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3 JAN/FEB 2026 | BUSINESSPULSE.COM
IN THIS ISSUE... 11
NATIONAL TRENDS, LOCAL REALITY Economists from Wells Fargo and Western Washington University talk about the 2026 economic outlook.
20 BUILDING FUTURE PARTNERSHIPS
VSH grows beyond traditional accounting to emphasize strategic advisory services, global reach and tech efficiency.
24 STORY-DRIVEN MARKETING
Through cohesive, story-driven marketing and full-service digital treatment, Joyco Digital helps businesses grow.
20
27 PRINTING WITH PURPOSE
Lithtex NW delivers high-quality printing while directing profits to disability-inclusion programs.
31
INTEGRAL LEADERSHIP
Tiffany DeSimone leads the Port of Bellingham with community focus and transparent communication.
34 THREE DECADES SUPPORTING OTHERS
Whatcom Community Foundation fuels progress through grants, partnerships, donors and creative community solutions.
39 DO DEGREES MATTER?
27
31
Local employers say education still matters in many fields, but experience and soft skills increasingly drive hiring decisions.
GUEST COLUMNS 41 Four elements that make AI training stick. 43 The tools quietly transforming modern workflows. 45 AltaGas’ Ferndale projects face local opposition while reducing emissions and creating jobs. 47 New WBA member Space Advocate Studio provides commercial interior design for small businesses in Whatcom County.
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Stay connected! 4 BUSINESSPULSE.COM | JAN/FEB 2026
ON THE COVER The VSH team at the Chrysalis Inn in Bellingham. From left to right: Madison Price Zender, Matt Roetcisoender, Lydia Ahn, Chris Sullivan, Kathy Herndon.
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BP UP FRONT
With gratitude, reflection and hope for a safer, more peaceful future As we close out another year in Whatcom County, our hearts are heavy with the catastrophic flooding that has tested our resilience yet again. In early December, historic atmospheric river storms swept across our region, dropping extraordinary amounts of rain and pushing rivers to — and in many cases beyond — record flood stages. Residents were advised to evacuate as the Nooksack River spilled over its banks, inundating businesses, farmland, roads and neighborhoods. The emotional and financial toll is profound, yet we have witnessed community and organizations stepping up and working around the clock. In the aftermath, we face both the physical damage and emotional weight of uncertainty — for when the next storm might arrive and whether similar devastations will follow. Amid this hardship, Whatcom County has also witnessed resilience and resolve. Emergency responders, public works crews, nonprofit organizations and volunteers mobilized quickly, providing shelter, food and support. Neighbors helped neighbors haul debris, share supplies and check on one another. Once again, our community became a stabilizing force. Yet recovery also brings reflection. The repeated flooding of the Nooksack River has renewed public debate about longterm mitigation strategies, including river management, land use planning and infrastructure investment. Among the most discussed — and contentious — proposals is dredging our sediment and gravel from sections of the Nooksack to increase its capacity and reduce flood risk. Decades of sediment buildup have raised 6 BUSINESSPULSE.COM | JAN/FEB 2026
the riverbed, making overflow more likely during heavy rain events. Dredging is a practical, near-term tool that could help reduce flood severity, particularly in highrisk areas. However, some urge caution, noting the environmental concerns, regulatory hurdles, and uncertainty over how effective dredging would be during heavy rain events. Beyond dredging, there needs to be immediate consideration of a range of mitigation options: restoring and expanding floodplains, log jam clearance, channelization, improving early-warning systems, elevating vulnerable structures and protecting developments in flood-prone zones. Each approach requires careful consideration and a common goal. But together, they underscore an urgent reality — flooding along the Nooksack is not an isolated event, but an ongoing challenge requiring coordinated, long-term solutions. Our role, as a local publication, is to continue reporting, questioning and amplifying the voices of those affected. To document not only the damage, but the recovery. Not only the debate, but the search for solutions and to lend support to local businesses impacted by the devastation. As a community, Whatcom County now stands at a crossroads. The choices made in the months and years ahead will shape our region’s future. They demand engagement, collaboration and a willingness to confront difficult truths. To our readers in Whatcom County and beyond: thank you for bearing witness to these times with compassion and care. If you need of support, Whatcom Ready’s flood call center is available for those with needs or questions at 360.788.5303. If you have suffered losses as a result of the flood, it is critical that you fill out a Damage Assessment Form at Whatcom Ready to begin the FEMA. Flood recovery resources for impacted businesses are also available on
SBDC’s website at sbdc.wwu.edu/floodrecoveryreimbursement process. Whatcom Small Business Recovery Fund is administered through the Whatcom Community Foundation. Contact them at 360.671.6463 or email wcf@whatcomcf.org. This is an evolving situation. At the time of publication, a federal disaster declaration was not yet in place, which is required for federal assistance resources for individuals and businesses. Whether you are directly impacted or offering support from afar, your engagement matters. In the wake of the floods, may we move forward with clarity, compassion, and resolve — working toward a future where peace is strengthened by preparedness, and safety is built into the very foundation of our communities. Thank you to our Whatcom Business Alliance members and Business Pulse subscribers for making the past year so successful. It has been an exciting and busy 12 months celebrating businesses through 50 years of Pulse and engaging with our community at our many events throughout the year. We are hard at work planning more great events for 2026, like the Whatcom Business Awards, to be held March 26 at the Hotel Bellwether! Join us for a gala evening of delicious food and business celebration. You are invited to attend our annual member meeting in February (date and time information coming soon) to learn what’s on the horizon for our organization and enjoy a special guest speaker. We will continue to bring other popular events, like the Leaders of Industry and Economic Forecast Breakfast throughout the year. Our first issue of 2026 features our annual economic outlook on Page 11, with valuable insight from Wells Fargo Economist Jackie Benson, Western’s Center for Economic and Business Research’s Hart Hodges, and James McCafferty. BPRI’s Laurie
Trautman analyzes the latest cross-border data that has severely impacted our region. Tamara Loucks interviews Joyco Digital, uncovering how businesses can navigate the digital world to achieve growth. Locally owned, with international reach, VSH is a client-focused firm focused on long-term strategies. Matt Benoit interviews key executives in the firm on Page 20. Tony Moceri highlights the good work being accomplished in our region for persons with disabilities by championing inclusion and providing programming at Lithtex. From the ocean to the skies, Personally Speaking introduces readers to interim port director, Tiffany DeSimone on Page 31. Catch up with one of our new WBA member businesses in our community, and stay up-to-date with AI, tech and finance matters in every issue! Small business owners have taken a hit with the Washington Legislature’s passage of the largest tax increase in state history and, more recently, health insurance premium increases approved by the state Insurance Commissioner. More than ever, we need to support business development in Whatcom County. Read on to discover support for two new environmentally and economically beneficial projects that are facing challenges with their projects. We promise to continue to bring you exciting events throughout 2026. Check out our website and WBA eNews for updates and information, so you don’t miss out on our events, which are likely to sell out again this year. The next issue of Business Pulse will feature all the nominees in the categories of Business Person of the Year, Small Business of the Year, Start-up of the Year and Employee of the Year. We will also reveal the Lifetime Achievement Award and Public Service recipient for 2025! I hope you enjoy the first issue of Business Pulse for 2026, and thank you to our incredible team and supporters — we couldn’t do it without you!
Barbara Chase, Executive Director Whatcom Business Alliance
7 JAN/FEB 2026 | BUSINESSPULSE.COM
BP NEWSMAKERS
Kelsey Van Miert
Olivia Anwiler
Northwest Health Care Linen named Family-Owned Business of the Year by the Association of Washington Business Northwest Health Care Linen, a leading provider of health care laundry services in the Pacific Northwest, has been honored as the Family-Owned Business of the Year by the Association of Washington Business. This prestigious award recognizes outstanding Washingtonbased family businesses that demonstrate excellence in leadership, innovation, community engagement and long-term commitment to employees and customers. Founded in Bellingham and family owned since its inception, Northwest Health Care Linen has grown into one of the most trusted health care laundry service providers in the region. The company serves hospitals, clinics and medical facilities by delivering hygienically clean linens that meet rigorous industry and patient-care standards. “We are deeply honored to receive this award,” said Kelsey Van Miert, president of customer relations. “Our company was built on strong family values — respect, integrity and service. This recognition reflects the dedication of our incredible employees who show up every day committed to supporting the health care community.” The award also highlights the company’s commitment to creating 8 BUSINESSPULSE.COM | JAN/FEB 2026
Marco Zamora
a positive and supportive workplace culture. With more than 150 employees across its operations, Northwest Health Care Linen prioritizes professional development, leadership training and a respectful workplace environment. “Our employees are the heart of this company,” Van Miert said. “Their dedication, teamwork and professionalism are the reason we are receiving this honor today.”
Peoples Bank announces promotions of Olivia Anwiler and Marco Zamora to mortgage loan representative Peoples Bank has announced the promotions of Olivia Anwiler and Marco Zamora to the role of mortgage loan representative at the Barkley Financial Center in Bellingham. Olivia Anwiler began her career with Peoples Bank in 2022 as a customer service representative at the Ferndale branch and quickly advanced through several positions, gaining expertise in customer relationship management and banking operations. Originally from Deer River, Minnesota, Anwiler has called Whatcom County home for the past three years. She is passionate about making the mortgage process smooth and stress-free, ensuring clients feel confident and supported every step of the way. Anwiler is actively involved in community
events such as Ski to Sea, the Lynden Home & Garden Show, Habitat for Humanity and the Lynden Farmers’ Day Parade. “I’m excited to help our customers achieve their home ownership goals,” Anwiler said. “Buying a home is one of the biggest decisions people make, and I look forward to guiding them through the process with care and confidence.” Marco Zamora brings more than five years of experience in the financial services industry to his new role. A Bellingham native, Zamora holds a bachelor’s degree in business marketing from Western Washington University and an associate’s degree from Whatcom Community College. He began his career as a personal banker, becoming a subject-matter expert in home equity lines of credit. Zamora is passionate about educating clients throughout the home-buying process and is known for his professionalism, efficiency and integrity. As a bilingual professional fluent in Spanish and English, Zamora is committed to serving a diverse clientele and ensuring clear communication every step of the way. “Helping people find the right mortgage solution is incredibly rewarding,” Zamora said. “I’m committed to making the process as smooth and transparent as possible so our customers feel confident every step of the way.”
Exciting news? Tell us about your news and newsmakers and we’ll consider it for the next issue! Please send press releases and image(s) to: heather@whatcombusinessalliance.com.
Advocacy. Leadership. Vibrant Economy. Networking. Committed to Business Success. Research. Education. Non-partisan. Community Prosperity. Join Us.
Facilitating Business Success and Community Prosperity. The Whatcom Business Alliance is the ears, eyes and voice for the Whatcom County business community. We believe success is the single largest driver of community prosperity, which is why we focus our efforts on facilitating that success through advocacy, research and education and job opportunities. We bring business leaders together to encourage, acknowledge and share the best and most ethical business practices. Our members improve their respective businesses and work closely with community leaders to promote public policy that supports a healthy business climate and a vibrant economy. To learn more and become a member, visit whatcombusinessalliance.com/joinus or call Barbara Chase at 360.746.0418.
9 JAN/FEB 2026 | BUSINESSPULSE.COM
FEATURE BP
The 2026 economic outlook
From national trends to local reality Business Pulse staff Each December, the Whatcom Business Alliance gathers the county’s business community for its signature event: the Economic Forecast Breakfast. This year’s edition delivered what local leaders needed most — a clear-eyed view of where the national economy is heading, followed by an unflinching look at what that means for Whatcom County specifically. The message from both presentations: 2026 will bring growth, but navigating it requires understanding both the macro forces at play and the unique challenges we face at home.
The national outlook Jackie Benson
Vice President & Economist, Wells Fargo
The story of America’s economy in 2025 reads like a thriller — dramatic twists, unexpected volatility and a cliffhanger ending that sets up 2026 as a year of cautious optimism. “The US economy has been volatile as of late,” Jackie Benson told the capacity crowd, gesturing to a chart showing the story in stark visual terms. The economy contracted by roughly 1% in Q1 2025, only to boom by nearly 4% in Q2. For business owners trying to plan inventory, staffing and investment, this roller coaster has been anything but helpful. But here’s the crucial insight Benson wanted business leaders to grasp: Much of that volatility is noise, not signal. “What happened with businesses — every one knew tariffs were coming,” she explained. Companies imported record amounts of goods in Q1 to get ahead of tariffs, then pulled back sharply in Q2 once inventories were filled. Strip away these trade and inventory swings, and you find something more reassuring. “Through all of the chaos and uncertainty, the data show us that demand held up in the first half of the
year amid these tariffs,” Benson noted. Real final sales to private domestic purchasers — a measure of underlying consumption and investment — continued to grow at nearly 3% annualized. US real gross domestic product growth
Source: US Department of Commerce and Wells Fargo Economics
Charts are reproduced with permission as originally published.
11 JAN/FEB 2026 | BUSINESSPULSE.COM
The tariff reality
The Fed’s balancing act
No conversation about 2026 can ignore tariffs. Beginning 2025 with an effective tariff rate below 3%, the US saw rates spike to 30% by April’s “Liberation Day” before they dropped to roughly 17% by year’s end.
Despite inflation pressures, Benson forecasted continued Fed rate cuts — 75 additional basis points through June 2026, bringing rates to 3.25%. The Fed is increasingly focused on labor market deterioration rather than inflation.
US Effective Tariff Rate timeline
Federal Funds Rate forecast
Source: US Department of Commerce and Wells Fargo Economics
Source: Federal Reserve and Wells Fargo Economics
“It’s been a very choppy ride,” Benson said. “That’s a bad thing for business planning and investment.” The evidence is seeping through to consumers: Household furnishings saw prices rising at 3.8% in September, more than double the 1.4% rate for core goods overall.
Job growth has decelerated from over 100,000/month to just 62,000 by September. “There’s a lot of weakness in the labor market under the surface,” Benson warned. Yet unemployment remains at 4.4% due to labor supply constraints — declining foreign-born workers, aging population and increased retirements.
“Tariffs are a one-time price shock. We expect inflation to peak at around 3% in early 2026 and then come back down through the year.”
For Whatcom County businesses struggling to find workers, this dynamic means the tight labor market isn’t going away soon — regardless of what wages employers offer.
— Jackie Benson
17%
EFFECTIVE TARIFF RATE
The inflation forecast for 2026 reflects this reality. Wells Fargo expects Core PCE — the Federal Reserve’s preferred inflation measure — to peak around 3% in early 2026 before gradually declining. But here’s what matters for business planning: Tariffs will push prices up, but then prices will stabilize rather than following an endless inflationary spiral.
3.25%
TARGET FED RATE
Tariffs are expected to settle around 15-17%, but the damage to business confidence has already been done.
Construction’s waiting game: Both residential and non-residential construction remain suppressed by high interest rates. Mortgage rates at 6.35% are forecast to decline only modestly to 6.15% — hardly the dramatic drop needed to unleash pent-up demand. Relief will be gradual, with growth not expected until mid-2026. 12 BUSINESSPULSE.COM | JAN/FEB 2026
The consumer conundrum
Technology transformation
Perhaps the biggest surprise of 2025: consumer resilience. Despite tariff fears and labor market concerns, spending has held up — though it’s evolving. “Consumer spending has been surprisingly resilient,” Benson noted, pointing to strong Black Friday and Cyber Monday numbers.
If there’s a bright spot in the forecast, it’s the technology-driven investment boom reshaping the American economy. Businesses are prioritizing spending on artificial intelligence, information technology, software and research and development over traditional property, plant and equipment. The numbers are staggering: Data center construction has grown 335% since January 2020, reaching an index level of 4.35.
But fundamentals are shifting. After years of spending beyond their means using excess savings and credit cards, consumers are realigning spending with income. Excess savings have run out, credit card usage has declined and there’s now a more sustainable one-to-one ratio between income and spending growth.
Data center construction boom
Income vs. spending convergence
Source: US Department of Commerce and Wells Fargo Economics
Source: US Department of Commerce and Wells Fargo Economics
There’s a troubling K-shaped divide. Lower-income households face higher effective inflation (3.0% versus 2.7%) and slower wage growth (3.6% versus 4.6% for top earners). “About half of consumer spending economy-wide is driven by the top 10% of earners,” Benson explained. This bifurcated economy means business owners need to think carefully about their target customers — value retailers serving lower-income consumers face very different dynamics than those catering to affluent buyers.
“Not worrying, definitely not recession territory.” — Jackie Benson, on 2% consumer spending growth forecast
High-tech manufacturing is surging too. While overall manufacturing output barely exceeds 2017 levels, the production of semiconductors, computers and communications equipment is growing at 13.8% year-over-year — versus just 0.6% for everything else. This technology shift will drive productivity gains that support economic growth in 2026 and beyond. When asked about AI’s sustainability, Benson draws parallels to the early-2000s internet boom: “There will be an end point to that boost,” she acknowledged, but added, “on net, the AI spend is going to be a positive effect” through Wells Fargo’s forecast horizon. Businesses that invest strategically now will be positioned to capitalize.
2.3%
GDP GROWTH 2026
4.5%
UNEMPLOYMENT
~3%
PEAK INFLATION
13 JAN/FEB 2026 | BUSINESSPULSE.COM
The local outlook Dr. Hart Hodges & James McCafferty WWU Center for Economic and Business Research
With the national picture established, Hart Hodges and James McCafferty took the stage to answer the question on everyone’s mind: What does all of this mean for Whatcom County? When they titled their presentation “The Fog of Uncertainty,” they weren’t just being dramatic. For Whatcom County business owners facing 2026, the forecast is decidedly mixed: modest employment growth returning after a difficult 2025 but accompanied by persistent affordability challenges that threaten our competitive position in the region. After employment actually contracted in 2025, CEBR forecasts approximately 1% employment growth for 2026 — positive, but well below our historical 2% trend.
The housing affordability crisis
Population & labor constraints
The most alarming finding in CEBR’s analysis isn’t about employment — it’s about housing. Whatcom County now has the worst housing affordability in the entire Puget Sound region when comparing home prices to local incomes. With a median home price of $618,700 and average wages of just $65,170, the home price-to-income ratio stands at 9.49.
Population growth tells a concerning long-term story. The 30-year downward trend from 2.5-3.5% annual growth in the 1990s to today’s 1% suggests structural demographic weakness. Whatcom County population growth trend
Housing affordability: regional comparison
Data sources: WA Employment Security and WWU CEBR
“Where are additional workers going to come from?” Data sources: WA Employment Security and UW Real Estate Research Center
“Home prices are going to be highly correlated with local incomes. Not true anymore,” Hart Hodges stated. Skagit County, with nearly identical wages ($65,456), has homes averaging $35,200 less. Even King County has a better affordability index because wages there are twice as high.
— James McCafferty
This connects directly to Jackie Benson’s national observation about labor supply constraints. If workers can’t afford to live here, businesses can’t hire them. With labor markets tight and declining foreign-born worker availability, businesses face continued wage pressure.
Cross-border headwinds: The Canadian retail spending decline is measurable. “We think the Canadian boycott has a little bit to do with that,” Hart Hodges noted. For businesses dependent on cross-border customers, this represents an ongoing challenge. 14 BUSINESSPULSE.COM | JAN/FEB 2026
The cost of living squeeze
Sectoral employment shifts
The housing crisis is part of a broader affordability problem threatening our competitive position. When CEBR compares Bellingham to peer cities nationwide — places like Burlington, Vermont; Santa Cruz, California; and Flagstaff, Arizona — our cost of living is elevated across nearly every category:
The sectoral employment data reveals worrying trends beneath the surface. Since January 2020, only two sectors have recovered to pre-pandemic employment levels: construction (up 17%) and professional business services (up 3%). Manufacturing has lost 12% of its jobs — representing the loss of well-paying positions that averaged $78,000 annually. Leisure and hospitality remains 7% below 2020 levels.
• • • •
Housing: 27% above peer average Transportation: 19% higher Health care: 12.5% higher Groceries: 5% higher
Employment growth by sector (Since Jan 2020)
Yet our wages are squarely average for similar-sized college towns. “Really, quite average for places like us,” Hodges acknowledged. “Hard for me to market: ‘Come to Bellingham. We’re average.’”
Cost of living index: Bellingham vs. peer cities Data sources: WA Employment Security and WWU CEBR
The concentration in government employment (which includes K-12 education, WWU and all tribal employment, including casino workers) makes Whatcom County particularly vulnerable to state budget cuts. When you add health care and social services as the second-largest employer at 14% of jobs, you realize that nearly one-third of local employment depends on sectors facing significant budget pressure in 2026.
Data sources: not listed
“When you think about Whatcom County, don’t compare to King, where our income looks horrible. Really, quite average for places like us.” — Hart Hodges
9.49
HOME PRICE-TO-INCOME RATIO
“Cuts to Medicaid and state budget present problems for two large employers,” the forecast stated. PeaceHealth’s announced 2.5% payroll reductions are just the beginning of what could ripple through the entire local economy. Charts are reproduced with permission as originally published
~1%
2026 EMPLOYMENT GROWTH
27%
HOUSING COST ABOVE PEERS
-12%
MANUFACTURING JOBS LOST
15 JAN/FEB 2026 | BUSINESSPULSE.COM
Charting the course ahead The 2026 outlook from the WBA Economic Forecast Breakfast paints a consistent picture at both the national and local levels: Growth will return, but it will be uneven, and the old playbooks may not apply. For Whatcom County business owners, understanding this interplay between national trends and local realities is essential for strategic planning.
National takeaways •
Prepare for bumpy Q4 2025 and Q1 2026 — tariff cost pass-through and potential government shutdown effects weigh on growth near-term. Wells Fargo expects gross domestic product to dip again in Q4 before recovering. Position for late 2026 acceleration — tax cuts, lighter regulation and AI-driven productivity gains should drive growth in the second half of 2026 and into 2027. Adjust to the new normal — this isn’t your father’s economy. Labor supply constraints, technology transformation and bifurcated consumer spending represent structural changes requiring adaptation.
•
•
“We expect fiscal stimulus and sturdy productivity growth to be supportive of economic activity in 2026.” — Jackie Benson
Local takeaways •
•
•
•
Plan for slow, steady growth — not a boom; approximately 1% employment growth forecast, well below historical 2% trend. Housing affordability constrains growth — worst in Puget Sound by price-to-income ratio (9.49). If workers can’t afford to live here, businesses can’t hire them. Watch budget-dependent sectors — government (16.5%) and health care (14%) face pressure from state budget cuts and Medicaid reductions. Long-term thinking required — structural challenges won’t resolve quickly; strategic adaptation is essential.
“The debt problem we’re working with is everybody’s. As long as we remain the least dirty shirt in the laundry, we’re okay.” — Hart Hodges
Nationally, Jackie Benson’s message is one of cautious optimism — gross domestic product growth of 2.3%, unemployment holding around 4.5%, gradually declining inflation and supportive Fed policy. The volatility of 2025 was largely noise; the underlying economy remains resilient. Locally, Hart Hodges and James McCafferty remind us that national trends manifest differently in Whatcom County. Our housing affordability crisis, our dependence on government and health care employment and our demographic challenges mean the path forward requires strategic thinking specific to our community. The businesses that will thrive in 2026 are those that can navigate tight labor markets, absorb cost pressures without losing customers, weather uneven sectoral recovery, and — perhaps most importantly — understand that volatility doesn’t equal weakness. Those who can see through the noise to the underlying fundamentals will be best positioned for what lies ahead.
The WBA Economic Forecast Breakfast was held Dec. 3, 2025. Jackie Benson presented the national economic outlook on behalf of Wells Fargo, the event’s title sponsor. Dr. Hart Hodges and James McCafferty presented the local outlook on behalf of Western Washington University’s Center for Economic and Business Research. 16 BUSINESSPULSE.COM | JAN/FEB 2026
FEATURE BP
Whatcom County’s new normal When the border shifts, so does the economy
Trip Purpose
Percent (2018)
Percent (2025)
Recreation/vacation
28%
44%
Family visit
8%
18%
Shopping
22%
11%
Mail/package
12%
8%
Work commute
2%
4%
Business
2%
4%
Airport
1%
2%
Purchase Gas
20%
2%
Laurie Trautman
Canada and the United States are nearly a year into a relationship that looks very different than it did in 2024. Ongoing tariff uncertainty and drastic shifts in cross-border travel and spending habits have produced variable impacts on Whatcom County’s economy. While it’s still an evolving scenario, there are some clear economic indicators emerging — in addition to qualitative observations — that are significant for our region.
What are travelers telling us? The only way to get data on why travelers are crossing the border and what they do when they get here is to ask them. Roughly every five years, the Whatcom Council of Governments leads a collaborative effort to survey cross-border travelers at four border crossings between Whatcom County and British Columbia. In past years, Canadians — who comprise the majority of cross-border travelers — came to Whatcom County for short, frequent trips with the primary purpose of shopping, followed by gas purchases and recreation.
Figure 1. Canadian’s primary stated reasons for cross-border visit. Source: Whatcom Council of Governments, Passenger Vehicle Survey (Summer 2018 and 2025). Note: On April 1, 2025, British Columbia (and Canada more broadly) repealed its carbon tax, which reduced the cost of gas in the Lower Mainland, thereby decreasing the price differential with gas in Whatcom County.
17 JAN/FEB 2026 | BUSINESSPULSE.COM
Another survey was conducted this past summer, and findings indicated a notable shift in Canadian cross-border habits: A larger percentage are crossing for recreation, vacation and family visits, while the percentage of trips for shopping, package pick-up and gas purchases have plummeted. (See Figure 1 on Page. 17.)
Retail sales tax Given the volume of Canadians who have typically traveled to Whatcom County for shopping, it is reasonable to assume they have a measurable impact on our retail sales tax revenues. Measuring that impact, however, is challenging. In the pre-COVID years, there was an observable (and statistically significant) relationship between the number of Canadian visits and taxable retail sales in several categories, including general merchandise, online sales and clothing. In 2018, the Border Policy Research Institute at Western Washington University estimated that Canadians contributed roughly $185 million to retail trade, in addition to food purchases (which are not taxed in Washington), as well as over half of the local option gas tax revenue in Blaine and Sumas — an important source of funding for those communities. (In Washington state, all cities and towns within 10 miles of an international border crossing and transportation benefit districts with an international border crossing within its boundaries may levy a fuel tax of up to 1 cent per gallon.) Given the shift in cross-border consumer behavior, both in the post-COVID years and again in 2025, many of the assumptions that go into these analyses need to be revisited. Preliminary estimates by BPRI indicate that in 2024, Canadians spent as much as $188 million in taxable retail sales (in retail trade). While still a large number, the relative percentage attributable to Canadians has dropped since 2018. More to come on that. 18 BUSINESSPULSE.COM | JAN/FEB 2026
Overall tourism In addition to the usual (shopping) suspects, Canadian visitors support numerous aspects of our tourism and hospitality markets. This includes Bellingham International Airport, where Canadians have composed over half of passengers, as well as our hotels and entertainment industries. Year-to-date hotel occupancy was down 5% from 2024 in Whatcom County, as of September, according to Bellingham Whatcom County Tourism. Canadian participation in events like Ski to Sea, the Lake Whatcom Triathlon and the Bellingham Bay Marathon declined by nearly half this past year. According to the Birch Bay Visitor Info Center, Canadian visitation to the center has dropped by 12% this year compared to last, and registration by Canadians in Birch Bay’s Polar Bear Plunge has dipped slightly, by 6%. Anecdotal observations suggest that vacation home rentals by Canadians in the area also are down. Recreation is also a big draw for Canadians, with many activities, such as mountain biking or hiking, not captured in any datasets. Is our region unique? Yes and no. Cross-border travel has dropped across the board, resulting in economic impacts in many regions along the border. However, two defining features have caused our region to see greater reductions than other areas. Because rural Whatcom County is adjacent to the dense population centers of the Lower Mainland, the main driver for cross-border travel is southbound (Canadians comprise as much as 70% of cross-border travelers). Also, because Canadian travelers primarily cross for discretionary reasons, their consumer behavior is easily influenced by changes in the value of the Canadian dollar, US border policy, or even the price of gas, resulting in considerable economic impacts — particularly in places such as
Blaine, Sumas and Point Roberts, where industries have been built up to cater to Canadian consumers. (See Figure 2 on Page 19.)
A changing border-crossing landscape I have always been a believer of the old Morton Salt ad and the saying, “when it rains, it pours.” This appears to be the case for the Canada-US border, with multiple changes creating a “thickened” border crossing environment. Some of this additional friction is related to the Canadian boycott of US travel, driven not just by political reasons but also by concerns about enhanced border screening and safety within the US. Other changes are related to US requirements that are either new or are newly applied to Canadian travelers who traditionally had been exempt. This includes a registration provision for visitors staying in the US for longer than 30 days. Teasing out the impact of Canadians on certain aspects of Whatcom County’s economy is an indirect path peppered by numerous assumptions. However, understanding the influence of the border — and our Canadian neighbors — is undoubtedly an important aspect of our quality of life in Whatcom County that goes well beyond economics. ■ Laurie Trautman is the director of WWU’s Border Policy Research Institute, where she engages in a range of research activities focused on the border between the US and Canada and the “Cascadia” region that encompasses parts of Washington state and British Columbia.
Figure 2. Comparison of regional declines in cross-border travel. Whatcom County includes five ports of entry. Source: US Bureau of Transportation Statistics (Border Crossing/Entry Data | BTS Data Inventory).
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VSH has an equation for growth Matt Benoit Lydia Ahn says VSH sees itself as a firm of the future. The Bellingham-headquartered certified public accounting firm, founded in 1997, has grown from a small local business to one with dozens of employees, multiple offices and clients across the United States and the world. Its future, Ahn said, is one focused on deepening strategic financial partnerships with clients, expanding high-impact advisory services and streamlining operations through technology — freeing up the firm’s experts to deliver even more clarity and value. “We’re really focused on not letting geographic boundaries define how we operate,” said Ahn, a partner who leads the firm’s cross-border and global families department. “We have a really dynamic up-and-coming partner group that we’re really excited about.” Ahn is currently joined at VSH by Managing Partner Chris Sullivan, partners Matt Roetcisoender and Kathy Herndon, and soon-to-be-partner Madison Price Zender — in addition to nearly 50 other employees who work in their Bellingham or Burlington offices or remotely elsewhere in Washington state. Herndon plans to retire in 2026, with a thoughtful succession plan already in place to ensure a smooth and seamless transition for her clients. The firm’s leadership is committed to continuity,
with trusted partners stepping in to carry forward Herndon’s standard of clarity, care and long-term partnership.
What accounting firms provide There often are misconceptions, Ahn said, about what CPA firms can provide a business owner. Beyond financial compliance and tax matters, VSH provides a multitude of business advisory services and long-term strategy. These include identifying operational “pain points,” improving cash flow management, guiding ownership transitions, navigating tariff planning and handling expansions (including into additional states or countries) and internal accounting matters. The firm also offers financial statement compilations, reviews, audits and business valuations. While there are a number of CPA firms throughout Bellingham and the region, Ahn said VSH stands out for its locally owned structure and boutique-level, relationship-driven approach. “Long-term relationships with our clients are really important to us,” she said. “We want to be a strategic partner with business owners.” Roetcisoender and Price Zender bring expertise in advising owner-operators and family-owned businesses, which are plentiful throughout Whatcom and Skagit counties. Meanwhile, nearly half
of the firm’s client base is international, primarily in the Canadian provinces of British Columbia and Alberta. Other clients have footprints throughout the United States, as well as in Europe, Asia and South America. When it comes to dealing with the rocky landscape of international tariffs, Ahn said VSH is being proactive, supporting clients with ideas and resources and encouraging them to prepare as much as they can to weather any storms. The volatility of tariffs under the present US administration has made that planning extra challenging, she added. VSH also has the ability to provide expert accounting resources well beyond its own offices through its membership in the US arm of the BDO Alliance, an international association of local and regional accounting, consulting and service firms. That wealth of resources allows VSH the ability to enhance client services and broaden its capabilities with the latest industry information, providing better flexibility and cost-effectiveness.
The tools of tomorrow VSH also is making investments in accounting technology, Ahn said, including the thoughtful integration of artificial intelligence into accounting software. So far, AI has proven to be a helpful tool for the firm’s professionals, helping 21 JAN/FEB 2026 | BUSINESSPULSE.COM
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We’re really focused on not letting geographic boundaries define how we operate. — Lydia Ahn
automate routine processes but not replacing the humans who make the job possible. “We are excited for it,” Ahn said of further AI advancements. “We’re not using it to do the job of an accountant but to enhance the value that we bring to our clients. It’s freeing up time to focus on the advising and consulting aspects of our work so we can better do the analyses and make recommendations on the numbers instead of spending all our time in the numbers.” Ahn emphasized that incorporating AI isn’t about lowering costs — it’s about elevating the quality of service, empowering the firm’s experts to spend more time on the complex, forward-looking work on which clients truly rely. Gains in efficiency and focus, she added, will likely help VSH advance its 10-year vision: expanding its advisory services and strengthening its position as a strategic partner to business owners. A third brick-and-mortar office may eventually be in the offing, but for now, Ahn said the firm is maximizing the use of its existing spaces: the Barkley Village office on Rimland Drive, which VSH has called home since the early 2000s, and its Burlington office, which came to fruition around 2015.
The next generation In addition to having an energetic and talented partner group, VSH also is working to inspire and teach the next generation of up-and-coming accounting professionals.
Previous page, left to right: Kathy Herndon, Lydia Ahn, Madison Price Zender, Chris Sullivan, Matt Roetcisoender. This page: Kathy Herndon and Matt Roetcisoender; the team at The Chrysalis Inn in Bellingham. All Photos: SATTVA PHOTO.
The firm sits on the accounting advisory committee at Western Washington University and provides presentations on various topics to accounting students and members of Beta Alpha Psi, the university’s honors accounting society. Ahn also sits on the accounting and finance advisory committee at Whatcom Community College. Presentations include such topics as what it’s like to be a public accounting professional, so that when students enter
the job market, they have a better understanding of what awaits them at firms like VSH. “We’re very active in mentorship opportunities and in providing internships for college students,” Ahn said. “We’re usually doing something with Western every quarter.” ■
23 JAN/FEB 2026 | BUSINESSPULSE.COM
Helping businesses
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Inside Joyco Digital’s unique marketing approach Tamara Loucks While traditional marketing tactics still have their place, a business’s success today is increasingly tied to the effectiveness of its digital marketing program. Yet to achieve meaningful and sustainable results, digital marketing efforts must extend beyond website performance, SEO and high email marketing open rates. It’s an ever-changing landscape that business owners rarely have the bandwidth to manage effectively. As a result, many local entrepreneurs have turned to Bellingham’s Joyco Digital to help them successfully navigate the digital world and drive growth. Founder Daniel Joyner launched Joyco Digital in 2018. The full-service digital marketing agency primarily serves local businesses, although it also represents clients throughout the Pacific Northwest and across the United States. The company serves a few international customers as well, though the focus is on regional companies because a big part of its programming is content creation, including on-location photo and video shoots. Joyner entrusts the business to a small, six-person, senior-level and multidisciplinary team. His team members have diverse professional backgrounds, including journalism, Hollywood production, education, entrepreneurship, TikTok content creation, operations and design, reflecting a breadth of lived experience rather than a track record in traditional marketing roles. He’s built a system of doing business, and key to that system is hiring team
members based on their soft skills, such as leadership and problem-solving skills and an ability to think independently. Joyner can teach the right people his system, and they can apply their background and skillset and “run with it,” he said. He believes this diversity creates a deeper understanding about how marketing decisions affect a business and gives his team the ability to problem-solve from multiple angles — analytically, creatively, operationally and from the human perspective, he said. “When we sit down with a contractor, a restaurant owner or the director of a nonprofit, we’re able to speak their language and design strategies that fit how they actually work,” Joyner explained. Joyner earned a bachelor’s degree in international political economy from Western Washington University and minored in economics. Early in his career, he worked on political campaigns, engaged in political fundraising and served as a lobbyist. He attended the Wellstone Institute, which teaches grassroots campaigning and advocacy skills. The training taught him how to deliver an efficient machine with little resources. He learned the effectiveness of Facebook and Google in driving results. After leaving politics, he applied these insights in leadership roles across several companies and helped drive their growth. “Because I’m not a marketer but an economist and community organizer,” he said, “I am more interested in how
I can build a lean operation, authentic and disciplined, and connect with people.” Delivering cohesive results Joyco Digital is considered an omnichannel marketing agency. The company offers core services that capture the customer journey from start to finish, including but not limited to analytics, consulting, website strategy and development, search marketing, content creation, paid social and content marketing, and branding. Prior to partnering with Joyco, new clients had often employed multiple agencies to create specific parts of their marketing program, such as website development, ads and social media — what Joyner referred to as “random acts of marketing.” He explained that Joyco’s services are designed to connect all the marketing channels to create a strategy that drives measurable and repeatable growth. While some marketing agencies operate within a specific niche, Joyner’s system offers the flexibility for his team to work in nearly any industry, though they have primarily focused on construction and trades, restaurant and hospitality, health and wellness, professional services and e-commerce and digital products. Why digital marketing matters Today, a strong digital presence is imperative because prospective customers are spending the majority of their time researching a company in 25 JAN/FEB 2026 | BUSINESSPULSE.COM
the digital world. According to Joyner, before they’ve contacted you, they’ve Googled your business, checked out your website, viewed your social feeds and read reviews. “People expect small business to maintain a digital presence on par with large companies,” Joyner said. “A business’s digital presence can be the first — and sometimes the only — impression they have of your business. If what they see is confusing, outdated or inconsistent, you’ve lost trust before the conversation even starts.” He added that digital marketing isn’t just about getting leads anymore, but how you show up in the world. An effective digital marketing program attracts higher-quality customers, informs people who you are — which shortens the sales cycle — and allows a local business to compete with national brands. The power to control a story Digital marketing doesn’t just establish a digital footprint but also enables an organization to tell its own story. To create a client’s story, Joyco’s team clearly defines who the client is, what it stands for and whom it serves, and then the team helps the client to find its own voice. Then the client’s story is consistently implemented across marketing channels. “If you don’t shape your narrative, the market will shape one for you through assumptions, competitors, reviews and rumors,” Joyner said. “We want to develop a story people relate to. People buy when they know why. I believe that. The how doesn’t matter. The why is what human beings connect to.” Over the past eight years, Joyco Digital has crafted hundreds of impactful customer stories. Joyner cites his firm’s work with Grizzly Industrial, a prominent national tool brand for woodworking and metalworking, as his favorite. 26 BUSINESSPULSE.COM | JAN/FEB 2026
“When we sit down with a contractor, a restaurant owner or the director of a nonprofit, we’re able to speak their language and design strategies that fit how they actually work.”
— founder, Daniel Joyner When Joyco began working with Grizzly Industrial, team members entered the relationship as strategic and creative partners. Grizzly already had a rich legacy: decades of craftsmanship, a beloved brand among woodworkers and metalworkers, and a deeply engaged customer base. However, its social media and storytelling efforts didn’t fully reflect the loyalty and creativity of the community. One standout initiative Joyco created was the Grizzly Makers Challenge, a nationwide collaboration that invited creators to share projects on social media. Thousands participated, generating over $300,000 worth of community-created content value and driving foot traffic and same-day sales at Grizzly’s showrooms across the country. The project Joyner believes made the most impact for a client was Joyco’s collaboration with Bellingham’s Bruce Cox Imports, an independent auto shop. The team redesigned the shop’s website to attract its ideal customer, created a digital
ad program, and created commercials for both local television and social media platforms. Prior to his partnership with Joyco, the shop’s owner, Charlie Cox, worked with several large, nationwide marketing firms. He was unsatisfied with the customer support he received, the lack of flexibility and communications, and the general lack of care. So he researched social media feeds and the online presence of several local businesses. “I thought they were really rocking it and discovered they were working with Joyco Digital,” Cox said. “During onboarding, they did an in-depth analysis of my business, got to know me and my employees, our story, and developed a proposal for three months of services. Dan and his team greatly improved my digital presence. With the national agencies, I’d get about 20 new customers a month. Now I have at least 50 new customers monthly.” The future of Joyco Digital Joyner envisions expanding across Washington into markets such as Seattle, Spokane and Olympia while maintaining the company’s local, relational approach. Wherever it is located, Joyco Digital will continue collaborating with local businesses, nonprofits and national brands, and its owner will remain focused on the same principle that drove him to start the agency: “Help people tell their story clearly, honestly and efficiently, and make marketing feel less like a mystery and more like a tool for growth.” ■
Page 24, top: Jay Blair, Daniel Joyner, Raelyn Kaplan, Holly Maxam, Jack Warren, Kristopher Wilhelm, Dante Check. Lower images: Raelyn Kaplan, Dante Check, Jack Warren and Jay Blair at work. All photos: SATTVA PHOTO.
More than just paper
SATTVA PHOTO.
BUSINESS PROFILE BP
Lithtex NW prints a path to inclusion Tony Moceri The Whatcom County business community has a history of giving back. Whether through regular giving or stepping up when a significant need arises, our businesses open their pocketbooks and support the causes with the greatest needs. While any amount of giving is good, Lithtex NW stands out because all its profits now go to some folks in the community who need a little extra assistance. Lithtex NW was founded in 2002 by John Busch and Scott Wheeler to service printing needs local and beyond. The company expanded in the region, adding locations in Mount Vernon and SeaTac to its Bellingham location at 2000 Kentucky St. In 2013, Lithtex NW purchased the Premier Graphics Bellingham Division, furthering its growth. In December 2020, Lithtex NW was purchased by Northwest Center.
“Northwest Center’s commitment to community and mission is inspiring,” said Mike Dow, Lithtex NW vice president of operations. “It’s the kind of purpose that grounds you and motivates you every day.” This common cause is helping those in the region with disabilities by championing inclusion and providing programming. Northwest Center was started in 1965 by four moms — Janet Taggart, Katie Dolan, Cecile Lindquist and Evelyn Chapman — who were frustrated with a school system that would not let their children attend school because of their disabilities. These women would go on to help write and pass what is now known as the Individuals with Disabilities Education Act, ensuring that kids of all abilities were included in public schools. Now, the organization’s mission is to be
“a nonprofit building a disability-inclusive world for schools, businesses and people from cradle through career.” The organization has a wide range of programs that impact people of all ages. Like most nonprofits, the organization raises funds through donations and events. It also owns and operates a variety of businesses it refers to as social enterprises. These businesses include those related to clothing donations, integrated facility solutions, managed office solutions, commercial and digital printing, printing and direct mail for nonprofits and commercial laundry services. One hundred percent of the profits from these businesses go back into Northwest Center to further its mission. It’s the printing business where Lithtex NW comes in. Yes, it is owned by a nonprofit organization, but it operates as an 27 JAN/FEB 2026 | BUSINESSPULSE.COM
Previous page: Lithtex NW will soon rebrand to LithtexNWC to bring the companies together. This page: A thank you banner hangs over the press room at Lithtex NW, located at 2000 Kentucky St.; Mike Dow, the vice president of operations; Braille materials printed at Lithtex NW. All photos: SATTVA PHOTO.
independent business, knowing that its work helps customers and that profits go to help those in need of an advocate and some extra support. Lithtex NW has approximately 50 fulltime employees, doubling in size during the summer to facilitate the printing of over 1 million school planners for 2,000 schools and to handle shipping all over the country. Dow joined the team in 2023 to help grow the business and ensure customers receive the best possible service. Dow is a lifelong print business guy who has worked his way up through the industry. In 1994, he began making deliveries for a printing business to pay for his tuition at San Diego State University. From there, he grew within the company, eventually advancing to where he sits today. Moving to Bellingham to work with Lithtex NW was the next progression in his career. He saw the potential in the business and the good it could do for customers, as well as the driving mission behind Northwest Center. It was a big decision and one he’s thrilled he made. “We are a customer service company that just happens to do printing,” Dow said. “We pride ourselves on our customers and how we treat them and what we’re willing to do to make sure that their projects are on time and of the quality they expect.” With this attitude and approach, the team at Lithtex NW is excited to serve customers no matter the size of the project. Sarah Hickman, the director of sales, is ready with her team to help however necessary.
The business is equipped with the latest technology and printers that can produce a wide range of products in various sizes. This means that whether they are helping the client who needs a million planners or a person who walks in off the street who needs business cards, the company has the right equipment for the job. Technological advancements in the industry allow Lithtex NW to support a wide range of projects and customers. Nothing is too small or too large. These innovations have also strengthened workplace safety and simplified the learning curve. The equipment is far more intuitive, and with consistent interfaces across machines, operators no longer have to learn each device from scratch. As a result, people can get up to speed much more quickly than in the past. Lithtex NW will have 350 to 400 projects underway at any one time, of all shapes and sizes. Many of these are local projects
that involve people meeting face to face, but technology has also advanced how people order their prints. The business now provides over 100 digital storefronts through which people can log in and work on their printing needs, handling much of their communication digitally, including the proofing process. Dow sees a bright future for printing, Lithtex NW and Northwest Center. The innovation in the printing world and the broader way businesses operate make him excited to see what the future holds. While that unfolds, he and his family, who are thrilled to be living in Whatcom County, will be raking leaves as the seasons change, a chore that was not as necessary in San Diego. To learn more about Northwest Center’s programming and businesses, visit nwcenter.org. Lithtex NW can be found online at lithtexnwc.com, or at 360-6761977. ■
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Photo courtesy of Tiffany DeSimone.
Leading the Port of Bellingham is a multifaceted task Anita Merina As executive director of the Port of Bellingham, Tiffany DeSimone must juggle not only its various departments, from the marinas to the waterfront to the airport, but also the needs and sometimes competing priorities of their multiple stakeholders. With a background in communications and community outreach and 10 years of working up through the ranks at the port, DeSimone is more than up to the task. Add to this her personal history as a local, born and raised in Whatcom
County with a large extended family who work, live and own businesses in Whatcom County, and you have a public official fully invested in leading the port and its businesses with passion, professionalism and a great deal of communication. Business Pulse: Tell us about the Port of Bellingham and the role of executive director. Tiffany DeSimone: The Port of Bellingham covers the following lines of business: real estate, marinas, the airport, Bellingham shipping terminal and the
Bellingham Cruise terminal. The port also includes more centralized support divisions, including finance, community outreach, engineering, environmental, facilities and security. We currently have 130 full-time staff, including security staff. The role of executive director is to listen to the community, facilitate a county-wide climate where private business can thrive, support marine trades, protect public access and create a safe, equitable and engaging work environment for port staff and, most importantly, communicate 31 JAN/FEB 2026 | BUSINESSPULSE.COM
about all of these efforts tirelessly with everyone. This requires moral courage and loads of integrity, which doesn’t mean not making mistakes but being accountable if you do. It’s also important to leave ego and self-interest at the door and be an approachable team player. “Listen and learn” has become my mantra. BP: Were your previous jobs with the Port of Bellingham helpful? TD: Absolutely. I started 10 hours part-time managing the Holiday Port then moved to a full-time position as community outreach manager. After that I added the marinas, the security team and marine terminals. During this time, I was able to observe, learn and take on new responsibilities as I grew toward the role of executive director. BP: What are the most challenging aspects of your current job? TD: The sheer number of stakeholders from every demographic and interest. Being born and raised here with a large extended family who work, live, own businesses and raise families here, I have a vested interest in supporting local business, establishing family wage jobs, supporting maritime careers and protecting public access for the community. BP: Is there a project you are particularly proud of ? TD: I’m really proud of the internal security team we created at the Port Commission’s request. Now three years old, the team is strong, smart, kind and works with great empathy and integrity. I’m also really proud of the Community Outreach team, who has been working really strategically to create and implement a social media strategy that is making our communication more effective, responsive and engaging. Without regular and honest information sharing and trust building, when challenges arise with the community you have no way of combating misinformation or even being 32 BUSINESSPULSE.COM | JAN/FEB 2026
accountable for mistakes. I’m hoping to provide guidance in reestablishing effective, clear port communications. BP: Do you have downtime? TD: Not a lot at the moment, but when I do, you’ll find me outdoors, either traveling, trail running, skiing or heading out on the water. Over the years I’ve lived around the country and the world, and there’s no place like home. BP: Growing up in Whatcom County, you’ve seen places come and go. Are there places you miss? TD: I miss the armory skating rink and the airport café, where people could watch planes take off. And I miss the high school days of “cruising the strip” on Railroad Avenue. BP: Any place you’d recommend now? TD: I love a good “dive bar,” and I mean that in a good way. I love the local working-class bar. Nikki’s Bella Marina C O N N E C T I O N
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with its sunken cozy bar, Coconut Grove and The Cabin Tavern. These are places for the maritime crowd who come in after a hard day still dressed in their fishing gear. That’s a great vibe. BP: Who continues to inspire you? TD: My parents. They are also from here and have a 100-acre farm in Deming, and I moved right next to them. My dad taught my sister and me to fly at the Bellingham airport. My mom and my dad raced cars. They taught us to be fearless and kind and to do the best job we possibly could. They encouraged us to explore whatever we wanted to explore. No boundaries, no limitations. But if you are going to do something, do it well and hold yourself accountable. You can be competitive and successful and kind and maintain a work-life balance — something I follow and lead with to this day. ■
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34 BUSINESSPULSE.COM | JAN/FEB 2026
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Thirty years of flexible, creative problem-solving across Whatcom County Tony Moceri Whether or not you are familiar with the Whatcom Community Foundation, you are more than likely familiar with its work. For thirty years, the organization has been serving all parts of Whatcom County, wherever needs and opportunities arise. “I think of us as the Swiss Army Knife for the community,” said Mauri Ingram, who is in her 18th year as president and CEO of the Whatcom Community Foundation. “We have lots of different tools. The most obvious for people is grant making. We put a lot of funds into the community through hundreds of nonprofit organizations every year that are doing some really incredible work. Then sometimes we show up in other ways. We will bring groups together that might be interested in learning about an issue or building a skill. Sometimes they want to be collaborating on something, and sometimes it’s just helpful to have a third party bring everybody together to have a conversation or to develop ideas and plans.” Community foundations have been in existence around the country since 1914, when Frederck Goff created the first one in Cleveland, Ohio. They are meant to help direct funds within the community, where and how the community feels the funds are needed. Since its inception, the Whatcom Community Foundation has taken this idea to heart — including by establishing donor-advised funds, which
allow people to set up funds through the foundation through a donation and determine how that money will be used. “Donor-advised funds are a part of our DNA,” Ingram said. “This may sound funny, but I’ve always appreciated the fact that our board has had so much confidence in the community from the beginning. It was never about the board thinking they were the smartest people in the room. We try to live that value every day, that we know we’re always going to learn more from the community, from our partners, from people doing things in other places, than we are just by talking to ourselves.”
This sentiment is evident in the diversity of the foundation’s locations and projects, as its flexibility and creativity allow it to find ways to help where the need is. The Whatcom Community Foundation is best known for its distribution of grants, which often help local nonprofit organizations achieve their missions. Funds for those grants come from donors, grants the foundation applies for, and income from invested funds. In some cases, it is only the income from invested funds that is allowed to be distributed each year, ensuring the funds will be available in the future.
Opposite page: The Millworks affordable housing complex, on which the Whatcom Community Foundation partnered with the Port of Bellingham. This page: the Ferndale Library, a community-built project supported by the Whatcom Community Foundation. Photos courtesy of Whatcom Community Foundation.
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“There is so much possibility in this community and so many great things already in existence.” — Mauri Ingram, president and CEO of the Whatcom Community Foundation
This is the case with the South Fork Valley Fund. A piece of property outside Whatcom County was donated to the Whatcom Community Foundation to help support the South Fork Valley. The foundation sold the property and invested the funds, and now, through discussions with community members in the valley, decides how the income from that investment will be used to support the community. A significant undertaking was the foundation’s partnership with the community to help build the library in Ferndale. In addition to helping raise funds, over the eight-year process, the Whatcom Community Foundation collaborated with the city of Ferndale, the Whatcom County Library System, and the Friends of the Ferndale Library to bring the library to reality. A large project in Bellingham is the Millworks. The first phase includes 83 permanently affordable rental units owned by Mercy Housing Northwest and an early learning center operated by the YMCA. Phase two will add workforce housing and more. The Whatcom Community Foundation also is working with the Mount Baker and Nooksack school districts. With Mount Baker, it is helping the career and technical education program build a shop to provide a space for students to construct projects ranging from sheds to tiny homes. For Nooksack, the foundation is helping with the capital campaign to put in a turf field, 36 BUSINESSPULSE.COM | JAN/FEB 2026
which will allow the field to be used by more students and require less travel for practice and games. Other projects include facilitating employee ownership in businesses to maintain local ownership, raising funds for local news outlets, and launching a program through which every child born in Whatcom County would receive a savings account with initial funds and access to free financial education. “There is so much possibility in this community and so many great things
already in existence,” Ingram said. “The Whatcom Community Foundation can play a role because we look at every aspect of the community and care about every place and person in the community.” To connect with the Whatcom Community Foundation, visit whatcomcf.org, call 360-671-6463 or drop by 1500 Cornwall Ave., Suite 202, in Bellingham. ■
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College versus experience
What employers really care about in 2026
Elisa Claassen Is a college degree still considered the most viable road to employment success, especially for immediate graduates? Some think not, citing experience as more vital. In a recent article on myperfectresume.com, Jasmine Escalera referenced research from the nonprofit data laboratory Burning Glass Institute noting that unemployment rates for recent college graduates are at their highest levels in decades. According to the BGI study, the gap between degree holders and workers with only a high school diploma is the smallest it’s been in 30 years. The study claims employers are increasingly skipping over new graduates and reserving even entry-level jobs for candidates with three or more years of experience, especially in fields affected by artificial intelligence. Hart Hodges is a professor in the Department of Economics at Western Washington University and the director of Western’s Center for Economic and Business Research. He also holds a position at an investment firm and is a member of the Northwest Workforce Council board, working with a variety of businesses and public agencies. Hodges said the CEBR has not surveyed local businesses whether they are choosing experience over education, and he doesn’t agree that college degrees have less bearing now than they used to — at least not across the board. Rather, he said, it depends on the position within the firm. For example, jobs in medical settings require physicians to be credentialed within their appropriate field of study. Hodges said he has seen studies debating the merits of higher education versus experience and wants to see a broader approach factoring in immigration policy, technical versus non-technical options and companies in the midst of downsizing.
According to a November article in Fortune magazine, the $452 billion company Palantir Technologies, known for creating defense technology, said that college is no longer a reliable training ground, hiring 22 high school students instead. The company has around 4,000 employees, and the recently hired students are interning with an option to interview for a position at the end.
What’s happening locally
Kimberly Huizenga is the director of property management for Bellingham-based Landmark Real Estate Management. “I typically look for a degree when we’re hiring for the lower-level positions, ironically,” Huizenga said. “Mostly just for a good solid base in technology and communication skills. For the property manager role, I am 100 percent looking for experience. It’s an interesting industry and takes a lot of training. It is also difficult to prepare somebody newly coming into the industry based on conversation alone. They really have to get their sleeves rolled up and hands on the job to fully understand the role. I always find it better to hire somebody that has industry experience.” Industry experience can vary by company, she added, and some is better than others. “We certainly place a higher value on candidates that have worked at recognizable, quality companies,” Huizenga said. Jon Ensch has been in the banking industry for more than 20 years. The past six have been with Peoples Bank, where he is senior vice president overseeing the commercial lending division for Whatcom County. Peoples Bank currently employs a little over 400 people across 23 branches in seven counties within Washington. “Banking careers can often be cate-
gorized into different business functions, such as commercial banking, retail banking, operations, compliance, technology, etc. — and these all can have differing career paths,” Ensch said. “I’ve been in commercial banking my entire career, and that is the lens that I typically view career pathing and needed experience from. Most positions within commercial banking either prefer or require a college degree. Retail banking does not typically require a degree for entry-level positions, and even higher-level positions may not require a degree with appropriate experience — although it’s never a bad thing.” Peoples Bank’s commercial banking team is composed of around 45 to 50 professionals, many of whom have advanced degrees along with a wealth of experience. “As an organization, we are always looking to promote from within wherever possible,” Ensch said. “Higher education can be an important differentiator for employers when evaluating candidates, as the knowledge and skills gained at that level often provide a strong foundation for long-term career growth. However, many of the core responsibilities within banking are typically learned through on-the-job experience or specialized training programs offered to bankers.” Lydia Ahn, a partner at VSH CPAs, said the firm has between 45 and 55 employees, depending on the time of year. “VSH’s hiring practices are to recruit team members who align with our core values of people first, striving for excellence and continuous improvements,” Ahn said. A degree is required for positions that are a CPA pathway, she said, as it is a state licensing requirement to have a baccalaureate or higher degree. However, other positions do not require a degree — although almost all team members have at 39 JAN/FEB 2026 | BUSINESSPULSE.COM
least one type of college degree. “We find the combination of a college degree and experience results in the strongest candidates,” Ahn said. “We find people who are highly responsible, curious and dedicated to learning thrive at VSH,” Ahn said. “We have a staff development program and support skill building and career advancement through personal mentor relationships, career coaching and forward-focused, personalized development plans.” Employee-owned Team Technology, based in Bellingham, celebrated its 20th year in September. The information technology service provider acts as outsourced IT management for a variety of businesses. Joel Dobbins, president and co-owner, started at Team Technology after working for several years in retail sales and customer service. His path to higher education came through his employer at the time, Best Buy, which offered tuition assistance. “I used that money to develop my associate’s degree into a bachelor’s, which I was still working on when I started at Team Tech,” Dobbins said. “I had no experience as a help desk technician when I was hired, but I did have experience providing over-the-phone and in-person customer service in a demanding environment. After completing my bachelor’s and realizing I wanted to stick with Team Tech for the long haul, I was motivated to get my MBA with a focus in IT management as I took on more responsibilities in the company.” While the IT industry doesn’t require degrees, Dobbins said, there are skills often used in getting a degree that translate to being a successful employee: managing deadlines, documenting information and appealing to the expectations of instructors. “When hiring for the long term, the most important thing needed in an employee is what’s hardest to teach — soft skills — because with enough time, anyone can become a subject expert,” Dobbins said. “What’s far more challenging in the long term is character development. Our industry requires a willingness to admit mistakes, a curiosity and persistence that develops creative solutions, and the ability to de-escalate and stay positive while navigating frustrating technical issues and understandably frustrated clients.” “I can’t overstate the value of humility and a willingness to learn,” Dobbins said. “In a small business, you don’t have the luxury of saying, ‘Not my job.’ Too much hierarchy can inhibit innovation by valuing new ideas based not on merit but on who is proposing them. Many of us were taught as high schoolers that degrees are a way to move up in the hierarchy of the workforce. While I strongly value education, I’m especially grateful for the underrated and undeservedly lampooned humanities courses that shook me out of my internally focused, early-20s self. Our industry doesn’t prioritize degrees, and I’ve never had a client ask me about my education, so I don’t disclose it in my email signature or other networking environments. “In my experience, customers aren’t that concerned with what you look like or what degree you have; they care a lot more about whether you can help their business succeed with pleasant interactions at an affordable price,” Dobbins said. “I find these to be very reasonable hiring expectations as well.” ■ 40 BUSINESSPULSE.COM | JAN/FEB 2026
Young degree holders are uniquely and negatively affected by these changes, facing a deteriorating job market, with a rise in unemployment rate that is sharper than for any other education or age cohort.
Charts and graphs source: Burning Glass Institute.
AI-generated image.
TECHNOLOGY BP
Four components your business needs for AI adoption It’s January 2026, and maybe you’ve been thinking about artificial intelligence training for your team but aren’t sure where to start. You might be the curious one who’s Dana Rozier been experimenting on your own. Or maybe someone on your staff has already asked about AI, and you’re trying to figure out how to offer support without creating chaos. Either way, you’d like your team to learn. And you’d like the training to stick. So what does it take for AI adoption to actually work? It starts with a shared foundation of basic AI literacy. When everyone understands the essentials, the rest of the
adoption process becomes far easier. Across every local business I’ve helped — from publishers to nonprofits to professional services — four components consistently show up in successful AI adoption: 1. A curious champion 2. Leadership support 3. Safe spaces to learn 4. A peer learning community Get these working together, and adoption moves from “good idea” to “part of how we work.” 1. A curious champion Every successful AI story starts with one person who’s genuinely curious. Sometimes it’s the owner. One Whatcom business leader I worked with spent months trying different AI tools on her
own before deciding her entire team needed foundational training. Her curiosity became the spark that got everyone moving. Other times, it’s an employee. At a Bellingham firm, a marketing director quietly practiced with ChatGPT after taking a short online course. Once she gained confidence, she approached leadership with a simple request: “Can our team get access?” That one conversation kicked off company-wide exploration. Whether it’s you or someone on your staff, the pattern is the same: Someone needs to go first. When the owner is the one exploring, that person sets the tone that this work matters. When it’s an employee, leadership’s response determines whether momentum grows. Or dies on the vine. 41
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2. Leadership support Curiosity may spark adoption, but leadership support is the oxygen that keeps the spark going. At the firm where the marketing director started experimenting, leaders didn’t just say “yes.” They gave her team clear boundaries: no client data, business tasks only. That simple combination — permission plus guardrails — let people explore safely. When leadership is the curious champion, support feels built in. The only pitfall is pushing too fast. If AI becomes a mandate without training, teams either resist or go through the motions. Bottom line: Curiosity starts the fire, but leadership keeps it burning. 3. Safe spaces to learn People won’t experiment with AI if they’re afraid of breaking something, exposing sensitive information or looking incompetent. Successful teams make two things very clear: • Simple boundaries: Start with no client data, no sensitive documents and free versions of tools like ChatGPT or Claude. Show staff how to turn off the setting that allows AI tools to learn from their conversations. Pick low-stakes tasks such as summaries, drafts and rewrites as the first experiments. • Permission to mess up: One local team created a dedicated Microsoft Teams channel to share AI experiments — both wins and failures. Someone posted, “I asked AI to write a proposal, and it was terrible,” and others chimed in with tips. That kind of honest sharing built confidence faster than any formal class could have. Make it clear that learning AI is about experimenting to see what it can do. It’s not about perfection. 4. A peer learning community Here’s what doesn’t work: one or two training sessions and then everyone’s on their own. What does work is creating ongoing ways for people to share what they’re 42
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learning. At that same Bellingham firm, more than 20 employees volunteered for an AI pilot after leadership posted an open invitation on Teams. A simple channel became a place to swap ideas, ask questions and celebrate new skills. One participant said, “Someone figured out how to do market research, someone else used it for internal communications. I loved learning from my colleagues.” You don’t need a committee or a big program. You need a handful of curious people who share what’s working. Even three people in a Slack or Teams thread can build real momentum. You don’t need all four on day one These components rarely appear at the same time. They build on each other. • Start by identifying (or becoming) your curious champion. • Get leadership to say, “Yes, let’s try it.” • Create one safe way for people to experiment. • Then let your peer learning community grow around what people discover.
The companies that succeed aren’t the ones with perfect plans. They’re the ones with curiosity, permission, safety and community. Which component is your team already strong in? And which one could use attention next? For Whatcom County leaders, even one small step on any of these can turn AI from a vague idea into a practical part of everyday work. ■ Dana Rozier is an AI strategy consultant and educator helping professionals and businesses cut through the AI noise to work smarter, not harder. She has over 25 years of experience in education, curriculum development and entrepreneurship. Dana specializes in practical AI applications that streamline workflows, boost productivity and spark innovation. As founder of Nova Consulting AI, she partners with organizations to lead strategy sessions and hands-on workshops that show how tools like ChatGPT and Claude can drive smarter decisionmaking and tangible business results.
Why AI
Image generated using AI.
TECHNOLOGY BP
Virtual gadgets quietly revolutionizing productivity for Whatcom County businesses When we think of gadgets, we often picture the latest smartphone or a sleek new device. But the most significant productivity revolution today isn’t happening in our hands, it’s happening on our screens. A Evan Steinhilb new class of “virtual gadgets” — intelligent software, artificial intelligence-powered tools and automated workflows — is quietly delivering exponential gains in efficiency. This article explores what AI models are truly good for and how these virtual gadgets can help you reclaim your time. Taming the email beast The universal pain point of modern professionals is an overflowing email inbox. Fortunately, a new generation of AI-pow-
ered email assistants is here to help. Tools such as Shortwave and features now built into platforms such as Gmail (with Gemini) and Microsoft Outlook (with Copilot) are transforming how we interact with email. Spam filters, the automatic categorization of new emails and the generation of draft replies create a priority inbox that surfaces only what actually needs your attention. AI assistants manage the noise, and you manage what matters. Meeting smarter, not longer We’ve all been in meetings that could have been an email or wished we could be in two places at once. AI-powered meeting assistants such as Fireflies, Avoma and tl;dv are making meetings more efficient, even when you can’t attend. These tools join your virtual meetings, automatically transcribe the conversation and generate detailed notes with highlighted action items. The result: being able to review the key
takeaways from a one-hour meeting in just five minutes or to quickly search a transcript for a specific decision point. Your AI calendar assistant For admins, the endless back and forth of scheduling can feel like a full-time job. Smart scheduling tools such as Reclaim, Clockwise and Motion act as your personal AI calendar assistant. These tools analyze your existing calendar, understand your priorities and meeting patterns, and intelligently find the best times for new appointments, all without the endless email chains. They also can protect your focus time by automatically blocking off periods for deep work, integrating directly with your existing Google or Microsoft calendar and ensuring you have uninterrupted time to be productive.
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The multiplier effect: workflow automation The true power of virtual gadgets is realized when you connect them. Workflow automation platforms such as Zapier and Make allow you to create powerful connections between the apps you use every day, without your having to write a single line of code. Think of it as creating your own custom gadget. For example, you can automatically save attachments from emails to a specific cloud storage folder, get a notification in your team chat app when a client fills out a form on your website, or even create a new task in your project management tool from a saved message. This is where the exponential value lies. Businesses are seeing 20% to 40% efficiency gains in document-heavy processes by implementing this kind of automation. Getting started with virtual gadgets The world of AI tools can seem overwhelming, but getting started is easier than you think. The key is to start small. Pick one specific pain point in your daily routine — whether it’s email, meetings or scheduling — and explore a tool designed to solve it. Many of these applications offer free tiers that are more than powerful enough to demonstrate their value. Research shows that a significant portion of productivity gains comes simply from experimenting with these new tools. What is one repetitive task or workflow you could automate this week? Quick tips: ChatGPT is not the best To the untrained eye, ChatGPT feels like black magic. The truth is, ChatGPT is a jack of all trades and master of none. While it is phenomenal at furthering your thought processes, assisting in research or helping you grasp the depth of new ideas, reaching the end goal is much better served by highly specialized, lesser-known models. Perplexity AI provides real-time internet searching and understanding; without question, it’s the best model for workflows and prompts that require context from the internet. Claude AI, by Anthropic, excels in two ways: creative thinking and technical expertise. You can talk with Claude AI and get creative writing so good that it passes AI detection. Or you can have it write the 44 BUSINESSPULSE.COM | JAN/FEB 2026
entire codebase for that app you’ve been wanting to build. The list goes on and on, but instead of using ChatGPT from A to Z, use it to get to X then ask ChatGPT which AI models are going to actually get you to Y and Z.
sult is an exponential increase in efficiency and capability. Properly implementing these tools and systems is what will set up your personal and business capabilities to compete in the years to come. ■
Setting up for success The strength of these virtual gadgets is not in using any single tool, but in the thoughtful implementation of these gadgets as a cohesive system. When the right AI models are connected to the right software and guided by clear business goals, the re-
Evan Steinhilb is co-founder of OpSprocket. He has been building businesses since he was 19 years old. What keeps him hooked is leverage — using technology to help people do more with less. Steinhilb believes the cutting edge shouldn’t be gatekept. He loves helping others access tools, allowing them to compete at any scale. He is based in Bellingham.
POLICY BP
Ferndale team group shot. Courtesy photo.
Local leaders weigh in on AltaGas/ALA Energy project at Cherry Point as new challenges arise As Business Pulse mentioned in a cover story at the end of 2024, the future of energy is changing, and thanks to AltaGas/ ALA Energy, Whatcom County is at the forefront. AltaGas/ALA Energy has submitted perDann Mead Smith mit applications for two new environmentally and economically beneficial projects that reduce volatile organic compounds and greenhouse gas emissions at the company’s new Ferndale Terminal. These flare and waste gas recycling projects would include permanent positions and create around 700 direct and indirect jobs from the construction of the facility. However, these projects are now facing a challenge from some members on the Whatcom County Council and environ-
mental groups who want to revisit what already was approved and is moving forward. Over the past two and a half years, AltaGas has conducted comprehensive environmental analysis as part of the application process, confirming through independent third-party experts that there have been no significant adverse impacts. The county completed a rigorous review of these materials and appropriately issued a mitigated determination of nonsignificance to conclude the State Environmental Policy Act process. These determinations document the decision that a proposal is unlikely to have significant adverse environmental impacts. ALA Energy has offered voluntary mitigation measures to address community concerns and has demonstrated a commitment to transparency and environmental stewardship, but it is important that these conversations are grounded in facts, science and law. “Contributing to the strength and eco-
nomic success of Whatcom County is something we take great pride in at AltaGas,” said Chris Prokop, senior vice president of business development at AltaGas. “Our ALA Energy Ferndale Terminal plays a critical role in ensuring safe and reliable energy delivery, both locally and globally, and that success is driven by the dedication of our team at the terminal. We are committed to operating safely and responsibly and believe strongly in the importance of local partnerships and relationships. Stable jobs and a business-friendly environment are foundational for strong communities.” Several other business and local government leaders shared their thoughts about AltaGas and this project for this column. “As a long-time Whatcom County business and employer deeply involved in industrial, energy and infrastructure projects across the region, Mills Electric has had the opportunity to work 45 JAN/FEB 2026 | BUSINESSPULSE.COM
“Contributing to
the strength and economic success of Whatcom County is something we take great pride in at AltaGas.” — Chris Prokop Senior vice president of business development at AltaGas.
closely with a variety of companies operating in the Cherry Point industrial zone — including AltaGas,” said Josh Huntley, vice president and operations manager at Mills Electric. “We’ve seen firsthand both the challenges they’ve faced and the responsible, forward-looking approach they’ve taken to building and operating their facilities. The AltaGas project at Cherry Point represents an important step in sustaining and modernizing the county’s energy and industrial base. Like many companies operating in this sector, they’ve had to navigate a complex permitting and regulatory environment, as well as significant uncertainty in timelines and approvals. For these reasons, we believe it’s critical that the council and executive stand by their original approval and reaffirm Whatcom County’s commitment to support responsible industrial growth. Companies like AltaGas and the countless number of local businesses that contribute to their success depend on a stable, predictable environment in which to invest, innovate and employ our local workforce.” Lance Calloway, northern district manager at Associated General Contractors of Washington, noted the time taken to get to this point. “AltaGas’ permit applications at Cherry Point represent a commitment to both environmental stewardship and economic vitality for Whatcom County,” Calloway said. “The Cherry Point Amendments were not hastily written — they were the product of years of collaboration among environmental advocates, industry leaders and local authorities. This agreement was carefully crafted to balance ecological protection with the need for responsible economic growth. Supporting AltaGas’ permits means honoring the process, protecting our environment and ensuring Whatcom 46 BUSINESSPULSE.COM | JAN/FEB 2026
County remains a place where responsible investment is welcomed — not penalized.” Greg Hansen is the mayor of the nearby city of Ferndale. “Industry at Cherry Point is a part of the Ferndale community’s DNA,” Mayor Hansen said. “Cherry Point industries, and the businesses that compliment them, have put bread on the table for Ferndale families for decades and are an incredibly important part of our community.” Lynden mayor Scott Korthuis stated that a growing county needs a stable workforce and new job opportunities. “We need more industry in Whatcom County,” he said. “The comp plan process shows that we are planning to grow our population. With that growth we need new jobs. AltaGas is one answer to this needed job growth. We all know the county is having financial issues. Any development of this size brings economic benefit to most, if not all, of the county and its cities. Construction will bring extra sales tax. Once the project is completed, there will be additional property tax. Then there are the new jobs, which creates economic activities in the cities where these individuals live. There is a tremendous economic benefit related to a project of this scope.” Barbara Chase is the executive director of the Whatcom Business Alliance, which publishes Business Pulse magazine. “At the Whatcom Business Alliance, we believe investment in our community is the single largest driver of prosperity and growth,” Chase said. “We focus our efforts on facilitating that growth through advocacy, research and education and supporting the creation of living wage jobs in this region. The development of the AltaGas $1 billion regional green hydrogen hub for Whatcom County will directly support local industrial jobs and indirectly support dozens more local contractors. Our community must come out in support of AltaGas as it navigates the burdensome processes that threaten to deter companies from making vital investments in Whatcom County.” Guy Occhiogrosso, president and CEO of the Bellingham Chamber of Commerce, said this project offers much-needed, goodpaying jobs. “Our business community, or any business community, needs reliability,” he said. “When a cross section of stakeholders came together more recently than our last comprehensive plan to thoughtfully and collaboratively craft a compromise
regarding Cherry Point, this about-face from a few voices creates more distrust in our systems. As we lean into energy diversity, we will not require less energy, we need more, and projects like this help us transition. And as a community, we need more good-paying jobs, and this project offers those too.” Mayor Korthuis had this to say about revisiting something that has already been discussed, reviewed and approved and what this means for other businesses that might be looking at Whatcom County for expansion or a new location: “Businesses need clarity. Once something is approved, the assumption is the project can move forward. It is disheartening and disappointing to see outside interest come to the table late in the game and throw up roadblocks. This is not a business-friendly move. If we’re not growing, we’re dying.” Calloway from the AGC also weighed in on this topic: “When businesses know the rules won’t change midstream, they invest confidently — creating jobs and strengthening our economy.” Huntley of Mills Electric said the reconsideration of this project could have negative consequences for the county down the road. “It’s also important to note the broader message that county leadership sends to potential employers and investors. When a project like this is revisited or politically reconsidered, it undermines confidence in the permitting process. Future employers evaluating Whatcom County will take notice. Unpredictability in project approvals discourages investment, limits job creation and can drive capital to neighboring regions that demonstrate clearer consistency and partnership with business and labor alike.” The next step for this project will be that the Whatcom County Hearing Examiner will be hearing the new appeal in the coming weeks as we start 2026. The Whatcom Business Alliance will continue to keep you updated so you can make your thoughts known about why this project needs to continue moving forward. For additional info on the ALA Energy Ferndale terminal, visit altagas.ca/alaenergy. ■
Dann Mead Smith is the co-founder and co-director of Project 42. He is the former president/ CEO of Washington Policy Center and has been writing for Business Pulse for three years. Dann lives part time in Birch Bay and Seattle.
NEW MEMBER HIGHLIGHT BP
Space Advocate finds new opportunities through WBA membership Mary Louise Van Dyke Space Advocate Studio specializes in commercial interior design and planning expertise for small to midsize businesses, nonprofit and public-sector clients in Whatcom County. Services focus on interior renewal and branding projects, tenant improvements and facility and space-planning studies. “It’s always been a dream in my mind to end up in this position and share my expertise locally,” said Tristen Dolores, the company’s founder and lead designer. Her background includes positions in the capital planning department at Western Washington University and as director of occupancy and interiors for Kaiser Permanente Washington. Dolores recently moved the business out of her garage to new quarters at 40 Bellwether Way in Bellingham. The transition marks the company’s growth as Whatcom County’s small businesses keep expanding. The Bellwether location is home to both the design studio and The Interiors Dept., a free-access, commercial-only tenant improvement resource hub for designers,
Tristen Dolores’ interior design journey began as a child while helping her parents with home renovations, to studying abroad, working for major Washington state organizations and launching Space Advocate LLC in Whatcom County. Photo courtesy of Tristen Dolores.
builders and business owners, according to the Space Advocate website. She grew up in Custer, an only girl with three older brothers. “Every house I’ve ever lived in has always been a remodel starting from the first one,” she said. “As my parents were building and renovating, I was the one handing my dad the drill. I wasn’t the strongest of the kids, but I was the one who was paying attention and anticipating the needs.” By the time she graduated from Ferndale High School, she knew exactly what finishes and methods were needed to redesign or renovate house interiors. From there she attended school abroad in London, graduating in 2009 with a degree in interior design from the American Intercontinental University and a degree in interior architecture from London South Bank University. The economy’s collapse at that time led her to return home to Whatcom County, where she worked in interior design sales before accepting an interior design position in 2014 with A-1 Builders & Adaptations Design Studio.
That job propelled her into doing comprehensive architectural and permit drawing to serve design-build projects. That experience and the knowledge gained eventually led to positions with Western and Kaiser. She completed a graduate degree in interior design at Ball State University in 2023. Dolores credits working for the public sector as the foundation for the professional she is today, having developed a deep interest in public environments and commercial design. After leaving Western, she worked as a consultant on projects around Washington state and for Kaiser. “After driving the I-5 corridor every day to serve these large institutions, I realized there had to be a better way to serve the industry. As a solo parent of three boys, I’m raising my family here in Whatcom County,” she said. “So, I crafted this business enterprise to find a home for my skillsets and knowledge amongst my community.” She launched Space Advocate Studio in 2024 and began building a customer base 47 JAN/FEB 2026 | BUSINESSPULSE.COM
and design team. Very quickly, Dolores realized there was a gap in Whatcom County that allowed smaller commercial projects to get lost in the shuffle while competing against companies with larger projects. Dolores described her role as being a bridge to help small businesses connect with resources, including subcontractors and other professionals who have the expertise to meet their needs, such as budget and timeline. Consultations begin with a space needs conversation and the determination of functional space requirements and project goals. “My goal is to be the county’s commercial interiors connector,” she said. “Having such expansive industry experience and a regional knowledge base, I can make the connections our local small businesses need from within our community and bring innovation to our local interiors.” Space Advocate’s projects include working with future tenants to plan a commercial floor for the second phase of the Millworks project on the Bellingham waterfront. Dolores joined Whatcom Business Alliance in 2024. “I’ve learned we live in a strong in-person, participation-based business community in Whatcom County, and you have to find the right community to establish your presence,” she said. “The only community in Whatcom County that has been both comprehensive and inclusive of all the business industry as a whole was WBA.” Participating in and attending WBA offerings has opened up new client opportunities. Marr’s Heating & Air Conditioning became a client through connecting at a WBA event. Dolores hopes Space Advocate will become better known in the Whatcom County business community through WBA — and, possibly, achieve a future WBA Business of the Year award. She plans to keep focused on Whatcom County. “I don’t want to aspire to become a big company,” she said, “but I want Space Advocate Studio and The Interiors Dept. to be a big benefit to my community.” ■
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Tristen Dolores is making plans to create a welcoming environment for clients, visitors and staff at the company’s new headquarters at 40 Bellwether Way on Bellingham’s waterfront. Image courtesy of Tristen Dolores.
Tristen Dolores’ projects at Western Washington University included a revamping of the campus’s Multicultural Center with bright orange color accents. Photo courtesy of Tristen Dolores.
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Hotel Bellwether invites WBA members to experience our breathtaking waterfront lodging, the Lighthouse Grill & Pub, first class amenities, live music & special events plus premier meeting space with full-service catering for 10 to 350 guests.
Contact us at (360) 392-3100 | hotelbellwether.com
LOCALS ONLY SPECIAL Lodging Rate! $199 Executive Plaza $285 Deluxe Bayview Sun-Thurs, Select Friday & Saturday Stays. Not available on Holidays. Whatcom, Skagit & Island County Residents Only. Must present local ID at check-in.