Recently, the Plaindealer published a brief noting that Sticks & Stones Co. had “closed its location.” What struck me wasn’t the mention itself—it was the absence of context, clarification, or any forwarding information for customers who still want to order flowers, schedule installations, or support local work.
It felt disappointing to see no comment or direction for readers.
A strange way to frame what is clearly a struggling small-business economy here in Ridgway.
So let me clarify:
Sticks & Stones Co. did not close.
We intentionally shifted our selling platform.
We continue to operate as a floral studio—designing, sourcing, and delivering floral work through pre-orders, subscriptions, installations, and custom projects—just without a traditional retail storefront. This wasn’t reactionary. It was strategic.
Across Colorado, and especially on the Western Slope, brick-and-mortar retail has been under pressure for years. Rising overhead, seasonal population swings, shrinking discretionary spending, and online competition have made traditional storefronts increasingly difficult to sustain—even for well-loved, long-standing businesses.
At the same time, tourism patterns are changing. Travelers are more price-sensitive. Stays are shorter. Cancellations are more common. Even established resort destinations are feeling this shift—and corridor towns like Ridgway feel the impact first.
In this environment, the studio model is not a retreat.
It is a response to real economic conditions.
Studio-based businesses allow for:
• intentional sourcing
• reduced waste
• predictable scheduling
• deeper client relationships
• long-term viability
This is how creative businesses stay resilient in small mountain towns.
This Year Has Been Especially Hard
Winter 2025–2026 has been one of the most challenging seasons mountain communities have seen in years.
We’ve had:
• historically low snowpack
• warmer-than-normal winter temperatures
• inconsistent storm cycles
Snow drives our regional economy. When snowfall drops, visitation follows. Less terrain open means fewer lift tickets sold. Fewer visitors means fewer hotel nights, fewer restaurant tables filled, and fewer retail purchases.
On top of that, the Telluride ski patrol strike this season added another layer of disruption. Temporary closures and limited terrain access during peak holiday weeks led to canceled trips and shortened stays. When Telluride slows down, every town in the corridor feels it—Ridgway included.
Add in:
• inflation
• high interest rates
• rising fuel costs
• tighter household budgets
People are traveling less. Spending less. Being more cautious. That’s not opinion—it’s economic reality.
So when we talk about business closures, shifts, and adaptations, it matters how we talk about them. Words shape perception. Narrative shapes confidence. And confidence shapes local spending.
Community Stewardship Isn’t a Feeling — It’s a Practice
“Support local” isn’t a bumper sticker.
It’s a behavior.
It looks like:
• pre-ordering instead of waiting until the last minute
• choosing local services even when it’s not the cheapest option
• sharing businesses you love with visitors
• showing up year-round, not only during festivals or holidays
Equally important are business-to-business partnerships.
In small towns, collaboration isn’t optional—it’s survival.
When businesses:
• cross-refer
• co-create offerings
• bundle services
• share audiences
They keep dollars circulating locally. That’s how an economy becomes resilient instead of fragile.
Ridgway’s History: Adaptation Is in Our DNA
Ridgway has always been a connector town. Originally a rail hub, it existed to support larger regional systems. That hasn’t changed—we just wear it differently now.
Ridgway also made an intentional decision to become a state-certified Creative District. That wasn’t symbolic. It was economic strategy. Creativity isn’t just art—it’s:
• design
• experience
• entrepreneurship
• problem-solving
Creative economies don’t thrive on vibes.
They thrive on participation, visibility, and collaboration.
Why Civic Engagement Matters (More Than Ever)
A fellow resident, Tia, recently shared a proposal she created specifically for Ridgway’s Creative District. She presented it for consideration in the 2026 budget cycle. It wasn’t adopted—town leadership already had major priorities planned.
That happens.
Budgets are finite.
But what followed is concerning.
Tia posted her research publicly before a public budget meeting—asking residents to engage, learn, and share input about economic risks facing Ridgway, including:
The MTN Lodge contract to house construction workers for the Telluride Four Seasons for up to TEN YEARS.
That is not a small issue.
Ridgway is already experiencing:
• declining tourism
• reduced overnight stays
• business closures
Removing one of our largest lodging resources for a decade will absolutely impact foot traffic, dining, retail, and services. That deserves transparent discussion.
Instead, her post was removed.
Twice.
The group is moderated by elected officials and their spouses.
That should concern everyone.
Public input only works if it’s allowed to exist.
Town leaders work for residents.
We have the right to:
• ask questions
• request data
• attend meetings
• voice concerns
Budget calendars, agendas, and spending reports are public documents. Use them. Civic participation isn’t conflict—it’s care.
Universal Basic Income: Worth Learning About
Tia’s proposal also included research on Universal Basic Income (UBI)—programs being tested nationwide.
Results show UBI can:
• increase local spending
• stabilize households
• reduce stress-related illness
• boost small business activity
• strengthen community resilience
Whether Ridgway adopts anything like this or not, the research is worth understanding. If we truly care about sustainability, we should explore tools that support residents directly.
Curiosity is not radical.
It’s responsible.
What “Support Local” Looks Like in 2026
If we want a thriving town—not just a charming one—here are tangible actions:
1. Spend intentionally.
Pick one local business each week to support on purpose.
2. Show up civically.
Attend meetings. Read agendas. Ask how decisions impact small businesses.
3. Ask for data.
If lodging shifts for years, ask:
• projected visitor changes
• revenue impact
• mitigation plans
4. Collaborate.
If you own a business, reach out to another and create:
• joint offerings
• cross-promotions
• shared events
That’s how resilience is built.
Where Sticks & Stones Co. Is Headed
We are here—evolving intentionally.
Our focus moving forward:
• pre-order florals
• subscriptions
• installations
• seasonal collaborations
• community education (flowers, soil health, pollinators)
Not shrinking.
Not disappearing.
Adapting.
Because if we want a vibrant Main Street and a region that thrives through change, it requires:
• participation
• transparency
• collaboration
• shared ownership
This is our home.
Let’s treat it like one.
With appreciation,
Kristina Lemon
Founder, Sticks & Stones Co.
