Inside Columbia's CEO Winter 2019

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Starting Dec. 2nd.

‘Twas the night bebore Christmas and all through the house, all the creatures were stirring, a mouse ran down mom’s blouse! The Termites sat waiting in their dark, little lair, hoping Steve’s Pest Control would never be there. The bed bugs were nestled all snug in the sheets, with visions of biting our feet in our sleep. Mama sat by the window, dad got on the phone, and he called steve’s pest control to come save our home. then out on the lawn there arose such a clatter, and the bugs in our house knew they soon would be splattered. mom ran from the window to open the door, and steve’s pest control had brought presents galo he sprang to his truck, to his team gave a shout, and away went the bed bugs, the termites and mouse! and i heard him galore! exclaim as he drove out of sight, I’m your friend in the pest control business, good night!

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CONTENTS Inside Columbia’s CEO • www.insidecolumbia.net/ceo-magazine • Volume 11, Issue 2

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Opening Bell: The Buzz On Como Biz

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News Briefs

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Data Bank: New Airport Terminal

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Up & Coming: The Ladder Report

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Market Outlook: COU Flying High

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A Different Kind Of Bean Counter

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Reading List

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Health Connection: Five Ways To Work Out This Winter

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Five People To Watch In 2020

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What Business Leaders Are Saying

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CEO Roundtable: Columbia’s Leaders Speak Out

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Business Basics: Avoiding Customer Service Mistakes

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60 Networking 66

Publisher’s Note

ON THE COVER:

Elizabeth Loboa, dean of MU’s College of Engineering, one of the participants in this issue’s CEO Roundtable discussion.

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STAFF Chief Executive Officer Carla Leible cleible@zrgmail.com Publisher Emeritus Fred Parry fred@insidecolumbia.net Publisher Melody Parry melody@insidecolumbia.net Associate Editors Olivia DeSmit odesmit@insidecolumbia.net Peg Gill peg@insidecolumbia.net Contributing Writers Jack Wax, Taylor Burks

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Distribution Associates Steve Leible Inside Columbia’s CEO magazine Zimmer Strategic Communicatios 3215 Lemone Industrial Blvd., Suite 200 Columbia, MO 65201 573-875-1099 • www.ColumbiaCEO.com Inside Columbia’s CEO is published quarterly by Zimmer Strategic Communicatios LLC, 3215 Lemone Industrial Blvd., Suite 200, MO 65201, 573-875-1099. Copyright Zimmer Communications, 2018. All rights reserved.

Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited. Postage paid at Columbia, Mo. Annual subscription rate is $19.95 for four issues.

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OPENING BELL

TH E B UZ Z ON COM O BI Z

Construction Continues

T

he John Warner Middle School is Columbia Public Schools’ seventh middle school and will open in fall 2020. The multi-level building has a capacity of 700-750 students, with 126,000 square feet. The new middle school is located on Sinclair Road and will cost $35 million to construct.

The building was designed by PW

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Architects, Inc. and is being built by River City Construction as the primary general contractor. Other key, local contractors include: Engineering Surveys and Services, Crockett Engineering Consultants, Emery Sapp & Sons, ACI Boland Architects and Timberlake Engineering.

The school’s namesake, John Warner,

was a 35-year veteran of the Columbia Police Department. He passed away in August. Warner was a pioneer for the DARE program and a school resource officer to six of Columbia’s middle and junior high schools. According to Superintendent Pieter Steipleman, Warner was “a teacher first and officer second.”

PHOTO COURTESY OF COLUMBIA PUBLIC SCHOOLS

New John Warner Middle School to Open Next Fall

I am confident that 2020 will be your best year ever. Let me share some of the reasons why I can make such a bold prediction: You and your team Celebrate your Successes You know that Success does not happen by accident.

These frequent celebrations – big and small - recognize the contributions of your team members and inspire them to continued greatness.

You have outlined a Vision of your Ideal World You have Clarified your Priorities and know what is important to you and your team. Based on these priorities, you and your team have written goals that are Specific, Measurable, Actionable, Relevant and Time Bound. Each goal is founded in your ‘Why’ and is consistent with your core values.

You have clearly articulated Roles for yourself and your team Every person on your team has stated in 2 or 3 specific, but succinct sentences, exactly what their role is in making 2020 a success. Their role statement includes a value statement – “I add value to my team by .. .. .. “

You know your Numbers You have established benchmarks for the key metrics of your business and have developed a clear strategy to reach the marks. Team members own and are accountable for the tasks required to execute the strategy.

Are you and your team prepared to make 2020 your best year ever? Do you need some assistance Clarifying your Priorities, Developing Written Goals, or Creating an Actionable Strategy for Success?

Schedule a meeting with Tom. Together we can create ‘the best Next Steps’ to make 2020 your Best Year Ever.

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OPENING BELL

News You Need To Know MIZZOU ESPORTS ANNOUNCES NEW PARTNERSHIP WITH NATIONAL GAMING COMPANY The home of one of the University of Missouri’s newest competitive teams has a new name. The headquarters for Mizzou Esports will be named the MSI Training Facility. This name comes from a new partnership with MSI, a leading computer hardware and gaming company that has been training and partnering with professional esports teams since 2008. Under the partnership, MSI will outfit Mizzou Esports with state-of-the art gaming systems its first year of competition, as well as provide funds to outfit the facility with a public gaming space for the campus community, high-end broadcasting capabilities and a fan spectating area. Mizzou Esports players compete in three games: Rocket League, Overwatch and League of Legends.

UNIVERSITY OF MISSOURI

TRAVEL TIMES COULD SPEED UP WITH PROPOSED HYPERLOOP Riders on the proposed Hyperloop transportation could travel from St. Louis to Kansas City in just 30 minutes, Virgin Hyperloop One officials say. Travel can occur quickly at estimated speeds of over 600 miles per hour — dropping a trip to Kansas City or St. Louis from hours to minutes. The MU College of Engineering recently hosted a presentation on the science and engineering behind hyperloop transportation, which features a tube-based transit. A hyperloop pod from Virgin Hyperloop One was on public display to showcase the technology, which officials say they have been working on for the past five years.

COLUMBIA START-UP WEEKEND HIGHLIGHTS 10 NEW BUSINESS PITCHES From developing a safe skies paragliding app to developing a concept for peanut butter sticks, young entrepreneurs spent their weekend working on business ideas during Columbia Startup Weekend. The annual event was held Oct. 18-20 at Veterans United Home Loans.

Entrepreneurs were encouraged to pitch their business concepts on Friday night; individuals formed teams to develop these ideas throughout Saturday; on Sunday the final presentations were made to judges, where the favorite business ideas were selected. Columbia Startup Weekend is in its ninth year and this year attracted participants from as far as Alaska.

PICKARD HALL ON THE FRANCIS QUADRANGLE TO BE DEMOLISHED University of Missouri officials announced that Pickard Hall will be demolished. Officials say that any future replacement will honor the historical accuracy of the Francis Quadrangle.

In the early 1900s, Pickard Hall housed the Department of Chemistry. During that time, many experiments were completed with naturally occurring radioactive materials. As a result, officials closed off areas in the basement and restricted anyone from entering them. In the last several decades, changes have been made to environmental regulations as scientists have become more knowledgeable about handling radioactive materials. Recently, university officials submitted a final plan for demolition of the building. When approved, the university will have approximately two years to complete the demolition.

PROVIDED PHOTO

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N E WS BRI E FS

COMPLETE POPULATION CENSUS IN 2020 IS IMPORTANT TO COMMUNITY’S FUTURE Every 10 years, the U.S. Census Bureau conducts a census to count every resident in the United States. The city of Columbia and Boone County officials want to make sure the 2020 census count is as complete as possible. Federal agencies use census results to distribute hundreds of billions of dollars in federal funds each year. Low participation in the 2020 census could have substantial negative consequences for the state and county. For every adult and child that is not counted, Missouri loses an estimated $1,300 in federal funding per person, per year. For the first time, there will be an option to respond online, in addition to the options of responding by phone or returning a paper questionnaire in the mail.

COLUMBIA CHAMBER OF COMMERCE

CHAMBER’S SMALL BUSINESS EXPO SHOWCASES COMPANIES WITH FEWER THAN 25 EMPLOYEES On Nov. 7, more than 40 small businesses from a variety of industries gathered to promote their companies. The Columbia Chamber of Commerce held its 14th annual Small Business Expo at the Plaza Events Center at Parkade. The event was designed with businesses with less than 25 employees in mind and gave them the opportunity to make connections and promote their businesses. Attendees toured interactive displays and visited booths, participated in a ribbon cutting and enjoyed food and drinks.

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OPENING BELL

DATA BAN K

Air Support New Columbia Regional Terminal Viewed as Vital

A

ccording to the second quarter of 2019 cost of living index provided by the Missouri Economic Research and Information Center, Missouri is one of the cheapest states to live, ranking fourth from the bottom. All of the

Missouri cities had a composite index below the national average, with Columbia having a 92.0 index. The Missouri city with the lowest cost of living was Joplin, with an index of 81.5. Kansas City had the highest cost of living, with an index of 94.9

How important is a new airport terminal at Columbia Regional Airport 93% Important

4.1% No Opinion

3.1% Not Important

Value

Percent

Responses

Important

92.9%

91

Not Important

3.1%

3

No Opinion

4.1%

4

Source: Survey of Local Business Leaders 14

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OPENING BELL

UP & COM I N G

The Ladder Report Look Who’s Moving Up In Business DE’CARLON SEEWOOD was selected as the next deputy city manager for the CITY OF COLUMBIA. He has more than 13 years of experience in various executive leadership roles in local government. Seewood served as the city manager for the City of Ferguson from 2015 until this year. His prior experience includes serving as the village manager for the Village of Richton Park, Illinois from 2009 to 2015, the city manager for the City of Berkley from 2007 to 2009 and the assistant city manager for Ferguson from 2001 to 2007.

MELINDA “MINNOW” WRYE-WASHINGTON was inducted into the MISSOURI SPORTS HALL OF FAME on Nov. 3. She is the varsity volleyball coach and assistant athletic director of the Eldon Mustangs. She previously served as head volleyball coach for Columbia College, where she also graduated with a bachelor’s degree in 1995. Wrye-Washington earned a master’s degree in education in 2006. She served as head women’s volleyball and women’s basketball coach as well as senior women’s athletic administrator at Westminster College from 1997 to 1999. She remains the winningest coach in Westminster volleyball history by a win percentage of .787 and an overall record of 70-19.

PATRICIA HALL, PhD, FACHE, has been selected by the U.S. Department of Veterans Affairs as the new medical center director of HARRY S. TRUMAN MEMORIAL VETERANS’ HOSPITAL. As medical center director, Hall leads a team of approximately 1,700 staff, and makes key decisions concerning the health of veterans who receive care at Truman VA. Her most recent role was to serve as director of John J. Pershing VA Medical Center in Poplar Bluff. A veteran of Operation Enduring 16

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Freedom and Operation Restore Hope, Hall also is a Bronze Star recipient.

SARA DAVIS has joined KNORR MARKETING COMMUNICATIONS as an events manager. In this position she will be responsible for event planning and coordination, creative execution and on-site staffing for corporate and nonprofit clients. Davis previously served as event manager at Riverbanks Zoo and Garden, the largest tourist attraction in South Carolina. She is a graduate of Charleston Southern University in South Carolina.

The University of Missouri’s COLLEGE OF HUMAN ENVIRONMENTAL SCIENCES (HES) recently named the second group of HES Faculty Scholars. For the next two years, the following individuals will carry named titles and receive additional resources to support their work: MICHAEL GOLDSCHMIDT, an associate teaching professor in architectural studies, was named a Hazel Hatcher HES Teaching Scholar. DR. JILL KANALEY, professor of nutrition and exercise physiology, was named a Treva Kintner HES Research Scholar.

DR. SARAH KILLOREN, associate professor of human development and family science, was named a Treva Kintner HES Research Scholar. DR. JEAN PARSONS, professor of textile and apparel management, was named a Treva Kintner HES Research Scholar.

DR. KATHLEEN PREBLE, an assistant professor in the School of Social Work, was named was named a Treva Kintner HES Research Scholar. DR. DEANNA SHARPE,

an associate professor in personal finance planning, was named a Hazel Hatcher HES Teaching Scholar.

CENTRAL TRUST COMPANY announced that AMBER MYERS, CISP, CTFA, assistant vice president and relationship manager, was recently awarded the Certified Trust and Financial Advisor (CTFA) professional certification from the American Bankers Association. The certification is awarded to individuals who demonstrate excellence in the field of wealth management and trust. To qualify, individuals must have certain levels of experience and education in the trust profession, pass an exam and agree to abide by a code of ethics.

STEPHEN SHOWALTER of the OSWALD CROW AGENCY recently participated in Grinnell Mutual’s Commercial Lines Academy.

Showalter joined agents from around the company’s writing territory to learn more about Grinnell Mutual’s commercial products, services and operations in Grinnell, Iowa.

LAURA KOGUT has been selected by PROVIDENCE BANK as the new assistant vice president, mortgage banking vofficer. In her new role, Kogut will be responsible for originating Residential Mortgage Loans in Columbia and the mid-Missouri area. She has been working as a mortgage loan originator in Columbia since 2012. Kogut is an affiliate member of the Columbia Board of Realtors, treasurer of the Metro Rotary Club, an ambassador with the Columbia Chamber of Commerce, a member of the Steering Committee for Women’s Network and treasurer of the Show Me Referrals Chapter of Business Networking International.

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Preparing for Takeoff COLUMBIA REGIONAL AIRPORT’S NEW TERMINAL.

BY JACK WAX • PHOTOS BY L.G. PATTERSON

A

new day and a new terminal are coming for the tens of thousands of people who fly into or out of the Columbia Regional Airport each year. In November, the Columbia City Council unanimously gave its approval for the

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design/build method of construction for Phase 1 of the airport’s proposed terminal. Phase 1 will be $20 million of the total project cost, which is estimated to be approximately $35 million. The terminal is scheduled to be open for pas-

sengers in June 2022.

“We are going to have a modern, accessible airport terminal,” says Stacey Button, economic development director for the city of Columbia and REDI president. Button has been looking

interior. More parking spaces will be added and existing lots are expected to be paved in the future.

Michael Parks, airport manager, shares Button’s enthusiasm. “There will be so many more amenities in the new terminal — better accessibility and more room throughout. Currently our public seating area is taken up by the TSA. In the new one, we’ll have a precheck

121,000. When you add in the number of people flying into the airport, we’re serving a quarter of a million passengers.”

The outgoing passengers not only come from Columbia but also from the airport’s 17-county catchment area. “Our reach is far and wide,” says Parks. “The people in those counties are our passenger base, contributing each and every day and on each and every flight.”

“The new terminal will be a giant leap in size and style from the old one that midMissourians have become accustomed to.”

Stacey Button

forward to the new terminal for years.

“The existing terminal is 51 years old,” she says. “Although it has 16,000 square feet, part of that space includes the three doublewide trailers that have been added to it to accommodate growth.”

The new terminal will be a giant leap in size and style from the old one that mid-Missourians have become accustomed to. The new terminal’s 60,000 square feet of space will be almost four times the size of the old one. It will include a restaurant, larger gate areas, boarding bridges, a more spacious concourse and a stylish, sophisticated

lane in addition to the regular screening lanes, and the wait-time passengers experience going through screening will go down,” he says.

Both Parks and Button are glad that the days of passengers having to walk onto the apron in inclement weather are numbered. “We’re going to have boarding bridges, which will make it more comfortable and much safer,” says Button.

When the new terminal opens, the apron will include parking areas for four airplanes. Passengers will board the aircraft and deplane through enclosed boarding bridges. Initially, three boarding bridges will service the aircraft as part of Phase 1, but eventually a fourth one will be added.

The need for the new terminal is clear and undeniable. Button points to a chart that shows the number of people each year who fly out of the airport. She explains, “In 2007, we had 9,000 people flying out of Columbia. Fast forward to 10 years later and we had 90,000. And if you check last year’s numbers, we had

Currently two carriers — United Airlines and American Airlines — serve the area with 22 options each day, but the added capacity will allow the airport to handle even more passengers, more flights and more carriers. Before the new terminal is completed, the airport will have lengthened one of its runways, enabling larger planes to land and takeoff. “Currently that runway is 6,500 feet long. We are going to expand that to 7,400 feet,” Parks says.

Although the design/build team for the new terminal won’t be selected until June, one thing is certain: Whatever design the City Council selects, it will be a vast improvement over the old terminal.

It will look better, serve the needs of passengers and visitors better and give visitors a better image of Columbia. Because of Columbia’s Percent for Art program, one percent of the Phase 1 construction cost of the new terminal will be allocated for site-specific art. Artists from around the nation will be invited to submit their proposals for inclusion of their artwork WINTER 2019

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as a feature of the airport. In addition, the city will have access to a large collection of local aviation memorabilia

also have a beam from a hangar that was used by Stephen College’s Aviation Department,” says Button. “The col-

“The terminal will represent the entire region in a positive way, People flying here will be pleased when they arrive.”

Stacey Button

and historic artifacts. The design/build bidders are being directed to reflect the history of mid-Missouri aviation in their designs as interior features. “We

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lege started the nation’s first aviation program for women in 1944.”

Public input on the design of the new terminal has been sought over the

past several years and anyone with any comments or suggestions is welcome to email Michael.Parks@CoMo.gov. This spring, when the field of proposed designs has been whittled down from five to three, the public will be able to see the different designs and provide more feedback. The City Council will make the final decision on which design/build firm will be selected for the project.

Funds for the new terminal come from a variety of sources. They include passenger facility charges, which pay for capital improvements projects at airports across the nation as well as Columbia’s, a temporary one percent hotel and motel tax, transportation sales tax, a special obligation bond, a designated loan from the city and federal grants.

Even before it’s completed, the new

terminal will have a positive effect on businesses considering relocating to midMissouri. “Employers are always asking about air service. I know that for prospective businesses, it plays into their decision making. Whether they utilize the airport to fly to headquarters located in other states, or they have trainers coming into the area, the ease of coming in and out of Columbia Regional is very significant and a tremendous value to our area employers.”

Although the old terminal has been tolerable, it hasn’t done much for the image of mid-Missouri. That will change in June 2022. “The terminal will represent the entire region in a positive way,” Button says.

“People flying here will be pleased when they arrive.”

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Coffee Curriculum New Kaldi’s Café Offers Unique Student Experience.

BY OLIVIA DESMIT • PHOTO BY L.G. PATTERSON

T

he first official cup of coffee — well, tea — served at the new Kaldi’s Coffee shop in Cornell Hall was a chai latte for Ajay Vinzé, the dean of the business school.

The shop, referred to as a learning café, is a partnership between MU’s Robert J.

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Trulaske, Sr. College of Business and Kaldi’s Coffee. Kaldi’s co-owners, Tricia Zimmer Ferguson and Josh Ferguson, are alumni of the University of Missouri and were looking for a way to give back to their alma mater.

“I’m so excited to begin offering not only great coffee and tea, but great

academic experiences to MU’s business students through this partnership with the college of business,” Tricia Zimmer Ferguson says. “As an entrepreneur who benefited from a world-class education at MU, I can’t think of a better way to say thank you to the College of Business while

also providing students with new ways to enrich their college experience.”

Dean Vinzé and Zimmer Ferguson first brainstormed this collaboration two years ago, Vinzé says. “When I met Tricia, we immediately hit it off and knew we wanted to do something together to help businessmen and women at MU,” he says.

“Kaldi’s opening itself in the business school is going to provide students with experiential learning opportunities. It’s going to be meaningful for our students to see how a good business is run.”

The café will hire student employees, but the real collaboration comes in the form of course credit. Business school students will gain access to Kaldi’s data and information, so that they have real world examples in courses. “Professors will use Kaldi’s as an example in different courses,” Dean Vinzé says. “For example, if students are in an accounting class, they will audit Kaldi’s books. If students are looking at supply chains in a course, they will look at how Kaldi’s coffee goes from bean to cup. They’ll get to experience things that you can only experience if you’re part of a business.”

Although it shares some ideas as the Missouri Method at the Journalism school, this technique is different, he says. “We aren’t training students to become baristas — we’re giving them experiential learning opportunities.” And, unlike most other dining or coffee options on campus, “this partnership is not part of campus dining,” the dean says. “It’s a new way of thinking.”

The Kaldi’s Café experiential learning opportunities will be offered in three courses this fall and four courses in the spring. But, Dean Vinzé says, “once word gets around, I’m sure there will be many more courses. This partnership is one example of the business school trying to create experiential learning opportunities. Instead of going out, we are pulling businesses in.”

The café, located on the second floor of Cornell Hall offers a full line of specialty drinks, including espresso, smoothies and food. It is open 7 a.m.–3 p.m.

Monday through Thursday, and 7 a.m.–1 p.m. on Fridays.

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JOE HOLLOWAY

PROFESSIONAL PETROLEUM PROVIDER Joe Holloway worked at Mutrux for two years and says his favorite part of his job there was the customer interaction. He says the most important lesson he learned is that we all come from different walks of life, but a smile is universal. His two loves are cooking and working with people. He says the smiles of satisfied customers are what fuel his passion for his job. His proudest professional accomplishment is learning what it means to be a professional and how to be one. “We are ladies and gentlemen serving ladies and gentlemen,” he says.

KATY SHAFFER

TEACHER Katy Shaffer says she learned accountability and responsibility from working at Mutrux.

She was employed there on and off for more than 10 years, including while she was a student at Columbia College pursuing a degree in elementary education. She was drawn to teaching because she enjoys working with children and building a rapport. “I’m passionate about teaching because I think all children need someone on their side and that’s who I am,” she says. Two of her proudest accomplishments as a teacher are when she was called “mom” accidentally and receiving multiple handwritten notes about being a child’s favorite teacher. She says her favorite part of working at Mutrux was the community — both her employers and coworkers — as well as the customer community with its regulars. “I learned so much from Ross and Cindy,” she says. “They were supportive and interested in our lives outside of work.”

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ASK THE EXPERTS:

LEGAL Over the course of a lifetime, the need for different legal services may arise, whether those services are needed to buy a home, start or sell a business, adopt a child or any of a whole host of other reasons or situations. And just as there are specialists in the medical profession, there are specialists in the legal profession, too — experts who are well-versed in the particulars of their particular field of law. On the following pages you’ll learn more about a variety of local attorneys and law services and their respective areas of expertise.

PROMOTION

Ask the Expert: Estate Planning

Carson & Coil Alan Meyer

ALAN MEYER ASSISTS MISSOURIANS WITH PASSING ON THEIR WEALTH AND ENSURING THAT HIS CLIENTS’ FINANCIAL LEGACY IS SECURED AND CARRIED ON. Alan earned both his B.A. and J.D. at the University of Missouri School of Law. A native of Sedalia, he lives in Columbia with his wife Katie and son Malcolm. He is a past member of the Columbia Citizens’ Police Review Board and a past member of the Board of Directors of Columbia Entertainment Company.

Q: How long have you practiced law?

A: Ten years Q: What inspired you to become a lawyer?

A: I enjoyed my prior work as a mental health caseworker and decided I liked helping people tackle problems that they didn’t understand, as well as advocating for people who couldn’t speak for themselves.

Q: What type of cases do you generally handle?

A: Drafting wills, trusts, and other estate planning documents; litigating estate planning, trust, and guardianship issues in probate court; and consumer bankruptcy representation.

Q: What is your approach or philosophy to winning or representing a case?

A: In estate planning situations my role is less

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about ‘winning’ a case for my client and more about explaining a complex, counterintuitive process and making sure their questions are answered and their comments are heard.

Q: What do you do outside of work for fun?

A: I enjoy reading, watching football and I’m a terrible but enthusiastic golfer.

515 E. High St., Jefferson City, MO 65101 | 401 E. Locust St., Ste. #302 Columbia, MO 65201 | 573-636-2177 | carsoncoil.com Disclaimer: The choice of lawyer is an important decision and should not be based solely upon advertisements

PROMOTION

Ask the Expert: Immigration Law

Mihaela Britt Britt Immigration Law, LLC

Mihaela Britt received her MBA and J.D. from the University of Missouri-Columbia. She has helped numerous clients successfully navigate our complex immigration system.

Q: How long have you practiced law?

A: Six years. However, I worked in international education for nine years before becoming an attorney.

Q: What inspired you to become a lawyer?

A: I am an immigrant and wanted to give back to the community that helped me.

Q: What type of cases do you generally handle?

A: My three main type of clients are individuals, businesses and institutions of higher education.

Q: What do you do outside of work for fun?

A: I have a husband, a teenager and two adorable dogs that pretty much use all of my time. I also spend time with my friends and workout buddies who keep me sane and real.

19 E. Walnut, Ste. G, Columbia, MO 65202 573.615.1180 | mihalaw.com

Q&A

Disclaimer: The choice of lawyer is an important decision and should not be based solely upon advertisements

Ask the Expert: Disability Cases

Russell C. Still & Frank T. Koch Harlan, Still & Koch

Since 1974, Harlan, Still & Koch has been helping the disabled and injured in Missouri get the support they deserve.

Q: What inspired you to become a lawyer?

Still: I watched “Perry Mason” and admired lawyers active in the Civil Rights Movement.

Koch: Love of history Q: What type of cases do you generally handle?

A: Social Security Disability, Workers Compensation and ERISA cases.

Q: What is your approach or philosophy to winning or representing a case?

A: Be thorough, prepare, prepare, prepare and respect your clients and opponents.

515 Cherry St., #300, Columbia, MO 65201 573.874.2402 | harlan-still.com

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PROMOTION

Ask the Expert: Criminal Defense/DWI

Faber Law Firm Ben Faber

BEN FABER HAS BEEN PRACTICING LAW FOR SIX YEARS. His firm represents individuals in Columbia, as well as in many surrounding counties, who have been charged with a crime or are being investigated in connection with a crime.

Q: What inspired you to become a lawyer?

A: Both my father and grandfather were attorneys, so I guess you could say it’s in my blood.

But I got into criminal defense specifically because of my chosen family. I lost a good friend to the legal system. I saw first-hand what it can do to people; no one person is ever as powerful as our government, no matter their resources. It’s an imperfect system, and even when it gets things right, it has to be held accountable. With that experience, I realized how crucial it is that everyone have access to quality defense counsel.

Q: What type of cases do you generally handle?

A: I represent clients from all different backgrounds with a variety of legal needs. The majority of my cases are the stuff of daily life in a college town like Columbia. Drug possession, barfights,

driving while intoxicated, and so on. But I also handle more serious cases, including homicides.

I’m also privileged to have the opportunity to be a Criminal Justice Panel Act Attorney for the Western District of Missouri, the federal court for our region. There I’ve defended clients with fairly complex legal issues, including multi-state drug conspiracies and financial crimes.

Q: What is your approach or philosophy to winning or representing a case?

A: I have to establish trust with all my clients, and to do that, I try to bring the highest level of preparation and care to all my cases. That starts from the moment I meet a potential client, no matter their story or their eventual needs. Even the most mundane cases sometimes need careful investigation, legal research, and attention, just as the complex cases do. Often that leads

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to a better outcome for my client, with charges being reduced or even dropped completely.

Trust also precedes credibility with juries, judges, and prosecutors. Even in our adversarial system, I need to be able to communicate and work with public servants to help my clients get the best outcome possible. When prosecutors know you’ll fight for your client, or when judges recognize you act with integrity and honesty, I think you’re ultimately able to serve the client’s needs better.

Q: What do you do outside of work for fun?

A: I have an amazing family, and my wife, two daughters, and son are my priority when I have down time. We’ve been lucky enough to get to travel in the past few years, and I love to combine my passion for food and cooking with our travel.

1001 Cherry St., Ste. 104, Columbia MO 65201 | 573.777.9770 | comocriminaldefense.com Disclaimer: The choice of lawyer is an important decision and should not be based solely upon advertisements

PROMOTION

Ask the Expert: Court Reporting

Shelley Mayer & Tracy Taylor Tiger Court Reporting

Shelley Mayer and Tracy Taylor started their business in 2008. They both have more than 20 years of court reporting experience.

Q: What inspired you to become court reporters?

M&T: The flexible schedules, variety of cases, challenging nature of the work and income potential.

Q: What type of cases do you generally handle?

M&T: Every kind there is! Civil, criminal, probate, trials, hearings, meetings, class action, Workers’ Compensation, captioning for hearing-impaired individuals and much more.

Q: What do you do outside of work for fun?

M: I enjoy traveling and life on the farm.

T: I have two children that keep me busy all the time.

111 E. Broadway, Ste. 310, Columbia, MO 65203 573.999.2662 | tigercr.com

3 Magazines

1 smart move FALL 2019 B O O M !

M A G A Z I N E

It’s more than a magazine | InsideColumbia.net | 573-875-1099

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GENERATE QUALITY LEADS ON YOUR WEBSITE When fully optimized using inbound marketing practices, modern websites have the power to consistently generate leads.

These websites work day and night, engaging with visitors and encouraging them to take the next steps in becoming qualified prospects and eventually, loyal customers. If your website is not yet doing the heavy lifting by generating leads while you sleep, you can benefit from using inbound marketing techniques to improve your site.

LEARN MORE AT

fuze32.com

LIGHT THE FUZE. BRING THE BOOM. TRANSFORMING BUSINESSES INTO THOUGHT LEADERS AND LEAD GENERATORS. 30

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THE READING LIST

Four Books To Read This Winter Will It Fly?: How to Test Your Next Business Idea So You Don’t Waste Your Time and Money

By Pat Flynn Have you been burned from rushing into a business idea too quickly? This is a step-by-step system for testing your concept before it goes to market. Author Pat Flynn has created multiple successful businesses, and learning from his experiences may be the key to starting your idea off on the right foot. A lack of proper validation kills more businesses than anything else. This book provides action-based examples, small-scale litmus tests and real-world case studies that ensure you properly vet your idea before you spend your hard-earned time and money. You will be challenged to get past analysis paralysis and do the work to launch a successful business.

Don’t Keep Your Day Job: How to Turn Your Passion into Your Career

By Cathy Heller This book is written by the creator of the No. 1 podcast “Don’t Keep Your Day Job,” an inspiring book about turning passion into profit. The pursuit of happiness is all about finding a purpose. We don’t want to just go to work and build someone else’s dream, we want to do our life’s work. This book will get you fired up, and get you ready to add a little more sparkle to this world. The author shares wisdom, anecdotes and practical suggestions from successful creative entrepreneurs and experts. You’ll learn essential steps like how to build your side hustle, how to find your tribe, how to reach for what you truly deserve and how to ultimately turn your passion into profit and build a life you love.

Think Like Amazon: 50 ½ Ideas to Become a Digital Leader

By John Rossman The former Amazon executive who launched and scaled Amazon Marketplace delivers the ultimate playbook on how to “think like Amazon” and succeed in the digital age. In this step-by-step guide, he provides 50 ½ answers drawn from his experience as an Amazon executive — and shows today’s business leaders how to think like Amazon, strategize like Bezos and beat the competition like nobody’s business. You’ll learn specific game-changing strategies that made Amazon stand out in a crowded digital world.

These include actionable ideas that you can use to transform your culture, expand your business into digital, and become the kind of platform company that customers obsess over.

Success Is in Your Sphere: Leverage the Power of Relationships to Achieve Your Business Goals

By Zvi Band Our professional relationships are the most important asset we have when it comes to growing our careers and our businesses. Most people think of this as “networking.” But in today’s hyperconnected market, the most cost-effective and highreturn route to new, repeat and referral business is through our existing networks, not through adding more social media “friends” and “connections.” This guide from relationship marketing expert Zvi Band shows how to deepen your personal connections to achieve your professional goals using a strategy of relationship-building techniques. In business, as in life, it all comes down to the quality of your relationships.

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HEALTH CONNECTION

Staying Fit Five Ways to Work Out When It’s Cold Outside.

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t’s chilly, it’s gloomy and getting out of bed is difficult. When you’re forced to bring your workout indoors because of weather, moti-

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vation and creativity can escape you.

However, don’t let the winter get you off track of maintaining — or starting — a consistent exercise routine. To keep you

moving, Dr. Jeremy Corbett, division chief health officer of Envolve, has these five tips to help you get your exercise in, even when temps aren’t ideal.

b y J EN N I FE R BON H AM

1

CLASS CRASH. If your workout typically takes you outdoors like running or biking, look for some indoor alternatives. Many local gyms run holiday or winter specials.

Consider a short-term membership and hit a cycling class instead. The average spin class can burn anywhere from 300 to 800 calories depending on the intensity and your body weight. You may find the community aspect and instructor inspire you to beat your normal pace! If cycling isn’t your thing, try a low- or high-impact aerobics class to keep your heart pumping like it would during an outdoor run.

2

ATTEMPT INDOOR SPORTS. Mix it up and look for some indoor rec leagues. Basketball is a high endurance sport that promotes bone strength and coordination skills.

Indoor soccer and volleyball are great team sports that improve muscle strength and tone. Not an extremely athletic person? Look for some more laid-back options like dodgeball, bowling or rock climbing. These sports not only offer physical benefits, they also promote social interaction, which is also important to your overall health.

3

STAY HOME. You don’t have to have thousands of dollars’ worth of equipment to turn your home into a gym. Use a chair for leg lifts, raising your leg straight out until it is level with your hips. Try triceps dips for muscle tone and strength building. Using your arms to hold you up, slide off the front of your chair, slowly bend your elbows to lower your body toward the floor until your elbows are at a 90-degree angle, then straighten your arms and repeat.

Jumping rope, running in place, and jumping jacks are all great cardio options that require little space and no fancy equipment. Combine multiple strength and cardio exercises together to create your own circuit. Circuit workouts allow you to cycle through a number of exercises keeping things interesting and allow you to get maximum results in a smaller amount of time. Bonus — circuit training has been reported to boost your metabolism.

4

SELECT SEASONAL ACTIVITIES. Everyday activities that come with cold weather can be good ways to stay fit. Shoveling snow is both a muscle and cardio workout with the potential to burn up to 200 calories every 30 minutes. Pulling your kids around in the sled? It’s essentially the equivalent of lifting weights. The walking and exertion it takes going up the hill multiple times for sledding is an excellent workout! Even if you don’t have snow, a cool brisk winter hike helps add some activity to the day.

5

PLAN AHEAD. If you decide to brave the weather, be sure to check the temperature and wind chill so you can safely plan your route and dress. A wind chill of lower than -18 degrees Fahrenheit is unsafe even with warm clothing. Make sure your layers consist of differing materials to create the greatest resistance for wind. Cover your head, face and hands to retain more heat. Instead of venturing far in a straight direction, consider altering your route to be more of a loop that you can repeat so you can stay closer to home should the weather change or the temperature feel too cold.

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FIVE

PEOPLE TO

WATCH IN 2020

BY JACK WAX | PHOTOS BY L.G. PATTERSON

Elizabeth Loboa

John Glascock

Jonathan Curtright

Mun Choi

Dr. Jerry Kennett

EVERYONE CAN MAKE A DIFFERENCE IN THE LIVES OF PEOPLE THEY KNOW AND CARE FOR. But some people are in a position where they can make a difference in the lives of thousands. Columbia is fortunate to be home to a diverse group of civic, educational and business leaders who are building a better world — through their ideas, their decisions and their ability to muster support for their visions.

The five leaders featured in this issue of CEO magazine are prime examples of the sort of people who will be shaping the year 2020. Of course, there are dozens, if not hundreds or even thousands, of other Columbians whose daily work has a significant impact in their workplaces, in their professions and in the community. The list of such people would fill several magazines. But with only a limited number of pages, we’ve selected five: President of the UM System Mun Choi, CEO of MU Health Care Jonathan Curtright, Dean of MU’s College of Engineering Elizabeth Loboa, Chair of the Boone Hospital Board of Trustees Dr. Jerry Kennett, and Columbia City Manager John Glascock.

From behind the office desks where they work, their impact reaches throughout their organization, then radiates throughout their immense areas of influence. In some cases, their influence extends to the nation and scientific circles of researchers throughout the globe. The year 2020 would be very different and not as exciting were it not for these five leaders.

“The world is getting smaller, and it’s critical from the standpoint of innovation and strategy to get as many diverse viewpoints and backgrounds as possible.”

ELIZABETH LOBOA Dean Of College Of Engineering

ELIZABETH LOBOA, DEAN OF MU’S COLLEGE OF ENGINEERING Elizabeth Loboa, Ph.D, isn’t among the forces that MU engineering students study, but her energy and enthusiasm are strong forces worthy of study in any curriculum preparing students for success as leaders.

She is dean of MU’s College of Engineering, vice chancellor for strategic partnerships, an active researcher of tissue engineering applications, a trailblazer for several major university projects

and among other activities she serves on the boards of several community organizations and national associations.

When asked about challenges for the coming year, she turns the question around.

“Launching something new can be considered a challenge, but it’s also very exciting. With respect to our Pillars of Pursuit, we have exciting opportunities,” she says.

The Pillars of Pursuit are the college’s priorities: educating engineering leaders, big data analytics, biomedical innovations and sustainability in FEWSed (food, energy, water and smart cities.) She says that

it’s not enough to educate future engineers; her goal is to educate future leaders in engineering who serve their communities as well as their professions. She created the college’s Leadership, Engagement and Career Development Academy to offer students opportunities to grow these skills.

Under her leadership, the college has continually made strides in becoming more diverse. At least 30 percent of new faculty members are women or underrepresented ethnic minorities. “There still hasn’t been enough progress nationally (in attracting and retaining women and underrepresented minorities into engineering), she says. “The world is getting smaller, and it’s critical from the standpoint of innovation and strategy to get as many diverse viewpoints and backgrounds as possible.”

The world will seem even smaller if Loboa’s efforts to bring the Hyperloop to Missouri pay off. Traveling at 760 miles per hour, the Hyperloop would shrink the journey from Kansas City to St. Louis to just 30 minutes. As a key person on the state’s blue-ribbon Hyperloop panel, Loboa is currently working on a proposal to create a three-mile test track.

The development of the track would create a consortium of universities, based in Columbia, working together to make the Hyperloop a reality.

Loboa is bringing another group of researchers together, as one of the leaders of MU’s NextGen Precision Health Institute. “We have multiple MU colleges and schools participating in this project, “she says. “We’ll also be working with the MU research reactor, University Health Care and the VA Hospital.” The project will support medical research of the MU System’s four universities, moving fundamental research out of laboratories and into next-generation treatments and medical devices. The 265,000-square-foot facility is being built on the corner of Virginia and Hospital Drive and is scheduled to open in October 2021.

In her own lab in Lafferre Hall, Loboa focuses on tissue engineering and regenerative medicine. Working with stem cells isolated from human fat, she is studying techniques that make smart bandages. These bandages can trigger stem cells to differentiate and form bone or cartilage cells. They can also release compounds that kill multi-drug resistant bacteria.

It would be enough if Loboa’s energy and enthusiasm were limited to the 3,500 undergraduate and graduate students in the College of Engineering. But being dean is only one aspect of Loboa’s multidimensional career — a career that in 2020 will impact the university, state and researchers around the world.

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JOHN GLASCOCK, COLUMBIA CITY MANAGER Personable, down-to-earth and approachable, Columbia City Manager John Glascock enjoys the complex task of overseeing the day-to-day operations of the city. “I’m in a buck stops here sort of situation,” he says. In a city that now employees 1,500 people and includes 52 separate budgets, a lot of bucks stop at his desk. He’s been doing the job since last July, but has been working for the city in various capacities for the past 17 years. Glascock brings the training of a civil engineer to his position 36

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as well as deep connections to the community. He was born, raised and spent most of his life in Boone County.

When considering his priorities for the coming year, Glascock has a sharp focus on the needs of Columbians. “Our number one priority is definitely the police department,” he says. “We need to add a traffic unit back in. That’s something we don’t have now.”

Also, at the top of his to-do list for 2020 is to make sure trash is picked up regularly and that the solid waste department is adequately staffed. “It’s a difficult job, and we have to look at the ordinances,” he says. Revenue is being lost because the current city

ordinance allows people to put as much trash out as they want and pay the same as if they put one sack on the curb. Glascock would like to see an ordinance that ensures that people who put out more trash are charged more.

As city manager, Glascock doesn’t have the authority to change ordinances. That’s the role of the City Council. It will be Glascock’s task to ensure the Council members are aware of the problems with trash pickup and are up to speed on the various options for addressing it. Because the city budget is determined a year in advance, Glascock is already working on the 2021 budget.

In a perfect world, the city would always have the money it needs to improve services, but over the past few years the internet has taken a bite out of the city’s tax revenue.

“We’re not shopping as much at the brick-and-mortar stores within city limits,” he says. “For the $100 you spend in the city, we get about $2, but if you spend it online, we don’t get any of that.”

Budgeting is only part of Glascock’s job. What motivates him is that “I get to talk to people from all walks of life each day, and it’s fascinating. We think of Columbia as one big place but it’s really about each of the people that make it up.

It’s rewarding to me just to hear those stories,” he says.

JONATHAN CURTRIGHT, CEO, MU HEALTH CARE Jonathan Curtright, CEO of MU Health Care, is a realist and a pragmatist. He also has to be something of an optimist to work in the continually changing and challenging field of health care. His decisions affect not just the nearly 8,000 employees of MU Health Care, but the 800,000 mid-Missourians who live in the system’s catchment area.

When considering the year ahead, he reckons with government policy, insurance trends and the mid-Missouri marketplace. “Every medical center in the United States faces continued revenue pressure, whether it’s from Medicaid or commercial insurers. As well, we have pressures on expenses.

There’s major pressure to be competitive with the wages we pay our staff, plus inflationary pressure affecting medical supplies,” he says.

Curtright has proven himself adept at turning challenges into opportunities. His response to these pressures has been to develop growth strategies for the system. “We must get more scale — more size — so that even if our margins are dropping, our overall income will make our clinical and academic mission sustainable,” he says. “Scale is our friend.”

Growing MU Health Care has meant an emphasis on the creation of alliances and partnerships. “We’ve been able to increase scale by opening the front door of our system to primary care physicians in Fulton and Ashland. We continue growing our partnership with Capital Region Medical Center in Jefferson City, and we’ve expanded our electronic medical records to Lake of the Ozarks, as well,” he says.

Curtright anticipates that changes in the management of Boone Hospital Center won’t interfere with their clinical partnerships. Boone Hospital Center is in the process of severing its ties with BJC Healthcare to become an independent hospital. “Boone Hospital Center has been and will continue to be a good clinical partner with us,” Curtright says. “We’ll continue that partnership, especially in the care that they may not be providing as frequently as we do as a Level One Trauma Center, a Level One Stroke Center and a Level One Cardiovascular Center,” he says.

Additional partnerships with national and global medical corporations are also part of MU Health Care’s strategy. The no.

1 priority for UM System is the development of the NextGen Precision Health Institute, which is scheduled to be open in October 2021. This 265,000 square foot research center will create opportunities for MU researchers from various departments to partner with medical corporations to create the more effective medicines and devices. “A lot of partnerships are going to be developed over time,” says Curtright. “We’ve just announced the largest partnership in the history of Siemens Healthineers.”

Although mid-Missourians see MU Health Care as a giant, Curtright has a different perspective. Compared with other academic health care systems in the nation, MU Health Care is in the bottom third in terms of revenue. He uses the University of Iowa health care system as an example that inspires him. “For research, education and clinical practice, the University of Iowa has a net revenue of about $2 billion, about 40 percent larger than us. We know that scale is good

financially for our operation, but it’s also very, very good in terms of our academic and research opportunities as well,” he says.

Curtright is confident about the future and is banking on MU Health Care’s reputation to support more partnerships that will help it expand. “We’re an academic center that has become big enough that we matter, but yet we’re small enough that it’s really much easier to do complex business with us than with some larger health care systems,” he says

“We must get more scale — more size — so that even if our margins are dropping, our overall income will make our clinical and academic mission sustainable,” he says. “Scale is our friend.”

JONATHAN CURTRIGHT CEO, MU Health Care

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PRESIDENT OF THE UM SYSTEM MUN CHOI President Mun Choi goes about his task of leading the UM System with the precision and clear vision of an engineer. That’s to be expected, considering that he has a Ph.D. from Princeton University and a joint-appointment as a professor of mechanical and aerospace engineering at the University of Missouri-Columbia.

Although being a rocket scientist isn’t a requirement for his administrative role, it doesn’t hurt that he has the kind of intellect that has concerned itself with researching the properties of rocket and aviation fuel.

Like a scientist testing different hypotheses, President Choi has an intuitive understanding that progress is dependent on explor38

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ing new ways of doing things.

“Traditions are very important,” he says, “but they can stand in the way of progress. Our greatest challenge is having our constituents recognize that traditional ways of operating the university are no longer going to be successful when there are so many disruptions that are going to be over there — including new learning opportunities from companies that provide certification of their employees while bypassing universities.” He also mentions that reduced state support for public universities is a driver for change.

“These are all things we must address head-on and find creative solutions to overcome,” he says.

As he breaks through traditional ways of doing things, President Choi will be guided throughout the coming year by a strategic plan, comprised of five compacts for excellence. “You be-

gin with student success,” he says.

“We want our students to get a high-quality affordable education that will prepare them to become leaders in their chosen field.”

Other elements of the compact include research, engagement with the community, inclusive excellence and operational excellence. “We recognize that research at our institutions can have an impact beyond the intellectual merit but also can bring broader benefits to our community and our society,” he says.

The outreach and engagement element of the plan ensures that the organization “lives up to our land-grant mission.” And the other two elements focus on diversity and efficiency. “Although we run the university as a nonprofit, we must be very creative in creating new revenues that ensure we can make investments in our priorities,” he says.

As president, he oversees the administration of four universities, MU Health Care, extension services that reach into all of Missouri’s 114 counties, plus ten research and technology parks.

If that sounds like an extremely large enterprise, that’s because it is. The UM System is a major employer and revenue generator for the state of Missouri, a $3 billion enterprise, according to the UM System website.

President Choi assumed his responsibilities for the UM System in March 2017, when university enrolled had declined sharply. Under his leadership, the decline stopped and enrollment has been increasing each year.

Born in South Korea, he immigrated to the U.S. with his family as a child. He lives here in Columbia and is married with three children.

DR. JERRY KENNETT, CHAIR OF THE BOONE HOSPITAL CENTER BOARD OF TRUSTEES For Dr. Jerry Kennett, chair of the Boone Hospital Center Board of Trustees, 2020 could be called the Year of Transition. He and the other four trustees — Randy Morrow, Jan Beckett, Greg Steinhoff and Bob McDavid, along with their consultants — will be ensuring that when the lease with BJC Health Care ends on Dec. 31, 2020, Boone Hospital will be ready to stand on its own as an independent community hospital.

Dr. Kennett and the other trustees fully recognize the complexity of the process.

Although most of the preparations for becoming independent will be invisible to the public, an immense amount of work will be going on this year. “The transition is a huge endeavor,” says Dr. Kennett. How huge? Consider the problems most organizations have when they switch to new software.

Now multiply that by 160, the number of computer applications that are currently tied into the BJC network and which will be severed by the end of the transition. “Those applications run in places such as the catherization lab and radiology, in addition to our electronic medical records system. We’ll be developing new systems that will manage the hospital going

forward,” says Dr. Kennett.

To direct Boone Hospital’s transition, the trustees will be hiring an interim transition executive. This person will not become the future CEO of the hospital, but will oversee the shift to independent operation.

“The executive will be dealing with all the contractual issues, managed care issues, everything that must be put in place to run Boone Hospital Center after the transition occurs,” says Dr. Kennett.

In addition to this key executive, other employees will be added throughout the coming year. Currently BJC Health Care takes care of all aspects of the hospital’s revenue cycle, which includes all administrative and clinical functions of patient accounts, from scheduling to final payment of bills. Some of those functions will be moved in-house; others may be contracted out.

Beyond the walls of Boone Hospital Center, other changes are in the works. “BJC had a philosophy of not doing joint ventures with physicians,” says Dr. Kennett, “but we are now in the process with our advisors of creating a network of physicians and smaller community hospitals that will become a health care delivery network.” Joint ventures are a type of strategic alliance where market, assets and profits are shared among the partners. “We’ll be able to go to an employer and sign a contract on behalf of our group so that patients can receive their care in

local a hospital or, if they need more specialized care, they can be referred to Boone Hospital,” he says.

Dr. Kennett says that what won’t change about Boone Hospital is the quality of care patients receive. The hospital is one of a select group to receive a five-star rating from the Centers for Medicare and Medicaid Services. “I would emphasize that Boone Hospital has been evaluated and is considered a high-quality, low-cost provider,” he says.

“... we are now in the process with our advisors of creating a network of physicians and smaller community hospitals that will become a health care delivery network.”

DR. JERRY KENNETT Chair of the Boone Hospital Center Board of Trustees

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BUSINESS SURVEY INDICATES OPTIMISM LOCAL COMMUNITY LEADERS CONFIDENT IN THE FUTURE.

BY TAYLOR BURKS

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n September, members of the Boone County Citizens for Better Government sent out a survey to 220 business and key community leaders. With a response

rate of almost 50 percent, leaders gave their insight into the local economy, important issues facing the community and how their businesses are respond-

ing to economic forecasts. The following data, graphs and analysis indicate trends and thoughts in the community by business leaders.

Q: What is the single greatest challenge your business is currently facing?

18% Increased Expenses 37% Workforce Shortage 8% Shifting Customer Expectations

Columbia’s business leaders are reporting what any hiring manager will tell you: in a strong economy with high workforce participation, finding employees to fill positions, retaining current staff and the increased costs that go with an expanding local economy is their biggest challenge.

A strong third concern is the added layer of challenging government regulations that distract and detract from what our local small businesses are doing.

14% Governmental Regulation

11% Increased Pressure from Competition

4% Shrinking Revenues 1% Employee Retention 8% Increased Costs for Health Care/

Employee Benefits

Q: How important is it for Columbia to have a new Conference Center to attract conferences, conventions and other events?

There continues to be strong support in the business community for a conference center in Columbia. While a new airport terminal has near unanimous support, a new conference center also has a strong, near-supermajority of support. This is another indicator of what expanded infrastructure in Columbia would mean for business leaders’ long-term planning for their companies.

NO OPINION

25%

IMPORTANT

63%

NOT IMPORTANT

12%

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really don’t have 3% I 0 at this point for 202 plan

an t 0 ific 02 ign in 2 e s ss ak ne m bu si y

inv 27% est me I pla nt n t si n o m

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hin pt e ke

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Columbia continues to be a growing community with a strong, resilient economy — which inspires confidence in business leaders to continue their current strategic planning (61 percent). Twenty-seven percent of business leaders will increase their spending above current levels, which means all told, 88 percent of Columbia business leaders are confident they will continue or expand their current plans. Fewer than 10 percent said they would pull back, which shows a firm faith in where Columbia’s economy will be in 2020.

9% I p la n t o spend ing cut m i n 20 y 20

same in 2020

Q: Based on your level of confidence in current economic conditions, select the statement that best represents your local business strategy for the year 2020.

61%

Ip l an

t

Q: How important is it for Columbia to retain talent from local colleges and universities after these students graduate?

Retaining talent from Columbia’s largest industry (higher education) underscores both challenges local job creators face in recruiting for their firms, as well as recognition of the invaluable resource this community produces for Missouri as a whole. Columbia’s outsized growth, compared to the rest of the state, and ability to keep the skilled workforce produced at the university and colleges is high on the priority list for Columbia’s business leaders. More than that, it shows how welcoming our community is for students coming here for education, and the invitation for them to stick with Columbia and invest themselves in our vibrant economy.

IMPORTANT - 89% NO OPINION - 8% NOT IMPORTANT - 3% Taylor Burks is the director of the Division of Labor Standards in the Missouri Department of Labor and Industrial Relations.

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PROMOTION

Outstanding Employees Employees are a company’s greatest asset — its competitive advantage. As an employer, you want to attract and retain the best; engage them, encourage them and make them feel they are an integral part of your company’s mission. Mary Kay Ash, female business pioneer and founder of the Mary Kay Cosmetics empire, once wisely said, “Everyone wants to be appreciated, so if you appreciate someone, don’t keep it a secret.” Clearly, there are savvy Columbia businesses taking take that sentiment to heart — they have opted to recognize employees they consider outstanding with the profiles on the pages that follow.

PROMOTION

OUTSTANDING EMPLOYEES

Natasha Rader

Kelley Frink

NATASHA RADER IS SOMEONE HER TEAM CAN ALWAYS RELY ON for anything, says Matt Detelich, Vice President of Product Strategy at Veterans United Home Loans. “She’s hardworking, organized and driven,” Detelich says. “Natasha doesn’t settle for ‘good’—she pushes for excellence on every project and by pushing herself, inspires those around her to do the same.” Detelich has worked with Rader since 2011 and describes her as passionate about her role as a leader, adding that she pushes herself to be a little bit better each day. “As a leader, she does not expect her team to do things exactly as she would,” Detelich says, “but treats each person as an individual with their own journey, giving her team the tools to succeed but allowing them to define their own success.”

Detelich says Rader brings a wealth of insight and value to the table, and although she truly shines bright as an individual, she is an integral member of the Veterans United family.

Like any family, Detelich says Rader is sometimes the subject of some good-natured ribbing. “Natasha will at times mix up common sayings by instead saying things like, ‘They just completely dropped the pickle!’ However, she always owns the mix-ups like a champ.”

AS CFO, KELLEY FRINK IS RESPONSIBLE FOR LEADING Veterans United’s accounting department, reviewing statements, assisting in day-to-day company operations and collaborating for long-term financial matters. A married mom of three, Frink also serves on the board of directors for the Mid-Missouri Ronald McDonald House. Despite juggling so many roles, Frink is always there for those who need her.

“Kelley knows the value of hard work and no matter what else may be going on in her life, she is able to be present when with her team or family,” says Mary Conway, a member of Kelley’s team. “She is steadfast in her beliefs, extremely thoughtful, and looked up to as a mentor by her team.”

That team, Conway says, admires Frink’s curiosity and willingness to learn new things. “Kelley is naturally inquisitive and has a magnetic personality. She is constantly striving to understand the whole picture.”

Before joining the Veterans United team in 2013, Frink worked in both public and private accounting roles. She received her master’s degree in accountancy from the University of Missouri and is a licensed CPA. She is a member of the Missouri Society of CPA’s. Outside of work, Frink enjoys spending time with her family, reading and exploring the outdoors.

1400 Veterans United Drive, Columbia, MO 65203 1.800.884.5560 | veteransunited.com nmls #1907, nmlsconsumeraccess.org

1400 Veterans United Drive, Columbia, MO 65203 1.800.884.5560 | veteransunited.com nmls #1907, nmlsconsumeraccess.org

Equal Housing Opportunity, a VA Approved Lender not affiliated with any government agency

Equal Housing Opportunity, a VA Approved Lender not affiliated with any government agency,

Associate Director of Product Strategy

Chief Financial Officer

PROMOTION

OUTSTANDING EMPLOYEES

Dave Sill & Scott Stratman Director of Information Technology & Manager of Network Operations

CARSON COFFMAN, PRESIDENT & CHIEF OPERATING OFFICER OF SOCKET, says people at the company have a nickname for Dave Sill and Scott Stratman. “We refer to Dave and Scott as the ‘Dynamic Duo’ at Socket,” he says. “Socket is celebrating 25 years of growing powerful connections, and both Dave and Scott have been an integral part of that growth for more than two decades. They are a great team who work extremely well together. They also have complementary strengths.

Dave is on the cutting-edge of technology and also has a service mindset. People feel very comfortable coming to him with a problem, and he’s always thinking of how we can make life better for our Socketeers and our customers. Scott is amazingly diligent and consistent. He doesn’t lose his calm, and he stays in the saddle and rides out the rough spots to find long-term solutions.”

Coffman says there are characteristics about the duo that he wishes all Socket employees shared.

For Sill, it’s his approachability. “Even though he’s a technical wizard, he has a desire to understand how people are using technology and realizes that the technology is only good if people use it to help improve their lives,” Coffman says. For Stratman, it’s his trustworthiness. “He thinks of Socket as his own business and is conscientious about spending money and ensuring that it will help customers,” Coffman says.

When asked to share an anecdote about each of the men, Coffman responded with a fun twist: He asked each of them to share an anecdote about the other. Sill had this to say about Stratman: “We sometimes disagree on the proper approach to challenges but we trust each other and create an awesome balance.” In turn, Stratman had this to say about Sill: “If I ever found myself in the hot seat on ‘Who Wants to Be a Millionaire?’ and needed to Phone-AFriend, Dave would definitely be the first person I would call. He truly has a wealth of knowledge.”

2703 Clark Lane, Columbia, MO 65202 573-817-0000 | socket.net

PROMOTION

OUTSTANDING EMPLOYEES

Nolan Kiehl General Manager

NOLAN KIEHL GREW UP ON A FARM, where working with his hands and fixing problems was a daily part of the job. Although those attributes are tangible characteristics that most employers wish their employees had, it is the intangible qualities that Kiehl learned growing up that set him apart, says Benjamin Darbyshire, the LINE-X franchise owner: reliability, core values and just plain doing what is right.

“Nolan’s ability to ‘problem solve’ has been invaluable,” says Darbyshire. “We are constantly adding new products and services that we offer, but with that comes growing pains. Never being rattled and always thinking outsideof-the-box has allowed us to come out on top of those uncertain situations.”

LINE-X is a global leader in automotive protective coatings, and Darbyshire says Kiehl has been with the company for five years, spending his first three working as the sole employee for the franchise’s previous owners. Kiehl was a student at Mizzou then, working part-time to earn some extra money. Darbyshire says that when he was considering buying the franchise, Kiehl’s willingness to stay on was the deciding factor. “While everything checked out as far as the business was concerned, there were a few technical details and processes which I couldn’t be certain about until I actually went through them as a business owner. After months of going back and forth about the purchase, I told my wife it all came down to whether or not the sole employee was going to stay or go when we took over. I sat down with Nolan and we spoke for less than 5 minutes, he assured me he would stay and see how things went for at least a little while. That was all I needed to hear to take the risk. Something about that short conversation made me think we could do some pretty big things and so far, Nolan hasn’t let me down. He has since graduated from Mizzou and taken over as general manager of our store with three employees under him. We look forward to the day that Nolan goes from being an employee, to being a partner.”

1510B I-70 Complex Ct. | Columbia MO, 65201 573.777.9989 | linex.com

PROMOTION

OUTSTANDING EMPLOYEES

Barby Wulff

Tom Schwarz

FOR MORE THAN 10 YEARS, Barby Wulff has been motivating and energizing employees within the Veterans United family. Veterans United Realty works to partner prospective homeowners who have served with experienced real estate agents.

According to Kevin Ventrillo, an associate director at Veterans United, Wulff’s leadership style is very much “an open door one” that fosters honest communication. “She leads by example,” Ventrillo says. “She has an amazing amount of energy and passion for the people on her teams — she is truly inspirational and strives to create an environment where each person who walks through the door feels individually cared for by his or her coworkers.”

Ventrillo says that Wulff invests in learning and growing on an individual level. “She doesn’t shy away from difficult conversations because she knows that having a genuine intention to help someone is a greater motivator”.

Wulff is always the first to step up to a challenge and gives as much, if not more, of herself, as she expects others to give both inside and outside of the workplace. Her passion and energy are nothing short of contagious.

EVERY AGENT AT MILITARY UNITED INSURANCE takes great pride in delivering remarkable customer service for veterans and service members. The team works tirelessly to understand the needs of the military community and help them find the best insurance coverage at competitive rates, whether it’s for home, auto, fire or more.

At the helm since June of 2018, Schwarz doesn’t direct from afar — far from it. Tom’s view of leadership is both complex and really simple — you know it when you see it. Team lead Kellen Brondel says, “From setting up new leaders on our team with mentors within the company or taking the time to celebrate our team’s successes, Tom isn’t just leading our team, he is an integral part of it.”

Brondel says Schwarz passionately drives for success and improvement with a focus on doing the right thing — fueled by the belief that those who serve our country deserve nothing less. He says Schwarz is filled with new ideas and unmatched enthusiasm, and makes work excit-

555 E. Green Meadows Rd, Ste. 103, Columbia, MO 65203 573.445.3510 | veteransagent.com

1400 Forum Blvd., Ste. 19D, Columbia, MO 65203 573.445.1199 | militaryunited.com

Executive Director

Equal Housing Opportunity

Executive Director

ing, inspiring his team to go above and beyond.

Missouri Producer License #301837

PROMOTION

OUTSTANDING EMPLOYEES

Neil Maxwell

Stephanie Boltz

JENNY DUBINSKI, OWNER OF THE PASTA FACTORY, says Neil Maxwell is outstanding because customers love how he is able to make them feel at home in the restaurant and bar. “Our regulars are our family and many long-term friendships have been created over a few drinks and laughs in our bar,” she says.

Maxwell, a native of San Diego, has been with the business since January 2010, when it was located downtown on Broadway. Dubinski appreciates Neil’s dedication, commitment and passion that has helped make the restaurant successful at its current location. Maxwell’s attitude is also a huge asset. “Neil is always upbeat and loves to create a family atmosphere among the staff at work and outside of work. He is very creative and loves crafting new cocktails,” she says. In fact, Maxwell just won a cocktail competition sponsored by Bacardi. Dubinski encourages everyone to see for themselves why she considers Maxwell so stellar. “Come visit Neil during our All Night Happy Hours Monday through Friday!”

ACCORDING TO JAMIE MAC, operations manager at Zimmer Communications, Stephanie Boltz is the most genuine, kind person you’ll ever meet. “She makes people feel at home the moment they walk into our building with her welcoming smile. She then ‘wows’ them with appreciation for being a customer or listener while helping them with whatever their need may be. We often get comments from listeners and clients about how she helps to make their day better. There are many times when I walk into the lobby for an interview and it almost feels like the person coming in for the interview and her are best friends by the time I walk up.”

Mac has no trouble describing what makes Boltz stand out.

“Smart. Talented. Enthusiastic. When you find someone who has all three of these qualities, you’ve lucked into something special. That’s how we feel about Stephanie Boltz, who is our ‘Director of First Impressions.’ From disinfecting a sick employee’s desk while they’re out, to making a point to go out her way to thank you for something you did for the company, Stephanie is the embodiment of our company’s core values of respect, passion, continual improvement, ownership, humility and fun,” he says. “She’s as awesome as bacon.”

3103 W. Broadway, Ste. 109, Columbia, MO 65203 573.449.3948 | thepastafactorymo.com

3215 Lemone Industrial Blvd., Ste. 200, Columbia MO 65201 573.875.1099 | zimmercommunications.com

Manager/Bartender

Director of First Impressions

THE WEATHER OUTSIDE MAY BE GETTING FRIGHTFUL, BUT OUR NEW HEATED IGLOOS ARE SO DELIGHTFUL! VISIT THE ROOF, WHAT BETTER WAY TO SPEND CHILLY WINTER NIGHTS WITH YOUR FRIENDS! GO TO OUR WEBSITE FOR RESERVATIONS AND MORE DETAILS!

Looking Ahead Business developments and concerns for 2020.

BY OLIVIA DESMIT • PHOTOS BY L.G. PATTERSON

2020 MARKS BOONE COUNTY’S BICENTENNIAL, and for many local business owners and executives, it will introduce major changes. Top-of-mind? The Hyperloop, medical marijuana, Landmark Bank becoming Simmons First National, the NextGen Precision Health Institute, Columbia Regional Airport’s developments, use taxes and construction projects.

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n response tobusiness trends in 2020, Inside Columbia Publisher Emeritus Fred Parry hosted a CEO Roundtable at Zimmer Communications with 14 local business leaders. The event was sponsored by the Broadway Hotel. The hotel’s awardwinning chef Jeff Guinn catered the meal that accompanied the conversation.

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Zimmer Communications Owner John Zimmer, General Manager Carla Leible and Sales Director Carrie Berkbeugler also sat in on the discussion.

Participants included executives from both blue-and white-collared professions.

Two things they all had incommon? A need for skilled workers and ways to grow

Columbia’s economy.

THE WORKFORCE Matt Jenne, owner of Addison’s and Sophia’s restaurants, says that the main problem with the workforce isa smaller pool of applicants to choose from. “Tenyears ago,we would get 30

CEO ROUNDTABLE

applications and of those 30, we would be able to pick and choose,” he says. “Now we get 10, and we don’t get to pick and choose. It makes it a lot more difficult. But the key is just more people— we just need more people.” Connie Leipard, president of Quality Drywall, faces the same challenges with her construction business. “In the construction industry, we have a work force that’s aging out,” she says. “To recruit entry level workers, we try to talk to high school kids that are not on a career track to go to college, on a college path. A lot of times there’s misinformation about how much money you can make in the trades.” One suggestion Leipard offers is to find a way to reach high

An aging workforce isn’t only a concern for construction businesses; other skilled-labor companies are having the same issue. Stephen Nagel, general manager of Joe Machens Ford, has also found a deficit of workers. “Everybody drove here today in a vehicle, right?” he asks. “The people that work on your vehicles are becoming fewer and fewer — mine have an average age of 55. I’ve got about eight that are getting ready to retire, all my master techs. So that’s a huge problem. Who’s going to work on your car?”

A solution may already exist tothis problem, Wayne Keene, director of the Center for Sales and Customer Development at

“Ten years ago, we would get 30 applications and of those 30, we would be able to pick and choose.

Now we get 10, and we don’t get to pick and choose. It makes it a lot more difficult. ” MATT JENNE

school students with information about construction job opportunities before they are influenced to apply to colleges. Michele Batye, president and owner of Dave Griggs Flooring America, agrees that it is difficult to find employees for construction jobs.

“The average age of our installer isabout 55 years old right now,” she says. “To get new people in there — sometimes it’s a fight even for them to bring someone on to train.”

the Trulaske College of Business, says. “At the University of Missouri College of Business, we’re seeking a number of opportunities to partner with businesses for experiential learning opportunities,” he says.

“We’ve got students going through a human resource management certificate program, and maybe that’s an opportunity for us to create some synergies where we can have students be interns for construction

companiesand doing some of that leg work giving them an opportunity to connect.”

At the University of Missouri’s College of Engineering, experiential education approaches are abundant, Elizabeth Loboa, dean of the Engineering College, says. “My college has created a construction management minor and certificate program because some of my civil environmental engineering faculty have been hearing from the industry we need more,” she says.

“We also have three fully online degrees that students can complete from anywhere (BS in Information Technology, MS in Biological Engineering, and MS in Industrial Engineering) as well as multiple other certificate programs.”

MATT JENNE

ADDISON’S/SOPHIA’S

A NEED FOR VOCATIONAL TECHNICAL SCHOOLS One hole in Columbia’s educational system is a lack of technical schools; the closest being in Rolla, Missouri.

“I think there’s a huge opportunity in tech schools,” Nagel says. “There are a lot of students in an hour and a half radius that should be in a vocational tech program somewhere, where they can come out of school making more than $80,000 per year.

As a group of businesses, we need maybe an ad campaign, or some kind of outreach, and then a partnership with different schools at a better level than we’re doing now.”

Perhaps the reason for a lack of enrollment in vocational tech schools is messaging, Keene suggests. “Not every kid should come out of school $100,000 in debt, but every kid

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MICHELE BATYE

DAVE GRIGGS’ FLOORING AMERICA

MIKE IRELAND BANK OF MISSOURI

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CEO ROUNDTABLE

DAVID PARMLEY

THE BROADWAY HOTEL

WAYNE KEENE

MU CENTER FOR SALES AND CUSTOMER DEVELOPMENT

should keep being educated,” he says. “We need to find a way to say that we’re about education, not necessarily only about college in the way that we have historically defined it. We are an educated community and we value all types of education. We don’t have to decrease one form of education in order to raise up another.”

One collaboration between traditional universities and technical schools is in the works, Loboa says. “We’re talking to Moberly Area Community College about what needs they have and what we could do together to help their students with credentialing or certifications as well as easier transitions into our College of Engineering. These don’t have to be actual majors; what are the certificates or specific opportunities or needs in the industry workplace that we can work with the community colleges on to help develop that workforce?”

This collaborative effort is due

reaching out to county extension offices throughout Missouri.”

RETAINING COLLEGE GRADUATES Another major issue in Columbia is the new graduate retention rate.

Although around 30,000 students attend the University of Missouri, many choose to move shortly after graduation. Recent college graduates tend to compare their job opportunities, both in terms of location and salary, to their friends’, Keene says. They want to go to the popular cities that their friends are going to, such as Denver, but ultimately “when they get there, a year or so into it, whether they miss home or whether they miss what Columbia had to offer and the profitability that it has to offer,” he says. “We’ve had students go and then come back. I think what we’re looking for is how can we get some students infused into what’s happening here, right after graduation.”

Parmley agrees that to a certain

“We’ve had students go and then come back. I think what we’re looking for is how can we get some students infused into what’s happening here, right after graduation.”

WAYNE KEENE

in part to UM President Mun Choi’s efforts. “When President Choi joined us a few years ago, ”David Parmley, owner of The Broadway Hotel, says. “I think what impressed me most was how he made a focused effort on

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degree, students still think they have to go out somewhere else “to try to make their mark — and then they realize how good it is here and they come back,” he says.

Kathleen Bruegenhemke, chief risk and operations officer of

Hawthorn Bank, has experienced this first-hand. “My daughter was born and raised here in Columbia, but many of her college friends are from the St. Louis metro area.

The challenge we have is retaining those students. They are coming here for four to five years and they already know when they step foot on campus that they’re headed back home after graduation. Our challenge to retain graduates really begins at the high school level.”

It is definitely possible to succeed professionally in Columbia.

Recently, a group of University of Missouri graduates gathered at Addison’s South ,Jenne says. “We had a group in from the university that was celebrating a patent,” he continues. “It was the third time they had celebrated a patent at the restaurant. And the head of the table said how many here are from Columbia? Almost everybody raised their hand to indicate that yeah, if you stay, Columbia has what you need to succeed. It was pretty powerful.”

Keene echoes this sentiment.

“As an entrepreneurial hub going forward and what we’re doing over with the College of Engineering, with medicine and all the things that are happening there I think we’re going to be able to put a footprint of that,” hesays. “But again, telling that story definitely, to these students coming out and reaching into the high schools— and not just the local high schools.

We’ve got the Heartland scholars program where we’re looking through all corners of Missouri for

PAUL LAND

first generation students, going out and making a real concerted effort in those areas. Kids have got some interesting things they want to try.

Mizzou is the place to try it and Columbia is the place for that to flourish.”

One of the root problems behind new graduates leaving Columbia is the innovative and out-of-the-box job opportunities

have students who are signed on lucrative contracts by junior year, if not earlier.

“The university, regardless of what the discipline is, is very excited to work with local industry to say well, what type of additional curricular offerings is a win-win for companies and for our students?” she continues.

“We want our students to be

“I think local businesses just need to think outside-the-box because I think most of our students love Columbia.”

ELIZABETH LOBOA that large companies are offering.

“For students in engineering, the job prospects are phenomenal,” Loboa says. “When we have our career fair twice a year, we now have over 200 companies showing up from all over the country. I

workforce ready and to come out ahead of typical students that are just graduating, but a lot of companies that are coming here are really thinking proactively on how they’re getting these students engaged before they

graduate and signing on the dotted line. It’s just getting so competitive for companies to attract our engineering students.

So, I think local businesses just need to think outside-the-box because I think most of our students love Columbia.”

The moral of the story?

Local businesses have the same opportunity as larger ones to get in on the ground floor with students.

And ultimately, local businesses have a leg-up. “You’d be more competitive because you’re here — you could offer these experiential opportunities that these other companies are flying them out to their sites for all summer, but you could do it right here during the school year,” Loboa says.

ELIZABETH LOBOA

MU COLLEGE OF ENGINEERING

INCREASING ENROLLMENT One way to increase recent graduates would be to increase graduating class sizes at the

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University of Missouri. Greg Steinhoff, vice president of industry and government relations at Veterans United Home Loans, says that we have a supply problem in Columbia. “We need to challenge the university and the other higher ed institutions in our community to increase their number of students.

MU could grow by 10,000 to 15,000 students,” he says. “We’ve been at 26,000 for years. There’s a huge need for educated workers, we have to find ways to meet the needs of companies like Cerner, Boeing and others. We just need more students.”

The barrier to that, Keene at the Trulaske College of Business says, is actually a supply problem of another kind. “We try to keep our classes at a certain size so that we can have that experiential activity,” he says. “We could increase the size of the class to 80 students,but we wouldn’t be able to give them what they need; so, we are looking

GREG STEINHOFF

VETERANS UNITED

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for more faculty as well. I think we’re on a positive, very positive trajectory, but again those things work in years. It’s not next week we can do it.”

Loboa echoes this sentiment: “When I came in as dean, we were not in a position to grow the undergraduate student population.

We are now.” she says. For the College of Engineering, they aim for a student to faculty ratio between 20 to 1 and 25 to 1. When she became dean, some departments were over a 40 to 1 student faculty ratio due to the immense popularity of their engineering degrees. “We’ve brought in about 40 new faculty in a college that had approximately 100 over the past few years,” she says. “So now we are at a point where we will start growing students again, but we’re going to do it very carefully and strategically to ensure we continue to provide the very best experiential education for our students and

every opportunity for them to become engineering leaders.”

Continued replacement of old and building of new buildings will also help MU continue to grow its class size. “We have an infrastructure issue,” Loboa says.

“If you listen to Gary Ward on campus, there are significant issues with maintenance and buildings that should come down and new buildings that need to go up. This planning is happening and one of the most exciting new facilities to be built will be finished in 2021.

It will be a great attractant as we continue to recruit world-class faculty and frankly that will also help recruit more students.”

NEXTGEN PRECISION HEALTH INSTITUTE The NextGen Precision Health Institute, the University’s largest building project in its historyat 265,000 square feet, broke ground in June and is expected to be

CEO ROUNDTABLE

completed by October 2021.

“The NextGen Precision Health Institute is showing University of Missouri and MU Health Care to be a nationally recogonized health care system for national and international health care companies that need a clinical partner. The two best examples include MU Health Care’s work with Cerner and Siemens Healthineers.

JonathanCurtright, chief executive officer of MU Health Care, says.

“We’re getting this reputation as being a greatpartner; Siemens Healthineers, which we are partnering with for the health institute, is going to be bringing in jobs to our community.

“MU Health Care is big enough that it matters, and small enough

technologies and I think cures that will come out of this institute.”

THE LANDMARK-SIMMONS TRANSITION Starting sometime in 2020, Landmark Bank will become Simmons Bank as part of a $434 million merger.

“Simmons is a great organization which has been on a phenomenal growth trajectory,” Hawthorn Bank’s Bruegenhemke says. “Simmons entrance into Columbia will create opportunities for all financial institutions as customers evaluate their banking options. Years ago, size really did matter as the mega banks were the only financial institutions that could afford the back-office technology which is commonplace today. However, the

“We’re getting this reputation as being a great partner; Siemens Healthineers, which we are partnering with for the health institute, is going to be bringing in jobs to our community.”

JONATHAN CURTRIGHT

that you can get very complex work completed on time and on budget — that’s helpful to a company like Siemens Healthineers or Cerner, or some of the other big companies that want to do business and need patients,” Curtright continues.

“This is a game changer for the state,” Loboa adds. “There’s no other university or system with MU Health Care that can achieve the innovative collaborations and

playing field has been leveled for community banks due to the drop in the cost of that same technology.

At present, there is no unique service that a mega bank provides that local community banks are not also able to offer.”

They will certainly create disruption, Steve Erdel, chairman and CEO of Central Bank of Boone County, agrees. “Simmons will have new products and services

that aren’t available at Landmark today, but I think that will be an opportunity for us. They’ll bring some power to Columbia that perhaps Columbia needs.

Columbia is growing and we want it to keep growing.”

Although Simmons may bring some positives, it will create more competition in Columbia’s banking market. “Certainly, we’re trying to develop strategies around that,” Mike Ireland, regional president of The Bank of Missouri, says.

“It’s an opportunity not just from a customer acquisition perspective, but from a talent perspective, so we’re trying to be well positioned to take advantage of some of that.”

JONATHAN CURTRIGHT

MU HEALTH CARE

BOONE HOSPITAL’S LOOMING INDEPENDENCE On Jan. 1 of 2021, Boone Hospital will become an independent institution. This is due largely to growing differences between BJC and Boone Hospital, resulting in challenging times. “The hospital has not been performing well financially,” Steinhoff says. “We’ve seen losses for each of the last three years. It made sense after a series of consultant reports, industry studies and market analysis, for us to bring Boone back from St. Louis.” The goal is to get the hospital operating independently and back on solid footing. “We’re determined to bring back Boone.”

Although MU Health Care’s doctors out number Boone Hospital’s, the MU Health Care system isonly 1/5 the size of BJC, Curtright says. “We’re big

STEVE ERDEL

CENTRAL BANK

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PAUL LAND

PLAZA COMMERCIAL REALTY

CONNIE LEIPARD QUALITY DRYWALL

by Columbia standards, but we’re relatively small compared to most national organizations. We must generate more scale to drive down our operating costs and to get more profitability.”

One way to do this? Collaboration. “I think that there are incredible opportunities to work with Boone Hospital, with Jefferson City, the Lake of the Ozarks through our partnerships with Capital Region Medical Center and Lake Regional Health Systems,” Curtright continues.“We must bend the cost curve of healthcare in Columbia —and that means we have to work together.

That will require a lot of working together in a very close way.”

This concept, known as coopetition, is top-of-mind for John Zimmer, president of Zimmer Communications. “This concept of coopetition, of how do you compete and how do you cooperate — what are the backend resources you can share — is essential in today’s market,” he says.

COLUMBIA REGIONAL AIRPORT Columbia’s airport has been a blessing for those traveling often for work, with no reason to drive two hours to either Kansas City or St. Louis, but it isn’t without its problems. “I’ve done a lot of flying the last several years being on the National Association of Women in Construction (NAWIC) board,” Quality Drywall’s Leipard says.“ And it was difficult trying to get in and out of Columbia Regional

KATHLEEN BRUEGENHEMKE HAWTHORN BANK

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Airport. We have two airlines with one way to get through security.

It’s going to be wonderful whenwe get a new terminal. My concern,” she continues,“is on the flip side, the infrastructure will have a little less regulation, and the cost to develop in Columbia is ridiculous due to the delays.”

“Eleven years ago,” Jenne, a member of the airport’s advisory board, says, “we actually had zero flights in and out of Columbia and today we have over 12,000

GROWING PAINS These issue are part of a larger one: Columbia’s growing pains. “I think we have a problem,” says Central Bank of Boone County’s Erdel.

“Our community is going to grow.

We lack building lots now, we lack affordable housing — we’ve got a myriad of problems. What concerns me is that we’ve got to have municipalities to afford the growth Columbia is going to have.

“We’ve got to be able to provide

“Our municipalities are about broke — they’re at the end of their string. They need additional income or tax support.”

STEVE NAGEL

enplanements and deplanements every month.What we are seeing is the structure, the infrastructure is not being able to keep up. The new terminal will hopefully solve a lot of that and allow us to continue to grow. We are kind of at a point right now where we can’t grow anymore because we can’t force more people through those doors.”

When it comes to slow building times in Columbia, Parry, who is also a Boone County Commissioner, admits that there are barriers in place. Recently, the county commissioners were told to put a moratorium on housing projects in the west area of Columbia for 18 months.

essential services, fire, police, sewer services and so on. Our municipalities are about broke — they’re at the end of their string. They need additional income or tax support.”

One reason Columbia’s municipalities are lacking funds, Jenne says, is because of online shopping.

“If people are buying everything on Amazon,” he says, “we don’t see the sales tax from local shops coming in — they just can’t compete.”

Although Amazon may be transforming how people shop online, brick and mortar businesses still have a lot to offer. “We’re very lucky to have a unique downtown that people want to come to and experience, and for the foresee-

ELIZABETH LOBOA AND JONATHAN CURTRIGHT

able future, I don’t think Amazon can deliver that experience to your doorstep,” Parmley says.

According to Paul Land, owner of Plaza Commercial Realty, the unemployment rate in Columbia is somewhere around 1.7 percent — an extremely low number. “For the first time in my career,” Land says, “it’s affecting real estate decisions.

People are delaying business expansion decisions because of staffing problems.”

And although many roads havebeen improved during Land’s career in Columbia, there are some roads that have been left wanting, such as I-70, which has not been expanded through Columbia since 1964. As Columbia continues growing, road improvements will be vital.

However, the recent attention on the I-70 bridge is excellent

for business, Batye says. “I’m on the board at the Chamber of Commerce and it was a huge issue that we talked about constantly — that if the bridge hadn’t been approved, what that would mean for Columbia.”

But perhaps the biggest problem in Columbia, especially for those working in skilled careers

the blue-collar worker to live in Columbia, so they’re going out across county lines into Callaway, New Franklin, even Boonville. The barriers to the construction and development of new homes, as well as the barriers to decreasing their prices, need to be discussed by our government officials both in the city and county because it is affectSTEVE NAGEL

“We’re very lucky to have a unique downtown that people want to come to and experience.”

MACHENS AUTOMOTIVE

DAVID PARMLEY

and recent graduates, is the cost of housing. The median housing price in Columbia is around $231,000 Leipard says. “It’s too much for

ing the growth of Columbia. Many of my employees would like to live in Columbia but cannot because of the inflated housing prices.”

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BUSINESS BASICS

Silent Signals Unintentional Customer Service Mistakes You Might Be Making

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an Carlzon, who is an author and marketing professional admired in the industry, explains that “any time a customer comes into contact with any aspect of your business, however remote, they have an opportunity to form an impression.”

A Moment of Truth What does this say about your business?

This quote means every interaction and/ or contact you have between yourself and your customers will leave an impression, which is explained by Carlzon as simply the “moment of truth.”

For example, consider a plane that has a coffee-stained tray. This dirty tray might 58

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indicate to passengers that the rest of the airplane is in similar disrepair. A dirtylooking produce truck parked outside a grocery store or a restaurant server with dirty fingernails might also lead to the same wrong impression. While disrepair or lack of care in one area doesn’t necessarily indicate a lack of care in others, customers and passengers are apt to make the conclusion nonetheless.

In the same way, as a marketing or customer service professional, you can unintentionally send customers the wrong message, silently leading them away from your products or services. Here are hidden signals your business might be sending to your customers and prospects that

could silently be sabotaging your success: A Cluttered or Unresponsive Website Fair or not, customers can and do judge your business based on your website. If your website is cluttered, is slow or unresponsive on mobile devices, is difficult to navigate or contains outdated information, you might be losing business as a result. In other words, an improperly designed website could be a silent signal you are communicating to customers, unintentionally revealing sloppiness and lack of attention to detail.

Lack of Innovation When it comes to staying ahead of your competition, reinvention is key. In fact, if your business isn’t regularly reinvent-

IM P ROV IN G YO U R BOTTOM LI N E

ing certain aspects of itself, you are likely falling behind your competition. To determine your current commitment to innovation, answer the following question: “What percentage of your sales is from products or services introduced in the past two years? If it’s less than 20 percent, then it’s time to re-energize.”

Don’t misunderstand, this doesn’t mean you have to reinvent the wheel. Your core business model can stay basically the same, just always be thinking ahead and staying on the cutting edge of innovation to keep your customers engaged and interested in your services or product.

Bad Advertising While the phrase, “All press is good press, even bad press” might be true in Hollywood, when it comes to business, your message should be powerful, memorable and accurate. You don’t want to be known for bad advertising. If your message isn’t

powerful and memorable, you are actually communicating negatively about your company without even realizing it, which makes bad advertising another silent signal you want to avoid. Whether you opt for digital or traditional advertising or a combination of the two, your advertising should be a strong message, communicated clearly and consistently. This will help customers remember you and gives them a reason to want to do business with you. If you feel your businesses’ advertising isn’t up to par, consider the following reasons for the issue: • You have weak advertising when it comes to creativity. Perhaps your ads just aren’t interesting or engaging, or they simply seem too similar to competitors.

• Your ads are running on the wrong channels. For example, you are running ads that would be great for radio on TV, or print ads that would do better online or on social media. Match your advertising strat-

egy or message to applicable channels and the customer base you are targeting.

If your business has a low-quality website, a lack of innovative ideas, or poor advertising tactics, then you are sending silent signals to your customers that they are better off doing business with your competition instead of with you. Sometimes, what you don’t do speaks louder than what you do. Make sure you correct the mistakes listed above by hiring professionals who will oversee the process and ensure you never unintentionally communicate the wrong message again.

Carla Leible is the market manager for Zimmer Radio & Marketing Group. She has spent 16 years helping managers become great leaders.

ADDISON’S SOUTH Columbia, MO

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N E TWORK I N G

DIVIDENDS

Leadership Circle Donor Thank You Event The Heart of Missouri United Way held its annual Leadership Circle Donor Thank You Event in the Walsworth Family Columns Club the evening of Oct. 2. Andrew Grabau and Troy Norton shared good news about initial donations towards the $2.85 million goal as well as the funding focus for the year.

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1. Gary Thompson and Julie Thompson | 2. Andrew Grabau and Bea Smith | 3. Janet Farmer and John Farmer | 4. Teresa Magruder and Mitzi Clayton | 5. Les Borgmeyer and Ann Borgmeyer | 6. Tom Trabue and Kim Trabue | 7. Jackie Belcher, Chris Belcher and Amy Sajko

photos by NANCY TOALSON AND WALLY PFEFFER, MIZZOUWALLY@COMPUSERVE.COM 60

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DIVIDENDS

2019 Boone County Hall of Fame The 2019 Boone County Hall of Fame “History Makers” Gala was held on Nov. 1. Honored were new enshrinees Judge Ann Covington, Buchroeders Jewelry and the late Don Faurot. The 370 guests at the Atrium on 10th Street enjoyed a dinner by bleu Events and tribute videos devoted to each of the three enshrinees. Dr. Peter Steipleman was the evening’s emcee. Net proceeds support the endowment trust of the Boone County Historical Society as well as the society’s operational needs.

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1. Brian Struchtemeyer and Gwen Struchtemeyer | 2. Suzanne Rothwell and Jim Rothwell | 3. Michelle Baumstark and Frank Baumstark | 4. Debbie Daniels, Marjo Price and Nancy Badger | 5. The Menser Family | 6. Mike Middleton and Julie Middleton | 7. The Faurot Family

photos by L.G. PATTERSON WINTER 2019

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DIVIDENDS

EPIC Fall Mixer Members of the Columbia Chamber of Commerce’s EPIC division gathered for their Friday Night Lights Mixer on Nov. 7 to celebrate the fall season. There were appetizers and drinks, networking and fun activities for attendees to take part in! The event was a phenomenal way to relax while making new connections and strengthening old ones.

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1. Lauren Berube | 2. Jacob Garrett and Kerry Layman | 3. Emma McClellan, Michael Triebsch and Alexander Debeau | 4. William Watts, Jessica Watts and Sheena Rice | 5. Clint Young, Keegan Thompson, Michelle Rippentrop, Sheena Rice, LaRee Hutchinson and Collin Tucker | 6. LaRee Hutchinson and Kathryn Leeper | 7. Zach Wagner and Keegan Thompson photos by MAX HAMMOCK 62

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EXCELLENT CUSTOMER SERVICE/ TRUSTWORTHY ADVICE

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In the ever-changing world of the American palate and food fads, which can lead us in a million different directions, Zimmer helps keep me on message. The group at Inside Columbia and CEO magazine is fun, motivating and creative. It’s like art class and recess rolled into one!

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Owner | CC’s City Broiler

magazine For information on advertising, go to insidecolumbia.net or call 573.875.1099

PUBLISHER’S NOTE

Slumlord Millionaires

Tackling The Affordable Housing Crisis.

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few months ago, I was standing at the deli counter at a local grocery store when the clerk asked me what I did for a living.

I responded by saying, “I’m a County Commissioner here in Boone County.” In the most respectful way possible, she said, “What’s that?” “Well,” I replied. “I spend a lot of time talking to people about their gravel roads, sewer systems and the vicious dogs in their neighborhood.” Without skipping a beat, she asked, “Can you do something about my landlord?”

I was caught off guard by her question and my curiosity got the best of me.

I wanted to know more. To make a long story short, this young lady was a single mother of two children living in a twobedroom duplex outside the city limits of Columbia. She proceeded to tell me there had been standing sewage on the lower level of her apartment for the last three weeks and that her landlord had refused to take care of the problem. By this point, her two young children were now getting sick and the smell in her apartment was becoming unbearable. When she threatened to withhold rent, the landlord told her to pack up and move somewhere else.

For most of us, that would seem like a reasonable thing to do. Unfortunately, for this young mother, her hourly pay of just $9.91 (approximately $21,000 annually) makes it very difficult to come up with the two month’s rent which is often required for another rental, plus the additional utility

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and damage deposits. To complicate matters further, it’s nearly impossible to find two-bedroom rentals for $500 per month in Columbia, let alone in your child’s current school boundaries.

Most of the listings you’ll find on Zillow in this price range don’t include interior photos of the rental units.

I’m guessing there’s a good reason for that. Realizing that I might be guilty of being stereotypical, I might also cautiously point out that many of the “affordable” rentals available in Columbia are in crime-infested, unsafe neighborhoods. Because of these obstacles and more, most of the “working poor” in our county have no choice but to tolerate their desperate living conditions, while their slumlord landlords continue collecting rent.

When I got back to the office, I conferred with my colleagues on the commission, members of the Columbia/Boone County Health Department and with Boone County Sheriff Dwayne Carey. Those conversations led me to a litany of horror stories of bedroom walls covered with black mold, carpeting soaked by broken water heaters and leaking pipes, bed bugs, cockroaches, dangerous electrical issues and inoperable furnaces.

If you’re lucky enough to find affordable housing within the city limits of Columbia, you have the good fortune of being protected by rental housing standards that prevent landlords from taking advantage of their tenants. If you live in the county and you qualify for public assistance with a Section 8 voucher, you’re

also protected by federal standards that mandate landlords “to provide decent, safe and sanitary housing.” But if you’re trying to rebuild your life, boot-strapping it without public assistance, there is NO protection for you. How can this be fair?

For almost 20 years, the Boone County Commission has tried to get rental housing standards in place for the unincorporated areas of the county. Because we do not have a charter form of government, we are dependent on the state legislature to enact these housing standards on our behalf.

We’re going to try and tackle this issue again in the 2020 legislative session under the leadership of Representative Chuck Basye and Senator Caleb Rowden. We plan to forge ahead hoping that simply “doing the right thing” will prevail over the greeddriven special interests that have infiltrated the General Assembly.

Fred Parry

Founder & Publisher Emeritus fred@insidecolumbia.net

THANK YOU TO ALL OUR EMPLOYEES FOR THEIR INCREDIBLE SERVICE OVER THESE 50 YEARS!

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