Business Pulse Mar | Apr 2026

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START-UP OF THE YEAR FINALISTS

SMALL BUSINESS OF THE YEAR FINALISTS

BUSINESS PERSON OF THE YEAR FINALISTS

EMPLOYEE OF THE YEAR AWARD WINNER

PUBLIC SERVICE AWARD WINNER

LIFETIME ACHIEVEMENT AWARD WINNER

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VOL. 51 | NO. 2

PUBLISHER

EXECUTIVE DIRECTOR

CONTRIBUTING WRITERS GUEST COLUMNISTS

ART DIRECTOR PHOTOGRAPHY COPY EDITOR

WBA BOARD OF DIRECTORS:

BOARD CHAIR: Josh Wright,

EXECUTIVE COMMITTEE:

SUBSCRIBE TODAY!

Jon Ensch, Regional Commercial Director, Peoples Bank; John Huntley, President/CEO, Mills Electric Inc.; Doug Thomas, Senior Advisor, Lineage; Josh Turrell, Partner, Larson Gross PLLC

BOARD OF DIRECTORS:

Tamera Lienhart, Government Affairs Manager, Cherry Point Refinery; Jane Carten, President, Saturna Capital; Bryant Engebretson, Managing Principal, Tradewinds Capital; Mitch Faber, Partner, Faber Fairchild McCurdy LLP; Sandy Keathley, Former Owner, K & K Industries; Sarah Rothenbuhler, Owner/CEO, Birch Equipment; Patrick Schuppert, Commercial Banking Relationship Manager, Wells Fargo; Billy VanZanten, COO, Western Refinery Services; Tony Larson, Emeritus

For editorial comments and suggestions, write info@ whatcombusinessalliance.com. The magazine is published bimonthly by the Whatcom Business Alliance at 2950 Newmarket St., Bellingham, WA. 360.746.0418. Yearly subscription rate is $30 (US). For digital subscription, visit businesspulse.com/subscribe or call 360.746.0418. Entire contents copyrighted ©2026 Business Pulse. All rights reserved. E&OE

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IN THIS ISSUE...

Developers

Grizzly

Salt

Wednesday, May 20

IT’S THE MOST WONDERFUL TIME OF THE YEAR!

March is our favorite time of year at Business Pulse magazine!

There are hundreds of champions who are contributing daily to economic development in our spectacular corner of the USA. On March 26, we will celebrate our 39th annual Whatcom Business Awards at the Hotel Bellwether, rewarding individuals who take risks every day, invest in our community and provide employment, mentorship and inspiration.

Showcasing the best of Whatcom’s business community is the mission behind every Pulse article we feature. Entrepreneurs, founders, executives and industry leaders across our region provide a constant source of meaningful stories and measurable achievements. The Whatcom Business Alliance is committed to highlighting their hard work, strategic growth and lasting contributions. We are continually inspired by leaders who understand that strong businesses and strong communities are fundamentally connected and that longterm economic success depends on both. Our evening of celebration will begin with a pre-event reception featuring a champagne welcome, curated food pairings and networking opportunities with fellow business and civic leaders. At the awards ceremony, we will celebrate executive leadership and strategic vision by highlighting these finalists for Business Person of the Year: Dave Vitt, Kulshan Brewing; Kelsey

Van Miert, Northwest Health Care Linen; and Lydia Ahn, VSH CPAs These leaders have demonstrated sustained innovation and strategic vision, generated significant economic impact through business growth and job creation, and made lasting contributions to the local community.

Honoring small businesses and acknowledging the backbone of job creation, the three finalists for Small Business of the Year are: Marr’s Heating, AC, Plumbing & Electrical; Greenhouse Home; and Pure Bliss Desserts. Eligible small businesses are headquartered in Whatcom County, employ 100 or fewer people and demonstrate exceptional growth, ethical business practices, strong leadership and meaningful community engagement.

Recognizing start-ups that encourage innovation, the finalists for this category are: Sulis Energy; Grizzly Pipeworks Plumbing Service & Repair; and Salt of the Earth Massage. These talented finalists have strong growth potential and made positive contributions to the local economy and community.

Troy Muljat of Landmark Real Estate Management and Muljat Group Commercial, will receive the Lifetime Achievement Award in recognition of his leadership as a third-generation real estate professional. Over the past two decades, Troy’s vision and integrity have helped establish The Muljat Group and Landmark Real Estate Management as leaders in commercial and residential real estate across the Northwest.

Community service and employee excellence underscore that business success and civic responsibility are intertwined. To recognize exceptional work at all levels, two

exciting categories will also be presented: Sherry Scoggins from Larson Gross will receive the Employee of the Year award. City of Bellingham Mayor Kim Lund will receive our Public Service Award for advancing transparency, addressing budget challenges and emphasizing accountability. This award, created by the WBA, recognizes the impact of effective collaboration between public sector leadership and private enterprise.

A special In Memoriam award will celebrate Gary VanLoo, one of the founders of Andgar Corporation, who dedicated his life to his business, employees, family and community, inspiring the many lives he touched.

In honoring businesses, we do more than present trophies. We acknowledge the individuals and teams who take risks, solve problems and build opportunities for others. And in doing so, we set a standard for excellence that inspires the next generation of leaders to step forward and continue the work. Turn the page and read the finalist and award winner stories and get to know each of them in this popular issue. Our feature article by Cheryl Stritzel McCarthy covers local projects that are powering progress, and our regular features on policy, tech, Personally Speaking and finance will keep you up to date on the latest information.

While we celebrate progress, we also acknowledge reality. Washington employers continue to compete nationally and globally while managing some of the highest regulatory and cost burdens in the country. It is more important than ever to raise your voice against the formation

of a state income tax — the absence of which has been one of Washington’s advantages for attracting businesses and talent. We have over 670,000 small businesses in our state, employing 1.4 million people: those businesses already carry a high B&O tax on gross receipts and would face a 9.9% income tax — the second highest in the nation.

Encouragingly, business voices are gaining greater recognition in public policy discussions at both the local and national levels regarding regulatory balance, workforce development and sustainable economic growth. However, progress requires continued engagement. The gains made can only be preserved through active participation and broad community support.

We are committed to advocacy, education and connection. In addition to the March Black & Gold Gala, throughout 2026, we will host our annual May Business Conference, the Leaders of Industry event in the fall and our Economic Forecast Breakfast in December. Networking events and Lunch & Learn educational sessions offer more opportunities to engage and share knowledge and ideas. Join the WBA!

Our awards ceremony reinforces a fundamental truth: thriving companies create thriving communities. They provide employment, invest in infrastructure, support local nonprofits and generate tax revenue that funds public services. Recognizing their contributions is not merely ceremonial; it is strategic. It strengthens confidence in the private sector and affirms that hard work, integrity and innovation matter. We look forward to welcoming guests to the Hotel Bellwether in March for the biggest event of the year. Come and celebrate the winners. Listen to their stories. Be inspired!

Thank you to our readers, partners, advertisers and community leaders for your continued support of our 50-years of publication!

Barbara Chase, Executive Director Whatcom Business Alliance

!BE AWARE REQUIREMENTS

FOR CLEAN BUILDINGS PERFORMANCE STANDARD

The Whatcom Business Alliance will be sending out notifications regarding the requirements for a new burdensome reporting requirement. The Clean Buildings Bill was signed into law in 2019, expanded in 2022 and augmented in 2023. Depending on the size of your building, you’ll have specific reporting and compliance deadlines to meet.

If a building owner doesn’t comply with the Clean Buildings Performance Standard, the impacts can be significant. The Washington State Department of Commerce can impose substantial financial penalties, up to $5,000 for each day the building remains out of compliance.

This process aims to lower costs and pollution from fossil fuel consumption and requires owners of commercial, industrial, multifamily and campus buildings to track and improve their energy performance over time, and impacts both private and public owners. Both Tier 1 and 2 need to benchmark energy usage, which is done in Energy Star Portfolio Manager. Both also need to complete an Energy Management Plan (EMP) and an Operations and Maintenance (O&M) Plan. Support can be found at this link: commerce.wa.gov/cbps/cbps-support-and-resources/cbps-support.

TIER 1

• Buildings over 50,000 gross square feet.

• Needs to meet an energy performance metric, such as an Energy Use Intensity Target (EUIt), or go through the investment criteria pathway.

COMPLIANCE DEADLINES:

• June 1, 2026 – More than 220,000 sq. ft.

• June 1, 2027 – More than 90,000 sq. ft. but less than 220,001 sq. ft.

• June 1, 2028 – More than 50,000 sq. ft. but less than 90,001 sq. ft.

TIER 2

• Buildings over 20,000 gross square feet, but do not exceed 50,000 gross square feet. Includes all multifamily buildings over 20,000 gross square feet.

• Does NOT need to meet an energy performance metric.

COMPLIANCE DEADLINES – ALL BUILDINGS:

TIER 2

• July 1, 2027 – More than 20,000 sq. ft. but less than 50,001 sq. ft., and all multifamily residential buildings more than 20,000 sq. ft.

There are incentives and grants available from participating utility providers (like PSE). For more information, visit the Department of Commerce.

Kena Brashear ascends to sole owner of The Muljat Group

Kena Brashear recently became sole owner of The Muljat Group, a Bellingham residential real-estate brokerage with approximately 85 brokers serving western Washington.

Brashear was hired by Frank Muljat, who founded the brokerage in 1988 and passed away Oct. 14. Brashear has more than 30 years of experience in real estate. She was promoted to designated broker in 2017 and became a co-owner in 2022.

“Frank Muljat hired me in 2003 and changed the course of my life forever,” she said. “He believed in me when I didn’t believe in myself. He took a chance on me, mentored me and helped me grow both personally and professionally.

“I’ll always be deeply grateful for the trust Frank placed in me and the opportunities he created. I will continue to honor Frank Muljat and his family by carrying forward the integrity, community and leadership that define the Muljat name.”

Brashear is the first Black female designated broker in Whatcom and Skagit counties and recently was honored with two others as Professional Women of the Year by Whatcom Women in Business. She is a single mother of five, a Western Washington University graduate and a breast cancer survivor. She found-

Kreider, President/CFO of LSM. Courtesy photo.

ed the Bellingham Sonics, a low- to no-cost AAU basketball program inspired by her late father, coach Keith Greer. The Bellingham Sonics are sponsored by Muljat Group brokers and other local businesses.

The Muljat Group represented buyers or sellers in transactions totaling more than $284 million for a 12-month period ending Oct. 31, according to the Northwest Multiple Listing Service. That sales total was the highest of any independent brokerage in Whatcom County and ranked The Muljat Group fifth among 90 Whatcom County brokerages with at least one sale.

“Muljat Group continues to lead the market as the top-producing independent real estate firm in our area,” Brashear said. “Our success is built on experience, integrity and a commitment to exceptional service for every client who walks through our doors.”

Nooksack Valley Disposal

passes 8M pounds recycling again in 2025

Nooksack Valley Disposal & Recycling again recycled more than 8 million pounds of material in 2025 collected from its north Whatcom County customers.

The company recycled 8,075,512 pounds in 2025, the equivalent of 912 pounds per household in its service area. Nooksack Valley Disposal & Recycling provides curbside recycling in Lynden, Everson, Nooksack and Sumas and serves rural customers in north Whatcom County.

Nooksack Valley Disposal reached the milestone despite a drop of 7.3% to 4,681,960 pounds in yard waste and food waste recycling when compared to 2024. More customers signed up for the organics recycling service, according to Calvin Den Hartog, general manager of Nooksack Valley Disposal & Recycling. However, summer weather was close to normal and likely produced fewer grass clippings than during the wet summer of 2024, he added.

The amount of mixed paper recycled continued to decrease, down 14%. Den Hartog said the trend toward digital media for newspapers, mail, bills and more results in less paper to recycle

Totals for the recycling of other materials changed slightly in 2025, but Den Hartog said the overall total shows that most people are recycling. Recycling guidelines are offered at Nooksack Valley Disposal & Recycling’s website, nvd-inc.com.

Longtime Lynden business changing to LSM Heating Plumbing Electric

An 86-year-old Lynden business is changing its name but not its ownership, team or excellent reputation for customer service.

Locally owned and operated since 1940, LSM Heating Plumbing Electric Inc. is the new name of the business formerly known as Lynden Sheet Metal. It will continue to provide quality HVAC, plumbing, electrical and metal fabrication work for residential and commercial clients.

“While longtime customers have always known who we are and what we do, our team discovered that many newer residents were surprised to learn that Lynden Sheet Metal provides heating, cooling, plumbing, electrical and a wide range of home - comfort solutions,” company President/CFO Bobbi Kreider said.

“Since these services form the core of our business, we chose the new name to help customers immediately understand our capabilities. Importantly, LSM is not new — our buildings, vehicles, uniforms and signage have displayed the LSM initials for more than 50 years, making this transition a natural evolution that maintains continuity and trust.”

The history of LSM Heating Plumbing Electric began in 1940 with founders John Wynstra and Pete Douma, who built wood and oil furnaces in-house — many of which are still in use today. Plumbing services were added in 2009, electrical in 2020 and ownership passed to the current family leadership in 2010, continuing the legacy of deep roots and forward-thinking growth.

“Today we proudly offer heating and cooling services, gas fireplaces, water heaters, plumbing, electrical work, whole -home generators and commercial refrigeration,” Kreider said. “In addition, our 90-plus employees handle kitchen hoods and exhaust systems, restaurant equipment

repair, refrigerated trailer rentals, custom sheet-metal fabrication, custom handrails, stairs, awnings, countertops, welding, and both residential and commercial new construction and retrofit services.”

Majority owners Bobbi and Cory Kreider acquired their ownership stake in 2010 from Bob and Rose Crabtree (Bobbi’s parents). Since then, two more couples — Phil and Stephanie VanderVeen and Ken and Joell Keck — have become co-owners and annually increased their stake.

LSM Heating Plumbing Electric offers 24/7 service and is open from 8:00 a.m. to 5:00 p.m. weekdays at 837 Evergreen, near the intersection of Guide Meridian and Main Street in Lynden. Visit LyndenSheetMetal.com.

PeaceHealth to list South Campus property for sale

As part of its mission driven effort to focus resources where they will most benefit the community, PeaceHealth plans to sell its South Campus property, formerly St. Luke’s Hospital, and continue investing in the St. Joseph main campus, including major projects such as the new Peter Paulsen Pavilion.

“This step reflects our responsibility as thoughtful stewards of resources,” PeaceHealth said in a press release. “By aligning our efforts around a modernized, strengthened main campus, we can ensure PeaceHealth is well positioned to meet the growing and evolving needs of our communities for years to come.” To guide this process, PeaceHealth has partnered with Jones Lang LaSalle, a respected real estate and advisory firm with deep experience in community-focused development. “Together, we will seek potential developers who value the heart of this community — those who bring forward proposals that support local priorities and honor PeaceHealth’s legacy,” the press release said. “We believe the South Campus property holds meaningful

potential for the future and can serve the region in new and positive ways.” The South Campus spans several acres across three parcels, including the former St. Luke’s Hospital building, an apartment complex and a professional office building. While parts of the property are no longer suitable for use — such as the vacant former hospital structure — the site offers a unique opportunity for renewal. Much of the campus today consists of parking areas, providing a blank slate for creative reimagining. “With major investments already underway at the St. Joseph main campus — including the new Peter Paulsen Pavilion — this step allows PeaceHealth to concentrate resources where they will have the greatest impact on patient care and community health,” said Chuck Prosper, PeaceHealth Northwest Chief Executive.

Send us updates on your company, leadership, milestones and achievements for consideration in an upcoming issue!

Please send media releases and image(s) to: heather@whatcombusinessalliance.com.

Cranes up Foundations in

Cheryl Stritzel McCarthy

Finance, develop, build, grow. All over Whatcom County, we see construction company signs in front of projects big and small, private and public, almost finished or just getting started. Where are the crews now, and what are they building?

Four people answer the question: Kendall Nielsen, president of Dawson Construction; Geoff Stodola, president and CEO of Exxel Pacific; Gabe Rogel, owner of Sender Properties; and Tyler Schroeder, director of economic development, Port of Bellingham.

A couple of big players

Let’s start with the big guys: Dawson and Exxel.

“We’re doing a lot of multifamily housing,” said Nielsen of Dawson Construction. Most prominent is Ironworks at Old Town, a six-story, 84-unit, mixed-used building between Astor and Holly streets, on the previous Lautenbach/Northwest Recycling site, about a block from Maritime Heritage Park and Whatcom Creek. Ironworks will provide middle-income market-rate housing for about 100 people, with 1,600 square feet of ground floor commercial space along D and Holly streets.

“Old Town is rejuvenating,” Nielsen said. “The city has been a great partner. Ironworks is two months ahead of schedule and under budget, so we anticipate returning money to the developer. Model units open in May, with occupancy in June or July.

“We’ll finish Ironworks and roll right into the next one. That entire area (of Old Town) will include senior housing,

“ The city has been a great partner. Ironworks is two months ahead of schedule and under budget.”

affordable housing, market-rate apartments, as well as more trails… Bellingham is facing a tremendous housing crisis, and we are proud to put a dent in it.”

The plan is to create about a hundred units of housing every year for the next several years, Nielsen said.

Dawson Construction is also completing Eagle Haven Tiny Home Village for Lummi Nation, a 24-unit, permanent supportive housing development for tribal members. The Family Housing & Early Learning Center at Eliza Avenue and Bellis Fair Parkway, a four-story complex of 63 affordable housing units with a 10,000-square-foot child care center on the ground floor, is in progress. Dawson Construction broke ground in January on

a nearby senior housing building of 64 units. The Ferndale Civic Campus (City Hall and Municipal Court) is underway, with completion expected in early 2027.

“An exciting project for us is building our own new headquarters building,” Nielsen said. “Maybe once in a generation does a company build a new office. It’s on Pacific Highway, just down the street from Costco.”

As for Exxel Pacific, the company’s Madrona Condominiums, previously known as the State Street Creamery building, at 820 N. State St. near the university and waterfront, is expected to be completed during the second quarter of this year, said Stodola of Exxel Pacific.

It includes a rooftop deck, views of the bay and islands, bike storage, an exterior courtyard and a parking garage.

“Exxel is working on pre-construction for several new upcoming apartment projects in Bellingham,” Stodola said. “In late Q3 of this year, we’re looking

forward to starting a 70-unit affordable housing project at 202 Unity St. for the Bellingham Housing Authority.”

What’s happening with The Manning, a 142-unit, six-story, commercial/ residential project on Rimland Drive in Barkley Village?

As of late January, excavation and ground improvements were completed, with concrete foundations going in, Stodola said. The project consists of two buildings, with various indoor and outdoor amenities, over a combined parking garage. Each building will have studio, one- and two-bedroom units. It’s expected to open in the summer of 2027. Construction of five adjacent townhomes will start late this summer or early fall, with completion expected within the timeframe of the overall project.

Exxel Pacific and Dawson Construction are a couple of our big players. What else might be out there, under the radar?

“ For the past five years, this (climbing gym/lofts) has been, and is, my passion.”

The small operator

Gabe Rogel, a former adventure sports photographer, is owner of Sender Properties, a sole-proprietor company building The Holly Street Climbing Gym and Arête Lofts. That’s a six-story residential and recreational development with four levels of climbing gym and two levels of residential, with 26 condos. The site, vacant since 1927, is across from Old Town Cafe.

Rogel bought the lot in 2021, intending to build a climbing gym, but adding residential was key to getting financing, he said. He got the land use permit in May 2025 and expects a building permit this year. A commercial tenant — VITAL Climbing Gym, a national chain — will lease and operate the fitness space.

Amenities will include 45,000 square feet of climbing gym with ropes routes; indoor bouldering; a yoga studio; a sauna; and a rooftop deck with outdoor bouldering, yoga deck, firepits and views

of the San Juan Islands and Mount Baker.

The condos are “market rate but not luxury,” meaning not government assisted but not super high end either, Rogel said. “The goal is to create beautiful spaces to call home, downtown, where you can walk to everything, enjoy incredible views and access world-class body/mind spaces.”

There’s no date yet for groundbreaking. “We get closer every day to finalizing financing,” Rogel said. “Once we do, we’re looking at an 18-month build. The climbing gym will be built as soon as is humanly possible!”

Rogel previously developed a mixeduse residential neighborhood in Driggs, Idaho. “At a smaller scale, I’ve also built a few homes for my family,” Rogel said. “For the past five years, this (climbing gym/lofts) has been, and is, my passion, to provide space for our community to connect with others, to exercise, train,

relax, have fun. Climbing gyms are a major asset to a community.”

Though Rogel is a company of one, he’s working with 20-plus professionals.

“Zervas Architects has been with me from day one,” Rogel said. “Love those guys! Exxel Pacific was chosen as general contractor a couple of years ago due to their knowledge of the site and experience with mixed-use buildings. They’re a great crew.”

The Port of Bellingham

The Port of Bellingham’s largest capital project is the modernization of the Bellingham Shipping Terminal, which is well underway, said Tyler Schroeder, director of economic development at the Port of Bellingham. The central dock has been strengthened, stormwater infrastructure improved, and historic contamination from Whatcom Waterway removed, restoring navigation depth to 35 feet.

That allows a much wider variety of vessels — including what are known as Handysize vessels, which are small to medium bulk carriers. “They’re the target-size vessel for our market due to their load capacity and draft,” Schroeder said.

The port is finishing work on two other large cleanup projects, removing contamination from the I&J Waterway in Bellingham Bay and from Harris Avenue Shipyard in Fairhaven. The Washington State Department of Ecology is overseeing a portion of the Harris Avenue Shipyard project.

“This work is almost complete,” Schroeder said. “In-water cleanup will start in earnest in 2027. This property will continue to be used for marine industry.”

At Fairhaven Marine Industrial Park, the port is investing to modernize, protect property from sea level rise, and prepare a new marine industrial business pad for future development. The park currently hosts five marine businesses that employ 100 people. “Demand for marine industrial land in Whatcom County remains strong,” Schroeder said.

In Blaine, the port is partnering with the Department of Ecology over the next two years to clean up historic contamination and establish a port-operated DIY boatyard, giving local boaters more options, Schroeder said.

At the Bellingham Cruise Terminal in Fairhaven, where the Alaska ferry comes

Clearing financial hurdles

Despite inflation and interest rates, local construction industry insiders remain optimistic. Here’s Geoff Stodola, president and CEO of Exxel Pacific:

“ Public-

money jobs that were in the planning stages a couple of years ago didn’t anticipate inflation this high.

in, the port is working with a partner to explore expanding services to accommodate cruises bound for Alaska and elsewhere. The study’s results should be available this year.

“We’re interested in homeporting, being the beginning and end of cruise vessel routes,” Schroeder said. The aim is to increase local hospitality business, airport volume and more.

Also in Fairhaven, the port will start construction this fall on a small beach and dock for non-motorized watercraft, next to the Community Boating Center. The dock will be the first Americans with Disabilities Act-accessible water access north of Everett for hand-launch boaters.

We see cranes

Up and down Whatcom County, from Blaine to Fairhaven, cranes and crews are working to transform the future. ■

”

— Geoff Stodola

“In the past several years, there has been positive growth from the Opportunity Zone program designed to spur investment in undercapitalized areas of our city, providing needed market-rate and student-housing development. Market-rate projects have shown consistent growth over the years; however, that slowed substantially beginning in 2022 with increasing interest rates. This financing hurdle has negatively impacted the privately developed, multifamily projects locally. Recently, we’ve started to see some improvements in the market with the modest downward trend in interest rates, but there is still a way to go to loosen up equity and lending terms, allowing more projects to pencil financially and move forward.

“While private development is currently more challenging to finance, affordable housing has emerged over the last three to five years as a busy project sector. These projects typically benefit from lower-interest equity and lending sources dedicated to affordable housing. This is an important market sector for Exxel Pacific that we expect to continue as long as we have an affordable-housing shortage.”

Kendall Nielsen, president of Dawson Construction, weighs in: “We’re optimistic. It’s been an interesting time since COVID. We’ve seen this environment of higher interest rates and inflation normalize, but that puts brakes on people’s willingness to spend on capital projects. We hope to see interest rates ease and inflation come down this year.

“Public-money jobs that were in the planning stages a couple of years ago didn’t anticipate inflation this high. Bids now go over what municipalities have budgeted, so some work is being put on hold; work is slowing because budgets are under pressure. We hear the same message from municipalities and others: There’s not enough housing, and it’s too expensive.

“If you’re following bid lists right now, you can see a dozen contractors on the project, a lot of them from out of the area. We see them chase work all over Whatcom County and the islands. That speaks to the pressure contractors feel in this area.

“For us, we’re doing a lot of multifamily housing. Also, we just won the Whatcom Community College Technology and Engineering Center, to start in 2027. We beat a pretty thick field on that project.”

2026 EVENTS SAVE THE DATE for

Whatcom Business Awards Black & Gold Gala

Thursday, March 26 | Hotel Bellwether

Celebrate the people and organizations driving Whatcom County forward — an evening of recognition, community and inspiration for the best in Whatcom business!

WBA Business Conference

Wednesday, May 20

Featuring an expert economist and local business leaders sharing timely insights and expertise. Includes breakfast buffet and post-event networking reception.

WBA Member Networking Cruise

Thursday, September 10 | Bellingham Bay

All aboard! WBA members are invited to set sail on a members-only cruise through Bellingham Bay. Enjoy networking, great conversation, hearty appetizers and a cash bar aboard the Salish Express. Bonus: whale sightings possible!

Leaders of Industry Issues Forum

Thursday, October 15 | Hotel Bellwether

As the business environment continues to shift, staying informed about policies that affect local enterprises is crucial. A panel of local and state experts will explore the top policy issues influencing business in Whatcom County today.

Economic Forecast Breakfast

Wednesday, December 2 | Bellingham Golf & Country Club

Gain valuable perspective on 2027 from leading economists as they present local and national economic forecasts for the year ahead.

WEDNESDAY LUNCH & LEARN EVENTS

Lunch & Learn events are educational online meetings over the lunch hour, usually involving topics of discussion centered around AI. Meeting times and registration links are posted in our eNews and on our website.

Dates April 22 | June 17 | September 16 | November 18

*Dates and/or locations may change.

For the most up-to-date information on WBA events, please visit whatcombusinessalliance.com/events.

A CELEBRATION TO HONOR THE BEST OF WHATCOM BUSINESS

At Whatcom Business Alliance, we’re proud to shine a spotlight on the innovators, builders and bold thinkers who power our local economy. These are the people transforming ideas into action, launching new ventures, growing companies, creating jobs and strengthening the fabric of our community. Whether you’re investing everything into a start-up, refining a strategic plan, leading a team or adapting to an ever-changing marketplace, your efforts matter — and your story deserves to be shared.

For 39 years, WBA has produced Whatcom County’s premier celebration of business excellence. It’s an evening filled with excitement, delicious cuisine, compelling video features and distinguished awards. Above all, it’s a chance to recognize the individuals and organizations that help our region flourish. This year’s awards gala will be held March 26 at the beautiful Hotel Bellwether — and once again, the slate of nominees showcases the depth of talent and creativity found throughout Whatcom County.

The Start-Up of the Year category highlights those willing to take the leap and build something new. Grizzly Pipeworks Plumbing Service & Repair has 20 years of industry leadership, tireless work ethic and deep community involvement that continues to inspire. Salt of the Earth Massage shows continued growth over the last few years, has been voted best place to work and has created opportunities for Whatcom County individuals. Sulis Energy has developed a business strategy that enables local companies to achieve the best energy saving and storage results for our community.

Small Business of the Year honors companies that have become trusted cornerstones of our community. Greenhouse Home is a longtime downtown favorite, actively involved with the Downtown Bellingham Partnership and local fundraisers. Marr’s Heating, AC, Plumbing and Electrical has seen significant growth in recent years, growing its staff from 12 to 62 people, with a third-generation owner. Pure Bliss Desserts is another business that has grown substantially, catering to special events and showing customers that you can have your dessert and eat it too!

The Business Person of the Year award recognizes leaders making a meaningful regional impact. Dave Vitt of Kulshan Brewing has played a large role in shaping Bellingham’s brewing scene while also supporting local events and collaborating with small businesses. Kelsey Van Miert of Northwest Health Care Linen has taken a family legacy and expanded into impressive facilities, in honor of founder Jim Hall. Lydia Ahn of VSH CPAs has been faithfully serving in her community for nearly two decades, with a high level of humility, expertise and empathy.

We also proudly recognize the recipients of the Public Service, Employee of the Year and Lifetime Achievement awards — individuals whose commitment, professionalism and passion set them apart. To learn more about this year’s outstanding finalists and winners, and what makes them truly exceptional, explore the stories brought to life by our talented group of writers in this issue.

With so much ingenuity and drive across Whatcom County, this year’s celebration is sure to be unforgettable. Here’s to the people and businesses shaping what’s next for our community — we look forward to celebrating you!

CONGRAT

These local businesses join together to congratulate this year’s nominees for helping improve the economic and civic vitality of Whatcom County.

OUR EVENT SPONSORS

ULATIONS

As part of the 39th annual Whatcom Business Awards, we honor the innovative entrepreneurs, job creators and risk-takers who enhance our community.

START-UP OF THE YEAR FINALIST

GRIZZLY PIPEWORKS PLUMBING SERVICE & REPAIR

Pressure tested

Personal service fuels start-up success

Kris Freeberg

Cade and Dawna Hall, the husbandand-wife team behind Grizzly Pipeworks Plumbing Service and Repair, launched their business in late 2024 with a simple mission: Deliver excellent workmanship, communicate clearly and treat every customer like a neighbor. In the company’s first full year, the Halls turned $4,000 launchyear revenue into more than $200,000 in 2025, reflecting remarkable momentum for a young, family-run company.

For Cade Hall, plumbing is more than a trade — it’s a calling shaped by early mentors and a commitment to high standards. Growing up in Greenville, Ohio, he learned the value of hard work and respect at a young age. His uncle, longtime builder Patrick Hoyle of Hoyle Homes,

introduced him to the construction world and instilled foundational lessons that continue to guide his approach today. Those principles — discipline, craftsmanship and pride in a job done right — define Grizzly Pipeworks’ culture.

Dawna Hall brings deep Whatcom County roots and an equally strong work ethic. Raised in Deming, she manages the business operations, scheduling, communication and client follow-through. Together, they use their complementary strengths to offer a polished, dependable experience from the first call to the final cleanup. Their three children — ages 16, 12 and 7 — are already eager helpers when Dad lets them tag along.

What sets Grizzly Pipeworks apart is its

highly personal service model: Cade Hall is the owner and the technician on every job. Customers interact directly with the person doing the work, while Dawna Hall ensures that the administrative side runs smoothly. That combination builds trust quickly — and in a close-knit market like Whatcom County, trust matters.

Grizzly Pipeworks provides a full range of residential plumbing services, including drain cleaning, leak detection, service and repair, hot water tank replacement, remodels, sump pump installation and new construction rough-ins. Its aim is to be a reliable one-stop solution for both everyday issues and larger projects. Cade is known for leaving job sites cleaner than he found them and for his determination to “do it

“If you do good work and treat people fairly, the community here will support you.”

right the first time,” minimizing callbacks and maximizing customer confidence.

The Halls attribute their early success to focusing on quality before chasing growth. Their philosophy: Master the fundamentals, communicate clearly and create a great customer experience, from the initial phone call to the final walkthrough. Cade Hall says one lesson he’d share with other entrepreneurs is simple: You can do anything you set your mind to.

Looking ahead, Grizzly Pipeworks plans

Dirt to Done

to grow steadily without losing the personal touch that defines it. The company’s next major step is hiring and training an additional technician — someone Cade can mentor directly to uphold the same standards that shaped his own career. Sustainable growth, not rapid expansion, is the priority.

The Halls say doing business in Whatcom County has been a gift. They appreciate the supportive, word-of-mouth-driven community in which quality service is recognized

— The Halls

and rewarded.

“If you do good work and treat people fairly, the community here will support you,” they said.

With strong early growth, deep local roots and a clear commitment to excellence, Grizzly Pipeworks Plumbing Service and Repair has quickly earned its place as a standout new business in Whatcom County — and a deserving contender for Start-Up of the Year. ■

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SALT OF THE EARTH MASSAGE

In good hands

Grounded, whole-body care

Anita Merina

For Lindsey Castillo and Meghan Gattis, massage therapists and owners of Salt of the Earth Massage, the driving force behind the creation of their joint business was an organizational philosophy that prioritized quality care and genuine compassion.

“At Salt of the Earth, we view massage therapy as an essential part of whole-body health, rather than a luxury,” Castillo said. “Our approach is to deliver care that is deeply human, clinically effective and sustainable.”

The owners have high standards for their work, Gattis added.

“We’re also deeply committed to raising the bar for our profession,”

Gattis said. “By emphasizing continuing education, ethical practice and meaningful therapeutic outcomes, we aim to set higher industry standards and redefine what exceptional massage therapy can and should be.”

Located in Ferndale, with four employees in addition to Castillo and Gattis, Salt of the Earth Massage offers medical massage, client-focused massage therapy, Reiki and sound healing. Their growing list of clients range from youth in sports to weekend warriors to aging seniors.

Castillo and Gattis believe in the importance of building a healthy, caring community.

“We love to create joint events with fellow Ferndale businesses,” said Castillo, who along with Gattis grew up in Whatcom County. “We see ourselves as community team players. We want to see everyone thrive and have no problem referring out if that’s what’s best for our clientele. Client-focused massage goes beyond our doors.”

The vision of care extends within as well, as Castillo and Gattis make sure their workplace is designed to support practitioners with ongoing education and a sense of fun. One look at the team on the lively Salt of the Earth Instagram page shows a healthy dose of joy inside and outside of the office.

“We strive to create a place where massage therapists are seen and valued all while providing Whatcom County with quality care,” Gattis said. “We are happy to have this opportunity to serve its people, economy and community. Seeing the growth Ferndale has gone through is inspiring, and we are so very happy to be part of it.”

Their advice for other entrepreneurs?

“Remember to be honest and authentic in your work,” Castillo said. “Keep your focus on a mission and philosophy that nurtures while at the same time operates with great integrity. Creating a safe place for healing and a safe environment for working is always key to success. Communication and a clear vision. For us, creating a safe place for healing in Whatcom County was it, and we are so grateful.” ■

“We view massage therapy as an essential part of whole-body health rather than a luxury.”

— Lindsey Castillo

START-UP OF THE YEAR FINALIST

SULIS ENERGY

Listening power

A community-first solution

Anita Merina

With their unique company name, Sulis Energy owners Callum McSherry and Markus Virta announce mission and vision.

“Sulis is a solar deity and symbol of transformation,” McSherry said. “In the same way, we want to lead the transition of our energy system from a grid based on centralized carbon-emitting sources to a clean, reliable and resilient structure. Our vision for the future.”

Co-owner Virta explains further.

“The largest machine humanity has ever built is our electrical grid, and right now it is under stress,” Virta said. “What we’re seeing in the Pacific Northwest is a mismatch of the supply of energy and the demand for energy as the push is on to electrify buildings, cars and massive data centers.”

To address these rising energy demands, they say, the key is flexible and next-gener-

ation grid equipment and battery energy storage in order to supply continuous power west of the Cascades. This requires technical knowledge and skill in building and managing relationships and community input.

Virta and McSherry are veterans when it comes to working in the energy sector.

“Callum and I have been in the industry for a long time,” Virta said. “We’d seen all kinds of developers from out of the state trying and failing to build large energy projects — often because they don’t know the community or fail to understand community priorities.”

In 2022, after more than a decade in the industry, Virta and McSherry formed Cascadia Renewables, a firm focused on the design and development of solar, storage and microgrid systems by and for community benefit. A microgrid, as the name implies, is an independent power grid that works to

generate electricity for a specific area, such as a neighborhood, university or hospital.

The team’s immediate focus at Cascadia Renewables was on providing the skills needed for local governments, tribes, utilities and community organizations to build meaningful energy infrastructure projects that support energy affordability, community resilience and power reliability.

“We then formed Sulis in 2024 to be a dedicated general contractor that would focus on solving these thorny grid problems,” McSherry said.

While Cascadia Renewables can support the detailed early-stage development and feasibility research, the market was calling for dedicated microgrid expertise on the construction side of things. It was through working with Mills Electric, which was providing industrial electrical and construction expertise on a microgrid for Lighthouse Mis-

“We’re far more involved in community town halls and engagement than a normal contractor might be.”

— Markus Virta

sion Ministries, that Sulis Energy was born.

The actual implementation of the projects and systems requires, all at once, deep technical expertise, the ability to describe problems and solutions, and the desire to serve as a liaison among partners, communities, subcontractors and other project partners.

That’s where Sulis comes in, Virta said.

“We’re far more involved in community town halls and engagement than a normal contractor might be,” he said.

For example, for a large system being installed for the Okanagan Community

Electrical Co-op, McSherry attended a town hall in person just to answer questions about the constructions process.

“If we have a superpower,” Virta said, “it is making sure we take the time to really listen and understand the feedback and articulate the problem and solutions to the community. Communication is key.”

Technical expertise is important, McSherry added, but it’s just one component to getting the job done.

“Any time you work with and for a community, there is an educational component

to the work in both directions,” McSherry said. “We have this knowledge and technical savvy around this cutting-edge microgrid product, but at the same time we have to be able to step back and look at the entire scope of the challenge and the solutions.”

Sulis, say McSherry and Virta, takes an overarching role in overseeing the entire process.

“It’s a listening and learning transaction,” Virta said. “The Sulis Energy approach is paying off.” ■

GREENHOUSE HOME

Designing a legacy

Local retailer continues to thrive

Matt Benoit

When BreAnne Green heard that Greenhouse was closing in 2017, she decided to do something about it.

The business, originally founded as a plant shop in 1972 by owners Chris Foss and Foster Rose, had evolved into a high-end home goods and furniture store over the years, occupying a number of different downtown Bellingham locations.

But when Foss and Rose decided to retire, Greenhouse’s position as a downtown retail anchor seemed in peril. Green, who was then working for Haggen Food & Pharmacy as a director of merchandising, decided to make a career change and approached Greenhouse with a sales offer.

She saw shifting her focus from multiple

corporate stores to a single personal business as a welcome simplification — but she had to convince the retiring owners.

“They told me ‘no’ three times, and that’s when Chris (Foss) said ‘OK, she’s actually the one,’” Green recalled.

Since assuming ownership of Greenhouse, the Green family has guided the company through numerous changes, including a new location, a focus on home staging and the weathering of a global pandemic that further shifted the purchase of consumer goods online.

Greenhouse’s business approach is one rooted in community, driven by design and dedicated to excellence. The company also stages nearly 350 on-the-market homes annually in Whatcom and Skagit

counties, having begun staging work in 2019 through inclusion in an HGTV series filmed in Snohomish County.

In 2025, Greenhouse saw a 10% sales increase from 2024, recording revenues between $2.5 million and $2.75 million. The company employs around 25 fulltime workers, operating a storefront and warehouse at 1210 N. State St., the longtime home of The Color Pot in downtown Bellingham.

The move to its new location provided plenty of benefits for Greenhouse but also involved the substantial restoration of a historic building, including the exposure of the original brick facade. Greenhouse finalized the purchase of the new space in May 2025 and held its official opening

in October. The renovation won Greenhouse a 2025 Scepter Award from the Downtown Bellingham Partnership for “transformative space.”

“It’s been a journey, to say the least,” Green said. “But it’s been an incredible one.”

Greenhouse’s footprint is also found in community service, including through regular donations to school-based auctions and title sponsorship of Bellingham’s downtown wine walk. The company also donates furniture to Lydia Place and Habitat for Humanity and also supports the Boys & Girls Clubs of Whatcom County and Skookum Kids, among other charities.

“It’s been a journey, to say the least. But it’s been an incredible one.”

— BreAnne Green

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MARR’S HEATING, AC, PLUMBING & ELECTRICAL

Keeping Whatcom comfortable

Six decades of service, and counting

Matt Benoit

Since 1965, the Marr family has operated its namesake heating and air conditioning business from the same building off of Mt. Baker Highway, just outside Bellingham’s city limits.

Times and technologies have changed, but through the company’s six decades and three generations of family ownership, one thing hasn’t: a commitment to customer service.

“We firmly believe if we do the right thing by the customer, we will feel the rewards of that through referrals and maintaining a relationship with them over a long period of time,” said Jacob Marr, current co-owner and general manager. “We’re in it for the long run,

and we view customers that way: We would like to retain them for life, not just view them as a transaction.”

Ensuring good care of customers through an entire process — from initial phone calls to follow-ups — is a litmus test of a company’s worth in its marketplace, Marr adds.

That marketplace was very good to the company in 2025, with revenue of around $13.5 million — roughly 25% growth over the previous year. The company now has 62 Whatcom County-based employees, all of whom share the company’s core values of accountability, professionalism, innovation and transparency.

The company dove headfirst into new plumbing and electrical departments in 2025, expanding from one technician in each department to half a dozen. Despite how it might have seemed, Marr said, the expansion took time.

“It wasn’t like we just overnight opened a plumbing department,” he said. “For years in the background, we were laying the foundations to be able to expand the right way and bring the people we wanted onto our team.”

In 2026, Marr’s will see a long-awaited expansion, finally adding a second, slightly larger building on nearby property. The company also will add solar power installations to its service repertoire.

Marr’s also will continue its commitment to community causes in 2026, partnering with local nonprofits such as Skookum Kids and Blue Skies for Children. They company also will continue its Comfort for a Cause project, providing several in-need families with new heating systems, totally free of charge.

The project, which sees Marr’s partner with equipment manufacturer American Standard, has provided three families with reliable and efficient heating systems each of the past two years.

Jacob Marr said the company, which celebrated 60 years of service in 2025, is ready to continue its commitment to excellence.

“Looking forward to being here for another 60 years,” he said. ■

“For years in the background, we were laying the foundations to be able to expand the right way and bring the people we wanted onto our team.”

— Jacob Marr

PURE BLISS DESSERTS

Sweet success, from scratch

Baking joy into every day

Matt Benoit

After Andi Vann graduated from Western Washington University in 2003 with a psychology degree, she found herself working in Bellevue at an organizational development firm. When Vann wasn’t working, she was baking, indulging a passion she’d cultivated since middle school.

That passion led to what’s now Pure Bliss Desserts — a from-scratch, smallbatch baking business that’s been serving up decadent cakes, cookies and other sweet treats since 2008.

Vann originally baked in a rented commercial kitchen and self-distributed desserts to customers, but in 2010, Pure Bliss became a brick-and-mortar reality at 1424 Cornwall Ave. in downtown Bellingham.

More than 15 years later, Pure Bliss still serves up treats from the same location, which doubled in size after a 2019 renovation. It currently employs around 20 full-time workers, with another 20 or so part-timers.

Vann, 45, co-owns the business with her husband, Nick, a professional firefighter. She said the Pure Bliss mission isn’t just about indulging a sweet tooth but also about spreading joy through the sharing of well-crafted desserts.

“I love being part of the Bellingham community,” she said. “Somebody recently called us an ‘anchor in the community,’ and I was flabbergasted. Not because I don’t feel like we are, but it’s so beautiful to be able to

hear that people perceive us in that way.”

Pure Bliss uses time-honored baking techniques to yield the best results, avoiding shortcuts and artificial flavors, Vann added. The business also strives to source local and regional ingredients whenever possible.

In addition to cultivating a welcoming place to enjoy its desserts, Pure Bliss caters about 150 weddings each year. It also partners with food delivery services to ensure individual customer deliveries and utilizes wholesale partners to make treats accessible at cafes and restaurants throughout Whatcom and Skagit counties.

This year, Pure Bliss is planning to open Flourish, a rentable event space next door to its current home.

“We want to be able to offer the opportunity (for events) with the same vibe, hospitality, warmth and deliciousness that we do (here),” Vann said.

When it comes to community involvement, the need for fundraiser desserts keeps Pure Bliss in high demand. The business also provides numerous gift baskets and gift cards for raffles and silent auctions. In addition, Pure Bliss participates in local charity events, including Opportunity Council’s Dine Out for Maple Alley Inn and Sustainable Connections’ Eat Local Month.

Nearly 18 years after she started, Vann marvels at what Pure Bliss now means to the community she calls home.

“We created a place where people enjoy what they’re eating and enjoy being in the space,” she said. “I’m proud of that.” ■

“We created a place where people enjoy what they’re eating and enjoy being in the space. I’m proud of that.” — Andi Vann

Since 1982 WRS proudly offers a wide range of services led by a trusted team of experts in their fields.

“Every year, every day is a new challenge. I just appreciate the talented, dedicated and hardworking people I have.”

— Dave Vitt

DAVE VITT | KULSHAN BREWERY

Life brewed locally A hometown entrepreneur

Tony Moceri

Starting, growing and maintaining any business is a challenge, but it’s easier when you love the people and product. In 2011, Dave Vitt took his passion for brewing beer and his experience working at a brewery in Olympia and brought it back to his hometown of Bellingham. In the years since the doors opened at the first Kulshan Brewery location on James Street in 2012, it and Kulshan’s two other locations — K2 and Trackside Beer Garden — have become fixtures as gathering places for the community.

As Vitt got started with the capital-intensive process of opening a brewery, he brought on partners Jon and Rachel Greenwood and Ralph Perona to help

fund the project. Since then, Wes Finger and Bill Morrisson have joined as owners. Having partners has helped while Vitt continues adapting to economic conditions while growing.

“Growth is fun, challenging and risky,” Vitt said. “We’ve had a lot of luck along the way, and we’ve done a lot of hard work. I’ve pretty much reorganized the business every year since day one, so we’ve gotten pretty used to change. I think a growing business has to embrace that change.”

The overall business has grown to 30 full-time employees and swells to 50 in the summer months.

“Employees are an essential, fun and challenging part of the business,” Vitt

said. “Every year, every day is a new challenge. I just appreciate the talented, dedicated and hardworking people I have.” Vitt and his team focus on a community-first business that has approachable creative beers. Business trips by Vitt and his team involve traveling to Germany for research and staying up to date on lager beers. The Kulshan brewers like to add their own magic to the beers they produce. Their approach has garnered them regular awards at the Great American Beer Festival and the World Beer Cup.

While the beer is the product and the team makes it all happen, the community is what makes the business. Vitt loves his customers and tries to support them and the community however he can. Through donations and events, Kulshan is always front and center, supporting causes in the Whatcom County community and beyond. ■

KELSEY VAN MIERT | NORTHWEST HEALTH CARE LINEN

Quietly

essential

Behind-the-scenes care for patients

Tony Moceri

When you walk into a medical facility, the last thing you are thinking about is the sheets on the beds and the facility’s stock of gowns. Behind the scenes, however, someone has to make sure that there is a steady supply on hand for each and every patient.

Since 1992, Northwest Health Care Linen has been doing just that. Now run by Kelsey Van Miert and her brother Evan Hall, this family-owned business based in Bellingham employs approximately 150 people and does all the dirty work to ensure its customers always have clean linens on hand so medical professionals can be focused on the care of their patients.

“We try and separate ourselves from our competition by providing outstanding customer service and quality products that meet the needs of each facility,” Van Miert said. “It’s actually quite a competitive industry in our state that nobody knows about or really thinks about. There’s been a lot of consolidation in the industry the past few years. When I started 13 years ago, most laundries were owned by families. Now, most are owned by private equity. It’s always been an inherently generational business, but over time, a lot of those have gone away, and it’s changed how people are doing business. We really like to set ourselves apart by doing business honestly, with integrity,

and taking care of our customers.”

Before Van Miert and her brother joined the company, their parents, Jim and Jill Hall, operated the business. When Jim passed away five years ago, the kids took over operations, and Jill stayed on as a silent partner. Van Miert has worked hard to continue the relationships her father built, retaining original customers that have been using Northwest Health Care Linen services for 34 years.

Staying in business and seeing growth for that many years is no accident. Van Miert understands that it all starts with the team and then goes from there.

“It’s a family business, and we really look at it as everyone here is a part of

“It’s a family business, and we really look at it as everyone here is a part of the family,”

— Kelsey Van Miert

the family,” Van Miert said. “We want to make sure that everybody feels like family, rather than just an employee.”

The way the company operates is being noticed. In 2025, Northwest Health Care Linen won the Association of Washington Business Excellence award for a family-owned business. It was a proud moment for Van Miert, her family and the rest of the team. Their response is to keep putting their customers’ needs first and staying involved in the Whatcom County community they love to call home. ■

LYDIA AHN | VSH CPA s

A balanced leader Investing in people and community

Tony Moceri

At just 22 years old, Lydia Ahn joined VSH CPAs in 2006, beginning what would become a nearly two-decade career rooted in Whatcom County. Over the years, she has built deep expertise working with international and real estate-focused clients, particularly Canadian businesses seeking to enter and operate in the US market — an important part of the region’s cross-border economy. Today, Ahn is a partner, CPA and leader of VSH’s international tax and consulting team within the firm of approximately 55 professionals.

Through her work, Ahn helps businesses navigate complex cross-border tax and regulatory issues, providing steady guidance that supports long-term invest-

ment and economic stability in Whatcom County. Her approach is thoughtful and practical, helping business owners make confident decisions in an often-complex environment.

Ahn’s leadership is grounded in a people-first mindset shaped by her own career path. Having grown into leadership while raising a family, she is committed to building a professional environment in which people can thrive personally and professionally. Many members of the VSH team are local to Whatcom and Skagit counties, reflecting the value she places on long-term relationships and community connection.

Beyond her client work, Ahn is deeply engaged in both the accounting profes-

“You can have a fulfilling career and a full life — and I want others to see that it’s possible.”

—Lydia Ahn

sion and the community. She volunteers with the Washington Society of CPAs through statewide committee service, serves on the Whatcom Community College finance and accounting advisory board, and is a board member of Whatcom Dream, an organization dedicated to advancing financial literacy. In 2024, she was honored with Whatcom Dream’s Financial Literacy Champion Award for her commitment to expanding access to financial education.

Ahn is also a visible and respected voice within the profession, frequently mentoring emerging CPAs and sharing practical insights through professional involvement. Outside of work, she is a devoted mother of four boys and an active volunteer for their schools and sports teams.

“I am most proud of helping create an environment that truly supports people,” Ahn said. “You can have a fulfilling career and a full life — and I want others to see that it’s possible.” ■

“My goal is for every client to feel truly welcome from the moment they arrive.”

—Sherry Scoggins

SHERRY SCOGGINS | LARSON GROSS

The first hello matters

Investing in people and

Anita Merina

From the moment Sherry Scoggins interviewed at Larson Gross eight years ago, she knew the veteran accounting firm was the dream workplace she had been seeking.

“I had done my research,” Scoggins said. “The well-respected firm had been in business over 60 years. It was stable, and people seemed excited about working there.”

But it was the interview that sealed the deal for Scoggins.

“So many thoughtful questions that gave me insight into the work environment and staff,” she said. “I felt welcomed and valued for my thoughts even as a potential staff member.”

Recently promoted to lead receptionist at Larson Gross, Scoggins is known for conveying the exact qualities she found appealing.

community

“Sherry has consistently exemplified the highest standards of professionalism, warmth and reliability,” said Rachel Myers, a manager at Larson Gross. “As the receptionist at our Bellingham office, she is often the first point of contact for our clients and sets an exceptional tone of trust, attentiveness and care.”

For Scoggins, creating such an atmosphere is intentional.

“For some people, seeing an accountant can be stressful,” Scoggins said. “My goal is for every client to feel truly welcome from the moment they arrive and leave confident and happy with their experience.”

Originally from Saskatoon, Saskatchewan, and a longtime Ferndale resident whose husband was raised in Ferndale, Scoggins brings a wealth of experience and

knowledge to her position. She began her career as a receptionist, moved to a position as a manager in a nonprofit organization, and followed with time as a paraeducator in the Ferndale School District. Every position, she said, taught her the importance of communication, responsiveness and coordination, qualities also important to her current job welcoming and helping clients.

“I feel it’s important to read the room, sense what clients need and help direct them,” she said. “I always try to listen, understand and maintain trust.”

Larson Gross CEO Kelli Visser says she does even more than that.

“I will never forget the moment when a client said to me: ‘Sherry is the epitome of a best-in-class director of first impressions!’ The absolute best compliment and so well deserved!”

Her advice for others striving for excellence at work?

“Be 100% present in what you are doing,” Scoggins said. “Create a constant atmosphere of care and professionalism.” ■

MAYOR KIM LUND | CITY OF BELLINGHAM

A breath of fresh air

Courageous leadership in complex times

Cheryl Stritzel McCarthy

The most authentic accolades come from others, and perhaps the most difficult accolades for a public servant to win come from the business community.

For Mayor Kim Lund, winner of Whatcom Business Alliance’s Public Service Award 2026, her interview below is bookended by two giants in our business community: Doug Thomas, retired CEO of Bellingham Cold Storage, and Jeff McClure, principal emeritus of RMC Architects.

First, here’s Doug Thomas:

“Mayor Kim Lund has been a breath of fresh air when it comes to leading change and tackling awkward or difficult improvements to the way the city of Bellingham functions and performs for its citizens, taxpayers, applicants and customers.

“Kim is the first mayor in decades who has thoughtfully and intentionally made improvements to a system in dire need of a refresh when it comes to city employees, recognizing the value of providing efficient, consistent and professional services to the citizens and businesses they serve. I know full well that many of the changes she has implemented have not been overwhelmingly well received internally; however, I’ve always said, ‘What is right is not always popular, while what is popular is not always right.’ Kim has lived in this community for decades and understands the complexities of our diverse community. This gives her insights that allow her to be considerate of existing practices while also being wise enough to know when doing things the same old way will likely not change results

in a positive direction.

“Kim has been determined, brave and bold and has carried out these much-needed changes with the utmost professionalism. I am both proud of Kim and thankful for her leadership in this great community!”

Now to Mayor Lund:

Business Pulse: You’re two years into your four-year term. Of what are you proudest?

I’m proudest of two things: our focused work to increase housing supply in Bellingham and our commitment to fostering a strong “One City” organizational culture. That culture shapes how we show up every day in service to this community — with accountability, collaboration and a shared sense of purpose.

BP: What have been your greatest challenges?

Tackling affordability on all fronts. It’s not just about increasing housing supply — though that’s critical. It’s also about creating economic opportunity and supporting the businesses that are already here while positioning Bellingham to attract new investment and jobs. These challenges are interconnected, and they require us to be strategic and persistent.

BP: What are the challenges ahead?

We’re facing significant deferred maintenance in both our facilities and infrastructure, at a time when the costs to deliver the high levels of service our community deserves and needs continue to rise. Navigating these fiscal constraints while maintaining our commitment to quality services will require tough choices and creative solutions.

BP: If you could be remembered for one thing as mayor, what would that be?

I’d like to be remembered as a leader who met challenges with courage, took responsibility for outcomes and catalyzed meaningful change in our community.

BP: What would you like to communicate to the business community, whether that be thanks or request or both?

Thank you for your resilience and your investment in Bellingham. You are essential partners in creating economic opportunity for our residents. My request is this: Stay engaged with us. Help us understand what you need to thrive, and work alongside us to make Bellingham a place where businesses of all sizes can succeed and grow.

Finally, to put a bow on it, here’s Jeff McClure, principal emeritus of RMC Architects:

“I first met Kim Lund when she was running for mayor. I was impressed by how good of a listener she was: genuine, authentic, interested in what others had to say.

“The most immediate example of her leadership was her impact on downtown. I own and operate a business in the heart of

downtown, RMC Architects, at Holly and Railroad. Prior to Kim coming on board as mayor, the situation downtown had gotten pretty rough. It was impacting peoples’ perception of downtown. Kim came in and marshalled resources to provide support for downtown businesses, such as upping police patrols, cleaning sidewalks and alleys, making sure graffiti was dealt with. It gave the message that the city would support its downtown businesses.

“She’s taken measures at City Hall to get various departments working in sync. As architects, we work with the building, planning and public works departments. With Mayor Lund, I’ve seen a new spirit of unanimity.”

The Whatcom Business Alliance and Business Pulse magazine salute Mayor Lund, winner of the Public Service Award 2026. ■

“I’d like to be remembered as a leader who met challenges with courage, took responsibility for outcomes and catalyzed meaningful change in our community.”

— Mayor Kim Lund

Whatcom County’s newest event venue and community gathering space is now available for booking.

www.innatlynden.com

100 5th Street, Lynden, WA 360/746-8597

TROY MULJAT | LANDMARK REAL ESTATE MANAGEMENT AND MULJAT GROUP COMMERCIAL

A life on purpose Values learned early, lived fully

Tamara Loucks

This year’s Lifetime Achievement Award recipient, Bellingham native Troy Muljat of Landmark Real Estate Management and Muljat Group Commercial, credits his success to the values of hard work, discipline and responsibility instilled in him from an early age. Those lessons came from his grandfather, Frank Muljat Sr., a commercial fisherman, and his father, Frank Muljat Jr. The latter, founder of the Muljat Group, spent 60 years in residential real estate before his passing this past October. The influence of both elder Muljats shaped Troy Muljat’s understanding of what it takes to run a business and guided him toward his chosen path in commercial real estate.

Beginning at age 15, Muljat spent long hours working as a commercial fisherman for his grandfather, an experience that taught him a solid work ethic and the discipline of showing up every day to do what needed to be done, even when it was uncomfortable. From those demanding seasons on the water, he came away with a clear realization: He never wanted to be an employee.

“From childhood, I loved being on the water. My first job — my first gig, really — when I was 10 years old, I caught crawfish on Lake Whatcom and sold them. It was fun,” Muljat explained. “Through commercial fishing, I learned what it took

to work for yourself and to run a successful business.”

After graduating from college, Muljat became a commercial real estate appraiser in Seattle. It was on this foundation that he built a legacy of excellence throughout his 34-year career in commercial real estate. In 1995, he moved back to Bellingham and founded Muljat Group Commercial, where he put his expertise in investment property valuation into practice.

While his father, Frank Muljat Jr., owned residential real estate company Muljat Group, Troy’s focus was solely on commercial real estate.

Muljat Group Commercial helps clients

secure tenants for their commercial properties, including multifamily residential, office, retail and industrial spaces. The company also provides commercial appraisals and commercial real estate sales.

In 2002, Muljat purchased Landmark Real Estate Management, where he focuses most of his time today. As a third-party property management company, Landmark manages about $1 billion in commercial real estate throughout Island, Skagit and Whatcom counties, though about three quarters of its business is in Whatcom County.

“The acquisition provided me the opportunity to expand what I was doing and to provide additional client services,” Muljat said. “While Landmark is a property management and real estate service company, its core purpose is to open doors and build wealth for our clients. It’s truly a full-service commercial real estate organization. We can value it, lease it, manage it, maintain it and sell it.”

Today, Landmark Real Estate Management is the largest property management company in Whatcom County. There is no one even half its size. It manages thou-

sands of residential properties and over 1 million square feet of commercial space and oversees about 10,000 residential and commercial tenants.

“Our team loves to show owners how to optimize properties and create strong systems and processes,” Muljat said. “We’re the buffer between tenants and landlords. We pay over 1,000 bills a week and collect approximately $100 million in rents per year. We must be very detailed in what we do, and our eight accountants need to reconcile and account for every dollar every day.”

Although many might aspire to his accomplishments in commercial real estate and business ownership, Muljat says his greatest source of pride is seeing the 55 people in his organization grow and thrive. He believes that building people is more important than building companies. He explained that some of his employees have worked for him for 20 years, and he loves seeing his team grow, take on additional responsibility and become leaders.

Landmark maintains a steady 30% growth yearly. Muljat attributes the company’s success in part to his outstanding team,

driven by his organization’s five core values: do what is right, maintain accountability, service others first, be a problem solver, and drive change. He said those values are part of the company’s DNA, and he expects his staff and clients to abide by them.

Muljat also attributes his faith in God and the support of his wife, Heather, and his family as additional key components of his success. Married for 30 years, with six children, he says Heather has the hard job and he has had the easy job.

In 2014, Muljat experienced a major turning point in his life when he was diagnosed with an extremely rare form of cancer. He underwent five surgeries and spent over a month at University of Washington Medical Center in Seattle. Against daunting odds, he survived.

“This was a significant marker in my life,” he said. “I suffered greatly throughout 2013 and 2014 because I was misdiag-

“I’ve worked hard, but I love what I do. I love my family and clients, and I’ve had fun along the way.”

— Troy Muljat

nosed. I wrote a letter to my wife and kids because I’d accepted that I may die. But I survived. I feel like I am a miracle and that I am on bonus time. The saying that ‘life is short’ means a lot more to me than most. God clearly has more for me to do here on earth. The past 10 to 12 years has been a key piece of my life journey.”

Muljat said this experience is now woven into his DNA. He has felt privileged to share his story at a few events and believes his experience has given him a unique insight that allows him to connect with people in pain and relate to them in ways that many others can’t. He acknowledged it’s an honor and a gift to be able to meet people where they are at and to help them through what he referred to as “the tough stuff.”

While work and family have kept him busy, he always has found time to give back to the community. He’s served in a variety of board positions, including at the Whatcom Business Alliance, when it was founded, and at the Bellingham Regional Chamber of Commerce, the Boys & Girls

Clubs of Whatcom County, the Whatcom County Association of Realtors and Skookum Kids. He recently finished a six-year term with the Whatcom Business and Commerce Committee under the Whatcom County Council. He also served as an elder on his church board for four years and volunteered for a variety of nonprofits.

As part of the third generation of Muljats to live in the US, born to a Croatian fishing family and raised in Bellingham, Muljat has a deep love for the oceans, mountains and the natural beauty of the area. He believes the region is an ideal place to live and work, though he’s noticed how the business environment has changed over the past 30 years and is deeply concerned about the lack of affordable housing for the workforce.

“On the Whatcom County Business and Commerce Committee,” Muljat said, “our first issue as a committee in 2018 was to tackle affordable housing. In 2019, we gave recommendations to the county council and the city of Bellingham, but they did not

listen to us. For about three years, we met monthly with stakeholders in the community to come up with ideas that government could implement. It’s a complex issue, and government officials and business leaders don’t see it. It’s been frustrating. This region is a wonderful place to live and work, but why is housing in other parts of the country a fraction of the cost it is here?”

From his early days earning pocket money by catching and selling crawfish from the local lake to the years he spent learning the fundamentals of business ownership as a commercial fisherman in his family’s business, and later to his first steps into commercial real estate as an appraiser, each experience shaped his path. Over time, these disciplines converged, and Muljat transformed them into a highly successful, fully integrated real estate platform.

“I’ve worked hard, but I love what I do. I love my family and clients, and I’ve had fun along the way,” he said. ■

Thanks to our Presidents Club members for helping to create a long-lasting impact and furthering the success of our local community.

GARY VANLOO | ANDGAR CORPORATION

CO-FOUNDER HONORED FOR A LEGACY SHAPED BY HUMILITY AND FAITH

Business Pulse staff

If young entrepreneurs wonder whether a company — and a meaningful personal legacy — can be built quietly, day by day, through equal devotion to the balance sheet and the golden rule (treating others the way you would like to be treated), startup students need only look to the life of businessman and servant-hearted leader Gary VanLoo.

In 1973, VanLoo co-founded Andgar Corporation with his college roommate and lifelong friend, Andy Mellema. The two had first become friends in high school before moving to Seattle to train in the sheet metal trade. They later returned to their hometown of Lynden, where they purchased a small, local sheet metal company. Combining their first names — And-Gar — they began installing heating, ventilation and air conditioning systems and providing sheet metal and mechanical contracting services. Over the next five decades, Andgar grew into one of northwestern Washington’s leading mechanical contractors. The founders were exacting about quality and trusted relationships, but their deeper measure of success came from a shared moral and spiritual framework.

“Keep the main thing the main thing.”

— Gary VanLoo

“Keep the main thing the main thing,” VanLoo often said.

The main thing was not growth or profit — it was a lived Christian faith, a dying to self to offer one’s whole life to Jesus Christ, expressed through daily humility, integrity and service to others. That conviction shaped every aspect of Andgar’s culture: hiring people of character, paying wages that could sustain families, and fostering an environment in which employees’ spiritual well-being mattered alongside their professional work.

Like all business owners, VanLoo and Mellema eventually faced succession. The duo sold Andgar to three key employees, including VanLoo’s son, Bryan, ensuring continuity of leadership and values. When VanLoo passed away in November 2025, he left behind far more than a successful company — he left a vibrant and articulated company culture, countless livelihoods and a moral imprint that continues to guide Andgar today.

For building a legacy business — and, more importantly, enduring relationships grounded in faith and integrity — this hard-working, humble and faith-filled man, who avoided public recognition, has been selected for a special in memoriam tribute by the Whatcom Business Alliance Board of Directors.

Examine the bottom line, grow the company

The growth of Andgar Corporation followed the rise of residences and businesses not only in the burgeoning town of Lynden but also in Whatcom, Skagit and Snohomish counties. The company broadened its scope to include commercial and residential HVAC installation and service, refrigeration systems and custom stainless steel food-processing equipment for nationally recognized growers such as Curt Maberry Farm and Enfield Farms. Andgar also developed expertise in metal fabrication and renewable energy projects.

Current CEO Todd Kunzman summarized the founders’ business acumen: “From Gary and Andy, the business tenet was this: examine the bottom line and grow the company.”

And while Andgar Corporation was growing, so were the families of VanLoo and Mellema. In 1970, VanLoo married Kathy Bajema, and together they raised three children. The personal and professional lives of the two founders were deeply intertwined.

“Kathy and I were born on the same day,” Mellema said, “and that month and day were also when we started in business together. We celebrated together, camped together, and our kids grew up together.”

The personal ties strengthened the business.

“Most business partnerships last an average of five years,” Mellema said. “We were blessed with over 50. We never had

a fight. If we didn’t see something the same, we talked it out. We had complete trust in each other.”

Keep the main thing the

main thing

For VanLoo, leadership began with discipleship, Kunzman said.

“For Gary, the main thing was living a life for Jesus Christ.”

At the center of Christianity is Jesus’ teaching to build an earthly life based on spiritual values of love for God and neighbor.

Those Christian values infused the business. The company maintains a staff chaplain to support employees’ emotional and spiritual needs.

“As business leaders, we don’t necessarily have that skill set,” Kunzman said. “We believe that nurturing spiritual wholeness strengthens the whole person — and the whole workplace.”

Stills taken from a YouTube video titled “Andgar Corporation,” documenting the history of this iconic Whatcom company.

VanLoo’s sons, Rob and Bryan, echo that perspective.

“What mattered most to Dad was living out his faith and encouraging others to do the same,” they said. “He knew he wasn’t perfect, and he didn’t expect perfection from others. But he did expect everyone to do their best and treat people as they would want to be treated.”

Rob and Bryan VanLoo elaborated, pointing out that Andgar did not spring up only from hard work and ingenuity.

“Our father and Andy have always been quick to say it wasn’t about them,” they said. “They never would have been able to stay in business without their faith in Christ, their employees, whom they called teammates, and their friendship. Faith first. Family, work and others second. Themselves third.”

Disappearing into a greater mission

Though Andgar Corporation was sold to three employees, Gary VanLoo never really retired. He just found another Lynden institution and continued to teach the main thing. VanLoo thrived in spending time with students at the Lynden Christian School shop, helping young people build projects while infusing the craftsmanship with life lessons.

Gary VanLoo passed away from his earthly life to what his family describes as his heavenly home in November 2025. VanLoo is survived by those he cherished most: his immediate family — wife Kathy and their children, Bryan and Tressa (Sam, Braxton, Tess) VanLoo, Steve and Jewel (Eli, Ruby, Joe) VanderHaak, Rob

and Kari (Sara, Brooke, Riley) VanLoo — and extended family and many friends.

One final tell about VanLoo’s impact came to light during the creation of this tribute. After compiling thoughtful stories and observations, VanLoo’s colleagues and family sent a one-line email follow-up: No one wanted to be directly quoted or even named. Not the current CEO or VanLoo’s business partner or his family. Their reluctance mirrored VanLoo’s own aversion to personal recognition, a quiet counterpoint to a culture that often elevates individual celebrity over collective purpose.

Kunzman summed up: “Gary and Andy built this business through faith, integrity and hard work. They both have a heart for people and each other. They saw business as stewardship, a genuine responsibility to care for their customers and team members. Within our company statement of purpose is a commitment to biblical principles, and that has never changed.”

“As a family,” sons Rob and Bryan said, “we like how this honor was set up as a memoriam and not necessarily an achievement award. Dad wasn’t interested in or motivated by awards for himself or self-recognition.”

At Andgar Corporation and within a wide circle of family and friends, the main thing of Gary VanLoo very much continues: Disappear into your mission, hold fast to your faith and love your family, and there you’ll find more meaning, fulfillment and richness than you ever could have imagined when you started out to build a life — but not the legacy you ended up with. ■

We all love this community, and together we can make it stronger. But we have to find our common ground, start there and remain there to find workable solutions.

Psychologist Erika Creydt is pursuing a new path to politics

Mary Louise Van Dyke

Erika Creydt keeps busy as a licensed psychologist who also serves as a director for Blaine School District’s school board. Now she’s also campaigning as a Republican for the seat currently filled by state Sen. Sharon Shewmake, a Democrat, in the 42nd District.

Business Pulse: Tell us about your background and what inspired you to go into psychology?

Erika Creydt: I grew up in Blaine. My father died when I was 11, and that made me want to go into psychology. I’ve seen how powerful it is to hold space, meaning the act of being fully present with another person, without judgment or distraction, so the individual can share their experiences and perspective. Listening, understanding, problem-solving and showing up for one another is how lives — and communities — get better.

BP: How long have you been a licensed clinical psychologist?

EC: I have worked in counseling for over 20 years, and that includes serving as an adjunct faculty professor at Adler University in Vancouver, British Columbia. I have a doctorate in clinical psychology from the Adler School of Professional Psychology in Chicago.

— Erika Creydt

(continued on next page...)

BP: What is a typical day like for you, and what gives you the most satisfaction?

EC: I provide a mix of counseling and supervision to clinicians who are working toward getting their licenses and licensure, and I work as administrator at TouchStone Counseling in Blaine.

I get satisfaction from helping new counselors enter the field, because it leads to getting more people connected to counseling, which in turn changes lives, especially youth. It makes me happy to get parents connected too; being a parent is hard, and we can all use more support.

BP: You serve on the Blaine School District school board; what prompted you to run for that position?

EC: I’ve always been a part of the Blaine School District for as long as I can remember. I attended K-12 there, and later as a counselor I provided services through TouchStone — the facility I founded — by sending out counselors to support youth. When I was asked to run for the board, I thought it would be a meaningful way to positively impact a system that means so much to me.

BP: What are some challenges you’ve encountered in those roles?

EC: There have been some heated discussions in school board meetings when I needed to use the skills I teach in counseling: deep breathing and keeping decorum.

Health care poses more challenges every year. The regulations, compliance, insurance companies and paperwork are constantly increasing workloads onto providers.

There’s a huge economy around health care that doesn’t have a lot to do with health care, and it cannibalizes our resources and productivity.

BP: Do the issues you’ve encountered play a role in your decision to run for Washington Senate?

EC: Absolutely. I completely understand how hard it is to run a business in Washington state.

BP: What do you see as the weightiest obstacles for businesses and families, such as permit regulations and heavy tax burdens?

EC: We live in one of the highest-taxed states in the nation, and I worry about losing our Washington businesses. A lot of business owners are actively making plans to leave and relocate to states with fewer barriers.

As a state, we have to listen and respond. We need to make sure we hear those voices, validate the concerns and provide supportive solutions that lead to business retention. Businesses are both job generators and tax income generators. We need to retain our businesses in order to preserve the resources we currently have.

BP: What kind of support do you see is needed for overcoming the lack of affordable housing?

EC: Listening to the building community and landlords about their needs to execute delivering more low-income housing is vital. Making sure the per-

mitting process occurs more quickly and providing incentives like property tax breaks on low-income housing developments would help.

Ultimately, problems become worse when we don’t include everyone in solutions.

BP: On a lighter note, what do you love most about Blaine and Whatcom County, and what do you like to do in your spare time?

EC: I love living in Blaine, by the ocean, and being surrounded by clean air and green spaces. I do a lot of volunteer work in my spare time. I’m on the Blaine Chamber of Commerce board and love to help out with fun community activities that bring us all together with neighbors, families and friends.

BP: What are your hopes for the future, personally and professionally speaking?

EC: My biggest hope for Whatcom County is more peace, more understanding, and for us to focus on what unites us. We all love this community, and together we can make it stronger. But we have to find our common ground, start there and remain there to find workable solutions.

As state senator of the 42nd District, I will bring commonsense solutions. ■

Bellingham’s BEATING HEART

Events, art and community connections

Tony Moceri

Downtown Bellingham is home to residents, businesses, government and visitors. Every day, there are interactions among these groups as people go about their daily routines or visit the area for shopping, eating or a specific event. While all this activity is underway, the Downtown Bellingham Partnership is working in parallel to enhance the experience for everyone who visits Bellingham’s core. Founded in 2000, the Downtown Renaissance Network, a 501(c)(3) nonprofit, was rebranded in 2009 as the Downtown Bellingham Partnership.

The Downtown Bellingham Partnership team comprises seven full-time staff members, with additional part-time support in the spring and summer seasons. The team also has a contingent of volunteers, without whom many of the organization’s events would not be possible.

“All of the people involved are dedicated, passionate, creative, thoughtful, hardworking and kind, and we all care deeply about the work,” said Lindsey Payne Johnstone,

the executive director, who has been with the organization for 18 years, having begun her journey as an intern during her last quarter at Western Washington University.

While some of what the Downtown Bellingham Partnership does is extremely visible, like Downtown Sounds, much of what it does is lesser known, such as its beautification projects, including landscaping, hanging flower baskets and graffiti removal. The team also serves as a conduit connecting the city, businesses and residents, bringing people together for discussions and working to create an environment that allows all parties to thrive in a downtown that feels designed for them. These different types of gatherings give residents the opportunity to chat with the mayor, explore businesses

during the twice-annual wine walk, or help with the Bulbapalooza event, during which volunteers worked with the landscaping team to plant 400 new plants and 1,700 tulip and daffodil bulbs that will brighten downtown sidewalks this spring.

A recent and ongoing project, in some locations in collaboration with Paper Whale, is called Hello Lamp Post. This involves QR codes scattered around downtown on window decals (and, soon, on hotel and airport signage), giving people information about what’s happening through a 24/7 text messaging service.

Johnstone is thrilled with the work that the organization has been doing with her team, exceeding expectations, but that does not mean they are going to rest on their

laurels. She has high expectations for downtown and knows her team, in partnership with the community, can continue to see positive improvements.

Johnstone and her team just finished working on a strategic plan that lays out what they want to accomplish in 2026 and beyond. The big picture is they want downtown to be a beautiful, welcoming place that attracts people seven days a week. By utilizing empty spaces (inside and out), adding murals to places such as the parking garage, and creating weekday events, Johnstone is confident the plan they have in place can be executed with the renewed sense of energy downtown has.

“We have a unique opportunity to pilot and test things, and we have the trust from the community to be able to do those things,” Johnstone said. “We have the passion to really dedicate our time and our creative minds to make a different downtown. I think the businesses and broader community can feel that genuine care.”

Besides going downtown and being involved, there are ways you can connect with the Downtown Bellingham Partnership. The DBP has a newsletter that keeps readers up to date on everything that’s happening. You also can volunteer at an event or join the INSIDER program, a downtown loyalty program that offers perks and value added at over 30 downtown businesses.

Businesses located anywhere in Washington state also can support the work of the DBP through the Main Street Tax Credit Incentive Program, which allows businesses to make a tax-deductible donation to the Downtown Bellingham Partnership’s nonprofit work and receive a state B&O tax credit equal to 75% of their donations. This effectively redirects taxes from Olympia to right here in Bellingham, where you can see the impact in the form of flowers, live music and community connection.

More information on all the things the Downtown Bellingham Partnership is doing can be found at downtownbellingham.com. ■

Excellence Recognized.

EMPLOYEE OF THEYEAR

Claude: The AI tool many business owners don’t know much about (but should)

Picture this: You’ve just wrapped up a six-month project and have 40plus documents scattered across your computer — client meeting notes, feedback forms, progress reports. You need to analyze everything to write your final report, but the thought of reading through all those files makes you want to take a nap instead.

Or imagine this: You need to create a 10-page training workbook for an upcoming workshop. The content is ready, but formatting it consistently

feels like tedious busy work. Most business owners I talk with who are AI savvy would automatically reach for ChatGPT to help. That makes sense. It’s the AI tool most people are familiar with. But there’s another AI tool worth considering: Claude.

Here’s why I choose it over ChatGPT to help with certain workflows.

Projects: your AI workspace for big tasks

Think of Claude projects like having a dedicated folder where you can upload all your documents and then ask questions about them. It’s similar to ChatGPT’s project feature, but with two key advantages:

1. You can upload more files (I uploaded over 30 training session transcripts recently).

2. The AI’s memory stays within that specific project instead of bleeding across everything you’re working on.

Here’s why that matters: When I finished a recent six-month training program, I had transcripts from every workshop, planning and check-in session. Without Claude projects, I would’ve spent hours reading through each one, hunting for patterns and pulling out key moments. Instead, I uploaded the transcripts to a project folder and asked it to find ways in which the team had changed from beginning to end, what skills they’d developed, and what their biggest breakthroughs were. The analysis was done in minutes instead of days.

Documents that actually look professional

Besides projects, Claude also shines at creating Word documents. It has a special built-in skill that allows it to properly format documents with consistent fonts, spacing, headers and structure.

I recently had to create a 10-page workbook for a workshop I was giving. Instead of fussing with formats and fonts myself, I gave Claude the content and told it what I wanted. It created the entire workbook with every page formatted consistently. That kind of finicky work is not my jam, so I was happy to pass that task off to Claude. It saved me time. And frustration.

Claude also has advanced built-in Excel skills, unlike me. I have basic ones, which means my spreadsheets are usually straight text with maybe some bold headers if I’m feeling fancy. With Claude, I can say “Create a budget tracker with separate tabs for each quarter, formulas that calculate totals automatically, and color coding to highlight different expense categories.” It builds the whole thing — multiple tabs, working formulas and visual formatting that actually helps me understand my data at a glance.

The bigger picture

These features are just scratching the surface of what Claude can do. With the release of Claude Cowork, Claude can now handle tasks on your behalf. I recently instructed it to create a folder on my messy desktop titled “Images” and put all the image files on my desktop into it. It did. On its own. Flawlessly.

So, Whatcom Leaders, if you’ve

only been using ChatGPT, it’s worth taking a look at Claude. The tool is free to try at claude.ai, and the paid version (which includes Cowork) runs about $20/month.

Think of AI tools like tools in a toolbox. ChatGPT is great for some tasks, and Claude excels at others. The key is knowing which tool to reach for depending on what you’re trying to accomplish.

And how will you know? By experimenting.

Time to get started. ■

Dana Rozier is an AI strategy consultant and educator helping professionals and businesses cut through the AI noise to work smarter, not harder. 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.

“

Most business owners I talk with who are AI savvy would automatically reach for ChatGPT to help. But there’s another AI tool worth considering: Claude. — Dana Rozier

Artificial intelligence agents are killing software subscriptions

Evan Steinhilb

Here’s the reality in 2026: AI agents are no longer experimental curiosities; they’re production-ready software replacements. A McKinsey survey from late 2025 found that 62% of organizations are already experimenting with AI agents, while 23% have begun scaling them enterprise-wide. Perhaps most striking is that small and midsized businesses account for 65% of AI agent adoption, leading larger enterprises in this transformation.

For small and midsized business owners, this shift comes with a unique level of

opportunity and urgency. Understanding how these tools work is the first step toward leveraging them effectively.

Cloud agents, local agents and the inbetween

The AI agent landscape is splitting into distinct categories, each with different strengths. Cloud-based agents such as Manus (recently acquired by Meta for over $2 billion) operate as autonomous workers in remote computing environments. They can browse the web, analyze competitors, pull data from integrated services, deliver finished reports and even log in to your accounts for greater access — all without requiring your computer to stay on.

Manus’ new partnership with Similarweb, announced in January, illustrates the expansion: The agent can now access SEO metrics and competitive intelligence directly, turning multitool research into

single-command tasks. Manus is one of the more expensive tools, with subscriptions from free to $199 per month for heavy users. However, considering that Similarweb — at $335 per month — is just one of the tools in Manus’ belt, the value quickly makes sense.

Local agents take a different approach. Anthropic’s Claude Cowork, launched in January, runs directly on your computer. While the AI itself is run in the cloud, it can read and write files you’ve explicitly granted access to. The advantage is direct integration with your local documents, receipts, notes, PDFs, you name it.

Cowork can transform scattered notes into polished PowerPoint decks, process hundreds of receipts into formatted expense reports, or synthesize research across dozens of files. Pricing starts at $20 per month for pro users, scaling to $200 per month for heavy usage.

The ‘agents as operating system’ concept is here

Professional services provider PwC recently launched what it calls Agent OS, a coordination layer connecting AI agents across Anthropic, Amazon Web Services, Google Cloud, Microsoft, Salesforce and others. A PwC survey found that 90% of executives agree their operating model will be unrecognizable in two years because of AI agents.

The practical implication for business owners: Your software stack is about to consolidate dramatically. The days of exporting reports, uploading them to ChatGPT and workshopping effective prompts are over.

How business owners should prepare

The fastest return is in auditing your repetitive, rules-based tasks — customer service responses, appointment scheduling, invoice processing, report generation and so on. According to Google Cloud research, 74% of executives report achieving a return on investment within the first year of AI agent deployment.

Data readiness is non-negotiable. Prior to any agent adoption, clear standard operating procedures, knowledge bases, support transcripts and product information are key. When evaluating vendors, prioritize integration compatibility with your existing systems, pricing transparency and clear security practices. Define what success looks like up-front — reduced ticket volume, faster response times, quantifiable cost savings, etc.

Finally, expect the pricing model shift to continue. Budget for costs that may fluctuate based on actual work performed rather than user counts.

The window for competitive advantage is narrowing

Salesforce reports that 91% of small and midsized business owners already using AI say it boosts their revenue. The market is projected to grow from $7.4 billion to over

$100 billion by 2032. The businesses that thrive will be those that treat this transition not as a distant future but as an operational priority today — starting small, measuring results and scaling what works.

The software replacement is here. ■

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.

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Business is already leaving Owners explain why

This article was previously published on washingtonpolicy.org

The latest onslaught of tax increases imposed by Olympia in the past 12 months, and now the proposal for an income tax, are already creating real consequences to Washington business owners and residents alike.

Over the past six months, I have received multiple calls from small business owners who know they cannot stay in Washington and remain profitable. The uncertainty created by proposals such as the income tax have many of the owners considering exit strategies in the next 12 to 18 months. Whether the income tax passes or not, there is no trust that politicians in Olympia won’t try again or within a few years and apply the tax to everyone.

For businesses that run razor thin margins because of the taxes Olympia is already extracting, the income tax would be the last nail in the coffin.

Just the threat of a wealth tax last year had many large businesses looking for the exit too. The recent layoffs by some of the large tech companies indicate that business leaders are hedging their bets against future uncertainty.

These are real people, trying to run small businesses, be part of local communities, pay their employees as much as they can and receive a fair reward for the risks they have taken. They have worked for decades to build something that creates jobs and provides fami -

ly-wage income and, if they are lucky, some retirement income too. The level of frustration, disappointment and anger I have heard over the phone is indescribable.

The uncertainty compounds the problem. Owners are unwilling to take investment risks or grow a business just to cover extra taxes. As an example, the retail and hospitality industry is particularly vulnerable to massive tax changes, as the margins are so slim.

Why should someone put in extra work to grow a business only to have the state of Washington create a new tax, like an income or wealth tax, in the next year or two? No sane person is going to waste their time.

The fallacy of the income tax and other wealth taxes is the ‘new’ tax revenue the state is going to enjoy once it’s passed. Typically, there is a bump as taxpayers are forced to pay, followed by a decrease in projected revenue as the taxpayers with sense move their wealth out of the state and take up residency in places that don’t tax as much.

The income tax will not solve the longterm state budget deficits.

For those representatives and senators considering supporting this income tax, this is beyond partisan politics. As a former state representative, I might not agree with the spending priorities of the opposition, but I’ll say this — the income tax will do real damage to our state. It’s beyond time to take a step back and consider other options to balance the budget. The income tax isn’t just another 10 cents on a gallon of gas or a new fee on liquor or cigarettes, it’s a sledgehammer to the very job creators the state relies on for the

B&O, license fees and sales taxes the state receives. When the job creators leave, that revenue goes away.

The capital gains tax is a prime example. The projections for new revenue fell short because wealthy residents just left the state. How many other tax collections decreased because those residents are no longer spending money in Washington? How many jobs were eliminated or new jobs not created because spending in the state decreased? The year after the capital gains tax legislation passed, the projected versus collected taxes fell short by over $1 billion dollars.

Legislators, stop the rhetoric and stand up to your caucus chairs who are driving this agenda. Work together across the aisle to create legislation that supports a stable business environment and focus on growing the economy here for all of Washington’s residents.

It may be too late for some business owners, but the Washington legislature has the opportunity to stop owners still on the fence from leaving and to encourage new businesses to come here. If you want more tax revenue for schools, social programs, public safety and infrastructure, the best way to do it is to add more taxpayers, not drive them away. ■

Mark Harmsworth was elected in 2014 to the Washington House of Representatives, where he served two terms. His focus was on transportation and technology, including serving as the ranking member on the House Transportation Committee. He works in the technology industry and is an owner of a small business after completing a long career at Microsoft and Amazon.

For my column this issue, I had the pleasure of interviewing the two new county council members who were elected in November and started serving their districts in January.

Council member Elizabeth Boyle’s focus throughout her career and volunteer work has been strengthening community health, including by addressing the housing crisis, strengthening programs that promote youth well-being, and bolstering overarching systems of care. She is an organizational consultant, a former small-business owner for 20 years, and a board member of the YWCA Bellingham.

What is your top priority as a new county council member?

Everyone deserves a safe, stable place to call home. My top priority as a council member is to expand affordable housing and shelter options. Housing shouldn’t be something people have to fight for; it should be something we can count on.

What were the main issues in your campaign last fall that will be issues that you plan to work on this year?

One of my key campaign issues was addressing care for our unhoused or unstably housed neighbors. This year, I plan to focus on practical, collaborative efforts to strengthen housing stability, like building more tiny home villages and moving toward year-round shelter.

Flooding is an issue that has risen in urgency since the campaign. The December floods significantly impacted many families

Council member Elizabeth Boyle District 2

and businesses, and it’s critical that we care well for people during this vulnerable time while also working on long-term strategies to reduce future risk.

What committee are you chairing? Committee serving on? And what is an example of a key issue before that committee?

For 2026, I am chairing the Public Works and Health Committee. Both departments cover a wide range of issues that touch people’s daily lives. This year, a key focus for public works will be addressing the impacts of flooding and improving how we prepare for and respond to future events. For health and community services, one of the central issues is ensuring appropriate care and support for our unhoused neighbors. I am also serving as vice chair of the Finance Committee and the Criminal Justice and Public Safety Committee. Both are critical as we navigate an incredibly tight budget and continue the work of implementing the Justice Project (which includes a new jail and behavioral care center).

What has your first few weeks as a council member been like? Is it what you expected?

The first few weeks have been busy and energizing! I’m incredibly grateful for the support from fellow council members, county staff and community members as I get up to speed. The range of issues before the county is even broader than I expected, but seeing how interconnected they are is really helpful. It’s deepened my understanding of why each decision matters and how important it is to look at all issues through a community-wide lens.

Business Pulse is a publication that focuses on and highlights the great small businesses in our county; what are your thoughts on how the county council and you as a council member can support the small businesses in your district and across the county?

Whatcom County’s small businesses are vital to our economy and community identity. As a former small-business owner, I understand many of the challenges facing our local businesses. I will support local entrepreneurs and businesses by strengthening infrastructure like affordable housing, accessible child care and reliable transportation. A thriving local economy depends on a community where families can live, work and grow.

What framework should guide the county when deciding whether to support, oppose or remain neutral on large-scale economic development projects?

How we approach large-scale economic projects is critical to the future of Whatcom County. We need to look carefully at the impacts on housing affordability, access to living-wage jobs and the environment, as well as who benefits from the project. It’s also important that any project aligns with our long-term plans and reflects the values and priorities of our community.

At what point in the county decision-making process do you think input from small businesses is most useful, and how can that engagement be improved?

Input from small businesses is most useful early in the decision-making process, before

plans are fully formed. Early engagement helps identify potential impacts, surface concerns and shape better outcomes from the start rather than trying to make adjustments later.

I’m really encouraged by how many community members, including small-business owners, are already engaged through committees and commissions, public comment and other forms of participation. As council members, we’re here to represent our constituents, and hearing from people early helps us better understand their needs and shape the conversation in a more thoughtful and informed way. ■

Jessica Rienstra is a nurse practitioner and small-business owner who was born and raised in rural Whatcom County. She began her career as a nursing assistant and used local training programs to continue her education. She has spent the past 20 years working in health care, from local clinics to global disaster response, merging clinical expertise with civic leadership. Grounded in public service, she works to build accessible systems and foster inclusive communities rooted in dignity, respect and intentional support for all.

What is your top priority for your new term on the county council?

Improving the standard of living for residents in District 3 is an overarching goal, and right now that means ensuring that our families and small businesses have what they need to recover from the recent floods. County resources should reach people quickly and fairly, but we also have to look at the bigger picture. I am committed to working collaboratively with the county,

our cities, tribal governments and state partners to strengthen our long-term resilience. It’s about supporting recovery today while building stability for the future.

What were the main issues in your campaign last fall that will be issues that you plan to work on this year?

My campaign, and my work in general, is about building safe, affordable and healthy communities, and those priorities continue to guide my work this year. I’m focused on supporting access to housing and services that people can afford and making sure our infrastructure and planning decisions promote long-term health for our communities.

This year, these issues are especially present as we continue flood recovery efforts, work through updates to the county’s comprehensive plan and look for ways to strengthen economic stability for families and small businesses. My focus is on practical solutions grounded in local realities that help our communities feel supported today while planning responsibly for the future.

What committee are you chairing? Committee serving on? And what is an example of a key issue before that committee?

I serve as the chair of the Planning and Development Committee and vice chair of the Finance and Administrative Services Committee and the Climate Action and Natural Resources Committee. In these roles, a key issue before us is the way in which land use, infrastructure and budget decisions intersect. This is particularly relevant as we continue to work on the county’s comprehensive plan, which will guide development and investment decisions for years to come. These discussions are also shaped by our continued recovery efforts and the need to plan thoughtfully and responsibly for future growth as we look to support safe, resilient communities. We welcome community members and value their involvement. Meeting information is available at whatcomcounty.us.

As you know, this is a publication that focuses on and highlights the great small businesses in our county. What are your thoughts on how the county council and you as a council member can support the small businesses across the county?

The county plays an important role in creating a reliable foundation so small businesses can operate, grow and recover when challenges arise. In the near term, that means making the recovery process clearer and more responsive for businesses impacted by recent storms and addressing barriers that

can stand in the way of someone reopening their doors.

What framework should guide the county when deciding whether to support, oppose, or remain neutral on large-scale economic development projects?

When evaluating projects, we should take a balanced, long-term approach. We need to look beyond immediate revenue and consider impacts on infrastructure, environment and our neighbors. I support development that creates good local jobs and fits the direction of our future economy, particularly projects that use our resources efficiently and support long-term resilience. Engaging community members and stakeholders early and often throughout the process helps to address concerns, allows for changes to be made and centers collaborative decision-making.

At what point in the county decision-making process do you think input from small businesses is most useful, and how can that engagement be improved?

Community and small business input is always valuable, but it’s especially important early in the decision-making process, before proposals are fully formed and positions become fixed. Government works best when it is accessible, and I want to make it easier for people to be involved by bringing county meetings and listening sessions directly to the communities most affected by our policies. I want people to know that their voices matter and that their participation can make a real difference.

That means holding events in rural areas at times that work with people’s busy schedules, improving language access, and working closely with local community organizations. When we all have a chance to be part of the conversation, it strengthens relationships, builds trust and leads to stronger outcomes for our whole community. ■

Dann Mead Smith was the president of Washington Policy Center for 20 years before stepping down in 2021 to start his own firm, The Mead Smith Group. Dann’s main client is Project 42, a 501(c)(4) advocacy, capacity-building, nonprofit organization he co-founded in 2020. Dann was a consultant to Let’s Go Washington that qualified seven ballot initiatives and passed four into law in 2024. He is also a policy adviser to the Whatcom Business Alliance and writes a regular column for Business Pulse magazine.

Anchored in legacy

Strengthening Whatcom’s maritime future

Matt Benoit

Ryan Davis’ career has been a diverse journey, from marketing and hospitality to the cybersecurity and maritime industries. And through it all, one thing has been constant: He’s always had a boat.

“I’ve always come back to the water, to the sea,” he said. “It’s always been pretty significant for me.”

The United States Coast Guard-licensed ship captain owns and operates Legato Maritime, a professional vessel management and training company that operates from the Bellingham Cruise Terminal in Fairhaven.

The company provides a variety of services for captains in the maritime industry, including vessel surveys and deliveries, as well as general consulting. Davis describes Legato as a captain’s advocacy group that also champions the marine trades through education and training programs.

To that end, Davis testified last year in Olympia in support of House Bill 1167, which was signed into law by Washington Gov. Bob Ferguson in May. The bill amends existing state-based career and technical education for youth by establishing a maritime career task force. Davis is supremely proud of the bill’s passage: The pen the governor used to sign the bill sits on a shelf in Davis’ office.

Legato Maritime is officially backed by Washington State Ferries in support

of the new task force. The company visits middle and high schools across the state, working with shop teachers and bringing outreach boats to stir interest in the maritime trades. Interested students then work with Legato and its partnerships to find pathways for work, including paid internships with the state ferry system.

“It’s honest-to-God good news for the maritime industry,” Davis said.

Legato is mainly run by Davis, along with a variety of part-time and seasonal employees. The company’s current roster includes a mix of sea captains and engineers. The company also benefits from Emily Sutton Haeuser, who provides data research when not busy working for a think tank associated with the Gates Foundation.

Davis, who also helms the retired Fireboat Moku Ahi as part of Legato’s Maritime Youth Skills Training initiative, is originally from upstate New York. A classically trained trumpet player with a longtime interest in maritime history, Davis was one of the first employees at WiFiFee, a New York-based broadband internet access provider that became very successful as Deep Blue Communications and was eventually acquired by Comcast.

“I’ve taken that New York hospitality and business acumen and pushed that into the marine trades,” Davis said.

When it comes to the possibilities that the county’s maritime industry and port

“I saw what happens to a town when the businesses don’t fight and continue to invest for their community. When they chase the bottom dollar, everybody loses.”

— Ryan Davis

provide, Davis is exactly where he wants to be.

“I see Whatcom as a really strong marine port for shipping and logistics,” he said. “It’s why I moved here. It’s why I bought property out here. I see future benefit in Whatcom County to where it’s going in the next five to 10 years. I’m a pretty big advocate of showcasing local blue- and white-collar business, but especially honest tradesmen.”

Davis and Legato are committed to shoring up the local strength of maritime businesses, after having observed what happened in his hometown when outside corporate interests were allowed to dominate local industries.

“I saw what happens to a town when the businesses don’t fight and continue to invest for their community,” he said. “When they chase the bottom dollar, everybody loses.”

That’s a big reason Legato chose to join the Whatcom Business Alliance, Davis said, and it’s also part of the reason that Davis will pursue elected office this fall, vying for District 3 port commissioner at the Port of Bellingham.

“Keep the ‘local’ local,” he said. “Legacy matters. Legacy stands above all. If you build something from the foundation, and upon that, you build not necessarily an empire, but something that you’re proud of.” ■