The company: La Superior Food Products Inc., a manufacturer of corn and flour tortillas, sells its products in a seven-state area. The company offers more than 35 products under its label as well as private labels. Sixty-five percent of its business is retail and 35 percent is food service.

Telephone: (913) 432-4933

Address: 4307 Merriam Drive, Overland Park, KS

Web site: www.lasuperiorfood.com

Ownership, top management: George Young and Larry O'Brien are co-owners of the company. Young is chief executive officer and O'Brien is chief operating officer. Other members of the management team include Darrel Latham, director of marketing; Gordon Graham, director of operations; and Alex Vilchis, plant manager.

No. of employees: 36

Challenge: Introduce a new product to capitalize on low-carb trend.

Background, research: La Superior was founded in 1979 by Mike Hernandez, who sold the company to Young and O'Brien in April 2003.

The partners have extensive background in the food industry. Young most recently was president of Williams Foods Inc., Lenexa. O'Brien was general manager of Spanish Gardens Food Manufacturing Inc. in Kansas City, Kan., for 25 years.

As the two men took the reins of La Superior, they discovered the company had not introduced a new product in about 10 years.

“The key to the food business is new products. I began looking around and I saw all the low-carb products and thought there might be an opportunity,” said Young, who has been following the Dr. Atkins low-carb diet for two years.

The standard tortilla La Superior produced is 16-17 net carbs. Young set out to develop a new product – a low-carb tortilla under about 10 net carbs — hoping to capture a ready market.

Action steps: Young asked four companies to develop a low-carb recipe he and his management team could sample.

Young said he liked a sample from a Texas ingredient company.

“This one wasn't salty and didn't leave an aftertaste as so many other low-carb products do,” he said. “A low-carb tortilla is basically a whole wheat tortilla – the replacement that lowers the carbs is soy.”

With the recipe in hand for a 4 net carb tortilla, Young bought ingredients from the Texas company and moved quickly to get the product to market in December 2003. Young didn't want to wait for a new package design, so he placed the low-carb tortilla in existing bags with a new ingredient label. The package also included a sticker on the front promoting the new 4 net carbs per serving.

Young went to area grocery stores to pitch the new product and used a network of distributors to get the product on the market.

Each package of 12 eight-inch, low-carb tortillas retails for $2.09 to $2.25.

While focused on the Kansas City market, La Superior also is selling the item through a low-carb Web site, which opens it up to customers in Kansas, Missouri and Iowa. The new tortilla is being sold to area restaurants as well.

Working with Creative Source, a Kansas City company, Young in March designed new packaging for the low-carb tortilla and other products in the La Superior line.

Results: Young has been pleased with the success of La Superior's new low-carb tortilla.

”From a sales standpoint, it's been a really good success,” Young said, noting that it is already the company's third most popular product behind regular 8-inch and 10-inch flour tortillas.

In January, La Superior sold 500 cases of the new low-carb tortillas. Young projects the new product will reach about $300,000 in annual sales.

The company: First Biomedical Inc. rents, sells and services medical infusion devices used in intravenous therapy treatment. The company's business is split between rentals, disposable supplies and service work. The company markets a line of defibrillators, pumps and other equipment used by emergency medical services throughout the country. It also sells medical tubing, I.V. catheters and dressing change kits. First Biomedical handles recertification of infusion devices and other general medical equipment for hospitals that do not have in-house departments to handle such tasks.

Clients include Children's Mercy Hospital in Kansas City and City of Hope and Cedars-Sinai Health System in California

Telephone: 1-(800) 658-5582

Address: 878 N. Jan-Mar Court, Olathe, Kan.

Web site: www.firstbiomedical.com

Ownership, top management: First Biomedical is a C corporation. Tom Creal owns 90 percent of the stock and Dan Wassall owns 10 percent. Creal and Wassall manage the company along with Kirsten Maher and Mike Cain.

Number of employees: 15

Challenge: Create company loyalty and retain employees.

Background, research: Tom Creal started First Biomedical in 1998 after working for several other companies in the biomedical infusion equipment field. He was unemployed at the time.

“I had been through what I thought was a parody,” Creal said. “I worked for a (large) company for 17 years, had been given awards and they had four rounds of layoffs. I was spared until the fourth one and then I got fired.”

In subsequent jobs, Creal found himself as the last one hired, so when downsizing took place, he was among the first out the door. Creal said the company showed no loyalty to the employee. On the flip side, Creal said, it also created an environment where employees were no longer as loyal to the company. It was a culture he didn't like.

“I thought there was something missing,” Creal said.

After putting a business plan together, Creal secured a Small Business Administration loan and opened up for business with two employees. Creal, a former Marine helicopter pilot, was determined to operate his company differently then the way he had been treated.

“I wanted to develop company loyalty but not be a father figure,” he said.

Action steps: Creal decided the best way to tackle the loyalty issue was to put together a benefits package for employees that would keep them happy and entice them to stay. From Day One, First Biomedical provided its employees with dental, life and health insurance.

“We pay for it for the whole family,” Creal said.

From the time they start with the company, employees have a combination of 15 vacation-sick days to use throughout the year. Employees may carry over unused vacation-sick days to the next year as well. First Biomedical also opens a simple IRA for each of its staff with a 3 percent match; employees are vested from the first day they come to work.

Other benefits include a seven-hour workday, free cell phones for employees who are on call, free snacks and Costco cards paid for by the company. A new on-site gym greets First Biomedical employees in the company's new facility. There are plans to begin a wellness program with a health assessment for all employees.

In keeping with his idea of rewarding employees for performance, Creal said there would be incentives to take part in the wellness program.

Creating an open and honest atmosphere for employees is another way Creal looked to create loyalty. Creal is open with employees about the financial situation of First Biomedical, and he shares the wealth.

“Whenever we have a record gross profit month, employees get 2 percent of their annual salary,” Creal said. Employees also receive a Christmas bonus of 4 percent to 5 percent of their annual salary.

Employees do not have specific job descriptions either.

“People like the fact they have a job, but because we don't have exact job descriptions, you can move around,” said Courtney Conant, First Biomedical services coordinator. “Employees are making contributions we never thought of.”

Results: Putting a variety of benefits into place early on in the company's life has had a positive impact, Creal said. Only four employees have left the company since First Biomedical opened its doors in 1998. Creal said the minimal turnover has helped productivity and revenues.

“We started at zero and we'll be a $3.5 million company this year,” he said.

Employees stay late to finish work and jump in to help in other areas.

Tim Moore, 40

Project engineer

Company: Murray Company.

About the company: Murray Co., with offices in Kansas City and St. Louis, provides design and commercial construction management services. Murray Co. specializes in managing construction within the health care, broadcast and commercial real estate industries, but has completed several warehouse and office space construction projects as well.

My role: My responsibilities consist of assisting in the bidding process; creating and tracking construction schedules and submittal schedules; technically reviewing plans, change order requests, architectural supplemental instruction and requests for information; and assisting with the subcontract/purchase order process.

Q: How long have you been in this job?

A: Since July.

Q: How long did it take you to find your job?

A: I really wasn't looking. It had crossed my mind that I might need to start looking for a job, in case I might be targeted for a layoff at my previous company. But I hadn't even yet updated my old resume when I was called and asked to provide an interview with Murray Co.

Q: How did you find your job?

A: The phone call I mentioned came as a result of a relationship I had had with a previous client. It had been three years since we had worked together.

Q: Tell me about the interview process.

A: It was less than a week from the first interview until I knew I had the job. I came in, filled out an application, had two interviews and went through some personality testing. After accepting the position, I was in the job two weeks later.

Q: Did you reach a low point?

A: Only insomuch as I wondered whether the job would be offered. As it was, however, it all happened so fast that there really wasn't much time for concern to set in.

Q: What is your best advice for others in the job search?

A: If you do your work well and with integrity, others will recognize it and future doors might be opened for you.

Q: What is your educational background?

A: My 22 or 23 years in the construction business, coupled with college math courses and some classes in interpreting architectural drawings at Johnson County Community College, has provided my education. I've been in the construction business all my life.

Q: Is there anything else you would like to share related to the job search?

A: In the past, what I've done is research various firms and put together a mailing list for my resume. I think it's a good idea to target the firms in which you're most interested.

Q: How does this new job fit into your long-range career plans?

A: I enjoy this line of work and challenges each day presents. I hope to always either move laterally or upward in each career move I make. The step to Murray is a move upward due to the expanded responsibilities and opportunities. I've focused my career around construction management.

Tammy Ault, 31

Manager, business system development

Company: FirstGuard Health Plan

About the company: Founded in 1996, FirstGuard Health Plan is a locally owned health plan providing health insurance programs to government entities.

My role: I am the manager of a team handling application design and development, application support, system configuration, analysis of business requirements and the project management to support all strategic and business objectives.

Q: How long have you been in this position?

A: About two months.

Q: How long did it take you to find your job?

A: I had searched for several months before finding FirstGuard, but after that the process with FirstGuard happened very quickly -- within a couple of weeks. FirstGuard did not drag the process out like some companies. If a company knows what it is looking for and you have a need, there should not be a reason to prolong the choice.

Q: How did you find your job?

A: Through an Internet search.

Q: What worked in the job search?

A: There are so many sites now that you can search. The key is finding the right one that works for you and your needs as an individual.

Q: Did you reach a low point?

A: No. I was one of the fortunate ones in that I was not unemployed. I am thankful for that.

Q: What is your best advice for others in the job search?

A: Hang in there. There are jobs out there, but you have to persevere.

Q: What is your educational background?

A: I have a bachelor's degree in organizational communication from Arizona State University (1994) in Tempe and a master's certificate in project management from George Washington University (2001) in Washington, D.C. This year I received my certification as a project management professional.

Q: Tell about your previous work experience.

A: Professionally, I have only been with three other companies. Every job has been a steppingstone and helped me grow my career and knowledge to make me a better person. I have done some great things and met extraordinary people along the way.

Q: Is there anything else you would like to share related to the job search?

A: Everything happens for a reason. Do not take just any job. Instead, find a place to grow in your career and continue building on your dreams.

Q: How does this new job fit into your long-range career plans?

A good wedding planner is a mix of Martha Stewart and Dr. Phil, says the owner of Nolte's Bridal Collection in Overland Park.

Michael Nolte has dealt with heart attacks at wedding receptions, cancellations that occurred the day of the big event, microbursts that blew over tents, and people trying to disrupt the ceremony by shouting obscenities.

While those might be considered crises, Nolte advises his clients to redefine the term. As a planner of more than 1,000 ceremonies over 23 years, he's had only one "crisis."

That occurred in a torrential rainstorm when a bride's great-aunt fell face first onto the marble floor of a church and was severely injured.

"There were all these guests trying to get in the church, out of the rain, and here was this lady lying there unconscious in the foyer of the church," Nolte said. "So I'm calling 911, covering up the lady with my topcoat so she doesn't go into shock. I have all these guests to deal with. I have these bridesmaids to deal with. I have blood all over the floor and the bride coming in the limo in 10 minutes."

Nolte had the limousine take a detour without telling the bride there was an accident, got substitutes for the participants in the bridal party who had to ride to the hospital, and had the mess cleaned up by the time the bride arrived.

"A crisis is someone in danger of losing their life, and short of that it could be a challenge, a frustration, a disappointment," Nolte said. "But they're still going to get married."

One bride took exception to her father's guest, his girlfriend, because he was still married to the bride's mother. There was a showdown two days before the wedding when the father threatened to freeze a credit card account.

Nolte worked out a compromise. The girlfriend came but was seated on a side aisle, not with the family.

Another client spent $500,000 for aisles full of violinists and $40 candles, the best linens and ornate flower displays, live music, a $15,000 wedding dress and more.

While the average wedding in the U.S. was $19,600 in 2001, most of Nolte's clients spend between $40,000 and $50,000.

"You don't want to have chips and salsa on a tray," Nolte said. "So be sure that the people that you are spending maybe $200 a head to feed, that these are people you really value. Is that relationship worth $200 of your hard-earned money to entertain that night?"

This weekend Nolte will offer an alternative to large bridal fairs. "Eat, Drink and Get Married" will be a more intimate benefit dinner party and fashion show. It will be held from 5 to 8 p.m. Sunday at the Ritz Charles, 9000 W. 137th St. in Overland Park.

The event is for engaged couples and their parents. Space is limited to about 200 people. Some reservations are still available.

For $20, guests get a four-course dinner, open bar, dancing, and door prizes that include a honeymoon cruise. They can visit displays by photographers, videographers, musicians, florists, caterers, cake designers and honeymoon planners.

Donna Hauser, 36

Contract administrator

Company: Murray Co.

About the company: Murray Co. specializes in health care building design and construction. The company offers design/build, construction management and general contracting services.

Q: How long have you been in this position?

A: About a month.

Q: How long did it take you to find your job?

A: I wasn't actively looking for a job. I had taken time off to raise my son. When he started school this year, I decided to work for a temporary agency to ease back into the work field, but really wasn't planning something like this....It just happened.

Q: How did you find your job?

A: I started working for Staffing Kansas City in late October. About a week after I was hired by this temporary agency, I was asked to do a temp job for the Murray Co. When a position opened up at the Murray Co., I was asked if I would like to be considered for it. I had some informal interviews, and then a formal interview with a principal of the company before I was offered the job. Normally it's a much more complicated process, but they knew my work already.

Q: What helped finalize your selection for this job?

A: The fact that most of my co-workers already knew that I could do the job and I have a pretty good work ethic. Having a temporary job there allowed me a chance to show I was capable of doing a lot of different things. They saw I was ready to do whatever was needed and could do my job well.

Q: Did you reach a low point? If so, how did you overcome it?

A: Yes. The company took a while to make a decision. This all happened over the holidays in late December, and things were complicated by key people being out of the office. Meanwhile, I had gotten another job offer after applying for a position I read about when skimming the want ads in the newspaper. However, that other position would have been in a "smoking" office, and I really didn't want that environment. Nonetheless, the fact that I received another offer buoyed my spirits and gave me the confidence to realize that if the job with the Murray Co. didn't work out, there would be some other job out there that I was meant to have.

Q: What is your best advice for others in the job search?

A: Try going through a temp agency. If you have the right skills, they can help you. Even if you don't get a permanent offer, you still have an income and are gaining experience in different fields through your temp assignments.

Q: What is your educational background?

A: I have a bachelor's degree in English from the University of Kansas (1992) and am currently working toward a degree in communication design at Johnson County Community College.

Q: Is there anything else you would like to share related to the job search?

A: Figure out what you want in a job before you start. There is no sense in chasing down a lead if it will ultimately be a bad fit. If you know what you are looking for, you are in a better position to take advantage of unexpected opportunities.

Q: How does this new job fit into your long-range career plans?

A: There is a tremendous amount of growth potential in the Murray Co. After I receive my degree in communication design, that will further enhance my work in an office environment like this. If I ever need to change companies later on, I plan to go through a temporary agency again so that I can get a good feeling about the company environment before I start. I walked into this with my eyes open.