July 5, 2013 UBJ

july 5, 2013

The DIY Connection With Project Hub, Laney Alverson aims to fuel the creativity of makers in the Upstate

Palmetto Bank Bounces Back

CEO Sam Erwin talks about the bank’s challenging past and bright future page 12

Volume II, Issue XXVI

Worth Repeating

TBA

“We don’t do anything on credit anymore, I’ll tell you that.”

Bill Donahue, chief communications officer of Fuel Digital Marketing & Branding, on the company’s recent recovery from a decline during the recession.

A conspicuous number of BMWs parked most of last week on the TD bank rooftop behind the Poinsett Hotel may confirm growing speculation that the automaker is seeking a new downtown presence in Greenville…

“I’ve learned languages and instruments, and this was hard.”

Lindsey McDougall, a recent graduate of the first class of the Iron Yard Academy, on learning coding.

“The profit margins are there because it’s flour, egg and water.”

Julie Jenkins, founder of Naked Pasta, on the benefits of opening a pasta shop rather than a restaurant.

“If you’re scared, it might be a clue that you’re on to something.”

Bryan Martin, designer and branding expert, on overcoming the fear of attempting something completely new.

Verbatim

On the jewel of downtown Greenville…

“Falls Park is one of the sparkling gems that make up Greenville. A beautiful park even before the major renovations and construction of the iconic bridge. … This park is one of the reasons Greenville is at the top of our retirement list.”

A Trip Advisor user’s review of Falls Park on the Reedy. The park recently made the Top 10 on the travel site’s 2013 Travelers’ Choice list of top parks in the U.S. Other honorees included New York’s Central Park, Boston’s Public Garden, Chicago’s Millennium Park and Savannah’s Forsyth Park.

2 Upstate business journal July 5, 2013

Apparently Fluor Corp. is changing the Greenville guard. Fluor exec Scott Ruby has replaced Annette Allen as general manager of Greenville operations on an interim basis as of a few weeks ago, and the company reportedly will start the search for a new GM in the next six months…

Word is Sycamore Investment Group is looking to build a 300room Holiday Inn on North Main in downtown Greenville.

Groundbreaking is expected in June 2014…

Simpsonville is getting a Red Lobster; the restaurant will be going next to Lowe’s on Grandview Drive…

Photo by Greg Beckner

July 5, 2013

Inland Port Team Briefs Greer Community

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UBJ News

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s.c. ports authority personnel assured about 150 people gathered at Greer’s Cannon Center last week that state traffic engineers will closely monitor the impact of the state’s new inland port project on the neighboring community.

Mike Hoffman, Greer terminal manager with the Ports Authority, said the new port adjacent to GSP Airport will be accessed via the Brockman McClimon Road exit 58 on I-85.

The only available entrance will be on J. Verne Smith Parkway via highway 101, Hoffman said. The exit is “certainly capable of handling the truck traffic that will be part of our operation.”

Ports Authority Senior Vice President Jack Ellenberg and representatives of Norfolk Southern rail line, senior vice president at the South Carolina Ports Authority, S.C. Department of Transportation, and the pertinent offices in the City of Greer were also on hand to update the public and answer questions.

Changes that had been made in residential areas near the rail line included removal of houses, rerouting of some streets and landscaping to minimize trains’ visual impact, officials said.

Audience members included contractors looking for business, people concerned with issues such as trees that would be removed, and others trying to get a better understanding of the logistics.

Eric Dillon, district traffic engineer with the S.C. DOT, said most people came to his table with concerns about how the project would affect traffic. He said there are currently no projections, but rather a “wait-and-see” approach to how well things will work as planned.

Once the port is in operation, it will be easier to assess whether any streets need to be widened, traffic signals added, and how well trucks follow the designated route. He said complaints from residents would be part of the assessment.

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An artist’s rendering of what the South Carolina Inland Port terminal in Greer will look like when phase one is completed.

July 5, 2013 Upstate business journal 3

UBJ News

jim bourey, former greenville city manager and current director of corporate development at the accounting, tax and consulting firm Elliott Davis, has been named as the new city manager for Newport News, Va. Newport News Mayor McKinley Price announced the decision last Tuesday, after the Newport News City Council voted 7-0 to hire Bourey. Bourey joins the city on July 16 and will earn $202,000, according to an announcement by the city.

Bourey, who is involved in economic development and busi-

ness recruitment activities throughout the Upstate, served as Greenville’s city manager from 2004 to 2010. Prior to that he held senior management positions in El Dorado County, Calif; Hennepin County, Minn.; and Hillsborough County, Fla. “I am absolutely delighted and honored to be selected as the next Newport News city manager,” said Bourey in the city’s announcement. “The support of the City Council is very gratifying; my wife, Ann, and I are most anxious to become a part of this vibrant and special community.”

Greenville Mayor Knox White (left) in 2010 with then-City Manager Jim Bourey.

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Bourey Selected as Newport News City Manager

UBJ News

Fuel, Mediasation Merge

By Jennifer Oladipo | senior business writer joladipo@communityjournals.com

fuel digital marketing & branding and Mediasation merged last week under Fuel’s name, the company announced Friday. The two companies had previously occupied different camps in the branding and advertising industry. Mediasation had a large foothold in Web-based technologies while Fuel specialized in creative services for mainly high-end real estate clients almost exclusively in the Upstate.

The new entity is set to take over the 8,000-square-foot Court Street space now occupied by Devereaux’s restaurant, said Charles Carter, partner and chief marketing officer.

The restaurant is set to move out in November, and then Fuel will move in and open after a one-month renovation process. Before then, several people will move from the Fuel office into the Mediasation office now on the third floor of that same building. Carter said that when a previous prospect had turned down the space, his company expressed interest.

The resulting company would be worth about $5-6 million, with more than 30 staff, said chief communications officer Bill Donohue.

Mediasation managed about 750 websites for clients in the Southeast, primarily in South Carolina.

Donohue said Fuel had worked with other partners over the years, but this was the first that brought a very different skill set. Carter said Fuel filled a gap in Mediasation’s services as well.

“For the first six years and 300 clients, we didn’t have a marketing director,” he said. He said the company had previously been limited to operating at whatever level each customer was able to handle, but the addition of a large creative team would allow it to

increase clients’ sophistication over time.

At the same time, Mediasation’s technological capabilities would help to measure Fuel’s creative efforts more precisely, Donohue said. It had provided services including search engine optimization, proprietary CMS software systems, lead nurturing and database marketing.

Both companies had taken significant hits during the recession. Fuel’s clients have included Cox Lumber, Home Depot, and Greenville’s Two Chefs restaurants. Fuel’s reliance on a real estate-driven client base brought a rapid decline during the recession. Fuel went from a $4 million company with more than 30 employees in 2004 to just two employees for a time. Eventually, it was the return of the real estate market that brought the company back.

“We don’t do anything on credit anymore, I’ll tell you that,” Donohue said.

Mediasation responded to the recession by offering inexpensive starter websites for small businesses.

The product helped the company survive through a difficult time, but today that is only a small part of the business, said Ryan Beck, president and CFO, formerly president and senior designer at Mediasation.

He said that by the time of the merger, the company was more than 95 percent focused on custom work, noting that Mediasation recently completed a large project for the MGM Grand in Vietnam.

The companies agreed to merge under the Fuel name, preferring the more dynamic connotation that name offered. They kept Mediasation’s green-and-black color scheme in response to a surprisingly strong show of brand loyalty among Mediasation staff, Carter said.

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July 5, 2013 Upstate business journal 5

UBJ MILESTONE

Marchant’s Signature Vision Local, independent real estate company prides itself on 20 years of customer service

By Sherry Jackson | staff sjackson@communityjournals.com

seabrook marchant thought he was destined for a textile career.

After all, both of his grandfathers and his father were in the textile business and Marchant had gotten a degree in textile management from Clemson.

But after graduation and a two-year stint in the Army, Marchant spent a year working for a local Greenville textile mill and decided that really wasn’t what he wanted to do.

Marchant had always been interested in the real estate business, even showing friends’ apartments for fun, so in 1968 he went to work for C. Dan Joyner. Marchant worked for the well-known Greenville realtor for 25 years.

But around June 29, 1993, Marchant decided he wanted to do something that he could “put his own signature on.” He had always had an “entrepreneurial spirit,” he says, so even with three kids in college, a good position he would

be leaving and a mortgage, he decided to branch out on his own and “take that leap of faith.”

The company began with an office out of his house and only one other agent.

Twenty years later, the Marchant Company prides itself on being locally owned and independent.

Marchant is a native Greenvillian with family ties here going back to the 1880s. His company is familyowned, with son, Brian, serving as CFO and partner in Marchant Property Management LLC; nephew, Tom as vice president of sales and

“Seabrook has served as a steadfast, compassionate role model throughout my life, both personally and professionally.”

Brian Marchant

6 Upstate business journal July 5, 2013

TIMEL INE 1993 Seabrook Marchant founds real estate agency with two agents; office is in his home 1994 Moved into office on E. North Street 1995 Gordon Seay named development manager; Brian Marchant begins Marchant’s property management business 1995-2000 Expansion into general brokerage business with addition of several traditional agents 2003 Moved into newly-constructed office building on W. Stone Ave. 2004 Hunter Hughley joins company to handle property management 2005 Seay named executive vice president and general manager; Brian Marchant named vice president and CFO; Tom Marchant joins company, later becoming vice president for marketing 2007 Anne Marchant joins the company after retiring from the Wyche law firm 2009 Marchant Property Management LLC formed with Hughley as president and partner; Seabrook Marchant awarded Realtor Emeritus status by National Association of Realtors 2010 Chuck Werner joins Marchant to focus on bank-owned properties

would rather have “quality over quantity” any day and believes the company “stands strong” beside their competitors with their customizable customer care.

As they celebrate and look over the past 20 years, Marchant says, “We want to continue to build the business as we have, with the foundations that we’ve laid, and continue to excel.”

Photo by Greg Beckner

Seabrook Marchant

marketing; and wife Anne acting as business manager and also a partner in Marchant Property Management.

Marchant says his goal from the beginning was to build a company with a strong foundation centered on customer service. He is proud of a client list that reads like a “Who’s Who” in the Greenville real estate market, with many clients being friends, neighbors and associates.

Brian Marchant calls his father “a steadfast, compassionate role model throughout my life, both personally and professionally. I and the entire Marchant team are proud to associate ourselves, and our reputation, with the brand that he has built over the last 20 years.”

Seabrook Marchant launched the company focusing on marketing new home sales and subdivisions for developers, gradually migrating into general brokerage. When his son Brian joined him in 1995 after graduating from Wofford College, they added property management to their list of services and now manage over 375 properties, a significant part of their business.

The company does some commercial real estate and has a license for mountain properties, but the Upstate is its main focus.

Technology is one thing that has changed dramatically in the past 20 years, Marchant says, noting that when he started the company in 1993, no one had computers.

“We bought our first computer for the office in 1999 and only had one for everyone to share. Now everyone has their own laptop, iPad or smartphone they use to conduct business,” he said.

Agents can now work from home or from their cars and aren’t tied to a brick-and-mortar office. Buyers have changed as well, doing a lot of Internet research before even talking to a realtor.

With about 26 employees, Marchant certainly isn’t the largest real estate company in the Upstate, but he is okay with that. He says he

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UBJ Digital Maven

Buy It or Build It When it comes to technology, the buy vs. build conundrum is particularly problematic. Both approaches are the right way to go and both are wrong for you. It just depends on how you answer critical questions, like these five: 1. What is the need you are trying to fill? For example, is the need for a website, or is the need that customers be able to retrieve updated project documents? A website, program or app is just a tool, and before you know what tool you need, you have to know what you’re trying to accomplish.

2. What are the basic requirements? In any company big enough to be considering a custom programmed solution, bringing in different teams to collaborate on re-

By laura haight

need to make sure it will work with all kinds of devices, browsers and operating systems.

quirements is important. You have to get end users and line staff involved in any discussion to make sure that you know how things really need to work.

3. What are key design factors? A lot of this is needed for any RFQ:

Security: Will you be accessing or collecting any sensitive data here?

Credit card numbers, customer information? If so, you just kicked up to a new level of design. If you are holding sensitive information you want to take every possible step to secure it.

High availability: Is it a 24X7X365 function that is critical to the business? If so, factor in redundant servers in diverse locations, the ability to switch over automatically and functionality maintained dynamically.

4. What’s out there already?

Once you know what you want in a system or application, you have a blueprint for exploring what is already out there. Check out websites, ask vendors, look at other sites.

You may even be able to do some competitor research. If you find an app or cloud application or service that seems to do what you want, contact the company for a free trial.

Ask questions about security, backup and redundancy.

Integration: Make sure you know all the systems you may want to integrate with.

Operating systems and devices: Who is going to be using the system or site? If it’s public-facing, you will

5. What can we support? Customization is not a write-it-and-forgetit process. Security particularly is a function requiring constant diligence. If you have a public-facing system, like a website, you will need to be prepared for thorough testing when new operating systems come out, when one of your integration partners changes its software, when new devices are released. If you don’t have the staff or the budget for thorough maintenance from an outside developer, you may need to back off of building it and move into “buy it.”

These are a lot of questions – not so many answers. But, in the words of a friend, you don’t know what you don’t know. Once you know the right questions, the answers and the path they lead you down will be a lot easier for you to figure out.

Laura Haight is the president of Portfolio (portfoliosc.com), a communications company based in Greenville that leverages the power of technology and digital media to communicate effectively with clients, customers and your staff. She is a former IT executive, journalist and newspaper editor.

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UBJ Innovate

By JOHN WARNER

top-line growth is an imperative for many executives at global corporations. An intriguing source of growth is investing in or partnering with entrepreneurs who are commercializing new technologies aligned with the corporations’ priorities.

An entrepreneur’s initial insights about the unmet needs of customers he can serve are often personal, informal and not fully formed. As he meets with customers and resource providers to validate his assumptions, the entrepreneur’s company will develop through serendipitous connections in unpredictable ways.

Harvard Business School Professor Clayton Christensen describes the corporate executive’s dilemma.

“Creating disruptive businesses often offers the biggest source of growth… and is the only way in the long term to continue creating shareholder value.” But Christensen and “Crossing the Chasm” author Geoffrey Moore understand how executives feel when faced with a high-potential, high-risk, low-data decision – “paralyzed.”

The Iterative Startup Steve Blank is a serial entrepreneur and professor at Stanford, Berkeley and Columbia, who defines a startup as a temporary organization to discover an unmet customer need and then to develop a highly scalable business model around it. An entrepreneur validates his informed intuition by networking through peers he knows to attract the customers and resources he needs. The entrepreneur must share enough of his idea publicly to connect with those interested in privately exploring ways to work together. He care-

Anchor Organization Operationally Excellent Core • • • • •

Tuned to existing customers Data driven processes Proprietary knowledge Incremental innovation Access to resources

Startups at the Public Edge

Receivers discovering emergent market signals and then developing scalable businesses

The key to the corporate executive’s success is discovering innovative ventures aligned with his priorities and watching them develop over time. fully observes what people are trying to do for themselves but are finding difficult, expensive or inconvenient. The entrepreneur’s goal is not validating the business model he originally conceived, because it is likely inaccurate in important ways, but to iterate around validated learning to a business model that is highly scalable.

The Portfolio Solution The key to the corporate executive’s success is discovering innovative ventures aligned with his priorities and watching them develop over time. These ventures are not captive to his corporation’s culture, processes and procedures, and therefore they often are better able to tune in to emerging market signals from customers not well served. People

outside with diverse expertise and resources have parts and pieces to create new business models that are not possible on the inside of the executive’s corporation alone.

When entrepreneurs with informed intuition present early ideas to the executive, both Christensen and Moore emphasize that is it is essential for the executive to acknowledge that ambiguity exists and must be addressed with appropriate tools. Demanding “numeric information as a source of refuge or reassurance,” and “demand[ing] market data when none exists and mak[ing] judgments based upon financial projections when neither revenues nor costs can, in fact, be known,” is almost certain to fail. Christensen warns that “it is simply impossible to predict with any useful degree of precision how disruptive products

will be used or how large their markets will be.”

Informed intuition is personal and informal knowledge that the executive can only discover through conversations with entrepreneurs who have it. John Seely Brown, former chief scientist of Xerox and director of its Palo Alto Research Center, observes, “As edges arise ever more quickly, all of us must not only find the people who carry this new [tacit] knowledge but get to know them well enough (and provide them with sufficient reciprocal value) that they’re comfortable trying to share it with us.”

A visceral concern of many corporate executives when engaging in public conversations for the first time is ensuring the confidentiality of proprietary information. The executives should disclose only enough information publicly to entice those with whom they are interested in having more private conversations. The executives should also appreciate that this process is more about them listening to entrepreneurs than about them talking about themselves.

It’s impossible for anyone to predict in advance how emerging ventures will develop and which will ultimately prove the most successful. Successful venture capital firms have refined a process of managing this inherent risk by investing in a portfolio of ventures. Investments increase through progressively larger rounds as ventures achieve validation milestones. A well-executed process of investing in a portfolio of ventures and watching them develop over time allows most of the corporation’s investments to be made winners.

John Warner is CEO of InnoVenture, whose global Web platform helps people with big ideas attract needed customers, capital, talent and technology. InnoVenture.com partners include major corporations, universities and entrepreneurial companies regionally and around the world.

10 Upstate business journal July 5, 2013

Photo by Greg Beckner

Solutions to a Paralyzing Problem

UBJ News

the first class of the iron yard Academy finished its three-month crash course in coding last week, an attempt at addressing a deficit of skilled developers in the local tech community. Two of the seven students decided to make Greenville home.

The intensive code education school kicked off in April with the promise that after three months, students would be able to build impressive websites and Web products, no matter what their prior experience.

To help them along, each was given an apartment, bicycle and Apple laptop. The Iron Yard also promised that those who took the job placement option would have a well-paid position within six months or they could have their tuition back.

Seven students debuted final projects in various states of completion at the Iron Yard’s CoWork space before a small crowd. Their instructor, Mason Stewart, said they had planned for up to 10 students, but seven had allowed a great deal of individual attention. He was proud and pleasantly surprised at the aptitude the group displayed.

By Jennifer Oladipo | senior business writer joladipo@communityjournals.com

“Our goal with the academy was to create engineers who could build the future,” Stewart said, assuring the audience that the graduates were now “San Francisco-flavored, real, cutting-edge technologists.”

Student Andrew McIntee showed a “dream archive” program that would aggregate and map usersubmitted information about what they dreamt while asleep. He came to the program with previous Web design experience.

“I was doing some design and interface development and building some

pretty crappy websites,” he said by way of introduction. Now he will work for the Iron Yard, which hired him to be the Academy’s teaching assistant starting with the next class.

Some students want to work for themselves as freelance designers; others are looking for a company.

Still others wanted to learn code to augment work in other fields.

Enrique Acevedo had left a job at J.P. Morgan in New York to join a

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startup only to discover the difficulty of finding a developer. “Why pay an agency and go through the process of laying (the business) out for them when I can do it myself?” he said.

Lindsey McDougall came from a real estate company in Toronto to learn skills she would take back to work. She continued to work fulltime remotely while in the academy.

She created a website that maps open houses to help people shop for homes more efficiently and easily.

It will essentially be used as a marketing tool, and having an in-house developer greatly reduces the cost.

With no prior experience, McDougall said the learning curve was the steepest of any challenge she’d ever undertaken. “I’ve learned languages and instruments, and this was hard.” Yet Stewart had singled her out as possibly the best student for the elegance of her code.

She said the academy taught her a lot about the user experience, and she will spend the next year “digesting” the different facets of developing.

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Iron Yard Graduates First Academy Class

UBJ News

LEFT: Sam Erwin, Palmetto Bank president and CEO, with Pete the Penguin; ABOVE: Palmetto Bank officials looked to the book “Our Iceberg Is Melting” for inspiration while dealing with shifting financial ground.

al scale and increased liquidity in our common stock,” President Sam Erwin said in a statement. He attributed the listing to ongoing efforts to restructure and reposition Palmetto Bank for profitability.

By Jennifer Oladipo | senior business writer joladipo@communityjournals.com

the past several months have been good to The Palmetto Bank.

The year began with a national award for small-bank IT projects, following an upturn in profitability last year for its parent company, Palmetto Bancshares, after 11 straight quarters of losses.

That rough period was met with the expected introspection and with an unconventional approach that looked for solutions throughout the entire company at all levels, said Chief Operations Officer Lee Dixon.

Together they reflected on how “Our Iceberg Is Melting,” a book

about a group of penguins on a melting iceberg, could inform their responses as the financial ground beneath them also shifted and threatened to disappear.

A recent string of awards and mentions are some indication of how the company’s responses have paid off.

In the News Recognitions have been frequent these days. The U.S. Department of the Treasury announced at its State Small Business Credit Initiative (SSBCI) Conference last week

12 Upstate business journal July 5, 2013

that South Carolina is the first state to use its entire $16.8 million allocation in SSBCI’s Loan Participation Program. It said Palmetto Bank led the way, extending more than $12 million in credit.

On Monday the company announced that Palmetto Bancshares was added to the small-cap Russell 2000 stock market index last week, putting it among the 3000 public companies whose market capitalization the index measures.

“Our inclusion in the Russell 2000 Index will result in increased visibility for the Bank on a nation-

The most extensive and surprising change might have been in the bank’s technological capabilities.

American Banker named its updates to customer-facing technologies one of the Top 10 Small Bank Projects in the nation. The bank had made the counterintuitive move of investing in technology at a time of losses when cutbacks, or at least holding tight, might have seemed prudent.

Chief Information Officer Mark Terry was hired in early 2012 to bring the bank’s customer-facing technology out of the early 2000s and up to date. He said the budget for the projects has been about $2 million annually for the past two years.

Trish Springfield, retail banking executive, said there was good reason to spend on technology even as losses mounted. “We have a tremendously loyal client base but we realized that their needs are changing, and we

Photo by Greg Beckner; Book image provided

Palmetto Bank Restructures and Reaps Rewards

IT Accolades

also want to attract new people,” she said. “You have to have this technology to get their attention.”

The changes included new ATMs and email systems, imaging systems, telephone banking and an Internet banking portal. Checks are now processed at branches rather than being transported to a central location. All of the electronic systems are now coordinated to update in real time alongside in-person transactions.

Terry said a seamless feel among multiple contact points is crucial for today’s customers, yet brings significant security challenges. Not only is security among multiple vendors’ services a concern, but also so is that of the thousands of devices customers are using to connect to the system.

“As we opened all of these tools to where you can access everything, I need to make sure you don’t have a virus on your computer,” Terry said. “Or what if you lose your phone with that app on it?”

Part of the solution is the multiple safeguards at logins and other points – and educating customers to see them as necessities rather than annoyances.

To pay for it all, some vendor services were consolidated, and some of the contracts were negotiated.

Terry said the bank also justified the expense by taking the position that the projects were crucial to Palmetto Bank’s longevity.

“These are not IT projects; these are not tech projects; these are bank projects,” Terry said, describing the attitude among leadership.

Next Up Private loans and services comprise about 5 percent of the bank’s assets, Dixon said, and it has announced changes intended to raise that number. Last month the bank hired Sharon Whitney to add private banking services for its clients, and more changes are underway for wealth management in the next few weeks.

The bank announced in April that it would enter into a profit-sharing agreement with Thomasville National Bank (TNB), to which it would transfer its trust accounts and employees who work with those services. Two new staff members were hired through TNB. The deal will be complete at the end of the month, removing Palmetto Bank’s overhead costs for that service.

Beginning August 1, it will enter into a joint marketing agreement with Investment Professionals Inc. (IPI), which will provide the bank’s brokerage services. IPI will not compete in Palmetto Bank’s market, and the bank will receive a percentage of the revenues generated from the brokerage accounts.

The sense of optimism about these changes is palpable among leadership. In discussing what’s to come, they often mention the company’s 106-year history, holding it up as evidence that the bank has been able to survive a rough climate one way or another.

The Executive

Summary holding co.: Palmetto Bancshares Inc. -

assets: $1.1 billion -

presence:

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The Lean Transformation of a Traditional Health Care facility may utilize more than two dozen paradigm shifting management and technical practices. But only a few comprise the essentials of Lean. The rest are supportive but non-essential. Lifetime Reliability Solutions focuses on the essentials. Also, our upstate location minimizes cost and maximizes time on site.

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July 5, 2013 Upstate business journal 13

cover story

DIY Destination At 24, Laney Alverson has big ideas to fuel the Upstate makers’ revolution

By Dick Hughes | contributor

14 Upstate business journal July 5, 2013

twenty-four-year-old laney alverson has ideas – lots of them – and Upstate residents soon will see one of them: a place to go with ideas and projects of their own to do.

Within three months, he expects to have Project Hub open either in Spartanburg or Greenville as a workshop for DIYers to do and learn things they’re not equipped or able to do at home or at work.

Think of it as a place for refinishing furniture, fixing something, building an engine, sculpting in clay, cutting and forming wood, metal, glass and plastics, weaving and sewing, printing in 3-D – “really anything,” said Alverson. “It is basically a fabrication shop where you can make whatever your project is.”

Two of his biggest boosters are Elizabeth Smith, manager of Clemson’s small business development center in Spartanburg, and Eddie West, a mentor with SCORE, the SBA’s entrepreneurial support program.

“This Project Hub is one of the strongest ideas I have heard since working with entrepreneurs in Spartanburg,” said Smith.

A Place to Make a Mess

unlike days past when people had space to work on things in garages and basements, today’s homes, while “splashy,” commonly have no place to go to make a mess, Smith said.

And, she added, “You can’t even work on stuff at the schools because they are locked up in the afternoon.”

West sees Project Hub drawing members “from both Spartanburg and Greenville counties, and Cherokee, too. With the right groups involved in supporting this, I think it will be a dynamite thing.”

While not a new concept and related to the growing makers’ movement, Project Hub will be the first of its kind in South Carolina, charging a monthly membership fee for use of space and equipment.

Every member will have a Wiki-style digital vault to keep track of their projects with different levels of public access. A member “can make this stuff visible to the public, this stuff for members, this stuff for his eye only,” explained Alverson.

He expects Project Hub to attract engineers and others, including retirees, with craft skills willing to “work off their membership” by serving as tutors to learners and to make or fix things on order.

Photo by Greg Beckner

Creating a

Laney Alverson and his ’81 Corvette

Extra Work for Average Joes

“we pay the member to work on the project, and the customer pays us to get the project done,” Alverson said. “It will be an easy way for your average Joe to pick up some extra work on the side.”

Project Hub will conduct classes on “everything from Electronics 101 to welding certification and anything in between,” again utilizing professional members qualified to teach.

Alverson is lining up a hardware store to partner with Project Hub as a supplier of materials so “we can get a cut of the profits.”

Aside from membership fees, classes and materials “are our two biggest revenue streams,” he said.

Alverson anticipates setting the monthly fee at $75 to $100 with children added at half price. His break-even point is 65 members.

Coming Soon: Driverless Trucks

once he gets project hub going, he plans to return to his grander ambition, one begun while still a student at Wofford College: developing automated systems “you eventually will need for full autonomous trucks, like driverless vehicles.”

He holds a provisional patent on a system that cuts the time for hitching trailers to big-rig cabs from 20 or 30 minutes to just a couple. “The drivers back up to the trailer, hit a button and are on their way in two or three minutes instead of having to get out, hitch everything, connect all the lines, check the electricals and all that.”

Alverson formed Spartan Automated Systems to develop the hitching system as its first project. There are plans, too, for automated fueling and anti-theft systems. John Warner’s InnoVision has included the projects on its “big idea” website.

Because driverless systems are neither legal nor illegal in South Carolina, Alverson promoted a bill in the General Assembly to allow testing and operation of autonomous vehicles. The bill was referred to committee in April.

Project Hub is more than a separate business venture for Alverson; it is a stepping stone on the driverless transportation path. Alverson intends to utilize the fabrication equipment himself to “tremendously reduce the equipment costs” for building his automated hitching prototype.

Looking for Space and Capital

with a self-imposed deadline to open project hub in the fall, Alverson is looking for affordable space of 4,500 to 5,000 square feet in a high pedestrian traffic area so people can see busy activity inside.

While his preference is downtown Spartanburg, he is being drawn to Greenville “because of the interest we have received” from Clemson’s International Center for Automotive Research.

With the help of SCORE’s West, he is seeking donations of workshop equipment to cut a projected shop tool outlay of $100,000 in half.

Working off “a huge list” of manufacturers as large as BMW and Michelin and as small as “the machine shop down the road,” Alverson is offering sponsorship visibility, maintenance of equipment and discounted memberships for employees.

To cover the rest of his startup costs, he has applied for a low-interest loan of $50,000 from the Michelin Development Fund. If necessary, he can use donated equipment as collateral.

When interviewed by UBJ in mid-June, Alverson had “only a few things we own,” but was optimistic, as were mentors Smith and West, that he would find what he needs.

“I think he will get 50 percent of the stuff that he needs donated,” West said. “We are getting some equipment. It will have to be refurbished a little bit, but a lathe is a lathe is a lathe even if it was made 40 years ago.”

Smith has no doubts, either. “He decides what he is going to do about it, and gets it done. I wish I had 20 more Laney Alversons.”

Alverson designed Project Hub as a smaller version of the TechShops that originated in California and have spread to Detroit, Pittsburgh and Austin, Texas. One between Raleigh and Durham closed because of a poor location.

“I believe they have 800 to 1,000 members, and I want to keep 125 max to promote collaboration,” he said. “Our market is students, artists, engineers, hobbyists, retirees, veterans – anybody who makes anything or has any type of project.”

The workshop concept is related to the revival of hacker or maker spaces, primarily nonprofit clubs for collaboration in electronics and computer programing. The Greenville Makers is one. Another is located in Columbia.

Portrait of a Hands-On Guy By Dick Hughes | contributor Laney Alverson is the wunderkind of the Upstate’s considerably talented generation of young innovators. Consider this: Around age 12-13, he built his own computer at home in Spartanburg County’s Pauline community, and today thinks he knows computer programming “better than I can speak English,” which he does articulately.

During geometry class at The Village School, he designed and built a water block out of copper for cooling a computer.

As a senior project, he dropped the engine and transmission from an ’81 Corvette, rebuilt a ’91 engine with overdrive

transmission, and retrofitted them in the ’81.

Since, he has “replaced modified or upgraded everything on that Corvette but the rear suspension and the paint.”

Alverson took a combustion engine, rebuilt it and ran it off hydrogen as a no-emission fuel.

He learned sign language.

He founded Spartan Automated Systems as a company to develop systems for driverless vehicles.

He convinced Spartanburg state Reps. Norman Brannon and Eddie Tallon to introduce legislation allowing for testing and operation of driverless– vehicle systems.

All of the above, before

he turned 25.

“He is brilliant, frankly,” said Elizabeth Smith, manager of Clemson’s small business development center in Spartanburg, who began working with Alverson two years ago.

What she finds particularly fascinating is his high level of competence in both mechanical and digital skills, the ability to rebuild an engine and write a complicated computer program.

“What makes that so powerful is that he can think in both domains.

He can think in the physical but also do it in the digital,” she said. “He can become a translator, helping those who understand it in

Contact Dick Hughes at dhughes@communityjournals.com.

one dimension.”

In an interview in the backyard office of Granny’s Auto Sales, the used car business started by his great-grandmother in Roebuck, and where he works on his Corvette, Alverson readily talked about his business ideas.

After modest prodding, he spoke of himself.

He grew up in the small village of Pauline and wanted “to get into the business school at USC, but they were full up. I ended up at Wofford to satisfy my grandparents.”

A bad economy in 2010 after graduating from Wofford got his entrepreneurial juices moving.

“I couldn’t find a job,” he said. “After trying to find one for awhile, I decided to

make my own jobs.”

Project Hub is one of those, but one in which he will be owner and operator – and customer.

“I can’t wait to get Project Hub going, because it is going to be a great environment to hang out in, have access to way more equipment than I had before and to have people to bounce ideas off of,” he said.

One of those he’ll hang with is his grandfather, Clyde K. Laney Jr., a lawyer who became a magistrate in the Family Court of the Seventh Judicial Circuit. Himself a “maker,” Laney has assured his grandson that “he and his buddies would definitely be interested in a membership and enjoy hanging out at Project Hub.”

July 5, 2013 Upstate business journal 15

Julie Jenkins in Naked Pasta’s new kitchen on Pendleton Street in Greenville.

Al Dente

Naked Pasta serves up fresh, homemade pasta, sauces and more

By April A. Morris | staff amorris@communityjournals.com

16 Upstate business journal July 5, 2013

Naked Pasta 1286 Pendleton Street, Greenville getnakedpasta.com 864-509-6008

Pasta had been on Julie Jenkins’ mind for years.

And just a few months after launching into making pasta professionally at Naked Pasta – first at the Saturday Market and recently in a Pendleton Street storefront – business is boiling.

What inspired you to open Naked Pasta?

There’s a shop in Charlotte, N.C., Pasta and Provisions, and I modeled our business after it.

It has been there since the 1990s and has become a staple in the community. Greenville didn’t have an outlet for fresh pasta and I can see Greenville getting excited about this. In places like Argentina, there are fresh pasta shops around every corner. In the food business, the profit margin is there for pasta because it’s just flour, egg and water.

At what point did you decide to move ahead?

I was working as a human resources generalist – creating online tools, working in talent development and employee engagement. I had been thinking about pasta for many years and became serious about it in 2012 after a near-fatal accident. While I recovered, I had a lot of time to think about what I wanted to do. Before then, I was comfortable with a little to moderate amount of risk; after that I was ready for a lot of risk. I had also been working from home for the last 10 years and was ready to get out from behind the computer.

Tell us about developing your business plan.

In January 2013, I was scheduled to have surgery and knew that I would have about eight weeks recovery time, so that’s when I started really planning. We (with husband Ed Creighton) were literally taking care of business in the hospital.

Photos by Greg Beckner

What was the process to develop the recipes?

At first I used my home kitchen as the test kitchen and taste-tested the recipes with neighbors and some farm partners. Ed and I are foodies, and the feedback we got was encouraging. We use the best ingredients like high-end cheeses and shiitake mushrooms and want to buy as much from local farmers as possible.

Already at the Saturday Market we’ve done trades with other vendors for ingredients.

How did you settle into the Village Arts District in West Greenville?

I wanted to “pilot” the concept, but after getting into the Saturday Market and seeing how much we were selling, I realized it had to be a sizable investment. We purchased industrial equipment,

Pasta Bite Since launching Naked Pasta earlier this year, many members of Jenkins’ family have joined the team to help. In the spring, stepson Jon Creighton, stepdaughter Jacqualyn Brooks and Jacqualyn’s husband Caleb Brooks, along with husband Ed Creighton, have all pitched in.

“Truly, this business has brought our family together,” said Jenkins.

Customer (and Jenkins’) favorite: ravioli, especially the pancetta, sundried tomato and arugula, with vodka sauce

and through my husband’s investment company we found Pendleton Street and loved it. All of our Pendleton Street neighbors are so friendly and refer their customers to us.

What is your favorite part of making and selling pasta?

I have done pottery for years and working with the dough is much like that. After making ravioli I also love to see all those baby pillows laid out.

I also enjoy advising the customers on the best pairings of pasta and sauce. I love the interaction.

What have you learned along the way?

I think I’ve learned everything the hard way. I’ve learned there are a ton of permits you have to get from the city and that every restaurant is really well inspected by DHEC before it opens.

I’ve also learned that pasta is fickle. We used to not be able to make ravioli on a rainy day because of the humidity. Now we have learned to adjust the water and egg ratio to get it right.

What about plans for the future?

We’ve been successful in our initial offerings and will expand significantly over time. The gluten-free pasta is a tough one to crack, but we are working on it. Ed had once wanted to open a sausage shop and we want to look into selling sausage, adding an olive bar and deli counter along with offering take-away pizza kits.

Grab and Go Naked Pasta sells their products – ravioli, lasagna, fettuccine, sauces, sausage, dips and more – at the Saturday Market (between May and October) and at the storefront year-round. Individually packaged products are available chilled or frozen.

Go Figure

1,800-2,000 number of ravioli made in a day at Naked Pasta

60

pounds of homemade sausage made at a time

7

pounds of fresh spinach in a batch of spinach fettuccine

From left, Caleb Brooks, Jacqualyn Brooks, Julie Jenkins and Ed Creighton.

July 5, 2013 Upstate business journal 17

UBJ The Takeaway

By Eric Dodds, co-founder, The Iron Yard

‘Right Now Is Always the Best Time to Try’

Bryan Martin

Design and branding expert Bryan Martin on fear, inspiration and the importance of being scrappy

1. Dive in and start with what you know.

The fear of attempting something completely new can be paralyzing.

“If you’re scared, it might be a clue that you’re on to something. I was really scared at the beginning of the project, but I discovered that the way to overcome fear is to start with what you know. I’d never built a video game, which was daunting, but I knew I could draw, and that’s exactly where I started.”

2. Show, tell and listen.

“When I create things, I get selfconscious about other people seeing them, especially if they’re not complete in my mind. I’ve learned, though, that the best feedback you can get is showing a sketch or prototype to someone and listening to what they say. A lot of the time they point out great things you didn’t see, and

EVENT: Grok 2013 WHO WAS THERE: Designers, developers, startups and investors from all over the country SPEAKER: Bryan Martin, director of design and branding for Rice Bowls TOPIC: You don’t have to be “SUPER” to do work that matters that type of encouragement motivates you to keep pushing forward. “ 3. Go ahead and make a mess.

“I used to surgically remove what I thought were bad drawings out of my sketchbook because I didn’t want them to reflect my work. That type of mindset doesn’t acknowledge that the process of making things is messy, though. I’ve learned to embrace the unrefined

Work efficiently, close

deals and conduct meetings in the sophisticated, iPad-ready e-lounge and private offices

Connect in the upscale bar with great city

and mountain views; network with Greenville’s top business professionals

beginnings of an idea, and have found that keeping early drawings allows me to return to them to find nuggets of inspiration.”

4. Problems are inevitable and temporary.

“Turning my designs into a playable game presented problem after problem – we just couldn’t seem to get the prototype right. After dozens of versions, though, it started to come to life. I’ve learned that no matter what you’re working on, problems will show up. The good news is that they won’t last. The trick is to keep trying as you get closer to the light at the end of the tunnel.”

5. Surround yourself with great people.

“Sometimes people look at the work of a great designer and marvel at their talent level. In most cases there are a lot of other great people that have made significant contributions along the way. I’ve found that I rarely produce my best

Host productive

meetings in our dynamic boardroom with hightech business amenities and signature service

Photo by Jivan Dave

every year designers and developers gather in Greenville for an event called Grok. It’s a three-day conference sans the how-to sessions from industry leaders. A focus on relationships, conversation and inspiration creates a valuable and refreshing experience for young guns and veterans alike.

This year people were especially inspired by Bryan Martin. As the lead designer at Rice Bowls, he is responsible for anything and everything that visually represents the nonprofit. His most recent project is designing a fun, hunger-fighting video game for kids whose revenue will be used to feed real, malnourished children in other countries. His talk focused on the main lesson he has learned over the course of his career: You don’t have to be super to do work that matters and lasts.

UBJ Square Feet work as a lone wolf, and I’ve learned to seek out the people who will make my work better.”

6. Celebrate and savor checkpoints.

“Our fast-paced society is often focused on what’s next, not what’s happening. I think that mindset creeps into our work. We become obsessed with what we have to do next and don’t take any time to celebrate victories along the way.

Lately I’ve been recording every good thing that happens as we work on this project, big and small. It’s been incredibly encouraging to pause and reflect on the good things that are happening.”

7. Take a chance to be scrappy.

“A lot of the time we want the best possible conditions to be in place before we start something, but that’s rarely the case in the real world. My encouragement to people is to go for things even if everything isn’t in place. For scrappy people, right now is always the best time to try.”

Eric Dodds is the co-founder of The Iron Yard, a startup accelerator which brings together entrepreneurs, investors, developers, artists, teachers and collaborative spaces.

Renovations Underway at Crosspointe

crosspointe plaza, located at the corner of Haywood and Woods Crossing roads in Greenville, is undergoing renovations now, according to developers RealtyLink.

The shopping center, once home to Toys R Us and Circuit City, will house JoAnn Fabric and Craft Store, which opens July 26 in its 18,000 SF location in the old Circuit City. Joining JoAnn later this year is T.J. Maxx, which is relocating from 30 Orchard Park Drive to a new 28,000 SF store. DSW (Discount Shoe Warehouse) will open an 18,000 SF location inside of the old Toys R Us. Both stores are set to open in October.

RealtyLink is seeking to go through the renovations, but they are planning to sell the shopping center once it is completed, said Neil Wilson, principal at RealtyLink.

DEALMAKERS Spectrum Commercial Properties announced: Jack Snedigar recently represented the seller, Renaissance Custom Homes LLC, in the sale of an office building at 133 Bennett St. & Stone Ave., Greenville, to

Play

as hard as you work with Club events, parties, and mixers designed to help you kick back and relax

Bunky Properties LLC. The site will be used for a new dentistry office.

Barnes & Noble and surrounded by other national retailers.

Rob Brissie recently represented the buyer in the purchase of a 35,000 SF retail center on 3.4 acres located at 1487 and 1489 W.O. Ezell Blvd., Spartanburg, which is anchored by

Cross Creek Realty LLC announced: Steven Smith represented Margie Connolly and Ben Simpson in the sale of 54.69 acres in Pickens County.

Celebrate exciting accomplishments with family, friends or co-workers in your choice of private dining rooms

55 Beattie Place | commerce-club.com | 864.232.5600

UBJ On the Move CERTIFIED

HIRED

HONORED

Tom Wilkins

Nancy Long

Glenn D. Buddin Jr.

Has become the first physician in Greenville County to be certified according to the U.S. Department of Transportation Federal Motor Carrier Safety Administration (FMCSA) Law of 2013. Wilkins, a physician with Doctors Express Cherrydale, is a graduate of the College of Charleston and the Medical University of South Carolina with 17 years of experience working in a variety of emergency rooms.

Recently welcomed as Aprons, Etc.’s new major accounts manager. Long will be responsible for the development of customer relationships with major distributor accounts. She joins the company with experience in in sales and marketing, most recently with Green Street Site Furniture. She has also worked as a marketing representative and sales administration manager for Community Journals.

Recently named the South Carolina Bankers Association’s Outstanding Young Banker for 2013-14. Buddin, the CEO of Blue Ridge Bank, joined Walhalla-based Blue Ridge as comptroller in 2001 following his graduation from Clemson. He was promoted to vice president of Blue Ridge in 2004 and in 2008 was awarded the dual titles of CEO and chief financial officer.

HONORED

PROMOTED

HONORED

Maxim Williams

Anand Gramopadhye

Lynn C. Faust

Director of community relationship building at Bon Secours St. Francis Health System; was among the 10 Tommorow’s Leaders selected and recognized by the Catholic Health Assembly (CHA). Williams created a league of agencies, businesses and other organizations interested in improving the Sterling neighborhood. Using input from the residents and league, he helped develop a revitalization plan and he has since been working with the community to create gardens, exercise trails and a community center, and to lay the groundwork for future improvements.

Clemson University’s associate vice president for workforce development and chairman of the industrial engineering department; has been named dean of the College of Engineering and Science. He earned a bachelor’s degree in production engineering in 1987 from the University of Bombay, India, and a master’s degree in 1989 and a Ph.D. in 1992, both in industrial engineering, from the State University of New York, Buffalo.

Was recently named to Barron’s list of the “Top 100 Women Financial Advisors” in the country.

Faust, senior vice president of investments with Raymond James & Associates, and principal of The Faust-Boyer Group, was ranked No. 80 in the United States and was the only South Carolina advisor on the list. She has also been named one of Barron’s “Top 1000 Financial Advisors” every year since 2010.

20 Upstate business journal July 5, 2013

FINANCIAL:

Northwestern Mutual recently announced that Bill Robinson achieved the Certified in Long-Term Care (CLTC) designation. Graduates of the CLTC designation program from the Corporation for Long-Term Care Certification Inc. have completed a multidisciplinary curriculum with a detailed concentration on information involved in the sale of long-term care insurance.

LOGISTICS:

Sunland Logistics Solutions recently announced that Melody Kelley won the ICARE award for May. Beginning in 2011, Sunland implemented the ICARE Program, an associate incentive based program, rewarding performance excellence.

REAL ESTATE:

CBRE | The Furman Co. recently announced that John Parker has joined the industrial services group as an associate in brokerage services. Parker previously served as a project manager and associate in the office group leveraging his knowledge in asset management, transaction management and development at Liberty Square in downtown Greenville. Prior to joining CBRE | The Furman Co. in 2010, he worked for Trammell Crow Company in Charlotte.

MOVERS AND SHAKERS New hires, promotions and award winners can be featured in On the Move.

Send information and a photo to onthemove@ upstatebusiness journal.com.

UBJ Planner monday July 8 Rocky Mountain Hardware Roadshow ProSource, 200 Industrial Drive, Greenville; 11:30 a.m.-1:30 p.m.

The event is open to builders, architects, interior designers and consumers.

For more information: call 864-232-2545 or visit prosourcesupply.com.

Mac Users Group Grace Baptist Church, Choir Room, 5020 Old Spartanburg Road, Taylors; 6:30-8:30 p.m.

Attendees share tips, discuss the latest news and enjoy the company of other Macintosh users.

tuesday July 9 Business Before Hours Commerce Club of Greenville, 55 Beattie Place, Suite 1700, Greenville; 7:30-9:30 a.m.

Open only to Chamber members.

Cost: $8.50 for those who pre-register on-line at greenvillechamber. com or $12 at the door.

Contact: Lorraine Woodward at 864-2393742, or if you are a Commerce Club member, Dot Drennon at ddrennon@greenville chamber.org

LAUNCH Party Clemson University International Center for Automotive Research (CU-ICAR), 5 Research Drive, Greenville; 4-6 p.m.

Cost: Free for LAUNCH members, $50 for non-LAUNCH members.

Includes: A tour the Campbell Graduate Engineering Center and a possible tour and info session with the Deep Orange Program.

Light appetizers and beer will be provided for those who register in advance.

Contact: Allison McGarity at amcgarity@ simpsonvillechamber.com

Greenville SHRM Thornblade Club, 1275 Thornblade Drive, Greer; 5:30-8 p.m.

Speaker: Ava Smith Topic: Generational Differences – The Benefits & Challenges Cost: $25 For more information: greenvillehr.shrm.org

Young Executive Networking Commerce Club of Greenville, 55 Beattie Place, Suite 1700, Greenville; 6-7:15 p.m.

Cost: $5 for members, $10 for guests Contact: Dylan Petrick at 864-232-5600 or dylan.petrick@ outclub.com

wednesday July 10 South Carolina Hispanic Chamber of Commerce University Center of Greenville, Main Auditorium, 225 South Pleasantburg Drive, Greenville; 8:30-10:30 a.m.

Speaker: Chris GanttSorenson, shareholder at Haynsworth Sinkler Boyd, P.A. Topic: Understanding the Affordable Care Act Cost: Free

Got a hot date? Contribute to our Plannerby submitting event information for consideration to events@upstatebusinessjournal.com

Register at: schcchealth13. eventbrite.com

One Liberty Square, 55 Beattie Place, Greenville; 6 p.m.

GSA Technology Council Learning Lunch

Cost to Visit: $5 to cover meeting space and one drink at the bar For more information: visit yptm.toastmasters clubs.org

Embassy Suites Hotel, 670 Verdae Blvd., Greenville; 11:30 a.m.-1 p.m.

FemCity Greenville Connection Luncheon Ruth’s Chris Steakhouse, 851 Congaree Road, Greenville; 11:45 a.m.-1:15 p.m.

Speaker: Lauren Wilson, owner of Pure Barre Topic: What it takes to start a business, grow it and ultimately expand in this market Cost: $30 for members and $45 for nonmembers Register at: femfessionals.com/ FemCities/Greenville/ Calendar/Events/ FEMCITYGREENVILLE-1650.htm

Brewmasters The Commerce Club, 55 Beattie Place, One Liberty Square Building, 17th Floor, Greenville; 6:30 p.m.

Speaker: Trey Wheeler, New Belgium Beer Ranger Topic: Warm weather brews Attendees will learn about the following beers: Lips of Faith’s Pluot Ale, Paardebloem Ale, and Cascara Quad;

Hop Kitchen Aramis IPA; Rampant Imperial IPA; and 1554 Black Lager.

Cost: $20 for Commerce Club members, $24 for non-members Dress Code – business casual. Jeans are ok, but please no shorts, gym wear, sweats, tennis shoes, tank tops or caps.

RSVP to: lynn@ naturewalkphotos.com, call 232-5600, or visit commerce-club.com

thursday July 11 Women’s Business Network Contact Simpsonville Chamber of Commerce for location; noon-1 p.m.

Speaker: Charity Fogle,

fashion stylist and correspondent for Fashion Fridays segment on Carolina Now Topic: Fashion and Styling Cost: $15 for Simpsonville Chamber members, $20 for non-members Contact: Allison McGarity at amcgarity@ simpsonvillechamber.com

PULSE Guest Bartending Night Soby’s 207 S. Main St., Greenville; 5:30 p.m.

Cost: Free to attend and open to PULSE members and nonmembers.

Proceeds from the event will support the United Way.

Diversity Connections CityRange Steakhouse Grill, 774 Spartan Blvd., Spartanburg; noon-1:30 p.m.

Guest Speaker: Liz Richardson, globalbike photographer Topic: Slideshow of most recent project in Africa This event is open to all members and guests.

Contact: Doug Gregory at 864-594-5000 or dgregory@spartanburg chamber.com

Young Professional Toastmasters The Commerce Club,

July 5, 2013 Upstate business journal 21

UBJ New to the Street

2. Coldwell Banker Caine recently held the grand opening celebration of its fourth real estate gallery at 118 S. Pendleton St. in downtown Easley.

The Old Market Square Real Estate Gallery offers agents the technology and flexibility they need to conduct business while on the go. The space has a technology bar – a signature feature of Coldwell Banker Caine Real Estate Galleries – with computers for agent use, and television systems strategically placed for viewing properties and displaying presentations.

Additionally, multiple conference rooms and sitting areas are available to accommodate agent and client meetings of all kinds.

Old Mill Rd

N Main St

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eXECUTIVE Editor Susan Clary Simmons ssimmons@communityjournals.com

PRESIDENT/Publisher Mark B. Johnston mjohnston@communityjournals.com Senior Vice President Alan P. Martin amartin@communityjournals.com UBJ Associate Publisher Ryan L. Johnston rjohnston@communityjournals.com

MANAGING editor Jerry Salley jsalley@communityjournals.com staff writers Sherry Jackson, Cindy Landrum, April A. Morris SENIOR BUSINESS writer Jennifer Oladipo contributing writerS Dick Hughes, Jenny Munro, Jeanne Putnam, Leigh Savage

22 Upstate business journal July 5, 2013

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Lib er

ty

Dr

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n dleto S Pen

W Main St od llwo K no

t ain S NE M in St E Ma

EDITORIAL INTERNS Cynthia Partridge, Keith Sechrist

ADVERTISING DESIGN Kristy Adair, Michael Allen, Whitney Fincannon

art & production art director Richie Swann photographer Greg Beckner PrODUCTION Holly Hardin

IDEAS, FEEDBACK, OPINIONS opinions@upstatebusinessjournal.com

marketing & advertising Marketing Representatives Lori Burney, Mary Beth Culbertson, Kristi Jennings, Donna Johnston, Pam Putman MarketinG Katherine Elrod Marketing & EVENTS Kate Banner BRAND STRATEGIST Austin Hafer Billing Shannon Rochester Client Services ManagerS Anita Harley, Jane Rogers

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1. Grace Spa & Wellness Centers, located at 623 N. Main St. in Mauldin, recently held its ribbon cutting. They offer seminars, massages and yoga among their services. For more information, call 864-2145899 or visit gracewellnesscenters.com.

UBJ Snapshot PULSE, the Greenville Chamber’s program for young professionals, held their June social last week at Mac’s Speed Shop downtown.

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p This photo of the west side of Main Street from Court Street to McBee Avenue taken in the early 1940s shows a new Belk building where the Poe Hardware store once stood. The Belk department store was founded

by William Henry Belk and John Montgomery Belk of Charlotte in 1888.

The company recently celebrated its 125th anniversary.

The first Greenville store was opened in 1916 as Belk-Kilpatrick. In 1923, physician William D. Simpson, from Abbeville, bought the local partnership. The name was then changed to Belk-Simpson. The First National Bank relocated from its former corner location, a restaurant in this photo, to a new Art Deco building completed in the 1930s where the first Belk building had been located.

Historic photograph available from the Greenville Historical Society q Today, TD Bank occupies what was once home to the First National Bank of Greenville.

Photo by Greg Beckner

July 5, 2013 Upstate business journal 23

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