209 Business Journal - June 2020 by 209 Multimedia Publications

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JUNE 2020

VOLUME 5 ■ ISSUE 6

IN PROFILE

The Corral Sandwich Shop, newly opened in Oakdale, challenges customers to try finishing the Clydesdale in one sitting. PAGE 2

NEWS

Mountain House is making a push to become San Joaquin County’s eighth incorporated city. PAGE 6

SABRA STAFFORD/209 BUSINESS JOURNAL

Blue Diamond Growers recently announced the expansion of its Turlock and Salida facilities.

Blue Diamond expands Central Valley facilities BY ANGELINA MARTIN

209 Business Journal

lue Diamond Growers marked its 110-year anniversary last month with announcements about the completion of two key infrastructure expansions in the 209. The almond processor completed the expansion of its Turlock facility less than 15 months after breaking ground on the project. The 52,000 square foot addition to the existing 200,000 square foot facility is one of two major expansions for Blue Diamond, a nonprofit grower-owned cooperative and the world’s leading processor and marketer of almonds. The other, in Salida, was completed in May. The new Turlock expansion increases Blue Diamond’s value-added almond processing capabilities with an automated factory that features state-ofthe-art handling, processing and packaging equipment and also provides space for a future manufacturing line to support both current business or new innovations. The completion of the expansion comes as Blue Diamond celebrates its 110th anniversary and just seven years after its Tur-

lock facility opened. Since 2013, Turlock’s Blue Diamond facility has received a number of accolades, including Food Engineering Magazine’s title of the 2014 Plant of the Year, as well as being named to Boston Consulting Group’s list of the fastest-growing midsize companies in the nation. The company is no stranger to building facilities quickly — Blue Diamond was able to move from groundbreaking to startup for the original plant in just 13 months. At the expansion’s groundbreaking ceremony in January 2019, Blue Diamond President and CEO Mark Jansen said they hoped to get the additional space built quickly due to the company’s rapid growth. Just over a year later, that goal was accomplished. The new facility will be used specifically to create an integrated almond beverage base line, where, for the first time, everything needed for the product will be manufactured in the same facility. The base for Blue Diamond’s beverage line, Almond Breeze, will be created at the Turlock expansion through a process of blanching, splitting, roasting and grinding the almonds into a buttery paste, which will then be shipped all over the world to

be mixed with water and sold as almond milk. Blue Diamond’s Almond Breeze production has experienced double digit growth over the last 20 years. In 2018, the brand grew by 14 percent. The original Turlock Blue Diamond facility is already processing about 25 percent more almonds than the company originally thought possible for the plant’s capacity after the company recently added an almond flour line to the mix. The expansion comes as phase

two in a three-phase, 15-year project that began when Blue Diamond purchased 88 acres at the intersection of North Washington and Fulkerth roads in late 2011. Since then, companies like Hilmar Cheese and Valley Milk have made their way into the Turlock Regional Industrial Park, while already-established facilities like United States Cold Storage and Sunnyside Farms are also currently in expansion mode. SEE BLUE, PAGE 10

PHOTO CONTRIBUTED

The Turlock Blue Diamond facility has been recognized in the past as the top Food Plant of the Year by Food Engineering Magazine.

209 BUSINESS JOURNAL

JUNE 2020

IN PROFILE

A little wine, a little paint, a lot of fun BY SABRA STAFFORD 209 Business Journal

Judy Grossman’s Brush and Cork art studio in Sonora is a popular place for people to gather and let loose their inner artist, some with the help of a glass of wine or two. “I like to describe it as a party, not a class,” Grossman said of her guided paint nights. When the coronavirus pandemic forced Grossman to close her doors, it could have been the end of the party, but she has found a way to keep the fun and creativity flowing at a time when people need it the most by hosting online paint parties and it’s proving to be a popular option. Grossman follows a fellow artist out of Texas with a similar business model and had previously purchased a program about how to set up online classes, but had shelved it without really exploring it. Now, it was going to prove a wise investment. “I had to think fast on my feet,” Grossman said.

“I knew I was just going to have to dive in if I wanted to save my business.” The first online class was offered on Facebook Live, but since then has moved to Zoom, which Grossman said helps keep a communal experience because everyone can see each other. Her first online paint night used a theme popular in the studio — a pop art pet photo party. Attendees purchase their tickets and send in a photograph of their pet. Grossman and her staff print the photo out and trace it onto a canvas. Participants then pick up the canvas, along with their supplies through a curbside program and tune in for the online party. Just like the studio events, participants provide their own beverage of choice. “It has been working really well,” Grossman said. “I’m getting people who always wanted to try it, but never seemed to have the time. Now their schedule is free and they’re giving it a try. People seem to be thankful for the distraction

right now.” The studio sessions were limited to about 30 people, which has been about the same online, though Grossman said they can accommodate more. The online courses have two price point options. If people already have supplies and just need the outlined canvas, then the cost is $10. For those needing supplies and the canvas, the cost is $25. Participants don’t need to have any exceptional artistic skills to enjoy the class and come out of it with a project worthy of hanging on a wall. Grossman and her two other teachers provide easy stepby-step instructions for painters to follow along on the pre-drawn canvas. Grossman obtained her Bachelor of Fine Art from California College of The Arts, in Oakland and her teaching credential from San Francisco State University in 1975. She went on to become an accomplished sign artist, designer, mural artist, fine artist and teacher for over 30 years. She has

PHOTO CONTRIBUTED

Judy Grossman has combined her savvy business skills and her creative side to keep her painting sessions going during the shutdown.

painted murals in Pontiac, Illinois, San Jose del Cabo, Baja, Danville, Illinois, Minneapolis, Minnesota, Plymouth, Wisconsin, Kewanee, Illinois and most recently designed and directed the community mural in downtown Sonora for the Sonora Farmers’ Market and the Mark Twain mural at the entrance to Angels Camp. Missing the connection she had as a teacher, Grossman started Brush and Cork in 2014,

and in 2016, she made it her full-time occupation after retiring from JJ Signs and Designs. Brush and Cork did offer private parties in the studio and are doing the same thing in the virtual format. Grossman said it’s a great way to celebrate some of the milestones that cannot be celebrated in person. While the online parties have helped keep her business operating and her community of painter

connected, Grossman will happily greet the day when people can return to party in her studio. “It will be great to see everyone’s faces in person,” Grossman said. For more information about Brush and Cork and to see upcoming classes, visit www.brushandcork. com, call (209) 533-4542 or follow them at facebook. com/brushandcork.

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209 BUSINESS JOURNAL

IN PROFILE

New Oakdale sandwich shop invites customers to a challenge BY AUTUMN NEAL 209 Business Journal

PHOTO CONTRIBUTD

JC Auto seeks to help their customers by coming directly to them.

JC Auto Glass brings windshield repair to the home BY FRANKIE TOVAR 209 Business Journal

As businesses begin to reopen across the country in the midst of the coronavirus pandemic, there are still those who are weary of reentering the public sphere. Circumstances can sometimes make that an inevitable decision, however, as things like vehicle maintenance and repair take a high priority for individuals who are not mechanically inclined or have the resources to roll their sleeves up and fix issues on their own. But what happens when and issue springs up that can’t be done in a DIY fashion, like a cracked

windshield? Que JC Auto Glass, a fully mobile automotive glass service that has been serving the Valley since 2012 but was seemingly made for this specific period in time. “People don’t have to take time off from work. Plus, with what’s going on with the coronavirus they feel safer staying home,” owner Juan Lopez said of his business’ appeal. Based in Delhi, Lopez along with his brotherin-law, have the ability to repair auto glass from Merced to Ripon and everywhere in between. With SEE GLASS, PAGE 5

Vicky and Daniel Rosaia have lived in Oakdale for about two years and their newest business – The Corral Sandwich Shop – captures the city’s essence perfectly. With cowboy accessories hanging from the walls, tables set up on barrels, a charming brick and wood interior, and country music playing from its speakers, the shop figures to be a great addition to Oakdale’s slew of eateries. The Corral Sandwich Shop has officially been opened amidst the pandemic and the owners are excited about the new orders that restaurants in Stanislaus County are now allowed to welcome dinein customers, albeit with several social distancing protocols to enforce. With restrictions loosening, the sandwich shop was able to host its first “Clydesdale Challenge” in May. Its first contenders were Dalton Vargas and TJ Grubb; the pair

heard about the challenge through Dalton’s sister Kyndall, one of the Corral’s employees. Vargas and Grubb are both football players at Oakdale High School and between the two of them also play baseball and basketball. “It’ll probably take 15 to 20 minutes,” Grubb estimated for eating the sandwich, “maybe a little longer.” It’s important to note that Grubb guessed this before he saw the sandwich. The Clydesdale sandwich is about the size of a football, and is packed with turkey, ham, roast beef, salami, bacon, pepper jack, cheddar cheese and has “all the fixings” as AUTUMN NEAL/209 BUSINESS JOURNAL the menu puts it. Owner Owner Vicky Rosaia and store manager Shawnte StorDaniel Rosaia estimated ment proudly display the Clydesdale sandwich which the Clydesdale, which weighed in at about three-and-a-half pounds. ended up weighing in at is relatively simple: the get their picture on the just under 3.5 pounds, person needs to finish the Wall of Fame. could feed a family of four. It’s fitting that two local “We wanted to do some- challenge by eating the football players were the thing fun, we thought entire sandwich in one ones to first take on the the high school students sitting (with no expressed challenge, as the sandwould get a kick out of it,” time limit). If they do so, wich shop is themed with they win a free T-shirt Vicky shared. The challenge in itself from the restaurant and SEE CORRAL, PAGE 5

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209 BUSINESS JOURNAL

JUNE 2020

IN PROFILE

PHOTO CONTRIBUTED

Frank Teixeira of Fagundes Meats & Catering in Manteca displays the barbecue tri-tip beef offered each Friday.

Fagundes Meats & Catering has been keeping customers happy BY VINCE REMBULAT 209 Business Journal

What’s the secret of success for Fagundes Meats & Catering Inc.? Is it the quality meats at fair prices? How about the friendly and knowledgeable customer service? Or the tasty barbecue tritip beef sandwiches served up each Friday? “You just answered your own question,” said owner Frank Teixeira. Fagundes Meats & Catering is an old fashion butcher shop located at 142 Jason St. in Manteca, serving much of Northern California for well over 40 years. According to Teixeira, his stepfather and other relatives opened the business on May 1, 1976. Among the services of-

fered are: Custom cuts and fresh daily products; Fagundes’ very own barbecue sauce and seasonings; deli sandwiches made to order; and meat packages starting off at 20 pounds on up. As for the latter, the business has thrived under the current threat of grocery stores low on basic food necessities – try milk, eggs, bread, and some meat products. Teixeira took note of the number of customers coming in and ordering large bulk meat packs as well as having available meats for those striking out on such products at their local supermarket. For that, he’s thankful for his suppliers for their timely delivery of products to satisfy customers. “Our meat counter is full

right now,” Teixeira said. Fagundes Meats & Catering is doing that and much more amid the stayat-home orders during the COVID-19 pandemic. “We’re having to do things a little different,” he said. “We’re limiting the number of people that can come into the store. When we reach that limit, we’ll have the other people wait outside.” Through it all, Fagundes Meats & Catering is here and open for business. “We plan on staying open,” Teixeira said. Hours of operation are from 8 a.m. to 5:30 p.m. Tuesdays through Thursdays. For more information, call (209) 239-4184 or log on to www.fagundesmeats. com / www.fagundescatering.com.

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209 BUSINESS JOURNAL

NEWS

Smart & Final Extra! to open at month’s end Grocery returns to Turlock Town Center BY ANGELINA MARTIN 209 Business Journal

The revitalization of the Turlock Town Center is nearly complete as the community eagerly awaits the grand opening of its newest tenant, Smart & Final Extra!, by the end of June. Things began to move and shake in the Golden State Boulevard shopping center two years ago, when owner Gary Pinkston of Meridian Pacific purchased both Rite Aid as well as the rest of TTC. Pinkston specializes in purchasing older shopping centers and sprucing them up with updated exteriors and modern retailers in order to meet the needs of the surrounding community. He’s done just that with TTC, shifting things around to build a brandnew Rite Aid and open a much-needed grocery store in the area. “When Turlock Town Center was in its inception 25 or 30 years ago, it was a

very vibrant shopping center with Albertsons and Rite Aid as the anchor tenants. Then, as often happens, there was a move out of the anchor tenant Albertsons,” Pinkston said. “So, the shopping center has probably run at about 50 percent of its capacity in sales for the past 15 years.” In order to increase TTC’s value, Pinktson spent tens of thousands of dollars on improvements to the center’s landscaping and other aesthetics before enticing Smart & Final Extra! to move in. The store combines the high-quality, fresh produce of a farmer’s market, the low prices of a discount grocer and the large club size products of the company’s traditional stores and is moving into Rite Aid’s former space. Rite Aid has downsized into a smaller, but newer location where Goodwill, Klassy Kuts and Rainbow Fabrics used to be. The three businesses in turn moved to the north end of the center by Jura’s Pizza

Parlor and where Popeye’s Louisiana Chicken will soon open. Pinkston could not confirm the additional fast food restaurant for the space, but plans on the City of Turlock’s website show that McDonald’s is planning to open another location in the TTC. Pinkston believes the new anchor and exterior improvements, in addition to the other number of small businesses the center has attracted over the last two years, will double retail sales activity in the shopping center. Now, residents on the same side of town as the TTC won’t have to drive to other shopping centers that are further away from their home in order to get the essentials. “What we find particularly in Central California is that there are residential areas which were initially well-served with modern retail, then more growth happens...everyone wants to dance with the new girl at the party,” Pinkston said, referring to newer shop-

PHOTO CONTRIBUTED

Dalton Vargas poses with his newly won shirt, after an hour and a half of eating. He also made sure to dare some friends to compete in this challenge .

CORRAL

FROM PAGE 3

Oakdale and Oakdale High School spirit. “We’re big fans of the Mustangs and we kind of wanted to take that lead and just go with it,” Vicky said. She and Daniel have two kids of their own who are in local elementary schools and will eventually end up at OHS. The pair shared that they have been thankful for such a

supportive community and great feedback on the sandwich shop. “We discovered Oakdale and fell in love with it,” Vicky said. The family moved from the San Mateo area to Oakdale about two years ago and with their new endeavor are now an active part of the community. “It’s the best place to raise kids. My goodness, the sense of community, and my neighbors ... everyone’s just amazing,”

ANGELINA MARTIN/209 BUSINESS JOURNAL

Smart & Final Extra! will be the Turlock Town Center’s anchor tenant when it opens on June 24.

ping centers on the north side of town. “Now people don’t have to drive as far. We’ve got the services right in the middle of town now.” Smart & Final Extra! is scheduled to open June 24. With the grand “reopening” of the TTC, Pinkston hopes to see the commu-

nity view the center as a vital piece of the community, whether that means hosting an event in the parking lot or utilizing “pick up” spaces during the coronavirus pandemic. “It’s kind of like doing a puzzle and we fit a nice piece in there,” Pinkston

said. “Maryn Pitt from the City helped so much and was instrumental, along with the entire City of Turlock. We couldn’t have done this without their cooperation. That was our first stop and they said, ‘We’d love to work with you.’”

PHOTO CONTRIBUTED

TJ Grubb had a method to his madness – though onlookers encouraged him to eat the meal as a regular sandwich, he tackled it by layers.

she said. While workers at the eatery shared how thankful they are for the community, the boys worked hard to complete the challenge. Eventually, Grubb and Vargas finished their sandwiches after about an hour and a half of eating. “Those poor boys will never eat bread again,” Vicky joked and assured that they will hold another challenge again soon. The pair of boys called out a few of their friends to en-

courage them to try the Clydesdale Challenge as well. Currently, the Corral Sandwich Shop is open from 10:30 a.m. to 5:00 p.m. and has a wide menu available with breakfast items, sandwiches, salads, paninis, and frozen yogurt. It is at 730 W. F St., Oakdale and now customers are able to dine-in. Access the online menu at http://thecorralsandwichshop.com/ or call (209) 322-3512.

PHOTO CONTRIBUTED

JC Auto does work on classic cars as well.

GLASS

FROM PAGE 3 knowledge learned as a worker for Don’s Mobile Glass, Lopez specializes in all things auto glass, including side mirrors, mechanical regulators and even headlight restoration. “I worked at Don’s Mobile Glass and when the economy dropped, they let me go in 2006,” Lopez said. “I like to work on cars, and it’s something I wanted to do for a long time, and it worked out.”

All repairs are scheduled via appointment with working hours set at 8 a.m. to 6 p.m. Monday through Friday. All major insurance is accepted and, according to Lopez, his prices best his brick-and-mortar competitors. “All we need is the year, make and model and I can get any quote,” Lopez said. “I try to keep my prices reasonable so I’m not breaking somebody to fix their windshield.” For more information contact JC Auto Glass at (209) 809-5557.

209 BUSINESS JOURNAL

JUNE 2020

NEWS

Mountain House could become 8th city in SJ County BY DENNIS WYATT 209 Business Journal

Mountain House is making a push to become San Joaquin County’s eighth incorporated city. A study commissioned by the Mountain House Community Services District is expected to be completed later this year to determine the feasibility of becoming California’s 483rd incorporated city. If that happens, it will replace Ripon as the sixth largest city in the county. Ripon has a population of around 16,000 while Mountain House has surpassed 20,000. The five largest cities in San Joaquin County in descending order of population are Stockton, Tracy, Manteca, Lodi, and Lathrop. The other city is Escalon. Steve Pinkerton, who as city manager guided Manteca through the Great Recession and got the ball rolling to ultimately land the Great Wolf Indoor Water Park resort opening this summer, is the general manager of the Mountain

House Community Services District. Pinkerton resigned from his Manteca post to take a similar job as Davis city manager to be closer to his wife’s job. After Davis he was hired in 2013 to oversee the Incline Village community services district. Pinkerton took the Mountain House post in June of 2019. Mountain House — located 20 miles northwest of Manteca — would be the western most city in San Joaquin County if it is incorporated. Mountain House has just completed a $31 million town hall and library. The two facilities were scheduled to open to the public in mid-March but then the COVID-19 pandemic hit. The library is the third largest in the county behind downtown Stockton and Lodi. Next on the community amenities list is a 2,500seat outdoor amphitheater adjacent to the library and then a $35 million expansion of the community’s Central Park. That will fea-

ture a recreation center with a lap pool and play pool. If building occurs at the pace that has been happening during the past year developers anticipate the park expansion to start in 12 to 18 months. Safeway plans to break ground in the near future as the anchor project for an 83,000-aquare-foot commercial area near the town center. A 500,000-suarefoot business park was recently completed The median household income for Mountain House is $106,109. Manteca’s median income is $68,019, Tracy’s is $74,748, Lathrop’s is $63,087, Ripon’s is $75,420, Lodi’s is $52,244, Stockton’s is $70,745, and Escalon’s is $57,971. Most of the homes now being built in Mountain House are on smaller lots and sell for less than $600,000. In the early 1990s, the San Joaquin County Board of Supervisors entertained proposals for development of a new community to

PHOTO CONTRIBUTED

The new Mountain House town hall and library.

help serve growth generated by an influx of Bay Area workers. There were initially three areas in the running. An area along the Stanislaus River southeast of Escalon was rejected as being too problematic and would have created stress on established cities due to commute issues. That left New Jerusalem and Mountain House in the running. New Jerusalem is southeast of Tracy along Highway 33. It can be accessed

from Manteca by taking Airport Way south which turns into Durham Ferry Road once it crosses the San Joaquin River and then heads to New Jerusalem. The biggest drawback was what was viewed as a disruption to agriculture. Mountain Hose is located near the foothills of the Diablo Range of the Coastal Mountain. The community borrowed its name from the historic Mountain House two miles to the northeast in Alameda County that was es-

tablished at a waystation for miners heading from San Francisco to the Gold Country. County supervisors gave Mountain House the green light in 1994, approved the community master plan in 1996, and approved most of the governing documents in 2000. Construction started in 2001. It is expect to have roughly 15,000 households when completed to house a population of 44,000.

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JC Penney will keep Manteca location open BY DENNIS WYATT 209 Business Journal

Tracy and Turlock are losing their JC Penney stores but not Manteca. JC Penney said it would start closing 154 stores as it starts shrinking its footprint to become more viable as it comes up with a plan to emerge from bankruptcy. The closure of JC Penney will leave West Valley Mall in Tracy with Sears and Target stores as its biggest anchors. The Turlock store is located at Countryside Plaza. There are two of sev-

en JC Penney stores closing in California. Both stores have a smaller footprint than the Manteca location at The Promenade Shops at Orchard Valley. The 118-year-old retailer indicated it will take between 10 to 16 weeks to close the 154 stores. JC Penney in its bankruptcy reorganization indicated they plan to close a third of their 864 stores in the next two years. That would leave just over 600 locations. Other JC Penney stores in the 209 are in Merced,

Modesto, Stockton and Lodi. JC Penney filed for bankruptcy protection in May, making it the biggest retailer to do since the coronavirus pandemic forced non-essential stores to be shut down temporarily. J.Crew and Neiman Marcus sought bankruptcy protection days before JC. Penney. All three were laden with debt and had trouble connecting with shoppers, who are increasingly skipping the mall and shopping online.

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JUNE 2020

OPINION

The greatest explorer on this earth never takes voyages as long as those of the man who descends to the depth of his heart.

Vol. 5 No. 6 ■ June 2020

PUBLISHER Hank Vander Veen

MANAGING EDITOR Sabra Stafford

NEWSROOM Dennis D. Cruz Kristina Hacker Teresa Hammond Angelina Martin Autumn Neal Vince Rembulat Virginia Still Dennis Wyatt

—Julien Green

CREATIVE DIRECTOR

Love (for my small business) in the time of COVID-19 Just like any epic love story, the love for my small business is real, even during this crushing time of COVID-19. How my business recovers and moves forward will be the biggest challenge of our professional relationship and we were only in our honeymoon stage. I own a fine women’s clothing boutique with a fashion concierge service. We opened in December of 2019 nestled in the resurgent downtown Modesto area and closed on March 14, as part of the statewide stay-athome order. Now, as we begin to climb out of our cocoon to reopen we must assess if our love is meant to last. Many may argue that retail was in trouble long before the coronavirus stopped the world in its tracks and that opening a boutique was small business suicide. Like many entrepreneurs, I weighed my pros and cons and asked many questions. In my three decades working in the industry as a fashion show stylist, personal shopper, as well as a department store executive, I heard the complaints of my customers who missed expert advise that the internet and conglomerates did not offer. Many wanted a dress they felt beautiful in without the risk of two other ladies showing up in the same thing. When shopping for my clients in the Bay Area it was common to run into someone from the Central Valley looking for something special so far from home. So, with my experience, leadership qualities, love for my craft, tenacity and a business plan I followed my dream to give this area quality women’s clothing without having to drive two hours. Fast forward a few short months and my dream may be over before it had a chance. But wait! Life as we knew it may be different but, we are still us. Lounging around in my comfy

LILIANA SOUSADOWNS CREATORS SYNDICATE

clothes the last few months felt right but I fully intend to regain my stylish groove. I look forward to giggly girl’s days. I still want to dress up for dinner out with my husband and I want to wear a pretty dress to my niece’s wedding. I am still me. And as much as my sweatpants and I have become BFFs I refuse to wear them to a wedding. My heart goes out to stores like Neiman Marcus, Nordstrom and Bloomingdale’s. I will miss them, however, I’m proud to carry some of their noted brands like, Halston, Black Halo and Alo. If you are like me you want to touch the fabric, see the cut on your body shape and get honest advice. I too get excited when boxes show up at my doorstep, but it can be a daunting experience when you’re not confident with fashion. What will style even look like after the coronavirus aftermath? After all, people lost loved ones, their jobs, their everyday lives. Previous world crises brought on many other fashion metamorphoses. In the twenties postwar era women embraced short and loose dresses that differed from their once constricting corsets and floor dusting skirts. After World War II women embraced a more feminine exaggerated silhouette (like the Christian Dior New Look) after wearing utilitarian clothes while working at home for the men who were serving their country. Women’s Wear Daily trend forecasters feel fashion will embrace an “emotional maximalism.” It will focus on fabrics that feel good on the skin, colors that evoke happiness and silhouettes and exag-

gerated details that allow us to escape from reality. So, how do I keep the love alive for my small business during all this change? First, I partnered with Sierra Valley Small Business Development Center and leaned into any advice I could. Zoom meetings in my P.J. bottoms were the norm. During our shelter-in-place I committed to expanding my client base through social media. I basically channeled my inner teenager by focusing on my screens morning to night. I scrolled, downloaded, deleted apps, analyzed my audience, edited, posted, researched and compared similar brands. I basically tried to figure out what my brand is, how to portray it and get my customers to trust me. It is exhausting and time consuming. The small accomplishments are exhilarating, until your teenager points something out in 30 seconds (with an accompanying eye roll) that took me a week to digest. I thought we had been ahead of the crowd by getting our store online early. Our business plan had always included e-commerce as a focus. Unfortunately for me, when businesses closed it gave other boutiques the time to also get online, now giving me twice as much competition than previously anticipated. This makes understanding shopping and marketing via social media imperative. I see a push in supporting local and small business but they have to know you exist. How do we show love for our customers and employees? Having an at risk mother, staying home was the right thing to do personally for my family. The health and safety of our community has always been a priority and we are working hard to resume our personalized service. We have implemented safety measures during this pandemic to allow for a stress-

free shopping experience. Staff will conduct wellness checks and wear face coverings daily. Disposable masks will be available as well as designer masks for sale. Social distancing will be encouraged. Sanitizing stations will be available near all entrances as well as frequent and enhanced cleaning of surfaces. Returns will be re-steamed and quarantined for one day before returning to the sales floor. If there are too many people in the boutique at one time we will lock the door and buzz customers in. If you still feel at risk we offer private shopping appointments, online shopping at www. lilianadowntown.com, curbside pickup and virtual fashion concierge services. Lastly, I love what I do but compensation pays the electricity. The paradox is, I believe in my myself however, if I’m a sinking ship I cannot drown everything else along with me. We are a business that as of yet, falls through the cracks of financial relief. No funding has been bestowed our way. Luckily, support from family and friends for this dream has brought me to my humbled knees and I refuse to give up. We are so grateful for the support of our local community and new online customers. Step by step I am optimistic we will endure. The road ahead is still hard whether you are a new small business or an established one. Eventually, there will be someplace to go, something to celebrate and you will be you again soon enough. I want you to feel the exuberance of expressing yourself either in sweatpants or a nice dress. Liliana Downtown will be here to give you an unparalleled luxury shopping experience and our epic love story can last the test of time.

Harold L. George

GRAPHIC DESIGNER Sharon Hoffman

SALES & MARKETING Chris Castro Beth Flanagan Karen Olsen Corey Rogers Melody Wann Charles Webber

DIGITAL Frankie Tovar Rich Matheson

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209MAG A Z I N E.CO M

innovative…

209 BUSINESS JOURNAL

JUNE 2020

% of revenue from innovation

BUILDING YOUR BUSINESS 50%

Diverse teams make better and faster decisions 45%

40% 35%

30%

Companies that have more diverse management teams have 19% higher revenue due to innovation.

25%

20% 15%

10% 5%

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AT WORK

with ½ the number How Diversity Drives of meetings.

The new small business bankruptcy law It should come as no surprise that many small businesses will be going under as a result of the coronavirus pandemic and the government restrictions that have virtually shut down the U.S. economy. Many of those small businesses will be thinking about bankruptcy and might not be aware that the government has — believe it or not — come to their rescue. This story has been buried these past few months, but there’s a new bankruptcy law that offers real relief to small businesses that have been impacted by virus-related shutdowns. It’s called the Small Business Reorganization Act. It was passed by Congress in August 2019 and became effective this past February. To understand the new law, and whether it’s right for your business, you need to know some basics. There are two ways a company can go bankrupt under U.S. law. The company can either go out of business and liquidate its assets under Chapter 7 of the federal Bankruptcy Code, or it can stay in business and “reorganize” its debts under Chapter 11 of the Code. In a Chapter 11 proceeding, the debtor (that’s you) files a petition with the nearest federal Bankruptcy Court (to find it, go to https://www.uscourts. gov/federal-court-finder/ search). Once you file the petition, your creditors can no longer enforce their legal rights against you (any lawsuits or foreclosures come to a screeching halt), and you are given the opportunity to prepare a “plan of reorganization” showing your creditors what you can pay, to whom and when. Your creditors will appoint a committee to review and negotiate the plan. Once the plan is approved by the crediFEBRUA

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CLIFF ENNICO CREATORS SYNDICATE

tors’ committee, it is then confirmed by the court and any creditors who voted against the plan are “crammed down” (forced to accept the plan’s terms). The process often takes months and can be extremely expensive — legal and accounting fees alone can be $10,000 to $20,000. The new law (called Subchapter V) creates a streamlined set of rules for small business debtors that make Chapter 11 reorganizations much easier, faster and, fingers crossed, cheaper. A small business debtor, as defined in the law, is one with total debts of $7.5 million or less. One exception: a business engaged “primarily in real estate ownership” cannot take advantage of the new law (sorry, Mr. President). If you have both business and personal debts, you can file to reorganize both if the personal debts are less than 50% of the total. So, for example, if you have $100,000 in business debts (including a mortgage on your house if it was used as collateral for an SBA or other business loan) and $80,000 in personal credit card debt, you can include them all in the Subchapter V bankruptcy filing and not have to file separately for personal bankruptcy. When you file under Subchapter V, you must include a list of your creditors (with contact info) and how much they are owed, along with your business’ most recent balance sheet, income statement, cash flow statement and federal and state income tax returns for the past three years. Once you file, you have 90 days to prepare and submit to the court a plan

per year

of reorganization showing how you plan to pay off your debts. After the plan is filed, you will be required to appear at a meeting of your creditors to discuss the plan and any changes they may ask for. But there is no creditors’ committee as there would be in a regular Chapter 11 proceeding, and the creditors don’t have much to say. If the judge believes the plan is fair and equitable and doesn’t discriminate unfairly against any particular debtor, he or she must approve the plan — even if creditors object. A plan is fair and equitable if it provides that all of your disposable business income (free cash flow) will be applied to pay creditors over a period of three to five years. You will be allowed a small salary to cover your basic business and living expenses, but that’s about it. Everything else goes to the creditors. For help in preparing the plan of reorganization, contact your local SCORE office. Their counselors are experienced in preparing business plans of all types and will provide assistance free of charge. You will need a lawyer to file a Subchapter V bankruptcy. In a regular Chapter 11 proceeding, your bankruptcy lawyer’s fees must be paid before the petition is filed, which is why bankruptcy attorneys historically ask for a large upfront payment (a retainer). If an attorney helps you with a Subchapter V reorganization, his or her fees are treated as a priority claim in the proceeding, meaning his or her fees can be paid out over time as part of the plan. For more information about the new law, see my one-hour YouTube video on “Bankruptcy Basics” (search for “Cliff Ennico bankruptcy” on YouTube).

Business Success

Companies with above-average diversity

below-average diversity

better results.

…and perform better ﬁnancially.

Why? They focus more on facts.

Gender-diverse companies are 21% more likely to outperform.

Ethnically-diverse companies are 33% more likely to outperform.

Non-diverse companies are 29% more likely to underperform.

Employees want more diversity and inclusion at work. Diverse teams are more innovative…

Diverse teams make better and faster decisions

% of revenue from innovation 50%

They make decisions

67%

35%

with ½ the number of meetings.

30%

Companies that have more diverse management teams have 19% higher revenue due to innovation.

And their decisions deliver

2X faster 60%

45% 40%

25% 20%

better results.

of jobWhy? seekers said They focus moreaon diverse facts. workforce is an important factor when evaluating job oﬀers.

15% 10% 5% 0%

Companies with below-average diversity

Companies with above-average diversity

Employees want more diversity and inclusion at work.

…and perform better ﬁnancially.

67%

of job seekers said a diverse workforce is an important factor when evaluating job oﬀers.

Gender-diverse companies are 21% more likely to outperform.

57%

Ethnically-diverse companies are

33% more likely to outperform. think their company should be doing more to increase diversity among its workforce.

Non-diverse companies are 29% more likely to underperform.

57%

think their company should be doing more to increase diversity among its workforce.

Diverse teams make better and faster decisions They make decisions

72%

And their decisions deliver

2X faster 60% with ½ the number of meetings.

better results.

72%

would consider leaving an organization for one they think is more inclusive.

would consider leaving an organization for one they Workthink with aisSCORE mentor to develop a diversity more inclusive.

Why? They focus more on facts.

and inclusion plan for your small business.

Employees want more diversity and inclusion at work. www.score.org Sources: https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx https://www.forbes.com/sites/annapowers/2018/06/27/a-study-ﬁnds-that-diverse-companies-produce-19-more-revenue/#33844406506f

Work with a 67% SCORE mentor to develop a diversity and inclusion plan for your small business. https://sloanreview.mit.edu/article/are-innovative-companies-more-proﬁtable/

https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx

of job seekers said a diverse workforce is an important factor when evaluating job oﬀers.

https://www.forbes.com/sites/eriklarson/2017/09/21/new-research-diversity-inclusion-better-decision-making-at-work/#fdacbeb4cbfa https://www.cloverpop.com/hubfs/Whitepapers/Cloverpop_Hacking_Diversity_Inclusive_Decision_Making_White_Paper.pdf https://hbr.org/2016/11/why-diverse-teams-are-smarter https://www.glassdoor.com/employers/blog/diversity/

https://www.glassdoor.com/employers/blog/increase-candidate-awareness/ https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/inclusion-survey.html https://springerplus.springeropen.com/articles/10.1186/s40064-016-2499-4

57%

think their company should be doing more to increase diversity among its workforce.

www.score.org Sources: https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx

72%

https://www.forbes.com/sites/annapowers/2018/06/27/a-study-ﬁnds-that-diverse-companies-produce-19-more-revenue/#33844406506f https://sloanreview.mit.edu/article/are-innovative-companies-more-proﬁtable/ would consider leaving an organization for one they

think is more inclusive. https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx

Work with a SCORE mentor to develop a diversity https://www.glassdoor.com/employers/blog/diversity/ and inclusion plan for your small business. https://www.glassdoor.com/employers/blog/increase-candidate-awareness/ https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/inclusion-survey.html https://springerplus.springeropen.com/articles/10.1186/s40064-016-2499-4

www.score.org

209 BUSINESS JOURNAL

Why online reviews are essential for every local business BY BETH DEVINE

Think about it . . . when was the last time you purchased a new product or service without an actual recommendation? If you’re like most people, it’s probably been a while. Research shows that 97% of customers read online reviews before making a purchase. More importantly, more than half of these people trust businesses with a 4-star rating or better. All of this leads us to a common fact . . . Your website is no longer your first impression in 2020. Your reviews are. Welcome to the review culture and a new digital doorway.

Introducing You to

(GMB)

If you are familiar with Google My Business (GMB), you probably know that it is one of the best ways to gain local traffic (customers). And if you still haven’t set up your GMB profile, you’re missing out on a lot of advantages. Basically, GMB is a platform that not only positions your local business closer to nearby and local traffic — it also displays all of your core functions of your company. You can literally publish photos of your products/services, post offers and discounts, schedule appointments, and let potential customers see your reviews and why they should hire you. GMB is really a micro website. If you don’t have any online reviews, it’s time to get started. There are three main reasons why Google My Business is vital to your business, including these facts: 46% of all Google searches are for local offers 93% of all local searches feature GMB listings 68% of all consumers contact a business directly from the search results However, in order to make your business visible and approachable by the online audience, you must acquire reviews and assure everyone that your products or services are worth it. Speaking of which, let’s talk more about reviews and the important influence factors behind them.

• • •

Key Review Factors That Influence Buying Decisions It’s absolutely true that reviews affect search engine rankings. According to research, businesses with more reviews are two times more likely to rank in the top three results. This is important because when users search with “near me” or “nearby” phrases, Google displays the top three local listings and their reviews as a priority. So, in times when 90% of consumers used the Internet to find a local business in the last year and more than 82% of them read reviews for local businesses, it’s time to think about reinventing your marketing strategy and giving reviews a broader focus. And the best part? The quality and quantity of your reviews on Google does affect your rankings. In fact, this is one of the most important ranking factors for your SEO (search engine optimization) strategy. In other words, the more (and better) reviews you have, the more your business will rank high whenever related keywords are searched in your local area.

Start Getting More Online Reviews If you are wondering how to do this entire review thing, there are two options: you start figuring things out or leave it up to the professionals. The first option includes plenty of research, skill acquisition and consistency. In a nutshell, you need to set up a GMB listing (if you don’t have one), make leaving reviews easy, optimize your GMB profile and start focusing on increasing your reviews. The second option, is to engage the services of a top-tier digital marketing agency to assist you with leveling up your online reputation and your brand. — Beth Devine is one of the most sought-after marketing experts in the Central Valley. She is the founder and principal of Devine Solutions Group, an award-winning digital marketing and business development agency headquartered in Tracy. Connect with Beth by either calling 833-933-8463 or email her at beth@devinesolutionsgroup.com.

209 BUSINESS JOURNAL

JUNE 2020

NEWS

Central Valley residents overcome barriers to build new tech careers

Local company jumpstarts tech economy with free software training program As record-breaking layoffs force many Central Valley residents to seek new job skills, a local tech company is now offering its seven-month computer programming class for free. Founded by IBM and E&J Gallo veteran Phillip Lan, Bay Valley Tech’s code academy is helping students from Modesto, Stockton, Turlock, Tracy, and even some Bay Area communities prepare for higher paying jobs that often offer remote options or flexible hours. The code academy is a highly effective, collaborative program that leverages self-paced online courses as well as mentorship by professionals and advanced students and also provides many opportunities to interact with local employers. Ryan Dziadosz, CEO of Takapa Media and president-elect of Modesto Downtown Rotary, provides scholarships for Bay Valley Tech students and is

a strong advocate of the innovative school. “Takapa Media is proud to join the Stanislaus County Office of Education and other organizations in supporting Bay Valley Tech. This unique program is lowering barriers, offering hope and changing lives. Expanding our county’s tech talent pool will benefit Central Valley employers and attract more tech companies into the region,” Dziadosz stated. Bay Valley Tech is experiencing phenomenal growth, aiming to produce 1,000 new software developers in the Central Valley and East Bay. Let’s get to know a few students and alumni who are building a brighter future for their families while expanding our local tech economy.

Siegfried Guentensperger As a young boy, Siegfried Guentensperger was curious about how things

worked and often took them apart. Unfortunately, he couldn’t always put them back together again. But his curiosity eventually helped him learn enough coding skills to program

Siegfried Guentensperger

gadgets through a simple $30 Raspberry Pi computer. A few years ago, Guentensperger discovered that Bay Valley Tech was sponsoring a local hackathon and entered the programming contest hoping to connect with talented “hackers” who shared his interest in SEE VALLEY, PAGE 11

BLUE

FROM PAGE 1 The second expansion in Salida is the new Bulk 8 Warehouse at the Salida facility that originally opened as an almond receiving station in 1969. It increases Blue Diamond’s receiving capacity by 25 percent and adds 20 percent more bulk storage of almonds that come from over 3,000 growers in California. According to a 2015 report from the Almond Board of California, that’s nearly half of all the almond farms in the state. “The cool thing about this warehouse is, once again, we’ve replicated the unique design that allows us to take our most premium, finest almonds and store them and process them in the most gentle way possible, and that allows us to have the best quality almonds in the world,” Jansen said at the project’s groundbreaking last year. Today the 675,000 square foot facility sits on 44 acres and includes a retail nut and gift shop. The new 58,000 square foot bulk storage facility will provide an additional 50 million pounds of inhouse bulk almond storage capacity in time to receive the 2020 almond

harvest. The 65-foot-tall building includes advanced design with an automated gravity fed spiral conveyance system that improves grower delivery efficiency and reduces damage to the almonds. “It is particularly meaningful for Blue Diamond to be able to commemorate our Founders Day today by not only recognizing our humble beginnings 110 years ago, but also celebrating two key growth milestones that help secure our future,” Jansen said. “I couldn’t be more proud that, despite the unprecedented challenges businesses around the world have faced over the past two months, our incredible team has been able to sustain operations as an essential food supplier, while completing these critical expansion projects ahead of schedule to meet customer needs.” To celebrate the expansions and give back during the coronavirus pandemic, Blue Diamond, along with partners Union Pacific and Sun-Maid Growers of California, committed to a donation match of $50,000 to help support three food banks in northern and central California that are struggling to meet significant demand from

local families in need. Blue Diamond Growers was founded by a handful of California almond growers on May 6, 1910. Originally known as the California Almond Growers Exchange, the grower-owned cooperative quickly grew into the world leader in growing, processing and marketing almonds and almond ingredients. In 1914, the Exchange opened a new receiving and packaging plant in Sacramento, California, that eventually became the largest almond processing plant in the world. Today, the Sacramento plant sits on 90 acres, covering 33 city blocks and serves at the cooperative’s headquarters. In 1915, the co-op adopted the symbol of a blue diamond – the finest grade of diamond in the world – to signify its commitment to quality and in 1980, the cooperative’s name was officially changed to Blue Diamond Growers. California produces 80 percent of the world’s almond supply and almonds are the state’s largest food export item. Blue Diamond Growers’ 3,000 members account for roughly half of the state’s almond producers.

209 BUSINESS JOURNAL

ACCOLADES

PROMOTIONS, APPOINTMENTS, HONORS, ETC. Stockton’s KTJ Design Co. named Retail Star for 2020 by Home Accents Today

Home furnishings and design source KTJ Design Co., in Stockton, has been named one of Home Accents Today’s Retail Stars for 2020 by editors of the premier trade magazine for the home accents industry. KTJ Design Co., is owned by Stocktonian Kathleen Jennison. The showroom is located in a newly designed industrial space at 404 N. Harrison Street in Stockton. Now in its 16th year, The Retail Stars list, sponsored by AmericasMart Atlanta and Las Vegas Market, recognizes independent brick-and-mortar retailers of home accents — including furniture stores, home acKathleen Jennison cessories boutique stores and interior design showrooms — that merchandise creatively, have a positive presence in their local communities and stand out from the competition. “In our first full year in our new location, we could not be more thrilled to receive this recognition. We work hard to meet the individual needs of each of our customers and strive to be educated on the latest trends in the industry,” Jennison said. KTJ Designs is one of only five California design centers being recognized. This year’s class comes from 32 states. Four are based in Illinois and three each are from Texas and Florida. Missouri, Utah, New York, Pennsylvania, Georgia, Indiana and Washington lay claim to two Stars’ hometowns. “Home Accents Today’s 2020 Retail Stars list showcases some of the best independent home décor and home furnishings retailers in the country,” said Thomas Lester of Home Accents Today. “While retail faces severe challenges due to the coronavirus crisis, we believe these stores are among those that will step up and up with safe and creative ways to revitalize their business as shutdown restrictions gradually lift. This honor recognizes their skills,

VALLEY

FROM PAGE 10 technology. Modesto’s supportive tech community helped Guentensperger’s confidence and competence in programming grow. Last summer, he joined a Bay Valley Tech cohort quickly learning the modern software technologies and frameworks that employers utilize to build crucial applications. Bay Valley Tech’s strong emphasis on networking and collaboration with local tech professionals and employers also helped equip Guentensperger for his job search later in the year. Today, Guentensperger is a business analyst and software developer in E&J Gallo’s marketing organi-

hard work and dedication, and should serve as a reminder to us all to support local businesses.” Jennison is affiliated with the American Society of Interior Designers. As an allied member of this organization, she is qualified by education and experience and pledge to adhere to a strict code of ethics and professional conduct. ASID members are required to take continuing education courses to receive the most current information on developments in design, and new information on materials, technology, building codes, government regulations, flammability standards, sustainable and green design, product performance, design psychology, occupant populations, and more. She is past president and current member of the ASID Central California/Nevada Chapter. Additionally, she is a member of the National Kitchen and Bath Association Sacramento chapter.

Oak Valley Community Bank director retires

Oak Valley announced the retirement of Michael Q. Jones from the Bank and Company’s Boards of Directors, effective May 31, 2020. Mike Jones Jones has served as director of the Bank since 2004 and the Bancorp since its formation in 2008. He has been involved in land development and commercial real estate for over 40 years. Jones is a retired Chairman of California Gold Development Corporation and Prudential California Realty in Sonora. Prior to joining the board, Jones played an instrumental role in helping the bank establish a foothold in the Sonora region. Throughout his directorship, he provided substantial insight regarding land development and commercial real estate growth opportunities in Tuolumne County as well as other parts of the bank’s footprint. “We are happy for Mike in his retirement.

zation. “The technical skills I learned at Bay Valley Tech and the relationships I built there were key in preparing me for my current role. I highly recommend the program,” Guentensperger said, who continues to be a key contributor in the local tech community. Gallo managers also seem to like the program as well, having recently hired several of Siegfried’s fellow Bay Valley Tech alumni.

Alejandro Alcazar

Alejandro Alcazar, is currently zipping through his software coding assignments. After some difficulty finding business-related jobs locally, Alcazar decided to explore opportunities in computer programming. He heard about Modesto’s tech scene and after attending a few “Code Night”

meetups hosted by Bay Valley Tech, Alcazar soon realized that he wasn’t on his own. He could learn these new skills with the help of the code academy’s supportive instructors, mentors and fellow students. He joined Bay Valley Tech’s program at the beginning of the year and has already impressed his instructors and fellow students. “At the code academy, it’s all about becoming a better software developer and learning best practices in preparation for the workplace,” Alcazar commented. “Software development takes a lot of teamwork and creativity. It is both interesting and challenging because although there are often many adequate solutions, your team has to find the truly optimal ones, he added.” Now that he has almost

His governance and support through the years is deeply appreciated and we wish him all the best,” stated President and CEO, Chris Courtney. Oak Valley Bancorp operates Oak Valley Community Bank and its Eastern Sierra Community Bank division, through which it offers a variety of loan and deposit products to individuals and small businesses. They currently operate through 17 branches: Oakdale, Turlock, Stockton, Patterson, Ripon, Escalon, Manteca, Tracy, Sacramento, two branches in Sonora, three branches in Modesto, and three branches in the Eastern Sierra division, which includes Bridgeport, Mammoth Lakes and Bishop. For more information, call 1-866-8447500 or visit www.ovcb.com.

Stan State president named to higher education commision

Stanislaus State President Ellen Junn of Turlock, has been appointed to the Western Interstate Commission for Higher Education by Gov. Gavin Newsom. Junn has been president of California State University, Stanislaus since 2016. She was provost and vice president for academic affairs at California State University, Dominguez Hills from 2014 to 2016. Junn was provost and vice president for academic affairs at San Jose State University from 2012 to 2013. She was associate provost at Fresno State University from 2008 to 2011. Junn is an executive steering member of the Millennium Leadership Initiative — part of the American Association of State Colleges and Universities, a member of the board of directors of California Partnership for the San Joaquin Valley, an executive committee member of the Central Valley Higher Education Consortium, and a member of ITHAKA Higher Ed Insights, American Psychological Association, and Phi Kappa Phi National Honor Society. She earned Doctor of Philosophy and Master of Arts degrees in cognitive and developmental psychology from Princeton University. This position requires Senate confirmation and there is no compensation.

completed his coursework, Alcazar sees the limitless opportunities a software career provides and the potential for tech to improve the Valley’s economic prospects. With a bright future ahead of him, Alcazar is looking forward to making a positive impact on his family and the world through developing innovative software solutions.

Entekra wins 2020 Ivory Prize for housing affordability

Entekra, the California off-site construction startup in Modesto, was named a winner of the 2020 Ivory Prize for Housing Affordability during a livestream presentation today by the award’s sponsor, Ivory Innovations. The Ivory Prize recognizes businesses, foundations, non-profits, community leaders, and others that are working to lower the cost of housing, spotlighting awardees in three categories: construction and design, finance, and public policy and regulatory reform. Entekra was one of three finalists in the Construction and Design category. With its Fully Integrated Off-Site Solution – FIOSS – the company leverages advanced technologies and automation to address construction productivity. Specifically, FIOSS boosts framing productivity for most single-family homes by more than 500 percent in terms of man-days, while typically reducing overall build time by more than 30 days. Even greater productivity gains can be achieved with the construction of multifamily dwellings. “To improve the affordability of housing, home builders have to increase their productivity, which has steadily declined in the United States for more than a quarter century,” said Gerard McCaughey, Entekra’s CEO. “As Entekra was founded to change the way houses are built by improving construction productivity, the entire Entekra team is honored to receive this award.” The three winners of the 2020 Ivory Prize were determined by Ivory Innovations’ Advisory Board, which include some of the country’s top minds in housing and was chaired by Kent Colton, Senior Research Fellow of the Harvard Joint Center for Housing Studies and president of Colton Housing Group. “Entekra was chosen as the winner of the Ivory Prize for Housing Affordability in the area of Construction and Design because of its ability to reduce the time it takes to build housing, and therefore the cost. With its innovative off-site solution, Entekra can improve both quality control and the time and cost to build a home,” notes Colton.

held him back though. He joined Bay Valley Tech after a challenging year-long

Roberto Mejia

Growing up in the Central Valley, Roberto Mejia lacked tech role models. He was an excellent student and developed a strong interest in computers early on. Through his tenacity and excellent instructors at CSU Stanislaus, Mejia acquired some solid programming skills. Lack of experience in modern programming languages, such as JavaScript,

Roberto Mejia

job search. Mejia’s desire to succeed and hard work impressed many in the local tech community, who quickly rallied around him. Despite doubts, Mejia pressed ahead with the help of mentors and friends. Code academy instructors and other professionals also encouraged

Roberto to keep learning and networking, providing support with interview preparation and employer introductions. A few months later, Mejia received two job offers in the same day. He is currently a software developer with Tyler Technologies, yet another tech company expanding their software development team here in the Central Valley. “Roberto is an inspiration to many in our community,” stated Martyn Conkling, Bay Valley Tech’s director of education, adding “He frequently speaks to other code academy students encouraging them to work hard and chase their dreams. He is a great example of someone who shows up to give, and not just to get—someone who will help the Central Valley reach its full potential.”

209 BUSINESS JOURNAL

JUNE 2020