INSIDE // CLEMSON TO OFFER MBA ONLINE • LESSONS FROM CAMBRIDGE ANALYTICA • Q&A WITH HUB CITY DELIVERY
APRIL 6, 2018 | VOL. 8 ISSUE 14
What does 500,000+ square feet of vacant office space mean for downtown Greenville?
Poinsett Plaza Will Crooks / Upstate Business Journal
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VOLUME 8, ISSUE 13 Featured this issue: Magna International celebrates opening of $37M plant.....................................3 LaunchGVL connects high school students with paid internships.................8 The future of the Upstate: our young professionals............................................18
ONE, a mixed-use building home to national retailers like Orvis, Brooks Brothers, and Anthropologie, is among several spots in downtown Greenville with currently vacant office space. Phase 2 of the ONE project has 51,413 square feet available, according to reports. In total, there are 653,280 square feet of office space vacant in downtown Greenville. Read more on Page 10. Photo by Will Crooks/Upstate Business Journal
WORTH REPEATING “When we started out, I was the delivery driver, the dispatcher, the PR and marketing person, and the mom.” Sarah Petty, Page 4
“This innovative education model of the future has the potential to double our enrollment.” Greg Pickett, Page 9
“Big data can tell us when someone is most likely to open an email, but small data lets us explore why and exactly how.” Jennifer Olapdio, Page 19 2
UBJ | 4.6.2018
VERBATIM
On your fitness app
“The data includes usernames, passwords, and email addresses but not bank, driving license, or social security information.” Paul Lamkin, a Forbes contributor, on Under Armour’s disclosure of a February hack of 150 million MyFitnessPal user accounts. It is the largest data breach of the year so far. Under Armour acquired the app, which measures a user’s calorie intake against his or her amount of exercise, in 2015 for $475 million.
INFORMATION YOU WANT TO KNOW
MANUFACTURING
| NEWS
S.C. Gov. Henry McMaster (third from left) joined company and local officials at the plant’s ribbon-cutting event.
Taking a Seat Magna celebrates grand opening of $37M seating plant in Moore TREVOR ANDERSON | STAFF
tanderson@communityjournals.com Canadian automotive supplier Magna International celebrated the grand opening of its new $37 million, 255,000-square-foot Spartanburg County seating plant on Monday, March 26. Gov. Henry McMaster joined company and local officials to cut the ribbon for the facility, which sits at 3052 Highway 290 in Moore on more than 20 acres at Greenville-based Pacolet Milliken Enterprises’ Tyger River Industrial Park. The plant is Magna’s fourth production plant in South Carolina. It could eventually provide jobs for more than 600 people and will produce seat assemblies for Spartanburg-based BMW Manufacturing Co.’s X5, X6, and X7 models. “This is a transformative event,” McMaster said. “These are not the old-timey jobs, where you wore clothes that got greasy and oily. … You work with computers. You can work in many of these plants going up today wearing a ball gown or a tuxedo. You’re not even getting dirty. The workforce has changed. And we’re changing it in South Carolina. And we’re headed right straight to the top.” Magna broke ground on the state-of-the-art facility, which was developed by North Carolina-based SunCap Property Group, owned by Oregon-based Ernie’s Pride, in late 2016.
The plant’s construction was completed in about eight months, according to Steve Salvatore, general manager for Magna, who provided the creative vision for the facility. He said the 220 associates who have been hired for the plant so far are in the process of fine-tuning its operations. Production will begin ramping up in July for the official start of production that is anticipated for Aug. 1. Salvatore said the program’s total capacity is 1.5 million units for 7.5 years. At full capacity, the plant will likely run two shifts and produce about 700 seats per day. Tom Skudutis, chief operating officer for Magna, said the company has evolved into a “mobility solutions provider.” During the past three decades, he said Magna’s annual sales have increased from about $700 million to more than $40 billion. Skudutis said the company has 170,000 employees, 335 manufacturing sites, and 100 product and research-and-development facilities in more than 28 countries worldwide. “This today is only a seed in the ground,” he said. “This is what we are all about. We like to create opportunities for people to do very well for themselves. And, in the meantime, our business is to deliver a great product to our customer on time, all of the time.” Murat Aksel, senior vice president of purchasing and supplier network Americas for BMW
Manufacturing Co., described Magna as a “reliable partner” during his past 20 years with the luxury automaker. While the two companies have collaborated on the production of various parts, they had never worked together on seats prior to 2014, he said. Lear Corp. has supplied the bulk of that business throughout the years. “I thought, you know, [Magna doesn’t] have the experience to ship and deliver the needs which we have — we have big complexity in our seats,” Aksel said. “In 2014, I was in the capacity of being responsible for the global seating business. And we decided to increase our capacity here in Spartanburg from 300,000 cars per year to 450,000. It was clear that we definitely needed a second reliable seat partner.” In February 2015, Magna was selected as BMW’s new seating partner after a lengthy process, Aksel said. “Seats are very important to our cars,” Aksel said. “They actually connect the human being with our car. … Quality is always first. And we need the seats on time, in the right quantity, at the right place, and the right variation. I am very confident … that we will be successful together.” Hiring for the facility is ongoing. Job seekers can visit Magna’s recruiting center near the southern entrance to the plant, the company’s careers page online, or readySC’s website. 4.6.2018 | upstatebusinessjournal.com
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NEWS |
INFORMATION YOU WANT TO KNOW
RETAIL AND HOSPITALITY
Food’s Here Q&A: Sarah Petty, Hub City Delivery WORDS BY TREVOR ANDERSON PHOTO BY JACK ROBERT
Sarah and Joel Petty founded Hub City Delivery in summer 2011 and now have 75 partner restaurants.
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UBJ | 4.6.2018
INFORMATION YOU WANT TO KNOW
S
arah and Joel Petty are owners of Hub City Delivery, an online multi-restaurant food delivery service covering the Spartanburg area. Since launching their concept in late summer 2011, the Pettys have increased their partnerships with local eateries from seven to 75. Headquartered at 364 S. Pine St. in Spartanburg, Hub City Delivery has completed more than 140,000 deliveries and generated more than $2 million in sales for the local dining industry. The owners said their service began making just shy of 30 deliveries per day. Today, the company makes 200 daily deliveries. Hub City Delivery’s workforce has grown from just one employee — Sarah Petty — to 35 drivers and two full-time office employees. The service features a mobile app that customers can use to order meals from the restaurant of their choice. Hub City Delivery’s service hours for lunch are 11 a.m. to 2 p.m. Monday through Friday, and noon to 4:30 p.m. Saturday and Sunday. Dinner hours are 4:30 to 9 p.m. Sunday through Thursday, and 4:30 to 10 p.m. Friday and Saturday. UBJ spoke with co-owner Sarah Petty regarding the company’s beginnings and growth.
When you launched this company, did you have any idea what it might become? I began with seven restaurants. My goal was to get to 10 and I couldn’t even get that. Now we have more than 75 and it feels amazing. … When this started, I was just a mom with a 6-month-old baby hoping to help provide for her family. I had no idea what this was going to turn into. I had an expectation of success, but I had no idea where it would go.
| NEWS
Do you remember your first delivery? My very first delivery was a Venus Pie pizza to Coldwell Banker Caine. I walked in there with the pizza in one hand and a baby’s car seat hanging from the other arm. The lady working the front desk must have thought I was crazy. … For a long time, whenever someone asked my son where he was born, he would say, “Hub City Delivery.”
What are some of the ingredients of your success? In the beginning, I really had to sell myself. I had to make people believe in me. Everyone kept telling me to give it four or five years. Honestly, there were times we thought, “What have we done?” It hasn’t been easy. There have been a lot of challenges. But Spartanburg has rewarded our persistence.
What sets you apart from other food delivery services? If you have a problem and need to call someone, you’re going to be speaking with someone in Spartanburg. Customer service is so important. I believe in treating people the way I want to be treated. We have great relationships with our restaurants.
What does the future hold for Hub City Delivery? We are always keeping an eye on technology to ensure that we are efficient and relevant. … We hope to soon be in many areas surrounding Spartanburg. There has been a tremendous amount of growth in Spartanburg. There’s a lot of momentum behind supporting local. We’re excited to be a part of it.
Can you describe the early days? This is truly a family business. When we started out, I was the delivery driver, the dispatcher, the PR and marketing person, and the mom. Joel kept his job as an engineering inspector for [Spartanburg] County during that first year.
Piedmont Natural Gas
HUB CITY DELIVERY BY THE NUMBERS
7 75 140K $2M 30 200 37
PARTNER RESTAURANTS IN 2011 PARTNER RESTAURANTS TODAY DELIVERIES COMPLETED SINCE INCEPTION AMOUNT OF SALES GENERATED FOR LOCAL RESTAURANTS
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DAILY DELIVERIES IN 2011 DAILY DELIVERIES TODAY
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EMPLOYEES TODAY, INCLUDING 35 DRIVERS AND TWO FULL-TIME OFFICE WORKERS 4.6.2018 | upstatebusinessjournal.com
5
COLUMN |
THE SPARK
The Spark Happenings in Upstate Biz with Trevor Anderson
During Upstate SC Alliance’s annual meeting held Tuesday, March 27, at the TD Center in Greenville, guest speaker Jennifer Fletcher referenced a blast from the region’s past. Fletcher, who serves as deputy secretary for the South Carolina Department of Commerce, recalled a marketing campaign entitled “I Was Blown Away,” unveiled almost 10 years ago to the day at the Thornblade Club. The campaign, developed by BMW Charity Pro-Am organizers, Upstate SC Alliance, and Erwin-Penland, sought to promote the region as a great place to live, work, and play during the Golf Channel’s coverage of the annual golf tournament. At the announcement, a former board member of S.C. Charities Inc., the Pro-Am’s host organization, said the campaign was tied to his group’s mission of giving back to the region, not by raising funds, but by “raising collaboration.” That word, collaboration, really got me thinking. Each of the 10 counties of the Upstate is unique in terms of their histories, communities, topography,
www.CarltonMB.com 6 UBJ | 4.6.2018 (864) 213-8000
people, businesses, cultural and economic assets, and challenges. In decades past, groups or individuals within each county worked apart from each other in their quest for growth. But something has changed. Max Metcalf, outgoing chairman of Upstate SC Alliance and manager of government and community relations for BMW Manufacturing Co., pointed out recently that collaboration has been on the rise during the past few years. One needn’t look any further than GSP Airport, the Inland Port in Greer, or Clemson University for evidence. “This regional approach,” Metcalf said, “may be what has moved South Carolina forward as a state; we’re seeing that what happens in one community really does benefit its neighbors.” Upstate SC Alliance said the region has landed 376 projects during the past five years, resulting in $10.35 billion in new investment and the creation of 27,967 jobs. Winning on the national and global stage requires teamwork, not the efforts of a few individuals. If this is what collaboration can do in five years, imagine what’s possible in the next 10 to 20 years and beyond. IN CASE YOU MISSED IT: • GSP traffic continues to ascend The Greenville-Spartanburg International
Airport said its passenger traffic increased 7 percent in January to 154,489 flyers, compared with 144,635 during the same month of 2017. The airport’s cargo numbers jumped nearly 35 percent during the month. • Greenwood gets funds for Advanced Manufacturing Training Center U.S. Secretary of Commerce Wilbur Ross announced his department’s Economic Development Administration will award a $1.5 million grant to Piedmont Technical College for a new building that will house the Upstate Center for Manufacturing Excellence on the college’s Greenwood campus. The project is expected to create 86 jobs and result in more than $16 million in private investment. • S.C. Ports Authority’s record volume streak continues The South Carolina Ports Authority (SCPA) reported a fiscal year-to-date volume record of more than 1.4 million 20-foot equivalent (TEU) containers handled since July. SCPA said container volume grew more than 1 percent in February to 168,480 units, compared with the same month of 2017. The fiscal year-to-date volume record extended to the authority’s Inland Port Greer, as the facility handled 10,440 rail moves in February. Its volumes have increased 5 percent for the year to 76,748 rail moves since July.
2446 Laurens Road Greenville, SC 29607
INFORMATION YOU WANT TO KNOW
TECHNOLOGY
CLEMSON MBA PROGRAM
SCRA invests $250K in Greenville-based startup Accessible Diagnostics The South Carolina Research Authority has finalized a $250,000 investment for Accessible Diagnostics, a Greenville-based company that develops and distributes low-cost glucose meters and inkjet-printed test strips for glucose monitoring. The investment will be used to finalize product development, manufacture the initial inventory, and launch sales of the company’s first proprietary product — a glucose test for dogs. Called Vet-Tab, the test allows pet owners to monitor their diabetic pets’ glucose levels by swabbing the pet’s saliva instead of drawing blood. The swab, once inserted into a provided enzyme solution, will change color. Pet owners can then snap a picture
| NEWS
of the swab with their smartphones, which will translate the color into a corresponding glucose level. Accessible Diagnostics has also begun the regulatory process to sell human tests. According to CEO John Warner, it should receive approval in the first quarter of 2018 — around the same time that Vet-Tab will hit the consumer market. “Accessible Diagnostics can create enormous value by aggregating data to integrate into other digital health platforms being created in the market,” said Jill Sorenson, director of entrepreneurial programs at the South Carolina Research Authority. “We are excited to see the growth of the company and the impact to South Carolina.” -Andrew Moore
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NEWS |
INFORMATION YOU WANT TO KNOW
FINANCE
Photo by Will Crooks
Harton named CEO of United Community Banks Inc. United Community Banks Inc., the holding company for United Community Bank, announced Monday, April 2, it plans to appoint Lynn Harton as its CEO. Harton currently serves as the president and CEO of United
Community Bank. The company said he will succeed Jimmy Tallent, who will retire June 30 and assume a new role as executive chairman of United’s board of directors. Tallent has served with United
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UBJ | 4.6.2018
since 1984, the company said. During his tenure, the company has expanded from one location with $40 million in assets to a “fourstate regional community bank with $12.3 billion in assets.” Harton became president and CEO of the bank in August 2017. He has served on the company’s board since February 2015. Harton was formerly chief executive officer of Greenvillebased The South Financial Group. He has also worked as an executive for TD Bank, Regions Financial Corp., Union Planters Corp., and BB&T.
“I am honored to lead this organization into its next chapter,” Harton said in a statement. “We have a solid foundation and are wellpositioned for continued growth and success. It has been an honor to work alongside Jimmy for the past several years, and I look forward to continuing to serve United together in our new roles.” United Community Bank is one of the largest full-service banks in the Southeast with 151 offices in Georgia, the Carolinas, and Tennessee. –Trevor Anderson
EDUCATION
Greenville Chamber partners with Greenville County Schools to launch internship program The Greenville Chamber has partnered with Greenville County Schools to create LaunchGVL — a program that connects high school students with paid internships in high-demand industries. As part of the program, which is set to launch this summer, coordinators will match high school students with internship opportunities in engineering systems; health science; human resources and services; arts, communication, and information technology; environmental and agricultural sciences; and business, marketing, and management. Businesses will also play an active role in developing their future workforce by guiding students on the path to filling critical jobs, according to a news release. The chamber is seeking businesses to participate in the program and host internships. “At the Greenville Chamber, we strive to be a solutions provider. LaunchGVL provides an innovative and proactive solution to our business community’s No. 1 concern: access to qualified
workforce,” said Greenville Chamber president and CEO Carlos Phillips. “By participating in this initiative, businesses not only gain immediate access to young, motivated talent but also have taken an active step in preparing the workforce of the future.” The Greenville Drive and Jordon Construction Co. are the first companies to join the program and hire interns beginning this summer, according to a news release. “The Greenville Drive is committed to leading the charge in efforts that strengthen our community as a whole,” said Craig Brown, owner of the Greenville Drive. “We recognize the powerful role internships can play in enhancing students’ educational experience, crystallizing their interests and strengths, and developing a more prepared workforce. Moreover, having young interns as part of our organization provides us with a sense of vitality and freshness that helps us stay on top of our game.” –Andrew Moore
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| NEWS
MANAGEMENT
Alpha Mode Episode 3: With Sean McEnroe Upstate Business Journal is pleased to present the third installment of Alpha Mode, its new, digital feature that appears each month on upstatebusinessjournal. com, in partnership with QLI International LLC.
ALPHA MODE This month’s Alpha Mode, “Conversations with NextLevel Leaders,” features Sean McEnroe. He serves on multiple startup, equity-backed, and nonprofit boards. McEnroe uses his experience as both an entrepreneur and a senior
executive in a large, private equity-backed company to help companies prioritize strategy for significant growth and transformation. McEnroe joined ATI Physical Therapy, a nationwide operator of 800+ physical therapy clinics, in 2015. At ATI, McEnroe served as the chief strategy officer during a period of rapid expansion, executive leadership growth, and equity partner transition. McEnroe’s current work includes businesses in health care technology, multisite health care, and multisite retail. He is a graduate of Marquette University School of Physical Therapy with an MBA from Denver University. -Staff Report
Stacie S. MBA, 2016
EDUCATION
Clemson to offer online MBA program Students at Clemson University will soon be able to earn a Master of Business Administration (MBA) degree through a new online program. The program, called MBA Online, is a customized approach to earning an advanced business degree that “allows students to consume their education in real time or on their own time,” said Greg Pickett, director of MBA programs and senior associate dean of the College of Business at Clemson. Clemson University has offered its full-time and part-time MBA programs at the ONE Center in downtown Greenville since 2013. But the new online program, which is expected to launch in fall 2019, will open the door to those whose schedules don’t allow for classroom requirements, according to Pickett.
“We expect a healthy demand from students who want to pursue a Clemson MBA but are hindered by schedule restrictions. This innovative education model of the future has the potential to double our enrollment,” he said. Jane Layton, MBA academic program director at Clemson, said the program was born out of need and a desire to meet students’ evolving learning preferences. “The program we are building will enable working professionals, including those who are transferred after starting the program, to finish their degrees at Clemson from a location of their choice. And, for those whose schedules simply don’t allow for a structured class routine, this will enable them to learn whenever and wherever they want,” 4 | NGU.EDU she said. –Andrew Moore
Whether you’d like to get a promotion or start your own business, NGU’s MBA degree provides an authentic Christian learning experience for future business leaders just like you. Learn more at ngu.edu/mba
COVER |
OFFICE SPACE
RIVERPLACE
17,985 SQUARE FEET AVAILABLE
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UBJ | 4.6.2018
OFFICE SPACE
Need OFFICE SPACE? WORDS BY SHERRY JACKSON PHOTOS BY WILL CROOKS
| COVER
We have plenty T
he large buildings looming up from the tree-lined streets of downtown Greenville are somewhat tucked away from the street-level shops and restaurants. Greenville, to most visitors, is a bustling, thriving city. And it is. But within those downtown office buildings, there’s a different story playing out. Companies leaving downtown, like Wynit and TD Bank, and others that have downsized, are leaving large blocks of office space sitting empty. More than half a million square feet of office space is available in downtown Greenville. At the surface, it might not seem like a big deal. But, that empty space means no employees filling up cubicles — employees that used to visit shops and eat at restaurants before, during, and after work. Those workers may have lived nearby, in one of the many apartment buildings that have sprouted in the past few years. “The Greenville office market is in a unique position with lots of large block availabilities,” says Taylor Allen, brokerage associate at Colliers International. “These availabilities will span throughout both the suburban and downtown markets. As new projects have been developed over the past few years such as ONE and 110 E. Court St., the tenants experienced a flight to quality, which has left large chunks available.” What does this mean for downtown Greenville? We checked in with some of the city’s top commercial real-estate firms to see what they think.
4.6.2018 | upstatebusinessjournal.com
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COVER |
OFFICE SPACE
Changing needs of office space Having enough parking for employees has always been a challenge for downtown office employers. “Greenville is handicapped with parking issues,” says Rhett Craig, an associate with Avison Young. “If employees cannot get to work, it makes it difficult for new companies to sign a lease in the CBD [Central Business District].” To combat the parking issue, some employers are offering telecommuting and flex-time options. Some companies are also looking for more building amenities and green space to provide a better workplace for their employees. There’s also the desire to keep costs down by decreasing the space needed for employees. That means landlords need to be competitive with the rates they are charging and consider offering incentives. “The consolidation in the engineering industry, the diminishing square feet per employee, and
from $25 to $30 per square foot, with each building providing recent renovations or new construction. The Greenville market continues to show low vacancy rates and record-setting asking rates.”
Do building renovations matter? The good news is that even with vacancies, several downtown buildings like Bank of America, Wells Fargo, and One and Two Liberty Square have recently undergone significant renovations. Investors are capitalizing on the Greenville market, says Kyle Berdugo, an associate with Cushman & Wakefield | Thalhimer. “Over the past four years, there are more institutional investors coming to Greenville, investing in the commercial real-estate market,
make them more attractive to potential clients. In Greenville County, more than 1.4 million square feet of office space is available. “A shift in the suburban market has occurred, as many buildings and office parks have recently changed ownership and are experiencing renovations, such as Harbinger, Park 37, and Axis Office Park [former Fluor campus],” Berdugo says. “The 200,000-plus square feet of space available in the Axis Office Park is a large amount of square footage new to the market. This increase in supply of space is expected to place downward pressure on lease rates. Assuming market conditions stay constant, it will take some time to absorb this new space as it comes to market. Office tenants are demanding
ille v n e e r G n w o t n ty w n o u d o n C i ille ble v a l n i e a e v r a G e n c i a e l p b s a l e ai c v i f a f o e c f o pa F s S e K c i 3 f 65 f of o F S 1.4M
the evolution of co-working space has placed tremendous pressure on office landlords to add amenities and update the look of their buildings and parks to remain competitive,” says Brian Young, managing broker with Cushman & Wakefield | Thalhimer. “There is great opportunity for tenants in the market to likely get fresh/updated space with more rental concessions.” Craig agrees. “Listing rates are likely to remain the same. However, effective rates will decrease as landlords become more aggressive. Months of free rent will be offered, so the value of the building does not decrease as future NOIs [net operating income] will not change.” Does that mean office tenants can expect to see a reduction in rates? Not necessarily. “The Greenville CBD has aggressive market rates and strong competition with potential tenants,” says Shannon Caldwell, a broker with NAI Earle Furman. “Leasing rates range 12
UBJ | 4.6.2018
injecting capital into new buildings, and renovating buildings and corporate office parks.” Renovations do make the property attractive to companies and investors, but that may not necessarily equate to a lower vacancy rate. “One and Two Liberty Square were acquired by the Virginia-based Lingerfelt CommonWealth Partners LLC in 2016. The building had a significant renovation in 2014 but continues to have quite a bit of vacancy. The building was purchased with approximately 70 percent vacancy rate,” Caldwell says. “2 W. Washington St. has had an unfortunate vacancy with the bankruptcy filing of Wynit in 2017. They currently show 40,000 square feet vacancy and are in negotiations with Wynit regarding their bankruptcy and lease of an additional 57,330 square feet through 2023.” It’s not just happening downtown, either. The ’burbs are also finding large chunks of office space available as tenants downsize, move, or have a change in their office needs. Those buildings, too, are being renovated to
more on-site amenities such as fitness centers and cafeterias. Tenants are also looking at ways to cut costs and are decreasing the amount of square footage per worker needed and are also demanding more green space.”
What is being done? As Greenville continues to grow, the city is addressing the need to attract new business. City leaders have put together a committee on economic development and finance to look at the city’s strategy when it comes to attracting businesses to downtown. The committee is newly formed, though, says Mike Panasko, Greenville’s business development manager. “There’s not a strategy in place yet. We’re being thoughtful about the process and what is the best approach.” City Councilman George Fletcher is heading up the committee. “I think the city is doing everything they can; our cost of living and operation is still lower compared to other cities,” says Colliers International’s Allen. “We do a great job of recruiting manufacturing and need to create more incentives from an office standpoint to really increase the office momentum. It is something that is top-down from the state.”
OFFICE SPACE
| COVER
“ A shift in the suburban market has occurred, as many buildings and office parks have recently changed ownership and are experiencing renovations, such as Harbinger, Park 37, and Axis Office Park.” Kyle Berdugo Cushman & Wakefield | Thalhimer
ONE LIBERTY SQUARE
53,582 SQUARE FEET AVAILABLE DOWNTOWN GREENVILLE OFFICE SPACE AVAILABILITY Address
Name
Total Square Footage Available
55 Beattie Place
One Liberty Square
53,582
75 Beattie Place
Two Liberty Square
48,854
110 E. Court St.
Erwin Penland Building
39,196
131 Falls St. 101 N. Main St.
12,652 Bank of America Building
220 N Main St.
42,920 21,374
300 N. Main St.
The Ogletree Building
3,136
15 S. Main St.
Wells Fargo Center
11,061
104 S. Main St.
Poinsett Plaza
79,487
550 S. Main St.
RiverPlace Office
24,179
201 W. McBee Ave.
Piedmont Natural Gas Building
27,981
325 W. McBee Ave.
11,411
2 W. Washington St.
ONE Greenville — Phase 2
51,413
301 N. Main St.
Landmark Building
48,179
305 S. Main St.
Camperdown
150,000
201 RiverPlace
RiverPlace
17,985
1 N. Laurens St.
9,870
TOTAL
653,280
* Information provided by Avison Young, NAI Earle Furman, and Colliers
4.6.2018 | upstatebusinessjournal.com
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GRANT PR
Helping T Community Laurens Electric offers golfers a sh t at $1 million Come to the Eagle Zone Golf Improvement Center on Pelham Road in Greenville, Friday, April 27 and Saturday, April 28 for a chance to win $1 million in Laurens Electric Cooperative’s and Touchstone Energy’s 16th Annual Hole-In-One Shootout. All proceeds from the event will benefit the LEC Community Impact Initiative. ®
Million Dollar
rr ii cc .. cc o om m 7 7 10 players will qualify each day by being closest to the pin to compete in the finals, when participants have a chance of winning one million dollars by shooting a hole-in-one. Qualifying times are Friday, April 27 from 9 a.m.–9 p.m. and Saturday, April 28 from 9 a.m.–5 p.m. The finals will follow on Saturday at 6 p.m.
hole-in-one
shootout
Laurens Electric Cooperative, Inc.
the LEC Community Impact Initiative, a program that provides grants, not to exceed $2,000, to local charities for purposes that enrich the quality of life of the citizens in the communities LEC serves. Recipients will be chosen by their respective chambers and will be based on their projects that include innovative, creative, and practical solutions to current community needs.
Every dollar spent at the hole-in-one event is a dollar that will go to support the LEC Community Impact Initiative; it’s a fantastic way to contribute to the community and have a great time in the process.
Event proceeds to benefit the LEC Community Impact Initiative For more information about the Hole-In-One Shootout, visit the co-op’s web site at laurenselectric.com.
Other prizes include $500 each day to golfers with shots closest to the pin, and during the finals, $1000 to the golfer closest to the pin, $500 for the second closest, and $250 to third.
G R A N T P RO G R A M
Laurens Electric is dedicated to improving the quality of life of the citizens in the upstate and in the communities the cooperative serves. All proceeds from the Hole-In-One Shootout will benefit
H e l p i n g To F u n d Community Projects
Laurens Electric Cooperative a Touchstone Energy Cooperative, serves 54,000 member-owners in Laurens, Greenville, Spartanburg, Anderson, Newberry, Union and Abbeville counties.Since 1939, the co-op has been dedicated to being the provider of choice for energy and relateds services in the Upstate.
Giving back to the community we serve is one of our core values.
D
Laurens Electric Cooperative, Inc. (l-r) Last year, Kendall Samero of Taylors won $1,000 for the closest-to-the-$1 million-hole shot. Aaron Thomas (pictured with son Peter) placed 2nd and won $500, followed by Jamin Drake, who took home $250.
Laurens Electric’s employees, pictured here with WSSL's Bill Ellis, top-center, volunteer their time to staff the event.
Blake, 5, enjoys free pizza and a day on the range with his family.
ROGRAM
Swing for a Million Dollars! Swing for a Million Dollars!
To F u n d April 27 – April 28 Swing for a Million Dollars! Eagle Zone Golf P r o j e c t s April 27 – April 28 ADVERTORIAL
Improvement Center
April27–April28
Pelham Road,Golf Greenville Eagle Zone
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PROFESSIONAL |
STRATEGIES FOR HONING YOUR PROFESSIONAL SKILLS
Trusting an intern with social media is like trusting a kid with your credit card Do you remember getting an allowance as a By CHRIS MANLEY kid? Some friends I knew CEO, Engenius had to earn it — they had specific chores that held a specific dollar amount once completed. Other friends just got $5, $10, or (gasp!) $20 from their mom or dad every week, as though it was payment for existing. Either way, most of my friends growing up earned an allowance. It always fascinated me how each of my friends spent that cash. For some, they had what I call “shiny object syndrome.” They saw something they wanted; they acted quickly; and they bought it. They rarely had money left over. Some developed small habits that drained their allowance fund rather quickly — like the guy who bought a Mountain Dew every day from the vending machine. I can only imagine how hard caffeine withdrawal was for him years down the road. Every now and then, there was a kid who saved diligently and spent wisely — with a bit of an ethos and common sense to their budgeting strategy. Once I got to college, I kept seeing the same thing. Some friends would blow every dime to their name on beer every weekend. Others maintained the shiny object syndrome, acquiring a car with an expensive payment
they could barely afford. Yet again, there were a few who saved diligently and spent wisely. Often, I raise an eyebrow when I see a company or colleague hire a college intern to manage their social media. Typically, the rationale goes something like, “Well they spend so much time online; I figure they know how to do it!” Occasionally, the rationale is that interns are cheap labor — sometimes free. Using this reasoning for entrusting a 20-year-old college student to take over your business’s public reputation is akin to giving a youth a $20 bill Look for the Spring issue every week and entrusting them to always spend it wisely: Occasionally of atHome available today it may work, but normally there will be hard lessons learned. THE MOST Companies routinely invest tens of thousands of dollars on brand deRECOGNIZ ED, velopment (whether outsourcing it to contractors or doing it internally). NATIONAL LY This helps a company understand its target audience, develop buyer AWARD-W INNING, LOCALLY FOCUSED , personas, and carefully craft its messaging to specifically reach their target HOME MAGAZIN E demographics — becoming a finely tailored custom suit. The people deIN THE UPSTATE. veloping this brand have years of education and experience. GREENVILLE As we’ve witnessed in recent years, social posts can go viral very quickly, Barnes & Noble – 735 Haywood Road even if deleted, and not always in positive ways. One misstep in a tweet – 1125 Woodruff Road Community Journals Celebrat ing 15 Ye – 581 Perry Avenue can cause months of expensive cleanup. One poorly worded Facebook ars message can lead to swift declines in revenues. One inappropriate InstaFOR SUBSCRIPTIONS & ADVERTISING, CALL 679-1200 gram post can lead to abrupt resignations. F O L LO W U S O N S O C I A L M E D I A : – atHome in the Upstate – athome.magazine Our social profiles are windows into our companies for the world to see. They have enormous power to spread our message far and wide in the blink of an eye. They also hold an enormous potential for liability and error. Use caution when relying on inexperience to entrust your company’s Who T hey Are entire reputation and, by extension, future on an intern. Be careful and – What T hey D o MORE TH AN be cautious. One ill-advised tweet could be the unfixable rip in your finely 100 BUSINE SS ES tailored custom suit.
INSIDE // BOWLING IN SPARTANBURG • KEOWEE BREWS • FINDING A BIZ COACH
Spring 2018
A magazine for Upstate living
MARCH 30, 2018 | VOL. 8 ISSUE 13
// MEET THE COOKING DOC // MAC ANNUAL AWARDS BABY LEOPARD NURSERY THE IMPACT OF TREES //
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ANRE! THE PLSCO LLE GRE E NVI
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IN THE UPSTATE, AND THE ARRIVAL OF NEW PRO AND SEMI-PRO TEAMS IS JUST THE BEGINNING
Michaela Andress of Spartanburg-based youth soccer club Carolina FC Will Crooks / Upstate Business Journal
GROWING GREENVILLE Aerial shot by Pro Bros
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2017 Cover
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UBJ | 4.6.2018
Chris Manley is the CEO of Engenius, a marketing firm specializing in helping businesses navigate digital marketing through strategic web design, search optimization, and digital advertising. You can contact him at chris@engeniusweb.com or by visiting www.engeniusweb.com.
THE TECHNICAL SIDE OF BUSINESS
| DIGITAL MAVEN
The takeaway from Cambridge Analytica: trust doesn’t cut it with third-party vendors You research, question, and document. Here are some areas where you may be able to tighten your third-party relationships so you don’t get Facebooked.
By LAURA HAIGHT president, portfoliosc.com
There’s almost no way you don’t know something about the Cambridge Analytica-Facebook snafu. It’s not really a data breach; the information was given away freely. The whole firestorm is a twisty-turny road into political machinations that would make Machiavelli proud. As with so many of these stories, there are lessons we all can learn from them. Some of them are personal: being better stewards of your own sensitive data, not just hitting OK on every app and online service you think you might want to use, and, for heaven’s sake, stop doing the “which-’40s-movie-star-are-you?” quizzes. But there’s a very big and important lesson that businesses — from the smallest mom-andpop to the Fortune 500s — can learn from the epic fail of Facebook and its relationship with Cambridge Analytica. TRUST IS NOT A CONTROL. It may be years of investigations, hearings, and court proceedings before we unravel all the threads woven into this scandal. But three mistakes are at its essence: • Users trusted Facebook to protect their data. • Facebook trusted its policies would protect it. • Cambridge Analytica violated that trust. Businesses face similar challenges every day, although few probably think of their third-party vendors as potential risks to their business. Think differently. Bon Secours probably wishes it had. The health-care giant lost control of sensitive patient information for 655,000 patients (about 220,000 of them in South Carolina and Kentucky) in April 2016. The incident was the result of a third-party vendor who left data exposed during a network upgrade. Things were even worse for Target, which lost a massive 40 million credit card and personal data records in 2013 when a single user at a third-party HVAC vendor was hacked. The cost to Target? $18.5 million.
No matter how smart a business may be about security internally, third-party relationships often go unaddressed. And that lackadaisical approach can have serious and costly consequences.
Here’s a slightly more relatable — and recent — one: The Leon County School District in Florida has a relationship with a virtual school vendor. That vendor has exposed the district’s student and personnel data twice: Once in 2013 by storing it on an insecure server, and just recently in a two-year situation that became known just in February. Among the student information exposed were names, school ID numbers, and medical and demographic information, as well as email addresses and Social Security numbers of district personnel. No matter how smart a business may be about security internally, third-party relationships often go unaddressed. And that lackadaisical approach can have serious and costly consequences. Have you given an outside vendor an account on your internal network? You might do this if a company or individual is working on a project with you and requires access to some specific resources. It’s not uncommon. But are you taking the very important step of determining the security of the vendor before opening this big door? No doubt, Target wishes it had done that. How do you find out how secure a vendor is, and, more importantly, how do you verify what it tells you?
Identify all third-party vendors and partners (even the obvious one like Duke Energy) and determine what access they have been given and when it was granted. Situational access should be reviewed and removed once the project is completed, or the issue resolved. This may involve cloud-based services or application interfaces. It’s not always as obvious as access to your company network.
Develop a standard approach to vetting new and existing partners to assess the strength of their internal security. Some questions to ask: How is your IT managed? What intrusion detection processes do you use? Have you ever had a security breach? How long did it continue? How did it happen? How did you change procedures after the breach was discovered? Do you train your staff on cyber threats? Do you use penetration testing through external vendors to identify weaknesses?
Include security in your contracts. Do not assume just because a company is large or reputable that they “have security covered.” The number of big-name companies hacked, cracked, and ransomed should be sufficient evidence of that. The details of any vendor’s access to your data need to be clearly established as well as your expectations for the security of that data. For example, before any changes are made to a system where your data is linked or residing, you should be notified so you can be part of the discussion on security of the data during the system downtime or upgrade. Monitoring the vendor relationship proactively like this can significantly mitigate your risk. If data is lost, the vendor may bear the financial responsibility. But the reputational damage is wholly on you. No one knows the name of the HVAC company that opened the gates to the Target hack. They just know that Target lost their info. If you think asking these kinds of questions of potential vendors would be problematic (maybe they’ll be insulted), I offer this: No provider who can be trusted with your information will resist these provisions. If they do, move on. 4.6.2018 | upstatebusinessjournal.com
17
FORWARD |
WHAT ’S NEXT FOR THE UPSTATE, AND HOW WE’LL GET THERE
The Next Generation Young professionals should drive the Upstate’s future During PIQUE, Todd Horne, a By DEAN HYBL 34-year old conexecutive director, Ten at the Top struction executive in SpartanSometimes it seems like just burg who has already served as yesterday that I was 22, fresh out chairman of the Spartanburg Area of college and professional internChamber of Commerce, is a board ships, and excited about the posmember for TATT, and has been sibilities ahead for my career, a candidate for elected office, gave personal path, and how I might be a very succinct but encompassing able to have an impact on my answer for why he has been incommunity and maybe even the volved in his community and why world. Then there are days like the he encourages all young profesrecent PIQUE Young Leaders sionals not to wait until the “time Summit when I am jolted back is right.” into the reality that nearly 30 years have passed, and my role and perspective are now a bit different. Being in the room with 250-plus young professionals who are full of energy and looking to achieve greatness for themselves and their communities is exciting and reinvigorating. Perhaps even more so for those of us who have now passed 50 and recognize that part of our role moving forward must be to help ensure that the next generation of leaders is prepared and empowered to make their mark. The path for each young professional will certainly be different. My personal journey included becoming a college sports information director at 22, serving as president of the Junior Chamber of Commerce (Jaycees) in Farmville, Va., at 26, and then making a complete career change in my mid-30s. I am blessed now to lead Horne said, “The decisions being an organization that works to build made in council chambers and the collective capacity of the boardrooms today are going to Upstate while also serving on impact your entire professional several volunteer boards and still career as well as impacting your finding time to coach Little League children and families. We need to and be engaged in the lives of my be at the table and engaged now quickly growing children. to make sure our perspectives, I have been able to balance ideas, and concerns are heard.” career and personal enhancement Taking the political nature of with community engagement the topic out of the equation, the throughout most of my career, but young people from Marjory it can be challenging to handle Stoneman Douglas High School both when just getting started. have shown very clearly that with
passion and interest, they can have an impact on their community, and the world, today. Sadly, their move into what will likely be lifetimes of advocacy and engagement resulted from a tragedy. What we must create for all aspiring young leaders are avenues where they feel compelled to be part of current and lasting decisions in their communities not just when personally impacted, but because their perspectives matter and are valued. When TATT unveiled the Upstate Regional Vision in 2011,
What we must create for all aspiring young leaders are avenues where they feel compelled to be part of current and lasting decisions in their communities not just when personally impacted, but because their perspectives matter and are valued.
Neal Workman of the Trehel Corp. said that one of the essential components for ensuring the Upstate continues to be a special place would be “getting the younger people thinking more about planning their lives and their communities in their 20s and 30s, so it doesn’t take until they are in their 40s and 50s for them to have the ‘big aha’ about what we could have done differently.” We are fortunate in the Upstate to have more than 25 young pro-
fessional groups organized through many of our chambers of commerce, United Ways, and other organizations that recognize the value of giving young professionals a platform and opportunity to engage in both professional development and in being part of making our communities better. The PIQUE: Young Leaders Elevating the Upstate event was started by TATT in 2016 as an annual opportunity for representatives from these groups to engage with each other as well as more “seasoned” leaders from across the region. The 2018 event was another great success where our young leaders had the chance to not only build relationships but also discuss issues like global leadership and creating a culture of inclusion. There is no question in my mind that the young professionals of today and tomorrow are going to play a critical role in helping the Upstate continue our upward trajectory and be universally recognized as a leading place to live, learn, do business, and raise a family. Giving them opportunities like the young professionals groups and PIQUE to build their knowledge base and connections is critical, but it is ultimately not enough. We must also empower them to take the wheel and lead the efforts in making and owning the decisions that will impact our region for years to come. With passion, knowledge, and vested ownership, there is little doubt that they will continue to elevate the Upstate for years to come. For more about PIQUE and for a list of the young professional groups in the Upstate, go to www.thePique.org.
STAYING ON MESSAGE WITH YOUR CLIENTS AND YOUR COLLEAGUES
| COMMUNICATE
Designing better messages By JENNIFER OLADIPO owner, X Editorial
The best ideas often come to us from outside our own fields of practice, so recently I jumped at the opportunity to attend a day-long workshop with Greenville’s Design Thinkers Group. The topic that day, customer journey mapping, is the kind of thing marketing folks are always doing in some way when we think about our audiences, but the “design thinking” takes it to another level. My one-day foray into design thinking revealed an intensely human-centered approach to creating products or services, solving problems, or finding opportunities. Rather than starting with the usual goals, it begins with the experiences of the people at the center of whatever’s being examined. The workshop drew participants from a wide range of backgrounds, but here are a few lessons that were particularly useful when thinking about communication.
SMALL DATA Customer journey mapping was a distinct experience from working with avatars, the characters that marketing specialists create to use as hypothetical customers. Instead of characters based on an amalgam of demographic and market trend data, we focused on what just one person
might think, do, need, want, expect, and experience. I think of it as “small data.” Big data can tell us when someone is most likely to open an email, but small data lets us explore why and exactly how. It’s a promising way of responding to the increasingly fragmented audiences we’re all trying to reach.
BIG HEARTS I was surprised and delighted to see how prominently empathy figures in design thinking. Most organizations have some awareness of the customers’ “pain points,” but design thinking calls us to look at their emotional and mental states from moment to moment. It calls us to care, not just solve a problem or encourage a certain emotion with our communications.
SMALL DETAILS Our facilitators, Marc Bolick and Rose Doyle, practiced what they preached. The workshop required affixing dozens of colorful sticky notes to huge pieces of paper we mounted on walls and windows. Fittingly, the group leaders told us the best way to pull a sticky off its pad so it rests flat on the wall, ensuring everyone can read it. They even advised about which brands stick better than others. Their emphasis on how such tiny frustrations could impact our experience was a perfect reminder to re-examine every single element of our messaging.
BIG CHANGES I have no doubt any team that undertakes customer journey mapping with this level of attention to detail will find solutions. The process might also expose problems that were otherwise hard to see. Even better, it reveals opportunities that just wouldn’t come to mind any other way. It’s worth noting that even though our workshop groups were tasked with looking at the same experience through multiple customer journeys, we uncovered similar solutions that could address several different problems. With that in mind, I wouldn’t venture into this process unless you’re prepared to do something different when you’re done.
“ YOU CAN SIT DOWN IF YOU WANT TO, BUT I DON’T ENCOURAGE IT.” This was one of the first instructions we received from Bolick, but maybe one of the most important takeaways for me. The workshop required a lot of walking left to right, moving in close, and stepping back for a wider view. Yet, it occurred to me that taking a customer journey was also a way to see how far our own organizations can go. Most will do OK without this kind of customer-centric exploration, but if the opportunity comes to you, I don’t recommend sitting it out. Jennifer Oladipo is the owner of X Editorial, an integrated marketing company. More details at www.xeditorial.com 4.6.2018 | upstatebusinessjournal.com
19
ON THE MOVE |
PLAY-BY-PLAY OF UPSTATE CAREERS
HIRED
APPOINTED
PROMOTED
HIRED
SELECTED
JESSICA BLAIS
MEGAN EARLY-SOPPA
BROOKS MANLEY
STEPHAN TOTO
MIKE KAMOUYEROU
Has joined the staff of the University of South Carolina Upstate as associate vice chancellor for strategic communications and marketing. Blais recently served as director of communications and marketing at the University of South Florida St. Petersburg. Blais is a graduate of the University of South Carolina.
Has been selected to the Hispanic Alliance of South Carolina 2018 board of directors. Early-Soppa is a member of Smith Moore Leatherwood LLP’s transportation and logistics industry group and the cybersecurity and data breach team. Early-Soppa graduated from Wofford College and received her law degree, cum laude, from the Southern University Law Center.
Has been promoted to project manager at Engenius. Manley previously served as the company’s production assistant. Manley joined the Engenius team full time after graduating from Clemson University in 2016 with a degree in business management.
Has joined Colliers International as a property manager in the real estate management services division in Greenville. Toto previously worked in property management in Washington, D.C. Toto will be responsible for the management of a portfolio of office and industrial properties.
Has been selected as the 2017 Rookie of the Year at 84 Lumber. Kamouyerou is the co-manager of 84 Lumber’s Greenville store. Kamouyerou was one of more than 20 nominees selected from more than 250 stores around the country. Kamouyerou started with 84 Lumber as a manager trainee at the Bridgeville, Pa., store in 2017. He was promoted to co-manager of the Greenville location in October 2017.
Ginny Beach Vice President of Operations
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UBJ | 4.6.2018
PLAY-BY-PLAY OF UPSTATE CAREERS
VIP MORGAN ALLEN euphoria Food, Wine, & Music festival presented by Lexus has announced Morgan Allen as its new executive director. The selection was made after an extensive nationwide search and selection process. Allen has been a part of the euphoria team since 2016. She will manage euphoria’s full-time staff, expand the corporate sponsorship base, and serve as the year-round community representative. Allen first joined the euphoria team as event director of food and beverage. Prior to joining euphoria, she served as the food and beverage manager at The Grille at Mahogany Run & Mahogany Run Golf Course in St. Thomas, U.S. Virgin Islands. Allen has held various leadership roles for the last 11 years in the restaurant industry as well as the marketing and nonprofit sectors.
| ON THE MOVE
NEWS The Westin Poinsett was recently awarded Four Diamond status from AAA. The Westin Poinsett was the only hotel in Greenville to achieve this award. Medical Imaging Express has earned accreditation through the Intersocietal Accreditation Commission (IAC) as a Magnetic Resonance Imaging facility. The IAC accreditation measures the level of patient care provided by evaluating the staff, equipment, facility, and reporting practices. United Community Bank has been named to Forbes List of America’s Best 100 Banks for the fifth consecutive year. The list ranks 100 of the largest publicly traded banks nationwide.
CONTRIBUTE: New hires, promotions, & award winners may be featured in On the Move. Send information and photos to onthemove@upstatebusinessjournal.com.
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21
NEW TO THE STREET/#TRENDING |
THE FRESHEST FACES ON THE BUSINESS LANDSCAPE/INFORMATION YOU WANT TO KNOW
Open for business 1
THE WATERCOOLER 1. Soccer soars in the Upstate, and the arrival of new pro and semi-pro teams is just the beginning
2. Cargo expands business, moves to larger location
3. Greenville Federal Credit Union celebrates Golden Anniversary by reflecting on history and giving back
4. Rolling Green Village announces multimillion-dollar redevelopment
5. Grandbridge arranges $35.25M for Greenville multifamily acquisitions 1. Sean Feliciano State Farm Agency opened for business in Greenville at 600 Laurens Road, Suite D. Learn more at seanwillinsureyou.com. *The Top 5 stories from last week ranked by Facebook reach
2
DIGITAL FLIPBOOK ARCHIVE The layout of print meets the convenience of the Web. Flip through the digital editions of any of our print issues, and see them all in one place. upstatebusinessjournal.com/ past-issues
INSIDE // BOWLING IN SPARTAN BURG • KE OWEE BR EWS • FIN DING A BIZ COACH MARCH 30,
2018 | VOL. 8 ISSUE
13
SCORE! SOCCER NEW PRO SOARS IN THE AND SEM UPS I-PRO TEA TATE, AND THE MS IS JUS ARR T THE BEGIVAL OF INNING
Michaela Andress Will Crook of s / Upsta Spartanburg-ba te Busin sed youth ess Journ soccer al club Carol
ina FC
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CONNECT 2. Highlands Center for Women is now open at 105 Halton Village Circle in Greenville. Learn more at highlandscenterforwomen.com.
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CONTRIBUTE: Know of a business opening soon? Email information to aturner@communityjournals.com. 22
UBJ | 4.6.2018
@UPSTATEBIZ
EVENTS YOU SHOULD HAVE ON YOUR CALENDAR
DATE
PRESIDENT/CEO
Mark B. Johnston mjohnston@communityjournals.com
EVENT INFO
Thursday-Friday Clemson University’s Men of Color National Summit
4/12-4/13
| PLANNER
WHERE DO I GO?
HOW DO I GO?
TD Convention Center 1 Exposition Drive April 12: 8:30 a.m.-5 p.m. April 13: 8 a.m.-3 p.m.
Cost: $179 general, $50 high school students, $100 high school chaperones, $50 Clemson University students For more info: www.clemson.edu/inclusion/ summit/; menofcolorsummit@clemson.edu
UBJ PUBLISHER
Ryan L. Johnston rjohnston@communityjournals.com
EXECUTIVE VICE PRESIDENT Susan Schwartzkopf susans@communityjournals.com
Tuesday
Greenville Chamber of Commerce’s Gubernatorial Lunch series feat. Gov. Henry McMaster (R)
Greenville Marriott 1 Parkway E 11:30 a.m.–1 p.m.
Cost: $40 investors, $80 general admission For more info: kbusbee@greenvillechamber.org; www.bit.ly/2EFDFF1
Sunday
Greenville Chamber of Commerce’s Upstate Chamber Coalition Democratic Gubernatorial Debate
Furman University 3300 Poinsett Highway 7–9 p.m.
For more info: www.bit.ly/2DEg1Dq; kbusbee@greenvillechamber.org; 864-239-3748
Tuesday
Better Business Bureau’s Business at Breakfast: Shh, Finding Great Talent in a Tight Market
Keller Williams Realty Greenville For more info: 864-331-3319; Upstate, training room - 2nd floor hope@upstatesc.bbb.org 403 Woods Lake Drive https://go.bbb.org/2uQI0B5 8-9:30 a.m.
Thursday
4/26
Greenville Chamber of Commerce’s Leadership Summit
Greenville One Center 2 W. Washington St. 8 a.m.–1 p.m.
Cost: $40 investors, $80 general admission For more info: www.bit.ly/2DKBGdb; tmiller@greenvillechamber.org; 864-239-3743
Tuesday
Greenville Chamber of Commerce’s Excellence in Entrepreneurship Small Business Awards
Cascades at Verdae Ballroom 10 Fountainview Terrace 5:30–7:30 p.m.
Cost: $15 For more info: www.bit.ly/2DKBlap; tjames@greenvillechamber.org; 864-239-3728
4/17
MANAGING EDITOR
Emily Pietras epietras@communityjournals.com
ADMINISTRATIVE EDITOR
Heidi Coryell Williams hwilliams@communityjournals.com
4/22
COPY EDITOR Rebecca Strelow
STAFF WRITERS
Trevor Anderson, Cindy Landrum, Andrew Moore, Sara Pearce, Ariel Turner
4/24
MARKETING & ADVERTISING SALES MANAGER Emily Yepes
MARKETING REPRESENTATIVES John Clark, Donna Johnston, Jonathan Maney, Heather Propp, Meredith Rice, Caroline Spivey, Liz Tew
CLIENT SERVICES
Anita Harley | Rosie Peck | Jane Rogers
ART & PRODUCTION VISUAL DIRECTOR
5/1
Will Crooks
LAYOUT
Bo Leslie | Tammy Smith
VICE PRESIDENT OF OPERATIONS Holly Hardin
ADVERTISING DESIGN
Kristy Adair | Michael Allen
EXECUTIVE ASSISTANT Kristi Fortner
HOW TO CONTRIBUTE STORY IDEAS:
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MAY 4 COMMERCIAL REAL ESTATE ISSUE
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
UBJ milestone
UBJ milestone jackson Marketing Group’s 25 Years 1988 Jackson Dawson opens in Greenville at Downtown Airport
1988
1997 Jackson Dawson launches motorsports Division 1993
1990 Jackson Dawson acquires therapon marketing Group and moves to Piedmont office Center on Villa.
>>
JUNE 1 INNOVATION ISSUE
Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff
Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com
JUNE 29 LEGAL ISSUE Got any thoughts? Care to contribute? Let us know at upstatebusinessjournal.com/submit.
Solve. Serve. Grow. Those three words summarize Jackson Marketing Group’s guiding principles, and according to owner Larry Jackson, form the motivation that has kept the firm thriving for the past 25 years.
Jackson graduated from Bob Jones University with a degree in video and film production and started his 41-year career in the communications industry with the U.S. Army’s Public Information Office. He served during
Vietnam, where he said he was “luckily” stationed in the middle of Texas at Fort Hood. He left the service and went to work in public affairs and motorsports at Ford Motor Company in Detroit. After a stint at Bell and Howell, where he was responsible for managing Ford’s dealer marketing and training, the entrepreneurial bug hit and he co-founded Jackson-Dawson Marketing Communications, a company specializing in dealer training and product launches for the auto industry in 1980. In 1987, Jackson wanted to move back south and thought Greenville would be a good fit. An avid pilot, he
learned of an opportunity to purchase Cornerstone Aviation, a fixed base operation (FBO) that served as a service station for the Greenville Downtown Airport, providing fuel, maintenance and storage. In fact, when he started the Greenville office of what is now Jackson Marketing Group (JMG) in 1988, the offices were housed on the second floor in an airport hangar. “Clients would get distracted by the airplanes in the hangars and we’d have to corral them to get back upstairs to the meeting,” Jackson said. Jackson sold the FBO in 1993, but says it was a great way to get to know Greenville’s fathers and leaders
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with a majority of them utilizing the general aviation airport as a “corporate gateway to the city.” In 1997, Jackson and his son, Darrell, launched Jackson Motorsports Group. The new division was designed to sell race tires and go to racetracks to sell and mount the tires. Darrell Jackson now serves as president of the motorsports group and Larry Jackson has two other children and a son-in-law who work there. Jackson said all his children started at the bottom and “earned their way up.” Jackson kept the Jackson-Dawson branches in Detroit and others in Los Angeles and New York until he sold his portion of that partnership in 2009 as part of his estate planning. The company now operates a small office in Charlotte, but its main headquarters are in Greenville in a large office space off Woodruff Road, complete with a vision gallery that displays local artwork and an auditorium Jackson makes available for non-profit use. The Motorsports Group is housed in an additional 26,000 square feet building just down the street, and the agency is currently looking for another 20,000 square feet. Jackson said JMG has expanded into other verticals such as financial, healthcare, manufacturing and pro-bono work, but still has a strong focus on the auto industry and transportation. It’s
2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space
1998
2009 Jackson Dawson changes name to Jackson marketing Group when larry sells his partnership in Detroit and lA 2003
1998 Jackson Dawson moves to task industrial Court
also one of the few marketing companies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design. Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile application for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series. “In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.” Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept
2009-2012 Jackson marketing Group named a top BtoB agency by BtoB magazine 4 years running
him going and growing his business over the years. He is passionate about giving back and outreach to non-profits. The company was recently awarded the Community Foundation Spirit Award. The company reaffirmed its commitment to serving the community last week by celebrating its 25th anniversary with a birthday party and a 25-hour Serve-A-Thon partnership with Hands on Greenville and Habitat for Humanity. JMG’s 103 full-time employees worked in shifts around the clock on October 22 and 23 to help construct a house for a deserving family. As Jackson inches towards retirement, he says he hasn’t quite figured out his succession plan yet, but sees the companies staying under the same umbrella. He wants to continue to strategically grow the business. “From the beginning, my father has taught me that this business is all about our people – both our clients and our associates,” said his son, Darrell. “We have created a focus and a culture that strives to solve problems, serve people and grow careers.” Darrell Jackson said he wants to “continue helping lead a culture where we solve, serve and grow. If we are successful, we will continue to grow towards our ultimate goal of becoming the leading integrated marketing communications brand in the Southeast.”
2011 Jackson marketing Group/Jackson motorsports Group employee base reaches 100 people
2008 2012 Jackson marketing Group recognized by Community Foundation with Creative spirit Award
pro-bono/non-proFit Clients American Red Cross of Western Carolinas Metropolitan Arts Council Artisphere Big League World Series The Wilds Advance SC South Carolina Charities, Inc. Aloft Hidden Treasure Christian School
CoMMUnitY inVolVeMent & boarD positions lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman mike Zeller (Vice President, Brand marketing): Artisphere Board, Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board
November 1, 2013 Upstate bUsiness joUrnal 21
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