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W W W. M A I N E B I Z . B I Z 17 J U N E 1 , 2 0 2 6 F O C U S A G R I C U LT U R E / A Q UA C U LT U R E "And in part it's because we have a tremendously innovative group of business people. It's kind of their life's blood," he says. Sweat equity ose innovative people are cultivating new ideas around products, methods and technology. At Seascale, the shellfish grow cages haul, set and stack like lobster traps. But they're purpose-built for shellfish culture and fitted with shellfish bags. Walsh grew up on the Maine coast. His career includes lobstering, managing puffin and tern colonies for the U.S. Fish and Wildlife Service and working with the University of Maine's experimental shellfish hatchery, Maine Sea Farms and Pemaquid Oyster Co. Steuber co-founded a youth men- torship and community development organization in Valparaíso, Chile. Since 2019, he's worked as a lobster boat stern- man, helping his boat diversify into kelp production. e Seascale concept started in 2024. Each invested about $2,000 plus sweat equity and revenue from initial sales. Both continue to work their day jobs as a sternman and oyster grower. Business support has come from academic and nonprofit partners includ- ing Dirigo, Gulf of Maine Research Institute's Blue Tech Boost Incubator, Maine Technology Institute's Maine Entrepreneurial Resource Corps, Maine Aquaculture Innovation Center, Brady Lab at University of Maine's Darling Marine Center, Maine Sea Grant, Island Institute and Coastal Enterprises Inc. Marketing is mostly direct with fishermen, aquaculturists and research- ers at trade shows, wharfs and gear demonstrations. Doodles and pliers "Jon and I have been friends going on 16 years," says Walsh. "We've been orbit- ing each other in terms of interests and professional endeavors for years." e idea for Seascale originated with Walsh. e daydream was that aqua- culture could work as efficiently and quickly with the same form factor as lobster fishing. "Two years ago, it was a doodle on a yellow legal pad," says Walsh. "I sat down with Jon and said, 'Do you think this has any legs?" e two bought a couple of rolls of covered wire mesh typical for lobster traps, which they cut, bent and J-clipped by hand — jobs typically done with pneumatic tools. C O N T I N U E D O N F O L L OW I N G PA G E » 207-669-2254 inquiries@bellviewassociates.com bellviewassociates.com Water Quality's mission is "to protect human health, drinking water, and the environment." ey accomplish this through deep expertise as one of the few companies tending to hundreds of systems once managed by single operators. President Chuck Applebee realized that it was time to plan his succession, but wanted to ensure the future of his employees. An Employee Stock Ownership Plan oered what private equity couldn't: a way to protect his team and give them "a place to go…and become an owner." e ESOP provided a smooth transition of leadership, and, as Chuck says, the assurance that the company "will survive [him]." Aer six months of careful questions, he found the right partner: Bellview Associates "had a really good handle on tax law, and understood the ESOP process beer than anybody else." Today, with the transition underway, Chuck is condent about the road ahead: "I feel good." Love Water? Reach out: Chuck Applebee info@waterqualityme.com (207) 882-5476, Ext. 2 A Legacy as Essential as Clean Water Water Quality and Compliance Services, Inc. WHEN REGULATIONS EVOLVE, EXPERIENCE MATTERS Haley Ward supports Maine's natural resources industries with environmental consulting, permitting, & compliance strategies HALEYWARD.COM H A L E Y WA R D 207.989.4824

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