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|Articles - May 2011|
|Wednesday, April 20, 2011|
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As Lew Danielson read a worn, creased piece of yellow ruled notebook paper before work nearly 18 years ago he didn’t know he was reading the future.
Danielson is now the CEO and chairman of the board of Crimson Trace, the company he co-founded in 1994 based upon the mission statement that he wrote on that worn piece of paper dated “9/28/93” he now has framed in his office. The creased piece of paper has bullet points like “we will dominate the market” and “have top-notch customer service.” Following these and other simple guidelines has served them well. With revenues of between $40 million and $50 million, the Wilsonville-based company makes state-of-the-art laser gun sights, employs around 100 people and controls 70% of the national market for laser gun sights. It has seen a 10% to 12% annual growth rate for the past four years.
Danielson was formerly the president at EPS, a now-defunct Portland company that made parts for Boeing, when he decided to form Crimson Trace in 1996 to meld his professional experience and passion for shooting. The prototype laser sights were initially machined on weekends at EPS and were rather clunky; now the company uses CAD software to design the modular sights that are partially built by Hillsboro-based injection molding company R&D Plastics before being finished at the company’s Wilsonville factory “Oregon is a great place to start a business; you can start on a bootstrap,” says Danielson. “In California, you’re broke before you start,” he says, referring to permitting fees.
|Tuesday, March 04, 2014|
BY DEBRA RINGOLD | GUEST CONTRIBUTOR
How can we strengthen the performance of institutions charged with teaching what Francis Fukuyama calls the social virtues (reciprocity, moral obligation, duty toward community, and trust) necessary for successful markets and democracy itself?
|Friday, December 20, 2013|
BY TOM COX | OB BLOGGER
What if being in chaos was optional? What if crisis, or chaos, or “firefighting,” or feeling behind schedule, behind the press of constantly emerging problems, could be stopped? It can. It’s simple. It’s not easy. Here are your three steps to stop fighting fires — and getting control, confidence, and clarity.
|Thursday, January 16, 2014|
BY JOE ROJAS-BURKE | OB BLOGGER
An economic study of emergency room utilization in Oregon set off a thundering media stampede earlier this month. I was struck by the cut-and-paste sameness of much of the reporting and how awfully little it had to say about the untreated wound that is causing all the pain: the hole in our healthcare system where a robust primary care infrastructure should be.
|Thursday, March 06, 2014|
BY HANNAH WALLACE | OB BLOGGER
The founder of Pacific Foods talks about why his company has flown under the radar in Oregon, how saving a family-run chicken hatchery has helped his bottom line and why he thinks organic food is anything but elitist.
|Tuesday, February 25, 2014|
BY PAIGE PARKER
A money management firm broadens its reach.
|Thursday, February 27, 2014|
Our 100 Best Companies project turned 21 this year, so pop open the Champagne. Our latest survey gives us plenty to cheer.
|Friday, January 03, 2014|
BY JESSICA RIDGWAY | OB WEB EDITOR
Introducing Jessica Ridgway, Oregon Business' new web editor. Ridgway will report on a variety of millennial issues.
|The more they change, the more they stay the same|
|The 2014 List: The Top 33 Large Companies to Work, For in Oregon|
|The 2014 List: The Top 34 Medium Companies to Work, For in Oregon|
|The 2014 List: The Top 33 Small Companies to Work, For in Oregon|
|The future of money|
|Rival banana firms to merge|
|Blood test predicts Alzheimer's disease|
|Cerberus Capital to buy Safeway|
|U.S. adds 175,000 jobs|
|Bitcoin creator revealed|
|Staples closing 225 stores|
|EU to offer aid package to Ukraine|
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