By All Means

Most people demonstrate their adoration of a consumer brand by buying a bunch of its products. Tom Sega bought the company. Since becoming the owner and CEO of Duluth Pack in 2007, Sega reinvigorated the brand's positioning, greatly expanded the product line and reach, and improved efficiencies that made the American-made, handcrafted canvas and leather goods collection profitable once again. Duluth Pack celebrates its 140th anniversary this year. In 2017, he did it again, buying another Duluth brand that had fallen on hard times. Spring Creek Manufacturing makes canoe paddles, mounts and an ever-expanding array of products. Resuscitating an historic brand while paying homage to its culture and traditions requires a delicate yet focused act of leadership. For Duluth Pack, Sega says the key is staying true to core values: Quality, premium products, made in America, lifetime guarantee for all craftsmanship and hardware. “We don’t apologize for who we are.” Sega shares the history of one of northern Minnesota’

In the early 2000s, leading consumers to a brand on the Internet could seem like a mystery, and Nina Hale loved the challenge. After years of working in advertising and digital strategy for other companies, Hale launched her own Minneapolis-based performance marketing agency in 2005. She called it Nina Hale Inc. and specialized in search engine optimization. Clients included UnitedHealth Group, Renewal by Andersen, Land O’Lakes, and other national brands. In 2014, with 50 employees, Nina Hale Inc. converted to an ESOP, an employee stock ownership plan. Hale then began her long goodbye, retiring in 2020 at which time the agency renamed itself Collective Measures. Hale has become a big advocate of the ESOP model. "It's really for people who want to have some sort of legacy, and for people who want to pass wealth on to their team." Today, Hale mentors other founders on exit planning. “if you don’t have an exit plan,” she says, “You don’t have a plan.” Hale talks about the evolution of digital marketing, an

Spencer Johnson sketched his initial designs for Sota Clothing as part of a class project while pursuing a graphic design degree at the University of Minnesota Duluth. His clean, modern designs and signature crossed paddles caught fire, and within a few years of graduating, Sota Clothing hit $1 million in sales. Sota became a fixture at popup shopping events and the Minnesota State Fair; the apparel brand started wholesaling to more than 100 stores around the state and opened two of its own stores in the Twin Cities. Other states got interested, which led to a second brand under the Sota umbrella, Classic State, creating designs for the other 49. Johnson is also working on designs for products that could represent all states, while maintaining the brand’s local flavor. He talks about slow growth, social media marketing, the importance of being omnichannel, and the challenges of being a creative thrust into the role of CEO. As Sota Clothing hits its 10-year anniversary, Johnson is actually pulling back and

The secondhand clothing market is growing 11 times faster than traditional retail, according to research by Global Data. Children’s clothing is the fastest growing category, which makes sense considering the typical baby churns through seven sizes in the first two years of life. Kidizen, an online resale marketplace for kids clothes, makes selling those outgrown onesies as easy as taking a smartphone photo and posting it to the site. Finally, the market has caught up with the Minneapolis tech company, which launched in 2014 and hit profitability in 2021. “It takes way more than you think,” says CEO Dori Graff, who charts the journey she and her co-founder Mary Fallon went on from becoming moms to recognizing the opportunity to create a kid-centric marketplace. “We felt so confident in what we were doing, what we were building.” They found a devoted audience out of the gate, and its grown to nearly 1 million users as more consumers and brands prioritize sustainability. When Kidizen launched, brands worried i

Chemist and professor Paul Boswell couldn’t get over how little his students knew about how computers work. He started building a three-dimensional model to teach programming and realized he could turn it into a game. Named for Alan Turing, the father of modern computer science, Turing Tumble is basically a marble run that teaches people how to build computers—something no other game was doing at the time. Teachers and science nerds love it; kids of all ages will put down the screens to play with it. But perhaps even more impressive than creating a mechanical computer both educational and entertaining, is the grassroots approach Boswell and his wife Alyssaalso a former teacher and now CEO, took to turning Turing Tumble into a $4.5 million business in just four years. No angel investors, no big branding agency, no retail partner. Just a homemade video to tell their story and a Kickstarter campaign to shore up enough money for the initial manufacturing run. They needed $40,000. They raised $400,000. And now t

While building a career in financial services by working with large banks and investment firms, Dionne Gumbs grew increasingly bothered by the inequities in access to capital. She left the corporate world to pursue a big idea: remove the obstacles that prevent women and people of color from accessing the financial tools they need to succeed. In 2018, she launched GenEQTY, a fintech platform that provides small business owners with tools to scale their businesses. “Build what you can until you can’t build it anymore,” Gumbs says of working for larger financial institutions. “Ultimately, I just knew it was time.” She turned her idea into a business plan through the Bush Institute’s Presidential Leadership Scholars Program. MasterCard’s Start Path Program has given her additional runway to scale the platform. “It’s not just about the technology and the bank products; it’s about the voice of the people we want to serve,” Gumbs says. “Small businesses are such a big market. These are businesses focused on gro

The gig economy wasn’t a thing in 2002 when Amy Langer and John Folkestad launched Salo LLC, a Minneapolis-based professional services firm that got its start placing senior level finance experts on project work, and soon expanded to HR, consulting, and more. Today, Salo is a national firm with more than 900 employees. The company recently hit a major milestone: $100 million in annual revenue. Langer and Folkestad are still 50-50 owners of Salo, but they’ve stepped away from day to day management—a shift made easier by the pandemic. Now more than ever, it’s clear Langer and her partner were ahead of their time in building a business around project based work. “It wasn’t mainstream then,” Langer says. “We just always believed if we created a place that people wanted to work, and we continually got them work that challenged them, and respected how they wanted to work, that it could be pretty great.” Langer outlines some of the key steps that set up Salo for success: - Hiring a coach to help the team work

Robbie Harrell started an ice company before he owned a freezer or knew anything about carving. Today, Minnesota Ice is the nation’s largest producer of sculpture-grade block ice and artisan cocktail ice, manufacturing and delivering up to 50 tons of ice per day. That’s after a pandemic setback that might have put the company out of business if not for Harrell’s doggedness. “Give me two weeks,” he told his team when Covid-19 shut down events and bars—his two biggest revenue drivers. “I will come up with a plan. I didn’t come through all of this to not make it out.” That attitude inspired Minnesota Ice when Harrell was an undergrad, doing deliveries for another ice sculpture company. It occurred to him that automating ice carving would make the business more efficient. When his employer said no, he left to start his own company with the help of a mechanical engineering student who built their first carving contraption. Their first sculpture nearly melted before they could deliver it, and actually broke in

The founder of 2 Gingers whiskey is at it again with a new Irish whiskey called Red Locks. Serial entrepreneur Kieran Folliard shares the process of launching new businesses, and why he’ll never retire. “I don’t play golf, I wouldn’t be any good on a beach," Folliard says. "I get to do something I’m passionate about, excited about.” He grew up in rural Ireland. He liked sports and drama. He describes himself as a daydreamer—not an entrepreneur—but from the time he was 12, Folliard worked—retail, construction, farming in Saudi Arabia. Eventually, travels in the U.S. brought him to Minnesota, and a job at a search firm where he helped startups find employees. Until one day he realized he needed to flip the script and start something of his own. He started with something near and dear: an Irish Pub called Kieran’s. From there, he built a portfolio of bars and restaurants, including the Local and the Liffey. In 2011, he exited the pub business to start 2 Gingers, which he sold to liquor giant Beam Suntory. Th

Sally Mueller got inspired to become an entrepreneur as she entered menopause. A seasoned executive who launched dozens of successful lifestyle brands, product lines, and designer partnerships for big companies including Target and Clique Brands, she was shocked to find that beauty and wellness companies weren’t addressing symptoms of menopause in a modern way and set out to fill that void with Womaness. Launched as an omnichannel brand in 2021, the Womaness product line includes vaginal moisturizer, the “Gone in a Hot Flash” cooling mist, dietary supplements and serum. “I think a lot of women are saying, ‘finally.’” says Mueller, who has a co-founder, fellow retail veteran Michelle Jacobs. Market watchers peg women in menopause to represent an opportunity of $150 billion or more. Mueller takes us through the process of building an omnichannel consumer brand from naming it and setting the brand pillars to raising money and navigating supply chain challenges. "I think a lot of the innovation happens after

Emmy Award winning TV host Ian Grant is an entrepreneur driven by passion. He loves travel. He appreciates art. He is a gifted storyteller. And he’s found a way to turn those interests into his life’s work, culminating with his new PBS television series Culture Quest, in which he takes viewers around the world to experience different cultures through the lens of artists. Getting there has taken creativity, hard work and lots of rejection. “You have to be ready and willing to fail. Over and over again,” Grant says. “And be willing to go back in. You also have to be willing to accept criticism.” Grant peels back the curtains on the TV business, from the lack of reality in reality TV to the cancellation of his Travel Channel series The Relic Hunter—right after winning an Emmy. After years of pitches and auditions, he landed his PBS series, only to be left on his own to fund it—which he did, through a creative partnership with Gustavus Adolphus College. Along the way, Grant also built a successful furnitur

Around 60 million American children play an organized sport, according to the National Council of Youth Sports. If you’re the parent or coach of one of them, you likely rely on a smartphone app called SportsEngine to stay organized and on schedule. SportsEngine is the leading provider of enterprise software and mobile apps used by youth sports teams nationwide. The Minneapolis-based company is owned by NBC Sports. But it was founded in a dorm room by Justin Kaufenberg, Carson Kipfer and Greg Blasko. You might be asking yourself: what did a bunch of single guys in college have in common with busy parents and youth sports coaches? Not much. But Kaufenberg’s dad not only coached his youth hockey team in Shakopee, Minn., he coached his four boys to look for problems and invent solutions. So when Kaufenberg saw his dad drowning in the administrative details of coaching, he followed the advice he’d long heard around his family’s kitchen table: invent something to make Dad’s life easier. “It wasn’t a small problem

Du Nord Craft Spirits is known in the industry as the nation’s first Black-owned micro distillery. It’s a distinction founder Chris Montana would like to shed. “I’m sick of being the ‘Black’ distiller,” Montana says. “I want it to be irrelevant, but the only way to do that is to get more people into the industry.” A year after the Minneapolis distiller nearly burned to the ground when protests turned violent following the murder of George Floyd, Du Nord is poised to take off nationally thanks to a partnership with Delta Airlines that puts its Foundation Vodka on all domestic flights. Du Nord’s first Delta order required more proof gallons than the small company had produced in its entire eight-year history. “To make Delta work is a Herculean lift,” Montana said. One that required partners like Jack Daniels to help Du Nord step up its manufacturing. “When Delta Airlines reached out…I told them we hardly have a distillery,” Montana said. “They made it clear they understood this would be a special deal…the

Angie Tebbe is on a mission to make vitamins cool. “I believe that if you’re going to start something from scratch, dream big,” says Tebbe, who left the Target merchant job she thought she’d retire from on a gut instinct that she should be doing something tied to wellness. Within 8 weeks of quitting, she hatched the idea for Rae Wellness, a brand of natural supplements that address big issues including stress, sex, skin, sleep, and digestion. The target market is women like herself in their 20s and 30s. “We’re all about the psychographic: I’m not putting myself on the priority list because I want to conquer the world.” Tebbe identified a white space in the supplement market between very expensive products aimed at the “One percent” and lower end, sugar-laden vitamins that were not aimed at women. Her goal was to make lives better, in an easy, accessible manner, for as many women as possible. “I have always thought of brands and companies, those that soar and succeed are mission based,” Tebbe says. “It

“Is there a better way to find safer and more effective medicine?” That’s the question Ping Yeh pondered as he fought his way back from the brink of death in 2012. Having survived a chemotherapy cocktail so intense that doctors worried it could destroy his heart, he found himself wondering: with all the technology available, why do we still use the patient as the guinea pig? Pursuing an answer led to the 2014 formation of StemoniX, a biotech company that makes microOrgans used for drug discovery. Says Yeh, “Instead of waiting 8-10 years to see how humans respond (to a new drug), let’s just do it now.” In March 2021, StemoniX joined forces with Cancer Genetics Inc., a New Jersey-based drug discovery leader, and together the two formed Vyant Bio (VYNT on the Nasdaq). The new biotech business has offices around the world including Pennsylvania, California, Australia, and Germany, with StemoniX operating as a wholly owned subsidiary based in Maple Grove, Minn. StemoniX microOrgans are now used to test trea

The pandemic called into question everything that made coworking desirable: shared work areas, in-person networking. But industry pioneer Don Ball has seen work culture trends cycle more than once before. And indeed, demand for flexible workspaces is already swinging back. “Hybrid work opens an opportunity for coworking—it’s a professional office that’s not your home, and not your [company] HQ. If you have one close to where you live, I think what we’re going to see is suburban coworking…do really well.” The opportunity in 2021 is not unlike what inspired Ball to get into coworking more than a decade ago. A career freelancer, Ball recalls “going stir crazy” working by himself at home in the mid-1990s. He rented an office, just to get out of the house and remembers thinking: “What if I invited others to join me? It seemed like a goofy idea at the time.” Laptop computers and high-speed internet made it more feasible. In 2010, Ball and partner Kyle Coolbroth got a good deal on a vacant space in the Lowertow

In March of 2020, as the U.S. shut down offices and clinics to guard against Covid-19, the telehealth platform Zipnosis saw an unbelievable spike in traffic, from around 1,800 visits a week to 65,000. Founder Jon Pearce had been preaching for more than a decade that the smartphone was the medical clinic of the future, but it took a global pandemic for the industry to make significant change. In April of 2021, Zipnosis sold to another Minnesota-based startup, Bright Health, a giant among new health insurance companies that has raised more than $1 billion since 2016. Pearce and his team joined Bright Health Group and continue to work on transforming patient and provider connections. So it may surprise people to hear that Pearce believes telehealth as we know it is dying. “The best analogy is the difference between Blockbuster and Netflix,” Pearce says. “Remotely getting care from a doctor is the same thing as renting a movie from Blockbuster. That business model is dying—you’ve got negative unit economics. W

“When you bring someone to tears by describing what you do, that seems viable.” Michael Mader and Sam Harper started their sock business, Hippy Feet, with a mission: to support young people experiencing homelessness. Inspired by brands like TOMS and Love Your Melon, they launched in 2016 with a one-for-one model, a pair of socks donated to someone in need for every pair sold. But the business, a certified B-corp, really began to gel when they integrated the mission into making their product. “We were going into shelters, donating socks, and we started to see familiar faces,” Harper says. “We told customers we would do this great thing by donating socks, and we did, but we were seeing the same people. People were still homeless. It felt hollow.” Adds Mader, “[Socks] address a symptom of homelessness, but by just treating the symptom, you’re not doing anything to resolve the issue itself… We realized that simply donating a pair of socks was strong marketing, but it wasn’t a strong impact. We wanted to hav

Serial entrepreneur Houston White’s business endeavors include barber shop, apparel collection that has been featured by Target and JCPenney, a coffee cafe and product brand, and housing development. But he’s building something bigger than all of that combined. He’s building community. “Culture plus capacity,” was White’s pitch to U.S. Bank, which invested in his vision. “It’s my belief that in Black communities, the smallest institutions have the greatest impact…church, barbershop. Typically, folks start big and trickle down. In community development, you’ve got to start small and level up. Let’s start with things we can do.” What White wants to do is build a neighborhood where Black culture and Black owned businesses thrive. White’s Camdentown, as he calls the Weber-Camden area of North Minneapolis, is a place where people of all backgrounds can shop, meet for coffee, get a haircut, and live—together, at various income levels. They key, he says: it has to be fueled by Black entrepreneurs. “I believe tha

Manolo Blahnik. Jimmy Choo. Christian Louboutin. Marion Parke. It takes moxie, clear vision, and a major investment to launch a luxury footwear brand with no experience in the field. But Marion Parke has something those other designers don’t: a medical degree. As a podiatric surgeon, Parke, who counts First Lady Jill Biden as a fan of her collection, spent a lot of time thinking about shoes. “Every patient consultation led to talking about shoes,” she recalls, “because everyone is there for a foot problem.” That’s when inspiration struck the Oklahoma native: her knowledge of the foot and biomechanics, combined with her love of fashion helped her see the opportunity to create a luxury footwear brand that delivers on both style and comfort. “The novel concept was doing it in an elevated and tasteful way—that didn’t scream you’re wearing a shoe that’s designed by a doctor.” She launched in 2015 and Bloomingdale’s became the brand’s first major retailer. Parke learned the business through trial and error: pat