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Oregon District Office
601 SW Second Avenue Suite 950
Portland, OR 97204
United States
Phone: 503-326-2682
Fax: 503-326-2808
Hours of Operation:
Monday through Friday from 8:00 AM to 4:30 PM

Care-O-Sell Still Going Around

Chris Kodama had been a secretary for 25 years when the arrival of a new granddaughter led her to drive to Boise with her husband from their Ontario, OR, home to look for baby clothes. They found a nice resale clothing store in Idaho. “When my husband saw the store,” Chris recalls, “he asked, ‘why aren’t we doing that?’”  Why not, indeed?  In September of 2000, Chris quit her secretarial job and launched her new life as an entrepreneur.

Care-O-Sell, Kodama’s store, is a “first-class children’s and maternity resale store.”  “I had been in stores like this before,” Chris says, “but I knew I could do it better.”  And, Chris says, the move meant something important:  “No more memos!” Care-O-Sell carries anything related to children including clothing, toys and equipment.  Running a children’s clothing store is anything but child’s play.  Chris devoured magazines and books about the retail clothing business and set about creating a business plan that would work for her family.

From the start, Chris relied heavily on the support she found at Treasure Valley Community College’s Small Business Development Center.  Through her firsthand experience with the SBDC’s staff and the services it provides, she has become a true believer, even going so far as to write to legislators in Salem urging their support for Oregon’s SBDC’s.  “They’re awesome,” Chris says of the SBDC staff who has worked with Care-O-Sell.  “They were there when I needed them.  They helped me develop a business plan.  They were available for counseling.”  Chris says Debi DeBord of the SBDC actually went on trips with her, scouting potential locations when it came time to secure a building for the store.  “I can’t imagine trying to do this on the phone,” Chris says of her relationship with her local SBDC.  “If I had to call Salem or Western Oregon, I think I would have lost it.  I don’t think I would have accomplished what I have.  Who would have helped me pick out a name for the store?  Who would help me find a spot?  Who will pull ‘all-nighters’ with me in preparing the business plan?  I just am really; really grateful for having them so close by.”

Fast forward three and half years to July 2004 and Care-O-Sell is not only still in business but has doubled in sales and revenues and added a one-fourth FTE to the workforce.  She started with herself as full time and her daughter, Codi as half-time. Chris is still full-time but now has a three-quarter time assistant (she has even found time to escape on short-term fishing trips with her husband).  Her five year old granddaughter has been at the store since the doors opened and is the “official greeter.” Jasmine’s pay is to try out all the toys and playthings that come into the store on a daily basis besides being the best-dressed kid in town.  (One would never know the clothing is used).

So how is it that revenues have doubled in a down economy from $40,000 to $80,000?  Chris provides exemplary customer service and prides herself in greeting at least 80 percent of her customers by name, not a small feat when she has at least one new customer per day shopping at her store.  A bulletin board in the back is packed with pictures of new babies and growing children.  A section of her store is devoted to the kids’ play area complete with a walled in play area and TV/VCR to allow Mom and Grandma to shop at their leisure.

Chris’ involvement in the community does not stop with the store.  As a certified Child Safety Seat Technician, she actively participates with training at the local hospital where she instructs new parents on the safety standards of new car seats and their proper use.  She then offers assistance in making sure the car seats have been installed correctly into the vehicles. 

Recycling clothing and other items from Care-O-Sell means helping the local Domestic Violence Association.  Chris makes sure that the items not used by her store are donated to the Unique Boutique, a resale store operating on donations.  The profits are then donated to the victims of domestic violence.  The two stores complement each other and act as a referral source for one another also.

Since her doors opened in late 2000, Chris has realized the importance of mentoring relationships especially important for sole proprietors.  For the past three years, five women business owners, all of whom began their businesses in 2000, to include SBDC counselor Debi DeBord, meet on a bi-weekly basis.  Not only do they meet to strategize but they use each other’s services, to include an embroidery company for company logo clothing; an interior designer with whom they consult on the design of their work areas, and a massage therapist to help them to cope with the day-to-day stresses of being in business. This group helps Chris to brainstorm marketing ideas, employee challenges, new network marketing strategies, and offers overall camaraderie. 

Chris recalls the struggles of starting up a business and going through the growing pains.  As such, she is a great supporter of new businesses and has devoted an area of her business to consignment of items from new ventures.  Through mentoring and networking, she displays the wares of a candle store that has recently opened, a photographer just launching her business, and soaps and lotions from yet another entrepreneur.  The SBDC always knows we can count on Chris to send new ventures to her place of business to consult with her from a businesswoman’s perspective. Chris in turn has supported the SBDC in terms of writing letters to our legislators substantiating the immeasurable value the SBDC’s offer to businesses. 

According to Chris, she has the “best job in the world.”  She loves her customers and how supportive they have been since she opened her doors.  She loves her family and how supportive THEY have been and she extends her appreciation to the SBDC for their continued business advisory and support.  This has been a business the Treasure Valley Community College SBDC has been proud to support and help to guide for the past three and a half years.


Portland Business Owner Names SBA's Oregon Small Business Person of the Year

Paresh Patel, President, Courtesy Vending, LLC, has been named as the U.S. Small Business Administration’s (SBA’s) Oregon Small Business Person of the Year. Courtesy Vending, LLC a 13-yr old business founded by Patel at age 17 in 1992 with one pop machine, has grown to become the largest independent snack and drink machine vending operator in Portland.

From very humble beginnings in a very competitive industry, the company posted sales of $1.6 million in 2003 and projects sales of $2.5 million in 2004, operating over 1000 vending machines, employing 17 full time route drivers, warehouse personnel, operations and administrative staff. Patel’s passion for knowledge and his drive to succeed have been evident from an early age. Patel gained his business experience at age 12 with the remodeling of his family owned motel; he led the renovation and created systems that continue to provide efficiency for the business today. Through his teenage years, he managed the financial aspects of the family business to successfully create profitability and stability for his family.

Patel has employed a very sensible and methodic approach to growing his vending business to reach the success the company enjoys today, and continues to do so. Like many self-made small business owners, he, his wife and his daughter live a relatively frugal and conservative lifestyle in order to devote resources to the growth of the business. In 2000, he used a $200,000 SBA 7a loan from Wells Fargo for a significant equipment investment, tripling his capacity and revenue thereafter.

In 2003, his company won an important coup by being awarded the vending machine contract for the City of Portland Public School District. Early in 2004, Patel again made significant expansion strides with the acquisition of a competitor's equipment and routes, almost doubling his capacity and revenue potential. This has led to the need for a larger distribution warehouse/corporate headquarters building in the Portland Airport area. Groundbreaking for this facility took place in December 2004, with the project being financed with a Wells Fargo/SBA 504 loan and with support from the Portland Development Commission.

Based on Patel’s strategic vision and leadership, Courtesy Vending, LLC is well known in the industry as a leader in technology and innovation. Courtesy Vending, LLC uses handheld computers and electronic locks as well as the leading industry software to stay on the cutting edge. Success has brought many benefits, but with no time to rest. His story is even more unique in that, during this same period of Courtesy Vending, LLC's growth, Patel provided on-going administrative and operational support to his father, who suffered a 1996 accident that left him quadriplegic, in helping to run the family's modest motel business.

In what spare time exists beyond those commitments, Mr. Patel provides numerous hours of service as Chairman of the Board of Directors of Pacific Northwest Federal Credit Union, as well as supporting and serving on committees to further the goals and objectives of the Indian Cultural Community in Portland. Add to that his commitment to education; he earned an undergraduate degree and an MBA while initiating the business. Now at age 30, Mr. Patel is nearing the completion of his Ph.D in Business Administration with an emphasis in E-­Business from Capella University.


Pacific Tech Construction, Inc. Winner of SBA’s 2005 Regional and Portland District Minority Enterprise Development Awards

Picture of Joe Lane, President of Pacific Tech ConstructionIt’s a pretty good bet that Kelso natives Cal Miller and Joe Lane would have been successful businessmen out on their own. But put them together, and you have a partnership that’s turned Pacific Tech Construction from a regional commercial contracting business into a national building services company.

Theirs is an example of a business partnership that works, says Don Jones, president and CEO of Twin City Bank. Miller and Lane share a similar work ethic that gets the job done, says Jones, who knows Pacific Tech Construction well. They share the same vision and goals, and they are innovative businessmen who take good care of their employees, Jones says.
"I think it’s trust," Jones says of the duo’s secret to the success. "I think it’s a belief in the other’s ability and a desire to have a good company."
Last month, Miller and Lane marked their 10th anniversary as owners of Pacific Tech Construction in Longview. A flourishing business built on aggressiveness and the ability to find the night niche in a competitive industry, the company has been nominated by the Small Business Administration’s Portland District Office for a national award recognizing its business leadership.
The pair, 1987 graduates of Kelso High School, have known each other since the third grade. The 36-year-olds lived next door to one another until recently.
They contrast each other nicely, Miller says. He’s the numbers guy, overseeing operations, while Lane is the people person, concentrating on business development and marketing and doing much of the traveling.
The boyhood pals were fresh out of college and working for local companies when they started talking about opening a business together. They started Pacific Tech Construction in the garage of Lane’s former mother- in-law. The garage is the size of their conference room today, Lane recalls. But the company grew quickly. They were hiring employees within a couple of months. They soon moved to a building in Kelso and later to their current location on Industrial Way, where they’ve been since 1998.
Pacific Tech Construction was built on two divisions, general contracting and roofing. They’ve seen their success fluctuate over the years with the Longview economy. For the first three or four years, the company grew at a rate of 50 percent a year. However, the middle years were hard as the local economy saw a downturn. "But we recovered and buckled down," Miller says. "What we learned from that was invaluable," Lane adds. "We are now selective about who we do work for." Today, Pacific Tech Construction is enjoying a steady period of growth, once again growing at about 50 percent a year. The last two years especially have seen significant growth, Lane adds. "They have faced adversity with the economy," Jones says. "But they’ve managed through good business practices to weather that and come out on top."
Pacific Tech Construction also has offices in Honolulu, Lady Lake, Fla., and Mesa, Ariz. The company employs about 100 people, 80 percent of who are from this area.
About 75 percent of Pacific Tech's work comes from the federal government. The U. S. Navy is the company’s biggest customer.
When asked why they are successful, Miller and Lane point to their management team and employees. It’s a tight, cohesive group, Lane says.If they stepped away from their business, it would run itself, Miller says. "If we wanted to, we could walk out right now, our people are that good," he says. "It’s people probably more than anything," agrees Lee Sykes, a project manager and also a Kelso native. "And two very aggressive owners." With the company seven years, Sykes says Pacific Tech Construction has managed to be diverse while still carving out a niche in the construction industry. Being aggressive in seeking our work has been a key , he says.
"It’s a great place to work and we could use some more people," he says. "We are definitely on the upward trend of all companies and we hope to stay that way."
Jones adds that the company approaches each job with the same attitude. "They have that hometown feeling that every job is important and it seems to pass down through the ranks," he says.
Miller jokes that if the job is hard, his company will take it on. "We just focus on the hard ones -- the nastier the better," he says. "That’s our specialty."
One of those nasty projects was when the company was hired to rebuild the structure housing Boise Cascade’s H-4 paper machine in St. Helens, a $2.5 million, 3-year project. It was a tough job, to say the least. Crews, wearing ice vests to keep them cool in the stifling hot, humid building, worked on a rolling scaffold that was built over the running paper machine. No one was injured and the machine was never shut down once while the crew worked.
It's a tough business, where you have to prove yourself every day, Sally Spalding, purchasing agent with Boise Cascade, says of Pacific Tech Construction. But the Longview company has done just that, Spalding says.
When Boise Cascade hires a contractor, the company has three priorities: safety, cost control and staying on schedule, Spalding says. Pacific Tech Construction excels in all those areas, she says. "They are an excellent contractor and that’s why we’ve been doing business with them for so many years," Spalding says.
While Pacific Tech Construction has work for numerous local businesses, most of its work now takes employees out of the area. So why stay in the Lower Columbia? It’s simple, say Miller and Lane. This is home to them and the majority of their employees. "We are committed to this area. We grew up here and we are proud to be here," Lane says. "I am concerned about this community and what’s going to happen here." The men are heavily involved in their community. Lane serves on several boards, including the Cowlitz Economic Development Council and Twin City Bank. And Miller is involved in youth sports. The company sponsors at least 20 youth sports teams.
Plus, you can’t get better employees than those from this area, the men say.
"We have a great labor pool to draw from up here," Miller says. "Trust us. We work all over the country. The labor pool here is a lot deeper."
Miller and Lane admit they are a bit taken aback by their success. The company has exceeded any expectations he had 10 years ago, Miller says.
"I never thought we’d be this size, honestly," Lane says.
The businessmen want to keep their company small for at least another five years to take advantage of their existing market under federal guidelines. After that, they’re game for anything.
"We believe if an opportunity comes along, we hop along for the ride," Miller says.

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