Washburn University Board of Regents and President JuliAnn Mazachek is advancing a bold strategic plan alongside a campus master plan developed in collaboration with faculty, staff, students, alumni, donors and community members.
Front Row (L to R): Regent Linda Jeffrey, President JuliAnn Mazachek, Regent Angel Romero, Regent Jennifer Sourk, Regent Michael Padilla (Mayor of Topeka), Regent Shelly Buhler
Back
Row (L to R): Regent John Nave, Regent John Dicus, Chair John Dietrick, Regent Jake Fisher
Photo by JOHN BURNS
With two years of progress under its belt, Momentum 2027’s five-year community development plan shows promising results for Topeka.
A change of hands signaled a change in perspective for these two Kansas businesses.
Three Topeka organizations are investing in their future: Jones Advisory Group, the historic Jayhawk Theatre and the Kansas Children’s Discovery Center.
From late fees to indemnity clauses, attorney Jake Holly shares what tenants and landlords need to know when negotiating a commercial lease.
A local martial arts academy, chiropractic clinic, and yoga studio are offering different approaches to health and wellness in Topeka.
Here’s how mindfulness and wellness initiatives in the workplace can boost productivity and performance for every employee.
Washburn University’s Business Professor Pamela J. Schmidt reveals how businesses can use free public data for valuable insights.
In the debut episode of TK’s new podcast, the founder of Thiessen Design + Construction talks about bringing modern design to Kansas homes.
At Security Benefit, a new game room and other cutting-edge amenities are boosting employee satisfaction and workplace culture.
Photo by BRIAN PETERS
Photo by CARTER GASKINS
CONTRIBUTORS
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785-438-7773
CREATIVE DIRECTOR & DESIGNER
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COVER PHOTOGRAPHER
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PHOTOGRAPHERS
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John Burns
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Brian Peters
CONTRIBUTING EXPERTS
WEBSITE MANAGER
Jake Holly
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MOMENTUM 2027 IN MOTION
COMMUNITY STRATEGY APPROACHES MIDWAY POINT IN 2025
By INDIA YARBOROUGH
Greg Schwerdt, chair of Topeka’s Riverfront Advisory Council, announced details of the Topeka Riverfront Vision Plan in October 2024.
In November, GO Topeka and innovation-and-entrepreneurship partners cut the ribbon on the new Topeka/Shawnee County Business Concierge Office at 715 S. Kansas Ave. The office’s opening is a symbol of the strides being made through Momentum 2027, an economic development plan to unlock growth and opportunity in Shawnee County and Topeka.
With Momentum 2027 approaching its midway point in 2025, the five-year community strategy appears mostly on track for completion. In its first two years the effort has seen progress in key areas like child care, housing, entrepreneurial ecosystem building, recreation and riverfront — just a few of the plan’s 21 strategic initiatives, 11 key objectives and four overarching
goals forming a roadmap to Topeka and Shawnee County’s future.
The latest reporting from Momentum 2027’s executive committee — a volunteer group tasked with ensuring the strategy is carried out — shows 18 of the plan’s 21 initiatives are on track, two are moving forward slower than expected and just one is off track.
Michelle Cuevas-Stubblefield, who oversees implementation of Momentum 2027 as the Greater Topeka Partnership’s senior vice president of strategy, isn’t shy about acknowledging the challenges ahead. Still, she’s pleased with the moves being made.
“I am proud of the community’s ownership and efforts to rally around the initiatives, assessing the status quo and then thinking outside the box
PHOTO SUBMITTED
GO Topeka and innovation-and-entrepreneurship partners cut the ribbon on the new Topeka/Shawnee County Business Concierge Office in November 2024.
to find opportunities and multiple solutions to further the goals,” she said.
Momentum 2027 builds on the community’s previous five-year strategy, Momentum 2022. Both put growth and development of the greater Topeka area in the hands of local leaders eager to create a more prosperous, equitable capital city.
INCREASING CHILD CARE AVAILABILITY
According to Sarah Elsen, executive director of Child Care Aware of Eastern Kansas, Topeka’s child care landscape faces significant challenges.
Elsen and Trina Goss, director of business and talent initiatives for GO Topeka, have been driving Momentum’s “Child Care Task Force” initiative. In 2023, the pair secured more than $3 million in grant funding through Kansas’ Child Care Capacity Accelerator program.
The funding has helped open 431 child care spots in the community, with about 50% serving infants and toddlers.
Higher capacity is on the way, but these new spots account for only a fraction of the more than 5,000 child care openings needed to meet demand from local families. That’s where Family Forward Now comes in.
Launched in spring 2024, Family Forward Now recognizes child care as a workforce issue. The effort encourages
employers to become “Champions for Child Care” by adopting “familyfriendly and family-forward policies,” and by providing financial support to the Family Forward Fund.
Managed and administered by the Topeka Community Foundation, the fund collects donations used to provide financial assistance to working parents who need help temporarily covering child care costs after exhausting other resources. Maintaining consistent funding is crucial, Goss said, and she hopes more businesses step up to support.
ADDRESSING THE HOUSING SHORTAGE
Child care support and relocation incentives, like those offered through Momentum 2027’s Choose Topeka 2.0 program, are designed to attract talent. But to attract more workforce to Topeka, the city must have adequate housing to meet the needs of both newcomers and current residents.
Two initiatives — “Topeka/ Shawnee County Housing Strategies” and “Housing Advocacy Task Force” — seek to address the area’s housing shortage.
The task force works to pinpoint strategies and exert influence to attract more market-rate housing. Initial recommendations included coming up with ways to incentivize development, but
“I am proud of the community’s ownership and efforts to rally around the initiatives, assessing the status quo and then thinking outside the box to find opportunities and multiple solutions to further the goals.”
—
Michelle Cuevas-Stubblefield Senior Vice President of Strategy Greater Topeka Partnership
efforts to identify what those incentives should be are ongoing.
Meanwhile, the housing strategies coalition is working to grow available housing at multiple income levels. They report updates to the task force but operate independently.
According to Rhiannon Friedman, planning and development director for the City of Topeka, the Reinvestment Housing Incentive District (RHID) program has been a popular tool for assisting developers with infrastructure improvements around housing projects, helping homes stay affordable.
“We have seen an increase in interest from national housing developers who are aware of the demand for attainable housing in Topeka,” Friedman said, “and we’re looking at the potential to pair this program with other state and federal incentives.”
She added there has been strong demand for market-rate and upscale housing and proposals are coming forward for developments across the community. To spur further residential construction, the city’s planning commission has offered amendments to Topeka Development Code to remove unnecessary restrictions and reduce development costs.
Meanwhile, the city’s newly developed land bank is now online and spurring developer interest.
“The land bank has accepted an offer from a local developer who is interested in building attainable housing on an infill lot in an existing residential neighborhood,” Friedman said.
That lot had been sitting vacant until the land bank led to an opportunity. Similar opportunities are likely to be on the horizon.
BUILDING AN ENTREPRENEURIAL ECOSYSTEM
To make the Topeka area more entrepreneur friendly — an initiative called “Entrepreneurial Ecosystem Building” — economic-development agency GO Topeka is pouring resources into strategic partnerships and opportunities for current and future entrepreneurs.
Stephanie Moran, senior vice president of innovation for GO Topeka, recognizes that entrepreneurs and startups seek resources at a few different levels. Some need help launching, some want help scaling and others may be looking for research support or funding.
“It’s really about starting to identify who do we have in the network, who are our resource partners, what services do they provide and how do
PHOTO SUBMITTED
From L to R: Greg Schwerdt, chair of the Riverfront Advisory Council; Sean Dixon, president of Visit Topeka; Pedro Concepcion, executive director of the NOTO Arts District; Mike Bell, executive director of the Topeka Area Sports Commission; and Jake Farrant, CEO of Mammoth Sports Construction joined Michelle Cuevas-Stubblefield, senior vice president of strategy for the Greater Topeka Partnership, for a panel discussion at the 2024 Topeka/Shawnee County State of the Community event.
we build those pathways and ultimately direct people as they come into that ecosystem,” Moran said.
Downtown’s new Business Concierge Office is designed to help offer direction. Its opening marked the next step in efforts to make a comprehensive map of resources available to entrepreneurs, providing a hub for that information to live. Staffed by interns from the Washburn University School of Business, it also helps grow the pool of young people involved in business development.
Omni Circle Group, meanwhile, has become a key player in Topeka’s growing ecosystem, offering programs like Kauffman FastTrac for early-stage entrepreneurs, Emerge Community Business Academy for new and midstage entrepreneurs and Growth Lab for scaling entrepreneurs.
“Our role transcends being a resource provider,” said CEO Michael
Odupitan. “Omni acts as a connector, collaborator and creator within the ecosystem.”
His organization has worked alongside GO Topeka, engaged with NetWork Kansas and collaborated with the Kansas Department of Commerce with the goal of “creating an inclusive environment where diverse entrepreneurs can connect, learn and grow.”
Through its first few cohorts of FastTrac and Emerge, Omni has graduated around 65 entrepreneurs. The startup accelerator Plug and Play Topeka, which launched during Momentum 2022, has now graduated more than 100 startups.
Collaborating with K-State 105, GO Topeka in the last six months has also helped conduct an “unheard of” number of technology validation studies, Moran said. These entrepreneurs and startups are now part of the ecosystem.
RENDERING SUBMITTED
Rendering of the Topeka Riverfront Vision Plan.
Also involved in local entrepreneurial development are Shawnee Startups, the Washburn Small Business Development Center and community partners like the Topeka and Shawnee County Public Library and SCORE business mentoring. Topeka becoming K-State 105’s first urban pilot partner when the statewide prosperity plan launched in 2023 was another step forward for capital city entrepreneurs.
“We’re definitely seeing some momentum,” Moran said. “It doesn’t mean there’s not still a lot of work to do.”
To achieve the vision of a community where entrepreneurs know they can thrive, Moran said Topeka needs to continue identifying gaps in programs, services and funding. Building better awareness and helping locals support local will also be key.
To fully realize Momentum 2027, Odupitan said, the community must commit to inclusive economic growth,
invest in education and mentorship, strengthen access to capital and foster a thriving startup culture. Imminent development of downtown’s ASTRA Innovation Center and District will play a big role in the latter.
“Maintaining alignment and coordination between organizations like Omni Circle, GO Topeka and others,” Odupitan said, “is essential to avoid redundancy and maximize impact.”
VISIONING THE RIVERFRONT
The “21st Century Riverfront” effort and “Active Recreation Initiatives” are also seeing progress under Momentum 2027. In October, Topeka’s Riverfront Advisory Council (RAC) announced details of the Topeka Riverfront Vision Plan, which proposes an “iconic pedestrian bridge” connecting downtown to the NOTO Arts & Entertainment District.
“It’s an honor to help lead this charge to design and reimagine our city’s riverfront,” RAC Chair Greg Schwerdt said at the time. “With greater connectivity between key areas of our community on the horizon and developments in mind that will provide lively new entertainment and recreation opportunities, this is a plan the community can get excited about.”
The vision plan proposes new trails, river access points and mixeduse developments likely to include residential, restaurant and retail options. Alongside other downtown projects, riverfront development promises to transform the heart of Topeka into an urban lifestyle hub.
“This vision plan will create a community riverfront that is appealing and accessible to all,” Cuevas-Stubblefield said when it was announced. “We’ll continue to collect community input along the way, as key
RENDERING SUBMITTED
Rendering of the Topeka Riverfront Vision Plan.
The plan’s riverfront and recreation initiatives aim to make Topeka and Shawnee County an attractive place to live and grow a family.
partners come together to develop a cutting-edge community core.”
The next step is to secure funding and permits. Development is expected to unfold over the next three to four years.
INVESTING IN RECREATION
When it comes to recreation and economic impact, the Topeka Area Sports Commission (TASC), an organization launched under Visit Topeka in 2022, has been working to drive local sports tourism and advocacy.
TASC recently released results of its first youth sports economic outflow survey, an attempt to measure money leaving the community each year due to families traveling to participate in sporting events.
“If we invest in facilities and invest in ourselves, we can bring them back,” said TASC Executive Director Mike Bell.
“Project Moonshot,” a code name for an economic development project Bell is involved in, should help address economic outflow highlighted in the survey. Land identified for the project is now under local control. If the project comes to fruition, Bell said, it would be “generationally transformational.”
Upgrades to infrastructure and facilities are also underway, with support from TASC and recreation partners like the City of Topeka and Shawnee County Parks & Recreation.
Completed and expected renovations at sites like Stormont Vail Events Center and Kossover Tennis Center are positioning Topeka to host more national events.
In fact, Shawnee County’s decision to purchase nine full-size basketball courts and repair the existing hardwood floor in the event center’s Landon Arena
is part of the reason Topeka secured the National Association of Intercollegiate Athletics’ 2026 and 2027 Cheer and Dance National Championships.
“They require that hardwood floor,” Bell said. “If we look to do KSHSAA events, volleyball in particular, they need the hardwood floor.”
In the final month of 2024, TASC also awarded its first round of “TASC Cares” grants, equity-focused funding designed to lower barriers to athletic participation.
“What’s really cool is we had a thousand dollars and six applications,” Bell said. “We are fully funding five of them because the [Topeka] Lodging Association is ponying up another $2,500.”
The grants are going toward items like cleats, high school cheer mats and registration for summer sports camps. Bell said the goal is to keep kids active and participating in the community.
Zooming out to Momentum 2027, the plan’s riverfront and recreation initiatives aim to make Topeka and Shawnee County an attractive place to live and grow a family.
Recognizing that “interests and needs can change,” Cuevas-Stubblefield said Momentum 2027’s executive committee will conduct a mid-course assessment in 2025 to ensure all initiatives still align with community needs and objectives. The data will be used to revise elements of the plan if necessary.
“Making sure we better communicate the efforts of all involved will also be a challenge that we lean into,” Cuevas-Stubblefield said. “The work needs to be shared because the initiatives are a benefit to all who live, work and play in the region.” TK
Get to Know Topeka Business
Attorney Jake Holly
JAKE G. HOLLY
jholly@foulston.com
785.354.940 1
Jake Holly is an attorney in Foulston’s northeast Kansas transactional practice group.
Jake counsels clients on a diverse range of business issues involving contracts, property rights, corporate governance, fiduciary duties, and regulatory compliance. A significant focus of his work is related to commercial real estate matters for businesses buying, selling, leasing, and developing real estate. He negotiates purchase and sale agreements, easements, operating agreements, development agreements, and assists with various title issues.
UNDER NEW OWNERSHIP
By SAMANTHA MARSHALL
by CARTER GASKINS
No matter what business you’re in, changing owners involves a lot of paperwork. But once you get past the months — yes, expect at least three months, our sources tell us — of dotting “i”s and crossing “t”s, opportunity awaits.
Fresh perspectives, new goals and a renewed sense of purpose are some of the benefits North Topeka Fabrication and Lumineo Signs (formerly Luminous Neon) saw through their own transitions. Here’s what two new sets of owners had to say about taking over a business with an established history in the community.
Photo by CARTER GASKINS
Photos
Doug Wolff Security Benefit
Karen Linn Retired, BT&Co.
Chuck Lower Retired, Lower Heating and Air
Dr. Robert Kenagy Stormont Vail
FORGING A NEW MINDSET NORTH TOPEKA FABRICATION
It’s been one year since Scott Lee, Ryan Juhnke, Travis Gould and Joshua Barbery made the shift from employees to owners of North Topeka Fabrication.
Rather than rush in with sweeping changes, the four partners have been focused on maintaining the metal fabrication company’s foundation built by founder and former owner Jim Lee — Scott’s uncle and a long-time colleague of the other partners.
“I think all of us really believe in the culture Jim built around this place,” Ryan said. “He built a good framework and focused on doing business right and we saw a lot of potential in keeping the growth going.”
Scott said he and the other partners decided to step in and keep the business running when Jim was approaching retirement.
“Jim had been in the business for 50 years and was getting to that point when he was ready to consider stepping away,” said Scott. “The four of us figured out a plan to make it work. Jim was all about keeping the business in touch with the people he knew and trusted, so he could eventually pass it on.”
The fact that people who already understood the business were taking over was something that appealed to Jim, Scott added, allowing him to step away feeling happy with the arrangements.
Owners of North Topeka Fabrication: Scott Lee, Ryan Juhnke, Travis Gould and Joshua Barbery
Photo by CARTER GASKINS
btandcocpa.com
“In a lot of ways, Jim really deserves to be recognized the most,” Scott said. “He deserves so much credit in the services he’s provided to companies and employees.”
Scott, who has a combined 24 years of experience in outside sales, purchasing and customer service, worked with a metal wholesaler before getting into the fabrication side of the business.
Travis brings to the team more than a decade of experience as an equipment operator for brakes, punches and lasers, and Josh has run programming, equipment and shop management for 25 years.
Ryan has been in the industry for 18 years and originally joined North Topeka Fabrication to handle inside sales and other financial and administrative duties.
He said the partners’ diverse backgrounds and the fact that they work so well together, helped them feel confident when taking over the reigns.
“We were all involved in North Topeka Fabrication from an early stage. We watched it grow from a very small shop with a few employees and pieces of equipment to what it is today, with million-dollar machines serving industries close to home and far away,” Ryan said. “I think the company took off faster than any of us would have guessed and we, as well as Jim, wanted to see it continue in the right direction.”
With a year of “sprucing up” under their belt, the partners are forging ahead with an innovative mindset that will lead the shop into a new, stronger-thansteel era.
BRACING FOR CHANGE
From food to auto, North Topeka Fabrication’s work spans some pretty diverse industries.
Their bread and butter? Welding metal parts for manufacturers.
While the shop’s clients are local, their clients’ own work spans the globe. Handiwork from North Topeka
North Topeka Fabrication is focused on growing and training a skilled crew as they navigate an increased demand for bigger pieces and more finished products.
Fabrication has appeared in places as distant as Hollywood, Manhattan’s One World Trade Center and an art show in Italy.
Some of their work is so top secret, they can’t discuss it.
“They’re just steel parts, but to know what they’re doing and where they’re going is pretty cool,” Scott said.
Since taking over as owners, Scott, Joshua, Travis and Ryan have been navigating an increased demand for bigger pieces.
“We make a lot of obscure parts, but also parts that people see on a dayto-day basis,” Scott said. “We make body panels and brackets for construction equipment and trailer manufacturers that you see driving down the road every day. We also make panels and parts that end up in food packaging equipment, decorative pieces in hotel rooms, medical equipment, mailboxes and sports equipment.”
Recently, North Topeka Fabrication has expanded their welding capabilities
Photo by CARTER GASKINS
North Topeka Fabrication utilizes multiple Amada lasers, each with distinct capabilities that allows them to produce a variety of high quality parts.
and capacity for assembly and paint, with the goal of producing a more finished product.
Although the shop formerly made its living selling small brackets, it has seen a spike in the number of complete units that manufacturers order.
Such a shift requires adjustments, from the type of machinery they use to the number of staff they need on the floor.
But filling every position on the shop floor has proved to be one of their biggest challenges. They posted job advertisements and turned to temp agencies, eventually building up their crew, but the next challenge was training them — an undertaking they say can take up to six months.
“For what we do, there’s no vocational training around here,” Joshua said. “We have to take people in with basically no experience and teach them how to run multimillion-dollar machines.”
Fortunately, training new employees is a practice their former boss Jim taught them to embrace.
“Jim always gave people a chance. He could tell when somebody wanted the skills and he would teach it,” Scott said. “If someone wants a job, we want them here.”
PIECE-BY-PIECE IMPROVEMENTS
With a strong crew in place, Scott, Joshua, Travis and Ryan got to work making improvements. Turning to longtime staff, they committed to enhancing the shop setup and culture to make day-today work smoother.
“The guys who have been in the shop for a long time can see what the stresses are on the floor,” Ryan said. “We’ve made investments to make things easier and save staff from the stress of the day-to-day repetitive movements.”
The partners also doubled down on promoting a positive company culture. Committed to squashing
problems before they start, they gave employees space to vent or simply walk away when they need a break.
“We’ve worked really hard on making a good environment where people want to work,” Ryan said. “Everybody’s had one of those jobs where they walk on eggshells around people. We stress a positive attitude here.”
CONTINUING THE CRAFT
While the partners have a vision for a more forward-thinking future, they skipped any mention of target sales numbers. Instead, their goal is simply to take care of clients and employees.
“We have numbers we know we need to hit to be able to take care of the building and the employees here,” Ryan said. “That’s always been the main focus.”
But that doesn’t mean North Topeka Fabrication is done growing. The partners foresee expanding in another few years. In fact, they already have the land.
“Growth has never been a problem. It’s managing that growth properly,” Ryan said. “Our challenge is changing our outlook from what do we need to do today to what do we need to do in two, five and 10 years from now.”
Scott, Joshua, Travis and Ryan believe the investments they made over the past year will set the tone for the future and continue the legacy Jim passed to them.
“Our successes aren’t glamorous, but we spruced up some things,” Scott said. “Jim laid the foundation of what we were going to be best at. There are always things that evolve and things that we have to do better, but that foundation never left.”
Photo by CARTER GASKINS
FLIPPING THE SWITCH TO A NEW CHAPTER LUMINEO SIGNS
The company formerly known as Luminous Neon Art & Sign Systems was founded in 1928, but their business philosophy is anything but old.
Now called Lumineo Signs — the “neo” in Lumineo refers to both neon and the Greek word for “new” — they hope the rebrand signals a fresh chapter for the 96-year-old sign company.
SIGNS OF CHANGE
After 53 years of ownership under Mert Sellers and family, the company switched hands in October 2023 to Mike King, a former executive in the construction industry. He said he’s ready to bring value to the company that puts other businesses’ names in lights and is excited about what the future holds.
Mike is no stranger to Topeka. He served as the Secretary of Transportation for the state of Kansas from 2012 to 2016 and was the director of the Kansas Turnpike from 2013 to 2016. In November 2024, he was elected to represent District 74 in the Kansas State House
of Representatives and will begin his term in January 2025.
After Mike left general contracting to acquire Luminous Neon, he sought to apply his experience in a meaningful way. When shopping around for companies looking for a new owner, he was clear about what he was looking for: a best-in-class legacy company with statewide and regional reach.
“I didn’t want a broken company,” said Mike, who liked that Luminous Neon had already forged strong collaborative relationships with their customer base. “There was nothing broken here. Only high quality and high standards.”
With Joe Ontjes, the president and CEO of Lumineo Signs leading beside him, the company is embracing a fresh mindset and prioritizing growth.
Joe has been with the company since he took over as president in 2015. He previously served as vice president of marketing for Wichita State University Campus of Applied Sciences and
PHOTOS SUBMITTED
Lumineo Owner Mike King
(
Lumineo’s long-term customer relationships is one of the key reasons for the company’s longevity and include Capitol Federal, Stormont Vail Event Center and CoreFirst Bank & Trust.
Technology. He sees Lumineo’s long-term customer relationships as one of the key reasons for the company’s longevity.
“Those customer relationships we prize so much are still there,” Joe said. “Even though we’ve had a change of ownership and name, it’s the same team working with our customers.”
After just over a year in charge, Mike is most proud of how the customer base has remained active and engaged through the leadership change. He credits the achievement to knowing what to keep, what to change and when to do it.
BRIGHT IDEAS
Lumineo Signs offers a full suite of lighting services — from planning and design to fabrication, installation, servicing and maintenance. Their design offerings are vast, but include illuminated monument signs, pylons, electronic message centers, billboard advertising and vinyl graphics.
In the time since Mike bought the company, he and Joe have focused on strengthening the company’s collaborative design services. Their designers partner with clients’ internal marketing teams, as well as architects and contractors, to produce a successful end result.
“It’s about determining what would be most impactful and most strategic, with the best chance to meet the customer’s unique requirements,” Joe said. “Which ideas can we collaboratively pursue to make the absolute biggest splash?”
Lumineo’s staff includes four graphic designers, three project managers and 11 account managers. Customers are assigned to a dedicated specialist who manages their project from beginning to end, overseeing specification, design, local permitting, fabrication and installation.
The team embraces custom orders and said they’re committed to delivering exactly what their customers want.
“We have the experience and the expertise to match exactly what someone wants,” Mike said. “We do not try to ask our customers to fit in our shoebox. We want to fit in theirs.”
Mike and Joe know the company’s success is rooted in their relationships,
“Best-in-class employees create results that stand apart.”
— Joe Ontjes President and CEO Lumineo Signs
such as the ones built and maintained by Virginia Baumgartner, a senior account manager in Topeka.
“Everyone deserves to be taken care of well,” Virginia said. “Their images need to look the best all of the time.”
Perhaps their most recognizable project is the electronic message center they created for Capitol Federal’s downtown location on Kansas Avenue. They’ve handled projects for several Capitol Federal locations throughout the region.
Other well-known Lumineo projects include work done for Berry Tractor, CoreFirst Bank & Trust, Hazel Hill Chocolate, Pathway Family Services, Rebound Physical Therapy, Saylor Insurance, Stormont Vail Events Center and Yaeger Stadium at Washburn University.
ILLUMINATING CULTURE
Mike preserved much of Luminous Neon’s company culture. Upon seeing they had a strong team in place, he knew there was no need for an overhaul.
“I would caution any new owner against changing a culture overnight,” Mike said. “Instead, I tried to fit the culture that, in my case, had already been thriving.”
One thing Mike and Joe did implement was an enhanced training plan.
“We’re reinvesting in our employees, so they may continue to be the best in the business,” Joe said. “With 100,000 projects completed in 96 years, we have a lot of repeat business from customers who see us not just as a transactional provider, but
really as a partner. Best-in-class employees create results that stand apart.”
FLIPPING THE SWITCH
When it came to changing the company name, Mike waited a year to flip the switch on their rebrand.
“I don’t think new owners should wait too long to put their fingerprint on a business,” Mike said. “A year felt like it was the right amount of time for us.”
Of course, the rebrand faced its share of administrative hurdles, made even more complex because of the different rules governing each community and state where Lumineo does business.
Joe said the bulk of the paperwork related to the ownership and name change took between 90 and 120 days.
“The administrative changeover should not be underestimated,” Joe said. “There are all kinds of boxes to check and they require a team effort and a lot of perseverance.”
“I’d advise sitting down with your team and thinking about every potential place a new name and new ID number is required,” Mike said. “There will be hundreds of places.”
To announce the change, the company used social media, as well as mailings to customers and vendors. Lumineo also used events like the Topeka holiday parade to show off their new brand with trucks donning holiday lights.
“You can’t reach everyone in one way,” Joe said. “Success requires a combination of integrated marketing strategies to get the word out.” TK
Bartlett & West is grateful to be a partner on the I-70 Polk-Quincy Project.
Since its construction in the late 1950s, the bridge condition deteriorated, traffic volumes increased, highway design criteria changed and the surrounding area has undergone development. The I-70 Polk-Quincy Project will replace the aging viaduct, ease traffic congestion and improve safety.
You can learn more about this project at polkquincy.ksdot.gov.
community and industry forward, together. I-70 Polk-Quincy Project
www.bartlettwest.com
BUSINESS OWNER’S GUIDE TO COMMERCIAL LEASE TERMS
JAKE HOLLY Associate Attorney Foulston Attorneys at Law
From late fees to indemnity clauses, attorney Jake Holly explains what tenants and landlords need to consider when negotiating the terms of a commercial lease.
Approximately 70% of businesses lease commercial space. Leasing is such a common practice that it may be easy to lose sight of how important negotiating your lease is. For most companies, commercial space is one of its most crucial operational components and a major cost. If you’re in the business of leasing, the rental income received from the tenant is a significant revenue stream.
Below is a high-level listing of things to consider when negotiating your next lease, from either side of the aisle.
TENANT’S PERSPECTIVE
As a tenant, you likely know the key terms of your lease and are comfortable with them, such as the monthly rent, term or security deposit. But several other significant items often go unnoticed.
Escalation Clauses. These clauses permit or sometimes mandate annual increases in rent. For accurate budgeting and projections, you should know whether and how your rent may increase during the term of your lease and act accordingly, such as considering negotiating for caps or a set percentage increase.
Operating Expenses. In a “net” lease, tenants are often responsible for some or all of the “operating expenses,” which can be uniquely defined from lease to lease. Tenants should understand how their lease defines the parameters of operating expenses, so that you can negotiate for certain limitations. For example, I have seen leases in which the operating expenses include roof repairs or other capital expenditures. This could lead to a nightmare situation if an unexpected and significant expense is passed on to the tenant as an “operating expense.”
Late Fees & Defaults. Leases can sometimes include exorbitant late fees, administrative fees or both. No one plans to pay rent late, but sometimes it may happen, even through no fault of the tenant. Consider negotiating for reasonable grace periods in the event of late rent. Even more important, negotiate for explicit notice from the landlord with a grace period to cure before a default under the lease could occur. If your bank’s automatic clearing house (ACH) payment fails for some reason and goes unnoticed, it should not give the landlord an opportunity to hold you hostage with the threat of a default and termination of your lease.
Maintenance Obligations. Often the landlord is responsible for some maintenance and repairs. Depending on your lease, some of these responsibilities may have significant operational impacts if not diligently and timely performed (e.g., a broken elevator or leaky ceiling). Your lease should ensure you have suitable remedies if the landlord is negligent or does not otherwise diligently perform their obligations under the lease. Otherwise, you could be stuck in a scenario where the condition of property is unacceptable, but from a practical perspective, there is nothing you can do because the lease does not provide any remedy. In some cases, the lease may even explicitly release the landlord from liability if they did not cause the problem.
Flexibility. Often, leases will prohibit any changes to the use of the space without the landlord’s consent. Sometimes, the consent procedures can be overly burdensome, such as requiring legal or professional opinions, imposing flat “administrative” fees or requiring hundreds of days of advance notice to the landlord. If you believe you may change or expand your business operations, alter or make improvements to the space or perhaps sublease part of the space at any point in the future, then the onerous procedures in the lease will present a problem. Make sure you push for reasonable terms regarding any potential changes throughout the lease term.
LANDLORD’S PERSPECTIVE
As a landlord, the primary concern is to ensure payment and limit liability. Additionally, if you do have an unreasonable tenant, you will want to have clear remedies and options available to remove the tenant and recoup losses.
Security Deposit/Guarantee. All landlords should typically seek a deposit and a guarantee whenever they can. In the commercial context, most of your tenants will be businesses with limited liability. Therefore, a guarantee helps mitigate the risk of nonpayment and gives the landlord another pocket to seek in the event the tenant goes belly up.
Dispute Resolution Clauses. Former tenants suing their landlords is bad for business and the landlord’s reputation. An arbitration clause can preclude a lawsuit in a public forum and require private arbitration if there is a dispute under the lease. Often, it is in the landlord’s interest to handle any disputes confidentially.
Remedies Upon Default. A good lease will include several choices of remedies in the event of a tenant default and provide clear procedures for enforcing those remedies. For example, as a practical matter, the landlord will want the right of reentry upon termination coupled with the ability to seize control of any personal property left by the tenant. Poorly worded remedies can inadvertently cut off the ability to pursue other damages, such as rents owed after the date of the default and termination but prior to the natural expiration of the lease.
Indemnity Clauses. A strong indemnity clause is essential for every landlord because it gives the landlord the right to recoup from the tenant any damages caused by the tenant’s use of the lease. This could include a litany of problems such as legal violations, third-party injuries and other unique situations. Without a broad indemnity clause, the landlord may be on the hook for the actions of the tenant without any way to mitigate those losses.
This information is not a legal opinion and it does not provide legal advice for any purpose. If you have questions or want more information, contact your legal counsel.
There are far fewer protections available to the tenant than in residential leases because the Kansas Residential Landlord Tenant Act does not apply to commercial leases. Thus, the terms of the lease will generally exclusively govern. That’s all the more reason to review, familiarize and be comfortable with those terms — they may come back to bite you.
This article is not a comprehensive listing of all negotiation points, but a handful of areas where landlords or tenants may have regrets. Chances are your commercial lease is one of your most important business assets. Make sure you treat it that way! TK
ENTREPRENEURS BUILDING A HEALTHIER COMMUNITY Wellness Warriors
By CORINN GUEMMER
Topeka is home to a number of health and wellness businesses that prioritize healthy approaches to fitness, well-being and personal growth. From Heston’s Gladiator Academy’s mixed martial arts to Lava Yoga’s mindful movement and Topeka Sports & Family Chiropractic’s healing touch, these businesses offer fitness and well-being solutions for every need. Here’s a behind-the-scenes look at how these passionate local entrepreneurs are using mindbody wellness to grow a healthier community.
Photo by JOHN BURNS
Photos by JOHN BURNS
Thank you for your vision, excellence and dedication. Your legacy will inspire generations to come. Join us as we celebrate a remarkable career Retirement Party - honoringDan Foltz
CEO & Founder
Friday, January 31, 2025 2:30–6:30 PM Open House Kay’s Garden at the Topeka Zoo
Lava Yoga Topeka Relax, Stretch. Focus.
In 2012, sisters Leigh Granada and Beth Diehl decided to bring something different to Topeka’s fitness scene: hot yoga.
As personal trainers, they loved helping people reach their fitness goals but wanted to do it on a larger scale. Hot yoga felt like the perfect addition, not only for their clients but for their own routines.
“We knew running and weightlifting were only part of the picture,” Beth said. “When I tried my first hot yoga class while training for an Ironman in Arizona, I knew it was something special.”
Leigh agreed and the two jumped headfirst into the idea. “We had tried other yoga classes, but nothing really clicked for us,” Leigh said. “We used to run around Lake Shawnee in the middle of summer, then hop in the car and keep the windows up and the AC off just to build up a great sweat. When we experienced hot yoga, we knew it was something that we could easily add into our routines.”
After completing a month-long, 200-hour hot yoga teacher training in California, the sisters returned to Kansas, ready to open their studio.
MELTING AWAY STRESS
By January 2013, Lava Yoga was open for business. From that very first class, the response was overwhelming.
“We were so nervous,” Beth said. “We hoped some of our personal training clients would come, but we were shocked to see so many new faces on the first day!”
Twelve years later, Lava Yoga has become a fixture in Topeka and expanded to a second location in Lawrence, now led by instructor Carrie Mandigo.
The studios have cultivated a loyal following of students from all
Photo by JOHN BURNS
Leigh Granada and Beth Diehl Owners of Lava Yoga
walks of life. They offer classes every day of the year — even on holidays.
From the start, Leigh and Beth wanted Lava Yoga to be a welcoming space.
“We don’t have levels in our classes,” Beth explained. “Beginners and experienced yogis practice together. Everyone learns at their own pace.”
The heat, central to their classes, is one of the many features that sets Lava Yoga apart. The studio specializes in heated practices for most of its offerings, using warmth to help students relax, stretch deeply and focus on the moment.
“We want students to feel better when they leave than when they walked in,” Leigh said.
New students are welcomed with extra care. When someone is attending their first class, teachers take time to
explain how the sessions work, from warm-ups to water breaks.
“We make it clear that it’s okay to take extra breaks or modify poses. Even seasoned yogis sometimes spend an entire class resting in savasana,” Beth said, referring to the restful yoga pose in which a person simply lies flat on the mat. “We want everyone to feel comfortable.”
Lava Yoga’s sense of community, she added, is fostered by the students themselves.
“When someone new comes in and feels a little anxious, there’s always another student who steps in to offer encouragement,” Beth said. “It’s amazing to see those connections form.”
Another feature that sets Lava Yoga apart from other studios is its consistency. They’ve kept the same class
schedule and core group of teachers for years and students appreciate knowing exactly what to expect.
“It makes it easier for people to stick with yoga as part of their routine,” Leigh said. “That’s when you start to notice the real benefits.”
Hot yoga offers unique benefits. Physically, the heat allows muscles to relax, enabling deeper stretches and improved flexibility. It also boosts circulation, delivering oxygen-rich blood to the skin and muscles.
“One of the biggest changes we notice is how people’s skin glows after just a few classes,” Beth said.
For many, the mental benefits are just as significant. Hot yoga is a chance to step away from life’s stress and focus on breathing and movement.
by JOHN
Photo
BURNS
Students find their flow in the heat of Lava Yoga’s studio. The warmth not only enhances flexibility but also fosters a sense of calm and focus, reflecting the studio’s mission to help students leave feeling better than when they arrived.
“It’s hard for people to quiet their minds in today’s world,” Beth said. “But in our studio, with the heat and the quiet, you’re given a break from all the noise.”
The sisters hope every student leaves class feeling refreshed and accomplished, even if they didn’t know what they needed when they arrived.
THE HEAT IS ON
Running a yoga studio hasn’t been without its hurdles. Leigh and Beth both admit they’re more peoplefocused than business-minded, which made the early days a learning experience.
Leigh manages the bookkeeping and bill paying, while Beth keeps the studio’s equipment running — particularly the humidifier, which can be temperamental.
“We joke that it’s a beast to keep running, but it’s worth it,” Beth said.
Their ability to balance each other’s strengths has been key to their success.
“We talk daily and make most decisions together,” Leigh said. “It helps that our strengths complement each other rather than compete.”
The sisters’ favorite memories are of when they’re simply laughing together, whether over a funny mistake in class or the ups and downs of studio ownership.
“We’ve had so much fun figuring this out together,” Beth said.
STOKING THE FLAMES
Over the years, Leigh and Beth have added new and different offerings to Lava Yoga’s line-up. They recently added a sound bath class led by Monica Fowler, which focuses on selfregulation.
“We’re always looking for ways to make our studio a more well-rounded
place,” Leigh said. “These additions have been really popular with our students.”
At its core, Lava Yoga remains a place where students can feel safe and supported.
“As teachers, we’re just here to hold space for people,” Beth said. “There’s no right or wrong way to do yoga. It’s about learning to accept yourself and others.”
As they approach their 12th anniversary, Leigh and Beth say they’re grateful for the journey they’ve shared.
“We feel so fortunate to be part of this amazing community,” Beth said. “We couldn’t have done this without our teachers and students.”
The sisters are excited to keep growing Lava Yoga while staying true to its roots.
“It’s been an incredible experience,” Leigh said. “We can’t wait to see where the next 12 years take us.”
Photo by JOHN BURNS
Empower. Discipline. Strength.
heston’s
gladiator academy
Scott Heston has dedicated his life to martial arts. Starting with traditional martial arts training at the age of five, he quickly developed an interest in other styles, including boxing and wrestling.
Scott’s childhood home was a popular place for local fighters to spar and test their skills — so popular, in fact, that it wasn’t unusual for his father to run over stray mouthpieces while mowing the yard.
“I didn’t really envision a career in martial arts,” Scott said, “but after watching the movie ‘Bloodsport,’ I knew I wanted to fight in a no-holds-barred competition.”
Now the owner and head coach at Heston’s Gladiator Academy in Topeka, he’s turned his love for the sport into a thriving business.
A FIGHTER’S JOURNEY
Scott’s professional mixed martial arts (MMA) career includes competing in a Bellator MMA match, at the Kansas Star Casino where he gained valuable experience that elevated his credibility and reputation.
“It was great. Everyone was top-notch and took care of the fighters,” he said.
Coaching wasn’t a part of Scott’s vision. “I never really wanted to teach,” he admitted. However, life had other plans. Encouraged by a local boxing promoter, Scott embraced the role of an instructor and founded Heston’s Gladiator Academy in 2006.
His vision for Heston’s Gladiator Academy was clear from the start: to train the toughest fighters.
Photo by JOHN BURNS
Scott Heston Owner and Head Coach of Heston’s Gladiator Academy
Over time, he began offering classes for everyone in the community, not just competitive fighters. Today, the academy offers everything from MMA, boxing, Brazilian jiu-jitsu and even youth training course.
“Our goal is to help people achieve the goals they’ve set for themselves,” Scott said, emphasizing the importance of starting young. “We see kids’ confidence grow as they progress in our training.”
WELLNESS THROUGH MARTIAL ARTS
At its core, Heston’s Gladiator Academy is about empowering people to feel stronger. Not just physically, but mentally. For many of Scott’s clients, it’s a stress reliever that fosters discipline and focus beyond the gym.
“MMA training is not only a great workout, but you’re also learning selfdefense at the same time,” he said.
Even for those who don’t compete, Scott’s training standards are high. “If you’re disciplined enough to just show up, you will get results.”
“There’s something transformative about martial arts,” he said. “It’s about overcoming challenges, one step at a time. That mindset carries over to everything else in life.”
For Scott, one of the most rewarding aspects of running Heston’s Gladiator Academy is mentoring the next generation of fighters. Over the years, the academy has produced numerous champions, including two ISCF United States Champions.
Scott recalled one particularly memorable moment when his team
went undefeated at a Missouri promotion, earning the best team trophy. “Watching a fighter get their first win is my absolute favorite thing as a coach,” he said.
Scott and his wife Kelly’s three children, Kaidence, Taylie and Colt, also train at the academy. “Training and watching my kids compete is one of my greatest feelings as a coach and a father.”
A COMMITMENT TO COMMUNITY
Heston’s Gladiator Academy often collaborates with local businesses, fostering a sense of community among Topeka’s fight fans.
“Topeka is a fight town. People here always show up and support local businesses. We couldn’t do
it without them,” said Scott, who is proud to call Topeka home.
For him, community is about building connections. Gladiator Academy hosts events and workshops that bring people together, whether they’re seasoned fighters or newcomers.
“We’re here for everyone,” Scott said. “It’s not just about training, it’s about creating a place where people feel like they belong.”
BEYOND THE RING
Scott and Kelly also run Fear Zone, a popular haunted house attraction, and Monster Splat, an interactive experience where visitors can ride in a Jeep and shoot glow-in-the-dark Orbeez tracer rounds at actors dressed as monsters.
These seasonal, Halloween-themed ventures reflect the couple’s creative approach to doing business.
“We’ve had a wide variety of actors work for us at Fear Zone, from teenagers and theater students to Marines and former special operations personnel,” Scott said.
Despite the seasonal nature of these businesses, they’ve become a beloved annual tradition.
Scott hinted at another business venture on the horizon, but the details remain under wraps. “We’re very happy with the way Gladiator Academy is currently going,” he said.
FIGHTING FOR MORE
Scott is also gearing up for his next big fight this January at Memorial Hall in Kansas City. Balancing coaching, fighting and business ownership isn’t easy, but he lives for the challenge.
“It can be tough to juggle everything,” Scott said, “but I wouldn’t have it any other way.”
Photo by JOHN BURNS
Photo by JOHN BURNS PHOTOS SUBMITTED
Back row (L to R): Scott Heston, Colt Heston, Ulises Armendariz, Kaidence Heston, Taylie Heston, Jacob Clark, Aiden Potts, Ethan Hacker, Lorenzo Estrada, Scott Walthall, Ashleigh Tillman and Jeannie Freed.
Front row (L to R): Gabriel Hernandez, Garyn Kickhaefer and Andrew Espinoza.
Scott and Kelly Heston’s talented actors bring nightmares to life at Fear Zone and Monster Splat – where you can face your fears or fight them off.
Topeka Sports & Family Chiropractic Relief. Rehabilitation. Prevention.
At Topeka Sports & Family Chiropractic, two local chiropractors are offering not just pain relief, but a comprehensive approach to health and wellness.
Dr. Stephone Stephens, DC, CCSP®, CSCS, who grew up playing sports at Seaman High School, returned to his hometown of Topeka after getting his doctorate at Cleveland Chiropractic College.
“I wanted to understand the human body inside and out,” Stephens said. “Whether it’s pain relief, rehabilitation or helping someone prevent an injury, my goal has always been to support people in living healthier, more active lives.”
Stephens is certified in active release techniques (ART), functional movement systems (FMS), dry needling and fascial movement taping, among others. His colleague, Dr. Philip Webb, DC, CCSP, took a slightly different path to chiropractic care. He was a flight school trainee who spent seven years as an activeduty member of the United States Army, which included two deployments.
It wasn’t until Webb was stationed at Fort Riley, Kansas, that he took an interest in movement science.
“I started coaching at a functional fitness gym and realized how much I enjoyed helping others move better and feel stronger,” Webb said. “That’s what led me to chiropractic, it was a natural next step.”
Photo by JOHN BURNS
Dr. Stephone Stephens, DC, CCSP®, CSCS and Dr. Philip Webb, DC, CCSP
Topeka Sports & Family Chiropractic
After earning his doctorate at Cleveland University-Kansas City, Webb — an Olympic weightlifting coach whose certifications include ART, functional and kinetic treatment with rehabilitation (FAKTR) and dry needling — joined Stephens’ practice in May of 2021.
FUNCTIONAL MOVEMENT FOR A FUNCTIONAL LIFE
The doctors behind Topeka Sports & Family Chiropractic, which opened
in 2015, share a common goal: help patients achieve pain relief and prevent injuries.
“We’re not just here to address acute or chronic pain,” Stephens said. “Our goal is to provide a foundation for long-term health. That includes proper rehabilitation, injury prevention strategies and education on movement and strength.”
They offer everything from rehabilitation services to injury prevention and nutritional advice. The
clinic is known for their emphasis on “functional movement,” a patientfocused approach that looks at whole-body movements to identify patterns that could lead to pain or injury.
Every patient at Topeka Sports & Family Chiropractic undergoes a personal assessment before receiving a customized care plan to help them reach their goals, whether that’s seeking relief from pain or staying active and injury-free.
by JOHN BURNS
Photo
Stephens and Webb agree that chiropractic adjustments are vital for enhancing overall movement, reducing inflammation and restoring the body’s natural alignment. Adjustments can have far-reaching benefits, they said, such as improving nerve function and optimizing performance for both athletes and everyday patients.
Rehabilitation is just as valuable, the doctors said. It can address imbalances, build strength and teach proper movement mechanics to prevent injuries. With options like dry needling for targeted muscle relief and strength screenings for customized injury prevention, the clinic hopes their wellrounded approach to wellness will help patients achieve long-term health and resilience.
It’s all part of the team’s broader mission to help the community live healthier, more active lives.
THE CHIROPRACTORS NEXT DOOR
For Stephens, coming home to Topeka to practice chiropractic care feels full circle. “It’s rewarding to be able to give back to the community that gave me so much growing up,” he said.
Webb, too, has found a sense of belonging in Topeka. “This is where I’ve built my career and my life and I’m proud to serve this community,” he said.
Both doctors are passionate about staying involved beyond the clinic. Whether through partnerships with local fitness organizations or participating in community events, they’re eager to make a positive impact on the health and wellbeing of their neighbors.
“We want people to know that they’re in good hands when they come here,” Webb said. “Whether it’s getting out of pain or staying active and healthy for years to come, we’re here to help.” TK
Photo by JOHN BURNS
Topeka Sports & Family Chiropractic offers everything from rehabilitation services to injury prevention and nutritional advice.
By ARIEL LUDWIG, LSCSW, LCAC
Outpatient Services Manager & Navigate Manager
Valeo
Behavioral Health Care
Conversations about mental health in the workplace have become more common as organizations identify internal and external challenges impeding employee productivity. With rising public awareness and acceptance of mental health, workplaces are also trying to evolve practices to provide a spectrum of support to their employees who may face hardships.
According to the National Alliance on Mental Illness (NAMI) 2024 Health Poll, mental health is more of an open topic, as 74% of survey participants suggested there is relevance in discussing mental health concerns in the workplace1. This number has increased from earlier surveys administered by NAMI.
Healthy Me, Healthy Us
WHY DOES MENTAL HEALTH MATTER IN THE WORKPLACE?
Mental health affects how employees think, feel and behave. A positive mental state facilitates stronger performance, maintains pro-social relationships and promotes effective problem-solving. Productivity and performance are critical drivers for organizations. When an employee is anxious, depressed or stressed, it can reduce focus, creativity and efficiency. Addressing such obstacles allows employees to reach their potential and satisfy organizations.
Organizations with a mentally healthy workforce experience lower absenteeism, reduced turnover and higher morale2. Moreover, supporting mental health in the workplace demonstrates that an organization values its employees beyond their professional contributions. It fosters trust, loyalty and nurturance.
COMMON WORKPLACE CHALLENGES IMPACTING MENTAL HEALTH
Some notable contributions can cause a decline in one’s mental health when evaluating workplace challenges. Some of these contributions include stress, burnout, anxiety, depression and isolation. Tight deadlines, heavy workloads and high expectations are sources of workplace stress and, over time, can mentally hemorrhage employees’ mental faculties. Prolonged stress can lead to burnout. Symptoms of burnout include fatigue, physical exhaustion, skepticism and underachievement.
Anxiety and depression may present for an employee when they feel taxed by workplace pressures, feel insecure about their position and have interpersonal conflicts. Some staff may even find themselves suffering generalized anxiety where they feel immense unease throughout not just the workday, but
all day, and this impacts one’s general physical health as well3.
Furthermore, it is not unheard of to witness remote isolation from an employee struggling with their mental health. Isolation produces feelings of loneliness, shame and guilt from its physical detachment. When an employee suffers from mental health problems, their job performance declines — collaterally, coworkers may have to compensate for the workload loss. Employees may also experience or engage in negative commiserating. The additional pressures placed on others can result in a snowball effect of declining mental health for more staff.
STRATEGIES TO SUPPORT MENTAL HEALTH IN THE WORKPLACE
To the good, there are ways in which we can help staff cope with their mental health. One of the best ways is to promote an open culture. Find a way to hold discussions about mental health. Doing so can reduce the stigma around it. Leaders can model vulnerability from their own experiences, too. Create a triage of support by having a safe space.
Organizations can also provide resources, such as creating awareness of access to employee assistance programs (EAPs). EAPs offer various services, such as mental health counseling and staff training. Frequently, EAPs can tailor a program for the employee or the company more broadly.
Promoting work-life balance is equally important. Try offering flexible scheduling and encouraging regular daily breaks, particularly for employees who feel overwhelmed but do not take breaks. That consistency of working and taking breaks can do wonders for those struggling.
Breeding a culture of respect is helpful. Find ways to make employees feel valued, heard and validated for their thoughts and feelings. Make time for your staff. Meet with them
regularly, especially if you notice they may be struggling. Let them know you care.
Educate and train around different mindfulness strategies. Mindfulness practice takes little time. For instance, incorporate deep breathing before, during or after a meeting. One could go on a mindful, slow-paced walk. Some organizations have found it helpful to organize mindfulness groups for their staff. For some good tips on mindfulness activities in the workplace, visit the website Positive Psychology at www.positivepsychology.com. There are many tools and ideas for how to use mindfulness4.
Reward employees for good work. Recognizing achievements boosts morale and creates a sense of belonging through positive reinforcement.
BENEFITS OF PRIORITIZING MENTAL HEALTH
Mental health can be a priority in the workplace. Employees can thrive in such a culture of support and organizations reap the benefits of thriving employees. Appreciating one’s welfare creates a safe space for employees. Making work a sanctuary allows personal matters to not compound with work.
When we foster such support, we give the employee an outlet to get help and feel safe. Work is a large part of our lives, so if an organization can make time to support staff, that support will pay for itself. TK
INDICATORS OF A MENTALLY HEALTHY WORKPLACE
How will a company know if they have created a mentally healthy workplace? Look for the following indicators:
• Employees report feeling valued and supported by others.
• Open communication and trust exist among team members.
• Reduced absenteeism and turnover rates.
• Employees feel comfortable asking superiors about their responsibilities.
• A sense of collaboration exists.
• Employees are made aware of EAPs, which they can access in confidence.
• Work-life balance and mental health are part of the employee’s review or supervision.
Footnotes
1. The 2024 NAMI workplace mental health poll. (2024). NAMI. https://www.nami.org/Support-Education/Publications-Reports/Survey-Reports/The-2024-NAMI-Workplace-Mental-Health-Poll/
2. Novotney, A. (2010, December). Boosting morale. American Psychological Association. https://www.apa.org/monitor/2010/12/morale
3. American Psychiatric Association. (2022). In Diagnostic and statistical manual of mental disorders (5th ed., text rev.).
4. Ackerman, C. (2017, January 18). 22 mindfulness exercises, techniques & activities for adults. Positive Psychology. https://positivepsychology.com/mindfulness-exercises-techniques-activities/
PHOTO
Washburn University Alumni Association and Foundation President Marshall Meek
Washburn University President JuliAnn Mazachek
WASHBURN FOREVER
By LISA LOEWEN
Since its founding in 1865, Washburn University has sought to provide students with quality education that is accessible, affordable and adaptable. While Washburn quietly endeavored to achieve those goals for 160 years, the efforts of the last five years have generated results that have staff, students and alumni raising their voices in thunderous support.
When Dr. JuliAnn Mazachek returned two years ago to serve as Washburn’s new president, she brought with her some bold new ideas for how to accelerate growth and set the university on a path toward continued success.
“I served at Washburn for 30 years before I came back,” Mazachek said. “Based on my history here, combined with my passion for Washburn, I came in with some ideas on areas I wanted to engage with.”
However, Mazachek knew good ideas only become great ones if you let others contribute. They went through an extensive participative strategic framework process with key stakeholders — faculty, staff, students, alumni, donors and community members — to identify the vision for the future of Washburn University and outline key priorities that aligned with its core values and founding principles.
That collaborative process resulted in a bold strategic plan developed simultaneously with a campus master plan to outline the physical improvements on campus, coordinated under one comprehensive fundraising campaign: Forever Washburn.
The creation of an overarching fundraising campaign to meet scholarship, educational, student opportunity and physical improvement goals gives faculty, students, alumni, donors and community members a more complete picture of the vision for Washburn.
“Because they are so integrally tied together, people know that their gift is going to move Washburn forward because they understand how it fits into the vision,” Mazachek said.
“There is a place to contribute no matter what the size of your gift is and know that it is going to make a difference.”
THE CAMPAIGN’S FOCUS: FOUR FOUNDATIONAL PILLARS
$65 Million Scholarships and Student Opportunities
$80 Million
$80 Million Real-World Learning and Service
$25 Million
Alumni Association and Foundation President Marshall Meek said the timing for this campaign is perfect, as Washburn is building strong momentum through its small class sizes, personalized educational experiences and realworld opportunities that empower graduates to succeed.
“We have always had very active and engaged alumni who are incredibly generous,” Meek said. “They know the potential Washburn has to change the trajectory of someone’s life because they have experienced it.”
That shared experience, he added, has inspired donors eager to give back to Washburn. With the university’s new leadership, bold and ambitious projects and initiatives like the Shawnee County Promise and Shawnee County Thrive Scholarships, alumni and donors are more excited than ever about the university’s future.
That shared experience, he added, kept donors hungry for a way to give back to Washburn. Alumni and donors are more excited than ever before about the university’s new leadership, new scholarship programs and fresh vision for bold, ambitious projects.
“The idea behind Forever Washburn was not to create a list of projects or metrics, it was to create a decision-making framework that outlined the priorities for Washburn over the next decade and give donors a way to support those priorities,” Meek said. “Forever Washburn has something that attracts every donor because each pillar of the campaign directly benefits students.”
With the implementation of initiatives funded through the Forever Washburn campaign, Mazachek said she anticipates the university will grow its enrollment by another 1,000 students. However, she emphasized that this growth will be intentional and strategic to ensure the university stays true to its mission.
“While growth is important, we will be careful to never outgrow what makes Washburn special,” Mazachek said.
The Forever Washburn campaign was created to build on the promise of helping students find success by breaking down financial barriers, providing them opportunities to thrive and creating a space where they feel welcome and empowered.
THERE’S NO LIMIT TO WHAT WE CAN DO.
No matter what your goals are, every aspect of the Washburn experience is designed to help you find the right path and mak e your dreams attainable. As a public uni ver sity, we tak e pride in serving our students — and our community. When Washburn students thri ve, Topek a and Shawnee County thri ve, too. We’re dri ving success for students and for the place we call home. It’s a great time to be an Ichabod.
PILLAR #1 FOREVER WASHBURN BUILDINGS AND OPTIMIZING SPACES
By KIM GRONNIGER
Forever Washburn plans to invest $65 million in contributions toward new and repurposed campus structures to build community through optimized spaces. Three major projects reflect the university’s intentions: Advisors Excel Hall, Lee Arena and the Washburn University School of Law.
ADVISORS EXCEL HALL
Washburn alumni and Advisors
Excel
founders Cody Foster, left, and David Callanan, right, stand in front of Henderson Hall, soon to be renamed Advisors Excel Hall.
Advisors Excel, an independent marketing organization for financial professionals, is led by founders Cody Foster and David Callanan, both Washburn University alums.
Foster said the company’s decision to make a lead gift to renovate Henderson Learning Resources Center was out of a desire to attract talented students to the company and the community. Its strategic alliance with the university is a homegrown success story: eight of its 13 senior executives graduated from Washburn.
Henderson Learning Resources Center will be renamed Advisors Excel Hall, which Foster said will increase familiarity with the company’s brand and assist in recruiting new employees.
“During the past few years, people have started to realize that the success and growth of the university and Topeka
are linked,” Foster said. “We’d like to see Washburn double in size. If you look at things happening in this community, many of the people doing the work have ties to the university.”
Given the vitality of Topeka’s business community and capital city status, Foster said Washburn University has the potential to be one of the best business schools in the state for students who want to get a good job after graduation — not only because of their education, but also because of the connections they can make with companies and government agencies while they’re still in school.
“No other business program has this much access to future employers except for Wichita State University,” Foster said. “Washburn and the
Topeka business community locking arms will lead to greater growth for both.”
Security Benefit sponsored the atrium for Advisors Excel Hall.
Security Benefit’s CEO Doug Wolff said the company has been a long-time supporter of Washburn University. They’ve hired many of its graduates and have “a successful and strategic partnership with Advisors Excel” to help people save for retirement.
“Our investment in this project complements our philanthropic commitment to education and our passion for workforce development,” he said. “The new classrooms and collaborative spaces will encourage engagement and creative problemsolving to prepare students for career success in constantly evolving industries, including ours.”
LEE ARENA
The Capitol Federal Foundation has partnered with Washburn University on several projects over the years — the Living Learning Center, Stoffer Science Hall, the 150th anniversary campaign and the Leadership Challenge Event — but more recently, it’s the university’s athletic programs that resonate with the company.
Capitol Federal’s $1 million gift to renovate Lee Arena follows sizable contributions to refurbish Whiting Fieldhouse, upgrade the Gahnstrom Field softball complex and build an indoor athletic facility for track, field and football training.
Phase One of the Lee Arena project, unveiled in November 2024, involved creating the CapFed Champions Suite on the north end of the court. The suite features comfortable seating for watching basketball or volleyball
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Phase One of the Lee Arena project involved creating the CapFed Champions Suite on the north end of the court.
“Washburn academics and athletics have been a great fit for [Capitol Federal Foundation] as opportunities have continued to evolve.”
— Tammy Dishman President Capitol Federal Foundation
games, a dining area and an upperlevel viewing deck.
Tammy Dishman, president of the Capitol Federal Foundation, said the new space will also be used for meetings and special events.
“We have a long history with Washburn and have developed strong relationships with former president Jerry Farley and current president JuliAnn Mazachek, as well as special relationships with coaches and students through our annual scholarship program,” she said. “Each year we award eight scholarships and attend a luncheon where our trustees and university representatives meet the athletes, who are always so grateful for the support.”
Dishman said education is a focal point of the Capitol Federal
Foundation. Since the company is headquartered in Topeka, its investment in the hometown university benefits customers and Washburn supporters.
“Washburn academics and athletics have been a great fit for us as opportunities have continued to evolve,” she said. “We’ve received many thank yous for our financial support.”
Dishman is heartened by the 2024 increase in freshman enrollment, as well as the university’s transition over the years from a largely commuter school to one where students from across the state and country are seeking an education.
“It’s so important for Topeka to have a robust university and we’re glad to play a role in continuing the momentum,” she said.
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Capitol Federal President John Dicus speaks at the November 2024 unveiling of the CapFed Champions Suite, part of the $1 million Lee Arena renovation. The gift builds on Capitol Federal’s support for Washburn athletics, including upgrades to Whiting Fieldhouse, Gahnstrom Field, a new indoor facility and annual scholarships.
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Laird Noller | Kalispell, MT
WASHBURN UNIVERSITY SCHOOL OF LAW
Wichita native Jennifer Sourk had a couple of high school mentors who inspired her to pursue a legal career. When Washburn University offered the highest scholarship, she moved to Topeka, ultimately earning a bachelor’s degree in 2002, a juris doctorate in 2005 and an MBA in 2008.
Sourk, now general corporate counsel for Midwest Health and a vice chair of the Washburn Board of Regents, had contemplated pursuing her legal education elsewhere. She visited several schools that offered modernized spaces and better amenities than Washburn School of Law. Although the former law school “lacked the grandeur the new building has,” Sourk stayed with her alma mater.
Scholarships, location and other factors influence which law school a person chooses, but Sourk said amenities also play a role. A donor, she praised the new building’s classrooms, study spaces and convenient integration of the onsite Washburn Law Clinic, providing students with real-world experience and easier access for student and faculty interaction.
Noting that the Washburn School of Law is often the first thing people learn about the university, Sourk said, “The pride we take in adapting campus buildings to students and their evolving needs is so important. Environmental
“The pride we take in adapting campus buildings to students and their evolving needs is so important.”
— Jennifer Sourk
General Corporate Council
factors are also essential for recruiting and retaining high-quality faculty. The new law school offices are beautiful and much different than the small, dark spaces faculty had in the old building.”
During her law school years, Sourk clerked for a local attorney and built a network that made Topeka an easy career choice after graduation.
“I did my due diligence and checked out other markets, but after spending so many years in Topeka, the city became my preference because I had already put down roots and had access to so many opportunities,” she said.
Sourk said the new building — in conjunction with the university’s program that allows undergraduates to forego their senior year and start law school earlier — should encourage more enrollment for both undergraduate degrees and juris doctorates.
“Kansas has a shortage of rural lawyers and being able to reduce the financial burden and the time spent in school makes it more attractive for people considering a legal career,” she said. “And once they complete their studies, they will choose to stay in Kansas and serve their community, just as I did.”
Midwest Health
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PILLAR #2 FOREVER WASHBURN SCHOLARSHIPS AND STUDENT OPPORTUNITIES
By LISA LOEWEN
Washburn has always sought to make a college education accessible to anyone who wants and is willing to put in the effort to obtain it. Even as they work to steadily increase enrollment, the intention to keep access open for all remains.
The Forever Washburn campaign seeks to raise $80 million to increase scholarship and student opportunities. Once those additional need-based and merit scholarships have been funded, the goal is to then increase the amount of privately funded scholarships given to Washburn students by more than 50%, exponentially expanding student access to financial assistance.
Dr. Alan Bearman, vice president of strategic enrollment management and dean of student success and libraries, said that Washburn is ranked #5 in the country for low student debt. With the help of the Forever Washburn campaign, it aspires to be ranked #1.
“Forever Washburn means more scholarships available. More scholarships mean less debt. Less debt means students can work fewer hours. Fewer work hours
mean more hours for them to focus on experiential learning, which is pivotal in their decision-making process,” Bearman said.
First-year student Hailey Warren says the scholarships available to her as a Shawnee County resident played a pivotal role in her decision to attend Washburn.
“When my teachers at Topeka West explained the Shawnee County Thrive Scholarship and other scholarships available to me, it didn’t make sense to go anywhere else.”
Hailey Warren Student Washburn University
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Vice President of Strategic Enrollment Management Dean of Student Success and Libraries
“Originally, I was planning to attend Emporia State,” Warren said. “But when my teachers at Topeka West explained the Shawnee County Thrive Scholarship and other scholarships available to me, it didn’t make sense to go anywhere else.”
While the scholarship opportunities enticed Warren to stay in Topeka for her college education, she says the smaller class sizes with more personalized attention from professors reinforced that she made the right choice.
“I think college freshmen sometimes struggle with how to talk to professors or where to go for help,” Warren said. “I have never felt that way at Washburn.”
In the last two years, Washburn has seen significant growth in enrollment overall, but the largest increase has been from students who hadn’t originally planned to go to college because of financial constraints. Scholarships made it possible for them to afford to go.
“Young people are hesitant to take on debt right now and are focused on careers where they can make more money,” Bearman said. “If you offer them a pathway that is almost debt free, they are more likely to choose careers where they feel they can make a difference, like teachers or nurses.”
Dr. Eric Grospitch, vice president of student life at Washburn, said that by offering additional needs-based and merit scholarships, Washburn is creating
support for students who want to stay and learn in Shawnee County. More than 50% of Washburn students are first-generation college students.
“When we looked at the numbers, at who the majority of our students are, we found that the number of locally grown kids is pretty significant, so it just makes sense to incentivize them to stay here for their education,” Grospitch said.
However, attracting quality students is just the beginning. The real test for any university is how well they retain those students through graduation.
Bearman said the key to student retention is information. Washburn has committed significant resources to its First Year Experience program to help establish standards for information literacy.
“We want to serve students from their first steps on campus until they walk across the commencement stage,” Bearman said.
From the moment a student enrolls at Washburn, they begin their information literacy journey. All freshmen live in dorms and are part of dedicated learning communities designed to bring students with similar experiences and goals together.
During their first semester, students enroll in WU 101, a class that not only provides students with tools on how to be successful in the classroom but also gives them avenues to network with advisors, library personnel, peer advisors and others.
“Every section of WU 101 is designed to help students find their person, so they have an advocate they maintain throughout their tenure at Washburn,” Bearman said. “Different sections of the class are dedicated to specific student needs — honors students, first-generation students, health sciences majors. Each one focuses on how you find the information you need and then how you use it once you find it.”
To make access to information even easier for students, Washburn recently relocated several services into the Plass Building, which formerly housed the law school. Now the library, study abroad, tutoring, writing labs, study rooms and
center for student success and retention are all under one roof.
“Having all of those services in one location just makes sense for students,” Bearman said. “And it doesn’t hurt that it has a giant parking lot.”
The investment in helping new students acclimate to college has paid off. Washburn has seen its graduation rate increase by 20%.
In addition to making a college education accessible and affordable, another reason for Washburn’s improved retention is the many opportunities for students to get involved on campus and engage with the community. Funding from the Forever Washburn campaign will be used to create a more vibrant student environment on campus.
Student life involves everything outside of the classroom. Whether it’s housing, student health services, counseling, involvement opportunities or extracurricular activities, students thrive when their needs are being met.
“Think about Maslow’s Hierarchy of Needs,” Grospitch said. “We all need shelter, food and safety to survive. That is what the scholarships provide. Once students no longer have to worry about those basic needs being met, they are in a position to start being educated. That
“We found that the number of locally grown kids is pretty significant, so it just makes sense to incentivize them to stay here for their education.”
Dr. Eric Grospitch Vice President of Student Life Washburn University
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Dr. Alan Bearman
Washburn University
want to serve students from their first steps on campus until they walk across the commencement stage.”
is when they really start to thrive.”
First-generation college student Tyler Haywood is one of those thriving students who has found his home at Washburn. As a forensics investigation major, Haywood admits that having the KBI building on campus was the primary reason he considered attending Washburn. However, it was the welcoming atmosphere he felt the first time he stepped foot on campus that solidified his decision.
“The scholarships I have received mean I don’t have to stress about juggling courses and work.”
“I love the small campus and the smaller class sizes,” Haywood said. “Every time I walk across campus, I run into someone I know.”
Haywood said he appreciates Washburn’s small class sizes where professors know students by name and seem genuinely interested in his success. He also attributed much of his success to his first-year experience at Washburn.
“I lived in a dorm that had a learning community dedicated to first-generation students,” Haywood said. “There were about 25 of us that lived together in the same hall. From the moment we moved in, we were part a community that shared similar experiences, complete with a faculty member who had also been a first gen student. We knew we were not alone and we had resources to help us figure things out.”
Along with several scholarships, Haywood was given the opportunity to work on campus and become involved with several organizations. He became a resident assistant his sophomore year, taking over the responsibility of leading the learning community for new first-generation students. As a junior, he is now the lead resident advisor (RA) of his dorm, a student assistant in the Center for Student Life, a peer educator in a section of WU 101 and is in the process of applying for an internship with the KBI.
“The scholarships I have received mean I don’t have to stress about juggling courses and work,” Haywood said. “It also frees me up to be involved with a lot of different things on campus.”
Haywood said he is excited to see everything that’s happening across campus and he hopes to still be around when the master plan is complete.
“Ideally, my dream would be to stay right here in Topeka and work in the KBI lab on campus,” Haywood said.
Tyler Haywood Student
Washburn University
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PILLAR #3 FOREVER WASHBURN PROGRAMS AND TEACHING EXCELLENCE
By LISA LOEWEN
When you ask students and alumni what makes Washburn special, their answers have a common theme: the personal attention they received from professors who genuinely cared about their success.
With $80 million earmarked for programs and teaching excellence, Washburn is making an investment in its education offerings to help its professors continue to provide students with personal attention and experiential learning opportunities.
Marshall Meek, president of the Washburn University Alumni Association and Foundation, said the donations received from the Forever Washburn campaign will establish endowed chairs and deanships to give departments and professors added flexibility to incorporate more practical and hands-on instruction for students.
“When we talk about funding faculty support, this isn’t about raising money to pay their salaries,” Meek said. “It is about giving professors the ability to say ‘yes’ to opportunities to make learning experiences better for students.”
Washburn’s Pitch Competition is a prime example of this type of practical, experiential learning opportunity.
“Anyone can go to a university and take a class in entrepreneurship and create a business plan,” Meek said. “But at Washburn, you can take that class and then compete in the Pitch Competition where you have the opportunity to win $10,000 to actually go start your business.”
This type of program support fund, one that builds on the basic curriculum, is what sets a Washburn education apart from other higher education institutions.
In addition to allowing professors to incorporate more hand-on learning, the Forever Washburn campaign will also help Washburn professors maintain the teaching excellence for which the university is known. Private dollars can create faculty awards to incentivize teaching excellence and offer more opportunities for faculty development.
While Washburn is committed to superior education across all fields of study, it’s
A Washburn nursing instructor leads hands-on training, reinforcing the vital partnership between Washburn University and Stormont Vail Health to address the growing demand for skilled health care professionals.
most in-demand programs include business, health care, applied studies and technical trades. Capitalizing on this demand, Washburn aims to double the enrollment in the School of Business with state-of-the-art facilities and practical learning opportunities.
Instead of separate schools for nursing, applied studies or health
care technical certifications, Washburn plans to create a unique health care learning experience by realigning its programs to create an interprofessional health care education that simulates real-world environments.
Meek said that under this new alignment, students in those programs can come together under
one roof to operate similar to how the medical community does in the real world.
He added that Washburn has always been a leader in preparing students for successful careers and that this campaign will keep the university’s programs and teaching excellence on the forefront of education.
PILLAR #4 FOREVER WASHBURN REAL-WORLD LEARNING AND SERVICES
By KIM GRONNIGER
Whether it’s a person seeking a technical education or a company looking for training expertise to keep employee skills sharp, Washburn Tech is pivotal in shaping workforce development in Shawnee County.
Scott Smathers, dean of Washburn Tech, said the Forever Washburn campaign will assist the school’s efforts in three significant ways: provide scholarships that make it possible for more students of all ages to enroll in its programs; expand lab spaces to enhance learning environments and introduce new offerings; and allocate additional funding to recruit and retain experienced instructors.
BUILDING A SKILLED WORKFORCE
Technical education has undergone a renaissance in recent years. Many people now recognize hands-on learning as an excellent career entry point — not only for high school students but also for individuals who want to enhance their skills or switch industries.
“In some of our programs, students often make $50,000 after graduating with the potential to earn six-figure salaries as they progress in their careers,” Smathers said. “If they decide to pursue a bachelor’s degree at a later day, they are well-positioned to do that through Washburn University, where they can qualify
for financial aid or seek reimbursement from employers who offer tuition assistance programs.”
Smathers said experimenting with technical education helps students determine whether a career is right for them before investing time and money into an occupation they won’t enjoy.
In June 2019, Washburn Tech opened an east campus to increase access to its programs and is finishing the construction of the facility’s second floor.
East campus participation in GED and English as a second language (ESL) classes has increased, in part because of Ukrainian students who relocated to Topeka to escape the war with Russia.
“We have about 85 students enrolled in our ESL program and maintain a waiting list,” Smathers said.
Washburn University announced in December that it would further expand educational opportunities by converting a former Kmart in North Topeka into its new manufacturing institute.
Washburn Tech’s Business and Industry Advisory Committee, comprising representatives from many Topeka companies, is a critical
component for developing a highly qualified workforce in the capital city.
“We work hand in hand with our company partners to customize our curriculum to address their evolving needs, especially as technology changes,” Smathers said. “They know that they’ll be able to recruit employees who are ready to go on day one.”
Smathers said Forever Washburn will assist Washburn Tech in cultivating and retaining experienced staff.
“We’re blessed to have really good instructors, and Forever Washburn will help us continue to invest in their growth, as well as our students’ growth,” he said.
CULTIVATING LIFELONG CAMPUS RELATIONSHIPS
James Barraclough, director of Washburn University’s Career Engagement Office, is striving to solidify lifelong connections to the university for students and company partners.
Barraclough said experiential learning is a new focal point for his office. It complements other student immersion opportunities, such as the honors program, the study abroad program and the Aleshire Center
for Leadership and Community Engagement. The development of local internship programs will provide additional opportunities for applied practical learning.
“We’re trying to connect with students and employers earlier than in the past,” he said. “From the beginning, we want to be more proactive in letting students know that they have opportunities for internships and then post-graduate employment here in Topeka.”
Barraclough visits with employers to determine their needs. He also works to bridge the gap between businesses while aligning with the university’s strategic framework and priorities to accelerate collaborative partnerships in the community.
Career engagement team members partner with the First Year Experience program to present information about the office’s resources and encourage participation in fall and spring career fairs. They also help students reflect on their majors and aspirations as they progress through their courses.
“If students are majoring in English or history or any field of study, we ask them what they
In 2019, Washburn Tech opened its east campus to increase access to its programs and is currently finishing construction of the facility’s second floor.
Washburn Tech professors mentor students, highlighting the school’s vital role in workforce development.
The Forever Washburn campaign expands scholarships, lab and instructor recruitment.
want to do with their degree,” he said. “We’re planting seeds earlier so they can envision a path that will help them later in their search for a job or a graduate school.”
Additionally, Barraclough said he and his team work with students to develop workplace competencies around technology platforms and communication strategies that will complement the knowledge Washburn graduates bring to their future employers.
Although Barraclough began his new role as director in early 2024, he has already implemented drop-in hours for students. He has also created an ambassador program to handle routine inquiries about resumes and Handshake, an online platform that connects students with internships and jobs.
“Our student ambassadors provide immediate support and schedule appointments for questions that require
more discussion,” he said. “They’ve been a great resource for sharing who we are and how we can help.”
The Career Engagement Office also collaborates with the Greater Topeka Partnership to promote local opportunities with its members through the Handshake platform. A recent Hire Local campaign details how employers can use the system to assist with their recruitment needs.
“We’ve adopted a holistic approach to partner with students from when they first arrive on campus and then through graduation and beyond,” Barraclough said. “Creating campus and community relationships and opportunities that connect students to Topeka serves both the university and the city well.”
CREATING AN AFFINITY FOR THE CAPITAL CITY
Rhett Flood, executive director of Forge Young Talent, works closely
with Washburn University to introduce each year’s influx of new students to the capital city’s attributes.
“Our Forge members put their best foot forward to share opportunities for employment and entertainment, beyond the campus, to integrate students into the community so they might consider staying in Topeka after graduation,” Flood said.
At the end of the university’s Welcome Week festivities, Forge hosts an annual Forge Fest concert to introduce students to downtown nightlife.
In collaboration with the Career Engagement Office, Forge young professionals help acclimate students to potential opportunities at fall and spring career fairs by “coaching them on how to introduce themselves and interact with employers,” Flood said.
Forge also works with the Career Engagement Office on a Hire Local partnership that connects students with companies offering employment and internship opportunities.
Flood believes Forge’s interaction with Washburn University students will persuade many to pursue careers in the capital city after graduation, growing Topeka’s population.
“Once people get plugged into Forge’s network of young professionals, they get to do neat things, make some cool friends and potentially meet their future partners,” Flood said.
He knows the pull of the network firsthand. A native of Independence, he attended a tourism conference that led to a Visit Topeka internship. He lived on his brother’s couch for a time while he worked for the organization and familiarized himself with the city’s offerings.
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Washburn University and Stormont Vail Health collaborate on what nursing students are experiencing in order to provide mentorship and clinical opportunities to complement their academic work.
“I initially came for the opportunity and because my brother lived here, but I got involved and now I’ve been a Topeka transplant for eight years,” he said. “I love everything that’s going on in Topeka and this is home now.”
COLLABORATING FOR HIGHQUALITY HEALTH CARE
Stormont Vail Health requires top talent to maintain its Magnet designation, an achievement that recognizes excellence in nursing and high-quality patient care.
Although Amy Kincade, chief nursing officer for Stormont Vail Health, focuses predominantly on nursing excellence in her role, she said caring for patients and ensuring safe, high-quality care requires a strong interdisciplinary team striving for excellence in all they do.
“In addition to nurses, we rely heavily on allied health professionals, social workers, physical and occupational therapy assistants and other professionals, many of whom have certifications or degrees from Washburn,” she said. “We’re excited to hear that Washburn’s freshman class grew by 27% this year because many of those students will go into health care fields, stay local and come work for us when they graduate.”
Collaborating with Washburn University’s nursing program is imperative as aging baby boomers translate to a higher demand for health care services, Kincade said. She noted that the nursing workforce has not rebounded completely from the pandemic.
She said this shift is occurring as enrollment across the state’s nursing programs has dropped about 38%.
“Nurses are retiring at a rate faster than we can fill their positions, so with fewer people entering the field it’s extremely important and valuable to be at the table with Jane Carpenter [dean of Washburn University’s School of Nursing],”
Kincade said. “I can share my realworld lens and she can share what’s happening on the academic side to prepare nurses. We’re not just working together on paper but face to face to help all students, from licensed practical nurses to nurse practitioners, to help support all areas of nursing.”
Acknowledging that one-on-one relationships between hospitals and universities aren’t really the norm, Kincade said, “We’re grateful that in Topeka we can share with one
another what students are experiencing and how we can provide mentorship and clinical opportunities to complement their academic work.”
Kincade said that although the pandemic precipitated a nursing shortage, it has also spurred discussions about how the hospital can be more flexible with its care model, especially with students requiring clinical experience who may not be able to undertake a typical 12-hour nursing shift.
“We’re looking for ways to better accommodate students, even high school students, who may be curious about nursing as a profession,” Kincade said. “We’d like to see every nursing school seat across the state be filled.”
The impact of the Forever Washburn campaign is already being felt across the university and beyond. From expanded scholarships to cutting-edge facilities, the campaign ensures that every gift, no matter its size, contributes to the success of Washburn’s students and community. Washburn’s commitment to innovation, inclusion and excellence is stronger than ever, ensuring it continues to serve as a source of success and inspiration for its students and the broader community. TK
The Jayhawk Theatre Gallery, mid-demolition, as construction begins on its long-awaited restoration.
INVESTING IN TOPEKA
By SAMANTHA MARSHALL and LAUREN JURGENSEN
PETERS
Topeka is seeing growth driven by organizations investing in their own development that contributes to the city’s future. From business to entertainment to education, three endeavors stand out.
Jones Advisory Group is expanding into a 16,000-square-foot office, reinforcing its commitment to retaining local talent and supporting the community. The Historic Jayhawk Theatre is undergoing restoration, preserving its legacy and creating new opportunities for local entertainment. At the same time, the Kansas Children’s Discovery Center is doubling in size, adding exhibits and child care resources to better serve families. These efforts reflect a shared focus on long-term investment and community enrichment.
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BUILDING FROM THE GROUND UP
Topeka native Megan Jones has always called the capital city “home.” So when it came time to expand her business, she knew where she wanted to be.
Megan is founder and president of the Topeka-based financial planning firm Jones Advisory Group, better known as JAG. What started as a solo venture in 2008 — just Megan and her computer, working from home — is now run by 22 employees and continues to grow.
The business plans to move into a 16,000-square-foot space at 626 SW Governor Place, which is three times the size of their current location at the intersection of SW 29th Street and Wanamaker Road.
“What’s great about our new space near I-70 is that it’s right in the middle of
JONES ADVISORY GROUP
Fairlawn and Wanamaker. It’s easy to get to us from anywhere in town,” Megan said. “It’s good for us space wise, but then it’s also good for us from a marketing position because we’ll have good representation right there on the interstate.”
ROOM TO GROW
Originally, the team at JAG had hoped to find an existing property they could renovate and bring back to life.
“We didn’t find anything that fit the aesthetic we were going for, or the space that we needed,” she said.
But that hurdle didn’t stop them.
“We’ve been saving because we knew this (expansion) was coming,” Megan added. “Putting our energy and time and
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BRIAN PETERS
Megan Jones, founder and president of Jones Advisory Group
Jones Advisory Group’s new 16,000-square-foot headquarters at 626 SW Governor Place nears completion.
financial commitment back into the community was important to us.”
One of JAG’s strongest commitments to community can be seen in how they hire. The business prefers to promote from within rather than look for outside hires, but also hires graduates from area universities. The goal is to encourage talented young professionals to stay in Topeka.
Megan’s personal community projects are worth mentioning, too.
“I recently joined the Washburn University Board of Trustees Foundation. I’m now a director on the foundation board,” she said. “Both my husband and I went to Washburn University. We talk about putting our energies, talents and efforts into things that matter to us and Washburn is where we met. It’s nice for us to give back.”
Megan said that JAG won’t expand their business without a plan. She and her husband Chris, who was one of the first people to encourage her business pursuits, want the
company’s growth to be organic. Chris helped found the firm while working elsewhere and now serves full time as the company’s CEO.
“We are cognizant of how fast we’re growing, because we don’t want to be all things to all people,” Megan said. “We do want to serve the families that call us home. We want to make sure we can help them in every aspect of their financial picture, so we have continued to bring on additional client service team members.”
JAG’s new site will include a 2,000-square-foot events center, where they plan to host a variety of functions and client events.
“Families who work with us can use it, too,” Megan said. “If you’re a client and want to have a graduation party for your daughter, but you just can’t find an event space, you can use ours.”
RISING AMBITIONS
JAG wants to keep doing more to meet the needs of their growing client base. That’s why the agency has hired
a business development executive, who’s been helping them determine how to best grow their offerings.
For now, they’ve branched into working with business owners as well as helping young families with wealth creation. The only thing holding them back now is space, but the wait shouldn’t be much longer.
“We have a few jobs openings right now, but we can’t hire anyone until we have somewhere to put them,” Megan said. “We’re landlocked until we get into our new building, which should happen in the first quarter of 2025.”
JAG maintains a satellite office in Kansas City, but investing in the community of Topeka remains their number one goal.
It’s the reason why the JAG team takes time away from the office at least once a quarter to volunteer. They invite their clients to give back, too.
“I hope the company lasts beyond me,” Megan said. “I’m excited for us to give back today and in the future.”
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RESTORING A HISTORIC GEM
JAYHAWK THEATRE
When the original Jayhawk Theatre, Hotel and Walk opened in 1926, it quickly became a cornerstone of Topeka’s cultural scene until its closure 50 years later in 1976.
Now, the historic Jayhawk Theatre is undergoing a remarkable revival in an effort to reclaim its place as one of the city’s premier arts and entertainment venues.
Efforts to “Save the Jayhawk” began in 1993 when Jim and Nancy Parrish donated the theater to the newly formed nonprofit organization. That same year, the Kansas Senate designated it the Official State Theatre of Kansas in recognition of its historical and cultural significance.
“For more than three decades, a small group of dedicated individuals kept this dream alive,” said Joanne Morrell, development director for the
Jayhawk Theatre. “Reverend Richard Taylor knew that challenging projects worth doing take time and our story is not uncommon. Restoring a 100-yearold historic theater is no minor undertaking.”
HISTORY IN THE MAKING
Joanne said the restoration project will blend the old with the new.
“We’re preserving this historic, architectural gem while creating a first-class entertainment venue,” she said. “Modern-day sound, lighting and technology will provide an amazing live performance experience, with modern amenities and concessions in the original retail spaces that line the Jayhawk Walk.”
The Jayhawk Walk, a pathway connecting retail, lodging, hospitality and entertainment, was a defining
feature that established it as one of the nation’s first indoor shopping malls. The thriving venue attracted world-class actors, musicians and performers from across the nation, Joanne said.
The theater’s storied past is one reason for the restoration efforts — historic entertainers like Bob Hope and Gypsy Rose Lee have graced its stage — but there are other, lesser-known reasons for the Jayhawk’s historical significance.
When the Jayhawk Theatre first opened in the 1920s, it developed a reputation for being at the forefront of entertainment technology.
It was among the first multistory air-conditioned buildings in the country. It’s also considered one of the first fireproof theaters, featuring multiple exits and concrete-and-steel construction. For years, Broadway
theaters looked to the Jayhawk’s sophisticated five-ton lightboard and unique curtain and rigging system as a model of innovative design.
That’s not to forget the Jayhawk’s ornate architecture, which includes an elegant lighted dome, decorative plaster medallions and the stunning “Goddess of Agriculture” mural painted by William Peaco.
Joanne said the restoration of the Jayhawk Theatre is an undertaking that honors Topeka’s entertainment history. It’s also an important step toward continued economic growth, revitalizing downtown Topeka and further enhancing the capital city’s quality of life, “especially for our young professionals who seek out and expect a vibrant nightlife,” Joanne said.
“After extensive research and comparisons with similarly sized
communities, we see the need for a mid-sized, flexible venue that can regularly bring in live concerts, comedy shows and other smaller-scale live entertainment acts,” Joanne said.
The economic potential is significant. After restoring the similar Gillioz Theatre in Springfield, Missouri, it reported $3.6 million in annual ticket sales and $43 million in economic impact for downtown Springfield.
Joanne said even if the revitalized Jayhawk achieves half the success of the Gillioz, it still benefits Topeka. “Annual ticket sales of $1.5 million are highly achievable,” she said. “By applying a modest $6 economic multiplier, the impact would be a conservative $9 million annually for local restaurants, hotels, bars and retail.”
NEW BEGINNINGS
Thanks to a generous commitment from the Kansas Department of Commerce, the first phase of construction, which includes critical infrastructure improvements, is underway. Additional support from the City of Topeka, Shawnee County and the State of Kansas’ Heritage Trust Fund has helped them meet milestones and save on construction costs.
“The work being completed now will ensure that Topeka’s last remaining historic theater, and the Official State Theatre of Kansas, stands strong for another 100 years,” Joanne said. “Interior demolition and restoration preparation is also underway and will be completed as more funding is secured.”
The team behind the restoration is looking forward to the Jayhawk’s centennial celebration in 2026.
“The goal is to build an amazing entertainment venue that creates new, memorable experiences, honors the past and serves the community,” Joanne said. “We’ve received extensive community input and I am blown away by the creative ingenuity and insight from our community’s leaders, investors and donors.”
Once operational, the theater will have a capacity of 1,200, four times its previous seat limit. More seating helps the theater attract larger acts and generate more revenue.
The Jayhawk may be courting national entertainment acts, but it’s committed to keeping entertainment dollars local.
“We’re eager to attract national artists on their route from Denver, Omaha, Tulsa and Springfield,” Joanne said, noting the theater’s convenient location off I-70.
The restoration aims to answer Topekans’ pleas for more local entertainment options.
“Everyone wants us to re-open,” Joanne said. “While it’s nice to be missed, it’s hard being closed, especially for our downtown businesses. We’re grateful for the continued support and look forward to opening the doors to the next 100 years.”
PHOTO SUBMITTED
The iconic Jayhawk Tower in Downtown Topeka is home to the historic Jayhawk Theatre.
A rendering of the Kansas Children’s Discovery Center’s $10 million expansion, set to double the center’s size.
TAKING KIDS TO NEW HEIGHTS KANSAS
CHILDREN’S DISCOVERY CENTER
This time next year, the Kansas Children’s Discovery Center (KCDC) will have grown to more than double its current size thanks to a $10 million expansion project.
The project will add 16,000 square feet, 75 new parking spots and countless hours of play and learning for little ones up to 12 years old.
In addition to exciting new familyfriendly exhibits, the expanded space will allow KCDC to address Topeka’s urgent need for more child care.
“We spend lot of time listening to the community and we’re hearing them ask for more,” said Dené Mosier, president and CEO of KCDC. “The challenge for child care is real. By expanding, we can ‘age up’ what we’re doing.”
MORE TO EXPLORE
Set to open in fall 2025, the KCDC expansion will include 11 new exhibits.
Each one is meant to inspire fun that encourages the science, technology, engineering, art and math-based learning (also known as STEAM) that is the basis for much of the center’s programming.
Three new learning lab classrooms will create space for child care for schoolage children. The expansion’s crowning glory will be the “Sunflower Climber,” an indoor, two-story climbing structure anchored by the tallest climbable sunflower in the world.
“We’re giving a nod to our state flower with an exciting and challenging climbing experience,” Dené said. “Kids will get to new heights. They’ll have new perspectives. They’ll have opportunities to build gross motor skills year-round.”
3D FEEDBACK
Before finalizing their expansion plans, KCDC staff held three listening sessions with the public this past summer.
A special session held for children was key in nailing down the center’s future offerings.
“We see ourselves as being a reflection of what the community needs,” Dené said. “Those sessions helped us hone in on the overlap between our mission and the needs of the community.”
After reviewing the drawings, clay sculptures and stories that children who attended the special session created to express their ideas for the new space, a few themes stood out.
The kids want to climb, they want to use real tools and they definitely want more sensory play.
“We saw their excitement when they shared what they were wishing for,” Dené said. “Knowing we can make some of those dreams come true is just delightful.”
KCDC used that feedback to shift how they plan to deliver certain programs. That includes making the center’s water experience available all
the time, upon hearing how many kids were requesting it.
REACHING YOUNG (AND OLDER) DREAMERS
While KCDC sees around 10,000 students on field trips every year, Dené said she thinks the expansion will allow the center to provide expansive programming — such as summer camp and “School’s Out” days — that appeal more to older children.
“Those programs will allow us to really jump into some of those exciting STEAM experiences,” Dené said. “It gives us the chance to spend a whole day with kids and focus on what they’re really interested in.”
Inside the three learning lab classrooms will be a state-of-the-art teaching kitchen, as well as a garden and maker space.
Although KCDC has always encouraged kids to pursue STEAMbased careers, the maker space is a fresh opportunity for children to
explore them through experimentation and play. Students can engage with engineers, seamstresses, architects and many other professionals while using state-of-the-art materials and supplies.
“Kids will have hands-on experiences to spike interest in future careers,” Dené said. “Any time kids can turn play into a future pathway for a career, it inspires them to become lifelong learners.”
BUILDING FAMILY BONDS
When visitors pass through the center’s doors next fall, much of what they see will be different from the KCDC they’ve always known. But Dené said their goals haven’t changed.
“At the end of the day, we enhance quality of life by strengthening families,” Dené said. “Play is really where that happens. Giving families an opportunity to learn together and for children to grow and discover alongside their caregivers, is what builds family bonds.” TK
DISCOVERY CAFE MAKERS SPACE
RAINBOW HALLWAY
SUNFLOWER STAGE
Business Insights
Professor
Washburn University School of Business
By PAMELA J. SCHMIDT
With all the hype about data analytics and artificial intelligence, it seems like cost and complexity leave small and medium businesses out of the high-tech revolution. This is not necessarily the case. Using data for business insights is not strictly relegated to using high-end software or paying for expensive consulting. A company’s existing software of Microsoft Excel spreadsheet application, and the newer related application of Microsoft Power BI, both enable small-medium businesses to perform analysis of their business data.
PAMELA J. SCHMIDT
FREE PUBLIC DATA SOURCES EVERY BUSINESS SHOULD KNOW ABOUT
LEVERAGING MICROSOFT Power BI FOR BUSINESS INSIGHTS
With a Microsoft 365 online application license, companies can use the leading data visualization application of Microsoft’s Power BI (“BI” stands for Business Intelligence). Power BI is a data visualization application from Microsoft that evolved in the last 10 years from a set of new features initially added to the Excel spreadsheet application. Internal business records can be “data enriched’ for analysis by augmenting with free public data sets, particularly governmental repositories with United States census data, economic data, corporate records, weather data and even non-published governmental data can be requested using the Freedom of Information Act (FOIA).
FREE PUBLIC DATA SOURCES TO ENHANCE BUSINESS INSIGHTS
A wealth of free public data sets that can be data mined is available. Using available public data is an economical way to gain practical and useful insights for business decision-making. The “Free Open Data Websites Useful to Businesses” list identifies leading business-related datasets, which can enhance the internal data of a company to better inform management’s decisions.
Many levels of governmental organizations, including states, already provide a great deal of information on the public internet. Try online searches to find what other data can be downloaded or requested. One can use web scraping techniques to obtain visible information of websites in a bulk download versus manually, page by page.
USING FOIA TO REQUEST GOVERNMENT DATA
When data is not already online, there is a means to request public data from governmental organizations using FOIA. FOIA supports a private citizen’s ability to request information from governmental sources and agencies. A central website is www.foia.gov, where one can learn about the FOIA process, targeting a request and other FOIA guidance. Note that this should be a secondary approach, as a FOIA request may result in payment fees (to cover any added costs to assemble and provide the requested data) or extended, unpredictable timeframes to fulfill.
DATA ANALYTICS TOOLS AND RESOURCES
What is the process for using data to inform business decisions? A long-used, cross-industry standard for the activity of data analysis, also known as “data mining,” can be found in the 2000 CRISP-DM process article by Colin Shearer, published in the Journal of Data Warehousing. See table below.
It is notable that college majors in data analytics are now being offered at Washburn University and many other universities across the country. The Washburn School of Business has both a data analytics major and offers data analysis as a minor area of study to pair with other major areas of study.
The use of data analytics provides insights into many processes and activities – proving its value across a wide range of business and non-business domains. Using the affordable yet powerful Power BI application, with metered cloud computing service charges, now puts data analytics computing within the reach of even small to medium-sized businesses.
Phases of Data Mining Based on CRISP-DM Process
FREE PUBLIC DATA WEBSITES
USEFUL TO BUSINESSES
U.S. GOVERNMENT’S OPEN DATA
catalog.data.gov
Over 300,000 datasets available. The site has searchable topics and lists datasets by popularity, dates and relevance. The site contains over 1,500 datasets related to Kansas alone. Data is organized into categories including local governments, clients, older adults, energy, health data, crime data and various areas of interest.
U.S. CENSUS BUREAU
census.gov
Demographic, economic and population data from the U.S. Census Bureau. Here you can explore U.S. Census data with visualizations or acquire subsets of data on topics of interest. Data can be sought by regions down to ZIP code, selective timeframes and partial contents of the U.S. census run each decade.
KAGGLE
kaggle.com
One of the many data and technology-oriented areas of this website is dedicated to sharing high-quality public datasets. The home page boasts that Kaggle hosts “408K high-quality public datasets. Everything from avocado prices to video game sales.” It is easy to find sports, agriculture and cryptocurrency along with thousands of other specialized datasets.
SMALL BUSINESS ADMINISTRATION’S OFFICE OF ADVOCACY DATA RESOURCES
advocacy.sba.gov/small-business-data-resources
This site shares small business economic data and statistics that are important to policymakers and business leaders.
OPENCORPORATES
opencorporates.com
This website shares data on corporations under the Open Database License and seeks to make company data accessible to everyone. It provides standardized and auditable legal-entity data from over 140 jurisdictions worldwide, sourced from official primary sources. The site has broad coverage of North America and a search for corporate data in the state of Kansas yields over 800,000 registered companies.
TABLEAU PUBLIC DATASETS
tableau.com/learn/articles/free-public-data-sets
Before Microsoft PowerBI took the leadership position in data visualization, Tableau innovated and led in data visualization methods and tools. The company hosts this website for sharing public data and further, it offers best practices in “how” to best visualize various datasets for interpretation and analysis. Tableau has long been a leader in best practices for visual analytics in the form of interactive dashboards and visualizations, which are essential tools to seeking insights from large datasets.
CLIMATE DATA ONLINE
ncei.noaa.gov/cdo-web
Weather data from the National Oceanic and Atmosphere Administration (NOAA). Other historic weather sources include the Weather Channel. Useful to understand historical weather impacts for where are you operate your business locations, which may inform future actions related to weather variations.
FOIA.gov
foia.gov
This is a central site to inform citizens on how to initiate a request for unreleased or uncirculated information controlled by the U.S. government. This right is provided by FOIA. TK
BEHIND THE SCENES
with TK Business Magazine
SPOTLIGHTING
FOUNDER/CREATIVE DIRECTOR
THIESSEN DESIGN + CONSTRUCTION
TAMMY THIESSEN
Hosted by DANIELLE J. MARTIN
ABOUT TAMMY THIESSEN
As the founder and creative director of Thiessen Design + Construction, Tammy leads with design at the forefront of every project. She has transformed the traditional construction experience, easing the stress of renovations and new builds for her clients. Her approach delivers not only beautiful spaces but also highly functional environments.
Thiessen Design + Construction’s portfolio features prestigious projects, including the recently completed Washburn University president’s house, highlighting the firm’s expertise in managing complex, high-profile architectural challenges from concept to completion.
“Behind the Scenes with TK Business Magazine” is an exciting new podcast series hosted by Danielle J. Martin, shining a spotlight on the innovation and entrepreneurial spirit driving the growth of the Topeka community. Each episode takes you directly to the heart of local businesses, with interviews conducted on location at their offices or workspaces.
In this month’s episode, we step into the world of Tammy Thiessen, founder and creative director of Thiessen Design + Construction and owner of Home at Last, to explore her vision and the artistry behind her work. Scan the QR code to listen online and get an exclusive look inside one of her stunning recent projects.
Scan the QR code to see the full interview with Tammy Thiessen, founder and creative director of Thiessen Design + Construction.
Martin: Let’s dive into who you are and how you got started.
Thiessen: It was an interesting start. We’d just had our fourth of five children and needed some room for these kids to run. We bought a 35-year-old home from the original homeowners. They’d built the house but hadn’t updated a single thing. We had blue drapes and blue carpet everywhere. It was a traditional layout. That was my first experience with a major remodel. We gutted the home and took down the walls to create an open floor plan.
I love how it turned out, but the process was so stressful. I kept saying, “There has to be a better way to do this.” I wanted people in the industry to give me advice and direction, not just tell me they could do whatever I wanted. Each time I went to a different person I had to re-explain my vision. I left that experience having fallen in love with
the industry. I had all of these ideas for how it could serve homeowners better.
I think any time you experience something for yourself, you have a different perspective because you feel it at a deep level. I know the feelings that homeowners have during their remodel process.
Martin: How has balancing work, family and personal life been?
Thiessen: I started the business about seven years ago as an interior design firm. At the time, I thought I was just going to be the “wedding planner” for my clients’ remodels, but quickly realized they wanted me to handle everything. About six months after we started the company, my brother joined as our general contractor, which has been an awesome collaboration. He is probably the only one in the world who could handle all the ideas I throw at him.
Martin: What challenges have you had to overcome?
Thiessen: We grew fast, but when you do that you’re kind of building the plane as you’re in flight. Figuring out our systems and processes has been the biggest challenge of the last two years. I want every single client to have the exact same experience and I want that experience to be amazing. I also want to be innovative, so we’re using technology like 3D design customer portals that let clients track and manage their schedule and budget. But I don’t want to lose the interpersonal side of our business where we’re really investing in our homeowners.
Martin: You work with your husband, brother and a powerhouse team of women. Was it easy to find the right people to work with you?
Thiessen: Yes. As we all know, the people are the business. That’s the biggest asset we have. I feel really grateful for the team we have right now. I believe if you’re putting out exactly what you want, people will be drawn to that. We want to do the best we can for our homeowners and challenge ourselves. It’s been so interesting to see people gravitate toward that. We’ve hired some really amazing people. The respect I have for my team and the talent they bring is phenomenal. We have a lot of women, so we have a lot of fun. The guys roll their eyes a lot, but I think they kind of like it.
Martin: Tell me about the type of work you do — designs, redesigns, remodeling.
Thiessen: The core of our business is remodeling. We do a ton of remodels. People always ask me how many projects we handle at a time, which is hard to answer because we do a design phase and a construction phase, so we have clients in both phases. We’ve also finished a handful of custom new builds. Recently, we finished the president of Washburn University’s home. That was a huge deal for us.
Martin: Where do you see the future of Thiessen Design + Construction?
Thiessen: I envisioned it as an interior design company when I started. Then we added the construction component and eventually went beyond remodeling to do new construction. I’m always looking for the next thing that will simplify the process for the homeowner. We bought a furniture
store, Home at Last, a couple years ago because if we’re renovating someone’s home, they’re going to need furniture. As far as what’s next, I don’t know if I could answer that today. We’ve done a lot in Lawrence lately and we’re growing our market.
Martin: Did you always see the company offering all these services at once?
Thiessen: I don’t think I had that vision starting out, but my approach was to try to learn from other business owners. Whatever serves our clients best is the next arena I want to get into. One thing I learned from other business owners is that I’m here to make this really overwhelming, complex situation easy and stress free.
Martin: Let’s go behind the scenes of your client process. What does that look like?
Thiessen: I love space planning and no matter what footprint we have in a kitchen, it can function better. What can I get out of this person’s space that they don’t have yet? That’s my favorite part. The problem solving is what clients get excited about. We start with space planning and once it’s defined and clear, we move on to interior design, like picking the color of the cabinets. It’s a fun process but it can be overwhelming.
Martin: So many options.
Thiessen: Yes, so many options. I mean, have you walked into a tile store? Where do you even start? Something I tell people is that what can trip you up as a homeowner is you often want to pick selections independently. I love gray, but then everything’s gray and you have this really flat design. We walk you
through that to make sure we’re really reflecting your aesthetic, but you’re going to get something that looks like it belongs in a magazine.
Then we transition to construction. Our designers inform our construction crew and project managers, so homeowners don’t have to be involved in that. We have sophisticated construction documents and rendering so everyone knows what the space is going to look like, and then we hand over this amazing space at the end. What’s unique about our process is we take it all the way to styling, like pretty little cutting boards in the kitchen or decor on the coffee table. We hang the art on the walls so when people move back in, there’s nothing for them to do.
Martin: I can only imagine the reaction you get from your clients at the end of the process.
Thiessen: We call it install day. At the very end of a project, we hang art and put down rugs, then walk the client through it. It feels like HGTV. I love seeing their faces and how excited they are to use the space.
Martin: What’s the timeline for each home?
Thiessen: Once we start a project we don’t pull off. You’re going to see your whole project timeline. There might be a day an electrician ran behind, but we’re going to stay on the project. That lets us do tight timelines. On the front end we have our design process, which could be a couple of months. It’s a little driven by our process and a little driven by how decisive clients are. We know people are displaced during a remodel, so we work hard to make that go fast.
TAMMY THIESSEN
Thiessen Design + Construction
Martin: Tell me about a time when you had to pivot.
Thiessen: I think a huge pivot is when you go from being a solopreneur to hiring other people to work for you. It requires you to get all this subconscious knowledge into someone else. I think any business owner wants their clients to receive the same customer service from the employee they’ve hired to do it for them. It’s big to move from being a solopreneur to trusting and training. But it’s beautiful, too, because it lets multiple people speak into the process.
Martin: What about a time when things didn’t go the way you wanted?
Thiessen: That happens in construction a lot. It’s a dynamic industry and there’s a lot that can happen. Most people are reasonable, but what they need
is communication. Any time things go off the rails and we’re in a murky situation, I come back to communication. We try to put ourselves in the client’s shoes and open a dialogue.
Martin: What I love about your business is that you don’t see modern homes like these in Topeka. It’s beautiful knowing there’s a business trying to awaken and bring alive a home. I think there’s something you do to them, you bring light back into their world.
Thiessen: It’s interesting you said that because we’ve actually moved to Topeka twice, from Spain to Topeka and from San Diego to Topeka. Both times we looked for homes online because we were far away. I love Topeka and this is my home. I hate when I hear about people taking jobs in Topeka but not living in the community because they can’t find homes they like. I want to keep
people here and grow the Topeka community. I don’t get a chance to talk about that because it doesn’t necessarily hit for a lot of people, so that’s sweet of you to bring it up.
Martin: What advice would you give to someone who wants to start a business?
Thiessen: You have to be comfortable allowing your employees to make the mistakes you’ve already made. You’re responsible to set up your employees for success, but there’s going to be a mistake they make that you’ve already made and they’re not going to make it again. It’s the process of them learning.
I’m also a big proponent of taking in everything. I learn about other businesses that have nothing to do with design because there’s a lot that applies. Soak it all in, read books, listen to podcasts, get as much information as you can because it’s all going to evolve your business.
Martin: How can homeowners interested in your services contact you?
Thiessen: Go to our website www. tdesigncompany.com. There’s a form you can fill out to reach us and we’ll come out. We do free consults. If you’re curious, we’ll talk to you about what you’re thinking. We can give you some loose price ranges to help you understand if it’s an investment you want to make. If you’re ready to move forward with the project, we go from there. TK
ON GAME
HOW SECURITY BENEFIT IS REDEFINING WORKPLACE CULTURE
by BRIAN PETERS
By KIM GRONNIGER
Photos by BRIAN PETERS
Fully equipped breakrooms, cafes and coffee bars have replaced watercoolers as popular spaces to gather for refreshment and conversation at work.
The latest breakroom trend? Game rooms.
These arcade-like amenities are popping up at workplaces around the country, including Security Benefit in Topeka. They’ve become a welcoming space for employees who want to connect — or compete — with colleagues over a friendly game of pool, ping pong, Pac-Man or Pop-a-Shot.
A SPACE DESIGNED BY EMPLOYEES, FOR EMPLOYEES
After the COVID-19 pandemic, Security Benefit adopted a hybrid work environment, with employees working three days in the office and two at home.
The company surveyed its employees in June 2023 to gather ideas for how they could make returning to the office more enjoyable. Employees were so enthusiastic about the idea for a game room at Topeka’s home office that they convinced the company to convert a sizable storage area into an energizing place for breaks, lunch hours, team meetings and happy hours.
Known as the Wolff’s Den, a nod to CEO Doug Wolff, Security Benefit’s game room opened in September 2024 with options for every gaming taste, from arcade cabinets to board games and puzzles. The breakroom also features a large-screen television and ample seating.
“Employee engagement is an important aspect of our culture,” Doug said. “The game room gives employees an inviting environment for relaxing or recharging during the day on their own or in the
Photo
The game room’s design pays tribute to Security Benefit’s history, with an eight ball symbolizing the “8” in the company’s founding year, 1892.
by
company of their coworkers. Many of our employees are both collaborative and competitive, so the game room also helps facilitate teamwork and respect for others — values that are expressed through their job performance, too.”
Security Benefit’s history inspired the game room’s eye-grabbing design. The number “eight” in the year of the company’s founding, 1892, is represented by an eight ball in the pool table corner. A wall graphic of the company’s early Knights and Ladies of Security logo, which showed a man and woman shaking hands, was repurposed to show them wielding ping pong paddles instead.
CREATING SPACES FOR CONNECTION AND ENGAGEMENT
The company added more amenities to its campus in 2024, including a walking trail around the building’s perimeter and an upgraded patio with plants, comfortable seating and an awning.
On the building’s ground floor, another space was repurposed into the new Legacy Lounge, featuring a photo collage backdrop and the company’s “To and Through Retirement” tagline. Living room furniture was added to create a quiet spot for employees to use.
“We wanted to design spaces that would transform play into a powerful
extension of our brand while still paying homage to our heritage,” said Lindsay Baker, brand manager at Security Benefit.
Chelsi Turner, senior director of executive administration and corporate events, oversaw the transformation project.
“It’s been gratifying to see employees across all departments use the spaces for team meetings and social gatherings, or just on their own if they want to work in a different area of the building for a change of pace,” Chelsi said. “We listened to what employees said they wanted on our survey and it’s exciting to see their ideas come to life.”
Photo
BRIAN PETERS
“There’s tremendous competition for recruiting and retaining high-quality talent, especially in the financial services sector,” Doug said. “We’re all seeking low turnover and high production while ensuring our employees feel good about the work they’re doing and the mission they’re fulfilling. Transforming our spaces is a visual cue that we understand that many factors, including environmental ones, can influence job satisfaction.”
With satellite offices in Overland Park, Des Moines and New York City, and many remote employees across the country, Security Benefit is looking for ways to create connections among employees who don’t regularly visit the home office.
They now use Coffee Roulette, an online platform that allows any employee to sign up for a 30-minute conversation with another randomly selected employee. Employees can sign up for a weekly, monthly or quarterly coffee break.
Megan Rutledge, Security Benefit’s senior employee engagement coordinator who assisted with the building enhancements, now administers the Coffee Roulette program.
“Coffee Roulette has been popular because it pairs employees with coworkers they might not typically encounter,” Megan said. “You might have coffee with someone you’ve seen in the halls but never met or someone in another state or even an officer of the company.”
In addition to finding more ways to encourage interaction when employees are on site, Security Benefit is investing in several activities that promote engagement. Offerings run the gamut, from Bingo and vendor markets to tailgate lunches and turkey bowling.
BUILDING COMMUNITY INSIDE AND OUT
Founded by 11 men with only $11 to help people in need, Security Benefit
brings their legacy of philanthropy to everything they do.
In 2024, the company hosted its first SB Cares Day. It provided three onsite volunteer opportunities for employees to assist nonprofits by assembling comfort kits for the homeless, school supplies for kids and cuddle blankets for infants.
Employees signed up to read books to pre-K children, shop for school supplies for Boys & Girls Clubs of Topeka and participate in a “Chopped”-style cooking competition with Harvesters to benefit the United Way of Kaw Valley.
“Relationships are fundamental to our retirement savings focus,” Doug said. “Whether employees are gathering to enjoy one another’s company or to help others, our culture is shaped by their commitment to community within the company and beyond. We believe the changes we’ve made will lead to more conversations and collaborations and enhance our recruitment and retention efforts as we continue to grow our business.” TK
Photos by BRIAN PETERS
Visit Topeka Honored with Three Bronze Adrian Awards by HSMAI for Outstanding Travel Marketing
Visit Topeka will receive three Bronze Adrian Awards at HSMAI’s annual celebration in New York on February 18, 2025. The awards recognize excellence in global travel marketing. Visit Topeka’s marketing campaigns topped three categories: NYC2Topeka (Digital Contest), “See, Be, Free Yourself in Topeka” (Integrated Campaign B2C) and Brown v. Board 70th Anniversary Commemoration (Public Relations Special Event).
HME Inc. to Create
300 New Jobs as Part of Expansion Project in Topeka, Generating $1.2 Billion Impact
In December, JEDO voted to invest in Haas Metal Engineering’s “Project Finish Line” expansion that’s anticipated to create 300 jobs and a new manufacturing facility. JEDO is primarily investing in the project’s job creation and training initiatives. The Topeka-based structural steel company’s growth project is expected to have an economic impact of $1.2 billion.
Vaerus Aviation to Expand its Presence at Forbes Field with Latest Investment in Company Growth
In December, Topeka and Shawnee County’s Joint Economic Development Organization (JEDO) board voted to invest in Vaerus Aviation’s expansion, creating 13 new jobs with salaries ranging from $60,000-$110,000. The Topeka-based aircraft management company’s growth is expected to generate $18.9 million in economic impact over the next decade.
Clayton Wealth Partners Awards Impact Scholarship to Aspiring Financial Planner
Kansas State University senior Elijah Wilson received Clayton Wealth Partners’ first Impact Scholarship, established in celebration of the firm’s 40th anniversary. The $4,000 award supports Wilson’s pursuit of the Certified Financial Planner (CFP®) certification and advances Clayton Wealth Partners’ commitment to fostering the next generation of financial planners.
Carol Gallmeyer Joins Compass Marketing & Advertising Partners
Compass Marketing & Advertising Partners welcomes Carol Gallmeyer as their new designer and client partner. The Washburn graduate and lifelong Topekan brings extensive web design, graphic design, digital content development and branding experience to the firm. Gallmeyer is also the founder of Cottonwood Whispers Design, where she provided intuitive and user-friendly design solutions.
Stormont Vail Health Earns Distinction as a TeamBirth-Recognized Hospital
Stormont Vail Hospital recently earned the prestigious TeamBirth Recognition, becoming one of only 10 U.S. hospitals to receive this distinction. The TeamBirth program celebrates hospitals that prioritize patient dignity and autonomy during childbirth. Since implementing TeamBirth in March 2023, the hospital has seen a decrease in C-sections among first-time mothers.
Tiffany Haddish Performing Live at Prairie Band Casino & Resort on February 20, 2025
Emmy and Grammy-winning comedian Tiffany Haddish brings her acclaimed stand-up to Prairie Band Casino & Resort on Thursday, February 20, 2025. Haddish starred in the hit movie “Girls Trip” and won the Best Comedy Album Grammy for her stand-up special “Tiffany Haddish: Black Mitzvah” in 2021.
Valeo continues to provide essential mental health and substance use services.
Valeo provides essential mental health emergency care 24-hours a day, 365 days a year at our Crisis Center.
Valeo’s Recovery Center provides essential life-saving detox and substance use recovery services year round.
