Each year, the Business Record reflects on a year in the news and recognizes the people and stories that shaped Central Iowa. 

Business Publications Corp.’s annual News Changemaker Awards, launched in 2023, honor five community leaders in four different categories: Business Leader Legacy Award, Cultural Leader Legacy Award, Business Leader Newcomer of the Year and Cultural Leader Newcomer of the Year.

This edition also highlights the top five Business and Cultural Stories of the Year that had a positive or defining impact on the community, from record-breaking levels of leadership transition and transformations in the heart of downtown to cultural milestones including the revival of the Ingersoll dinner theater and the opening of a new mosque.

This year’s class of Changemakers was selected by BPC leadership. We asked the individual award recipients to reflect on their impact and share what they see on the horizon for Des Moines whether they are stepping into their next phase or starting a new role. Their answers have been lightly edited for clarity. We hope you find insight and inspiration in their responses.

— Sarah Diehn, Business Record Editor

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Business Leader Legacy Award

This award recognizes a Des Moines area business leader who has retired, plans to retire in the coming year, or is transitioning from their leadership role, for their outstanding career accomplishments and track record of community involvement.

Rob Denson, president, Des Moines Area Community College

Denson, the longest-serving president at Des Moines Area Community College, is retiring at the end of the year after 22 years in the role. He told the Business Record in 2024, when he was inducted into the Iowa Business Hall of Fame, that his leadership of DMACC has been about “growth and service.” “In the final analysis, at any point in time, we must ask: ‘Has the organization, relationship or issue at hand been transformed?’” Denson said. “I believe most good leaders never say: ‘What did I do?’ but ask themselves, ‘Am I doing enough?’ This is the question that haunts my daily thoughts.” During his tenure, DMACC experienced a 50% increase in enrollment, expanded its academic programs and invested over $100 million in new and renovated facilities. He also helped launch numerous community partnerships, with organizations such as Transportation Security Administration, Goldman Sachs, Amazon and Google. Before DMACC, Denson served as president of Northeast Iowa Community College.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

I believe that all of the Central Iowa community has a better understanding as to the role DMACC can and does play in providing skilled workers for employers and academically prepared students to transfer to the university of their choice. Fifty-five percent of our students are the first in their family to attend college; 35% are low income; and, we know students who receive DMACC Foundation support are 30% more likely to complete their degree or certificate. Credit or non-credit, DMACC responds to workforce needs throughout our 6,560 square miles covering all or part of 22 counties. I’m proud that, in the last few months of leadership, we created the DMACC Opportunity Scholarship for highly motivated low-income students.

What is one change you have observed in the business community during your career and what do you think the community and the next generation of leaders can learn from that?

Central Iowa has had, and does demonstrate, a level of cooperation and support by and between leaders of our public and private entities to have, in practice, the Community Foundation of Greater Des Moines’ goal of “Better Together” and “Better Forever.” We have an ecosystem where “working together for the betterment of all” is a real thing with amazing results that will, in fact, serve us well into the future.

Dan Houston, retired president, CEO and board chair, Principal Financial Group

When Houston became president and CEO of Principal Financial Group in 2015, he said when he retired he hoped to leave the company in a better place than when he started. During his tenure, his continuous work on behalf of Principal and the community helped him achieve that goal and made him an integral figure in the region. 

Houston, who retired from his leadership roles this year, selected Principal, which was then Bankers Life Co., as his first job out of college because of the lasting impact the company’s services could have on people’s lives. He told the Business Record in 2024 that some of the biggest lessons from his 40-year career were around impact and recognition.

“The number of people within our community that are often unheard or unseen are so critical to make everything work, and I think sometimes they get left behind in the recognition and the need to make sure everyone is getting on the right path. … The second is to recognize the role and responsibilities as you become more senior, and that is to be a mentor and a leader. I think nothing’s more important than being a servant leader. Ultimately employees will determine whether you qualify as a servant leader, but I wake up everyday trying to do the best I can.” 

In the community, some of the issues Houston has personally been passionate about are health and human services and children’s charities, including the children’s causes supported by the Principal Charity Classic, which each year brings thousands of visitors to Des Moines. In his final year as CEO, the charity golf tournament reached a total of $60 million raised over its 18 years.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

I’ve had the distinct privilege of being the 15th person to lead Principal Financial Group in its 146-year history. And I’m so proud of the 40 years I gave to the organization. During my tenure as CEO, we refined Principal’s strategy and enhanced its capabilities to meet the evolving needs of 72 million customers across 80-plus global markets, all while staying true to the culture and essence of the organization.  

Community: Joanie and I plan to continue to support the work we’ve started with projects like ICON Water Trails, Principal Charity Classic, JoJo’s Place at ChildServe, Legacy Woods and others. We have found the causes close to our hearts, and those we believe are critical for the community to thrive — that will continue to be our focus going forward. We are excited to partner with numerous others in the region to make Central Iowa the best it can be.

What is one change you have observed in the business community during your career and what do you think the community and the next generation of leaders can learn from that?

The pandemic fundamentally rewrote the playbook for how we engage employees and serve customers. Overnight, we had to rethink operations, redefine community and create new rules of engagement. Flexibility has evolved from being a perk to a core principle, accommodating different preferences and generations in the workforce while still delivering on our commitments. It made companies like Principal more intentional about how we build culture, sustain collaboration and keep people connected.

I remain a firm believer that in-person collaboration, whenever feasible, is key to spurring innovation, deepening connections, strengthening culture, developing talent and ensuring alignment with a company’s mission.  

What the next generation of leaders can learn: Change will never wait for permission. When disruption hits, lean into adaptability, clarity and your core values. And invest in community. Even as work becomes more flexible, vibrant local ecosystems matter — for talent, for culture and for quality of life.

Mike McCoy, retired CEO, NCMIC Insurance Co.

McCoy served as CEO of NCMIC for nine years, leading the company to record earnings and expanding its market share by 60%. McCoy also shifted the company’s strategy to focus on making its financial subsidiary a top revenue driver, which led to a 40% increase in payments processed for a total of $2 billion in payments processed annually. Before NCMIC, he held roles with Wells Fargo and worked as a private equity consultant before moving into strategy and executive coaching. He served as head of strategy and development for Drake University’s Executive Education Center before joining NCMIC. He chaired the Greater Des Moines Partnership in 2023 and has also served on the boards of Bravo Greater Des Moines, ChildServe, Grand View University and the Principal Charity Classic.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

People, pillars and community engagement is how I’d summarize the organizational impact.  Over the last few years we put in place an outstanding senior leadership team that is positioned to lead the company to success for another 80 years. We established four pillars to guide decision making: operational excellence, investing in our leaders, helping our clients do more and focusing on profitable growth. And finally, we committed NCMIC to having a lasting and positive impact on our community as witnessed by Top Workplace and Business Record recognition including most charitable company and best company to work for. Every senior leader (and many others) serve on at least one nonprofit board and NCMIC contributes financially to all of them.  

What is one change you have observed in the business community during your career and what do you think the community and the next generation of leaders can learn from that?

Corporate and business senior leadership involvement in our region and community is critical.  I like to say the Greater Des Moines region punches above our weight class. We outperform our regional peers due in large part to the cooperation and involvement between business, government and the nonprofit segment. Over the last few years some of the larger companies have moved their headquarters, reduced staff or been acquired leaving a leadership gap that we must focus on and fill with engaged leaders to continue the success we all take for granted.  

Gary Palmer, president and CEO, Prairie Meadows Racetrack and Casino

Palmer, who was involved with Prairie Meadows from its inception, is retiring at the end of this year after 27 years with the casino and 19 years as its leader. In the mid-1980s Palmer and fellow local businessmen Ken Grandquist, Jack Bishop, Ed Skinner and Jim Rasmussen had a vision of creating an entertainment venue that would spur economic development and job growth in Central Iowa and attract visitors from across the Midwest, according to Prairie Meadows’ history. Together, they promoted the idea and garnered support from the community and the Polk County Board of Supervisors to build a horse track that opened in March 1984.

Prairie Meadows was reimagined in the early ’90s when economic challenges led to filing for bankruptcy. Palmer and the partners pushed ahead, working with county leaders to pass a bill at the state legislature allowing slot games in 1994. Then the vision emerged from Rasmussen to fashion the organization as a public nonprofit raising funds for charitable organizations and community improvement projects. Palmer joined Prairie Meadows as a full-time staff member in 1998 and became CEO in 2006.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

Leading Prairie Meadows has been one of the greatest honors of my career. As one of only two nonprofit casinos in the world, Prairie Meadows exists for a higher purpose, to reinvest its net profits back into Central Iowa. Under my leadership, the organization has contributed more than $2.3 billion in taxes, grants and charitable giving. Those dollars have transformed the region.

Our support has fueled major economic development projects, strengthened human service organizations, expanded educational and youth programs, supported arts and cultural institutions, and enhanced city and county infrastructure. These investments have created jobs, strengthened neighborhoods and improved quality of life across the region.

Within Prairie Meadows, I am proud to have built a culture grounded in integrity, service and community purpose. Ensuring that the organization remains financially strong and mission-focused leaves a legacy far beyond the casino floor, one that will continue to uplift Central Iowa for generations.

What is one change you have observed in the business community during your career and what do you think the community and the next generation of leaders can learn from that?

The most meaningful change I’ve witnessed is the strength of collaboration in Central Iowa. Over the past 35 years, business leaders, the Greater Des Moines Partnership, the Polk County Board of Supervisors and local city governments have worked together to move big ideas forward. From downtown revitalization and major regional parks to cultural venues, airport expansion and community betterment initiatives, this region has accomplished extraordinary things through partnership and shared purpose.

The message for future leaders is clear: Collaboration is not optional; it is a competitive advantage.

When the public, private and nonprofit sectors align behind a common vision, the potential is limitless.

Wendy Wintersteen, president, Iowa State University

After nearly 47 years serving Iowa State University in Extension, the College of Agriculture and Life Sciences and as Iowa State’s 16th president, Wintersteen will retire from the university in January. Among her accomplishments throughout her eight-year tenure, she spearheaded a campus culture centered around entrepreneurship and innovation. Wintersteen recently told the Business Record that Iowa State’s secrets to success should be shared for the greater good. “The more students we can graduate that have an entrepreneurial mindset, that think differently, regardless of whether they start a business or they take that entrepreneurial mindset to the job that they will have when they graduate from college, the better off our economy will be, the better off Iowa will be, the better off the nation will be,” she said. She has also been inducted into the Iowa Business Hall of Fame in 2021, and was recognized as a Business Record Woman of Influence in 2018 and the EO Iowa innovationENTREPRENEUR of the Year in 2024.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

When I began as president of Iowa State University in 2017, I lifted up innovation and entrepreneurship as a means to prepare Iowa State students for the rapid technological changes that had just begun to occur. I wanted them to have a sense that challenges provide opportunities, and innovation has a competitive advantage in many cases.

Since that time, Iowa State has become a national and international leader in innovation and entrepreneurship, earning these prestigious recognitions:

Ranked No. 9 in the nation for undergraduate entrepreneurship programs out of nearly 300 universities by the Princeton Review.

Ranked among the top 50 on Fast Company and Inc. 2025 Ignition Schools List of Educational Institutions Making an Impact on Business and Society.

Named the 2023 Entrepreneurial University of the Year for the Americas by the Accreditation Council for Entrepreneurial and Engaged Universities.

Received the 2024 Model University Accelerator/Incubator Award and the 2021 Model Program Award for Excellence in Entrepreneurial Education, both from the United States Association for Small Business and Entrepreneurship.

Received the 2022 Nasdaq Center for Entrepreneurial Excellence Award, the highest honor presented by the Global Consortium of Entrepreneurship Centers.

Received the Distinguished Community of Innovation of the Year award for the Iowa State University Research Park, which recognizes ecosystems that are making an impact by helping move research to market.

And my hope is that this impact will continue to flourish at Iowa State and beyond.

What is one change you have observed in the business community during your career and what do you think the community and the next generation of leaders can learn from that?

I have noticed that the business community seems more open to collaboration. One example of this is America’s Cultivation Corridor, where regional businesses, industries, universities and state agencies have joined forces to create economic opportunities in food, agriculture and the biosciences. I remember Steve Zumbach setting the vision while other founders came together to bring this innovative idea to life. Today, Billi Hunt leads this vibrant group of leaders for the benefit of the Iowa business community. Collaboration helps this community punch above its weight.

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Cultural Leader Legacy Award

This award recognizes a Des Moines area cultural leader who has retired, plans to retire in the coming year, or is transitioning from their leadership role, for their outstanding career accomplishments and track record of community involvement.

Jeff Chelesvig, retired president and CEO, Des Moines Performing Arts

Over the last three decades, no one shaped the local cultural landscape more than Jeff Chelesvig. As president and CEO of Des Moines Performing Arts, he transformed the Civic Center from an upstart rental house into one of the nation’s most respected Broadway presenters and a cornerstone of Central Iowa’s cultural identity.

Under his leadership, more than 4.6 million people saw Broadway shows in Des Moines, the Willis Broadway Series grew into a $57 million annual economic engine and season ticket sales routinely broke records. Chelesvig championed excellence above all, booking touring productions that matched the quality of shows in New York and taking artistic risks that expanded what Iowa audiences came to expect and embrace. As he often explained, “Quality is the best marketing tool.”

He also set the stage for the next generation. Chelesvig expanded donation-funded education programs that now serve 40,000 students annually, grew summer theater camps and helped build the Iowa High School Musical Theater Awards into the nation’s largest.

Chelesvig also oversaw more than $45 million in facility improvements and helped broaden DMPA’s footprint to include Cowles Commons and the Temple for Performing Arts.

As Iowa’s only Tony Awards voter retired after 30 years, Chelesvig left the organization — and the region — stronger, with a legacy defined by vision, integrity and a commitment to bringing world-class arts to Iowa. 

To read more about Chelesvig’s legacy, read his retrospective at dsmMagazine.com. 

Greg Edwards, retired president and CEO, Catch Des Moines

For 25 years, Greg Edwards served as the charismatic force behind Catch Des Moines, helping transform the metro into a nationally competitive destination for conventions, sports and major events. A hospitality veteran who began his career managing a hotel bar in Peoria, Ill., Edwards brought to Des Moines a mix of creativity, drive and genuine enthusiasm for people that shaped every milestone of his tenure.

Edwards never saw himself as the face of the region’s tourism success; instead, he saw himself as one member of a collective effort to elevate the region’s profile. Under his leadership, Catch Des Moines tripled its event bookings, attracting everything from the World Pork Expo to the NCAA men’s basketball tournament, AAU Junior Olympic Games and Dew Tour skateboarding showdown. He also played key roles in game-changing capital projects, including the downtown Hilton, Casey’s Center and expanded convention center.

Widely regarded as the region’s top cheerleader, Edwards also provided statewide and national leadership, chairing the Destinations International board and serving as president of the Iowa Travel Industry Partners. His work has driven billions in visitor spending and reshaped how outsiders — and even locals — view the capital city. 

Edwards retired in August after a career defined by hard work, optimism and teamwork — qualities that helped put Des Moines on the map and that will continue to influence the region’s hospitality industry for years to come.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

Serving as CEO at Catch Des Moines for the past 25 years taught me a lot of things, this isn’t about me, rather it’s about community. Our impact has been incredible. By “our” I mean our entire metro area, our team at Catch Des Moines (past/current), state of Iowa, Polk County, metro cities, corporate, hospitality industry, attractions, arts and culture, recreation and sports, Greater Des Moines Partnership (along with the many local chambers of commerce) and literally everyone who resides here has been responsible for the incredible transformation of our tourism/visitor industry. I am leaving on a very high note and am confident we will continue to grow our industry for many years to come. The infrastructure that has been added to our metro will continue to grow to entice more visitors, which in turn may just convert into new people moving to our great state. Catch Des Moines is in great shape with strong leadership in our team and our board of directors.

What is one change you have observed in the cultural community during your career and what do you think the community and the next generation of leaders can learn from that?

Look what we’ve got here. Arenas, convention and meeting venues, recreation and sports facilities, strong corporate community, water and walking/biking trails, arts, strong collegiate institutions. (And of course the best State Fair in the U.S.A.). Keep the vision of what can we do next to sustain (and grow) our current workforce, entice new workforce and of course to grow for our visitor industry? Who would have ever thought that someday soon, we will be surfing on the Des Moines River. Be bold … be creative.

Sherry Gupta, founder and retired executive director, CultureALL

For two decades, Sherry Gupta has been one of Central Iowa’s most influential champions of cultural understanding. A Grinnell native and anthropologist by training, Gupta founded CultureALL in 2005 with a simple but transformative goal: to ensure that Iowa students — and eventually adults, businesses and entire communities — could share in authentic, meaningful cultural experiences. What started as a single-day project has grown into a steady powerhouse for multicultural programming, consulting and community-wide cultural exchange.

Gupta built CultureALL by recruiting everyday Iowans with diverse backgrounds and perspectives to engage learners through interactive, first-person experiences, first for a multicultural day at Johnston’s Beaver Creek Elementary School, where she served on the PTO, and then across Central Iowa. The roster now includes more than 100 volunteer ambassadors from more than 30 countries that lead sessions about Aztec history and Kenyan textiles to the daily realities of immigration. These encounters help normalize differences and spark curiosity, empathy and respect. Countless students have recognized themselves, their families or their heritage for the first time in a classroom because of CultureALL’s work.

Over the years, Gupta expanded CultureALL’s reach beyond schools, developing training and consulting programs that help workplaces embrace belonging, collaboration and cultural awareness. Through her leadership, the organization is rooted in reciprocity, connection and the belief that communities flourish when every person feels seen and valued.

Gupta stepped down as the group’s executive director in July, after building it into a catalyst for greater cultural understanding and engagement. When CultureALL won a Spotlight Award this year from Bravo Greater Des Moines, she summed it up at the Bravo Gala: “We all win when we value the cultures in our communities.”

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

Even though we have more than 120 cultures living in this region, our social circles tend to include people who are “like us.” That’s beginning to change. Two decades of CultureALL programs serving half a million participants have engaged Iowans in a wide variety of backgrounds and life experiences. The CultureALL Ball in September this year was testament to the collaborative atmosphere Central Iowa has achieved. Participants witnessed 20-plus cultures enjoying the traditions of their neighbors — interacting and making new connections through conversation, dance, food, fashion and fun. We have much more good work to do; being in community is an ongoing practice. Still, milestone events like the CultureALL Ball are important reminders of how beautiful and uplifting life is when we show up for each other.

What is one change you have observed in the cultural community during your career and what do you think the community and the next generation of leaders can learn from that?

So much has changed. I started CultureALL in 2005 when Iowa students needed 21st century skills. They were preparing for a global economy in which they might study, work and live anywhere around the world. Ten years later, Iowans were no longer focused on international opportunities; instead, they were struggling just to meet their neighbors. Conflict and polarization expanded instead of acceptance and adaptation. It was the turning point I had feared — in fact, predicted — and the reason I created CultureALL. I wanted to mitigate the divisiveness and dehumanization that allows people to turn against their neighbors.  

These are the important lessons from this past decade:

The campaign to reject DEI gained momentum because too many people forgot to practice these things. I know Iowans have tremendous capacity to accept and adapt to differences. If we don’t meet people where they are, though, we can’t join them in building a better outcome.

Carl Johnson, retired conductor, Des Moines Community Orchestra

Carl Johnson has led Central Iowa’s arts community with patience, precision and expertise. With a flourish of his baton in May, he finished his 21st and final season as music director and conductor of the Des Moines Community Orchestra. Known for his warmth and deep knowledge, he shaped the orchestra into a home for volunteer performers and devoted educators since he stepped to the podium in 2002.

A California native and UCLA graduate, Johnson spent 19 years teaching high school music and English classes before moving with his family to Iowa, where his wife, Jean, grew up. After earning a master’s degree in conducting from Drake University, he immersed himself in the local arts scene. In addition to leading the community orchestra, he conducted summer musicals for Urbandale Community Theatre, served as associate director of the Greater Des Moines Community Band and taught various courses in music, art and film through Mercy College, Heartland AEA and Drake’s Osher Lifelong Learning Institute.

Musicians praise Johnson’s finely tuned ear, his ability to articulate a composer’s intent and his gift for nurturing musicians of all levels with both rigor and empathy. He championed collaborations — with Ballet Des Moines, Tallgrass Theatre Co. and others — and helped premiere new works, including an original ballet score for “The Wizard of Oz.” He hopes these partnerships endure, noting that partnerships strengthen organizations, broaden audiences and enrich Central Iowa’s cultural vitality.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

I like to think my involvement with the Des Moines Community Orchestra (music director/conductor), Urbandale Community Theatre (founding member and conductor for musicals), Greater Des Moines Community Band (associate director), and the Osher Lifelong Learning Institute at Drake University (programming committee chair) has helped each group grow and improve. These organizations highlight the wealth of talent in the Central Iowa community, while providing enjoyment to many.

What is one change you have observed in the cultural community during your career and what do you think the community and the next generation of leaders can learn from that?

I have promoted collaboration between arts organizations and have seen interest in doing so increase dramatically. I believe that through such collaborations the community comes to appreciate the value of the arts and their interconnectedness. The arts organizations themselves see new audience members when they work together, which brings a richness and vitality to the community at large.

Susan Woody, retired director, Des Moines Public Library

After two decades of service to Des Moines Public Library, Susan Woody retired at the end of June, closing the books on a public service career defined by innovation, equity and deep community roots. The Des Moines native joined the library staff in 2004 as a youth services assistant and later became the Rosie Outreach Coordinator, frequently donning the familiar Rosie Reader costume to promote early literacy. She went on to manage branches, lead community outreach and elevate the AViD (Authors Visiting in Des Moines) series before being appointed director in 2018.

During her seven years at the helm, Woody led the library through the pandemic and its shifting challenges. She eliminated late fines to increase access, expanded hours at every branch, strengthened social service partnerships and introduced modern tools like the Library of Things and Tech Central. Under her leadership, the library completed a four-year strategic plan and launched new initiatives, from community refrigerators to enhanced outreach, that boosted the library’s role as a community hub.

Colleagues credit her leadership and vision for guiding the system through unprecedented change. “Sue led the library through the challenges of the pandemic, and the system became stronger in the process,” board president Tim Hickman noted in her retirement announcement.

For Woody, the mission has always been simple and straightforward: The library is for everyone. “It has been an honor to meet the needs of our ever-changing community and provide them with what they need, when they need it,” she said.

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

In the past few years, there has been an intentional shift in the library’s identity from a place primarily about books to an institution deeply invested in community literacy. Schools suffered significant setbacks during the pandemic resulting in declining literacy rates. This was the primary motivation for the library’s renewed focus on outreach and early literacy initiatives. With the implementation of dual-use student ID cards that also function as library cards, the library remains committed to accessibility and collaboration with Des Moines Public Schools.

Literacy is crucial for civic vitality because we know that as the schools go, so goes the city. The collective support for the $265 million bond referendum will be a game changer for the schools and ultimately our community. We all need to support literacy efforts for the future of Des Moines.

What is one change you have observed in the cultural community during your career and what do you think the community and the next generation of leaders can learn from that?

One significant change I’ve observed in the cultural community is the resurgence of censorship and the growing movement to ban books. When I began working in libraries, I never imagined we would see this level of organized effort to restrict access to information. While censorship tends to resurface every few decades, libraries have always stood as strong defenders of intellectual freedom, and we continue to resist intolerance whenever it appears. Access to information is a fundamental right, and libraries uphold the freedom to read by opposing censorship in both public and school settings.

What the community and next generation of leaders can learn from this moment is that reading cultivates empathy, understanding and critical thinking. Books help us make informed decisions and see the world through perspectives different from our own. Knowledge should never be feared or controlled; it should be celebrated, protected and shared. Future leaders must recognize that defending access to information is essential to safeguarding freedom of expression and nurturing a more open, thoughtful and inclusive community.

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Business Leader Newcomer of the Year

This award recognizes an individual who is new to the community or in a new position of leadership in their organization who has already and will continue making significant contributions to the community.

Raj Agnihotri, Raisbeck endowed dean of the Ivy College of Business, Iowa State University

Iowa State promoted from within for its next College of Business dean. Agnihotri started as dean on July 1 after seven years with the university. Helping create or improve the sales programs and courses in each of his higher education roles ultimately led him to Iowa State. He joined ISU in 2018 as the founding director of the Ivy Sales Forum to help prepare students for a career in professional sales. He became assistant dean for industry engagement in May 2024. 

Agnihotri told the Business Record that preparing students for the workforce is more than just helping them find a job. “We are going to create Ivy College of Business as almost a training ground so when companies hire our students, a lot of the training is already done,” he said.

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

To maintain a competitive Iowa economy, businesses must collaborate with higher education institutions as co-creators of value for our communities. A quick example of this would be to conceptualize internship opportunities for our students as an investment rather than a cost, so we keep our talent within the state of Iowa when these students are ready to decide on the job and their work locations. We plan to increase our partnerships with industry in ways that benefit our students and their future employers.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

Although the Ivy College of Business is on a growth trajectory, I am always looking for improvement. I am working to make us financially healthier by creating sustainable parallel revenue streams. It may require transforming our business model. Customized education, workforce development and corporate-funded research are examples of what I refer to as sustainable parallel revenue streams. We need to diversify our revenue streams. We cannot just rely on tuition dollars. I am also helping the college expand its footprint in the AI domain, particularly in addressing the ethical implications associated with the widespread use of AI. I plan to leverage our collective strengths to ensure sustained success.

Tami Madsen, executive director, Central Iowa Water Works

Madsen spent 2025 in a new role but also leading a newly formed entity. She joined the regional water utility Central Iowa Water Works in 2024 before it became operational at the start of this year. Regionalizing the water system was a nearly decade-long effort, with leaders saying it was needed to meet water needs as the region grows and support future economic development. Madsen moved to Iowa from North Dakota, where she led a similar regional water utility. She was at the forefront of responding to high nitrate levels in local rivers this summer that required a lawn watering ban. She told the Business Record in May Central Iowa Water Works is working to expand the capacity of several of its water treatment plants, one in Grimes, and one on the west side of the metro.

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

A priority I would like to elevate is long-term water security. Reliable, abundant water quietly supports everything we value: our economy, our health and our overall quality of life. As new federal regulations, source water challenges and changing weather patterns shape the future of our drinking water systems, we have a great opportunity to plan together in a more holistic way across industries and sectors. I am eager to help foster this conversation in a positive, collaborative spirit so we can build shared understanding and work proactively to support a strong, resilient future for our region.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

A meaningful accomplishment has been helping shape a shared long-term vision for water security in Central Iowa. This work, studying needs, coordinating partners and laying the groundwork for future investments, often happens without making headlines, but it will have lasting impact for families and businesses across the region.

Samantha Mosser, president, Bankers Trust Co.

Mosser began her new role as president of Bankers Trust on Aug. 1 after serving as the bank’s Nebraska president for the last three years. After more than 20 years working for banks in Nebraska, Mosser has moved to Des Moines and plans to quickly get involved with the community. She told the Business Record that a strength of hers is hiring talented people, and she does this by being open to all opportunities. “I’ve always stayed just as close to my competitors as I have my own staff, because you never know what opportunities are going to present themselves,” she said. “You need to keep those connections and make sure you know who in the market would be a good fit for the organization.”

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

Rather than focus on one specific cause, the priority I’m most interested in elevating is collaboration itself — doubling down on how we come together across sectors and communities. Whatever the issue or priority, our ability to solve big challenges depends on the strength of how well we work together.

Meaningful collaboration doesn’t happen by accident. It grows from trust, shared purpose and good stewardship of our resources — qualities Central Iowa has evidently long prioritized. And with so many companies experiencing leadership transitions, including my own, we have both a challenge and an opportunity to get to know one another and strengthen the partnerships that make this community such a remarkable place to live and work.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

One thing I’m especially proud of in my new role, though it may not be visible, is the foundational work focused on building strong relationships and listening across the metro and our areas of service. I’ve spent intentional time listening and learning to understand the challenges and opportunities of our clients, employees and community leaders.  

These meetings have given me a deeper appreciation for the organizations that power Central Iowa and for the people so committed to this community. They also reaffirmed Bankers Trust’s distinctive role: We’re more than a financial partner — we’re a connector, an advocate and often a sounding board for the businesses and families we serve. And what I’m experiencing isn’t unique. Our team builds these relationships with customers every day in meaningful, personal ways. It’s where some of our most important work happens and is a big part of the difference Bankers Trust makes for both customers and this community.

David Siebert, CEO, NCMIC Insurance Co.

Siebert this summer stepped into the top leadership role at NCMIC, the nation’s largest provider of chiropractic malpractice insurance. He brings 30 years of experience with the company, first joining as a claims representative in 1995. He was named president of NCMIC Insurance Co. in 2020, where he helped the company grow to a record number of policyholders and led multiple strategic growth initiatives. In the community, Siebert serves as the president-elect on the board of directors for Big Brothers Big Sisters of Central Iowa. He told the Business Record the company is currently focused on strategy work “that will help us evolve and plan for the next 10 years and beyond.”

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

Central Iowa is entering a remarkable moment of transition. As we welcome many new leaders, it’s important to honor those whose dedication shaped the region we’re proud to call home. We stand on their shoulders.  

Looking ahead, one priority rises above the rest for me: attracting and keeping the next generation of talent. Our future depends on young professionals seeing Central Iowa not just as a stop along the way, but as a place where they can build a life, grow a career and feel deeply connected to their community.  

That requires intentional action, ensuring affordable housing, maintaining a reasonable cost of living and creating workplaces where people feel seen, challenged and supported. If we give high-performing professionals the runway to thrive here, they’ll not only choose Central Iowa; they’ll champion it. 

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

Mentorship has been one of the most meaningful threads of my journey. I would not be in this position without people who believed in me long before I believed in myself, and now it’s my profound responsibility and honor to invest in others.  

I’ve had the privilege of mentoring emerging leaders within NCMIC and supporting the mission of Big Brothers Big Sisters of Central Iowa both as board chair and as a Big Brother to a 13-year-old. It reminds me that leadership is ultimately about showing up for people, one relationship at a time. And it has been one of the most rewarding parts of this new chapter. 

Deanna Strable, president, CEO and board chair, Principal Financial Group

Principal Financial Group veteran Deanna Strable spent 2025, her 35th year with the company, in the CEO’s chair. The year brought many “unexpected” moments, the Warren County native told the Business Record, but her familiarity with the company’s strategic priorities helped ensure she and the business followed through on commitments and built momentum as she learned a new role and routines. This year, she also served as a co-chair for the United Way of Central Iowa campaign and the Habitat for Humanity’s Women’s Build. 

She said the leadership transitions happening across Central Iowa is in many cases a sign of passing of the baton from mentor to mentee. “I think the great news is we’ve all learned from [the outgoing leaders] and we all saw how they approached their job, how they approached the community. As I’ve engaged this year … I’m engaging with both the outgoing leaders as well as the incoming leaders, and I’m seeing no change from a commitment to the community perspective, so I start there — we learned from the best and we’ll put our own stamp on it, but ultimately, we know how important that is.”

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

Leadership transitions open the door to innovation. New leaders bring different ideas and often accelerate transformation. This moment in Central Iowa is a chance to reimagine how we serve our communities and customers.

With six generations in the workforce, we’re navigating a wide range of expectations that challenge us to rethink how we lead and engage. Listening is critical — seeking input and ideas on where the region should focus to remain successful.

At the same time, we must ensure that the next generation of leaders is empowered, supported and equipped to lead with authenticity and agility in a rapidly evolving world. The more we encourage them to get involved, the deeper their roots grow here, and the more likely they may be to stay and continue to influence the community.

This happens in a variety of ways: Get young professionals involved in company groups to help them access career path opportunities and build their personal and professional networks. Connect them with opportunities to get involved and lead in the community — so they see the very tangible ways they are making a difference.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

In 2025, we launched a Data and AI Literacy Program at Principal, offering all 20,000 employees training in AI fluency and data literacy. It’s a key piece of Principal becoming an AI-enabled financial services organization, where data and artificial intelligence are core drivers of how we serve our customers and run our business.

The training provides foundational knowledge for all employees, enabling them to share a common understanding as they navigate and thrive in our AI-enabled workplace. I’m truly gratified to see the enthusiastic response from employees. We have nearly 90% engagement, and more than 50% of employees have already completed the entire program coursework.

Employees are now putting what they’ve learned to work in their own roles—infusing data and AI in new ways as they continue to apply their own critical thinking, collaboration and curiosity to solve challenges and deliver additional value for customers.

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Cultural Leader Newcomer of the Year

This award recognizes an individual who is new to the community or in a new position of leadership in a cultural or nonprofit organization who has already and will continue making significant contributions to the community.

Renee Crowell, executive director, The Ingersoll 

Crowell began serving as The Ingersoll’s executive director ahead of the historic theater’s reopening coming up on Dec. 31. The renovated and reimagined dinner theater is a partnership between White Oak Realty, Ames-based VenuWorks, which is managing the space, and programming directors Napoleon Douglas and Max Wellman. Crowell told dsm the team is “looking to bring something new” that gives “life back to the Ingersoll theater for the community.”

What is one way you feel you are leaving an impact on your organization and one way you are leaving an impact on the Greater Des Moines or Central Iowa community?

I’m making an impact on our organization by bringing together an incredible team of talented professionals from our community, people who are experts in their fields that share a deep passion for the arts. It’s an honor to help reopen a space that holds such history and meaning, and there’s a real sense of excitement in knowing we’re creating something truly special for Des Moines.

With the team we’re building, we’re able to welcome top-tier artists and provide not just an extraordinary show but also a gourmet dining experience. Our team is reimagining what the theater can be, crafting an unforgettable “dinner and a show” experience. Our team’s hard work in revitalizing the Ingersoll reflects our shared commitment to contributing to the vibrancy, pride, and creativity of the Greater Des Moines community.

What is one change you have observed in the cultural community during your career and what do you think the community and the next generation of leaders can learn from that?

One of the biggest changes I’ve observed is a growing recognition of how important it is to build and care for a strong team. Today, more than ever, people want to feel valued, respected and supported in the work that they do. The truth is simple: If you don’t support your people, they won’t support your business. I’ve learned that great teams thrive when they’re held to high standards, when you support people while also encouraging them to grow and excel.

When you have people in your organization who care, who share your passion and believe in the vision just as much as you do, it’s important to invest in them. Respect them, listen to them and make sure they know they matter. Building a team takes time, trust and intention, and once you’ve done that work, growing that team becomes one of the most important responsibilities of a leader.

The next generation of leaders can learn that great organizations aren’t built by one person; they’re built by empowered, supported teams who feel connected to a shared purpose.

Trina Flack, president and CEO, Catch Des Moines

Flack took the reins of Des Moines’ convention and visitors bureau in August, following Greg Edwards’ retirement. She has worked for Catch Des Moines for more than 17 years, most recently as vice president of sales before her move to CEO. She is also a 2017 Forty Under 40 honoree. She has helped secure major events that have brought millions of dollars in economic development to the region, including the NCAA men’s basketball tournament (2016, 2019, 2023 and upcoming in 2028), the Dew Tour, Ironman North American Championship and the National Speech and Debate Tournament. She has also volunteered for regional boards and commissions, including the city of Ankeny Planning and Zoning Commission and the Capital Crossroads Regional Council.

When thinking about the future of Catch Des Moines’ impact on the city, she recently told the Business Record “We’re trying to figure out where the opportunities are, where are we falling short, and why are we falling short? Being part of the destination development conversation, if we can’t host it today, could we host it 10 years from now?”

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

Catch Des Moines is responsible for bringing meetings, conferences, tournaments and events to the region. We compete with cities across the country – cities our size and some that are larger than us. Greater Des Moines historically fights above our weight class to win major events – things like NCAA men’s basketball, National Speech and Debate and National Senior Games. To continue competing at this level, we must consider facility growth, development and other elements that make our city appealing to groups and major events. This means considering possibilities like an entertainment district, additional flights or airlift capacity, more sheets of ice or lacrosse fields, an expansion of the Iowa Events Center, added hotel rooms and other regional projects that shape the character and capabilities of our community.  Developments like these are a community effort, require public and private investment and support, and need a shared understanding of the “why” to help everyone find a way to say yes.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

Catch Des Moines is funded primarily through lodging tax, with a budget of approximately $7 million. We receive 25% of that tax from the 15 municipalities we represent. This funding was recently cut (down from 28.5%), due to challenges facing city budgets. It represents about an $800,000 cut to our budget, which is significant. That’s $800,000 less in our budget to solicit and support major events.

In an average year, we spend between $1 million and $1.5 million on bid incentives. This is everything from paying the convention center rental on behalf of an organization to buying the fields for a soccer tournament to housing officials or staff, or just a cash sponsorship. It’s a numbers game, and we are competing with these cities across the Midwest and the country for business. Each of these cities and states has funding to support events – whether it be from lodging tax or state funds or some other mix. This isn’t new. There has always been competition for events and there has always been varying levels of funding and support. But the game is changing a bit and certain cities and states are putting more emphasis on events, driving economic development decisions that make them really competitive and attractive, and finding ways to financially support events to give them a leg up.

In order for us to continue to be competitive in this industry, and continue attracting really cool events that make a major impact on our city, increased funding is important. As the leader of the metro’s destination marketing organization, it’s my responsibility to look at alternatives and find solutions for funding. With that, I’m working with partners throughout the state to pursue Tourism Improvement District (TID) authorization – which is state enabling legislation that allows communities to form districts designed to increase occupancy and room rates for lodging businesses. Hotels within the district assess a fee on hotel stays and the revenue is reinvested into tourism promotion or development. TIDs are designed, created and governed by the lodging businesses that participate. This funding would protect against future changes at a government level. There are more than 220 districts in 25 states currently.

If we are able to get the authorization legislation passed, we’d work with the business entities and community to establish a local plan and governance structure. This work to identify and pursue funding is vital to the success of Catch Des Moines and my most important project in this role.

Tami Nielsen, president and CEO, Food Bank of Iowa

On June 1, Nielsen became the Food Bank of Iowa’s fourth leader since its founding 43 years ago. Nielsen started her career as a resident and family counselor at House of Mercy in Des Moines, an experience that emphasized “relationship-building, trust-building and operating to the best of your ability,” she told the Business Record in September.

Since joining the food bank in 2016 she has worked in multiple roles, stepping onto the executive leadership team in 2023 as chief operating officer. She’s seen the food bank strategically grow, including going from six school pantries to 167, but also navigate policy and economic changes as they arise.

One goal Nielsen and her team are working on is expanding its reach to more volunteers and supporters. That means making more space for them to come to the food bank — they are adding 120 parking spots specifically for volunteers.

She said it comes back to “How can we get more people invested in our cause, and then they turn around and act as ambassadors within the community to spread the great work that we’re doing, and get more people involved?”

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

I would like to see us come together to ensure people’s basic needs are met, including food, shelter and health care. When our neighbors have the nutrition they need to thrive, the entire community benefits and is lifted up. Food Bank of Iowa provides so much more than food and hope — we’re helping to build stronger communities. We are pleased to be a part of United Way’s Food Security Planning Committee, to connect community members with needed services.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

I’ve enjoyed building and strengthening relationships with many community stakeholders to learn how we may support one another and explore opportunities to collaborate.

Eric Trope, artistic director, Ballet Des Moines

Trope began a new chapter this July as the artistic director of Ballet Des Moines. He has years of experience as a dancer, choreographer and teacher, having spent more than a decade with the Miami City Ballet and Pennsylvania Ballet and appearing as a guest artist with companies in the United States and Europe. He has also contributed to high-profile workshops and productions, including Steven Spielberg’s 2021 film adaptation of “West Side Story.” Beyond performance, Trope co-founded Buddy System, a nonprofit that fights food insecurity in Miami.

Shortly after he was hired, he told dsm he was drawn to Ballet Des Moines’ collaborative and flexible approach. The creative process “can be collaborative,” he said. “You can create art from kindness, from a shared experience.” With about a dozen principal dancers, Ballet Des Moines offers him a rare chance to guide artistic vision with creative freedom, in a new act for both the company and its new artistic director.

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

I believe access to the arts is more important than ever. As a queer teenager growing up in a small town in Maryland, ballet was where I found community, purpose and possibility. It carried me to places and stages I never imagined. During the COVID-19 pandemic, when I was unable to perform with Miami City Ballet, I co-founded the nonprofit Buddy System, which just celebrated five years of tackling food insecurity across Miami. These experiences deepened my belief that nonprofits must derive their meaning from the communities they serve.

One of the many reasons I was drawn to Ballet Des Moines is the extraordinary work already happening here around access. This year we expanded our groundbreaking partnership with the Iowa Library Association and Des Moines Public Library so that any Iowan with a library card, age 7 and up, can receive free tickets to Ballet Des Moines performances.

Our new initiative, Ballet Without Barriers, engages diverse audiences through multiple pathways — at the theater, in the studio and at home. Components include adaptive dance classes, written and recorded performance narratives, a new sensory-friendly “Nutcracker” matinee, and events exploring how our senses shape our experience of art. Our partners include the Harkin Institute, the Iowa School for the Deaf, ChildServe, Variety, IRIS (Iowa Radio Reading Information Services), Dance Without Limits and Value Inclusion. We also work closely with SEEDS, a nonprofit that cultivates the creative and entrepreneurial potential of Black and brown youth, to offer free dance classes, Nutcracker participation and complimentary tickets.

Still, there is more to do. Now more than ever, I believe the arts have the power to foster community, build empathy and help individuals discover purpose. I hope to continue elevating this work and collaborating with partners across Central Iowa to make true cultural access a shared priority.

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

I am so proud of the season Ballet Des Moines has presented to our community this year — one that reflects the talent, creativity and heart of this company. This year, we welcomed world-renowned choreographer Jennifer Archibald, the first African American female resident choreographer at Cincinnati Ballet, who created a world premiere for our dancers. I also collaborated with visual artist Jami Milne on a new ballet entitled Memory Sonata, which featured a full-stage installation at Hoyt Sherman Place honoring the matriarchs who shaped us. Looking ahead, I’m thrilled to be partnering with local artist Olivia Valentine and the Belin String Quartet on our February program, as well as preparing our first collaboration with the Des Moines Symphony for Tom Mattingly’s Cinderella at the Civic Center this spring. It has been a true honor collaborating with so many inspiring creators as well as getting to know our 14 professional dancers and 10 trainees — extraordinary athletes and artists at the pinnacle of their craft.

Much of my unseen work here has been focused on planning our 2026-27 season, and it has been an exciting process. As I plan the coming season, I’m excited to show contemporary and classical work by world-renowned choreographers such as Justin Peck, a three-time Tony Award winner and resident choreographer at New York City Ballet, while also presenting family-friendly classics. I plan to expand our live music component, deepening collaborations with local musicians and exploring partnerships beyond classical music. I also hope to bring dance into dialogue with other mediums — working with writers, visual artists and creators both local and international. Through interdisciplinary collaboration, we can expand interest in dance while cultivating partnerships that inspire, challenge and ultimately elevate both our artists and the art form itself.

Kathy Underhill, CEO, Des Moines Area Religious Council

In July, Kathy Underhill brought decades of anti-hunger expertise to her new role as CEO of the Des Moines Area Religious Council. Raised in a family dedicated to community service, she began volunteering with Meals on Wheels and local food pantries as a child. In an article for BPC’s Iowa Stops Hunger initiative, she said those early experiences shaped her lifelong commitment to alleviating hunger and her training as a social worker.

Before coming to Iowa, she oversaw nine federal nutrition programs for the state of Colorado, managing more than $80 million in American-grown food, and co-founded Hunger Free Colorado, serving as its CEO. She also taught advocacy and policy at the University of Denver School of Social Work, helping cultivate a new generation of anti-hunger leaders.

At DMARC, she aims to strengthen food pantry networks, expand child nutrition programs and address the rising economic pressures driving more families to seek assistance. Her approach emphasizes collaboration among government, charitable and corporate partners. She likens hunger alleviation to solving a Rubik’s Cube, aligning policies and programs in the right order creates real solutions. As she sees it, hunger is a “totally solvable problem” when communities commit to working together.

The Central Iowa region has seen a record number of executive leadership transitions in 2024 and 2025, according to a review of Business Record archives. As one of those new leaders, what is one priority or topic you would like to help bring to the surface and see the community collaborate and take action on?

Hunger has been the focus of my work for many years and one I would like the community to understand in a deeper way. Our neighbors facing hunger are the same ones who ring us up at the big box store, work in daycare tending our babies and deliver our packages. They are often low-wage workers who live on razor thin margins financially, with no room for unexpected expenses like a car repair or a sick child. They are one curveball away from visiting a pantry. There can be an “us and them” mentality – but really, there is just us. Once we truly grasp this, we as a community can look at deeper, upstream systemic solutions with data, understanding and compassion.  

What is one thing you are proud of working on since starting in your new role that may not have been seen by the community?

Improving the efficiency and effectiveness of DMARC is a moral imperative. It’s how we grow our impact and steward community support. I came in looking for ways to optimize DMARC’s great existing work, in part through technology. This starts with our data. Anytime someone checks in at their local food pantry, the information collected is flowing through a proprietary intake system that we’ve recently recreated from the ground up. We were hearing from the people working at food pantries and the people visiting that the process was becoming clunky and burdensome. So, we quickly pivoted to create something new to help our staff and our pantry visitors in the span of two and a half months and thank goodness we had it. Without innovating, the DMARC Food Pantry Network would not have been able to assist a record–breaking number of people during this November’s government shutdown and interruption in SNAP benefits. Data tells the story of hunger in our community and helps us advocate for stronger public policy. Our next step is a phase two of the project that includes self-check-in kiosks in multiple languages, with the intent that it can be made available to any food pantry in the state who’d like to use it. 

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Business Story of the Year

Recognizes a notable story of a company’s, organization’s or business leader’s success and achievements that have made a significant positive contribution to the region’s economy.

Sale of former Wells Fargo downtown properties finalized

The sale of the former Wells Fargo campus downtown opens new opportunities for redevelopment that will pave the way for great connection downtown. Iowa holdings company DMCRE1 LLC purchased the four buildings for $32 million.The Skyview building at 800 Walnut St., the Northstar building at 801 Walnut St., the Towers building at 206 Eighth St., and the Founders Building at 207 Ninth St., were all included in the transaction. The deal also included the 545,000-square-foot, 1,600-stall parking garage at 800 Mulberry St., a 1.8-acre surface parking lot at 80 Eighth St. and a 3.27-acre surface lot at 900 Vine St. The deal was finalized on Aug. 14. Gordon Glade, a partner in DMCRE1, said he and his associates like the growth that’s happening in Des Moines, citing that as a major factor in the group’s decision to buy the properties. While interest in the future of the properties was high, all eyes appear to be on what will happen with the vacant lots and opportunities for development that will connect downtown to future development along the MLK corridor, including the proposed Pro Iowa Soccer Stadium and Global Plaza. “I think those opportunities are unique because it’s less redevelopment and more just true development of what could come,” said Renae Mauk, vice president of downtown development at the Greater Des Moines Partnership. 

Des Moines native Greg Abel to succeed Buffett as  Berkshire Hathaway CEO

Longtime Des Moines resident Greg Abel is set to become CEO of Berkshire Hathaway on Jan. 1, taking the reins from Warren Buffett, who has led the massive conglomerate for decades. In 2021, Buffett publicly confirmed that Abel would succeed him as the company’s CEO. In May, Buffett announced he would step down as CEO at the end of 2025. Abel, who grew up in Alberta, Canada, began his career as a certified public accountant at PwC (PricewaterhouseCoopers) and later joined CalEnergy, a geothermal electricity producer. CalEnergy, which became MidAmerican Energy Co., was acquired by Berkshire Hathaway in 2000. Abel became CEO of MidAmerican Energy in 2008. (Iowa Power and Light Co., a utility for Central and Southwest Iowa and part of the Iowa Resources holding company, was absorbed into the MidAmerican Energy structure in the mid-1990s.) In 2018, Abel was appointed to the Berkshire Hathaway board of directors as vice chairman of non-insurance operations. The appointment formalized his role as a potential Buffett successor. In his letter to shareholders in November, the 95-year-old Buffett described Abel as “a great manager, a tireless worker and an honest communicator.”

Work underway on 515 Walnut Tower

As you drive around downtown, you have seen the road closures around Fifth and Walnut streets, and the fencing around the site where the 33-story 515 Walnut Tower is going up. Work on the foundation was well underway in early 2025 and by the end of the year, crews with Beal Derkenne Construction were adding floors that were visible above the fencing blocking the site, and from several blocks away. Once complete, it will have 390 residential units, ranging from studios to two bedrooms. There will be a fitness center for residents, a coffee shop for those who live there and the top floor will be a combination of open air and enclosed areas with a kitchen and seating that residents can use for gatherings. The estimated cost of the project is $148 million, with completion expected in 2027. Once complete, its estimated assessed value will be more than $69.5 million. It will be the largest residential project ever built in downtown Des Moines and the most significant change to the downtown skyline since the construction of 801 Grand in 1991. Joe Teeling, head of development for St. Joseph Group, said not only will the 515 Walnut Tower change the city’s skyline, it will add to a thriving and vibrant downtown. 

A changing of the guard in Central Iowa

Leadership transitions are nothing new, but they have happened at a record pace in Central Iowa for the past two years. A review of Business Record archives found 111 leadership transitions in 2024, a 54% increase from the year before, and 2025 has broken that record with 131 transitions recorded as of Dec. 12. And it’s not just Central Iowa. The COVID-19 pandemic has been identified as a driver in the nationwide acceleration of retirements and leadership transitions. A new class of leaders presents opportunities for new ideas and leadership styles that can continue to advance the region, but it also raises questions for the future around how the leadership dynamic and collaboration could evolve. The Business Record brought this discussion to the community at our Power Breakfast in October, where a panel of community leaders discussed how the widespread transition could affect the community as a whole. Kristi Knous, president of the Community Foundation of Greater Des Moines, said as the region’s stable of leaders grows and influence spreads among more people, it will be important for leaders to maintain alignment on regional priorities and goals. “I do think prioritization helps to keep people aligned toward some key priorities in the community; you don’t want to dilute it,” Knous said. “You want people to be focused and marching toward the same goals. There are always challenges in communication, too, and making sure people know what those priorities are, how they can engage and how they can get to that table. To me, there are more strengths than challenges.”

Iowa selected for $40 million BioMADE biomanufacturing facility

Coming to the Iowa State University campus at the end of 2028, BioMADE is a $40 million facility designed to help biotech startups scale. BioMADE is a U.S. Department of Defense Manufacturing Innovation Institute initiative focused on accelerating commercialization of biotechnology, partnering with the Iowa Economic Development Authority, BioConnect Iowa and Iowa State University on the project. BioMADE will contribute $20 million and operate the site at the BioCentury Research Farm at ISU’s Research Park; IEDA has approved a $10 million grant, and the remaining funding will be raised through cost-share partners. The 15,000-square-foot facility, expected to open in early 2028, will include 5,000- and 10,000-liter fermenters and downstream processing equipment to help startups scale fermentation-based technologies using Iowa’s agricultural feedstocks.

Organizers say the project fills a critical gap in the U.S., where mid-stage biotech pilot infrastructure is scarce, forcing startups to go overseas for scale-up work. Jack Starr, BioMADE’s chief manufacturing officer and an Iowa State chemical engineering alumnus, said the Iowa site will provide companies with rare access to experienced industry experts, food-safe processing capabilities and larger-batch production needed for commercialization. Iowa was selected for its agricultural strengths, corn-based feedstocks, established biomanufacturing workforce and research assets at ISU. The new facility joins forthcoming BioMADE sites in California and Minnesota, each designed with a specialized niche to build a robust national biomanufacturing ecosystem. Iowa officials say the project will help the state diversify beyond traditional biofuels and will attract early-stage companies to establish permanent operations in the state. 

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Cultural Story of the Year

Recognizes a notable story of a nonprofit, cultural organization or cultural leader’s success and achievements that have made a significant positive contribution to the community.

Newly completed Two Rivers Park comes to life with welcoming, inclusive space

Two Rivers Park, a newly completed 9.3-acre green space on the east side of the Des Moines River, was unveiled in October and lauded for its inclusive, community-focused design. Formerly a MidAmerican Energy Co. service center, the site was redeveloped for about $15 million a a partnership between MidAmerican, the city of Des Moines and Polk County Conservation, which will oversee long-term maintenance. Additional collaborators included ICON Water Trails, the Greater Des Moines Partnership, BNIM and McGough Construction, with the Harkin Institute advising on accessibility.

Although construction finished in August and the park is already open, an official community celebration is planned for next spring, according to Kathryn Kunert, vice president of economic connection and integration for MidAmerican. The park features an elevated overlook offering sweeping views of the city skyline, a shelter with restrooms, benches made from recycled wind turbine blades and open green spaces capable of hosting 3,000 to 4,000 people. More than 300 trees from 50 different species, 90 plant and shrub varieties, and native grasses enhance the landscape.

Accessibility is central to the design, reflected in braille signage, a tactile map, wide pathways with enhanced lighting, and expanded handicapped parking. MidAmerican leaders say the park advances their goals of community engagement, placemaking and economic development.

A gateway in glass, light and stone: Five art installations for the Des Moines airport

Construction at the Des Moines International Airport’s new $445 million terminal is still underway, but plans for its public art program are already taking shape. Five major artworks will be installed in the terminal when it opens in early 2027, the result of a large-scale commissioning effort led by the Greater Des Moines Public Art Foundation. The airport authority launched the initiative in 2023 with an $850,000 investment, subsequently partnering with the foundation to manage artist selection and installation.

Under the leadership of newly hired executive director Alexa McCarthy, the foundation expanded the project’s budget to $4 million, raising the remaining funds from more than 100 donors in less than a year. The foundation solicited proposals from about 30 nationally recognized artists and issued an open call for Iowa artists to compete for an exterior site. After months of review, a committee chose five artworks designed to be welcoming, calming and easily interpreted within the fast-paced airport environment.

The foundation is now collaborating with the artists, airport leadership, architects from HNTB and BNIM, and the Weitz-Turner construction team to integrate the pieces into the terminal’s design. Plans are also underway to support accessibility through school visits, braille guides and audio descriptions. Ultimately, leaders hope the works will invite travelers to pause, engage and experience a moment of reflection amid the bustle of air travel.

100 years of music: The Civic Music Association celebrates its first century

Founded in 1925, the Civic Music Association (CMA) has shaped Des Moines’ cultural landscape for a century, long before the arrival of major local arts institutions, modern technology or even widespread electricity. Established to bring world-class classical performers to the city, the organization launched with 100 charter members and quickly grew, hosting its first concert that November at the Des Moines Coliseum. From the beginning, CMA paired its performance series with a strong educational mission, offering special programming for schoolchildren and rotating among venues to best suit each artist.

By the mid-20th century, CMA had become one of the nation’s leading civic music organizations, reaching more than 4,000 members and attracting praise for elevating musical life in the Midwest. Despite national shifts in taste and the rise of competing technologies, CMA endured — broadening its programming to include jazz and expanding the definition of what belongs within the classical canon. Its history includes performances by legendary artists such as Rachmaninoff, Horowitz, Stern, Anderson and Perlman, as well as pioneering jazz figures.

Now led by executive director Ashley Sidon and a team of women continuing the founders’ legacy, CMA launched a star-studded centennial season in 2025, featuring Yo-Yo Ma, Emanuel Ax and Fred Hersch.

Faith, refuge and resilience: The story of Iowa’s newest mosque

Set amid the farm fields west of Granger, the Es-Selam Mosque, home of the Islamic and Cultural Center Bosniak of Des Moines, stands as a 30-acre testament to a community’s resilience, faith and determination. Marked by a 130-foot minaret and a gleaming golden dome, the campus reflects more than 15 years of collective effort by Bosnian refugees and Muslims from across Iowa and beyond. Many members arrived in Central Iowa after fleeing war and genocide in Bosnia; today, the mosque’s 650 member families represent 18 nationalities and a thriving, multigenerational congregation.

The center celebrated its grand opening in September, a milestone entirely funded through donations of money, materials and labor. Congregation president Elvedin Sivac and imam Nermin Spahić emphasized that the project was built without loans, in alignment with Islamic principles that prohibit interest. Instead, trust, transparency and thousands of volunteer hours powered every stage — from purchasing the land to constructing the funeral home, cemetery, mosque and community amenities.

Designed by Neumann Monson Architects, the mosque incorporates symbolic elements of Islamic tradition, including a 40-foot dome representing Allah’s universe, a mihrab orienting worshippers toward Mecca and a minaret topped with a crescent moon and star.

Curtains up at the Ingersoll

After sitting dark for more than a decade, The Ingersoll — formerly the Ingersoll Dinner Theatre — is scheduled to reopen on Dec. 31, restoring a beloved entertainment venue that first debuted nearly 90 years ago. Built in 1939 by local philanthropist A.H. Blank as one of Central Iowa’s earliest “talkie” theaters, the building has cycled through multiple identities, from movie house to live theater to a series of short-lived ventures in the 2000s before ultimately falling vacant.

Now, a new ownership team is reviving the dinner-theater model that defined the venue’s heyday. Connor Delaney, CEO of White Oak Realty, purchased the building with the goal of honoring its historic legacy while reintroducing live entertainment paired with full-course meals. He partnered with Steve Peters of VenuWorks and brought on two local entertainment experts, Napoleon Douglas and Max Wellman, as programming directors. Together, they aim to create a welcoming, community-driven space that blends nostalgia with fresh programming.

Plans call for about five shows per week, including music, comedy and small productions alongside dinner service, as well as seasonal specials and brunch events. The renovated theater features two bars, seating for 225 people and an elegant, vintage-inspired atmosphere.