INSIDE // REMEMBERING JOHNNY WASSON • SPARTANBURG’S HOLLYWOOD HAIR CONNECTION • TWO HIGH-PROFILE EATERIES CLOSE
JULY 14, 2017 | VOL. 6 ISSUE 28
NO SWEAT How one Clemson student helped Zipbuds make an earbud that won’t slip out during workouts
“I’ve spent my entire life as an athlete and coach, so I understand the importance of music to sports and fitness. Music can push athletes and non-athletes alike to meet their goals.” Ryan Heil, co-creator of Zipbuds 26 PHOTO BY WILL CROOKS
THE RUNDOWN |
TOP-OF-MIND AND IN THE MIX THIS WEEK
VOLUME 6, ISSUE 28 Featured this issue: The Lauren Ashtyn Collection flips their wigs........................................................4 The legacy of Greenville’s man behind the scenes...............................................14 Forget big data: Focus on the medium data...........................................................18
Jeff Clark, Josh Dodson, and Jonathan Duke will open New Groove Artisan Brewery on Saturday on Highway 9 in Boiling Springs. New Groove is Spartanburg County’s third brewery in addition to RJ Rockers and Hub City Tap House in downtown Spartanburg. Photo by Trevor Anderson
TBA
VERBATIM
On the Wall Street doldrums Clean Eatz, a Wilmington, N.C.-based healthy eating chain, is opening its first Greenville location in August at the Pelham 85 development in the former Local Taco space.
“One bond trader says he’s been slipping out early to watch his kids play sports. A fund manager says his office just staged a golf retreat. A trading supervisor … confides he’s swiping through a lot of profiles on Tinder, the dating app. Welcome back, Wall Street, to the doldrums.” Bloomberg.com, “Bored Traders on Tinder Are a Symptom of Wall Street Revenue Dip,” July 11.
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INFORMATION YOU WANT TO KNOW
| NEWS
IN-HOME CARE SERVICES
DISTRIBUTION
Walgreens, Rite Aid agreement could impact Upstate distribution jobs
Helping Hands When
You Need Them
TREVOR ANDERSON | STAFF
tanderson@communityjournals.com The fate of hundreds of distribution jobs in the Upstate could be decided during the next six months. Two of the nation’s largest retail drug store chains — Illinois-based Walgreens Boot Alliance (WBA) and Pennsylvania-based Rite Aid Corp. — announced on Thursday, June 29, they had entered into a $5.175 billion asset purchase agreement. Walgreens operates a nearly 700,000-square-foot distribution center at 101 Alliance Parkway in Anderson County, as well as a 500,000-square-foot distribution facility at 350 Raco Parkway in Jackson County, Ga. Both facilities employ hundreds of workers. Rite Aid has its $90 million, 900,000-square-foot distribution center that it opened in May 2016 at 789 Flatwood Industrial Drive in Spartanburg County. The facility employs 600 people. Walgreens and Rite Aid officials have not said whether the deal will result in the consolidation of these facilities. But they have also not said if all of the facilities will remain open if federal regulators approve the deal. “We certainly hope the Spartanburg [Rite Aid] facility will remain open,” said Spartanburg County Councilman David Britt. “It’s a stateof-the-art facility. Johnson Development did an outstanding job. It’s well-managed. [Employees have] proven themselves during the past year. If they choose to close, it will be unfortunate. But we have a lot of companies looking at Spartanburg County. I’m confident that facility wouldn’t be vacant for long. We would love to have Walgreens here in Spartanburg.” The most recent agreement replaced a previous merger proposed in October 2015 that would have
“If they choose to close, it will be unfortunate. But we have a lot of companies looking at Spartanburg County. I’m confident that facility wouldn’t be vacant for long.” David Britt, Spartanburg County councilman
enabled WBA to acquire all outstanding shares of Rite Aid and to sell 865 stores and “certain other assets” to Fred’s Inc., headquartered in Tennessee. Rite Aid said the decision to terminate the merger was made after it received feedback from the Federal Trade Commission that led it to believe “the parties would not have obtained FTC clearance to consummate the merger.” Under the terms of the new agreement, Walgreens will purchase 2,186 Rite Aid stores primarily throughout the Northeast, Mid-Atlantic, and Southeast. Walgreens did not say whether it plans to close stores. The deal also includes three Rite Aid distribution centers in Dayville, Conn., Philadelphia, and Spartanburg County. Rite Aid and Walgreens said the agreement is subject to approval under the Hart-Scott-Rodino Antitrust Improvements Act of 1976 and other customary closing conditions but does not require a shareholder vote. The companies said they expect the agreement to close in about six months. Walgreens spokesman Phil Caruso declined to comment on his company’s plans for the three distribution centers in the Upstate and Georgia. “It’s still very early in the process,” Caruso said.
A Rite Aid employee at the Spartanburg County facility said he and his coworkers were told their jobs are secure. Rite Aid signed a 15-year lease on the facility, which sits on almost 97 acres of Spartanburg-based Johnson Development’s more than 1,400-acre Flatwood Industrial Park. Johnson Development sold Rite Aid’s facility in April for nearly $65 million to Bel Flatwood LLC, an affiliate of a fund managed by the global firm Eaton Vance. A spokesman for Eaton Vance said the lease includes expansion capability. He said the facility is “a great asset” and the company believes it will remain aopen for “many years to come.” Walgreens has one year remaining on the 10-year lease it signed for the distribution facility it opened in 2008 945 E. Main Street, Spartanburg, SC 29302 in Jackson County, Ga. 864-573-2353 Property records showed the company owns the distribution center it opened in 2007 in Anderson County. Economic development officials in Anderson County could not be reached for comment. Jim Shaw, president and CEO of the Jackson County Area Chamber of Commerce, said he had not yet heard from Walgreens, but he hopes the company will choose to keep the facility open.
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JUMPSTART: LAUREN ASHTYN COLLECTION |
COMPANIES BLAZING A TRAIL IN ENTREPRENEURSHIP
Hair Rising From Boiling Springs to Hollywood, Lauren Ashtyn Collection’s successful first year in the beauty biz TREVOR ANDERSON | STAFF
tanderson@communityjournals.com
Lauren Guest dreamed of owning a salon. But when the Spartanburg entrepreneur was in beauty school a few years ago, she made some observations about hair extensions that set her on a new path and entangled her business-savvy husband, Chris Guest. Since the couple launched their Spartanburg-based hair extension and beauty products enterprise, The Lauren Ashtyn Collection, in January 2016, they said they have helped thousands of women regain something priceless — their confidence. “For me, this is not about the money,” Lauren Guest said. “It’s the feeling I get from knowing I’ve helped someone. When I get to help change someone’s life, it changes me as well.” The Lauren Ashtyn Collection, which bears Guest’s maiden name, got its start after almost two years of research and development. She said that when she first began looking at the hair extension market, she was disappointed to find that m a n y products were n o t only lacking in quality but also damaging to the real hair of customers. While there were a few good quality brands on the market, the Guests said those companies had trouble gaining visibility in the market and earning the trust of consumers. As a result, the couple set out to 4
UBJ | 6.23.2017
develop a high-quality product they could build their company on. For starters, the company sources the hair for its extensions from hair breeders in Europe. These hair breeders are people who take vitamins and grow their hair specifically for the purpose of cutting and selling it. They also implemented a plan to aggressively, but intelligently, market their brand to the world via the most powerful engine available to them: social media. And their customers were the chief marketers. “I hear every single day
f r o m w o m e n across the world, who send us before and after photos and stories about how the
product has changed their life,” Lauren Guest said. “The feeling it gives you, you can’t buy that.” Customers can also find a number of instructional and inspirational videos on the company’s website and social media channels, including Twitter, Facebook, Instagram, YouTube, and Pinterest. Right out of the gate, the Lauren Ashtyn Collection has done well, selling $1 million in gross sales in 2016. “We did a lot on social m e d i a before we launched, and we s a w that a lot of
customers were sitting there waiting on us,” Chris Guest said. “It was a market that was already tapped, but there weren’t any companies who had put everything together correctly. We just took all of those things and put them together.” The Lauren Ashtyn Collection’s hairpieces include full volume extensions, root coverage volume extensions, and crown extensions. The pieces range from about $450 up to $1,000. The pieces are available in an array of multidimensional colors, cuts, and styles. Because the product is made from human hair, individual hair pieces can be shampooed, blow dried, styled with a curling or flat iron, and colored. Sleeping or swimming with the pieces on is not recommended. The Lauren Ashtyn Collection also has a selection of hair care and beauty products, including beard oil for men. Although the company only expects to increase its gross sales to $1.2 million by the end of 2017, Chris Guest said the company’s wholesale sales growth has increased 35 percent so far this year, a move he believes will set the company up for future success. “The trend is still continuing upward,” he added. “The demand in our wholesale business has taken a little away from our Lauren Guest launched the Lauren Ashtyn collection with her husband, Chris Guest, after two years of research and development in the hair extension market. Photo provided
COMPANIES BLAZING A TRAIL IN ENTREPRENEURSHIP
retail market. … But professionals who have watched us from afar are now purchasing our products. They have nothing but good things to say about it.” The Guests recently returned from a trip to Manhattan to visit with officials for the salon franchise Salons by JC, which has at least 53 locations in over 20 states and plans to expand to a total of 200 stores. The couples said the company has agreed to sell their products in its New York City market. “With our marketing dollars, we are really focusing on our social media and watching our growth rate to make sure we’re not growing over 35 percent,” Chris Guest said. “That’s really a red line for us.” Right now, Chris Guest said, the company’s biggest obstacle is the time it takes to fashion each hairpiece. After all, every piece is fashioned by hand. For every piece for the Lauren Ashtyn Collection, a worker hand-ties each individual strand of hair. The hairs are triple-knotted into a highly breathable piece of micromesh fabric. That means it takes one worker 45 days to complete one piece.
| JUMPSTART: LAUREN ASHTYN COLLECTION
Lauren Ashtyn Collection Gross sales 2016: $1
million Expected gross sales 2017: $1.2 million Wholesale sales up 35% Primary mode of marketing: Social media, trade shows Number of employees: 53 Time it takes to complete one piece:
45 days
Price per piece: $450–$1,000
The couple currently has 53 workers at a plant overseas, and it takes 90 to 100 days to train each new employee, Guest said. “It’s tough when you have to tell someone that you’re out of something,” he said. “We have a pretty good backlog of orders.” Lauren Guest grew up in Boiling Springs. Chris Guest is originally from Inman. The couple met when they were teenagers while they both attended
Spartanburg Christian Academy. Chris Guest graduated from the school in 2008 and then attended North Greenville University. Lauren Guest graduated in 2009 and then went to the now-closed Regency Beauty Institute in Spartanburg. In 2011, the couple married. After starting their company, the Guests opened a salon in March at 162 E. Main St. in downtown Spartanburg. The building also houses their corporate office and 11 employees, which
includes six corporate employees and five stylists. “We had a lot of people tell us that we were never going to be able to build this brand in Spartanburg,” Chris Guest said. “We believed that we could. We believed that once we were here, everyone would band around us. Spartanburg is growing. We’re well-positioned between Greenville and Charlotte, N.C. It’s a market that we think will explode.” Despite their love for their hometown, the couple said they understand that they need to be accessible to their customers. They recently purchased an RV, which they have to store on property they own in Campobello, in order to travel around the country to trade shows and other events. The Guests’ schedule includes 31 stops this year. Most recently, the couple visited Seattle. “We try to engage with our social media followers and find out what they need from us,” Chris Guest said. “We recently did a #yourcity event, and the highest demand was in Seattle. We try and do what we say we are
JUMPSTART: LAUREN ASHTYN COLLECTION |
COMPANIES BLAZING A TRAIL IN ENTREPRENEURSHIP
For every piece for The Lauren Ashtyn Collection, a worker hand-ties each individual strand of hair.
The individual hair pieces, made from human hair, can be shampooed, blow dried, styled with a curling or flat iron, and colored. Photo provided
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UBJ | 7.14.2017
going to do. We made a few other stops along the way.” Chris Guest said his wife has become a celebrity. “Wherever we go, it seems we meet someone who has seen her on one of our videos,” he said. “I don’t like the spotlight, but she does a great job handling it.” In February, the couple attended the Grammy Awards in Los Angeles. The Grammys had invited the Lauren Ashtyn Collection to insert its product into the swag bags that are handed out to celebrity attendees, performers, and presenters. When the Guests took their seats, a lady sitting behind them started to get excited and asked to take pictures with Lauren. “There we were with Adele on stage, and this lady was freaking out because she was so happy to see [Lauren],” Chris Guest said. “I know she’s grateful and passionate about what she does. She probably would never say it, but I don’t think [the response] has surprised her. I knew the potential because hair loss in women has increased. But I definitely have been surprised by how quickly this has taken off.”
Before and after photos of customers who have purchased Lauren Ashtyn Collection hair extensions. Photos provided
INFORMATION YOU WANT TO KNOW
| NEWS
TOURISM
Back in Training
Can this year’s Panthers training camp beat last year’s $13.1 million economic impact? TREVOR ANDERSON | STAFF
tanderson@communityjournals.com The NFL’s Carolina Panthers will return to Spartanburg for their 2017 training camp running July 26 through Aug. 13 at Wofford College. According to the Spartanburg Convention and Visitors Bureau (CVB), more than 135,000 visitors attended the camp in 2016. According to a report released by Clemson University tourism expert Bob Brookover, the 2016 camp had a $13.1 million impact on the county, a nearly 64 increase compared with $8 million in 2015. That number shattered the former attendance record of 77,652 fans set during the previous year’s camp, and it represented the seventh consecutive year of record attendance increases at the camp. “Last year’s attendance blew us out of the water,” said Chris Jennings, executive vice president of the Spartanburg CVB. “That’s going to be tough to beat. But we’re optimistic. There are a lot of great things going on in Spartanburg. And I think visitors will be happy with the opportunities we have for fun outside of Panthers camp.” The Panthers have held their training camp at Wofford since the team’s inception in 1994. Superstar quarterback Cam Newton’s arrival in 2011 and the team’s overall improvement have attracted more visitors to the camp in recent years. The Panthers and Wofford have also collaborated to make the camp more enjoyable for fans with amenities like immaculate landscaping, tee boxes, repaved walkways, better parking and shuttle service, and a larger autograph area. Officials said the spate of new retail and dining options in downtown Spartanburg, as well as recreational opportunities across the county, have provided camp goers with more things
“Last year’s attendance blew us out of the water. That’s going to be tough to beat. But we’re optimistic.” Chris Jennings, executive vice president, Spartanburg CVB
to do during their visit. While Panthers camp is the feather in the cap of Spartanburg County’s tourism industry, Jennings said he is looking forward to several other opportunities that could yield positive results for the county. Tourism had a record $390.15 million impact on the county in 2016, according to the South Carolina Department of Parks, Recreation, and Tourism. Spartanburg’s average hotel occupancy rate increased to 74 percent, which outpaced Greenville and four other comparative counties, including York, Georgetown, Beaufort, and Florence. The county’s hospitality tax revenue increased a record 3 percent during the past year, while the city’s hospitality tax revenue increased a record 6 percent, according to the Spartanburg CVB. “That means that volume is up, especially in the city,” Jennings said. Jennings said the county is working to host an AAU basketball event featuring local talent Zion Williamson later this year at the Upward Star Center. The University of South Carolina Upstate will host a Spartan race in November, Jennings said. Spartanburg is also poised to host another USA Softball national championship in July 2018. Jennings said the county is looking for recreational opportunities for lacrosse and soccer, as well as disc golf after seeing the response to a new course at Holston Creek Park in Inman. Jennings said the county will soon
add about 300 to 400 rooms to its inventory of hotel rooms through various projects, including a new $20 million AC Hotel in downtown and a handful of other smaller projects on the city’s west side and along the Highway 290 corridor near Duncan.
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NEWS IN BRIEF |
INFORMATION YOU WANT TO KNOW
Famous Toastery will have seating for 100 inside, 32 in the lobby of Poinsett Plaza, and 1620 more on the outdoor patio currently being used by the Nose Dive. Photo by Will Crooks
RESTAURANT
rant. It’s definitely not a break from hard work, but it’s exactly the outlet she was looking for. “Sometimes you just need a little change,” Stone says. “I like to be busy.” On July 21, Stone will open Greenville’s first Famous Toastery franchise at the former Two Chefs Delicatessen and Market location at 104 S. Main St. in the Poinsett Plaza building. The North Carolina-based chain that be-
Famous Toastery to open July 21 Retirement for Cindy Stone probably looks a bit different than most people would envision for themselves. After 27 years of teaching, 26 of them as a math teacher at Northwood Middle School in Taylors, Stone retired and decided to open a restau-
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UBJ | 7.14.2017
gan in Huntersville in 2005 has grown to more than 20 locations on the East Coast with many more in the works. Stone says if this venture goes well, she hopes to open more locations in Greenville. The 3,250-square-foot restaurant will have seating for 100 inside, 32 in the lobby of Poinsett Plaza, and 16-20 more on the outdoor patio currently being used by The Nose Dive. Famous Toastery will use the patio daily until 3 p.m., after which The Nose Dive will take it over. The restaurant also features a full bar with fresh-squeezed orange juice available for mimosas, and, for the first time in the franchise’s history, a grab-and-go area that will have readymade hot and cold items available at the front counter. Stone said she and her husband, Peter, who has been a management and marketing professor for 28 years at Spartanburg Community College, had been talking for about five years about what they would do when they retired from their current jobs. A restaurant seemed like an interesting idea, but typical restaurant hours were not ideal for them. “We’re not really nighttime people,” Stone says. “We’re into going to bed early.” Famous Toastery’s hours, however, are the sort that could work for a family or those not wanting to burn the candle at both ends. With hours from 7 a.m.–3 p.m., seven days a week, Stone can still have her evenings with her family. The earlier hours were also a draw for the chef, Aaron Vargo, who has a young son, as well as much of the new staff, whom Stone says are ready for daytime hours after years of working late in the service industry. “We are breakfast people,” Stone says. Stone says another draw toward the franchise is the “every server is your server” concept that promotes distribution of labor and responsibility among the servers. It also means all tips are pooled and distributed according to number of hours worked. Heat lamps are never used, so servers and a dedicated food runner must work together to ensure food is delivered hot. The use of fresh ingredients, including fresh lobster flown in weekly, attracted Stone to the menu, which is the same at each franchise location. The menu includes everything from pancakes and omelets to a quinoa kale salad and a house-made meatloaf sandwich. Chef Vargo will have the op-
tion of offering daily specials, which will vary from day to day depending on seasonal ingredients or his creative whims. Because most items, except for the bread, are made in-house, customization for dietary restrictions and preferences is possible. “I liked that it offered a variety for people,” Stone says. “If you want breakfast and another person wants lunch, you can both have what you want.” —Ariel Turner
American Grocery, Breakwater close in the West End Two well-known restaurants in Greenville’s West End unexpectedly closed last week. The first was American Grocery Restaurant, located at 732 S. Main St., which for 10 years was a major player in Greenville’s farm-to-table movement. Its last service was July 5, according to a statement released July 6 by their publicist, Becky Tanenbaum of Mise En Place Public Relations. The statement reads, “When Joe [Clarke] and Darlene [Mann-Clarke] opened AGR 10 years ago, they wanted to bring a new look of food and beverage to Greenville, and they are very proud of what they accomplished. Due to rising rents in the city, rising food prices, and the staffing challenges that restaurants are feeling nationwide, they felt like this was the right time to close and put their energy towards the next step in their careers.” The owners will focus on the growth of their most recent venture, the speakeasy Vault & Vator, as well as some developments with Renegade
INFORMATION YOU WANT TO KNOW
Vittles, AGR’s underground supper club. The second restaurant, Breakwater Restaurant & Bar at 802 S. Main St., announced July 6 it would close for good after service on July 8. The restaurant, which was the second South Carolina location for owners Gary and Donna Long, had previously closed on July 23, 2016, after four years in Greenville, and then announced it was reopening in December 2016 after not being able to find a tenant to take over the lease. Breakwater reopened with an updated menu and concept that included more small plates and more emphasis on the beverage program and lounge atmosphere. The original Breakwater is located in Beaufort. The new occupant will be a second location for OTTO Izakaya, the Japanese gastropub at 15 Market Point Drive owned by Peter Lieu. —Ariel Turner
ECONOMIC DEVELOPMENT
Fluor secures $48M contract for naval facility Greenville’s Fluor Federal Solutions has secured an additional $48.1 million for ongoing work on a U.S. Navy engineering facility in Florida. In 2011, the construction engineering company secured a contract with the Navy Facilities Engineering Command Southeast to provide base support services at various installations in the greater Jacksonville, Fla., area, according to a statement from the U.S. Department of Defense.
FIRST RATE LOANS. FIRST NAME BASIS.
Now the total contract value will come to $275 million. Fluor’s work in Jacksonville includes regional base-operating support in the areas of port operations, facilities, environmental services, and support vehicles and equipment. The contract’s planned completion date is June 2018. Brett Turner, a spokesman for Fluor Corp., said that personnel in Greenville provide home-office support for the work in Florida. Greenville’s Fluor Federal Solutions employs about 2,400 people The company is a division of Fluor Corp., a Texas-based company that provides engineering services, construction management, maintenance, and project leadership for governments and clients in various industries around the world. —Andrew Moore
ENERGY
Laurens County lands GE testing facility General Electric Co. will spend $29 million to establish a new facility in the Laurens County community of Clinton for testing prototypes of wind turbine bearings. GE plans to do the work in a 150,000-square-foot
| NEWS IN BRIEF
building in the Clinton 26 Commerce Park, an industrial park of about 800 acres at the intersection of Interstate 26 and Highway 72, said Jonathan Coleman, executive director of the Laurens County Development Corp., the county’s economic development organization. Coleman said GE would lease the building from Red Bullet Development and that the facility would employ 17 engineers. Becky Norton, a spokesperson for GE Renewable Energy, said the company would use the $29 million to pay for equipment, tooling, materials, renovations, and other costs. She declined to say where the employees who will work at the new facility have been working. GE’s wind energy engineers for many years have been based at the company’s complex on Garlington Road in Greenville. Norton also declined to say where else GE may have thought about putting the facility. The Clinton 26 Commerce Park is owned by Greenville-based Pacolet Milliken Enterprises. —Rudolph Bell
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U B J | C O M PA N Y S P OT L I G H T
STRATEGY AND INSIGHT FOR TODAY’S MARKET Mike Gibbs, Chief Equity Portfolio and Technical Strategist for Raymond James, recently visited Greenville to share his thoughts on the market with clients of Raymond James. The UBJ sat down with him for a Q&A on current and forward-looking market trends.
WHAT IS DRIVING THE MARKET FORWARD? The reason is quite simple. It’s about earnings growth. Earnings growth, which had been in a pausing phase from late 2014 to early 2016, began improving in the third and fourth quarter of last year. In the first quarter of this year, they were up 13.5 percent, which allowed the equity market to build on its success despite a slow start to implementation of the Trump administration’s economic agenda. Plus, the economic conditions in the United States and the world have been pretty solid during this time.
IS THERE ROOM FOR CONTINUED APPRECIATION OVER THE NEXT 12 MONTHS? The catalyst to move the market higher will be earnings growth as opposed to valuation growth. If earnings continue to grow and the market can hold current valuation, that would take equities much higher. Regarding valuation levels, I’m not concerned, but I’m aware that it’s “full.” The S&P 500 is currently trading at a 19-20 times price-to-earnings ratio versus a 70-plus year average at roughly 16.3.
“In the midst of a volatile political backdrop, the S&P 500 recently moved to all-time highs, and the reason is quite simple.”
J. MICHAEL GIBBS
Managing Director Chief Equity Portfolio and Technical Strategist Raymond James
However, interest rates and rates of inflation are low, which is historically when we see the highest valuation from the stock market. If the economy and earnings keep growing while bonds and other investments offer low yields, the current high valuation of the equity market is sustainable.
WHAT ABOUT EARNINGS PER SHARE FOR US EQUITIES? The current consensus estimates are projecting $146. At Raymond James, we are a little more cautious because unemployment is currently at such a low level. We feel comfortable that earnings per share for 2017 can reach $128-$130 for the S&P 500, which would be a healthy upper single digit gain for the year. In 2018, there is more uncertainty--driven by the political and economic environment. If we get tax reform that takes the corporate tax level to 20-25% and a favorable 10% tax on repatriation of overseas cash, then we think S&P 500 earnings per share could reach the mid-to-high $140s in 2018. Applying our conservative earnings assumption ($138-$140 for 2018), the S&P 500 could reach an area just below 2700 by early 2019 if the market maintains the current P/E ratio of 19.5. With tax reform, that price level could be even higher.
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WHAT SECTORS ARE MOST FAVORABLE OVER THE NEXT 6-9 MONTHS? We currently favor four sectors: technology, financial, industrial, and energy. We like technology companies because they are posting some of the best fundamentals of all sectors in the S&P 500 and are expected to continue to do so. They are also a sector that would benefit from a favorable repatriation tax because of the cash they currently keep overseas. The financial companies are attractive for many different reasons. First, if interest rates move higher, they benefit at the profit level as their net interest margin increases. Also, banks are currently positioned to benefit from a less strenuous regulatory environment due to changes being implemented by the Trump administration. Finally, if we get tax reform, the financial sector is a high-effective tax payer and would benefit from a lower corporate tax rate. We favor industrials because of the recovery in the manufacturing side of the US economy. History has shown that industrial companies thrive when manufacturing is advancing in the US, as it is now. Energy is a more controversial overweight sector for us. The price of crude oil is down more than twenty percent from its high this year, and the sector is the worst performing sector in the S&P 500 thus far in 2017. The Raymond James energy team feels that, in the second half of the year, data will reveal that the energy market is not as oversupplied as the market currently believes it is, hence the price of crude oil should increase. Additionally, negative sentiment has grown in the sector, which from a contrarian standpoint, could be a positive setup for the balance of the year.
“I’m continually impressed by the depth and complexity of the resources available here at Raymond James. The fact that someone of Mike Gibbs’ caliber not only provides individual advisors with top-notch market analysis but comes to Greenville to meet oneon-one with our clients speaks volumes about the firm’s commitment to outstanding service and knowledgeable advice.”
COURTLAND WILLIAMS
Complex Manager Raymond James & Associates
COVER
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Tired of your earbuds falling out during your daily workout?
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luetooth technology is routinely touted as the future of wireless music. Wireless speakers and smart home setups are becoming more common. And the headphone jack is quickly disappearing from a number of smartphones, including Apple’s iPhone. Clemson University’s Ryan Heil and Asher Smiley-Swinney are helping Zipbuds, a Charlotte, N.C.-based audio company that designs earbuds, prepare for the Bluetooth boom. Heil, 35, and Swinney, 21, are responsible for creating the company’s first line of wireless sport earbuds, Zipbuds 26. It all started two years ago when Zipbuds CEO Robin DeFay discovered Heil’s social media and marketing research at Clemson University. Shortly after, DeFay called a meeting with Heil, a doctoral candidate studying leadership and organizational culture, to discuss the future of his company. “Our company was going through a transition at the time,” said DeFay. “We had been designing wired earbuds since 2009, but I really wanted to go wireless. After talking with Ryan, I knew he would be able to help us map out that direction.” DeFay later hired Heil as chief marketing officer to streamline their branding and help design and launch a wireless earbud line. Heil, inspired by his experiences as a minor league baseball player, decided to create a product for athletes and people who live active lifestyles. “I felt like it was my chance to give back to the athletic community,” said Heil. Over a decade ago, Heil was a closing pitcher for the Kingsport Mets, the Rookie affiliate of the New York Mets. But he slipped in the bullpen while warming up for a game in 2005 and snapped his bottom vertebrae – an injury that ended his career. Heil underwent four surgeries and coached several collegiate and minor league baseball teams before enrolling at Clemson University in 2010. “I’ve spent my entire life as an athlete and coach, so I understand the importance of music to sports and fitness. Music can push athletes and non-athletes alike to meet their goals,” he added. “This became a passion project for me.”
ZIPBUDS
Heil also noticed the increasing interest in wireless audio. Over the last few years, for instance, the market for wireless audio devices has exploded. One study found Bluetooth speakers rose 68 percent year-over-year in 2015, and will continue rising at 36 percent per year for the next three. Another study found that sales of Bluetooth headphones more than doubled in 2016 from the previous year. Various technology companies, including Bose and Apple, have created wireless earbuds and headphones to meet the rising demand. But many products have been plagued by complaints about sound quality, comfort, and more. Shortly after joining the Zipbuds team, Heil recruited Swinney, a rising senior marketing major at Clemson University, to help him address those complaints. “I actually met Asher several years ago through his uncle, Dabo Swinney,” said Heil, who had become friends with Clemson’s head football coach during his time as an intern with the university’s athletic department. “Asher and I eventually met up and talked about Zipbuds, and I could tell that he was a hustler and grinder and that he wanted to soak it all in. He went from intern to partner in just a matter of months,” he added. Heil and Swinney spent months doing research to find out what people wanted in a pair of wireless sport earbuds. The duo recognized five areas of concern: comfort and fit, durability, sound quality, battery life, and style. With those components in mind, they began seeking experts in each category. For fit, the duo enlisted the help of audiologists and ear anatomy experts to create an earbud housing that didn’t require uncomfortable ear hooks or bulky neckbands. “We even recruited fashion bloggers out of Boston to help us pick the best styles,” said Heil. “Now we’ve got a product that is tough enough for a gym but classy enough to wear around town with your suit.” Last summer, the duo launched a Kickstarter campaign and raised $272,575 to cover manufacturing costs. In May, Zipbuds launched the duo’s product line on their website and Amazon. The newly released earbuds cost
$150 and come in two color schemes: black and space gray, and white and rose gold. According to Heil, Zipbuds 26 feature a hybrid driver system that isolates the audio’s high and midrange frequencies and a built-in subwoofer to balance out bass. The earbuds also feature two assort-
| COVER
“Many of our other products were in the $20 range, so we weren’t sure how our customers would react. But the 26 really outshines the big namebrand products that are out there right now,” said DeFay. Zipbuds plans to build out the 26 product line in the coming years, according to DeFay. “We’re already
Ryan Heil. Photo by Will Crooks
ed styles of in-ear stabilizers that work in combination with silicone and memory foam ear tips to maximize noise isolation and conform to the natural curve of the ear. Among other things, they are sweatproof and waterproof and give wearers 15 hours of run time per charge. Zipbuds has already sold roughly 5,000 pairs of the wireless earbuds, said DeFay. At least half of those sales are attributed to customers who backed the company’s Kickstarter campaign earlier this year.
planning a new and improved model of the 26 that will include some really cool technology, including better wireless charging options.” As for Heil and Asher, the duo recently quit their positions at Zipbuds to focus on school but plan to consult with the company in the coming years. “Our time at Zipbuds has been really fulfilling,” said Heil. “I honestly believe that Rob and the rest of the team can build their brand around our earbuds going forward, and I can’t wait to see their direction.”
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LEGACY |
A LOOK BACK AT THOSE WHO’ VE MADE AN IMPACT
A ProblemSolving Partner Former chief of inspections Johnny Wasson worked with developers to build a better downtown Greenville
Johnny Wasson began working for the City of Greenville in 1981 as mechanical inspector and served 32 years in various roles, including plans examiner and chief of inspections. “He had a tremendously collaborative approach to working with developers and designers, and wanted what was best for the city,” said Joe Pazdan of McMillan Pazdan Smith Architects.
SCOTT PFEIFFER | CONTRIBUTOR
Johnny Wasson was an integral part of the city of Greenville’s spectacular growth and transformation over the past three decades. Born in Greenville in 1951, Wasson began his career with the city in 1981 as a mechanical inspector, and for 32 years served Greenville in a variety of roles, including plans examiner and chief of inspections. He died in June at 65. “John helped shape a lot of downtown Greenville that he doesn’t get credit for,” said Joe Pazdan, managing principal of McMillan Pazdan Smith Architects in Greenville. “John was a behind-thescenes guy, and was very impactful. He had a tremendously collaborative approach to working with developers and designers, and wanted what was best for the city.” “Johnny was very proud of the city,” recalled Ellen Wasson, Johnny Wasson’s wife of 45 years. “He had contact with most every building there.”
An Inclusive Approach As a building codes expert, Wasson was responsible for ensuring growth happened safely, and that buildings were built or redeveloped according to code. He supported the goals set by Greenville leaders for the city’s development. Colleagues remember Wasson as a creative, collaborative problem solver, not a dry, by-the-book enforcer. 14
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“He understood his role was much more than just enforcing building codes,” said Pazdan. “He had a vision for creating an inclusive development process that would reach the goals the city’s leaders set.” “One of the things he always said about work and life was, ‘Everything is not always black and white,’” Ellen said. “‘Sometimes you have to see the gray.’” Wasson’s great legacy, though, may have been in his mentoring and collaboration. “I had just opened my architectural practice and was new to Greenville 20 years ago,” said Rick Bynum of Bynum Architecture in Greenville. “Johnny was so kind, helpful, patient, and informative. No question was too dumb or naive.” “When a new code came out around 1999, Johnny’s approach to learning it was inclusive,” said Lisa Lanni, principal and community studio director at McMillan Pazdan Smith. “He told me we were learning it together, and we could discuss projects and how the new code worked to arrive at the best solution. He could have been a know-it-all, but he was inclusive. I’ve always felt he was a mentor to me.”
Service and Leadership Lanni first served with Wasson on the Code Appeals Board, which he led at the time. Wasson had a long history of such service, active in the Upper State Code Enforcement Association; the South Carolina Plumbing, Gas, and Mechanical
Association; the Building Officials Association of South Carolina; the International Code Council Region VIII Chapter; and the Southern Building Codes Congress International. “He always gave his time generously,” Lanni said. “You never felt like he was rushing you out of his office. He was always learning and always teaching. He loved what he got to do for a career, the city he was part of, and the people he worked around every day.” For all of Wasson’s emphasis on mentoring and collaboration, life safety was his primary focus. Wasson “wanted to collaborate with anyone and everyone, regardless of their role in a project, as long as the goal was to improve life safety for the residents of our city,” said Lanni. “He was incredibly friendly — he genuinely wanted to help people. He simply had a great personality. You looked forward to going to see him.”
‘He Had Love for Everyone’ Work was a big part of Wasson’s life, but not the sum of it, friends and colleagues remember. He gave in other areas as well. An active Hejaz Shriner, Wasson was past master of Taylors Masonic Lodge 345. He was an avid golfer and a member of Fox Run Country Club. Most importantly, though, Wasson was a loving husband and a fast friend, remembered his wife Ellen. “Some knew him as John, and some as Johnny, but everyone knew him as a friend,” she
A LOOK BACK AT THOSE WHO’ VE MADE AN IMPACT
| LEGACY
John W. Wasson Jr. 1951-2017 Chief of inspections, City of Greenville (Retired)
LEADERSHIP:
President, South Carolina Plumbing, Gas, and Mechanical Association President, Building Officials Association of South Carolina President, International Code Council Region VIII Chapter Committee chair, Southern Building Codes Congress International Chair, ICC Fuel Gas Code Committee Past master, Taylors Masonic Lodge 345 Member, Upper State Code Enforcement Association Member, Hejaz Shrine Temple
FAMILY:
Married to Ellen Smith Wasson for 45 years
said. “He treated everyone fairly and tried to see the best in everyone.” “He was a pleasure to work for and with, gaining the respect of everyone in the design and construction industry who he assisted in the performance of his job,” said Buddy Skinner, current building codes administrator for the City of Greenville. “Johnny had a way with people that very few could match. When he walked into a room, people began to smile because everyone knew that he would do or
say something that would make everyone in the room laugh. While his humor made him a joy to be around, his work ethic and dedication to the city made him the model employee. He led by example and would never ask of his staff something that he would not do himself.” “Johnny always had love for everyone. He greeted you with a smile on his face and a kind tale,” said Ellen Wasson. “We had a wonderful life together.”
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“Purveyors of Classic American Style” Johnny Wasson with his wife of 45 years, Ellen Smith Wasson
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SQUARE FEET |
REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION
ARIEL TURNER | STAFF aturner@communityjournals.com |
@arielhturner
The Importance of Corporate Culture Recently, I spoke to a business owner who was concerned about his Corporate Culture. He is in a highly competitive creative field and he offers many perks such as flexible personal time, wellness outings, and even a ping pong table. Yet, recruitment is difficult and he feels that his current employees don’t fully value the culture he has tried to create. Corporate Culture is more than just a modern buzzword. It can be important to your bottom line by creating happier employees and a more efficient work environment. It can also help you attract talented employees that help your business grow. Culture transcends ping pong tables and open work-spaces, but these extras can play a part in how your employees relate to each other. Don’t mistake corporate culture for just a Millennial thing. Culture affects all age groups and can even help different generations relate to each other. Define your Corporate Culture. There are four categories that you should review when evaluating the overall culture of your organization: • Beliefs and Values These core components encompass the overarching vision of the company. Is there a clear sense of purpose? Are the executives, managers, and rank-and-file employees all on the same page when it comes to your basic corporate values? Are all team members striving towards the same unified goal? Are the company’s core values being considered in major decision-making? Write down your beliefs and values and make sure your employees are aware of them. • Norms, Processes, and Policies These parts of the culture govern the operations of the business. They can be formal policies or informal standards of acceptable behavior. Do employees watch the clock and bolt at 5:00 or do they work until the job is complete? Are the processes between departments formalized with open communication channels? Is there an employee handbook and does it reflect the actual behavior of the company? If your processes and policies are not fully understood, clarify them and communicate them to your employees. • Rites, Rituals, and Shared Language All cultures have their own set of rites, rituals, and shared language, and organizations are no exception. Examples are employee-of-the-month awards, birthday celebrations, office acronyms, and casual Fridays. By having shared experiences and routines, employees bond together. Do you have traditions at your workplace that are valued by employees? Are new experiences added and accepted among the group? Are there common stories involving work victories and defeats which are told time and again? • Habits and Expectations These aspects of the culture inform the workforce how to behave and can influence many behaviors such as dress code, email etiquette, and work hours. What behaviors are rewarded? Are negative behaviors discouraged? Are team leaders behaving as positive role models? Direct your Corporate Culture. Corporate Culture is not concrete; it is fluid and ever-changing. There is always room to improve an organization’s culture and if a culture becomes toxic, it can take a while to turn around. Use surveys to ask for employee input and be willing to listen to feedback with an open mind. Encourage employees to be active contributors. Changing a culture takes time and requires conscious thought and effort. Culture is not just about ping pong tables and hip work spaces. It is so much more. A positive culture is one that fosters trust, respect, and dignity. It empowers employees to grow within the organization and take ownership of ideas and projects. It promotes learning and professional development, while discouraging toxic behaviors and poor work ethic. Culture can be the defining difference between you and your competitors. Focus on shaping your corporate culture and watch your employees and business thrive.
Lee Yarborough President
669 N. Academy St. Greenville, SC 29601
South Ridge’s retail component, which includes tenants Biscuit Head and Toss Pizza, is 80 percent occupied.
Cushman & Wakefield | Thalhimer selected for South Ridge Cushman & Wakefield | Thalhimer has been selected by Kettler Management as the exclusive leasing representative for retail space within South Ridge development at the corner of South Church Street and University Ridge in Greenville. South Ridge consists of retail space totaling close to 15,000 square feet within a 350-unit mixed-use development. Completed in 2015, South Ridge’s current tenants include Biscuit Head and Toss Pizza, along with recently announced Mix Salon Studios. The property’s retail component is current-
ly 80 percent occupied. Cushman & Wakefield | Thalhimer associates Laura Harmon and Lyn Norton are the exclusive representatives for the leasing. “We are looking forward to reintroducing the space to the commercial real estate community,” Norton said. “Input from residents and surrounding businesses have spurred new thoughts to uniquely market the space.” Details about the new marketing strategy and the types of tenants being recruited for the additional spaces have not yet been released.
The Marchant Company adds the CONE Team The Marchant Company has announced the addition of The CONE Team to its real estate team. The CONE Team is made up of Shannon Cone, Travis Cone, Margaret Martin, and Kelly Martin. The CONE Team is the Upstate representative for the masonry company, the McGee Brothers. The Marchant Company president and broker in charge,
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Seabrook Marchant, said this expansion of his team has been in the works for almost a year. He said bringing on four new agents with their exclusive deal to represent the McGee Brothers is an opportunity to grow the business. The CONE team is on site at the McGee Brothers’ two new all-brick communities, Bushfork in Inman and Pleasant Meadows in Greer.
REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION
GMC opens new geotechnical laboratory in Mauldin
| SQUARE FEET
Presented by
ARIEL TURNER | STAFF
aturner@communityjournals.com Goodwyn, Mills, and Cawood Inc. (GMC), an engineering and architecture firm, has opened a geotechnical engineering and construction materials testing laboratory in Mauldin. The 1,200-square-foot lab is located at 124 Old Mills Road, Suite K. Shannon Caldwell with NAI Earle Furman represented GMC in the February lease of the property. Services performed in the new lab will include laboratory classification testing of soil materials during the geotechnical phase of projects and the quality control testing of construction materials such as soil, rock, and concrete during construction. The lab will be led by construction services manager Mark Smith.
“We are excited to expand our geotechnical services to Greenville and the South Carolina region,” said Kevin Wales, GMC vice president of geotechnical and construction services. “The growth our Greenville office has experienced over the last few years has enabled us to offer geotechnical and testing services locally, and in turn, more efficiently.” GMC has offices located throughout the Southeast in Alabama, Georgia, and Tennessee.
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DIGITAL MAVEN |
THE TECHNICAL SIDE OF BUSINESS
Medium Data
Data points are everywhere, and you don’t need Big Data analytics to capitalize on them By LAURA HAIGHT President, portfoliosc.com
Does a lack of funds, expertise, or strategy have you feeling left out of the Big Data explosion? You may be overlooking the untapped value of the “medium data” right in front of us. Small-business owners, nonprofit leaders, and other execs are surrounded every day with high-value data points from networking events, email blasts, events, webinars, and trade shows that can go untapped. We generally utilize about 10 percent of any application, service, or platform at our disposal — typically using only those functions that we see at the top layer. And the layers you have to dig down for are where the really good stuff is lurking. First, be a little more curious and get
to know the integrations that are available for the applications or services you use. An integration is a bridge that allows one application to exchange data with another. This significantly extends the capability of one application without adding time for you. For example, a contact form is an essential component of your website. Someone who is proactively reaching out to you is a treasure trove of possibilities. But what happens to that information? Perhaps you’ve set it up to send you an email or text, or to automatically populate a spreadsheet or database. Digging down into your form creation tool, you will likely find an integration to email service providers like MailChimp. Adding that person directly into your mailing list is a good step, but an incomplete one. For one thing,
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We typically use only the functions at the top layer of any app. And the layers you have to dig down for are where the really good stuff is lurking. they don’t know you did it and by the time you send out your next email, you may be just a distant interaction. But with a bit more digging on the email side, you will likely find the capability to add autoresponders, automatic emails that go out when triggered by a particular event (such as a new subscriber) or after a certain number of days have passed since a communication, event, or interaction. Autoresponders, like any other content in mass emails including e-blasts and newsletters, can also pull personalized information from your subscriber database. Most email services require only three pieces of information: first name, last name, and email. But don’t stop there. You can add a plethora of fields to a subscriber form, including company name, industry type, job title, and specific interest areas that relate to your business. Any field in your subscriber database can be merged into email content, enabling much more personal communications starting with something as basic as using the subscriber’s name in text, to customizing emails to their particular interests or needs. That requires a little bit of data gathering. The best way to do this is not to do it; let the subscriber do it. A client with a retail store invites new subscribers (through an autoresponder) to identify preferences in fashion designers. When new styles come in, emails are sent to customers who indicated a preference for a particular designer, along with an offer. With some services (MailChimp is one), you can set up merged-and-templated content that can get triggers from your website and initiate these emails without you having to do a thing. Events — networking, educational, social, conferences, meetings, and lunch and learns — are great opportu-
nities for data gathering, but they’re often not worked to the fullest advantage. There are many event management platforms, but probably the most wellknown and often used by small businesses and nonprofits is Eventbrite. It also has a very robust feature set. Start your data collection with the order form, which gives you the opportunity to ask a number of standard questions or add specific questions of your own. You can even add branching logic. The responses populate a database you can download as a spreadsheet or integrate with your email marketing system. Despite all the technology advancements, most events I go to involve checking in at a table where a few volunteers check names off on printouts. I don’t know where all those check-off printouts go after the event is over, but I have a pretty good idea. But check-in and attendance status can be a useful data point, giving you another reason to communicate. To facilitate that, use a mobile app (available for all flavors of smartphones), such as EventBrite’s Organizer app, that lets you check guests in and immediately update their status in the event database. With the data, event attendees can get a thank-you email; registrants who didn’t attend could receive an email with some key takeaways from the event. Synchronized to your email marketing service or CRM, events become more than a closed system; they become a stepping-stone to a next call or next contact. Admittedly, it’s not as exciting as artificial intelligence and Big Data, but the potential to significantly extend client contacts and communication using tools you already have can be a more fulfilling step on the data trail.
MOVERS, SHAKERS, AND DISRUP TORS SHAPING OUR FUTURE
| INNOVATE
Fixing the Plane in Flight
Innovative culture a must for today’s business success can have on a business. Our part-time MBAe program caters to working professionals. From CEOs to managerial leaders, all are accomplished in their fields. Every day of the two-year program challenges these executives to think and execute innovatively in their everyday professional roles. As a graduation requirement, each student must deliver an “Innovation at Work” presentation to illustrate how their classroom learning positively affected their businesses. The results of those presentations are eye-opening proof that innovative thinking can bring solutions to problems that result in bottom-line benefits. Clemson’s MBAe candidates range from physicians, engineers, and health care professionals to manufacturing CEOs and executives in the customer service, energy, and retail industries. Their one commonality: Each is able to provide tangible examples of innovative problem-solving learned in the classroom that led to efficiencies and monetary benefits to their organizations. By bringing innovation into their everyday business roles, these MBAe cohorts are essentially fixing the plane in flight. Their businesses continue to function uninterrupted as they put their classroom knowledge to work. No matter the business, each MBAe presenter is able to validate the worth of innovative fixes to a problem:
By DR. GREGORY M. PICKETT Director, Clemson MBA
“Organizational culture eats strategy for breakfast” is a phrase made famous by Mark Fields, former president of Ford Motor Co. Nowhere is that saying more relevant than with 21st-century businesses wanting to compete in a global innovation economy. Today’s business environment makes it a must for an innovative culture to be embraced by every level of an organization, from the C-suite to the manufacturing floor. With the proliferation of disruptive technology and global talent, today more than ever, businesses must rely on employees at every level to think outside the box and contribute beyond their traditional day-to-day roles. A number of multinational companies in the Upstate have realized the value of instilling an innovation mindset into their business operations. Some are buying entrepreneurial startups to strengthen their position and innovate. But few are organically growing an innovative culture from within. Many are finding it difficult to move outside their structured environment to create a culture where employees at every level contribute ideas toward innovation. Clemson University’s MBAe program is evidence of the impact innovation
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With the proliferation of disruptive technology and global talent, today more than ever, businesses must rely on employees at every level to think outside the box and contribute beyond their traditional day-to-day roles.
• Tom McFadden, a Greenville plastic surgeon, increased his business’ revenue by 19 percent in 2016, while expenses dropped more than 50 percent from the previous year. McFadden attributed the revenue increase and expense savings to concepts he learned in the classroom, but also to cohorts, who themselves were proven business leaders. He said the cohorts’ contributions complemented his classroom learning, which enabled him to measure and refine different aspects of his business, Advanced Cosmetic Surgery.
• Rick Seidman, CEO of Quoizel, a leading manufacturer and distributor of home lighting, grew his revenue by $2.6 million and profits by more than $750,000 in 2016 by creating economies of scale and synergies that didn’t previously exist. Minimum viable product is one in-
novative concept Seidman implemented from the program. Rather than developing and presenting early product samples to consumers for their reaction, Quoizel began using 3-D images to survey customers, which resulted in a significant cost savings. Through classroom learning and collaborative input from their cohorts, these professionals made business improvements that over time will reap organizational and career rewards. Collaborative application of innovation to a business problem isn’t limited to a classroom setting, though. Businesses are capable of and must create an environment so that every team member can contribute ideas toward innovation. Without a culture that encourages and rewards across-theboard innovative practices, companies will be following rather than leading their marketplaces.
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NEW TO THE STREET |
THE FRESHEST FACES ON THE BUSINESS LANDSCAPE
Open for business 1. Saulsbury Industries, a national full-service engineering, procurement, and construction firm, recently opened in Greenville at 220 N. Main St. Learn more at saulsbury.com.
Photos provided
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5. US Auto Sales is now open at 2752 Laurens Road in Greenville. Learn more at greenville. usautosales.info.
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6 6. iRevive recently opened at 589 Haywood Road in Greenville. Learn more about their computer and smartphone repair services at irevivegreenville.com.
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2. Gold’s Gym opened a new Greenville location at 1332 S. Pleasantburg Drive. Learn more at goldsgym.com. 3. Choice One Dental Care of 3 Greenville recently opened at 5C Cleveland Court. Learn more at greenville.choiceonedentalcare.com.
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4. P Squared recently opened at 100 E. Stone Ave. Suite C, in Greenville. Learn more about the boutique at psquaredcouture.com.
7. Nelson & Galbreath LLC recently opened an office at 1707 John B. White Sr. Blvd. A-2 in Spartanburg. Learn more about the real estate firm at nelsongalbreath.com.
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8. Countybank recently opened a new location at 300 N. Main St. in Anderson. Learn more at ecountybank.com.
CONTRIBUTE: Know of a business opening soon? Email information to aturner@communityjournals.com.
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50 5
Celebrating Celebrating 20
UBJ | 7.14.2017
PLAY-BY-PLAY OF UPSTATE CAREERS
HIRED
HIRED
HIRED
HIRED
| ON THE MOVE
HONORED
ALEX DMYTERKO
JOANNA DANIELS
TIANDRA WIGGS
MATTHEW AGUILAR
ALLEN SMITH
Joins BlackStream Real Estate as president. Dmyterko most recently served as vice president of franchise development for SVNIC. With more than 25 years of commercial real estate experience and as president of three commercial real estate companies, Dmyterko has developed more than 100 commercial projects spanning from Alaska to Puerto Rico, as well as 15 shopping and mixed-use centers.
Joined Redhype as a graphic designer. A 2017 graduate of Bob Jones University with a degree in graphic design, Daniels has a wealth of experience. She co-founded the Student Chapter of American Advertising Federation, directed the Bob Jones University Chapter of the American Marketing Association’s branding, and placed in the 2017 Student American Advertising Association Award Competition.
Joined Redhype as a marketing specialist. Wiggs has nearly a decade of media sales and marketing experience. After graduating from Bob Jones University with a degree in broadcast journalism, Wiggs moved on to assist her clients in getting their messages across to their target consumers via television, radio, print, and digital mediums in the Texas, North Carolina, and most recently the South Carolina markets.
Joined Scott and Company LLC as an associate accountant. He holds a Bachelor of Science degree in accounting from Thomas Edison State College, an MBA from the University of South Carolina, and a Master of Professional Accountancy from Clemson University. Aguilar has passed all four parts of the CPA exam and is currently working to fulfill the experience requirement in order to obtain his South Carolina CPA license.
Named to the board of directors of the Association of Chamber of Commerce Executives (ACCE). Smith, the president and CEO of the Spartanburg Area Chamber of Commerce, formally begins his term at the ACCE’s annual convention next week in Nashville, Tenn. Smith earned the professional organization’s Certified Chamber Executive (CCE) certification in 2012.
Construction O’Neal Inc., a Greenville-based integrated design and construction firm, has hired Jeff Zimmerman as virtual design and construction engineer. Zimmerman has experience with fabrication, design, and field engineering having previously working for CB&I. He earned his master’s in civil engineering from Clemson University.
VIP CHARLES DALTON Blue Ridge Electric Cooperative president and CEO Charles Dalton has announced plans to retire in mid-January of 2018. Dalton is only the second person to hold the utility’s top job during its 77-year history. When Dalton assumed the helm, the cooperative was supplying service to 29,000 members. Today, that number has grown to 66,000. Under Dalton’s leadership, the cooperative created its annual charitable fundraiser, Blue Ridge Fest, which has produced nearly $2.5 million in net proceeds since 1998. When Dalton retires in January, he will be succeeded by the cooperative’s vice president of engineering, Jim Lovinggood.
Commerce Institute for Organization Management, the professional development program of the U.S. Chamber of Commerce Foundation, has announced that Dr. Nika White, IOM, senior advisor for diversity and inclusion initiatives at the Greenville Chamber, has graduated from the program and has received the recognition of IOM. Awarded to all graduates of the Institute program, the IOM Graduate Recognition signifies the individual’s completion of 96 hours of course instruction in nonprofit management.
Engineering Samuel Muller joined HRP Associates Inc. as a project geologist. Muller’s responsibilities will include the technical support of projects with a focus on phase one assessments, phase two site contamination investigations, groundwater sampling, and field remediation activities. Other areas of expertise will be in multiphase contaminant transport modeling, geographic information systems (GIS), and groundwater modeling.
Property Management Beverly Barnes has joined the Avison Young Greenville, South Carolina, team as a full-time property manager. She will be responsible for providing facility and property management services to United Community Bank in both the Upstate and North Carolina. Beverly brings direct experience providing facility and property management services for Healthcare Trust of America and CBRE for six years. Most recently, she served as the property manager in charge for Kent Worldwide Development in Greenville.
Nonprofit Tanya Camunas has been appointed as the quality assurance and program evaluator for A Child’s Haven. Prior to joining A Child’s Haven, Camunas worked at CASA (Court Appointed Special Advocates) as the senior director of programs and strategy. CONTRIBUTE: New hires, promotions, & award winners may be featured in On the Move. Send information and photos to onthemove@upstatebusinessjournal.com. 7.14.2017
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INFORMATION YOU WANT TO KNOW
THE WATERCOOLER Social Chatter
RE: LAURENS COUNTY LANDS GE TESTING FACILITY “If it will employ 17 engineers, will they be 17 of the 200+ engineers they laid off while hiring foreign visa workers, or 17 American engineers?”
Raymond L. Evans
RE: THE NUMBER OF APARTMENTS IN DOWNTOWN GREENVILLE CONTINUES TO CLIMB. ARE WE ABOUT TO TAKE A FALL? “One aspect to keep in mind: Building more rental housing downtown will alleviate some of the pressure pushing rental rates higher in the houses and neighborhoods near and surrounding downtown.”
Joseph Kass “Grow, grow, grow!”
Ethan James Ap-RhysPrice
TOP 5:
“Yes! New apartments on the same beat up roads. Feels like you’re riding horse-and-buggy style! Traffic is getting horrendous!”
“In Greenville? Sorry, never heard of it.”
Linda Faye Sullivan
“Must be assuming Husk will drive the final nail in the coffin later this year. It’s a shame Greenville originals can’t stay open and we’ll just be left with copycats from Charleston.”
RE: AMERICAN GROCERY RESTAURANT CLOSES “Sad. I’m worried that downtown’s wild ride to the top will come crashing down even more. Personally, we just don’t go downtown anymore. So many pleasant venues nearby. Greer is one of them. Other small towns around have neat venues and shopping that one can afford. Greed will kill downtown Greenville. Sad.”
Don Dillard “This is disappointing to hear. One of the best restaurants in Greenville and was an anchor in the West End.”
Matthew Ware “What the heck is going on, Greenville? Growing too fast, and rents are too high. Some great restaurants closing. Sad, sad news.”
@nicktheitchick
RE: OUR NEW AI OVERLORDS *In response to, “Will AI exceed human performance?” “Answer: probably”
Arianna Wardlaw Gailey
Adam Corbett
INSIDE
1. American Grocery Restaurant closes
Jerry Bullman
SPOT • OUT NEW OON STAKES // SASKAT
OUT EPIC BUSTS LOCALLY
TING OF BETA TES
W JOBS IN • 954 NE
Y NEWBERR
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
E 27
he Reaching t Summit
JULY 7, 2017
| VOL. 6 ISSU
artments b. er of ap clim The numbn continues to l? downtow out to take a fal ab Are we
2. Walgreens, Rite Aid asset purchase agreement could impact Upstate distribution jobs
7.7.2017
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upstateb
OKS WILL CRO 1 PHOTO BY m urnal.co
usinessjo
3. The number of apartments in downtown Greenville continues to climb. Are we about to take a fall?
GET THE INBOX 4. Breakwater Restaurant & Bar to close July 8
CONNECT We’re great at networking.
5. With beta testing out of the way, the targeted marketing app Locally Epic officially rolls out
*The Top 5 stories from last week’s issue ranked by page views
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EVENTS YOU SHOULD HAVE ON YOUR CALENDAR
DATE
EVENT INFO
WHERE DO I GO?
HOW DO I GO?
Basic Small-Business Startup
NEXT Innovation Center 411 University Ridge 5:30-7:30 p.m.
Cost: Free For more info: piedmontscore.org/workshops
7/20
Basic Small-Business Startup
Tri-County Technical College Pendleton Campus 7900 US-76, Pendleton 5:30–8 p.m.
Cost: Free For more info: piedmontscore.org/workshops
Friday
Innovative Leadership Series Presents: Gary Parsons
Clemson MBA at Greenville ONE 1 N. Main St. 6-8 p.m.
Cost: Free For more info: bit.ly/2sAUOtb
Pathways to Success: Hispanic Entrepreneurs & Professionals Forum
United Community Bank 306 E. North St. 11:30 a.m.–1 p.m.
Cost: $15 investors, $25 general admission For more info: bit.ly/2sp7OCB, 864-239-3727, nwhite@greenvillechamber.org
Hughes Development Corporation and Johnson Development Associates
For more info: Greenville contact: 864-239-3729 Spartanburg contact: 864-347-6080; mmann@greenvillechamber.org, wrothschild@spartanburgchamber.com
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| PLANNER
7/18
Mark B. Johnston mjohnston@communityjournals.com
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Thursday
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7/21
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Thursday
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Greenville and Spartanburg Chambers’ Joint Intercommunity Leadership Visit
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IN THIS WEEK’S ISSUE OF UBJ? WANT A COPY FOR YOUR LOBBY?
Will Crooks
LAYOUT
Bo Leslie | Tammy Smith
OPERATIONS Holly Hardin
ADVERTISING DESIGN
JULY 21 THE ENTREPRENEURIAL ISSUE Tomorrow’s game-changers and disruptors.
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
jackson Marketing Group’s 25 Years
>>
Anita Harley | Jane Rogers
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NEW HIRES, PROMOTIONS, AND AWARDS:
Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff
Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com
JULY 28 THE CRE ISSUE The state of commercial real estate in the Upstate.
AUGUST 18 THE WORKFORCE ISSUE Filling today’s — and tomorrow’s — jobs.
onthemove@upstatebusinessjournal.com UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 700-800 words. Contact managing editor Jerry Salley at jsalley@communityjournals. com to submit an article for consideration. Circulation Audit by
Got any thoughts? Care to contribute? Let us know at ideas@upstatebusinessjournal.com.
1997 Jackson Dawson launches motorsports Division 1993
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
>>
2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space
1998
1990 Jackson Dawson
acquires therapon marketing Group and moves to Piedmont office Center on Villa.
Kristy Adair | Michael Allen
CLIENT SERVICES
UBJ milestone
1988 Jackson Dawson opens in Greenville at Downtown Airport
1988
1998 Jackson Dawson moves to task industrial Court
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
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 Jackson Dawson changes name to Jackson marketing Group when larry sells his partnership in Detroit and lA 2003
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-prof 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 lients 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 nit inVolVeMent nitY in olV inV olVe VeMent & 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
20 Upstate bUsiness joUrnal November 1, 2013
AS SEEN IN
NOVEMBER 1, 2013
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