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Entrepreneurs and company rock stars divulge their secrets for success
8 San Diego Brands Explain How They Made It to the Top
Joe Kudla
Athleisure for men: Joe Kudla went where no man has gone before when he founded Vuori in 2015.
Ten years ago, the former CPA and business owner began practicing yoga as a way to work through pain he was experiencing from having played sports in high school, as well as lacrosse at USD. It was then that the sometime apparel investor began researching the world of yoga. “As a surfer, I knew there were 4 million people that surfed in the US and there are hundreds of brands competing for that surfer,” he says. “But there were 30 million practicing yoga. The market was like eight times bigger than surfing and men were 30 percent of it—and the fastest-growing demographic. That was the a-ha moment. ‘Why is there nobody doing anything cool for guys in this premium activewear space?’”
He launched Vuori, pronounced “vee-OR-ee,” from the Finnish word for “mountain.” Kudla is not Finnish but loved the name and the meaning.
Vuori’s line of jogger pants, board shorts, and hoodies favors a neutral color palette and clean design aesthetic. Many of its fabrics are proprietary, including a lot of full dull yarns with a brushed hand to make them extra soft. Notably absent are the primary colors, logos, and team sports aesthetic typical to the gear Kudla says he grew up with.
But most people, including wholesalers, didn’t get Vuori when it first launched. “The wholesale accounts wouldn’t talk to us. They were confused as to what we were trying to accomplish.” Consistently they were told they needed to address the female consumer walking in wearing Lululemon. At the time, Lululemon sold menswear, but in their stores, Kudla felt like he was shopping for his wife. “If the wholesalers were thinking about activewear at all, they were thinking about women. Men’s just wasn’t a category that really existed at wholesale. So we had to build the distribution ourselves.”
They started out selling directly online. Later they opened a space in Encinitas for free yoga, boot camps, art shows, and community events, which they eventually turned into a permanent retail store in March 2016.
Vuori has since launched a women’s collection and, in addition to being sold in retailers like REI, CorePower Yoga, and Sun Diego, they have five stores in tony California districts—the Encinitas flagship, the marina in San Francisco, Manhattan Beach, Fashion Island in Newport Beach, and, as of November 2019, Del Mar Highlands Town Center—right next to Jimbo’s and below five planned fitness concepts. Kudla admits “the rent can be scary,” but he leverages his e-commerce data, which illustrates where his customers live and shop, to make informed decisions. They’re looking to open four more retail stores this year in places like Scottsdale and Denver.
Vuori had long been profitable enough to expand without actively seeking funding. But in August, Norwest Venture Partners presented Kudla with an opportunity. They put $45 million in minority investment on the table, allowing him to maintain control of the business, enjoy a long-term investment horizon, and benefit from a network of pros who could guide him. He says it checked off all the boxes. “It wasn’t a bad time to do it, but it definitely was not in our strategic road map to raise money in 2019.” Now they can return money to early investors and, as he puts it, save for a rainy day.
And rain is something that Seattle-born Kudla knows something about. It rained every day for six months his senior year of high school, so he decided not to attend the University of Washington. Instead he came to San Diego and hit the ground running. —Erin Meanley Glenny
Cassandra Curtis and Ari Raz
Sydney Prather
“Imagine throwing a dart at a dartboard and it hits the perfect person you were supposed to meet at the time,” says Ari Raz, cofounder of baby food company Once Upon a Farm.
He’s describing how he met Cassandra Curtis, who created Mother’s Garden, the company’s predecessor, in 2013. But he might as well be talking about Once Upon a Farm’s entire trajectory, which has involved one fateful connection after another.
First there was Curtis. Seven years ago, she was a working mom in University City who wanted her daughter to have the freshest, healthiest food possible, but didn’t have the time to make it. Curtis knew someone in high-pressure pasteurization, which destroys bacteria in food without heating it, and she applied it to recipes that she sold in local farmers’ markets and stores.
Meanwhile, Raz was running a baby food delivery company in Washington, DC, and was looking for a technology that would scale the business. He heard about Curtis through a friend of a friend; he reached out—several times—and in 2016 the pair relaunched her brand as Once Upon a Farm.
They set their sights on grocery stores, a challenge because all the other baby food on the market was shelf stable, and theirs had to be refrigerated. They brought on an advisor, Greg Fleishman, who had experience with Kashi, Bear Naked, Coca-Cola, and other big brands. Fleishman in turn introduced them to John Foraker, the CEO who had grown Annie’s from a small mac-and-cheese maker into a $100 million business; he became one of their first investors and an informal advisor.
By 2017, Once Upon a Farm was small but succeeding. Curtis and Raz had nearly $1 million in sales. That June, a call from Fleishman changed everything. For several years, A-list actress Jennifer Garner had been looking for a business to get involved with; as a longtime advocate for kids, she thought she could do even more good through the right company. Fleishman, who knew Garner’s manager, told her about Once Upon a Farm. Soon Curtis and Raz were driving up to LA for a meeting.
“It’s crazy to think about today,” Raz says. “What are the chances someone that famous hears about a company this small?”
When Garner learned that Foraker was involved, she wanted to meet him. For three hours they talked about how businesses could be a force for good, and by the end of the meeting, they had both decided to join Once Upon a Farm as cofounders, with Foraker as CEO.
8 San Diego Brands Explain How They Made It to the Top
“There’s definitely been adjustments,” Curtis says. It was hard to relinquish control of the business, but doing so let Raz and Curtis focus on the things they really enjoy. Curtis develops products and makes sure they contain the best-quality ingredients; Raz is working on international expansion. He also oversees the company’s organic farm in Oklahoma—the farm where Garner’s mother grew up (now run by her aunt and uncle).
In the past two years, Once Upon a Farm has expanded from 300 to 9,000 retailers across North America. The company is tight-lipped about sales, but it’s safe to assume that they’ve grown far beyond $1 million. And though these days it’s often described as “Jennifer Garner’s baby food company,” the original founders don’t mind.
“To turn this concept into the vision we held for it—to provide as many children as possible with nutritious food,” Curtis says, “this was the way to do it.” —Sara Clemence
J. Dean Loring grew up in the meat business—he refers to himself as an “SOB,” son of a butcher—and he was running his own burger joint in his 20s (Stars Hamburgers in Humboldt County, with two locations still operating). But it would take more than those qualifications to open a totally new burger chain in San Diego, on the brink of the recession, in a relatively saturated market, with some stiff competition.
Loring’s bright idea? Open a fast-casual (aka counter-service) restaurant where full-service, white tablecloth restaurants are king: La Jolla.
“Fast-casual concepts were in their infancy during the recession, and real estate was a lot cheaper,” he says. “We figured, why not? It’s easier to exceed the guest’s expectations in a limited service environment when expectations are lower. It allows us to focus on food and making it better every day. That was our logic: offer pure, simple, delicious food for a value at a time when maybe people had a bit less money.”
It worked. On the first day, Burger Lounge ran out of food after just three hours. Four months later, they opened a second location in Kensington. Loring and his business partner at the time, Michael Gilligan, personally funded the first four locations before Loring went out on his own as president and CEO and partnered with private equity firm KarpReilly. Today, Burger Lounge has 25 locations throughout the US, with plans to expand further this year.
Now, as that fast-casual concept is no longer novel, Burger Lounge is instead banking on its “original grass-fed burger” to drive business.
“It’s a bit like Chick-Fil-A laying claim to the ‘original chicken sandwich,’” he says. “Does anyone believe they were the first people to think of putting chicken between two slices of bread? Before we put cows in industrial feed lots, all beef was essentially grass-fed. Since many are not aware of the evolution of the beef industry in America, we think it makes sense.”
Burger Lounge vets and manages relationships with responsible, sustainable purveyors.
“We had to sleep with a few frogs to find a few princes,” he quips. “Over time, you figure out if you can build trust with them and if their operation is authentic.”
And the menu continues to evolve. Just last year, Burger Lounge introduced a vegan burger. But it won’t put imitation meat on its menu anytime soon. “Selling a lab-produced burger doesn’t fit with our values,” he says.
When asked about Burger Lounge’s business valuation, Loring stays mum, because he’s not looking to sell it or to franchise for the foreseeable future. Instead, he shares a different number: 3 million—the number of diners per year at Burger Lounge’s 25 locations. Loring proudly claims that he’s built the country’s largest restaurant consumer base of fresh American grass-fed beef.
“Americans eat roughly 50 billion hamburgers a year. I don’t think that is going away anytime soon. Our grass-fed beef hamburgers are better for you, better for the environment, and I think they taste better.”
Spoken like a true “SOB.” —Sarah Pfledderer
8 San Diego Brands Explain How They Made It to the Top
Reid Carr
When Reid Carr founded his agency 18 years ago, the marketing industry was very different. Red Door Interactive was still trying to convince clients to build their first website. But as digital marketing tactics and platforms grew exponentially, RDI adapted along with them. They put the first restaurant on social media (Souplantation) and were the first company to collaboratively design an office using Pinterest.
Carr and his team won clients when they were relatively small and then helped them grow. From there, he would try to win what he calls more “twos”—”Win something smaller than your first. That’s where I focus. You know you can work on that because you have clients that are bigger. Then if we grow them, and they become our largest, it creates room to win more twos and threes.”
The key is to diversify. “We have to act like a mutual fund,” he says. “I’ve been through multiple economic downturns. I’ve watched a competitor go out of business damn near overnight because all their clients were home builders. If you get into any one category or vendor, you put yourself at risk.”
The formula has worked. Asics, Titleist, Bosch, Thermo Fisher, Charles Schwab, and Shea Homes have all been clients for years, the latter two for well over a decade.
Carr wants to remain “fiercely independent” and never sell out. “I want to build something I can hand off,” he explains. “So, there’s a strong foundation, core values, and infrastructure that will allow the next generation to flourish. I strongly believe that if you’re built to sell, it’s usually a shaky infrastructure because they believe it’s going to be someone else’s problem.”
Carr’s company is not a cutthroat environment. None of his colleagues are out solely for themselves. Carr gave a TED Talk in 2014 on running a “100 percent jerk-free workplace.” In marketing, he says, people will come forward with an idea “and a creative will say, ‘Hey, man, stay in your lane, this is my thing. You’re not good enough, cool enough, old enough, experienced enough.’ Our creative team is not like this because of our core values.” He maintains a culture of respect and open-mindedness by hiring candidates that have these innate values (vetted through an in-depth, three-hour job interview). Any employee can express an opinion, no matter department or rank, which allows for a diverse workforce.
They can’t work for jerks, either. In fact, over the years RDI has fired three clients—including one that was their second-largest—and fired “a ton before we ever won them.” A toxic organization causes problems; if it’s an individual, sometimes the client will do something about it. “We’ve had cases when they came back years later and said, ‘Things have changed here, can we talk?’”
You never know who will knock on the red door next. —EMG
San Diego brands explain how they made it to the top
Aliza Carpio | Photo: Madison Parker
Of the nearly 50 million people around the world who use TurboTax, probably very few know that it started in San Diego. Back in 1983, scientific programmer Michael Chipman came up with the idea of software that could guide people through filling out their tax returns, and even print out the forms to mail. That’s when ChipSoft was born. Up in Palo Alto the same year, tech consultant Scott Cook and his wife were balancing the family checkbook when he had a similar idea. Cook and Stanford student Tom Proulx created the personal finance software Quicken and founded Intuit Inc., which acquired ChipSoft ten years later.
Today, Intuit is based in Mountain View, traded on the NASDAQ, and has 19 offices in eight countries. Its Carmel Valley campus is home to 1,500 employees who work on TurboTax and the apps Turbo and Mint.
While there’s an in-house strategy to keeping all those customers happy—which they’ve coined Customer Driven Innovation (CDI) and Design for Delight (D4D)—management also pays a lot of attention to the well-being of the employees who implement that strategy.
“Culture is queen,” says Aliza Carpio, who came to Intuit from HP 18 years ago. She is now Intuit’s “principal tech evangelist,” which puts her in charge of creating a cool office culture in her company.
Intuit boasts a robust offering of extras and extracurriculars. Every employee-run club has a local Intuit executive as a sponsor or guide, like the African Heritage Network and the Asian Pacific Network. Intuit’s San Diego campus hosts five meetups—one of which is San Diego JavaScript, the largest tech meetup in San Diego. There are book clubs, workshops, and programming with companies like Athena and Qualcomm. During Hacktoberfest 2019, when engineers contribute code to open-source projects around the world, less than six percent of the participants worldwide were women. But among the Intuit engineers contributing, a full 23 percent were women.
8 San Diego Brands Explain How They Made It to the Top
Madison Parker
In 2013, the company launched an initiative called Tech Women @ Intuit, or TWI. The initiative ensures that women are not just applying to work at Intuit, but also choosing to stay and moving up in the company. The programs support women at all stages of their careers, and the company also reaches out to middle and high school students. There are mentorship programs, professional development circles, and events—one of which is the Grace Hopper Celebration, the world’s largest gathering of women technologists, produced by anitab.org. Carpio, who also hosts the podcast Tech Heroes, cowrote two talks presented to 60,000 women in engineering at the 2019 event. There, she noticed a huge shift in the types of questions candidates were asking compared to even the previous year. Instead of asking about the interview process and what projects to expect, their only inquiries seemed to concern culture—opportunities to give back to the community, team dynamics, and why Carpio has stayed at Intuit so long.
“You have to have champions like me for people to feel like they belong, can do the best work, can be fulfilled. I’ve been here 18 years because the culture is really cool. Eight different jobs in 18 years and I’m always thinking about it.”
Today, one-third of Intuit’s board of directors are women. The executive team, including the chief financial, technology, and marketing officers, is 40 percent female. If getting to the top is tough, Intuit women have cracked the code. —EMG
NuVasive president Matt Link
You know you’ve made it when a former Pittsburgh Steelers running back and Hall of Famer wants to be your spokesperson. Jerome Bettis is that spokesperson for NuVasive, the spinal tech company that changed his life.
In 2017, Bettis was suffering from incredible back pain and his doctor recommended a spinal fusion (a surgical procedure joining two or more vertebrae), but he was reluctant.
“He’s an avid golfer, and he was concerned about how quickly and effectively he could return to golfing,” explains NuVasive president Matt Link. “Through a recommendation of a former teammate who’d had a similar issue, he ended up having an XLIF.”
XLIF (Extreme Lateral Interbody Fusion) is NuVasive’s pioneering spinal surgery technique.
Before XLIF, most surgeries for spinal fusions required stripping away muscle and moving blood vessels. And the minimally invasive options weren’t easy to teach and reproduce. NuVasive’s founders developed technology that allowed for a new safe and relatively easy procedure. During an XLIF, surgeons enter from a small incision on the side of the body, without having to strip away muscle. They’re able to use this path toward the spinal cord because of NuVasive’s neuromonitoring technology, a retractor with a built-in system that tells surgeons where the nerves are so they can navigate around them. Overall, this approach results in a smaller scar and faster recovery time.
NuVasive was a small neurophysiology tech startup in Scripps Ranch before XLIF brought the company into operating rooms around the world. They secured venture capital funding and invested heavily in clinical trials to show that the technique was safe and effective. After obtaining FDA clearance, they introduced XLIF to the market in 2003.
It wasn’t an overnight success, though. “There was a healthy skepticism in the community,” Link says. It was very different from existing techniques, and nobody had heard of it before. It took time to gather data and win over the medical community.
NuVasive continued to improve the technology, and in the mid-2000s, sales for neuromonitoring started to take off. The company added new tech to its portfolio and expanded—a lot. During one especially fruitful period, NuVasive went from a $100 million company to a $1 billion company in 11 years.
NuVasive is now the world’s largest spine-focused company. It has a satellite office in Amsterdam—though its global HQ and largest employee base remain in San Diego. Link credits the city’s biotech community and the talent they’ve drawn from it for a lot of the company’s success. —Heather Karpel
Paul Goodman and Griffin Thall
Sydney Prather
In 2010, two La Jolla guys returned from a surf trip in Costa Rica with the ultimate souvenir: 400 brightly colored bracelets woven by two locals, which they sold to friends under the name Pura Vida, inspired by the country’s laid-back lifestyle. Today, an eye-catching $75 million acquisition has made Pura Vida one of the most enduring success stories of San Diego’s lifestyle brands.
Social media marketing was in its infancy a decade ago when Griffin Thall and Paul Goodman founded the brand. This was back before influencers were sponsored—before “influencer” had even entered the Insta-lexicon—and succeeding meant more than cracking an algorithm. It was grassroots, with the pair personally seeking out true fans, organically building a powerful feel-good presence into an empire.
From their early days selling in local boutiques, and soon enough at Coachella and Padres Opening Day, they strung together a community. Today, about 65 percent of Pura Vida’s sales come from e-commerce, 20 percent from wholesale, and 14 percent from monthly subscriptions.
And while social media platforms have changed over the years, from Vine to Snapchat to TikTok, the Pura Vida demographic hasn’t. Now it has a name—the VSCO girl. Named for a photo editing app, VSCO girls represent a market many brands want to break into. They wear Birkenstocks, drive Jeeps, drink from sticker-covered Hydro Flasks, and love Pura Vida. The vibe? Studiously unplanned.
“How can you go for the most unpolished look and still consider it marketing?” asks Thall, who says 98 percent of his demo are women. “It’s the complete opposite of retouched.”
Thanks to its fluency in content marketing, Pura Vida boasts an incredibly engaged customer base (No. 1 in jewelry, according to marketing consultant Stylophane) and a following of over 1.9 million on Instagram and just under 2 million on Facebook. In summer 2019, they sold a majority stake to Vera Bradley after interviewing more than two dozen private equity firms.
The Indiana-based publicly traded company, primarily known for its sturdy quilted handbags, acquired 75 percent of Pura Vida for $75 million, with the right to acquire the remaining 25 percent of the company after five years. Thall, 32, and Goodman, 30, also stand to earn up to $22.5 million in bonuses if the company meets certain performance goals.
8 San Diego Brands Explain How They Made It to the Top
Sydney Prather
Their decision to sell offloads lead production and back-office functions—accounting, finance, legal—to Vera Bradley, freeing up the existing Pura Vida team to focus on branding, marketing, and sales in their new La Jolla headquarters (ocean views, ping-pong, palm frond wallpaper).
The founders, who are SDSU alumni, employ 750 artisans in Costa Rica, El Salvador, and India, while raising more than $1.9 million for charitable causes through online sales of their charity collection bracelets.
While cause-minded outfits like Toms Shoes were an early influence, Pura Vida’s true brand heroes are Billabong and RVCA, both of which were pioneers in using real skaters, surfers, artists, and musicians in their influencer campaigns—in other words, professional athletes, not models.
“That girl in the dress with the photo crew in the Maldives? That’s done. No one cares,” Thall says. “If you can sell something that is the complete opposite of that, you might be onto something.” —Gillian Flynn
8 San Diego Brands Explain How They Made It to the Top
Like so many traditional comic book characters, Comic-Con had relatively unassuming beginnings.
In the 1970s, Shel Dorf, Ken Krueger, and Richard Alf gathered about 100 enthusiasts in the basement of The US Grant hotel. Last year—its 50th—Comic-Con’s estimated 135,000 attendees took over the San Diego Convention Center and surrounding downtown blocks. They came not just for comics, but for movies, television shows, games, cosplay, and more. If you were there (in or out of costume) you might have spotted Tom Cruise, Kristen Bell, Lin-Manuel Miranda, or Arnold Schwarzenegger. Presidential hopeful Cory Booker even took a break from campaigning to visit. A museum in Balboa Park is in the works.
There were a few secrets to Comic-Con’s success, not least that it was—and still is—run by fans. “We have always wanted to put the type of show together that we would want to attend,” says David Glanzer, the organization’s spokesperson and chief communications and strategy officer. Driven by passion rather than popularity, Comic-Con has both predicted shifts in culture and encouraged them. It hosted a panel on what was then called The Star Wars in 1976, a year before the film’s release.
“Comic books, film, science fiction literature… we felt that they were expressive forms of art that were fun and often educational,” Glanzer says. “We just tried to put on the best show we could, focusing on those things that we felt had merit.”
Comic-Con took a big-tent approach, gathering different media and genres under one roof. “There is something of a cross-pollination,” Glanzer says. “You may like movies, but then come to discover that you like science fiction as well—or comic books or gaming or costuming or interactive multimedia. I would hope that we had at least a small part in bringing these forms of art to a wider audience.”
That’s putting it mildly. Along the way, entertainment companies realized how much power there was in Comic-Con’s ardent audience. The event has become a key promotional platform for Hollywood, and the changes that has brought haven’t always been welcome. But Glanzer says they try to stay true to their roots. “Comic-Con really is dedicated to increasing the public’s awareness of popular art. We are fans ourselves, and we are learning every day.” —SC
Artists and advocates are building a more sustainable creative future through public funding, political organization, and cross-border collaboration
This is part of a three-part series. This is Act III. See Act I and Act II here.
We’ve been here before.
In 2012, city funding for the arts and culture in San Diego had eroded. As a corrective, the city council unanimously approved “Penny for the Arts”—a promise to dedicate roughly one penny of every dollar spent on hotel rooms (the Transient Occupancy Tax, or TOT).
The logic was fair and sound: Cultural institutions and events help attract visitors. Those visitors pay hotel taxes. So, the people agreed, some of that hotel-tax revenue should go back into maintaining the cultural ecosystem that helps bring those visitors and that money.
Projected as a five-year plan, the measure was supposed to increase funding to $17.9 million by 2017.
It never did. The penny was never guaranteed, so each year the city used part of it for other priorities. By 2023, the money going to arts and culture was up to about a half a penny. Even as TOT revenue has gone up significantly.
In 2019, TOT revenue was $245 million.
In 2025: $325 million.
One fix would be to guarantee the penny. Not simple, given San Diego’s financial woes. But the alternative—eroding the culture that makes San Diego San Diego, give it its identity—also doesn’t feel wise. Plus, even a locked percentage still rises and falls with tourism, which is why culture advocates want a guaranteed floor on top of it.
Another solution would be to give the arts commission actual authority.
“It’s an advisory body,” says arts commissioner Kamaal Martin. “You’d be hard-pressed to find anybody who takes our advice.”

He described the commissioners debating real, consequential questions this year, like whether and how to divide the cuts between funding pools. But those conversations “don’t connect to whoever’s actually deciding,” Martin says. “We haven’t been entrusted with decision-making about relevant things nearly enough.”
Christine Martinez is building political infrastructure through her organization Arts+Culture:San Diego—which is starting a 501(c)(4) lobbying structure not unlike police and fire unions. Martinez is also keeping her community actively engaged. “We won’t be caught off guard next year like we were this year,” she tells me.
Then there’s the evergreen issue of affordability and accessibility. Kiplinger’s most recent report ranks San Diego as the 11th most expensive city in the US, based on cost of living. The average home value is $980,700 (the US median is $540,000), but San Diego’s median household income is only one-third greater than the national level. Rent is also 66 percent higher than the national average ($2,716 vs. $1,636).
This is why San Diego has long suffered from the creative brain drain—creatives leaving for more affordable cities. “Artists are free to live wherever they want, and they will go where the rent is affordable,” says Jennifer de Poyen of Space 4 Art. “When they leave, they take their gifts with them, and their contributions, and their economic impact.”
One saving grace is the presence of Tijuana, where the cost of living is about 60 percent lower than San Diego, per Numbeo. Tijuana has long functioned as an affordable neighborhood for many in San Diego’s creative culture. It’s part of the reason why the binational identity is such a constant in our galleries, music, theater, murals, and culture. While that cross-border blood flow is one of San Diego’s most compelling attributes, few artists living that life would call it convenient or easy. A city is at a disadvantage when its culture creators have to cross a border to go home at night, and cross again the next morning to work.
In May, San Diego County Board of Supervisors approved a $2.75 million arts initiative of its own. It includes an Artist Space Grant Program aimed directly at the affordability crisis, as well as an artist-in-residence program, a dedicated Binational Creative Economy Investment, and a one-time investment in the Black Arts and Culture District in Encanto.
Bob Lehman of San Diego Art Matters has been doing county-level, binational organizing for years; in 2023, he helped get the county’s arts commission reestablished after 30 years of defunctness. That’s important because it gives arts and culture an official seat in county government, advising the County Board of Supervisors on arts and culture policy. He also brought in consultant Laura Zucker, who ran LA County’s arts program for three decades, to build a real regional plan.
“I really believe we’ll have something set up here that other communities come and look at,” he told me. “A national template other cities come to learn from.”
When asked who decides which artists will get the new grant money, county arts commissioner and executive director of the Chicano Park Museum and Cultural Center Monica Delgadillo Hernandez doesn’t hedge.
“That’s part of the infrastructure we’re going to be building,” she says. “What should a panel of reviewers look like? Should it be the commissioners? Should it be other folks? A supervisor?” She was just as candid that the commission itself doesn’t reflect San Diego’s population—Chicano communities are roughly a third of the city, she tells me, “and that’s not represented at the table yet.”

The great news is that none of these solutions have to be invented from scratch. Numerous cities serve as examples of what’s possible—if we have the will.
Jonathon Glus—Prebys Foundation Senior Fellow for Art & Design, the Executive Director of the Art + Design District, and board president for California for the Arts—worked in Houston before coming to San Diego. The Texas city dedicates 74.5 percent of its hotel tax to arts grants by formula, and that support is guaranteed. Washington, DC locked in dedicated arts funding in 2019. Salt Lake City, my hometown, has run a voter-approved arts tax for almost 30 years, most recently reauthorized through 2034. And just this summer, New York City pushed cultural funding to a record $323.8 million, even incorporating an emergency fund.
Denver’s model is interesting because instead of a city-dependent funding model, theirs is a 0.1 percent regional sales tax. In place since 1988 and renewed by voters three times, their Scientific & Cultural Facilities District has distributed between $54 million and $85 million to arts, culture, and scientific orgs—each of the last 12 years.
This is part of a three-part series. This is Act III. See Act I and Act II here.
None of these cities got there by accident. They decided, on purpose, that arts and culture were worth protecting from politics—and, in some cases, worth building an entire identity around.
“That’s how Miami has flipped the switch,” says Glus. “People go to Miami for culture as much as they do the beach.”
San Diego has spent decades selling itself backward: Beach and weather first, culture as an afterthought you might stumble into. Glus would love to see the strategy flipped: Visitors should come for the art, “and then, by the way, you’re on the beach.”

“I do think it was a wake-up call for the community,” de Poyen says of the budget fight. “People understand that our funding is vulnerable. It was a lesson in how much power people have when they coalesce. But wow, is it painful.”
Glus says he’s genuinely optimistic. “The players have all changed seats, but the work is moving forward.”
“I believe optimism is a moral duty,” says Martin, who’s both power-fist and polite.
In eight months, there will be another budget fight. Everyone I talked to expects it will be worse. But something happened this spring that can’t be undone.
“I hope this rupture has brought us together in a moment of self-realization,” says Leticia Gomez Franco of the Balboa Art Conservation Center. “I hope we stop being so transactional; we begin to see ourselves and each other as partners in this work.”
That’s the whole ask, really. And it’s on all of us.
This is part of a three-part series. This is Act III. See Act I and Act II here.
Aaryn Belfer is a writer and editor specializing in nonfiction across art, architecture, and culture. Once upon a time, she wrote a provocative column for San Diego CityBeat (RIP). She was a runner up in the 2025 Matchbook Stories contest at the San Diego Central Library and is irrationally happy about it. Currently in her Soft Girl Era, Aaryn has expensive taste in (mostly flat) shoes and will choose a great art exhibit or live jazz concert over almost anything else. Except, possibly, Javier Bardem.
The history, communities, and creative movements behind a cultural scene that extends far beyond the city’s postcard image
This is part of a three-part series. This is Act II. See Act I and Act III here.
Without concrete, wildflowers are just weeds. Any honest history of San Diego art and culture is tension and its reckonings. It begins before the name existed, with the Kumeyaay. It must pass through the Panama-California Exposition, one hell of a county fair that conjured Balboa Park as our grand cultural stage. It pays tribute to the lights of La Jolla, where the donor pool helped realize unrealizable things. It should mention names like Marston, Scripps, Ochoa, DeWitt, Lopez, Klauber, Baldessari, Torres… so many.
In short spaces like this, long histories like that become roll calls. So this is more of a walk through pressure points, notes on recurring forces and regional oddities.
Border life is key to understanding the here of here. Art without dialogue is just decoration. At its best, that dialogue should be a tad muddy, emotionally gassed. In other words, it should be in need of art—to widen perspective, parse meaning, see the unseen.
San Diego’s central dialogue—the magic and the stressor—is being flatmates with Mexico’s second-largest city by population. That makes San Diego a swing-gate of shared and vastly different perspectives, both its own place and something larger. And in no other major city in the US do the fresh flow of ideas from two countries—different governments, laws, mores, expressions, arts, cultures, traditions, economies, loves, and resentments—mingle at such a constant daily rate (due respect to El Paso).
That binational steam created Chicano Park, one of the most uniquely San Diegan contributions to national and international culture. When construction of the I-5 and Coronado Bridge divided Logan Heights, neighbors protested by transmuting prejudicial concrete into redwoods of Chicano art. Turning a civic wound into a beautiful and enduring landmark that expressed and preserved a core identity—like East Side Gallery in Berlin or Constitution Hill in Johannesburg—is damn near the core of what art is supposed to do.
Like any city, the underground-overground friction is crucial in San Diego. Our culture is headlined by institutions that lift creative work onto national and international stages: MCASD, The Nat, SDMA, Centro Cultural de la Raza, the Symphony, WorldBeat Center, The Old Globe, La Jolla Playhouse, Mingei, Museum of Us, Stuart Collection, Timken, ICA, Comic-Con, etc. The next mutations grow in the seams: street murals, music dives, tattoo shops, wheatpasted walls, graffiti, lowriders, surf and skate art (though in San Diego, this is mainstream), pop-up shows, backyard shows, beach raves, any place with room for people and a loose relationship with regulations.

Both art and culture get their power from power. They’re fundamentally a conversation with and retort against dominant structures. San Diego’s most pervasive structure is arguably the most rigid form: the military. Its presence is heavy in the southern tip (Border Patrol), the middle (Navy and MCAS Miramar), and northern edge (Camp Pendleton). The military is San Diego’s largest employer, by a long shot.
Within this plus-sized environment of order and hierarchy, it’s understandable that Shepard Fairey’s “OBEY” posters in the late ’90s struck such a potent chord. The most compelling punk rock is often outside a strong governor’s window. (The “OBEY” series featured an ominous, propaganda-style André the Giant wheatpasted on random ugly surfaces across San Diego—launching Fairey’s style that he eventually used for Obama’s “HOPE” poster.)
Armed forces are often viewed as the absence of creative culture—understandably so, since rogue individual expression feels like a pretty sure way to sink a war effort.
But in San Diego, the Navy’s unsuspecting role as art creator—directly or indirectly—is hard to ignore. Tattoos are a dawn-of-time practice of many early cultures, including the Kumeyaay. But Polynesia was a core realm. Sailors were exposed to it on deployment in the Pacific Rim, inking their arms with the names of loved ones and unit insignia. Back in San Diego, they’d flaunt those tats in the beaches and bars of Mission Beach or PB (Marines did the same in Oceanside.) Enlistees were the muscular flesh galleries that helped turn skin art into one of the city’s most widespread modern art forms.
During WWII, the military also trained huge legions of San Diego laborers how to build war machines. Those mechanics, engineers, machinists, welders, painters, and metal fabricators used those skills for creative good in their neighborhoods—especially in custom car culture, which took off in the post-war ’50s and ’60s. Mexican-American vets helped develop the lowrider scene, a deeply rooted part of San Diego creative expression. Galleries on slow-moving wheels.
Tourism is the other mainstream force ripe for creating against. It is both critical to San Diego’s economy, and one of the greatest barriers to deeper, more nuanced expressions of what and who San Diego is. The industry of selling our city to passers-through creates a gigantic tarp of cultural tropes. It reinforces the most obvious charms—cute zoo animal takes in an epic sunset with a giant margarita—and doesn’t yield much airspace to the thrilling micro-cultures that live and breathe where locals live and breathe. Nothing against watercolors of dolphins, but much against the hegemony of watercolors of dolphins.
Maybe because of these dominant forces, San Diegans especially tend to force underground and institutional art into a needless cage match. It’s human instinct to champion the underdog as more worthy, but that has always felt like a form of articide.

It’s like saying the only good food is made by gritty upstarts who crafted their own whisks from discarded shopping carts. Most of those plucky whisk-makers would love to eventually be paid properly, would love a stage, a grant, a building, a donor, a lighting rig, health insurance, maybe even one chair that doesn’t threaten the spine.
That’s what the major institutions do. Both stages—the duct-taped and the donored—serve vital roles and deserve commensurate support if we care about the entire lifespan of creative expression and not just its first exciting steps. Championing the starving artist exclusively just secures an enduring poverty for the creative class at large.
I’ve often theorized it’s harder to create great art and culture in cities like San Diego, where the climate is supernaturally pleasant. In colder/hotter/rainier/less beautiful cities, people are forced indoors to fabricate their own beauty (the grunge music of Seattle, the obscene creative output of Reykjavík). San Diego’s eternally mild sunshine tends to make the human body our art medium of choice. But scratch the surface of that surf poster (and I’ve only scratched a miniscule percent here), and this city’s far from the cultural shallows it gets accused of being.
Addendum: A Personal Agenda. In scouting the route of art and culture across San Diego county through history, two areas come up again and again: La Jolla and Barrio Logan. So I propose a collaboration between two icons of artful concrete—Chicano Park and Salk Institute (one of the world’s great examples of brutalism architecture). Let Barrio Logan’s muralists go nuts on that coastal science fortress, unite the realms for a moment in time.
This is part of a three-part series. This is Act II. See Act I and Act III here.
Troy Johnson is the magazine’s award-winning food writer and humorist, and a long-standing expert on Food Network. His work has been featured on NatGeo, Travel Channel, NPR, and in Food Matters, a textbook of the best American food writing.
The city’s cultural sector regained millions after a proposed 85 percent cut, yet nonprofits, youth programs and major institutions still face painful losses
This is part of a three-part series. This is Act I. See Act II and Act III here.
Every spring, Christine Martinez reaches out to the arts community to explain what’s on the line, hoping they’ll engage with the city’s budget process. Cultural funding, she constantly reminds, is almost always strapped to the guillotine. Especially in a city strapped for cash.
“It’s not an easy ask,” says Martinez, manager of Arts+Culture:San Diego. “Showing up is a real cost for small, volunteer-run groups that can’t spare half a day at City Council without possibly having to close their doors.”
Then, last April—with one day’s notice to arts leaders—Mayor Todd Gloria proposed a budget that didn’t trim arts funding; it eviscerated it, from $13.8 million to $2 million. An 85 percent slash. Other city departments faced cuts of about 7 percent.
The scheduled date of the cuts was just three months away (beginning of the fiscal year). Organizational leaders have to plan months if not years ahead to run their organizations. They had made hires, dedicated spending, and programmed their seasons based on a reasonable expectation that support for the arts would be somewhat in line with previous years. (The City has allotted at least $7 million a year to arts every year for the last 20 years, and the last four years have ranged between $13.8 and $18.2 million.)
The day felt even more existential given the national and international climate around the arts: namely, the federal government’s repeated proposal to eliminate the country’s two biggest cultural foundations (NEA and NEH), and the global trend of AI replacing more costly human creatives.
“It shocked everybody,” says Kamaal Martin, arts commissioner and co-founder of Art Power Equity. “If the message had been, ‘Times are tough, everybody tighten their belts a little,’ it would have landed differently. But there was no vision offered for the future, no parity in the cut. It was just, essentially, ‘Fuck you.’”
Among things I’m good at—sleeping late, low bidding for expensive shoes on Poshmark, parallel parking on either side of the street—budget analysis isn’t among them. In trying to understand how bad the finances were for San Diego to propose this drastic cut, I found myself drowning in numbers, pie charts, and politi-speak.
In his April 27 newsletter, Gloria explained that balancing the budget means “asking hard questions about every single dollar this city spends: Is this a core responsibility of city government, or is it something we do when we can afford to?”
Fair enough—if he were to ask those hard questions about every single dollar this city spends. It also makes his conclusion clear: The City of San Diego does not view supporting arts and culture as a core responsibility.
Which begs more than a few questions: Should the City be responsible? If not, then who? How crucial are arts and culture to a city? And since this is a budget discussion, how much revenue does the arts and culture industry generate for San Diego? What’s the ROI?

$1.2 billion.
That’s how much economic activity San Diego’s arts and culture nonprofits generated in 2022, according to the City’s latest Arts & Economic Prosperity 6 report. The industry created nearly 17,000 jobs and generated $878 million of personal income for local residents. About 15 percent of the people showing up to arts events in San Diego are tourists, so money was raised through TOT (Transit Occupancy Tax). The activity generated $275.7 million in tax revenue to the city.
In other words, the ROI seems to be ROI-ing.
Still, there have been signs that cuts were coming. In 2025, the City demoted the Department of Cultural Affairs to a division, folding it into the Economic Development Department (EDD). That meant Cultural Affairs no longer had independence, nor its own leader sitting at the same organizational level as departments like parks and recreation, library, police, and fire. It lost institutional leverage and would now have to compete with other EDD priorities—real estate, airport operations, business development, etc.—for budget allocation.
To be clear, few arts administrators and leaders I spoke with are interested in the either/or false choice of funding law enforcement or after-school programs; the fire departments or libraries. They’re sincere in looking for solutions that don’t leave any single group with a greater burden of righting a long-out-of-balance budget.
Jennifer de Poyen, executive director of Space 4 Art, says Gloria had long been a supporter of the arts, which made his attempted Red Wedding especially upsetting.
Aaryn Belfer is a writer and editor specializing in nonfiction across art, architecture, and culture. Once upon a time, she wrote a provocative column for San Diego CityBeat (RIP). She was a runner up in the 2025 Matchbook Stories contest at the San Diego Central Library and is irrationally happy about it. Currently in her Soft Girl Era, Aaryn has expensive taste in (mostly flat) shoes and will choose a great art exhibit or live jazz concert over almost anything else. Except, possibly, Javier Bardem.
Earlier this year, Fit quietly dropped "athletic" from its brand, from Fit Athletic Clubs to simply Fit, and started calling itself something new: a social wellness club.
There’s a version of San Diego that lives in two extremes. On one side, the 5 a.m. crowd: biohackers, marathoners, people who’ve already logged a cold plunge before your alarm goes off. On the other, the after-dark crowd, the ones chasing sunset happy hours and late dinners with friends. Everyone seems to be either optimizing or unwinding, and most of us feel like we’re failing at both.
Fit, San Diego’s reigning Best Gym for the third year running, has built its entire identity around erasing that divide.
Walk into one of Fit’s three San Diego locations on a Tuesday afternoon and the lines blur fast. Someone’s mid-set on the squat rack. Someone else has a laptop open at a café table a few feet away, half-working, half-people-watching. A group is trading plans for the weekend’s event by the recovery lounge. Nobody’s in a rush to leave.
“We’re not competing for the same people,” says Emily Waybright, Public Relations Manager at Fit, addressing the arrival of a national luxury gym chain in San Diego this year. “We don’t really feel like we’re in the gym category. It’s this unique thing.”
That unique thing has a name now. Earlier this year, Fit quietly dropped “athletic” from its brand, from Fit Athletic Clubs to simply Fit, and started calling itself something new: a social wellness club.
It’s a small wording change with a bigger idea behind it. Fit was never built around escaping the workday. It was built around the people who genuinely like what they do, and who want workouts, work, and friendships to happen in the same place instead of three separate ones. Because sometimes red light therapy with a stranger turns into weekend plans.
Fit’s philosophy traces back to its founder, who started the brand nearly two decades ago after failing to find a gym he actually wanted to belong to. He looked instead to the old-school country club, where people came for a shared interest and stayed for the community. His version was made for a younger generation, minus the golf, plus the loud music.
Which makes it a little ironic that the very award putting Fit back in the spotlight this year is Best Gym.
What does the best traditional gym look like when the definition of a gym is becoming less traditional? It’s a fair question, and Fit’s answer is that the fitness industry itself is shifting. The 45-minutes-in, 45-minutes-out model is giving way to something closer to a genuine third space, the kind of role the office and the bar used to play before remote work and changing nightlife habits rearranged how people spend their time
For Fit, community isn’t a marketing add-on to fitness. It’s the through-line. Members aren’t just paying for a treadmill; they’re paying for an entire day of social wellness that’s built on performance, recovery, connection, and a plan for the next event on the calendar. That’s a much harder membership to walk away from.
Ambition and ease aren’t opposites here, they exist side by side, where passion and play share the same morning. On September 12, Fit is hosting Sol, a full day wellness festival at Fit Social. The morning focuses on wellness classes and vendors and then the evening is a full party with multiple DJ sets and an open bar. Think of it as a kick-off to locals’ summer in San Diego.
Ready to see what a social wellness club actually looks like? Visit fitclubs.com, or follow along at @thefitclubs on Instagram.
Meet the artists, makers, and advocates whose work shapes how the city looks, sounds, gathers, and connects
San Diego is full of people who deserve a few thousand words on what they make, who they bring together, and how their work changes the city around them. The artists, makers, advocates, and behind-the-scenes talent below are a small part of that larger ecosystem.
To help us narrow our list, we looked for names that kept coming up, work that reflects the diversity of our region, and people building something bigger than themselves.
Jackie is a long-time freelance journalist covering cannabis, food/restaurants, travel, labor, wine, spirits, arts & culture, design, and other topics. Her work has been selected twice for Best American Travel Writing, and she has won a variety of national and local awards for her writing and reporting.
Isabella Dallas is a freelance writer for San Diego Magazine and the Arts and Culture Editor at The Daily Aztec in her final year at San Diego State University. She previously worked as an editorial intern for SDM, but when she’s not writing, you can find her trying the best coffee spots in SD, devouring the latest rom-coms, and indulging in anything and everything pop culture.
Matt Eisenberg is an award-winning writer and photographer based in San Diego. A former ESPN editor, his work has also been published by CNN, Bleacher Report and the New York Daily News.
Aaryn Belfer is a writer and editor specializing in nonfiction across art, architecture, and culture. Once upon a time, she wrote a provocative column for San Diego CityBeat (RIP). She was a runner up in the 2025 Matchbook Stories contest at the San Diego Central Library and is irrationally happy about it. Currently in her Soft Girl Era, Aaryn has expensive taste in (mostly flat) shoes and will choose a great art exhibit or live jazz concert over almost anything else. Except, possibly, Javier Bardem.
Leorah Gavidor won her first essay contest at age 5. She writes features, news, and non-fiction in San Diego.
Lili Kim is a content coordinator and writer for San Diego Magazine, with experience highlighting local businesses and communities. When not writing or shooting film, she is likely brewing her seventh cup of tea of the day or strolling along Sunset Cliffs.
Emma Veidt is an editor at San Diego Magazine. She earned her bachelor's and master's degrees from the Missouri School of Journalism. She loves running, hiking, and rock climbing, but really, she mostly loves encounters with the street cats around North Park.
Gail Czyszczon is owner/copywriter at Z3 Writing and best-selling author of a children’s book series. As a strategic communications professional and editorialist, she's passionate about discovering untold stories and themes that ignite fresh conversation and true change in communities.
For Jonathon Glus, San Diego’s next chapter begins with the artists who help us understand where we’ve been
Some ancient philosophers believed that humans experience seven-year life cycles or phases of life. Some went so far as to believe that every cell in the body regenerates every seven years.
Much later, in the 1800s, Austrian philosopher, architect, and social reformer Rudolf Steiner developed anthroposophy—an integration of science, art, and spirituality—into his understanding of the human experience. Steiner believed that each of us changes every seven years—from spiritual beliefs to physical evolution—and art is the connective tissue through each of these cycles. Still today, Steiner’s teachings are foundational to the principles of Waldorf education.
While I’ve certainly experienced more than a few human life cycles of my own, I believe that, just like us, cities have their own life cycles.
Cities are living organisms, regenerated every day by the people that live, work, and gather there. Environmental changes, human migration, economic shifts, technological advances, politics, and public policy—they all inform a city’s evolution, sometimes intentionally and sometimes by forces outside of our control. But ultimately, we as humans respond, adapt, and sometimes make our most important new advances.

In the aftermath of World War II, in 1947, the Edinburgh International Festival was established to promote international peace through the performing arts. Today, that festival continues as a global gathering place to experience some of the world’s most innovative dance and theater.
In post-revolution Mexico, that country’s government launched a monumental muralism program to celebrate the history of its Indigenous cultures. Today, that tradition still informs the way Mexico tells its stories and how we understand its history.
Here in the US, the National Endowment for the Arts was established in 1965, at a time when the arts were seen as part of our national strength and resilience. For the first time, federal funds were directed to communities across the country to invest in the arts at a local level.
San Diego may be relatively young as a major American urban center, and even younger on the world stage, but our region as home to humans is ancient. Today, we love a San Diego that is built on roads and traditions of the Kumeyaay Nation, where we share a modern mega-region with our sister city and cultural twin, Tijuana, on unceded Kumeyaay land.
History has shown us that the arts generate the very human connection and understanding that allows our politics, policies, technological advances, and human migration to move forward. In that way and more, the arts are the very heartbeat of our city.
In this issue of San Diego Magazine, we celebrate the artists, creatives, culture bearers, and workers who keep our region connected and in conversation as we take on challenges big and small—internationally as well as on our own neighborhood streets.
Artists are our storytellers. They respond to and chronicle the best and the worst of us—our foibles and weaknesses, our struggles, and, undeniably, our successes.
Now: a look back into the past seven years in history. They have not been a walk in the park, with a pandemic, global unrest, and shifting domestic politics as only a few forces that have challenged our lives and our region. Together, we experienced some of our greatest struggles and witnessed tremendous resilience.
That’s exactly why this is an exciting time for the arts in San Diego. We are on the precipice of an even more fertile, sustained, and inclusive time for the arts in our region.
In some ways, Covid seems like an eternity ago. I remember all too well the massive economic impact on our cultural institutions, some of which have never fully recovered. I remember the mass layoffs of the workers who keep our arts institutions going and the teaching artists who were suddenly out of work.
I also remember the poets, filmmakers, actors, and musicians who helped us grapple with the disruptions of the pandemic. Our communities became virtual, and artists gave us the space to make sense of it all.
In fact, a common phrase emerged from the Covid: artists as second responders.
Still today, I think about the short film made by San Diegans Susanna Peredo Swap and Gill Sotu called History of Joy, which captured so brilliantly what we were experiencing during those days of lockdown.
Since then, as an arts community, we’ve pushed forward transformational work that we will continue to build upon in this next seven-year cycle and well beyond.
Hundreds of artists and culture bearers have spent the past several years going to work with community groups across the region as part of Far South/Border North, our region’s component of the California Arts Council’s groundbreaking artist work program, Creative Corps. The impact resonated so deeply that local government and philanthropy partnered for a second iteration, Artist Count, this time a binational initiative launched just a few months ago.
We’ve invested mightily in cultural infrastructure. Need some examples? There’s the reimagined Jacobs Music Center and Museum of Contemporary Art San Diego, the Black Arts & Culture District, the state designation of Arts District Liberty Station, and now the burgeoning Art + Design District downtown.
World Design Capital San Diego Tijuana 2024 elevated what we already knew—that the two neighboring cities are culturally and creatively intertwined as one region—and boosted our global presence as a creative juggernaut. Artists, designers, and community leaders worked together to produce more than 600 events across our region that year, and the impact continues.
And “Creative City,” the City of San Diego’s first cultural plan that incorporates arts and culture advancements in the city’s development, was crafted by thousands of San Diegans as a roadmap to take us into the future.
Here’s what I know about the past seven years: San Diego’s artists, creatives, and culture bearers showed up for our region as our storytellers, second responders, and creative workforce.
And for the next seven? San Diego will morph and change, as every city does. Sometimes because of us, sometimes in spite of us. But our city’s creative community has a solid foundation on which to build, led by the artists who witness and tell our stories each and every day.
—Jonathon Glus, Conrad Prebys Foundation’s Senior Fellow for Art and Design in Residence at the Downtown San Diego Partnership
Laika Nur, MD, takes her love of volleyball from the court to the clinic as team physician for the San Diego Mojo
Growing up, Laika Nur, MD, Scripps Clinic sports medicine specialist, loved watching beach volleyball when the Association of Volleyball Professionals tour came to her hometown of Chicago. A talented volleyball player herself, she remembers sitting in the stands all day, and once, even got a couple autographs. Years later, Dr. Nur was attending a professional event focused on women’s sports, and the discussion turned to a new professional women’s volleyball league. The general manager and coaching staff for San Diego’s team, the Mojo, happened to be in attendance, and Dr. Nur took the opportunity to ask them if they needed a team doctor. Flash forward to the Mojo’s inaugural 2024 season, when Dr. Nur officially became the team physician. Click here to read more about Dr. Nur and how she incorporates lessons she learned on the court into her practice.
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