Dec. 19, 2014 UBJ

DECEMBER 19, 2014 | VOL. 3 ISSUE 51

LEADING THE PACK

Clemson head coach Dabo Swinney, Furman president Elizabeth Davis and other Upstate leaders share the lessons and philosophies that help them forge winning teams​

upstatebusinessjournal.com

NEWS

| CHAMBERS | 3

Spartanburg Chamber fills new VP spot

D 15th

JENNIFER OLADIPO

25th C

SENIOR BUSINEESS WRITER joladipo@communityjournals.com

The Spartanburg Area Chamber of Commerce has a new executive vice president this week.

Michael E. McNally filled the newly created position after working most recently at the Catawba County Economic Development Corporation. It is the second major staffing change this year at the Chamber, which named Allen Smith president and CEO in June.

“Michael’s professional record is proven and clearly indicates an understanding of what it takes to build member value, enhance economic development and lead positive change,” Smith said. “We look forward Spartanburg Area Chamber of Commerce to his ideas and leadernew executive vice president, ship as we seek to move Michael E. McNally the business community forward.”

McNally increased income 31 McNally will be responsible for percent, developed and implementthe general administration of the ed a three-year strategic plan, Chamber and play a leadership role completed a rebranding initiative in implementing the Chamber’s for the organization, established a major initiatives. member engagement program After graduating from East Carthat led to retention rates of 87 olina University with a Bachelor of percent, and cultivated multiple Science degree in business adminpartnerships with local agencies to istration and an MBA, McNally establish working committees that worked in commercial banking and met the needs of the business comfinancial management for six years. munity, the Spartanburg Chamber McNally began his career in said in a release. chamber work with the Catawba McNally returned to the Catawba County Chamber of Commerce in County Economic Development Hickory, N.C., in 2006 as the vice Corporation earlier this year to president of marketing and commuaccept a position as the director of nications and then vice president existing industry services. for governmental affairs and busiMcNally’s community involveness development. ment has included the Rotary Club In 2009 McNally became presiof Morganton, Catawba County dent and CEO of the Burke County Partnership for Children and the Chamber of Commerce in North Burke County United Way. Carolina. During his tenure,

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4 | THE RUNDOWN |

TOP-OF-MIND AND IN THE MIX THIS WEEK

UBJ

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12.19. 2014

VOLUME 3, ISSUE 51 Featured this issue: Filling in the mentorship gap Larry Peppers gets real with SimSoc Who’s Who panel starts search for next class

11 15 26

MONEY SHOT: More than 50 participants make up Class 41 of Leadership Greenville, a program of the Greenville Chamber’s LEAD Programs offering business leaders a chance to develop and get involved in the community. Leadership Greenville has been in the community for 41 years and has graduated many community leaders – counting former U.S. Sen. Jim DeMint among its alumni. Read more on page 14.

Photo provided

WORTH REPEATING “Invariably, the day starts with the participants thinking it’s a game, but by mid-morning, it’s not a game.” Page 15 “I’ll tell you, some of the most biased comments have come from women, not from men. So that’s been surprising.” Page 16 “We’re going to do it right, and I would rather lose trying to do it right than to win knowing we didn’t.” Page 18

TBA Word is another new condo development is in the works in downtown Greenville, on 1.878 acres of property at Broad and David C. Francis streets that sold last month for $1.9 million. The property is within walking distance of McBee Station and Cleveland Park.

VERBATIM “People ask the difference between a leader and a boss. The leader leads, and the boss drives.”

Theodore Roosevelt

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6 | CHAMBERS |

UBJ

NEWS

|

12.19. 2014

SC Chamber focuses on roads and workers BENJAMIN JEFFERS | STAFF

bjeffers@communityjournals.com South Carolina legislators should focus on tackling the state’s infrastructure problem and developing the workforce, according to the recently released 2015 Competitiveness Agenda by the S.C. Chamber of Commerce.

“While there are many legislative items we will address in the coming session, this year we are heavily focused on working with our members to coalesce support around the policies of our state related to the funding and maintenance of our infrastructure and more importantly, to the longterm development of our state’s most important asset—our workforce and its future development,” said Mike Johnson, 2014–15 chair of the South Carolina Chamber, in a release.

South Carolina owns 63 percent of all roads in the state—more than three times the number owned by other states, where the average is only 19 percent, according to the S.C. Department of Transportation. Counties and municipal governments own the other 81 percent, SCDOT says.

With the local roads tax referendum failing in November, business owners acknowledge Greenville must look to the state to fix the problem.

Gov. Nikki Haley said repeatedly on the cam-

paign trail that she would release her own plan to fix the state’s roads in January. At the Greenville Chamber of Commerce’s Legislative Breakfast last week, State Reps. Chandra Dillard and Phyllis Henderson, members of the House Transportation, InBY THE NUMBERS: frastructure and Management Ad Hoc Committee, state-owned roads in SC addressed the roads issue.

Dillard compared the issue to getting “the ox out state-owned roads in other states of the ditch,” and said the state needs to give more control of the roads to mid-skill jobs in the local governments. HenderSC workforces son said about 15 counties The increase in job don’t have a roads departworkers with the openings due to growth of ment and their roads are necessary credentials manufacturing in the state, completely controlled by Source: SCDOT and SCDEW along with “many experithe state. enced workers on the verge The Chamber’s Competiof retirement,” has led to the shortage of employtiveness Agenda calls for “a comprehensive, ees for these jobs, the agenda says. sustainable and recurring funding plan According to the S.C. Department of Employfor infrastructure.” ment and Workforce, mid-skill jobs make up The Chamber also called on the Legislature to 54 percent of the workforce, but only 28 percent address the shortage of workers needed for midof workers have the necessary credentials for skill jobs that require either an associate degree the jobs. or certification but not a four-year degree.

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NEWS

Scientists study the relationship between water and energy

| ENERGY | 7

QUARTERLIES

BENJAMIN JEFFERS | STAFF

bjeffers@communityjournals.com About 40 Clemson University faculty members have joined the Water-Energy Consortium to find solutions to the future of energy. The consortium is studying the relationship between water and energy and developing sustainable solutions for the future.

Scott Husson and David Ladner are working on a hybrid-technology project focusing on the desalination of water and then harvesting the energy from that process.

“Everything is tied to water,” Husson said. “You can’t talk about water without talking about energy, and you can’t talk about energy without talking about water.”

Husson and Ladner are working with membranes that will allow water, but not salt, to pass through.

When a membrane is placed between pure water and salty water, Husson said, the pure water will naturally try to dilute the salty water.

The process, referred to as pressure-retarded osmosis (PRO), results in a buildup of pressure on the salt-water side, which will then turn a turbine.

The scientists are looking for ways to capture more energy than the process uses. Husson said the hard part is creating a membrane that is thin enough to be energy-efficient but also strong.

“Making them thin is problematic because they have to be strong enough to withstand that pressure,” he said.

Work on PRO has been around for many years, but the work is hampered because the process isn’t yet economically feasible, Husson said.

But if the scientists develop a way to make the process energy-efficient, they could solve future energy problems.

Ladner said energy prices are relatively cheap right now, but could spike as natural resources become unavailable.

“Our water is dirt cheap, which is kind of ironic.

We should call things ‘water cheap,’” he said.

He said water prices will go up, however, as available resources decrease. The work he and Husson are doing would help solve the dual problem of water scarcity and renewable energy production, he said.

Water scarcity is becoming much more relevant,

Delta Apparel, Inc [NYSEMKT: DLA] For the fiscal year ended Sept. 27, 2014

THE NEWS: It’s been a year of ups and, mostly,

downs. Weak demand for undecorated T-shirts caused a dip in sales, the company says, while sales of decorated apparel grew and are expected to keep growing in FY 2015.

A second branded eatery, Salt Life Food Shack, opened in April in St. Augustine, Fla., and the company says so far, so good.

STOCK QUOTE: “Despite our disappointing

financial results we completed a number of key initiatives during the year which we believe makes Delta Apparel a stronger, more agile company as we move forward,” said Bob Humphreys, chairman and CEO.

THE NUMBERS: Net sales for the fiscal year

Top: David Ladner, an assistant professor of environmental engineering and earth sciences at Clemson, shows how water so dirty that it’s brown can be cleaned with a system of pumps and filters so that it’s drinkable; Above: Peng Xie, a Clemson doctoral candidate.

Photos by Paul Alongi

Husson said, but the ocean offers a great solution if scientists can find an energy-efficient way to remove the salt from the water.

Ladner said the brine left over from the desalination is put back into the ocean. But if scientists can use the brine in a PRO application, the result could be a solution to finding a new sustainable energy source.

dropped 6.23 percent to $452.9 million compared to $483 million the previous year. Net income, adjusted for the $4 million pre-tax impact of strategic initiatives, was down $1.5 million compared with net income in the prior year of $6.2 million, or $0.74 per diluted share. Delta Apparel saw a net loss for the year of $1 million, or $0.12 per diluted share. Fourth quarter sales were down 6.28 percent at $114.9 million, compared to $122.6 million in the same quarter of the previous year. Fourth quarter adjusted net income of $1.7 million was an improvement over the net income of $600,000 in the same quarter of the previous year. Net loss for the fourth quarter was $765,000 or $0.10 per diluted share.

8 | INNOVATE |

MOVERS, SHAKERS AND DISRUP TORS SHAPING OUR FUTURE

UBJ

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12.19. 2014

Building the team that fills the gaps Entrepreneurs may be confident, but they can’t do everything—so it’s important they surround themselves with the right people

By JOHN MOORE, CEO, NEXT

Self-confidence is a required ingredient for successful entrepreneurship. By their very nature, entrepreneurs must have a strong belief in themselves and their ideas in order to sell their new venture to investors, customers, team members and the world. Their ability to get others on board is dependent in large part on their own belief in themselves and their sincerity and authenticity in convincing others to join their movement.

A healthy dose of self-confidence is also required of entrepreneurs to weather the expected and unexpected storms of launching and growing a new business. The path of a new venture is filled with many challenges that require a steady hand from a leader who can inspire others to push onward despite the headwinds of disgruntled investors, lost customers or cash shortages.

For those reasons and others, entrepreneurs must possess a solid confidence in themselves and the new venture they are creating if they hope to succeed. However, the most successful entrepreneurs also have a strong sense of self-awareness that allows them to see their limitations—or, heaven forbid, personal weaknesses—and to realize the importance of surrounding themselves with other highly skilled, confident people.

For instance, some entrepreneurs are highly skilled at business development and sales but are lacking in operations management experience.

Others may be gifted innovators in the laboratory but lack the strategic business skills needed to turn new products into successful businesses. Regardless of the startup, no entrepreneur brings the full basket of capabilities, connections and passions to make a venture successful. Thus it is critically important to build a diverse, highly functional team to move the company’s vision forward.

Fortunately, entrepreneurs have several options for building a stronger skill base beyond their own for their companies’ leadership.

FORM THE RIGHT FOUNDER TEAM First, they can select complementary cofounders from the very beginning. Too often we see inventors of new products launching ventures without any experience or training in starting and running a business. They fail to recognize the inherent difference between designing and creating an amazing new product and turning that product into a profitable, going business concern. Consequently, they believe they can go it alone.

However, rarely does it work out that a technically gifted inventor is also a savvy business leader.

locally is Michael Bolick with Selah Genomics. As Many new ventures fail as a result.

CEO of Selah, Bolick began carefully building his Today, more and more entrepreneurs are realleadership team in a way that maximized the cuizing the importance of forming founder teams that bring all the skills and exmulative capability of the group. perience necessary to succeed to With his background in pharCOMPLEMENTARY the new venture before it maceutical business manageCOFOUNDERS: launches. Inventors and visionment, Bolick recognized the importance of adding to his aries are teaming up with skilled business talent to launch new abilities a leadership team with ventures that are not only techstrong capabilities in operations nically innovative, but operationand research.

To that end, he added operaally and financially sound.

Locally, a great example of tions expertise with the hiring complementary cofounders is of Ken Morgan, VP of operathe team of Frank Greer and tions; and world-class research Ralph Heredia, CEO and VP experience with the addition of Jeremy Stuart, VP of genomics of business development, services. Under the diverse carespectively, for Zipit Wireless.

Though both Greer and Heredia pabilities of this leadership team, Selah has experienced have backgrounds in engineering with several patents to their strong sales growth in recent names, they bring different core years and was acquired in 2014 competencies to the growing

by EKF Diagnostics, a public team at Zipit. traded company in the U.K. Frank Greer, CEO, As CEO, Greer’s skills in straZipit Wireless SEEK STRATEGIC INVESTORS tegic planning and organizationEntrepreneurs can also al management play a critical role acquire additional functional As CEO, Greer’s skills in strategic in his responsibilities managing planning and organizational skills and strategic connections and directing the company’s management play a critical role in through their investors. Though overall operations. Heredia, his responsibilities managing and investors are often thought of directing the company’s overall conversely, leverages his capabilonly for the funds they bring to operations. ities in innovation, research and a company’s balance sheet, they external relationships to lead the also can bring complementary company’s business development skills and experience as well as and marketing functions. Bringimportant contacts that can ing both of these skill sets togethsignificantly impact a company’s er at the company’s founding has future. The wisest entrepreneurs allowed Zipit to secure significant seek out strategic investors who venture capital investment since not only bring needed cash to the its founding and to establish itself business but also other capabilas the industry leader in two-way ities that help round out their critical messaging systems. companies’ leadership skills.

FOCUS ON FIRST HIRES Like fitting together a puzzle, Ralph Heredia, VP, Entrepreneurs can also build entrepreneurs today are tasked Zipit Wireless a complementary skills set with building a set of highly complementary skills and around them by hiring key team Heredia, conversely, leverages his abilities that will allow their members during the formative capabilities in innovation, research years. After choosing the right ventures to grow and succeed in and external relationships to lead cofounders, nothing is more today’s hyper-competitive global the company’s business important to a startup’s future market. Doing so requires the development and marketing than the first hires it makes for courage to objectively assess functions. their own personal skill gaps its early leadership team posiand the wisdom to seek out tions. Top-performing entrepreneurs ensure that their first hires are their best and cofounders, team members and investors that fill that the new additions bring important capabilities those needs. Ironically, it’s only the most confident that offset their skill and experience gaps. entrepreneurs who are willing to admit they need A great example of an entrepreneur doing this others to be successful.

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10 | DIGITAL MAVEN |

UBJ

THE TECHNICAL SIDE OF BUSINESS

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12.19. 2014

What the Sony hack should be teaching us Email is out of control, and it’s costing businesses a fortune

By LAURA HAIGHT, president, portfoliosc.com Early on in my newspaper career, I learned a critically important lesson: Never put anything in writing that you don’t want to see in print.

Back in the day, you might have occasionally seen “Put clever caption here” appearing under a photo in the paper or, sometimes, something far more embarrassing. The recent Sony hack— resulting in thousands of financial documents and memos from the entertainment giant being made public—while having some entertaining moments, is an object lesson in the large amount that is wrong with the app we love to hate: email.

volved in an email thread.

LACK OF ACCOUNTABILITY: Because of its

importance, we never delete it, keeping mailboxes with terabytes of historical data on vulnerable cloud-based servers. And despite the mission-critical nature of our emails, individuals and businesses do not treat email security with the same level of importance as anything else. If any employee stole company records and

Email is the technology equivalent of the U.S.-Mexico border. No matter how hard we try to secure it or how much money we throw at it, new holes open up all the time.

LACK OF SECURITY: Email is the technology

equivalent of the U.S.-Mexico border. No matter how hard we try to secure it or how much money we throw at it, new holes open up all the time.

Although it is uncertain how long the hacker group Guardians of Peace (GOP) had been in the Sony network or how they accessed it, tech analysts suggest that an email phishing scam that could have been as much as a year old was the root cause.

The security weaknesses are exacerbated by the importance email has assumed in our personal and work lives. In many ways, it’s replaced personal communications. In the workplace, we hire, fire, discipline and reward by email. We share plans, projects and proposals.

OVERUSE: Every day, there’s a new revelation

from the Sony server hack: Mark Cuban (a billionaire several times over) is ticked off about how much he was paid on “Shark Tank”; C-level execs are obnoxious, entitled and racist; and—oh, here’s a shocker—the Academy Award-winning Jennifer Lawrence was paid less than her male costars in “American Hustle.” There appears to be nothing that we won’t discuss in an email.

Our relationships with employees, customers, clients, vendors and suppliers are often fragile. The fact that we conduct these relationships largely through emails does little to strengthen it.

We have trained ourselves to prefer email over personal contact. No time for a meeting? Just make that assignment over email. Too busy to take a call? Put it in an email. Collaboration? That often takes the form of getting more people in-

handed them off to a Russian criminal enterprise, they would most likely be fired. But if they don’t follow password security policies, and the same end result occurs, they are likely held blameless. Lots of harm, no foul.

By now it should be clear to us all that technology alone cannot be counted on to police itself. Sony spent millions of dollars on security and still lost everything—most likely because a malware program was activated by a user or users who fell for a phishing scam.

I often find myself repeating things that sound awfully basic. But before we can master the more complex opportunities and challenges that technology presents, we need to master the basics— such as the five points below. And, clearly, that remains an issue.

1. Establish a password policy that requires

strong passwords and changes every 30 days.

2. Train employees on phishing. Most of the

major hacks that make headlines were enabled because of successful phishing.

3. Make sure you are running virus updates and malicious software (malware) removal scans.

The virus updates should run daily and the malware scan should be run at least monthly, although in some industries weekly frequency wouldn’t be overdoing it. If you have a client-server network configuration running with

Exchange, you can set these tasks to run in the background. If not, you may have to run them manually. Do it even if your computers appear to be running normally.

4. Do not allow employees to connect to work networks through unprotected personal computers. Virtual Private Network software can control this with policies. The same is true of mobile devices. Limit access to trusted devices.

5. No matter how small your business, have solid written and signed policies for password requirements, computer use and email use. Treat them like any other policy: Train employees on the procedures and why they matter and discipline those who violate it.

Although systems that can programmatically enforce policies like these are important, the key to security is training first, then making employees responsible and accountable for their actions.

All the systems in the world can’t protect you from an authorized user. Just ask Sony.

upstatebusinessjournal.com

FOCUS ON LEADERSHIP

| COVER | 11

Groups aim to fill ‘mentorship gap’ JENNIFER OLADIPO SENIOR BUSINESS WRITER

joladipo@communityjournals.com Many Upstate business leaders, especially entrepreneurs, act informally as mentors for young business, but recently a conversation about the need for more mentorship has been brewing. Some who work in funding and supporting early-stage businesses say as laws and innovations address a funding gap that hinders growth, mentors are needed to help guide companies toward their potential.

Groups throughout the community are formalizing or strengthening mentorship offerings, calling on what they say is a large pool of serial entrepreneurs and professionals in the Upstate who are up to the task.

One example is Jason Premo, who recently sold ADEX Machining Technologies, and plans to marshal angel investors to do more than write checks. Forming in the first quarter of 2015, the group will be called Swamp Rabbit Angels, providing mentorship as well as space for “hackers and wannabe entrepreneurs” to hone their business ideas.

He said as an investor, he encounters companies that lack business plans, strategies, financial management, and even appropriate legal structures.

“If you don’t get that stuff right, it can really lead to bad things later on,” Premo said. “You may be able to get the angel investor money, but then when you’re

ready to break out and expand, you may have done some things that make it hard on yourself or even unattractive to later-stage investors.”

He said the state needs more accelerators to focus on industries such as IT or manufacturing. The new group will be affiliated with, and modeled after, the Silicon Valley-based Founder Institute— said to be the world’s largest entrepreneur training program—and MIT Fab Labs, a network of digital fabrication and centers managed by the Massachusetts Institute of Technology.

Nika White, vice president of diversity and inclusion at the Greenville Chamber, said mentorship emerged as a pressing need after the first year of its Minority Business Accelerator (MBA). It was a significant factor in the decision to double the length of time companies are in the program, from one year to two, she said.

“One of the things we found to be a necessity going into the new year, which will be the second year, is that it’s one thing to deliver information.

What they really need is somebody to be hand-toshoulder with them helping to facilitate those things,” White said. Ideally such mentors facilitate introductions to important connections, but also attend introductory meetings alongside mentees.

White said businesses need coaching on a variety of skills. Business infrastructure, talent management and development, accounting, IT and mar-

keting are among the needs identified by companies in the MBA. Each company in the program will be assigned a mentor, whom she estimates will need to be available six to eight hours a month. She said the Upstate has the talent pool to help.

“I definitely think that need can be met. We’re finding that at least from our approach, that we need to go to corporations that are large in scale enough to lend out some of their key staff who can lend that expertise,” White said. “We’ve been tapping key individuals that we have access to and that we think would be a good fit for the program.”

Initially, MBA is looking to corporate investors who have an interest in seeing the program succeed.

These newer initiatives join a landscape that includes more general business mentorship services, as well as targeted incubator and accelerator programs throughout the Upstate. Piedmont SCORE, part of a national network, connects anyone with mentors for free and also offers free and paid workshops on subjects such as writing a business plan. The federal Small Business Development Centers (SBDC) also has a local office through which anyone can receive business-planning advice. The Spartanburg Small Business Incubator, Iron Yard accelerators and the Greenville Chamber’s NEXT program and others target companies with various characteristics such as high-impact, specific locations, or a focus on technology.

entor onday

A Movement is coming.

12 | THE TAKEAWAY |

UBJ

NOTES FROM THE BEST TALKS YOU MISSED

|

12.19. 2014

Leadership under fire Former Navy SEAL Thom Shea has taken the skills that won him a Silver Star into the corporate world

By RANDY LOOPER,

WHEN IT ALL BEGAN

As a young boy, Shea recognized, talked with and was fascinated by the brave soldiers involved in the Battle of Iwo Jima—which served as the Seabrook Marchant, founder, president and inspiration for his becoming a Navy SEAL, and broker in charge of The Marchant Company, to never give up no matter how bad it looks. welcomed community leaders and honored several In his youth he realized that if he believed in veterans that were in attendance. Lee Vining, himself, he could do anything. Despite breaking director of the new Veterans Services Division at his back and multiple breaks in his femurs, Shea The Marchant Company, was introduced before said, he immediately signed up for an endurance welcoming retired Senior run which sustained his Chief Thom Shea. Shea is commitment to heal and EVENT: The Marchant Company the CEO of Adamantine train his way back.

Quarterly Breakfast Alliance, a unique leadINTERNAL DIALOGUE WHO WAS THERE: Greater Greenville ership and human perforShea recalled the day in Community Leaders mance coaching organiAfghanistan for which he SPEAKER: Thom Shea, retired Navy SEAL zation. Shea conducts was awarded the Silver and CEO of Adamantine Alliance training seminars Star—totally surrounded, PRESENTING: A Salute to Veterans throughout the nation, 2,000-pound artillery developing transformabeing dropped on them, tional performance days without food or results for various indiwater—but all his men viduals, teams, and orgasurvived and 65 Taliban nizations. did not.

Before founding AdaShea had over 2,600 mantine Alliance, Shea hours in active combat served 23 years with over his decorated career. distinguished valor as a One pattern he noted that Navy SEAL. During his resonated throughout military career he served his career is the power of in three wars, ultimately the internal dialogue leading a team of Navy within one’s self, beSEALs into Afghanistan lieving in one’s self. in 2009 where he earned Internal dialogue drives a Silver Star, Bronze Star human performance. with valor, Army ComLEADING ON mendation with valor and Shea currently serves as his second Combat director of operations and Action Medal. He was sales for BarberWind hand-selected to serve as Turbines. In his downofficer in charge of the time, Thom has volunfamed SEAL sniper teered countless hours to course from 2009-2011. charity, raising funds During his two-year through his athletic tenure, he transformed events for the Special the sniper curriculum Operations Warrior Foundation and the Chris while successfully increasing both graduation Kyle Memorial Trust. He holds a Bachelor of Arts numbers and shooting performance test scores. degree from Ball State University and a Master In his final tour of duty, Shea served as senior Training Specialist certification from the Naval advisor and senior combat developer for Naval Special Warfare Center. He now resides in GreenSpecial Warfare Group One. He served as chairville with his wife and three children. man for research and development on 11 separate Earlier in the breakfast presentation, Seabrook optics and weapons boards from 2011-2014. He Marchant of The Marchant Company recognized is the author of “Unbreakable: A Navy SEAL’s and honored all veterans in attendance each Way of Life,” released in May 2014. principal, Carolina Creative

From left: Seabrook Marchant; Dr. Clarence “Hots” Easley, a World War II Purple Heart recipient; Thom Shea Photo Provided

with a copy of Shea’s new book. Marchant also announced the formation of the new Veterans Services Division of The Marchant Company and updated the group on third quarter 2014 versus third quarter 2013 real estate market activity and encouraging local trends affecting real estate sales.

Thom Shea during a tour of duty

ENGAGE To learn more about The Marchant Company’s Veterans Services Division, visit marchantco.com.

upstatebusinessjournal.com

WHAT ’S NEXT FOR THE UPSTATE, AND HOW WE’LL GET THERE

| FORWARD | 13

4 things tomorrow’s leaders need to learn now

By BOBBY BLACK & BEV CANNON, teachers, Langston Charter Middle School Can you teach a child to be a leader?

Can you instill in her the traits of someone who inspires and motivates others? Can you set him on a path to be a charismatic minister, a dynamic CEO or the president of the United States? As teachers, we say “of course.”

Leadership is a very broad term and can be defined in many different ways. But we define leadership with the children we come in contact with every day as showing respect, having personal ownership of your life and actions, serving those in need and managing the influence you have over others. We can teach these skills in school, at home and in all aspects of life.

you do not have a target? In our experience, having a student create a personal mission statement is vital. When they have been led to think about what is important to them and identifying what tangible goals they desire to reach, students can learn to be purposeful in their everyday actions. They learn that they must take personal ownership of their lives and they must work to obtain their own goals.

with each day in your office, or you may be in a position where you influence a greater number of individuals because of your job, your contacts in the community or even your gregarious personality or positive energy.

As teachers, we tell our students that you may think you are not a leader, but you are in the way you influence your siblings and your friends. Some people command more attention than others and may demand an audience by the way they act or

1. SHOWING RESPECT

How are children to know how to act unless we tell them? How will they know how to be a leader unless we show them? In our society, we have stopped teaching our children how to be respectful. Children may come to school not knowing what respect, for themselves or others, looks like. We consider the No. 1 character trait of a leader as respect—respect that one commands and respect that one gives to others.

We must set rules that are continuously taught and practiced—simple rules of respect such as saying “please” and “thank you” to not only adults, but also to young people and peers. In school, we can teach and model such skills. Actively watching and listening to a fellow student while he or she gives a presentation, learning how to properly have a conversation, not being rude when you are given a gift—these are all skills that may seem small and insignificant. But the knowledge of how to do these things, as natural as they may seem to some, may not have been taught to a child prior to attending school and are the foundation of social acceptance to build upon.

2. TAKING PERSONAL OWNERSHIP

Teaching at a charter middle school in Greenville County, we have the awesome responsibility, and the great opportunity, to be leaders in the eyes of 11- to 14-year-olds. These early teenagers are still very impressionable, which makes it the prime time to teach leadership. It is said that it takes 21 days to form a habit. We just happen to have these children for three years, and in those three years we strive every day to build up leadership skills.

Goals are very important in the development of a leader. Where does direction come from if

3. SERVING OTHERS

Teaching a child about community service is an integral part of fostering leadership. Taking the focus off themselves and focusing on the needs of the community can inspire and instill a compassionate heart. It is through engagement and involvement—to see a project from beginning to end—where they perceive their impact, which can be very powerful.

Greenville offers many different opportunities to serve and give of one’s time and effort. From running a race that raises money for medical research to Hands on Greenville’s annual family HOG day, we must continue to encourage our youth to find a cause or method of giving that inspires them and uses their talents and skills.

4. MANAGING INFLUENCE

We all have influence over others. You may influence only the few people you come in contact

speak. But what do you do with that attention?

Do you inspire greatness or spread negativity? By being the best you can be, not only do you impact your life’s path, but you also influence those around you to do the same.

In our community, we can create awareness in our youth. Make them aware that they are leaders.

Each child influences another, and whether they use that influence to display responsibility or not is an essential choice they need to consciously make. Will they set an example by how they contribute to our community? Will they serve those in need? Will they take personal ownership of their lives? Will they step up and become a great leader? By being in an environment where leadership is a philosophy, where it is practiced, taught and modeled by all leaders young and old, we will continue to build a community of amazing growth.

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12.19. 2014

Sometimes leaders need a little training BENJAMIN JEFFERS | STAFF

1

bjeffers@communityjournals.com

Companies hire employees based on their talents—but those talents don’t always translate into good leadership skills.

Jeff Geffert from Dale Carnegie Training, a company that trains thousands of people each year through leadership classes, said the two main aspects of leadership that people need help with are lack of communication skills and “lousy people skills.”

Many times the employees have the right knowledge to do the job, but lack the training to be able to work with people, he said.

Training can be expensive and time-consuming, but companies find many times that leadership training for employees can 2 3 reap big rewards.

“Companies pay millions for equipment.

Why wouldn’t they invest in their people?”

In Dale Carnegie classes, all participants must work on a project that will either fix, improve or create a process that benefits 1. & 2. PULSE is a LEAD program of the Greenville the company, Geffert Chamber for young professionals ages 22 to 39. said. In a recent 3. Modeled after the Greenville Chamber’s signature class, employees at Leadership Greenville program, Youth Leadership Greenville (YLG) is designed for young people in a medical instithe community. tution developed a time-saving process that could potentially save the company tens offers business leaders a chance to develop and of thousands of dollars each month, he said. get involved in the community.

Maurie Lawrence, who heads leadership Tami Miller, manager of LEAD programs, education and training efforts at Greensaid sending employees through leadership ville-based Wyche PA, said leadership programs training is one of the keys for attracting and are an important part of the company culture. retaining talent. Leadership Greenville has been “What’s most important is having a culture in the community for 41 years and has graduthat promotes leadership development because ated many community leaders and even former it’s not a one-time check-box thing,” she said.

U.S. Sen. Jim DeMint, she noted.

“For us to retain and recruit the best attorneys, Wil Brasington, chairman of LEAD and gradone big question is, ‘What types of programs uate of Leadership Greenville, said going do you have that will help me professionally?’” through the program gave him access to trainLawrence said the firm’s model has been ing under experts, a broadened perspective of to use internal tools, “but we use and believe community issues and engaging with people in using well-established and well-recognized from many different backgrounds. programs and conferences.”

“I came out of this program being friends Leadership Greenville, part of the Greenville with people I would have never crossed paths Chamber of Commerce’s LEAD Programs, with,” Brasington said. Part of being a leader

is the ability to work with people who think differently than you do, he said.

Some may fear that employees will leave the company for a competitor once they have received leadership training, but Lawrence said the potential for employees leaving the company doesn’t concern her.

“In our line of work, you want the best employees. You actually want your employees to be targeted by a whole bunch of other companies,” she said. “But if they’re invested in your culture and your culture is unique, then you’re not worried about the phone call.”

Staff writer Ashley Boncimino contributed to this article.

upstatebusinessjournal.com

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Tempers, tears and friendships Larry Peppers’ SimSoc exercise has given a reality check to thousands of leaders in Greenville and beyond ASHLEY BONCIMINO | STAFF

aboncimino@communityjournals.com

If you’ve gone through Leadership Greenville, chances are you know Larry Peppers. The former Clemson University sociology professor spent 40 of the last 41 years administering a key part of the program—the simulated society, or SimSoc—to around 1,600 total participants in Greenville alone.

Now, Leadership Greenville is the sixth-oldest leadership program of its kind in the country and has been the model for dozens of others.

Peppers works and travels full-time to administer SimSoc sessions for leadership programs across the country. He estimates he has traveled to more than 100 programs for his work, but says Leadership Greenville is one of the best due to its curriculum and the quality of participants it attracts.

While many leadership programs and initiatives have contributed to the Upstate’s growth, few have been around as long and have built as devoted an alumni base as Leadership Greenville, said Peppers. “Greenville has a strong alumni group, which is different from a lot of other cities.”

A NEED FOR LEADERSHIP

Leadership initiatives similar to Leadership Greenville began popping up around the country in the mid-1960s, said Peppers, starting in Phil-

adelphia and followed by Savannah, Minneapolis, Atlanta and Gainesville, Fla. The Greenville Chamber led the effort to begin Leadership Greenville, which held its first class in 1973 with 20 to 22 people, Peppers recalls.

Today, Leadership Greenville is a 10-month program that focuses on issues and needs affecting Greenville County. Each class leverages the diverse backgrounds and experiences of its around 40 participants to build a solution for a project or need in the area, Peppers said.

Before that, however, the class needs to “feel comfortable disagreeing with one another,” according to Peppers, which is where he steps in with SimSoc, the bedrock of the program. The ability to disagree but still work toward a solution is crucial to leadership, he said.

“At the end of the day, what I hope to establish in a group … is that despite various personalities and egos, we can break down barriers,” he said.

“It’s community leaders that are going to have to deal with these issues.”

TENSIONS AND INEQUALITIES

SimSoc itself incorporates elements of sociology, psychology, political science, economics and communications. Peppers divides a list of participants into four groups that represent four socioeconomic classes: the elite or upper class, the upper middle class, the lower middle class and the impoverished class. Each group begins with various levels of resources, which determine their

At the end of the day, what I hope to establish in a group … is that despite various personalities and egos, we can break down barriers. It’s community leaders that are going to have to deal with these issues.

ability to eat, to travel and to spend SimBucks on extra things.

Resource allocation has very real effects for participants, which becomes all too clear during lunch. While the elite are served anything from steak, potatoes, wine and bread, the impoverished class can often do nothing but watch with growling bellies, said Peppers.

In one instance, Peppers remembers when one of Greenville’s most successful restaurateurs, Vince Perone, was put in the lowest group and thus went without food during mealtime. Perone— who was a “staunch political conservative,” said Peppers—and the others in the impoverished group resorted to protests in the dining room, marching around and brandishing signs that read, “We need food,” and “Help us.”

“Invariably, the day starts with the participants thinking it’s a game, but by mid-morning, it’s not a game,” said Peppers, recalling a pair of good friends who went through the session and didn’t speak to each other for months afterward because of a disagreement.

“Love the day or hate the day, the participants will remember the day,” Peppers said.

A NEW GENERATION OF LEADERS

SimSoc is aimed at helping leaders understand the complexities of collaboration and decision-making in modern societies, and much of what participants learn is empathy, he said.

“They go in wearing certain colored glasses, and what I see happen is they start looking at a community with different colored glasses, or they’ll take the glasses off entirely,” said Peppers, who said in the last 10 to 15 years of SimSoc in Greenville, he’s observed heightened collaboration, negotiation and sharing of food even when they don’t have to.

According to Peppers, SimSoc has in some cases been a catalyst for regional development.

“Public-private partnerships, those didn’t used to happen,” Peppers said. “A community is very interdependent … economic development and community development go hand in hand.”

Peppers, now in his 60s, said he wants to continue leading SimSoc sessions for the next three years. He has a vision for a regional leadership program that would span not only Greenville, but Spartanburg, Anderson and other Upstate counties.

“Greenville as we look at it today was developed by leaders from 25 years ago,” said Peppers. “The new generation of leaders, they’re the ones who are going to have the responsibility and the opportunity to create the Greenville of tomorrow.”

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12.19. 2014

Furman’s 12th—and first female— president brings unique perspective to her new leadership role

EMILY PRICE | STAFF

eprice@communityjournals.com

This academic year marked a new era in the 188-year history of Furman University, as Dr. Elizabeth Davis—formerly the executive vice president and provost at Baylor University in Waco, Texas—arrived in the Upstate to become the school’s first female president.

In 188 years, Furman has had only 12 presidents—three since 2013’s spring semester, when former president Rod Smolla resigned for personal reasons after three years in office. (Carl Kohrt, a 1965 graduate, was named interim president until the search for Davis was complete.)

Davis embodies a mix of influences to guide her new leadership role. In a time where many financial-related questions permeate higher education—particularly concerning ever-rising tuitions and measuring value and ROI as nontraditional education models continue to emerge—she has a doctorate in accounting from Duke University.

UBJ had the opportunity to sit down with Davis to discuss various aspects of management and leadership—from being a female in such a prominent career position, to differences in academic versus

industry organizations and how her studies in accounting have prepared her to lead a university.

What is your personal definition of leadership?

A leader is someone who can cast a vision clearly, that others want to join and be a part of; but then also who has the realistic optimism about what can really happen, so that the people in the organization can feel success when that vision’s accomplished.

How has your leadership style evolved over the years?

When I first started working out of college, I was a terrible delegator. I always tended to be a really fast worker, so it was just easier for me to do someone else’s job, too, because I could just get it done before I could explain what it was that I wanted. But eventually that will just wear you out, because the higher up you go, there are more levels, and you can’t do everyone’s job.

So I think what I’ve been able to do over time is to develop ways to engage in conversation about why we want to do particular things. If a manager’s always telling people what to do, and they don’t understand why, they don’t know how to adapt when something unexpected happens. And as a result, then the manager might feel more compelled to micromanage. But if everyone can

Photo by Greg Beckner

Strength in numbers understand why we are trying to accomplish particular things, then you can leave the what up to others to figure out and then at the end, take a look at it.

What are some similarities and differences in leading an academic organization versus a more traditional business organization where ROI is the bottom line?

Well, the similarities are still working with people, and getting everyone to understand how their particular part of the organization contributes to the mission. So there’s still that clarity of purpose, communication and some type of feedback loop that says, “Okay, here’s what we said we were going to do, here’s what we did, and how did it work out?” So those kinds of things are similar.

In academia, ROI is not as easily defined. I am a firm believer that education is one of, if not the best investment someone can make, but it’s not always measured in terms of a dollar return. So learning how to have a conversation about, “What is value? What is a return on an investment?” is different in higher education.

The shared governance model in education, where faculty, administration and the board all together have different responsibilities in carrying out the mission, means that things don’t >>

upstatebusinessjournal.com

>> happen quickly; and so responding fast to a situation can actually set the university backwards rather than propel it forward.

How has getting a doctorate helped you as a business leader?

Some of the things you have to go through in getting a doctorate are, you have to identify the right question—“What is it you’re going to study?”—and it needs to matter, and identifying the right questions to solve in business is very important. You can solve the wrong question and be in a bad place, so first you have to identify the right questions.

Then you have to gather up enough evidence and have an understanding of the question from several different angles to reach your conclusion, and then you have to be able to communicate all of that in a succinct manner so that others care.

So really it’s the development of a way of thinking throughout a graduate training that helps from a leadership point of view.

Are there similarities in how you led and managed your students as an accounting professor?

It seems to be full of a lot of rules and a lot of numbers—as if it’s a very prescriptive way to go about things. But even very early on teaching, I realized if I didn’t tell students why we were doing something a particular way, they just memorized the formulas, and memorizing formulas doesn’t help you in the long run. Rather, developing a way of thinking is what’s much more helpful.

I think that’s why accounting has been a good background for me. It just shapes how I think. I certainly don’t want to be keeping the books for anybody, so to speak, but it has helped me think about organizations. So even way back then with students, I was always trying to make sure they understood why we were doing something.

FOCUS ON LEADERSHIP

Number one: I have no wife at home. And my husband and I are great partners; but with the way my schedule is, getting my share of the household duties done is difficult. Because my husband has a full-time job.

I haven’t run into barriers in terms of people questioning my credibility. I actually think having a financial background as a woman is very helpful to me. That tends to be something I’ve found people will question. For whatever reason, that’s not a skill that women have worked on quite as much. But that’s not been one of the issues that I’ve faced.

Do you think that career-driven women battle a socially ideological assumption of the female role in family when it comes to career/life balance that men don’t have to deal with?

Well, I think those questions for women are always going to continue to happen as we predominantly believe that women are the main child-givers and the main home caretakers. So it is a balancing act.

When Charles and I got married, we talked through all these things, and the only reason I’ve been able to get it done is that Charles has always been willing to do more than what appeared to be his fair share. He does the grocery shopping and the cooking—I don’t—and I had friends for years who would tell me how lucky I am that he would do that. Then I had other friends who said,

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“What do you mean? He’s finally the one that’s got it right, and the rest of the husbands are the ones who don’t!”

So I just think until there’s a fundamental shift in whose jobs are what, it’s always going to be that way. So rather than be annoyed by it, I just answer the questions and know that we’ve figured it out for ourselves at home. I’ll tell you, some of the most biased comments have come from women to me, not from men. So that’s been surprising.

What distinct qualities or advantages do females bring to leadership roles?

It seems to me that women tend to be more collaborative. Willing to listen. Of course, that’s not always the case, but I do recall early on as a provost, I had a male colleague say, “You know, Elizabeth, not everybody has to agree,” and of course everybody doesn’t have to agree.

But giving everybody the opportunity to listen and weigh in creates a smoother path for trying to get things done.

I think women tend to be a little bit more relational, which again—working with people, developing relationships, creating sort of a common and shared purpose—tends to have a better result.

GO ONLINE

Want more? See the full Q&A at upstatebusinessjournal.com.

Photo by Jeremy Fleming

Would you say logic or intuition rule your decision-making? Is it important for a leader to have both attributes, or is one more valuable than the other?

I tend to be more logical. It’s just how my brain works, and of course being logical is helpful when it comes time to explain to other people your thought process. But clearly there are instances when no matter how much logic there is, there’s not enough data necessarily to say, “You should do X, or you should do Y.” That’s when intuition and experience in a particular area says, “Hey, my gut’s telling me this is the way we need to go.”

Hopefully at that point in time, we’ve built up enough trust and enough credibility that people can say, “OK, maybe I’m not completely understanding why we’re doing this, but I trust her, and she’s gotten us this far. Lets go with her intuition.”

Can you describe any unique challenges that you, as a female, face being a university president?

Being logical is helpful when it comes time to explain to other people your thought process.

But clearly there are instances when no matter how much logic there is, there’s not enough data necessarily to say, “You should do X, or you should do Y.”

Photo by Dawson Powers, Clemson University

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‘We’re going to do it right’

“Take what you’ve got and do the best you can”—and other leadership lessons from Clemson’s Dabo Swinney

EMILY PRICE | STAFF

eprice@communityjournals.com

Dabo Swinney will never forget the details of Oct. 12, 2008, a day when, by “unintended consequence,” a new organizational mantra was born in Tigertown: “All In.” It was 4 p.m. Following a stunning conversation with (then) athletic director Terry Don Phillips—who informed Swinney he was, effective immediately, the interim head coach upon Tommy Bowden’s mid-season exit— Swinney entered the locker room and asked all who weren’t players to leave.

Dabo, then just 38—a wide receivers coach lacking even a coordinator line item on his resume—had just become the second-youngest head coach in Clemson football history behind legendary Danny Ford. He recalls his team address vividly.

“Listen, guys, here is the deal,” he said. “For the next six weeks we’re going to do things differently. I know I don’t have much of a chance to get this job, but I have a chance. For the next six weeks, I’m all in—everything I’ve got.”

He told them they had practice in two hours. He told them they didn’t owe him or Clemson anything. If they didn’t want to be under his leadership and part of his program, no problem—they should do whatever they wanted to do. But for the next six weeks, certain things were going to change—and then Swinney articulated his plan.

Afterward he told them, “I’m all in. And if you’re going to be all in with me, because that’s what it’s going to take for this to work—for us to turn this season around –then show up to practice at 6:00 tonight. Otherwise, no hard feelings.”

The day turned into what Swinney describes as an “emotional night.”

Practice had perfect attendance.

Since that fateful day, Swinney has evolved from a fresh-faced and distinctly charismatic position coach to head coach for six full seasons. He’s posted a 60-26 overall record. He has led the Tigers to two ACC Championship appearances, won an ACC title, won or shared three division titles and been the first Tiger head coach since Ford to be named a national coach of the year. He’s also continued to produce nationally lauded recruiting classes, often cited as a top recruiter in the country.

Swinney sat down one-on-one with UBJ to discuss management and leadership—his own ability and style; how he develops the will to lead and accountability in hundreds of young men; the impact of a strong organizational culture, and more.

SWINNEY continued on PAGE 20

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SWINNEY continued from PAGE 19

Tell us about “All In” as your organizational mantra.

“All In”—it’s not just a slogan. It’s a way of life here, and it’s about being committed to just doing the best you can with what you’ve got. That’s what it’s about. It’s about doing your very best on and off the field—and the same thing with the coaches, man. Just take what you’ve got and do the best you can. Just be fully committed to the task at hand—and it’s been fun to be a part of it.

Clemson, but people had great intuition about your abilities and saw you as a natural leader.

Can you discuss that certain time in history? It seemed to entail a unique set of challenges you had to address with no experience as a head coach.

The biggest thing from that whole time was the lessons I learned through that process. I come to work Oct. 13, 2008, and by 11 o’clock I am the interim head coach. … It was an inspiring moment for me, and I took so many things out of that.

I think from a leadership standpoint, you have to be authentic. You have to be genuine. Just be who you are, and I think people respect that.

What’s your leadership strategy?

For me it all goes back to, “People don’t care what you know until they know that you care.”

It’s about having a genuine appreciation for each other—for everybody, and for each person’s role.

I want to be kind of a “servant leader.” Leadership is ultimately about serving others, and I think if you have that mentality and that perspective, then you have a chance to be a good leader. It’s not about others serving you. I just try to lead by relationships. Obviously you’ve got to make decisions, set the charge, have the vision, and the strategy and the philosophies and all those other things—and you’ve got to implement that—but at the end of the day, none of that stuff’s going to matter if you don’t create the right culture from a leadership standpoint.

First of all is, you never know who’s paying attention. You never know who is watching you, so whatever it is you’re doing, just bloom where you’re planted. Just do a great job with whatever you’ve been charged to do. If you’re cleaning the building –whatever it is, just take pride in your work, treat people the right way, and that was something that was reinforced to me that day.

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12.19. 2014

I knew immediately if I was going to have a chance, I was going to have to change the culture quickly, and I was going to have to create some positive energy and some enthusiasm and get these guys to think differently—because we just hoped to win. We didn’t really expect to win.

I tried to remove all the negativity that had kind of been a part of what we were doing. We made a lot of changes—tried to instill some pride in some things. Little things—down to how we show up on game day, dressed in a coat and tie. Just tried to take a little more pride in how we called things offensively, to how we practiced to how we met—everything.

[I also] went to work in trying to establish the relationships within the team, especially the leadership of the team … and I am forever grateful to that group because they made a decision: “We’re going to buy in.” And they did … and we had a heck of a run.

That time kind of set us on track as far as putting the foundation in place. The core things we did in that six-week span we still do right now.

Who are some of the best leaders who have played for you at Clemson and why? >>

None of us are entitled to anything. You get what you earn. It’s all about team. This program, this university, is bigger than any of us. When I leave Clemson or they run me out of Clemson—guess what, this place is going to keep on going.

You’ve come under fire before for incorporating religion into your organizational culture.

How does spirituality relate to effective leadership methods, and do you think it’s particularly important or effective in college football, or other sectors too?

I don’t really think it’s about one thing. Obviously I am a Christian, but that doesn’t necessarily make me a good leader or make something work for football. I think the biggest thing is people have to be who they are. I think from a leadership standpoint, you have to be authentic.

You have to be genuine. Just be who you are, and I think people respect that.

You didn’t necessarily have the paper resume when you got the head-coaching job at Photo by Zachary Hanby

upstatebusinessjournal.com

>>

I’ve had some great leaders. … You could just go on and on. But they all have the same things in common. Such as, they care about their teammates, they serve others, they’re “all in” as far as the way we do things in this program. They don’t expect more from their teammates than they’re willing to give. They lead by example. … They chose to stay positive no matter what the circumstances.

We’ve been top 10 in the country four years in a row in graduating our players, and those are all signs of our culture, which is based in leadership.

We go the extra mile in trying to develop leadership on this team.

How do you create or foster great leaders?

How do you bring this out of these young men and develop it for use both on and off the field?

Relationships. Everything goes back to relationships—a lot of one-on-one time; meetings; lot of accountability built into our program … we have a huge support staff and we have a lot of people who mentor these guys.

SEE IT WORK Watch the video on upstatebusinessjournal.com to hear about The Swinney Huddle, The Council, the senior leadership group, the accountability draft and more.

In building a team, how do you strike a balance of skill/talent and all the other intangibles, such as commitment and discipline? For example, it seems a Jameis Winston-type situation wouldn’t occur at Clemson.

I just think that our philosophy here, and kind of the charge that we have with our staff is, we’re going to do it right, and I would rather lose trying to do it right than to win knowing we didn’t.

The last thing that you want to do is kick people off the team. But from time to time that’s just what you have to do. You have to be consistent with your discipline.

You’re always coaching, you’re always teaching, you’re always correcting behavior, sometimes you have to sit guys down and get their attention and things like that—but at some point, if you get a guy who just refuses to buy in, as a coach you have to handle that situation. Because if you don’t, then it’s going to spread throughout your team and become a much bigger issue, and you don’t ever want anybody to ever think that they’re bigger than the team.

And that’s something we talk to our guys about all the time. There’s no entitlement. None of us are entitled to anything. You get what you earn.

It’s all about team. This program, this university, is bigger than any of us. When I leave Clemson or they run me out of Clemson—guess what, this place is going to keep on going.

Photo by Emily Price

We’re going to do it right, and I would rather lose trying to do it right than to win knowing we didn’t.

How has your leadership ability grown and evolved in your time at Clemson?

Immensely! Oh my goodness, immensely. You just get better. It’s just the same thing in anything that you do. You can prepare, prepare, prepare, but until you go and do it—there’s just nothing like just trying it on and kind of figuring it out.

I’ve really learned how to manage my time. …

When I first got the job, I was wearing a lot of hats and I was doing a lot of things. And I probably wouldn’t be alive right now if I had stayed in that mode. [Laughs.]

Surrounding yourself with the right people is so huge, and having everybody doing the right

things is very critical. The ability to delegate—I probably wasn’t very good at that when I first got the job. I’ve always been so independent, and I always kind of did everything on my own. … You just can’t do it, its just impossible. So learning to delegate, learning when to say yes, learning when to say no.

Just overall structure—you know, now I’ve got all the philosophies in place, and we are a welloiled machine as far as how we operate on a daily basis—very organized and detailed in what we do, but never satisfied. Always trying to get better.

You know, I just understand that, man, there’s room for growth every day, every year, and that’s what we try to do as a program.

GO ONLINE Read the full Q&A and watch the interview video at upstatebusinessjournal.com.

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Biscuit Head coming to Greenville Biscuit Head, a popular Asheville restaurant, is coming to Greenville and is the first tenant announcement at The Beach Company’s South Ridge development.

The new restaurant will be Biscuit Head’s third location and the first in Greenville.

The Southern-style eatery is expected to open in early 2016 amid the 350-unit mixed-use apartment community on Church Street and University Ridge.

Owners Jason and Carolyn Roy opened their first Biscuit Head restaurant in West Asheville in May 2013.

The Roys decided to venture into the Greenville market because “the vibe of the city fits in with our vibe,” Jason Roy said, “which is a little more eclectic than your typical breakfast place.”

In addition to their signature cat-head biscuits, the restaurant specializes in homemade gravies, jams and hot sauces. Food & Wine magazine recognized Biscuit Head as one of the best places for biscuits in America.

The company also strives to be as eco-friendly as possible by making everything either compostable or recyclable. The Roys plan on working closely with local farmers, artisans, coffee makers and other businesses to reduce their carbon footprint.

South Ridge Apartments will welcome its first residents in March 2015.

Portucel invests $110M in Greenwood Portucel S.A. is investing $110 million in Greenwood County to open a manufacturing facility that converts forest matter into wood pellets. The investment is expected to create 70 new jobs.

Portucel is an integrated forest, pulp, paper and energy company and is currently Europe´s largest producer of uncoated wood-free paper. Wood-free paper is created exclusively from chemical pulp, not mechanical pulp. Portucel has a total paper capacity of 1.5 million tons/year and eucalyptus pulp capacity of 1.3 million tons.

The company accounts for more than 3 percent of Portugal’s tangible exports.

Portucel’s facility in Greenwood County will be in the Emerald Road Industrial Corridor and is expected to have a production capacity of 460,000 tons per year once it is fully operational.

“Our facility will provide a renewable, sustainable source of energy for many thousands of electricity consumers for years to come, as well as jobs to many South Carolinians,” Portucel Soporcel Group CEO Diogo da Silveira said in a release.

The Coordinating Council for Economic Development

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has approved a $150,000 grant to assist with the costs of road, site and infrastructure improvements as well as job development credits related to the project.

Hiring for new positions is expected to begin in January. Interested applicants can visit portucel soporcel.com.

Duke Energy joins in solar net metering agreement The Office of Regulatory Staff (ORS) filed a comprehensive agreement with the Public Service Commission of South Carolina (PSCSC) for a plan for solar net metering in the state.

Net metering credits commercial and residential customers for the extra electricity they generate with solar power and put back into the grid. Utility companies such as Duke Energy have agreed to pay the retail rate to net metering customers through 2025.

“Our customers will participate in the growth of solar through the various incentives described in the settlement,” Clark Gillespy, president of Duke Energy South Carolina, said in a release. “We believe this is a positive step for South Carolina—and the future of solar energy in our state.”

Gillespy said the settlement proposes a methodology to calculate the value of solar generation, based on its known and quantifiable benefits and costs, and provides for direct incentives for distributed energy resources.

In 2020, the parties involved in the agreement will look again at the price paid to customers. Any adjustment made to the amount will apply to new customers who start net metering after Jan. 1, 2020.

Customers who elect to net meter before Dec. 31, 2015, will be paid the adjusted rates after 2025.

“This agreement allows existing and future net metering customers to have rate treatment certainty for up to 10 years. It also enables utilities to recover the cost of providing service to all customers while maintaining 24-hour service to solar and non-solar customers,” Gillespy said.

Minority leaders, advocates recognized by Spartanburg Chamber The Spartanburg Area Chamber of Commerce recognized the accomplishments of minority men and women and business advocates at the annual Minority Enterprise Development (MED) Awards Banquet and Celebration.

The Chamber recognized one organization and two individuals for significant impacts and advocacy in the minority/women-owned businesses community.

SCRA Technology Ventures this week announced the acceptance of five new companies into its SC Launch Program, including three Greenville-area companies.

Greenville-based medical diagnostic company Accessible Diagnostics offers Glucosense, an “ultra-low cost glucose monitoring system for use in poor, low-resource communities,” according to an SCRA release. Glucosense is based on technology developed at Clemson University.

Aptus LLC, based in Central, is a life science company also based on technology developed at Clemson,

Integrated Biometrics announced that its Watson Mini scanner has been helping sell Credence ID’s Trident Handheld, an Android-based mobile device that captures and enrolls iris, face and fingerprint biometrics.

Watson Mini was incorporated into Credence ID’s device this year, and since then more than 500 Trident units have been sold.

Integrated Biometrics CEO Steve Thies said in a release, “The strong sales of the Trident clearly demonstrate the value of the Watson Mini as the preferred solution for integration partners like Credence ID.” Credence ID launched the Trident early this year and has since seen major deployments. It is currently used in parts of Southeast Asia for law enforcement purposes.

This summer, Credence also won a contract to provide the biometric handhelds to Guatemala and Mexico to help keep better track of prison and jail inmates.

Younts Center named best wedding venue Furman University’s Younts Conference Center has been voted “Best Place to Say ‘I Do’” in Unique Venues, a national event planning magazine.

Event planners that use Unique Venues for site selection chose Younts Conference Center as the best wedding venue. The Younts facility was cited for its versatility and transparent pricing structure.

Over 40 ceremonies and receptions are held at the center annually. Younts Conference Center director Tony McGuir said in a release, “We offer wedding parties a lot of versatility, including the use of the outdoor Heller Terrace and DeSantis Pavilion, Daniel Chapel, numerous scenic locations for photo opportunities, free parking and an inclusive rental fee that offers everything for one flat rate.”

UPSTATEBUSINESSJOURNAL.COM/WHOS-WHO

3 Upstate companies added to SCRA Launch Program

Integrated Biometrics boosts sales with scanner

NOMINATE THEM NOW.

The prospective Greenville cinema entrepreneurs of The Film House announced that they reached the monetary goal of their Indiegogo campaign 11 days before completion.

The 30-day crowdfunding campaign began with a goal of raising $3,500 for new audio and video equipment.

The company has now released new stretch goals to raise more funds through the end of the campaign.

Founder and CEO of The Film House, Daryn Zongrone, said in a release, “The generosity is overwhelming and I’m excited to continue contributing to the growth of Greenville.”

The project started in November 2013 with an ultimate goal of opening a dine-in, independent movie theater in downtown Greenville. The group has been hosting movies at various Greenville locations throughout the year as what they’ve deemed a “mobile movie theater.”

“The mobile movie theater developed as a means to generate funds and awareness for the project,” says Jill Brinson, marketing director for The Film House. “It’s a way for us to remain in the public eye and provide a service for the community, while promoting our own local business that we believe will be a great contribution to this vibrant city.”

For more information and to donate to the campaign, visit indiegogo.com/projects/the-film-house.

M A N UFAC T UR I N G • P O L I TI CS /G O V E R NM E NT • RE A L E S TATE • TE CH/ I T

The Film House announces crowdfunding success

| THE FINE PRINT | 23

facilitating tissue-engineering and regenerativemedicine efforts.

Constructis LLC is a Greenville-based energy company that manufactures, installs and maintains kinetic energy devices.

Also accepted were two Charleston-based companies: GreenTex Solutions, an advanced materials composite manufacturing company; and Job Market Maker, an information technology company.

Companies accepted into the SC Launch program receive mentoring and support services, and may be eligible to receive matching funding or larger investment funds.

A C CO U N TI N G • EC O NO M I C D EV ELO P M EN T • F I NA NCE • HE A LTHCA RE • HO S PI TA LI TY • L E G A L

Spartanburg County School District 7 was honored as the Minority Advocate of the Year. Sims Hammond Bouwmeester, president of Launch Something, was honored as the Woman-Owned Business Person of the Year.

Naomi Tate, 2013-14 Junior Leadership Spartanburg alumni and senior at Spartanburg High School, was recognized with the Rising Star—Outstanding Student award.

BUSINESS BRIEFS YOU CAN’ T MISS

SE E PA G E 2 5 F OR MOR E DE TA ILS

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PLAY-BY-PLAY OF UPSTATE CAREERS

HIRED

AWARDED

HIRED

HIRED

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12.19. 2014

PROMOTED

Leslie H. Poinsette

Greg Force

Scott Cole

Bethany Carter

Dixie Tooke-Rawlins

Named to the medical team at Greenville Dermatology.

Poinsette has 13 years of experience in dermatology and is certified by the American Board of Dermatology. She received her doctor of medicine degree from the Medical University of South Carolina and completed her residency at Southern Illinois University.

Named a PCI Titan of the Industry by the Precast/ Prestressed Concrete Institute (PCI). Force is president and chief operating officer of Tindall Corporation. He is currently vice chair of the Research and Development Council and previously served as chairman of the board of PCI.

Named the creative director at the Peace Center for the Performing Arts in Greenville.

Cole will be responsible for providing the creative leadership for all Peace Center graphic design projects. He previously served as creative director at Erwin Penland, with a focus on social, event and content marketing.

Named office manager for Liquid Catering and the Old Cigar Warehouse. Carter has 16 years of experience in the hospitality industry. She previously managed several restaurants for Table 301. In her new role, she will schedule all staff for events, handle human resources paperwork and keep up with bookkeeping.

Named president of the Edward Via College of Osteopathic Medicine. TookeRawlins served as founding dean of the college in 2001 and also of the Spartanburg branch.

She served as provost when establishing a second branch campus in collaboration with Auburn University.

VIP

Susan McCracken: Awarded Named a Woman to Watch by the South Carolina Association of Certified Public Accountants and the American Institute of Certified Public Accountants. McCracken has served commercial and nonprofit clients for more than 29 years with Dixon Hughes Goodman and is currently a partner in the Greenville office.

COMMUNITY The Riley Institute at Furman University has announced Bill Barnet will be one of the recipients of the annual David H. Wilkins awards recognizing outstanding legislative and civic leadership in the state. Barnet is a former mayor of Spartanburg and CEO of Barnet Development Corporation. He worked for the passage of the Education Accountability Act and chaired the state’s Education Oversight Committee. He currently serves on the boards of the International African American Museum, the South Carolina Institute of Medicine and Public Health and The Duke Endowment.

EDUCATION

will work specifically to highlight the college’s academic and CCD programs. Prior to joining Greenville Tech, she served eight years as director of marketing and communications for Central Carolina Community Foundation in Columbia.

MEDICAL The Allergy, Asthma and Immunology Society of South Carolina elected Neil Kao, M.D., to be its president.

Kao will serve a two-year term ending in 2016. He is a specialist in allergy, sinus diseases and asthma care. He has practiced medicine in Greenville and Spartanburg since 2000 at the Allergic Disease and Asthma Center.

Greenville Technical College has hired Tonia Cochran for the newly created role of academic and Corporate and Career Development (CCD) programs public relations director.

Cochran has a decade of experience in marketing and communications and

Stay in the know.

Upstate Business Journal

NONPROFIT Beth Lindsay Templeton received the Order of the Silver Crescent award, South Carolina’s highest civilian award for significant contributions, leadership, volunteerism and lifelong influence within a region or community. Templeton is a public speaker, Presbyterian Church USA minister, writer and founder and CEO of Our Eyes Were Opened Inc. She served as executive director of United Ministries for 30 years.

RETAIL Vintage Now Modern promoted Janine Bray to manager and stylist/ stager. Bray was hired by the company in March. She previously did part-time home staging. She has experience in interior design and customer consultation.

CONTRIBUTE: New hires, promotions & award winners may be featured in On the Move. Send information and photos to onthemove@upstatebusinessjournal.com.

@UpstateBiz

TheUpstateBusinessJournal

2015 NOMINATION FORM

2015 NOMINATION FORM

W

B

M

3 MINUTES CAN CHANGE SOMEONE’S CAREER. Nominate them now.

WHAT MAKES SOMEONE A WHO’S WHO? The UBJ Who’s Who recognizes 7 people in our business community who are committed to advancing their fields. Whether new to the scene or veterans in the trenches, they’re the professionals to look out for and look up to. Their names are on the tips of colleague’s tongues for making strides and pushing their organizations, their professions, and our community to the next level.

They’re asking the hard questions and finding solid solutions. Many have gone uncelebrated. Until now.

Areas of professional contribution include (but not limited to): Accounting, Finance, Healthcare, Economic Development, Hospitality, Legal, Manufacturing, Politics/Government, Real Estate, and Tech/IT.

NOMINATOR CONTACT INFORMATION Name___________________________________________________________ Title/Company___________________________________________________ Relationship to Nominee__________________________________________ Email___________________________________________________________ Phone__________________________________________________________

THE FINE PRINT: The 2015 winners will be honored at an awards celebration on March 26, 2015 and highlighted in a special edition of the Upstate Business Journal that will publish the same night. The best candidates will quantitatively demonstrate business success (financial results, career growth), community involvement, leadership ability (public profile/reputation), and influence (impact on the Upstate region specifically). Nominees and/or Nominators may be contacted to provide further information. All submissions will be voted on by a neutral, 3rd party panel of community leaders. Please submit your nomination(s) by 11:59 pm on Friday, January 30, 2015. Nominees must be residents of Upstate South Carolina. Past winners are not eligible to win again.

NAMES DO NOT HAVE TO BE SUBMITTED FOR EVERY CATEGORY IN ORDER TO BE ENTERED. THE LEGEND – An individual with a long lasting impact on the business climate in the Upstate.

Name________________________________________________

THE BOSS – A leader.

Name________________________________________________

Title/Company_________________________________________

Title/Company_________________________________________

Email________________________________________________

Email________________________________________________

Phone_________________________________________________

Phone_________________________________________________

THE CLOSER – A dealmaker.

THE YOUNG GUN – An up and comer.

Name________________________________________________

Name________________________________________________

Title/Company_________________________________________

Title/Company_________________________________________

Email________________________________________________

Email________________________________________________

Phone_________________________________________________

Phone_________________________________________________

THE INNOVATOR – A mover, shaker, and disrupter

THE WILD CARD – Based on a pool of candidates

identified by our Panel and voted on by our social media audience from February 16-22, 2015.

Name________________________________________________ Title/Company_________________________________________ Email________________________________________________ Phone_________________________________________________ Please provide any other information (links to articles or web pages about nominees etc…) you’d like for us to reference here: _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________

THE ENTREPRENEUR – An idea maker and trailblazer.

shaping our future.

_______________________________________________________

Name________________________________________________

Name________________________________________________

_______________________________________________________

Title/Company_________________________________________

Title/Company_________________________________________

_______________________________________________________

Email________________________________________________

Email________________________________________________

_______________________________________________________

Phone_________________________________________________

Phone_________________________________________________

_______________________________________________________

MAIL THIS FORM TO: COMMUNITY JOURNALS, LLC, ATTN: KATE MADDEN, 581 PERRY AVENUE, GREENVILLE, SC 29611 OR COMPLETE NOMINATION FORM ONLINE AT: UPSTATEBUSINESSJOURNAL.COM/WHOS-WHO

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MEET THE PANEL

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Who’s next for

WHO’S WHO? Meet the panel of community leaders who will help UBJ recognize its second group of game-changers

MATT DUNBAR

In the six years I’ve been in Greenville, my perception is that we’ve benefited from an ethos of collaboration, creativity, risk tolerance, persistence, good old-fashioned hard work and a shared sense that our aspirations are in fact attainable. I think we’ll need continued healthy doses of all those attitudes—plus a keen attention to being smart about our growth—to keep pushing the Upstate forward to an even brighter future.

It’s the end of the year, and UBJ is looking forward. We’re looking not just to 2015, but to the future of the Upstate and the people who will help make it the best it will be. With that sentiment, we’re kicking off the second year of our Who’s Who awards to spotlight our community’s most promising and accomplished leaders.

This week we introduce the Who’s Who panel of judges. If it’s true that it takes one to know one, then the diverse group of talented people who take their support of the Upstate far beyond their job descriptions is perfect for identifying others shaping this community’s future. They will be looking hard for unsung heroes, for solid accomplishments, and for characteristics that hint that there’s more to come. Our volunteer panel will review submissions and, with the help of researchers, have what will likely be lively discussions about what it takes to move a community forward.

No matter who the judges are, their choices can only be as good as the nominees they’re able to review. The rest of the responsibility lies with those in the community who recognize excellence in themselves and others, and who toss a name into the hat. The first year brought several great nominations we hope to see again. Now that the word is out, we expect to see even more new names. We hope they’ll reflect the tenacity, diversity, capacity and audacity of the Upstate. We also hope they’ll bring to light the quiet but hard work many people do every day.

Meet the people tasked with sifting through those nominations, and make yourself a part of the process by sending yours in.

NOMINATE To nominate a Who’s Who candidate, see the entry form on page 25, or visit upstatebusinessjournal. com/whos-who.

What talents and attitudes push the Upstate forward?

JOE ERWIN

Matt Dunbar is managing director of the Upstate Carolina Angel Network (UCAN) and cofounder of the South Carolina Angel Network and Palmetto Angel Fund. UCAN is a Greenville-based group of accredited investors who support high-growth startup ventures in the Southeast with capital and expertise.

How will you know Who’s Who when you see them?

In my mind, the Who’s Who leverage their talents and influence to create outsized value—economically, socially or culturally. They under-promise and over-deliver and they do it because they are passionate about making an impact, not for their own recognition.

What parts of the Upstate should we be looking at to see what’s next?

There are too many great efforts and organizations to mention here, but I’m particularly enthused by strides we’re making across our technology and entrepreneurship sectors, in our educational institutions, with our health care sector and the recognition and protection of our natural resources.

Joe Erwin’s expertise is in marketing and advertising. He is the founder and president of Erwin Penland, a national advertising company.

Why did you agree to serve on the Who’s Who panel?

I feared you would call me names in the paper if I didn’t. Just kidding. I think it’s neat. I was also intrigued by the other panel members. These are people that I love to be around and have great respect for. I think we’ll have a good time working together on this.

What parts of the Upstate should we be looking at to see what’s next?

upstatebusinessjournal.com

I don’t know, but I will say this: As we continue to see greater Greenville and the whole Upstate grow, it’s how do we protect the physical beauty that we didn’t build, that no businessperson like myself had any hand in creating? How do we protect that key to quality of life in this community? Forward-thinking companies, nonprofits and individuals who lead are going to think about these things.

As a marketing professional and image-maker, what is Greenville to you?

It seems to me that Greenville’s image has changed from what people thought of as a laid-back charming Southern city. We’re not that, and I think people get that now. We’re seen more as a supercharged car. It’s a high-energy environment that’s home to a great creative class, and it’s very much seen as an emerging city.

MEET THE PANEL

world relate to the Upstate to see what’s next. In addition, I’m enthusiastic about the potential for existing Upstate initiatives, including business accelerators, the focus on attracting high-paying jobs to our area, and the engagement between Clemson and the business community.

| WHO’S WHO | 27

NANCY WHITWORTH

What talents and attitudes push the Upstate forward?

Creativity, inclusiveness, imagination, generosity and persistence.

BOB HUGHES

JO HACKL Nancy Whitworth joined the city of Greenville more than 30 years ago and serves as the city’s deputy city manager and director of economic and community development. She has played a key role in the city’s growth story, including work on landmarks downtown, strategic city and neighborhood planning and business recruitment.

Why did you agree to serve on the Who’s Who panel?

Jo Hackl is a corporate attorney with Wyche law firm. She also has been recognized for her work with philanthropy and nonprofits.

Bob Hughes, president of Hughes Development Corporation, has been active in real estate development for more than 35 years. Notable projects include Poinsett Plaza, RiverPlace, the NEXT Innovation Center and ONE.

Because I was asked. I think often what I’m interested in is seeing what some of the not-so-predictable names are. Hopefully there will be some opportunities to look at people who work more behind the scenes, but have had a tremendous impact on what happens in Greenville.

Why did you agree to serve on the Who’s Who panel?

How will you know Who’s Who when you see them?

The chance to work on a great team, recognize people who contribute and uncover new people.

It really takes a team to make something happen, and even though there may be the face that you see, that one face might not be able to make it all happen. I tend to really look for someone who recognizes “I may be the leader here, but it would not have happened if these other folks hadn’t been involved.”

Why did you agree to serve on the Who’s Who panel?

How will you know Who’s Who when you see them?

The Upstate is a hub for innovative leadership.

Who’s Who is a chance to recognize that spirit of ingenuity, and I’m delighted to be a part of that.

It’s hard in this town because so many people contribute and go the extra mile. I hope maybe some folks just had a great year.

How will you know Who’s Who when you see them?

What parts of the Upstate should we be looking at to see what’s next?

The leaders who never settle, who are always pushing to make the Upstate a better place to live and work are hard to miss.

The parts where the young folks live and congregate.

What parts of the Upstate should we be looking at to see what’s next?

The Upstate has a global reach that can’t be confined by geographic borders. I think it makes sense for us to focus on how other places in the

What talents and attitudes push the Upstate forward?

Helpfulness. Willingness to share. The collaborative economy has a whole city where people help others and collaborate to achieve success. An investment in one person or company here receives the input of the whole community.

What talents and attitudes push the Upstate forward?

I think what has made Greenville really work is that we’ve had local people who are willing to invest in Greenville. It’s also been about good business to do it, as well. We’ve grown in Greenville not at a very rapid pace, but it has been in a way that has been sustainable, and we can continually expand upon that.

Panel photos by Cox Photography

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Harris Teeter coming to Augusta Road Grocer is re-entering the Upstate market with a new store planned for a renovated Lewis Plaza SHERRY JACKSON | STAFF sjackson@communityjournals.com @SJackson_CJ

Renderingby Arcons Design Studio

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Dozens of Augusta Road residents attended a community meeting Monday night at Augusta Road Baptist Church where plans were unveiled for a redesigned Lewis Plaza and a new, upscale, two-story Harris Teeter grocery store.

Harris Teeter is once again entering the Greenville market after leaving several years ago. The company was purchased in January 2014 by Kroger Co. but maintains the Harris Teeter brand with headquarters in Matthews, N.C. “We wanted a one-of-a-kind store to re-enter the Greenville market,” said a Harris Teeter representative, adding that the Augusta Road area was missing a “first-quality grocery store.”

“When this location was first considered by Harris Teeter, they said it was a special location and they wanted to make it the best grocery store not just in Greenville but in the whole state,” said Rajeev Bhave, architect at Matthews, N.C.based Arcons Design Studio.

The new 53,000-square-foot store is custom-designed and will offer all

of the amenities that a “super flag or high-end store” offers, said Bhave.

A second-floor mezzanine area will have a sit-down wine bar with outdoor terrace seating.

The store will feature a lot of glass and brick, providing transparency into the store. The overall design is a mid-century, modern, eclectic design and not typical big-box architecture, said Bhave. “The final design reflects the progressive nature of where Greenville is going,” he said.

Bhave stressed that the newly designed shopping center will be pedestrian-friendly with many sidewalks, a plaza area with water features, natural paths and vegetation and outdoor seating. Special attention was also paid to the rear of the store with architectural details, landscaping and screening so people don’t feel like they are walking by the back of a store, he said.

After neighbors voiced concerns at the meeting about the store being open 24 hours as originally proposed, a Harris Teeter represen- >>

upstatebusinessjournal.com

>> tative made the decision on the spot to limit store hours from 7 a.m. until 11 p.m. Most in the audience applauded the decision.

Lewis Plaza, which opened in 1948, is considered to be the first shopping center in Greenville.

Several businesses have occupied the plaza, most recently an antique store and Earth Fare grocery store where the new Harris Teeter will be situated.

In the redesigned Lewis Plaza,

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

most of the current shop owners will remain, with their space getting a facelift to match the new look of the plaza. They will remain open while construction is taking place.

The Dollar General Store will be demolished along with the old post office, most recently a Shogun of Kyoto restaurant. Additional streetscaping improvements, including removing power poles, will be made along Aberdeen Drive, Augusta Street and Lewis Drive.

A new 5,000-squarePROJECT PARTNERS foot space with an outdoor seating area will be availDEVELOPER: Avtex Commercial able that would be ideal ARCHITECT: Arcons Design Studio and for a restaurant, said Paul Narramore Associates Holder, vice president of Avtex Commercial, which LEASING: Coldwell Banker Commercial Caine owns and is redeveloping the shopping center.

Another 6,000-squareTHE NEW HARRIS TEETER AT LEWIS PLAZA WILL HAVE: foot space will also be open to new tenants.

A fresh-prepared juice bar Holder said he is looking Floral department for a “mixture of both local and national tenants that Deli and bakery suit Augusta Road and its Asian and American hot-foods bar residents.”

Oversized cheese and pizza area Wells Fargo will move to a new freestanding Artisan bread kiosk building located at the Full-service meat and seafood corner of Lewis Drive and department Augusta.

Smoked meat case The plans still need to Fully stocked beer and wine section go in front of the Design with craft beers Review Board, Planning Commission and City Full-service health and beauty area Council. If all goes Full-service pharmacy with a secondary as planned, construction entrance is expected to start in A wine bar late March 2015 with Starbucks the Harris Teeter opening in third- or fourth Walk-up window to order made-toquarter 2016. order foods

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Main + Stone officially breaks ground

PROJECT PARTNERS Photo Provided

For several weeks now, the Beach Company has been prepping the site of the new Main + Stone project. On Dec. 8, the company held its official groundbreaking ceremony.

Located at the corner of North Main Street and East Stone Avenue, Main + Stone will be a mixed-use community with 292 rental units and 20,880 square feet of commercial space. Rentals will range from studio apartments to three-bedroom flats and townhomes. The development will also include a resident clubroom, commercial-quality fitness center and saltwater pool. Other amenities will include urban gardens, a pet spa, covered parking garage and on-site retail.

“As one of the most sought-after places to call home in all of Greenville, the North Main area encompasses several historic districts which lend the neighborhood its distinctive charm, with its Craftsman-style architecture, mature landscapes and sense of community,” said Alan McMahon, development manager with The Beach

GENERAL CONTRACTOR: Yeargin Potter Shackelford Construction ARCHITECT: McMillan Pazdan Smith Architects FINANCING: US Bank

Company. “Given its centralized location between the Heritage, East Park and Colonel Elias Earle districts, Main + Stone will function as a centerpiece that connects the historic neighborhoods of Greenville with the growing downtown renaissance.”

Mayor Knox White and City Council members Lillian Brock Flemming, David Sudduth, Amy Ryberg Doyle and Gaye Sprague joined The Beach Company for the Main + Stone groundbreaking, along with representatives from US Bank, Yeargin Potter Shackelford Construction, McMillan Pazdan Smith Architects and SeamonWhiteside Associates Engineering.

Construction is expected to take 18 months with the first phase of apartments expected to be available for occupancy in late 2015.

Visit mainandstone.com for more information.

Happy Holidays from our offices in Greenville, Spartanburg and Anderson www.naiearlefurman.com 864 232 9040

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Drayton Mill Lofts breaks ground in Spartanburg SHERRY JACKSON | STAFF sjackson@communityjournals.com @SJackson_CJ

PROJECT PARTNERS MASTER DEVELOPER: Pacolet Milliken CO-DEVELOPER: TMS Development, Charlotte, N.C.

Construction on the Drayton Mill Lofts,

GENERAL CONTRACTOR: Whiting-Turner Contracting Company

a 289-apartment community located in the historic Drayton Mill in Spartanburg, is now underway following a groundbreaking ceremony held Dec. 10.

“This is a great day for Pacolet Milliken and for Spartanburg as we witness the rebirth of Drayton Mills,” said Rick Webel, president of Pacolet Milliken. “Drayton Mills was always a huge part of Spartanburg for almost a century, both as a leader in the textile industry and as a vibrant community of people who worked, lived and played in the Drayton neighborhood. We are thrilled to be able to give new life to this historic site.”

TMS Development purchased the two 111-yearold former mill buildings, The Spinning and Weaving buildings, from Pacolet Milliken in 2013.

Pacolet Milliken remains the master developer of the site. The brick mill buildings total more than 500,000 square feet and each of the 68 floor plans will have restored original construction details of the mill buildings, with exposed wood and steel,

ARCHITECT: Belk Architecture HISTORIC CONSULTANT: Campbell Meek & Associates, architects

Photo provided

solid maple flooring, 12- to 19-foot ceiling heights, and detailed replica historic windows. The apartments will also include granite countertops, bar tops/islands, stainless steel appliances, in-unit laundry facilities, and custom lighting.

Onsite amenities will include a multilevel fitness center, two community rooms and a circulation network that performs as a gallery, displaying the cultural artifacts of Drayton Mills’ history. Outdoors there will be a 60-foot lap and cold-jetted recreation pool, a courtyard space featuring fire pits and barbecue stations, and dog parks. A municipal nature trail will be connected to the property and extended, connecting Mary Black Hospital to the greater downtown area.

“Upon completion, the Drayton Mills Lofts will be a vibrant, high-density residential village,” said John Montgomery, vice president of real estate for Pacolet Milliken. “We are proud to be part of the growing adaptive reuse movement, which is working to preserve Spartanburg’s history while setting the stage for its future.”

Pacolet Milliken is working on plans for the redevelopment of the three other buildings on the 16-acre site that is projected to include retail, event and possibly office space. Pacolet Milliken also owns the 230 acres surrounding Drayton Mill.

The Lofts are expected to be completed in early 2016.

Rendering provided

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$212M Douthit Hills project in Clemson launches Construction began this week on the $212 million Douthit Hills complex at Clemson University. Located at the east Highway 93 entrance to the campus, the pedestrian-oriented, mixed-use development will provide housing, dining, recreation and parking.

Douthit Hills will include 1,700 new student beds, a new recreation facility, a campus bookstore, two retail dining locations and a 450-seat residential dining hall, along with additional parking.

“This is the largest project in state history for the university,” said James Bonney, associate director of residential facilities projects. “It will be a great addition to Clemson with worldclass facilities.”

Bonney also said the project is LEED Silver, a green building certification. The project is slated to take three years to complete. Officials say the project will result in some detours and closures but the end result will be more than 1,100 new on-site parking spaces, with another 600 parking spaces located at a satellite lot.

Bonney expects the additional housing Douthit Hills provides to free up other, older campus housing so renovations can take place on some of those buildings.

The housing portion of the project will provide 980 beds for upperclassmen and 750 beds for students in the Bridge to Clemson transfer program at Tri-County Technical College. Plans are to move the current Barnes and Noble bookstore to the new student hub area on the first floor.

Clemson hopes to move students into Douthit Hills in August 2018.

Renderings provided

PROJECT PARTNERS Clemson University The Boudreaux Group Clark Nexsen Dutton Engineering

Porter Khouw Consulting Holder Construction Ayers Saint Gross

WHAT’S GOING TO CHANGE FOR FACULTY AND STAFF A total of 173 employee (green) spaces near the Clemson House will be moved to Williamson Road, the P3 (West End Zone) lot and the Avenue of Champions. Faculty and staff can also park in the new (E21-formerly gravel) lot on Cherry Road at Perimeter Road.

Approximately 108 existing spaces will remain intact. Those who regularly park near the Clemson House will have a number of options available, including temporary parking, shuttle services and Tiger Transit.

WHAT’S GOING TO CHANGE FOR STUDENTS More than 150 existing students spaces will remain available, but 138 student (purple) spaces near the Clemson House will be relocated to the R3 resident-student lot located off of Centennial Blvd and Perimeter Road.

Shuttle service for students who regularly park near the Clemson House will be offered to the relocated spaces using Clemson Area Transit’s Purple Route and Tiger Transit.

Clems n Every Game

32 | SOCIAL SNAPSHOT |

INSIDE THE UPSTATE’S NETWORKING AND SOCIAL SCENE

BUSINESS EDUCATION SUMMIT More than 100 business and education leaders attended the Greenville Business Education Summit held at the University Center’s auditorium. Some of the issues discussed at the summit were talent recruitment, employability, skills that highereducation graduates should have to get a job, education and work-based learning.

The event was sponsored by the Greenville Chamber of Commerce, the University Center and the Greenville Health System.​ Photos by Greg Beckner

CONTRIBUTE: Got high-resolution photos of your networking or social events? Send photos and information for consideration to events@upstatebusinessjournal.com.

UBJ

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12.19. 2014

upstatebusinessjournal.com

WEDNESDAY DECEMBER 31 NEW YEARS EVE CELEBRATION Commerce Club, 55 Beattie Place, Greenville; 7 p.m.

Ring in the New Year on the 17th floor at the Commerce Club COST: $60 club members, $70 guests RSVP: 864-232-5600

TUESDAY JANUARY 13 UNDERSTANDING FINANCIAL STATEMENTS NEXT Innovation Center, 411 University Ridge, Greenville; 6-8:30 p.m.

Practical training by

EVENTS YOU SHOULD HAVE ON YOUR CALENDAR

analyzing financial statements

WEDNESDAY JANUARY 14

COST: $29 REGISTER: piedmontscore.org/ workshops/register/139

WEDNESDAY JANUARY 14

DESIGN THINKERS DESIGN TALK OpenWorks, 2 N. Main St., Ste. 400, Greenville; noon-1 p.m.

TOPIC: Spotting Opportunities Hidden in Plain Sight COST: $10

DIVERSITY CONNECTIONS LUNCHEON

REGISTER: bit.ly/ plain-sight

CityRange Steakhouse Grill, 774 Spartan Blvd., Spartanburg

Greenville; 8:30 a.m.-1 p.m.

will increase sales performance.

Industry professionals give input on analytics skills needed by organizations

REGISTER: bit.ly/salesroundtable

COST: Free

TOASTMASTERS LEADERSHIP INSTITUTE

REGISTER: bit.ly/ analytics-workshop

WEDNESDAY JANUARY 21 SALES ROUNDTABLE: THE BUSINESS CLIMATE IN GREENVILLE Greenville Chamber, 24 Cleveland St., Greenville; 11:30 a.m.-1 p.m.

Dutch-treat luncheon organized by the Spartanburg Chamber’s Diversity Initiative GUEST SPEAKER: Jason Bell, “The four marketing systems every business needs to optimize and maximize growth”

BUSINESS ANALYTICS WORKSHOP

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Monthly gathering of sales professionals to share best practices, learn new ideas and hone skills that

SATURDAY JANUARY 24

ITT Technical Institute, 6 Independence Pointe, Greenville Education and training for club officers to perform their duties effectively and with the right skill sets.

| PLANNER | 33 WEDNESDAY JANUARY 28

ENTREPRENEURS FOR A CAUSE Bailey’s Sports Grille, 2409 Laurens Road, Greenville; 6-9 p.m.

Brides Against Breast Cancer is raising funds for programs for families impacted by cancer.

TICKETS: $35 advance, $45 at the door REGISTER: bit.ly/ for-a-cause

COST: $15 REGISTER: bit.ly/ tli-january

CONTRIBUTE: Got a hot date? Submit event information for consideration to events@ upstatebusinessjournal.com.

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34 | NEW TO THE STREET |

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THE FRESHEST FACES ON THE BUSINESS LANDSCAPE

THE INBOX

Stay in the know with UBJ’s free weekly email.

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12.19. 2014

Open for business 1. Patrick Square Town Center recently held a ribbon-cutting at 133 Thomas Green Blvd., Clemson, to commemorate the grand opening of several businesses.

New businesses include Greer State Bank Mortgage and Business Lending, Financial Dynamics, Aaron & Aaron Attorneys at Law, Jacob Dean Photography, Southern Traditions Window Fashions and Collins Building Group.

1

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2. Orvis recently opened at 1 N. Main St., Suite O, Greenville. The store sells men’s and women’s clothing and a full line of fly-fishing equipment and accessories.

Hours are Monday-Saturday, 10 a.m.-7 p.m., and Sunday, noon-6 p.m. For more information, visit orvis.com.

PHOTOS PROVIDED

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OpenOpen 7 Days: M-F 8am-10pm, Sat 8am-8pm, Sun 1am-8pm 7 Days: M-F 8am-10pm, Sat 8am-8pm, Sun 1am-8pm

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upstatebusinessjournal.com

A QUICK LOOK INTO THE UPSTATE’S PAST

| SNAPSHOT | 35

The Thompson building later became home to Davis Motor Company, an automotive store. Toward the end of the 1950s, Harper Brothers Office Supply occupied the building.

Today the building is home to Ford’s Oyster House.

Photo by Greg Beckner

vided His toric photos pro

The building known as the West End’s “skyscraper” was constructed in 1916 to meet the growing demand for cars in Greenville. Originally home to the W.M. Thompson’s T-Model Ford Agency, other dealerships, service stations and automobile stores located in the area and on Augusta Road, creating Greenville’s first “Motor Mile.”

MARKETING & EVENTS Kate Madden

DIGITAL STRATEGIST PRESIDENT/CEO

ART & PRODUCTION

UBJ PUBLISHER

ART DIRECTOR Whitney Fincannon

EXECUTIVE EDITOR

Susan Clary Simmons ssimmons@communityjournals.com

MANAGING EDITOR

Kristy Adair, Michael Allen

CLIENT SERVICES HOW TO CONTRIBUTE

SENIOR BUSINESS WRITER

STORY IDEAS:

Jennifer Oladipo

ideas@upstatebusinessjournal.com

STAFF WRITERS

EVENTS:

Ashley Boncimino, Sherry Jackson, Benjamin Jeffers, Cindy Landrum, April A. Morris

events@upstatebusinessjournal.com

PHOTOGRAPHER Greg Beckner

onthemove@upstatebusinessjournal.com

MARKETING & ADVERTISING SALES REPRESENTATIVES Sarah Anders, Kristi Jennings, Donna Johnston, Annie Langston, Lindsay Oehman, Pam Putman, Maddy Varin, Emily Yepes

UBJ milestone jackson Marketing Group’s 25 Years 1988 Jackson Dawson opens in Greenville at Downtown Airport

1988

>>

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

1997 Jackson Dawson launches motorsports Division 1993

1990 Jackson Dawson acquires therapon marketing Group and moves to Piedmont office Center on Villa.

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

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-profits. The company was recently awarded the Community Foundation Spirit Award.

The company reaffirmed its commitment to serving the community last week by celebrating its 25th anniversary with a birthday party and a 25-hour Serve-A-Thon partnership with Hands on Greenville and Habitat for Humanity. JMG’s 103 full-time employees worked in shifts around the clock on October 22 and 23 to help construct a house for a deserving family.

As Jackson inches towards retirement, he says he hasn’t quite figured out his succession plan yet, but sees the companies staying under the same umbrella. He wants to continue to strategically grow the business.

“From the beginning, my father has taught me that this business is all about our people – both our clients and our associates,” said his son, Darrell. “We have created a focus and a culture that strives to solve problems, serve people and grow careers.”

Darrell Jackson said he wants to “continue helping lead a culture where we solve, serve and grow. If we are successful, we will continue to grow towards our ultimate goal of becoming the leading integrated marketing communications brand in the Southeast.”

2011 Jackson marketing Group/Jackson motorsports Group employee base reaches 100 people

2008 2012 Jackson marketing Group recognized by Community Foundation with Creative spirit Award

pro-bono/non-proFit Clients American Red Cross of Western Carolinas Metropolitan Arts Council Artisphere Big League World Series The Wilds Advance SC South Carolina Charities, Inc. Aloft Hidden Treasure Christian School

David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman mike Zeller (Vice President, Brand marketing): Artisphere Board, Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board

November 1, 2013 Upstate bUsiness joUrnal 21

20 Upstate bUsiness joUrnal November 1, 2013

AS SEEN IN

NOVEMBER 1, 2013

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FEBRUARY 2015: FOCUS ON HEALTH CARE

CoMMUnitY inVolVeMent & boarD positions lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member

Anita Harley, Jane Rogers

Jerry Salley jsalley@communityjournals.com

JANUARY 2015: THE FUTURE What will the Upstate look like in 2020?

1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

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JANUARY 2015: COMMERCIAL REAL ESTATE QUARTERLY

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