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CONTENTS
ARCHITECTURE & ENGINEERING
36 DESIGNED TO CARE
GDM brings history of service to VA clinic
By Jamey Bradbury
42 THE QUIET PROFESSIONALS
Surveyors rule Alaska’s challenging miles
By Terri Marshall
48 2025 ENGINEER OF THE YEAR NOMINEES
Compiled by Tasha Anderson
52 ENGINEERING EXCELLENCE NOMINEES
Compiled by Tasha Anderson
62 PEOPLE, PLACE, AND PURPOSE
Where Nvision Architecture sets its sights By
Katie Pesznecker
28
Catalyzing cafeteria construction
56 AIA
ALASKA
PROJECT AWARDS
Compiled
ABOUT THE COVER
Traffic lights haven’t controlled the interchange where Dowling Road plunges under the Seward Highway since 2004. The state’s first multi-lane roundabouts were installed that year, transforming a traditional diamond interchange into a sort of dog-bone shape. Drivers got used to the “yield-and-look-left” pattern, yet design shortcomings demanded an upgrade.
Completed ahead of schedule in 2022, the Dowling Road and Seward Highway interchange reconstruction by Lounsbury & Associates is now nominated for an Engineering Excellence award, which will be announced by the end of this month. It graces this issue’s cover as a representative of all the projects that bring out the best in the state’s engineers and architects.
Photography by Kerry Tasker
Wayde Carroll
Photography
Nvision Architecture Alaska Business
by Scott Rhode
CASH TO CANNABIS
By Scott Rhode
VOLUME 42, #2
EDITORIAL
Tasha Anderson, Managing Editor
Scott Rhode, Senior Editor
Rindi White, Associate Editor
Emily Olsen, Editorial Assistant
PRODUCTION
Monica Sterchi-Lowman, Art Director
Fulvia Caldei Lowe, Production Manager
Patricia Morales, Web Manager
BUSINESS
Billie Martin, President Jason Martin, VP & General Manager
James Barnhill, Accounting Manager
SALES
Charles Bell, VP Sales & Marketing 907-257-2909 | cbell@akbizmag.com
Chelsea Diggs, Account Manager 907-257-2917 | chelsea@akbizmag.com
In mid-December President Donald Trump signed an executive order directing the US attorney general to move marijuana from Schedule I to Schedule III, which is the same category for medications such as acetaminophen with codeine. While the executive order does not legalize all cannabis sales and use, the move should allow cannabis businesses to take federal tax deductions and may eventually pave the way for marijuana owners to take advantage of many financial services that are currently unavailable or difficult to obtain, even in states like Alaska that have legalized the leafy green.
The challenge of working in this gray-green area is in part what drove Catalyst Cannabis founder and CEO Will Schneider to start investing in real estate projects; it was a way to securely reinvest capital from his cannabis business. In the architecture and engineering special section, Senior Editor Scott Rhode in “Cash to Cannabis” quotes Schneider saying, “We’ve been focused on making a portfolio that has hard assets in it. The weed industry… could go away… but real estate is here to stay. It’s nice to start putting that in the bank account.”
That whole article is excellent, but another aspect of owning a marijuana business especially stood out as I read it through the first time. Rhode writes, “Air handling was also a major concern on the other side of the building [from Mexican restaurant El Green-Go’s]. Schneider says mechanical design had to carefully collect, filter, and separate cannabis odors from the retail shop. Indeed, the funk on the sales floor is overpowering, but not even a wisp escapes outside the door.”
While national policy is the only answer to some of the cannabis industry’s challenges, engineering is the only fix for others. There’s a joke in the article about taco and weed businesses being a natural match—and for some they undoubtedly are—but there are also those in Alaska who may wish to visit one business without experiencing the other. It’s the HVAC system that allows all members of the public to be comfortable within the building, no matter which business they’re inclined to visit. Politics drive what is and isn’t legal—but it’s a whole other skill set that engineers good neighbors.
Tasha Anderson, Managing Editor, Alaska Business
The Geophysical Institute
A science asset for Alaska and the whole planet
By Tasha Anderson
An act of Congress in 1946 launched the Geophysical Institute at UAF. Congress appropriated $975,000 (approximately $14 million today) for the construction and establishment of a geophysical institute, stating, “Because of [the University of Alaska’s] unique location and the work it has accomplished in the past, [it] is a logical site for a permanent geophysical research station.”
The institute’s director, Robert McCoy, echoes that statement decades later. “We’re strongly a function of where we are,” he says. “In Alaska there is a lot of fascinating geophysics… We’re at the crossroads of the ring of fire and the aurora borealis.” He says Alaska’s geography attracts scientists studying volcanoes, earthquakes, sea ice, glaciers, astrophysics, and countless other fields. “Our faculty and researchers travel all over the Arctic; they have the [US] Navy set up ice camps up on the polar ice.”
institute is not
in a lab environment, and the data it gathers and disseminates have value far beyond pure academic research.
Listening for Nukes
One of the ways the institute contributes is through multiple projects with the US Department of War (DOW). As a University Affiliated Research Center, “We work with the Pentagon,” McCoy says. “We have a global network of infrasound and seismic… in the Antarctic, South Pole, various islands around the world, such as Midway, and we’re listening for loud sounds.” While the network of microphones picks up sound from geophysical events like volcanoes, earthquakes, and even occasionally the very loud calving of a glacier, the institute’s intention is to listen for nuclear bursts, or, as the DOW calls it, the “physical detection of nuclear proliferation.”
“[The name] just rolls off the tongue,” jokes Geophysical
Institute
Deputy Director Nettie La Belle-Hamer.
“There hasn’t been [a nuclear burst] for decades in the atmosphere,” McCoy clarifies, but there’s still plenty to listen to. “In Antarctica, where it’s pretty quiet, we hear all kinds of stuff,” and the data derived from those sounds is processed and shared.
But what if the network did pick up a nuclear detonation? “We would figure out where it came from and send on that information to the Department of Defense [now the Department of War],” McCoy says. DOW has other listening networks, but UAF, through the Geophysical Institute, is the only university contracted to provide this service.
The network and services required to listen for nuclear bursts is funded through a contract with DOW; in fact, McCoy explains that 95 percent of the Geophysical Institute’s funding comes from federal grants and contracts. A notable exception is the facility’s
The
isolated
Earthquake Center, which is funded primarily by the State of Alaska and gathers data during and after earthquakes, including characterizing the earthquake (where, how big, how deep) and its aftershocks.
“There’s 50,000 earthquakes every year in Alaska… and there’s fifty-four active volcanoes,” McCoy says.
Fortunately, the value of monitoring earthquakes, volcanoes, and nuclear bursts is widely accepted. Because those activities comprise much of the institute’s work, it has felt less impact from federal funding cuts than many other science and research organizations that rely on federal grants and contracts.
“I’m always an optimist,” says McCoy. “I think we’re well positioned; the things we do are not controversial.” It’s fortunate for UAF, Fairbanks, and Alaska as a whole, as that means, even in a climate of reduced funding, the Geophysical Institute continues to draw investment to Alaska, both in the form of money and an educated workforce.
New Eyes in the Sky
Case in point: Alaska drew McCoy from Outside in 2011 to take on his current role as director.
La Belle-Hamer, on the other hand, is an example of how the Geophysical Institute creates opportunities for Alaskans to live, work, and raise a family. She was raised in Alaska, and while she traveled out of state for her undergraduate degree, she received her master’s degree and PhD at the Geophysical institute. After completing her PhD in ‘94, she
started working on a project at the Geophysical Institute with NASA that continued throughout her career. Last summer, it hit a huge milestone.
In July 2025, NASA launched the NISAR satellite. As McCoy puts it,
“It’s a big deal.” NISAR is a synthetic aperture radar (SAR) satellite and was launched from the Indian Space Research Organization’s Satish
Dhawan Space Centre. NASA and the Indian Space Research Organization (forming the N and the I in the acronym) partnered to launch NISAR, which is NASA’s first SAR satellite mission since 1978.
NISAR focuses on how the planet’s surface changes from natural and human-related forces, and the mission’s goal is to monitor and
measure surface changes such as land subsidence, glacier and ice sheet movement, and shifts caused by earthquakes, volcanoes, and landslides.
The satellite, the most advanced ever, will provide more radar imagery and cover more surface area than other satellites.
“Radar is the really important part of it,” La Belle-Hamer says. “Synthetic aperture means that we get a higher resolution than we normally would… and the cameras work in a different part of the spectrum; they don’t even see clouds; they just see the ground.” The cameras on the satellite can detect change as small as a centimeter on land. “For a volcano, sometimes before it erupts, the land will start to bulge,” McCoy says, and the NISAR satellite can see it.
According to La Belle-Hamer, the United States was a leader in satellite technology and data collection in the ‘70s, but “we haven’t been in the lead since.” The launch, which she had been working toward and anticipating for forty years, is a huge leap forward in earth sciences data collection and dissemination.
Rockets Aplenty
Also in collaboration with NASA, the Geophysical Institute has seen growth in rocket and launch technology and facility development. Poker Flat Research Range is the only universityowned scientific rocket launching facility, is the world’s largest landbased rocket research range, and is the only high-latitude rocket range in the United States.
Last June the Geophysical Institute signed an agreement with Alaska
“We get out on the sea ice north of Utqiaġvik and do observations; we work with people all along the Aleutians… We do a lot of travel, and a lot of funding that we get is spread around the state that way.”
Ro bert McCoy Director, UAF Geophysical Institute
Aerospace to jointly develop spaceport services to the commercial rocket and satellite industry.
“We’ve been growing, and we want to keep growing,” says McCoy. “NASA’s been launching out of Poker Flat, which we built in 1969, for years.” The facility’s location and size are a boon for certain tests. For example, “If NASA comes to Poker Flat… it can launch rockets to the north and put a parachute on them and recover them up by the Brooks Range—it’s something we can do that a lot of ranges can’t,” says McCoy.
McCoy says that the institute and Alaska Aerospace, in their new partnership, are considering the potential of a launch complex at the northernmost drivable point on the North American road system— Oliktok Point northwest of Prudhoe Bay—which he says would “open up a whole new realm,” and he’s “quietly optimistic” about that project becoming reality one day.
Beyond the Institute
The Geophysical Institute also operates GINA, the Geographic Information Network of Alaska, which helped with tracking wildfires in Alaska in 2025. GINA also gathers weather information, which the institute makes available to the public.
Early this year, the Geophysical Institute, in partnership with the University of Alaska Museum of the North, completed construction of a new planetarium, for which McCoy has advocated for many years.
McCoy says the Geophysical Institute set up a camera to film construction and got a wildlife lesson in the process. “It was for a time-lapse video, but a raven landed on it, beat it up, and tilted the angle,” he says.
While that video didn’t pan out, there are many plans and ideas already in place for the planetarium itself, such as aurora shows, demonstrations of the stars and planets, astronomy lessons, and other science and research-based shows open to the public.
La Belle-Hamer says, “With things like the planetarium, we’re also building intellectual capital here; it’s part of the workforce development… I’m hoping that, those kids who go into the planetarium, there’s going to be at least a few of them that go, ‘Oh! I want to be a scientist.’”
The UAF planetarium is scheduled to open to the public this spring.
Quantifiable Numbers
“For the last couple years, our total amount of money we’ve spent is around $115 million; so that’s our
impact to Alaska and to Fairbanks,” McCoy says.
The impact of the Geophysical Institute goes beyond direct spending in the nearby area and into remote parts of the state. “We get out on the sea ice north of Utqiaġvik and do observations; we work with people all along the Aleutians,” McCoy says. “We do a lot of travel, and a lot of funding that we get is spread around the state that way.”
In addition to Geophysical Institute researchers, other researchers and scientists traveling to Alaska to take advantage of the facilities or terrain also generate economic benefits, such as the cost of moving equipment and lodging when NASA personnel
three weeks or more. There might be fifty people that come into Alaska to support that. In the middle of winter, they’re staying in hotels, eating in restaurants,” M cCoy says.
“We hire local people to do some of the monitoring for us,” La BelleHamer adds.
“We work with the villages and communities—Venetie, Fort Yukon, Kotzebue—and we pay people to set up operational facilities there and man them for us. It’s a win/win, and we’ve been doing it for so many years that we have a really good relationship,” McCoy says.
Beyond research, the Geophysical Institute attracts skilled and educated
two-thirds of whom work in UAF departments teaching undergraduate or graduate students, and it provides research opportunities for approximately 110 graduate student researchers.
“If you look around the Geophysical Institute, you’ll see a lot of Alaskans: a lot of students who came and stayed, and then other people who have come and stayed,” La Belle-Hamer says. “What’s nice about the Geophysical Institute’s growth, and what Bob has brought to the table, is growth across many areas: science disciplines, tech, engineering, software development. It touches a lot of the more modern type of work that people are
That 1946 investment is
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Patching the Fabric Hole
Local craft merchants replace a national chain
By Christi Foist
Jo ann Fabrics stores closing nationwide last spring was the latest rip in the tapestry of Alaska’s crafting community. Longtime Anchorage sewing machine repair shop Riehl Sew N Vac closed in 2022, followed by Palmer quilt shop Just Sew in 2023 and The Quilt Tree in Anchorage in 2024.
These losses affect more than hobbyists. For many Alaska Native seamstresses, selling hand-sewn kuspuks is an important stream of revenue. “For a lot of folks, [making kuspuks] is their main source of income,” says Nikki Corbett, the owner of Sew Yup’ik, through which she teaches cultural workshops including Qaspeq (the Yup’ik word for kuspuk) sewing throughout Alaska, the Lower 48, and internationally. “It just depends on the individual.” She calls Joann’s closure “a huge loss” for the small businesses it supported.
Local merchants are stepping up to fill the crafting retail void. For instance, some fabric displays from the Anchorage Joann’s store and even its cutting table were purchased for Winter Solstice Sewing and Crafts, a startup by Marnie Kaler. Even as she and her peers face the headwinds of high shipping costs and tariffs, Alaska fabric and yarn store owners are responding and adapting to keep the state’s yarn enthusiasts, sewists, kuspuk makers, and others supplied with the textiles they need.
Big Box Closure Opens Room for Dreams
For Kaler, the idea of starting a shop specializing in garment fabrics crystalized when she heard of the
Christi Foist
Joann’s bankruptcy in early 2024. A self-described “serial crafter,” she’d spent years talking about her dream to open a store. But “there’s no way a small retailer could compete with a big box store with coupons,” she says.
Upon news of Joann’s bankruptcy, though, possibility emerged. “All of my friends said, ‘Here’s your opportunity,’” Kaler recalls. By the time the Anchorage Joann’s store was liquidating its inventory, she was ready to acquire the fixtures and cutting table. She’d already launched a website and started looking for a space to rent, but those capital investments solidified her timeline. By the end of May, Kaler had opened her second-floor shop with limited hours; by Thanksgiving weekend, she’d expanded to seven days a week.
Winter Solstice focuses on garment fabrics, including specialty fibers like
Polartec and satin. “I just couldn’t imagine living in a town that had no access to garment material,” Kaler says. “You have to touch it… You need to feel the stretch.”
In contrast to quilting, where woven cotton fabrics are typical, garment sewing involves many different fabric types with widely varied textures and properties. Knit fabric can hug the body, reducing the need for shaping techniques like gathers or darts, but it also comes with widely varied stretch—think of the difference between a boxy t-shirt and a pair of yoga pants. Garment fabrics can also involve many different blends, combining natural materials like cotton, linen, or wool with synthetics like polyester, Lycra, or spandex.
“For me, if you say it’s 73 percent blah and 22 blah and 1 percent, I
won’t know that is,” Kaler says. She believes sewists can only determine those things in person.
The Winter Solstice logo features an octopus with more than eight legs—a metaphor for the crafting process, for which one can never have too many arms. In keeping with that, the shop also stocks notions and yarn and has a class space Kaler hopes will empower new sewists and foster community. While she acknowledges the limits of her current space—“It’s not ideal, and it’s not accessible”— Kaler says having a place to start gives her a chance to figure out the business while building her customer base.
Joann’s closing also pushed Cynthia Nelson of Fairbanks to move forward with a quilting shop. “It was always my retirement dream,” she says. Then a local fabric shop, Northern Threads,
The needs of kuspuk makers motivated Ivy Spohnholz, the new owner of Cabin Fever Fabric, Fiber & Gifts in Downtown Anchorage, to triple its stock of rickrack trim.
Christi Foist
announced plans to close the end of 2025 after struggles to find a new buyer. That store eventually found one and will remain open, but Joann’s closure in May clinched Nelson’s decision to speed up her timeline. She opened an online store, Frozen Fabrics, in June, followed by a physical space in early August.
Frozen Fabrics stocks quilting cottons, batting, patterns, and kits. Nelson also added threads and other notions customers asked for. After Joann’s closed, “You couldn’t get thread in town or scissors or pins or bobbins or things like that,” she says. Despite her focus on quilting, she also added buttons. “That was a big request.”
Customer requests have also influenced some of the prints Frozen Fabrics carries. Nelson added military, firefighter, first responder, and police prints based on requests, as well as fleece.
Service for Locals
For Ivy Spohnholz, new owner of Cabin Fever Fabric, Fiber & Gifts in downtown Anchorage, kuspuk makers’ needs have driven several changes. The shop tripled its stock of rickrack trim, she says, and “sold more ribbon in the last five months than most of last year.” Spohnholz has also added more floral prints and designs that “really lend themselves well” to coordinating with the trims Cabin Fever sells.
Spohnholz, a former state legislator with nonprofit and public sector experience, was a few months into figuring out her next role when Cabin Fever’s founder Jana Hayenga announced her retirement and search for a buyer. Spohnholz, herself a knitter, took just a few months to decide she wanted to make Cabin Fever her next focus.
In 2023, Hayenga had relocated Cabin Fever—then a standalone
shop—and combined it with her two other businesses, Wooly Mammoth and The Quilted Raven. The consolidated shop has since served a mix of knitters, sewists (especially quilters), and tourists. To continue serving some of the store’s core customers, Spohnholz says she makes sure to always have a quilting expert on the premises. She’s also adjusted the store’s hours.
In 2026, for the first time, Cabin Fever is staying open during January and February rather than closing for the winter. “That’s a time when a lot of quilters are working on projects,” Spohnholz says. She’s also extended daily hours to 7 p.m. so more people can come by after work. “A lot of these shifts are in part about making sure that we can service Alaskans well,” she says.
Fiber N’ Ice in Wasilla focuses on hand-dyed, specialty yarns like superwash wool, so Joann’s closure
Yarn, thread, and fabrics at Winter Solstice Sewing and Crafts are geared for garment makers, in contrast to the woven cotton more typical for quilters.
Christi Foist
hasn’t affected owner Denise Morrison as much. She’s considering adding some cotton yarns, though, since she’s getting more requests for them.
For Morrison and Kaler, adapting to customer needs includes use of fibers beyond their core customers. Morrison says she’s had customers come in looking for wool to cover a beehive. And Kaler hopes to help address villagers’ needs for casket-lining material, often satin, that she believes no other Alaska shop stocks
Customers might not even realize all the needs that craft shops can fill for them. Maybe someone blamed themselves for a bad first project but really the sewing machine needed a tune-up. Or maybe they gave up on garment sewing because of a fabric-
pattern mismatch. “I think there are more people that want to [sew garments] than people realize,” Kaler says, citing Renaissance fairs and cosplay enthusiasts. “My goal is to create this community space.”
In addition to classes, Kaler wants to add monthly sewing drop-ins, where people can bring their projects and learn from each other. “When you sew with people, you’re also picking up tips and tricks,” she says. “I really want to empower everybody to do whatever garment is their dream garment, because everybody has some ‘dream’ something.”
Yes, sewing your own garments “takes a little bit longer, takes a little patience, takes some learning curves,” Kaler acknowledges, but she’s confident that, with help, more people will also find it rewarding.
“It’s amazing how much people don’t know what’s in their own community… Every day I have somebody say,
‘I didn’t know someone was here, selling yarn.’”
Denis e Morrison Owner Fiber N’ Ice Alaska Hand Dyed Yarns
Overcoming Small Business Challenges
Starting or acquiring and then operating these small businesses involve their own learning curve— for both owners and customers. At Frozen Fabrics, Nelson says she’s had to learn how fabrics get made, distributed, and sold. “I didn’t realize what it was going to take to actually order fabrics and notions and things like that,” she says.
Different distributors sell different fabrics. Nelson says she’s had customers ask about certain prints that her distributors might not carry. Some fabric designs also get printed in limited, one-time runs, which affects cost and availability.
One distributor Nelson works with, Riley Blake Designs, offers some lower-cost fabrics, but they’re usually older designs. Other distributors may take orders months before the fabric ships.
Most fabrics also get printed or dyed outside the United States, which means tariffs increase costs.
“Three of my quilt companies have all increased my tariff rates,” says Nelson. Still, she’s learning how to take advantage of discounts in the ordering process.
Furthermore, because she’s so immersed in the ordering details, Nelson can tell her customers more about certain fabrics she carries.
“When people come in and they ask about certain collections,” Nelson says, “I’m able to tell them who the designer is… why they design the way they do, things like that. That’s been really fun.”
All three women also must weigh customer needs against
“When people come in and they ask about certain collections… I’m able to tell them who the designer is… why they design the way they do, things like that. That’s been really fun.”
Cynt hia Nelson Owner, Frozen Fabrics
their available space and budget. Spohnholz might add thread at Cabin Fever, but she might have to exclude something else to make room in the shop. Sewists usually like to match thread to fabric, which requires a wider range of colors and thus more display space. Some thread suppliers have also experienced supply chain issues. Nelson says an order she placed months ago for Gutermann thread—a German brand that makes its thread in multiple countries— hadn’t shipped to Fairbanks as of December.
Stocking the rainbow is also more complicated when it comes to niche items. Kaler says she had a customer come in asking for green taffeta, a stiff fabric often used in formal wear. “I can’t have all the colors of taffeta right now,” she says. “I can’t do this unless people
shop and tell me what they want and put things on the wish list and have patience.”
Evolving Craft
That’s part of the post-Joann’s learning curve for customers. The chain’s demise, Corbett says, “forces artists to support local, but then of course if there’s items they don’t necessarily have—we’re in Alaska. Everything takes time to ship.”
Online retailers might offer lower prices, but they can have their downsides. An online seller might ship two yards of fabric as two oneyard pieces rather than a single, two yard-long piece, which might not be evident while ordering. The colors in the picture might look different, and the ease of online returns varies greatly by seller.
For crafters, these differences might mean budgeting more time to get creative or to scrounge around. “It’s amazing how much people don’t know what’s in their own community,” says Morrison. “Every day I have somebody say, ‘I didn’t know someone was here, selling yarn.’”
As Alaska shops and textile artists adapt to a post-Joann’s world, the creativity inherent to these fiber arts demonstrates a way forward. “Evolution is key to the survival of quilting,” Spohnholz says. She cites how what began as a way to resourcefully use precious fabric scraps has evolved into a hobby now often associated with leisure. The materials, tools, techniques, and even motives of these arts may change, but the humanity, variety, and possibility remain.
Conference Amenities
Alaska’s urban hosts have it all
By Vanessa Orr
Wh en a company chooses to hold a conference or meeting in the 49th State, they’ve not only accomplished their goal of getting people together to talk business but also provided lifelong memories for all participants.
Not only do Anchorage, Fairbanks, and Juneau offer their own unique yet incomparable scenery any day of the year, but the local convention and visitor bureaus go out of their way to ensure that meetings exceed conference planners’ expectations.
Pick a City
Most people think of Anchorage when they consider hosting a conference in Alaska, mainly because of its accessibility.
“Everyone is able to get here pretty conveniently,” says David Kasser, senior vice president of sales at Visit Anchorage. “We also have plenty of inventory, whether you’re talking hotel rooms, meeting spaces, or event spaces. We can offer conference participants a variety of activities, from taking a boat excursion on Prince William Sound to flying over a glacier.”
Conferences can also be held in Fairbanks year-round, though Scott McCrea, president and CEO at Explore Fairbanks, says April and October are prime months to hold events. “Those are softer months for visitation, so bringing up meetings and conferences during that window provides a welcome economic lift and helps reinforce Fairbanks as a yearround destination,” he says.
McCrea credits the “lure of the destination” for making conferences in the Golden Heart City a success. “Not only do we have the facilities that conference planners need, but we also have the beauty of Interior Alaska, the midnight sun in summer, northern lights season, incredible winter experiences, and more,” he says. “There’s so much to attract people here, above and beyond coming to a meeting, and those experiences can vary greatly depending on the season that they visit.”
Juneau is also a prime location to hold a conference or convention, as the historic mountain town is a shorter flight from Seattle.
Major Venues
Larger conferences in the capital city are often held at Centennial Hall Convention Center or Elizabeth Peratrovich Hall, yet Juneau also offers smaller hotel meeting spaces. Centennial Hall houses 17,000 square feet of rentable meeting space, including up to seven meeting rooms and a 12,389-square-foot divisible ballroom. It also offers a commercial kitchen, lobby areas, and professional service staff. Located on Juneau’s downtown waterfront, the newly
“Juneau offers breathtaking views and a safe, walkable downtown,” says Heather Collins, event and group sales manager for Travel Juneau. “Its relaxing and picturesque environment is enhanced by incredible locally owned restaurants, bars, a brewery, and a distillery, all within walking distance of downtown hotels and conference venues.”
251 modern guest rooms and suites
Crimson restaurant open for breakfast, lunch and dinner
Canteen coffee and gift shop
Undertap Brewery (coming soon)
5,000 square feet of meeting space (including an open-air terrace)
The Official 2026 Anchorage Iditarod Headquarters
renovated center is close to hotels, restaurants, and shopping.
Elizabeth Peratrovich Hall offers more than 6,000 square feet and can host up to 1,168 people for conferences, meetings, receptions, and banquets. A short walk from the Downtown Historic District, the newly renovated facility is available for daily, half-day, or multi-day rent, and is equipped with a state-of-the-art audio and visual system. Meal service is available through Smokehouse Catering, and Sacred Grounds Café is located across the street for coffee breaks or small breakout sessions.
Conferences in Anchorage are big business; in 2025 alone, the city booked 583 events (and 149,000 hotel rooms) for an estimated economic impact of more than $117 million.
Conference planners have access to venues of every size, including the city-owned Dena’ina Civic and Convention Center and the William A. Egan Civic and Convention Center.
The 85,000-square-foot Egan Center, built in the ‘80s during the oil pipeline boom, has undergone major renovations since its inception.
“We keep the building in great shape through continued investment,” says Kasser, noting that in-state planners particularly like the Egan Center because it contains many breakout areas that allow smaller meetings to run concurrently.
The Dena’ina Center, which opened in 2008, was designed to take advantage of Anchorage’s mountain vistas. “The construction takes advantage of natural light, which helps restore people’s energy after a long day of meetings,” says Kasser, referencing the giant skylights
Fairbanks hosts events and conferences throughout the year and is routinely the host city for the Alaska Travel Industry Association’s annual conference.
Jody Overstreet
Opening in 2024, the 8 Star Events Center in Fairbanks is the city’s newest event venue, and owner Jonathan Huff continues to develop the property.
8 Star Events
The Fountainhead Antique Auto Museum in Fairbanks provides a unique backdrop for meetings, conferences, and other events. Explore Fairbanks
above the third-floor large meeting room. “The building itself is designed to be viewed from the inside out; though the exterior looks boxy, inside it’s an amazing space.”
Kasser adds that the center also pays tribute to the Dena’ina people, who have called Southcentral home for more than 3,000 years. The décor includes Alaska Native artwork and interpretive signs that educate visitors about Indigenous culture.
Fairbanks is especially looking forward to the 2026 conference and meeting season now that the city has more space than ever to host visitors. “Before, we didn’t have the proper convention space, especially for larger groups,” says McCrea.
“While we’ve been able to utilize the 5,100-seat Carlson Center, it’s really a sporting facility and not a true convention center space. We’ve also utilized the Westmark Fairbanks Hotel and Conference Center, but it does have capacity challenges, topping out at 400 attendees.”
Golden Heart Transplant
Fairbanks will soon be home to a new meeting option in the former site of the Fountainhead Antique Auto Museum. The museum is merging with the Pioneer Air Museum, leaving room to create a 30,000-square-foot, 950-person conference center.
The museums relocated in 2025 to the former Kmart building, also partially occupied by an Amazon delivery station. That left the former auto museum, part of the Wedgewood Resort on the north side of Fairbanks, available for redevelopment.
“The conference center will have access to all of Wedgewood’s amenities, including a massive new commercial kitchen, hotel rooms, additional venue space across the Wedgewood Resort campus, and full staffing from catering, to AV, to planning,” explains Daniel Cerny, marketing coordinator for resort and museum owner Fountainhead
Development. He says the goal is to open the center in winter 2026.
“As with any project, we’ve been hamstrung with access to materials,” he says. “We were supposed to close the current museum at the end of December, but we’ve been waylaid by materials shipments, so it is not closing unti l the end of March.”
While many organizations already use the museum for parties and meetings, Fountainhead wants to expand to create an all-inone place for weddings, events, meetings, and conference.
Meanwhile, on the south side of Fairbanks, a former church is set up as a 26,000-square-foot conference center. In 2024, Jonathan Huff, owner of 8 Star Events, bought the 11-acre property and renovated the interior.
“The fact that we have different sized rooms is a great asset,” he says. “Our main room is 10,000 square feet and can fit 520 people, and anything below that is gravy; they have a lot of space to move around.” The conference center can host anything from a small party of 10 to 20 people to events of up to 950 guests.
The main room features a builtin stage, full concert lighting, and a sound system provided by Alaska Universal Productions, another company Huff owns. “Because we are a full production company, we can provide the technology an organizer wants, whether that’s Zoom meetings, full two-way calling, or broadcasting the meetings to attendees outside of Fairbanks,” says Huff. “We can also provide one to twenty cameras or inputs, and can output to different things all at the same time. We also have dedicated high-speed internet.”
Huff also created a full catering company to serve the venue, which has already provided more than 20,000 meals since the center’s inception. “We have four servers for every thirteen to fifteen tables, so all of the tables are served at the same time,” says Huff. “We can
The Willam A. Egan Civic & Convention Center in Anchorage was recently revitalized through a multi-million-dollar project that preserved the eight 40-year-old Ficus trees in the lobby.
Visit Anchorage
The Dena’ina Civic & Convention Center in Anchorage has three floors, each with a variety of options for hosting meetings and events.
Chris Arend
The Golden Heart Plaza in Fairbanks is the anchor location for the annual Midnight Sun Festival and hosts other events including farmer's markets and music.
Explore Fairbanks
serve 520 people in 15 minutes; it’s almost a show, really.”
In addition to the interior renovations, 8 Star Events is currently working to develop the back half of the property into an outdoor event space.
Extended Stays
No matter where planners choose to hold their event, accommodations are easy to come by, as Fairbanks boasts 2,800 hotel rooms as well as numerous lodges, short-term rentals, and vacation rentals. Some of its summer-only properties open during the off-season if more capacity is needed.
In Alaska’s largest city, conference participants rarely have trouble finding places to stay, as Anchorage has more than 8,700 hotel rooms and is adding more. They range from anchor properties such as the Hilton, Marriott, Sheraton, and Hotel Captain Cook to smaller boutique properties such as the Historic Anchorage Hotel and the newly renovated Wildbirch Hotel.
The Hilton Anchorage, which is the largest Downtown hotel with more than 600 rooms, underwent a full transformation this past year. “You wouldn’t think that it was the same property,” says Kasser. “You walk in the lobby and it has a brighter, more contemporary design.”
Apart from hotels, Anchorage meeting venues include the Anchorage Museum and the Alaska Native Heritage Center, as well as a variety of restaurants that provide space for group dinners.
“Anchorage has a celebrated food scene; we have people from
all over the world here, and that’s represented on our menus,” says Kasser. “When people leave Anchorage, they say that one of the big things they miss is the quality and variety of food.”
Some favorites he mentions—just within a few Downtown blocks—are Whisky & Ramen, Serrano’s Mexican Grill, Glacier Brewhouse, and 49th
State Brewing. Kasser adds, “We’ve done a buyout for an 800-person conference to have an entire building, including a rooftop bar with views.”
That’s the key to hosting meetings: offering experiences beyond keynote speeches and breakout sessions. Collins notes, “Juneau is such an exciting destination that it is especially common for conference
guests to extend their stays.” And Collins has observed that many attendees also bring their families.
According to Collins, visitors to Juneau can step away from conferences to enjoy whale watching, view Mendenhall Glacier, go flightseeing, take a helicopter tour, or fish for salmon and halibut.
“Guests also enjoy taking a ride on the Goldbelt Tram or hiking on our over 100 miles of well-maintained trails, many within walking distance of downtown hotels,” she adds.
“Both the state and city museums are downtown, and visiting the State Capitol Building is also a fun option. The Alaska State Museum is an excellent location for an offsite cocktail party.”
In winter, activities include skiing at Eaglecrest ski area, Nordic skiing, snowshoeing, or simply relaxing in a cozy coffee shop.
Collins notes that visitors to Juneau also like to immerse themselves in Alaska Native culture. The newly installed Kootéeyaa Deiyí (totem pole trail) showcases thirteen totems along the sea walk down to Mayor Bill Overstreet Park, home of the lifesized breaching whale statue, Tahku.
The Sealaska Heritage Institute houses rotating displays of both ancient and modern Northwest Coast art pieces, as well as regional artists creating new works. At the top of the Goldbelt-Mt. Roberts Tram, visitors can find a wealth of Northwest Coast art, as well as watch a short cultural video about the Tlingit of Southeast Alaska.
Better Bureaux
According to Collins, Travel Juneau—the Juneau convention and visitors bureau—assists with events ranging from small meetings
to larger conferences of up to 500 people. The average group size is 176 attendees.
Explore Fairbanks works with meeting planners to coordinate with vendors and hotel partners, and the bureau helps on the service side, providing a welcome table and coordinating other activities beyond meetings.
“We do everything we can to bring them here—and once they’re here, we take care of them to make sure that their event is as successful as possible and that their attendees have the best time they can,” says McCrea.
Visit Anchorage helps planners make the most of their events, providing a list of services they can choose based on the size of their program and the activities they’d like to include. The bureau also provides registration assistance for meetings that come into Anchorage as well as greeters to welcome attendees.
Planners can also take advantage of Visit Anchorage’s digital assets to promote their meetings, and they may even request that a Visit Anchorage representative attend a meeting to present information on the destination.
According to Kasser, hosting a conference in Anchorage, and Alaska, has been shown to reflect a 20 to 30 percent bump in attendance over those held in other areas. These meetings also benefit city residents, as visitors to Anchorage pay a 12 percent hotel bed tax.
No matter which Alaska city an event planner chooses, their meeting or convention is sure to be a success in the 49th State, accomplishing business—and bucket-list—goals.
Fairbanks has hosted the Arctic Winter Games multiple times, most recently in 2014.
Explore Fairbanks
Summer is when Alaskans appreciate their natural surroundings, and winter is for appreciating the built environment. This also happens to be the month for National Engineers Week. Informed by physics, engineers draft practical schematics; inspired by their muse, architects craft imaginative blueprints. The resulting projects manifest the talent, teams, techniques, and tools that made them. For talent, we spotlight excellence in engineering and awards in architecture. Those accolades include one team, Nvision Architecture, which is endeavoring to build itself as well. Techniques vary depending on purpose, whether designing restaurants or a mental health clinic for military veterans. And for tools, we explore the compasses and theodolites that surveyors have used since ancient times.
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Contact Yukon Equipment to experience the power, intuitive controls and comfort that CASE equipment delivers. Be sure to ask about ProCare the most comprehensive, standard-from-the-factory heavymachine support program in the industry. And speaking of support, you can always count on us as your go-to resource for all your equipment needs.
Contact Yukon Equipment to experience the power, intuitive controls and comfort that CASE equipment delivers. Be sure to ask about ProCare the most comprehensive, standard-from-the-factory heavymachine support program in the industry. And speaking of support, you can always count on us as your go-to resource for all your equipment needs.
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DCash to Cannabis
Catalyzing cafeteria construction
By Scott Rhode
iners dedicated to El Green-Go’s needn’t worry about the popular food truck returning to Downtown Anchorage this spring. Although closed for the winter, “The food truck stays where it’s at,” says owner Tyler Howie. “We’re going to keep that location to focus on tourism,” namely the location on L Street near Snow City Café.
For enthusiasts who might not wish to venture downtown for vegan-centered Mexican fare, El Green-Go’s is opening a new location inside a former First National Bank Alaska branch at Northern Lights Boulevard and Boniface Parkway.
Brick-and-mortar food service is no mystery to Howie. “I’ve been an executive chef for about twenty years, so this is not new for me,” he says. “I was the chef who took over Ginger during the winter.” He’s been an executive chef and consultant for many Anchorage restaurants, mostly Downtown.
“We did a lot of the construction to make sure we could land someone like El Green-Go’s… To the chagrin of some of my investors; they weren’t too stoked about that, but as a result it made it really attractive to land El Green-Go’s.”
Will Schneider, Founder and CEO, Catalyst Cannab is Company
The new frontier, though, is East Anchorage. And so is sharing quarters with El Green-Go’s new landlord, Catalyst Cannabis Company.
Meet and Eat
“Not only does it work great to have tacos next to weed,” says Catalyst Cannabis founder and CEO Will Schneider, laughing at a joke he’s heard before, “but it’s also an underserved area in the community to have nice communal spaces where people can meet and eat.”
The retail shop opened in July after more than a year of renovation. Work continued into the second half of 2025 to convert the remainder of the former bank into a food court.
Schneider says he recruited El Green-Go’s to fill the space. “We did a lot of the construction to make sure we could land someone like El Green-Go’s. We spent a ton of money just to make sure there’s utilities on that side, bathrooms, and everything. None of that existed before, and I knew it would be a huge expense for a mom-and-pop startup,” he says. “To the chagrin of some of my investors; they weren’t too stoked about that, but as a result it made it really attractive to land El Green-Go’s.”
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Transform
Indeed, Howie was pleased with the landlord’s design approach. “We’re all natural colors, natural feeling, slat wood, stuff like that. Natural polished concrete for the floors,” he says. “We were right on the same page at the beginning.”
The food court also features a café operated by Chugach Mountain Roasters, which has retail locations in Spenard and Midtown and supplies coffee to other outlets such as Alyeska Resort and, as it happens, Ginger.
Schneider had hoped to host a juice bar, too, but there wasn’t enough square footage. Even so, with food, coffee, and cannabis under one roof, Schneider compares his combined space to the multi-tenant shopping center that Fire Island Rustic Bakeshop set up at Seventh Avenue and K Street.
That location served as an inspiration for Erin Hamilton, who led the design for Catalyst Cannabis.
“I definitely don’t copy; I try really hard to make things distinct,” she says. “But also, you know, it’s a gathering place. It’s a good place for meetings.”
Whether for lunch or dinner, the Northern Lights and Boniface area is short of hangouts. Hamilton says, “It felt like there was a need for some place like that. Healthy food, really good coffee, a glass of wine, you know, 5 p.m. after work.” Indeed, El Green-Go’s will have a beer and wine license.
And before work, Howie is devising a breakfast menu for El Green-Go’s. “We’re gonna be doing a cubano with smoked pork, and we’re adding corn cakes instead of pancakes,” he says. “We wanted to make sure we’re supplying an actual breakfast.”
Design Drives the Menu
Smoked food is a spe cialty at El Green-Go’s food truck, so the same
goes for the restaurant. “We were going to order this giant smoker from Texas, but shipping was almost half the price of the already $20,000 smoker,” Howie recounts. “So we got a local guy making it now, who actually made our smoker at our current location as well.”
He’s looking forward to having office space and a walk-in cooler. “Our walk-in cooler is the size of the food truck,” he notes.
Kitchen equipment dictates the menu. Case in point: Howie couldn’t afford to install a hood vent. “So we can’t be grilling and sautéing all over the place,” he says. Thus, “A big part of our process is we smoke the meat, so we don’t have all this fat and stuff in the air and everything a hood vent would be needed for.”
Smoking and then vacuumsealing prepped food controls fat splattering. “That’s allowed us to save a big chunk of change. If you’re
Where bank customers once cashed paychecks and paid mortgages, cannabis consumers can browse in an Apple Store-inspired showroom. Alaska Business
opening a restaurant, one-third of your investment is in the hood vent,” Howie observes. “It’s mind boggling when the engineer comes in and starts talking hood vent. ‘Wait, it’s gonna be how much? For just a hood vent?’ All my [other] equipment doesn’t cost that much; I can fill an entire restaurant with ovens and sauté stations… including my giant walk-in cooler! All that together doesn’t add up to what the hood vent would be.”
To put numbers on it, Howie recently refurbished the former Bubbly Mermaid champagne and oyster bar on D Street, restyled as Pearl. That bottom-story location would’ve driven vent installation to about $250,000 he says, and even El Green-Go’s would’ve cost about $180,000.
Air handling was also a major concern on the other side of the building. Schneider says mechanical design had to carefully collect, filter, and separate cannabis odors from the retail shop. Indeed, the funk on the sales floor is overpowering, but not even a wisp escapes outside the door.
Shared Language, Different Expression
The entrance to Catalyst Cannabis includes a roll-up garage door, which of course was not part of the bank branch. It’s meant to echo other Catalyst Cannabis locations in Spenard and Muldoon. Hamilton credits former colleague Marya Pillifant with that design flourish. Other elements of the shared design language include oversized posters. “And we did a really big botanical
“The old bank building on Northern Lights is a landmark I have been driving by since I was a child. Making it into something new and fun for the community resonated with me.”
Daniel H. Clift, Lead Architect, Determ ine Design
EST’D 1979
cannabis leaf like on the wall in Spenard,” Hamilton notes.
Yet each location has its own identity, by Schneider’s request. At the new shop, “They wanted it to be like an Apple Store, so that was kind of where we started,” Hamilton explains. “We were going for, like, spare and white.” That contrasts with the Spenard store, which has a more rustic and adventurous motif.
Design features carry over from the retail side to the food court. “Like the vertical wood paneling that’s in Catalyst,” Hamilton says. “We’re going to use some of that on the other side just to warm it up and maybe buffer some sound.”
The shop also inherits a unique feature from the former bank: the vault. “It’s so cool. It was kind of the focal point of the whole room,” says Hamilton. “It’s so shiny silver and
cool looking, although it’s a little disconcerting to go into it.”
Hamilton has been working with Schneider for years, as Catalyst Cannabis has grown along with its decade-old industry. “I really love working with a client like Will because he places trust in me, and he really just lets me go,” she says. “We’ve been working together for so long that we both understand what the Catalyst vibe is, so it’s really nice to have that kind of working relationship. I’ve had that with other clients too.”
Into the Gray Area
To be clear, Hamilton is not an architect; she’s an artist. “I do mostly brand identity and websites,” she says, “but it’s kind of expanded into everything, like interior design or, you know, merch and packaging.”
As the designer in charge of brand identity for Catalyst Cannabis Company, Erin Hamilton applied her eye for graphics to the exterior and interior finishes of the
Hamilton does collaborate with architects a lot; her design studio even shares space with one. And she’s found that her job tends to encroach on that profession. “If I’m the brand designer, then I need to have a seat at the table, you know, to make sure that it’s the right colors and the right graphics and the right signage,” she says. “It’s kind of turning into this whole extension of my practice, even though I would never say that I’m a commercial interior designer.”
Architecture and interior design are professional qualifications that Hamilton acknowledges she does not possess. “It definitely is stretching my skill set,” she says.
A certified architect must check Hamilton’s designs for technical details. For the Catalyst Cannabis project, for instance, the architectural design was by Daniel H. Clift of
Determine Design. “She created images and we interpreted them into plans. We worked together to transform her visions into plans,” Clift explains, crediting Hamilton with the concept and material finishes.
Conscious that she’s treading in a gray area, Hamilton once approached Clift at an event. She recalls, “I apologized if I was stepping on his toes. And he was like, ‘No, I really don’t want to do the design part. I just want to do the technical part.’ So it was kind of perfect.”
As Clift puts it, “I like working with Erin. I tend to be more the pragmatist. I try to solve problems; having someone challenge me or throw curve balls at me creates more interesting results.”
He looked forward to the Catalyst Cannabis project as an exciting challenge. “With Will’s attention to detail and Erin’s flair on the team, we could make something trendy happen to this old concrete shell,” says Clift. “The old bank building on Northern Lights is a landmark I have been driving by since I was a child. Making it into something new and fun for the community resonated with me.”
Budding Industry
Caution surrounding legalized marijuana sales affects part of the Catalyst Cannabis building: the former bank’s drive-through window. It’s blocked off because the retail shop can’t use it.
The Anchorage Assembly has deadlocked on an ordinance to allow cannabis retailers to sell to driveup customers. Schneider compares it to drive-through pharmacies;
opponents consider it tantamount to drive-through liquor sales, which are permitted in about thirty states but not in Alaska.
If the Assembly doesn’t budge, Howie says he’s ready to use the window for food sales, after some reconfiguration of interior walls.
Federal marijuana laws have also stood in the way. Clift observes, “The
project took a long time; we started design in early 2023. This was due largely to financial challenges. It is not easy to fund MJ retails.”
Even so, “We actually have a traditional bank loan with this, a construction loan, which is a lot of hoops for us to jump through because it’s cannabis,” Schneider says. “Between the bank loan
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and moving on other projects, it’s taken a long time for this one to come to maturation.”
In the second decade of legalized marijuana in Alaska, the industry’s frontrunners are graduating to landlord status. “Out of the three properties we own, this is the one that makes a decent cashflow because we will have a multi-tenant space,” Schneider says. “We still count on the cannabis side to foot as much of the bill as possible… but having a tenant pay rent really is helpful.”
In a saturated market—Anchorage has about one retailer for every 2,000 potential customers, Schneider estimates—Catalyst Cannabis is fortunate to be capitalizing its profits. “We’ve been able to pour money into reinvestment,” he says. “We’ve been focused on making a portfolio that has hard assets in it. The weed industry… could go away. It’s still federally illegal… but real estate is
here to stay. It’s nice to start putting that in the bank account.”
Schneider attributes his financial solidity to a strong brand. Hamilton agrees, noting that the brand influenced the physical design. “He started telling me about how he wanted to position Catalyst as more of an upscale place that was, like, safe for older professionals,” she says, “something that felt nice and safe for people who just might not feel as comfortable.”
Catalyst Cannabis has earned Best of Alaska Business recognition in 2021, 2022, 2024, and 2025 from its loyal fanbase, not just for its products and services but for its ethos, which stands for catalyzing community.
Crossing Over
When a “Best Food Truck” category was added to the Best of Alaska Business survey in 2023, El GreenGo’s made the grade, having already
been named by Food Network as the Best Food Truck in Alaska. Putting down roots in a restaurant could qualify its vegan burritos and North Carolina barbecue for new categories of honors.
On the longer horizon, Howie envisions El Green-Go’s as a franchise chain, a healthier option than most other fast food. “All of our sauces are made vegan so everything can cross over,” he explains. “There’s not enough vegans in town to support a restaurant that’s fully vegan, so you have to be fully vegan but you also have to be able to cross over.”
He expects to open another restaurant location in a few years. “We’re building another one after this,” says Howie. “Might even do one out of state.” He sees a market for his menu in his home state of North Carolina.
For most of 2025, his wife was running El Green-Go’s while Howie was occupied with Pearl. Where Bubbly Mermaid was cozy and funky, Pearl is as classy as a flute of champagne, with Art Deco flourishes combined with Charleston charm. The nautically naughty speakeasy is gone, filled by an enlarged kitchen. Howie hopes to add a banquet room next door.
As big a development as El Green-Go’s expansion to East Anchorage has been, Howie admits he’s passionate about oysters, so Pearl has divided his attention. “I was really excited to get this place up and going,” he says. “Of course, we knew this was going to open the same year. So I go, ‘Okay, well, do we actually try to pull this off?’ But the location that Will’s got is just so perfect.”
Tyler Howie (right) is busy installing kitchen equipment in the new El Green-Go’s restaurant, leaving chef de cuisine Mavi Alan Worrall (left) in charge at Downtown Anchorage oyster bar Pearl.
Alaska Business
Designed to Care
GDM brings history of service to VA clinic
By Jamey Bradbury
Na tural light pours through windows that frame the Chugach Mountains and into the newly expanded US Department of Veterans Affairs (VA) mental health clinic at Joint Base ElmendorfRichardson (JBER). Rooms are intentionally arranged to feel open, not clinical. The color scheme is warm. It’s a space designed to calm and soothe—a place where healing feels possible.
For architectural and engineering firm GDM, a servicedisabled veteran-owned small business (SDVOSB), the project was more than a typical expansion and remodel.
It was a challenge in balancing clinical needs with pleasing aesthetics.
It was also an opportunity to fulfill a personal mission.
“I really want to provide excellent service to veterans,” says GDM President Will Gordon, a disabled combat veteran himself. “My mother worked at the VA hospital for thirty years. When she couldn’t find a babysitter, she’d bring me to work and sit me down somewhere. Ever since then, I wanted to be part of something like this.”
Gordon and his business partner, GDM Vice President and COO Conrad Chandler, purchased the company in late 2024. Their first year of ownership overlapped with the final phases of the mental health clinic expansion, a project that required nearly three years of construction and extensive collaboration with VA clinicians and leadership. What emerged was a modern, welcoming facility designed to meet the evolving needs of Alaska’s military veterans.
Origin Story
As a kid tagging along to his mother’s work, Gordon says, “I would think, ‘I want to do what my mother does.’ But for me, it went a different direction.”
Gordon enlisted in the US Army in 2007, and in 2008 he deployed to Kuwait and Iraq, providing convoy security operations. After sustaining injuries during his deployment, he returned to the states to focus on his education, eventually reclassifying to become a chemical, biological, radiological, and nuclear specialist. He concluded his military service in 2015, but he retained his focus on supporting other veterans.
Meanwhile, Chandler, an engineer, was working under a three-year contract supporting the facilities team at the Alaska Department of Military and Veterans Affairs.
Jamey Bradbury
The experience gave Chandler a firsthand look at how to design with veterans in mind.
“It’s meaningful work,” he says. “I learned a lot about all the nuances in these active VA hospital environments and their workflows.”
VA work eventually brought Gordon and Chandler together. A friendship grew, and then a partnership: the two teamed up to buy GDM, a firm that
performed the fire protection design. Kramer Gehlen & Associates of Vancouver, Washington, provided structural engineering.
“With that team, we were able to prepare a design that met the VA’s goals of expanding capacity for mental health services, improving patient privacy, and creating a modern therapeutic environment that met the VA’s design guides for mental healthcare,” Chandler says.
The addition included individual counseling rooms, telehealth suites, exam rooms, group therapy spaces, and collaborative work areas for VA staff.
But the design intent went far beyond square footage.
“A lot of the client’s goals centered around controlled access and safety requirements for mental healthcare, without creating too much of an institutional feel,” Chandler explains. “Balancing those objectives was a major design challenge.”
The solution required repeated engagement with the people who would eventually use the space: clinicians, mental health providers, administrators, and facility managers.
“It was a totally collaborative approach,” Chandler says. “We had multiple user-group meetings,
onsite planning sessions, and design workshops to understand what the end users truly needed.”
GDM’s extensive history of providing design and engineering work for VA facilities brought a unique understanding of the balances that must be struck when approaching a project like this one: no matter how beautiful the design, it still has to meet safety and security standards.
“When designing a mental health facility, you want it to feel warm and welcoming,” Gordon says. “Colors matter. Materials matter. But you also have to meet code, safety requirements, design-guide criteria. Putting those together in a way that works for everyone—that’s the challenge.”
Environmental Issues
The very first obstacle GDM had to address was the expansion’s footprint. While the clinic needed additional space, the VA didn’t have the property for it. Negotiations with JBER led to the acquisition of land from the Municipality of Anchorage that the VA would lease from the base in order to make its plans a reality.
The new building addition would also displace a significant amount of parking, so GDM phased the project to complete a new parking area prior to starting construction on the addition.
Seismic resiliency and the interaction between the existing building and the new structure provided the design’s most technical hurdle.
“We had to account for differential movement between the two,”
Mechanical engineering of the clinic's air-handling system was part of the in-house services that GDM provided, in addition to architecture and civil engineering.
Jamey Bradbury
Chandler says. “In Alaska’s seismic zone, the way these buildings interact during an earthquake is critical. There was a lot of coordination required between the architectural and structural design teams on the seismic joint between the buildings.”
Inside the building, Chandler wanted to capitalize on access to natural light. Floor-to-ceiling windows invite daylight and mountain views. But sunlight—even during Anchorage’s short winter days— brings its own challenges.
“When you have open sunlight hitting materials, it can create reactions with volatile organic compounds (VOCs),” Gordon says. “That can cause odors or make people feel unwell. You have to be thoughtful about carpets, couches, everything.”
Years of environmental health experience at the VA taught him how easily a beautiful space could become a complaint. “You’ll get a phone call from a nurse who doesn’t feel well and doesn’t know why,” Gordon says. “Usually, they’re in a room with so much sunlight, and all these materials are interacting with each other. So [in our design] we specify green materials without VOCs to avoid those issues.”
The clinic also required specialized acoustic treatments, especially in telehealth rooms and group therapy spaces, where privacy and sound control are paramount. Acoustic wall panels provide sound-dampening in those rooms, and privacy-screening millwork at the waiting and check-in areas make clients feel comfortable and protected.
INNOVATIVE PROFESSIONAL SOLUTIONS
GDM completed a new parking area in an early phase, anticipating the displacement of other parking by the new building addition.
Jamey Bradbury
A Growing Need
Designing for a federal facility adds layers of physical security requirements, including vehicle standoff distances, controlled access, and secure entry points.
“One of the biggest design constraints is balancing the footprint you need with the setback requirements,” Chandler explains. “We want to minimize impact to the parking and existing services but still meet all the physical security standards.”
Within those restrictions, GDM prioritized creating spaces that feel human, not clinical. That’s part of the firm’s broader design philosophy: safety first, but never at the cost of dignity or comfort.
Alaska is home to the highest concentration of military veterans in
the country; nearly 10 percent of the state’s residents are vets, compared with 5 percent of the population nationwide. The Alaska VA healthcare system serves more than 38,000 veterans statewide—a number only expected to grow as military recruitment numbers have gone up since 2024.
Many of those veterans will require mental health services.
“Especially with the post-war veterans from Iraq and Afghanistan, mental health is a huge priority,” Gordon says. “We designed this space anticipating future growth.”
At the ribbon-cutting ceremony, Gordon saw the impact of the GDM’s thoughtful design firsthand.
“Everyone was pleased,” he says. “The staff are grateful. The veterans like it. People finally have
the space they need to do their work comfortably.”
The expansion also resolved everyday pain points for clinicians and staff. Flexibility to meet growing demand is built into the treatment spaces, which can be reconfigured as needs evolve.
“Before, it was a much smaller clinic,” Chandler explains. “Now people have their own office or workstation. Having your own space—it really matters.”
For Chandler and Gordon, this project was about honoring the veterans they’ve spent their careers supporting.
“Veterans deserve places like this,” Gordon says. “Spaces that help them feel calm, safe, and taken care of. We’re grateful we could help make that happen.”
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The Quiet Professionals Surveyors rule Alaska’s challenging miles
By Terri Marshall
The simple act of measuring land becomes an exercise in endurance, ingenuity, and precision. Surveyors work across a landscape unlike any other in North America, with unpredictable mountains, ever-changing rivers, and permafrost that can move a marker from season to season. From remote Arctic tundra to dense coastal forests, Alaska’s sheer size and unpredictability demands more than technical expertise.
Setting primary monuments (30-inch-long pipes with caps) in permafrost is particularly cumbersome. “What that entails is digging through the ice to set the monuments,” explains Eric Gabrielson, lead land surveyor for Design
Alaska. “One monument can take as much as nine hours.”
Based in Fairbanks, Design Alaska has been involved in the planning, design, and construction of urban and rural facilities in Alaska for more than fifty years. One of the company’s greatest strengths is its multi-disciplinary experience in the Arctic, subarctic, and coastal regions of Alaska.
Those coasts are no picnic either.
“Some of the most challenging terrain I’ve worked in is areas with heavy forest cover in regions like Ketchikan,” says Casey Witt, survey manager for Kuna Engineering.
“These areas often interfere with GPS consistency.
You’ve got all these trees, and you’re usually walking around in the rain on ground that isn’t flat.”
Kuna Engineering has become a trusted provider of surveying and engineering services since it was formed in 1981 in Utqiaġvik. A subsidiary of NANA regional corporation since 2005, Kuna utilizes advanced technologies to deliver a comprehensive ra nge of capabilities.
The work of Alaska’s surveyors is foundational to nearly every major project in the state. Community infrastructure, energy facilities, housing developments, roads, and pipelines all begin with accurately drawn lines.
Combating the Challenges of Alaska’s Terrain and Weather
Challenges routinely arise throughout Alaska’s landscapes, but an unexpected weather event can compound them. “The most challenging environment I’ve personally surveyed was the coastal village of Hooper Bay on September 17, 2022, as Typhoon Merbok made landfall,” recalls Gary Gervelis, survey manager for LCG Lantech. “I was standing on the airport runway, barely able to keep from being blown off my feet, when a plane from Fox Air landed in conditions that can only be described as incredibly skilled—perhaps miraculous. By the time we reached Bethel, roughly 150 miles to the southeast, videos were already circulating on Facebook showing homes being swept away. What stays with me most is not just the storm, but the people of Hooper Bay—their calm, resilience, and ability to come together as a community in the face of devastation. It remains a humbling experience.”
Founded in 1993 to support rural communities, LCG Lantech is an Anchorage-based firm offering architecture, engineering, and surveying services throughout Alaska. The team has completed more than 1,250 diverse projects, including housing, medical facilities, schools, infrastructure, and waterfront structures.
Even without storms, Alaska’s weather poses its own challenges; for example, cold weather interferes with battery-operated equipment.
Keeping survey equipment operational is key in those situations. “If our equipment’s not working, then we’re not working,” says Witt. “We do our best not to have equipment failures and always bring back-up.”
Technological advancements have significantly impacted surveying in Alaska. “The State of Alaska’s real-time GNSS [global navigation
satellite system] network, ACORN, has dramatically reduced the time and cost of nearly all types of surveying across the state while also increasing accuracy. Its impact cannot be overstated,” says Gervelis.
Surveyors also benefit from advances in consumer communications. Gervelis says, “Starlink has also been transformative.
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“When I learned that surveyors get paid to walk around in the woods, solve math problems, and draw pictures, I knew that was a career invented just for me.”
Gar y Gervelis Surv ey Manager LCG Lantech
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It has connected remote locations to offices and data centers and is a critical enabler of ACORN in areas where traditional communications were previously impossible. Beyond technical benefits, this connectivity allows us to communicate directly with remote villages—often through village Facebook pages— to coordinate schedules, request local assistance, arrange lodging, and secure vehicle rentals such as ATVs and snowmachines.”
In addition to GNSS and Starlink, aerial and aquatic drones equipped with LiDAR, sonar, and photogrammetry have revolutionized data acquisition. These tools allow surveyors to collect data faster and more safely in environments that were once extremely difficult or dangerous to access.
Bring a Book
or more. Those working in coastal and Yukon River villages frequently adopt Indigenous solutions, such as seal skin hats and gloves, and qiviut yarn hats, which are about eight times warmer than wool by weight and exceptionally soft.”
Across all regions, surveyors learn the importance of staying hydrated and well-fed to maintain core body temperature. “Staying connected to updated weather forecasts is critical, as getting stranded is not unusual,” explains Gervelis. “We carry reading material, water, food, alternate heating sources, and, just as importantly, patience.”
Due to the remote worksites, surveyors rely on village residents for lodging, meals, and local transportation. “Communication is our number one focus,” says Gabrielson. “Talking before we get there lets them know the scope of our work, what we’re going to need, and how they can help.”
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Faster data collection lets surveyors get more done in a day, but those days are still long due to the demanding landscapes. “Most of the time when we go out to the field, we try to do 12-hour days to make the most of our time while we’re out there,” explains Witt. “If we’re having equipment issues, or if we’re doing construction-related surveying and the contractor needs us to get out ahead of them, we’ll put in 14-hour shifts.”
Preparations vary significantly by location. “In the northern and coldest regions, surveyors don’t dress to be comfortable; we dress to stay alive,” says Gervelis. “Surveyors working on North Slope oil projects often rely on extreme cold-weather gear, including parkas that can cost $1,500
Respect is also a top priority. “We communicate with village leaders before, during, and after every project,” says Gervelis. “We view our work as a partnership with the village, and our success is deeply dependent on the people and leadership of each community.”
Who Licks a Tripod?
Surveyors often share their worksites with moose wandering through brush, bears fishing nearby streams, and curious caribou crossing open ground without warning. These encounters are a constant reminder that nature sets the rules in Alaska. Working safely and accurately means staying alert.
When it comes to the dangers of interactions with Alaska wildlife, stories of bear encounters top the headlines. “Bears have severely mauled several of the surveyors I’ve known, and it seems that most surveyors have a bear story of some type,” shares Gervelis. “I’ve been afraid of bears since I was a kid. My uncle’s sporting magazine had illustrations of huge bears towering over small hunters with tiny guns that looked like my BB guns! Since Alaska is the bear capital of the world, I chose to take a bear defense class.”
Although Witt routinely sees bears while surveying, he’s been fortunate not to have a close encounter. “You always see bears out in the distance, but they haven’t ever bothered me. But I do carry bear spray,” he shares. “The animals that have messed
with my survey work the most are the curious young moose. We were working on a power alignment through the woods when a couple of young moose followed us for most of the morning. They finally became curious enough to approach our instrument, which was mounted on the tripod. They sniffed it, licked it, and then walked away.”
Gabrielson had a very unusual wildlife encounter while surveying for a gold camp in the Brooks Range. “My coworker walked up the road to get the pickup truck, and when he was driving it back to pick me up, there was a bear in the middle of the road. He honked the horn, and the bear ran down the road and around the corner directly toward me,” he recalls. “I hid under a rock, but the bear was charging down the road so fast
that it jumped over the rock. From my viewpoint, I could see the entire underside of the bear!”
Charting the Path
Gervelis, Gabrielson, and Witt all traveled different roads to their careers as Alaska surveyors.
When Gervelis was a child growing up in Ohio, he was introduced to surveying by a neighbor who was both a farmer and a surveyor, and who was kind enough to let the neighbor kid check out his survey equipment. “In school, most of the kids hated math problems, but I loved solving those problems,” recalls Gervelis. “When I learned that surveyors get paid to walk around in the woods, solve math problems, and draw pictures, I knew that was a career invented just for me.”
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Gervelis started his career in Ohio and later moved to Washington. “I met my current wife in Washington,” shares Gervelis. “She was born and raised in Alaska, and I knew if I continued dating her, I would end up moving to Alaska.” He was right. Gervelis has been in Alaska for eleven years.
Gabrielson also began his survey career early. “My father was the owner and president of a large surveying company on the East Coast,” shares Gabrielson. “I started working in the profession around 13 years old—I think my dad added me to his crews so he could avoid paying for a babysitter in the summer.” After several years of full-time surveying, Gabrielson earned an associate degree from Paul Smith’s College in upstate New York, followed by a bachelor’s degree in surveying from UAA.
Witt began his career as a civil engineer. “For my first job out of college, I went to work for a surveying firm that does civil engineering. The firm did 75 percent survey work and 25 percent civil engineering,” shares Witt. “I ended up getting enough survey experience that I qualified for a survey license in the state of Washington.”
About twelve years ago, when Witt moved to Alaska, his civil engineering license transferred, but his experiencebased survey license didn’t. He says, “I went back to school to finish out a couple of quarters of specific classes.” Witt graduated from UAA with a degree in geomatics and is now one of only thirty-two individuals in Alaska to hold both a civil engineering and a survey license.
Tips for Aspiring Surveyors
As Alaska continues to invest in energy development, transportation corridors, and resilient communities, surveyors remain the quiet professionals ensuring that progress is built on solid, precisely measured ground. But there aren’t as many as they used to be.
In 2000, Alaska had 389 licensed surveyors with an active license. “In 2025, we’re currently standing at 375 actively working in Alaska,” says Witt. “We’re always needing more people. But if someone does decide to be a surveyor in Alaska, I would tell them they need to really like the great outdoors.”
Gervelis suggests leaving expectations behind and approaching the work humbly. His advice: “Learn to watch and learn to listen. If you can do that, you may not only survive but truly prosper.”
Hours of work go into setting a monument that will serve as a benchmark.
Design Alaska
Outdoor survival and math are a surveyor’s two main skills.
Design Alaska
Casey Witt leads a training session with colleagues.
Kuna Engineering
Measurement tools are Space Age, yet the core of surveying as a profession is as old as Babylonian geometry.
Kuna Engineering
2025 Engineer of the Year Nominees
Compiled by Tasha Anderson
Every year, the local chapters of national and international engineering organizations nominate one engineer to represent them as a potential Engineer of the Year, as chosen by Engineers Week Anchorage. The engineers are nominated based on the quality of their work, their participation in the engineering and local communities, and other contributions they make to the profession. Below are the six nominees for the 2025 Engineer of the Year; the winner will be announced during Engineers Week, which is taking place this year from February 22 to 28.
Matt Olson
Nominating Association: American Society of Heating, Refrigerating and AirConditioning Engineers
Originally from Minnesota, Matt Olson came to Alaska in the summer of 2006 after graduating from St. Cloud State University with a bachelor’s degree in mechanical engineering. What began as a chance to explore the state quickly turned into a longterm commitment, and Alaska has b een home ever since.
Olson has spent nearly twenty years designing building systems for interesting and challenging projects
across Alaska. Now an associate and senior mechanical engineer at AMC Engineers, Olson brings a practical, handson approach to engineering and project management. His experience covers a wide range of new construction and renovation projects, with a primary focus on healthcare facilities.
departments, laboratories, pharmacies, cleanrooms, emergency departments, and specialty medical and imaging spaces. His experience spans new construction, phased and occupied renovations, LEED certified facilities, code compliance evaluations, master planning, construction administration, and commissioning.
A Certified Healthcare Constructor, Olson specializes in complex and highly technical healthcare projects, including hospitals, operating rooms, sterile processing
When opportunities present themselves, Olson shares his knowledge and experience with other medical field design professionals at both local and national conferences. He has presented on topics including compounding pharmacy design and regulatory compliance.
Olson particularly enjoys the technical design challenges often encountered within healthcare facilities. He is committed to providing safe, reliable, and operator/maintenance friendly mechanical design solutions for projects throughout Alaska.
Matt Olson
Brad Coy
Nominating Association: Institute of Transportation Engineers
Brad Coy is Anchorage’s municipal traffic engineer and Traffic Engineering Department director, where he leads a team that operates, maintains, and improves the city’s transportation system. Coy earned a bachelor’s degree in economics and a master’s degree in civil engineering from Brigham Young University and is a licensed Professional Engineer and certified Professional Traffic Operations Engineer.
In 2024 and 2025, Coy advanced several high-profile engineering initiatives in Anchorage, including protected bike lane pilot projects, a refresh of the city’s Vision Zero traffic injury reduction program, and a new Neighborhood Greenways program. His strong working relationship with the State of Alaska continues to be instrumental. Coy also spearheaded Anchorage’s effort to become a member city of the National Association of City Transportation Officials (NACTO).
Coy is actively engaged in professional leadership and service at the local, state, and national levels. He served on the Institute of Transportation Engineers (ITE) Alaska Section Board from 2021–2024, serves as the Roadways Focus Area Leader for the State of Alaska Strategic Highway Safety Plan, and chairs the Anchorage Metropolitan Area Transportation Solutions Technical Advisory
Committee. He is a member of the NACTO Designing Cities Conference Program Committee and is beginning his service as vice-chair of the ITE International Public Agency Council. Coy is also involved in the UAA Civil Engineering Advisory Council, regularly visits local classrooms, and organized the Engineering and Skilled Trades section of the Academies of Anchorage 2025 Freshman Career Expo.
Coy bike commutes year-round and enjoys outdoor adventures with his wife and five children.
Bryan McLellan
Nominating Association: Society of Petroleum Engineers
in Prince William Sound, skiing, and spending time in the Alaska outdoors with his family and friends.
Ken Pigg
Nominating Association: Institute of Electrical and Electronics Engineers
Bryan McLellan is a senior petroleum engineer with the Alaska Oil and Gas Conservation Commission (AOGCC), responsible for permitting oil and gas wells across the state and for enforcing AOGCC regulations. He is also the Orphan Wells Program manager for Alaska, responsible for implementing the Orphan Wells Plugging Program. He previously worked for BP, where he spent more than twenty years as a drilling, completions, interventions, and well abandonment engineer in Alaska, Norway, and Azerbaijan.
McLellan has a bachelor’s degree in chemical engineering from the University of Michigan and is a registered Professional Petroleum Engineer in the State of Alaska. He is married and has two children and two hunting dogs. He enjoys boating
Ken Pigg earned his bachelor’s degree in electrical engineering from Oklahoma State University. His diverse career has taken him all around the United States, most recently Alaska, where he has spent the past six years. He worked for twenty-two years in nuclear power generation, including electrical design work for eight commercial reactors and the Hanford N reactor. The last ten years in that field were spent on a team that acquired licenses to build new nuclear plants. Other experience areas include design for the largest molybdenum mine in the world in Climax, Colorado; technical sales of electrical distribution and control equipment; and IT equipment including cybersecurity, networking, storage, and backup systems.
Currently Pigg is a facilities engineer for GCI, which has more than 1,000 facilities across Alaska. Projects range from tiny villages to major networking hubs. Types of projects include satellite earth stations, wireless sites, central offices, communications shelters, and a major pipeline. His most interesting project was the firstof-its-kind addition of rubber bladders to a communications tower on top of a small mountain to
Bryan McLellan
Ken Pigg
Brad Coy
Pigg’s volunteer time has included the Oklahoma Society of Professional Engineers, Launch Alaska, and the Institute of Electrical and Electronics Engineers (IEEE). His IEEE volunteer roles included chair and treasurer in Oklahoma City, Eastern North Carolina, and Alaska sections. At the regional level, his service included treasurer for two regions and a conference. At the international level, he served on the board of Educational Activities, Finance Committee, and Conferences Committee. Pigg is currently serving as Past-Chair of IEEE Alaska and a third term as IEEE-USA treasurer.
Xuan Ta
Nominating Association: National Association of Women in Construction
led projects across healthcare, housing, education, government, and industrial markets, consistently delivering reliable, efficient, and client-focused solutions. Her work has taken her far beyond Alaska, including three tours at the South Pole as an on-site inspector for the US Navy, where she oversaw critical facilities and earned the Navy’s confidence for her precision and professionalism in extreme environments.
As a principal engineer and longtime mentor, Ta plays a pivotal role in shaping RSA’s next generation of engineers. She is known for her calm leadership style, thoughtful problem-solving, and unwavering commitment to high-quality design. Her career stands as a testament to resilience, technical excellence, and the vital contributions women make in engineering.
David Gamez
Nominating Association: American Society of Civil Engineers
Xuan Ta is a principal electrical engineer at RSA Engineering and one of Alaska’s most respected technical leaders, known for her four decades of expertise, mentorship, and dedication to advancing the engineering profession. Born in Vietnam, she immigrated to Alaska as a teenager in 1975. Ta learned English, excelled academically, and went on to earn a bachelor’s degree in electrical engineering from UAF in 1982—the only woman in her engineering cohort.
Ta joined RSA in 1988 as the firm’s first female electrical engineer and quickly established herself as a trusted expert in complex electrical design. Over her career, she has
degree in civil engineering from California State University, Fullerton, and has dedicated his career to advancing safe, efficient, and community-focused roadway systems. Gamez specializes in multimodal transportation design, traffic operations, and safety engineering. Over the past fifteen years, he has delivered projects for state and local agencies across the western United States, including preventive maintenance projects, major corridor reconstructions, roundabout design, and complex traffic signal upgrades. His portfolio includes more than eighty signalized intersection improvements in Alaska and Washington, along with engineer-of-record and project management roles on major Alaska Department of Transportation and Public Facilities and Municipality of Anchorage projects, such as urban highway interchanges and multimodal safety and mo bility improvements.
David Gamez is a licensed Professional Civil Engineer and certified Professional Traffic Operations Engineer with Lounsbury & Associates in Anchorage. He serves as the engineering group staff manager and project manager on a wide range of transportation projects. Originally from Southern California, Gamez moved to Anchorage in 2012 to pursue his engineering career and passion for the outdoors. He holds a bachelor’s
Beyond his technical work, Gamez is an active leader in the civil engineering community. He has served as president of the ASCE Alaska Section and continues to participate in statewide advocacy through the Alaska Professional Design Council. He also chairs the 2025 Report Card for Alaska’s Infrastructure and mentors students through the Anchorage School District’s Career & Technical Education programs to help develop Alaska’s future engineering workforce.
Outside of work, Gamez enjoys spending time with his family, competitive cycling, and exploring trails across the country.
Xuan Ta
David Gamez
Engineering Excellence Nominees
Compiled by Tasha Anderson
Th e Engineering Excellence Awards honor projects that demonstrate innovation, creative problem-solving, and how engineering has a unique ability to improve the world. The projects listed here are nominees for the 2025 Engineering Excellence Awards for Engineers Week Anchorage, and the winner will be announced during Engineers Week, which is taking place February 22–28, 2026.
Heartland Mat-Su Leachate Reduction
Coffman Engineers
The Matanuska-Susitna Borough Landfill Leachate Reduction Project addresses a critical need for sustainable wastewater management. Leachate, the liquid that collects at the base of landfill cells, was historically hauled to
Anchorage for treatment, an increasingly costly practice as the landfill expanded. This project introduces a local treatment facility that reduces operational costs, improves efficiency, and minimizes environmental impact.
Coffman Engineers provided civil, structural, mechanical, and electrical engineering for the leachate concentrator system. Civil design included grading, drainage, and site utilities. Structural engineering focused on the building foundation, load-bearing supports, and seismic restraints for major components, as well as racks for electrical gear and a pre-engineered metal building to house the process equipment. Mechanical and electrical design incorporated a new underground service and main distribution panel, delivering power to the concentrator
skid, HVAC systems, lighting, and heat trace circuits. Integration of these systems required precise coordination to meet operational and safety standards.
The facility uses methane from the landfill as its primary energy source, reinforcing sustainability while reducing dependence on external power. The system captures contaminants such as PFAS and zinc, protecting groundwater and surrounding ecosystems.
Since October, the concentrator has processed 600,000 gallons of runoff and is projected to save the borough approximately $270,000 annually. Funded through the Alaska Department of Environmental Conservation Clean Water Program, the $5 million project reflects advanced engineering and collaborative design.
Design began in 2023, and the ribbon cutting took place in November 2025, marking a major milestone in cost-effective, environmentally responsible waste management for the Mat-Su region.
Dowling Road and Seward Highway Interchange Reconstruction Lounsbury & Associates
The Dowling Road and Seward Highway Interchange Reconstruction project was part of a larger Alaska Department of Transportation and Public Facilities program to reconstruct the Seward Highway from Rabbit Creek Road to 36th Avenue to address capacity and safety, as well as to bring infrastructure up to standards. The program identified expanding the corridor
to six lanes and improving the interchange at Dowling Road as a critical improvement.
This project, derived from the larger program, included mainline expansion, a new bridge, major utility relocation, new roundabout terminals, pedestrian accommodations, and maintenance of traffic for approximately 70,000 vehicles per day. To match the mainline that had previously been constructed on either side of the interchange on the highway, the bridge over Dowling Road was replaced and the mainline was reconstructed from a narrow, substandard cross section to a fullwidth cross section that consists of six divided lanes, full-width shoulders, and median ditches. The project reconstructed the
interchange roundabout terminals, increasing their size and relocating Dowling Road to the north to increase capacity. The intersection contains Alaska’s largest multilane roundabouts. Rectangular, rapid flashing beacons were designed to aid with pedestrian and bicycle crossings.
During construction, the Department of Transportation and Public Facilities accepted a contractorproposed alternative traffic control plan. The as-bid traffic control plans had to be adapted quickly to close traffic on Dowling Road and still begin construction in May 2022. This change allowed the bridge to be built in nineteen weeks, the mainline to reopen in October of 2022, and the project to be finished a year ahead of schedule.
Bridging the Gap Between Marketing & Sales Why Alignment Matters More Than Ever
In many organizations, marketing and sales share the same goals but operate in separate lanes. Marketing builds awareness, shapes brand perception, and attracts potential customers through targeted messaging. Sales then steps in to turn that interest into action, nurture relationships, and guide prospects through the decision-making process. When these teams collaborate, they create a customer journey that feels intentional and aligned.
When I first joined Alaska Business, my role was marketing, where my focus was on messaging, branding, and awareness. After my first full year, something became clear: the most successful organizations are those where sales and marketing collaborate consistently and
intentionally toward the same goal.
As I learned more about how the magazine operates and began branching into sales, I saw how powerful alignment can be. Helping businesses craft strong marketing strategies and pairing them with clear, effective messaging naturally closes the gap between awareness and action. When a company communicates who they are, what they offer, and why it matters, leads aren’t just generated— they’re earned.
Bridging the divide starts with shared understanding. Marketing teams must know what a qualified lead looks like, and sales teams must understand the messaging foundation that sparks interest. When both sides review goals, refine messaging, and adjust tactics in real time, businesses reach the right
audience with the right message. At Alaska Business magazine, I have had the opportunity to help companies do exactly that. In a state where industries are diverse and relationships matter, aligning marketing and sales isn’t just smart—it’s essential for longterm growth.
Tiffany brings both expertise and energy to our team. She elevates our presence across social media platforms while leading exciting initiatives like giveaways, event appearances, and other creative campaigns. During tradeshow season, she loves connecting face-to-face.
The Lower Kuskokwim School District needed a new school in Bethel to replace the historic Kilbuck School that was destroyed in a fire in 2015. The new Ayaprun Elitnaurvik school is a 53,000-square-foot K-6 facility with classrooms, kitchen, stage area, and gymnasium. The new Yup’ik immersion program has a large gathering space and stage to showcase performances to the school and community, supporting the school’s mission of providing a high-quality Yugtun language education. New basketball courts both inside and out allow students to enjoy this popular regional sport. An indoor archery range and a climbing wall within the gym allows students to hone these unique and f un skills.
Most construction materials were barged up the Kuskokwim River. Design challenges for the project included the logistics of construction in western Alaska as well as the complex geometry of the structure, which features sloping walls and an irregular plan. To support the Lower Kuskokwim School District’s available funds, the building was designed so the gymnasium could be built separately if funding didn’t allow for the full facility to be built all at one time.
The new Ayaprun Elitnaurvik school met all the requirements of the Lower Kuskokwim School District—a constructable design that could withstand the climate of Bethel and provide space to celebrate the local heritage.
Dowling Road and Seward Highway Interchange Reconstruction.
Lounsbury & Associates
Ayaprun Elitnaurvik School.
Reid Middleton
Wayde Carroll Photography
AIA Alaska Project Awards
Compiled by Scott Rhode
The American Institute of Architects, Alaska Chapter (AIA Alaska) annually presents Design Awards for Excellence in Architecture to recognize projects that are exceptionally responsive to clients’ needs, above and beyond competent design. Three levels of awards are given: citations, merit prizes, and highest honors. AIA Alaska received seven submissions and selected five for awards that were presented at a November ceremony in Fairbanks. The winners best exemplify Alaska’s northern design requirements, sustainability, site context and sensitivity, and innovation.
Architects Alaska | ZGF
Alaska Native Medical Center Emergency Services Expansion
Steel is already being erected on a project that earned a citation for plans alone. The Anchorage-based firm Architects Alaska and the Portland, Oregon, office of ZGF designed a multi-story addition spanning the entire east side of the Alaska Native Medical Center (ANMC) main hospital building.
Architects Alaska notes that the approach demands precise coordination, early decision-making, and continuous collaboration because ANMC hospital services must remain fully operational. The first critical milestone was the design and construction of a temporary Emergency Services Department walk-in and ambulance entrance within an existing hospital wing, enabling uninterrupted patient care while permanent facilities are built, with completion scheduled in 2028.
Design partners include BBFM Engineers for structural engineering; AMC Engineers for mechanical and electrical engineering; Umiaq Design for civil engineering and design management; RWDI for acoustics, vibration, sustainability, wind, and enclosures; WSP for geotechnical services; Bettisworth North for landscape design; Introba for medical equipment; and Davis Constructors & Engineers is serving as construction manager. Awards judges commended the design for maximizing natural daylight and integrating local art and motifs. The firms are also praised for attention to detail, especially in patient spaces. The project has the potential to be submitted again as a built project.
Design Alaska
Qavartarvik Customer Lodging
Another citation goes to a healthcare facility, this time a completed building in Bethel, adjacent to the regional hospital. Design Alaska worked on the Qavartarvik Customer Lodging for Yukon-Kuskokwim Health Corporation (YKHC).
Judges noted the efficiency of the design, proper design for context, attention to detail, thoughtful use of materials, attention on “people spaces,” and “intelligent cooperation shown by YKHC in demanding and recognizing the highest architectural standards.”
Renderings of the Alaska Native Medical Center emergency department expansion.
Architects Alaska | ZGF
Qavartarvik Customer Lodging provides a place to sleep for Yukon-Kuskokim Delta Regional Hospital patients visiting from villages in the Bethel region.
Wayde Carroll
In the Yugtun language, qavartarvik means “a place to sleep,” and the customer lodging provides a place for patients and families to stay after they travel from more than fifty regional villages to Bethel for medical care. The 80,300-square-foot, three-story, hotel-style building provides 109 guest rooms, more than quadrupling the rooms available in the area. The first floor includes lounge areas and a large communal dining room, where local languages and traditions are honored to create a healing, welcoming environment
Design strategies emphasized durability, comfort, and cultural relevance. Wood elements at canopies, railings, and decks soften the industrial palette, while large windows and high-ceilinged public spaces bring daylight deep into the interior. The project involved a collaborative design process that included extensive charrettes and thoughtful engagement with YKHC and other stakeholders to meet both functional and financial goals.
Design Alaska notes that the team had to phase the work so that foundation piles could be installed early and fully integrated into the natural permafrost cycle. The team also had to adapt to the volatile construction market of 2021, resulting in an efficient footprint that met client goals while accommodating future expansion.
Nvision Architecture
Kodiak Marketplace Core
A renovated structure earned a merit award for Nvision Architecture. The firm worked on revitalizing
Built for Alaska Ready for Anything
Kodiak Marketplace owned by Kodiak Area Native Association (KANA), which is usually involved in healthcare services. By acquiring the former Kraft Foods and Alaska Commercial Company store in 2014, KANA embarked on a more commercial venture. The original building was demolished, and KANA envisioned something more than a shopping mall in its place: a hub for community gatherings that would also support local small businesses.
The 63,000-square-foot building includes affordable retail slots, providing a foothold to startups. The décor also evokes Kodiak’s seafaring identity with wooden piers, heavy nylon rope, and marine block and tackle.
Judges praised the appropriate use of materials, the multi-use design, the creative use of an added upper floor, and the “dramatic before and after” while also maintaining the “original DNA” of the site.
Paul Baril, owner and principal architect at Nvision, says, “The Kodiak Marketplace we designed with KANA has been a communitybuilding success and a prime example of our mission in action. We are honored by the award and would like to thank everyone involved in building the marketplace including KANA, Cornerstone General Contractors, RSA Engineering, and DCI Engineers.”
ECI
Willow Public Library
Denali Discovery Center
Anchorage firm ECI took home two awards, including the highest prize of the 2025 AIA Alaska ceremony.
A former supermarket becomes a community hub for Kodiak, augmenting the commercial property with meeting rooms. Note the pier timbers that evoke Kodiak's waterfront heritage. Hybrid Color | Nvision Architecture
First, a merit award recognized the firm’s work on renovating the Willow Public Library and Community Center for the Matanuska-Susitna Borough. Judges were impressed by the welcoming interior, the use of natural materials, and acknowledging the existing context by relating well to the existing building. The project was also applauded for attention to detail, particularly its wellorganized mechanical, electrical, and plumbing systems.
The year’s only honor-level award went to ECI for the Denali Discovery Center, also called the Boathouse, part of a more ambitious project by Alaska Tourism Development, a hospitality venture of Premier Alaska Tours.
Covering 50 acres on the shore of Otto Lake, west of Parks
Highway just outside Healy, the lodge-like Boathouse is meant as a gathering place for guests at a planned 300-room hotel. The development is the first of its kind for Premier, whose brick-andmortar holdings to date consist of offices in Anchorage and Fairbanks, seasonal workspace in Denali, and fleet maintenance facilities for doz ens of motorcoaches.
The project has been in the works since 2019, when Premier purchased land from the Alaska Railroad, requiring legislative approval.
Construction of the $6 million Boathouse in 2020 was postponed by the COVID-19 pandemic. Ground was finally broken in summer 2022.
With huge chalet windows, sweeping lake views, and spacious decks with an outdoor fireplace,
ENGINEERING SOLUTIONS THAT STAND STRONG
the Boathouse has capacity to seat 200 for indoor presentations and educational programming, to use as an overflow waiting area, or for staging tour departures.
Wood-framed with birch and maple wall paneling, the interior of the Boathouse appears bright, white, and expansive. Peter Grunwa ldt, co-founder and co-owner of Premier Alaska Tours, calls it “authentic Alaskan but Scandinavian clean.”
Judges honored ECI’s design for its attention to detail, proper proportions, use of natural materials, and sensitivity to the site.
Grunwaldt imagines that the space’s versatility could make it an asset to the Healy community, an option for events, weddings, and more.
People, Place, and Purpose
Where Nvision Architecture sets its sights
By Katie Pesznecker
From elementary schools and medical facilities to resorts, churches, and nonprofit centers, Nvision Architecture’s fingerprints are scattered across urban neighborhoods and remote villages alike, stretching across the entirety of Alaska.
“At Nvision, our vision is to bring people together through design to build better community,” said Paul Baril, the firm’s president and CEO. “Community-minded architecture is something we value and cherish and something we bring forth in all of our products.”
That vision has guided the firm through multiple generations of leadership and evolving design trends. Today, with a team of eleven design professionals based in Anchorage and a new satellite office in Palmer, Nvision continues to balance private and public sector work while staying grounded in a mission that has remained remarkably consistent since the firm’s earliest days.
Rooted in Alaska
Nvision’s story begins in 1982, when Dale Porath founded Porath Architects in Anchorage. From the outset, the firm focused on serving Alaska communities—large and small—through thoughtful, durable, and responsive design.
When Porath retired in 1999, leadership passed to his close colleague Bill Tatom. The firm became Porath Tatom Architects and continued to expand its portfolio across the state.
Paul Baril joined the firm in 2000, long before he imagined leading it, but with a dream of becoming an architect.
“I came on at age 17, when I was still in high school,” Baril recalls. “I got an entry-level position doing office work.”
That early exposure set him on a path that would take him through nearly every role in an architectural office. He studied architecture, returned to the firm, and worked his way up through drafting, project design, and management. In 2007, Porath Tatom Architects merged with Krochina Architects, forming what is now known as Nvision, with Pat Krochina remaining as an owner alongside Baril.
“I am the third-generation owner,” Baril says. “I started working for the firm in the year 2000. My mentor— the person who hired me—was the second-generation owner, Bill Tatom.”
In 2017, Baril became president and CEO, carrying forward the firm’s legacy while sketching the lines that would form its future.
“If you look through our portfolio, we try not to ever repeat anything or have projects look alike… We want each project to be unique to the client it’s serving.”
Paul Baril Preside nt and CEO
Nvision Ar chitecture
“One of the things I’ve always tried to focus on, starting from when I came in as a drafter and worked my way up into the ownership position I’m in, is keeping the culture that made me want to stay here in the first place,” Baril says.
Culture as Competitive Advantage
Ask Baril what sets Nvision apart, and he doesn’t start with awards, square footage, or project budgets.
He starts with people—both Nvision’s own team and the clients it strives to serve. It is a company deeply rooted in the quality and authenticity of relationships.
“People enjoy working here,” he says. “We have fun while we work. Nvision and our office is its own family.”
That sense of cohesion is not accidental. Baril has intentionally preserved a workplace culture that values collaboration, trust, and shared experience—both inside and outside the office.
“We’re a really tight-knit group,” he says. “We work hard and go out and have fun together and play hard. We’ve done an office snowmachine trip. We do a summer fishing trip or rafting trip. We get out and enjoy Alaska and each other’s company.”
That internal culture, Baril believes, directly affects the firm’s work and client relationships.
“When people are happy to work there, that shows with the clients,” he says. “When the clients are happy, the projects are better.”
Nvision’s team is made up of licensed architects and design
professionals with experience across every phase of a project, from master planning and interior design to construction administration. The firm emphasizes clear documentation, cost-conscious decision-making, and stewardship of client funds—values that resonate in both public and private sector work.
“We really aim to make the planning and design process more productive and enjoyable for everyone involved,” Baril says. “Good documentation makes construction easier and more efficient, and that benefits everyone.”
Design for Community, Not for Style
In an industry often associated with recognizable aesthetics and signature styles, Nvision deliberately takes a different approach.
“There are lots of architects and firms in the world where you can say, ‘Hey, that’s their building,’ because they all have similar designs,” Baril says. “When you look through our portfolio, you might see some similarities because we like working with certain materials, but really the architecture itself is a function of what is truly needed for that client.”
Rather than imposing a standard style or certain aesthetic, Nvision lets the program, budget, site, and stakeholder needs drive each design.
“If you look through our portfolio, we try not to ever repeat anything or have projects look alike,” Baril says. “We want each project to be unique to the client it’s serving. What that does is provide variety— from thoughtful, well-designed architecture on a low-scale budget
CIVIL
to something more prominent when the budget allows.”
That philosophy has allowed Nvision to work across sectors without losing focus.
“We do a lot of school projects. We’re in retail, healthcare, multifamily housing—anything commercial,” Baril says. “No matter what kind of project it is, we’re focusing on it being communityminded and community-based for its stakeholder group.”
Schools as Anchors
Education has long been a cornerstone of Nvision’s portfolio. Over the years, the firm has worked extensively with the Anchorage School District, the MatanuskaSusitna Borough School District, and school districts across rural Alaska.
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One of its most influential projects was Willard L. Bowman Elementary in Anchorage. Porath designed it as a prototype, and the Anchorage School District repeated its construction eleven times. For Nvision, that project demonstrated to its client how thoughtful design can be scaled; it met educational needs, community needs, and budget constraints in a way that could be replicated without losin g quality.
More recently, Nvision has been deeply involved in the reconstruction of Inlet View Elementary near Westchester Lagoon, currently nearing completion.
“We spent a lot of time working with what we call the building design committee,” Baril explains. “That’s a group of community stakeholders—parents, teachers, neighbors, and the principal.”
Few projects illustrate Nvision’s community-centered philosophy
more clearly than Joann A. Alexie Memorial School in the Lower Kuskokwim village of Atmautluak. Built between 2018 and 2021 for the Lower Kuskokwim School District, the 34,331-square-foot school replaced the previous K-12 school and serves as an educational, cultural, and social hub. Nvision worked closely with the school district to develop an artistic design that blends modern architecture with traditional Yup’ik structu ral forms.
The vibrant building is raised above the tundra, echoing Yup’ik caches, while the main entrance references the facade of a traditional sod house. A large Yup’ik mask on the gym exterior is based on a student drawing. The structure is oriented to reduce snowdrifts, with angled walls that act like snow fences and improve airflow around the building.
Inside, the school is warm and welcoming, with vaulted ceilings, a
Special Olympics Alaska has a dignified headquarters at the Jim Balamaci Training Center in Anchorage's Mountain View neighborhood. Kevin G Smith | Nvision Architecture
large common area, and extensive use of local themes. A map of the Kuskokwim River system is embedded in the flooring, while Yup’ik art, much of it inspired by student work, is featured throughout.
A standout in Nvision’s portfolio, the school demonstrates architecture responding directly to place: climate, culture, and function all come together.
Healthcare and Hospitality
In 2024, Nvision completed a health and wellness center for Seldovia Village Tribe that provides medical, dental, and behavioral health services.
Because of Seldovia’s remote location across Kachemak Bay from Homer, the 3,362-squarefoot facility had to be a one-stop medical center. Nvision worked closely with the tribe to design a two-story building that fits within the surrounding residential
neighborhood while meeting commercial durability requirements.
The exterior blends familiar residential siding with more durable commercial materials that can withstand the coastal environment.
Inside, Nvision used natural colors highlighted with the tribe’s brand colors to create a welcoming, culturally respectful space.
At the tip of Homer Spit, Nvision
responsible project management— values that have earned the firm numerous design awards over the years.
When asked about a favorite project, Baril without hesitation cites the firm’s work redesigning the Downtown Soup Kitchen, now called the Downtown Hope Center.
When that project began, the organization was serving meals through a residential kitchen window. Nvision partnered with the nonprofit to design a new facility that could better serve Anchorage’s most vulnerable residents.
“We went through the whole stakeholder engagement process,”
sustainability, and
Baril says. “We helped them make soup and serve soup to understand how they functioned and what their needs were.”
The result was a facility that not only met immediate needs but allowed the organization to grow.
“They love the space and use it,” Baril says. “Staying connected to that project has been really meaningful to me.”
Nvision’s commitment to community extends beyond architecture. Over the years, the firm has supported more than twentyfive local charitable organizations, including AWAIC, Beans Café, Covenant House Alaska, Habitat for Humanity, Special Olympics Alaska, United Way of Anchorage, and numerous others.
“We believe in giving back in tangible ways,” Baril says. “It’s part of being a communitymin ded firm.”
The team is also active in professional and cultural organizations, including the Association for Learning Environments, where Baril sometimes presents to the membership. Participating on one panel, he spoke about alternative education models and the process of designing a Waldorf school in Palmer.
Pilgrimage to Palmer
Today, Nvision balances its workload roughly half-and-half between public- and private-sector projects. The firm is finishing Inlet View Elementary, working with the Mat-Su Borough on Birchtree Charter School, collaborating on vocational education facilities in Naknek, and continuing private sector partnerships like Land’s End Resort.
In 2020, Livingston Slone, an Alaska design firm with roots dating back to 1975, came under Nvision’s
Joann A. Alexie Memorial School in Atmautluak opened in 2021, replacing the previous K-12 school to serve as an educational, cultural, and social hub in the the Lower Kuskokwim River village.
leadership with the establishment of Livingston Slone Studio @ Nvision, expanding the firm’s creative reach.
Most recently, Nvision opened a satellite office in Palmer. “Knowing the Mat-Su Borough is growing, we wanted to be part of that community too,” Baril says.
Even as the firm’s leader, Baril remains deeply involved in design work. “I definitely still do hands-on architecture,” he says. “I wouldn’t want it any other way. I’m an architect because I love architecture and love designing buildings.”
After more than four decades, Nvision remains focused on a simple but powerful idea: architecture as a tool for connection.
“Every building we design serves the community in some form,” Baril says. “Even a retail facility is serving the community. Every project is unique because every community is unique.”
Wayde Carroll Photography | Nvision Architecture
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Use your benefits. Most insurance covers screening mammograms.
Screening mammograms at your location save time and productivity, in addition to showing your community you value their health. There is no cost to bring mobile mammography to your location. Schedule today at your place of business and encourage annual screenings.
Same equipment and high-quality scan our patients get at Providence Imaging Center in the convenience of your location.
Yearly mammograms save lives by detecting cancer earlier when it’s easier to treat.
Financial assistance is available for mammograms.
To schedule Mobile Mammography at your location scan here or call 907-212-4982.
Energy on the Move
Gassing up the Interior
By Terri Marshall
Al aska reached a longawaited milestone with the arrival of the first shipment of liquefied natural gas (LNG) from the North Slope to the Interior in October 2025. The delivery demonstrated at last that North Slope gas can be consistently transported to Alaskan consumers.
For years, the challenge was not resource availability, as the North Slope gas fields hold some of the nation’s largest proven reserves. Instead, the challenge was getting that gas to the market. Harsh conditions, complex engineering requirements, and the high cost of pipeline development repeatedly stalled progress. The 2025 shipment signaled a breakthrough, built not on a megaproject pipeline but on a practical, scalable system designed to serve Alaskans first. The milestone proved that a truck-delivered LNG supply chain can reliably serve Alaska’s Interior.
“This project unlocks clean, reliable energy for Interior families and businesses and shows what’s possible when we work together to build Alaska’s energy security.”
Jas on Rebrook CEO Harvest Midstream
“For the first time in history, North Slope gas isn’t just staying on the Slope—it’s reaching beyond
to power Alaska’s future,” says Jason Rebrook, CEO of Harvest Midstream, the pipeline affiliate of Texas-based oil producer Hilcorp. “This project unlocks clean, reliable energy for Interior families and businesses and shows what’s possible when we work together to build Alaska’s energy security.”
Infrastructure at Both Ends
The LNG project is possible thanks to new infrastructure at both ends of the supply chain. On the North Slope, Harvest built a small-scale liquefaction plant near Deadhorse where natural gas extracted as a byproduct of oil production is chilled to approximately -260°F. This reduces its volume enough to transport the LNG over long distances. Once liquefied, the LNG is loaded into specialized tanker trailers. Each tanker is designed to carry roughly 14,000 gallons and is built to maintain
cryogenic temperatures throughout the 500-mile journey down the Dalton Highway.
Upon arrival at the Interior, Interior Gas Utility (IGU) stores the LNG in large, insulated tanks, then regasifies it and distributes it to homes and businesses across Fairbanks, North Pole, and nearby communities. The Harvest facility near Deadhorse can produce up to 150,000 gallons of LNG per day, which is roughly triple the capacity of IGU’s older plant at Point MacKenzie.
Harvest’s LNG plant entered its commissioning phase with the first arrival in the Interior. This stage involved thorough testing and validation of systems, equipment, and tanker-loading procedures prior to starting full-scale commercial operations. Upon Harvest reaching full operational status, IGU began receiving three to four tanker deliveries per week.
The process of liquefying on the North Slope, transporting LNG south using purpose-built vehicles, and subsequently distributing it throughout the Interior sidestep the upfront costs of building a new pipeline or a large export terminal. Small-scale liquification plus trucking offers flexibility, and the decision to build a small, modular facility with the capacity to expand gives Harvest and IGU room to ramp up capacity as demand increases.
The Journey South
Moving LNG by truck is an ongoing, well-coordinated process overseen by Middle Fork Logistics in Fairbanks. This approach ensures that North Slope LNG can be delivered
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to Interior communities yearround, even in challenging weather and road conditions.
The truck route used to deliver LNG to the Interior used to be shorter and more well-traveled: the Parks Highway from IGU’s original liquefaction facility at Point MacKenzie on Cook Inlet. The Fairbanks North Star Boroughowned company opted not to expand the facility, however, when Hilcorp reported it would be unable to fulfill an extended supply contract. That led the utility to pivot northward.
To secure a long-term, stable supply of natural gas, IGU signed a manufacturing agreement in 2023 with Harvest Alaska. The agreement spans an initial twentyyear term and includes options to extend the contract twice,
each for an additional five years. According to IGU, this long-range partnership provides certainty for future planning, supports continued system expansion, and underpins IGU’s mission to deliver dependable, lower-cost energy to the Fairbanks North Star Borough for decades to come.
The utility serves more than 3,400 residential, commercial, and public-sector customers, helping reduce reliance on higher-emission heating fuels while improving air quality in the region. IGU operates an extensive distribution network with more than 150 miles of mainline piping in Fairbanks and an additional 85 miles in North Pole. This infrastructure is supported by 5.5 million gallons of LNG storage capacity across three sites, allowing
the utility to manage seasonal demand swings and maintain reliable service during Interior Alaska’s long, cold winters.
Under Pressure
While IGU converts buildings to accept North Slope gas, the borough is moving forward with developing a use-case for natural gas in transportation. In December, the Federal Transit Administration awarded a $3.1 million grant to phase in a bus fleet powered by compressed natural gas (CNG).
The Fairbanks North Star Borough Assembly voted in 2019 to convert the diesel-powered buses and gasoline-powered vans of the Metropolitan Area Commuter System into CNG vehicles. The timeline has stretched longer than
While IGU converts buildings to accept North Slope gas, the borough is moving forward with developing a use-case for natural gas in transportation. In December, the Federal
Transit Administration awarded a $3.1 million grant to phase in a bus fleet powered by compressed natural gas.
anticipated, but CNG buses are rolling now. They began running routes la st spring.
Also last spring, the borough assembly authorized the purchase of five more CNG buses for about $4.3 million, funded through previous federal grants. Those vehicles could arrive by the fall, allowing the transit system to retire some of its
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To refuel the new vehicles, the transit system opened a $30 million maintenance station in 2024 equipped to handle CNG. For a second site, Fairbanks Area Surface Transportation Planning directed about $2.7 million from the federal Congestion and Air Quality program to build a CNG station at the UAF campus. The funding would also pay for the purchase of CNG for three
The hope is that North Slope gas will replace refined petroleum, stabilizing Interior energy prices and helping to reduce air pollution in the region.
Burning Cleaner
For decades, Fairbanks has struggled with some of the worst winter air quality in the nation. Temperature inversions trap pollutants near the ground, while
emissions from wood-burning stoves, oil-fired furnaces, and older heating systems accumulate over weeks and months of freezing temperatures. The result has been elevated levels of fine particulate matter (PM2.5), which can aggravate asthma, trigger heart and lung diseases, and pose serious risks to children and seniors. Cleaner-burning energy sources have long been identified as essential to breaking this cycle.
With the successful transfer of LNG from the North Slope to the Interior, a practical solution to Fairbanks’ air quality woes arrived. When natural gas replaces coal, heating oil, or wood, it burns cleaner, producing fewer particulates and lower overall emissions. Each home or building that converts to natural gas for heating helps reduce the dense smoke that lingers during long, cold winters.
Scaled across neighborhoods, public facilities, and schools, those reductions add up to meaningful improvements in winter air quality.
Although the positive impacts on local communities are significant, bringing LNG to the Interior represents an even greater achievement. It demonstrates a viable pathway to monetize gas that has remained stranded for generations. This approach to phased LNG development not only helps secure energy supplies for the Interior but also creates new job opportunities, investments, economic progress, and future phases of development. Most importantly, for the first time, Alaskans see evidence that the state’s plentiful gas can actually reach those it was always meant to serve.
BACK AT THE INLET
In November, Harvest announced the completion of its acquisition of the Kenai LNG facility in Nikiski. This strategic move supports the company’s February 2025 initiative to redevelop existing LNG infrastructure to enhance energy security in Southcentral by delivering reliable, marketresponsive energy solutions to local utilities and consumers.
The acquisition encompasses approximately 100 acres of industrial waterfront, 107,000 cubic meters of LNG storage capacity, and legacy dock infrastructure equipped to accommodate LNG vessels with up to 138,000 cubic meters (equivalent to about 2.9 billion cubic feet of natural gas). Where once Cook Inlet gas was exported to Japan, the valves are being reversed to accommodate LNG imports, while preserving the option for future exports.
Harvest conducted a comprehensive inspection of the onshore facility and dock infrastructure during the summer of 2025. The company is pursuing an amendment to its existing Federal Energy Regulatory Commission permit to enhance import capacity and is engaged in advanced discussions with international LNG suppliers and prospective offtake customers. The final investment decision is anticipated in the second quarter of 2026, with initial LNG imports projected for the first half of 2028.
“We delivered the first-ever North Slope LNG to Fairbanks,” notes Harvest Midstream C EO Jason Rebrook, “and now we are building on that momentum by putting existing LNG infrastructure back to work to help meet Southcentral Alaska’s near-term gas needs and strengthen long-term energy reliability for the state.”
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Drones Over the Horizon Automated aviation beyond the line of sight
By Vanessa Orr
Wh ile Alaskans aren’t seeing unmanned aircraft deploying cargo just yet, the idea of using this technology to deliver food, medicine, and even heavier payloads isn’t far away. In fact, according to Paul Quirion, director of operations for Everts Air Cargo, it is likely that the state could see some of these autonomous flights sooner than people might imagine.
“Our goal is to eventually accomplish operations—at least partially in the autonomous advanced air mobility world—in the next several years,” he says. “Realistically, we are looking at autonomy and systems that are involved with making pilotless flights safe coming to fruition within the decade.”
Certainly, Alaska is poised to pioneer the tools and techniques for long-distance cargo drones. “If not operating under the full-blown CFR, we will certainly be taking part in advancements including some of the test flying and mock segments here in Alaska,” he adds. CFR is the Code of Federal Regulations, specifically Title 14, which contains the rules for Aeronautics and Space.
Cathy Cahill, director of the Alaska Center for Unmanned Aircraft Systems Integration (ACUASI) at UAF, agrees.
“Lower altitude work, mainly flights below 400 feet, will be coming faster, though longer-distance larger aircraft, which is what we need in Alaska, will take a while longer,” she says.
She notes that the Federal Aviation Administration’s (FAA) Part 108 rule, a new regulation for routine Beyond Visual Line of Sight drone operations that was proposed in August 2025, has received more than 1 million comments.
“The FAA is in the process of going through and responding to those comments before issuing the final rule,” Cahill explains. “There will be more opportunity to do beyond visual line of sight flights lower in the atmosphere, but we’re looking at flying higher. In terms of larger unmanned aircraft operations, it will probably be five to ten years.”
According to Cahill, several companies are interested in automated cargo delivery in Alaska, including Everts Air Cargo.
“They are watching what is happening in this air space to determine what the potential could be,” she says. “But until we get to where we do not need to request special permissions to do each operation, carrying cargo is almost impossible to do under the current rules and regulations because it won’t be cost-effective. It’s a wait-and-see game while this technology undergoes testing to get it to the point where it is commercially viable.”
Testing the Technology
According to Cahill, the state has been working on understanding and operating unmanned aircraft—and developing rules and regulations to govern those operations— since 2013.
“We got involved pretty early with the hope that we can get these aircraft to a point where we could safely fly them to do a large range of missions: anything from long-range cargo delivery to medical supply delivery to mapping of natural resources, land, and animals,” she says.
Piloted aircraft are currently being used for these tasks, putting pilots and passengers at risk.
“All of us know biologists and pilots that have been killed doing animal surveys, and we want to take them out of these risky situations while getting the same quality data,” she says. “We want to be able to fly the entire Trans Alaska Pipeline looking for encroachments and leaks without a human pilot. That would be a
major benefit in aviation safety, and that’s key for us.”
She notes that drones can fly in places where pilots can’t because of visual flight rules, including foggedin communities and those that must wait weeks for the weather to break. As passenger and cargo transport businesses exit those markets, drones could supplement the capability of current aircraft fleets to serve more communities.
How It Works
Unmanned aircraft are not necessarily fully autonomous; they are flown by pilots from a ground control station, where they communicate with the drone by computer. Humans monitor how the aircraft is behaving in real-time, including speed, altitude, and direction.
“These aircraft are constantly being monitored, and the pilot can take over and hand fly it if necessary,” says Cahill, adding that redundant links are used during testing of the aircraft to ensure that it is behaving appropriately. “We have multiple ways of controlling the aircraft, and our pilots are trained to look at the data to determine if it is safe or the aircraft needs to land.”
Flight plans for larger aircraft are also established to avoid general aviation areas; for example, not traveling over rivers or under 500 feet.
Cahill says the main challenge right now is ensuring that, when a drone flies out of the pilot’s visual line of sight, there is no risk of it hitting an occupied aircraft or any other obstacle.
“We are working with the FAA to enable either a system on-board the aircraft to spot other aircraft and autonomously avoid them or to use a ground-based system to make sure that, if the aircraft loses the link with the pilot in command, it has situational awareness to ensure that there are no collisions,” she says.
In 2019, ACUASI used a groundbased radar system to perform a true detect-and-avoid over the Trans Alaska Pipeline System with a small unmanned aircraft. It has also flown between a natural gas platform and the Kenai Peninsula carrying environmental samples for platform operator Furie Operating Alaska that was a true visual beyond-line-of-sight
“By doing that full detect-andavoid, we proved to the FAA that these aircraft can be safely
anything in the air if it ever loses the link,” says Cahill. “Keep in mind, we fly with redundant links at all times. We have radio line-of-sight links and also have satellite command and control links to ensure that we are always in control of the aircraft.”
Integrating a 900-pound, twin-engine aircraft into traffic patterns is a delicate mission.
Alaska
Center for Unmanned Aircraft Systems Integration | UAF
equipped to be in areas with a lot of general aviation that is not broadcasting where they are,” says Cahill. “They are very protective of the national air space system, and we often say the regulations are written in blood—meaning that something unfortunate happened which resulted in regulations.
The FAA is very risk-averse, so it requires a lot of proving out under new conditions before it will acc ept new technology.”
ACUASI is currently in the process of testing a new, 32-foot wingspan Windracer ULTRA Mark 1 aircraft with a 900-pound take-off weight.
“We are working with a couple of companies to put radar on the aircraft to provide 360-degree coverage to guarantee that this particular aircraft can spot and avoid
Another issue is ensuring that flight data is protected through encryption or another form of data protection. “You have to ensure that the aircraft is not only flown safely but is resistant to hacking or jamming; cyber security is definitely an important area of research to ensure that no one can take the aircraft over for nefarious purposes,” says Cahill.
Holy Grail of Future Flight
Everts Air Cargo has been dedicating time, logistics, and facilities to move drone and aerial autonomy systems forward, Quirion says.
“We are looking at this from two different perspectives; large aircraft (Part 121) and small aircraft (Part 135),” he explains. “Most of what we are doing focuses on the 135 level, like smaller aircraft that would serve Bush communities downriver from Fairbanks, [as well as] the North Slope.”
He notes that the company is not interested in using drone aircraft for small loads, such as individual packages.
“We handle heavy freight, cargo, and bypass mail, so we are looking to invest our time into companies that are developing that technology,” he says. “We provide them with data, including movement rates (how often we frequent a market,
how many airframe cycles, the amount of cargo per segment), so they can scale products and technology accordingly.”
He adds that Everts Air Cargo also shares its Alaska-centric experiences, including how to work in harsh environments.
While nondisclosure agreements do not permit Quirion to discuss the specific companies with which Everts is working, he says that the airline is looking at drones that are comparable in scale to carry cargo and freight weights in the 2,000 to 3,000 pound range.
The company is also interested in autonomous technology that can be incorporated into its current and standing fleet. “We want to render our fleet type autonomous by way of operating without a pilot and crew,”
Quirion says. “That is ‘holy grail’ for us at this point.”
GridAero, an aerospace startup focused on building a resilient autonomous air cargo network, recently reported that it had received a letter of intent from Everts Air to deploy its Lifter Lite aircraft for freight and fuel deliveries across Alaska’s most remote communities.
The Lifter Lite is designed as a long-range cargo drone capable of transporting substantial payloads across extended distances at a low cost—characteristics that directly address the challenges of serving these areas.
According to Quirion, whether using an autonomous drone or a certificated aircraft flying remotely without a crew, this technology could enhance human and aircraft safety.
“For example, the rules CFR airmen have to work under are highly restricted in terms of weather, with ceiling and visibility limitations,” he says. “Humans have limits, and the rules are written to incorporate what is safe and reasonable within those limits. An autonomous aircraft can operate under environmental conditions that humans cannot.”
By accounting for risks that nonhuman pilots can take, new rules could broaden the possibilities for aviation in Alaska. “You can land a drone or autonomous vehicle in 0/0 conditions because everything is GPSbased,” Quirion says. “That increases safety and reliability in terms of our schedule, and we will be able to frequent destinations that on an ordinary piloted day we would not even be able to dispatch.”
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Fulfilling the Interior
Fairbanks station speeds
Amazon deliveries
Ol d-school Fairbanks residents still remember the 47,000-square-foot building on Airport Way as the former Kmart. When Kmart shut down in 2004, no one could have predicted that twenty years later the online retailer that helped put the big-box store out of business would take over its old digs. The newest Amazon delivery station in Alaska is only one piece of the company’s lastmile service to Interior customers. A combination of technology, partnerships, and advanced training ensures the package gets from A to Z as quickly as possible.
Burning the Midnight Oil
Every day between 1:45 a.m. and 4 a.m., while most Fairbanks residents are sleeping, around 5,500 packages arrive for processing at the Fairbanks Amazon Delivery Station known as WFB1. These packages arrive on the daily Amazon Air flight and are trucked to the facility for electronic processing, sorting, and allocation to delivery drivers. Since opening on December 5, 2024, WFB1 has received and delivered more than 1 million packages to businesses and homes in the area.
By Rachael Kvapil
WFB1 is the second Amazon Delivery Station in Alaska. Amazon opened the 66,000-squarefoot WGE2 facility in the former Anchorage Sears warehouse near Dowling Road and the Old Seward Highway in November 2023. These facilities differ from Amazon fulfillment centers, where the company warehouses commonly ordered products. In delivery stations like WFB1, products aren’t
Rachael Kvapil
stored. In fact, most of the packages that arrive in the early morning are loaded into Amazon delivery vans and on the road before most people start their workday.
“The original source of products can come from numerous places in the Lower 48,” says WFB1 Site Leader Cydney Edge. “Typically, we’re getting things from the West Coast because regionally it’s closer and the shortest path to the customer is optimal.”
Prior to WFB1, all Amazon packages in the region were delivered via US Postal Service, FedEx, or UPS, and this is still true under certain circumstances. Edge, who lived in Fairbanks for many years before taking her position, remembers it took weeks for Amazon orders to arrive, especially during holiday seasons when
online shopping spikes. Opening an Amazon delivery station in Fairbanks reduces shipping and delivery time from weeks to days.
“We are striving to get that twoday promise for as many packages as possible,” says Edge. “We want to make it as quick and efficient for our customers as we can.”
Early arrival to the delivery station is just the first step in what Amazon calls the “journey of the package.”
Packages are loaded into totes or on pallets and taken to a conveyor belt, where employees scan the shipping label and print a small rectangular label identifying the package’s sort zone. Once the new label is affixed to the package, they place it back onto the conveyor, where another employee further down the line will place it into its appropriate
sorting aisle. Each aisle corresponds to the thirty delivery routes in the Fairbanks area.
Everything in Its Place
The delivery station imposes a 50-pound limit and oversize package restrictions for safety and logistical reasons. Edge explains that managers don’t want anything weighing more than 50 pounds on the conveyor belt primarily because they don’t want associates down the line to have to lift boxes that heavy. When customers order heavy items from Amazon, they are processed through a specific warehouse and often handled by a third-party delivery service.
“We are greatly concerned with ergonomics to make sure people don’t put themselves at risk,” says Edge.
As for dimensions, the Amazon delivery station is built around a tote system that allows associates to easily move packages. Most items processed by WFB1 easily fit into totes measuring 28 inches by 23 inches by 20 inches, which are on the sorting racks near the conveyor belt. Edge says lighter oversized boxes are placed on separate racks in the sorting aisles.
Advanced technology assists this sorting process. At each of the thirty sorting aisles, an associate watches for routing labels that correspond with their aisle as packages come down the conveyor belt. When one appears, they remove the package from the conveyor and place it on racks near the aisle. The next
associate scans it so a sorting algorithm can identify the best rack or tote in which to place it. Afterward, these packages are taken from their individual sorting aisle to another section of the building with bay doors that lead to Amazon vans parked outside. Packages are loaded according to route.
“We can confirm where a package is at any time while it’s in the building because of the last scan,” says Edge.
Amazon Field Communications Manager Matthew Gardea says this tracking system helps maintain transparency with the customer, especially as Amazon works to fulfill orders within a two-day window. At times, deliveries are delayed due to extreme weather, natural disasters,
WFB1 Site Leader Cydney Edge shows how associates enter packages into the system once they arrive via Fairbanks International Airport.
or disrupted flights, so this system can tell customers whether their package has reached WFB1 and is awaiting delivery.
That said, Edge emphasizes that the public should not attempt to pick up their packages from the delivery station or return items there either. Edge says she is not even allowed to remove her own items from the sorting aisles or it will trigger a quality error. All packages that arrive at WFB1 must complete the journey through the facility. Once they are scanned and sorted, they must be placed into an Amazon van and be taken by a local delivery service partner (DSP), an independent courier business that Amazon contracts to deliver packages.
Rachael Kvapil
While DSPs handle the literal last miles, customers can help drivers with the final few feet. In Alaska, it’s common for customers to set aside a container or weather locker for packages. Edge says the best way to ensure boxes are left in a preferred place is to include delivery instructions when ordering. The link for instructions is underneath the shipping address section when checking out. There are options to identify where DSP drivers should leave the package, whether the building requires a security code for entry, if they should use a call box to alert someone of their arrival, or when a building is closed to delivery. Likewise, customers can inform the driver of any dogs they may encounter on the property.
Safe and Equipped
The front section of the WFB1 facility is set aside to make sure associates have the information and equipment they need to keep safe as they work throughout the day. Before each shift, all associates gather in the startup meeting room, where a leader guides everyone through a set of stretches to prepare them for the upcoming physical work. Afterward, teams discuss safety updates, process and policy changes, or other impor tant announcements.
Just off to the side of this area is a blue vending machine where associates get their personal protective equipment (PPE), such as vests and gloves. Associates enter their ID number into the keypad on the vending machine and select the required PPE for use until it
needs to be replaced, or if they have forgotten a key item on a particular day. Gardea says that providing PPE prevents associates from using their own equipment beyond its lifespan, which could create a potentially unsafe situation.
“Amazon gloves have a unique grip that lasts longer,” says Gardea.
Any materials with chemical
hazards or potentially unsafe compounds that come into the delivery station are listed in the computer to assess risk, says Gardea. This allows associates to sort them into an appropriate area or dispose of damaged materials. An eyewash station and waste processing area is at the front of the building in case of a ccidental exposures.
Rachael
Safety measures extend beyond delivery station employees. DSP drivers must go through Amazon’s two-day Integrated Last Mile Driver Academy (iLMDA), which includes high-tech simulators, VR, and hands-on sessions. One of the training modules relevant to Alaska winters is the slip-trip-fall simulator. Drivers are secured in a safety harness attached to a rail spanning a platform 6 feet wide and 10 feet or more in length and specially coated to provide a slightly slippery surface. One side of the platform is flat while the other half features obstacles simulating curbs, stairs, and other tripping hazards.
Drivers are outfitted with special shoes and walk across the flat surface while carrying a box. Then they walk across the side with obstacles without the box to develop the safety techniques needed to walk on slippery surfaces. They repeat the obstacle side with a box in hand before trainers increase the difficulty by spraying the surface with a solution that makes it slicker. Eventually, trainers add distractions literally thrown in the driver’s way to mimic unexpected situations, such as the appearance of moose or dogs, children playing, and the sudden presence of toys in their path.
More than 400 Amazon delivery stations now use iLMDA, and the company says more than 145,000 drivers nationwide have been trained. Amazon reports DSP drivers have communicated a 93.5 percent increase in confidence and a 34.5 percent improvement in delivery performance after completing the
A slippery coating simulates the hazards that delivery drivers might encounter. During the two-day Integrated Last Mile Driver Academy, trainees must navigate the obstacle course while pelted with distractions.
Rachael Kvapil
To access personal protective equipment supplied by Amazon, associates enter their badge ID number and select what they need.
Kvapil
training. Likewise, Amazon has seen a 30 percent reduction in slip, trip, and fall incidents where training is active.
Giving and Receiving
In addition to reviving the old Kmart building, WFB1 employs more than 150 Amazon associates and DSP drivers in the Fairbanks area, a number that increases during the holidays. Edge jokes that, although she’s no economist, she definitely finds the Amazon delivery station is a stimulus t o the local economy.
“It brings in jobs and makes it possible for people to receive the products they buy quickly,” she says.
An Amazon delivery station benefits the Fairbanks community in other ways. Damaged packages containing everyday products that are still usable are regularly donated to local nonprofit organizations.
Gardea says Amazon’s policy is to replace damaged items prior to delivery. Items such as household goods and pet items, if they are unsuitable for delivery, often go to animal shelters and organizations helping residents in need.
“One of the most commonly ordered items at any Amazon site is pet food,” says Gardea. “And if it arrives at the site damaged, there is nothing fundamentally wrong with it—but we want to deliver products to our customers that are in pristine condition.”
Gardea adds that donating these types of products is one way Amazon gives back to the hometown of its northernmost d elivery station.
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Nome Gold Dredging
Reality show scrutiny meets regulatory reality
By Alexandra Kay
The reality TV show Bering Sea Gold follows the activities of goldseekers dredging off the coast of Nome. While the show captures the drama of dredge operators jockeying for position over goldrich patches, personality conflicts, and the occasional big strike, the details of how this mining activity is regulated rarely make it into the final cuts of the show. Behind every suction dredge dropping into Norton Sound sits a comprehensive regulatory framework designed to protect both the environment and the community.
Alaska Department of Natural Resources
“Nome offshore dredging occurs on state tidal and submerged lands in Norton Sound in a relatively shallow, high-energy marine environment, which is different from most inland placer mining in Alaska,” explains Dave Charron, geologist and mine permitting manager at the Alaska Department of Natural Resources’ (DNR) Division of Mining, Land, and Water. This unique setting—where a Gold Rush that started in 1899 never really ended but simply moved offshore—requires an equally unique regulatory approach.
Reality Check
Before anyone can legally dredge the waters off Nome, they navigate a multi-agency permitting process. “For state-managed waters off Nome, a prospective offshore dredge
operator typically starts by submitting an application for permits to mine in Alaska, which serves as a joint application used by DNR and other agencies,” Charron says.
The state manages eighty-nine offshore lease tracts plus numerous mining claims, along with two public mining areas, the East and West Beach Public Mining Areas. Anyone operating a suction dredge in these public areas needs a permit to mine regardless of dredge size, a requirement instituted when gold prices climbed and friction between miners increased.
Because of the popularity of the Discovery Channel show, DNR sends a reality-check letter to prospective miners. The letter warns that there are no roads to Nome, equipment is expensive to ship, there are no
campgrounds near the recreation areas, and miners will likely spend more money than the value of any gold they find. It also notes that two untrained miners have died offshore while dredging.
The permit application gets routed to the Alaska Department of Fish and Game (ADF&G), the Alaska Department of Environmental Conservation (DEC), and, depending on the project, the US Army Corps of Engineers and the US Environmental Protection Agency. “Processing time varies by project size and complexity, but for a typical small- or mediumscale offshore suction dredge, applicants are generally advised to file several months before the season,” Charron explains.
Equipment size matters. West Beach limits recreational miners to
The dredging barge Christine Rose, owned by Pomrenke Mining and featured in the Discovery Channel show Bering Sea Gold, as viewed
Department of Natural Resources
6-inch or smaller suction nozzles with no more than 23-horsepower pump engines, while East Beach allows up to 8-inch nozzles with 46-horsepower pump engines. These limitations maintain the small-scale, recreational character of the public areas and extend the life of the resource.
Water Quality Controls
“Offshore dredging does not introduce new chemicals; the primary pollutant of concern is turbidity, which is a measure of the cloudiness of the water
caused by suspended materials,” explains Nick Dallman, placer mine coordinator with DEC. “Turbidity can have detrimental effects on fish respiration and on bottomdwelling flora and fauna in the receiving water.”
DEC’s permits include visual monitoring to restrict turbidity plumes. Medium suction dredges—those with 6- to 10inch nozzles—are limited to a 500-foot radius mixing zone, while large dredges more than 10 inches and mechanical operations
face a 1,600-foot radius limit. All permits include best management practices for sediment control, seasonal restrictions, separation requirements around fish nets and river mouths, and hydrocarbon management requirements (i.e., fuel con tainment).
“Due to the naturally high-energy environment offshore of Nome, most fine materials are carried offshore to deeper, calmer waters. The remaining nearshore materials, where dredging occurs, are coarse and quickly settle,” Dallman says. “Based on offshore observations and permittee monitoring, the sediment plumes dissipate quickly, well within the authorized mixing zones.”
Buffer Zones
Mining is prohibited year-round within half a mile of any anadromous river mouth. For operations with 10inch or larger suction dredges, that buffer expands to one mile during June 1 through July 15, peak salmon migration season.
Winter dredging is allowed between January 15 and April 15 only on private claims or lease tracts, limited to diver-assisted small and medium suction dredges. Alaska Department of Natural Resources
By April, winter dredging must wrap up to avoid interfering with nearshore red king crab mating season in May.
Alaska Department of Natural Resources
“In Alaska we designate our different streams as anadromous or non-anadromous. Anadromous streams contain fish that spawn in fresh water but live most of their life in salt water,” explains Audra Brase, regional supervisor with the ADF&G Habitat Section in Fairbanks. “Most of the Nome rivers have salmon, so that’s what our biggest concern is, so that those fish won’t get impacted as they’re coming back. Pink salmon spawn in gravel in brackish water, so the buffer zone around dredging is important.”
Charron adds, “DNR imposes spatial buffer restrictions around anadromous stream mouths, coordinated with state and federal biologists, to limit dredgerelated acoustic and sediment turbidity impacts on upstream fish passage during peak juvenile salmon outmigration and adult salmon entry.”
There are limited exceptions: Between September 15 and December 1, mining is allowed within
500 feet of the Snake, Penny, and Cripple Rivers , but never closer.
From mid-June to mid-September, subsistence fishers set nets up to 300 feet long just offshore. These nets are critical for families across western Alaska who depend on them for food. Dredge operators must stay at least 300 feet away from any part of a set net. For 8-inch or larger
dredges that create turbidity, that buffer expands to 500 feet.
“First priority is to the fish, making sure populations are healthy; second priority is to the subsistence fisherman,” Brase says. “There are restrictions that you can’t do dredging within a specific distance from the nets so the subsistence users are not impacted by these activities.”
Managing Community Impact
Charron notes that “the combination of a concentrated ‘Gold Rush-style’ seasonal fleet, proximity to the City of Nome, and overlapping uses such as subsistence fishing and marine transportation makes the oversight framework more focused on spatial controls, timing windows, and coordination among multiple agencies than many remote upland placer sites.”
In public mining areas, operators must maintain at least a 75-foot separation between dredges. The first miner on site establishes their position, and anyone arriving later must locate their entire operation— dredge, anchors, divers—outside that buffer zone. And only one dredge per operator can be operated in the two
public areas combined, preventing companies from leasing out multiple dredges and collecting royalties.
And here’s one rule that probably frustrates reality TV personalities: Dredgers can only occupy a site while actually operating. There’s no leaving the dredge anchored overnight unless the operator is sleeping on it. No leaving markers to hold a spot. When the dredger leaves, someone else can move into that location.
State land begins at mean high tide—just 1.04 feet at Nome— meaning miners need to be in the water to be on state land. Everything above that belongs to Alaska Native corporations: Sitnasuak Native Corporation, Bering Straits Native Corporation, or King Island Native Corporation. Want to camp near the
mining areas? You need landowner permission. Trespassing would be grounds for permit revocation.
Furthermore, “The summer operating season is primarily constrained by sea-ice retreat, storms, and Port of Nome operations,” Charron says. “Sea ice typically retreats, and the port opens for vessels in late May or the first week of June, allowing dredgers to operate through late September or early October.”
Winter dredging is not allowed in the public mining areas. On lease tracts or mining claims, operators are limited to diver-assisted small and medium suction dredges from January 15 through April 15. This timing accounts for increased nearshore red king crab mating activity. Permits include mandatory
RUNNING ALASKA’S REMOTE CAMPS SINCE 1974
stop-work orders if divers spot crabs. The April 15 cutoff avoids deteriorating sea ice that could lead to shore fast ice breakup, safety risks, and potential spills.
Enforcement and Compliance
With approximately fifty-six active permits for operations between Cape Nome and the Sinuk River about 40 miles west of the city, enforcement is critical. “DNR monitors Nome offshore mining compliance through preseason permit reviews and operator meetings, in-season field inspections
“DNR has conducted detailed best-interest findings for Nome offshore mining leases, thoroughly evaluating economic benefits to the statewide and local Nome economy—such as jobs, business activity, and state revenues— alongside environmental, habitat, subsistence, fisheries, and navigation impacts,” Charron says.
using a Nome-based patrol vessel when staffing and weather allow, and post-season operator reporting,” Charron explains.
DNR’s oversight activity coordinates with DEC on wastewater discharge, ADF&G on habitat protection, the Port of Nome and US Coast Guard on marine safety, and the Army Corps of Engineers on federal in-water work.
From an environmental conservation perspective, “The department is primarily looking for
“First priority is to the fish, making sure populations are healthy; second priority is to the subsistence fisherman… There are restrictions that you can’t do
dredging within a specific distance from the nets so that
subsistence users are not impacted by these
activities.”
Audra
Brase, Regional Supervisor, Alaska Department of Fish and Game, Habit at Section
complete records that are available on site during an inspection,” Dallman says. “The department has observed very few water quality compliance issues offshore of Nome, primarily due to the coarse, fast-settling material and distances maintained between vessels. Most compliance issues are administrative, such as failing to complete daily logs or submit annual reports.”
When problems do arise, “Occasional issues include dredge vessels operating outside approved lease or claim boundaries, housekeeping or logbook deficiencies, and recently expired approvals,” Charron adds. DNR addresses these via warning letters, corrective action requests, or authorization suspension.
The regulatory obligations continue year-round: an annual statement of labor is due September 1, rent is due September 1, reclamation statements are due January 1, Alaska Pollutant Discharge Elimination System general permit logs are due January 31, mining license taxes are due April 30, and production royalties are due May 1.
The Balance
Restoring mined areas to their natural state is more easily accomplished offshore than, say, at an onshore open pit mine.
“What the dredges are doing is not any different than what Mother Nature is doing,” Brase says. Mining disturbance remains minor compared to natural storm dynamics.
“Suction and mechanical dredges deposit processed sand, silt, gravel,
The largest dredges can have crews of up to eight people.
Alaska Department of Natural Resources
Even the smallest surf crawlers must have sleeping quarters to maintain claims overnight.
Alaska Department of Natural Resources
The diameter of the dredge nozzle dictates how close operators can approach zones with certain water quality protections.
Alaska Department of Natural Resources
and cobble directly back into the mined area as operations progress,” Charron notes. “In this high-energy marine environment—where frequent Norton Sound storms scour and reshape the seabed—reclamation focuses on ensuring operations do not leave cobble piles or obstructions that could pose navigational hazards in shallow waters, rather than restoring original contours.”
All three state agencies agree that the current framework adequately protects Norton Sound while allowing economic opportunity. “Nome offshore dredging operates under a well-established and closely overseen framework that includes best-interest findings, lease stipulations, multi-agency permitting, and field oversight,” Charron says.
Challenges for small-scale operators remain minimal. “Most offshore operators are smallerscale suction dredges, making compliance relatively straightforward once operators familiarize themselves with area-specific rules,” Charron notes.
Bering Sea Gold may capture the drama of offshore mining, yet the careful regulatory balance ensures orderly access to the resource. The framework governing these operations demonstrates how Alaska manages resource extraction to protect the environment, respect subsistence uses, and allow economic opportunity—all in one of the state’s most dynamic marine environments.
The Gold Rush never ended in Nome; it just learned to follow new rules.
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Th e grounding of Exxon Valdez in Prince William Sound on March 24, 1989, is a catastrophic example where leadership overconfidence and insufficient regulatory oversight combined to create an environmental disaster. Key findings and factors cited by various reports, including those from the National Transportation Safety Board and the Alaska Oil Spill Commission, suggest that it was the management decisions which created the climate that compromised safety.
Exxon management, long aware of the limitations and inadequate staffing on its supertankers—and having successfully lobbied to reduce the required size of escort
By Lincoln Garrick
tugs in Prince William Sound— operated with the deeply ingrained belief that technological superiority and operational procedures were enough to manage the risks inherent in moving massive amounts of crude oil through pristine, narrow waters.
Reports indicate a chronically understaffed bridge crew on the night of the incident, putting a huge burden on a single, fatigued third mate who had been left in charge and was not certified to pilot through that section of the shipping lane. After a failure to make a crucial turn in time, the ship struck Bligh Reef, spilling nearly 11 million gallons of oil. Executive response was severely delayed—seventeen
hours after the grounding, booming efforts had not yet secured the leading edge of the spill or the tanker. The long-term damage was not just ecological; it fundamentally changed the public’s perception of the oil industry’s environmental stewardship in Alaska.
Business leaders should view this history as an active, urgent warning against allowing hubris to erode operational integrity. Hubris is the point where leaders’ or organizations’ past successes make them believe they are immune to failure, causing them to stop listening to warnings, ignore data, and take unexamin ed risks.
In his 2009 book How the Mighty Fall: And Why Some Companies Never
Adobe Firefly
Give In , Jim Collins describes the first stage of organizational decline as “Hubris Born of Success,” where success breeds arrogance, causing leaders to lose sight of the true factors that created greatness. This stage is characterized by leaders attributing success primarily to their own superior qualities rather than a blend of discipline, effort, and favorable external conditions, leading them to take risks that are anything but c alculated.
From Certainty to Catastrophe
In their 2018 article “Hubris and Sciences,” Eleftherios P Diamandis and Nick Bouras state, “The risk of hubris affects politicians, leaders in business, scientists, academia, the military, entertainers, athletes and doctors (among many others). Power, especially absolute and unchecked power, is intoxicating.”
The “intellectual celebrity syndrome,” coined by J.T. Winkler in the 1987 publication The Lancet 1987, and the widely observed “Nobel Disease” or “Nobelitis” describe when significant success, particularly high-status recognition, results in an unwarranted confidence that compels accomplished individuals to venture confidently, but uninformed, into areas beyond their established expertise.
Self-belief is essential for success in business, but it exists on a spectrum from positive to destructive. It is beneficial in the form of confidence and authentic pride built on competence, effort, and an openness to feedback, but confidence becomes
dangerous when it spirals away. Healthy confidence facilitates bold, calculated risk-taking and collaborative leadership; however, when confidence becomes detached from reality, fueled by past success and power, it morphs into an exaggerated, often contemptuous, sense of infallibility.
Finding that sweet spot between confidence and overconfidence in businesses, a high-risk and highreward environment, is not easy.
Hubris in Alaska
Alaska is a unique business market with high costs, challenging logistics, extreme seasonality, and limited access to financial and human capital. Hubris in Alaska often manifests as a failure to listen to market changes and emerging economic data and trends, often leading to severe financial and community consequences. Evidence of this overconfidence can be seen in the historic unwarranted belief in inexhaustible resource wealth, epitomized by the mid-‘80s oil boom spending without careful risk assessment and economic diversification.
Overreach by Alaska firms, inflated by previous success and making massive debt-fueled acquisitions or investments far outside their core competencies, can have lasting effects. This overconfidence may have contributed to the financial implosion and subsequent liquidation of major seafood processors like Peter Pan Seafoods, resulting in hundreds of unpaid creditors, severe economic distress in dependent local communities, and
significant losses to public funds like the Alaska Permanent Fund.
The thoughtful and communityminded approach, essential for long-term sustainability in Alaska’s economy, is undermined by unhealthy hubris.
Balancing Confidence with Humility
You can’t pivot fast when you’re convinced your first idea was flawless. The modern business landscape demands agility, and if a leader is overly confident, they can cause organizational friction and a performance bottleneck.
How did an accomplished Alaskan executive avoid this leadership trap over a four-decade career? Joe Schierhorn, recently retired as chairman of Northrim Bank, shares his perspective:
Q: We all know that leadership requires a significant degree of self-belief. Before we dive into the deep end, could you share how you avoided becoming isolated, operating with too much confidence and losing perspective?
Schierhorn: Really from the very beginning of the bank, our philosophy was to empower our employees, to give them both the responsibility and the tools to address customer issues. My role as a leader is to hire, train, and empower employees, building a culture that is flexible, responsive, and customer focused.
I recognize that I don’t have all the answers, and even if I did, the field keeps changing. As a leader you have to be welcoming to all sorts of expertise, and the only way
“I recognize that I don’t have all the answers, and even if I did, the field keeps changing. As a leader you have to be welcoming to all sorts of expertise, and the only way you can attract and retain great people is with a team-focused and learning culture.”
Joe S chierhorn, Forme r Chairman Nor thrim Bank
you can attract and retain great people is with a team-focused and learning culture.
Q: After a significant victory, how do you, as a leader, test and determine whether the win was due to sound, replicable core competence versus a potentially unrepeatable stroke of luck or personal exceptionalism?
Schierhorn: There is a certain amount of luck and timing that goes into any business venture. When I first started at Northrim Bank as a loan officer, it was just a pair of trailers in a Midtown parking lot. The bank was a small group of twentyfive employees in the beginning. It now has twenty branches across the state. We started with $8 million in assets, and now we’re at over $3 billion, but the corporate culture when Marc Langland and Arnold Espe started the bank in 1990 is the same today: customer-first service supported by local expertise.
Back then, there was a heavy reliance on individual contributions and personal connections. Now that we’re at over 350 employees, we have policies, procedures, and teams. We have different challenges. It’s easy for policies to replace everything, but our culture—our core value of customer-first service—has to be front and center. All within our regulatory environment, of course.
What we have to focus on at this scale is how can we replicate our past successes and keep learning. From our past, we are committed to developing and maintaining longstanding customer relationships. From our current situation, we have to continue to attract talent, manage that talent to the benefit
of our customers, train to that, and reward to it.
Q: Success can sometimes lead to insularity. To stay grounded and constantly learn and avoid blind spots, what are your “humility triggers”— sources of information or advisors you rely on to get raw, unfiltered truth about your business, even when it’s hard to hear?
Schierhorn: I take constant inspiration from Northrim’s founder Marc Langland and my father Mort Schierhorn—they were both very humble and extremely hard-working individuals with a great way of communicating with people. I try to model myself after both of them.
Information and advisors are at all levels of the business, and a big part of leadership is being a good listener—not just to the words but picking up on the emotions behind the words. Understanding what is drivi ng people.
This sort of active listening takes a lot of work and a whole lot of energy. This is how you build long-time authentic business relationships—constantly checking in with friends, customers, and employees on a casual basis. The short little bits of business—these are the import ant bits.
You have to be willing to put yourself out there and be vulnerable. Be open and listen. Solicit that feedback in an h onest way.
Measuring and Taming Unhealthy Hubris
Overconfidence can be hard to measure. The terms “blinding effect” or “bias blind spot” describe leaders
who are unable to recognize the impact of their cognitive biases on their own judgment while being perfectly capable of recognizing and pointing out those same biases in others.
How do leaders avoid this classic problem? The fix starts with actionable humility and a relentless pursuit for the unvarnish ed truth:
• Watch for red flags. Classic signs include ignoring dissent, flooding the zone with just your views, avoiding conflict, and pointing fingers instead of owning failures.
• Practice regular self-reflection. Schedule dedicated time to journal and ask probing questions: What decision did I make that had a negative impact this week? How did my reaction
affect the team’s morale? What assumptions am I making?
• Seek out feedback genuinely. Actively solicit critical input from direct reports, peers, mentors, and even former employees— sources who will not just confirm your existing beliefs.
• Understand your biases. This requires building a culture of radical openness where constructive criticism is the standard. This culture includes strategically delegating to amplify team perspectives and expertise over your own.
The hubris trap is real. When leadership’s arrogance overrides data and feedback, decisions are less than informed, leading to damaged organizational reputation and shareholder value. Ultimately,
the best defense against it is transforming your fear of being wrong into a genuine hunger to learn from everyone a round you. Join us next month as we explore ri gidity.
Lincoln Garrick is an associate professor, MBA director, and alumnus at Alaska Pacific University. He has decades of experience in business, marketing, and communications fields, providing public affairs and strategy services for national and Alaska organizations.
Throughout 2026, Garrick’s leadership series is exploring different ways for leaders to align their values with ethical conduct and create lasting positive impact.
THE SAFETY CORNER Bad Luck Comes in Trees Avoiding arborist accidents
By Sean Dewalt
Fo restry work is inherently dangerous on many levels.
In Alaska, arborists working in the tree care industry encounter hazards such as falls from heights, electrical exposures, struck-by falling objects, elevated noise, and logging equipment such as chainsaws and chippers. This important work must be done to protect people and property, as well as for preventative maintenance such as powerline easement cutting and trimming for utility operations.
This work is sometimes conducted during and after natural events like windstorms, wildfires, and ice storms, adding additional exposures to an already risk-filled endeavor. According to studies, climber falls were the leading incident for severe nonfatal injuries for this occupation. Other major causes of severe, nonfatal injury included ground workers being struck by a falling branch, chainsaw incidents, and falls from aerial equipment.
The industry is growing, especially in Alaska, creating a greater demand for safe workers. According to TCI Magazine, the magazine of the
tree care industry, “63,700 workers employed in tree-pruning and removal operations is probably a significant underestimate.” The US Bureau of Labor Statistics used these numbers to calculate a preliminary rate estimate and reported a fatality rate of 110 per 100,000 tree trimmers and pruners. This rate is about 30 times higher than the allindustry average.
However, this work can be performed safely when the correct approach to reducing risk is implemented. This involves a formalized safety program, effective oversight at the jobsite, and a supportive management team with front-line workers in complete safety alignment to maintain a positive safety climate.
Formalized Safety Program
At the foundation is the written safety plan. For tree care companies, this comprehensive living document should include several important items to meet regulatory compliance and best practices. These items include a hazard assessment and mitigation plan, documented training
regimen, pre-task planning program (a program for field evaluation of exposure and controls before work starts), and all Occupational Safety and Health Administration (OSHA) required plans. The plan should also include site-specific plans by jobsite, and all workers in this industry should have formal, current First Aid and CPR training, due to the remoteness that can come with some of these field operations.
The “5-15-90” rule should be included and reviewed whenever possible. This critical safety guideline in tree felling states that 90 percent of accidents happen within 15 seconds of the tree starting to fall, and within 5 feet of the trunk—emphasizing the need for a clear, pre-planned escape route (a 45° angle away from the fall direction) that is used immediately.
This plan should be reviewed with the employee prior to working in the field and should have a way and means of evaluating whether the employee does or does not understand every part of the plan. In addition, an annual safety plan review should occur company-wide to review operational exposures and controls.
This is an opportunity to ensure the safety culture continues and improves by reviewing changes in operational safety programs, assessing areas of improvement, and discussing near-misses and incidents to better understand where shortcomings in the safety program may exist.
Of high importance to protect workers is the fall protection and prevention program. Working from heights as a tree climber often requires ascending the tree to limb and top it and then descending for felling. Most climber falls relate to either tie-in-point/anchor failure, disconnecting from the climbing system, or severing the climbing line with a saw. One additional failure point is the use of the bowline knot to create a loop at the end of a rope. The use of that knot for rope
systems is common within the tree care industry. However, studies have proven that the bowline knot can fail when dynamically loading. Most companies have moved to a Yosemite bowline, a variation that decreases the risk by wrapping the working end of the rope through the loop to help prevent the knot from loosening when loaded.
Safe practices when using all ropes, knots, devices, and related equipment should be covered in the fall protection and prevention program, with practical, hands-on training and verification of proper use in the field.
Effective Oversight
The OSHA-approved state programs of the five Western states have standards that contain a much higher level of detail and specification than
A GRC RELATIONSHIP
OSHA’s pulpwood logging standard. Locally, the Alaska Occupational Safety and Health section of the Alaska Department of Labor and Workforce Development has adopted logging standards which exceed those promulgated under the federal Occupational Safety and Health Act of 1970. These regulations can be found online at Alaska Occupational Safety and Health’s website and are designed to help prevent incidents and accidents.
In addition to those standards, there are regulations that are incorporated into OSHA’s general industry standards by reference, meaning that the standard becomes a legally binding part of the federal rules—making it mandatory for employers to follow. Arborists, especially those working near power
lines or in wildfire zones, follow National Fire Protection Association guidelines, often along with American National Standards Institute A300 (pruning/care) standards in addition to all OSHA requirements.
In the field, every job site should have a pre-work safety meeting that includes the previously discussed pre-task plan. A pre-task plan is a brief, proactive safety assessment done before starting any specific job. It includes a formal discussion on communications, controlled access zones, outlining tasks by worker, potential hazards, required safety gear, control measures, and team roles to ensure work is done safely and efficiently, reducing accidents and improving focus. Specific exposures such as equipment, overhead powerlines, and tree-felling logistics are examples of additional discussion points during this meeting. This will help to reduce risks by “planning the work and working the plan.”
All workers should be paying attention to the work being conducted around them at all times.
Whenever a risk emerges that was not discussed during the safety meeting, all employees should be able to stop work to discuss the exposures and controls. This empowers workers to be able to speak up if they observe a hazard that is not effectively mitigated, potentially preventing injuries or worse. Once adequate safety measures are put in place, then the work can continue.
Supportive Management
Having the right tools for the job can make a difference between a safe operation and an accident. Equipment use and maintenance is a big part of a tree care company. Equipment used on the job in this industry goes beyond hand tools like chainsaws and pruners. This specialized equipment tends to have many moving parts, with powerful machinery that can turn trees into woodchips. Stump grinders, brush and tree chippers, bucket trucks, and feller/cutters are just a few pieces of equipment that require proper use, maintenance, and repair.
Employees using this equipment should have formal training on each unit, understand the capabilities and limitations, and be familiar with the operations manual (which should be located on the equipment).
Ben Pulcino, owner of Apex Tree Care, has a staff with more than fifty years of combined tree care experience. He states, “We have strived to keep new equipment, and that it is serviced daily before use. This is not just to prevent breakdown but to ensure all safety components are functioning properly. From our woodchipper to chainsaws, ropes, climbing gear, and vehicles, all are maintained—and discontinued when safety may be an issue.”
This professional, proactive approach illustrates a company’s commitment to safety for the workers, limits exposure and liability on the jobsite, and reduces operational costs.
Arborists face high risks from falls, machinery, and falling debris, making it a dangerous job, but safety is significantly improved through strict protocols like working in teams, advanced training in tree physics, using modern rigging and personal protective equipment, and staying updated on best practices. All of these measures ensure that risks are managed through knowledge and technology rather than just accepting the inherent danger.
Sean Dewalt is the owner of Alaska Risk Management. He has been working in safety and risk management in Alaska for twentyfive years. Visit www.akriskmgt.com for more safety articles, training opportunities, and consultation information.
Apex Tree Care owner
Ben Pulcino prepares to safely drop a hazard tree
near Wasilla.
Sarah Pulcino
INSIDE ALASKA BUSINESS
Sea Mart
The Hames family has owned Sea Mart, the largest supermarket in Sitka, for generations, but they’re selling to Albertsons/Safeway. The handover will include other Hames Corporation establishments Watson Point Liquors, Market Center, and Cascade Convenience Center in Sitka and Newtown Liquor in Ketchikan. The company was established in 1949 by Hopewell and Clarence Rands; their daughter Barbara Hames passed away last July at age 95 but was reportedly involved in the sale discussions. Current co-owner Roger Hames says Albertsons/Safeway intends to retain current employees and branding. seamart.com
Cook Inlet Housing Authority
The Affordable Housing Tax Credit Coalition honored Brewster’s Apartments in Anchorage with a 2025 Recognition of Housing Tax Credit Excellence award in the Small Metropolitan Area category. Cook Inlet Housing Authority converted the former Brewster’s Clothing & Footwear store in the Mountain View neighborhood into nineteen one-bedroom apartments and two studio apartments, mostly reserved for tenants earning half the local median income (about $24,650 per year). The award also recognizes the contributions of Northrim Bank, Alaska Housing Finance Corporation, Federal Home Loan Bank of Des Moines, and R4 Capital. cookinlethousing.org
JAG Marine Group
After twenty years of management by Vigor Alaska, the Ketchikan Shipyard is poised for reinvigoration by JAG Marine Group. The facility’s owner, the Alaska Industrial Development and Export Authority, notified Vigor Alaska last March that it would not exercise a final ten-year extension to its public-private partnership, pointing to declining employment. As the new operator, JAG aims to triple or quadruple revenue coming into the shipyard in the next two years and increase employment by 100 full-time positions or more. The Michigan-based company has a maritime construction presence in Ketchikan, Seward, and nationwide. jagmarinegroup.com
Jacobs
A five-year contract extension retains global engineering firm Jacobs as Program Management Consultant for modernization at the Don Young Port of Alaska. Jacobs continues to manage planning, design, procurement, and construction services. “We’ve advanced a critical modernization effort in one of the world’s most challenging marine environments,” says Jacobs Global Transportation Market Director Patrick King. Jacobs has supported port modernization since it began in 2014. Next phases address the replacement of the first of the Anchorage port’s two primary cargo berths. jacobs.com
Nova Minerals
Winter gave Nova Minerals time to transport equipment via snow road to its Estelle project in the West Susitna area. Trucks, earthmovers, a crusher and screening plant, an ore sorter, a mill, and flotation and gravity recovery units are being set up at the site, plus a second ore sorter at Port MacKenzie. The company received a $43.4 million federal grant under the Defense Production Act to fast-track mining and refining stibnite, the source of antimony trisulfide used in explosives and lubricants. “We’re currently ahead of schedule, moving towards our first expected production by 2026/27 with urgency,” Nova Minerals CEO Christopher Gerteisen said last fall.
novaminerals.com.au
Vizsla Copper Corp.
Since bowing out of the Palmer Project last year, American Pacific Mining Corp. found an interested buyer. A $15 million deal gives British Columbia-based Vizsla Copper Corp. full ownership while continuing a partnership with longtime local operator Constantine Mining, owned by American Pacific. Vizsla Copper expects to proceed with exploration of the zinc, copper, gold, silver, and barite prospect in the Chilkat Valley, provided it raises $25 million from investors. If exploration uncovers commercial quantities, American Pacific would earn another $15 million. American Pacific took over in 2022 when DOWA Metals and Mining, a Japanese zinc
smelting company, exited. vizslacopper.com
Mexico in Alaska
After more than fifty years in business, a South Anchorage restaurant said “Adios” in September. At age 85, Mexico in Alaska owner Maria-Elena Ball is concerned that her health prevents her from taking care of customers consistently. She migrated to Alaska from the Mexican state of Michoacan in the ‘70s and opened the restaurant (originally in the Mountain View neighborhood) to serve authentic mole and tacos de lengua. The company also sold its salsa wholesale through CarrsSafeway and New Sagaya stores. mexicoinalaska.com
SouthEast Alaska Regional Health Consortium (SEARHC) submitted plans to the Haines Borough to construct a hospital, medical clinic, and employee housing on 12 acres. In its permit application, SEARHC describes the existing Haines clinic as requiring “drastic improvements or complete replacement.” SEARHC says the new facility would be a “critical access hospital,” which would qualify for certain federal perks such as increased Medicare compensation. Construction would begin this spring; four single-story duplexes could be finished by the end of the year, but the clinic will take until fall 2028 to complete.
searhc.org
Harvest Midstream
The first export terminal for liquified natural gas on the US West Coast is changing hands from Marathon Petroleum to Harvest Midstream, the pipeline affiliate of Hilcorp. When the purchase of the 100-acre Kenai property was finalized in November, CEO Jason Rebrook called it “another milestone” in advancing both Alaska’s and America’s energy infrastructure. Harvest plans to convert the terminal, which exported LNG to Japan from 1969 to 2017, to accept imports while preserving export potential. Pending federal approval, a final investment decision is expected this year. The first LNG imports would arrive in 2028.
harvestmidstream.com
THIS ALASKA BUSINESS
The slogan “We empower business to thrive, before it's too late” reflects DenaliTEK’s proactive approach. The managed IT service provider maximizes efficiency of its eleven-member staff and the resources of its clients by heading off time-wasting problems. When they happen anyway, DenaliTEK answers the phone or drives to the site to fix what ’s broken.
Since the late ‘80s, CEO Todd Clark has watched the evolution of internet-enabled productivity from novelty to necessity. His company won an MSP Titans of the Industry award in 2024 as Best Managed Service provider in the Pacific Northwest, and Clark hopes to live up to that reput ation.
RIGHT MOVES
Alaska Oil and Gas Association
· Kara Moriarty’s successor at the Alaska Oil and Gas Association held the same job during the first Trump administration that Moriarty was appointed to last year: senior advisor for Alaskan affairs at the US Department of the Interior. The trade group selected Steve Wackowski as President and CEO. He most recently led communications for Santos’ Alaska Business Unit. Wackowski studied computer science at Saint Mary’s College of California and earned a master’s degree in science and technology intelligence from National Intelligence University in Maryland. Earlier in his career, he served as press secretary to the late US Senator Ted Stevens, and he was state director for US Senator Lisa Murkowski. He is a lieutenant colonel in the Alaska Air National Guard, commanding the 176th Communications Squadron.
UAA
· Cheryl Siemers keeps her position as Interim UAA Chancellor through the summer. University of Alaska President Pat Pitney concluded the search process in October. Based on community and stakeholder feedback, Pitney concluded that, although all four finalists were qualified, the overwhelming consensus was that Siemers had done an excellent job since Sean Parnell stepped down last May. “Cheryl is uniquely positioned to continue advancing UAA’s priorities without pause,” says Pitney, who is herself retiring from the UA System. Longer-term evaluation of the UAA Chancellor role will continue after the current academic year.
UAS
· A new Career Services Manager is on the job at UAS. Stori Oates joins the Enrollment Management and Student Affairs department at the Juneau campus, not far from her previous position. Oates most recently worked at the Auke Bay Laboratories for the National Oceanic and Atmospheric Administration, co-developing internships and working closely with UAS faculty and the Career Services office. Oates has a bachelor’s degree in biology from Santa Clara University and a master’s degree in marine science from San José State University.
UMIAQ Environmental
· UMIAQ Environmental, a division of UIC Commercial Services, promoted Emily McDonald to Policy and Permitting Division Manager, responsible for the company’s permitting, federal compliance, and mapping services. McDonald has been with UMIAQ Environmental since 2012. She’s credited with helping secure a new gravel source for Utqiaġvik and co-authoring documentation for the North Slope’s first wetlands mitigation bank. McDonald holds a bachelor’s degree in natural resources management from Green Mountain College in Vermont.
Nortech
A new generation of talent is strengthening Nortech—an environmental, energy, health, and safety services firm with offices in Anchorage, Fairbanks, and Juneau. · Megan Smoot is finishing her first year as an Environmental Professional at Nortech’s Anchorage
RIGHT MOVES IS BROUGHT TO YOU BY NORTHERN AIR CARGO
Wackowski
McDonald
office. She holds a bachelor’s degree in environmental science from Wheaton College in Illinois and conducted research on regenerative soil management in Eastern Africa. Smoot holds hazardous waste, mine safety, and building inspector certifications.
· With experience in social media management and marketing strategy, Madison
“MJ” Johnson supports the firm’s outreach and business development efforts. Johnson joined Nortech in 2025 as a Marketing Assistant. She earned a bachelor’s degree in business administration and marketing from the University of Nevada, Las Vegas.
Bettisworth North
Bettisworth North Architects and Planners hired two senior professionals and added two associates.
· The addition of Rebekah Gray as Senior Interior Designer expands the firm’s capabilities in Fairbanks. Gray has led multi-disciplinary design teams and specializes in commercial environments and usercentered experience design. She holds a master’s degree in interior design from Savannah College of Art and Design, where she also served as a professor.
· At the Anchorage office, Jack Fowler comes aboard as a Senior Architect. His experience ranges from schools to hospitals. Fowler’s role leading architectural design for the National Park Service Alaska Region involved master planning and public engagement. Past clients include the Alaska Mental Health Trust Authority and Lower Kuskokwim School District.
· Paul Mullins joins the Anchorage office as an Associate Architectural Designer. Mullins recently earned a master’s degree in architecture from the University of Hawai’i and
has worked as an intern for the firm since 2022.
· Aisha Malik interned for Bettisworth North in 2024 and received a bachelor’s degree in landscape architecture from the University of Rhode Island. Now Malik works at the Fairbanks office as an Associate Landscape Designer.
Coffman Engineers
Coffman Engineers celebrated three UAA alumni earning professional engineer (PE) certifications.
· McKenzie Lallish joined Coffman in 2013 as a structural engineer after graduating from UAA with a bachelor’s degree in civil engineering. Some notable projects include structural modifications to a congested steel building to support new mechanical equipment. Lallish has also provided corrosion control engineering support for the Trans Alaska Pipeline System.
· Noah Fowler joined Coffman in 2023 as a mechanical engineer after four years as a power generation engineer for Puget Sound Energy in Washington. At Coffman, he supports a range of energy projects including solar photovoltaics, battery energy storage systems, and microgrids. Fowler received a bachelor’s degree in mechanical engineering from UAA.
· Catelynn Hettick began as a mechanical engineer but earned her PE in fire protection engineering. Hettick has contributed to a range of designs for oil and gas facilities, military installations, and medical office buildings. Hettick holds a bachelor’s degree in mechanical engineering from UAA and is currently pursuing a master’s degree in fire protection engineering from California Polytechnic State University in San Luis Obispo.
Lallish
Fowler
Hettick
Johnson
Smoot
ALASKA TRENDS
Nearly 10 percent of Alaska residents are military veterans, the highest concentration of any state. They are eligible for services at hospitals and clinics managed by the US Department of Veterans Affairs (VA). Those facilities in Alaska serve nearly 38,000 patients, including mental health services. To accommodate a growing number of clients, the VA clinic at Joint Base Elmendorf-Richardson recently expanded.
Renovated rooms feel open, not clinical. “Veterans deserve places like this,” says Will Gordon, president and CEO of general contractor GDM. “Spaces that help them feel calm, safe, and taken care of.”
As recounted in Jamey Bradbury’s article “Designed to Care,” the VA expansion balances clinical needs with pleasing aesthetics.
To further elucidate those clinical needs, this edition of Alaska Trends examines the demand for and supply of mental health and medical care among the state’s military vets. A report prepared in August 2025 for the nonprofit Veterans Healthcare Policy Institute surveyed the topic to evaluate the effect of 2018 legislation that led the VA to contract with private vendors for nearly one-third of direct care. The data show a system still in the process of assembly, struggling to catch up even as a new generation enters the VA patient pool and while the department adapts to a nationwide reduction of staff in 2025 of 30,000 positions.
“Especially with the post-war veterans from Iraq and Afghanistan, mental health is a huge priority,” notes Gordon, a disabled combat veteran himself. “We designed this space anticipating future growth.”
When the ribbon was cut on the clinic expansion, staff and patients breathed a little easier, now that they have space to work comfortably.
SOURCES: US Department of Veterans Affairs, State Summaries: Alaska | A State-by-State Reality Check of the False Promise of VA Privatization, August 2025 | US Department of Veterans Affairs, Alaska Veteran Suicide Data Sheet 2022
Alaska's veteran population is approximately 10% of the state’s total population.
That’s the highest veteran population per capita in the nation. The national average is 5%.
14% of the veterans in Alaska are female
50%
Of 68,985 veterans in Alaska, 34,893 are enrolled in VA healthcare.
25% of veterans earn less than $50K annually
15% of the veterans in Alaska are retired
The Rural Gap
Outside of Anchorage and Fairbanks, most communities are designated "Health Professional Shortage Areas."
27 of 29 boroughs and census areas have severe primary care physician shortages.
HPSA score
HPSA scores range from 1 to 25 for primary care. The higher the score, the higher the priority for receiving resources and incentives.
■ 1-13 ■ 14-17 ■ 18+
0
VA Inpatient Facilities
58% of suicides committed by vets in Alaska involved a firearm.
According to the VA, Alaska's suicide rates among vets are significantly higher than the national general population suicide rate.
7 VA Outpatient Sites
3 VA Rehab Programs
3 VA Cemeteries
■ 58% Firearms
■ 33% Suffocation
■ 9% Other
12% of mental health needs are currently being met in Alaska.
237+
additional primary care providers are needed by 2030 to maintain the status quo. That would be 40% above current levels.
What book is currently on your nightstand?
My Bible.
What charity or cause are you passionate about?
There’s a TV show called The Chosen… If I could ever get to a point where I could fund one season of that, I would feel like I left my mark on the world.
What’s the first thing you do when you get home after a long day at work?
Hug my wife and probably start on all of the projects she has for me around our house.
What vacation spot is on your bucket list?
Ireland and Scotland… and I’d love to go see the Holy Land and Israel.
If you could domesticate a wild animal, what animal would it be?
A bull moose that could pull freight… or the second thing would be lynx; I think lynx are the most beautiful, incredible animals out there.
Photos by Kerry Tasker
OFF THE CUFF
Buddy Bailey
Zo Financial began in 2020 as a microlender for furniture, electronics, and tires. Buddy Bailey launched the venture after working for six years at New York Life (“zo” is Greek for “life”) and after a lifetime in the family business. At age 7, he volunteered to appear in a TV ad for the furniture store. “I've done a lot of other things that are pretty exciting and fun, but, you know, my legacy is very tied to Bailey’s Furniture,” he acknowledges.
Alaska Business: What do you do in your free time?
Buddy Bailey: Basketball with my kids at the gym or probably doing YouTube videos... My son wants to be the new “Outdoor Boys.”
AB: Dead or alive, who would you like to see perform live in concert?
Bailey: Brandon Lake.
AB: Is there a skill you’re currently developing or have always wanted to learn?
Bailey: Carpentry. I wanted to build a shed this summer… I took about a month to build my first one, and I sold it and made all of the money to buy materials for my shed.
AB: What’s the most daring thing you’ve ever done?
Bailey: Start Zo Financial; that was kind of daring. And second would be that I have a pretty long list of ill-advised hunting trips.
AB: What’s your greatest extravagance?
Bailey: My wife is very, very, very healthy, so anything and everything she will eat is organic, clean, minimally or no processed, and that ends up showing when you look at our grocery bill.
