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W W W. M A I N E B I Z . B I Z 9 J U LY 2 7 , 2 0 2 6 The Maine School of Science and Mathematics in Limestone was awarded a $100,000 grant from The Edward E. Ford Foundation. The grant is structured as a one-to-one matching challenge, requiring the school to raise an additional $100,000 from donors and partners. MMG Insurance in Presque Isle kicked off the fundraising effort with a gift of $15,000. The Bangor Savings Bank Foundation announced that it awarded a total of $262,500 in grants to 30 nonprofit orga- nizations across Northern New England that are tackling everyday challenges, expanding opportunities, and creating a meaningful impact for individuals and families throughout the region. Haley Ward, a Bangor-based engineer- ing firm expanded its Florida footprint with the acquisition of Conceptual Design Group Inc., a landscape design firm in Stuart. Haley Ward now has Florida locations in Fort Myers, Stuart, Port St. Lucie and Melbourne. In-Town Commercial Building Boothbay Harbor, Maine 5,500 sq.ft. | Town Water & Sewer | Downtown Business A Zoning Own a landmark in the heart of downtown Boothbay Harbor. This iconic 1920 building offers approximately 5,500 square feet with three income-producing units, flexible mixed-use zoning, and extensive re- cent upgrades. Meticulously maintained and thoughtfully improved, it presents an exceptional opportunity for retail, office, residential, or mixed-use investment in one of Maine's beloved coastal destinations. $986,000 TindalandCallahan.com | 32 Oak Street, Boothbay Harbor | 207-633-6711 COMMERCIAL LISTINGS IN MIDCOAST MAINE Iconic New Englander Style Building Boothbay Harbor, Maine 3,245 sq.ft | Off Street Parking | Town Water & Sewer One of Boothbay Harbor's most iconic commercial properties, this landmark downtown building is offered for the first time since the 1950s. Set on a prominent 0.35-acre lot with exceptional visibility and pedestrian traffic, it presents a rare opportunity for retail, restaurant, office, or other permitted uses in the Downtown Business district. A true cornerstone property in the heart of Boothbay Harbor. $695,000 A n s w e r e d b y T o v e R a s u m u s s e n , P a r t n e r s C r e a t i n g G r o w t h A S K AC E The Association for Consulting Expertise (ACE) is a nonprofit association of independent consultants who value "success through collaboration." The public is welcome to attend its regular meetings to share best practices and engage with industry experts. For more information go to www.consultexpertise.com. Tove Rasmussen leads Portland-based consultancy, Partners Creating Growth, also offers fractional CFO services. She can be reached at tove@partnerscreatinggrowth.com Q: How can my company stay profitable during inflation? ACE advises: Control costs before you raise prices. It's the best way to remain competitive. This doesn't require a slash-and-burn approach. Instead, adopt a disciplined system of measurement, communication and long-term thinking. Measure. Monitor costs every month. Review your income statement, comparing actual monthly and year-to-date expenses against both budget and the prior year. Some increases are simply timing issues, but real cost increases require explanation. Focus on the expenses with the greatest impact on profitabil- ity — materials, labor, overhead — and make sure you're getting competitive pricing without sacrificing quality. A one-year sup- plier contract may reduce material costs. If an employee leaves, consider whether the position must be filled or whether an independent contractor could handle essential responsibilities. Overhead deserves careful trimming rather than across- the-board cuts. Review software subscriptions and unused licenses, consolidate duplicate platforms, reevaluate outside consultants, audit utility and telecommunications costs, reduce unnecessary travel and shift marketing toward mea- surable campaigns with clear returns. Communicate. Hold a monthly cost meeting with your direct repor ts. Those conversations should continue throughout the organization and with key suppliers, creating a culture of continuous improvement. Invite employee ideas that produce measurable savings. Avoid false econo- mies — cuts that reduce quality, dam- age customer relationships or cost more in the long run. Lead by example. Visible, thoughtful choices — such as ordering a simple lunch instead of an expensive one — send a stronger message than speeches about controlling costs. Take the long view. Your competitors face rising costs, too. The goal is not simply to spend less but to maintain an advantage while preserving quality and customer value. Provide value that matters to customers but costs your business little. Review your pricing strategy. Rising costs may still require higher prices, but first ensure your pricing reflects true profit- ability. Look beyond the list price. Discounts, free shipping and other concessions reduce margins and should be offered only when they increase overall profit or protect important business. If you ultimately need to raise prices, you'll know you've done everything possible to keep them competitive. N O T E W O R T H Y N O R T H E R N & E A S T E R N N O R T H E R N & E A S T E R N

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