remember when I had to tell her what happened, and how scared we both were as we were still living paycheck to paycheck and had a lot of debt. This turn of events meant that we had to start over. To make things worse, when Intelligent InSites was eventually sold several years later, none of the common stockholders, the founders, early employees, nor angel investors, received anything for their efforts or investment. Though that experience was incredibly tough at first, it was also a gift in the form of being the biggest lesson I've ever had in business. When I left Intelligent InSites, I felt that I had no choice but to get back up, dust myself off, and start again since we had nearly nothing in our savings and I didn't even receive a severance. So, the very next day after leaving the company, I registered Infinite Leap as a North Dakota business before I even had any idea what the new company would do—I just knew that I wanted to start it and run it completely differently, and not make any of the same mistakes I did with the way we set up Intelligent InSites. I wrote down 14 principles that I thought were important for the new business. As part of that, I committed to not bringing on partners or investors, but I did commit to making sure that a significant portion of the company would be shared with the employees if and when it was ever acquired. Although bootstrapping is challenging, it is a much better approach than bringing in different investors and/or partners too early, as it makes decision-making and maintaining alignment of goals and interests easier. I sold Infinite Leap to CenTrak (a subsidiary of Halma) in November of 2021. They are currently considered the market leader in the segment it focuses on, that being Real-Time Location Systems (RTLS)

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Mark Rheault in basic training at 18 years old

Photo Courtesy of Mark Rheault

for Healthcare. When it came time to sell Infinite Leap a few years ago, everything worked out exactly as it was supposed to, including all of the employees being well-rewarded for their commitment, sacrifice, and hard work. They are the ones who made the company what it was, and I will be eternally grateful to all of the team members who were a part of making Infinite Leap a big success, with a special thanks to my amazing leadership team for their hard work and perseverance: Houston, Diane, Mary, Dave, Scott, John S, John O, Marnie, Sue, Sara, Kenny, and Joanna. Q: Who are your biggest mentors that you can attribute some of your successes to? A: There are so many people that I admire and have learned from as informal mentors. I have to start with my dad, LeRoy Rheault, as he really embedded the core values of hard work, honesty, integrity, and kindness to everyone. He often joked when asked "How are you doing?" and he would respond "I can't complain. Besides, it doesn't do any good anyway." and he would chuckle.

Another person I really look up to is my older sister, Sherri, a nurse, therapist, and Air Force veteran, who now works at a VA hospital as a mental health counselor/therapist. Her passion and calling is about helping veterans with PTSD and other mental health issues, which takes a very special type of person. Following this calling required her to take on many hardships, including leaving a successful career and going back to college in her 50s—she felt it was how she could make the most positive impact in people's lives. I admire her so much because she not only has a big heart, but she also has a profound sense of duty to our active duty military and veterans, has shown incredible perseverance through adversity, and was willing to sacrifice whatever it takes to realize her dream. I'm really proud of her as she has exemplified many of the values that I tried to bring into my businesses and my leadership style. Barry Batcheller, one of the legendary entrepreneurs from our region, really gave me the idea of bootstrapping Infinite Leap by starting as a services company and then building products with the profits from it. This is what enabled me to avoid CONTINUED » FARGOINC.COM

Photo Courtesy of Mark Rheault

The Infinite Leap Leadership Team, 2020

having to bring on partners or investors and thus maintain control of the direction and culture of the company. Michael McAllister, another former CEO who lived in Fargo and had a very successful exit a few years ago, was essentially the person that I would meet with to discuss any major challenges or decisions I was dealing with from time to time. It's cliche, but it's often lonely being a CEO as you have no peers in the organization—there’s always some level of bias in the conversations you have with your team, even if not intended. Having a peer that you can talk to who understands what you’re going through is super valuable, and I recommend that every entrepreneur work to develop

their go-to peers, or even a CEO mastermind group, to share ideas and talk about difficult things that you are trying to navigate. There are many more mentors I could list, including my brother Dan and my two CEO mastermind groups. As I mentioned, I liken building a company to the saying that it takes a village to raise a child—it takes the combined efforts and commitment from many people and groups, and I’m extremely grateful to those who have mentored me, as well as those who have demonstrated the attributes I value through their example. CONTINUED »

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Photo Courtesy of Mark Rheault 78

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MARK RHEAULT’S ADVICE FOR ENTREPRENEURS

#1 #2 #3 #4

Always Demonstrate Unquestionable Integrity Always do the right thing and never lie, even when nobody else would know. Be honest and transparent in every possible instance, as it builds trust and loyalty with team members, customers, partners, and other stakeholders. That really pays off when tough challenges and situations arise, as they inevitably will.

Servant Leadership Invert the org chart pyramid and have the mentality of you serving your team, not the other way around, and promote that philosophy as a shared value in your organization. Be authentic in every interaction, and show your team that you truly respect and care about them and their professional and personal development, families, and success. As The Minimalists always say in their book, "Love people and use things, because the other way around never works."

Bootstrap as Far as You Can Go I learned the hard way that bringing on big-name investors and people who seem to be good partners isn't always what you envisioned. With Intelligent InSites, I felt like I had too many people to please (the board, investors, partners) which took focus away from the ones that really matter—the team members and our customers. Accepting other people's money and bringing on partners are both potentially slippery slopes—not always, but often they are. From my experience in building businesses both ways, the bootstrapping approach was a bit more challenging at first but was incredibly beneficial down the road. It also forces you to make sure that you have a solid product-market fit before you put the marketing pedal to the metal, which is when the big expenses really start to accrue quickly.

Hard Work and Perseverance There really are no substitutes for these. I can't tell you how many times I thought we were at risk of going out of business or failing for one reason or another. Whether it was macro issues like the 2008 financial crisis right when I was raising capital, the massive impact of COVID in 2020 (especially in trying to sell technology to hospitals when they had much bigger issues to deal with), or more specific issues to my firm, like product outages or hostile takeover attempts (by both investors and in one case, by a customer), the problems sometimes seem insurmountable. Just like the metaphor of "Three Feet from Gold" in the book Think and Grow Rich, or the famous quote from Steve Jobs "I'm convinced that about half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance,” it’s about continuing to grind forward, especially when it feels like the light at the end of the tunnel could be a train.

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Q: What advice do you have for others considering enlisting in service? A: I wish more people took the opportunity to join the military when they are young, ideally shortly after graduating high school. It’s not only a great way to get out and see the world while giving service to your country, but it also sets you up to go to college and graduate debt-free. It also helps you learn skills and develop discipline that you leverage for the rest of your life. I think nearly everyone could benefit greatly by serving at least one term (4-6 years) in it. Speaking for myself, I cannot imagine a better start, right out of high school, than serving in the military. That said, admittedly, there were some things that were challenging or frustrating, as there are with any large organization—bureaucracy, rigidity, and processes that, on some occasions, seem to defy common sense, as well as a lack of freedom to simply quit or move home if you really wanted to.

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However, there are so many upsides that counter these downsides—the skills you gain, the pride of being a veteran that you have for the rest of your life, the stability in pay and a job, the health and education benefits, the ability to use your assigned station as a base to travel from (I learned how to ski in the Alps and went to nearly 10 countries while based in Germany for two years). In what other job do you get to do all of that at the ripe age of only 18? I guess I'm a little biased, but being an entrepreneur and looking back, I couldn't have imagined a better way to have left the nest than to take the big leap in joining the military as it provided a great foundation for all my future endeavors.

FIND MARK RHEAULT ON /MarkRheault

Gary Ussery

YEARS OF SERVICE BRANCH SERVED YEARS OF BUSINESS OPERATION

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I Q&A WITH MARK HAGEROTT Q: What was your path to the military? What led you to join and serve our country? A: I grew up surrounded by a family devoted to the military and serving our country. My father was in the Navy; I remember looking at his cruise book way back in the day. Once he got out of the Navy, he became a defense contractor and we moved around to missile silos, as he did a lot of defense work. Furthermore, both of my grandfathers were in WWI and WWII. I remember spending a lot of time out on the farm with them growing up. I also had an uncle who was at Pearl Harbor, whose ship sunk out from underneath him. I have a second cousin, who was a cattleman out of Mandan, who was the only one to survive out of his landing craft when he saw a Japanese fighter lining up on the landing craft and he could see the trajectory of the bullets. Within an instant, he threw up his rifle, and his pack, and just climbed out of the landing craft as it just wiped everybody out. The humorous side that he would share, however, is that he had a bullet go through his buttocks, but he did survive the rest of the war.

So, after hearing all of those various war stories including sinking ships and blown-up landing crafts during WWI and WWII, along with my father being a reservist in the Cuban missile crisis, I was still more than interested in the military. It was always kind of the family thing. Once I started reading about what the military could offer, short of wartime, of course, it was fascinating. I left via the Bismarck airport for the United States Naval Academy in Annapolis, MD when I went into the military. Q: How long did you serve? A: I served for 20 years over 5 ships as an operational commander, then I became an academic. I was still in uniform and was deployed to Afghanistan as an academic for another 10 years, but I was an administrator at that time. Still, I was in a dangerous war zone, but if you count all that, I was in uniform for 30 years.

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Mark Hagerott during his time overseas in service (2002)

Q: How did your perspective and outlook on life change from pre-service to post-service? A: My main takeaway from service has been the importance of helping younger people. I started out confident, did well in school and sports, and thought success was about individual effort. However, over my time in service, I noticed that not everyone had the mentorship or stable backgrounds that I was lucky enough to have. That realization changed my focus; I understood that I could have a role in guiding these young individuals to make it through life safely, which is a big reason why I remain committed to my job and stay on the path that led me to where I am today. I also see that well-funded Ivy League schools have extensive networks to support their graduates. But what about students from smaller towns who rely on the university system to prepare them for the future? This responsibility extends my commitment to making a difference in the lives of young people.

Q: What led you to an academic career path, and eventually, Chancellor of the North Dakota University System? A: I did well in school academically as a Rhodes Scholar and Oxford graduate, which opened doors for me. I always liked reading and studying the world, and did pretty well with machines and technology, as part of the farm life was having to fix stuff, which was always intriguing to me. That interest led me to become a naval nuclear engineer, specializing in power generation and distribution. My last role was as the deputy secretary of defense's front office. While I was on a promising career track, I realized that the lifestyle was tough on my family. When children have to attend five different schools, it isn't easy for anyone involved. So at that point, I realized that, for my family, we probably needed to stabilize a little bit. Opportunities arose to return to academic settings like Annapolis and the war college because many veterans are CONTINUED »

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retiring, leaving these large gaps in military education. They invited me to teach, allowing me to balance family stability with preparing the next generation of military leaders. It wasn’t great seeing civilians who didn’t know much about the military trying to teach young people about the military, so guilt can be underrated as a motivator. Q: What does being a Veteran symbolize to you? A: Part of our role as veterans is to remind people that the world is a dangerous place. My time in Afghanistan showed me that many of us were safe primarily because the U.S. was backing us. In contrast, Afghan civilians often had no protection unless they had financial resources. In my opinion, places like the United States, Canada, and Britain are among the few where you can sleep soundly, expecting to wake up safely. Given the importance of veterans in maintaining this security, it's crucial to support them in education and employment. Many veterans from Afghanistan and Iraq are struggling to find jobs, and it's imperative that society takes care of them. We've recently hired a new chief of staff who's the Deputy Assistant Secretary of Veterans Affairs, so we're considering expanding our efforts to assist veterans.

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Q: Do you have a call to action that we could include for readers? A: We’re living in a historic time. All you need to do is look at the news and see what's going on in Washington DC, Israel, Ukraine, or all this stuff about AI that the younger people need to be intellectually engaged with. Physically, there are so many epidemics of depression, sadness, obesity, and plenty of crises going on in our own backyard that I never thought I’d see in the United States, crises—both mental and physical. Our security is still pretty good. If you're someone who grew up in a privileged environment with a well-off family, we really need everybody to help the other part of our country continue to adapt and do better instead of retreating to gated communities. We need to help take care of our fellow Americans and innovate, including military service, but also just being involved in our communities. There are so many people alone at home now, binge-watching television and not joining human organizations. It’s critical to devote a good part of your time to your human community where you are and help people as we travel through this changing world.

MARK HAGEROTT'S 20 TIPS FOR ENTREPRENEURS 1.

Develop a Clear Mission and Vision Define purpose and long-term goals.

2. Establish a Chain of Command Clearly define roles and responsibilities within your organization. 3. Utilize Technology Leverage technology and data analysis. 4. Maintain Security Invest in physical and cybersecurity measures to protect your assets, data, and intellectual property.

11. Assess Risks Regularly assess potential risks and develop strategies to mitigate them. 12. Diversify Supply Chain Avoid reliance on a single supplier or source for critical materials. 13. Achieve Financial Resilience Maintain a strong financial position with reserves. 14. Establish Communication Protocols Establish clear communication protocols.

5. Conduct Regular Training Employee training and development enhances skills and adaptability.

15. Move to the Sound of the Guns Be flexible and adaptable in response to changing conditions and emerging trends.

6. Plan, Plan, Plan Conduct planning exercises to prepare for potential situations.

16. Know Your Adversaries Stay informed about trends and competitor activities.

7. Create Contingency Plans Develop plans for various scenarios, including crises and disruptions.

17. Develop Leadership Identify and nurture leadership to ensure a strong succession plan.

8. Emphasize Teamwork Foster a strong sense of teamwork and camaraderie among employees.

18. Manage Resources Allocate resources strategically to prioritize critical functions and initiatives.

9. Implement Standard Operating Procedures (SOPs) Develop and enforce SOPs to ensure consistency and efficiency.

19. Focus on Results Maintain a customer-centric approach to drive business growth.

10. Emphasize Process Improvement Encourage your people to look for ways to do things better.

20. Conduct After-Action Reviews After events or projects, conduct reviews to assess performance, identify lessons learned, and make necessary improvements.

FARGOINC.COM

WALL OF HONOR LOCATION CATEGORIES

A Wall of Honor display being unveiled by a Wall of Honor supporter.

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N Most nonprofit organizations stem from a cause for positive change, with Wall of Honor being no exception. According to Ibach, the Wall of Honor began when a Vietnam veteran had the vision to honor men and women who served the United States and defended our nation’s freedoms. “He distinctly remembers the day he arrived home and his commanding officer told him to change from his military fatigues to street clothes because it was likely people would spit on him when he landed. This hatred didn’t kill his spirit; it fueled his desire to do something to honor the veterans who didn’t receive the respect they deserved. At the time, these young men and women joined the military by draft or individual enlistment. They were patriotic to our country and our communities. For some of these men, the Wall of Honor is the first time they have publicly received thanks for serving their country. It is our mission to honor these local heroes,” Ibach said. The Wall of Honor was formally launched on July 1, 2020, through a digital display at the Bismarck Amvets. Since then, the organization’s love for patriotism, the United States, and honoring those who served has only spread further over time, continuing to make an impact across North Dakota.

While the organization has made an immense impact on the state of North Dakota and its residents who have served in the last three years, its mission is far from over. According to Ibach, their goal is to bring the Wall of Honor to every county in North Dakota. “If you think the veterans in your community deserve to be honored, contact us, and we will set up a meeting.”

LOCATIONS IN 39 OF 53 COUNTIES

The aforementioned impact that the Wall of Honor makes is visual, meaning that each honoree has a picture of them with information regarding their military career. Furthermore, the Wall of Honor is also updated nearly daily. Today, the Wall of Honor spans far and wide across North Dakota, with 132 locations displayed across the state, at the time of writing. The organization is continuing to grow, both in terms of displays to honor those who have served our country, as well as the team behind the cause. The majority of the team, including Ibach, represent the mission as volunteers.

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At the time of writing, the Wall of Honor is featured across 132 displays, each in unique locations across the state of North Dakota.

Q: How has the Wall of Honor’s journey been since the beginning for those involved? A: For those of us who volunteer and those who work for the Wall of Honor, the sentiment is the same, “It is one of the most rewarding projects and career options we have ever volunteered for or worked for.” The stories we hear are often tear-jerking and joyous at the same time. Q: Can you explain the services that you offer today and how they contribute to/support the mission? A: We offer two main services: 1. Honorees: We honor veterans, active military, and first responders on digital displays in our trademark format. People submit themselves and loved ones to be honored on our digital displays, through our website the wallofhonor.org. Their photo and service information are included on their slide to honor their sacrifices in a very personal way. 2. Wall of Honor Displays: We install Wall of Honor displays in all types of establishments from high schools to airports. They stand as a permanent installation reminding the community that their friends and neighbors have courageously served our country. Anyone can request a Wall of Honor to be installed in their community and show their appreciation for local veterans and first responders.

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Additional services include canvas prints of honoree slides (available on our website) and tabling events (we will come to your convention, event, etc.) Q: What services will a donor's money go to when contributing to the mission? A: Donations are used to fund additional Wall of Honor locations and to support our mission—to honor the men and women who have fought for our freedom and those who protect our communities. Q: What are all of the ways that readers can support the nonprofit? A: If a reader wants to support our mission, they can donate, host a Wall of Honor display in their business, or simply participate in our mission by submitting an honoree to be featured on the Wall of Honor. Donations enable us to keep up with the expenses and keep the cost of submitting an honoree to an optional donation so that anyone can submit an honoree regardless of budget. Donations are accepted online and through the mail. If a reader is interested in hosting a Wall of Honor display in their place of business or other public space, they are encouraged to email us at contact@thewallofhonor.org. People can also support us by following us on Facebook and by leaving us a positive Google review, which helps more veterans find our services online.

THE WALL OF HONOR’S COMMON MISCONCEPTIONS 1. Submitting an honoree does not require an accompanying donation. “Some veterans are hesitant to submit an honoree because they think our suggested donation is mandatory, however, we believe every hero deserves to be honored, regardless of their budget.” - Tammy Ibach, Executive Director of the Wall of Honor 2. No, a feature does not have to be deceased. “We accept submissions from living veterans, active military personnel, and first responders too! Our only condition is that they have North Dakota ties.” - Tammy Ibach, Executive Director of the Wall of Honor

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The Second Annual Wall of Honor Clay Shoot was recently held on October 3rd at Capital City Sporting Clays. Proceeds from this clay shooting tournament went to the Bismarck Police Department, Western ND Honor Flight, ND National Guard, and the Wall of Honor. Q: What other locally founded nonprofits in the Bis-Man area come to mind when recommending a spotlight shined on other positive causes? A: 31:8 Project 31:8 Project's mission is to equip and challenge society to proactively address issues regarding human trafficking. They educate, advocate, and raise awareness. This is accomplished through the following three program areas: Education, Survivor Mentorship, and Bravery Backpacks.

Western ND Honor Flight Western North Dakota Honor Flight is a nonprofit organization created solely to honor America’s veterans for all their sacrifices. We transport our heroes to Washington, D.C. to visit and reflect at their memorials. Top priority is given to the senior veterans—World War II and Korean War survivors, along with those other veterans who may be terminally ill.

thewallofhonor.org

DID YOU KNOW?

701.400.9482 contact@thewallofhonor.org /WallofHonor @ndwallofhonor /company/the-wall-of-honor/ 1142 W Turnpike Ave Ste 5 Bismarck, ND 58501

NOVEMBER 2023

SERVING THOSE WHO SERVED

By Grant Ayers

avigating life after service can present a unique set of challenges for our veterans. As business owners, community leaders, and fellow citizens, it's our collective responsibility to ensure they have access to the resources and support they deserve. In this feature, we've curated a guide filled with resources tailored for our North Dakota-based veterans. While this may not include every resource available to veterans, this is a great starting point for any veteran looking to take the next steps in their entrepreneurial journey. Whether you're a veteran yourself, or simply someone looking to lend a hand, we hope this guide serves as a beneficial starting point for a brighter, more supportive future.

FEDERAL AND NATIONWIDE RESOURCES

The U.S. (SBA) – The Office of Veterans Business Development is a dedicated segment within the SBA, aiming to empower veterans on their entrepreneurial journey. Offering a robust array of resources, this office simplifies the path from military service to business ownership. Veteran entrepreneurs can explore various financing options provided to kickstart or expand their ventures. Additionally, the office facilitates business training programs designed to equip veterans with the essential skills and knowledge required in today's competitive business environment. Furthermore, the office acts as a gateway, connecting veteran entrepreneurs to a broader network of resources, ensuring they are well-prepared and supported in their commercial endeavors. Through its comprehensive offerings, the Office of Veterans Business Development stands as an ally for veterans transitioning into the business domain, making the journey smoother and more attainable. sba.gov/about-sba/sba-locations/headquartersoffices/office-veterans-business-development

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The OSDBU is dedicated to ensuring that veteran entrepreneurs are well-positioned to access and capitalize on federal contracting opportunities. By offering a bridge between veterans and government contracting, OSDBU helps to make the often complex federal procurement landscape easier to understand. The office provides essential guidance, tools, and resources to help veterans understand the requisites and processes involved in government contracting.

The Vets First Verification Program is a notable initiative that opens doors for veteran entrepreneurs, enabling them to compete for specific small business set-asides, or acquisitions exclusively for participation by small businesses, provided by the Veterans Affairs (VA). This program acknowledges the sacrifices made by veterans and aims to facilitate their transition into the business realm.

The OSDBU is committed to fostering a supportive environment that enables veterans to thrive in their business endeavors with the government. Through the VA OSDBU, veterans not only gain the insight needed to navigate the federal contracting sphere but also find a supportive ally in their journey toward achieving business growth and sustainability.

Upon successful verification, veteran-owned small businesses gain eligibility to partake in the VA’s set-asides, thus having a competitive edge in securing contracts. This program not only fosters economic growth among veteran entrepreneurs but also embodies a gesture of appreciation for their service.

va.gov/osdbu

The process of verification is meticulously designed to ensure that the benefits reach genuine veteran-owned enterprises. By providing a platform for veterans to thrive commercially, the Vets First Verification Program significantly contributes to the broader objective of empowering veterans beyond their military service, aiding them in establishing a solid foundation in the business sector.

VBP promotes veteran small business ownership opportunities by getting military, veterans, and spouses into business. VBP educates active duty military, veterans, business owners, financial institutions, public and private sectors, the general public, and legislators on the necessity for pro-veteran small business ownership and accompanying realistic federal and state business lending programs. The organization then connects these groups to facilitate veterans’ small business ownership. The VBP does this by proudly offering their unique “vharmony™️” business match-making service, connecting veterans/spouses seeking to acquire established businesses with business owners wanting to divest. Their vharmony™ service includes a caseworker to facilitate the often challenging road to purchase, as well as a seasoned business mentor after the completed transaction.

NaVOBA is an independent nonprofit organization governed and led by Corporate America. NaVOBA's mission is to create corporate contracting opportunities for America's Veteran's and Service-Disabled Veteran's Business Enterprises (VBEs/SDVBEs) through certification, advocacy, outreach, recognition, and education. navoba.org

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NORTH DAKOTA RESOURCES The Veteran Owned Business project is a comprehensive, user-friendly member network directory of small, medium, and large businesses owned by veterans, service disabled veterans (SDVOSBs/DVBEs), active duty military, reservists, and military spouses released on Veteran's Day 2008. Veterans can also find a number of great resources for starting a business here. veteranownedbusiness.com

The NDOVA's mission is to assist veterans of North Dakota and their dependents in obtaining all benefits to which they're entitled, both federal and state, either by direct contact or through the assistance of County Veterans Service Officers, Tribal Veterans Service Officers, or Nation Service Officers. nd.gov/veterans/benefits-services

ACP's free Mentoring Program connects post-9/11 veterans (Proteges) with corporate professionals (Mentors) for customized mentorships. ACP assists veterans on their path towards fulfilling, long-term careers, whether the veteran is job searching or newly employed. Typical mentorship goals include: • Resume review and interview preparation. • Career exploration and understanding job opportunities. • Career advancement, once a career is obtained. • Work-life balance, networking, and small business development advice. • Leadership and professional communication tips. acp-usa.org

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The ND SBDC extends its expertise through training workshops, some of which are specially tailored for veterans, acknowledging the unique experiences they bring to the entrepreneurial table. These workshops cover a broad spectrum of business topics, offering veterans an opportunity to refine their skills and gain insights into the commercial sphere. With a blend of personalized advising and tailored training, the ND SBDC not only fosters a nurturing environment for business growth but also pays homage to the veteran community by providing resources that cater to their distinct needs. ndsbdc.org

The SHRM Foundation's Veterans at Work Certificate, developed for HR professionals, hiring managers, and frontline supervisors, is a multi-faceted program from the SHRM Foundation. Through this certificate program, you will: • Learn the value that skilled veterans bring to the civilian workplace. • Demonstrate your commitment to attract, hire, and retain these talented professionals.

Vet Centers are the people in Veteran Affairs who welcome home war veterans with honor by providing quality readjustment counseling in a caring manner. Vet Centers understand and appreciate Veterans' war experiences while assisting them and their family members toward a successful post-service adjustment in or near their community. Some of their services include: • Individuals and group counseling for Veterans and their families. • Family counseling for military-related issues.

• Earn 10 professional development credits toward your SHRM-CP or SHRM-SCP recertification. ndshrm.com

• Bereavement counseling for families who experience an active duty death. • Military sexual trauma counseling and referral. • Outreach and education, including Post-Deployment Health Reassessment (PDHRA), community events, and more. • Substance abuse assessment and referral. • Employment reassessment and referral. • Veterans Benefits Administration (VBA) benefits explanation and referral. • Screening and referral for medical issues, including Traumatic Brain Injury (TBI), depression, and more.

The Chamber’s Military Affairs committee is on a mission to foster a community of support for the men and women of our military and the missions they carry out on our behalf. With a total economic impact to the region of more than $100 million and the most reliable arsenal we have to fight annual floods and preserve the freedom we love, the vital role of the military in our region is undeniable. To recognize these courageous individuals, the committee will plan activities to raise awareness in the community for the work that they do and provide opportunities for the community to thank them for their outstanding accomplishments. fmwfchamber.com/military

va.gov/fargo-vet-center va.gov/bismarck-vet-center

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FINANCIAL RESOURCES The FM Area Foundation offers a Cass-Clay Veterans Assistance Fund that was created in 2009 to provide emergency assistance to veterans. The fund was created by the Clay County Veteran's Service Office when they saw a need for the service. Donations to the fund come from veterans groups, individual veterans, businesses, and commendable community members. The fund assists veterans in our community who have fallen on difficult times and helps fill a gap before federal or state assistance is available. Donations are often used to help pay bills, purchase Visa gift cards, and provide other immediate needs for veterans in our region.

The Patriot Express Loan Program, facilitated by the U.S. Small Business Administration (SBA), extends loans with favorable low interest rates, making it an attractive financial solution for veterans keen on initiating or growing their businesses. The Patriot Express Loan has competitive interest rates, which ease the financial hurdle often encountered in the business realm. Whether it's for startup costs, inventory, or operational expenses, this loan program provides a financial cushion, enabling veterans to propel their business ventures forward. sba.gov/patriotexpress

areafoundation.org

The Brady Oberg Legacy Foundation was founded in 2015 to honor the legacy of Brady Oberg, an Army veteran who lost his life to suicide as a result of Post-Traumatic Stress Disorder (PTSD). The Foundation was founded to raise awareness for combat PTSD and create a community of veterans who can come together and support one another. The Foundation helps organize various events for veterans to do what many love with one another, including fitness classes, hunting expeditions, motorcycle ride events, and embarking on their annual Brady's Border 2 Border Ruck March. Thanks to donations, every single event that they put on is free of charge to veterans.

The Service-Disabled Veteran-Owned Small Business Concern (SDVOSBC) Program was developed to help agencies meet the government-wide goal that not less than 3% of the total value of all prime contract and subcontract awards be made to small businesses owned and controlled by service-disabled veterans stipulated by the Veterans Entrepreneurship and Small Business Development Act of 1999. It does not provide a priority or preference to SDVOSBs, it simply allows contracting officers to create SDVOSB set-asides or make sole source awards if they choose to do so in an effort to meet the 3% goal. aptac-us.org/veteran-owned-small-business-vosbsdvosb-contracting

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NETWORKING AND SUPPORT ORGANIZATIONS

The Veterans Business Outreach Center (VBOC) is a onestop-shop for service members, veterans, and military spouses looking to start, purchase, or grow a business. Located nationwide, VBOCs provide training workshops, including Boots to Business and Boots to Business Reboot programs, as well as business development assistance such as training, advising and mentoring, and resource referrals. The VBOC of The Dakotas provides no-cost business advising: • Business ownership options • Start-up logistics • Business plan development • Budgeting and financial projections • Financing your business venture • Operating challenges und.edu/dakotasvboc

LEGAL AND TAX RESOURCES

TurboTax has crafted a specialized tax preparation software designed exclusively to cater to the distinct financial scenarios encountered by military members and veterans. This tailor-made software alleviates the tax filing process by addressing the specific tax situations inherent to military life, whether it's accounting for deployment income, housing allowances, or combat pay exclusions. The software has features that ensure maximum returns, guiding users through deductions and credits uniquely available to military families, such as the Earned Income Tax Credit (EITC), or deductions related to relocation, uniforms, and reservist travel. Additionally, TurboTax offers an intuitive interface along with expert guidance, ensuring that users can effortlessly navigate through the tax filing process, making the most out of their military benefits. The software also continually updates to reflect the latest tax laws, ensuring compliance and the utmost accuracy in tax filing. Furthermore, to demonstrate gratitude towards those who have served, TurboTax often provides discounted or complimentary access to this specialized software for eligible military personnel and veterans. This gesture not only underscores TurboTax's commitment to supporting our troops but also eases the financial burden often associated with tax preparation.

From specialized financing options to mentorship programs, and even business networking groups tailored for veterans, there's a wealth of opportunities waiting to be tapped into. Keep in mind that while this list is comprehensive, it's by no means exhaustive. We encourage you to connect with local veteran organizations and chambers of commerce for even more tailored support. Your skills, discipline, and dedication honed during service can be tremendous assets in the world of business. Wishing you all the best in your entrepreneurial journey and always remember, North Dakota is behind you every step of the way!

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By Grant Ayers |

Provided by NDPIO

NDPIO Association The North Dakota Public Information Officer (NDPIO) Association is a 501(c)(3) non-profit statewide organization comprised of professional communicators who operate within local, state, tribal, federal, or other public safety communicators. Additional roles may encompass public relations, public education, social media management, photography, videography, digital and print design, website management, speechwriting, and emergency communications management, either individually or in combination. The association provides occasions for members to convene throughout the year, facilitating networking and the exchange of information, resources, ideas, and news pertinent to the public information field. NDPIO affords Public Information Officers (PIOs) from across North Dakota the opportunity to cultivate professional connections and convene for training sessions. I connected with both Rob Keller and Maxine Herr, Co-Founders of NDPIO, to delve into the organization's origins, the passion driving their mission, the goals that lie ahead, and much more.

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The NDPIO Association, established in January 2021, traces its origins back to the fall of 2017. Rob Keller and Maxine Herr, former PIOs who played vital roles during the Dakota Access Pipeline (DAPL) protest, found themselves recounting their experiences at a Utah PIO Association conference. The conference proved to be a turning point, sparking their determination to establish a dedicated state PIO association. Their initial vision aimed to unify government communicators across ND into a cohesive network, fostering mutual support and providing essential training. Over the past year,

the association's growth has been remarkable, driven by its pragmatic and timely aid to PIOs in their daily responsibilities and in navigating crises. Reflecting on their involvement during DAPL, Keller and Herr recognized the significance of solidarity among PIOs, particularly in remote, resource-constrained regions. This realization led them to prioritize a close-knit community of support, ensuring that PIOs, whether solo practitioners or part of smaller teams, remain connected and capable of assisting each other whenever the need arises.

Photo Courtesy of Joonghwa Lee

Check out some photos from the 2023 Inaugural NDPIO Training Conference, held in July! Save the date for the 2nd Annual Conference, scheduled for July 15-17, 2024.

Q&A with NDPIO Q: How has the journey been since the beginning? What has it been like? A: It has truly exceeded our expectations. We had no idea when we started NDPIO if we would gain

any traction or support. When we would tell PIOs that we were working to start NDPIO, there was often excitement and encouragement. But when it came time to pay the annual dues and become a part of NDPIO, would people say 'yes' to that? They did, and a true test for us was when 2022 began, and we wondered if the members would renew. Other than PIOs who had moved on to the private

sector or simply retired, we retained our membership numbers! It was very affirming of what we are trying to accomplish. Since then, we've hosted our inaugural NDPIO conference, which was a tremendous success, and it has given us some momentum, bringing additional organizations to the surface wanting to support NDPIO.

NDPIO’s Mission

NDPIO’s Vision

The North Dakota Public Information Officer Association is dedicated to strengthening and engaging public sector communicators across North Dakota.

To assist and empower all North Dakota communicators to realize their full potential both personally and in public service. CONTINUED FARGOINC.COM

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Photo Courtesy of Joonghwa Lee

NDPIO’s CORE VALUES • Professionalism • Strategy • Ethics • Education • Networking

Q: What should readers know about the NDPIO Association, but probably don’t? A: Many don't yet know that we exist! Here are a few things we would like the readers to know about NDPIO: 1. Our members include government communicators and communicators from organizations with a direct nexus to government agencies, such as the ND Rural Electric Cooperatives, advertising agency representatives who contract PIO services for government agencies, and EMTs from hospitals. 2. We are almost entirely funded by membership fees, so we are always seeking donations and sponsorships to provide more services to our members and efficiently manage the association. 3. We have numerous practical resources and templates available to members on our website to help communicators avoid "reinventing the wheel."

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4. We can provide immediate assistance to any government communicators who need help when a crisis or issue arises. Through our network, we have been able to connect people to others who have 'been there, done that' and provided resources and guides to help them. 5. We offer different levels of membership: Regular, Group (discounted rate if more than 5 employees sign up), Associate (half-price, open to retired PIOs and students), and Non-Voting Affiliates (half-price, available to individuals, businesses, and other organizations that seek to support the mission of NDPIO). 6. Many of our members are highly trained, certified Advanced PIOs through FEMA's Emergency Management Institute.

Meet The Co-Founders

Rob Keller Rob Keller is currently retired but has been involved in Public Affairs and Crisis Communications for over 40 years. He graduated from Evangel University (Springfield, MO) in 1979 with a Bachelor of Science degree in Television Journalism. He was a TV news reporter and anchor, a community relations officer for a police department, a television producer, conducted marketing and advertising for the U.S. Army, and worked multiple FEMA disasters in North Dakota including floods, wildfires, snow storms, and a Canadian Pacific railroad anhydrous ammonia spill. He was retired from the U.S. Army when he received a call from the ND Department of Emergency Services (NDDES) to return to full-time PIO status to work a “small protest happening in southern Morton County that would probably

fizzle out in two to three months.” Nine months later he returned to retirement status. During the Dakota Access Pipeline (DAPL) protest, Rob was the lead Public Information Officer for the Morton County Sheriff’s Office and the ND Department of Emergency Services Joint Information Center. Rob and his team of over 15 PIOs worked over 500 media engagements during the 234-day protest that garnered the attention of the world. Rob was a Deputy PIO for the ND COVID-19 response and helped form a 50-person Joint Information Center staff within two weeks that continued for almost two years. He has been a FEMA Crisis Communication trainer for over 10 years having trained over 600 PIO practitioners to be “Crisis Ready.”

Maxine Herr A North Dakota native, Maxine Herr serves as the Strategic Communications Specialist for the ND Department of Parks and Recreation. Previously, she joined Morton County as the Public Information Officer following the 234-day DAPL protest in 2016-17. She started her career as a TV news reporter and anchor for the CBS affiliate in Bismarck, ND after graduating with a Mass Communications/Public Relations Concentration Degree from the University of Mary in Bismarck. Maxine moved to Phoenix, AZ in 1997 where she

worked for a national engineering firm, providing a wide range of marketing support for the private sector division. After returning to North Dakota in 2009, she did freelance writing and public relations consulting. She’s had the privilege of working alongside Rob Keller leading public information efforts as part of the ND Emergency Management Support Team during the DAPL protest, regional flooding, and the state’s COVID-19 Response.

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“We know, from managing PIO efforts for various emergency responses from DAPL to droughts and floods to COVID, that we have exceptional communications professionals within our government agencies and when we work together, we can accomplish so much. NDPIO is a way to bring all of us under one umbrella to better serve our communities.” - Rob Keller & Maxine Herr, Co-Founders of NDPIO

Q: What sets you apart from other organizations in your community, or other organizations with similar missions? A: There are other professional organizations in the state for communicators and public relations professionals in general, but none are solely for government workers. As agencies committed to transparency and open government, we are unique in our approach and, first and foremost, serve the public. Q: What services do you offer to members? A: We offer resources, networking, counsel, and training to our members and their colleagues. This directly influences our capacity to enhance and engage communicators who serve government agencies in North Dakota. Additionally, we provide urgent services to those confronting immediate crises or issues. Our assistance includes practical resources, connections, and moral support. Q: What services will a donor's money go to when contributing to the mission? A: Operating an association of professionals requires streamlined and easily accessible tools and systems to ensure efficiency. Our website serves as the primary portal for information and communication for our members, underscoring the importance of maintaining its functionality. Given our regular monthly trainings, we are keen on acquiring scheduling software to enhance our ability to organize invitations and send out reminders effectively. The funding for our annual conference comes from sponsorships, providing agencies and organizations with a platform to network and showcase their services to our members. Furthermore, we aspire to offer supplementary one-day trainings in addition to our annual conference. These sessions could feature a panel of experts or focus on interview training.

Q: How can people donate to the organization, other than through monetary doantions? A: We love to offer our members tools and materials they can use in their day-to-day jobs, so donations that can go into the grab bags at our annual conference are always appreciated. We are also seeking CPA services. As a small nonprofit, our accounts are not complicated, but having someone oversee those books and ensure we are submitting what's needed to the IRS each year would be wonderful. We also are always in need of speakers who can teach and (virtually) train our membership in areas of interest to them in their professional roles. Q: What are all of the ways that readers can support the nonprofit? A: Spread the word! We are a new association, and, most of all, we need more people talking about NDPIO to make more government agencies aware of it. County commissions, city councils, etc., need to encourage their spokespeople—whether that's the auditor, the mayor, or HR—to become members of NDPIO. There are many government communicators who may not have the "PIO" title, but they are the ones the media reaches out to when a story breaks. If there is a crisis or emergency in your community, you'll want the person who is doing the communicating to be well-trained and ready. We also encourage businesses and organizations to become affiliate members to show their support for NDPIO and also to make our membership aware of their services. When we have quarterly meetings, those are open to non-members, so we encourage anyone with curiosity or interest in NDPIO to check us out during those meetings or contact us. Q: Do you have any upcoming events or ways to get involved in person? A: Every February, May, August, and November, our monthly trainings are open to non-members. To join our distribution list, please email info@ndpio.org. Do you have a topic you'd like to share with our membership? Feel free to request to be a speaker for our virtual monthly trainings.

ndpio.org info@ndpio.org

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/NDPIO /NDPIO

10 Questions

Questions 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 James Pladson, Founder, Reach Right USA.

By John Machacek Photo by Josiah Kopp

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01 To start off, will you please tell us your Reach Right elevator pitch? Reach Right is an ergonomic handle that extends your “reach” to keep you up"right." Reach Right quickly, easily, and securely attaches to or detaches from any shovel, rake or long handle tool with a handle diameter from 1 to 1-1/2 inches. Reach Right’s patented quickrelease clamping system is what sets us apart from every other secondary handle on the market today. Reach Right transforms the tools you already own or will buy in the future into ergonomic tools customizable to you. Reach Right is engineered for extreme pushing, pulling, and lifting and will increase your work performance and productivity or your money back.

02 What got you started on developing this product? My inspiration for Reach Right stemmed from my early involvement in the family business of real estate marketing, management, and maintenance. Snow removal was one of my responsibilities and just like everyone else, my back would be very sore after even just a few minutes of shoveling. I tried all the ergonomic products out there on the market like bent handles or secondary handles that would attach with screws and bolts. They helped a little, but they all had limitations and I became determined to find a better solution. It was about 2007, when I was sitting in class at NDSU after being out shoveling

snow for hours, that I made a simple sketch of my idea, and soon after, I went to a craft store and grabbed some one-inch-thick foam sheets that I cut pieces out of and stuck together with toothpicks. From that, I built a working prototype out of strips of 1/8 inch thick aluminum fastening the parts together with bolts and wingnuts. I can still remember the excitement I felt when I first tried it. It's in the top 20 best moments of my life.

03 How did you go about creating prototypes and refining designs? After graduating from NDSU with a degree in construction management, I worked as a realtor at my dad’s company and as a remodeler here in Fargo. I met with some different engineers about either doing plastic injection molding or cast aluminum, and at the time, the costs were too high for me, so I tabled it for a couple of years and pursued my job in real estate and remodeling. Always in the back of my mind, I applied for my first patent in 2010 which was granted in 2011. It was right around then when I ran into Guy Nelson, owner of Anvil Design and Manufacturing, and I asked him if he would be interested in helping me work on this newly patented idea. He agreed, so we got started on our first working prototypes that he designed and fabricated in his shop.

about to have our third daughter and our other businesses took all my focus. It was in 2019, when my father passed away, that I started working on the design again. From the first prototype, he always encouraged me to pursue Reach Right. Of the few last wishes he made to me, ‘finish the handle’ was one of them. I became determined to make this handle into what it is today. I tried every kind of strap or clamp I could find on the market, and nothing was quick release or quick attach like I envisioned it. It had to be better than all the other products on the market. About a year later I noticed a T-C-style clamp that was used on a camera mount. I incorporated the T-C portion of that clamp into the design and created the now-patented three-point clamping system that solved the fastening problem! Since then, we have made at least twenty 3D-printed prototypes, each one improving on the other. The NDSU Research & Technology Park Incubator building and all the resources they have available for startups were gamechangers for us. Dave Sauvageau with Innovation Studio has state-of-the-art equipment you can use, with a subscription and training, to make just about anything you can think of. We probably made 15 3D printed prototypes there in the past year, which saved us thousands of dollars and a lot of time. Paul Smith with ND SBDC helped us write our business plan which helped us get funding. Crystal Nelson with Fargo Ergonomics & Alter Ergo to help with our ergonomic design. And we are currently working with Corey Kratcha and Chad Ulven of C2Renew to explore using biomaterials like hemp or flax seed resins to inject instead of plastic like we are using now.

We made about 20 of them initially with Velcro straps and rubber grips and handed them out for people to try. The feedback confirmed that we needed to get a better fastening system to bring this to market. We tried different kinds of straps and clamps but nothing we tried worked better than the Velcro straps. By that time, my wife and I were

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10 Questions

04 Speaking of using Fargo Ergonomics during the process, I noticed on your website how it mentions helping with posture and reducing back injuries; and you also list an ergonomic study. Will you please tell me more about your product from the perspective of back health and ergonomics? That kind of ties in with our slogan and how I came up with the name Reach Right, as I stated in the elevator pitch question. It reduces the time it takes to bend over to grab the shovel and stand up again to toss the material. Essentially, it’s time you've saved with reduced motions and moving on to the next scoop easier and faster, which when added up over time, can be a significant amount of time savings and injury reduction. As part of our R&D, like I said, we hired Crystal Nelson to complete an ergonomic assessment report of Reach Right itself and how it compares to other ergonomic handles on the market already. With that, we validated our superiority over the competition and made key ergonomic design changes to make the handle as ergonomic as possible.

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05 I already bought one of your products to use this winter, as I struggle with back pain from shoveling. I can’t say I’m looking forward to shoveling snow, but I am looking forward to using the Reach Right. As you’ve refined and perfected the design of your product, what have you done from a legal or patent perspective? From the beginning, I was worried about someone taking my idea and using it for themselves. I didn’t talk about it with anyone but my wife until I got my first patent in 2011. That patent is still active with about seven years left on it. However, in early 2022 I saw an opportunity for someone to make this handle in a more cost-effective way with an injection molding machine, so I decided to beat them to it and made the design change. By late 2022, I had this feeling that I should make sure my existing patent covered this new design. Guy had worked with Tom Kading of Fargo Patent & Business Law in the past and recommended contacting him to review the new design. Upon review, my feeling was correct, and the new design was not covered. We were given our options and thankfully, since we had used non-disclosure agreements with vendors and never shared the new design with the public, a new patent was plausible but not guaranteed. We had more meetings and developed two new utility patents

that we submitted in March of this year. Since we were already in the process of getting injection molds made in China, we submitted the applications on a fast-track processing option with the United States Patent and Trademark Office (USPTO) that could shorten the response time by about a year. To our surprise, we got confirmation in late June that the first patent was granted with only one minor change to the claims. About a month later we got confirmation that the second patent was granted, again with one simple change to the claims. It was such a relief that both patents granted, and we had the security of knowing our IP was protected.

06 What are your sales channels and strategies to get your products, literally, in the hands of customers? It was a very stressful time to wait to hear if we had patent protection on the new design. We had already started to invest substantial funds into it and would likely not have an answer from USPTO until later in the year—and we wouldn't know how strong it would be after review, or if it would be granted at all. It shaped our marketing approach of getting it out in front of as many people and industries as possible. So, we started by looking for conventions to attend that cater to industries that use long-handled tools like snow shovels and ice scrapers. We booked six trade shows this year! Here are some examples: Because I lived in Bozeman, MT for a couple of years and worked at Bridger Bowl as a lift operator, I remember having to shovel and rake the loading

area constantly with a chair passing by every 10-15 seconds. I know Reach Right will help all the crews that shovel snow at a ski resort work safer and more efficiently. So we joined the National Ski Area Association and in May we went to their convention, which was a hard sell because we didn’t have a booth and we didn’t have any inventory due to production delays. Next, we went to the Snow and Ice Management Association convention in June and it was a perfect fit for us. They had an award called ‘Fischer Innovation Scholarship Award’ that we applied for and won! That was an amazing feeling to get validated by the very industry that Reach Right was created for. We received a booth for free, a free ½ page ad in their June edition, and a full-page advertorial in October’s edition of their Snow Business magazine that had a feature on ‘Tools for Sidewalks and Safety.'. In September, we went to the National Association of Landscape rofessionals (NALP) convention, which was a huge success! We were absolutely shocked at the response we got from the attendees who ranged from smaller family-owned companies to top-level management that made the final buying decisions for very large companies. Many either bought a couple on the spot or ordered them online when they returned from the show to have their crews try them out before making larger orders of anywhere from 10 to 1,000 handles. The orders have been coming in as promised! We went to the Equip Expo in late October, which has the largest landscaper and dealer audience in the country. Many of the NALP attendees told us that this would be a great show for us as it is about five times bigger than NALP’s. We plan to attend the Tools & Fasteners Distributors Association, which is geared toward connecting products with wholesale distributors nationally and internationally. We are hoping the distributors see the value of this product and bid to represent us with big box retailers. The final convention

this year is the National Ergo Expo which was recommended to us by Crystal. We are presenting Reach Right on their innovation stage to a room with hundreds of ergonomic professionals that can potentially validate Reach Right even more and hopefully, it becomes a tool that they recommend to their clients, peers, and industry leaders.

07 Wow, that’s awesome to hear. I’m aware that you are the majority owner of Reach Right and working on this full-time, but you have some partners as well. What are the roles and value of your partners? Guy Nelson is a partner and the VP of Manufacturing & Design. I met Guy about 30 years ago through a mutual friend and over the years, he has become a big brother figure to me. He’s been part of Reach Right since the original designs and prototypes and has never stopped believing in the product. He has over 25 years of experience in engineering and owns Anvil Design and Manufacturing here in Fargo. His experience in engineering, design, and fabricating has been invaluable throughout this process. Mike Rydell is a partner and the VP of Sales & Business Development. Mike has over 20 years of experience in finance and private equity arenas. Our youngest daughters are the same age and have been friends for about the last five or so years now. In that time, we've also become good friends. I have a lot of respect for Mike and have always been

impressed with his communication and networking skills. In 2021, I showed him the handle and asked him if he wanted to help us bring this to market. As soon as he tried it for himself, he was in! His experience has been instrumental in the overall management of our multiple sales channels of customers, businesses, and wholesalers. He’s very committed to building long-term relationships with our customers and partners. Having Guy and Mike as partners in Reach Right has been amazing and has opened so many doors for all of us. I am very grateful for both of them and the skills they bring to our business—which complements some skill gaps I have if I were attempting to do this by myself.

08 While you tinkered on this for many years, you’ve been formally dug in now over this past year manufacturing and selling units. What are some of your hopes for the next year and beyond? If projections hold and growth is steady, we want to bring all our manufacturing and production in-house to Fargo. We want to build a new facility where we can fully run this business with our own injection molding machines and tooling machines. We want efficient assembly and shipping areas and enough space to store inventory. Ideally, we will also have adjacent space to build Anvil Design & Manufacturing its own space so we can keep exploring new ideas, and so Guy can oversee both Anvil and Reach Right operations. Over the years,

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10 Questions I have been adding ideas I have had from problems I’ve encountered that I have not pursued because I want to stay focused on taking Reach Right as far as I can. Hopefully, by next summer, I can start working on them and adding them to the product list.

09 For my time machine question, if you could go back in time to James from several years ago, what hindsight advice would you give yourself? Trust your instincts. Don’t be afraid to fail and if you do, learn from it and try again. You’re going to start businesses in the next couple of years. You need to take your time getting to know the prospective partners you don’t know on a personal level. Trust your gut when you question their integrity and move on. If someone’s ego is on par with their talent, then they are not worth it no matter how talented they are. When hiring another business for something, check references and reviews. Don’t be afraid to ask questions until you understand the situation and walk away if their answers to your questions are to ‘just trust us.'

10 Lastly, what can we do as a community to help you and Reach Right succeed? We started big with all the national trade shows but I’m most excited to

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see people using it around town now that it’s available to buy. I’ve spent the last 15 years watching people shoveling snow with horrible posture and I’ve felt guilty for not being able to get them one to use. If you get a sore back from shoveling snow or use long-handle tools at your home or business, get a Reach Right handle and try it out for yourself. If you don’t like it or feel the value in the difference it brings to the task, we’ll buy it back from you. What do you have to lose?

Reach Right USA reachrightusa.com @reachrightusa /reachrightusa @ReachRightUSA @reachrightusa

Mentioned in the article:

Fargo Ergonomics fargoergo.com

North Dakota Small Business Development Centers ndsbdc.org

Fargo Patent & Business Law fargopatentlaw.com

NDSU Innovation Studio ndsuinnovationstudio.com

About John

WOMEN YOU SHOULD KNOW: EMPOWERED BY

Deb Mathern

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By Arielle Windham | Photo by Gary Ussery Deb Mathern is committed to empowerment, community building, and unwavering dedication. Mathern stands as an inspiring example of how one individual can make a profound impact on a community. We’ll delve into her journey, her involvement with the FARGODOME Reimagined campaign, and her vision for a welcoming Fargo.

an economic engine. Mathern is passionate about the project’s improved accessibility for those with limited mobility. The project is personal, with Mathern looking forward to seeing a day when others can enjoy experiences at the FARGODOME together because she always wished she and her sister, who used a wheelchair, could have had that experience together.

A strong foundation and sense of community

Accessibility for people with mobility issues is a concern for Mathern and the updates to some of the compliance pieces of the expansion is one of the things Mathern is most proud of.

Deb Mathern's upbringing is rooted in the values of family and community. Growing up as one of 7 sisters in a family of 11 children, she learned early on the importance of unity and support. "Women have so much to offer and don't always realize their value and the need for involvement in the community," Mathern, who strongly encourages women of all ages to get involved and play an active role in the Fargo community, said. Mathern worked her way up, becoming the CEO of a Fargo-based credit union for 23 years before retiring. Her decision to move to Fargo and take on the role of CEO was influenced by the city's progressiveness, a quality she admired. Her move to Fargo was motivated by the city's dedication to prosperity—she saw the potential for growth and change. Fostering community engagement Mathern's commitment to making Fargo more welcoming extends far beyond her role in the financial sector. Throughout her career, she and her dedicated employees took on major projects and fundraisers for various charities, including 61 for 61, the Food Bank, the Leukemia Society, and the YWCA. These initiatives displayed her passion for helping others and strengthening the community's bonds. One of Mathern's most significant contributions came when she was nominated by the Fargo Public School Board to represent the FARGDOME Authority. This role allowed her to gain a deeper understanding of the institution and its importance within the community. Mathern's involvement has been instrumental in the ongoing efforts to expand and revitalize the FARGODOME, making it more accessible and appealing to all members of the community. The FARGODOME Reimagined campaign extends far beyond the financial benefits of

Overcoming challenges and empowering others The journey to transform the FARGODOME into a more inclusive and vibrant space hasn't been without its challenges. More than a decade ago, Mathern and her team embarked on the ambitious journey of expansion, aiming to cater to a wider audience and host diverse events. The vision took time to come to fruition, but their perseverance and dedication continue to fuel the FARGODOME Reimagined initiative, ensuring a brighter future for this beloved community landmark. As a woman who has made her mark in various fields, Mathern's advice to aspiring professionals in Fargo is clear, “Surround yourself with supportive individuals who recognize your potential.” Mathern's experience in the North Dakota Senate and her involvement in civic boards and organizations, such as The Arc and Prairie Public, were all made possible by the kindness and mentorship of others. Even in retirement, Deb Mathern remains committed to serving her community. She embraces every opportunity to contribute her expertise to the Fargo Growth Plan, all while cherishing her passion for helping others in need, whether through lending an ear or preparing meals. Her mother's mantra, "Be your labor great or small, do it well or not at all," serves as a guiding light in her life. The future of Fargo Looking ahead, Mathern envisions a future where she remains actively involved in the community, understanding that her journey is far from over. As she continues to give back and engage with various organizations, she sees the impact of her work reflected in the positive changes

in Fargo's landscape. For instance, her involvement in the Renaissance Zone Authority in downtown Fargo demonstrates how long-term dedication can shape a brighter future for the city. For those interested in following in Deb Mathern's footsteps and becoming active members of community organizations like FARGODOME Reimagined, her advice is simple: Start by reaching out. Contact City Hall or the Chamber of Commerce to explore opportunities that align with your passions and skills. Working alongside others on common goals, whether fundraising or community initiatives, fosters a sense of accomplishment and unity. In the heart of Fargo, Deb Mathern's story serves as a powerful reminder that women have a unique and valuable role to play in shaping their communities. Through passion, dedication, and an unwavering commitment to empowering others, she continues to make Fargo and the FARGODOME more welcoming places for everyone, today and for generations to come. Outside her professional life, Deb Mathern finds solace in reading, cooking, traveling, and her absolute favorite pastime— volunteering. These activities allow her to recharge and, most importantly, continue to make a meaningful impact on the lives of those around her. FARGODOME Reimagined Info@fargodomereimagined.com 1800 N University Dr Fargo, ND 58102 /FargodomeReimagined @FGODMReimagined The City of Fargo 701.241.8250 225 4th St N Fargo, ND 58102 /thecityoffargo @thecityoffargo /city-of-fargo Fargo Moorhead West Fargo Area Chamber of Commerce 701.365.3440 info@fmwfchamber.com 3312 42nd St S Ste 101 Fargo, ND 58104 /fmwfchamber @fmwfchamber /fargo-moorhead-west-fargochamber-of-commerce

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ave you or a loved one been injured by *fill in the blank type of pharmaceutical drug, vehicle malfunction, workplace accident, etc.?* I’m sure that’s how a majority of people imagine a personal injury (PI) lawyer’s article to begin. PI lawyers are renowned for their cheesy slogans, cringe-worthy advertisements, and major contributions to our litigious society. Despite these tendencies, here I will address a number of situations where businesses find themselves at risk for negligence lawsuits. Additionally, I will provide some easy steps that can be taken to hopefully prevent readers from seeing me in court.

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Photo by Geneva Nodland

A BUSINESS OWNER'S GUIDE TO AVOIDING A NEGLIGENCE LAWSUIT

BY KYLEE CARLIN Attorney, SW&L Attorneys

WHAT IS NEGLIGENCE ANYWAY? We’ve all heard the term “negligence” both in everyday life and likely on various lawyer TV shows. But what does it actually mean in the legal sense? The law defines negligence as the failure to act in accordance with the level of care that a “reasonable person” would have exercised under the same or similar circumstances. To prove a negligence claim under North Dakota law, the person who brings a claim has to show: (1) a duty of care owed by the person or entity they are bringing the claim against; (2) breach of that duty of care; (3) causation of injuries or damages; and (4) damages/injuries. Negligence is a broad type of legal claim that encompasses various types of injuries and accidents. From injuries occurring in motor vehicle crashes to injuries that happen as a result of a dangerous condition on someone’s property, negligence

is a type of claim that is frequently brought against businesses and their owners.

PREMISES LIABILITY Premises liability isn’t a term the general public uses often, but it is often brought up. When thinking of premises liability, we often think of the classic slip and fall on a mopped floor in some big box store or chain restaurant. Certainly, these situations happen often enough, but premises liability cases are not limited to slip and fall incidents. Under North Dakota premises liability law, landowners owe a general duty to lawful entrants (in other words, people who aren’t trespassing) to maintain their property in a reasonably safe condition in view of all the circumstances, including: 1. The likelihood of injury to another; 2. The seriousness of the injury; and 3. The burden of avoiding the risk. Depending on the type of business you operate or the land you own, the reasonability of harm differs. Naturally, if you are in business in some type of office setting, some of your primary

responsibilities are to ensure that tripping hazards are minimized. This necessarily differs from a construction site wherein more stringent safety measures must be taken to avoid falling objects or dangerous machinery injuring individuals passing by.

In North Dakota, a safety concern for businesses to pay particular attention to is ice accumulation in parking lots and on sidewalks. Many jurisdictions outside of North Dakota relieve land owners from liability for natural accumulations of snow and ice because it is an “open and obvious danger.” But the North Dakota Supreme Court has declined this interpretation, reasoning that relief for landowners would undermine the principles of public responsibility. In other words, business owners can be sued for slip and fall incidents on icy walkways of their establishments. Best practice for business owners in each of these scenarios is to be proactive, especially in icy and/or wet conditions. One tip I often give business owners is to set up a schedule of who is going to monitor the condition of the sidewalk and when. Miscommunications among business owners, managers, and employees can lead to neglect of basic care of the premises. Additionally, I recommend ensuring your business is well-lit, especially as daylight grows shorter.

These tips seem obvious, but the plaintiff’s attorneys are kept busy throughout North Dakota with injuries that could have been prevented by a simple warning sign or sanding of the sidewalk.

VICARIOUS LIABILITY Often referred to as the “deep pockets” claim, vicarious liability is a legal rule that holds a person or company responsible for actions committed by their employees. Vicarious liability is a type of “indirect” liability, wherein, the employer themself doesn’t have to do anything wrong in order to be liable. The easiest example of a vicarious liability situation is if an employee causes a car accident while driving a company vehicle during working hours, the employer may be held responsible for any injuries caused by the employee. Although there are some exceptions to the rules on vicarious liability, an employer is generally vicariously liable for the negligence of an employee when the employee is carrying out the employer’s business. Reducing the likelihood of vicarious liability also requires an employer to be proactive. Having appropriate policies in place regarding employee conduct is a great starting place. Making sure those policies are followed by both

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new employees and more senior employees is essential. Setting forth concrete expectations for safety, health, and respect in the workplace is the best way for a business owner to avoid employee negligence and the inevitable subsequent vicarious liability claim.

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NEGLIGENT HIRING AND SUPERVISION Similar to vicarious liability is a claim for negligent hiring or negligent

supervision. Unlike vicarious liability, negligent hiring and supervision claims are a form of direct liability against an employer. A claim of negligent hiring/supervision can come about in a number of ways, including (but not limited to): (1) hiring an employee without sufficient knowledge of their background; (2) failing to give

appropriate training and direction to employees; and (3) failing to instill policies or codes of conduct in the employment setting. Negligent supervision may affect any type of employer, but bears greater significance for employers supervising “risky” or “dangerous” activities. Decreasing your chances of a negligent hiring or negligent supervision claim can be aided by employers doing their due diligence in the hiring process as well as providing adequate training, oversight, and policies to employees.

CONCLUSION There is no perfect way to ensure a negligence claim doesn't occur in your business. The reality is, that no person actually meets the “reasonable person” standard all the time. However, with some preventative measures in place, your business will be in much better shape to avoid a negligence lawsuit. If you have questions or need to seek out an attorney, please contact SW&L Attorneys.

SW&L ATTORNEYS 4627 44th Ave S Ste 108 Fargo, ND 701.297.2890 swlattorneys.com /SWLattorneys /company/swlattorneys

Transitioning from Military Service to Small Business Success A Resource Guide for Veteran Entrepreneurs By Julie Hinker, VBOC of The Dakotas Director, and Ben Deetz, Outreach and Marketing Specialist for the North Dakota District Office (U.S. Small Business Administration) Photo Courtesy of VBOC of the Dakotas

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.

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tepping out of the military realm and into the world of entrepreneurship may seem like a leap into uncharted territory, but veterans, and their spouses, possess a unique skill set forged by their years of service. This includes unwavering tenacity, resilience, and unmatched fortitude—all attributes that make them well-equipped for small business ownership. At the Veterans Business Outreach Center of the Dakotas, under the guidance and funding from the U.S. Small Business Administration (SBA), we're committed to removing any barriers that veterans, service-disabled veterans, and military spouse entrepreneurs may face when transitioning from military service to civilian life. We offer a suite of specialized programs, resources, and services, all designed to ensure veterans thrive in the business world. Here are some essential tips to help set your veteran-owned small business on the path to success.

Boots to Business

Julie H ink er ,V

Free Training Programs

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The SBA proudly offers programs like Boots to Business—an entrepreneurial education and training program available for service members, veterans, and military spouses. Offered as part of the Department of Defense’s Transition Assistance Program (TAP), Boots to Business introduces participants to the fundamentals of business ownership and helps aspiring entrepreneurs determine if business ownership is right for them. The course is offered on military installations worldwide.

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In this course, military spouses are introduced to a broad spectrum of entrepreneurial business topics such as market research, economics, legal considerations, and finances. They’ll also learn about additional resources available to military spouses for accessing startup capital, receiving technical assistance, earning contracting opportunities, and more.

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No longer have access to your installation? No problem! You can also access the course right in your local community through a Boots to Business Reboot session. These sessions provide the same content as a B2B but are available offinstallation either in-person or virtually.

B en D e e t z ,O utr ea ch

Boots to Business Reboot

Boots to Business Revenue Readiness Course This course is a lean (compressed) approach to developing your business plan. Over a six-week period of interactive virtual classroom instruction, you will develop and refine your business model into a business plan. All of this will be accomplished with constant feedback from an instructor team of successful small business owners hosted by Mississippi State University. As with the Boots to Business (B2B) and Boots to Business Reboot introduction courses, there is no cost to the eligible veteran or spouse for enrolling in this course.

Free and Confidential Business Advising Identifying Entrepreneurial Needs VBOCs recognize that each aspiring entrepreneur comes with a unique set of goals, experiences, and aspirations. Concept assessments begin by thoroughly

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understanding the specific needs of the individual or team looking to embark on their entrepreneurial journey. This process involves detailed discussions and analysis to unearth the core objectives and challenges that the client faces.

Business Plan Preparation VBOCs assist clients in developing and maintaining a five-year business plan. The business plan includes such elements as the legal form of the business, equipment requirements and cost, organizational structure, a strategic plan, market analysis, and a financial plan. Financial plans include financial projections, budget projections, and funding requirements.

Market Research VBOCs conduct comprehensive market research as part of concept assessments. This research provides valuable insights into the target market, customer demographics, and competitive landscape. Understanding the market environment is crucial for clients to make informed decisions about their business concepts and strategies.

Financial Feasibility VBOCs assist clients in evaluating the financial aspects of their business ideas, including startup costs, revenue projections, and potential profitability. This process helps clients understand the financial realities of their entrepreneurial pursuits.

Tailored Recommendations Once the concept assessment is complete, VBOCs provide clients with tailored recommendations. These recommendations are based on a holistic understanding of the client's entrepreneurial vision, market conditions, and financial considerations. They offer guidance on refining the business concept, optimizing business plans, and identifying potential opportunities for growth and success.

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sba.gov/funding-programs/loans SBA partners with lenders to help increase small businesses' access to capital. Loans guaranteed by SBA range from small to large and can be used for most business purposes, including long-term fixed assets and operating capital.

Mitigating Risks VBOCs also help clients identify and mitigate risks associated with their business concepts. By thoroughly assessing the potential challenges and vulnerabilities, entrepreneurs are better prepared to develop contingency plans and strategies to minimize risk.

Encouraging Informed Decision-Making Concept assessments empower clients with the information and insights needed to make informed decisions about pursuing their entrepreneurial dreams. Armed with a comprehensive understanding of their business concepts and the business landscape, clients can confidently move forward in their entrepreneurial journey, equipped to face challenges and seize opportunities.

Other Business Developmental-Related Services VBOCs also provide assistance and training in such areas as international trade, franchising, online marketing, accounting, and more.

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U.S. Small Business Administration (SBA) Programs

Among other eligibility requirements for SBA loan programs, the business must be for-profit, meet SBA size standards, be located in the United States, be creditworthy, and have exhausted other financing options. • The 7(a) loan program is SBA's primary business loan program for providing financial assistance to small businesses. • The 504 program provides long-term fixed-rate financing for major fixed assets. • The SBA’s smallest loan program, the microloan program, provides loans up to $50,000 to help small businesses start up and expand. SBA recently implemented additional policies aimed at expanding small business access to capital by modernizing SBA’s signature loan programs.

Key Loan Program Improvements include: • Eligibility Determination: SBA made it easier to understand who qualifies for an SBA loan by clarifying affiliation standards, which can determine which

businesses count as “small,” and is now bringing eligibility determination in-house through technology upgrades. Together, these changes will help small businesses and lenders know who qualifies up-front. • Underwriting Requirements: SBA is providing additional flexibility in credit criteria for loans under $500,000 to support SBA loans in reaching more small businesses. Additionally, equity injection requirements have been removed for loans $500,000 and under. Equity injection requirements are now less rigid for loans over $500,000. • Financing Business Ownership Changes: While previously the 7(a) loan program could only be used to finance complete changes of business ownership, the 7(a) loan program can now be used to finance partial changes of ownership as well.

Federal Contracting Assistance sba.gov/federal-contracting/ contracting-assistanceprograms/veteran-contractingassistance-programs SBA offers support for veterans as they enter the world of business ownership. The SBA’s Veteran Small Business Certification program (VetCert) opens opportunities for veteran-owned small businesses (VOSBs) and service-disabled veteran-owned small businesses (SDVOSBs) to compete for federal sole-source and set-aside contracts. The responsibility of Veteran certification transferred from the Veteran Administration (VA) to the

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SBA in 2023 with the SBA accepting applications as of January 9th. All federal government purchases between $10,000 and $250,000 are automatically set aside for small businesses, as long as there are at least two companies that can provide the product or service at a fair and reasonable price. Veteran-owned small businesses can also access federally-owned personal property no longer in use through the Federal Surplus Personal Property Donation Program. There is no cost to obtain the VOSB or SDVOSB certification, visit veterans.certify.sba.gov to begin an online application. VetCert business certifications are valid for three years from the approval date before requiring recertification. VOSBs and SDVOSBs seeking certification from SBA must meet the following requirements:

• All must be considered small businesses, per the size standard corresponding to any NAICS (North American Industry Classification System) code listed in the business’s profile in the federal System for Award Management (SAM). • All must have no less than 51% of the business owned and controlled by one or more veterans whose military service can be confirmed by the VA. • SDVOSBs must have no less than 51% of the business owned and controlled by one or more veterans rated as service-disabled by the VA.

*Note: Veterans who are permanently and totally disabled, and unable to manage the daily business operations of their business, their business may still qualify if their spouse or appointed, permanent caregiver is assisting in that management. For more information about SBA’s loan programs, contracting certification programs, and other services, visit sba.gov. Remember, you don’t have to embark on your entrepreneurial journey alone. Schedule a free and confidential business advising session with one of our experts at VBOC of the Dakotas to find out the next best steps for you and your business!

VBOC of the Dakotas (701) 738-4850 und.edu/dakotasvboc /dakotasvboc @DakotasVBOC 4200 James Ray Dr Grand Forks, ND 58201

AWESOME FOUNDATION GRANT AWARD WINNER

Farm in the Dell hile the harvest season has wrapped up at Farm in the Dell of the Red River Valley, the organization continues to grow with season-extending greenhouse updates. Farm in the Dell received $1,000 from the Cass Clay chapter of the Awesome Foundation to renovate the greenhouse on their property, allowing them to use it for seed starting. With the updates, Farm in the Dell will be able to extend their season and employment opportunities for people with developmental disabilities.

Transforming Disabilities into Abilities Fresh vegetables. Getting your hands dirty in the garden. Providing purposeful work and life experiences in a community farm setting. Farm in the Dell is more than a community-supported agriculture (CSA) program. For individuals with developmental disabilities and their families, it offers a chance to learn, grow, and earn a regular wage. The organization serves adults, young and

BY ARIELLE WINDHAM

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old, who were born with autism, down syndrome, muscular dystrophy, cerebral palsy, etc. “These individuals were dealt a hand in life that no amount of money, hours in the field, or boxfuls of tomatoes will ever erase,” said Executive Director of Farm in the Dell of the Red River Valley Anna Sather said. “We can’t change that, but we can ensure that they feel seen, heard, valued, respected, and celebrated every day on the Farm through a paycheck, prayer, and conversations between rows of peas in the field on a sunny day.” During the 2023 growing season, Farm in the Dell supported a record 25 garden engineers with employment between May and October. The program has operated in the Red River Valley since 2012, growing year over year. “Saying goodbye to our employees every fall is hard,” Sather said. “We hope and pray that they return the next spring, but more importantly, that they find other places to belong, other sources of income during the off-season.”

New Opportunities for the Growing Season In the future, Sather and the Farm in the Dell team look forward to offering longer employment contracts and even more learning opportunities for their garden engineers. With the Awesome Foundation grant, the organization will renovate the greenhouse on the property. The new space will allow them to start their own seedlings in the spring, a task currently outsourced to local nurseries. This will also give them the opportunity for successive planting to expand their produce offering. “We are excited for the opportunity to have our garden engineers involved from the very beginning,” Sather said. “Because we didn’t have a usable structure on the farm to grow produce outside the regular growing season, we had to stall onboarding our employees until we were ready to transplant seedlings into the ground. They missed out on being part of the initial planting process and one of the great joys of gardening.” With the renovations, Farm in the Dell will be able to extend the growing and

Photo provided by Brandi Malarkey

(Left to Right) Dave, Farm in the Dell Board Member; Anna Sather; Farm in the Dell Executive Director; Heather Nesemeier, Awesome Foundation Trustee

employment season by one or two months and provide new experiences for their garden engineers. How can you help? Farm in the Dell plans for continued growth with the goal of offering year-round employment in the future. With the greenhouse renovation, the 2024 season will be the next step to achieving this goal. But sustaining the organization’s forward momentum will take continued support from the Fargo-Moorhead community. “We wouldn’t exist without the support of community programs and our amazing volunteers,” Sather said. “The community has rallied together to help us get this far, and we appreciate the generosity in time, skills, and funds from our friends in the Red River Valley.” For those looking to help this important resource grow, there are many ways to get involved. Visit the website for information on 2024 CSA enrollment. Like many agricultural operations, Farm in the Dell’s CSA

program helps with revenue upfront to defray early-season costs until the crops come in. Additionally, the organization continues to look for opportunities that will bring their garden engineers and the public together. They will also continue to set up shop at the Moorhead Farmers Market and provide wholesale produce to local schools and restaurants.

Learn more at farminthedellrrv.org

The Cass-Clay chapter of the Awesome Foundation awards a $1,000 gift each month for awesome ideas of all sorts. Grant recipients do not need to be associated with a nonprofit. Applications can be made at awesomefoundation.org/en/ chapters/cassclay.