JULY 15, 2016 | VOL. 5 ISSUE 29
SERIOUS BUSINESS As Upstate cases grow, cancer care is expanding to meet the need.
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Optional equipment shown. *Monthly lease payment is available only to qualified customers through Mercedes-Benz Financial Services at participating dealers through August 1, 2016. Advertised 36 month lease payment based on MSRP of $41,125 less a suggested dealer contribution resulting in a total gross capitalized cost of $39,516. Dealer contribution may vary and could affect your actual lease payment. Includes Destination Charge and Premium 1 Package. Excludes title, taxes, registration, license fees, insurance, dealer prep and additional options. Total monthly payments equal $13,644. Cash due at signing includes $3,359 capitalized cost reduction, $795 acquisition fee and first month’s lease payment of $379. No security deposit required. Total payments equal $17,798. At lease end, lessee pays for any amounts due under the lease, any official fees and taxes related to the scheduled termination, excess wear and use plus $0.25/mile over 30,000 miles and a $595 vehicle turn-in fee. Purchase option at lease end for $25,498 plus taxes (and any other fees and charges due under the applicable lease agreement) in example shown. Subject to credit approval. Specific vehicles are subject to availability and may have to be ordered. See participating dealer for details. View U.S. News Best Cars at www.usnews.com/cars. ©2016 Authorized Mercedes-Benz Dealers For more information, call 1-800-344-8736, or visit MBUSA.com.
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INFORMATION YOU WANT TO KNOW
| HONORS | 3
Joe Erwin to be honored at Greenville Drive’s Green Day DAVID DYKES | STAFF
ddykes@communityjournals.com Local businessman Joe Erwin has been selected as the honoree for the Greenville Drive’s 11th annual Green Day event, according to team owner and President Craig Brown. Brown, speaking at a networking event for creative services and independent company workers, said Erwin “personifies the drive, the ambition, the work ethic that has made Greenville the wonderful town that it is.” Erwin is “one of Greenville’s true leaders,” Brown said. Erwin, co-founder and former president of national advertising agency Erwin Penland, called the tribute “a great honor.” Erwin established Erwin Creates, a company continuing the legacy he has built over the last 30 years of cultivating, growing and influencing a creative community throughout South Carolina. Erwin Creates will support the Erwin Center for Brand Communications at Clemson University and Erwin's personal consulting requests, but its centerpiece will be a new creative community called Endeavor. Endeavor, a membership-based co-working community for independent companies and freelancers in the creative services field, is located in downtown Greenville. Erwin will be honored during the Drive baseball game at Fluor Field Aug. 2. Brown announced Erwin’s selection during Endeavor’s inaugural Collaborators & Cocktails event July 6. Its speaker was Susan Credle, global chief creative officer at the FCB agency. Credle, who grew up in Greenville, is considered one of the industry’s leading creatives and an important voice representing women. She told the Endeavor gathering that Greenville should be proud of its development successes, including downtown, but to remember the work is never finished.
Erwin joins previous Green Day honorees, who include former Greenville Mayor Max Heller and his wife, Trudy (2006); Greenville City Councilwoman Lillian Brock Flemming and Greenville County Councilwoman Xanthene Norris (2007); former Greenville Technical College President Dr. Tom Barton (2008); businessman and philanthropist C. Dan Joyner (2009); civic leader, judge and attorney Merl Code (2010); former S.C. Governor and U.S. Secretary of Education Dick Riley (2011); South Carolina Governor's School for the Arts and Humanities Founder Dr. Virginia Uldrick (2012); environmentalist and attorney Tommy Wyche
(2013); philanthropists Hayne and Anna Kate Hipp (2014); and David Glenn, CEO and founder of Centennial American.
ENGAGE Greenville Drive Green Day WHEN: Aug. 2, 7:05 p.m. WHERE: Fluor Field, 945 S. Main St., Greenville MORE INFO: greenvilledrive.com
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4 | THE RUNDOWN |
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TOP-OF-MIND AND IN THE MIX THIS WEEK
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VOLUME 5, ISSUE 29 Featured this issue: Bacon Bros. branches out.. ................................................ 10 SBDC honors small businesses............................................. 12 Recap: Greenville DRB Urban Panel, July meeting.............. 24
Spartanburg-based fitness chain Pure Barre has announced the opening of its 400th studio. The company hit the milestone with the studio in Garden City, N.Y. Read more on page 5.
WORTH REPEATING “We’re changing the franchise model, and that’s scary. But we’re also pulling it off.” Page 10
“What does ‘objectively reasonable’ lethal robotic force look like?” Page 15
“I never look at research as a direct moneymaker.” Page 16
VERBATIM
On medicine “The aim of medicine is to prevent disease and prolong life; the ideal of medicine is to eliminate the need of a physician.” William J. Mayo (1861-1939), co-founder of the Mayo Clinic.
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| FITNESS / RESTAURANTS | 5
Pure Barre opens 400th studio STAFF REPORT
Spartanburg-based fitness chain Pure Barre has announced the opening of its 400th studio. The company hit the milestone with the studio in Garden City, N.Y., and said its presence has grown to 42 states, as well as Toronto and Vancouver, Canada. “Our 400th studio is an exciting milestone and humbling reminder of how many lives our studio owners impact each day,” said Michelle Kluz, CEO for Pure Barre, in a statement. “We look forward to inspiring more women to reach their personal best through our innovative and proprietary technique.” Pure Barre said it has opened 43 studios this year. The company said it is the largest barre concept in the nation, having three times the number of studios as its nearest competitor. Carrie Rezabek Dorr, a dancer, choreographer and fitness expert, founded Pure Barre in 2001. Dorr opened her first studio in the basement
of an office building in Birmingham, Mich. In October 2012, Spartanburg-based private investment group WJ Partners recapitalized the chain. WJ Partners, founded in 2008, includes George Dean Johnson Jr., Jaime and Ben Wall and Mark Blackman. Shortly after the transaction, WJ Partners moved Pure Barre’s corporate office from Denver to the One Morgan Square building in downtown Spartanburg. The company has a corporate studio and training center on Magnolia Street across from its headquarters that attracts prospective franchisees from across the country to downtown. In May 2014, Pure Barre announced it had received another growth capital investment from the Connecticut-based private equity firm Catterton. For more information, visit purebarre.com.
Downtown Greenville’s Green Room closing for renovations SHERRY JACKSON | STAFF
sjackson@communityjournals.com Downtown
Greenville
restaurant the Green Room, known for its award-winning truffle French fries, will close for maintenance and renovations on Sunday, July 24. In April the restaurant was purchased by North Carolina-based The Bottle Cap Group along with SIP Rooftop Lounge from local restaurateur Jason Fletcher’s High Street Hospitality Group. The Bottle Cap Group also owns Brazwells Premium Pub, Ink N Ivy and, coming this fall, Diner 24. “During the closing we will be focusing on the interior
design, updating both food and drink menus, along with staff training for current employees and new hires,” said Morgan Conroy, marketing director for the Bottle Cap Group. “Bottle Cap Group is creating an elegant, romantic setting in hopes of reopening as one of Greenville's most sought-after dinner reservations.” The reopen date is tentatively scheduled for late August. As a farewell, a Spanish Wine Tasting and Dinner will be held on Wednesday, July 20. For tickets and additional info, visit bit.ly/ green-room-eventbrite or bit.ly/ green-room-facebook.
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INFORMATION YOU WANT TO KNOW
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“Collaboration is the New Competition” Global South Metro Exchange focuses on region’s competitiveness STAFF REPORT
Business leaders from the
WE ARE HONORED TO WELCOME
TOMMY DEMINT TO OUR TEAM
Tommy DeMint has joined United Community Bank as Senior Middle Market Team Leader on our Corporate Banking platform. With more than 15 years of financial industry experience, he has an extensive understanding of Corporate Banking and Capital Markets in the Carolinas. Tommy will be responsible for executing transactions for corporate borrowers across our footprint. We are pleased to have Tommy as part of the United family. GREENVILLE | 306 East North Street | 864-255-4712
Member FDIC. © 2016 United Community Bank | ucbi.com
Upstate, Charleston, Atlanta and Charlotte, N.C., will gather for a daylong event July 21 at the Hyatt Regency Greenville to discuss the region’s global competitiveness. The Global South Metro Exchange will focus on the theme “Collaboration is the New Competition.” Participants will seek to build relationships, explore best practices and make connections that support economic development across state lines. Topics discussed will include transportation, free trade agreements, workforce challenges and opportunities, the post-Panamex ripple effect, open technology and aligning export support with industry needs. The program will kick off with two speakers: John Lummus, president and CEO of Upstate SC Alliance, and Ford Graham, director of international strategy and trade for the South Carolina Department of Commerce. Tony Zeiss, president of Central Piedmont Community College in Charlotte, will John Lummus moderate a panel discussion about globalization with Greenville Mayor Knox White and Charleston Mayor John Tecklenburg. Carol Comer, director of the intermodal division of the Georgia Department of Transportation, will provide an update about the Southeast High Speed Rail corridor. Pamela Gregory, manager of the Southeast region for the U.S. Department of Commerce, will moderate a panel on free trade agreements. Panelists will include Dontai Smalls, vice president of public corporate affairs for
UPS; Cherod Webber, president and CEO of Innovate Global Supply; and Bryan Jacobs, vice president of government and external affairs at BMW Group. Several other speakers and discussions are planned throughout the day. Upstate SC Alliance, an economic development organization founded in 2000 to position the region for global success, said the event grew out of its work with the Global Cities Initiative, a joint project of the Brookings Institute and JPMorgan Chase. The organization said through the initiative it recognized that the impact and opportunities of globalization efforts are common interests for nearby cities Atlanta, Charlotte and Charleston. Upstate SC Alliance team members engaged their neighbors in dialogue about collaboration on a larger scale, and the Global South Metro Exchange was the result of those conversations, the organization said. “The roads that connect Atlanta, Charlotte, the Upstate and Charleston — Interstates 85 Ford Graham and 26 — are a physical manifestation of the many points of affinity between our markets, and the Global South Metro Exchange program aims to explore additional opportunities among transportation and logistics, trade and exports, middle market opportunities, workforce challenges, technology and innovation to ensure we’re working together to align the Southeast as an economic powerhouse where ‘Collaboration is the New Competition,’” Lummus said in a statement. For more information, visit upstatealliance.com.
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The Upstate of South Carolina is a beautiful area home to many businesses. It is also home to severe thunderstorms in the summer and ice storms in the winter. As the weather warms up, as memories of recent winter storms melt away, it’s tempting Scott Kelly to forget the President Carolina cold, hard Heating Service dread that the lights Serving Greenville since 1981 might go out. Most of the Upstate felt the effects of no power due to ice and wind. But the potential for storm related power outages is a year-round sleeping trigger. While you cannot prevent power outages, you can prepare for them. As a business owner I know just how important having power is to stay profitable and keep that competitive edge, so do the folks at Stevens Aviation here in the Upstate. The loss of power would cripple their ability to return an aircraft to service and keep customers happy. Having a backup system in place allows for all of their locations to access critical systems and continue business as normal. Virtually every function of their business is dependent in some way on a power source. In a competitive world, assuring their clients continued convenient service provides an advantage over many of their competitors who would be at the mercy of their local power grid. Any loss of power takes them out of communication with their clients and their employees. As the weather becomes more unpredictable, Stevens Aviation decided it was time for peace of mind and called Carolina Generators to install a 45KW Generac Generator on location. Power your peace of mind by installing an emergency generator.
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STAY OPEN FOR BUSINESS. HAVE A BACKUP PLAN FOR POWER! Contact us today to schedule our Power Pro Professional for your FREE onsite assessment. Greenville: 864-232-5684
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| AUTOMOTIVE | 9
Chinese firm buys Faurecia plant in Fountain Inn Yanfeng Automotive Interiors project to bring more than $70 million investment to Upstate DAVID DYKES | STAFF
ddykes@communityjournals.com Yanfeng Automotive Interiors, a large supplier of automotive interior components, is establishing operations in Laurens County, buying the Faurecia manufacturing plant in Fountain Inn. Terms weren’t disclosed. The new development is expected to bring $71 million of new capital investment and lead to the creation of 35 new jobs, South Carolina Department of Commerce and company officials said. The company will supply BMW with interior components, including door panels, instrument panels and floor consoles, for multiple models built by the automaker, state and company officials said. Yanfeng Automotive Interiors is a supplier of instrument panels and cockpit systems, door panels, floor consoles and overhead consoles. Headquartered in Shanghai, the
company has more than 100 manufacturing and technical centers in 17 countries and employs more than 28,000 people globally. Established in 2015, Yanfeng Automotive Interiors is a joint venture between Yanfeng Automotive Trim Systems Co. Ltd., a wholly owned subsidiary of Huayu Automotive Systems Co., Ltd.; the component group of SAIC Motor Corporation Limited; and Johnson Controls, a global multi-industrial company. The acquisition includes the existing 365,000-squarefoot plant at 101 International Blvd. and its employees. Yanfeng Automotive Interiors also will expand the plant by an additional 100,000 square feet to accommodate future new business, company officials said.
Faurecia Plant in Fountain Inn
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INFORMATION YOU WANT TO KNOW
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07.15.2016
Bringing home the bacon Bacon Bros. to set up shop near the Swamp Rabbit Trail, plans franchise move into Houston CAROLINE HAFER | STAFF
chafer@communityjournals.com While Greenville’s Bacon Bros. Public House is still saddling up for its franchise expansion into Houston, this week the farm-to-table gastropub announced a new partnership that will put a bakery, butchery and diner right off the Greenville Health System Swamp Rabbit Trail. Thanks to a partnership with nonprofit Feed & Seed, also headquartered in Greenville, Bacon Bros. will run the three entities at The Commons, a new marketplace planned for 159 Welborn St., adjacent to the trail. Feed & Seed plans to occupy 12,000 square feet at The Commons, creating a wholesale environment for regional farmers, director Mike McGirr told UBJ. Feed & Seed will purchase from the farmers and then distribute to local purveyors – including restaurants such as Bacon Bros. “A butchery has always in the plans for us as we expanded our brand,” said Jason Callaway of Bacon Bros. “Partnering with Feed & Seed feels like a
very natural next step for Bacon Bros. in Greenville, and we are excited to share the food hub with the community.” From the butcher shop, Bacon Bros. will source their local meats to their franchises so that they can distribute their own products. The food hub facility is slated to open in April 2017. Also included at the location will be a café run by Due South Coffee, the second location of The Community Tap and the customer-facing arm of the Feed & Seed. “What is unique to and what drew me to Bacon Bros. is that their business plan was modeled specifically on seasonal, whole-animal sourcing,” said McGirr. “They represent the next wave of restaurant culture in the Southeast, one that is turning back to a rich heritage of local agriculture with a keen sense of responsibility to the community and its resources.” BOUND FOR TEXAS Bacon Bros. has also created a franchise model for Southeast expansion after two years of traveling cus-
tomers begging to bring the restaurant closer to home. One of those travelers, Travis Cook, is set to open the Greenville-based restaurant’s first franchise in Houston. The Texas native was traveling to Asheville for work and found the dining spot on Yelp. He did his research and found the Bacon Bros. franchise model online and reached out to them to open his own location. The opening isn’t quite that simple, through. The “brothers” want to be sure that their franchises are are all locally sourced and up to the original location’s standards. Callaway’s first trip to Texas was scouting locations
for the new restaurant but also visiting local farms to make sure they would have good, local resources. “We want our franchise to purchase as much as they can locally and be a huge boost to the community,” he said. “We’re changing the franchise model, and that’s scary. But we’re also pulling it off,” says Bacon Brothers Food Group CFO Mike Porter. Once the location and farms are decided upon, franchisees will train in Greenville for six weeks to learn food preparation and butcher practices. After the training is completed, the Bacon Bros. operations team will frequent the location to see where the franchisee could use help and make sure the business is running smoothly. The menus change quarterly, and Bacon Bros. will provide in-house training for each new menu. Franchises are also in the works in North Carolina and Georgia.
Read more about local farms strengthening ties to Greenville restaurants in this week’s Greenville Journal.
agility experience. You n e e d
and
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| MANUFACTURING | 11
Mama Mary's plant to relocate from Spartanburg to NC TREVOR ANDERSON | STAFF
tanderson@communityjournals.com A New Jersey-based food company will shutter its manufacturing and distribution operations in Spartanburg County and eliminate 125 jobs. B&G Foods said it plans to relocate production of its Mama Mary’s readymade pizza crusts from Spartanburg to an existing facility in Yadkinville, N.C., by Oct. 14. The announcement will result in the closure of its subsidiary Spartan Foods of America’s manufacturing operation at 4250 Orchard Park Blvd. and 30,000-square-foot distribution center at 1920 New Cut Road near Interstate 26, the company said. “Mama Mary’s has been a proud member of the Spartanburg community for many years, and it’s a special place that we’ve called home,” B&G Foods said in a statement on Monday. “Although this was a difficult decision, we believe that consolidating Mama Mary’s operations with the production facility we own in North Carolina is in the best long-term interests of the company. While Mama
Mary’s is hopeful that some employees will relocate, we understand that not everyone will be able to join us. We are grateful for the dedication and support of each of our team members, and we appreciate their contribution in building the Mama Mary’s brand.” Robert Cantwell, president and CEO of B&G Foods, said in a statement on Wednesday the decision is consistent with the company’s ongoing efforts to reduce excess production capacity, improve productivity and operating efficiencies and reduce overall costs. The company said it has put an employee assistance plan in place, providing all eligible employees with severance and support finding new employment. For its customers, B&G Foods said it does not anticipate disruption in production or the delivery of orders. The company said the North Carolina facility has a full baking operation that includes production of its New York Style and Old London products, and the capacity to “seamlessly integrate” the production of Mama Mary’s products.
The manufacturing operation of Spartan Foods of America on Orchard Park Boulevard in Spartanburg will close when parent company Mama Mary’s moves its production to Yadkinville, N.C.
B&G Foods acquired the Spartan Foods of America operation from Ohio-based investment firm Linsalata Capital Partners for $50 million in July 2015. Spartanburg County Councilman David Britt said Monday he was not
informed of the company’s decision to relocate. Carter Smith, executive vice president of the Economic Futures Group, could not be reached for comment.
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SBDC awards celebrate community impact of small businesses By RANCE BRYAN Business Consultant, Greenville Small Business Development Center On July 12, the Greenville Small Business Development Council hosted more than 100 area leaders for their first ever Small Business Awards Ceremony. The application process for these awards started in December 2015. The application review process was conducted in the spring and included an in-person
presentation from each of the finalists. Award winners were chosen in May and received their awards this past Tuesday. The idea for this competition originated within the Greenville Area SBDC Advisory Board. The members of the board wanted to recognize the accomplishments of SBDC clients and show how Small Business Development Centers are impacting the community. The Greenville Area Small Business Development Center is proud to honor these recipients for their hard work and contributions to the Upstate.
Statewide: scbdc.com Upstate: clemson.edu/centers-institutes/sbdc
THE WINNERS
NEW BUSINESS OF THE YEAR
Swamp Rabbit Brewery and Taproom Ben Pierson
It is extremely difficult to get a new business venture up and running. The New Business of the Year Award was established to honor a business that was started within the last 48 months and can show signs of growth in market size, revenue and employees. The Swamp Rabbit Brewery and Taproom received a great response when it opened and has been steadily growing ever since. The brewery can also take a portion of the credit for the current revitalization of Travelers Rest. The Pierson family has done a magnificent job of providing high-quality beers in a comfortable atmosphere. Ben Pierson is affectionately known as the “Godfather of Beer” around the Swamp Rabbit Brewery. After 30 years of starting and operating breweries for other companies, Ben was looking for the opportunity, the concept and the location to open his own brewery. The activity along the Swamp Rabbit Trail was encouraging, and the family saw an opportunity in Travelers Rest. The Piersons call Greenville County
home and couldn't pass up an opportunity to launch the taproom here. After many years of planning, their dream finally came true when the Swamp Rabbit Brewery opened in early 2014. The Swamp Rabbit Brewery approached the SBDC in its formative stage and received assistance around business structure and financial projections. Having a solid business plan and financial model was imperative, and this was accomplished through Ben’s expertise in the industry and some guidance from Greenville SBDC. With experience and a good plan, opening the location in Travelers Rest was much less stressful. The Piersons have brought a family approach to the business, which involves two generations in the daily operations: Ben, Teresa and their daughter, Caitlin. By each focusing on key roles, they are able to excel in both making great beer and creating great experiences for guests. The model of a local brewpub is perhaps the oldest in the beer industry, but it is also one that can be replicated, modified and updated to continue growing for another generation. A key aspect of the brewery was to diversify their product line. They offer beers of differing types at a range of price points, with an eye to sustaining their revenue/barrel metric while serving their customers well. Their beers have already won numerous medals and recognition at the prestigious World Beer Championships and the U.S. Open Beer Championship. The menu of beers at the Swamp Rabbit Brewery is constantly changing, which gives patrons a unique experience each time they visit. As with any brewery or brewpub, the launch was based on a lengthy permitting and licensing process. As the process neared completion, the business began to establish a brand through social media channels and visibility in the community. Simple things such as a message/sandwich board have allowed for broad exposure through Instagram and Pinterest, as well as Facebook and Twitter. The Brewery also hosts regular events, food trucks and a variety of local businesses, such as Biscuit Head, that help promote their business and the surrounding community. The Piersons are also very involved with several nonprofit organizations in the Upstate. They have
been long-term supporters of the Lymphoma Society, American Cancer Society and the Kidney Foundation. They have personal connections to these, as well as Carry the Fallen, a veteran’s organization.
SERVICE PROVIDER OF THE YEAR
Jordon Construction Company James Jordon The Service Provider of the Year was an award category that the Greenville SBDC developed to honor business sectors that can, at times, be overlooked. The category was open to any business in a service sector (B2B or B2C). Applicants needed to explain how they have excelled in their particular industry and
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>> what differentiates them from their competitors. In only four years, Jordon Construction Company has differentiated itself in the construction industry. Owner James Jordon takes a personal approach to every project he comes in contact with, and his passion for his work is evident in the final product. James Jordon was hesitant about moving to the Upstate. James was living in the Midwest where he attended college, but his mother wanted her son to be closer to family and was persistent in her requests. When James finally visited, almost immediately he knew that this was the place he wanted to be for the long term. From his very first visit, James could see the opportunities and growth potential in the Upstate. Jordon Construction Company has been a family effort from the beginning. James’ mother serves as his office manager. They make a dynamic duo and currently have five other full-time employees along with a multitude of subcontractors. JCC has also been doubling their revenue each year and is now performing work all over South Carolina. With assistance from the SBDC, James was able to begin pursuing government contracts. He eventually received his 8(a) certification, which allows JCC to compete on set-aside contracts from the federal government and develop beneficial partnerships with larger corporations. The SBDC has also assisted James with financial guidance and strategic management. JCC recently entered into its first joint venture with US&S Inc., which has contributed tremendously to its expanded growth opportunities. JCC continues to pursue a realistic market share of the construction industry by acquiring smaller competitors and engaging in joint venture with strategic partners. Specifically, JCC is unique in its service — it is the only minority-owned company in the Upstate whose niche is commercial interior renovation. Jordon Construction Company’s key word for longterm success and economic growth is "relationships." JCC has found that the most important business development model is to build relationships with future and existing customers. Being able to meet that customer wherever they are and building a relationship from the ground up has served JCC well. "Meet 'n' greet to maintain and sustain" is how JCC sums it up. James is very active in the Upstate community. He believes it is important to enrich the communities where he lives and works through education and by helping others. He is involved with Habitat for Humanity, Junior Achievement, PULSE Pacesetters, Greenville Chamber Minority Business Accelerated Program, Daughters of Elk, Lunches of Love Program and United Way. James built Jordon Construction Company from the ground up. His persistence, patience and dedication have allowed him to become one of the area’s most respected construction companies, and his reputation is beginning to spread throughout South Carolina. His successful projects at Shaw Air Force Base, Greenville Health System and the Parris Island Marine Corps Recruit Depot have established him as one of the premier construction service providers in the area.
STRATEGIES FOR HONING YOUR PROFESSIONAL SKILLS
SMALL BUSINESS OF THE YEAR
The Swamp Rabbit Café and Grocery Mary Walsh and Jacqueline Oliver The Greenville SBDC Small Business of the Year award was established to recognize a company that has served Greenville for five years and demonstrated growth in revenue, job creation and market size. The company should also be able to provide examples of their lasting impact on the Upstate community. Once all of the award nominations were reviewed, it was clear that the Swamp Rabbit Café and Grocery met all of the required criteria, and then some. Swamp Rabbit Café and Grocery (SRCG) was started by Jacqueline Oliver and Mary Walsh in 2011. It was the owners’ intent to make local and regional foods available to consumers by working directly with farmers and producers. The SRCG strives to work with as many producers as is feasible; currently the SRCG has relationships with more than 100 farmers as well as producers of artisanal foods in the region. The Greenville SBDC was able to assist Mary and Jacqueline in the planning stages of their endeavor as they were seeking some assistance on partnership agreements. The SBDC reviewed and made several recommendations to the agreement, but Mary laughingly notes that they aren’t sure they ever finished and formalized the document. “We’ve just always gotten along, and wanted to focus our efforts on
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making the best store possible,” said Mary. When SRCG opened in 2011, the Swamp Rabbit Trail had just been completed and the building SRCG was to occupy had been abandoned for several years and eventually condemned. Through a partnership with their landlord, the SRCG owners were the first tenants to move in and bring the building back to life. Today, the property shows no remnants of its recent past – there are families shopping for groceries, customers dining outside at picnic tables, the smell of fresh pastries wafting out of the vents, and farmers and vendors, sometimes up to 20 on any given day, are walking in and out of the doors with deliveries. In 2011, SRCG started with a very fixed budget and no employees — just the two owners plus three family members operated the store. Now SRCG employs 31 staff in its bakery, café and grocery departments. The SRCG’s sales have steadily grown each year. More than 20,000 customers pass through its doors annually. SRCG is located in a low-income neighborhood and has seen a steady increase in SNAP purchases year-to-year as more and more customers learn that this option is available. The SRCG’s success is in large part the result of a true community effort. Customers have donated furniture, bike racks and signage just because they want to help. SRCG has employed farmers and vendors during the off-season, and SRCG constantly works to buy from local farmers whenever possible. SRCG’s current efforts include another physical expansion and new ways to bring local food to the community. This is being accomplished through several new initiatives including a Cook Local class series launched in 2015. It focuses on teaching customers about seasonal foods and how to prepare them. Since opening in 2011, the Café has expanded twice: once to add a refrigerated produce room, and once to add the overflow seating/classroom area and bakery kitchen. To accommodate more customers, SRCG plans to expand into an additional 3,500 square feet of adjacent space that has become available. This additional space and improved layout will provide more seating, an expanded grocery floor, a more efficient kitchen and a walk-in cooler and freezer. The expansion will allow for a more efficient receiving system and will help ease customer traffic by separating the café from the grocery checkout area. WINNERS continued on PAGE 14
14 | PROFESSIONAL |
UBJ
STRATEGIES FOR HONING YOUR PROFESSIONAL SKILLS
WINNERS continued from PAGE 13
SMALL BUSINESS ALLY OF THE YEAR Leighton Cubbage
Leighton Cubbage has motivated countless entrepreneurs in the Upstate. Whether it be his involvement with the Pacesetters group of the Greenville Chamber of Commerce or the Successful Entrepreneurship class he developed and manages, there are hundreds of individuals in the Upstate who can point to Leighton as their inspiration. When the Greenville SBDC developed the Small Business Ally of the Year, we wanted to recognize someone who had devoted substantial time and resources to the business commu-
nity of the Upstate. Leighton’s accomplishments in business are reason enough for an award, but it’s his willingness to share his experiences with other entrepreneurs that truly distinguishes him. Leighton received a degree in political science from Clemson University and began a career in telecommunications soon after graduation. Leighton co-founded Serrus Telecom Investments, which yielded significant above-average returns for stakeholders. His vision and pursuit of excellence for hyper-growth organizations resulted in notable achievements such as South Carolina Entrepreneur of the Year (1993) and INC 500 #128 (1995). Leighton has also served on boards in the automotive, banking and healthcare industries, including two terms as chairman for the Greenville Health System, the largest health care organization in South Carolina. He currently serves as the chairman for the SC Venture Capital Authority. There are a number of ways you can help a budding entrepreneur. Specifically, you can mentor a future business owner and pass along advice and encouragement that was learned over a lengthy career. Or you can provide access to resources and networks that may help an entrepreneur develop more areas of their business. Or lastly, you can provide financial resources that can help turn an entrepreneur’s dreams into a reality. Many individuals can and have assisted in one or two of these areas, but Leighton Cubbage has done all three. As a mentor, he has worked closely with the Greenville Chamber of Commerce to assist with the PULSE
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07.15.2016
and Pacesetters Young Professionals groups. He has regularly spoken at these events and provides direct knowledge about how to be successful, including his talk entitled “21 Ways to Win.” Leighton also established the Successful Entrepreneurship program that is a multiweek curriculum encouraging individuals to develop ventures that benefit the local community. He has had some of the most successful and influential businesspeople in the Upstate speak at these events, and the most impressive thing about this program is that Leighton has never charged a fee to attend. Lastly, Leighton Cubbage has assisted entrepreneurs financially by serving as chairman for the SC Venture Capital Authority. The VCA was established in 2005 as an agency within the Department of Commerce to identify and select qualified professional investors who will invest in South Carolina companies. The authority is a seven-member board selected by the governor and state lawmakers. The VCA then provides guidance and direction for the South Carolina Venture Capital Fund and the South Carolina Technology Fund to provide equity or seed capital to South Carolina based firms that are emerging, expanding or relocating. These are only a few examples of Leighton’s service to our small business community. The Greenville Area SBDC has an immense amount of respect for the professional accomplishments of Leighton Cubbage but his community involvement is what truly sets him apart.
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07.15.2016
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THE TECHNICAL SIDE OF BUSINESS
| DIGITAL MAVEN | 15
Growing pains
A week of social unrest tests and pushes new boundaries for media, tech By LAURA HAIGHT president, portfoliosc.com
Last week was a difficult one. As a society we struggled to make sense of one senseless act after another. The bandage we have had covering our mistrust, our anger and our frustration got yanked off, revealing that even after more than 150 years the scab remains, the wound can still bleed. Unlike social unrest of the past, we didn’t read about it in the next day’s newspaper or watch carefully edited 30-second clips on the nightly news. No, we lived it. We sat in the front seat of the car and watched Philando Castile die; and on the streets of Dallas as a sniper took down one officer after another, finally dying in a robot’s suicide mission. And just as social media gave us an unrelenting view of the violence, it also inspired us to act. Around the country, including Greenville, people were brought together because they saw a post on Facebook or Twitter. In fact, in a week of controversy, the role played by social media and technology also provided significant room for debate about ethical, legal and moral issues. LIVE STREAMING When Facebook released the live streaming capabilities of its social media platform early in 2016, it’s unlikely it envisioned this week’s events. Millions of people have watched the video streamed by Diamond Reynolds as Philando Castile lay dying in the car next to her after being shot by a police officer in the St. Paul suburb of Falcon Heights. We’ve seen videos of police actions before; in fact, video is remaking law and justice in many respects. But live streaming — especially to an audience of 1.65 billion — is different and poses a number of questions both ethical and legal. Until now, there has been no such thing as a truly open mic. There is always someone with their finger on the 30-second delay or the kill switch. Live streaming, now on Facebook and Twitter via Periscope, goes beyond
even YouTube, Vimeo and other video aggregators. In this new world of personal broadcasting, who should determine what’s acceptable? The internet is already full of content that most of us don’t want to see — beheading videos posted by ISIS live alongside Pizza Rat and Dog
When technology exceeds the bounds of its design, we’re forced to ask: Should we just because we can? Can we stop if we want to?
Shaming. But we choose what we want, and avoid what we don’t. But in the case of Facebook’s live streaming, content is pushed to us, just popping up in our news feed. For a brief time last Wednesday the video was offline, eliciting a social media backlash and charges of censorship and police interference. Facebook claimed “technical issues,” but when the video returned it was marked with a “disturbing” label, raising the question of whether or not there should be an arbiter. In a short time, live streaming has also become a tool, perhaps not surprisingly, latched onto by the distressed and disenfranchised: A live stream on Periscope taken by a woman in Paris as she threw herself under a train, a Facebook Live video of a killer’s manifesto after committing a double murder. “While traditional TV broadcasters are subject to ‘decency’ standards overseen by the Federal Communications Commission — and have a short delay in their broadcasts to allow them to cut away from violent or obscene images — Internet stream-
ing services have no such limitations,” wrote Reuters in an analysis (goo.gl/ e2iaSE). KILLER ROBOTS It’s a scenario that might not surprise futurists Isaac Asimov and Philip K. Dick. In Dallas this week, we came just a little bit closer to a world previously only envisioned in imagination. Of course, we breathed a sigh of relief when the sniper’s assault was ended by a bomb-squad’s robot delivering, rather than disarming, a bomb. But while that’s an easily justified situation, some saw it as a precursor to less clear-cut situations in the future. “The legal framework for police use of force assumes human decision-making about immediate human threats,” Elizabeth Joh, a professor of law specializing in policing and technology at the University of California Davis, “What does that mean when the police are far away from a suspect posing a threat? What does ‘objectively reasonable’ lethal robotic force look like?” Many will say that this is an extreme conclusion, that this could “never happen.” But once a door is opened, it can’t ever truly be closed. There may be many reasons to explore a greater role for robotic helpers in urban policing, just as we found it advisable to have pilots inside bunkers in Las Vegas launch missile strikes at targets in the Middle East. But as has happened with drones, it is nearly impossible to develop well-thoughtout plans and procedures for every potential situation. What could the future of technology and law enforcement look like? Let your imagination run wild. RoboCops, artificial intelligence informing human actions or potentially a “Minority Report”-like future where technology can prevent crime by stopping an as-yet innocent future perp. Technology has a way of exceeding the boundaries of its original design. When that happens, we are often confronted with the unintended circumstances and unforeseen situations that make us ask: Should we just because we can? Can we stop if we want to?
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16 | COVER |
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FOCUS ON HEALTH CARE
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07.15.2016
Medical Director Dr. Robert Siegel calls the 2014 opening of the St. Francis Cancer Center on Innovation Drive in Greenville “a seminal event” in the Bon Secours St. Francis cancer program.
Upstate’s major health systems increase investment in cancer programs MELINDA YOUNG | CONTRIBUTOR
myoung@communityjournals.com
Cancer treatment and care programs have expanded locally over the past decade. Major Upstate health systems are investing in more research and constructing new buildings and programs. The area’s number of cancer patients is on the rise, following a national trend that is fueled by aging baby boomers. Spartanburg Regional Health System is expanding its Gibbs Cancer Center to include a $65 million site in Greer near the Greenville County line, according to David Church, vice president of oncology and support services. The Greenville Health System has cancer treatment sites in five counties, including Greenville, Pickens, Seneca, Spartanburg and Laurens. “We have three sites in Greenville,” says Dr. W.
Larry Gluck, medical director of the GHS Cancer Institute, also known as the GHS Oncology Program. GHS recently invested more than $20 million to bring five new state-ofthe-art linear accelerators for radiation into the health system, Gluck says. GHS also plans to activate a form of mammography called 3-D tomosynthesis, which can more accurately diagnose breast cancer in women who have dense breast tissue. “I don’t know the total price tag, but it will be a very expensive initiative to install this equipment and all of the information technology that comes with it,” Gluck says. “With the help of philanthropy, we’re also building a new bone marrow transplant unit, and we expect it to be open by the end of the year.” Bon Secours St. Francis has several cancer treatment sites, including the Pearlie Harris Center for Breast Health, which was expanded five years ago, and the main site, which formal-
ly opened in 2014, on Innovation Drive in Greenville. “St. Francis Cancer Center on Innovation Drive was a seminal event in our cancer program,” says Dr. Robert Siegel, medical director for Bon Secours St. Francis Cancer Center. “People who go through a cancer diagnosis and treatment have to navigate a minefield of doctors, surgeons and support staff, which can include psychological counseling, nutrition counseling, pain management, to name a few,” Siegel explains. “Before 2014, those elements were part of the program but were disseminated throughout the hospital, and we had to bring patients to them.” Now, all of the services are in one central location, even including a retail pharmacy for cancer patients, Siegel adds. AN UNFORTUNATELY GROWING MARKET Cancer is the No. 1 cause of death
in Greenville County, according to a 2013 GHS community health survey. And as the area’s baby boom population ages, there likely will continue to be a rise in the need locally for cancer care services. “Unfortunately, cancer continues to grow across the nation, and, certainly, in the Upstate,” Church says. “Our projected five-year estimate is for 28 percent growth in additional patients at Gibbs Cancer Center.” The rise in cancer patients reflects environmental factors, including the area having more smokers than some other parts of the country, says Siegel, who moved to Greenville two and a half years ago after providing cancer treatment for 25 years in the Northeast. “You have an area that is glorified as a place for people to retire, and cancer is a disease of older populations,” he says. “Also, you have a Caucasian population that is Scotch-
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Irish in descent and relatively fair-skinned in an area where the sun is strong, so we see a lot of skin cancers here.” All of these factors converge to make cancer an increasingly common diagnosis in the region, Siegel adds. GHS, which employs more than 500 staff who work directly in cancer care, has increased its oncology technology and services to meet the area’s needs, Gluck says. “The need for more sophisticated and dedicated cancer therapy has evolved the program,” Gluck says. “In the 1940s, cancer treatment was your surgeon cutting out the cancer,” he explains. “My point is that the evolution of cancer therapy here has been part of the evolution of cancer therapy across the country.” The next evolution in cancer treatment likely will be joint efforts between federal health agencies and regional health systems, like GHS. For instance, GHS has been working with Vice President Joe Biden’s “Cancer Moonshot” effort to double the rate of progress toward curing cancer. GHS Cancer Institute’s participation in Moonshot includes providing local access to clinical trials. The local institute received a $6.7 million award from the National Cancer Institute (NCI) to conduct clinical trials and studies that are aimed at improving patient outcomes and reducing health disparities. Sometimes, cancer clinical trials are a patient’s best treatment option, Gluck says. One example involves pancreatic cancer: “Cancer of the pancreas is a humbling disease for us, and the use of clinical trials allows us to give patients state-of-the-art, best options,” he explains. MEDICATION COSTS “EXPONENTIALLY INCREASED” Cancer treatment traditionally has been expensive to provide and difficult for patients to afford, but in recent
years the cost of oncology medications has escalated rapidly. “It seems like it has almost exponentially increased over the last two to five years, and I don’t know how it’s sustainable, quite frankly,” Siegel says. Drug assistance programs funded by pharmaceutical companies help patients with lower incomes to cover the gap in what they can afford and what the oncology drugs cost, but the application process is time-consuming. That’s where health system staff can help, Siegel says. “South Carolina, being a place that did not expand Medicaid under the Affordable Care Act, has more of these patients than other states that did expand Medicaid,” Siegel says. Bon Secours St. Francis is a faith-based organization and a safety-net organization for people who are uninsured and cannot afford their medical care, he notes. “Most of my patients would not be able to afford these drugs without these other supporting organizations,” Siegel says. “We have staff here responsible for putting individuals in touch with these organizations to see if they have funds available to help with copays or provide grants or provide other assistance for these drugs.” GHS also has staff dedicated to helping patients afford oncology drugs. These employees sit with patients and complete an economic profile that looks at the patient’s tax returns, income, electric bill, home ownership or rental costs and car expenses, Gluck says. “To shepherd patients through that process is oneon-one and very time-consuming,” he explains. “Some patients who have a need that is incredibly self-evident might be able to get authorization within a couple of days,” Gluck says. “For other patients, it can take longer.”
FOCUS ON HEALTH CARE
| COVER | 17
The GHS Cancer Institute received a $6.7 million award from the National Cancer Institute to conduct clinical trials and studies that are aimed at improving patient outcomes and reducing health disparities.
Spartanburg Regional Health System is expanding its Gibbs Cancer Center to include a $65 million site in Greer near the Greenville County line.
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07.15.2016
Oncology Care Model aims to improve efficiency, quality Bon Secours St. Francis and GHS are part of new CMS alternative payment model MELINDA YOUNG | CONTRIBUTOR
myoung@communityjournals.com
Bon Secours St. Francis Health System and Greenville Health System were among 196 health systems nationwide that launched a new alternative payment model, called the Oncology Care Model (OCM). It started on July 1, 2016. The OCM was designed by the Centers for Medicare & Medicaid Services (CMS) to improve efficiency of specialty care, while maintaining and improving quality. “For us, locally, and our practice and patients, this is changing the way we manage oncology care,” says Terra Dillard, administrative director of oncology at St. Francis Cancer Care. “Oncology care, like most of health care, has been a traditional fee-forservice model, where every service we provide, we bill for and then receive individual reimbursement,” Dillard explains. “This model didn’t challenge us to look at coordination
of care and to make sure patients were receiving the right care in the right manner.” From a patient perspective, the traditional model can be time-consuming and even frustrating, as patients have to navigate multiple offices to receive all of the services they need. The new model challenges pilot sites to coordinate care in a way that is similar to “medical home” and “accountable care” organization models. “We’ll look at reducing the total cost of spending per Medicare patient,” Dillard says. Participating sites will receive a care coordination stipend for each patient they enroll, and they will use that money to provide all of the patient’s cancer care in as efficient and high quality a manner as possible. “Oncology care is probably the most expensive care that we utilize in medicine today, and each year as new drugs come out, those drugs
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become more and more expensive,” Dillard notes. “So anything we can do to reduce the cost of care helps, because at this point the cost is far exceeding the [Medicare] reimbursement.” The goal is for health system pilot sites to streamline care and produce a nationwide cost savings for Medicare. Any savings will go into a pool
of funds that can be used to give bonuses to health systems that are high-performing in quality and other indicators. St. Francis is expected to enroll about 600 Medicare oncology patients this year, Dillard says. GHS will enroll Medicare cancer patients in the OCM at sites in five counties, says Dr. W. Larry Gluck, >>
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FOCUS ON HEALTH CARE
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>>
medical director of the GHS Cancer Institute. The OCM initiative fits in well with GHS’ move toward population health, Gluck says. “We are a part of this because we want our institution to develop the most innovative therapies to benefit treatment of cancer,” Gluck says. “And we want to be one of the major architects for how this program is developed in the future.” St. Francis plans to achieve cost savings and better care coordination through the use of nurse navigators, who already work with the oncology program and whose work will be expanded, Dillard says. The health system will hire two additional employees, including a social worker and a licensed marriage and family therapist. Patients will be automatically enrolled, but they can opt out if they wish. The program’s benefits to patients include 24/7 access to an oncologist or another provider. When patients call for help, the person answering their call will be able to view their medical record and immediately see their overall treatment plan. “I think this is the direction of health care,” Dillard says. “Health care is being challenged to provide more comprehensive, better coordinated and higher quality care at a lower cost, and it’s the right thing to do.”
CMS ONCOLOGY CARE MODEL PROGRAM • Open to medical practices that provide chemotherapy to Medicare patients diagnosed with cancer • Patient participation is six months, starting with first chemotherapy treatment • CMS pays participating practices $160 per beneficiary per month for eligible Medicare patients • Participating practices also are eligible for performance-based payments based on achieving and improving specific quality measures • Bon Secours St. Francis Health System and Greenville Health System both participating TO PARTICIPATE, A PROVIDER MUST: • Provide patient navigation services • Develop, follow and document a care plan that incorporates elements of high-quality cancer care • Use a certified Electronic Health Record (EHR) system • Provide 24/7 patient access to clinicians with real-time access to medical records • Treat patients with recognized and evidence-based clinical therapies • Use data to drive continuous quality improvement Source: Centers for Medicare & Medicaid Service
Return on investment? Cancer research benefits community, but is not big income producer for health systems MELINDA YOUNG | CONTRIBUTOR
myoung@communityjournals.com
Bon Secours St. Francis Health System and Clinical trials are beneficial for cancer patients and for a health system’s cancer program, but they’re not big income generators, local oncology leaders say. “This is a significant perk we can provide outpatients in the community without their having to travel 2.5 hours to participate in a trial,” says Dr. Robert Siegel, medical director for Bon Secours St. Francis Cancer Center. “We have upwards of 100 studies ongoing right now for various malignancies in various stages,” Siegel says. Research is expensive, and some funders, such as the National Cancer Institute, do not pay research sites enough to cover the costs of the trials. The difference in cost has to be covered through fundraising, philanthropy efforts and other sources of income. “If NCI trials were the only trials we did, we’d be losing substantial amounts of money because of how little they reimburse us,” Siegel explains. “We complement these trials with pharmaceutical studies that pay a bit better than NCI studies, and this allows us to become whole from a business perspective in our research office.” GHS’ commitment to research also is irrespective of cost. “We offer clinical trials because we want to be the most comprehensive cancer program in the region,” says Dr. W. Larry Gluck, medical director of the GHS Cancer Institute.
“I never look at research as a direct money maker,” Gluck says. Cancer research programs do provide economic benefits to the community, he notes. “When you think of the close to 200 Ph.D.s employed, physicians, nurses, lab and recruiting faculty, it’s a massive economic tool for the Upstate,” Gluck says. Spartanburg Regional Health System views cancer research as an investment and approach to care for oncology patients, says David Church, vice president of oncology and support services. “It’s expensive, yet the yield on it certainly fits within our mission, and it allows us to keep families and patients from having to travel,” Church says. “That’s the driver of this.” Funding for cancer research can be complicated. For example, GHS negotiated a budget with NCI that would be about $15 million over five years, Gluck says. When GHS was chosen as one of the 34 sites nationwide to receive the grant, NCI said they would give all participating research sites a portion of the agreed upon budget that amounted to little more than half of the $15 million, Gluck recalls. Research sites had to make up the difference through philanthropy. “They said they required institutional support and the ability to raise dollars from other sources,” Gluck explains. “This is typical.” So studies from pharmaceutical companies and philanthropy money play a huge role in how GHS brings cancer research to the area.
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FOCUS ON HEALTH CARE
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07.15.2016
A strategic shift in workplace wellness programs Ineffective programs being dropped or replaced DAVID DYKES | STAFF
ddykes@communityjournals.com The trend in workplace wellness programs might be shifting, with less emphasis on such benefits as on-site seasonal flu shots, a 24-hour nurse hotline and health and lifestyle coaching, a new survey shows. And while it might seem that businesses and organizations are decreasing wellness benefits, it’s possible they are being more strategic, dropping or replacing programs with low employee participation or those proving to be ineffective, according to the 2016 survey by the Society for Human Resource Management (SHRM). “Compared with 20 years ago, many more organizations are providing wellness resources and information, an 18 percentage point increase from 54 percent to 72 percent, although there has been a decrease compared with 2012 and 2015,” according to survey findings released in June. Eighty-two percent of organizations with a wellness program rated their initiatives as “somewhat or very effective” in improving employee health. The bottom line: Three-quarters, or 77 percent, indicated wellness programs were “somewhat or very effective” in reducing health care costs, the survey said. MEETING EMPLOYEES WHERE THEY ARE Locally, health care observers say there definitely is a trend away from old-school health and wellness efforts like annual screenings and incentive-driven programs. Instead, the emphasis appears to be on policy and environmental changes to help employees make healthier choices throughout their workday and at home. There is a place for annual screenings, incentives and health-promotion programs, yet employers need to evaluate workplace and employees’ needs and determine appropriate strategies, Abby Russell, a Greenville health-management consultant, said in an email. It is important for employers “to try to meet employees where they are on their personal journey to health instead of forcing heavy penalties and
programs on them that add stress to their lives and ultimately reduce their productivity and the positive impacts for the business,” said Russell, a consultant with Marsh & McLennan Agency, known locally as Rosenfeld Einstein. While the newest Equal Employment Opportunity Commission rules still allow for incentive programs, there has been a shift to a more holistic approach, Russell said. When things are going well in businesses, “they tend to remember that there’s a lot of value in supporting their employees, having a healthy employee base, knowing that healthier employees are typically happier employees, which are typically are more productive employees,” said Sally Wills, executive director of LiveWell Greenville, a coalition of organizations partnering to ensure healthy eating and active living in Greenville County. “But when things get hard and budgets get tight, that’s often the first thing to go, and it’s probably the time when stress levels are the highest and they really need to invest in the employees who are still at the table.” SOME TYPES OF WELLNESS BENEFITS DECLINING SHRM found no change over the past two decades in the number of organizations providing smoking cessation (41 percent) or weight loss programs (31 percent), but on-site health screening programs, such as those for glucose and cholesterol, have decreased from 53 percent to 31 percent. Over the past 12 months, among organizations that increased overall benefits, 45 percent indicated they increased wellness benefits, SHRM found. The vast majority (92 percent) offered at least one type of wellness benefit in 2016. However, over the past five years, many types of wellness benefits have stayed the same or decreased, according to SHRM. Programs with low employee participation or those proving to be relatively ineffective may be dropped or replaced with other programs, researchers said. For example, 20 percent of organizations reported having a smoking
surcharge for employee health care coverage, which may explain why
WELLNESS BENEFITS BY YEAR
fewer were offering a premium discount for not smoking, they said.
2012
2013
2014
2015
2016
Wellness resources and information
77%
77%
79%
72%
72%
Wellness tips or information provided to employees at least quarterly
61%
59%
61%
60%
63%
Wellness programs, general
61%
64%
62%
70%
61%
Onsite seasonal flu vaccinations
61%
61%
58%
61%
54%
CPR/first aid training
51%
48%
45%
50%
50%
24-hour nurse line
54%
55%
51%
51%
44%
—
—
—
—
42%
Rewards or bonuses for completing certain health and wellness programs
35%
43%
36%
40%
41%
Smoking cessation program
39%
44%
42%
44%
41%
Health and lifestyle coaching
45%
48%
47%
46%
37%
Health fairs
38%
43%
38%
40%
37%
Preventive programs specifically targeting employees with chronic health conditions
36%
42%
42%
40%
34%
—
13%
20%
25%
33%
Weight loss program
32%
37%
32%
33%
31%
On-site health screening programs
45%
50%
47%
43%
31%
—
—
—
34%
30%
Off-site fitness center membership subsidy/reimbursement
32%
36%
34%
32%
28%
On-site fitness center
22%
25%
20%
21%
26%
Nutritional counseling
20%
19%
20%
20%
20%
On-site blood pressure machine
20%
18%
14%
17%
18%
Health care premium discount for getting an annual health risk assessment
21%
21%
21%
25%
18%
On-site fitness classes
—
—
14%
17%
17%
Health care premium discount for participating in a wellness program
15%
17%
14%
20%
17%
Health care premium discount for not using tobacco products
20%
19%
19%
19%
15%
Health care premium discount for participating in a smoking cessation program
—
—
—
—
11%
Off-site fitness class subsidy/reimbursement
—
—
12%
16%
10%
On-site massage therapy services
9%
9%
6%
11%
10%
Company-provided fitness bands / activity trackers
—
—
—
13%
10%
On-site medical clinic
8%
8%
7%
8%
10%
On-site sick room
12%
9%
9%
7%
8%
Health care premium discount for participating in a weight loss program
9%
9%
9%
9%
7%
On-site stress reduction program
11%
10%
3%
5%
6%
Fitness equipment subsidy/reimbursement
4%
6%
5%
6%
6%
On-site vegetable gardens
—
3%
3%
5%
5%
On-site nap room
6%
6%
3%
2%
4%
Annual health risk assessment
Standing desk
Company-organized fitness competitions/challenges
Source: 2016 Employee Benefits: A Research Report by SHRM
07.15.2016
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FOCUS ON HEALTH CARE
| COVER | 21
Advanced cancer treatments come with climbing costs By ROBERT D. SIEGEL, M.D., FACP Director, oncology program, Bon Secours St. Francis Health Sytem
“It was the best of times, it was the worst of times…” This quote from Charles Dickens describing 18th-century London and Paris reflects the incongruity of the environment that we oncologists face in the provision of 21st-century cancer care. The duality of embracing both a new enlightened age of science while concurrently dealing with the potentially crippling budgetary ramifications of those very innovations is not a subtle issue for those of us who spend any time in a cancer center. I have been a hematologist and medical oncologist for nearly 30 years. Those of us in the field through that period have gotten used to incremental advances in cancer care. With the rare exception of a paradigm-changing medication, we have seen gradual advances over the years, such that the care we provide now is markedly better than that we provided in the early stages of our careers.
“Our current system has decoupled the cost and value propositions for cancer medications. We cannot seriously tackle the skyrocketing expense of cancer care without acknowledging this.” Robert D. Siegel, M.D., FACP We are now, however, in an unprecedented period of new drug development stimulated by the understanding of the normal human genome. By understanding what is “normal,” we can now determine what is anomalous in cancer cells. By doing so, we have a potential window into what makes that cancer cell behave abnormally, and thus provide innumerable targets for new medications to reverse that abnormal behavior. Simultaneously, we have seen remarkable success in creating drugs that
stimulate the human immune system to fight off tumors in circumstances in which the immune system had otherwise been “turned off” by the cancer process. President Jimmy Carter has become the most obvious example of the success of such initiatives. Pharmaceutical companies have risen to the challenge with rich pipelines of drugs under development, ultimately translating into medications that become available for use in the clinic. The problem, however, is the burgeoning cost of such an endeavor. It has been estimated that U.S. health care costs will reach $4.3 trillion in 2019 and account for 19.3 percent of GDP. Although oncology drug development has accounted for only a fraction of that, it is one of the fastest-growing expenses. Cancer care cost $125 billion in 2010 and is anticipated to be $158 billion in 2020. This growth is unsustainable without the enterprise collapsing under its own weight. We as oncologists have been asked to function as fiduciaries of the health care dollar. New programs aimed at cost savings, limiting waste and variability and providing patient-centric quality and value are now being integrated into the care models of major payers and businesses. These fee-for-value programs are becoming more prominent in the marketplace and are gradually replacing the historic fee-for-service payment systems previously routine. However, cost savings can go just so far with practitioners functioning as sentinels at the gate of health care expenditures. The cost of pharmaceuticals is not modulated by an obvious “market.” Payers are obligated to reimburse for the use of medications once the Food and Drug Administration approves them regardless of whether the drugs in question are marginal improvements over pre-existing formulae or groundbreaking. In fact, the FDA does not consider cost at all in its decision making. Medicare cannot negotiate these costs and are at the mercy of the pharmaceutical industry’s calculus in determining price tag of a drug. Admittedly, health care systems, providers and pharmaceutical companies have been complicit in creating an environment of unrealistic expectations
for many of these drugs. Many of these new anti-cancer medications can cost $10,000–$50,000 per month. Research and development, innovation expenses and the price of bringing a drug to market have all been quoted as reasons for the drug costs. As costs have escalated skyward, however, more of that expense has shifted to the consumer, resulting in the new concept of “financial toxicity” implying that the cost of medications itself is yet another potential source of diminished quality of life in our cancer patients above and beyond the misfortune of their disease and side effects of its treatment. There are compelling data demonstrating a rise in personal bankruptcies in cancer patients as well as instances in which patients become noncompliant with treatment regimens because of cost, ultimately impacting outcomes.
Ultimately, time will tell whether this is truly the “best of times” or “worst of times.” Although practitioners can assist as good stewards of the health care dollar, eliminating waste and providing compassionate evidence-based care, it will be difficult to deflect the cost curve without the price of pharmaceuticals more accurately reflecting their value to society. Our current system has decoupled the cost and value propositions for these medications. We cannot seriously tackle the skyrocketing expense of cancer care without acknowledging this.
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07.15.2016
Best is yet to come for cancer treatment By LARRY GLUCK, M.D. Medical Director, GHS Cancer Institute
I have been an oncologist for more than 30 years and have never seen more collective optimism than when GHS hosted a regional cancer summit this month as part of the national Cancer Moonshot initiative spearheaded by Vice President Joe Biden. Thanks to innovative treatments, we are already seeing patients survive from previously “unsurvivable” cancers. But the best is yet to come. Researchers from universities, teaching hospitals and pharmaceutical innovators are partnering like never before thanks to intensified governmental and private support. Thanks to innovative immunotherapies — some of which are being trialed at GHS’ Institute for Translational Oncology Research — we are on the cusp of finding the keys to unlock the notoriously tough defenses of the cancer cell. A key part of the initiative will be the creation of large databases of informa-
tion about individual cancers, the genetic mutations they contain, the symptoms they cause and their response to treatment. Already, the National Cancer Institute (NCI) is nearing completion of the Genomic Data Commons, which will be able to hold data from as many as 50,000 patients and clinical trial participants. The American Society of Clinical Oncology is also creating a large database of information about individual cancers that will allow cancer researchers to identify effective treatments for the thousands of different kinds and variations of cancers. It is ironic that cancer is experienced and treated one person at a time, but the future of cancer research is studying large groups of cancer patients one database at a time. Part of the explanation is the uniqueness of each person and of each cancer. Careful study of common cancers like lung, breast and colon cancer has led to the identification of subtypes, which have nearly unfathomable names but refer to a
A Cup of Coffee and A Second Opinion
The reality of investing is that markets go up – and they also go down. Virtually any investment involves some level of risk, so it’s very important that investors understand how they feel about risk. We invite you to make a quick appointment with us in the next week or two for a cup of coffee and a second opinion. We will review your holdings along with your goals and objectives. If we think your investments are well-suited to your long-term goals – in spite of the current market turmoil – we’ll gladly tell you so and send you on your way. If, on the other hand, we think some of your investments no longer fit your goals, we’ll explain why, in plain English, and we’ll even recommend some alternatives.
Either way, the coffee is on us. We hope to hear from you soon.
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Community generosity has also helped make the GHS Cancer Institute a regional leader. Additional expansions at GHS includes its rare tumor center, adolescent and young adult cancer program and the McCrary Blood and Marrow Transplant Unit, the first in the Upstate to provide donor-match options for high-risk patients.
specific biochemical process. In recent years, many specific new “targeted” cancer therapies have been developed for some of these new cancer subtypes, such as EGFR mutated lung cancer, Her2 overexpressed breast cancer and K-ras wild type colon cancer. Similarly, careful study of rare tumors has identified specific mutations and targets that have guided research into new cancer drugs and treatments for many types of cancer. From the study of large numbers of cancer cases come treatments that help individuals with cancer. In Greenville, we have been working closely with the NCI and contributing to NCI research and databases since the 1980s. It has been especially rewarding for us to see how research studies done over the past three decades continue to lead to improvements in cancer prevention and treatment today. In 2014, the National Cancer Institute named the GHS Cancer Institute as one of only 34 National Community Oncology Research Program sites and the only directly recognized and funded one in S.C. This has considerably elevated the degree and sophistication of our collaboration with the NCI and has positioned us to better contribute to the “big data” of cancer research and bring cutting-edge treatments to people living with cancer in the Carolinas. Through that multimillion grant, we are leading research into cancer prevention, control and post-treatment surveillance while simultaneously investigating factors that affect access to and quality of care.
“It is ironic that cancer is experienced and treated one person at a time, but the future of cancer research is studying large groups of cancer patients one database at a time." Larry Gluck, M.D.
While we hope that the moonshot to cure cancer pays off, we recognize that there will remain many people on Earth and in our community living with the symptoms and challenges of cancer. Here, too, the NCI is conducting research into cancer care delivery, symptom control and quality of life — and Greenville is involved. The GHS Cancer Institute, through its Center for Integrated Oncology & Survivorship program, is conducting research to help reduce the side effects of therapy, relieve the fatigue that so commonly occurs with cancer and improve quality of life of cancer survivors. Our research includes innovative drugs and treatments, as well as integrative approaches such as mindfulness meditation, heart rate variability biofeedback and acupuncture. This research is also connected to the larger efforts and databases of the NCI and is part of the broader moonshot efforts to cure cancer here on Earth. For more information on GHS’s cancer treatments, trials and community outreach, visit ghs.org/cancer. To learn about the national moonshot initiative, visit cancer.gov.
07.15.2016
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FOCUS ON HEALTH CARE
| COVER | 23
Trends in the medical office building market Plenty of options for developers, investors, users and customers
By DREW STAMM Broker, NAI Earle Furman
The Greenville/Spartanburg/Anderson market for medical office buildings (MOBs) has performed consistently during 2016, holding true to the trends over the past 12 months. The vacancy rate has decreased to one of the lowest rates in over a year to 5.35 percent. The market has seen a current negative net absorption rate derived from new construction being delivered to the market. Multiple projects have broken ground since the last two quarters of 2015, causing both vacancy percentages to rise and gross asking rents to fall to a current rate of $11.50 per square foot per year. This movement indicates that new product is being delivered with attractive deals in place for the tenants. Lending institutions are also offering attractive rates, along with the attractive rates of developable land in our market. The Class A/B medical office market has seen selective new growth with the addition of six new projects expected during Q1–Q2 of 2016. These projects include Clemson Eye Visual Health and Surgery, ProGrin Dental, Dialysis Clinic Inc. and Ashby Park Pediatric Dentistry, totaling an estimated 43,500SF of a proposed 145,000SF in new construction in the Upstate. BUILD TO SUIT Most of these new projects are being built specifically for the end user. As such, the trend is swinging in favor of the “Build to Suit,” where the site is identified by the tenant, unlike medical offices of the past where developers have built speculative projects on the “best”-suited land often driven by attractive pricing. The current market will have new medical construction being built closer to residential areas and on roads with higher traffic counts and better visibility. Private practices are still being consumed by public health care, which creates unique opportunities for third-party investors and increases the overall demand for publicly backed MOB assets. These opportunities are currently trading at an average 7.5 percent capitalization rate, which is an equation to evaluate the return on an all-cash purchase based on the income generated. However, these opportunities are primarily seen in specific industries where the opportunity for continued growth in the current location is evident and accessible. These trades often yield deals where the purchase can outlive the building’s expected useful life because of the fast-moving and progressive technology trends in the medical industry.
OWNERS: LOOK OUT FOR TRADES AND TIME Owners of MOBs should take two different factors into account. The first is related to the trade of such properties and the values associated with such a price to build new or lease-dated space. Greenville continues to outperform both Anderson and Spartanburg in the days it takes to sell a valued MOB asset. Current data suggests less than six months for highly valued MOBs to trade with the right deal points in place. These sales are recorded at a 12-month average of $105 per square foot compared to the floating range of upwards of $160-$180 per square foot for new construction. A major component of the trade previously mentioned is not the price for the building, but the income generated and the tenant’s credit. Secondly, time often is your biggest hurdle if your MOB has become vacant and without a tenant. Research shows that 10 months is the median to secure a new lease in the Upstate. This time is directly correlated to the age, condition and location of the building and only serves as the benchmark. Properties in attractive locations that are well cared for and move-in ready have seen deals signed in 45 days or less. NO SHORTAGE OF OPTIONS In summary, the GSA market has seen steady activity within the medical office market and shows signs of a bright forecast. Developers, investors, users and customers have no shortage of options, with over 800 buildings in our inventory totaling more than 7 million square feet and the ability to source the correct location and business of their choosing. The Upstate will continue to see new medical office buildings being built and will likely notice outdated space being converted to the next affordable business trend — or perhaps scrapped to make ready for new construction.
Leasing Activity 300 200 100 0
11
12
13
14
15
16
12
13
14
15
16
Vacancy Rate 7.0% 6.5% 6.0% 5.5% 5.0%
11
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SHERRY JACKSON | STAFF
FRONT ROW
UBJ
REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION
sjackson@communityjournals.com |
|
07.15.2016
@SJackson_CJ
Greenville Design Review Board Urban Panel, July meeting
Usually in July, the Greenville Design Review Board does not meet. But since the Greenville Drive wants to get on with their renovations and there were some other things to talk about, the DRB decided to go ahead and hold a meeting. Really, it’s too hot outside to do anything else, anyway. FLUOR FIELD/GREENVILLE DRIVE BASEBALL STADIUM RENOVATIONS I talked about this in last month’s DRB front row story, and the Greenville Journal covered it when the official announcement was made earlier this month, so I won’t go into too much more detail on this project. Suffice it to say there are some very cool renovations coming to Fluor Field. A redesigned Main Street entryway and rooftop club are some of the improvements. The entire front entrance plaza area will be re-graded to make it a single, gentler slope to be more ADA compatible. New ticket offices and >>
The proposed redesigned Main Street entryway into Fluor Field.
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REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION
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>> will-call windows will reduce queue lines, said Bob Carlson, an architect with the DLR Group. An elevator tower will be constructed on the adjacent office building (where Liberty Tap Room is located), new signage will be added at several points and seating installed atop the “Green Monster” wall. The whole idea is to make it look like there wasn’t an addition and that it all melds in, said Carlson. The DRB agreed that the improvements look good and will be well received. There was some discussion about the new digital sign proposed for the Main Street entry. But even though it doesn’t fit into the regular sign guidelines, it’s within scale and usage of the overall facility, the board said. The application was approved unanimously.
updated and modern interpretation. The DRB agreed the railroad easement will be very important to make the project successful and also suggested working with the Department of
Transportation to see if something can be done on the intersection to make it easier for resident access. That’s it for the July meeting. Next month the DRB will be electing officers.
The board also expressed thanks to Michael Kerski, the city of Greenville’s planning and development director, who has now moved on to Minnesota.
Pendleton Street Spinx ready for upgrade SHERRY JACKSON | STAFF
sjackson@communityjournals.com The Spinx store at the corner of Pendleton
St.
and South Academy streets in the Village of West Greenville will close Monday, July 25, to begin demolition and construction of a brand-new store. The project will be a “scrape and rebuild,” meaning the existing older store on the site will be shuttered and then torn down to make way for a new, larger store. The new and improved convenience store will feature a community garden maintained by the Feed & Seed organization. Along with the garden, the West Village Spinx store will featurea sign designed by artists from the Village of West Greenville, welcoming residents. Ave
ning
ton
Law
VARDRY CONDOMINIUMS During informal reviews, developer Terry Birch presented a new condo project on Vardry and Augusta streets, near Fluor Field. The property is about 3/4 acre and the design showed one building intended to look like an old textile mill. There would be four levels of residential units over two levels of parking with a fifth-story rooftop with amenities that may include a pool, fitness center and flex space. Condos are proposed to have 13-foot ceilings with open ductwork to look like renovated lofts and to give it an old mill-type feel, said Birch. Approximately 72 one-, two- and three-bedroom units are planned. Square footage will be 900 to 1,700 with prices ranging $300,000 to $500,000, which is a gap and underserved market. It’s a narrow site, said Birch, who is working with Norfolk Southern on a railway easement for the site to “beautify” and landscape the area for residents. A photo of a similar project along the light rail in Charlotte was shown. The DRB suggested the developer and architect work on the old mill design a bit and suggested a little more
Proposed facade of the new Southern Tide store on North Main Street.
Man
NEW SOUTHERN TIDE STORE This application is for exterior modifications and signage for the new Southern Tide store planned for the former Charleston Cooks space at 200 N. Main St. New paint, new wood-look tile and railings are proposed to “animate and give character and branding” and bring an “urban look recalling the beach” to the store, said Jake DeMint, architect with LS3P. The application was approved unanimously.
t. yS m
Perry
e ad
Ac Pendelton Place Children’s Shelter
Ave.
Premier Auto Wash And Detail Center
Spinx Pend e
lton St.
OJ’s Diner
PROJECT PARTNERS GENERAL CONTRACTOR: PROGRESSIVE BUILDERS ARCHITECT: BETSCH ASSOCIATES, KEN BETSCH
The reconstructed Spinx store in the Village of West Greenville will feature a sign welcoming residents to the arts district.
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REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION
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07.15.2016
New residential project planned for Spartanburg’s west side TREVOR ANDERSON | STAFF
tanderson@communityjournals.com A new residential project in Spartanburg is expected to bring 72 townhomes to the Camelot area of the city’s west side. The development, Camelot Townhomes, will be built on a nearly 9-acre tract of land behind the Christian Supply near the intersection of Camelot Drive and John B. White Sr. Boulevard. Jay Beeson, principal of Spartanburg-based Mark III Properties, said his company will clear, grade and install the infrastructure on the property. Mark III will sell the site to a builder that will construct the homes. Beeson said the homes will be arranged in groups of four, meaning there will be 18 buildings, or clusters of townhomes. Residents of the development will be within walking distance of several restaurants and retail destinations
along the John B. White Sr. Boulevard corridor, which has experience growth recently. “We have reached a deal with a builder, but are not at liberty to disclose their identity yet,” said Beeson. “We’re very excited about this project. It will be a 100 percent market rate project and it’s the first one we’ve done in the city in over 10 years. It will be a good fit, tying in with existing homes in the area. It should also provide some commerce for the businesses along that corridor.” City Council will discuss the project at its meeting on Monday. If approved, the project will add to the recent wave of residential developments in the city. "It would not be appropriate to comment about this particular proposed project before City Council has the opportunity to hold the public hearing and vote on the rezoning request,” said Will Rothschild, a spokesman for the city. “In more general terms, the level of interest in
both residential and commercial development in the city is at its highest level in decades. We believe there are a number of unique opportunities here, and the city is engaged at different levels with several developers on possible projects that Site of the future Camelot Townhomes in would create new employ- Spartanburg. ment, housing, entertainmine the fair market price for the ment and dining options for property and financially compensapeople in Spartanburg.” tion for the previous owner, New At its meeting, Council will discuss York-base Related Companies. accommodations and hospitality tax He said the city has negotiated $1.9 grant recommendations. The two pots million in compensation for former of money equal more than $500,000 owner of the complex off Howard and would go to a number of local Street and council has to approve the organizations that promote economprice, or the case will go before a jury. ic, visitor and cultural activity in the “If Council approves the $1.9 city. million price, it will finally close the Council will also discuss the purchapter on this process, and allow the chase price for Oakview Apartments. city to move forward with demolition The city took ownership of the early next year and then construction apartments late last year through of the new TK Gregg Center,” Rotheminent domain. schild said. Rothschild said Council will deter-
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| ON THE MOVE | 27
HIRED
MIKE ROGERS
SCOTTY ROBERSON
KAT WAYCASTER
JASON A. GWARDIAK
EDWARD WILSON
Named as director of operations with FinTrust Investment Advisors. Rogers has more than 15 years of experience solving business challenges in financial services. He previously served as the senior director at Resurgent Capital Services and has held several director-level business professional positions in Atlanta, Houston and Greenville.
Joined The Bateman Law Firm as a staff consultant. Roberson has 14 years of law enforcement experience in the Upstate and 13 years of experience as a nationally recognized consultant in the DUI defense area. He has been awarded several accolades such as the Greenville County Sherriff’s Office Distinguished Service Award.
Named as the marketing/ administrative coordinator for Hughes Commercial Properties Inc. Waycaster earned a bachelor’s degree in public health from the University of South Carolina and a master’s degree in business administration from Winthrop University. In her new role, she will be responsible for marketing and travel arrangements for the team.
Joined Zimmerman Automobiltechnik (ZAT) as an automotive accounts manager. Gwardiak has more than 15 years of technical sales experience in several industries and previously served as chairman of the Society of Automotive Engineers for the Atlanta chapter. In his new role, he will be responsible for developing business with German OEMs and Tier 1 suppliers throughout the Southeast.
Joined the Greenville office of Cushman & Wakefield | Thalhimer as a vice president. Wilson most recently served as head of real estate and broker in charge for an investment firm and previously worked with Newmark Grubb Wilson/ Kibler in Columbia and Greenville. Wilson will specialize in office sales and leasing.
COMMUNITY The Greater Greer Chamber of Commerce was awarded the Grand Award in the category of campaigns by the Association of Chamber of Commerce Executives (ACCE) for chambers with budgets under $1 million. The chamber was recognized for their GreerMade Campaign.
HEALTH Carolina Nephrology added Jordan Crosby as a physician assistant and Dr. Jasjot Kaur Bhullar as a nephrologist. Crosby is a member of the American Academy of Physicians As-
sistants. Bhullar is a member of the American Society of Nephrology and the American Society of Hypertension, and most recently practiced at Southcoast Nephrology and Hypertension in Fairhaven, Mass.
MANUFACTURING Andy Carr was promoted to senior vice president of operations with SCMEP. Carr previously served as a regional vice president with the company. In his new role, Carr will be responsible for managing all field operations and implementing strategic vision.
VIP Henry McGee Named as the SC Young Advisor Team Leader of the Year by the National Association of Insurance and Financial Advisors (NAIFA). McGee has more than 14 years of experience in the insurance, investment and retirement planning field and has worked as a financial advisor for New York Life since 2002. He currently serves as the Upstate chair for the NAIFA Young Advisors Team. CONTRIBUTE: New hires, promotions & award winners may be featured in On the Move. Send information and photos to onthemove@upstatebusinessjournal.com.
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THE FRESHEST FACES ON THE BUSINESS LANDSCAPE
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Open for business
our community
heroes
Photos provided
The Inverness at Spartanburg, an assisted living and memory care community, recently held a ribbon cutting ceremony to commemorate completed renovations and new management at 2720 Country Club Road, Spartanburg. For more information, visit meridiansenior.com.
CONTRIBUTE: Know of a business opening soon? Email information to lgood@communityjournals.com.
August 19, 2016 12pm Hyatt Regency 220 N. Main Street | Downtown Greenville
Bringing deserved recognition to two local heroes and benefiting two local scholarship funds for Greenville City Firefighters and City Police Officers. In addition, the luncheon will offer a tribute to fallen officer Allen Jacobs.
Carly is a second-generation Allstate Agency Owner. Like her dad before her, she knows success comes from treating clients like family. That’s why her business is growing strong, just like her two little girls. Isn’t that the kind of good life you deserve? Reserve your spot today. TALK TO YOUR ALLSTATE RECRUITER IN THE GREENVILLE AREA TODAY. Bonnie Lins Executive Recruiter 888-901-9692 blins@allstate.com
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Subject to all terms and conditions as outlined in the Allstate R3001 Exclusive Agency Agreement and Exclusive Agency program materials. Allstate agents are not franchisees; rather they are exclusive agent independent contractors and are not employed by Allstate. Allstate is an Equal Opportunity Company. Allstate Insurance Company, Northbrook, IL. In New Jersey, Allstate New Jersey Insurance Company, Bridgewater, NJ. © 2016 Allstate Insurance Co.
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Cline opens new service center in North Charleston Greenville-based Cline Hose & Hydraulics, a provider of service and repair for hoses and hydraulics, is opening a new retail service center in North Charleston. Cline’s North Charleston location will offer complete fluid power services, with a shuttle between North Charleston and Cline’s full-service plant in Greenville. Cline’s certified technicians repair, service and remanufacture all hydraulic components, including cylinders, pumps and motors. The new Cline location opens Monday, Aug. 8. The company has nearly 70 years of experience in hose and hydraulics service and repair and OEM fabrication. Cline has also joined forces with ContiTech, a leader in industrial and rubber hose and fittings, to carry the full ContiTech product line. “We’ve built our business in the Upstate with Fortune 500 and privately held companies, with service that goes above and beyond, and products backed by the Cline Performance Guarantee,” said Scott Cline, the company’s president. “We’re looking forward to making new friends and building new relationships in the Lowcountry.”
Greer Commission of Public Works awarded The Greer Commission of Public Works (CPW) was recently awarded the 2015 Green Fleet Leader Award from the Palmetto State Clean Fuels Coalition at its annual stakeholder meeting in Sumter on June 28. Greer CPW submitted for the award several months ago, which highlighted the company’s 20 compressed natural gas (CNG) vehicles and the usage of a GPS monitoring system to cut down on idling time and unnecessary vehicles overlapping in the field. CPW has offset the amount of carbon dioxide usage of its fleet by approximately 29 percent over gasoline and diesel and has helped the City of Greer incorporate CNG vehicles into their fleet. CPW also operates a CNG fast fill station that is open to the public at 115 Duke St. in Greenville. “We were extremely excited to receive this award and believe it shows the outstanding pride Greer CPW takes in promoting alternative fueling sources,” said Rob Rhodes, Greer CPW gas department manager.
Michelin invests for sustainable growth in North America Michelin North America, headquartered in Greenville, has invested more than $3.1 billion on manufacturing capacity and infrastructure and other developments since 2011 in support of its sustainable growth strategies, the company recently announced. Michelin North America currently operates 20 major manufacturing plants — 16 in the United States, three in Canada, one in Mexico — employing nearly 23,000 people. Recent highlights of the company include more than $302.8 million (USD) invested in Canada over the past five years across three manufacturing sites and nearly $43 million invested at its co-located facilities in Queretaro, Mexico, over the past five years. “Michelin has invested billions of dollars and created tens of thousands of jobs since arriving in North America more than 40 years ago,” said Pete Selleck, chairman and president of Michelin North America. “Michelin North America’s long-term business priorities will remain focused on investments in manufacturing and operations infrastructure, as well as the people of Michelin who drive innovation.”
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INFORMATION YOU WANT TO KNOW
OVERHEARD @ THE WATERCOOLER
> Jackie Joy “A great family that continues to make the Greenville community a better place!” > Riley Haskell Dannelly “Extremely proud of my family!”
RE: MIXED-USE PROJECT PLANNED FOR GREENVILLE’S OVERBROOK NEIGHBORHOOD > Ed Wilmot “My concern: as the community progresses in this direction so will gentrification. Next, there will be pressure for the Greenline Community to upgrade and progress with the greater community. This neighborhood dominantly houses a lower social economic population. As tax base, housing values increase, they will have to move out.” > Jay Woodward “Greenline may have lower social economic population but Overbrook is littered with affluent, non-flamboyant residents. My home is worth twice what I paid for it 10 years ago. So far as up and coming it was the first planned subdivision in Greenville and was the terminus to the first trolley that operated in Greenville in the early 1900s. Newcomers are funny with their colorful imaginative descriptions.”
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07.15.2016
BIZ BUZZ
Distilled commentary from UBJ readers
RE: WITH STRONG GREENVILLE COUNTY ROOTS, THE FARR FAMILY LEADS GREENCO BEVERAGE INTO ITS NEXT 100 YEARS
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JULY 8 , 2016
| VOL. 5 ISSUE 28
Y A CENTUR OF SUD S family Farr family the Farr roots, the County roots, years ville County 100 years Greenville next 100 its next strong Green into its ge into With strong With Beverage co Bevera Greenco leads Green leads
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
>> WEIGH IN @ THE UBJ EXCHANGE Got something to offer? Get it off your chest. We’re looking for expert guest bloggers from all industries to contribute to the UBJ Exchange. Send posts or blog ideas to dcar@communityjournals.com.
RE: GREEN ROOM TO CLOSE FOR RENOVATIONS > Courtney Fillner “I hope truffle fries and free champagne Thursdays are still on the new menu!” > Jessie Sahms “Last time we were in there they let us know, sounds like the renovations will be a good thing! We’ll have to find a new spot for the interim.”
The top 5 stories from the past week ranked by shareability score
>> 1,001 1. With strong Greenville County roots, the Farr family leads Greenco Beverage into its next 100 years
>> 783 2. Coffee by day, beer by night at Grateful Brew
>> 295 3. Mixed-use project planned for Greenville’s Overbrook neighborhood
>> 132 4. Joe Erwin selected as honoree for Greenville Drive’s Green Day event
>> 65 5. Southwest: No plans to leave GSP
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RE: COFFEE BY DAY, BEER BY NIGHT AT GRATEFUL BREW
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> Christy Anne “Less than a mile away from home… looks like we might have our new coffee spot!”
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> Emily Ann Fincher “Oh thank you Jesus.” > Inside the Design LLC “I love all of the new restaurants that are popping up in #yeahTHATgreenville.”
RE: CHINESE FIRM YANFENG AUTOMOTIVE INTERIORS BUYS FAURECIA PLANT IN FOUNTAIN INN > Bill Kane “More jobs for Fountain Inn!”
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UPSTATEBUSINESSJOURNAL.COM
07.15.2016
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upstatebusinessjournal.com
DATE Wednesday
7/20 Thursday
7/21
EVENTS YOU SHOULD HAVE ON YOUR CALENDAR
| PLANNER | 31
EVENT INFO
WHERE DO I GO?
HOW DO I GO?
Tech After Five Networking event for tech entrepreneurs and professionals
Pour Lounge 221 N. Main St., Greenville 5:30–7:30 p.m.
Cost: Free Register: bit.ly/taf-july2016
Global South Metro Exchange A multiregion collaborative effort conference
Hyatt Regency Greenville 220 N. Main St., Greenville 7:30 a.m.–4:30 p.m.
More info: contact Danielle Besser at dbesser@upstatealliance.com
UWIT Annual Summer Social
124 Verdae Blvd., #502, Greenville 5–7 p.m.
Cost: $5 Register: uwitsc.com
InnoVision Foreign Direct Investment, Economic Development and Innovation forum
124 Verdae Blvd., Suite 202 3:45–6 p.m.
Cost: Free Register: bit.ly/inno-july2016
Greenville Chamber Greenville Women at Work: Breakfast Empowerment Session
Hilton Greenville 45 W. Orchard Park, Greenville 7:45–9:30 a.m.
Cost: $25 investors $35 non-investors Register: bit.ly/gwaw-july2016
Thursday
7/28 Friday
7/29
CONTRIBUTE: Got a hot date? Submit event information for consideration to events@upstatebusinessjournal.com. ART & PRODUCTION
IN THIS WEEK’S ISSUE OF UBJ? WANT A COPY FOR YOUR LOBBY?
VISUAL DIRECTOR
JULY 29 QUARTERLY CRE ISSUE The state of commercial real estate in the Upstate.
Will Crooks 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
PRESIDENT/CEO
Mark B. Johnston mjohnston@communityjournals.com
UBJ PUBLISHER
Ryan L. Johnston rjohnston@communityjournals.com
EDITOR-IN-CHIEF
Jerry Salley jsalley@communityjournals.com
ASSOCIATE EDITOR
Emily Pietras epietras@communityjournals.com
STAFF WRITERS
LAYOUT
UBJ milestone
UBJ milestone jackson Marketing Group’s 25 Years 1988 Jackson Dawson opens in Greenville at Downtown Airport
Bo Leslie | Tammy Smith
1988
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
OPERATIONS Holly Hardin
ADVERTISING DESIGN Kristy Adair | Michael Allen
1997 Jackson Dawson launches motorsports Division 1993
1990 Jackson Dawson
acquires therapon marketing Group and moves to Piedmont office Center on Villa.
>>
Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff
Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com
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 1998 Jackson Dawson moves to task industrial Court
also one of the few marketing companies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design. Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile application for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series. “In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.” Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept
2009 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
AUGUST 19 THE CAREERS ISSUE Finding – and keeping – the right job.
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
CLIENT SERVICES Anita Harley | Jane Rogers
EXECUTIVE ASSISTANT Kristi Fortner
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