some have a way with words. some…not have way.

EXHIBIT: Supercharge your App’s value with Data

Many thoughts leaders, entrepreneurs, and associations start out building their community on social media. Once they’ve reached a certain level of traction, many will begin building the content and community on a third-party platform like Kajabi, WordPress, Thinkific, Circle.io, Mighty Networks, or some combination thereof. However, there comes a point where building on these platforms limits your visibility, which in turn limits your potential for growth and increased revenues. Moreover, behavioral data is often limited or altogether unavailable. The result? Without quality input (rich customer insights), the output ( a.k.a content) suffers, growth plateaus, and the experience becomes stale. Or put another way, “garbage in, garbage out” begins to diminish your community’s value.

You Can’t Manage What You Can’t Measure

The primary reasons clients build their own apps with us are control, visibility and flexibility. This lack of data visibility and robust analytics within these platforms is often a key tipping point for community owners to build their own app. However, most digital community owners/administrators are flying blind when it comes to knowing which content is resonating best, which users are most engaged, and which are getting ready to leave. Many times, they are simply relying on direct feedback provided by members. However, this isn’t always accurate nor is it scalable. This concept of “churn”—when a user or member leaves your community—is expected, but it doesn’t have to be accepted.

Let the Data Speak

A lot of talking heads in our industry advocate a minimum viable product (MVP) approach to going to market. The idea is to introduce the app with the minimum number of viable features and use that initial release to validate the product’s utility and potential in the market. The challenge with this approach is that with minimal features and lower number of users, you have no observable data to help you determine what’s actually working. 

We believe in letting the data do the talking. In our experience, successful community app development requires a meaningful baseline of both features and content to engage users and members right out of the gate. We have built several dozen community-related apps, continually defining and refining the most popular core features (again, based on the data) across industry and community type. We know what level and types of content are required for a successful launch. These apps go to market with more content and a more robust feature set than MVPs, but they give the app owner enough data points and content to start gathering user behavior information to evaluate product performance and guide the ongoing development strategy. 

A Proven Approach

Our data-driven approach to creating successful community apps is to give content curators the ability to quickly A/B test their content without having to ask a developer to make updates to the code (which gets expensive very quickly). Our experience with UI/UX tells us that content at the top left of the screen is viewed most often. Swapping out the initial content with alternate content helps determine if it’s the placement or the actual material that is driving engagement. Knowing whether it is content above the fold (visible on screen before scrolling) or simply the content itself (regardless of placement) that is driving engagement is a critical data point as you build out your content and course types.

Another part of our process is to map out user flows within the application and determining which data points to capture. This will help you visualize what the “happy path” is for every user of your app. Of course, we understand that no two users are the same and apt to find many different ways to navigate your app. However, knowing the overall flow of the user experience and gathering key data points can help you understand where you might potentially lose people. For example, how many users complete their profile? Where in the user journey do you see a drop off in engagement? Data will help you answer these questions and more.

Reading Your Digital Roadmap

Many of our clients will start to build their future product roadmap during the initial development with us. We encourage this kind of forward thinking early on in the relationship. The beauty of building rich data analytics into your app is that your users/members, by interacting with the app itself, will reveal a wealth of information and insights to help you make product decisions, as well.

We’ve noticed most of the stress around product planning is related to not knowing whether a particular feature would be valuable to users. No matter how smart you are or how big your vision might be, successful clients have learned this fundamental lesson: Users don’t always want what you think they want. Unfortunately, some learn it the hard way, by expensive trial and error.

Smart operators learn it the easy way by letting the data drive the decision. The only way to accurately gauge the importance of a potential feature to your user base is to review your data analytics. Only then can you determine if the cost to develop that feature will generate a meaningful return on investment, either by keeping members engaged or by finding new users. 

 We regularly use our time working with clients on their projects to teach them how to interpret their data, capture thoughts and ideas for future phases, rank them in terms of importance to both owner and users, budget for their development, and plan for their implementation.

Bottom line? Owning your data and leveraging your analytics is the only strategy for building a successful app, driving your product roadmap, and cultivating an engaged community for the long term. Is it any wonder social media channels and third-party platforms are so stingy with your data?

EXHIBIT: THE VALUE OF HUMILITY IN LEADERSHIP

When we think of qualities that best embody leadership, what qualities come to mind? For many, even notable leadership “gurus” like Tony Robbins, terms like confidence, focus, vision, and resilience might top the list.  Other usual suspects might include decisiveness, listening skills, and even empathy.

Given the very nature of the quality itself, it’s somehow perfectly fitting that humility is regularly omitted from these kinds of lists. Traditional business leadership precepts have historically valued the bold, the confident, the proud. And we wonder where the expression “It’s lonely at the top” comes from.

Self-centered leaders focus on personal advancement, knowing all the answers, seeking the spotlight, and taking the credit. Ask anyone who’s been a part of Colorado Thought Leaders Forum for a while, and they’ll tell you that CTLF is proof that it doesn’t have to be this way. In fact, unlike Mr. Robbins and many other so-called “experts”, we believe humility is not only important, but absolutely essential to effective leadership. Here’s why.

Unlike the traditional dynamic leader mindset, which has been thoroughly ingrained in our business schools and corporate culture for decades, humble leaders tend to value performing as a team rather than as an individual. Instead of their own achievements, they invest in people, helping others achieve more and sharing credit accordingly. We like the way Dr. Robert Hogan of Assessment Systems puts it in this insightful blog post:

“Humility in leadership does not imply the absence of ego or ambition. Rather, humble leaders are better able to channel their ambition back into the organization, rather than use it for personal gain.”

Humble leaders also freely admit they don’t have all the answers. They understand that the phrase “we’re all human” is more than a throwaway platitude. It’s an incontrovertible truth. Everyone makes mistakes. But they also understand the other side of that coin—mistakes can be turned into opportunities to learn and grow. Not surprisingly, humility in leadership often leads to better employee engagement, improved job satisfaction, and lower turnover.

While humility has historically not made the top of leadership attributes lists, we believe that’s about to change. And we’re not alone here. A recent article in Fast Company lists several great reasons why humility is a great leadership quality:

• Humble leaders don’t abuse their authority

• Constantly looking to promote others

• Model support and collaboration

• Model integrity and trust

• Supportive of their staff

• Able to admit mistakes and shortcomings

• First to take responsibility and last to take credit

SmartBrief contributing author Sabrina Horn even goes so far as to call humility a “leadership superpower.”

“Humility is a superpower in leadership. It is about knowing what you don’t know and having the curiosity, authenticity, and confidence to put that out there so that you and your team can find
the answers.”

Point to Ponder

Great leaders understand that the relationship between confidence and humility is a continuously evolving mixture of exploration and introspection. They know themselves and their limitations well, routinely esteeming others and giving credit where credit is due for the benefit of the organization.

EXHIBIT: BLOG CONTENT

CPP - Just What the Doctor Ordered for Healthcare and Research Facilities

“An ounce of prevention is worth a pound of cure.”

~ Ben Franklin

One of Mr. Franklin’s most famous quotes, this pearl of wisdom is often used in the context of health and wellness, which makes sense given his particular choice of words. However, it might surprise you to know that this advice was originally offered as a commentary on the value of preventing fires as opposed to cost of fighting them.

When it comes to ensuring wind-related resiliency in healthcare and medical research environments, this time-honored saying rings particularly true—metaphorically speaking. Diagnose and address potential hazards early in the design process or risk fighting fires later.

Clearly, anticipating problems early is a wise practice that rarely fails to yield significant value, be that in terms of immediate design and development or avoiding future (and often more costly) consequences of failing to do so. It occurs to us that architects specializing in healthcare and medical research facilities would do well to consider another well-known Greek saying attributed to the father of modern medicine:

“First, do no harm.”

~ Hippocrates

It’s a maxim applies not only to whatever the situation is at the moment, but also to any foreseeable harm that may occur in the future. Fortunately, this arena of proactively diagnosing and avoiding aero-architectural and environmental air quality issues is where CPP Wind truly excels.

CPP Wind specializes in helping healthcare architects fully understand their project’s aero-architectural dynamics early in the design process. This proactive approach adds significant value by uncovering more efficient and sustainable design options; increasing occupant health, comfort, and productivity; lowering energy costs; and reducing risk and liability. And, as in the “ounce of prevention” metaphor, we help ensure a healthy environment is maintained not only at the time of initial occupancy, but throughout the life of the building itself—without the need for more expensive retrofits and mitigation solutions.

We focus on five key factors specific to the healthcare and research facility space:

• Preventing unhealthy recirculation of odors, exhausts, and other environmental contaminants 

• Helping cladding and structural engineers leverage materials to reduce costs and increase resiliency

• Creating a more hospitable outdoor environment, with safe and comfortable amenity areas, healing gardens, entries, and walkways

• Understanding indoor air flow relative to workspaces, patient care areas, and lab facilities

• Preventing and mitigating wind-related door operability issues to ensure safe and easy ingress/egress

By engaging CPP Wind early in the design process, architects and designers can help avoid exhaust dispersion and other potential afflictions long before a ceremonial shovel breaks ground on the project.

Of course, many outstanding healthcare and research facilities were designed and constructed without the benefit of today’s modern air movement and wind modeling technology. Construction projects that did not have the advantage of inoculating themselves against these types of wind and air movement issues in the design phase frequently present with similar a symptom—odor. Whether it’s an operating room that smells like cafeteria french fries or patient rooms awash in helicopter or emergency generator fumes, the result is the same. Environmental health compromised, employee performance is affected, and patient care is put at risk.

The good news is that, just as our understanding of the complex systems that comprise the human body and scientific advancements have transformed the world of medicine, so, too, have advancements in aero-architectural dynamics benefited the built environment. The expert consultants at CPP Wind are among the best in the world at diagnosing and treating the environmental ailments that can compromise quality of care, negatively impact costs, and prevent people from operating at their best.

To learn more about how CPP Wind can deliver significant long-term value to your healthcare or medical research project or existing facility, contact us today to speak with one of our wind engineering experts.

EXHIBIT: BIOGRAPHY

When one meets John for the first time, two things become readily apparent. First, he has a genuine passion for all things finance. Second, this is a guy you want on your team.  

A self-described “born competitor,” John has a way of being that exudes competence and instills clients with great peace of mind—like an elite athlete who makes even the most challenging activities look easy. That peace of mind not only stems from knowing John is on top of global money trends and developments, but understanding how those factors affect their portfolio.

Born and raised on the east coast, John’s work ethic and gift for making money manifested early, holding several childhood jobs shoveling snow in the winters and bagging clams and mussels in the summers to make a buck. In college, he applied that same drive to athletics, lettering 11 times in three different sports. “It’s just who I am,” he says. “There’s never been a time when I’ve not had a competitive mindset.”

John applies this life-long pursuit of excellence to helping clients navigate the complexities of financial planning and investing. As Senior Vice President of Investments and Senior PIM Portfolio Manager, his primary responsibility is building smart, effective portfolios for clients as well as the daily monitoring and analyzing of global market conditions for potential investment strategies. And when the name of the game is making money for clients, he considers himself a “go-to” player.

“I love everything about helping people make more money and the freedom and peace of mind that comes with it,” John is fond of saying. “From creating a comprehensive game plan to help clients get from point A to point B and coaching them on financial disciplines to executing strategies and celebrating their wins, there’s no getting around it...I love this game!”

Of course, by “game” he means pouring himself into a career that helps people pursue their dreams with the confidence that comes from having planned, invested, and managed their finances well. Serving as his clients’ “chief investment officer” is a responsibility he takes very seriously, conducting a comprehensive financial review that includes investments, savings, assets, liabilities, taxes, and even debt considerations.

With a bachelor’s degree in economics from Trinity College in Hartford, CT and a Certified Investment Manager Analyst® (CIMA®) designation, John has advanced knowledge of investment consulting and portfolio construction. His knack for analysis, divining financial insights, and helping clients understand how to apply them is well known.

“I enjoy educating clients about how to make smart decisions about their money,” he says. “Clients take comfort in hearing my perspectives on money which may be different from those conveyed in the media.”

An avid skier, cyclist, and mountain biker with a soft spot for entertaining and cooking, John, along with his wife Karin and daughter Abigail, reside in Denver. When they’re not spending time in the kitchen with family or barbecuing with friends, they can typically be found enjoying the Colorado mountains—either on the slopes or on two wheels. “Having grown up in Connecticut, I was amazed at the geography and especially the skiing. Colorado crushes New England in terms of skiing. I was blown away at the difference.”

EXHIBIT: BRAND NARRATIVE

Ever since Chris and Stephanie founded the company in 2006, Perfect Temp has been helping people just like you secure their comfort, save money, and do their part for the environment by improving efficiency and reducing energy costs.

When it comes to your comfort, no job is too challenging. In fact, solving unique heating and cooling problems is what we do best. Whether the answer lies with an advanced geothermal solution or a conventional high-efficiency system, you can trust the experts at Perfect Temp to recommend, install, and service a comfort option that’s just right for you.

Making people comfortable is more than what we do—it’s who we are. We’re big on knowing our neighbors, firm handshakes, and being personable as well as professional. It’s a way of being that inspires confidence and puts people at ease. You see, all business is people business and we believe investing in relationships is at the heart of every great company. We understand your situation is unique, which is why every solution we recommend starts with a thoughtful, unhurried conversation. Listening well is just one of the time-tested principles that have guided our success for over 15 years.

We believe every home should be comfortable and self-sufficient while contributing to a more sustainable global environment. When you’re ready to explore your energy efficiency options, we invite you to give us a call. We know our stuff, and we’re here to help. No salesmanship, just sound advice and high-efficiency solutions from down-to-earth experts you can trust.

That’s the PerfectTemp way.

Exhibit: NEBRASKA TOURISM brand narrative

There is a place in America with room to roam and space to spare.
It’s a place to explore, a place to lose yourself.
Nebraska is what America was and too little of it still is.
We’re still as free and accepting and willing to share as those who first lived on this land.
We’re living history and vast horizons.
The Great Plains adventure.
You don’t need to stand in line and you can come as you are.
The invitation is simple and sincere.
Come discover a place where people are real and spaces are open.
The experience can be summarized in one word.

Genuine.

Exhibit: ABOUT US

We believe in love at first sight. First impressions are everything, and no one helps buyers fall in love with their next home like Staging Denver. 

For over 20 years, realtors and sellers alike have trusted Staging Denver to transform mere houses into amazing, inviting spaces that feel like home the moment you walk in. We are the ultimate real estate matchmakers, experts at creating perfectly staged houses that sweep buyers off their feet.

As Denver’s preeminent professional staging and design company, we have been staging Denver and surrounding communities since 1997—long before HGTV began teaching viewers what “staging” even means. From our extensive collection of furnishings and fine appointments to our matchless attention to detail, count on Staging Denver to help you create spaces that change people’s lives. 

A well-staged house helps prospective buyers see beyond the structure itself to something positively compelling—a vision of their new home, filled with joy and memories waiting to be made. Staging also tends to address many questions in the minds of buyers, providing them the confidence to write an offer before their opportunity slips away. Moreover, a quick sale saves sellers the considerable expense and stress associated with potentially carrying two mortgages. Buyers and sellers can both move on to the next chapter in their story.

With a large warehouse and direct access to top-quality, brand-name furniture and accessories, we can quickly and efficiently stage houses in traditional, transitional, or contemporary styles. Our expert design team and professional moving partners are fully insured, affording you tremendous peace of mind knowing valuable assets are protected.

So, whether you are a home builder, a realtor, or a private seller, real estate stories end more happily ever after with Staging Denver at your service.

What’s not to love?

exhibit: OUR STORY

Drive Train Industries began in Denver in 1945 when John Burke decided to go into business with his friend Elder Rosegrin to create a brake company called Brake & Clutch. John had no money, but he did have a great deal of brake knowledge and experience. Elder had “mustering out” money from his military service, which John convinced him to invest into starting the business.

The fledgling company mostly serviced fleets and individual customers from their location on Market Street in lower downtown Denver. John worked tirelessly to grow the business and to provide for his eight children. As the company continued to grow, John and John’s sons began to bring additional parts and service components to the business, resulting in the need to expand their facilities to a second property across the way on Market Street. Eventually, Brake & Clutch expanded its product and service offerings to include driveline, gears, transmission, and joints. After nine years, and with Elder’s health failing from injuries sustained in World War II, John bought him out of the business.

By 1974, Brake & Clutch was bursting at the seams. It was time to look for more space and a new location. On Thanksgiving Day, the company consolidated all of its operations and moved into the former John Deere building north of downtown on Brighton Boulevard. In 1979, they expanded again, taking over and connecting the Caterpillar building next door. At that time, the decision was made to rename the company to better reflect its products and services. Drive Train Industries was born.

As Drive Train Industries continued to thrive, the desire to remain close to customers led to the addition of several locations around the Rocky Mountain region. In the 1970s, the company opened locations in Grand Junction, Colorado; Casper, Wyoming; and Albuquerque, New Mexico, followed by a Colorado Springs facility in 1986 and a Fort Collins location in 1991.

Business was booming and Drive Train Industries continued to expand to keep pace. The company opened its first full-service truck shop in 1995. In 2005, the company opened a location in Gillette, Wyoming, followed by continued growth into Rock Springs, Wyoming, and Greeley, Colorado, in 2007.

While the location footprint grew, the expansion to the adjacent Caterpillar building in 1979 included a machine shop allowing the company to add repair and refurbishing to its service offerings. The Brighton Boulevard location served the company well until it, too, became too small to accommodate customer demand. In 2009, an opportunity presented itself to acquire a 98,000-square-foot building on Joliet Street in north Denver—a facility that allowed the company to consolidate all of its Denver operations under one roof. It continues to serve as the main store and operational headquarters to this day.

As the business continued to grow, company leadership made sure that the people who are responsible for that success—the employees—are rewarded by implementing an employee stock ownership plan. In 2004, Drive Train Industries became a 100% employee-owned company.

Today, Drive Train Industries is one of the foremost companies of its kind serving the heavy-duty transportation industry. Our reputation for having the parts and services you need, when you need them, from people you know and trust, is practically legendary. It’s not only what we do that sets Drive Train Industries apart, it’s how we do it. An unwavering dedication to customers, to our craft, and to each other. We call it Bench Strength™.

We look forward to getting to know you personally and to having you experience the difference Bench Strength™ can make in your own business. 

exhibit: CONTENT

Guide to It Strategy — The Road Best Traveled

Strategy is at the core of everything we do. We like to say, “It’s the why behind the what.” By challenging ourselves to explore the drivers and rationale behind every decision, it helps us know that we are solving for the right problems.

Without understanding your business goals, it’s impossible to align your IT strategy to support them.

With a thoughtful strategy in place, nearly every other aspect of IT becomes easier. Securing resources, soliciting buy-in, aligning the team (from executives to end users), implementing just-in-time delivery, staying within budget and evaluating overall success are all simplified when they happen within a strategic framework.

The bottom line? A strategic roadmap ensures your technology is doing what the business needs it to do. Here are five tips for developing an effective IT strategy.

1.     50% of the solution is clearly defining the problem.

There’s an old saying, “If you don’t know where you’re going, any road will take you there.” Sadly, this is all too often the case for many businesses. Without clearly stated issues to resolve, it’s easy to lose your way despite your best intentions.

Failing to correctly identify the issues can result in implementing unneeded, unadopted, or unused tools—expensive lessons in “IT regret” that can easily be avoided by defining the problem up front. Asking yourself these two simple questions will save you a lot of time, money, and frustration:

• What business goals are driving the IT requests?

• What is preventing the company from reaching those goals?

2.     Know your business and know it well.

As the person responsible for the technology that supports your company’s business initiatives, you should have a clear picture of what those are. Do you know your company’s business goals and the motivations behind them? Financial performance is obvious, but what about less overt goals like creating a competitive advantage or developing your reputation as a great place to work? Does IT have a seat at the strategy table? If not, can you ask for one? A good place to start might simply be going to lunch with your C-suite executives and asking good questions.

3.     Have a technology steering committee.

Committees sometimes get a bad rap. But the truth is, if you don’t have one, you are operating in the dark. Leading a steering committee not only ensures that your stakeholders’ unique IT needs are heard and understood but that you have a voice as a partner in the organization’s success—not as an order taker. IT budgets are no longer given to you without your input. Instead, priorities are defined and resources are jointly determined with end users and key leaders from other departments. This results in shared accountability for decisions and removes the individual blame sometimes associated with difficult or unpopular choices.

4.     Adopt an OpEx vs. CapEx mindset.

The industry is rapidly moving away from three-year enterprise agreements to more of a pay-as-you-go model. With IT represented at the budgeting table, you are able to help delineate technology investments as operational expenses instead of capital expenses to reflect this trend. Actively managing and controlling your resources helps ensure your IT budget is viewed as a strategic investment in business strategy, not a long-term cost center.

5.     Define your IT value statement.

Think you don’t need to advocate for your department, your budget, and your team? Think again. Marketing, sales, and operational teams often celebrate when goals are met and success is achieved. But what about IT? Does your company regard you as a strategic partner solving business problems alongside other departments or simply as overhead and infrastructure? Are technology successes acknowledged and celebrated? If not, maybe it’s because you haven’t clearly defined your value, measured your impact, and articulated your successes across the organization. Take time to really process the impact IT has on your business and share that thinking with your stakeholders.

Let us help you align your IT to best support your business objectives.

exhibit: BioGRAPHY

Whether she is representing the brand, initiating relationships with clients and prospects or directly managing projects, Michelle makes a great first impression. Her commitment to ensuring our team communicates well, executes at a high level, and delivers timely results makes her invaluable to our clients.

In her role as Vice President of Sales and Marketing, Michelle and her team are responsible for developing and managing the company’s brand to drive awareness and achieve growth goals. She also creates and executes internal and external communications, marketing campaigns, and client appreciation events. She is always looking for opportunities to engage in the global conversation around IT by contributing thought leadership content, opinion pieces, and company perspectives.

As a primary driver of new business for the firm, Michelle is also the ideal project manager to help new clients transition into a great relationship with their technical team—ensuring that expectations, scope of work, and interpersonal dynamics are all in alignment. Her aim with every client is two-fold: solve their problem and make sure they love working with us.

Originally from Ohio, Michelle moved to Denver in 2000 to take advantage of the active Colorado lifestyle and all of its cultural and outdoor opportunities. She and her husband have two teenage daughters and a rescued yellow lab aptly named “Encore.” She enjoys volunteering her time to organizations like Project Cure, South Metro Chamber of Commerce, and Tobacco-Free Colorado. She is also an active member of the Arapahoe High School Booster Club.

When Michelle isn’t building the brand or cultivating business relationships, you can often find her hiking, snowshoeing, four-wheeling, or camping in the mountains. And if you don’t find her doing those things, she is likely traveling the world, experiencing new cultures, and expanding her global perspective.

exhibit: bioGRAPHY

Eric leads a Spartan existence. But not in the traditional sense of living a minimalist lifestyle marked by discipline and self-denial. Rather, the fifth generation Coloradan and board-certified acupuncturist embraces a life characterized by training, endurance, overcoming obstacles, and a goodly portion of mud…at least on the weekends. Eric is a Spartan racer.

“You’ve heard of something called ‘Tough Mudder’? It’s kind of like that…only tougher.”

Essentially, Spartan racing is a rigorous obstacle course race of varying levels of difficulty ranging from the deceptively named “Sprint” (3- to 5-mile course with 20 to 23 obstacles) to the seemingly upbeat “Super” (8 to 10 miles with 24 to 29 obstacles), culminating in the more accurate and aptly named “Beast” (12 to 14 miles with 30 to 35 obstacles). Obstacles include things like wall climbs, ropes courses, monkey bars, mud pits, fire walls, toting buckets of gravel, and many other challenging activities. Failing an obstacle results in having to perform a set of burpees before attempting to complete the obstacle again. After 30 burpees, you can run off to the next obstacle.

“Spartan racing is both mentally challenging and very physically demanding,” says Eric. “Like five miles of a mini ‘American Ninja Warrior’ with more mud and a lot more running. I really enjoy the 30-foot rope climbs and the multi-rig, which is kind of like monkey bars but with rings and ropes added to the mix. The running is my least favorite part. Honestly, I would just as soon be carried from obstacle to obstacle. But running with friends and newfound friends makes it tolerable. You definitely get sore. Of course, as an acupuncturist, I have an advantage in that I can treat a lot of those aches and pains myself,” he says with a smile, “which is nice.”

Eric knows a thing or two about relieving the kinds of aches and pains that an active outdoor lifestyle can produce. He offers specialized acupuncture services to relieve a variety of maladies, including hypertension, musculoskeletal issues, neurological conditions, menopausal issues, migraines, and many more.

“I mostly see older patients because they tend to have the most aches and pains,” he says. “I provide services for all ages, but I really like helping kids. I think that’s due in part to the fact that I am a big kid.”

When he’s not practicing the pain-relieving power of the pin, Eric enjoys a wide range of indoor and outdoor activities. Like, a really wide range. “Let’s see,” he says, quickly mulling the list over in his head. “Camping, rock climbing, bow hunting, bird hunting, martial arts, lacrosse, football, aviation, astronomy, kayaking with my wife, and working on vehicles. Oh, and ice fishing and snowshoeing in the winter.”

Eric says it’s easy to have a lot of interests in a community like this one. “I like that everything is so accessible and easy to get to,” he explains. “It’s nice to be able to be on a trail or in the mountains literally in 20 minutes.”

When he’s not making the rest of us look positively sloth-like, Eric enjoys other less rigorous activities like spending time in Moab with his wife or traveling to Washington to see their granddaughter. The couple also likes to partake of the area’s excellent restaurants or check out a food truck rally or two. “I’m a big foodie,” he remarks. “I love going to the rallies at the city park in the summer. I worked at a catering company in high school, so I have a great appreciation of the food truck scene.”

Considering Eric’s many interests and aptitudes, one has to wonder if there is anything left on his bucket list. “That’s a good question,” he ponders. “Right now, I’m focused on participating in my first ‘Beast’ in August, which will complete the trifecta (all three races in one year). Beyond that, I haven’t really given it much thought. I guess one thing I’ve always had an appreciation for is hand-crafted whiskeys and other distilled spirits. Who knows? Maybe someday I could create my own reward for a race well run—the prize at the end of the Spartan rainbow.