|| Print ||
|Articles - July 2011|
|Wednesday, June 22, 2011|
Page 3 of 8The spirit of invention, as applied to video software, gliders and beer
Coffey moved to Bend 11 years ago and fell in love with the fly-fishing and the community feel. After his job fell through, he decided to try something entrepreneurial. He’s 37 years old, and StreamIt is his fifth company. He’s hoping to grow it to 50 employees by the end of 2012. “With my other companies the goal was to sell them,” he says. “This time we’re going to build it here in Bend.”
The goal of StreamIt is to help people and institutions distribute videos online and get paid for them. There is a huge market for training and educational business videos, and for the most part they are still sold as DVDs. “DVDs are dying,” he says. “Why in the world would I manufacture a DVD? I get global distribution immediately online. And I get analytics.”
In Coffey’s view, small technology companies like his are the obvious sweet spot for Bend. “We’ve done light manufacturing,” he says. “Light manufacturing killed us. It’s time to get serious about taking risks on startups.”
Coffey didn’t think he was taking a personal risk when he bought a home in 2006. Today he is $250,000 under water. He’s not happy about it, but he points out that in many ways Bend’s crash has been good for entrepreneurs. Rent is cheap and the pool of people hungry for work is large. He can pay his software developers $60,000 to $80,000 as compared to the $100,000 to $120,000 they would earn in the Bay Area. He just has to convince them to live in Bend and kayak instead of sitting in California traffic.
Bend may be a community of choice for Coffey and his fellow serial entrepreneurs, but it is also a town with strong blue-collar roots. You see that when you drive east from the shops and restaurants of the Old Mill District over to the city’s more modest east side of older neighborhoods, box stores and industrial parks. Coffey is correct about the travails of light manufacturing in Bend, but at the same time it is difficult and a little sad to imagine a Bend where workers don’t build things for the physical world, like airplanes.
Out at the airport, it takes me a while to figure out where Windward Performance is located. I finally locate some workers in grimy clothes, building things by hand in a noisy hangar. They direct me to general manager Tim Gorbold. He tells me he joined the company two years ago; since then it’s grown from six people to 24. Among the recent hires are a 19-year-old woman, an 88-year-old machinist and recent graduates from Lehigh and Purdue universities. Asked what is enabling the company to expand, Gorbold says, “Greg is a brilliant aerodynamicist.”
Windward’s owner, Greg Cole, came to Bend in 1995 to work with Lanceair. Cole also served as chief engineer for Columbia Aircraft, which built highly regarded planes in Bend but ran into cash-flow problems and was bought out of bankruptcy by Cessna. Cessna told Oregon Business it had no plans to leave Bend a year before doing exactly that, shifting jobs to Mexico. Another major employer, Epic Aircraft, was sold out of bankruptcy in 2010 and is struggling to revive operations.
When Cole talks about the lost jobs at the airport he grits his teeth and shakes his head. Then he moves to show me what he’s working on in his seven-hangar operation: a glider designed to soar to a record-breaking 90,000 feet (close to completion), an electric plane with a tilt-wing design to combine the lift of a helicopter with the thrust of a small plane (concept stage), aerodynamic wind turbines that produce more electricity by bouncing around like beach kites, a super-bad glider capable of withstanding 10Gs — more torque than what fighter pilots absorb.
“We can’t be crude,” Cole says. “We have to be exceedingly elegant, exceedingly low-drag, exceedingly light and strong.”
The Windward operation does not resemble a factory production line so much as a sprawling innovation lab. Employees are making carbon fiber molds by hand. Cole walks through the facility briskly, riffing on lift-to-drag ratios, pressurized breathing machines, space exploration and the challenge of finding a fuel source anywhere near as efficient as petroleum. It is exhausting and delightful to try to keep pace with his ideas.
Outside of the hangars in the midday light, Cole gestures to the nearby building that Cessna abandoned. “I worked in that building when it first opened,” he says. “I’d like to get back in there, building airplanes.”
The company will need to grow for that to happen, and it is. Windward and Cole are getting a lot of publicity for their Perlan glider, and their other projects offer tantalizing glimpses of the future. “We’d like to be a 120-person company,” says Cole. “We’re headed in that direction.”
|OHSU researchers work on AIDS vaccine|
|Lean in? Not Sabrina Parsons.|
|Oregon agriculture - not just a commodity|
|The cable guy|
|Outside the box|
|Federal Reserve could ease stimulus sooner rather than later|
|Measles cases rise in U.S.|
|World mourns Nelson Mandela|
|Supreme Court to decide patent fracas between Google and Microsoft|
|20,000 apply for 400 jobs at Ikea in Spain|
|Twitter names first female board member|
|U.S. fast food workers strike|
Produced by the Oregon Business marketing department
When the Portland-based manufacturing company Glass Alchemy, Ltd. was first nominated for an Oregon State University Austin Family Business Excellence in Family Business award in 2004, husband-and-wife team Henry Grimmett and Susan Webb-Grimmett, were honored and optimistic about their chances of winning.
Some employers have embraced the use of employment arbitration agreements as a way to manage and mitigate the rising costs, risks and liabilities associated with employment-related claims. Historically, employment arbitration agreements require employees to present employment-related claims, such as employment discrimination, wrongful discharge, harassment, or claims for wages or compensation to an arbitrator, in lieu of proceeding to court.
Produced by the Oregon Business marketing department
Boly:Welch was founded in 1986 based on a close connection between Diane Boly and Pat Welch. The two had worked together at another recruitment firm and shared certain core values: passion for their work, a sense of humor, a commitment to their community and a desire to create a healthy, nurturing work environment.
The Oregon New Lawyers Division of the Oregon State Bar recognized two of Barran Liebman’s own at their Annual Meeting and Social on November 1.
Barran Liebman LLP is proud to announce that Iris Tilley has been named a partner with the firm. Iris has been with Barran Liebman since 2009 and is a member of the Employee Benefits practice group. She advises employers in all aspects of employee benefits, including ERISA, COBRA, HIPAA, retirement plans, compensation agreements, and health care reform.
Dunn Carney will host its annual Ag Summit on Jan. 10, 2014 at the Holiday Inn in Wilsonville, OR. We are very pleased to welcome Dr. Sherri Noxel, Director of the Austin Family Business Program at Oregon State University College of Business as our Keynote speaker.