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Two experienced women head Bellevue first-responder groups

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Two Eastside women with significant business backgrounds have recently assumed roles heading the non-profits that fund technology needs and community outreach programs of Bellevue’s first responders, both police and fire. This amid the challenge posed by the national movement to defund the police, a move that both view as not supported by the majority of citizens.

Villette Nolon, president and executive director of the Bellevue Police Foundation for only a few weeks, has made an intriguing transition into her new role having most recently served as the president and CEO of Imagine Housing, the Eastside’s leading affordable housing non-profit where she frequently worked with low-income families.

Villette NolonVillette NolonThat involvement helped her realize “the relationship between the community and the police is complicated but important.”

Nolon was long one of this area’s most prominent female angel investors, including chair and president of Seraph Capital Forum, the nation’s first all-women angel group, and a key executive with Angel Capital Association, the national association of angel investors.

Laura McCloud Mathers, President & CEO of the Bellevue Fire Department Foundation, was urged by Bellevue Fire Chief Jay Hagen to take the leadership of the foundation after she had been tapped as a consultant in December of 2019 to advise on how to create a foundation for the department.

Mathers, who had served as head of the Seattle Police Foundation for two and a half years while Kathleen O’Toole was chief, describes Hagen, who had spent 30 years with the Seattle Fire Department before being tapped to head the Bellevue fire department three years ago, as “an incredible leader, passionate in his commitment.”

Mathers’ background includes being the first membership director of the Columbia Tower Club, a key executive at the World Trade Center, and executive director of the Seattle Rotary Club.

“It is so sad that defunding the police foundations is a new racial justice target, putting pressure on companies to cut vital ties with nonprofit police foundations,” said McCloud. “Clearly they don’t understand the role of the foundation is primarily to ensure the police are well equipped with those things that will save lives and make the community safer for ALL!”

Nolon used as an example of the importance of the foundation’s work last month’s grant of $104,000 to police for what she described as “sorely needed new training and command system and a mobile wellness hub for officers, their families and retired officers to access health and wellness benefits the department offers.”

Mathers pointed to several examples of tools available to the Seattle police department as a result of community donations to the foundation, starting with AEDs for every patrol car, which she explained are “easy to use, low-maintenance defibrillators for people experiencing cardiac arrest while waiting for a medic unit to arrive.”
 
Another Mathers example:
Laura McCloud MathersLaura McCloud Mathers“Naloxone, a nasal spray that could be administered by officers to opioid overdose victims to bring back to life,” she explained. “SPD having Naloxone was initially a concern with the Seattle Fire Union - it was believed to be intruding on their scope of work. Fortunately, a meeting between Police Chief O’Toole and Fire Chief Scoggins put that to rest. “The union recognized the greater good for the community was for police to have it as they typically are at the scene before medics arrive – and seconds do matter between life and death.”

It might be suggested that those seeking to “defund the police” be made aware more forcefully of that point that police are usually at the scene of accidents or crises before the medics arrive and thus their services in such situations are vital, possibly even to the survival of victims.

The pushback against defunding the police may be getting underway, at least if the comment by New York mayoral candidate Eric Adams, a black former NYC police officer who see himself as the pro-public safety candidate who seems police as part of the solution. is any indication.

In an interview with New York Magazine published Tuesday, Adams said the "defund the police" movement is led not by people of color in the Big Apple, but rather by young white professionals.

Reflecting on her time guiding the Seattle Police Foundation, Mathers said:  “It was truly an honor to work with the many amazing men and women of SPD. I saw only big hearts and dedication to serving a community and improving lives. After seeing the evil of mankind perpetrated daily, they got up every day to face it again and pray they returned home safely to see their families again.”

Both are undertaking their roles confident that they’ll get more yes than no responses as they go about their fundraising duties in the Bellevue community.

 
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Cody Peterson's disruptive inventions aren't unnoticed

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Serial inventor Cody Peterson is surprisingly little known beyond the two industries his technologies have disrupted, though he's hardly gone unnoticed, being named “Most Creative Person” by Inc Magazine in 2012.

That was the year his first company, Pacinian, the Coeur d’Alene, ID, manufacturer of his lightest-weight-ever keyboard, as thick as a credit card, as well as touch-screen innovations, was acquired by Silicon Valley-based Symantic, a market leader in touch screen technology.

Now Peterson, 46, and his team at Rohinni, also a Coeur d’Alene company, are poised to change the entire lighting and display industry worldwide with the revolutionary development of mini and micro LEDs.

The LED industry is well aware of Rohinni, even if not likely aware of the extent of his intent for his invention’s “potential to be like GE or Phillips, changing every industry that uses light.”

Cody Peterson R and sons Brandon L and Reece CCody Peterson (R) and sons Brandon (L) and Reece (C)My bet is that most readers of this column and many tech-industry people, as well as potential investors, haven’t heard of Peterson whereas, were Rohinni located in Silicon Valley or East Puget Sound, media entities and wanna-be participants in the company’s growth would be beating a path to his door.

Instead, Rohini’s growth, as with Pacinian before it, has been in lab space in developer John Stone's Riverstone Development of condos, office buildings, hotels, and restaurants on the river. Over the seven years since it was founded, Rohinni has been under the supporting eye of patient and friendly capital, with Stone as a primary investor since start-up day, in a business environment where a guy who lets others wear the CEO title can focus on family as well as business.

With an emphasis on business acumen, Stone refers to Peterson as “the miracle from Idaho.”

Other investors, in addition to Stone, include Future Shape Principal Tony Fadell, the inventor of the iPod, head of iPhone development, and founder and former CEO of Nest.

Peterson, a mechanical engineering graduate of Washington State University, says that over the past three years, Rohinni has devised a mini-LED as a light source “that’s about one-tenth as thick as a regular LED and about six times brighter while costing roughly the same.”

“I don’t usually drink the kool-aid, but I know the benefits of what we created that the entire lighting industry will change direction and do what we’re doing,” said Peterson, a Native American who grew up on the Blackfeet Reservation in Browning, MT.

Without disclosing individual clients, Peterson said: “Rohinni is dealing with some of the world’s largest consumer electronic companies to launch screens much, much brighter than anything in the market today, while also enabling them to use mini and micro LEDs to design lighting in ways never before possible throughout their product lines.”

And he predicts television screens with Rohini miniLEDs “will be 10 times brighter with one-tenth the energy.”
 
A major coup for Rohinni came two years ago when it announced a joint venture with Beijing Electronics (BOE, formerly Beijing Oriental Electronics Group), among the world’s largest suppliers of technology products.

A news release announcing the joint venture said: “With distinctive, high-performance displays in high demand and a requirement for competitive consumer electronics or industrial products, BOE and Rohinni will be forming a joint venture to produce ultra-thin micro LED lighting solutions for display backlights. Together, BOE and Rohinni will usher in a new era of displays with unprecedented speed, accuracy, and yields compared with existing manufacturing processes.”

Oh, and waiting in the wings for the unveiling is Peterson’s newest Coeur d’Alene-based company, Qurrent, and his invention, a 100 percent electric boat. basically an autonomous craft.

As the website for Qurrent explains: “For the last three years we have been using our development platform ‘Frank’ and have created the building blocks to provide a 100 percent electric boat. Qurrent provides a safer, newer, and zen-inspired experience through the use of all new technology and an AI-controlled system. we are enabling entirely new boating experiences never before thought possible.”

Never short of seemingly impossible goals, Peterson said during our interview: “You know what Google did with Google Earth (a 3D representation of Earth based on satellite imagery)? We can do that for the sea and the oceans.”

John StoneJohn StoneI actually went to Coeur d’Alene a couple of weeks ago both to meet Peterson with Stone’s introduction and to evaluate Coeur d’Alene’s potential as a prospect for the zoom-town-focused business, ZoomTown Communities, that a media partner and I are launching.

I learned Stone and Peterson have basically already helped make Coeur d’Alene a zoom town, boosting innovation, while coupled with a growing appeal to vacation and permanent residents from Seattle and beyond and condominium towers to house them.

Peterson’s contributions include not just Pacinian and Rohinni, and soon Qurrent, but also what he calls the Innovation Den in downtown Coeur d’Alene, a large old multi-story brick building that has 50 small offices to house start-ups and entrepreneurs.

He and a friend bought the century-old building that had sat empty for more than 25 years and four years ago Cody and his wife Danelle, his high school sweetheart from Cut Bank High School. opened Coeur d’Alene Coffee Company as an espresso shop in the Den that he and Danelle and sons Reece, 20, and Braden, 23, turned building it into a family project.

Peterson said Braden made a commitment to source and roast coffee for the Den and explained: “he started looking at ways coffee is made and devised a new, more automated way to create really good pour-overs without having the barista stand there the whole time. It was neat to see him apply those little nuggets I’ve hoped he would learn from me.”

The comment is a hint of the importance being a father plays in Peterson’s life. And the kinds of lessons he teaches include “if you have lofty goals you attract smart people,” and “don’t let anyone slow you down,” both lessons that have carried Peterson far, before he’s as widely known, as he is certain to be.

 

 

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The saving of NatureBridge was one of the hero stories of 2020

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Thanks to the commitment by Bellevue business leader Robert J. Holmes to helping kids experience the outdoors and to leaders of the Dean Witter Foundation and its support of environmental education programs, the survival of NatureBridge is one of the hero stories of 2020.

Throughout 2019, as in previous years, the NatureBridge campuses in various national parks were alive with activity with up to 35,000 students spending their days exploring the parks, engaging in scientific inquiry, and discovering their connection with nature.

Then came the pandemic and, like so many organizations and businesses, NatureBridge had to make the difficult decision to suspend in-person programming, threatening its ability to deliver on its mission and even threatening its survival after 49 years.

Robert HolmesRobert HolmesHolmes, CEO of The Holmes Group (THG) and a NatureBridge board member for whom the call of the wild has been a lifetime personal counterpoint to his role as a developer of both real estate and resort projects across North America, saw the closure as a "crisis."

So Holmes, who was president and CEO of Intrawest USA and president and CEO of Harbor Properties in Seattle before shifting to Bellevue where his projects have included Kemper Freeman's Bellevue Collection and whose resort projects have included the development of the Village at Mammoth, Schweitzer Mountain Resort and the Village at Whistler, was convinced he could guide a NatureBridge survival.

Beyond merely surviving, NatureBridge, with its goal of providing environmental education in national parks, has now launched distance learning programs in classrooms across the country to reach kids who may never visit a national park. So NatureBridge has been able to innovate and grow and is well-positioned now to weather the pandemic.

This all came about because Holmes, buoyed by his confidence in NatureBridge’s history of excellence and its strong leadership, called on his community to match his own contribution of up to $25,000. Not only did he get over $25,000 in donations but attracted the attention of Malcolm (Max) Witter, board member of the Dean Witter Foundation. a former Seattleite who now lives in the Coachella Valley.

For background, The Dean Witter Foundation supports specific wildlife conservation projects and seminal opportunities to improve and extend environmental education. The Foundation makes additional grants to launch and expand innovative K-12 public education initiatives and seeks to practice imaginative grantmaking in the fields of education and conservation.

So comes the personally satisfying aspects of this NatureBridge story, one that exemplifies that sometimes the writer gets to be more than an observer.

In April I did a column on Holmes, NatureBridge’s plight, and his personal call for a match to his $25,000.

I saw that Witter, who gets The Harp, had opened it so I emailed him to see if he would like to connect with Holmes.
He did and then discussed with fellow director Allison Witter Frey, a Seattlite and, like Malcolm, grandchild of Dean Witter.

they notified the remaining directors at The Dean Witter Foundation of the opportunity to help NatureBridge and Holmes’ two-for-one match. Between Holmes, Witter, and over 700 donors, NatureBridge raised $1.1 million in a few months.

Designed to support teachers and connect kids to nature, NatureBridge has been able to not only reach many of the students who were supposed to come to their in-person programs but also students who live hundreds of miles from a national park and might not ever be able to make the trip. Its leadership now sees the scale of impact as tremendous with this new online component.

And NatureBridge came to be able to conduct family camps in Yosemite, one of the four national parks where it looks to fully restore in-park programs once the pandemic permits. The others are Olympic, Golden Gate and Prince William Forest in Virginia.

So now as NatureBridge approaches its 50th year, it continues to make advancements in Distance Learning education. Its leaders know the pandemic will change the way they teach kids with quality distance learning experiences increasingly a part of high-quality education.

 
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Snowflake celebration sets the stage for Bellevue Square 75th year

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Bellevue developer Kemper Freeman Jr. is seeking to cap a year of COVID tragedy and accompanying economic devastation with a memorable Holiday Season event to set the stage for the 75th anniversary of his Bellevue Square Mall.

It was clear that in this virus-impacted Holiday season Snowflake Lane, which annually has turned downtown Bellevue into a month-long enchanted scene, had to be reimagined if it was to be held at all in 2020.

“I thought about not doing it this year,” said Freeman, the Bellevue developer whose Bellevue Collection of retailers, restaurants, and hotels forms the core of Downtown Bellevue.

Kemper FreemanKemper Freeman“But with all things that have fouled up people’s lives this year, we didn’t think it would be right to also take away something as symbolically important as Snowflake Lane,” he added. “So while we can’t have the parade and performance with dancers and drummers, every night there will be twinkling lights and holiday music.”

“And while we can’t do Santa,’ Freeman noted, “we have the best display of Christmas lights ever in our 14 years, stretching a mile all around Bellevue Square.

Freeman’s pleasure with the holiday display is clearly a way for him to close a disastrous year of the pandemic as well as economic distress it caused and that likely played a role in the social unrest that occurred.

All had a dramatic impact on his business and his city, particularly the severe damage suffered by many of the mall’s retailers at the hands of rioters who embedded in the ranks of peaceful protesters then hurried away from the crowds to break into the mall.

It was at a cost that he hasn’t yet fully calculated that he helped restore the retail life of the 230 merchants and shops in the mall.

Now Freeman is looking forward to the year of celebration for Bellevue Square, launched 75 years and two generations ago by Freeman’s grandfather, Miller Freeman, and father Kemper Sr.

Plans for the 75th-anniversary celebration are just being finalized by his staff, Freeman said.

Freeman, now 79, chuckled as he shared the story of how his grandfather stirred comments across the business community, which labeled as “Freeman’s Folly” his decision to buy 10 acres in 1944 for $40,000, land that became the start of Bellevue Square. Two years later he assisted his son, Kemper Sr., to launch the shopping center.

Now in addition to an upbeat focus on 2021 for the 75th, Freeman is also welcoming the renaissance of the campaign to raise the funds necessary to complete the Performing Arts Center Eastside (PACE), a campaign that has basically been in limbo for the past year and a half.

Cathi Hatch, the Vice-Chair of the PACE board and leader of the fundraising effort, noted that what was once planned as a $200 million facility to fulfill the arts and cultural needs of the Eastside has gone up substantially in cost but the final figures aren’t complete.

But she did note that a search for major naming rights will be underway in full in the new year. The center has been part of Freeman’s vision since he and his wife, Betty, donated the land on the northeast corner of Bellevue downtown’s central core, on the same block as the Bellevue Hyatt.

Completion of PACE after fundraising is finished, will be several years further out.
 
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Lengthy effort to get documents in jobless-payment snafu leads to suit

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If the suit against the state Employment Security Department by a woman best described as a professional whistleblower is successful, it will be fair to say, objectively rather than as a political comment, that Gov. Jay Inslee is a slow learner. Only this time the failure to learn may cost the taxpayers millions of dollars.

Four years ago the recalcitrance of one of his department heads in dealing with a public disclosure request from the Seattle Times brought a court rebuke and a fine. Now a delayed public disclosure response related to the state’s unemployment disaster could bring the court down harder.

The failure of the governor to learn relates to the months-long effort by Lynn Brewer to get access to emails between Inslee and his now embattled Employment Security Department (ESD) Commissioner Suzie LeVine. Brewer gained prominence after leaving a budding career as an executive at energy giant Enron before its 2001 bankruptcy to become a high-visibility whistleblower.

Brewer has been seeking to determine the extent of responsibility by LeVine, and what Inslee knew, of the employment security disaster that rocked the state after COVID-19 struck. First thieves pirated $650-million in unemployment insurance from the state as people started losing their jobs by the thousands, then thousands didn’t get their unemployment checks, or got them dramatically late, as ESD tried to figure out how to avoid further fraud.

Now that State Auditor Pat McCarthy’s criticism of LeVine for imposing “significant constraints” on audit staff, including seeking to limit interviews and delaying access to documents, have become public, the media has come to be all over this. And that media scrutiny is bound to move upward toward Inslee.

In June Brewer was told that her public disclosure request for the emails between Inslee and LeVine and between the ESD director and her staff, because of the mountain of documents involved, couldn’t be honored until December 31, almost seven months later. Some might chuckle at the point that would be after the November election, perhaps ensuring that Inslee’s quest for a third term couldn’t be hindered by anything in the emails.

In her lawsuit filed a couple of weeks ago in Thurston County Superior Court, Brewer asks for a court order that ESD “has violated the Public Records Act” and asks for “an award of statutory penalties, fees and costs against the Department.”

I asked Brewer why she filed the suit given the promised delivery date ESD and she said first, that the delay was illegal and, second, there was only the ESD statement that she couldn’t get the emails before December 31, not that she would get them then.

The lesson unlearned relates to the fact that Inslee has been here before, four years ago with a different department, Labor and Industries, in a public disclosure request by the Seattle Times, in which it took The Times months to get the documents it sought.

In that 2016 decision, the state high court upheld a $546,509 superior court judgment against L&I, finding that it repeatedly delayed the release of records related to lead exposure at Wade’s Eastside Gun Shop.

The department, meaning the state, was ordered to pay the money to The Times, plus attorney fees because monetary penalties are possible under state law for the failure of agencies to respond to public disclosure requests in a timely manner.

The Times was moved to muse editorially after that 2016 victory: “The remaining questions are whether Gov. Jay Inslee will hold anyone accountable for this costly violation of state law and how the state will prevent this from happening again.”

For a longtime reporter, there’s a disappointment that this story has eluded the media for months, except for a drip here and a drop there, until McCarthy’s statements brought the media attention on LeVine and her agency, but not yet on the governor, into full force.

So now perhaps some reporter will ask Inslee: “Governor, when did you know about the auditor’s concerns and when you learned, why didn’t you say to your ESD commissioner, ‘get your act together, Suzie or you are gone?’”

It’s important to keep in mind that we are talking here about a prominent Democratic fundraiser since LeVine raised millions for every Democratic presidential candidate starting with Obama and extending through the candidates who ran in 2020.
And in fairness to the media, both print and broadcast, the coverage requirements of 2020 from the virus to the marches and riots to the economy to the tragic stories of the jobless left little space or time available for an investigative look at why the jobless disaster was unfolding.

I may benefit from having known Brewer for more than a decade, first as she gained prominence in the wake of the collapse of Enron. Her book Confessions of an Enron Executive: A Whistleblower’s Story chronicled her experiences and observations during her two-and-a-half years as a mid-level executive. Her duties included providing key personal briefings on new investments for Enron's now-infamous duo, CEO Ken Lay and President Jeff Skilling.

So she reached out to me after her husband’s and her request for unemployment got caught up in the ESD tangled web and I did a column in the spring and waited for other media to get on the story.

Lynn BrewerLynn BrewerAnd it’s important to note that, as is sometimes, unfortunately, the case these days, Brewer is not some rightwing agitator trying to get Inslee, whom she says she voted for twice, "but not this time because he's responsible for what happened to the unemployed."

In fact, she’s spent her years since leaving Enron after she became aware of the malfeasance of its leadership, speaking to groups and organizations around the world. Brewer was called upon not only to recount the lessons of her Enron experience but more importantly to her, is to share her vision of a way that provides the equivalent of a "Good Housekeeping Seal of Approval" on the integrity of public companies.

And it’s with a combination of amusement and anger that Brewer notes the irony of last week’s anniversary of the 2001 fall of Enron when it went out of business as its financial illegalities were disclosed.

“This is a bigger disaster than Enron,” she told me. “Enron was a $600-million fraud on its shareholders. This is a $650-million fraud on taxpayers.”

“If the court decides there will be a per-page, per day, fine and ESD indicates there are tens of thousands of pages that had to be processed, you do the math,” said Brewer. “The state could be liable for millions of dollars because no one was in charge of this.”

 
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Quest for 20 to honor for COVID creativity and caring strategies

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It should have come as no surprise that our quest for nominations for The 20 of 2020 Awards to recognize creative and caring contributions by business people to our communities during COVID-19 would make it clear that prominent givers connect with dozens of equally committed individuals to carry out the giving.

One of those I refer to as creative givers that I reached out to is longtime Bellevue business leader Joan Wallace, who explained to me that what has gone on across her community and the region is "loving and caring people intersecting at the crossroads of need."

Sharon BloomeIn fact, Wallace sought to dispel what seems to be a growing sense that darkness is settling over the mood of the country that is due to more than the impact of COVID-19.

"What we see on the news leads us to believe that we have devolved into tribalism, segregating ourselves into silos where we acknowledge only those who look and believe as we do. My experience tells another story," Wallace told me in an email.

Two other friends that I connected with to help me plum the depth of the giving now going on were Katrina Eileen Romatowski, whose Katrina Eileen Real Estate is the only Benefit Corp, or social-purpose corporation, in her industry in this state, and longtime activist and philanthropist Sharon Gantz Bloome.

Interestingly, these three won't have known each other until they meet in this Harp, indicating people who carry a heavy load of giving don't sit around visiting about their giving.

In sharing the three interviews, I'll start with Wallace's admonition to set the stage: "I will share some of our adventures with the caveat that you make it clear to your readers that our efforts are just one small cog in a massive set of interlocking gears silently at work across this community.". We are just one example of thousands of families responding to needs as we become aware of them."

So I'll be back with Wallace but first want to introduce the other two interviewees.

Meet my longtime friend, Sharon Bloome, whom I became aware of decades ago after she moved to the Northwest in 1984 and co-founded Heart of America Northwest, which became the leading citizens' watchdog group for the cleanup of Hanford.

As chairman of the Rotary Club of Seattle's Environmental Committee, she co-produced an environmental guide for the business community entitled "Going Green: A Guide to Becoming An Environmentally Friendly Business Without Going Broke." Because of it, she was nominated for a United Nations Global 500 Award.

She spearheaded the mission of bringing computer skills to Seattle's inner-city children at the Rotary Boys & Girls Club, whose Computer Learning Center is named the Sharon Gantz Bloome Computer Learning Center. It's dedication plaque reads -- "Built by many, but delivered by the vision and tenacity of one."

Because she has Dyslexia, Bloome invested early this year to help create a teacher training program at Heritage University in Toppenish for a master's degree in inclusive education with a focus that includes Dyslexia and is the only program of its kind on the West Coast.

And when the coronavirus hit, and the program had to move online, Bloome says she believed the program "is just too important to go on hiatus even as we turned our attention to the pandemic and I am pleased to have played a part in its continued success." That meant financial support for the students.

Noting her view of the continued support of the degree at Heritage, Bloome said: "we must not completely lose focus on the post-covid-19 world. There are people who suffer across an array of issues great and small that we must continue to fight for."

An ongoing commitment of Bloome's was her personal support for a largely poor and Hispanic catholic parish in South King County, for which she regularly provided parishioners with food, clothing, and furniture.

 "Not Catholic, never was and never will be." chuckled the board member of the American Jewish World Service. "That doesn't matter. What matters is humanity and easing suffering in whatever way possible, wherever possible."

Then came COVID, of which she said, "I can't fix Covid. I wish I could. But I can help ease suffering for some families. The most elemental need is for people to eat. And so that's where I went, making it possible for the church to offer grocery gift cards and boxed assorted groceries to distribute to families in need."

Katrina Eileen is actually one of the creators and sponsors of The 20 of 2020 event, which is to be held February 11 at the Columbia Tower Club if live events return by then, or the evident honoring the 20 will be virtual. So she's not eligible to be among the 20, although her actions exemplify what we're looking for in potential honorees.

Katrina EileenMore than a decade ago, Katrina Eileen began a focus on aiding foster youth, culminating with her creation of a non-profit called Level Up, which is a housing and mentoring program for at-risk youth ages 18 to 24 who have aged out of the foster-care system.

In the face of the early struggles and fears people faced, Katrina Eileen decided to create a safe place for people in a Facebook group she called Real Kindness. It was a place people had a chance to share kind acts that they knew were occurring around the community, and she offered $1,000 a week for the posts with the most likes. One winner went on to be an overnight YouTube sensation, "Dad How Do I," a YouTube channel that soon had 400,000 hits.

Long a believer in the United Nations Global Goals, the first two of which are the end poverty in all its forms and to end hunger, she has partnered with a non-profit called Unify in a campaign that she calls Share the Number Love. It's an initiative to encourage people to pick one of the 17 global goals and share them on social media.

Now back to Joan Wallace, whose involvements accelerated by COVID start with Jubilee REACH, a Bellevue non-profit focused on "building a caring community in and around schools to meet the social and emotional needs of students and their families

"Since last March, individual families all across the greater Eastside have been showing up at Jubilee REACH every single week with a couple of bags of groceries that are immediately placed in the hands of waiting, needy people," Wallace said. "There are 26 Eastside churches involved in this effort where every week one family feeds another."

Then there's Congregation for the Homeless, a shelter for homeless men in downtown Bellevue, which had only been open six months a year until the current need made it clear the need for food and shelter would stretch through the winter,

So the Wallace's son, Kevin, former Bellevue City Council member, reached out to the community and raised the equivalent of $2 million in labor and supplies to get the building up to code in time to get open for the winter.

Meanwhile, Joan and Bob picked up when the previous process of volunteers preparing meals was ended by the virus and had to be replaced, but not totally, by area churches and groups providing food. Joan had to find Maggiano's Restaurant and Costco to fill food need for two nights a week, supported by $5,000 from her and Bob.

Bob and Joan WallaceThe Wallace outreach wasn't limited to the Eastside since a minister friend from an African-American church in the Rainier Valley told her of a low-income apartment building that he had built as one of the church's community enterprises that housed a mostly Muslim community.

Her conversations with the minister "revealed a need for baby diapers, wipes, and toilet tissue. I put out an email request to my neighbors as our daughter, Kim, did in hers. In one week, our collective neighbors donated enough to fill three large SUVs, so our entire family caravaned to the Rainier Valley to deliver the goods."

So as Wallace summed up of her family's involvements: "We are just one example of thousands of families responding to needs as we become aware of them."

It's those examples of creative giving that we are looking for by the deadline of December 1.

Marketingnnw.com, for three decades, the print bible of the Northwest marketing community and the digital format that replaced it on January 1, 2018, will produce a print supplement and online version with stories on the event and each of those selected.

The goal for this event, best summed up by a friend helping me assist in putting a similar focus on a San Diego event, is to seek out "those who combined success and sacrifice in a model that will become the new order. And in doing so, we begin to set a new standard for business people."

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Kirkland company's plan for rail-car energy-storage concept fuels renewable-energy interest

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The decade-long quest of two Seattle businessmen and the team of prominent investors they have attracted to create a unique new method for generating renewable energy is about to bear fruit in the form of rock-filled rail cars plying a Southern Nevada mountain.

Advanced Rail Energy Storage North America (ARES) is the Kirkland-based company that Spike Anderson, self-described “serial entrepreneur,” and Seattle attorney Art Harrigan created to funnel the millions of dollars they raised over the last 10 years to bring the project to fruition.

Howard TrottThe ARES Nevada project, located near Pahrump, about 60 miles west of Las Vegas, is the first of what they expect will be a series of similar energy-generating projects around the country, to help states meet their increasingly stringent renewable-energy goals.

“Those renewable-energy goals are not merely for the states, but are for the planet,” Anderson offered in a reference to the broader and increasingly pervasive issue of climate change that clean, renewable-energy initiatives are seeking to address.

For example, the broad success of ARES’ concept could eliminate the need for any more hydroelectric projects, and perhaps end the need for some existing hydro projects.

It’s likely the broader global goal is behind the commitment of time and money that Anderson and Harrigan, as well as retired Costco CEO Jim Sinegal and Car Toys founder Dan Bretler have committed.

Add to those names two key executives of a Denver conglomerate, Thermo Companies. Thermo was attracted as a major financial partner because of a business relationship between ARES North America CEO Howard Trott and Jay Monroe, who guides some of the numerous companies under the Thermo corporate umbrella. Another key Thermo executive directly involved in the funding is Kyle Pickens, Thermo vice president for strategy and development.

Trott has more than 25 years of experience developing and operating a wide range of energy projects, real estate investments, and other business ventures, including doing projects for telecommunication pioneer Craig McCaw for two decades.

Among his projects for McCaw was the successful conversion of James Island, a 780-acre island in the gulf of British Columbia to a model of environmental sustainability.

Anderson credits Trott with “getting us headed in the right direction, including reengineering our system, for which we have patents.”

ARES Nevada actually named the Gamebird Pit for the gravel pit from which the rail cars are filled with rock, is an affiliate of ARES North America.

A groundbreaking was held last week for the project, the first of what ARES has branded as GravityLine energy storage facilities. This one will generate up to 50 megawatts of stored electricity for 15 minutes in 30-minute cycles, enough to power 50,000 homes for those minutes.

The construction phase of the GravityLine facility begins in December and will take about a year to bring on line with the power generated into the California energy grid to California Independent System Operator for the purpose of stabilizing the grid.

From afar the railcars arrayed up and down the hillside may look like bugs scurrying around a small hill. But the reality is that each of the approximately 200 cars weighs 720,000 pounds and is 20 feet long, 16-feet wide, and 15 feet deep, making their way up and down a mountain.

ARES GravityLine’s fixed motor, chain-drive system, similar to how a rollercoaster operates, draws electricity from the grid to drive mass cars uphill against the force of gravity. That converts electrical energy into potential mechanical energy and when the grid requires power, this process is reversed and the cars proceed downhill with the electric motors operating as generators, thereby converting the potential mechanical energy back into electricity.

GravityLine’s storage systems are made up of multiple 5MW tracks and can vary in size from 5 MW to 1 GW of power and an equivalent range of energy depending upon weight and number of rail cars, slope, and distance.

This is a small project, what’s called an ancillary services installation, which basically means it will be used to balance the grid, leveling out peaks and valleys of power generated by renewable resources like solar and wind.

but the profits for ARES will flow from long-duration storage, up to 10 hours, and more, at utility-scale projects around the country.

The challenge, of course, for the renewable energy of wind and solar is that the wind doesn’t always blow and the sun doesn’t always shine. But the gravity that drives ARES’ projects is always there.

A quarter-scale proof-of-concept model of the ARES Nevada project was brought on line at Tehachapi, in the mountains east of Bakersfield, CA, in 2013.

With that model, which attracted interest from utilities around the country, the motors were on the cars’ driving wheels on the track just like a train. But the problem, Anderson explained, was “too much weight or too steep a grade, causing the wheels to lose traction.”

Trott’s re-engineering solved that problem by using chain and sprockets, thus giving positive contact.

Anderson noted that the chain system can go much steeper than the original 7.5 percent, adding “The system is pretty much infinitely scalable.”

Anderson and Harrigan own the technology with both being major shareholders of ARES, Anderson as lead investor and board member, and Harrigan, who first introduced Anderson to the technology in 2010, as chairman.

Despite the fact they’ve been friends for decades, they bring dramatically different business backgrounds to ARES.

Anderson, for years, was a large Kirkland Signature products supplier for Costco and was Costco's largest supplier by the time he sold his company.

Harrigan had key roles in saving both the Seattle Mariners and the Seahawks because Harrigan’s law firm represented King County and the county-owned the Kingdome, which the two professional sports teams were threatening to vacate by leaving town. Harrigan’s legal maneuvers, for which he basically got no visibility until I wrote a column five years ago, forced the two out-of-town owners to sell the team to local buyers (see Flynn’s Harp: Art Harrigan).

In discussing the fact that the ARES projects are based on gravity, Anderson quipped that “gravity is always with us. It’s been important for a long time, going way back to Sisyphus,” referring to the ancient Greek legend of the king condemned by the gods to spend eternity rolling a large boulder up a hill, only to have it roll down the hill and be forced to push it up again.

 
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Angel-investor leaders applaud SEC's new 'accredited investor' definition

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Angel investor leaders are applauding a Securities and Exchange Commission decision that essentially adds brainpower to wealth as qualifications to be "accredited investor." The decision is seen as a key to bringing more investors to the capital market at a time when the COVID-decimated economy needs a dramatic assist, as well as in the future.
 
Those angel leaders in the Northwest and elsewhere that I reached out to for comment saw the decision as an "enlightened" action by the federal regulatory body and one likely to bring much-needed capital to early-stage companies.
 
What the SEC did earlier this month was amend its "accredited investor" definition to allow investors to qualify based on defined measures of professional knowledge, experience, or certifications in addition to the nearly four-decades-old tests for income and net worth.  
 
"For the first time, individuals will be permitted to participate in our private capital markets not only based on their income or net worth but also based on established, clear measures of financial sophistication," said SEC Chairman Jay Clayton, in a statement accompanying the August 19 announcement.  
 
An accredited investor is an individual or a business entity that is allowed to trade securities, often higher risk, that may not be registered.
 
Prior to this SEC decision, investors needed to earn at least $200,000 in annual income ($300,000 for married couples), or have $1 million in net assets, excluding their primary residence, to count as "accredited."  
 
For decades, the SEC had allowed only the wealthy to make private venture investments, largely because of their presumed greater ability to sustain losses and fend for themselves. 

After this change, having sufficient "knowledge and expertise" is all it takes.
 
"This enlightened SEC action will pave the way for thoughtful sophisticated investors to invest in the startup community and bring much-needed capital into very early-stage companies," said Bill Payne, viewed by many as the nation's dean of angel investors. Payne has not only invested in a number of Northwest startups but has launched angel-investor groups in a number of cities.
 
"There are 400 angel groups in the U.S. in all kinds of different neighborhoods: urban, rural, academic. cross-border, etc.," added Payne, who in addition to his angel-investor leadership in this country spent a year in New Zealand, at the invitation of that nation's government, teaching angel investing. "I am sure some ecosystems will choose to focus on sophisticated investors."
 
"My angel colleagues generally welcome this regulatory improvement because it will bring more business-literate shareholders to the high-risk equity sector," said longtime investment leader John Fluke, chairman of Fluke Capital, which he has guided since its founding in 1981. "And perhaps it will induce high-risk equity enterprises to develop more pragmatic and realistic business plans."
 
"That definition now includes individuals with specific investment subject-matter expertise, regardless of whether such individuals met traditional annual income and net worth criteria," added Fluke, who is now mostly involved in angel investing.
 
"I am pretty excited about this SEC action," enthused Elizabeth Marchi, whom I have described in several columns as "Montana's queen of angel investing" because she oversaw three angel groups in the state from her and husband, Jon's, cattle ranch near Polson.
 
Marchi, who now serves as the head of marketing for an interesting new White Fish-based venture fund named Two Bear Capital, said the decision "embodies Chairman Clayton's attitude that there shouldn't be arbitrary thresholds. This will help reach innovators and problem solvers beyond the ecosystem centers."
 
Richard Sudek, chairman emeritus of Tech Coast Angels, whose 400 members spread across units in five Southern California counties make it the nation's largest angel group, said the SEC decision "will likely allow significant additional investment capital to flow into an economy at this virus-impacted time."
 
"However, this decision could have an important long-lasting impact beyond the pandemic," added Sudek, who in his post-angel career helped guide creation of the Applied Innovation Center at U-Cal Irvine and serves as its executive director and Chief Innovation Officer. "It could accelerate small business starts as well as help small businesses grow quicker and larger."
 
"I do feel the expansion offers an opportunity to grow the private investment community for early-stage companies," offered Brianna McDonald, who with her husband, Nathan, guides the Northwest chapter of the international angel investor network, Keiretsu. He is CEO and managing partner and she is president of the Keiretsu Forum Northwest.
 
"As a membership organization we depend a lot on leveraging others' experiences and expertise and over the years we have called on these individuals to help with diligence, but they would do the work and not be able to participate in the investment," she said. "With the potential pool opening, we now need to put an even bigger focus on education."
 
In an example of the perpetual dynamic tension on the five-member commission over its conflicting roles of facilitating capital formation while protecting investors, the two Democrat appointees voted against the decision, saying it could leave investors vulnerable.
 
Gary Ritner, founder and president of the Puget Sound Venture Club, the Seattle angel group that celebrates its 35th anniversary this fall, suggested there was some legitimacy to the concerns of the SEC's minority.
 
"With statistics indicating that on average half of the deals that attract angel investment go broke in the first two years," said Ritner. "Long term, an investor will likely make money, but how many of this type of investor can emotionally live with the potential of the early losses."
 
But having offered those thoughts, Ritner shared with me the strongly positive reaction of the Angel Capital Association (ACA),
The North American professional organization of active accredited investors.  
 
"This action will significantly impact the availability of capital to cutting-edge innovative start-up companies that are the foundation for job creation in our nation," said the ACA.

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Could the governor's office be follow-on prize in this year's lieutenant governor race?

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The battle for the nominations for the part-time position of Washington's lieutenant governor has drawn a cluster of hopefuls based in part at least on what some pundits see as the strong possibility that the governor's office could be a subsequent prize awaiting whoever wins the post in the November general election.
 
That isn't at all what the framers of the state's constitution had in mind when they created the position of an elected official to fill in for the governor from time to time and preside over the Senate when the legislature is in session. And hang around in case the governor died or was incapacitated. Or, as with Inslee, a possible appointment to a Biden administration, should there be one.
 
That limited constitutional role made it historically a job coveted by those who first made a name outside of politics, then sought an easy ride into a job most voters likely don't really pay much attention to.
 
Thus this year is only the third time in the past century that a person running for lieutenant governor nurtures the hope that winning the job could lead to becoming the next state chief executive, sooner rather than when Gov. Jay Inslee completes the third term for which he's now running. And has promised to serve out.
 
The "sooner" looms like an apple hanging from the tree because of the much-discussed possibility that if Joe Biden is elected, he would tap Inslee.
 
The interesting side note is that by the time Biden could win office, Inslee's image could be badly tarnished as the effort unfolds to tie him tightly to the state's employment security disaster that has devastated the lives of thousands of state residents forced to wait endlessly and needlessly for their unemployment checks.
 
Inslee's protection of his employment security head Susan "Suzi' LeVine and avoidance at press gatherings about discussing the disaster and LeVine's role in it will be made an issue in the governor's race. And if Inslee's image begins to tarnish, it will be interesting to watch how the four Democrats in the lieutenant governor's race handle questions about the unemployment disaster.
 
But back to the race for the $115,000 annual salary position, a race that has attracted four Democrats, five Republicans and two Libertarians to this year's contest.
 
Three of the state's first nine lieutenant governors actually became the state's chief executive when the man who was governor died in office. One of them, Louis Hart, was elected to a full term after succeeding Ernest Lister in February of 1919, a month after Lister took office.
 
William Jennings (Wee) Coyle, a former UW football great and decorated war hero, started it all in 1920 when he parlayed his name familiarity into a landslide victory in the race for the state's second-highest elective office, openly indicating he hoped to become governor four years later.
 
Coyle was only 32, a handsome former UW star quarterback just back from the World War I battlefields when he strategized to use the lieutenant governor role to position himself to run for governor, a race he ran in 1924, but lost.
 
For most of the next 96 years, the office was held by those who had first risen to prominence beyond the political sphere.
 
It wasn't until Brad Owen, a Democrat and former state legislator from Shelton was elected in 1996 and was re-elected four times that a lieutenant governor created real importance for the position.
 
During his five terms, Owen created for the office the role of a goodwill ambassador for the state in international trade and promotion of Washington products overseas. The lieutenant governor also serves as chairman of the Joint Committee on Economic Development, Tourism and Trade. Plus Owen led trade missions to parts of the world where the title "lieutenant governor" opens doors.
 
But the history of the position has provided some interesting political lore.
 
The fact the lieutenant governor is often described as "a heartbeat away from the governor's chair" has seemed to hold little importance for Washington voters, despite those three early in the 20th century who rose to the top state office because of the deaths of the governors.
 
Colorful Victor A. Meyers, a mustachioed maestro who earned a reputation as a big-name band leader, decided to seek the office as a Democrat in 1932. He won and was re-elected four times before being defeated in 1952 by Emmett Anderson, who had gained fame as the "Grand Exalted Ruler" of the Elks.
 
Anderson, like Coyle, had hoped to use the post as a springboard to the governorship and made an unsuccessful run for governor in 1956 and lost to Albert D. Rosellini.
 
That allowed John A. Cherberg, a failed football coach at the University of Washington, to run for the job as a Democrat and win. Cherberg commenced a 32-year stand in the job that made him the longest-tenured lieutenant governor ever in the nation.
 
The most interesting effort to boost a non-politician into the job came in 1968 when then-Gov. Dan Evans and his state Republican chairman, C. Montgomery (Gummie) Johnson along with future U.S. Sen. Slade Gorton, then running for attorney general, hatched a plan to oust Cherberg from the office, which by then he had held for 12 years. The goal was to set the stage for the election of the first black man since reconstruction to become governor four years later.
 
I've written about Evans, Johnson, and Gorton seeking to boost the fortunes of Art Fletcher, a black city councilman from Pasco who had gathered some national prominence for the development of a self-help program in the East Pasco ghetto.
 
The effort by three Republican leaders, back in 1968, to create an opportunity for an African-American to have a shot at becoming governor needs to have a high-visibility role at this time, in particular, rather than being lost in Washington State history. I wrote a 50-years-on column in 2018 at Evans's suggestion, as he reminded me of "the Republican plot to get a black man a chance to be governor."
 
So Johnson talked popular and prominent hydroplane driver Bill Muncey into running for the post, once confiding to me off the record that Muncey had wanted to know what a lieutenant governor did. "Not a lot," Johnson had replied, with some honesty.
 
Fletcher won the GOP primary but failed to dislodge Cherberg in the general election. But a year later, thanks in part to the visibility Evans helped create for him, he gained a position in the Nixon Administration's U.S. Department of Labor, where he created the first Affirmative Action program
 
By the time he retired in 1988, Cherberg had built a reputation for integrity and even-handedness in his role as the State Senate's presiding officer. And with the election of Joel Pritchard, a respected Republican congressman, and former legislator, the job took on an increasingly important role that Owen continued to build on during his years in the office.
 
Incidentally, the state's top-two primary system doesn't guarantee any party a spot in the general election, so it would be possible for the votes to split in such a way that two Democrats or two Republicans could advance to the general. Election.

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Boeing board faces questions - What lies ahead? How about coming home?

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Were it not for the trauma the coronavirus is visiting on this region, the travails of Boeing's effort to restore the lost luster that made it the model for corporate success and community treasure would likely be the subject of negative conversation wherever community leaders gather.
 
Now David Calhoun, new to the Boeing CEO role but a decade on the board during which the crises within the company were being spawned with no sense the board saw anything to question now-ousted CEO Dennis Muilenburg about, is seeking to right the ship.
 
As if to prove that the board had no sense of anything amiss until the two 737 Max crashes and the challenges that have dogged the company since then, Calhoun admitted, in an interview two months after he took the reins, that things inside the company were worse than he had thought.
 
"It's more than I imagine it would be, honestly," Calhoun said, adding "it speaks to the weakness of our leadership," an indictment aimed at ousted CEO Muilenberg.  

But there are some who would suggest it might logically apply to the board. Part of a board's responsibility, after all, is being accountable to the public for the quality of services and goods delivered.
 
It's quite likely that the congressional report that scored "a culture of concealment" and "grossly insufficient oversight" was referring to more than the executives who ran the company.
 
I recall when I first heard that Boeing charged its airline customers an additional amount for installing devices that would ensure greater safety of its products, my first thought was "the board needs to determine if that's true and, if it is, simply say 'don't do that anymore."
 
But some will protest, "boards don't do that!" Tell me about it.
 
So if you haven't, it's worth looking at the board whose job it is to protect the traveling public and the customers who fly them, no less a responsibility than overseeing shareholder profits.
 
It's definitely a board that could compete admirably with other boards in "the fame game."
 
First, there is (The) Caroline Kennedy, who most recently served as ambassador to Japan, and former South Carolina governor and U.N. representative Nikki Haley.
 
The board has military star power. Adm. John Richardson was appointed to the board last year after completing a four-year term as Chief of Naval Operations, and Adm. Edmund Giambastiani Jr. former vice chairman of the U.S. Joint Chiefs of Staff and former NATO Supreme Allied Commander, is completing a decade on the board.

Board chair is Lawrence Kellner, former chairman and CEO of Continental Airlines, who has been on the board since 2011

Other board members were company chairman and CEOs, Robert Bradway at Amgen, Arthur Collins Jr. at Medtroni, Ron Williams at Aetna and Ed Liddy at Allstate president and CEO, as Lynn Good at Duke Energy and Mike S. Zafirovski, at Nortel. Susan Schwab.  
 
Professor at the University of Maryland school of public policy and the former US. Trade representative, named last year fills out the board.
 
All seem capable of more innovative action than just to name one of their own as CEO.

The fact is, the Boeing that was created in Seattle in 1916 by William Boeing and grew to become one of the most successful and admired companies in America hasn't been the same since it moved to Chicago a week before 9-11. Bean counters, represented by Harry Stonecipher who as president and CEO of McDonnell Douglas orchestrated the merger of the two companies and replaced ousted Phil Condit, took control of Boeing in 2003.

In fairness, a defense-department procurement scandal that eventually led to Condit's resignation, among other embarrassments to the company, began when Boeing was still a Seattle-based company and only exploded after the move to Chicago.

Hard to know whether the culture might have continued in Chicago if Alan Mulally, then president of Boeing Commercial, where the airplanes were made, had been named Boing CEO, which he had expected when Condit was replaced. So instead he went to Ford two years later and worked his engineering-leadership magic for a car company.

Nevertheless, what would be the reaction if that Boeing board decided on a dramatic move to prove the board members wanted a different culture and opted to return the company to its Seattle roots?

The culture shifted when the years passed with the corporate executives 2,000 miles distant from the place where the culture of Boeing's largest unit, commercial airplanes, was nurtured or diminished.

Given the corporate presence that has emerged here in the past two decades, not only in homegrown companies like Microsoft, Amazon and Expedia but expansions here by the likes of Google, a move home by Boeing could not only carry shareholder logic. It could also send a message to customers, lawmakers and employees about the desire to restore the culture and integrity that seems to have waned.

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PART 2 - A Decade of the most memorable Harps

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(This is the second of two articles in which I am offering readers of The Harp a reprise of the stories from the past decade that were most memorable to me, some of which got little in the way of broad visibility but all of which got repeated visibility here for reasons that will become obvious.)


The story that was my personal favorite was actually several Harps relating to my friend Joseph L. (Joe) Galloway, one of the best-known correspondents of the Vietnam War, who has been on the road much of the past decade doing interviews with veterans of that conflict to preserve their memories.

The interviews by Galloway have been part of the 50th Anniversary Vietnam War Commemoration to honor those who fought in that war but were never thanked when they returned to a divided nation.
 
Galloway's travels to do the interviews, mostly about two hours in length and which he told me now number about 400, embody his commitment to producing the "the body of material for future generations who want to know what this war was all about."  
 
The formal launch of the 50th Anniversary Vietnam War Commemoration was on Memorial Day of 2012 and since 2013 Joseph L. (Joe) Galloway, one of the best-known correspondents of that war, has been on the road doing interviews with veterans of that conflict to preserve their memories.

Galloway, a reporter assigned by United Press International to cover the war, was selected by the Defense Department unit charged with administering the program to do the interviews to preserve for future generations.

Galloway, decorated for battlefield heroism at the Battle of Ia Drang in November of 1965 where he was the only correspondent and joked to me that he turned in his camera and took a machine gun, spent a week doing interviews in Seattle in the spring of 2015. I had urged him to come to Seattle for a round of interviews and found KCPQ TV willing to make its studios available for his interviews. He returned to Seattle for another round of interviews two years later.

I've written several columns on Galloway and his Vietnam interviews, partly because we were UPI colleagues (he in war zones and I as a political writer and later a Pacific Coast executive for the company). But in a broader sense because of a fascination with his perspectives on the war in articles and speeches, and the import of the battle in the Ia Drang Valley that Galloway and the late Gen. Hal Moore, then a lieutenant colonel in command of the U.S. Army forces in that battle, made famous in their book and a subsequent movie.

The battle became the subject of Galloway's and Moore's book, "We Were Soldiers Once...and Young," and the resulting movie, "We Were Soldiers," as well as a second book, "We are Still Soldiers... A Journey Back to the Battlefields of Vietnam" when the two returned to the battlefield years late.

In an earlier column, I quoted Galloway about his time on the battlefield, particularly at Ia Drang: "The men I met and the time we spent together fighting for one another was a life-changing experience that transcends the bonds of friendship and brotherhood."

During one of our interviews, Galloway said of the Vietnam veterans: "They are not bitter but I am bitter in their behalf. It makes me angry that those who came to hate the war came to hate the warriors who were their sons and daughters."


It was seven years ago that I first learned of and wrote about the then decade-old commitment by Bellevue business leader and philanthropist Joan Wallace to the mostly Hispanic children in the Yakima Valley community of Granger that changed their lives and the life of their community.  

Wallace listened over Thanksgiving dinner in 2003 while Janet Wheaton, her sister in law and principal of Granger Middle School, expressed concern that the children, who had little food at home, would be going hungry without their two in-school meals a day over the Christmas holidays because the school would be out.

When Wallace returned home, an email donation request to pay for Christmas baskets of food went out to a few dozen of her closest friends and associates and soon thereafter, a non-profit named "Children of Granger" was formed.
Joan Wallace

Thus began an ongoing commitment by two women, one an educator and one a prominent Bellevue business leader. Their continuing involvement changed the future for the families in the city of 3,500 where the population is 84 percent Latino or Hispanic and 35 percent of the families live below the poverty level.

After writing the first Granger column, an annual update of the dramatic things that continued to unfold in Granger because of Wallace and Wheaton became my regular Thanksgiving offering to readers of The Harp.

Everything they did was aimed at helping kids break the poverty barrier, from giving each child in all grade levels an annual $200 "slush fund" for things like shoes and coats to giving mothers of pre-schoolers learning toys that brought grants once they had proved the value of their "Ready for Kindergarten" program.

"While doing our best to take care of the immediate needs, we also believe it is equally important to cultivate self-sufficiency and to enable these children to finish school," Wallace said.

But the most dramatic story of the impact that the two women had was with the successful campaign at the middle school five years ago to build a program to improve attendance because of its key to educational advancement. They came up with a slogan that became a mantra, "Every Child, Every desk, Every Day."

Thus in 2014, I was able to share that the little non-profit had put together a relationship with nearby Heritage University and its largely Hispanic student body and that the relationship had led to the first-ever grant to Families of Granger.

The $15,000 grant from the Yakima Valley Community Foundation, due largely to the involvement of Heritage student and mother of four Alma Sanchez, was used to implement an attendance-incentive program that Sanchez had created.

Those two things basically made 2014 the little non-profit's most important year. And there was a degree of magic in the results of Alma's idea. a quarterly incentive program aimed at perfect attendance.

Driven by the attendance-campaign slogan and the commitment of children, parents, and teachers, the school set the mark for best attendance record in the state, with an absentee rate of 4 percent, compared to a statewide average of 16 percent absenteeism, outdoing schools even in places like Mercer Island and Bellevue.  

I knew that accomplishment would go largely unnoticed by media and business leaders in Western Washington. So I met with Kemper Freeman, Pam Pearson of Q13 and Mike Patterson, since deceased, whose law firm represented a number of school districts and together we created a special award called Innovations in Education.

All involved, most especially Wallace, Wheaton, and Alma, were honored at a banquet at the Rainier Club and presented with plaques to help them remember the accomplishment that helped change a community.

The Yakima Foundation got involved with a grant for the attendance campaign and has supported the annual effort since.

Last week an email arrived from Wallace advising that the time for an exit to her active involvement in Granger had arrived. "The time has come and the path is not only clear but exciting and gratifying," she said, adding in the mail to her Friends of Granger, "together we have made a difference." She included a chart that showed "we poured $425,000 into the community."

"Friends of Granger will go back to the community to be run by a committee of teachers and community leaders," Wallace wrote.


My first column on Shabana Khan came when in 2015 when she was struggling to raise sponsor money to put on the Men's World Squash Championship at Meydenbauer Center as the first time ever for the event in the United States and I was asked to help her. I wrote a Harp then because I was intrigued about the sport and her efforts and other Harps followed as I watched her progress.

The men's world event turned out to be a success, attracting attention in all countries where squash is prominent, and within a couple of years, the 51-year-old former national women's squash champion had grown to become nationally and actually globally prominent as the queen of the promoters of the sport of squash.

That growing recognition for her efforts has come as a result of a few giant steps while to her frustration and the frustration of a few key supporters, her local visibility has come in small steps, including virtually no local media visibility.
 
Her late father, Yusuf Khan, brought the sport of squash to Seattle from his native India a half-century ago and, as one of the world's top squash professionals, proceeded to bring Seattle to the attention of the national and international squash establishments. Yusuf, who died in October of 2018 at 87, saw his two daughters become women' national champions, with Shabana beating her sister to claim the national title in 2001.

She put on a squash event last August that was the first of its kind in the country as she created a world invitational squash tournament that attracted the world's top squash talent, six men and six women and was pleased to have the event sponsors name the event after her late father.

The invitational event held at the Hidden Valley Boys & Girls Club in Bellevue was named "PMI Dave Cutler Presents the Yusuf Khan Invitational."

The "PMI Dave Cutler" portion of the title is for the two men, both internationally known in their respective professions, who have become the financial support for YSK Events, the little non-profit through which Khan carries out her squash events.

One is Dave Cutler of Microsoft, universally acclaimed as the key technical brain behind the Microsoft Windows NT and all the subsequent Windows versions. A decade ago he was recognized as a National Medal of Technology and Innovation laureate, perhaps the most prestigious honor in the country for developers of new technology.

The other is Robert Harris, founder, and CEO of PMI-Worldwide, a Seattle-based brand, and product-marketing company with offices in seven cities around the world whose corporate philanthropy has only recently begun to be recognized.

The two have come to team up for a $150,000 donation that for the past several years has allowed Khan to put up the prize money, which this year will total $300,000.

Among her important innovations for the sport has been her National College Showcase for nationally ranked students, 16 men and 16 women, aged 15 to 18, playing before coaches of the top schools where squash is a scholarship sport.  
 
Part of Khan's stated goal is bringing an awareness of squash to young people of all backgrounds rather than merely the children of the squash affluent, whose demographics are men and women, both players and fans, with median incomes of more than $300,000.
It seems that eventually, Khan's efforts on behalf of a sport that has begun growing in this country at a rate third fastest in the world will pay off with attention and support in this region, including sponsorships dollars.


It needs to be noted that when I refer to virtually no local visibility for several of the Harp topics I feature in this decade-ending reprise, I have to single out KCPQ13 television for the manner in which the station picked up on the Harps.

The station's VP and general manager Pam Pearson and her staff seized on the opportunity to provide support for Joe Galloway's veteran interviews and news coverage through his week of conducting interviews. And the station stepped up to be a sponsor of the Innovations in Education event for Joan Wallace and Granger involves. And they did an excellent interview with Art Harrigan that must have made other stations mutter "where the hell were we?"

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A Decade of the most memorable Harps

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Few journalistic tasks could be more subjectively challenging than that undertaken by various media entities as the old year faded into a new decade and they chose the best or most important news stories of that decade past. Thus came revisiting of the education funding battle, the various clashes over Sound Transit, the drama of Amazon's quest for a second headquarters, Boeing's travails and ventures into the absurdity of the Seattle City Council's machinations. But for me the challenge was easier: choose from a decade of Harps the stories most memorable to me, some of which got little in the way of broad visibility. These are not my most personal Harps like my daughter's selection for the Oregon Supreme Court, my involvement with the rise of the young biotech company, Athira, from being its first outside investor to watching its move toward national Alzheimer's treatment visibility, or my almost yearly opportunities to compete in the World Senior Games. But ones with broad impact that deserved more recognition.


The story that may have been the most impactful on the Seattle area in several ways was about Seattle attorney Arthur Harrigan, Jr., who had key legal roles in saving two of Seattle's professional sports franchises.

Harrigan's low-visibility legal maneuvers forced absentee owners Jeff Smulyan of the Seattle Mariners and five years later Ken Behring of the Seattle Seahawks to be pressed into allowing time for local buyers to be found rather than being permitted to move the teams.

The legal confrontations with the owners of the two professional sports teams came about because Art Harrigan's law firm, now Harrigan Leyh, long represented King County on its legal issues. And the owners of both the Mariners and Seahawks came into conflict with the county because they sought to abandon the county-owned Kingdome and their leases there.

Because the Mariners' decision occurred in arbitration session rather than court battles, there was no media visibility for Harrigan's victory that required Smulyan to not only allow an opportunity to find a local buyer but had the arbitrator set a "local value" $35 million below market value for the franchise. No visibility, that is, until Harrigan shared the stories with me nearly four years ago (search Flynn's Harp: Art Harrigan).

And five years after the Mariners were saved, a series of Harrigan legal maneuvers that ended up before the State Supreme Court and eventually NFL owners, left enough uncertainty about Behring's likely ability to move the Seahawks to LA that he sold the team to Paul Allen.

Harrigan's arbitration victory with the Mariners allowed the high-visibility work of then Sen. Slade Gorton and John Ellis in landing Nintendo as the new lead owner to unfold and Paul Allen to emerge as Seahawks owner. But Harrigan deserves a moment of thanks as each Mariner season opens and when Seahawk fans gather for the first game of the year.


The story I personally found most memorable was the quest of Washington State University, President Elson Floyd, to convince a legislature that was initially reluctant to give him a hearing, to create a medical school at WSU.

Getting the 2015 Legislature to approve the creation of a new medical school at WSU, despite bitter opposition from the University of Washington and its powerful lobbying influence, was the crowning achievement of Floyd's eight years as WSU president.

It only later became known, as his battle for his medical school was being won through the tireless effort of hours of testimony before legislative committees and engaging lawmakers in one-on-one meetings, that he was waging another battle.

Floyd apparently learned early in that 2015 session that he had colon cancer, which before long he learned would likely be terminal. But he fought with equal determination for the next four months against his cancer, a battle he would lose, and for his medical school, a battle he won.

He died on June 20, 15 days before Gov. Jay Inslee signed the bill containing the first $2.5 million to launch what would soon be named The Elson S. Floyd College of Medicine, which would be located in Spokane and grow to serve communities in all parts of the state.

As a member of the national advisory board for what is now the Carson College of Business, I had the opportunity to get to know Floyd from soon after his arrival and was stuck, as many others were, with his focus on his conviction about what he viewed as the job-creating mission of higher education.

"We need to communicate with the Legislature and policymakers that we understand that we are about creating jobs, about economic development," Floyd said at his first meeting with the advisory board.

Thus he transformed WSU's role as Washington's land grant university into something far broader. He stood at the national forefront of college leaders in understanding that the role of universities in economic development was destined to become the issue it has become in most states.

And the Elson S. Floyd College of Medicine, in August of 2017, welcomed its first 60 students to its Spokane campus.


What I describe as the most interesting business-sports story of the decade was the decision by two of the icons of the cellular-wireless era to bring their mutual love of baseball to develop alongside their affection for their wireless business.
John Stanton and Mikal Thomsen were in their 20s when they teamed up in the early '80s at McCaw Cellular to become part of the birthing of a fledgling communications technology whose growth globally they helped guide through several major companies over the next 20 years. Stanton was actually second in command at McCaw.


Now in their early 60s, both have parlayed their business success into owning and guiding professional baseball teams, a commitment both might well agree is a passion that rivals their business activities. Stanton is the majority owner of the Mariners and Thomsen majority owner of the Tacoma Rainiers, making them an anomaly in all of professional baseball since the Rainiers are the Triple-A franchise for the Mariners.  

A business focus remains, however, as they continue to manage their Bellevue-based wireless venture and investment firm, Trilogy Partnerships, formed by a collection of long-time wireless partners after the sale of their Western Wireless to Alltel Corp. in 2005.

Stanton's and Thomsen's baseball involvement extends across the state and down to the West Coast League, an amateur collegiate summer league, where they are among owners of both the Walla Sweets and the Yakima Valley Pippins.

That baseball tie began, in fact, with the Walla Walla team in 2010 when Stanton, an alum of Whitman College, where he served as member and chair of Board of Trustees, called Thomsen and advised that he wanted him to join the ownership group Stanton was forming.
 
Thomsen returned the favor in 2011 when he advised Stanton that he was fulfilling his boyhood dream of owning his hometown Tacoma Rainiers team and wanted Stanton and his wife Theresa Gillespie, to join the ownership team.
 
In both Thomsen's and Stanton's cases, their love of baseball stems from childhood memories.
 
Thomsen once told me that the opportunity to create the ownership team that bought the Rainiers was like his "dream come true." He would be owning his hometown team that he had grown up rooting for from the time his dad took him to his first game at age three. That was the year that the then-Tacoma Giants returned after a 55-year absence.
 
Stanton also recalls attending the games of his hometown team with his father. That was in 1969 when, as a teenager, he became a fan of the Seattle Pilots in their first and only year of existence and recalls crying when they left town for Milwaukee.
 
So now Stanton, who took the title of Mariners CEO for a time after the ownership group he led bought out Nintendo, then turned over that role to Kevin Mather, has returned to officing fulltime in Bellevue where he can wander into Thomsen's office any time to discuss either baseball or wireless.
 
(The second article in this two-part series on my most memorable stories of the decade will be sent tomorrow. They will include a Harp that's my personal favorite because it's about my friend and former colleague, Vietnam correspondent Joe Galloway and his interviews with Vietnam veterans. Then there's the most overlooked story of the decade: the amazing commitment by Bellevue businesswoman Joan Wallace to the children of Granger, and finally the story of the locally overlooked but globally successful promoter of the sport of squash, Shabana Khan)
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Proof of value from Opportunity Zones won't come quickly

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Any legislation created by Congress with the promise of helping the rich get richer by providing for them to help the poor is bound to be challenged from its birth, faced with a mix of believers, skeptics, opportunists, and cynics.  
 
So it is with the Qualified Opportunity Zones (QOZ) provision in the Tax Cuts and Jobs Act of 2017 that will permit those owing capital gains tax to delay, reduce or even totally avoid those taxes by investing in special funds designed to start businesses and provide other steps to help economically distressed communities.
 
Ralph IbarraRalph IbarraAnd now the OZ legislation, signed into law by President Trump three days before Christmas in 2017, a sort of holiday gift to taxpayers and, significantly, a bipartisan one, is drawing a lot of scrutiny from critics who contend it is turning out to be merely a tax break for billionaires and focused far more on real estate projects than on job creation.

Supporters counter that much of the criticism has a political ring to it a year before the presidential election in which Trump could point to it as an example, albeit a rare one, of Congressional bipartisan progress.
 
Meanwhile, officials in most states, including Washington, have been slow to roll out examples and promote projects the act has made possible with its capital gains tax breaks. Nor has there been much creativity on the part of state leaders to convince some of those wealthy investors to look at potentially winning projects, or in maybe putting state funds into projects that, coupled with the tax breaks, could become attractive for major investors.
 
The "politics" accusations are coming because Congressional opponents are starting to discuss what they see as the need for changes, including a possible effort to terminate zones that are not sufficiently low income. That was one of the key criteria for census tracts to gain OZ eligibility in the original list put together by the Treasury Department.
 
A recent high-visibility example of the criticism was a New York Times article that rained vilification down on Michael Milken, alleging that he tried to take advantage of the Opportunity Zones tax incentives to enhance the value of some of his Nevada property.
 
The Times article indicates that Milken, still widely recalled more as the billionaire king of junk bonds who went to jail than remembered for his decades of philanthropy since then, sought to press the Nevada governor and state officials to get the Treasury Secretary to classify the tract as an OZ.
 
There no real evidence that Milken did that, and there was no effort to paint any of his actions as illegal even if he had.  
 
The parcel was eventually included in the eligible census tracts, despite Treasury's concern that the residents were too well off to get the designation. Once included it was selected by the governor as one of the state's Opportunity zones.
 
Ironically, that Reno area OZ parcel in which Milken owns about 700 acres, contains many of the potential job-creating aspects of what proponents of the tax break indicated they hoped would come about, including a planned tech incubator where smaller companies could set up operations and seek investors.  

My longtime Latino friend Ralph Ibarra, a fan of the Opportunity Zones idea from the outset who has delved deep into the details of the tax-break legislation, says he felt it was a "golden opportunity" to provide a chance for investors to get involved to achieve good ends.
 
"if you want to get investors to act in their enlightened self-interest you incentivize them in ways they understand and that's by offering them the opportunity to get a return," said Ibarra, who has shared several ideas on how he might get involved in ways that would generate returns for his clients and causes from OZs.
 
When I mentioned the Times Article on Milken to Ibarra, who as president of DiverseAmerica Network helps corporations with diversity issues and small businesses with access to opportunities, he said he didn't see a problem.
 
"Using your influence in that way is no different than the Port of Tacoma going to the governor and saying 'it would be helpful if you designated the Tacoma Tide Flats as an Opportunity Zone so we can attract capital to some projects.'"
 
"In fact, I did it myself when I looked at every potential opportunity zone from Seattle to DuPont, intending to try to influence the process, then went to the Lieutenant Governor's office and suggested ones I thought should be selected. I said 'respectfully here are tracts that I believe are worthy of being selected because of the lack of equity capital for small and distressed firms in those areas.'"
 
Ibarra's point was he was seeking to use his influence with the lieutenant governor because of projects he had been involved with relating to the state's second-highest elected official.


Sen. Tim Scott, R-South Carolina, who wrote the 2017 Investing in Opportunity Act measure that was filed and then forgotten in committee, gathered support from moderates of both parties in a true example of working together to revive the bill as an addition to the major tax bill. Thus was born the Opportunity Zones.
 
Governors of the 50 states were brought into the implementation of the act by having the chance to designate census tracts where various business ventures would be eligible for the OZ benefits, through investment by Qualified Opportunity Funds.
 
Jessie J Knight JrJessie J Knight JrA key business figure I asked about the emerging criticism of wealth-enhancing projects just getting off the ground was Jessie J Knight Jr., a retired prominent San Diego business leader closely involved with oversight of the OZ legislation and one for whom philanthropy has become a retirement focus through his family foundation, Knight's Angels.
 
Knight, a retired Alaska Airlines board member who was chairman of San Diego Gas & Electric and Southern California Gas Co. both subsidiaries of Sempra Energy, where he was executive vice president, said: "judging this legislation on projects already in place is short-sighted and ignorant about economic development."
 
I reached out to Knight because he is one of the national business leaders selected to serve on a task force chaired by Vice President Michael Pence and Senator Scott that is overseeing the progress of the OP-zones program.
 
"This effort can only be judged in what new investment doors are opened to the private sector in the short run, and in the longer term, what businesses and communities have been improved in years five, seven and 10 (the years in which capital-gains taxes due are evaluated for reductions)," Knight said.

An effort at work in Washington may help provide the model for how Opportunity zones can help bring progress and job creation to economically deprived areas.
A working group, that includes Chuck Depew and the National Development Council for which he is a senior director and West Team Leader, is working with local communities and has come up with some promising projects, in Wenatchee and on the Colville Reservation in Central Washington.

The involvement of the state's Native American Tribes and Opportunity Zones designated near or adjacent to them has yet to fully emerge, but will be essential to future success, Depew says.

But he cautions, with a message that critics of OZ need to digest, that projects that will attract mission-driven investors who want to do good while gaining financial return take longer to put together than the low-hanging fruit that has attracted the wealthy investors looking only to get easy tax breaks.

"The challenge in the program is how can Opportunity-Zone communities, rural, urban and tribal, encourage mission-driven investors, including private, community and family foundations and social impact investors to be involved," Depew told me for an earlier column. "That takes time and resources."
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Serial entrepreneur Pete Chase carving out a key role in 5G cell technology

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Serial entrepreneur Peter (Pete) Chase is sympathetic to the pushback from communities upset about the impact of looming 5G cellular technology on their esthetics and infrastructure, but he's convinced the new company he's putting together will help ease much of that community concern.
 
Chase, whose Easy Street Solutions will be based in his hometown of Spokane, is referring to the suit filed by more than 100 municipalities around the country, including Seattle and Bellevue, against the Federal Communications Commission over its plan for the rollout of 5G networks across the country.

Pete ChasePete ChaseThe 5G stands for fifth-generation cellular wireless, which will be required in order for industry leaders AT&T, T-Mobile, Verizon, and Sprint to develop and introduce new wireless communications platforms, including the Internet of Things (IoT). This is a transition from existing networks that will require millions of what are described as "small cell towers" placed mainly in urban areas where data usage is greatest.
 
The politics that is accompanying the emergence of the new networks is that the FCC has pre-empted the right to control how the networks of new towers come about and that has local officials up in arms because they are basically being pushed aside on details of things that could have a major impact on the communities.
 
As PC Magazine noted in an article in its August issue, "you should expect the big 5G applications to crop up around 2021 or 2022 and until then, things are going to be confusing as wireless carriers jockey for customers and mindshare."
 
Meanwhile, Chase will be seeking to attract investors as well as wireless carrier "mindshare" for a company that he says will produce towers that "will fit well into the look of the communities."
 
"What we are doing is designing a very aesthetically flexible pole, 20-to-40 feet in height and one-tenth the weight of current poles and one that allows a lot of different options," Chase explained. "These will fit well into the look of the city."
 
"The FCC and carriers need to work with cities to find solutions that make both happy," said Chase. "The big thing for the FCC is that we need to beat China to 5G and you can imagine that China is not going to spend a lot of time thinking of things like building permits," he added with a chuckle. "However, I did see that China is claiming 5G systems are up in several cities - they are definitely ahead of us at this time."
 
"You can't blame communities who feel they have the right to make their own decisions, only to watch that power taken away," Chase said.
 
"Something to note about the FCC mandate is that along with insisting that cities not slow down 5G projects, they also are capping the lease rate per site that the cities can charge the carriers, Chase added.
 
"It's an educational thing on both sides since the cities need to understand that if they want 5G in their cities, they have to work with the carriers.
 
And the carriers need to accept that they can't just start to put up ugly poles everywhere since these poles will be about 800 to 1,000 feet apart."
 
As he begins seeking investors for Easy Street Solutions, which, Chase says is a name that "addresses the issue of how do you deploy this technology and make it easy for all stakeholders," he is likely reminded of his first entrepreneurial go-round with a telecom startup, Purcell Systems.
 
That was in 2000. He was 40 and recalls with a smile that he was guided in that launch by "blind optimism" in the future of what became a $140 million revenue company as a maker of outdoor telecommunications cabinets.
 
The company was sold six years ago to NYSE-listed EnerSys, a manufacturer of batteries for various uses, for $115 million.
 
His success with Purcell earned Chase official entrepreneur status with selection as an Ernst & Young (E-Y) Entrepreneur of the Year and for several years thereafter he was a judge in the EoY competition.
 
His entrepreneur focus took Chase in an unusual direction after Purcell as he launched Columbia International Finance in Spokane to become a player in the Immigrant Investment Program called EB5 that was passed by Congress 30 years ago to stimulate the economy through investment by foreigners. The vehicle was to grant green cards to a specified number of foreigners in exchange for $500,000 invested by each foreigner in projects in this country that created at least 10 new jobs.
 
Chase said he intended to use the EB5 program, which initially and quickly turned into a real estate financing tool by developers, as what he called a "true economic development tool," focused on funding new businesses across the state rather than just real estate.
 
He applied for and was granted approval for Columbia International Finance to be a regional center, which the act decreed would serve as the vehicles to turn the investment dollars into job-creating projects.
 
He found little opportunity in Spokane but got involved in several projects in Seattle to which he directed foreign investments but laments that congressional action to raise the $500,000 investment fee to $900,000, effective Nov, 21, "is going to put the brakes on the program. It's a victim of the effort by Congress to slow applications down because they just don't want immigration."
 
So turning back to his 5G initiative, I asked Chase: "If blind optimism was the attitude you brought to Purcell, what's driving your 5-G effort?"
 
"Confident zeal," Chase replied quickly. "Nothing will stop the growth of data and the Internet of Things, but you have to have a reasonable solution to 5G deployment to pull it off. We do the extremely necessary dumb stuff to make the smart stuff work."
 
"But it's important to remember that 5G networks don't exist now, although there is certainly testing in some venues like sports arenas, so what's in play right now is a lot of marketing fluff," Chase said, adding that "real 5G is probably two years out for the average consumer."

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One of Jim Ellis' little-known contributions was helping enure a post-Pilots MLB franchise

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As state and community leaders reflect on the accomplishment and legacy of James (Jim) Ellis, who died Monday at the age of 98, one vital role he played that was little noted or known was the one helping assure that Seattle would have a major league baseball team to replace the departing Pilots.
 
Anyone who follows baseball, business or community affairs know that Jim's younger brother, John, helped Sen. Slade Gorton put together the local-ownership team that saved the Mariners in 1992 from being sold and moved.
 

Then he served as Mariner CEO through the '90s, the Mariners most success string of years.
 
Jim EllisJim EllisBut few except for maybe a handful of community and elected leaders knew the story Jim Ellis shared with me how the failure of his and Seattle business icon Eddie Carlson's community-ownership initiative to save the ill-fated Seattle Pilots paved the way for the Mariners.
 
I met with Ellis back in 2011 as the Pilots' saga was getting some renewed visibility as Jim Bouten, who parlayed his stint as a Pilot's pitcher into Ball Four, his famous inside look at the Pilots and baseball, gathered some of the players featured in the book for an anniversary.
 
Ellis recalled, in our interview, the groundswell of support that Carlson, then perhaps the most influential business figure in Seattle, mounted in the form of a community fund-raising effort to buy the franchise from its bankrupt owners and keep it in Seattle. Many knew that the idea of a Green Bay Packers-like ownership in baseball was going to be a hard sell to a group of wealthy baseball owners.
 
Ellis remembered that Carlson, who had risen from bellhop to president of the former Western International Hotels and eventually CEO of United Airlines after it bought the Seattle-based hotel chain, led the community effort. The plan was for Carlson to be chair of a publicly owned community franchise and he asked Ellis, then in his mid-40s but already a decade on as the leader of most major civic projects, to join the effort and be the team's legal counsel.
 
I asked Ellis to tell the story, some parts long were forgotten, some parts never told, about that feverish effort in the winter of 1969-70 to save Seattle's baseball team and how the story unfolded after that.  
 
Here is his account:
"We went after contributions of from $5,000 to $200,000 and raised the money the American League said it would need, and it was real money in those days. The effort drew national attention as the media made this a struggle of the little guy against the big guys. It would have been the only community-ownership in sports other than the Packers.
 
"We went back to Chicago triumphantly for the meeting and the formal vote of the American League owners and I remember (baseball commissioner) Bowie Kuhn telling us the night before that meeting that we were in. We knew we had a solid majority of support from the owners, but the league rules required that no more than three of the 12 teams in the league could vote against the plan.
 
"We were called upstairs at the hotel the previous evening for a private meeting with some of the American League owners and we thought it was to be a welcome-to-the-club meeting for us and we'd be welcomed with open arms, though there were a few questions asked that implied some reluctance about us.
 
"We were thunderstruck at the next day's public meeting, with the room at least half media, when four votes were cast against us. It was over. We had lost.
 
"We went home and Eddie called everyone who had committed and told them they no longer were committed. Bowie Kuhn called the next day and asked if we would make one more try-I think he really wanted us to succeed - but it was over."
 
Ellis recalled how he telephoned Gorton, then Washington's attorney general and later U.S. Senator to tell him they'd failed in the effort. But Gorton apparently said, "hold on, baseball told the community that if they voted to build the Kingdome, the city would have a team as its major tenant." So Gorton decided to go the legal route and brought suit against the owners.
 
But the untold story was that, for whatever reason, the American League owners who hosted Ellis and Carlson for the dinner meeting and discussion about the ownership plan secretly recorded the conversation.
 
And as with then-President Nixon's secret White House recordings, the outcome was disastrous for the recorders. Ellis recalled that once the door on the meeting is heard on the tape to close, followed by what Ellis recalls as a "minute or so of silence," one of the owners is heard to say "I guess we gave them enough rope to hang themselves."
 
So the next morning the owners voted down the Seattle plan and Gorton's suit soon followed.
 
Ellis recalls that "it became clear the jury, after hearing the tape, was going to come down on the side of Seattle, which was seeking $18 million from baseball, when the jury foreman came out to ask the judge if the jury was limited to only what Seattle was asking."
 
"So as the jury came back with its verdict, baseball's attorneys came over to our table and said, 'You don't want the money, you want a team. We'll guarantee you'll have a team.' We agreed to keep the verdict sealed unless baseball failed to bring a team to the Kingdome."
 
And so it came to pass that the franchise the city got in 1977 became the Seattle Mariners. The franchise went through a local ownership group and two out-of-area owners, all testing whether Seattle could really support major-league baseball. Then the local group put together by John Ellis and Gorton bought the team and proved baseball could work in Seattle.
 
So the facts of Mariner history are that an Ellis brother was involved significantly at both ends of the Mariners story.
 
And thus the contributions of the Ellis brothers to an array of community contributions came to include the Mariners, Jim's contribution in the realm of public-service projects that he guided and John's as CEO of first Puget Sound Energy and then the Mariners,
 
It seems somehow that an award should be created in the name of The Ellis Brothers to honor future contributors to our region, so they won't be forgotten.
 
I asked Ellis what would have happened had the effort to save the Pilots as a community-owned team been successful. He replied, "Eddie and I both felt, after it was all over, that it would have been more of a beast than we had anticipated as baseball's financial picture changed so significantly over the coming few years."

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Bellevue hosts global squash sports event

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Two men who built global reputations in their respective industries have come to be viewed as the dedicated heroes advancing the sport of squash in this region by way of their financial support for the India-born queen of promoters of the sport who is making the Eastside a growing international center for squash.

The two are Dave Cutler of Microsoft, key developer of Windows NT and all subsequent Windows versions, and Robert Harris, founder, and CEO of PMI-Worldwide, Seattle-based brand and product-marketing company with offices around the globe.

Shabana Khan PMIShabana KhanTheir support has made possible the string of international squash events put on by Shabana Khan, who has become one of the foremost creators and promoters of squash events, all held in Bellevue, thus making the city increasingly known throughout the world in places where squash is a prominent competitive sport.

And again this week, Khan, with the support of Cutler and Harris, is putting on a first-of-its-kind squash event, this one at the Hidden Valley Boys and Girls Club field house, which has become her venue of choice for her events.

Cutler and Harris have decided to name the week-long world invitational squash tournament for top squash talent, six women and six men, the only event of its kind in the country, after Khan's late father.

Yusuf Khan, who brought the sport of squash to Seattle from his native India a half-century ago when Shabana Khan was still an infant.  

As one of the world's top squash professionals, Yusuf proceeded to bring Seattle to the attention of the national and international squash establishments and see two of his daughters become women's national champions. He died last October at the age of 87.  

Thus the "PMI Dave Cutler Presents The Yusuf Khan Invitational" is playing out this week with the finals Friday evening. An added attraction is what Khan has dubbed "The Tech Challenge," with eight two-person teams from tech firms in the region competing in what Khan intends to make an annual part of her tournaments in the future.

As has become the norm for Cutler's and Harris' involvement, the two are teaming up for a $150,000 donation to provide the major share of the $300,000 purse. The winners of both the men's and the women's competition will each take him $80,000.

The financial support by the two has been the key for YSK Events, the little non-profit through which Khan puts on her squash events.

Readers of The Harp will recognize that I've written about Khan before, beginning when she brought the Men's World Squash Championship to Bellevue in late 2015, first time the event was ever held in the U.S. The reason for the repeat visibility is out of a conviction that what she is seeking to do for Bellevue, and its young people in particular, merits far more attention and support from the community than she has been able to generate. 

When I first wrote about Khan, now 50 and the mother of 13-year-old emerging squash star Yasmin, I noted that she had won the U.S. women's national championship by defeating her younger sister, Latasha, who held the title, thus creating a "best in the family, best in the nation" outcome.

The PMI Cutler tourney this week follows last May's Bellevue Squash Classic, the third year Khan has put on that event as part of the PSA World Tour. It was an especially significant event and a milestone for the PSA World Tour as it was the largest ever prize-money purse for a 16-player draw.

Come fall, Khan launches her West Coast Squash circuit designed to make it easier and less expensive for parents and their children to compete at a high level and gain points toward national ranking. Two tournaments will be at the Redmond Pro Club, where Khan coaches and which has been a regular sponsor of her events. The first of those will occur in late September or early October to launch West Coast Squash. Other cities participating and holding events will be Vancouver, B.C., The Bay Area, Orange County and likely Portland.

So back to Harris and Cutler, who a decade ago was recognized as a National Medal of Technology and Innovation laureate, perhaps the most prestigious honor in the country for developers of new technology. Cutler expresses frustration at the absence of other support for what Khan is seeking to do for squash among young people in particular.

And he suggests that her involvement in the past few years may have something to do with the fact The U.S. has the fastest growing squash participation in the world, which the Sports & Fitness Association (SFIA) estimates at 66 percent growth overall since 2010 to 1.7 million squash players around the country.

Regarding Harris's support, I was struck by a previously quoted answer when I asked him why he was such a strong supporter. And his answer bears repeating and maybe echoing.

"It's pretty simple," he said. "In a world beginning to look inward rather than building international alliances and global partnerships, I believe it's increasingly important to support sports that are global in nature and connect people from around the world. This is the only way humanity and our planet is going to survive and prosper."

 
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Katrina Eileen touts shared housing as a wish-fulfilling step for at-risk youth homelessness

Like pearls on a string, those focused on doing good tend to connect and attach themselves and spawn new ideas for expanding the sphere of socially committed citizens. And Katrina Eileen Romatowski is convinced that the pearls are those from her real estate industry as well as their investors whose commitments to at-risk young people could address homelessness in unique ways.

Katrina Eileen RomatowskiKatrina Eileen RomatowskiRomatowski is a Seattle real estate agent who is creating Level Up as a non-profit that will provide what she describes as a "real home" for at-risk and foster youths who have aged out of the system. She thinks that the concept of shared housing can be a key to solutions for homelessness and that the real estate community and real estate investors are specially equipped to guide that part of the solution.

"Nonprofits providing group homes or halfway houses don't understand the business and real estate side, so they lack the tools to focus on housing," she said. "It's inexcusable that we in the industry have been silent too long on the role we can play in creating a model of structures and scale up to address homelessness."

She touts her firm, Katrina Eileen Real Estate, as the first "B Corp" in her industry in the state, meaning a for-profit business that includes positive impact on society, workers and the environment in addition to profit as legally defined goals. Forming as a B Corp (sometimes referred to as benefit corporations) allows her to focus the company on community good, not just profits.

Level Up aims to create "vibrant homes for foster kids who are in their senior year of high school and have thus aged out of the system but who can live well and finish well," says Romatowski as she guides final steps to welcome the first 10 students who will move into the first Level Up home in Edmonds by mid-August. She intends that others will follow the first house in King and Pierce County.

Romatowski's desire to provide a wish-fulfillment of home and family for young people just reaching adulthood without families, whether foster kids, orphans or homeless, guided her to the vision for Level Up and led to befriending "Wish Man" Frank Shankwitz, the creator and one of the founders of Make a Wish Foundation, a supporter.

Shankwitz, who created Make a Wish 29 years ago and whose life is featured in the movie, "Wish Man," that was released last month, is to be on hand to cut the ribbon for the Edmonds first Level Up home July 27.

And Shankwitz, who will be the featured guest at the Columbia Tower Club's "On The Shoulders of Giants" breakfast interview series that morning to share his story, is hoping to follow the shared-housing model in getting involved with services for veterans.

Shankwitz noted in a conversation we had discussing the breakfast interview forthcoming that he got a star on the Las Vegas Walk of Fame this summer between Elvis Presley and Bobby Darin. He said he's been on a plane to somewhere probably every other week promoting his book, the movie or giving speeches. Forbes Magazine has honored him as one of the 10 top keynoters. When he's not traveling, he's at home in Prescott, AZ.

It's a well-known story but one not familiar to everyone how Shankwitz, as one of the primary officers from the Arizona Highway Patrol responsible for granting the wish of a seven-year-old boy named Chris, dying of leukemia, who wanted most of all to be a police officer. In the spring of 1980, the boy was named the first and only honorary Arizona Highway Patrol officer, an honor that came complete with a custom made uniform and badge.

A few days later, Chris died. But he received a full police escort to the cemetery in Illinois where he was buried. His brief life became the inspiration for the creation of the foundation that would let children "Make a Wish."

Frank ShankwitzFrank ShankwitzRomatowski is quick to point out that the inspiration for Level Up, which involves several investors from the real estate industry, came from what she characterizes as "the miracle" of Kate's House Foundation, created by Frank and Sherri Candelario to provide safe and affordable housing for those homeless and in recovery.

The Candelarios, also real estate investors, boast having founded "a new model of shared housing to help end homelessness in the U.S.," noting their approach is identifying, buying and rehabbing homes in "superior neighborhoods to provide a lifeline for people in recovery."

"We're helping real estate investors around the country acquire homes to end homelessness and addiction in their own cities," says Frank Candelario. "We have great homes in great neighborhoods, utilizing tech-enabled all digital sober living. We use the latest in technology: computerized drug testing, smart technology for monitoring, data collection to assure that we are assisting in recovery and a highly skilled hands-on staff."

Romatowsi says the Candelarios urged her and her husband, Richard, the company COO, to use their shared-housing approach to aid talented kids moving from foster homes and orphan situations to adulthood.

Meaning rather than dealing with recovery issues, Romatowski, and her husband plan to build places where "go-getters go get," kids who, when it comes to graduation and launching into what's next, "we want them to finish and finish well," she says.

"Level Up Seattle provides these young adults with a warm community in a beautiful home where they attend school, take turns making meals and attend life-skills classes," she adds. "We also provide career development and mentorships with business and trade professionals, but importantly, we empower them so they can lift themselves up to their next level."

As Angie Christensen, Level Up executive director, put it: "We want to select motivated young adults within these vulnerable populations and equip them to achieve their personal, educational and professional goals, creating their own safety net for perhaps the first time in their lives."  

Christensen estimates that Level Up, which is seeking donations now, will need about $225,000 "to launch the model and build the scalable infrastructure." 

With the creator of the Make a Wish Foundation along with the shared-housing solution to homelessness that's been launched by the Candelarios, and now Katrina Eileen's firm and non-profit, the way may indeed be being paved to providing national tools to fight homelessness, from at-risk youth to veterans.

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Mike Kunath, 'a true Renaissance Man,' remembered, as is his table

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S. Michael (Mike) Kunath, who died in his sleep early Saturday after a nearly two-year battle with cancer will be remembered for his successful financial guidance of some of the region's most prominent business people, his active support of charitable causes and his nurture of entrepreneurs.  
 
But for many who knew him, their memories will start with his table at the Fairmont Hotel where plans for most of his business, charitable and community involvements took shape and were vetted by those gathered there.

Kunath was a fan of this column and once hired me to help him create his own blog. And he often said to me: "You should write a column about this table." So here it is, Mike: a column about the table, and the unforgettable guy who held court there for nearly a quarter century through ownership of two hotels.
 
It was always an interesting group gathered over wine at his oval table just outside the bar at the Fairmont, whether they were there for important business discussions or merely someone wandering through the hotel lobby and invited to sit down. All looked on as any newcomer was advised by Kunath, leaning to his side in his chair, in earlier years, puffing on his corncob pipe: "tell us who you are and why you are here."
 
But first briefly about his background before reflection and recollections on the man his 46-year friend and co-investor in various businesses and charitable events, Brendan O'Farrell, referred to as "a true Renaissance Man for All Seasons."
 
Kunath was the son of a diplomat and spent his growing up years being educated in various places in the world before attending the University of San Francisco as well as Seattle University from which he graduated, then got his MBA. After time as a financial advisor, he became a founding partner and principal at Kunath, Karren, Rinne and Atkin, LLC in Seattle.
 
One of the most interesting ideas to spring from the Kunath-table discussions was one of the last. It was the suit he filed in July of 2017, a few months before his cancer emerged, challenging the Seattle City Council's plan to impose an income tax on Seattle residents.
 
Kunath, known as a political moderate, was incensed at a City Council that openly, and proudly, touted the measure before cheering supporters as an effort to "tax the rich." For days, his anger at a council that had departed so far from the moderate council members and mayors of old was on display to all who visited the table. Then came the lawsuit idea.
 
Filing suit against the tax was discussed and framed in table discussions for a couple of weeks, with it being important to Kunath that his suit is the first filed (eventually two other suits were filed against the City) because he was typically certain his arguments would be more persuasive before the court.  
 
Juarez Kunath BledsoeJuarez, Kunath, BledsoeKunath's suit was filed by his attorney, Matt Davis, minutes after then-Mayor Ed Murray signed the tax into law following City Council passage. By lottery, it was the suit first destined to be heard before King County Superior Court Judge John R. Ruhl in November, but the City Council decided to withdraw the income tax plan before Judge Ruhl could hear the case and rule on it.
 
While the suit over the city income tax was the most visible, it wasn't the most impactful of Kunath's involvements. The ones that likely fit that description of "impactful" came in the '80s.


First was the effort to turn the small leukemia support event called Celebrity Waiter into something significant.
 
His longtime friend, Mike Bledsoe, recalled in a conversation after Kunath's death, how he, Kunath and their mutual friend Gene Juarez, who was also a client of Kunath's, stepped in to turn the $12,000 fundraising lunch into what became the most successful Celebrity Waiters event in the country at about $500,000.
 
"We felt we could improve on the total amount raised and have a darn good time doing it," Bledsoe said. "The more zany things we could think up, the faster the event grew."
 
"I remember Kunath convincing me to travel with him to Vancouver B.C. a few years ago to convince a group of locals there that they should create, with our help, a sister group to the Seattle Celebrity Waiters group so we could have someone to compete with," Bledsoe added.
 
It was the same threesome of Kunath, Bledsoe, and Juarez who helped fulfill the dream of the founding of Heritage College on the Yakima Indian Reservation in Toppenish by Dr. Kathleen Ross, a Catholic nun of the Holy Names order.
 
Ross planned to launch a fully accredited four year College, Heritage College, in an abandoned old Schoolhouse with the dream of bringing quality education to the Native-American students in the region.
 
"It looked like a long shot to us and so it was too big of an idea to ignore." And thus with business advice and arm-twisting of contacts for a financial contribution, coupled with Ross' vision, what has emerged in Toppenish is Heritage University. It was the Hispanic youths who have come in large numbers to Heritage, which now has branch campuses at two-year colleges in the Tri=Cities and Yakima.  
 
Back to Kunath's table, which always sported a "reserved" sign throughout the day and which was, since Kunath always picked up the tab for wine there, a significant source of revenue for the hotel.  
 
Kunath and I were the same age, our birthdays a day apart so we inevitably found time for a toast to the fact we were still here and life had been good to us the previous year. But there was no toast to our 79th this past April. 
 
Kunath OFarrell HatchKunath, OFarrell, HatchAmong the most regular of attendees at the table, always serving as both table humorist and key Kunath advisor, was Ken Hatch, the retired 30-year chairman and CEO of KIRO Inc, who died in November of 2017.
 
An example that far more than wine was shared there was the comment from his longtime friend John Oppenheimer, founder and CEO of Columbia Hospitality, the Seattle-based hospitality management and consulting company.
 
"Kunath's table at The Fairmont was such a great place for all kinds of introductions," Oppenheimer recalled. "We met our Senior VP of Marketing, who has been with us for the last 10 years, thanks to Mike's table."
 
There was a time when conversations at tables cross the city shaped the future of the region, like the one on which a napkin drawing of a space needle provided a step toward what became Century 21, the Seattle World's Fair. And many of those conversations were at the same hotel, but more likely back in the day when it was the Olympic Hotel.
 
There likely will be a final gathering at, or more likely in the room surrounding the table. And Bledsoe predicts attendees will take turns sitting in the chair at the head of the table, sipping a glass of wine and leaning forward while looking at the crowd with a Kunath grin.

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Shabana Khan's squash events drawing more attention with a focus on youth

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Shabana Khan's rise to national and global prominence as the queen of promoters of the sport of squash has come with a few giant steps while her progress toward recognition in the local community that she has put on the international squash map is happening in small steps.

One of the reasons she has gained high regard from youthful squash players, their coaches and parents are the national College Showcase that she put on last week for nationally ranked students, 16 men and 16 women, aged 15 to 18, playing before coaches of the top schools where squash is a scholarship sport. It was the fourth annual Showcase event.
Shabana Khan and Yasmine

The fact the young competitors were all from Washington and California while the coaches eyeing prospective scholarship talent were from schools like Amherst, Middlebury, Vasser, George Washington, Bates, and Brown points up the difference in focus on the sport on the East Coast and the West, including the Puget Sound area.

But another difference, one for which Khan deserves significant recognition, is the fact that similar tournaments on the East Coast cost the young competitors, or rather their supportive parents, between $3,000 and $5,000 to participate in one of the four-day events while the students competing here pay nothing.

Part of Khan's stated goal is bringing an awareness of squash to young people of all backgrounds rather than merely the children of the squash affluent, whose demographics are men and women, both players and fans, with median incomes of more than $300,000 and an average net worth of nearly $1,500,000.

A quest for awareness for youth squash is exemplified by her thus-far unsuccessful effort to convince the City of Bellevue that there should be a park for squash courts so that, as she puts it, "kids of ordinary means can learn to play without having to have their parents be members of a club."

In fact, as the mother of aspiring youth squash star, 13-year-old Yasmine, she knows the challenges of youth-squash competition.  

Readers of The Harp will recognize that I've written about Khan before. Beginning when she brought the Men's World Squash Championship to Bellevue, the first time (ever) in the U.S. The reason is because of a conviction that what she is seeking to do for Bellevue and its young people in particular merits far more attention than she is getting.

A couple of significant developments for Khan and her squash initiatives await in the coming months. One brings particular pleasure to the now 50-year-old former national women's squash champion.

That's the fact that her world invitational squash tournament in August for top squash talent, six women and six men, will be an event whose sponsors have decided to name the event, the only one of its kind in the country, after her late father. There are no other squash events in the country like it.

Yusuf Khan, who brought the sport of squash to Seattle from his native India a half-century ago and, as one of the world's top squash professionals, proceeded to bring Seattle to the attention of the national and international squash establishments and see two of his daughters become women's national champions, died last October at the age of 87.

The invitational event that will be held August 25-30 at the Hidden Valley Boys & Girls club in Bellevue will be named "PMI Dave Cutler Presents The Yusuf Khan Invitational."

The "PMI Dave Cutler" portion of the title is for the two men, both internationally known in their respective professions, who have become the financial support for YSK Events, the little non-profit through which Khan carries out her squash events.

One is Dave Cutler of Microsoft, universally acclaimed as the key technical brain behind the Microsoft Windows NT and all the subsequent windows versions. A decade ago he was recognized as a National Medal of Technology and Innovation laureate, perhaps the most prestigious honor in the country for developers of new technology.

The other is Robert Harris, founder, and CEO of PMI-Worldwide, a Seattle-based brand, and product-marketing company with offices in seven cities around the world whose corporate philanthropy has only recently begun to be recognized.

The two have come to team up for a $150,000 donation that for the past several years has allowed Khan to put up the prize money, which this year will total $300,000.

"Every player participating is ranked inside the top 10 in the world," Khan noted. 'The only one, not world ranked is our local player, Reeham Sedky, who has just recently begun her professional career."

I got to write about Sedky, though sadly it was her only local visibility, after the then 21-year-old who was born and raised in Bellevue and became the nation's best women's high school squash player as a student at Forest Ridge, upset one of the world's top women at last year's Invitational.

Sedky has begun her squash pro career after graduating from the University of Pennsylvania where she was women's national squash champion.

The fact that her father is Egyptian works for Amazon and played squash, is an example of the role the growing international diversity of the Puget Sound region can play in bringing squash, among the top sports in many countries, into greater prominence among activities for young people.

It's particularly appropriate that the PMI Dave Cutler event will be named this year for Yusuf Khan since it was 20 years ago that he and Shabana teamed to bring to Seattle the first women's world squash championship ever held in the United States.

Khan is adding a fun factor to the invitational event this year in the form of a tech company tournament that she explains will be called the Tech Challenge and will involve 12 teams, with four from Microsoft already committed. Each team of top squash players from their companies will put up $5,000 to compete.

"We need about $110,000 from the 'Tech Challenge' to fill out our $300,000 prize money," Khan said.

And a few weeks after the invitational event, Khan's plan for a new series of western youth squash tournaments called West Coast Squash will debut as a competitive Junior Squash series involving teams from Vancouver, Portland, San Jose, San Francisco, and the Los Angeles area. She said Orange County, "which has an excellent squash facility," could be added.

In the face of an apparent lack of interest, from the Eastside establishment, in what Shabana is doing for the image of the area in the global squash community and the many countries where squash is a top sport. I was struck by the answer that Harris gave me last year when I asked why he was such a strong supporter of Khan. It bears repeating here.

"It's pretty simple. In a world beginning to look inward rather than building international alliances and global partnerships, I believe it's increasingly important to support sports that are global in nature and connect people from around the world. This is the only way humanity, and our planet are going to survive and prosper."

It's a comment that leaders of the business and civic communities that have "other causes" than Shabana's might ponder.

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Port of Seattle plan, Department of Commerce Spain agreement key step toward Land of OZ

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Lisa BrownLisa Brown

As states begin to compete to create the most attractive Land of OZ to lure investors and create new businesses and jobs, the state of Washington and the Port of Seattle have taken key steps in the past few weeks that could put them at the front of the pack employing the benefits of new federal tax law.
 
OZ refers to what is officially called Qualified Opportunity Zones that come about under the Tax Cuts and Jobs Act of 2017. The QOZ provision in the legislation approved by Congress will permit those owing capital gains tax to delay, reduce or even totally avoid those taxes by investing in special funds designed to start businesses and provide other steps to help economically distressed communities.
 
Virtually every major accounting or law firm or wealth management company in the country has been inviting clients and prospects to learn all about the details of what have become known simply as Opportunity Zones, or OZ.
 
And while the message in many of those explanatory sessions by professional firms has been the prospect to create funds for investment in real estate projects, funds could be particularly appropriate for energizing the prosperity of small and diverse firms that have not had access to equity capital to grow and expand.
 
And that's where the recent separate initiatives by the State Department of Commerce and the Port of Seattle come into play in a manner that gives this region a leg up in that competition among states for attracting new investment to job creation.
 
Ralph Ibarra 
The development for the state was Spain's first-ever Memorandum of Understanding with a state to promote economic cooperation to benefit trade relations and boost business opportunities for small and medium-sized businesses in both Spain and Washington State.  
 
The agreement was signed in Madrid March 1 between Lisa Brown, the new director of the state Department of Commerce, and Maria Pena Matcos, chief executive officer of the public agency attached to Spain's Ministry of Industry.
 
The Port of Seattle's initiative was issuing a "Request for Qualifications" for a $200 million renovation of 29 acres near Pioneer Square in Seattle to provide for the port's fourth cruise ship berth that would accommodate super-size cruise ships.  
 
That parcel, for which the Port is seeking a partner, is located within an Opportunity Zone that extends across the property on which T-Mobile Stadium and CenturyLink Field are located and extends into the International District.
 
The Port's Request for Qualifications intriguingly contains the sentence: "It should be noted that Terminal 46 is located within a Qualified Opportunity Zone," suggesting it intends to use the tax-break incentive in seeking to attract a wide array of businesses to develop on the site, or nearby.
 
So what kind of developments are being created in other regions with Opportunity Zone funds? A potentially appropriate example was the announcement by a Scottsdale, AZ, based wealth development company called Caliber of plans for a new hotel development at Tucson Convention Center, which is in a designated OZ.
 
For Ralph Ibarra, president of DiverseAmerica Network, the agreement with Spain and the Port's announcement represent important steps to dramatically benefit small and diverse businesses.    

Ralph IbarraTo Ibarra, a consultant to the public and private-sector corporations and institutions who has brought long-standing support of small and diverse business to his consulting activities,
the agreement with Spain and the Port's announcement represent important steps to benefit small and diverse businesses.  

He sees both developments as important steps"particularly appropriate for energizing the prosperity of small and diverse firms that have not had access to equity capital to grow and expand."

In fact, Commerce Director Brown said her immediate priorities include helping address the sustainability of infrastructure financing programs and enhancing the agency's outreach activities - especially with rural and underserved areas - to ensure communities in need can access Commerce programs and services.
 
The statement put out following the signing of the agreement noted that it 'builds on a foundation of approximately $9 billion in trade activities currently taking place between Spain and the State of Washington. It acknowledges common strengths in aerospace, information and communication technology, cybersecurity, clean energy technology, life sciences, maritime, agriculture, and other sectors, and formalizes plans to explore opportunities for Washington companies in the Spanish market and establish future opportunities for Spanish companies to create jobs in Washington."

Ibarra, who chairs the Washington District Export Council, suggests Opportunity Zones "hold great promise to accentuate and expedite beneficial outcomes" from the Agreement with opportunities for Washington companies in the Spanish market and for Spanish companies to create jobs in Washington.

Ibarra brings some awareness of the extent of potential represented by the state's agreement with Spain since some years ago he prepared and escorted an aerospace manufacturing firm from this state to various meetings with Spanish aerospace companies at a U.S.-Spain Aerospace Industry Summit.

"And now, whether its Spain or Washington State, any individual relationship that comes about is going to need some sort of facility, whether distribution or manufacturing, in place and that's where Opportunity Zones can come into play to facilitate those relationships," Ibarra said.
 
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