TK Business Magazine - March 2021 Issue

LEADERSHIP GREATER TOPEKA | EXPANDING IN TOPEKA | WORKPLACE INCLUSION & DIVERSITY | FASTSIGNS MARCH/APRIL 2021

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MAMMOTH BUILT

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CONTENTS

TK BUSINESS MAGAZINE | MARCH/APRIL 2021

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26 Meet the 36 members of the LGT 2021 class.

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Photos by BRADEN DIMICK

LEADERSHIP GREATER TOPEKA CLASS OF 2021

@TKBusinessMag

@TK...Topeka's Business Magazine

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CONTENTS

TK BUSINESS MAGAZINE | MARCH/APRIL 2021

ON THE COVER LEADERSHIP GREATER TOPEKA | EXPANDING IN TOPEKA | WORKPLACE INCLUSION & DIVERSITY | FASTSIGNS

SMALL TOWN ROOTS FUEL NATIONAL SUCCESS

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Photo By JOHN BURNS

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Photo By JOHN BURNS

MARCH/APRIL 2021

EXPANDING IN TOPEKA

Mammoth Sports Construction’s philosophy to “leave it all on the field” has fueled growth on a national scale.

See what local companies are doing to further enhance their ability to bring business to the capital city.

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INSPIRING A LOVE OF LEARNING

Christina Turner, owner of Manchester School for Young Children, works to meet the demand for quality educational full-day early childhood programs.

Kristen O'Shea

Washburn University Professor David Price shares his take on trends, changes and strategies that can help your business in a post-COVID-19 era.

INVESTING TIPS

Joe Prokop, CFP®, CRPC®

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DOING THE UNIMAGINABLE Phelica Glass, LSCSW

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KTWU shares a recent Working Capital segment discussing diversity and inclusion.

MARKETING IN A PANDEMIC

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TOPEKA'S ECONOMIC OUTLOOK

The Center for Economic Development and Business Research at Wichita State University provides forecasts on the economic outlook for Topeka.

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FASTSIGNS

For more than two decades, Fastsigns has been helping businesses all over Topeka put their names on their buildings and bring customers in the door.

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WIN-WIN ACQUISITION Nex-Tech’s purchase of Inland Computer Systems was a merger without a downside.

Photo By JOHN BURNS

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INCLUSION AND DIVERSITY IN THE WORKPLACE

THE PROFESSOR

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NAVIGATING LEADERSHIP

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Photo By JOHN BURNS

EXPERTS

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FROM THE EDITOR

attention to the storm clouds and making sure the windows are shut and the kids are in the basement if the sirens are going off.

This poem seems to sum it up:

PHOTO SUBMITTED

I am an optimist.

I see the glass as half full, the fire damage as a chance to start again and the flood waters as a time to practice kayaking.

I see the donut hole and the donut (and I eat them both) and I see the sun peeking out from behind the clouds even when a cumulonimbus is raining on the parade.

Lisa Loewen Editor-In-Chief TK Business Magazine

GLASS HALF FULL?

Are you a glass half full or glass half empty person? Personally, I suffer from boundless optimism—probably to the point of being irritating at times—just ask my kids. In fact, those pessimists in my life confound me. Why are they so caught up in the negative? Why are they so insistent on dragging me down?

I recently had a conversation with my daughter that went something like this: Her: I can’t do it. I am going to fail and make a fool of myself. I might as well not even try.

Me: Of course, you can do it! I know that some things don’t happen the way you want, but on the bright side, you grow as a person each time you try something new. Just think positive! It will all be fine.

She just rolled her eyes and closed her bedroom door.

While I am always looking past the current storm cloud to the rainbow about to break out, I have realized that my outlook on life can sometimes come back to bite me. After all, someone needs to be paying

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I am a pessimist.

I see the glass as half empty, the fire damage as the hell which consumed my life and the flood waters as a time to pack up and move while my stuff is still dry.

I see the hole in the donut and I see the cracking lightning that might catch my house on fire and kill me while the cumulonimbus is raining on my parade.

I am a realist.

I see the glass with water in it, and as long as it's water who cares if it's half full or empty, the fire damage as inevitable (it happens to everybody at least once) and the flood waters as part of the cycle of life.

I see the donut and wonder if someone sneezed on it and I see the rain coming down and worry about everything that could realistically go wrong.

—Author Unknown Thank God for the pessimists who keep the optimists grounded in reality. And bless the optimists who give those pessimists a reason to get out of bed every day. Put us together and we become the realist ready to tackle anything.

TK Business Magazine

PUBLISHER Tara Dimick EDITOR-IN-CHIEF Lisa Loewen CREATIVE DIRECTOR & DESIGNER Janet Faust MANAGING PARTNER & SALES DIRECTOR Braden Dimick braden@tkmagazine.com 785.438.7773 MARKETING ASSISTANT Hope Dimick COVER PHOTOGRAPHER John Burns CONTRIBUTING WRITERS Samantha Egan Miranda Ericsson Kim Gronniger Lisa Loewen Adam Vlach CONTRIBUTING PHOTOGRAPHERS John Burns Braden Dimick Kevin Johnston CONTRIBUTING EXPERTS Cain Davis Phelica Glass, LSCSW Allan Gray Jeremy Hill Kristen O'Shea David Price, PhD Joe Prokop, CFP®

PUBLISHING COMPANY E2 Communications 7512 SW Falcon St. Topeka, KS 66610 785.438.7773

&KhE Z ۣ <ĞǀŝŶ ŽĞů

tkmagazine.com 2021 TK 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. $UDQX DƤNQS V@R L@CD SN DMRTQD @BBTQ@BX NE SGD HMENQL@SHNM in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication.

Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party's right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.

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MANCHESTER SCHOOL FOR YOUNG CHILDREN

Inspiring a Love of Learning `

By MIRANDA ERICSSON Photos by JOHN BURNS

Photo by JOHN BURNS

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March/April 2021

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BOK Financial Private Wealth Is Pleased To Welcome Shelli Crow-Johnson To Our Topeka Team.

HOSPICE HOME HEALTH PRIVATE DUTY CARE STAFFING

Shelli will continue to provide trust and estate planning services to Topeka area families and individuals, helping them to reach their financial goals.

Shelli Crow-Johnson, J.D. Vice President | Trust Officer 785.414.3232 jcrowjohnson@bokf.com

BOK Financial® is a trademark of BOKF, NA. Member FDIC. Equal Housing Lender

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Greater Topeka

Partnership

DIVERSITY, EQUITY & INCLUSION STATEMENT As members of the Greater Topeka Partnership’s Chairs Council, we commit to practicing diversity, equity, and inclusion on every level and in all business strategies. We understand that these principles are essential business drivers and must be integrated in all that we do. They serve as keys to innovation and are the impetus for new product development. As we continue to move toward building a strong and viable Topeka & Shawnee County, let it be known that each of our organizations will endeavor to represent the diversity of people, places, products and services, and embrace the different perspectives and experiences of our citizens.

Read the rest of the Partnership’s DE&I Statements: TopekaPartnership.com/Work/Diversity-Equity-Inclusion

March/April 2021

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Photo by JOHN BURNS

“Our students become free thinkers and helpers and explorers, and have a love of learning.”

—Christina Turner Owner Manchester School for Young Children

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Christina Turner, Owner of Manchester School for Young Children, with Max, Sophie, Winnie, Maggie, Ramona and Xyla

Christina Turner still smiles when she thinks of her kindergarten teacher, Mrs. Carter.

“Every day in Mrs. Carter’s class was magical,” Turner said. “I think every student felt like they were her favorite. I wanted to be Mrs. Carter.”

Turner knew at that young age that she wanted to inspire a love of learning like Mrs. Carter had done for her. She also knew that she wanted to look out

for kids who needed extra help in the classroom.

“I grew up with a cousin who was blind,” Turner said. “She was only one year older than me. She did the same things as me (often way better!) and just needed a few adaptations to help her do them. The adaptations intrigued me.”

Seeing how her cousin was treated in public was an eye-opener for Turner.

She felt protective when someone treated

her differently because of her disability, and she was inspired with a deep respect for her cousin’s ability to overcome challenges while keeping her curiosity and good humor. Turner has been driven by her wish to help others do the same.

Turner studied early childhood education at Washburn University, then taught preschool and kindergarten for about eight years. While she

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Rowan and Ashley Sleep Photo by JOHN BURNS

At Manchester, the curriculum is student-driven and individualized, tailored to each child from infant to pre-k.

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worked hands-on in the classroom, she also earned her master’s degree in early childhood special education from Emporia State University. She put those skills to work in the TARC tiny-k program as an early childhood special education teacher. The job pushed her out of her comfort zone and taught her more than she ever could have hoped for.

“We served children birth to age 3 that had delays and/or disabilities,” Turner said. “We worked with the children and their family or teacher, in their home or their early childhood setting. We used a team approach, so I worked with a physical therapist, speech pathologists, an occupational therapist, an interpreter, a psychologist and a nurse.”

TK Business Magazine

It was during this time, while Turner worked with so many early childhood programs, that she realized that the demand for high quality, full-day early childhood programs in Topeka was greater than the supply.

When she became pregnant with her daughter, she decided it was time to take action to change that situation. She imagined starting the school that she wanted to work for, where she would confidently send her own children. There was just one problem—she knew how to teach but she had no idea how to run a business. In order to make her dream a reality, she had to learn and plan, all while taking care of a baby growing into a toddler.

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Photo by JOHN BURNS

A classroom has multiple activities happening throughout the room, some individual and some small group.

CHRISTINA TURNER, OWNER Manchester School for Young Children

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“I did quite a bit of research on how to start a business, and I found business owners in town that were willing to meet with me and give their advice,” Turner said. “I made an appointment with the Washburn Small Business Association. It took a lot of long hours, but when I started looking for a building to lease, it just all kind of fell together.”

Manchester School for Young Children opened in December 2012. At Manchester, the curriculum is studentdriven and individualized, tailored to each child from infant to pre-k. Children have ownership over their learning.

Teachers observe and listen to determine what a child wants to learn about, while still following Kansas Early Learning Standards and preparing children for kindergarten.

Photo by JOHN BURNS

“Everything is play-based, child-led, hands-on and exploratory,” Turner said.

“We do not have children all sitting at a table doing worksheets; a classroom has multiple activities happening throughout the room, some individual and some small group. Children gain confidence in their learning and are able to develop at their own pace without being frustrated.

They are learning amazing skills through play.”

Turner says she has spent the last eight “wonderful” years building relationships and inspiring a love of learning at Manchester. Of course, like every other business, there have been challenges, and 2020 was the school’s hardest year yet. Turner has done everything possible to keep staff and children safe and has implemented every

recommendation put out by KDHE and CDC. It is impossible to provide care to small children via online tools such as Zoom. Manchester’s staff needs to be at work, in person, to provide services to children so that parents are able to work. As a result of COVID-19 restrictions, small classes are even smaller, meaning lost income for the school and parents stuck on the waiting list.

Turner is somber about what the future holds for many small businesses and early childcare facilities but optimistic that better days lie ahead.

She dreams of moving Manchester to a building within walking distance to downtown Topeka, for hyperlocal walking field trips. She looks forward to providing scholarships to low-

income students and expanding her network to share what she has learned with other educators and directors across the country.

“Our students have these really enriched opportunities that embrace their sense of wonder,” Turner said.

“They become free thinkers and helpers and explorers, and have a love of learning.”

No matter the struggles, Turner says she wouldn’t do anything differently because she is building lifetime relationships, one student and teacher at a time.

“There is just truly a bond that happens in this little building that is so hard to explain to those that haven’t experienced it,” Turner said.

“It is magical!”

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Photo by JOHN BURNS

SMALL TOWN ROOTS FUEL NATIONAL SUCCESS

MAMMOTH SPORTS CONSTRUCTION

By SAMANTHA EGAN Photos by JOHN BURNS

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You know you’ve made it when the Kansas City Chiefs become part of your client portfolio. Over an 11year period, Jake Farrant, president of Mammoth Sports Construction, went from living contract to contract to leading a multi-million-dollar company whose work spans 41 states (and counting).

Photo by JOHN BURNS

JAKE FARRANT, OWNER | BRYCE FARRANT, COO MAMMOTH SPORTS CONSTRUCTION

Mammoth Sports Construction specializes in full facility construction, from the fields to the ticket booths. Going beyond simply laying down turf, their team offers architectural and engineering services and even helps schools with fundraising. NFL and Division I college football fans have seen Mammoth Sports Construction’s work on the fields the New England Patriots, New York Jets and Giants, Detroit Lions and several of the Big 10 teams call home. But, fittingly for a Kansas-based business, their big break came from the K-State Wildcats.

GETTING OFF THE GROUND Mammoth Sports Construction’s roots aren’t synthetic. Farrant grew up working for his uncle’s golf course business. After his uncle purchased a sod farm, he remained concentrated on the greens, allowing Farrant to dig his heels into the sod business.

Eventually, Farrant built his own client network.

With his uncle’s permission, he used the company equipment to resod football fields on weekends.

Eventually, in 2009, Farrant went out on his own.

“That's the hard trigger every entrepreneur or business owner has to pull,” Farrant said.

Leaving his uncle’s payroll, 25-year-old Farrant moved back to his mother’s house to start Kansas Turf.

“That’s our humble beginning,” Farrant said.

“When you’re at that point, you're just like anybody else. You're living paycheck to paycheck, contract to contract."

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Farrant hustled hard as a team of one. Eventually, his dedication led to his first big milestone: a line of credit.

“I think any business owner would tell you the first big break they get is a banking partner,” said Farrant.

Farrant used the funds to buy more trucks, hire more people and boost his payroll. Kansas Turf ’s first multi-million project came in 2012. Farrant was bidding for a large national cemetery in Leavenworth.

Knowing the best way to sell himself was in person, Farrant decided to fly out to D.C. with his teammate to try and ink the deal. But first, he needed a bit more in the bank.

“At that point, we were still just scraping by,” Farrant said.

This time the investor was Farrant’s girlfriend, Kysa. Using her college credit card to book two round trip tickets, Farrant and his teammate were off. Kysa’s investment made the difference. Farrant got the contract, marking his first multimillion-dollar project.

But even after its first major project, booking more jobs, particularly in sports, was hard

for Kansas Turf. When bidding for high school contracts, they couldn’t compete with companies with more experience.

“We were really fighting the industry,” Farrant said.

Nevertheless, Kansas Turf continued to grow each year. In 2015, the team (now up to 12 employees) installed its first synthetic turf, a milestone that laid the foundation for bigger projects. But 2018 brought the project that changed everything: Kansas State University’s Bill Snyder Stadium. Farrant knew that Kansas Turf would never be the same after that.

“When we got the contract, I told the team, ‘This is going to change our lives,’” Farrant said. “I think that held true. It really catapulted us into a whole new realm.”

THE BIG LEAGUES Farrant leveraged the K-State project to push his business further into the big leagues.

“It gave us instant credibility with everybody else across state,” said Farrant.

Farrant used that credibility to grow his team with talent that would attract more high-profile projects.

Farrant recruited Brian Morris, former athletic director at Wichita State and Oklahoma State, to head up a new business development team. Morris then recruited more teammates from athletic departments around the Midwest.

“Before then, it was the guys out on the field getting the work done.

That's who our employees were,” said Farrant. “[After Morris], we had a sales staff of former athletic directors at the D-1 level. That was a big part of our transformation.”

And what a transformation it was. From 2017 to 2020, Kansas Turf ’s production grew more than 700 percent.

NEW NAME, NEW TURF The projects kept coming. But one Missouri client had a big hangup: They wouldn’t allow Farrant’s company to build their football fields with the name Kansas Turf. The situation exposed a hurdle Farrant would certainly face again. If they

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"There's nothing we like better than going into a small town in Kansas and putting a field in."

—Jake Farrant President Mammoth Sports Construction

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wanted more national clients, they would need a less territorial name.

Farrant and his team hired Bajillion Agency in 2019 to help rebrand into a national company.

Bajillion provided several names to choose from, but something about “Mammoth Sports Construction” resonated.

“We thought that ‘mammoth’ was very neutral for anybody in the country,” said Farrant.

“We also wanted something people could remember.”

After a year-long transition, Kansas Turf officially became Mammoth Sports Construction.

The rebrand helped spur on the company’s growth, both on the balance sheet and in scope.

KEEPING PACE WITH THE MOMENTUM With massive growth comes larger pressures.

“You're never guaranteed anything. You're only as good as your last job,” said Farrant. “Not knowing what the next month or the next year is going to be is a lot of stress to live under.”

Farrant said investing in his personal development has been crucial to keeping his leadership skills on pace with the business. But how does the owner of a multimillion-dollar company find the time?

“I would tell every business owner to join the 5 a.m. club,” said Farrant. “Rise up and spend the hours before dawn on yourself.”

Farrant uses the time to read books, journal, spend time in prayer and get a handle on the business numbers.

“It’s incredibly important to know where your business is,” Farrant said. “You get involved in meetings, and they drag on, and you don't have time for that stuff.”

As much as he values personal development, Farrant puts just as much emphasis on surrounding himself with a great team.

“I love that when we sit in the executive room with all of our people, I’m the least educated,” Farrant said.

“I’m the dumbest guy in the room, I always say.”

Photo by JOHN BURNS

Photo by JOHN BURNS

Going beyond simply laying down turf, Mammoth Sports Construction's team offers architectural and engineering services and even helps schools with fundraising.

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THE BEAST GOES ON As Mammoth Sports Construction enters its 11th year, things are looking a lot different than they did from Farrant’s mother’s house when the business first started.

For one thing, that girlfriend who lent her credit card?

She and Farrant are now married with three kids. As for the business, in 2020 Mammoth Sports Construction completed 75 projects.

Looking back, Farrant credits his success to following core values.

“We treat people right. We have a good product.

It doesn’t matter what business you’re in. If you can achieve those things, you’re going to be OK,” Farrant said.

In a way, Farrant’s story has come full circle.

Drawing on his experience from his uncle’s golf courses, Farrant now has a golf course division as part of the company. In fact, it is Mammoth’s golf construction team that earned the respect of the Kansas City Chiefs.

Today, Mammoth Sports Construction helps maintain Arrowhead’s natural grass field.

While high-profile jobs are an important part of Mammoth Sports Construction’s business, Farrant said there’s something special about local clients.

“As fun as the big lights are, there’s nothing we like better than going into a small Kansas town and putting in a field. It changes the community.” Farrant said.

“What made us great is the midwestern commitment to relationships. We’ll never give up our roots.”

TK

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Making Sure you take your best shot at financial goals.

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congratulations KANSAS FINANCIAL RESOURCES congratulates

ERIC HUNSICKER

on earning the Certified Financial Planner™ (CFP®) designation.

This honor is achieved only upon completion of extensive course work, demonstrated practical skill and advanced product knowledge. Further, it reflects the goal of KFR to offer all clients the utmost in professional service. Eric will concentrate on wealth management and specialized planning for his clients.

Join us in congratulating Eric on his accomplishment. He may be reached at:

3311 SW Van Buren | Topeka, KS 66611 785.266.1200 | www.KFRtopeka.com | eric@kfrtopeka.com ERIC HUNSICKER, CFP®, CLU®

Registered representatives offer securities through Securities America, Inc., member FINRA/SIPC. Financial advisors offer advisory services through Securities America Advisors, Inc. Kansas Financial Resources, Inc. and the Securities America companies are separate entities.

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LEADERSHIP COACHING

NAVIGATING LEADERSHIP

LEADERSHIP THOUGHT I know what it takes to lead my followers.

REFRAME I must ask my followers how I can contribute as their leader.

Too often leaders assume they know what will make a positive difference in their follower’s lives. What do followers really want from the leader? This was asked in a Gallup poll of 10,000 followers and the following words showed up the most: trust, compassion, stability and hope.

YOUR TASK Ask the people you lead how you can contribute to their betterment.

What did you find out from your conversation? Now go and do more of that.

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LEADERSHIP CHALLENGE Conflict with a colleague.

REFRAME Have I had a conversation with my colleague about this conflict?

In coaching, when we get to people’s greatest challenges, they often include conflict with a colleague. When the coachee discloses the frustrating behavior from their colleague, I ask the question, “Have you told them that?” Unfortunately, the answer is often no.

You must engage in hard conversations with the person who frustrates you. Don’t wait or you will continue to stew. Most of the time your colleague doesn’t know your expectations.

YOUR TASK Set a meeting to have a conversation about expectations and put two questions on your agenda: What do you expect of me? What do I expect of you?

BOTTOM LINE Address conflicts directly, honestly and expeditiously.

LEADERSHIP THOUGHT I can’t take vacation.

REFRAME I will be at my best for myself and others if I take a break.

Gone are the days when we admire those who haven’t used their vacation days or who email in the middle of the night because they are working so “hard.” What matters is working smart and understanding that our body’s mental, emotional and physical capacities have limits.

YOUR TASK Ask the people you lead how you can contribute to their betterment. What did you find out from your conversation?

Now go and do more of that.

BOTTOM LINE Breaks and vacations from work make you strong, not weak.

LEADERSHIP BEHAVIOR I have to do it all.

REFRAME What can I do best? What can others do best?

“A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal,” said Don Clifton, grandfather of Positive Psychology.

Focus your resources on your strengths and let others do the rest. We don’t need to be well-rounded individuals, but we can have well-rounded teams. No one person has to do it all.

BOTTOM LINE Know what “tools” or talents you have and don’t have.

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Drawn DOWNTOWN Discover why more individuals, businesses and visitors are being

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HME, Inc. invested $6.1 million last year which added 36,000 square feet, new equipment, integrated painting lines and 40 welding stations.

By KIM GRONNIGER Photos by JOHN BURNS

EXPANSION Three homegrown companies serving diverse business needs for national and, in some cases, international clients have recently undertaken extensive expansion projects. Their significant investment not only boosts productivity, profitability, and employment, but hometown pride too. See what these leading companies are doing to further enhance their ability to bring business to the capital city.

Photo by JOHN BURNS

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VAERUS AVIATION Facility Design

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HME, INC.

BY THE NUMBERS Economic Impact After 10 Years: $400 million Full-time Jobs: 31 in 2020; 50 estimated for 2021; annual wages of $40,000 plus benefits; 167 total estimated jobs over five years Performance-based Incentive: $847,000 Total Employment Across All Companies: Currently 460 Total Acreage: 91.6 acres across all companies Founded: 1996

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Total Capital Investment: $6.1 million in 2020 (more to be invested in Phase Two and Phase Three) HME, Inc. invested $6.1 million for Phase One of a threepart expansion project, adding 31 employees to its payroll by the end of 2020. The Joint Economic Development Organization’s efforts will complement HME’s initiative by providing a portion of the $847,000 allocated for incentives over the next five years.

“For every job we bid, the price is very tight,” said Jon Haas, founder and president of HME. “The difference between winning or losing a job might be half a percent. The biggest thing JEDO does is help us bridge that difference so we can be more competitive with the amount of work we’re able to bring to Topeka.”

JEDO’s monetary support is critical, but Haas said the organization also assists in “keeping businesses like ours moving forward by helping us

TK Business Magazine

get approvals so we can move quickly when we’re ready.”

ONE, TWO, THREE Phase One, completed in December 2020, added 36,000 square feet, new equipment including two 15-ton cranes and two 5-ton cranes, integrated painting lines and 40 welding stations.

Phase Two, a 16,000 square-foot expansion, will get underway this spring when the company relocates its Peak to Peak Engineered Railings affiliate, launched in 2014, to a renovated building next to Topeka Foundry, which HME also owns.

“Peak to Peak Engineered Railings has been doing really well and needed space to expand its work in building handrails, stairs and ladders,” Haas said. “By moving its operations to 3rd and Jackson, we can use the vacated

Jon Haas, founder and president of HME, Inc., began his business in a garage and has always been fixated on growth and continuous improvement. space at our main location to support miscellaneous needs.”

HME is also developing 12 acres of outside yard and storage space and investing in new machinery and two presses for bending metal and automating a line for beam and structural shaping.

Three recent hires will manage a new Dallas office this year following five months of training in Topeka.

The May college graduates assist the company in attracting new projects that Haas said would be fulfilled in Topeka. HME also has offices in Kansas City and Denver.

Phase Three, scheduled to take place in 2022, will entail implementing automated robotic welding systems purchased from Vortman Steel Group in the Netherlands.

In development for five years, the first prototypes were installed last summer. Haas said the pandemic delayed installation but he is optimistic that his team will be able to view final designs this spring.

“When people hear about robotics, they often think companies

are replacing people, but that’s not the case,” said Haas. “A robot can do more repetitive processes that take minimal brain power so skilled workers can use their minds for other applications. Robotics can speed up processes and make us more competitive, which then promotes growth for employees and the company too.”

company pulls talent from smaller communities surrounding the capital city too.

“We provide men and women with skilled jobs and the opportunity to build things they can be proud of,” said Haas. “As part of our expansion effort, our employees are even constructing the buildings they’ll be working in.”

CENTRAL LOCATION Haas said HME’s location in the center of the country offers multiple benefits that complement an expansion mindset, including “an economic climate friendly to industry, reasonable costs for shipping and land, access to a welltrained workforce and a good cost of living. Some of our competitors are in places where they can’t afford to grow or attract the right people for their industry.”

Its location between the University of Kansas and Kansas State University also offers HME access to engineers, steel designers, production managers and more to fill employment needs. The

PROJECT PRIDE Recent HME projects include the Kansas State University football stadium end zone, a space-related endeavor and Amazon structures in Springfield, Missouri and Denver, Colorado. The company played a key role in rebuilding Joplin High School after a 2014 tornado and received the best supplier award from McConnell Air Force Base for creating airplane hangars in Wichita.

“It’s cool for our team to drive by the Seaman Middle School or under the arches stretching across Kansas Avenue or through the parking garage at the Kansas Capitol and know they had a part in those structures,” he said.

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JOIN ONE OF TOPEKA’S FASTEST GROWING COMPANIES! March/April 2021

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EXPANSION HAS BENEFITS Haas said the economic benefits of HME’s expansion efforts provide not only an increase in the community’s tax base but also help boost the bottom lines of small businesses in the area that provide HME and its affiliated companies with services and materials. In addition to Peak to Peak Engineering Railings and Topeka Foundry, HME also owns Cycle Zone and Haas Crane and Equipment Rentals.

“There’s been a fundamental shift in the construction industry toward renting equipment instead of purchasing it and we’re excited at how well that service is going,” he said.

Haas said the rental company also allows HME to have additional equipment available for large jobs on an as-needed basis to fasttrack work and regularly replace inefficient equipment to reduce maintenance costs and enhance efficiency.

A recent HME, Inc. project included work on the Kansas State University football stadium end zone.

SIX-ZERO LLC One of HME’s newest endeavors is the creation of Six Zero LLC, an employee-owned business that offers staff a unique opportunity to supplement the company’s 401(k) plan with additional contributions made directly into local communities versus investing in the stock market.

“We like the idea that we can physically touch and control a portion of our retirement,” he said.

An internal group of investment employees buy properties in Topeka and Kansas City for development, rental and sale, and an employee board of directors votes twice a year on projects to pursue.

“Six Zero is a nod to the idea that our employees may want to retire at the age of 60,” he said. “Our company 401(k) plan is heavily invested in the stock market, but through Six Zero, our workforce has an opportunity to invest in something tangible in addition to the stock market.”

GOAL: GROWTH BY EFFICIENCY Since founding his company in his garage, Haas said he’s been fixated on growth and continuous improvement throughout his career.

“Our goal at all of our affiliated companies is always to provide a great product at a fair price, and we do that by becoming more efficient,” he said. “We have to adjust for the ups and downs of the economy as we go along, but I’m sure that when these three expansion phases are finished, a fourth one will come along soon after.”

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PHOTO SUBMITTED

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CUSTOM DREDGE WORKS INC.

BY THE NUMBERS

Capital Investment: $3.5 million Economic Impact After 10 Years: $69 million Full-time Jobs: 17 with estimated $43,000 annual salary plus benefits for each position Number of Buildings Renovated or Added: 5 Total Acreage: 36 acres Founded: Midwestern Metals, 1982; Custom Dredge Works Inc., 2000

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Custom Dredge Works Inc. is one of three U.S. companies that manufactures dredges used to mine sand and gravel, coal fines, diamonds and gold. Its dredges are also used in environmental and marine construction projects like underwater extractions in lakes, rivers and coastal waterways.

When people talk about dredging up old business in conversation, they may get the gist of the metaphor, but they likely don’t envision the majesty of a pump sitting on a floating platform with a customized digging or cutting device attached.

TK Business Magazine

“A tremendous number of people don’t know we exist and don’t know how cool it is that we build mega machines here,” said John Jones, president of Custom Dredge Works Inc. The massive equipment features engines ranging from 300 to 2,500 horsepower. The Topeka-made dredges are popular not only throughout the United States but also in Canada, Paraguay, Mexico, Ecuador, Iraq, Jordan and Nigeria.

Jones said one of the company’s most-intriguing deliveries was made to a Canadian diamond mine.

John Jones, president of Custom Dredge Works Inc., shares how the $3.5 million expansion will provide a 36-acre campus, a specialized paint and blast facility and innovative metal fabrication and hydraulic technologies.

Photo by JOHN BURNS

“Our equipment had to travel over the road made popular in ‘Ice Road Truckers’ and our team had to fly in a modified 737 to get to the site so they could assemble it,” he said.

In addition to dredges, the company makes an array of customized industrial and fabricated components.

THE COOLEST THING! At age 12, Jones began working in the business his father, C.J. Jones, started. Jones ran shears and saws, welded, drilled and assisted with fabrication work. Although he’s always known how special the company’s niche is, he is gratified that others beyond his specialized clientele are seeing its appeal too.

Custom Dredge Works made it to the top four in the 2020 Kansas

Manufacturing Council’s “Coolest Thing Made in the State” contest.

Enhanced media exposure combined with a $3.5 million expansion complements Jones’ intention to cultivate a larger workforce to meet growing demand. Currently, the company has about 100 employees. The expansion will add another 17 fulltime positions.

“Our company’s core values are all about family and excellence, and we’ve been fortunate that we’ve been able to hire people who share those values,” he said.

“We’ve had opportunities to expand elsewhere, but the Joint Economic Development Organization’s financial commitment to our plans cemented our decision to settle in here and keep things rolling at home.”

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The expansion at Custom Dredge Works Inc. will bring a lot of assembly work indoors and under one roof so the work will be less dependent on weather.

EXPANSION IMPROVEMENTS Jones said the expansion will provide for a 36-acre campus and allow the company to become more efficient and expedient in its processes while eliminating weatherrelated delays. The expansion also includes a specialized paint and blast facility and innovative metal fabrication and hydraulic technologies.

“We used to hand build and hand fit products but with the increasing demand we’ve experienced the past few years, we really needed to invest in process improvements,” he said. “We used to do a lot of assembly work outside that we can now bring indoors.

We love Kansas but we don’t always love the weather when brutally hot or excessively wet conditions affect production. By bringing that under one roof, we’ll be less dependent on weather while being able to add significantly to our capacity. Our employees can’t wait.”

The expansion is expected to be completed this spring.

Photo by JOHN BURNS

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TRADE PROFESSION OPPORTUNITIES Jones, who has a finance degree from Washburn University, said he has benefited in multiple ways from his degree but would like to see more programs designed to entice younger people to pursue trade professions.

“If you’re willing to work with your hands, you can make a good living in high-demand fields without incurring a lot of debt while continuing to build your skill set,” he said. “At our company, we can teach someone a niche trade that he or she could only get in maybe one other place in the U.S. and a handful of others in the world. We can take welders or mechanics and make them expert dredge technicians and dredge builders. There’s a lot of opportunity.”

Developing talent is one of Jones’ key commitments to his growing workforce.

“I believe in surrounding myself with people who can do the job better than I can,” he said. “There comes a point as a business owner or a manager when you realize you can’t do it all by yourself, and the best thing you can do is rely on good, knowledgeable people.”

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ADVISORS EXCEL

BY THE NUMBERS Capital Investment: $10 million Full-time Jobs: 200 positions relocated to Gage Center Number of Buildings Renovated: 3 (Cobblestone Office Building, Professional Office Building, Huntoon Building) Total Acreage: 11 Founded: 2005

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David Callanan and Cody Foster, founders of Advisors Excel, solved for over capacity with a $10 million capital investment in what was formerly the Gage Center complex.

Photo by KEVIN JOHNSTON

For decades, Gage Center was a popular entertainment destination for lunches, date nights, family outings and group gatherings. At various times, restaurants, bars, a bookstore, a movie theater, a pottery painting place, a cupcake shop and other small businesses beckoned people to their bustling establishments.

Like many retail centers, Gage Center began to falter as its infrastructure aged and many tenants relocated to other sections of the city or closed.

Advisors Excel partnered with a company that has won multiple Grammy awards to create its television studio and set designs.

“We’ve always had many advisors interested in television production, but since the pandemic we’ve had even more demand,” said Foster.

“They can’t meet with their clients in person or market through traditional channels like live events, so they’re exploring more multimedia options.”

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WE ARE PROUD TO BUILD THE ROADS AND STRUCTURES THAT SUPPORT THE COMMUNITIES WE LIVE IN.

REBOUNDING GAGE CENTER But now the once dilapidated area is rebounding, in large part because of Advisors Excel’s $10 million capital investment in the complex. The industry-leading financial and insurance marketing organization has already transformed two office buildings to accommodate 200 members of its annuity operations, finance and technology teams.

In April, employees moved in, but soon after began working at home because of COVID-19. In recent months, most employees have returned to the Gage Center buildings and the company’s main McClure building, where about 450 employees work.

Cody Foster, co-founder of Advisors Excel, said, “Now that we’ve solved for over capacity, our next challenge is to make sure we integrate two campuses and maintain the collaborative, creative, and energetic culture that defines us.”

To help facilitate interaction and boost production, work is underway to convert the former Jeremiah Bullfrog’s into an employee café and the bar’s live entertainment space into a 3,600 square-foot, state-of-the-art television studio.

Foster said the full-service café will offer a hot grill, salad bar and assortment of breakfast and lunch entrees, and cater the company’s special events. He added that the café potentially could offer a weekly menu of meals for employees to order and take home.

The patio will also be refurbished for outdoor dining.

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With three sets and high-end equipment to enhance efficiency, Foster said, “We’ll be able to accommodate whatever they need, whether it’s a three-minute YouTube video or a 30-minute show designed to air on a local television station in their market.”

REPURPOSING ADDITIONAL SPACE Additional space in the same strip center is being repurposed. The areas previously occupied by Jul’s and Quinton’s Bar and Deli are being refurbished for Mission Church, which is anticipating welcoming worshipers to its leased space by Easter Sunday.

In 2019, Advisors Excel remodeled space for the Oasis Clinic, which accommodates employees’ medical needs, and will soon repave the campus’s potholed parking lot.

All of the center’s remaining tenants’ leases will end this year or early in 2022. As leases end, Advisors Excel will evaluate what the company’s needs for the structures might be.

“We could expand our operations or continue providing retail space, but for now we want to retain our flexibility,” Foster said.

With each enhancement to the area, he said, “The internal buzz grows. There’s a lot of excitement among employees as we get closer to finishing these projects.”

RENDERING SUBMITTED

Space not needed by Advisors Excel in the Gage Center complex is being repurposed. A free standing building that previously housed a bar and deli is being refurbished by the Mission Church for its home of worship.

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SYNERGY ABOUNDS The same can be said for the general public. In a serendipitous bit of synergy, Haag Oil opened a new gas station and convenience store on one corner of the complex at the end of 2020. Other businesses in the area—Sonic, Herman’s Meat Market, BT&Co. and Gage Dental—also elevated the area’s aesthetics with their own upgrades.

“When we were considering opportunities, we were aware that Haag Oil had purchased that piece of land at Gage Center and we noted other improvements taking place too,” said Foster. “It made it easier for us to invest here because we saw that sense of pride in our neighbors. When several businesses start making strides, especially in older spaces, the effort has a radiating effect that we’re seeing not just here but across the city.”

Foster believes that transforming areas along major thoroughfares especially not only instills community pride but also helps attract new residents to Topeka.

“The better job we can do to inject new life into older spaces, the more appealing our community becomes to others and the more benefits we’ll see, including a growing tax base and additional investment,” said Foster. “We need to keep the momentum going.”

TK

TK Business Magazine

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Excellent retail spaces available. Located in a high traffic area on SW 29th Street and just east of Gage, this established retail center offers good neighborhood demographics with Dillons Food store as an anchor tenant.

Contact The Robb Company today for information on available retail space.

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INVESTMENTS

PHOTO SUBMITTED

INVESTING TIPS

Joe Prokop, CFP®, CRPC® Certified Financial PlannerTM Client CFO & Fiduciary On Target Financial I AM GETTING A TAX REFUND. SHOULD I PAY DOWN DEBT OR INVEST IT? The main consideration is what interest rates are you paying on your debt and what rates can you realistically expect to earn on your investments.

There are good debts and bad debts. Owing money on something of value can be good debt. Credit cards and personal loans are considered bad debt. If your debt is on high interest credit cards or personal loans, then I would suggest paying down those debts before investing. If you think your investments can return you more than what you are paying in interest on your debts, then I would be inclined to invest my money.

Example: paying down your mortgage versus investing. With today’s mortgage rates being extremely low, I am confident I could invest my money long-term and earn more than what I was paying in interest on my home mortgage.

Investments and investing generate needed income for the future. What good is a paid off your home if you need money to live and do not have it?

Each person’s financial circumstances are different, seeking the help of an expert to determine what is best for you is highly advised.

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WHAT INVESTMENT OPTIONS SHOULD I CONSIDER BEYOND STOCKS AND BONDS? Today there are many more investment types than ever before. Many of them can be complex in nature and often create confusion and disappointment. I prefer to keep things quite simple when it comes to investments.

I want my clients to know and understand what they are invested in.

Here are a few alternatives to consider: Real Estate, Commodities, Cryptocurrencies, Derivatives, Interval Funds. While this is not an end all list, it covers most alternatives to stocks and bonds. Before investing in any of these types of investments be sure you know the facts and risks associated. Each person’s situation is different from the next. Because your friend or neighbor has done something does not make it right for you.

ARE INVESTING APPS SUCH AS STASH A GOOD IDEA? Today’s generation of investors are different, due largely to the advancements in technology. People are more trusting of technology than ever before. New investors do not generally start off with a large stockpile of money and may feel like a financial advisor is not needed. For this reason, many new investors are do-ityourselfers, and these tools can be good starting points.

They can create good investing habits that take things off their plate of daily living, but what they lack is the ability to connect with someone personally.

Technology is not going to be able to help walk you through a tough life decision. It is not going to fully understand your situation. It removes the personal touch and interaction of human nature. While the generation today is do-it-yourself, there is still the need for local expert advice. Confirmation and personal guidance you are taking the right steps for your own situation is what technology misses. There is nothing wrong with using these types of platforms, but make sure you understand what you are getting and what you are not going to be getting.

TK

Investment advisory services offered through Cambridge Investment Research Advisors, Joseph Prokop, Investment Adviser Representative. Cambridge Investment Research Advisors, and On Target Financial are not affiliated.

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March/April 2021

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Cain Davis and Allan Gray, diversity and inclusion experts, joined host Eugene Williams on a recent KTWU Working Capital segment.

WORKING CAPITAL

Diversity & Inclusion in the Workplace HOST: EUGENE WILLIAMS GUESTS: CAIN DAVIS and ALLAN GRAY Cain Davis and Allan Gray, diversity and inclusion experts, joined host Eugene Williams on a recent KTWU Working Capital segment focused on discussing the opportunities and challenges of diversity and inclusion in the workplace.

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Eugene Williams: 2020 was an interesting year fraught with many health, economic, political, environmental and social issues. The intersection of the economic issues brought on by the pandemic and the social uprising caused by a number of police shootings in the Black community gave rise to a renewed effort and discussion of diversity in the workplace.

We're honored to have two professionals with expertise in the area of diversity and inclusion to help us understand this renewed interest in diversity in the workplace and discuss what it means for your business. With me are Cain Davis and Allan Gray, business professionals with expertise in the area of diversity and inclusion.

Let’s see if we can define what diversity and inclusion actually means. What do you think?

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Cain Davis: I think diversity is the drip to drop, and inclusion is the ingredients. You drop a bunch of people with different race, color, and/or sex in an organization, but when you start mixing them together, trying to figure out how operationally they’re going to give you the things that you want to help accomplish a mission, that’s the big task. Anyone can hire people to create diversity, but you need them to work together in a productive manner where they’re encouraging and helping each other become successful in the workplace.

Allan Gray: Hopefully, diversity starts with basic values.

It’s where we value the individual. We value their experience. We value their background.

And we look beyond race and look at the value that the individual brings to the organization—their ideas and placing their ideas on par with the ideas of individuals who have been the majority and in positions of power. Diversity, inclusion, equity—it is about a balance of power.

`

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Eugene Williams: Talk about your experience in working with organizations to help them understand what you just mentioned.

Allan Gray: Organizations have tried to embrace diversity, to give them full credit, but organizations have looked at diversity as assimilation. They’ve looked at diversity often as just changing the color of the tablecloths. It changes nothing if you bring in a person of color, a person of a different ethnicity, but you expect them to think, act, and to perform in the same way that your existing culture has supported.

Eugene Williams: When you bring a diverse group together, your expectation is what Allan was saying, that they might be a part of the organization that already exists. Cohesion is a hard thing to create. Can you talk about that a little bit?

Cain Davis: I think one of the biggest problems with not obtaining cohesion around the diversity issue is, generally speaking, you have a CEO and his or her executive team who may go hire individuals. They may have diversity training, but they are very rarely involved in or understand what diversity and inclusion is. So many of their staff members become educated and they start taking diversity very seriously. But then, at a company function, you get an executive leader who stands up and does something just the opposite of what they are paying their employees to do. And so that divides the cohesion, and the minority staff quickly comes and says, well, if the top people are not supporting this, why are we going through this exercise.

Eugene Williams: How do you explain that to the people at the top?

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Allan Gray: I’ve seen where diversity starts from the middle and works its way up. There, it’s generally pressure-oriented. Individuals that have come into the organization believe they lack a voice. And, I’ve seen it the other way, where well-meaning CEOs of an organization attempt to bring diversity into an organization, and there is an equally negative response from those at the middle management area.

It’s a tricky proposition, but I believe that it’s often better when the CEO endorses bringing diversity to the organization and the CEO sees it as part of their mission.

Eugene Williams: Why is corporate America so hot to embrace this topic now?

Cain Davis: It shows you the power of social justice. When people form, they can influence what happens, not just in communities, but in organizations.

I think the biggest problem is many people who are embracing this, especially at the executive level, really are not understanding one, what their role is, and two, how to implement it, something that actually creates not just diversity, but the inclusion aspect of it also.

Eugene Williams: Now you’re suggesting that there might just be a surface level approach to this?

Allan Gray: Corporate America and organizations that are embracing diversity believe that all they have to do is have a program in place. All they have to do is hire a HR person that has diversity training. They put a diversity program in place and they’ve done their job and everybody will fall into the fold. But it goes beyond that because your employees have to see a true commitment to diversity, and that can be along a whole litany of areas that has to go beyond just diversity as a means of increasing your market share. You have to have true commitment.

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"Diversity starts with basic values. It's where we value the individual. We value their experience. We value their background," said Allan Gray during a diversity and inclusion segment for KTWU's Working Capital.

PHOTO SUBMITTED

Eugene Williams: Describe an experience that kind of defines what this whole issue around diversity and inclusion might be about.

Allan Gray: I was having lunch with two insurance executives one day, and they said they were interested in diversity and expanding their workforce. When I went back to my desk, I got a phone call from one of our volunteers for Alvin Ailey. She said she was looking for a position, and I told her to call those young men. Well, she did. I got a phone call and she says, “guess what?

I got hired.” I said, “that’s great.” Then I get another phone call a few months later, she’s like, "guess what? I’m in their management program, they’re going to fast track me."

A few months later, I get another phone call, “I’ve gotten through the management program, they’re giving me my own business now.”

I believe that’s real commitment. It goes beyond just the lip service.

Eugene Williams: Do you find that diverse candidates are extremely appreciative of the opportunities that might be presented to them?

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Cain Davis: I think just as much as anyone else. You have lot of very diverse and qualified individuals, and oftentimes because of their lack of exposure, they are just not in the game. But, if someone is willing to give them a chance, just like the example that Allan just gave—she became an owner because she had the opportunity.

Give them an opportunity.

Eugene Williams: What advice would you give to the C-suite when looking for diverse candidates?

Cain Davis: Find someone who understands the subject matter and take their advice.

Allan Gray: Give full support to whoever is in charge of your diversity and inclusion program.

Have an open door to their ideas, suggestions and recommendations on how to make your company successful.

Eugene Williams: I really appreciate you gentlemen. Thank you so much for sharing.

TK

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FROM THE PROFESSOR

MARKETING IN A PANDEMIC:

Trends, Changes & Strategies That Can Help Your Business in a Post-COVID-19 Era

By DR. DAVID PRICE

PHOTO SUBMITTED

The year 2020 will forever be defined by COVID-19. Even now with slow vaccine distribution and new variants, the virus continues to disrupt our society as we move into 2021.

While the shutdowns slowed the spread of the virus, there were extreme economic impacts that sparked massive job losses and industry slowdowns. This prompted trillions of dollars in government relief packages and a determination to reopen and stop the damage from becoming permanent.

From a marketing perspective, the virus has firms stepping back to reexamine how they should connect to their most precious resource, the customer.

DR. DAVID PRICE is an Associate Professor of Marketing at Washburn University School of Business.

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COVID-19: ITS EFFECT ON BUSINESS AND SOCIETY While some industries continue to experience problems (such as travel, leisure and hospitality), unemployment rates have finally begun to settle from a high of nearly 15% in April 2020 to between 6-8% in January 2021. With scarcity of resources, small business owners have struggled more during the pandemic, with economists estimating at least 100,000 small businesses permanently closed in the first two months of the pandemic in 2020 alone.

These events have changed consumer outlook and moved many to become a cost-conscious and value-driven shopper, as many have little choice but to look for cheaper products and services that offer deeper discounts.

The coronavirus has also changed our daily lives, whether in the home, work, school or leisure. It has especially boosted our tolerance for screen time. It has accelerated e-commerce sales, and those firms that were ahead of the game, like Amazon, were well positioned to exploit the shift.

Business and marketing strategies will need to shift to this new reality. Following are three areas where business owners and marketers can focus their strategies.

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1

ELECTRONIC-RELATED

PUT EVERYTHING ONLINE The pandemic has accelerated the speed at which we are “going digital” and now is the time to increase your online presence.

The first move should be to update your website.

It needs to be more than just a digital list of products and services; consumers are looking to be engaged and have their problems solved, so spend the time, money, and effort to turn it into a profit center.

The more processes you can bring online, the more you can stay engaged with your customers and employees. If you were conducting training before the pandemic or classes—move them online —or perhaps host an informative webinar. No matter what industry you are in, there are always more things you can take online, and having those capabilities will help to set you apart from your competitors and stand out to potential customers.

When done right, e-commerce is usually more efficient, less expensive and safer for customers than shopping in physical stores. Moreover, as social distancing and protective measures remain the norm, likely are intentions to shop online, so it will become even more important to begin to investigate what other services your firm can provide online consumers.

COMPLEMENTARY E-SERVICES Once you have as much of your existing business online, you should investigate additional e-services or new electronic “service platforms” that can help consumers take care of their additional everyday product/service needs.

During COVID-19, people are not only increasingly buying online; they expect to be able to perform other tasks and access services as well. While this certainly includes services such as online ordering, it can also include additional and complementary services such as shipping options, packaging, bookings, training, social media connections, helpful apps for consumers, or links to useful resources. These auxiliary services can directly or indirectly benefit your customer and therefore your business.

Think of your firm as an interconnected service platform, where numerous services can be accessed.

For example, a food company can partner with e-health platforms or an online fitness company and cross-promote to an extended audience to the benefit of both. A “home-buyer platform” could include real estate, mortgage, moving and bill-forwarding services tied into a single online experience.

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2

INNOVATION-RELATED

INNOVATION COVID-19 has disrupted so many industries that innovation must be a priority simply to survive.

Some examples of innovations for consumers include hotels that supply fully sanitized rooms, bookable retail shopping times for shoppers, and at-home make-up experiences. Expect health and safety to be prominent and other unique “at home” strategies to become even more common in the future.

An innovation for business models has been the creation of the “pop-up office” where smaller-sized firms or employee teams can rent on-demand office space for as long as they need. This helps owners of vacant space and means no long-term contracts for lessees, which can be an attractive option for companies who aren’t sure what the future holds and if they really need big corporate offices.

Innovation can simply take the form of new partnerships that previously did not exist to help firms through an exchange of scarce resources and reach new markets they cannot build on their own.

The development of a “partner ecosystem” can be beneficial.

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READ the Amazing Lash Studio story at EnvistaBusiness.com March/April 2021

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2

INNOVATION-RELATED (CONTINUED)

FLEXIBILITY & ABILITY TO PIVOT One of the most important attributes for the future is the ability to pivot during the pandemic and improvise to generate new strategies. An example of an ability to pivot has been the car industry. As consumer spending dramatically dropped during the pandemic, few consumers were shopping for new vehicles, causing a major shift in the sales tactics used by car dealerships.

They began offering substantial incentives, such as near 0% financing, waving first month payments and offering extended warranties at reduced costs.

It is important to note that many of the suggestions here are highly integrated with speed. That is, reacting to the conditions around the pandemic and then getting things done fast and done well. Removing boundaries and breaking down departmental silos, streamlining decisions and processes, empowering frontline leaders and reducing or eliminating bureaucracies are essential for an ability to change course and react in time.

NEW PRODUCTS & SERVICES One way to stay afloat during the pandemic and stand out from your competitors is to introduce new products and services. Note that this is different from innovation in that a product or service can simply be new to you or your customers—you do not need to reinvent the wheel. If you are a re-seller, the advantage here is that you can source suppliers for new products.

It may also be possible to create new services quickly as well by training employees.

Any new product or service you launch should fit the current environment. For example, after a rough 2020, beauty brand Glossier launched a hand cream tapping into the need to soothe dry hands stemming from frequent washing. Tenzing launched a new blackberry and acai flavor energy drink because people are increasing their home fitness regimes and might enjoy more variety in their energy drinks after workouts.

Other ideas can be simpler and tie to your existing business. For example, if you are a landscaping business and have small engine expertise for your equipment, could you possibly offer small engine repair for consumers that have their own equipment? Later, perhaps you can switch them to your landscaping services.

New product launches should involve solid research and involve your target audience. Survey your current customers with questions about their priorities, pain points and desires. Keep some questions openended as you might discover a few golden nuggets of information. Of course, encourage them to participate in the survey with an incentive to buy/try your products. Either way, maintaining contact is important as it builds the foundation of trust with your customers.

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DON’T JUST JOIN A CLUB

Join a Family

THE TOPEKA COUNTRY CLUB

TO

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P E K A C.C EST. 1905

LOVE WHERE YOU

PLAY

“I’m going to play at home.

I love to be at Topeka Country Club.

It’s where I grew up. That’s one - Gary Woodland course I’d play every day.”

2019 U.S. Open Champion THE TOPEKA COUNTRY CLUB www.topekacc.org March/April 2021

TK Business Magazine

2700 SW Buchanan, Topeka, Kansas 66611 | (785) 354-8561

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CUSTOMER-RELATED

TRUST Research shows that personal health and economic well-being are top-of-mind concerns for people across the United States and the world.

Foot traffic in stores, as well as travel and attending events, will only return when people trust that spaces are safe and virus free. Increased cleaning and disinfecting as well as all customers and employees wearing masks are the top reasons consumers give for deciding whether or not to go into a store. On top of this, Millennials and Gen Z in particular are more widely adopting contactless activities, and all ages indicate they intend to continue this trend.

Consumers may prefer self-checkout or scanand-go activities, which may change traditional store layouts. They may be more willing to shop display walls where items are shown and can be scanned for later delivery. Trust can be developed by offering customers something free during these hard economic times: free trials, free courses or free sessions. Provide them with more content and even give them premium content for free. Issue refunds to clients who had prepaid memberships or were on auto-pay during any lockdown period.

While this could hurt your cashflow in the short term, the investment in the relationship and developing trust will most likely come back to you when the economy restabilizes—and your now loyal customers are ready to start buying again.

POSITIONING & COMMUNICATION You have invested in the future and positioned your firm well, now it is time to let consumers know in a clear, friendly and “non-egotistical” way. Tell them about your efforts with e-commerce to improve the customer experience, innovative aspects of your business you have invested in, interesting and helpful new products and services, and how you care about your clients’ well-being.

You don’t go to all this hard work and then just sit back and hope they walk in the door or visit your website—you help them remember who and what you are and make it easy for them to find you.

Communication and consistent reinforcement of all the good things you are doing will build a perception of your brand in your customer’s mind.

Much of what I have suggested thus far is based on helping. In the post-COVID-19 era, everyone needs help in one way or another, and your customers have problems that your business can potentially

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solve, so if you want to sell, focus on helping your customer. Helping is the new selling, so being buyer-centric instead of product-centric will help you sell more. Offer discounts, donate to the community and provide better terms on your products and services.

As more people spend time at home and on social media, the ROI on Pay-Per-Click ads in many industries has skyrocketed. CNBC reported that paid online advertising is now cheaper than ever and this channel can help showcase any changes you have made to your business.

WHAT'S NEXT? No one knows what the new normal will look like exactly but rest assured things will not go back to the way they were. It has always been sage advice in marketing to be customer-centric and this is perhaps more important now than ever. The COVID-19 pandemic has created a seismic shift in our society, and it may require a seismic business response.

TK

Harvesters’ Topeka facility marks 10 years feeding Kansans!

While we’ve been feeding families, children and seniors in Kansas with our network agency partners for more than 30 years, we opened a warehouse in downtown Topeka 10 years ago to expand our efforts and increase efficiency.

Since late 2010, we’ve distributed more than 88 million pounds of food and household products to 13 counties in northeast Kansas through our Topeka facility.

Here’s a quick look at our growth.

FY2011

Pounds Distributed Food Drive Pounds Collected Volunteer Visits Partner Feeding Programs

5.8 million lbs.

744 lbs. a month 125 visits a month 207 programs

FY2020 Pounds Distributed Food Drive Pounds Collected Volunteer Visits Partner Feeding Programs

12.6 million lbs.

17,000 lbs. a month 769 visits a month 436 programs

Thank you to our partner agencies, food and fund donors and volunteers who helped make this happen!

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PHOTO SUBMITTED

WICHITA STATE UNIVERSITY

Data is provided by Jeremy Hill, director for the Center for Economic Development and Business Research at the W. Frank Barton School of Business.

TOPEKA ECONOMIC OUTLOOK The Center for Economic Development and Business Research at Wichita State University has compiled data to provide forecasts on the economic outlook for Topeka. For a more comprehensive look at Kansas economic data, visit kansaseconomy.org.

TOPEKA LOST FEWER JOBS THAN THE OTHER METROPOLITAN AREAS COVID-19 devastated hard-hit sectors like restaurants, entertainment and small retailers.

Larger metropolitan areas in Kansas lost more jobs than rural parts of the state, as they have a higher concentration of the hard-hit sectors.

The concentration of government jobs likely shielded the regional economy from the lost wages experienced in both Kansas City and Wichita.

For CEDBR's complete Topeka employment forecast summary go to: www.cedbr.org/forecast-blog/topeka-employment.

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A YEAR OF RECOVERY The Topeka market added the most jobs between 2014 and 2017.

In 2021, the Topeka economy is expected to regain some of the employment lost during COVID-19.

By the end of 2021, Topeka will likely reach the same level of employment within the region it had in 2011.

SECOND QUARTER OF 2021 IS EXPECTED TO BE THE STRONGEST Pent-up demand and stimulus checks should fuel growth in the second quarter of 2021 in Kansas and the Topeka economies.

Topeka is expected to add 763 jobs in 2021 with an annualized growth rate of 0.7 percent, which is strong growth for this region.

The expected employment growth within the Topeka metropolitan area will be driven by reopening the market.

Although some sectors will create new positions, most of the increase will likely be refilling positions due to downsizing during COVID-19.

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WICHITA STATE UNIVERSITY

THE SERVICE SECTOR WILL LIKELY LEAD THE GROWTH IN 2021 The production sector includes manufacturing, mining and construction.

This sector is expected to add 125 jobs over the next year, accounting for one percent growth.

Trade, transportation and utilities will likely decline slightly over the next year, as overall employment is still below its pre-COVID levels.

The service sector accounts for just under fifty percent of all employment within the Topeka market. Services will likely grow by 1.8 percent in 2020.

Government is expected to decline by 316 jobs, as the overall economy remains smaller than it was at the beginning of 2020.

FOOD MANUFACTURING AND BUSINESS SERVICES GREW DURING THE PANDEMIC Food manufacturing was a bright spot within both Topeka and Kansas economies. The Topeka economy added 100 jobs over the previous twelve-month period.

Professional and business services ended 2020 with a net growth of 0.8 percent, which was likely due to outsourcing of services as a cost reduction strategy for employers within the area.

Leisure and hospitality, which is primarily food service and entertainment, declined by 10.3 percent with a total loss of 900 jobs in 2020.

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RETAIL SALES INCREASED DURING THE LAST HALF OF THE YEAR Topeka has the most significant increase in the inflation-adjusted taxable retail sales with a cumulative growth of 4.1 percent between January and October.

Growth in retail was fueled by both savings during the pandemic and from the stimulus checks.

TK

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Photo by JOHN BURNS

FASTSIGNS

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By LISA LOEWEN Photos by JOHN BURNS

In order to stay open and maintain their existing customer base in 2020, businesses made a seismic shift in their service offering: curbside pickup. From restaurants to grocery and pharmacy, and even auto parts stores, it seemed every local business had a “curbside pickup” sign outside their door. The demand for those signs helped propel Fastsigns in Topeka to one of its busiest years ever.

“Last year was a little crazy,” Fastsigns owner Steve Gee said. “We were scrambling to keep up with demand. Don’t get me wrong, it is a good problem to have, but it meant some pretty long hours at times.”

The name Fastsigns pretty much sums up the business. From small posters and banners to lighted electrical signs and channel letters to vehicle wraps, they can make almost any sign idea a reality.

It would be pretty difficult for anyone living in Topeka to not have seen a sign manufactured by Fastsigns. The large Schlotzky’s lighted signs—Fastsigns.

KS Commercial signs all over town— Fastsigns. Edwards Jones, Lean Kitchen, Farmers Insurance—Fastsigns. And those braille signs that state buildings are required to have? You guessed it, made with a router at Fastsigns.

Walk into the new indoor athletics facility at Washburn University and you will see one of Fastsigns’ larger creations: a banner that wraps around the entire indoor banked track.

“That was a fun one to watch come off the roll,” Gee said. “We knew it was massive when we were printing 50-foot sections, but you don’t realize the true dimensions until you see that banner circling the track.”

Steve Gee and his wife Terri, purchased the Fastsigns franchise in Topeka 24 years ago because they wanted to return to their Kansas roots.

Photo by JOHN BURNS

Printing those large-scale projects requires sophisticated equipment. Fastsigns has two solvent printers that embed paint into the vinyl and a huge laminating table for the finish process. This means they can print banners up to 6-foot wide by almost any length, and then finish it off with delivery and installation.

Gee and his wife, Terri, have owned Fastsigns in Topeka since 1997. Over the past 24 years, the company has seen steady growth.

“We actually cash flowed the first month after we purchased the business,” Gee said. “It helps when you have a wife that seems to know everyone in town.”

After graduating from Wichita State University and then receiving his MBA from Baker University, Gee took a job doing property

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Marian Dental Clinic welcomes Dr. Nathan Laskowski to their dental care team.

“I am passionate about building patient relationships while communicating the importance of preventative care and how it affects the patients overall oral health.”

Nathan Laskowski, DDS

Dr. Laskowski joins Dr. Kene Mackenzie and Dr. Sireesha Boganatham at the practice. Prior to joining the Marian Dental Team, Dr. Laskowski worked in private practice. He loves to see patients of all ages, especially children. With a strong interest in providing comprehensive dental care, Dr. Laskowski is passionate about building rapport with his patients and helping them improve their overall oral health. He is dedicated to helping alleviate his patient’s dental anxiety and fears.

Additionally, Dr. Laskowski is excited to be involved in various community outreach activities the clinic is planning in the future. To learn more about the clinic and its impact on the community, please visit mariandental.org.

Marian Dental CLINIC

SCL Health

MarianDntl_LaskowskiWelcome_rj021221.indd 1

3164 SE 6th Avenue, Topeka, KS 66607 785-233-2800 | MarianDental.org 501(c) Non Profit Organization

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Recently, Fastsigns produced one of its larger banner creations, which wraps all of the way around the track in Washburn University's new indoor athletic facility.

management in Columbus, Ohio, for a couple of years. While there, he became a repeat customer of the local Fastsigns franchise, so he was already familiar with the business operations.

Wanting to return to their Kansas roots when they decided to start a family, the Gees jumped at the opportunity to purchase the Fastsigns franchise in Topeka.

“We had a 2-month old baby and a brand new business,” Gee said. “It was kind of like raising two babies at the same time.”

Their first storefront was in a strip mall next to Best Buy. After leasing space for seven years, Gee decided it was time to invest in his own building.

They purchased a property at 5999 SW 22nd Park (at the corner of 22nd and Wanamaker Road) and leased out the other two office spaces.

While that was a smart financial decision, Gee says it came with its own set of stressors.

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“Being a landlord means that I am always on call,” he said. “If the roof leaks, I can’t just ignore it for a few days. I have to make sure my tenants are being taken care of because it is the right thing to do.”

Gee says he loves the flexibility that comes with owning his own business. Last year when the high school went into remote learning, he was able to have lunch with his son, who was a senior, almost every day.

However, that freedom is only possible if he is fully staffed at the shop.

“Right now, I am down two positions,” Gee said. “That means I help run the office, support the sales staff and assist with most installations.

I couldn’t survive without the great employees I have working for me.”

Hiring, Gee says, has been his biggest struggle.

“When you find a really good employee and get them trained, there

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is always a chance that they will move on to bigger and better things,” Gee said. “And in a weird way, I am glad to see some of those quality technicians move up the ladder of success. I take pride in knowing that I played a part in their journey.”

That innate need Gee has to mentor others is evidenced in a variety of ways. He brings high school kids in to learn how to operate the printing equipment and see the ins and outs of running a business.

He is actively involved with the Washburn Rural school district, served on the Chamber marketing board, was part of the 2000 Leadership Greater Topeka Class and volunteers with Meals on Wheels every Thursday.

“I have been part of this community for almost 25 years,” Gee said. “That means giving back and helping my neighbors with whatever they need.”

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PHOTO SUBMITTED

Thank you

to all who trusted Kendall for their construction projects in 2020.

2551 NW Button Rd, Topeka, KS 66618 • (785) 246-2295 • www.TRUSTKENDALL.com March/April 2021

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Bob Raymer, previous co-owner of Inland Computer Systems and Steve Riat, director of sales at Nex-Tech, stand in front of the former Inland store that is now rebranded as the Nex-Tech Topeka branch.

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WIN-WIN ACQUISITION

By ADAM VLACH Photo by JOHN BURNS

Spend time in the business world, even just briefly, and it quickly becomes evident that competition is the name of the game. Large companies swallow up smaller companies, and then even larger companies try to squeeze their growing competitors out of the market.

Such a zero-sum reality is what makes the story of two values-based companies finding a way to close a win-win acquisition all the sweeter.

60+ YEARS AND GROWING Founded more than 60 years ago in western Kansas, Nex-Tech has never been a stranger to pushing boundaries—geographically or technologically. What started as a small, single-location business with the purpose of providing communication services to rural communities quickly grew into a cutting-edge technology company.

“In the 90s, we layered on services like television and internet as they became more widely used, leveraging a fiber network to deliver a lot of those services,” said Nex-Tech Director of Sales Steve Riat. “Then in the late 90s and early 2000s, we diversified into technical services, servicing the data and equipment of customers we were already serving.”

Along the way, Nex-Tech continued to expand across the state, opening locations throughout Kansas and even one in California. Today, the company prides itself as a turnkey technology and cloud solution provider with products and services ranging from streaming devices and PCs to internet and disaster recovery support.

Like many businesses, some of the company’s offerings were developed and brought to market internally, while others were added to its portfolio through acquisitions.

“We delivered equipment like servers and phone systems, too, which is how we began developing a relationship with Inland Computer Systems,” Riat said. “They were one of our phone and equipment customers for quite a long time.”

ENTER INLAND A couple of years ago, the owners of Inland Computer Systems, Bob Raymer and Pam Gies, attended one of the tech conferences Nex-Tech hosted in Salina. After getting a chance to meet some of the Nex-Tech team and see the solutions the company offered, Raymer and Gies realized they may have found what they were searching for. Unbeknownst to Riat or any senior

Nex-Tech management at the time, Raymer and Gies were not attending the conference for the products, industry knowledge or networking opportunity. No, the owners of Inland, in truth, were on a clandestine mission to find a potential buyer for their company.

Prior to attending the TechEdge conference, Raymer and Gies had made the decision that it would soon be time to step away from Inland Computer Systems and start a new chapter in each of their lives. While the timing felt right, it was by no means a small decision.

“I started with Inland right out of college—right out of KU—and went to work. Inland was owned at the time by a company in Lenexa named Inland Industries,” Raymer reminisced. “Inland Industries owned a variety of companies in this area.

IBM Corporation, at the time, was authorizing dealerships across the U.S. to sell its typewriter line and authorized Inland to open a dealership in Topeka.”

Inland would become one of the first five authorized IBM dealerships in the U.S. Raymer got his start as a typewriter salesman in 1983 and helped grow the dealership “from the ground up.” Then, about a decade later, Raymer and Gies partnered up to purchase Inland Computer Systems— the computer division of Inland Industries—from its parent company.

“We began taking the company from typewriters and word processors into the computer age,” Raymer said.

“We began selling computers, got into networking and became an internet service provider.”

A PERFECT MATCH The two-and-a-half-decade road leading up to that fortuitous TechEdge conference was full of hopes, challenges and wins—or in a word, fulfillment— meaning that Raymer’s standards for a potential new owner of Inland would be sky high. At the conference, Raymer had the

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opportunity to meet Nex-Tech team members, learn more about the company's offerings and glean insight into the company’s culture. By the end of the conference, everything he had seen gave him hope that this longtime phone system provider could be the perfect group to acquire his company.

“We always wanted to grow our services,” Raymer said, “but that takes a lot more people, and we were never able to get that piece off the ground.

Nex-Tech could offer that missing piece, so shortly after that seminar I called the CEO, Jimmy Todd, and asked him if they would have any interest in acquiring a computer dealership in Topeka. He said ‘yes’ and redirected me to Steve Riat.”

“We were very lucky in that we found an organization that shared many of the same values. The people at Nex-Tech are very caring and trusting.”

—Bob Raymer Previous Co-owner Inland Computer Systems

From there, Riat and Raymer began conversations around a potential acquisition, which included an even deeper dive into each company to make certain it was a good match for the other. A strong culture fit was at the top of both business leader’s lists throughout the conversations.

“Do they treat their customers like we want customers to be treated?

Are the expectations right?” Raymer said, sharing the questions he was looking to have answered. “And do they treat their team members well?

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Is there a good, healthy relationship?

We’ve found that if you treat your team members right, your customers will be treated right.”

There was, of course, more to the discussion than just culture.

Alignment in product offerings and due diligence around financials played a large role as well, but as each area of focus was explored, both parties’ confidence in the fit only grew. Before they knew it, and in a relatively short time frame—at least as far as acquisitions go—Raymer had learned everything he needed.

“We found that we shared a lot of the same values, especially around how we treat our customers and how we treat our employees,” Raymer said.

“I was really impressed with NexTech, so we felt really good about having them acquire our business not only for our customers, but for our employees as well.”

SIGNED, SEALED, DELIVERED The deal closed in May 2020, and on October 1 Nex-Tech officially acquired Inland Computer Systems, bringing aboard their team members and customer base.

“Change is always a unique challenge,” Riat said. “Customers have had the same faces for over 30 years, so we have had a lot of folks dropping in to ask, ‘My people are still here, right?’ And we can say ‘Yeah, absolutely,’ and let them know we still offer the same solutions.”

Riat says the months since the acquisition have gone exceptionally well.

“It’s been above expectations,” Riat shared. “We’ve helped several customers add new solutions. One of the things that Inland offered was retail customer service options such as buying or repairing PCs, installing software and removing viruses.

Inland taught us a lot about how to be better at that. They brought a lot to us, and I’m sure there’s much more to come.”

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In addition to the people and products that joined Nex-Tech, the Inland store at 5220 SW 17th St. is now proudly rebranded as the NexTech Topeka branch.

ON THE HORIZON With operations in full motion for Nex-Tech and growth on the horizon as always, Riat finds the new Topeka location a nice respite in his interoffice travels. A Topeka native and graduate of Seaman High School, Riat takes advantage of every opportunity to stop by the new branch in his hometown.

Gies is finally getting to enjoy a well-earned retirement, and as for Raymer, the next chapter of his business ventures is just starting.

Bright days are ahead for both of them, to be sure, but letting go of the company they grew from scratch made for some bittersweet moments.

“It was hard. We had put a lot of time, a lot of effort and a lot of sweat equity into it,” Raymer recalled. “So, to reach a point where it was finally done, we almost didn’t know what to do.”

Fortunately, Raymer can rest much easier knowing that his life’s work is in good hands, due in no small part to the care and diligence he poured into his search for a buyer.

“We were very lucky in that we found an organization that shared many of the same values,” Raymer said. “The people at Nex-Tech are very caring and trusting, and that’s what made Pam and I feel good about this acquisition.”

Unsurprisingly, the feeling is mutual for Riat.

“It is so hard to find similar business cultures and technical expertise in this industry, so the new team members are amazing.” Riat said.

“And Bob and Pam were so enjoyable to work with. Even though they’re not in the office anymore, we still see them and they drop by time to time. We’ve gained some lifetime friends in them.”

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TRANSPARENCY IN A PANDEMIC

Phelica A. Glass, LSCSW, GCCA-C, FAAGC, CSOTP

Phelica A. Glass meets the needs of individuals and families coping with behavioral and emotional issues by walking with them through their personal journeys.

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DOING THE UNIMAGINABLE Allow me a moment for transparency.

As many of you know, I am a mental health therapist. As I write this article, I have been battling a severe cold for about a week, (no it’s not Covid-19, I was tested). Within the last 14 days I have had three relatives die and, let me just be honest; parenting teens, being a wife, a daughter and a business owner during this pandemic has not been easy. I stress to everyone the need to rest, take good care of yourself and spend time with those who love you. Well guess what, even with taking my own advice, I am downright exhausted. Aren’t you?

If you are being honest with yourself, you said "Yes." ENDURANCE OVERLOAD The last 11 months have been mentally, physically and emotionally exhausting for every single human; no one is exempt. At this point, everyone you know knows someone who has lost someone due to Covid-19.

In some way, you have been impacted by the unrest in our country, be it political or social. People are severing ties from lifelong friends, co-workers and family members over differences of opinions and beliefs.

You have endured it ALL. Everyone around you has endured it ALL. All while attempting to meet the expectations that

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are asked of and required of you. You have endured it ALL while holding your head up, pushing the tears back and likely holding someone close to you on a shoulder. You ARE doing the unimaginable.

DIVERSITY, EQUITY & INCLUSION STATEMENT

MANAGEMENT—PLEASE CHECK-IN And what do you get in return? For some, it may have been a nice holiday bonus, pandemic pay, a gift card, food box, or maybe even a thank you card. All of those things are amazing and appreciated.

However, if you have been fortunate enough to maintain employment through it all and understand that your company is not able to financially provide any of those tangible items, at the very least, you desire a sincere check-in and thank you from management.

We, the Minority & Women Business Development are the future of Topeka. We stand united to speak out against systematic racism and discrimination in Topeka and Shawnee County. It has no place here.

We will work to ensure inclusion and support efforts of equality on every level of economic and community development.

We will challenge the notion of neutrality while producing programming that educates and empowers individuals and organizations.

We welcome the partnership of our allies to ensure inclusive practices as it relates to this community.

We will work to eradicate injustice, defy discrimination, and dismantle the platform of racism as we seek to grow a better Topeka and Shawnee County for all of its citizens.

5 SIMPLE WAYS FOR MANAGEMENT TO UNDERSTAND EMPLOYEES' NEEDS Ask them. z

Employees will tell you what they need if you ask them. Once you have the answer, respond with action. If basic needs are not met, no task can be complete.

Read the rest of the Partnership’s DE&I Statements: TopekaPartnership.com/Work/Diversity-Equity-Inclusion

Be consistent with your behavior and z your intentions.

Practice what you preach.

Listen with compassion and be z

attentive.

Turn off the camera, put down the phone and see them with your whole self.

Honor confidences. z

Trust is the key to loyalty.

Be vulnerable. z

It’s okay to be human. Shared experiences build relations.

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TKmagazine.com CHECK OUT

Get expert business advice and up-to-date information on business in Topeka at TKmagazine.com. Send your news releases to news@tkmagazine.com.

BUSINESS NEWS

ONLINE ONLY EnviroKlenz Opens New Air Purifier Production Facility in Topeka EnviroKlenz, a leading indoor air quality and technology company that developed a patented earth mineral technology originally designed and still used today by the U.S. military to destroy chemical warfare agents and toxic industrial chemicals, announces its new production facility in Topeka, Kansas. At the new facility, research scientists will discover new technology and increase production of air purifiers.

Stormont Vail Health Announces New Robotic Surgery Michael Tilley, M.D. and the Cotton O’Neil Orthopedics and Sports Medicine team began completing a new robotic surgical option for total knee replacements.

The technology enables the surgeon to create a personalized surgical plan by utilizing 2D pre-operative x-rays to create an accurate 3D virtual image of the knee, allowing for greater precision and flexibility for the surgeon.

Topeka Wins 2021 Best Cities for New Homebuyers Award Topeka is the recipient of a 2021 Insurify’s Best Cities for New Homebuyers Award in Kansas. Cities were evaluated on real estate demand, employment levels, public school enrollment, and driver and pedestrian safety.

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Books for Your 2021 Reading List You hear it all the time that top executives read 50+ books a year. TK asked friends and followers for their recommendations and created three book lists for you to add to your 2021 reading list at tkmagazine.com.

Buy Local on Etsy Many local business owners have found success by selling online through Etsy.

Check out ways to buy online while buying local at tkmagazine.com.

WORKING CAPITAL is about local and regional businesses within the KTWU viewing area. WORKING CAPITAL showcases entrepreneurship and provides an atmosphere for sharing business concepts and practical business experiences.

Tune in to KTWU-HD, Digital Channel 11.1.

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