Southern Utah Business Magazine Summer 2019 by Southern Utah Business Magazine

S U MME R 2019

BRIDGING THE GAP Creating Better Consumer Experiences

BECOMING A "GREEN"BUSINESS?

Take Advantage of These Tax Incentives Before They're Gone

THE VISION AT UDOT: Keeping Utah Moving

Tourism Launches

New Brand Summer 2019

Southern Utah Business Magazine 1

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WHAT'S INSIDE

SUMMER 2019

COVER STORY: Something Greater: The Greater Zion Convention & Tourism Office

FEATURES BUSINESS

The City of St. George in 2019: We Have Accomplished So Much Already!............ 9 BUSINESS

Bridging the Gap: Creating Better Consumer Experiences............................... 10 TOURISM

The Vision at UDOT: Keeping Utah Moving................................................ 12 ETHICS

Conflicts of Interest......................................................................................14 SOC I A L R ES PONS I B I L I T Y

ENTREPRENEURSHIP

DSU Makerspace Making an Impact in the Arts Community............................ 16 COVER STORY

Something Greater.......................................................................................20 FINANCE

Minimize Risk to Maximize Business Potential.........................................28

BY JUD BURKETT, ACES COMPANIES

Taxes. No one enjoys paying them. We’d all rather use the money for something else: a vacation, a new side-by-side, the kids college tuition, the list goes on. Yet, pay them we must.

SOCIAL RESPONSIBILITY

Tax Advantages of Becoming a "Green" Business.....................................30

Fortunately, governments large and small attempt to influence our behavior through tax incentives, giving us a few ways to ease the pain and get a little something for ourselves in the bargain.

NETWORKING ECONOMICS

The Ebb and Flow of Southern Utah's Annual Employment.............................. 34 ECONOMICS

“In this world nothing can be said to be certain, except in Southern Utah Business death and taxes. ”

C-PACE, or Commercial Property Assessed Clean Energy with access to capital to make energy efficiency upgrades to t down, fixed rates, and terms up to thirty years, C-PACE pro often exceed going solar f the public re There’s a reas brewery is; it

Small Business Section..........................................18

Allies Business Profiles..........................................24

College: Not the Only Path to Success for Utah's Students and Workers................35

A thirty percent tax credit can mean thousands of dollars i instead of Uncle Sam’s come next tax season, and it makes the investment and the break even point for solar far more attra and business owners. When you couple the tax incentives wi Utah’s new C-PACE program, a solar project can have a hu revenue for business owners.

Editor Message...........................................................6

For example, for years, the federal government and the state of Utah have encouraged businesses and individuals to invest in renewable energy through tax credits. Install solar panels on your home or business, and you’ll get thirty percent of the cost of the project back in the form of a tax credit. Not a bad deal when you think about it, especially since you get free power from the sun in return.

Southern Utah Takes the Lead in Global Convergence Discussion.................... 32

COLUMNS

Jud spent over 20 years working as a photojournalist, reporter, and editor at the Spectrum & Daily News before embarking on a career in marketing and advertising. He is currently the vicepresident of marketing at ACES Companies. He’s an avid trail runner and enjoys spending time hiking through southern Utah and boating at Lake Powell with his wife, Jill, and their two sons, Ethan and Max.

St. George Chamber of Commerce.......................36 Events Calendar......................................................38 What does that mean to you?

After yearscontained of seeing the cost of solarhas been obtained from sources beThe publisher is not responsible for the accuracy of the articles or advertisements Magazine. The information within slowly fall, it’s about to go up fairly lieved to be reliable. Neither the publisher nor any other party assumes liability for loss or damage as a result of reliance on this material. Appropriate professional advice should be sought before rapidly. That means right now and for the next six months, –Benjamin Franklin making personal, professional, or financial decisions. Outside of our staff authors, articles written by providers or professionals aretheinvited andarray represent the opinions of that particular this will likely be best time authors to install a solar on your home or business for several years to individual, business, group or organization. If an article is a paid advertisement, we will place the word “Advertisement” or “Advertorial” tocome. identify it as such. ©Copyright 2019.

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If switchin whether for y price tag or t at it again be

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MESSAGE FROM OUR EDITOR As a young boy growing up in southern Utah, summertime meant making money and having fun. When I was ten years old and living near hole number five of the St. George Golf Club, I learned how to make money quickly so that I could have more fun. Here’s how I did it: Each evening, I would gather with my friends and go on a golf ball scavenger hunt. It was just like hunting for Easter eggs. I was pretty good at it because I knew all of the areas where golfers lost most of their golf balls. The other advantage I had was that I was much smaller than an adult, and I was willing to risk a few scratches and get a little dirty to retrieve one of those precious little white balls that had lodged itself deep in the tamaracks. We would call it quits once it got too dark to see or when we were too freaked out about being surprised by a rattlesnake or Gila Monster (something that occasionally happened). I would hightail it home, excited to clean up my payload, categorize them by value, and place them in the egg cartons my mother had saved for me. Bright and early the next morning, I would head out to the tee box with my goods and wait for each group of golfers to come by. I knew from experience which brands sold for more money and which ones I just had to throw in as extras to help seal the deal. Looking back on these experiences, I realize that I was pretty good at sales and negotiations and at understanding that value is very perception-based. Sure, some golf balls were much better than others (a Titleist was much better than a Top Flite XL), but being able to communicate that value helped increase the amount of money I could make. I also learned that there were times when my need for cash out-weighed my desire to earn top dollar for the product I was selling. Sometimes, I didn’t care how much money I made. I just needed a certain amount of money as soon as possible (usually about $3.00—enough for the city pool hydro-tube and some candy at the snack bar). The lessons I learned selling golf balls have stayed with me and are valuable to me today. These lessons include: • It is important to have a product or service that others need. (I sold golf balls at a golf course.) • To be successful, it takes hard work, including doing things others are not necessarily willing to do. (I crawled on the ground, got dirty, got scratched and scraped, and put myself at risk for being bitten by poisonous creatures.) • Value is found not only in the product or service but also in how the merits of that product or service are communicated. (I shared the differences between the golf balls and what results the golfer could expect.) • Part of the enjoyment of working is knowing that when you get paid, your can go enjoy yourself. (I liquidated my golf ball supply so I could spend the day with friends at the hydro-tube.) With these lessons in mind, our goal at Southern Utah Business Magazine is to provide timely and informative articles and information that will help you be a little better at business this summer so you can spend some time doing something fun!

Brendan Dalley, Editor editor@subizmag.com

To your success!

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GROWIN G TOGETHER SIN C E 1992 THE VISION OF SOUTHERN UTAH BUSINESS MAGAZINE

is to elevate and advance economic growth and development in Southern Utah by showcasing and supporting local industries. SUBM is committed to fostering a culture of courageous leadership, supporting cutting-edge entrepreneurs, and being an advocate for tenacious service.

PUBLISHER Health & Wellness Solutions, LLC EDITOR Brendan Dalley CREATIVE DIRECTOR Erin Taylor OPERATIONS MANAGER Diane Del Toro

A D V E R T I S I N G & PUBLIC RELATIONS

ACCOUNT EXECUTIVE Eric Baird

Advisory Board Members PAUL HATC H Al l i es

Promo ting Bra nds t hrough I nnovation a nd Quality Ser vice

PAM PALMER O SG Chamber of Commerce K Y LE WEL LS DS U Busi n ess S c h ool ERI C PED ERSEN D SU Tech n o l o gy D e p t . M ARC MOR TEN S O N Ci ty o f S t. Geo r ge JERI AH THRELFA LL Eco n o mi c Devel o p m e n t LEN ERI C K SON Small Business Resource Center BRI AN TENNE Y TCS Adverti sin g MARI K RASHOW E TZ S U HBA VARD ELL C UR TIS Wash. Co. Board of Realtors D ON WI L LI E Dixie State University TIE Center STEV E BROUGH Zi o n s Ban k KOBY TAY LO R Fusi o n Phar ma c y K EV I N SMI TH Tuacah n MI C HAEL D UN N Dun n L aw Fi r m MI K E MAD SE N Interstate R oc k MI TC H C LOWA R D D ixie R egi o nal Medi c a l C e n t e r

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BU SINESS

BY DAVID CORDERO, CITY OF ST. GEORGE

It was a gorgeous early evening in St. George, Utah, as I enjoyed a ride along the Mayor’s Loop of the Confluence Park trail. This was during the semi-annual Bike with Pike event, and I happily utilized the turbo function on the e-bike to crest the hill. Soon, I rounded the bend and was awestruck. There stood the spectacular Pine Valley mountains. I notice them often, yet this day felt different. Maybe it was the lighting. Maybe it was the sky. Maybe, for once, I wasn’t in a hurry. I took a deep breath and slowed my pedaling. I wanted to drink in this view. My next thought was predictable—it’s what I typically contemplate after seeing such eye-popping splendor. David Cordero is the Communications and I need to do this more often. Marketing Director for the City of St. George. As I pedaled, I thought about how I should celebrate A Southern Utah successes more often. Perhaps the City of St. George should resident since 2016, he do the same. This has been an exciting year for the city. We has extensive experience have accomplished so much already. in marketing, public relations, writing and Here is a list of the city’s accomplishments in 2019. Keep in public speaking. He has mind that many of these accomplishments have been a team won several awards effort with other public and private entities. for his writing on a variety of subjects, • The electric scooter craze has hit St. George in a big way. including sports, the You may have noticed many people trying out the Spin military community scooters. St. George is one of Spin’s best markets for these and education. fun conveyances. But we can only enjoy the scooters as long as we obey the rules: one rider per scooter; always yield to cars and pedestrians; and please, park the scooter responsibly after using it (not blocking the sidewalk). • Although it’s a bummer, our airport is closed for repairs this summer. When it reopens in late September, there will be a new destination: Dallas–Fort Worth International. • St. George was named the second-best small city for starting a business. • Two years from now, we will welcome the world to St. George and Washington County in the 2021 IRONMAN 70.3 World Championships. It is expected to make a $25 million economic impact on the region. • The three stop lights on 3000 East have helped make that roadway safer. • Construction is still humming. City View and Joule Plaza are downtown and have been vertical for some time. PrinterLogic has broken ground on Tech Ridge; it is the first for-profit business on Tech Ridge to do so. What a year so far! Now do yourself a favor. Inhale deeply. Take an inventory of your professional or personal gains. You might be surprised at what you have accomplished.

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BUS INESS

Creating Better Consumer Experiences BY NICK STAGGE VP OF MARKETING FOR EXPERTVOICE

All too often, companies define themselves as “product-led” or “marketing-led” organizations, trying to “disrupt” the industry. Hogwash. This mentality elevates the input and output of one department over others, building gaps—not bridges— between departments.

Instead, companies should define themselves as “consumer-centric” organizations, where departments are joining forces to deliver meaningful value to their customers. (Amazon, Southwest Airlines, and TD Bank are prime examples.) Most companies struggle to find a balanced approach between marketing, product, and sales despite the desire to deliver a consumer-centric experience. Alignment should no longer be a buzzword but an intentional action to create a seamless experience for the customer. The Impact of Misalignment Make no mistake about it; when marketing, product, and sales teams are fractured, so, too, is the customer experience. This tension—felt both inside and outside of the organization—can tear at the fabric of a company’s success.

Client Churn The customer experience, or lack thereof, is the leading cause of client churn, and it makes sense. Unhappy clients are more likely to leave, and when they do, they take a piece of your business elsewhere.

Losing a client can have a real impact on revenue performance. In fact, eighty percent of a company’s future revenue will come from just twenty percent of their existing customers. Looking at it from another angle, the Harvard Business School reports that reducing churn by five percent can increase profits by 25–125 percent.

Customer Acquisition The impact of losing a single customer stretches beyond the loss of existing revenue. When a client churns, it’s usually because they’re dissatisfied with the services, prices, or deliverables, and these frustrations are rarely kept quiet.

Acquiring a new customer is expensive, time consuming, and comes with low probability. In fact, the probability of selling to a new prospect is five to twenty percent, compared to sixty to seventy percent probability to upsell with existing clients. And that’s before churned clients share their negative experiences. According to Moz, 67.7 percent of customers surveyed said that customer reviews affect their purchasing decision. In the same study, reports show that if a single negative review surfaces in search results, it can cost up to twenty-two percent of new potential customers. 10 Southern Utah Business Magazine

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BU SINESS

Even if an opportunity transitions to a new client, the contract value and overall adoption can be much lower than a client who has not come across a negative review.

Bob McHugh poignantly said, “Negative customer reviews are a gift to your competitors.” He’s right. If these customers are not doing business with one company, they are doing business with another. And while it may seem that just one unfavorable comment won’t have much of an impact, it actually takes twelve positive experiences to make up for a single unresolved negative one. The Cause of Misalignment Despite the potentially devastating impact of misalignment, these departments often struggle to operate in harmony. Sales, marketing, and product misalignment may come down to one thing: when they want to sell.

Marketing wants to sell tomorrow. Marketing teams try hard to stay ahead of the curve in their respective industries and against their competitors, and it’s understandable. They’re responsible for building a strong brand identity and establishing thought leadership for the future.

Product wants to sell today. Product teams are focused on building for tomorrow, but they’re interested in selling existing product features and value adds now—all those design sprints, feature validation, and A/B testing to get a new product or feature to market want to drive adoption right away. Sales wants to sell yesterday. Sales teams are often measured on immediate results, so they’re looking for ways to create greater sales velocity. They want to shorten the sales cycle, create a sense of FOMO, and build confidence with their prospects that partnering with their company is a sure shot for future success. When you consider the customer experience through this dynamic, it becomes apparent why they become frustrated and dissatisfied with the relationship. They were initially hooked with the promise of future solutions, were sold on the premise of past successes, and given access to the product/services available today. Feels pretty dysfunctional. Creating Alignment and Driving Results Addressing the issue of alignment should no longer continue as a general topic of conversation met with equal amounts of head nods and eye rolls. Instead, it must be a real topic of discussion with tangible action items focused on helping the business grow.

brainstorming sessions, decisions, and actions become—as they should— focused on the consumers’ needs and the company’s ability to provide value.

With the customer experience as the foundation for all decisions, compromises are made and solutions are found. This will improve the customer experience, elevate their satisfaction with the company, and increase their likelihood to re-invest.

Get to know your customer. Spend time as a unit interacting with your customers. Give each department the opportunity to connect with the client to better understand their needs. Then, come together to address them. This creates a shared experience across teams and a bond for future collaboration. Most importantly, the company is presenting a united friend to the client that is centered around meeting their needs. Define your target personas by their roles, responsibilities, and pain points. Then, work together to establish the solutions your company can offer and the value you’ll provide. Map your customer journey to have a better understanding of the process required of them to do business with you. Explore how each team can support the consumer at every major touchpoint and develop a unified voice/approach at each mile marker.

Create shared goals and incentives. Compensation structure drives behavior. If each team is compensated for slightly different results, each team will prioritize slightly different outcomes. Over time, this creates a considerable gap between teams and presents significant problems within the customer experience.

Take the time to align individual and team goals with corporate goals. Establish a measurement system that creates transparency and visibility between departments so teams can work together to make progress on major objectives and key results.

Establish compensation and incentive packages that reward an improved customer experience rather than an easy-to-track, easy-to-hack measurable. Include cross-functional departments to help define incentive packages so the rewards can be matched across the organization. Bringing It All Together As companies evolve to keep up with customer expectations and needs, departments must learn to come together to create a better customer experience. The ramifications of misalignment can be devastating, and the causes of misalignment are real. There are ways to bridge this gap and grow your business; it’s simply a matter of putting the customer first.

Here are three things to help you build internal alignment and create a better consumer experience:

Build a consumer-centric culture. Begin and end every conversation with this simple question: “How are we providing value to our customers?” When each team stops thinking about their own goals and instead considers the consumer, everything changes. The conversations, As a seasoned marketer, Nick has built some of the best brands in the world, including GoPro, Skullcandy, and Zumiez as they became publicly traded companies. He’s partnered with brands like Reebok, The North Face, Oakley, Purina, and others to build comprehensive marketing strategies, goto-market plans, and advocacy programs. Nick has experience leading all areas of marketing including B2B and B2C. His specialities include: content marketing, advocacy programs, retail, demand generation, consumer acquisition, product marketing, writing, and public speaking.

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TOURISM

BY NAGHI ZEENATI

UDOT personnel and their private sector partners now see themselves not just as road people but as movers of ideas, people, products, and services, and they want to share that vision. Their ability to better measure transportation performance and to dive into data has led to efficiencies which provide the Utah Transportation Commission greater flexibility in partnering with local communities to meet their needs. Consider the recently completed Bluff Street Project. The new drainage, data, water, and other utility systems moving under the road may prove as important to business as what is moving on top of it. The finished project also provides active transportation channels connecting bicyclists and pedestrians to the business, housing, and recreation sectors. Similarly, a new pedestrian underpass being constructed under I-15 at 400 South in St. George reflects locally partnered priorities. Envision the potential beyond the transportation aspect of this project: improved health, increased access to campus learning, enriched sociality and community cohesiveness, and expanded business opportunity. Shared vision is a product the business sector in southern Utah can use as capital to create the communities of the future. The UDOT mission statement is “Innovating transportation solutions that strengthen Utah’s economy and enhance quality of life.” This is both good business and good for business. How does your vision and mission compare?

THE VISION AT UDOT:

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Utah’s successful “Mighty Five” tourism campaign opened not only the eyes of out-of-state tourists but also of many southern Utah communities toward rethinking their transportation and quality of life options. The Arches/Moab and Zion areas are beneficiaries of $25 million in legislative funding, aligned with UDOT’s vision, and tailored to relieve congestion in tourist and recreation areas. Locally produced concepts and consensus will provide parking and transit options. Agreements and designs are hitting desks now. A $75 million dollar project to loop the Southern Parkway around Sand Hollow and connect it to State Route 9 breaks ground later this year, while a study examining the connection back to I-15 is underway. Modification of the interchange at State Route 9 and I-15, valued at nearly $29 million, is on schedule to be completed this year. But it’s not just the mighty tourist attractions or projects that drive southern Utah business; attitudes, perceptions, and the regulatory environment are also factors. Hundreds of individuals recently engaged, at least in some measure, in the UDOT map of Washington County showing environmental process in projects currently under construction. Source: www.udot.utah.gov/projectpages Washington City to filter

TOU R ISM

down dozens of concepts focused on relieving local congestion. Moving ideas through well-defined processes illuminates the critical shared understanding required of residents, businesses, and governments in land-use planning and quality of life. Much of southern Utah’s business is based upon UDOT photo looking southeast over I-15 at Exit the movement of goods 10 (Green Spring Drive) in Washington, Utah cir. and services through a 1980's Source: www.udot.utah.gov/projectpages commonwealth of specialized communities. To this end, construction of a climbing lane on I-15 extending north to New Harmony is slated. Safety improvements are planned over the next two years for State Route 59. Bicycle safety is the focus of a project on State Route 14 in Cedar Canyon, and rural intersection collision warning systems are nearing completion near Minersville, Diamond Valley, and Long Valley Junction. Preservation projects extend through Garfield, Kane, and San Juan Counties, among others.

UDOT personnel and their private sector partners now see themselves not just as road people but as movers of ideas, people, products, and services, and they want to share that vision.

UDOT’s long range plan, which addresses rural needs, is out for review this summer, and UDOT has conceptual interchange studies on I-15 in the que for an exit 7, exit 11, and exit 18 at the request of local governments. The opportunity for the private sector to engage with the public sector in Utah is available now. UDOT is planning byways and skyways and isn’t afraid to try ways never before imagined. We’re keeping Utah moving. Please join us. Naghi Zeenati was appointed Commissioner of the Utah Department of Transportation in 2013. He oversees the priorities and funding levels of state transportation projects and advises UDOT on transportation systems policies and safety. In December 2014, he was appointed to serve on the Permanent Community Impact Fund Board. Naghi is married to Louise Gardner and together they enjoy serving the Lord and the wonderful people of the great State of Utah.

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Southern Utah Business Magazine 13

ethics

Conflicts of

Interest

BY THOMAS J. BAYLES

Politicians are frequently called out for conflicts of interest. In a political setting, a member of congress may use campaign funds to buy a personal favor or use secret information from a hearing to buy stock in a corporation and turn a profit. Conflicts of interest also pop up in everyday small business. In small business, the emotions and financial costs run high. Here is an example: A successful fast food franchise owner, call him “Money,” who has one store would like to expand but does not want to increase his workload. He finds “Talent.” Talent just graduated from Dixie State University with a degree in management. Talent and Money meet and decide to form a partnership, “M and T.” Money will provide the money for a new store location. Talent and Money will both work full time and divide the profits equally, first paying Money for the use of his money.

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ethics

M and T waste no time finding a new store location. Both stores quickly show signs of success. Talent is happy because she is making a good profit right out of college. Money is a little disgruntled. He feels that his contribution is worth more than Talent’s. Money finds a third store opportunity and quickly acquires it for himself, not mentioning his purchase to Talent until the deal is done and the store is ready to open. The sole owner will be Money. Money plans on using the management skills and policies that Talent brought to the other store locations in the new store but will keep all the profits for himself. Talent finds out about the new store. She is outraged and tells Money, “This expansion is part and parcel of our partnership business. There must be a law that prevents you from doing this!”

The simple answer is yes. There is a law. When Money moves to expand the same type of business as M and T, he is engaging in a form of conflict of interest. His personal interest in the new store conflicts with the prior partnership business. In the courts, this is referred to as the “business opportunity doctrine.” One partner will not be permitted to steal the opportunity to open the third store without first offering the expansion opportunity to the other partner. (The same kind of breach occurs when an employee, corporate officer, or director engages in the same kind of conflict of interest.) In this case, the reason the courts will protect Talent is that the law generally recognizes a fiduciary duty to the business operation by partners, co-owners, principal shareholders, officers, directors, and even employees. The duty is that people who hold responsible positions gain inside information about the business and must act for the business as a reasonable person managing his own affairs would

act. In the M and T partnership, Money is obligated to act for the partnership as if he were acting for himself in managing his own affairs. The court will give the new store to the partnership. Talent will share in the new store. This kind of conflict often comes up in real estate. Suppose an employee knows the company that employs him is looking to locate a warehouse in St. George. The employee devotes

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some time to the search and finds nothing. Eventually, the employee finds the perfect location and warehouse for sale. The employee quickly buys the warehouse at a great price. He then goes to the employer and offers the warehouse at a higher price. The same legal principles apply. There is a conflict of interest leading to a breach of fiduciary duty by the employee. In this instance, the court will require the employee to turn the warehouse over to the employer at the same price and on the same terms for which the employee purchased it. Notice that if the deal seems disloyal, it is, and the law will correct the result.

The information in this article is for educational purposes only and is not intended to be construed as legal advice. Please contact an attorney for legal advice specific to your situation. For more information, please visit our website, www.jensenbayles.com, or call 435-674-9718 and ask for Thomas J. Bayles. Summer 2019

Southern Utah Business Magazine 15

e ntrepren eu rs hip

Dixie State University Making an Impact in the Arts Community BY DON WILLIE

The red rock walls that drape the landscape of greater St. George have, for decades, left visitors craving another adventure to this majestic place. Seeing the sun illuminate these towering cliffs is a true spectacle. But at night, while the landscape seems to fall with the sunset, “a canyon of the gods” is illuminated with much more than just lights this time of year. Performers at the Tuacahn Amphitheatre are bringing to life some of the most treasured Disney stories through their performances of The Little Mermaid and When you Wish. Visitors may notice a larger than life set that elevates these spectacular performers. What they may not know is that a significant portion of this season’s set was produced right here in St. George at the Atwood Innovation Plaza Makerspace at Dixie State University. The Makerspace at Atwood Innovation Plaza has supported the growth of dozens of businesses through design, prototyping, and small-run manufacturing.

“The makerspace at Atwood Innovation Plaza has been a huge asset to helping us build When You Wish,” said Brad Shelton, Tuacahn Set Designer. “Being able to print multiple 3D pieces at the same time was a great time saver, and we were really impressed with the quality achieved. Additionally, the Laser Cutting machines were so easy to use I was able to cut several sheets of wood each day.” In total, the equipment at the makerspace aided in the production of eighteen cloud pieces, three castle pieces and more than ten 3-D printed pieces for the cast. These pieces came from sixty sheets of MDF, twentyfour sheets of plywood, and hundreds of feet of plastic filament and took over 184 hours of run time on these machines.

Tuacahn Amphitheater is just one of the many clients utilizing this tremendous resource in our community. Since its opening in March of 2019, the space has been filled with children, teens, and adults who are indulging in the experience of a high-tech makerspace where nearly anything is possible. Kilee Allsop, founder and owner of Fancify Design Co., launched her business just last year and has been utilizing the makerspace to design and print custom décor. The laser cutter and wide format vinyl printer has provided Kilee with quality machinery at an affordable price to create 16 Southern Utah Business Magazine

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Don was appointed Executive Director of the Dixie State University Technology, Innovation, and Entrepreneurship Center in April 2018. He oversees the St. George Business Resource Center located at DSU and the DSU Innovation Plaza. Don holds a Masters Degree in Public Administration from the University of Utah with an emphasis in international management. Don previously served as the Managing Director at the World Trade Center Utah. He is the founder and former director of the Emerging Leaders Initiative of Utah and serves as a board member at the Utah Alliance for Economic Development. Don also owns two small business and is active in local and state politics.

e n t r e p r e neu rship

family name signs, welcome signs, inspirational quotes, nursery décor, and more. Kilee is utilizing this community resource to monetize her artistic abilities and earn an income for her family.

“Before the Makerspace opened, I was limited in what I was able to create and sell through my business,” said Allsop. “The makerspace provided me with both the space and equipment I needed to take my business to the next level! I was able to add new products to my store and expand my customer base. The possibilities are now limitless.”

From manufacturing home décor to cutting out Broadway style sets to 3-D printing technical equipment, the Makerspace at Atwood Innovation Plaza is quickly becoming the go-to place to innovate, create, and launch your business. When paired with the Business Resource Center at Dixie State University, southern Utah residents have all the tools and resources in one location to launch their businesses. The Makerspace is open to all residents in southern Utah. Residents can purchase daily or monthly passes that give them access to all equipment in the space. Training on all software and equipment is provided as well. To learn more about the makerspace pass or to purchase a pass, please contact Zack Manweiler via email at zack.manweiler@dixie.edu. Stop by Tuacahn this season and see the Makerspace in action: www.tuacahn.org. Visit Kilee’s Etsy shop and see her creative offerings: www.etsy.com/shop/FancifyDesignCo

“Before the Makerspace opened, I was limited in what I was able to create and sell through my business. The makerspace provided me with both the space and equipment I needed to take my business to the next level”

Running a business is a grand expedition. We know the terrain, let’s venture together. No matter your mountain, we want to see you reach the top. We can’t do the climbing for you, but we are here to support each step of the journey. Look to Cache Valley Bank as your Business Banking Outfitter.

C AC H E VA L L E Y B A N K . C O M

Mountains Await

Summer 2019

Southern Utah Business Magazine 17

BY DON WILLIE

plant a business.

Do you remember binge eating grandma’s homemade caramels as a child? Or opening up a jar of fresh, homemade raspberry preserves from the neighbor? How about snacking on delicious caramel corn in the fall or eating fresh jerky after a long hunt? Each of these delicious products carries with it a fond memory, and those fond memories are a fertile ground to

Utah is known for being a business-friendly state. It is also known for its entrepreneurial spirit! Every year, thousands of businesses are born. Many of them are unique mom-and-pop shops that sell fresh caramels, homemade jam, or other goods that are often inspired by family tradition. Some of these businesses are born out of necessity while others are born out of hobby. Regardless of how they start, each has a unique story—a story that others need to hear and experience.

For our family, Love, Utah was born through a 70,000 mile journey, a journey that introduced us to hundreds of small businesses across the state of Utah. We wanted to work with these businesses and help them get their products in front of new customers. In the fall of 2014, I had the opportunity to join the World Trade Center Utah team. A significant portion of my responsibilities took me to rural Utah where I helped small companies expand their businesses by going global. Over the next four years, I forged relationships with amazing people who built their companies from scratch. With each interaction, it became increasingly apparent that most of these companies simply needed exposure to new customers. At Love, Utah, we help these small companies get their product into the hands of new customers around the nation and globe. An all-local Utah gift and subscription box, the Love, Utah box compiles only the best, locally-sourced products from around the state so customers can give both a thoughtful and memorable gift to family members, friends, co-workers, clients, and others. With several standard gift boxes available featuring some of our most popular products, shoppers can purchase and send a box with a simple

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The 70,000 Mile Journey to Love, Utah click at loveutahbox.com. Customers can also choose from dozens of products or create a one-of-a-kind gift box as well!

Our boxes are filled with memorable products: JulieAnn Caramels, produced by a Sandy-based small business born out of necessity and out of Rowena’s memories of the two aunts who helped raise her; delectable preserves from Butcher’s Bunches, a Logan-based company born out of the need to create no-sugar-added preserves for a family member; and English toffee popcorn from Leeds-based Gib’s Gourmet, a business born from Grandpa Gib’s famous (and delicious) recipe. Each product we include in our boxes has a story, and we love being able to share that story with our customers. Whether you’re looking for a small thank you gift for your friend or co-worker, a holiday gift for a family member who lives thousands of miles away, a memorable gift for your corporate board, or a uniquely Utah gift for your conference attendees, the Love, Utah box is the perfect gift box for you.

Buy online at loveutahbox.com or by email at don@loveutahbox.com Follow us on Instagram or Facebook at @LoveUtahBox.

Southern Utah Gem and Jewelry Appraisals

Patrick B. Stout, Owner Graduate Gemologist SPECIALIZING IN INSURANCE REPLACEMENT EVALUATIONS AND TRUST & ESTATE DOCUMENTS

For an Appointment, contact Patrick at:

(435) 414-1404

Patrick@suappraisals.com www.suappraisals.com

HAIRCUTS - SCALP TREATMENTS BEARD & SHAVE TRIMS

DON’T GET A HAIRCUT. GET A BARBER. 76 W Tabernacle, St. George, UT 84770 Mon–Sat 7am - 7pm www.ggbarbers.com Summer 2019

Southern Utah Business Magazine 19

COVER STO RY

20 Southern Utah Business Magazine

Summer 2019

COV E R STORY

SOMETHING

GREATER BY KEVIN LEWIS, DIRECTOR, GREATER ZION CONVENTION & TOURISM OFFICE

Tourism is one of the greatest economic drivers in Washington County, and the mission of the county tourism office is to maximize the revenue generated by tourists in a way that provides a superior experience for visitors and residents. For several decades, the tourism office has successfully anchored its brand around our largest community. During those years, interest in the key attractions around the area has grown, visitor numbers have grown, tourism revenues have grown, and our communities have grown. Another important number that has grown is the tax savings that tourism provides to local residents. Because of the tax revenue that comes to this area from visitors, the personal taxes that we pay each year are significantly lower than they would be otherwise. Data from the state tax commission shows that we each pay $1375 less in personal taxes per household than we would if we did not receive the tax revenue generated from our visitors. In addition, we get to enjoy the benefits of services and amenities that simply wouldn’t be here without the revenue generated from tourists. Tourism is good for us, and we want to make sure it remains good.

"When people come here for the first time, they feel something different. They feel something greater."

As communities throughout the county have grown and begun playing a larger role in the tourism story, we’ve heard from our partners that there was a need for greater representation throughout the county. As a result, one of the key goals for our office was to find a way to unify all of the tourism related entities and develop a cohesive, forward-thinking, community-led vision. Under the direction of the county commission and our tourism advisory board, we put our focus on coming up with a brand that represented the bigger picture: something that would celebrate all that we stand for; something that would resonate with visitors in our core markets; something that every community could embrace. In late 2018, after putting out a nationwide RFP, we contracted with an agency to conduct a brand audit to better understand visitor perceptions and name recognition. We also asked them to conduct a strategic audit to identify the type of visitors that are coming and determine the level of understanding they have for the tourism opportunities available here. The research produced three important conclusions. First, despite our success in increasing visitation, we have an identity issue. Most people outside of the area do not connect the area’s greatest tourism assets with the county name, and a majority don’t recognize that St. George, Springdale, Hurricane, and Zion are part of Washington County. What’s more, even though St. George Summer 2019

Southern Utah Business Magazine 21

COVER STO RY

is well known in Utah, as you get further away, fewer people recognize or identify with it.

Second, Zion National Park is the area’s most recognizable tourism asset. With Zion as the fourth most visited national park in the country, Washington County is home to one of the most memorable tourism names in the world. Third, we really don’t have an overcrowding issue; what we have is a distribution issue. Despite the fact that we have a burgeoning tourism environment, as a whole, the area is still a hidden gem to our most valuable visitors: those who stay longer and spend more when they are here. From a branding perspective, the challenge was twofold: 1. How do you utilize the strength of Zion to spread visitors to other areas? 2. How do you benefit from the recognition of Zion National Park and not be dependent on it?

We had to come up with a brand that went beyond the park. We needed something greater. And that’s where the Greater Zion brand was born.

Greater Zion Resources

Visit our new tourism website: www.GreaterZion.com For marketing tools, logos, media assets, and other information on how to involve your business, visit: www.GreaterZion.com/industry Follow us (@GreaterZionUtah) and use the #GreaterZion hashtag Greater Zion Brand Manifesto: In southwest Utah, there is a rare wonder that people are drawn to. From near and far, generation after generation, they come for reasons they can’t explain, compelled by a feeling that comes from deep within. And, in this extraordinary place, a collection of communities, filled with optimism and purpose, have grown and thrived. On their own, they are good. But together, they are greater. Working as one, their differences beautifully blend to challenge the adventurous spirit and immerse you in the impossible. Here, you can dive in the middle of the desert, walk among giants, hike through a dragon’s lair, and climb to where angels land. Here, we are reminded of what it’s like to be curious, carefree, and completely in awe of the world around us. This place is greater than just one park. This place is greater than just one passion. This place is Greater Zion. (See the tourism manifesto video at https://greaterzion.com/) Our vision is simple: Inspire Greater. Experience Greater. Live Greater. Greater Zion is one of those rare places that neither words nor pictures can capture. When people come here for the first time, they feel something different. They feel something greater. 22 Southern Utah Business Magazine

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The Greater Zion Convention & Tourism Office exists to enhance those feelings and the opportunities they provide. It’s not about bringing more tourists to the destination; it’s about attracting highquality visitors who stay longer, experience more, and contribute to what the county has to offer.

We invite businesses and residents throughout the area to join with us in telling the Greater Zion story. As we all embrace the Greater Zion name and share the greater message, we bolster the positive economic cycle of tourism. Our visitors identify more fully with the people and opportunities here, they feel welcome, and they understand what this wonderful area represents. The Greater Zion message brings us together as extended communities, offering opportunities visitors can’t find anywhere else. It attracts the right kind of visitors: those who immerse themselves in all that the area has to offer rather than just checking off an item on their bucket list; those who contribute to sustaining the natural wonders here rather than just consuming them; those who legitimately enrich our economy by staying longer, spending more, and perhaps investing in the opportunity.

In all we do, we seek to Inspire Greater. Experience Greater. Live Greater.

Summer 2019

Southern Utah Business Magazine 23

Gaydon Leavitt, CEO Toolbox OS

Justine Beard, COS Toolbox OS

230 N. 1680 E. Ste J1, St. George, Utah, 84770 435-862-7711 www.toolboxos.com

230 N. 1680 E. Ste J1, St. George, Utah, 84770 435-767-8150 www.toolboxos.com

BIO Gaydon Leavitt (G, as he is called), a growth scientist, has helped over 2,000 small businesses with their strategy and execution in over 200 industries/markets. Gâ&#x20AC;&#x2122;s journey started as a young business owner in a low margin business where he felt stuck because he didnâ&#x20AC;&#x2122;t have the margins or the resources to achieve his profitability goals. G went on a journey where he started to optimize resources and ultimately had an automation epiphany; he realized that there were manual processes in his business that he could automate. G went on to create businesses which require very little of his help long term. He now focuses his time on creating new businesses and looking for new opportunities to create innovation. As the creator of intellectual properties too numerous to name, G combines cutting-edge technology with timeless business strategies that have worked for hundreds of years to create profit for everyone in his path.

BIO Justine has been employed in operations and finance positions for over fourteen years and has taken on many different roles in her career on the operations side. With intense bookkeeping experience and financial control background, Justine has been trusted to handle any and all financial information at the companies she has served. Justine is currently the Chief of Staff and Director of Operations at Actalytics, and as such, her tasks are not limited to just a few things. She handles hiring, teamwork, and team building exercises that influence and further push the Actalytics culture. She leads the training of all non-technical staff. She manages all relationships with remote workers and contractors. She oversees legal agreements, billing, and other revenue based matters. With extensive experience in marketing operations, Justine knows CRMs inside and out. She has managed marketing projects for over five years and has worked for clients in over one hundred niches. Justineâ&#x20AC;&#x2122;s skills and expertise are valuable assets to both her clients and employees. Her ability to understand people and technology has allowed her to successfully navigate and thrive in a company that specializes in both.

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businessprofiles Toolbox OS is a software operating system that can be customized, configured, and adapted for and in business in any industry. The software was originally built for the franchise industry but has the capability of being adapted for any role, position, or person in any organization. With twenty+ software tools and counting, this toolbox may be branded for additional industries and/or situations.

John Anderson, CFO Toolbox OS

Dave Bethers, CRO Toolbox OS

230 N. 1680 E. Ste J1, St. George, Utah, 84770 435-680-4725 www.toolboxos.com

230 N. 1680 E. Ste J1, St. George, Utah, 84770 (435) 674-0165 www.toolboxos.com

BIO John Anderson is a successful business operator who both owned and managed the financial aspects of multiple businesses over the past thirty-five years. His education includes a B.S. in Healthcare Administration from the U.S. and degrees in accounting, financial management, corporate management, and securities analysis from Australia.

BIO As Chief Revenue Officer (CRO), Dave likes to work with, listen to, and learn about people. He excels in discovering needs and expectations, evaluating available resources, and implementing solutions that solve real problems. With a formal education and professional background heavily influenced by behavioral psychology and an MEd in instructional design, he is an optimist grounded in reality.

He started his career at Price Waterhouse, and as a senior level financial manager, he has experienced many challenging positions within a diverse number of organizations both in the U.S. and Australia.

Over the span of twelve+ years, he has been an integral part of sales, onboarding, and the servicing of software as a service (SaaS) products in the United States, Canada, Mexico, the United Kingdom, India, the Philippines, and Australia. He was awarded by Utah Business as a Sales and Marketer of the Year. He has served as a COO, a VP of Operations, and a VP of Sales. He has also served as VP of Analytics and managed software developers.

John has often worked as a CFO, bringing his extensive experience to establish accounting and reporting systems for managers and owners in a simple format for the non-accountants to read. He has been involved in the accounting process in many industries, including managing bank workouts or liquidations, developing a wider range of experience than most accounting personnel have.

Dave has assessed, developed, and instituted company-wide restructuring and reorganization of all sales and customer relationship management policies, procedures, and software. He has managed teams responsible for lead generation, lead management, sales cycle, sales pipeline, and day-to-day client interactions with a focus on client retention.

Summer 2019

Southern Utah Business Magazine 25

businessprofiles Allies is a retreat-oriented, eligibility-based membership organization for business owners, executives, and leaders. Our focus is on facilitating deeper, more meaningful business connections and relationships that help to advance your business goals. We also hold monthly events to continue building upon the deeper relationship-building done at our retreats and to foster continued connections and relationship-building between business professionals.

Paul Hatch, CEO Allies

Dave Hawk, VP of Memberships Allies

1487 S. Silicon Way Ste. A-7, St. George, Utah, 84770 801-244-5433 www.alliesusa.com

1487 S. Silicon Way Ste. A-7, St. George, Utah, 84770 435-200-1238 www.alliesusa.com

BIO Throughout Paul â&#x20AC;&#x2122;s career, he has established meaningful business relationships that generate winwin benefits and catalyze organizational growth. He believes every sale or partnership is based on relationships and trust. He understands how to build relationships that lead to ongoing revenue and partnership. Paul took over leadership of the family printing business and grew revenue by over 300% in ten years. While their market niche changed dramatically, he expanded their services and strategically acquired new businesses. He did this all while fostering relationships with their clients that went beyond price and performance. He then launched the first-ever franchise for Corporate Alliance, a membership-based business development organization. With no marketing structure in place, Paul devised sponsorship structures, marketing plans, and networking strategies. After starting with just thirty members five years ago, they now have 300 unique accounts, 500 members, and $500,000 in annual revenue.

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BIO After spending many years in the newspaper business, Dave Hawk switched industries to help build SMT Cleaning and Restoration into one of the largest and most respected restoration companies in Utah. There are now three SERVPRO locations in Utah: St. George, West Jordan, and South Jordan. In 2016, Dave became Asset Preservation Director for Holbrook Asphalt, a company that provides preservation for asphalt in HOA communities, commercial parking lots, and municipalities. He also has excellent networking skills and enjoys sharing his knowledge and expertise to help others succeed. Dave is excited to serve as the VP of Memberships for Allies, where he knows that his amiable personality and sharp business skills will be a perfect fit for this position.

CORPORATE ALLIANCE IS NOW

If you own or work at a business in Southern Utah that needs to grow or scale, join Allies for lunch. Allies Lunch is complimentary for guests in St. George or Cedar City. Visit AlliesLunch.com to see when the next lunch is and get registered today.

For membership information contact

Dave Hawk (435) 256-6225 or visit ALLIESUSA.com

If you haven’t seen the new Allies, you can’t afford not to. It’s a game changer. -Joni Dyches from Life Launch Centers

Summer 2019

Southern Utah Business Magazine 27

BY TODD FRANCIS JOHNSON, NORTHWESTERN MUTUAL

“Risky Business” takes on a new meaning to the entrepreneur who excitedly opens the doors, real or virtual, for business on that first day and awaits customers. As any entrepreneur knows, one can work hard, create a good product and maintain good business relationships—do everything right—and still some future events are beyond one’s control. A whole host of unforeseen possibilities can dash the dream, including the impact of a disability suffered by you or an employee. Planning for success requires taking a hard look at where the business is vulnerable. The likelihoods vary with age, but during your income producing years, you are nearly twice as

likely to become disabled as you are to die before reaching age 65.1 A sound risk management plan’s purpose is to lessen the impact of a disability on your business. What are your options?

There is coverage to protect human capital, and coverage to protect your ability to do business. The specific types of insurance you need will depend upon the type of business you have and how you conduct that business. But selecting the right coverage for your business should not be a “deal or no deal,” decision. The challenge is to find the right combination of policies that provide protection without duplicating coverage. Protecting Your Employees As your company grows and you add employees, it becomes increasingly important to protect your human capital. Quality employees are vital to the success of your business. Offering disability income insurance to protect your employees can also help you to create a competitive benefits package, which can enhance your recruiting and retention of employees.

While most states require companies to carry workers’ compensation to cover the cost of work-related injuries, it’s important to keep in mind that less than 5% of long term disabilities are work related. The other 95% are not, meaning workers’ compensation doesn’t cover them.2 In fact, the major causes of disability are diseases, such as cancer, heart disease and diabetes.3 Valuable disability income protection can be provided for employees through group disability income insurance, individual disability income insurance, or a combination of the two.

Protecting Your Ability to Do Business Protecting your ability to earn an income and offering income protection to your employees certainly makes good business sense, but what happens when a loss directly impacts your bottom line? How will you protect your

1. Society of Actuaries Individual Disability Experience Committee 1999 Preliminary Table, most recent update; Society of Actuaries 2001 Valuation Basic Table most recent update. 2. Disability Statistics, Council for Disability Awareness, March 2013. 3. Disability Statistics, Council for Disability Awareness, March 2013. Article prepared by Northwestern Mutual with the cooperation of Todd Francis Johnson. Todd Francis Johnson is a financial representative with Northwestern Mutual, the marketing name for The Northwestern Mutual Life Insurance Company (NM), Milwaukee, Wisconsin, and its subsidiaries. Financial Representative is an agent of NM based in St George, UT. To contact Todd Francis Johnson, please call (435) 628-8248, e-mail at todd.johnson@nm.com or visit the website at toddjohnson-nm.com.

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Summer 2019

Less than 5% of long term disabilities are work related, meaning the other

95% of disabilities are not covered under workers’ compensation.

business and provide the money to keep your business running if you or another owner essential to maintaining the income becomes unable to work? There are specific types of insurance to consider:

The major causes of disability are diseases such as cancer, heart disease and diabetes.

• Disability key person insurance can help your company weather the disability of a key employee.

Partnering with a financial professional gives you the benefit of another expert keeping a watchful eye on the growth of your business.

• Disability overhead insurance can provide needed cash to meet business expenses such as rent, payroll, benefits, utilities, taxes, maintenance costs and others.

• Disability buyout insurance can help purchase the business interest of a totally disabled owner.

Protection That Grows Along with Your Company With a lot of hard work and a little luck, small businesses do prosper and grow. The right risk management plan must also evolve to protect your business through all its phases of growth. Keep in mind that there are as many additional types of insurance coverage as there are unique business needs. That’s where an experienced financial professional can help you focus on your current and future business risks to select the right types and amounts of coverage to meet your ongoing needs.

By lessening the effect of serious potential business problems with a sound risk management plan, you protect and enhance your potential for business success. Todd Johnson is a Wealth Management Advisor with Northwestern Mutual. He is also the Managing Director for operations in Southern Utah. Todd has been with Northwestern Mutual since 2003; he began after completing his Law Degree at Case Western University. He is married to Erin Johnson and they are the parents of three beautiful girls. When he is not working, Todd enjoys spending time boating, mountain biking, riding horses, and spending time with his family.

Summer 2019

Southern Utah Business Magazine 29

SOCIAL RESPO N SIB IL IT Y

Becoming a “Green” Business? Take Advantage of These Tax Incentives Before They're Gone... BY JUD BURKETT, ACES COMPANIES

Taxes. No one enjoys paying them. We’d all rather use the money for something else: a vacation, a new side-by-side, the kids college tuition, the list goes on. Yet, pay them we must. Fortunately, governments large and small attempt to influence our behavior through tax incentives, giving us a few ways to ease the pain and get a little something for ourselves in the bargain. For example, for years, the federal government and the state of Utah have encouraged businesses and individuals to invest in renewable energy through tax credits. Install solar panels on your home or business, and you’ll get thirty percent of the cost of the project back in the form of a tax credit. Not a bad deal when you think about it, especially since you get free power from the sun in return.

“In this world nothing can be said to be certain, except death and taxes.” –Benjamin Franklin

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Summer 2019

Unfortunately, as the famous nugget of wisdom predicts, all good things come to an end. The federal government's Solar Investment Tax Credit is about to sunset. Come 2020, the federal tax credit for renewable energy upgrades for both businesses and homeowners will drop to twenty-six percent. Then in 2021, it drops again to twentytwo percent, and in 2022, it goes away all together for residential solar and drops to just ten percent for businesses. What does that mean to you? After years of seeing the cost of solar slowly fall, it’s about to go up fairly rapidly. That means right now and for the next six months, this will likely be the best time to install a solar array on your home or business for several years to come.

SOC I A L R ES P ONSIBILIT Y

Come 2022, federal tax credits for renewable energy upgrades for both businesses and homeowners will A thirty percent tax credit can mean thousands of dollars in your pocket instead of Uncle Sam’s come next tax season, and it makes the return on your investment and the break even point for solar far more attractive to home and business owners. When you couple the tax incentives with the state of Utah’s new C-PACE program, a solar project can have a huge impact on revenue for business owners.

no longer be offered.

C-PACE, or Commercial Property Assessed Clean Energy, is a state-wide program in Utah that provides business owners with access to capital to make energy efficiency upgrades to their buildings. With one hundred percent financing, no money down, fixed rates, and terms up to thirty years, C-PACE provides business owners utility bill savings on solar projects that often exceed annual payments, meaning there is a positive cash flow by going solar from the moment the project gets switched on, not to mention the public relations bonanza you can reap by becoming a “green” business. There’s a reason Uinta Brewing Company brags about how sustainable their brewery is; it’s good business. If switching to clean energy is something you’ve looked into in the past, whether for your business or your home, but you were scared off by the high price tag or the numbers didn’t make sense at the time, you’ll want to look at it again before the end of 2019. The numbers won’t get any better than they are right now for quite some time. You can find out more about how to take your home or business solar at aceslyfe.com or you can chat with an experienced and knowledgeable ACES Lyfe rep by calling 435-294-2900, and they’ll be happy to answer any questions you might have. There’s no shame in taking advantage of these tax incentives. They help keep the air around us clean, increase our energy independence, reduce green-house emissions, and have the potential to save you or your business a whole lot of money while they last. Summer 2019

Southern Utah Business Magazine 31

NET WO RKING

Southern Utah Takes the Lead in Global Convergence Discussion BY BRYSON DESPAIN PRESIDENT, RUKKUS COMMUNICATION STRATEGIES

St. George is home to a unique combination of industry-leading organizations in mechanical engineering, aerospace, life sciences, and software. Intermountain Healthcare’s Precision Genomics has partnered with Stanford University, and Dixie State University is evolving its polytechnic education. This rare combination of factors make St. George a microcosm for the convergence movement, where engineering, science, technology, and business intertwine. Leveraging this position, civic and business leaders brought in top minds from organizations like Amazon, NASA, and Intel for the Cairn Symposium on April 19, 2019. The purpose was to allow these leaders to converge with their peers across industries, exploring the new ideas and collaborative opportunities that lie ahead. “Around the country, there has been discussion about convergence for a while, but relatively few are aware of it,” said Bryson Despain, Cairn Symposium Executive Committee Member and President of Rukkus. “We saw an opportunity to advance that discussion, not only here but globally, by gathering key people who can help take this movement more mainstream. Thought leaders like these from across disciplines don’t often get the chance to be in the same room, so we decided to provide that opportunity here.” Discussion panelists included Mike Clayville, Amazon’s VP of Worldwide Commercial Sales; Dr. Candice Hansen-Koarcheck, NASA’s Chair of the Outer Planets Group; Dr. Lincoln Nadauld, Executive Director of Intermountain Precision Genomics; Dr. Hanlee Ji, Senior Associate Director of the Genome Technology Center at Stanford University; Fraser Bullock, Managing Director of Sorenson Capital and COO of the Salt Lake Organizing Committee for the 2002 Winter Olympic Games; and Bryce Olson, Global Health and Life Science Strategist at Intel Corporation. Olson shared his personal story of survival after being diagnosed with an aggressive cancer. After six rounds of traditional chemotherapy, he created a team of scientists to sequence his genome so that precise treatments could be created for him. It worked. He told the crowd, “I’m living a life I shouldn’t have gotten to live because of the best in convergence of science and technology.” 32 Southern Utah Business Magazine

Summer 2019

Bryson has 20+ years of experience in marketing, communications and public relations. At Rukkus, he has brought his experience and talent to bear, formulating every phase of marketing for consumer products and retail venues such as Costco, Academy Sports, Williams Sonoma, Bed Bath & Beyond, Best Buy, and Staples.

But convergence isn’t just about healthcare. Surrounded by peers from southern Utah and around the country, each panelist shared insights on how their industry is converging with the others. Topics included data sharing, machine learning, the Internet of Things, and planetary exploration. At the heart of the discussion was how developments between disciplines can fuel innovations that benefit all of them and all of us. “Convergence is going to afford us opportunities our parents could never have imagined as we break down silos between industries,” said Dr. Nadauld.

The symposium included a general thought leadership session followed by roundtable discussions, where each panelist led rotating groups of their peers in cross-industry dialogue. Afterward, panelists again engaged the entire group for what Dr. Nadauld coined “Googling the ending” or speculative discussion about where convergence might lead. Projections included everything from wearable technologies that could shift healthcare outside of hospitals to breakthroughs in artificial intelligence to data sharing as a business model. Guests also took note of southern Utah as an ideal place for convergence to happen. Bullock remarked, “It begins with an ecosystem of entrepreneurs and capital, which I think is emerging here.” Taking notice of the growing pipeline of talent in this area, Dr. Ji said, “You have an intrinsic base of students that contribute human capital energy. And, it’s a nice place to live.” Given St. George’s leadership in advancing the discussion, it may be an even better place to converge. For more information about Cairn Symposium and plans for 2020 and beyond, visit CairnSymposium.com

V. Lowry Snow J. Gregory Hardman Jonathan P. Wentz

Curtis M Jensen Matthew J. Ence Devin Snow

N ET WOR K ING

“We saw an opportunity to advance that discussion, not only here but globally, by gathering key people who can help take this movement more mainstream. Thought leaders like these from across disciplines don’t often get the chance to be in the same room, so we decided to provide that opportunity here.”

Lewis P. Reece Cameron M. Morby Jeff R. Miles

S o u t h e r n U ta h ’s P r e m i e r B u s i n e s s a n d E s tat e P l a n n i n g L aw F i r m Business Law and Disputes

Real Estate and Construction Law

Government Regulation/Land Use Planning

Commercial Transactions

Litigation and Mediation

Estate and Tax Planning

435.628.3688 | www.SnowJensen.com | St. George

Cedar City

Summer 2019

Kanab

Southern Utah Business Magazine 33

Eco no mics

The Ebb and Flow of Southern Utah’s Annual Employment BY LECIA PARKS LANGSTON, SENIOR ECONOMIST

Lecia Langston is a regional economist for the Department of Workforce Services. She has been an economist with the Utah Department of Workforce Services for more than 30 years. During six of those years, she served as chief economist for the before moving to the St. George area. She previously served as president and officer of the Wasatch Front Economic Forum, as well as advisor of the Governor’s Economic Coordinating Committee. Lecia is a native Utahn, born in Richfield. She graduated from Utah State University with a Bachelor’s degree in economics and political science.

Seasonality is a common characteristic of employment data. Weather, vacations, holiday spending, and school years can all affect the number of workers looking for work or the quantity of jobs that are available. You might notice that economists typically talk about the “seasonally adjusted” unemployment rate. By using a statistical method to remove seasonality from unemployment rate calculations, economists can focus on changes due to the business cycle rather than those due to seasonal patterns. On the other side of the coin, Utah economists don’t usually seasonally adjust employment counts but instead, counteract seasonality by calculating year-over changes. Why? The year-to-year change in employment is one of the best coincident indicators of the economy’s well-being.

Although not customarily adjusted, seasonality in employment can have a major effect on an area’s economy. In Utah, counties with a heavy dependency on tourism tend to show the highest seasonality. In the southwest corner of the state, all counties show higher-than-average shares of leisure/ hospitality services employment (a proxy for tourism-related jobs) than the statewide average. Because of this, most counties will see a seasonal ebb and flow within their employment trend. Garfield County tops the state with more than forty-six percent of its employment concentrated in leisure/hospitality services. Kane (thirty-five percent), Washington (fourteen percent) and Iron (just 34 Southern Utah Business Magazine

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under fourteen percent) Counties follow. These four counties also rank in the top YEAR-TO-YEAR eleven counties for share of leisure/ CHANGE IN hospitality employment. The state EMPLOYMENT IS average measures less than ten ONE OF THE BEST percent as does the national average.

COINCIDENT

However, when it comes to INDICATORS OF seasonality, only three of these THE ECONOMY’S counties rank in the top eleven. WELL-BEING Garfield County takes second place statewide when it comes to employment swings. On average since 2001, Garfield County’s high and low employment months vary by a whopping sixty-one percent. Kane County is next with a thirty-five percent swing. Iron and Washington Counties trail farther behind at eleven percent and eight percent respectively. In Garfield and Kane Counties, June is typically the high employment month as employers gear up for the tourist season. In Iron County, December ranks as the highest employment month thanks to ski season and holiday spending in retail trade. However, Washington County’s high-employment month is generally May or November. Washington County shows much less seasonality in its employment than the other southwestern counties. It ranks nineteenth among all Utah counties based on employment swing. This is partially due to a longer tourism season, a milder climate, and a larger, more diverse economy. Washington County’s leisure/hospitality services employment typically peaks from May to October rather than in just one month. Plus, the seasonality of retail trade (with a December high) and education (with summertime lows) run counter to the tourism season, keeping employment totals more stable throughout the year. For more information and a visualization about Utah’s seasonal economy, see economyutah.blogspot.com

ECONOMICS

BY VAL HALE, EXECUTIVE DIRECTOR, UTAH GOVERNOR’S OFFICE OF ECONOMIC DEVELOPMENT

I would never discourage a young person from going to college. The value of a college degree can be immense when you look at lifetime earnings. According to data from the U.S. Census Bureau, high school graduates can expect, on average, to earn $1.2 million during their careers. Those with a bachelor's degree will earn $2.1 million, and those with a master's degree will earn $2.5 million. However, for many young people in Utah, college may not be the best career $1 MILLION pathway. That is why Governor Gary AMOUNT OF FUNDING Herbert and the Governor’s Office of THE DEPARTMENT OF Economic Development (GOED) WORKFORCE SERVICES launched Talent Ready Utah and the WILL ALLOCATE IN Career Pathways Programs. These 2019 TALENT READY programs provide opportunities for UTAH GRANTS young people to receive training and certification in high-demand occupations that pay good wages, such as IT, diesel tech, aerospace, medical innovations, and construction.

Job training programs are essential because there is a direct connection between doing well in high school and being able to transition smoothly to postsecondary opportunities or getting a good job after graduation. Students acquire the skills necessary for entry-level positions that lead to well-paying careers, increased levels of responsibility, and a high degree of personal satisfaction. Being able to learn on the job, get school credit, and possibly get paid is a combination that very few students have anywhere else in the country, but students have that opportunity right here in Utah.

Older workers who are unemployed, underemployed, or just looking for a career change can participate in these programs as well. With the U.S. economy shifting further away from one centered around the creation of goods to providing services, many established workers need to have the same opportunities as younger workers to develop new skills and remain employable.

Job-training programs have been a resounding success for the state by keeping some of our best and brightest in Utah after they graduate from high school. More than $15 million in Talent Ready Utah grants have funded 94 projects and created 573 new partnerships, providing workbased training opportunities for 13,000 Utahns during the last decade.

These programs are also critical to fill gaps in the state’s workforce. Utah's tech industry leads the nation in job growth, but there are 6,000 unfilled jobs in Utah’s tech sector alone, according to data from the Department of Workforce Services. Talent Ready Utah’s goal is to fill 40,000 new jobs by 2020 to address gaps like this across numerous sectors and underserved areas of the state.

This year, the Department of Workforce Services will allocate $1 million in 2019 Talent Ready Utah grants. I encourage education leaders and trade associations from across the state to apply for a grant because we need partners in every community to achieve our goals and build a workforce for the 21st century. Every student in our state deserves a pathway to a well-paying job right here in Utah, and the only way we can accomplish that is building bridges between students, educators, and business.

Val Hale is the executive director of the Utah Governor’s Office of Economic Development, which promotes state growth in business, tourism, and film. He received his bachelor’s degree in public relations and a master’s degree in communications, both from BYU. Hale has made many cherished contributions to the Utah valley area throughout his career, most recently drawing from his many years of service to author Living a Life That Matters: 7 Keys for Purposeful Living. Hale and his wife reside in Orem, UT. They have three children and 11 grandchildren.

NOT THE ONLY PATH TO SUCCESS FOR UTAH'S STUDENTS AND WORKERS Summer 2019

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Maximizing

ECON O M ICS

Your Chamber of Commerce ROI

BY MONTE BAMBROUGH, DIRECTOR OF MARKETING AND BUSINESS DEVELOPMENT, ST. GEORGE AREA CHAMBER OF COMMERCE

Monte is an internationally networked senior marketing and business development executive. An entrepreneur, cofounding a successful business at the age of 25, he previously held sales VP and regional director roles at Eastman Office Products and Office Depot’s Business Services Division and was the VP of sales and marketing for Superior Plus Energy Services. Monte graduated from Weber State University in Ogden, Utah, with a BA in Sociology. He is a Utah native and thrilled to be in southern Utah.

What’s the ROI on your chamber of commerce investment? How are you defining and quantifying ROI? Traditionally and almost exclusively, ROI has been an acronym for Return on Investment. We have many business clichés and theories that hold this simple statement to be all important and the driver of most of our business decisions. How many times have you heard: • You must spend money to make money. • Business success is defined as getting back more than you put in.

• What’s the ROI on this? Certainly, these are words of wisdom but are not the total strategy. There are many opportunities to draw a direct, purely financial ROI analysis of your chamber monetary investment. Your St. George Area Chamber of Commerce delivers monetary returns beyond new customer revenue. Look at membership perks on the chamber website at www.StGeorgeChamber.com. Your membership includes member-to-member discounts with over one hundred local suppliers offering thousands of dollars in savings. The opportunity to save money via member-tomember discounts is a chamber benefit of which many members don’t take full advantage. Member-to-member discounts are opportunities to save money and increase revenue by participating with an offer of your own. Often a healthy ROI comes from reduced spending versus increased revenue. With the chamber, you get both. The opportunity to save thousands or accelerate your own revenues by offering member-to-member deals is a hidden treasure, but this should not cause us to undervalue the significant opportunity that comes with building

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a local business network. When it comes to the ROI on your chamber membership, I suggest two additional ROI’s that should be considered: • Return on Involvement

• Return on Inclusion It can be difficult to place a monetary value on building a local business network, but it’s somewhere near priceless. People prefer to buy from people they know, and your best chance at getting referrals comes from the network you’ve built. Your St. George Area Chamber of Commerce conducts weekly network building luncheons that not only provide an environment for building networks, but also provide inspirational speakers, training, and Community Connect (with key local leaders). The chamber also provides a monthly opportunity to visit a fellow member’s place of business (or have your fellow members visit yours). Additional opportunities for involvement include quarterly women’s inspirational luncheons, after-hours events, Business & Bagels morning networking, golf events, annual award black tie gala, Business Summit, St. George Marketplace, and many more. There is plenty of opportunity to get involved, and there is no limit on ROI (Return on Involvement) as you do. Another ROI to consider as you work to maximize your chamber membership is Return on Inclusion. Your business may be a local legacy, a national icon, or a highly successful start-up that doesn’t have a need for new revenue (currently), but healthy local economies don’t just happen; they are always at risk. Your St. George Area Chamber of Commerce is focused on advocating for a healthy local business environment. We have committees and sub-organizations specifically designed to work with our local elected officials, women’s organizations, young professionals, non-profit organizations, and educators. At times, you may feel that you don’t need the chamber, but the chamber may need you. Your Inclusion in the chamber helps insure your participation and influence. The chamber needs the support of the entire community. Maximize your return on investment, involvement, and inclusion. Don’t be left out. For more information, go to our website at www. StGeorgeChamber.com, call Monte Bambrough at 435-628-1650 Ext. 3, or email MonteBambrough@StGeorgeChamber.com.

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Southern Utah Business Magazine 37

CALENDAR OF EVENTS JUNE 2019

JULY 2019

JUNE ST. GEORGE BUSINESS SUMMIT 19 MARKETPLACE

JULY THIRD THURSDAY 18 WORKSHOP