Aldrich Inland Northwest Private Company Report 2025

TITLE

INLAND NORTHWEST PRIVATE COMPANY REPORT

2025

TITLE TRANSITION

2025 PRIVATE COMPANY REPORT

About Aldrich

The outlook for S pokane’s private companies As a business leader in the Spokane area, you know first-hand that navigating the challenges and opportunities of an evolving economic landscape requires insight, adaptability, and foresight. At Aldrich, we’re committed to equipping leaders like you with the tools and information necessary to make confident decisions that drive success, which is why we have developed the 2025 Inland Northwest Private Company Report. The report includes exclusive insights from 30 owners and executives of Spokane area private companies with $5-150 million in annual revenue. The surveys were conducted by a third party during the fourth quarter of 2024 and reveal both a cautiously optimistic outlook for the future combined with clearly identified priorities and opportunities across a company’s lifecycle. Our focus on Inland Northwest In 2024, HMA CPA, led by its four partners, Kristi Bushell, Laura Hays, Mike Whitmore, and Kevin Sell, joined Aldrich. HMA served the Spokane and Coeur d’Alene area for more than 40 years, and now as part of Aldrich is bringing expanded services and capabilities to the Inland Northwest. Every phase of your lifecycle Aldrich’s half -century history of partnering with businesses, their owners, and their employees has shown us that success is not achieved in isolation. It requires collaboration, innovation, and a clear alignment of business goals with actionable strategies. From tax planning and accounting to business transitions and wealth management, we’re here to help you navigate every phase of your business and personal life cycle.

For more than 50 years, Aldrich has helped businesses, their owners, and their employees achieve their professional and personal financial goals. We pair deep industry experience with a full suite of integrated financial, tax, accounting, wealth, corporate retirement, and business transition services to help bring clarity to every phase of our clients personal and professional life cycles.

The Aldrich group of companies is composed of:

• Aldrich CPAs + Advisors LLP, one of the top 70 accounting firms in the US • Aldrich Wealth LP , a Registered Investment Advisory firm with over $6.5B in assets under advisement • Aldrich Capital Advisors LP , which provides advisory services for business transactions Based in Oregon since our founding in 1973, Aldrich now serves clients across the country from our eight offices throughout the Western US.

Learn more at www.aldrichadvisors.com/about

John Lauseng CEO + Partner Aldrich

TITLE TRANSITION ALDRICH | Spokane

In 2024, HMA CPA, lead by its four partners, joined Aldrich. HMA served the Spokane and Coeur d’Alene area for more than 40 years, and now as part of Aldrich is bringing expanded services and capabilities to the Inland Northwest. The Spokane office of Aldrich is led by:

Kristi Bushnell, CPA Kristi Bushnell began serving Spokane-area clients in 2002 and today specializes in tax planning and preparation for high-net-worth individuals and closely held businesses. She works closely with clients on estate planning and preparation of estate, trust, and gift tax returns and previously served as president of the Spokane Estate and Planning Council.

Contact Kristi

Laura Hays, CPA Laura Hays has more than two decades of experience serving clients in the Spokane area. She specializes in providing audit, review, and compilation services for a variety of industries, including manufacturing, construction, and nonprofits, along with retirement plans.

Contact Laura

Kevin Sell, CPA Kevin Sell has served businesses and individuals in the Inland Northwest for more than three decades. He specializes in helping closely held business owners and high-net-worth individuals with tax and estate planning. An adjunct instructor in Gonzaga University’s Masters of Taxation program, he was named the Graduate Adjunct Accounting Faculty of the Year in both 2017 and 2021.

Contact Kevin

Mike Whitmore, CPA Mike Whitmore has extensive experience in the Inland Northwest, serving clients in the area since 2008. He has worked across many industries, including real estate, healthcare, private equity, manufacturing, and closely held business. Mike specializes in working with multistate and multinational businesses and consulting on mergers and acquisitions.

Contact Mike

TITLE TRANSITION KEY FINDINGS

The Aldrich 2025 Private Company Report presents findings based on original survey data collected from 30 business leaders from Inland Northwest private companies with annual revenues between $5-150 million. As business owners and executives in the Spokane area thinking about growth, operations, and managing uncertainty, they identified five key areas:

Focus on operational excellence Operational excellence was identified as a top focus area by 67% of area leaders, even ahead of talent strategies (53%). In a competitive market, a focus on operations can help achieve other priorities identified, such as increasing profitability (80%), cash flow management (47%), and cost control (40%). Developing an effective talent strategy Finding qualified/top talent (83%) was easily the highest staffing concern for leaders. Considering ways to become an employer of choice, from increasing pay and benefits for top employees to developing clear opportunities to advance within the organization should all be considered. Accounting and finance at the center Tax optimization strategies should be on every private company’s radar. Areas of low implementation include cost segregation studies (7%), R&D tax credits (27%), cash flow management (30%), and income deferral (20%). Identifying complex but high-impact areas for outsourcing (tax planning, internal audits, cash flow, and financial statements) can have a positive effect. Access to data that can drive decisions Only 3% of respondents felt their access to data to drive decisions was excellent. Leaders are often awash in financial, operational, market, and industry data, so pairing AI-enabled tools with advisors who understand your goals can help turn your big data into big insights. Long-term succession planning A successful transition can take 5-10 years, and 53% of respondents are looking to exit their business in the next decade. While many leaders have a personal financial plan (70%), few have a succession plan (37%). In the past year alone, 50% of respondents received at least one unsolicited question or offer about selling, and 40% have had more than three offers.

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INLAND NORTHWEST REPORT PARTICIPANTS

2025

TITLE TRANSITION REPORT PARTICIPANTS

All respondents are owners or executives of private companies in the Spokane/Coeur d’Alene area

The perspectives are those of decision makers with substantial influence within their organizations, ensuring the insights are directly relevant to stakeholders in similar business environments.

100% of respondents are leaders of Inland Northwest companies

100% of report participants are from private companies and represent a range of ownership structures

Single owner

10%

Employee owned (50%+)

70%

30%

27%

Family owned (50%+)

57%

Closely held (partners)

Owner

Executive

Annual revenue

Years in operation

$5-$15 million

6-10 years

23%

$16-$25 million

11-20 years

10%

33%

$26-$50 million

21-40 years

17%

63%

$51-$100 million

41 years or more

37%

$101-$150 million

ALDRICH INSIGHTS

“ Over my three decades serving clients in the Spokane area, I’ve seen significant change and growth. As Inland Northwest private company leaders think about the future, they should consider operational priorities, succession strategies, and growth opportunities that align with their vision.”

Kevin Sell Partner, Spokane

TITLE TRANSITION Participating companies 27% Construction 27% Healthcare, dental, vet REPORT PARTICIPANTS 16% Real estate

13% Architects + engineers

ALDRICH INSIGHTS

“The Spokane area has a diverse business

environment, which is well represented by dynamic and growing companies. Having worked with companies across a wide array of industries. I’ve

7% Professional services

7% Food + beverages

3% Manufacturing + distribution

been consistently impressed with the

Total number of employees

40%

willingness of the private company leaders in the area to adapt and change in order to thrive.” Laura Hays Partner, Spokane

20%

20% 20%

11-25

26-100 101-150

151+

States where you have customers

Remote employees

57%

43%

No remote employees

23%

37%

1-10

13%

20%

11-25

1 2-3 4-5 6-25

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INLAND NORTHWEST BUSINESS OUTLOOK

2025

TITLE TRANSITION How optimistic are you about your business’s outlook in terms of revenue growth and opportunity for 2025? OUTLOOK | Growth

43%

Very optimistic

Optimistic

27%

Neutral

Pessimistic

ALDRICH INSIGHTS

“When responding to our survey in Q4 of 2024, Spokane business leaders expressed a cautiously optimistic outlook. There’s obviously been a significant amount of uncertainty during Q1 of 2025, driven by concerns about the economy, supply chain disruptions, tariffs, and potential regulatory shifts. For leaders of private companies, confidence during uncertain times can come from proactive planning, strategic decisions, and a focus on operational excellence to ensure they maintain competitive positioning in the market.”

Mike Whitmore Partner + Office Managing Partner, Spokane

TITLE TRANSITION OUTLOOK | Economic

What impact, if any, do you expect these areas will have on your business over the next 12 months?

Local/regional economy

37%

27%

Overall US economy

37%

40%

20%

Significant impact

Moderate impact

Slight impact

How do you rate your business's current access to outside capital for growth and operations?

Excellent

23%

Good

43%

Fair

30%

Poor

TITLE TRANSITION OUTLOOK | Market

How concerned are you about each of the following factors?

Price competition

40%

30%

17% 13%

Outlook for your industry

33%

37%

17% 13%

Changing customer preference

17%

23%

27%

33%

New market entrants

10% 10%

40%

Most concerned

Least concerned

ALDRICH INSIGHTS

“ The Inland Northwest is an incredibly competitive market with unique drivers and challenges. In an uncertain environment it's never been more important for leaders to be focused on today’s opportunities as well as thinking about their long-term business and personal goals.”

Kristi Bushnell Partner, Spokane

TITLE TRANSITION What impact, if any, do you expect these areas will have on your business over the next 12 months? OUTLOOK | Regulatory

Environmental regulations

20%

30%

50%

10%

63%

23%

Employment laws

Data privacy security

17%

37%

17%

40%

Insurance requirements

Local/state regulations

63%

20%

17%

27%

23%

27%

Supply chain

Inflation

50%

43%

33%

57%

10%

Taxes

Significant impact

Moderate impact

Slight impact

ALDRICH INSIGHTS

Inflation (93%), taxes (90%), and local/state regulations (83%) were the areas cited as most likely to have a significant or moderate impact on private companies over the next year.

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INLAND NORTHWEST OPERATIONS

2025

TITLE TRANSITION OPERATIONS | Financial What are the top financial priorities for your business over the next 12 months?

“

INLAND NORTHWEST EXECUTIVES

63%

80%

“As consumer budgets are affected by inflation, they might move towards cheaper, store-branded products, which could decrease the profitability of high-end food and beverage items.” “Management of project costs due to rising material costs and labor shortages.” “Client retention has been challenging due to changing trends in pet ownership.” “The task of finding the right pricing strategies that keep us competitive in the market while also ensuring profitability can be challenging for us.”

Profitability

Revenue growth

40%

30%

Cost control

Access to capital

47%

20%

”

Cash flow management

Debt management

| Respondents could select more than one answer.

TITLE TORPAENRSAITIONS | Focus Identify the top focus areas for your business in 2025 OPERATIONS | Focus

27%

40%

23%

Operational excellence

43%

10%

17%

Talent

Planning for uncertainty

20%

17%

10%

Digital transformation

17%

27%

Access to capital

Most important

Least important

ALDRICH INSIGHTS

“Operational excellence is viewed as the most important focus in 2025. By focusing on operations, private company leaders can maintain resilience, maximize value, and stay ahead of competitors. Strong strategic planning, financial management, and efficient processes can help ensure stability in uncertain conditions while improving profitability and growth potential.”

John Lauseng Partner + CEO, Aldrich

TITLE TRANSITION Outside of sales and revenue, what are the top priorities for your business over the next 12 months? OPERATIONS | Priorities

Improving operations-efficiency, productivity, technology, etc.

67%

Customer satisfaction

63%

Hiring new employees

57%

Growing market share

“

47%

INLAND NORTHWEST EXECUTIVES

Satisfaction/engagement of current employees

“The growing complexity of projects means we need to adopt more advanced management strategies to handle them effectively.” “There is an increase in our operating costs because of the rising demand for high- quality care.” “Subscription -based models are being explored as a method to generate consistent revenue and keep customers coming back.” “Investing in high -end properties that cater to high-net worth buyers (who) are seeking exclusive features and locations.”

40%

Expansion-locations, offerings, services

37%

Diversification

20%

Acquisitions/joint ventures/partnerships

10%

Preparing next gen/succession planning

”

| Respondents could select more than one answer.

TITLE TRANSITION OPERATIONS | Data

How would you rate your company's current use of financial data for decision making?

Excellent

Good

67%

Fair

27%

Poor

ALDRICH INSIGHTS

“When it comes to using data for decision making, ‘good’ may not be good enough. Survey results reveal that while most businesses (67%) rate their use of financial data for decision making as ‘good,’ only a small fraction (3%) consider it ‘excellent.’ Owners and executives should consider ways to utilize the wealth of data available to them to drive strategic decisions across all areas of their business.”

Mike Whitmore Partner + Office Managing Partner, Spokane

TITLE TRANSITION OPERATIONS | Talent What do you think will be your top talent challenges in 2025?

“

83%

53%

INLAND NORTHWEST EXECUTIVES

“We are struggling to retain top talent because of increased competition in the market.”

Finding qualified/top talent

Affordable housing for employees

“Shortage of staff and maintaining work balance will be challenging.”

“The skilled labor shortage in architecture and engineering is a challenge that demands investment in training, internships, and competitive salaries.” “One of the major challenges for our industry is the shortage of skilled labor, which eventually causes disruptions in project timelines.”

40%

20%

Offering salaries that keep pace with inflation

Return to office/ hybrid working

”

40%

13%

Understaffing

Succession/transitions

| Respondents could select more than one answer.

TITLE OTOPRPEAERNRASATI TI OI ONNS S| |T Ta al el en nt t

How would you rate the following aspects of your current employee 401(k)?

Ability of the plan to meet the needs of owners/executives

29%

41%

Investment options and performance

35%

29%

18%

12% 6%

18%

53%

12% 12% 6%

Employee education

Employee participation and engagement

29%

18%

35%

12% 6%

Confidence that you will meet your fiduciary responsibilities

41%

29%

Ability to understand and comply with regulations

29%

41%

18%

12%

Cost of the plan to the company

24%

47%

12%

18%

Customization of the plan to meet the goals of your company

29%

24%

41%

Excellent

Extremely Poor

“

INLAND NORTHWEST EXECUTIVES

“We are quite satisfied with the services offered by our 401(k) to our employees.”

“If the compliance requirements were explained more clearly, it would make things a lot easier.” “New employees require better education about the 401k plan. A structured onboarding program would help them understand it more thoroughly.”

“Our focus has been on immediate benefits for our employees, like overtime and hazard pay, rather than long- term retirement savings.”

“We offer other plans to our employees like SEP- IRAs.”

”

TITLE TRANSITION How do you handle these areas of accounting? OPERATIONS | Accounting

Tax planning

27%

53%

20%

Strategic planning financial models

66%

23%

10%

Reconciliations, journal entries, and month-end close

27%

40%

33%

87%

10%

Payroll

20%

37%

43%

Internal audits

34%

40%

26%

Compliance/tax

53%

13%

33%

Management reports

Financial statements, income, cash flow, balance sheet

40%

43%

17%

100%

Accounts receivable

100%

Accounts payable

Fully or mostly outsourced

Full or mostly in-house

Equal mix of in-house and outsourced

ALDRICH INSIGHTS

“While areas like accounts payable/receivable and payroll are mostly done in-house, private company leaders often work with external providers on more complex areas like tax compliance and planning, financial statements, and reconciliations.”

Kevin Sell Partner, Spokane

TITLE TRANSITION

OPERATIONS | Accounting

How would you rate your internal accounting team in the following areas?

13%

47%

40%

Ability to develop new skills

Expertise/keeps pace with developments

33%

40%

27%

Specialized understanding of your industry

10%

53%

37%

27%

43%

27%

Accuracy and compliance

Proactive and makes recommendations

30%

40%

23%

Provides real-time insights to management

47%

33%

17%

Timely and accurate financial reports

37%

30%

33%

17%

43%

37%

Optimizes your cash flow

23%

47%

30%

Value for money

Excellent

Poor

ALDRICH INSIGHTS

Go from Complexity to Clarity Through Outsourced Accounting

Learn more

TITLE TRANSITION OPERATIONS | Tax

Which of the following tax optimization strategies have you implemented recently or are considering implementing?

30%

63%

Cost segregation studies

70%

30%

Cash flow management

53%

40%

Improved internal controls

Capital gains and losses

70%

30%

33%

43%

23%

Accelerating deductions

23%

57%

20%

Income deferral

State and local tax minimization strategies

53%

43%

10%

57%

33%

Hiring incentives

27%

43%

30%

Energy efficient investments

R&D tax credits

17%

57%

27%

Deferred compensation

17%

70%

13%

Not considering implementing in next 12 months

Currently implementing or considering implementing in next 12 months

Implemented previously

ALDRICH INSIGHTS

“Survey results show that there are a significant amount of tax planning and minimization strategies that company leaders should be considering. These can potentially improve performance and increase the value of their business.”

Laura Hays Partner, Spokane

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INLAND NORTHWEST TECHNOLOGY

2025

TITLE TRECAHNNSIOTILONGY | Software What accounting software do you currently use? TECHNOLOGY | Software

33% 27% 23% 20% 3%

37%

Oracle NetSuite

Microsoft Dynamics

Sage

Workday

QuickBooks Enterprise

QuickBooks Online

Which of these areas do you currently have software in place for? 87% Payroll 73% CRM

60% Marketing automation

60% Time + attendance

63% Human resources

30% GPT/AI

“

INLAND NORTHWEST EXECUTIVES

“Mobile apps designed for pet health tracking can help owners keep an eye on their pet's well-being and easily share important health information with veterinarians.” “The use of project management software can enhance team communication and reduces mistakes.” “Digital marketing tools can improve our ability to connect with new audiences and engage our customers.”

”

TITLE TRECAHNNSIOTILONGY | Investments Which of these technology areas are you planning to invest in over the next 12 months? TECHNOLOGY | Investments

Accounting

77%

73%

Artificial intelligence

57%

Learning and development

53%

Digital transformation

50%

Data safety/security

Advanced materials

47%

Blockchain/crypto

20%

Robotics

17%

“

INLAND NORTHWEST EXECUTIVES

“With the normalization of remote healthcare, we are investing in advanced telehealth platforms that will increase our accessibility in rural and urban areas.” “Legal tech presents a great opportunity for us to streamline our operations and reduce our overall costs.” “We are incorporating IoT and smart technologies to create intelligent buildings that optimize energy use, security, and occupant comfort.” “Digital platforms streamlining the entire process, from making initial offers to completing closing paperwork, will shorten transaction times, enhancing the efficiency and speed of home buying and selling.” “By scaling up 3D printing, our company will be able to create complex building components and models, reducing material waste.”

TITLE TRECAHNNSIOTILONGY | Implementation TECHNOLOGY | Implementation When it comes to new technologies, how much of a challenge are these areas for your company?

Technology governance

10%

57%

27%

Keeping up with rapid changes

33%

23%

30%

33%

50%

Employee training

Getting value from the new tool

47%

17%

30%

Integration with existing systems

17%

27%

33%

20%

27%

30%

27%

10%

Implementation

Internal IT team-size, skill, etc.

17%

27%

40%

17%

Cost-licensing and setup

13%

30%

33%

10%

37%

20%

Search/selection

Very challenging

Not challenging

“

INLAND NORTHWEST EXECUTIVES

“Overcoming pushback from employees and stakeholders when introducing new systems or processes is a challenge.” “A variety of training programs are being developed with the assistance of artificial intelligence with the objective of enhancing the efficiency and effectiveness of the workers.” “Many current construction professionals lack experience with AI and requires extensive training and upskilling.”

”

TITLE TRECAHNNSIOTILONGY | Artificial Intelligence How do you currently think about the impact AI can have on your business? TECHNOLOGY | Artificial Intelligence

ALDRICH INSIGHTS

Interested, but aren’t using it currently

53%

Artificial Intelligence — What Are the Possibilities for Business Owners? Q&A with Josh Axelrod, Aldrich COO

Have begun to experiment with AI tools

23%

Currently using AI in specific areas

13%

Learn more

Haven’t considered it

Concerned it could have a negative impact

“

INLAND NORTHWEST EXECUTIVES

“AI models have the ability to examine extensive quantities of data in order to forecast market trends, property prices, and optimal selling periods.” “I see AI helping us make better construction estimates, which can help us stick to our budgets and avoid overspending.” “By automating administrative tasks, AI will allow staff to dedicate more time to patient care and engage more effectively with clients.” “There’s potential to improve cost estimation processes by using AI to analyze historical data.” “Monitoring operational performance in real time with the help of AI will allow us to spot potential risks early, preventing them from becoming bigger issues.”

”

TITLE

INLAND NORTHWEST TRANSITION AND SUCCESSION

2025

TITLE TRANSITION | Succession + Governance Which of these transition plans and governance structures do you have in place for your business?

70%

63%

47%

Personal financial plan

Business exit plan

Management advisory group (non-family)

ALDRICH INSIGHTS

37%

“Creating and then executing a succession plan that meets the goals of a company’s owners can take 5-10 years. Ensuring the right process and structures are in place well in advance can help a company run more efficiently today, as well as set it up for transition down the road.”

Board of directors

Succession plan

30%

27%

Kristi Bushell Partner, Aldrich

Shareholders agreement

Contingency/continuity plan

| Respondents could select more than one answer.

TITLE TRANSITION | Exit Planning What is your timeline for exiting your business?

Currently pursuing

23%

1-5 years

27%

6-10 years

20%

More than 10 years

27%

Don’t have one

What ownership transition strategies have you considered?

Sell to third party

10%

Passing the business to a family member

20%

Employee stock ownership plan (ESOP)

40%

Strategic partnerships or joint ventures

50%

Management buyout

67%

ALDRICH INSIGHTS

Is Your Business Valuable to Potential Buyers? Key Drivers and Detractors of Value

Learn more

| Respondents could select more than one answer.

TITLE TRANSITION TRANSITION | Offers

In the last 12 months, how many times have you received unsolicited questions or offers about potentially selling your business?

50% of companies have received at least one unsolicited offer in the past year.

1-2

10%

3-5

40%

None

50%

ALDRICH INSIGHTS

Responding to Unsolicited Offers and Inquiries: Why One-on-One Conversations with a Prospective Buyer Can Potentially Be Harmful

Learn more

TITLE TRANSITION

TRANSITION | Personal Strategies

Does your current personal financial plan and investment portfolio align with your financial goals, tax objectives, risk tolerance, and family objectives?

Yes

47%

53%

Somewhat

Which of these is most important to you in terms of your investment strategy? 60% Wealth preservation 63% Diversification

50% Liquidity

47% Alternative assets

47% Estate planning, wealth transfer, legacy planning

33% Tax efficiency

| Respondents could select more than one answer.

TITLE TRANSITION

TRANSITION | Financial Planning

Have you formally developed a strategy to align the exit value of your business to your post-sale wealth/retirement goals?

37%

63%

Yes

Lifetime estate and gift tax exemptions are scheduled to reduce significantly Jan. 31, 2026. Have you revisited your estate plan to specifically address these changes?

Have an estate plan already and am planning to revise

10%

Have an estate plan, but am not sure

27%

Have an estate plan already and am not planning to revise

43%

20%

Don’t have an estate plan

ALDRICH INSIGHTS

Estate Planning is Crucial for High-net-worth Individuals and Families

Learn more

TITLE ATLRDARNI CSHI T I O N ALDRICH

ALDRICH INDUSTRY FOCUS

For more than 50 years, Aldrich has helped businesses, their owners, and their employees achieve their professional and personal financial goals.

Agriculture + Farming Architecture + Engineering Communications Construction Dental Food + Beverage Growth Services Healthcare Manufacturing + Distribution Nonprofit + Government Professional Services Real Estate Utilities Veterinary

We pair deep industry experience with a full suite of integrated financial, tax, accounting, wealth, corporate retirement, and business transition services to help bring clarity to every phase of our clients personal and professional life cycles.

The Aldrich Group of Companies is composed of:

Aldrich CPAs + Advisors LLP , one of the top 70 accounting firms in the US

•

Audit and assurance

•

Tax preparation and planning

•

Outsourced accounting

•

Business consulting services

ALDRICH GEOGRAPHY FOCUS

• International tax and transfer pricing

Carlsbad, CA Denver, CO Orange County, CA Portland, OR Salem, OR Salt Lake City, UT

Aldrich Wealth LP , a registered investment advisory firm with more than $6.5B in assets under advisement that offers services for individuals and corporate retirement plans

•

Wealth management

•

Tax planning

San Diego, CA Spokane, WA

•

Personal finance planning

•

Corporate retirement plans

Aldrich Capital Advisors LP , which provides advisory services for business transactions

•

Mergers & acquisitions

•

Succession planning

•

Strategic advisory services

TITLE ATLRDARNI CSHI T I O N ALDRICH | Awards

Accounting Today Top Firms by AUM (2024): The Accounting Today “Wealth Magnets” Top Firms by AUM is an independent listing produced annually by Accounting Today and SourceMedia. The list is based on data gathered from CPA wealth management and financial planning firms, broker - dealers, and Accounting Today research. The ranking is based on each firm’s reported or researched amount of assets under management as of the end of the previous calendar year or later, and does not evaluate the quality of services provided to clients; nor is it indicative of a firm’s future performance. Neither the firms no r their employees pay a fee to Accounting Today in exchange for inclusion in the Wealth Magnets ranking. Portland Business Journals Largest Money Management Firms in Oregon & SW Washington (2024): This ranking is compiled using information provided by firm representatives through detailed questionnaires assessing key data such as assets under management and overall firm growth. In cases where companies reported identical metrics, rankings were determined alphabetically.

ABOUT THIS REPORT

The Aldrich 2025 Private Company Report presents findings based on original survey data collected using telephonic double-blind interviews with 30 respondents in the Spokane area conducted by a third party. All respondents are owners or executives of private companies with annual revenues between $5-150 million in the Spokane/Coeur d’Alene area. The survey was conducted in the fourth quarter of 2024, to provide insights into the outlook, priorities, challenges, and opportunities for private companies and their leaders in 2025. The survey data reflects the perspectives of decision-makers with substantial influence within their organizations, ensuring the insights are directly relevant to stakeholders in similar business environments. The research was conducted in adherence strict research standards throughout the data collection and analysis process to ensure that findings are accurate, reliable, and meaningful. All responses were collected and analyzed in a manner that safeguards respondent privacy. The report is based on aggregated, anonymized data to uphold confidentiality while delivering actionable insights. Due to rounding, not all percentage totals found in the report equal 100%. Comparison calculations are made from total numbers (not rounded numbers). Some quotes have been lightly edited for clarity. Tax insights and advice included in this document may not describe all relevant facts or analysis of all relevant tax issues or authorities. This document is solely for the intended recipient’s benefit and may not be relied upon by any other person or entity.

Aldrich CPAs + Advisors LLP

TITLE

Aldrich Wealth LP

Aldrich Capital Advisors LP

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