TK Business Magazine - July 2022 Issue by E2 Communications & Publishing

BUILDING CAMARADERIE | THE ART OF METAL | SUCCESS BY DESIGN | YOUNG ENTREPRENEURS july/august 2022

Global cuisine

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TK Business Magazine

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TK Business Magazine

CONTENTS TK BUSINESS MAGAZINE | JULY/AUGUST 2022

Photo by JOHN BURNS

Photo by RACHEL LOCK

Photo by JOHN BURNS

Global Cuisine These four homegrown restaurants offer European and Asian fare with international flair and friendly service.

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TK Business Magazine

CONTENTS TK BUSINESS MAGAZINE | JULY/AUGUST 2022

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Building Camaraderie

Businesses can improve employee engagement and encourage innovative thinking by capitalizing on individual strengths and making the workplace a little more fun.

The Art of Metal

Metal fabrication companies in Topeka are making their mark in the region, across the nation, and even around the globe.

Success by Design

3 local designers crafted businesses using their eye for flair.

Pitching 101

You never know when a critical connection might be made, so entrepreneurs should perfect the art of the pitch.

Young Entrepreneurs

Business students have turned big ideas into possible business ventures.

Farewell to Farley

As he prepares to retire on Sept. 30, Dr. Jerry Farley reflects on his time at Washburn University.

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Photos by JOHN BURNS

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CONTRIBUTORS PUBLISHER

Tara Dimick

EDITOR-IN-CHIEF

Lisa Loewen

CREATIVE DIRECTOR & DESIGNER MANAGING PARTNER & SALES DIRECTOR

Janet Faust Braden Dimick braden@tkmagazine.com

MARKETING DIRECTOR & SALES Ally Oakes ally@tkmagazine.com COVER PHOTOGRAPHER

Rachel Lock

WRITERS Samantha Egan Kim Gronniger Lisa Loewen Eric Smith PHOTOGRAPHERS John Burns Rachel Lock EXPERTS

Rick LeJuerrne

2022 TK Business Magazine is published by E2 Communications, Inc., 7512 SW Falcon St., Topeka, KS 66610, (785) 438-7773. Reproduction or use of this publication in any manner without written permission of the publisher is prohibited. Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication. Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party’s right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.

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@TK Business

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BUILDING CAMARADERIE By LISA LOEWEN

Kansas Children’s Discovery Center helps teams build camaraderie and foster innovation.

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TK Business Magazine

Corporate retreats, team building exercises, and boosting company morale are not new concepts in the world of business. In fact, most businesses, large and small, have been incorporating these activities into their workplaces for years. However, after two years of pandemic concerns, working remotely and just trying to keep businesses afloat, bringing colleagues together to build camaraderie, foster innovative thinking and build a more inclusive and effective corporate culture is more vital than ever. The changing workplace and workforce have also created a shift in the traditional approach to team building. While company retreats remain a valuable tool for bringing teams together, businesses are discovering the value in a more targeted approach to increasing employee engagement and personal productivity.

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KRISTEN O’SHEA

COACH & OWNER O’SHEA STRENGTHS COACHING

CAPITALIZING ON STRENGTHS According to a study by Harvard Business Review, workplace factors that have worsened the most since the pandemic are poor communication practices and a low sense of connection to or support from one’s colleagues or manager. Creating healthy working relationships begins with understanding one’s own strengths and needs and fostering meaningful interactions with others within the organization. The CliftonStrengths assessment has proven to be a valuable tool to help individuals determine their “top five” strengths. In the assessment, 34 different strength themes are divided into four domains: Strategic Thinking, Relationship Building, Influencing and

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Executing. A detailed report explains how a person’s top five strengths can help them maximize their potential. Kristen O’Shea, strengths coach and owner of O’Shea Strengths Coaching, understands the power that comes with identifying your strong points as well as your weak ones. She helped pioneer and champion the vision of Kansas State University becoming a strengths-based campus. The University implemented a campuswide initiative to improve student engagement, well being and retention by encouraging all students to take the Gallup CliftonStrengths assessment. This tool not only helped individuals determine their core strengths but also guided them to intentionally

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Kristen O’Shea conducts high energy workshops to help employees discover their strengths and ways to capitalize on them to minimize weaknesses. apply this knowledge when determining their major, choice of housing, interviewing, job search and future plans. “It was amazing to see how impactful it was for students to discover their individual strengths, understand their motivators and rewards needs and how that understanding made every decision so much clearer,” Kristen said. STRENGTHENING TEAMS Kristen now takes that same mindset into the workplace, helping individuals and organizations capitalize on their strengths. “We should be able to give our best selves to work,” Kristen said. “The strengths tool helps individuals to perform better and allows teams to leverage the combined strengths of the members to improve

outcomes. We spend way too much of our time, effort and talent at our jobs to be miserable.” Kristen often conducts high energy workshops to help employees discover their strengths and learn ways to capitalize on them to minimize weaknesses. While these team workshops are effective and attendees learn beneficial insights about themselves and their team members, Kristen says the “sweet spot” of strengths training happens when companies make it part of their culture. “The ideal setup is a combination of individual coaching to identify strengths; team training that everyone can do together to learn about their teammates and how to build stronger working relationships; and ongoing scheduled activities to remind participants to practice intentional engagement and help

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create a habitual behavior,” Kristen said. FACILITATING ENGAGEMENT Kristen has partnered with the e2grow program, an online platform and mobile app that facilitates engagement by pushing out suggested activities “The [CliftonStrengths that act as behavioral Assessment] helps individuals “nudges” to encourage to perform better and intentional interaction allow teams to leverage and then encouraging the combined strengths of reflection on that the members to improve action. outcomes.” This action and reflection approach —KRISTEN O’SHEA works like muscle Coach & Owner memory; the more you O’Shea Strengths Coaching consciously work to develop your strengths, the more likely you will be to continue that learned behavior. The online platform also provides a Microsoft Outlook add-on to facilitate communication between team members. When a recipient is selected, a pop-up note will remind the sender of that person’s top five strengths, what motivates them, what demotivates them, best practices on how to delegate to them, and the most effective way to provide recognition based on their strengths. “Because the information is right there before you ever write the email, this is a customized

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way to speak your colleagues’ language and understand what matters most to them,” Kristen said. “It helps eliminate misunderstanding and unintended conflict.” While business leaders and employees can find immediate benefit in strengths training and coaching, Kristen says where you really begin to understand the success of implementing this type of training is when it naturally permeates every facet of the organization. “Strength assessments should begin with onboarding. Place people into positions where they can use their specific talents and then allow the discussion of strengths to become a common language,” Kristen said. “Performance reviews become more valuable when you frame the questions to match each employee’s strengths and talents. Staff meetings are more productive if leaders understand who is using their strengths and who is not.” IDENTIFYING DESIRED OUTCOMES Incorporating a strengths-based employee approach to a company culture is more than just bringing in a trainer and a coach, however. Kristen says the most successful implementation begins

with clearly defined desired outcomes. Maybe a company hopes to improve engagement and retention. Maybe they struggle with conflict resolution or communication. Maybe they need to discover better ways to motivate and reward employees. “People will start to have some AHA moments based on this strengths approach,” Kristen said. “For example, a client recently told me, ‘I’ve never understood why so and so must ask so many questions in every meeting, but now I realize that their strength is their need to fully understand every situation. Knowing this, I intentionally make myself available after a meeting to provide those answers.”’ Ensuring employees are working in ways that allow them to capitalize on their strengths and helping them understand the strengths of their colleagues can create a more cohesive and productive work environment. However, it doesn’t happen overnight. “In order for a strengthsbased approach to work, it is crucial for an organization to recruit some internal champions to keep the training continually moving forward,” Kristen said. “Habits don’t form if you aren’t practicing them every day.”

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CAITLIN LUTTJOHANN VICE PRESIDENT OF PLAY & LEARNING KANSAS CHILDREN’S DISCOVERY CENTER

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TEAM BUILDING THROUGH PLAY

LAURA BURTON

DIRECTOR OF MARKETING & DEVELOPMENT KANSAS CHILDREN’S DISCOVERY CENTER

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Understanding employee strengths can improve engagement and productivity in the workplace, but sometimes the best way to spur innovation and creativity is to stop taking everything so seriously. Remember what it was like when you were a kid, and you could do or be anything you imagined? Kansas Children’s Discovery Center (KCDC) helps wake that imagination back up

through its corporate play days. When challenged with finding new forms of community outreach for KCDC, Laura Burton, director of marketing & development, didn’t have to look very far. As she watched adults interact with their children while they played at KCDC, she noticed that the adults were also enjoying playtime. “Play is really important for all ages,” Laura said. “It

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Kansas Children’s Discovery Center encourages participants in their corporate play days to stop taking everything so seriously and embrace various aspects of play. is therapeutic, helps build trust and empathy, but most importantly, builds problem solving skills. Play is the primary way children learn about the world. That doesn’t stop just because they become adults.” Laura enlisted the help of Caitlin Luttjohann, vice president of play and learning, to design a play-based team building experience for adults, or as Caitlin calls them, “former children.” With an industrial

engineering degree and an affinity for teaching kids to solve problems with science, Caitlin embraced the challenge. A play day with KCDC is generally a three-hour session consisting of an introductory discussion on the various aspects of play and why active participation is important, followed by a series of coordinated activities that allow people to

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work individually and in teams to reintroduce elements of play into their adult brains. Activities include things such as acting out anything Caitlin describes, for instance a “Most of the time when fire-breathing I introduce an activity, dragon with the adults will ask what the one leg who rules are. But ‘play’ by wants to play definition, doesn’t really tag. This gets have rules. This can be people up and the hardest concept moving—one for them to accept.” of the most essential —CAITLIN LUTTJOHANN elements of VP of Play & Learning play. Other Kansas Children’s Discovery Center activities include building roller coasters, constructing things from recycled materials, or creating some type of art. FACILITATION IS KEY While this sounds like something anyone could make up, it takes an incredibly skilled facilitator who is trained to work with both kids and adults and get them to engage. “Adults get self-conscious and let worries about what others will think of them hold them back from really going all in with their imaginations,” Caitlin said. “These sessions are designed to break down those barriers and let people tap into that part of their brains they have neglected.” In fact, Caitlin admits that she intentionally sets people up to fail because only through

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failure do we really experience growth. Caitlin views play as an opportunity for people of all ages to experiment and fail in a safe environment. “If you are stuck in your adult brain, how are you going to solve the problems of tomorrow?” she said. Groups can schedule corporate play days at KCDC or have Caitlin come to their locations. Optimal group sizes are 20 to 30, but that is generally determined by the size of the space being used. “I try to incorporate our surroundings into the activities,” Caitlin said. “If we are doing ramps and there are tables and chairs in the room, I will make them build ramps that go over chairs and under tables.” THROW OUT THE RULES Caitlin says she finds it interesting how something as simple as asking adults to play can be so complicated. “Most of the time when I introduce an activity, the adults will ask what the rules are,” Caitlin said. “But ‘play’ by definition, doesn’t really have rules. This can be the hardest concept for them to accept.” Caitlin said she uses the same activities for adults that she incorporates into her kids’ programs. The kids often have an easier time completing the tasks than the adults because they stop thinking about what they can’t do and just imagine what they might do.

“During one corporate play day, I asked a group of engineers to construct a roller coaster using ramps. When I looked at what they had built, I told them I had a group of 6th graders who built a roller coaster with five loops,” Caitlin said. “They looked at me like I was crazy and then got to work. When I came back 30 minutes later, they still couldn’t do it. Through structured learning and formal training, they had been taught to think too narrowly about the “rules” of construction. The 6th graders were not burdened with those limitations.” RETRAIN SOCIAL SKILLS People talk about the social skills lost by children during the pandemic, but in all honesty, adults lost social skills as well. Virtual offices, working from home, meeting with coworkers over Zoom helped companies manage through COVID, but in doing so created a culture of isolation. Now that people are back in the office, they can’t put themselves on mute or turn off their cameras. They have to learn to once again engage and interact, just like children learn to do on the playground. Laura says booking a corporate play day with KCDC comes with an additional perk—every dollar spent goes right back into supporting its facilities and children’s programs.

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MARTHA BARTLETT PILAND OWNER MB PILAND ADVERTISING + MARKETING One way to improve employee engagement and improve morale is to bring a little fun into the workplace and foster an environment where creativity and engagement is the norm rather than the exception. When Martha Bartlett Piland, owner of MB Piland Advertising + Marketing, facilitates a strategic planning session, she always begins with a creative activity to get participants’ brains clicking on all cylinders. These

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A CULTURE OF CREATIVITY activities are designed to engage as many senses as possible. For example, they may create something out of Play-Doh, which engages the sense of touch as they knead it, the sense of smell, the sense of sight in the bright colors, the sense of hearing as people chatter about what they are doing. Participants have their sense of taste engaged because food is part of every team building or planning session Martha holds.

“Everyone can relate to food,” Martha said. “It is the ultimate ice breaker and easiest way to find common ground.” Finding that common ground is essential to productivity, Martha’s team takes that same creative approach into every corporate event, whether it is workshops, retreats, or strategic planning. They often send homework for participants to complete prior to a team building/planning session to help guide

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One of Martha Bartlett Piland’s proprietary creations is the TRANSFORMOTION in a Box. It is a subscription-based activity box that helps people think differently and solve challenges in unexpected ways. PHOTO SUBMITTED

the facilitation and gauge the temperature of the room. “These questionnaires can help see where people are aligned and where their differences lie,” Martha said. “This creates a more productive work session because we know what our focus needs to be right from the start.” Companies often bring in outside facilitators to help with strategic planning or problem solving because it is hard for

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participants to be objective when they are all invested in the outcome. It is often easier for an outsider to push the envelope and make things a little uncomfortable than for a leader who must continue to manage the team once the session is complete. LONGTERM RESULTS Martha says the benefits of team building and training last long after the event.

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“A culture that takes a teamfirst approach not only helps with retention, but it is a great tool for attracting new talent,” Martha said. “When that feeling of camaraderie is authentic and built into the culture, people can just sense it.” Building camaraderie often is most effective when people are having fun. That is why in addition to helping other companies with team building and planning a variety of appreciation events, MB Piland

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When Martha Bartlett Piland leads a strategic planning session, it always starts with a creative activity to engage participants’ senses and connect with each other on common ground.

Advertising + Marketing holds its own internal activities and celebrations. “We can talk the talk because we walk the walk,” Martha said. Her team fosters a culture of creativity by scheduling team building activities, holding happy hours and contests, and throwing over-the-top themed birthday celebrations. “We recently held a “Margy Gras” celebration for Margy Walter. We decorated the office in purple and greens like Mardi Gras, complete with a King cake, jazz music and beads,” Martha said. “The staff had a great time planning the party and making it a special occasion for Margy.” CULTIVATING ENGAGEMENT Just like any other behavior, innovative engagement is something that must be trained and cultivated. Wanting to help foster that creative growth, Martha created TRANSFORMOTION in a Box, a subscription-based activity box to help people think differently and solve challenges in unexpected ways. Each box contains a set of exercises and helpful hints designed to ignite creative thought. A variety of items are included to go along with each exercise. For example, one box might contain chunky applesauce and a set of chopsticks with an exercise designed to make you think differently about how you might eat applesauce. “People often say ‘I’m not creative,’ but when they do these exercises, they realize that they are actually incredibly creative,” Martha said. TK JULY/AUGUST 2022

TK Business Magazine

Photo by JOHN BURNS

THE

ART

METAL By ERIC SMITH Photos by JOHN BURNS

Small business metal fabrication— that is, the art of creating metal structures by cutting, bending and assembling processes—might not be the flashiest entrepreneurial activity happening in Topeka, but three companies north of the Kansas River in North Topeka—Bettis Fabrication, Midwestern Metals and Stevenson Company—all make the capital city proud with the work they do for industry and manufacturing in the region, nation and even across the globe.

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BETTIS FABRICATION THE

ART

Bettis Fabrication, a division of Bettis Contractors, has been in business for three years after starting construction in 2018 and becoming operational in 2019. They employ about 25 workers. “Business is good and busy,” said Craig Hillman who is in his fifth year as president of Bettis Contractors. He adds, “there’s a lot of demand out there.” One of Bettis Fabrication strengths is how they can handle demand in very short timeframes. Hillman said his shop can produce a product in a much quicker manner than other suppliers that might have a six-month lead time. “A lot of the work opportunities we get is because we have the ability to fast-track some items and get them out the door, which is what they need,” said Hillman.

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CRAIG HILLMAN | PRESIDENT | BETTIS CONTRACTORS

TURN-KEY SOLUTION In the beginning Bettis mostly fabricated conveyor components to meet the heavy parcel handling world. Now Bettis is a one-stop shop where they can fabricate the components in the fabrication division and then install them for clients. Hillman said the other business component of the Bettis Fabrication shop is maintaining, fixing and modifying equipment used in all the companies under the Bettis umbrella. The fabrication shop gives Bettis the ability to quickly make improvements, whether it would be a new mezzanine or an equipment access support platform. Before, Bettis would have to schedule that work

with someone else and hope for a quick turnaround. “We can do it much quicker internally, and in many cases, we can provide a better service to our clients,” Hillman said. “It’s really about synergy.” CONTINUAL IMPROVEMENT Whenever a new facility opens, a business will find operational opportunities throughout the first year. “You build it first on paper, and you think you have accounted for every scenario. When you actually start using the facility and meeting the demand of the work in front of you, that’s when you really learn what you need and what changes to

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Bettis Fabrication is a one-stop shop where they can fabricate the components in the fabrication division and then install them for clients. Photos by JOHN BURNS

make,” he said. “While we didn’t have to make a lot of changes, the little changes we made have resulted in significantly better production out of the facility. I wouldn’t say we did anything investment-wise to it. It was more about investing in the process, keeping organized, and ensuring better quality control.” Hillman said his team figured out how to handle the pandemic disruption and they did what needed to be done to make it through. “It was business as we had never known before, but we still had to continue working,” he said. The other consequence of the pandemic that Bettis is dealing with is the cost of steel, which tripled in price at the end of 2020. “That was a huge impact to us as a business,” he said. “It was

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unprecedented the rate at which steel prices rose. And now they’re in an extremely volatile period. It has made estimating and bidding work much more difficult in this environment. Certain materials that used to be delivered to your shop in a couple of days, now are not available. There are no certainties, especially in material procurement.” LOOKING TO THE FUTURE As Bettis Fabrications looks to the future, Hillman feels they are in a good spot. As opposed to constantly bidding for their next job with an open set of plans, Bettis is working with their clients directly to solve their needs. “Our goal is to establish relationships with clients that have continuing needs. We have

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made and maintained long-term relationships with industrial clients, and we are applying that model to the fabrication division,” Hillman said. Hillman said he enjoys the small business approach, and being Midwest born and raised, he likes Midwestern values and work ethic. “We have a lot of great industry and manufacturing in town. I could make a list from the J.M. Smucker plant to the Mars facility, to Frito Lay, to Reser’s, to Hills, to Evergy. There is a lot of good industry here, which creates a wonderful market for the services we provide,” Hillman said. “Those industries are valued by the community, and the Topeka area has a strong workforce of people with great work ethic that want good jobs.”

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STEVENSON COMPANY } JOE PENNINGTON | PRESIDENT | STEVENSON COMPANY Photo by JOHN BURNS

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THE POWER OF PREMIER FUELS AND LUBRICANTS

THE

ART

Joe Pennington, president of the Stevenson Company since 2006, thinks his metal fabrication business produces the “Coolest Thing Made in Kansas.” What is this cool product? Unofficially, It’s a “slipper slide for potato chips,” as Pennington calls it. Officially, it’s a stainless-steel spiral chute used in industrial settings to sanitarily, gently and quickly move a product without that product breaking. It also is easy to clean, an efficient use of space, saves money in the long run and doesn’t require maintenance. “If you think about a playground slide, it goes round and round and round. Except instead of little kids, it’s sized for peppermints or restaurantstyle Doritos or whatever. And the slides are all custom-made. It’s very important that they start sanitary because all of them go in food plants,” Pennington said. FINDING A NICHE Applications for the chute include cookies, crackers, candy, chocolates, pasta, grains, pet food, pills, nuts and coffee beans. “You know how people always say you have to find your niche in business?” Pennington said of the chutes. “Well, I found mine. It’s right between processing and packaging. It’s about 18 inches wide and 5 feet tall. That’s my niche, right there.”

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While Pennington, age 53, indicated his staff and company had won innovation awards and the Topeka City of Character Award, he said his hardworking 25-employee crew could use a nod of appreciation for their work on the spiral chutes. “I don’t know how many other companies make this type of chute, but we make them best,” Pennington said. “Ours is sanitary welded, inside and out. If you’re eating stuff off of this, you want it to be clean. That’s our hallmark for sure.” About 90 percent of Stevenson’s fabrication work is on spiral chutes, Pennington said, and 90 percent of those ship outside the state of Kansas, with most of them in North America. “We bring that money here, and 100% stays in Kansas. All my

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employees are from Kansas,” Pennington said. HUMBLE BEGINNINGS Stevenson Company, 116 NW Norris, has been around for several decades, dating back to the mid-20th century. The founder of the company and namesake, Mr. Stevenson, as Pennington calls him, was from Akron, Ohio (where Goodyear is from) and moved to Topeka to build the plant. Stevenson got married and stayed here, starting his own business with his first built-in customer, Goodyear. The company did industrial metal work, installing siding, gutters, roofing, platforms and ladders. And from there, industry grew in the agricultural sector and the feed market, Pennington said.

Photo by JOHN BURNS

Stevenson Company makes stainless-steel spiral chutes used in industrial settings to sanitarily, gently and quickly move a product without that product breaking.

“Because we’re in the heartland and the center of agricultural activity and food processing, we grew,” Pennington said. Pennington said his grandfather worked for Stevenson, and his father bought the company in 1990. The 1990s was also when the spiral chute came into play. The reach for Stevenson Company goes halfway around the world to places like Malaysia, Pennington said, having shipped to five of the seven continents (no Antarctica or Africa, yet). Regarding future prospects, Pennington is confident, saying it’s going to be hard to outsource to another country because it’s best to be in the same country or at least

the same region where their slides are made. “Because each one is specifically made, we don’t have robots that can weld them or even lay them out with a mathematical formula. Popcorn travels differently than marbles, so they’re different pitches and different widths. It’s just a really cool, great product that people need and enjoy even if they don’t think about it. You want to snap your own Oreo apart, or you want to twist it apart. You don’t want to get a broken animal cracker where you can’t even tell what animal it is. So that’s why we do it,” Pennington said. OVERCOMING UNCERTAINTY Pennington said one thing he’s keeping an eye on is the mining of nickel, which the company uses in its

stainless-steel product. It has been going through an uncertainty recently, causing costs to shoot up. However, Stevenson Company has not faced shortages yet, but Pennington says he feels like they are coming. “If you think people were angry about no toilet paper, wait until they run out of Doritos,” Pennington said. Pennington serves on the board of advisors for the Kansas Manufacturing Council, which conducts the “Coolest Thing Made in Kansas” competition every year. The contest highlights the state’s manufacturing industry, which employs one out of 11 Kansas workers. The nomination period begins in August, and the winner is announced in October after a head-to-head style tournament.

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Photo by JOHN BURNS

MIDWESTERN METALS The first half of a new expansion that was approved in 2020 began last summer, and the second half is continuing this summer for Midwestern Metals and its sister company Custom Dredge Works, 1105 NW Lower Silver Lake Road. John Jones, president of the familyowned business, said after three buildings were constructed initially, they are adding two more large buildings this year. Those should be erected and working on finishing steps by the end of summer. The initial structures included an assembly building for making the dredge and a new paint and sandblasting facility. The parts department for Custom Dredge Works is moving into its

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JOHN JONES | PRESIDENT | MIDWESTERN METALS

own building, and the machine shop is also getting its own complete structure by itself. EXPANSION INCENTIVES The expansion, named Project Oyster, comes after the Joint Economic Development Organization board approved an incentive agreement in 2020 to offer cash incentives for $96,000 to aid in the growth of the two local companies. The estimated impact was $69 million, and the capital investment for the project was $3.5 million. With Midwestern Metals being the fabrication arm of Custom Dredge Works, 95 percent of its business is supplying Custom Dredge Works with the parts and fabrications

they use to build their dredges, Jones said. The other 5 percent of business is parts business with other manufacturers. “We’ve shipped our equipment and dredges all over the world,” Jones said, adding they’ve been to the Ice Road up north, South America, the Middle East, Africa and Asia. “Historically, our business has been predominantly domestic because we fill a specific niche in the domestic market.” Mainly, the company builds dredges for aggregate production, sand and gravel, and occasionally, they do dredges for environmental work, Jones said. “The vast majority of our work is in the aggregate production world. We’re probably

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the No. 1 player in the aggregate production side,” Jones said. “There are others who do it, but we really focus and specialize in it.” 40 YEARS OF GROWTH Jones’ dad started Midwestern Metals in 1982 in the back of an old automotive repair shop and auto parts store. For many years, the company had between eight and 20 employees and suffered to barely stay above water, Jones said. In 1999, after Jones graduated from Washburn, he came to work for the company, and they got a small business loan from a local bank. They bought new equipment and moved into the building they’re now in. “That really got us started. We began slowly but surely, growing

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Photo by JOHN BURNS

Midwestern Metals is the fabrication arm of its sister company, Custom Dredge Works. It supplies Custom Dredge Works with the parts and fabrications they use to build their dredges. through the years to where we are now,” Jones said, adding significant growth of 20 percent year after year began around 2014. Midwestern Metals came before Custom Dredge Works, which started in 2001. Initially, the metal shop was a job shop manufacturer that just built parts for other manufacturers, Jones said, adding they would make widgets for companies all over the Midwest. FOLLOWING OPPORTUNITY The big push for Midwestern Metals over the next five years is going to be with the service department. “We’re expanding into the service of the equipment that we build,” he said. “We’re gonna provide field service for our dredges and mining equipment, as well as other manufacturers.

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Jones said they’re expanding into other products through Custom Dredge Works and building some specialty dewatering equipment and other types of dredges that are more modular and easier to transport. While both Midwestern Metals and Custom Dredge Works have about 50 employees each, Jones said, “If I could hire 17 new people, I’d hire them today. We’re dying for people.” But business is going good, Jones said, adding that sales aren’t a problem. “I think the environment for small businesses in Topeka has gotten better,” Jones said. “It’s been easier to get help, with Project Oyster and that kind of stuff. We sure are grateful for the city to help us with that.” TK

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SUCCESS gn i s e D by

3 Topeka designers crafted businesses using their eye for flair By SAMANTHA EGAN Photos by JOHN BURNS

Sequins. Cotton. Glass. No matter what the medium, art is art. But it takes more than talent to turn creativity into a paycheck. These local designers have built businesses out of the idea that they have something unique to offer. While their fashion markets are distinct, their determination to tap into both their artistic and business sides is a common thread that runs through all three of these colorful entrepreneurs.

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SUSTAINABILITY MEETS FASHION Do a search for “modular fashion,” and you will find couture-style pieces that look like they came from the runway, rather than the average person’s closet. But thanks to designer Miranda Lorenz, Topeka fashionistas have an edge in getting a much more attainable brand of modular clothing (garments that have detachable pieces) that won’t require a bank loan. Lorenz launched her clothing brand, Buhndi (pronounced BOON DEE), in September 2021. In addition to founder, she refers to herself as “Architect of Clothing.” Looking at her collection, you can see why. Buhndi consists of bases and blueprints. In her first collection, the base is a blouse. While it could easily be worn alone, hidden zippers beneath the cap sleeve allow the wearer to attach different sleeve options, or “blueprints.” Lorenz kept the base simple to ensure it would hold up through various trends and seasons. But the blueprints are where Lorenz adds a bit more flair. By mixing and matching bases with blueprints, customers can create several different looks with only a handful of pieces. The versatility isn’t only a differentiator for the brand, it also ties back to Lorenz’s mission to give consumers pieces they can wear for more than five years, rather than the typical one to two. “The modular concept allows for sustainability,” said Lorenz. “I wanted to create something that people would want to keep because they knew they could continue to transform the look of it.”

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Photo by JOHN BURNS

Buhndi is on a mission to give fast fashion a run for its money.

MIRANDA LORENZ | BUHNDI

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Miranda Lorenz wanted her clothing brand, Buhndi, to be made in America under fair working conditions even though it means a little higher price tag per garment.

Photo by JOHN BURNS

“Every assignment made me think,” said Lorenz. “The fashion industry isn’t great for our environment, people or animals.” Lorenz first got the idea to create an eco-conscious brand while completing a school project. Intrigued at the idea of creating a line that offered a few staple pieces to serve as the basis for a wardrobe, she created a digital collection. The concept stuck with her long after her final grade. But before Lorenz could revisit her idea, her furlough ended. Despite regaining the stability from her corporate role, she couldn’t shake the idea of being her own boss. So, seven months later, she left to pursue her dream.

Embracing Instability Launching during a pandemic wasn’t exactly intentional for Lorenz, but being furloughed from her job as a technical designer forced her to reevaluate. “I didn’t like that other people had control over my career, my income and my creative mind,” Lorenz said. “So, I thought, ‘I really should just start my own business.’” As she pondered her next step, Lorenz thought back to an idea she had as a fashion design student at Kansas State University, where Lorenz said she learned to take a mindful approach to her work.

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Building Buhndi Lorenz jumped right in, hiring a coach and taking to the Internet to search things like, “how to start a fashion brand.” One of her first tasks was selecting a manufacturer. Lorenz chose to partner with Robert Kaufman Fabric Co., a California company that offers the option to produce items in the U.S.A., where workers earn a living wage. “I wanted my tags to say ‘Made in America,’” said Lorenz. “But sourcing pieces that are made here under fair working conditions are extremely difficult to find at a reasonable price.” Sticking to her principles meant a higher price tag per garment, so Lorenz had to rethink her initial plan to launch with a full collection of tops and bottoms. Instead, she scaled

back to a single blouse with two different sleeve options. Each sample garment cost $100 to produce, so Lorenz had to make strategic decisions to make sure her money wasn’t wasted on failed prototypes. It was price that influenced her to choose zippers to attach bases to blueprints, rather than buttons or snap tape (the buttons often used on onesies), which could take several costly rounds of trial and error to perfect. Lorenz’s first order was 200 pieces: 1 style of blouse, 2 styles of sleeves, 6 sizes and 7 colors/ patterns. Lorenz named the collection Bebé (a nod to Schitt’s Creek’s Moira Rose) because— surprise—Lorenz was pregnant with her first child in the midst of launching her first collection. As she unpacked her first shipment, Lorenz felt the full weight of her investment. “It hit me how much 200 pieces really is,” she said. “I had a mini panic about how I was going to sell it all.” Building a Customer Base Lorenz sold half of her inventory on the day Buhndi launched. While she has an e-commerce site, Lorenz said she makes the majority of her sales through pop-up events. “I like to see the look on people’s faces as they take it in,” Lorenz said. “It’s almost like a guaranteed sale once people can see it, feel it and try it on.” One area she had to adjust was price. After several customers commented that they couldn’t afford Buhndi,

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Photo by JOHN BURNS

Miranda Lorenz’s modular fashion brand concept allows customers to attain several different looks with just a handful of pieces.

she lowered her price point to $42 for the base and $20 for each sleeve set. A lower price tag means Lorenz isn’t seeing as large of a return on investment, but she’s OK with starting small. “I’m not here to make money right away,” Lorenz said. “I want people to trust in my designs first.” Beyond Bebé Buhndi’s phase two kicked into high gear this summer with the help of a team of interns. Taking her collection beyond Bebé, she is also introducing mid- and lower-priced tiers to her collection. While her garments will be sourced from different places, Lorenz still maintains that every piece can be styled together. “At every price point, any woman at any age will be able to find something and feel beautiful with my brand,” Lorenz said.

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While Lorenz had to scale back before launch, she’s now focused on slowly building out her vision. In addition to expanding her collections, her future plans also include someday having a physical storefront. Like her clothing, the concept for her in-person boutique has a twist. Lorenz envisions using an “open-kitchen” concept, where customers would be able to see real people making the clothes as they shop. But for now, Lorenz is focused on her next step: an in-home studio for hosting her own shopping events. She realizes she has a long way to go before realizing her full vision, but for now, she’s OK with working through the unknown. “It’s exciting,” she said. “I’m an organized chaos type of person, so it’s fun to daydream about where I see Buhndi 10 years from now.”

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FRESH INSPIRATION Like many others, the stay-athome order in 2020 made owner of Prairie Glass Kymm Ledbetter re-evaluate things. Her business was about to turn eight years old, and she had trained her staff to be able to run things without her. So, when the pandemic slowed things down, Ledbetter found herself wondering what it was she really wanted to do. “My soul wasn’t being fed,” Ledbetter said. “I needed to feed that part of me again.” Through her new jewelry line, Fresh Squeezed, and the large glass installations she creates for clients, Ledbetter has recharged her inner artist and fallen in love with fused glass all over again. Inspiration struck while Ledbetter was scrolling Facebook and stumbled upon videos of artists using the “pressed glass” method: a two-step way of firing glass that produces round pieces of glass with swirls of color which Ledbetter calls “squishies.” Watching video after video of people using the technique to create dishes and bowls, Ledbetter was hooked. “They captured my spirit,” Ledbetter said. “I hadn’t been obsessed with anything glass for a long time.”

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Photo by JOHN BURNS

Owner of Prairie Glass reawakens her passion through a new venture.

KYMM LEDBETTER | FRESH SQUEEZED & PRAIRIE GLASS OWNER

atstopeka.com

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Kymm Ledbetter describes her Fresh Squeezed collection as organic and natural while providing her with self-indulgent creativity.

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Back to Her Roots Before Ledbetter founded Prairie Glass, she was a passionate maker. As a young girl, she spent her allowance on craft supplies, cultivating a love for taking things apart and making them into something new. One of her earliest hobbies was disassembling old jewelry from garage sales and finding ways to create one-of-a-kind pieces. “To me, that’s what art is about,” Ledbetter said. “It’s a problem you want to solve.” As an adult, Ledbetter worked at Nordstrom, where her eye for color helped her excel at styling customers. A piece of jewelry often pulled a look together. “You can touch someone’s heart by giving them encouragement and helping them pick out what looks good on them,” Ledbetter said. “It’s not rocket science, but when someone puts jewelry on, it makes their day.” Years later, Ledbetter enrolled at Washburn to try to learn how to

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master digital design. But it was at a fused glass demonstration where things clicked. “A light bulb just went on,” Ledbetter said. “I knew that’s what I wanted to do the rest of my life.” As she mastered her craft, she taught kids at summer art camps she ran from her basement. She brought her love of teaching with her when she opened Prairie Glass years later. Relighting The Fire Ledbetter has no plans to walk away from Prairie Glass, but her new ventures have helped her rediscover her inspiration. “Each time I do a fire load, the pieces just kind of talk to me,” Ledbetter said. Ledbetter currently sells her Fresh Squeezed collection at Prairie Glass. She plans to expand her reach but first wants to figure out her niche. “Where are the people who are going to wear earrings that don’t

Photos by JOHN BURNS

match?” said Ledbetter. “I can make and make and make, but I want my pieces to reflect who my customer is.” Ledbetter plans to explore Etsy as a channel, but in the meantime is having fun exploring how other entrepreneurs sell on Instagram and TikTok to reach a whole new type of consumer. “I always say, ‘Just Jump,’” Ledbetter said. “There’s a net somewhere.” A Larger Venture Much of her remaining working hours are spent on large-scale installations for businesses and clients who want a splash of color in their homes. Ledbetter has designed, created and installed large glass installations for local businesses like Security Benefit, Hills Pet Food, Washburn Rural Middle School, and, most recently, the counter for Restore Physical Therapy’s new space. She’s traveled to other states for clients

and has created more custom kitchen backsplashes than she can remember. While the process for Fresh Squeezed is organic and natural, her large installations require a more structured process, often requiring measurements, equations and even science to figure out how to fire the glass to achieve particular colors. The Many Sides of an Artist Ledbetter enjoys having a variety of projects that stretch different creative muscles. On days when her inner artist is silent, she enjoys having more structured projects. “Creativity is just like writer’s block. It doesn’t always just come,” Ledbetter said. “Sometimes, I just want to cut glass.” On the other hand, making jewelry is where she allows herself to be the most self-indulgent. “I ask people for their honest opinions, but if I really want to make something, I’ll do it no matter what,”

she said. “It’s what I need to do for me.” Through all her many ventures, past and present, Ledbetter has found a deeper sense of who she is as an artist. Her rekindled passion has also made her less concerned about creating things purely to sell them. “Being an artist is a humbling life. One person may love what you make, and another might think it’s awful,” Ledbetter said. “I’m not worried about that as much with Fresh Squeezed as I was with Prairie Glass.” Even now, Ledbetter knows her career as an artist will continue to bring challenges—but that’s exactly why she loves it. “When I wake up, I can’t wait to run downstairs to my basement and figure something new out,” Ledbetter said. “I’m not thinking about the past. I’m thinking about where to go.”

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MADE FOR THE SPOTLIGHT Robin Moody has loved sewing since she was a young girl. Dreaming of being a clothing designer, she would sketch copies of newspaper clothing ads. As a mom, she made outfits for her babies and imagined she would take up quilting when she retired. But now that her 30-year career in the corporate world is behind her, Moody’s retirement ambition has evolved into something a bit more sparkly. Moody is the owner and designer behind Emerald City Dancewear. Since launching in December 2017, she has made well over 1,000 costumes and dancewear outfits. In addition to her devout local following, dancers from all over the country have used Emerald City Dancewear to steal the spotlight through Moody’s Etsy store. Moody’s designs not only free dancers from the fear of wardrobe malfunctions, they have also earned several awards from national competitions. So, how does an aspiring quilter become a costumedesigner extraordinaire? It happened somewhat accidentally. Moody’s first pieces were for her granddaughters who needed costumes for competitive dance. She started out trying to embellish dancewear she purchased from stores. But Moody, who considers herself conservative, found the coverage lacking. “I wanted to make sure they felt good in what they were wearing,” Moody said. “But I also wanted to make sure their butt cheeks didn’t come out.”

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Photo by JOHN BURNS

Emerald City Dancewear gives performers both style and function.

ROBIN MOODY | EMERALD CITY DANCEWEAR

NOW GREATER TOPEKA PARTNERSHIP MEMBERS CAN ACCESS A NEW HEALTH PLAN!

CHAMBER BLUE OF KANSAS, is an association health plan that allows employers to join together to purchase insurance. A larger pool of people and businesses enrolled in the plan may mean more plan options and potentially lower costs. The Partnership has led the way in making this health plan a reality by forging a collaboration between BCBSKS and more than two dozen chambers of commerce from across Kansas. In Shawnee County, Chamber Blue of Kansas is open to employers who have two or more employees and are current, duespaying members of the Greater Topeka Partnership.

“This is a big deal, and a new concept for the GTP and our members,” said Matt Pivarnik, CEO of the Greater Topeka Partnership. “We’re excited to see Chamber Blue of Kansas come online, as it could mean better health coverage at lower costs for many of the local businesses that make our community great. For this plan to be as impactful as possible, we need lots of employers to get on board.”

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Robin Moody owner and designer of Emerald City Dancewear, has made well over 1,000 costumes and dancewear outfits since launching in December 2017.

Using fabric from activewear she bought from thrift stores, Moody created dancewear that achieved both full coverage and star power. It didn’t take long for others to admire Moody’s work. Soon, she was taking orders from parents, as well as local studios who recruited her to create group costumes. About two years later, Moody made her business official. Turning to her love of “The Wizard of Oz” for inspiration, she named her business after the sparkly shoes that stole her heart as a girl.

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Behind the Stitches The world of dance gives Moody plenty of opportunities to be creative. When clients come to her with pictures of costumes they want recreated, Moody’s challenge is to make sure the piece is original and on budget. “I try to come up with something that will capture the look without costing as much,” Moody said. “I don’t like to copy things. I want them to be unique.” Many clients provide Moody with their child’s performance song, but

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she said her inspiration rarely comes from the music. Instead, she tries to get a feel for what her clients like, whether it’s the particular drape of a sleeve or how a skirt flows. She then sketches a design to put it all together. While the pieces she makes for her granddaughters are on the conservative side, Moody doesn’t limit her clients to the same point of view. “Some people are much more comfortable with their daughters showing more skin,” Moody said. “I want to be respectful of their personal preferences.” But regardless of coverage, fit is of utmost importance to Moody, who considers it a failure if dancers need alterations. “I get nervous over that,” Moody said. “I don’t want to be the person that causes them anxiety on stage because something doesn’t stay fastened.” Moody finds the best way to test fit is to have her granddaughters wear her prototypes in class. “Mannequins don’t represent the shape of any child,” she said. “So, I ask them, ‘Is it comfortable? Does it ride up? Is something showing that shouldn’t be?’” Keeping Up with the Queue One thing Moody has to keep an eye on is growing too much. This past season, Moody created around 200 solo costumes, as well as 15 different styles of group costumes for local dance studios in Topeka and Kansas City. Moody gets help from her daughter, Tasha Gordon, who helps with sewing and manages customer service. Her husband, William, who goes by WT, also pitches in by cutting out patterns and embellishing.

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Photo by JOHN BURNS

Pursuing her true passion after retirement, Robin Moody can be found working from 7 in the morning until 9 at night during her busy season.

“It’s not exactly what he wanted to do in his retirement,” Moody said. “But he is very meticulous when it comes to putting on rhinestones.” During her busy season, Moody works from 7 in the morning until 9 at night. Although supposedly retired, when she wants to take time off, she knows how to slow things down. While Etsy offers the option to put her shop in vacation mode, Moody avoids doing that, since going completely off the radar would drive down her exposure. Instead, she increases her turnaround time from two weeks to five weeks, which helps curb demand. A Busy Sort of Leisure One thing is for sure: Moody is busier in retirement than she was during her career. But she doesn’t mind. “I hear a lot of ‘You don’t have to do this,’” Moody said. “My husband and I are

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perfectly able to live the way we want to live without Emerald City Dancewear, but I know I’d miss it if I stopped.” Another motivator for Moody is her granddaughters. Using the profits from her business, she helps pay for them to take part in competitive dance, a hobby with a considerable price tag. But more than funding their dance careers, Moody first and foremost wants to be an example to her grandkids. “If there’s something they want to do, it doesn’t have to be traditional,” Moody said. “No idea is not worth looking at.” That message goes back to the joy she feels after finally pursuing her true passion. “I’m so much closer to doing what I wanted to do as a young kid,” Moody said. “It’s nice to be able to see kids look so pretty, be confident and feel good in what they’re wearing.” TK

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FROM THE PROFESSOR

101

PHOTO SUBMITTED

PITCHING Rick LeJuerrne Washburn University | Lecturer; Entrepreneurship and Innovation and Flow Capital LLC | Attorney

Pitching an idea or product or service is irrevocably tied to the entrepreneur, so much so that it is covered as a fundamental skill and taught in all entrepreneurship courses at every level. In our pop culture the pitch is demonstrated on a weekly basis. Shark Tank, which premiered on ABC

August 9, 2009, is now in its 13th season for a total of 295 episodes. For comparison, Seinfeld, which made a habit of highlighting Kramer’s numerous crazy ideas pitches, ended its run at 180 episodes. People often assume that pitching a new idea is all about obtaining

funding to either start or grow a business, but this is not where one should begin. Its primary value begins much earlier in the process. From the initial inspiration all the way through to startup, entrepreneurs should think of pitching as an endeavor to help make their ideas happen.

An effective pitch evolves over time. It is an outcome of effective business planning, which means the further along you are with the development of your idea, the more likely your pitch will resonate with the listener. There is nothing better than a meaningful connection. It is the magic that keeps one moving forward. It can also be the difference between success and failure. I have seen ideas happen because the right connections were made at the right time. This requires a willingness to share our ideas and a hustle to connect with others. Think about your pitch as a progression, levels of development that one must go through in order to best connect your idea with others.

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LEVEL 1: Value Proposition All business ideas begin with a product or service, but the development is in the crafting of an effective value proposition. It is easy to say what you plan to do, much more difficult to understand why you should. This is an important distinction because customers buy on why. This could be convenience, cost, quality, or a superior experience. It can be something new or even just an improvement to existing offerings. Whatever it is it must resonate (that word) with the customer and your listener. Recently, I had the fortune to travel to Paris with my daughters on a high school trip. Buying macarons was on the must-do-list. We found Laduree, a macaron shop that has been in business since 1862. It was easy to understand their “why.” Their macarons were presented like high end jewelry from retail experience to packaging to product. Dad paid €32 Euros for 12 macarons, which was expensive but a great value. It was an experience we won’t forget. Disconnect value from price, it is not the same thing.

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FROM THE PROFESSOR LEVEL 2: KNOW THE CUSTOMER The next level is understanding your customer. Not just the demographic or psychographic profile, but your customer’s true buying motivations. Your customer has problems, some that they don’t even know yet. If not problems, then certainly your customer has specific needs or wants. You may know a lot about your customer if you have industry or specific

sales experience. If lacking experience, then you must be willing to talk to potential customers. If done correctly, this customer discovery can yield opportunities you are not even aware of. In your pitch, presenting data that shows that your value proposition aligns with actual customers who are willing to buy your product or service is golden. This is known as “product market fit.”

LEVEL 3: SHARE TRACTION What is the difference between an idea and a startup? Traction. It is so important and often overlooked. Make sure to share your traction with the listener. Entrepreneurs who are actively engaged in the business planning process have some traction. If you have proof of market through customer discovery, this is significant traction. Have you validated your business model? If so, share it.

Maybe you have a minimal viable product (MVP) or a working prototype. Great! Even better is actual sales! Share the work to move your idea forward and don’t discount the planning you have already done. Traction is what separates actual entrepreneurs from the dreamers. Over half the U.S. population will have a business idea at some point in their life, but fewer than 15% will ever take any steps to making it a reality.

LEVEL 4: TELL A STORY WITH DATA The art of pitching is telling a story. As an entrepreneur, it helps to be a good storyteller! Your goal is to connect with the listener, so when pitching your product or service, bring it all together and tell a story supported by data. Your story is your hook, but your data shows the traction. Together, they work magic. First you need to identify the story you are telling. One way is to

tell a version of the hero’s journey. In my opinion, all entrepreneurs are heroes for taking a risk to make the world a better place. Or tell the story of the customer you are designing the business for. The customer with a meaningful problem that your business is going to solve! This isn’t just make believe. Include in your pitch any significant data in support of your story. Focus on no more than two or three points.

CONNECTION IS THE GOAL Whether engaged in a 30-second elevator pitch, a three-minute abbreviated pitch, or the traditional 20-minute 10-slide pitch to investors, the goal is not to close a deal, but to make a meaningful connection.

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You may meet someone who invests, but more than likely you will find someone who provides feedback that leads to real insight. Or someone who provides a critical connection to someone else or a needed resource.

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Or maybe the pitch leads to a subsequent meeting over coffee. You never know when a critical connection will be made. Because of this, as entrepreneurs it is important to continually pitch our ideas. TK

MASTER OF ACCOUNTANCY

YOU’VE GOT THE SPARK. It’s an unquenchable desire to improve your career, your life and your future. Washburn University’s Master of Accountancy program unites your ambition with the real-world experience necessary to advance your career. Now accepting applications for Fall 2022 and Spring 2023 – Apply today at washburn.edu/macc For more information: email macc@washburn.edu or call 785.670.1308

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GLOBAL CUISINE By KIM GRONNIGER Photos by JOHN BURNS & RACHEL LOCK

Experience another culture through its cuisine this summer. These four homegrown restaurants offer European and Asian fare with international flair and friendly service. Whether you’re in the mood for escargots or lasagna, spring rolls or butter chicken, you’ll find multiple menu options to satisfy your cravings or your curiosity while supporting local eateries committed to serving the community that sustains them.

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Photo by JOHN BURNS

MAKO UENO & JOHN FAKHOURY | OWNERS | CHEZ YASU

Photo by JOHN BURNS

Chez Yasu is a popular place for customers to celebrate anniversaries, rehearsal dinners, milestone birthdays and other occasions.

CHEZ YASU When Mako Ueno came to Kansas from Japan to attend Ottawa University, she forged key connections that would change the trajectory of her life. During college, she worked as a server at Tatsu’s French Restaurant in Prairie Village and befriended the owner, Tatsu Aria, and another chef, Yasu Hatasawa. She married fellow OU college student John Fakhoury and moved to Topeka, where he attended Washburn University School of Law and she felt the first pull toward entrepreneurism. Ueno often lamented the lack of local restaurants in Topeka in her conversations with Hatasawa. While driving around her Westboro neighborhood, she found a former restaurant available for lease. After

Aria assessed the space as a “once in a lifetime opportunity,” she and Hatasawa opened Chez Yasu in December 2004. “I was really excited to bring a nice restaurant to the neighborhood, but I knew it was risky,” she said. “Buying a former restaurant that already came with tables and chairs and a commercial kitchen made the risk more manageable.” In a surprise twist, after 10 unsuccessful years to become pregnant, Ueno found out shortly after she signed the contract for the restaurant that she was pregnant. “It was stressful, but it worked out,” she said. Ueno and Hatasawa relied on word-of-mouth recommendations to promote their restaurant, which found success in offering a limited menu of crowdpleasing French favorites.

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Photos by JOHN BURNS

All Chez Yasu menu items are made from scratch while using texture, color and presentation to appeal to the senses too.

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“Our customers know what they like and find our consistency comforting,” said Ueno. “We serve really good food and everything’s from scratch, which works better with a smaller menu.” The yellow squash soup is a particular favorite. “People are addicted to that soup,” said Ueno. “During COVID, they lined up to get it to go.” In addition to taste, Ueno strives to ensure that texture, color and presentation appeal to the senses too. “I grew up going to nice restaurants in Japan where dining is more of an experience with beautiful plates even for everyday cooking,” she said. “It wasn’t just about eating because you were hungry like it sometimes is in the United States.” But it’s not only the Boeuf Bourguignon and baguettes that have made Chez Yasu a beloved bistro. It’s the bonds

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that have been created through nearly two decades of dining. “We have wonderful employees who sometimes leave for a time to get married or have children and then come back because they love our customers and our customers love us,” said Ueno. “My son, who is 19 now, grew up here and we’ve all been lucky to make really good friendships.” Those relationships were especially helpful during the pandemic when many customers bought gift cards and ordered takeout to help keep the restaurant afloat. Many regulars are elderly and those who are widowed often continue to come to Chez Yasu for sustenance in all its forms. “Because we know each other so well, they come here to eat and they don’t feel lonely,” she said. Ueno loves seeing younger customers experience the

restaurant for the first time and their choruses of “we’ll be back” remind her “to do a better job with social media.” Customers comprise neighborhood residents, legislators, travelers and individuals attending private parties hosted by Washburn University, pharmaceutical companies and other organizations. The restaurant is also a popular location for celebrating anniversaries, rehearsal dinners, milestone birthdays and other occasions. Hatasawa retired five years ago, and Ueno has continued the work they started. A fine arts major in college, she never envisioned a career as a restaurateur. “When we opened Chez Yasu, we took a calculated risk,” she said. “I’m grateful it worked out well. I wouldn’t be where I am today without our customers and our community.”

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JOE & CRYSI SESSEL, KEVIN DUNFORD | OWNERS | PAISANO’S RISTORANTE

Paisano’s Ristorante has new owners eager to preserve the Fleming Place eatery’s made-from-scratch reputation for highquality Italian cuisine while upgrading its aesthetics and expanding its food and drink offerings.

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Photo by JOHN BURNS

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Serial entrepreneurs and business partners Joe and Crysi Sessel and Kevin Dunford, the restaurant’s third owners in 31 years, were drawn to Paisano’s because of its proven popularity and potential. Joe Sessel said honoring the restaurant’s heritage is integral to their operations. “There is a ton of history here and we respect it and want to be good stewards of the previous owners’ legacies while bringing forward some creative ideas for continued success,” said Sessel. Bottomless salad bowls with house-made Italian dressing, baskets of breadsticks and hearty

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fan favorites like Roman Twins and Marco Polo remain on the menu along with new specialties like a honey-pecan-crusted salmon dish and Diavolo Chicken Fresca, spaghetti tossed in a carbonara mix of ham and bacon mixed with fried chicken smothered in a homemade Diavolo sauce. Entrée specials are also offered on occasion, including a dish incorporating Mushrooms Italiano and rosemary chicken over fettuccine in an alfredo sauce. “The real eye-opening allure here is that everything but the pasta is made from scratch from our recipe book,” Sessel said. “It’s an experience you can’t get

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somewhere else. And it means we can customize preferences for our customers too.” The partners have also enhanced the restaurant’s cocktail menu, adding daily specials and several Scotch options. Sessel contributed his own Moscow Mule recipe made with Tito’s vodka served in requisite copper mugs. The restaurant carries a variety of wines from Sean Minor, a Kansas native. “Sean works in the California wine industry and the wines on his label taste as good as those priced for twice as much,” said Sessel. “We’re making better wine more accessible at a great value. We’re

Photos by JOHN BURNS

The new owners of Paisano’s Ristorante ensure the restaurant’s heritage is maintained while new specialties have been added to enhance the menu.

also increasing the scope of our fine wine menu too.” Sessel said the restaurant’s décor, from the booths to the wall coverings, hasn’t changed much since he brought his prom date to Paisano’s in 1998. To achieve an inviting, upscale ambience reflective of today’s minimalist design trends, the partners will be adding new seating, plates, glassware, cutlery and tabletops obtained through Heartland Granite. The restaurant has a refreshed logo, website and promotional strategy too. Although Paisano’s has had a flourishing catering business for years, Sessel said

many people are still not aware of it. “We’re spending our marketing budget to let Topekans discover for themselves how amazing our food is,” he said. “Every gift certificate we pass out gets new people in the door. Our engagement with the local community is exciting and seems to be working.” Sessel’s confidence in the caliber of the restaurant’s cuisine was particularly fortuitous on the restaurant’s opening day, December 15, 2021, when a power outage precipitated giving away free meals and closing early.

“We didn’t have power the next day either and had to throw away a lot of our inventory,” he said. “It was an exciting opening for sure, but people came back.” Sessel said a key ingredient in the partners’ business approach is ensuring they’re employing a happy workforce. “We offer flexible scheduling and pay well and pride ourselves on cultivating a family atmosphere,” said Sessel. “It’s still a restaurant and hard work but we know if our employees feel cared for, they’ll make sure our customers feel cared for too.” Sessel experiences that same comfortable feeling his Paisano’s employees project when he and his family need a dining change of pace. “A couple of times a week, we head to Oriental Express for sushi,” he said. “We know our favorite server by name, and he knows all of us by name and it’s like family.” A Lean Six Sigma black belt with extensive experience in materials management for large companies like Goodyear and Michelin, Sessel said he and his partners have no shortage of ideas to take an already strong dining experience and make it an even better one for their patrons. “We have a solid strategic plan and a creative team to make this the best Italian restaurant in the region,” he said.

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MOHINDER PAL | OWNER | PAL INDIAN CUISINE

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Photo by RACHEL LOCK

pal indian cuisine

Photo by RACHEL LOCK

Pal Indian Cuisine offers daily lunch samplers that often are items not on the regular menu for curious customers with more adventurous appetites.

Mohinder Pal moved to California from India in 2001 hoping to secure a crew position on a ship. When his only acquaintance in the country said he was moving to Lawrence to work in a restaurant, Pal decided to follow him. Pal honed his cooking skills at area Indian restaurants for several years before joining Payless ShoeSource in 2012. He later took over the global entrée station in the Payless Harvest Café and eventually became head chef. He incorporated favorite Indian dishes into the menu and won over employees reluctant to try unfamiliar fare with twoounce plastic cups and spoons so they could taste before committing. “It made me so happy when people ate my food and then came back with such happiness

on their face,” he said. “One man came to me with tears in his eyes. He said that after three years, he’d found a dish like one his mom had cooked for him.” When Payless closed the café in 2019, Pal worked in other restaurants before deciding in 2020 to open his own place, Pal Indian Cuisine, at 2620 SW Sixth Ave. “The space already had the expensive things I would need to open a restaurant like a grease trap and a walk-in cooler,” said Pal, who remodeled the casual dining space with bright, white walls and blownup endorsement letters from his Payless days. His Payless reputation continues to serve him well as word-of-mouth recommendations and glowing Google reviews negate the need for advertising.

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“I’ve spent very little on advertising aside from the sign out front,” said Pal. “In addition to the regulars and people in Topeka coming to my restaurant, we get people traveling through Kansas who say they’ll come back again when they pass this way.” Each day the restaurant is open, Pal cooks multiple specialties like butter chicken, tikka masala and korma along with appetizers and vegan dishes. Pal offers a daily lunch sampler that often offers items not on the regular menu as a surprise for curious customers with more adventurous appetites. The lunch sampler allows patrons to experience up to three entrees or go all-in with a single choice. The two-ounce plastic cups and spoons that Pal used to win over Indian cuisine

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converts at Payless are a staple at his own restaurant too. “I think I made 800 people at Payless fall in love with Indian food because of those two-ounce cups,” said Pal, laughing. “They often took food home to their families too.” Pal credits the popularity of his flavorful combinations in part to a VISA glitch that forced him to separate from his family for nearly two years and return to India. Making the most of a difficult situation, Pal worked for a successful Indian catering company that refined his approach and broadened his expertise. Today his clientele includes a three-year-old regular who likes a chicken and rice dish, college kids, empty-nesters and senior citizens, a cross-section of the community who appreciate the quality consistency he provides. “Sometimes you order something at a restaurant, and it tastes really great and you go back three weeks later and it’s not as good because the chef ’s probably changed,” he said. “Here people get the same flavors they got the last time because I’m doing it all as the owner and the chef. I pay attention to every single dish.” Despite working 90-hour weeks overseeing all aspects of the restaurant, Pal sometimes continues working even as he sleeps by literally dreaming up new dishes. “In my dreams, I came up with a Pomegranate Kofta I serve on Valentine’s Day and a pistachio chicken recipe too,” he said. “I can see the vision and then when I wake up, I figure out how I can make it to differentiate myself from anyone else. It keeps me excited and engaged.” Pal’s daughter, a University of Kansas student, and his two sons sometimes assist him with the business, but Pal said, “This is my passion, not theirs, so I pay them.” His wife, Mardi, often helps too. “I love what I do, and I love that my customers invest their money here,” he said. “We have a friendly environment and a lot of mutual respect.”

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THAN “TOMMY” VU | OWNER | SAIGON RESTAURANT

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Photo by RACHEL LOCK

SAIGON RESTAURANT

Photo by RACHEL LOCK

Opened since 2007, Saigon Restaurant at 3200 Southwest 29th St. features a varied menu of familiar Chinese favorites and Vietnamese specialties that honors Than “Tommy” Vu’s heritage. When Saigon fell to the communist regime during the Vietnam War in 1975, the parents of Than “Tommy” Vu sent him and his siblings to other countries through a refugee program to ensure their survival while they remained behind. Vu was taken in by a Hays, Kansas, foster family who helped him assimilate into American life and later locate his far-flung family members. Following his high school graduation in 1988, Vu moved to Topeka and met his wife, Mary Jane, who had immigrated to Kansas from the Philippines. Welcomed by a large immigrant population in Highland Park, Vu often cooked for the couple’s new Vietnamese and Filipino friends, forging supportive relationships and eventually finding work as a Chinesecuisine chef.

He cooked in local restaurants for two decades, including a lengthy stint overseeing the Dillons’ Chinese Kitchen. Using many of his own recipes, he cultivated a loyal clientele. In 2007, the couple opened Saigon Restaurant at 3200 Southwest 29th St. with a varied menu featuring familiar Chinese favorites and Vietnamese specialties honoring Vu’s heritage. April Martin, Vu’s niece and a Topeka West High School graduate living in Virginia, oversees Saigon Restaurant’s social media efforts. She said business at the restaurant was brisk for the first year but then tapered off. “My aunt and uncle were discouraged because they weren’t sure if Topeka was ready for a different palate,” she said. “But slowly and surely,

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Photos by RACHEL LOCK

regular customers started coming in, and the restaurant has been thriving ever since.” To help overcome customer hesitancy, Vu initially provided lengthy menu descriptions to explain the ingredients used to prepare entrees, an accommodation that Martin said is no longer necessary as people have become accustomed to the myriad options available. At Saigon Restaurant, spring rolls, crab Rangoon puffs, and fried wontons are among the popular appetizers ordered by the community. In addition to their Chinese staples, the restaurant offers lighter Vietnamese meals paired with lemon grass and a house-blend of spices. Their Bún (pronounced boon, the Vietnamese word for noodles) dishes include meat, rice vermicelli and a fresh assortment of vegetables. Martin said many families don’t have fully equipped kitchens in many parts of Vietnam and rely on fresh preparations for rice and vegetable-

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based meals. Many of Vu’s Chinese recipes are adapted from Hong Kong-style cuisine with subtle tweaks that make the dishes more appealing to American appetites and reflective of locally available ingredients. Saigon Restaurant’s menu options also include specialty beverages like a best-selling Vietnamese French-pressed coffee, Cà Phê Sữa Da, sweetened with condensed milk. The restaurant attracts customers of all ages, including younger ones drawn by word of mouth, Instagram posts, and other social media channels. Patrons can purchase orders as carryout or through a convenient drive-through. “Tommy and Mary Jane are very sociable people and love hearing about how their food makes their customers happy,” Martin said. “For most people who grew up in Asia, food is love. It’s the heart and soul

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of everything that’s put into each meal, and it’s very fulfilling for them to cook and serve others.” Always looking for inspiration, Vu scopes out Vietnamese restaurants’ offerings, often ordering dishes that weren’t prevalent in the region where he grew up. “He’ll ask to speak to a manager or owner to find out where a restaurant sources certain herbs and other ingredients that he can incorporate into his cooking,” said Martin. “He’s very good at networking.” As immigrants, the Vus have been grateful for the community’s acceptance and are convinced that sharing their cultures through food opens minds and brings people together, regardless of their backgrounds. “We just really appreciate all of our regular customers who’ve been with us since we opened,” said Vu. “The community has really supported our restaurant.” TK

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By ERIC SMITH Photos by JOHN BURNS

Young ENTREPRENEURS

Chris Paez

Entrepreneurial spirit and inspiration don’t come easy for everyone. But for three Washburn University business students, they’ve taken the unique experiences they’ve had in their lives, and with a lot of hard work, turned that into a big idea for possible real-world businesses. Recent college graduates Abigail McCrory, 22, and Chris Paez, 23, and soon-to-be sophomore Peyton Price, 19, are examples of young shining stars at the Washburn University School of Business. Through participation in different business contests and funds the school offers, including the Washburn Pitch Competition, the Washburn Business Plan Competition, the Network of International Business Students Case Competition, and the Student Business Accelerator Fund (SBAF), the trio has individually developed several ideas and won thousands in prize money for their business acumen. Abigail has developed an idea for a mobile coffee camper for the greater Topeka area called Grounded on the Go; Chris has launched a fragrance line named Atlantis; and Peyton came up with a product called Call Guard, a connective device to attach to headsets to protect against airborne diseases. “Well frankly, their spirit and work ethic is amazing,” said David Price, an associate professor of marketing at the Washburn Business School and Peyton’s dad. “It takes a lot of extra time, effort and determination for these students to develop their ideas in such a short period of time.”

Peyton Price

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DO IT NOW. SOMETIMES LATER BECOMES NEVER.

Chris Paez, Washburn University graduate, plans to have his Atlantis fragrance business up and running this year.

IN THE FAMILY All three of these young entrepreneurs have businessminded family members in their lives that have provided some business know-how for them to learn from. Abigail said her parents have done several different projects and small businesses over the years. But the biggest is Grounded Coffee House in Rossville, which they own and have operated for 15 years. “I literally grew up in the coffee shop,” she said. “I grew up seeing my mom being just an awesome businesswoman. She’s the one that primarily owns and operates it. I saw my dad and her being this awesome team working together, and I was just amazed by the opportunity to be a boss.” Chris, an international student who has been in the U.S. for five years, said he comes from a business-minded family who owns a chain of gas stations in his home country of Paraguay.

And as for Peyton, her father, David Price, has been running the Washburn Pitch Competition since its inception in 2013, and her mother works at the Kansas Department of Commerce, where Peyton said she handles big contracts to bring in companies to the state of Kansas. LOVE TO TRAVEL All three individuals, in addition to being business-minded, have the international travel bug. Peyton has been abroad this summer and will spend the fall semester in Australia, where she’ll take classes, do a business competition and submit her Call Guard product. “I’m very excited to gain an international perspective and see how my business idea might do worldwide or just in a different country,” she said, adding she plans to get a provisional patent on the product after seeing how it does in Australia. Chris went back home to Paraguay to celebrate his

graduation with his family and has also been traveling in Belgium this summer. And Abigail visited Belgium, France and Germany with the Washburn entrepreneurial class last year and traveled to Brazil and Europe this summer. She said she has connections with students worldwide, and while she’s talked about how it could lead to a business venture, right now, it’s about cultivating relationships and taking advantage of good opportunities while she can. INSPIRATION & ENTREPRENEURIAL SPIRIT Abigail, who graduated with a bachelor’s in business administration, said she’s always had an entrepreneurial spirit. “When I was younger, I would sell anything I could possibly sell in the coffee shop,” Abigail said. “My mom was so kind to let me do that.” She sold homemade soap, as well as duct-taped wallets, bookmarks and chicken eggs.

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Don’t just join a Club

Join a Family

tHE toPEKa CountRY Club

Abigail McCrory, Washburn University graduate, won first place and $8,000 in the Washburn Pitch Competition while a sophomore for her Grounded on the Go mobile coffee shop pitch. Now that concept is scheduled to launch before year’s end.

“Anything I could to make a dollar,” Abigail said. “I wanted an iPad, and my parents said, ‘Well, we’re not buying you one.’ I was like, ‘I’m going to make the money to buy one.’” Abigail said her original plan was to study nursing but credits two high school business teachers, Nola Miller and Eric Lietz, with helping her realize her business potential. “They sat down with me and said, ‘Listen, you have these talents. You should really look into a business degree.’ Their mentorship really helped shape me,” Abigail said. Peyton also said she’s been pretty business-minded for most of her life, being into arts and crafts as a kid. “On the playground when I was in fourth grade, I made custom water bottles with patterned duct tape, except instead of a water bottle, because it was my own business, I used whatever was around. I used old vitamin bottles. I duct-taped them, and I sold those at schools for 50 cents.” Like Abigail and Peyton, Chris said he also had a business mindset as a child. When he received a scholarship to attend college in Kansas, he didn’t hesitate.

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PHOTO SUBMITTED

Chris Paez was inspired by a Secret Santa fragrance gift subscription he received three years ago and has pursued his entrepreneurial dream ever since.

“Washburn was meant to be. I loved it here,” he said. THE SWEET SMELL OF SUCCESS Chris said his inspiration for his Atlantis fragrance business came during a Washburn business club secret Santa event. “My dream started about three years ago with just a simple gift from a friend, a fragrance subscription service. I said to myself, ‘Well hey, maybe I can do something like this,’” Chris said. Chris started identifying market opportunities and began entering business contests. While he didn’t find success right away, with determination, and the help of his mentor Rick LeJuerrne, a Washburn business professor, he kept pursuing his dream. “Now I’m here, almost ready to hit the start button,” Chris said. Now that Chris has earned his degree, he is moving to Columbia, South Carolina, to pursue his business concept. He plans to have his Atlantis business up and running by August. He said the simple and powerful fragrances, perfumes and colognes are based on philosophy, literature and art.

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“We want to promote confidence, self-esteem, and luxury that we all have inside ourselves,” Chris said. Right now, Chris is promoting three unisex fragrances: Meduzza, Hyperion and Gaia. Meduzza is described as a very feminine, sweet, sexy, vanilla scent, Chris said, while Hyperion is masculine, powerful and strong with a white musk scent. Gaia is relaxing and smells like leather. “My dream is to achieve very high-end products,” Chris said. “I want to compete with high-level fragrance products.” BRINGING PEOPLE TOGETHER Abigail’s idea for Grounded on the Go mobile coffee shop is a takeoff of her parents’ existing company but will be a separate legal entity and coffee will be served from a vintage Shasta camper. “I’m taking the experience and knowledge I gained growing up in the coffee shop and putting my own twist on it,” Abigail said.

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stop waiting for things to happen. go out and make them happen.

Peyton Price, Washburn University student, entered her Call Guard idea and won first place and $8,000 in her first try at the Washburn Pitch Competition.

“Coffee has such a power to bring people together.” The target audience for her mobile coffee camper is twofold, Abigail said. First, she plans to cater to those businesses in corporate Topeka that already have food trucks come to their location. The second target is people who attend events in Topeka such as the farmers market or GO Topeka events, or private eventgoers to events such as weddings and parties. The timeline to launch is late fall, Abigail said. “Simply put, we’ll bring the product to you,” she said. “Those 5 a.m. soccer tournaments, the early farmers market, whenever your midday slump hits you. The convenience is just unmatched, and of course, we’ll bring a really highquality product.” The future, while still a little unclear, is bright for Abigail. “I would love to be a serial entrepreneur,” she said. “While I plan to fully devote myself to Grounded on the Go, I also hope

to potentially have my own marketing firm or do some philanthropic work or maybe go back to school. I don’t know what the future will hold.” Starting in the business world can be scary, but Abigail has some advice for others new to the business world. “We’re all trying to figure it out. As scary as it can be, just say it out loud,” she said. “You have these great plans, dreams, wishes in your head. As soon as you say it out loud, it becomes real. You just gotta take that first jump, as scary as that might be, and there is usually a great payoff around the corner. If not, a great learning lesson.” FILLING A NEED Peyton’s Call Guard idea came directly from a job she had as a high school senior working at a Kansas Department of Health and Environment call center during the pandemic in 2021. At the time, vaccines were only available to essential workers,

and they were hard to come by early on. And at her workplace, because everyone was on the phone, they were not able to wear masks because they muffled their voice on the phone. “So, I was like, well, what if I just put a piece of fabric at the end of the headset,” Peyton said. “It’s not as effective as a mask, but it’s a lot better than having nothing there. And based on the placement of the fabric, it would catch the majority of respiratory droplets.” Peyton designed this product to stop the spread of airborne illnesses with a specific emphasis on COVID-19, but it could be used as a safety precaution against other airborne illnesses such as the common flu. The target audience is business-to-business transactions (B2B), big corporations and specifically call centers. At the Washburn Pitch Competition, one of the judges suggested Peyton evaluate the use of Call Guard within the fast-food industry as well because they were still required to wear masks, even

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“Their spirit and work ethic is amazing. It takes a lot of extra time, effort and determination for these students to develop their ideas in such a short period of time.” —DAVID PRICE Associate Professor of Marketing Washburn University School of Business

with restrictions lifted. Peyton contacted a local McDonald’s and they provided it to their employees. The Call Guard product is still in the research stage, as Peyton wants to determine its plausibility before spending money on it. She’s met with a local manufacturer to talk next steps, made a few prototypes out of clothing hangars and electrical tape, and recruited a local seamstress to sew the fabric. For one competition, she even hired a 3-D design artist. Because of the uncertainty with supply chain and distribution issues and being a full-time student, she’s pretty cautious about making a big jump forward. “I have always seen myself as a business owner,” Peyton said. “I’m not really particular about what that business is, as long as I enjoy it and can make a living off it. And maybe I might be able to help some people along the way. That’d be really cool.” THE COMPETITION OF IDEAS The business competitions Washburn offers helped set all three of these young entrepreneurs up for future endeavors.

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“These contests helped me to push myself,” Chris said, who also pitched a tea business during another competition and received several thousand in funds from SBAF for his fragrance idea. “I made new connections with people that are really interested in business, and that’s the most important part for me. Meeting new people, networking.” Peyton’s Call Guard won first place and $8,000 at her first try at the Washburn Pitch Competition. “I learned an incredible amount from going through the process, giving the presentation, learning the business model, how to set it up on PowerPoint, the vocabulary to use. And more importantly, the network of people I met through each was just priceless. I would recommend everybody compete in these events. Even if you don’t make it very far, the experience is 110% worth it,” she said. Abigail remembers one specific conversation when she ran into David Price in the elevator at Henderson Learning Resource Center.

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Mission The purpose of the SBC is to advance the economic prosperity of small businesses in Shawnee County by providing targeted communication, education, advocacy and opportunities for them to connect. “We are fortunate to have an engaged Small Business Council because it plays important roles in our community: by being a voice to represent the interest and ideas of businesses located within Topeka and Shawnee County, by sharing information and advice with businesses looking for assistance, and by helping to make meanigful connections within our small business community.” - Laurie Pieper, Ph.D, VP of Entrepreneurship and Small Business

SMALL BUSINESS COUNCIL For more information: https://www.gotopeka.com/ small-business-council/ SBC@topekapartnership.com JULY/AUGUST 2022

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ACTION

IS THE FOUNDATIONAL KEY TO ALL

SUCCESS.

“Abigail [McCrory] has shown a lot of determination and there is little doubting her entrepreneurial spirit.” —DAVID PRICE Associate Professor of Marketing Washburn University School of Business

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“He said, ‘Are you doing the Pitch Competition?’ And I said, ‘No way. That looks so scary.’ And he was like, ‘You should do it. You would be great.’ That vote of confidence really helped. It made me think maybe I could do it,” Abigail said. “And then I was hooked.” Abigail competed in the Pitch Competition every year she was at Washburn. In her first year competing, she won top freshman and earned $1,000 for her Mom Box idea, a college subscription box for students to receive that included essentials they’d need for being on their own away from home. “It was such a fun feeling competing, putting all your ideas together. And I was really hungry to win. The next year, I put in so many hours and worked on pitching the idea of Grounded on the Go.” She ended up winning first place and $8,000. Abigail followed that up with two second-place showings her

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junior and senior year that earned her $6,000 each time, one for a Plant People idea that involved one-of-a-kind plantscapes or plant walls and the other for Top City Pet Pals petsitting business. She participated in the Washburn Business Plan Competition this year for the first time and won $3,000 more for Grounded on the Go idea. On top of that, she won an additional $15,000 through SBAF and leveraged that to work with GO Topeka to get some grant funding as well, Abigail said. “Abigail has shown a lot of determination as well, and there is little doubting her entrepreneurial spirit,” David Price said. “She has been working on her coffee truck idea for several years while gaining valuable experience in other jobs, and now it is about to become a reality in 2022.” TK

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DR. JERRY FARLEY | President | Washburn University

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FAREWELL to FARLEY Interviewed by KIM GRONNIGER Photo by JOHN BURNS Dr. Jerry Farley retires as president of Washburn University Sept. 30, 2022, although he’ll continue to have an office on campus to assist with fundraising, international student recruiting, alumni engagement and other projects that will benefit from his enthusiasm and expertise. His exit date fortuitously allows for one last opportunity to assist with student move-in activities in August. His specialty? Toting pillows and chit-chatting with students and parents often surprised by his exuberant curbside welcome to the place that welcomed him in 1997.

What drew you to Washburn University? I thought being the CFO at the University of Oklahoma was my dream job. I wasn’t looking for anything else. One day, the man I’d hired to run the OU union, Tom Ellis, brought me a copy of the job description. I listened politely when he told me about it but didn’t pursue it. Tom sent my name in anyway, and I had a nice chat with the search committee and then came to Topeka to visit. I liked what I saw and got serious about getting the job. I was wrong about my position at OU being my dream job. This has been my dream job. And when I got this job, I brought Tom back to Washburn. He said if I was going, he was too. He served as my executive assistant for 15 years. During your tenure, Washburn University has accomplished a lot, including a new KBI building, law school construction, a remodeled welcome center and more. What do you consider to be the top three things you and your administration accomplished? I tend to get a lot of credit for being involved in a lot of projects, but I didn’t accomplish anything on my own during the past 25 years. Everyone—groundskeepers,

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custodians, faculty members, vice presidents— made contributions so that significant enhancements were possible. With all that help, these three things stand out the most for me—the Living Learning Center, changing the property tax that benefited the University to a sales tax and adding Washburn Institute of Technology. Living Learning Center: When I arrived, the campus had drifted toward more of a commuter-type campus, and I thought we should go back to our residential campus roots. We built the residence hall, created a Vice President of Student Life position to provide more activities for kids to do on the weekends, opened a recreation center, enhanced athletics and upgraded the landscape, all of which helped create the vibrant image we were hoping to achieve. Because of those collective efforts, enrollment went up. Tax Transition: Topekans paid a significant property tax each year to help fund Washburn’s operating budget. Without that money, Washburn wouldn’t have been able to fulfill the mission its citizens wanted it to fulfill, namely generating jobs and developing the people to

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fill them. A lot of residents wanted to support Washburn but didn’t like the idea of paying property taxes to do it. Someone suggested transitioning to a sales tax. Gov. Bill Graves signed the bill a month after Shawnee County supported the idea. About a third of the sales tax comes from people who shop in Shawnee County, which broadens the financial support even more. Washburn Institute of Technology: We persuaded surrounding high schools that we could take over Kaw Area Vocational Technical School. Now known around our community as Washburn Tech, it’s been a phenomenal success. The affiliation with the University changed the outlook of students and community perceptions about technical education. Our graduates are doing amazing things for our local workforce. And now we have a campus in East Topeka to further build on our success. How did your bow tie affinity become such an important part of your Washburn persona? I had worn a bow tie about once a week as the CFO at the University of Oklahoma and I wore one the day I was interviewed by a Washburn Review reporter. In his story about me, the reporter mentioned that people would know me by my bow tie, so I’ve worn one ever since.

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What’s the best advice or adage you’ve embraced during your career? “If you love what you do, you’ll never work a day in your life.” I’ve always been a hard worker and tried to do a good job. Some of my days at Washburn begin at 7 in the morning and end at 9 at night and that’s fine with me. Susan and I love attending events at Washburn. You’re a first-generation college student and you’ve spent your career helping others achieve their goals. What sparked your mission? I was the first person in my extended family to go to college and it was all because an advisor at the University of Oklahoma spotted me in an auditorium and encouraged me to apply. I grew up in Tipton, Oklahoma, a very small town. A close friend and I were in band together—he was good, I was not. He got a $100 scholarship to OU to pursue music, so I took off work from my dad’s service station and went with him to collect his award, which at that time was enough to cover tuition and books. The advisor saw me sitting in the back and asked me why I wasn’t enrolling. I told him I didn’t have a scholarship. He said I didn’t need one and explained that I could work my way through college. With his encouragement, I enrolled and got in. I studied hard and worked hard. Fortunately, back then, a few bucks could buy a lot of hot dogs.

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I was a good student in high school, but I’m not sure anyone would have bet on me to make it. I didn’t even know what college was until that day at OU. Susan says I need to stop telling people that, but it’s true. I ended up earning a bachelor’s degree, master’s degree and a doctorate in business. I think about how serendipitous that moment was in my life for that advisor to step in at such a pivotal time. I can’t think of a better mission than helping others believe in possibilities and reach their potential. What do you plan to do with your free time in retirement? I’m a private pilot but I’ve been too busy to fly much. I plan to spend a substantial amount of time—and probably money too— flying again and hanging out at Philipp Billard Airport. I flew my wife, Susan, to the Bahamas for our honeymoon in a four-seater. I’m not sure she’d do that again— marry me, yes, but fly there with me, probably not. I’ve flown to Canada and Mexico and to both coasts. It’ll be fun to take off to whatever destination pops into my mind. I also run every day. At one point, I was running 3,000 miles a year, but I don’t do that anymore. My high school physics teacher used to say, “Work is not defined by speed.” If you saw me run, you’d know that’s true. TK

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Leader Topeka LOCAL BUSINESS

SPOTLIGHT PARTNERS

WHERE WESTERN IS A WAY OF LIFE R Bar B is nearing its 25th year anniversary of being a family owned and Kansas grown business proudly providing quality products and personalized customer service. R Bar B has evolved over the years from a saddle shop to a location that includes a full line western store offering boots, belts, hats, jeans and more. Basically anything you need to outfit yourself or your equine partner can be found at R Bar B. Knowledgeable staff and a laid back rural atmosphere make it a must for all shoppers! R Bar B is a little off the beaten path at 3256 NE 39th (northeast of Topeka off of Highway 4) but well worth the drive. Check it out in person. www.rbarb.com 785-286-3006

SUPPORT LOCAL BUSINESS LEADERS

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BRING YOUR VISION TO LIGHT For 50 years, DL Smith Electric has been part of the Topeka community. Founded in 1972 by DL Smith, the company has grown regionally in the commercial, industrial, and service markets with a relationship driven approach. DL Smith Electric has a large service contracting department that performs an extensive amount of residential and business renovations and repairs. They offer 24/7 emergency service and facilitate quick and timely responses for customers. They construct large industrial and commercial installations varying from a design build to the complete bid process while keeping budget-friendly options at the forefront. DL Smith Electric’s philosophy is standardized across the company. From management to field electricians, they stay committed to schedules and budgets. DL Smith Electric’s deeply rooted core values hold every employee accountable to one another and to harvest the innovative process. They strive to maintain a safe, inspiring workplace that encourages employees to grow and learn.

A LICENSED HVAC CONTRACTOR WITH 65 YEARS OF EXPERIENCE Carmona Air Inc. has been serving as a leading HVAC Contractor in Topeka since 2004. As a fully licensed professional, they are ready to tackle most medium scale installation projects to the smallest of repair jobs. Commitment to excellence is what fuels Carmona Air Inc. to go the extra mile to make sure clients are completely satisfied with the work. Carmona Air Inc. is an authorized Daikin Comfort Pro for Whole home and Ductless, Aprilaire IAQ, Reme-Halo Air Purification, Sensi WiFi Thermostats, White-Rodgers, Honeywell and EWC Zoning. They can also service any brand of residential and most commercial equipment. Call to schedule an appointment today or visit the website. www.carmonacomfortair.com 785-234-3331

Count on DL Smith to “Bring Your Vision to Light.” www.dlsmith.com 785-267-4920

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NXTSTAGE Community Health & Vibrancy Pilot Competition Announced 22 Pilot Projects NXTUS, Inc.’s NXTSTAGE Community Health & Vibrancy Pilot Competition, presented by Blue Cross and Blue Shield of Kansas, announced 22 pilot projects, as well as 13 additional potential future projects, all aimed at improving Kansas’ population health and economic vibrancy.

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Chambers USA 2022 Awards Foulston Firm and Lawyers Top Rankings In the 2022 Guide, Foulston received the most Band 1 firm rankings in the state of Kansas. The firm received the highest ranking for six practice areas: Corporate Employee Benefits & Executive Compensation, Labor & Employment, Litigation: General Commercial, Real Estate, and Tax. Foulston earned a Band 2 ranking for the newly published practice area of Intellectual Property. Topeka Vendor Market Spotlight: M&M Woodworks Mike and Mary Hawkins have been creating wood products and gifts for over 25 years. M&M Woodworks is located in the lower level of the Topeka Vendor Market and is filled with game boards that are perfect for summer evenings on the porch.

Barry Muninger named CEO of Kansas Rehabilitation Hospital Barry Muninger has been appointed as chief executive officer of Kansas Rehabilitation Hospital, a joint venture of Encompass Health and Stormont Vail Health. In his position as CEO, Muninger oversees all of the day-to-day operations, as well as patient care and quality, at the 79-bed inpatient rehabilitation hospital located at 1504 SW 8th Avenue.

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The Topeka Country Club Featured in Top Ranked Aquatics & Pools by Club+Resort Business Magazine “We are honored to receive this distinction,” said Clay Meininger, President & CEO, The Topeka Country Club. “When we opened the new beach entry pool Memorial Day weekend of 2018, it was our goal to be able to offer exciting new amenities to our current members, while at the same time attracting new members to our incredible club.” Stormont Vail Health Received Performance Achievement Award Stormont Vail Health received the American College of Cardiology’s NCDR Chest Pain—MI Registry Platinum Performance Achievement Award for 2022. Stormont Vail is one of only 240 hospitals nationwide to receive the Platinum honor, and one of only 406 to be recognized for performance achievement.

Clayton Wealth Partners Donates to The Villages Hope Campaign Clayton Wealth Partners, a Registered Investment Advisor in Topeka and Lawrence, reported that it committed to a multi-year donation toward the expansion of The Villages in Topeka. Century Business Technologies Acquires Office Solutions Inc. Century Business Technologies, Inc announced the addition of Office Solutions, Inc., currently headquartered in Medicine Lodge, KS.

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Washburn University Awarded $1.4 Million Federal Grant for Upward Bound College-Preparation Program The U.S. Department of Education has awarded Washburn University more than $1.4 million for a new TRIO Upward Bound grant. During the next five years, the grant will increase the University’s capacity to help prepare area high school students for college success.

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BUSINESS NEWS

EnvistaCares Challenge Announces Safe Kids Kansas Donation Results Safe Kids Kansas and Envista Credit Union announced that thanks to community support totaling $2,517, Safe Kids Kansas received the challenge match of $2,500 from Envista.

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This is your sign. Search for jobs and apply online at

www.stormontvail.org/jobs 100

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