franchise success story born from a passion for cars Also in this issue JD STAIRS • SYBLON REID • HORSEPOWER BRANDS TIMBERLAB Simpson Strong Tie Innovative Mass Timber Solutions Pg. 177 Alpena Area Convention & Visitors Bureau A Fresh Take on Life Lived Well Pg. 211 VOLUME 11, ISSUE 10 | OCT 2024 BUILDING THE FUTURE WITH MASS TIMBER
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
EDITOR’S NOTES I have a particular affection for October. I can never put my finger on why it specifically appeals to me so I have determined that it boils down to several seasonal offerings. The fall leaves are at their peak, the kids are gearing up for Halloween and the cold and crisp nights provide a sense of renewed optimism that fall can bring us. It is not just families that sense that change is in the air, companies across the continent, municipalities, counties, and airports also have shifted priorities to meet the autumn months. At Business View Publications, it is always a pleasure to capture some of the fall momentum in our profile features, bringing up-to-the-minute information to our business readers. As we fully embrace the season in our October issue, the top priorities for municipalities and organizations across North America continue to be the best practices, sound initiatives, and infrastructure upgrades needed to sour through the second half of the fourth fiscal quarter of 2023. Focusing on key policies while adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands take center stage for the municipalities, business organizations, and airports that we covered for this issue. We landed at several leading regional airports and sat down with Airport Directors including Alpena County Regional Airport, Jamestown Regional Airport, and Rick Husband Amarillo International Airport to discuss their airport master plans, meeting continued aviation growth and their economic link to the community and region they serve. In-depth profile features filled our pages with city officials from Bernardsville, New Jersey, Calabasas, California, Conway, South Carolina, Lovejoy, Georgia, Dixon, California, Springdale, Arizona, and Terrell, Texas among other fast-growing municipalities. Each region is embracing the fourth fiscal quarter of 2024 and firmly focusing its civic efforts towards infrastructure projects and business growth as well as providing residents what is on their wish list. Continued commercial and industrial growth coupled with residential growth have propelled these municipalities into representing some of the fastest-growing regions across North America. Companies profiled this month included Augusta Lawn Care Service, AvenueWest, Canadian Energy Protection Corporation, Elettric80, and Stern Laboratories Inc. among other leading businesses and organizations. Looking ahead, all these companies show leadership and produce unparalleled projects to increase their business foothold. All these companies are revving their economic engines towards further growth as we head towards 2025. As we continue to bring you the very best sector and industry-focused features, we hope that you take time for yourself to soak in the early fall air, sit down, and enjoy our sector-focused features. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
CONSTRUCTION 19 JD STAIRS Designing ‘Up’ to Meet Demand 29 LARICY Predicting Future Real Estate Trends CLEAN & GREEN 41 STERN LABORATORIES INC. Spearheading the Future of Nuclear Innovation ENERGY & INDUSTRY 53 MINING ASSOCIATION OF MANITOBA Drilling Growth and Sustainability in Manitoba’s Mining Industry 59 CANADIAN ENERGY PROTECTION Powering Through 69 SASKATCHEWAN POLYTECHNIC Training tomorrow’s provincial workforce 79 SYBLON REID Building the Future of Infrastructure 79 VOLUME 11, ISSUE 10 COVER TIMBERLAB 2 EDITOR’S NOTES 7 OPENING LINES SYBLON REID JD STAIRS 19 3 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
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MANUFACTURING & TECHNOLOGY 163 E80 GROUP An International Leader in Automated Solutions 173 TIMBERLAB Building the Future with Mass Timber REAL ESTATE 185 NATIONAL ASSOCIATION OF RESIDENTIAL PROPERTY MANAGERS Leading the Way in Professionalizing Residential Property Management 195 AVENUEWEST Trailblazers in Property Management FOOD & AGRICULTURE 91 THE NEBRASKA CATTLEMEN ASSOCIATION Advocating for the state’s number one industry 97 LONE CREEK CATTLE Raising healthier and better tasting beef FINANCE 109 CENTRAL1 Banking That is Both Flexible and Inclusive 115 SUDBURY CREDIT UNION Community Banking With A Heart FRANCHISE 127 AUGUSTA LAWN CARE SERVICES Teaching an Old Industry New Tricks 137 HORSEPOWER BRANDS The Growing Brand of Franchises 147 POOLWERX Supporting Pools and People Across the Globe VOLUME 11, ISSUE 10 LONE CREEK CATTLE AUGUSTA LAWN CARE SERVICES 97 127 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
207 ALPENA COUNTY REGIONAL AIRPORT Flying High 217 JAMESTOWN REGIONAL AIRPORT A Vital Hub Adapting to Change 227 RICK HUSBAND AMARILLO INTERNATIONAL AIRPORT Expanding Texas’ Travel Horizons. BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. AVIATION VIEW View these features in our newest magazine CITY VIEW MAINE DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT INDIANA HOUSING AND COMMUNITY DEVELOPMENT AUTHORITY BERNARDSVILLE, NJ DUNELLEN, NJ THE VALLEY ECONOMIC ALLIANCE CALABASAS, CA DIXON, CA COLLINSVILLE, OK MCALESTER, OK COLUMBIA HEIGHTS, MN COLUMBUS, WI MAUSTON, WI SPARTA, WI CONWAY, SC ELIZABETH CITY, NC CYNTHIANA, KY DAHLONEGA, GA JEFFERSON, GA LOVEJOY, GA FAIRVIEW, TN GREENEVILLE, TN HAGERSTOWN, MD KNOX COUNTY, OH MANASSAS PARK, VA MENA, AR SPRINGDALE, AR CROWLEY, TX TERRELL, TX UNIVERSAL CITY, TX WHITE ROCK, NM WINDSOR, CO EDUCATION ALBERTA SCHOOL BOARD ASSOC. CHINOOK’S EDGE SCHOOL DIVISION CHRIST THE REDEEMER CATHOLIC SCHOOLS FOOTHILLS SCHOOL DIVISION GRANDE YELLOWHEAD PUBLIC SCHOOL DIVISION DANBURY PUBLIC SCHOOLS RICK HUSBAND AMARILLO INTERNATIONAL AIRPORT 227 6 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
NBAA: SUSTAINABILITY IS CREATING EXCITING NEW OPPORTUNITIES FOR TOMORROW’S AVIATION PROFESSIONALS industry veterans Christopher Bing and Delray Dobbins, provided deep insights into business aviation’s critical role in the sustainability movement, both as a technology incubator and vocal advocate for environmentalism through programs like CLIMBING. FAST. “CLIMBING. FAST. is part of an industry-wide effort by the business aviation community to reach net-zero carbon emissions by 2050. On that journey, we will be creating jobs that don’t exist today, producing new opportunities to connect communities across the country in new and sustainable ways and elevating Opening Lines Source: https://nbaa.org/, News Editor, First Published Oct 11, 2024 Sustainability efforts championed by NBAA and its industry partners will drive growth in business aviation and create new opportunities for the next generation of aviation professionals, NBAA Northeast Regional Director Brittany Davies said during a recent Management Speaker Series presentation hosted by Vaughn College of Aeronautics and Technology students. During the virtual presentation, Davies along with 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
engine manufacturing field for the past 30 years, most recently as head of sales and global strategy for Pratt & Whitney Canada’s Eagle Service Plan. “All the major engine manufacturers have said their powerplants are approved for 50% [SAF], which is the maximum blend currently allowed by regulators. That means you can take an engine designed in the 1960s and use the same 50% SAF blend as a brand-new engine,” Dobbins said.“That older engine obviously will have gone through several overhauls, but being able to use an emerging fuel type in any turbine engine built in the past 60 years is a remarkable milestone.” That adaptability and inherent foresight will generate new opportunities for today’s students, said Bing, chief pilot for aerospace and defense company RTX. “When you mention aviation as a career, most people’s minds jump to a pilot, but a dozen different jobs have to be completed before the pilot gets involved,” Bing said.“With the increase in sustainability, we are already seeing the introduction of electric hybrid technologies, advanced air mobility and new fuels, and over the next 10 to 15 years, who knows what opportunities will be created.” Business aviation will be at the cutting edge of these advancements, Davies added. “Business aviation is a vital contributor to our country’s economic growth and with the advancements in technologies powered by our drive for a more sustainable future, we have the potential to create over 300,000 jobs, if not more, in the coming years,” she said.“We as a community have already achieved so much, and we will continue to make our communities more accessible and bring time-critical services to the next level.” our industry’s already critical role in proving lift for humanitarian efforts,” Davies said. “Business aviation has a proven track record of success in emissions reduction, and through a structured plan based on the four levers of sustainable aviation fuel (SAF), modern technology, improved operations and out-of-sector measures, we will achieve our netzero goals,” she added. Those efforts build on the industry’s longstanding commitment to sustainability and its constant pursuit of efficiency, noted Dobbins, who has worked in the 8 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
OPENING LINES GETTING STARTED: WHAT ANY MUNICIPALITY CAN DO NOW ABOUT EPA’S PFAS RULING FOR WATER SYSTEMS Source: americancityandcounty.com, Dan Schneider, First Published Oct 09, 2024 There is help for municipalities and community water providers overwhelmed by the April 2024 U.S. Environmental Protection Agency announcement of its requirement that water systems remove six “forever chemicals” present in drinking water supplies across the country.The U.S. Geological Survey indicates as much as 45 percent of current drinking water supplies are impacted by PFAS. With three years to complete monitoring and, if there is an exceedance, another two years to install equipment designed to filter out PFAS (perfluoroalkyl and polyfluoroalkyl) substances, there is a challenge in just knowing where to begin. However, there are two initial steps municipalities of any size can take to start to get a handle on this environmental mandate. The first step involves getting help to secure a portion of the multi-billion-dollar funding available to address PFAS and other emerging contaminants in drinking and wastewater. The Bipartisan Infrastructure Law, which includes $10 billion in grants that primarily flow through states, is just one of the funding sources. The second step acknowledges municipalities are passive recipients of materials carrying PFAS and are in the unwelcome position of having to invest significant money and manpower to monitor and treat contaminants produced by and received from other entities. As part of the process, a practical, data-driven approach to build lines of evidence as to whether municipally driven activities or those from other sources (industrial, etc.) may have contributed to PFAS found in a community’s drinking water could be considered. These two items are discussed further below. A FUNDING ROADMAP While funding for water systems to better understand how to achieve compliance with recent EPA PFAS regulations is available, time is of the essence.These initial funding channels have a sunset, while the EPA ruling is forever. Understandably, municipalities are hesitant. No one entity in the funding chain that moves PFAS-dedicated Bipartisan Infrastructure Law dollars to positive community impact has figured out how to streamline the process and water system operators, especially for smaller systems, say they don’t have the resources or expertise to go after funding. Estimates for the cost of compliance—testing as well as the installation and maintenance of new treatment technologies— vary widely. Depending on what entity is sourced (such as the U.S. EPA, the American Water Works Association, the Environmental Business Journal), the estimates vary so widely as to be unhelpful. In any case, costs to most water and wastewater treatment facilities could be in the millions. Help is at hand.There are several organizations with qualified PFAS experts who understand the complex funding process. They know that the Bipartisan Infrastructure Law’s $10 billion is available through fiscal year 2026 and is administered via grants through each state’s Clean Water State Revolving Fund, the Drinking Water State Revolving Fund and the Emerging Contaminants – Small Disadvantaged Communities Grants program. These consultants can take on the writing of the differing program grant applications and typically do so at no cost to the municipality. If the grant is successful and recipient municipalities bid out aspects of the grant implementation, 9 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
of PFAS could help municipalities in this instance. Fortunately, there is a guide and screening tool to accomplish this. Developed for a wide spectrum of users, including lay people, the PFAS Source Differentiation Guide for Airports presents a lines-of-evidence approach to help differentiate between PFAS sources. Federally funded research, led by contributors Janet Anderson, Dan Schneider, Mat Knutson and Zachary Puchacz, used machine learning to gather 800,000 publicly available data points in PFAS sampling results throughout the U.S., and consolidated the research. Recommended practices that use a data-driven lines of evidence approach were then identified based on the research. Although the research focused on airports, municipalities impacted by PFAS contamination levels could follow a similar lines of evidence approach to collaboratively obtain relevant PFAS data, analyze potential contributing PFAS sources, and pursue more detailed site analysis or determination of treatment options and assignment of PFAS liability. Reader friendly, the guide presents a wealth of information from PFAS 101 to PFAS Sampling Protocols and Best Practices. The lines of evidence approach are summarized in three steps: 1. DESKTOP REVIEW This is just what it sounds like—a search of news clippings, records and more that begins to tell the story of likely PFAS sources and geologic factors that suggest potential PFAS migration pathways. This work informs the next step. 2. CONVENTIONAL SAMPLING The PFAS Source Differentiation Guide offers options on screening methods and data evaluation using standard PFAS analysis available in most commercial laboratories. Results from sampling further builds lines of evidence regarding PFAS sources. 3. ADVANCED ANALYSIS Should it be necessary, advanced forensic methods to identify potential PFAS sources would involve additional laboratory methods and forensic analyses. These tend to be less standardized and widely accepted since they are more costly and take longer timeframes to complete than typical PFAS laboratory analyses. Many local governments lack the resources in expertise, tools and personnel to comply with EPA’s 2024 PFAS drinking water standard. Knowing how to access funding to help fill these gaps and methods to generate evidence-based data, if needed, that informs on PFAS source differentiation, are two steps any municipality can begin implementing today. the consultants can participate in the competitive bid response. THE RATIONALE FOR PFAS SOURCE DIFFERENTIATION As to enforcement, EPA has indicated that significant contributors to PFAS release in the environment will be its focus. In its PFAS Enforcement Discretion and Settlement Policy under CERCLA memo, EPA stated: “EPA does not intend to pursue entities where equitable factors do not support seeking response actions or costs under CERCLA, including, but not limited to, community water systems and publicly owned treatment works, municipal separate storm sewer systems, publicly owned/operated municipal solid waste landfills, publicly owned airports and local fire departments…” However, absent legislative protections, parties found responsible for PFAS contamination could move to include other parties—like local government water, wastewater and solid waste operations—into CERCLA’s “polluter pays” model. Developing data that provides evidence of different sources 10 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
OPENING LINES AMERICA IS AT A CROSSROADS WITH ITS INFRASTRUCTURE FUTURE Source: americancityandcounty.com, Maria Lehman, First Published August 23, 2024 The first step to solving a problem is admitting there is a problem in the first place. Much of America’s infrastructure was built 50 to 100 years ago and has not been replaced or modernized to meet current needs and doesn’t address the needs of the future. Since 1998, the American Society of Civil Engineers (ASCE) has released the Report Card for America’s Infrastructure, which, every four years, does a deep dive into the state of various infrastructure categories. It provides both a letter grade and a narrative to explain how we need to work for future infrastructure needs. Simply put, for the past three decades, the grades have not been the kind you want to bring home to your parents. You cannot build a modern economy on top of crumbling infrastructure. Across the country, we are experiencing disastrous consequences in terms of human health and safety as well as economic impacts in insuring assets, along with the cost of rebuilding in the wake of a disaster. It does not matter if it is climate change-related or manmade. In response to these consequences, the ASCE released the Sustainable Infrastructure Standard, ASCE 73-23, a tool that provides guidance for infrastructure owners to develop and implement sustainable solutions throughout a project’s entire life cycle. It’s designed for a range of civil projects from energy to water to transportation systems and acts as a guide for engineers to develop and implement practices that promote sustainability and long-term reliability of infrastructure projects. It was introduced in October 2023, and we are starting to see the benefits of its implementation in projects across the country. Nonetheless, America’s communities are at a crossroads. A new survey and report released in July by GHD, a global engineering firm, reveals a mix of optimism and pessimism about the future needs of America’s infrastructure.Thirteen thousand people worldwide were surveyed, including 4,000 in the U.S., with a focus on responses from California, Florida, New York and Texas. It presents a comprehensive and nuanced understanding of intergenerational equity, which is focused on creating fair and just spaces that prioritize all generations, both now and in the future—all through an infrastructure lens.The survey results and report highlight the need for public infrastructure owners and consultants to listen carefully to their stakeholders to make better infrastructure development decisions. Resilience and adaptability of infrastructure are vital in mitigating the impacts of climate change, population growth and redistribution and economic fluctuations. In the past few years, there have been several bills, such as the Bipartisan Infrastructure Law (BIL), the CHIPS and Science Act, the Inflation Reduction Act (IRA), and the Water Resources Development Act (WRDA), that have significantly increased the federal share of infrastructure funding for the first time in decades. It is a recognition that the state of our current infrastructure needs to improve. Roads, bridges, water lines and other public infrastructure are a fundamental right, not a privilege, in a modern society. It should be noted that there has been support on both sides of the political spectrum for these bills. Not only were the votes bipartisan, but even those who may not have been supportive in the past are now seeing the positive 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
the benefits of infrastructure investment to almost every industry. Here’s a link to the report. Take a minute and check it out. With the supplemental funding and focus on better delivery for the future, we must understand the needs for the next 50 years to deliver more durable and sustainable infrastructure. With the increase in funding and activity, we must ensure that the work is engineered to meet the current and future needs for not only the design and useful life of an asset but also for its financial life. There are many examples of infrastructure that is not meeting its financial life, where disasters are destroying assets before the general municipal bonds have matured. Or Public Private Partnerships that are renegotiated because there are serious challenges to a project’s financial viability. The solution to our infrastructure challenges is funding and financing by both the public and private sectors at all levels, so true risk-sharing partnerships are vital to unleashing private capital, as we have seen in many areas around the world. We desperately need to work together. The future is bright if we collaborate! impacts on their constituents and their communities. Today’s Congress disagrees on many policy or funding topics, but infrastructure is the exception. A recent great example is the Water Resources Development Act. WRDA is a bi-annual authorization bill that authorizes the U.S. Army Corps of Engineers to continue implementing key projects and studies that address water resource challenges nationwide. The Senate passed its bill by unanimous consent in August, and the House passed its version in July. WRDA is now off to a conference committee and will hopefully be signed into law before the current authorization expires in December. In May, the ASCE released an economic report, Bridging the Gap, which reinforced the need for continued federal infrastructure investment to save jobs and grow the economy. It finds that recent federal legislation addressing the nation’s rapidly growing infrastructure needs will save American families an average of $700 per year and save U.S. industries more than $1 trillion in gross output, including $637 billion in savings to the Gross Domestic Product if these newly established funding levels are maintained through 2033. That means lawmakers need to consider the next round of infrastructure investment since the BIL funding expires in 2026. The report shows 12 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
AS CALIFORNIA MOVES TO CLEAR HOMELESS ENCAMPMENTS, IT’S ENCOURAGING LOCAL GOVERNMENTS TO FOLLOW SUIT OPENING LINES Source: americancityandcounty.com, Ryan Kushner, First Published July 29, 2024 California Gov. Gavin Newsom has issued an executive order for state agencies to begin “urgently” developing policy to remove homeless encampments from state property. The order was also designed to provide a blueprint for local governments to adopt similar policies addressing encampments in their own jurisdictions, according to Newsom. The July 25 executive order follows a Supreme Court decision that overturned a lower court ruling that prohibited city governments from banning homeless encampments if there were no available shelter alternatives. Newsom issued a statement of support for the high court’s ruling that allowed for the banning, calling it a measure to “protect the safety and well-being of our communities.” California, the largest state in the union, also accounts for 28% of the country’s total homeless population at 181,399 people, according to a 2023 report by the U.S. Department of Housing and Urban Development. Newsom stated that his executive order “directs state agencies to move urgently to address dangerous encampments while supporting and assisting the individuals living in them—and provides guidance for cities and counties to do the same.” The order is based on the California Department of Transportation’s (Caltrans) existing policy regarding homeless encampments and requires providing 48 hours of notice for people in encampments to disburse from state property. Since July 2021, the California Department of Transportation has removed 11,188 encampments and cleared more than 248,000 cubic yards of debris from encampments along the state rights of way, according to the state. As part of the push to disband encampments in cities and counties within the state, as well, Newsom also encouraged localities to apply for the state’s $3.3 billion in competitive grand funding to address mental health care and substance abuse disorders. 13 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
“emphasis on urgency” regarding the encampments. “He rightfully points out that local government remains at the helm of homeless encampment removals,” Barger stated. “Cities have an obligation to develop housing and shelter solutions in tandem with support services provided by county government. This formula, which is largely based on partnerships, is how we can deliver permanent results.” Since taking office in 2019, Newsom said he has invested more than $24 billion toward addressing the homelessness crisis in the state, including allocating $4.85 billion for homeless, housing assistance and prevention grants for local governments. “The state has been hard at work to address this crisis on our streets,” Newsom added. “There are simply no more excuses. It’s time for everyone to do their part.” The grant funding for cities and counties was announced July 17, with an application deadline of Dec. 13, 2024. The decision of how and whether to ban homeless encampments has long been controversial. A day after Newsom’s executive order, the National Alliance to End Homelessness, a Washington, D.C.-based charity organization, sharply criticized the approach, calling it a “deeply flawed model.” “The blanket order to clear encampments without addressing the immediate and long-term needs of their residents will displace thousands and increase their risk of harm,” the organization’s CEO Ann Oliva said in a statement.“It will also hinder the progress of California’s deeply under-resourced providers who are working day and night to rehouse the state’s unsheltered population.” Kathryn Barger, a board of supervisors member in Los Angeles County, where the unhoused population exceeds 75,300, issued a statement lauding Newsom’s 14 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
OPENING LINES NEVADA HAS A LARGE BACKLOG OF UNEMPLOYMENT BENEFITS APPEALS. IT’S BANKING ON AI TO HELP. Source: americantownandcountry.com, Ryan Kushner, First Published September 16, 2024 Nevada has been buried in a backlog of unemployment benefits appeals that began flowing into the state’s Department of Employment,Training, and Rehabilitation (DETR) during the pandemic.The state thinks artificial intelligence (AI) may be the answer to digging itself out. Nevada recently became the first state government to utilize a generative AI system developed by Google to analyze transcripts from unemployment appeals hearings and generate recommendations, according to a report by Gizmodo that was confirmed by the DETR. All recommendations issued from the new AI tool will be reviewed by humans, according to Christopher Sewell, director of the DETR.The project is currently underway, DETR told AC&C. The goal of the pioneering initiative is to streamline the process and get through appeals quicker—a task that would take up to three hours for one employee could be done in as little as five minutes using the AI system, according to a report by the Nevada Independent in June. Such time savings could have huge benefits for the DETR, which has been facing “unforeseen staffing shortages” that have had a “substantial impact” on maintaining regular operations, according to a July memo.The contract with Google AI, approved by the state’s Board of Examiners in August, cost $1 million. To maintain privacy of those whose appeals are being processed, the contract prevents Google from accessing “personally identifiable information” that is frequently used in unemployment claims. Google is also prohibited from using confidential data in the transcripts for uses outside the contract, according to the Gizmodo report. “The technology employed is well-established and successfully implemented in other projects and represents the cutting edge of IT development, albeit with limited prior deployments,” Lisa Jean, the Nevada’s Technology Investment Notifications administrator, stated in a memo in June. 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
security and privacy. “AI tools must be used ethically, avoiding biases and ensuring fairness and transparency in decisionmaking processes,” the guidelines state. In April, the Biden administration issued its own federal AI guidelines that advocated human scrutiny when it comes to the administration of public benefits programs. “AI should be used for business functions that are well understood and where staff have the knowledge and skills to evaluate performance,” the U.S. Department of Agriculture’s AI guidelines state.“AI should not be used for immature business functions with a goal of an AI discovering new approaches or efficiencies.” As of this past summer, the DETR’s backlog of unemployment appeals exceeded 10,000, according to the Nevada Independent, but if all goes according to plan for Nevada, that number could dwindle faster than expected. Timothy Galluzi, Nevada’s chief information officer, has championed AI technology and its use in government operations, recently leading a State AI Roundtable to engage in discussion about the technology and how Nevada can become a leader in its usage. Not everyone is convinced, however. Critics have raised concerns over bias and questionable accuracy in emerging AI technology, which Google itself has noted poses a risk of “unfair bias.” Nevada State Senator Skip Daly (D-Reno) has also urged caution regarding states’ use of AI, telling the Nevada Independent that he was “dubious” of overreliance on the new tool. “I hope that we are cautious about it, and think before we just say, ‘We got to be faster or better than the next guy,’” Daly said. Nevada released state guidelines for the use of AI last year, stating, among other things, that such systems should undergo regular audits to maintain 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
construction 17 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
JD STAIRS DESIGNING ‘UP’ TO MEET DEMAND LARICY PREDICTING FUTURE REAL ESTATE TRENDS 18 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
JD STAIRS DESIGNING ‘UP’ TO MEET DEMAND AT A GLANCE JD STAIRS WHAT: A custom staircase design and construction company specializing in creating unique architectural elements, including stairs, doors, gates, and more. WHERE: Las Vegas, Nevada WEBSITE: www.jdstairs.com COMBINING WOOD AND METAL TO PRODUCE OUTSTANDING DESIGN RESULTS 19 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
JD Stairs has spent nearly two decades shaping its reputation as a premier stair design and metalwork company through craftsmanship, family values, and forward-thinking innovation. Founded in 2005 by two brothers, Jonathan and Donald Webster, the company began modestly, focusing on interior woodwork. Yet, it soon found itself on the cutting edge of stair design and manufacturing in Las Vegas, blending old-world craftsmanship with new-age technology. “We grew up in the stair industry,” Webster reflects. The 20 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
brothers were well-acquainted with woodworking, mainly interior handrails in custom homes. However, their early realization that the market needed stair builders who could weld propelled JD Stairs into a new realm.“Shortly after we started, we realized there was a need for stair builders who knew how to weld. That’s when we added metalwork to our offerings,” Webster explains. This strategic decision marked a turning point for JD Stairs. Combining wood and metal under one roof became the company’s signature, a rare feat in an industry where woodworkers and metalworkers often operate in separate spheres. General contractors, who previously had to juggle multiple vendors, soon flocked to JD Stairs for the ease of handling both materials by one expert team. “That became our niche,” Webster says. “General contractors loved that we could care for everything, which eased their burden.” BRINGING IN EXPERTISE JD Stairs is not just a business; it’s a family story. Wendy, the Webster brothers’ mother, joined shortly after the company’s founding as the office manager. Over time, other brothers, Daniel and Benjamin, also came on board.This tight-knit family unit gave the company a solid foundation and a culture of trust, collaboration, and shared values. However, JD Stairs’ growth reached a decisive moment in 2017 when it became clear that the company needed more managerial oversight to elevate it to the next level. Webster knew just the person to call: Bob Gabour, the former owner of the stair company where Webster had once worked. Gabour recalls that the timing was perfect. “They needed some additional management, particularly in finances, and Jonathan reached out,” he says. In 2018, Gabour officially joined JD Stairs as President, bringing decades of business acumen and financial expertise to the team. “Since Bob has come on, we’ve been able to take the company to a level we hadn’t reached before,” Webster notes. CRAFTSMANSHIP AND CLIENT RELATIONSHIPS While many companies focus on competing through price, JD Stairs emphasizes high-quality 21 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 JD STAIRS
craftsmanship. Its strong track record means clients may sometimes explore other options but often return after recognizing the value of JD Stairs’ work. Gabour notes,“We trust our processes, products, and people to deliver top results.” A key pillar of JD Stairs’ success is its dedication to customer satisfaction. Webster acknowledges that custom work isn’t always perfect the first time but stresses the company’s commitment to resolving issues until clients are fully satisfied. “Our goal is to keep working until it’s right. If we make an error, we’ll fix it. We don’t leave until the client is happy,” Webster explains. JD Stairs excels in communication in an industry where follow-through can be lacking.“What sets us apart is that we always pick up the phone,” Webster emphasizes. This responsiveness is crucial, mainly when clients are in the final stages of their projects, allowing them to complete everything on time. ADAPTING TO THE FUTURE A defining feature of JD Stairs is its forward-thinking approach to technology. Over the past 18 months, the company has substantially invested in new equipment to optimize operations and improve product quality.“We’ve brought a lot of processes inhouse that we used to outsource,” Webster explains. On the woodworking side, JD Stairs acquired a CNC router, a gang saw, a resaw, and a 45-miterlock to improve the precision and durability of their treads. The company added a second laser and a Flex CNC machine for the metalworking side. Webster explains that this new machine allows the team to create bolted stringer systems for floating stairs, significantly reducing installation time and improving overall product quality.“It speeds up the fabrication process, allows us to pre-powder coat components, and results in a cleaner look because there’s no welding in the field,” Webster notes. Perhaps one of the most transformative pieces of technology JD Stairs has adopted is a 3D scanner from Leica, the BLK360. This scanner allows the team to create detailed 3D models of a space before fabrication begins, ensuring that everything fits perfectly when it’s time for installation.“It’s notorious 22 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
for fabrication companies to build something, bring it out to the site, and it doesn’t fit. This technology virtually eliminates those errors,” Webster says. The scanner has reduced costly mistakes and sped up the overall process, making JD Stairs even more competitive in the custom stair market. HIGH-PROFILE PROJECTS JD Stairs’ reputation for craftsmanship has led to partnerships with some of the most well-known names in the region. The company is working on an expansion project for UFC’s headquarters, a prestigious undertaking that has solidified JD Stairs’ standing as a go-to provider for high-profile clients. “UFC is one of our most exciting projects right now,” Webster says. The company has also worked alongside Blue Heron Builders in the construction of Mark Davis’ home, the owner of the Las Vegas Raiders. This multi-year project involved designing and installing some of the most unique and challenging staircases JD Stairs has ever tackled. In addition, the company has partnered with Skyterra Design to create new stair designs that redefine the possibilities of floating stair systems. “These new designs are unlike anything anyone has seen before,” Webster says proudly. “We’ve installed them in model homes for Toll Brothers, and the feedback has been incredible.” JD Stairs is ready to remain at the forefront of innovation as the demand for custom stair designs grows, particularly in the high-end residential market. “We’ve already sold five more of these new designs, and we expect that number to keep growing,” Webster adds. A TEAM UNITED Behind JD Stairs’ success is a dedicated team with a shared vision. “One of our company’s biggest strengths is the ability to adapt,” Gabour says.“We’ve worked hard over the past couple of years to put the right people in the right positions, and it’s made a huge difference.” Six years ago, JD Stairs implemented the Entrepreneurial Operating System (EOS), a management framework designed to align team members around shared goals and ensure everyone contributes to the company’s success.“EOS has been huge for us,” Webster says. “It helps us ensure we’re utilizing employee talent to its fullest.” The company’s commitment to fostering a positive workplace culture has paid off in terms of employee retention and engagement. By involving employees in decision-making processes and ensuring they feel valued, JD Stairs has created an environment where 23 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 JD STAIRS
people want to stay and grow. “When employees feel involved, and their ideas are heard, they’re more likely to stay with the company long-term,” Webster adds. CHALLENGES IN A CHANGING MARKET While JD Stairs has enjoyed significant growth, the company is not immune to the challenges facing the construction industry today. Rising costs, particularly for materials and labor, have pressured margins. “Nothing costs what it did two or three years ago,” Webster notes. “It’s not just the materials; it’s also the cost of living for our employees. We need to ensure they can maintain their standard of living while keeping the company profitable.” Gabour emphasizes the importance of data and careful financial management in navigating these 24 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
25 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 JD STAIRS
challenges. “You have to know your costs,” he says. “Companies that don’t pay attention to their margins will struggle, especially with the rising costs of insurance, healthcare, and materials.” Despite these challenges, JD Stairs remains focused on growth. The company is actively exploring new revenue streams and expanding its product offerings to meet the evolving needs of its clients. “We’re always asking ourselves,‘What else can we do? What do people want that we can provide?’” Webster says. SHOWCASING VERSATILITY As JD Stairs looks ahead, the company’s goals are clear: continue innovating, maintain strong client relationships, and expand its presence in the custom home market. One of the company’s priorities is getting in front of clients more frequently to showcase their full range of services. “Many of our clients don’t realize everything we can do,” Gabour says. “We want to remind them that we don’t just do stairs. We offer a wide range of custom products Your Premier Aluminum Materials Supplier www.coastaluminum.com • Great Products • Great Pricing • great Relationships • 26 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
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PREFERRED VENDOR/PARTNER n Coast Aluminum www.coastaluminum.com and are capable of much more.” Webster concludes,“We’re always looking for what’s next.And we’re ready for whatever challenges come our way.” 28 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
PREDICTING F ESTATE TREND LARICY WITH AN UNPARALLELED LEVEL OF SERVICE, A FOCUS ON HIGH TECH, AND AN EYE TO THE FUTURE, THIS LEADING CHICAGO REAL ESTATE FIRM CONTINUES TO DOMINATE AT A GLANCE LARICY PROPERTIES, A DIVISION OF AMERICORP WHAT: N umber one Condo real estate boutique agency specializing in tech offerings and streamlined services WHERE: Chicago Illinois WEBSITE: www.mattlaricy.com 29 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
FUTURE REAL DS There is very little that can be actively done to sway the real estate market. Beyond a few hard and fast truths such as ‘location, location, location’, and the inevitable effect of interest rate fluctuations, the market will ultimately dictate real estate activity. It is only the very best in the business that can reliably predict market movements and accurately capture future market directions. 30 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
For Matt Laricy, CEO and owner of the highly successful downtown Chicago-based boutique real estate agency, Laricy Properties, a division of Americorp, predicting real estate trends is in his DNA. He argues that real estate is merely a reflection of human nature. Understanding how buyers react and sellers think is the golden nugget that leads to continuous success in a business that is known for its cutthroat competition. Specializing in Chicago condo sales, one only has to look at Laricy Properties’ year-over-year numbers to see that his predictive abilities, along with his highly experienced and motivated team, are paying dividends. Despite hitting agency number lows, Laricy’s 2023 numbers reflect the highest in the Chicago condo real estate market. “We are up about 20% year-over-year,” Laricy notes. “In 2023, I finished number one in every category— number one for sales, number one for several buyer transactions, and number one for sellers transactions.” This is quite a real estate feat given that “2023 was [technically] one of the worst years I have had. It was the first year I’ve ever gone backwards in my career.” “This year we are on pace for 2022 numbers and could finish as our best year ever,” Laricy adds. A TOUGH CHICAGO CONDO MARKET Laricy’s business model is working. This is welcome news given the continued challenges that face realtors navigating Chicago’s downtown condo market. “We still have a tale of two cities here in Chicago. The high-rise market is very soft, and it is a buyer’s market.” Laricy argues that this is attributed largely to the reality that people are still nervous about buying in downtown Chicago. “This is due to the lack of people back to work at the office, an increase in crime, and the perception of ‘badness’ downtown,” he continues. “Lincoln Park, Lakeview, and other similar neighborhoods— those outside of the immediate downtown area—are on fire; however, there is not enough inventory available to meet this demand.” It is still the norm for there to be several offers 31 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 LARICY
success amid a market reflecting such a dichotomy? “We are trying to tell people that history repeats itself. Since the dawn of time, humans got together and built cities.This notion that people will not live in the heart of the city and go back to the office for work again is short-sighted to me. People will be back to work.” over asking price on properties in these areas, Laricy points out. “In the downtown markets, on the other hand, there is a lot of negotiating.” WINNING PREDICTIVE STRATEGY So how does Laricy continue to achieve condo-selling 32 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
such a good deal?’” “Well, they bought at the bottom. You could have done that, but you didn’t,” he states. ADVANCED TECHNOLOGY AND FORWARDTHINKING SERVICES Laricy is the first to point out that staying two steps ahead when it comes to technology plays a significant role in real estate predictive success and helps fuel the ability to stay on top of the real estate market. “We have been ahead of the curve for so long. We have been using things like drones, 3D tours, and podcasting. People are just now utilizing this technology, and we are already in the next tech phase.” The Laricy Team is now focusing its latest efforts on the newest tech offerings such as the NFC tag. Using history as a guide, Laricy elaborates, “People have said this is the new norm, and it is easy to tell people you can work from home when you are rich. Go tell a tech guy who just got laid off that he can keep his job if he goes back to the office and see what he does.” “Let’s not forget 2008, 2009, 2010, 2011, 2013, and 2014 when 50 people were applying for one job.” “Now more and more companies are clamping down just to get people back to work, and with more people back to work, more people will want to live closer to the city again to avoid sitting in traffic for two hours,” Laricy predicts. “The reality is that everything is changing.” “We tell our buyers to get in at the bottom. The bottom is now.” “And the buyers who don’t get in now will look back at these other sales and ask ‘Well, how did they get 33 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 LARICY
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“It is like Apple Play. You just point your phone at something and it presents something. So if somebody meets us at one of our listings, we don’t hand them paper brochures. They can scan our NFC tag there.” “When they tap it, they get a full online presentation. We can see what everyone is looking at and get their information so we can then reach back out to them and say‘Hey you have been looking at these pictures’ and get them back in to buy the place.” When asked about the use of AI, Laricy is quick to point out its potential in the real estate business, while also acknowledging that it is new and untested in many ways. “We are trying to embrace AI which is the hot-button topic right now with everyone seeming to brag about it,” he relays. 35 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 LARICY
on his business, Laricy fully embraces the use of social media. “We continue to fully utilize social media because it is the wave of the future. We have doubled down on our social advertising and hired a new social media team this year which we have done very well with.” “I always have new videos out on YouTube as well as Tiktok.” As for the use of an in-house end-to-end CRM platform, Laricy is clear about his view. “I don’t like these programs because we find that they frustrate consumers.” Laricy stands by Google Docs, “Because everyone knows how to use Google.All you have to do is click on it, and we color-code it. They can follow along and watch things move along in real time. They get a checklist where we tick off each task,” he explains. “Honestly, I am not saying that there may be good ways to utilize it, but I just don’t think that AI is quite there yet if you are a perfectionist like me.” “AI pictures don’t come out right. I have tried to use it to help us edit our videos, but it is not exactly the way I want it. I feel there is still a learning curve with AI,” he concludes. While a little skeptical about the impact AI will have LOCAL INSURANCE TEAM! BEST BEST the The o f The Hage Insurance Agency 708-279-7600 - Illinois 219-627-5145 - Indiana Serving Illinois, Indiana, Wisconsin, Michigan, & Missouri Agency Hage Insurance 708-279-7600 219-627-5145 Adam Hage The 36 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
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