|| Print ||
|Articles - November 2011|
|Wednesday, October 19, 2011|
Page 1 of 2
By Ben Jacklet
Chris Barhyte keeps a stack of unopened letters in his offices from would-be buyers of the family business. “I don’t even open them any more,” he says. “I’m just not interested in selling. I’d probably have to put on a suit.”
Barhyte is wearing shorts and flip-flops at the Tualatin sales office of Barhyte Specialty Foods, which he has built from a literal mom-and-pop shop into a 52-employee operation generating more than $10 million in annual sales and continuing to expand through the recession. He did so by becoming the boss of his parents, Jan and Suzie Barhyte. The Barhytes had a family recipe for mustard that they trace back to their ancestors in Germany, who first sold it in the U.S. during Revolutionary War times. They formed a company in 1982 selling mustard out of Pendleton. Their eldest son, Chris, a 43-year-old Oregon State University graduate with a degree in hotel and restaurant management, left the corporate world after stints at Disney and Taco Bell/Pepsico and put together a plan for the family business in 1995.
From the beginning the plan was to sell the product out of the Portland area while making it in Pendleton. The arrangement was meant to minimize family stress, to give Suzie creative control of the cooking while leaving her son free to handle marketing. “It keeps us out of each other’s faces,” says Barhyte. “And it keeps me focused on sales here. They don’t want me out there mucking around with production.”
They started small — real small. Production consisted of mom and pop working with a five-gallon Hobart mixer and bottling the mustard by hand. Barhyte’s budget for the first month projected $15,000 in sales; the actual number came in at $6,000. So the 28-year-old CEO loaded up the van and hit the road, pitching mustard up and down the Oregon Coast and around the High Desert, filling orders, driving around ingredients and making deliveries. Two or three times per week he would get up at 6 a.m., drive out to Pendleton and drop off deliveries on the way back home late at night. He had one customer in Hood River who got used to him showing up at 11:30 at night on his way home and leaving the package out back. The business hired its first employee in 1998: Chris’s younger brother, Mike, who runs the factory in Pendleton.
Friday, July 10, 2015
BY DAN COOK
The Affordable Care Act has triggered a rush on health care plan redesign, a process fraught with hidden costs and consequences.
Thursday, August 20, 2015
BY JOE CORTRIGHT
We get the education we deserve.
Wednesday, July 15, 2015
Oregon's roads are crumbling, and revenues from state and local gas taxes are not sufficient to pay for improvements. We asked readers if the private sector should help fund transportation maintenance and repairs. Research partner CFM Strategic Communications conducted the poll of 366 readers in February.
Wednesday, August 26, 2015
BY LINDA BAKER
A new co-working model disrupts office sharing, child care and work-life balance as we know it.
Wednesday, August 19, 2015
BY KIM MOORE
A conversation with Chris Maples, president of the Oregon Institute of Technology.
Monday, August 03, 2015
BY KIM MOORE | RESEARCH EDITOR
Pushing the extreme.
Tuesday, July 14, 2015
The Big One serves as an allegory for Portland, a city that earns plaudits for lifestyle and amenities but whose infrastructure is, literally, crumbling.
|Child care challenge|
|Is there life beyond Reed?|
|Downtime with Jill Nelson|
|Adidas produces special shoe for upcoming Timbers/Sounders match|
|Intel invests $60M in drone company|
|Congestion should be expected|
|How many devices are using Windows 10?|
|Aftermath of the Ashley Madison hack|
|Boy trips in art museum, rips $1.5M painting|
|U.S. stocks plummet|
Transforming the culture of Oregon’s educational leadership.
The Board dismissed a petition related to efforts to unionize the Northwestern University football team.
Every once in a while we receive a letter in the (fictional) mailbag that is tough to describe and quite compelling. This week, Isabel, the new HR manager at LabCo (and someone who is new to HR), wants to know whether she may fire the owner’s son for having an Oregon medical marijuana card. In passing, Isabel also makes a number of alarming admissions about her motivation. Here is Isabel’s nerve-racking question and our response to it.
Oregon Sick Leave is here, and changes to the federal white-collar worker regulations are on the way. This workshop will prepare you for both. We invite you to participate in an interactive discussion on how to start planning now for the future impact on your operations and finances.
Presented by OEN + CENTRL + YESpdx.
This Roundtable will cover numerous issues under the employer "shared responsibility" rules of the Affordable Care Act, including how to track the "full-time" status of variable-hour employees, temporary or seasonal employees, and employees who experience a change in status or a break in service. Additionally, we will provide a brief overview of Code sections 6055 and 6056, which require most mid-sized and large employers to submit their first information reports to the IRS in early 2016 regarding the health insurance coverage being offered to employees. We invite you to participate in an interactive discussion on how to prepare for the future impact of the shared responsibility rules on your operations and finances.