TK Magazine July 2024

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ON THE COVER

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SDG Architecture + Interiors

From Local Roots to Nationwide Reach

Local architecture firm SDG Architecture + Interiors has been a key player in the revitalization of the city’s downtown district.

Photo by JOHN BURNS

Topeka Auto Glass’ faith-based business practices guide everything they do, from employee hiring to community outreach.

Attorneys Jeremy Graber and Charles McClellan explain how recent court decisions have shifted the way states can regulate Employee Retirement Income Security Act (ERISA) benefit plans.

Discover the diverse flavors of Topeka through the stories of three immigrant women behind local food trucks La Creperie Co.,KononiaTouch African Cuisine and Lupita’s Tacos.

The experts at Alltech share their comprehensive checklist for evaluating and enhancing your organization’s security needs.

Envista Federal Credit Union’s AVP Erik Evans explains how money market accounts can accelerate your profits through higher interest rates and greater liquidity.

Local freight brokerage startup Top City Logistics started small but prioritized quality over quantity to build a thriving carrier network from coast to coast.

Washburn School of Business professor David L. Sollars takes a closer look at how inflation is impacting consumers and the economy, as well as potential solutions to combat its effects.

Three Topeka retail businesses are centering sustainable shopping practices to positively impact the environment — and help residents save big when shopping local.

Topekan Kevin Dunford’s innovative approach to Tex-Mex cuisine turned a near-failing business into a thriving franchise in less than five years.

Dirk and Julie Henderson of Kansas Fencing, Inc. overcame challenges and failed ventures to grow the company’s annual sales to over $14 million.

A behind-the-scenes look at how three local women turned their passion for fashion into an exciting new clothing boutique in downtown Topeka.

CustomSkin Spas owner Trisha Williams combined salon, day spa and medspa services to become a successful entrepreneur in Topeka’s beauty industry.

Kansas Lieutenant Governor David Toland sits down with Danielle Martin to talk about his proudest accomplishments in economic development, from major projects to small local initiatives.

Photo by JENNIFER GOETZ

Photo by BRIAN PETERS

CONTRIBUTORS

PUBLISHER

Braden Dimick & SALES DIRECTOR

braden@tkmagazine.com 785-438-7773

CREATIVE DIRECTOR & DESIGNER

Janet Faust

EDITOR Lauren Jurgensen

COVER PHOTOGRAPHER John Burns

CONTRIBUTING WRITERS

Miranda Ericsson

Kim Gronniger

Lisa Loewen

Chris Marshall

Samantha Marshall

Danielle Martin

Eric Smith

PHOTOGRAPHERS

John Burns

Jennifer Goetz

Brian Peters

Dane Stephenson

Melvina Taylor

CONTRIBUTING EXPERTS

Erik Evans

Jeremy Graber

Charles McClellan

Mike Rothfuss

WEBSITE MANAGER

Cordell Dimick

2024 TK Business Magazine is published by E2 Communications, Inc., 7537 SW 26th St., Topeka, KS 66614. 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.

FAITHINFUSED FIXES

By SAMANTHA MARSHALL

On the cusp of expansion, the partners at Topeka Auto Glass share the principles behind their company’s rapid growth.

Photos by JENNIFER GOETZ

Topeka Auto Glass co-owners CODY BURLEW, JOHN CANTRELL and KEVIN HARDIE.

Photo by JENNIFER GOETZ

The three co-partners behind Topeka Auto Glass aren’t shy to admit they believe they’re the best in the business. After working for other shops for a collective 30-plus years, they were clear about the business practices they didn’t agree with.

That’s why in 2021, Cody Burlew and Kevin Hardie decided to build a business based on principles that would please customers as much as their fellow Christians. When John Cantrell bought into the business in 2022, he gave Topeka Auto Glass extra diesel to fuel its growth.

DRIVEN BY CORE VALUES

Taking care of people has been a core value of Topeka Auto Glass from the beginning. The partners aim to spread the gospel through the way they take care of others at their business.

“We share the gospel by treating people how we want to be treated,” said Cantrell. “Our guys aren’t reading John 3:16 to our customers. They are responding to situations the way we believe Christ would, and that’s with love, courteousness and kindness.”

Topeka Auto Glass applies the tithing principle to their business model. The company reports they have donated 10% of their profits to the partners’ churches, and another 10% to local children’s charities.

“We’ve given a lot of our income away,” said Burlew. “But it’s what we feel like we were called to do.”

The company’s values also steer their hiring practices. A “skip the box” company, they’re open to hiring convicted felons who have proven they are dedicated to turning their life around.

Scan the QR code to listen to Topeka Auto Glass co-owner John Cantrell share more about his inspiring story.

“We don’t want people’s mistakes to define them,” said Hardie. “After we see their true character and how serious they are about recovery, then, guess what? After a year or so, they’re going out on the road to make house calls.”

Cantrell, a convicted felon himself, said the job can change someone’s life.

“We’re giving an opportunity to people who would usually not have the chance to have a good-paying career,” said Cantrell.

Their values can also be seen in ordinary interactions with customers. From encouraging customers to check their dealer’s warranty before paying for a repair, to actively upholding their complete warranty policy, Topeka Auto Glass is determined to be an exception to the industry’s reputation of selling customers what they don’t need.

Topeka Auto Glass’ revenue has grown tenfold since the company opened its first repair shop in 2021.

“Our moral compass is: Will anybody in our church call us out for this?” said Burlew. “If we make a decision, we want to make sure it is always the right decision.”

TEMPERING GROWTH

Topeka Auto Glass’ revenue has grown tenfold since opening their first repair shop in 2021. Rather than chase overnight success, their strategy has been steady growth.

“We wanted our infrastructure to grow with us,” said Cantrell. “As our revenue grew, we wanted to make sure we would have the support we need.”

At first, the partners developed a reliable source of income for Topeka Auto Glass by focusing on customers in the commercial sector.

“That’s the stuff that keeps the lights on,” said Cantrell. “It’s the business that’s always there, so we can build from it.”

Today, Topeka Auto Glass’ book of business includes the general public. Their marketing mission is to become a household name in Topeka.

MARKETING MILEAGE

Determined to spread the word about Topeka Auto Glass, the company’s marketing strategy spans TV, social media and any other channel the owners can get their hands on.

“It keeps our name out there,” he said. “We want people to see us everywhere.”

Facebook is a key marketing channel for Topeka Auto Glass, where they use targeted ads and boosted posts. Targeting their activity has been especially helpful as they prepare to expand into the Lawrence and Manhattan markets.

August 17 • 5:30 p.m.

Townsite Avenue Ballroom, 534 S. Kansas Ave.

Event Tickets

Online Auction

A limited number of tickets ($135 each) are available for sale.

Enjoy the Social Hour, browse and bid on Online Auction items, view the Live Auction items, take the $500 Paper Airplane Challenge, enjoy dinner and the thrilling live art auction!

Can’t make it to the event but want to support thousands of area individuals and families?

Visit FSGCtopeka.com/art to browse and bid on professional artwork, jewelry, pottery, home décor, valuable gift cards and unique experiences in the online auction. The online auction opens on Friday, August 2.

Proceeds will help ensure that individuals living with anxiety, depression, ADHD, trauma, substance use disorders and other mental health challenges can receive the FSGC services and programs they depend on to live a happier, healthier life. Scan the QR code or visit the FSGCtopeka.com/art for all the exciting details. For more information, contact Megan Starbuck at mstarbuck@fsgctopeka.com or call 785.270.8996.

FILLING IN THE CRACKS

The success of Topeka Auto Glass has motivated the co-owners to open two more companies. Lawrence Auto Glass is scheduled to open before the end of the year, and Manhattan Auto Glass will open in 2025.

The partners at Topeka Auto Glass said they weren’t exactly marketing experts when they started out.

“When you go into this, you don’t know anything about search engine optimization or what you need to do to advertise,” said Cantrell. “It’s really been about sitting down and going through it.”

Local resources, like GO Topeka and the Small Business Development Center for Topeka, helped Topeka Auto Glass navigate the struggles of running a new business.

“They helped tremendously in helping to fill the holes where we were having trouble,” said Cantrell.

The partners also used community outreach to build their professional network. Through the 20/30 Club of Topeka, they befriended business owners who they’ve called on for help, whether it’s finding a certified public accountant or selecting an electronic data interchange.

“We’ve been able to reach out to friends of ours who have been through

the growing pains that we were going through to help us get further down the road,” said Burlew.

A VISION AS CLEAR AS GLASS

Cantrell said he believes Topeka Auto Glass has achieved its goal of becoming a local household name. The next challenge is do it again at their two newest shops: Lawrence Auto Glass, opening by the end of the year, and Manhattan Auto Glass, on track to open in about 12 to 18 months.

Once those shops are up and running, they plan to open more locations across the Midwest — but refuse to lose their small-town appeal in the process.

“We don’t want to grow too big that we lose our purpose,” said Burlew. “The three of us got together because we know how we want to do this.”

Drawing on the principles they used to grow Topeka Auto Glass, Cantrell sums up their vision in a sentence:

“We just hope to take this beautiful, God-blessed thing we created in Topeka to other communities.” TK

Photo by JENNIFER GOETZ

YOUR COMPANY’S BENEFIT PLANS

CHARLES MCCLELLAN Partner Foulston Siefkin LLP

JEREMY GRABER Partner Foulston Siefkin LLP

Have the courts opened the door for piecemeal state regulation?

Employer-sponsored retirement and welfare benefits are a critical component of most employers’ compensation packages. They help employers attract and retain talent, and they provide critical benefits to millions of American workers. More than 70% of civilian workers have access to retirement and medical-care benefits through employer-sponsored plans.

In 1974, Congress passed the Employee Retirement Income Security Act (ERISA), setting standards for the creation, maintenance and operation of employer-sponsored benefit plans. ERISA includes strong preemption rules, meaning ERISA plans are subject to the nationwide standards established by ERISA, generally free from state-bystate legislation.

ERISA PREEMPTION

ERISA takes precedence over any state law that “relates” to employee benefit plans. A state law relates to a benefit plan if it has a connection with or a reference to such a plan; however, if the connection is too remote, it is not preempted (like minimum wage laws). Similarly, the Supreme Court has declared ERISA’s enforcement rules as plan participants’ only resort in case of a dispute with a benefit plan, meaning ERISA overrides state-law remedies, such as a claim for breach of contract.

This broad preemption clause is limited, however, by exceptions listed in the statute. The most notable exception is that ERISA does not preempt “any State law which regulates insurance,” meaning the law (1) is specifically directed toward entities engaged in insurance and (2) substantially affects the risk-pooling arrangement between the insurer and insured. This exception does not apply to self-insured ERISA plans because these plans are not engaged in insurance or subject to state insurance laws (even if they use a third party to administer their self-funded benefits).

Supporters of ERISA preemption claim uniform regulation lowers compliance costs and makes benefits more widely available to employees. Opponents, however, claim that statespecific legislation could allow states to reduce benefit costs and ensure better protections for their citizens.

STATE LAWS ONLY IMPACTING THE COST TO PROVIDE BENEFITS ARE NOT PREEMPTED

For decades, it seemed ERISA preemption was set in stone, and state efforts to legislate ERISA-covered plans generally fell flat.

But that façade began to crack with the U.S. Supreme Court’s 2020 Rutledge v. PCMA decision. Rutledge involved an Arkansas law regulating pharmacy benefit managers (PBMs). Most health plans that offer prescription-drug benefits contract with a PBM to manage those benefits. The PBMs, in turn, contract with drug manufacturers on pricing and with pharmacies to set up pharmacy networks, often with different “tiers,” such as a “standard” and “preferred”

network and mail-order or specialty pharmacies. Some critics believe these arrangements drive rural and independent pharmacies out of business.

PBMs face little federal regulation, and Arkansas is one of many states that has tried to regulate them. It passed a law requiring PBMs to tie reimbursement rates to pharmacies’ actual costs, while allowing pharmacies to refuse to dispense drugs when their costs would exceed the reimbursement rate.

The PBMs sued to block the Arkansas law, arguing that ERISA preempts it. But the Supreme Court disagreed and upheld the state law. It explained that Arkansas’ law was not connected to and did not reference ERISA plans because it applied to all PBMs (not just those contracted with ERISA plans) and it merely increased the cost or altered the incentives for ERISA plans, without forcing them to adopt any particular plan design.

DID RUTLEDGE OPEN THE FLOODGATES FOR STATE-LAW REGULATION?

Rutledge seems to have invigorated state regulators, legislators and attorneys general, resulting in more aggressive attempts to regulate ERISA plans, particularly by targeting PBMs.

Oklahoma, for example, passed the Patient’s Right to Pharmacy Choice Act to regulate PBMs. In PCMA v. Mulready, the PBMs sued to block 13 of the Act’s provisions. Based on Rutledge, a federal district court said ERISA did not preempt any part of the Act. The PBMs appealed four provisions:

• retail pharmacy access, requiring that a certain percentage of beneficiaries live within prescribed distances of a physical pharmacy;

• discount prohibition, prohibiting cost-share and copay reductions that drive beneficiaries to in-network pharmacies;

• “any willing provider,” requiring PBMs to accept any pharmacy into their preferred network that will accept the network’s terms; and

• probation prohibition, prohibiting PBMs from excluding a pharmacy from preferred networks merely because that state has placed a pharmacist on probation.

On appeal, the U.S. Court of Appeals for the Tenth Circuit (which covers the federal courts in Kansas) concluded that ERISA preempted all four provisions. Although the Act did not directly target ERISA plans because PBMs, themselves, are not regulated, the court concluded the challenged provisions had a connection with ERISA plans because they dictated plan design and, thus, were preempted, even under Rutledge.

The court treated the first three provisions as direct network-design provisions because they ultimately required PBMs to structure benefit plans in a specific way and prohibited alternative designs. Network design is a key component of any ERISA plan, and ERISA preempted the Act because it took those design decisions out of the employer’s hands.

The Tenth Circuit concluded that ERISA also preempted the fourth challenged provision — the probation prohibition — because it, too, dictated terms and conditions for network participation. Oklahoma argued this provision only had a de minimis (or minor) effect on pharmacybenefit design and that ERISA did not preempt such laws. The court acknowledged that state laws might not be preempted if they only have a minor economic effect (i.e., cost to the plan), but said that principle did not extend to laws impacting plan design. It went on to say that, in any event, forcing a plan to allow any pharmacy to participate in its networks eliminated one plan-design option — to exclude pharmacists on probation — had more than a minor effect.

WHAT DOES MULREADY MEAN FOR THE FUTURE OF ERISA PREEMPTION?

We can take three lessons from Mulready. First, the Tenth Circuit did not treat Rutledge as a paradigm-shifting limitation on ERISA preemption, a win for proponents of broad preemption.

Second, Mulready uncovered another potential argument that might support PBM regulation in future cases, even within the Tenth Circuit. During the Mulready appeal, the Department of Justice supported Oklahoma’s Act, arguing (1) it fell within the state’s historical authority to regulate insurers and was not preempted and (2) because the law only targeted PBMs, which could be regulated as insurers, it was not preempted even for self-funded plans who contracted with PBMs. Both positions reflect a significant departure from existing case law, but Mulready did not address them because they had not been raised with the district court. Future ERISA litigation is sure to address these arguments, which could significantly impact states’ ability to legislate around ERISA’s preemption rules.

Third, the Tenth Circuit reminded us that Congress enacted the existing preemption statute, and states that want greater authority to regulate ERISA plans can ask Congress to amend ERISA.

In the meantime, in Kansas and the rest of the Tenth Circuit, the impact of Rutledge seems fairly muted. But this battle for state control over ERISA plans is hardly over and will continue to percolate in the courts until we have definitive guidance from the Supreme Court or action by Congress. TK

This update has been prepared for informational purposes only. It is not a legal opinion; does not provide legal advice for any purpose; and it neither creates nor constitutes evidence of an attorney-client relationship. Foulston Siefkin LLP partner Jeremy Graber is a business, tax and estate planning attorney. Partner Charles McClellan handles labor and employment matters for employers, including ERISA and benefit planning. Photos submitted.

SDG ARCHITECTURE + INTERIORS

FROM LOCAL ROOTS

After earning his architecture degree from the University of Kansas, Topeka native Greg Schwerdt spent 13 years as a partner at a local architecture firm before establishing Schwerdt Design Group — now SDG Architecture + Interiors — in 1990.

by JOHN

Photo

BURNS

to nationwide reach

By KIM GRONNIGER

Photos by JOHN BURNS

“I always knew I would build a career in Topeka because my family is here,” said Greg Schwerdt, founder and owner of SDG Architecture + Interiors. “I never had that aspiration to seek a different environment. My work took me nationwide, but I’m rooted here.”

Much has changed in the nearly 35 years since SDG’s founding. In addition to a new name, the firm is now licensed to practice in 47 states with at least one project in each. They’ve also implemented the Entrepreneurial Operating System (EOS) approach to help them better cater to their clients.

SDG’s rebrand began a few years ago when Schwerdt Contract Interiors, launched in 1996 and led by Megan Schwerdt Williams since 2017, began collaborating with SDG on nearly all of their projects.

“Our names, paperwork and a half-wall have been the only things separating our businesses, so joining the two companies removes any element of confusion,” she said. “I think it’s great to operate as one official unit under one name, providing one remarkable client experience.”

During the transition, Williams’ role changed to director of employee experience while Sherri Hartter joined the team as its new director of business development and communication.

“We spent a lot of time the past couple of years refining our mission, vision and core values, which then drove us to redefine our corporate identity and rebrand the company,” Schwerdt said. “The driver had to be creating a collective integration shaped by how our clients and our community base

perceive us and not just the adoption of a new logo and tagline.”

Schwerdt said SDG’s new name better reflects its full-service capabilities, which are attractive to many clients looking for a single partner to execute their vision.

“The refresh will ultimately help us produce additional revenue while retaining our current and extremely loyal client base,” he said.

Although some firms specialize in certain markets, SDG has found its niche as a generalist. They design everything from restaurants and retail businesses to corporate offices and sports facilities.

Notable SDG designs in Topeka include the FHLBank of Topeka building, the Washburn University Recital Hall, the Washburn

University Indoor Athletic Training Facility, the Wheatfield Village complex, numerous projects at Hill’s Global Pet Nutrition Center’s research facility, Topeka Collegiate School enhancements, Blue Cross Blue Shield of Kansas lobby renovations and outdoor amenities and the Sunflower Foundation campus created from repurposed historic structures.

SDG has many more local projects in process, from a Native American interpretive museum in Arkansas City, Kansas to a Vaerus Aviation hangar expansion. They’re also developing an addition for the Kansas Children’s Discovery Center, a sanctuary for the Mother Teresa of Calcutta Catholic Church and a master plan for the former Security Benefit Association/Menninger Hill property, which includes the city’s iconic Security Benefit Association clock tower modeled after Independence Hall in Philadelphia.

In the firm’s early days, Schwerdt said he and Mike Hampton, SDG’s director of operations and Schwerdt’s first hire, were “specialists by necessity.” They designed restaurants on the East Coast and multi-family housing from Minnesota to Texas.

“We just needed to eat,” Schwerdt said, laughing.

But over time as the construction industry improved and their confidence and curiosity grew, Schwerdt and Hampton broadened their scope. Doing so has helped them recruit talent and expand their footprint. They added an office in Oklahoma City in 1996 and will open a Kansas City office this summer.

“The diversity of projects architects can work on helps us with recruiting and also keeps our approaches fresh,” Schwerdt said. “Firms that specialize in certain areas like K-12 education often create cookie-cutter designs. Many of the things we do are different each time, which keeps our team engaged and energized.”

CLIENT RELATIONSHIPS AND EXPERIENCES

SDG has always focused on customer relationships, but wanted their recent rebranding to prioritize clients, community partners and employees. For employees, this means weekly meetings to discuss issues, current events and pop culture. The goal is to spark creativity and “feed their passion,” Williams said.

“Now that we’ve gone through the rebranding process and EOS training with our staff, everyone has ownership for managing relationships,” Hampton said. “It’s emphasized and expressed throughout the company.”

“We go into projects looking to build long-term relationships,” Schwerdt said. “We want our clients to be our friends and spend time with us. We’re not in the business to just complete a project and move on. That’s partly why 85% of our clients do repeat business with us.”

Pro bono work is also important to the firm and the group has worked on numerous projects for organizations like Let’s Help, the Topeka Rescue Mission.

“We serve on boards and committees and use our time, talent and money to make Topeka better,” Schwerdt said. “We’re all different ages and belong to different groups, churches and social circles, so that’s often where we first hear of things that might be happening that we can help with. We use our networks to facilitate contacts, whether someone approaches us directly or on someone else’s behalf.”

The company’s philosophy of caring is what drew Hartter to the team.

“I loved the community commitment aspect and the desire to grow the business, and I wanted to be part of the changes taking place,” she said. “The entrepreneurial component is part of the daily language now. We’re all marketers, even our younger graduates. We get them involved in Forge [the Greater Topeka Partnership’s young professionals

initiative] and other activities to acclimate them to the community.”

Immersing employees in volunteer roles for community projects helps them develop skills, Hampton said.

“Architects are problem-solvers, which is something nonprofits need on their boards,” he said. “Our employees benefit, too, because they become more confident staff members through those interactions.”

Hampton said clients often give SDG “a blank canvas but not a blank check” for their projects, which means satisfying client expectations in ways that don’t add more costs.

“Ideas are unlimited, but we have to have honest communication with clients to keep things in check and still deliver what they need while ensuring that what we create resonates with their surroundings,” Schwerdt said.

POST-PANDEMIC DESIGN EVOLUTION

Hartter and Williams share an office and collaborate extensively in their complementary roles.

Williams, who has a background in journalism, said her employee engagement role fits well with her questioning nature. She now oversees SDG’s new business operations system, EOS. Williams first became familiar with the EOS program when working for the Australian company Five Senses Coffee.

“Coming out of COVID-19 and assessing the complexity of SDG’s business and our desire to continue to grow, we knew that we had to become more agile and respond more quickly to industry changes and customer preferences,” she said. “Five Senses Coffee adopted the EOS philosophy while I was there and within just a few years we had operations in every Australian state.”

Architects often seek inspiration from patterns, forms and systems

SDG Architecture + Interiors designs everything from restaurants and retail businesses to corporate offices and sports facilities.

found in nature, including how light interacts with natural objects.

Williams said biophilia, a tendency for people to seek connections in nature, has influenced how the firm creates attractive spaces while enhancing the customer experience and employee productivity.

“It’s not just about coordinating colors and carpet but a fully holistic approach to creating welcoming environments,” she said. “Studies show that incorporating nature has a positive impact on mental health and often helps people generate more energy and better ideas at work.”

Hampton said the firm has become more flexible when addressing shifting conditions and client needs. This includes extensive staff research on various industry sectors, which not only keeps

employees excited about the field but also gives clients peace of mind that they’re getting innovative solutions for their projects.

Being nimble is how SDG helped motel and hotel owners who bought struggling properties after the pandemic. The firm worked with them to repurpose rooms into studio apartments and collaborative spaces for workforce housing.

Williams said another postpandemic industry change is clients’ desire for more outdoor, recreational and entertainment amenities — both for retail and restaurant establishments as well as companies striving to entice employees back to the office.

“The pandemic changed the way we do business and has especially impacted what corporate clients want,” Schwerdt

said. “We’re working harder to create spaces that make employees feel safer and motivated to use so they enjoy their jobs and are more receptive to being onsite.”

TRANSFORMING TOPEKA

Topeka’s appearance has undergone a noticeable transformation in recent years, and SDG has played a significant role in the changes. Downtown has been reinvigorated and blighted areas have been revitalized. This is largely because of private investment by entrepreneurs like Jim Klausman and Cody Foster.

Schwerdt credited Klausman, Foster, Greater Topeka Partnership’s CEO Matt Pivarnik and other visionary leaders for not only changing the mindset in Topeka, but also committing to quality-of-life enhancements like riverfront development to help recruit and retain residents.

SDG is a major player in the capital city’s conversion. Their branded banners are visible on businesses like First Watch and the new corporate headquarters for Jones Advisory Group, both currently undergoing construction with the firm’s blueprints.

As SDG settles into its new operating philosophy and rebranding, Hartter said she is eager to see what unfolds both for the firm and the community.

“Our story’s still being told,” she said. “It’s still being written. It’s exciting to be here now to make our experiences with clients and the community even better and stronger.” TK

Photo by JOHN BURNS

World Flavors Local Charm

By ERIC SMITH

Looking to try something in the capital city with international roots, inspiration and flavor? You’re in luck. Topeka-based food trucks La Creperie Co., KononiaTouch African Cuisine and Lupita’s Tacos are three family-run local businesses founded by immigrant women, all of whom learned how to cook from their elders.

Photos by JENNIFER GOETZ

Carmen Romero-Nichols La Creperie Co.

Millicent Twum-Barimah KononiaTouch African Cuisine

Blanca M. Lupita’s Tacos

La Creperie Co.

Cooking Up Success

Topekan Carmen Romero-Nichols still remembers the magic of eating her first crêpe while visiting family in Mexico City.

“I remember walking to a crêpe stand in Mexico City,” Romero-Nichols said. “They probably had 10 different items I wanted to try. It was very hard to narrow down my choice, but I tried a crêpe and it was so good. It became a tradition that every time I’d go to Mexico City, I’d try out different crêpes.”

The life-changing experience inspired her to open La Creperie Co., a food truck that sells hot, fresh crêpes made from scratch. Their menu includes everything from sweet and savory crêpes to chicken and waffles.

A DRIVE FOR BUSINESS

Originally from Mexico City, RomeroNichols moved to Topeka when she was 12. She received her undergraduate degree from Washburn University and her MBA from Baker University, all while raising two children.

She still visits her family in Mexico City. Last month, Romero-Nichols went back for a wedding and spent time with her 96-yearold grandma, who she calls the best cook in a family of many exceptional cooks. Her family began teaching her how to cook when she was still a toddler.

Romero-Nichols had always wanted to run her own business. After years of working on a business plan, she decided to enroll in a class at Washburn Small Business Development Center to learn more about starting a business. While there, she connected with Nadia Arbelo, the organization’s interim regional director.

“I got serious about opening this business, and I wanted to come up with the type of crêpe I wanted to serve,” RomeroNichols said. “I had a recipe I’d developed, and I practiced and tweaked it like 50 times until it was the batter and consistency I wanted to serve.”

Photo by JENNIFER GOETZ

CARMEN ROMERO-NICHOLS | La Creperie Co.

When she opened La Creperie Co. in July 2023, one of the first crêpes she sold featured Nutella, a brand of sweet hazelnut and cocoa-based spread.

“The first crêpe I had in Mexico had Nutella,” she said, describing how the mass appeal of the popular condiment made it a perfect choice for her menu.

This spring, Romero-Nichols added new items to the menu, but she prefers to keep La Creperie Co.’s menu limited to ensure her operations remain as high quality and efficient as possible.

“I can’t expand it too much,” she said. “I have a lot of ideas all the time. The space limitations in the food truck make it really hard to add more

ingredients to the mix. But I was able to come up with three savory options this year.”

La Creperie Co. offers five options for sweet crêpes: banana and Nutella with corn flakes and pecans; peaches and cream cheese with granola, condensed milk and pecans; strawberries and cream cheese with raspberry drizzle, condensed milk, almonds and graham cracker crumbs; apple caramel pie with cream cheese; and s’mores Nutella.

Their savory crêpes include pizza with pepperoni, cheese and marinara sauce; egg, ham and cheese with sour cream or jam; and chorizo and egg with potatoes, onions and sour cream.

Customers can also create their own crêpe or waffle, or try them plain.

“I love how creative I can get with crêpes,” Romero-Nichols said. “I wanted to bring something special and unique to our community and contribute to its diversity and business growth.”

BALANCING WORK

She continues to work as a full-time operations director at ECI Services in Topeka, running the food truck on nights and weekends. La Creperie Co.’s team includes Romero-Nichols’ adult daughters, Gabriela and Daniela, and her mom, Sol.

La Creperie Co. offers five different sweet crêpes as well as savory options.

“My mom was always a very hardworking woman,” Romero-Nichols said. “I definitely inherited that from her, because I feel like I work really hard. I have the drive to want to succeed and the persistence to keep going. My two adult daughters, who I had at a very young age, have been the inspiration and the push behind everything I do.”

LEADING BY SERVING

For Romero-Nichols, leading means serving others. She currently serves as chair of the Human Relations Commission for the city and is on the board of the Small Business Council. Romero-Nichols said the Greater Topeka Partnership (GTP) has provided her with many helpful resources throughout her business journey, and credits GTP mentor Chris McGee for guiding her.

“Topeka has been a great place to own a business and raise two daughters,” she said. “I feel I have a duty to represent the Hispanic community in Topeka because I care deeply about other Latino businesses and want them to succeed. As a woman, an immigrant and a minority business owner, I want to represent and be an example for others with backgrounds similar to mine.”

Romero-Nichols was named to the Jayhawk Council Top 20 Under 40 list in November 2023. She graduated from Leadership Greater Topeka this spring.

“That program is just so valuable to not just me, but anybody that is a leader in our community,” she said. “It teaches us so much about Topeka and its history and where it’s going, and its potential, and I’m really excited to be a part of anything that improves our city.”

La Creperie Co. food truck is often parked at the Downtown Topeka Farmer’s Market, but Romero-Nichols recommends following their Facebook and Instagram pages to track their weekly schedule. You can also visit their website at www.lacreperieco.com.

Photo by JENNIFER GOETZ

Do you enjoy playing your cards right at the blackjack table? Or doubling down on massage tables at the Cedar & Sage Spa? Maybe you prefer to go all in – into the pool, that is. Prairie Band has it all. So you can have all the fun.

KononiaTouch African Cuisine

Creating Community

Millicent Twum-Barimah says she wants her food to introduce Topekans to African culture, hoping it changes how they view her native continent.

“We want our business to make money, but we also want people to learn more about the African culture and accept us into the community,” said Twum-Barimah, who is originally from Ghana. She moved to Topeka to join her father in 2013.

Twum-Barimah knew when she arrived in Topeka that she wanted to start a business. Her first business was a cleaning company, but the interest wasn’t there, she said.

“I was like, ‘OK, I think I love to cook.’ I started to cook for churches, and people liked the food,” Twum-Barimah said. “I remember we went to my husband’s citizenship ceremony, and the judge said something about how we bring more than just a passport to the U.S. We bring our culture, too.”

Realizing she had not seen any African food in Topeka during the 10 years she’d lived there, she decided to take her cooking full time and open KononiaTouch African Cuisine in 2023.

A MOTHER’S INFLUENCE

Twum-Barimah credits her mother for getting her where she is today. Like her mother, she only uses natural spices — never artificial — when she cooks.

Photo by JENNIFER GOETZ

ISAAC and MILLICENT TWUM-BARIMAH | KononiaTouch African Cuisine

“Don’t be afraid of tasting new food.”

— Millicent Twum-Barimah Owner

KononiaTouch African Cuisine

“I learned cooking from my mother when I was like 18 in Africa,” she said. “My mother loved to cook, and she loved to give food to people, too.”

KononiaTouch African Cuisine’s food truck travels the city, but often parks east of Topeka Blvd. at 300 29th St. SW, as well as near the intersection of 2900 California Ave. SE.

Their menu features classic West African dishes like jollof rice, shrimp fried rice and egusi soup and fufu, as well as oxtail, tilapia, red snapper and spicy chicken. They also offer snacks like puff puffs, meat pies, samosas and spring rolls, and freshly made drinks in flavors like hibiscus watermelon and ginger pineapple.

The family business, which includes Twum-Barimah’s husband Isaac and their three children, offers catering for parties and events like graduations and weddings.

“Don’t forget about us when you are eating a hamburger. Have the African food on the side,” Twum-Barimah said. “We can incorporate the African culture as an addition to any meal.”

She credits the 2023 Black Restaurant and Food Truck Week event, run by fellow Topekan Chris Ware, for helping her launch KononiaTouch.

COMMUNITY MATTERS

Community matters to TwumBarimah, so she named her business

Photos by JENNIFER GOETZ

after a Greek word that means just that. “Koinonia” loosely translates to fellowship, partnership and community.

“I would say the community has been good to us. Topeka has embraced us so well, because anytime we take our food truck out, we don’t bring home any leftovers,” she said.

Twum-Barimah recently left her day job to give her full-time attention to KononiaTouch. She and her family initially considered taking their business to Lawrence or Kansas City, but Topeka remains their home — and the place they want to serve their food.

“I thought about it, and I was like, ‘I did not do it for outsiders,’” she said. “I did it for the community. So we are going to be here and build this business here. By the grace of God, every day when we go out, our food is sold out. People come in every day.”

ACHIEVING GOALS

Twum-Barimah said her long-term goal is to expand beyond the food truck. She hopes to open a restaurant and a place where she can sell African clothing, groceries and more.

“Don’t be afraid of tasting new food,” Twum-Barimah said. “Come visit and tell us your preference. We’ll cook for you.”

KononiaTouch African Cuisine’s full schedule and menu is available on their Facebook page or visit their website at www.kononiatouch-llc.square.site.

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Companionship

Lupita’s Tacos

Keeping Memories Alive

Every time owner Blanca M. steps inside local Topeka food truck Lupita’s Tacos, it’s a tribute to her daughter of the same name.

Blanca M. and her five surviving children, including her now 21-year-old daughter Blanca C., lost Lupita to a 2014 accident the family was involved in. They named their food truck after her to honor the daughter and sister who was taken from them too soon.

Lupita’s Tacos opened in 2021 and offers a wide range of Mexican cuisine and fusion dishes. Although it’s sometimes confused with the former Lupita’s Mexican Restaurant in downtown Topeka, the two were never associated.

AN INSPIRING EXAMPLE

The family moved from Mexico to California in 2005 before settling in Topeka in 2016. In spite of their loss, Blanca M. has stayed strong and been an example for her children.

“She inspires me,” said Blanca C., when asked about her mom. “She has done everything in her power in

PHOTO SUBMITTED

BLANCA M. | Lupita’s Tacos

Topeka’s Only National Association of Home Builders Certified Graduate Master Remodeler

Specializing in Kitchens, Bathrooms, Basements, Decks, Masonry Services, Windows & Doors, Additions, Commercial, and Aging-in-Place

every circumstance to be the woman, the parent, the mother, the father that she has been today.”

Blanca M. wants the community to know how much she appreciates them for supporting their food truck. “The amount of gratitude we have for the community is indescribable. We’re so thankful,” she said.

“We’ve had customers come to the truck to pray for my brother, Jose, who is still dealing with medical issues from the accident,” said Blanca C. about her 16-yearold brother, who was injured in the same accident as Lupita. “It’s crazy how the community comes together. We do really see it in front of our eyes. It is a blessing. It feels amazing to have something so real in front

of you. If anybody deserves success and to be happy, it’s my mom.”

Lupita’s Tacos’ supreme burrito is the highlight of their menu, which also features tacos, quesadillas, burritos, tostadas, nachos and their hot Cheeto elote — a grilled Mexican street corn snack.

Customers can also order horchata, a traditional Mexican beverage, as well as Mexican fresh fruit beverages called aguas frescas and frozen drinks like mangonadas and fresadas.

LUPITA’S MEMORY LIVES

Blanca M. believes that Lupita’s Tacos has kept the memory of her daughter alive, while helping her connect with her customers.

PHOTO SUBMITTED

Lupita’s Tacos features a variety of traditional Mexican entrees and snacks as well as horchata, aguas frescas and frozen drinks.

“It has this energy feel that they know her, they know who she is,” said Blanca M. “It’s beautiful. It’s a beautiful thing that we do in trying to remember her. People come to the truck, and they tell us they enjoy the food, and you can feel the energy above them. God, I know it’s not me. It’s you. You’re the one that has blessed everything because there’s no way that it’s just us.”

Blanca M. credits her own mother for inspiring and motivating her to keep going. When her father passed away, Blanca M.’s mother became a single mom of six children and worked as a street food vendor in Mexico to provide for her family. Each day, Blanca M. helped her mother prepare the food.

Blanca C. said that her grandmother’s journey reminds her of the one she now shares with her mom.

“My mom’s nonstop determination to fight really has inspired me,” Blanca C. said. “It is an honor and a blessing to have someone so amazing, so selfless.”

You can typically find Lupita’s Tacos parked at 1930 Wanamaker Road SW, from Sunday to Wednesday during daylight hours. To get the most up-to-date schedule, visit Lupita’s Tacos on Instagram or Facebook.

PHOTO SUBMITTED

Comprehensive security plans are essential for safeguarding the people and assets within your organization. Integrating access control measures and installing visible security cameras can enhance security and safety by deterring intruders and enabling realtime surveillance. These systems are also designed to boost the efficiency of your business operations, improve response times and reduce liability.

We’ll show you how to create a more holistic approach to security planning by using this checklist to strengthen your security infrastructure, as well as centralize how you manage it.

EVALUATING SECURITY NEEDS

One size does not fit all. Here’s what to consider when assessing your security plan requirements and priorities.

Evaluate each area by assigning a rating from 1 to 10 according to your organization’s specific needs:

ENHANCED SECURITY & SAFETY

Access Control: Properly secured doors ensure that only authorized individuals can enter specific areas. Using locks, keycards or biometric systems adds layers of security.

Deterrence: Visible security cameras deter potential intruders, reducing the likelihood of break-ins and other criminal activities.

Surveillance: Cameras provide continuous monitoring, supporting real-time detection and response to any suspicious activities or breaches.

EVALUATING SECURITY NEEDS

AND CREATING A COMPREHENSIVE SECURITY PLAN

IMPROVED RESPONSE TIME

MIKE ROTHFUSS President Alltech

INCIDENT DOCUMENTATION

Evidence Collection: Security cameras record events that can be used as evidence in the case of a crime or security breach. This footage can be crucial for law enforcement investigations and legal proceedings.

Review and Analysis: Recorded footage allows for the review of incidents to understand how they occurred, helping to improve future security measures.

PEACE OF MIND

Employee Safety: Ensuring the workplace is secure contributes to employees’ safety, well-being and sense of security.

Customer Confidence: A secure environment reassures customers that they are safe when visiting, contributing to a positive business reputation.

INTEGRATION WITH OTHER SECURITY SYSTEMS

Holistic Security Approach: Using door security and cameras with other systems like alarms, motion detectors and security personnel creates a more robust security infrastructure.

Centralized Management: Advanced security systems allow for centralized control and monitoring, simplifying management and response coordination.

Real-Time Alerts: Modern security systems can send real-time alerts to security personnel or management, ensuring a swift response to any breach or unusual activity.

Remote Monitoring: Security cameras can be monitored remotely, allowing for quick action even when security personnel are not physically present.

OPERATIONAL EFFICIENCY

Monitoring Movement: Cameras monitor the movement of people within a facility, ensuring that operations run smoothly while making it easier to identify any unauthorized access.

Access Logs: Secure door systems with electronic access controls can keep detailed logs of entries and exits, aiding in audits and investigations.

Resource Allocation: A comprehensive security plan allows for better allocation of security resources, reducing the need for physical security personnel in every location.

Preventive Measures: By using surveillance to identify potential security threats as early as possible, preventive measures can be taken to avoid costly damages and losses.

COMPLIANCE AND LIABILITY

Regulatory Compliance: Many industries have regulatory requirements for security measures. A comprehensive security plan is necessary to meet these standards.

Liability Reduction: Proper security measures can reduce the liability of an organization in the event of an incident, as they demonstrate a proactive approach to safety.

5 STEPS TO A COMPREHENSIVE SECURITY PLAN

CREATING A COMPREHENSIVE SECURITY PLAN

Once you’ve reviewed the list, assess your organization’s stakeholder needs. Then, prioritize and align them with your budget.

Always approach your security plan with a strategic mindset. Evaluate the readiness of your infrastructure, such as whether it’s equipped to integrate with new technologies.

Use the steps listed to the right as a guide and choose a trusted partner to develop and implement a comprehensive security plan that meets each of your requirements.

Alltech can help you evaluate your current infrastructure and build a plan for infrastructure readiness and technology integration — ensuring you can meet your organizational security needs and objectives now and in the future.

ESTABLISH A SOLID FOUNDATION

The best security plans are built on a solid foundation that supports the integration of various security technologies, such as cameras and access control systems.

ASSESS AND UPGRADE INFRASTRUCTURE

Regularly evaluate the quality and capability of your infrastructure, particularly cabling and networking components. Outdated infrastructure may not be able to support modern security systems that require higher bandwidth.

PRIORITIZE KEY AREAS

Identify and prioritize critical areas for security enhancements based on risk assessment and operational needs. This includes securing main 1 3 4 5 2

entrances, critical access points and areas with limited visibility or high traffic. Allocate resources based on the level of security required for each area.

IMPLEMENT ACCESS CONTROL MEASURES

Implement access control measures to regulate entry and exit points. Use electronic locks, card readers or biometric systems to restrict unauthorized access while allowing convenient entry for authorized personnel.

LEVERAGE ADVANCED TECHNOLOGIES

Explore how advanced technologies can enhance your security effectiveness. AIpowered solutions can provide real-time threat detection, automated alerts and data-driven insights. TK

Th k You Family Service & Guid ce Center!

DEFINING BOUNDARIES ONE FENCE AT A TIME

By LISA LOEWEN

by JOHN BURNS

Drive around Topeka and you’ll see proof that Dirk and Julie Henderson are living their dreams. The couple, who are the owners and founders of Kansas Fencing, Inc., have built some of the most recognizable fences in the region — from the Mars facility and Walmart distribution center to the Kansas governor’s residence at Cedar Crest.

Many more of their fences are found at baseball fields, detention facilities, commercial sites and residential areas across the Midwest. Chain link fences are the company’s biggest seller, but Kansas Fencing offers everything from farm fencing to ornamental aluminum fencing.

“Any kind of fence that’s available, we offer that product,” Dirk said. “We are a full-service fence contractor.”

Photos

Photo by JOHN BURNS

As a full-service fence contractor, Kansas Fencing, Inc.’s team of more than 50 employees has built some of the most recognizable fences in the region.

The company also specializes in installing and maintaining automatic gate systems for corporations, home associations and other organizations. Among their more than 50 employees, two full-time technicians are dedicated to automatic gate products alone.

Since its founding in 2003, Kansas Fencing has increased its annual sales for 20 of the last 21 years. The main operation remains in Topeka, but they’ve expanded into Kansas City and more recently Manhattan, where they purchased Tri-City Fence in 2020.

CHASING A DREAM

Dirk and Julie have been in the fence business their entire adult lives. Their journey began when Dirk, who was 21 and playing baseball for Washburn University, decided college wasn’t for him.

“It turns out that if you don’t go to class, you don’t do very well in college,” Dirk said.

Dirk recalled a conversation with his two older brothers about following in the footsteps of their grandfather, who built fences for a living. In 1998, he approached his brothers with an idea to start a fencing company, but they both had families and good jobs at the time and weren’t ready to take on a risk.

Dirk and Julie had no such reservations. They placed a classified ad in the Topeka Capital-Journal and just like that, their dream became a reality.

“Even though my grandpa was in the fence business, he retired when I was 10 years old, so I had never built a fence before. Not one,” Dirk said. “I had never built a single fence, but I had an ad in the paper for my fence business.”

That classified ad paid off when Gary Brown, owner of Brown’s Super Service, called for a quote. Not only did Dirk have no idea how to build a fence, he also didn’t know how to bid the job. Fortunately, Gary mentored him and helped him work through the business aspects.

“Julie and I completed that job on Valentine’s Day and went out to celebrate thanks to a $20 tip from Gary,” Dirk said.

LEARNING THE HARD WAY

Dirk picked up more jobs, but his business inexperience began to show. Julie’s job as a hair stylist paid the bills while the fence business barely stayed afloat. After two years of trying to juggle job bids, client billing and bookkeeping, Dirk still found himself working 12hour days — seven days a week — with little to show for it.

As soon as he and Julie had an opportunity to sell their first company, they took it.

Because the sale included a twoyear non-compete agreement, Dirk went to work for a fence company in Kansas City. The owner told him that if he was willing to move to Phoenix, there was an opportunity for him to take over fence installations for a large commercial fence operation.

It sounded too good to pass up, so Julie quit her job and the couple sold their house so they could move to Phoenix.

“Unfortunately, being young and dumb, we hadn’t learned yet that if something seems too good to be true, it probably is,” Dirk said. “When I arrived in Phoenix to talk about taking over the company’s fence installation operations, they had no idea what I was talking about. There was no work for us in Phoenix.”

There they were, living in a city they knew nothing about, with no jobs and no prospects. To make ends meet, Dirk started selling cars.

“That job taught me how to sell stuff,” Dirk said, “but I hated every minute of it.”

After a few years of living on the road and learning the fencing trade from skilled business owners, Julie and Dirk Henderson returned to Topeka and founded Kansas Fencing, Inc. in 2003.

In 2001, Dirk and Julie were ready to reenter the fence business and reached out to a commercial fence operation that installed large projects all across the United States. The Texas-based company was building the fences at the Kansas City Royals spring training facility in Surprise, Arizona, but their subcontractor was way behind schedule. They asked Dirk if he could handle taking over the million-dollar project.

“I didn’t have any employees or any equipment at the time, but I told them I could deliver,” Dirk said. “I had never built a fence taller than eight feet and now, all of a sudden, I’m installing 30-foot-tall backstops for the Kansas City Royals and the Texas Rangers.”

He gathered some friends, rented equipment and powered through to complete the job on time. Impressed with his ability to quickly complete complex jobs on a budget, the company began sending him all over the country to fix jobs that were behind schedule.

“Julie and I went on the road together, everywhere from Texas to North Carolina, New York, Pennsylvania, Indiana, Washington and more,” Dirk said. “And during that time, I met a lot of great fence builders who taught me everything they knew.”

Photo by JOHN BURNS

“The guys who work for us are incredibly tough, and I admire every single one of them.”

— Dirk Henderson Founder/Owner Kansas Fencing, Inc.

NEVER GIVING UP

Tired of life on the road, Dirk and Julie moved back to Topeka in 2003 and founded Kansas Fencing.

“I was a much better fence builder this time,” Dirk said, “but I still didn’t know a lot about running a business.”

He spent the next 10 years figuring it out. His older brother, Lance, came on board to help with installations and eventually moved into selling and overseeing operations. In 2009 they brought on the husband-and-wife team of Terry and Sandy Williams, from Grandview, Missouri, who had decades of experience in the fence business.

“I learned so much from Terry and Sandy,” Dirk said. “They taught me more than anyone else about how to run a business. I wouldn’t be where I am today without them, and they still work for me to this day.”

Dirk credits his success to his dedicated employees who put in hard work every day, saying they’re the reason why he does his best to take

care of them through good times and bad.

“I don’t lay people off. We save money when business is booming so we have the cash flow to keep writing paychecks when business gets slow,” he said.

Kansas Fencing offers compensation packages that include health insurance, a 401(k) plan, paid vacation and paid holidays. Treating his employees like family has created a loyal team, he said, and several of his employees have worked there for a decade or longer.

“Building fences is as hard a job as you can find,” Dirk said. “It is physically taxing. The guys who work for us are incredibly tough, and I admire every single one of them.”

Dirk’s other brother, Talley, joined the company 10 years ago and worked his way up to general manager. They recently brought in Mike Lesser who, as the new president of Kansas Fencing, oversees the company’s operations and procedures.

“To sell $14 million in fencing in a single year is a huge task,” Dirk said. “The average fence job is $3,000 to $4,000, so that means thousands of jobs we complete each year. We needed Mike to help manage all those projects.”

As Dirk looks to the future, he expects the fence business to grow. He said that when the economy is booming, people have extra money to upgrade fencing to improve curb appeal. When people are tightening their belts, security and safety become a priority and they invest in secure fencing.

“We don’t have all of our eggs in one basket,” Dirk said, when asked how he and Julie managed to grow Kansas Fencing from a startup to a major fence company with national projects. “That is where those thousands of jobs each year become a smart decision. As for what comes next, we plan to just keep doing what we do best — build quality fences, and continue to provide the best work environment for our employees.” TK

Photo by JOHN BURNS

MIXING FASHION WITH BUSINESS

By CHRIS MARSHALL

Every co-owner of The Mix has put their career on the backburner at some point to prioritize their families. Now that their children are either in school or graduated, these three female entrepreneurs are doing something for themselves — and other women like them — in the Topeka area.

Each of them brings something different to the table, but there’s one thing they have in common: none of them had ever owned a business until now.

Photos by JENNIFER GOETZ

The Mix co-owners LONI FOSTER, JENNIFER FOSTER and DANIELLE BYERS.

Photo by JENNIFER GOETZ

That changed in August 2023 when The Mix opened its doors at 921 S. Kansas Ave.

Since then, Danielle Byers, Jennifer Foster and Loni Foster have had their share of eyeopening lessons. But the trio feels more confident than ever that their venture is poised to take off.

“We’ve gotten lots of positive feedback,” Jennifer said. “Everyone’s very excited we decided to do this. They always say the same thing: ‘People really needed this.’ They’re excited for us, and they enjoy visiting the shop.”

Selling a variety of tops, bottoms, dresses and

accessories for a range of sizes, tastes and price points, the mission of The Mix “is for you to find something that makes you feel confident and chic.” In addition to fashion accessories like jewelry and sunglasses, the store also carries a selection of home goods and gifts such as barware, candles and drink mixes.

“I like to say Topeka is a little big town,” Danielle said. “I’ve always loved fashion and the idea of bringing something like this to Topeka. It’s been talked about and needed. It sounded like a great opportunity and we all just wanted to jump on it.”

Danielle, Jennifer and Loni brainstormed a list of 50 potential names for their business before whittling it down to one, The Mix. The name embodies the owners’ individual styles and the diverse offerings they envisioned for the store.

“It wasn’t something we had in the works for a long time. It all just came together,” Jennifer said. “Our first meeting was January or February of 2023. We figured out our business plan and went to market that June, then opened the doors the first of August. It all moved kind of a fast once we all were like, ‘Yes, yes, yes.’”

by

AN IMMERSIVE EXPERIENCE

Stepping into The Mix is an immersive experience. Clothing racks overflow with a meticulously chosen selection of timeless pieces and bolder, fashion-forward statements. The group has traveled to fashion events in cities like Dallas and Atlanta, making trips about twice a year to shop the latest apparel and restock the store with the latest trends.

According to The Mix’s owners, the upcoming autumn season will be all about grounding earth tones. Hunter green, in particular, has the potential to become the season’s big color trend. Deep olive and other shades of green will also be in vogue this fall, along with all things denim and the return of leopard (“the print we all love to hate”).

It’s often said fashion returns in cycles, and The Mix’s owners anticipate that the elegant style trends of the 1950s

and 1960s are poised for a comeback. They say autumn 2024 will be the season of retro glam, and while twopiece sets and suits are here to stay, the look will shift from boxy, oversized silhouettes to more hourglass shapes.

“We all have different things we like,” Loni said. “But I do feel like we all collaborate on it together. And we really try to think about who our customer is, and if they would like it. And, you know, always keep the price in mind. We really do put a lot of thought into everything we pick.”

LOCAL MATTERS

The store’s owners wanted to give the community more than clothing and home décor, which were long overdue. They also wanted to support locally made products and collaborate with local vendors. On “give back” days, a percentage of sales are donated to a local

organization. Auction items have been provided for fundraising efforts around Topeka, from school functions to Couture for Cancer events.

The Mix has also brought items to local pop-up events at Topeka Country Club and a business fair for womenowned businesses. The owners will attend the Rise & Thrive Conference from August 16 to 17 in Topeka, an event tailored to women looking to take their life and business to the next level. Eventually, the plan is to host events and vendor pop-ups, including private after-hours shopping experiences and charity nights to give back to local causes.

The Mix chose their location on Kansas Avenue to help revitalization efforts in downtown Topeka. The surrounding neighborhood has become a hub for dining and socializing on evenings and weekends, a massive shift for an area

Co-owner Danielle Byers showcases a few of the latest fashions currently for sale on the racks at The Mix.

Photo

JENNIFER GOETZ

celebration on August 9, with exclusive discounts, giveaways and more.

Event planning and other marketing responsibilities fall entirely on the three owners.

“We are the ones doing all the things,” Jennifer said. “We don’t have office staff, it’s just us. So, we have to do accounting and everything it takes to keep a business running, and on top of that, we’re working.”

“And yet it works out,” Danielle added. “We all have a similar interest in the business and bring our area, our little part to the puzzle. Having different backgrounds is what helps it run smoothly. We can delegate and help each other out.”

LOOKING INTO THE FUTURE

that was previously a ghost town after 5 p.m.

“This was a great space because it already had great bones and was a boutique before,” Jennifer said. “It makes sense for us to be here and try to help do our part to grow the downtown area, along with everything else that’s going on.”

Despite downtown Topeka’s growth, The Mix is one of only a few new retail options. This has spurred some growing pains for the store’s owners as they work to promote awareness and keep their store top of mind for shoppers.

“People like to stay on the west side,” Jennifer said. “So, getting people to come

downtown is difficult, but not unattainable.”

“We get a lot of business during the day over lunch breaks or before people go home, around 4 to 6 p.m.,” Danielle added. “The people who do stop in are very complimentary and say how cute our store is, but the hardest part is just figuring out more ways to let people know we’re here and we’re available.”

The store welcomes groups for private events, offering afterhours shopping experiences where guests can sip and shop and take advantage of special discounts. Their biggest event yet is currently in the works: a one-year anniversary

Looking ahead, the future of The Mix is bright. Between Instagram and Facebook, the business has over 3,000 followers on social media, and a recently revamped website (www.themixtopeka.com) promises to expand the store’s reach.

The goal now is to stay ahead of the growing demand and ensure there’s always something in stock that appeals to everyone who enters.

“I think we do a good job of keeping a wide range and variety available,” said Danielle. “Fashion isn’t one-sided. It’s the ultimate unspoken language. We strive to have something that meets everyone’s style.” TK

The co-owners of The Mix chose their Kansas Avenue location to capitalize on the surrounding neighborhood, which has become a hub for dining and socializing on evenings and weekends.

Photo by JENNIFER GOETZ

ERIK EVANS

AVP of Commercial Services

Envista Federal Credit Union

UNDERSTANDING MONEY MARKET ACCOUNTS

BENEFITS & FEATURES

Making strategic financial decisions is essential for the growth and success of your business. One such decision revolves around effectively managing and growing your cash reserves.

Money market accounts (MMAs) provide a unique blend of security, high-interest earnings and access to liquidity, making them an attractive option for entrepreneurs looking to optimize cash reserves. Here is an overview of the benefits and features of MMAs and how they can provide value to your financial strategy.

Higher Interest Rates: One of the primary advantages of MMAs is their higher interest rates compared to regular savings accounts. This allows your business’ cash reserves to grow faster, maximizing returns without compromising on security.

Liquidity: Money market accounts offer a high degree of liquidity, allowing you to access your funds easily when needed. While there may be some limitations on the number of withdrawals or transfers per month, MMAs still offer more flexibility than other highinterest accounts, such as certificates of deposit (CDs).

Safety and Security: Federal insurance, through agencies like the National Credit Union Administration (NCUA) or the Federal Deposit Insurance Corporation (FDIC) covers MMAs, ensuring your deposits are protected up to $250,000. Additionally, some financial institutions offer excess share insurance, providing protection beyond these federal limits. At Envista, our commercial services team recently introduced a Business Protection Money Market Account, offering protection up to $1.25 million. This is alongside competitive interest rates. This additional layer of security ensures that your business’s funds are safeguarded against unforeseen events. Key Benefits of Money Market Accounts for Business Owners

Comparing Money Market Accounts to Other Investment Options

While MMAs offer a variety of benefits and advantages, there are still plenty of options available to help you safely earn interest on your money. Here are a few additional options to consider.

Business Savings Account: This is the most basic type of account designed for helping you save. They also provide plenty of flexibility and typically have no or low minimum balance requirements to establish, as well as minimal fees, if any.

Business Certificates: This type of account offers fixed rates that are generally higher than a regular business savings account or a money market account. At Envista, they require no setup or maintenance fees and offer a wide range of terms available, from 90 days to 60 months. The downside of a certificate is that it typically requires you to keep your money in the account for the fixed period.

To make the best choice for your business, consider your short- and long-term financial needs. Our expert team at Envista is always available to help walk you through the options and determine which choice will help you accomplish your goals. TK

NEW COMMERCIAL MONEY MARKET ACCOUNTS

Designed with your aspirations in mind, our Commercial Money Market accounts offer a secure way to grow your funds with higher coverage limits.

Every business owner dreams of taking their ideas to new heights. Envista is here to support those aspirations by providing not just a place to park your funds, but a platform for growth and expansion. Our Money Market accounts enable you to dream bigger while ensuring that your financial strategies are executed wisely and confidently.

Performance Money Market

Make sure your extra business funds are working as hard as you are and maximize your savings with higher rates on higher balances.

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By LISA LOEWEN

Top City Logistics got its start when friends Dusty Birk and Brandon Best approached Neal Spencer with an interesting proposal: to form a new freight brokerage company, with ErnestSpencer as their first customer.

As a serial entrepreneur, Spencer was immediately intrigued. The three friends moved fast to get Top City Logistics up and running.

Photo by

MELVINA TAYLOR

Photos by MELVINA TAYLOR

The driving force behind Top City Logistics: DEBBIE BEAM, NEAL SPENCER, GARRETT CURRIE and DUSTY BIRK.

That was over three years ago. Today, the company’s extensive carrier network provides reliable freight services — long-haul, flatbed, step deck, less than truckload, oversize, heavy haul and expedited — to customers across the United States. Their experienced team offers consultations on strapping, tarping, loading and unloading to ensure freight arrives in optimal condition.

“Some of the most challenging parts of starting a new business is all the front-end expenditures,” Spencer said, describing Top City Logistics’ early days. “We decided to house the new company at Ernest-Spencer, so we could leverage the existing infrastructure and resources.”

Once the trio had established their business plan and secured a physical location, their next step was

to find people — the true heart of any successful business — to help them run it.

Spencer had the necessary business acumen to launch the company. Birk, who owns the trucking company Birk Logistics, brought his long-haul trucking expertise and knowledge to the table. He knew how to bid jobs, manage drivers, load trucks and get things from point A to point B.

But Top City Logistics still needed to find the right employees capable of managing the day-to-day operations of a new company in the highly competitive freight industry.

The company decided to bring on Garrett Currie as dispatch manager. Currie has been with Top City Logistics since the very beginning, and quickly learned the ins and outs of being a freight broker and running dispatch.

He works directly with customers to quote jobs, line up carriers, track freight and notify clients when shipments are delivered.

“We were starting this business from scratch,” Currie said. “Thankfully, Dusty had experience with bidding jobs and loading trucks, but I had to learn how to put out the fires that inevitably pop up when you are trying to make sure a load gets to its destination on time.”

Debbie Beam joined the company as general manager a month later. At first, Beam’s 15 years of experience in the video game industry might not seem relevant for overseeing a freight brokerage company. Yet managing and promoting one of the world’s largest business-to-business video game conferences is what prepared her for the chaotic world of long-haul freight.

“Basically, I am the official wearer of all hats,” Beam said. “Even though I came in with a lot of experience, I knew nothing about the freight business. I had to learn everything from the accounting software and systems integration to load boards, insurance, invoicing and shipment tracking.”

In the freight industry, each carrier or individual driver is their own entity, which means each of them receive a 1099. With more than 1,500 carriers under contract, the complexity of Top City Logistics’ end-of-year reporting alone can be overwhelming.

“Recognizing the logistical challenges the company would face, we needed to create processes and infrastructure within the freight company that was logical, progressive and scalable,” Spencer said.

Beam conducted extensive research to find the best software solutions and paperwork processing automations, as well as the most efficient methods for maximizing

One of Top City Logistics’ strongest assets is their large fleet of trucks and trailers, which has paved the way for the company to offer a competitive menu of freight services.

Photo by MELVINA TAYLOR

output without taxing existing resources.

Even though Beam is a female general manager in an industry dominated by men, she said she’s never felt intimidated or disrespected.

“The team we’ve built is fantastic, we are like a family here,” Beam said. “Working toward the same mission, but doing so with a sense of camaraderie and fun.”

While Top City Logistics started as a way to capture the significant amount of dollars Ernest-Spencer spent each year on freight, it quickly turned into something much larger. Today, the company has a growing client base of more than 50 companies across the country.

“We want our customers to view us as an extension of their own shipping department,” Beam said. “We view ourselves as a business partner. When

we deliver quality services, everyone wins.”

Unlike other freight brokers who try to win bids by overpromising, only to then underdeliver, Top City Logistics relies on its team’s more than 30 combined years of industry experience. Access to a fleet of privately owned trucks and trailers has given them the flexibility to offer a wider range of freight services, including short runs and less than truckload (LTL).

In the freight business, success comes down to the individual drivers hauling the loads. Once a shipment leaves the origination point, it’s up to the drivers to deliver them to their destination on time.

Unfortunately, because carriers are the transactional piece of the freight puzzle, they often get lost in the freight brokerage shuffle. That’s

why having team members with truck driving experience sets Top City Logistics apart from the competition — they go the extra mile to keep those drivers top of mind.

“We care about our drivers,” Currie said. “Those are people just trying to feed their families driving those trucks, so we bend over backwards to take care of them and treat them with the respect they deserve. Those truckers are the backbone of our country.”

Even though the company’s growth is booming, Currie said they prefer to prioritize quality over quantity.

“We won’t put the trailer before the truck, so to speak,” Currie said. “Our focus is to grow the business through referrals and leveraging existing client relationships. It’s a win-win when clients come to trust and lean on the Top City Logistics team, knowing we’ll go the extra mile to deliver results.” TK

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Photo

MELVINA TAYLOR

Top City Logistics’ General Manager

Debbie Beam and Dispatch Manager

Garrett Currie keep track of the more than 1,500 carriers with whom they contract.

LeaderTopeka

SPOTLIGHT PARTNERS

GENEROSITY AT ITS BEST

The mission at God’s Storehouse is to help the local community by offering quality, low priced items at a discounted rate.

When you shop at God’s Storehouse, you are helping families in need receive household items and clothing daily at no cost. It’s a two-fold purpose thus carrying out its motto: “Generosity at its best.”

As a ministry, God’s Storehouse helps people in the community who have gone through difficult times, by giving items such as clothing, furniture and household goods. In addition, they resell the donated items at a reduced cost, recycling them back into the community.

God’s Storehouse partners with different churches, agencies, and other non-profit organizations to help empower individuals in achieving a new start.

God’s Storehouse now serves Topeka with two locations: God’s Storehouse West at 2111 SW Chelsea Drive, and God’s Storehouse East at 1707 SE 29th St. Please call or check our website for store hours. Donations are accepted at the West location only.

www.gshtopeka.org 785-608-6743

SUPPORT LOCAL BUSINESS LEADERS

DEDICATED TO BRINGING WELLNESS NATURALLY

American Shaman is dedicated to bringing wellness through ultra concentrated terpene rich CBD oil derived from all natural, high quality industrial hemp. Legal in all 50 states, it is gluten-free and eco-friendly.

Today, CBD American Shaman is one of the largest CBD retailers in the U.S. with over 360 locations.

Topeka’s American Shaman Owner Jason Todack, has two locations: 2607 SW 21st Street and 2037 NW Topeka Boulevard. Todack is proud to be the first cannabis shop to open in Kansas. His own health story started his journey with cannabis products and with that personal conviction and empathy, he is an excellent resource for those who are seeking advice.

American Shaman is open seven days a week from 11 am – 7 pm. You’ll find a wide range of cannabis products accompanied with knowledgeable customer service.

If you have questions or curiosity of cannabis products are right for you, stop in. They will be glad to help you.

www.cbdamericanshaman.com 785-845-5334

WELCOME TO OUR “NEW” RESTAURANT!

Former A Hann Thai owners, Juk and Apple, have partnered with KC and Chira Piyassaphan, longtime restaurateurs who were the original owners of Tuptim Thai in Topeka and Thai Diner in Lawrence to bring a new dining experience.

Located at 2222 SW Washburn Ave. (just off of 21st Street), Thai Table has a fresh look and an exciting new menu. You’ll find many of your old favorites, plus some new, special dishes inspired by when the owners were growing up in Thailand.

Whether you choose to dine in or takeout, the new owners hope you’ll enjoy their authentic Thai cuisine, always freshly made with love.

Open: Tuesdays-Fridays: 11 am - 2:30 pm & 5 pm - 9 pm Saturdays: noon - 9 pm

You can conveniently order online or call us for takeout.

www.www.thaitabletopeka.com 785-435-8555

AND NEITHER DOES INFLATION

David L. Sollars holds a doctoral degree in economics from Florida State University. He is dean and professor of economics at Washburn University School of Business. The views expressed in this article are his own.

In 1979, Neil Young and Crazy Horse released a hit rock ‘n’ roll album, “Rust Never Sleeps.” Those of us in a particular age group remember it well. We also remember rampant inflation in 1979 (13.3%).

Since then, the United States has enjoyed relatively mild to low inflation over the last four decades. In the decade before 2020, inflation, as measured by the Consumer Price Index (CPI), was often in the 1-2% range. Inflation, even when low, creates several problems: reduced purchasing power for consumers, reductions in real wealth, higher debt costs and uncertainty in capital goods investment and business. It has an economically corrosive effect — much like the rust Neil Young sang about.

Worse problems arise when inflation is unexpected and volatile. Following the short pandemic-related

“shut-down recession” in early 2020, U.S. inflation was less than 2% and even approached zero (see Figure 1). Then, inflation spiked again, with the yearover-year change in CPI increasing to 9% in the summer of 2022. It then began a decline to 3% in the summer of 2023. Inflation has been running at a constant 3.5% for the last year.

WHAT IS INFLATION?

Inflation is the measurement of price level changes for things that we purchase. A year-over-year change in the CPI is the most utilized measure. Computed monthly by the Bureau of Labor Statistics using a massive national data collection system, CPI measures the weighted average prices for a basket of goods and services representative of aggregate U.S. consumer spending. As an index, it allows a comparison of the purchasing power of a dollar over time.

Figure 1: Monthly Inflation Rate, Year Over Year Percent Change in the U.S. Consumer Price Index (CPI).

Source: Federal Reserve Bank of St. Louis.

THE MARKET BASKET

For example, the market basket of goods and services that cost $100 in January 2020 would require $122 to purchase today, as of the time of writing in April 2024. If you wonder why your shopping cart seems more expensive, the answer is that it is more expensive.

It’s important to note that a declining inflation rate doesn’t mean the price level decreases or things get cheaper – it simply means prices are not going up as fast.

WHAT CAUSES INFLATION?

Economist and Nobel laureate Milton Friedman once said that “inflation is everywhere and always a monetary phenomenon”: governments or central banks conducting too-expansionary monetary policy or fiscal policies, resulting in too many dollars chasing too few goods and services.

During the early stages of the pandemic, the Federal Reserve pushed interest rates to zero and flooded

the banking system with liquidity. Likewise, the federal government suspended all fiscal sanity and injected stimulus into the economy at a rate not seen since World War II. In some ways, it was successful — the shutdown recession was short-lived. However, as Professor Friedman also pointed out, the effects of such monetary and fiscal policies create “long and variable lags” in their economic impact.

Recent news reports of the Fed’s deliberations suggest they are somewhat puzzled, as inflation has remained above the 2% target despite several rounds of raising interest rates. Likewise, while fiscal policy has returned to a normal range, annual federal deficits continue at levels associated with war-time crises.

OTHER CAUSES OF INFLATION

Supply shocks can also result in higher prices. Disruptions in world oil supply are an example. These changes, however, are transitory and don’t result in long-term inflation. Some

Figure 2: Trend in Average Hourly Earnings, Private Sector, Adjusted for Inflation.

Source: Federal Reserve Bank of St. Louis.

(primarily politicians) have argued that our recent bout with inflation is due to “corporate greed.” This is a red herring. Economists would say that corporations are always greedy. Those companies would love to charge you more, but competition holds market prices in check.

HOW INFLATION AFFECTS CONSUMERS

Inflation means the typical market basket of things we buy is more expensive. It shows up in the prices of individual goods as well. One of my favorite indulgences is the Big Mac Extra Value meal at McDonald’s — please don’t tell my cardiologist! I used to pay $6, but it cost $10 today.

If wages kept up with inflation, meaning our real wages remained constant, then it wouldn’t be a big problem. However, real wages have declined post pandemic and only recently began recovering to prepandemic levels (see Figure 2). Your family’s January 2020 take-home pay of $1,000 per week would have to be $1,200 today (20% more) just to maintain the same purchasing power.

A bigger problem is that fighting inflation involves raising interest rates for everything: mortgages, cars, credit cards, consumer debt, etc.

Many households are very leveraged, which is just a nice way of saying they use debt to get by month to month. Higher interest rates mean they must pay more monthly interest, reducing their spending on other things. This increased cost of borrowing isn’t included in the CPI but affects households similarly.

HOW INFLATION AFFECTS SAVERS AND INVESTORS

Short-term interest rates have returned to more historic levels, but even then, inflation is a corrosive force. Your one-year 5% rate CD returns only 1.5% in real terms. Your balanced 401(k) retirement fund has had difficulty keeping up, even with relatively decent recent returns. Overall, household wealth, which was on an upswing before 2021, has moved sideways over the last three years.

If you have a fixed-income pension (one not adjusted for inflation), then the real value of your monthly check has permanently eroded. Social Security payments and some federal government pensions are adjusted annually for inflation but remain a small part of many people’s retirement income.

POLITICAL IMPLICATIONS OF INFLATION

Inflation breeds uncertainty for consumers and investors. Recent polls show that two-thirds of respondents think the country is headed in the wrong direction. Some voters have a certain nostalgia for a former controversial president based on their recollection of the economic conditions during his administration.

Rent, fast food and groceries for low and middle-income families are taking up a larger share of their income than ever. A recent study by a group of Harvard-based economists suggests that U.S. consumers’ higher borrowing costs explain much of the current negative economic sentiment.

WHAT CAN YOU DO ABOUT INFLATION?

Disclaimer: I am not a financial advisor. That said, some assets hedge better against inflation. Precious metals such as gold (up 50% since January 2020) and other commodities tend to be better inflation hedges.

For homeowners, rising real estate values keep pace with inflation even if property taxes and insurance premiums increase.

Some investors hold inflationindexed government bonds in their portfolios. Specific sectors in the equity markets, such as energy, have also tended to increase in value during inflationary times. “Investing like Warren Buffett” is a bit cliché, but buying long-term blue-chip companies or even a broad-based index fund is better than stuffing depreciating cash under your mattress (or leaving it in your checking account).

More advice: do the Dave Ramsey thing and get out of debt to avoid those increased interest costs.

Rust may never sleep, but its corrosive effect is felt over time.

I celebrated a “big” birthday this year. Let’s pretend that for my first birthday in 1965, my grandfather gave me a pristine $1 bill, which I have kept in an envelope until this year. Today, it would buy a dime’s worth of equivalent goods, as it has lost 90% of its purchasing power over the intervening six decades.

Inflation, when high or even at low levels over time, constantly eats away at our income, wealth and economic well-being. TK

Topeka’s Hidden Treasures

The Power of Local and Sustainable Shopping

By MIRANDA ERICSSON

Sustainable shopping is the act of spending money in one’s community to positively impact the local economy and environment.

Shopping for resale and liquidation goods at locally owned businesses is not only more sustainable, but also means big savings for buyers. Here are three local shops that are leading Topeka’s eco-friendly revolution.

Photos by BRIAN PETERS

Photo by BRIAN PETERS

Photo by BRIAN PETERS

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Prairie Trading Company

Boutique consignment shop Prairie Trading Company is the place to discover designer brands at a fraction of the retail price. The store sells preowned and new clothing for women and men, as well as home décor items. More than 300 new items are added to the shelves every week.

Owner Kristen O’Shea has a lifelong love of fashion design and shopping. She was in the sixth grade when her parents put her on a clothing budget, urging her to consider the value of her money and discover how to find deals on clothes.

“I learned quickly how to make the most of my dollars, which included shopping and consigning at my local consignment store in Ponca City, Oklahoma,” O’Shea said. “I’ve loved Prairie Trading Company since I first stepped foot in the store 10 years ago.”

Photo

BRIAN PETERS

Prairie Trading Company’s owner Kristen O’Shea and General Manager Mary Rogers.

Nearly 6,000 open jobs are currently unfilled in Shawnee County.

Lack of quality child care is a major barrier.

Family Forward is addressing the child care shortage by bringing businesses, families and child care providers together:

• to create hundreds of new child care slots

• to build a business culture that is family-friendly

• to build a parent assistance fund You have a role. Let’s move forward together. Visit www.FamilyForwardNow.org

Once Prairie Trading Company accepts a clothing item for consignment, it’s displayed on the shelves for three months before it’s moved to make room for newer stock.

O’Shea spent a decade as one of Prairie Trading Company’s most loyal customers, building a relationship with founder Stephanie Stromgren.

“Stephanie and I bonded over great pieces in the store, and relationships with consignors and customers is something we both understood. We clicked,” O’Shea said.

O’Shea, who has owned and operated O’Shea Strengths Coaching for many years, is an experienced business owner who always dreamed of running a consignment shop. When Stromgren decided to pass the torch after 25 years of running the business, O’Shea saw an opportunity. She and her husband Gabriel purchased Prairie Trading Company in June 2023.

“I truly believe Prairie Trading Company is one of the best consignment stores in the nation, and I’ve been to many,” O’Shea said. “I always find something I love, and I want others to have that experience as well.”

One of her favorite parts of doing business is building relationships.

“My manager, Mary Rogers and the team do a stellar job of getting to know regular customers and learning about what they’re looking for,” O’Shea said. “Our shoppers really love to check out what’s new and find something different. We’ve taken some of the hunt out of the shopping experience by curating a selection of unique quality items, but there’s still the thrill of discovery — usually for a third of the retail price.”

Prairie Trading Company works with over 500 active consignors.

“Consignment is about creating relationships with consignors who have really quality pieces to sell,” O’Shea said. “Prairie Trading Company has

curated this over the years. Something I consistently hear from shoppers is that they can always leave here with something they love. We provide such unique items, and our selection is something that can’t be found anywhere else.”

The majority of the store’s consignors are women. In exchange for bringing in gently used clothing items, Prairie Trading Company pays them a portion of the clothes’ sale value.

“Each month, I have the privilege of writing roughly 180 checks to all our consigners, or as I like to call them, ‘mini’ entrepreneurs,” O’Shea said. “The economic impact of our store spreads to people in Shawnee County and beyond. It feels so good to write checks that go back to women and our community, and that my business is providing a space for that to happen.”

The consignment process is also how Prairie Trading Company keeps their inventory fresh. Once a clothing item is accepted for consignment, it’s

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BRIAN PETERS

Prairie Trading Company’s inventory includes gently used clothing, shoes and other accessories.

displayed on the shelves for three months before it’s moved to make room for new stock. O’Shea loves that her store reduces environmental impact by encouraging clothing reuse while still offering fresh, contemporary fashions for sale.”

“I think the upcoming generation is very in to reuse and sustainable living. Prairie Trading Company looks to meet the need for a sustainable shopping model at a big savings to buyers,” O’Shea said. “We’re continuing a tradition of service and quality, and building relationships with a new generation of buyers and consignors.”

Prairie Trading Company is planning to expand their physical space to include an upstairs area. They’re also hoping to add a selection of high-end children’s clothing.

“I want to make sure customers can always find something here that they love,” O’Shea said.

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BRIAN PETERS

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PLAY IT AGAIN SPORTS

Play It Again Sports supplies new and resale sports equipment for every athletic need. The store in Fairlawn Plaza is a giant treasure trove of all things sports, from bats and balls to exercise equipment and apparel. On your first visit, you might be surprised by the high ceilings, huge floor space, batting cage and putting green.

Owners Terica and Sean Gatewood want their community to know that Play It Again Sports is a store that encourages touching and playing around with the merchandise.

“This store is fun,” Terica said. “Sports are fun, and kids and adults should play. We want to see people try out something new and enjoy getting active. If you would like to try a new activity or have questions for us, we can give you ideas or help you get started. That’s why we have a batting cage and putting green.”

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BRIAN PETERS

Play It Again Sports associate Gavin Chavez, owner Terica Gatewood and manager Jace Williams.

Play It Again Sports hosts community-minded events that encourage physical activity. At a recent event, kids interested in wrestling were invited to meet high school wrestlers, ask them questions and receive tips for how to get started. The store also hosts team nights, including free uniform fittings, for area groups and schools.

“Coaches are so busy,” Terica said. “We like to do something special for teams here to give them a boost, so we fit them and give them a discount on their equipment all year. Many of our coaches are helping kids who wouldn’t be able to afford to play otherwise, so that discount really adds up.”

Play It Again Sports sells both used and new equipment from almost every major athletic supplier, including top-of-the-line professional gear. Terica explained that offering new, quality equipment is just as important for the resale ecosystem.

“Often that professional athlete or league player will upgrade their equipment at the store, and they trade in their previous purchase,” Terica said. “Then we might have an athlete in a

junior league who needs really good equipment but can’t afford new prices. We have an option to supply that athlete at a discounted price. Offering new, quality gear means that we can supply every athlete’s need, and it keeps the resale supply fresh and exciting.”

Selling used equipment is how Play It Again Sports reduces waste and saves athletes money. Because the store pays for trade-ins and gives a bonus for store credit, parents can save even more by trading in gear when their kids grow or change activities.

“All of this equipment is still good, still playable, and there are people out there who want to get into a sport. Why do we see all of this stuff being thrown away when it still has use and value?” Terica said. “That gave us another reason to do this.”

FRANCHISE CONNECTIONS, CUSTOMIZED TO LOCAL NEEDS

Play It Again Sports is a franchise customized to meet local needs. Being a franchise gives them access to major sports equipment vendors at

unbeatable prices, but Terica and Sean make a point to stock and sell only the best quality products to the community.

“A customer suggested we carry a disc golf manufacturer from Finland, and we looked into it and decided to do it,” said Terica. “Now we carry those supplies in our store. We have all the power over what we sell in our store and what we do to engage with our community.”

For Topeka shoppers, the store offers a few extra perks.

“Twice a year, we put big batting cages in the mall with pitching machines, and let folks try out any bat in the store,” Terica said. “Every major manufacturer the store carries comes in throughout the year to do free fittings for customers and fun giveaways.”

Terica is a pharmacist by trade and remains an active board member and volunteer, but she works full time at the store.

“I’m here all the time,” Terica said. “I believe it’s important that I lead this team in helping our community. We want to help parents and coaches, and make sure these kids have what they need. That’s what we do here.”

Photo by BRIAN PETERS

Play It Again Sports works with charitable organizations that encourage local kids to be healthy and play sports, such as Family Service and Guidance Center and Sole Reason. They also accept donations for Doorstep and First Tee.

“My husband and I both want to help people,” Terica said. “When we asked ourselves how we could contribute more to this community, we kept coming back to sports. For many families, sports are an important connection to community and a way to be active and healthier.”

The couple goes out of their way to support small groups, schools and recreation clubs with tight budgets.

“We print fan gear for any size team, even small ones,” Terica said. “I like to sit in the stands and show my support for my kid. If he has a pirate on, I want to have a pirate on. We’ll run that fan gear for free, and set up a link so that families and fans can order spirit gear to support their team at the cost of the shirt. Even if a team is only eight kids, those kids matter.”

Play It Again Sports also leverages their buying power to help area high schools get the best prices from the best athletic vendors. As a result, more school dollars stay in the community.

Owners Terica and Sean Gatewood say they go out of their way to support small groups, schools and recreation clubs with tight budgets.

Terica, who believes it’s important for kids to have spaces to play and community teams to join, belongs to the Topeka Area Sports Commission Board. The group works to improve local athletic fields, attract sports teams to the area and train coaches and umpires.

“The reason you do things is to make your community better,” Terica said. “I love that we can offer a fun shopping experience and an incredible value for athletes, and we can help kids, every day.”

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REHOME

Zach and Anna Haney are on a mission to create the ultimate customer experience and help buyers save money.

ReHome is a monthly liquidation pop-up store offering new overstock merchandise for 40 to 70% off retail prices. They specialize in furniture, home goods, toys, clothing and other products from major big box brands like Gap, Eddie Bauer, Under Armour and beyond. Their clothing inventory is often priced at less than five dollars an item.

Locals who prefer to shop online can participate in the store’s weekly online auctions at www.bigdealbids.com, then pick up their deals at ReHome’s physical location. Every dollar spent online or in person benefits the Topeka community.

“Anna and I love this community and all it has to offer,” Zach said. “We are lifelong Topekans, and never

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BRIAN PETERS

ReHome’s owners Zach and Anna Haney with their children Ruby, Rose and Grace, and Topeka Vendors Market manager Marianne Sopoci.

Moving together.forward

Addressing child care needs in Shawnee County bringing businesses, child care providers, families and workforce together.

The Family Forward Fund: Closing the affordability gap

Family Forward understands that the high cost of quality child care is a factor that keeps many parents from returning to the workforce. The Family Forward Fund was established to help close the affordability gap in quality child care. Working parents will be able to apply for financial assistance including tuition scholarships and one-time assistance when an unexpected expense puts a parent in jeopardy of losing child care.

The fund is held by the Topeka Community Foundation. There is currently a waiting list for assistance.

thought about moving anywhere else when we got married.”

Zach’s passion for business dates back to his childhood, when he became one of Topeka’s young entrepreneurs to watch.

“I have always been an entrepreneurial thinker. I’ve loved the idea of being self-employed since I was a child,” Zach said. “My parents were not business owners, and I really wasn’t around other business owners. I had to do all of my own research and find the connections that I could learn from.”

By the time he graduated high school, he’d been honored as one of Topeka’s 20 under 40 and named one of America’s Top 5 Young Entrepreneurs by the National Federation of Independent Businesses.

Today, Zach and Anna hope their business sense can make Topeka an even better place to live.

“We love being able to offer people big deals on the things they’re already buying or thinking about buying,” Zach said. “It’s fun that we can provide that to our community as a locally owned business.”

Zach didn’t originally plan to go into the liquidation business, but saw an opportunity to provide for the Topeka community when ReHome’s previous owner was looking to sell. Next, he expanded the store’s outreach by launching their sustainable online auction house Big Deal Bids.

“I always enjoy hearing from our customers that they are able to decorate and furnish their homes and still have money left over,” Zach said. “The diverse inventory we receive makes it a fun experience for us and our customers. We don’t always know what we’re going to get. Unloading all those pallets from the semi-truck and opening them feels like being a kid at Christmas.”

The couple has faced their share of challenges. Perhaps the biggest was when they reduced their hours of operation to a monthly pop-up schedule.

“The real struggle for many independent business owners in the liquidation industry is finding quality inventory at affordable prices,” Zach said. “You really need a consistent flow of inventory, and I learned fairly quickly

that the need for cash in this business is very important if you want consistent flows of inventory. We decided creating a monthly pop-up sale would be in our best interest from a staffing standpoint and a cash-flow model. It also allowed us to spend more time on our online sales and local online auctions.”

Zach and Anna were strategic when they chose to open ReHome’s physical location next to the Topeka Vendors Market, which they also own. It allowed the couple to streamline expenses and create a more sustainable business model. Keeping everything together was more convenient and has made it easy to cross-promote their businesses.

“It’s so fun to see how many customers didn’t know our other business existed,” Zach said. “We’ve created new fans of the market and new fans of ReHome.”

The Topeka Vendors Market hosts dozens of small businesses and creators from the Topeka community.

“It’s so exciting when we hear that a business is expanding because of the start they received at the market,” Zach said.

PHOTO SUBMITTED

“The diverse inventory we receive makes it a fun experience for us and our customers. We don’t always know what we’re going to get. [It’s] like being a kid at Christmas.”

ZACH HANEY Owner ReHome

Zach and Anna have more plans in the works. Both are passionate about empowering families to achieve financial freedom and build fulfilling lives. This summer they’ll launch Thrive Academy, an online community offering courses and resources focused on business ownership, creating amazing marriages and establishing lasting legacies.

“Our goal is to provide families with the tools and support they need to thrive both financially and personally, fostering strong, enduring relationships along the way,” Zach said.

The couple encourages others to carefully consider where they spend their dollars, and to support local businesses whenever possible.

“There is something different about a business being owned locally,” Zach said. “When people shop at ReHome and bigdealbids.com, they’re truly supporting a locally owned family business and other local families. Our local Topeka businesses create unique experiences for our community. We need to rally behind them and offer support.” TK

FRESH FLAVORS

Island Vibes with

By SAMANTHA MARSHALL

by DANE STEPHENSON

Kevin Dunford wasn’t planning to buy a business when he grabbed dinner at Taco Casa one night in December 2021. But once he saw a sign on the door that said the business would close by the end of the year unless it was sold, he found himself signing on the dotted line.

“I didn’t want to see a business close,” Dunford said. “I really didn’t even have a plan. I just saw it was available and purchased it.”

Unable to keep the Taco Casa name, Dunford centered his new concept around the beach bar he always wanted in Topeka. Tiki Taco Shack opened one month later with a fresh, island-inspired look and an enhanced Tex-Mex menu.

The restaurant brought in a nearly 40% profit increase within the first six months. Less than five years later, Dunford is knee-deep in his next venture: turning the business into a franchise.

A TASTE FOR BUSINESS

Dunford’s business education began as a teen working in his grandfather’s mechanic shop, which he later took over. Since then, he’s bought and sold 12 businesses.

Photos

Photo by DANE STEPHENSON

Tiki Taco Shack’s COO Sean Gordon and owner Kevin Dunford.

Dunford is the owner of Jayhawk Body Shop and a co-owner of both Pizagel’s Pizza and Bakery and Paisano’s Ristorante. Unlike Pizagel’s and Paisano’s, where Dunford and his partner changed little after purchasing the businesses, Dunford said Tiki Taco Shack feels like it’s truly his own. But that wasn’t exactly the original plan.

“People worried we were going to change the recipes,” he said. “I went into it saying I wasn’t going to change anything, but I also don’t like the typical bland-style tacos.”

Dunford, who does a lot of the cooking himself, added more flavors to the recipes. Not all of the changes

were an overnight success. Their signature Tiki Taco with pineapple and jalapeños was initially a hard sell to Topeka customers.

“I had to give them away for quite a while,” Dunford said. “But once they try it, people are like, ‘Oh, that’s good.’”

Dunford said the restaurant’s tropical atmosphere inspires customers to channel their inner tourist and try something new.

“When I’m home, I eat the same thing at a place over and over and over,” he said. “But when I’m in a new place, I’m going to try something different. It’s just human nature.”

THE MAKING OF A FRANCHISE

In the summer of 2023, Dunford got a call from a Florida company asking if he wanted to expand Tiki Taco Shack into a franchise. He was immediately interested.

Dunford had originally considered franchising the business himself after it proved to be a success, but he put the idea on the backburner when he realized how long the process might take. Now, he had enough help that a four-month turnaround seemed realistic.

Dunford said Tiki Taco Shack’s simplicity makes it an ideal candidate for a franchise. Compared

As

DANE

to his other restaurants, the menu has fewer items and the food is relatively uncomplicated. Those elements make consistency — a key part of the franchise model — easier to achieve.

One of the first steps in starting a franchise is to outline every aspect of running a Tiki Taco Shack, including the equipment list, food ingredients and training.

“You’re training someone who has never owned a business in their life,” Dunford said.

But first, Dunford wanted to create a new logo and make a few more changes to the menu.

“It kicked me into overdrive to make the brand go further,” he said. “You want to appeal to the many you hope will want to join your business in different areas of the country.”

A RECIPE FOR CONSISTENCY

Now that the Tiki Taco Shack franchise is in full swing, even minor changes — like adding a new menu item — are complex.

“Something that seems simple off hand isn’t always simple in a franchise model,” Dunford said.

The biggest challenge his franchise faces is ensuring that Tiki Taco Shack tastes the same in Topeka as it does in, say, New Jersey. Dunford once had to investigate why the restaurant’s meat suddenly tasted different. The culprit? Using the wrong brand of tomato puree.

“That small change drastically changed our flavor,” Dunford said. “We’ve got a certain taste, and we want it to be the same every time. When you’re looking at what products are available in different parts of the country, the biggest stress is to make sure it’s all the same.”

Photo by

STEPHENSON

a franchise, Tiki Taco Shack believes that smaller menus and uncomplicated food make their restaurants more consistent — and successful.

by

Dunford wants every Tiki Taco Shack to share the same island-time ambience.

“It’s all about the vibe. That’s what I want to spread around,” Dunford said. “People can go in, have a taco or margarita and chill out for a little while.”

Twelve people from Maryland to Hawaii are currently working to become Tiki Taco Shack franchise owners. Dunford’s goal is for at least six of them to complete the process this year, and said one of the greatest rewards is to see other entrepreneurs grow.

“I’m helping other like-minded people build their life and be successful,” Dunford said. “As a business owner, my partner and I try to do that, but it’s tougher with restaurant employees. On the franchise side, you’re working with someone already in that mode.”

FOOD FOR THOUGHT

Dunford said that Topeka business owners need to be clear about their goals when taking their business nationwide.

“You have to be goal oriented,” he said. “If you want to work 40 hours a week and have a management team do the rest, that’s easily obtainable. But then there’s the path where you do most of the work yourself and make more money. There are different avenues to take.”

Even though he’s on the clock 24/7, Dunford said Tiki Taco Shack has helped him spend more time with his family. The restaurant is a family enterprise: from Dunford’s kids, who each work shifts, to his ex-wife’s new husband, who is an operations manager.

“My dream has always been for my family to be involved in business,” said Dunford, recalling the lessons he learned from his grandfather back in the mechanic shop. “We’re making it a whole family unit.”

Despite the ruthless hours of the restaurant business, he doesn’t mind putting in the sweat to get a meaningful return on investment.

“There’s nothing better than taking a business that’s about to go out, then flipping it around,” Dunford said. “When it takes off, there’s not a better feeling as far as successes go.” TK

Photo

DANE STEPHENSON

Twelve people from Maryland to Hawaii are currently working to become Tiki Taco Shack franchise owners.

TURNING A PASSION INTO WELLNESS SOLUTIONS

By LISA LOEWEN

Photo by JOHN BURNS

Photos by JOHN BURNS

CustomSkin Spas owner TRISHA WILLIAMS.

CustomSkin Spas might look like a traditional hair and nail salon at first glance, but just beyond the door you’ll find everything that separates the fullservice spa from its competitors.

The services are seemingly endless: massage therapy, infrared saunas, facials, laser hair removal, Botox and fillers, skin consultations, IV immune therapy and weight loss and skintightening consultations.

A salon, day spa and medspa under one roof, CustomSkin Spas gives clients convenient access to a variety of health and beauty services. Owner Trisha Williams hopes to use her training and background in skincare and cosmetics to help educate people about how to better care for their skin and bring out their natural glow.

“When people buy skincare products, 90% have no idea what is in the products they are buying or how to use them properly,” Trisha said. “If you buy multiple skincare products, they might even be working against each other, so you will never get the results you hope to achieve.”

Trisha hopes to teach people the importance of making skincare a priority. That’s why CustomSkin Spas offers a VIP membership program to encourage customers to visit the spa at

least once a month. Clients can choose the VIP level that best fits their budget and needs to receive discounted prices on most services.

“People don’t bat an eye at changing the oil in their cars every 5,000 miles, so why is it so difficult for them to prioritize their wellness on a regular basis?” Trisha said.

She and her staff take a holistic approach to skincare. Rather than just treat the symptoms of a skin issue, they attempt to discover and address its root cause. Sometimes, it’s as simple as correcting the pH level of the skin. But it can often be as complex as the person’s hormones, diet, food sensitivities or gut health.

SINK OR SWIM

Trisha, who was born and raised in Topeka, has always considered this to be her home. After graduating from Seaman High School, she attended Kansas State University for a semester before pursuing her passion for skincare.

Trisha completed cosmetology school and became an independent contractor. She spent the next seven years building a client base and learning the best practices for running a salon.

Trisha and her husband Jason, who went to cosmetology school to learn the business side of the industry, embarked on their first big adventure when they opened Bella Salon at 21st and Chelsea in 2002.

“We were young, it was one of those sink-or-swim ventures where if we sank, we were still going to be fine,” Trisha said.

In an incredibly happy turn of events, the couple found out they were approved to adopt a little girl from Guatemala. When Trisha went to Guatemala to get her, that joy quickly turned to worry when the country closed its borders and Trisha found herself trapped and waiting for the next four months until the borders reopened.

“When I got back, I still had the salon, but I had been away for months, and since a lot of my clients were already receiving services within the salon, it allowed me to move to parttime tech and full-time owner and mom,” Trisha said.

After receiving an offer she couldn’t refuse, Trisha sold Bella Salon in 2009. She resumed work as an independent contractor until Jason was ready to pursue a dream of his own: owning a health club.

CHASING THE DREAM

The couple moved to Manhattan, Kansas and opened two large health clubs with a combined total of more than 200 employees. While Jason operated the health clubs, Trisha worked part time in cosmetology and traveled the country as a national trainer for a cosmetics and skincare company. The contacts she made while traveling exposed her to the growing world of medspas — a type of specialty spa that provides focused treatments for anti-aging, reducing the appearance of scars and other complex skincare concerns.

Business at the health club boomed for the next three years. But when the couple learned that a major health club competitor was planning to move into the market, they took a buyout and moved back to Topeka. Trisha and Jason spent the next year as foster care parents and adopted their second daughter.

Eventually, Trisha opened a new salon in a small downtown suite, where her clients encouraged her to expand into the medspa market. She tirelessly researched the latest medspa technology and procedures to prepare, then hired a medical doctor friend of hers to serve as the new medspa’s medical director.

It opened its doors in 2015.

“Not all skin is the same. Everyone has a slightly different reason for skin problems,” Trisha said, when asked about her customized skincare services. “I started experimenting on blending skincare products and cosmetics for myself and have now become an ingredient junky.”

One year in, demand had grown so much they expanded into the space next door and added three new treatment rooms.

Then two years ago, she learned the property that used to be His and Hers Day Salon and Day Spa at 3311 SW 6th Ave. was for sale. Jason, who

was involved with real estate at the time, reached out to the owners. The couple purchased the property and the building next door in 2022.

DEFINING SUCCESS

During her first year at the new 6th Avenue location, Trisha used the name CustomSkin Medspa at His and Hers so that customers of the former His and Hers Day Salon and Day Spa had time to become familiar with the new business. Then, she officially rebranded as CustomSkin Spas.

The rebrand was more than just a name change. It was also an overhaul of the spa’s brand philosophy, customer service approach and menu of services. Clients now had access to a one-stop shop with all the features of a salon, day spa and medspa.

Trisha invested more than $300,000 to outfit the medspa with the latest, state-of-the-art equipment. This included medical devices targeting a wide range of aesthetic concerns such as hair removal, anti-aging, skin resurfacing and tightening, intense pulsed light (IPL) therapy, cryotherapy and more.

She also created an environment where employees could look at the beauty industry not as a job, but as a lucrative career. This meant doing away with common salon employment practices like commissions and charging rent for individual booths.

“I created an hourly pay scale so employees get the stability of consistent pay. As their client return increases and their business increases, so does the hourly compensation,” Trisha said.

In addition to paid vacation, paid holidays and 401(k) retirement savings, CustomSkin Spas is now working on a health insurance solution for their employees.

“If you are looking for a spot to call home for all your health and beauty needs, we will welcome you with open arms. Free consultations are the perfect place to start,” Trisha said. TK

Photo by JOHN BURNS

Thomas L. Bell

N. Larry Bork

Tracy A. Cole

Miranda K. Carmona

Samuel R. Feather

Jessica L. Freeman

Susan L. Mauch

David P O ’Neal

Patrick M. Salsbur y

Cynthia J. Sheppear d

Andr ew D. Tague

Catherine L. Walber g

AT THE CORE

WITH DANIELLE J. MARTIN

SPOTLIGHT ON

DAVID TOLAND

LIEUTENANT GOVERNOR OF KANSAS

SUBMITTED

SECRETARY OF THE KANSAS DEPARTMENT OF COMMERCE

PHOTO

ABOUT DAVID TOLAND

Seventh-generation Kansan David Toland is the current lieutenant governor of Kansas. He also serves as secretary of the Kansas Department of Commerce, where he’s become a dominant force in the state’s economic development.

Toland has twice garnered the most private sector investment per capita of any state in the nation, and broken every previous record for capital investment and job creation in state history. His efforts have brought in nearly $20 billion of business investment since 2019.

Toland’s rigorous overhaul of the Kansas Department of Commerce is defined by an emphasis on growth in rural communities. This includes improving Kansans’ quality of life through historic investments in infrastructure, broadband, housing, childcare, tourism, community vibrancy, recreation, workforce training programs and apprenticeships.

Toland also led the state’s successful recruitment of the largest economic development project in state history: the $4 billion Panasonic electric vehicle battery plant in De Soto, which will open in January 2025 and create 4,000 jobs.

He has extensive experience in urban and rural economic development, having worked at the local level in Washington, D.C., as well as in his hometown of Iola. Toland holds both bachelor’s and master’s degrees from the University of Kansas.

Scan the QR code to see the full interview with David Toland, the current lieutenant governor of Kansas.

“At the Core with Danielle J. Martin” features leaders across Kansas and is dedicated to showcasing the stories and voices of local leaders who have substantially impacted their communities and industries.

Martin: I’m excited to introduce David Toland, the lieutenant governor of Kansas. David, many people in the community know you as a politician, but might not know a lot about you as a person. I want to start by asking you about your favorite childhood memory.

Toland: I had a really idyllic childhood growing up in southeast Kansas in Iola, with a lot of freedom and flexibility. We were what you now call free-range kids. It was a normal childhood where you’d spend the day roaming around on your bicycle and doing all the things that are part of a healthy childhood. I feel fortunate to have been raised in a really caring community.

Martin: Did you ever see yourself ending up where you are now?

Toland: I definitely didn’t see myself doing what I’m doing today. I grew up wanting to be a lawyer like my dad and grandpa. Then I thought I wanted to be a city manager and got my Master of Public Administration with an urban policy emphasis. I’ve done almost everything but be a city manager. I’ve worked a lot in public service as well as in the private sector. Now I’m at the state level, but the path here was unpredictable and kind of a spaghetti bowl of twists and turns.

Martin: Were there any influential people who helped you along the way?

Toland: My folks raised me to give back and serve my community. I’ve also had many professional mentors. At my first job in Reno, Nevada, I worked for a very demanding but also really caring city manager named Charles McNeely and his deputy Stuart Peters. They pounded on me to always be better. I was 23 years old and still pretty wet behind the ears. Then I went to DC and was thrown into some challenging professional environments. I worked for DC government as one of the mayor’s fellows, at a time when the district was not a wellrespected place to be, frankly.

I wanted to go there and learn. I didn’t care whether it was a top place for people in local government, I just wanted to get my hands dirty and learn how you turn around a government and a city. As I look back on my career, it’s people like Mayor Williams, Planning Director Ellen McCarthy and Deputy Mayor for Economic Development Eric Christ who have influenced my professional decisions and how I lead my team. I want my team to have high standards and a sense of urgency about the work we do. We want to break down barriers and make it easier for people to access government services.

Martin: You’ve served for many years as our lieutenant governor, as well as our secretary of commerce. What accomplishment are you most proud of?

Toland: Bringing Panasonic to Kansas with a $4 billion investment that created 4,000 jobs, and all the ancillary development that comes with it. I’m certainly proud of that and it was an incredible team effort led by the governor, the president of the senate and the speaker of the house. Kansans came together across party lines to make that happen. The things I get most excited about are when we go to a small town and turn the second floor of a building on Main Street into a loft, so that there’s a new housing unit. Or when we get a grant to save and restore a building so that it’s economically viable again. These smaller projects make economic development real for folks, and show that things can get better. We’ve done nine of the 10 largest economic development projects in Kansas history under Governor Kelly’s leadership.

Martin: Has it been challenging to get people to notice the benefits of smaller projects?

Toland: The Department of Commerce is like an iceberg. You can see the tip of it above the water, but there’s all these other programs under the water that are not as prominent but still key to making the Kansas economy

run. We didn’t have many resources when we joined the department in 2019. Since then, we’ve secured funding to invest in broadband, invest in water and sewer systems, upgrade electrical systems and support new industrial development for our Kansas communities. We just did the DOC (Digital Opportunities for Connecting Kansans) program reviews. We also have the barn grant, which supports converting old barns into event spaces that bring agritourism and new economic opportunities to the state. The growth has been astronomical and challenging to keep up with.

Martin: What is your superpower?

Toland: My superpower is the level of dissatisfaction I have with the status quo and always believing we can do more. I have a hard time finding satisfaction with where we are at any given point, which is why we’ve set the state record for new economic development every year. I want to do more. But it’s also kind of exhausting for me, and I know it’s exhausting for my poor team, who always step up and drive us to new heights. The only way you get anything done is with your team, and I have the best team.

Martin: Where would you say that drive comes from?

Toland : Understanding the potential of people, places and Kansas. I see what’s possible. The

key is helping other people see that, too, and showing them the path to get from here to there.

Martin: There are currently hundreds of Kansas state government positions available. Tell us how people can get involved.

Toland: We’ve got over 700 jobs available in state government right now. This is down 20% from where we were a couple of years ago, so we’re making progress. The type of people we’re looking for are folks who believe in public service, especially if they never thought of themselves as state government types. Maybe they’ve always worked in the private sector but are looking for a way to give back. What we need are people who believe in making services accessible and available.

Martin: What’s something you wish you had known earlier in your career?

Toland: I wish I would’ve known to always say yes to new opportunities. I was probably too conservative and risk averse. When I was 19, it was the summer after my freshman year of college and I’d had this idea to go and work on a fishing boat in Alaska. There were all these ads targeting college kids to spend their summer making a bunch of money on a fishing boat, and that sounded like an adventure. Yet I had an opportunity to go back home and work for $7.25 an hour as an assistant manager at the same grocery store where I’d worked in high school. The grocery store was a job I understood, and I thought it’d be a good leadership opportunity for me. I wound up doing the safe thing

instead of having an adventure on the fishing boat in Alaska. I have always regretted that. I encourage people to do something different and take a risk.

Martin: What advice would you give to someone who wants to go into public policy?

Toland: I think people need to really search their soul to make sure it’s what they want to do. Make sure you’re going into it for the right reasons. If you want to get into public service because you want to make people’s lives better or be part of the solution, that’s the right reason.

Martin: What do you do for fun in your spare time?

Toland: One of the challenges of having two high-pressure jobs is that there isn’t a ton of time for myself. When I’m on a trade mission, I make some time to see places that are off the beaten path and allow me to experience the full richness and culture of a place. When I’m out to dinner and see local folks sitting around, I pull up a chair, introduce myself and ask them about what’s going on. I think face-to-face interactions are part of how we can heal ourselves as a society.

Martin: What does legacy look like to you?

Toland: I don’t have time to think about legacy. Our administration has the blessing of a second term, so I’m already a year and a half into that second four-year term and hear the clock ticking every day. I want to get as much done as I can, at the highest level of quality possible, during the two and a half years that remain. I’m going to do the best work I can and let history judge what we accomplished in this administration. TK

DAVID TOLAND Lieutenant Governor State of Kansas

WE’RE PICKING UP THE PACE!

MOMENTUM 2027: THE COMMUNITY’S STRATEGY IN ACTION

Topeka is on a fast track to an exciting future. And guess what? The journey is powered by YOU! Recent wins include:

• CHILD CARE AVAILABILITY INCREASING. Learn about the new Family Forward initiative at FamilyForwardNow.org!

• CREATING THE RIVERFRONT VISION. Learn about the proposed concepts and sign up to receive updates at MyTopekaRiverfront.com!

• COMMUNITY PRIDE IMPROVING. Did you know you can now order a specialty license plate featuring the Topeka flag? Find out how at GOTopeka.com/Topeka-license-plate.

THIS IS YOUR CITY, YOUR STRATEGY. HERE ARE FIVE WAYS TO GET INVOLVED:

• VOLUNTEER YOUR TIME: Get hands-on with local projects that make a difference in our neighborhoods.

• CONNECT WITH AN INITIATIVE: Momentum 2027 features 21 key initiatives. Read up, then decide how you’ll support the work.

• BE A TOPEKA/SHAWNEE COUNTY CHAMPION: Take pride in where you live, and express that pride publicly to be a positive influence in our community.

• SUPPORT YOUR SCHOOL DISTRICT: Our children are our future, and strong school districts are essential to retaining the next generation of local talent.

• GET YOUR BUSINESS INVOLVED: Get your business on board to keep our momentum going!

MOMENTUM 2027 IS YOUR CHANCE TO SHAPE TOPEKA’S FUTURE. LEARN MORE BY SCANNING THE QR CODE HERE.

TKmagazine.com

your news releases to news@tkmagazine.com.

Topeka Zoo Unveils an Unseen World Through Zoo Cams While Increasing Safety and Security

Alltech has been helping the Topeka Zoo improve its day-to-day operations with the installation of multiple security cameras. This technology is instrumental for safer working and living conditions for both the animals at the Topeka Zoo as well as the zookeepers, veterinarians and other staff.

Jim Martin, Angie Strecker Appointed to Sunflower Board; Matson Reappointed

Sunflower Foundation is pleased to announce the appointments of Jim Martin and Angie Strecker, both of Topeka, and the reappointment of Mike Matson, of Manhattan, to the foundation’s nine-member Board of Trustees.

Blue Cross and Blue Shield of Kansas

Recognized as Call Center of the Year

Blue Cross and Blue Shield of Kansas (BCBSKS) is the recipient of SQM’s 2023 Contact Center Industry Customer Experience Awards of Excellence. SQM’s Call Center Customer Service Industry Awards are considered the most prestigious and soughtafter in the North American contact center industry and recognize organizations that have demonstrated excellence for FCR, Customer Experience (CX), Employee Experience (EX) and FCR Best Practices.

Kansas Mental Health Leader, Bill D. Persinger, Jr., Retiring as CEO of Valeo Behavioral Health Care, Inc.

Persinger has dedicated his life’s work to helping people. For most of his 50-year career, he has held leadership roles in four of the Kansas Community Mental Health Centers (CMHCs), which are charged with providing the public mental health safety net services, including comprehensive mental health rehabilitation.

“It wasn’t easy to reach this decision because I believe so fully in Valeo’s unique mission,” said Persinger. “It has been my honor to be part of the meaningful work we do for the people we serve and for our community. At the same time though, after 50 years in the field, I’m ready to prioritize pursuits outside of work.”

The University of Kansas Health System St. Francis Campus Is at the Forefront of Improving Accuracy of Prostate Biopsies

St. Francis Campus is now offering a minimally invasive prostate biopsy procedure that significantly reduces the risk of infection, improves imaging accuracy and potentially increases cancer detection rates.

“We are thrilled to offer this groundbreaking and potentially lifesaving technology,” said Dr. Leigh Gilpin, D.O., urologist at the health system’s St. Francis Campus. “Prostate cancer is the second most common cancer among men, with 1 in 7 men receiving a diagnosis during their lifetime. The MRI-guided fusion biopsy procedure enhances our ability to detect and treat prostate cancer with unparalleled precision.”

SURGICAL CARE

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As the state’s only surgical services regional referral center west of Kansas City, we help more

Kansans access timely, high quality surgical care –wherever they call home.

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Stormont Vail Flint Hills Hospital 1102 St. Marys Rd., Junction City, 66441 (785) 762-2585

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