laska’s State Small Business Credit Initiative (SSBCI) stands out as a national leader in supporting small businesses, startups, and entrepreneurs throughout the state. In September, the Alaska SSBCI achieved the top ranking in the country for funds deployed as a percentage of its total allocation.

Out of 131 jurisdictions, Alaska had deployed 92.5 percent of its $59.9 million allocation, narrowly surpassing Montana at 92.3 percent and significantly ahead of New Hampshire at 79.8 percent, according to the Alaska Small Business Development Center (SBDC), which leads the program. And the Alaska SSBCI program was operating at a pace six years ahead of schedule.

he moment spring hits, local beauty and hygiene manufacturers like Susan Houlihan of Alpenglow Skin Care head outdoors. Spring is harvest time.

“Our first harvest is cottonwood buds—about six gallons collected before the trees leaf out, which takes roughly 25 hours of wildcrafting,” Houlihan describes.

After that comes horsetail, yarrow, nettles, and fireweed. Alaska’s bounty keeps local beauty manufacturers busy all summer. But the hustle doesn’t stop after harvesting. As co-owner of ArXotica, an Alaska skincare brand, Michelle Sparck says, “Running a small business in Alaska is not for the faint of heart.”

unior Achievement (JA) of Alaska inspires and prepares young people to succeed in a global economy through hands-on programs in financial literacy, entrepreneurship, and career readiness. Reaching 20,000 K–12 students in Alaska annually, JA connects volunteers from the business community with classrooms statewide—helping students build confidence, explore career paths, and develop the skills needed to thrive in work and life.

On January 15, 2026, Alaska’s business community will gather for one of its most anticipated annual traditions: the 38th Annual Alaska Business Hall of Fame, presented by Alaska Business Publishing Company and JA of Alaska. Each year, this signature event honors business leaders whose vision, integrity, and innovation have shaped Alaska’s economic landscape and strengthened its communities.

ive Alaska business leaders joining the Alaska Business Hall of Fame share some odd coincidences. Two of their names sound the same; two run “Delta” companies; two are builders. Business peers selected them for their lifelong support of Alaska’s economy and for commitment to Junior Achievement of Alaska, so only one coincidence is intentional: the two who remain good friends and still work closely together.

Alaska Business magazine partnered with Junior Achievement of Alaska to launch the hall of fame in 1987 to recognize outstanding individuals. The annual Junior Achievement of Alaska celebration in January will induct the new class consisting of Rudi von Imhof, Ed Gohr, Meg Nordale, Carol Gore, and Dean Weidner. Their life stories serve as lessons for Alaskans striving toward success.

wanted to take a moment to express my sincere gratitude to Junior Achievement of Alaska for the opportunity to participate in the Alaska Entrepreneurship Week Youth Shark Tank pitch program. Winning the competition was an amazing honor, but what I value most is everything I learned along the way. The process pushed me to think critically about my business plan, from identifying my target audience to refining how I present my ideas with confidence and purpose.

ttending Junior Achievement of Alaska Biz Kids Summer Camp this summer was an incredible experience for me. Before camp, I had the opportunity to participate in JA in a Day at my former elementary school and learned about financial literacy in a fun and engaging way. The camp allowed me to meet with kids my age from other schools across the city and opened our eyes to the world of business.

My idea was called Get Sporty, a unique retail and entertainment experience where you can try on and test out sports gear. From softball and baseball to skiing and snowboarding, my store would offer a variety of products and allow customers to test out their gear and make their purchase.

y name is Rylan, and I went to Junior Achievement of Alaska Biz Kids Summer Camp. When I was at Biz Kids camp, I got to do lots of things like play fun games and learn lots of interesting things about businesses. I learned about debt, taxes, income, money, and how to invest.

I played games to learn about debt and income. One of the games that I played was a game where I owned a hot dog stand, and I would roll a die, and whatever number the die landed on, I would match it with the number on the paper that had a scenario to run your business. You could roll something really good or bad. For example, one of the scenarios was that you would buy the hot dogs for $20 but sell them for $10, resulting in loss of profit.

hirty-six years have passed since the catastrophic Exxon Valdez Oil Spill (EVOS), when 11 million gallons of crude contaminated Prince William Sound (PWS). The memory of the event remains strong, as oil and gas producers maintain close alliances with spill response organizations and companies. Together, they have developed plans, acquired equipment, and maintained training to ensure any hazardous material spilled on land or in water is immediately contained and removed.

emote power comes at a high cost. As a June 2025 funding announcement from the US Department of Energy put it, “Americans living in remote reaches of the country pay some of the highest prices for electricity, yet their service is often below modern standards.”

Nick Lochard, owner and operator of Wasilla-based solar equipment supplier All Off Grid, says one of his clients had been paying almost $50 per gallon for fuel when he did a retrofit on the location, which was only accessible by helicopter. Even slightly more accessible but still diesel-dependent communities can sometimes pay $1 per kilowatt hour (kWh)—several times what urban communities pay.

econstruction of the Disadvantaged Business Enterprise (DBE) program began before Donald Trump returned to the presidency, yet the changes align with the administration’s agenda on civil rights. DBE is a certification that federal contractors can obtain for preferential access when bidding on highway, transit, national recreational trails, or transportation technology projects.

The disadvantages, specifically, are defined in the Small Business Act of 1958, which states: “Socially disadvantaged individuals are those who have been subjected to racial or ethnic prejudice or cultural bias because of their identity as a member of a group without regard to their individual qualities.” The law specifically includes Native tribes and, as a class, all women, although the size of a contracting business is capped, for purposes of the program.

ason, the executive director at a hypothetical organization, drummed his pen. “Your input isn’t needed. My funding decision stands. It’s based on my many years of experience and the policies I’ve created here.”

The junior strategist quietly stepped back. The data undeniably showed a safer, more impactful allocation path for the nonprofit given the clear changes in the market, and the whole planning team agreed. Jason felt a familiar rush from being the sole decision-maker.

Six months later, the results of his under-informed gamble were in: massive failure. He dismissed the setback to his board as “unforeseen volatility,” burying the data and the dissent, costing the organization vital momentum. Far worse than the misspent money, Jason’s towering ego eroded staff morale and trust.

hen I was 12, I had a paper route. Every morning, I’d get up before the crack of dawn, fold newspapers, and deliver them across the neighborhood. At the end of each month, I’d go door to door collecting the $3.75 subscription fee. The newspaper company took its cut, and I kept the rest.

There was one big problem in my business model: I hated collecting. I’d do just enough to pay what I owed the paper company, then stop. Some customers went three or four months without paying. I had a large route and delivered hundreds of papers every week, but I barely made a profit.

I didn’t realize it at the time, but I was the world’s first 12-year-old nonprofit CEO, and I had a revolutionary business model: deliver great service, then never collect payment.

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