My typical morning starts around 3 a.m. I'm instantly met with Messenger notifications from web developers in California, GitHub pings from Florida, and a running document of research papers to read sent from Michigan. By 7:50 a.m. I'm off to class to live my life as an 18-year-old high school senior in Seoul.

This solitary ritual has become my strange normal after I founded an AI research and development startup with people all around the world, whom I've never met in person. My ambition was to improve Alzheimer's diagnostics, but I had no network, so I built one online.

![Smiling young man with glasses and a backpack standing outdoors with trees and buildings behind him.](https://i.insider.com/6941869a04eda4732f2d9978?width=700)
*Alex Yang founded a startup with other high schoolers he met online.*

## I've always viewed Alzheimer's as a terrifying disease
Growing up, I heard stories about various family members battling Alzheimer's. I viewed the disease as something truly terrifying, which leaves behind only the shell of who someone once was.

I'd grown up knowing that someday, someone I love might disappear while still standing in front of me. In high school, this fear crystallized into something beyond passive acceptance.

I came across this competition, looking to fund ideas that can make health more accessible, and decided to apply.

I knew I couldn't do the work alone. I had to find people beyond my network with diverse perspectives and skills capable of building something real together.

I started searching for partners by spending my time on internet forums and pitching my vision. I posted detailed research proposals on Discord servers and created GitHub repositories with preliminary code.

After a month of "nos," I got one "yes" from California. Then Florida. Then Michigan. Until there were six of us. We named ourselves **Reteena** (pronounced like "retina"), a deliberate wordplay symbolizing our mission to bring new vision to Alzheimer's diagnostics.

We became something none of us expected: a team of high schoolers from around the world who genuinely believed we could fix Alzheimer's.

## My team and I decided to make Alzheimer's diagnostics more accessible and affordable
I didn't set out to target only high schoolers, but I was on servers mainly for students, and those were the people who responded.

We've been self-funded and started by conducting research on enhancing the image resolution of low-field MRI, which is a portable and more economically accessible MRI machine. We applied **machine learning** and deep learning techniques to enhance the quality of low-field MRI scans.

Our goal was radical — to make Alzheimer's diagnostics accessible and affordable for underserved communities by making low-field MRI more reliable. Conducting research together, I realized that my abstract dream had become reality, but reality proved far more demanding than any dream.

## I started doubting my leadership skills
I staggered under the crushing weight of the time and dedication that my team was giving. The **time zone difference** was not an excuse for me to make them wait for responses. Lying awake at night, my stomach knotted with anxiety about "what should I do next," I recognized that my wrong decision could waste months of work from people who believed in me.

During those suffocating moments, when doubt was a physical pain in my chest, I'd question everything: my abilities, our direction, and whether I was worthy of the faith my team placed in me.

Gradually, my leadership improved, and doubts faded when I stopped seeing our differences as obstacles and started viewing them as strengths. I created a **"follow-the-sun" workflow** where I completed tasks before people in the states woke up, with detailed handoff documents in shared Notion workspaces. We were asynchronous, yet somehow more connected.

## When we got published, it was the reassurance I needed to keep going
When our first piece of research was published in the **IEEE BigData 2024 Conference**, a prestigious annual conference for artificial intelligence research, I felt exhilarated. It was proof that we were onto something and justification for every late night. Yet it was only the beginning.

We expanded from a six-person group chat into an unconventional startup with 12 members. Over the next nine months, we conducted additional Alzheimer's research and presented our findings on how changes in speech patterns and genetic markers could aid in detecting the disease earlier than traditional methods.

As people who met on the internet, we've also made our growth transparent on the internet, sharing our journey on LinkedIn. By posting our product-building journey and sharing the authentic rationale behind our research and products, we connected with mentors who believed in what we were doing — **Y Combinator founders**, Pear VC partners, and researchers who took us seriously despite our age.

We even started receiving messages from students across different countries asking for advice on starting their own health tech projects.

## We've launched our first product
Most recently, we launched our first consumer product, **Remembrance**, an AI therapeutic service to try to help Alzheimer's patients reconnect with their past. It works by asking gentle questions designed to trigger old memories through reminiscence therapy.

Each recalled memory is automatically organized in knowledge graph databases, making it easy to revisit and build a personal memory repository. Over time, it can suggest related memories on demand, building a personalized memory archive.

The healthcare market is impenetrable in many ways. When we attempted to approach a local hospital to test our product using actual patient data, we were immediately halted by compliance requirements and institutional review boards.

## I'm grateful I've learned all of this in high school when the stakes are lower
We've spent two years discovering that building something in healthcare is harder than we thought. But I wouldn't change it because we learned that at 17 and 18, not at 25 when the stakes feel higher and the fear feels heavier.

Reteena might not end up as we imagined, but that's OK. The point was never the destination; it was about learning how to build, understanding that authentic problems matter more than viral success, and realizing you can inspire people by simply trying.

That's the real experiment. And it's worth every sleepless night.

Alex Yang details founding an AI startup with other high schoolers worldwide to improve Alzheimer's diagnostics.

At 18, I Founded an AI Startup to Fight Alzheimer's—Here's How I Wake Up at 3 a.m. to Make It Happen

Kansas State University's **College of Business Administration** has awarded **$60,000 in funding** to 21 promising community and student entrepreneurs through the **K-State Accelerator program**. This competitive initiative supports founders at all stages of early venture development through two tailored tracks: the **idea track** and the **growth track**.

Led by K-State's **Center for the Advancement of Entrepreneurship**, the program empowers innovators from across Kansas with education, mentorship, and access to capital—strengthening the region's entrepreneurial ecosystem and accelerating the launch of new ventures.

### Accelerator Idea Track Supports Early-Stage Entrepreneurs

Designed for aspiring entrepreneurs with a strong concept but limited validation or early traction, the **idea track** provides a foundation for building and testing high-potential business ideas. Participants engage in a **six-week, in-person program** that helps early-idea founders develop business models, understand customer needs, and strengthen their go-to-market strategies.

Entrepreneurs participating in the idea track included:
- Wesley Adolph, sophomore in finance, **Beloit**
- Lakin Denny, senior in entrepreneurship and innovation, **Colby**

"What meant the most to me was the encouragement through every interview and conversation because it helped me realize my idea wasn't just possible, but worth investing in," said Mandy Simmons, idea track participant. "It ultimately gave me the push to take the final step and start my business."

The idea track culminated in a competition, with Alblooshi taking first place, Simmons taking second, and Borberg placing third. Graves earned the Most Improved award.

### Accelerator Growth Track Takes Startups to the Next Level

The **growth track** is built for startups that have generated initial sales or established proven business models and are ready to accelerate progress. This **eight-week online program** provides workshops led by K-State faculty, access to student consultant teams, and engagement with a world-class K-State alumni mentor network.

Startups participating in the growth track included:
- JoEllyn Argabright, Grass Roots Farms, **Atwood**
- Matthew Fulkerson, Atlas Ad Astra Missile Silo Adventure Resort, **Wilson**

"I truly appreciate the consultants' insights," said Cynthia Maddock, growth track entrepreneur. "The information was particularly invaluable; it highlighted a problem we didn't even realize we had, and it was an easy fix on our end."

Two growth track founders were recognized with awards: Maddock received the Mentor's Choice Award, and **Argabright** was honored with the Spirit of Innovation Award.

### About the K-State Accelerator

The College of Business Administration's Accelerator program is a **hybrid initiative** that provides education, mentorship, consulting resources, and **equity-free funding** to early-stage startups. Open to both students and community members, the program is part of K-State's broader mission to foster innovation and support the growth of Kansas-based ventures.

"We are proud to support these 21 startups as they drive innovation across Kansas," said Blair Kocher, assistant director of the Center for the Advancement of Entrepreneurship. "We look forward to continuing to grow the program next semester when we welcome a new cohort of small businesses ready to launch and scale their ventures."

Visit the [K-State Accelerator webpage](https://cba.k-state.edu/academics/departments/center-advancement-entrepreneurship/accelerator.html) for more information about the program or to apply for the next cohort.


                        
                        K-State Accelerator celebration. Photo by Kansas State University News Service
           

K-State's $60K Boost Fuels 21 Kansas Startups: Student and Community Entrepreneurs Accelerate Innovation

## The Vision Behind The Warehouse Food Hall

When **The Warehouse Food Hall** opened in Craig, the vision was not to simply add another restaurant to the city’s dining scene but to create a place where ideas could be tested, entrepreneurs could grow and the community could gather under one roof.

![The Warehouse Food Hall in Craig closed Dec. 21 following an announcement on Facebook on Dec. 19.](https://swiftmedia.s3.amazonaws.com/mountain.swiftcom.com/images/sites/10/2025/12/21165404/IMG_2899-scaled-e1766361531615-1024x647.jpeg)
*The Warehouse Food Hall in Craig closed Dec. 21 following an announcement on Facebook on Dec. 19.*

That vision, shared by owner **Amanda Montgomery** and her husband, became a defining feature of The Warehouse until last week, when its closure was announced through Facebook on Dec. 19.

![The Warehouse Food Hall’s closure announcement, posted on Dec. 19, thanked the community for its support over the years.](https://swiftmedia.s3.amazonaws.com/mountain.swiftcom.com/images/sites/10/2025/12/21171311/IMG_2912-1024x868.jpeg)
*The Warehouse Food Hall’s closure announcement, posted on Dec. 19, thanked the community for its support over the years.*

The Warehouse Food Hall’s last day of operation, according to the post, was Dec. 21.

Following the announcement, Montgomery said that she hopes the focus will remain on what the space represents for the community, rather than the fact that its doors are shutting.

“My husband and I have been long-term investors here in Craig and the entire Yampa Valley for about 13 years,” Montgomery said. “I was passionate about entrepreneurs and I was passionate about providing a place, a small food-truck-size space, where entrepreneurs could test out their business ideas.”

## Opportunity Zone Investment and Entrepreneurial Testing Ground

The Warehouse originated as part of an **Opportunity Zone investment**, a federal program designed to encourage long-term private investment in economically challenged areas. Montgomery said the concept fit naturally with her background in real estate and business support through Four Points Funding in Steamboat Springs.

The idea was to create something similar to an indoor food truck park or mall food court with a bar, allowing multiple vendors to operate independently while sharing space, overhead and culinary momentum.

![The Warehouse gave vendors an opportunity to try out food concepts using a lower-cost, lower-risk model.](https://swiftmedia.s3.amazonaws.com/mountain.swiftcom.com/images/sites/10/2025/12/21165351/IMG_2901-1024x768.jpeg)
*The Warehouse gave vendors an opportunity to try out food concepts using a lower-cost, lower-risk model.*

“That was the goal,” Montgomery said. “Letting every entrepreneur set up their own place.”

Over time, however, the structure of the Opportunity Zone model proved to be a poor match for the reality of running a food hall in Craig. Montgomery said the pressure to generate returns for investors did not align with the slower growth and community-first approach she envisioned.

About two years ago, she bought the project out of the Opportunity Zone fund and began operating it personally.

“I personally really do love this project,” she said. “But there was just too much pressure to make dividends for investors, and that did not mesh well with this project.”

## A Launchpad for Local Businesses

What emerged instead was a space that functioned as both a testing ground and a gathering place. Vendors rented booths for modest monthly rates and covered a portion of utilities. Some stayed briefly, while others found success and moved on.

“We call them our graduates,” Montgomery said of the businesses that went on to operate independently outside of the space.

Among the most notable was **Aroi Tai**, which built a strong following at The Warehouse before deciding to move into its own separate location. Other vendors used the space to determine whether Craig was the right market for them, sometimes deciding it was not.

**Saffron Indian Restaurant** was an example of a business that tested the market in Craig, only to decide that its concept did not match the community’s desires.

“That was also its purpose,” Montgomery said. “Try it out and decide.”

## Community Hub and Event Space

Beyond food, The Warehouse became a hub for events and informal community connection. Montgomery said she rarely turned down a request to host a gathering, fundraiser or art display.

“Anytime anyone ever asked, ‘Can we have a party here? Can we host an event here? Can we display the art for the high school?’ the answer was ‘absolutely’,” she said.

The venue hosted after-prom events, live music fundraisers and family movie nights in addition to dancing. It became a place where people celebrated milestones and simply spent time together.

“I loved being a part of it,” Montgomery said. “Food brings people together. Drinks bring people together.”

## Challenges and Vendor Perspectives

Vendor **Sasha Otero** said The Warehouse played a critical role in helping her move from employee to small business owner. She also explained that her space, and the other businesses within The Warehouse, struggled to survive with decreasing amounts of local traffic.

![Pasta Delight owner Sasha Otero, left, stands alongside Nick Lighthizer in one of The Warehouse’s kitchens on Dec. 21. The food hall closed its doors after several years of operation. Otero is now on the hunt for another location to continue her business.](https://swiftmedia.s3.amazonaws.com/mountain.swiftcom.com/images/sites/10/2025/12/21165338/IMG_2906-scaled-e1766361803488-1024x529.jpeg)
*Pasta Delight owner Sasha Otero, left, stands alongside Nick Lighthizer in one of The Warehouse’s kitchens on Dec. 21. The food hall closed its doors after several years of operation. Otero is now on the hunt for another location to continue her business.*

Otero, owner of **Pasta Delight**, said she worked at The Warehouse for about three years before opening her own food business there 19 months ago. She said she used her tax refund to launch her business before gradually reinvesting earnings back into equipment and supplies.

Otero said she grossed about $60,000 over the past year.

“That is something to be proud of,” she said.

Otero said she was not surprised to learn earlier this month that The Warehouse would close.

“Without local traffic flow, a building is not going to make it,” she said. “I know fewer than 10 locals who frequent our building on a regular basis.”

While summer travelers helped at times, Otero said day-to-day traffic has waned over the course of her time at The Warehouse. Rising food costs, she explained, also added to the challenge.

“Food is so expensive,” she said. “The amount of waste we have because we do not have enough people coming in and out makes it really hard.”

Otero is now on the hunt for another location to continue Pasta Delight.

## Economic Pressures and Labor Challenges

Montgomery said that giving back to the community was always a priority, and that she worked to ensure that the Warehouse paid above minimum wage when possible while also donating to local causes, including cancer-related organizations.

Despite those successes, Montgomery said the challenges of operating food-based businesses grew increasingly difficult. She explained that labor shortages, as well as competition for employees from Steamboat Springs and rising costs, were factors that created a perfect storm for The Warehouse.

“Labor costs are high,” she said. “It was important to pay more than minimum wage, and food costs right now are pretty out of control.”

She said the business intentionally kept menu prices lower than industry-standard margins to remain accessible, but inflation made that increasingly unsustainable.

“We did not even hit the standard percentages we were supposed to hit because we wanted to keep prices lower,” Montgomery said. “Food costs have gone up so significantly that it is very hard to provide affordable food right now.”

Those pressures were compounded by the demands of the food hall model itself. Vendors came and went, which Montgomery said sometimes frustrated customers seeking consistency. She also said that the concept worked against the business at times, especially when she took over operating the grill to ensure there was always a reliable option available.

“I am not a chef by training,” she said. “Being able to consistently find good workers who could prepare food the same way was our challenge.”

## The Decision to Close and Future Potential

Ultimately, Montgomery said the decision to close was less about profit and more about time and focus. With multiple projects underway, including redevelopment work on the former Baker House property known as the Golden Cavvy, she said The Warehouse required a level of daily commitment she could not sustain.

“It needs someone who is only committed to that as their job,” she said. “Someone who really has a lot more experience in food service specifically.”

**Breda Brazelton**, who said that she worked at The Warehouse for a year as assistant manager, supervisor and bartender, described the closing announcement as a “jolt” to her and to the community.

“We are grateful for the support the community has shown us here,” she said. “The community had a place to go, and it makes me sad that we are closing and they will no longer have that.”

![Brenda Brazelton, who served as an assistant manager, supervisor and bartender at The Warehouse, said the closure announcement came as a “jolt.”](https://swiftmedia.s3.amazonaws.com/mountain.swiftcom.com/images/sites/10/2025/12/21165323/IMG_2911-768x1024.jpeg)
*Brenda Brazelton, who served as an assistant manager, supervisor and bartender at The Warehouse, said the closure announcement came as a “jolt.”*

The Warehouse is currently listed for sale as a turnkey operation, including furniture, fixtures, equipment and the liquor license. Montgomery said the space could continue as a food hall or be reimagined entirely.

“I still see the potential in it,” she said. “I wanted it to be a place where people felt comfortable hanging out. We hit that a few times, and when we did it felt really good.”

Montgomery described the decision to close as bittersweet. She said she is grateful for the memories created there, and is hopeful that someone else will carry the concept forward in some form.

“I love that place and I am very sad to see it close,” she said. “I really hope that somebody reopens it with the potential that it has.”

When The Warehouse Food Hall opened in Craig, the vision was not to simply add another restaurant to the city’s dining scene but to create a place where ideas could be tested, entrepreneurs could grow...

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