TK...Topeka's Business Magazine
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stormont-vail & cotton-o’neil
three levels of care Stormont-Vail HealthCare provides a variety of levels of care. If a medical need occurs when your primary care physician is not available, you have three options: Mild
The ClinicModerate at Walmart by Stormont-Vail Severe 9 a.m. to 9 p.m. weekdays, 9 a.m. to 5 p.m. Saturdays, 11 a.m. to 5 p.m. Sundays Located inside the north Topeka Walmart and providing minor health services without an appointment for patients ages 18 months and older. Staffed by advanced practice nurses and a physician assistant.
Mild
Moderate
Cotton-O’Neil ExpressCare Severe With three locations in Topeka and one in Osage City, these urgent care clinics, complete with lab and X-ray services, are available to patients of all ages who need treatment for a minor illness or injury. You do not have to be a Cotton-O’Neil patient to be cared for at ExpressCare. ExpressCare – Croco: 2909 S.E. Walnut Dr. 9 a.m. to 8 p.m. weekdays, 11 a.m. to 5 p.m. weekends ExpressCare – Urish: 6725 S.W. 29th St. 9 a.m. to 8 p.m. weekdays, 11 a.m. to 5 p.m. weekends ExpressCare – North: 1130 N. Kansas Ave. 9 a.m. to 6 p.m. weekdays ExpressCare – Osage City: 131 W. Market 11 a.m. to 5 p.m. weekends
Mild
Moderate
Severe
Stormont-Vail Emergency and Trauma Center Open 24 hours a day, every day, and designed for sudden, serious injury or illness. Located one block west of Eighth and Washburn.
Call Health Connections’ Ask-A-Nurse at (785) 354-5225 evenings and weekends for help finding the most appropriate level of care.
stormontvail.org
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[contents] FEATURES Home Grown
10
12
Get to know Greg Fox, owner of RowHouse Restaurant.
All in the Family
TK profiles four multigenerational businesses in Topeka.
22 48
Investing in Topeka
On the Monopoly board that is Topeka, see how local businesses are helping the community pass GO.
Coming Full Circle
Brent Boles relinquishes ownership of Schendel Pest Services—closing a door, but opening a window.
In Every Issue
Columns
4 6 8 62 68 73
52
From the Publisher You might be an entrepreneur IF‌
Editor's Note We are all part of the circle.
Advertising Intervention How much should you invest in advertising? Financial Advice Saving for retirement.
Extra, Extra
Scene About Town Kansas Hall of Fame Topeka Active 20-30 Benefit Chamber Power Breakfast
78
Last Word: Jim Colson TK speaks to Jim Colson, City Manager.
From the Professor Michael Stoica, Ph.D., distinguished professor of marketing at Washburn University, explains the benefits of travelling abroad.
56 60 64
Stepping Up To Leadership Rich Drinon helps you learn to navigate change.
Heart of the Entrepreneur 2012 Emerging Entrepreneur Award Winner, Grace Brown-Mitchell. Life of a Building Deb Goodrich-Bisel tells the story of the Elmhurst neighborhood and the work of John and Julie Lyle.
On the Cover: Brent Boles, president of Schendel Pest Control and partner in Schendel Lawn and Landscape
TK...Topeka's Business Magazine
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[from the publisher]
you might be an
entrepreneur if...
...You have ever stayed awake all night to complete a project because you wanted to (not because you had to). ...The thought of working for a boss makes you physically ill. ...Your spouse attends family functions without you. ...You’ve ever slept in your office chair. ...You’ve gone two years without receiving any paycheck, but put in 60 hours a week. ...You’ve paid the federal government more in business taxes than you’ve paid yourself.
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Personally, I don’t refer to myself as an entrepreneur; instead, I prefer unemployable, overly hopeful, risktaking junkie with a dash of crazy. If you read that description and thought, “She just described me,” you might also be an entrepreneur. I have found, through meeting with hundreds of business owners, that this dash of crazy, love for risktaking, overflowing cup of hope, and the fact that we just can’t work for someone else, gives entrepreneurs their fire—a fire that is ignited not by money, but by a dream. My dream was to create a company where women (or men) would be able to use their skills to build a business while being able to stay at home and raise their kids. We now have five people working with or for our company who are able to realize this dream. That gives me a greater sense of success than any balance sheet. Some business owners strive to build a company that offers jobs and livelihoods to a family of employees; some have an idea or product they want the world to see; some want freedom; and others are driven purely by the challenge of building something from nothing. In all cases, business owners, even the wealthiest
of business owners, are driven by the dream—money is purely a by-product of success. Sure, every entrepreneur dreams of making millions or selling the business to a larger company. But the common thread of entrepreneurs is that even those who achieve their dream, turn around and start working on the next one, often before the first is ever fully realized. Every local business owner I know care deeply about his or her business, but care even more for the people they employ. Government involvement in small business can often make employees feel that owners don’t look after their best interests. The truth is that business owners lose sleep over the difficult decisions on how to balance the health of the business with the well-being of their employees. As government regulations, requirements and roadblocks continue to grow for the business owner, it is my hope (remember it has a tendency to fill over) that the heart of an entrepreneur will not be broken. It is my hope that my children will know what it is to realize the true American Dream – the dream of prosperity and success through hard work and perseverance.
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[editor's note]
TK
Topeka’s Business letters to the editorMagazine Fall 2012
Publisher
TARA DIMICK
Editor-in-Chief LISA LOEWEN
We are all part of the circle This month Disney will release a 3D version of its much beloved movie The Lion King. I remember vividly when this movie first hit the big screen back in 1994. I won’t tell you how old I was at that time, but I didn’t have any children yet. So I borrowed my 4-year-old niece and took her to what is arguably the best movie of all time. The most memorable piece of that movie for me was the Elton John song "Circle of Life". That song still resonates with me today, and the older I become, the more meaning I find in those lyrics. As I watch my children grow and change, I can’t help but find a correlation between business and family. Just like children, businesses are born, nurtured and raised with loving care. Sometimes they turn out just like we expect. Other times they seem to have a mind of their own. And when the time comes, just like parents have to set their kids free, so do business owners have to turn over the reins to someone else. This issue highlights businesses that find themselves in that same circle of life. Heart of the Entrepreneur, page 60, celebrates the birth of gracie b., a new online women’s boutique and winner of the 2012 Chamber of Commerce Emerging Entrepreneur Award. On page 22, discover how local businesses experience growth by investing back in Topeka. Or, on page 64 learn more about how a local couple is bringing new life to an old neighborhood. Karen Ridder takes you on a tour, page 12, of local businesses that have been handed down through multiple generations and how they plan for future ones. Finally, read It's the Circle of Life about Schendel Pest Services owner Brent And it moves us all Boles, on page 48, who has now seen his Through despair and hope company complete that circle. As he Through faith and love closes the door on one dream, he opens Till we find our place a window on another.
On the path unwinding In the Circle The Circle of Life
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Creative Director/Designer JENNI PONTON
Account Executives Tara Dimick - 785.217.4836
Photographer RACHEL LOCK
Contributing Writers Deb Goodrich-Bisel, Melissa Brunner, Daryl Craft, Rich Drinon, Tim Kolling, Lisa Loewen, Karen Ridder, Michael Stoica, Ph.D.
Founder KEVIN DOEL PO Box 67272 | Topeka, Kansas 66667 785-217-4836 | tara@tkmagazine.com www.tkmagazine.com
Comments & Suggestions tara@tkmagazine.com
Publishing Company E2 Communications, Inc. 2012 TK...Topeka's Business Magazine is published by E2 Communications, Inc.Reproduction or use of this publication in any manner without written permission of the publisher is prohibited. Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions there in. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication. Listings and advertisements are provided by the subject companies, E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party’s right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.
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TK...Topeka's Business Magazine
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[advertising intervention]
How Much Should You Invest In
Advertising?
by Tim Kolling, WIBW Marketing Consultant
One of the questions I am asked most frequently is: "How much should our business spend on advertising?" While there is no specific answer, there are several things you have to discover to answer that question for your business. One good gauge is to find out what the advertising to sales ratio is for your industry. Other factors are the size of your market. What are your competitors spending? What is a new customer worth to you? How much does it cost to keep a customer? At what speed do you want to grow? Can your infrastructure handle that growth? To answer the question of how much you invest in your advertising, my advice is to FIRST invest a good amount of TIME in your advertising. Far too often businesses decide how much to invest in promoting themselves when they have to fill out a line item at budget time. And those are the moments when they are trying to figure how to cut and save. Don’t cram all that planning into the budget time you
don’t enjoy anyway. You are doing your business a terrible injustice if you don’t set aside advertising brain storming sessions several times a year to focus on how you want your company to be perceived by the consumer. Put time into developing a message, improving your brand, creating a unique image, and teaching people how they will benefit by becoming your customer. What should you invest in your advertising? The best answer is “Time”, and if you do it right it will be just as valuable as the monetary number you assign to it.
My advice is to FIRST invest a good amount of TIME in your advertising
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TK...Topeka's Business Magazine
TK
Tim Kolling is a Marketing Consultant for WIBW 94.5 FM and 580 AM. He has worked in the advertising industry for 17 years.
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HomeGrown
Greg Fox
Owner RowHouse Restaurant 10
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TK...Topeka's Business Magazine
What inspired the RowHouse Restaurant? “RowHouse is a combination of all my favorite restaurants. I wanted an ever-changing menu, seasonal ingredients, an approachable and thoughtful staff, and, most of all, I wanted a place where people would feel comfortable. The three words that have always been my mission are: intimate, elegant and cool. I feel that RowHouse is all of those things.”
What is the most fulfilling part of being a chef? “The creative freedom and the input from my guests. I have a very intimate relationship with my guests. I try my best to make it to every table. I’m a hugger, hand-shaker and backpatter. I love the hospitality business, and it is especially fulfilling in my hometown.”
Where did you learn your culinary skills? “I learn from eating, watching and wondering. I did not attend a culinary program, but have worked in the restaurant and hotel industry on and off since I was 18. I LOVE food, and it is the passion that comes naturally to me.”
How and when did you find time to write your book? “I just made the time. We set the book up to be seven weeks of menus at the restaurant; it seemed like the only way it would be possible. We took photos, wrote recipes and tested recipes all within each week. Then, the editing began, and went on and on and on. Amanda Nelson designed the book. She gets much of the credit for its amazing look.”
What inspired you to write a book? “My guests asked me to.”
What is your favorite part of the restaurant business? “The adrenaline rush.”
What is your least favorite part of the restaurant business? “The adrenaline rush.”
What is something about you that would surprise most people?
Topeka, Kansas
“My life feels very public since I’ve moved back to Topeka. Maybe the thing that I think people would be most surprised about is that I still don’t know what I want to be when I grow up.”
Born in Topeka. Hayden High School Class of 1984. Attended Bryan Travel School in Topeka and became a travel agent right out of high school, which allowed Greg time and freedom to travel. Greg’s first restaurant job was in the kitchen of Ted E. Bears at 5th & Kansas.
New York City, New York
Who are your role models? “My family. They are seriously the most agreeable, hardworking, easy to get along with, and funniest people I know. We always laugh.”
Moving to New York City in 1988, Greg worked as an actor and in various positions in some of New York’s finest restaurants.
Nashville, Tennessee
What are your passions? “Singing, cooking, running, swimming and traveling. In different order at different times.”
Where is your favorite place to travel to? “I love to travel, period. I couldn’t say one. I like to ease my way into the way of life in other places and try to blend in. When traveling, I don’t go the normal routes. I like to see where the local people are living and interacting. I wander the streets rather than historical sites. Any time I’m in another place, I look at available real estate, and if possible, schedule an opportunity to see a house or an apartment that is for sale. Who knows if it just might be my next place to live? And, of course, I like to eat and eat and eat.”
In 1996, Greg moved to Nashville, Tenn., where he wrote and performed his own material, but the music business quickly overwhelmed him. In 2000, he opened his first restaurant, Cibo Café, with business partner, Sylvia GarnierHarrelson. They opened a sister café, Cibo Press in 2002.
Topeka, Kansas Greg moved back to Topeka in 2004. In 2006, he purchased the historic rowhouse at 515 SW Van Buren St., and opened for business as RowHouse Restaurant on April 1, 2007.
TK
TK...Topeka's Business Magazine
Fall 2012
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all in the
family by Karen Ridder
S
ome of the most successful Topeka businesses are family owned and operated. Those that have been around for decades have seen successive generations tasked with building on the work of their parents and grandparents. The successful ones have been able to grow and respond to the needs of the local economy and their customers in a unique way. Many have clients who have used their services for as many generations as the business has been around. Family values have become business values, and the customer can tell the difference. TK looked at four companies that have been serving the Topeka area for more than one generation. The strength these multi-generational companies offer our area lies in loyal partnerships, flexibility for customers, stability for employees and opportunities for the next generation.
continued on pg. 14 12
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TK...Topeka's Business Magazine
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[all in the family] Nathan, Don and Randy Morris
Midwest Coating
......................... Opportunities for the Next Generation The owner of Midwest Coating was just trying to survive back in 1979 when he started the commercial roofing company as a side income to farming. “We kind of fell into it,” founder Don Morris says. After several years working roofing and agriculture, hard times on the farm caused the family to lose their milking operation and move to Topeka full-time in 1985. It was truly a small family operation when Morris’ son, Randy, came back home after college in 1983 to help with the business. His entering into the family-business was partly a way to help out his parents, and partly an advantage over other potential opportunities at the time. Randy says, “It was a lot easier because it was small. We didn’t have all the personalities and people involved. There were only the three of us; mom, dad and me.”
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Randy and Don worked side by side for a number of years as the company grew. “When we started, my wife did all the book work and paid all the bills. Now, it takes 12 or 13 people to do it,” Don explains. Midwest Coating now employs between 35 and 40 people. That has caused them to grow an opportunity for the next generation.
Combining New and Old
Following Randy, in the third generation, is his nephew Nathan. After starting at the company part-time while still a student at Washburn, he realized it offered work he enjoyed and wanted to pursue. Nathan has brought new ideas about technology and marketing to the business. It is a piece of their business plan that has had to grow as the
company grew. Nathan says it works because his uncle and grandfather are willing to try new ideas for technology and marketing. “They’ve always been open to anything that I can prove or show that would benefit the company,” Nathan says. “If I can show time or cost savings, if I can show that it’s a benefit, they are very receptive to technology and new ways of doing things.” Randy took over leadership of the company about five years ago, but the business is still a cooperative effort. “We all make decisions together, not one person runs this show and we have the experience from Dad,” Randy says.
Keeping it in the Family
While the company has grown, keeping it in the family is not an easy
process. The Morris family spent years carefully planning for the handover to the next generation. Randy explains, “It’s kind of a misnomer that you can just hand a company over to your kids. There are a lot of things that have to take place that people aren’t really aware of.” The ability to provide opportunity for the next generation of family members while protecting the previous generations required a lot of time with tax lawyers and accountants. It is a lot of work, but helps protect the family ties – especially when so much of what Don did in his life was put into the business.
“We don’t own houses on a lake. We don’t spend a lot of money on ourselves. We put it all back in the business,” Don says. That level of dedication to keeping the company going in the next generation is something the Morris family believes also benefits their employees. “I think a lot of people like that dynamic because they know that we have a passion to keep it going that we have some stability,” Randy says. The family stays focused on continuing to turn profits so they can make payroll and continue to support their employees and their families.
“We all make decisions together, not one person runs this show and we have the experience from Dad.”
Maintaining Perspective
Generational ties are preserved best when there’s a clear line between business and home life. Nathan says, “I call my grandfather Don during the day and Papa at night. There has to be that shut off switch and dynamic.” It is very important for members of family businesses to understand that business life in the office requires a different attitude toward family members than at home. “We can have the fight and argument and passion for what we do and still understand that it is about the business,” Nathan says. Closing the doors on the business at the end of the day helps the family stay strong for the next generation.
- Randy Morris, Midwest Coating continued on pg. 16
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[all in the family]
Renee, Marvin and Tracy Gardner
Gardner’s Flooring America
....................................................... A Loyal Partnership The sisters who own Gardner’s Flooring America say their personalities blend perfectly to make their third generation business successful. Tracy and Renee Gardner didn’t intend on taking over the family business when they were kids, but after both left for college and spent time going their own way, they eventually found themselves drawn back home. Their partnership is based on the kind of family history only two sisters can have. Tracy says it only takes one look to know what her sister is thinking. Both have strengths that help them balance the business, and they are best friends. Renee says working with her sister is a unique opportunity. “I wouldn’t be in business with anyone
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else but my sister. She’s smart and funny and great to be around.” This kind of camaraderie is built into the history and philosophy of their family-owned flooring sales and installation business. Gardner’s Flooring America began with Tracy and Renee’s grandfather’s flooring installation business. Their father, Marvin, began installing flooring for his father when he was just 14 years old. Marvin and his wife, Irene, started their own company in 1959. The sisters worked alongside their parents and took over leadership of the company in the mid1990s. While many things have changed over time since their grandfather started as a flooring installer, the sis-
TK...Topeka's Business Magazine
ters have kept the main focus that was passed on from their mom and dad. “In all aspects of life treat people like you want to be treated,” Tracy says.
Exceeding Expectations
The business mission is to try to exceed the customer’s expectations in service and product while embracing new technologies from the manufacturers and new ways of advertising and marketing. “World-class customer service has always been our mission. That has never changed,” Renee says. They also continue to give back to the community. It is something their parents always did, and was just a way of life for their family. “There is a sense
of pride knowing how hard our parents worked in establishing this business, and it is a privilege to carry it on. It’s a gift,” Renee says.
out their family.” If someone was in need, sometimes their father would even create a job just so he could take care of his
“In all aspects of life treat people like you want to be treated.” - Tracy Gardner, Gardner’s Flooring America
Family First
Partnering with members of the family has always been a natural part of the business plan. In the beginning, the sisters saw their mother and her sisters on hands and knees helping sew the seams on carpet. “It always has been a family affair. Aunts, uncles and cousins, a true family business,” Tracy says. “Our parents were always very generous and always wanted to help
family. Tracy and Renee have also extended that value on family ties to their employees. Many times they have hired family members of people who were already working for them and found success.
Relationships Matter
to do business with people they know. “We are part of this town and we have been for decades,” Renee explains. “We’re very hands-on owners, and we know our customers. That’s an opportunity. We meet our customers and know who they are. We’re not some faceless, nameless entity.” Partnering with family also allows the Gardners to be flexible and change quickly if the economy or competition demands it. They can adapt quickly to buying, design and flooring trends. They feel it makes them more responsive to their customers than some of the big box stores or Internet competitors.
continued on pg. 18
Tracy and Renee believe the partnership works because customers like
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[all in the family] Pat and Clarence Gideon
silver lake bank
........................................... Generational Relationships For the Gideon family, keeping Silver Lake Bank closely held makes good sense for their community. In banking, family ownership offers flexibility for a customer which is hard to match. It builds the opportunity for a mutually beneficial lending relationship, which is strengthened as the business passes from one generation to the next. Silver Lake Bank has been in existence since 1909. It went through ownership of two other families before Clarence Gideon bought the majority share in 1968. As a lawyer, Clarence had done some work for people at the bank and saw it as a good opportunity. After buying, he found it a much more hands-on project than he anticipated. Law was put aside and banking became his full-time profession.
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Rising to the Top
From the beginning, running the bank was a family effort. Current bank president, Pat Gideon, started working there as a kid in the role of what he calls “Assistant Janitor.” His brother was “Head Janitor.” He helped out around the bank in a variety of ways as he grew up, including some work so tedious his father says he begged to go back to “Assistant Janitor” status. By the time Pat officially joined the bank after college in 1980, he had been around customers for a long time. The transition from lowest man on the totem pole into bank president didn’t happen until 1987. The time and variety of responsibilities, as well as the opportunity to work alongside his father, gave Pat the opportunity to learn the ropes. “I jokingly tell people I quit four times and was fired three
TK...Topeka's Business Magazine
times,” Pat says. He also learned the importance of relationships with their customers. “We are a lot like the customers we target to do business with. They like to be able to pick up the phone and call someone who knows their name and can take care of their needs,” Pat explains.
Finding Strength in Family
Being a family-owned business has allowed the bank to thrive when others have struggled. Clarence believes their flexibility with their longtime customers is key to their success. “It’s absolutely essential for the customer, because we never had to go to the larger bank and get approval on how we were going to run the place. We wanted total independence, and
“It’s hard to divorce family from business so you live it all the time.”
- Pat Gideon, Silver Lake Bank
we had it. We were able to make quite a success of it because of that factor,” Clarence says. The family owns 98 percent of the stock of the bank, with each family member owning a percentage of the stock. The bank now has four locations and about 50 employees. In the 40+ years since the family has owned the bank, the Gideons have earned many third-generation customers. “This is our community. This is our home. We go to school here. We grew up here. That gives you a pretty good tie to the local community,” Pat says.
Building Lasting Relationships
While the opportunities of working in a family business have been rewarding, Pat says there are challenges. “You get to see the good side and the bad side at an accelerated level. It’s hard to divorce family from business so you live it all the time,” Pat explains. Pat has a sister who also works at the bank. He says having his sister on the team works because he knows her well and knows her skills. For their employees, Pat says fam-
ily ownership helps ease the transition from one generation to the next. “Family transitions of leadership are not dramatic, but happen gradually over time,” Pat says. “My father and I have continued to work together.” It is also good for continuity for customers. Between Pat and Clarence, they know the details of their customers accounts and can discuss and make decisions based on that shared experience.
continued on pg. 20
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[all in the family]
McELROY'S INC
................................................. Stability for Employees Strong Integrity
Homer McElroy started his mechanical and electrical service company on May 1, 1951. He remembers the date well, but it wasn’t something he was planning. “When I went to work that morning, I had no idea I was going to start a company,” Homer says. That day, he had approached his boss about an overcharge he saw on a customer’s bill. When he tried to set the record straight, Homer was told to mind his own business. So, he said he would. He walked out of the job and
started on his own. “I wasn’t going to cheat people,” Homer says. “They were overcharging for things, and that’s when I started.” What began in 1951 with Homer’s skills and his wife running the office, has grown to one of the largest familyowned businesses in Topeka. Last year, the company had 200 employees. It is the only company in Shawnee County that still does residential, commercial and industrial service and construction for plumbing, heating, air-conditioning refrigeration and electrical. The broad spectrum of services
“We have provided a lot of different services over a lot of different economic times.”
- Jerry McElroy, McElroy’s, Inc.
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McElroy’s offers has provided stability for the company over the years. It is something the family points to as evidence that Homer’s original mission is still in place. He started his business on issues of integrity, and they strive to still have it. “We have always been honest to our customers,” Homer says.
Consistent Reliability
When Homer’s son Jerry took over the company in 1973, he felt it was important to keep with his father’s goal of providing excellent and reliable service to customers. That meant staying on track with certain aspects of the business even when other companies were pulling out. “We have provided a lot of different services over a lot of different economic times, and I think that’s why we’re still successful today.
We haven’t just gone where maybe the money was at the time,” Jerry says. After more than 60 years in business, the company is now headed by a third generation. Jerry’s son-in-law, Dan Beal, serves as president. His nephew, Greg Hunsicker, is vice-president of the residential division. Greg says the commitment to doing things right and providing a good service is what has allowed the company to naturally grow and stay strong. It’s one reason he stayed with the family-business. “That’s what has happened here, because of the integrity of the family and the type of people that we are in taking care of our customers it just naturally grows the business. That’s why I like working here,” Greg says.
Commitment to Success
For their employees, the family believes they are able to offer a stability that’s not found in other similar companies. The family-run management and consistency of mission makes their company a good place to work. Homer says, “We don’t have meetings with a bunch of pep talks like a lot of bigger companies. We have people who honestly and sincerely are doing the job because they like it.” Dan has worked on strengthening the business aspects of the company since he took the reins in 2005, but the commitment to consistency in the workplace remains. The family tries to be good to their employees, and sees that those employees want the com-
pany to grow as a result. While they try not to take work out of the office, the McElroys believe they offer a respect in the family that extends to the workplace. It becomes an advantage for all of their employees. “For me, everybody above me in the family has always taken such good care of me,” Greg says. “I’ve never had any issues. Everybody gets along so good together. It’s like a family get-together, but doing what we have to do.” The family hires people who will fit their philosophy and structure. They find their employees are very respectful not only to the customers but also to the company, becoming a part of their continuing success.
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INVESTING IN
TOPEKA by Melissa Brunner
On the Monopoly board that is Topeka, the same strategies apply. What piece will bring you the most success? Will you go for the highend Park Place or try to spruce up Baltic Avenue? Should you invest in your property? And just what lies in store when you pick up that "Chance" or “Community Chest� card? On the following pages, you'll meet some Topeka-area businesses rolling the dice in various areas of the economic development game. No matter what part they play, the combined efforts of businesses allow Topeka to pass "Go" and find economic success. continued on pg. 24 22
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CHANCE
taking a ...
F
or all the talk of the sweet deal that helped lure a new Mars Chocolate Manufacturing facility to Topeka, money really wasn't the bottom line. "At the end of the day, Topeka felt like home," said Bret Spangler, Topeka Site Director and one of the people whom Mars has made a Topeka resident. That's not to sugar coat how competitive the selection process was. Mars looked at 89 cities in 13 states before choosing Topeka to build its first new U.S. site in more than 35 years. "Our criteria included logistics, labor pool availability, technical attributes of the land itself such as utilities and rail, and quality of life such as education and cost of living for our associates," Spangler said. "Attracting talented associates is not only dependent upon wages and cost of living; potential and existing associates evaluate the quality of life and vibrancy of the communities they will live in." Mars announced the Kanza Fire Commerce Park in South Topeka as the location for its new facility in June 2011. The 350,000-square foot, state-of-the-art plant is expected to come online in 2013, producing M&Ms and Snickers products. The initial phase is a $270 million investment, hiring 200 full-time associates. Eventually, Mars says, it could create nearly 1,000 direct and indirect jobs. Spangler says Mars already knew it wanted to be in Topeka when it began working with state and local officials on an incentive package. What developed was a $9 million deal which included: 190 acres of land, cash payments for jobs created, some fees waived and $1.7 million for workforce development in partnership with Washburn Institute of Technology. Still, Spangler insists, the decision was about more than money.
"Incentives were not part of the criteria. This factory will remain in Topeka long after the incentives are realized," he said. "The most appealing aspect of the incentives package was the support we received to invest in sustainable energy."
The facility will employ use of solar technology. Spangler says it also will be built to LEED Gold certification standards and incorporate other design elements to reduce overall energy usage. If Mars is excited about Topeka, it appears Topeka is also
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Bret Spangler, Topeka Site Director of Mars Chocolate North
E
excited about Mars. More than 1,500 people attended an information session in May about job opportunities at the plant. The hiring process is just getting underway. "So far, we have been impressed with the talent and passion of the people here," Spangler said. "To date, we have hired several area residents who will work in our plant as maintenance and technical associates. Additionally, we have identified several Mars associates whose expertise will be critical to the project. Several have relocated to Topeka from our other manufacturing sites and we have all been warmly welcomed into the Topeka community which has helped everyone with the transition." The doors aren’t even open yet—in fact, they’re not even on the building—but Spangler says he’s already convinced Mars made a good choice in Topeka. He says he sees a talented workforce and solid partnerships. It has him looking forward to a delicious future in his new home.
“We believe in quality products from quality inputs,” he said. “At our core, we are a local company and we look forward to a mutually-rewarding relationship with the city of Topeka.”
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service W
expanding...
hile most people think of recycling as a way to reduce waste, to Waste Management, it's still trash. In that trash, for them, is treasure. "We are the largest residential recycler in North America - that's all about managing waste for our customers," said Stephanie Regagnon, senior public/government affairs manager for Waste Management’s Missouri Valley area. "Recycling is a form of waste and we're just managing that." An expected growth in recycling in Shawnee County has opened the door for Waste Management to expand its facilities in the Topeka area. An $8 million, 30,000 square foot Materials Recovery Facility is nearing completion on the company's Rolling Meadows Landfill property, 7351 NW Hwy. 75. The facility will take in all recyclable items and separate them for further distribution to end-use manufacturers. Regagnon says construction was spurred, in large part, by Shawnee County's plans to launch a curbside recycling in January. She says the program allowed the company to build, knowing there would be a client bringing in material. But Shawnee County is just one potential client.
"The county has been so supportive of our efforts (in Topeka) but it really is the fact that many of the surrounding areas have expressed an interest in recycling," she said. "It is a growing market for us. It is not a mature recycling market. There is so much opportunity."
The opportunity doesn't just lie in the Materials Recovery Facility. In an offshoot of traditional recycling, Waste Management is majority owner of Garrick in Topeka. The company turns wood waste, such as pallets, into wood chips. The chips are used as fuel for the biomass burners at Frito Lay. Waste Management also is using its Topeka operations to get involved in renewable energy operations. The company partners with Westar Energy for a methane conversion project at Rolling Meadows. Methane gas generated by decomposing waste at the landfill is captured and converted into electricity. The waste-to-energy project is capable of generating up to six megawatts of electricity, which is
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Jason Sharp, Manager of the Rolling Meadows Landfill
ces
enough to power 6,000 homes. Regagnon says Topeka lends itself well as a platform for expansion.
"Topeka itself being the capital of Kansas, the surrounding communities, which include institutions of higher education and the proximity to Kansas City, those things equal opportunities for us in volume for the Materials Recovery Facility, but also opportunities for us to invest for our future," she said.
The Materials Recovery Facility will bring three to five additional permanent jobs to Waste Management’s Topeka work force. The company is also using local construction and engineering firms for the building phase. Regagnon says, in addition to meeting demand for recycling programs, it’s also a benefit to the company’s landfill operations. With recyclables taken out of the mix, there’s less trash taking up less space in the landfill. Plus, for a company like Waste Management, there’s green in going green. While it might seem counterproductive for a waste company to talk about reducing waste, Regagnon says, whether it’s composting or recycling, someone still needs to get those items to a place where they’ll be given new life.
continued on pg. 28
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players W
investing in...
hen employees create an innovation so good, why not just give them their own company to market it? That's essentially how se2, a subsidiary of Security Benefit, came into being. The vote of confidence its executives received in launching the company seven years ago is how they strive to treat their own employees today.
"We want everybody to be part of working solutions and making decisions at all levels," se2 CEO Dave Keith said. "It's all about empowerment."
Keith says it was around the year 2000 when Security Benefit executives asked him and several other employees to create an operating model and technology platform to lower the company's operating costs, allow faster introduction of new products to the marketplace and increase flexibility to meet growth demands. Once developed, Security Benefit realized it had a tool unique to the financial services industry. Keith and his team made a presentation to senior management and se2 launched in 2005 with eight employees. The name se2 (which Keith’s then-14year-old son came up with) stands for “service end to end.� The company not only assists in developing the technology for launching new products, it follows up with the support for the back-end processing on them. It didn't take long to see how valuable their concept was. The company almost immediately landed its first client, Goldman Sachs. "We put together what we thought was
Dave Keith, CEO of se2 continued on pg. 30 28
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Talent. Technology. Topeka. se2 provides a full range of high-tech business processing solutions to advance some of the greatest insurance and financial services companies in the world. How do we do it? Easy. By employing more than 400 of the best and brightest from the greater Topeka community. Innovation with roots. Advance your career with se2. Visit se2.com/careers.
BusinEss procEssing soluTions
|
HosTEd soluTions
|
consulTing sErvicEs
se2.com
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a pretty aggressive but conservative business plan," said se2 Chief Financial Officer Jim Schmank. "Goldman Sachs' business alone was six times as much as our three-year forecast. We hit the ground hard and hit it running." Keeping the pace meant hiring more people. But the people wouldn’t simply be sitting in cubicles, answering phones and punching in data. A cornerstone of se2’s operations is being able to customize technology platforms for each client’s specific product and processing needs, which means employees must be willing to be part of finding those solutions.
“They’re expected right out of the gate to participate. There’s no one way to do this,” Keith said. “I believe, at the end of the day, we’re successful because we’re adaptive to change and we challenge ourselves to learn.”
The expectation to contribute to tangible results, Keith and Schmank believe, is exactly the environment in which today’s young workers thrive. “They’re willing to work, but they want to see the fruits of their labor. They want to see opportunities to advance,” Schmank said. “If you can set up the environment for that, you can see results.” Brent Littleton, senior vice president and chief technology officer, is in charge of recruiting many of those workers. He’s proud to say he’s drawn from all of the Kansas universities. While students are attracted by the opportunity to work with the latest technology, he believes they stay because of the entrepreneurial and collaborative environment.
“You get a chance to come in and work with leadingedge technology. You do it in a group environment and you do it rapidly,” he said. “What you build really drives the company.” Those contributions, Keith says, are truly valued. The company strives to promote from within and they operate from the standpoint that a job title – even his – isn’t what’s most important. “At the end of the day, we manage money and there’s risk involved with that, but we don’t have to be walled off,” Keith said. “We understand that we (management) don’t generate all the ideas. They have to be cultivated and fostered up.” It’s not all work and no play. Operating largely out of the same building as parent company Security Benefit, employees of the two do a lot of activities together, from ice cream socials and pancake feeds to zoo outings and AllStar game ticket giveaways. The companies are the signature sponsor for the United Way’s Nancy Perry Day of Caring and employees are rewarded for volunteering. In seven years, those eight Security Benefit employees have grown se2 to a company of more than 400, processing 1.2 million customer insurance and retirement accounts while supporting a network of 550,000 agents, brokers and selling organizations. More than a million calls will come into its call centers this year. Along the way, Littleton says, he’s noticed a shift in young workers seeking out companies with advanced technology. Instead of driving to Kansas City for a job, they can find it in Topeka.
continued on pg. 32
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RUST,
CORROSION
OR ABRASION,
BRING IT ON
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beautifying the...
commun A s Ren Newcomer surveys the surroundings at Mt. Hope Cemetery, it would seem his career has come full circle. In fact, he believes purchasing it from receivership in August 2011 was, in some ways, his destiny.
"I believe it's the right thing to do for Topeka, for future generations, for families' legacies, to re-establish a quality cemetery," he said. "That's important for all generations."
Mt. Hope, which encompasses 160 acres north of SW 17th Street east of Fairlawn, was among the first locations Newcomer came to love when he moved to Topeka in 1975. "I believe it is one of the most beautiful cemeteries in Kansas and probably the Midwest," he said. "It is a beautiful cemetery with beautiful features and interesting grounds." A 24-year-old Newcomer was working for a funeral home in 1976 when he left a service at Mt. Hope and decided to visit Bob McCracken and Jim Cowie, who owned PenwellGable with Bob Price. He asked them if they'd be interested in selling. Two years later, Newcomer was his own boss. Fast forward to 1988. The former Memorial Park Cemetery at SW 6th and Gage went into receivership. Newcomer and his wife, Theresa, decided to take the leap of adding the cemetery business to their funeral home expertise. "When you're younger, I think
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you're more willing to accept challenges," Newcomer said. "It was the challenge of being able to take this cemetery in my hometown and make it better." As they spruced up the landscaping and renewed the ponds with the geese and waterfowl that now attract hundreds of visitors, Newcomer watched Mt. Hope continue a slow decline. Albe and Kate Whiting founded Mt. Hope Cemetery in 1906. Proceeds initially were directed to benefit Washburn University, the YMCA and the
TK...Topeka's Business Magazine
YWCA. The model, Newcomer says, worked until economic factors made it unrealistic. So started a vicious circle. As money declined, the grounds deteriorated, fewer people chose Mt. Hope for a final resting place, making the money dwindle further, meaning fewer resources for improvements and further deterioration. Newcomer says the board of volunteers did the best they could, but as he quickly learned with the 6th and Gage property, managing and maintaining a cemetery is full-time, tough work. Which brings us to 2011. The
Ren Newcomer, President of Newcomer Funeral Homes
unity
place Newcomer admired when he first came to the city, the place from which he worked up the nerve for the conversation that led to becoming his own boss, was now on the market and needing help. Newcomer's thought was, "This is what I do."
"This is my home. Topeka is my home and we have the resources to make Mt. Hope a better cemetery," he said. "We have the infrastructure and support and so many quality people that we can apply, not only the capital, but the human capital to make this a quality place."
The first thing the Newcomers did was re-establish the cemetery's endowed care funds, which were reduced to basically nothing. The restoration then shifted to high gear. Crews have removed scores of trees and hundreds of bushes. The mausoleum and funeral chapel underwent extensive renovations, from a new roof and new doors on the chapel, to new bench covers and restoring the original brass gates on the alcove crypts in the mausoleum. Office space and family meeting rooms were added. In just one year, virtually no area has been left untouched, and work continues. Newcomer won't reveal how much he's invested in Mt. Hope. After all, one can't put a price on destiny.
continued on pg. 34
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building a foundation of...
FINANCING
John Dicus, President and CEO of Capitol Federal Savings
C
apitol Federal Savings will soon have an essentially brand new headquarters building without moving an inch. It’s just the latest example of their commitment to Topeka. “Bottom line, we started here in Topeka, we're committed here and there's never been a thought of moving,” President and CEO John Dicus said. Dicus said a lot of it comes down to history. Capitol Federal was founded in Topeka in 1893. Their current headquarters building downtown at
7th and S. Kansas Ave. opened in 1961. Through his grandfather, his father and now himself, Dicus says, there’s never been conversation about leaving Topeka. But that’s not to say outsiders might not deem it an attractive option.
“When you look at the fact that probably 60 to 65 percent of our business in deposits and loans are in the Kansas City area, I think it sends a strong message about Capitol Federal,” Dicus said. “Fortunately,
in the banking industry, you can utilize branches and have a presence
no matter where your home office is.” The message isn’t just about company culture, Dicus said, but also about what Topeka has to offer. He says Capitol Federal has qualified workers with a strong work ethic and Midwestern values; the cost of living is lower in Topeka than other areas; and construction and land costs are a lot less than places like Johnson County. “From a business standpoint, we're able to provide what we need to support the operations, branches and people we have in other communities right here in Topeka,” Dicus said. Beyond business, Capitol Federal
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We’re committed to the business health of Topeka for life.
235-1341
capfed.com
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and the Dicus family strive to truly be part of the community. Since 1999, the Capitol Federal Foundation has given more than $33.7 million to the communities Capitol Federal serves. Dicus and his family live in the city, his three daughters participating in many activities growing up. “I guess I firmly believe that if we're going to be located here, we're going to work here, we owe something back to the city to make Topeka better place to live,” he said. “Wherever you’re located, especially as a business, but, as an individual, you try to enhance it and make it a community you want to be in.
“I truly enjoy living in Topeka because of the things we can do day in and day out, the time you can spend doing things you want to do instead of being behind the wheel of a car,” he said.
Capitol Federal is positioning itself to continue operations from downtown Topeka into the future. Its headquarters building is undergoing an $18 million makeover. ”We are going floor by floor, stripping each floor to concrete,”
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said Ken Scott, Capitol Federal first vice president, who is overseeing the project for the company. “Literally, we will end up with a brand new building utilizing the existing frame.” All mechanical and electrical systems are being replaced with energy-efficient models and features. Energy savings also are the goal of a special film on the exterior of the building. New lighting systems are installed. Walls are being torn down, replaced with configurations to make space more flexible. “In every opportunity, we are taking advantage of the technology and the green processes that are available,” Scott said. Dicus says the decision to renovate largely was due to timing. They embarked on the project at the height of the financial crisis. Though Capitol Federal came through it strong, building from the ground up, either in another part of town or on the same site, didn’t seem the right message to send to the customers, employees or shareholders. The timing also coincides with a renewed downtown revitalization effort. “We are committed to hopefully seeing the Kansas Avenue project go
TK...Topeka's Business Magazine
forward, not only what we're doing with our building, but also provide some things downtown that draw citizens of Topeka and elsewhere to come down here with the right activities and right venues,” Dicus said. Even as Capitol Federal looks to expand on the Missouri side of the border (a fourth branch is in the works there), Dicus says, the company remains firmly rooted in the capital city.
“We enjoy the community. The Midwestern values of the people and the work ethic you get from the citizens of Topeka isn't something you can find elsewhere in the country,” he said. continued on pg. 38
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improving a...
propert A lack of space, tight budget and a well-timed drive around town blended to create the perfect harmony for Todd Manning. Manning, the second generation of his family to own Manning Music, was feeling the discord of outgrowing the store’s 21st and Gage location two years ago when his mother called. She saw a clearance sign in the window of the old Wertzberger Upholstery shop, 3400 SW 6th and thought he Todd Manning, Owner of Manning Music should check it out. Six months later, the Wertzbergers called and said they were ready to sell. Manning worked at the store all through college as it Manning secured a loan and, a lot of sweat equity later, he moved to 21st and Gage. By 1996, he could see the work was says, it’s all coming together. just plain wearing his mother out. Manning was pursuing a career in newspaper writing, but, not wanting to see the “I grew up here, so Topeka means more to us store go away and tapping his own love of music, he and his than just a location for a store,” he said. “The sucwife, Deborah, decided to purchase the business. cess of the city and the people in the city is imporJust like his mother, Manning discovered it was a lot of tant to us. We got lucky.” work. Helping customers was only part of it. He built relaBut it took a long road to realize that luck. tionships with band directors to build their instrument reManning’s father was a band director at Washburn Rural pair and supply business; he recruited instructors to boost and his mother was also always involved in music. In 1986, lesson offerings; he worked with instrument manufacturers they purchased what was then Marquart Music, located at to strengthen the store’s inventory. After 13 years, he says Brookwood Shopping Center. Manning’s mother ran it. he finally reached a point where he felt comfortable enough “Mom put her whole life and soul into this,” he said. with the staff and business he built that he started taking “Mom worked at the store every hour it was open for 10 time away to enjoy activities with his wife and two sons. years without paying herself. She never took a salary—busiBut he also noticed something else – the store’s single ness was never regular enough for her to guarantee she entrance had people walking over each other as they arrived could pay herself. Everything else came first. She worked reand left lessons. Toss in someone trying to get a large instrually hard to establish the store.”
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ty
ment through the door for repairs and everyone was at a standstill. “It became painfully obvious that we needed more space,” he said. Enter his mother’s fateful drive. Even though the building wasn’t exactly what he was looking for, Manning knew they could make it work.
“We're a small enough company that we can be flexible, that if there were things in the building not exactly how we liked, we could change our vision a bit to make it all come together,” Manning said.
The Mannings did a lot of the work themselves. They built the lesson rooms, did the drywall and painted. Manning says their sons “lived at the store” with them for five months, as they worked 8:00 a.m. to 10:30 p.m. to get things ready. He estimates their hard work cut their costs to half that of new construction. The payoff is expanding their store from 2,800 to 6,100 square feet. They now have 15 dedicated lesson rooms, three of which are handicapped accessible; the repair shop is four times bigger with its own entrance for unloading instru-
ments; the sales area equals the size of the entire prior location; and two basements make it safer for customers during storms. “I still pinch myself frequently when I come in the store. From where we were to where we are - sometimes it seems like 15 years was a really long time,” Manning said. While repurposing an existing building might not be for everyone, Manning hopes more business owners will give it a chance. “A lot of these provide awesome opportunity,” he said. “We’re well aware of driving around, if they're empty a long time, what an eyesore that can be. (You have) to be able to see past a lot of that. See what it could be.”
continued on pg. 40
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In the board game Monopoly, much is made of owning Boardwalk and Park Place. But the smart players know you need a few Baltic Avenues and Marvin Gardens thrown in to find success. It's all about return on investment—the same strategy that drives economic development in a community like Topeka. GO Topeka is the economic development arm of the chamber.
those are new prospects and nine are current companies. She said that portfolio represents 4,000 jobs. The reality check? Industry numbers show only one to five percent of those will be successful. Investing in land and infrastructure in South Topeka,
like Adams Business Forms, Jostens and the Payless Shoes Distribution Center leaving Topeka. Kinsinger says GO Topeka can't
"There are things we can impact and, sometimes, $5 million or $50 million will not be enough to impact market conditions," Kinsinger said It contracts with Topeka and Shawnee County's Joint Economic D e v e l o pm e nt Organization to administer revenues from a countywide half-cent sales tax earmarked for economic development. Kinsinger says their focus is on primary jobs, which he describes as those in which goods or services are sold outside the area, bringing dollars back to the community and creating more discretionary income. GO Topeka also is required to invest 10 percent of the money in minority, small and women-owned businesses and entrepreneurial development. Finding the next Park Place is a never-ending task. Dawn Wright, GO Topeka's Vice President for Economic Development, said, as of mid-July, GO Topeka had an active portfolio of 34 projects—25 of
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Kinsinger says, was the difference in bringing Home Depot, Bimbo Bakeries and, most recently, Mars to Topeka. "Normally, companies are trying to beat competitors to market," Kinsinger said. "If we can shave six to twelve months off their construction process (by having infrastructure ready), that's extremely valuable." They also point to businesses like PTMW and se2 that have grown and companies that flirted with moving operations elsewhere like Goodyear or Frito Lay, but ultimately chose to stay. Critics question whether GO Topeka is making the best use of taxpayer dollars. They wonder about the need for the land buys and point to businesses
TK...Topeka's Business Magazine
control everything. "There are things we can impact and, sometimes, $5 million or $50 million will not be enough to impact market conditions," Kinsinger said. There are plenty of "Chance� cards in this game. Kinsinger says GO Topeka tries to minimize risk with performance-based clauses such as maintaining the facility and a certain number of jobs for a certain period of time. If the conditions aren't met, the company may not go to jail, but it won't pass "Go" and it won't collect $200 - or whatever the incentive might be.
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IMAGINE... A partner who develops your workforce A partner who promotes a business-friendly environment A partner who provides resources for your company’s expansion A partner who helps you succeed
LET US BE YOUR PARTNER FOR GROWTH! Your Contact For Results: Jo Feldmann at 785.234.2644 or jfeldmann@GoTopeka.com 120 SE Sixth Avenue, Suite 110 Topeka, Kansas 66603-3515
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[statistics] Expected 2012 Incentive Payments GO Topeka Economic Development Assistance Since 2002-2-11
New Jobs 4570 Jobs Retained 4987
Allen Foods -- $110,334
LB Steel -- $71,786
Alorica -- $98,325
Mars Escrow -- $478,125
Del Monte -- $42,000
PTMW -- $161,000
Frito-Lay -- $37,500
Schendel Pest -- $18,000
Goodyear -- $194,000
U.S. Foodservice -- $66,667
Home Depot -- $22,500
Mars Training Incentives -- $1.77 million
(Source: Impact DataSource Report for Greater Topeka Chamber of Commerce/GO Topeka, July 2012)
(Source: JEDO Financial Statement, May 2012)
population Growth from 2000 to 2011 -.23% +32.75%
+4.75%
Topeka 42
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Kansas City
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Lawrence
Manhattan
Shawnee
96,349
63,219
48,630
53,678
+17.41%
45,717
88,727
81,973
+30.0%
127,907
146,453
146,790
128,188
122,377
+8.24%
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[statistics]
USD 501 Children on Free & Reduced Lunches in 2010
73.86% (Source: Bureau of Labor Statistics)
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Olathe Kansas City
(Source: Bureau of Labor Statistics)
$37,295 $40,342 2010 per capita income
Kansas City Olathe
6.8%
$75,228
Topeka
Topeka Unemployment june 2012
Topeka
2010 median household income
$30,966 $18,435 $23,524
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Coming Full
Circle by Lisa Loewen
The circle of life. It is the idea that change is inevitable, so one should embrace it. We are born. We grow. We change. We die—or move on to some other place. Businesses too face this never-ending circle. They are born from an idea, grow and change as they mature, then face the uncertainty of the future—some dying; others taking a different path. The ultimate dream of many entrepreneurs is to grow their business into something that a larger company would like to purchase and grow even more.
First office (away from Schendel home)
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Dean Garwood, Bob Schendel, Eli Bokern 1951
1018 E. 6th Str
1947
Schendel Pest Control was born in Bob Schendel’s garage in Topeka, Kansas.
Closing a Chapter Brent Boles, president of Schendel Pest Services in Topeka, has watched his company come full circle. After spending 18 years as part of the Schendel family, the last six as sole owner, Brent closed his chapter of the business, selling the company to ServiceMaster.
“It is ironic because in the last 10 years we have been the company helping small businesses with their succession plan,” Brent says. “Now all of a sudden we got big enough that we needed help from a bigger player.” Also ironic is that even though Schendel was successfully expanding into new market areas and actively acquiring new customers, that growth was actually creating a larger problem on the financial side. Rapid growth over the last 10 years made it harder to offer competitive benefits for employees. Facing a 48 percent increase in health care costs, the financial hurdles of taking care of it employees became overwhelming.
1970’s
Bob Schendel offered his branch managers the chance to purchase the business. Paul Mages bought the Topeka branch and his brother-in-law Jon Isaacs purchased the Lawrence branch. They merged the two companies creating Schendel Pest Services Corporation.
1994
Paul Mage’s son-in-law, Brent Boles, joined the company.
2000
Brent Boles become full partner.
Making the Right Choice Brent had a difficult choice to make: downsize the company to make benefits more affordable; reduce benefits packages; require employees to pick up more of the financial burden; or bring in a private investor to help with capital issues. Brent didn’t like any one of those options because, ultimately, none of them helped the people he cared about most, his staff. At that point Brent knew he needed to find a solution that would benefit everyone.
2006
“There were a lot of trigger points over the last 12 months that led to this decision,” Brent says. “The increasing
ServiceMaster took over ownership of Schendel Pest Services.
reet, late 1950s
Brent Boles purchased 100 percent interest in Schendel Pest Service.
August 1, 2012
continued on pg. 50
Schendel Bug 1958
Schendel Office 2012
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cost of providing health coverage, the cash flow needed to continue expansion, the challenges facing small business today, all played a role.” With these challenges constantly hanging over his head, when Brent learned there was a motivated buyer looking to acquire Schendel, he knew it was the right thing to do. Twelve weeks later, ServiceMaster became
Jon Isaacs, LeRoy Reichardt, Paul Mages
the new owner. That change of ownership brings the financial backing of a huge corporation and the ability to offer more advantageous benefits packages to employees.
“As of August 1, the cost to my employees on a family insurance plan is $500 cheaper per month,” Brent says. “They literally got a $500 per month raise.”
Embracing Change
Brent Boles, president of Schendel Pest Services
While Brent admits it was a difficult decision, he says in reality the only thing that has really changed is who owns the company. It will still operate under the Schendel name. Brent will still be president and run the day-to-day operations with the same autonomy he had before. And ServiceMaster will keep the Schendel headquarters in Topeka, honoring the commitment Brent made two years ago when GO Topeka provided incentives to keep the company from moving to Kansas City. “This is such a true win-win situation,” Brent says. “ServiceMaster acquires a successful company with a proven market base. We are still based in Topeka and my entire team is still in place. My co-workers now have better benefits and a secure future. And I get to come to work and focus on what I really enjoy, growing Schendel— without the financial headache.”
Beginning Again As Brent closes out the circle on Schendel, he begins a new one with another entrepreneurial endeavor—Schendel Lawn and
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Landscape. Brent says he has wanted to put the Schendel brand on a lawn fertilization business for five years. The biggest struggle was that he didn’t have any expertise or experience in the landscape business. Brent was extremely impressed with the landscape company that worked with him on the new headquarters building. He offered to buy the business. The two owners said no, but they were open to the idea of a partnership. That new partnership between Brent, Aaron Jones and Brandon Moore resulted in the formation of Schendel Lawn and Landscape, which will soon move into its new location at 6th and Fairlawn. While Brent says the formation of this company had nothing to do with the decision to sell the pest operation side of Schendel, he admits, in hindsight, that it might have taken the edge off a bit.
“As I look at me stepping away some day from the pest business, the fact that now I have something else to do absolutely made that decision easier,” Brent says. TK
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[from the professor]
International Travel & Experience Leads to Success in Business CLASS IS NOW IN SESSION TK Visiting Professor
Michael Stoica, Ph.D.
Distinguished Professor of Marketing Washburn University School of Business
"To travel is to discover that everyone else is wrong about other countries." -- Aldous Huxley "The World is a book, and those who do not travel read only a page." -- St. Augustine Modern communication allows for worldwide interaction between people who never would have interacted previously. This opens up a world of possibilities for personal development and/or businesses development but also presents challenges such as interacting in different languages and with people of different cultures. Learning about these differences first-hand is one of the most challenging and rewarding experiences an individual, student or business person can have (Consortium of Universities for International Travel). An international experience is transformational. Individuals learn about themselves and the world, while absorbing the nuances of different cultures. There is no right or wrong answer to personal exploration and development. Everyone is different and it is through life experiences that people learn who they really are and challenge themselves to improve.
a different country or region means to learn about a new culture, traditions, geographical importance, facts and history. That will have an impact on critical thinking, problem solving and overall performance. Individuals become better employees. Everything they see and do and every person they meet provide opportunities to gain a new effective perspective that can help live a richer life and work better. As the global economy grows, so does the need for both employees and employers who are competent in the international arena. Once travel was considered more important than formal education. Some, including myself, still think it is. Unfortunately, very few American students travel and/or study abroad. Those who choose an international experience over the comforts of home are rewarded with tremendous professional opportunities (Consortium of Universities for International Studies).
Broaden Horizons
Embrace New Ideas
Traveling abroad significantly increases one’s knowledge and broadens the horizons of wisdom. To travel in
Travel overseas can benefit the American entrepreneur. Learning from the local culture, being curi
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ous and observing local ways of solving problems might help the business back home. New business opportunities are found, the business horizon widened. Starbucks is a good example. While visiting Italy, Howard Schultz discovered the Italian way of enjoying coffee and the concept of a coffee bar. As he tasted his first cup of cafe latte in Verona, Italy, he witnessed how customers would drink coffee for hours, study, read or socialize, enjoy the trendy coffee house surroundings. He brought the concept back to the U.S. and adapted it to the local market. Starbucks sales exploded.
Be a Traveler, Not a Tourist There is an important distinction between the traveler and the tourist. As Daniel Boorstin pointed out, the traveler is active; he/she is going strenuously in search of people, of adventure, of experience. The tourist is passive; he expects interesting things to happen to him. He goes "sight-seeing.� Howard Schultz, in the example above, was a traveler, not a tourist. Travel and change of place impart new vigor to the mind said Seneca over two thousand years ago.
Learn From Experience
Avoid Repeating a Mistake The state of the solar energy industry in China represents a good example for understanding what is happening to others and how to avoid mistakes in our country. Common knowledge says that China represents the future in green technologies while USA and Europe are falling behind in solar technology development. Since 2006, Washburn students have participated in a transformational experience, working for Chinese companies and enjoying the experience of a culture significantly different than theirs. Among the Chinese companies the students interacted with, several were high tech businesses. During the discussions with the owners and employees of these companies and with their project partners, Chinese students from a local university, we learned that the solar energy equipment manufacturing industry has encountered many difficulties and is in trouble. The Chinese government, besides providing a permanent subsidy, had to intervene and inject additional capital multiple times in almost all major local solar companies. In spite of this active intervention, the industry is still experiencing major
Travel abroad is also important because other societies around the world have faced the same problems as we in the USA have and they designed and implemented inventive or unusual solutions to these problems. Some solutions work well when implemented, and some don't. Travel makes people in these societies valuable resources. Discussing with local people and observing the society’s behavior can be rewarding. Mistakes made by others could be avoided back home. And often, one can appreciate more the way things work in the U.S.
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Company and Ticker Symbol
Price per Share (approx. Range) 2007-2008
difficulties. The table below shows the changes in the share price for the four major solar equipment companies in China. Due to their interaction with employees of Chinese companies and Chinese students, Washburn students were aware and understood the systemic difficulties in this industry years before the troubles experienced by Solyndra and other U.S. solar energy companies. Traveling and interacting in foreign settings provides valuable experience. Mistakes made by others in foreign countries may be avoided back home. For local businesses, the successes, failures and experiences of those in other countries can be a valuable resource.
TK
Peak Value and Date
Price per Share August 3, 2012
Yingli Green $35-40 Energy Holding Co. Ltd. (YGE)
$41.4 (Dec. 2007)
$1.68
Trina Solar Limited $30-35 (TSL)
$35.43 (July 2007)
$4.26
Suntech Power Holdings (STP)
$85.16 (Dec. 2007) $0.93
$40-80
LDK Solar Co. Ltd. $30-70 (LDK)
$73.95 (Sep. 2007)
$1.32
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[stepping up to leadership]
Navigating Change Curves Navigating change is one of today’s most complex leadership issues. Managing change involves predicting, preparing and promoting change to organizational stakeholders.
Predicting Change The art and science of predicting change has become big business. Today’s leader must find ways to identify and address changes that present threats or opportunities to the organization. Many educational entities sell books and promote programs aimed at helping leaders improve their change management skills. In addition to training, leaders can improve their ability to minimize damage or capitalize on change by understanding how change curves work and practicing awareness, alertness and action.
Understanding Change Curves Rich Drinon, M.A.
Drinon & Associates, President
He has 25 years experience as an executive communication speaker, trainer, coach and facilitator. For more information www.drinonandassociates.com
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A change curve is how a new business, project or initiative advances through various life stages. These days organizations experience more change curves at faster rates and in shorter cycles than ever before in history. As a result, one must always be watching for what’s coming next in terms of opportunity or threat.
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Stages in a Change Curve: 1. Conception. Giving birth to a new idea. 2. Investment. Resources are focused toward launching the new objective. During this phase, one begins letting go of outmoded ways of doing things while embracing new practices. Failure during this stage can result in a costly learning curve. 3. Growth. The new product, service or entity achieves a return on investment and becomes profitable. 4. Maturity. At some point all endeavors reach the point of slowed growth and diminishing return. Before reaching this stage, planners must return to the Conception stage in order to envision the next great product, service or direction for the organization.
Awareness, Alertness & Action An aware leader has an understanding of larger changes taking place globally, nationally or regionally that impact one locally and personally. As the leader maintains an awareness of change, he or she must also be on the lookout for opportunities that emerge from these larger shifts. From
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megatrends to microtrends to tipping points, businesses can always find new possibilities for development resulting from change. When new possibilities appear on the horizon, the organization must be ready and willing to take action and seize opportunity.
accurate information? How much, and what kind of emotion is involved in response or reaction to the issues? How can these emotions be addressed? Weigh what the organization stands to gain or lose as a result of this change. What potential positives need to be considered? What negatives can be minimized? Create a positive target at which you can take aim, move toward and lead others when making the shift. Ultimately, what results would the entity like to achieve and what outcomes does the organization want to avoid?
5.
Planning for Change
6.
When faced with significant shifts in the world or marketplace, an organization must develop a strategy for embracing, managing and promoting change. Those involved in the plan should consider the following steps:
1.
Pinpoint where the organization stands in relation to the change curve. Ahead of the curve, with plenty of time to plan? On the cusp and experiencing urgency? Behind the curve and practicing damage control? Consider control and influence issues pertaining to this shift. Rate the organization’s level of control in dealing with the change. What can be done to influence the process, decisions or results of this change? Think of ways to gain more control of the situation. Identify all stakeholders and consider how they will be impacted by the change. Who are the parties involved? How is this change impacting each of those individuals or groups? What’s the best way to communicate with them regarding this change? Monitor levels of both reason and emotion with the involved parties and measure receptiveness. What are the facts, logic or reasons pertaining to the change? Are the parties receiving
2.
3. 4.
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Promoting Organizational Change A leader will most likely have to discuss organizational change with stakeholders. He or she will need to be clear, persuasive and able to respond to questions from board members, followers, customers and, possibly, the media. In Resistance to Change – Why It Matters and What to Do About It, change management expert Rick Maurer writes, “Nearly two-thirds of all major changes in organizations fail. That’s pretty sobering information.” He continues, “Fortune 500 executives said that resistance was the primary reason changes failed.” Maurer identifies three forms of resistance as: • I don’t get it. • I don’t like it. • I don’t like you. Promoting change involves working through resistance. Effectively using persuasion allows one to address each of these three forms of resistance.
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Making a reasonable argument for change, by using facts, figures, statistics, logic and other relevant intelligence helps to address the I don’t get it issue. These individuals need for the leader to make sense, connect the dots or provide more information. In order to address the resistance of I don’t like it, one needs to identify people’s emotional concerns about the change. These typically fall into two categories - fear of loss or opportunity for gain. Creating emotional appeal, in order to enhance one’s rational argument, can be accomplished through the use of stories, analogies, examples or other forms of communication that move people or play to their heart strings. If the leader has a meaningful history with the group, or education, experience or credentials that gives him or her credibility - now is the time to use it. Credibility helps the leader overcome the resistance of I don’t like you. People don’t have to like someone to follow their lead. They just need to know they can trust the person’s judgment on the subject and that doing so is in their best interests. Credibility bridges that gap.
TK
Resources • Maurer, R. (2009). Resistance to Change. Why It Matters and What to Do About It. Retrieved October 7, 2010 from http://www. beyondresistance.com/resistance_to_change.php • Maurer, R. (2008) Results of effective change survey. Retrieved June 27, 2008 from http://beyondresistance.com/effective_change_ survey.htm
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e h ft
r p e rt
o t ear
h
r u e en
En
by LISA LOEWEN
Using a classroom project to take a lifelong dream and turn it into an award-winning business, takes the heart of an entrepreneur.
Project-oriented classes are a large part of most MBA programs. To simulate how business works outside of the classroom, professors require students to develop a mock company and take it through the process of building a business plan, working out a marketing strategy and then pretending to “launch” the business. Most MBA graduates complete the program and have an excellent project to include in their portfolios. Grace Brown-Mitchell didn’t need a portfolio because she walked out the door with a fully operational new business: gracie b., a whimsical online boutique for the modern woman. Grace had been thinking for a long time about creating her own business. She didn’t have any of the details worked out, like whether it would be a brick and mortar store or online, but she knew she wanted to be part of the fashion world.
“It has always been a dream of mine to create my own boutique,” Grace says. “I didn’t know what it looked like or what the logo would be, but I knew someday I would make it work.” Bringing a Dream to Life
That dream played in the back of Grace’s head for many years before she finally decided it was time to stop dreaming about it and make it happen. She went back to Washburn to earn her MBA, and when Business Professor Susie Pryor told the class they would be developing business and marketing plans for made-up companies, Grace took the first step to making her dream a reality. She told Pryor that she planned to actually launch her project at the completion of the degree. Together, the two of them refined her original idea, created a brand and built the foundation from which Grace could launch gracie b. last July.
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Taking Change in Stride
Originally established as an online women’s clothing boutique under the web address shopgracieb.com, the company was not intended to have a brick and mortar presence. However, things don’t always happen as planned. Some friends talked Grace into meeting with the owners of The Hub in Fairlawn Plaza. Realizing that her clothes were a perfect fit for the eclectic styles found in The Hub, Grace began selling the gracie b. line from that location last November. In July, she doubled her space in the Hub so she could offer even more merchandise. “Even with the best laid plans, things happen that you don’t expect,” Grace says, “and these things can often be really great if you let them be.” Having a storefront presence has given gracie b. more credibility because people can actually see the quality of the products. It also generates more online traffic because women who like what they see in The Hub can find additional items only available online. On the flip side however, offering clothing from a retail location has made running gracie b. a bit more hectic. Because she wants to offer clothing you wouldn’t find in big box stores, Grace spends countless hours searching for vendors that provide quality merchandise with a fresh, new look, at an affordable price. “I don’t like buying outrageously expensive clothing,” Grace says. “And I don’t expect women to have to pay outrageous prices to have beautiful, whimsical clothing that they love either.” Grace adores working with fashion. She loves finding that next big trend, getting ahead of it and offering clothing that women haven’t seen anyone else wearing. “Basically, I’m a curator of beautiful things,” Grace says.
much riding on what happens in your business every single day, an entrepreneurial family can struggle with balancing priorities. “We struggle with where you cut it off,” Grace says. “You can’t neglect your marriage, your friends and your life, but it is easy to find yourself doing it.” Grace says having multiple businesses alleviates a little of that nervousness because they don’t have to rely solely on the success of one business. If gracie b. has a bad month, the rental property business can pay the bills.
Reaping the Benefits
All of the hard work that Grace and Cory have put into making gracie b. a success is starting to pay off. Not only are sales skyrocketing, but gracie b. won the Topeka Chamber of Commerce 2012 Emerging Entrepreneur Award. With a long term vision of several full-time employees managing not only the online store but multiple retail locations, Grace sees a bright future for gracie b. But for now, she will have to be content working with her faithful assistants, Tiger (cat), Haleigh (black lab) and Selwyn (rat terrier). TK Grace Brown-Mitchell
Juggling Success
Gracie b. isn’t the only business in the family. Grace and her husband, Cory, also own a rental property business. Cory started the rental business 10 years ago, and when she and Cory married three years ago, they bought their first house together to fix up as a rental property. That purchase ignited a firestorm of home buying; they purchased 10 more last year. “We both have that entrepreneurial spirit, so it really works for us,” Grace says. In addition, they are part owners in Big O Tires. Grace says it’s the financial piece of being an entrepreneur that makes you the most nervous. You put everything you have into creating your business and hope that you somehow come out on top at the end of the day. Because you have so
Grace Brown-Mitchell
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[ask the expert] Asset Classes
DARYL CRAFT
GTrust Financial Partners - photo by Don Brent
There are a number of different asset classes available to construct a portfolio. Fundamental allocations consist of stocks, bonds and cash. Stocks are further broken down into domestic and international. Domestic stocks include large, medium and small companies; growth and value; and specific sectors such as energy, real estate, finance and utilities. International stocks are divided between developed and emerging market countries, with both further divided similarly to domestic stocks. The various categories of stocks can and do perform differently in varying economic and market conditions.
Key to Stock Investing The key to stock investing in good times and bad is selecting the right allocation to best match up with the current conditions, and then make appropriate adjustment based on changes in the economy and markets.
Saving for Retirement
The U.S. and foreign stock markets have been tremendously volatile the past few years. Many people are asking if stocks are still a solid choice for retirement savings.
Daryl Craft of GTrust Financial Partners responds:
The answer is yes, but… One of the principal characteristics of a well-thought-out retirement plan is a long-term outlook. For most people planning for retirement, a long-term goal cannot be met by making short-term investment decisions. Ideally, decisions should: • Be made on the basis of defined objectives, • Be proactive rather than reactive, and • Include stocks as a part of a diversified investment portfolio.
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Getting Out It is normally a very bad idea to get out of stocks entirely. As previously mentioned, even in challenging markets some categories of stocks will perform better than others. And, the statistics are clear that those investors who pull out of the market entirely will miss out on much of the rebound when it happens. Getting out of the market has always been the second hardest decision to make; getting back in is the hardest. The only circumstance when it might make sense to be out of stocks entirely is if the investment window is very short. For example, a person retires with a benefit, knowing he or she will need it for a specific purpose in two or three years. With that short of a window, it really doesn’t make sense to invest in stocks. Market cycles tend to be that long or longer, so it is very possible that it might be necessary to cash out at the down end of a cycle, at a loss.
Successful Retirement Successful retirement investing requires a goal, planning and a longer-term outlook. With those three things in place it absolutely makes sense to include stocks in your portfolio.
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Life of a
building Topeka's Elmhurst Neighborhood
by DEB BISEL
In 1909, Topeka's weekend real-estate ads boasted of the newly established Elmhurst neighborhood. Hoping to lure new home-buyers, the ads listed “every modern convenience,” including city water, telephone service, streetcars every seven minutes and, most importantly, “Fine Homes and Fine People.” More than a century later, Elmhurst can still boast of fine homes and fine people. Two of the fine people making those fine homes available are John and Julie Lyle. The Lyles seem to have a habit of buying houses. They are not wealthy people; they work hard to support their “rehabilitation habit.” The
addiction began when the couple was starting a family.
Renovation Addiction The two met while attending K-State. (The petite Julie was a cheerleader and still has the energy of a college student.) They married, worked as building engineers, and
Julie & John Lyle
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bought a home in the 1100 block of Mulvane, in the heart of Elmhurst. The setting was ideal, pure Americana with occasional brick sidewalks, shade trees, and front porches where neighbors visited one another. The Lyles fit in and settled down to enjoy their life together. While their block of Mulvane offered a Norman Rockwell setting, the block immediately to the north was another story. There was a problem house in the midst of the next block. Actually, the problem was the tenant who could be heard cursing several houses away. There was traffic at all hours which made the other residents uneasy. “Can we bring our kids up in this neighborhood?” John thought to himself. He and Julie faced a decision while waiting for the birth of their first daughter. “Do we move or do we stay?” The situation was obviously out of control when a drive-by shooting occurred. The troublesome tenant was evicted and the house went on
the auction block. John bought it. The Lyles' mission had begun. With the purchase of that first house, though, the Lyles faced another decision. With rentals becoming increasingly rundown that surrounded properties they owned, should they buy others as well? If they improved their property while those around them remained in disrepair, it might become more difficult to get those properties later on. John feared that the owners would see what the Lyles were doing and raise their prices accordingly, knowing they had a motivated buyer on the line. Plus, their improvements wouldn't have the same economic impact if the surroundings did not change. The decision was made to keep buying houses as they became available and as it seemed appropriate.
to 100,000 population with a few years. The capital city counted less than 45,000 souls when Burge penned these words. More than doubling that number was an ambitious proposition to say the least. Building a sub-division was a real leap of faith.
Bringing Back the Trees There used to be elms. In the 1950s, residents of Elmhurst enjoyed one of the most picturesque locations in the city, if not the Midwest. Towering elm trees formed a closed canopy over the broad street creating an effect that Ozzie and Harriet would have envied. Topekans have always loved trees. Topeka historian Doug Wallace said that an 1858 ordinance actually required the planting of trees. Eager to transform the barren prairie into the reflection of
“Can we bring our kids up in this neighborhood?” The Lyles were committed to Elmhurst with a passion that may have only been equaled by its founder, Napoleon B. Burge. Ironically, he was a K-State grad too.
A Leap of Faith By anyone's standard, Napoleon B. Burge was an accomplished and remarkable man. Lawyer, newspaper correspondent, and Congressional candidate – the Indiana native established himself as one of Topeka's most successful businessmen. When he announced plans for the development of a new subdivision, older and wiser men discouraged him. Burge was not dissuaded. As the newspaper announced, Burge had a plan to “make Topeka grow.” “There is no reason why we cannot make Topeka a city of 80,000
homes left behind in the East, Topeka legislated, encouraged and demanded the planting of trees. Then “arbor-geddon.” It has been estimated that between 1960 and 1975, Topeka lost three-fourths of its shade trees. Crews were kept busy cutting down diseased trees infected by the European Elm Beetle, an infestation that affected the entire nation. What had been a city of trees was a city of stumps. Elmhurst lost its namesake and its most charming feature. After Dutch Elm disease left its scars on Elmhurst, however, the neighborhood wisely planted diverse varieties. Julie has been an active proponent of restoring trees to Elmhurst and in creating the Elmhurst Green, a park south of the library along Washburn Avenue. Because of Julie and other advocates, the streets are tree-lined once more.
Historic Photo of 1180 SW Mulvane Avenue
1180 SW Mulvane Avenue Today
A Family Neighborhood Characterizing Elmhurst, Wallace said it was never considered an “elite” place like Westboro or West Hills. While many successful businessmen made their homes there, it tended to attract families like the Lyles, families looking for a real neighborhood experience. “Often,” said Wallace, “she found the subject for her column outside the windows of her sunroom, windows that looked upon the everyday scenes unfolding in her own front yard—children playing on the lawns, squirrels scurrying through the trees, snowflakes landing on the brick sidewalks.” Her observations were featured on the Topeka Daily Capital's editorial page and she has become a fixture in Kansas’ literary circles.
continued on pg. 66
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The RIGHT Way My husband went with me to interview John and Julie. Since Gary is experienced in construction, I thought his perspective would be useful and that he would enjoy the conversation. I soon found the three were kindred spirits in their methods and their morals. The word “right” was used more often than in any conversation in my lifetime. Do it right, make it right, the right reason, the right way, the right people, 1808 Munson Today the right materials. . . Gary was the Grocery Store at 1808 Munson Weatherization Director for Community Action several years ago. He trained inspectors all over the country in combustion appliances and building dynamics -- all those things that people take for granted until the utility bills arrive. I thought the three of them would go into some kind of cosmic overload when they were talking about the energy savings and safety measures used in their houses. Most people would have put “lipstick and rouge” on them and rented or sold them quickly. But that's just not right. “I think about young people getting a home and they can afford the mortgage but not the utilities,” said John. “With our knowledge we can make these homes maintainable.” They talk about replacing furnaces, pipes, wiring, and with each item I hear “ca-ching, ca-ching,” as the price tag increases.
A Labor of Love Climbing a makeshift plywood ramp, we followed the Lyles into a pretty big remodeling job. Julie could barely
contain herself as she pointed out the cabinetry and craftsmanship that had gone into the house decades ago. Lining the living room were recycling bins for not only materials and parts but also plastic bottles. (I made a mental note that in all my years as a reporter covering the housing industry, I never saw that on a jobsite.) Straightening this house had required digging out the crawl space and re-doing pieces of the foundation. The house was so far out of sync that the porch, now a good three or four feet high, had been setting firmly on the ground. I may not be as knowledgeable as Gary, but I know hard work
“I think about young people getting a home and they can afford the mortgage but not the utilities,” said John. “With our knowledge we can make these homes maintainable.” when I see it. I was imagining John folding his six-foot or so frame into the space between the sagging floor and the ground and shoveling dirt at the same time. As we walked through the neighborhood, John and Julie pointed out their friends and neighbors, folks equally committed to keeping Elmhurst safe and beautiful. They kept reminding us, “We're not the only ones doing good things here.” When I sat down to write, Gary brought me some notes he had scribbled, just words that occurred to him during the visit. “Preservation, priorities, purpose, patience, pride, heritage, persistence, proper, do it right, dedications, innovative solutions, labor intensive.” All the right words. Earlier this year, in my capacity as president of the Shawnee County Historical Society, I had the great pleasure of presenting a preservation award to John and Julie. They were appreciative, but I could not help but think it was too little for such a huge undertaking. The Lyles live a life in context, building on the past, all the while conscious of the future, the generations to come and the neighborhood they will hand over to them. They work hard to make the lives of people they may never know much easier.
Deb Bisel
Deb Bisel is the author of The Civil War in Kansas: Ten Years of Turmoil published by the History Press.
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Renovated rooms at the House at Midland Care brings the total number of rooms available at the not-for-profit hospice provider to 18 to meet the expanding needs of the community. jones huyett Partners celebrates 25 years.
SE 36th Terrace is the site of the newest Habitat for Humanity house. The land, donated by Quest Credit Union, will become home to a pre-fabricated house assembled by Shawnee Heights students. Local businesses won awards presented by the Greater Topeka Chamber of Commerce/GO Topeka: Emerging Entrepreneur of Distinction: ShopGracieb.com Grace Brown-Mitchell – Owner/Operator Non-profit Award of Distinction: TARC, Inc. Chief Executive Officer – Eileen Doran Minority and Women Business of Distinction: Color Works Paint & Supply Diana Swafford- Owner/Operator Capital City Business of Distinction: Educational Credit Union President/CEO –Greg Winkler
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SW Harrison is the home of the newly opened Independent Business Center. The business center offers the amenities of a permanent business location, without the overhead.
TK...Topeka's Business Magazine
UMB Hires Vice President, Commercial Banking Officer Aaron Classi has joined UMB as a vice president and commercial banking officer.
Ballet Pros Open Dance School in North Topeka
Professional dancers Stephanie Heston and her husband, Alexander Smirnov, have opened Kansas Ballet Academy in Hunter’s Ridge Plaza in North Topeka. Kansas Ballet Academy will offer classes for students ages 3-adult and will also utilize Smirnov’s Russian athletic conditioning training to help local athletes gain a competitive edge.
Genstler Eye Center Welcomes Dr. Dylan Yu
Utilizing his extensive training in oculoplastic surgery, Dr. Yu will provide eyelid surgery, reconstructive surgery, skin cancer removal and cosmetic eyelid and upper facial procedures.
CAIR PARAVEL L ATIN SCHOOL 635 SW Clay St. • Topeka, KS 66606
Accepting applications for select grades for the 2012-2013 school year. Topeka’s only K-12 liberal arts school offering a tradition of academic excellence and family values
OVER
30 years
785-232-3878 • www.cpls.org O F C L A S S I C A L C H R I S T I A N E D U C AT I O N
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[extra, extra!]
10%
Discount for Shawnee County Residents who stay at the Comfort Suites—Kansas Speedway, courtesy of Parrish Hotels. When Topekabased Parrish Hotel Corporation took over management of the Kansas City hotel, it wanted to give Topeka locals the chance to support their community, even when traveling.
9
Stormont-Vail Regional Health Center is one of only nine verified trauma centers in Kansas. In July, the American College of Surgeons reverified Stormont-Vail HealthCare as a Level II trauma center.
$11.75
million
10 20
was the selling price to an unnamed private investor for the shopping center at SW 17th & Wanamaker, which is home to Kohl’s and Barnes & Noble. The American Business Women’s Association (ABWA) named Sue Buckley, Vice PresidentSales at Dynamic Computer Solutions, Inc., one of the Top Ten Business Women of the Year for achieving excellence in career, education and community involvement. Year Anniversary of SouthWind Gallery and Framewoods of Topeka.
Susan Kern has joined the team at Prudential First REALTORS.
Mehmood Hussain Hashmi, M.D., Hematologist/Oncologist, Joins Stormont-Vail Cancer Center
Dr. Hashmi is board certified in internal medicine, a Diplomat of the American Board of Internal Medicine, a member of the American Society of Clinical Oncology and an associate member of the American Society of Hematology. He has clinical interests in the diagnosis and treatment of cancer related to the prostate, breast, lung, kidneys, bladder, testes, head and neck, as well as myeloma and lymphoma.
Paint Topeka Exhibit
SouthWind Gallery’s most recent plein air (open air) art competition titled, Paint Topeka, was a one-day paint out that took place on April 28. More than 60 artists participated and more than 80 paintings were accepted for the Paint Topeka Exhibit that opens on Sept. 7, and runs through Oct. 27 at SouthWind Gallery.
Kenny Hartter joins Kendall Construction as Project Manager
{
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[scene about town] Kansas Hall of Fame June 15, 2012 Great Overland Station
[Michael Duane, Sharon Hotchkiss and Gary Blitsch]
[Governor Sam Brownback and Barry Feaker]
[Jeannie Hoferer, Paul Hoferer, Laura Kelly and Jim Maag]
[Max Prosser and Jan Hutt]
[Deb Bisel, Ed Asner and Jim Lehrer]
[Joanne Harrison, Doug Wallace and Claricia Mize] TK...Topeka's Business Magazine 2012 TK...Topeka's Business Magazine FallFall 2012 73 73
[scene about town] Topeka Active 20-30 Children's Benefit Auction & Gala August 11, 2012 Ramada
[Travis and Annie Rose Stryker]
[Matt Bergmann, Max Falkenstien and Shannon Bergmann]
[Matt and Darcy Appelhanz]
[Eric and Maggie Hunsicker]
[Louis and Karen Di Leonardo, Tricia and Corey Dehn, and Erica and Ben Tenpenny] 74
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[scene about town] Chamber Power Breakfast June 13, 2012 Topeka Zoological Park
[Fawn Moser, Topeka Zoo; Gary K. Clarke, Cowabunga Safaris; and Kate Larison, FOTZ]
[Ed Carmona; Vicki Schmidt, State Senator; and Roger Underwood, Community Bank]
[Belinda Gonzales, NuSound Hearing Center and Jennie Bowen, WIBW Digital]
[Kathleen Williams, Clayton Financial Services and Kathleen Hein, Premier Employment Solutions]
[Cammie Landholm, Sunflower Health; Dee Moore, HospiceCare; Wilma Phone, PAN Home Health; and Sharon Tabor, Rossville Health]
[Mary Meens, Blue Dot and Sarah Terwelp, CASA] TK...Topeka's TK...Topeka'sBusiness BusinessMagazine Magazine FallFall2012 2012
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[the last word]
jim COLSON
Topeka City Manager
Who has been the biggest influence on your life and what did they teach you?
When you were little, what did you want to be when you grew up? I wanted to be either an Indy Car Driver or the catcher for the Detroit Tigers. However, I would have played the outfield for the Tigers; if that's what they really wanted.
How many siblings do you have and what is your birth order? I have seven siblings (three brothers, two sisters and two step-brothers). I was the seventh of the eight.
If you could have one superhero power, what would it be and why? It's probably a guy thing, but I would like to have super strength. It's probably not the most productive and valuable of all the super powers, but it would be the most fun at family gettogethers.
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I have been influenced by successful people who were humble and generous. I had a good friend who built a very successful IT company from scratch. In every deal he structured, he made sure that the other partners in the deal did as well or better than he did - both financially and in recognition. His company has continued to grow. He treated people the way he wanted to be treated.
What would surprise people about you? Most people only see the serious side of me and are surprised to find that I have a fairly, well-developed—if not offbeat—sense of humor.
As City Manager, what are your top three priorities? To work with the Mayor and Council, city staff, business community and citizens to achieve the best possible future for the City and its residents. To ensure that the municipal organization is optimally structured to
TK...Topeka's Business Magazine
provide the highest level of service deliverables to the community. To ensure that city finances are well managed and fund balances are built up consistent with good management practices.
What has surprised you about Topeka? The more I research and become engaged, the more I become impressed with the quality of the community, its leaders, and its residents. I have met several people who have been extremely helpful and willing to engage in discussions about the community. There are a lot of very talented people who are fully committed to the future of the community. I have been surprised at the depth and breadth of innovative and creative thinking. I am excited about getting to work and building productive relationships with a lot of very talented people.
Why Topeka? I think Topeka and I are a good match. Topeka's challenges and my skill sets are a good match. I am excited to return to the Midwest and look forward to this new phase of my life and career. TK
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Dr. John Joliff Cardiologist
Bringing our patients the best cardiac care isn’t just a passion … it’s an obsession. For more than 100 years, St. Francis Health Center has been focused on bringing the people of Topeka the absolute best care available. In fact … you could say it’s all we can focus on. It’s why we’re a recognized leader in cardiac and vascular care, and why we’re consistently ranked as having the best quality of care in the area. More importantly, it’s the kind of dedication that shows in everything we do.
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innovativecarewithasoul.com