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2025 legislative session recap and Whatcom County legislator scorecard

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What passed, what failed and how did our legislators vote?

See a copy of the scorecard here. 

As noted in the May/June issue of Business Pulse, there were many bills introduced during the 2025 legislative session that impacted businesses and their employees in Whatcom County and across the state.  

Thankfully many of the anti-business bills did not advance. However, several did pass and were signed by Gov. Bob Ferguson to become law this year. 

Given the number of bills that passed, we divided the 2025 recap into two parts, with the main recap and scorecard below.  

The following bills were covered in the previous issue, and can be found at businesspulse.com, starting on Page 48:

House Bill 1217 to enact rent restrictions and statewide rent control

House Bill 1296/Senate Bill 5181 to repeal most of the Parental Rights Initiative (I-2081)

Senate Bill 5004 to mandate school security panic buttons

Senate Bill 5041 to provide unemployment benefits for striking workers. 

The final biennial state budget for 2025-2027, as passed by the Washington Legislature and signed by Gov. Ferguson, was $77.9 billion, an 8.2 percent increase from the current state budget expenditures. This growth in state government was the result of the largest tax increase in state history and $4.5 billion in new state spending. 

The state was facing an approximate $7.5 billion shortfall/deficit when the session started in January. Gov. Ferguson said throughout session that he did not plan to balance the budget with “significant” tax increases. At the same time, some Democrat legislators wanted to pass new taxes including a wealth tax on assets, a payroll tax on employers based on the salary level for some of their “high-earning” employees, and a bill that would allow state and local governments to increase property taxes by 3 percent each year (an increase from the current 1 percent without a public vote). All three of these proposals failed. Here is a breakdown of the majority of the $12.5 billion in state and local taxes that were passed and signed into law:

• $1.6 billion: Property tax increase authority for some local school districts

• $2.6 billion: Sales tax increase

• $5.6 billion: Business and occupation tax increase

• $637 million: Capital gains income tax and death/estate tax increase

• $385 million: New tax on storage units and other industries

• $281 million: New Tesla tax

Below is a list of the major business and Whatcom County-related bills that were voted on this year and how our legislators in Whatcom County (40th and 42nd districts) voted.

See a copy of the scorecard here. 

Dann Mead Smith is the co-founder and co-director of Project 42. He is the former president/CEO of Washington Policy Center and is a regular contributor for Business Pulse. Dann lives part-time in Birch Bay and Seattle.

Top 100 private companies in Whatcom County

[BASED ON 2024 SALES]

For 50 years, Business Pulse has reported on the entrepreneurial grit and economic influence of Whatcom County’s business community. Our annual Top 100 list is based on gross sales figures from the most recently completed fiscal year (2024) and provides a revealing snapshot of the companies shaping our local landscape.

Behind the revenue figures are compelling stories — stories of leadership, hard-earned success and dedication to community. 

The 2025 Top 100 list reveals the breadth of industries fueling our economy — from agriculture to IT, banking to marine services, hospitality to retail — illustrating the rich diversity of Whatcom’s business landscape. These companies are more than employers; they’re community builders, problem-solvers and economic engines. The Top 100 honors those business leaders — and their teams — who dare to innovate, who meet challenges head-on, and who continue to hire, expand and contribute to the region’s prosperity. Encouragingly, the vast majority of this year’s top companies plan to bring on new additions in the coming months — a hopeful sign for job seekers and a strong indicator of sustained growth across the county.

As always, this year’s rankings welcome back the top-performers as well as a host of new names — businesses that have grown into their moment and joined this elite. If your company isn’t on the list yet, let this be your invitation for next year. We share the survey link through our community outreach, social media platforms and email promotion. Join Whatcom Business Alliance at our member events, connect with fellow entrepreneurs and set your sights on inclusion in 2026!

Surrounded by the natural beauty of the Salish Sea and North Cascades and energized by ambition and innovation, Whatcom County continues to stand out as a remarkable place to live and work. Here’s to the bold and brilliant — the Top 100 private companies leading the way in 2025 and beyond.

Click here to see the list!

BCS & Lineage

This much is known: Bellingham Cold Storage, a pillar of the community since 1946, has been bought by Lineage, the world’s biggest cold storage warehouse business. But who is Lineage exactly? And what does this mean for Bellingham, BCS employees and Whatcom Business Alliance?

Who is Lineage?

Lineage began in late 2007/early 2008 with two guys who’d met working at Morgan Stanley, an investment banking company. Adam Forste and Kevin Marchetti wanted to create a company they could grow over a long period, with investment lifespans measured in decades rather than years, according to the Lineage website. They found it in an essential industry, cold storage, that had been overlooked by the financial world.

Cold storage was critically important and growing, if underappreciated. Forste and Marchetti saw an opportunity to use capital, automation and data science to buy and improve existing companies. Living in California then, the two founders bought their first cold storage company in Seattle in December 2008.

Lineage has made 79 acquisitions just since 2020, not including those made in 2025. To get a sense of the pace of acquisitions, Lineage announced the purchase of BCS on April 1, 2025, and 30 days later announced the purchase of four Tyson Foods cold storage warehouses in Pennsylvania, Kansas, Illinois and Arizona.

To get a sense of size, compare those two most recent purchases. Locals know BCS is big, employing 1,200 folks year-round and 1,750 seasonally (number includes customers/tenants). BCS’s three warehouses (now Lineage’s) total 24 million cubic feet. (BCS Burlington Frozen, a leased facility, was not included in the sale.) The four Tyson warehouses total 49 million cubic feet.

Overall, Lineage has 3.1 billion cubic feet of capacity in North America, Europe and Asia, more than any other cold storage company in the world. It operates more than 400 facilities in 20 countries, with nearly 20,000 employees.

In 2017, Lineage moved its offices from California to Michigan, and in mid-2024 completed the biggest initial public offering on the stock market so far that year. Lineage CEO Greg Lehmkuhl was quoted in the Detroit Free Press saying they upsized the IPO as much as the law allowed, saying it lowered debt and provided “more dry powder to continue to grow.”

The company literature drives home that point: “We believe we are only in the early innings of an opportunity to build the leading temperature-controlled logistics company globally.”

Closer to home, in 2019 Lineage bought Preferred Freezer Services in Lynden; the company also runs a distribution center in Ferndale.

Known & respected

Doug Thomas, former president and CEO of Bellingham Cold Storage, now senior adviser to Lineage, has known the Lineage founders since 2008.

“They are sharp and personable professionals,” Thomas said. “My partners and I were attracted by their overall offering. They have the financial horsepower to execute many of the capital projects that we have.

“With more investment, they are more likely to make improvements necessary to leverage our location as the first significant port south of Alaska and just 25 minutes from the Canadian border. Our marine terminal is strategically located within the Pacific Rim, where trade and movements of our seafood and agricultural products can be optimized if given the correct investments.”

The community & employees

In September 2024, BCS signed a 50-year lease extension with the Port of Bellingham. Will this sale affect that?

Not at all, Thomas said. The port consented to the change of ownership on April 1.

“Lineage will adhere to all terms of the 50-year lease extension,” Thomas said, “and the port will extend all provisions to Lineage accordingly.”

As senior adviser, Thomas has a four-year employment agreement with Lineage. His immediate focus is on a smooth transition for employees and customers.

“I will be introducing the new leadership to community members, customers and vendors over the next several months; however, the BCS leadership team that will remain are a capable group and will provide a continuum of support going forward.

“It is my understanding that most employees will be retained. There are a small number of functions in the administrative office that may be relocated to their headquarters; however, they are working with me to find jobs for as many as possible.

“One of my biggest roles is to advocate for my incredible people. Lineage is growing and needs good people. I’m seeing where (current BCS employees) can fit into productive roles here or potentially at other Lineage locations.”

Lineage is positioned to make investments that could benefit employees via job advancement and security, customers via expanded services, and the community via increased commerce and tax-base potential, Thomas said.

“I will be available to help Lineage continue our long history of success with customers, employees and the community here in Whatcom County,” Thomas said. “I will do whatever I can to help Lineage succeed locally, throughout North America and internationally. Lineage is interested in the best-practice approaches that BCS brought to our customers and employees. I am advocating for their adoption here and across their entire enterprise.”

Charities & WBA

Locals know BCS’ support of Whatcom Business Alliance is exceptional, as is its support of local charities. Will Lineage continue that?

“I am advocating for their continued participation and support,” Thomas said. “This is a priority for me. We will be bringing some of their leadership team to a few (WBA) events this year; they will see the value. I’m having success so far in having Lineage buy in to continuing community investments.”

A new chapter

BCS has been a fixture on the waterfront for nearly 80 years, ever since founder Arch Talbot built a warehouse and icehouse for local fishers and farmers in 1946. Since then, it’s grown to feed the world while continuing to serve locals.

May Lineage continue its proud tradition. ■

To read the full article accompanied by sidebars, including a personal interview with Doug Thomas, consider subscribing to Business Pulse magazine or go back to our homepage and click on the most current issue!

Tariffable Times

Recently, the international news has been viewed week to week, and even day to day. It could involve trade with the US and China, economic ups and downs in general or, closer to home, the relationship with nearby Canada. Whatcom County businesses are seeing changes, and they are striving to acknowledge the struggles and possible solutions in the midst.

Having grown up with one foot on each side of the border, it was natural for Suzanne Smith of White Rock, British Columbia, to choose Birch Bay Square when her pop-up shop outgrew its model just 18 months into its start. The result was a brick-and-mortar location for Betty Be Good Boutique at a corner of Birch Bay Square just off Interstate 5 between Birch Bay and Blaine.

That was around 10 years ago. Since then, several significant events have occurred with impacts on local and international economies: the COVID-19 pandemic, changing exchange rates between the US and Canada, and tariff discussions that seem still to be unsettled.

“By popular demand, I needed to settle my business in a retail location that would reach both sides of the border, and Blaine felt just right given my family’s history here as owners of Subway restaurants in Blaine, Ferndale and Bellingham,” Smith said.

Due to the location, not to mention her own influence, customers at the Birch Bay boutique are 60 percent Canadian in the summertime and 50 percent throughout the rest of the year.

“We get an influx in visitors from the north during the summer months, but having the Nexus office nearby (in the same complex) keeps the travel of Canadians going all throughout the year.”

Smith saw a distinct change early in 2025.

“In recent months, my Canadian customer has been scared away by the confusion of the border tariffs and the unsettling reports they are reading about cross-border travel. They’re fearful of the idea of paying unknown tariffs on goods from the US, as Canadian customs is now randomly enforcing the less-than-24-hour rule of zero exemption on US-made goods specifically,” Smith wrote in early May.

“All of these things considered have made marketing to Canadians very challenging,” Smith said. “I’ve done my best to communicate the truth about crossing the border and to dispel myths that exist, but overall, most Canadians choose to stay home and spend their money within Canada for the time being. Even close friends are sad for me, but they have convictions about what’s happening and feel like they can’t compromise them.”

“I have always done and continue to build my business with advertising and promotions through social media, but budgets are cut as soon as revenue decreases,” Smith said. “It’s a slippery slope.”

Smith is using something she learned during the pandemic: a willingness to change.

“As I’ve had to do since COVID started, I’m sharpening my pencil to stay relevant, negotiating and taking advantage of supplier partnerships to ensure I can offer fair prices and good quality for the long haul.”

Smith added: “We are children of a common mother. It says this on the 100-plus-year-old monument that planks our two nations. The tariff war cannot destroy years of friendship and goodwill between our two countries. I love my American friends and neighbors, and I’ll always remember that this is politics, but business and community is about people.”

Linda Vander Giessen opened her new women’s clothing boutique, Mood Swings, at 728 Peace Portal Way, adjacent to Border Town Pizza on a corner looking out toward the harbor. Vander Giessen, who also works as a family counselor in Lynden, previously owned Gypsy Girl Clothing in downtown Lynden for three years. That shop focused on boho chic attire, while the new one is about finding good labels for good prices — but only one of each, so shoppers go to their size to select. Her husband, electrician and barbecue expert Gary Vander Giessen, was doing some work at Border Town when he noticed the space was available, thinking it would work for her to reopen her shop.

That was in December 2024. Mood Swings opened in May 2025. Linda Vander Giessen said others warned her of slowing cross-border traffic impacting the town, even before the tariffs.

“But I thought people here need this store — the locals. I don’t have to rely on Canadians. It is for local women. I didn’t even think about providing clothes for Canadian women. I thought it would be fun. If the Canadians come, they are an added blessing.”

Prior to this current economic change, the local economy was growing. According to new data from Bellingham Whatcom County Tourism, visitor spending in Whatcom County grew to $775.9 million in 2024, up 3.4 percent from 2023. Modest growth was seen across all sectors of the hospitality industry, with accommodations leading the way. The study was prepared by the State of Washington Tourism, which tracks the number of visitors to the region and looks at their spending in five categories: food and beverage ($193.2 million, or 25 percent), recreational and the arts ($91.6 million, or 11.8 percent), retail sales ($141.7 million, or 18.3 percent), accommodations ($218 million, or 28 percent), and transportation ($131.4 million, or 16.9 percent). In a seven-year graph of 2018 through 2024, 2020 showed a significant drop in spending due to the pandemic. Since that time, spending has been increasing year by year.

Per the same study, supplemental data reveals that Whatcom County saw 3.49 million visitors in 2024, up slightly from 3.42 million in 2023. Of these visitors, 1.5 million stayed overnight. The per-day impact for an overnight traveling party was $300 (up slightly from $299 in 2023).

“The data from 2024 indicates a steady and modest increase for the year overall,” said Bellingham Whatcom County Tourism CEO Dylan Deane-Boyle. “We observed nearly the same number of visitors but with a higher rate of spending, which is always encouraging to see and directly aligns with our goal of attracting visitors who stay in our area longer and spend more while they’re here. We are hopeful for continued growth into 2025 as we navigate challenges related to Canadian sentiment, inflation and higher travel prices.”

Guy Occhiogrosso, president and CEO of the Bellingham Regional Chamber of Commerce, said he is seeing different impacts in early 2025 between the smaller border towns in contrast with Bellingham. The border towns, specifically Sumas and Blaine, are more dependent on Canadian visitors as part of their economies, whether from in-person shopping or from sales tax resulting from purchases made online and then shipped, he said.

Regardless of their size or proximity to the border, Occhiogrosso suggested all cities in the region look at both short-term and longer-term solutions beyond the tariff and inequitable dollar exchange scenario, which can come and go, and the dollar exchange (which has actually improved in recent months for the Canadians, from their dollar being worth around 68 US cents to 73 cents.)

Impacts vary by location and by type of business or store. The larger box stores around Bellingham have seen more of an impact in contrast to the smaller brick-and-mortar Bellingham shops, Occhiogrosso said. The larger stores have seen losses of 25-40 percent, and the others less.

While a survey is in progress from Western Washington University’s Border Policy Research Institute, the Small Business Administration and the Chamber of Commerce, the most up-to-date data from the institute shows a 51 percent drop in Canadian vehicles crossing into Whatcom County (at Sumas, Lynden, Peace Arch and Blaine) in April 2025 from April 2024.

“There are numerous factors driving this decline beyond the low value of the Canadian dollar,” said Laurie Trautman, director of the Border Policy Research Institute. “(The) repeal of the carbon tax in Canada, which significantly decreased the cost of gas; Canadian boycotts and anger at US actions (51st state rhetoric, tariffs); Canadian counter-tariffs, which placed a 25 percent surtax on personal goods by shoppers returning from the US; increased concern and fear about US border enforcement.”

CJ Seitz of the Washington Small Business Development Center said the center is seeing changes.

“I think we are just starting to feel the impact from the decrease of Canadian consumers,” Seitz said. “We know that border crossings are down 52 percent, and it is affecting border businesses that rely on the Canadian customer.” ■

Navigating uncertainty: Why to continue investing during market swings

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Market volatility can feel like turbulence mid-flight — uncomfortable, disorienting and a little nerve-wracking. But here’s the thing: Just like turbulence doesn’t mean a plane is off course, a choppy market doesn’t mean your long-term financial plan is off track.

If you have a solid investment strategy in place — call it your financial “flight plan” — the best thing you can do is stay the course and avoid making emotional decisions. In my experience, successful investors aren’t the ones who make the most trades — they’re the ones who understand what they own, why they own it and how it fits into their bigger picture. 

Why volatility feels worse than it is

The market doesn’t like surprises. It can adjust to bad news as long as the information is accurate. But uncertainty? That’s when things get bumpy. Political noise, global conflicts and surprise interest rate adjustments can create unpredictability that temporarily rattles portfolios and inspires emotionally charged headlines.

Volatility, by itself, is not a crisis. In fact, for long-term investors, it often represents opportunity. The key is resisting the urge to react emotionally to short-term movements inside long-term portfolios.

Unfortunately, this is where many people struggle.

The cost of emotional investing

When markets dip, the instinct to “do something” kicks in. The most common mistake I see investors make in volatile times is trying to time the market — jumping out when things look bleak and jumping back in when things feel “safe.” But by then, the damage is often done. Markets move quickly. By the time the average investor receives any sort of relevant news, the event has already occurred, and opportunities to adjust have likely passed.

There’s a well-documented gap between market returns and investor returns, highlighted in the 30th Annual DALBAR Quantitative Analysis of Investor Behavior. In 2023 alone, the average equity investor underperformed the S&P 500 by a staggering 5.5% — one of the largest gaps in a decade. Over the past 30 years, the average equity investor has consistently lagged behind the index, not because of poor investment options but because of poor investor behavior. Investors often panic, sell in downturns and buy in upswings —emotional decisions that negatively compound over time.

In short: the average investor’s emotional decisions led to long-term underperformance. That’s why discipline matters. You need a strategy that keeps you grounded when the headlines don’t.

Time, not timing

This is the phrase I come back to most: It’s not about timing the market, it’s about time in the market. You don’t need to buy at the perfect low or sell at the perfect high. What matters is staying invested consistently and giving your money time to grow.

A study by Capital Group illustrates this well. It looked at two hypothetical investors who each put $10,000 per year into the same fund. One always invested at the market’s peak — the statistically worst timing. The other always invested at the bottom — statistically the best possible timing. After 20 years, their returns were remarkably similar — less than a 2% difference.

In other words, perfect timing wasn’t necessary. Consistency was. If perfect timing is not only impossible but only makes a 2% difference, is it worth fretting over?

A plan that fits the journey

A well-structured plan rooted in your unique goals, connected to your risk tolerance and consistent with your time horizon will help provide a steady course, even when the market feels turbulent. When your portfolio is aligned with your plan, you don’t need to check market prices daily or panic during a down week. You already know what you’re aiming for — and have a strategy for getting there.

From my experience, the investors who thrive over time tend to:

  • diversify thoughtfully;
  • invest consistently, regardless of market conditions;
  • avoid chasing headlines or trying to time the market; and
  • rely on professional guidance to stay focused and level-headed.

That last point is crucial. One of the most valuable roles an adviser can play is helping coach behavior when emotions are high. Stepping out from daily noise to expand your perspective to see the bigger picture will help you stay committed to a well-crafted plan.

Final thought

Markets rise and fall. They always have and always will. But when you zoom out, a powerful pattern emerges.

According to historical market data from Morningstar Direct, annual stock market returns have been positive about 73% of the time since 1926. Over rolling five-year periods, that number jumps to 87%. Across rolling 15-year periods? Positive 100% of the time. Not a single 15-year period on record has delivered negative returns.

While no plan can eliminate all risk, history shows that investors who stay the course are consistently rewarded over time.

The next time volatility hits, don’t ask, “Should I get out?” Instead, ask, “Is my plan still aligned with where I’m headed?” If the answer is yes, stay the course.

Don’t hit the eject button just because things feel uncertain.

Trust the process. Lean into your strategy. Though volatility can make it tempting to react, remember that long-term success comes from patience, not prediction.

The opinions expressed are those of Paul Twedt as of the date stated on this piece and are subject to change. This material does not constitute investment advice and is not intended as an endorsement of any specific investment or security. Please remember that all investments carry some level of risk, including the potential loss of principal invested. Indexes and/or benchmarks are unmanaged and cannot be invested in directly. Returns represent past performance, are not a guarantee of future performance, and are not indicative of any specific investment. Diversification and strategic asset allocation do not assure profit or protect against loss.

Paul Twedt, RICP, CLU, ChFC, is a private wealth adviser with Aria Financial Services.

Local labor, lasting impact

Whatcom County’s construction workers are 87 percent
open-shop and 13 percent union

The biggest public building project Whatcom County has ever undertaken is coming up, and rules under discussion now may effectively route these construction jobs away from local firms and workers.

Citizens voted in 2023 to replace the existing jail with a new justice facility and behavioral health treatment center. Its estimated cost is $175 million. That’s the big one. Two more upcoming public projects are also relevant: the 23-hour crisis relief center and a building on the Northwest Annex site.

What’s the problem? Proposed language within an early draft of the county ordinance would require the majority of the workforce to be hired through local union halls. Whatcom County’s construction workers are 87 percent open-shop and 13 percent union.

Lance Calloway is northern district manager of Associated General Contractors of Washington. AGC’s membership is half union and half open-shop contractors, mainly in the heavy civil, industrial and commercial sectors. The AGC was initially supportive of the county ordinance, called a community benefits agreement, which was intended to focus local workers on local public projects.

Then came the PLAs. A project labor agreement is a pre-hire requirement where the majority of the workforce must be hired via the local union hall. So, an open-shop contractor could put three or four open-shop workers on the project but would have to hire the rest from the union or join the union for the duration of the project.

No fair, say contractors. Many won’t bid if a PLA is in place because it puts them at a competitive disadvantage before they even start, Calloway said. Why? Open-shop contractors keep paying their employees’ health, dental and retirement benefits, but on projects with a PLA, they must also pay into the union health and pension trusts. In effect, that means many Whatcom County firms will skip it, seeking work further afield to keep their workforce employed, and out-of-area union contractors will step in to take Whatcom County’s public project jobs.

“The money that those out-of-area workers earn will leave our community,” Calloway said.

What’s the timing of these proposed rules? It’s been reported that the ordinance will be drafted in June, with the Whatcom County Council voting in September. That may be too late for local contractors.

“I hear on the street that the request for proposal for the jail project may be out in late May or early June, before the proposed community benefits agreement, potentially including PLAs, is finalized,” Calloway said.

He added that this ordinance, if passed, will affect future projects that the county will undertake.

A community benefits agreement is usually used with private development projects, intended to ensure it delivers tangible benefits such as affordable housing, a school or other amenities to the community in exchange for zoning variances or tax incentives.

“CBAs are more prevalent in private development because private companies may not have the same level of responsibility to local communities as public entities,” Calloway said.

Much of the proposed community benefits agreement with its PLA restates existing law, Calloway said, adding that existing laws ensure proper pay, safety and non-discrimination. Paying the prevailing wage is already law on public works projects regardless of size, and public projects exceeding $2 million have a 15 percent apprentice requirement to build the workforce. Benefits beyond that force up the project’s cost and are better negotiated per project between county and contractor, rather than a blanket ordinance, Calloway said.

“Have the benefits match the project,” Calloway said. “Benefits should be up to the owner of the project; in this case taxpayers, and what they’re willing to pay for. It’s like buying the base model of a car and then choosing upgrades. In a building project, the upgrades could be green building techniques, or child care offered to the workforce. Those added costs are for the owner, not the contractor, to absorb.”

PLAs reduce the pool of bidders and increase construction costs 13 to 21 percent, Calloway said.

“We ask for PLAs to be removed from the ordinance to allow for fair and open bidding for union and open-shop contractors,” he said. “Contractors should be able to hire subcontractors based on the project’s needs, helping keep costs within budget.”

PLAs effectively discriminate against certified small businesses and minority- and women-owned companies, which are even more likely to be open-shop, Calloway said.

Pete Dawson, CEO of Dawson Construction, was quoted in Cascadia Daily News saying “it’s not a matter of if, it’s a matter of how much more, your project will cost” with a PLA.

Gov. Gavin Newsom of California in 2024 vetoed PLAs, citing the additional cost and lack of prudence in spending taxpayer money.

 Calloway said the Associated General Contractors of Washington is asking for a fair and equitable bidding environment for large public works projects, rather than one that favors unionized firms and workers.

“This is not an anti-labor stance but a pro-worker choice,” he said.

To read the rest of the article, click here, starting on Page 15.

Washington pushes for rural film opportunities

With several decades having gone by, many people have watched “Sleepless in Seattle” not once but countless times.  Proceed to Cameron Crowe’s “Singles,” from 1992, and “10 Things I Hate About You” in 1999. 

Seattle and its environs were hot on the location scene for popular much-watched films in the 1990s. But then, the popularity of Washington for film seemed to fizzle.

Maybe it is now reemerging in a different way than Vancouver, its north-of-the-border counterpart, with the state’s focus on rural communities in the mix. Washington can offer tax incentives, but not everything that Vancouver — or even other states — might (apart from the incredible and diverse scenery of mountains, water, islands, cities and agricultural terrain, of course).

Vancouver’s development of “North Hollywood”

Comparing Washington and British Columbia is a lot like looking at apples and oranges. Turn on the Hallmark Channel and try to guess where the movie or show was filmed. It was likely within 30 miles of the United States — and probably within 30 miles of Whatcom County. While Washington has had its ups and downs with film support, Canada, particularly Vancouver and Toronto, developed not only tax incentives but also a vast network of film support services and talented crew decades ago.

Entertainment Productions’ Report on the Entertainment Industry in 2024 and 2025 attributed strong incentives to creating a robust production infrastructure across Canada, with state-of-the-art studios and labor forces; British Columbia has approximately 2.8 million square feet of studio space (including facilities like Canadian Motion Picture Park Studios, which has a long-term lease with Netflix, and Martini Film Studios, which provides a full-service production facility of 150,000 square feet of stage space with eight stages) and an additional 100,000 square feet of support space and back lot services.

What about Whatcom County?

Lindsey Gerhard of the Bellingham Whatcom County Tourism office serves as the Whatcom County film liaison for Washington Filmworks, the private nonprofit organization set up to manage the state’s Motion Picture Competitiveness Program.

“They have created a selection of videos showcasing the regions around Washington and the varieties of locations available across our state,” she said. “They have been shown to hundreds of members attending the Location Managers Guild International, at the Sundance Film Festival, and other festivals.”

The Washington Legislature created the Motion Picture Competitiveness Program as an economic development vehicle to attract and retain film industry investment in the state. Washington Filmworks is the nonprofit that manages the program and the state film office. During the 2017 legislative session, the program was renewed through June 30, 2027.

Things have been happening locally on the film front, Gerhard said.

“Currently, I know of a few projects airing that have been filmed in Whatcom County,” Gerhard said. “The Netflix show ‘Penelope’ was partially filmed in the North Cascades, and a recent commercial for the Land Rover Defender was shot in locations including Whatcom County — and has won a few notable awards. On my side, in the past six months I would say I have received around five inquiries, mostly from international production companies with a strong emphasis toward DIY house-hunter-style shows. Even these single-episode productions can bring an economic impact to our areas, and the crew members often stay in our local hotels and accommodations.”

“Top Gun: Maverick,” which grossed $1.496 billion worldwide, used Naval Air Station Whidbey Island and the North Cascades as part of the over-the-top scenery as Navy jets screamed by in 2022. The Washington mountains doubled for enemy terrain during an intense flight sequence. “Captain Fantastic,” released in 2016, featured a number of Whatcom County scenes.

AJ Winslow is involved in film production out of Bellingham, but that doesn’t mean he makes all of his films in Washington. Winslow, who has been part of Hand Crank Films and Chester & Friends, is primarily associated with Rocket Soul Studios, which he co-founded with Jim Pidgeon in 2018 for features and television. He got his start in 2008 in Los Angeles, where he graduated from the Los Angeles Film School. He moved to Bellingham in 2014; he liked being closer to nature in a calmer environment.

“Freedom’s Path,” a Rocket Soul project, is streaming on Paramount+. While Rocket Soul has a small team, it co-produces with others and contracts out, with each project structured as its own limited liability company. One pilot, a Lummi story, was shot here. Winslow brought up the subject of “fringe labor costs” — crew housing and insurance costs, for example. Winslow said they look to Canada and even to other states. He is eying Arkansas for one project, he said, as it is a right-to-work state that doesn’t require union membership or higher wages.

“Washington is an expensive place to hire people,” Winslow said.

Budgets take a hit with union wages and pricey housing costs — even with tax incentives.

“We have to take care of the investor,” Winslow said. While he wants to grow the Washington film scene, he said: “It doesn’t pencil.”

Washington film today: what it offers 

Sherrye Wyatt of Washington Filmworks said the state’s film office previously existed at various state agencies in some form until the legislation was passed to form it as it stands currently.

“The film office services were incorporated into the organization so that it was a one-stop shot for producers to get information about locations, incentives and crew,” Wyatt said. 

These projects have spent an estimated $123 million directly in our economy and created more than 21,000 jobs for Washington resident cast and crew members. Securing an episodic series has long been a priority for Washington Filmworks, because this work generates the best and most consistent work for local crew and businesses. 

Per Wyatt, over the past five years, “Z Nation” has filmed 69 episodes in locations across the state. On average, over 120 Washington residents are employed on each episode, and the series has spent money at over 500 unique Washington state businesses. And even though the series is headquartered in Spokane, 124 cities across Washington state have felt the economic impact of the project when production spent money with a local business, when a city hosted the production for filming, or when resident cast and crew spent their wages in their hometowns. 

As part of newer legislation passed in 2022, an enhanced incentive was put into place to encourage film production in Washington’s 30 rural counties, potentially showcasing many previously untapped filming locations.

“The incentive encourages new economic activity for rural areas and increases our competitive edge with other states and counties,” Wyatt said.

Seventeen of the 30 rural counties have seen filming since this was launched in May 2023. Wyatt said that other states offering a similar “place-based” incentive have seen different results. In Washington, if 50 percent of filming days take place in a rural county, a production may qualify for an additional 10 percent back on their investment in Washington state — not just on what they spent in that rural county.

What is unique to Washington is that a production may be eligible to receive up to 10% back on their entire qualified spend, not just on what they spend within that rural county.

Montana offers a 5% uplift only on production expenditures made within a county that is considered an underserved area, which may vary from year to year.

The 10% tax credit uplift is available only on qualified expenditures in New Mexico areas at least 60 miles outside of the Santa Fe and Albuquerque City Halls.

Nevada offers a 5% bonus if 50% of the filming days take place outside of Clark County.

“The rural incentive is proving to be extremely successful,” Wyatt said. “We’re now seeing more film projects and increased activity in undiscovered and underutilized rural locations throughout the state.

Naturally, this can be a huge boon for those rural locations, he said.

To learn about filming assistance in Washington or to add your property to the 95 filming locations already identified in Whatcom County, visit washingtonfilmworks.org.

For those within the Whatcom County community, a network is being developed of those with or looking for production skills. Bellingham Film is dedicated to helping grow the film community. The group’s goal is to grow the necessary infrastructure to ease filming in the Nortwest. It retains information about crew, equipment rental, location scouting, casting, and production consulting. It also offers training programs to those new to the industry. For more information about Bellingham Film, see thebfo.com.

Oyster Creek Canvas Company

25 years of business buoyancy

Greg Keeler has always loved boats. His grandparents and parents owned boats, and Keeler has a 40-foot trawler on which he loves to explore Pacific Northwest islands with his family.

And after 30 years of working on and around boats, the 54-year-old Whatcom County resident still walks the docks of Bellingham’s waterfront with a sense of belonging and satisfaction.

“I love my job,” Keeler said. “It makes me happy to be around the boats down there.”

As owner and lead fabricator of Oyster Creek Canvas Company, Keeler has taken a small two-man shop in downtown Bellingham and turned it into a successful team of six highly skilled employees, providing customized interior and exterior marine canvas work and newly fabricated marine canopies and windows.

In addition to crafting and repairing canvas-based marine items, Oyster Creek is responsible for the design and  fabrication of all its metal work. The company is also expanding an interest in 3D design work through the use of newer 3D scanning technology. 

Its client base includes local commercial boat builders such as Aspen Power Catamarans and Munson Boats, and a vast array of personal clients. Keeler said Oyster Creek has worked on everything from $500 boats to mega yachts owned by super-rich American entrepreneurs, and even a Middle Eastern sultan.

The average price of the boats they work on, he said, is probably around $500,000.

“Most people with boats always seem to have some money to throw to the boat, no matter what the economy’s doing,” he added.

Charting a course

Keeler came to Bellingham in the late 1980s to attend Western Washington University.

After graduating, he moved back to the Seattle area for an engineering job that ended in a layoff several years later. Keeler then decided to return to Bellingham and began working at a friend’s diving company.

“That was a lot more fun than a cubicle,” he said.

When his friend rented an old shop space, he offered Keeler one-third of the space for $300 a month. Taking the deal, Keeler acquired an old sewing machine and began figuring out canvas-based boat work in what would become Oyster Creek’s eventual headquarters.

He purchased additional machines to do additional jobs, making mistakes but always learning from them. Oyster Creek, he said, grew incrementally through the years in organic fashion.

One of the most interesting projects the company undertook had nothing to do with boats. During the COVID-19 pandemic, the company pivoted to making personal protective equipment. It made thousands of masks and face shields for first responders, as well as medical gowns. Keeler said several employees took sewing equipment home to do their essential work in a more distanced manner.

Eventually, Oyster Creek’s normal business began picking back up amid an uptick in post-pandemic boat purchasing. In general, the company divides a lot of its time seasonally: Interior jobs — including cabin cushions — are scheduled through the winter months, while larger exterior projects are marked for good weather.

Built to last

One of the biggest keys to the company’s success, Keeler said, is its membership in the Marine Fabricators Association. Being part of the organization has allowed Oyster Creek to make business connections both nationally and worldwide. Keeler said the association allows those in his line of work to share knowledge that helps the entire industry produce the best-quality work. It’s a near-literal example of a rising tide lifting all boats.

“For a long time, canvas work used to be viewed as tarps and covers,” he said. “Not as much of a craft. You have the other (marine-based) trades — mechanical and electrical and stuff — making a high rate. We were always kind of viewed as lower on the chain.”

Building durable, aesthetically pleasing projects for high-end boats doesn’t just mean being a competent craftsman, Keeler said. It also means being creative.

“There’s a huge artistic element in it,” he said. “It’s not like replacing an alternator.”

Keeler said there’s not much competition in the niche market that Oyster Creek occupies, but similar area businesses work more collaboratively than competitively. If the owner of another company needs to stop by to use a sewing machine or inquire about a piece of material, Keeler is happy to help.

While Keeler relied mainly on himself in Oyster Creek’s early days, he’s quick to credit the work of those with whom he shares his shop. Employees maintain a living wage, with flexible scheduling to accommodate each employee’s life and productivity. A three-year-old black bernedoodle named Boss also roams the shop floor, frequently boosting morale.

“We have a really great work crew,” Keeler said of his team. “When you start something by yourself — and a lot of other business owners know this — it’s really hard to let go of control. I feel like I’ve been very fortunate for this company to grow like this, but it’s not like I’ve done it all myself.” ν