"The American dream is alive and well and it has a lot to do with people who have been successful and give back and lift people up." Luke Mauritsen, Founder and President of Montana Instruments. Luke Mauritsen, founder and president of Montana Instruments, came up with the idea to start a business while working as a researcher at S2 Corporation in Bozeman, developing cryogenic technologies for defense applications. As a researcher, he was able to see the pain points, that experiments conducted at low temperatures were difficult and time-consuming, and there was no equipment on the market that had the performance that was needed. Mauritsen worked at S2 Corporation from 2005-2008. Shortly after, he founded Montana Instruments to create high- precision optical measurement solutions for research, industry, and education. To start the business, Mauritsen had a small angel investment from Quantum Design International, a company that manufactures and distributes scientific and industrial instruments worldwide. With headquarters in San Diego and offices around the world - and in Bozeman - Quantum Design "decided to give a Montana kid a chance and see what could happen," Mauritsen said. Quantum Design now distributes for Montana Instruments in overseas markets. Bozeman has more than 25 photonics/optics companies, many of them founded by Montana State University graduates, often through MSU technology transfer. Friends and family also helped out with additional loans, and in 2011, the company sold its first instrument. As Montana Instruments began to grow, Mauritsen decided that some working capital would help the company, and he approached a Bozeman bank about getting a business line of credit. But the bank, which was more accustomed to funding agriculture and real estate, didn't seem to understand the unique needs or vision of a high-tech manufacturing company, he said. "The bank might have been more comfortable if we sold tractors instead of high-value instruments worth more than $100,000 each," Mauritsen said. Partnering with Rocky Mountain Bank to Reach Strategic Milestones After initial struggles with financing, Montana Instruments has developed a "fantastic" relationship with Rocky Mountain Bank in Bozeman, Mauritsen said. "Rocky Mountain Bank gave us a credit line that was double the other bank in a week." "Admittedly, Montana Instruments is a unique company that some banks might struggle to understand, but they are exploring some new areas of technology and pioneering the way," according to Bob Gieseke, market president at Bozeman's Rocky Mountain Bank. At Rocky Mountain Bank, Gieseke says they take the team approach to working with clients. It's not just one banker's responsibility to understand the business - there is a team that works with a company on its business plan and strategy. What is most important is understanding a company's strategic vision and the milestones and goals they have set to reach it, Gieseke said, adding that Rocky Mountain Bank and Montana Instruments have become partners, working together on business planning and goals. And Montana Instruments has proven that they are good managers, Gieseke said. Even though they had the credit line, they were able to operate on their own cash. "They didn't have to lean on the bank that much, and that built up trust with us." Last year, Montana Instruments identified a new product opportunity, which would address an important need for scientists today. Mauritsen knew that he needed money for research and development and to cover additional employee salaries - and that he could pay it back quickly - so he went directly to Rocky Mountain Bank with a plan showing how a $400,000 loan would be used and paid back. While research and development is usually funded through grants and venture capital and most commercial banks might hesitate to finance these types of activities, Montana Instruments had built trust with Rocky Mountain Bank. "It's rare that we'd do that," Gieseke said. "But we had a strong, strong relationship with Luke and his team." The line of credit for research and development is secured by Montana Instruments' business assets - equipment, inventory, and accounts receivable. The bank and the tech company meet monthly to discuss business and financials. Montana Instruments is showing sustained growth, and the product mix is well- received, Gieseke said. Montana Instruments has an impressive customer list including Delft University, MIT, Harvard, Montana State University, Hewlett Packard, and Micron. This year, Montana Instruments hired its 30th employee and is looking to hire five more in the next few months. Strong relationships and help from friends and family, an angel investor, and Rocky Mountain Bank have helped Montana Instruments along the way, Mauritsen said. "The American dream is alive and well and it has a lot to do with people who have been successful and give back and lift people up," he said. Case discussion: Access to capital is the second biggest barrier to growth for Montana's high tech and manufacturing firms, according to a Montana High Tech Business Alliance survey conducted in February 2015. Montana Instruments case is a good example of how important funding and good financial management are. From the funding/financing perspective, develop Montana Instruments case analysis using the Appreciative Inquiry 4-D framework to identify and develop: 1. The current strategic scenario (Discovery). Provide a brief description and explanation of the firm's existing funding/financing strategy.

The current strategic scenario of Montana Instruments is based on relationship building and trust from others to keep capital inflowing for business performance. Because of the lack of understanding of the company's fundamentals, banks were hesitant to risk financing an unknown business venture. Banks of Montana are more likely to fund businesses based in agriculture or real estate, but by building trust with Rocky Mountain Bank in Bozeman, the company was able to establish a line of credit to give enough of a cushion to continue their venture. Luckily enough, the line of credit was largely unnecessary as their "friends and family" loans were substantial enough to keep them afloat in the beginning stages of business. 2. The desired strategic scenario (Dream). Envision and describe an ideal strategic scenario where the firm would prosper and grow in its market segments. This scenario is a vision, a goal the firm wants to pursue.

For this company to grow and prosper more than they already have been, finances are definitely a must. However, communication within the state and education within the city is also very important. It is key to network, especially with businesses and instruments that the majority of the state is not familiar with. Montana Instruments must continue to work alongside the bank and investors to continue the business venture. The impressive thing about this company is the business partners that they already have. Harvard, MSU, and Micron are a few high profile businesses/institutions that are customers already which makes their growth a little more easier. This company can prioritize trust with lenders and investors to envision more as to what they will venture in the future. The trust between the company and investors must be strong because they are the primary funders in this vision other than the family and friends loans.

Another huge part of dreaming about what this company is capable of doing is the using technology to share their OWN technology. Using social media is the next step of how this company can prosper and grow. Posting videos/pictures to public sites to boost traffic is another way to gain popularity. If Montana Instruments is proactive with how they carry out this, out of state companies, in-state companies, and other potential buyers can see their high-tech instruments and envision if they would be a good fit with their company.

3. Strategy (Design). Develop and describe a strategy to move from the current strategic scenario (Discovery) to the desired strategic scenario (Dream). The strategy is how the firm will accomplish its vision.