In January 2026, Delta announced it would be adding 30 new Boeing 787 Dreamliner aircraft to its widebody fleet. Critical components for these aircraft will be manufactured and assembled in Utah.

The vertical fins and horizontal stabilizer for 787s are assembled at the Boeing facility in Salt Lake City, and the newer plant in West Jordan focuses on fabricating its composite structures.

Meet the women powering Utah’s aerospace and defense

First introduced in 2011, Dreamliners feature advanced aerodynamics, increased fuel efficiency and significant cargo capacity. The airframe is composed of 50% composites by weight, which means it weighs less than traditional metal aircraft and doesn’t require as much fuel to lift, climb and maneuver.

The jet is also a favorite among pilots and passengers, according to Berj Alexanian, manager of public affairs at Delta Air Lines. He says it’s a rare instance when Delta’s own pilots and customers were making requests for a specific aircraft.

Alexanian says the addition of Dreamliners to the widebody fleet will further the company’s mission to expand its global service and also help meet the company’s sustainability goals. The fact that some of it will be built in Utah is “icing on the cake.”

“There are huge components of this world-class widebody aircraft that are going to enable Delta to go global and be the global airline of choice. Utah has always been a key part of that story, regardless of the Dreamliner,” Alexanian says.

Delta is Salt Lake City’s largest carrier, operating around 270 peak-day flights to over 100 nonstop destinations. The airline also announced plans to develop an $18 million cargo facility in Utah, and the only Delta pilot training facility outside of Atlanta is located in Salt Lake City.

Alexanian says Delta has enjoyed its partnerships with Utah leaders, and the recent moves are evidence of its commitment to the state.

“We keep seeing that Utah is one of the best places for Delta to keep investing in. We call it the premier gateway to the West,” Alexanian says.

The airline’s latest order is just another building block in Utah’s role as both a strength to the aerospace industry and as a premier global hub.

Maintaining the gold standard

Boeing’s Salt Lake facility has operated since 1987, so helping manufacture elite aircraft isn’t news. The facilities are made to handle the production demands of this new order, says Kevin Rork, Boeing Salt Lake site leader.

“The factory and parts are designed so all minor models can be built on the same production line. We are designing with producibility in mind to help ensure our next generation of products are produced simply and efficiently, while meeting the highest standards of safety and quality,” Rork says.

The boom for these world-class airliners has contributed an annual $430 million for Utah suppliers, and Delta’s order only furthers that success. Since the Dreamliners have been around for a handful of years — Salt Lake helped deliver the first in 2018 — the Utah facilities have operations ironed out.

“We are closely collaborating with our Utah suppliers to assure supply, advance our shared goals of safety, quality and stability, and support future rate increases and customer needs,” Rork says in an email.

Along with Boeing, Utah houses several big names in the aerospace industry, including Northrop Grumman, Lockheed Martin, Duncan Aviation and Janicki. To continue drawing large projects and partnerships to Utah, attracting and retaining talent is key.

In 2014, Boeing partnered with the state to create the workforce development program Utah Aerospace Pathways. The program allows high school students to take classes and spend time in Boeing facilities to learn firsthand about advanced aerospace manufacturing.

Upon completion, students receive a certificate and are guaranteed a job interview with participating aerospace employers. Rork says Boeing plans to continue partnering with Talent Ready Utah to “support initiatives that are tailored to the needs of the community.”

Benefits for Utah’s citizens

While this deal is great news for Utah’s economy, its ripples could affect everyday Utahns when the first Delta Dreamliner deliveries begin in 2031. The near future could see someone boarding a flight from Salt Lake City destined for even more global destinations.

A plane’s ability to travel long distances relies on several factors: fuel efficiency and fuel burn rate, the aircraft’s weight, aerodynamic efficiency, altitude and weather conditions like headwind.

Dreamliners check the boxes on the controllable factors, and Alexanian says the increased cargo capacity is a game-changer. These new jets could be key to additional international routes from Salt Lake City.

“The Dreamliner, the Utah cargo facility for Delta — all of those things enable Salt Lake City to be the premier gateway to the world for Delta,” Alexanian says.

Customer and community input is also important for opening new routes. Alexanian says Delta has a “phenomenal” relationship with the Utah business community. The airline has advisory boards dedicated to seeing where the opportunities are and where they need to fly to support their customers.

Air travel is a two-way street in many aspects. Each new route from Salt Lake means residents have greater access to the world, and vice versa, the world gains easier access to Utah.

“We’re always making sure that not only can we serve the Utah business community and leisure travelers, but we’re also saying, ‘What can we bring to Utah as well?’” Alexanian says.

Alexanian points to the Lima, Peru, route as an example. It opened several cultural gateways and experiences, but it also created easier business opportunities between Lima and Salt Lake City.

Looking up and looking ahead

Delta has a firm order for 30 Dreamliner jets with options for 30 more, bringing the total value to approximately $17.6 billion.

Once the first Dreamliners enter service for Delta, Alexanian says a few considerations are taken when determining if they’ll exercise those options. These include the number of planes in the fleet that need to be retired, the demand for more premium aircraft and even sustainability factors.

A few years will pass before the rest of the world sees the product of this collaboration, but it will be worth the wait for global travelers experiencing a world-class aircraft paired with a premium airline.

And it will be even more special for Utahns, who will have a piece of home taking them across the ocean.

SLC Airport guide: Where to eat, shop, park and more

How did a double-decker tour bus end up in Salt Lake City? The short answer: Maurice “Moe” Egan drove it here from Seattle.

The longer answer requires time-traveling back a few decades to when Egan, owner and co-founder of SLC Bus Tours, was growing up in East Oakland, California. It includes stops in San Francisco, Las Vegas and his current residence in Salt Lake.

Downtown Salt Lake City is rising — and it’s no accident

“In fourth grade, my uncle taught me how to roll weed, smoke weed and sell weed,” Egan says.

He remembers getting caught with the drug in the school bathroom and being sent home. Instead of being punished or reprimanded, Egan was met with silence from a group of family members busy smoking and drinking. He calls this a “defining experience” that shaped the first part of his life.

“I said to myself, ‘This family’s not really concerned about what’s going on with me. I’m going to be able to do whatever I want in life,’” Egan says. “And that took me to some places I wouldn’t wish on anybody.”

Today, Egan is a pillar in the community. SLC Bus Tours is just one of his successful professional ventures; he’s also the director of recruitment at The Other Side Village and a chair-appointed member of the Utah Homeless Services Board.

A rocky start

“It’s no secret that I became a lifelong drug addict, alcoholic and criminal,” Egan says about his past.

Despite small wins and attempts to get his life on track, Egan describes experiencing “disappointment after disappointment.” His life seemed to be a string of broken friendships, relationships and lost jobs. At one point, a friend got him a coveted position at The King Center in Atlanta. While there, Egan experienced a relapse. He returned to California, frustrated that he still couldn’t manage to get it together.

Enough was enough, and Egan decided to start trying various recovery programs. He graduated from all of them, but the success wouldn’t last.

“Two weeks later, everybody I knew in the neighborhood was doing drugs in my place,” Egan says.

In and out of programs, standing in line for government services, and prison time — that’s how things went for a while.

Then, on his final arrest, Egan looked at the police officer handcuffing him and saw a familiar face. It was his former football coach. Egan was filled with embarrassment and shame. But instead of rage, the officer told him about the Delancey Street Foundation, a San Francisco nonprofit that is a residential self-help center for former substance abusers, convicts and the homeless.

Unsure, but with nothing to lose, Egan wrote a letter to the foundation. He was accepted to the two-year program. Immediately, it was different from anything he’d tried before. According to the Delancey Street Foundation website, the holistic approach works on “a model of social entrepreneurship, of education, of rehabilitation and change that is exciting and full of hope.”

Egan felt the difference. Delancey Street was the first place where people truly expected something of him, a place where he was told the American dream wasn’t off the table, even for those with a difficult personal history.

“All the programs I went to, they threw assets at me. A job here, counseling there, housing here,” Egan explains. “My issue wasn’t assets. What I needed was a behavior change, and that’s what [Delancey Street] helped with.”

One skill he walked away with was a commercial driving license. His first job in that role was — you guessed it — a tour bus driver. Some buses had pre-recorded audio, but Egan eventually did his own.

Egan dedicated himself to his new life. He stayed after hours to wash buses, earning a reliable and respectable reputation. He was offered a job to train drivers, tour guides and the sales team. He was promoted to operations manager for the company’s Las Vegas location.

While in Vegas, Egan learned about a program in Salt Lake City: The Other Side Academy. He got a call from Joseph Grenny, author of “Crucial Conversations” and co-founder of The Other Side Academy.

“[Grenny] said, ‘We’re doing a replication of Delancey Street here in Salt Lake City, and your name came up. Are you interested in helping us run this thing?’” Egan remembers.

The Utah spirit

Egan moved to Salt Lake City in 2016. The Other Side Academy had already branched out with The Other Side Movers and wanted to continue expanding. Soon, Egan led the launch of a food truck, followed by a thrift boutique. He briefly relocated to Denver to open another campus for The Other Side.

Once he was back in Utah, Egan stepped into his role as the director of recruitment for The Other Side Village. The community, according to its website, “empowers individuals to move beyond chronic homelessness through stable housing, personal accountability, and meaningful connection”.

Egan still contributes to The Other Side’s social enterprise ventures. A couple of years ago, he helped start The Other Side Donuts.

The success of each business is, in part, thanks to Utah’s unique spirit and culture, Egan says.

“Utah is about entrepreneurship,” he says. “You cannot live here and not have that entrepreneurial spirit.”

Encouraged by that culture, Egan had the idea to research the viability of a food walking tour. In addition to his full-time job at The Other Side Village, Egan put together a food tour of downtown Salt Lake City in just under a month.

“I remember the first booking I got,” Egan says. “I’m standing [at the meeting spot], and I’m waiting for somebody to show up. And they showed up! I remember being so nervous — and it just took off.”

After launching a second walking tour on Main Street in Park City, Egan got an even bolder tourism idea.

An idea worth hopping on

Andrey Olinov isn’t your traditional hospitality business owner. He started his first tech business in Canada at 20 years old. Eventually, he sold the company and traveled, spending time with family while consulting. Then, he started another company and found his way into business coaching, which led to an offer as a management consultant in Draper, Utah.

That position lasted about a year until Olinov decided to leave the company and pursue another start. While at a networking event, he met Egan. One thing led to another, and the two launched SLC Bus Tours as business partners.

“You can’t take the physical, but you live on in your influence, your impact.”

Mo Egan

Olinov built the company’s site and continues to handle the tech side of the business, leaving the tour development largely up to Egan.

“He’s such a talented storyteller and the commentary that he creates is very much loved by our guests,” Olinov says.

Operations expanded quickly. Egan purchased a second bus and started seasonal and holiday-themed tours. In December, they did a Christmas lights tour, and the Valentine’s Day tour was a hit.

Aside from seasonal and holiday-themed events, the tour currently runs on weekends. In traditional hop-on hop-off fashion, guests can board at any stop, get off and explore, then get back on the bus when they’re ready. Stops include the state capitol, This Is The Place Heritage Park, the Cathedral of the Madeleine, Temple Square and the Natural History Museum of Utah.

Thanks to a live-tracking feature that refreshes every 15 seconds, guests can locate the bus and plan their route accurately.

SLC Bus Tours also offers a 90-minute evening tour focused on a curated downtown experience. Learn about the history and culture of Salt Lake City at the state capitol, sit down for a chocolate tasting at Caputo’s Market and even try ice cream in a historical building.

Egan’s past bus experience and Olinov’s tech expertise complement each other. It has been a positive experience for Olinov, who has never had a business partner before.

“This business presented me with an opportunity to be more creative,” Olinov says. “I concluded that a lot of companies out there were pretty lame when it came to their tech. I had a vision for real-time bus tracking that we could integrate. … I think we’ve accomplished it all pretty well.”

If a problem arises that neither founder knows how to solve, they figure it out together. They’re both committed to avoiding shortcuts and making sure everything from operations to the quality of the tour audio is done right.

The company quickly became one of the highest-ranking tours in Salt Lake, and in only the second full year of operation, the momentum is positive. SLC Bus Tour works with hotels, travel agents and other tourism businesses to create partnerships that benefit both parties.

Egan has plans for other specialty tours and to have tour operations ready to meet the demand of the Winter Olympics in 2034.

More than a bus

Every time Egan sees the bus going around Salt Lake, it represents much more than a successful business. It reminds him of the little kid who grew up in East Oakland. It makes him think about what he’d tell him.

“Your dream is not lost,” Egan says, as if talking to his younger self. “The American dream is back on the table. Keep a good attitude and don’t get caught up.”

From thrift shops to donuts to food tours, Egan’s relentless hustle stems from his commitment to give back.

“When I look back at all the times I got arrested, I still only got arrested for maybe five or 10% of the stuff I did,” Egan says. “So I owe. I owe the community, and I gotta give back.”

Reflecting on the legacy he wants to leave behind, Egan is up front. It’s never been about money or how many businesses he creates.

“All that stuff, you can’t take it with you,” Egan says. “You can’t take the physical, but you live on in your influence, your impact.”

Historic Utah buildings find new purpose through business redevelopment

Mordue’s advice to budding entrepreneurs, especially women, isn’t about being more competitive, cutting-edge or ambitious. Instead, she believes creating a successful brand and community starts with a listening ear, a willingness to change and being attuned to your emotions.

The mother-daughter duo behind The Food Nanny

From humble beginnings to hip locations

Founded in 1999, Mordue and her sister, Suzette Eaton, started Hip & Humble as strictly a furniture store. Mordue says they come from a “legacy of entrepreneurship.” Both their grandfathers, their father, and several uncles and brothers had started businesses, so it felt like a natural fit.

The store offered blended antique finds alongside modern pieces, all thoughtfully curated to fit the smaller-sized homes of the Salt Lake City neighborhoods they grew up in.

Mordue had a vision for expanding the brand. For years, her largest obstacle was raising enough capital to make the changes. At the time, women-owned businesses were still the minority in Utah.

“Bankers would look at us and say, ‘Oh, you’re trying to make a business out of a hobby,’” Mordue says. “It was hard to convince them otherwise because they’d never seen it before.”

As the business grew, so did its impact on the sisters’ relationship.

“My sister and I had both come to the conclusion that we could either be partners or we could be sisters,” Mordue says. “And we both decided at the time that our relationship as sisters was the most important thing to us. And it still is.”

Eventually, Mordue took over the business. She made changes like solidifying branding and adding more technology. Then, an unexpected opportunity for Hib & Humble emerged.

“It was really bizarre. I started getting calls from city council people and airport people and the mayor at the time saying, ‘Hey, have you thought about bidding on a space at the airport?’” Mordue says.

At this point, she knew retail well, but the idea of airport retail was overwhelming. Mordue decided to take the meetings and see where they all led. She felt there was potential, and eventually partnered with an airport retail group to bid on a space in the new airport.

Despite opening right in the middle of the COVID-19 pandemic in late 2020, the new airport location was an immediate hit. Things were selling out and Mordue struggled to keep the store stocked during supply chain issues.

It was during this time that she had an overwhelming feeling that the store needed to expand to other airport locations.

“This is what people are wanting — they want that boutique experience. They’re tired of key chains and the shot glasses and the cheesy plushies,” Mordue says. “They want a shopping experience that feels like the main street of their town, where they know the shop owner and there’s just a vibe and a coolness about it.”

Hip & Humble now has eight running airport store contracts, with two more on the way.

Change your mind

None of Hip & Humble’s current airport locations or success would exist if Mordue hadn’t been willing to pivot.

“We really try to cherish the ability to change our mind, to pivot and try something different,” Mordue says.

When the brand was met with competition from big-box furniture stores, they moved from large furniture pieces to home decor accessories. Other small items — like soaps and hand towels — were also added, and Mordue noticed these small gifts and trinkets started to take off.

They decided it was time to embrace what the customers enjoyed. When they made the move to their current location on 9th and 9th in Salt Lake City, the business shifted.

“We made a really strong pivot, exiting big furniture sales and really going hard into gifts, and this is what our community had been telling us [to do],” Mordue says.

The willingness to change also applies to business decisions. Mordue says that business owners can’t hold onto anything too tightly and should be willing to pivot, whether it’s a marketing campaign or implementing feedback from customers.

Follow your gut

Mordue describes herself as a “highly emotional person,” something that has worked to her benefit as a business owner. Embracing those sensitivities, she says, has led her to make decisions that may not have seemed obvious to others.

“I try to just lean into that,” Mordue says. “I think that is a strength we have that a lot of businesses don’t utilize. You can call it instinct, you can call it a gut feeling, but it’s just an emotionalism about what the right thing to do is.”

Backing up that instinct with data is also important, Mordue says. Looking at sales performance data is what confirmed the belief that moving to smaller items was the right move for Hip & Humble.

She says the data should inform the final decisions, and leaders should seek the right balance between the emotions and the data. It was this balance between instinct and emotion that led to exploring the idea of expanding the airport retail locations.

It paid off, and Hip & Humble recently went international with a contract in Canada.

Know your brand

After taking over the business, one of Mordue’s first actions was to solidify the brand’s guidelines and identity. This step continues to inform business decisions even today, especially when it comes to merchandising.

“If you go into our store, it’s super colorful. And that’s what we’re about — we’re about color and being joyful,” Mordue explains.

Having a strong brand identity has created a customer base that knows they’ll get fun, unique finds no matter which location they visit. It’s also helped Mordue stay true to Hip & Humble’s vibe even when home decor trends took a turn toward cool grays, black, and white. She decided to stay true to their roots of vibrant color because the store is a trusted source for people looking to add personality to their space.

Items in Hip & Humble have to meet three criteria: They need to elicit an emotional reaction, be colorful, and have data to support why it’s a good option.

An example of a perfect match would be a pair of chicken-and-egg-shaped salt-and-pepper shakers. They were fun and colorful, and sales of salt and pepper shakers were strong. Check, check and check.

Being synced with the brand made launching Hip & Humble’s proprietary line of fragrances and gifts — called Pasko — a no-brainer. Mordue never found a hand cream or fragrance that “matched our vibe,” so she decided to create her own.

“It was scary for me, personally,” Mordue says. “I was really putting myself out there. But it has turned out just beautifully … and the sales are so good. We’re planning on continuing to move with that expansion of our brand.”

Create a community

Community has always been a core part of Hip & Humble. Each store feels the same, but has certain tweaks made to feel like the city where it’s located. Taking it even further, including a social-good component to the business has become a strong part of Hip & Humble’s ethos.

“Another part of community is being able to support them,” Mordue says.

Inspired by her struggles as a female business owner to be taken seriously and by the female employees she’d seen over the years, Mordue founded Kind Women for Women Kind. The organization partners with and supports women’s organizations in every city where Hip & Humble operates.

“I just felt really strongly that I needed to share that as women, we can be whatever we want,” she says. “We have a potential that is just as great as anyone else, and we are deserving.”

Historic Utah buildings find new purpose through business redevelopment

What this Utah water company knows about competing with industry giants

Amber Anderson, the deputy state historic preservation officer at the Utah State Historic Preservation Office, handles many of the buildings that come through the office. If a building is on the National Register of Historic Places, she determines what tax credits, incentives and grant money may be available for business owners.

Turning these old buildings into functional businesses helps preserve history, Anderson says. “Standards for rehabilitation actually acknowledge that in order to keep buildings alive and serving the community, oftentimes they have to have a new use,” Anderson says. “We can do a good job of preserving their historic character, but you can’t turn everything into a museum, right? It has to be a living, breathing resource.”

Why might business owners consider a historic option over a new build? Anderson says it comes down to a few factors.

“There is the feel-good aspect of it, in terms of connecting people to their history. … We also believe that historic preservation is economic development, whether it’s by creating those connections and that sense of ownership in people, generating excitement or drawing people to the area.”

The following list highlights some successful projects, from small local businesses to large operations. For more information, the historic preservation office has staff dedicated to helping business owners identify available locations and programs.

Newspaper Agency Company → Traeger Pellet Grills

This historic industrial building previously served as a newspaper printing and distribution center for the Intermountain West. In 1952, the Deseret News and Salt Lake Tribune worked out the 30-year Joint Operating Agreement that founded the Newspaper Agency Company (NAC). At a time when both papers were struggling, this move combined the costs of press advertising, circulation and the mechanical departments. The NAC was a subject of antitrust investigations, but was protected in 1970 by the Newspaper Preservation Act signed by President Richard Nixon. The agreement was renewed in 1982 and continued until 2012.

In 2020, Traeger Pellet Grills LLC announced it would expand its headquarters by leasing the old NAC building. Traeger manufactures and sells pellet grills that use hardwood pellets to grill, smoke, baste and barbecue meals. Located in the historic Post District of Salt Lake City, the NAC building was one of the first Opportunity Zone projects of this scale. At the time of the announcement, Jeremy Andrus, CEO of Traeger, said, “We couldn’t help but jump in and be part of this new reimagined space in downtown Salt Lake City.”

Salt Lake Rapid Transit Complex → Evo

Salt Lake Rapid Transit was one of the first two electrified trolley systems in Utah, and one of the earliest in the United States, coming just a year after Richmond, Virginia. Construction began in 1889, and the building was added onto throughout the 20th century. It has transitioned through various warehouse, commercial and industrial uses. Salt Lake Rapid Transit was listed on the National Register of Historic Places as a contributing property in the Salt Lake City Warehouse District in 2016.

After approval for Federal Historic Tax Credits in 2022, the entire complex was renovated to become Evo Salt Lake City, an outdoor recreation hub featuring a skate park, bouldering gym, hotel, coffee shop and home to outdoor retailers. The Salt Lake City location was the latest addition to the outdoor brand, which also has spots in Japan, Canada and across the U.S. Evo believes in giving back to communities, and Salt Lake is the second of their locations with an All Together Skatepark — a 5,000-square-foot indoor and outdoor space designed to help skaters of all ages and abilities progress.

American Fork 2nd Ward Meetinghouse → Bigelow & Co.

Four meetinghouses with the late eclectic Gothic Revival style were constructed in American Fork between 1903 and 1904, but only the 2nd Ward Meetinghouse maintains its appearance. It was expanded in 1930 to match the Church of Jesus Christ of Latter-day Saints’ then-new policy of including church auxiliaries and their functions in one building. Listed on the National Register of Historic Places in 1992, the building is on track to receive credits for a major roof renovation project for its current occupant, Bigelow & Co.

Since 1978, Bigelow & Co. has built premium organs that can be found in more than 40 universities, churches and homes in the United States. Projects include the organs in the First United Methodist Church in Salt Lake City, St. John’s Episcopal Church in Fisher’s Island, New York, and First Presbyterian Church in Clarksville, Tennessee. In June 2025, the shop shared photos and news of the building’s roof restoration, featuring historically correct western cedar red shingles.

Waverly Building → Day Murray Music

Located in Murray and built in 1904, the Waverly Building was listed on the National Register of Historic Places as a contributing building to the Murray Downtown Historic District in 2006. Today, it is the only extant commercial building in the area retaining characteristics of the Victorian Commercial style. It has operated as a bank, a mercantile, offices and a drugstore. The current occupants, Day Murray Music, have been there since the 1940s.

Day Murray Music was founded by Arlette and John Day in 1946. Together, they built a business known for its large sheet music collection. Today, the business sells instruments, sheet music and vocal scores. They also provide an in-house string instrument repair technician and lessons for voice and instruments, including piano, guitar and violin.

Empress Theater → Oquirrh Hills Performing Arts Alliance

Built in 1916, the Empress Theater is one of the oldest and best-preserved commercial buildings in Magna. It is also the oldest theater in the area. When it first opened, the Empress operated as a burlesque theater for miners at Kennecott. In 1917, it began showing silent films and remained a movie theater until around 1930. It was listed on the National Register of Historic Places in 1985.

After a lengthy renovation that hit several obstacles, the theater reopened its doors as a performing arts theater in 2006 thanks to grants, a large community effort and donations from local organizations. Since the reopening, the theater has featured more than 140 shows and runs entirely on volunteer hours. The Empress was purchased by a group of investors in 2021, but still operates under the Oquirrh Hills Performing Arts Alliance.

Dale’s Sinclair Service Station → Meraki Floral Co.

This mid-century modern building was completed in 1955, featuring one of the Sinclair Refining Company’s standardized plans and signature green-and-white color scheme. It is the best-preserved example of a mid-century gas station in Logan. The Logan Center Street Historic District was named on the National Register of Historic Places in 1979, but the service station didn’t meet the 50-year-old requirement. Efforts are underway to update this building to be included as a contributing resource, and the current owner is pursuing Federal Historic Tax Credits for a rehabilitation project.

Today, Meraki Floral Co. leases the space. Owner Haily Larsen had been eying the space since she saw renovations happening and opened up her florist business there. She loves being located in a historic space.

“I’m from [Cache Valley], and it’s been great to see it become this cool, safe place when it wasn’t always known for that,” Larsen says. They often have people wanting to just take pictures of the building and love the spotlight it brings to the community.

“I quickly just fell in love with [the building]. It’s been fun being part of the historical part of Logan and breathing life back into the area,” Larsen says.

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This Utah embroidery studio is bringing personalization to brand events — and business is booming

The rest of the staff has left, and you were just about to follow. But this is urgent, and you’re committed to finding a solution even though they aren’t a current client. Thankfully, you’re able to give instructions over the phone that get the system up and running.

If you’re Brady Jones, you don’t have to imagine this scenario. Not only did it happen, but his business faces situations like this every day. Perhaps the most surprising part? We’re talking about a water company.

Jones is the owner of Water Specialties, which specializes in providing high-quality water services to businesses and residents. These services include everything from water coolers and residential systems to commercial deionization, filters and reverse osmosis. Primarily serving Utah, the company was started by Jones’ father in 1984 and has remained family-owned.

“Our main focus is ultra-pure water systems,” Jones says. “We engineer them, we build them. We have a contractor’s license; we install them, we service them. And all of them require a lot of constant service. We sanitize systems every day. Sometimes we’re at multiple locations in a single day.”

From a garage to multiple locations

After being passed over for a promotion while working at a national water company, Jones’ father decided to move on. Following a period of work for the University of Utah, he decided to return to water purification — this time on his own.

Today, Water Specialties holds its own against those big water companies. They’re even expanding with a third plant to meet the growing demands of the power industry. Such development is impressive for a family-owned company that’s considered a small player compared to national brands.

Although family-owned businesses make up around 27 percent of small businesses, they have seen little growth since 2014, according to the Small Business Administration. Water Specialties is part of a competitive industry, and Jones credits the company’s success to utilizing the latest technology, expanding clientele and a commitment to customer service.

“The main changes that have occurred [since 1984] are really the industries we deal with,” Jones says. “The semiconductor industry basically is the driving force behind all the innovations and pure water systems.”

With every smaller microchip produced, the water used to create it must be even purer. Similarly, water used for scientific testing also has increasingly high standards. Jones explains that, since water is the primary solvent used in laboratory testing, every impurity must be removed from it.

Changing instrumentation means improved water testing capabilities to match.

“In the ’80s, everything was measured in parts per million … and now everything’s measured in parts per trillion,” Jones says.

Bigger isn’t always better

When the dialysis center called for help, they picked Water Specialties for a reason.

“They said, ‘Our guys are trying to figure out how we’re going to get this up and running, and we can’t find anyone. We thought of you guys and know that you’re quick to respond. Could you give us a hand?’” Jones says. “I said we could; we’ll work something out.”

Jones knows that in the grand scheme of things, his company occupies a unique space. Jobs and contracts that are sizable for Water Specialties are small enough for other water companies to turn down or are pushed to the bottom of a maintenance list.

But that’s also where Water Specialties’ strength lies. They don’t lose track of their customers, they’re quick to respond to issues, and they have local specialists. Larger companies typically have to fly someone in since specialists are hard to come by.

“There’s always someone here answering the phone,” Jones says. “There’s always someone here who can answer any technical questions and help the customer out. We can always get people on site extremely quickly, within an hour or two. That’s really where we thrive, where other people can’t.”

Still, competition is tough. Jones says you “only get one opportunity” to make an impression in this industry.

“If you get in the door and can’t service [a water system] right, or you don’t have the technical background to be able to answer their questions and take care of this account, you’ll never get back in,” he continues.

Sometimes, those questions are baffling to even the most experienced water specialist. Jones recalls a high-profile Utah laboratory that had a unique bacterium enter their water system — something only found in elk’s milk. Jones and his team had to research what would kill that type of bacteria and how to eliminate it permanently.

“A lot of people think it’s just water. But there’s so much more to it; how the water reacts with all these other minerals and chemicals,” Jones says.

“Utah has a great economy and lots of businesses moving here, so hopefully that keeps us driving and growing.”

Brady Jones

Hand-in-hand: Management and talent

Water Specialties isn’t the same business it was in 1984 — technologically or managerially. “I’m definitely not my dad,” Jones says.

He says they often clashed and had conflicts due to different approaches to handling things. Even so, it doesn’t seem to have affected employee morale. Many employees have been there more than a decade and have experienced both management styles.

“We still get compliments regardless of who was running the company. I think the main focus is just keeping the customers happy, being quick to respond and making sure we’ve got educated people here.”

Another contributing factor may be the focus on talent training and retention. Finding water specialists is a persistent challenge. It’s not a job option many think of, and there isn’t a lot of information on how to get started. Most specialists are already employed by large companies outside Utah, making it tricky to find anyone local.

Other complications include smaller water companies that are bought and then eliminated, which Jones says has “destroyed the market and talent pool.”

Becoming a water specialist requires completing training and getting certified through the Water Quality Association. There are only a few ways to get into this career, says Jones. One is to obtain an engineering or similar degree through a university, or to find a company that will help sponsor you through the training. Water Specialties does the latter, and they were the first company to have certified master water specialists in Utah.

Keeping his current team happy while balancing customer demands requires balance, but Jones knows it’s essential.

“Whether it’s a good economy or a bad economy, whether there’s tons of people available to work or not, it’s still difficult to try to find someone capable or knowledgeable in this industry.”

A clear future

Despite technological and talent challenges, Water Specialties looks forward to remaining family-owned and Utah-based. Jones says the company is looking to get into mobile water purification systems; trailers that can provide purification needs when labs, power or gas companies are undergoing renovations but still need water. It’s another benefit to being a smaller company — bigger companies have decided to pursue bigger profits and abandon their mobile equipment, leaving a hole for Water Specialties to fill.

The residential systems side of the business is also strong. In fact, they haven’t had to advertise for it in years thanks to word-of-mouth referrals. Most inquiries come from the labs or other businesses that Water Specialties services; employees are impressed and want to know if they do residential work.

Although Water Specialties also does work in Nevada and Wyoming, Jones says Utah is the ideal place for the company to be headquartered.

“Utah has a great economy and lots of businesses moving here, so hopefully that keeps us driving and growing,” he says.

The science behind safe care: How Nelson Labs became a global leader in medical device testing

2026 Leaders of the Year: Brendan Moseley

“If you talk to anybody in the medical device or pharmaceutical world, Nelson’s like a household name,” says Thor Rollins, biocompatibility expert at Nelson Labs. “But if you talk to someone on the street, Nelson doesn’t come up … It always surprises me that people don’t realize a company like this is sitting right there in the valley.”

A humble heritage

Established in 1985 by Dr. Jerry R. Nelson and Lynda S. Nelson, the Salt Lake City-based company began with just a handful of employees, providing microbiological testing for medical devices. Today, there are multiple locations worldwide employing more than 700 scientists.

Joseph Shrawder was named president of Nelson Labs in 2020. He’s proud to say the company has stayed true to the original vision, and everything they do comes back to the “original core” of safety and regulatory compliance.

“Safety means more than just sterility,” says Shrawder. “It means biocompatibility. It means that the product is safe and sterile — and remains so through the supply chain and distribution by having packaging that will protect and keep it safe.”

Rollins, who joined the company 25 years ago, says the company wouldn’t be successful if it didn’t continue to hold true to the goal of getting life-saving devices and pharmaceuticals to patients.

“Even though we started in a small little lab up in Research Park, to now having global labs across the world, that is pretty much a value that has stayed consistent from going to a local mom-and-pop shop to a publicly traded company,” Rollins says.

Becoming a global leader

If a foreign company wants to develop a new medical device or have its current one approved in the U.S., Nelson might be their first stop. The company can help with every stage of development, and the company knows the final product will be safe and meet regulations.

This reputation is the result of many strategic decisions. Shrawder highlights a few key milestones:

“The acquisition in 2017 of our European lab in Belgium really got us aggressively and effectively into the pharmaceutical industry and the analytical chemistry testing space,” Shrawder says. “We’ve had many others along the way as we’ve added products, services and distribution into other parts of the world.”

He also cites the 2016 acquisition of Nelson Labs by Sotera Health as a turning point. Their sister company, Sterigenics, is the second-largest global contract sterilization service company. This partners well with Nelson’s testing capabilities, which shortens turnaround times for their joint customers who require products to be sterilized and tested.

Nina Moreno, global segment director at Nelson, agrees that the Belgium lab is one of the more significant milestones and says Nelson also highlights the power of employee involvement.

“Something that’s been fantastic with our company is that we’ve encouraged and developed people to be technical experts and represent our state on a global platform,” says Moreno. “Being a part of an organization that encourages that growth and development has been amazing.”

Shrawder says participating in these boards and organizations is partially how the company manages to adapt to changing standards and environments.

“We have to evolve our testing capabilities to match when testing requirements get more stringent, and we have to be able to deliver for our customers,” says Shrawder. “One of the ways we do that is we actively participate in the organizations and committees that are actually developing and ultimately setting these standards.”

Tackling new challenges

The medical device and pharmaceutical industry is constantly evolving. Regulations change and technology evolves. Yet Nelson has managed to grow and provide critical health care support. During the COVID-19 pandemic, for example, they were one of the only labs in the world to provide pretesting for N95 masks, according to Rollins.

One recent development is the launch of RapidCert™, a new method of biological indicator sterility testing. This shortens the time it takes to prove that a product has been properly sterilized, sometimes down to just two days. In healthcare, this difference can be critical.

“In some cases, we have patients waiting for [a device] to be sent to the hospital,” says Rollins. “So seven days doesn’t sound long, but when you have a loved one waiting for a life-saving implant, that seven days is a long time.”

Moreno explains that using science to create this rapid testing and make products safe is all thanks to the quality of the experts involved.

“[RapidCert™] brings the patient some advantages, and it brings healthcare providers advantages as well,” Moreno says. “And we do it in a way that’s completely based in the science and quality expectations, so we can feel good about the work that we’re doing.”

Nelson has also been expanding further into pharmaceuticals. Moreno says they are working on honing into pharma expectations and test requirements so they can expand those offerings.

Part of medical device testing includes ensuring the packaging of the device is also safe. Moreno says they have been expanding their capabilities in this area, too, including pre-filled syringes.

“We are adding entirely new testing to the company as well as expanding on offerings that we already have,” says Moreno.

Also looking ahead is Rollins, who says a recent industry shift is seeing a trend toward home-centered and wearable devices. Nelson wants to remain proactive in this area and work to help manufacturers have safe devices.

“We’re trying to help initiate this by looking at new testing that these types of devices need … because a lot of these manufacturers are in the digital space, the technical side, and not on the testing side,” says Rollins.

Utah: A fitting home

Despite global opportunities, Utah is still the right fit for Nelson Labs.

“We have a very positive environment here. We have an amazing workforce,” says Shrawder. “We have terrific universities in the state that continue to produce a pipeline of great talent for the roles we need to fill. We have a very supportive environment in terms of government and in terms of regulation … we’re in an area here in Utah that is becoming known for growth in the life sciences space, so to be a part of that makes us very proud.”

He says while the company will continue to expand globally, he can’t imagine a scenario taking the headquarters away from Salt Lake.

Rollins also notes the “special sauce” of being located in Utah. He says the state has a culture of hard-working and educated individuals who are looking to do something they love in a place where they can raise a family.

“That’s why we got a degree in science — because we love it,” says Rollins. “We get a lot of individuals from these universities who are hungry to make their name in science.”

Nelson works closely with universities, with some employees working as adjunct professors nationwide. The company offers internships that expose students to various aspects of the business. Rollins says while there’s a reputation that you can’t make a career in science, places like Nelson make it possible and are eager to find great talent.

Shrawder also wants the company to be known for its culture, not just the products it produces.

“We take pride in being a good employer, in being a great place for people to work. We take that seriously,” Shrawder says.

Continued stability

Even though Nelson Labs might not be a household name, Moreno says that means they’re doing their jobs.

“What we’re doing is making sure health care workers don’t need to be concerned that the materials they’re using are unsafe,” she says. “And then on the other side of that, patients don’t have to wonder if this particular item is going to cause an issue for me … so while it’s not flashy, it’s certainly critical to supporting global healthcare expectations.”

Most businesses don’t last more than five years. For a company that started with under 10 employees in a small city, the 40th anniversary is an opportunity to recognize their achievements and renewed motivation to continue forward.

The company’s president hopes the anniversary signifies stability and helps others recognize their hard work.

“I think what we’re most proud of is the resilience and durability of this company and the fact that it has evolved to changes in regulations and market dynamics; being viewed as the science and technical leader that, when customers really have a tough problem to solve, they come to Nelson Labs.”

Roundtable: Utah’s evolving life sciences industry

I’m extremely proud of the team we’ve assembled.

Brendan Moseley

Brendan Moseley

CEO | Milford Mining

Under the leadership of Brendan Moseley, Milford Mining Company has successfully revitalized a dormant copper mine in Beaver County, implementing innovative technology to create a profitable, sustainable operation critical to America’s energy transition.

What do electric vehicles, solar panels, wind turbines and AI data centers all have in common? Aside from being part of the global energy transition, they rely on copper.

Thanks to the efforts of Brendan Moseley and the Milford Mining Company, there’s a higher chance that copper supply will come from Utah.

Moseley, CEO at Milford Mining, identified the previously dormant mine in Beaver County as an opportunity to “bring meaningful operational change” to the location.

Sulphuric acid used to dissolve the copper oxide minerals was the single biggest cost driver for previous operators. After completing a mining project in Africa, Moseley believed Milford had the technology to reduce that cost and make it a profitable process.

He names this change in process as the most critical decision that led to the mine’s success.

“It was not only the change in process flow to reduce acid consumption, but the introduction of technology around optical ore sorting to remove some of the high carbonate, high acid-consuming materials as well,” Moseley says.

The mine’s opening has provided a welcome boost to Beaver County’s economy, bringing more than 100 full-time positions and dozens of contractor positions. More positions are expected to open next year with the mine’s second new open pit.

From the outset, Moseley was determined to employ local workers. The company also teamed up with Utah-based professional agencies, government bodies and educational institutions to find workers and upskill them as needed. Today, 60 percent of Milford Mining’s workforce comes from Beaver and Iron counties.

“Another important statistic that we are certainly proud of is that over 25 percent of our workforce are female full-time employees,” adds Moseley. “They are spread across the whole site — management and operational roles in our mining, processing, laboratory and maintenance teams, as well as administrative positions.”

This local employment pays dividends to the area’s economy. Calculations estimate that salaries from the mine support roughly three times the number of employees, which is about 480 people.

Economic benefits go beyond employment, though.

“Another good windfall for the county is property taxes,” says Moseley. “Milford’s been paying millions of dollars in past dues from previous owners to Beaver County, … so this certainly assists the county to continue to provide quality services for all of its residents.”

The copper mine isn’t Moseley’s first time leading such an endeavor, but he learns something new with each venture. New mining technology used in Utah is already being implemented in the company’s other mines.

He emphasizes that this is just the beginning. Milford Mining plans to utilize technology and aerial surveys to expand copper production over the next two years through a $200 million investment, adding approximately 1,000 more jobs. Such plans will benefit both Utah and the entire United States as it tries to reduce dependency on overseas copper.

Approaching their second full year of operation, Moseley recognizes that this success isn’t solely thanks to him. “I’m extremely proud of the team we’ve assembled,” he says — and he’s committed to staying true to his original vision: a sustainable, long-life operation that all his employees are proud to say they’re a part of.

The climb continues: Peter Metcalf’s lasting impact on the outdoor industry

When Skis on the Run first opened in 2002, ski equipment rentals were still a new and unique concept in the United States. However, proximity to the slopes of Park City ski resorts and the company’s white-glove model of delivering the gear straight to customers’ rooms created a successful business.

“With the lodging so close to the resort, it’s literally ski-in and ski-out,” says Patrick Fannon, owner of Skis on the Run.

More runs, less waiting

With increasing resort prices, Fannon recognizes that every moment of a ski vacation is precious. Skiers don’t want to spend hours of their trip waiting in rental lines, and they don’t want ill-fitting options that underperform.

“At every point where there can be a bottleneck or excessive time spent, we’ve tried to create a process that either completely mitigates it or minimizes it,” Fannon says.

Skis on the Run prides itself on providing a “platinum service promise,” which involves going above and beyond from the beginning. The company can outfit anyone from head to toe with thermals, jackets, pants and all necessary ski equipment. They’ll also swap out gear that isn’t working or bring additional gear if needed.

That platinum promise includes the booking, fitting and pick-up process, but it also features top-of-the-line gear. Unlike other rental outfitters, Skis on the Run invests annually in the newest models of their equipment. In some cases, a guest will find the original packaging still in the ski boots and realize they’re the first to use it.

Customers can request the same brand and models as the previous year, but they do so knowing they’ll have the latest version. The quality of Skis on the Run’s gear is a strong differentiator and offering that Fannon says is reflected in the company’s pricing, but they make an effort to avoid being perceived as a luxury.

“It is a premium, but it’s not going to be twice as much as a traditional ski shop,” Fannon says. “It’s not like it’s going to break the bank when you see the total estimate at the end of the reservation.”

Fannon says it’s often families — especially moms — who see the value in their offerings.

“Our core customer is a woman, usually the mom, who takes care of the family,” Fannon says. “That’s not always the case, but 65 percent of the time, the person managing the trip logistics, specifically around the ski-related things, is the mom.”

A gnarly change of scenery

Fannon and his wife, Liz, bought the business in 2008. They and their young children were living in San Francisco, with Fannon working as a technology investment banker and Liz as a consultant at Deloitte. Having some roots in Utah — Liz is from the state, and the two were married in Deer Valley — they had an affinity for the mountains and outdoors. Fannon remembers realizing it was time for a change.

“We’d had our second child and I was working on a transaction in Tel Aviv, Israel,” he recalls. “On the flight home, I kind of was like, ‘This is not for me. This is not the path I want to be on.”

He and Liz were on the same page. While on a ski trip in Park City, they put out feelers, asking friends to let them know if they heard about any businesses that were for sale. Not long after, Fannon got a call from a friend who knew someone looking to sell their ski rental operation.

The timing was dicey. The financial crisis was just beginning, and the idea of taking on a new business might have deterred others. For the Fannons, it was meant to be. Within six months, they’d resigned from their jobs, sold their Palo Alto home, and bought the ski business.

Fannon says it was the best decision they ever made.

Carving out tech

Seventeen years later, Skis on the Run is more successful than ever. That accomplishment is largely thanks to Fannon’s investment in technology that keeps the business running smoothly.

“I was always a believer [in leveraging] technology to improve the guest experience, improve operations, and improve profitability,” says Fannon, who paid for his general manager to go back to school for programming. Today, Skis on the Run utilizes a fully custom software platform to take reservations, manage inventory and handle scheduling and billing.

All these capabilities also make the program a valuable business planning tool.

“It’s phenomenal for data mining, data gathering, understanding use patterns, utilization — all of those things,” Fannon explains. “So you can tighten up your inventory management in terms of what we have to spend each year to purchase new equipment.”

This specific insight is invaluable in an industry that operates for only a few months of the year. It allows Skis on the Run to have demand-based pricing; holiday weekends are busier, and pricing reflects that. In the ski industry, Fannon says, almost 40 to 50 percent of revenue is driven by four holiday periods, giving the business a small window to maximize its return.

Technology is also essential to ensuring the booking and rental process is effortless. Guests can book online, through email, or over the phone. The information gathered for a booking is also extremely detailed, making the fitting process seamless. A guest service agent gathers the height, weight, shoe size, age and ski ability level of every party member.

Since Skis on the Run offers a white glove boutique experience, details on lodging are also shared so the equipment is ready to meet them. All details are confirmed 48 hours before, and a ski technician is scheduled for the delivery, which is more than just a drop-off — a block of time is scheduled for a technician to personally fit each person’s gear. It also helps plan the team efficiently, keeping a technician in the same geographic area to fit in additional stops instead of losing too much time traveling between appointments.

“What validates our approach is that our highest customer base is repeat. The business model is working.”

Patrick Fannon

Fannon says he tells these technicians that they are “more like a UPS driver than just a ski rental tech.”

At the end of a booking, guests simply share where they’ve left their gear and Skis on the Run will take care of the rest. They also ensure that all final billing is shared before the customer leaves, allowing any questions to be resolved quickly. Ideally, the guests leave without any loose ends.

“There’s a whole bunch of sauce on the back end that we implement operationally that makes it seem so elegant and efficient on the front end in front of the guest,” Fannon says.

Fall line into the future

The modern skier looks a lot different than the skiers of 2002 or 2008. Fannon says consumers are more discerning and have greater access to information. This evolution means businesses need to be smart if they want to stick around.

“If you’re going to be a premium-priced solution, the proof is in the pudding. Otherwise, they’re not going to use you again. There are too many other alternatives,” Fannon says.

He also believes that Salt Lake City and Park City are poised to welcome a new generation of skiers. Fannon claims the proximity of the airport to the slopes means that, on an ideal day, a skier can fly in at 9 a.m. and be on the slopes before noon. That’s good news for Skis on the Run, whose white glove service means the guest can also arrive to a full set of gear they know will fit and perform well.

Park City is also one of the few ski areas in North America that continues to see development and expand its capacity. Skis on the Run aims to be ready for the increase in skiers and demand.

“What validates our approach is that our highest customer base is repeat,” Fannon says. “The business model is working.”

The science of stoke: How Peter Turner of DPS Skis changed the physics of mountain sports

Peter Metcalf knows a thing or two about risk.

The New York City area native is a self-described “mountain guy” — a passionate climber and mountaineer whose sometimes treacherous ascents taught him that overcoming daunting prospects is possible with honesty, determination and focusing on one task at a time.

Force of nature: Trailblazing mountain biker and public land advocate

He exercised that same mentality when co-founding Black Diamond Equipment, the Utah-based manufacturer of climbing, skiing and mountain sports gear.

Now, decades later, Metcalf faces a new challenge: retirement. Abandon any pre-determined thoughts of relaxing on a beach or mid-day naps, though. Metcalf is still busy.

From pressure comes diamonds

Black Diamond evolved from Chouinard Equipment (founded by Patagonia founder Yvon Chouinard), where Metcalf was the general manager. Based on his own climbing experience, he not only knew the products inside and out but had several ideas for improvement.

The 1980s were difficult times for the budding outdoor industry. Companies manufacturing everything from bike helmets to ladders were hit by a wave of tort action lawsuits, the impetus behind many of the product warning labels we see today.

Chouinard Equipment was no different. After facing several product-liability lawsuits and a lack of profitability, Chouinard filed for Chapter 11 bankruptcy. Metcalf was told to liquidate the company as quickly as possible. The decision didn’t sit right with him.

“The sports of climbing, mountaineering, alpinism and skiing had forged my life since I was 11 years old, when I first got into this through the Boy Scouts in the mid-1960s,” Metcalf explains. “It defined who I was at the time and still does. … All the people I had brought into Chouinard Equipment, as the company slowly but steadily grew, were like myself, and their jobs were dependent on this.”

He was also deeply concerned about the future of mountaineering and climbing. If access to great gear wasn’t guaranteed, who would feel confident pursuing an inherently dangerous sport? At the time, advocacy groups for individual outdoor sports — The Access Fund or the Winter Wildlands Alliance, for example — didn’t exist. Metcalf was a member of this community himself, and he believed they needed a champion.

“That was the founding idea behind Black Diamond: We are going to create a company substantially owned by its employees and the community that is committed to championing the issues of great importance,” he says.

Metcalf led a group of employees and investors to purchase the company, renaming it Black Diamond Equipment and expanding its mission.

Crafting a culture of innovation

In his 20s, Metcalf attempted the most difficult climb of his life. As he puts it, “We’re lucky to have not only succeeded — but lived.”

The danger was so great that he even entrusted his brother with a letter to give to his parents in the event of his death. He knew the risk he was taking; he had lost friends to climbing disasters. Metcalf understood that you can plan and prepare for as much as possible, but there will always be objective factors out of your control. The whole point, he says, is to push yourself out of your comfort level.

It was this attitude and experience that motivated him to overcome any business challenges with creativity and intentionality. For Black Diamond, one of the first challenges was moving the company headquarters from Ventura, California, to Salt Lake City, Utah. The motivation was a mix of business strategy and personal belief.

“I wanted our retailers to see what we had invested in,” Metcalf says. “So they would know that we might be a bunch of climbers — and reasonably young, and a new company — but they should take us very seriously.”

“If you had asked me back when I went to work for this tiny little climbing equipment company, ‘Would the outdoor industry be the kind of large, iconic corporate industry it is today?’ I would have just laughed and said you’re crazy.”

Peter Metcalf

He also believed an outdoor company should be located somewhere that matches its customers’ needs. Plus, as a climber himself, Metcalf wanted close access to public lands. Ventura might have been a good location for a surf company, but not for a bunch of climbers.

After visits to several possible locations, including a trip with all employees to get them on board, Salt Lake City was dubbed the right place. Despite not being an obvious choice to anyone else, Metcalf felt it had the potential to become a mecca for outdoor enthusiasts.

“I like to say that, at the time, Salt Lake City was a mountain town masquerading as a capital city,” Metcalf says.

Executing a drastic move like this one was new for the outdoor industry, Metcalf continues. The industry itself was still an afterthought for most people, and the idea of investing so much time and space in it was unheard of. Today, several outdoor retailers call Utah home. Metcalf and the success of Black Diamond helped lead the change, turning the mountainous headquarters from “unusual” to “the obvious thing to do.”

That spirit of innovation has worked well for Black Diamond. The brand is globally recognized for its high-quality, safety-enhancing products. According to Mark Ritchie, much of this success can be attributed to Metcalf’s infectious attitude.

“You felt as an employee that Peter was on your side, that Peter was somebody whose word could be relied on, and that Peter was there for the best interest of the customer … he created quite the compelling little community,” Ritchie says.

Ritchie joined the company after its relocation to Salt Lake and remained there for 23 years as the VP of operations and the COO after the company went public in 2010.

“The camaraderie and the desire to help drive the thing forward were ubiquitous in the employee base,” Ritchie says. “I’m not going to say that everybody got along perfectly every day of the year because certainly creativity requires some friction, but everybody was pulling in the same general direction, and I think that’s hard to find.”

Becoming one with the community

Anyone who’s been a part of Black Diamond is quick to bring up the company ethos Metcalf established: “To be one with the sports we serve, completely indistinguishable from them.”

Metcalf is a living example of that mission. His name is practically synonymous with public lands issues in Utah. He serves as the director of the Salt Lake City branch of the Federal Reserve Bank, is on the board for numerous nonprofits, and regularly authors op-eds about relevant land issues.

He was instrumental in bringing the Outdoor Retailer show to Utah, a major economic driver for the state that generates tens of millions of dollars for each of its twice-yearly shows. Twenty years later, Metcalf wrote an op-ed criticizing Utah’s “all-out assault” on public lands. He called on the show to leave the state unless they dropped efforts to reverse the Bears Ears National Monument and other public land policies. The show took a five-year hiatus and moved to Colorado, but returned to Utah in 2023.

Richard Luskin, former general counsel to Black Diamond, says the Outdoor Retailer experience cemented his opinion of Metcalf.

“It’s a big thing to put your neck and your business on the line to advance an environmental cause,” Luskin says. “It was a very bold move and an incredible model that I hope other people follow. I still hold him in the highest esteem for doing that.”

Metcalf is adamant that public and protected lands are America’s greatest idea. He refutes the idea that public lands hurt the middle and lower classes.

“In this country, the No. 1 people who hunt and fish are blue-collar workers,” Metcalf says. “It doesn’t matter what economic segment you’re from. These lands have provided great opportunities when protected for watershed, grazing, some forestry, as well as the whole outdoor tourism and recreation business that has fueled the growth of so many of these towns.”

Tackling the next summit

Ultimately, it was his growing involvement with advocacy that motivated Metcalf to announce his departure from Black Diamond in 2015. He felt that, without protected lands, there would be no future for the sports he’d helped build.

“I wanted to focus on something more sustainable,” Metcalf says.

Departing from Black Diamond wasn’t so much a retirement as it was pivoting his focus. For the last few years, he’s been busier than ever — at one point juggling six different calendars of meetings for nonprofits and other advocacy projects.

“I basically moved from one 65-hour-a-week job to another 65-hour-a-week job,” Metcalf says. He likens it to going from piloting a single jet where everyone reported to him, to becoming a member of a flight crew on six different planes.

Then, two years ago, Metcalf decided it was time to shift focus once again. He was faced with the reality that his health and fitness wouldn’t be around forever, and there was more to life than juggling calendars and meetings.

“I need to do more savoring,” he decided. “I’m going to start ratcheting down my work and make more time to do these activities, and also build up the relationships I’ve had with so many gear, climbing and ski buddies.”

It was time to move away from the gravitational force of Black Diamond and the related activism. Today, he meets with friends regularly. He’s not on as many boards and is picky about what special projects he takes on — including for Black Diamond, where he still does advisory and brand ambassador work.

What does Metcalf want to do with his time now? He mentioned reading through the book collection he’s amassed (his wife calls it his “Library of Congress”). He may even write one himself. Of course, he’s also fitting in as much climbing as he can, though not of the same caliber as before.

“I have no desire to sacrifice the number of years I have left on a climb,” he says.

Moving from the intense hustle of business culture to a more deliberate use of one’s time isn’t simple. “It’s not a binary switch we can just flip,” Metcalf says. “I think we lack a word, or enough words, in English to describe what happens when we transition from what we’ve been doing for [decades]. It’s not like one day we’re at work and the next we’re sitting in a recliner … or on a cruise.”

“Evolution” might be a good description for Metcalf’s journey over the last few years. Life holds greater meaning for him now, and he values all its different parts. Even so, he finds it difficult to truly take it easy. It’s not in his nature. He admits that he may still be guilty of overcommitting — not to business ventures, but to a life of back-to-back trips and days of biking, climbing and mountaineering.

“How am I living right now? Like I’m running out of time — because I am,” he says. “And I think it’s out of recognition that, especially with my health and vibrancy, I don’t know how long that’s going to last at this level.”

Pondering legacy

Throughout our phone interview, I heard birdsong in the background. I joked that it would make listening to the recording enjoyable, and Metcalf chuckled.

“When I get on a phone call, whenever possible, I like to walk. Especially on a beautiful day,” he says. That might tell you everything you really need to know about Metcalf: Outside is where he’s always been most comfortable, and he managed to turn it into a career. He’s spent his life not just enjoying the outdoors, but working to protect it.

Despite the industry and cause not always loving him back, Metcalf has continually been at the forefront of turning it into the $1.2 trillion industry we recognize today.

“If you had asked me back when I went to work for this tiny little climbing equipment company, ‘Would the outdoor industry be the kind of large, iconic corporate industry it is today?’ I would have just laughed and said you’re crazy,” Metcalf says. “I am both in awe of where the industry is, and its size and its participation, and in shock at where American politics are related to these issues.”

Despite the decades spent building Black Diamond, Metcalf understands that legacy is more than the company. Businesses come and go, and while he’s extremely proud of what he built, he believes there’s value in helping create a world that future generations can enjoy.

“His legacy is all the people’s lives he’s affected and inspired,” Luskin says.

A new kind of risk

Metcalf has spent the greater part of his life working to spread his love of the outdoors. Now, he’s taking time to enjoy it. We’re not done hearing from him when it comes to advocacy or business, but don’t be surprised if you run into him while climbing in the Dolomites or biking in the canyon.

His other primary focus right now? Family.

Metcalf is candid about the fact that all those years of work meant he didn’t spend much time with his kids, saying Black Diamond was treated as “the favorite child.” Now he’s intent on nurturing those relationships and cultivating new ones with his grandkids.

“I have a granddaughter … who I’ve gotten into climbing and river running and all sorts of outdoor stuff,” he says.

Once a mountain guy, always a mountain guy.

Bridging Utah’s workforce divide

The latest employer-provided plan making waves? Menopause care.

Menopause is a natural decline in a woman’s reproductive hormones marked by the cessation of periods. This typically happens in their 40s or 50s, with the average age in the United States being 51, according to the Mayo Clinic. Roughly 1.3 million U.S. women enter menopause each year, and around 20 percent of the workforce is in a phase of menopause transition.

As Gen Xers and millennials approach this life stage, more are advocating for greater educational resources, medical care and employer support.

Shifting expectations

Ask the average person what menopause looks like and you’ll likely hear about hot flashes and night sweats. But for Robyn Cohen, SVP of Universal Media and the founder of W Collective, a dramatic change in emotions alerted her. Trips to the doctor and some deeper research concluded she was experiencing perimenopause, the transitional phase between a woman’s reproductive years and menopause, which may start several years beforehand.

Millennials — the largest workplace demographic in the U.S. — are swiftly approaching the perimenopause phase. According to a 2023 survey and report from global fertility care platform Carrot Fertility, 80 percent of respondents cited menopause as a workplace challenge. Another company report found that millennials are more informed about menopause’s potential impact on their career and likely to ask for menopause support from their employer.

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“A lot of these women are at the peak of their careers or in leadership positions, and the money that you would lose with that person not getting support — not being as productive, or even choosing to retire early or switch jobs entirely — is going to be a higher cost to you,” says Asima Ahmad, chief medical officer and co-founder of Carrot Fertility.

One 2023 Mayo Clinic study found that 11 percent of people miss work due to menopausal symptoms, and a previous study from 2012 found one-third of women experiencing menopausal symptoms also experience depression. Carrot’s “Menopause in the Workplace” report also listed loss of concentration, criticism for perceived performance and lowered confidence due to stigma as ways menopause has interfered with work.

The intersection of work and menopause

Cohen feels she was inadequately prepared for perimenopause and menopause and how it can impact the workplace.

“Your level of energy, your level of focus — these are all diminished,” Cohen says. “Even questioning your confidence, your work style or your leadership style. You’re starting to feel more insecure.”

Managing these symptoms without support or trusted resources can negatively affect workplace satisfaction and productivity. Jeanne Falk, a board-certified OBGYN and integrative medicine physician with Intermountain Health, says this can lead to an unhealthy cycle.

“I feel like women would feel a lot more confident and supported if they knew they could balance their time between in-office and working remotely.”

Robyn Cohen

“One of the classic things you hear people talk about is horrible hot flashes and that they can’t sleep,” Falk says. “Even if we just take sleep deprivation, that sets up people for not performing well on so many levels because you feel exhausted all the time.”

Perimenopause can be an even more difficult time for women because of its unpredictability. The symptoms may come and go, making it hard to plan. A woman may feel normal for a month or two, then experience a difficult cycle with little sleep and irritability. She might start reaching for a quick energy boost through caffeine or simple carbs. These solutions don’t work long-term because they spike blood sugar and may lead to additional weight gain, Falk says, which adds to stress.

Some of the more visible symptoms can also be embarrassing, says Falk.

“Even menstrual bleeding can be crazy,” she continues. “Women can go from nothing to having sudden massive blood loss, and being in a workspace where that may or may not be at a convenient time can add additional stress.”

Cohen also believes ageism is a significant factor and a stigma to overcome. She says companies should be aware of the different “cycles” of a woman’s life and equates menopause to an “internal hormonal rollercoaster ride.”

Finding medical and workplace support

When Cohen’s doctor recommended antidepressants, Cohen was frustrated and couldn’t believe it was the only way to manage. She did a deep dive into perimenopause symptoms and treatments, eventually finding alternative options.

Access to reliable information and specialized medical care can prevent symptoms from becoming too troublesome. However, comprehensive care is tricky to come by. Only a fraction of medical residents — 31.3 percent — receive specialized menopause training and education.

After practicing for several years, Falk returned for a fellowship in integrative medicine for more in-depth training after noticing a gap in answers surrounding menopause care. Intermountain’s Park City Lifestyle Medicine & Wellness Center, where Falk practices, now offers the Menopause Wellness Package to provide a comprehensive approach to support women throughout menopause. Patients visit with an exercise physiologist and a dietician in addition to Falk, offering a holistic approach beyond medication.

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“Yes, we do talk about hormones and what may or may not be contributing to how they’re feeling. But we also really take a deep dive into the other areas going on with sleep and stress, and different areas that can be impactful in those arenas,” Falk says.

Cohen encourages employers to understand the different phases of a woman’s life and the various needs that accompany them. Caring about employee’s health, she says, is the best investment because it creates a successful environment.

“Investing in the health and wellness of your employees will naturally go much further,” Cohen says. “[Employers] should care because it’s about knowing someone feels safe and protected.”

Women report being hesitant to ask for menopause support for several reasons, including stigma, not wanting to do it alone, not being sure who to ask, or working in a male-dominated industry. When surveyed, 64 percent of women say they’d like to see menopause benefits such as an official policy, covered hormone therapy, access to health professionals and menopause awareness sessions.

Even smaller employers who may not be able to offer large medical packages have the power to create supportive environments. Examples include offering temperature-controlled rooms, personal fans or workspaces, and flexible schedules.

Cohen says employers have a chance to become “trailblazers” when it comes to menopause support and consider what a supportive work environment looks like. She says flexibility is central to supporting women in every phase of life, including menopause.

“I feel like women would feel a lot more confident and supported if they knew they could balance their time between in-office and working remotely,” Cohen says. “If you’re having one of those days where your hormones are out of whack and you need to work from home, there shouldn’t even be a question about it.”

Just as access to vision, dental and retirement plans have become the norm, Ahmad hopes that menopause benefits will someday be an expectation. Employers who embrace this movement only stand to benefit.

“This is the perfect time for employers to show how much they value their employees,” Ahmad says. “This is the time to create change and provide support for your employees for lifelong hormonal health. Show that you are being proactive and leading this initiative and this movement, and that you’re not just going to be one of the people that follow afterward.”

Toward the end of the COVID-19 pandemic, the Cedar City-Iron County Economic Development Committee approached Melynda Thorpe to help investigate a problem. Several employers reported having difficulty finding workers to fill positions and faced communication problems with existing employees.

Thorpe, the assistant VP of workforce and educational opportunity at Southern Utah University, created a survey in collaboration with two higher education partners from Utah Tech University that received responses from more than 190 employers. The findings concluded that employers were facing a significant employee deficit and skills gaps, including soft skills like communication, customer service and dependability.

Shortages and communication struggles aren’t unique to southern Utah communities — they reflect the nation’s larger labor struggle to meet hiring demands and skills requirements. To combat and get ahead of the problem, Utah organizations are pioneering new ways to build talent pipelines and equip employers, students and educators to create a strong workforce.

A talent reshuffling

In 2021, more than 47 million workers quit their jobs. Another 50 million followed suit the next year, leading to what many now call “The Great Resignation.” Three years later, industries grapple with what some have labeled “The Great Reshuffle.” Prolonged vacancies, increased time-to-hire and significant skills gaps led to a 17-year high in talent shortage in 2023, according to ManpowerGroup.

Quit rates remain high as workers shuffle from job to job, seeking work-life balance, increased compensation, strong company culture and flexibility. According to the ManpowerGroup data, rising hiring demand has pushed more employers to consider overseas hires, especially in the IT and communications services industries.

Despite creating a favorable landscape for businesses and individuals, Utah hasn’t escaped the labor shortage. With 44 available workers per 100 jobs, the state ranks as one of the most severe on the U.S. Chamber of Commerce’s Worker Shortage Index. Though labor force participation has increased since the pandemic, Utah has not recovered and has fewer workers available than pre-pandemic.

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Much of the skills gap dilemma can be attributed to rapidly evolving technology and a changing workforce. As baby boomers retire, Gen Zers taking over the workforce have different priorities. Thorpe’s research found employers were struggling to retain talent because they couldn’t figure out how to communicate with these new workers.

“They were blaming the younger generation, but the younger generation of the workforce was also blaming the employer for not being communicative, for not being responsible, for asking them to work outside of work hours,” Thorpe says.

Purdue Global research reports that baby boomers are professionally motivated by company loyalty, teamwork and duty. Gen Z prefers individuality, diversity, creativity and personalization. Gen X and millennials fall somewhere in the middle; top motivators include work-life balance, the quality of their manager and unique work experiences.

Improving communication

Thorpe’s research, combined with the growth of high-wage employers coming to southern Utah and its undertrained workforce, led to the creation of FutureReady Utah, a five-year effort to elevate the region’s workforce in prime industries: computer technology, aerospace, advanced manufacturing, healthcare, finance and tourism/hospitality.

Two economic districts and three higher education institutions — Southern Utah University, Utah Tech University and Snow College — joined forces to create job pathways and training to meet immediate and long-term demand.

The team met with the Economic Development Administration to secure funding. Officials recognized that, without intervention, southwestern Utah residents may face displacement as high-wage employers move in.

FutureReady Utah has just concluded its first full year, and initial efforts are promising. Tackling the communication gap between existing employers and employees was high on the priority list. So far, feedback has been positive.

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“The enhancement of communication has been huge,” Thorpe says. “Having plans and tools for team development, motivation and incentives — [as well as] understanding Generation Z and their expectations — always comes back in feedback as very eye-opening.”

The program goes on the road and trains business leaders in small towns and communities. Knowing that resources can be hard to come by in small towns, workshops are held all over the region and virtually broadcast to anyone interested.

“In the first year of the program, we were able to introduce the program to 1,213 businesses,” Thorpe says.

Those who complete a year’s worth of training become FutureReady-certified employers or worksites, receive a certificate from the governor’s office, and obtain preferred employer status from the Department of Workforce Services. Fourteen employers achieved this in 2024, with 54 more working toward certification.

FutureReady Utah’s program has ongoing admission, meaning employers can start anytime. Thanks to funding, it’s entirely free to employers. Thorpe says they’ve seen interest from businesses of all sizes.

“The participants are surprising us. It’s not just mom-and-pop business owners; it’s also the nonprofit organizations in these communities,” Thorpe says. “It’s manufacturers; it’s large-scale employers. It’s really a broad and diverse sample of employers recognizing that they need some help with solving their workforce needs.”

Closing the skills gap

Emerging tech solutions are rapidly evolving, making it difficult for workers to be equipped with the latest necessary skills. Generative AI has only been around for a few years but is already becoming a common requirement in job descriptions. In many areas, education hasn’t caught up to the latest technology, leaving many students unprepared. Around 74 percent of employers say they’re struggling to find skilled talent in 2025, according to ManpowerGroup.

YouScience, based in American Fork, Utah, aims to close that gap by connecting education and careers early on. YouScience CEO Edson Barton understands that filling the need for high-skill positions means preparing students earlier and connecting them with valuable career resources.

Barton explains that technology won’t reduce the number of jobs but will create jobs that require higher skills. Truck drivers, he says, may see their jobs replaced by automation. However, this means skilled mechanics, technicians and engineers are needed to facilitate and manage this change. While there might be a workforce shortage, Barton believes it’s just a matter of providing the right tools and resources.

“We’re hoping that these microcredentials can help underserved populations and communities engage with higher education in a way that maybe a traditional degree program would not be available.”

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“We have the talent to supply almost every community. They just don’t know it yet,” Barton says.

The 2024 Workforce Report from YouScience highlights a shift toward skills-based hiring. The majority of employers report additional training needed for entry-level jobs, and that traditional talent pipelines — including job boards or fairs — aren’t proving as effective.

“If they just go out and put an ad in the market, they’re going to get hundreds of applicants that aren’t very relevant to them. … It’s very hard to hire somebody when they know it’s not the right person, but they’ve got to fill the role anyway,” Barton says.

Upskilling current employees and partnering with educators to create talent pipelines may be one solution. Barton touts the value of industry and employer-led boot camps or training programs in preparing and retaining skilled workers.

Part of FutureReady Utah’s approach is offering “microcredentials.” These short-term trainings prepare individuals for entry-level roles and help them meet industry employers in the area.

SUU’s geothermal microcredential course is open to any adult in the area and introduces the learners to employers like Fervo Energy. The organization also has pipelines for cybersecurity, financial services and advanced manufacturing with similar setups. The courses are even designed collaboratively.

“They’re coming to the table and helping us build the classes,” Thorpe says. “They get to say what they need in their employees, and our faculty get to help create learning programs using adult learning theory and models to make the learning accessible and affordable.”

Getting an early start

Barton believes building strong talent pipelines should involve partnering with K-12 and post-secondary institutions. While upskilling the current workforce can fill some gaps, the problem will only persist if the education system doesn’t adapt.

“I am a huge champion of our education system … but we know that it’s still failing a lot of students. And it’s not because of the teachers. Teachers are wonderful,” Barton says. “It’s because the system is set up in a way that doesn’t provide [personalization].”

YouScience helps students discover their natural aptitudes and matches them with career and educational pathways. These aptitude tests are highly sophisticated and not the “interest” surveys many adults might remember filling out in grade school.

Aptitudes are someone’s natural abilities or inclinations, not interests. Barton likens it to your dominant hand: Writing with your dominant hand is second nature, whereas writing with your nondominant hand, though not impossible, requires more effort. YouScience’s “brain games” highlight students’ natural abilities and help them discover potential careers.

“We’re able to point people to vastly different and wide and broad careers that they’ve never heard of before or never thought possible,” Barton says. “It’s one of the most remarkable things to watch a student who has been a poor academic … see more relevancy and more purpose in their life.”

Once students are guided toward options that fit their natural aptitudes, it becomes a “natural cycle of success.” Students find classes, peers and teachers with similar aptitudes and gain the skills and confidence to succeed.

With YouScience’s Brightpath for Workforce, employers can engage with students who have the skills to fill critical roles. This helps employers create long-term pipelines and has even greater benefits for the student. Connecting with a company and knowing they are interested in you “reinforces the fact that you’re special — that you have worth,” Barton says.

He strongly believes in the effects of career-oriented classes. Graduation rates improve, post-secondary enrollment increases, diversity grows and students leave with a higher learning level.

Barton knows policies have made it difficult for employers to engage with K-12 students in the past. But with such a need for workers and a changing workforce, he believes finding an effective, systematic way to get it done is the future. A traditional job fair doesn’t hit the mark anymore — instead, having this tool that connects them efficiently is a powerful option.

“Making this connection between what a company does and what skills a student may have is critical because we can start to link those things and help a student understand, ‘I have the capabilities to help this company,’” Barton says.

Brightpath for Workforce has been so successful that YouScience doesn’t need to perform much outreach. Employers are desperate for solutions that provide innovative pipelines and align education to meet workforce needs.

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Personal involvement from employers “absolutely” makes a difference in building talent pipelines, Barton says. A personal connection early on helps students answer the question, “Why am I learning this?”

“We’ve told kids for a hundred years, ‘Go to college and you’ll have a better life,’” Barton says. “And yet it’s not working for more than half of our population.”

More intentional choices based on information can help save the workforce. Students aren’t being equipped with the skills needed for the foreseeable future. Letting students “float” without direction or clear options isn’t helpful. Instead, directing students toward options that fit their natural aptitudes will lead to a more qualified, skilled talent pool.

Early connections with companies give students a tangible goal, a face they can pair with a company. Making lasting connections through a sustainable platform like YouScience is “powerful,” Barton says.

He also says earlier career direction actually helps individuals gain confidence that will let them expand into other areas and roles, not pigeonhole them.

“If you think of all the inventions that have been made throughout all of history, it’s actually because people specialize,” Barton says.

Similarly, Thorpe believes higher education needs to make adjustments and break down barriers. The microcredentials created through FutureReady Utah are stackable and can be applied to SUU degrees.

“We know that there are barriers to higher education,” Thorpe says. “We’re hoping that these microcredentials can help underserved populations and communities engage with higher education in a way that maybe a traditional degree program would not be available.”

Since the microcredential courses began, there have been more than 5,000 enrollments, with 43 percent of learners taking more than one course. That speaks to their value, Thorpe says. The program works if it leads learners down a career path.

“Our region collaborating, talking and creating solutions after a devastating event like COVID-19 is really exciting and speaks to the resilience that we often see in Utah,” Thorpe says.

For Barton, finding long-term solutions and creating sustainable talent pipelines is critical to the country’s success.

“If we don’t allow that to happen, we will flounder as a country, our economy will be weakened, and we will not be able to meet the demands of our future,” Barton says. “If we’re able to supply our own talent, and every country can do the same thing, then our entire world economy grows in very powerful ways.”